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18 ADOPTION OF FISCAL YEAR 2024-2025 BUDGET AND GANN APPROPRIATION LIMIT
DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO $ 1 Agenda Item S Reviewed: D Q AGENDA REPORT City Manager Finance Director MEETING DATE: JUNE 18, 2024 TO: ALDO E. SCHINDLER, CITY MANAGER FROM: JENNIFER KING, FINANCE DIRECTOR/CITY TREASURER SUBJECT: ADOPTION OF FISCAL YEAR 2024-2025 BUDGET AND GANN APPROPRIATION LIMIT SUMMARY: On May 21, 2024, the City Council held a budget workshop to discuss the second -year update to the Fiscal Year 2023-2025 Biennial Operating Budget and Capital Improvement Program for Fiscal Year 2024-2025. This update continues to allocate resources to fulfill City Council's priorities. This report provides two budget options for the Council's consideration. The Council may adopt the proposed Fiscal Year 2024-2025 budget, selecting either Option A or Option B, along with the corresponding resolution. Budget Options for Consideration June 18, 2024: Option A: Fund 189 Land Sale Proceeds reimburses $3 million to Fund 100 General Fund for the Civic Center Emergency Generator Project. Option B: Keep Fund 100 General Fund as the primary funding source for the Emergency Generator Project. Apart from the $3 million item outlined above, both options support identical projects, programs, services, staffing, fees, and personnel compensation levels. RECOMMENDATIONS: 1. Adopt Resolution No. 24-45 (Option A) or Resolution No. 24-45 (Option B), Adopting the Second Year update to the 2023-2025 Biennial Budget and Related Documents for Fiscal Year 2024-2025; 2. Select the change in per Capita Personal Income of the preceding year as the price factor for adjusting the Fiscal Year 2024-2025 GANN Appropriation Limit; DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO Fiscal Year 2024-2025 Budget Adoption June 18, 2024 Page 2 of 11 3. Adopt Resolution No. 24-41 setting the appropriation limit for the Fiscal Year 2024- 2025 at $123,083,568; 4. Adopt Tustin Housing Authority Resolution No. 24-01, Adopting the Housing Authority Budget for Fiscal Year 2024-2025; 5. Adopt Resolution No. 24-44, Updating the Citywide Salary Schedule and the Position Control Schedule consistent with the Proposed Budget for Fiscal Year 2024-2025; and, 6. Adopt Resolution No. 24-35, Providing for additional compensation for exempt employees in extraordinary circumstances. 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: Guiding Principles The Proposed Budget for Fiscal Year 2024-2025 outlines the spending plan for all City funds, including the General Fund, Special Revenue Funds, Capital Projects Funds, Internal Service Funds, and Enterprise Funds. The budget supports annual work plans aimed at achieving the following five "desired outcomes" set by the City Council. These long-term outcomes are not intended to be completed within the 2024-2025 budget period but serve as a clear vision for future planning. The proposed budget allocates resources to support the implementation of 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. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Fiscal Year 2024-2025 Budget Adoption June 18, 2024 Page 3 of 11 • 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 these goals, the City will continue to focus resources on providing superior public safety, community programs, and public infrastructure, such as roads and parks. Changes Since the May 21, 2024 Budget Workshop On May 21, 2024, the City Council held a budget workshop to discuss the Proposed Operating Budget and Capital Improvement Program for Fiscal Year 2024-2025. To narrow the projected General Fund deficit, staff presented the following four budget items for the Council's consideration: 1. $3.0 million — Civic Center Emergency Generator 2. $0.6 million — Tustin Police/Parks and Recreation Annex Tenant Improvement 3. $2.9 million — Liability Fund Increase (due to current claims activity) 4. $1.0 million — Tustin Temporary Emergency Shelter Item 1 remains an option for consideration in this report. Items 2-4 have been incorporated into the accompanying Proposed Budget for the Council's approval. Additionally, the following changes have been made to the Proposed Budget document since the budget workshop: • Fund 100 General Fund staffing $171,000. Staff is requesting one new position for the Economic Development Department (EDD) and two position reclassifications at the City Manager's Office with a total appropriation increase of approximately $171,000. This request aims to enhance the department's ability to continue delivering core services and priority projects. • Fund 189 Land Sale Proceeds Fund transfers -out $115,000. Staff is requesting an increase of $115,000 to reimburse the General Fund for the new position noted above for EDD. • Fund 100 General Fund transfers -in $115,000. Staff is requesting a corresponding increase to account for a transfer from the Land Sale Proceeds Fund for the new position in EDD. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 Fiscal Year 2024-2025 Budget Adoption June 18, 2024 Page 4 of 11 • Grant Award Main Street Improvement Project (CIP 40087) $3.17 million. The City received notice of a $3.17 million capital grant award for the Main Street Improvement Project. Originally supported by $3.9 million from the General Fund and $1.7 million from the Land Sale Proceeds Fund, this grant allows the return of General Fund dollars up to the grant amount. Therefore, the proposed budget for Fund 200 CIP Fund has been adjusted to reflect the following: grant revenue increased by $3.17 million and transfers -out to Fund 100 General Fund increased by $3.17 million. The proposed budget for the General Fund has also been adjusted to reflect a corresponding increase in transfers -in from Fund 200 CIP Fund. • Fund 307 2024 Water Revenue Bond Fund $330,000. The appropriation has been increased by $330,000 due to bids for the Vandenberg Well Rehabilitation project exceeding the engineer's original estimate. • Fund 120 CDBG $132,000: The revenue and appropriations have been adjusted to reflect the following: an increase of $202,673 from carrying over the previous year's CDBG allocation for the Old Town Improvement Project (CIP 70254); a decrease of $70,746 for next year's CDBG allocation from HUD. These changes result in a net increase of approximately $132,000 to the fund's revenue and appropriation budget. • Fund 189 Land Sale Proceeds Fund Old Town Improvement Project (CIP 70254) $411,000. The Old Town Project was originally supported by $4.2 million from the Land Sale Proceeds Fund. HUD has confirmed that the Old Town project is eligible to receive $411,000 from CDBG funding, reducing the required funding from the Land Sale Proceeds Fund to $3,789,000. General Fund Revenues The General Fund is the City's primary operating fund and supports most of the City's governmental services. For Fiscal Year 2024-2025, the General Fund's revenues are projected to be $101 million under Option A and $98 million under Option B. These projections reflect a net increase of approximately $9 million under Option A or $6 million under Option B, compared to the FY 2023-2024 projected total operating revenue. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Fiscal Year 2024-2025 Budget Adoption Page 5 of 11 June 18, 2024 Option A Option B Projected to 6/30124 Proposed FY 24-25 Proposed FY 24-25 Operating Revenues: Property Tax $ 25,793 $ 27,022 $ 27,022 Sales Tax 35,000 36,091 36,091 Franchise Fees 1,940 1,901 1,901 Transient Occupancy Tax 2,300 2,500 2,500 Other Tax Revenue 1,461 1,435 1,435 Departmental Revenue 3,899 3,871 3,871 Use of Money & Property 4,240 3,563 3,563 Fines & Forfeitures 850 900 900 Transfers and Reimbursements 9,124 11,740 11,740 One -Time Transfer Main Street Project 3,170 3,170 One -Time Transfer Annex 600 600 One -Time Transfer Emergency Generator 3,000 ARPA Funding 4,297 3,216 3,216 Other Revenue 2,490 1,550 1,550 Total Operating Revenues 91,394 100,558 97,558 Non -Operating Revenues: Naw Reimbursements 88.000 - The following major revenue changes have been incorporated into the General Fund's revenue budget since the May 21, 2024 budget workshop: • $3.17 million reimbursement for the Main Street Improvement Project. • $600,000 reimbursement for the Annex Tenant Improvement Project. General Fund Expenditures The General Fund's operating expenditures for Fiscal Year 2024-2025 are projected to be $98 million. This reflects a net increase of approximately $1 million as compared to the projected operating results of FY 2023-2024, excluding expenditures related to the Navy Hangar Fire incident. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Fiscal Year 2024-2025 Budget Adoption June 18, 2024 Projected Proposed to 6/30/24 FY 24-25 Operating Expenditures City Council $ 65 $ 89 City Clerk 820 1,132 City Attorney 1,069 900 City Manager 836 981 Economic Development 1,983 2,217 Finance 1,888 2,025 Human Resources 1,262 1,550 Community Development 5,313 5,086 Public Works 16,160 17,553 Police Services 35,415 38,114 Fire Services 10,624 11,045 Parks and Recreation 5,555 6,005 Transfer for Liability 2,225 2,000 Transfer for Shelter 705 45 Non -Departmental 13,519 9,686 Total Operating Expenditure 97,440 98,429 Non -Operating Expenditures: Naw Hangar Fire 88,000 - Page 6 of 11 The following major expenditure changes have been incorporated into the General Fund's appropriation budget since the May 21, 2024 budget workshop: • Transfer of $2 million to Fund 182 Liability Fund for claim related activities. • Transfer of $45,264 to Fund 575 Housing Authority for the Tustin Temporary Homeless Shelter. General Fund Reserves The General Fund Reserve Policy stipulates that the City will maintain a reserve of at least 15% to 20% of annual General Fund operating expenditures. General Fund Reserves are projected to be $27 million (28% of General Fund operating expenditures) at the end of Fiscal Year 2024-2025 under Option A and $24 million (25% of General Fund operating expenditures) under Option B. Both estimated reserves exceed the Council's target range and provide a buffer for future years when operating expenditures may exceed operating revenues. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Fiscal Year 2024-2025 Budget Adoption Page 7 of 11 June 18, 2024 As noted during the budget workshop, the FY 2024-2025 proposed General Fund budget supports all planned programs and full staffing levels, excluding potential vacancy savings that may occur throughout the year. The proposed budget also does not account for potential impacts from employee labor agreements that have not yet been approved by the City Council or other unforeseen significant events. Personnel Requests The proposed FY 2024-2025 budget includes requests for six new positions, four of which are funded from the General Fund. These positions will support the City Clerk's Office (1 shared with Human Resources), Parks and Recreation (1), Police Department (1), and Public Works (1), with a total cost of approximately $521,000. The remaining two new positions, totaling approximately $230,000 in cost, are allocated to the Economic Development Department and funded from the Land Sale Proceeds Fund. Additionally, the proposed Biennial Budget incorporates eight reclassifications deemed necessary by staff to maintain required service levels. These reclassifications are requested by the City Clerk's Office (1 shared with Human Resources), City Manager's Office (2), Human Resources (1), Economic Development (1), and Parks and Recreation (3). The estimated total annual cost associated with these proposed reclassifications is approximately $93,000 to the General Fund and $38,500 to the Land Sale Proceeds Fund. Detailed information on these personnel requests can be found in the proposed Biennial Budget's Position Control's footnote section. Water Enterprise Fund Recent adjustments to water rates and the issuance of water CIP bonds have significantly bolstered the financial outlook of the Water Enterprise, as depicted in the table below. The projected net operating surplus of $3.6 million for FY 2024-2025 will adequately meet the covenants of the water bonds and replenish the Water Enterprise's capital reserves for upcoming major water projects. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Fiscal Year 2024-2025 Budget Adoption June 18, 2024 Beginning Net Position Add: Operating Revenue Less: Operating Expenditures Net Operating Change Add: Non -Operating Revenue Less: Capital Project Expenses Less: Debt Service/Issuance Costs Change in Net Position Legacy Development Funds (A) Projected 23/24 $14,470,828 22, 616, 737 (B) Proposed 24/25 $15,163,307 24,724,900 (19,536,602) (21,140,409) 3,080,135 3,584,491 4,259,000 120,000 (3,870,426) (2,010,000) (2,776,230) (2,892,778) 692,479 (1,198,287) Page 8 of 11 (B) - (A) Net Change 2,108,163 1,603,807 504,356 There are two funds specifically allocated for developments at Tustin Legacy. Fund 187, the Legacy Backbone Infrastructure Fund, holds developer impact fees generated from the Legacy area, which are restricted for infrastructure projects. Fund 189, the Land Sale Proceeds Fund, comprises revenues from sales of City -owned parcels, primarily within the Legacy area. The City Council has earmarked these land sale proceeds for activities related to Legacy development. Additionally, the City Council has approved the use of land sale proceeds for temporary and one-time expenditures such as contributions to the City's pension and Other Post -Employment Benefits (OPEB) trusts, discretionary prepayments towards CalPERS pension Unfunded Accrued Liability (UAL), and other capital projects and services. The 5-year forecasts referenced in the staff presentation include projections from a model developed to estimate ongoing revenues (such as sales and property tax, permit fees, etc.) and expenses (such as public safety services, park maintenance, etc.) expected to occur as a result of future developments in the Legacy area. A related model intended to incorporate various scenarios for projected one-time capital expenses and one-time revenue from land sale proceeds is still being developed. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Fiscal Year 2024-2025 Budget Adoption Page 9 of 11 June 18, 2024 A breakdown of the proposed budget for these two Legacy development funds is presented in the table below. Over 80% of the proposed budget is dedicated to capital projects. Information regarding these projects can be found in the CIP section of the proposed budget attachment. This document will be updated, if necessary, following the City Council's direction on June 18, 2024: 189-Land 187- Proceeds Backbone (Option B) Total Projected Net Position 7/1/2024 $ 10,170 $ 84,366 $ 94,536 Less: Capital Projects (10,181) (61, 356) (71,537) Less: Staffing and Professional Services (107) (2,231) (2,338) Less: Contributions to Pension and OPEB - (4,320) (4,320) Less: Transfers - (6,861) (6,861) Net Operating Change (10,288) (74,768) (85,056) Add: Interest Earnings 200 1,000 1,200 Change in Net Position (10,088) (73,768) (83,856) Capital Improvement Program (CIP) Since the May 21, 2024 budget workshop, the Proposed FY 2024-2025 CIP has seen a slight increase, bringing the total project cost to $102 million. IMPROVEMENTCAPITAL • Public Tustin Facilities Parks Traffic Water Street Legacy Total Total Request 2024-2025 $ 16.4 $ 31.8 $ 6.8 $ 2.0 $ 11.6 $ 33.5 $ 102.2 # of Projects 5 10 7 4 9 7 42 Capital projects generally span multiple years. Additional details are available in the CIP section of the proposed budget attachment. As noted earlier, this document will be updated, if necessary, following the City Council's direction on June 18, 2024: • 2024-2025 CIP project summary 0 7-year CIP project list DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Fiscal Year 2024-2025 Budget Adoption Page 10 of 11 June 18, 2024 • Individual project page detailing project information Appropriation Limit (GANN Limit) Article XIII B of the State Constitution requires Cities to adopt a limit on appropriations derived from tax proceeds annually. The base year was 1978-1979, with the limit allowed to grow based on the annual increase in population and U.S. Consumer Price Index (CPI)/California Per Capita Personal Income, whichever is less. In 1990, voters approved Proposition 111, which changed the base year from 1978-1979 to 1986-1987 and amended the adjustment formulas to make the Appropriation Limit more responsive to local growth patterns. Proposition 111 also mandated that the Limit calculation be reviewed as part of the annual audit process. The updated Limit calculation is outlined as follows: • By a percentage equal to the increase from the preceding year in county or city population (whichever is greater). • By a percentage equal to the change in per capita personal income in California or the change in the assessment roll of the preceding year due to the addition of local non-residential new construction (whichever is greater). Attachment 3, Exhibit "A" shows the calculation of the Appropriation Limit for Fiscal Year 2024-2025. The result indicates that the City of Tustin is below its allowable appropriation limit for Fiscal Year 2024-2025 by $54,139,624. The data used in computing the City's appropriation limit is available for public inspection. Budget In Brief Upon budget adoption, a "Budget In Brief' will be prepared to offer the public a user- friendly overview of the City's budget information. This document reinforces the City's commitment to fiscal stewardship and transparency. Jennifer King Fi e ' for/City Treasurer David Faraone Senior Budget Analyst Sean Tran Deputy Finance Director —Admin. Svs. 1"I 6T— Glenda Babbitt Management Analyst DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Fiscal Year 2024-2025 Budget Adoption June 18, 2024 Page 11 of 11 Attachments: 1. Resolution No. 24-45 (Option A), Adopting the Second Year of the 2023- 2025 Biennial Budget and Related Documents for Fiscal Year 2024-2025 2. Resolution No. 24-45 (Option B), Adopting the Second Year of the 2023- 2025 Biennial Budget and Related Documents for Fiscal Year 2024-2025 3. Appropriation Limit Exhibit A 4. Resolution No. 24-41 Determining and Adopting an Appropriation Limit for the Fiscal Year 2024-2025 in Accordance with Article Xiii B of the Constitution of the State of California, and Section 7910 of the Government Code 5. Housing Authority Resolution No. 24-01, Adopting the Housing Authority Budget for Fiscal Year 2024-2025 6. Resolution No. 24-44, Updating the Citywide Salary Schedule and the Position Control Schedule 7. Resolution No. 24-35, Providing for additional compensation for exempt employees in extraordinary circumstances 8. Proposed Fiscal Year 2024-2025 Budget and Capital Improvement Plan (This document currently reflects Option B, and will be updated, if necessary, following the City Council's direction on June 18, 2024) DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO RESOLUTION NO. 24-45 (OPTION A) A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE SECOND YEAR UPDATE TO THE 2023-2025 BIENNIAL BUDGET AND RELATED DOCUMENTS FOR FISCAL YEAR 2024-2025 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 Proposed 2nd Year Update FY 2024-2025". 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, 2024; 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 2024-2025. GOVERNMENTALFUNDS General Fund: City Council $ 89,443 City Clerk 1,132,391 City Attorney 900,000 City Manager 981,425 Economic Development 2,217,151 Finance 2,024,599 Human Resources 1,550,012 Community Development 5,085,910 Public Works 17,552,619 Police 38,113,740 Fire 11,044,939 Parks & Recreations 6,005,385 Non -Departmental 11,730,887 Total General Fund 98,428,501 Resolution 24-45 (Option A) Page 1 of 4 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Special Revenue Funds American Rescue Plan Act (ARPA) 3,215,567 Cable PEG Fees 150,000 CDBG 904,234 Community Facilities Districts/Tax B 13,398,362 Gas Tax 4,270,498 Measure M2 1,189,029 PARS Pension and OPEB 80,000 Road Maint & Rehab Allocation 4,804,252 Solid Waste 521,660 Special Events 755,880 Supplemental Law Enforcement 237,101 Tustin Landscape & Lighting District 898,600 Tustin Street Lighting 1,772,457 Total Special Revenue Fund 32,197,640 Capital Proiects Funds Backbone Fee 10,288,171 Capital Projects 12,206,578 CFD 06-1 Construction 2,422 Park Development 7,284,980 Proceeds of Land Sales 77,768,082 Total Capital Projects Fund 107,550,233 Internal Service Funds Equipment Replacement 2,980,932 Information Technology 5,017,601 Risk Management Funds (181,182,183) 6,617,600 Total Internal Service Fund 14,616,133 TOTAL GOVERNMENTAL FUNDS $ 252,792,507 WATER ENTERPRISE FUNDS Operations/Debt Service $ 23,433,187 Capital Improvements 2,610,000 TOTAL WATER ENTERPRISE FUNDS $ 26,043,187 GRAND TOTAL $ 278,835.694 SECTION 3. The Financial & Budget Policies as presented in the Fiscal Year 2024-2025 Budget are hereby adopted by the City Council. Resolution 24-45 (Option A) Page 2 of 4 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin, California, held on the 18t" day of June 2024. AUSTIN LUMBARD, Mayor ATTEST: ERICA N. YASUDA, City Clerk APPROVED AS TO FORM: DOCUSigned by: LBAa 4&&4KENDIG, City Attorney Resolution 24-45 (Option A) Page 3 of 4 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO 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. 24-45 (Option A) was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 18th day of June 2024, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: COUNCILMEMBER RECUSED: ERICA N. YASUDA, City Clerk Resolution 24-45 (Option A) Page 4 of 4 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO RESOLUTION NO. 24-45 (OPTION B) A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE SECOND YEAR UPDATE TO THE 2023-2025 BIENNIAL BUDGET AND RELATED DOCUMENTS FOR FISCAL YEAR 2024-2025 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 Proposed 2nd Year Update FY 2024-2025". 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, 2024; 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 2024-2025. GOVERNMENTALFUNDS General Fund: City Council $ 89,443 City Clerk 1,132,391 City Attorney 900,000 City Manager 981,425 Economic Development 2,217,151 Finance 2,024,599 Human Resources 1,550,012 Community Development 5,085,910 Public Works 17,552,619 Police 38,113,740 Fire 11,044,939 Parks & Recreations 6,005,385 Non -Departmental 11,730,887 Total General Fund 98,428,501 Resolution 24-45 (Option B) Page 1 of 4 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO Special Revenue Funds American Rescue Plan Act (ARPA) 3,215,567 Cable PEG Fees 150,000 CDBG 904,234 Community Facilities Districts/Tax B 13,398,362 Gas Tax 4,270,498 Measure M2 1,189,029 PARS Pension and OPEB 80,000 Road Maint & Rehab Allocation 4,804,252 Solid Waste 521,660 Special Events 755,880 Supplemental Law Enforcement 237,101 Tustin Landscape & Lighting District 898,600 Tustin Street Lighting 1,772,457 Total Special Revenue Fund 32,197,640 Capital Projects Funds Backbone Fee 10,288,171 Capital Projects 12,206,578 CFD 06-1 Construction 2,422 Park Development 7,284,980 Proceeds of Land Sales 74,768,082 Total Capital Projects Fund 104,550,233 Internal Service Funds Equipment Replacement 2,980,932 Information Technology 5,017,601 Risk Management Funds (181,182,183) 6,617,600 Total Internal Service Fund 14,616,133 TOTAL GOVERNMENTAL FUNDS $ 249,792,507 WATER ENTERPRISE FUNDS Operations/Debt Service $ 23,433,187 Capital Improvements 2,610,000 TOTAL WATER ENTERPRISE FUNDS $ 26,043,187 GRAND TOTAL $ 275,835.694 SECTION 3. The Financial & Budget Policies as presented in the Fiscal Year 2024-2025 Budget are hereby adopted by the City Council. Resolution 24-45 (Option B) Page 2 of 4 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin, California, held on the 18t" day of June 2024. AUSTIN LUMBARD, Mayor ATTEST: ERICA N. YASUDA, City Clerk APPROVED AS TO FORM: DocuSigned by: D 1&4E6DKENDIG, City Attorney Resolution 24-45 (Option B) Page 3 of 4 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO 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. 24-45 (Option B) was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 18t" day of June 2024, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: COUNCILMEMBER RECUSED: ERICA N. YASUDA, City Clerk Resolution 24-45 (Option B) Page 4 of 4 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO WP0111:j11_1 Appropriations Limit City of Tustin Fiscal Year 2024-2025 AMOUNT Last Year's Limit (2023-2024) $118,286,797 Adjustment Factors 1. Population0) 1.0042 2. Change in per Capita Personal Income (2) 1.0362 Total Adjustment FactorP) 1.0406 Total Adjustments $4,796,771 Appropriations Limit for Fiscal Year 2024-2025 $123,083,568 Appropriations Subject to Limit: Proceeds of Taxes $68,943,944 Minus Exclusions - Appropriations Subject to Limit $68,943,944 Fiscal Year 2024-2025 Appropriations Limit $123,083,568 Less Appropriations Subject to the Limit $ 68,943,944 Difference Under the Limit $ 54,139,624 0)The population factor may be based on the change in the 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's appropriation limit represents the change in the population of the City of Tustin. (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's appropriation limit represents the change in per capita personal income. P)The total adjustment factor is calculated by multiplying the population factor by the inflation factor. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 RESOLUTION NO. 24-41 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, DETERMINING AND ADOPTING AN APPROPRIATION LIMIT FOR THE FISCAL YEAR 2024- 2025 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, 2024; 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, 2024, through June 30, 2025, is $123,083,568. 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 18t" day of June 2024. AUSTIN LUMBARD, Mayor ATTEST: ERICA N. YASUDA, City Clerk Resolution 24-41 Page 1 of 2 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO APPROVED AS TO FORM: F ned by: bAvftY'S."KF-NDIG, City Attorney 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. 24-41 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 18t" day of June 2024, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA N. YASUDA, City Clerk Resolution 24-41 Page 2 of 2 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 TUSTIN HOUSING AUTHORITY RESOLUTION NO. 24-01 A RESOLUTION OF THE TUSTIN HOUSING AUTHORITY OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE HOUSING AUTHORITY BUDGET FOR FISCAL YEAR 2024- 2025 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 "Fiscal Years 2023-2025 Biennial Budget Proposed 2nd Year Update FY 2024-2025". The said document, as prepared by the City Manager and reviewed by the Commission, is hereby adopted for the fiscal year commencing July 1, 2024; 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 2024-2025. TUSTIN HOUSING AUTHORITY Personnel Oaerational Costs $ 224,405 1.949.885 TOTAL HOUSING AUTHORITY COSTS $ 2,174,290 Tustin Housing Authority Resolution 24-01 Page 1 of 2 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO PASSED AND ADOPTED at a regular meeting of the Tustin Housing Authority held on the 18t" day of June 2024. AUSTIN LUMBARD, Chairman ATTEST: ERICA N. YASUDA, Secretary APPROVED AS TO FORM: F DocuSig 77",ned by: D (b4F ff.DR IDIG, City IA�tJtoCrney STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Erica N. 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. 24-01 was duly passed and adopted at a regular meeting of the Tustin Housing Authority, held on the 181" day of June 2024, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: COUNCILMEMBER RECUSED: ERICA N. YASUDA, Secretary Tustin Housing Authority Resolution 24-01 Page 2 of 2 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 RESOLUTION NO. 24-44 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 updated City budget includes new job classifications not included in previously adopted resolutions; 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 budget for Fiscal Year 2024- 2025. NOW, THEREFORE, BE IT RESOLVED: The City of Tustin salary schedule, effective June 28, 2024 is hereby approved and incorporated herein by reference. The City of Tustin position control schedule titled "2024-2025 Position Control List" as presented to the City Council on June 18, 2024 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 18t" day of June 2024. AUSTIN LUMBARD Mayor Resolution 24-44 Page 1 of 2 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO ATTEST: ERICA N. YASUDA City Clerk APPROVED AS TO FORM: DocuSigned by: -'Kt- DAV NDIG City Attorney 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. 24-44 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 18'" day of June 2024, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: COUNCILMEMBER RECUSED: ERICA N. YASUDA City Clerk Resolution 24-44 Page 2of2 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 RESOLUTION NO. 24-35 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, PROVIDING FOR ADDITIONAL COMPENSATION FOR EXEMPT EMPLOYEES IN EXTRAORDINARY CIRCUMSTANCES WHEREAS, the City of Tustin (the "City") generally does not provide FLSA-exempt employees with additional compensation for any hours they work in excess of their regular work schedule; WHEREAS, Police Lieutenants are currently the only exempt City employees who are eligible for additional compensation for working extra hours, under the specific criteria described in the memorandum of understanding (MOU) between the City and the Tustin Police Officers Association — Police Management Unit (TPMA); and WHEREAS, the City of Tustin believes it is in the public interest to recognize employees who work additional hours in extraordinary circumstances to support the Tustin community above and beyond what is ordinarily required; and WHEREAS, the City Council wishes to grant the City Manager the discretion to provide additional compensation to exempt employees who work additional hours in extraordinary circumstances. NOW, THEREFORE, BE IT RESOLVED THAT: 1. When in the judgment of the City Manager it becomes necessary or in the best interests of the City to utilize the services of exempt City employees in extraordinary circumstances, the City Manager may authorize additional compensation for such employees on a limited and temporary basis. 2. "Extraordinary circumstances" for purposes of this Resolution may include situations such as an employee being assigned to perform work unrelated to their regular job duties due to a declared federal, state, or local emergency or natural disaster, when working on special projects of a lengthy duration outside the scope of the employee's regular duties, or when performing additional work due to extreme staffing shortages. 3. Police Lieutenants are eligible to receive overtime compensation for additional hours worked in extraordinary circumstances, under the same terms as provided in the TPMA MOU, subject to the discretion of the City Manager as described in Paragraph 7 below. Resolution 24-35 Page 1 of 3 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO 4. All other exempt Management -level employees are eligible for lump sum payments, not to exceed an amount equivalent to five percent (5%) of their annual base salary, for additional hours worked in extraordinary circumstances. 5. Executive Management employees are not eligible to receive any additional compensation pursuant to this Resolution. 6. With the exception of Police Lieutenants, whose compensation is described above in Paragraph 3, any additional compensation paid pursuant to this Resolution will be paid in a lump sum and is not necessarily directly associated with a specific number of hours worked. Compensation paid pursuant to this Resolution is in addition to an employee's regular compensation, is not considered part of their base salary, and is not reported to CalPERS as compensation earnable or pensionable compensation because it does not meet the definition of "special compensation" as defined in California Code of Regulations sections 571 or 571.1. 7. The City Manager has the sole discretion to determine if any employee qualifies for additional compensation pursuant to this Resolution. The provisions of this Resolution are intended to be rarely used and reserved for limited and special circumstances in which the City Manager determines that it is in the City's best interests to implement these provisions. 8. The City Manager will periodically report to the City Council any additional compensation paid to exempt employees pursuant to this Resolution. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin held on the 18t" day of June 2024. AUSTIN LUMBARD Mayor ATTEST: ERICA N. YASUDA City Clerk Resolution 24-35 Page 2of3 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 APPROVED AS TO FORM: FDocuSigned by: -k'�- bAVID DI G City Attorney 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. 24-35 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 18t" day of June 2024, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: COUNCILMEMBER RECUSED: ERICA N. YASUDA City Clerk Resolution 24-35 Page 3 of 3 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO J Remembering what connects us. FY 2023-2025 BIENNIAL BUDGET 2ND YEAR UPDATE (FY 2024-2025) JUNE 18, 2024 CITY OFFICIALS ALDO E. SCHINDLER, CITY MANAGER NICOLE M. BERNARD, ASSISTANT CITY MANAGER JUSTINA L. WILLKOM, DIRECTOR OF COMMUNITY DEVELOPMENT JENNIFER KING, DIRECTOR OF FINANCE/CITY TREASURER STUART A. GREENBERG, CHIEF OF POLICE MICHAEL GRISSO, ACTING 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 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 City of Tustin 15 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Table of Contents Introduction Cityof Tustin — A Profile..............................................................................................................................................................................................3 TustinCity Council....................................................................................................................................................................................................5 Boards, Commissions, and Committees............................................................................................................................................................7 The Budget Process Basisof Accounting / Budgeting................................................................................................................................................................11 FundStructure..................................................................................................................................................................................................13 TheBudget Process........................................................................................................................................................................................14 Financial Summaries 2023-2024 Projected Fund Balance — ALL Funds.................................................................................................................................18 2024-2025 Proposed Fund Balance — ALL Funds.................................................................................................................................19 2024-2025 Revenue Summary — ALL Funds..........................................................................................................................................20 2024-2025 Revenue Summary — General Fund...................................................................................................................................21 2024-2025 Expense Summary — ALL Funds...........................................................................................................................................23 2024-2025 Expense Summary by Type — ALL Funds..........................................................................................................................25 2024-2025 Department/Division Expense Summary — General Fund.........................................................................................33 2024-2025 Position Control List...............................................................................................................................................................37 City Departments CityCouncil........................................................................................................................................................................................................41 CityManager.....................................................................................................................................................................................................44 CityAttorney.....................................................................................................................................................................................................47 CityClerk............................................................................................................................................................................................................48 EconomicDevelopment.................................................................................................................................................................................51 FinanceDepartment.......................................................................................................................................................................................58 FireServices......................................................................................................................................................................................................65 HumanResources...........................................................................................................................................................................................66 CommunityDevelopment.............................................................................................................................................................................70 PublicWorks.....................................................................................................................................................................................................80 PoliceDepartment..........................................................................................................................................................................................93 Parks& Recreation.......................................................................................................................................................................................110 Non-Departmental.......................................................................................................................................................................................123 DebtService Administration.....................................................................................................................................................................125 Capital Improvement Program 2024-25 Capital Improvement Program — Projects & Funding....................................................................................................126 2024-25 Capital Improvement Program — Seven -Year Schedule...............................................................................................128 Years2024-2027........................................................................................................................................................................128 Years2028-2031........................................................................................................................................................................130 2024-25 Capital Improvement Program Project Detail by Project Type..................................................................................132 2024-25 Public Facilities Projects........................................................................................................................................132 2024-25 Park Facilities Projects............................................................................................................................................137 2024-25 Traffic Projects..........................................................................................................................................................147 2024-25 Water Distribution Projects..................................................................................................................................154 2024-25 Water Storage Projects.........................................................................................................................................155 11 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2024-25 Water Production Projects....................................................................................................................................156 2024-25 Maintenance Projects..............................................................................................................................................158 2024-25 Legacy Projects (Non-Parks)................................................................................................................................167 Appendix Gann Appropriations Limit Calculation & Resolution......................................................................................................................174 Financial& Budget Policies.......................................................................................................................................................................178 FundBalance Policy...................................................................................................................................................................178 RevenueManagement Policy.................................................................................................................................................178 PensionFunding Policy.............................................................................................................................................................178 InvestmentPolicy........................................................................................................................................................................179 PurchasingCard Policy.............................................................................................................................................................180 Internal Control— Integrated Framework.............................................................................................................................................181 BudgetGlossary .............................................................................................................................................................................................................182 2 1 P a g e DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl City of Tustin — A Profile The City of Tustin is located in the central part of Orange County, about forty miles southeast of Los Angeles and eighty miles north of San Diego, at the intersection of the 5 and 55 Freeways. Tustin covers over eleven square miles adjacent to the cities of Orange, Santa Ana, and Irvine. The Founding of Tustin 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. Incorporation and Modern Development 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 nextfew 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. A Developing Tustin Today, Tustin has continued to evolve while maintaining its unique identity and historic charm. The City is known for its well-preserved historic buildings, tree -lined streets, and vibrant community life. Tustin's Location in the heart of Orange County has made it an attractive place for families and businesses alike. Significant developments in recent years include the Tustin Legacy project, a master -planned community on the former MCAS site. This development combines residential, commercial, and recreational spaces, enhancing the city's amenities and appeal. The Tustin Ranch 3 1 P a g e DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Golf Club, The District at Tustin Legacy shopping center, and numerous parks and trails offer residents a high quality of life. Education remains a priority, with the Tustin Unified School District providing excellent public education options in addition to the presence of several private schools. The City also emphasizes sustainability and green initiatives, aiming to balance growth with environmental stewardship. Today, Tustin is a bustling suburban city with a population of just 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). 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 CounciL/City 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. To find your district please visit https://www.tustinca.org/districtmap. Tustin: Who We Are, by the Numbers. The State of California Department of Finance has estimated the City's January 1, 2024 population at 78,844, virtually flat compared to the 2023 estimate of 78,515. Most cities in Orange County showed minor increase in projected population, with the County of Orange total population experiencing a 0.30% projected increase. The 2024 projected median age for a Tustin resident is 36.2 years. Tustin is well educated, with 45.8% of the population holding a bachelor's degree or higher. Home ownership in Tustin checks in at 50.2%. Our median family income is just under $117,000. iTN Remembering what connects us. Tustin: Remembering What Connects Us. Tustin's rich heritage of agriculture & military history continues to be honored & recognized as we look to the future. The City's logo creates a visual bond to our 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. 4 1 P a g e DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 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 Ryan Gallagher Council Member Council Member Council Member Letitia Clark Rebecca "Beckie" Ray Schnell Gomez 5 1 P a g e Legacy Complete Build -Out of the Tustin Legacy Specific Plan as soon as possible consistent with the City's Disposition Manual. IT�� 11 �� ' � Old Ta TUSTIN Old Town Make Old town a destination for community gatherings, economic activity, and a desirable location for real property development. Red Hill Corridor Maximize real property development opportunities to increase housing supply and commercial space for businesses retention and 9ttraction, enhance public improvements and beautification. 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 Council. Housing Provide policy information and options related to all types of housing needs and potential opportunities to increase the City's housing stock. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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: Commission... Jered Elmore, Chair April 6, 2021 March 1, 2025 John Wende, Chair Pro Tern April 6, 2021 March 1, 2025 Dan Erickson April 4, 2023 March 1, 2027 Adrian Henson April 4, 2023 March 1, 2027 Vacant 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: Board Members Appointed John Aguilera April 4, 2023 February 5, 2027 Wendy Brough April 6, 2021 February 5, 2025 Kyle Domer April 4, 2023 February 5, 2027 Scoba Rhodes April 4, 2023 February 5, 2027 Daniel Zavadil November 21, 2023 February 5, 2025 7 1 P a g e DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Chief's Advisory Board The number of members of the Chief's Advisory Board should be at least 12 persons, but not more than 20 persons. The Chief's Advisory Board shall be composed of a cross-section of the community. Invitations to prospective members will be sent by the Office of the Chief of Police. The Tustin Police Department is committed to a Policing Model of Community Governance. To that end, the mission of the Chief's Advisory Board is to act as a resource for the Chief in the formation of strategies, development of policing concepts and increasing public awareness regarding policy issues. The policy of the Tustin Police Department is to establish and maintain a Chief's Advisory Board. The goal of the Chief's Advisory Board is to provide a forum for police -community interaction to address public safety and related issues in order to further enhance the quality of life in our community. In doing so, the Chief's Advisory Board is intended to reinforce our elected values of the PRIDE concept: ➢ P: Partnership ➢ R: Respect ➢ I: Innovation ➢ D: Dedication ➢ E: Excellence The primary purpose of the Chief's Advisory Board is to provide a forum with key stakeholders regarding law enforcement policies within the community and is comprised of a diverse cross-section of community activists, business leaders and citizens representing both Tustin and the greater Orange County area. Community Services Commission The Community Services Commission shall consist of 5 members who shall be registered voters of the City during all times they hold office. Appointment terms are 4 years. The purpose of this Commission is to advise the City Council on matters pertaining to the activities of the Parks and Recreation Department, excluding daily administrative operations. The Commission's responsibilities include: ➢ Advising on parks, park design and development, recreation, and community services. ➢ Advising on planning relating to the construction and renovation of capital facilities. ➢ Oversight of Senior Advisory Board and Special Events Committees. ➢ Receiving community input concerning parks, open space, and recreation activities. ➢ Advising on public art projects proposed by the Public Art Commission. Current Commission members are: Members Donna Marsh Peery, Chairperson AppointedCommission April 14, 2021 March 1, 2025 Laseanda Wesson, Chair Pro Tern April 14, 2021 March 1, 2025 Amy Nakamoto April 4, 2023 March 1, 2027 Ken Henderson April 4, 2023 March 1, 2027 Stephen Kozak April 14, 2021 March 1, 2025 8 1 P a g e DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Planning Commission The Planning Commission shall consist of 5 members who shall be registered voters of the City during all times they hold office. Appointment terms are 4 years. The Planning Commission's primary responsibilities include: ➢ Considering and making recommendations to the City Council on zoning map and zoning ordinance changes. ➢ Considering other policies and programs affecting development and land use in Tustin for final City Council action. ➢ Preparing and making recommendations to the City Council on the City's Comprehensive Plan regarding development. ➢ Reviewing and making recommendations to the City Council on subdivisions, on appeals on variances and use permits. Current Commission members are: Commission... Eric Higuchi, Chair April 6, 2021 March 1, 2025 Tanner Douthit, Chair Pro Tem April 4, 2023 March 1, 2027 Steve Kozak April 6, 2021 March 1, 2025 Amy Mason April 4, 2023 March 1, 2027 Dave Mello April 6, 2021 March 1, 2025 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: 9 1 P a g e DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Commission Members Janet Lomax, Chair Appointed June 5, 2024 Term Expiration July 17, 2028 Erin Bruner, Chair Pro Tern April 5, 2022 July 17, 2026 Meg Gullo April 5, 2022 July 17, 2026 Scott McMillin June 5, 2024 July 17, 2028 Medha Paliwal June 21, 2022 July 17, 2026 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: 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. 101 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Basis of Accounting / Budgeting Accounting Method Tustin operates under the modified accrual accounting method which is commonly used by local governments to track their financial activities. This method is a combination of cash accounting and accrual accounting, which means that it recognizes revenues and expenses when they are earned or incurred, but also considers the availability of cash. 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, except for principal and interest on long-term liabilities, claims and judgments, and compensated absences, which are recognized as expenditures to the extent they have matured. 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. These fund balances are classified as either non -spendable, restricted, committed, assigned, or unassigned, depending on the level of control the government has over the funds. Overall, the modified accrual method provides a more complete picture of a local government's financial situation than pure cash accounting. By recognizing revenues and expenses when they are earned or incurred, it can help local governments make better -informed financial decisions and ensure that they are meeting their financial obligations in a responsible and sustainable manner. Budget Method Tustin follows a standard process outlined in California's laws and regulations. The process is designed to ensure that the City's finances are managed in a transparent, responsible, and accountable manner. Here are steps in Tustin's budgeting process: ➢ Establish the Budget Calendar: The first step in the budgeting process is to establish a budget calendar that outlines key dates and deadlines for the budget process. ➢ Develop Budget Guidelines: The next step is to develop budget guidelines, which outline the key priorities, goals, and objectives for the budget. This typically involves input from city officials, staff, and the public. ➢ Prepare a Draft Budget: Based on the budget guidelines, city staff will prepare a draft budget that outlines revenue projections, expenses, and proposed programs and services for the upcoming fiscal year. ➢ Hold Public Hearings: Once the draft budget is prepared, the city must hold public hearings to provide an opportunity for residents to provide feedback and suggestions. These hearings typically take place in May or June. ➢ Revise the Budget: Based on feedback from the public and city officials, the budget may be revised and adjusted as needed. ➢ Adopt the Budget: The final step is for the City Council to adopt the budget, which typically takes place in June. Once adopted, the budget becomes the financial plan for the city for the upcoming fiscal year. ➢ Monitor and Evaluate: Throughout the fiscal year, the city will monitor and evaluate the budget to ensure that it is being implemented effectively and that funds are being used as intended. 111Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl In summary, Tustin's budgeting process is a collaborative process that involves input from city officials, staff, and the public. The goal is to ensure that the City's finances are managed in a responsible and transparent manner that meets the needs of residents and supports the City Council's priorities and goals. 121 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl General Fund Enterprise Funds Special Debt Revenue Service Funds Funds Internal Grant Service Funds Funds Captial Fiduciary Other Project Funds Funds Funds Fiduciary Funds Fund Structure A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance -related legal requirements. All of the funds of the City can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds. Governmental Funds The City maintains various individual governmental funds organized by theirtype (special revenue and capital projects funds). Proprietary Funds The City of Tustin maintains one type of proprietary (Enterprise) fund. This enterprise fund is used to report the same functions presented as business -type activities in the government -wide financial statements. The City uses an enterprise fund to account for its water utility services. Fiduciary funds are used to account for resources held for the benefit of parties outside the government. The City utilizes a private -purpose trust fund to account for the assets, liabilities, and activities of the Successor Agency. The Successor Agency was created on February 1, 2012 with the dissolution of the Tustin Community Redevelopment Agency. The second fiduciary fund is the Other Post -Employment Benefit (OPEB) Trust Fund, which is used to account for the assets in the section 115 trust with the Public Agency Retirement Services (PARS) for pre -funding the City's OPEB obligations. The City Council approved the establishment of the trust in April 2017, and the City has made three deposits to the trust since its inception. The third fiduciary fund is a custodial fund that is used to account for the assets of Community Facility Districts 04-1, 06-1, 07-1, 2014-1, and 2018-1. Major Funds and Other Fund Types (Detail) ➢ The General Fund is the primary operating fund of the City and is used to account for all revenues and expenditures that are not required to be accounted for in another fund. ➢ The American Rescue Plan Act (ARPA) Fund is used to account for monies received from the U.S Treasury for COVID-19 related expenses. ➢ The Housing Authority Fund is used to account for revenues and associated expenditures to be used for increasing or improving low and moderate income housing. ➢ The Park Acquisition and Development Fund is used to account for fees received from developers to develop the City's park system. ➢ The Water Enterprise Fund is used to account for the City's water service operations to residents and businesses. ➢ 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. ➢ Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities. 131Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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. This document serves as a comprehensive guide to understanding how Tustin allocates its financial resources to maintain and enhance the quality of life for its residents. Our budget reflects the City's commitment to fiscal responsibility, transparency, and strategic investment in community services and infrastructure. Purpose and Goals The primary purpose of Tustin's budget is to ensure that the City's financial resources are used effectively and efficiently to meet the needs of our community. Our goals are to: ➢ Sustain Essential Services: Ensure the continued delivery of critical services such as public safety, public works, and community development. ➢ Promote Economic Vitality: Foster a thriving local economy through strategic investments and support for businesses. ➢ Enhance Quality of Life: Invest in parks, recreational facilities, and cultural programs that enrich the lives of Tustin residents. ➢ Maintain Fiscal Health: Adhere to sound financial practices that safeguard the City's fiscal stability and long-term sustainability. Budget Overview The budget is divided into several key sections: ➢ General Fund: This fund covers the core services provided by the City, including police and fire services, parks and recreation, and general government operations. ➢ Special Revenue Funds: These funds are designated for specific purposes, such as transportation, housing, and community development, supported by dedicated revenue sources. ➢ Capital Improvement Program (CIP): The CIP outlines planned investments in infrastructure, including roads, public buildings, and utility systems, ensuring that the city's physical assets are maintained and improved. ➢ Enterprise Funds: These funds operate services that are primarily self-sustaining, such as water utilities, where fees for services are used to cover operating costs. Community Engagement The City of Tustin values the input of its residents and encourages community involvement in the budget process. Public workshops, hearings, and online feedback opportunities are integralto shaping a budgetthat reflects the community's priorities and needs. Strategic Priorities Our budget is guided by several strategic priorities: ➢ Public Safety: Ensuring the safety and security of all residents through robust police and fire services. ➢ Economic Development: Supporting local businesses and attracting new enterprises to stimulate economic growth. ➢ Sustainability: Promoting environmentally sustainable practices and investments to preserve Tustin's natural resources for future generations. ➢ Innovation: Leveraging technology and innovative practices to improve service delivery and operational efficiency. 141Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl The City of Tustin's budget is more than just a financial plan; it is a reflection of our community's values, aspirations, and commitmentto a prosperous future. We invite all residents to engage with this document, participate in the budgeting process, and join us in making Tustin a great place to live, work, and play. Budget Calendar The 2024-25 budget represents the second year of the 2023-2025 biennial budget cycle for the City. The adoption of the budget will establish the baseline for the 2024-25 fiscal year. The 2024-25 budget cycle presents Tustin both opportunities 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 continue 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 cycle is typically six to seven months beginning with a Budget Kickoff meeting and culminating in the Budget Adoption Budget Kickoff January 2024 , Operating Budget 8 Position Control due from Dal February 2024 Capital Projects due from Public Works February 2024 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. The budget cycle runs from January through June. 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'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 (typically previously adopted or prior year amended budget) by fund/division which provides a starting point in preparing the budget for the current year. Departments are expected to review associated revenues & expenditures and submit the necessary changes to properly reflect the needs of the department's operations for the budget year. 151 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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. Capital Improvement Program Budget The City's Capital Improvement Program Budget (CIP) covers a rolling seven-year period, of which current expenditures & funding sources are captured in the annual CIP budget. It is not unusual for CIP projects to span multiple fiscal years due to the complexity of the projects. Projects may be budgeted in total in a single budget year or span multiple years depending on the nature of the project. CIP projects include, but are not limited to, infrastructure, renovation, new buildings, park improvements, and major technology purchases. Special Fund Budgeting While the General Fund captures the City's day-to-day operations, a number of "Special Funds" are in place to track activity for a specific purpose. Certain funds have a legal requirement while others are in place to strengthen internal accounting & financial reporting. The budgets for Special 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 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 15t 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. 16 1 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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. 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 expenditures budgeted in one fiscal year are not automatically carried over into the next budget year. In instances where the purpose for which the expenditure was budgeted and has not been purchased by the end of the fiscal year, it may be reauthorized in the following fiscal year through the continuing appropriations process. Multi -year CIP projects that are under construction will be carried into the next fiscal year utilizing the same continuing appropriations process. 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 which 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 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 15 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2023-2024 Projected Fund Balance - All Funds 2023/2024 Projected Fund Description Fun Balance 07/01/2023 Transfers In Revenues Expenditures Transfers Out Fund Balance 06/30/2024 100 101 102 General Fund - Unrestricted General Fund - Emergency Fund General Fund - PARS Pension Trust 31,166,311 1,000,000 10,951,986 11,920,660 - 2,000,000 167,473,778 - 440,000 177,711,052 - 60,000 7,729,117 - 25,120,580 1,000,000 13,331,986 187 Backbone Fee Fund 15,569,880 - 300,000 5,700,360 10,169,520 189 Land Held for Resale 97,591,322 - 2,200,000 11,395,950 4,028,926 84,366,446 200 Capital Projects Fund-CIP 10,495,426 4,200,200 369,408 1,859,248 - 13,205,786 120 CDBG Mill(97,463) 846,917 749,454 - 129 Cable PEG Fees Fund 776,625 136,000 75,000 837,625 130 Gas' 5,038,743 2,310,879 4,181,001 3,168,621 131 Park Development 1,797,634 1,130,803 759,979 2,168,458 132 Park Development Grants 561 9 570 133 SCAQMD 253,413 108,000 247,082 114,331 134 Asset Forfeiture 79,661 1,500 81,161 135 RNSP Asset Forfeiture 319,153 21,659 210,000 130,812 136 Supplemental Law Enforcement 440,390 198,539 176,124 462,805 137 Treasury RNSP Asset Forfeiture 12,425 208 - 12,633 139 Measure M2 3,151,222 2,278,685 4,564,129 80,000 785,778 140 Road Maint & Rehab Alloc 5,830,407 1,924,885 1,576,201 - 6,179,091 141 Tustin LLD 75,088 172,678 780,326 953,504 74,588 142 Tustin SL 4,446,680 - 1,293,750 698,308 5,042,122 171 Solid Waste Fund 1,713,438 324,647 423,918 1,614,167 180 Special Events 315,365 40,000 575,000 517,080 130,880 282,405 181 182 Workers Compensation Liability 40,238 401,432 - 2,225,000 1,820,400 123,921 1,709,143 2,738,339 - 151,495 12,014 183 184 185 300 Unemployment Equipment Replacement Fund Information Technology Water Enterprise 58,714 2,811,086 3,240,812 7,428,028 r - 963 1,136,374 3,946,186 22,130,737 15,000 1,044,000 3,851,774 21,687,832 A - 800,000 44,677 2,903,460 3,335,224 7,070,933 301 302 Water Capital Fund Water Enterprise Emergency Fund 4,018,101 2,064,363 800,000 - 620,000 - 1,218,676 - 1,000,000 4,219,425 1,064,363 303 Water Rate Stabilization Reserve Fund I - 1,000,000 - - 1,000,000 305 2011 Water Revenue Bond Fund 8,586 - - 8,586 306 2013 Water Revenue Bond Fund 951,750 - 951,750 - 307 2024 Water Revenue Bond Fund - 4,125,000 2,325,000 - 1,800,000 420 American Rescue Plan Act (ARPA) 7,866,261 - 47,500 4,297,000 3,521,761 431 Assessment Dist 95-1 Construction 332,609 - - 82,830 249,779 433 CFD 04-1 1,173,053 754,506 704,006 - 1,223,553 434 CFD 06-1 Construction 66,422 3,000 67,000 2,422 435 CFD 06-1 Debt Service 6,685,561 3,938,819 3,657,019 6,967,361 436 CFD 07-1 Debt Service 1,938,962 1,169,275 1,073,325 2,034,912 441 CFD 14-01 Debt Service 3,671,996 1,756,925 1,587,925 3,840,996 442 Special Tax B 63,557 5,329,780 7,000 5,329,780 56,557 570 Successor Agency (Trust Fund) 226,759 3,941,628 3,932,428 - 235,959 571 PARS OPEB Trust 3,434,117 654,433 20,000 4,068,550 575 7 Tustin Housing Authority voluntary Workforce Housing Incentive Prog 353,332 2,089,584 1,219,994 - 666,779 64,478 2,054,148 2,007,169 100,000 185,957 46,893 i TOTAL ALL FUNDS M 239,853,590 23,578,533 234,898,197 262,557,423 23,578,533 212,194,362 181 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 15 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2024-2025 Proposed Fund Balance - ALL Funds 2024/2025 Proposed Fund Description Fund Balance 07/01/2024 Transfers In Revenues Expenditures Transfers Out Fund Balance 06/30/2025 100 101 General Fund - Unrestricted General Fund - Emergency Fund 25,120,580 1,000,000 17,025,123 - 80,533,014 - 96,240,354 - 2,188,148 - 24,250,215 1,000,000 102 General Fund - PARS Pension Trust 13,331,986 2,000,000 440,000 60,000 15,711,986 187 Backbone Fee Fund 10,169,520 - 200,000 10,288,171 81,349 189 Land Held for Resale 84,366,446 1,000,000 65,907,506 8,860,576 10,598,364 200 Capital Projects Fund-CIP 13,205,786 3,320,000 9,036,578 3,170,000 4,319,208 120 CDBG I- 904,234 904,234 - - 129 Cable PEG Fees Fund 837,625 120,000 150,000 807,625 130 Gas Tax 3,168,621 2,282,406 4,270,498 1,180,529 131 Park Development 2,168,458 405,000 1,234,980 1,338,478 132 Park Development Grants 570 6,050,000 6,050,000 570 133 SCAQMD 114,331 97,400 - 211,731 134 Asset Forfeiture 81,161 500 81,661 135 RNSP Asset Forfeiture 130,812 2,500 - 133,312 136 Supplemental Law Enforcement 462,805 181,000 237,101 406,704 137 Treasury RNSP Asset Forfeiture 12,633 - - 12,633 139 Measure M2 785,778 2,280,000 1,109,029 80,000 1,876,749 140 Road Maint & Rehab ALloc 6,179,091 2,157,600 4,804,252 - 3,532,439 141 Tustin LLD 74,588 87,538 813,262 898,600 - 76,788 142 Tustin SL 5,042,122 - 1,439,031 772,457 1,000,000 4,708,696 171 Solid Waste Fund 1,614,167 - 390,000 521,660 - 1,482,507 180 Special Events 282,405 40,000 585,000 625,000 130,880 151,525 181 Workers Compensation J151,495 - 1,893,000 1,736,600 - 307,895 182 Liability 12,014 4,900,000 - 4,861,000 51,014 183 Unemployment 44,677 - 20,000 24,677 184 Equipment Replacement Fund 2,903,460 2,901,432 2,980,932 2,823,960 185 Information Technology 3,335,224 4,685,300 5,017,601 3,002,923 300 Water Enterprise 7,070,933 24,844,900 23,433,187 8,482,645 301 Water Capital Fund 4,219,425 - 1,430,000 2,789,425 302 Water Enterprise Emergency Fund 1,064,363 - - 1,064,363 303 Water Rate Stabilization Reserve Fund 1,000,000 - 1,000,000 305 2011 Water Revenue Bond Fund 8,586 - - 8,586 307 2024 Water Revenue Bond Fund 1,800,000 - 1,180,000 620,000 420 American Rescue Plan Act (ARPA) 3,521,761 15,000 - 3,215,567 321,194 431 Assessment Dist 95-1 Construction 249,779 - - 249,779 433 CFD 04-1 1,223,553 729,906 700,406 - 1,253,053 434 CFD 06-1 Construction 2,422 - 2,422 - 435 CFD 06-1 Debt Service 6,967,361 3,825,531 3,732,231 7,060,661 436 CFD 07-1 Debt Service 2,034,912 1,129,647 1,047,300 2,117,259 441 CFD 14-01 Debt Service 3,840,996 1,677,300 1,615,400 - 3,902,896 442 Special. Tax B 56,557 6,303,025 10,000 6,293,025 56,557 570 Successor Agency (Trust Fund) 235,959 3,930,873 3,930,873 - 235,959 571 Trust 4,068,550 654,433 20,000 - 4,702,983575 EPARSPEB ousing Authority ry Workforce Housing Incentive Prog 185,957 46,893 1,352,186 - 791,176 - 1,707,639 - 466,651 - 161,029577 46,893 ALL FUNDS 212,194,362 25,404,847 156,588,470 256,536,012 25,404,847 112,246,820 191 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2024-2025 Revenue Summary - All Funds 2020-21 2021-22 2022-23 2023-24 2024-25 Description Fund Actual Actual Actual Estimated Proposed 100 General Fund General Governmental Revenue Community Development 74,326,496 1,601,395 78,027,254 2,996,813 82,796,788 4,100,096 85,164,581 2,325,407 91,586,531 2,262,306 Public Works 191,505 344,460 677,648 805,450 500,300 Police Services 1,052,366 1,189,782 1,333,873 1,160,000 1,225,000 Fire Services 9,731 15,182 13,952 15,000 15,000 Parks and Recreation 907,810 1,841,556 2,045,014 1,924,000 1,969,000 Non-DepartmentaUNavy North Hangar Fire - - 7,700 88,000,000 - 100 General Fund - Unrestricted 78,089,302 84,415,047 90,975,070 179,394,437 97,558,137 102 General Fund PARS Pension Trust - 992,332 2,670,876 2,440,000 2,440,000 187 189 Backbone Fee Fund Land Held for Resale 619,556 9,670,193 7,807,017 60,068,581 432,696 14,261,119 300,000 2,200,000 200,000 1,000,000 200 Capital Projects Fund-CIP 6,055,602 2,358,885 7,714,669 4,569,608 3,320,000 120 CDBG 878,180 1,279,630 2,188,802 846,917 904,234 129 Cable PEG Fees 136,933 117,024 133,161 136,000 120,000 130 Gas Tax 1,829,750 1,672,668 2,172,585 2,310,879 2,282,406 131 Park Development 772,065 492,595 798,689 1,130,803 405,000 132 Park Development Tustin Legacy (967) (7) 14 9 61050,000 133 SCAQMD 107,093 74,831 136,345 108,000 97,400 134 Asset Forfeiture 169 8,034 17,744 1,500 500 135 RNSP Asset Forfeiture 6,209 (2,342) 190,275 21,659 2,500 136 Supplemental Law Enforcement 191,512 192,687 214,893 198,539 181,000 137 Treasury RNSP Asset Forfeiture 5 (161) 325 208 139 Measure M2 2,068,322 2,071,084 2,337,204 2,278,685 2,280,000 140 Road Maint & Rehab Alloc 1,515,289 1,541,055 1,928,865 1,924,885 2,157,600 141 Tustin LLD 1,503,580 983,611 829,611 953,004 900,800 142 Tustin SL 1,233,930 1,229,239 1,518,642 1,293,750 1,439,031 171 Solid Waste 1,110,478 764,732 777,770 324,647 390,000 180 Special Events 59,625 552,092 533,835 615,000 625,000 181 Workers Compensation 1,215,982 1,170,675 1,153,303 1,820,400 1,893,000 182 Liability 1,216,881 1,101,095 1,101,000 2,348,921 4,900,000 183 Unemployment (76) (156) 51,057 963 - 184 Equipment Replacement Fund 908,744 538,162 963,876 1,136,374 2,901,432 185 Information Technology 2,931,257 2,331,849 2,952,817 3,946,186 4,685,300 300 Water Enterprise 26,621,840 37,550,726 26,514,302 22,130,737 24,844,900 301 Water Capital Fund 1,488,683 4,102,275 3,207,230 1,420,000 - 302 Water Enterprise Emergency Fund 9,616 (26,790) 54,047 - 303 Water Rate Stabilization Reserve Fund - - - 1,000,000 305 2011 Water Revenue Bond Fund 108 (255) 2,350 306 2013 Water Revenue Bond Fund (42,995) 1,871,342 (643,811) 307 420 2024 Water Revenue Bond Fund American Rescue Plan Act - 6,359,132 - 5,415,387 4,125,000 - 15,000 433 CFD 04-1 724,031 720,012 722,143 754,506 729,906 434 435 CFD 06-1 Construction CFD 06-1 Debt Service 1,486 3,586,753 41,725 3,641,389 5,211 3,876,619 3,000 3,938,819 - 3,825,531 436 CFD 07-1 Debt Service 967,346 1,065,667 1,137,638 1,169,275 1,129,647 440 CFD 13-1 N3,500 - - 441 CFD 14-1 Debt Service 1,561,207 1,591,451 1,717,882 1,756,925 1,677,300 442 Special Tax B 4,468,514 4,603,670 5,082,454 5,329,780 6,303,025 443 CFD 14-1 Construction 2,504 2,072 24,262 - 444 CFD 18-1 7,340 (3,840) - - 201 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 15 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2020-21 2021-22 2022-23 2023-24 2024-25 Description Fund Actual Actual Actual Estimated Proposed 561 570 2010 MCAS TABS Successor Agency (Trust IF (2,362) 4,267,865 1 4,222,159 - 4,241,636 - 3,941,628 3,930,873 571 PARS OPEB Trust 431,637 165,000 712,945 654,433 654,433 575 577 Tustin Housing Authority Voluntary Workforce Housing Incentive Prog 41,429 9,733 393,615 (27,118) 075,205 54,708 1,886,773 64,478 2,149,362 - NEW - TOTAL REVENUE - ALL FUNDS 156,307,904 238,032,490 189,255,450 258,476,728 181,993,317 211 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2024-2025 Revenue Summary by Type - General Fund Description 2020-21 Actual 2021-22 Actual 2022-23 Actual 2023-24 Estimated 2024-25 Proposed Property Tax in Lieu of VLF Property Taxes Residual Property Taxes In Lieu -Prop Tax AB 1290 Pass Thru 8,811,747 11,461,641 1,675,978 29,322 159,420 9,081,551 11,807,721 1,787,636 29,909 163,118 9,666,474 12,828,388 1,867,247 30,507 170,649 10,397,643 13,197,426 1,987,200 31,117 180,000 10,695,000 14,099,000 2,046,000 31,739 150,000 Franchise Fees 1,652,333 1,640,272 1,801,981 1,939,513 1,901,000 Sales and Use Tax 30,351,631 33,977,179 35,434,121 35,000,000 36,091,000 Sales Tax - Public Safety - Prop 172 401,411 414,465 455,285 467,401 469,000 Transient Occupancy Tax 1,218,924 1,857,502 2,151,007 2,300,000 2,500,000 Business License Fees 416,266 435,626 470,064 434,778 440,000 Real Property Transfer Tax 575,024 799,711 585,882 525,000 525,000 New Construction Tax 1,868 14,698 135,826 33,856 1,232 Planning Plan Check Fees 228,447 403,984 540,788 317,511 330,445 Building Permits & Plan Checks 1,269,915 2,477,235 3,457,821 1,776,768 1,875,361 Fees and Other Permits 364,117 541,550 774,195 917,450 687,300 Fines and Forfeitures 938,397 1,019,750 1,169,849 926,578 922,000 Interest Income 1,337,459 (743,387) 1,227,104 1,245,000 634,075 Use of property 1,592,680 2,054,498 2,762,923 2,995,465 2,929,162 POST Reimbursement 24,035 43,188 27,861 35,000 20,000 Revenue from Other Agencies 269,404 156,509 142,828 130,000 130,000 State Grants 229,361 37,560 43,423 531,182 30,000 Federal Grants 3,461,923 362,308 105,481 88,050,000 50,000 Sports Fees 427,076 725,315 730,628 719,000 719,000 Class Fees 312,477 398,535 554,274 400,000 450,000 Other Recreation Fees 92,571 398,044 424,289 455,000 440,000 Transfer In Reimbursement from Other Funds 8,803,942 1,223,960 12,324,269 1,218,385 9,855,257 1,521,773 11,920,660 1,500,000 17,025,123 1,700,000 ALL Other Sources TOTAL REVENUE -GENERAL FUND 757,973 987,915 2,039,146 980,890 666,700 78,089,302 84,415,047 90,975,070 179,394,437 97,588,137 221 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2024-2025 Expense Summary - All Funds Fund Description 2020-21 Actual 2021-22 Actual 2022-23 Actual 2023-24 Estimated 2024-25 Proposed 100 General Fund City Council City Clerk 12,886 669,158 21,420 697,115 50,262 869,904 65,327 820,291 89,443 1,132,391 City Attorney 817,270 851,020 727,834 1,069,150 900,000 City Manager FEM 801,631 873,114 904,984 836,287 981,425 Economic Development 959,391 1,104,332 1,198,671 1,983,134 2,217,151 Finance 1,655,639 1,738,453 1,784,663 1,888,365 2,024,599 Human Resources 973,220 1,017,310 1,169,671 1,261,755 1,550,012 Community Development Public Works Police Services 3,925,479 15,493,523 27,534,909 4,257,418 16,429,663 28,597,794 4,533,744 14,734,048 31,797,083 5,313,124 16,159,662 35,415,223 5,085,910 17,552,619 38,113,740 Fire Services 9,213,773 9,759,428 10,015,568 10,623,700 11,044,939 Parks and Recreation 3,694,097 4,667,245 5,229,968 5,554,944 6,005,385 Successor Agency / RDA - - - - - Non -Departmental, Other 6,227,269 7,225,520 14,937,212 16,449,207 11,730,887 Small Business Assistance 1,917,233 - - - - Non -Profit Assistance 274,012 - - Meal Gap Program Other COVID-19 Costs Navy North Hanger Fire 127,794 993,591 - 255,316 - - - - 88,000,000 100 General Fund - Unrestricted 75,290,874 77,495,146 87,953,610 185,440,169 98,428,502 102 General Fund PARS Pension Trust - 41,810 46,130 60,000 60,000 186 Oblg Reimb Form Successor Agency 1,428 - - - 187 Backbone Fee Fund 2,570,890 60,160 884,309 5,700,360 10,288,171 189 200 Land Held for Resale Capital Projects Fund-CIP 8,493,888 2,677,518 13,215,560 2,466,378 8,738,044 2,038,559 15,424,876 1,859,248 74,768,082 12,206,578 120 CDBG 878,180 1,452,041 2,111,413 749,454 904,234 129 Cable PEG Fees 29,720 84,985 - 75,000 150,000 130 Gas Tax 2,230,188 1,580,312 2,117,165 4,181,001 4,270,498 131 Park Development 1,681,598 835,637 994,794 759,979 1,234,980 132 Park Develop. Tustin Legacy 2 - - 6,050,000 133 SCAQMD 516,660 97,049 - 247,082 - 134 Asset Forfeiture 25 (0) - 135 RNSP Asset Forfeiture 68 - 46,893 210,000 - 136 Supplemental Law Enforcement 136,487 172,070 53,357 176,124 237,101 137 Treasury RNSP Asset Forfeiture 6 - - - - 139 Measure M2 2,985,171 5,135,124 2,176,819 4,644,129 1,189,029 140 Road Maint & Rehab Alloc (13,870) 23,597 1,747,051 1,576,201 4,804,252 141 Tustin LLD 1,354,874 946,104 792,029 953,504 898,600 142 Tustin SL 916,165 460,843 590,152 698,308 1,772,457 171 Solid Waste 257,970 356,693 380,967 423,918 521,660 180 Special Events 24,607 599,074 509,063 647,960 755,880 181 Workers Compensation 1 1,610,088 1,364,056 1,814,156 1,709,143 1,736,600 182 Liability 1,216,884 1,173,859 1,869,797 2,738,339 4,861,000 183 Unemployment 13,133 13,144 6,430 15,000 20,000 184 Equipment Replacement Fund 414,352 1,012,277 1,000,758 1,044,000 2,980,932 185 Information Technology 2,363,992 2,910,964 3,059,840 3,851,774 5,017,601 300 Water Enterprise 17,962,760 23,272,704 22,328,402 22,487,832 23,433,187 301 Water Capital Fund 12,512,459 7,202,537 3,376,403 1,218,676 1,430,000 302 Water Emergency Fund - - - 1,000,000 305 2011 Water Rev Bond Fund 289,010 289,004 231 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Fund Description 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed 306 2013 Water Rev Bond Fund 9,103,481 13,222,296 2,168,247 951,750 307 420 2024 Water Rev Bond Fund American Rescue Plan Act (ARPA) - - - 6,359,132 - 5,415,387 2,325,000 4,344,500 1,180,000 3,215,567 431 Assess Dist. 95-1 Construction T 809,947 - - 82,830 - 433 CFD 04-1 729,461 714,367 693,309 704,006 700,406 434 CFD 06-1 Construction 2,598,519 167,845 83,831 67,000 2,422 435 CFD 06-1 Debt Service 3,533,069 3,520,575 3,591,365 3,657,019 3,732,231 436 CFD 07-1 Debt Service 977,697 967,005 1,063,236 1,073,325 1,047,300 440 CFD 13-1 3,500 - - - - 441 CFD 14-1 1,545,584 1,550,496 1,580,470 1,587,925 1,615,400 442 Special Tax B 4,433,734 4,624,929 5,066,557 5,336,780 6,303,025 443 CFD 14-1 Construction 4,378,007 3,415,043 1,084,484 444 CFD 18-1 3,500 - - - 561 570 571 2010 MCAS TABS Successor Agency (Trust Fund) PARS OPEB Trust 87,345 2,241,079 13,015 714 2,153,269 14,404 - 2,069,215 14,960 AM 3,932,428 20,000 - 3,930,873 20,000 575 577 Tustin Housing Authority voluntary Workforce Housing 1,367,285 - 504,326 - 1,492,620 - 2,054,148 2,107,169 2,174,290 - TOTAL EXPENSES - ALL FUNDS 168,240,348 179,475,529 168,959,822 286,135,956 281,940,858 241 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2024-2025 Expense Summary by Type - All Funds 2020-21 2021-22 2022-23 2023-24 2024-25 Fund Expense Actual Actual Actual Estimated Proposed 100 General Fund Personnel 42,676,506 46,565,050 49,403,391 53,657,731 58,112,100 Operations 26,909,191 30,638,285 38,511,849 43,697,088 40,025,551 Non -Operating / Navy North Hangar Fire 3,312,630 255,316 - 88,000,000 - Capital 2,392,546 36,495 38,370 85,350 290,850 100 Total General Fund Total off 75,290,874 77,495,146 87,953,610 185,440,169 98,428,502 102 General Fund - PARS Pension Trust Personnel - - - - - Operations 41,810 46,130 60,000 60,000 Capital - - - - 102 Total General Fund - PARS Pension TrustAMMMMM_ 41,810 46,130 60,000 60,000 186 Oblg Reimb From Successor Agency Personnel - - - - - Operations 1,428 Capital - - 186 Total Oblg Reimb From Successor Agency 187 Backbone Fee Personnel 54,889 57,492 59,783 64,088 85,629 Operations 9,189 1,918 618,662 605,120 21,147 Capital 2,506,812 750 205,865 5,031,152 10,181,395 187 Total Backbone Fee 2.570.890 60,160 884,309 5,700,360 10,288,171 189 Land Held for Resale Personnel 21,955 1,842,478 1,843,913 1,845,635 1,854,252 Operations 6,061,227 9,282,265 6,206,468 7,230,202 11,557,756 Capital 2,410,706 2,090,818 687,663 6,349,039 61,356,074 189 Total Land Held for Resale 8,493,888 13,215,560 8,738,044 15,424,876 74,768,082 200 CIP Personnel - - - - - Operations 28,246 113,468 46,580 47,765 3,170,000 Capital 2,649,273 2,352,910 1,991,978 1,811,483 9,036,578 200 Total CIP 2,677,518 2,466,378 2,038,559 1,859,248 12,206,578 120 Community Development Block Grant (CDBG) CDBG Admin Personnel 175,746 116,635 95,469 111,193 111,304 Operations 702,435 1,329,006 206,015 249,114 381,930 Total CDBG Admin 878,180 1,445,641 301,484 360,307 493,234 CDBG Capital Personnel - - - - - Operations - - - Capital 1,809,929 389,147 411,000 Total CDBG Capital - 1,809,929 389,147 411,000 CDBG Non -Dept Personnel 6,400 - - - Operations - Capital - Total CDBG Non -Dept - 6,400 - - - CDBG Total Personnel 175,746 123,035 95,469 111,193 111,304 Operations 702,435 1,329,006 206,015 249,114 381,930 Capital - - 1,809,929 389,147 411,000 251 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Fund Expense 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed 120 Total Community Development Block Grant (CDBG) 878,180 1,452,041 2,111,413 749,454 904,234 129 Cable PEG Fees Personnel - - - - Operations 29,720 84,985 75,000 150,000 Capital - - - - 129 Total Cable PEG Fees 29,720 84,985 75,000 150,000 130 Gas Tax Gas Tax, Non -Dept Personnel 4,553 7,558 20,264 19,881 22,616 Operations 2,481 864 - - - Capital - - - - - Total Gas Tax, Non -Dept 7,035 8,422 20,264 19,881 22,616 Gas Tax, CIP Personnel 109,231 109,680 288,027 279,230 268,782 Operations 1,631,689 1,459,368 1,808,874 1,735,890 1,825,100 Capital 482,233 2,842 - 2,146,000 2,154,000 Total Gas Tax, CIP 2,223,153 1,571,890 2,096,901 4,161,120 4,247,882 Gas Tax Total Personnel 113,784 117,238 308,291 299,111 291,398 Operations 1,634,171 1,460,233 1,808,874 1,735,890 1,825,100 Capital 482,233 2,842 - 2,146,000 2,154,000 130 Total Gas Tax 2,230,188 1,580,312 2,117,165 4,181,001 4,270,498 131 Park Dev, CIP Personnel - - - - - Operations 72,612 589,242 102,614 104,328 44,328 Capital 1,608,985 246,395 892,180 655,651 1,190,652 131 Total Park Dev, CIP 1,681,598 835,637 994,794 759,979 1,234,980 132 Park Dev Tustin Legacy, CIP Personnel - - - - - Operations 2 - Capital - 6,050,000 132 Total Park Dev Tustin Legacy, CIP 2 - - - 6,050,000 133 SCAQMD, Non -Departmental Personnel - - Operations 516,660 37,553 - Capital - 59,496 247,082 133 Total SCAQMD, Non -Departmental 516,660 - 247,082 134 Asset Forfeit, Non -Dept. Personnel - - - Operations 25 (0) Capital - - 134 Total Asset Forfeit, Non -Dept. 25 135 RNSP Asset Forfeit, Non -Dept. Personnel - Operations - 46,893 210,000 Capital 68 - - - 135 Total RNSP Asset Forfeit, Non -Dept. 68 46,893 210,000 - 136 Suppl Law Enforcement, CIP Personnel 136,370 125,579 53,357 176,124 237,101 Operations 117 46,490 - - - Capital - - - - - 136 Total Suppl Law Enforcement, CIP 53,357 176,124 237,101 261 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2020-21 2021-22 2022-23 2023-24 2024-25 Fund Expense Actual Actual Actual Estimated Proposed 139 Measure M2 Measure M2 - Non -Dept Personnel - - - - Operations 158,658 1,963,211 179,054 80,000 80,000 Capital - - - - - Total Measure M2 - Non -Dept 158,658 1,963,211 179,054 80,000 80,000 Measure M2 - Capital Personnel - - - - - Operations 360,138 169,627 155,134 140,000 - Capital 2,466,375 3,002,286 1,842,630 4,424,129 1,109,029 Total Measure M2 - Capital 2,826,513 3,171,913 1,997,764 4,564,129 1,109,029 Measure M2 Personnel - - - - - Operations 518,796 2,132,838 334,189 220,000 80,000 Capital 2,466,375 3,002,286 1,842,630 4,424,129 1,109,029 139 Total Measure M2 2,985,171 5,135,124 2,176,819 4,644,129 1,189,029 140 Road Maint & Rehab Personnel 21,955 23,437 23,912 25,634 34,252 Operations 22,038 - 93,715 567 - Capital (57,863) 160 1,629,425 1,550,000 4,770,000 140 Total Road Maint & Rehab (13,870) 23,597 1,747,051 1,576,201 4,804,252 141 Tustin LLD, Special District Personnel - - - - - Operations 1,354,874 946,104 792,029 953,504 898,600 Capital - - - - - 141 Total Tustin LLD, Special District 1,354,874 946,104 792,029 953,504 898,600 142 Tustin SL Tustin SL-Capital Personnel 2,900 8,089 92,882 101,800 121,811 Operations 411,967 444,264 489,165 588,556 641,600 Capital - 8,017 - - - Total Tustin SL-Capital 414,867 460,371 582,047 690,356 763,411 Tustin SL - Non -Dept Personnel - - - - - Operations 501,298 472 8,105 7,952 1,009,046 Capital - - - - - Total Tustin SL - Non -Dept 501,298 472 8,105 7,952 1,009,046 Tustin SL Personnel 2,900 8,089 92,882 101,800 121,811 Operations 913,265 444,736 497,270 596,508 1,650,646 Capital - 8,017 - - - 142Total Tustin SL 916,165 460,843 590,152 698,308 1,772,457 171 Solid Waste Personnel 139,996 152,490 147,245 150,634 231,660 Operations 117,974 204,203 233,722 273,284 290,000 171 Total Solid Waste 257,970 356,693 380,967 423,918 180 Special Events Special Events - Tustin Street Fair Personnel - - - - 60,000 Operations (16) 309,649 146,204 255,880 255,880 Capital - - - - - Total Special Events - Tustin Street Fair (16) 309,649 146,204 255,880 315,880 271 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Fund Expense 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed Special Events - Tustin Tiller Days Personnel - - - - 55,000 Operations 11,098 232,035 298,311 247,000 240,000 Capital - - - - - Total Special Events - Tustin Tiller Days 11,098 232,035 298,311 247,000 295,000 Special Events - Other Personnel - - - - - Operations 13,525 57,390 64,548 105,080 105,000 Capital - - - - - Total Special Events - Other 13,525 57,390 64,548 105,080 105,000 Special Events - Public Arts Personnel - - - - - Operations 40,000 40,000 Capital - - Total Special Events - Public Arts - - 40,000 40,000 Special Events Total Personnel - - - - 115,000 Operations 24,607 599,074 509,063 647,960 640,880 Capital - - - - - 180 Total Special Events IF 509,063 647,960 755,880 181 Workers Comp, Self -Insurance Personnel - - - - - Operations 1,610,088 1,364,056 1,804,618 1,704,143 1,731,600 Capital - - 9,538 5,000 5,000 181 Total Workers Comp, Self -Insurance 1,610,088 1,364,056 1,814,156 1,709,143 1,736,600 182 Liability, Self -Insurance Personnel - - - - - Operations 1,216,884 1,173,859 1,869,797 2,738,339 4,861,000 Capital - - - - - 182 Total Liability, Self -Insurance 1,216,884 1,173,859 1,869,797 2,738,339 4, 183 Unemployment, Self -Insurance Personnel - - - - - Operations 13,133 13,144 6,430 15,000 20,000 Capital - - - - - 183 Total Unemployment, Self -Insurance 13,133 13,144 15,000 20,000 184 Equipment Replacement Personnel - - - - - Operations 1,281 562 72,633 120,000 120,000 Capital 413,071 1,011,715 928,125 924,000 2,860,932 184 Total Equipment Replacement 414,352 1,012,277 1,000,758 1,044,000 2,980,932 185 Information Technology Personnel 581,203 652,347 602,181 611,614 720,101 Operations 1,152,742 1,274,832 1,321,162 1,924,800 2,537,500 Capital 630,047 983,785 1,136,497 1,315,360 1,760,000 185 Total Information Technology 2,363,992 2,910,964 3,059,840 3,851,774 5,017,601 300 Water Enterprise Fund Water, Service Billing Personnel 826,930 841,974 894,475 934,468 975,045 Operations 2,979,504 4,141,966 3,495,981 2,845,900 2,104,500 Capital 45,108 15,362 15,382 20,000 50,000 Total Water, Service Billing 3,851,541 4,999,302 4,405,838 3,800,368 3,129,545 281 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Fund Expense 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed Water, Administration Personnel 697,491 703,711 797,754 852,166 1,213,477 Operations 1,958,277 3,963,269 4,163,680 3,699,709 4,264,868 Capital - - - - - Total Water, Administration 2,655,768 4,666,980 4,961,434 4,551,875 5,478,345 Water Distribution Personnel 1,214,614 1,371,486 1,256,262 1,346,584 1,296,559 Operations 201,060 354,331 212,301 301,375 276,400 Capital - 21,799 - - 60,000 Total Water Distribution 1,415,674 1,747,616 1,468,563 1,647,959 1,632,959 Main Street Facilities Personnel 60,940 65,144 213,874 205,403 233,146 Operations 40,641 46,012 101,589 25,417 2,021,650 Capital - - - - - Total Main Street Facilities 101,580 111,156 315,464 230,820 2,254,796 17th Street Desalter Personnel 219,005 219,031 147,937 140,815 170,612 Operations 2,329,113 2,183,760 2,494,432 2,471,550 2,555,300 Capital - - - - - Total 17th Street Desalter 2,548,118 2,402,790 2,642,369 2,612,365 2,725,912 Imported Water Personnel 108,366 116,611 102,326 78,119 139,669 Operations 3,088,193 6,055,368 5,652,235 5,633,320 5,009,300 Capital - - - - - Total Imported Water 3,196,559 6,171,979 5,754,561 5,711,439 5,148,969 Water Production Personnel 288,896 301,690 306,133 276,101 355,770 Operations 3,665,401 2,426,371 2,045,653 3,292,140 2,300,100 Capital - - - - - Total Water Production 3,954,297 2,728,061 2,351,786 3,568,241 2,655,870 Non -Departmental Personnel 239,223 395,906 428,387 364,765 406,791 Operations - 48,914 - - - Capital - - - - - Total Non -Departmental 239,223 444,820 428,387 364,765 406,791 Water Utility Fund Total Personnel 3,655,464 4,015,552 4,147,149 4,198,421 4,791,069 Operations 14,262,188 19, 219,990 18,165,872 18, 269,411 18, 532,118 Capital 45,108 37,162 15,382 20,000 110,000 300 Total Water Enterprise Fund 17,962,760 23,272,704 22,328,402 22,487,832 23,433,187 301 Water Capital Fund Personnel - - - - - Operations 8,124,112 4,454,041 662,245 500,000 600,000 Capital 4,388,348 2,748,496 2,714,159 718,676 830,000 301 Total Water Capital Fund 12,512,459 7,202,537 3,376,403 1,218,676 1,430,000 302 Water Enterprise Emergency Fund Personnel - - - - - Operations 1,000,000 Capital Outlay - 302 Total Water Enterprise Emergency Fund 1,000,000 291 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Fund Expense 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed 303 Water Rate Stabilization Reserve Fund Personnel Operations Capital Outlay 303 Total Water Rate Stabilization Reserve Fund 305 2011 Water Revenue Bond Fund Personnel - - Operations 10 289,004 Capital Outlay 289,000 - 305 Total 2011 Water Revenue Bond Fund 289,010 289,004 - 306 2013 Water Revenue Bond Fund Personnel - - - Operations 1,761 13,222,296 2,048,247 - Capital Outlay 9,101,720 - 120,000 951,750 306 Total 2013 Water Revenue Bond Fund 9,103,481 13,222,296 2,168,247 951,750 307 2024 Water Revenue Bond Fund Personnel - - - - Operations 125,000 Capital Outlay 2,200,000 1,180,000 307 Total 2024 Water Revenue Bond - 2,325,000 1,180,000 420 ARPA Personnel - - Operations 6,359,132 5,415,387 4,344,500 3,215,567 Capital - - - - 420Total ARPA 6,359,132 5,415,387 4,344,500 3,215,567 431 Assess. District 95-1 Construction Personnel - - - - Operations 809,947 82,830 Capital - - 431 Total Assess. District 95-1 Construction 809,947 - 82,830 433 CFD 04-1 Personnel - - - - Operations 729,461 714,367 693,309 704,006 700,406 Capital - - - - - 433 Total CFD 04-1 729,461 714,367 693,309 704,006 700,406 434 CFD 06-1 Construction Personnel - - - - - Operations 54,387 0 - - 2,422 Capital 2,544,132 167,844 83,831 67,000 - 434 Total CFD 06-1 Construction 2,598,519 167,845 83,831 67,000 2,422 435 CFD 06-1 Debt Svs Personnel - - - - - Operations 3,533,069 3,520,575 3,591,365 3,657,019 3,732,231 Capital - - - - - 435 Total CFD 06-1 Debt Svs 3,533,069 ,520,575 3,591,365 3,657,019 3,732,231 436 CFD 07-1 Debt Svs Personnel - - - - - Operations 977,697 967,005 1,063,236 1,073,325 1,047,300 Capital - - - - - 436 Total CFD 07-1 Debt Svs 977,697 967,005 1,063,236 1,073,325 1,047,300 301 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 15 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Fund Expense 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed 440 CFD 13-01 Personnel - Operations 3,500 Capital - 440 Total CFD 13-01 3,500 Il - 441 CFD 14-01 Debt Service Personnel - Operations 1,545,584 1,550,496 1,580,470 1,587,925 1,615,400 Capital - - - - - 441 Total CFD 14-01 Debt Service 1,545,584 1,550,496 1,580,470 1,587,925 1,615,400 442 Special Tax B Personnel - - - - - Operations 4,433,734 4,624,929 5,066,557 5,336,780 6,303,025 Capital - - - - - 442 Total Special Tax B IN4,433,734 4,624,929 5,066,557 5,336,780 6,303,025 443 CFD 14-01 Construction Personnel - - - - - Operations 4,000,000 169,388 191,520 Capital 378,007 3,245,655 892,964 443 Total CFD 14-01 Construction 4,378,007 3,415,043 444 CFD 18-01 Construction Personnel - - Operations 3,500 Capital - 444 Total CFD 18-01 Construction 3,500 - 561 MCAS 2010 TABs Personnel - 714 Operations 0 0 Capital 87,345 - 561 Total MCAS 2010 TABS 87,345 - - 571 PARS OPEB Personnel - - - - - Operations 13,015 14,404 14,960 20,000 20,000 Capital - - - - - 571 Total PARS OPEB 13,015 14,404 14,960 20,000 20,000 575 Tustin Housing Authority Personnel 415,647 437,466 425,540 227,568 224,405 Operations 951,638 66,860 1,067,080 1,814,580 1,949,885 Capital - - - 12,000 - 575 Total Tustin Housing Authority 1,367,285 504,326 1,492,620 2,054,148 2,174,290 577 Voluntary Workforce Housing Incentive Prog Personnel - - - 7,169 - Operations 2,100,000 Capital - 577 Total Voluntary Workforce Housing Incentive Prog - 2,107,169 570 Successor Agency Personnel - Operations 2,241,079 2,153,269 2,069,215 3,932,428 3,930,873 Debt Service - - - - - 570 Total Successor Agency 2,241,079 2, =5 3,932,428 3,930,873 311 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Fund Expense 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Estimated Proposed All Funds Personnel 47,996,415 54,120,966 57,203,112 61,476,721 66,930,083 Operations 84,595,384 109,104,420 96,758,173 107,756,416 111,715,266 Non -Operating Expenditures 3,312,630 255,316 - 88,000,000 - Capital 32,335,913 15,994,828 14,998,537 28,902,819 103,295,510 TOTAL EXPENSES - ALL FUNDS 168,240,342 179,475,529 168,959,822 286,135,956 281,940,858 321Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2024-2025 Department/Division Expense Summary - General Fund Dept Expense 2020-21 2021-22 2022-23 2023-24 2024-25 Name Actual Actual Actual Estimated Proposed City Council Personnel - - 22,368 39,027 38,043 Operations 12,886 21,420 27,894 26,300 51,400 Capital - - - Total City Council 12,886 21,420 50,26 89,443 City Clerk Personnel 518,564 550,942 594,849 612,791 691,391 Operations 150,594 136,385 275,054 207,500 402,500 Capital - 9,787 - - 38,500 Total City Clerk 669,158 697,115 869,904 820,291 1,132,391 City Attorney Personnel - - - - - Operations 817,270 851,020 727,834 1,069,150 900,000 Capital - - - - - Total City Attorney 817,270 851,020 727,834 1,069,150 900,000 City Manager's Office Personnel 762,027 830,594 853,179 653,987 855,325 Operations 39,604 42,520 51,805 182,300 86,100 Capital - - - - 40,000 Total City Manager's Office 801,631 873,114 904,984 836,287 981,425 Economic Development Personnel 773,689 968,989 992,958 1,621,298 1,773,934 Operations 185,703 135,342 205,713 361,836 443,217 Capital - - - - - Total Economic Development 959,391 1,104,332 1,198,671 1,983,134 2,217,151 Finance Personnel 1,360,185 1,448,430 1,476,850 1,569,243 1,596,599 Operations 295,454 290,023 307,814 319,122 425,000 Capital - - - - 3,000 Total Finance 1,655,639 1,738,453 1,784,663 1,888,365 2,024,599 Human Resources Personnel 740,311 776,196 873,620 921,030 1,017,787 Operations 232,908 241,114 296,051 335,725 531,725 Capital - - - 5,000 500 Total Human Resources 973,220 1,017,310 1,169,671 1,261,755 1,550,012 Community Development Planning Personnel 1,605,943 1,573,502 1,531,715 1,724,892 1,801,784 Operations 259,049 422,906 379,021 1,061,500 737,100 Capital - - 10,919 10,000 7,500 Total Planning 1,864,992 1,996,407 1,921,656 2,796,392 2,546,384 Building Personnel 714,916 919,535 1,081,669 1,081,935 1,184,438 Operations 877,004 873,046 1,151,333 1,023,803 989,770 Capital - - - - - Total Building 1,591,919 1,792,581 2,233,002 2,105,738 2,174,208 Code Enforcement Personnel 313,176 342,457 166,916 228,494 206,718 Operations 155,392 125,973 212,170 182,500 158,600 Capital - - - - - Total Code Enforcement 468,567 468,430 379,086 410,994 365,318 331 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Dept 2020-21 2021-22 2022-23 2023-24 2024-25 Expense Name Actual Actual Actual Estimated Proposed Community Development Personnel 2,634,034 2,835,493 2,780,300 3,035,321 3,192,940 Operations 1,291,444 1,421,925 1,742,525 2,267,803 1,885,470 Capital - - 10,919 10,000 7,500 Total Community Development 3,925,479 4,257,418 4,533,744 5,313,124 5,085,910 Public Works Administration Personnel 524,905 549,430 559,253 657,748 747,027 Operations 569,918 540,457 644,075 900,350 1,190,100 Capital - - - - - Total Administration 1,094,823 1,089,887 1,203,32 1,558,098 1,937,127 Engineering Personnel 1,126,519 1,143,728 1,415,413 1,518,159 1,689,566 Operations 27,709 104,699 87,244 227,000 253,000 Capital - - - - - Total Engineering 1,154,228 1,248,427 1,502,657 1,745,159 1,942,566 Streets Personnel 669,954 763,578 620,191 691,813 636,395 Operations 157,995 2,533,362 165,104 149,850 243,700 Capital 2,370,752 - - - - Total Streets 3,198,700 3,296,940 785,295 841,663 880,095 Landscape Personnel 1,761,534 1,969,006 1,834,629 1,758,791 2,321,041 Operations 3,833,386 4,234,265 4,474,801 4,848,362 4,876,100 Capital - - - - Total Landscape 5,594,920 6,203,271 6,309,429 6,607,153 7,197,141 Water Quality Personnel 175,966 173,672 183,971 191,319 196,815 Operations 324,636 321,538 427,192 485,000 510,000 Capital - - - - - Total Water Quality 500,602 495,211 611,163 676,319 706,815 Fleet Maintenance Personnel 520,783 535,087 552,312 564,690 579,146 Operations 545,334 717,363 813,885 839,950 833,350 Capital - - - - - Total Fleet Maintenance 1,066,117 1,252,450 1,366,197 1,404,640 1,412,496 Building Facilities Personnel 422,434 371,248 289,938 410,830 473,080 Operations 2,461,699 2,472,230 2,666,040 2,915,800 2,953,300 Capital - - - - 50,000 Total Building Facilities 2,884,133 2,843,478 2,955,979 3,326,630 3,476,380 Public Works Personnel 5,202,095 5,505,748 5,455,707 5,793,350 6,643,069 Operations 7,920,676 10,923,915 9,278,341 10,366,312 10,859,550 Capital 2,370,752 - - - 50,000 Total Public Works 15,493,523 16,429,663 14,734,048 16,159,662 17,552,619 Police Department Administration Personnel 1,160,008 1,204,826 1,535,327 1,783,382 1,808,618 Operations 2,106,913 1,073,475 2,136,219 2,733,860 3,273,460 Capital - - - - - Total Administration 3,266,921 2,278301 3,671,546 4,517,242 5,082,078 City Operations Personnel 2,541,442 3,010,146 3,226,079 3,578,545 4,033,932 Operations 639,238 769,149 979,989 1,212,710 1,178,084 341 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl -.00000001- Dept 2020-21 2021-22 2022-23 2023-24 2024-25 Expense Name Actual Actual Actual Estimated Proposed Capital - - - - 95,000 Total City Operations 3,180,680 3,779,294 4,206,068 4,791,255 5,307,017 North Area Division Personnel 3,966,033 4,383,275 5,160,225 5,905,745 5,676,471 Operations 91,063 65,817 66,770 56,259 59,259 Capital - - - - - Total North Area Division 4,057,096 4,449,092 5,226,994 5,962,004 5,735,730 South Area Division Personnel 4,826,596 5,412,994 5,102,592 5,664,469 6,307,232 Operations 77,795 69,593 57,882 77,159 77,159 Capital - - - - - Total South Area Division 4,904,391 5,482,587 5,160,474 5,741,628 6,384,391 Special Operations Division Personnel 4,477,615 4,916,851 5,185,609 4,677,024 5,476,202 Operations 169,537 155,045 145,741 242,825 242,825 Capital - - - - - Total Special Operations Division 4,647,152 5,071,896 5,331,349 4,919,849 5,719,027 Professional Standards Division Personnel 2,084,539 2,086,187 2,305,989 3,361,205 2,389,353 Operations 400,687 441,579 632,423 696,865 838,068 Capital - - - - - Total Professional Standards Division 2,485,227 2,527,767 2,938,412 4,058,070 3,227,421 Field Support Services Personnel 2,723,699 2,772,030 2,775,942 2,964,155 3,734,069 Operations 211,324 187,104 285,524 331,625 355,625 Capital - - - - - Total Field Support Services 2,935,023 2,959,134 3,061,466 3,295,780 4,089,694 Operations Support Services Personnel 1,750,839 1,662,977 1,719,025 1,872,273 2,049,716 Operations 307,581 290,082 323,595 257,122 330,622 Capital - - - - - Total Operations Support Services 2,058,420 1,953,059 2,042,620 2,129,395 2,380,338 Behavioral Response Unit Personnel - 96,608 158,153 - 188,045 Operations 55 - - Capital - - - Total Behavioral Response Unit - 96,663 158,153 - 188,045 Police Department Personnel 23,530,772 25,545,894 27,168,941 29,806,798 31,663,638 Operations 4,004,138 3,051,899 4,628,142 5,608,425 6,355,102 Capital - - - - 95,000 [ Total Police Department 27,534,909 28,597,794 31,797,083 35,415,223 38,113,740 Fire Service Contract Personnel - - - - - Operations 9,213,773 9,759,428 10,015,568 10,623,700 11,044,939 Capital - - - - - Total Fire Service Contract 9,213,773 9,759,428 10,015,568 10,623,700 11,044,939 Parks & Recreation Administration Personnel 350,538 488,096 533,164 568,885 614,626 Operations 552,892 530,098 648,724 803,649 958,750 Capital 689 - - 850 850 Total Administration 904,118 1,018,194 1,181,887 1,373,384 1,574,226 Sports Personnel 739,954 674,826 704,330 817,762 886,358 Operations 187,508 275,611 327,661 372,600 366,800 351 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Dept 2020-21 2021-22 2022-23 2023-24 2024-25 Expense Name Actual Actual Actual Estimated Proposed Capital 1,088 1,942 4,285 16,000 5,000 Total Sports 928,550 952,379 1,036,275 1,206,362 1,258,158 Classes/Cultural Services Personnel 305,066 266,786 286,005 305,148 262,154 Operations 381,748 774,977 935,251 893,700 894,200 Capital 16,913 17,994 17,687 21,000 21,000 Total Classes/Cultural Services 703,728 1,059,757 1,238,943 1,219,848 1,177,354 Veterans Sports Park/The Annex Personnel - 182,110 233,639 228,081 366,082 Operations 172,251 121,188 119,100 134,100 Capital - 2,369 1,629 5,000 2,000 Total Veterans Sports Park/The Annex - 356,729 356,456 352,181 502,182 Senior Citizens Personnel 452,405 464,338 502,238 468,133 512,286 Operations 14,535 76,282 99,381 115,200 117,100 Capital - - - - - Total Senior Citizens 466,940 540,620 601,619 583,333 629,386 Special Services Personnel 292,449 307,425 312,764 309,974 381,324 Operations 6,927 8,572 6,450 7,700 8,000 Capital 1,990 2,404 2,155 25,000 25,000 Total Special Services 301,366 318,401 321,369 342,674 414,324 Tustin Youth Center Personnel 362,375 380,734 453,051 430,862 400,655 Operations 25,906 38,432 38,673 43,800 46,600 Capital 1,115 2,000 1,695 2,500 2,500 Total Tustin Youth Center 389,395 421,166 493,419 477,162 449,755 Parks & Recreation Personnel 2,502,787 2,764,314 3,025,190 3,128,845 3,423,485 Operations 1,169,515 1,876,223 2,177,327 2,355,749 2,525,550 Capital 21,795 26,708 27,451 70,350 56,350 Total Parks & Recreation 3,694,097 4,667,245 5,229,968 5,554,944 6,005,385 Non -Departmental Personnel 4,652,042 5,338,449 6,159,430 6,476,041 7,215,889 Operations 1,575,226 1,887,071 8,777,782 9,973,166 4,514,998 Capital - - - - - Total Non -Departmental 6,227,269 7,225,520 14,937,212 16,982,556 11,730,887 Non -Operating Expenditures Small Business Assistance 2,191,245 - - - - Non -Profit Assistance - - Meal Gap Program 127,794 255,316 Other COVID-19 Costs 993,591 - - Navy North Hangar Fire - - 88,000,000 Total Non -Operating Expenditures 3,312,630 255,316 88,000,000 General Fund Total Personnel 42,676,506 46,565,050 49,403,391 53,657,731 58,112,100 Operations 26,909,191 30,638,285 38,511,849 43,697,088 40,025,551 Non -Operating Expenditures / Navy North Hangar 3,312,630 255,316 - 88,000,000 - Fire Capital 2,392,546 36,495 38,370 85,350 290,850 TOTAL EXPENSES - GENERAL FUND 1 75,290,874 77,495,146 87,953,610 165,440,169 98,428,502 361 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2024-2025 Position Control List 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Position Summary by Department City Clerk 4.50 4.50 4.50 5.00 0.50 City Manager's Office 5.00 5.00 6.00 6.00 0.00 Community Development 21.50 22.50 22.50 22.50 0.00 Economic Development 7.00 7.00 7.00 9.00 2.00 Finance 22.50 23.00 23.00 23.00 0.00 Human Resources 5.25 5.50 5.50 6.00 0.50 Parks & Recreation 17.00 17.00 17.00 18.00 1.00 Police Department 153.00 154.00 158.00 159.00 1.00 Public Works 78.75 78.00 82.00 83.00 1.00 Total Position Control - All Departments 314.50 331.50 6.00 City Clerk Administrative Assistant 1 2.50 1.50 1.50 1.50 0.00 City Clerk 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 0.00 Management Assistant z 0.00 1.00 1.00 1.50 0.50 Total City Clerk 4.50 4.50 5.00 City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 0.00 City Manager 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 Executive Coordinator 3 1.00 1.00 1.00 0.00 -1.00 Management Analyst 1/11 4 0.00 0.00 1.00 0.00 -1.00 Sr. Executive Coordinator 3 0.00 0.00 0.00 1.00 1.00 Senior Management Analyst ^ 1.00 1.00 1.00 2.00 1.00 Total City Manager's Office 5.00 5.00 6.00 6.00 0.00 Community Development Administrative Assistant 1.00 1.00 1.00 1.00 0.00 Assistant Director of CD - Building 1.00 1.00 0.00 0.00 0.00 Assistant Director of CD - Planning 1.00 1.00 1.00 1.00 0.00 Assistant Planner 1.00 1.00 1.00 1.00 0.00 Associate Planner 1.00 1.00 1.00 1.00 0.00 Building Inspector 2.00 2.00 2.00 2.00 0.00 Building Official 0.00 0.00 1.00 1.00 0.00 Building Permit Technician 3.00 2.00 2.00 2.00 0.00 Code Enforcement Officer 1.50 1.50 1.50 1.50 0.00 Deputy Building Official 1.00 1.00 0.00 0.00 0.00 Director of Community Development 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/II 1.00 1.00 1.00 1.00 0.00 Planning Technician 0.00 1.00 1.00 1.00 0.00 Plans Examiner 0.00 0.00 1.00 1.00 0.00 Principal Plan Check Engineer 0.00 0.00 0.00 0.00 0.00 Principal Planner 1.00 1.00 1.00 1.00 0.00 Senior Building Inspector 1.00 1.00 1.00 1.00 0.00 Senior Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00 Senior Building Permit Technician 0.00 1.00 1.00 1.00 0.00 Senior Planner 3.00 3.00 3.00 3.00 0.00 371 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Total Community Development 21.50 22.50 22.50 22.50 0.00 Economic Development Deputy Director of Economic Development 1.00 1.00 1.00 1.00 0.00 Deputy Director of Economic Development Legacy 5 0.00 0.00 0.00 1.00 1.00 Director of Economic Development 1.00 1.00 1.00 1.00 0.00 Economic Development & Housing Manager 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 5 1.00 0.00 0.00 2.00 2.00 Management Assistant 1.00 1.00 0.00 0.00 0.00 Senior Management Assistant 0.00 0.00 1.00 1.00 0.00 Senior Management Analyst 5 1.00 2.00 2.00 1.00 -1.00 Total Economic Development 9.00 Finance Accountant 1.00 1.00 2.00 2.00 0.00 Accounting Specialist 2.50 3.00 3.00 3.00 0.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00 Deputy Director of Finance 2.00 2.00 2.00 2.00 0.00 Director of Finance/City Treasurer 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 Information Technology Specialist 3.00 3.00 0.00 0.00 0.00 Information Technology Supervisor 0.00 0.00 1.00 1.00 0.00 Management Analyst 1 1.00 1.00 2.00 2.00 0.00 Management Analyst 11 0.00 1.00 1.00 1.00 0.00 Management Assistant 1.00 1.00 1.00 1.00 0.00 Senior Accountant 1.00 1.00 0.00 0.00 0.00 Senior Accounting Specialist 2.00 2.00 1.00 1.00 0.00 Senior Information Tech Specialist 1.00 1.00 3.00 3.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 Senior Management Assistant 2.00 1.00 1.00 1.00 0.00 Water Meter Reader 2.00 2.00 2.00 2.00 0.00 Total Finance 23.00 23.00 23.00 0.00 Human Resources Administrative Assistant 1.2 0.50 0.50 0.50 0.50 0.00 Director of Human Resources 1.00 1.00 1.00 1.00 0.00 Human Resources Manager' 0.00 0.00 0.00 1.00 1.00 Management Analyst 1/11 0.75 1.00 2.00 2.00 0.00 Management Assistant Z 2.00 1.00 1.00 1.50 0.50 Senior Management Analyst' 1.00 1.00 1.00 0.00 -1.00 Senior Management Assistant 0.00 1.00 0.00 0.00 0.00 Total Human Resources 5.25 5.50 5.50 6.00 Parks & Recreation Administrative Assistant 11 2.00 2.00 2.00 1.00 -1.00 Deputy Director of Parks & Recreation 9 0.00 0.00 0.00 1.00 1.00 Director of Parks & Recreation 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 10 0.00 0.00 0.00 1.00 1.00 Recreation Coordinator 6.00 6.00 6.00 6.00 0.00 Recreation Facilities Lead 2.00 2.00 2.00 2.00 0.00 Recreation Program Specialist 0.00 0.00 0.00 0.00 0.00 Recreation Superintendent 1.00 1.00 1.00 0.00 -1.00 381 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 00000000- 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Recreation Supervisor e 2.00 2.00 2.00 3.00 1.00 Sr. Management Assistant l°,11 1.00 1.00 1.00 1.00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 0.00 Total Parks & Recreation IMMMW17.00 NNIMM 17.00 18.00 1.00 Police Department Behavioral Health Bureau Commander 0.00 1.00 0.00 0.00 0.00 Crime Analyst (SLESF Grant Funded) 1.00 1.00 0.00 0.00 0.00 Deputy Police Chief 1.00 0.00 0.00 0.00 0.00 Management Analyst 1/11 (SLESF Grant Funded) 0.00 0.00 1.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 0.00 Management Assistant 1.00 1.00 1.00 1.00 0.00 Police Captain 1.00 3.00 3.00 3.00 0.00 Police Chief 1.00 1.00 1.00 1.00 0.00 Police Civilian Commander 1.00 0.00 0.00 0.00 0.00 Police Communications Lead 2.00 2.00 2.00 2.00 0.00 Police Communications Officer 1/11 10.00 10.00 10.00 10.00 0.00 Police Fleet Coordinator 1.00 1.00 1.00 1.00 0.00 Police Lieutenant 12 5.00 5.00 5.00 6.00 1.00 Police Officer 72.00 72.00 72.00 72.00 0.00 Police Officer (SRO) 1.00 1.00 2.00 2.00 0.00 Police Records Lead 2.00 2.00 2.00 2.00 0.00 Police Records Specialist 10.00 10.00 10.00 10.00 0.00 Police Sergeant 18.00 18.00 19.00 19.00 0.00 Police Services Officer 1/11/111 15.00 15.00 16.00 16.00 0.00 Police Support Services Manager 2.00 2.00 2.00 2.00 0.00 Police Support Services Supervisor 4.00 4.00 5.00 5.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 1.00 1.00 2.00 2.00 0.00 Total Police Department 153.00 154.00 158.00 159.00 1.00 Public Works Assistant Engineer 2.00 2.00 2.00 2.00 0.00 Assistant Director of Public Works 0.00 1.00 1.00 1.00 0.00 Associate Engineer 1.00 1.00 2.00 2.00 0.00 Deputy Director of PW - Engineering 1.00 1.00 0.00 0.00 0.00 Deputy Director of PW - City Engineer 0.00 0.00 2.00 2.00 0.00 Deputy Director of PW - Operations 0.00 1.00 1.00 1.00 0.00 Director of PW / City Engineer 1.00 1.00 1.00 1.00 0.00 Electrician 1.00 1.00 1.00 1.00 0.00 Equipment Mechanic 3.00 2.00 2.00 2.00 0.00 Equipment Operator 3.00 3.00 3.00 3.00 0.00 Field Services Manager 1.00 1.00 1.00 1.00 0.00 Maintenance Leadworker 13 5.00 5.00 5.00 6.00 1.00 Maintenance Supervisor 5.00 4.00 5.00 5.00 0.00 Maintenance Worker/Sr. Maintenance Worker 20.00 22.00 22.00 22.00 0.00 Management Assistant 1.00 3.00 3.00 3.00 0.00 Principal Engineer 3.00 3.00 3.00 3.00 0.00 Public Works Inspector 1.00 1.00 1.00 1.00 0.00 Public Works Manager 2.00 2.00 2.00 2.00 0.00 391 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Department Position 2021-22 2022-23 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 Senior Management Assistant 2.00 2.00 2.00 2.00 0.00 Senior Public Works Inspector 2.00 2.00 2.00 2.00 0.00 Equipment Mechanic Leadworker 3.00 1.00 1.00 1.00 0.00 Water Distribution Leadworker 1.00 2.00 2.00 2.00 0.00 Water Distribution Operator 1/11 8.00 7.00 7.00 7.00 0.00 Water Equipment Operator 2.00 2.00 2.00 2.00 0.00 Water Maintenance & Construction Supervisor 1.00 1.00 1.00 1.00 0.00 Water Services Manager 1.00 0.00 1.00 1.00 0.00 Water Treatment Leadworker 2.75 1.00 1.00 1.00 0.00 Water Treatment Operator 1 1.25 1.00 1.00 1.00 0.00 Water Treatment Operator 11 2.75 3.00 3.00 3.00 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 0.00 Total Public Works 78.00 82.00 83.00 1.00 POSITION CONTROL GRAND TOTAL 314.5 316.50 325.50 331.50 Footnotes 1 City Clerk/Human Resources - 24/25 Budget Add - Shared Administrative Assistant 2 City Clerk/Human Resources - 24/25 Budget Reclass - Shared Administrative Assistant to Shared Management Assistant 3 City Manager's Office - 24/25 Budget Reclass - Executive Coordinator to Sr. Executive Coordinator 4 City Manager's Office - 24/25 Budget Reclass - Reclass Management Analyst to Sr. Management Analyst 5 Economic Development - 24/25 Budget Reclass - Sr. Management Analyst to Deputy Director Economic Development Legacy 6 Economic Development - 24/25 Budget Add - Two (2) Management Analyst 1/11 7 Human Resources - 24/25 Budget Reclass - Sr. Management Analyst to Human Resources Manager 8 Parks & Recreation - 24/25 Budget Add - Recreation Supervisor 9 Parks & Recreation - 24/25 Budget Reclass - Recreation Superintendent to Deputy Director Parks & Recreation 10 Parks & Recreation - 24/25 Budget Reclass - Sr. Management Assistant to Management Analyst 1/11 11 Parks & Recreation - 24/25 Budget Reclass - Administrative Assistant to Sr. Management Assistant 12 Police Department - 24/25 Budget Add - Lieutenant 13 Public Works - 24/25 Budget Add - Maintenance Leadworker 401 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Represent the Set Policy Propose &Approve Community Local Legislation DESCRIPTION: The City Council provides policy direction with regard to City services. Through its review and approval of the City's annual operating and capital improvement budgets, the City Council determines the types and levels of City services. The City Council authorizes changes in the Municipal Code through adoption of ordinances. Policy direction is given by the City Council to the Planning Commission, the Community Services Commission, Audit Commission, Public Art 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, Orange County Library Board, Santa Ana River Flood Protection Agency, Water Advisory Committee of Orange County, and Newport Bay Watershed Executive Committee. 411 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 421 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl rlTv rnl ihirll 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES CITY COUNCIL ALL Funds Salaries & Benefits * 22,368 51,000 39,027 38,043 Internal Service Charges - - - - - Operating Expense 21,420 27,894 35,800 26,300 51,400 Total City Council Expenditures 21,420 50,262 86,800 65,327 89,443 EXPENSES BY DIVISION General Fund City Council Expenditures Salaries & Benefits * 22,368 51,000 39,027 38,043 Internal Service Charges - - - - - Operating Expense 21,420 27,894 35,800 26,300 51,400 Total 21,420 50,262 86,800 65,327 89,443 *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. 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 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 Estimated 2024-25 Budget ■ Salaries & Benefits * ■ Internal Service Charges ■ Operating Expense 431 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Iog Department Operations, rams & Services Legistlative Advocacy Intergovernmental Relations 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 0.00 City Manager 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 Executive Coordinators 1.00 1.00 1.00 0.00 -1.00 Management Analyst 1/11 " 0.00 0.00 1.00 0.00 -1.00 Sr. Executive Coordinators 0.00 0.00 0.00 1.00 1.00 Senior Management Analyst ^ 1.00 1.00 1.00 2.00 1.00 Total City Manager's Office 5.00 5.00 6.00 6.00 0.00 Footnotes 3 City Manager's Office - 24/25 Budget Reclass - Executive Coordinator to Sr. Executive Coordinator 4 City Manager's Office - 24/25 Budget Reclass - Reclass Management Analyst to Sr. Management Analyst 441 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 2024-25 operating and seven-year capital improvement budgets ➢ Provide management oversight of economic development and housing programs ➢ Serve as the Executive Director of the Successor Agency ➢ Serve as the Executive Director of the Tustin Housing Authority ➢ 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 451 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl CITY MANAGER'S OFFICE 2020-21 2021-22 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES CITY MANAGER'S OFFICE ALL Funds Salaries & Benefits 830,594 853,179 930,000 653,987 855,325 Internal Service Charges 24,979 29,900 39,800 39,800 46,000 Operating Expense 17,541 21,905 37,500 142,500 40,100 Furniture & Equipment - - - - 40,000 Total CM's Office Expenditures 873,114 904,984 1,007,300 836,287 981,425 EXPENSES BY DIVISION General Fund City Manager's Office Expenditures Salaries & Benefits 830,594 853,179 930,000 653,987 855,325 Internal Service Charges 24,979 29,900 39,800 39,800 46,000 Operating Expense 17,541 21,905 37,500 142,500 40,100 Furniture & Equipment - - - - 40,000 Total 873,114 904,984 1,007,300 836,287 981,425 Total General Fund 873,114 904,984 1,007,300 836,287 981,425 1,200,000 1,000,000 800,000 600,000 400,000 200,000 City Manager's Office - Budget Breakdown by Year (All Funds) 2020-21 Actual 2021-22 Actual 2023-24 Budget 2023-24 Estimated 2024-25 Budget ■ Salaries & Benefits ■ Internal Service Charges I Operating Expense ■ Furniture & Equipment 461 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES CITY ATTORNEY ALL Funds Operating Expense 851,020 727,834 1,069,150 1,069,150 900,000 Total City Attorney Expenditures 851,020 727,834 1,069,150 1,069,150 900,000 EXPENSES BY DIVISION General Fund City Attorney Expenditures Operating Expense 851,020 727,834 1,069,150 1,069,150 900,000 Total 851,020 727,834 1,069,150 1,069,150 900,000 Total General Fund 851,020 727,834 1,069,150 1,069,150 900,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 City Attorney - Budget Breakdown by Year (All Funds) 2021-22 Actual 2022-23 Actual 2023-24 Budget ■ Operating Expense 2023-24 Estimated 2024-25 Budget 471 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl City Council Meeting Services Duplicating Services Records Community Management Engagement Department Position 2021-22 2022-23 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) City Clerk Administrative Assistant City Clerk Management Analyst 1/11 2.50 1.50 1.50 1.50 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 Management Assistant 0.00 1.00 1.00 1.50 0.50 Total City Clerk 4.50 4.50 4.50 5.00 0.50 Footnotes City Clerk/Human Resources - 24/25 Budget Add - Shared Administrative Assistant City Clerk/Human Resources - 24/25 Budget Reclass - Shared Administrative Assistant to Shared Management Assistant 481 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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) 491Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl CITY CLERK 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES CITY CLERK ALL Funds Salaries & Benefits 550,942 594,849 633,530 612,791 691,391 Internal Service Charges 27,945 34,500 46,500 46,500 55,200 Operating Expense 108,440 240,554 210,600 161,000 347,300 Furniture & Equipment 9,787 - 2,500 - 38,500 Total City Clerk Expenditures 697,115 869,904 893,130 820,291 1,132,391 EXPENSES BY DIVISION General Fund City Clerk Expenditures Salaries & Benefits 550,942 594,849 633,530 612,791 691,391 Internal Service Charges 27,945 34,500 46,500 46,500 55,200 Operating Expense 108,440 240,554 210,600 161,000 347,300 Furniture & Equipment 9,787 - 2,500 - 38,500 Total 697,115 869,904 893,130 820,291 1,132,391 Total General Fund 697,115 869,904 893,130 820,291 1,132,391 1,200,000 1,000,000 800,000 600,000 400,000 200,000 City Clerk - Budget Breakdown by Year (All Funds) 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 Estimated 2024-25 Budget ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Furniture & Equipment 501 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Tustin Legacy Affordable Housing Executive Developer Services City -owned Property Homeless Services Management E siness Services Department Position 2021-22 2022-23 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Economic Development Deputy Director of Economic Development Deputy Director of Economic Development Legacy s Director of Economic Development Economic Development & Housing Manager Executive Assistant 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 a 1.00 0.00 0.00 2.00 2.00 Management Assistant 1.00 1.00 0.00 0.00 0.00 Senior Management Assistant 0.00 0.00 1.00 1.00 0.00 Senior Management Analysts 1.00 2.00 2.00 1.00 -1.00 Total Economic Development 7.00 7.00 7.00 9.00 2.00 Footnotes 5 Economic Development - 24/25 Budget Reclass - Sr. Management Analyst to Deputy Director Economic Development Legacy y Economic Development - 24/25 Budget Add - Two (2) Management Analyst 1/II 511 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 City Council Directed Disposition Policies ➢ Disposition approaches (SLA, RFP, etc) ➢ 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) ➢ Manage affordable ownership units ➢ Oversee affordable rental units ➢ Oversee Tustin Temporary Emergency Shelter and homeless outreach services ➢ Create/facilitate opportunities for new workforce, senior and homeless housing units ➢ Coordinate housing policy for public or private projects 521 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl PERFORMANCE MEASURES (Performance Measures introduced for 2022-23) Small Business Training & Grants Issued EconDev Tustin businesses attending City -promoted SBDC Workshops EconDev SBDC 1 on 1 Consultations with Tustin Businesses Business Workshops Hosted (SCORE, Chamber) Small Business Interactions re: Training, Grants and Program Opportunities Mayor's Letters to New Businesses Mayor's Letters to New Chamber of Commerce Members Tustin Legacy Interim Use Revenue South Hangar Rental Revenue Pacific Center East Interim Use Revenue Affordable Ownership Unit Resales Homeless Guests served at Temporary Shelter % of Shelter Guests Transitioned to Stable Housing New Affordable Units Opened 2023-2024 ACCOMPLISHMENTS: EconDev. EconDev EconDev EconDev EconDev EconDev Real Estate Real Estate Housing Housing Housing Housing 50 ActuaLs 149 Projected 47 Estimated 50 100 100 18 60 150 292 150 150 6 6 1 6 36,000 60,000 122,000 100,000 250 288 288 270 50 50 38 50 $400,000 $960,000 $965,000 $100,000 $141,000 $100,000 $900,000 $1,000,000 $1,550,000 3 3 0 150 165 225 $880,000 $0 $1,700,000 3 150 35% 35% 46% 35% 2 0 7 2 ➢ Executive Developer of Tustin Legacy ➢ The Landing, an award -winning 400 for -sale community by Brookfield, completed sales of all units. Final build out was completed approximately 2 years earlier than expected ➢ The City entered into an Exclusive Negotiating Agreement (ENA) with Confluent Development for the development of Morningstar at Tustin Legacy, an approximately 283,000 square foot senior living community ➢ Released and marketed through CBRE a competitive Request for Proposals (RFP) for Phase 1A of the Neighborhood G (Planning Area 15-A) disposition package for up to 700 for -sale homes on approximately 38 acres with 25% affordability ➢ As the Local Reuse Authority for former MCAS Tustin, continued to move forward with the reuse planning process for Parcel 18 (Neighborhood C) ➢ Coordinated development for public and private projects within the South Orange County Community College District (SOCCCD) ATEP campus. The Goddard School, a 14,400 square foot educational preschool opened in late FY 2024 ➢ Advanced design plans and bid packages for CIP projects such as Tustin Legacy Park (2n1 phase), Armstrong Avenue pedestrian bridge, and Neighborhood G Phase 1 ➢ Contributed towards the Tustin Legacy Specific Plan Amendment and facilitated technical studies and advanced planning ➢ Commenced conceptual design of parks facilities (Recreation Park and Tustin Legacy Park) within Neighborhood G (Planning Area 15-A) ➢ Economic Development Facilitator ➢ Partnered with the Orange County Small Business Development Center to deliver the following programs: ➢ Developed the four -week CEO Moms Training & Grant Program, a program designed by women for women which consisted of four (4) online classes and a one-on-one meeting with a business development consultant. Twenty-seven (27) women owned businesses participated in the 531 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl program, and, upon completing the training, each business received a $2,500 grant for a total of $67,500 in business development funding ➢ In April, launched the 4th Main Street Digital Training & Grant Program in which twenty (20) Tustin small businesses, home -based businesses and nonprofits attended 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 two (2) Small Business Clinics for 25 businesses, 17 of which were Tustin businesses, to receive direct one on one counseling and access to expert small business development consultants. ➢ Promoted 24 regional (Orange County) small business workshops to Tustin businesses. 18 of the 441 businesses attending those workshops were Tustin businesses ➢ Tustin's partnership with SBDC connected 150 Tustin businesses to one on one assistance with SBDC Consultants ➢ Partnered with the Orange County Workforce Board ➢ Sponsored a Mobile Workforce Clinic at the Tustin Library —fifteen (15) visits ➢ Hosted one (1) business networking workshop conducted by the Service Corps of Retired Executives (SCORE) ➢ Hosted the first New Business Reception in January with the Mayor, City Council and the following resource partners: CSUF Small Business Development Center, Tustin Chamber of Commerce, Orange County Workforce Development, US Small Business Administration, and the Governor's Office of Business and Economic Development. 47 individuals representing 33 businesses attended the Reception ➢ City Real Estate Administrator ➢ Tustin Legacy ➢ Managed ten (10) new and existing short-term license agreements, expected to generate $965,000 in revenue ➢ Managed three (3) short-term license agreements at the South Hangar, generating $100,000 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 Arno warehouse, which generates over $1,000,000 in revenue ➢ Negotiated one (1) one-year license extension in Pacific Center East, generating over $50,000 in revenue ➢ Managed two (2) new short-term license agreements in Pacific Center East, generating over $500,000 in revenue ➢ Billboard ➢ Managed the Static Display Lease with Outfront Media, generating $65,563 in revenue ➢ Executed a Digital Display Lease with Outfront Media in January 2024 ➢ Outfront Media reimbursed the City $38,800 for CEQA analysis conducted during the adoption of Ordinance No. 1505 which allows freeway adjacent digital display billboards under certain conditions ➢ Tustin Housing Authority (Workforce and Homeless) ➢ Workforce Housing ➢ Existing Workforce Housing ➢ Oversaw and managed Tustin Housing Authority's 279 affordable ownership units ➢ Hosted the first workshop for affordable homeowners to review program guidelines and answer questions. 89 individuals representing approximately 55 households attended ➢ Oversaw compliance for 472 affordable rental units ➢ New Workforce Housing 541Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl ➢ Executed an Affordable Housing Incentive Agreement for two (2) very -low income ownership units with the developer Intracorp at 17802/17842 Irvine Boulevard (The Jessup). Units are anticipated to be available for sale in FY 2024/25 ➢ Entered into an Affordable Housing Grant Agreement with Families Forward utilizing $2,000,000 in Voluntary Workforce Housing Incentive Program funds to develop six (6) to eight (8) affordable units. Families Forward will seek to obtain entitlements and begin construction in FY 2024/25 ➢ Emergency Shelter and Housing ➢ Managed the contract with Temporary Shelter, Inc. to operate the Tustin Temporary Emergency Shelter, including executing a two (2) year extension through June 30, 2026 ➢ Served over 225 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 ➢ Family Promise's "House of Ruth," a seven (7) unit apartment complex providing transitional housing for homeless families on property conveyed by the City, opened in October 2023. On average, the House of Ruth is housing ten (10) families with ties to Tustin per month, including families that transitioned from the Tustin Temporary Emergency Shelter ➢ 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 2024-2025 GOALS: ➢ Executive Developer of Tustin Legacy ➢ Obtain City Council direction on disposition policies and procedures ➢ Update Tustin Legacy Development and Disposition Manual as needed ➢ As the LRA, finalize one or more alternative Land use plans for Parcel 18 reuse planning ➢ Coordinate general infrastructure analysis and design for Neighborhood G ➢ Approve and record Neighborhood G subdivision map for conveyance purposes ➢ Monitor construction of Neighborhood D South Infrastructure Ph 2 ➢ Coordinate completion of Legacy Park Ph 2 design with other departments ➢ Coordinate completion of Armstrong Ave Pedestrian Bridge design with other departments ➢ Negotiate and execute DDA for Confluent Congregate Care project (Neighborhood D South) ➢ Coordinate profit participation and audit for The Landing project (Neighborhood D South) ➢ Coordinate design review, predevelopment activities and monitor construction of SOCCCD ATEP public and private projects ➢ Negotiate and execute a DDA for for -sale residential project (Neighborhood G Phase 1A) ➢ Negotiate updates to school mitigation agreements with TUSD ➢ Coordinate design of Neighborhood G Sports Park with other departments ➢ Coordinate design of Legacy Park (Neighborhood G) with other departments ➢ Execute ENA for multifamily project (Neighborhood D South) ➢ Confirm Cornerstone II (Neighborhood E) disposition approach(es) ➢ Implement immediate/temporary security and fire protection improvements for South Hangar ➢ Recommence conceptual design of Hangar Park (Neighborhood D North) ➢ Release Notice of Availability for Army Reserve Site (Neighborhood F) ➢ Economic Development Facilitator ➢ Develop and initiate a new training & grant program ➢ Provide Phase V of the Main Street Digital Training & Grant program 551Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) ➢ Facilitate business growth and expansion through Placer.ai and SBDC ➢ Activate Old Town through OC MADE/SBDC programs and Dreamers Market ➢ 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 the Mayor's new business reception ➢ City Real Estate Administrator ➢ 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 and 15171 Del Arno building ➢ Coordinate new digital display billboard design and construction, generating increased revenue for the city, and promoting City events and messaging ➢ Generate revenue for City with interim uses on vacant Tustin Legacy property ➢ 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 ➢ Coordinate sales of the Jessup's two (2) very low Income affordable housing units ECONOMIC DEVELOPMENT 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES ECONOMIC DEVELOPMENT ALL Funds Salaries & Benefits 1,406,455 1,418,498 1,845,357 1,856,035 1,998,339 Internal Service Charges 41,876 51,700 69,700 69,700 88,400 Operating Expense 111,374 1,170,916 3,660,393 3,640,065 1,838,051 Principal & Interest Expense/Transfer Out 48,953 50,177 100,000 566,651 466,651 Furniture & Equipment - - - 12,000 - Total Econ Dev Expenditures 1,608,657 2,691,291 5,675,450 6,144,451 4,391,441 EXPENSES BY DIVISION General Fund Economic Development Expenditures Salaries & Benefits 968,989 992,958 1,621,299 1,621,298 1,773,934 Internal Service Charges 41,876 51,700 69,700 69,700 88,400 Operating Expense 68,990 103,836 292,135 292,136 354,817 Principal & Interest Expense 24,476 50,177 - - - 561 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl ECONOMIC DEVELOPMENT 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget Total 1,104,332 1,198,671 1,983,134 1,983,134 2,217,151 Total General Fund 1,104,332 1,198,671 1,983,134 1,983,134 2,217,151 EXPENSES BY DIVISION All Other Funds Housing Authority Expenditures Salaries & Benefits 437,466 425,540 224,058 227,568 224,405 Internal Service Charges - - - - - Operating Expense 42,384 1,067,080 1,368,258 1,347,929 1,483,234 Principal & Interest Expense 24,476 - - 466,651 466,651 Furniture & Equipment - - - 12,000 - Total 504,326 1,492,620 1,592,316 2,054,148 2,174,290 Voluntary Workforce Housing Incentive Program Salaries & Benefits - - - 7,169 - Operating Expense 2,000,000 2,000,000 Transfer Out 100,000 100,000 Total - - 2,100,000 2,107,169 - Total Other Funds 504,326 1,492,620 3,692,316 4,161,317 2,174,290 Economic Development - Budget Breakdown by Year (All Funds) 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 2024-25 Budget Estimated ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Principal & Interest Expense/Transfer Out ■ Furniture & Equipment 571 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Budget Technology Development Governance and Planning Fiscal Analysis Technology Service Desk Forecasting Cybersecurity Geographic Cost Allocation Information EL Systems U ILicense Department Position 2021-22 2022-23 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Finance Accountant 1.00 1.00 2.00 2.00 0.00 Accounting Specialist 2.50 3.00 3.00 3.00 0.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00 Deputy Director of Finance 2.00 2.00 2.00 2.00 0.00 Director of Finance/City Treasurer 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 Information Technology Specialist 3.00 3.00 0.00 0.00 0.00 Information Technology Supervisor 0.00 0.00 1.00 1.00 0.00 Management Analyst 1 1.00 1.00 2.00 2.00 0.00 Management Analyst 11 0.00 1.00 1.00 1.00 0.00 581 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Ind(Dec) Management Assistant 1.00 1.00 1.00 1.00 0.00 Senior Accountant 1.00 1.00 0.00 0.00 0.00 Senior Accounting Specialist 2.00 2.00 1.00 1.00 0.00 Senior Information Tech Specialist 1.00 1.00 3.00 3.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 Senior Management Assistant 2.00 1.00 1.00 1.00 0.00 Water Meter Reader 2.00 2.00 2.00 2.00 0.00 Total Finance 22.50 23.00 23.00 23.00 0.00 591 Pag, DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl DESCRIPTION: The Finance Department manages treasury functions, financial reporting, budget development and monitoring, payroll, accounts payable, accounts receivable, utility billing services, cashiering, and business licensing for the City, the Housing Authority, the Successor Agency to the Tustin Community Redevelopment Agency, the Water Enterprise and the City's Special Assessment Districts. It ensures that the City's financial activities are recorded in accordance with generally accepted accounting principles and standards of the Government Accounting Standards Board. Additionally, Tustin's Information Technology (IT) services are also housed within the Finance Department. The IT team collaborates with all City Departments and divisions to meet their technology needs, and designs, develops, administers, and maintains various hardware and software systems, including phones, cybersecurity, and networking systems. TASKS: ➢ Deposit, monitor, and record all City revenues ➢ Serve as the City Treasurer, managing and investing City funds ➢ Prepare monthly and quarterly investment reports ➢ Prepare the annual Operating and Capital Improvement Budget ➢ Administer and update the comprehensive annual user fee program ➢ Maintain the General Ledger and all financial records ➢ Manage payroll, accounts receivable, and accounts payable functions ➢ Maintain the City's Fixed Asset Records ➢ Coordinate with departments to ensure compliance with federal, State, and county grants ➢ Ensure proper internal controls are in place across City Operations ➢ Prepare the Annual Comprehensive Financial Report and Popular Annual Financial Report ➢ Complete the State Controller's Annual Financial Transaction Report, Annual Street Report, Annual Government Compensation Report, and other reports as required ➢ Represent the City and provide information for various City, County, State, and federal audits ➢ Provide managerial and operational support for Water Utility billing ➢ Handle Utility Billing services, including reading meters, preparing residents' bills, creating and monitoring service requests, preparing water management reports, and promoting the water conservation program ➢ Assist in the formation and administration of special assessment districts ➢ Manage debt service and issue bonds when appropriate ➢ Manage, replace, and/or implement software and hardware solutions ➢ Monitoring and/or replacing IT infrastructure solutions, including switches, servers, phones, computers, etc ➢ Monitor IT infrastructure alerts and incidents to determine appropriate response and mitigation actions 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. Over the past 18 months we have experienced improvement, followed by a dip when staffing levels changed. We are constantly evaluating options to reach our stated goals. Utility Billing Calls N/A N/A 7,313 7,645 678 529 600 601 509 600 7,200 Calls Answered by Staff % 90.0% 64.2% 89.3% 91.9% 91.0% 90.0% 91.5% 90.3% 90.0% 90.0% 601 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 1� ii 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I Calendar Calendar January February March ApriL May June 2024- Calls Abandoned °k 5.0% 1 Actual Actual 11.8% 1 6.39% Actual 4.2% 1 Actual 4.6% Actual 5.3% Actual 6.5% Actual Est. 6.1% 5.0% Est,_ 5.0% Avg. Call Queue Time Seconds 60 133 59 50 46 54 53 47 60 60 Avg. Call Abandoned Time Seconds 120 199 148 115 106 135 113 104 120 120 2024-2025 GOALS: ➢ Financial Management ➢ Continue to evaluate and develop long-term strategies to achieve a more sustainable budget ➢ Continue to address unfunded CaIPERS pension liabilities ➢ Continue to produce an Annual Comprehensive Financial Report (ACFR) in accordance with generally accepted accounting principles ➢ Continue to produce a Popular Annual Financial Report to supplement the ACFR, ensuring it is easily understandable to the general public and other interested parties without a background in public finance ➢ Continue to provide the City Manager and City Council with timely financial updates ➢ Continue to effectively manage the City's investment portfolio, aiming to maximize investment returns while safeguarding principal and maintaining sufficient liquidity to meet future expenditures ➢ Continue to produce a Popular Annual Financial Report to 2023-2024 BUDGENN-BRIEF supplement the Annual Comprehensive Financial Report, ensuring it is easily understandable to the general public and other interested parties without a background in public finance. �..•, ➢ Enhance our ' budget document to achieve the GFOAs Distinguished g==Z Budget Award ➢ Produce a Budget -in -Brief brochure that highlights the City's General " Fund and Capital Improvement Program in an easily digestible format ➢ Continue to perform internal business process reviews to identify opportunities for efficiency improvements and strengthen internal ,ate controls °~•"~~~ ➢ IT and Infrastructure Management ➢ Manage the City's five-year computer replacement cycle to ensure all desktops and laptops remain up-to-date, reliable, and capable of supporting the latest software and security requirements. This year's cycle involves the replacement of 120 computers (desktops/laptops) in the Community Development and Public Works departments, including the Corporate Yard ➢ Manage the City's five-year server replacement cycle to maintain optimal performance, security, and support for the virtual server infrastructure. This year's cycle involves the replacement of 3 servers that handle the virtual servers for the Police Department ➢ Manage and replace, when necessary, the Storage Area Network (SAN) storage arrays to ensure efficient data storage, reliable performance, and continuous support for critical production data, including file servers, SQL databases, and other essential applications. This year the SAN is scheduled to be replaced. ➢ Continue to implement ongoing measures to enhance the City's cybersecurity posture, including regular risk assessments, proactive threat monitoring, staff training, and the deployment of advanced security technologies to safeguard against evolving cyber threats ➢ Continue to evaluate emerging technologies and collaborate closely with departments to assess their suitability for implementation, ensuring alignment with organizational goals and enhancing operational efficiency where appropriate ➢ Continued management and implementation of security/CCTV cameras and systems at various facilities will ensure comprehensive surveillance and enhance safety measures across the City's infrastructure 611 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) 2023-2024 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 ➢ Published the first Popular Annual Financial Report ➢ Effectively managed procurement and financial activities related to the North Hangar Fire ➢ Received the Operating Budget Excellence Award from the California Society of Municipal Finance Officers for our 2023-2025 Biennial Budget document ➢ Issued 2024 Water CIP bonds ➢ Facilitated the adoption of a new five-year water rate study and associated rate adjustments California Society of Municipal Finance Officers Operating Budget Excellence Award Fiscal Years 2023-2024 & 2024-2025 City of T sfi r EXPENSES FINANCE ➢ Outsourced bill printing to Infosend creating a postage savings and building efficiencies into operations ➢ Continued to address unfunded CaIPERS pension liabilities by adhering to a five-year pension paydown plan ➢ Continued to evaluate and develop long-term strategies to achieve a more sustainable budget ➢ Updated the 2022-2023 Comprehensive User Fee Study for adoption in June of 2024 ➢ Maintained the credit rating of "AA" assigned by Standard & Poor's for the City of Tustin's Water Revenue Bonds ➢ Published a 2023-2024 Budget -In -Brief that provided a summary of the Biennial 2023-2025 Budget's first operating year FINANCE 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget ALL Funds Salaries & Benefits 2,942,751 2,973,506 3,249,403 3,115,325 3,291,746 Internal Service Charges 73,304 90,500 121,900 121,900 145,000 Operating Expense 2,996,576 3,477,323 4,710,495 4,133,450 5,007,500 Transfers, Bad Debt, Fees 2,637,502 1,629,767 934,500 954,472 34,500 Vehicles & Equipment 1,011,715 928,125 2,714,433 924,000 2,863,932 Hardware & Software 999,147 1,151,879 1,318,000 1,335,360 1,810,000 Total Finance Expenditures 10,660,996 10,251,100 13,048,732 10,584,507 13,152,678 EXPENSES BY DIVISION General Fund Finance Expenditures Salaries & Benefits 1,448,430 1,476,850 1,525,458 1,569,243 1,596,599 Internal Service Charges 73,304 90,500 121,900 121,900 145,000 Operating Expense 210,979 200,537 290,220 182,750 280,000 621 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl FINANCE 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget Discount Charge/Credit Cards 5,740 16,777 15,000 14,472 - Furniture & Equipment - - 5,000 - 3,000 Total 1,738,453 1,784,663 1,957,578 1,888,365 2,024,599 Total General Fund 1,738,453 1,784,663 1,957,578 1,888,365 2,024,599 EXPENSES BY DIVISION All Other Funds Utility Billing (Water Enterprise Fund) Salaries & Benefits 841,974 894,475 889,275 934,468 975,045 Internal Service Charges - - - - - Operating Expense 1,510,203 1,882,992 2,012,300 1,905,900 2,070,000 Transfers, Bad Debt, Fees 2,631,762 1,612,989 919,500 940,000 34,500 Hardware & Software 15,362 15,382 50,000 20,000 50,000 Total 4,999,302 4,405,838 3,871,075 3,800,368 3,129,545 Equipment Replacement Expenditures (Internal Services Fund) Salaries & Benefits Internal Service Charges Operating Expense 562 72,633 120,000 120,000 120,000 Vehicles & Equipment 1,011,715 928,125 2,709,433 924,000 2,860,932 Total 1,012,277 1,000,758 2,829,433 1,044,000 2,980,932 Information Technology Expenditures (Internal Services Fund) Salaries & Benefits 652,347 602,181 834,671 611,614 720,101 Internal Service Charges - - - - - Operating Expense 1,274,832 1,321,162 2,287,975 1,924,800 2,537,500 Hardware & Software 983,785 1,136,497 1,268,000 1,315,360 1,760,000 Total 2,910,964 3,059,840 4,390,646 3,851,774 5,017,601 Total Other Funds 8,922,543 8,466,437 11,091,154 8,696,142 11,128,079 63 1 DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Finance - 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 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 2024-25 Budget Estimated ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Transfers, Bad Debt, Fees ■ Vehicles & Equipment ■ Hardware & Software 641 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 1,980,000 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 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES FIRE SERVICES ALL Funds County Fire Contract - Operating Exp 9,759,428 10,015,568 10,623,700 10,623,700 11,044,939 Total Fire Expenditures 9,759,428 10,015,568 10,623,700 10,623,700 11,044,939 EXPENSES BY DIVISION General Fund Fire Expenditures County Fire Contract - Operating Expense 9,759,428 10,015,568 10,623,700 10,623,700 11,044,939 Total 9,759,428 10,015,568 10,623,700 10,623,700 11,044,939 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 Fire Service Budget Breakdown by Year (All Funds) 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 2024-25 Budget Estimated County Fire Contract - Operating Exp 651Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Recruitment & Selection Leave Administration Labor Relations Training & Development Workers Compensation & Safety Department Position 2021-22 2022-23 2023-24 2024-25 2024-25 Budget Budget Budget Proposed Inc/(Dec) Human Resources Administrative Assistant ' 2 0.50 0.50 0.50 0.50 0.00 Director of Human Resources 1.00 1.00 1.00 1.00 0.00 Human Resources Manager e 0.00 0.00 0.00 1.00 1.00 Management Analyst 1/11 0.75 1.00 2.00 2.00 0.00 Management Assistant 2 2.00 1.00 1.00 1.50 0.50 Senior Management Analysts 1.00 1.00 1.00 0.00 -1.00 Senior Management Assistant 0.00 1.00 0.00 0.00 0.00 Total Human Resources 5.25 5.50 5.50 6.00 0.50 Footnotes 1 City Clerk/Human Resources - 24/25 Budget Add - Shared Administrative Assistant 2 City Clerk/Human Resources - 24/25 Budget Reclass - Shared Administrative Assistant to Shared Management Assistant 5 Human Resources - 24/25 Budget Reclass - Sr. Management Analyst to Human Resources Manager 661 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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: ➢ Recruitment and Selection — Conduct fair, valid, and defensible open and promotional recruitment and selection processes to recruit and retain qualified employees throughout the organization; facilitate effective hiring processes through pre -employment screening and employee onboarding ➢ Employee Relations — Collaborate with managers and employees to provide support and fair and impartial solutions to foster a positive and productive work environment; manage employee performance and misconduct issues including handling grievances and complaints, conducting administrative investigations, and managing disciplinary processes and appeals; provide supervisors with guidance on performance management; coordinate employee recognition programs ➢ Labor Relations — Negotiate with represented employee organizations regarding wages, hours, and other terms and conditions of employment; interpret and administer Memoranda of Understanding, Compensation Resolutions, and Personnel Rules ➢ Employee Benefits Administration — Administer the City's employee benefits and compensation programs, including health, dental, vision, life, and disability insurance, retirement plans, and supplemental pays; process all personnel actions, including promotions, transfers, and compensation and benefit adjustments in the City's PayrolUHuman Resources Information System; coordinate employee wellness resources ➢ Leave Administration — Manage family and medical leaves of absence in compliance with local, state, and federal rules and regulations, including the FMLA, CFRA, ADA, and FEHA; oversee the interactive process and reasonable accommodation requests for individuals with disabilities; analyze and facilitate requests for modified duty and disability retirement ➢ Classification and Compensation — Administer the City's classification and compensation plans, including performing job analyses, evaluating position classification, conducting market compensation studies, and addressing internal and external equity ➢ Training and Development— Facilitate and implement employee training programs for professional development and Legal. compliance. Workers' Compensation & Safety — Partner with the City's workers' compensation third -party administrator to ensure effective treatments and equitable benefits for employees who suffer work -related injuries and illnesses; provide support and assistance to employees to help them return to work or seek disability retirement; coordinate the City's occupational health and safety program to ensure compliance with Cal -OSHA ➢ General Liability & Insurance — Coordinate with the City's third -party administrator to oversee liability claims administration, including investigating and evaluating claims and lawsuits, coordinating defense litigation, and settling claims against the City; serve as the City's representative in the California Insurance Pool Authority (CIPA); recommend insurance requirements in City contracts; process claims for damage on behalf of the City ➢ Administration — Develop, recommend, and implement policies and strategies that align with the City's overall goals and objectives; monitor and ensure compliance with state and federal laws related to public sector labor, employment, and risk management issues; maintain accurate employee personnel and medical files and records; manage the department's budget and contracts; coordinate with operational departments to meet program requirements of the DMV, DOT, DOJ, and other governmental agencies 671Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 2024-25 GOALS: ➢ Provide ethical leadership, skilled professional assistance, and exceptional customer service in all employment and risk management matters ➢ Partner with other City departments to attract, retain, and develop a high-performance workforce that is dedicated to delivering quality services to the citizens and customers of the City of Tustin ➢ Promote and apply principles and practices of fairness and merit in the workplace ➢ Develop and implement risk management strategies to limit and mitigate the City's exposure to liability HUMAN RESOURCES 2021-22 2022-23 Actual 2023-24 2023-24 2024-25 Actual Budget Estimated Budget EXPENSES HUMAN RESOURCES ALL Funds Salaries & Benefits 776,196 873,620 906,288 921,030 1,017,787 Internal Service Charges 40,181 49,600 66,800 66,800 79,400 Operating Expense 382,140 915,854 1,358,225 1,340,938 2,973,925 Claims, Premiums, Insurance 2,369,852 3,011,444 3,385,800 3,385,469 4,091,000 Furniture & Equipment - 9,538 10,000 10,000 5,500 Total HR Expenditures 3,568,369 4,860,055 5,727,113 5,724,237 8,167,612 EXPENSES BY DIVISION General Fund Human Resources Expenditures Salaries & Benefits 776,196 873,620 906,288 921,030 1,017,787 Internal Service Charges 40,175 49,600 66,800 66,800 79,400 Operating Expense 200,939 246,451 286,325 268,925 452,325 Furniture & Equipment - - 5,000 5,000 500 Total 1,017,310 1,169,671 1,264,413 1,261,755 1,550,012 Total General Fund 1,017,310 1,169,671 1,264,413 1,261,755 1,550,012 EXPENSES BY DIVISION All Other Funds Workers' Compensation Expenditures (Internal Service Fund) Operating 428 3,849 20,900 21,013 20,600 Claims, Premiums, Insurance 1,363,628 1,800,769 1,683,300 1,683,130 1,711,000 Furniture & Equipment - 9,538 5,000 5,000 5,000 Total 1,364,056 1,814,156 1,709,200 1,709,143 1,736,600 Liability Expenditures (Internal Service Fund) Operating 180,773 665,553 1,051,000 1,051,000 2,501,000 Claims, Premiums, Insurance 993,086 1,204,244 1,687,500 1,687,339 2,360,000 Furniture & Equipment - - - - Total 1,173,859 1,869,797 2,738,500 2,738,339 4,861,000 Unemployment Expenditures (Internal Service Fund) Salaries & Benefits Internal Service Charges 6 - - - - Claims, Premiums, Insurance 13,138 6,430 15,000 15,000 20,000 Total 13,144 6,430 15,000 15,000 20,000 Total Other Funds 2,551,059 3,690,384 4,462,700 4,462,482 6,617,600 N. DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 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 Human Resources - Budget Breakdown by Year (All Funds) 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 Estimated 2024-25 Budget ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Claims, Premiums, Insurance ■ Furniture & Equipment 691 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Current Planning Services (Entitlements) Planning Concierge Services Advance Planning Environmental Review Historic Preservation Grant Administration Demographic & Regional Monitoring & Reporting Planning Commission Administrative Support Zoning Administrator Administrative Support Planning, Building, and Code Enforcement Record Keeping 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Communitv Development Administrative Assistant 1.00 1.00 1.00 1.00 0.00 Assistant Director of CD - Building 1.00 1.00 0.00 0.00 0.00 Assistant Director of CD - Planning 1.00 1.00 1.00 1.00 0.00 Assistant Planner 1.00 1.00 1.00 1.00 0.00 Associate Planner 1.00 1.00 1.00 1.00 0.00 Building Inspector 2.00 2.00 2.00 2.00 0.00 Building Official 0.00 0.00 1.00 1.00 0.00 Building Permit Technician 3.00 2.00 2.00 2.00 0.00 Code Enforcement Officer 1.50 1.50 1.50 1.50 0.00 Deputy Building Official 1.00 1.00 0.00 0.00 0.00 Director of Community Development 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 0.00 701 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Ind(Dec) Planning Technician 0.00 1.00 1.00 1.00 0.00 Plans Examiner 0.00 0.00 1.00 1.00 0.00 Principal Plan Check Engineer 0.00 0.00 0.00 0.00 0.00 Principal Planner 1.00 1.00 1.00 1.00 0.00 Senior Building Inspector 1.00 1.00 1.00 1.00 0.00 Senior Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00 Senior Building Permit Technician 0.00 1.00 1.00 1.00 0.00 Senior Planner 3.00 3.00 3.00 3.00 0.00 Total Community Development 21.50 22.50 22.50 22.50 0.00 IL 61, .. ,. . ' air.--� =Ff � _ - • • `fir �- t 711 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl DESCRIPTION: The Community Development Department is comprised of two divisions, the Planning Division and the Building Division. The Planning Division provides residents, developers, and policymakers 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. 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 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: Advance Planning provides long-range land planning and zoning administration services and is responsible for: ➢ Updating and 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 NOW— Z_ Code in response to changes in land use and development trends ➢ 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 ➢ Administering Community Development Block Grant Program focused on providing assistance to promote public services and community and economic development activities 721Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 development standards contained within 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 in the 2022-23 Fiscal Year): Performance Measure (Calendar Year Planning Concierge Program Services Completed 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 2024-2025 GOALS Goal Target 2022 2023 0- Streamline N/A 1,904 2,379 N/A Streamline N/A 35 43 N/A Streamline N/A 36 49 N/A Streamline N/A 66 54 N/A Streamline N/A 58 19 N/A Streamline N/A 18 276 N/A Streamline N/A 1,724 3,574 N/A Streamline N/A 1,150 1,037 N/A Streamline N/A 477 913 N/A Division Wide: ➢ Provide comprehensive Advance and Current Planning Services to facilitate development, while adhering to State and local codes, the 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, community and economic activities, and provision of public services ➢ Monitor and provide input to protect and prevent negative impacts to the Tustin community from projects that are city adjacent, airports, or regional planning agency policy making, consistent with the City's adopted Legislative Platform and Strategic Plan Advance Planning: ➢ Reassess the Downtown Commercial Core Specific Plan and Red Hill Avenue Specific Plan to encourage development opportunities, economic development, and coordinated improvements ➢ Update the City's General Plan with consultant assistance and schedule Planning Commission and City Council workshops 731 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl ➢ Comprehensive citywide General Plan Update (GPU) ➢ May also include Amendment to the Pacific Center East Specific Plan, by updating the vision concept, land uses and transportation system, to accommodate potential redevelopment of the area. ➢ Incorporate climate action planning in GPU assessments ➢ Housing Element Rezoning Program. ➢ Update the City's General Plan and Zoning with consultant assistance, and schedule Planning Commission and City Council workshops ➢ Rezoning of Housing Element 2021-2029 sites: ➢ Tustin Legacy ➢ Tustin Market Place ➢ Enderle Center ➢ Draft Residential Objective Development Standards (ODS) to comply with the adopted Housing Element ➢ Administration of activities associated with the federal Community Development Block Grant (CDBG) Program, including public service and public facility & improvement projects with an annual allocation of approximately $702,000 ➢ 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 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 correspondence on pending legislation ➢ Maintain current demographic information and make it 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 ➢ Implement updates and improvements to the Department's web page, including highlights of the Department's efforts to streamline development processes under the "Streamline Tustin" initiative ➢ Implement enhanced community engagement and public outreach strategies for City initiated community development projects, such as General Plan updates including Housing Element Rezoning 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" initiative 741 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Streamline Tustin Initiative: ➢ Implement efficiency improvements to the Planning Concierge Services department's processes and procedures, such as January - December 2023 all digital plan checking and over -the counter plan January - December 2023 Phone Calls 3.574 check by appointment ➢ Identify code updates that will streamline the Ema;,s _9,037 276 IFtanning and Building Divisions) entitlement review process, and ensure consistency with new legislation 389 ➢ Provide a one -stop planning counter and virtual 00 services for residents, developers, and the a o2000 3000 4000 business community by implementing the Remembering what connects us. Planning Concierge Services TASKS: ➢ 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 ➢ Continue an excellent standard of plan check and inspection to maintain code compliance and safety, while also preventing disruptions during construction ➢ Coordinate plan check between multiple departments and outside agencies. Complete all 1st submittal plan check services within ten (10) working days and subsequent plan check submittals within five (5) working days ➢ Provide professional, friendly customer service at the front counter, over the phone, and via email ➢ Building technicians assist homeowners and contractors with scheduling inspections, in person, over the phone, and via email ➢ Research historical documents for plans and permit information to provide public record ➢ Continue to utilize inspection staff in the role of "project coordinator" to guide homeowners through the construction project submittal and permitting process. This approach humanizes and simplifies the plan check and inspection correction process for persons unfamiliar with the City's construction application, plan check and inspection requirements ➢ Issue Certificates of Occupancy (C of O) and Temporary Certificates of Occupancy (TCO) when required ➢ Review and issue alternate work hour permits to allow construction work to be performed outside normal working hours when it is appropriate and does not interfere with traffic flow or create noise for nearby residents ➢ 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 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 i forms and standard plans to ensure a uniform understanding and application of City and Building Code requirementsi� ➢ Continue to update the Building Division's Procedure Manual and develop comprehensive internal operational policies 751 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl ➢ Continue to support OCFA and Tustin Police emergency response needs related to evaluating structural safety following structure fires and vehicle accidents involving structures ➢ Prepare and advertise Request for Proposals and execute three to five-year contracts with consultants to provide services as Code Enforcement hearing officers ➢ Administer the City's graffiti -removal program and actively participate in the City's Neighborhood Improvement Program ➢ Code Enforcement continues to implement courteous and business -friendly property maintenance, and zoning code guidance, issuing administrative citations when necessary. Continues to perform water quality inspections at all active construction sites, and existing commercial and industrial sites ➢ Continue unpermitted vendor enforcement ➢ Receive, review, mail, and initiate Code Enforcement cases for expired building and safety permits/applications and fire department expired permits. Follow up with emails and reminders to renew the permit and complete the project ➢ Implement efficiency improvements to the department's processes and procedures, such as all digital plan checking and over -the counter plan check by appointment PERFORMANCE MEASURES (Performance Measures introduced in the 2022-23 Fiscal Year): Building Services Completed Permit Applications Processed Permits Issued Temporary Use Permits Approved Alternate Work Hour Permits Number of Inquiries at the Counter Number of Inquiries Via Phone Number of Inquiries Via Email Completed Number of Public Records Requests Number of Business Licenses Issued 2024-2025 GOALS: Building N/A 2,503 2,412 N/A Building N/A Building N/A 2,320 2,340 N/A 66 54 N/A Building N/A 8 8 N/A Building N/A 6,100 6,310 N/A Building N/A 10,980 N/A N/A Building N/A Building N/A Building N/A 40,504 N/A N/A 572 276 N/A 433 331 N/A ➢ Implement e-Review software to streamline the plan review process and reduce review time ➢ 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 ➢ 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 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 2023-2024 ACCOMPLISHMENTS: ➢ Prepared and advertised Request for Proposals and executed five-year contracts with consultants to perform contract plan check and support activities - Contracted with 7 consultant firms. Contracts expire in 2026 ➢ Prepared and adopted California Building Standards Codes with amendments (three-year cycle) ➢ Administered and enforced the California Building Standards Codes - Advised/educated architects/engineers, Business owners and homeowners of the new code changes 761Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl ➢ Continued 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 ➢ Received and administered grant funding from Cal[APP 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 in March 2023. Program was launched in September 2023 and is fully running ➢ Continued to work with developers, allocate resources and coordinate with other agencies and departments to ensure continued progress at Tustin Legacy - Provided 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 the plan check expiration date, which could have caused costly plans update and resubmittal 2023PERMITBREAKDOWNBUILDING DIVISION wru !L'Il0MG flFDQFMIiAl7 FWIOIMG (LUI W hFRGG'RIIf MXHAW(R viuwalxa; © � YV ip eulminGlux�r ix�xxFRotnnotl ® Gib 0 9I(771L 1lNID! (NUFFP A ®) W,x lUR171BG iN).r o; {; 11Ai W:. ® . Gib O IGtN01�'FE'NFE ItlIpFIFII 0� EXPENSES COMMUNITY DEVELOPMENT ALL Funds 2023BPLANNING 2JIDNG ACTIVDITV / N 7:r, aEPmmlw�,is,eN�s. v4, �MJ� cw�me,ctq vntl COMMUNITY DEVELOPMENT 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget Salaries & Benefits 2,958,528 2,875,769 3,096,190 3,146,514 3,304,244 Internal Service Charges 155,991 191,200 257,100 257,100 318,500 Operating Expense 2,632,493 1,757,340 2,366,418 2,259,817 1,948,900 Improvements/Vehicles 59,496 1,820,848 646,229 646,229 418,500 Total Comm Dev Expenditures 5,806,508 6,645,157 6,365,937 6,309,660 5,990,144 771 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl COMMUNITY DEVELOPMENT 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES BY DIVISION General Fund Community Development - Planning Expenditures Salaries & Benefits 1,573,502 1,531,715 1,595,965 1,724,892 1,801,784 Internal Service Charges 700 700 900 900 2,000 Operating Expense 422,206 378,321 1,235,600 1,060,600 735,100 Capital Outlay - 10,919 10,000 10,000 7,500 Total 1,996,407 1,921,656 2,842,465 2,796,392 2,546,384 Community Development - Building Expenditures Salaries & Benefits 919,535 1,081,669 1,220,333 1,081,935 1,184,438 Internal Service Charges 155,291 190,500 256,200 256,200 316,500 Operating Expense 717,755 960,833 767,603 767,603 673,270 Total 1,792,581 2,233,002 2,244,136 2,105,738 2,174,208 Community Development - Code Enforcement Expenditures Salaries & Benefits 342,457 166,916 168,698 228,494 206,718 Internal Service Charges - - - - - Operating Expense 125,973 212,170 114,100 182,500 158,600 Total 468,430 379,086 282,798 410,994 365,318 Total General Fund Expenditures 4,257,418 4,533,744 5,369,400 5,313,124 5,085,910 EXPENSES BY DIVISION All Other Funds CDBG Expenditures (Special Revenue Fund) Salaries & Benefits 123,035 95,469 111,194 111,193 111,304 Operating Expense 1,329,006 206,015 249,115 249,114 381,930 Improvements - 1,809,929 389,147 389,147 411,000 Total 1,452,041 2,111,413 749,455 749,454 904,234 SCAQM D Salaries & Benefits Operating Expense 37,553 - - ImprovementsNehicles 59,496 247,082 247,082 Total 97,049 247,082 247,082 Total Other Funds 1,549,090 2,111,413 996,537 996,536 904,234 781 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Community Development - Budget Breakdown by Year (All Funds) 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 Estimated 2024-25 Budget ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Improvements/Vehicles 791Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Vehicle Building Capitallmprovement Customer Support Maintenance& Maintenance Repairs Budget&Finance Fuel Management Park Restroom Utility Coordination Maintenance -' Vehicle/ Waste/Recycling Equipment Right of Way Management Acquisition& Permitting Disposal Landscape Streets Development Water Services Review Division Maintenance Transportation Pavement & Distribution Engineering Trees Concrete Maintenance & Maintenance Construction Infrastructure Water Production Environmental Streetscapes Cleaning & Compliance &Treatment Drainage Parks&Sports Traffic Safety& Water Quality and Inspection Fields Special Events Compliance Special Events Streetlight Maintenance 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Public Works Assistant Engineer 2.00 2.00 2.00 2.00 0.00 Assistant Director of Public Works 0.00 1.00 1.00 1.00 0.00 Associate Engineer 1.00 1.00 2.00 2.00 0.00 Deputy Director of PW - Engineering 1.00 1.00 0.00 0.00 0.00 Deputy Director of PW - City Engineer 0.00 0.00 2.00 2.00 0.00 Deputy Director of PW - Operations 0.00 1.00 1.00 1.00 0.00 Director of PW / City Engineer 1.00 1.00 1.00 1.00 0.00 Electrician 1.00 1.00 1.00 1.00 0.00 Equipment Mechanic 3.00 2.00 2.00 2.00 0.00 801 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 15 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Equipment Operator 3.00 3.00 3.00 3.00 0.00 Field Services Manager 1.00 1.00 1.00 1.00 0.00 Maintenance Leadworker 13 5.00 5.00 5.00 6.00 1.00 Maintenance Supervisor 5.00 4.00 5.00 5.00 0.00 Maintenance Worker/Sr. Maintenance Worker 20.00 22.00 22.00 22.00 0.00 Management Assistant 1.00 3.00 3.00 3.00 0.00 Principal Engineer 3.00 3.00 3.00 3.00 0.00 Public Works Inspector 1.00 1.00 1.00 1.00 0.00 Public Works Manager 2.00 2.00 2.00 2.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 0.00 Senior Management Assistant 2.00 2.00 2.00 2.00 0.00 Senior Public Works Inspector 2.00 2.00 2.00 2.00 0.00 Equipment Mechanic Leadworker 3.00 1.00 1.00 1.00 0.00 Water Distribution Leadworker 1.00 2.00 2.00 2.00 0.00 Water Distribution Operator I/II 8.00 7.00 7.00 7.00 0.00 Water Equipment Operator 2.00 2.00 2.00 2.00 0.00 Water Maintenance & Construction Supervisor 1.00 1.00 1.00 1.00 0.00 Water Services Manager 1.00 0.00 1.00 1.00 0.00 Water Treatment Leadworker 2.75 1.00 1.00 1.00 0.00 Water Treatment Operator I 1.25 1.00 1.00 1.00 0.00 Water Treatment Operator II 2.75 3.00 3.00 3.00 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 0.00 Total Public Works 78.75 78.00 Footnotes 13 Public Works - 24/25 Budget Add - Maintenance Leadworker -001111111111r I 811 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl DESCRIPTION: We are responsible for the design, construction, operation, and maintenance of all public infrastructure and public right-of- way. The entire Public Works team invites you to explore our pages and learn more about what we do. We are committed to providing the highest level of service possible and we hope this web page is just one of the ways we can achieve that objective. 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 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 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. 821Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 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 -of -way ➢ 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 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 The Fleet Maintenance Division provides general repair and preventative maintenance for all City vehicles and other mechanical equipment, as well as maintains the Vehicle Replacement Fund. In addition, the Division provides maintenance and permit compliance for the City Fueling Island and the Underground Storage Tanks (UST). 831Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 ➢ Administers the Vehicle/Equipment Replacement Fund 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: e 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 Goal 1 Target 80 2019-20 86 020 85 85 85 85 1 100 161 117 147 229 175 1 4,500 6,807 5,970 4,940 4,516 4,500 Tons of Material Removed During Storm Drain Cleaning 1 100 102 86 110 137 100 Tons of Material Removed by Weekly Street Sweeping Before Entering Storm Drains 1 100 105 102 96 120 100 Curb Miles Swept 1 20,000 20,766 20,766 20,766 19,276 364 364 20,000 Acres of Landscaped Area Maintained 1 367 364 364 367 2024-2025 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 841 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl PUBLIC WORKS 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES PUBLIC WORKS ALL Funds Salaries & Benefits 5,798,912 5,935,155 6,564,961 6,268,729 7,200,379 Internal Service Charges 569,613 656,600 891,200 891,200 1,157,700 Operating Expense 9,829,477 10,913,186 11,361,542 11,624,853 11,816,950 Regulatory Fees - - - - - Transfer Out 4,322,099 179,054 80,000 80,000 80,000 Capital Outlay 3,005,288 3,472,055 15,658,371 8,120,129 8,033,029 Furniture, Equipment, Computer H/W - - - 50,000 Total PW Expenditures 23,525,390 21,156,049 34,556,074 26,984,911 28,338,058 EXPENSES BY DIVISION General Fund Administration Expenditures Salaries & Benefits 549,430 559,253 432,819 657,748 747,027 Internal Service Charges 448,613 535,600 739,900 739,900 1,049,100 Operating Expense 91,844 108,475 115,450 160,450 141,000 Capital Outlay - - - - - Furniture, Equipment, Computer H/W - - - - - Total 1,089,887 1,203,328 1,288,169 1,558,098 1,937,127 Engineering Expenditures Salaries & Benefits 1,143,728 1,415,413 1,523,009 1,518,159 1,689,566 Internal Service Charges - - - - - Operating Expense 104,699 87,244 194,000 227,000 253,000 Capital Outlay - - - - - Furniture, Equipment, Computer H/W - - - - - Total 1,248,427 1,502,657 1,717,009 1,745,159 1,942,566 Streets Expenditures Salaries & Benefits 763,578 620,191 644,380 691,813 636,395 Internal Service Charges - - - - - Operating Expense 174,474 165,104 155,850 149,850 243,700 Transfer Out 2,358,888 - - - - Capital Outlay - Furniture, Equipment, Computer H/W - - - - - Total 3,296,940 785,295 800,230 841,663 880,095 Landscaping Expenditures Salaries & Benefits 1,969,006 1,834,629 2,185,449 1,758,791 2,321,041 Internal Service Charges - - - - - Operating Expense 4,234,265 4,474,801 4,709,100 4,848,362 4,876,100 Capital Outlay - - - - - Furniture, Equipment, Computer H/W - - - - - Total 6,203,271 6,309,429 6,894,549 6,607,153 7,197,141 Water Quality Expenditures Salaries & Benefits Internal Service Charges 173,672 183,971 190,138 191,319 196,815 851 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl PUBLIC WORKS 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget Operating Expense 321,538 427,192 469,142 485,000 510,000 Total 495,211 611,163 659,280 676,319 706,815 Vehicles Expenditures Salaries & Benefits 535,087 552,312 564,080 564,690 579,146 Internal Service Charges - - - - - Operating Expense 717,363 813,885 841,700 839,950 833,350 Capital Outlay - - - - - Furniture, Equipment, Computer H/W - - - - - Total 1,252,450 1,366,197 1,405,780 1,404, 640 1,412,496 Buildings Expenditures Salaries & Benefits 371,248 289,938 480,638 410,830 473,080 Internal Service Charges - - - - - Operating Expense 2,472,230 2,666,040 2,926,800 2,915,800 2,953,300 Regulatory Fees - - - - - Capital Outlay - Furniture, Equipment, Computer H/W - - - - 50,000 Total 2,843,478 2,955,979 3,407,438 3,326,630 3,476,380 Total General Fund Expenditures 16,429,663 14,734,048 16,172,456 16,159,662 17,552,619 EXPENSES BY DIVISION All Other Funds Gas Tax Salaries & Benefits 117,238 308,291 343,449 299,111 291,398 Internal Service Charges 121,000 121,000 151,300 151,300 108,600 Operating Expense 1,339,233 1,687,874 1,684,500 1,584,590 1,716,500 Transfer Out - - - - - Capital Outlay 2,842 - 5,150,000 2,146,000 2,154,000 Total 1,580,312 2,117,165 7,329,249 4,181,001 Measure M2 Expenditures Salaries & Benefits - - - - - Internal Service Charges - - - Operating Expense 169,627 155,134 - 140,000 - Transfer Out 1,963,211 179,054 80,000 80,000 80,000 Capital Outlay 3,002,286 1,842,630 5,158,371 4,424,129 1,109,029 Total 5,135,124 2,176,819 5,238,371 4,644,129 1,189,029 Road Maintenance & Rehabilitation Allocation Expenditures Salaries & Benefits 23,437 23,912 24,825 25,634 34,252 Internal Service Charges - - - - - Operating Expense - 93,715 - 567 - Capital Outlay 160 1,629,425 5,350,000 1,550,000 4,770,000 Total 23,597 1,747,051 5,374,825 1,576,201 4,804,252 Solid Waste Expenditures Salaries & Benefits 152,490 147,245 176,174 150,634 231,660 Internal Service Charges - - - - - 861 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl PUBLIC WORKS 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget Operating Expense 204,203 233,722 265,000 273,284 290,000 Transfer Out - - - - - Total 356,693 380,967 441,174 423,918 521,660 Total Other Funds 7,095,727 6,422,002 18,383,618 10,825,249 10,785,439 Public Works - Budget Breakdown by Year (All Non -Enterprise Funds) 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 2024-25 Budget Estimated ■ Salaries & Benefits ■ Internal Service Charges Operating Expense ■ Regulatory Fees 871Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl DESCRIPTION: We are responsible for the design, construction, operation, and maintenance of all water infrastructure and facilities. The entire Public Works team invites you to explore our pages and learn more about what we do. We are committed to providing the highest level of service possible and we hope this web page is just one of the ways we can achieve that objective. 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 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 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. 881 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 This reverse osmosis water treatment facility is a cooperative venture between the City of Tustin, the Orange County Water District [OCWD], and the Metropolitan Water District of Southern California [MWD]. This facility removes nitrates and high concentrations of dissolved solids from the groundwater produced at this facility. The water is treated and blended to comply with State and Federal drinking water standards. TASKS: ➢ 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 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 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 891Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl PERFORMANCE MEASURES (Performance Measures introduced for 2022-23) Water Valves Exercised 1 500 402 476 552 477 500 Water Services Replaced 1 80 89 82 97 82 80 Water Meters Replaced 1 300 311 418 329 301 300 State Compliance Reporting Submitted Timely 1 20 20 20 20 22 20 Water Quality Samples Collected and Analyzed 1 1,585 1,585 1,585 1,585 1,528 1,585 2024-2025 GOALS: ➢ Ensure Tustin is an attractive, safe and well -maintained community through continual maintenance and improvement of water infrastructure and facilities WATER ENTERPRISE FUNDS 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES WATER ENTERPRISE FUND ALL Funds Salaries & Benefits 3,173,578 3,252,673 3,804,396 3,263,953 3,816,024 Internal Service Charges 313,223 352,000 467,900 467,900 514,300 Operating Expense 843,751 813,724 1,008,800 942,325 1,079,900 Maintenance Expenses 11,158,749 10,660,305 11,605,060 11,821,277 12,373,750 Water Quality/Regulatory Fees 151,765 147,100 174,290 165,779 166,890 Transfer Out/Bond Expense 20,575,877 5,407,253 3,651,787 3,651,230 2,892,778 Furniture and Equipment - - - - - CapitalOutlay 2,770,295 2,834,159 3,210,551 3,870,426 2,070,000 Total Water Enterprise Expenditures 38,987,239 23,467,214 23,922,785 24,182,890 22,913,642 EXPENSES BY DIVISION Water Enterprise Fund Administration Salaries & Benefits 703,711 797,754 1,257,832 852,166 1,213,477 Internal Service Charges 313,223 352,000 467,900 467,900 514,300 Operating Expense 472,659 339,108 497,800 417,800 697,900 Water Quality/Regulatory Fees 139,696 145,533 167,290 162,779 159,890 Transfer Out/Bond Expense 3,037,691 3,327,039 2,651,787 2,651,230 2,892,778 Furniture and Equipment - - - - - Total 4,666,980 4,961,434 5,042,610 4,551,875 5,478,345 Water Distribution Salaries & Benefits 1,371,486 1,256,262 1,350,154 1,346,584 1,296,559 Internal Service Charges - - - - - Operating Expense 233,728 210,734 286,850 298,375 269,400 Water Quality/Regulatory Fees 12,069 1,567 7,000 3,000 7,000 Transfer Out/Bond Expense 108,533 - - - CapitalOutlay 21,799 - - - 60,000 Total 1,747,616 1,468,563 1,644,004 1,647,959 1,632,959 Main Street Facilities Salaries & Benefits 65,144 213,874 228,191 205,403 233,146 Internal Service Charges - - - - - Operating Expense 9,262 21,011 11,700 13,700 24,200 901 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 15 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl WATER ENTERPRISE FUNDS 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget Maintenance Expenses 36,750 80,578 49,000 11,717 1,997,450 Total 111,156 315,464 288,891 230,820 2,254,796 17th Street Desalter Salaries & Benefits 219,031 147,937 163,664 140,815 170,612 Internal Service Charges - - - - - Operating Expense 20,906 23,982 37,550 37,550 38,000 Maintenance Expenses 2,162,854 2,470,450 2,197,500 2,434,000 2,517,300 Total 2,402,790 2,642,369 2,398,714 2,612,365 2,725,912 Imported Water Salaries & Benefits 116,611 102,326 108,854 78,119 139,669 Internal Service Charges - - - - - Operating Expense 413 132 500 500 - Maintenance Expenses 6,054,955 5,652,103 5,632,820 5,632,820 5,009,300 Total 6,171,979 5,754,561 5,742,174 5,711,439 5,148,969 Water Production Salaries & Benefits 301,690 306,133 330,936 276,101 355,770 Internal Service Charges - - - - - Operating Expense 53,335 47,676 49,400 49,400 50,400 Maintenance Expenses 2,373,036 1,997,977 3,225,740 3,242,740 2,249,700 Total 2,728,061 2,351,786 3,606,076 3,568,241 2,655,870 Non -Departmental (Water Enterprise Fund) Salaries & Benefits 395,906 428,387 364,765 364,765 406,791 Internal Service Charges - - - - - Operating Expense 48,914 - - - - Total 444,820 428,387 364,765 364,765 406,791 Total Water Enterprise Expenditures 18,273,402 17,922,564 19,087,234 18,687,464 20,303,642 EXPENSES BY DIVISION All Other Funds Water Capital Salaries & Benefits Internal Service Charges - - Operating Expense 4,127 4,176 - - - Maintenance Expenses 531,153 459,198 500,000 500,000 600,000 Transfer Out/Bond Expense 3,918,760 198,871 - - - Capital Outlay 2,748,496 2,714,159 3,128,169 718,676 830,000 Total 7,202,537 3,376,403 3,628,169 1,218,676 1,430,000 Water Enterprise Emergency Salaries & Benefits Internal Service Charges Operating Expense - - Transfer Out/Bond Expense 1,000,000 1,000,000 Capital Outlay - - Total 1,000,000 1,000,000 - 911 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl WATER ENTERPRISE FUNDS 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget 2011 Water Revenue Bond Salaries & Benefits Internal Service Charges - Operating Expense 4 Transfer Out/Bond Expense 289,000 Capital Outlay - Total 289,004 2013 Water Revenue Bond Salaries & Benefits - Internal Service Charges - Operating Expense 404 166,904 Transfer Out/Bond Expense 13,221,892 1,881,343 - - CapitalOutlay - 120,000 82,382 951,750 Total 13,222,296 2,168,247 82,382 951,750 2024 Water Revenue Bond Salaries & Benefits - - - - Internal Service Charges - - Operating Expense 125,000 125,000 Transfer Out/Bond Expense - - - Capital0utlay - 2,200,000 1,180,000 Total - - 125,000 2,325,000 1,180,000 Total Other Funds 20,713,837 5,544,650 4,835,551 5,495,426 2,610,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 Water Enterprise Budget Breakdown by Year (All Funds) i 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 2024-25 Budget Estimated ■ Salaries & Benefits ■ Internal Service Charges Operating Expense ■ Maintenance Expenses ■ Water Quality/Regulatory Fees ■ Transfer Out/Bond Expense 921 Page POLICE DEPARTMENT SERVICES TO THE COMMUNITY & POSITION CONTROL Police Department Personnel & Community Policing Investigations Bureau Bureau North Area South Area City Special Professional Patrol Patrol Operations Operations Standards Division Division Division Division Division Behavioral Criminal Training& Health Response Investigations Recruitment Traffic/Special. Events Gan Unit g Internal Affairs Emergency Crime Analysis Public Management Information Community School Technology& Resources Resources Innovations Homeless Task Force Liaison Officers Parking Permit Threat Management Fleet S.W.A.T. Operations Special Drone Team Response Team Directed Enforcement Team Canine Team Administrative Support Bureau Field Operations Support Support Division Division Communi- Records cations Crime Scene Property & Investigations Evidence Front Desk Operations CAL Detention Facilities Employee Wellness Fiscal Services Chaplain Program DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Police Department Behavioral Health Bureau Commander 0.00 1.00 0.00 0.00 0.00 Crime Analyst (SLESF Grant Funded) 1.00 1.00 0.00 0.00 0.00 Deputy Police Chief 1.00 0.00 0.00 0.00 0.00 Management Analyst 1/11 (SLESF Grant Funded) 0.00 0.00 1.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 0.00 Management Assistant 1.00 1.00 1.00 1.00 0.00 Police Captain 1.00 3.00 3.00 3.00 0.00 Police Chief 1.00 1.00 1.00 1.00 0.00 Police Civilian Commander 1.00 0.00 0.00 0.00 0.00 Police Communications Lead 2.00 2.00 2.00 2.00 0.00 Police Communications Officer 1/11 10.00 10.00 10.00 10.00 0.00 Police Fleet Coordinator 1.00 1.00 1.00 1.00 0.00 Police Lieutenant 12 5.00 5.00 5.00 6.00 1.00 Police Officer 72.00 72.00 72.00 72.00 0.00 Police Officer (SRO) 1.00 1.00 2.00 2.00 0.00 Police Records Lead 2.00 2.00 2.00 2.00 0.00 Police Records Specialist 10.00 10.00 10.00 10.00 0.00 Police Sergeant 18.00 18.00 19.00 19.00 0.00 Police Services Officer 1/11/111 15.00 15.00 16.00 16.00 0.00 Police Support Services Manager 2.00 2.00 2.00 2.00 0.00 Police Support Services Supervisor 4.00 4.00 5.00 5.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 1.00 1.00 2.00 2.00 0.00 Total Police Department 153.00 154.00 158.00 159.00 1.00 Footnotes 12 Police Department - 24/25 Budget Add - Lieutenant 941 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl DESCRIPTION: The Tustin Police Department is committed to the "Community Governance policing philosophy and endeavors to improve the quality of life for those who visit, Live, and work in the City of Tustin." The Police Management oversees the daily operations of the Police Department, prioritizing the fulfillment of the Department's overarching mission and its readiness for future challenges. It offers leadership and managerial guidance across all functions of the Police Department, handles citizen inquiries, and serves as the Department's Liaison to the City, County, and State. Moreover, Police Management is tasked with supervising the CALEA (Commission on Accreditation for Law Enforcement Agencies) accreditation process. TASKS: ➢ Direct and manage budgetary matters ➢ Introduce and execute new initiatives to increase Departmental effectiveness ➢ Engage in citywide team management strategies ➢ Guide and evaluate staff projects ➢ Foster collaboration with local, state, and federal Law enforcement agencies ➢ Coordinate Police Department activities with other City Departments ➢ Forecast future requirements and strategize accordingly ➢ Oversee daily operations, prioritizing employee safety and productivity ➢ Conduct Department -wide training and oversee the CALEA re -accreditation process ➢ Lead and coordinate the CALEA accreditation team ➢ Organize and maintain comprehensive CALEA accreditation files, covering 460 Law enforcement standards across 38 chapters ➢ Develop and manage inspections and reports mandated by CALEA, furnishing essential data for the Police Department's fiscal and operational management 2024-2025 GOALS: ➢ Develop and implement the 2025-2030 Strategic Plan ➢ Create new initiatives to enhance public safety and community outreach ➢ Enhance public safety and crime prevention efforts through the increased utilization of technology ➢ Develop specific wellness -centered strategies to increase the efficiency of programs dedicated to supporting police personneL's mental and physical health ➢ Develop plans to increase sworn and civilian staffing and resource allocation to align with the expansion of the Tustin Legacy 2023-2024 ACCOMPLISHMENTS: ➢ Secured UASI (Urban Areas Security Initiative) Grant for procurement of a tactical armored vehicle ➢ Provided direction to revamp and modernize the Tustin Annex police facility ➢ Recruited and onboarded a part-time Assistant Emergency Manager ➢ Established a Drone Program ➢ Provided support to the City and Incident Management Team (IMT) during the Navy Hangar Fire Incident ➢ Offered a leadership team building workshop Led by a POST (Police Officer Standards and Training) facilitator aimed at enhancing communication, fostering trust, developing leadership abilities, uplifting morale, and promoting adaptability and resilience in navigating the demands of law enforcement operations 951Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 supplementing the Patrol Division in a variety of capacities, such as the Directed Enforcement Team (DET), Traffic Unit, Community Relations Unit, Behavioral Health Unit, K-9 Unit, and Special Response Team (SRT)/Special Weapons and Tactics (SWAT). City Operations Command is currently staffed by one Lieutenant, three Sergeants, ten Officers, three Police Services Officers, and two police service dogs. The Directed Enforcement Team (DET) is made up of one Sergeant and three Police Officers. The Directed Enforcement Team focuses on crime trends and quality -of -life issues in our city. The Directed Enforcement Team targets career criminals and violent offenders, conducts arrest warrants, and conducts surveillance, along with intelligence collection and analysis. They are also responsible for identifying and impacting areas of recurring criminal activity or calls for service within the city. The Directed Enforcement Team monitors areas in the city for the possibility of future crimes. By identifying a problem and working to resolve it, the team can prevent crime before it happens. 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, one Fleet Coordinator and two part-time Parking Control Officers. The Traffic Unit also conducts follow-up investigations for serious or fatal traffic collisions. The Traffic Unit submits grant applications and monitors all reporting requirements on funded grants, and they also conduct quarterly DUI checkpoints throughout the city and review and approve all traffic collision reports. The Fleet Coordinator is also an integral part of the Traffic Unit. The Community Relations Unit is comprised of one Homeless Liaison Officer, one Community Impact Officer, one Behavioral Health Manager, and two Police Services Officers. The Community Relations Unit 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 and Chili Cook -Off, and Dino Dash. In addition to handling special events, the Homeless Liaison and Community Impact Officer are responsible for any homeless issues that come up, including housing at the Tustin Temporary Emergency Shelter. The Behavioral Health Manager is a former Orange County Social Worker who is responsible for assisting anyone in Tustin experiencing any mental health issues. The two Police Services Officers coordinate and attend all neighborhood watch meetings and numerous city events, such as Read Across America, Coffee with a Cop, Substation for a Day, Santa Sleigh, and Santa Cop. The K-9 Unit is comprised of one Sergeant and two Officers who each have been assigned a Police Service Dog. The Canine Program was established to augment police services to the community. Highly skilled and trained teams of handlers and canines have evolved from the program and are used to supplement police operations to locate individuals, contraband, and to apprehend criminal offenders. 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 in DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl ➢ 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 2024-2025 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 2023-2024 ACCOMPLISHMENTS ➢ Increased personnel assigned to Crisis Negotiation Team ➢ Increased training for Special Response Team ➢ Completed Annex remodel project ➢ Created a motor officer trainer ➢ Successfully staffed all DUI checkpoints ➢ Fleet purchased and converted new vehicles for department use ➢ Purchased new tactical vests, helmets, and communication gear ➢ Completed 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 ➢ Successfully integrated the Tustin PD Emergency Management Team in with OCFA Incident Management Team for the Navy Hangar Fire Incident 971Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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, 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 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 2024-2025 GOALS: ➢ 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, Town Hall Meetings) ➢ 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 ➢ Continue to build Automated License Plate Recognition system (ALPRs) 2023-2024 ACCOMPLISHMENTS: ➢ Created a full-time jailer position ➢ Following the COVID-19 pandemic, the Patrol Division increased community engagement through numerous community events ➢ Completed the remodel of the Watch Commander's office ➢ Additional Patrol Sergeant added ➢ Completed Phase 2 of the Automated License Plate Recognition system (ALPRs) ➢ Completed "Patrol School" for on -boarding officers into the Field Training Officer Program 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 981Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 20 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 2024-2025 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 2023-2024 ACCOMPLISHMENTS: ➢ Created a full-time jailer position ➢ Following the COVID-19 pandemic, the Patrol Division increased community engagement through numerous community events ➢ Completed the remodel of the Watch Commander's office ➢ Additional Patrol Sergeant added ➢ Completed Phase 2 of the Automated License Plate Recognition system (ALPRs) ➢ Completed "Patrol School" for on -boarding officers into the Field Training Officer Program The Special Operations Division includes the Criminal Investigations Unit and the Gang Unit. The Criminal Investigations Unit is divided into the Major Crimes Team and the 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 throughoutthe city. The Detectives from the Criminal 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 Criminal Investigations Unit also includes a full-time School Resource Officer and Detectives assigned to specialized task forces, such as the Orange County Auto Theft Task Force, the 991Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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), and the Orange County Auto Theft Task Force (OCATT) ➢ Provide personnel to the Orange County Intelligence Assessment Center (OCIAC), and the Joint Terrorism Task Force (1TTF) 2024-2025 GOALS: ➢ Utilize state-of-the-art predictive policing software to assist the Department in its efforts to prevent crime before it occurs ➢ Make arrests in 10% of cleared cases ➢ Increase follow-up investigations on cold cases ➢ Update and utilize GPS and surveillance cameras to capture criminals related to trending crime series 2023-2024 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 The Professional Standards Division (PSD) operates under the Personnel and Investigations Bureau. The Professional Standards Division 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 on the release of relevant information as well as the management of our social media accounts. The Professional Standards Division 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. 1001Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl TASKS: ➢ Recruit and hire all departmental employees ➢ Manage internal affairs files, background files, and training files ➢ Represent the agency as custodian of records for all Pitchess Motion court appearances ➢ Manage the Department's IT projects, including Mark 43 CAD/RMS ➢ Manage the Department's issuance of equipment as well as collection of equipment at the end of employment ➢ Manage the Cadet and Explorers Program ➢ Investigate all complaints of misconduct or uses of force as determined by the Command Staff ➢ Manage and coordinate the investigation of all administrative investigations, standard reviews, uses of force, vehicle pursuits, early intervention alerts and employee traffic collisions ➢ Prepare yearly administrative statistical reports and state cost recovery reports ➢ Coordinate and track all formal training ➢ Author and track all internally generated training documents ➢ Ensure P.O.S.T. compliance with mandated training requirements ➢ Manage the Power DMS computer data system ➢ Coordinate new employee departmental orientations ➢ Serve as liaison with P.O.S.T. police training academies ➢ Facilitate and address the department's current and future Information Technology needs 2024-2025 GOALS: ➢ Implement a new recruitment website ➢ Increase recruitment and advertising for recruitment ➢ Recruit more lateral police officers ➢ Increase the department's social media footprint ➢ Streamline and improve the employment background investigation process ➢ Implement Cradlepoint routers in all police units for dual redundant connectivity 2023-2024 ACCOMPLISHMENTS: ➢ Successful completion of POST audit ➢ Added additional Detention Officer position ➢ Implemented Yubico key to give field employees faster access to their MDCs ➢ Conducted over 135 background investigations on potential new employees ➢ Internally promoted 19 employees ➢ Hired 28 employees which includes: ➢ (11) Recruits ➢ (2) Lateral Officers ➢ (2) Communications Officers ➢ (1) BHRU Manager ➢ (1) PRS ➢ (2) MRO's ➢ (1) PSO ➢ (1) PT Admin Asst ➢ (4) Police Cadet ➢ (1) PT Temp Emp ➢ (1) Crime Analyst ➢ (1) Volunteer 1011Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl The Field Support Division is comprised of two units: Communications and Police Service Officers/Crime Scene Investigations. These units provide support services necessary to the daily Police Department operations. Often the first interaction the public has with the Tustin Police Department is the experience with the Communications Unit. The Communications Unit maintains a "how can we help" mentality and takes pride in providing a professional and positive experience on what may be the worst day the person has ever experienced. The Unit's primary goal is to keep the public and members of the department safe. This is accomplished by properly questioning callers and providing resources, striving for perfection in radio traffic, telecommunications work, and commitment to continued training and improvement of job skills. Police Services Officers (PSO) 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 (CSI) 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 ➢ 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 activities ➢ 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 2024-2025 GOALS: ➢ Communications Unit ➢ Increase the number of Communication Training Officers. Work towards three dispatchers on each shift ➢ Further the 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 ➢ Reinstate annual team building and training days for PSO/CSI Unit personnel so they can practice critical forensic skills and improve communication within the group ➢ 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 on roadways and more accurate at measuring longer distances ➢ Streamline our practices for documenting graffiti to ensure there is consistency with regard to the way these incidents are being reported, and to ensure expectations are clear for all personnel 1021Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl ➢ Bring Police Services Officers into alignment with the current training matrix for PSO/CSI Unit personnel, which includes POST courses in basic crime scene investigation, Field Training Officer certifications, traffic collision investigations, and Department of Justice sex offender registration practices ➢ Develop better systems for tracking ancillary duties at the front desk so we have a reliable record of the work Police Services Officers are doing in that position ➢ Continue working on improvements and proposals for a proper Evidence Processing/Booking room and PSO/CSI workstations 2023-2024 ACCOMPLISHMENTS: ➢ Communications Unit ➢ In 2023 the Communications Unit received 96,328 calls, 23,102 of those calls were 911 calls. The Communications Unit answered 99.84% 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 ➢ A Police Communications Officer was promoted to Police Communications Lead in September 2023 ➢ One Police Communications officer attended the POST Communications Training Officer program and received their certification ➢ A new Communications Officer started training April 2023 ➢ One Communications Officer completed tactical dispatch training and received their certification in 2023 ➢ Two sworn officers were successfully cross trained as Communications Officers ➢ Instituted hiring bonus program to enhance recruiting ➢ One Communications Officer of won the Support Services civilian of the year award for the year 2023 ➢ Awarded the Support Services exemplary unit award for 2023 ➢ PSO/CSI Unit ➢ In 2023, Police Services Officers completed a total of 2,156 non -arrest reports. Overall, Police Services Officers took 40.0% of the non -arrest reports while Police Officers took 60.0% ➢ Police Services Officers worked with the Orange County Sheriff's Department, the District Attorney's office and the TAGRS application/program providerto examine best practices for documenting graffiti. The Orange County Sheriff's Department is no longer providing technical support for TAGRS and we have begun taking crime reports to document graffiti complaints in Tustin in Lieu of TAGRS entries ➢ Police Services Officers provided training in the areas of crime scene photography and DNA collection in briefings, and during new officer orientations throughout the year ➢ Research into new evidence processing spaces and workstations for crime scene personnel was conducted in 2023. Plans for possible renovations and updated equipment were submitted for review and are being considered for 2024 improvements ➢ In 2023, a Field Services Building Maintenance Specialist was installed at the Police Department to help oversee facilities and maintenance for the City Hall complex. This has streamlined the process for reporting maintenance issues and significantly reduced response times for repair work and improvement projects. ➢ Trained two Administrative Specialists to support PSO/CSI operations and assist the Supervisor with administrative tasks while simultaneously developing their Leadership skills The Operations Support Division is comprised of two units: Property and Evidence and Records. Each of these units functions independently, providing functional services necessary to the daily operations of the Tustin Police Department. The Property and Evidence Unit is a vital part of the Police Department and is an essential piece of the criminaljustice 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 thatthe evidence maintains its integrity when presented in court. 1031Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl The Records Unit consists of personnel who work around the clock to perform police -related record management duties. Staff members strive to meet the 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 68,000 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 for prosecution ➢ Respond to requests for police reports and discovery for court proceedings 2024-2025 GOALS: ➢ Property & Evidence Unit ➢ Continue barcoding items currently booked in Property & Evidence Unit ➢ Complete the remaining repairs and replacement of freezer units ➢ Records Unit ➢ Implement a new training manual within the Agency 360 platform ➢ Re-evaluate the records request system and look into an automated request system 2023-2024 ACCOMPLISHMENTS: ➢ Property & Evidence Unit ➢ Successfully completed phase one of repairs and replacement of freezer units ➢ Destroyed 102 firearms/metal recyclable items, and 51 items of ammunition ➢ Booked a total of 9,073 items of property ➢ Records Unit ➢ Completed the certification with the Department of Justice for the National Incident Based Reporting System (NIBRS) compliance ➢ Processed (July 2023-February 2024) ■ 4,631 police reports ■ 1,699 court packages • 274 citations ■ 2,740 records requests ■ 464 discovery requests 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 of individuals in the City of Tustin. 1041Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl TASKS: ➢ Respond 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 ➢ Relieve patrol officers on calls for service, depending on the circumstances ➢ Provide 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 ➢ Assist 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. ➢ Collaborate with other agencies in order to provide prompt and appropriate care for individuals 2024-2025 GOALS: ➢ Establish 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 ➢ Establish a method of reviewing data quarterly to determine recidivism ➢ Create a streamlined system for Police Department personnel to make mental health referrals to BHRU ➢ Establish 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 ➢ To keep up to date on new mental health programs available to the community and to become familiar with the referral processes for different programs 2023-2024 ACCOMPLISHMENTS: ➢ The Behavioral Health Manager provided department wide training, along with a PERT clinician on community health resources, self -care and burnout in law enforcement ➢ The Behavioral Health Manager completed continuing education units in order to upkeep her clinical License, which included California Law & Professional Ethics, Motivational Interviewing, Medications for Opioid Use Disorder, and Substance Use and Addiction During Pregnancy ➢ The Behavioral Health Response Manager attended NITF meetings, quarterly County -wide Homeless Liaison Officer (HLO) meetings, monthly meetings with TTES shelter staff, and participated in the monthly homeless outreach, alongside CityNet, to assist with any mental health related contacts during outreach PERFORMANCE MEASURES (Performance Measures introduced for 2022-23; BHRU introduced April 2023): Performance Measure Calls for Service Arrests Parking Citations Moving Citations N/A N/A Actuals'T 38,288 Actuats 37,616 Actuats 39.168 Actual 41,536 Estimated N/A N/A N/A 2,448 2,774 2,810 N/A N/A 12,609 16,256 17,898 N/A N/A 4,355 2,811 3,079 2,736 N/A 16,781 N/A 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) BHRU — Referrals received N/A N/A N/A N/A N/A 162 N/A N/A N/A N/A N/A N/A 27 N/A 105 1 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl BHRU — Refusals i N/A i N/A I N/A N/A N/A 1 N/A Crime Statistics (Current Year) Group A Offenses HOMICIDE July 2022 — February July 2023 — February 0 0 MANSLAUGHTER/NEGLIGENCE 0 0 SEX OFFENSES 33 20 AGGRAVATED ASSAULTS 92 86 SIMPLE ASSAULTS 302 272 ROBBERY 51 52 BURGLARY 134 156 LARCENY 946 1074 STOLEN PROPERTY 163 83 AUTO THEFT 172 156 VANDALSM 266 233 ARSON 2 1 FRAUD 182 172 FORGERY/CONTRFT 40 38 EMBEZZLEMENT 3 5 PROSTITUTION/GAMBLING/VICE 4 0 NARCOTICS WEAPONS TOTAL GROUP A OFFENSES OffensesGroup B DISORDERLY CONDUCT DUI FAMILY OFFENSES LIQUOR LAWS RUNAWAYS (JUV) TRESPASSING / LOITERING ALL OTHER OFFENSES TOTAL GROUP B OFFENSES 1189 811 144 127 3723 3286 111 52 214 82 13 15 4 1 563 203 280 110 713 392 1898 855 POLICE 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES POLICE DEPARTMENT ALL Funds Salaries & Benefits 25,671,474 27,222,298 29,989,093 29,982,922 31,900,740 Internal Service Charges 809,988 1,282,188 1,360,788 1,360,788 1,568,588 Operating Expense 2,215,275 3,264,591 4,473,401 4,457,637 4,786,514 PrincipaVInterest Payments 26,684 26,684 - - - Total Police Expenditures 28,723,421 31,795,761 35,823,282 35,801,347 38,255,842 1061 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES BY DIVISION General Fund Administration Salaries & Benefits 1,204,826 1,535,327 1,783,382 1,783,382 1,808,618 Internal Service Charges 809,988 1,282,188 1,360,788 1,360,788 1,568,588 Operating Expense 263,487 752,460 1,373,072 1,373,072 1,704,872 PrincipaWnterest Payments - 101,571 - - - Total 2,278,301 3,671,546 4,517,242 4,517,242 5,082,078 City Operations Salaries & Benefits 3,010,146 3,226,079 3,577,781 3,578,545 4,033,932 Internal Service Charges - - - - - Operating Expense 742,465 953,305 1,088,474 1,212,710 1,178,084 PrincipaUlnterest Payments 26,684 26,684 - - Furniture & Equipment - - 125,000 - 95,000 Total 3,779,294 4,206,068 4,791,255 4,791,255 5,307,017 North Area Patrol Salaries & Benefits 4,383,275 5,160,225 5,905,745 5,905,745 5,676,471 Internal Service Charges - - - - - Operating Expense 65,817 66,770 56,259 56,259 59,259 Total 4,449,092 5,226,994 5,962,004 5,962,004 5,735,730 South Area Patrol Salaries & Benefits 5,412,994 5,102,592 5,664,468 5,664,469 6,307,232 Internal Service Charges - - - - - Operating Expense 69,593 57,882 92,159 77,159 77,159 Total 5,482,587 5,160,474 5,756,627 5,741,628 6,384,391 Special Operations Salaries & Benefits 4,916,851 5,185,609 4,677,024 4,677,024 5,476,202 Internal Service Charges - - - - - Operating Expense 155,045 145,741 242,825 242,825 242,825 Total 5,071,896 5,331,349 4,919,849 4,919,849 5,719,027 Professional Standards Salaries & Benefits 2,086,187 2,305,989 3,361,205 3,361,205 2,389,353 Internal Service Charges - - - - - Operating Expense 441,579 632,423 821,865 696,865 838,068 Total 2,527,767 2,938,412 4,183,070 4,058,070 3,227,421 Field Support Salaries & Benefits 2,772,030 2,775,942 2,964,155 2,964,155 3,734,069 Internal Service Charges - - - - - Operating Expense 187,104 285,524 331,625 331,625 355,625 Total 2,959,134 3,061,466 3,295,780 3,295,780 4,089,694 Operations Support Salaries & Benefits 1,662,977 1,719,025 1,872,274 1,872,273 2,049,716 Internal Service Charges - - - - - Operating Expense 290,082 323,595 257,122 257,122 330,622 Total 1,953,059 2,042,620 2,129,396 2,129,395 2,380,338 1071 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl POLICE 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget Behavioral Response Salaries & Benefits 96,608 158,153 188,045 Internal Service Charges - - - Operating Expense 55 - - Total 96,663 158,153 188,045 Total General Fund Expenditures 28,597,794 31,797,083 35,555,223 35,415,223 38,113,740 EXPENSES BY DIVISION All Other Funds Asset Forfeiture Salaries & Benefits Internal Service Charges - Operating Expense (0) Total (0) RNSP Asset Forfeiture Salaries & Benefits - Internal Service Charges Operating Expense 46,893 210,000 210,000 Total 46,893 210,000 210,000 Treasury Asset Forfeiture Salaries & Benefits - - - Internal Service Charges Operating Expense Total - - - - Supplemental Law Enforcement Salaries & Benefits 125,579 53,357 183,059 176,124 237,101 Internal Service Charges - - - - - Operating Expense 48 Transfer Out 46,443 Special Equipment - - - - - Total 172,070 53,357 183,059 176,124 237,101 Total Other Funds 172,070 100,249 393,059 386,124 237,101 1081 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 Police Department - Budget Breakdown by Year (All Funds) 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 2024-25 Budget Estimated ■ Salaries & Benefits ■ Internal Service Charges 1091 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Admin& Tustin Area Senior Annex&Veterans Colu mbus Tu stin Personnel Support Center Sports Park Recreation Center Tustin Family & City Hall Front Budget & Finance Youth Center Tustin Sports Park Counter lk Information Y PP Facilit 5u ort Sports Field Park& Facility PubReservations Allocations Sponsorships& Transportation Bark Barracks Tustin Today Grant Program Dog Park Brochure Capital Community Center Improvement& Food Programs Adult Sports at Special Proj. Leagues The Market Place Public Art & Community Senior Center Class/Camp Services Fund Non -Profit Tennis Programs Registration Commissions Sen for Advisory Park Special Event Co mract Classes Public Art Projects Board Permits Street Fair & Chili Sunset Market Social Media Cook -Off Skate Park Legacy Park Developments Tustin Tiller Days 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Parks & Recreation Administrative Assistant" 2.00 2.00 2.00 1.00 -1.00 Deputy Director of Parks & Recreation a 0.00 0.00 0.00 1.00 1.00 Director of Parks & Recreation 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/II 10 0.00 0.00 0.00 1.00 1.00 Recreation Coordinator 6.00 6.00 6.00 6.00 0.00 Recreation Facilities Lead 2.00 2.00 2.00 2.00 0.00 1101 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 2021-22 2022-23 2023-24 2024-25 2024-25 Department Position Budget Budget Budget Proposed Inc/(Dec) Recreation Program Specialist 0.00 0.00 0.00 0.00 0.00 Recreation Superintendents 1.00 1.00 1.00 0.00 -1.00 Recreation Supervisor s 2.00 2.00 2.00 3.00 1.00 Sr. Management Assistant'"' 1.00 1.00 1.00 1.00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 0.00 Total Parks & Recreation 17.00 17.00 17.00 18.00 1.00 Footnotes 8 Parks & Recreation - 24/25 Budget Add - Recreation Supervisor 9 Parks & Recreation - 24/25 Budget Reclass - Recreation Superintendent to Deputy Director Parks & Recreation 10 Parks & Recreation - 24/25 Budget Reclass - Sr. Management Assistant to Management Analyst 1/11 11 Parks & Recreation - 24/25 Budget Reclass - Administrative Assistant to Sr. Management Assistant DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl Tus • PARKS & RECREATION Creating Comm.nify DESCRIPTION: The Parks & Recreation Department is responsible for enhancing the quality of life in Tustin through collaboration, compassion and connection in the form of recreation programs and human services that inspire a stronger, healthier and happier community. Operations of the department include the provision of events, classes, camps, sports, reservations, and resources, as well as the management of parks and recreation facilities, public art, wireless communication sites, and capital projects. 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 2024-2025 GOALS: ➢ Collaborate with Public Works to renovate Centennial Park ➢ 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 ➢ Support the Public Art Commission in adding public art in Tustin through murals and Creative Signals cabinets and securing donations for the sculpture walk at the Tustin Legacy Park 2023-2024 ACCOMPLISHMENTS: ➢ 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 and formulated a Public Art Priority List ➢ Collaborated with Public Works to complete Tenant Improvements for The Annex at Tustin Legacy to include a police substation ➢ Completed public art projects at Pine Tree Park, Columbus Tustin Park, and the 'Make a House a Home' project 1121Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl The Sports Services Section provides active recreation programs through sports, fitness, and instructional classes that allow all ages the opportunity for supervised, active recreation programs. In addition, this division is responsible for coordinating the after -school program, Little Folks preschool, and summer day camps at the Columbus Tustin Recreation Center. TASKS: ➢ Coordinate and implement special events to include a safe and free Egg Hunt, Halloween Howl, Fourth of July, and Tustin Tiller Days Festival and Parade ➢ Coordinate the Tustin Youth Track Meet ➢ Provide organized and value based Adult Sports Leagues and Tournaments to include softball, volleyball, and basketball ➢ Provide safe and wholesome summer day camp experiences for local children ➢ Provide fun and affordable youth sports camps throughout the year ➢ Implement safe and enriching after -school activities for local area youth at the Columbus Tustin Recreation Center ➢ Provide community service and Leadership opportunities for high school teenagers through Tustin Teens in Action and Counselors in Training programs ➢ Provide non-profit youth organizations with access to city facilities, including the gymnasium and sports fields 2024-2025 GOALS: ➢ Research and develop new programming for Adult Sports to include inclusive sports Leagues, i.e., wifflebaLL, kickball, dodgebaLL, volleyball, non-traditional softball League ➢ Increase marketing and outreach for the Adult Sports Softball program to maintain an average of 50-60 teams per season ➢ Add inter -city all-star softball games ➢ Keep annual special events viable by adapting, changing, and/or adding elements each year ➢ Ensure the equitable distribution of the City's sports fields to local youth sports organizations per the Department's Field Allocation Policy ➢ Secure a total of $40,000 in sponsorship support (money/in-kind) from the local business community ➢ Expand the Tustin Teens in Action program to incorporate seminars on teen subjects (e.g. how to apply for a job, how to apply for college, finances, and how to prepare for interviews) ➢ Increase the Columbus Tustin Recreation Center rental revenue by 10% ➢ Add programming on weekday mornings inside the Columbus Tustin Recreation Center, i.e., indoor picklebaLL, indoor badminton, or senior sports leagues 2023-2024 ACCOMPLISHMENTS: ➢ Increased participation in the after -school program by 25% by expanding the program to Estock Elementary School, marketing, and making improvements to the existing program ➢ Ensured the equitable distribution of the City's sports fields to local youth sports organizations per the Department's Field Allocation Policy and reinforced a fee policy that charges these organizations for their field use ➢ Secured over $30,000 in sponsorship support (money/in-kind) from the local business community ➢ Advanced the Tustin Youth Track Meet to utilizing a timing company for efficiency and accuracy ➢ Increased the visualization of the Tustin Teens in Action's participation throughout the community by participating in special events such as Lemonade Day, Egg Hunt, Tustin Youth Track Meet, Art Walk, and Christmas Tree Lighting ➢ Administered and implemented an Adults Sports Participant Surveyto measure satisfaction and elicit suggestions for improvement 1131Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 Community Yard Sale, Tustin Tiller Days Parade, and Christmas Tree Lighting and Holiday Stroll 2024-2025 GOALS: ➢ Continue to seek out and offer new and different special interests and enrichment classes for youth and adults ➢ Offer additional adaptive recreation classes for youth and/or adults ➢ Create partnerships with local businesses to offer additional classes at off -site locations ➢ Transition tennis reservations to be online ➢ Research the requirements on how to accept picnic shelter reservation requests online ➢ 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 2023-2024 ACCOMPLISHMENTS: ➢ Offered over 1,200 contract classes, including camps, tennis classes, and clinics for kids with special needs ➢ Provided multiple sports camps, including flag football, soccer, basketball, tennis, and skateboarding ➢ Processed over 8,200 pickleball reservations for Veterans Sports Park ➢ Increased contract class revenue each quarter, 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. This reformat included the Creating Community Tour rebrand ➢ Processed more than 1,200 facility and picnic shelter reservations ➢ Coordinated the Christmas Tree Lighting in Old Town Tustin ➢ Effective social media campaigns and marketing campaigns The Veterans Sports Park / The Annex Section provides active recreation programs through the utilization of sports, fitness, and instructional activities that provide all ages the opportunity for supervised, active, recreation programs at Veterans Sports Park and The Annex at Tustin Legacy. In addition, this division is responsible for coordination of the classes, camps, and programs at The Annex. 1141Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO TASKS: City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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 the 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 the condition and proper use of the Veterans Memorial Oversee operations and reservations for pickleball courts Facilitate the Memorial Day Remembrance and Veterans Day Celebration and Car Show events at Veterans Sports Park 2024-2025 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 and senior citizen programming at The Annex by 5% ➢ Develop an Operations Plan for Veterans Sports Park / The Annex 2023-2024 ACCOMPLISHMENTS: ➢ Coordinated a successful Pickleball Tournament ➢ Created and hosted two skate competitions, an in -line skate competition, and a skate jam at the skate park ➢ Held two successful Memorial Day Remembrance events and a Veterans Day Celebration and Car Show at Veterans Sports Park ➢ Hosted multiple soccer, pickleball, and softball tournaments atthe facility, resulting in increased visitors to the facility and surrounding businesses ➢ Began public facility reservations at The Annex ➢ Increased the positive culture of the skate park, allowing for a 73% reduction in the hours of security at Veterans Sports Park 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. 1151 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl 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. ➢ 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 2024-2025 GOALS: ➢ Continue to grow the senior transportation program by reaching out to local senior apartments ➢ Offer diverse classes which target baby boomers and/or working seniors by looking at current trends and expanding the afternoon and/or Saturday programming ➢ Continue to provide more diverse seminars covering an array of topics affecting seniors, including mentaVphysical well-being, county resources, fraud prevention, and Medicare ➢ Offer a variety of support groups to target the needs of seniors ➢ Increase revenue by 5% through various new and improved programs such as contract classes and extended excursions ➢ Research and provide computer courses to be taught in the Computer Lab ➢ Increase awareness of resources for adult children of seniors ➢ Create written guidelines for the Volunteer Program ➢ Expand personal enrichment classes such as writing workshops, film critique, and art classes ➢ Continue to partner with the Tustin Police Department to offer one to two Coffee with a Cop events ➢ Establish a partnership with local universities to provide internship opportunities for students ➢ Increase social media marketing by weekly posts and two to three stories per week which highlight daily programming and/or special events 2023-2024 ACCOMPLISHMENTS: ➢ Continued to grow the senior transportation program to include transportation for seniors and disabled Veterans ➢ Offered classes which targeted baby boomers and/or working seniors, such as the iPad Loan Program, Karaoke Lounge, Senior Tech Lab (Saturdays), Aerobic Kickboxing, and IVC Emeritus classes including Line Dancing at The Annex ➢ Continued to provide more diverse seminars covering an array of topics affecting seniors, including mental well-being and technology tips. These seminars included iPhone tips, Fall Prevention, and book -signing events ➢ Increased revenue by 5% through various new and improved programs such as contract classes, excursions, and events for senior participants. Excursions took place once a month to various venues in Southern California, such as the Huntington Library, Mission Inn Festival of Lights, Carlsbad Flower Fields, Balboa Park, and the Palm Springs Aerial Tramway ➢ Increased awareness of resources for adult children of seniors. This was particularly done through moving the Resource Fair and Flu Shot Clinic to a Saturday in order to accommodate working seniors as well as the adult children of seniors ➢ Identified guidelines for the Volunteer Program by holding semi-annual meetings for the different volunteer groups and sharing the new Department Mission, Vision, and Values ➢ Established guidelines and an application form for the Senior Center Garden 1161Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl ➢ Post-COVID return to in -person programming included Saturday Hikes, Bingo, and MOW Congregate Meal Program ➢ A Grief Counseling Program in partnership with Bristol Hospice was introduced ➢ Built stronger Senior Advisory Board presence at both TASC and City-wide events ➢ Offered two Coffee with a Cop events which allowed for members of the public to visit with local police officers but also highlighted the Senior Center 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 (CTRC), 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: ➢ Responsible for the care and light maintenance of the Civic Center, recreation facilities, Senior Center, Tustin Library Meeting Rooms, and community centers ➢ Provide support to the Parks and Recreation Services Department for contract classes and special events by performing set-up and tear down of a wide variety of equipment ➢ Provide support and supervision of facility rentals ➢ Provide support for over 20 city-wide special events ➢ Provide support on a daily basis for all facilities with special dedication to the Tustin Family and Youth Center, Columbus Tustin Recreation Center, and the Tustin Area Senior Center 2024-2025 GOALS: ➢ Take the lead in the Facility Maintenance Week for TFYC and TASC to ensure that facilities are in top condition for daily programming ➢ Provide routine maintenance of TFYC, CTRC, TASC, and The Annex as needed ➢ Conduct routine inspection of equipment for safety and functionality, including tools, tables, chairs, etc. ➢ Hold quarterly staff meetings and trainings for part-time staff, focusing on reinforcing department values and quality customer service ➢ Recreation Facilities Lead to engage in relevant CPRS trainings/workshops aligned with job duties. Extend this opportunity to extended part-time staff ➢ Ensure cleanliness and organization of city facilities by adhering to the Facility Checklist as a reference guide ➢ Ensure the outdoor patio is maintained for safety and proper equipment storage ➢ Continue to purge closets and storage rooms at facilities as requested by the site Coordinators ➢ Continue to project a professional image by providing quality customer service for both internal and external reservations ➢ Provide sufficient part-time staff coverage at all city events, meetings, rentals, daily operations, etc. 2023-2024 ACCOMPLISHMENTS: ➢ Kept city facilities clean and organized by utilizing the Facility Checklist as a guide ➢ Ensured outdoor equipment was kept dry as mandated by OC Vector Control ➢ Purged closets and storage rooms at facilities as requested by the site Coordinators ➢ Projected 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 ➢ Supported and provided light maintenance to the Senior Center Garden 1171Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl ➢ The Recreation Facilities Team offered substantial assistance to OCFA and the EOC during the hangar fire ➢ Grew rapport with Tustin PD's Community Relations Unit to ensure professional standards and proper set up at TPD community events such as Open House, Citizens Academy, and Santa Cop 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 service programs and services for the southwest Tustin area children 3-17 years of age and their families Coordinate the Kids Corner Recreation Preschool Program for children ages 3 to 5 Conduct a free After -School Program/Homework Club during the schoolyear Provide a Summer Camp program at two sites for youth in the area ages 6-13 Collaborate with local non -profits to distribute free food to area residents Coordinate volunteer opportunities for youth, seniors, adults, and service clubs Plan, organize and present the annual Cinco de Mayo event for the neighborhood residents Plan, organize, and present the Holiday Basket Program to the community 2024-2025 GOALS: ➢ Continue to work with non -profits that offer classes and training for families in the community ➢ Continue to expand intergenerational opportunities with neighboring senior apartments and Tustin Area Senior Center ➢ Continue to conduct staff meetings quarterly to ensure that the Tustin Family and Youth Center (TFYC) is providing a fun and safe environment that includes appropriate activities and educational assistance for the families in the area ➢ Continue to collaborate with CTRC Summer Camp staff for complimentary field trips for children in the TFYC Day Camp ➢ Continue to build a partnership with the Tustin Unified School District to relocate the summer camp program to different underserved areas in Tustin ➢ Continue to maintain a top score on all inspections from Second Harvest Food Bank ➢ Continue to increase the number of stores for food pick-ups, which benefits our food distribution participants 2023-2024 ACCOMPLISHMENTS: ➢ Collaborated with the Columbus Tustin Recreation Center (CTRC) to unite the Tustin Teens in Action programs from each facility to work together at the city's special events ➢ Offered an 8-week nutritional class through the UCI ➢ Conducted Kids Corner Recreation Preschool for 25 children ➢ Offered an evening fitness Zumba class for adults ➢ In partnership with Dental Care of Children, a dental clinic with free dental services was offered to over 40 children ➢ Provided 200 families with gifts and food through the Holiday Gift Basket Program 1181Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 15 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl ➢ Expanded the Cinco de Mayo event by moving it to Frontier Park, which allowed for additional food vendors, entertainment, and activities ➢ Built a partnership with Nelson Elementary School to relocate the summer camp to that site, thus allowing programming in two different underserved areas of Tustin ➢ Expanded the Homework Club by adding a Tutoring Class conducted by Growing Sprouts ➢ Served over 4,000 families and seniors in the food distribution program ➢ Increased the number of attendees in the Super Saturday Program by 25% ➢ Collaborated with the Laguna Playhouse to offer the children's art and drum classes ➢ A local instructor offered a free crochet class for adults in the community ➢ In partnership with the Tustin Unified School District, free English as a Second Language Classes were offered to adults in the community PERFORMANCE MEASURES (Performance Measures introduced for 2022-23): Performance o,easire Goal Sponsorship Donations All Senior Lunches Served Senior Center Target $100,000 •2024-25 N/A N/A $120,000 $85,000 $100,000 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 Classes/VSP 9,000 N/A 7,686 10,146 8,800 9,000 Food Distribution Sr./Youth Center 450 N/A 532 525 450 450 PARKS & RECREATION 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES PARKS & RECREATION ALL Funds Salaries & Benefits 2,764,314 3,025,190 3,128,845 3,128,845 3,538,485 Internal Service Charges 412,806 508,800 685,400 685,400 825,200 Operating Expense 2,497,783 2,188,278 2,158,678 2,260,758 2,222,678 Discount Charge/Credit Cards 32,744 37,996 30,999 30,999 32,000 Furniture and Equipment/Computer SW 26,708 27,451 70,350 70,350 56,350 Transfer Out 121,206 53,930 130,880 130,880 130,880 Capital Outlay 246,395 892,180 1,270,401 655,651 7,240,652 Total Parks & Rec Expenditures 6,101,955 6,733,825 7,475,553 6,962,883 14,046,245 EXPENSES BY DIVISION General Fund Parks & Recreation - Administration Salaries & Benefits 488,096 533,164 568,885 568,885 614,626 Internal Service Charges 412,806 508,800 685,400 685,400 825,200 Operating Expense 84,548 101,928 87,250 87,250 101,550 Discount Charge/Credit Cards 32,744 37,996 30,999 30,999 32,000 Furniture and Equipment/Computer SW - - 850 850 850 Total 1,018,194 1,181,887 1,373,384 1,373,384 1,574,226 Sports Salaries & Benefits 674,826 704,330 817,762 817,762 886,358 1191 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl PARKS & RECREATION 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget Internal Service Charges - - - - - Operating Expense 275,611 327,661 352,600 372,600 366,800 Furniture and Equipment/Computer SW 1,942 4,285 16,000 16,000 5,000 Total 952,379 1,036,275 1,186,362 1,206,362 1,258,158 Classes/Cultural Services Salaries & Benefits 266,786 286,005 305,147 305,148 262,154 Internal Service Charges Operating Expense 774,977 935,251 818,700 893,700 894,200 Furniture and Equipment/Computer SW 17,994 17,687 21,000 21,000 21,000 Total 1,059,757 1,238,943 1,144,847 1,219,848 1,177,354 Veterans Sports Park/Annex Salaries & Benefits 182,110 233,639 228,081 228,081 366,082 Internal Service Charges - - - - - Operating Expense 172,251 121,188 119,100 119,100 134,100 Furniture and Equipment/Computer SW 2,369 1,629 5,000 5,000 2,000 Total 356,729 356,456 352,181 352,181 502,182 Senior Programs Salaries & Benefits 464,338 502,238 468,132 468,133 512,286 Internal Service Charges Operating Expense 76,282 99,381 115,200 115,200 117,100 Total 540,620 601,619 583,332 583,333 629,386 Support Services Salaries & Benefits 307,425 312,764 309,974 309,974 381,324 Internal Service Charges - - - - - Operating Expense 8,572 6,450 7,700 7,700 8,000 Furniture and Equipment/Computer SW 2,404 2,155 25,000 25,000 25,000 Total 318,401 321,369 342,674 342,674 414,324 Youth Center Salaries & Benefits 380,734 453,051 430,864 430,862 400,655 Internal Service Charges - - - - - Operating Expense 38,432 38,673 43,800 43,800 46,600 Furniture and Equipment/Computer SW 2,000 1,695 2,500 2,500 2,500 Total 421,166 493,419 477,164 477,162 449,755 Total General Fund Expenditures 4,667,245 5,229,968 5,459,944 5,554,944 6,005,385 EXPENSES BY DIVISION All Other Funds Park Development Salaries & Benefits Internal Service Charges - - - - - Operating Expense 589,242 102,614 104,328 104,328 44,328 Capital Outlay 246,395 892,180 1,270,401 655,651 1,190,652 Total 835,637 994,794 1,374,729 759,979 1,234,980 Park Development - Tustin Legacy Salaries & Benefits Internal Service Charges 1201 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 15 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl PARKS & RECREATION 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget Operating Expense - Capital Outlay 6,050,000 Total 6,050,000 Special Events - Street Fair Salaries & Benefits 60,000 Internal Service Charges Operating Expense 238,125 146,204 185,000 185,000 185,000 Transfer Out 71,524 - 70,880 70,880 70,880 Total 309,649 146,204 255,880 255,880 315,880 Special Events - Tiller Days Salaries & Benefits - - - - 55,000 Internal Service Charges - - - - - Operating Expense 182,353 244,381 180,000 187,000 180,000 Transfer Out 49,682 53,930 60,000 60,000 60,000 Total 232,035 298,311 240,000 247,000 295,000 Special Events - Other Salaries & Benefits Internal Service Charges Operating Expense 57,390 64,548 105,000 105,080 105,000 Total 57,390 64,548 105,000 105,080 105,000 Special Events - Public Arts Salaries & Benefits Internal Service Charges - - - Operating Expense 40,000 40,000 40,000 Total 40,000 40,000 40,000 F-T-tal Other Funds 1,434,711 1,503,857 2,015,609 1,407,939 8,040,860 1211 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 Parks and Recreation Budget Breakdown by Year (All Funds) 11 2021-22 Actual 2022-23 Actual ■ Salaries & Benefits ■ Operating Expense ■ Furniture and Equipment/Computer SW 2023-24 Budget 2023-24 2024-25 Budget Estimated ■ Internal Service Charges ■ Discount Charge/Credit Cards ■ Transfer Out 1221 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin N 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) Il1Jl DESCRIPTION: The City's non -departmental costs are reflective of city-wide expenditures that are not directly associated with a department, division, or activity. These costs include, but are not Limited to, the City's legally required contribution to CaLPERS to pay the ongoing unfunded accrued liability (UAL), post -employment retirement benefits (OPEB), animal control service contract, transfers for liability insurance, Tustin Temporary Emergency Shelter operation, and annual building maintenance. In 2023-24 costs associated with the North Tustin Hanger Fire were captured under Non -Departmental. These costs will be reimbursed by the U.S. Navy. As of the 2024-25 budget preparation, a total of $88,000,000 has been appropriated by City Council to address these costs. NON -DEPARTMENTAL 2021-22 2022-23 2023-24 2023-24 2024-25 Actual Actual Budget Estimated Budget EXPENSES NON -DEPARTMENTAL ALL Funds Salaries & Benefits 5,338,449 6,159,430 6,476,041 6,476,041 7,215,889 Internal Service Charges - - - - - North Fire Hangar Response - - 88,000,000 88,000,000 - Other 2,142,387 8,777,782 9,506,515 9,973,166 4,514,998 Total Non -Department Expend. 7,480,836 14,937,212 103,982,556 104,449,207 11,730,887 EXPENSES BY DIVISION General Fund Non -Departmental Salaries & Benefits 5,338,449 6,159,430 6,476,041 6,476,041 7,215,889 Internal Service Charges - - - - - North Hangar Fire Response - - 88,000,000 88,000,000 - Operating Expense 2,142,387 8,777,782 9,506,515 9,973,166 4,514,998 Total 7,480,836 14,937,212 76,982,556 77,449,207 11,730,887 Total General Fund Expenditures 7,480,836 14,937,212 103,982,556 104,449,207 11,730,887 1231 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Non -Departmental Budget Breakdown by Year (ALL Funds) 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 0 2021-22 Actual 2022-23 Actual 2023-24 Budget 2023-24 2024-25 Budget Estimated ■ Salaries & Benefits ■ Internal Service Charges 1241 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl DEBT SERVICE ADMINISTRATION V a I 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. 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 2013 Special Tax Refunding June 1, 2013 Bonds: CFD 04-1 Tustin 433 9,350,000 5,910,000 (420,000) (250,906) 5,490,000 Legacy/John Laing Homes 2015A Special Tax Bond: November 5, 2015 CFD 2014-1 Tustin 441 27,665,000 25,870,000 (375,000) (1,234,300) 25,495,000 Legacy/Standard Pacific 2015A Special Tax December 1, 2015 Refunding Bonds: CFD 07-1 436 13,155,000 11,950,000 (495,000) (570,238) 11,455,000 Tustin Legacy/Retail Centers 2015A Special Tax Refunding Bonds: CFD 06- December 1, 2015 435 49,740,000 40,895,000 (1,530,000) (1,960,900) 39,365,000 1Tustin Legacy/Columbus Villages 2015B Special Tax Bonds: December 1, 2015 CFD 06-1Tustin 435 2,735,000 1,955,000 (110,000) (67,131) 1,845,000 Legacy/Columbus ViI.Lages Successor Agency to the Tustin RDA 2016 Tax Allocation September 1, 2016 570 55,940,000 41,830,000 (2,305,000) (1,599,425) 39,525,000 Refunding Bonds Water Fund September 1, 2016 2016 Water Refunding 300 21,515,000 20,610,000 (925,000) (669,200) 19,685,000 Revenue Bond February 1, 2020 2020 Water Bonds 300 14,910,000 13,895,000 (445,000) (389,721) 13,450,000 February 7, 2024 2024 Water Bonds 300 4,125,000 4,125,000 (105,000) (224,783) 4,020,000 Total Citywide Long Term Debt 199.135.000 167,040.000 f6.710.0001 (6.966.6031 160.330.000 1251 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl 2024-25 Capital Improvement Program - Projects & Funding Fund 132 Fund 187 Fund 189 Budget Fund 130 Fund 131 MCAS Fund 200 Other Project Name 2024-2025 Gas Tax Park Dev Park Dev - Backbone Proceeds of GF-CIP Unfunded Funds Grants Fee Land Sale Public Facilities Projects Annual Major Building 10032 Maintenance 1,000,000 1,000,000 Civic Center Alternate Power 10069 4,431,932 - - - - - 3,000,000 - 1,431,932 Source Improvements 10076 South Hanger Rehabilitation 9,945,544 9,945,544 - - Police Department 10086 Improvements 500,000 - - - - - - - 500,000 Tustin Area Senior Center TBD 500,000 - - - - - - - Expansion 500,000 Total Public Facilities 16,377,476 - 500,000 - 9,945,544 4,500,000 - 1,431,932 Projects Park Facilities Projects Annual Major Park 20054 Maintenance 135,000 - 135,000 - - - - - - Tustin Sports Park Diamond 1 20062 & 3 Renovation 500,000 - 500,000 - - - - - - Tustin Legacy Linear Park btw 20083 Armstrong Ave and Tustin 12,055,000 - - 2,643,470 9,411,530 Ranch Road 20089 Heideman SchooL Park 500,000 - - 500,000 - - - - - 20090 Centennial Park Improvements 5,300,642 - 50,642 4,800,000 - 450,000 - - - Bark Barracks at Tustin Legacy 20091 1,000,000 - - 1,000,000 Park Tustin Sports Park Turf 20093 2,505,010 - 5,010 - - - - 2,500,000 - Renovation Tustin Legacy Park 20094 Improvements btw Red HiLL 750,000 - - 750,000 - - - - - Ave and Armstrong Ave Tustin Legacy Park from Tustin TBD Ranch Road to Edinger Ave 7,590,000 - 550,000 7,040,000 TBD Neighborhood G Sports Park 1,500,000 - - - 1,500,000 - - - - Total Park Projects 31,835,652 - 690,652 6,050,000 4,693,470 17,901,530 - 2,500,000 - Traffic Projects Traffic Signal Equipment 40080 Upgrades & RepLacement 50,000 - - - - - - - 50,000 40087 Main Street Improvements 5,600,000 1,700,000 3,900,000 - Red Hill Avenue Traffic Signal 40093 Synchronization Project 426,260 - 351,260 75,000 First Street Signal 40094 Synchronization 156,624 - 156,624 Tustin Ave Signal 40095 Synchronization 2,405 - 2,405 Tustin Ranch Road/Irvine Blvd 40096 345,318 - - - - - - 60,000 Traffic Radar Equipment 285,318 Traffic Signal Install @ San TBD Juan Stand Red HiLL Ave 250,000 - - - - - - - 250,000 Total Traffic Projects 6,830,607 - - - - 1,700,000 4,536,578 - 594,029 Water Distribution Projects TBD 17th Street Treatment Facility 300,000 300,000 Electrical Replacement TBD El Camino Water Line 500,000 - - - - - - - 500,000 Relocation Total Water Distribution 800,000 - - - - - - - 800,000 Projects Water Storage Projects John Lyttle Reservoir Tank 60148 EvA, Site Improve & Safety 530,000 530,000 Upgrades Total Water Storage Projects 530,000 1261 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin � 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I 11Jl Fund 187 Budget Fund 130 Fund 131 Fund 132 MCAS Fund 189 Fund 200 Other Project Name 2024-2025 Gas Tax Park Dev Park Dev- Backbone Proceeds of GF-CIP Unfunded Funds Grants Fee Land Sale Water Production Projects 60177 Well Rehabilitation Program 680,000 680,000 Total Water Production 680,000 680,000 Projects Maintenance Projects Annual Roadway & Public 70023 Infrastructure Maintenance 3,400,000 1,800,000 1,600,000 Program 2023-24(MOE) Annual Roadway & Public 70024 Infrastructure Maintenance 415,000 - - - - - - - 415,000 Program 2024-25(MOE) Citywide Pedestrian Oriented 70236 Accessibility Improvement 50,000 50,000 - Program 70252 The HILL Median Improvements 100,000 - - - - - - - 100,000 70254 Old Town Improvements 4,200,000 - - - - 3,789,000 - - 411,000 Red HILL Ave Utility 70255 Undergrounding 4,000 4,000 - - TBD Red HILL Ave Rehabilitation- 3,070,000 - - - - - - - 3,070,000 Walnut to 5 TBD Bridge Deck Improvements 300,000 300,000 - - - - - - - Jamboree Road Rehabilitation TBD from Barranca Parkway to 100,000 - - - - - - - 100,000 SCRRA Tracks Total Maintenance Projects 11,639,000 2,154,000 - 3,789,000 - - 5,696,000 Legacy Projects Tustin Ranch Road Pedestrian 70243 500,000 500,000 - Bridge Neighborhood D South 70256 Infrastructure - Phase 2 6,400,000 - 6,400,000 70257 Armstrong Pedestrian Bridge 6,187,500 2,267,500 3,920,000 70258 Neighborhood G Infrastructure 17,300,000 - 17,300,000 70259 Neighborhood D North 1,650,425 - - - 1,650,425 - - - - Infrastructure 70260 Warner Pedestrian Bridge 1,070,000 1,070,000 - TBD Cornerstone II Infrastructure 400,000 - - - - 400,000 - - - Total Legacy Projects 33,507,925 - - - 5,487,925 28,020,000 - - - TOTAL ALL PROJECTS 102,200,660 2,154,000 1,190,652 6,050,000 10,181,395 61,356,074 9,036,578 2,500,000 9,731,961 1271 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN 2024-2025 Capital Improvement Program Seven -Year Schedule Project 2024-25 2025-26 2026-27 Project Type Project Name Project Total To Date Number Requested Planned Planned Flood Control TBA * Irvine Boulevard Storm Drain Phase 1 3,900,000 Facilities TBA * Irvine Boulevard Storm Drain Phase 2 3,900,000 TBA * San Juan Street Storm Drain 75,000 75,000 TBA * Tustin Village Way Storm Drain 75,000 75,000 TBA * Yorba Street Storm Drain 75,000 75,000 Total Flood Control Facilities 8,025,000 - - - 225,000 Park 20054 Annual Major Park Maintenance Facilities 20062 Tustin Sports Park Softball Field Diamonds 1 & 3 20083 Tustin Legacy Linear Park from Armstrong Avenue to Warner Avenue 135,000 500,000 13,050,301 995,301 135,000 500,000 12,055,000 20089 Heideman School Park 5,800,000 200,000 500,000 1,500,000 1,700,000 20090 Centennial Park Improvements _ 5,450,001 149,359 5,300,642 20091 Bark Barracks at Tustin Legacy Park 1,576,896 576,896 1,000,000 20094 Tustin Legacy Park Improvements 750,000 750,000 TBA Camino Real Playground Renovation 350,000 350,000 TBA * Fitness Courts at Tustin Sports Park 300,000 300,000 TBA * Hangar Park 34,500,000 4,500,000 30,000,000 Laurel Glen Park and Magnolia Park Playground TBA Renovations 600,000 600,000 TBA * Neighborhood G Sports Park 11,500,000 1,500,000 10,000,000 TBA Southwest Park Site Acquisition 700,000 * Tustin Family & Youth Center Playground TBA Renovation 350,000 350,000 TBA * Tustin Legacy Park from Tustin Ranch Road to 58,190,000 7,590,000 50,600,000 Edinger Avenue TBA * Tustin Sports Park Turf Renovation 2,570,000 64,990 2,505,010 Total Park 136,322,198 1,986,546 31,835,652 67,300,000 32,600,000 Facilities Public 10032 Annual Major Building Maintenance 9,098,064 6,648,064 1,000,000 Facilities 10069 Civic Center Alternate Power Source 4,800,461 368,529 4,431,932 10076 * South Hangar Renovation 31,377,146 1,431,602 9,945,544 10086 Police Department Improvements 5,953,300 453,300 500,000 TBA * Tustin Area Senior Center Expansion 5,500,000 500,000 TBA * Tustin Family & Youth Center Expansion 850,000 1,450,000 5,000,000 Total Public 57,578,971 8,901,495 16,377,476 6,450,000 5,000,000 Facilities Traffic 40080 Projects 40087 40093 40094 40095 40096 70023 70024 70131 70196 70236 70243 70254 Traffic Signal Equipment Replacement Main Street Improvements Red Hill Avenue Signal Synchronization First Street Signal Synchronization Tustin Avenue Signal Synchronization Tustin Ranch Road / Irvine Boulevard Radar Project Annual Pavement Maintenance and Sidewalk Repair Project FY 23/24 MOE Annual Pavement Maintenance and Sidewalk Repair Project FY 24/25 MOE * Newport Avenue Extension Phase 2 * Red Hill Avenue Widening from Melvin Way to 200 feet to the South Citywide Pedestrian ADA Improvements Tustin Ranch Road Pedestrian Bridge Old Town Improvements 1,557,375 907,375 5,812,229 212,229 507,144 80,884 205,539 48,915 50,000 47,595 375,318 30,000 5,355,000 1,955,000 50,000 100,000 100,000 5,600,000 426,260 156,624 2,405 345,318 3,400,000 2,415,000 415,000 2,000,000 51,000,000 1,100,000 1,311,905 961,905 50,000 50,000 50,000 11,500,000 500,000 4,451,773 251,773 4,200,000 1281 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221F0 City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN Project 2024-25 2025-26 2026-27 Project Type Project Name Project Total To Date Number Requested Planned Planned 70255 Red Hill Utility Undergrounding 11,308 7,308 4,000 70256 Neighborhood D South Phase 2 10,300,000 3,900,000 6,400,000 70257 Armstrong Avenue Pedestrian Bridge 8,801,455 2,613,955 6,187,500 70258 * Neighborhood G Phase 1 57,554,108 254,108 17,300,000 40,000,000 70259 Neighborhood D North Phase 1 26,800,000 149,575 1,650,425 25,000,000 TBA Bridge Deck Improvements 3,300,000 300,000 3,000,000 TBA Cornerstone II Infrastructure 400,000 400,000 Intersection Improvements at Jamboree Road and TBA Irvine Boulevard 2,200,000 200,000 2,000,000 TBA Jamboree Road Rehabilitation from Barranca 1,300,000 100,000 1,200,000 Parkway to SCRRA Tracks * Jamboree Road Widening from Tustin Ranch Road TBA to East City Limit 2,800,000 TBA * Neighborhood D North Phase 2 28,750,000 3,750,000 TBA * Neighborhood D North Phase 3 69,000,000 TBA * Neighborhood G Phase 2 57,500,000 7,500,000 50,000,000 Red Hill Avenue Rehabilitation from Walnut Avenue TBA 3,120,000 50,000 3,070,000 to San Juan Street TBA The Hill Median Improvements 100,000 100,000 Traffic Signal Installation at San Juan Street and Red TBA Hill Avenue 250,000 250,000 * Valencia Avenue Widening from Newport Avenue TBA to Red Hill Avenue 5,500,000 TBA * Warner Avenue Pedestrian Bridge 12,482,000 700,000 1,070,000 10,712,000 Total Traffic 375,810,154 12,170,622 51,977,532 89,762,000 55,900,000 Projects Water Mardick Road Main Line Replacement from Red Hill Distribution 60160 Avenue to Beverly GLen Drive 1,700,000 200,000 TBA El Camino Real Main Line Relocation 540,000 40,000 500,000 - TBA Main Line Replacement Program 3,000,000 100,000 900,000 Total Water 5,240,000 40,000 500,000 100,000 1,100,000 Distribution a� Water TBA 17th Street Treatment Facility Electrical 3,300,000 300,000 3,000,000 Production Replacement TBA Well Rehabilitation Program 2,030,000 350,000 680,000 500,000 500,000 Total Water 5,330,000 350,000 980,000 500,000 3,500,000 Production Water 60148 John Lyttle Reservoir Improvements 600,950 70,950 530,000 Storage 60149 Newport Reservoir Improvements 600,000 600,000 Total Water 1,200,950 70,950 530,000 600,000 - Total Project 589,507,273 23,519,613 102,200,660 164,712,000 98,325,000 Types m- * A funding source has not been identified for all or a portion of the project at this time. 1291 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN Project 2027-28 2028-29 2029-30 2030-31 Project Type Project Name Total Number Planned Planned Planned Planned Flood Control TBA * Irvine Boulevard Storm Drain Phase 1 300,000 3,600,000 3,900,000 Facilities TBA * Irvine Boulevard Storm Drain Phase 2 300,000 3,900,000 3,600,000 TBA * San Juan Street Storm Drain 75,000 TBA * Tustin village Way Storm Drain 75,000 TBA * Yorba Street Storm Drain 75,000 Total Flood Control 300,000 3,900,000 3,600,000 Facilities - Park Facilities 20054 Annual Major Park Maintenance 20062 Tustin Sports Park Softball Field Diamonds 1 & 3 135,000 500,000 Tustin Legacy Linear Park from Armstrong Avenue to 20083 Warner Avenue 13,050,301 20089 Heideman School Park 1,900,000 5,800,000 20090 Centennial Park Improvements 5,450,001 20091 Bark Barracks at Tustin Legacy Park 1,576,896 20094 Tustin Legacy Park Improvements 750,000 TBA Camino Real Playground Renovation 350,000 TBA * Fitness Courts at Tustin Sports Park 300,000 TBA * Hangar Park 34,500,000 Laurel Glen Park and Magnolia Park Playground TBA Renovations 600,000 TBA * Neighborhood G Sports Park 11,500,000 TBA Southwest Park Site Acquisition 700,000 700,000 TBA * Tustin Family & Youth Center Playground Renovation 350,000 * Tustin Legacy Park from Tustin Ranch Road to Edinger TBA Avenue 58,190,000 TBA * Tustin Sports Park Turf Renovation 2,570,000 Total Park 2,600,000 - - - 136,322,198 Facilities Public 10032 Annual Major Building Maintenance 9,098,064 Facilities 10069 Civic Center Alternate Power Source 4,800,461 10076 * South Hangar Renovation 20,000,000 31,377,146 10086 Police Department Improvements 5,953,300 TBA * Tustin Area Senior Center Expansion 5,500,000 TBA * Tustin Family & Youth Center Expansion 850,000 850,000 Total Public - - - 57,578,971 Facilities 20,850,000 Traffic 40080 Traffic Signal Equipment Replacement 100,000 100,000 100,000 100,000 1,557,375 Projects 40087 Main Street Improvements 40093 Red Hill Avenue Signal Synchronization 40094 First Street Signal Synchronization 40095 Tustin Avenue Signal Synchronization 40096 Tustin Ranch Road / Irvine Boulevard Radar Project Annual Pavement Maintenance and Sidewalk Repair 70023 Project FY 23/24 MOE Annual Pavement Maintenance and Sidewalk Repair 70024 Project FY 24/25 MOE 70131 * Newport Avenue Extension Phase 2 * Red Hill Avenue Widening from Melvin Way to 200 feet 70196 to the South 70236 Citywide Pedestrian ADA Improvements 70243 Tustin Ranch Road Pedestrian Bridge 70254 Old Town Improvements 70255 Red Hill Utility Undergrounding 1,000,000 10,000,000 40,000,000 200,000 900,000 50,000 50,000 50,000 11,000,000 50,000 5,812,229 507,144 205,539 50,000 375,318 5,355,000 2,415,000 51,000,000 1,100,000 1,311,905 11,500,000 4,451,773 11,308 1301 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN Project 2027-28 2028-29 2029-30 2030-31 Project Type Project Name Total Number Planned Planned Planned Planned 70256 Neighborhood D South Phase 2 10,300,000 70257 Armstrong Avenue Pedestrian Bridge 8,801,455 70258 * Neighborhood G Phase 1 57,554,108 70259 Neighborhood D North Phase 1 26,800,000 TBA Bridge Deck Improvements 3,300,000 TBA Cornerstone II Infrastructure 400,000 TBA Intersection Improvements at Jamboree Road and Irvine Boulevard TBA Jamboree Road Rehabilitation from Barranca Parkway to SCRRA Tracks TBA * Jamboree Road Widening from Tustin Ranch Road to East City Limit TBA * Neighborhood D North Phase 2 TBA * Neighborhood D North Phase 3 TBA * Neighborhood G Phase 2 TBA Red Hill Avenue Rehabilitation from Walnut Avenue to San Juan Street TBA The Hill Median Improvements TBA Traffic Signal Installation at San Juan Street and Red Hill Avenue TBA * Valencia Avenue Widening from Newport Avenue to Red Hill Avenue TBA * Warner Avenue Pedestrian Bridge 400,000 2,400,000 25,000,000 9,000,000 60,000,000 500,000 2,000,000 3,000,000 2,200,000 1,300,000 2,800,000 28,750,000 69,000,000 57,500,000 3,120,000 100,000 250,000 5,500,000 12,482,000 Total Traffic 46,650,000 72,750,000 46,450,000 150,000 375,810,154 Water 60160 Mardick Road Main Line Replacement from Red Hill 1,500,000 1,700,000 Distribution Avenue to Beverly Glen Drive TBA El Camino Real Main Line Relocation 540,000 TBA Main Line Replacement Program 100,000 900,000 100,000 900,000 3,000,000 Total Water 1,600,000 900,000 100,000 900,000 5,240,000 Distribution Water Production TBA 17th Street Treatment Facility Electrical Replacement 3,300,000 TBA Well Rehabilitation Program 2,030,000 Total Water Production - - 5,330,000 Water Storage 60148 John Lyttle Reservoir Improvements 600,950 60149 Newport Reservoir Improvements 600,000 Total Water a 1,200,950 Stora Total Project 72,000,000 77,550,000 50,150,000 1,050,000 589,507,273 Types * A funding source has not been identified for all or a portion of the project at this time. 1311 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) 2024-2025 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 SrN ANNUAL MAJOR BUILDING MAINTENANCE PROJECT NUMBER 10032 TOTAL PROJECT COST 9,098,000 FUNDING SOURCE 200 GF CIP FY 24/25 building repairs include CT Gym HVAC Replacement ($150,000 carryover from FY 23/24) and Civic Center Tile Roof, Gutters and Downspouts ($850,000). Future deferred maintenance and building repairs include Civic Center Parking Garage Deck Coating ($950,000), CT Gym Operable Wall Replacement ($500,000), CT Gym Flooring, Bleachers, and 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). Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 200 General Fund CIP 6,648,000 1,000,000 1,450,000 9,098,000 Total 6,648,000 1,000,000 1,450,000 9,098,000 Expenditure Construction 6,648,000 1,000,000 1,450,000 9,098,000 Total 6,648,000 1,000,000 1,450,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 COST BY YEAR 7 6,648,000 1,000,000 1,450,000 EXPENSESTO 6/30/2024 FY24-25 FY25-26 REQUESTED PLANNED 9,098,000 ■ Construction 1321 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N CIVIC CENTER ALTERNATIVE POWER SOURCE PROJECT CATEGORY Public Facilities PROJECT NUMBER 10069 PROJECT NAME Civic Center Alternative Power Source TOTAL PROJECT COST 4,800,461 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 184 Equipment Fund 368,529 1,431,932 1,800,461 200 General Fund CIP 3,000,000 3,000,000 Total 368,529 4,431,932 4,800,461 Expenditure Design 368,529 125,000 493,529 Construction 4,306,932 4,306,932 Total 368,529 4,431,932 4,800,461 F COST BY YEAR 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 EXPENSES TO 6/30/2024 FY24-25 REQUESTED ■ Construction ■ Design 1331 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N SOUTH HANGER RENOVATION PROJECT CATEGORY Public Facilities PROJECT NUMBER 10076 PROJECT NAME South Hanger Renovation TOTAL PROJECT COST 31,377,146 PROJECT MANAGER Ken Piguee FUNDING SOURCE 189 MCAS LOCATION South Hanger Land Proceeds Unfunded 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 189 MCAS Land Proceeds 1,431,602 9,945,544 11,377,146 Unfunded - 20,000,000 20,000,000 Total 1,431,602 9,945,544 20,000,000 31,377,146 Expenditure Design 1,131,602 4,000,000 5,131,602 Construction 300,000 5,945,544 20,000,000 26,245,544 Total 1,431,602 9,945,544 20,000,000 31,377,146 COST BY YEAR 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 ■ Construction 10,000,000 20,000,000 8,000,000 5,945,544 ■ Design 6,000,000 4,000,000 2,000,000 AW 4,000,000 EXPENSESTO FY24-25 FY25-26 FY26-27 FY27-28 6/30/2024 REQUESTED PLANNED PLANNED PLANNED 1341 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN 1+74[+I411AX-1.4011�l.�iFITA [91J2Fkk1,1QW PROJECT CATEGORY Public Facilities PROJECT NUMBER 10086 PROJECT NAME Police Department Improvements TOTAL PROJECT COST 5,953,300 PROJECTMANAGER Jason Churchill FUNDING SOURCE 200 GF CIP LOCATION 300 Centennial Way Unfunded Description Design, preparation of plans and specifications, bid, and construction improvements based on findings of 2022 space study/needs assessment for the Police Department. FY 24125 improvements include: improving the evidence booking room, addition of a lieutenant's office, remodel of men's and women's locker rooms to better accommodate growing staff needs, remodel sally port area to improve the process of booking suspects, addition of storage for equipment and supplies for officers. FY 24125 improvements also include the replacement of second floor cubicles to accommodate more individual workspaces. Existing cubicles have been in place since 1996. The department has added 35 positions since this time and has outgrown the existing allotment of workspaces. The continued growth of the department will require additional space for Police Department personnel. The $5M proposed for FY 25126 is the initial phase of a major building improvement at the existing Police Department facility or to he used to design a new facility. Neither option is clearly defined and each will require further discussion and analysis. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 613012024 Requested Planned Planned Planned Planned Planned Cost 200 General Fund CIP 453,300 5007000 953,300 Unfunded 5,000,000 5,0007000 Total 453,300 500,000 5,000,000 57953,300 Expenditure Design 150,253 150,253 Construction 3037047 500,000 5,000,000 5,803,047 Total 453,300 500,000 5,000,000 5,953,300 COST BY YEAR 510001" 4,5W,OOO 4,000,000 3,5m,000 3,040,004 ■ C6RS r=ion 2,540,004 • Deskn Z 000 000 1,540,004 540,004 � EXPENSESTO FY24-25 FY25-26 FY26-27 6f30f2024 REQUESTED PLANNED PLANNED 1351 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN PROJECT CATEGORY Public Facilities PROJECT NAME Tustin Area Senior Center Expansion PROJECT MANAGER Chad Clanton LOCATION Tustin Senior Center Description TUSTIN AREA SENIOR CENTER EXPANSION PROJECT NUMBER TBD TOTAL PROJECT COST 5,500,000 FUNDING SOURCE 131 Park Development Fund Unfunded Construct additional indoor programmable space, remodel office and classroom area, reconfigure parking lot and on street parking options around the Center and make miscellaneous ADA improvements. Expensesto FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-3G Total Project Funding Source 613Dl2D24 Requested Planned 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 s,0oo,000 4,0N,OW 3 000 000 ■ c°nsrruct1O" ■ Design 2,offilo o i3Ooo,000 FY24-25 FY25-2G F Y 2 G-27 REQUESTED PLANNED PLANNED 1361 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 2024-2025 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 135,000 PROJECT MANAGER Jason Churchill FUNDING SOURCE 131 Park LOCATION Various Development Fund Description Maintenance, repair, and replacement of park amenities. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 131 Park Development - 135,000 135,000 Total 135,000 135,000 Expenditure Construction 135,000 135,000 Total 135,000 135,000 COST BY YEAR 150,000 100,000 50,000 FY24-25 REQUESTED ■ Construction 1371 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) TUSTIN SPORTS PARK DIAMONDS 1 £t 3 RENOVATION PROJECT CATEGORY Park Facilities PROJECT NUMBER 20062 PROJECT NAME Tustin Sports Park Diamonds 1 Et 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned 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 500,000 400,000 300,000 200,000 100,000 - 500,000 COST BY YEAR FY24-25 REQUESTED 500,000 ■ Construction ■ Design 1381 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N TUSTIN LEGACY PARK FROM ARMSTRONG AVE TO WARNER AVE PROJECT CATEGORY Park Facilities PROJECT NUMBER 20083 PROJECT NAME Tustin Legacy Park From Armstrong Ave To Warner Ave TOTAL PROJECT COST 13,050,301 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 187 MCAS LOCATION Armstrong Avenue/Warner Avenue Backbone Fees 189 MCAS Land Sale Proceeds Description CFD 14-1 Design and construction of Tustin Legacy 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 187 MAS Backbone 834,519 2,643,470 3,477,989 189 MCAS Land Sale 9,411,530 9,411,530 CFD 14-1 160,782 160,782 Total 995,301 12,055,000 Expenditure - 13,050,301 Design 735,301 307,185 1,042,486 Construction 260,000 11,747,815 12,007,815 Total 995,301 12,055,000 13,050,301 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 260,000 2,000,000 EXPENSES TO 6/30/2024 COST BY YEAR FY24-25 REQUESTED ■ Construction ■ Design 1391 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N HEIDEMAN SCHOOL PARK PROJECT CATEGORY Park Facilities PROJECT NUMBER 20089 PROJECT NAME Heideman School Park TOTAL PROJECT COST 5,800,000 PROJECT MANAGER Chad Clanton FUNDING SOURCE 132 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 132 Park Development 200,000 500,000 1,500,000 1,700,000 1,900,000 5,800,000 Total 200,000 500,000 1,500,000 1,700,000 1,900,000 5,800,000 Expenditure Design 200,000 500,000 700,000 Construction 1,500,000 1,700,000 1,900,000 5,100,000 Total 200,000 500,000 1,500,000 1,700,000 1,900,000 5,800,000 COST BY YEAR 2,000,000 1,800,000 1,600,000 1,400,000 1,200,000 ■ Construction 1,000,000 800,000 ■ Design 600,000 400,000 200,000 EXPENSESTO FY24-25 FY25-26 FY26-27 FY27-28 6/30/2024 REQUESTED PLANNED PLANNED PLANNED 1401 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) CENTENNIAL PARK IMPROVEMENTS PROJECT CATEGORY Park Facilities PROJECT NUMBER 20090 PROJECT NAME Centennial Park Improvements TOTAL PROJECT COST 5,450,001 PROJECT MANAGER Jason Churchill FUNDING SOURCE 131 Park LOCATION Centennial Park Development Fund 132 Park Development Grants Description 189 MCAS Land Sale Proceeds 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 131 Park Development 149,359 50,642 200,001 132 Park Dev. Grants 4,800,000 4,800,000 189 MCAS Land Sale 450,000 450,000 Total 149,359 5,300,642 5,450,001 Expenditure Design 149,359 149,359 Construction 5,300,642 5,300,642 Total 149,359 5,300,642 5,450,001 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 EXPENSES TO 6/30/2024 COST BY YEAR FY24-25 REQUESTED ■ Construction ■ Design 1411 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N BARK BARRACKS AT TUSTIN LEGACY PARK PROJECT CATEGORY Park Facilities PROJECT NUMBER 20091 PROJECT NAME Bark Barracks At Tustin Legacy Park TOTAL PROJECT COST 1,576,896 PROJECT MANAGER Chad Clanton FUNDING SOURCE 189 MCAS LOCATION Tustin Legacy Park Land Sale Proceeds Description Construct a one acre dog park within Tustin Legacy Park. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 189 MCAS Land Sale 576,896 1,000,000 1,576,896 Total 576,896 1,000,000 1,576,896 Expenditure Design 76,896 76,896 Construction 500,000 1,000,000 1,500,000 Total 576,896 1,000,000 1,576,896 1,000,000 800,000 600,000 400,000 200,000 EXPENSES TO 6/30/2024 COST BY YEAR FY24-25 REQUESTED ■ Construction ■ Design 1421 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N TUSTIN SPORTS PARK TURF RENOVATION PROJECT CATEGORY Park Facilities PROJECT NUMBER 20093 PROJECT NAME Tustin Sports Park Turf Renovation TOTAL PROJECT COST 2,570,000 PROJECT MANAGER Chad Clanton FUNDING SOURCE Unfunded LOCATION Tustin Sports Park 131 Park Development Description Replacement turf and improve drainage for the three ball fields at Tustin Sports Park. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 131 Park Development 64,990 5,010 70,000 Unfunded 2,500,000 2,500,000 Total Expenditure 64,990 2,505,010 2,570,000 Design 64,990 5,010 70,000 Construction 2,500,000 2,500,000 Total 64,990 2,505,010 2,570,000 COST BY YEAR 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 EXPENSES TO 6/30/2024 FY24-25 REQUESTED ■ Construction ■ Design 1431 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N TUSTIN LEGACY PARK IMPROVEMENTS PROJECT CATEGORY Park Facilities PROJECT NUMBER 20094 PROJECT NAME Tustin Legacy Park Improvements TOTAL PROJECT COST 750,000 PROJECT MANAGER Jason Churchill FUNDING SOURCE 132 Park LOCATION Tustin Legacy Park Development Grant Description Design and construct landscape and site improvements in Tustin Legacy Park between Red Hill Avenue and Armstrong Avenue. The project is funded by a CA state budget appropriation of $750,000 sponsored by Assembly Member Cottie Petrie -Norris. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 132 Park Dev. Grant 750,000 750,000 Total - 750,000 750,000 Expenditure Design 50,000 50,000 Construction 700,000 700,000 Total - 750,000 800,000 600,000 400,000 200,000 COST BY YEAR FY24-25 REQUESTED 750,000 ■ Construction ■ Design 1441 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN TUSTIN LEGACY PARK - TUSTIN RANCH ROAD TO EDINGER AVENUE PROJECT CATEGORY Park Facilities PROJECT NAME Tustin Legacy Park - Tustin Ranch Road To Edinger Avenue PROJECT MANAGER TBA LOCATION Tustin Legacy Park PROJECT NUMBER TRD TOTAL PROJECT COST 58,190,000 FUNDING SOURCE 189 MCAS Land sale Proceeds 187 MCAS Backbone Description Design and construct the segment of Legacy Park between Tustin Ranch Road and Edinger Avenue. Design of the park is being coordinated with Neighborhood G Infrastructure Improvements to ensure adjacent roadways, rights -of -way and drainage systems are compatible with park elements. Conceptual design began in FY 23-24. The project includes a Backbone Program contribution of $7,4257000. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 613012024 Requested Planned Planned Planned Planned Planned Cost 187 MCAS Backbone 550,000 6,875,000 7,425,000 189 MCAS Land Sale 7,040,000 43,725,000 50,765,000 Total - 7,590,000 50,600,000 58,190,000 Expenditure Design 7,5903000 7,590,000 Construction 50, 600, 000 50, 600, 000 Total - 7,590,000 50,600,000 58,190,000 COST BY YEAR s0,000,00n so,000,00n Q{} Q{}4 Q{}4 ■ Construrt�an 30,000 000 ■ Design 10,000,000 FY24-25 FY25-26 REQUESTED PLANNED 1451 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) NEIGHBORHOOD G SPORTS PARK PROJECT CATEGORY Park Facilities PROJECT NUMBER TBD PROJECT NAME Neighborhood G Sports Park TOTAL PROJECT COST 11,500,000 PROJECT MANAGER TBA FUNDING SOURCE 187 MCAS LOCATION Tustin Legacy - Transit Village Backbone Unfunded Description Design and construct a sports park in Neighborhood G. The project includes a Backbone Program contribution of $4,410,000. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 187 MCAS Backbone 1,500,000 1,500,000 Unfunded 10,000,000 10,000,000 Total 1,500,000 10,000,000 11,500,000 Expenditure Design 1,500,000 1,500,000 Construction 10,000,000 10,000,000 Total 1,500,000 10,000,000 11,500,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY24-25 REQUESTED COST BY YEAR FY25-26 PLANNED ■ Construction ■ Design 1461 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 2024-2025 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 1,557,375 PROJECT MANAGER TBA FUNDING SOURCE 139 Measure LOCATION Various M2 Fairshare Other Description Upgrades or replacement of aging traffic signal equipment at various locations throughout the city. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Ongoing Cost 139 M2 Fairshare 809,612 50,000 100,000 100,000 100,000 100,000 200,000 1,459,612 Other 97,763 97,763 Total 907,375 50,000 100,000 100,000 100,000 100,000 200,000 1,557,375 Expenditure Construction 907,375 50,000 100,000 100,000 100,000 100,000 200,000 1,557,375 Total 907,375 50,000 100,000 100,000 100,000 100,000 200,000 1,557,375 COST BY YEAR 1,000,000 900,000 800,000 700,000 600,000 500,000 ■ Construction 400,000 300,000 200,000 100,000 EXPENSES FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 TO REQUESTED PLANNED PLANNED PLANNED PLANNED ONGOING 6/30/2024 1471 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N MAIN STREET IMPROVEMENTS PROJECT CATEGORY Traffic PROJECT NAME Main Street Improvements PROJECT MANAGER Eric Johnson LOCATION Main Street between Newport/Prospect Description PROJECT NUMBER 40087 TOTAL PROJECT COST 6,010,249 FUNDING SOURCE 139 Measure M2 Fairshare 189 MCAS Land Sale 200 General Fund CIP 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 211,553 211,553 189 MCAS Land Sale 198,000 1,700,000 1,898,000 200 General Fund CIP 696 3,900,000 3,900,696 Total 410,249 5,600,000 6,010,249 Expenditure Design 407,886 407,886 Construction 2,363 5,600,000 5,602,363 Total 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 410,249 5,600,000 Pr 2,363 407,886 EXPENSES TO 6/30/2024 COST BY YEAR FY24-25 REQUESTED 6,010,249 ■ Construction ■ Design 1481 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) RED HILL AVENUE SIGNAL SYNCHRONIZATION PROJECT CATEGORY Traffic PROJECT NUMBER 40093 PROJECT NAME Red Hill Avenue Signal Synchronization TOTAL PROJECT COST 507,144 PROJECT MANAGER TBA FUNDING SOURCE 139 Measure LOCATION Red Hill Avenue M2 Fairshare 200 General Fund 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 80,884 75,000 155,884 200 General Fund CIP 351,260 351,260 Total 80,884 426,260 507,144 Expenditure Design 68,114 10,000 78,114 Construction 12,770 416,260 429,030 Total 80,884 426,260 507,144 COST BY YEAR 500,000 400,000 300,000 200,000 68,114 100,000 i EXPENSES TO 6/30/2024 FY24-25 REQUESTED ■ Design ■ Construction 1491 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N PROJECT CATEGORY Traffic PROJECT NAME First Street Signal Synchronization PROJECT MANAGER TBA LOCATION First Street Description FIRST STREET SIGNAL SYNCHRONIZATION PROJECT NUMBER 40094 TOTAL PROJECT COST 205,539 FUNDING SOURCE 139 Measure M2 Fairshare 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 48,915 156,624 205,539 Total 48,915 156,624 205,539 Expenditure Design 48,915 48,915 Construction 156,624 156,624 Total 48,915 156,624 205,539 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 EX PENS ES TO 6/30/2024 COST BY YEAR FY24-25 REQUESTED ■ Design ■ Construction 1501 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N PROJECT CATEGORY Traffic PROJECT NAME Tustin Avenue Signal Synchronization PROJECT MANAGER TBA LOCATION Tustin Avenue Description TUSTIN AVENUE SIGNAL SYNCHRONIZATION PROJECT NUMBER 40095 TOTAL PROJECT COST 50,000 FUNDING SOURCE 139 Measure M2 Fairshare 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 47,595 2,405 50,000 Total 47,595 2,405 50,000 Expenditure Design 6,814 6,814 Construction 40,781 2,405 43,186 Total 50,000 40,000 30,000 20,000 10,000 47,595 2,405 EXPENSES TO 6/30/2024 [4I0112IiI-VIMC11:1 2,405 FY24-25 REQUESTED 50,000 ■ Design ■ Construction 1511 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) TUSTIN RANCH ROAD / IRVINE BOULEVARD RADAR PROJECT PROJECT CATEGORY Traffic PROJECT NUMBER 40096 PROJECT NAME Tustin Ranch Road / Irvine Boulevard Radar Project TOTAL PROJECT COST 375,318 PROJECT MANAGER TBA FUNDING SOURCE 139 Measure LOCATION Tustin Ranch Road / Irvine Boulevard M2 Fairshare 200 General Fund CIP Description Installation of radar traffic control equipment to improve the flow of traffic along the Tustin Ranch Road corridor to the north and south of Irvine Boulevard. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 30,000 60,000 90,000 200 General Fund CIP 285,318 285,318 Total 30,000 345,318 375,318 Expenditure Design 30,000 30,000 Construction 345,318 345,318 Total 30,000 345,318 375,318 F COST BY YEAR 350,000 300,000 250,000 200,000 150,000 100,000 50,000 i EXPENSES TO 6/30/2024 FY24-25 REQUESTED ■ Design ■ Construction 1521 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN TRAFFIC SIGNAL INSTALLATION AT SAN JUAN STREE I Ft RED HILL AVENUE PROJECT CATEGORY Traffic PROJECT NUMBER TBD PROJECT NAME Traffic Signal Installation At San Juan Street B Red Hill Avenue TOTAL PROJECT COST 250,000 PROJECT MANAGER Eric Johnson FUNDING SOURCE 139 Measure LOCATION San Juan St. 8t 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 50150 between The Hill private development and the City. Citys. portion is to be reimbursed by Red Hill Plaza during future private improvements. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 613D12024 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 250,000 250,000 Total - 250,000 250,000 Expenditure Construction 250,000 250,000 Total - 250,000 250,000 COST BY YEAR z5o,000 zoo,000 ■ Construction 1So,0W 100,0W so,000 FY24-25 REQUESTED 1531 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 2024-2025 CIP Project Detail by Project Type — Water Distribution Projects EL CAMINO REAL WATER LINE RELOCATION PROJECT CATEGORY Water Distribution PROJECT NUMBER TBD PROJECT NAME El Camino Real Water Line Relocation TOTAL PROJECT COST 540,000 PROJECT MANAGER Eric Johnson FUNDING SOURCE 301 Water LOCATION El Camino Real East of Red Hill Avenue Capital Description The Orange County Transportation Authority (OCTA) is partnering with Caltrans in a project that proposes to widen Interstate 5 (1-5) between Yale Avenue in Irvine and State Route 55 (SR-55), including improvements to the northbound off - ramp at Red Hill Avenue. The existing City of Tustin 8" water main in El Camino Real will be affected by the proposed retaining wall improvements. Under a reimbursement agreement, the City is responsible to design and construct water main relocation improvements. The project includes the relocation/reconstruction of approximately 550 lineal feet of 8" water main in El Camino Real. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 301 Water Capital 40,000 500,000 540,000 Total 40,000 500,000 540,000 Expenditure Design 40,000 40,000 Construction 500,000 500,000 Total 40,000 500,000 540,000 COST BY YEAR 500,000 400,000 300,000 200,000 100,000 � 0 EXPENSES TO 6/30/2024 FY24-25 REQUESTED ■ Construction 1541 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 2024-2025 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 Michael Chandler FUNDING SOURCE 301 Water LOCATION John Lyttle Reservoir Capital 307 2024 Water Bonds 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 to be inspected by a qualified contractor to determine appropriate repairs, maintenance and/or improvements needed. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 301 Water Capital 70,950 30,000 100,950 307 2024 Water Bonds 500,000 500,000 Total 70,950 530,000 600,950 Expenditure Design 70,950 30,000 100,950 Construction 500,000 500,000 Total 70,950 530,000 600,950 F- COST BY YEAR 600,000 500,000 400,000 300,000 200,000 100,000 EXPENSES TO 6/30/2024 FY24-25 REQUESTED ■ Construction ■ Design 1551 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) 2024-2025 CIP Project Detail by Project Type — Water Production Projects 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned 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 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 - 300,000 3,300,000 300,000 FY24-25 REQUESTED COST BY YEAR FY25-26 PLANNED 3,300,000 ■ Construction ■ Design 1561 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N WELL REHABILITATION PROGRAM PROJECT CATEGORY Water Production PROJECT NUMBER 60177 PROJECT NAME Well Rehabilitation Program TOTAL PROJECT COST 2,030,000 PROJECT MANAGER Michael Chandler FUNDING SOURCE 301 Wtr Cap LOCATION Various 307 2024 Water Bond Description Routine rehabilitation of wells. FY 23-24 Vandenberg Well, FY 24-25 Main Street #3, FY 25-26 Pasadena Well, FY 26-27 Columbus Tustin Well. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 301 Water Capital 350,000 500,000 500,000 1,350,000 307 2024 Water Bond 680,000 680,000 Total 350,000 680,000 500,000 500,000 2,030,000 Expenditure Construction 350,000 680,000 500,000 500,000 2,030,000 Total 350,000 680,000 500,000 500,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 COST BY YEAR EXPENSESTO FY24-25 FY25-26 FY26-27 6/30/2024 REQUESTED PLANNED PLANNED 2,030,000 ■ Construction 1571 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 2024-2025 CIP Project Detail by Project Type — Maintenance Projects 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 5,355,000 PROJECT MANAGER Eric Johnson FUNDING SOURCE 130 Gas Tax LOCATION Various 139 Measure M2 Fairshare 140 Road Maintenance 8 Rehab 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 130 Gas Tax 1,000,000 1,800,000 2,800,000 139 M2 Fairshare 955,000 955,000 140 Road Mnt/Rhb - 1,600,000 1,600,000 Total 1,955,000 3,400,000 5,355,000 Expenditure Design 100,000 100,000 Construction 1,855,000 3,400,000 5,255,000 Total 1,955,000 3,400,000 5,355,000 3,500,000 3,000,000 2,500,000 Or 2,000,000 1,500,000 000 1,000,000 500,000 100,000 EXPENSES TO 6/30/2024 COST BY YEAR FY24-25 REQUESTED ■ Construction ■ Design 1581 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N ANNUAL PAVEMENT MAINT. AND SIDEWALK REPAIR PROJECT (24/25) PROJECT CATEGORY Maintenance PROJECT NUMBER 70024 PROJECT NAME Annual Pavement Maint. And Sidewalk Repair Project (24/25) TOTAL PROJECT COST 2,415,000 PROJECT MANAGER Eric Johnson FUNDING SOURCE 139 Measure LOCATION Various 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, and the Street and Alley Repair Program. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 415,000 2,000,000 2,415,000 Total - 415,000 2,000,000 2,415,000 Expenditure Design 100,000 100,000 Construction 315,000 2,000,000 2,315,000 Total - 415,000 2,000,000 2,415,000 COST BY YEAR 2,000,000 1,500,000 1,000,000 500,000 Pr -,A ii 100,000 FY24-25 REQUESTED FY25-26 PLANNED ■ Construction ■ Design 1591 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N CITYWIDE PEDESTRIAN ADA IMPROVEMENTS PROJECT CATEGORY Maintenance PROJECT NUMBER 70236 PROJECT NAME Citywide Pedestrian ADA Improvements TOTAL PROJECT COST 1,311,905 PROJECT MANAGER TBA FUNDING SOURCE 130 Gas Tax LOCATION Various 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. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-31 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 130 Gas Tax 116,580 50,000 50,000 50,000 50,000 50,000 100,000 466,580 200 General Fund CIP 845,325 845,325 Total 961,905 50,000 50,000 50,000 50,000 50,000 100,000 1,311,905 Expenditure Construction 961,905 50,000 50,000 50,000 50,000 50,000 100,000 1,311,905 Total 961,905 50,000 50,000 50,000 50,000 50,000 100,000 1,311,905 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-31 TO REQUESTED PLANNED PLANNED PLANNED PLANNED PLANNED 6/30/2024 1601 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) THE HILL MEDIAN IMPROVEMENTS PROJECT CATEGORY Maintenance PROJECT NUMBER 70252 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned 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 FY24-25 REQUESTED ■ Construction 1611 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN OLD TOWN IMPROVEMENTS PROJECT CATEGORY Maintenance PROJECT NUMBER 70254 PROJECT NAME Old Town Improvements TOTAL PROJECT COST 4,451,773 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 200 General LOCATION DLd Town Improvements Fund CIP 120 CDBG Description 189 MCAS Land Sale Proceeds 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. Expensesto FY24-25 FY25-26 FY26-27 FY27-28 FY20-29 FY29-30 Total Project Funding Source 6130/2024 Requested Planned Planned Planned Planned Planned Cost 200 General Fund CIP 251,773 251,773 120 CDBG 411,000 411,000 189 MCAS Land Sale 3,789,000 3,7893000 Total 251,773 4,200,000 4,451,773 Expenditure Design 251,773 251,773 Construction 4,200,000 4,200,000 Total 251,773 4,200,000 4,451,773 COST BY YEAR s1000,000 4,000,000 ■ Construction 3,000,000 ■ Design 2,000,004 11000,000 jam EXPENSEST4 6f 30f 2024 FY24-2F, REQUESTED 1621 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) PROJECT CATEGORY Maintenance PROJECT NAME Red Hill Utility Undergrounding PROJECT MANAGER Eric Johnson LOCATION Red Hill Avenue RED HILL UTILITY UNDERGROUNDING PROJECT NUMBER 70255 TOTAL PROJECT COST 11,308 FUNDING SOURCE 130 Gas Tax Other 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 130 Gas Tax 6,000 41000 10,000 Other 1,308 1,308 Total 7,308 4,000 11,308 Expenditure Design 7,308 4,000 11,308 Construction - Total 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 7,308 4,000 EXPENSES TO 6/30/2024 COST BY YEAR I FY24-25 REQUESTED 11,308 ■ Design 1631 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N RED HILL AVENUE REHAB. FROM WALNUT AVENUE TO SAN JUAN STREET PROJECT CATEGORY Maintenance PROJECT NUMBER TBA PROJECT NAME Red Hill Avenue Rehab. From Walnut Avenue To San Juan Street TOTAL PROJECT COST 3,120,000 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 140 Road Maint/Rehab 50,000 3,070,000 3,120,000 Total 50,000 3,070,000 3,120,000 Expenditure Design 50,000 70,000 120,000 Construction 3,000,000 3,000,000 Total 50,000 3,070,000 3,120,000 COST BY YEAR 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 Ms 500,000 EXPENSES TO 6/30/2024 FY24-25 REQUESTED ■ Design Construction ■ Design 1641 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N BRIDGE DECK IMPROVEMENTS PROJECT CATEGORY Maintenance PROJECT NAME Bridge Deck Improvements PROJECT MANAGER TBA LOCATION Various Description Design and construct improvement to various bridges. PROJECT NUMBER TBD TOTAL PROJECT COST 3,300,000 FUNDING SOURCE 130 Gas Tax Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 130 Gas Tax 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 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 300,000 3,000,000 3,300,000 ii iii FY24-25 REQUESTED COST BY YEAR FY25-26 PLANNED ■ Design ■ Construction 1651 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) JAMBOREE ROAD REHAB. BETWEEN BARRANCA £t 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 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned 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 COST BY YEAR � FY24-25 REQUESTED FY25-26 PLANNED ■ Construction ■ Design 1661 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 2024-2025 CIP Project Detail by Project Type — Legacy Projects (Non -Parks) TUSTIN RANCH ROAD PEDESTRIAN BRIDGE PROJECT CATEGORY Legacy PROJECT NUMBER 70243 PROJECT NAME Tustin Ranch Road Pedestrian Bridge TOTAL PROJECT COST 11,500,000 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 187 MCAS LOCATION Tustin Ranch Road, Warner Avenue, Backbone Fee Barranca Parkway, and Armstrong Avenue Description Design and construction of pedestrian bridge over Tustin Ranch Road. This project is part of the Tustin Legacy Backbone Infrastructure Program. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 187 MCAS Backbone 500,000 11,000,000 11,500,000 Total - 500,000 11,000,000 11,500,000 Expenditure Design 500,000 500,000 Construction 11,000,000 11,000,000 Total - 500,000 11,000,000 11,500,000 COST BY YEAR 7 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 PV 500,000 FY24-25 REQUESTED FY25-26 PLANNED ■ Design ■ Construction 1671 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN NEIGHBORHOOD D SOUTH INFRASTRUCTURE - PHASE 2 PROJECT CATEGORY Legacy PROJECT NUMBER 70256 PROJECT NAME Neighborhood D South Infrastructure - Phase 2 TOTAL PROJECT COST 10,300,000 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 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 Park project. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 613012024 Requested Planned Planned Planned Planned Planned Cost 189 MCAS Land Sale 33900,000 6,4003000 103300,000 Total 33900,000 6,4003000 103300,000 Expenditure Design 799,401 799,401 Construction 33100,599 674003000 93500,599 Total 33900,000 674003000 103300,000 COST BY YEAR 7,000,000 6,0W,000 5,000,OW ■ , 4,OW,004 ■ CanstruEtian S,000,OW 1,000,OW EXPENSES TO 6/30f2024 FY24-25 REQUESTED 1681 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN ARSTRONG AVENUE PEDESTRIAN BRIDGE PROJECT CATEGORY Legacy PROJECT NUMBER 70257 PROJECT NAME Armstrong Avenue Pedestrian Bridge TOTAL PROJECT COST 8,801,455 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 187 MCAS LOCATION Armstrong Avenue Backbone Fees 189 MCAS Land Sale1CFD 06-01 Description Design and construction of a pedestrian bridge over Armstrong Avenue. This project is part of the Tustin Legacy Backbone Infrastructure Program. This projectwill be designed in conjunction with the Tustin Legacy 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 wilt include rough grading, surcharge, and establishment of the structural mounds. The second phase will include final improvements associated with the bridge. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6l30l2024 Requested Planned Planned Planned Planned Planned Cost 187 MCAS Backbone 2,495,500 2,267,500 4,763,000 189 MCAS Land Sale 51,455 3,920,000 3,971,455 CFD 06-01 67,000 67,000 Total 2,613,955 6,187,500 8,801,455 Expenditure Design 1,392,414 1,392,414 Construction 1,221,541 6,187,500 7,409,041 Total 2,613,955 6,187,500 8,801,455 COST BY YEAR 7,O00,000 6,000,000 510W1004 ■ Construction 4,000,000 ■ Clestn 3,000,000 2,000,OW 11000,000 EXPENSESTQ 6f 30f 2024 FY24-25 REQUESTED 1691 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN PROJECT CATEGORY Legacy PROJECT NAME Neighborhood G Phase 1 PROJECT MANAGER Mark Khudadatov LOCATION Various Description NEIGHBORHOOD G PHASE 1 PROJECT NUMBER 70258 TOTAL PROJECT COST 57, 554,108 FUNDING SOURCE 189 MCAS Land Sale Proceeds Unfunded Infrastructure to support the disposition of land in Neighborhood G, which is bounded by Edinger Avenue, Tustin Ranch Road, Moffett Drive, and Jamboree Road. Neighborhood G will be constructed in phases. Phase 1 is the southern half of the neighborhood. Design of utilities, roadways, drainage and site grading began in FY 23-24. The project includes a Backbone Program contribution of $15,003,000. Expensesto FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 613012024 Requested Planned Planned Planned Planned Planned Cost 189 MCAS Land Sale 254,108 17,300,000 17,554,108 Unfunded 40,000,000 40,000,000 Total 254,108 17,300,000 40,000,000 57,554,108 Expenditure Design 254,108 7,300,000 7,554,10E Construction 10,000,000 40,000,000 50,000,000 Total 254,108 17, 300, 000 40, 000, 000 57, 554,108 COST BY YEAR a0,00o,000 35,004,000 34,004,000 25,000,000 ■ Construction 2010001000 0 Destn 15,004,000 10,004,000 5,004,000 � ' E%PENSESTO 6/30/2024 FY24-25 FY25-26 REQUESTED PLANNED 1701 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N PROJECT CATEGORY Legacy PROJECT NAME Neighborhood D North Phase 1 PROJECT MANAGER Mark Khudadatov LOCATION Various Description NEIGHBORHOOD D NORTH PHASE 1 PROJECT NUMBER 70259 TOTAL PROJECT COST 26,800,000 FUNDING SOURCE 187 MCAS Backbone Fees 189 MCAS Land Sale Proceeds Infrastructure to support the disposition of land in Neighborhood D North, which is bounded by Warner Avenue, Tustin Ranch Road, Moffett Drive, and Armstrong Avenue. The project includes a Backbone Program contribution of $11,257,000. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6/30/2024 Requested Planned Planned Planned Planned Planned Cost 187 MCAS Backbone 149,575 1,650,425 7,456,615 9,256,615 189 MCAS Land Sale 17,543,385 17,543,385 Total 149,575 1,650,425 25,000,000 26,800,000 Expenditure Design 149,575 1,650,425 1,800,000 Construction 25,000,000 25,000,000 Total 149,575 1,650,425 25,000,000 COST BY YEAR 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 IV . EXPENSES TO 6/30/2024 FY24-25 REQUESTED FY25-26 PLANNED 26,800,000 ■ Construction ■ Design 1711 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CF0D221FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) IU,IIN WARNER AVENUE PEDESTRIAN BRIDGE PROJECT CATEGORY Legacy PROJECT NUMBER 70260 PROJECT NAME Warner Avenue Pedestrian Bridge TOTAL PROJECT COST 11,562,000 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 197 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 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. The project includes a Backbone Program contribution of $11,8193000. Expenses to FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 6d30l2024 Requested Planned 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 COST BY YEAR 12,000,000 10,000,000 8,000,000 ■ Co rtstruRion 6,000,000 ■ Design 4,000,000 Z,000,000 FY24-25 FY25-26 FY26-27 REQUESTED PLANNED PLANNED 1721 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CF0D221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N CORNERSTONE II INFRASTRUCTURE PROJECT CATEGORY Legacy PROJECT NUMBER TBD PROJECT NAME Cornerstone II Infrastructure TOTAL PROJECT COST 11,962,000 PROJECT MANAGER TBA FUNDING SOURCE 189 MCAS LOCATION Warner Avenue/Arnstrong Avenue Land Sale Proceeds Description Design and construct public improvements for the development of Cornerstone II located at Warner Avenue and Armstrong Avenue. The project includes site grading and construction of roadways and utilities. Expensesto FY24-25 FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 Total Project Funding Source 613012024 Requested Planned Planned Planned Planned Planned Cost 189 MCAS Land Sale 400,000 400,000 Total - 400,000 400,000 Expenditure Design 400,000 400,000 Total 400,000 400,000 COST BY YEAR aoa,OW 300,ow ■ Dom" 200,000 ioo,000 FY24-25 REQUESTED 1731 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 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 XIIIB of the State Constitution placing limits on the amount of revenue which can be spent by all entities of government from the "proceeds of taxes." Proposition 4 became effective for the 1980-81 fiscal year, but the formula for calculating the Limit was based on the 1978-79 "base year" revenues, with adjustments being made annually to reflect increase in population and cost of living. Section 9710 of the California Government Code, added in 1980 by the State Legislature, provides that "each year, the governing body of each local jurisdiction shall, by resolution, establish its appropriations Limit for the following year." In June of 1990 the California Voters approved Proposition 111. Among other things, Proposition 111 provided new adjustment formulas, which make the Appropriations Limit more responsive to local growth issues. Only tax proceeds are subject to the Limit. Charges for services, regulatory fees, grants, loans, donations and other non -tax proceeds are not subject to the limit. Proposition 111 also established a requirement for an annual review of Limit calculations. Each year the City Council must adopt by resolution the City's appropriations Limit for the following year. The following is the calculation for the City's Gann Appropriations Limit for FY 2024-25. 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 $123,083,568 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 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 ■ Limit 1741 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 2024-2025 Gann Appropriations Limit Calculation Appropriations Limit City of Tustin Fiscal Year 2024-2025 AMOUNT Last Year's Limit (2023-2024) $118,286,797 Adjustment Factors 1. Population(') 1.0042 2. Change in Per Capita Personal Income (2) 1.0362 Total Adjustment Factor(3) 1.0406 Total Adjustments $4,796,771 Appropriations Limit for Fiscal Year 2024-2025 $123,083,568 Appropriations Subject to Limit: Proceeds of Taxes $68,943,944 Minus Exclusions Appropriations Subject to Limit $68,943,944 Fiscal Year 2024-25 Appropriations Limit $123,083,568 Less Appropriations Subject to the Limit $68,943,944 Difference Under the Limit $54,139,624 MThe 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 of Tustin. (Z)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's appropriation limit represents the change in per capita personal income. MThe total adjustment factor is calculated by multiplying the population factor by the inflation factor. 1751Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N RESOLUTION NO. 24-41 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, DETERMINING AND ADOPTING AN APPROPRIATION LlIV11T FOR THE FISCAL YEAR 2024126 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 G. 1989. and WHEREAS, an annual appropriation limit mustbe determined forthis City effective for the Fiscal Year beginning July 1, 2024; 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, 2024. through June 30 2426, is $123:0837668_ Section Z The appropriation limit shall not be exceeded in the adapted 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 181h day of June 2024. AUSTIN LUMBARD, Mayor F-11mgIi g ERICA YASUDA, City Cleric Resolution 24-41 Page 1 of 2 1761Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I; Erica Yasuda; City Clerk and e-officio Clerk of the City Council of the City of Tustin, California, do hereby certify that the whale number of the members of the City Council of the City of Tustin is five, that the above and foregoing Resolution No_ 24-41 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 'IS« day of June 2024, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER LACES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA YASUUA, City Clerk Resolution 24-41 Page 2 of 2 1771 Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 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 $11.5 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 2024-25 Budget reflects additional contributions of $2 million. Emergency Reserves On October 16, 2012, the City Council established an Emergency Reserve Fund in the amount of $1 million for use in a City Council declared emergency such as earthquake, flood, and fire. Other Post -Employment Benefits (OPEB) Trust In 2018, the City established a trust with PARS to hold assets that are legally restricted for other post -employment benefit (OPEB) expenses of the City. Over the past five years, the City has made $3.5 million in contributions into the OPEB Trust. The OPEB Trust assets are managed in a customized investment strategythat balances risk and return and provides. The proposed 2024-25 Budget reflects additional contributions of $500,000. REVENUE MANAGEMENT POLICIES Fees and Cost Recovery User fees and charges shall be established at a level related to the direct and indirect cost of providing the service, wherever possible. On July 20, 2021, the City Council directed the City's Finance Director to annually review and, as appropriate, recommend to the City Council approval of an increase of the user fees and charges in accordance with the Consumer Price Index (CPI) reported in the month of 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 $88 million as of June 30, 2022, or 73.4% funded, which is based on the most recent CaIPERS actuarial valuation report issued in July 2023. Detail information will be available when Ca[PERS issues the next valuation report in July of 2024. 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 $13.5 million, which reduces the City's net pension liability. 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 1781Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 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 eight years and all pension debt will be paid off in 2035. However, this is dependent on CaIPERS earning 6.8% on investments on average through 2035. 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 representatives) 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. 1791Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N ➢ 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. 1801Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 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. 1811Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N Budget Glossary Accrual Basis of A method of accounting that recognizes the financial effect of transactions, events, and Accounting 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) approved Budget by the City Council during the fiscal year. Annual Comprehensive The summarization of the City's financial activity for the previous fiscal year which also Financial Report includes a summarization of significant milestones that were accomplished during the year (ACFR) 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 and District Orange counties, as well as parts of Riverside and San Bernardino counties (AQMD) (www.aqmd.gov). 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 standards. (AQM P) 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 roadways Financing Program 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 taxes (Secured) 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 the (Unsecured) unsecured roll are a personal liability of the assessed owner. Assessment District A separate unit of governmentthat manages specific resources within defined boundaries. (AD) Through self-financing, it can raise predictable funds, such as taxes, user fees or bonds, directly from the people who benefit from the services. 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 1821Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 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 and Local Sales & Use Tax 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 impacts, (CEQA) if feasible (www.opr.ca.gov/cega/) California Transportation The agency responsible for programming and allocating funds for the construction of Commission 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, computers 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 rehabilitation Program Budget (CIP) 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 projects (COPS) 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 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 1831Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 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 which District public entities finance construction and/or acquisition of facilities and provide public (CFD) 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 to a (CUP) 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 related Plan procedures. (CMP) Consumer Price Index A statistical description of price levels provided by the U.S. Department of Labor. The (CPI) change in this index from year to year is used to measure the cost of living and economic inflation. Contingency Reserve The City has established a policy to set aside a percentage of its General Fund operating expenditures as a contingency reserve. Cost Allocated A method used to charge General Fund costs budgeted in one department to another department or another fund. Debt Service The payment of principal and interest on borrowed funds such as bonds. Department, (Function) Section Organizational units within the Operations Budget that group resources together Division 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). 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 system Planning System used to coordinate the City's general accounting, purchasing and utility billing processes. 1841Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N (ERP) 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 possible (EIR) 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 education and Orange County the enforcement of state and federal fair housing laws (www.fairhousingoc.org). (FHCOC) 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 year (FY) 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 equals 40 (FTE) hours per week, 52 weeks per year. (2080 hours per year) 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. 1851Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N Geographicallnformation 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 localfinance officers in the United States Officers Association 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 United (Real) States. (GDP) Gross State Product The total of the goods and services produced by labor and property located in the State (GSP) 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 impacts Program of development not addressed by specific project mitigation and existing system (GMP) deficiencies. Hotel Tax (TOT) Also known as the Transient Occupancy Tax (TOT) or bed tax — a 13% tax added to the cost of renting a hotel room within the City. Infrastructure Inputs Includes the City's street, bridge, traffic signal, landscaping, and trail networks. To be capitalized as part of the City's infrastructure 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 lighting District (LLD) maintenance. Lease -Purchase Contractual agreements which are termed leases, but whose lease amount is applied to Agreement the purchase. 1861Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 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 changes of Commission organization in existing agencies (www.oclafco.org). (LAFCO) Local Agency Investment A voluntary program created by statute in 1977 in which participating agencies (local Fund 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 Orange (M-GMA) 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) 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 United System 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. 1871Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N Orange County Fire An agency that provides fire prevention/suppression and emergency services to 22 cities Authority 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 counties System 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 comfort of (PQI) 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 services. Measurements 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 1881Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N bond debt service. Proposition 13 On June 6, 1978, the California electorate approved Proposition 13, the "People's Initiative to Limit Property Taxation," which limited the tax rate for real estate as follows: the maximum amount of any tax on real property shall not exceed 1% of the full cash value of such property. The City of Tustin receives $0.13 cents per dollar of the Prop 13 tax. Proposition 218 On November 5, 1996, the California electorate approved Proposition 218, the self -titled "Right to Vote on Taxes Act." Proposition 218 added articles XIIIC and XIIID to the California Constitution and made numerous changes to local government finance law. Public officials are required to conduct the public's business in compliance with Proposition 218. Public Employees' Provides retirement and health benefit services to members from the state, school districts Retirement System 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 Tustin. (RDA) 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 systems Transportation Program (classified higher than local roads or rural minor collectors), bridges on any public (RSTP) 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. 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 Agency Payment Schedule pursuant to the Dissolution Act (including HSC Section 34177 and Section 34191.6), on (ROPS) which the Successor Agency's anticipated payments for enforceable obligations for the upcoming ROPS Payment Period(s) are listed. Service Center Used for budgetary reporting, an organizational unit that provides a distinct and unique service. Various sections within a department that provide substantially similar services may be combined into one service center — for instance, the City Clerk's Office and City Clerk Records are combined into one service center. 1891Page DocuSign Envelope ID: EFEBA85B-0515-43D5-BCC9-D47CFOD221 FO City of Tustin 2024-25 Proposed Fiscal Operating & Capital Improvement Program Budget (Second Year Update) I UPI I N 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 government to Governments research and draw up plans for transportation, growth management, hazardous waste (SCAG) 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 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 to the (District Tax) district where the tangible goods are delivered or placed into use. Voter approved district taxes are levied within incorporated city limits. Transfers-In/Out A transfer of resources between different City funds (see glossary definition of "Fund"). A transfer of cash from the City's General Fund to a City Special Fund, for example, would be designated as a transfer -out in the General Fund, and then a transfer -in in the receiving Special Fund. Transient Occupancy Tax A 13% tax added to the cost of renting a hotel room within the City. Also known as the (TOT) Hotel or Bed Tax. Transportation An association comprised of employers and property owners that promotes the use of Management Association alternative forms of commuting to the single occupant vehicle. Traffic congestion relief (TMA) 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 air Management Plan quality and relieve congestion. Transportation Subventions Funds from outside sources (TMP) 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. 1901 Page