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HomeMy WebLinkAbout11 FISCAL YEAR 2023-2024 BUDGET ADOPTIONDocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F 11 Agenda Item Reviewed: Ds AGENDAREPORT City Manager Finance Director MEETING DATE: JUNE 20, 2023 TO: MATTHEW S. WEST, CITY MANAGER FROM: JENNIFER KING, FINANCE DIRECTOR/CITY TREASURER SUBJECT: FISCAL YEAR 2023-2024 BUDGET ADOPTION SUMMARY: On May 23, 2023, the City Council conducted a budget workshop on the Proposed Biennial Operating Budget and Capital Improvement Program for Fiscal Years 2023-2024 and 2024-2025, which allocate resources that reflect the City Council's priorities. RECOMMENDATIONS: 1. Adopt Resolution No. 23-34, Adopting the first year (Fiscal Year 2023-2024) of the 2023-2025 Biennial Budget and Related Documents for Fiscal Year 2023-2024; 2. Adopt Tustin Housing Authority Resolution No. 23-01, Adopting the Housing Authority Budget for Fiscal Year 2023-2024; 3. Adopt Resolution No. 23-33, Updating the Citywide Salary Schedule and the Position Control Schedule consistent with the Proposed Budget for Fiscal Year 2023-2024; and, 4. Adopt Resolution No. 23-32, Increasing the Authority of the Director of Human Resources, City Manager, and City Attorney to Settle General, Employment, and Automobile Liability Claims. CORRELATION TO THE STRATEGIC PLAN: The recommendation correlates to the City's strategic plan by implementing Goal C, strategy #3, to develop and communicate a comprehensive set of financial policies and their purpose to strengthen financial policies. DISCUSSION: DocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F Fiscal Year 2023-2024 Budget Adoption Page 2 of 10 The Proposed Biennial Budget for Fiscal Years 2023-2024 and 2024-2025 represents the spending plan for all funds of the City including the General Fund, Special Revenue Funds, Capital Projects Funds, Internal Service Funds, and Enterprise Funds. The Budget is designed to support annual workplans that achieve the following five "desired (long term) outcomes" as set forth by the City Council. The "desired outcomes" each have their own long term schedule, and are not intended to be completed within the time frame of the 2023-2025 budget period. Instead, the purpose of the desired outcome statements, is to serve as a clear and specific vision for which a path forward may be charted. The proposed budget allocates resources which serve to implement each of the following: • Legacy: Complete Build -Out of the Tustin Legacy Specific Plan as soon as possible consistent with the City's Disposition Manual. • Old Town: Make Old Town a destination for community gatherings, economic activity, and desirable location for real property development. • Pacific Center East: Prioritize the disposition of City -owned property in Pacific Center East and invest that value in other Council priorities, and ensure that each disposition includes time commitments to put the sites to uses acceptable to the Council. • Red Hill Corridor: Maximize real property development opportunities to increase housing supply and commercial space for businesses retention and attraction, enhance public improvements and beautification. • Housing: Provide policy information and options related to all types of housing needs and potential opportunities to increase the City's housing stock. In addition to the statements above, the City will continue to focus its resources toward providing superior public safety, community programs and public infrastructure, such as roads and parks. Changes Since the May 23, 2023 Budget Workshop On May 23, 2023, the City Council conducted a budget workshop on the Proposed Biennial Operating Budget and Capital Improvement Program for Fiscal Years 2023- 2025. Since the workshop, the following changes have been made to the Proposed Budget document: • Fund 100 General Fund and Fund 200 Capital Improvement Program (CIP) Fund. The FY 2022-2023 projected transfer from the General Fund to the CIP Fund is reduced by $1.7 million. This transfer was originally requested for CIP No. 70022 DocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F Fiscal Year 2023-2024 Budget Adoption Page 3 of 10 Annual Roadway Rehabilitation and Sidewalk Repair Project. This project's funding sources have been changed to the Gas Tax Fund and Measure M2 Fund. Therefore, the $1.7 million General Fund transfer is no longer needed. • Fund 189 Land Held for Resale. The FY 2022-2023 projected revenue has been increased by $11.6 million to account for a one-time development profit participation revenue received in May 2023. The FY 2023-2024 CIP expenditure budget has been increased to appropriate this one-time revenue for two Legacy infrastructure projects that will continue to build the groundwork for future development. • Fund 130 Gas Tax Fund. The FY 2022-2023 and FY 2023-2024 revenue projections were adjusted to reflect the most recent estimates released in May. The net revenue decreased by approximately $194,000. Additionally, the FY 2023- 2024 expenditures were increased by $125,000 for a roadway maintenance project that was approved by the City Council on June 6, 2023. The County of Orange is the lead agency on this project. • Fund 131 Park Development Fund. The FY 2023-2024 and FY 2024-2025 revenue projections decreased by $68,800 due to the termination of a cell tower lease agreement at the Tustin Sports Park. • Fund 140 Road Maintenance and Rehabilitation Allocation Fund. The FY 2022- 2023 and 2023-2024 revenue projections were adjusted to reflect the most recent estimates released in May. The net revenue decreased by approximately $97,000. • Fund 180 Special Events. The FY 2023-2024 and FY 2024-2025 personnel budget was reduced by $225,000. The personnel costs for special events are charged to the General Fund therefore the Special Events Fund reimburses the General Fund under an operational budget line item rather than a personnel budget line item. • Fund 181 Workers Compensation. The FY 2024-2025 projected expenditures were increased by $170,000 due to an increase in workers compensation policy premiums. • Fund 300 Water Enterprise Fund. FY 2023-2025 expenditures were increased by $2,715,000 to match with total debt service payment requirements. • Fund 301 Water Capital Fund. The City Council approved the purchase of a variable frequency drive for the Pasadena Well on June 6, 2023, and appropriated $60,000 for this project in FY 2022-2023. Staff originally requested an appropriation of $100,000 in FY 2023-2024 for this project but is no longer needed. The budget was decreased by $40,000. • Fund 575 Successor Agency Trust Fund. The California Department of Finance (DOF) approved the City of Tustin Successor Agency's annual revenue allocation and related obligations. The budget schedules have been adjusted to reflect the agency's budget as approved by the DOF. DocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F Fiscal Year 2023-2024 Budget Adoption Page 4 of 10 • The Position Control has been adjusted to reflect one Police School Resource Officer (SRO) in FY 2022-2023 and two (2) Police SROs in FY 2023-2024. General Fund Revenues The General Fund is the City's primary operating fund and provides most of the City's governmental services. The General Fund's revenues for the Fiscal Years 2023-2024 and 2024-2025 are projected at $86 million and $88 million respectively. The revenue projection reflects a net increase of approximately $4 million over the next two years as compared to the FY 2022-2023 budget. Operating Revenues (A) 2022-2023 Amended Budget 2022-2023 Projected Revenue 2023-2024 Proposed Budget (B) 2024-2025 Proposed Budget (B) - (A) Increase/ (Decrease) Property Tax $ 24,060,981 $ 24,060,981 $ 25,164,598 $ 26,092,410 2,031,429 Sales Tax 34,000,000 35,000,000 35,000,000 35,891,364 1,891,364 Franchise Fees 1,610,000 1,915,015 1,831,000 1,831,000 221,000 Transient Occupancy Tax 2,142,609 2,082,609 2,100,000 2,100,000 (42,609) Other Tax Revenue 1,411,000 1,411,000 1,504,026 1,662,256 251,256 Departmental Revenue 4,773,219 4,773,219 3,220,565 3,473,444 (1,299,775) Use of Money & Property 2,538,977 2,538,977 2,284,744 2,649,425 110,448 Fines & Forfeitures 1,000,000 1,060,000 1,000,000 1,000,000 0 Transfers 10,109,978 10,109,978 11,535,297 10,983,389 873,411 Reimbursements 1,500,000 1,500,000 1,500,000 1,500,000 0 Other Revenue 1,240,700 2,252,198 1,144,500 1,069,500 (171,200) Some of the major revenue changes are as follows: Sales Tax Revenue is the General Fund's largest source of revenue, which makes up approximately 41 % of General Fund revenues. Sales tax revenue is projected to remain flat at $35 million in Fiscal Year 2023-2024 and a slight increase (2.5%) in Fiscal Year 2024-2025. While strong job numbers and low unemployment rates allow consumer and business spending to remain solid, rising interest rates and inflation -related concerns are also impacting the continued growth of taxable sales over the next two years. Property Tax Revenue is the General Fund's second-largest source of revenue, which makes up approximately 29% of General Fund revenues. Property tax revenue is projected to increase by 3.5% to 4.5% per year largely from changes in ownership, development at the Tustin Legacy, and the 2% Proposition 13 inflation DocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F Fiscal Year 2023-2024 Budget Adoption Page 5 of 10 adjustment. Departmental Revenue is projected to decrease by $1.3 million mainly due to a reduction in building permit -related fees as the Brookfield residential project will be completed this year. It is important to note that the FY 2023-2025 departmental revenues in the proposed Biennial Budget do not include any future building projects and permit/user fee updates that have not been approved by the City Council. Additional revenues from projects and/or fee changes approved after the annual budget adoption will be brought forward to the City Council during the next budget review. General Fund Expenditures The General Fund's expenditures for the Fiscal Years 2023-2024 and 2024-2025 are projected to be $90 million and $92 million, respectively. The projected expenditures reflect a net increase of approximately $2 million over the next two years, excludes the one-time loan of $3.8 million from the General Fund to the Water Fund as approved by the City Council on May 2, 2023. This loan will be repaid with interest to the General Fund over the next seven years. Operating Expenditures (A) 2022-2023 Amended Budget 2022-2023 Project Expenditures 2023-2024 Proposed Budget (B) 2024-2025 Proposed Budget (B) - (A) Increase/ (Decrease) City Council $ 71,800 $ 51,156 $ 86,800 $ 86,800 $ 15,000 City Clerk 842,431 842,431 893,130 1,001,107 158,676 City Attorney 923,000 923,000 969,150 1,017,600 94,600 City Manager 936,356 928,168 1,007,300 1,032,033 95,677 Economic Development 1,384,406 1,270,008 1,683,159 1,696,338 311,932 Finance 1,850,012 1,804,883 1,957,578 2,000,310 150,298 Human Resources 1,145,891 1,140,801 1,264,413 1,339,623 193,732 Community Development 4,476,194 4,312,840 4,692,400 4,776,492 300,298 Public Works 14,850,871 14,850,871 16,172,456 16,519,492 1,668,621 Police Services 31,948,467 31,529,032 33,718,338 34,542,484 2,594,017 Fire Services 10,077,639 10,077,639 10,623,700 11,098,438 1,020,799 Parks and Recreation 4,892,792 4,891,221 5,321,023 5,452,841 560,049 Non -Departmental* 14,904,698 13,204,698 11,653,577 11,707,660 (3,197,038) Non -Departmental Maintenance of Effort 1,700,000 1,700,000 - - (1,700,000) * Excludes the one-time loan of $3.8 million from the General Fund to the Water Fund. The loan will be repaid over the next seven years with interest. DocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F Fiscal Year 2023-2024 Budget Adoption Page 6 of 10 Major changes impacting all departments are as follows: Personnel costs are projected to increase by $1.7 million in Fiscal Year 2023-2024 and another $1.1 million in Fiscal Year 2024-2025. These increases are associated with previously negotiated MOU obligations, step adjustments, and position requests. Details of the personnel requests are described later in this report. Service Contracts are projected to increase across the board due to inflationary adjustments. These contracts include professional services, IT services, and maintenance services (i.e., landscaping, tree trimming, building/equipment maintenance and repairs, recreation program contract instructors, etc.). Fire and Animal Care Service Contracts are projected to increase by $650,000 and $500,000 in Fiscal Years 2023-2024 and 2024-2025, respectively. Fire services provided by the Orange County Fire Authority will increase by 4.5% each year. Animal care services provided by the County of Orange will increase by 13% in Fiscal Year 2023-2024 and an estimated additional 2% in Fiscal Year 2024-2025. The increases in animal care services are largely attributed to the County filling critical positions to meet service demands and to offset rising costs of essential supplies. Utility costs are also projected to increase by $426,000 and $110,000 in Fiscal Years 2023-2024 and 2024-2025, respectively. Utilities include electricity, water, gas, and sports lighting for all city -owned locations such as buildings, facilities, parks, streets, traffic lights, medians, etc. The FY 2022-2023 utility budget was underestimated, and the proposed FY 2023-2024 budget reflects a true -up to actual usage as well as the noticed annual rate adjustments. Non -Departmental costs have been reduced to offset increased requests from essential governmental services. Specifically, transfers -out from the General Fund to fund the Capital Improvement Program (CIP) have been reduced in both Fiscal Years 2023-2024 and 2024-2025. All CIP projects continue to be funded from other resources such as the state and county allocations (i.e., gas tax, Road Maintenance and Rehabilitation Act, and Measure M2 Fairshare funds), grants, park development, land proceeds, and other reimbursements. General Fund Reserves The General Fund Reserve Policy provides that the City will maintain a reserve of at least 15% to 20% of annual General Fund operating expenditures. General Fund Reserves are projected at $23.6 million (or 26% of General Fund operating expenditures) at the end of DocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F Fiscal Year 2023-2024 Budget Adoption Page 7 of 10 Fiscal Year 2023-2024 and $19.5 million (or 21% of General Fund operating expenditures) at the end of Fiscal Year 2024-2025. Both years' estimated reserves exceed the Council's target range and continue to provide the necessary level of reserves that will be required in subsequent fiscal years when operating expenditures exceed operating revenues. General Fund Balanced Budget Current forecasts indicate that the City expects to resolve its structural deficit (when operating expenditures exceed operating revenues) once all pension debt has been paid, currently projected for the year 2034. However, other variables, such as increased labor costs, could prolong this timeline. Consequently, the City will need to continue prudent spending practices and utilize significant reserve funds and other one-time revenue sources to maintain financial stability during this period. Personnel Requests The proposed Biennial Budget includes requests for four new positions (three in the General Fund and one in the Water Fund). Two of the new positions are in the Police Department, which is funded by the General Fund at a total annual cost of approximately $360,000. The other two new positions are in the Public Works Department. One of the Public Works positions is funded by the General Fund at an annual cost of approximately $120,000 and the other one is funded by the Water Fund at an annual cost of approximately $189,000. The proposed Biennial Budget also includes eight reclassifications that staff has determined to be necessary to deliver the required service levels. Of the eight reclassifications, six are in Fiscal Year 2023-2024 and two in Fiscal Year 2024-2025. These reclassifications are requested by the City Clerk's Office (1 shared with Human Resources), Human Resources (2), Community Development (1), Economic Development (1), and Finance/IT (3). The estimated total annual cost associated with these proposed reclassifications are approximately $67,000 to the General Fund, $95,000 to the IT Fund, and $14,000 to the Housing Authority Fund. A summary of the personnel requests can be found on the proposed Biennial Budget under the Position Control's footnote section. American Rescue Plan Act (ARPA) Fund Update The City received a total of $19.4 million in ARPA funds, which have been allocated to provide rounds of aid and financial investments into the Tustin community, and to replace DocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F Fiscal Year 2023-2024 Budget Adoption Page 8 of 10 lost revenue for the City as a result of the public health emergency. Over the past two years, the City has distributed small business grants totaling $3.6 million and non-profit grants totaling $900,000 using ARPA funds. In addition, the City applied $7.3 million in ARPA funds to replace lost revenue that funded public safety and the homeless shelter operation. The remaining ARPA funds are obligated for the following purposes. U.S. Department of Treasury guidelines require that all ARPA funds be obligated by December 31, 2024, and spent by December 31, 2026. • Continue the small business grant program ($600k) • Continue the non-profit grant program ($650k) • Continue COVID-related response, relief, and reinvestment ($1.2M) • To replace lost revenue ($5.2M) Capital Improvement Program (CIP) The Proposed CIP is approximately $57 million and $37 million for Fiscal Years 2023-2024 and 2024-2025, respectively. The CIP includes funding for various capital projects which include but are not limited to building and facility improvements, traffic and road -related improvements, water system improvements, and park projects. Approximately $60.5 million in projects that were budgeted in FY 2022-2023 are requested to be carried over since these projects are currently in process. The proposed new projects for Fiscal Years 2023-2024 and 2024-2025 total $33 million and include the following major new projects: • Public Facilities — Police Department Improvements ($700,000) and Police Substation Improvements at Legacy Annex ($740,000); • Water Projects — John Lyttle Reservoir Tank Evaluation, Site Improvements and Safety Upgrades ($600,000); and • Traffic and Roadway Projects — Annual Roadway Maintenance ($3.6 million), Old Town Improvements ($3.1 million), and Red Hill Avenue Rehabilitation from Walnut to 1-5 Freeway ($2 million). Additionally, the City continues to build an infrastructure framework at the Legacy with the Neighborhood D North Phase I Project ($3.8 million) and Neighborhood G Phase I Project ($7.5 million), both of which are funded from development profit participation revenues received from the Brookfield development project. Pension Update Contributions are required to be made to CalPERS to pay for pension benefits, which are derived from three sources — employees, the City, and CalPERS investment earnings. DocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F Fiscal Year 2023-2024 Budget Adoption Page 9 of 10 When CalPERS falls short of the expected rate of return (currently 6.8%), it results in an Unfunded Accrued Liability (UAL). The City's pension liability is projected to be 75% funded on June 30, 2022. Detail funding information will be available when CalPERS issues its actuarial valuation reports in July 2023. In 2018, the City adopted a goal of paying off all pension debt within 15 years and a policy of funding annual discretionary UAL payments. The City has also deposited funds into a separate Pension Trust, which is held by Public Agency Retirement Services (PARS). The PARS Pension Trust has a balance of approximately $11 million as of April 30, 2023, which can be used to reduce the City's net pension liability. The Proposed Biennial Budget includes funding for amounts required to be paid to CalPERS for the mandatory UAL, which is approximately $6.1 million per year. The Proposed Biennial Budget also includes discretionary funding of $2 million per year to the PARS Pension Trust and an additional UAL payment of $2 million to CalPERS. The additional payments are estimated to save the City approximately $17.5 million in interest over the long run and shorten the pension payoff timeframe by ten years. If the City continues to make annual contributions of $2 million to the PARS Pension Trust while also continuing to make additional UAL payments of $2 million to CalPERS each year, it is projected that the City will achieve a 90% funding status within the next six years and all pension debt would be paid off by 2034. However, this projection is dependent on CalPERS earning 6.8% on investments over the long term. Liability Claims Settlements The California Government Code authorizes the governing body of a local public agency to delegate authority to employees to settle claims against the agency. The City Council has not updated the staff's authority to settle liability claims since 2009, when it was increased from $10,000 to $25,000. To improve the efficiency of resolving minor general, employment, and automotive liability claims, staff is recommending that the settlement authority be increased to $50,000, which is in line with contemporary standards. Budget In Brief Upon budget adoption, a "Budget In Brief" will be prepared to provide an overview of the City's budget information in a user-friendly and manageable format for the public to read, which builds on the City's commitment to fiscal stewardship and transparency. DocuSign Envelope ID: C4132333-6D58-4518-A322-B70AAF2BOE8F Fiscal Year 2023-2024 Budget Adoption 1 Jennifer King Finance Director/City Treasurer David Faraone Senior Budget Analyst Page 10 of 10 Sean Tran Deputy Finance Director —Admin. Svs. Glenda Babbitt Management Analyst Attachments: 1. Resolution No. 23-34 Adopting the First Year of the 2023-2025 Biennial Budget and Related Documents for Fiscal Year 2023-2024 2. Housing Authority Resolution No. 23-01 Adopting the Housing Authority Budget for the Fiscal Year 2023-2024 3. Resolution No. 23-33 Updating the Citywide Salary Schedule and the Position Control Schedule 4. Resolution No. 23-32 Increasing the Authority of the Director of Human Resources, City Manager, and City Attorney to Settle General, Employment, and Automobile Liability Claims 5. Proposed Fiscal Year 2023-2024 Budget and Capital Improvement Plan RESOLUTION NO. 23-34 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE FIRST YEAR (FISCAL YEAR 2023-2024) OF THE 2023-2025 BIENNIAL BUDGET AND RELATED DOCUMENTS FOR FISCAL YEAR 2023-2024 WHEREAS, in accordance with Section 1415 of the Tustin City code, the City Manager has prepared and submitted to the City Council a Proposed Biennial Budget for the 2023-2025 fiscal years, beginning July 1, 2023; and WHEREAS, the City Council, as the legislative body of the City, has reviewed the proposed biennial budget; NOW, THEREFORE, the City Council of the City of Tustin does hereby resolve, determine and order as follows: SECTION 1. A certain document is on file in the office of the City Clerk of the City of Tustin, being marked and designated "Fiscal Years 2023-2025 Biennial Budget". The said document, as prepared by the City Manager and reviewed by the City Council, is hereby adopted for the fiscal year commencing July 1, 2023; SECTION 2. The following sums of money are hereby appropriated from the anticipated revenues and available fund balances of the City of Tustin for the Fiscal Year 2023-2024. GOVERNMENTAL FUNDS General Fund: City Council $ 86,800 City Clerk 893,130 City Attorney 969,150 City Manager 1,007,300 Economic Development 1,683,159 Finance 1,957,578 Human Resources 1,264,413 Community Development 4,692,400 Public Works 16,172,456 Police 33,718,338 Fire 10, 623, 700 Parks & Recreations 5,321,023 Non -Departmental 11,653,577 Total General Fund 90,043,024 Resolution 23-34 Page 1 of 4 Saecial Revenue Funds American Rescue Plan Act (ARPA) 3,947,500 Cable PEG Fees 75,000 CDBG 749,455 Community Facilities Districts/Tax B 12,739,442 Gas Tax 4,529,249 Measure M2 4,708,423 RNSP Asset Forfeiture 210,000 Road Maint & Rehab Allocation 3,774,825 Solid Waste 416,174 Special Events 640,880 Supplemental Law Enforcement 183,059 Tustin Landscape & Lighting District 857,004 Tustin Street Lighting 724,546 Total Special Revenue Fund 33,555,557 Caaital Proiects Funds Backbone Fee 4,367,539 Capital Projects 9,033,496 CFD 06-1 Construction 6,540 Park Development 1,074,427 Proceeds of Land Sales 36,663,009 Total Capital Projects Fund 51,145,011 Internal Service Funds Equipment Replacement 2,396,426 Information Technology 4,390,646 Risk Management Funds (181,182,183) 3,542,400 Total Internal Service Fund 10,329,472 TOTAL GOVERNMENTAL FUNDS $ 185,073,064 WATER ENTERPRISE FUNDS Operations/Debt Service $ 22,881,308 Capital Improvements 3,580,551 TOTAL WATER ENTERPRISE FUNDS $ 26,461,859 GRAND TOTAL $ 211,534,923 SECTION 3. The Financial & Budget Policies as presented in the Fiscal Years 2023-2025 Biennial Budget are hereby adopted by the City Council. Resolution 23-34 Page 2 of 4 SECTION 4. The City Manager, or designee, is hereby authorized to appropriate American Rescue Plan Act funds consistent with the spending plan outlined within the Fiscal Years 2023-2025 Budget. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin, California, held on the 20th day of June 2023. AUSTIN LUMBARD, Mayor ATTEST: ERICA YASUDA, City Clerk Resolution 23-34 Page 3 of 4 STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Erica Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin, California, do hereby certify that the whole number of the members of the City Council of the City of Tustin is five; that the above and foregoing Resolution No. 23-34 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 20th day of June 2023, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA YASUDA, City Clerk Resolution 23-34 Page 4 of 4 TUSTIN HOUSING AUTHORITY RESOLUTION NO. 23-01 A RESOLUTION OF THE TUSTIN HOUSING AUTHORITY OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE HOUSING AUTHORITY BUDGET FOR THE FISCAL YEAR 2023-2024 WHEREAS, in accordance with Section 1415 of the Tustin City code, the City Manager has prepared and submitted to the Commission of the Tustin Housing Authority a Proposed Biennial Budget for the 2023-2025 fiscal years, beginning July 1, 2023; and WHEREAS, the Commission, as the legislative body of the Tustin Housing Authority, has reviewed this proposed budget; NOW, THEREFORE, the Commission of the Tustin Housing Authority does hereby resolve, determine and order as follows: SECTION 1. A certain document is on file in the office of the City Clerk of the City of Tustin, being marked and designated "Proposed Fiscal Years 2023-2025 Biennial Budget". The said document, as prepared by the City Manager and reviewed by the Commission, is hereby adopted for the fiscal year commencing July 1, 2023; SECTION 2. The following sums of money are hereby appropriated from the anticipated revenues and available fund balance of the Tustin Housing Authority for the Fiscal Year 2023-2024. TUSTIN HOUSING AUTHORITY Personnel $ 224,058 Operational Costs 1,368,258 TOTAL HOUSING AUTHORITY COSTS $ 1,592,316 Tustin Housing Authority Resolution 23-01 Page 1 of 3 PASSED AND ADOPTED at a regular meeting of the Tustin Housing Authority held on the 20th day of June 2023. AUSTIN LUMBARD, Chairman ATTEST: ERIC YASUDA, Secretary Tustin Housing Authority Resolution 23-01 Page 2 of 3 STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Erica Yasuda, Secretary of the Tustin Housing Authority of the City of Tustin, California, do hereby certify that the whole number of the members of the commissioners of the Tustin Housing Authority is five; that the above and foregoing Tustin Housing Authority Resolution No. 23-01 was duly passed and adopted at a regular meeting of the Tustin Housing Authority, held on the 20th day of June 2023, by the following vote: COMMISSIONERS AYES: COMMISSIONERS NOES: COMMISSIONERS ABSTAINED: COMMISSIONERS ABSENT: ERICA YASUDA, Secretary Tustin Housing Authority Resolution 23-01 Page 3 of 3 RESOLUTION NO. 23-33 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, UPDATING THE CITYWIDE SALARY SCHEDULE AND THE POSITION CONTROL SCHEDULE WHEREAS, the City Council of the City of Tustin, California (the "City") has authorized and directed, under the provisions of the City's Personnel Rules, Resolution No. 15-50, the preparation of a Classification and Compensation Plan for all employees in the City service; and WHEREAS, Resolution No. 15-50 requires that amendments or revisions to the Classification and Compensation Plan be approved by resolution of the City Council; and WHEREAS, the City Council has previously adopted resolutions determining the salary ranges for each represented and unrepresented employee group; and WHEREAS, the City desires to adopt an updated salary schedule incorporating the salary ranges for all City classifications in one comprehensive document; and WHEREAS, the City desires to adopt an updated position control schedule that outlines authorized positions consistent with the proposed biennial budget for fiscal years 2023-24 and 2024-25. NOW, THEREFORE, BE IT RESOLVED: The City of Tustin salary schedule, effective June 20, 2023 is hereby approved and incorporated herein by reference. The City of Tustin position control schedule titled "2023-2025 Position Control" as presented to the City Council on June 20, 2023 is hereby approved and incorporated herein by reference. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin held on the 20t" day of June 2023. AUSTIN LUMBARD Mayor Resolution 23-33 Page 1 of 2 ATTEST: ERICA N. YASUDA City Clerk STATE OF CALIFORNIA ) COUNTY OF ORANGE 1 SS CITY OF TUSTIN I, Erica Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin, California, do hereby certify that the whole number of the members of the City Council of the City of Tustin is five; that the above and foregoing Resolution No. 23-33 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 20th day of June 2023, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA N. YASUDA City Clerk Resolution 23-33 Page 2 of 2 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates FULL-TIME EMPLOYEES Accountant TMEA 6/30/2023 6/20/2022 $ 33.51 $ 35.24 $ 37.04 $ 38.93 $ 40.93 $ 42.97 $ Accounting Specialist TMEA 6/30/2023 6/20/2022 $ 23.68 $ 24.90 $ 26.18 $ 27.52 $ 28.92 $ 30.37 $ Accounting Specialist PT TMEA 6/30/2023 6/20/2022 $ 23.68 $ 24.90 $ 26.18 $ 27.52 $ 28.92 $ 30.37 $ Accounting Supervisor MGMT 6/30/2023 6/20/2022 $ 51.47 $ 54.10 $ 56.87 $ 59.79 $ 62.84 $ 65.99 $ Administrative Assistant-CONF CONF 6/30/2023 6/20/2022 $ 26.31 $ 27.65 $ 29.07 $ 30.55 $ 32.13 $ 33.73 $ Administrative Assistant-TMEA TMEA 6/30/2023 6/20/2022 $ 26.24 $ 27.58 $ 29.00 $ 30.48 $ 32.04 $ 33.65 $ Administrative Services Mgr MGMT 6/30/2023 6/20/2022 $ 58.31 $ 61.30 $ 64.44 $ 67.74 $ 71.21 $ 74.75 $ Assistant City Manager EMGT 6/30/2023 6/20/2022 $ 90.04 $ 94.65 $ 99.50 $ 104.58 $ 109.95 $ 115.44 $ Assistant Dir of Com Dev-Plan MGMT 6/30/2023 6/20/2022 $ 64.27 $ 67.56 $ 71.02 $ 74.66 $ 78.49 $ 82.41 $ Assistant Dir of Comm Dev MGMT 6/30/2023 6/20/2022 $ 64.27 $ 67.56 $ 71.02 $ 74.66 $ 78.49 $ 82.41 $ Assistant Dir of Comm Dev-Bldg MGMT 6/30/2023 6/20/2022 $ 67.49 $ 70.94 $ 74.58 $ 78.40 $ 82.41 $ 86.52 $ Assistant Dir of Public Works MGMT 6/30/2023 6/20/2022 $ 73.99 $ 77.69 $ 81.58 $ 85.65 $ 89.94 $ 94.44 $ Assistant Engineer TMEA 6/30/2023 6/20/2022 $ 40.32 $ 42.38 $ 44.55 $ 46.83 $ 49.23 $ 51.70 $ Assistant Plan Check Engineer TMEA 6/30/2023 2/21 /2023 $ 40.32 $ 42.38 $ 44.55 $ 46.83 $ 49.23 $ 51.70 $ Assistant Planner TMEA 6/30/2023 6/20/2022 $ 33.51 $ 35.24 $ 37.04 $ 38.93 $ 40.93 $ 42.97 $ Assistant to the City Manager MGMT 6/30/2023 6/20/2022 $ 58.31 $ 61.30 $ 64.44 $ 67.74 $ 71.21 $ 74.75 $ Associate Engineer TMEA 6/30/2023 6/20/2022 $ 45.79 $ 48.14 $ 50.60 $ 53.20 $ 55.92 $ 58.72 $ Associate Plan Check Engineer TMEA 6/30/2023 2/21 /2023 $ 45.79 $ 48.14 $ 50.60 $ 53.20 $ 55.92 $ 58.72 $ Associate Planner TMEA 6/30/2023 6/20/2022 $ 37.13 $ 39.03 $ 41.03 $ 43.13 $ 45.34 $ 47.60 $ Behavioral Health Bureau Cmdr MGMT 6/19/2023 6/20/2022 $ 59.04 $ 62.07 $ 65.25 $ 68.59 $ 72.10 $ 75.71 $ Building Inspection Supv MGMT 6/30/2023 6/20/2022 $ 44.98 $ 47.28 $ 49.70 $ 52.25 $ 54.92 $ 57.67 $ Building Inspector TMEA 6/30/2023 6/20/2022 $ 34.28 $ 36.03 $ 37.88 $ 39.82 $ 41.86 $ 43.95 $ Building Official MGMT 6/30/2023 6/20/2022 $ 60.87 $ 64.00 $ 67.27 $ 70.72 $ 74.33 $ 78.05 $ Building Permit Technician TMEA 6/30/2023 6/20/2022 $ 25.53 $ 26.83 $ 28.22 $ 29.65 $ 31.17 $ 32.73 $ City Clerk MGMT 6/30/2023 6/20/2022 $ 57.30 $ 60.24 $ 63.31 $ 66.56 $ 69.97 $ 73.47 $ City Manager EMGT 1 /1 /2023 7/4/2022 $ 132.69 $ - $ - $ - $ - $ - $ Code Enforcement Officer TMEA 6/30/2023 6/20/2022 $ 32.93 $ 34.62 $ 36.39 $ 38.26 $ 40.22 $ 42.22 $ Code Enforcement Officer PT TMEA 6/30/2023 6/20/2022 $ 32.93 $ 34.62 $ 36.39 $ 38.26 $ 40.22 $ 42.22 $ Crime Analyst TPSA 6/19/2023 6/20/2022 $ 36.48 $ 38.35 $ 40.32 $ 42.38 $ 44.55 $ 46.77 $ Customer Service Supervisor SUPV 6/30/2023 6/20/2022 $ 33.59 $ 35.32 $ 37.13 $ 39.03 $ 41.02 $ 43.08 $ Deputy Building Official MGMT 6/30/2023 6/20/2022 $ 57.59 $ 60.53 $ 63.64 $ 66.90 $ 70.33 $ 73.83 $ Deputy City Manager EMGT 6/30/2023 6/20/2022 $ 76.54 $ 80.46 $ 84.58 $ 88.92 $ 93.47 $ 98.13 $ Deputy Director of Econ Devel MGMT 6/30/2023 6/20/2022 $ 64.27 $ 67.56 $ 71.02 $ 74.66 $ 78.49 $ 82.41 $ Deputy Director of Finance MGMT 6/30/2023 6/20/2022 $ 64.27 $ 67.56 $ 71.02 $ 74.66 $ 78.49 $ 82.41 $ Annual Salary: Hourly Rate x 2080 Page 1 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/20/2023 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates FULL-TIME EMPLOYEES Deputy Director of Parks & Rec MGMT 6/30/2023 6/20/2022 $ 58.31 $ 61.30 $ 64.44 $ 67.74 $ 71.21 $ 74.75 $ Deputy Director of PW - Eng MGMT 6/30/2023 6/20/2022 $ 70.14 $ 73.74 $ 77.51 $ 81.48 $ 85.64 $ 89.94 $ Deputy Director of PW - Ops MGMT 6/30/2023 6/20/2022 $ 67.46 $ 70.91 $ 74.54 $ 78.36 $ 82.38 $ 86.48 $ Deputy Police Chief MGMT 6/19/2023 6/20/2022 $ 86.84 $ 91.30 $ 95.96 $ 100.77 $ 105.80 $ 111.09 $ Director of Community Dev EMGT 6/30/2023 6/20/2022 $ 77.12 $ 81.07 $ 85.22 $ 89.60 $ 94.18 $ 98.89 $ Director of Economic Devel EMGT 6/30/2023 6/20/2022 $ 82.41 $ 86.64 $ 91.06 $ 95.73 $ 100.62 $ 105.67 $ Director of Finance / CT EMGT 6/30/2023 6/20/2022 $ 82.41 $ 86.64 $ 91.06 $ 95.73 $ 100.62 $ 105.67 $ Director of Human Resources EMGT 6/30/2023 6/20/2022 $ 69.97 $ 73.55 $ 77.31 $ 81.28 $ 85.44 $ 89.71 $ Director of Parks & Rec EMGT 6/30/2023 6/20/2022 $ 72.10 $ 75.79 $ 79.66 $ 83.75 $ 88.04 $ 92.44 $ Director of Public Wks / CE EMGT 6/30/2023 6/20/2022 $ 84.38 $ 88.70 $ 93.24 $ 98.02 $ 103.04 $ 108.19 $ Economic Devel & Housing Mgr MGMT 6/30/2023 6/20/2022 $ 59.63 $ 62.70 $ 65.89 $ 69.27 $ 72.82 $ 76.46 $ Economic Development Proi Mgr MGMT 6/30/2023 6/20/2022 $ 45.31 $ 47.64 $ 50.07 $ 52.65 $ 55.34 $ 58.10 $ Electrician TMEA 6/30/2023 6/20/2022 $ 32.88 $ 34.56 $ 36.33 $ 38.19 $ 40.15 $ 42.16 $ Equipment Mechanic TMEA 6/30/2023 6/20/2022 $ 29.44 $ 30.94 $ 32.52 $ 34.20 $ 35.94 $ 37.74 $ Equipment Mechanic Leadworker TMEA 6/30/2023 2/21 /2023 $ 32.53 $ 34.20 $ 35.94 $ 37.74 $ 39.63 $ 41.61 $ Equipment Operator TMEA 6/30/2023 6/20/2022 $ 28.22 $ 29.65 $ 31.17 $ 32.77 $ 34.45 $ 36.17 $ Executive Assistant-CONF CONF 6/30/2023 6/20/2022 $ 30.55 $ 32.13 $ 33.77 $ 35.50 $ 37.31 $ 39.17 $ Executive Assistant-TMEA TMEA 6/30/2023 6/20/2022 $ 30.48 $ 32.04 $ 33.68 $ 35.41 $ 37.22 $ 39.08 $ Executive Coordinator CONF 6/30/2023 6/20/2022 $ 37.98 $ 39.92 $ 41.96 $ 44.11 $ 46.37 $ 48.68 $ Field Services Manager MGMT 6/30/2023 6/20/2022 $ 58.31 $ 61.30 $ 64.44 $ 67.74 $ 71.21 $ 74.75 $ Finance Manager MGMT 6/30/2023 6/20/2022 $ 58.31 $ 61.30 $ 64.44 $ 67.74 $ 71.21 $ 74.75 $ Human Resources Manager MGMT 6/30/2023 6/20/2022 $ 58.31 $ 61.30 $ 64.44 $ 67.74 $ 71.21 $ 74.75 $ Information Tech Specialist TMEA 6/30/2023 6/20/2022 $ 35.14 $ 36.94 $ 38.84 $ 40.82 $ 42.92 $ 45.06 $ Information Tech Supervisor MGMT 6/30/2023 6/20/2022 $ 57.30 $ 60.24 $ 63.31 $ 66.56 $ 69.97 $ 73.47 $ Maintenance Leadworker TMEA 6/30/2023 6/20/2022 $ 30.79 $ 32.36 $ 34.02 $ 35.76 $ 37.59 $ 39.48 $ Maintenance Supervisor MGMT 6/30/2023 6/20/2022 $ 39.30 $ 41.32 $ 43.44 $ 45.65 $ 47.99 $ 50.39 $ Maintenance Worker TMEA 6/30/2023 6/20/2022 $ 24.17 $ 25.40 $ 26.71 $ 28.07 $ 29.51 $ 30.98 $ Management Analyst I-CONF CONF 6/30/2023 6/20/2022 $ 37.98 $ 39.92 $ 41.96 $ 44.11 $ 46.37 $ 48.68 $ Management Analyst II-SUPV SUPV 6/30/2023 6/20/2022 $ 44.11 $ 46.37 $ 48.68 $ 51.18 $ 53.79 $ 56.55 $ Management Analyst 11-TPSM TPSM 6/19/2023 6/20/2022 $ 44.11 $ 46.37 $ 48.69 $ 51.18 $ 53.80 $ 56.55 $ Management Analyst I-TMEA TMEA 6/30/2023 6/20/2022 $ 37.88 $ 39.82 $ 41.86 $ 44.00 $ 46.25 $ 48.57 $ Management Analyst I-TPSA TPSA 6/19/2023 6/20/2022 $ 37.98 $ 39.92 $ 41.96 $ 44.11 $ 46.37 $ 48.69 $ Management Assistant-CONF CONF 6/30/2023 6/20/2022 $ 30.03 $ 31.55 $ 33.18 $ 34.88 $ 36.66 $ 38.51 $ Management Assistant-TMEA TMEA 6/30/2023 6/20/2022 $ 29.95 $ 31.48 $ 33.10 $ 34.80 $ 36.57 $ 38.41 $ Annual Salary: Hourly Rate x 2080 Page 2 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/20/2023 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates FULL-TIME EMPLOYEES Management Assistant-TPSA TPSA 6/19/2023 6/20/2022 $ 30.03 $ 31.56 $ 33.18 $ 34.88 $ 36.66 $ 38.50 $ Plan Check Supervisor MGMT 6/30/2023 6/20/2022 $ 44.98 $ 47.28 $ 49.70 $ 52.25 $ 54.92 $ 57.67 $ Planning Technician TMEA 6/30/2023 6/20/2022 $ 29.02 $ 30.47 $ 31.99 $ 33.59 $ 35.27 $ 37.04 $ Police Captain TPMA 6/19/2023 12/19/2022 $ 77.56 $ 81.54 $ 85.71 $ 90.11 $ 94.72 $ 99.44 $ Police Chief EMGT 6/19/2023 6/20/2022 $ 94.55 $ 99.38 $ 104.47 $ 109.83 $ 115.44 $ 121.22 $ Police Civilian Commander MGMT 6/19/2023 6/20/2022 $ 59.04 $ 62.07 $ 65.25 $ 68.59 $ 72.10 $ 75.71 $ Police Comm Lead (3/12.5) TPSA 6/19/2023 6/20/2022 $ 35.64 $ 37.47 $ 39.39 $ 41.41 $ 43.53 $ 45.71 $ Police Comm Officer 1 (3/12.5) TPSA 6/19/2023 6/20/2022 $ 30.38 $ 31.94 $ 33.57 $ 35.29 $ 37.11 $ 38.95 $ Police Comm Officer II (3/12.5 TPSA 6/19/2023 6/20/2022 $ 32.26 $ 33.91 $ 35.64 $ 37.47 $ 39.39 $ 41.36 $ Police Fleet Coordinator TPSA 6/19/2023 6/20/2022 $ 33.35 $ 35.05 $ 36.85 $ 38.74 $ 40.71 $ 42.76 $ Police Lieutenant TPMA 6/19/2023 12/19/2022 $ 65.58 $ 68.94 $ 72.46 $ 76.18 $ 80.08 $ 84.09 $ Police Officer TPOA 6/19/2023 12/19/2022 $ 41.42 $ 43.54 $ 45.78 $ 48.12 $ 50.58 $ 53.16 $ Police Records Lead (3/12.5) TPSA 6/19/2023 6/20/2022 $ 27.29 $ 28.68 $ 30.15 $ 31.70 $ 33.32 $ 34.99 $ Police Records Lead (4/10) TPSA 6/19/2023 6/20/2022 $ 27.93 $ 29.36 $ 30.86 $ 32.44 $ 34.11 $ 35.81 $ Police Records Spec (3/12.5) TPSA 6/19/2023 6/20/2022 $ 24.70 $ 25.96 $ 27.29 $ 28.68 $ 30.15 $ 31.67 $ Police Records Spec (4/10) TPSA 6/19/2023 6/20/2022 $ 25.28 $ 26.57 $ 27.93 $ 29.36 $ 30.86 $ 32.41 $ Police Recruit TPOA 12/19/2022 12/20/2021 $ 30.70 $ - $ - $ - $ - $ - $ Police Sergeant TPMA 6/19/2023 12/19/2022 $ 54.92 $ 57.74 $ 60.70 $ 63.80 $ 67.06 $ 70.42 $ Police Sery Offcr 1 (3/12.5) TPSA 6/19/2023 6/20/2022 $ 28.40 $ 29.85 $ 31.39 $ 32.99 $ 34.68 $ 36.42 $ Police Sery Offcr 1 (4/10) TPSA 6/19/2023 6/20/2022 $ 29.07 $ 30.55 $ 32.12 $ 33.76 $ 35.49 $ 37.27 $ Police Sery Offcr II (3/12.5) TPSA 6/19/2023 6/20/2022 $ 29.93 $ 31.47 $ 33.08 $ 34.76 $ 36.55 $ 38.37 $ Police Sery Offcr 11 (4/10) TPSA 6/19/2023 6/20/2022 $ 30.64 $ 32.21 $ 33.85 $ 35.58 $ 37.41 $ 39.28 $ Police Sery Offcr 111 (3/12.5) TPSA 6/19/2023 6/20/2022 $ 32.26 $ 33.91 $ 35.64 $ 37.47 $ 39.39 $ 41.36 $ Police Sery Offcr 111 (4/10) TPSA 6/19/2023 6/20/2022 $ 33.01 $ 34.71 $ 36.48 $ 38.35 $ 40.32 $ 42.33 $ Police Support Services Mgr TPSM 6/19/2023 6/20/2022 $ 50.45 $ 53.04 $ 55.74 $ 58.60 $ 61.60 $ 64.68 $ Police Support Services Supv TPSM 6/19/2023 6/20/2022 $ 40.21 $ 42.27 $ 44.44 $ 46.71 $ 49.10 $ 51.56 $ Principal Engineer MGMT 6/30/2023 6/20/2022 $ 57.59 $ 60.53 $ 63.64 $ 66.90 $ 70.33 $ 73.83 $ Principal Plan Check Engineer MGMT 6/30/2023 6/20/2022 $ 57.59 $ 60.53 $ 63.64 $ 66.90 $ 70.33 $ 73.83 $ Principal Planner MGMT 6/30/2023 6/20/2022 $ 56.31 $ 59.19 $ 62.22 $ 65.41 $ 68.75 $ 72.19 $ Property & Evidence Specialist TPSA 6/19/2023 6/20/2022 $ 29.51 $ 31.01 $ 32.60 $ 34.28 $ 36.03 $ 37.84 $ Public Works Inspection Supv MGMT 6/30/2023 6/20/2022 $ 40.73 $ 42.81 $ 45.00 $ 47.30 $ 49.73 $ 52.22 $ Public Works Inspector TMEA 6/30/2023 6/20/2022 $ 34.45 $ 36.21 $ 38.06 $ 40.01 $ 42.06 $ 44.17 $ Public Works Manager MGMT 6/30/2023 6/20/2022 $ 55.75 $ 58.60 $ 61.60 $ 64.75 $ 68.07 $ 71.48 $ Recreation Coordinator SUPV 6/30/2023 6/20/2022 $ 32.28 $ 33.94 $ 35.68 $ 37.50 $ 39.42 $ 41.39 $ 104.41 88.29 55.82 73.95 Annual Salary: Hourly Rate x 2080 Page 3 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/20/2023 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates FULL-TIME EMPLOYEES Recreation Facilities Lead TMEA 6/30/2023 6/20/2022 $ 24.96 $ 26.24 $ 27.58 $ 29.00 $ 30.48 $ 32.01 $ Recreation Program Specialist TMEA 6/30/2023 6/20/2022 $ 23.63 $ 24.84 $ 26.11 $ 27.44 $ 28.85 $ 30.30 $ Recreation Superintendent MGMT 6/30/2023 6/20/2022 $ 50.82 $ 53.43 $ 56.17 $ 59.04 $ 62.07 $ 65.16 $ Recreation Supervisor MGMT 6/30/2023 6/20/2022 $ 38.92 $ 40.91 $ 43.01 $ 45.20 $ 47.52 $ 49.89 $ Senior Accountant MGMT 6/30/2023 6/20/2022 $ 40.91 $ 43.01 $ 45.20 $ 47.52 $ 49.95 $ 52.44 $ Senior Accounting Spec TMEA 6/30/2023 6/20/2022 $ 28.85 $ 30.33 $ 31.88 $ 33.51 $ 35.24 $ 36.99 $ Senior Building Inspector TMEA 6/30/2023 6/20/2022 $ 40.32 $ 42.38 $ 44.55 $ 46.83 $ 49.23 $ 51.70 $ Senior Building Permit Technician TMEA 6/30/2023 6/20/2022 $ 29.69 $ 31.17 $ 32.73 $ 34.36 $ 36.08 $ 37.88 $ Senior Code Enforcement Officer TMEA 6/30/2023 6/20/2022 $ 38.26 $ 40.22 $ 42.22 $ 44.33 $ 46.55 $ 48.88 $ Senior Information Tech Spec MGMT 6/30/2023 6/20/2022 $ 41.52 $ 43.65 $ 45.88 $ 48.23 $ 50.71 $ 53.24 $ Senior Maintenance Worker TMEA 6/30/2023 6/20/2022 $ 26.57 $ 27.93 $ 29.36 $ 30.86 $ 32.45 $ 34.07 $ Senior Management Analyst-MGMT MGMT 6/30/2023 6/20/2022 $ 53.79 $ 56.55 $ 59.45 $ 62.48 $ 65.70 $ 69.06 $ Senior Management Analy-TPSM TPSM 6/19/2023 6/20/2022 $ 53.80 $ 56.55 $ 59.45 $ 62.49 $ 65.69 $ 69.05 $ Senior Management Ast-CONF CONF 6/30/2023 6/20/2022 $ 34.88 $ 36.66 $ 38.55 $ 40.52 $ 42.60 $ 44.72 $ Senior Management Ast-TMEA TMEA 6/30/2023 6/20/2022 $ 34.80 $ 36.57 $ 38.45 $ 40.42 $ 42.49 $ 44.61 $ Senior Planner MGMT 6/30/2023 6/20/2022 $ 45.31 $ 47.64 $ 50.07 $ 52.65 $ 55.34 $ 58.10 $ Senior Public Works Inspector TMEA 6/30/2023 6/20/2022 $ 40.32 $ 42.38 $ 44.55 $ 46.83 $ 49.23 $ 51.70 $ Transportation Coordinator TMEA 6/30/2023 6/20/2022 $ 20.14 $ 21.17 $ 22.25 $ 23.39 $ 24.59 $ 25.82 $ Water Distribution Leadworker TMEA 6/30/2023 6/20/2022 $ 33.51 $ 35.24 $ 37.04 $ 38.93 $ 40.93 $ 42.97 $ Water Distribution Oper I TMEA 6/30/2023 6/20/2022 $ 25.02 $ 26.31 $ 27.65 $ 29.07 $ 30.56 $ 32.08 $ Water Distribution Oper II TMEA 6/30/2023 6/20/2022 $ 27.93 $ 29.36 $ 30.86 $ 32.45 $ 34.11 $ 35.81 $ Water Equipment Operator TMEA 6/30/2023 6/20/2022 $ 30.25 $ 31.81 $ 33.44 $ 35.14 $ 36.94 $ 38.79 $ Water Maint & Const Supv MGMT 6/30/2023 6/20/2022 $ 43.22 $ 45.43 $ 47.75 $ 50.20 $ 52.77 $ 55.41 $ Water Meter Reader TMEA 6/30/2023 6/20/2022 $ 27.93 $ 29.36 $ 30.86 $ 32.45 $ 34.11 $ 35.81 $ Water Services Manager MGMT 6/30/2023 6/20/2022 $ 64.59 $ 67.90 $ 71.38 $ 75.04 $ 78.89 $ 82.83 $ Water Treatment Leadworker TMEA 6/30/2023 2/21 /2023 $ 37.69 $ 39.62 $ 41.65 $ 43.74 $ 45.92 $ 48.23 $ Water Treatment Operator I TMEA 6/30/2023 6/20/2022 $ 31.72 $ 33.35 $ 35.05 $ 36.85 $ 38.74 $ 40.68 $ Water Treatment Operator 11 TMEA 6/30/2023 6/20/2022 $ 34.11 $ 35.86 $ 37.69 $ 39.62 $ 41.64 $ 43.73 $ Water Treatment Supervisor MGMT 6/30/2023 6/20/2022 $ 49.34 $ 51.86 $ 54.51 $ 57.30 $ 60.24 $ 63.24 $ Notes *Units are abbreviated as follows: CONF = Confidential, EMGT = Executive Management, MGMT = Management, SUPV = Supervisory, TMEA = Tustin Municipal Employees Association, TPMA = Tustin Police Officers Association - Management Unit, TPOA = Tustin Police Officers Association - Police Officer Unit, TPSA = Tustin Police Support Services Association, TPSM = Tustin Police Support Services Management Association Annual Salary: Hourly Rate x 2080 Page 4 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/20/2023 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates PART-TIME NON-BENEFITTED EMPLOYEES Administrative Intern PT UNRP 12/19/2022 12/20/2021 $ 15.50 Graduate Intern PT UNRP 12/20/2021 12/21 /2020 $ 20.00 Maintenance Aide PT UNRP 12/19/2022 12/20/2021 $ 15.50 Master Reserve Officer PT UNRP 12/19/2022 12/20/2021 $ 41.42 Office Assistant PT UNRP 12/19/2022 12/24/2018 $ 19.00 Parking Control Officer PT UNRP 12/24/2018 6/30/2014 $ 19.00 Police Cadet PT UNRP 12/19/2022 12/20/2021 $ 15.50 Police Reserve Off I PT UNRP 12/24/2018 1 /1 /2008 $ 24.00 Police Reserve Off II PT UNRP 12/24/2018 1 /1 /2008 $ 19.00 Police Reserve Off III PT UNRP 12/24/2018 1 /1 /2008 $ 16.00 Recreation Facilities Ast PT UNRP 12/19/2022 12/20/2021 $ 18.00 Recreation Leader I PT UNRP 12/19/2022 12/20/2021 $ 15.50 Recreation Leader II PT UNRP 12/19/2022 12/20/2021 $ 17.00 Recreation Program Assist PT UNRP 12/19/2022 12/20/2021 $ 20.00 Step A Step B Step C Step D Step E Step F Step G $ 15.50 $ 20.00 $ 25.00 $ 30.00 $ 35.00 $ 40.00 $ 45.00 $ Step H Step I Step J Step K Step L Step M Step N 50.00 $ 55.00 $ 60.00 $ 65.00 $ 70.00 $ 75.00 $ 80.00 Step 0 Step P Step Q Step R Step S Step T Step U $ 85.00 $ 90.00 $ 95.00 $ 100.00 $ 105.00 $ 110.00 $ 115.00 Temporary Employee UNRP 12/19/2022 6/29/2015 $ 120.00 Notes *Units are abbreviated as follows: UNRP = Part -Time Non-Benefitted Employees **The hourly salary rate for any Part -Time Non-Benefitted employee in a job classification with a full-time equivalent is the same as the hourly salary rate of the full-time job classification Annual Salary: Hourly Rate x 2080 Page 5 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/20/2023 CITY OF TUSTIN SALARY SCHEDULE Hourly Rates ELECTED OFFICIALS Council Member 12/6/2022 $ 600.00 12/4/2012 Mayor 12/6/2022 $ 600.00 N/A APPOINTED OFFICIALS Audit Commissioner 12/6/1999 N/A $ 100.00 N/A Building Board of Appeals Member 3/7/2018 N/A $ 150.00 N/A Community Services Commissioner 5/1 /2007 N/A $ 100.00 12/6/1999 Planning Commissioner 5/1 /2007 N/A $ 150.00 12/6/1999 Public Art Committee Member 3/20/2018 N/A $ 100.00 N/A Notes *Typically, the Planning Commission meets up to two (2) times per month, the Community Services Commission meets one (1) time per month, and the Audit Commission meets six (6) times per year. The Building Board of Appeals and Public Art Committee meet as necessary on a project -oriented basis. DISCLAIMER This salary schedule is a summary document provided for information purposes only. All salary rates are adopted via Resolution by the City Council. If any discrepancies exist between a salary listed on this schedule and the salary adopted by Resolution, the salary adopted in the Resolution shall prevail. Annual Salary: Hourly Rate x 2080 Page 6 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/20/2023 2023-25 Position Control List 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Position Summary by Department City Clerk 4.50 4.50 4.50 4.50 0.00 4.50 0.00 City Manager's Office 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Community Development 21.50 21.50 22.50 22.50 0.00 22.50 0.00 Economic Development 7.00 7.00 7.00 7.00 0.00 7.00 0.00 Finance 22.50 22.50 23.00 23.00 0.00 23.00 0.00 Human Resources 5.25 5.25 5.50 5.50 0.00 5.50 0.00 Parks Et Recreation 17.00 17.00 17.00 17.00 0.00 17.00 0.00 Police Department 150.00 153.00 154.00 156.00 2.00 156.00 0.00 Public Works 77.75 78.75 77.00 79.00 2.00 79.00 0.00 Total Position Control - All Departments 310.50 314.50 315.50 319.50 4.00 319.50 0.00 City Clerk Administrative Assistant 2.50 2.50 1.50 1.50 0.00 1.00 -0.50 City Clerk 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Assistant ' 0.00 0.00 1.00 1.00 0.00 1.50 0.50 (Total City Clerk 4.50 4.50 4.50 4.50 0.00 4.50 0.00 City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 0.00 1.00 0.00 City Manager 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Coordinator 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Total City Manager's Office 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Community Development Administrative Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Assistant Director of CD - Building 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Assistant Director of CD - Planning 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Assistant Planner 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Associate Planner 2.00 1.00 1.00 1.00 0.00 1.00 0.00 Building Inspector 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Building Official2 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Building Permit Technician 2.00 3.00 2.00 2.00 0.00 2.00 0.00 Code Enforcement Officer 2.50 1.50 1.50 1.50 0.00 1.50 0.00 Deputy Building Official2 0.00 1.00 1.00 0.00 -1.00 0.00 0.00 Director of Community Development 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/II 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Planning Technician 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Principal Plan Check Engineer 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Principal Planner 2.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Building Inspector 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Code Enforcement Officer 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Building Permit Technician 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Senior Planner 3.00 3.00 3.00 3.00 0.00 3.00 0.00 Total Community Development 21.50 21.50 22.50 22.50 0.00 22.50 0.00 Economic Development Deputy Director of Econ. Dev. 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Director of Economic Development 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Economic Development Et Housing Manager 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/11 2.00 1.00 0.00 0.00 0.00 0.00 0.00 Management Assistant 3 1.00 1.00 1.00 0.00 -1.00 0.00 0.00 Senior Management Assistant 3 0.00 0.00 0.00 1.00 1.00 1.00 0.00 2023-25 Position Control List 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Senior Management Analyst 1.00 1.00 2.00 2.00 0.00 2.00 0.00 Total Economic Development 7.00 7.00 7.00 7.00 0.00 7.00 0.00 Finance Accountant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Accounting Specialist 2.50 2.50 3.00 3.00 0.00 3.00 0.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Director of Finance 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Director of Finance/City Treasurer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Information Technology Specialist "' 3.00 3.00 3.00 0.00 -3.00 0.00 0.00 Information Technology Supervisor " 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Management Analyst 1 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 11 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Management Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Accountant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Accounting Specialist 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Information Tech Specialist 1.00 1.00 1.00 3.00 2.00 3.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Assistant 2.00 2.00 1.00 1.00 0.00 1.00 0.00 Water Meter Reader 2.00 2.00 2.00 2.00 0.00 2.00 0.00 (Total Finance 22.50 22.50 23.00 23.00 0.00 23.00 0.00 Human Resources Administrative Assistant 0.50 0.50 0.50 0.50 0.00 0.00 -0.50 Director of Human Resources 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Human Resources Manager ' 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Management Analyst 1/II ° 0.75 0.75 1.00 2.00 1.00 2.00 0.00 Management Assistant" 2.00 2.00 1.00 1.00 0.00 1.50 0.50 Senior Management Analyst ' 1.00 1.00 1.00 1.00 0.00 0.00 -1.00 Senior Management Assistant 0.00 0.00 1.00 0.00 -1.00 0.00 0.00 Total Human Resources 5.25 5.25 5.50 5.50 0.00 5.50 0.00 Parks Et Recreation Administrative Assistant 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Deputy Director of Parks Et Rec 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Director of Parks Et Recreation 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator 5.00 6.00 6.00 6.00 0.00 6.00 0.00 Recreation Facilities Lead 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Recreation Program Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Superintendent 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Recreation Supervisor 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Sr. Management Assistant 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Total Parks Et Recreation 17.00 17.00 17.00 17.00 0.00 17.00 0.00 Police Department Behavioral Health Bureau Commander 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Crime Analyst (SLESF Grant Funded) 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/II 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Assistant 2.00 1.00 1.00 1.00 0.00 1.00 0.00 Police Captain 1.00 1.00 3.00 3.00 0.00 3.00 0.00 Police Chief 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Police Civilian Commander 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Police Communications Lead 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Police Communications Officer 1/11 10.00 10.00 10.00 10.00 0.00 10.00 0.00 Police Fleet Coordinator 1.00 1.00 1.00 1.00 0.00 1.00 0.00 2023-25 Position Control List 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Police Lieutenant 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Police Officer 69.00 72.00 72.00 72.00 0.00 72.00 0.00 Police Officer (SRO) y 1.00 1.00 1.00 2.00 1.00 2.00 0.00 Police Records Lead 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Police Records Specialist 10.00 10.00 10.00 10.00 0.00 10.00 0.00 Police Sergeant " 18.00 18.00 18.00 19.00 1.00 19.00 0.00 Police Services Officer 1/11/III 15.00 15.00 15.00 15.00 0.00 15.00 0.00 Police Support Services Manager 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Police Support Services Supervisor 4.00 4.00 4.00 4.00 0.00 4.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Total Police Department 150.00 153.00 154.00 156.00 2.00 156.00 0.00 Public Works Assistant Engineer 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Assistant Director of Public Works 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Associate Engineer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Director of PW - Engineering 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Director of PW - Operations 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Director of PW / City Engineer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Electrician 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Equipment Mechanic 3.00 3.00 2.00 2.00 0.00 2.00 0.00 Equipment Operator 3.00 3.00 3.00 3.00 0.00 3.00 0.00 Field Services Manager 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Maintenance Leadworker 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Maintenance Supervisor " 5.00 5.00 4.00 5.00 1.00 5.00 0.00 Maintenance Worker/Sr. Maint. Worker 19.00 20.00 22.00 22.00 0.00 22.00 0.00 Management Assistant 1.00 1.00 3.00 3.00 0.00 3.00 0.00 Principal Engineer 3.00 3.00 3.00 3.00 0.00 3.00 0.00 Public Works Inspector 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Public Works Manager 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Assistant 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Public Works Inspector 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Equipment Mechanic Leadworker 3.00 3.00 1.00 1.00 0.00 1.00 0.00 Water Distribution Leadworker 1.00 1.00 2.00 2.00 0.00 2.00 0.00 Water Distribution Operator 1/11 8.00 8.00 7.00 7.00 0.00 7.00 0.00 Water Equipment Operator 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Water Maint. Et Const. Supervisor 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Water Services Manager " 1.00 1.00 0.00 1.00 1.00 1.00 0.00 Water Treatment Leadworker 2.75 2.75 1.00 1.00 0.00 1.00 0.00 Water Treatment Operator 1 1.25 1.25 1.25 1.25 0.00 1.25 0.00 Water Treatment Operator II 2.75 2.75 1.75 1.75 0.00 1.75 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Total Public Works 77.75 78.75 77.00 79.00 2.00 79.00 0.00 POSITION CONTROL GRAND TOTAL 310.5 314.5 315.50 319.50 4.00 319.50 0.00 Footnotes 1 City Clerk/Human Resources - 24/25 Budget Reclass - HR shared Administrative Assitance to Management Assistant 2 Community Development - 23/24 Budget Reclass - Deputy Building Official to Building Official 3 Economic Development - 23/24 Budget Reclass - Management Assistant to Senior Management Assistant 4 Finance (IT) - 23/24 Budget Reclass - Information Technology Specialist to Information Technology Supervisor 5 Finance (IT) - 23/24 Budget Reclass - Information Technology Specialist to Senior Information Technology Specialist 6 Human Resources/City Clerk - 24/25 Budget Reclass - City Clerk shared Administrative Assistant to Management Assistant 2023-25 Position Control List 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) 7 Human Resources - 24/25 Budget Reclass - Senior Management Analyst to Human Resources Manager 8 Human Resources - 23/24 Budget Reclass - Senior Management Assistant to Management Analyst 1/11 9 Police Department - 23/24 Budget Add - Police Officer, School Resource Officer (SRO) 10 Police Department - 23/24 Budget Add - Sergeant 11 Public Works - 23/24 Budget Add - Reinstate Maintenance Supervisor 12 Public Works - 23/24 Budget Add - Reinstate Water Services Manager RESOLUTION NO. 23-32 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, INCREASING THE AUTHORITY OF THE DIRECTOR OF HUMAN RESOURCES, CITY MANAGER, AND CITY ATTORNEY TO SETTLE GENERAL, EMPLOYMENT, AND AUTOMOTIVE LIABILITY CLAIMS WHEREAS, California Government Code section 935.4, a portion of the California Tort Claims Act, allows a General Law city to authorize, by resolution, the delegation of authority to an employee of the local public entity to allow, compromise, or settle claims against the local public entity; and WHEREAS, the City Council adopted Resolution No. 04-24 on February 17, 2004, authorizing staff to settle general and automobile liability claims up to $10,000; and WHEREAS, Resolution No. 09-55 was adopted on September 15, 2009, increasing staff's settlement authority up to $25,000 and updating the job classifications authorized to settle claims to reflect the City's staffing structure; and WHEREAS, the City Council desires to increase settlement limits in line with contemporary standards, clarify that settlement authority also applies to employment claims, and update the job classifications authorized to settle claims to reflect the City's current staffing structure. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Tustin determines and orders as follows: 1. The Director of Human Resources is authorized to settle general, employment, and automotive liability claims ("claims") in an amount up to and including $25,000. 2. The Director of Human Resources, City Manager, and City Attorney, by consensus, are authorized to settle claims in an amount over $25,000 and up to and including $50,000. 3. Settlement of claims in excess of $50,000 shall be authorized by the City Council. 4. This City Council Resolution No. 23-32 supersedes City Council Resolution No. 09-55. Resolution 23-32 Page 1 of 2 PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin held on the 20t" day of June 2023. AUSTIN LUMBARD Mayor ATTEST: ERICA N. YASUDA City Clerk STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Erica N. Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin, California, do hereby certify that the whole number of the members of the City Council of the City of Tustin is five; that the above and foregoing Resolution No. 23-32 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 20t" day of June 2023, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA N. YASUDA City Clerk Resolution 23-32 Page 2 of 2 o� M-A /da 0 . Ar , • � �.\ C�y/� � ,T ■ y �,�`� �t;� x CITY OF T U STIN ( � Remembering what connec BY 2023-2025 BIENNItiL JUNE 203 2023 CITY OFFICIALS UUUULI MATTHEW S. WEST, CITY MANAGER NICOLE M. BERNARD, ASSISTANT CITY MANGER JUSTINA L. WILLKOM, DIRECTOR OF COMMUNITY DEVELOPMENT JENNIFER KING, DIRECTOR OF FINANCE/CITY TREASURER CHRISTOPHER M. KOSTER, DIRECTOR OF ECONOMIC DEVELOPMENT STUART A. GREENBERG, CHIEF OF POLICE DOUGLAS S. STACK, DIRECTOR OF PUBLIC WORKS CHAD W. CLANTON, DIRECTOR OF PARKS AND RECREATION DERICK L. YASUDA, DIRECTOR OF HUMAN RESOURCES ERICA N. YASUDA, CITY CLERK CITY ATTORNEY DAVID E. KENDIG City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Table of Contents Introduction CityManager's Transmittal Letter............................................................................................................................................................... 3 Cityof Tustin — A Profile................................................................................................................................................................................. 6 TustinCity Council............................................................................................................................................................................................ 8 Boards, Commissions, and Committees..................................................................................................................................................10 The Budget Process TheBudget Process........................................................................................................................................................................................14 Financial Summaries 2022-2023 Projected Fund Balance —ALL Funds.................................................................................................................................18 2023-2024 Proposed Fund Balance — ALL Funds.................................................................................................................................19 2024-2025 Proposed Fund Balance — ALL Funds.................................................................................................................................20 2023-2025 Revenue Summary —All Funds..........................................................................................................................................21 2023-2025 Revenue Summary — General Fund...................................................................................................................................23 2023-2025 Expense Summary —ALL Funds...........................................................................................................................................24 2023-2025 Expense Summary by Type —All Funds..........................................................................................................................26 2023-2025 Department/Division Expense Summary — General Fund.........................................................................................34 2023-2025 Position Control List...............................................................................................................................................................39 City Departments CityCouncil........................................................................................................................................................................................................43 CityManager.....................................................................................................................................................................................................46 CityAttorney.....................................................................................................................................................................................................49 CityClerk............................................................................................................................................................................................................50 EconomicDevelopment.................................................................................................................................................................................53 FinanceDepartment.......................................................................................................................................................................................59 FireServices......................................................................................................................................................................................................65 HumanResources...........................................................................................................................................................................................66 CommunityDevelopment.............................................................................................................................................................................70 PublicWorks.....................................................................................................................................................................................................79 PoliceDepartment..........................................................................................................................................................................................93 Parks& Recreation.......................................................................................................................................................................................108 Non-Departmental....................................................................................................................................................................................... 119 DebtService Administration..................................................................................................................................................................... 121 2023-24 Debt Service Administration................................................................................................................................ 121 2024-25 Debt Service Administration................................................................................................................................122 Capital Improvement Program 2023-24 Capital Improvement Program — Projects & Funding.................................................................................................... 123 2024-25 Capital Improvement Program — Projects & Funding.................................................................................................... 125 2023-25 Capital Improvement Program — Seven -Year Schedule (Years 2023-2026)........................................................126 2023-25 Capital Improvement Program — Seven -Year Schedule (Years 2027-2030)........................................................128 2023-25 Capital Improvement Program Project Detail by Project Type..................................................................................130 2023-25 Public Facilities Projects........................................................................................................................................130 1IPage City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-25 Capital Improvement Program Project Detail by Project Type (Continued) 2023-25 Park Facilities Projects............................................................................................................................................136 2023-25 Traffic Projects..........................................................................................................................................................143 2023-25 Water Distribution Projects..................................................................................................................................155 2023-25 Water Storage Projects.........................................................................................................................................156 2023-25 Water Production Projects....................................................................................................................................157 2023-25 Maintenance Projects..............................................................................................................................................160 2023-25 Capacity Projects......................................................................................................................................................169 Appendix Gann Appropriations Limit Calculation & Resolution......................................................................................................................171 BudgetResolution........................................................................................................................................................................................ 175 Financial& Budget Policies....................................................................................................................................................................... 179 FundBalance Policy................................................................................................................................................................... 179 RevenueManagement Policy................................................................................................................................................. 179 PensionFunding Policy.............................................................................................................................................................179 InvestmentPolicy........................................................................................................................................................................180 PurchasingCard Policy.............................................................................................................................................................181 Internal Control —Integrated Framework............................................................................................................................................. 182 BudgetGlossary...........................................................................................................................................................................................183 21Page i 'Lj s"Ti '16 fof town Pizza - - ► . mi... All tam INTRODUCTION City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� City Manager's Transmittal Letter Honorable Mayor and Members of the City Council: It is my pleasure to present the City of Tustin's Biennial Operating Budget and Capital Improvement Program (CIP) for Fiscal Years 2023-2025. The Budget and CIP provides a funding road map for the next two fiscal years that enables us to continue to provide effective, high -quality public services that foster safety, quality of life, and economic vitality throughout our community. The Budget is designed to support annual workplans that achieve the following five "desired (long-term) outcomes" as set forth by the City Council. The "desired outcomes" each have their own long-term schedule, and are not intended to be completed within the time frame of the 2023-2025 budget period. Instead, the purpose of the desired outcome statements, is to serve as a clear and specific vision for which a path forward may be charted. The proposed budget allocates resources which serve to implement each of the following: Legacy: Complete Build -Out of the Tustin Legacy Specific Plan as soon as possible consistent with the City's Disposition Manual. Old Town: Make Old Town a destination for community gatherings, economic activity, and desirable location for real property development. ❖ Pacific Center East: Prioritize the disposition of City -owned property in Pacific Center East and invest that value in other Council priorities, and ensure that each disposition includes time commitments to put the sites to uses acceptable to the Council. Red Hill Corridor: Maximize real property development opportunities to increase housing supply and commercial space for businesses retention and attraction, enhance public improvements and beautification. Housing: Provide policy information and options related to all types of housing needs and potential opportunities to increase the City's housing stock. In addition to the statements above, the City will continue to focus its resources toward providing superior public safety, community programs and public infrastructure, such as roads and parks. General Fund revenue is projected to be $86 million and $88 million respectively for Fiscal Years 2023-2024 and 2024-2025. Seventy percent (70%) of the City's General Fund revenues come from sales and property taxes. Over the past four years, the City's sales tax revenue has increased by more than 30%, fueled by strong growth in major sectors such as autos and transportation, general consumer goods, restaurants and hotels, and the state and county pools. Looking ahead to the next two years, while strong job numbers and low unemployment rates allow consumer spending to continue, inflation concerns for essential goods and services and higher financing costs have caused consumers to monitor their financial situation more closely. As a result, sales tax revenue is projected to be flat in Fiscal Year 2023-2024 and a small 2.5% increase in Fiscal Year 2024-2025. Property Tax revenue is projected to continue to grow at a stable pace of 3.5% to 4.5% annually largely due to changes in ownership, development throughout the City, and the 2% Proposition 13 inflation adjustment. General Fund expenditures are projected to be $90 million and $92 million respectively for Fiscal Years 2023-2024 and 2024- 2025. The FY 2023-2024 General Fund total expenditure is approximately $40,000 higher than the amended FY 2022-2023 General Fund expenditure budget, excluding the $3.8 million General Fund loan to the Water Fund that the City Council approved in May 2023. The FY 2024-2025 General Fund total expenditure is $2 million or 2% higher than the FY 2023-2024 General Fund total expenditure. Forty-nine percent (49%) of the General Fund's budget is allocated for Police and Fire Services. Eighteen percent (18%) of the General Fund's budget is allocated to the Public Works Department for City's buildings, streets, parks, and landscaping. Major increases impacting the General Fund's expenditures across all departments are compensation -related costs from labor agreement obligations and new position requests, as well as service contracts due to inflationary adjustments. 3 1 P a g e City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget General Fund reserves are projected at $24 million and $20 million respectively at the end of Fiscal Years 2023-2024 and 2024-2025, which provide for the necessary level of reserves that are expected to be required to cover years where operating expenditures exceed operating revenues. These reserve levels equate to 26% and 21% of the General Fund operating expenditures, which exceed the Government Finance Officers Association's national benchmark and also the City Council's reserve target range. Pension Paydown Pension benefits are funded by employee contributions City contributions and CaIPERS Reserve Levels 30% 26% $27M 20% 2195 i 17% fftm- GFOA NationaL City PoLicy Projected June 30, Projected June 30, Projected June 30, Benchmark 2023 2024 2025 investment earnings. When CaIPERS falls short of the expected rate of return (currently 6.8%) it results in an unfunded accrued Liability ("UAL"), and the City is responsible for making up the shortfall. In accordance with the City's Pension Funding Policy, the Budget reflects an additional discretionary payment of $2 million to CalPERS, which is in addition to the $6 million that is required to be paid each year to CaIPERS for the City's UAL. In addition, a $2 million contribution to the City's PARS Pension Trust is also reflected in the Budget. If the City continues to make these additional contributions of $2 million each year to the Pension Trust and an additional discretionary payment of $2 million to CalPERS, the City expects to achieve a 90% funded status in six years and expects to be fully funded in 2034, assuming Ca[PERS earns 6.8% on average over the next 11 years. Tustin CARES and ARPA Fund Update The City continues its Tustin CARES program using the American Rescue Plan Act (ARPA) funds allocated to the City, which total $19.4 million. Over the past two years, the City distributed over $4.5 million in ARPA funds to provide multiple rounds of grants to support local small businesses and non -for -profit organizations. The City also provided meal gap assistance to over 2,600 vulnerable households. Additionally, the City applied $7.3 million in ARPA funds to replace lost revenue that funded public safety and the Tustin Temporary Emergency Shelter's operation. The remaining ARPA funds are allocated toward the continuation of the small business and non -for -profit grant programs, addressing pandemic -related response, relief, and reinvestments, as well as replacing lost revenues. CapitalImorovementProaram /CIP) The CIP for Fiscal Years 2023-2024 and 2024-2025 total approximately $57 million and $37 million respectively. The CIP budget includes funding for traffic and street improvements, water projects, park projects, and improvements to public facilities. Conclusion and Final Comments The Budget for Fiscal Years 2023-2024 and 2024-2025 allocates resources to fund and maintain the level of services and programs important to the community as well as addresses the priorities of the City Council. I would like to thank all City staff for their hard work and ongoing dedication 41Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� and the City Council for its leadership and support as we work together to continue to provide effective, high -quality public services that foster safety, quality of life, and economic vitality throughout our community. Respectfully submitted, 5 W.�f Matthew S. West City Manager 51Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� City of Tustin — A Profile The City of Tustin is located in the central part of Orange County, about forty miles southeast of Los Angeles and eighty miles north of San Diego, at the intersection of the 5 and 55 Freeways. Tustin covers over eleven square miles adjacent to the cities of Orange, Santa Ana, and Irvine. 41 wS g- (--)Id TOW" t. TUB In the early 1800s, the land where Tustin now stands was part of a large Spanish land grant known as Rancho Santiago de Santa Ana. The ranch was used for grazing cattle and sheep, and the surrounding area was largely agricultural. In the late 1800s, a group of pioneers, led by Columbus Tustin, began to settle in the area. They established a small community and began farming the Land, primarily growing grapes and apricots. The community became known as Tustin City, named after its founder. By the early 1900s, Tustin had become a bustling town with a growing population. In 1927, the town was incorporated as a city, and the Tustin City Council was formed. Over the next few decades, Tustin continued to grow and develop, with the construction of new homes, schools, and businesses. During World War II, Tustin played an important role in the war effort. The Tustin Marine Corps Air Station was established in 1942, and the base became a major hub for military operations in the Pacific Theater. The base was used for aircraft maintenance and repair, and it also served as a training facility for pilots and other military personnel. After the war, Tustin continued to thrive. The city's population grew rapidly, and new housing developments were built to accommodate the influx of new residents. In the 1960s and 70s, Tustin underwent a major transformation as the city began to urbanize. The downtown area was redeveloped, and new shopping centers and commercial developments were built. Today, Tustin is a bustling suburban city with a population of under 80,000 people. The city is home to a diverse community of residents, and it boasts a thriving economy and a rich cultural heritage. Tustin's history is a testament to the resilience and determination of its residents, who have worked tirelessly to build a strong and prosperous community over the years. As a full -service City, Tustin provides police, street and park maintenance, water, recreation, traffic/transportation, public improvements, economic development, planning, zoning, and general administrative services. The City contracts with the Orange County Fire Authority for fire suppression and emergency medical services. Also included in the City's overall operations are the Tustin Public Financing Authority and the City of Tustin Housing Authority (Housing Authority). 61Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� A Changing Local Government — 2022 Introduces Tustin to Districting The City was incorporated under the General Laws of the State of California in 1927 and is governed by a five -member elected City Council. The Council/Administrator form of city government was adopted in 1965 and modified to the CounciVCity Manager form in 1981. Council members serve staggered, four-year terms, with a two consecutive term limit. The Mayor was selected by the City Council from among its membership and served a one-year term. The City Manager is appointed by the City Council to carry out the policies and direction of the City Council, oversee the day-to-day operations of the City, and appoint department directors. In 2021, the City code was amended to implement by -district elections for four council members and established the Office of the Mayor to be elected at -large. In November 2022, a Council Member for Council District 3 and Mayor were elected in the general municipal election. Council Members for Council Districts 1, 2, and 4 will be elected in the general municipal election in November 2024. Tustin: Who We Are, by the Numbers. The State of California Department of Finance has estimated the City's January 1, 2023 population at 79,558, virtually flat compared to the 2022 estimate of 79,535. Most cities in Orange County showed minor decreases in population, with the County of Orange total population experiencing a 0.47% decrease. The 2023 projected median age for a Tustin resident is 35.5 years. Tustin is well educated, with 45% of the population holding a Bachelor's Degree or higher. Home ownership in Tustin checks in at 49.7%. Our average household income is just over $116,000. Tustin: Remembering What Connects Us. In 2021 City staff embarked on a mission to review the City's brand and tagline to ensure it best represents Tustin's rich heritage of agriculture & military history while honoring & recognizing the City's unified, diverse, and inspiring future. To accomplish this staff met with the City Council, our community partners, and Tustin residents. Through the time & energy of meeting with all these groups a vision emerged that became crystal clear. We needed to modernize our brand for the future while continuing to cherish what made us Tustin. The City's new logo (below) creates a visual bond to our rich heritage of agriculture & military history and points us in the direction of a growing future. It also perfectly illustrates the strong sense of community, partnerships, and collaboration that Tustin is known for and continues to call people back. This is our Tustin. Remembering what connects us. 71Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Tustin City Council Tustin has a Council -Manager form of government which consists of an elected Mayor & City Council responsible for policy making, and a professional City Manager, appointed by the Council. The City Council is a five -member governmental body that includes the Mayor, Mayor Pro Tem, and three Council Members. Its duties as a General Law city include approval of the Budget and oversight of the financial affairs of the City. The City Council has the power to: ➢ Act on program and administrative recommendations of City staff. ➢ Adopt ordinances and resolutions. ➢ Appropriate funds and approve contracts. ➢ Establish policy and approve programs. ➢ Make appointments to advisory boards and commissions. ➢ Respond to concerns and needs of residents. City Council Members Mayor Austin Lumbard Mayor Pro Tern Letitia Clark Council Member Council Member Council Member Ryan Gallagher Rebecca "Beckie" Ray Schnell Gomez 81Page Legacy Complete Build -Out of the Tustin Legacy Specific Plan as soon as possible consistent wit the City's Dispositio Manual. sL:a j c )7d r—, TUSTIN Old Town �' Pacific Center East Make Old town a destination for community gatherings, economic activity, and desirable location for real property development. ;i A F -- l— Red Hill Corridor Maximize real property development I opportunities to increase housing supply and commercial space for businesses retention a attraction, enhance pub improvements and beautification. Prioritize the disposition of City -owned properly in Pacific Cener East and invest that value in other Council priorities, and ensure that each disposition includes time commitments to put the sites to uses acceptable to Council. Housing Provide policy formation and options related to all types of housing needs and ?tential opportunities to increase the City's housing stock. City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Boards, Commissions, and Committees Members are appointed by the City Council and serve as channels for conveying to the City Council a sense of the community's sentiments on existing and future legislation and/or projects. Appointed members are uniquely positioned to provide the Council and City staff with invaluable insight and information for fact -based decision making. As such, members perform an invaluable public service by broadening the forum for community input and enhancing the processes of a representative democracy. Audit Commission The Audit Commission consists of 5 members, at least 3 of whom shall be registered voters of the City during all times they hold office and 2 of whom may be registered voters within the area served by the Tustin Water Department, but outside the City. Terms are for 4 years. The Audit Commission shall perform duties of oversight, review, investigation, and reporting and shall provide recommendations to the City Council on matters of finance, investments, and audit as shall be prescribed by the City Council from time to time. Current Commission members are: Jered Elmore, Chair John Wende, Chair Pro Tern Dan Erickson Adrian Henson Kristin Manna Appointed Term Expiration April 6, 2021 March 1, 2025 April 4, 2023 April 4, 2023 April 4, 2023 March 1, 2027 March 1, 2027 March 1, 2027 Building Board of Appeals Members shall be residents and registered voters of the City during all times they hold office. The Board also shall consist of members who are qualified by experience and training to pass upon matters pertaining to building construction, fire protection, or standard waterworks practices. Preference shall be given to those individuals who possess state licenses or certificates in the field of engineering, construction, or related professions or trades. Pursuant to Health and Safety Code section 199575, at Least 2 members of the Board shall be physically disabled. The Building Board of Appeals will hear appeals of determinations made by the City's Building Official which may arise during plan check or construction inspection. Individuals experienced or trained in the interpretation of Building Codes or experienced in construction are highly desirable. Current Board members are: John Aguilera Wendy Brough Kyle Domer Scoba Rhodes Vacancy Appointed Term Expiration April 6, 2021 April 4, 2023 April 4, 2023 February 5, 2025 February 5, 2027 February 5, 2027 Chief's Advisory Board The number of members of the Chief's Advisory Board should be at least 12 persons, but not more than 20 persons. The Chief's Advisory Board shall be composed of a cross-section of the community. Invitations to prospective members will be sent by the Office of the Chief of Police. 101 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� The Tustin Police Department is committed to a Policing Model of Community Governance. To that end, the mission of the Chief's Advisory Board is to act as a resource for the Chief in the formation of strategies, development of policing concepts and increasing public awareness regarding policy issues. The policy of the Tustin Police Department is to establish and maintain a Chief's Advisory Board. The goal of the Chief's Advisory Board is to provide a forum for police -community interaction to address public safety and related issues in order to further enhance the quality of life in our community. In doing so, the Chief's Advisory Board is intended to reinforce our elected values of the PRIDE concept: ➢ P: Partnership ➢ R: Respect ➢ I: Innovation ➢ D: Dedication ➢ E: Excellence The primary purpose of the Chief's Advisory Board is to provide a forum with key stakeholders regarding law enforcement policies within the community and is comprised of a diverse cross-section of community activists, business leaders and citizens representing both Tustin and the greater Orange County area. Community Services Commission The Community Services Commission shall consist of 5 members who shall be registered voters of the City during all times they hold office. Appointment terms are 4 years. The purpose of this Commission is to advise the City Council on matters pertaining to the activities of the Parks and Recreation Department, excluding daily administrative operations. The Commission's responsibilities include: ➢ Advising on parks, park design and development, recreation, and community services. ➢ Advising on planning relating to the construction and renovation of capital facilities. ➢ Oversight of Senior Advisory Board and Special Events Committees. ➢ Receiving community input concerning parks, open space, and recreation activities. ➢ Advising on public art projects proposed by the Public Art Commission. Current Commission members are: Stephen Kozak, Chairperson Ken Henderson, Chair Pro Tem Donna Marsh Peery April 14, 2021 April 4, 2023 April 14, 2021 March 1, 2025 March 1, 2027 March 1, 2025 Amy Nakamoto April 4, 2023 March 1, 2027 Laseanda Wesson April 14, 2021 March 1, 2025 Planning Commission The Planning Commission shall consist of 5 members who shall be registered voters of the City during all times they hold office. Appointment terms are 4 years. The Planning Commission's primary responsibilities include: ➢ Considering and making recommendations to the City Council on zoning map and zoning ordinance changes. 11 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Considering other policies and programs affecting development and land use in Tustin for final City Council action. ➢ Preparing and making recommendations to the City Council on the City's Comprehensive Plan regarding development. ➢ Reviewing and making recommendations to the City Council on subdivisions, on appeals on variances and use permits. Current Commission members are: Steve Kozak, Chair April 6, 2021 March 1, 2025 Eric Higuchi, Chair Pro Tem April 6, 2021 March 1, 2025 Amy Mason April 4, 2023 March 1, 2027 Dave Mello April 6, 2021 March 1, 2025 Tanner Douthit April 4, 2023 March 1, 2027 Public Art Commission The Public Art Commission shall consist of 5 members who shall be registered voters of the City during all times they hold office. Appointment terms are 4 years. The purpose of this commission is to advise the City Council on matters pertaining to public art. The commission's responsibilities include: ➢ Advising on planning and policy matters relating to the construction and renovation of public art. ➢ Evaluating artwork, including artwork proposed to be gifted to the City. ➢ Planning and commissioning public art. ➢ Receiving community input concerning public art. ➢ Seeking grant funding and donors for each project and building partnerships and collaborations with non-profit organizations. The Public Art Commission (PAC) is the formal body responsible for implementing the Public Art Program. Responsibilities include attending all public art planning and review meetings, exercising judgment that is fair and consistent with the policy guidelines, advising the City Council on all public art related issues, and upholding the reputation and integrity of the Public Art Program and the City of Tustin. The Commission will seek grant funding and donors for each project and build partnerships and collaborations with non-profit organizations. The Commission is encouraged to solicit funding from developers and corporations to assist with funding public art projects. The Commission will make recommendations to the Community Services Commission and the City Council regarding commissioned or gifted public art. Current Commission members are: .FM"Commission Members -ME Scott McMillin, Chair Janet Lomax, Chair Pro Tern Meg Gullo Erin Bruner Medha Paliwal Nor - Appointed February 4, 2020 March 17, 2020 April 5, 2022 April 5, 2022 June 21, 2022 "MOFTerm Expiration July 17, 2024 July 17, 2026 July 17, 2026 July 17, 2026 121Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Senior Advisory Board The purpose of the Senior Advisory Board is: ➢ To support and advise the Senior Center staff on matters of special interest and needs of the seniors in the Tustin area. ➢ To develop and maximize fund raising projects and activities to support educational, recreational and social programs for the Tustin area senior community. ➢ To promote a positive endorsement and attitude to the community regarding the Senior Center. ➢ To identify and review major issues affecting the programs and policies relevant to the seniors. ➢ To support and promote the development of higher standards and better -quality programs for seniors. Current Board members are: Board. Sherry Geyer, Chairperson Ken Higman, Vice Chair Anne Lastimado, Member Amy Nakamoto, Member Laura Waite, Member -at -Large Tustin Tiller Days and Tustin Street Fair & Chili Cook -Off Committees The City of Tustin also utilizes numerous volunteers to work along with City staff to put on our annual events. Tustin Tiller Days and the Tustin Street Fair & Chili Cook -Off both have active committees that are integral to making these events the enormous success that they are each year. i 13 1 Page BUDGET PROCESS City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� The Budget Process The City of Tustin has a biennial budget process, with funds appropriated annually for the fiscal year which begins in July and ends in June of the following year. Our approach is to connect the Council's priorities and annual financial plan for operations and capital improvements. This process enables us to direct our resources towards programs and activities with the greatest potential to successfully achieve our Vision and Purpose. Budget Calendar The 2023-25 budget represents a new biennial budget cycle for the City. The adoption of the biennial budget will establish the baseline for the 2023-24 & 2024-25 fiscal years. The 2023-25 budget cycle presents both opportunity and challenges. The City's Capital Improvement Program demonstrates an eye on the future while balancing the needs of our residents & businesses. Our challenges are not unlike those of our country and state; economic uncertainty is at the forefront as interest rates and inflation continues to run hot. We are fortunate to have a solid revenue base driven by property & sales tax. These revenue categories have continued to grow as our Economic Development team welcomes new businesses and housing to our community. The timeline for the budget development cycle is typically six to seven months beginning with a "Budget IL January 2023 Budget Kickoff meeting and culminating in the Budget Adoption by City Council. During this process departments are encouraged to review their operating revenues & expenditures along with any Capital Improvement Projects and make the necessary requests to properly fund & staff their operations. Operating Budget & Administration The General Fund is the primary fund used by the City for day to day operations. The revenues and expenses associated with the General Fund are considered the core operational and administrative tasks of the City. The City uses the modified accrual basis in budgeting governmental funds, including the General Fund. Under the modified accrual method, revenues are recognized when they become both measurable and available. Measurable means that the amount of revenue can be reasonably estimated, while available means that the revenue is collectible within the current fiscal period or soon enough after the end of the period to be used to pay the government's current liabilities. Expenses, on the other hand, are recognized when they are incurred, meaning when the goods or services have been received or when the liability has been incurred, but only if they are expected to be paid within a reasonable period of time, usually within the same fiscal period. 141Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� The modified accrual method also requires local governments to track and report the status of their fund balances, which are the amounts of money held in various funds for specific purposes, such as general operating expenses, capital projects, and debt service. The City uses the full accrual basis in budgeting Water Enterprise Funds. This means revenues are recorded when due to the City and expenses are recorded when incurred. The City's basis of budgeting is the same as its basis of accounting. The City's operating budget covers costs for the maintenance and operations needed to provide general City services and covers expenditures such as salaries and benefits, materials, supplies, professional services, capital outlay, allocated costs and the like. Revenues to fund the operating budget are primarily derived from sales and property taxes. Departments are provided a base -line budget _ of money Public (typically previously adopted or prior year amended Property budget) by fund/division which provides a starting point in preparing the budget for the current year. Departments are expected to review associated revenues & expenditures and submit the necessary changes to properly reflect the needs of the department's operations for the budget year. Capital Improvement Program Budget The City's Capital Improvement Program Budget (CIP) covers a rolling seven-year period, of which current expenditures & funding sources are captured in the annual CIP budget. It is not unusual for CIP projects to span multiple fiscal years due to the complexity of the projects. Projects may be budgeted in total in a single budget year or span multiple years depending on the nature of the project. CIP projects include, but are not limited to, infrastructure, renovation, new buildings, park improvements, water systems upgrades and major technology purchases. 151 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Special Revenue Fund Budgeting Special Revenue Funds are used to account for the proceeds of specific revenue sources that are restricted by law or administrative action for a specified purpose. Certain funds have a legal requirement while others are in place to strengthen internal accounting & financial reporting. The budgets for Special Revenue Funds are prepared in conjunction with the General Fund budget and will be submitted to the City Council for adoption prior to the beginning of the fiscal year. All revenues & expenses associated with a specific Special Revenue Fund will be recorded directly into the fund. Transfers between funds will be recorded as a revenue to the fund receiving the transfer and an expense for the fund providing the transfer. Financial Reporting & Budget Monitoring The Finance Department will provide updates of the City's progress relative to the adopted and adjusted budget throughout the year. Regular monitoring of the City's budget will provide an early detection of potential concerns, problems or opportunities. A benchmark of the annual budget process is the Mid -Year Budget Review. This is a comprehensive budgetary review of all funds that is completed in January of each year with a scope covering activity from July 151 through December 315t. The Finance Department, working in conjunction with all City departments, analyzes the actual revenues, expenditures and CIP for the first six months of the year in comparison to the adopted/amended budget. Variances are reviewed and the appropriate amendments are generated and submitted to Council for approval as part of the Mid -Year Budget Review presentation. Continuous budget monitoring is a stalwart in managing an efficient and successful organization. Revenue Management It is the City's priority to maintain a diversified and stable revenue base that is resilient to an evolving economy. Future development must be done with an eye on sustaining & growing revenues to support our dynamic city. Annual revenue budgets will be set using several data points including but not limited to, historical trends, future development, current economic data, and department input. 161Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Expenditure Management The City will maintain a level of expenditures which will provide for the public well-being and safety for the residents of the community. Unspent appropriations lapse atfiscal year-end except for appropriations related to ongoing capital projects, special programs, grants and other restricted balances. Staffing will be budgeted to reflect the Council approved position control list. All labor costs, including contractually obligated increases, will be budgeted to the fund, department, and division that best meets the position function. Overtime should be used only when necessary and when other alternatives are not feasible or cost effective. All overtime must be pre -authorized by a department head or designee unless it is assumed pre -approved by its nature. Operating expenditures such as professional services, service contracts, legal fees, and the like are reviewed on an ongoing basis throughout the year. Multi -year contracts are reviewed annually as a part of the budget process. 17 1 F . 7 L - -- c-�r. t- /� _ . - FUND SUMMARIES City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget 2022-2023 Projected Fund Balance - All Funds �N 2022/2023 Projected Fund Transfers Transfers Fund Fund Description Balance Revenues Expenditures Balance 07/01/2022 In Out 06/30/2023 101 102 General Fund - Emergency Fund General Fund - PARS Pension Trust 1,000,000 8,327,240 - 2,000,000 - 200,000 1,000,000 10,527,240 187 Backbone Fee Fund 16,021,494 - 85,000 1,782,075 - 14,324,419 189 Land Held for Resale 92,105,065 - 12,264,720 9,986,478 4,257,548 90,125,759 200 Capital Projects Fund-CIP 4,819,316 6,450,000 5,146,965 3,434,914 - 12,981,367 120 CDBG (174,852) - 2,696,208 2,521,356 (0) 129 Cable PEG Fees Fund 643,464 152,500 75,000 720,964 130 Gas Tax 4,983,323 2,015,756 2,465,562 4,533,517 131 Park Development 1,993,739 381,500 1,187,657 1,187,582 132 Park Development Tustin Legacy 546 - - - 546 133 SCAQMD 117,068 96,400 213,468 134 Asset Forfeiture 61,917 - 5,122 67,039 135 RNSP Asset Forfeiture 175,770 86,912 - 262,682 136 Supplemental Law Enforcement 278,854 - 202,600 40,513 440,941 137 Treasury RNSP Asset Forfeiture 12,099 31 - 12,130 139 Measure M2 2,990,836 - 2,250,700 1,120,118 150,000 3,971,418 140 Road Maint & Rehab Alloc 5,648,593 1,735,699 1,804,637 - 5,579,655 141 Tustin LLD , 37,507 86,096 744,414 823,753 44,264 142 Tustin SL 3,518,190 - 1,275,000 547,466 4,245,724 171 Solid Waste Fund 1,316,635 - 414,986 460,649 1,270,972 180 Special Events 290,593 - 529,995 404,124 53,930 362,534 181 Workers Compensation 701,091 - 1,156,200 1,404,230 453,061 182 Liability 1,170,229 1,101,000 - 1,442,969 828,260 183 unemployment 14,087 50,000 - 12,500 51,587 184 Equipment Replacement Fund 2,847,968 - 2,297,905 1,082,118 4,063,755 185 Information Technology 3,347,835 - 2,904,500 4,185,853 2,066,482 300 Water Enterprise 6,850,688 5,712,043 20,241,660 21,055,258 3,691,084 8,058,049 301 Water Capital Fund 220,649 3,691,084 5,000 1,178,564 2,738,169 302 Water Enterprise Emergency Fund 2,010,315 - 10,000 - 2,020,315 305 306 2011 Water Revenue Bond Fund 2013 Water Revenue Bond Fund 6,236 8 - - 750 2,970,182 - 1,006,465 r 1,881,343 6,986 82,382 420 American Rescue Plan Act (ARPA) 5,285,184 - 7,760,000 3,400,000 3,860,000 5,785,184 431 Assessment Dist. 95-1 Construction 332,609 - - - - 332,609 433 CFD 04-1 1,144,219 - 1,312,455 704,906 1,751,768 434 CFD 06-1 Construction 145,043 - 3,000 78,709 69,334 435 CFD 06-1 Debt Service 6,400,297 - 5,146,964 3,571,000 7,976,261 436 CFD 07-1 Debt Service 1,864,560 - 1,140,115 1,047,300 1,957,375 441 CFD 14-01 Debt Service 3,534,584 - 1,489,620 1,556,900 3,467,304 442 Special Tax B 47,660 - 5,098,515 1,750 5,098,500 45,925 443 CFD 14-01 Construction 1,060,222 - 12,290 1,046,026 - 26,486 570 571 575 577 Successor Agency (Trust Fund) PARS OPEB TrustAU Tustin Housing Authority Voluntary Workforce Housing Incentive Prog 223,529 2,736,132 770,746 2,034,876 - -_ 460,000 - 3,931,898 654,433 602,657 11,000 3,931,898 - 1,655,014 - 223,529 3,390,565 178,389 2,045,876 TOTAL ALL FUNDS 218,891,718 29,660,201 163,627,650 155,705,416 29,660,201 226,813,951 181Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2024 Proposed Fund Balance - All Funds 2023/2024 Proposed Fund Description Fund Balance 07/01/2023 Transfers In Revenues Expenditures Transfers Out Fund Balance 06/30/2024 100 101 102 187 General Fund- Unrestricted General Fund - Emergency Fund General Fund - PARS Pension Trust Backbone Fee Fund 27,322,079 1,000,000 10,527,240 14,324,419 11,535,297 - 2,000,000 - 74,749,433 - 440,000 55,000 87,118,728 - - 4,367,539 2,924,295 - 23,563,787 1,000,000 12,967,240 10,011,880 189 200 Land Held for Resale Capital Projects Fund-CIP 90,125,759 12,981,367 - 300,200 650,000 200,000 32,917,083 9,033,496 3,745,926 - 54,112,750 4,448,071 120 CDBG (0) - 749,455 749,455 (0) 129 Cable PEG Fees Fund 720,964 - 120,000 75,000 765,964 130 Gas Tax 4,533,517 - 2,180,879 4,529,249 2,185,147 131 Park Development 1,187,582 - 1,077,800 1,074,427 1,190,955 132 Park Development Tustin Legacy 546 - - - 546 133 SCAQMD 213,468 - 103,500 316,968 134 135 Asset Forfeiture RNSP Asset Forfeiture 67,039 262,682 - -16L- - 210,000 67,039 52,682 136 Supplemental Law Enforcement 440,941 - 190,000 183,059 447,882 137 Treasury RNSP Asset Forfeiture 12,130 - - - 12,130 139 Measure M2 3,971,418 - 2,250,000 4,628,423 80,000 1,512,995 140 Road Maint & Rehab Alloc 5,579,655 - 1,948,194 3,774,825 - 3,753,024 141 Tustin LLD 1 44,264 76,678 780,326 857,004 44,264 142 Tustin SL 4,245,724 - 1,293,750 724,546 4,814,928 171 Solid Waste Fund 1,270,972 - 220,000 416,174 1,074,799 180 Special Events 362,534 40,000 600,000 510,000 130,880 361,654 181 Workers Compensation 453,061 - 1,820,400 1,671,900 - 601,561 182 Liability 828,260 1,800,000 - 1,855,500 772,760 183 Unemployment 51,587 - 15,000 36,587 184 Equipment Replacement Fund 4,063,755 - 1,036,900 2,396,426 2,704,229 185 Information Technology 2,066,482 - 3,897,900 4,390,646 1,573,736 300 Water Enterprise 8,058,049 - 20,763,100 22,081,308 800,000 5,939,840 301 Water Capital Fund 2,738,169 800,000 - 3,498,169 - 40,000 302 Water Enterprise Emergency Fund 2,020,315 - - 2,020,315 305 2011 Water Revenue Bond Fund 6,986 - - - 6,986 306 420 2013 Water Revenue Bond Fund American Rescue Plan Act (ARPA) 82,382 5,785,184 - - - 15,000 82,382 47,500 3,900,000 (0) 1,852,684 431 Assessment Dist 95-1 Construction 332,609 - - - - 332,609 433 CFD 04-1 MEW 1,751,768 - 733,506 704,006 1,781,268 434 435 CFD 06-1 Construction CFD 06-1 Debt Service 69,334 7,976,261 - - 3,000 3,746,319 6,540 3,653,019 65,794 8,069,561 436 CFD 07-1 Debt Service 1,957,375 - 1,111,275 1,070,075 1,998,575 441 CFD 14-01 Debt Service 3,467,304 - 1,649,925 1,587,925 3,529,304 442 Special Tax B 45,925 - 5,724,417 - 5,724,417 45,925 443 CFD 14-01 Construction 26,486 - - 26,486 570 Successor Agency (Trust Fund) 223,529 3,930,628 3,930,628 223,529 571 PARS OPEB Trust 3,390,565 MMMMU654,433 4,044,998 575 577 Tustin Housing Authority voluntary Workforce Housing Incentive Prog 178,389 2,045,876 753,343 T - 660,584 1,592,316 - (0) 2,045,876 TOTAL ALL FUNDS 226,813,951 17,305,518 133,355,724 199,752,348 17,305,518 160,417,327 191Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2024-2025 Proposed Fund Balance - All Funds 2024/2025 Proposed Fund Transfers Transfers Fund Fund Description Balance Revenues Expenditures Balance 07/01/2024 In Out 06/30/2025 1VV 101 Neneral runs- Unrearncrea General Fund - Emergency Fund LS,o03,/0/ 1,000,000 Lu,:)03,3aJ - //,/oU,S7J - 6.7,l01,130 S,11 V,V63 Lt7,n4n,300 1,000,000 102 General Fund - PARS Pension Trust 12,967,240 2,000,000 440,000 - 15,407,240 187 Backbone Fee Fund 10,011,880 - 55,000 6,046,174 4,020,706 189 Land Held for Resale 54,112,750 - 650,000 22,886,953 4,018,871 27,856,926 200 Capital Projects Fund-CIP 4,448,071 250,000 2,000,000 2,500,000 - 4,198,071 120 CDBG (0) - 749,455 749,455 (0) 129 Cable PEG Fees Fund 765,964 - 115,000 75,000 805,964 130 Gas Tax 2,185,147 - 2,308,500 3,675,427 818,220 131 Park Development 1,190,955 - 5,290,795 5,981,723 500,027 132 Park Development Tustin Legacy 546 - - - 546 133 SCAQMD 316,968 - 103,500 420,468 134 Asset Forfeiture 67,039 - - 67,039 135 RNSP Asset Forfeiture 52,682 - - - 52,682 136 Supplemental Law Enforcement 447,882 - 190,000 126,126 511,756 137 Treasury RNSP Asset Forfeiture 12,130 - - - 12,130 139 Measure M2 1,512,995 - 2,250,000 1,470,000 80,000 2,212,995 140 Road Maint & Rehab Alloc 3,753,024 - 2,086,900 125,623 - 5,714,301 141 Tustin LLD , 44,264 77,000 804,960 884,040 - 42,184 142 Tustin SL 4,814,928 - 1,339,031 767,480 1,000,000 4,386,479 171 Solid Waste Fund 1,074,799 - 220,000 469,230 j=& - 825,569 180 Special Events 361,654 40,000 610,000 510,000 130,880 370,774 181 Workers Compensation 601,561 W - 1,868,900 1,736,600 - 733,861 182 Liability 772,760 2,000,000 - 2,116,000 656,760 183 Unemployment 36,587 - - 15,000 21,587 184 Equipment Replacement Fund 2,704,229 1,082,900 1,209,000 2,578,129 185 Information Technology 1,573,736 - 3,897,900 5,000,009 471,627 300 Water Enterprise 5,939,840 20,758,100 20,549,663 1,650,000 4,498,277 301 Water Capital Fund 40,000 1,650,000 - 1,650,000 40,000 302 Water Enterprise Emergency Fund 2,020,315 - - 2,020,315 305 420 2011 Water Revenue Bond Fund American Rescue Plan Act (ARPA) 6,986 1,852,684 - - - 5,000 1,800,000 6,986 57,684 431 Assessment Dist. 95-1 Construction 332,609 - - - 332,609 433 CFD 04-1 1,781,268 - 729,906 700,406 1,810,768 434 CFD 06-1 Construction 65,794 - 3,000 6,540 62,254 435 CFD 06-1 Debt Service 8,069,561 - 3,825,531 3,732,231 8,162,861 436 CFD 07-1 Debt Service 1,998,575 - 1,132,238 1,091,038 2,039,775 441 CFD 14-01 Debt Service 3,529,304 - 1,677,300 1,615,300 3,591,304 442 Special Tax B 45,925 - 6,272,509 - 6,272,509 45,925 443 CFD 14-01 Construction 26,486 - - - - 26,486 570 Successor Agency (Trust Fund) 223,529 - 3,930,873 3,930,873 223,529 571 PARS OPEB Trust 4,044,998 - 654,433 - 4,699,431 575 577 Tustin Housing Authority voluntary Workforce Housing Incentive Prog (0) 2,045,876 1,061,954 - 599,817 - 1,661,771 - (0) 2,045,876 TOTAL ALL FUNDS 160,417,327 18,062,343 142,920,948 180,442,796 18,062,343 122,895,478 201 Page EAT bp,NK NESS HALL M) 0� �-i-+4�Cf`K _.••S._1"�Y� ]+i i Y. �l:Y � f.'Jf 'a�+ FINANCIAL SUMMARY City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 Revenue Summary - All Funds Fund Description 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed Proposed 100 General Fund General Governmental Rev 65,477,563 74,326,496 78,027,254 79,615,560 81,003,865 82,784,044 Community Development 1,713,509 1,601,395 2,996,813 3,388,299 1,811,565 1,994,444 Public Works 186,290 191,505 344,460 461,500 320,300 245,300 Police Services 1,042,129 1,052,366 1,189,782 1,431,498 1,325,000 1,325,000 Fire Services 13,202 9,731 15,182 15,000 15,000 15,000 Parks and Recreation Non -Departmental 838,043 - 907,810 - 1,841,556 - 1,784,920 7,200 1,809,000 - 1,889,000 - 100 102 General Fund - Unrestricted General Fund PARS Pension Trust 69,270,737 - 78,089,302 - 84,415,047 992,332 86,703,977 2,200,000 86,284,730 2,440,000 88,252,788 2,440,000 186 Oblg Reimb Frm Successor Agncy 38,327 (20) - - - 187 Backbone Fee Fund 782,121 619,556 7,807,017 85,000 55,000 55,000 189 Land Held for Resale 2,503,671 9,670,193 60,068,581 12,264,720 650,000 650,000 200 Capital Projects Fund-CIP 3,674,108 6,055,602 2,358,885 11,596,965 500,200 2,250,000 120 CDBG 421,732 878,180 1,279,630 2,696,208 749,455 749,455 129 Cable PEG Fees 148,567 136,933 117,024 152,500 120,000 115,000 130 Gas Tax 1,909,845 1,829,750 1,672,668 2,015,756 2,180,879 2,308,500 131 Park Development 1,310,420 772,065 492,595 381,500 1,077,800 5,290,795 132 Park Development Tustin Legacy 354,176 AL (967) (7) - 133 SCAQMD 119,175 107,093 74,831 96,400 103,500 103,500 134 Asset Forfeiture 10,031 * 169 8,034 � 5,122 135 RNSP Asset Forfeiture 96,325 46,209 (2,342) 86,912 - - 136 137 139 Supplemental Law Enforcement Treasury RNSP Asset Forfeiture Measure M2 229,472 398 1,915,003 191,512 58 2,068,322 192,687 (161) 2,071,084 202,600 31 2,250,700 190,000 - 2,250,000 190,000 - 2,250,000 140 Road Maint & Rehab Alloc 1,331,209 1,515,289 1,541,055 1,735,699 1,948,194 2,086,900 141 Tustin LLD 1,156,772 1,503,580 983,611 830,510 857,004 881,960 142 Tustin SL 1,218,852 1,233,930 1,229,239 1,275,000 1,293,750 1,339,031 171 Solid Waste 226,565 1,110,478 764,732 414,986 220,000 220,000 180 Special Events 195,236 59,625 552,092 529,995 640,000 650,000 181 Workers Compensation 1,204,127 1,215,982 1,170,675 1,156,200 1,820,400 1,868,900 182 Liability 1,101,000 1,216,881 1,101,095 1,101,000 1,800,000 2,000,000 183 Unemployment 50,999 (76) (156) 50,000 - - 184 Equipment Replacement Fund 948,049 908,744 538,162 2,297,905 1,036,900 1,082,900 300 301 Water Enterprise Water Capital Fund 16,859,389 1,210,376 26,621,840 1,488,683 37,550,726 4,102,275 25,953,703 3,696,084 20,763,100 800,000 20,758,100 1,650,000 302 Water Enterprise Emergency Fund 27,490 9,616 (26,790) 10,000 - - 305 2011 Water Revenue Bond Fund 6,142 108 (255) 750 - 433 CFD 04-1 721,428 724,031 720,012 1,312,455 733,506 729,906 434 CFD 06-1 Construction 85,185 1,486 41,725 3,000 3,000 3,000 435 CFD 06-1 Debt Service 3,580,429 3,586,753 3,641,389 5,146,964 3,746,319 3,825,531 440 CFD 13-1 425,920 3,500 - - - - 441 CFD 14-1 Debt Service 1,533,477 1,561,207 1,591,451 1,489,620 1,649,925 1,677,300 442 Special Tax B 4,184,442 4,468,514 4,603,670 5,098,515 5,724,417 6,272,509 443 CFD 14-1 Construction 168,264 2,504 2,072 12,290 - - 444 CFD 18-1 275,252 7,340 (3,840) - - - 561 2010 MCAS TABS 13,936 (2,362) 1 - 570 Successor Agency (Trust Fund) 4,231,450 4,267,865 4,222,159 3,931,898 3,930,628 3,930,873 571 PARS OPEB Trust 597,655 431,637 165,000 654,433 654,433 654,433 575 Tustin Housing Authority 116,432 41,429 393,615 1,062,657 1,413,927 1,661,771 21 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Fund Description Actual Actual Actual Estimated Proposed Proposed 577 Voluntary Workforce Housing Incentive Prog 962,798 9,733 (27,118) 11,000 - TOTAL REVENUE - ALL FUNDS 129,910,354 156,307,884 238,032,490 193,287,851 150,661,242 160,983,291 221 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 Revenue Summary - General Fund Description 2019-20 Actual 2020-21 Actual 2021-22 Actual 2022-23 Estimated 2023-24 Proposed 2024-25 Proposed Property Tax in Lieu of VLF Property Taxes 8,375,803 10,911,309 8,811,747 11,461,641 9,081,551 11,807,721 9,666,474 12,404,000 10,061,833 13,181,426 10,390,855 13,744,790 Residual Property Taxes 1,605,910 1,675,978 1,787,636 1,800,000 1,740,222 1,775,026 In Lieu -Prop Tax 28,747 29,322 29,909 30,507 31,117 31,739 AB 1290 Pass Thru L141,568 159,420 163,118 160,000 150,000 150,000 Franchise Fees 1,582,395 1,652,333 1,640,272 1,915,015 1,831,000 1,831,000 Sales and Use Tax 25,146,077 30,351,631 33,977,179 35,000,000 35,000,000 35,891,364 Sales Tax - Public Safety - Prop 172 341,441 401,411 414,465 442,000 467,401 476,749 Transient Occupancy Tax 1,593,532 1,218,924 1,857,502 2,082,609 2,100,000 2,100,000 Business License Fees 438,632 416,266 435,626 440,000 440,000 440,000 Real Property Transfer Tax 536,992 575,024 799,711 525,000 525,000 525,000 New Construction Tax 47,685 1,868 14,698 4,000 71,625 220,507 Planning Plan Check Fees 251,880 228,447 403,984 436,066 317,511 349,991 Building Permits & Plan Checks 1,353,025 1,269,915 2,477,235 2,863,653 1,437,554 1,599,953 Fees and Other Permits 393,899 364,117 541,550 596,580 537,300 462,300 Fines and Forfeitures 848,027 938,397 1,019,750 1,097,000 1,022,000 1,022,000 Interest Income 1,140,296 1,337,459 (743,387) 210,000 353,247 342,075 Use of property 1,861,108 1,592,680 2,054,498 2,328,977 1,931,497 2,307,350 POST Reimbursement 34,747 24,035 43,188 25,000 20,000 20,000 Revenue from Other Agencies 137,384 269,404 156,509 174,000 130,000 130,000 State Grants 42,428 229,361 37,560 30,000 30,000 30,000 Federal Grants 826,132 3,461,923 362,308 50,000 50,000 50,000 Sports Fees 177,528 427,076 725,315 669,920 644,000 644,000 Class Fees 272,458 312,477 398,535 300,000 350,000 400,000 Other Recreation Fees 108,502 92,571 398,044 415,000 415,000 435,000 Transfer In 8,993,601 8,803,942 12,324,269 10,109,978 11,535,297 10,983,389 Reimbursement from Other Funds ALL Other Sources 1,223,376 856,256 1,223,960 757,973 1,218,385 987,915 1,500,000 1,428,198 1,500,000 411,700 1,500,000 399,700 TOTAL REVENUE - GENERAL FUND 69,270,737 78,089,302 84,415,047 86,703,977 86,284,730 88,252,788 23 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 Expense Summary - All Funds Fund Description 2019-20 Actual 2020-21 Actual 2021-22 Actual 2022-23 Estimated 2023-24 Proposed 2024-25 Proposed 100 General Fund City Council City Clerk 27,576 616,569 12,886 669,158 21,420 697,115 51,156 842,431 86,800 893,130 86,800 1,001,107 City Attorney 698,431 817,270 851,020 923,000 969,150 1,017,600 City Manager 657,827 801,631 873,114 928,168 1,007,300 1,032,033 Economic Development 1,142,661 959,391 1,104,332 1,270,008 1,683,159 1,696,338 Finance 1,521,894 1,655,639 1,738,453 1,804,883 1,957,578 2,000,310 Human Resources 1,030,838 973,220 1,017,310 1,140,801 1,264,413 1,339,623 Community Development 3,941,117 3,925,479 4,257,418 4,312,840 4,692,400 4,776,492 Public Works 15,420,750 15,493,523 16,429,663 14,850,871 16,172,456 16,519,492 Police Services 27,493,539 27,534,909 28,597,794 31,529,032 33,718,338 34,542,484 Fire Services 8,676,428 9,213,773 9,759,428 10,077,639 10,623,700 11,098,438 Parks and Recreation 3,959,516 3,694,097 4,667,245 4,891,221 5,321,023 5,452,841 Non -Departmental, Other 5,745,227 6,227,269 7,225,520 14,904,698 11,653,577 11,707,660 Non -Operating, Water Loan 3,830,700 Small Business Assistance - 1,917,233 Non -Profit Assistance 274,012 - - Meal Gap Program Other COVID-19 Costs 127,794 993,591 255,316 - - 100 General Fund - Unrestricted 70,932,372 75,290,874 77,495,146 91,357,449 90,043,023 92,271,218 100, General Fund - PARS Pension Trust - - - - - - 101 Emergency Fund - 102 General Fund PARS Pension Trust - 41,810 186 Oblg Reimb Frm Successor Agncy 2,044,283 1,428 - - - - 187 Backbone Fee Fund 16,120,772 2,570,890 60,160 1,782,075 4,367,539 6,046,174 189 Land Held for Resale 14,500,037 8,493,888 13,215,560 14,244,026 36,663,009 26,905,824 200 Capital Projects Fund-CIP 7,697,291 2,677,518 2,466,378 3,434,914 9,033,496 2,500,000 120 CDBG 421,732 878,180 1,452,041 2,521,356 749,455 749,455 129 Cable PEG Fees 87,220 29,720 84,985 75,000 75,000 75,000 130 Gas Tax 1,687,752 2,230,188 1,580,312 2,465,562 4,529,249 3,675,427 131 Park Development 2,236,112 1,681,598 835,637 1,187,657 1,074,427 5,981,723 132 Park Develop. Tustin Legacy 714,639 2 - - - - 133 SCAQMD 204 516,660 97,049 134 Asset Forfeiture 25 25 (0) - 135 RNSP Asset Forfeiture 109,791 68 - - 210,000 136 Supplemntal Law Enforcement 145,499 136,487 172,070 40,513 183,059 126,126 137 Treasury RNSP Asset Forfeiture 5 6 - - - - 138 Measure M 53 - - - - - 139 Measure M2 584,147 2,985,171 5,135,124 1,270,118 4,708,423 1,550,000 140 Road Maint & Rehab Alloc 428,950 (13,870) 23,597 1,804,637 3,774,825 125,623 141 Tustin LLD 1,225,099 1,354,874 946,104 823,753 857,004 884,040 142 Tustin SL 830,616 916,165 460,843 547,466 724,546 1,767,480 171 Solid Waste 183,551 257,970 356,693 460,649 416,174 469,230 180 Special Events 262,111 24,607 599,074 458,054 640,880 640,880 181 182 Workers Compensation Liability 2,072,935 1,281,549 1,610,088 1,216,884 1,364,056 1,173,859 1,404,230 1,442,969 1,671,900 1,855,500 1,736,600 2,116,000 183 Unemployment 4,920 13,133 13,144 12,500 15,000 15,000 184 Equipment Replacement Fund 1,168,149 414,352 1,012,277 1,082,118 2,396,426 1,209,000 185 Information Technology 2,241,394 2,363,992 2,910,964 4,185,853 4,390,646 5,000,009 301 Water Capital Fund 425,625 12,512,459 7,202,537 1,178,564 3,498,169 1,650,000 305 2011 Water Rev Bond Fund 120 289,010 289,004 - - - 241 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 420 American Rescue Plan Act (ARPA) - - 6,359,132 7,260,000 3,947,500 1,800,000 431 433 Assess Dist. 95-1 Construction CFD 04-1 484,155 713,496 809, 147 IM- 729,461 714,367 - 704,906 - 704,006 - 700,406 434 CFD 06-1 Construction 125,070 2,598,519 167,845 78,709 6,540 6,540 440 CFD 13-1 425,920 3,500 - - - - 441 CFD 14-1 1,489,915 1,545,584 1,550,496 1,556,900 1,587,925 1,615,300 442 SpeciaLTax B 3,486,418 4,433,734 4,624,929 5,100,250 5,724,417 6,272,509 443 CFD 14-1 Construction 1,580,820 4,378,007 3,415,043 1,046,026 - - 444 CFD 18-1 276,127 3,500 - - - - 561 570 2010 MCAS TABS Successor Agency (Trust Fund) 1,306,831 2,316,869 87,345 2,241,079 714 2,153,269 3,931,898 3,930,628 3,930,873 571 575 PARS OPEB TrustINU Tustin Housing Authority 11,194 1,293,917 JL 13,015 1,367,285 M 14,404 504,326 - 1,655,014 1,592,316 - 1,661,771 TOTAL EXPENSES - ALL FUNDS 160,481,503 168,240,348 179,475,529 185,365,617 217,057,866 198,505,140 251 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 Expense Summary by Type - All Funds Fund Expense 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed Proposed 100 General Fund Personnel 40,617,432 42,676,506 46,565,050 49,668,938 52,139,600 53,281,663 Operations 27,227,578 26,909,191 30,638,285 37,824,461 37,810,573 38,910,705 Non -Operating - 3,312,630 255,316 3,830,700 - - Capital 3,087,363 2,392,546 36,495 33,350 92,850 78,850 100 Total General Fund Total 70,932,372 75,290,874 77,495,146 91,357,449 90,043,023 92,271,218 102 General Fund - PARS Pension Trust Personnel - Operations 41,810 Capital - 102 Total General Fund - PARS Pension Trust - 41,810 186 Oblg Reimb Frm Successor Agncy Personnel - - Operations 2,044,283 1,428 Capital - - 186 Total Oblg Reimb Frm Successor Agncy 2,044,283 1,428 187 Backbone Fee Personnel - 54,889 57,492 59,575 62,062 64,057 Operations 318,470 9,189 1,918 - 21,147 21,147 Capital 15,802,302 2,506,812 750 1,722,500 4,284,330 5,960,970 187 Total Backbone Fee 16,120,772 2,570,890 60,160 1,782 075 4,367 539 6,046,174 189 Land Held for Resale Personnel 3,300,000 21,955 1,842,478 1,843,829 1,844,825 1,845,623 Operations 5,340,019 6,061,227 9,282,265 6,735,602 7,080,726 7,178,671 Capital 5,860,019 2,410,706 2,090,818 5,664,595 27,737,458 17,881,530 189 Total Land Held for Resale 14,500,037 8,493,888 13,215,560 14,244,026 36,663,009 26,905,824 200 CIP Personnel - - - - Operations 53,865 28,246 113,468 10,046 - - Capital 7,643,426 2,649,273 2,352,910 3,424,868 9,033,496 2,500,000 200 Total CIP 7,697,291 2,677,518 2,466,378 3,434,914 9,033,496 2,500,000 120 Community Development Block Grant (CDBG) CDBG Admin Personnel 150,514 175,746 116,635 156,883 111,194 111,128 Operations 216,380 702,435 1,329,006 138,195 249,115 249,181 Total CDBG Admin 366,894 878,180 1,445,641 295,078 360,308 360,308 CDBG Capital Personnel Operations - - - - Capital 54,838 2,226,278 389,147 389,147 Total CDBG Capital 54,838 - 2,226,278 389,147 389,147 CDBG Non -Dept Personnel 6,400 261 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Fund Expense 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed Proposed Operations Capital - Total CDBG Non -Dept 6,400 CDBG Total Personnel 150,514 175,746 123,035 156,883 111,194 111,128 Operations 216,380 702,435 1,329,006 138,195 249,115 249,181 Capital 54,838 - - 2,226,278 389,147 389,147 120 Total Community Development Block Grant (CDBG) 421,732 878,180 1,452,041 2,521,356 749,455 749,455 129 Cable PEG Fees Personnel - - - - - - Operations 87,220 29,720 84,985 75,000 75,000 75,000 Capital - - - - - - 129 Total Cable PEG Fees 87,220 29,720 84,985 75,000 75,000 75,000 130 Gas Tax Gas Tax, Non -Dept Personnel - 4,553 7,558 20,264 19,881 19,714 Operations 2,338 2,481 864 - - - Capital - - - - - Total Gas Tax, Non -Dept 2,338 7,035 8,422 20,264 19,881 19,714 Gas Tax, CIP Personnel 128,372 109,231 109,680 267,996 323,568 326,913 Operations 1,450,612 1,631,689 1,459,368 1,977,302 1,835,800 1,740,800 Capital 106,430 482,233 2,842 200,000 2,350,000 1,588,000 Total Gas Tax, CIP 1,685,414 2,223,153 1,571,890 2,445,298 4,509,368 3,655,713 Gas Tax Total Personnel 128,372 113,784 117,238 288,260 343,449 346,627 Operations 1,452,949 1,634,171 1,460, 233 1,977,302 1,835,800 1,740,800 Capital 106,430 482,233 2,842 200,000 2,350,000 1,588,000 130 Total Gas Tax 1,687,752 2,230,188 1,580,312 2,465,562 M4,529,249 3,675,427 131 Park Dev, CIP Personnel - - - - - - Operations 427,419 72,612 589,242 26,593 44,328 44,328 Capital 1,808,693 1,608,985 246,395 1,161,064 1,030,099 5,937,395 131 Total Park Dev, CIP 2,236,112 1,681,598 835,637 1,187,657 1,074,427 5,981,723 132 Park Dev Tustin Legacy, CIP Personnel - - - - - - Operations 59 2 Capital 714,580 - 132 Total Park Dev Tustin Legacy, CIP 714,639 2 - - 133 SCAQMD, Non -Departmental Personnel - - - Operations 204 516,660 37,553 Capital - - 59,496 133 Total SCAQMD, Non -Departmental 204 516,660 97,049 134 Asset Forfeit, Non -Dept. Personnel - - - 271 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Fund Expense Actual Actual Actual Estimated Proposed Proposed Operations 25 25 (0) Capital - - - 134 Total Asset Forfeit, Non -Dept. 25 25 (0) - 135 RNSP Asset Forfeit, Non -Dept. Personnel - - - Operations 109,791 68 210,000 Capital - - - 135 Total RNSP Asset Forfeit, Non -Dept. 109,791 68 - - 210,000 136 Suppl Law Enforcement, CIP Personnel 139,490 136,370 125,579 40,513 183,059 126,126 Operations 78 117 46,490 - - - Capital 5,932 - - - - - 136 Total Suppl Law Enforcement, CIP 145,499 136,487 172,070 40,513 183,059 126,126 138 Measure M Personnel - - - - - - Operations 53 Capital - 138 Total Measure M 53 - 139 Measure M2 Measure M2 - Non -Dept Personnel - - - - - - Operations 81,246 158,658 1,963,211 150,000 80,000 80,000 Capital - - - - - - Total Measure M2 - Non -Dept 81,246 158,658 1,963,211 150,000 80,000 80,000 Measure M2 - Capital Personnel - - - - - Operations 37,995 360,138 169,627 5,195 - Capital 464,906 2,466,375 3,002,286 1,114,923 4,628,423 1,470,000 Total Measure M2 - Capital 502,900 2,826,513 3,171,913 1,120,118 4,628,423 1,470,000 Measure M2 Personnel - - - - - - Operations 119,241 518,796 2,132,838 155,195 80,000 80,000 Capital 464,906 2,466,375 3,002,286 1,114,923 4,628,423 1,470,000 139 Total Measure M2 584,147 2,985,171 5,135,124 1,270,118 4,708,423 1,550,000 140 Road Maint & Rehab Personnel - 21,955 23,437 23,829 24,825 25,623 Operations 4,458 22,038 - 60,808 - - Capital 424,492 (57,863) 160 1,720,000 3,750,000 100,000 140 Total Road Maint & Rehab 428,950 (13,870) 23,597 1,804,637 3,774,825 125,623 141 Tustin LLD, Special District Personnel - - - - - - Operations 1,225,099 1,354,874 946,104 823,753 857,004 884,040 Capital - - - - - - 141 Total Tustin LLD, Special District 1,225,099 1,354,874 946,104 823,753 857,004 884,040 142 Tustin SL Tustin SL-Capital 281 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Fund Expense Actual Actual Actual Estimated Proposed Proposed Personnel - 2,900 8,089 109,778 120,594 120,594 Operations 329,540 411,967 444,264 429,583 596,000 639,000 Capital - - 8,017 - - - Total Tustin SL-Capital 329,540 414,867 460,371 539,361 716,594 759,594 Tustin SL - Non -Dept Personnel - - - - - - Operations 501,076 501,298 472 8,105 7,952 1,007,886 Capital - - - - - - Total Tustin SL - Non -Dept 501,076 501,298 472 8,105 7,952 1,007,886 Tustin SL Personnel - 2,900 8,089 109,778 120,594 120,594 Operations 830,616 913,265 444,736 437,688 603,952 1,646,886 Capital - - 8,017 - - - 142 Total Tustin SL 830,616 916,165 460,843 547,466 724,546 1,767,480 171 Solid Waste Personnel 124,297 139,996 152,490 146,649 176,174 149,230 Operations 59,255 117,974 204,203 314,000 240,000 320,000 171 Total Solid Waste 183,551 257,970 356,693 460,649 416,174 469,230 180 Special Events Special Events - Tustin Street Fair Personnel - - - - - - Operations 38,562 (16) 309,649 117,153 255,880 255,880 Capital - - - - - - Total Special Events - Tustin Street Fair 38,562 (16) 309,649 117,153 255,880 255,880 Special Events - Tustin Tiller Days Personnel - - - - - - Operations 195,914 11,098 232,035 280,901 240,000 240,000 Capital - - - - - - Total Special Events - Tustin Tiller Days 195,914 11,098 232,035 280,901 240,000 240,000 Special Events - Other Personnel - - - - - - Operations 27,635 13,525 57,390 60,000 105,000 105,000 Capital - - - - - - Total Special Events - Other 27,635 13,525 57,390 60,000 105,000 105,000 Special Events - Public Arts Personnel - - - - - - Operations 40,000 40,000 Capital - - Total Special Events - Public Arts - - 40,000 40,000 Special Events Total Personnel - - - - - - Operations 262,111 24,607 599,074 458,054 640,880 640,880 Capital - - - - - - 180 Total Special Events 262,111 24,607 599,074 458,054 640,880 640,880 181 Workers Comp, Self Insurance Personnel - - - - - - 291 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Fund Expense Actual Actual Actual Estimated Proposed Proposed Operations 2,072,935 1,610,088 1,364,056 1,399,230 1,666,900 1,731,600 Capital - - - 5,000 5,000 5,000 181 Total Workers Comp, Self Insurance 2,072,935 1,610,088 1,364,056 1,404,230 1,671,900 1,736,600 182 Liability, Self Insurance Personnel - - - - - - Operations 1,281,549 1,216,884 1,173,859 1,442,969 1,855,500 2,116,000 Capital - - - - - - 182 Total Liability, Self Insurance 1,281,549 1,216,884 1,173,859 1,442,969 1,855,500 2,116,000 183 Unemployment, Self Insurance Personnel - - - - - - Operations 4,920 13,133 13,144 12,500 15,000 15,000 Capital - - - - - - 183 Total Unemployment, Self Insurance 4,920 13,133 13,144 12,500 15,000 15,000 184 Equipment Replacement Personnel - - - - - - Operations 3,966 1,281 562 1,500 120,000 120,000 Capital 1,164,182 413,071 1,011,715 1,080,618 2,276,426 1,089,000 184 Total Equipment Replacement 1,168,149 414,352 1,012,277 1,082,118 2,396,426 1,209,000 185 Information Technology Personnel 455,058 581,203 652,347 590,258 834,671 864,034 Operations 1,021,575 1,152,742 1,274,832 2,219,093 2,287,975 2,287,975 Capital 764,761 630,047 983,785 1,376,502 1,268,000 1,848,000 185 Total Information Technology 2,241,394 2,363,992 2,910,964 4,185,853 4,390,646 5,000,00 300 Water Enterprise Fund Water, Service Billing Personnel 813,087 826,930 841,974 871,550 889,275 935,081 Operations 1,575,702 2,979,504 4,141,966 5,797,184 2,931,800 3,781,800 Capital 18,806 45,108 15,362 50,000 50,000 50,000 Total Water, Service Billing 2,407,594 3,851,541 4,999,302 6,718,734 3,871,075 4,766,881 Water, Administration Personnel 759,447 697,491 703,711 897,868 1,257,832 1,292,726 Operations 2,664,433 1,958,277 3,963,269 3,364,923 3,707,777 3,738,386 Capital - - - - - - Total Water, Administration 3,423,880 2,655,768 4,666,980 4,262,791 4,965,609 5,031,111 Water Distribution Personnel 1,104,956 1,214,614 1,371,486 1,370,115 1,350,154 1,382,688 Operations 235,169 201,060 354,331 257,969 293,850 281,900 Capital - - 21,799 - - - Total Water Distribution 1,340,125 1,415,674 1,747,616 1,628,084 1,644,004 1,664,588 Main Street Facilities Personnel 82,316 60,940 65,144 212,855 228,191 232,319 Operations 98,019 40,641 46,012 57,700 60,700 4,304,440 Capital - - - - - - Total Main Street Facilities 180,335 101,580 111,156 270,555 288,891 4,536,759 17th Street Desalter Personnel 330,863 219,005 219,031 152,962 163,664 166,582 301 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Fund Expense Actual Actual Actual Estimated Proposed Proposed Operations 1,922,231 2,329,113 2,183,760 2,249,745 2,235,050 2,321,800 Capital - - - - - - Total 17th Street Desalter 2,253,094 2,548,118 2,402,790 2,402,707 2,398,714 2,488,382 Imported Water Personnel 110,022 108,366 116,611 102,287 108,854 111,560 Operations 1,019,869 3,088,193 6,055,368 6,608,320 5,633,320 782,260 Capital - - - - - - Total Imported Water 1,129,891 3,196,559 6,171,979 6,710,607 5,742,174 893,820 Water Production Personnel 276,839 288,896 301,690 307,783 330,936 337,272 Operations 4,256,598 3,665,401 2,426,371 2,075,700 3,275,140 2,118,100 Capital - - - - - - Total Water Production 4,533,437 3,954,297 2,728,061 2,383,483 3,606,076 2,455,372 Non -Departmental Personnel 239,223 395,906 369,383 364,765 362,749 Operations - 48,914 - - - Capital - - - - Total Non -Departmental - 239,223 444,820 369,383 364,765 362,749 Water Utility Fund Total Personnel 3,477,530 3,655,464 4,015,552 4,284,801 4,693,671 4,820,977 Operations 11,772,021 14,262,188 19,219,990 20,411,541 18,137,637 17,328,686 Capital 18,806 45,108 37,162 50,000 50,000 50,000 300 Total Water Enterprise Fund 15,268,357 17,962,760 23,272,704 24,746,342 22,881,308 22,199,66 301 Water Capital Fund Personnel - - - - - - Operations 425,625 8,124,112 4,454,041 672,179 500,000 500,000 Capital - 4,388,348 2,748,496 506,385 2,998,169 1,150,000 301 Total Water Capital Fund 425,625 12,512,459 7,202,537 1,178,564 3,498,169 1,650,000 305 2011 Water Revenue Bond Fund Personnel - - - Operations 120 10 289,004 Capital Outlay - 289,000 - 305 Total 2011 Water Revenue Bond Fund 120 289,010 289,004 306 2013 Water Revenue Bond Fund Personnel - - - - Operations 6,188 1,761 13,222,296 1,967,808 - CapitalOutlay - 9,101,720 - 920,000 82,382 306 Total 2013 Water Revenue Bond Fund 6,188 9,103,481 13,222,296 2,887,808 82,382 420 ARPA Personnel - - - - Operations 6,359,132 7,260,000 3,947,500 1,800,000 Capital - - - - 420 Total ARPA - 6,359,132 7,260,000 3,947,500 1,800,000 431 Assess. District 95-1 Construction Personnel - - Operations 484,155 809,947 31 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Fund Expense 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed Proposed Capital - - 431 Total Assess. District 95-1 Construction 484,155 809,947 - - 433 CFD 04-1 Personnel - - - - - Operations 713,496 729,461 714,367 704,906 704,006 700,406 Capital - - - - - - 433 Total CFD 04-1 713,496 729,461 714,367 704,906 704,006 700,406 434 CFD 06-1 Construction Personnel - - - - - Operations 125,070 54,387 0 - 6,540 6,540 Capital - 2,544,132 167,844 78,709 - - 434 Total CFD 06-1 Construction 125,070 2,598,519 167,845 78,709 6,540 6,540 435 CFD 06-1 Debt Svs Personnel - - - - - - Operations 3,363,350 3,533,069 3,520,575 3,571,000 3,653,019 3,732,231 Capital - - - - - - 435 Total CFD 06-1 Debt Svs 3,363,350 3,533,069 3,520,575 3,571,000 3,653,019 3,732,231 436 CFD 07-1 Debt Svs Personnel - - - - - - Operations 925,918 977,697 967,005 1,047,300 1,070,075 1,091,038 Capital - - - - - 436 Total CFD 07-1 Debt Svs 925,918 967,005 1,047,300 1,070,075 1,091,038 440 CFD 13-01 Personnel - Operations 425,920 3,500 Capital - - 440 Total CFD 13-01 3,5 441 CFD 14-01 Debt Service Personnel - - - - - - Operations 1,489,915 1,545,584 1,550,496 1,556,900 1,587,925 1,615,300 Capital - - - - - - 441 Total CFD 14-01 Debt Service 1,489,915 1,545,584 1,550,496 1,556,900 1,587,925 1,615,300 442 Special Tax B Personnel - - - - - - Operations 3,486,418 4,433,734 4,624,929 5,100,250 5,724,417 6,272,509 Capital - - - - - - 442 Total Special Tax B 3,486,418 4,433,734 4,624,929 5,100,250 5,724,417 6,272,509 443 CFD 14-01 Construction Personnel - - - - - - Operations - 4,000,000 169,388 35,777 Capital 1,580,820 378,007 3,245,655 1,010,249 443 Total CFD 14-01 Construction 1,580,820 4,378,007 3,415,043 1,046,026 444 CFD 18-01 Construction Personnel - - - - Operations 276,127 3,500 444 Total CFD 18-01 Construction 276,127 3,500 321 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Fund Expense 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed Proposed 561 MCAS 2010 TABS Personnel 123,321 714 Operations 350 - - CapitaL 1,183,160 87,345 - 561 Total WAS 2010 TABS 1,306,831 87,345 714 - 571 PARS OPEB Personnel - - - Operations 11,194 13,015 14,404 Capital - - - - - - 571 Total PARS OPEB 11,194 13,015 14,404 575 Tustin Housing Authority Personnel 404,321 415,647 437,466 426,941 224,058 230,130 Operations 889,596 951,638 66,860 1,228,073 1,368,258 1,431,641 Capital - - - - - - 575 Total Tustin Housing Authority 1,293,917 1,367,285 504,326 1,655,014 1,592,316 1,661,771 570 Successor Agency Personnel - - - - - - Operations 2,316,869 2,241,079 2,153,269 3,931,898 3,930,628 3,930,873 Debt Service - - - - - - 570TotaL Successor Agency 2,316,869 2,241,079 2,153,269 3,931,898 3,930,628 ALL Funds Personnel 48,920,333 47,996,415 54,120,966 57,640,255 60,758,181 61,985,811 Operations 70,876,454 84,595,452 109,104,420 101,599,621 96,323,905 96,471,437 Non -Operating Expenditures - 3,312,630 255,316 3,830,700 - - CapitaL 40,684,710 32,335,845 15,994,828 22,295,041 59,975,780 40,047,892 TOTAL EXPENSES - ALL FUNDS 160,481,497 168,240,342 179,475,529 185,365,617 217,057,866 198,505,140 33 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 Department/Division Expense Summary - General Fund Dept 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Expense Name Actual Actual Actual Estimated Proposed Proposed City Council Personnel - - - 22,406 51,000 51,000 Operations 27,576 12,886 21,420 28,750 35,800 35,800 Capital - - - - - - Total City Council 27,576 12,886 21,420 51,156 86,800 86,800 City Clerk Personnel 500,926 518,564 550,942 597,831 633,530 638,007 Operations 101,947 150,594 136,385 242,100 257,100 360,600 Capital 13,696 - 9,787 2,500 2,500 2,500 Total City Clerk 616,569 669,158 697,115 842,431 893,130 1,001,107 City Attorney Personnel - - - - - - Operations 698,431 817,270 851,020 923,000 969,150 1,017,600 Capital - - - - - - Total City Attorney 698,431 817,270 851,020 923,000 969,150 1,017,600 City Manager's Office Personnel 604,755 762,027 830,594 875,168 930,000 954,733 Operations 53,072 39,604 42,520 53,000 77,300 77,300 Capital - - - - - - Total City Manager's Office 657,827 801,631 873,114 928,168 1,007,300 1,032,033 Economic Development Personnel 815,943 773,689 968,989 1,010,770 1,273,227 1,315,121 Operations 326,719 185,703 135,342 259,238 409,932 381,217 Capital - - - - - - Total Economic Development 1,142,661 959,391 1,104,332 1,270,008 1,683,159 1,696,338 Finance Personnel 1,226,988 1,360,185 1,448,430 1,497,483 1,525,458 1,561,230 Operations 294,906 295,454 290,023 307,400 427,120 434,080 Capital - - - - 5,000 5,000 Total Finance 1,521,894 1,655,639 1,738,453 1,804,883 1,957,578 2,000,310 Human Resources Personnel 713,382 740,311 776,196 869,976 906,288 963,398 Operations 309,648 232,908 241,114 270,825 353,125 371,225 Capital 7,807 - - - 5,000 5,000 Total Human Resources 1,030,838 973,220 1,017,310 1,140,801 1,264,413 1,339,623 Community Development Planning Personnel 1,711,841 1,605,943 1,573,502 1,520,024 1,595,965 1,652,808 Operations 228,134 259,049 422,906 395,800 559,500 519,500 Capital - - - - 10,000 10,000 Total Planning 1,939,975 1,864,992 1,996,407 1,915,824 2,165,465 2,182,308 Building Personnel 618,793 714,916 919,535 1,147,881 1,220,333 1,235,059 Operations 1,030,742 877,004 873,046 965,170 1,023,803 1,071,548 341 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Dept 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Name Expense Actual Actual Actual Estimated Proposed Proposed Capital - - - - - Total Building 1,649,535 1,591,919 1,792,581 2,113,051 2,244,136 2,306,607 Code Enforcement Personnel 259,026 313,176 342,457 178,365 168,698 171,477 Operations 92,581 155,392 125,973 105,600 114,100 116,100 Capital - - - - - - Total Code Enforcement 351,607 468,567 468,430 283,965 282,798 287,577 Community Development Personnel 2,589,660 2,634,034 2,835,493 2,846,270 2,984,997 3,059,344 Operations 1,351,457 1,291,444 1,421,925 1,466, 570 1,697,403 1,707,148 Capital - - - - 10,000 10,000 Total Community Development 3,941,117 3,925,479 4,257,418 4,312,840 4,692,400 4,776,492 Public Works Administration Personnel 609,153 524,905 549,430 539,950 432,819 451,004 Operations 689,309 569,918 540,457 671,200 855,350 862,350 Capital - - - - - - Total Administration 1,298,463 1,094,823 1,089,887 1,211,150 1,288,169 1,313,354 Engineering Personnel 1,030,856 1,126, 519 1,143, 728 1,373,049 1,523,009 1,550, 529 Operations 23,039 27,709 104,699 104,000 194,000 189,000 Capital - - - - - - Total Engineering 1,053,895 1,154,228 1,248,427 1,477,049 1,717,009 1,739,529 Streets Personnel 687,789 669,954 763,578 590,726 644,380 657,161 Operations 97,527 157,995 2,533,362 154,000 155,850 154,700 Capital 3,044,650 2,370,752 - - - - Total Streets 3,829,966 3,198,700 3,296,940 744,726 800,230 811,861 Landscape Personnel 1,706,202 1,761,534 1,969,006 1,944,793 2,185,449 2,183,213 Operations 3,675,098 3,833,386 4,234,265 4,309,190 4,709,100 4,852,600 Capital - - - - - - Total Landscape 5,381,300 5,594,920 6,203,271 6,253,983 6,894,549 7,035,813 Water Quality Personnel 170,890 175,966 173,672 183,135 190,138 195,618 Operations 282,892 324,636 321,538 432,810 469,142 473,000 Capital - - - - - - Total Water Quality 453,782 500,602 495,211 615,945 659,280 668,618 Fleet Maintenance Personnel 498,367 520,783 535,087 551,633 564,080 577,093 Operations 514,889 545,334 717,363 944,340 841,700 834,600 Capital - - - - - - Total Fleet Maintenance 1,013,256 1,066,117 1,252,450 1,495,973 1,405,780 1,411,693 Building Facilities Personnel Operations 413,665 422,434 371,248 324,446 480,638 501,324 1,976,424 2,461,699 2,472,230 2,727,600 2,926,800 3,037,300 351 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Dept 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Name Expense Actual Actual Actual Estimated Proposed Proposed Capital - - - - - Total Building Facilities 2,390,088 2,884,133 2,843,478 3,052,046 3,407,438 3,538,624 Public Works Personnel 5,116,921 5,202,095 5,505,748 5,507,731 6,020,514 6,115,942 Operations 7,259,179 7,920,676 10,923,915 9,343,140 10,151,942 10,403,550 Capital 3,044,650 2,370,752 - - - - Total Public Works 15,420,750 15,493,523 16,429,663 14,850,871 16,172,456 16,519,492 Police Department Administration Personnel 1,184,875 1,160,008 1,204,826 1,478,361 1,245,780 1,286,986 Operations 3,168,723 2,106,913 1,073,475 2,147,060 2,735,860 2,735,860 Capital - - - - - - Total Administration 4,353,598 3,266,921 2,278,301 3,625,421 3,981,640 4,022,846 City Operations Personnel 3,185,928 2,541,442 3,010,146 3,240,434 3,238,710 3,342,845 Operations 538,520 639,238 769,149 900,420 1,008,110 927,110 Capital - - - - - - Total City Operations 3,724,448 3,180,680 3,779,294 4,140,854 4,246,820 4,269,955 North Area Division Personnel 4,454,992 3,966,033 4,383,275 5,069,446 5,065,230 5,247,018 Operations 105,153 91,063 65,817 60,600 56,259 56,259 Capital - - - - - - Total North Area Division 4,560,144 4,057,096 4,449,092 5,130,046 5,121,489 5,303,277 South Area Division Personnel 4,477,950 4,826,596 5,412,994 5,165,328 6,075,255 6,278,079 Operations 87,029 77,795 69,593 54,500 92,159 92,159 Capital - - - - - - Total South Area Division 4,564,979 4,904,391 5,482,587 5,219,828 6,167,414 6,370,238 Special Operations Division Personnel 3,042,900 4,477,615 4,916,851 5,137,716 5,283,414 5,391,624 Operations 134,441 169,537 155,045 176,785 237,785 237,785 Capital - - - - - - Total Special Operations Division 3,177,341 4,647,152 5,071,896 5,314,501 5,521,199 5,629,409 Professional Standards Division Personnel 2,141,749 2,084,539 2,086,187 2,341,945 2,126,037 2,160,847 Operations 519,174 400,687 441,579 478,041 686,795 818,018 Capital - - - - - - Total Professional Standards Division 2,660,923 2,485,227 2,527,767 2,819,986 2,812,832 2,978,865 Field Support Services Personnel 2,472,116 2,723,699 2,772,030 2,985,821 3,226,037 3,269,893 Operations 244,896 211,324 187,104 224,625 331,625 335,525 Capital - - - - - - Total Field Support Services 2,717,012 2,935,023 2,959,134 3,210,446 3,557,662 3,605,418 Operations Support Services Personnel Operations 1,511,895 1,750,839 1,662,977 1,662,139 1,887,391 1,933,066 223,199 307,581 290,082 235,700 257,122 257,122 361 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Dept 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Name Expense Actual Actual Actual Estimated Proposed Proposed Capital - - - - - Total Operations Support Services 1,735,093 2,058,420 1,953,059 1,897,839 2,144,513 2,190,188 Behavioral Response Unit Personnel 96,608 170,112 164,769 172,288 Operations 55 - - - Capital - - - - Total Behavioral Response Unit - 96,663 170,112 164,769 172,288 Police Department Personnel 22,472,404 23,530,772 25,545,894 27,251,301 28,312,623 29,082,647 Operations 5,021,135 4,004,138 3,051,899 4,277,731 5,405,715 5,459,838 Capital - - - - - - Total Police Department 27,493,539 27,534,909 28,597,794 31,529,032 33,718,338 34,542,484 Fire Service Contract Personnel - - - - - - Operations 8,676,428 9,213,773 9,759,428 10,077,639 10,623,700 11,098,438 Capital - - - - - - Total Fire Service Contract 8,676,428 9,213,773 9,759,428 10,077,639 10,623,700 11,098,438 Parks & Recreation Administration Personnel 377,977 350,538 488,096 529,160 431,691 448,959 Operations 714,190 552,892 530,098 626,450 797,650 800,650 Capital 709 689 - 850 850 850 Total Administration 1,092,876 904,118 1,018,194 1,156,460 1,230,191 1,250,459 Sports Personnel 638,014 739,954 674,826 678,196 839,035 878,377 Operations 176,545 187,508 275,611 292,400 342,600 354,600 Capital 1,939 1,088 1,942 4,000 16,000 5,000 Total Sports 816,498 928,550 952,379 974,596 1,197,635 1,237,977 Classes/Cultural Services Personnel 332,655 305,066 266,786 320,645 243,266 247,575 Operations 468,979 381,748 774,977 672,200 798,700 824,200 Capital 16,236 16,913 17,994 19,500 21,000 21,000 Total Classes/Cultural Services 817,870 703,728 1,059,757 1,012,345 1,062,966 1,092,775 Veterans Sports Park/The Annex Personnel 182,110 240,917 236,275 241,985 Operations 172,251 125,600 119,100 129,100 Capital 2,369 2,000 5,000 2,000 Total Veterans Sports Park/The Annex - 356,729 368,517 360,375 373,085 Senior Citizens Personnel 433,470 452,405 464,338 497,640 510,083 521,993 Operations 58,267 14,535 76,282 98,200 115,200 115,200 Capital - - - - - - Total Senior Citizens 491,737 466,940 540,620 595,840 625,283 637,193 Special Services Personnel Operations 331,275 292,449 307,425 326,450 369,723 382,913 12,667 6,927 8,572 7,700 7,700 7,700 371 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Dept 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Name Expense Actual Actual Actual Estimated Proposed Proposed Capital 1,153 1,990 2,404 2,500 25,000 25,000 Total Special Services 345,095 301,366 318,401 336,650 402,423 415,613 Tustin Youth Center Personnel 367,856 362,375 380,734 406,014 395,850 399,440 Operations 26,411 25,906 38,432 38,800 43,800 43,800 Capital 1,173 1,115 2,000 2,000 2,500 2,500 Total Tustin Youth Center 395,439 389,395 421,166 446,814 442,150 445,740 Parks & Recreation Personnel 2,481,247 2,502,787 2,764,314 2,999,021 3,025,923 3,121,241 Operations 1,457,059 1,169,515 1,876,223 1,861,350 2,224,750 2,275,250 Capital 21,209 21,795 26,708 30,850 70,350 56,350 Total Parks & Recreation 3,959,516 3,694,097 4,667,245 4,891,221 5,321,023 5,452,841 Non -Departmental Personnel 4,095,206 4,652,042 5,338,449 6,190,980 6,476,041 6,419,000 Operations 1,650,021 1,575,226 1,887,071 8,713,718 5,177,536 5,288,660 Capital - - - - - - Total Non -Departmental 5,745,227 6,227,269 7,225,520 14,904,698 11,653,577 11,707,660 Non -Operating Expenditures Small Business Assistance 2,191,245 - Meal Gap Program 127,794 255,316 - Water Loan - - 3,830,700 Other COVID-19 Costs 993,591 - - Total Non -Operating Expenditures - 3,312,630 255,316 3,830,700 General Fund Total Personnel 40,617,432 42,676,506 46,565,050 49,668,938 52,139,600 53,281,663 Operations 27,227,578 26,909,191 30,638,285 37,824,461 37,810,573 38,910,705 Non -Operating Expenditures - 3,312,630 255,316 3,830,700 - - Capital 3,087,363 2,392,546 36,495 33,350 92,850 78,850 TOTAL EXPENSES - GENERAL FUND 70,932,372 75,290,874 77,495,146 91,357,449 90,043,023 92,271,218 381 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 Position Control List Department Position 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Position Summary by Department City Clerk 4.50 4.50 4.50 4.50 0.00 4.50 0.00 City Manager's Office 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Community Development 21.50 21.50 22.50 22.50 0.00 22.50 0.00 Economic Development 7.00 7.00 7.00 7.00 0.00 7.00 0.00 Finance 22.50 22.50 23.00 23.00 0.00 23.00 0.00 Human Resources 5.25 5.25 5.50 5.50 0.00 5.50 0.00 Parks & Recreation 17.00 17.00 17.00 17.00 0.00 17.00 0.00 Police Department 150.00 153.00 154.00 156.00 2.00 156.00 0.00 Public Works 77.75 78.75 77.00 79.00 2.00 79.00 0.00 Total Position Control - All Departments 310.50 314.50 315.50 319.50 4.00 3 City Clerk Administrative Assistant' 2.50 2.50 1.50 1.50 0.00 1.00 -0.50 City Clerk 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Assistant' 0.00 0.00 1.00 1.00 0.00 1.50 0.50 Total City Clerk 4.50 4.50 4.50 0.00 4.50 0.00 City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 0.00 1.00 0.00 City Manager 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Coordinator 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Total City Manager's Office 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Community Development Administrative Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Assistant Director of CD - Building 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Assistant Director of CD - Planning 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Assistant Planner 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Associate Planner 2.00 1.00 1.00 1.00 0.00 1.00 0.00 Building Inspector 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Building Official z 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Building Permit Technician 2.00 3.00 2.00 2.00 0.00 2.00 0.00 Code Enforcement Officer 2.50 1.50 1.50 1.50 0.00 1.50 0.00 Deputy Building Officialz 0.00 1.00 1.00 0.00 -1.00 0.00 0.00 Director of Community Development 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/II 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Planning Technician 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Principal Plan Check Engineer 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Principal Planner 2.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Building Inspector 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Code Enforcement Officer 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Building Permit Technician 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Senior Planner 3.00 3.00 3.00 3.00 0.00 3.00 0.00 Total Community Development 21.50 21.50 22.50 22.50 0.00 22.50 0.00 Economic Development Deputy Director of Econ. Dev. 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Director of Economic Development 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Economic Development & Housing Manager 0.00 1.00 1.00 1.00 0.00 1.00 0.00 391Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/11 2.00 1.00 0.00 0.00 0.00 0.00 0.00 Management Assistant 3 1.00 1.00 1.00 0.00 -1.00 0.00 0.00 Senior Management Assistant 3 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Senior Management Analyst 1.00 1.00 2.00 2.00 0.00 2.00 0.00 Total Economic Development 7.00 7.00 7.00 7.00 0.00 7.00 0.00 Finance Accountant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Accounting Specialist 2.50 2.50 3.00 3.00 0.00 3.00 0.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Director of Finance 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Director of Finance/City Treasurer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Information Technology Specialist 45 3.00 3.00 3.00 0.00 -3.00 0.00 0.00 Information Technology Supervisor ^ 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Management Analyst 1 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 11 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Management Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Accountant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Accounting Specialist 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Information Tech Specialists 1.00 1.00 1.00 3.00 2.00 3.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Assistant 2.00 2.00 1.00 1.00 0.00 1.00 0.00 Water Meter Reader 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Total Finance 22.50 22.50 23.00 23.00 0.00 23.00 0.00 Human Resources Administrative Assistant' 0.50 0.50 0.50 0.50 0.00 0.00 -0.50 Director of Human Resources 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Human Resources Manager 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Management Analyst 1/II a 0.75 0.75 1.00 2.00 1.00 2.00 0.00 Management Assistant' 2.00 2.00 1.00 1.00 0.00 1.50 0.50 Senior Management Analyst' 1.00 1.00 1.00 1.00 0.00 0.00 -1.00 Senior Management Assistants 0.00 0.00 1.00 0.00 -1.00 0.00 0.00 Total Human Resources 5.25 5.25 5.50 5.50 0.00 5.50 0.00 Parks & Recreation Administrative Assistant 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Deputy Director of Parks & Rec 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Director of Parks & Recreation 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator 5.00 6.00 6.00 6.00 0.00 6.00 0.00 Recreation Facilities Lead 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Recreation Program Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Superintendent 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Recreation Supervisor 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Sr. Management Assistant 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Total Parks & Recreation 17.00 17.00 17.00 0.00 17.00 0.00 Police Department Behavioral Health Bureau Commander 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Crime Analyst (SLESF Grant Funded) 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/11 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Assistant 2.00 1.00 1.00 1.00 0.00 1.00 0.00 Police Captain 1.00 1.00 3.00 3.00 0.00 3.00 0.00 Police Chief 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Police Civilian Commander 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Police Communications Lead 2.00 2.00 2.00 2.00 0.00 2.00 0.00 401 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Police Communications Officer 1/11 10.00 10.00 10.00 10.00 0.00 10.00 0.00 Police Fleet Coordinator 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Police Lieutenant 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Police Officer 69.00 72.00 72.00 72.00 0.00 72.00 0.00 Police Officer (SRO) e 1.00 1.00 1.00 2.00 1.00 2.00 0.00 Police Records Lead 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Police Records Specialist 10.00 10.00 10.00 10.00 0.00 10.00 0.00 Police Sergeant 10 18.00 18.00 18.00 19.00 1.00 19.00 0.00 Police Services Officer 1/11/111 15.00 15.00 15.00 15.00 0.00 15.00 0.00 Police Support Services Manager 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Police Support Services Supervisor 4.00 4.00 4.00 4.00 0.00 4.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Total Police Department 150.00 153.00 154.00 156.00 2.00 156.00 0.00 Public Works Assistant Engineer 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Assistant Director of Public Works 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Associate Engineer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Director of PW - Engineering 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Director of PW - Operations 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Director of PW / City Engineer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Electrician 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Equipment Mechanic 3.00 3.00 2.00 2.00 0.00 2.00 0.00 Equipment Operator 3.00 3.00 3.00 3.00 0.00 3.00 0.00 Field Services Manager 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Maintenance Leadworker 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Maintenance Supervisor 11 5.00 5.00 4.00 5.00 1.00 5.00 0.00 Maintenance Worker/Sr. Maint. Worker 19.00 20.00 22.00 22.00 0.00 22.00 0.00 Management Assistant 1.00 1.00 3.00 3.00 0.00 3.00 0.00 Principal Engineer 3.00 3.00 3.00 3.00 0.00 3.00 0.00 Public Works Inspector 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Public Works Manager 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Assistant 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Public Works Inspector 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Equipment Mechanic Leadworker 3.00 3.00 1.00 1.00 0.00 1.00 0.00 Water Distribution Leadworker 1.00 1.00 2.00 2.00 0.00 2.00 0.00 Water Distribution Operator 1/11 8.00 8.00 7.00 7.00 0.00 7.00 0.00 Water Equipment Operator 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Water Maint. & Const. Supervisor 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Water Services Manager 12 1.00 1.00 0.00 1.00 1.00 1.00 0.00 Water Treatment Leadworker 2.75 2.75 1.00 1.00 0.00 1.00 0.00 Water Treatment Operator 1 1.25 1.25 1.25 1.25 0.00 1.25 0.00 Water Treatment Operator II 2.75 2.75 1.75 1.75 0.00 1.75 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Total Public Works 77.75 78.75 77.00 79.00 2.00 79.00 0.00 POSITION CONTROL GRAND TOTAL E 310.5 314.5 315.50 319.50 4.00 319.50 0.00 Footnotes 1 City Clerk/Human Resources - 24/25 Budget Reclass - HR shared Administrative Assistant to Management Assistant 2 Community Development - 23/24 Budget Reclass - Deputy Building Official to Building Official 3 Economic Development - 23/24 Budget Reclass - Management Assistant to Senior Management Assistant 4 Finance (IT) - 23/24 Budget Reclass - Information Technology Specialist to Information Technology Supervisor 5 Finance (IT) - 23/24 Budget Reclass - Information Technology Specialist to Senior Information Technology Specialist 41 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Department Position 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) 6 Human Resources/City Clerk - 24/25 Budget Reclass - City Clerk shared Administrative Assistant to Management Assistant 7 Human Resources - 24/25 Budget Reclass - Senior Management Analyst to Human Resources Manager 8 Human Resources - 23/24 Budget Reclass - Senior Management Assistant to Management Analyst 1/11 9 Police Department - 23/24 Budget Add - Police Officer, School Resource Officer (SRO) 10 Police Department - 23/24 Budget Add - Sergeant 11 Public Works - 23/24 Budget Add - Reinstate Maintenance Supervisor 12 Public Works - 23/24 Budget Add - Reinstate Water Services Manager 421Page - �MEW i. fir.' �_• CITY DEPARTMENTS CITY COUNCIL City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget i � ns Mayor & n City Counci I DESCRIPTION: 4 Coordination Cooperation 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 Commission, and Building Board of Appeals. The City Council also serves as the Board of Directors of the Tustin Public Financing Authority, Housing 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. 43 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� MAYOR'S WELCOME Welcome to Tustin. On behalf of the Tustin City Council, it is my pleasure to welcome you to the City of Tustin. We are proud to provide you with information about our community and the many opportunities Tustin has to offer. Much like the glorious old trees that grace its landscape, Tustin is rooted in the past - its early heritage is embodied by the captivating historic homes and commercial storefronts along the streets of Old Town. But like its grand old homes and trees, Tustin continues to flourish with existing and new communities, modern shopping centers and in its diverse industrial base, ever reaching out to the future. Nestled in the scenic heart of Orange County, California, Tustin actively plans for the future based on a tremendous foundation of success. The community's goals are clear: to remain financially secure, to create jobs, and to improve the quality of life for all who live and work here by promoting a healthy balance of safe neighborhoods, parks, community facilities, and strong commercial and industrial areas. From a business perspective, Tustin is one of California's prime business locations. Tustin prides itself by working as a partner and supporter of businesses of all sizes to help them achieve greater success. The proximity of state and interstate freeways, airports, seaports and rail service enables easy travel to and from Tustin. I invite you to spend some time in Tustin. Whether in person or via our web page, we're happy to have you. Sincerely, Mayor Austin Lumbard 441 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� CITY COUNCIL 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES CITY COUNCIL ALL Funds Salaries & Benefits * 21,000 22,406 51,000 51,000 Internal Service Charges - - - - - - Operating Expense 12,886 21,420 50,800 28,750 35,800 35,800 Total City Council Expenditures 12,886 21,420 71,800 51,156 86,800 86,800 EXPENSES BY DIVISION General Fund City Council Expenditures Salaries & Benefits * 21,000 22,406 51,000 51,000 Internal Service Charges - - - - Operating Expense 12,886 21,420 50,800 28,750 35,800 35,800 Total 12,886 21,420 71,800 51,156 86,800 86,800 Total General Fund 12,886 21,420 71,800 51,156 86,800 86,800 City Council - Budget Breakdown by Year (All Funds) 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 rl 2020-21 Actual 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Budget Estimated Budget Budget e Salaries &l Benefits * ■ Internal Service Charges -Operating Expense * Beginning in December 2022, each member of the City Council and the Mayor and Mayor Pro Tern shall receive a monthly salary in the amount of $600 in accordance with Ordinance No. 1511, and pursuant with the passage of Measure CC on the November 3, 2020 ballot. 451Page sTN 10, t iL ji Zw# Iv CITY MANAGER City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Assistant City Manager V City Clerk Senior Management Analyst- 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 0.00 1.00 0.00 City Manager 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Coordinator 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Total City Manager's Office 5.00 5.00 5.00 5.00 0.00 5.00 0.00 * Directors & City Clerk Position Control count included in respective Department/Division. 461 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� CITY MANAGER'S OFFICE NEd DESCRIPTION: Under policy direction of the City Council, the City Manager's Office is responsible for planning, organizing and evaluating City services and providing management direction to all City departments through the department directors. It also ensures that the types and levels of City services are consistent with City Council policy and the proposed budget. TASKS: ➢ Keep the City Council constantly apprised as to the status of City programs and activities. ➢ Respond to, and resolve, citizen complaints concerning City services. ➢ Provide staff support, when required, to members of the City Council serving on regional agencies. ➢ Serve on special regional committees such as the Orange County Fire Authority Technical Advisory Committee, Orange County Library Task Force, and 800 MHz Communications System Governance Committee. ➢ Submit to the City Council the Fiscal Year 2023-25 operating and seven-year capital improvement budgets. ➢ Provide management oversight of economic development and housing programs. ➢ Serve as the Director of the Local Reuse Authority for the former MCAS Tustin. ➢ Serve as the Master Developer for City properties at Tustin Legacy. ➢ Manage the City's public communications program. 47 1 City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget CITY MANAGER'S OFFICE 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES CITY MANAGER'S OFFICE ALL Funds Salaries & Benefits 762,027 830,594 868,956 875,168 930,000 954,733 Internal Service Charges 27,365 24,979 29,900 29,900 39,800 39,800 Operating Expense 12,239 17,541 37,500 23,100 37,500 37,500 Total CM's Office Expenditures 801,631 873,114 936,356 928,168 1,007,300 1,032,033 EXPENSES BY DIVISION General Fund City Manager's Office Expenditures Salaries & Benefits 762,027 830,594 868,956 875,168 930,000 954,733 Internal Service Charges 27,365 24,979 29,900 29,900 39,800 39,800 Operating Expense 12,239 17,541 37,500 23,100 37,500 37,500 Total 801,631 873,114 936,356 928,168 1,007,300 1,032,033 Total General Fund F 801,631 936,356 928,168 1,007,300 1,032,033 City Manager's Office - Budget Breakdown by Year (All Funds) 1,200,000 1,000,000 800,000 600,000 400,000 200,000 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget ■ Salaries 8 Benefits ■ Internal Service Charges G Operating Expense 481 Page f 7N_ AW:_ 77, :w -- - lo City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� CITY ATTORNEY DESCRIPTION: The City Attorney's office provides legal advice and services pertaining to City affairs to the City Council, City Manager and other City officials. TASKS: ➢ Attend City Council and Planning Commission meetings for the purpose of providing legal advice. ➢ Review and prepare ordinances, resolutions, franchises, agreements, contracts and other documents. ➢ Provide legal advice to City departments. ➢ Represent the City in court proceedings. ➢ Review and monitor general employment and automobile liability claims processed by the City's claims administrator. CITY ATTORNEY 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES CITY ATTORNEY ALL Funds Operating Expense 817,270 851,020 923,000 923,000 969,150 1,017,600 Total City Attorney Expenditures 817,270 851,020 923,000 923,000 969,150 1,017,600 EXPENSES BY DIVISION General Fund City Attorney Expenditures Operating Expense 817,270 851,020 923,000 923,000 969,150 1,017,600 Total 817,270 851,020 923,000 923,000 969,150 1,017,600 Total General Fund 817,270 851,020 923,000 923,000 969,150 1,017,600 City Attorney - Budget Breakdown by Year (All Funds) 1,200,000 1,000,000 800,000 600,000 400,000 200,000 2020-21 Actual 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Budget Estimated Budget Budget 0Operating Expense 491 Page r mw 1 � 3 A . M 14 S- ' '7; ob.— •. CITY CLERK City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 0• i nistrative ctant (1.5) Managemen Assistant Department Position 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) City Clerk Administrative Assistant 2.50 2.50 1.50 1.50 0.00 1.00 -0.50 City Clerk 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Assistant 1 0.00 0.00 1.00 1.00 0.00 1.50 0.50 Total City Clerk 4.50 4.50 4.50 4.50 0.00 4.50 0.00 Footnotes 1 24/25 Budget Reclass - HR shared Administrative Assistantto Management Assistant 501 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� DESCRIPTION: The City Clerk's Office facilitates the legislative policy -making process, records and validates the proceedings of the City Council, and provides for timely and thorough access to public records. It administers the activities pertaining to City Council legislation, processes Council -approved agenda items, manages public records, and disseminates information concerning Council actions both to City staff and the public and conducts municipal elections. TASKS: ➢ Coordinate the preparation and distribution of official City Council agendas. ➢ Maintain a centralized records management system of contracts/agreements, deeds, resolutions, ordinances, and other City documents. ➢ Process public records requests. ➢ Conduct municipal elections in accordance with the Tustin City Code, the Elections Code, and the Political Reform Act of 1974. ➢ Serve as filing officer for Campaign Disclosure and conflict of interest statements required by the Fair Political Practices Commission. ➢ Coordinate legislative updates in the Tustin City Code. ➢ Administer the recruitment process for the City's Planning Commission, the Community Services Commission, Audit Commission, Building Board of Appeals, and Public Art Commission. ➢ Implement the City's Citizen Academy program. ➢ Process legal documents, including: liability claims, subpoenas, summons, appeals, and petitions. ➢ Prepare and coordinate ceremonial recognitions such as presentations during the City Council meeting, proclamations and certificates of recognition. ➢ Publish legal notices. ➢ Provide citywide phone reception services. ➢ Provide citywide duplication, scanning services and mail delivery. ➢ Maintain subscription and distribution of City Council and Planning Commission agendas and minutes. ➢ Receive bids and RFPs for City projects and conduct bid openings respectively. ➢ Manage the citywide public shredding program. ➢ Serve as the Americans with Disabilities Act Coordinator ensuring that persons with disabilities can fully participate in and benefit from the public services offered by the City. ➢ Manage the electronic document imaging system (Laserfiche). 511Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget CITY CLERK 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES CITY CLERK ALL Funds Salaries & Benefits 518,564 550,942 588,825 597,831 633,530 638,007 Internal Service Charges 31,123 27,945 34,500 34,500 46,500 46,500 Operating Expense 119,471 108,440 216,607 207,600 210,600 314,100 Furniture & Equipment - 9,787 2,500 2,500 2,500 2,500 Total City Clerk Expenditures 669,158 697,115 842,432 842,431 893,130 1,001,107 EXPENSES BY DIVISION General Fund City Clerk Expenditures Salaries & Benefits 518,564 550,942 588,825 597,831 633,530 638,007 Internal Service Charges 31,123 27,945 34,500 34,500 46,500 46,500 Operating Expense 119,471 108,440 216,607 207,600 210,600 314,100 Furniture & Equipment - 9,787 2,500 2,500 2,500 2,500 Total 669,158 697,115 842,432 842,431 893,130 1,001,107 Total General Fund 669,158 697,115 842,432 842,431 893,130 1,001,107 City Clerk - Budget Breakdown by Year (All Funds) 1,200,000 1,000,000 800,000 600,000 400,000 200,000 2020-21 2021-22 2022-23 2022-23 2023-24 Actual Actual Budget Estimated Budget 2024-25 Budget ia Salaries it Benefits ■ Internal Service Charges ❑ Operating Expense ■ Furniture Et Equipment 52 1 Page ECONOMIC DEVELOPMENT City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Department Position 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Economic Development Deputy Director of Econ. Dev. 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Director of Economic Development 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Economic Development & Housing Manager 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/11 2.00 1.00 0.00 0.00 0.00 0.00 0.00 Management Assistant 3 1.00 1.00 1.00 0.00 -1.00 0.00 0.00 Senior Management Assistant a 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Senior Management Analyst 1.00 1.00 2.00 2.00 0.00 2.00 0.00 Total Economic Development 7.00 7.00 7.00 0.00 7.00 0.00 Footnotes 3 23/24 Budget Reclass - Management Assistant to Senior Management Assistant 53 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ECONOMIC DEVELOPMENT A" DESCRIPTION: The Economic Development Department provides leadership as the Executive Developer of Tustin Legacy, Economic Development Facilitator, City Real Estate Administrator, and the Housing Authority (workforce and homeless). TASKS: ➢ Executive Developer of Tustin Legacy ➢ Land use planning and project identification ➢ Concept design plans ➢ Infrastructure and financial feasibility analysis ➢ Private and public project planning and implementation ➢ Implement Disposition Manual ➢ Financial and project development negotiations ➢ Project oversight, performance and monitoring ➢ Economic Development Facilitator ➢ Develop and provide business capacity building, training, educational and business expansion programs in partnership with CSUF Small Business Development Center ➢ Host business workshops and facilitate relationships with Tustin Chamber of Commerce ➢ Provide business and property sale and lease resources on City website ➢ Assist property owners through: ➢ Retail recruitment ➢ Development review ➢ Relationship building ➢ Leverage opportunities with businesses, developers, property owners, community groups and others to promote the City and economic interests of the City. ➢ City Real Estate Administrator ➢ Manage short- and long-term uses of City -owned property ➢ Tustin Legacy ➢ Pacific Center East ➢ Tustin Housing Authority (Workforce and Homeless) a. Manage affordable ownership units b. Oversee affordable rental units c. Oversee Tustin Temporary Emergency Shelter and homeless outreach services d. Create/facilitate opportunities for new workforce, senior and homeless housing units e. Coordinate housing policy for public or private projects PERFORMANCE MEASURES (Performance Measures introduced for 2022-23) Performance Measure I Goal Target 24lb-2111 Z1112111-21 Z11z1_zz z11zz_z3 Z1123-Z4 Small Business Training & Grants Issued EconDev 50 N/A N/A N/A 149 50 Tustin businesses attending City -promoted SBDC EconDev 100 N/A N/A N/A 100 100 Workshops SBDC 1 on 1 Consultations with Tustin Businesses EconDev. 150 N/A N/A N/A 292 150 Business Workshops Hosted (SCORE, Chamber) EconDev 6 N/A N/A N/A 6 6 Small Business Interactions re: Training, Grants and EconDev 36,000 N/A N/A N/A 60,000 36,000 Program Opportunities Mayor's Letters to New Businesses EconDev 250 N/A N/A N/A 288 270 Mayor's Letters to New Chamber of Commerce Members EconDev 50 N/A N/A N/A 50 60 Tustin Legacy Interim Use Revenue EconDev $400,000 N/A N/A N/A $960,000 $410,000 South Hangar Rental Revenue Real $100,000 N/A N/A N/A $110,000 $50,000 Estate 541 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Pacific Center East Interim Use Revenue Real $900,000 N/A N/A N/A $1,000,000 $1,000,000 Estate Affordable Ownership Unit Resales Housing 3 N/A N/A N/A 3 3 Homeless Guests served at Temporary Shelter Housing 150 N/A N/A N/A 165 150 % of Shelter Guests Transitioned to Stable Housing Housing 35% N/A N/A N/A 35% 35% 2023-2025 GOALS: ➢ Executive Developer of Tustin Legacy ➢ As the LRA, finalize two alternative land use plans for Parcel 18 reuse planning ➢ Substantial completion of land use analysis and documentation for Specific Plan Amendment ➢ Finalize Neighborhood-G design guidelines ➢ Coordinate revisions to City ADU ordinance ➢ Coordinate general infrastructure analysis for remaining portions of Neighborhood G with Specific Plan Amendment ➢ Coordinate general infrastructure analysis for Neighborhood D North with Specific Plan Amendment ➢ Monitor construction of Alley Grove ➢ Monitor construction of South Hangar Rehab Ph 1 ➢ Monitor construction of ND South Infrastructure Ph 2 ➢ Coordinate design of Legacy Park Ph 2 with other departments ➢ Coordinate design of Armstrong Ave Pedestrian Bridge with other departments ➢ Execute DDA for AvalonBay multifamily mixed -use project (ND South) ➢ Negotiate and execute an Exclusive Negotiating Agreement (ENA) for Congregate Care Site 1 (ND South) ➢ Prepare and release offering for a residential for -sale project (NG PA 15-A South) ➢ Prepare and issue a Notice of Availability for Cornerstone 2 commercial site ➢ Monitor construction and sales of 400 homes, the Landing project in Neighborhood- D South and coordinate any profit participation ➢ Coordinate design review and predevelopment activities and monitor construction of SOCCCD ATEP public and private projects ➢ Economic Development Facilitator ➢ Develop and initiate a new training & grant program ➢ Provide Phase IV of the Main Street Digital Training & Grant program ➢ Promote SBDC regional workshops to Tustin businesses ➢ Promote and make available SBDC one-on-one consultant services for Tustin Businesses ➢ Host SBDC Small Business Clinic for Tustin businesses ➢ Host SCORE workshops for Tustin businesses ➢ Facilitate workshops between Tustin Chamber and SBDC ➢ Support Chamber efforts to promote Old Town events ➢ Strengthen the relationship between the City and Tustin businesses ➢ Host the Mayor's business recognition luncheon ➢ Host an inaugural Mayor's new business reception ➢ City Real Estate Administrator ➢ Generate revenue for City with interim uses on vacant Tustin Legacy property ➢ Generate revenue for City from events, filming and other uses at the South Hangar ➢ Generate revenue for City with interim uses on vacant Pacific Center East property ➢ Execute and generate increased revenue for City with new long-term leases with tenants at the 15171 Del Arno building ➢ Complete entitlement negotiations with Outfront for a new digital display billboard and generate increased revenue for City 551Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Tustin Housing Authority (Workforce and Homeless) ➢ Ensure compliance with affordable ownership housing monitoring ➢ Provide excellent customer service through assisting homeowners with selling and refinancing affordable units ➢ Ensure compliance for affordable rental housing monitoring ➢ Provide excellent customer advocacy for affordable rental tenants ➢ Develop long-term options for sheltering individuals experiencing homelessness ➢ Connect City and County homeless outreach service strategies ➢ Seek Permanent Local Housing Allocation funding for Tustin Temporary Emergency Shelter 2022-2023 ACCOMPLISHMENTS: ➢ Executive Developer of Tustin Legacy ➢ The Landing, a 400 for sale home community by Brookfield, continues to construct and sell homes at an accelerated pace. Sales have exceeded 75% as of mid -May 2023 and as a result final build out is expected to be completed 2 years earlier than projected. ➢ Released and marketed through CBRE a competitive residential Offering for a Multi -family mixed use project on 19.4 acres of property within Neighborhood D South. The City entered into an Exclusive negotiating Agreement (ENA) with AvalonBay and Abode Communities for the potential disposition and development of a Multifamily Mixed -Use project for approximately 1,208 multifamily homes of which 25% (302) are affordable in compliance with the Surplus Land Act. ➢ Released and marketed through CBRE a competitive commercial Offering (RFP) for a congregate care project composed of independent, assisted and memory care on 6 acres of property within Neighborhood D South. ➢ As the Local Reuse Authority for former MCAS Tustin, continued security and maintenance on Reuse Parcel 18 and considered next steps for the reuse planning process. ➢ Coordinated development for public and private projects within the South Orange County Community College District (SOCCCD) ATEP campus. ➢ Advanced design plans and bid packages for CIP projects such as Alley Grove Promenade, Legacy Park (2n1 phase), South Hangar rehabilitation and Armstrong Avenue pedestrian bridge. ➢ Crafted and produced a new Development and Disposition Manual for Tustin Legacy which outlines the City's role and responsibilities as Executive Developer, considerations, process, requirements and approaches to land uses and dispositions, and estimated timing for marketing and Disposition and Development Agreement negotiation and transaction execution. ➢ Economic Development Facilitator ➢ Partnered with the Orange County Small Business Development Center to deliver the following programs: ➢ Developed the four -week, Level Up Training & Grant program (Level Up Program), which consisted of four online classes and a one-on-one meeting with a business development consultant. One hundred eighteen (118) businesses participated in three different phases of the Level Up Program and, upon completing the training, each business received a $10,000 grant. $1,180,000 in COVID recovery grant funding was distributed to Tustin small businesses for the Level Up Program. ➢ In May 2023, launched the 3rd Main Street Digital Training & Grant program, in which over fifty (50) Tustin small businesses, home -based businesses and nonprofits applied to attend four (4) courses in June on how to market and expand their businesses online. Selected applicants will receive a $1,000 grant to assist with online marketing ➢ Hosted one (1) Small Business Clinic for nineteen (19) Tustin businesses to receive direct one on one counseling and access to expert small business development consultants. ➢ In 2022, promoted fourteen (14) regional (Orange County) small business workshops to Tustin businesses. 100 of the 813 businesses attending those workshops were Tustin businesses ➢ In 2022, Tustin's partnership with SBDC connected 292 Tustin businesses to one-on-one assistance with SBDC consultants. ➢ Partnered with the Orange County Workforce Board 561Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Sponsored a Mobile Workforce Clinic at the Tustin Library — nineteen (19) visits. ➢ Hosted six (6) business workshops conducted by the Service Corps of Retired Executives (SCORE). ➢ Recognized over twenty (20) Tustin businesses at the Mayor's Business Recognition Luncheon in June 2023. ➢ City Real Estate Administrator ➢ Tustin Legacy ➢ Managed 16 new and existing short-term License agreements, generating $1,048,692 in revenue. ➢ Managed five (5) short-term license agreements at the South Hangar, generating $141,000 in revenue. ➢ Managed three (3) short-term license agreements at Parcel 18, generating $146,000 in revenue. ➢ Oversaw property management for approximately 580 vacant acres Pacific Center East ➢ Negotiated three-year lease extensions for the two (2) existing Tenants at the 15171 Del Amo warehouse, which will generate over $1,000,000 annually starting in FY 23/24. ➢ Negotiated one (1) one-year license extension in Pacific Center East, generating over $50,000 annually. ➢ Managed one (1) new short-term license agreement in Pacific Center East, generating $48,000 in revenue. ➢ Billboard ➢ Managed the Static Display Lease with Outfront Media, generating $65,563 in revenue. ➢ Negotiated and received City Council approval for a Digital Display Lease with Outfront Media, dependent upon Outfront receiving entitlements. ➢ Outfront Media submitted their entitlement application in March which is under review. ➢ Tustin Housing Authority (Workforce and Homeless) ➢ Workforce Housing ➢ Oversaw and managed Tustin Housing Authority's 279 affordable ownership units ➢ Facilitated three (3) affordable housing resales ➢ Oversaw compliance for 469 affordable rental units ➢ Emergency Shelter and Housing ➢ Managed the contract with Temporary Shelter, Inc. to operate the Tustin Temporary Emergency Shelter. ➢ Served over 210 guests at the Tustin Temporary Emergency Shelter. ➢ Partnered with the Orange County Workforce Board to staff the Shelter with Workforce staff to assist shelter guests with job search and training. ➢ Monitored the Tustin Veteran's Outpost shelter ➢ Oversaw the Disposition and Development Agreement with Family Promise for the "House of Ruth", a 7-unit apartment complex that will provide transitional housing for homeless families, on property conveyed by the City in May 2022. ➢ Construction scheduled to be completed in June 2023. ➢ The House of Ruth expected to become operational in July 2023. ➢ New workforce housing ➢ Negotiated an Affordable Housing Incentive Agreement for two (2) very -low income ownership units with developer Intracorp at 17802/17842 Irvine Blvd. 571Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget ECONOMIC DEVELOPMENT 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES ECONOMIC DEVELOPMENT ALL Funds Salaries & Benefits 1,189,335 1,406,455 1,436,899 1,437,711 1,497,285 1,545,251 Internal Service Charges 46,640 41,876 51,700 51,700 69,700 69,700 Operating Expense 1,090,701 111,374 1,652,092 1,435,611 1,708,490 1,743,158 Principal & Interest Expense - 48,953 - - - - Total Econ Dev Expenditures 2,326,676 1,608,657 3,140,691 2,925,022 3,275,475 3,358,109 EXPENSES BY DIVISION General Fund Economic Development Expenditures Salaries & Benefits 773,689 968,989 1,010,668 1,010,770 1,273,227 1,315,121 Internal Service Charges 46,640 41,876 51,700 51,700 69,700 69,700 Operating Expense 139,063 68,990 322,038 207,538 340,232 311,517 Principal & Interest Expense - 24,476 - - - - Total 959,391 1,104,332 1,384,406 1,270,008 1,683,159 1,696,338 Total General Fund 959,391 1,104,332 1,384,406 1,270,008 1,683,159 1,696,338 EXPENSES BY DIVISION All Other Funds Housing Authority Expenditures Salaries & Benefits 415,647 437,466 426,232 426,941 224,058 230,130 Internal Service Charges - - - - - - Operating Expense 951,638 42,384 1,330,054 1,228,073 1,368,258 1,431,641 Principal & Interest Expense - 24,476 - - - - Total 1,367,285 504,326 1,756,286 1,655,014 1,592,316 1,661,771 Total Other Funds 1,367,285 504,326 1,756,286 1,655,014 1,592,316 1,661,771 Economic Development - Budget Breakdown by Year (All Funds) 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget I@Salaries Et Benefits ■Internal Service Charges oOperating Expense ■Principal Et Interest Expense 58 1 Page • ITT. + � �'F � � # f � `+l�`�'� --�. - _ _ i •. � { Milk 46 Aw 14 } I vim* oe FINANCE City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget •••• Director of Finance Audit • • Commison • •• Seni Senior IT Managem Accounting Supervisor Armlyst Specialist (Budget) (Business License) Management Management SeniorR Analyst Arelyst II Specialists(2) Sp •• •• •• Code Enforcement Accounting Meter Readers Officer Specialist Utility Utility Billing(2) Bi II ing (3) �N Department Position 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Finance Accountant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Accounting Specialist 2.50 2.50 3.00 3.00 0.00 3.00 0.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Director of Finance 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Director of Finance/City Treasurer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Information Technology Specialist 45 3.00 3.00 3.00 0.00 -3.00 0.00 0.00 Information Technology Supervisor 4 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Management Analyst 1 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 11 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Management Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Accountant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Accounting Specialist 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Information Tech Specialist 5 1.00 1.00 1.00 3.00 2.00 3.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Assistant 2.00 2.00 1.00 1.00 0.00 1.00 0.00 Water Meter Reader 2.00 2.00 2.00 2.00 0.00 2.00 0.00 591 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Total Finance 22.50 2 50 23.00 23.00 0.00 23.00 0.00 Footnotes 23/24 Budget Reclass - Information Technology Specialist to Information Technology Supervisor 23/24 Budget Reclass - Information Technology Specialist to Senior Information Technology Specialist 601 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� FINANCE DEPARTMENT ANA DESCRIPTION: The Finance Division provides treasury services, financial services, accounts payable, accounts receivable, customer service, cashiering, and accounting support for the City, the Housing Authority, the Successor Agency to the Tustin Community Redevelopment Agency, the Water Utility and the City's Special Assessment Districts. It is responsible for recording the financial activities of the City in accordance with generally accepted accounting principles and standards of the Government Accounting Standards Board. Tustin's Information Technology (IT) services are also housed within the Finance Department. IT works with all City Departments and divisions to ensure that technology needs are being met and designs, develops, administers, and maintains various telecommunications and computer networks. TASKS: ➢ Deposit, monitor and record all revenues of the City. ➢ Responsible for the City's cash management. ➢ Serve as the City Treasurer and invest and manage the City's funds. ➢ Prepare the quarterly investment reports. ➢ Prepare the annual Operating and Capital Improvement Budget. ➢ Maintain the General Ledger and all financial records. ➢ Administer the payroll, accounts receivable and accounts payable functions. ➢ Monitor the City's Fixed Asset Accounting System. ➢ Ensure proper internal controls are in place throughout the City Departments. ➢ Prepare the Annual Comprehensive Financial Report. ➢ Complete the State Controller's Annual Report of Operations, Annual Street Report and other reports as required. ➢ Represent the City and provide information for various City, County, State and federal audits. ➢ Provide management support for Water Utility billing. ➢ Provide Utility Billing services including reading meters, preparing resident's bills, create and monitor service requests, prepare water management reports, and promote the water conservation program. ➢ Assist in the formation and administration of special assessment districts. ➢ Manage debt service and issue bonds when appropriate. ➢ Update and/or implement software and hardware solutions. ➢ Monitoring and/or replacing infrastructure solutions, which includes but is not limited to switches, servers, phones, computers, etc. ➢ Monitor IT infrastructure alerts and incidents to determine the appropriate level of response and mitigation(s). PERFORMANCE MEASURES (Performance Measures introduced for 2022-23) In December of 2022, the Utility Billing Department took on an elevated approach to managing phone calls from our residents and businesses. Using real-time reporting, standards were set and implemented in January of 2023. The performance measurements below demonstrate the success of our "all -hands" approach to serving our citizens. Our goals are true "Reach" goals that will need a sustained effort to achieve. In just five months we have seen a marked improvement in all measurement categories. iraet 2022 2023 2023 2023 2023 2023 2023 2024 2C Utility Billing Calls N/A N/A 1 7,313 1 899 657 672 586 1 696 700 1 8,400 8,400 Calls Answered by Staff % 90.0% 64.2% 81.4% 83.0% 87.5% 84.6% 84.2% 90.0% 90.0% 90.0% Calls Abandoned % 5.0% 11.8% 11.3% 7.3% 5.7% 6.1% 7.9% 5.0% 5.0% 5.0% Avg. Call Queue Time Seconds 60 133 1 114 74 67 52 72 60 60 60 Avg. Call Abandoned Time Seconds 120 199 1 274 102 141 83 202 120 120 120 61 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2023-2025 GOALS: ➢ Continue to evaluate and develop long-term strategies to achieve a more sustainable budget. ➢ Continue to address unfunded Ca[PERS pension liabilities. ➢ Continue to produce an Annual Comprehensive Financial Report in accordance with generally accepted accounting principles. ➢ Continue to provide the City Manager and City Council with timely financial updates. ➢ Continue to effectively manage the City's investment portfolio with a continued goal of maximizing investment returns while safeguarding principal and remaining sufficiently liquid to meet future expenditures. ➢ Perform a business process review and identify opportunities for improvements in efficiencies and to strengthen internal controls. ➢ Produce a Popular Annual Financial Report for Fiscal Year 2022/23 to supplement the Annual Comprehensive Financial Report with information that is easily understandable to the general public and other interested parties without a background in public finance. ➢ Replace 260 computers (desktop/laptops) in the City Manager, City Clerk, Community Development, Economic Development, Finance, HR, Parks & Recreation, and Public Works departments. ➢ Replace 7 City Hall and Police Department servers that run the City's virtual server infrastructure. ➢ Replace the SAN storage array that provides the primary repository for production data (file servers, SQL databases, etc.). ➢ Continue to monitor the City's IT infrastructure for cybersecurity-related alerts and incidents. ➢ Continue to evaluate new technologies and work with departments to determine if they are an appropriate solution to be implemented. ➢ Implement/enhance the CCTV (security) cameras at other City facilities which include Metrolink station/parking structure, Sports Park, etc. 2022-2023 ACCOMPLISHMENTS: ➢ Effectively managed the City's investment portfolio with a continued goal of maximizing investment returns while safeguarding principal and remaining sufficiently liquid to meet future expenditures. ➢ Received the Government Finance Officers Association's "Certificate of Achievement for Excellence in Financial Reporting" for the 35th year, which is the highest form of recognition in the area of governmental accounting and financial reporting. ➢ Continued to address unfunded CaIPERS pension liabilities by providing the City Council with an updated Pension Funding Policy, which was approved by the City Council on February 15, 2022. ➢ Continued to evaluate and develop long-term strategies to achieve a more sustainable budget. ➢ Updated the 2021-22 Comprehensive User Fee Study for adoption in June of 2023. iusLN 2022'202� UDbET-IN-BRIEF ��pµ NMO �o„Wwe„anw.0-H pKpI1TIM6 KViMW ��... n.err� Maintained the credit rating of "AA" assigned by Standard & Poor's for the City of Tustin's Water Revenue Bonds. Published a 2022-23 Budget -In -Brief that provided a �... summary of year two of the Biennial 2021-23. I n•--� Implemented Brightmetrics for real-time call tracking and established standards for call response times. Replaced 150 computers (desktop/laptops) in the Police Department Responded to/investigated 560 cybersecurity alerts/warnings. Implementation of the CCTV (security) cameras at the Columbus Tustin Gym and Youth Center 621 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget FINANCE 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES FINANCE ALL Funds Salaries & Benefits 2,768,317 2,942,751 3,060,976 2,959,291 3,249,403 3,360,345 Internal Service Charges 81,642 73,304 90,500 90,500 121,900 121,900 Operating Expense 2,762,188 2,996,576 4,557,193 4,438,593 4,710,495 4,717,455 Transfers, Bad Debt, Fees 1,585,151 2,637,502 3,799,500 3,796,084 934,500 1,784,500 Vehicles & Equipment 413,071 1,011,715 2,901,376 1,080,618 2,281,426 1,094,000 Hardware & Software 675,155 999,147 1,376,502 1,426,502 1,318,000 1,898,000 Total Finance Expenditures 8,285,524 10,660,996 15,786,048 13,791,588 12,615,724 12,976,200 EXPENSES BY DIVISION General Fund Finance Expenditures Salaries & Benefits 1,360,185 1,448,430 1,517,712 1,497,483 1,525,458 1,561,230 Internal Service Charges 81,642 73,304 90,500 90,500 121,900 121,900 Operating Expense 212,228 210,979 238,800 204,900 290,220 297,180 Discount Charge/Credit Cards 1,584 5,740 - 12,000 15,000 15,000 Furniture & Equipment - - 3,000 - 5,000 5,000 Total 1,655,639 1,738,453 1,850,012 1,804,883 1,957,578 2,000,310 Total General Fund Iff1,655,639 1,738,453 1,850,012 1,804,883 1,957,578 2,000,310 EXPENSES BY DIVISION All Other Funds utility Billing (Water Enterprise Fund) Salaries & Benefits 826,930 841,974 874,919 871,550 889,275 935,081 Internal Service Charges - - - - - - Operating Expense 1,395,938 1,510,203 2,097,800 2,013,100 2,012,300 2,012,300 Transfers, Bad Debt, Fees 1,583,566 2,631,762 3,799,500 3,784,084 919,500 1,769,500 Hardware & Software 45,108 15,362 50,000 50,000 50,000 50,000 Total 3,851,541 4,999,302 6,822,219 6,718,734 3,871,075 4,766,881 Equipment Replacement Expenditures (Internal Services Fund) Salaries & Benefits - - - - - - Internal Service Charges - - - - - - Operating Expense 1,281 562 1,500 1,500 120,000 120,000 Vehicles & Equipment 413,071 1,011,715 2,898,376 1,080,618 2,276,426 1,089,000 414,352 1,012,277 2,899,876 1,082,118 2,396,426 1,209,000 Information Technology Expenditures (Internal Services Fund) Salaries & Benefits 581,203 652,347 668,345 590,258 834,671 864,034 Internal Service Charges - - - - - - Operating Expense 1,152,742 1,274,832 2,219,093 2,219,093 2,287,975 2,287,975 Hardware & Software 630,047 983,785 1,326,502 1,376,502 1,268,000 1,848,000 Total 2,363,992 2,910,964 4,213,941 4,185,853 4,390,646 5,000,009 Total Other Funds 6,629,885 8,922,543 13,936,036 11,986,705 10,658,147 10,975,890 63 1 Page 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget Finance - Budget Breakdown by Year (All Funds) 2020-21 2021-22 2022-23 2022-23 2023-24 Actual Actual Budget Estimated Budget ❑ Salaries Et Benefits a Internal Service Charges o Operating Expense oTransfers, Bad Debt, Fees 0 Vehicles Et Equipment ■Hardware Et Software 2024-25 Budget 641 Page FIRE SERVICES City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� FIRE SERVICES DESCRIPTION: The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public education, and paramedic services. The Orange County Fire Authority is a regional fire service agency that serves 23 cities in Orange County and all unincorporated areas. The OCFA protects over 1,984,758 residents from its 77 fire stations located throughout Orange County. One member of the Tustin City Council serves on the Board of Directors of the Fire Authority. In fiscal year 2007-08 the City Council authorized an extension of the contract with the Fire Authority for an additional twenty years. FIRE SERVICES 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES FIRE SERVICES ALL Funds County Fire Contract - Operating Expense 9,213,773 9,759,428 10,077,639 10,077,639 10,623,700 11,098,438 Total Fire Expenditures 9,213,773 9,759,428 10,077,639 10,077,639 10,623,700 11,098,438 EXPENSES BY DIVISION Genera! Fund Fire Expenditures County Fire Contract - Operating Expense 9,213,773 9,759,428 10,077,639 10,077,639 10,623,700 11,098,438 Total 9,213,773 9,759,428 10,077,639 10,077,639 10,623,700 11,098,438 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 Fire Services Budget Breakdown by Year (All Funds) 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget I@County Fire Contract - Operating Exp 651 Page TUSTIN STATION R ■ 70 g R AMR _ P-1 Avon klm z �11�11l1l11ira �I b.,'alai Irr 11rilial HUMAN RESOURCES City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget •00 Director of Human Resources Management Analyst 1/11 (2) •• Management Assistant Department Position 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Human Resources Administrative Assistant' 0.50 0.50 0.50 0.50 0.00 0.00 -0.50 Director of Human Resources 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Human Resources Manager' 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Management Analyst 1/11 e 0.75 0.75 1.00 2.00 1.00 2.00 0.00 Management Assistant' 2.00 2.00 1.00 1.00 0.00 1.50 0.50 Senior Management Analyst' 1.00 1.00 1.00 1.00 0.00 0.00 -1.00 Senior Management Assistants 0.00 0.00 1.00 0.00 -1.00 0.00 0.00 Total Human Resources 5.25 5.25 5.50 5.50 0.00 NE5.50 0.00 Footnotes 6 24/25 Budget Reclass - City Clerk shared Administrative Assistant to Management Assistant 7 24/25 Budget Reclass - Senior Management Analyst to Human Resources Manager 8 23/24 Budget Reclass - Senior Management Assistant to Management Analyst 1/II 661 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� DESCRIPTION: The Human Resources Department is responsible for providing centralized human resources and risk management services for all of the City's departments and employees. Human Resources strives to partner with other City departments to attract, retain, and develop a high-performance workforce; provide professional guidance and exceptional customer service in all employment and risk management matters; promote principles of fairness and merit; and limit and mitigate the City's exposure to liability. TASKS: ➢ Collaborate with managers and employees to provide support, services and solutions that ensure a positive and productive work environment. ➢ Conduct valid and defensible recruitment and selection processes to fill vacancies in all City departments. ➢ Serve as the City's chief labor negotiator and meet and confer with the represented employee organizations regarding wages, hours and other terms and conditions of employment and interpret and apply provisions of labor agreements and Personnel Rules. ➢ Maintain the City's classification and compensation plan and review/recommend position classification and salary Levels for all City positions. ➢ Administer employee benefit programs, including medical, retirement, and COBRA benefits. ➢ Process all employee personnel actions, including promotions, transfers, and compensation and benefit adjustments. ➢ Review and update policies, procedures and internal controls to ensure compliance with legal requirements and effectiveness with organizational operations. ➢ Facilitate and implement employee training programs for professional development and legal compliance. ➢ Oversee performance and misconduct issues with employees including handling grievances, conducting administrative investigations and managing disciplinary processes and appeals. ➢ Administer family and medical leaves of absence and oversee the interactive process and reasonable accommodation requests for individuals with disabilities. ➢ Manage the workers' compensation program with the City's third -party administrator by overseeing work -related injuries and illnesses, return to work assignments, and industrial disability retirements. ➢ Serve as the program administrator for the City's safety program including compliance with OSHA regulations. ➢ Direct the general liability and risk management programs with the City's third -party administrator through the City's participation in the California Insurance Pool Authority (CIPA). ➢ Coordinate with operational departments to meet program requirements of various intergovernmental agencies including the Department of Transportation (DOT) program, Department of Motor Vehicle (DMV) Pull Notice program, Department of Justice (DOJ) Live Scan program and the Injury and Illness Prevention program (IIPP). ➢ Monitor and ensure compliance with state and federal laws related to public sector labor and employment issues. ➢ Maintain employee personnel and medical records. 67 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget HUMAN RESOURCES 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES HUMAN RESOURCES ALL Funds Salaries & Benefits 740,311 776,196 824,066 869,976 906,288 963,398 Internal Service Charges 44,745 40,175 49,600 49,600 66,800 66,800 Operating Expense 361,742 381,712 523,225 522,225 637,325 655,425 Claims, Premiums, Insurance 2,666,013 2,369,852 2,647,155 2,550,999 3,165,500 3,491,000 Furniture & Equipment - - 5,000 5,000 10,000 10,000 Total HR Expenditures 3,812,811 3,567,935 4,049,046 3,997,800 4,785,913 5,186,623 EXPENSES BY DIVISION Genera! Fund Human Resources Expenditures Salaries & Benefits 740,311 776,196 824,066 869,976 906,288 963,398 Internal Service Charges 44,745 40,175 49,600 49,600 66,800 66,800 Operating Expense 188,163 200,939 272,225 221,225 286,325 304,425 Furniture & Equipment - - - - 5,000 5,000 Total 973,220 1,017,310 1,145,891 1,140,801 1,264,413 1,339,623 Total General Fund 973,220 1,017,310 1,145,891 1,140,801 1,264,413 1,339,623 EXPENSES BY DIVISION All Other Funds Workers' Compensation Expenditures (Internal Service Fund) Operating 489 428 20,600 2,700 20,900 20,600 Claims, Premiums, Insurance 1,609,599 1,363,628 1,384,055 1,396,530 1,646,000 1,711,000 Furniture & Equipment - - 5,000 5,000 5,000 5,000 Total 1,610,088 1,364,056 1,409,655 1,404,230 1,671,900 1,736,600 Liability Expenditures (Internal Service Fund) Operating 173,579 180,773 251,000 301,000 351,000 351,000 Claims, Premiums, Insurance 1,043,306 993,086 1,238,100 1,141,969 1,504,500 1,765,000 Furniture & Equipment - - - - - - Total 1,216,884 1,173,859 1,489,100 1,442,969 1,855,500 2,116,000 Unemployment Expenditures (Internal Service Fund) Salaries & Benefits - - - - - - Internal Service Charges 24 6 - - - - Claims, Premiums, Insurance 13,109 13,138 25,000 12,500 15,000 15,000 Total 13,133 13,144 25,000 12,500 15,000 15,000 Total Other Funds 2,840,105 2,551,059 2,923,755 2,859,699 3,542,400 3,867,600 681 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget Human Resources - Budget Breakdown by Year (All Funds) 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 2020-21 2021-22 2022-23 2022-23 Actual Actual Budget Estimated oSalaries Et Benefits G Internal Service Charges ■ Claims, Premiums, Insurance O Furniture Et Equipment 2023-24 Budget ❑Operating Expense 2024-25 Budget 691 Page sT COMMUNITY DEVELOPMENT City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Enforcement aeinu ounui its Plan Check Officer PerrnR Technician Inspector Engineer .. •• .. .. Code Enforcement Building Pennit Building Inspector Administrative officer Technician (2) Assistant (1.5) (2) Grading Inspector Administrative ( 5) (.ern 5) ..• Director of Commun ty Development 1111so .. Planning Executive Commission Assistant Management Analystll 0 City Clerk Services Specialist Assistant Planner I Planning Tecl Aide 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Community Development Administrative Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Assistant Director of CD - Building 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Assistant Director of CD - Planning 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Assistant Planner 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Associate Planner 2.00 1.00 1.00 1.00 0.00 1.00 0.00 Building Inspector 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Building Official 2 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Building Permit Technician 2.00 3.00 2.00 2.00 0.00 2.00 0.00 Code Enforcement Officer 2.50 1.50 1.50 1.50 0.00 1.50 0.00 Deputy Building Official2 0.00 1.00 1.00 0.00 -1.00 0.00 0.00 Director of Community Development 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Planning Technician 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Principal Plan Check Engineer 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Principal Planner 2.00 1.00 1.00 1.00 0.00 1.00 0.00 701 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Department Position 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Senior Building Inspector 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Code Enforcement Officer 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Building Permit Technician 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Senior Planner 3.00 3.00 3.00 3.00 0.00 3.00 0.00 Total Community Development 21.50 21.50 22.50 22.50 0.00 22.50 0.00 Footnotes 23/24 Budget Reclass - Deputy Building Official to Building Official 71 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� DESCRIPTION: The Planning Division provides residents, developers, and policy makers, with informed guidance about land use, development standards, the environmental review process, and historic preservation to shape the future of the City. The Planning Division consists of Advance Planning and Current Planning. The Planning Division staff provide support to the City Council and Planning Commission, including the preparation of technical reports and facilitating community outreach and public hearings. TASKS: ➢ Advance Planning provides long-range land planning and zoning administration services and is responsible for: ➢ Implementing the City's General Plan; ➢ Preparing environmental analyses for the City's Capital Improvement Projects; ➢ Managing information about the City's population, housing growth and demographics; ➢ Coordinating agencies in projects relative to transportation and air quality; ➢ Drafting code amendments and development standards to address recently adopted legislation, and updating the zoning code to keep up with changes in land use planning; ➢ Representing the City's needs in regional land use policy making agencies such as Southern California Association of Governments (SCAG), Orange County Council of Government, Center of Demographic Research, etc. ➢ Implementing special projects identified in the City's Strategic Plan; and ➢ Administering Community Development Block Grant Program focused on providing assistance to promote public services and community and economic development activities. ➢ Current Planning oversees short-range planning needs, such as coordinating with other departments and agencies and assisting members of the public and is responsible for: ➢ Assisting the public with zoning information and application of development standards to projects; ➢ Evaluating planning applications for land development, permit and business license requests for compliance with the City's zoning code and General Plan; ➢ Implementing the development standards that comprise the City's zoning ordinance; ➢ Coordinating internal review of development applications with other City departments; ➢ Implementing the Historic Preservation Programs; and ➢ Assisting the public with requests for alterations and additions to historic properties. PERFORMANCE MEASURES (Performance Measures introduced for 2022-23): Planning Concierge Program Services Comp Planning Plan Checks Completed Design Reviews Processed Entitlements Processed Temporary Use Permits Approved Zoning Verification Letters Completed Public Records Requests Completed Phone Consultations Email Consultations Public Counter Consultations leted Streamline N/A Streamline N/A Streamline N/A Streamline N/A Streamline N/A Streamline N/A Streamline N/A Streamline N/A Streamline N/A N/A N/A 1,904 N/A N/A N/A N/A 35 N/A N/A N/A N/A 36 N/A N/A N/A N/A 66 N/A N/A N/A N/A 58 N/A N/A N/A N/A 18 N/A N/A N/A N/A 1,724 N/A N/A N/A N/A 1,150 N/A N/A N/A N/A 477 N/A N/A 721 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 GOALS: ➢ Provide comprehensive Advance and Current Planning Services to facilitate developments while adhering to State and local codes, City's General Plan vision, and ensuring consistency with the City's Strategic Plan. ➢ Implement Development Streamlining Measures through the Streamline Tustin Initiative. ➢ Seek and administer grant funding to leverage city resources that benefit city -initiated projects, capital improvement projects, community and economic activities, and provision of public services. ➢ Monitor and provide input to protect and prevent negative impacts to the Tustin community from adjacent city projects, airports, or regional planning agency policy making, consistent with the City's adopted Legislative Platform and Strategic Plan. �Nri_� -4 46. AL__ !/ �I 1 2022-2023 ACCOMPLISHMENTS: ➢ Advance Planning ➢ Reassess the Downtown Commercial Core Specific Plan and Red Hill Avenue Specific Plan to encourage development opportunities, economic development, and coordinated improvements. ➢ Comprehensive Citywide General Plan update. May also include 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. ➢ Housing Element sites approved for 2021-2029 Housing Element (i.e. Tustin Legacy, Tustin Market Place, Enderle Center, and Downtown Commercial Core & Red Hill Avenue Specific Plans). ➢ Draft Residential Objective Design Standards pursuant to comply with adopted Housing Element. ➢ Provide staff supportforthe administration of activities associated with the federal Community Development Block Grant (CDBG) Program including public service and public facility and improvement projects and with an annual allocation of approximately $750,000. ➢ Monitor regional planning and development activities, particularly for community impacts associated with development projects occurring in the neighboring communities of Santa Ana, Orange and Irvine. ➢ Continue the City's current program for monitoring aircraft noise associated with flights to and from John Wayne Airport. ➢ Review proposed State and federal legislation for potential impacts to Tustin and prepare position papers and correspondences on pending legislation. ➢ Maintain current demographic information and make available to the public. Provide input to the Center for Demographic Research, State Department of Finance, and Southern California Association of Governments on demographic projection updates. ➢ Create an interactive map for the public that displays the City's Updated Historical Resources Survey Report findings. ➢ Assist the Public Works Department in preparing environmental documents for major capital improvement projects. ➢ Obtain certification of the updated Housing Element and address any comments from the Department of Housing and Community Development (HCD). ➢ Implement updates and improvements to the Department's web page, including highlighted the Department's efforts to streamline development processes under the new "Streamline Tustin" initiative. ➢ Implement enhanced community engagement and public outreach strategies for City initiated community development projects such as General Plan updates. 731Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Current Planning ➢ Process discretionary entitlements, including design reviews, conditional use permits, variances, subdivisions, minor adjustments, etc. ➢ Perform plan checks for new development, tenant improvements, and other building projects. ➢ Process temporary use permits, large gathering use permits, temporary sign permits, and film permits. ➢ Development application processing and monitoring tasks associated with the Tustin Legacy projects. ➢ Review Business Licenses related to land use inquiries and requests, and provide Zoning Code and other information to new/existing businesses. ➢ 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. ➢ Complete historic preservation trainings for Planning Commission, Historic Cultural Resources Advisor to the City Council, and staff. ➢ In coordination with the Building Division, provide Planning support for the "Permit -by - Appointment" program for relatively routine construction projects prepared by licensed design professionals such as residential remodels and additions, as part of the "Streamline Tustin" 2022BUILDPLANNING NG ACTIVITY �N initiative. ➢ Streamline Tustin Initiative ➢ Implement efficiency improvements to the department's processes and procedures, such as all digital plan checking and over the counter plan check by appointment. ➢ Identify code updates that will streamline the entitlement review process, ensure consistency with new legislation. ➢ Provide a one -stop planning counter and virtual services to residents, developers, and business community by implementing the Planning Concierge Services. DESCRIPTION: The mission of the Building Division is to ensure safe construction and lawful use of buildings and properties by enforcing the California Building Standards Code and the Tustin Zoning Code. When buildings are well constructed and maintained, it enhances the community's quality of life, boosts property values, and attracts businesses and investment. 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 741 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� State and local Building, Residential, Plumbing, Electrical, Mechanical, Historical Building, Green Building, and Energy Codes, collectively known as the California Building Standards Code. The Building Division is comprised of three service sections: Plan Check/Permitting, Building Inspection, and Code Enforcement. Plan Check/Permitting and Building Inspection Services ensure that all construction proposals are completed in compliance with the California Building Standards Code and Tustin City Code. Code Enforcement staff members work with Building Inspectors, other City Departments, and various State agencies to ensure that Tustin properties are well maintained, and that national water and air quality requirements are met. TASKS: ➢ Prepare and advertise a Request for Proposals and execute five-year contracts with consultants to continue contract plan check and support activities. ➢ Prepare and adopt California Building Standards Codes with amendments (three-year cycle). ➢ Administer and enforce the California Building Standards Codes. ➢ Continue to implement new permit tracking software. ➢ Continue to work with developers, allocate resources and coordinate with other agencies and departments to ensure continued progress at Tustin Legacy. ➢ Provide plan check and inspection services for all new construction, additions, and alterations to buildings. Continue to provide expedited plan check services when needed; complete all 1st submittal plan check services within ten (10) working days and subsequent plan check submittals within five (5) working days. ➢ Implement a Permit -by -Appointment program for relatively routine construction projects prepared by licensed design professionals such as residential remodels and additions in coordination with the Planning Division, as part of the "Streamline Tustin" initiative. ➢ Continue to utilize inspection staff in the role of "project coordinator" to guide homeowners through the construction project submittal and permitting process (an ombudsman approach that humanizes and simplifies the plan check and inspection correction process for persons unfamiliar with the City's construction application, plan check and inspection requirements). ➢ Outreach and raise awareness and preparedness for natural disasters such as wildfires and earthquakes to maintain a safe living environment and community. Work with the State Fire Marshall and Orange County Fire Authority representatives to prepare and adopt the anticipated Fire Hazard Severity Zone maps. ➢ Update the City's Building Codes, as needed. ➢ Update the City's grading and private street design standards to be compatible with the current practice while maintaining quality standards. ➢ Continue to update the Building Division pages on the City website to provide the public and contractors with Building Code information, Bulletins/Policies, useful links, and City handouts to ensure a uniform understanding and application of City Code requirements. ➢ Continue to update the Building Division's Procedure Manual and develop comprehensive internal operational policies. ➢ Continue to support OCFA and Tustin Police emergency response needs related to evaluating structural safety following structure fires and vehicle accidents involving structures. ➢ Continue an excellent standard of plan check and inspection to maintain code compliance and safety, while also preventing disruptions during construction. ➢ Monitor and recommend measures to ensure the City's compliance with the National Pollutant Discharge Elimination System (NPDES) Permit and Air Quality Management Plan. ➢ Administer the City's graffiti -removal program and actively participate in the City's Neighborhood Improvement Program. 751Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ 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. PERFORMANCE MEASURES (Performance Measures introduced for 2022-23): Permit Applications Processed Building N/A N/A N/A 2,503 N/A N/A Permits Issued Building N/A N/A N/A 2,320 N/A N/A Temporary Use Permits Approved Building N/A N/A N/A 66 N/A N/A Alternate Work Hour Permits Building N/A N/A N/A 8 N/A N/A Number of Inquiries at the Counter Building N/A N/A N/A 6,100 N/A N/A Number of Inquiries Via Phone Building N/A N/A N/A 10,980 N/A N/A Number of Inquiries Via Email Building N/A N/A N/A 40,504 N/A N/A Completed Number of Public Records Requests Building N/A N/A N/A 572 N/A N/A Number of Business Licenses Issued Building N/A N/A N/A 433 N/A N/A 2023-2025 GOALS: ➢ Implement e-Review software to streamline the plan review process and reduce review time. ➢ Seek and administer grant funding from CaIAPP to adopt and implement, SolarAPP+, standardized plan review software that automates plan review, permit approval, and project tracking for eligible { rooftop solar systems. ➢ Continue to provide timely plan check reviews, first review within 10 days and second review within 5 days. ➢ Continue to provide professional, friendly customer service at the front counter, over the phone, and via email. ➢ Continue to provide inspections within 24 hours of the requested inspection. 7 Continue to educate the Community and work, with the community to maintain the highest quality of life, maintain property values and eliminate public nuisances. Continue to provide efficient services to maintain the City of Tustin free of graffiti. Collaborate with other Divisions and Agencies to address the illegal street vendors by providing education and assisting in obtaining the required licenses. ➢ Create an unpermitted street vendor database to effectively track violations and focus the City enforcement efforts on establishing appropriate resources to address the issues. 2022-2023 ACCOMPLISHMENTS: ➢ Plan Check/Permitting and Building Inspection ➢ Prepare and advertise Request for Proposals and execute five-year contracts with consultants to perform contract plan check and support activities - Contracted with 7 consultant firms. Contracts expire in 2026. 761 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Prepare and adopt California Building Standards Codes with amendments (three-year cycle) - Prepared and presented Ordinance 1529 to the City Council to adopt the 2 022 Building Standards Code and associated amendments. ➢ Administer and enforce the California Building Standards Codes - Advise/educate architects/engineers, Business owners and homeowners of the new code changes. ➢ Continue to implement new permit tracking software - Completed several building reports to monitor plan check activities. Completed refining permit/job cards, and order of inspection requests items in ENERGOV. ➢ Seek and administer grantfunding from CaIAPP to adopt and implement, SolarAPP+, standardized plan review software that automates plan review, permit approval, and project tracking for eligible rooftop solar systems - Grant was recommended for approval by California Energy Commission on 3/24/2023. Will seek consultant to implement SolarApp+ and train the staff and contractors. Program will launch in September 2023. ➢ Continue to workwith developers, allocate resources and coordinate with other agencies and departments to 2022 BUILDING DIVISION PERMIT BREAKDOWN goo `. BIxIDiMG fOx101PFfIDW1tW O m BaxB BxRIXII xB aBx�e ® 0 BIxWI�ffLO[xRW BuraBBlwrtvrcrtW o BDDu�x o■ m 6(IDING/DIMYBIIVNITAIM ©l ensure continued progress at Tustin Legacy - Provided r full time consultant building inspector for Brookfield to expedite the inspection at "The Landing". Assisted Brookfield in timely issuance of over 200 remaining permits prior to plan check expiration date which could have caused costly plans update and resubmittal. COMMUNITY DEVELOPMENT 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES COMMUNITY DEVELOPMENT ALL Funds Salaries & Benefits 2,809,780 2,958,528 3,108,771 3,003,153 3,096,190 3,170,471 Internal Service Charges 167,863 150,791 186,000 186,000 250,600 250,600 Operating Expense 2,342,676 2,637,693 3,163,577 1,418,765 1,695,918 1,705,729 ImprovementsNehides - 59,496 1,809,929 2,226,278 389,147 389,147 Total Comm Dev Expenditures 5,320,319 5,806,508 8,268,277 6,834,196 5,431,855 5,515,947 EXPENSES BY DIVISION General Fund Community Development - Planning Expenditures Salaries & Benefits 1,605,943 1,573,502 1,701,046 1,520,024 1,595,965 1,652,808 Internal Service Charges 700 700 700 700 900 900 Operating Expense 258,349 422,206 460,100 395,100 558,600 518,600 Capital0utlay - - - - 10,000 10,000 Total 1,864,992 1,996,407 2,161,846 1,915,824 2,165,465 2,182,308 Community Development - Building Expenditures Salaries & Benefits 714,916 919,535 1,089,073 1,147,881 1,220,333 1,235,059 Internal Service Charges 167,163 150,091 185,300 185,300 249,700 249,700 771 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Operating Expense 709,840 722,955 785,470 779,870 774,103 821,848 Total 1,591,919 1,792,581 2,059,843 2,113,051 2,244,136 2,306,607 Community Development - Code Enforcement Expenditures Salaries & Benefits 313,176 342,457 160,905 178,365 168,698 171,477 Internal Service Charges - - - - - - Operating Expense 155,392 125,973 93,600 105,600 114,100 116,100 Total 468,567 468,430 254,505 283,965 282,798 287,577 Total General Fund Expenditures 3,925,479 4,257,418 4,476,194 4,312,840 4,692,400 4,776,492 EXPENSES BY DIVISION AU Other Funds CDBG Expenditures (Special Revenue Fund) Salaries & Benefits 175,746 123,035 157,746 156,883 111,194 111,128 Operating Expense 702,435 1,329,006 1,824,407 138,195 249,115 249,181 Improvements - - 1,809,929 2,226,278 389,147 389,147 Total 878,180 1,452,041 3,792,082 2,521,356 749,455 749,455 SCAQMD Salaries & Benefits - - - - - - Operating Expense 516,660 37,553 Improvements/Vehicles - 59,496 Total 516,660 97,049 - - - - Total Other Funds 1,394,840 1,549,090 3,792,082 2,521,356 749,455 749,455 Community Development - Budget Breakdown by Year (All Funds) 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget M Salaries Et Benefits ■ Internal Service Charges G Operating Expense ■ Improvements/Vehicles 781 Page PUBLIC WORKS City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Pudic Works Manager mt SrVManageen Assistant iiiiiiiiiiiiiiiiiiiiiiiiiii (5) 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Public Works Assistant Engineer 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Assistant Director of Public Works 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Associate Engineer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Director of PW - Engineering 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Director of PW - Operations 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Director of PW / City Engineer 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Electrician 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Equipment Mechanic 3.00 3.00 2.00 2.00 0.00 2.00 0.00 Equipment Operator 3.00 3.00 3.00 3.00 0.00 3.00 0.00 Field Services Manager 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Maintenance Leadworker 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Maintenance Supervisor " 5.00 5.00 4.00 5.00 1.00 5.00 0.00 Maintenance Worker/Sr. Maint. Worker 19.00 20.00 22.00 22.00 0.00 22.00 0.00 Management Assistant 1.00 1.00 3.00 3.00 0.00 3.00 0.00 Principal Engineer 3.00 3.00 3.00 3.00 0.00 3.00 0.00 Public Works Inspector 1.00 1.00 1.00 1.00 0.00 1.00 0.00 791 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Public Works Manager 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Assistant 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Public Works Inspector 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Equipment Mechanic Leadworker 3.00 3.00 1.00 1.00 0.00 1.00 0.00 Water Distribution Leadworker 1.00 1.00 2.00 2.00 0.00 2.00 0.00 Water Distribution Operator I/II 8.00 8.00 7.00 7.00 0.00 7.00 0.00 Water Equipment Operator 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Water Maint. & Const. Supervisor 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Water Services Manager 12 1.00 1.00 0.00 1.00 1.00 1.00 0.00 Water Treatment Leadworker 2.75 2.75 1.00 1.00 0.00 1.00 0.00 Water Treatment Operator I 1.25 1.25 1.25 1.25 0.00 1.25 0.00 Water Treatment Operator II 2.75 2.75 1.75 1.75 0.00 1.75 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Total Public Works 77.75 78.75 77.00 79.00 2.00 79.00 0.00 Footnotes 11 23/24 Budget Add - Reinstate Maintenance Supervisor 12 23/24 Budget Add - Reinstate Water Services Manager I 801 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget DESCRIPTION: The Administration Division coordinates and provides direction to all Public Works Divisions and Water Services operations. This Division provides research and analysis of current and proposed legislation, Public Works projects, programs and services to ensure benefit, safety and convenience to the community and general public. TASKS: ➢ Perform interagency coordination and administer County, State and Federally funded projects and programs. ➢ Provide oversight and management of the Public Works and Water Capital Improvement and Operations Budgets. ➢ Manage the City's Solid Waste Program. ➢ Administer contract agreements for various City Services. ➢ Manage City records including all record plans with respect to Public Works and Engineering. ➢ Administer the Tustin Landscape and Lighting District. L —mold DESCRIPTION: The Engineering Division designs and prepares plans for the City's Capital Improvement Program; prepares public works conditions of approval for entitlements; plan checks subdivision plans and maps; inspects all projects within the public right- of-way; maintains records to promote the general safety and well-being of the community; and coordinates all inter/intra community related regional traffic matters pertinent to pedestrian and vehicular safety. TASKS: ➢ Prepare plans, cost estimates, reports and provides oversight for the construction of Capital Improvement Projects. ➢ Conduct plan checks on subdivision/parcel maps and perform construction inspection involving public improvements. ➢ Conduct City-wide traffic studies. ➢ Maintain maps, records and reports for all public improvements. ➢ Provide public assistance in response to engineering and traffic related concerns and complaints. ➢ Perform contract administration and provide technical assistance to other City departments and outside agencies. ➢ Administer contracts for pavement management system, signal maintenance, pavement repair and pavement striping. ➢ Provide technical engineering support to the Tustin Legacy development program DESCRIPTION: The Streets Division ensures that public rights -of -way are properly maintained. This is accomplished by installing proper signage and striping, and by maintaining all streets, sidewalks, bike trails, storm drains and catch basins within the public right- of-way. TASKS: ➢ Administers and performs street sweeping program. ➢ Administer streets and alley repair contract. ➢ Perform litter control in the public rights -of -way. ➢ Performs traffic sign maintenance and striping/marking program as directed by the Engineering Division, Traffic Section. ➢ Performs sidewalk maintenance and grinding as needed. ➢ Provide support for special events. 811Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget DESCRIPTION: The Landscape Division maintains all City parks and playground equipment; all landscaped median and parkway areas; and all trees located in the public right-of-way to enhance the aesthetic image of the community, promote the general environmental quality of the community, and ensure the safety of all citizens and the general public. TASKS: ➢ Maintains the turf in the parks. ➢ Operate and maintain parks landscape irrigation systems. ➢ Maintain foliage through chemical application, removing and/or replacing as required. ➢ Perform graffiti removal and manage the weed abatement program in the parks and public rights-ofway. ➢ Conduct regular inspection, maintenance, and repair of park grounds and play equipment, structures, lights, and picnic facilities. ➢ Administer the citywide tree trimming and landscape maintenance contracts. DESCRIPTION: The Water Quality Division coordinates and provides oversight for the City's National Pollutant Discharge Elimination System (NPDES) program and ensures compliance with all State and Regional Water Quality Control Board requirements. The Division also coordinates the City's participation in regional water quality efforts related to the Upper Newport Bay and San Diego Creek. TASKS: ➢ Ensure City compliance with the NPDES and MS4 permits. ➢ Assess the environmental issues associated with all development activities and provides regulatory framework to ensure that standards set are implemented. ➢ Provide technical assistance to other City departments and outside agencies. ➢ Maintain a complete inventory of storm water facilities and perform annual inspections. ➢ Develop and implement public programs to inform and involve the public in controlling urban runoff. ➢ Provide public assistance for storm water related concerns and complaints. ➢ Coordinate maintenance of all publicly owned storm drains, catch basins and surface drainage facilities, in accordance with National Pollutant Discharge Elimination System guidelines. DESCRIPTION: The Fleet Maintenance Division provides general repair and preventative maintenance for all City vehicles and other mechanical equipment, as well as maintaining the Vehicle Replacement Fund. In addition, the Division provides maintenance and permit compliance for the City Fueling Island and the Underground Storage Tanks (UST). TASKS: ➢ Perform repairs on vehicles and other mechanical equipment. ➢ Administer a preventative maintenance program for vehicles and other mechanical equipment. ➢ Provide fuel and maintain fueling facilities for the City and the Tustin Unified School District. ➢ Conduct licensing/inspection of vehicles as required by the State Department of Motor Vehicles. ➢ Administer the licensing and permits for City generators, fuel island, underground storage tank and other equipment. ➢ Administer the forklift certification program. 821Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Administers the Vehicle/Equipment Replacement Fund. 'Oman DESCRIPTION: The Facilities Division is responsible for building maintenance and repair. Staff carries out maintenance activities to preserve the value of facilities and equipment. They provide a safe and comfortable environment in City buildings, such as the Civic Center, police station, and recreation centers. TASKS: ➢ Provide information on facility maintenance problems and cyclical replacement items, and coordinate correction through the budgetary process. ➢ Monitor progress on facilities maintenance projects and cyclical maintenance through site visits and service requests. ➢ Perform regular maintenance and building repairs for all public facilities including structural, mechanical, plumbing, electrical, carpentry, and painting. ➢ Administer maintenance contracts including, but not limited tojanitorial, building security, elevators, pest control and HVAC. PERFORMANCE MEASURES (Performance Measures introduced for 2022-23) Performance Measure Pavement Condition Index Encroachment Permits Issued Number of Trees Trimmed Tons of Material Removed During Storm Tons of Material Removed by Weekly Str Before Entering Storm Drains Curb Miles Swept Acres of Landscaped Area Maintained 2023-2025 GOALS: e 1 80 86 85 85 80 80 1 100 161 117 147 100 100 1 4,500 6,807 5,970 4,940 4,500 4,500 Drain Cleaning 1 1,000 1,028 860 1,105 998 1,000 et Sweeping 1 100 105 102 96 101 101 1 20,000 20,766 20,766 20,766 20,766 20,766 1 350 350 350 350 350 350 ➢ Ensure Tustin is an attractive, safe and well -maintained community through continual maintenance and improvement of flood control, park, public, traffic control and transportation facilities. 83 1 Page ➢ Ensure Tustin is an attractive, safe and well -maintained community through continual maintenance and improvement of flood control, park, public, traffic control and transportation facilities. 83 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget PUBLIC WORKS 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES PUBLIC WORKS ALL Funds Salaries & Benefits 5,477,831 5,798,912 6,139,626 5,966,470 6,564,961 6,637,421 Internal Service Charges 612,192 569,613 656,600 656,600 891,200 897,200 Operating Expense 9,442,804 9,829,477 10,366,863 11,043,845 11,336,542 11,567,150 Regulatory Fees - - - - - - Transfer Out 158,658 4,322,099 150,000 150,000 80,000 80,000 Capital Outlay 5,261,497 3,005,288 7,808,859 3,034,923 10,728,423 3,158,000 Furniture, Equipment, Computer H/W - - - - - - Total PW Expenditures 20,952,982 23,525,390 25,121,947 20,851,838 29,601,126 22,339,771 EXPENSES BY DIVISION General Fund Public Works - Administration Expenditures Salaries & Benefits 524,905 549,430 600,403 539,950 432,819 451,004 Internal Service Charges 490,792 448,613 535,600 535,600 739,900 745,900 Operating Expense 79,126 91,844 141,400 135,600 115,450 116,450 Capital Outlay - - - - - - Furniture, Equipment, Computer H/W - - - - - - Total 1,094,823 1,089,887 1,277,403 1,211,150 1,288,169 1,313,354 Public Works - Engineering Expenditures Salaries & Benefits 1,126,519 1,143,728 1,348,890 1,373,049 1,523,009 1,550,529 Internal Service Charges - - - - - - Operating Expense 27,709 104,699 154,000 104,000 194,000 189,000 Capital Outlay - - - - - - Furniture, Equipment, Computer H/W - - - - - Total 1,154,228 1,248,427 1,502,890 1,477,049 1,717,009 1,739,529 Public Works - Streets Expenditures Salaries & Benefits 669,954 763,578 582,835 590,726 644,380 657,161 Internal Service Charges - - - - - - Operating Expense 157,995 174,474 129,800 154,000 155,850 154,700 Transfer Out - 2,358,888 - - - - Capital Outlay 2,370,752 - 250,000 Furniture, Equipment, Computer H/W - - - - - - Total 3,198,700 3,296,940 962,635 744,726 800,230 811,861 Public Works - Landscaping Expenditures Salaries & Benefits 1,761,534 1,969,006 2,095,269 1,944,793 2,185,449 2,183,213 Internal Service Charges - - - - - - Operating Expense 3,833,386 4,234,265 4,309,190 4,309,190 4,709,100 4,852,600 Capital Outlay - - - - - - Furniture, Equipment, Computer H/W - - - - - - Total 5,594,920 6,203,271 6,404,459 6,253,983 6,894,549 7,035,813 Public Works - Water Quality Expenditures Salaries & Benefits 175,966 173,672 183,561 183,135 190,138 195,618 Internal Service Charges - - - - - - Operating Expense 324,636 321,538 436,810 432,810 469,142 473,000 Total 500,602 495,211 620,371 615,945 659,280 668,618 Public Works - Fleet Expenditures 841 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget PUBLIC WORKS 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget Salaries & Benefits 520,783 535,087 527,697 551,633 564,080 577,093 Internal Service Charges - - - - - - Operating Expense 545,334 717,363 947,340 944,340 841,700 834,600 Capital Outlay - - - - - - Furniture, Equipment, Computer H/W - - - - - - Total 1,066,117 1,252,450 1,475,037 1,495,973 1,405,780 1,411,693 Public Works - Buildings Expenditures Salaries & Benefits 422,434 371,248 359,856 324,446 480,638 501,324 Internal Service Charges - - - - - - Operating Expense 2,461,699 2,472,230 2,498,221 2,727,600 2,926,800 3,037,300 Regulatory Fees - - - - - - Capital Outlay Furniture, Equipment, Computer H/W - - - - - - Total 2,884,133 2,843,478 2,858,077 3,052,046 3,407,438 3,538,624 Total General Fund Expenditures 15,493,523 16,429,663 15,100,871 14,850,871 16,172,456 16,519,492 EXPENSES BY DIVISION AU Other Funds Gas Tax Salaries & Benefits 113,784 117,238 271,411 288,260 343,449 346,627 Internal Service Charges 121,400 121,000 121,000 121,000 151,300 151,300 Operating Expense 1,512,771 1,339,233 1,435,102 1,856,302 1,684,500 1,589,500 Transfer Out - - - - - - CapitalOuday 482,233 2,842 638,100 200,000 2,350,000 1,588,000 Total 2,230,188 1,580,312 2,465,613 2,465,562 4,529,249 3,675,427 Measure M2 Expenditures Salaries & Benefits - - - - - - Internal Service Charges - - - Operating Expense 360,138 169,627 - 5,195 - - Transfer Out 158,658 1,963,211 150,000 150,000 80,000 80,000 Capital Outlay 2,466,375 3,002,286 2,879,089 1,114,923 4,628,423 1,470,000 Total 2,985,171 5,135,124 3,029,089 1,270,118 4,708,423 1,550,000 Road Maintenance & Rehabilitation Allocation Expenditures Salaries & Benefits 21,955 23,437 23,884 23,829 24,825 25,623 Internal Service Charges - - - - - - Operating Expense 22,038 - - 60,808 - - CapitalOutlay (57,863) 160 4,041,670 1,720,000 3,750,000 100,000 Total (13,870) 23,597 4,065,554 1,804,637 3,774,825 125,623 Solid Waste Expenditures Salaries & Benefits 139,996 152,490 145,820 146,649 176,174 149,230 Internal Service Charges - - - - - - Operating Expense 117,974 204,203 315,000 314,000 240,000 320,000 Transfer Out - - - - - - Total 257,970 356,693 460,820 460,649 416,174 469,230 Total Other Funds 5,459,459 7,095,727 10,021,076 6,000,966 13,428,671 5,820,279 851 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Public Works - Budget Breakdown by Year (All Funds) 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 2020-21 Actual o Salaries Et Benefits ❑ Operating Expense ■Transfer Out 2021-22 2022-23 2022-23 2023-24 Actual Budget Estimated Budget ■ Internal Service Charges ■ Regulatory Fees ■Capital Outlay 2024-25 Budget 86 1 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget DESCRIPTION: This Division provides water supply planning including oversight of ground water production, imported water supply, water system pressure, water distribution and water quality. Responsible for analysis of current and proposed legislation and ensuring the water system meets all state and federal regulatory compliance requirements. TASKS: ➢ Ensure compliance with all health and safety standards for water quality. ➢ Coordinate the design and construction of water capital improvement program projects. ➢ Provide responsive customer service. DESCRIPTION: Install, maintain, repair and upgrade the water distribution system, along with monitoring water quality and providing customer service. TASKS: ➢ Ensure compliance with all health and safety standards for water quality. ➢ Operate and maintain the water distribution system. ➢ Coordinate the design and construction of water capital improvement program projects. ➢ Perform preventive maintenance to minimize water loss and service interruptions to City water customers. ➢ Provide responsive customer service. ➢ Review City, developer and outside agency project plans for compliance with Water Division standards. ➢ Conduct safety training and support professional development training to obtain/maintain State Water Resources Control Board certifications for all water division staff. IWATER FUND — 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: ➢ Ensure compliance with all health and safety standards for water quality. ➢ Maximize groundwater water production to reduce dependence on imported water supplies. ➢ Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution Discharge Elimination System [NPDES] permit requirements. DESCRIPTION: This 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 871 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 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: ➢ Ensure compliance with all health and safety standards for water quality. ➢ Maximize groundwater water production to reduce dependence on imported water supplies. ➢ Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution Discharge Elimination System [NPDES] permit requirements DESCRIPTION: This division is responsible for the purchase of wholesale supplemental water supplies from the East Orange County Water District via its partner agencies the Municipal Water District of Orange County and the Metropolitan Water District of Southern California. TASKS: ➢ Augments local water supplies with imported water, bolsters water delivery capabilities to meet the City's water demands. ➢ Utilize cost-effective purchased imported water supplies to ensure adequate retail supplies. WATER FUND — GROUND WATER DESCRIPTION: Produce and supply domestic water to all City of Tustin Water Services customers, and comply with safe drinking water standards mandated by State and Federal regulations. TASKS: ➢ Produce competitively priced, high quality water meeting all health and safety standards for water quality. ➢ Operate water production facilities utilizing the most cost-effective methods and practices that public safety and water demand requirements allow. ➢ Perform maintenance to minimize service interruptions and the loss of groundwater production and imported water supplies. ➢ Coordinate the design and construction of capital improvement program projects. ➢ Coordinate operation of water facilities with contractors during construction activities. ➢ Monitor the water resource planning and management programs of the City's wholesale suppliers (Orange County Water District, the Municipal Water District of Orange County, and East Orange County Water District), and evaluate their fiscal impacts upon the City's service area. 88� a City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget PERFORMANCE MEASURES (Performance Measures introduced for 2022-23) Water valves Exercised 1 500 402 476 552 600 Water Services Replaced 1 80 89 82 97 90 Water Meters Replaced 1 300 311 418 329 350 State Compliance Reporting Submitted Timely 1 1 1 1 1 1 Water Quality Samples Collected and Analyzed 1 1,585 1,585 1,585 1,585 1,585 2023-2025 GOALS: ➢ Ensure Tustin is an attractive, safe and well -maintained community through continual maintenance and improvement of flood control, park, public, traffic control and transportation facilities. __ RSERVI�ES =_ Ca13 600 90 350 1 1,585 891 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget WATER ENTERPRISE FUNDS 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES WATER ENTERPRISE FUND ALL Funds Salaries & Benefits 2,828,535 3,173,578 3,529,425 3,413,252 3,804,396 3,885,897 Internal Service Charges - - - - - - Operating Expense 924,655 1,156,974 1,293,796 1,388,020 1,351,700 1,380,300 Maintenance Expenses 9,672,503 11,158,749 11,282,300 11,565,965 11,605,060 9,927,300 Water Quality/Regulatory Fees 117,597 151,765 159,690 127,716 174,290 176,290 Transfer Out/Bond Expense 8,693,811 20,575,877 4,810,339 4,172,643 2,574,787 2,562,996 Furniture and Equipment - - - - - - CapitalOuday 13,779,068 2,770,295 4,633,894 1,426,385 3,080,551 1,150,000 Total Water Enterprise Expenditures 36,016,168 38,987,239 25,709,443 22,093,981 22,590,785 19,082,782 EXPENSES BY DIVISION Water Enterprise Fund Water Administration (Water Enterprise Fund) Salaries & Benefits 697,491 703,711 1,013,834 897,868 1,257,832 1,292,726 Internal Service Charges - - - - - - Operating Expense 670,384 785,882 940,346 951,526 965,700 1,006,100 Water Quality/Regulatory Fees 110,979 139,696 125,690 122,097 167,290 169,290 Transfer Out/Bond Expense 1,176,914 3,037,691 2,291,300 2,291,300 2,574,787 2,562,996 Furniture and Equipment - - - - - - Total 2,655,768 4,666,980 4,371,169 4,262,791 4,965,609 5,031,111 Water Distribution (Water Enterprise Fund) Salaries & Benefits 1,214,614 1,371,486 1,364,394 1,370,115 1,350,154 1,382,688 Internal Service Charges - - - - - - Operating Expense 194,442 233,728 236,150 252,350 286,850 274,900 Water Quality/Regulatory Fees 6,618 12,069 34,000 5,619 7,000 7,000 Transfer Out/Bond Expense - 108,533 - - - - CapitalOuday - 21,799 - - - - Total 1,415,674 1,747,616 1,634,544 1,628,084 1,644,004 1,664,588 Main Street Facilities (Water Enterprise Fund) Salaries & Benefits 60,940 65,144 197,041 212,855 228,191 232,319 Internal Service Charges - - - - - - Operating Expense 7,856 9,262 11,500 11,700 11,700 11,700 Maintenance Expenses 32,785 36,750 1,168,400 46,000 49,000 4,292,740 Total 101,580 111,156 1,376,941 270,555 288,891 4,536,759 17th Street Desalter (Water Enterprise Fund) Salaries & Benefits 219,005 219,031 162,014 152,962 163,664 166,582 Internal Service Charges - - - - - - Operating Expense 23,520 20,906 36,400 25,900 37,550 37,700 Maintenance Expenses 2,305,593 2,162,854 2,017,100 2,223,845 2,197,500 2,284,100 Total 2,548,118 2,402,790 2,215,514 2,402,707 2,398,714 2,488,382 Imported Water (Water Enterprise Fund) Salaries & Benefits 108,366 116,611 99,405 102,287 108,854 111,560 Internal Service Charges - - - - - - Operating Expense 400 413 500 500 500 500 Maintenance Expenses 3,087,793 6,054,955 5,593,300 6,607,820 5,632,820 781,760 Total 3,196,559 6,171,979 5,693,205 6,710,607 5,742,174 893,820 901 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget WATER ENTERPRISE FUNDS 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget Water Production (Water Enterprise Fund) Salaries & Benefits 288,896 301,690 307,987 307,783 330,936 337,272 Internal Service Charges - - - - - - Operating Expense 20,701 53,335 36,900 47,400 49,400 49,400 Maintenance Expenses 3,644,700 2,373,036 2,003,500 2,028,300 3,225,740 2,068,700 Total 3,954,297 2,728,061 2,348,387 2,383,483 3,606,076 2,455,372 Nan -Departmental (Water Enterprise Fund) Salaries & Benefits 239,223 395,906 384,750 369,383 364,765 362,749 Internal Service Charges - - - - - - Operating Expense - 48,914 - - - - Total 239,223 444,820 384,750 369,383 364,765 362,749 Total Water Enterprise Expenditures 14,111,219 18,273,402 18,024,510 18,027,609 17,665,234 16,062,782 EXPENSES BY DIVISION All Other Funds Water Capital Salaries & Benefits Internal Service Charges - - - - Operating Expense 5,582 4,127 32,000 12,179 - - Maintenance Expenses 601,633 531,153 500,000 660,000 500,000 500,000 Transfer Out/Bond Expense 7,516,896 3,918,760 - - - - CapitalOutlay 4,388,348 2,748,496 3,384,894 506,385 2,998,169 1,150,000 Total 12,512,459 7,202,537 3,916,894 1,178,564 3,498,169 1,650,000 2011 Water Revenue Bond Salaries & Benefits - - - - - - Internal Service Charges - - Operating Expense 10 4 Transfer Out/Bond Expense - 289,000 Capital Outlay 289,000 - Total 289,010 289,004 2013 Water Revenue Bond Salaries & Benefits - - Internal Service Charges - - Operating Expense 1,761 404 - 86,465 Transfer Out/Bond Expense - 13,221,892 2,519,039 1,881,343 - CapitalOuday 9,101,720 - 1,249,000 920,000 82,382 Total 9,103,481 13,222,296 3,768,039 2,887,808 82,382 - Total Other Funds 21,904,950 20,713,837 7,684,933 4,066,372 3,580,551 1,650,000 91 1 Page 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Water Enterprise Budget Breakdown by Year (All Funds) 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget oSalaries Et Benefits ■Maintenance Expenses ❑Furniture and Equipment ■ Internal Service Charges ❑ Operating Expense ■Water Quality/Regulatory Fees ■Transfer Out/Bond Expense o Capital Outlay 92 1 Page .4id. �% - -- - - - - -= ' POLICE DEPARTMENT City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 0000 Stuart Greenberg Chief of Police •• Executive As Assista nt •• 00 Communications Pso(9) Lead (2) 00 Communication Officers (10) •• 0 00 Property & Evidence Records Specialist(3) Leads(2) •• *0 Management Records Analyst Specialists(8) 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Police Department Behavioral Health Bureau Commander 0.00 0.00 1.00 1.00 0.00 1.00 0.00 Crime Analyst (SLESF Grant Funded) 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Deputy Police Chief 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst 1/11 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Management Assistant 2.00 1.00 1.00 1.00 0.00 1.00 0.00 Police Captain 1.00 1.00 3.00 3.00 0.00 3.00 0.00 Police Chief 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Police Civilian Commander 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Police Communications Lead 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Police Communications Officer 1/11 10.00 10.00 10.00 10.00 0.00 10.00 0.00 Police Fleet Coordinator 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Police Lieutenant 5.00 5.00 5.00 5.00 0.00 5.00 0.00 Police Officer 69.00 72.00 72.00 72.00 0.00 72.00 0.00 Police Officer (SRO) 9 1.00 1.00 1.00 2.00 1.00 2.00 0.00 Police Records Lead 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Police Records Specialist 10.00 10.00 10.00 10.00 0.00 10.00 0.00 Police Sergeant10 18.00 18.00 18.00 19.00 1.00 19.00 0.00 93 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Police Services Officer 1/11/III 15.00 15.00 15.00 15.00 0.00 15.00 0.00 Police Support Services Manager 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Police Support Services Supervisor 4.00 4.00 4.00 4.00 0.00 4.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Total Police Department 150.00 153.00 154.00 156.00 2.00 156.00 0.00 Footnotes 9 23/24 Budget Add - Police Officer, School Resource Officer (SRO) 10 23/24 Budget Add - Sergeant 941 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget DESCRIPTION: Police Management directs the day-to-day operations of the Police Department. Its primary responsibility is to ensure the Department's overall mission is achieved, and the department is well prepared for the future. Police Management provides Leadership and management direction to all Police Department functions. Staff also responds to citizen contacts and represents the Police Department within the City, County and State. Additionally, Police Management is responsible for the oversight of the CALEA (Commission on Accreditation for Law Enforcement Agencies) process. TASKS: ➢ Provide administrative leadership to the entire Department. ➢ Provide budget direction and control. ➢ Review and implement new programs to enhance effectiveness of the Department. ➢ Ensure free flow of internal and external information. ➢ Participate in citywide team management concepts. ➢ Provide direction and analysis to staff projects. ➢ Coordinate with other local, state, and federal law enforcement agencies. ➢ Coordinate Police Department activities with other City Departments. ➢ Anticipate future needs and plan activities accordingly. ➢ Provide oversight of day-to-day activities and ensure employees are able to work in a safe and productive environment. ➢ Provide Department wide training and coordination of the CALEA re -accreditation process. ➢ Serve as the leadership and clearing house of the CALEA accreditation team. ➢ Compile and maintain the CALEA accreditation files consisting of 460 law enforcement standards organized into 38 chapters. ➢ Develop and coordinate inspections and reports mandated by CALEA on a recurring basis to provide the management team with valuable information for the fiscal and physical management of the Police Department. 2022-2023 ACCOMPLISHMENTS: ➢ Created the Behavioral Health Response Unit. ➢ Restructure and re -organization of department management team. ➢ Filled the Chief's Secretary position. DESCRIPTION: The City Operations Command consists of police personnel assigned to specialty assignment units which impact all areas within the City of Tustin borders. Its personnel are dedicated to supplement the Patrol Division in a variety of capacities such as the GRADE Unit, Traffic Unit, K-9 Unit, and SRT/SWAT. City Operations Command is currently staffed by one Lieutenant, three Sergeants, two Detectives, ten Officers and one police service dog. The Traffic Unit is responsible for traffic enforcement within the Tustin city limits. The Traffic Unit includes one Sergeant, four Motor Officers, one Police Services Officer, one Master Reserve Officer and two 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 Traffic Unit also coordinates the department's response to all of the city's special events such as, Tustin Tiller Days, Fourth of July Fireworks show, Tustin Street Fair, Chili Cook -Off and Hanger Half Marathon. The Fleet Coordinator is also an integral part of the Traffic Unit. 95 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� The SWAT Team's primary role is to solve potentially dangerous incidents through experience, training, and the use of highly specialized tools and equipment. The SRT Team compliments the SWAT Team by providing specialized immediate tactical response to serious situations beyond the capacity of our Patrol Unit. TASKS: ➢ Respond to all criminal, service and traffic calls for service. ➢ Investigate, write police reports, follow-up, and apprehend violators as appropriate. ➢ Work with Parole and Probation officers in monitoring the activities of those individuals on Parole or Probation who reside in Tustin. ➢ Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive problem solving. ➢ Conduct educational and other crime/traffic accident prevention presentations. ➢ Coordinate community special event plans. ➢ Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve community problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by local government. ➢ Performs Police Fleet Coordination to maintain fleet to optimal efficiency. ➢ 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. ➢ Manage school related programs such as project "Think About It," Officer Friendly presentations, station tours, and Walk to school. ➢ Arrange public safety presentations regarding identity theft, personal safety, and holiday safety. ➢ Organize public relations programs such as Open House, Santa Sleigh, Santa Cop, Foothill Regional Hospital Special Needs donation program, and National Night Out. ➢ Coordination of emergency planning and training. ➢ Recruitment and Management of the Community Emergency Response Team (CERT). ➢ Establish and maintain inter -agency coordination with local, state, and federal emergency response agencies. ➢ Maintain the City's emergency operations center (EOC) in a Maximum state of readiness, which allows the EOC to be operational within one hour. ➢ Provide outreach and resources to homeless individuals who have a connection to the City of Tustin. ➢ Partner with private entities, local and county government agencies to assist the homeless with finding long-term shelter and/or services. ➢ Advocate for the homeless. 2023-2025 GOALS: ➢ Complete UASI application and procurement of Armored Vehicle (BearCat). ➢ Add two patrol units to the fleet. ➢ Increase fleet budget for purchase and lease amounts due to increase in inflation (43% increase in vehicle cost). ➢ Add SRT personnel from 22 to 24 members. ➢ Increase presence with Community Relations Unit in the community. ➢ Identify new avenues of procurement for Fleet needs. 2022-2023 ACCOMPLISHMENTS ➢ Increased personnel assigned to Crisis Negotiation Team. ➢ Increased training for Special Response Team. ➢ Continued with Annex remodel project. ➢ Created a motor officer trainer. ➢ Successfully staffed all DUI checkpoints. 961Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Fleet purchased and converted new vehicles for department use. ➢ Purchased new tactical vests, helmets, and communication gear. ➢ Completed two Citizens Emergency Response Team (CERT) academies following the COVID-19 pandemic. ➢ Hired the Behavioral Health Manager with a vast background in mental health. ➢ Successful completion of Drone policy and purchase and implementation of Drones Program. ➢ Emergency Manager supported Active Shooter Training for department personnel. DESCRIPTION: The North Area Command consists of the area in the City north of the 1-5 freeway. Within the area, there are single family residences, high -density housing, commercial, and retail properties. North Area Command is currently staffed by one Lieutenant, seven Sergeants, and 25 Patrol Officers and includes a canine partner. Included in North Area Command, is the Traffic Unit and one police officer assigned as a Community Impact Officer (CIO). The CIO is responsible for addressing on- going community concerns and quality of life issues in the area. The CIO works closely with patrol officers, city officials, business owners and non-profit groups to address community issues. TASKS: ➢ Respond to all criminal, service, and traffic calls for service. ➢ Document, investigate, follow-up, and apprehend violators as appropriate ➢ Work with parole and probation officer in monitoring the activities of those individuals on Parole or Probation who reside in Tustin ➢ Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive problem solving ➢ Conduct educational and other crime/traffic accident prevention presentations ➢ Coordinate community special event plans ➢ Continue the implementation of the overall Department 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. 2023-2025 GOALS: ➢ Create a full-time jailer position. ➢ Research the potential for a third Area Command. ➢ Protect the Community. ➢ Reduction in Part I Crime ➢ Reduction in Injury Traffic Collisions ➢ Engage the Community. ➢ Enhance current programs (Citizens Academy, Spanish Speaking Citizens Academy, Open House, Run with a Cop, Coffee with a Cop, Police -Community Dialogues) ➢ Improve Internal Operations. ➢ Making employees' jobs easier and more efficient (CTAPS 2.0, Reporting efficiencies, Equipment improvements, complete implementation of BWCs, Begin the CAD/RMS project) ➢ Rebuild Pride and Esprit de Corps ➢ Foster employee wellness and satisfaction 2022-2023 ACCOMPLISHMENTS: ➢ Implementation of the Mobile ID devices. ➢ Following the COVID-19 pandemic, the Patrol Division increased community engagement through numerous community events. ➢ Completed the remodel of the Patrol Report Writing room. 971Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� SOUTH-• DESCRIPTION: The South Area Command encompasses the area south of the 1-5 freeway from Williams Street to the west, Jamboree Road to the east and Barranca Parkway to the south. South Area Command is responsible for all reactive and proactive police problem solving in the south end of the City, including responding to calls for service 24 hours a day, seven days a week, 365 days of the year. South Area Command is currently staffed with one Lieutenant, six Sergeants and 19 Patrol Officers. TASKS: ➢ Respond to all criminal, service, and traffic calls for service. ➢ Document, investigate, follow-up, and apprehend violators as appropriate. ➢ Work with parole and probation officers in monitoring the activities of those individuals on Parole or Probation who reside in Tustin. ➢ Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive problem solving. ➢ Conduct educational and other crime/traffic accident prevention presentations. ➢ Coordinate community special event plans. ➢ Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve community problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by local government. 2023-2025 GOALS: ➢ Create a full-time jailer position. ➢ Research the potential for a third Area Command ➢ Protect the Community. ➢ Reduction in Part I Crime ➢ Reduction in Injury Traffic Collisions ➢ Engage the Community. ➢ Enhance current programs (Citizens Academy, Spanish Speaking Citizens Academy, Open House, Run with a Cop, Coffee with a Cop, Police -Community Dialogues) ➢ Improve Internal Operations. ➢ Making employees' jobs easier and more efficient (CTAPS 2.0, Reporting efficiencies, Equipment improvements, complete implementation of BWCs, Begin the CAD/RMS project) ➢ Rebuild Pride and Esprit de Corps ➢ Foster employee wellness and satisfaction 2022-2023 ACCOMPLISHMENTS: ➢ Implementation of the Mobile ID devices. ➢ Following the COVID-19 pandemic, the Patrol Division increased community engagement through numerous community events. ➢ Completed the remodel of the Patrol Writing Room. DESCRIPTION: The Special Operations Division includes the General Investigations Unit and the Gang and Directed Enforcement (GRADE) Unit, which conduct widely varied and specialized criminal investigations, as well as proactive surveillance operations. The General Investigations Unit is divided into the Major Crimes Team and Property Crimes Team. These two teams are responsible for conducting comprehensive follow-up investigations for the majority of crimes that are reported to the Tustin Police Department. Detectives assigned to this unit are on -call 24 hours a day to respond to crime scenes throughout the city. The Detectives from the General Investigations Unit are supported by Police Services Officers, a Police Records Specialist, and a Crime Analyst who utilize state-of-the-art technology to analyze crime patterns. The General Investigations Unit also includes a full-time School Resource 981Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Officer and detectives assigned to specialized task forces such as, the Orange County Auto Theft Task Force, the Regional Narcotics Suppression Program team, the Orange County Intelligence Assessment Center, and the Joint Terrorism Task Force. TASKS: ➢ Follow-up on all cases with workable leads. ➢ Investigate incidents dealing with vice, narcotics, and white-collar crimes. ➢ Follow-up on unsolved homicide cases, and "cold" DNA hits in sexual assault, burglary and vehicle theft cases. ➢ Respond to community needs concerning juveniles, including using juvenile diversion programs and maintaining a School Resource Officer program. ➢ Coordinate community special event plans. ➢ Provide personnel to the Orange County Regional Narcotics Suppression Program (RNSP), the Orange County Auto Theft Task Force (OCATT). ➢ Provide personnelto the Orange County Intelligence Assessment Center (OCIAC), and the Joint Terrorism Task Force (JTTF). 2023-2025 GOALS: ➢ Acquire state of the art predictive policing software to assist the Tustin Police Department in its efforts on preventing crime before it occurs. ➢ Make arrests in 10% of cleared cases. ➢ Increase follow-up investigation on cold cases. 2022-2023 ACCOMPLISHMENTS: ➢ Completed the transition to National Incident Based Reporting System (NIBRS) statistical reporting system. ➢ Created a second School Resource Officer position. ➢ Filled the Crime Analyst vacancy. ➢ Solved the Jewelry Exchange robbery case with 7 gang members in -custody. ➢ Completed the following: ➢ CIU warrants served: 41 ➢ GRADE Firearms/Weapons Seized: 50 ➢ GRADE Misdemeanor Arrests: 162 ➢ GRADE Felony Arrests: 148 ➢ GRADE Fentanyl Seized: 31.2 grams and 2,150 pills ➢ Spec Ops Closed Case Count: 906 DESCRIPTION: The Professional Standards Division (PSD) operates under the Personnel and Investigations Bureau. PSD is staffed by the following personnel: one Police Lieutenant, one Police Sergeant, one Police Training Officer, one Police Personnel Officer, one Police Records Specialist, one part-time IT specialist, and three Master Reserve Officers. The Professional Standards Division is responsible for the recruitment and hiring of all police department personnel. Additionally, PSD is home to the department's press information officer who works with various media outlets regarding the release of relevant information as well as the management of our social media accounts. PSD is also responsible for conducting investigations into policy violations and tracking complaints of employee misconduct as well as oversight of the department's information technology. TASKS: ➢ Recruit and hire of all departmental employees. ➢ Manage internal affairs files, background files, training files and employee performance evaluation system. ➢ Represent the agency as custodian of records for all Pitchess Motion court appearances. ➢ Manage the Cadet and Explorers Program. ➢ Investigate all complaints of misconduct or uses of force as determined by command staff. ➢ Prepare yearly administrative statistical reports and state cost recovery reports. 991 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Coordinate and track all formal training. ➢ Author and track all internally generated training documents. ➢ Ensure P.O.S.T. compliance with mandated training requirements. ➢ Manage the Power DMS computer data system. ➢ Coordinate new employee departmental orientations. ➢ Serve as liaison with P.O.S.T. police training academies. ➢ Recruitment and hiring of all departmental employees. ➢ Facilitate and address department's current and future Information Technology needs. ➢ Research, selection and implementation of new CAD/RMS system. 2023-2025 GOALS: ➢ Implement a new recruitment website. ➢ Increase the department's social media footprint. ➢ Streamline and improve the employment background investigation process. ➢ Expand the Automated License Plate Reader System (ALPRS) program. ➢ Outfit all patrol vehicle with 40mm less than lethal launchers and decommission existing shotguns. 2022-2023 ACCOMPLISHMENTS: ➢ Implemented the Quartermaster Software. ➢ Updated the department recruitment video. ➢ Created an internal driver training course to reduce traffic collisions and reduce training costs. ➢ Increased use of force and mat training for department personnel. ➢ Implementation of a part-time IT specialist dedicated to the police department. ➢ Implementation of an in-house Supervisors Leadership Development Program. ➢ Conducted over 135 background investigations on potential new employees. ➢ Hired 36 employees which includes: ➢ (13) Recruits ➢ (4) Lateral Officers ➢ (2) P/T PSO ➢ (3) Communications Officers ➢ (1) Communications Supervisor ➢ (1) BHRU Manager ➢ (2) Detention Officers ➢ (3) PCO's ➢ (3) PRS ➢ (3) MRO's ➢ (1) PSO ➢ Internally promoted 26 employees FIELD SUPPORT MW 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. 100 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Police Services Officers perform a wide variety of duties that play an important role in the day-to-day operations of the police department. Police Services Officers assigned to Field Operations take police reports in the field and at the front counter of the Police Department. The efforts of the Police Services Officers enable patrol officers to remain available for emergencies and implementation of crime suppression strategies in the field. Field Operations personnel also staff the Crime Scene Investigations Unit where they specialize in crime scene mapping and photography, forensic evidence collection, and preservation of evidence for laboratory analysis. TASKS: ➢ Communications Unit ➢ Responsible for receiving and relaying all calls for service to field personnel. ➢ Constantly monitor the location and activity of all field personnel. ➢ Provide CLETS (California Law Enforcement Telecommunications System) and NLETS (National Law Enforcement Telecommunications System) information to field personnel as it pertains to calls for service or Officer initiated activity. ➢ Provide tactical support to field personnel during Critical in -progress calls for service. ➢ Monitor multiple radio channels 24/7 in support of patrol operations. ➢ Answer all in -coming non -emergency and 911 phone calls. ➢ PSO/CSI Unit ➢ Responsible for writing non -arrest reports taken by Police Department personnel. ➢ Conducts all mid -level Crime Scene Investigation functions. ➢ Assists field patrol units with a variety of functions including traffic control and parking violations. 2023-2025 GOALS: ➢ Communications Unit ➢ Instituted hiring bonus program to enhance recruiting. ➢ Increased the number of Communication Training Officers. ➢ Establish cross training program for Police Officers to work in the Communications Unit. ➢ Train all dispatchers as Tactical Dispatchers expanding their knowledge and helping to ensure officer safety. ➢ Continue to update and expand our training program and training manual. ➢ Develop and expand the responsibility of our Communication Leads. Ensuring support and encourage a positive working atmosphere through consistent communication. ➢ PSO/CSI Unit ➢ Re-evaluate the TAGRS program at Tustin PD, and rework our methods of documenting graffiti in the field due to changes in the way the Orange County Sheriff's Department is now tracking graffiti and filing their criminal cases. ➢ Periodically conduct training and practice sessions in the areas of shoeprint casting, latent print development, crime scene photography and alternate light source investigations for PSO/CSI to hone the skills of newer employees. ➢ Reimagine and improve our evidence processing spaces in the CSI Office to include creating more space for evidence photography, installing better lighting and equipment charging stations, and replacing old tables with steeltables that can be sterilized after each use. ➢ Research and purchase new laser measuring devices for the Police Services Officers to use while collecting data at crime scenes and traffic collision scenes. These devices would be safer to use in roadways and more accurate at measuring longer distances. ➢ Transfer the responsibilities of general facilities maintenance, and improvement projects to a dedicated Field Services employee who has more related training and experience. This move would free up the Police Services Officers and their supervisor to focus on their primary job assignments in the field. ➢ Bring Police Services Officers into alignment with the training matrix for Police Services Officers which includes POST courses in crime scene investigation, traffic collision investigation and courtroom testimony. 2022-2023 ACCOMPLISHMENTS: ➢ Communications Unit ➢ In 2022 the Communications Unit received 95,890 calls, 22,222 of those calls were 911 calls. The Communications Unit answered 99.65% of those calls within 15 seconds, well above the standard set by the National Number Association (NENA) of answering 90% of all 911 calls within 15 seconds. 101 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ A Communications Lead was promoted to Support Services Supervisor in charge of the Communications Unit. ➢ Two Communications Officers were promoted to Communications Training Officers. ➢ A new Communications Officer was hired to start March 2023. ➢ Two Communications Officers were promoted to Tactical Communications Officers to support the department's CNT/SWAT Team. ➢ Allfulltime and Per Diem Communications Officers Completed their required 24 hours of continuing education required by POST for the prior two-year period. ➢ Completed the review and updating of the Communications Training Manual which reflects the Mark43 CAD System upgrade. ➢ PSO/CSI Unit ➢ In 2022, Police Services Officers completed a total of 2,538 non -arrest reports while police officers took 6,188. Overall, Police Services Officers took 41.0% of the non -arrest reports while Police Officers took 59.0%. ➢ Newly hired Police Services Officers completed basic and advanced POST courses in crime scene investigation. Two PSO training officers attended the POST Field Training Officer program and received their certifications. ➢ Police Services Officers provided training in the areas of crime scene photography and DNA collection in briefings, and during new officer orientations. ➢ Hired a part-time Police Services Officer who is currently training at the front desk of the police department. Part-time employees working at the front desk free up full time personnel to provide increased field 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. 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 Unit ➢ Maintain control and keep the chain of custody for all evidence items which are booked into the department. ➢ Currently maintains and controls approximately 55,000 items of property and evidence. ➢ Records Unit ➢ Process and maintain Police Department files. ➢ Process reports and citations to be forwarded to the District Attorney's Office and Court for prosecution. ➢ Respond to requests for police reports. 2023-2025 GOALS: ➢ Property & Evidence Unit ➢ Complete review and updating of migrated data in new records management system. ➢ Barcode all items currently booked in Property & Evidence Unit. ➢ Complete repairs and replacement of freezer units. ➢ Records Unit ➢ Implement a new training manual within the Agency 360 platform. ➢ Obtain certification from the DOJ for NIBRS compliance. ➢ Re-evaluate the records request system and look into to an automated request system. 102 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2022-2023 ACCOMPLISHMENTS: ➢ Property & Evidence Unit ➢ Successfully migrated data into new records management system. ➢ Destroyed 2,122 drug item, 231 firearms/metal recyclable items, and 227 items of ammunition. ➢ Booked a total of 10,388 items of property. ➢ Records Unit ➢ Completed the transition to National Incident Based Reporting System (NIBRS) statistical reporting system. ➢ Three PRSs attended Records School. One PRS training specialist attended the POST Communication Training Officer program and received their certification. ➢ Processed (July 2022-February 2023) ■ 5,938 police reports. ■ 1,942 court packages. ■ 370 citations. ■ 2,911 records requests. BEHAVIORAL DESCRIPTION: The Behavioral Health Response Unit (BHRU) was established in November of 2021 to address the increased calls for service related to the issues of mental health, substance use and abuse, homelessness, and ongoing family/domestic issues. The BHRU strives to work towards reducing the need for Tustin PD patrol officers to respond to non-violent and/or non -criminal calls for service, as well as work towards reducing the amount of time that patrol officers are required to spend at an incident prior to transferring management of an incident over to a member of BHRU. BHRU personnel work collaboratively with the police department, the Orange County Health Care Agency, community providers, private providers, City of Tustin personnel, and other community stakeholders. Examples of departments/agencies that BHRU staff may collaborate with include: the Homeless Liaison Officer (HLO), the Community Impact Officer (CIO), the Psychiatric Emergency Response Team (PERT), CityNet, Tustin Temporary Emergency Shelter (TTES) personnel, and Be Well Orange County. One of the BHRU's main goals is to develop and utilize innovative strategies to reduce recidivism of mental health related calls for service, and to increase the response in addressing the behavioral health needs for individuals in the City of Tustin. TASKS: ➢ The BHRU would address the behavioral health needs of individuals in the city of Tustin by: ➢ Responding to calls for service in the field when there may be a mental health component, and will provide prompt support to patrol and/or individuals experiencing a behavioral health issue. ➢ Possibly relieving patrol officers on calls for service, depending on the circumstances. ➢ Providing follow up for individuals that have been identified by Police Department personnel as causing frequent calls for service, as to address their needs and minimize repeat calls for service. ➢ Assisting individuals with linkage to appropriate resources; including, but not limited to County clinics, community clinics, private providers, substance abuse services, detox, grief support, homeless resources, etc. ➢ Collaborating with other agencies in order to provide prompt and appropriate care for individuals. 2023-2025 GOALS: ➢ The Behavioral Health Manager would work towards the following goals in order to ensure a high level of service to individuals in the City of Tustin: ➢ Establishing a consistent method of monthly reporting to the Police Department and City that would include the following data: ➢ The number of individuals contacted. ➢ The number of follow ups conducted (including phone follow ups and face to face visits). ➢ The number of referrals provided. ➢ The number of individuals who were successfully linked to services. 103 1 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget �N ➢ Establishing a method of reviewing data quarterly to determine recidivism. ➢ Creating a streamlined system for Police Department personnel to make mental health referrals to BHRU. ➢ Establishing positive working partnerships with nearby receiving hospitals; and serving as a liaison between the Police Department and hospitals that have been designated to accept behavioral health patients. ➢ Keeping up to date on new mental health programs available to the community, and familiarizing with the referral processes to different programs. PERFORMANCE MEASURES (Performance Measures introduced for 2022-23): Calls for Service Arrests Parking Citations Goal N/A Target N/A Actuals 38,288 Actuals 37,616 Actuals 39.168 Projected 41,536 Estimated N/A N/A N/A 2,448 2,774 2,810 2,736 N/A N/A N/A 12,609 16,256 17,898 16,781 N/A Moving Citations N/A N/A 4,355 2,811 3,079 2,898 N/A BHRU — Responded to initial call with officer N/A N/A N/A N/A N/A 31 N/A BHRU — Replaced Officer in the field N/A N/A N/A N/A N/A 25 N/A BHRU — Calls responded to with County clinicians N/A N/A N/A N/A N/A 20 N/A BHRU — Linkages to resources N/A N/A N/A N/A N/A 92 N/A BHRU — Follow-up visits/contacts (not involving Officer) N/A N/A N/A N/A N/A 162 N/A BHRU — Referrals received N/A N/A N/A N/A N/A 27 N/A BHRU — Refusals N/A N/A N/A N/A N/A 1 N/A Crime Statistics (Current Year) IL• HOMICIDE M A N S LA U G H TE R/N E G L I G E N C E SEX OFFENSES AGGRAVATED ASSAULTS SIMPLE ASSAULTS ROBBERY July 2022 — February 2023 33 92 302 51 BURGLARY 134 LARCENY 946 STOLEN PROPERTY 163 AUTO THEFT 172 VANDALSM 266 ARSON 2 FRAUD 182 FORGERY/CONTRFT 40 EMBEZZLEMENT 3 PROSTITUTION/GAMBLING/VICE 4 NARCOTICS 1,189 WEAPONS 144 TOTAL GROUP A OFFENSES 3,723 GROUPOFFENSES DISORDERLY CONDUCT 111 DUI 214 FAMILY OFFENSES 13 LIQUOR LAWS 4 RUNAWAYS (JUV) 563 TRESPASSING / LOITERING 280 ALL OTHER OFFENSES 713 1,898 TOTAL GROUP B OFFENSES 104 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget POLICE 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES POLICE DEPARTMENT ALL Funds Salaries & Benefits 23,667,142 25,671,474 27,523,853 27,291,815 28,495,682 29,208,773 Internal Service Charges 1,657,988 809,988 1,761,700 1,761,700 2,288,500 2,288,500 Operating Expense 2,346,366 2,215,275 2,780,205 2,516,031 3,327,215 3,171,338 PrincipaVlnterest Payments - 26,684 - - - - Total Police Expenditures 27,671,495 28,723,421 32,065,758 31,569,546 34,111,397 34,668,610 EXPENSES BY DIVISION General Fund Police - Administration Salaries & Benefits 1,160,008 1,204,826 1,495,518 1,478,361 1,245,780 1,286,986 Internal Service Charges 1,657,988 809,988 1,761,700 1,761,700 2,288,500 2,288,500 Operating Expense 448,924 263,487 377,360 385,360 447,360 447,360 Total 3,266,921 2,278,301 3,634,578 3,625,421 3,981,640 4,022,846 Police - City Operations Salaries & Benefits 2,541,442 3,010,146 3,240,245 3,240,434 3,238,710 3,342,845 Internal Service Charges - - - - - - Operating Expense 639,238 742,465 960,870 900,420 1,008,110 927,110 PrincipaVlnterest Payments - 26,684 - - - - Total 3,180,680 3,779,294 4,201,115 4,140,854 4,246,820 4,269,955 Police - North Area Patrol Salaries & Benefits 3,966,033 4,383,275 4,687,176 5,069,446 5,065,230 5,247,018 Internal Service Charges - - - - - - Operating Expense 91,063 65,817 56,259 60,600 56,259 56,259 Total 4,057,096 4,449,092 4,743,435 5,130,046 5,121,489 5,303,277 Police - South Area Patrol Salaries & Benefits 4,826,596 5,412,994 5,856,136 5,165,328 6,075,255 6,278,079 Internal Service Charges - - - - - - Operating Expense 77,795 69,593 52,159 54,500 92,159 92,159 Total 4,904,391 5,482,587 5,908,294 5,219,828 6,167,414 6,370,238 Police - Special Operations Salaries & Benefits 4,477,615 4,916,851 5,035,778 5,137,716 5,283,414 5,391,624 Internal Service Charges - - - - - - Operating Expense 169,537 155,045 179,785 176,785 237,785 237,785 Total 4,647,152 5,071,896 5,215,563 5,314,501 5,521,199 5,629,409 Police - Professional Standards Salaries & Benefits 2,084,539 2,086,187 2,032,753 2,341,945 2,126,037 2,160,847 Internal Service Charges - - - - - - Operating Expense 400,687 441,579 636,626 478,041 686,795 818,018 Total 2,485,227 2,527,767 2,669,380 2,819,986 2,812,832 2,978,865 Police - Field Support Salaries & Benefits 2,723,699 2,772,030 3,059,027 2,985,821 3,226,037 3,269,893 Internal Service Charges - - - - - - Operating Expense 211,324 187,104 257,025 224,625 331,625 335,525 Total 2,935,023 2,959,134 3,316,052 3,210,446 3,557,662 3,605,418 105 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget POLICE 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget Police - Operations Support Salaries & Benefits 1,750,839 1,662,977 1,801,556 1,662,139 1,887,391 1,933,066 Internal Service Charges - - - - - - Operating Expense 307,581 290,082 260,122 235,700 257,122 257,122 Total 2,058,420 1,953,059 2,061,678 1,897,839 2,144,513 2,190,188 Police - Behavioral Response Salaries & Benefits - 96,608 198,372 170,112 164,769 172,288 Internal Service Charges - - - - - Operating Expense 55 - - - - Total - 96,663 198,372 170,112 164,769 172,288 Total General Fund Expenditures 27,534,909 28,597,794 31,948,467 31,529,032 33,718,338 34,542,484 EXPENSES BY DIVISION All Other Funds Asset Forfeiture Salaries & Benefits Internal Service Charges - - Operating Expense 25 (0) Total 25 (0) RNSP Asset Forfeiture Salaries & Benefits - - Internal Service Charges - - Operating Expense 68 210,000 68 210,000 _ Treasury Asset Forfeiture Salaries & Benefits - - Internal Service Charges - Operating Expense 6 Total 6 - - - Supplemental Law Enforcement Salaries & Benefits 136,370 125,579 117,292 40,513 183,059 126,126 Internal Service Charges - - - - - - Operating Expense 117 48 Transfer Out - 46,443 Special Equipment - - - - - Total 136,487 172,070 117,292 40,513 183,059 126,126 Total Other Funds 136,586 172,070 117,292 40,513 393,059 126,126 106 1 Page 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Police Department - Budget Breakdown by Year (All Funds) 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget oSalaries Et Benefits ■Internal Service Charges ❑Operating Expense ■ Principal/ Interest Payments 107 1 41,-ljv PARKS & RECREATION City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget V 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Proposed Inc/(Dec) Parks & Recreation Administrative Assistant 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Deputy Director of Parks & Rec 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Director of Parks & Recreation 1.00 1.00 1.00 1.00 0.00 1.00 0.00 Executive Assistant 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator 5.00 6.00 6.00 6.00 0.00 6.00 0.00 Recreation Facilities Lead 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Recreation Program Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Superintendent 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Recreation Supervisor 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Sr. Management Assistant 0.00 1.00 1.00 1.00 0.00 1.00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 0.00 2.00 0.00 Total Parks & Recreation 17.00 17.00 17.00 17.00 0.00 17.00 0.00 108 1 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget DESCRIPTION: The Administrative Services Division provides administration services and leadership to department operations as well as coordination to manage the planning, acquisition, and rehabilitation of park and recreation facilities. TASKS: Ensure consistency with Department Vision, Mission Statement, and Values. Oversee annual department goals and objectives. Provide budgetary control and fiscal responsibility. Maintain accurate position control document. Provide staff support to City Council, Community Services Commission, Public Art Commission, and related committees. Coordinate annual strategic plans for the Community Services Commission and Public Art Commission. Manage special projects (e.g. grant funding, Veterans Memorial kiosk and pavers) Facilitate communication and collaboration with community organizations and resident groups through multiple avenues, including social media. Provide management and oversight of Capital Improvement Program projects. Manage large scale cellular communication sites at Tustin parks. 2023-2025 GOALS: ➢ Collaborate with Public Works to renovate Centennial Park. ➢ Design and complete turf improvements for three ballfields at Tustin Sports Park. ➢ Design and complete Bark Barracks at Tustin Legacy Park. ➢ Complete design and begin construction on Heideman School Park. ➢ Explore design ideas for the expansion of the Tustin Area Senior Center. ➢ Complete renovations for Tustin Sports Park Diamonds (Fields 1 & 3). ➢ Support Public Art Commission in securing donations for the sculpture walk at the Tustin Legacy Park. 2022-2023 ACCOMPLISHMENTS: ➢ Created and implemented new Department Vision, Mission Statement, and Values with new Parks and Recreation Logo. ➢ Developed a strategic plan for the Community Services Commission and formulated a Seven -Year Capital Improvement Priority List. ➢ Developed a strategic plan for the Public Art Commission. ➢ Installed shade structures at Camino Real and Laurel Glen Parks. ➢ Removed and replaced the playground and shade sails and constructed an awning off the cafe seating area at Tustin Sports Park. ➢ Collaborated with Public Works to renovate Pine Tree Park. ➢ Completed public art projects at Frontier, Peppertree, Pioneer, and Tustin Sports Parks. ➢ Completed a collaborative mural with the Boys and Girls Clubs of Tustin. 109 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Completed the Pioneer Road Park Playground Renovation. ➢ Secured donors for the Creative Signals Public Art program. ➢ Oversaw the re -opening of parks and facilities following all applicable State, County, and CDC guidelines for City programs in response to the COVID-19 pandemic. ➢ Completed a renovation of the Heritage Park Hockey Rink in partnership with the Anaheim Ducks to create a multi- use amenity to include roller hockey, soccer, and lacrosse. DESCRIPTION: The Sports Services Section provides active recreation programs through the utilization of sports, fitness, and instructional classes that provide all ages the opportunity for supervised, active recreation programs. In addition, this division is responsible for coordination of an after -school program, Little Folks pre-school, and summer day camps at Columbus Tustin Recreation Center. TASKS: ➢ Coordinate and implement special events to include a safe and free Egg Hunt, Halloween Howl, Fourth of July, and Tustin Tiller Days Festival and Parade. ➢ Coordinate the Tustin Youth Track Meet. ➢ Provide organized and value based Adult Sports Leagues and Tournaments to include softball, volleyball, kickball and basketball. ➢ Provide safe and wholesome summer day camp experiences for ages 6-14. ➢ Provide fun and affordable youth sports and enrichment camps. ➢ Implement safe and enriching after school activities for local area youth at the Columbus Tustin Recreation Center. ➢ Provide high school teenagers with community service and leadership opportunities through Tustin Teens in Action and Counselors in Training programs. ➢ Provide non-profit youth organizations with access to City facilities, including the gymnasium and sports fields. 2023-2025 GOALS: ➢ Coordinate seasonal competitive adult sports leagues for all skill levels at quality facilities. ➢ Keep annual special events viable by adapting, changing, and adding elements each year and partnering with local organizations. ➢ Administer and implement an Adult Sports Participant Survey to measure satisfaction and elicit suggestions for improvement. ➢ Ensure the equitable distribution of the City's sports fields to local youth sports organizations per the Department's Field Allocation Policy. ➢ Host additional city-wide tournaments to include games at all three City sports parks. ➢ Offer non-traditional camps throughout the year, including on holidays and Tustin Unified School District non - student days. ➢ Secure $50,000 in sponsorship support (money/in-kind) from the local business community. ➢ Expand the Tustin Teens in Action program to incorporate seminars on teen subjects and increase presence at City events. ➢ Offer a dedicated Teen After School Program at the Columbus Tustin Recreation Center. 2022-2023 ACCOMPLISHMENTS: ➢ Expanded adult sports offerings to multiple days per week, including the addition of an adult kickball league. ➢ Resumed the adult softball league and averaged 55 teams per season. ➢ Offered safe and accessible special events to the community. ➢ Sold out all three Summer Day Camp programs (Little Folks, Day, and Teen Camps) in 2022 even with a 5% fee increase. 110 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Ensured the equitable distribution of the City's sports fields to local youth sports organizations per the Department's Field Allocation Policy which included an increase in city-wide sports tournaments and college showcases. ➢ Secured over $40,000 in sponsorship support (money/in-kind) from the local business community. ➢ Hosted a very successful Tustin Tiller Days with a record attendance of more than 65,000 attendees. ➢ Resumed the Tustin Teens in Action program in collaboration with Tustin Family and Youth Center. DESCRIPTION: The Contract Class Section promotes and coordinates recreational classes for community adults and youth. The section is responsible for program publicity, including the production of the Tustin Today quarterly brochure, procurement of instructors and classroom space, and implementation of class registration procedures. TASKS: ➢ Provide a diverse selection of valuable contract classes for children, adults, and seniors. ➢ Produce and publish the quarterly Tustin Today activity guide. ➢ Maintain an accessible and customer -friendly registration system to include online, phone-in, and walk-in options. ➢ Manage and evaluate contract class instructors to ensure quality programs. ➢ Ensure community awareness of department classes, programs, and special events throughout the year with new and innovative marketing techniques. ➢ Coordinate and implement the annual July 41h Celebration, Summer Movies in the Park and the Old Town Art Walk. ➢ Manage the Tustin Community Center at The Market Place events and facility reservations. 2023-2025 GOALS: ➢ Continue to seek out and offer new and different special interests and enrichment classes for youth and adults. ➢ Create partnerships with local businesses to offer additional classes at off -site locations. ➢ Develop and implement a private tennis instructor agreement. ➢ Increase reservation fees for the Community Center at The Market Place. ➢ Increase special event sponsorships from local businesses and non-profit organizations ➢ Increase Parks and Recreation website and social media engagement with entertaining and original quarterly eblasts utilizing the CivicRec registration software. ➢ Develop new marketing techniques for the public for the awareness of classes, special events, and programs. 2022-2023 ACCOMPLISHMENTS: ➢ Offered approximately 1,000 contract class offerings, including tennis classes and clinics for kids with special needs. ➢ Offered multiple sports camps, including flag football, soccer, basketball, and skateboarding. ➢ Processed almost 6,600 pickleball reservations for Veterans Sports Park ➢ Increased contract class revenue primarily due to rising interest in tennis and youth sports classes and camps. ➢ Reformatted the Tustin Today to include a streamlined look and easier read. ➢ Processed more than 1,800 facility and picnic shelter reservations. ➢ Created Breakfast with Santa, a new event for families hosted at the Tustin Community Center at The Market Place. ➢ Developed and implemented a successful Movies in the Park series presented at eight different parks and concluded with a Drive-in Movie at the Hangar. ➢ Effective social media campaigns growing Instagram following by over 500%. DESCRIPTION: The Veterans Sports Park / 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. In addition, this division is responsible for coordination of the classes, camps, and programs at The Annex. 111 1 Page TASKS: City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget Develop programs and policies to ensure the safe use of Veterans Sports Park and The Annex at Tustin Legacy. Coordinate and implement special events to include the Memorial Day Remembrance Event and Veterans Day Celebration. Provide organized and value based pickleball programming. Oversee operation of the skate park. Manage facility reservations and youth programming at the Annex. Provide non-profit youth sports organizations with access to City facilities and fields. Monitor condition and proper use of the Veterans Memorial. 2023-2025 GOALS: ➢ Create Adult Pickleball Leagues and Tournaments that generate revenue for the city. ➢ Develop activities, groups, and programs to promote a positive culture at the Veterans Sports Park Skate Park. ➢ Create quarterly community events at Veterans Sports Park that residents of the Tustin Legacy area can walk to, such as food truck events or community picnics. ➢ Create and develop an impactful online presence for The Annex at Tustin Legacy and Veterans Sports Park. ➢ Increase facility reservations at The Annex. 2022-2023 ACCOMPLISHMENTS: ➢ Coordinated a successful two-day Pickleball Tournament. ➢ Created and hosted a skate competition at the skate park ➢ Held a successful Memorial Day Remembrance event and a Veterans Day Celebration and Car Show. ➢ Created and implemented a Pickleball Tournament Policy allowing outside entities to host pickleball tournaments. ➢ Hosted multiple soccer and softball tournaments at the facility resulting in an increase of visitors to the facility and surrounding businesses. DESCRIPTION: The Senior Services Section is responsible for the operation and programming of the Tustin Area Senior Center. The primary mission of this section is to provide a wide variety of recreational, educational, social, and human services to seniors in the Tustin area. These activities are accomplished in collaboration with a variety of regional and local service organizations. TASKS: ➢ Provide recreation, education, social, and human services designed to assist center participants with activities for daily Living, such as transportation and housing assistance, nutrition, physical and mental well-being, and life enriching interests. ➢ Provide staff leadership and direction to the Senior Advisory Board, which includes the Senior Advisory Board Ways and Means Committee through fundraising activities and planning. ➢ Provide staff support and manage all bookkeeping for the non-profit Tustin Area Senior Center Fund, Inc. 112 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Manage the Senior Center Gift Shop. ➢ Manage over 130 volunteers for the following areas at the center: Front Desk, Bingo Committee, Food Distribution, Congregate Meal Program, special events, Senior Advisory Board, Instructors, Art Gallery, Gift Shop, Quilting, and Tax Aid. ➢ Coordinate City-wide Parks and Recreation special events such as Street Fair and Chili Cook -Off, Casino Night, and Concerts in the Park. 2023-2025 GOALS: ➢ Identify ways to increase participation in the Meals on Wheels Congregate Meal Program. ➢ Research and offer extended excursion trips (i.e. out of state and country). ➢ Update guidelines for the Volunteer Program. ➢ Strengthen the Saturday Program by offering a variety of fitness and personal enrichment classes. ➢ Establish a partnership with local college nursing programs for monthly blood pressure screenings. ➢ Increase revenue through contract classes and excursions for senior participants. ➢ Provide computer classes for seniors to include basic classes such as Word and Excel. ➢ Increase awareness of resources to adult children of seniors by adding new elements to the annual Resource Fair and Flu Clinic. ➢ Provide up to two monthly health and senior resource seminars. ➢ Celebrate and decorate for special holidays such as Valentine's Day, St. Patrick's Day, and Christmas in the Wednesday Social Dancing evening program. 2022-2023 ACCOMPLISHMENTS: ➢ Increased the senior transportation program to include transportation for seniors and disabled Veterans. ➢ Offered classes which target baby boomers and/or working seniors. ➢ Provided more diverse workshops covering mental well-being and technology tips. ➢ Increased revenue through various new and improved programs such as contract classes, excursions, and events for senior participants. ➢ Provided additional online courses for seniors. ➢ Increased awareness of resources to adult children of seniors. ➢ Established guidelines for the Senior Center Garden. ➢ Expanded mental health services by offering new support groups including grief support and LGBTQ support. ➢ Reopened the Bingo program with an average of 80 participants per week to include new games. ➢ Restarted the Meals on Wheels in -person Congregate Meal Program with an average of 50 participants per week. DESCRIPTION: The Support Services Section is responsible for providing logistical support for City programs, meetings, events and reservations at City HalUCivic Center, Columbus Tustin Recreation Center, Tustin Area Senior Center (TASC), Tustin Family and Youth Center (TFYC), The Annex, Tustin Library, and City parks. In addition, this division performs custodial duties in providing a clean, safe environment for city employees and the general public. TASKS: ➢ Ensure facilities are prepared for Parks and Recreation Department classes and activities by performing set-up and tear down of a wide variety of equipment. ➢ Serve internal and external customers for meetings and rentals to include the provision of equipment and supervision of facilities. ➢ Provide support for over 20 city-wide special events. ➢ Provide ongoing daily support for all facilities with special dedication to the Tustin Family and Youth Center, Columbus Tustin Recreation Center (CTRC), The Annex, and the Tustin Area Senior Center. ➢ Responsible for the care and light maintenance of City facilities. 113 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2023-2025 GOALS: ➢ Identify equipment that is in need of replacement and/or repair and research options. ➢ Construct a new ramp for the large storage shed at the Senior Center. ➢ Conduct semi-annual meetings with the Office Assistants at Parks and Recreation office to ensure the needs and requests of inter -departmental and high -profile rentals are met. ➢ Provide cross training to part-time Recreation Facilities Assistants so they are comfortable with working at all facilities. ➢ Strengthen communication with Tustin PD in order to provide adequate support staff and equipment for Tustin PD Open House. ➢ Participate in the Street Fair and Chili Cook -Off Committee to ensure event support needs are clear, especially for the wine/booth areas as required by the OC Health Department. ➢ Evaluate safety protocols for food program deliveries, pick-ups, and staging. ➢ Become familiar with Emergency Preparedness protocol by having a lead staff attend a related workshop. 2022-2023 ACCOMPLISHMENTS: ➢ Ensured that City facilities were kept clean and organized by utilizing the facility checklist as a guide. ➢ Ensured that outdoor equipment was kept dry as mandated by the OC Vector Control. ➢ Continued to purge closets and storage rooms at facilities as requested by the site coordinators. ➢ Continued to project a professional image by providing quality customer service for both internal and external reservations. ➢ Provided adequate part-time staff coverage at all city events, meetings, rentals, daily operations, etc. ➢ Continued to provide COVID-19 cleaning and disinfecting of city facilities as recommended by CDC and OC Health Care Agency guidelines. ➢ Established professional standards and/or values for part-time Recreation Facilities Assistants. ➢ Provided support and light maintenance of the Senior Center Garden. DESCRIPTION: This section is responsible for the operation and programming of the Tustin Family and Youth Center. The primary mission of this section is to provide a wide array of recreational activities and human services for families and youth of the southwest area of Tustin. These activities and services are presented in collaboration with a variety of regional and local service organizations and agencies. TASKS: ➢ Provide educational, recreational, social, and human services programs and services for southwest Tustin area children 4-17 years of age and their families. ➢ Conduct free After -School Programs/Homework Club during the school year. ➢ Provide a drop -in Summer Day Camp program at two sites for area youth. ➢ Coordinate the Kids Corner Recreation Preschool Program. ➢ Collaborate with local non -profits to distribute free food to area residents. ➢ Coordinate volunteer opportunities for seniors, adults, youth, and service club members. ➢ Organize and present the annual Cinco de Mayo and Christmas Tree Lighting events. ➢ Organize and present the Holiday Basket Program to the community. 2023-2025 GOALS: ➢ Engage young adults in the area through Teen Nights, sports competitions, and personal enrichment instruction. 114 1 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget ➢ Expand intergenerational opportunities with the Tustin Area Senior Center Congregate Meal Program and neighborhood senior apartments. ➢ Review and compare summer camp policies with the Recreation Division to ensure both divisions are following the same procedures. ➢ Implement a Spring Break Camp that offers an array of activities for children and teens. ➢ Research grants for youth programs and food assistance that will benefit the community. ➢ Provide social and/or educational programs for parents and/or senior participants on days that food programs are not active. ➢ Revamp the volunteer program by creating a database and recognizing volunteers. ➢ Provide a more structured summer program with additional recreational activities for teens. VA 2022-2023 ACCOMPLISHMENTS: ➢ Reopened the Super Saturday program after being closed due to COVID-19 and staff limitations. ➢ Continued to engage young adults in the area through personal enrichment programs such as art workshops and cooking classes. ➢ Conducted an evening fitness class for adults. ➢ Partnered with local health organizations to offer health and wellness seminars for children, teens, and adults. ➢ Continued to maintain a top score on all of the Safe Food, Good Handling Guidelines from Second Harvest Food Bank. ➢ Conducted Mandated Reporting trainings for staff. ➢ Conducted quarterly staff meetings to ensure that the Tustin Family and Youth Center is providing a fun and safe environment that included appropriate interactions and education assistance for area families. ➢ Offered summer excursions for teens. ➢ Implemented a new Extended After -Hours program for youth and families. ➢ Provided awareness of the Senior Center personal enrichment and recreational programs available to seniors in southwest Tustin. ➢ Reestablished the Tustin Teens in Action program by working with the Recreation Division. ➢ Implemented a Trunk and Treats Halloween Program for families of Southwest Tustin. PERFORMANCE MEASURES (Performance Measures introduced for 2022-23): Sponsorship Donations All $100,000 N/A N/A ' $120,000 $85,000 $100,000 Senior Lunches Served Senior Center 16,000 N/A 53,932 48,673 14,170 16,000 Hours of Sports Field Use by Youth Sports Organizations Sports 19,000 N/A N/A 19,558 19,000 20,000 Average Number of Adult Sports Teams Per Season Sports 325 N/A 68 316 320 325 Contract Classes Offered Classes 1,200 N/A 1,157 1,070 1,250 1,300 Facility Reservations Sports/Classes 450 N/A 28 44 450 450 Picnic Shelter Reservations Classes 975 N/A 188 993 950 975 Tennis/Pickleball Reservations ClassesNSP 9,000 N/A 7,686 10,146 8,800 9,000 Food Distribution Sr./Youth Center 450 N/A 532 525 450 450 115 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget PARKS & RECREATION 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES PARKS & RECREATION ALL Funds Salaries & Benefits 2,502,787 2,764,314 3,048,092 2,999,021 3,025,923 3,121,241 Internal Service Charges 459,353 412,806 508,800 508,800 685,400 685,400 Operating Expense 788,304 2,497,783 1,739,101 1,758,267 2,068,678 2,114,178 Discount Charge/Credit Cards 14,989 32,744 15,000 25,000 25,000 30,000 Furniture and Equipment/Computer SW 21,795 26,708 30,850 30,850 70,350 56,350 Transfer Out 4,091 121,206 53,930 53,930 130,880 130,880 Capital Outlay 1,608,985 246,395 6,677,153 1,161,064 1,030,099 5,937,395 Total Parks & Rec Expenditures 5,400,304 6,101,955 12,072,926 6,536,932 7,036,330 12,075,444 EXPENSES BY DIVISION General Fund Parks & Recreation - Administration Salaries & Benefits 350,538 488,096 535,928 529,160 431,691 448,959 Internal Service Charges 459,353 412,806 508,800 508,800 685,400 685,400 Operating Expense 78,550 84,548 92,650 92,650 87,250 85,250 Discount Charge/Credit Cards 14,989 32,744 15,000 25,000 25,000 30,000 Furniture and Equipment/Computer SW 689 - 850 850 850 850 Total 904,118 1,018,194 1,153,228 1,156,460 1,230,191 1,250,459 Parks & Recreation - Sports Salaries & Benefits 739,954 674,826 776,750 678,196 839,035 878,377 Internal Service Charges - - - - - - Operating Expense 187,508 275,611 319,900 292,400 342,600 354,600 Furniture and Equipment/Computer SW 1,088 1,942 4,000 4,000 16,000 5,000 Total 928,550 952,379 1,100,650 974,596 1,197,635 1,237,977 Parks & Recreation - Classes/Cultural Services Salaries & Benefits 305,066 266,786 264,833 320,645 243,266 247,575 Internal Service Charges - - - - - - Operating Expense 381,748 774,977 622,200 672,200 798,700 824,200 Furniture and Equipment/Computer SW 16,913 17,994 19,500 19,500 21,000 21,000 Total 703,728 1,059,757 906,533 1,012,345 1,062,966 1,092,775 Parks & Recreation - Veterans Sports Park/Annex Salaries & Benefits 182,110 235,301 240,917 236,275 241,985 Internal Service Charges - - - - - Operating Expense 172,251 103,600 125,600 119,100 129,100 Furniture and Equipment/Computer SW 2,369 2,000 2,000 5,000 2,000 Total 356,729 340,901 368,517 360,375 373,085 Parks & Recreation - Senior Programs Salaries & Benefits 452,405 464,338 489,851 497,640 510,083 521,993 Internal Service Charges - - - - - - Operating Expense 14,535 76,282 105,200 98,200 115,200 115,200 Total 466,940 540,620 595,051 595,840 625,283 637,193 Parks & Recreation - Support Services Salaries & Benefits 292,449 307,425 349,824 326,450 369,723 382,913 Internal Service Charges - - - - - - Operating Expense 6,927 8,572 7,700 7,700 7,700 7,700 Furniture and Equipment/Computer SW 1,990 2,404 2,500 2,500 25,000 25,000 116 1 Page Total City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget PARKS & RECREATION 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget 301,366 318,401 360,024 336,650 402,423 415,613 Parks & Recreation - Youth Center Salaries & Benefits 362,375 380,734 395,607 406,014 395,850 399,440 Internal Service Charges - - - - - - Operating Expense 25,906 38,432 38,800 38,800 43,800 43,800 Furniture and Equipment/Computer SW 1,115 2,000 2,000 2,000 2,500 2,500 Total 389,395 421,166 436,407 446,814 442,150 445,740 Total General Fund Expenditures 3,694,097 4,667,245 4,892,792 4,891,221 5,321,023 5,452,841 EXPENSES BY DIVISION All Other Funds Park Development Salaries & Benefits Internal Service Charges - - - - - - Operating Expense 72,612 589,242 44,328 26,593 44,328 44,328 Capital Outlay 1,608,985 246,395 6,677,153 1,161,064 1,030,099 5,937,395 Total 1,681,598 835,637 6,721,481 1,187,657 1,074,427 5,981,723 Park Development - Tustin Legacy Salaries & Benefits Internal Service Charges - Operating Expense 2 Capital Outlay - Total 2 Special Events - Street Fair Salaries & Benefits Internal Service Charges - - - - - - Operating Expense (16) 238,125 117,153 117,153 185,000 185,000 Transfer Out - 71,524 - - 70,880 70,880 Total (16) 309,649 117,153 117,153 255,880 255,880 Special Events - Tiller Days Salaries & Benefits Internal Service Charges - - - - - - Operating Expense 7,007 182,353 227,570 226,971 180,000 180,000 Transfer Out 4,091 49,682 53,930 53,930 60,000 60,000 Total 11,098 232,035 281,500 280,901 240,000 240,000 Special Events - Other Salaries & Benefits Internal Service Charges - - - - - - Operating Expense 13,525 57,390 60,000 60,000 105,000 105,000 Total 4 13,525 57,390 60,000 60,000 105,000 105,000 Special Events - Public Arts Salaries & Benefits Internal Service Charges - - Operating Expense 40,000 40,000 Total 40,000 40,000 117 1 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget PARKS & RECREATION 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget Total Other Funds 1,706,207 1,434,711 7,180,134 1,645,711 1,715,307 6,622,603 Parks and Recreation Budget Breakdown by Year (All Funds) 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 2020-21 2021-22 2022-23 2022-23 2023-24 Actual Actual Budget Estimated Budget M Salaries Et Benefits o Internal Service Charges o Operating Expense o Discount Charge/Credit Cards ■Furniture and Equipment/Computer SW oTransfer Out ❑ Capital Outlay 2024-25 Budget 118 1 Page 4 m b6 �IRIECT01iiv 49 NON -DEPARTMENTAL City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget II UUJJ�� NON -DEPARTMENTAL DESCRIPTION: The City's non -departmental costs are reflective of city-wide expenditures that are not directly associated with a department, division, or activity. These costs include, but are not limited to, the City's legally required contribution to CaIPERS to pay the ongoing unfunded accrued liability (UAL), post -employment retirement benefits (OPEB), animal control service contract, transfers for liability insurance, Tustin Temporary Emergency Shelter operation, and annual building maintenance. NON -DEPARTMENTAL 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget EXPENSES NON -DEPARTMENTAL ALL Funds Salaries & Benefits 4,652,042 5,338,449 6,190,980 6,190,980 6,476,041 6,419,000 Non -Operating - - 3,830,700 3,830,700 - - Operating Expense 4,887,856 2,142,387 8,463,718 8,713,718 5,177,536 5,288,660 Total Non -Department Expend. 9,539,898 7,480,836 18,485,398 18,735,398 11,653,577 11,707,660 EXPENSES BY DIVISION General Fund Non -Departmental Salaries & Benefits 4,652,042 5,338,449 6,190,980 6,190,980 6,476,041 6,419,000 Non -Operating - - 3,830,700 3,830,700 - - Operating Expense 1,575,226 1,887,071 8,463,718 8,713,718 5,177,536 5,288,660 Total 6,227,268 7,480,836 18,485,398 18,735,398 11,653,577 11,707,660 Non -Departmental - CARES Act Salaries & Benefits Non -Operating - - Operating Expense 3,312,630 255,316 - - - - Total 3,312,630 255,316 18,485,398 18,735,398 11,653,577 11,707,660 Total General Fund Expenditures 9,539,899 7,480,836 18,485,398 18,735,398 11,653,577 11,707,660 119 1 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget Non -Departmental Budget Breakdown by Year (ALL Funds) 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 2020-21 2021-22 2022-23 2022-23 2023-24 2024-25 Actual Actual Budget Estimated Budget Budget oSalaries 8t Benefits ■Internal Service Charges o0perating Expense 120 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget II UUJJ�� DEBT SERVICE ADMINISTRATION DESCRIPTION: The City of Tustin's General Fund carries no long-term debt. The bond issuances below are funded from the following revenue sources: Community Facilities Districts (CFD) receive funding via a special tax that is collected from the residents and/or businesses in the designated area of the CFD; the Successor Agency for the Tustin Redevelopment Agency receives property tax increment from the former RDA to satisfy annual debt requirements; and Water Fund Bonds are paid via charges to businesses & residents for the delivery of water services. 2023-24 Debt Service Administration Original Outstanding 2023-24 2023-24 Outstanding Issuance Date Type of Long -Term Debt Fund Issuance 6/30/2023 Principal Pmts. Interest Pmts. 6/30/2024 Community Facilities District 2013 Special Tax Refunding June 1, 2013 Bonds: CFD 04-1 Tustin 433 9,350,000 Legacy/John Laing Homes 2015A Special Tax Bond: November 5, 2015 CFD 2014-1 Tustin 441 27,665,000 Legacy/Standard Pacific 2015A Special Tax Refunding December 1, 2015 Bonds: CFD 07-1 Tustin 436 13,155,000 Legacy/Retail Centers 2015A Special Tax Refunding December 1, 2015 Bonds: CFD 06-1Tustin 435 49,740,000 Legacy/Columbus Villages 2015B Special Tax Bonds: December 1, 2015 CFD 06-1Tustin 435 2,735,000 Legacy/Columbus Villages Successor Agency to the Tustin RDA 2016 Tax Allocation September 1, 2016 570 55,940,000 Refunding Bonds Water Fund 2016 Water Refunding 6,315,000 (405,000) (269,506) 5,910,000 26,200,000 (330,000) (1,251,925) 25,870,000 12,410,000 (460,000) (584,275) 11,950,000 42,270,000 (1,375,000) (2,033,525) 40,895,000 2,065,000 (110,000) (70,294) 1,955,000 44,045,000 (2,215,000) (1,689,825) 41,830,000 September 1, 2016 Revenue Bond 300 21,515,000 21,515,000 (905,000) (687,300) 20,610,000 February 1, 2020 2020 Water Bonds 300 14,910,000 14,335,000 441 0.000) 39f 7,240) 13,895,000 Total Citywide Long -Term Debt 195,010,000 169,155,000 16.240.0001 (6.983.8901 162,915,000 121 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2024-25 Debt Service Administration Original Outstanding 2024-25 2024-25 Outstanding Issuance Date Type of Long -Term Debt Fund Issuance 6/30/2024 Principal Pmts. Interest Pmts. 6/30/2025 Community Facilities District I 2013 Special Tax Refunding June 1, 2013 Bonds: CFD 04-1 Tustin 433 9,350,000 5,910,000 Legacy/John Laing Homes 2015A Special Tax Bond: November 5, 2015 CFD 2014-1 Tustin 441 27,665,000 25,870,000 Legacy/Standard Pacific 2015A Special Tax Refunding December 1, 2015 Bonds: CFD 07-1 Tustin 436 13,155,000 11,950,000 Legacy/Retail Centers 2015A Special Tax Refunding December 1, 2015 Bonds: CFD 06-1Tustin 435 49,740,000 40,895,000 Legacy/Columbus Villages 2015E Special Tax Bonds: December 1, 2015 CFD 06-1Tustin 435 2,735,000 1,955,000 Legacy/Columbus Villages Successor Agency to the Tustin RDA - September 1, 2016 2016 Tax Allocation 570 55,940,000 41,830,000 Refunding Bonds Water Fund - 2016 Water Refunding September 1, 2016 300 21,515,000 20,610,000 Revenue Bond February 1, 2020 2020 Water Bonds 300 14,910 000 13,895,000 Total Citywide Long -Term Debt 195,010,000 162.915.000 (420,000) (250,906) 5,490,000 (375,000) (1,234,300) 25,495,000 (495,000) (570,238) 11,455,000 (1,530,000) (1,960,900) 39,365,000 (110,000) (67,131) 1,845,000 (2,305,000) (1,599,425) 39,525,000 (925,000) (669,200) 19,685,000 (445,000) 16.605.0001 (389,721) f6.741.8211 13,450 000 156.310.000 122 1 Page i 'Li s"Ti 4 7.,w 'V `� f' � .•'.' ���i�; 1t• #t�"�:_ 'fix' - -- .� � .",' - � s�'. f 416 IF 4± CAPITAL IMPROVEMENT PROGRAM City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2024 CIP PROJECTS & FUNDING Public Facilities Projects 10032 Annual Major Building Maintenance 250,210 250,210 10069 Civic Center Alternate Power Source Improvements 4,362,426 4,362,426 10076 South Hanger Rehabilitation 5,421,683 5,421,683 - 10086 Police Department Improvements 200,000 - 200,000 10087 Legacy Annex Improvements - Police Substation 740,497 - 740,497 Total Public Facilities Projects 10,974,816 - 5,421,683 5,553,133 Park Facilities Projects 20054 Annual Major Park Maintenance 188,689 188,689 - - - TustAve in Legacy Linear Park - Armstrong Ave & Warner 20083 1,505,080 - 1,505,080 - 20084 Alley Grove D-South Improvements 3,033,950 - 1,329,250 1,704,700 20089 Heideman School Park 700,000 700,000 - - - 20090 Centennial Park Improvements 4,851,410 51,410 - 4,800,000 20091 Tustin Legacy Dog Park 1,200,000 90,000 - 1,110,000 - Total Park Projects 11,479,129 1,030,099 2,834,330 2,814,700 4,800,000 Traffic Projects 40080 Traffic Signal Equipment Upgrades & Replacement 160,000 - - - 160,000 40087 Main Street Improvements 3,926,860 3,900,000 26,860 Red Hill Avenue Traffic Signal Synchronization 40093 61,886 - 61,886 Project 40094 First Street Signal Synchronization 95,280 95,280 40095 Tustin Ave Signal Synchronization 13,186 - 13,186 70256 Neighborhood D South Infrastructure - Phase 2 4,331,075 - 4,331,075 - 70257 Armstrong Pedestrian Bridge 1,200,000 1,200,000 - 70258 Neighborhood G Phase 1 7,500,000 - 7,500,000 70259 Neighborhood D North Phase 1 3,770,000 - 3,770,000 TBD Warner Pedestrian Bridge 250,000 250,000 - - TBD Traffic Signal Installation @ San Juan St and Red Hill 250,000 - - 250,000 Ave Total Traffic Projects 21,558,287 - 1,450,000 19,501,075 - 607,212 Water Distribution Projects 60163 OC-43Improvement 250,000 - - 250,000 - Total Water Distribution Projects 250,000 - - - 250,000 - Water Storage Projects 60148 John Lyttle Reservoir Tank Eval, Site Improv. & Safety 100,000 - 100,000 Upgrades Total Water Storage Projects 100,000 - - - 100,000 Water Production Projects 60151 Conjunctive Use Well @ Beneta Well Site 2,380,551 - 2,298,169 82,382 TBD Vandenberg Well 350,000 - 350,000 - Total Water Production Projects 2,730,551 - - 2,648,169 82,382 123 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Proposed Fund 187 Fund 189 Fund 301 Proj # Project Name CIP Budget Fund 131 MCAS Proceeds of Water Other Funds 2023-2024 Park Dev Backbone Land Sale Capital Fee Maintenance Projects Annual Roadway & Public Infrastructure Maintenance 70022 Program (MOE) 4,949,000 4,949,000 Annual Roadway & Public Infrastructure Maintenance 70023 955,000 955,000 Program (MOE) 70220 Red Hill Ave Rehabilitation -San Juan St to First St 1,700,000 1,700,000 Citywide Pedestrian Oriented Accessibility 70236 200,000 200,000 Improvement Program 70255 Red Hill Ave Utility Undergrounding between EL 10,000 10,000 Camino Real &230' N of San Juan TBD The Hill Median Improvements 100,000 100,000 TBD Red Hill Ave Rehabilitation -Walnut to 1-5 2,050,000 2,050,000 Total Maintenance Projects -Moo - - - 9,964,000 Capacity Projects TBD Intersection Improvements at Jamboree Rd and Irvine 200,000 200,000 Blvd Total Capacity Projects 200,000 200,000 TOTAL ALL PROJECTS 57,256,783 1,030,099 4,284,330 27,737,458 2,998,169 21,206,727 Project Fund Note: Other Funds includes CDBG, Gas Tax, Measure M2, SBl, Equipment Replacement, GF CIP, 2013 Water Bond, and CFO 14-1. r 124 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2024-2025 CIP PROJECTS & FUNDING Public Facilities Projects 10032 Annual Major Building Maintenance - - 10086 Police Department Improvements 500,000 - 500,000 TBD Tustin Area Senior Center Expansion 500,000 500,000 - Total Public Facilities Projects 1,000,000 500,000 - 500,000 Park Facilities Projects 20062 Tustin Sports Park Diamonds 1 & 3 Renovation 500,000 500,000 - Tustin Legacy Linear Park btw Armstrong Ave 20083 12,055,000 - 2,643,470 9,411,530 and Warner Ave 20089 Heideman School Park 4,937,395 4,937,395 - - FM Total Park Projects 17,492,395 5,437,395 2,643,470 9,411,530 - Traffic Projects Traffic Signal Equipment Upgrades & 40080 160,000 - - - 160,000 Replacement 70243 Tustin Ranch Road Pedestrian Bridge 500,000 500,000 - - 70256 Neighborhood D South Infrastructure - Phase 2 2,000,000 - 2,000,000 70257 Armstrong Pedestrian Bridge 6,187,500 2,817,500 3,370,000 - Total Traffic Projects 8,847,500 3,317,500 5,370,000 - 160,000 Water Storage Projects John Lyttle Reservoir Tank Eval, Site 60148 500,000 - - 500,000 - improvements & Safety Upgrades Total Water Storage Projects 500,000 Water Production Projects TBD Edinger Well Rehabilitation 350,000 350,000 TBD 17th Street Treatment Facility Electrical 300,000 300,000 Total Water Production Projects 650,000 - 650,000 - Maintenance Projects Annual Roadway & Public Infrastructure 70023 2,698,000 2,698,000 Maintenance Program (MOE) Citywide Pedestrian Oriented Accessibility 70236 200,000 200,000 Improvement Program 70254 Old Town Improvements 3,100,000 3,100,000 - TBD Jamboree Road Rehabilitation between Barranca 100,000 - 100,000 Pkwy & OCTA/SCRRA Total Maintenance Projects 6,098,000 3,100,000 2,998,000 Capacity Projects TBD Intersection Improvements at Jamboree Rd and 2,000,000 - 2,000,000 Irvine Blvd Total Capacity Projects 2,000,000 - 2,000,000 TOTAL ALL PROJECTS 36,587,895 5,937,395 5,960,970 17,881,530 1,150,000 5,658,000 Project Fund Note: Other Funds includes CDBG, Gas Tax, Measure M2, SB1, Equipment Replacement, GF CIP, 2013 Water Bond, and CFO 14-1 125 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 CAPITAL IMPROVEMENT PROGRAM SEVEN-YEAR SCHEDULE (2023-2026) 2023-2024 2024-2025 2025-2026 Project Type Project # Project Name Project Total To Date Requested Requested Planned Flood Control TBA * Irvine Boulevard Storm Drain Phase 2 3,900,000 - Facilities TBA * Irvine Boulevard Storm Drain Phase 1 3,900,000 - TBA * Yorba Street Storm Drain 75,000 75,000 TBA * Tustin VilLage Way Storm Drain 75,000 - 75,000 TBA * San Juan Street Storm Drain 75,000 - 75,000 Total Flood 8,025,000 - Control Facilities Park Facilities 20054 Annual Major Park Maintenance 3,089,607 2,900,918 188,689 20062 Tustin Sports Park Softball Field Diamonds 1 & 3 500,000 500,000 Tustin Legacy Linear Park from Armstrong Avenue 20083 to Warner Avenue 13,817,185 257,105 1,505,080 12,055,000 20084 Alley Grove Promenade 4,103,950 1,070,000 3,033,950 20089 Heideman School Park 5,637,395 700,000 4,937,395 20090 Centennial Park Improvements 5,000,000 148,590 4,851,410 20091 Dog Park at Tustin Legacy Park 1,290,000 90,000 1,200,000 TBA Southwest Park Site Acquisition 700,000 Laurel Glen Park and Magnolia Park Playground TBA Renovations 600,000 TBA Camino ReaL Playground Renovation 350,000 350,000 TBA * Neighborhood G Sports Park 11,500,000 1,500,000 10,000,000 TBA * Hangar Park 34,500,000 4,500,000 30,000,000 * Tustin Legacy Park from Tustin Ranch Road to TBA Edinger Avenue 58,190,000 7,590,000 50,600,000 TBA *Tustin Sports Park Turf Renovation 2,570,000 70,000 2,500,000 Total Park 141.848,137 4,536,613 11,479,129 33,582,395 90,950,000 Facilities Public Facilities 10032 * Annual Major Building Maintenance 8,948,064 6,397,854 250,210 2,300,000 10069 Civic Center Alternate Power Source 4,800,157 437,731 4,362,426 10076 South Hangar Renovation 7,273,001 1,851,318 5,421,683 10086 * Police Department Improvements 5,775,120 75,120 200,000 500,000 5,000,000 Police Substation and Recreation Annex 10087 1,430,000 689,503 740,497 Improvements TBA * Tustin Family & Youth Center Expansion 850,000 TBA * Tustin Area Senior Center Expansion 5,500,000 500,000 TBA * South Hangar Renovation Phase 2 24,000,000 4,000,000 Total Public 58,576,342 9,451,526 10,974,816 7,300,000 5,000,000 Facilities Traffic Projects 40080 Traffic Signal Equipment Replacement 2,045,778 925,778 160,000 160,000 160,000 40087 Main Street Improvements 4,337,109 410,249 3,926,860 40093 Red HiLL Avenue SignaL Synchronization 255,000 193,114 61,886 40094 First Street Signal Synchronization 200,615 105,335 95,280 40095 Tustin Avenue Signal Synchronization 50,000 36,814 13,186 Annual Pavement Maintenance and Sidewalk Repair 70022 Project FY 22/23 MOE 6,254,000 1,430,000 4,824,000 Annual Pavement Maintenance and Sidewalk Repair 70023 Project FY 23/24 MOE 3,653,000 955,000 2,698,000 70131 * Newport Avenue Extension Phase 2 55,700,493 4,700,493 * Red Hill Avenue Widening from Melvin Way to 70196 200 feet to the South 1,100,000 Red HiLI Avenue Rehabilitation from San Juan Street 70220 1,800,000 100,000 1,700,000 to Northern City Limit 70236 Citywide Pedestrian ADA Improvements 2,361,905 961,905 200,000 200,000 200,000 70243 Tustin Ranch Road Pedestrian Bridge 13,029,211 1,529,211 500,000 70254 Old Town Improvements 3,350,000 250,000 3,100,000 126 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Project Type Project # Project Name 70255 Red HiLI Utility Undergrounding 70256 Neighborhood D South Phase 2 70257 Armstrong Avenue Pedestrian Bridge 70258 * Neighborhood G Phase 1 70259 * Neighborhood D North Phase 1 TBA Traffic Signal Installation at San Juan Street and Red Hill Avenue TBA Intersection Improvements at Jamboree Road and Irvine Boulevard TBA * Jamboree Road Widening from Tustin Ranch Road to East City Limit TBA * Valencia Avenue Widening from Newport Avenue to Red Hill Avenue TBA Jamboree Road Rehabilitation from Barranca Parkway to SCRRA Tracks TBA * Warner Avenue Pedestrian Bridge TBA * Neighborhood D North Phase 2 TBA * Neighborhood G Phase 2 TBA Red Hill Avenue Rehabilitation from Walnut Avenue to 1-5 Freeway TBA The Hill Median Improvements TBA * Neighborhood D North Phase 3 Total Traffic Water TBA Main Line Replacement Program Distribution 60160 Mardick Road Main Line Replacement from Red HiR Avenue to Beverly Glen Drive 60163 OC-43Improvements Total Water Distribution Water Production TBA 17th Street Treatment Facility Electrical Replacement TBA Well Rehabilitation Program 60151 Beneta Well #2 Total Water Production W Water Storage 60149 Newport Reservoir Improvements 60148 John LyttLe Reservoir Improvements Total Water Storage � Total P Types 2023-2024 2024-2025 2025-2026 Project Total To Date Requested Requested Planned 10,000 10,000 6,800,000 468,925 4,331,075 2,000,000 8,251,455 863,955 1,200,000 6,187,500 57,600,000 100,000 7,500,000 50,000,000 28,800,000 30,000 3,770,000 25,000,000 250,000 250,000 2,200,000 200,000 2,000,000 2,800,000 5,500,000 1,300,000 100,000 1,200,000 11,962,000 250,000 1,000,000 10,712,000 28,750,000 57,500,000 7,500,000 2,050,000 2,050,000 100,000 100,000 69,000,000 377,010,566 12,105,779 31,597,287 17,945,500 94,772,000 2,100,000 100,000 1,700,000 250,000 250,000 4,050,000 - 250,000 - 500,000 3,300,000 300,000 1,200,000 350,000 350,000 500,000 5,908,522 3,527,971 2,380,551 10,408,522 3,527,971 2,730,551 650,000 500,000 621,314 21,314 600,000 600,950 950 100,000 500,000 1,222,264 22,264 100,000 500,000 600,000 601,140,831 29,644,153 57,131,783 59,977,895 192,147,000 * A funding source has not been identified for all or a portion of the project at this time. 127 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 CAPITAL IMPROVEMENT PROGRAM SEVEN-YEAR SCHEDULE (2027-2030) Project Project 2026-2027 2027-2028 2028-2029 2029-2030 Project T j Type Project Name Total # Total Planned Planned Planned Planned Flood Control TBA * Irvine Boulevard Storm Drain Phase 2 3,900,000 300,000 3,600,000 3,900,000 Facilities TBA * Irvine Boulevard Storm Drain Phase 1 3,900,000 300,000 3,600,000 3,900,000 TBA * Yorba Street Storm Drain 75,000 75,000 TBA * Tustin VilLage Way Storm Drain 75,000 75,000 TBA * San Juan Street Storm Drain 75,000 75,000 Total Flood Control 8,025,000 300,000 3,900,000 3,600,000 - 8,025,000 Facilities Park Facilities 20054 Annual Major Park Maintenance 20062 Tustin Sports Park Softball Field Diamonds 1 & 3 20083 Tustin Legacy Linear Park from Armstrong Avenue to Warner Avenue 3,089,607 3,089,607 500,000 500,000 13,817,185 13,817,185 20084 ALLey Grove Promenade 4,103,950 4,103,950 20089 Heideman School Park 5,637,395 5,637,395 20090 Centennial Park Improvements 5,000,000 5,000,000 20091 Dog Park at Tustin Legacy Park 1,290,000 1,290,000 TBA Southwest Park Site Acquisition 700,000 700,000 700,000 Laurel Glen Park and Magnolia Park TBA Playground Renovations 600,000 600,000 600,000 TBA Camino ReaL Playground Renovation 350,000 350,000 TBA * Neighborhood G Sports Park 11,500,000 11,500,000 TBA * Hangar Park 34,500,000 34,500,000 * Tustin Legacy Park from Tustin Ranch Road TBA 58,190,000 58,190,000 to Edinger Avenue TBA * Tustin Sports Park Turf Renovation 2,570,000 2,570,000 Total Park 141,848,137 600,000 700,000 - - 141,848,137 Facilities Public 10032 * Annual Major Building Maintenance 8,948,064 8,948,064 Facilities 10069 Civic Center Alternate Power Source 4,800,157 4,800,157 10076 South Hangar Renovation 7,273,001 7,273,001 10086 PoLice Department Improvements 5,775,120 5,775,120 PoLice Substation and Recreation Annex 10087 1,430,000 1,430,000 Improvements TBA * Tustin Family & Youth Center Expansion 850,000 850,000 850,000 TBA * Tustin Area Senior Center Expansion 5,500,000 5,000,000 5,500,000 TBA * South Hangar Renovation Phase 2 24,000,000 20,000,000 24,000,000 Total Public 58,576,342 5,000,000 20,850,000 58,576,342 Facilities Traffic Projects 40080 40087 40093 40094 40095 Traffic Signal Equipment Replacement Main Street Improvements Red Hill Avenue Signal Synchronization First Street Signal Synchronization Tustin Avenue Signal Synchronization 70022 Annual Pavement Maintenance and Sidewalk Repair Project FY 22/23 MOE 70023 Annual Pavement Maintenance and Sidewalk Repair Project FY 23/24 MOE 70131 * Newport Avenue Extension Phase 2 70196 * Red HiLL Avenue Widening from Melvin Way to 200 feet to the South 70220 Red HiLL Avenue Rehabilitation from San Juan Street to Northern City Limit 70236 Citywide Pedestrian ADA Improvements 2,045,776 4,337,109 255,000 200,615 50,000 6,254,000 3,653,000 160,000 160,000 160,000 160,000 2,045,778 4,337,109 255,000 200,615 50,000 6,254,000 3,653,000 55,700,493 1,000,000 10,000,000 40,000,000 55,700,493 1,100,000 200,000 900,000 1,100,000 1,800,000 I 1,800,000 2,361,905 200,000 200,000 200,000 200,000 2,361,905 128 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Project Project 2026-2027 2027-2028 2028-2029 2029-2030 Project T j Type # Project Name Total Planned Planned Planned Planned Total 70243 * Tustin Ranch Road Pedestrian Bridge 13,029,211 11,000,000 13,029,211 70254 Old Town Improvements 3,350,000 3,350,000 70255 Red Hill Utility Undergrounding 10,000 10,000 70256 Neighborhood D South Phase 2 6,800,000 6,800,000 70257 Armstrong Avenue Pedestrian Bridge 8,251,455 8,251,455 70258 * Neighborhood G Phase 1 57,600,000 57,600,000 70259 * Neighborhood D North Phase 1 28,800,000 28,800,000 Traffic Signal Installation at San Juan Street TBA and Red Hill Avenue 250,000 250,000 TBA TBA TBA TBA Intersection Improvements at Jamboree Road and Irvine Boulevard * Jamboree Road Widening from Tustin Ranch Road to East City Limit * Valencia Avenue Widening from Newport Avenue to Red Hill Avenue Jamboree Road Rehabilitation from Barranca Parkway to SCRRA Tracks 2,200,000 2,800,000 400,000 5,500,000 500,000 2,000,000 1,300,000 2,200,000 2,400,000 2,800,000 3,000,000 5,500,000 1,300,000 TBA * Warner Avenue Pedestrian Bridge 11,962,000 11,962,000 TBA * Neighborhood D North Phase 2 28,750,000 3,750,000 25,000,000 28,750,000 TBA * Neighborhood G Phase 2 57,500,000 50,000,000 57,500,000 Red Hill Avenue Rehabilitation from Walnut TBA 2,050,000 2,050,000 Avenue to 1-5 Freeway TBA The Hill Median Improvements 100,000 100,000 TBA * Neighborhood D North Phase 3 69,000,000 9,000,000 60,000,000 69,000,000 Total Traffic 377,010,566 54,110,000 46,860,000 72,960,000 46,660,000 377,010,566 Projects Water TBA Main Line Replacement Program Distribution 2,100,000 900,000 100,000 900,000 100,000 2,100,000 60160 * Mardick Road Main Line Replacement from 1,700,000 200,000 1,500,000 1,700,000 Red Hill Avenue to Beverly Glen Drive 60163 OC-43Improvements 250,000 250,000 Total Water 4,050,000 1,100,000 1,600,000 900,000 100,000 4,050,000 Distribution Water * 17th Street Treatment Facility Electrical TBA 3,300,000 3,000,000 3,300,000 Production Replacement TBA Well Rehabilitation Program 1,200,000 1,200,000 60151 Beneta Well#2 5,908,522 5,908,522 Total Water 10,408,522 3,000,000 10,408,522 Production Water 60149 Newport Reservoir Improvements 621,314 621,314 Storage 60148 John LyttLe Reservoir Improvements 600,950 600,950 Total Water niq off 1,2 - - - - 1,222,264 Storage Total Project 601,140,831 64,110,000 73,910,000 77,460,000 46,760,000 601,140,831 Types * A funding source has not been identified for all or a portion of the project at this time. 129 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2023-2025 CIP Project Detail by Project Type — Public Facilities Projects PROJECT CATEGORY Public Facilities PROJECT NAME Annual Major Building Maintenance PROJECT MANAGER Jason Churchill LOCATION Various Description ANNUAL MAJOR BUILDING MAINTENANCE PROJECT NUMBER 10032 TOTAL PROJECT COST 6,648,064 FUNDING SOURCE 200 GF CIP Unfunded FY 23/24 building repairs include CT Gym HVAC Replacement, and Fire Station 43 Backup Generator Replacement. Future deferred maintenance and building repairs include Civic Center Parking Garage Deck Coating ($950,000), Civic Center Tile Roof, Gutters and Downspouts ($850,000),CT Gym Operable Wall Replacement ($500,000), CT Gym Flooring, Bleachers, Pads ($250,000), Tile Roof Replacement at Senior Center ($200,000), Wood Floor Replacement at Senior Center ($200,000), CT Gym Trellis Replacement ($250,000), Youth Center Trellis Replacement ($60,000), CT Gym Moisture Abatement ($150,000), Civic Center Exterior Painting ($250,000), Fuel Island Roof Coating ($50,000), Warehouse Roof Coating ($250,000), Trash Dock Roof Coating ($175,000), HVAC Controls at CT Gym, Youth Center, and Community Center/City Council Chamber ($180,000), Civic Center Carpet Replacement ($325,000), Civic Center Tile Floor Replacement ($200,000), Senior Center Window. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 200 General Fund CIP 6,397,854 250,210 6,648,064 Unfunded 2,300,000 2,300,000 Total 6,397,854 250,210 2,300,000 8,948,064 Expenditure Construction 6,397,854 250,210 2,300,000 8,948,064 Total 6,397,854 250,210 2,300,000 8,948,064 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 COST BY YEAR 6,397,854 2,300,000 250,210 EXPENSESTO FY23-24 FY24-25 6/30/2023 REQUESTED REQUESTED ■ Construction 130 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� CIVIC CENTER ALTERNATIVE POWER SOURCE PROJECT CATEGORY Public Facilities PROJECT NUMBER 10069 PROJECT NAME Civic Center Alternative Power Source TOTAL PROJECT COST 4,800,157 PROJECT MANAGER Jason Churchill FUNDING SOURCE 200 GF CIP LOCATION 300 Centennial Way 184 Equipment Fund Description To install a 500kW / 625kVa or equivalent, emergency standby diesel driven generator complete with fuel capacity for 24 hour run time. The installation shall include electrical construction that reflects the addition of the generator, all associated underground feeders and electrical distribution equipment. The new generator will be moved from its present location to the a new exterior sound attenuated enclosure located at the rear of City Hall adjacent to the parking structure. The old generator location will be upgraded with new switch gear for the new generator. Security gates will be installed adjacent to the generators location. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 184 Equipment Fund 437,731 1,362,426 1,800,157 200 General Fund CIP 3,000,000 3,000,000 Total 437,731 4,362,426 4,800,157 Expenditure Design 437,731 437,731 Construction 4,362,426 4,362,426 Total 437,731 4,362,426 4,800,157 COST BY YEAR 5,000,000 FV 4,000,000 ■ Construction 3,000,000 ■ Design 2,000,000 1,000,000 EXPENSESTO 6/30/2023 FY23-24 REQUESTED 131 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� SOUTH HANGER RENOVATION PROJECT CATEGORY Public Facilities PROJECT NUMBER 10076 PROJECT NAME South Hanger Renovation TOTAL PROJECT COST 7,273,001 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 189 MCAS LOCATION South Hanger Land Proceeds Description Improvements to South Hangar to bring permanent power, lighting and electrical distribution throughout the building. Improvements will also make structural upgrades to the building that will be necessary for any future reuse options. Future improvements will upgrade the building occupancy levels to accommodate various types of uses. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 189 MCAS Land Proceeds 1,851,318 5,421,683 7,273,001 Total 1,851,318 5,421,683 7,273,001 Expenditure Design 751,318 751,318 Construction 1,100,000 5,421,683 6,521,683 Total 1,851,318 5,421,683 6,000,000 5,000,000 4,000,000 3,000,000 Pr 2,000,000 1,100,000 1,000,000 751,318 EXPENSES TO 6/30/2023 COST BY YEAR FY23-24 REQUESTED 7,273,001 ■ Construction ■ Design 132 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� POLICE DEPARTMENT IMPROVEMENTS PROJECT CATEGORY Public Facilities PROJECT NUMBER 10086 PROJECT NAME Police Department Improvements TOTAL PROJECT COST 5,775,120 PROJECT MANAGER Jason Churchill FUNDING SOURCE 200 GF CIP LOCATION 300 Centennial Way Unfunded Description Design, preparation of plans and specifications, bid, and construction of long-term and short-term improvements. Conduct space study/needs assessment for the Police Department. Short term improvements include: improving the evidence booking room, remodel Watch Commanders Office to accommodate an additional work station, remodel men's and women's locker rooms to better accommodate growing staff needs, remodel and improve report writing room for greater comfort and efficiency for officers, remodel sally port area to improve process of booking suspects, add storage equipment, and provide necessary supplies for officers. Long term improvements to be determined in the space study/needs assessment. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 200 General Fund C I P 75,120 200,000 500,000 775,120 Unfunded 5,000,000 5,000,000 Total 75,120 200,000 500,000 5,000,000 5,775,120 Expenditure Design 75,120 500,000 575,120 Construction 200,000 5,000,000 5,200,000 Total 75,120 200,000 500,000 5,000,000 5,775,120 COST BY YEAR 5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 ■ Construction 2,500,000 ■Design 2,000,000 1,500,000 1,000,000 500,000 500,000 EXPENSESTO FY23-24 FY24-2S FY2S-26 6/30/2023 REQUESTED REQUESTED PLANNED 133 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� LEGACY ANNEX IMPROVEMENTS - POLICE SUBSTATION PROJECT CATEGORY Public Facilities PROJECT NUMBER 10087 PROJECT NAME Legacy Annex Improvements - Police Substation TOTAL PROJECT COST 1,430,000 PROJECT MANAGER Jason Churchill FUNDING SOURCE 139 Measure LOCATION 15445 Lansdovon Road M2 Fairshare 200 GF CIP Description Design and construct improvements for facility based on needs of the Police Department and Park Et Recreation Department. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 139 M2 Fairshare 72,789 157,211 230,000 200 General Fund CIP 616,714 583,286 1,200,000 Total 689,503 740,497 1,430,000 Expenditure Design 129,873 40,497 170,370 Construction 559,630 700,000 1,259,630 Total 689,503 740,497 1,430,000 1 COST BY YEAR 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 EXPENSES TO 6/30/2023 FY23-24 REQUESTED ■ Construction ■ Design 134 1 Page City of Tustin i 2023-25 Fiscal Operating & Capital Improvement Program Budget TUSTIN AREA SENIOR CENTER EXPANSION PROJECT CATEGORY Public Facilities PROJECT NUMBER TBD PROJECT NAME Tustin Area Senior Center Expansion TOTAL PROJECT COST 1,430,000 PROJECT MANAGER Chad Clanton FUNDING SOURCE 131 Park LOCATION Tustin Senior Center Development Fund Unfunded Description Expand the senior center to include additional indoor programmable space (i.e. classrooms and fitness center) as identified in the Senior Center Needs Assessment (2017) Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 131 Park Development 500,000 500,000 Unfunded 5,000,000 5,000,000 Total 500,000 5,000,000 5,500,000 Expenditure Design 500,000 500,000 Construction 5,000,000 5,000,000 Total 500,000 5,000,000 5,500,000 COST BY YEAR 5,000,000 4,000,000 3,000,000 ■ Construction 5,000,000 ■ Design 2,000,000 1,000,000 FY24-25 FY25-26 F Y 2 6 - 2 7 REQUESTED PLANNED PLANNED 135 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2023-2025 CIP Project Detail by Project Type — Park Facilities Projects ANNUAL MAJOR PARK MAINTENANCE PROJECT CATEGORY Park Facilities PROJECT NUMBER 20054 PROJECT NAME Annual Major Park Maintenance TOTAL PROJECT COST 3,090,918 PROJECT MANAGER Jason Churchill FUNDING SOURCE 131 Park LOCATION Various Development Fund Description Maintenance, repair, and replacement of park amenities. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 131 Park Development 2,900,918 188,689 3,089,607 Total 2,900,918 188,689 3,089,607 Expenditure Construction 2,900,918 188,689 3,089,607 Total 2,900,918 188,689 3,089,607 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 EXPENSESTO 6/30/2023 COST BY YEAR Ag� FY23-24 REQUESTED ■ Construction 136 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� TUSTIN SPORTS PARK DIAMONDS 1 £t 3 RENOVATION PROJECT CATEGORY Park Facilities PROJECT NUMBER 20062 PROJECT NAME Tustin Sports Park Diamonds 1 Ft 3 Renovation TOTAL PROJECT COST 500,000 PROJECT MANAGER Chad Clanton FUNDING SOURCE 131 Park LOCATION Tustin Sports Park Development Fund Description Renovation of softball diamonds #1 and #3 at Tustin Sports Park. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 131 Park Development 500,000 500,000 Total - 500,000 500,000 Expenditure Design 50,000 50,000 Construction 450,000 450,000 Total 500,000 500,000 r COST BY YEAR 500,000 400,000 300,000 200,000 100,000 ■ Construction ■ Design 137 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� TUSTIN LEGACY LINEAR PARK FROM ARMSTRONG AVE TO WARNER AVE PROJECT CATEGORY Park Facilities PROJECT NUMBER 20083 PROJECT NAME Tustin Legacy Linear Park From Armstrong Ave To Warner Ave TOTAL PROJECT COST 13,817,185 PROJECT MANAGER Joann WU FUNDING SOURCE 187 MCAS LOCATION Armstrong Avenue/Warner Avenue Backbone Fees 189 MCAS Land Sale Proceeds Description Design and construction of Tustin Legacy Linear Park from Armstrong Avenue to Warner Avenue in Neighborhood D South. This project is part of the Tustin Legacy Backbone Infrastructure Program. This project will be designed in conjunction with the Armstrong Avenue and Warner Avenue pedestrian bridges and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements. Rough grading of the park site will include initial elements of the pedestrian bridges and will take into account project boundaries and limits associated with the roadway improvements constructed as part of the Neighborhood D South Phase 2 Improvements project. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 187 MAS Backbone 115,000 1,505,080 2,643,470 4,263,550 189 MCAS Land Sale 9,411,530 9,411,530 Other 142,105 142,105 Total 257,105 1,505,080 12,055,000 13,817,185 Expenditure Design 257,105 505,080 762,185 Construction 1,000,000 12,055,000 13,055,000 Total 257,105 1,505,080 12,055,000 13,817,185 r COST BY YEAR 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 i EXPENSESTO 6/30/2023 FY23-24 FY24-25 REQUESTED REQUESTED ■ Construction ■ Design 138 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ALLEY GROVE PROMENADE PROJECT CATEGORY Park Facilities PROJECT NUMBER 20084 PROJECT NAME Alley Grove Promenade TOTAL PROJECT COST 4,104,950 PROJECT MANAGER Joann WU FUNDING SOURCE 187 MCAS LOCATION Alley Grove Backbone Fees 189 MCAS Land Sale Proceeds Description Alley Grove includes the design and construction of a 2 acre pedestrian connection from Armstrong Avenue to Tustin Ranch Road through Neighborhood D South at Tustin Legacy. This links the Flight office campus to the District shopping center. In addition, the project includes a sports area at the corner of Armstrong Avenue and Flight Way. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 187 MAS Backbone 850,000 1,329,250 2,179,250 189 MCAS Land Sale 1,704,700 1,704,700 Other 220,000 220,000 Total 1,070,000 3,033,950 4,103,950 Expenditure Design 220,000 220,000 Construction 850,000 3,033,950 3,883,950 Total 1,070,000 3,033,950 4,103,950 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 850,000 500,000 220,000 EXPENSES TO 6/30/2023 COST BY YEAR FY23-24 REQUESTED ■ Construction ■ Design 139 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� HEIDEMAN SCHOOL PARK PROJECT CATEGORY Park Facilities PROJECT NUMBER 20089 PROJECT NAME Heideman School Park TOTAL PROJECT COST 5,637,395 PROJECT MANAGER Chad Clanton FUNDING SOURCE 131 Park LOCATION Heideman School Park Development Grant Description Create a new Heideman School Park with an athletic field, exercise loop, lighting, fitness equipment, playground, picnic shelter, renovated basketball courts, tactile experience garden, perimeter fencing, and small staff/restroom facility. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 131 Park Development 700,000 4,937,395 5,637,395 Total 700,000 4,937,395 5,637,395 Expenditure Design 700,000 700,000 Construction 4,937,395 4,937, 395 Total 700,000 4,937,395 5,637,395 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 700,000 FY23-24 REQUESTED COST BY YEAR FY24-25 REQUESTED ■ Construction ■ Design 140 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� CENTENNIAL PARK IMPROVEMENTS PROJECT CATEGORY Park Facilities PROJECT NUMBER 20090 PROJECT NAME Centennial Park Improvements TOTAL PROJECT COST 5,000,000 PROJECT MANAGER Jason Churchill FUNDING SOURCE 131 Park LOCATION Centennial Park Development Fund 200 General Fund CIP Description The project includes replacement of irrigation, landscaping, and turf and drainage improvements. The existing playground for 2-5 year -olds will be replaced and will include playground equipment, surfacing, and a shade structure. Design to be completed up front to position the project for shovel ready grant opportunities, special funds, and/or future park development fees. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 131 Park Development 148,590 51,410 200,000 200 General Fund CIP 4,800,000 4,800,000 Total 148,590 4,851,410 5,000,000 Expenditure Design 148,590 51,410 200,000 Construction 4,800,000 4,800,000 Total 148,590 4,851,410 5,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 EXPENSESTO 6/30/2023 COST BY YEAR FY23-24 REQUESTED ■ Construction ■ Design 141 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� DOG PARK AT TUSTIN LEGACY PARK PROJECT CATEGORY Park Facilities PROJECT NUMBER 20091 PROJECT NAME Dog Park At Tustin Legacy Park TOTAL PROJECT COST 1,290,000 PROJECT MANAGER Chad Clanton FUNDING SOURCE 131 Park LOCATION Tustin Legacy Park Development Fund 189 MCAS Land Sale Proceeds Description Construct a one acre dog park within Tustin Legacy Park. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 131 Park Development 90,000 90,000 189 MCAS Land Sale 90,000 1,110,000 1,200,000 Total 90,000 1,200,000 1,290,000 Expenditure Design 90,000 46,296 136,296 Construction 1,153,704 1,153,704 Total 90,000 1,200,000 1,290,000 COST BY YEAR 1,200,000 1,000,000 800,000 600,000 400,000 200,000 49� EXPENSES TO 6/30/2023 FY23-24 REQUESTED ■ Construction ■ Design 142 1 Page City of Tustin i 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 CIP Project Detail by Project Type - Traffic Projects TRAFFIC SIGNAL EQUIPMENT REPLACEMENT PROJECT CATEGORY Traffic PROJECT NUMBER 40080 PROJECT NAME Traffic Signal Equipment Replacement TOTAL PROJECT COST 2,046,778 PROJECT MANAGER Krys Saldivar FUNDING SOURCE 139 Measure LOCATION Various M2 Fairshare Description Upgrades or replacement of aging traffic signal equipment at various locations throughout the city. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 139 M2 Fairshare 925,778 160,000 160,000 160,000 160,000 160,000 160,000 1,885,778 Total 925,778 160,000 160,000 160,000 160,000 160,000 160,000 1,885,778 Expenditure Construction 925,778 160,000 160,000 160,000 160,000 160,000 160,000 1,885,778 Total 925,778 160,000 160,000 160,000 160,000 160,000 160,000 1,885,778 COST BY YEAR 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 ■ Construction 300,000 200,000 100,000 EXPENSES FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 TO REQUESTED REQUESTED PLANNED PLANNED PLANNED PLANNED 6/30/2023 143 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� MAIN STREET IMPROVEMENTS PROJECT CATEGORY Traffic PROJECT NUMBER 40087 PROJECT NAME Main Street Improvements TOTAL PROJECT COST 4,337,109 PROJECT MANAGER Eric Johnson FUNDING SOURCE 139 Measure LOCATION Main Street between Newport/Prospect M2 Fairshare 189 MCAS Land Sale Description Public improvements on Main Street between Newport Avenue and Prospect Avenue including installation of raised landscaped medians, narrowing of curb -to -curb street width, traffic striping with addition of buffered Class II bike lanes and sharrows, enhanced parkway landscaping, widening of sidewalks, reconstruction of library driveway to align with Tustin Plaza driveway, installation of street furniture, and installation of a gateway arch sign spanning the street. In -pavement lighted crosswalk to be installed on Main Street at library driveway. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 139 M2 Fairshare 211,553 26,860 238,413 189 MCAS Land Sale 198,000 3,900,000 4,098,000 Other 696 696 Total 410,249 3,926,860 4,337,109 Expenditure Design 407,886 26,860 434,746 Construction 2,363 3,900,000 3,902,363 Total 410,249 3,926,860 4,337,109 COST BY YEAR 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 d&M..W EXPENSESTO 6/30/2023 FY23-24 REQUESTED ■ Construction ■ Design 144 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� RED HILL AVENUE SIGNAL SYNCHRONIZATION PROJECT CATEGORY Traffic PROJECT NUMBER 40093 PROJECT NAME Red Hill Avenue Signal Synchronization TOTAL PROJECT COST 255,000 PROJECT MANAGER Krys Saldivar FUNDING SOURCE 139 Measure LOCATION Red Hi [[Avenue M2 Fairshare Description Project submitted to OCTA under the Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce congestion and delay on arterial roadways. Provide studies, install new signal equipment and implement new timing to synchronize signals on Red Hill Avenue. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 139 M2 Fairshare 193,114 61,886 255,000 Total 193,114 61,886 255,000 Expenditure Design 77,610 77,610 Construction 115,504 61,886 177,390 Total 193,114 61,886 255,000 200,000 150,000 100,000 50,000 EXPENSES TO 6/30/2023 COST BY YEAR FY23-24 REQUESTED ■ Design ■ Construction 145 1 Page City of Tustin i 2023-25 Fiscal Operating & Capital Improvement Program Budget FIRST STREET SIGNAL SYNCHRONIZATION PROJECT CATEGORY Traffic PROJECT NUMBER 40094 PROJECT NAME First Street Signal Synchronization TOTAL PROJECT COST 200,615 PROJECT MANAGER Krys Saldivar FUNDING SOURCE 139 Measure LOCATION First Street M2 Fairshare Description This project was developed in collaboration with the Cities of Huntington Beach, Westminster, and Santa Ana and the County of Orange with OCTA leading due to the many jurisdictions involved. Project was approved by OCTA Board in April 2021 under the Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce congestion and delay on arterial roadways. Project involves providing studies, installing new signal equipment including improved communications via fiber optic cable and implementing new timing to synchronize signals on First Street between Tustin Avenue and Newport Avenue in Tustin. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 139 M2 Fairshare 105,335 95,280 200,615 Total 105,335 95,280 200,615 Expenditure Design 25,335 25,335 Construction 80,000 95,280 175,280 Total 105,335 95,280 200,615 COST BY YEAR 120,000 100,000 25,335 80,000 ■ Design 60,000 ■ Construction :0 ��� 40,000 20,000 EXPENSESTO 6/30/2023 FY23-24 REQUESTED 146 1 Page City of Tustin i 2023-25 Fiscal Operating & Capital Improvement Program Budget TUSTIN AVENUE SIGNAL SYNCHRONIZATION PROJECT CATEGORY Traffic PROJECT NUMBER 40095 PROJECT NAME Tustin Avenue Signal Synchronization TOTAL PROJECT COST 50,000 PROJECT MANAGER Krys Saldivar FUNDING SOURCE 139 Measure LOCATION Tustin Avenue M2 Fairshare Description This project is in collaboration with the Cities of Orange, Anaheim, Placentia, Santa Ana and Yorba Linda with the City of Orange as the lead. Work will be performed under the Orange County Transportation Authority (OCTA) Competitive Measure M2 Regional Traffic Signal Synchronization Program (Project P). Within the City of Tustin, the project includes the existing traffic signals on Tustin Avenue at First Street. Because of the proximity and the key role in optimal traffic flow along Tustin Avenue specifically at the Santa Ana intersection of Tustin Avenue and Fourth Street, the Fourth Street/Irvine Boulevard interchange with SR-55 Freeway (northbound ramps), have been identified as part of the project as well as the intersection of Yorba Street at Irvine Boulevard both of which are in the City of Tustin. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 139 M2 Fairshare 36,814 13,186 50,000 Total 36,814 13,186 50,000 Expenditure Design 6, 814 6,814 Construction 30,000 13,186 43,186 Total 36,814 13,186 50,000 COST BY YEAR 40,000 3S,000 6,814 30,000 ■Design 25,000 20,000 30,000 ■ Construction 15,000 10,000 5,000 EXPENSESTO 6/30/2023 FY23-24 REQUESTED 147 1 Page City of Tustin i 2023-25 Fiscal Operating & Capital Improvement Program Budget TUSTIN RANCH ROAD PEDESTRIAN BRIDGE PROJECT CATEGORY Traffic PROJECT NUMBER 70243 PROJECT NAME Tustin Ranch Road Pedestrian Bridge TOTAL PROJECT COST 13,029,211 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 187 MCAS LOCATION Tustin Ranch Road, Warner Avenue, Backbone Fee Barranca Parkway, and Armstrong Avenue Unfunded Description Design and construction of pedestrian bridge over Tustin Ranch Road. This project is part of the Tustin Legacy Backbone Infrastructure Program. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 187 MCAS Backbone 1,529,211 500,000 2,029,211 Unfunded 11,000,000 11,000,000 Total 1,529,211 500,000 11,000,000 13,029,211 Expenditure Design 1,365,967 500,000 1,865,967 Construction 163,244 11, 000, 000 11,163, 244 Total 1,529,211 500,000 11,000,000 13,029,211 COST BY YEAR 12,000,000 10,000,000 8,000,000 ■ Design 6,000,000 11,000,000 ■ Construction 4,000,000 2,000,000 EXPENSESTO FY24-25 FY26-27 FY27-28 6/30/2023 REQUESTED PLANNED PLANNED 148 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� NEIGHBORHOOD D SOUTH INFRASTRUCTURE - PHASE 2 PROJECT CATEGORY Traffic PROJECT NUMBER 70256 PROJECT NAME Neighborhood D South Infrastructure - Phase 2 TOTAL PROJECT COST 6,800,000 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 189 MCAS LOCATION Tustin Ranch Road, Warner Avenue, Land Sale Proceeds Barranca Parkway, and Armstrong Avenue Description Design and construction of infrastructure in the area generally bounded by Tustin Ranch Road, Warner Avenue, Barranca Parkway, and Armstrong Avenue. This project will be designed in conjunction with the Armstrong Avenue and Warner Avenue pedestrian bridges and the Tustin Legacy Linear Park within Neighborhood D South to address overlapping infrastructure elements. Rough grading for the roadways in this project will be completed with the rough grading of the Tustin Legacy Linear Park project. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 189 MCAS Land Sale 468,925 4,331,075 2,000,000 6,800,000 Total 468,925 4,331,075 2,000,000 6,800,000 Expenditure Design 468,925 331,075 800,000 Construction - 4,000,000 2,000,000 6,000,000 Total 468,925 4,331,075 2,000,000 6,800,000 COST BY YEAR 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 EXPENSES TO 6/30/2023 FY23-24 REQUESTED ■ Design ■ Construction off off FY24-25 REQUESTED 149 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ARMSTRONG AVENUE PEDESTRIAN BRIDGE PROJECT CATEGORY Traffic PROJECT NUMBER 70257 PROJECT NAME Armstrong Avenue Pedestrian Bridge TOTAL PROJECT COST 8,251,455 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 187 MCAS LOCATION Armstrong Avenue Backbone Fees 189 MCAS Land Proceeds Description Design and construction of a pedestrian bridge over Armstrong Avenue. This project is part of the Tustin Legacy Backbone Infrastructure Program. This project will be designed in conjunction with the Tustin Legacy Linear Park in Neighborhood D South, the Warner Avenue pedestrian bridge, and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements. The pedestrian bridge will be split into two phases. The first phase will include rough grading, surcharge, and establishment of the structural mounds. The second phase will include final improvements associated with the bridge. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 187 MCAS Backbone 812,500 1,200,000 2,817,500 4,830,000 189 MCAS Land Sale 51,455 3,370,000 3,421,455 Total 863,955 1,200,000 6,187,500 8,251,455 Expenditure Design 863,955 525,151 1,389,106 Construction 674,849 6,187,500 6,862,349 Total 863,955 1,200,000 6,187,500 8,251,455 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 COST BY YEAR A 525,151 M EXPENSES TO 6/30/2023 FY23-24 FY24-25 REQUESTED REQUESTED ■ Construction ■ Design 150 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� NEIGHBORHOOD G PHASE 1 PROJECT CATEGORY Traffic PROJECT NUMBER 70258 PROJECT NAME Neighborhood G Phase 1 TOTAL PROJECT COST 57,600,000 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 189 MCAS LOCATION Various Land Sale Proceeds Unfunded Description Infrastructure to support the disposition of land in Neighborhood G. The project includes a Backbone Program contribution of $15,003,000. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 189 MCAS Land Sale 100,000 7,500,000 7,600,000 Unfunded 50,000,000 50,000,000 Total 100,000 7,500,000 50,000,000 57,600,000 Expenditure Design 100,000 7,500,000 7,600,000 Construction 50,000,000 50,000,000 Total 100,000 7,500,000 50,000,000 57,600,000 COST BY YEAR 50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 ■Construction 25,000,000 50,000,000 20,000,000 ■ Design 15,000,000 10,000,000 5,000,000 EXPENSESTO FY23-24 FY24-25 FY25-26 6/30/2023 REQUESTED REQUESTED PLANNED 151 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� NEIGHBORHOOD D NORTH PHASE 1 PROJECT CATEGORY Traffic PROJECT NUMBER 70259 PROJECT NAME Neighborhood D North Phase 1 TOTAL PROJECT COST 25,800,000 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 189 MCAS LOCATION Various Land Sale Proceeds Unfunded Description Infrastructure to support the disposition of land in Neighborhood D North. The project includes a Backbone Program contribution of $11,257,000. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 189 MCAS Land Sale 30,000 3,770,000 3,800,000 Unfunded 25,000,000 25,000,000 Total 30,000 3,770,000 25,000,000 28,800,000 Expenditure Design 30,000 3,770,000 3,800,000 Construction 25,000,000 25,000,000 Total 30,000 3,770,000 25,000,000 28,800,000 COST BY YEAR 25,000,000 20,000,000 15,000,000 ■ Construction 25,000,000 ■ Design 10,000,000 5,000,000 EXPENSESTO FY23-24 FY24-25 F Y 2 5 - 2 6 6/30/2023 REQUESTED REQUESTED PLANNED 152 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� WARNER AVENUE PEDESTRIAN BRIDGE PROJECT CATEGORY Traffic PROJECT NUMBER 70243 PROJECT NAME Warner Avenue Pedestrian Bridge TOTAL PROJECT COST 11,962,000 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 187 MCAS LOCATION Warner Avenue Backbone Fees Unfunded Description Design and construction of a pedestrian bridge over Warner Avenue. This project is part of the Tustin Legacy Backbone Infrastructure Program. This project will be designed in conjunction with the Tustin Legacy Linear Park in Neighborhood D South, the Armstrong Avenue pedestrian bridge, and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements. The pedestrian bridge will be split into two phases. The first phase will include rough grading, surcharge, and establishment of the structural mounds. The second phase will include final improvements associated with the bridge. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 187 MCAS Backbone 250,000 250,000 Unfunded 1,000,000 10,712,000 11,712,000 Total 250,000 1,000,000 10,712,000 11,962,000 Expenditure Design 1,000,000 1,000,000 Construction 250,000 10,712,000 10,962,000 Total 250,000 1,000,000 10,712,000 11,962,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 COST BY YEAR 250,000 49 III Iso FY23-24 FY24-25 FY25-26 REQUESTED REQUESTED PLANNED ■ Construction ■ Design 153 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� TRAFFIC SIGNAL INSTALLATION AT SAN JUAN STREET Et RED HILL AVENUE PROJECT CATEGORY Traffic PROJECT NUMBER TBA PROJECT NAME Traffic Signal Installation At San Juan Street Et Red Hill Avenue TOTAL PROJECT COST 250,000 PROJECT MANAGER Eric Johnson FUNDING SOURCE 139 Measure LOCATION San Juan St. £t Red Hill Avenue M2 Fairshare Description Installation of traffic signals on Red Hill Avenue between San Juan Street and El Camino Real. The project costs to be split 50/50 between The Hill private development and the City. City's portion is to be reimbursed by Red Hill Plaza during future private improvements. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 139 M2 Fairshare 250,000 250,000 Total 250,000 250,000 Expenditure Construction 250,000 2 50, 000 Total 250,000 250,000 COST BY YEAR 250,000 200,000 ■ Construction 150,000 250,000 100,000 50,000 FY23-24 REQUESTED 154 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2023-2025 CIP Project Detail by Project Type — Water Distribution Projects OC-43 IMPROVEMENTS PROJECT CATEGORY Water Distribution PROJECT NUMBER 60163 PROJECT NAME OC-43 Improvements TOTAL PROJECT COST 250,000 PROJECT MANAGER Mike Grisso FUNDING SOURCE 301 Water LOCATION Various Capital Description Construction of new imported water vault structure, pipeline and appurtenances. This project will be completed by East Orange County Water District as the lead agency in accordance with a cost -sharing agreement for the project. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 301 Water Capital 250,000 250,000 Total - 250,000 250,000 Expenditure Construction 250,000 250,000 Total 250,000 250,000 300,000 250,000 200,000 150,000 100,000 50,000 0 COST BY YEAR FY23-24 REQUESTED ■ Construction 155 1 Page City of Tustin i 2023-25 Fiscal Operating & Capital Improvement Program Budget 2023-2025 CIP Project Detail by Project Type — Water Storage Projects JOHN LYTTLE RESERVOIR IMPROVEMENTS PROJECT CATEGORY Water Storage PROJECT NUMBER 60148 PROJECT NAME John Lyttle Reservoir Improvements TOTAL PROJECT COST 600,950 PROJECT MANAGER Mike Grisso FUNDING SOURCE 301 Water LOCATION John Lyttle Reservoir Capital Description Evaluate tank condition, provide improvements to meet safety standards, replace site access stairway, and construct roadway, grading, and drainage improvements. Procure design services, and construct improvements. Meet with neighboring property owner to discuss possible transfer/purchase of adjacent land. Complete CEQA due diligence. Tank is only storage facility for Zone 3 residents to meet fire flows and daily consumption demands. Tank cannot be taken out of service until new Simon Ranch Reservoir and Booster Pump Station is completed. Tank to be inspected by a qualified contractor to determine appropriate repairs, maintenance or improvements. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 301 Water Capital 950 100,000 500,000 600,950 Total 950 100,000 500,000 600,950 Expenditure Design 950 100,000 100,950 Construction 300,000 300,000 Right -of -Way 200,000 200,000 Total 950 100,000 500,000 600,950 500,000 400,000 300,000 200,000 100,000 COST BY YEAR EX PENS ES TO 6/30/2023 FY23-24 FY24-25 REQUESTED REQUESTED Right -of -Way ■ Construction ■ Design 156 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2023-2025 CIP Project Detail by Project Type — Water Production Projects CONJUNCTIVE USE WELL @ BENETA WELL SITE PROJECT CATEGORY Water Production PROJECT NUMBER 60151 PROJECT NAME Conjunctive Use Well @ Beneta Well Site TOTAL PROJECT COST 6,175,140 PROJECT MANAGER Eric Johnson FUNDING SOURCE 301 Wtr Cap LOCATION North Tustin 306 Water Bond Description Design and construct an additional well at the existing Beneta Well site, partially funded by a grant from the Santa Ana Conservation and Conjunctive Use Program. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 301 Water Capital 1,052,831 2,031,551 3,084,382 301 Water Capital Grant 1,575,140 1,575,140 306 Water Bond 900,000 349,000 1,249,000 Total 3,527,971 2,380,551 5,908,522 Expenditure Design 422,216 422,216 Construction 3,105,755 2,380,551 5,486,306 Total 3,527,971 2,380,551 5,908,522 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 EXPENSES TO 6/30/2023 COST BY YEAR FY23-24 REQUESTED ■ Construction ■ Design 157 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 17TH STREET TREATMENT FACILITY ELECTRICAL REPLACEMENT PROJECT CATEGORY Water Production PROJECT NUMBER TBA PROJECT NAME 17Th Street Treatment Facility Electrical Replacement TOTAL PROJECT COST 3,300,000 PROJECT MANAGER TBA FUNDING SOURCE 301 Water LOCATION 17th Street Capital Description Design and replace electrical system at treatment facility. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 301 Water Capital 300,000 3,000,000 3,300,000 Total 300,000 3,000,000 3,300,000 Expenditure Design 300,000 300,000 Construction 3,000,000 3,000,000 Total 300,000 3,000,000 3,300,000 COST BY YEAR 3,000,000 2, 500,000 2,000,000 1,500,000 1,000,000 500,000 e FY24-25 FY2S-26 REQUESTED PLANNED FY26-27 PLANNED ■ Construction ■ Design 158 1 Page City of Tustin i 2023-25 Fiscal Operating & Capital Improvement Program Budget WELL REHABILITATION PROGRAM PROJECT CATEGORY Water Production PROJECT NUMBER TBA PROJECT NAME Well Rehabilitation Program TOTAL PROJECT COST 1,200,000 PROJECT MANAGER Mike Grisso FUNDING SOURCE 301 Wtr Cap LOCATION Various Description Routine rehabilitation of wells. FY 23-24 Vandenberg Well, FY 24-25 Main Street #3, FY 25-26 Pasadena Well. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 301 Water Capital - 350,000 350,000 500,000 1,200,000 Total 350,000 350,000 500,000 1,200,000 Expenditure Construction 350,000 350,000 500,000 1,200,000 Total 350,000 350,000 500,000 1,200,000 COST BY YEAR 500,000 400,000 300,000 200,000 100,000 0 FY23-24 FY24-25 REQUESTED REQUESTED FY25-26 PLANNED ■ Construction 159 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2023-2025 CIP Project Detail by Project Type — Maintenance Projects ANNUAL PAVEMENT MAINT. AND SIDEWALK REPAIR PROJECT (22/23) PROJECT CATEGORY Maintenance PROJECT NUMBER 70022 PROJECT NAME Annual Pavement Maint. And Sidewalk Repair Project (22/23) TOTAL PROJECT COST 6,254,000 PROJECT MANAGER Joann Wu FUNDING SOURCE 130 Gas Tax LOCATION Various 139 Measure M2 Fairshare Description The City is divided into seven pavement maintenance zones. Every year, street rehabilitation occurs in one zone. Through a rolling seven year cycle, this program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and all non-MPAH roadways every six years. Project activities include: Pavement Rehabilitation and City-wide Sidewalk Repair Program, City-wide Street Striping and Markings Program, Street and Alley Repair Program, City's portion of County rehabilitation of shared roads, and bridge deck maintenance per annual State recommendations. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 130 Gas Tax 2,140,000 2,140,000 139 M2 Fairshare 1,430,000 2,809,000 4,239,000 Total 1,430,000 4,949,000 6,379,000 Expenditure Design 80,000 20,000 100,000 Construction 1,350,000 4,929,000 6,279,000 Total 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 1,430,000 4,949,000 EXPENSESTO 6/30/2023 COST BY YEAR FY23-24 REQUESTED 6,379,000 ■ Construction ■ Design 160 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ANNUAL PAVEMENT MAINT. AND SIDEWALK REPAIR PROJECT (23/24) PROJECT CATEGORY Maintenance PROJECT NUMBER 70023 PROJECT NAME Annual Pavement Maint. And Sidewalk Repair Project (23/24) TOTAL PROJECT COST 3,653,000 PROJECT MANAGER Joann Wu FUNDING SOURCE 130 Gas Tax LOCATION Various 139 Measure M2 Fairshare Description The City is divided into seven pavement maintenance zones. Every year, street rehabilitation occurs in one zone. Through a rolling seven year cycle, this program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and all non-MPAH roadways every six years. Project activities include: Pavement Rehabilitation and City-wide Sidewalk Repair Program, City-wide Street Striping and Markings Program, Street and Alley Repair Program, CitVs portion of County rehabilitation of shared roads, and bridge deck maintenance per annual State recommendations. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 130 Gas Tax 1,388,000 1,388,000 139 M2 Fairshare 955,000 1,310,000 2,265,000 Total 955,000 2,698,000 3,653,000 Expenditure Design 80,000 80,000 Construction 875,000 2,698,000 3,573,000 Total 955,000 2,698,000 3,653,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 000 80,000 FY23-24 REQUESTED COST BY YEAR FY24-25 REQUESTED ■ Co nstruction ■ Design 161 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� RED HILL REHABILITATION - SAN JUAN STREET TO FIRST STREET PROJECT CATEGORY Maintenance PROJECT NUMBER 70220 PROJECT NAME Red Hill Rehabilitation - San Juan Street To First Street TOTAL PROJECT COST 1,800,000 PROJECT MANAGER Eric Johnson FUNDING SOURCE 140 Road LOCATION Red Hill Avenue - San Juan St. to First St. Maintenance Et Rehab Description Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb Et gutter, ramp reconstruction, cold plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. The lighted crosswalk at Olwyn Drive will be replaced with an alternative pedestrian activated traffic control device. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 140 Road Maint/Rehab 100,000 1,700,000 1,800,000 Total 100,000 1,700,000 1,800,000 Expenditure Design 100,000 100,000 Construction 1,700,000 1,700,000 Total 100,000 1,700,000 1,800,000 2,000,000 1,500,000 1,000,000 500,000 .. . . . EXPENSES TO 6/30/2023 COST BY YEAR F Y 2 3 - 2 4 REQUESTED ■ Design ■ Construction 162 1 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget PROJECT CATEGORY Maintenance PROJECT NAME Citywide Pedestrian ADA Improvements PROJECT MANAGER Krys Saldivar LOCATION Various CITYWIDE PEDESTRIAN ADA IMPROVEMENTS PROJECT NUMBER 70236 TOTAL PROJECT COST 2,361,905 FUNDING SOURCE 130 Gas Tax 200 General Fund CIP Description Reconstruction of pedestrian infrastructure and installation of equipment to make pedestrian travel through the city more accessible to person's with disabilities in the community. Funding Source Expenses to 6/30/2023 FY23-24 Requested FY24-25 Requested FY25-26 Planned FY26-27 Planned FY27-28 Planned FY28-29 Planned Total Project Cost 130 Gas Tax 200 General Fund CIP 116,580 845,325 200,000 200,000 200,000 200,000 200,000 200,000 1,316,580 845,325 Total Expenditure 961,905 200,000 200,000 200,000 200,000 200,000 200,000 2,161,905 Construction 961,905 200,000 200,000 200,000 200,000 200,000 200,000 2,161,905 Total 961,905 200,000 200,000 200,000 200,000 200,000 200,000 2,161,905 COST BY YEAR 1,000,000 900,000 800,000 700,000 600,000 500,000 961,905 ■Construction 400,000 300,000 00,000 100,000 EXPENSES FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 TO REQUESTED REQUESTED PLANNED PLANNED PLANNED PLANNED 6/30/2023 163 1 Page City of Tustin�,� N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� OLD TOWN IMPROVEMENTS PROJECT CATEGORY Maintenance PROJECT NUMBER 70254 PROJECT NAME Old Town Improvements TOTAL PROJECT COST 3,350,000 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 200 General LOCATION Old Town Improvements Fund CIP 189 MCAS Land Sale Proceeds Description Utilizing the Downtown Community Core Specific Plan as a guide, design and construct enhancements to improve outdoor connectivity, mobility, walkability, traffic calming and way finding within the public right-of-way, with emphasis on safety and circulation. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 200 General Fund CIP 250,000 250,000 189 MCAS Land Sale 3,100,000 3,100,000 Total 250,000 3,100,000 3,350,000 Expenditure Design 250,000 250,000 Construction 3,100,000 3,100,000 Total 250,000 3,100,000 3,350,000 COST BY YEAR 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 Pr 20,000 EXPENSES TO 6/30/2023 FY23-24 REQUESTED FY24-25 REQUESTED ■ Construction ■ Design 164 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� RED HILL UTILITY UNDERGROUNDING PROJECT CATEGORY Maintenance PROJECT NUMBER 70255 PROJECT NAME Red Hill Utility Undergrounding TOTAL PROJECT COST 10,000 PROJECT MANAGER Eric Johnson FUNDING SOURCE 130 Gas Tax LOCATION Red Hill Avenue Description Coordination with Southern California Edison and property developer to underground existing overhead utilities. Project to include sidewalk replacement for relocation of utilities. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 130 Gas Tax 10,000 10,000 Total - 10,000 10,000 Expenditure Design 10,000 10,000 Construction - Total 10,000 10,000 COST BY YEAR 10,000 8,000 ■ Design 6,000 10,000 4,000 2,000 F Y 2 3 - 2 4 REQUESTED 165 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� THE HILL MEDIAN IMPROVEMENTS PROJECT CATEGORY Maintenance PROJECT NUMBER TBA PROJECT NAME The Hill Median Improvements TOTAL PROJECT COST 100,000 PROJECT MANAGER Eric Johnson FUNDING SOURCE 139 Measure LOCATION Red Hill Avenue near San Juan Street M2 Fairshare Description Installation of raised medians on Red Hill Avenue near San Juan Street. The project costs to be split 50/50 between The Hill private development and the City. The city's portion is to be reimbursed by Red Hill Plaza during future private improvements. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 139 M2 Fairshare 100,000 100,000 Total - 100,000 100,000 Expenditure Construction 100,000 100,000 Total 100,000 100,000 COST BY YEAR I 100,000 80,000 60,000 40,000 20,000 FY23-24 REQUESTED ■ Construction 166 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� JAMBOREE ROAD REHAB. BETWEEN BARRANCA Ft OCTA/SCRRA PROJECT CATEGORY Maintenance PROJECT NUMBER TBA PROJECT NAME Jamboree Road Rehab. Between Barranca Et Octa/SCRRA TOTAL PROJECT COST 1,300,000 PROJECT MANAGER TBA FUNDING SOURCE 140 Road LOCATION Jamboree Road Maintenance Et Rehab Description Removal and deep lift repairs of asphalt concrete pavement failure areas, cold plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 140 Road Maint/Rehab 100,000 1,200,000 1,300,000 Total - 100,000 1,200,000 1,300,000 Expenditure Design 100,000 100,000 Construction 1,200,000 1,200,000 Total 100,000 1,200,000 1,300,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 FY24-25 REQUESTED COST BY YEAR FY25-26 PLANNED ■ Construction ■ Design 167 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� RED HILL AVENUE REHAB. FROM WALNUT AVENUE TO 1-5 FREEWAY PROJECT CATEGORY Maintenance PROJECT NUMBER TBA PROJECT NAME Red Hill Avenue Rehab. From Walnut Avenue To 1-5 Freeway TOTAL PROJECT COST 2,050,000 PROJECT MANAGER Eric Johnson FUNDING SOURCE 140 Road LOCATION Red Hill Avenue Maintenance Et Rehab Description Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb Et gutter, ramp reconstruction, cold plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 140 Road Maint/Rehab 2,050,000 2,050,000 Total - 2,050,000 2,050,000 Expenditure Design 50,000 50,000 Construction 2,000,000 2,000,000 Total - 2,050,000 2,050,000 COST BY YEAR 2,500,000 ■ Construction 2,000,000 Design 1,500,000 2,000,000 1,000,000 500,000 50,000 FY23-24 REQUESTED 168 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2023-2025 CIP Project Detail by Project Type — Capacity Projects INTERSECTION IMPROVEMENTS AT JAMBOREE ROAD Et IRVINE BLVD PROJECT CATEGORY Capacity PROJECT NUMBER TBA PROJECT NAME Intersection Improvements at Jamboree Rd. Et Irvine Blvd TOTAL PROJECT COST 2,200,000 PROJECT MANAGER Krys Saldivar FUNDING SOURCE 200 General LOCATION Jamboree Rd. Et Irvine Blvd Fund CIP Description Analyze feasibility, design and construct mitigation improvements as identified in Irvine's North Irvine Transportation Mitigation (NITM) Program at Jamboree Rd/Irvine Bl Intersection. Project is funded by the City of Irvine. Expenses to FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 Total Project Funding Source 6/30/2023 Requested Requested Planned Planned Planned Planned Cost 200 General Fund CIP * - 200,000 2,000,000 2,200,000 Total 200,000 2,000,000 2,200,000 Expenditure Design 200,000 200,000 Construction 2,000,000 2,000,000 Total 200,000 2,000,000 2,200,000 *Project is 100% reimbursed by the City of Irvine 2,000,000 1,500,000 1,000,000 500,000 200,000 FY23-24 REQUESTED COST BY YEAR FY24-25 REQUESTED ■ Construction ■ Design 169 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget 170 1 Page r , qb 4 �+ 1• y .r. ,f� � 5 1 a i 2 APPENDIX dk City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Gann Appropriations Limit Calculation & Resolution In November 1979 the voters of the State of California approved Proposition 4, commonly known as the "Gann Initiative" or "Gann Limit." The Proposition created Article XI1113 of the State Constitution placing limits on the amount of revenue which can be spent by all entities of government from the "proceeds of taxes." Proposition 4 became effective for the 1980-81 fiscal year, but the formula for calculating the limit was based on the 1978-79 "base year" revenues, with adjustments being made annually to reflect increase in population and cost of living. Section 9710 of the California Government Code, added in 1980 by the State Legislature, provides that "each year, the governing body of each local jurisdiction shall, by resolution, establish its appropriations limit for the following year." In June of 1990 the California Voters approved Proposition 111. Among other things, Proposition 111 provided new adjustment formulas, which make the Appropriations Limit more responsive to local growth issues. Only tax proceeds are subject to the Limit. Charges for services, regulatory fees, grants, loans, donations and other non -tax proceeds are not subject to the limit. Proposition 111 also established a requirement for an annual review of Limit calculations. Each year the City Council must adopt by resolution the City's appropriations limit for the following year. The following is the calculation for the City's Gann Appropriations Limit for FY 2023-24. Tustin's annual appropriation limit has been determined in accordance with Article XIIIB of the California State Constitution and Section 7902 of the California Government Code. The City will be below its legal appropriations limit by $118,286,797 using the change in the assessment roll of the preceding year and City population growth factors. 140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 City of Tustin - Appropriation Limit by Year 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-241 Limit 171 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� 2023-2024 Gann Appropriations Limit Calculation Appropriations Limit City of Tustin Fiscal Year 2023-2024 AMOUNT Last Year's Limit (2022-2023) $109,904,672 Adjustment Factors 1. Population(') 0.9983 2. Change in Assessed Valuation(2) 1.0781 Total Adjustment Factor(3) 1.0763 Total Adjustments 8,382,125 Appropriations Limit for Fiscal Year 2023-2024 S118,286,797 Appropriations Subject to Limit: Proceeds of Taxes $64,121,871 Minus Exclusions Appropriations Subject to Limit $64,121,871 Fiscal Year 2023-24 Appropriations Limit 118,286,797 Less Appropriations Subject to the Limit 64,121,871 Difference Under the Limit S54,164,926 O)The population factor may be based on the change in population of 1) the City; or 2) the County of Orange, as provided by the State of California's Department of Finance. The population factor adopted by the City for the current year appropriation limit represents the change in population of the City. (2)The inflation factor may be based on 1) the change in per capita personal income for the State of California as provided by the State of California's Department of Finance; or 2) the change in assessed valuation due to new nonresidential construction within the City. The inflation factor adopted by the City for the current year appropriation limit represents the change in assessed valuation due to new nonresidential construction within the City. (3)The total adjustment factor is calculated by multiplying the population factor by the inflation factor. 172 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget RESOLUTION NO. 23-36 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, DETERMINING AND ADOPTING AN APPROPRIATION LIMIT FOR THE FISCAL YEAR 2023/24 IN ACCORDANCE WITH ARTICLE XIII B OF THE CONSTITUTION OF THE STATE OF CALIFORNIA, AND SECTION 7910 OF THE GOVERNMENT CODE The City Council of the City of Tustin does hereby resolve as follows: WHEREAS, Article XIII B was added to the Constitution of the State of California at a general election held on November 6, 1989; and WHEREAS, an annual appropriation limit must be determined for this City effective for the fiscal year beginning July 1, 2023; and WHEREAS, the appropriation limit must be adhered to in preparing and adopting this City's Annual Budget; NOW, THEREFORE, the City Council of the City of Tustin does hereby resolve and order as follows: Section 1: In accordance with Article XIII B of the Constitution of the State of California, and Section 7910 of the Government Code, and as set forth in detail in the attached Exhibit "A", that the appropriation limit for the fiscal year beginning July 1, 2023, through June 30, 2024, is $118,286,797. Section 2: The appropriation limit shall not be exceeded in the adopted budget or by any proposed amendment to the budget. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin held on the 20t" day of June 2023. AUSTIN LUMBARD, Mayor /_VAaI*19 ERICA YASUDA, City Clerk 173 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Erica Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin, California, do hereby certify that the whole number of the members of the City Council of the City of Tustin is five; that the above and foregoing Resolution No. 23-36 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 20t" day of June 2023, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA YASUDA, City Clerk 174 1 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget Budget Resolution RESOLUTION NO. 23-34 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE FIRST YEAR (FISCAL YEAR 2023-2024) OF THE 2023-2025 BIENNIAL BUDGET AND RELATED DOCUMENTS FOR FISCAL YEAR 2023-2024 �N WHEREAS, in accordance with Section 1415 of the Tustin City code, the City Manager has prepared and submitted to the City Council a Proposed Biennial Budget for the 2023-2025 fiscal years, beginning July 1, 2023; and WHEREAS, the City Council, as the legislative body of the City, has reviewed the proposed biennial budget; NOW, THEREFORE, the City Council of the City of Tustin does hereby resolve, determine and order as follows: SECTION 1. A certain document is on file in the office of the City Clerk of the City of Tustin, being marked and designated "Fiscal Years 2023-2025 Biennial Budget". The said document, as prepared by the City Manager and reviewed by the City Council, is hereby adopted for the fiscal year commencing July 1, 2023; SECTION 2. The following sums of money are hereby appropriated from the anticipated revenues and available fund balances of the City of Tustin for the Fiscal Year 2023-2024. GOVERNMENTALFUNDS General Fund: City Council City Clerk City Attorney City Manager Economic Development Finance Human Resources Community Development Public Works Police Fire Parks & Recreations Non -Departmental Total General Fund Special Revenue Funds American Rescue Plan Act (ARPA) Cable PEG Fees CDBG 86,800 893,130 969,150 1,007,300 1,683,159 1,957,578 1,264,413 4,692,400 16,172,456 33,718,338 10,623,700 5,321,023 11,653,577 90,043,024 3,947,500 75,000 749,455 175 1 Page City of Tustin 2023-25 Fiscal Operating & Capital Improvement Program Budget Community Facilities Districts/Tax B 12,739,442 Gas Tax 4,529,249 Measure M2 4,708,423 RNSP Asset Forfeiture 210,000 Road Maint & Rehab Allocation 3,774,825 Solid Waste 416,174 Special Events 640,880 Supplemental Law Enforcement 183,059 Tustin Landscape & Lighting District 857,004 Tustin Street Lighting 724,546 Total Special Revenue Fund 33,555,557 Capital Protects Funds Backbone Fee 4,367,539 Capital Projects 9,033,496 CFD 06-1 Construction 6,540 Park Development 1,074,427 Proceeds of Land Sales 36,663,009 Total Capital Projects Fund 51,145,011 Internal Service Funds Equipment Replacement 2,396,426 Information Technology 4,390,646 Risk Management Funds 3,542,400 (181,182,183) Total Internal Service Fund 10,329,472 TOTAL GOVERNMENTAL FUNDS $ 185,073,064 WATER ENTERPRISE FUNDS Operations/Debt Service $ 22,881,308 Capital Improvements 3,580,551 Tf1TAI \A/4TGD DnITGDDDIQG FUNDS GRAND TOTAL $ 26,461,859 $ 211,534,923 �N SECTION 3. The Financial & Budget Policies as presented in the Fiscal Years 2023- 2025 Biennial Budget are hereby adopted by the City Council. SECTION 4. The City Manager, or designee, is hereby authorized to appropriate American Rescue Plan Act funds consistent with the spending plan outlined within the Fiscal Years 2023-2025 Budget. 176 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin, California, held on the 20t" day of June 2023. AUSTIN LUMBARD, Mayor ATTEST: ERICA YASUDA, City Clerk 177 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Erica Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin, California, do hereby certify that the whole number of the members of the City Council of the City of Tustin is five; that the above and foregoing Resolution No. 23-34 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 20t" day of June 2023, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA YASUDA, City Clerk 178 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Financial & Budget Policies FUND BALANCE POLICY General Fund Reserves The General Fund Reserve Policy established on October 16, 2012 provides that the City will maintain a reserve of at least 15% to 20% of annual General Fund expenditures. General Fund Reserves may fall to less than 15% if the City Council declares a financial emergency Pension Reserves In 2018, the City established a trust with Public Agency Retirement Services (PARS) to hold assets that are legally restricted for pension expenses of the City. The City has contributed $9.5 million into a Pension Trust held by Public Agency Retirement Services (PARS). The Pension Trust provides for rate stabilization since Pension Trust assets can be used to offset unanticipated increases in CaIPERS pension costs. Pension Trust assets are managed in a customized investment strategy that balances risk and return and provides for diversification. The proposed 2023-25 Biennial Budget reflects additional contributions of $2 million in 2023-24 and $2 million in 2024-25. Emergency Reserves On October 16, 2012, the City Council established an Emergency Reserve Fund in the amount of $1 million for use in a City Council declared emergency such as earthquake, flood, and fire. Other Post -Employment Benefits (OPEB) Trust In 2018, the City established a trust with PARS to hold assets that are legally restricted for other post -employment benefit (OPEB) expenses of the City. Over the past five years, the City has made $3.0 million in contributions into the OPEB Trust. The OPEB Trust assets are managed in a customized investment strategy that balances risk and return and provides. The proposed 2023-25 Biennial Budget reflects additional contributions of $500,000 in both 2023-24 and 2024-25. REVENUE MANAGEMENT POLICIES Fees and Cost Recovery User fees and charges shall be established at a level related to the direct and indirect cost of providing the service, wherever possible. On July 20, 2021, the City Council directed the City's Finance Director to annually review and, as appropriate, recommend to the City Council approval of an increase of the user fees and charges in accordance with the Consumer Price Index (CPI) reported in the month of February/March for the corresponding year for the Los Angeles -Long Beach -Anaheim area for all Urban Consumers. On July 20, 2021, the City Council also directed the City Manager to submit an updated user fee study and report to the City Council at least every five (5) years. PENSION FUNDING POLICY The Pension Funding Policy is based on a comprehensive long-term fiscal strategy designed to mitigate against risk exposure through diversification and utilizing a dollar -cost averaging approach in order to provide for fiscal sustainability. The City's net pension liability was $50 million as of June 30, 2021, or 85% funded, which is based on the most recent CaIPERS actuarial valuation report issued in July 2022. It is important to note that due to CaIPERS investment loss in fiscal year 2021-2022, the City's total pension funding is expected to decrease to 75%. Detail information will be available when CaIPERS issues the next valuation report in July of 2023. The City has also deposited funds into a separate Pension Trust, which is held by Public Agency Retirement Services (PARS). The PARS Pension Trust has a balance of approximately $11 million, which reduces the City's net pension liability. 179 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� The Pension Trust provides for rate stabilization since Pension Trust assets can be used to offset unanticipated increases in CaIPERS pension costs. Pension Trust assets are managed in a customized investment strategy that balances risk and return and provides for diversification. The City plans to make annual contributions of $2 million to the PARS Pension Trust while also continuing to make additional discretionary payments of $2 million to CaIPERS each year, which is in addition to the amount required to be paid annually to CaIPERS. Based on this Pension Funding Policy, it is projected that the City will achieve a 90% funded status within the next six years and all pension debt will be paid off in 2034. However, this is dependent on Ca[PERS earning 6.8% on investments on average through 2034. INVESTMENT POLICY This investment policy applies to the City of Tustin's pooled investment portfolio, which encompasses all monies under the direct oversight of the Treasurer. The funds covered by this policy are accounted for and incorporated in the City of Tustin's Annual Comprehensive Financial Report (ACFR) and include: ➢ General Fund ➢ Special Revenue Funds ➢ Capital Project Funds ➢ Proprietary Funds ➢ Successor Agency to the Dissolved Tustin Community Redevelopment Agency ➢ Other funds that may be created Investment of bond proceeds will be made in accordance with applicable bond indentures. The scope of this policy excludes funds invested in the PARS pension and OPEB trusts, as these funds are subject to the IRS rules, the trust agreement, and PARS investment guidelines. The standard of prudence, according to California Code section 53600.3, to be used by the Treasurer and designated representative(s), shall be the "prudent investor" standard and shall be applied in the context of managing the overall portfolio. Persons authorized to make investment decisions on behalf of the City are trustees and therefore fiduciaries subject to the prudent investor standard which states, "When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of the City, that a prudent person acting in the like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City". Within the limitations of this section and considering individual investments as part of an overall strategy, investments may be acquired as authorized by law. The primary objectives of the City of Tustin's cash management and investment program, in priority order, shall be: ➢ Safety: It is the primary duty and responsibility of the City, City Council, City Treasurer (Treasurer), City Manager, and City Staff to diligently protect, preserve, and maintain intact the principal placed in trust with the City on behalf of the citizens of the community. Investments by the City Treasurer and/or designated representative(s) shall be undertaken in a manner that seeks to ensure the preservation of principal in the overall portfolio. To attain this objective, the City Treasurer will diversify investments by investing funds among a variety of security types, credit counterparties, and individual financial institutions. This will be done while continually assessing risks inherent in fixed income investing, including but not limited to: interest rate risk, default risk, reinvestment risk and inflation risk. ➢ Liquidity: The City's investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements which might be reasonably anticipated. The City will keep enough cash and cash equivalents on hand to ensure a minimum of six months of expenditures can be met. 180 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� ➢ Return on Investments: The City's investment portfolio shall have the objective of attaining a market rate of return throughout budgetary and economic cycles. Comparative performance measurements will be commensurate with the City's investment risk constraints as outlined in this investment policy and the City's cash flow requirements. PURCHASING POLICY Purchasing Card Policy This policy establishes guidelines for the distribution and use of purchasing cards issued by the City of Tustin for all employees excluding the Executive Coordinator in the City Manager's Department. Purchasing cards may be provided to employees in certain positions within the City as determined by the Finance Director, in consultation with the employee's immediate supervisor. The Finance Director is responsible for the issuance of purchasing cards, accounting, monitoring, and generally overseeing compliance with this Purchasing Card Policy. Purchasing card limits will be determined by the Finance Director. There is no cash access feature (cash advance) on the purchasing cards. Purchasing cards must be safeguarded to prevent loss, theft of public funds or unauthorized use. In addition to following the purchasing card company's procedures for lost or stolen cards, the Finance Director shall be notified immediately if the purchasing card or purchasing card number is lost or stolen, or in any way compromised. Purchasing cards must only be used by City employees for proper City business purposes. Use of purchasing cards for personal transactions is strictly prohibited. Employees using purchasing cards must complete a Purchasing Card Authorization Form for each purchase or credit processed on their purchasing card. The Authorization Form must be signed by their supervisor or director, depending on the dollar amount of their signing authority. An employee having a purchasing card, who also has sufficient signing authority, may sign their own Authorization Forms. The Authorization Form, along with all documentation, receipts, and packing slips, must be submitted to Accounts Payable within five (5) days of the transaction. In the case of meals and business travel expenses, each receipt must include the names of all persons involved in the purchase, and a brief description of the business purpose. Receipts are reconciled to the monthly purchasing card statement by Accounts Payable. Failure to provide receipts to the Finance Department in a timely manner could result in loss of purchasing card privileges. The purchasing card issued in the name of the employee and the City of Tustin will be kept in a safe place and used by that employee only, under the ultimate authority of the Finance Director. Examples of allowable uses: ➢ Conferences/training/seminars (registration, airline/car rental, hotel accommodations, meals and fuel) ➢ Business lunch with representatives from other government agencies or consultants under contract to the City, furnishing lunch for interview panels and/or evaluation review boards ➢ Publications/manuals ➢ Providing meals, equipment and material to work crews in cases of emergency Purchasing cards are the property of the City and must be returned to the employee's supervisor upon termination of employment with the City. Before being issued a purchasing card, employees must complete and sign the Acknowledgement Form stating that they understand and will comply with the City's Purchasing Card Policy for all employees excluding the executive Coordinator. Individuals who do not adhere to these policies and procedures risk revocation of their purchasing card privileges and/or disciplinary action. 181 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� INTERNAL CONTROL — Integrated Framework The City of Tustin has adopted and implemented the Internal Control —Integrated Framework developed by the Committee of Sponsoring Organizations of the Treadway Commission (COSO), which is comprised of the following: ➢ Control Environment - Based on ethical conduct, competence, and accountability, this is the foundation for the City's internal control system. It provides the support and structure to help the City achieve its objectives and establishes a control environment that is conducive to public accountability. ➢ Risk Assessment - Identifies and analyzes the risks facing the City as it seeks to achieve its objectives. This assessment provides the basis for prioritizing and developing appropriate internal controls to eliminate or reduce risks. ➢ Control Activities - This component represents the actions management establishes through policies and procedures to achieve objectives and respond to risks in the internal control system. ➢ Information and Communication - This component is comprised of the control structure that provides for identification, capture, and exchange of information both within the City and with external parties. ➢ Monitoring - These are the processes managers establish and operate to assess the execution and quality of internal control activities over time and to promptly resolve the findings of audits and other reviews. The Internal Control Framework serves as the underpinning of the City's internal controls. Management is responsible for the design, implementation, and maintenance of internal control over financial reporting, and is responsible for evaluating the effectiveness of internal control. The City Council is responsible for ensuring that management fulfills its internal control responsibilities. The California State Controller's Office has published Internal Control Guidelines applicable to local governments, which incorporate internal control standards and best practices established by COSO and the Government Finance Officers Association (GFOA). The State Controller's Internal Control Guidelines shall be utilized by management to establish, maintain and monitor the effectiveness of internal control. The City has developed standards of conduct that outline the City's commitment to integrity and ethical values, demonstrates a commitment to competence that includes a process for attracting, developing and retaining employees, and outlines mechanisms to hold individuals accountable for performance. To demonstrate the City's commitment to the Internal Control Framework, the City Manager and Finance Director shall annually acknowledge in writing to the City's independent auditor of management's responsibility for the design, implementation, and maintenance of internal control. 182 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Budget Glossary Accrual Basis of A method of accounting that recognizes the financial effect of transactions, events, Accounting and inter -fund activities when they occur, regardless of the timing of related cash flows. Adjusted / Amended The adopted budget plus any modifications (increases, decreases and transfers) Budget approved by the City Council during the fiscal year. Annual Comprehensive The summarization of the City's financial activity for the previous fiscal year which Financial Report also includes a summarization of significant milestones that were accomplished (ACFR) during the year by department, fiscal policies, and statistical information. The ACFR is prepared by December of each year. Air Quality Management The air pollution control agency for the four -county region including Los Angeles District and Orange counties, as well as parts of Riverside and San Bernardino counties (AQMD) (......._._,..._.._ ). Air Quality Management A plan developed by the AQMD that serves as the blueprint for all the future rules Plan necessary to bring the area into compliance with federal and state clean air (AQMP) standards. Allocation of Funds Setting aside funds for a specific purpose or program. An allocation of funds makes them available for expenditure. Appropriation A specific amount of money authorized by the City Council for an approved work program. American Rescue Plan Act Signed into law on March 11, 2021, The American Rescue Plan Act of 2021 (ARPA) ("ARPA") provides $350 billion in additional funding for state and local governments. Arterial Highway A Measure M funded program for pavement rehabilitation projects on arterial Financing Program roadways in the county. (AHFP) Assessed Property The value set upon real estate or other property by the County Tax Assessor. Assessed Valuation A measure of the taxable value of property located within the City against which the tax rate is applied. Assessed Valuation That part of the assessment roll containing state assessed property and property the (Secured) taxes on which are a lien on real property sufficient to secure payment of taxes. Assessed Valuation The remainder of the assessment roll that is not on the secured roll. The taxes on (Unsecured) the unsecured roll are a personal liability of the assessed owner. Assessment District A separate unit of government that manages specific resources within defined (AD) boundaries. Through self-financing, it can raise predictable funds, such as taxes, user fees or bonds, directly from the people who benefit from the services. 183 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Audit Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City's financial statements fairly represent the City's financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with performing an audit, independent auditors customarily issue a Management letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices. Balanced Budget A budget in which planned expenditures do not exceed planned revenues. Bond Refinancing The pay off and re -issuance of bonds to obtain better interest rates and/or bond conditions. Bonds A certificate of debt issued by an entity, guaranteeing payment of the original investments, plus interest. Bradley Burns Uniform A 1% Local sales tax is collected by the State of California as part of the larger sales Local Sales & Use Tax and use tax levied on the total retail price of tangible personal property based on business location. Use Tax is the complement of sales tax and imposed on the purchaser, usually for goods purchased out-of-state for local use. Budget Surplus The difference between operating revenues and operating expenditures. The Budget Surplus may be used for ongoing expenses (as opposed to year-end balance, which may be used only for one-time expenses). Budget Amendment The Council has the sole responsibility for adopting the City's budget and may amend or supplement the budget at any time after adoption by majority vote. California Environmental A state statute enacted in 1970 that requires state and local agencies to identify the Quality Act significant environmental impacts of their actions and to avoid or mitigate those (CEQA) impacts, if feasible (www.opr.ca.gov/cecia/) California Transportation The agency responsible for programming and allocating funds for the construction Commission of highway, passenger rail and transit improvements throughout California (CTC) (www.catc.ca.gov) Capital Equipment Equipment (fixed assets) with an initial individual cost of $10,000 or more and an expected useful life greater than five years, such as automobiles, microcomputers and furniture. Capital Expenditure Expenditure for tangible property with an initial individual cost of $10,000 or more and an expected useful life greater than five years per item. Capital Improvement A multi -year financial plan for construction of infrastructure, facilities, and Program Budget (CIP) rehabilitation such as buildings, streets, storm drains, and recreational facilities. Certificates of Tax-exempt bonds issued by state entities usually secured with revenue from an Participation equipment or facility lease. COPs enable governmental entities to finance capital (COPS) projects without technically issuing long-term debt. This can be advantageous, as the issuance of long-term debt is commonly subject to voter approval and other 184 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� state constitutional and statutory requirements. COPs have been used by municipalities to pay for prisons, office buildings, vehicles, and even parks. City Council Comprised of five City Council members, four of whom who are elected by registered (CC) voters of their respective districts and the Mayor to be elected at -large. The City Council adopts legislation, sets policy, adjudicates issues and establishes the budget of the City. Community Development Provides eligible metropolitan cities and urban counties with annual direct grants to Block Grant (CDBG) revitalize neighborhoods; expand affordable housing and economic opportunities; and/or improve community facilities and services, principally to benefit low- and moderate -income persons. Community Facilities A special district that can issue tax-exempt and taxable bonds as a mechanism by District which public entities finance construction and/or acquisition of facilities and provide (CFD) public services to the district. Community Oriented A grant program that provides partial funding of salaries for several front line law Policing Services enforcement positions. (COPS) Conditional Use Permit Allows a city or county to consider special uses which may be essential or desirable (CUP) to a particular community, but which are not allowed as a matter of right within a zoning district, through a public hearing process. Congestion Management Defines a network of state highways and arterials, level of service standards and Plan related procedures. (CMP) Consumer Price Index A statistical description of price levels provided by the U.S. Department of Labor. (CPI) The change in this index from year to year is used to measure the cost of living and economic inflation. Contingency Reserve The City has established a policy to set aside a percentage of its General Fund operating expenditures as a contingency reserve. Cost Allocated A method used to charge General Fund costs budgeted in one departmentto another department or another fund. Debt Service The payment of principal and interest on borrowed funds such as bonds. Department, (Function) Section Organizational units within the Operations Budget that group resources Division together to provide related types of services. Discretionary Funding Pertains to funds, grants or other resources that are not restricted as to use. Opportunities Drug Abuse Resistance DARE — a police officer -led series of classroom lessons that teaches children from Program kindergarten through 12th grade how to resist peer pressure and live productive drug- and violence -free lives (www.dare.com). 185 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Encumbrance An encumbrance is not an expenditure, but a reservation of funds to be expended at a future date. A commitment is usually made through a purchase order for the future payment of goods and services not yet received or paid for. Enterprise Fund This fund type is used to account for operations that are: (a) financed and operated in a manner similar to private sector enterprises and it is the City's intent that the costs (including depreciation) of providing goods or services to the general public be financed or recovered primarily through user charges. Enterprise Resource Tustin utilizes Springbrook as its ERP. Springbrook is a computerized accounting Planning System system used to coordinate the City's general accounting, purchasing and utility (ERP) billing processes. Environmental A state funded grant program for projects related to environmental enhancement or Enhancement and design, particularly of transportation facilities. Mitigation Program (EEMP) Environmental Impact A public document used by governmental agencies to analyze the significant Report environmental effects of a proposed project, to identify alternatives and disclose (EIR) possible ways to reduce or avoid potential environmental damage. The California Environmental Quality Act requires an EIR whenever the initial study or other evidence in the record has produced substantial evidence that the proposed project might produce significant environmental effects. Expenditure The outflow of funds paid or to be paid for an asset, goods or services regardless of when the invoice is actually paid. This term applies to all funds. Fair Housing Council of A private non-profit organization which fosters diversity in housing through Orange County education and the enforcement of state and federal fair housing laws (FHCOC) (www.fairhousingoc.org). Fees A general term used for any charge levied by government for providing a service or permitting an activity. Fiscal Year Any period of 12 consecutive months designated as the budget year. Tustin's budget (FY) year begins on July 1 and ends on June 30. Fixed Asset Assets that are long-term in nature such as land, buildings, machinery, furniture and other equipment. The City has defined such assets as those with an expected life in excess of five year and an acquisition cost in excess of $10,000. Franchise Tax Revenue generated from taxes paid by a business that gave an exclusive contractual agreement to operate and use the public right-of-way in the City. Fringe Benefits These include retirement/pension; health, life, and disability insurance; workers' compensation; and vacation, administrative, medical and special leave of absence time. Full -Time Equivalent Refers to part-time hours converted to one full-time equivalent position, which (FTE) equals 40 hours per week, 52 weeks per year. (2080 hours per year) 186 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Fund A self -balancing set of accounts to record revenues and expenditures associated with a specific purpose. Fund Balance Within a specific fund, the funds remaining when all current and prior year liabilities (expenditures) are subtracted from current and prior year assets (revenues). Gas Tax State tax received from gasoline sales utilized solely for street related purposes, such as new construction, rehabilitation or maintenance. General Fund The primary operating fund of the City (as opposed to all other City funds, which are designated as "Special Funds"). General Plan A comprehensive, long-range, policy document required by state law. The document establishes the City's overall spatial and temporal development pattern. Geographical Information A computer system capable of assembling, storing, manipulating and displaying System geographically referenced information. (GIS) Goal A time/phased strategy that will implement a specific course of action or plan, typically, a long-term process. Government Finance A professional association of state/provincial and local finance officers in the United Officers Association States and Canada (www.gfoa.org). (GFOA) Governmental Accounting Organized in 1984 by the Financial Accounting Foundation to establish standards of Standards Board financial accounting and reporting for state and local governmental entities (GASB) (www.gasb.org). Grants Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity or facility. Gross Domestic Product The total of the goods and services produced by labor and property located in the (Real) United States. (GDP) Gross State Product The total of the goods and services produced by labor and property located in the (GSP) State of California. Growth Management Inter -jurisdictional planning regions within Orange County. Area (GMA) Growth Management A Measure M funded program intended to address the cumulative regional traffic Program impacts of development not addressed by specific project mitigation and existing (GMP) system deficiencies. Hotel Tax (TOT) Also known as the Transient Occupancy Tax (TOT) or bed tax — a 13% tax added to the cost of renting a hotel room within the City. 187 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Infrastructure Inputs Includes the City's street, bridge, traffic signal, landscaping, and trail networks. To be capitalized as part of the City's infrastructure network, a related component must have an initial individual cost of at least $50,000 and an estimated useful life greater than five years. Resources (e.g. dollars, staff and other assets) required to accomplish a job or provide a service. Inter -Fund Transfers Payments from one fund to another fund, primarily for work or services provided. Landscape and Lighting, An assessment district to provide funds for park and parkway landscaping and District (LLD) lighting maintenance. Lease -Purchase Contractual agreements which are termed leases, but whose lease amount is Agreement applied to the purchase. Level of Effort Generally used to identify the number of staff providing a particular service. Level of services generally used to define the existing or current services, programs and facilities provided by government. Levy To impose taxes, special assessments or service charges for the support of governmental activities. Local Agency Formation Reviews proposals for the formation of new local governmental agencies and Commission changes of organization in existing agencies (www.oclafco.org). (LAFCO) Local Agency Investment A voluntary program created by statute in 1977 in which participating agencies Fund (local governments and special districts) invest public funds. (LAIF) Long -Term Debt Debt with a maturity of more than one year after issuance. Major Fund A fund that comprises more than 10% of total citywide budgeted revenues and transfers -in and/or 10% of total budgeted appropriations and transfers -out. Measure M County -wide sales tax measure used to fund a variety of transportation related projects. Measure M - Growth A county grant program that provides funding for projects that benefit the greatest Management Area number of jurisdictions within a designated growth management area (GMA) in (M-GMA) Orange County. The primary objective of this program is to address current traffic deficiencies and the cumulative regional traffic impacts of development not addressed by specific project mitigation and existing system deficiencies. Measure M — Turnback The non-competitive portion of the sales tax revenue generated through Measure M that is "turned back" to the City. Funds are restricted to circulation related projects (street, traffic signal, etc.) and are received quarterly. Memorandum of An agreement outlining the terms of employment entered into between the City and Understanding employees of various bargaining units. (MOU) 188 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Modified Accrual Basis of accounting according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, or measurable, except for un-matured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. National Pollutant NPDES — a permit program authorized by the Clean Water Act that controls water Discharge Elimination pollution by regulating point sources that discharge pollutants into waters of the System United States. Objective Describes an outcome to be accomplished in specific, well-defined and measurable terms and is achievable within a specific timeframe; generally, programs have objectives. Operating Budget A budget for General Fund department service delivery expenditures such as salaries, utilities and supplies. The day-to-day costs of delivering essential City services. Orange County Fire An agency that provides fire prevention/suppression and emergency services to 22 Authority cities and all the unincorporated areas in Orange County (www.ocfa.org). (OCFA) Orange County A pooling of cash by the county, local agencies and school districts for investment Investment Pool purposes run by the Orange County Treasurer. (OCIP) Orange County A regional transportation agency formed in 1991 to develop and implement unified Transportation Authority transportation programs and services for Orange County (www.octa.net). (OCTA) Ordinances A formal legislative enactment by the governing board (i.e. City Council) of a municipality. If it is not in conflict with any higher form of law, it has the full force and effect of law within the boundaries of the municipality to which it applies. Outputs The general results expected from programs and functions. Part I Crimes The most serious criminal offenses, including murder, rape, robbery, aggravated assault, burglary, larceny/theft, auto theft and arson. Part II Crimes All other criminal offenses not defined as Part I crimes. Pavement Management PMS — a computer -assisted decision -making process designed to help cities and System counties prevent pavement problems through maintenance and repair in a timely, cost-effective manner. Pavement Quality Index A scale from 1 to 10 that measures the structure, surface condition and riding (PQI) comfort of the roadway. Performance Budget A budget wherein expenditures are tied to the measurable performance of activities and work programs. Performance Statistical measures that are collected to show the impact of dollars spent on City Measurements services. 189 1 Page City of Tustin N 2023-25 Fiscal Operating & Capital Improvement Program Budget Personnel Expenses Salaries and fringe benefits, such as pensions and insurance, for full-time and part- time employees of the City. Priority E Calls referred to as the most serious calls for emergency response for serious emergencies, in -progress calls and potentially life -threatening incidents that require a Code 3 (use of lights and siren) response. Priority I Calls Refers to calls for emergency response for serious emergencies, in progress calls and potentially life -threatening incidents that do not require a Code 3 (use of lights and siren) response. Program Represents major areas or support functions that can be defined as a service provided to citizens, other departments or other agencies. Program Budget A budget wherein expenditures are displayed primarily on programs of work and secondarily by the character and object class of the expenditure. Property Tax A tax levied on the assessed value of real property; also known as ad valorem tax. In California, this tax is limited to 1% with the exception of pre -Proposition 13 approved bond debt service. Proposition 13 On June 6, 1978, the California electorate approved Proposition 13, the "People's Initiative to Limit Property Taxation," which limited the tax rate for real estate as follows: the maximum amount of any tax on real property shall not exceed 1% of the full cash value of such property. The City of Tustin receives $0.13 cents per dollar of the Prop 13 tax. Proposition 218 On November 5, 1996, the California electorate approved Proposition 218, the self - titled "Right to Vote on Taxes Act." Proposition 218 added articles XIIIC and MID to the California Constitution and made numerous changes to local government finance Law. Public officials are required to conduct the public's business in compliance with Proposition 218. Public Employees' Provides retirement and health benefit services to members from the state, school Retirement System districts and local public agencies (www.calpers.ca.gov). (PERS) Ralph M. Brown Act The Brown Act is a California law that insures the public can attend and participate in meetings of local government. Redevelopment Agency Formerly charged with the oversight for the redevelopment process for the City of (RDA) Tustin. In June 2011, the Redevelopment Dissolution Act, AB1x26, was signed by the Governor and later upheld by the California Supreme Court. As a result, all redevelopment agencies in California were dissolved effective February 1, 2012. Regional Surface A federal and state funded grant program used for projects located on highway Transportation Program systems (classified higher than local roads or rural minor collectors), bridges on any (RSTP) public highway, and transit systems. Reserve A designated amount of funds set aside from a fund's balance which is legally restricted for a specific purpose and is therefore not available for general appropriations. 190 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Resolution A special or temporary order of a legislative body (e.g. City Council or Planning Commission) requiring less formality than an ordinance. Resources Units of dollars or physical input, such as work years or work hours, and other assets used to support and attain program objectives. Revenue Annual income received by the City. Right of Way ROW — a strip of land occupied or intended to be occupied by a street, crosswalk, railroad, electric transmission line, oil or gas pipeline, water main, sanitary or storm sewer main, shade trees, or special use. Recognized Obligation Recognized Obligation Payment Schedule (ROPS), prepared by the Successor Payment Schedule Agency pursuant to the Dissolution Act (including HSC Section 34177 and Section (ROPS) 34191.6), on which the Successor Agency's anticipated payments for enforceable obligations for the upcoming ROPS Payment Periods) are listed. Service Center Used for budgetary reporting, an organizational unit that provides a distinct and unique service. Various sections within a department that provide substantially similar services may be combined into one service center — for instance, the City Clerk's Office and City Clerk Records are combined into one service center. Southern California The Metropolitan Planning Organization for Los Angeles, Orange, San Bernardino, Association of Riverside, Ventura and Imperial counties, that is mandated by the federal Governments government to research and draw up plans for transportation, growth management, (SCAG) hazardous waste management and air quality (www.scag.ca.gov). Special Revenue Funds The City's accounts are broken into distinct funds, each earmarked for a different purpose, with the principle and interest of the funds tracked separately. The City's main operating fund is its General Fund, while other City funds are designated as Special Revenue Funds. These funds are legally restricted for a specific purpose and are therefore not available for general use. Strategic Plan In 2018 the City of Tustin established a five-year Strategic Plan, which identified the City's vision and mission and established a set of values, goals and strategies as a guide for decision making. In 2021, the City Council identified its top priorities for the remaining two years of the Strategic Plan whereby the City's overall goal is to continue to focus on economic vitality, neighborhoods, public safety, financial strength, community relationships and organizational excellence. Strategic Financial SBP — a five-year planning "blueprint," updated annually, that evaluates the City's Business Plan financial capability to achieve its goals; helps set priorities for City operations and the annual budget; and guides the City's capital improvement and rehabilitation program. Traffic Enforcement Index The number of moving citations divided by the number of injury accidents. Transaction Sales Tax Similar to the Bradley Burns Sales Tax, a transaction and use sales tax is allocated (District Tax) to the district where the tangible goods are delivered or placed into use. Voter approved district taxes are levied within incorporated city limits. 191 1 Page City of Tustin^ N 2023-25 Fiscal Operating & Capital Improvement Program Budget UJ� Transfers-In/Out A transfer of resources between different City funds (see glossary definition of "Fund"). A transfer of cash from the City's General Fund to a City Special Fund, for example, would be designated as a transfer -out in the General Fund, and then a transfer -in in the receiving Special Fund. Transient Occupancy Tax A 13% tax added to the cost of renting a hotel room within the City. Also known as (TOT) the Hotel or Bed Tax. Transportation An association comprised of employers and property owners that promotes the use Management Association of alternative forms of commuting to the single occupant vehicle. Traffic congestion (TMA) relief and air quality benefits are the primary goals of TMA. Transportation A plan that promotes the reduction of single occupant vehicle use in order to improve Management Plan air quality and relieve congestion. Transportation Subventions Funds from outside (TMP) sources used to construct transportation improvements that must be used for specific projects. Unencumbered That portion of an allocation not yet expended or committed to a specific purpose. Appropriation Unexpended Appropriation is that portion of an allocation not yet actually paid. 192 1 Page