HomeMy WebLinkAbout2021-2023 Adopted BudgetADOPTED
BIENNIAL BUDGET
FISCAL YEAR 2021-2023
TUSTIN CITY COUNCIL
LETITIA CLARK, MAYOR
AUSTIN LUMBARD, MAYOR PRO TEM
BARRY W. COOPER, COUNCIL MEMBER
RYAN GALLAGHER, COUNCIL MEMBER
REBECCA “BECKIE” GOMEZ, COUNCIL MEMBER
DAVID E. KENDIG, CITY ATTORNEY
MANAGEMENT STAFF
MATTHEW S. WEST, CITY MANAGER
NICOLE M. BERNARD, ASSISTANT CITY MANAGER
JUSTINA L. WILLKOM, DIRECTOR OF COMMUNITY DEVELOPMENT
JASON G. AL-IMAM, DIRECTOR OF FINANCE/CITY TREASURER
CHRISTOPHER M. KOSTER, DIRECTOR OF ECONOMIC DEVELOPMENT
STUART A. GREENBERG, CHIEF OF POLICE
DOUGLAS S. STACK, DIRECTOR OF PUBLIC WORKS
CHAD W. CLANTON, DIRECTOR OF PARKS AND RECREATION
DERICK L. YASUDA, DIRECTOR OF HUMAN RESOURCES
(ii)
TABLE OF CONTENTS
PAGE
Contents
CITY OF TUSTIN ORGANIZATIONAL CHART ................................................................................... 11
FINANCIAL SUMMARY ............................................................................................................................. 13
FUND BALANCE PROJECTIONS BY FUND ................................................................................................... 14
REVENUE SUMMARY ................................................................................................................................... 19
REVENUE SUMMARY ................................................................................................................................... 20
EXPENDITURE SUMMARY ........................................................................................................................... 21
GENERAL FUND REVENUES ........................................................................................................................ 23
GENERAL FUND EXPENSES ................................................................................................................. 25
CAPITAL IMPROVEMENT PROJECTS .......................................................................................................... 27
TOTAL BUDGET REVENUES ................................................................................................................. 29
TOTAL BUDGET EXPENSES ................................................................................................................. 31
SALES TAX REVENUE ......................................................................................................................... 33
CLASSIFICATION PLAN – PERSONNEL BUDGETING ...................................................................... 34
GENERAL FUND REVENUE ..................................................................................................................... 41
REVENUE SUMMARY ................................................................................................................................... 42
GENERAL FUND EXPENDITURES ......................................................................................................... 43
CITY COUNCIL ............................................................................................................................................ 44
DESCRIPTION: ......................................................................................................................................... 45
GENERAL FUND EXPENDITURE SUMMARY ................................................................................................ 45
CITY MANAGER ......................................................................................................................................... 47
ORGANIZATIONAL CHART .......................................................................................................................... 48
DESCRIPTION: ......................................................................................................................................... 49
TASKS: ........................................................................................................................................................ 49
GENERAL FUND EXPENDITURE SUMMARY ................................................................................................ 49
ECONOMIC DEVELOPMENT ................................................................................................................ 51
ORGANIZATIONAL CHART ................................................................................................................. 52
DESCRIPTION........................................................................................................................................... 53
TASKS ......................................................................................................................................................... 53
(iii)
SUCCESSOR AGENCY ............................................................................................................................... 54
DESCRIPTION ........................................................................................................................................... 55
RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) ...................................................................... 55
CITY CLERK ................................................................................................................................................ 56
DESCRIPTION: ......................................................................................................................................... 57
TASKS: ........................................................................................................................................................ 57
GENERAL FUND EXPENDITURE SUMMARY ................................................................................................ 57
CITY ATTORNEY ........................................................................................................................................ 58
DESCRIPTION: ......................................................................................................................................... 59
TASKS: ........................................................................................................................................................ 59
GENERAL FUND EXPENDITURE SUMMARY ................................................................................................ 59
FINANCE ....................................................................................................................................................... 60
ORGANIZATIONAL CHART .......................................................................................................................... 61
DESCRIPTION: ......................................................................................................................................... 62
TASKS: ........................................................................................................................................................ 62
GENERAL FUND EXPENDITURE SUMMARY ................................................................................................ 62
HUMAN RESOURCES ................................................................................................................................. 63
ORGANIZATIONAL CHART .......................................................................................................................... 64
DESCRIPTION: ......................................................................................................................................... 65
TASKS: ........................................................................................................................................................ 65
GENERAL FUND EXPENDITURE SUMMARY ................................................................................................ 66
COMMUNITY DEVELOPMENT ............................................................................................................... 67
ORGANIZATIONAL CHART .......................................................................................................................... 68
PLANNING DIVISION .................................................................................................................................... 69
DESCRIPTION: .................................................................................................................................... 69
TASKS: ................................................................................................................................................... 69
BUILDING DIVISION ..................................................................................................................................... 70
DESCRIPTION: .................................................................................................................................... 70
TASKS: ................................................................................................................................................... 71
GENERAL FUND EXPENDITURE SUMMARY ................................................................................................ 72
PUBLIC WORKS .......................................................................................................................................... 73
ORGANIZATIONAL CHART .......................................................................................................................... 74
ADMINISTRATION ........................................................................................................................................ 75
DESCRIPTION: .................................................................................................................................... 75
TASKS: ................................................................................................................................................... 75
(iv)
ENGINEERING .............................................................................................................................................. 75
DESCRIPTION: .................................................................................................................................... 75
TASKS: ................................................................................................................................................... 75
STREETS ....................................................................................................................................................... 76
DESCRIPTION: .................................................................................................................................... 76
TASKS: ................................................................................................................................................... 76
LANDSCAPE .................................................................................................................................................. 76
DESCRIPTION: .................................................................................................................................... 76
TASKS: ................................................................................................................................................... 76
WATER QUALITY ......................................................................................................................................... 77
DESCRIPTION: .................................................................................................................................... 77
TASKS: ................................................................................................................................................... 77
VEHICLES ..................................................................................................................................................... 77
DESCRIPTION: .................................................................................................................................... 77
TASKS: ................................................................................................................................................... 77
FACILITIES ................................................................................................................................................... 78
DESCRIPTION: .................................................................................................................................... 78
TASKS: ................................................................................................................................................... 78
GENERAL FUND EXPENDITURE SUMMARY ................................................................................................ 79
POLICE DEPARTMENT ............................................................................................................................. 81
ORGANIZATIONAL CHART .......................................................................................................................... 82
POLICE MANAGEMENT ............................................................................................................................... 83
DESCRIPTION: .................................................................................................................................... 83
TASKS: ................................................................................................................................................... 83
2020 TRAFFIC UNIT ACCOMPLISHMENTS: ........................................................................................... 83
CITY OPERATIONS COMMAND ................................................................................................................... 84
DESCRIPTION: .................................................................................................................................... 84
TASKS: ................................................................................................................................................... 84
2020 TRAFFIC UNIT ACCOMPLISHMENTS: ........................................................................................... 85
2021 TRAFFIC UNIT GOALS: .................................................................................................................. 85
2020 FLEET ACCOMPLISHMENTS: ......................................................................................................... 85
2021 FLEET GOALS: ............................................................................................................................... 85
TASKS (COMMUNITY RELATIONS UNIT): ........................................................................................... 86
2020 COMMUNITY RELATIONS ACCOMPLISHMENTS: .......................................................... 86
2021 COMMUNITY RELATIONS GOALS: ...................................................................................... 86
TASKS (EMERGENCY MANAGEMENT): ............................................................................................... 86
(v)
2020 EMERGENCY MANAGEMENT ACCOMPLISHMENTS: .................................................... 86
2021 EMERGENCY MANAGEMENT GOALS: ............................................................................... 87
TASKS (HOMELESS OUTREACH): ........................................................................................................ 87
2020 HOMELESS OUTREACH ACCOMPLISHMENTS: ............................................................... 87
2021 HOMELESS OUTREACH GOALS: .......................................................................................... 87
TASKS (VOLUNTEER UNIT): ................................................................................................................. 87
2020 VOLUNTEER UNIT ACCOMPLISHMENTS: ......................................................................... 87
2021 VOLUNTEER UNIT GOALS:..................................................................................................... 88
NORTH AREA PATROL ................................................................................................................................ 88
DESCRIPTION: .................................................................................................................................... 88
TASKS: ................................................................................................................................................... 88
2020 PATROL CITY WIDE ACCOMPLISHMENTS: ...................................................................... 88
2021 PATROL CITY WIDE GOALS: ................................................................................................. 89
SOUTH AREA PATROL ................................................................................................................................. 89
DESCRIPTION: .................................................................................................................................... 89
TASKS: ................................................................................................................................................... 89
2020 PATROL CITY WIDE ACCOMPLISHMENTS: ...................................................................... 89
2021 PATROL CITY WIDE GOALS: ................................................................................................. 89
SPECIAL OPERATIONS ................................................................................................................................. 90
DESCRIPTION: .................................................................................................................................... 90
TASKS: ................................................................................................................................................... 90
2020 CRIMINAL INVESTIGATIONS UNIT ACCOMPLISHMENTS: ......................................... 91
2021 CRIMINAL INVESTIGATIONS UNIT GOALS: ..................................................................... 91
PROFESSIONAL STANDARDS ....................................................................................................................... 91
DESCRIPTION: .................................................................................................................................... 91
TASKS: ................................................................................................................................................... 92
2020 PSD ACCOMPLISHMENTS: ..................................................................................................... 92
2021 PSD GOALS: ................................................................................................................................. 93
FIELD SUPPORT .......................................................................................................................................... 93
DESCRIPTION: ..................................................................................................................................... 93
TASKS (COMMUNICATIONS UNIT): ....................................................................................................... 94
2020 COMMUNICATIONS UNIT ACCOMPLISHMENTS: ........................................................... 94
2021 COMMUNICATION UNIT GOALS: ........................................................................................... 94
TASKS (PSO/CSI UNIT): ........................................................................................................................ 95
2020 PSO/CSI UNIT ACCOMPLISHMENTS: ................................................................................... 95
2021 PSO/CSI UNIT GOALS: .............................................................................................................. 95
(vi)
OPERATIONS SUPPORT ................................................................................................................................ 95
DESCRIPTION: ..................................................................................................................................... 95
TASKS (PROPERTY & EVIDENCE): ........................................................................................................ 96
2020 PROPERTY & EVIDENCE UNIT ACCOMPLISHMENTS: .................................................. 96
2021 PROPERTY & EVIDENCE UNIT GOALS: .............................................................................. 96
TASKS (RECORD UNIT): ........................................................................................................................ 96
2020 RECORDS UNIT ACCOMPLISHMENTS: .............................................................................. 96
2021 RECORDS UNIT GOALS: .......................................................................................................... 97
GENERAL FUND EXPENDITURE SUMMARY ................................................................................................ 98
FIRE .............................................................................................................................................................. 101
DESCRIPTION: ....................................................................................................................................... 102
GENERAL FUND EXPENDITURE SUMMARY .............................................................................................. 102
PARKS AND RECREATION .................................................................................................................... 103
ORGANIZATIONAL CHART ........................................................................................................................ 104
ADMINISTRATION ...................................................................................................................................... 105
DESCRIPTION: .................................................................................................................................. 105
TASKS: ................................................................................................................................................. 105
2021-2023 GOALS: .............................................................................................................................. 105
2019-2021 ACCOMPLISHMENTS: .................................................................................................. 105
SPORTS ....................................................................................................................................................... 106
DESCRIPTION: .................................................................................................................................. 106
TASKS: ................................................................................................................................................. 106
2021-2023 GOALS: .............................................................................................................................. 106
2019-2021 ACCOMPLISHMENTS: .................................................................................................. 107
CLASSES/CULTURAL ARTS ....................................................................................................................... 107
DESCRIPTION: .................................................................................................................................. 107
TASKS: ................................................................................................................................................. 107
2021-2023 GOALS: .............................................................................................................................. 108
2019-2021 ACCOMPLISHMENTS: .................................................................................................. 108
VETERANS SPORTS PARK/THE ANNEX .................................................................................................... 109
DESCRIPTION: .................................................................................................................................. 109
TASKS: ................................................................................................................................................. 109
2021-2023 GOALS: .............................................................................................................................. 109
2019-2021 ACCOMPLISHMENTS: .................................................................................................. 110
TUSTIN FAMILY AND YOUTH CENTER ..................................................................................................... 110
DESCRIPTION: .................................................................................................................................. 110
(vii)
TASKS: ................................................................................................................................................. 110
2021-2023 GOALS: .............................................................................................................................. 110
2019-2021 ACCOMPLISHMENTS: .................................................................................................. 111
SUPPORT SERVICES ................................................................................................................................... 112
DESCRIPTION: .................................................................................................................................. 112
TASKS: ................................................................................................................................................. 112
2021-2023 GOALS: .............................................................................................................................. 112
2019-2021 ACCOMPLISHMENTS: .................................................................................................. 112
TUSTIN AREA SENIOR CENTER................................................................................................................. 113
DESCRIPTION: .................................................................................................................................. 113
TASKS: ................................................................................................................................................. 113
2021-2023 GOALS: .............................................................................................................................. 113
2019-2021 ACCOMPLISHMENTS: .................................................................................................. 114
GENERAL FUND EXPENDITURE SUMMARY .............................................................................................. 115
NON-DEPARTMENTAL............................................................................................................................ 117
GENERAL FUND EXPENDITURE SUMMARY .............................................................................................. 118
ASSESSMENT DISTRICTS & COMMUNITY FACILITY DISTRICTS ............................................ 119
DESCRIPTION: ....................................................................................................................................... 120
EXPENDITURE SUMMARIES ....................................................................................................................... 121
ASSESSMENT DISTRICTS ...................................................................................................................... 121
COMMUNITY FACILITIES DISTRICT .................................................................................................... 121
TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING ........................................... 123
EXPENDITURE SUMMARY.......................................................................................................................... 124
LIGHTING LANDSCAPE DISTRICT ........................................................................................................ 124
STREET LIGHTING ................................................................................................................................ 124
WATER ENTERPRISE .............................................................................................................................. 125
ORGANIZATIONAL CHART ........................................................................................................................ 126
BILLING ...................................................................................................................................................... 127
DESCRIPTION: .................................................................................................................................. 127
TASKS: ................................................................................................................................................. 127
ADMINISTRATION ...................................................................................................................................... 127
DESCRIPTION: .................................................................................................................................. 127
TASKS: ................................................................................................................................................. 127
DISTRIBUTION ............................................................................................................................................ 127
DESCRIPTION: .................................................................................................................................. 127
(viii)
TASKS: ................................................................................................................................................. 127
MAIN STREET WATER FACILITY ............................................................................................................. 128
DESCRIPTION: .................................................................................................................................. 128
TASKS: ................................................................................................................................................. 128
17TH STREET DESALTER ............................................................................................................................ 128
DESCRIPTION: .................................................................................................................................. 128
TASKS: ................................................................................................................................................. 128
IMPORTED WATER .................................................................................................................................... 129
DESCRIPTION: .................................................................................................................................. 129
TASKS: ................................................................................................................................................. 129
GROUNDWATER ......................................................................................................................................... 129
DESCRIPTION: .................................................................................................................................. 129
TASKS: ................................................................................................................................................. 129
EXPENDITURE SUMMARY ......................................................................................................................... 130
SPECIAL REVENUE FUNDS ................................................................................................................... 132
COMMUNITY DEVELOPMENT BLOCK GRANTS ....................................................................................... 133
DESCRIPTION: .................................................................................................................................. 133
EXPENDITURE SUMMARY .................................................................................................................... 133
CABLE PEG FEES ...................................................................................................................................... 133
DESCRIPTION: .................................................................................................................................. 133
EXPENDITURE SUMMARY .................................................................................................................... 133
SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT FUND .............................................................. 134
DESCRIPTION: .................................................................................................................................. 134
EXPENDITURE SUMMARY .............................................................................................................. 134
ASSET FORFEITURE FUND ................................................................................................................... 134
DESCRIPTION: .................................................................................................................................. 134
EXPENDITURE SUMMARY .................................................................................................................... 134
SUPPLEMENTAL LAW ENFORCEMENT FUND ........................................................................................... 135
DESCRIPTION: .................................................................................................................................. 135
EXPENDITURE SUMMARY .................................................................................................................... 135
MEASURE M2 FUNDS................................................................................................................................. 135
DESCRIPTION: .................................................................................................................................. 135
EXPENDITURE SUMMARY .................................................................................................................... 135
GAS TAX FUND .......................................................................................................................................... 136
DESCRIPTION: .................................................................................................................................. 136
EXPENDITURE SUMMARY .................................................................................................................... 136
(ix)
PARK ACQUISITION & DEVELOPMENT FUND .......................................................................................... 137
DESCRIPTION: .................................................................................................................................. 137
EXPENDITURE SUMMARY ..................................................................................................................... 137
INTERNAL SERVICE FUNDS ....................................................................................................................... 138
EXPENDITURE SUMMARY ..................................................................................................................... 138
BACKBONE & LAND HELD FOR RESALE FUNDS ...................................................................................... 139
EXPENDITURE SUMMARY ..................................................................................................................... 139
ROAD MAINTENANCE & REHAB FUNDS .................................................................................................. 140
EXPENDITURE SUMMARY ..................................................................................................................... 140
SOLID WASTE FUNDS ................................................................................................................................ 140
EXPENDITURE SUMMARY .............................................................................................................. 140
SPECIAL EVENTS FUNDS ........................................................................................................................... 141
EXPENDITURE SUMMARY .............................................................................................................. 141
INFORMATION TECHNOLOGY ............................................................................................................ 142
DESCRIPTION: ....................................................................................................................................... 143
TASKS: ...................................................................................................................................................... 143
EXPENDITURE SUMMARY.......................................................................................................................... 143
HOUSING AUTHORITY ........................................................................................................................... 144
EXPENDITURE SUMMARY.......................................................................................................................... 145
CAPITAL IMPROVEMENT PROGRAM ............................................................................................... 146
EXPENDITURE SUMMARY.......................................................................................................................... 147
PARS OPEB TRUST ................................................................................................................................... 148
EXPENDITURE SUMMARY.......................................................................................................................... 149
VOLUNTARY WORKFORCE HOUSING INCENTIVE PROGRAM ................................................ 150
DESCRIPTION: ....................................................................................................................................... 151
EXPENDITURE SUMMARY.......................................................................................................................... 151
(x)
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 11
CITY OF TUSTIN
ORGANIZATIONAL CHART
FISCAL YEAR 2021-2023
MAYOR
CITY COUNCIL
SUCCESSOR AGENCY TO THE TUSTIN
REDEVELOPMENT AGENCY
CITY CLERK
CITY MANAGER
HUMAN
RESOURCES
FINANCE
CITY ATTORNEYCOMMUNITY
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
FINANCIAL SUMMARY
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
FUND BALANCE PROJECTIONS BY FUND
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 15
City of Tustin
FY 2021-2023 Biennial Budget
Year End Projected Fund Balance for ALL FUNDS
Projected 20/21 20/21 20/21 20/21 Projected
Ending Projected Projected Projected Projected 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 - Unrestricted $22,928,498 $9,482,388 $60,377,174 $73,785,815 $0 $19,002,245
100'*General Fund - PARS Pension Trust $6,182,499 $0 $737,501 $0 $0 $6,920,000
101 General Fund - Emergency Fund $1,000,000 $0 $0 $0 $0 $1,000,000
186 Oblg Reimb Frm Successor Agncy $1,448 $0 $0 $0 $1,448 $0
187 Backbone Fee Fund $10,225,970 $187,552 $682,707 $3,140,935 $0 $7,955,294
189 Land Held for Resale $39,074,205 $4,000,000 $3,604,784 $4,029,607 $6,199,854 $36,449,528
200 Capital Projects Fund—CIP $2,748,978 $0 $3,119,876 $2,887,351 $0 $2,981,503
120 CDBG ($2,441)$0 $1,947,748 $1,945,307 $0 $0
129 Cable PEG Fees Fund $504,212 $0 $150,000 $79,073 $0 $575,139
130 Gas Tax $5,291,405 $0 $1,913,200 $2,547,548 $0 $4,657,057
131 Park Development $3,247,837 $0 $533,279 $1,699,454 $55,743 $2,025,919
132 Park Development Tustin Legacy $0 $55,743 ($111)$55,632 $0 $0
133 SCAQMD $548,854 $0 $96,400 $500,000 $0 $145,254
134 Asset Forfeiture $53,739 $0 $0 $0 $0 $53,739
135 RNSP Asset Forfeiture $131,971 $0 $117 $0 $0 $132,088
136 Supplemental Law Enforcement $203,211 $0 $176,000 $136,900 $0 $242,311
137 Treasury RNSP Asset Forfeiture $12,209 $0 $9 $0 $0 $12,218
139 Measure M2 $6,971,726 $0 $1,896,900 $2,387,301 $40,000 $6,441,325
140 Road Maint & Rehab Alloc $2,601,976 $0 $1,454,197 $934,272 $0 $3,121,901
141 Tustin LLD ($148,706)$888,308 $669,000 $1,293,000 $0 $115,602
142 Tustin SL $2,432,029 $0 $1,160,000 $481,720 $500,000 $2,610,309
171 Solid Waste Fund $113,396 $0 $220,000 $217,131 $0 $116,265
180 Special Events $302,557 $0 $86,793 $74,825 $15,500 $299,025
181 Workers Compensation $1,288,579 $0 $1,084,300 $1,337,058 $0 $1,035,821
182 Liability $1,242,996 $1,101,000 $0 $1,195,661 $0 $1,148,335
183 Unemployment $40,596 $0 $0 ($19,000)$0 $59,596
184 Equipment Replacement Fund $2,827,691 $0 $836,306 $772,360 $0 $2,891,637
185 Information Technology $3,360,007 $517,700 $2,893,357 $3,854,245 $0 $2,916,819
300 Water Enterprise $10,108,393 $0 $18,678,016 $18,630,006 $1,782,128 $8,374,275
301 Water Capital Fund $2,786,807 $1,782,128 $50,000 $3,317,935 $0 $1,301,000
302 Water Enterprise Emergency Fund $2,027,490 $0 $0 $0 $0 $2,027,490
305 2011 Water Revenue Bond Fund $6,397 $0 $0 $0 $0 $6,397
306 2013 Water Revenue Bond Fund $8,067,591 $0 $20,000 $7,991,454 $0 $96,137
431 Assessment Dist. 95-1 Construction $1,142,556 $0 $0 $0 $772,706 $369,850
433 CFD 04-1 $1,144,003 $0 $729,000 $705,106 $0 $1,167,897
434 CFD 06-1 Construction $2,868,195 $0 $3,000 $2,682,810 $0 $188,385
435 CFD 06-1 Debt Service $6,225,798 $0 $3,720,000 $3,464,722 $0 $6,481,076
436 CFD 07-1 Debt Service $1,776,248 $0 $952,000 $950,140 $0 $1,778,108
441 CFD 14-01 Debt Service $3,478,006 $0 $1,467,893 $1,516,760 $0 $3,429,139
442 Special Tax B $34,140 $0 $4,513,300 $0 $4,547,440 $0
443 CFD 14-01 Construction $8,848,696 $0 $0 $388,380 $4,000,000 $4,460,316
570 Successor Agency (Trust Fund)$2,504,969 $0 $4,161,077 $2,285,852 $0 $4,380,194
571 PARS OPEB Trust $2,166,915 $0 $261,283 $0 $0 $2,428,198
575 Tustin Housing Authority $2,171,286 $0 $774,474 $1,457,002 $100,000 $1,388,758
577 Voluntary Workforce Housing Incentive Prog $2,024,434 $0 $0 $0 $0 $2,024,434
TOTAL ALL FUNDS $170,657,787 $18,014,819 $118,969,580 $146,816,782 $18,014,819 $142,810,585
100'*The PARS Pension Trust is a section 115 Trust, this restricted cash is being presented separate from the General Fund fund balance.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 16
City of Tustin
FY 2021-2023 Biennial Budget
Year End Projected Fund Balance for ALL FUNDS
Projected 21/22 21/22 21/22 21/22 Projected
Ending Adopted Adopted Adopted Adopted Ending
Balance Balance
Fund Description 06/30/21
One-Time
Transfer In /
Cash Revenues Expenditures
One-Time
Transfer Out 06/30/22
100 General Fund - Unrestricted $19,002,245 $9,278,363 $63,018,401 $76,455,101 $0 $14,843,907
100'*General Fund - PARS Pension Trust $6,920,000 $0 $420,000 $0 $0 $7,340,000
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 $7,955,294 $0 $55,000 $2,252,247 $0 $5,758,047
189 Land Held for Resale $36,449,528 $0 $270,000 $11,792,734 $6,167,544 $18,759,250
200 Capital Projects Fund—CIP $2,981,503 $0 $2,850,000 $3,095,000 $0 $2,736,503
120 CDBG $0 $0 $3,053,345 $3,053,345 $0 $0
129 Cable PEG Fees Fund $575,139 $0 $150,000 $79,073 $0 $646,065
130 Gas Tax $4,657,057 $0 $2,032,800 $1,982,802 $0 $4,707,055
131 Park Development $2,025,919 $0 $357,000 $1,518,412 $0 $864,507
132 Park Development Tustin Legacy $0 $0 $0 $0 $0 $0
133 SCAQMD $145,254 $0 $96,400 $0 $0 $241,654
134 Asset Forfeiture $53,739 $0 $0 $0 $0 $53,739
135 RNSP Asset Forfeiture $132,088 $0 $0 $0 $0 $132,088
136 Supplemental Law Enforcement $242,311 $0 $176,000 $142,300 $0 $276,011
137 Treasury RNSP Asset Forfeiture $12,218 $0 $0 $0 $0 $12,218
139 Measure M2 $6,441,325 $0 $1,696,900 $2,263,740 $40,000 $5,834,485
140 Road Maint & Rehab Alloc $3,121,901 $0 $1,590,300 $1,254,254 $0 $3,457,947
141 Tustin LLD $115,602 $166,000 $1,250,000 $1,238,000 $0 $293,602
142 Tustin SL $2,610,309 $0 $1,175,000 $472,700 $0 $3,312,609
171 Solid Waste Fund $116,265 $0 $220,000 $224,000 $0 $112,265
180 Special Events $299,025 $0 $404,000 $317,153 $0 $385,872
181 Workers Compensation $1,035,821 $0 $1,084,300 $1,372,586 $0 $747,535
182 Liability $1,148,335 $1,101,000 $0 $1,290,820 $0 $958,515
183 Unemployment $59,596 $0 $0 $25,000 $0 $34,596
184 Equipment Replacement Fund $2,891,637 $125,000 $833,700 $2,059,764 $0 $1,790,573
185 Information Technology $2,916,819 $270,000 $2,892,500 $4,001,238 $0 $2,078,081
300 Water Enterprise $8,374,275 $0 $19,896,351 $19,975,522 $1,625,000 $6,670,104
301 Water Capital Fund $1,301,000 $1,500,000 $0 $5,126,140 $0 ($2,325,140)
302 Water Enterprise Emergency Fund $2,027,490 $0 $0 $0 $0 $2,027,490
305 2011 Water Revenue Bond Fund $6,397 $0 $0 $0 $0 $6,397
306 2013 Water Revenue Bond Fund $96,137 $0 $3,763,800 $3,586,358 $0 $273,579
431 Assessment Dist. 95-1 Construction $369,850 $0 $0 $0 $0 $369,850
433 CFD 04-1 $1,167,897 $0 $729,000 $710,306 $0 $1,186,591
434 CFD 06-1 Construction $188,385 $0 $3,000 $132,208 $0 $59,177
435 CFD 06-1 Debt Service $6,481,076 $0 $3,720,000 $3,501,800 $0 $6,699,276
436 CFD 07-1 Debt Service $1,778,108 $0 $960,000 $951,800 $0 $1,786,308
441 CFD 14-01 Debt Service $3,429,139 $0 $1,485,900 $1,527,500 $0 $3,387,539
442 Special Tax B $0 $0 $4,607,819 $0 $4,607,819 $0
443 CFD 14-01 Construction $4,460,316 $0 $0 $4,377,150 $0 $83,166
570 Successor Agency (Trust Fund)$4,380,194 $0 $0 $0 $0 $4,380,194
571 PARS OPEB Trust $2,428,198 $0 $145,692 $0 $0 $2,573,890
575 Tustin Housing Authority $1,388,758 $0 $386,400 $1,478,544 $0 $296,614
577 Voluntary Workforce Housing Incentive Prog $2,024,434 $0 $0 $0 $0 $2,024,434
TOTAL ALL FUNDS $142,810,585 $12,440,363 $119,323,608 $156,257,598 $12,440,363 $105,876,595
100'*The PARS Pension Trust is a section 115 Trust, this restricted cash is being presented separate from the General Fund fund balance.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 17
City of Tustin
FY 2021-2023 Biennial Budget
Year End Projected Fund Balance for ALL FUNDS
Projected 22/23 22/23 22/23 22/23 Projected
Ending Proposed Proposed Proposed Proposed Ending
Balance Balance
Fund Description 06/30/22
One-Time
Transfer In /
Cash Revenues Expenditures
One-Time
Transfer Out 06/30/23
100 General Fund - Unrestricted $14,843,907 $9,030,648 $65,725,103 $77,859,027 $0 $11,740,631
100'*General Fund - PARS Pension Trust $7,340,000 $0 $440,000 $0 $0 $7,780,000
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 $5,758,047 $54,600 $55,000 $5,577,047 $0 $290,600
189 Land Held for Resale $18,759,250 $0 $110,000 $5,888,700 $5,876,674 $7,103,876
200 Capital Projects Fund—CIP $2,736,503 $0 $2,495,000 $3,500,000 $0 $1,731,503
120 CDBG $0 $0 $313,345 $313,345 $0 $0
129 Cable PEG Fees Fund $646,065 $0 $150,000 $79,073 $0 $716,992
130 Gas Tax $4,707,055 $0 $2,032,800 $1,632,802 $0 $5,107,054
131 Park Development $864,507 $0 $375,000 $1,035,000 $0 $204,507
132 Park Development Tustin Legacy $0 $0 $0 $0 $0 $0
133 SCAQMD $241,654 $0 $96,400 $0 $0 $338,054
134 Asset Forfeiture $53,739 $0 $0 $0 $0 $53,739
135 RNSP Asset Forfeiture $132,088 $0 $0 $0 $0 $132,088
136 Supplemental Law Enforcement $276,011 $0 $176,000 $142,300 $0 $309,711
137 Treasury RNSP Asset Forfeiture $12,218 $0 $0 $0 $0 $12,218
139 Measure M2 $5,834,485 $0 $1,696,900 $1,070,000 $40,000 $6,421,385
140 Road Maint & Rehab Alloc $3,457,947 $0 $1,590,300 $1,072,400 $0 $3,975,847
141 Tustin LLD $293,602 $0 $1,270,000 $1,270,000 $0 $293,602
142 Tustin SL $3,312,609 $0 $1,175,000 $485,700 $0 $4,001,909
171 Solid Waste Fund $112,265 $0 $220,000 $224,000 $0 $108,265
180 Special Events $385,872 $0 $404,000 $317,153 $0 $472,719
181 Workers Compensation $747,535 $0 $1,084,300 $1,409,655 $0 $422,180
182 Liability $958,515 $1,101,000 $0 $1,489,100 $0 $570,415
183 Unemployment $34,596 $0 $0 $25,000 $0 $9,596
184 Equipment Replacement Fund $1,790,573 $0 $833,700 $533,856 $0 $2,090,417
185 Information Technology $2,078,081 $245,000 $2,892,500 $3,921,238 $0 $1,294,343
300 Water Enterprise $6,670,104 $0 $21,089,734 $19,994,700 $1,500,000 $6,265,138
301 Water Capital Fund ($2,325,140)$1,500,000 $1,575,140 $750,000 $0 $0
302 Water Enterprise Emergency Fund $2,027,490 $0 $0 $0 $0 $2,027,490
305 2011 Water Revenue Bond Fund $6,397 $0 $0 $0 $0 $6,397
306 2013 Water Revenue Bond Fund $273,579 $0 $0 $0 $0 $273,579
431 Assessment Dist. 95-1 Construction $369,850 $0 $0 $0 $0 $369,850
433 CFD 04-1 $1,186,591 $0 $729,000 $704,906 $0 $1,210,685
434 CFD 06-1 Construction $59,177 $0 $0 $0 $0 $59,177
435 CFD 06-1 Debt Service $6,699,276 $0 $3,720,000 $3,571,000 $0 $6,848,276
436 CFD 07-1 Debt Service $1,786,308 $0 $960,000 $1,047,300 $0 $1,699,008
441 CFD 14-01 Debt Service $3,387,539 $0 $1,485,900 $1,556,900 $0 $3,316,539
442 Special Tax B $0 $0 $4,700,000 $0 $4,700,000 $0
443 CFD 14-01 Construction $83,166 $0 $0 $2,150 $0 $81,016
570 Successor Agency (Trust Fund)$4,380,194 $0 $0 $0 $0 $4,380,194
571 PARS OPEB Trust $2,573,890 $0 $154,433 $0 $0 $2,728,323
575 Tustin Housing Authority $296,614 $185,426 $386,400 $868,440 $0 $0
577 Voluntary Workforce Housing Incentive Prog $2,024,434 $0 $0 $0 $0 $2,024,434
TOTAL ALL FUNDS $105,876,595 $12,116,674 $117,935,955 $136,340,792 $12,116,674 $87,471,758
100'*The PARS Pension Trust is a section 115 Trust, this restricted cash is being presented separate from the General Fund fund balance.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 18
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 19
REVENUE SUMMARY
Revenue Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
100 General Fund 69,270,737 69,823,974 69,859,562 72,296,764 74,755,751
General Governmental Rev 65,477,563 67,808,938 67,844,526 67,516,579 69,541,104
Community Development 1,713,509 826,036 826,036 2,423,885 2,591,347
Public Works 186,290 135,000 135,000 140,300 140,300
Police Services 1,042,129 735,000 735,000 1,140,000 1,140,000
Fire Services 13,202 7,000 7,000 15,000 15,000
Parks and Recreation 838,043 312,000 312,000 1,061,000 1,328,000
100 General Fund - Unrestricted 69,270,737 69,823,974 69,859,562 72,296,764 74,755,751
100'*General Fund - PARS Pension Trust 0 0 737,501 420,000 440,000
101 Emergency Fund 0 0 0 0 0
186 Oblg Reimb Frm Successor Agncy 38,327 0 0 0 0
187 Backbone Fee Fund 782,121 55,000 870,259 55,000 109,600
189 Land Held for Resale 2,503,671 179,000 7,604,784 270,000 110,000
200 Capital Projects Fund—CIP 3,674,108 2,887,647 3,119,876 2,850,000 2,495,000
120 CDBG 421,732 1,945,307 1,947,748 3,053,345 313,345
129 Cable PEG Fees 148,567 150,000 150,000 150,000 150,000
130 Gas Tax 1,909,845 1,951,900 1,913,200 2,032,800 2,032,800
131 Park Development 1,310,420 244,900 533,279 357,000 375,000
132 Park Development Tustin Legacy 354,176 0 55,632 0 0
133 SCAQMD 119,175 96,400 96,400 96,400 96,400
134 Asset Forfeiture 10,031 0 0 0 0
135 RNSP Asset Forfeiture 96,325 0 117 0 0
136 Supplemental Law Enforcement 229,472 176,000 176,000 176,000 176,000
137 Treasury RNSP Asset Forfeiture 398 0 9 0 0
139 Measure M2 1,915,003 1,696,900 1,896,900 1,696,900 1,696,900
140 Road Maint & Rehab Alloc 1,331,209 1,398,500 1,454,197 1,590,300 1,590,300
141 Tustin LLD 1,156,772 1,220,000 1,557,308 1,416,000 1,270,000
142 Tustin SL 1,218,852 1,160,000 1,160,000 1,175,000 1,175,000
171 Solid Waste 226,565 217,500 220,000 220,000 220,000
180 Special Events 195,236 404,000 86,793 404,000 404,000
181 Workers Compensation 1,204,127 1,084,300 1,084,300 1,084,300 1,084,300
182 Liability 1,101,000 1,101,000 1,101,000 1,101,000 1,101,000
183 Unemployment 50,999 0 0 0 0
184 Equipment Replacement Fund 948,049 834,100 836,306 958,700 833,700
185 Information Technology 3,424,974 3,410,200 3,411,057 3,162,500 3,137,500
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 20
REVENUE SUMMARY
Revenue Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
300 Water Enterprise 16,859,389 17,549,600 18,678,016 19,896,351 21,089,734
301 Water Capital Fund 1,210,376 1,550,000 1,832,128 1,500,000 3,075,140
302 Water Enterprise Emergency Fund 27,490 0 0 0 0
305 2011 Water Revenue Bond Fund 6,142 0 0 0 0
306 2013 Water Revenue Bond Fund 310,676 0 20,000 3,763,800 0
430 Assessment Dist. 95-1 0 0 0 0 0
431 Assessment Dist. 95-1 Construction 0 0 0 0 0
433 CFD 04-1 721,428 1,353,455 729,000 729,000 729,000
434 CFD 06-1 Construction 85,185 3,000 3,000 3,000 0
435 CFD 06-1 Debt Service 3,580,429 5,146,964 3,720,000 3,720,000 3,720,000
436 CFD 07-1 Debt Service 957,721 1,129,647 952,000 960,000 960,000
441 CFD 14-1 Debt Service 1,533,477 1,467,893 1,467,893 1,485,900 1,485,900
442 Special Tax B 3,491,145 4,154,000 4,513,300 4,607,819 4,700,000
443 CFD 14-1 Construction 168,264 0 0 0 0
570 Successor Agency (Trust Fund)4,231,450 0 4,161,077 0 0
571 PARS OPEB Trust 597,655 0 261,283 145,692 154,433
575 Tustin Housing Authority 116,432 301,120 774,474 386,400 571,826
577 Voluntary Workforce Housing Incentive Prog 962,798 0 0 0 0
TOTAL 129,217,056 122,692,306 136,984,399 131,763,971 130,052,629
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 21
EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
100 General Fund
City Council 27,576 50,800 50,800 50,800 59,200
City Clerk 616,569 705,028 700,963 704,800 712,407
City Attorney 698,431 833,000 833,000 833,000 833,000
City Manager 657,827 768,625 766,457 784,800 784,800
Economic Development 1,142,661 3,363,520 3,132,956 1,531,844 1,346,848
Finance 1,521,894 1,640,110 1,608,453 1,637,206 1,637,206
Human Resources 1,030,838 1,075,904 1,050,042 1,041,956 1,124,656
Community Development 3,941,117 4,150,768 4,044,828 4,111,706 4,095,406
Public Works 15,420,750 14,978,920 14,978,920 16,230,786 16,091,270
Police Services 27,493,539 27,089,139 26,647,619 27,998,741 28,023,405
Fire Services 8,676,428 9,309,400 9,309,400 9,768,000 10,020,000
Parks and Recreation 3,959,516 4,316,933 3,481,163 4,410,278 4,544,256
Successor Agency / RDA 0 0 0 0 0
Non-Departmental, Other 5,745,227 7,337,122 7,181,215 7,351,185 8,586,573
100 General Fund - Unrestricted 70,932,372 75,619,268 73,785,815 76,455,101 77,859,027
100'*General Fund - PARS Pension Trust 0 0 0 0 0
101 Emergency Fund 0 0 0 0 0
186 Oblg Reimb Frm Successor Agncy 2,044,283 0 1,448 0 0
187 Backbone Fee Fund 16,120,772 8,819,254 3,140,935 2,252,247 5,577,047
189 Land Held for Resale 14,500,037 21,066,393 10,229,461 17,960,278 11,765,374
200 Capital Projects Fund—CIP 7,697,291 2,887,647 2,887,351 3,095,000 3,500,000
120 CDBG 421,732 1,945,307 1,945,307 3,053,345 313,345
129 Cable PEG Fees 87,220 79,073 79,073 79,073 79,073
130 Gas Tax 1,687,752 4,590,189 2,547,548 1,982,802 1,632,802
131 Park Development 2,236,112 2,286,164 1,755,197 1,518,412 1,035,000
132 Park Develop. Tustin Legacy 714,639 242,650 55,632 0 0
133 SCAQMD 204 500,000 500,000 0 0
134 Asset Forfeiture 25 0 0 0 0
135 RNSP Asset Forfeiture 109,791 0 0 0 0
136 Supplemntal Law Enforcement 145,499 136,900 136,900 142,300 142,300
137 Treasury RNSP Asset Forfeiture 5 0 0 0 0
138 Measure M 53 0 0 0 0
139 Measure M2 584,147 1,998,197 2,427,301 2,303,740 1,110,000
140 Road Maint & Rehab Alloc 428,950 804,083 934,272 1,254,254 1,072,400
141 Tustin LLD 1,225,099 1,229,000 1,293,000 1,238,000 1,270,000
142 Tustin SL 830,616 1,068,200 981,720 472,700 485,700
171 Solid Waste 183,551 218,500 217,131 224,000 224,000
180 Special Events 262,111 383,553 90,325 317,153 317,153
181 Workers Compensation 2,072,935 1,148,299 1,337,058 1,372,586 1,409,655
182 Liability 1,281,549 1,254,418 1,195,661 1,290,820 1,489,100
183 Unemployment 4,920 25,000 (19,000)25,000 25,000
184 Equipment Replacement Fund 1,168,149 849,910 772,360 2,059,764 533,856
185 Information Technology 2,241,394 3,904,338 3,854,245 4,001,238 3,921,238
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 22
EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
300 Water Enterprise 15,268,357 18,219,449 20,412,134 21,600,522 21,494,700
301 Water Capital Fund 425,625 643,511 3,317,935 5,126,140 750,000
302 Water Emergency Fund 0 0 0 0 0
305 2011 Water Rev Bond Fund 120 0 0 0 0
306 2013 Water Rev Bond Fund 6,188 0 7,991,454 3,586,358 0
430 Assess Dist. 95-1 0 0 0 0 0
431 Assess Dist. 95-1 Construction 484,155 551,000 772,706 0 0
433 CFD 04-1 713,496 1,345,319 705,106 710,306 704,906
434 CFD 06-1 Construction 125,070 2,616,540 2,682,810 132,208 0
435 CFD 06-1 Debt Service 3,363,350 5,340,913 3,464,722 3,501,800 3,571,000
436 CFD 07-1 Debt Service 925,918 1,122,725 950,140 951,800 1,047,300
441 CFD 14-1 1,489,915 1,443,175 1,516,760 1,527,500 1,556,900
442 Special Tax B 3,486,418 4,154,000 4,547,440 4,607,819 4,700,000
443 CFD 14-1 Construction 1,580,820 1,892,150 4,388,380 4,377,150 2,150
444 CFD 18-1 276,127 0 0 0 0
561 2010 MCAS TABs 1,306,831 920,490 90,420 0 0
570 Successor Agency (Trust Fund)2,316,869 0 2,285,852 0 0
571 PARS OPEB Trust 11,194 0 0 0 0
575 Tustin Housing Authority 1,293,917 2,263,947 1,557,002 1,478,544 868,440
577 Voluntary Workforce Housing Incentive Prog 0 0 0 0 0
TOTAL 160,481,503 171,569,563 164,831,601 168,697,961 148,457,466
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 23
GENERAL FUND REVENUES
$72,296,764
FY 2021-22 General Fund Revenues
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 24
GENERAL FUND REVENUES
$74,755,751
FY 2022-23 General Fund Revenues
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 25
GENERAL FUND EXPENSES
$76,455,101
FY 2021-22 General Fund Expenses
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 26
GENERAL FUND EXPENSES
$77,859,027
FY 2022-23 General Fund Expenses
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 27
CAPITAL IMPROVEMENT PROJECTS
FY 2021-22
Capital Improvement Program
$34,113,949
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 29
TOTAL BUDGET REVENUES
$131,763,971
FY 2021-22 Total Budget Revenues
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 30
TOTAL BUDGET REVENUES
$130,052,629
FY 2022-23 Total Budget Revenues
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 31
TOTAL BUDGET EXPENSES
$168,697,961
FY 2021-22 Total Budget Expenses
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 32
TOTAL BUDGET EXPENSES
$148,457,466
FY 2022-23 Total Budget Expenses
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 33
SALES TAX REVENUE
Sales Tax
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 34
CLASSIFICATION PLAN –
PERSONNEL BUDGETING
20-21 20-21 20-21 21-22 21-22 22-23 22-23
CURRENT YTD VACAN- ADOPTED 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 - 4.50 - 4.50 -
LEGISLATION TOTAL 4.50 4.50 - 4.50 - 4.50 -
ADMINISTRATION
City Manager's Office
City Manager 1.00 1.00 - 1.00 - 1.00 -
Assistant City Manager 1.00 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 5.00 - 5.00 - 5.00 -
Economic Development
Executive Assistant 1.00 1.00 - 1.00 - 1.00 -
Deputy Director of Econ. Dev.1.00 1.00 - 1.00 - 1.00 -
Director of Economic Development 1.00 1.00 - 1.00 - 1.00 -
Economic Development & Housing Manager 0.00 1.00 1.00 1.00 1.00 1 1.00 -
Senior Management Analyst 1.00 1.00 - 1.00 - 1.00 -
Management Analyst I/II 2.00 0.00 (2.00) 1.00 (1.00) 1 1.00 -
Management Assistant 1.00 1.00 - 1.00 - 1.00 -
7.00 6.00 (1.00)7.00 - 7.00 -
Finance
Accountant 1.00 1.00 - 1.00 - 1.00 -
Deputy Director of Finance 2.00 2.00 - 2.00 - 2.00 -
Director of Finance/City Treasurer 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 -
Senior Management Analyst 0.00 0.00 - 1.00 1.00 2 1.00 -
10.00 10.00 - 11.00 11.00 -
Information Technology
Information Technology Specialist 3.00 3.00 - 3.00 - 3.00 -
Senior Information Tech Specialist 2.00 1.00 (1.00) 1.00 (1.00) 2 1.00 -
5.00 4.00 (1.00)4.00 (1.00) 4.00 -
FINANCE DEPARTMENT TOTAL 15.00 14.00 (1.00)15.00 - 15.00 -
Human Resources
Administrative Assistant 0.50 0.50 - 0.50 - 0.50 -
Director of 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 - 5.25 - 5.25 -
ADMINISTRATION TOTAL 32.25 30.25 (2.00)32.25 - 32.25 -
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 35
20-21 20-21 20-21 21-22 21-22 22-23 22-23
CURRENT YTD NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT
VACAN-ADOPTED CIES BUDGET REQ BUDGET REQ
COMMUNITY DEVELOPMENT
Planning
Assistant Director of CD - Planning 1.00 1.00 - 1.00 - 1.00 -
Assistant Planner 0.00 1.00 1.00 1.00 1.00 3 1.00 -
Associate Planner 1.31 1.00 (0.31) 1.00 (0.31) 3 1.00 -
Director of Community Development 1.00 1.00 - 1.00 - 1.00 -
Executive Assistant 1.00 1.00 - 1.00 - 1.00 -
Principal Planner 2.00 1.00 (1.00) 1.00 (1.00) 4 1.00 -
Management Analyst I/II 1.00 0.50 (0.50) 0.50 (0.50) 5 0.50 -
Senior Planner 2.75 3.00 0.25 3.00 0.25 5 3.00 -
10.06 9.50 (0.56)9.50 (0.56)9.50 -
Building
Administrative Assistant 1.00 1.00 - 1.00 - 1.00 -
Assistant Director of CD - Building 1.00 1.00 - 1.00 - 1.00 -
Building Inspector 2.00 2.00 - 2.00 - 2.00 -
Building Permit Technician 2.00 2.00 - 3.00 1.00 6 3.00 -
Deputy Building Official 0.00 0.00 - 1.00 1.00 7 1.00 -
Principal Plan Check Engineer 1.00 1.00 - 0.00 (1.00) 7 0.00 -
Senior Building Inspector 1.00 1.00 - 1.00 - 1.00 -
8.00 8.00 - 9.00 1.00 9.00 -
Code Enforcement
Code Enforcement Officer 1.50 1.50 - 0.50 (1.00) 8 0.50 -
Senior Code Enforcement Officer 0.00 0.00 - 1.00 1.00 8 1.00 -
1.50 1.50 - 1.50 - 1.50 -
CDBG
Management Analyst I/II 0.00 0.50 0.50 0.50 0.50 5 0.50 -
Associate Planner 0.69 0.00 (0.69) 0.00 (0.69) 5 0.00 -
Code Enforcement Officer 1.00 1.00 - 1.00 - 1.00 -
Senior Planner 0.25 0.00 (0.25) 0.00 (0.25) 5 0.00 -
1.94 1.50 (0.44) 1.50 (0.44)1.50 -
COMMUNITY DEVELOPMENT TOTAL 21.50 20.50 (1.00)21.50 0.00 21.50 -
PUBLIC WORKS
PW Administration
Deputy Director of PW - Engineering 1.00 1.00 - 1.00 - 1.00 -
Director of PW / City Engineer 1.00 1.00 - 1.00 - 1.00 -
Executive Assistant 1.00 0.00 (1.00) 1.00 - 1.00 -
Public Works Manager 1.00 1.00 - 1.00 - 1.00 -
4.00 3.00 (1.00)4.00 - 4.00 -
Engineering
Assistant Engineer 2.00 2.00 - 2.00 - 2.00 -
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 2.00 2.00 - 2.00 - 2.00 -
Public Works Inspector 1.00 1.00 - 1.00 - 1.00 -
Senior Public Works Inspector 2.00 2.00 - 2.00 - 2.00 -
10.00 9.00 (1.00) 10.00 - 10.00 -
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 36
20-21 20-21 20-21 21-22 21-22 22-23 22-23
CURRENT YTD NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT
VACAN- ADOPTED CIES BUDGET REQ BUDGET REQ
Streets
Management Assistant 0.25 0.25 - 0.25 - 0.25 -
Equipment Operator 3.00 2.00 (1.00) 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/Sr. Maint. Worker 3.50 3.50 - 3.50 - 3.50 -
8.50 7.50 (1.00) 8.50 - 8.50 -
Landscape
Management Assistant 0.25 0.25 - 0.25 - 0.25 -
Field Services Manager 0.25 0.25 - 0.25 - 0.25 -
Maintenance Leadworker 3.00 2.00 (1.00) 3.00 - 3.00 -
Maintenance Supervisor 3.00 3.00 - 3.00 - 3.00 -
Maintenance Worker/Sr. Maint. Worker 13.00 12.00 (1.00) 14.00 1.00 9 15.00 1.00 9
19.50 17.50 (2.00)20.50 1.00 21.50 1.00
Water Quality
Senior Management Analyst 1.00 1.00 - 1.00 - 1.00 -
1.00 1.00 - 1.00 - 1.00 -
Vehicles
Management Assistant 0.25 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 -
4.50 4.50 - 4.50 - 4.50 -
Facilities
Management Assistant 0.25 0.25 - 0.25 - 0.25 -
Field Services Manager 0.25 0.25 - 0.25 - 0.25 -
Electrician 1.00 0.00 (1.00) 1.00 - 1.00 -
Maintenance Leadworker 1.00 1.00 - 1.00 - 1.00 -
Maintenance Supervisor 0.50 0.50 - 0.50 - 0.50 -
Maintenance Worker/Sr. Maint. Worker 2.00 2.00 - 2.00 - 2.00 -
5.00 4.00 (1.00)5.00 - 5.00 -
PUBLIC WORKS TOTAL 52.50 46.50 (6.00)53.50 1.00 54.50 1.00
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 0.00 (1.00) 1.00 - 1.00 -
Management Assistant 1.00 0.00 (1.00) 0.00 (1.00) 10 0.00 -
Police Captain 1.00 1.00 - 1.00 - 1.00 -
Police Chief 1.00 1.00 - 1.00 - 1.00 -
6.00 4.00 (2.00)5.00 (1.00) 5.00 -
City Operations
Police Lieutenant 1.00 1.00 - 1.00 - 1.00 -
Police Sergeant 2.00 2.00 - 2.00 - 2.00 -
Police Officer 10.00 8.00 (2.00) 13.00 3.00 11 13.00 -
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 -
Police Fleet Coordinator 1.00 1.00 - 1.00 - 1.00 -
18.00 16.00 (2.00) 21.00 3.00 21.00 -
12
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 37
20-21 20-21 20-21 21-22 21-22 22-23 22-23
CURRENT YTD NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT
VACAN- ADOPTED CIES BUDGET REQ BUDGET REQ
North Area Patrol
Police Lieutenant 1.00 1.00 - 1.00 - 1.00 -
Police Officer 18.00 18.00 - 18.00 - 18.00 -
Police Sergeant 5.00 5.00 - 5.00 - 5.00 -
24.00 24.00 - 24.00 - 24.00 -
South Area Patrol
Police Lieutenant 1.00 1.00 - 1.00 - 1.00 -
Police Officer 20.00 20.00 - 20.00 - 20.00 -
Police Sergeant 6.00 6.00 - 6.00 - 6.00 -
27.00 27.00 - 27.00 - 27.00 -
Special Operations
Police Lieutenant 1.00 1.00 - 1.00 - 1.00 -
Police Officer 21.00 21.00 - 21.00 - 21.00 -
Police Records Specialist 1.00 1.00 - 1.00 - 1.00 -
Police Sergeant 4.00 4.00 - 4.00 - 4.00 -
Police Services Officer I/II/III 4.00 4.00 - 4.00 - 4.00 -
31.00 31.00 - 31.00 31.00 -
Professional Standards
Police Lieutenant 1.00 1.00 - 1.00 - 1.00 -
Police Officer 1.00 1.00 - 1.00 - 1.00 -
Police Records Specialist 1.00 1.00 - 1.00 - 1.00 -
Police Sergeant 1.00 1.00 - 1.00 - 1.00 -
Police Services Officer I/II/III 1.00 1.00 - 1.00 - 1.00 -
5.00 5.00 - 5.00 - 5.00 -
Field Support
Police Communications Officer I/II 10.00 9.00 (1.00) 10.00 - 10.00 -
Police Communications Lead 2.00 2.00 - 2.00 - 2.00 -
Police Services Officer I/II/III 7.00 7.00 - 7.00 - 7.00 -
Police Support Services Supervisor 2.00 2.00 - 2.00 - 2.00 -
Police Support Services Manager 1.00 1.00 - 1.00 - 1.00 -
22.00 21.00 (1.00)22.00 - 22.00 -
Operations Support
Police Records Specialist 8.00 7.00 (1.00) 8.00 - 8.00 -
Police Records 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 3.00 1.00 2.00 - 2.00 -
Management Analyst I/II 0.00 1.00 1.00 1.00 1.00 10 1.00 -
Management Assistant 1.00 1.00 - 1.00 - 1.00 -
16.00 17.00 1.00 17.00 1.00 17.00 -
POLICE TOTAL 149.00 145.00 (4.00)152.00 3.00 152.00 -
POLICE GRANT FUND
Crime Analyst (SLESF)1.00 1.00 - 1.00 - 1.00 -
1.00 1.00 - 1.00 - 1.00 -
PARKS & RECREATION
P & R Administration
Director of Parks & Recreation 1.00 1.00 - 1.00 - 1.00 -
Deputy Director of Parks & Rec 1.00 0.00 - 0.00 (1.00) 13 0.00 -
Recreation Superintendent 0.00 1.00 - 1.00 1.00 13 1.00 -
Sr. Management Assistant 0.00 0.00 - 1.00 1.00 14 1.00 -
Executive Assistant 1.00 1.00 - 0.00 (1.00) 14 0.00 -
3.00 3.00 - 3.00 - 3.00 -
12
12
12
12
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 38
20-21 20-21 20-21 21-22 21-22 22-23 22-23
CURRENT YTD NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT
VACAN- ADOPTED CIES BUDGET REQ BUDGET REQ
Sports
Administrative Assistant 1.00 1.00 - 1.00 - 1.00 -
Recreation Coordinator 1.00 1.00 - 2.00 1.00 15 2.00 -
Recreation Supervisor 1.00 1.00 - 1.00 - 1.00 -
Recreation Program Specialist 1.00 1.00 - 0.00 (1.00) 15 0.00 -
4.00 4.00 - 4.00 - 4.00 -
Classes/Cultural Arts
Recreation Coordinator 1.00 1.00 - 1.00 - 1.00 -
Administrative Assistant 1.00 1.00 - 1.00 - 1.00 -
2.00 2.00 - 2.00 - 2.00 -
Veterans Sports Park/Annex
Recreation Coordinator 1.00 1.00 - 1.00 - 1.00 -
1.00 1.00 - 1.00 - 1.00 -
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 - 4.00 - 4.00 -
P & R Support Services
Recreation Facilities Lead 2.00 2.00 - 2.00 - 2.00 -
2.00 2.00 - 2.00 - 2.00 -
Tustin Youth Center
Recreation Coordinator 1.00 1.00 - 1.00 - 1.00 -
1.00 1.00 - 1.00 - 1.00 -
PARKS & RECREATION TOTAL 17.00 17.00 - 17.00 - 17.00 -
WATER ENTERPRISE
Water Billing
Accounting Specialist 2.50 2.00 (0.50) 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 7.00 (0.50) 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 Services Manager 1.00 1.00 - 1.00 - 1.00 -
Water Treatment Supervisor 0.25 0.25 - 0.25 - 0.25 -
4.25 3.25 (1.00)4.25 - 4.25 -
Water Operations
Maintenance Worker/Sr. Maint. Worker 0.50 0.50 - 0.50 - 0.50 -
Water Maint. & Const. 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 - 11.33 - 11.33 -
Main Street Plant
Water Distribution Operator I/II 0.10 0.10 - 0.10 - 0.10 -
Water Treatment Operator I 1.25 1.25 - 1.25 - 1.25 -
Water Treatment Supervisor 0.13 0.13 - 0.13 - 0.13 -
1.48 1.48 - 1.48 - 1.48 -
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 39
20-21 20-21 20-21 21-22 21-22 22-23 22-23
CURRENT YTD NEW PROPOSED NEW
POSITION CONTROL REPORT BUDGET ACT
VACAN- ADOPTED CIES BUDGET REQ BUDGET REQ
17th St Desalter
Water Distribution Operator I/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 - 1.60 - 1.60 -
Imported Water
Water Distribution Operator I/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 - 0.80 - 0.80 -
Groundwater
Water Distribution Operator I/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 - 2.05 - 2.05 -
WATER TOTAL 29.00 27.50 (1.50)29.00 - 29.00 -
TOTAL CITY 306.75 292.25 (14.50)310.75 4.00 311.75 1.00
One Senior Management Analyst position was converted into the position of Economic Development & Housing Manager. In addition, one
Management Analyst II position was converted into the position of Senior Management Analyst. The net effect results in the addition of an
Economic Development & Housing Manager and the reduction of a Management Analyst II.
One Senior Information Tech Specialist position was converted into the position of Senior Management Analyst.
One Associate Planner position was converted into the position of Assistant Planner.
Remove Principal Planner position that is no longer needed.
Associate Planner & Senior Planner position was moved from CDBG to Planning Division. Management Analyst I position was moved
from Planning Division to CDBG.
Added new position funded with a corresponding reduction in consulting services.
Principal Plan Check Engineer position was converted into the position of Deputy Building Official.
One Code Enforcement Officer position was converted into the position of Senior Code Enforcement Officer.
Added new Maintenance Worker position.
One Management Assistant position was converted into the position of Management Analyst I.
Added new Police Officer positions.
Includes classifications in the Career Officer Program (Senior Officer I, Senior Officer II, and Master Officer).
Deputy Director of Parks & Rec position was converted into the position of Recreation Superintendent.
Executive Assistant position was converted into the position of Senior Management Assistant.
Recreation Program Specialist position was converted into the position of Recreation Coordinator.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
GENERAL FUND REVENUE
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 42
REVENUE SUMMARY
Revenue Summary 19/20 20/21 20/21 21/22 21/23
Actual Budget Projected Adopted Proposed
100 General Fund
Property Tax in Lieu of VLF 8,375,803 8,827,800 8,827,800 9,033,800 9,303,900
Property Taxes 10,911,309 11,578,300 11,578,300 11,703,700 12,036,500
Residual Property Taxes 1,605,910 1,620,000 1,620,000 1,672,600 1,706,100
In Lieu-Prop Tax 28,747 28,916 28,916 29,494 30,083
AB 1290 Pass Thru 141,568 150,000 150,000 150,000 150,000
Special Tax B 0 0 0 0 0
Franchise Fees 1,582,395 1,532,800 1,532,800 1,576,000 1,576,000
Sales Tax Backfill 0 0 0 0 0
Sales and Use Tax 25,146,077 26,428,690 26,428,690 27,259,800 28,384,500
Sales Tax - Public Safety - Prop 172 341,441 315,000 315,000 350,000 350,000
Transient Occupancy Tax 1,593,532 700,000 700,000 1,627,500 1,920,400
Business License Fees 438,632 279,500 279,500 440,000 470,000
Real Property Transfer Tax 536,992 341,250 341,250 500,000 500,000
New Construction Tax 47,685 8,000 8,000 4,000 4,000
Planning Plan Check Fees 251,880 142,356 142,356 408,664 436,574
Building Permits & Plan Checks 1,353,025 561,780 561,780 1,893,321 2,032,873
Fees and Other Permits 393,899 360,900 360,900 442,700 442,700
Fines and Forfeitures 848,027 591,000 591,000 922,000 922,000
Interest Income 1,140,296 240,000 240,000 208,000 208,000
Use of property 1,861,108 1,474,940 1,474,940 1,881,841 1,958,073
POST Reimbursement 34,747 15,000 15,000 15,000 15,000
Revenue from Other Agencies 137,384 133,161 133,161 130,000 130,000
State Grants 42,428 173,200 173,200 30,000 30,000
Federal Grants 826,132 3,088,619 3,088,619 50,000 50,000
Sports Fees 177,528 116,000 116,000 274,000 315,000
Class Fees 272,458 100,000 100,000 265,000 350,000
Other Recreation Fees 108,502 56,000 56,000 222,000 313,000
Transfer In 8,993,601 9,446,800 9,482,388 9,278,363 9,030,648
Reimbursement from Other Funds 1,223,376 1,200,000 1,200,000 1,200,000 1,200,000
All Other Sources 856,256 313,962 313,962 728,981 890,400
General Fund Total 69,270,737 69,823,974 69,859,562 72,296,764 74,755,751
GENERAL FUND EXPENDITURES
CITY COUNCIL
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 45
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.
GENERAL FUND EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
City Council
Personnel 0 0 0 0 8,400
Operations 27,576 50,800 50,800 50,800 50,800
Capital 0 0 0 0 0
27,576 50,800 50,800 50,800 59,200
CITY MANAGER
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 48
CITY MANAGER’S OFFICE
ORGANIZATIONAL CHART
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 49
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 2021-23 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.
GENERAL FUND EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
City Manager
Personnel 604,755 701,225 699,057 717,400 717,400
Operations 53,072 67,400 67,400 67,400 67,400
Capital 0 0 0 0 0
657,827 768,625 766,457 784,800 784,800
ECONOMIC
DEVELOPMENT
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 52
ECONOMIC DEVELOPMENT
ORGANIZATIONAL CHART
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 53
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
GENERAL FUND EXPENDITURE SUMMARY
1)FY20/21 includes $1,912,629 in CARES original budget money and $1,917,233 in projected budget money
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Economic Development Division
Personnel 815,943 1,052,766 878,118 1,061,800 1,061,700
Operations 326,719 2,310,754 2,254,838 470,044 285,148
Capital 0 0 0 0 0
1,142,661 3,363,520 3,132,956 1,531,844 1,346,848
SUCCESSOR AGENCY
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 55
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 Reconciliation
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
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 57
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).
GENERAL FUND EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
City Clerk
Personnel 500,926 531,928 527,863 534,200 541,807
Operations 101,947 168,100 168,100 168,100 168,100
Capital 13,696 5,000 5,000 2,500 2,500
616,569 705,028 700,963 704,800 712,407
CITY ATTORNEY
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 59
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.
GENERAL FUND EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
City Attorney
Personnel 0 0 0 0 0
Operations 698,431 833,000 833,000 833,000 833,000
Capital 0 0 0 0 0
698,431 833,000 833,000 833,000 833,000
FINANCE
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 61
FINANCE DEPARTMENT’S
ORGANIZATIONAL CHART
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 62
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.
GENERAL FUND EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Finance
Personnel 1,226,988 1,312,810 1,296,253 1,305,906 1,305,906
Operations 294,906 324,300 309,200 328,300 328,300
Capital 0 3,000 3,000 3,000 3,000
1,521,894 1,640,110 1,608,453 1,637,206 1,637,206
HUMAN RESOURCES
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 64
HUMAN RESOURCES
ORGANIZATIONAL CHART
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 65
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
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 66
GENERAL FUND EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Human Resources
Personnel 713,382 722,829 738,417 731,631 731,831
Operations 309,648 353,075 311,625 305,325 392,825
Capital 7,807 0 0 5,000 0
1,030,838 1,075,904 1,050,042 1,041,956 1,124,656
COMMUNITY DEVELOPMENT
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 68
COMMUNITY D EVELOPMENT
ORGANIZATIONAL CHART
ASST. DIRECTOR OFCOMMUNITY
DEVELOPMENT
(1)
PLANNING COMMISSIONEXECUTIVE
ASSISTANT
(1)
ASST. DIRECTOR OF
COMMUNITY
DEVELOPMENT
(1)
ASSOCIATE PLANNER(1)
FIRE MARSHAL HEALTH SERVICES
CONTRACT/DESIGNATED BUILDING OFFICIAL
(1)
BUILDING PERMIT
TECHNICIAN(2)
BUILDING INSPECTOR
(2)
SENIOR BUILDING
INSPECTOR
(1)
ADMINISTRATIVE
ASSISTANT
(1)
CODE
ENFORCEMENT OFFICER (2.50)
SENIOR PLANNER
(3)
DIRECTOR OF COMMUNITY
DEVELOPMENT
(1)
PRINCIPAL PLAN CHECK ENG
(1)
MANAGEMENT
ANALYST II
(1)
PRINCIPAL PLANNER
(2)
CITY CLERK
SERVICES SPECIALIST(Part-Time)
ADMINISTRATIVE INTERN(1)
ASSISTANT PLANNER
(1)
ADMINISTRATIVE
INTERN
(3)
GRADING
INSPECTOR
(.5)
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 69
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, if prioritized and budgeted, with the preparation of a Specific Plan Amendment for the Pacific
Center East Specific Plan by updating the vision concept and transportation system to accommodate
potential development within the area.
4.Process discretionary entitlements, including design reviews, conditional use permits, variances,
subdivisions, minor adjustments, etc.
5.Perform plan checks for new development, tenant improvements, and other building projects.
6.Process temporary use permits, large gathering use permits, temporary sign permits, and film permits.
7.Continue primary responsibility for planning and development monitoring tasks associated with the Tustin
Legacy project.
8.Provide staff support for the administration of activities associated with the federal Community
Development Block Grant (CDBG) Program including public service and public facility and improvement
projects and with an annual allocation of $804,893.
9.Continue to provide staff support for the administration of activities associated with the federal Community
Development Block Grant (CDBG)-CV Program to be used to prevent, prepare for, and respond to the
coronavirus (COVID-19) which has an allocation of $1,220,716.
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.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 70
14.Assist the Public Works Department in preparing environmental documents for major capital improvement
projects.
15.Complete the comprehensive revisions to the City’s General Plan with consultant assistance and schedule
Planning Commission and City Council workshops, budget permitting.
16.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.
17.Administer and oversee the City’s Cultural Resources District. Develop and implement a Cultural
Resources District annual work program for the Planning Commission. Process Mills Act program
contracts and administer the Tustin Historic Register Plaque Program.
18.Complete an update to the City’s Historical Resources Survey Report and develop Historic Context
Statement.
19.Complete an update to the City of Tustin’s Housing Element including public outreach, workshops, and
public hearings.
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 accessory dwelling units, density bonus, large family day care to remain
in compliance with State law.
24.Evaluate potential code updates that will facilitate and streamline the entitlement review process.
25.Continue to provide trainings and workshops to the Planning Commission (and also Historic Cultural
Resources Advisor Committee to the City Council).
26.Develop the framework for a Citywide Business Assistance Program to continue to fine-tune inter-
departmental coordination for development projects and facilitate coordination with the Business
community. Continue to provide a one-stop planning and community development counter to maintain
quality of service throughout the City by providing services via phone, email, and public counter.
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
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 71
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.Prepare and advertise a Request for Proposals and execute five-year contracts with consultants to
continue contract plan check and support activities.
2.Prepare and adopt California Building Standards Codes with amendments (three-year cycle).
3.Administer and enforce the California Building Standards Codes.
4.Continue to implement new permit tracking software.
5.Continue to work with developers, allocate resources and coordinate with other agencies and departments
to ensure continued progress at the Tustin Legacy.
6.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.
7.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).
8.Continue to utilize inspection staff in the role of “project coordinator” to guide homeowners through the
construction project submittal and permitting process (an ombudsman approach that humanizes and
simplifies the plan check and inspection correction process for persons unfamiliar with the City’s
construction application, plan check and inspection requirements).
9.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.
10.Update the City’s Building Codes as needed.
11.Update the City’s grading and private street design standards to be compatible with the current practice
while maintaining quality standards.
12.Continue to update the Building Division pages on the City website to provide the public and contractors
with Building Code information, Bulletins/Policies, useful links, and City handouts to ensure a uniform
understanding and application of City Code requirements.
13.Continue to update the Building Division’s Procedure Manual and develop comprehensive internal
operational policies.
14.Continue to support OCFA and Tustin Police emergency response needs related to evaluating structural
safety following structure fires and vehicle accidents involving structures.
15.Continue an excellent standard of plan check and inspection to maintain code compliance and safety,
while also preventing disruptions during construction.
16.Monitor and recommend measures to ensure the City’s compliance with the National Pollutant Discharge
Elimination System (NPDES) Permit and Air Quality Management Plan.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 72
17.Administer the City’s graffiti-removal program and actively participate in the City’s Neighborhood
Improvement Program.
18.Continue to implement courteous and business-friendly property maintenance, and zoning code
enforcement, issuing administrative citations when necessary, and perform water quality inspections at all
active construction sites, and existing commercial and industrial sites.
GENERAL FUND EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Community Development
Planning
Personnel 1,711,841 1,548,582 1,455,728 1,774,436 1,774,536
Operations 228,134 342,350 342,350 310,800 290,800
Capital 0 0 0 0 0
1,939,975 1,890,932 1,798,078 2,085,236 2,065,336
Building
Personnel 618,793 999,692 971,102 984,200 984,300
Operations 1,030,742 1,024,000 1,024,000 794,070 797,570
Capital 0 0 0 0 0
1,649,535 2,023,692 1,995,102 1,778,270 1,781,870
Code Enforcement
Personnel 259,026 139,194 154,698 154,600 154,600
Operations 92,581 96,950 96,950 93,600 93,600
Capital 0 0 0 0 0
351,607 236,144 251,648 248,200 248,200
Community Development
Personnel 2,589,660 2,687,468 2,581,528 2,913,236 2,913,436
Operations 1,351,457 1,463,300 1,463,300 1,198,470 1,181,970
Capital 0 0 0 0 0
Comm. Development Total 3,941,117 4,150,768 4,044,828 4,111,706 4,095,406
PUBLIC WORKS
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 74
PUBLIC WORKS
ORGANIZATIONAL CHART
Director/City Engineer(1)
Executive Assistant(1)
Principal Engineer(1)Principal Engineer(1)
Assistant Engineer(1)
Assistant Engineer(1)
Associate Engineer- Water Enterprise(1)
City of Tustin Public Works Department
Associate EngineerVacant UF
Sr. Management AnalystEnvironmental(1)
Senior Management Assistant(2)
Deputy PW Director – Engineering(1)
Engineering Intern(2)
Public Works Manager (1)
Public Works Inspector/ Sr. Public Works Inspector
(3.5)
Principal Engineer (1)Field Services Manager(1)
Parks & Landscape
Supervisor(1)
Landscape Contracts
Supervisor(1)
FleetSupervisor(1)
Playground EquipmentLeadworker(1)
Equipment Mechanic (3)
Parks Leadworker(1)
PT Maintenance Aide(4)
Management Assistant
(1)
SeniorMaintenance Worker/Maintenance Worker
(7)
SeniorMaintenance Worker/Maintenance Worker
(3)
Public Works Manager
(1)
Deputy PW Director – Operations
Vacant UF
Assistant PW Director
Vacant UF
City Arborist
(1)
Irrigation Leadworker(1)
SeniorMaintenance Worker/Maintenance Worker
(3)
Buildings & Streets Supervisor(1)
Streets
Leadworker(1)
Senior Maintenance Worker/Maintenance Worker(2)
Equipment Operator(3)
Buildings
Leadworker(1)
SeniorMaintenance Worker/Maintenance Worker(3.5)
Electrician(1)
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 75
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.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 76
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.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 77
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.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 78
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.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 79
GENERAL FUND EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Public Works
Administration
Personnel 609,153 370,918 322,252 399,400 399,400
Operations 689,309 685,400 651,900 689,400 689,400
Capital 0 0 0 0 0
1,298,463 1,056,318 974,152 1,088,800 1,088,800
Engineering 0
Personnel 1,030,856 1,284,018 1,289,309 1,274,000 1,274,100
Operations 23,039 154,000 54,000 154,000 154,000
Capital 0 0 0 0 0
1,053,895 1,438,018 1,343,309 1,428,000 1,428,100
Streets 0
Personnel 687,789 577,535 553,292 612,100 612,000
Operations 97,527 130,300 130,300 129,800 129,800
Capital 3,044,650 2,887,647 2,566,138 2,850,000 2,495,000
3,829,966 3,595,482 3,249,730 3,591,900 3,236,800
Landscape
Personnel 1,706,202 1,891,027 1,645,008 1,971,286 2,046,370
Operations 3,675,098 3,201,257 3,554,471 3,763,000 3,861,400
Capital 0 0 0 0 0
5,381,300 5,092,284 5,199,479 5,734,286 5,907,770
Water Quality
Personnel 170,890 177,584 175,098 175,100 175,100
Operations 282,892 380,000 350,500 385,500 385,500
Capital 0 0 0 0 0
453,782 557,584 525,598 560,600 560,600
Fleet Maintenance
Personnel 498,367 522,534 514,171 526,700 526,700
Operations 514,889 498,500 494,500 515,200 515,200
Capital 0 0 0 0 0
1,013,256 1,021,034 1,008,671 1,041,900 1,041,900
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 80
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Building Facilities
Personnel 413,665 413,449 430,134 428,000 428,000
Operations 1,976,424 1,804,751 2,247,848 2,357,300 2,399,300
Capital 0 0 0 0 0
2,390,088 2,218,200 2,677,982 2,785,300 2,827,300
Emergency Services
Personnel 0 0 0 0 0
Operations 0 0 0 0 0
Capital 0 0 0 0 0
0 0 0 0 0
Public Works
Personnel 5,116,921 5,237,065 4,929,263 5,386,586 5,461,670
Operations 7,259,179 6,854,208 7,483,519 7,994,200 8,134,600
Capital 3,044,650 2,887,647 2,566,138 2,850,000 2,495,000
Public Works Total 15,420,750 14,978,920 14,978,920 16,230,786 16,091,270
POLICE DEPARTMENT
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 82
POLICE DEPARTMENT
ORGANIZATIONAL CHART
CHIEF OF POLICE
(1)
EXECUTIVE ASSISTANT
(1)
DEPUTY CHIEF OF
POLICE
(1)
CAPTAIN(1)
NORTH AREA
PATROL
SOUTH AREA
PATROL
CITY
OPERATIONS
PROFESSIONAL STANDARDSSPECIAL
OPERATIONS FIELD SUPPORT OPERATIONS
SUPPORT
CIVILIAN COMMANDER(1)
LIEUTENANTS
(1)
SERGEANTS
(5)
OFFICERS
(18)
SERGEANTS
(6)
OFFICERS
(20)
LIEUTENANTS(1)
SERGEANTS
(2)
OFFICERS
(10)
LIEUTENANTS(1)
SERGEANTS
(4)
OFFICERS
(21)
POLICE SERVICE
OFFICERS
(3)
POLICE RECORDS SPECIALIST
(1)
POLICE
SERVICE
OFFICERS
(3)
SENIOR
MANAGEMENT
ANALYST
(1)
LIEUTENANTS
(1)
OFFICERS
(1)
SERGEANTS
(1)
POLICE SERVICE
OFFICERS
(1)
POLICE RECORDS
SPECIALIST
(1)
COMMUNICATIONS
LEAD(2)
POLICE SUPPORT
SERVICES
SUPERVISOR
(1)
POLICE SERVICES
OFFICERS
(8)
POLICE SUPPORT
SERVICES SUPERVISOR
(1)
POLICE SERVICES
OFFICER SUPERVISOR
(1)
POLICE RECORDS LEAD
(2)
PROPERTY & EVIDENCE
SPECIALIST
(2)
POLICE SUPPORT
SERVICES
MANAGER
(1)
POLICE SUPPORT
SERVICES
SUPERVISOR
(1)
POLICE SUPPORT
SERVICES
MANAGER
(1)
LIEUTENANTS
(1)
MANAGEMENT
ANALYST
(1)
POLICE FLEET
COORDINATOR
(1)
COMMUNICATIONS
OFFICER
(10)
POLICE RECORDS
SPECIALIST
(8)
MANAGEMENT
ASSISTANT(1)
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 83
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.
2020 TRAFFIC UNIT ACCOMPLISHMENTS:
1.Provided oversight of continued service and operations during the COVID-19 pandemic;
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 84
2.Ensured for the safety and well-being of personnel;
3. Provided command, control, and logistical support for personnel during widespread protests.
CITY OPERATIONS COMMAND
DESCRIPTION:
The City Operations Command consists of police personnel assigned to specialty assignment units and collateral
duties which impact all areas within the City of Tustin borders. City Operations encompasses two primary units;
the Traffic Unit and the Community Resources Unit. In addition to the primary units, City Operations also oversees
the SWAT team, the Special Response Team (SRT), fleet operations, the canine program, and scheduling for the
entire department. Its personnel are dedicated to supplement the Patrol Division in a variety of capacities such as
the Traffic Unit, K-9 Unit, and SRT/SWAT. City Operations Command is currently positioned with one Lieutenant,
two Sergeants, seven Officers, three Police service dogs, four Parking Control Officers, one Fleet Coordinator,
three Police Services Officers, and one Emergency Manager.
The Traffic Unit is responsible for traffic enforcement within the Tustin city limits. The Traffic Unit includes one
Sergeant, five Motor Officers, one Police Services Officer, and four part-time Parking Control Officers. The Traffic
Unit also conducts follow-up investigation for serious or fatal traffic collisions. The Traffic Unit submits grant
applications and monitors all reporting requirements on funded grants. They also conduct quarterly DUI
checkpoints throughout the city and review and approve all traffic collision reports. The Fleet Coordinator is also
an integral part of the Traffic Unit. The Police Fleet Coordinator plans, organizes, and executes the purchase,
repair, and maintenance of all police department vehicles and all technological, mechanical, and defensive
equipment contained within police department vehicles, and used by police officers and support staff.
The Community Resources Unit is responsible for working hand-in-hand with the community to help with crime
reduction through education programs, and is responsible for handling quality-of-life issues throughout the City. In
addition to those functions, the Community Resources Unit also coordinates the department’s response to all of
the City’s special events such as, Tustin Tiller Days, Fourth of July Fireworks show, Tustin Street Fair, Chili Cook-
Off and Hanger Half Marathon. The Community Resources Unit is comprised of a Police Sergeant, a Homeless
Liaison Officer, a Community Impact Officer, and two Police Services Officers.
The SWAT Team’s primary role is to solve potentially dangerous incidents through experience, training, and
the use of highly specialized tools and equipment. The SWAT team is a joint team with the Irvine Police
Department.
The SRT Team compliments the SWAT Team by providing specialized immediate tactical response to serious
situations beyond the capacity of our Patrol Division.
TASKS:
Traffic Unit/Fleet/SWAT/SRT/Canine
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 to monitor the activities of those individuals on parole or
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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;
8. Performs Police Fleet Coordination to maintain fleet to optimal efficiency.
2020 Traffic Unit Accomplishments:
1.Easily re-deployed as a Rapid Response Team for the majority of 2020;
2.Active traffic enforcement was suspended for the majority of 2020 to reduce public interaction as a result
of the COVID-19 pandemic.
2021 Traffic Unit Goals:
1.Reduce injury traffic collisions through enforcement and education;
2.Improve the quality of monthly training;
3.Staff the vacant motor officer positions;
4.Establish a motor officer to be a certified trainer;
5.Re-establish the OTS operations to include DUI Checkpoints.
2020 Fleet Accomplishments:
1.Acquired several new patrol vehicles;
2.Established a new system that allows patrol vehicles to be assigned to officers rather than a pool system.
This has dramatically improved the overall quality of the patrol fleet.
2021 Fleet Goals:
1.Purchase and convert new vehicles based on the needs of the department;
2.Repair and maintain all department vehicles to ensure personnel safety.
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TASKS (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. Mange school related programs such as project “Think About It”, Officer Friendly presentations, station
tours, and Walk to School program;
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.
2020 COMMUNITY RELATIONS ACCOMPLISHMENTS:
1. Created virtual platforms for community dialog due to COVID-19 in-person restrictions;
2. Completed the organization of the Community Resources area in the basement at City Hall.
2021 COMMUNITY RELATIONS GOALS:
1. Continue the buildout of the Annex;
2. Publish the first virtual Open House;
3. Increase community participation in the Neighborhood Watch Program;
4. Re-establish and improve the Volunteer Program.
TASKS (Emergency Management):
1. Coordinate emergency planning and training;
2. Recruit 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.
2020 EMERGENCY MANAGEMENT ACCOMPLISHMENTS:
1. Continued with organization, planning, and workability of the new EOC;
2. Participated in the planning for new EOC located at the re-located Public Works facility;
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3. Recruitment and fulfillment of the vacant Emergency Manager position.
2021 EMERGENCY MANAGEMENT GOALS:
1. Re-establish and dramatically increase the CERT Program;
2. Complete the City’s new Emergency Operation Center;
3. Participate on OCHCA Point of Dispensing exercise;
4. Create a three-year NIMS/SIMS/ICS training program for police department and city personnel;
5. Review and update all Emergency Plans.
TASKS (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.
2020 HOMELESS OUTREACH ACCOMPLISHMENTS:
1. Partnered with Tustin Temporary Emergency Shelter and assisted with providing resources to the homeless
population during the COVID-19 pandemic.
2021 HOMELESS OUTREACH GOALS:
1. Provide resources and shelter to homeless population in Tustin;
2. Staff the Community Impact Officer position to compliment the Homeless Liaison Officer.
TASKS (Volunteer Unit):
1. Provide personnel support for different assignments throughout the department;
2.Assist with field work such as vacation patrol checks and special events crowd control.
2020 VOLUNTEER UNIT ACCOMPLISHMENTS:
1. To ensure all volunteers’ health and safety during the COVID-19 pandemic, the department suspended all
volunteer activities for the majority of the year;
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2. Coordinators communicated with all volunteers on a routine basis and offered resources, as well as, updates
of department activities.
2021 VOLUNTEER UNIT GOALS:
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.
NORTH AREA PATROL
DESCRIPTION:
The North Area Command consists of the area in the City north of the I-5 freeway. North Area Command is
responsible for all reactive and proactive police problem solving in the north end of the City, including responding
to citizen calls for service 24 hours a day, and 365 days a year. North Area command is currently staffed by one
Lieutenant, five Sergeants, and 18 Patrol Officers and includes two Detention Officers.
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.
2020 PATROL CITY WIDE ACCOMPLISHMENTS:
1.Kept all employees safe and minimized potential exposure to COVID-19 while still providing services to the
community;
2.Safely navigated through civil unrest activities and multiple fires within the City.
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2021 PATROL CITY WIDE GOALS:
1. Protect the Community
2. Engage the Community
3. Improve Internal Operations
SOUTH AREA PATROL
DESCRIPTION:
South Area Command is responsible for all reactive and proactive police problem solving in the south end of the
City, including responding to citizen calls for service 24 hours a day, and 365 days a year. South Area command
is currently staffed by one Lieutenant, six Sergeants and 19 Patrol Officers.
TASKS:
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 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.
2020 PATROL CITY WIDE ACCOMPLISHMENTS:
1.Kept all employees safe and minimized potential exposure to COVID-19 while still providing services to the
community;
2.Safely navigated through civil unrest activities and multiple fires within the City.
2021 PATROL CITY WIDE GOALS:
1. Protect the Community
2. Engage the Community
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3. Improve Internal Operations
SPECIAL OPERATIONS
DESCRIPTION:
The Special Operations Division includes the Criminal Investigations Unit and the GRADE Unit, which are
responsible for the investigation and disposition of a wide variety of crimes and suspicious activities within the
City of Tustin.
The Criminal Investigations Unit includes the Major Crimes Team and Property Crimes Team. These two teams
are responsible for comprehensive follow-up investigations on the majority of crimes reported to the Tustin
Police Department. Detectives assigned to these teams are on-call around the clock to respond to crime
scenes throughout the City. The Criminal Investigations Unit detectives are supported by civilian investigators,
a court liaison, a Police Records Specialist, and a Crime Analyst. The investigators assigned to the unit are
trained to handle criminal investigations in the same manner as a sworn police detective. The court liaison is
a Police Services Officer who serves as a crucial link in daily communications with the Orange County District
Attorney’s Office, working to achieve the successful filing of charges in criminal complaints. The Crime Analyst
uses state of the art technology and systems to not only document crime trends throughout the City, but predict
the potential location of future crimes. The Crime Analyst also works as liaison with other municipal, state, and
federal police agencies to maintain up-to-date information on relevant criminal activity in other jurisdictions.
The Criminal Investigations Unit also includes a full-time School Resource Officer, assigned as a liaison to the
Tustin Unified School District, and detectives assigned to specialized regional task forces. Some of these task
forces include Orange County Auto Theft Task Force, the Regional Narcotics Suppression Program, the
Orange County Intelligence Assessment Center, and the Joint Terrorism Task Force.
The GRADE Unit (Gang Reduction and Directed Enforcement) is responsible for the investigation of gang
activity. Gang Detectives and associated GRADE Officers further serve as an educational and proactive
enforcement detail to combat and suppress gang activity within the community. GRADE Detectives are
assigned a caseload of gang crimes and all crimes requiring follow-up from GRADE Officer arrests and/or
investigations. The GRADE Unit is also responsible for conducting high visibility and strategic policing in high
crime or emerging crime areas identified through the CTAPS (Crime Traffic and Policing Strategies) policing
model. The GRADE Unit supplements patrol officers without the responsibility of handling calls for service.
This allows GRADE Officers to focus on community concerns and see problems through to the end. GRADE
Officers are also available to supplement the Special Operations Division with the apprehension and
surveillance of suspects.
The Tustin Police Department often receives reports of criminal activity related to narcotics and vice activity.
Due to the nature of these types of crimes, the need for a specialty unit to have the ability to function in an
undercover capacity exists. Detectives assigned to the GRADE Unit are responsible for the investigation of
narcotics and vice related crimes.
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);
7. Provide personnel to the Orange County Intelligence Assessment Center (OCIAC), and the Joint
Terrorism Task Force (JTTF).
2020 CRIMINAL INVESTIGATIONS UNIT ACCOMPLISHMENTS:
1. The Unit Investigated 847 cases in 2020;
2.Maintained the integrity and efficiency of the unit by implementing a staggered schedule throughout the COVID-
19 Pandemic;
3.The Unit initiated 31 arrests;
4.The Unit served 41 search/ arrest warrants.
2021 CRIMINAL INVESTIGATIONS UNIT GOALS:
1.Attend briefings weekly to improve communication;
2.Strive to attain and maintain an average case clearance rate of 20%;
3.Improve efficiency by continuing to seek out and deploy new investigative technology and systems;
4.Continue to improve and implement the Crime Analyst’s predictive policing model deployed near the end
of 2020;
5.Make arrests in 10% of cleared cases (approx. 80 arrests per year);
6.Send all CIU detectives and investigators to the ICI Core two-week investigations course.
PROFESSIONAL STANDARDS
DESCRIPTION:
The Professional Standards Division operates under the Community Policing Bureau. Personnel assigned to
the Professional Standards Division (PSD) include the following: one Police Lieutenant, one Police Sergeant,
one Police Officer, one Police Services Officers, one Police Records Specialist, three Master Reserve Officers.
The Professional Standards Division is responsible for the recruitment and hiring of police department
personnel. Additionally, the PSD is home to the department’s Press Information Officer who works with various
media outlets regarding the release of relevant information. The PSD is also responsible for conducting and
tracking complaints of employee misconduct, as well as, oversight of the department’s information technology.
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TASKS:
Personnel & Training Unit
1.Recruit and hire all departmental employees;
2.Manage internal affairs files, background files, and training files;
3.Manage the employee performance evaluation system;
4.Represent the agency as custodian of records for all Pitchess Motion court appearances;
5.Manage the Cadet Program;
6.Manage the Explorer Program;
7.Investigate all serious complaints of misconduct or uses of force as determined by command staff;
8.Prepare yearly administrative statistical reports and state cost recovery reports;
9. Coordinate and track all formal training;
10. Author and track all internally generated training documents;
11.Ensure P.O.S.T. compliance with mandated training requirements;
12. Manage the Power DMS computer data system;
13. Coordinate new employee departmental orientations;
14. Manage citizen academy program;
15. Serve as liaison with P.O.S.T. police training academies;
16. Recruitment and hiring of all departmental employees;
17. Manage internal affairs files, background files, and training.
Information Technology
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.
2020 PSD ACCOMPLISHMENTS:
1. Kept all employees safe and minimized potential exposure to COVID-19 while still providing services to the
community;
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2. Safely navigated through civil unrest activities and multiple fires within the City.
2021 PSD GOALS:
Personnel & Training 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 other social media outlets;
5. Ensure IA notification letters are sent out within set deadlines.
Public Information Officer:
1.Update the PIO press contact list on a quarterly basis;
2.Coordinate for Lieutenant and Sergeant to attend PIO Training;
3.Effectively utilize Social Media outlets with information regarding Press releases and other community
issues.
Information Technology:
1.Ensure the 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.Implement the Mark43 CAD/RMS solution.
FIELD SUPPORT
DESCRIPTION:
The Field Support Division is comprised of two units: Police Service Officers/Crime Scene Investigations and
Communications. These units provide support services necessary to daily Police Department operations.
Often the first interaction the public has with the Tustin Police Department is the experience with the
Communication Unit. The Communications Unit maintains a “how can we help” mentality and takes pride in
providing a professional and positive experience, in what may be the worst day the person has ever experienced.
The Unit’s primary goal is to keep the public and members of the department safe. This is accomplished by
properly questioning callers and providing resources, striving for perfection in radio traffic, telecommunications
work, and commitment to continued training and improvement of job skills.
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Police Services Officers perform a wide variety of duties that play an important role in the day-to-day operations
of the police department. Police Services Officers assigned to Field Operations take police reports in the field
and at the front counter of the Police Department. The efforts of the Police Services Officers enable patrol officers
to remain available for emergencies and implementation of crime suppression strategies in the field. Field
Operations personnel also staff the Crime Scene Investigations Unit where they specialize in crime scene
mapping and photography, forensic evidence collection, and perseveration of evidence for laboratory analysis.
TASKS (Communications Unit):
1.Responsible for receiving and relaying all calls for service to field personnel, including all 9-1-1 calls;
2.Monitoring police radio 24/7 in support of patrol operations.
2020 COMMUNICATIONS UNIT ACCOMPLISHMENTS:
1.In 2020 the Communications Unit received 99,159 calls. 21,192 of those calls were 911 calls. The
Communications Unit answered 99.53% of those calls within 15 seconds, well above the standard set by
the National Emergency Number Association (NENA) of answering 90% of 911 calls within 15 seconds;
2.A Communications Training Officer was promoted to Communications Lead. A Communications Officer was
hired and is currently in training. With respect to personnel, 11 of 12 Communications Officer positions are filled;
3. All full-time and part-time Communications Officers completed their 24 hours of POST mandated continuing
education;
4. The Communications Unit remained staffed and fully functional during the COVID-19 pandemic;
5. Community Engagement activities were cut drastically due to the pandemic; however, the Communications
Unit participated in the Turkey Giveaway, Santa Cop and Santa Sleigh.
2021 COMMUNICATION UNIT GOALS:
1.Recruit, train and become fully staffed in the Communications Center;
2.Redesign the Communications Training Manual to reflect the implementation of Mark43 CAD;
3.Continue to surpass the state requirement of answering 90% of all 911 calls within 15 seconds;
3.Build, train, and implement Mark43 CAD;
4.Complete the Emergency Operations Dispatch Center at the City Yard;
5. Continue to develop and mentor both Leads and Communications Officers;
6.Ensure all Communications Officers begin their 24 hours of continuing education for the new two-year cycle;
7. Continue to build morale through teambuilding activities and holding employees accountable.
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TASKS (PSO/CSI 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.
2020 PSO/CSI UNIT ACCOMPLISHMENTS:
1.Completed all front counter and CSI office renovations including a new workstation for the MROs who were
assigned to the front desk for security purposes;
2.PSOs were brought up to date on their Field Evidence Technician certification;
3.Set up new IT infrastructure to enable the PSOs to work from different areas of the Tustin Civic Center as the
station was being disinfected, and to make social distancing possible, during the pandemic;
4.Successfully modified our operations to ensure we continued to provide excellent support and the vast majority
of police services during the height of the COVID-19 pandemic. We continued to take police reports, process
vehicle releases, register sex and arson offenders, and assist citizens with a wide variety of requests while
providing the safest environment possible;
5. Maintained availability for major incidents, such as protests, and crime scene investigations while adhering to
COVID-19 PPE requirements and distancing guidelines.
2021 PSO/CSI UNIT GOALS:
1.Send more experienced PSOs who are interested in training new employees to the Field Training Officer
course for certification;
2.Provide department wide training to patrol officers related to CSI and traffic collision investigation
techniques;
3.Explore the possibility of employing part-time PSOs and Cadets to staff the front counter for the purpose of
increasing full-time field support.
OPERATIONS SUPPORT
DESCRIPTION:
The Operations Support Division is comprised of two units: Records and Property and Evidence. Each of these
units functions independently, providing functional services necessary to daily Police Department operations.
The Property and Evidence Unit is a vital part of the Police Department, and is an essential piece of the criminal
justice system. The staff is highly trained to maintain control and keep the chain of custody for all evidence items
which are booked into the department. All laws and procedures are followed to ensure that the evidence maintains
its integrity when presented in court.
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The Records Unit consists of 14 staff members who work around the clock to perform police-related records
management duties. Staff members strive to meet the Tustin Police Department’s needs in a timely and efficient
manner by providing support to both sworn and civilian personnel, as well as, the citizens of Tustin.
TASKS (Property & Evidence):
Property and Evidence Unit
1.Currently maintains and controls approximately 55,000 items of property and evidence.
2020 PROPERTY & EVIDENCE UNIT ACCOMPLISHMENTS:
1.Replaced ballistic vests nearing expiration dates;
2.Purchased tactical vests for all field personnel;
3.Reorganized lower parking garage and created additional working space for the Fleet Coordinator;
4. Completed project to install temperature-controlled equipment in the upper and lower areas of the unit.
2021 PROPERTY & EVIDENCE UNIT GOALS:
1.Complete audit of the Property & Evidence Unit;
2.Remodel the unit’s bike cage area to properly address areas addressed in the department’s audit results;
3.Remodel the property booking area to properly address areas addressed in the department’s audit results;
4.Implement a consistent property booking training guide for field personnel.
TASKS (Record Unit):
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.
2020 RECORDS UNIT ACCOMPLISHMENTS:
1. Processed 7,443 reports;
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2. Completed 2,498 court packages;
3. Processed 525 citations;
4. Handled 4,113 records requests.
2021 RECORDS UNIT GOALS:
1. Update Records Unit training manual;
2. Continue career training and development of Records Unit staff;
3. Complete implementation of new records management system, and transition to National Incident Based
Reporting System (NIBRS) statistical reporting system;
4. Implement new records management system.
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GENERAL FUND EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Police
Administration
Personnel 1,184,875 1,034,821 1,239,770 1,191,700 1,191,800
Operations 3,168,723 2,154,678 2,109,404 2,139,060 2,139,060
Capital 0 0 0 0 0
4,353,598 3,189,499 3,349,174 3,330,760 3,330,860
City Operations
Personnel 3,185,928 4,273,221 3,714,236 4,423,375 4,445,939
Operations 538,520 596,264 642,987 802,054 802,054
Capital 0 0 0 0 0
3,724,448 4,869,485 4,357,223 5,225,429 5,247,993
North Area Division
Personnel 4,454,992 4,254,339 4,250,466 4,362,500 4,362,400
Operations 105,153 45,934 51,469 52,434 52,434
Capital 0 0 0 0 0
4,560,144 4,300,273 4,301,935 4,414,934 4,414,834
South Area Division
Personnel 4,477,950 4,244,615 4,204,139 4,413,633 4,413,633
Operations 87,029 45,834 50,730 48,334 48,334
Capital 0 0 0 0 0
4,564,979 4,290,449 4,254,869 4,461,967 4,461,967
Special Operations Division
Personnel 3,042,900 3,007,202 3,105,617 3,247,500 3,247,500
Operations 134,441 184,285 160,285 172,785 179,785
Capital 0 0 0 0 0
3,177,341 3,191,487 3,265,902 3,420,285 3,427,285
Professional Standards Division
Personnel 2,141,749 1,782,942 1,756,938 1,772,800 1,772,800
Operations 519,174 517,218 556,477 474,718 474,718
Capital 0 0 0 0 0
2,660,923 2,300,160 2,313,415 2,247,518 2,247,518
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Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Field Support Services
Personnel 2,472,116 2,680,571 2,586,859 2,704,800 2,704,900
Operations 244,896 406,425 406,425 257,025 257,025
Capital 0 0 0 0 0
2,717,012 3,086,996 2,993,284 2,961,825 2,961,925
Operations Support Services
Personnel 1,511,895 1,666,714 1,580,911 1,670,900 1,670,900
Operations 223,199 194,075 230,905 265,122 260,122
Capital 0 0 0 0 0
1,735,093 1,860,789 1,811,816 1,936,022 1,931,022
Police
Personnel 22,472,404 22,944,425 22,438,937 23,787,208 23,809,872
Operations 5,021,135 4,144,714 4,208,682 4,211,533 4,213,533
Capital 0 0 0 0 0
Police Total 27,493,539 27,089,139 26,647,619 27,998,741 28,023,405
FIRE
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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.
GENERAL FUND EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Fire Service Contract
Personnel 0 0 0 0 0
Operations 8,676,428 9,309,400 9,309,400 9,768,000 10,020,000
Capital 0 0 0 0 0
Fire Service Contract Total 8,676,428 9,309,400 9,309,400 9,768,000 10,020,000
PARKS AND RECREATION
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PARKS AND RECREATION
ORGANIZATIONAL CHART
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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 and Public
Art Committee;
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, Community Services Commission, Public Art Committee, and related
committees;
6.Facilitate communication and collaboration with community organizations and resident groups through
multiple avenues, including social media;
7.Provide annual department goals and objectives;
8.Ensure consistency with Department Vision, Mission Statement and Values;
9.Investigate and secure grant funding.
2021-2023 GOALS:
1. Remove and replace the playground and shade sails and construct an awning of the café seating area at
Tustin Sports Park;
2. Design and construct courtyard improvements at the Tustin Family and Youth Center;
3. Collaborate with Public Works to renovate Pine Tree Park;
4. Install shade structures at Laurel Glen and Camino Real Parks;
5. Develop a strategic plan for the Public Art Committee;
6. Secure donors for the Creative Signals Public Art program.
2019-2021 ACCOMPLISHMENTS:
1. Developed a strategic plan for the Community Services Commission and formulated a Seven-Year Capital
Improvement Priority List;
2. Installed a picnic shelter and (2) bleacher shade structures at Columbus Tustin Park;
3. Collaborated with Public Works to renovate Peppertree Park;
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4. Completed murals at Laurel Glen Park, Peppertree Park, and the Tustin Civic Center;
5. Finalized the painting of planter boxes to beautify the streets of Old Town Tustin;
6. Successfully opened Veterans Sports Park and The Annex at Tustin Legacy;
7. Oversaw the implementation of all applicable State, County, and CDC guidelines for City programs and
facilities in response to the COVID-19 pandemic.
SPORTS
DESCRIPTION:
The Sports Services Section provides active recreation programs through the utilization of sports, fitness, and
instructional classes that provide all ages the opportunity for supervised, active recreation programs. In
addition, this division is responsible for coordination of the after-school program, Little Folks pre-school, and
summer day camps at Columbus Tustin Recreation Center.
TASKS:
1.Coordinate and implement special events to include a safe and free Egg Hunt, Halloween Howl, Fourth of
July, and Tustin Tiller Days Festival and Parade;
2.Coordinate the Tustin Youth Track 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 Recreation
Center;
7.Provide community service and leadership opportunities to high school teenagers through Tustin Teens in
Action and Counselors in Training programs;
8.Provide non-profit youth organizations with access to City facilities, including the gymnasium and sports
fields.
2021-2023 GOALS:
1.Research and develop new programming for Adult Sports program to include a non-traditional softball
league and an adult volleyball league;
2.Resume the Adult Sports program to an average of 50-60 teams per season;
3.Keep annual special events viable by adapting, changing, adding elements each year;
4.Administer and implement an Adult Sports Participant Survey to measure satisfaction and elicit suggestions
for improvement;
5.Ensure the equitable distribution of the City’s sports fields to local youth sports organizations per
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Department’s Field Allocation Policy;
6.Increase the cost of summer camps by 10% to meet expenditures by FY 2022-2023;
7. Secure a total of $40,000 in sponsorship support (money/in-kind) from the local business community;
8. Expand the Tustin Teens in Action program to incorporate seminars on teen subjects (e.g. how to apply for
a job, how to apply for college, finances, and how to prepare for interviews).
2019-2021 ACCOMPLISHMENTS:
1.Increased participation in the after-school program by 25% by expanding the program to Estock Elementary
School, marketing, and making improvements to the existing program;
2. Ensured the equitable distribution of the City’s sports fields to local youth sports organizations per the
Department’s Field Allocation Policy and reinforced a fee policy that charges these organizations for their
field use;
3.Secured over $30,000 in sponsorship support (money/in-kind) from the local business community;
4.Advanced the Tustin Youth Track Meet to utilizing a timing company for efficiency and accuracy;
5. Increased Tustin Teens in Action’s participation by 5% and involvement in 2019 community outreach
programs;
6. Conducted a modified Summer Day Camp program following all CDC. State, and County COVID-19 related
guidelines;
7. Hosted two food box giveaway drive through events in collaboration with the Heritage Council of Orange
County and the Tustin Community Foundation at Columbus Tustin Park.
CLASSES/CULTURAL ARTS
DESCRIPTION:
The Contract Class Section promotes and coordinates recreational classes for community adults and youth.
The section is responsible for program publicity, including the production of the Tustin Today quarterly
brochure, procurement of instructors and classroom space, and implementation of class registration
procedures.
TASKS:
1.Provide a diverse selection of valuable 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;
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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 Tustin Tiller Days Parade;
7.Coordinate and implement the annual Summer Movies in the Park;
8.Manage the Tustin Community Center at the Market Place events and facility reservations.
2021-2023 GOALS:
1. Research and develop tennis classes and clinics for special needs families;
2. Research and develop new Special Interest classes for adults and youth;
3.Increase summer camp offerings from dance and youth sports contract instructors utilizing The Annex at
Tustin Legacy and Veterans Sports Park;
4.Grow tennis and youth sports revenues by 5% through marketing campaigns and added class offerings in
the Tustin Today Activity Guide;
5. Transition events hosted at the Tustin Community Center at The Market Place from adult focused to family
Focused;
.
6. Continue with Tustin Tiller Days ‘Play It Forward’ campaign increasing local merchant involvement and foot
traffic with event and business promotion through social medal partnerships and City web pages;
7. Increase special event sponsorships from local merchants through in-person meetings promoting social
media Share for Share and giveaway campaigns with merchant features on Instagram, Facebook, and City
web pages;
8. Increase Parks and Recreation website and social media engagement with entertaining and original
quarterly eblasts utilizing the CivicRec registration software.
2019-2021 ACCOMPLISHMENTS:
1.Increased revenue generated from contract classes by over 10% through increased patron and contract
instructor communication and cooperation;
2.Oversaw Tustin Tiller Days Parade with over 100 entries in 2019;
3.Developed and implemented the Tustin Tiller Days 2020 ‘Play it Forward’ marketing campaign increasing
event awareness and participating with Old Town Tustin merchants and local business and health agencies;
4.Developed and implemented a successful 2020 summer Movies at the Hangar series in place of Movies in
the Park, abiding by CDC, State, and County COVID-19 related guidelines;
5.Achieved a successful transition of the Reading Readiness Program from the Tustin Library (closed due to
COVID-19) to the Annex at Tustin Legacy with sustained enrollment due to modified curriculum to transition
to childcare;
6.Effective social media campaigns growing Instagram following by over 500%;
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7.Established tennis clinics for special needs youth;
8. Increased contract instructor roster by over 10% including dance, technology, crime investigation, karate,
and fitness for new moms.
VETERANS SPORTS PARK/THE ANNEX
DESCRIPTION:
The Veterans Sports Park/The Annex Section provides active recreation programs through the utilization of
sports, fitness, and instructional activities that provide all ages the opportunity for supervised, active, recreation
programs at Veterans Sports Park and The Annex at Tustin Legacy facility. In addition, this division is
responsible for coordination of the classes, camps, and programs at The Annex.
TASKS:
1. Develop programs and policies to ensure the safe use of Veterans Sports Park and The Annex at Tustin
Legacy;
2. Coordinate and implement special events to include a safe and free Memorial Day Remembrance Event
and Veterans Day Celebration;
3. Provide organized and value based Adult Pickleball Sports Leagues and Tournaments;
4. Provide safe and wholesome summer day camp programming for local children;
5. Implement safe and enriching after school K-6 and drop-in programming for local area youth at The Annex;
6. Provide non-profit youth organizations with access to City facilities and fields.
2021-2023 GOALS:
1. Create Adult Pickleball Leagues and Tournaments that generate revenue for the City;
2. Research and develop activities, groups, and programs to promote a positive culture at the Veterans Sports
Park Skate Park;
3. Create quarterly community events at Veterans Sports Park that residents of the Tustin Legacy area can
walk to, such as food truck events or community picnics;
4. Further expand the childcare and youth programs at the community center at The Annex at Tustin Legacy;
5. Create and develop an impactful online presence for The Annex at Tustin Legacy and Veterans Sports
Park;
6. Create and develop volunteer programs and opportunities for both youth and adults at The Annex at Tustin
Legacy.
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2019-2021 ACCOMPLISHMENTS:
1. Safely opened Veterans Sports Park and The Annex at Tustin Legacy under COVID-19 guidelines and
developed operations and policies for all major amenity areas;
2. Created and implemented childcare program at The Annex at Tustin Legacy;
3. Managed very high participant levels at the skate park and pickleball courts to ensure equity and public
safety;
4. Produced a virtual Park Dedication and Veterans Day Celebration in 2020.
TUSTIN FAMILY AND YOUTH CENTER
DESCRIPTION:
This section is responsible for the operation and programming of the Tustin Family and Youth Center. The
primary mission of this section is to provide a wide array of recreational activities and human services for
families and youth of the southwest area of Tustin. These activities and services are presented in collaboration
with a variety of regional and local service organizations and agencies.
TASKS:
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 a free After-School Program/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.
2021-2023 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;
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6.Conduct Mandated Reporting trainings for staff;
7.Conduct quarterly staff meetings to ensure that the Tustin Family and Youth Center is providing a fun and
safe environment that includes appropriate interactions and education assistance for area families;
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.
2019-2021 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.Registered participants to utilize the Senior Center’s transportation program for exercise classes;
4.Offered four parenting classes through the OC Health Department;
5.Received a scholarship to the 2019 OC Fair which provided free transportation, admission tickets, and
spending money for 70 children;
6. Expanded the Cinco de Mayo event by moving it to Thorman Elementary which allowed for additional
vendors, entertainment, and activities;
7. In partnership with Dental Care for Children, free dental services were offered to over 70 children and 30
adults;
8. Conducted the Kids Corner Preschool Program for twenty-five (25) 4-year old children to ensure their
Kindergarten readiness;
9.Coordinated field trips for the Tustin Family and Youth Center participants to visit the children in the
Tustin Medical Hospital once a week during the summer;
10.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;
11.Collaborated with the Columbus Tustin Recreation Center to unite the Teens in Action programs from
each facility to work together at special events;
12.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;
13.Distributed over 3,000 food boxes to community members;
14.Provided 250 families with gifts and food for the whole family through the Holiday Gift Basket Program.
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SUPPORT SERVICES
DESCRIPTION:
The Support Services Section is responsible for providing logistical support for City special events and
meetings at City Hall/Civic Center, Columbus Tustin Recreation Center, Tustin Area Senior Center (TASC),
Tustin Family and Youth Center (TFYC), The Annex, Tustin Library, City parks, and community centers. In
addition, this division performs custodial duties in providing a clean, safe environment for city employees and
the general public.
TASKS:
1.Responsible for the care and light maintenance of the Civic Center, recreation facilities, Senior Center,
Tustin Library Meeting Rooms, and community centers;
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 and Youth
Center, Columbus Tustin Recreation Center (CTRC), and the Tustin Area Senior Center.
2021-2023 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 internal and
external reservations;
5. Provide adequate part-time staff coverage at all city events, meetings, rentals, daily operations, etc.;
6.Continue to provide COVID-19 cleaning and disinfecting of city facilities as recommended by CDC and
OC Health Care Agency guidelines;
7. Establish professional standards and/or values for part-time Recreation Facilities Assistants;
8. Provide support and light maintenance of the Senior Center Garden.
2019-2021 ACCOMPLISHMENTS:
1.Continued to provide support to over 3,000 recreational classes and facility rentals;
2.Maintained off-site storage organized and items within two units;
3.Thoroughly cleaned and purged TASC kitchen closets and sheds;
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4.Offered learning opportunities by allowing part-time staff to train with using tools and equipment at special
events;
5.Provided additional part-time support for cleaning and set-ups at the newly opened facility, The Annex;
6. Provided support and new ideas for operating drive-through and walk-up food programs at TASC and
TFYC;
7. Maintained City facilities cleaned and disinfected as recommended by COVID-19 CDC and OC Health
Care Agency guidelines.
TUSTIN AREA SENIOR CENTER
DESCRIPTION:
The Senior Services Section is responsible for the operation and programming of the Tustin Area Senior
Center. The primary mission of this section is to provide a wide variety of recreational, educational, social, and
human services to seniors in the Tustin area. These activities are accomplished in collaboration with a variety
of regional and local service organizations.
TASKS:
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 life enriching interests;
2.Provide staff leadership and direction to the Senior Advisory Board, which includes the Senior Advisory
Board Ways and Means Committee through fundraising activities and planning;
3.Provide staff support and manage all bookkeeping for the non-profit Tustin Area Senior Center Fund, Inc.;
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, 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, Concerts in the Park, Tree Lighting, and Broadway in the Park.
2021-2023 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.Continue to provide more diverse seminars covering an array of topics affecting seniors to include mental
well-being and technology tips;
4.Increase revenue by 5% through various new and improved programs such as contract classes,
excursions, and events for senior participants;
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5. Provide additional online courses for seniors;
6.Increase awareness of resources to adult children of seniors;
7. Identify guidelines for the Volunteer Program;
8. Establish guidelines for the Senior Center Garden.
2019-2021 ACCOMPLISHMENTS:
1. Expanded transportation program to seniors residing on the outskirts of Tustin bordering Santa Ana and
southwest Tustin;
2.Developed clear and prominent roles for Senior Advisory Board members;
3. Offered more diverse lectures and seminars pertaining to those 50 and older;
4.Increased participation in several fitness classes due to participation from southwest Tustin residents;
5.Hosted an annual meeting of the Orange County Senior Center Directors to discuss best practices and
current issues faced by senior participants;
6.Through donations from the TASC Fund, Inc. and the Community Services Commission, continued to
ensure no participants were turned away from obtaining lunch through the Meals on Wheels Congregate
Meal Program;
7.Created new and innovative ways of handling food programs during the COVID-19 pandemic;
8.Managed funding of $127,500 through the Federal CARES Act, which included identifying and reaching
out to seniors in need and dispersing grocery store and restaurant gift cards to over 300 seniors in the
Tustin area;
9. Offered training on use of Zoom application in order to facilitate online classes for seniors;
10. Facilitated over ten Zoom programs for seniors including fitness classes, lectures, and virtual Bingo;
11. Instituted social calls for seniors who are homebound due to the COVID-19 pandemic.
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GENERAL FUND EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Parks & Recreation
Administration
Personnel 377,977 455,610 438,436 468,158 468,058
Operations 714,190 597,900 569,765 605,450 611,950
Capital 709 850 850 850 850
1,092,876 1,054,360 1,009,051 1,074,458 1,080,858
Sports
Personnel 638,014 743,580 611,952 744,405 762,403
Operations 176,545 330,300 110,000 306,900 319,900
Capital 1,939 6,000 6,000 4,000 4,000
816,498 1,079,880 727,952 1,055,305 1,086,303
Classes/Cultural Services
Personnel 332,655 376,114 326,670 353,600 353,600
Operations 468,979 435,129 277,150 376,700 432,200
Capital 16,236 19,000 17,000 19,500 19,500
817,870 830,243 620,820 749,800 805,300
Veterans Sports Park/The Annex
Personnel 0 0 0 98,020 118,600
Operations 0 0 0 65,200 64,700
Capital 0 0 0 2,500 2,000
0 0 0 165,720 185,300
Senior Citizens
Personnel 433,470 464,389 438,234 472,600 482,700
Operations 58,267 102,700 45,000 103,700 105,200
Capital 0 0 0 0 0
491,737 567,089 483,234 576,300 587,900
Support Services
Personnel 331,275 358,089 268,908 356,795 356,895
Operations 12,667 7,750 7,750 7,000 7,000
Capital 1,153 2,000 2,000 2,000 2,500
345,095 367,839 278,658 365,795 366,395
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Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Tustin Youth Center
Personnel 367,856 378,072 333,697 383,400 393,400
Operations 26,411 38,050 26,350 37,500 36,800
Capital 1,173 1,400 1,400 2,000 2,000
395,439 417,522 361,447 422,900 432,200
Parks & Rec
Personnel 2,481,247 2,775,854 2,417,898 2,876,978 2,935,656
Operations 1,457,059 1,511,829 1,036,015 1,502,450 1,577,750
Capital 21,209 29,250 27,250 30,850 30,850
Parks & Rec Total 3,959,516 4,316,933 3,481,163 4,410,278 4,544,256
NON-DEPARTMENTAL
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GENERAL FUND EXPENDITURE S UMMARY
2)FY20/21 includes $1,119,993 in CARES original budget money and $1,121,385 in projected budget money
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Non-Departmental
Personnel 4,095,206 4,732,629 4,555,363 5,514,535 6,757,823
Operations 1,650,021 2,604,493 2,625,852 1,836,650 1,828,750
Capital 0 0 0 0 0
5,745,227 7,337,122 7,181,215 7,351,185 8,586,573
ASSESSMENT DISTRICTS & COMMUNITY
FACILITY DISTRICTS
CITY OF TUSTIN
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PAGE 120
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.
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EXPENDITURE SUMMARIES
ASSESSMENT DISTRICTS
COMMUNITY FACILITIES DISTRICT
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Assess. District 95-1 Construction
Personnel 0 0 0 0 0
Operations 484,155 551,000 772,706 0 0
Capital 0 0 0 0 0
431 District 95-1 Const. Total 484,155 551,000 772,706 0 0
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
CFD 04-1
Personnel 0 0 0 0 0
Operations 713,496 1,345,319 705,106 710,306 704,906
Capital 0 0 0 0 0
433 CFD 04-1 Total 713,496 1,345,319 705,106 710,306 704,906
CFD 06-1 Construction
Personnel 0 0 0 0 0
Operations 125,070 6,540 4,810 6,540 0
Capital 0 2,610,000 2,678,000 125,668 0
434 CFD 06-1 Construction Total 125,070 2,616,540 2,682,810 132,208 0
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Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
CFD 06-1 Debt Svs
Personnel 0 0 0 0 0
Operations 3,363,350 5,340,913 3,464,722 3,501,800 3,571,000
Capital 0 0 0 0 0
435 CFD 06-1 Debt Svs Total 3,363,350 5,340,913 3,464,722 3,501,800 3,571,000
CFD 07-1 Debt Svs
Personnel 0 0 0 0 0
Operations 925,918 1,122,725 950,140 951,800 1,047,300
Capital 0 0 0 0 0
436 CFD 07-1 Debt Svs Total 925,918 1,122,725 950,140 951,800 1,047,300
CFD 14-01 Debt Service
Personnel 0 0 0 0 0
Operations 1,489,915 1,443,175 1,516,760 1,527,500 1,556,900
Capital 0 0 0 0 0
441 CFD 14-01 Debt Service Total 1,489,915 1,443,175 1,516,760 1,527,500 1,556,900
Special Tax B
Personnel 0 0 0 0 0
Operations 3,486,418 4,154,000 4,547,440 4,607,819 4,700,000
Capital 0 0 0 0 0
442 Special Tax B Total 3,486,418 4,154,000 4,547,440 4,607,819 4,700,000
CFD 14-01 Construction
Personnel 0 0 0 0 0
Operations 0 2,150 4,038,380 2,150 2,150
Capital 1,580,820 1,890,000 350,000 4,375,000 0
443 CFD 14-01 Construction 1,580,820 1,892,150 4,388,380 4,377,150 2,150
TUSTIN LANDSCAPE LIGHTING
DISTRICT & STREET LIGHTING
CITY OF TUSTIN
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EXPENDITURE SUMMARY
LIGHTING LANDSCAPE DISTRICT
STREET LIGHTING
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Tustin LLD, Special District
Personnel 0 0 0 0 0
Operations 1,225,099 1,229,000 1,293,000 1,238,000 1,270,000
Capital 0 0 0 0 0
141 Tustin LLD Total 1,225,099 1,229,000 1,293,000 1,238,000 1,270,000
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Tustin SL
Personnel 0 107,700 107,700 107,700 107,700
Operations 830,616 960,500 874,020 365,000 378,000
Capital 0 0 0 0 0
142 Tustin SL Total 830,616 1,068,200 981,720 472,700 485,700
WATER ENTERPRISE
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WATER ENTERPRISE
ORGANIZATIONAL CHART
CITY OF TUSTIN
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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.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.
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.
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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.
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.
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 129
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
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 130
EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Water, Service Billing
Personnel 813,087 1,020,700 955,560 1,145,600 1,146,400
Operations 1,575,702 3,397,300 3,431,128 3,397,300 3,398,600
Capital 18,806 50,000 20,000 50,000 50,000
2,407,594 4,468,000 4,406,688 4,592,900 4,595,000
Water, Administration
Personnel 759,447 787,100 967,883 845,700 848,000
Operations 2,664,433 2,420,579 3,478,893 3,238,890 3,240,300
Capital 0 0 0 0 0
3,423,880 3,207,679 4,446,776 4,084,590 4,088,300
Water Distribution
Personnel 1,104,956 1,276,300 1,184,290 1,276,300 1,275,000
Operations 235,169 150,200 241,700 379,900 258,000
Capital 0 0 0 0 0
1,340,125 1,426,500 1,425,990 1,656,200 1,533,000
Main Street Facilities
Personnel 82,316 173,100 154,262 173,100 173,000
Operations 98,019 92,800 81,300 62,500 162,000
Capital 0 0 0 0 0
180,335 265,900 235,562 235,600 335,000
17th Street Desalter
Personnel 330,863 243,300 222,656 243,300 244,000
Operations 1,922,231 1,913,100 2,300,362 2,536,300 2,535,400
Capital 0 0 0 0 0
2,253,094 2,156,400 2,523,018 2,779,600 2,779,400
Imported Water
Personnel 110,022 104,800 99,152 106,300 106,000
Operations 1,019,869 1,120,000 3,603,400 6,383,500 4,827,000
Capital 0 0 0 0 0
1,129,891 1,224,800 3,702,552 6,489,800 4,933,000
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 131
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Water Production
Personnel 276,839 232,400 238,777 257,400 257,000
Operations 4,256,598 5,237,770 3,432,770 1,504,432 2,974,000
Capital 0 0 0 0 0
4,533,437 5,470,170 3,671,547 1,761,832 3,231,000
Water Utility Fund Total
Personnel 3,477,530 3,837,700 3,822,581 4,047,700 4,049,400
Operations 11,772,021 14,331,749 16,569,553 17,502,822 17,395,300
Capital 18,806 50,000 20,000 50,000 50,000
300 Water Utility Fund Total 15,268,357 18,219,449 20,412,134 21,600,522 21,494,700
Water Capital Fund
Personnel 0 0 0 0 0
Operations 425,625 643,511 740,287 500,000 500,000
Capital 0 0 2,577,648 4,626,140 250,000
301 Water Capital Fund Total 425,625 643,511 3,317,935 5,126,140 750,000
2011 Water Revenue Bond Fund
Personnel 0 0 0 0 0
Operations 120 0 0 0 0
Capital Outlay 0 0 0 0 0
305 2011 Water Bond Fund Total 120 0 0 0 0
2013 Water Revenue Bond Fund
Personnel 0 0 0 0 0
Operations 6,188 0 0 0 0
Capital Outlay 0 0 7,991,454 3,586,358 0
306 2013 Water Bond Fund Total 6,188 0 7,991,454 3,586,358 0
SPECIAL REVENUE FUNDS
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 133
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 S UMMARY
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
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
CDBG Total
Personnel 150,514 260,900 260,900 168,000 168,000
Operations 216,380 1,684,407 1,684,407 1,925,345 145,345
Capital 54,838 0 0 960,000 0
120 CDBG Total 421,732 1,945,307 1,945,307 3,053,345 313,345
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Cable PEG Fees
Personnel 0 0 0 0 0
Operations 87,220 79,073 79,073 79,073 79,073
Capital 0 0 0 0 0
129 Cable PEG Fees Total 87,220 79,073 79,073 79,073 79,073
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 134
SOUTH COAST AIR QUALITY M ANAGEMENT
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 SUMMARY
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
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
SCAQMD, Non-Departmental
Personnel 0 0 0 0 0
Operations 204 500,000 466,690 0 0
Capital 0 0 33,310 0 0
133 SCAQMD Total 204 500,000 500,000 0 0
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Asset Forfeit, Non-Dept.
Personnel 0 0 0 0 0
Operations 25 0 0 0 0
Capital 0 0 0 0 0
134 Asset Forfeit Total 25 0 0 0 0
RNSP Asset Forfeit, Non-Dept.
Personnel 0 0 0 0 0
Operations 109,791 0 0 0 0
Capital 0 0 0 0 0
135 RNSP Asset Forfeit Total 109,791 0 0 0 0
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 135
SUPPLEMENTAL L AW 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 S UMMARY
MEASURE M2 FUNDS
DESCRIPTION:
This fund is used to account for monies received from the County for street projects.
EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Suppl Law Enforcement, CIP
Personnel 139,490 136,900 136,900 142,300 142,300
Operations 78 0 0 0 0
Capital 5,932 0 0 0 0
136 Suppl Law Total 145,499 136,900 136,900 142,300 142,300
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Measure M2
Personnel 0 0 0 0 0
Operations 119,241 40,000 351,401 40,000 40,000
Capital 464,906 1,958,197 2,075,900 2,263,740 1,070,000
139 Measure M2 Total 584,147 1,998,197 2,427,301 2,303,740 1,110,000
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 136
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 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Gas Tax Total
Personnel 128,372 264,300 329,300 266,700 266,700
Operations 1,452,949 1,376,149 1,543,248 1,166,102 1,166,102
Capital 106,430 2,949,740 675,000 550,000 200,000
130 Gas Tax Total 1,687,752 4,590,189 2,547,548 1,982,802 1,632,802
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 137
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 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Park Dev, CIP
Personnel 0 0 0 0 0
Operations 427,419 22,164 110,549 0 0
Capital 1,808,693 2,264,000 1,644,648 1,518,412 1,035,000
131 Park Dev Total 2,236,112 2,286,164 1,755,197 1,518,412 1,035,000
Park Dev Tustin Legacy, CIP
Personnel 0 0 0 0 0
Operations 59 0 0 0 0
Capital 714,580 242,650 55,632 0 0
132 Park Dev Tustin Legacy Total 714,639 242,650 55,632 0 0
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 138
INTERNAL SERVICE FUNDS
EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Workers Comp, Self Insurance
Personnel 0 0 0 0 0
`Operations 2,072,935 1,143,299 1,332,058 1,367,586 1,404,655
Capital 0 5,000 5,000 5,000 5,000
181 Workers Comp Total 2,072,935 1,148,299 1,337,058 1,372,586 1,409,655
Liability, Self Insurance
Personnel 0 0 0 0 0
Operations 1,281,549 1,254,418 1,195,661 1,290,820 1,489,100
Capital 0 0 0 0 0
182 Liability Total 1,281,549 1,254,418 1,195,661 1,290,820 1,489,100
Unemployment, Self Insurance
Personnel 0 0 0 0 0
Operations 4,920 25,000 (19,000)25,000 25,000
Capital 0 0 0 0 0
183 Unemployment 4,920 25,000 (19,000)25,000 25,000
Personnel 0 0 0 0 0
Operations 3,966 1,500 1,500 1,500 1,500
Capital 1,164,182 848,410 770,860 2,058,264 532,356
184 Equip. Replacement Total 1,168,149 849,910 772,360 2,059,764 533,856
Equipment Replacement
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 139
BACKBONE & LAND HELD FOR RESALE FUNDS
EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Oblg Reimb Frm Successor Agncy
Personnel 0 0 0 0 0
Operations 2,044,283 0 1,448 0 0
Capital 0 0 0 0 0
186 Oblg Reimb Frm Successor Agncy Total2,044,283 0 1,448 0 0
Backbone Fee Fund
Personnel 0 0 0 56,100 55,900
Operations 318,470 21,147 21,147 21,147 21,147
Capital 15,802,302 8,798,107 3,119,788 2,175,000 5,500,000
187 Backbone Fee Fund Total 16,120,772 8,819,254 3,140,935 2,252,247 5,577,047
Land Held for Resale
Personnel 3,300,000 3,300,000 0 1,841,900 1,841,900
Operations 5,340,019 8,000,552 7,249,461 7,836,344 8,823,474
Capital 5,860,019 9,765,841 2,980,000 8,282,034 1,100,000
189 Land Held for Resale Total 14,500,037 21,066,393 10,229,461 17,960,278 11,765,374
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 140
ROAD MAINTENANCE & REHAB FUNDS
EXPENDITURE SUMMARY
SOLID WASTE FUNDS
EXPENDITURE SUMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Road Maint & Rehab
Personnel 0 0 0 22,400 22,400
Operations 4,458 0 17,418 0 0
Capital 424,492 804,083 916,854 1,231,854 1,050,000
140 Tustin LLD Total 428,950 804,083 934,272 1,254,254 1,072,400
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Solid Waste
Personnel 124,297 138,500 137,131 144,000 144,000
Operations 59,255 80,000 80,000 80,000 80,000
Capital 0 0 0 0 0
171 Solid Waste Total 183,551 218,500 217,131 224,000 224,000
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 141
SPECIAL EVENTS FUNDS
EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Special Events - Tustin Street Fair
Personnel 0 5,000 2,500 5,000 5,000
`Operations 38,562 148,153 76,325 117,153 117,153
Capital 0 0 0 0 0
38,562 153,153 78,825 122,153 122,153
Special Events - Tustin Tiller Days
Personnel 0 8,500 0 8,500 8,500
`Operations 195,914 166,400 6,500 131,000 131,000
Capital 0 0 0 0 0
195,914 174,900 6,500 139,500 139,500
Special Events - Other
Personnel 0 0 0 0 0
`Operations 27,635 55,500 5,000 55,500 55,500
Capital 0 0 0 0 0
27,635 55,500 5,000 55,500 55,500
Special Events Total
Personnel 0 13,500 2,500 13,500 13,500
`Operations 262,111 370,053 87,825 303,653 303,653
Capital 0 0 0 0 0
180 Special Events Total 262,111 383,553 90,325 317,153 317,153
INFORMATION TECHNOLOGY
(INTERNAL SERVICE FUND)
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 143
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 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Information Technology
Personnel 455,058 842,400 771,300 859,300 859,300
Operations 1,021,575 1,950,746 1,971,752 2,030,746 1,950,746
Capital 764,761 1,111,193 1,111,193 1,111,193 1,111,193
185 Info. Technology Total 2,241,394 3,904,338 3,854,245 4,001,238 3,921,238
HOUSING AUTHORITY
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 145
EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Tustin Housing Authority
Personnel 404,321 351,900 353,597 368,600 368,600
Operations 889,596 1,912,047 1,203,405 1,109,944 499,840
Capital 0 0 0 0 0
575 Tustin Housing Authority Total 1,293,917 2,263,947 1,557,002 1,478,544 868,440
CAPITAL IMPROVEMENT PROGRAM
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 147
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.
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
CIP, CIP
Personnel 0 0 0 0 0
Operations 53,865 0 213 0 0
Capital 7,643,426 2,887,647 2,887,138 3,095,000 3,500,000
200 CIP Total 7,697,291 2,887,647 2,887,351 3,095,000 3,500,000
PARS OPEB TRUST
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 149
EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
PARS OPEB Trust Fund
Personnel 0 0 0 0 0
Operations 11,194 0 0 0 0
Capital 0 0 0 0 0
571 MCAS 2010 TABs Total 11,194 0 0 0 0
VOLUNTARY WORKFORCE HOUSING
INCENTIVE PROGRAM
CITY OF TUSTIN
2021-23 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 151
DESCRIPTION:
The Voluntary Workforce Housing Incentive Program Fund accounts for fees received from developers who
opt to construct a “residential project” that will receive the benefit of a “residential allocation reservation” (as
defined in Tustin City Code section B9912) within any existing or future-adopted specific plan area as set
forth in Ordinance No. 1491. All in-lieu fees are required to be expended exclusively to provide housing
affordable to extremely low, very low, low, and moderate-income households in the City of Tustin, and
administration and compliance monitoring of the Voluntary Workforce Housing Incentive Program.
EXPENDITURE S UMMARY
Expenditure Summary 19/20 20/21 20/21 21/22 22/23
Actual Budget Projected Adopted Proposed
Voluntary Workforce Housing Incentive Prog
Personnel 0 0 0 0 0
Operations 0 0 0 0 0
Capital 0 0 0 0 0
577 Voluntary Workforce Hsg Incentive Prog 0 0 0 0 0