HomeMy WebLinkAbout2004-05FY PROG & FINC'L PLAN
CITY OF TUSTIN
PROGRAM AND FINANCIAL PLAN
FOR
FISCAL YEAR 2004-2005
TUSTIN CITY COUNCIL
TONY KAWASHIMA, MAYOR
LOU BONE, MAYOR PRO TEM
JEFFERY M. THOMAS, COUNCILMEMBER
TRACY WORLEY HAGEN, COUNCILMEMBER
DOUG DAVERT, COUNCILMEMBER
LOIS E. JEFFREY, CITY ATTORNEY
GEORGE W. JEFFRIES, CITY TREASURER
PAMELA STOKER, CITY CLERK
MANAGEMENT STAFF
WILLIAM A. HUSTON, CITY MANAGER
CHRISTINE A. SHINGLETON, ASSISTANT CITY MANAGER
ELIZABETH A. BINSACK, DIRECTOR OF COMMUNITY DEVELOPMENT
STEVE FOSTER, CHIEF OF POLICE
ARLENE MARKS GIBBS, DIRECTOR OF HUMAN RESOURCES
RONALD A. NAULT, DIRECTOR OF FINANCE
PATRICK SANCHEZ, DIRECTOR OF PARKS AND RECREATION
TIM D. SERLET, DIRECTOR OF PUBLIC WORKS/CITY ENGINEER
MARIA R. HUIZAR, CHIEF DEPUTY CITY CLERK
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CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TABLE OF CONTENTS
PAGE
MESSAGE OF THE CITY MANAGER.......................................................................................................1
GENERAL INFORMATION.......................................................................................................................11
LOCAL GOVERNMENT ORGANIZATIONAL CHART ...................................................................................12
A UNIQUE HISTORY....................................................................................................................................13
EDUCATION .................................................................................................................................................15
BUSINESS .....................................................................................................................................................17
FINANCIAL SUMMARY.............................................................................................................................19
FUND BALANCE PROJECTIONS EXPENDITURE SUMMARY BY FUND........................................................20
GENERAL FUND EXPENSES .........................................................................................................................21
GENERAL FUND RESOURCES ......................................................................................................................22
CAPITAL IMPROVEMENT PROJECTS ..........................................................................................................23
TOTAL BUDGET RESOURCES ......................................................................................................................24
TOTAL BUDGET EXPENSES .........................................................................................................................25
TOTAL EXPENSES-ALL FUNDS....................................................................................................................26
SALES TAX REVENUE ..................................................................................................................................27
GANN LIMIT ................................................................................................................................................28
FY 2004-05 Appropriations Limit......................................................................................................................28
TUSTIN’S ECONOMIC ANALYSIS AND FISCAL SUMMARY ........................................................................29
SALES TAX...................................................................................................................................................29
PROPERTY TAX ...........................................................................................................................................29
BUSINESS LICENSE TAX..............................................................................................................................30
FRANCHISE ..................................................................................................................................................30
TRANSIENT OCCUPANCY TAX....................................................................................................................30
LICENSE & PERMITS...................................................................................................................................30
FINES............................................................................................................................................................31
INTEREST.....................................................................................................................................................31
SERVICE CHARGES .....................................................................................................................................31
INTERFUND CHARGES.................................................................................................................................31
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
(IV)
BUDGET POLICY .........................................................................................................................................32
FINANCIAL STRUCTURE .............................................................................................................................32
GENERAL FUND REVENUE .........................................................................................................................32
SPECIAL REVENUE FUNDS..........................................................................................................................32
DEBT SERVICE FUNDS ................................................................................................................................33
CAPITAL PROJECTS FUNDS........................................................................................................................33
ENTERPRISE FUNDS....................................................................................................................................34
INTERNAL SERVICE FUNDS ........................................................................................................................34
TRUST AND AGENCY FUNDS.......................................................................................................................34
REVENUE PROJECTIONS.............................................................................................................................34
EXPENDITURE APPROPRIATIONS...............................................................................................................35
PERS ...........................................................................................................................................................37
DEFERRED COMPENSATION.......................................................................................................................37
SELF-INSURANCE PROGRAM/RISK POOL .................................................................................................37
CLASSIFICATION AND COMPENSATION PLAN PERSONNEL BUDGETING ..................................................38
LEGISLATION..............................................................................................................................................41
LEGISLATION POSITION CONTROL REPORT.............................................................................................42
LEGISLATION EXPENDITURE SUMMARY ...................................................................................................43
CITY COUNCIL ............................................................................................................................................44
DESCRIPTION:.................................................................................................................................................44
CITY CLERK................................................................................................................................................45
DESCRIPTION:.................................................................................................................................................45
TASKS:..............................................................................................................................................................45
CITY ATTORNEY.........................................................................................................................................47
DESCRIPTION:.................................................................................................................................................47
TASKS:..............................................................................................................................................................47
ADMINISTRATION.....................................................................................................................................49
ADMINISTRATION ORGANIZATIONAL CHART...........................................................................................50
ADMINISTRATION POSITION CONTROL REPORT......................................................................................51
ADMINISTRATION EXPENDITURE SUMMARY ............................................................................................52
CITY MANAGER ..........................................................................................................................................53
DESCRIPTION:.................................................................................................................................................53
TASKS:..............................................................................................................................................................53
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
(V)
FINANCE ......................................................................................................................................................54
DESCRIPTION:.................................................................................................................................................54
TASKS: ..............................................................................................................................................................54
2003-04 FY ACCOMPLISHMENTS:................................................................................................................54
HUMAN RESOURCES ...................................................................................................................................55
DESCRIPTION:.................................................................................................................................................55
TASKS: ..............................................................................................................................................................55
2003-04 FY ACCOMPLISHMENTS:................................................................................................................56
INFORMATION TECHNOLOGY....................................................................................................................57
DESCRIPTION:.................................................................................................................................................57
TASKS: ..............................................................................................................................................................57
2003-04 FY ACCOMPLISHMENTS:................................................................................................................57
COMMUNITY DEVELOPMENT...............................................................................................................59
COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART .........................................................................60
COMMUNITY DEVELOPMENT POSITION CONTROL REPORT ...................................................................61
COMMUNITY DEVELOPMENT EXPENDITURE SUMMARY..........................................................................62
COMMUNITY DEVELOPMENT—PLANNING DIVISION ..............................................................................63
DESCRIPTION:.................................................................................................................................................63
TASKS: ..............................................................................................................................................................63
2003-04 FY ACCOMPLISHMENTS:................................................................................................................64
COMMUNITY DEVELOPMENT—BUILDING DIVISION ...............................................................................65
DESCRIPTION:.................................................................................................................................................65
TASKS: ..............................................................................................................................................................65
2003-04 FY ACCOMPLISHMENTS:................................................................................................................65
PUBLIC WORKS..........................................................................................................................................67
PUBLIC WORKS ORGANIZATIONAL CHART ..............................................................................................68
PUBLIC WORKS POSITION CONTROL REPORT..........................................................................................69
PUBLIC WORKS EXPENDITURE SUMMARY ................................................................................................70
PUBLIC WORKS - ADMINISTRATION..........................................................................................................71
DESCRIPTION:.................................................................................................................................................71
TASKS: ..............................................................................................................................................................71
2003-04 FY ACCOMPLISHMENTS:................................................................................................................71
PUBLIC WORKS - ENGINEERING................................................................................................................72
DESCRIPTION:.................................................................................................................................................72
TASKS: ..............................................................................................................................................................72
2003-04 FY ACCOMPLISHMENTS:................................................................................................................72
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
(VI)
PUBLIC WORKS - STREETS.........................................................................................................................73
DESCRIPTION:.................................................................................................................................................73
TASKS:..............................................................................................................................................................73
2003-04 FY ACCOMPLISHMENTS:................................................................................................................73
PUBLIC WORKS - LANDSCAPE ...................................................................................................................74
DESCRIPTION:.................................................................................................................................................74
TASKS:..............................................................................................................................................................74
2003-04 FY ACCOMPLISHMENTS:................................................................................................................74
PUBLIC WORKS - VEHICLES ......................................................................................................................75
DESCRIPTION:.................................................................................................................................................75
TASKS:..............................................................................................................................................................75
2003-04 FY ACCOMPLISHMENTS:................................................................................................................75
PUBLIC WORKS – FACILITIES....................................................................................................................76
DESCRIPTION:.................................................................................................................................................76
TASKS:..............................................................................................................................................................76
2003-04 FY ACCOMPLISHMENTS:................................................................................................................76
PUBLIC WORKS – EMERGENCY SERVICES................................................................................................77
DESCRIPTION:.................................................................................................................................................77
TASKS:..............................................................................................................................................................77
2003-04 FY ACCOMPLISHMENTS:................................................................................................................77
POLICE..........................................................................................................................................................79
POLICE ORGANIZATIONAL CHART ............................................................................................................80
POLICE POSITION CONTROL REPORT .......................................................................................................81
POLICE EXPENDITURE SUMMARY..............................................................................................................82
POLICE DEPARTMENT – ADMINISTRATION ..............................................................................................83
DESCRIPTION:.................................................................................................................................................83
TASKS:..............................................................................................................................................................83
2003-04 FY ACCOMPLISHMENTS:................................................................................................................83
POLICE DEPARTMENT – PATROL DIVISION..............................................................................................85
DESCRIPTION:.................................................................................................................................................85
TASKS:..............................................................................................................................................................85
2003-04 FY ACCOMPLISHMENTS:................................................................................................................86
POLICE DEPARTMENT – INVESTIGATIVE SERVICES DIVISION................................................................87
DESCRIPTION:.................................................................................................................................................87
TASKS:..............................................................................................................................................................87
2003-04 FY ACCOMPLISHMENTS:................................................................................................................88
POLICE DEPARTMENT – ADMINISTRATIVE SERVICES DIVISION.............................................................89
DESCRIPTION:.................................................................................................................................................89
TASKS:..............................................................................................................................................................89
2003-04 FY ACCOMPLISHMENTS:................................................................................................................90
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
(VII)
FIRE................................................................................................................................................................91
FIRE EXPENDITURE SUMMARY ..................................................................................................................92
FIRE SERVICES............................................................................................................................................93
DESCRIPTION:.................................................................................................................................................93
PARKS AND RECREATION ......................................................................................................................95
PARKS AND RECREATION ORGANIZATIONAL CHART ..............................................................................96
PARKS AND RECREATION POSITION CONTROL REPORT..........................................................................97
PARKS AND RECREATION EXPENDITURE SUMMARY................................................................................98
PARKS & RECREATION – ADMINISTRATION.............................................................................................99
DESCRIPTION:.................................................................................................................................................99
TASKS: ..............................................................................................................................................................99
2003-04 FY ACCOMPLISHMENTS:................................................................................................................99
PARKS AND RECREATION – SPORTS........................................................................................................100
DESCRIPTION:...............................................................................................................................................100
TASKS: ............................................................................................................................................................100
2003 -04 FY ACCOMPLISHMENTS:.............................................................................................................100
PARKS AND RECREATION – CLASSES/CULTURAL ARTS........................................................................101
DESCRIPTION:...............................................................................................................................................101
TASKS: ............................................................................................................................................................101
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................101
PARKS AND RECREATION SERVICES DEPARTMENT - TUSTIN FAMILY AND YOUTH CENTER.............102
DESCRIPTION:...............................................................................................................................................102
TASKS: ............................................................................................................................................................102
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................102
RECREATION SERVICES DEPARTMENT - SUPPORT SERVICES...............................................................103
DESCRIPTION:...............................................................................................................................................103
TASKS: ............................................................................................................................................................103
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................103
RECREATION SERVICES DEPARTMENT - SENIOR SERVICES..................................................................104
DESCRIPTION:...............................................................................................................................................104
TASKS: ............................................................................................................................................................104
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................104
NON-DEPARTMENTAL............................................................................................................................105
NON DEPARTMENTAL EXPENDITURE SUMMARY....................................................................................106
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)...............................................................107
COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) EXPENDITURE SUMMARY.............................108
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
(VIII)
COMMUNITY DEVELOPMENT BLOCK GRANTS.......................................................................................109
DESCRIPTION:...............................................................................................................................................109
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................109
TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING DISTRICT.......................111
TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING DISTRICT
EXPENDITURE SUMMARY .........................................................................................................................112
TUSTIN COMMUNITY REDEVELOPMENT AGENCY (RDA).........................................................113
CITY OF TUSTIN REDEVELOPMENT AGENCY ORGANIZATIONAL CHART.............................................114
TUSTIN REDEVELOPMENT AGENCY POSITION CONTROL REPORT.......................................................115
TUSTIN REDEVELOPMENT AGENCY EXPENDITURE SUMMARY .............................................................116
TUSTIN COMMUNITY REDEVELOPMENT AGENCY .................................................................................118
DESCRIPTION:...............................................................................................................................................118
2004-05 FY GOALS ........................................................................................................................................118
TOWN CENTER PROJECT AREA...............................................................................................................118
SOUTH CENTRAL PROJECT AREA ...........................................................................................................119
HOUSING....................................................................................................................................................119
ADMINISTRATIVE/ECONOMIC DEVELOPMENT.......................................................................................120
MCAS, TUSTIN .........................................................................................................................................120
TUSTIN LEGACY.......................................................................................................................................121
TUSTIN LEGACY EXPENDITURE SUMMARY.............................................................................................122
TUSTIN LEGACY........................................................................................................................................123
DESCRIPTION:...............................................................................................................................................123
2004-05 FY GOALS ........................................................................................................................................124
WATER ENTERPRISE..............................................................................................................................125
PUBLIC WORKS ORGANIZATIONAL CHART............................................................................................126
WATER POSITION CONTROL REPORT .....................................................................................................127
WATER EXPENDITURE SUMMARY............................................................................................................128
WATER BILLING .......................................................................................................................................129
DESCRIPTION:...............................................................................................................................................129
TASKS:............................................................................................................................................................129
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................129
PUBLIC WORKS - WATER OPERATIONS..................................................................................................130
DESCRIPTION:...............................................................................................................................................130
TASKS:............................................................................................................................................................130
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................130
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
(IX)
MAIN STREET WATER FACILITY.............................................................................................................131
DESCRIPTION:...............................................................................................................................................131
TASKS: ............................................................................................................................................................131
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................131
17TH STREET DESALTER............................................................................................................................132
DESCRIPTION:...............................................................................................................................................132
TASKS: ............................................................................................................................................................132
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................132
WATER PRODUCTION ...............................................................................................................................133
DESCRIPTION:...............................................................................................................................................133
TASKS: ............................................................................................................................................................133
2003-04 FY ACCOMPLISHMENTS:..............................................................................................................133
BUDGET PROCESS BUDGET CONTROLS AND BASIS AND GLOSSARY OF TERMS..............135
BUDGET PROCESS .....................................................................................................................................136
INTERNAL CONTROL, BUDGETARY CONTROL AND ACCOUNTING BASIS.............................................137
GLOSSARY OF TERMS ...............................................................................................................................139
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MESSAGE OF THE
CITY MANAGER
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GENERAL INFORMATION
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 12
LOCAL GOVERNMENT
ORGANIZATIONAL CHART
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 13
ABOUT THE CITY
A UNIQUE HISTORY
People who know this area well sometimes refer to
Tustin as “The City of the Trees.” Although a
variety of trees are responsible for this nickname,
this is a distinctive quality of the area which dates
back centuries, actually to the time of the early
Spanish explorers. The first Europeans in Orange
County came with the Portola Expedition in 1769.
This expedition, which had two padres (including
Father Juan Crespi) and a small contingent of the
army, set out north to establish the string of
missions throughout California. (Father Serra, who
was in charge of this project, was not along on this
expedition, remaining in San Diego to establish the
mission there.) A few years
later, the early Spanish
Grijalva scouting party (The
Anza Expedition, 1776)
identified the area from
Santiago Creek to Red Hill as
El Alisal, the Sycamore
Grove. At that time, the land
was dotted with massive,
white-barked sycamore trees.
It is of some note that three
of the massive trees still
exist, although today they are
on private property.
The American Indians living
in the region when the
Spanish first arrived spoke a
dialect of the Shoshone
language. Much of the Indian
culture is only today being
pieced together from
archeological studies in the
area. However, it is known
that there had been an Indian
village or gathering place
around Red Hill.
Although the Indians of that
time were nomadic, when the
Spanish came, they grouped
the Indians according to
which mission district they
were in at the time, and
turned them from fishermen
and harvesters of seasonal nuts and berries into
farm workers. The Indians who lived in what is
today the Tustin area were called the “Gabrielino”
Indians, for they were under the jurisdiction of the
San Gabriel Mission. They were considered,
according to the European standards of the time,
to be “somewhat more sophisticated” than the
“Juanenos” Indians, who were under the
jurisdiction of the San Juan Capistrano Mission.
The reason trees grew here was the same one
which attracted Indians and then the early settlers -
the availability of a dependable water supply, some
of it from natural artesian wells that flowed from the
ground. The water certainly attracted Juan Pablo
Grijalva, who, in 1810, received a grant to use it for
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 14
ranching. Over the next generations, the land was
divided between family members. In 1868, when a
dispute within the family over ownership could not
be resolved, the land was partitioned to be sold.
Columbus Tustin, a Northern California carriage
maker, and his partner Nelson Stafford, purchased
1,300 acres of what had been the Rancho
Santiago de Santa Ana for the price of one dollar
and fifty cents per acre. Mr. Tustin attempted to
create “Tustin City,” but sales of home sites were
slow, and in the early 1870s he ended up giving
free lots to anyone who would build a home.
In 1877, Tustin lost out to Santa Ana as the
Southern terminus of the Southern Pacific
Railroad, and Columbus Tustin died in 1883, a
bitterly disappointed man. Nonetheless, with the
abundance of water, the community named after
him gradually became established as an
agricultural center. By the 1880s there were three
churches, a fifty-room hotel, a bank, and a horse
drawn “tallyho” (trolley line) which connected
Tustin to Santa Ana. By the turn of the century,
groves of apricots and walnuts were gradually
being replaced by the more profitable Valencia
oranges.
Tustin’s reputation as an area leader in education
was begun at this time, with a public school led by
educator John “Zeke” Zeilian. In 1927, the
population topped 900, and the voters elected to
incorporate.
During World War II, three military bases were
established in nearby bean fields and
unincorporated areas in proximity to Tustin: the
Santa Ana Army Air Base, the El Toro Marine
Corps Air Station, and the navy’s Lighter-Than-Air
Base (where the huge hangers housed coast-
patrolling blimps).
In the 1950s, Tustin’s growth began in earnest.
Freeways, quality schools, and post-war industries
attracted thousands of people. Builders developed
the orchards and by 1970 the population had
jumped to 32,000. Growth was a painful process
as houses replaced orange groves. Old timers and
newcomers alike had to adapt to each other, cope
with new problems and situations, and expand
facilities to handle increased patronage. And so
tract after tract replaced grove after grove.
With all the development, the next step was
annexations to the City. Annexation became the
major issue during the period from 1955 to 1965.
One of the early annexations to the city was the
Tustin Union High School campus. Although the
school was built in 1921, it remained outside the
city limits until annexation in 1957. During the
1950s the City increased 220 percent in size with
annexations. The big leap came in the 1960s
when the population increased a whopping 1,012
percent, going from 2,006 to 22,313 residents, and
the land area increased from 434.23 acres to
2,214.77, or a 410 percent increase. Several large
annexations greatly increased the city’s area
between 1971 and 1981. The Marine Corps Air
Station was annexed to Tustin, adding 2,076 acres
to the city. A few years later a total of 2,257 acres
that had been in the Irvine Ranch agricultural
preserve were annexed and are being developed
as Tustin Ranch.
Today, almost all the orchards are gone; now
Tustin is an urban area. However, if you know
where to look, you can still see signs of the City’s
proud history. Historic old buildings, some dating
back to the 1880s, are maintained in “Old Town”
on Main Street and El Camino Real. The museum
shows a living history of those times gone by. And
there’s more: three trees yet remain of those
original massive sycamores. And finally,
everywhere lining the streets, one still sees trees,
trees and more trees in Tustin, The City of Trees.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 15
EDUCATION
Tustin Unified School District (TUSD) has a long history of excellence that continues to grow and be enriched
by the accomplishments of its students, teachers, staff and community. Established July 1, 1972, the District
is located in Central Orange County and includes the City of Tustin, Tustin Ranch, portions of Santa h a , the
foothills portion of unincorporated Orange County, and portions of the City of Irvine (West Irvine and
Northpark). The District currently serves 20,000 students and is enjoying an increase in the percentage of
students from different cultural and ethnic backgrounds. The district comprises 17 elementary schools, five
middle schools, two comprehensive high schools, a continuation high school, and adult and alternative
education programs. Another elementary school and a high school are also in the planning stages. Of these,
Arnold A. Beckman High School is scheduled to open September 2004. Moreover, in November 2002, the
TUSD community overwhelmingly passed an $80 million measure that will help renovate and repair the
District‘s older schools. The District‘s administrative offices are at 300 South “C” Street, Tustin, (714) 730-
7301. The District website is www.tustin.k12.ca.us.
TUSD is committed to providing a rigorous and challenging curriculum for all K-12 students. Curriculum
Standards, aligned with the California State Standards, have been adopted in math, language arts,
history/social science and science. High standards of excellence in academics, visual and performing arts,
and athletics are the hallmarks of Tustin schools along with a major emphasis on educational technology in
the classrooms. Tustin schools consistently score well on state tests. Students at TUSD schools receive top
scores among state schools on annual standardized tests. Both high schools’ Scholastic Assessment Test
(SAT) scores rank higher than state and national averages.
The district's elementary schools have a strong focus on early literacy and incorporate a comprehensive
phonics and literature program. In addition to the core curriculum, the elementary schools offer enriching
programs in music and art.
ELEMENTARY SCHOOLS (K-5)
NAME OF SCHOOL SCHOOL ADDRESS
Arroyo 11112 Coronel Road, Santa Ana
Barbara Benson 12712 Elizabeth Way, Tustin
Benjamin Beswick 1362 Mitchell Avenue, Tustin
Helen Estock 14741 North B Street, Tustin
Guin Foss 18492 Vanderlip Avenue, Santa Ana
Robert Heideman 15571 Williams Street, Tustin
C.C. Lambert 1151 San Juan Street, Tustin
Loma Vista 13822 Prospect Avenue, Santa Ana
W.R. Nelson 14392 Browning Avenue, Tustin
Peters Canyon 26900 Peters Canyon Road, Tustin Ranch
Jeane Thorman 1402 Sycamore Avenue, Tustin
Ladera 2515 Rawlings Way, Tustin Ranch
Myford 181 Trevino Drive, Irvine
Red Hill 11911 Red Hill Avenue, Santa Ana
Tustin Memorial 12712 Browning, Tustin
Tustin Ranch 12950 Robinson Drive, Tustin Ranch
Marjorie Veeh 1701 San Juan Street, Tustin
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 16
The middle schools encompass grades 6-8 and offer an extensive elective program in addition to the core
curriculum subjects. Students have opportunities to explore foreign language, computer classes, are music
(including band and chorus), drama, and applied arts classes. An all-inclusive after-school program is also
provided.
MIDDLE SCHOOLS (6-8)
NAME OF SCHOOL SCHOOL ADDRESS
A.G. Currie 1402 Sycamore Avenue, Tustin
Hewes 13232 Hewes Avenue, Santa Ana
Pioneer 2700 Pioneer Road, Tustin Ranch
Columbus Tustin 17952 Beneta Way, Tustin
C.E. Utt 13601 Browning Avenue, Tustin
Many residents choose to live and remain in Tustin because of the District's highly rated high schools. Their
comprehensive academic curriculum includes extensive Honors and Advanced Placement (AP) programs.
Both Foothill and Tustin High Schools are Digital High Schools and have received state and national
recognition for their educational programs.
HIGH SCHOOLS (9-12)
NAME OF SCHOOL SCHOOL ADDRESS
Hillview Continuation 19061 Foothill Boulevard, Santa Ana
Foothill 19251 Dodge Avenue, Santa Ana
Sycamore/Tustin Adult 13780 Orange St, Tustin
Tustin 1171 El Camino Real, Tustin
There are many avenues for extracurricular activities, including the Model United Nations (MUN) program,
outstanding visual and performing arts programs, and co-curricular athletic programs. Foothill and Tustin
High Schools have produced many National Merit Scholars. Graduates from the District matriculate to the
finest colleges and universities in the nation, and nearly 90 percent of all District graduates attend colleges
and universities.
In the past decade, nine District schools have been recognized as either state or national distinguished
schools. Two elementary schools are National Exemplary Schools, and a middle school and high school are
National Blue Ribbon Schools. Five other schools - an elementary, two middle, and two high schools - are
California Distinguished Schools.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 17
BUSINESS
Due to its favorable location, demographics and business environment, Tustin was identified in 1994 by
California Business Magazine as one of the top four Best Places for Business in California (and the highest
ranked urban city on the list). In 1998 the “1998 Kostmont” with a population of less than 100.000.
Tustin is home to several of the world‘s largest and best known manufacturing companies. The business
community of Tustin represents a broad spectrum of businesses. On the upper end, large manufacturers
such as Ricoh Electronics. Inc. are located here and these are complemented by a host of small sole
proprietor and home-based businesses.
The industrial parks that house Ricoh, Balboa Instruments and other manufacturers are predominantly in
South Tustin near the former Marine base, now known as Tustin Legacy. Commercial business parks are
also located in the same area and in the vicinity of Red Hill Edinger and Walnut Avenues.
TUSTIN BUSINESSES
TYPE OF BUSINESS NO. OF FIRMS PERCENT
Professional, Scientific, and Technical Services 446 18.9%
Health Care & Social Assistance 302 12.8%
Wholesale Trade 217 9.2%
Finance & Insurance Services 193 8.2%
Retail Trade 173 7.3%
Manufacturing 141 6.0%
Other Services (Except Public Administration) 140 5.9%
Accommodation & Food Services 134 5.7%
Real Estate, Rental, & Leasing 133 5.6%
Administrative, Support, Waste Management, & Remediation 132 5.6%
Construction 123 5.2%
Information Services 49 2.1%
Unclassified Establishments 40 1.7%
Educational Services 31 1.3%
Transportation & Warehousing 26 1.1%
Arts, Entertainment, & Recreation 20 0.8%
Management of Companies & Enterprises 15 0.6%
All Other Businesses 4 0.2%
Total Businesses 2, 355
Number of Employees ... 39, 320
Annual Payroll $1.46 billion
Data compiled by the Tustin Chamber of Commerce from US Census 2000 data.
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FINANCIAL SUMMARY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 20
Audited 03/04 03/04 Projected 04/05 04/05 Estimated
Balance Projected Projected Balance Estimated Estimated Balance
Fund Description 06/30/03 Revenues Expenditures 06/30/04 Revenues Expenditures 06/30/05
01 General Fund $9,089,067 $35,103,996 $35,543,961 $8,649,103 $38,384,768 $38,087,905 $8,945,966
02 Capital Projects Fund—CIP 11,566,515 3,520,389 5,589,398 9,497,506 10,159,619 12,077,237 7,579,888
03 SCAQMD 257,407 71,000 256,202 72,205 79,000 0 151,205
04 Asset Forfeiture 21,635 41,935 0 63,570 26,000 0 89,570
05 Public Safety Augmentation 0 230,850 230,700 150 230,000 230,000 150
08 Measure M-Competitive 0 1,876,620 1,876,620 0 12,322,200 12,322,200 0
09 Measure M Turnback 2,869,749 1,023,468 1,221,117 2,672,100 1,044,828 4,164,883 (447,956)
10 Gas Tax 3,274,297 1,342,500 1,356,464 3,260,333 1,299,926 4,326,817 233,442
11 Park Development 5,036,249 1,676,993 3,066,403 3,646,839 1,156,505 1,178,505 3,624,839
16 Supplemental Law Enforcement 67,580 183,554 46,781 204,353 131,500 0 335,853
17 Marine Base Closure 330,760 00330,760 00330,760
18 Tustin Legacy Enterprise 188,522,221 221,115 2,289,662 186,453,674 252,000 1,208,452 185,497,222
2x CDBG 0 1,127,987 1,127,987 0 977,000 977,000 (0)
30 95-1 Construction 4,239,388 28,316 40,000 4,227,704 42,000 359,970 3,909,734
41 Tustin LLD 266,561 451,000 478,000 239,561 475,000 518,300 196,261
42 Tustin SLD 2,194,094 512,000 242,000 2,464,094 520,000 1,412,000 1,572,094
51 South Central Debt Svs 9,482,497 1,999,582 217,526 11,264,553 2,082,000 150,000 13,196,553
52 South Central RDA 907,840 42,201 847,842 102,199 40,000 1,342,620 (1,200,421)
53 South Central Set Aside 5,414,028 674,491 134,390 5,954,129 695,000 98,212 6,550,917
54 Marine Base Debt Service (284,799)0 21,000 (305,799)00(305,799)
55 Marine Base RDA (828,555)0 65,186 (893,741)0 51,342 (945,084)
56 Marine Base Set Aside 0 00 0 00 0
57 Town Center Debt Service 5,559,396 2,468,903 1,987,008 6,041,291 2,539,000 1,933,500 6,646,791
58 Town Center RDA 1,568,824 1,000 270,869 1,298,955 1,000 360,396 939,559
59 Town Center Set Aside 4,119,142 686,905 1,723,306 3,082,741 730,000 665,030 3,147,710
70 Water Utility 1,559,497 8,776,666 9,009,432 1,326,731 8,775,000 10,014,107 87,624
73 Water CIP 7,139,596 100,000 873,000 6,366,596 0 6,227,373 139,223
81 Workers Compensation 794,414 736,479 472,457 1,058,436 743,060 655,263 1,146,232
82 Liability 1,045,662 1,182,000 925,500 1,302,162 160,000 875,100 587,062
83 Unemployment 294,607 05,000289,607 0 5,000 284,607
84 Replacement Fund 2,666,635 763,024 1,030,000 2,399,659 702,316 716,766 2,385,209
TOTAL ALL FUNDS $267,174,305 $64,842,974 $70,947,811 $261,069,468 $83,567,722 $99,957,977 $244,679,212
Year End Projected Fund Balance
FUND BALANCE PROJECTIONS
EXPENDITURE SUMMARY BY FUND
FY 2004-2005
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 21
GENERAL FUND EXPENSES
FY 2004-05 Total Expenses
$99,957,977
Measure M
$16,487,883
CIP
$12,077,237
General Fund
$38,087,905
Gas Tax
$4,326,817
CDBG
$977,000
All Other Sources
$2,489,440
Internal Service
$1,530,363Water Enterprise
Fund
$16,241,480
RDA
$4,601,100
Tustin Legacy
$1,208,452
Special
Districts
$1,930,300
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 22
GENERAL FUND RESOURCES
FY 2004-05 General Fund Resources
Property Tax
27.5%
Sales Tax
36.0%
Fines/Forfeitures
2.0%
Motor Vehicle In
Lieu
11.5%
Recreation Fees
2.1%
All Others
2.1%
Franchise Fees
3.1%
Licenses & Permits
6.5%
Community
Development Fees
3.6%
Transfers from
Other Funds
5.6%
$38,384,768
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 23
CAPITAL IMPROVEMENT PROJECTS
FY 2004-05 Capital Improvement Projects
Public Facilities,
$3,789,354
Park Facilities,
$277,000
Reassessment
District 95-1,
$359,970
Tustin Legacy,
$1,670,161
Transportation
Facilities,
$28,760,173
Traffic Control
Facilities, $1,121,007
Water Facilities,
$5,783,985
$41,761,650
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 24
TOTAL BUDGET RESOURCES
$99,957,977
FY 2004-05 Total Resources
Measure M
$13,367,028
RDA
$6,087,000
Accumulated Reserves
$16,390,255
Water
Enterprise
Fund
$8,775,000
Internal
Service
$903,060
All other
sources
$2,619,321
Special Districts
$995,000
CDBG
$977,000
Gas Tax
$1,299,926
CIP
$10,159,619
General Fund
$38,384,768
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 25
TOTAL BUDGET EXPENSES
.
FY 2004-05 Total Expenses
$99,957,977
Measure M
$16,487,883
CIP
$12,077,237
General Fund
$38,087,905
Gas Tax
$4,326,817
CDBG
$977,000
All Other Sources
$2,489,440
Internal Service
$1,530,363Water Enterprise
Fund
$16,241,480
RDA
$4,601,100
Tustin Legacy
$1,208,452
Special
Districts
$1,930,300
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 26
Operating
$58,196,327
CIP
$41,761,650
Fiscal Year 2004-05
$99,957,977
TOTAL EXPENSES-ALL FUNDS
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 27
SALES TAX REVENUE
$17,122,000
$18,771,000
$15,700,000
$18,130,000 $18,000,000
$13,800,000
Sales tax
$4,600,000
Props 57&58
diversion
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
99-00 00-01 01-02 02-03 03-04 04-05
Sales Tax
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 28
GANN LIMIT
FY 2004-05 APPROPRIATIONS LIMIT
Article XVI B of the California Constitution (enacted with the passage of Proposition 4 in 1979 and modified
with the passage of Proposition 111 in 1990) restricts the appropriations growth rate for cities and other local
jurisdictions. The growth rate is tied to changes in the population and the change in California Per Capita
Personal Income. On May 1, 2000, the State Department of Finance notified each city of the population
changes and per capita personal income factor to be used in determining appropriation limits. Effective
January 1, 2000, the change in the California Per Capita Personal Income is 4.91% and the change in
Orange County’s population is 2.10%. Attached is the City’s calculation for the permitted appropriations
growth rate based on the above information from the State. In accordance with state law, the FY 1986-87
appropriation limit is to be used as the base year in calculating annual appropriation limits thereafter. The
City of Tustin’s FY 2004-05 Appropriation Limit is 3.4598 times the base year limit of $14,249,831, which
equals $49,301,686. Total appropriations for FY 2004-05, subject to the limitation equal $38,087,905, which
is $11,213,781 below the City’s FY 2004-05 Appropriations limit of $49,301,686.
Appropriations Limit for the Base Year Ending June 30, 1987 $14,249,831
(a) (b) (a)x(b)
Per Capita Current
P. Income Population Calculation Cumulative Amended
Fiscal Year Change Change Factor Factor Limit
1987-88 1.0347 1.0199 1.0553 1.0553 $15,037,847
1988-89 1.0466 1.0579 1.1072 1.1684 $16,649,876
1989-90 1.0519 1.0238 1.0769 1.2583 $17,930,838
1990-91 1.0421 1.0435 1.0874 1.3683 $19,498,555
1991-92 1.0414 1.0273 1.0698 1.4639 $20,860,143
1992-93 0.9936 1.0615 1.0547 1.5440 $22,001,327
1993-94 1.0272 1.0687 1.0978 1.6949 $24,152,367
1994-95 1.0071 1.0415 1.0489 1.7778 $25,333,288
1995-96 1.0472 1.0508 1.1004 1.9563 $27,876,693
1996-97 1.0467 1.0373 1.0857 2.1240 $30,266,894
1997-98 1.0467 1.0283 1.0763 2.2861 $32,576,913
1998-99 1.0415 1.0337 1.0766 2.4612 $35,072,257
1999-00 1.0453 1.0396 1.0867 2.6746 $38,112,807
2000-01 1.0491 1.0401 1.0912 2.9185 $41,587,510
2001-02 1.0782 1.0172 1.0967 3.2008 $45,610,895
2002-03 0.9873 1.0143 1.0014 3.2053 $45,675,589
2003-04 1.0231 1.0124 1.0358 3.3201 $47,310,156
2004-05 1.0328 1.0090 1.0421 3.4598 $49,301,686
04-05 Factors as reported by the State Department of Finance
Per Capita Personal Income over Prior Year: 3.28%
Population Change: 0.9%
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 29
TUSTIN’S ECONOMIC ANALYSIS AND FISCAL SUMMARY
SALES TAX
Sales Tax is the largest single source of revenue for the City of Tustin, and accounts for 48% of total General
Fund Revenue. For fiscal year 2004/05, staff projects sales tax revenues to be $18.4 million, 2.1% above
the $18 million projected for fiscal year 2003/04. Actual sales tax receipts for 1999/00 came in at
$17,085,524, which is an increase of more than $7.9 million since the Tustin Marketplace was developed in
1991. The City has seen an average increase of 4.5% in the last 10 years.
Staff roughly projects a conservative 3.5% increase for the next five years. This takes into consideration
continued economic development within Tustin (Old Town, Tustin Legacy), economic analysis reports, and
consumer confidence reports.
The sales tax is imposed on retailers for the privilege of selling at retail, or on users in California of property
purchased outside the State. All taxable retail sales within the City are currently charged a 7.75% tax. This
is collected by the State and distributed to the cities on a quarterly basis with advances being paid monthly.
Quarterly adjustments are made to reflect actual funds collected. The distribution of sales is as follows: the
City receives 1%, the transportation authority receives .75%, the State receives .5%, and the County
receives .5% for health and welfare programs and .5% for public safety Proposition 172.
PROPERTY TAX
Property taxes are assessed and collected by the counties up to 1% of assessed value, plus other increases
approved by the voters. The property taxes go into a pool, and are then allocated to the cities based on
complex formulas. Accordingly, the City of Tustin accrues only those taxes, which are received within 60
days after year-end.
Property Tax revenues continue to increase to a projected $5.9 million for fiscal year 2004/05. The
percentage of Property Tax going to the General Fund hovers around 1.6%, compared to most cities within
Orange County.
The economy still shows strength, unemployment is down and interest rates remain in the 6.0% range; all
are factors conducive to increasing home sales. North Tustin is nearing build-out (as evident in the decrease
of building permits), but the expected development of Tustin Legacy should offset North Tustin and continue
the growth of Tustin. Staff projects an average of 3.5% property tax growth within the next Ten years, with
strong growth in the later five years.
There is also the Property Transfer Tax, which is imposed on the transfer of real property. The County is
authorized to levy the tax at a rate of $.55 per $500 of the sale value, exclusive of any lien or encumbrance
remaining at the time of sale. The City receives $0.275 per $500 value, exclusive of any lien or remaining
encumbrance. Nearly every city in California has enacted this tax.
The City projects a small increase in revenue as a result of an improving economy. Revenue dropped in
1994 as a result of the recession and has recovered as property values have increased.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 30
BUSINESS LICENSE TAX
The Business License Tax is imposed on businesses for the privilege of conducting business within the City.
The business license tax serves a variety of purposes. In addition to the basic cost of doing business in
Tustin, the tax lets us know who and what kind of business are in or want to enter Tustin. Further, the tax
helps confirm sales tax payment levels.
An amount equal to the business license tax, approximately $260,000 annually, has been dedicated to the
Capital Improvement Reserve and, as such, is the City’s first major tax source to be dedicated to
infrastructure maintenance and repair.
Note: Regulatory fees can only be levied to cover the costs of regulation.
FRANCHISE
Franchise Tax is a fee on privately owned utility companies and other businesses using the City’s right-of-
way. Types of businesses which are frequently required by City ordinance to pay “franchise” fees include:
public utilities (gas, water, electricity), companies which conduct business on City streets (taxicabs and
private ambulances), and cable television companies. Franchise fees are a General Fund revenue and
available for any purpose of the General Fund.
TRANSIENT OCCUPANCY TAX
Transient Occupancy is a tax imposed for the privilege of occupying a room(s) in a hotel, inn, motel, tourist
homes, or other lodging facility, unless such occupancy is for a period of 30 days or more. Rates are set at
local discretion and range from 1% to 10%, with an average of 7.3%. The City’s rate is 80/.D.
The increase in transient occupancy revenue is mainly a result of the increasing local economy.
Note: Over 325 California cities have a Transient Occupancy Tax. Some cities provide exemptions to this
tax for federal government employees traveling on official business.
LICENSE & PERMITS
The California Constitution, through the police power as well as various statutes, allows cities the authority to
engage in certain regulatory activities in the interest of the overall community. Cities may charge license and
permit fees as a means of recovering the cost of regulation. Animal, bicycle, and a variety of construction
permits are examples. Most revenue for licenses and permits is unrestricted and can be used for any
General Fund purpose.
Note: The revenue swings are reflective of the local economic swings.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 31
FINES
Cities share with the County all fines collected upon conviction of a misdemeanor, or an infraction in any
municipal or justice court, and bail moneys forfeited from such action. Distribution depends upon what
violation, fines, or forfeiture are derived, and the employing agency of the arresting officer. While parking
citation fines are set by the Council, a portion of these fines also go to the County.
There are two primary sources of fines: parking citations and moving traffic violations. In 1999 the State
ended the “shift” of most proceeds of city fines arid, as such, revenue will nearly double from 1998 levels.
INTEREST
Interest income is earned on the investment of temporary idle cash. All cash in the City, except
Redevelopment, is pooled for investment purposes. The interest earned is prorated to individual funds on
the basis of cash ownership.
Interest earnings should start to increase for two reasons, an increase in both interest rates and cash
available for investment purposes.
Cash balances have increased from $7 million at the end of 1994/95 to over $70 million at the end of
2003/2004. The City should continue to see higher interest earnings.
SERVICE CHARGES
A Service Charge is a fee imposed upon the user for a service provided by the City. Because certain
services are primarily for the benefit of an individual rather than the general public, the individual benefiting
from the service should pay the cost. The charge is limited to the cost required to provide the service. The
City evaluates costs annually and recommends appropriate levels to the City Council.
Cities have turned to user fees as the principal means of recovering costs for clearly identified services. The
City’s increase is mainly the result of improving revenue collection capabilities.
INTERFUND CHARGES
Interfund Charges are the charges made by General Fund staff working in support of Non-general Fund
activities. The charges are based on total employee costs assessed against an estimate of hours to be
spent on individual fund operations. The charges are assessed quarterly and reconciled at year-end to the
actual costs.
Prior to 1990, the General Fund did not recover costs for providing staff support to other funds. The cost
centering program has generated over $20 million in recovered General Fund costs since starting the
program in 1990. General Fund staffing charges are now $2.2 million and should remain reasonably stable if
the city’s costs remain stable.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 32
BUDGET POLICY
An operating budget, including proposed revenue expenditure levels for all City funds, is presented and
adopted annually by the City Council. Operating expenditures shall not exceed operating revenues and
available resources in the proposed or adopted budget.
The adopted budget serves as the annual financial plan for the City. This financial plan sets the annual
allocation of available resources based on the goals, objectives, and the level of services as determined by
the Council. The adopted budget is prepared on a basis consistent with generally accepted accounting
principles (GAAP).
FINANCIAL STRUCTURE
The financial structure for the City consists of funds, departments, programs, objects, and project numbers.
There are ten fund and account groups which include the General Fund, Special Revenue Funds, Debt
Service Funds, Capital Projects Funds, Enterprise Funds, Internal Service Funds, Trust and Agency
Accounts, Fixed Asset Accounts, General Long Term Debt and Treasurers Accounts. Within each fund
group are funds and programs which are described in more detail in the budget detail. The following is a
description of the City’s major funds and the activities included within the funds. The Trust and Agency,
Fixed Asset, and Treasurers Accounts are not subject to budgetary appropriation.
GENERAL FUND REVENUE
The General Fund is the major operating fund of the City. Major revenue sources include: property taxes,
sales taxes, utility users tax, intergovernmental revenue, business licenses, service charges, and interfund
charges. Police services are the largest expenditure of this fund. The other activities included in this fund
are City Council, City Attorney, City Manager, City Clerk, Administrative Services, Finance, Public Works and
Community Services.
SPECIAL REVENUE FUNDS
Special revenue funds are used to account for specific revenues that are legally restricted to expenditure for
particular purposes.
The Park Dedication Fund accounts for payments assessed against new residential developments to support
community parks. Amounts are required to be used for acquisition and improvement of City parks.
The Special Gas Tax and Street Improvements Funds account for revenues and expenditures apportioned
under the Streets and Highways Code of the State of California, Measure M sales taxes, and various grants
programs available for street-related expenditures. Expenditures may be made for any street-related
purpose in the City’s system of streets, including maintenance thereof.
The Traffic Impact Fee Fund accounts for fees paid by developers for future traffic mitigation projects.
The Municipal Lighting Fund accounts for the City’s share of property taxes collected under the Municipal
Lighting District Act of 1919. Property taxes are collected by the County and paid to the City for operating
and maintaining the municipal lighting district.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 33
The Community Promotion Fund accounts for assets generated by the sale of the City’s cable franchise.
Interest earnings and the proceeds of the sale are used to fund various cable television broadcast costs and
community promotion activities.
The Housing and Community Development Fund accounts for Federal Grants received from the Department
of Housing and Urban Development (“HUD”). The grants are to be used for the development of a viable
community by providing decent housing, a suitable living environment, and expanding economic
opportunities, principally for persons of low and moderate income.
The Special Police Services Fund accounts for the regional and local narcotics suppression program,
Federal Grants related to crime prevention, the Westminster Mall police patrol, County Stolen Vehicle Task
Force and Orange County Meth Lab.
The Community Services Fund is a self-sustaining fund that accounts for special recreation classes provided
to the public.
Youth Employment accounts for the Joint Powers Training Administration (JPTA) money received from the
County to employee low-income youth.
The General Environment/Emergency Fund accounts for State AB2766 funding for the City’s Clean
Air/Rideshare program. These funds can only be used to fight air pollution.
The Community Development Fund is a self-sustaining fund that accounts for building, planning, business
license related services, and the State funded used oil recycling grant.
DEBT SERVICE FUNDS
The debt service fund is used to account for the accumulation of resources and payment of principal and
interest from governmental resources when the government is obligated in some manner for the payment.
The City charges debt costs to the responsible operating account.
CAPITAL PROJECTS FUNDS
Capital project funds are used to account for the acquisition and construction of major capital facilities other
than those financed by proprietary funds and trust funds.
The Capital Improvements Fund accounts for City Projects funded by various sources.
The Redevelopment Projects Fund accounts for the proceeds of notes and advances, and the expenditures
of such funds for improvement, reconstruction and redevelopment projects within the specified boundaries of
the
Tustin Redevelopment Agency, as well as the administrative expenditures occurred in sustaining Agency
activities.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 34
ENTERPRISE FUNDS
Enterprise funds are used to account for operations that are financed and operated in a manner similar to
private business enterprises where the intent of the government is that the costs of providing goods or
services to the general public on a continuing basis be financed or recovered primarily through user charges,
or where the government’s council has decided that periodic determination of net income is appropriate for
accountability purposes.
The Water Utility Fund accounts for the construction and maintenance of the water system, production and
supply of water, and maintenance of water meters, as well as customer service, meter reading, billing and
collection of receivables.
INTERNAL SERVICE FUNDS
Internal service funds account for the financing of goods or services provided by one department or agency
to other departments or agencies of the government and to other government units on a cost reimbursement
basis.
The Liability Administration Fund accounts for the administration of the City’s liability insurance and payment
of any related claims.
The Employee Benefit Funds finance the City’s retirement, group medical, vision, dental, unemployment and
employee life insurance.
The Worker’s Compensation Fund accounts for the City’s worker’s compensation insurance, claims, and
related legal costs.
The Motor Pool/Equipment Fund accounts for maintenance and replacement of City owned vehicles and
equipment.
TRUST AND AGENCY FUNDS
Trust funds are used to account for assets held by the government in a trustee capacity. Agency funds are
used to account for assets held by the government as an agent for individuals, private organizations, other
governments and other funds.
REVENUE PROJECTIONS
Revenue sources are the resource to be allocated in the budget process. As such, analysis of existing
revenue resources are critically important to both the quality of life as well as safety of the community. The
following are basic guidelines to revenue management.
The development and maintenance of diversified and reliable revenue streams will be the primary revenue
policy of the City. The City should focus its efforts to optimize existing revenue sources and developing
potential new revenue sources.
A revenue forecast for the upcoming budget year and the four subsequent years will be presented annually.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 35
Revenue projections for budget and future estimates should be estimated conservatively using information
provided by State and other governmental agencies, trending of historical information, and other relevant
information.
Sources of revenues will be evaluated regularly to determine their applicability and relevance to City
operations. To the extent possible, revenues shall be associated to operating programs, and where not so
associated, designated to public safety.
Fees and charges for services will be evaluated and, if necessary, adjusted regularly. The City’s objective in
setting fees and charges for services is to achieve an appropriate level of cost recovery for services that are
not provided to, or do not benefit, the community as a whole.
Interfund Charges—Interfund charges will be assessed for work done in one operating fund for another
operating fund. Charges should be fully burdened, including salaries, benefits, and a percentage of fixed
asset charges, and recovered to the originating fund as an interfund revenue source.
General Administrative and Overhead Charges should be assessed against all funds receiving general
administrative, safety, and maintenance services from the City. Administrative and overhead charges should
be assessed against all supported funds at a rate of 10% of budgeted expenditures. Charges should be
assessed monthly based on actually expenditure history and transferred to the general fund as interfund
revenue.
EXPENDITURE APPROPRIATIONS
Expenditures are the result of revenue, or resource allocation, and should result in providing important public
services. As such, expenditures should always be undertaken in a manner consistent with cost effective
public management resulting in a responsible public practice. The following are basic expenditure
guidelines.
Expenditures should be forecasted for the upcoming budget year and the four subsequent years.
Expenditures will be estimated conservatively using information provided by State and other governmental
agencies, trending of historical information, and other relevant information.
A good internal accounting and financial control structure shall be maintained assuring that only properly
authorized expenditures are made during the budget year.
The level of expenditure control will be at the fund level. No fund may exceed appropriations without specific
City Council authorization. All appropriations, except capital project or grant funded programs, lapse at the
end of the fiscal year to the extent hat they have not been expended or encumbered.
Obligations of the City are recognized when incurred. Encumbrances are used for outstanding
commitments. Encumbrances outstanding at year-end will be carried over to the next fiscal year and are
automatically reappropriated for inclusion in the next fiscal years budget.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 36
Budget Levels—In order to assure that departments do not receive an over allocation of resources, annual
budget should be set in accordance with well developed performance measures. Department performance
measures should detail operating costs, including:
• Basic services of each department;
• Cost per unit of services provided;
• Actual units of each service provided; and
• Specialized services or materials required to perform services.
These operating performance measures are part of the budget process. Budget increases must be tied to
improved service levels.
Exceeding Adopted Budgets—Departments should not exceed their annual appropriation. Departments that
do exceed adopted budgets shall prepare a report indicating (1) Reason for exceeding budget, (2)
Alternatives considered before overspending budget, and (3) Plan for reducing expenditures to authorized
allocation levels, if an increase or reallocation of resources is not approved.
Consultant Use—Prudent use of professional consulting services can provide a valuable cost effective
supplement to responsible financial and operational management. Determining the cost effectiveness and
necessity of consulting services is the responsibility of the proposing department. In proposing use of
consulting services, a proposal should include appropriate justification, including:
The service provided is legally required to be provided by an independent party.
The project is one-time in nature and would not proceed without supplementing existing staff.
The project requires a specific type of expertise unavailable on City staff.
Consulting services should not be considered a substitute for appropriate staffing levels or a means of
circumventing authorized staffing levels.
Contracting Services—To the extent practical, City services should be competitively priced and cost
effective.
Competitiveness of the City services should be clearly demonstrated. Such demonstration may include
comparison to similar services privately run, basic cost per unit, or comparison to other available and
reasonable measures.
When considering private contract services, the following should be considered:
(1) level of service, (2) quality of service, (3) service guarantees, (4) retention, transfer of existing employees.
Whenever contracting services are being considered, City employees may submit proposals to conduct
service.
Any contract service displacing City employees should clearly state that displaced City employees must be
offered an opportunity to join the private company.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 37
PERS
The City of Tustin contributes to the California Public Employees Retirement System (PERS), an agent
multiple-employer public employee defined benefit pension plan. PERS provides retirement and disability
benefits, annual cost-of-living adjustments, and death benefits to plan members and beneficiaries. PERS
acts as a common investment and administrative agent for participating public entities within the State of
California.
Participants are required to contribute 7% (9% for safety employees) of their annual covered salary. The
City makes the contribution required of City employees on their behalf and for their account. The City is
required to contribute the remaining amount necessary to fund the benefits for its members, using the
actuarial losses recommended by the PERS actuaries and actuarial consultants and adopted by the Board of
Administration.
DEFERRED COMPENSATION
The City offers its employees deferred compensation plans created in accordance with Internal Revenue
Code Section 457. The City has two plans; one is available to all City employees and the other for certain
named employees that permitted them to defer a portion of their salary until future years. The deferred
compensation is not available to employees until termination, retirement, death, or unforeseeable
emergency.
In fiscal year 1998-99, the plans were amended so that the assets of the plans are now held in trust for the
exclusive benefit of the participants and their beneficiaries and no longer subject to the claims of the City’s
general creditors. The plan assets that are administered by an outside party in accordance with
Governmental Accounting Standards Board Statement No. 32, Accounting and Financial Reporting for
Internal Revenue Code Section 457 Deferred Compensation Plans, have been removed from the financial
statements of the City. The assets for the plan for which the City performs the investment function and
administration are recorded in the Expendable Trust Fund in the amount of $236,512.
SELF-INSURANCE PROGRAM/RISK POOL
The City maintains self-insurance programs for workers’ compensation, general public liability, and auto
liability. Claims are processed by an outside insurance service that administers the programs.
The general and auto liability and workers’ compensation program provides for self-insurance up to a
maximum of $20,000 and $275,000, per incident, respectively. General liability claims that exceed the limit
are insured through Orange County Cities Risk Management Authority (OCCRMA) up to a maximum per
incident of $10,000,000 and $20,000,000 annual aggregate. Workers’ compensation claims that exceed the
limit are insured by OCCRMA up to the California statutory limits for workers’ compensation.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 38
FY 03-04 FY 04-05 MONTHLY SALARY FLSA
CURRENT NET PROPOSED RANGE REPRESENTATION EXEMPT
BUDGET CHANGE BUDGET As of June 30, 2004 UNIT NON/EXEMPT
Accounting Specialist (inc. 1 part-time) 3.5 0.0 3.5 $2,720 - $3,321 TMEA N
Accounting Supervisor 1.0 0.0 1.0 $4,747 - $5,796 MGMT E
Administrative Services Manager 1.0 0.0 1.0 $5,245 - $6,405 MGMT E
Administrative Secretary 7.0 1.0 8.0 $3,239 - $3,955 TMEA N
Assistant City Manager 1.0 0.0 1.0 $9,130 - $11,149 EMGMT E
Assistant Director, Finance 1.0 0.0 1.0 $5,193 - $6,341 MGMT E
Assistant Engineer 2.0 0.0 2.0 $4,629 - $5,653 TMEA N
Associate Engineer 3.0 (1.0) 2.0 $5,258 - $6,421 TMEA N
Associate Planner 4.0 0.0 4.0 $4,349 - $5,311 TMEA N
Building Inspector 3.0 0.0 3.0 $3,936 - $4,806 TMEA N
Building Official 1.0 0.0 1.0 $6,551 - $7,999 MGMT E
Building Technician 2.0 0.0 2.0 $2,931 - $3,579 TMEA N
Business License Technician 1.0 0.0 1.0 $3,074 - $3,753 TMEA N
Chief Deputy City Clerk 1.0 0.0 1.0 $5,473 - $6,683 MGMT E
City Manager 1.0 0.0 1.0 $14,366 N/A E
Clerk Typist 0.5 (0.5) 0.0 $2,523 - $3,081 TMEA N
Code Enforcement Officer 3.0 0.0 3.0 $3,781 - $4,618 TMEA N
Communications Officer I 5.0 (3.0) 2.0 $3,465 - $4,231 TPSSA N
Communications Officer II 7.0 (2.0) 5.0 $3,642 - $4,448 TPSSA N
Communications Officer III (effective 7/1/04) 0.0 5.0 5.0 $3,797 - $4,629 TPSSA N
Community Services Assistant 2.0 0.0 2.0 $3,074 - $3,753 TMEA N
Contract Coordinator (effective 1/1/05) 0.0 1.0 1.0 $4,086 - $4,989 SUP N
Custodian (inc. 2 part-time) 5.0 0.0 5.0 $2,781 - $3,396 TMEA N
Director Public Works/City Engineer 1.0 0.0 1.0 $8,600 - $10,501 EMGMT E
Director, Community Development 1.0 0.0 1.0 $8,018 - $9,791 EMGMT E
Director, Finance 1.0 0.0 1.0 $7,999 - $9,768 EMGMT E
Director, Human Resources 1.0 0.0 1.0 $7,275 - $8,883 EMGMT E
Director, Parks & Recreation 1.0 0.0 1.0 $7,496 - $9,154 EMGMT E
Engineering Aide 1.0 0.0 1.0 $3,606 - $4,404 TMEA N
Engineering Services Manager 1.0 0.0 1.0 $6,716 - $8,201 MGMT E
Equipment Mechanic 3.0 0.0 3.0 $3,380 - $4,127 TMEA N
Equipment Operator 3.0 0.0 3.0 $3,304 - $4,035 TMEA N
Executive Coordinator 1.0 0.0 1.0 $3,936 - $4,806 CONF N
Executive Secretary 2.0 (1.0) 1.0 $3,517 - $4,295 CONF N
Field Services Manager 1.0 0.0 1.0 $5,796 - $7,078 MGMT E
Human Resources Analyst 2.0 0.0 2.0 $4,371 - $5,337 CONF N
Human Resources Assistant 1.0 0.0 1.0 $3,405 - $4,158 CONF N
Information Technology Manager 1.0 (1.0) 0.0 $7,860 - $9,598 MGMT E
Information Technology Specialist (inc. 1 part time) 2.5 0.0 2.5 $3,926 - $4,794 TMEA N
Maintenance Leadworker 5.0 0.0 5.0 $3,535 - $4,317 TMEA N
Maintenance Supervisor 3.0 0.0 3.0 $4,086 - $4989 MGMT E
Maintenance Worker 2.0 0.0 2.0 $2,830 - $3,456 TMEA N
Management Analyst 1.0 0.0 1.0 $3,848 - $4,699 TMEA N
Mechanic's Helper 1.0 (1.0) 0.0 $2,823 - $3,448 TMEA N
Office Support Specialist 7.0 0.0 7.0 $3,074 - $3,753 TMEA N
Payroll Specialist 1.0 0.0 1.0 $2,888 - $3,526 TMEA N
Plan Checker/ Senior Building Inspector 1.0 0.0 1.0 $4,629 - $5,653 TMEA N
Plan Checker 1.0 0.0 1.0 $4,629 - $5,653 TMEA N
Police Captain 2.0 0.0 2.0 $7,860 - $9,598 MGMT E
Police Chief 1.0 0.0 1.0 $9,130 - $11,149 EMGMT E
Police Communications Supervisor 1.0 0.0 1.0 $4,448 - $5,431 SUP N
Police Lieutenant 5.0 0.0 5.0 $7,077 - $8,642 TPMA E
Police Officer 72.0 0.0 72.0 $4,470 - $5,459 TPOA N
Police Records Supervisior 1.0 0.0 1.0 $3,848 - $4,699 SUP N
Police Recruit 0.0 0.0 0.0 $3,416 TPOA N
Police Sergeant 14.0 0.0 14.0 $6,047 - $7,384 TPMA N
Police Services Officer I 8.0 0.0 8.0 $3,143 - $3,839 TPSSA N
Police Services Officer II 2.0 0.0 2.0 $3,380 - $4,127 TPSSA N
Police Services Officer III 3.0 0.0 3.0 $3,642 - $4,448 TPSSA N
Police Support Services Administrator 1.0 0.0 1.0 $5,796 - $7,078 MGMT N
Police Support Services Manager 1.0 0.0 1.0 $4,915 - $6,002 MGMT N
Police Support Specialist 9.0 1.0 10.0 $2,761 - $3,371 TPSSA N
(continued on next page)
CLASSIFICATION AND COMPENSATION PLAN
PERSONNEL BUDGETING
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 39
FY 03-04 FY 04-05 MONTHLY SALARY FLSA
CURRENT NET PROPOSED RANGE REPRESENTATION EXEMPT
BUDGET CHANGE BUDGET As of June 30, 2004 UNIT NON/EXEMPT
Police Support Specialist (Y) 3.0 (1.0) 2.0 $3,405 TPSSA N
Principal Engineer 1.0 1.0 2.0 $5,988 - $7,311 MGMT E
Principal Planner 1.0 0.0 1.0 $5,854 - $7,149 MGMT E
Property & Evidence Leadworker 1.0 0.0 1.0 $3,544 - $4,327 TPSSA N
Property & Evidence Supervisor 1.0 0.0 1.0 $3,781 - $4,618 SUP N
Property & Evidence Technician 2.0 0.0 2.0 $3,143 - $3,839 TPSSA N
Public Works Inspector 2.0 0.0 2.0 $3,955 - $4,830 TMEA N
Receptionist 0.5 0.0 0.5 $1,512 - $1,847 TMEA N
Recreation Coordinator 4.0 0.0 4.0 $3,606 - $4,404 SUP N
Recreation Program Assistant (2 part time) 2.5 (1.5) 1.0 $1,971 - $2,406 TMEA N
Recreation Superintendent 1.0 0.0 1.0 $5,285 - $6,453 MGMT E
Recreation Supervisor 2.0 0.0 2.0 $4,046 - $4,940 MGMT E
Redevelopment Program Manager 3.0 0.0 3.0 $6,201 - $7,571 MGMT E
Reproduction Operator 1.0 0.0 1.0 $2,888 - $3,526 TMEA N
Senior Accounting Specialist (inc. 2 part time) 2.0 0.0 2.0 $3,313 - $4,045 TMEA N
Senior Center Van Driver 0.5 0.0 0.5 $2,359 - $2,880 TMEA N
Senior Human Resources Analyst 1.0 0.0 1.0 $4,782 - $5,839 MGMT E
Senior Information Technology Specialist 1.0 0.0 1.0 $4,504 - $5,500 MGMT E
Senior Maintenance Worker 14.0 0.0 14.0 $3,112 - $3,800 TMEA N
Senior Management Analyst Finance 1.0 0.0 1.0 $4,572 - $5,583 CONF N
Senior Planner 2.0 0.0 2.0 $5,542 - $6,767 MGMT E
Senior Project Manager 1.0 0.0 1.0 $6,093 - $7,440 MGMT E
Senior Public Works Inspector 1.0 0.0 1.0 $4,382 - $5,351 MGMT E
Senior Redevelopment Project Manager 1.0 (1.0) 0.0 $6,093 - $7,440 MGMT E
Sports Program Specialist 1.0 0.0 1.0 $2,720 - $3,321 TMEA N
Water Equipment Operator 2.0 0.0 2.0 $3,371 - $4,117 TMEA N
Water Maintenance Worker I 4.0 0.0 4.0 $2,830 - $3,456 TMEA N
Water Maintenance Worker II 3.0 0.0 3.0 $3,272 - $3,995 TMEA N
Water Maintenance Leadworker 1.0 0.0 1.0 $3,642 - $4,448 TMEA N
Water Maintenance Supervisor 1.0 0.0 1.0 $4,295 - $5,245 MGMT E
Water Services Manager 1.0 0.0 1.0 $7,007 - $8,557 MGMT E
Water Treatment Operator I 0.0 0.0 0.0 $3,535 - $4,317 TMEA N
Water Treatment Operator II 3.0 0.0 3.0 $3,716 - $4,538 TMEA N
Water Treatment Supervisor 1.0 0.0 1.0 $5,129 - $6,263 MGMT E
Total Full-Time Regular Allocated Positions 287.0 (4.0) 283.0
At-will Unallocated Classifications*
Administrative Intern $10.87/hr.
Community Services Leader/Recreation Leader $8.10 - $10.84/hr.
Community Services/Recreation Leader B $9.11 - $11.98/hr.
Maintenance Aide $8.77 - $10.71/hr.
On Call Communications Officer $20.60 - $25.16/hr.
Planning Technician $15.81 - $19.30/hr.
Police Aide $13.38 - $16.33/hr.
Police Reserve Officer Level I $20.45/hr.
Police Reserve Officer Level II $15.35/hr.
Police Reserve Officer Level III $13.28/hr.
Recreation Aide $6.76 - $8.21/hr.
Recreation Program Assistant $11.37 - $13.89/hr.
KEY
CONF - CONFIDENTIAL
E - EXEMPT
EMGMT - EXECUTIVE MANAGEMENT
MGMT - MANAGEMENT
SUP - SUPERVISORY
TMEA - TUSTIN MUNICIPAL EMPLOYEES ASSOCIATION
TPMA - TUSTIN POLICE MANAGEMENT ASSOCIATION
TPOA - TUSTIN POLICE OFFICER'S ASSOCIATION
TPSSA - TUSTIN POLICE SUPPORT SERVICES ASSOCIATION
* Part-time temporary and intermitent employees - requires PERS membership if employment exceeds 1,000 hours in a fiscal year
Note: This Plan incorporates adjustments/changes made throughout fy 03/04 and includes existing/ anticipated staffing for fy 04/05
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LEGISLATION
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 42
LEGISLATION POSITION CONTROL REPORT
03-04 03-04 03-04 04-05
CURR YTD VACAN-ADOPTED
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET
City Clerk
Chief Deputy City Clerk 01-102 1.0 1.0 - 1.0
Administrative Secretary 01-102 1.0 1.0 - 1.0
Office Support Specialist 01-102 2.0 2.0 - 2.0
Reproduction Operator 01-102 1.0 1.0 - 1.0
5.0 5.0 - 5.0
LEGISLATION TOTAL 5.0 5.0 - 5.0
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 43
Expenditure Summary 01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
Legislation
City Council
Personnel 94,982 108,873 120,668 114,283 141,762
Operations 29,039 33,730 36,630 36,630 30,500
Capital 0 0 0 0 0
01-101 124,021 142,603 157,298 150,913 172,262
City Clerk
Personnel 287,979 266,173 292,012 259,574 327,397
Operations 45,537 114,346 46,650 60,144 76,900
Capital 45,664 21,180 0 4,304 0
01-102 379,180 401,700 338,662 324,022 404,297
City Attorney
Personnel 0 0 0 0 0
Operations 298,909 374,156 305,500 360,500 305,500
Capital 0 0 0 0 0
01-103 298,909 374,156 305,500 360,500 305,500
Legislation
Personnel 382,961 375,046 412,680 373,857 469,159
Operations 373,486 522,232 388,780 457,274 412,900
Capital 45,664 21,180 0 4,304 0
Legislation Total 802,111 918,459 801,460 835,435 882,059
LEGISLATION EXPENDITURE SUMMARY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 44
CITY COUNCIL
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 Parks and
Recreation Commission and the Audit Committee. The City Council also serves as the Board of Directors of
the Tustin Community Redevelopment Agency. The Board of Directors is responsible for overseeing
implementation of the Town Center and South Central Project Area Plans.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 45
CITY CLERK
DESCRIPTION:
The City Clerk's Office facilitates the legislative policy-making process; accurately records and validates the
proceedings of the City Council, and provides for timely and thorough access to public records.
We administer the activities pertaining to Council legislation, process Council-approved agenda items,
manage public records, and disseminate information concerning Council actions both to City staff and the
public.
Administration functions include: publication of legal notices; assembly and printing of City Council Agendas;
recording of Minutes; maintenance of the repository for contracts/agreements, deeds, resolutions,
ordinances, and other City documents; maintenance of the Tustin City Code (TCC), City Flags, Vehicle
Registration documents, and Master Keys; process claims, subpoenas, summons, and public records
requests; prepare proclamations and certificates of recognition; Citywide records retention program,
switchboard operator, mail delivery and duplication services; maintain subscription and distribution of City
Council and Planning Commission Agendas and Minutes; and management of the electronic document
imaging system (Laserfiche).
The City Code assigns the City Clerk the responsibility of administering City elections for both candidates
and measures. The Clerk's staff prepares Candidate Guidelines, responds to election questions, advises
candidates on their election responsibilities and disclosure requirements, publishes election notices,
communicates election results, and generally oversees the conduct of elections. Voting services are
provided by the Orange County Registrar of Voters under a contract with the City. Additionally, the City
Clerk is the local filing officer for the Fair Political Practices Commission (FPPC) and the steward for FPPC
records.
TASKS:
1. Conduct the City’s elections in accordance with State Elections Code requirements, and, carry out
responsibilities mandated by the Fair Political Practices Act.
2. In conjunction with the City Attorney, review the City’s Conflict of Interest Code disclosure categories
and employee designations and conduct appropriate training for completing annual Statements of
Economic Interest forms.
3. Oversee improvements to the City Council Chambers.
4. Negotiate contract to updated Tustin City Code (TCC).
5. Review the City’s Records Management program and determine if records retention schedules and
maintenance guidelines are appropriate; examine alternative storage solutions for departmental
records.
6. Initiate Web Development Team and head committee to regularly update and maintain City’s
website.
7. Explore possibility of automating switch-board operator.
8. Work with various Commissions/Committees in establishing and implementing meeting guidelines
and standardizing agenda and minutes preparation.
9. Train other City Departments on the retrieval of legislative information (e.g. agreements, resolutions,
ordinances, Council action history) via the Intranet/internet.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 46
10. Continue to improve internal systems and processes to assure high quality services to the City
Council, City Departments, and the public.
11. Continue to accurately record and validate the proceedings of the City Council, and to provide for
timely and thorough access to public records.
12. Preserve historical records maintained by the City Clerk’s Office including Minutes, Resolutions and
Ordinances.
13. Work with Community Development and Public Works in scanning vital departmental records.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 47
CITY ATTORNEY
DESCRIPTION:
The City Attorney’s office provides legal advice and services pertaining to City affairs to the City Council, City
Manager and other City officials.
TASKS:
1. Attend City Council, Redevelopment Agency and Planning Commission and Audit Committee
meetings for the purpose of providing legal advice.
2. Review and prepare ordinances, resolutions, franchises, agreements, contracts and other
documents.
3. Provide legal advice to City departments.
4. Represent the City in court proceedings.
5. Review and monitor general liability and worker’s compensation claims processed by the City’s
claims administrator.
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ADMINISTRATION
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 50
ADMINISTRATION ORGANIZATIONAL CHART
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 51
03-04 03-04 03-04 04-05
CURR YTD VACAN-ADOPTED
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET
City Manager's Office
City Manager 01-201 1.0 1.0 - 1.0
Assistant City Manager 01-201 1.0 1.0 - 1.0
Executive Coordinator 01-201 1.0 1.0 - 1.0
Administrative Secretary 01-201 - - - 1.0
Executive Secretary 01-201 1.0 - (1.0) -
4.0 3.0 (1.0) 4.0
Finance
Director, Finance 01-202 1.0 1.0 - 1.0
Asst. Director, Finance 01-202 1.0 1.0 - 1.0
Accounting Supervisor 01-202 1.0 - (1.0) 1.0
Senior Management Analyst - Finance 01-202 1.0 1.0 - 1.0
Administrative Secretary 01-202 1.0 1.0 - 1.0
Payroll Specialist 01-202 1.0 1.0 - 1.0
Accounting Specialist - Finance 01-202 1.5 1.5 - 1.5
Senior Accounting Specialist / Part Time 01-202 0.5 0.5 - 0.5
Senior Accounting Specialist / Part Time 01-202 0.5 0.5 - 0.5
8.5 7.5 (1.0) 8.5
Human Resources
Director, Human Resources 01-203 1.0 1.0 - 1.0
Senior Human Resources Analyst 01-203 1.0 1.0 - 1.0
Human Resources Analyst 01-203 2.0 2.0 - 2.0
Human Resources Assistant 01-203 1.0 1.0 - 1.0
Office Support Specialist HR 01-203 1.0 1.0 - 1.0
6.0 6.0 - 6.0
Information Technology
IT Manager 01-204 1.0 - (1.0) -
Senior IT Specialist 01-204 1.0 1.0 - 1.0
IT Specialist 01-204 2.0 2.0 - 2.0
IT Specialist / Part Time 01-204 0.5 0.5 - 0.5
4.5 3.5 (1.0) 3.5
ADMINISTRATION TOTAL 23.0 20.0 (3.0) 22.0
ADMINISTRATION POSITION CONTROL REPORT
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 52
Expenditure Summary 01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
Administration
City Manager
Personnel 429,164 430,789 494,648 304,430 539,079
Operations 30,412 24,030 39,822 36,102 30,159
Capital 6,826 252 1,500 1,500 8,400
01-201 466,403 455,071 535,970 342,032 577,638
Finance
Personnel 642,508 656,563 668,838 649,929 708,110
Operations 239,641 161,778 139,000 86,588 85,000
Capital 20,000 0 0 0 0
01-202 902,150 818,341 807,838 736,517 793,110
Human Resources
Personnel 395,576 348,162 387,873 383,960 419,445
Operations 132,588 126,158 156,700 139,000 145,900
Capital 5,231 0 0 0 0
01-203 533,396 474,320 544,573 522,960 565,345
Information Technology
Personnel 316,741 408,414 443,609 362,150 285,260
Operations 136,607 96,867 104,400 184,400 194,750
Capital 232,599 156,900 190,500 190,500 187,150
01-204 685,947 662,182 738,509 737,050 667,160
Administration Total
Personnel 1,783,990 1,843,928 1,994,968 1,700,469 1,951,894
Operations 539,249 408,833 439,922 446,090 455,809
Capital 264,656 157,152 192,000 192,000 195,550
Administration Total 2,587,895 2,409,913 2,626,890 2,338,559 2,603,253
ADMINISTRATION EXPENDITURE SUMMARY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 53
CITY MANAGER
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 adopted budget.
TASKS:
1. Keep the City Council constantly appraised as to the status of City programs and activities.
2. Respond to, and resolve, citizen complaints concerning City services.
3. Serve as Executive Director of the Tustin Community Redevelopment Agency. Provide management
oversight of redevelopment projects, which include economic development and housing programs.
4. Provide staff support, when required, to members of the City Council serving on regional agencies.
5. Serve on special regional committees as needed such as the Orange County Fire Authority
Technical Advisory Committee, Orange County Library Task Force, and 800 MHz Communications
System Governance Committee.
6. Submit to the City Council the proposed 2005-06 operating and capital improvement budgets.
7. Provide oversight of real estate transactions at Tustin Legacy.
8. Provide oversight of the Tustin Library project.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 54
FINANCE
DESCRIPTION:
The Finance Division provides financial services and accounting support for the City, the Redevelopment
Agency, the Water Utility and the City’s Special Assessment Districts. It is responsible for recording the
financial activities of the City in accordance with generally accepted accounting principles and standards of
the National Committee on Governmental Accounting and Auditing.
TASKS:
1. Deposit and record all revenues of the City.
2. Assist the City Treasurer in management of the City’s investment program.
3. Provide management support for Water Utility billing.
4. Prepare quarterly financial reports.
5. Complete Annual Report of Operations for the State Controller, State Street Report and other reports
as required.
6. Monitor the City’s Fixed Asset Accounting System.
7. Administer the payroll, accounts receivable and accounts payable functions.
8. Administer the City’s self-insured Workers’ Compensation and general liability risk management
programs.
9. Prepare the annual Operating and Capital Improvement Budget.
10. Represent the City as Treasurer of the Orange County Cities Risk Management Authority.
11. Represent the City and provide information for various City, County, State and federal audits.
2003-04 FY ACCOMPLISHMENTS:
1. Implemented Remittance Processing System.
2. Offered online water payment capability.
3. Automated Water refunds interfacing Springbrook Utility Billing with Bi-Tech Accounts Payable.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 55
HUMAN RESOURCES
DESCRIPTION:
Human Resources is responsible for the administration of the City’s personnel, employee relations and labor
relations functions and provides staff support to the City Manager’s Office. Human Resources strives to
attract, hire and maintain the highest quality staff available; coordinates the delivery of employee benefits;
and seeks to ensure compliance with all applicable laws regarding personnel and labor relations matters in a
consistent manner throughout the organization.
TASKS:
1. Review policies, procedures and internal controls and improve where necessary.
2. Guide resolution of outstanding personnel issues and develop plans to facilitate handling of future
issues.
3. Monitor and ensure compliance with all state and federal laws.
4. Maintain classification and compensation plans; review and recommend salary levels for all City
classifications.
5. Serve as the City’s Chief Labor negotiator, meet and confer with employee organizations regarding
wages, hours, and working conditions; implement and monitor compliance with all agreements;
develop City management positions in negotiations.
6. Monitor employee relations activities: coordinate employee relations committee, monitor compliance
with Personnel Rules and Regulations, and work with departments to resolve employee relations
issues.
7. Recruit and select employees; develop testing materials and procedures; conduct reference checks
and background investigations.
8. Review, update and administer employee benefits programs.
9. Support City goals through assertive recruitment, strong employee-employer relationships, positive
communication, and creative solutions.
10. Develop and coordinate employee training and staff development programs.
11. Manage Workers’ Compensation caseload and coordinate same with third-party administrator.
12. Act as program administrator for the City Safety Program.
13. Provide management level staff support to City Manager for Human Resources projects and studies.
14. Facilitate Hearing Officer services for disciplinary appeals hearings.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 56
2003-04 FY ACCOMPLISHMENTS:
1. As of May 1, responded to over 1464 phone/internet employment inquiries and processed 1563
applications.
2. Completed updates of the City’s Respiratory Protection, Confined Space and Lockout/Tagout
programs.
3. Created and implemented new performance evaluation forms and a tracking system that provides for
automated email reminders for employee performance evaluations.
4. In conjunction with IT, streamlined and enabled electronic reporting of workplace injuries/illnesses.
5. Centralized the tracking and compliance of DMV licensing, required physicals, and the Federal DOT
program.
6. Streamlined the police recruit physical agility testing process.
7. Continued to enhance internal/external informational efforts through intra/internet access to MOU’s,
salary schedules, class specifications and employment related policies and procedures.
8. Revised medical protocols for pre-employment physicals consistent with job duties.
9. Implemented cost controls for benefits through a revised benefit structure for Police management.
10. Successfully negotiated labor contracts with all four represented units consistent with Council
direction.
11. Continued review and implementation of new class specifications consistent with the Americans with
Disabilities Act.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 57
INFORMATION TECHNOLOGY
DESCRIPTION:
The Information Technology Division provides evaluation, research, strategic planning, and development of
City-wide information systems including data, voice, telephone, radio, and delivery infrastructure. It provides
maintenance of current hardware/software platforms in use by the City, including update and application
training.
TASKS:
1. Manage annual hardware/software maintenance agreements.
2. Administer lease agreements for network equipment and software.
3. Provide for network training.
4. Evaluate the functionality of out-sourced computer services.
5. Maintain, support, and upgrade workstations, servers, and related peripheral equipment City-wide.
6. Develop software solutions to enhance efficiency in day to day operations.
2003-04 FY ACCOMPLISHMENTS:
1. Responded to over 2200 end-user requests for assistance through the “Help” mailbox created by
Information Technology personnel.
2. Updated and/or replaced 25% of all end-user workstations.
3. Updated and/or replaced servers and network infrastructure as needed.
4. Continued upgrades to XP operating systems on desktop workstations.
5. Completed research and acquired cellular wireless technology for Police Department Mobile Data
Computer connectivity resulting in a savings of over $49,000 annually.
6. Designed and implemented an online system for data capture of employee on the job injuries.
7. Increased the efficiency and simplified support of the document imaging system in the Police
Department through integration of a single City system.
8. Implemented the use of copy machines as scanners in the Police Department resulting in greater
efficiency in their document storage process.
9. Integrated ID card issuance into the access system, thereby streamlining the process.
10. Upgraded the Finance/HR applications server for better performance and storage capacity.
11. Upgraded the Finance/HR software application to enable greater functionality and Web access.
12. Completed upgrade of Parks and Recreation software systems allowing Web based class
registration.
13. Assisted in the upgrade of the Business License software system which will allow Web based
renewals.
This Page Intentionally Left Blank
COMMUNITY DEVELOPMENT
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 60
COMMUNITY DEVELOPMENT
ORGANIZATIONAL CHART
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 61
03-04 03-04 03-04 04-05
CURR YTD VACAN-ADOPTED
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET
Planning
Director, Community Development 01-301 1.0 1.0 - 1.0
Principal Planner 01-301 1.0 - (1.0) 1.0
Senior Planner 01-301 2.0 2.0 - 2.0
Associate Planner 01-301 3.0 3.0 - 3.0
Administrative Secretary 01-301 1.0 1.0 - 1.0
Business License Technician 01-301 1.0 1.0 - 1.0
Office Support Specialist 01-301 1.0 1.0 - 1.0
10.00 9.00 (1.0) 10.00
Building
Building Official 01-302 1.0 1.0 - 1.0
Plan Check/ Sr. Building Insp. 01-302 1.0 1.0 - 1.0
Plan Checker 01-302 1.0 1.0 - 1.0
Building Inspector 01-302 3.0 3.0 - 3.0
Code Enforcement Officer 01-302 2.0 2.0 - 2.0
Building Technician 01-302 2.0 2.0 - 2.0
10.0 10.0 - 10.0
CDBG
Associate Planner 25-305 1.0 1.0 - 1.0
Code Enforcement Officer 25-305 1.0 1.0 - 1.0
2.00 2.00 - 2.00
COMMUNITY DEVELOPMENT TOTAL 22.0 21.0 (1.0) 22.0
COMMUNITY DEVELOPMENT
POSITION CONTROL REPORT
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 62
Expenditure Summary 01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
Community Development
Planning
Personnel 859,620 868,569 729,728 834,829 912,069
Operations 79,409 83,027 92,365 92,365 239,865
Capital 0 0 6,500 6,500 500
01-301 939,029 951,596 828,593 933,694 1,152,434
Building
Personnel 515,895 544,487 744,063 621,513 799,621
Operations 129,689 78,363 162,367 202,567 480,832
Capital 1,485 0 1,000 1,000 1,000
01-302 647,069 622,851 907,430 825,080 1,281,454
Community Development Total
Personnel 1,375,515 1,413,056 1,473,791 1,456,342 1,711,690
Operations 209,098 161,391 254,732 294,932 720,698
Capital 1,485 0 7,500 7,500 1,500
Community Development Total 1,586,098 1,574,446 1,736,023 1,758,774 2,433,888
COMMUNITY DEVELOPMENT
EXPENDITURE SUMMARY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 63
COMMUNITY DEVELOPMENT—PLANNING DIVISION
DESCRIPTION:
The Planning Division includes current and advance planning/special project functions. The Current
Planning division reviews proposed development to ensure conformance to City zoning and development
standards, processes discretionary entitlements, performs plan checks, approves business licenses, and
answers planning and business license inquiries. The advance planning/special projects division is
responsible for the Community Development Block Grant (CDBG) activities, business licenses,
demographics, regional activities, historic preservation, General Plan and Code amendments, environmental
studies, and special projects. Current and Advance Planning staff provide support to the City Council,
Planning Commission, Cultural Resources Advisory Committee, and Redevelopment Agency. More specific
Planning responsibilities are identified in 2004-05 Tasks/Goals below.
TASKS:
1. Complete the comprehensive revisions to the City Zoning Code and schedule Planning Commission
and City Council workshops.
2. Assume primary responsibility for planning and development monitoring tasks associated with the
Tustin Legacy project and continue to provide planning assistance to Redevelopment Agency
activities.
3. Provide staff support for the administration of activities associated with the federal Community
Development Block Grant (CDBG) Program including public service and public facility and
improvement projects.
4. Enforce the Business License Code, provide information to new/existing businesses, and collect
revenues from license tax.
5. Provide staff support for completion of major projects which create jobs, attract investments and
increase the City’s tax base.
6. Continue the City’s current program for monitoring noise from the John Wayne Airport.
7. Monitor planning and development activity, particularly in the County and the cities of Santa Ana,
Orange and Irvine for impacts on Tustin.
8. Monitor and recommend measures to ensure the City’s compliance with the National Pollutant
Discharge Elimination System (NPDES) Permit and Air Quality Management Plan.
9. Coordinate with the Public Works Department to ensure compliance with Proposition 111 and
Measure M. Provide project support and environmental administration on Public Works projects.
10. Update the City’s Land Uses Survey on a biannual basis.
11. Review proposed State/federal legislation for impacts to Tustin and prepare position papers on
pending legislation.
12. Provide staff support and coordination for the Cultural Resources Advisory Committee. Process Mills
Act program contracts and administer the Tustin Historic Register Plaque Program.
13. Maintain current demographic information and provide updated information to the public. Work with
the Center for Demographic Research, State Department of Finance, and Southern California
Association of Governments on updating demographic projections.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 64
14. Assist the Public Works Department in preparing environmental documents for major capital
improvement projects.
15. Implement the City’s On-line Business License software.
16. Continue to provide phone and counter support as a one-stop planning and community development
counter to maintain quality of service throughout the City.
2003-04 FY ACCOMPLISHMENTS:
1. Processed 29 Design Review applications, 25 Conditional Use Permits, 8 Code Amendments, 2
Subdivision Maps, and 53 applications for special business permits.
2. Assisted approximately 3,510 persons at the Planning counter and approximately 4,680 by
telephone.
3. Issued over 7,000 City business licenses.
4. Received $998,000 in Federal Community Development Block Grant Funding.
5. Developed and adopted code amendments related to RV storage/parking, business license tax,
second residential units, noise for mixed use property, and density bonus provisions.
6. Prepared and provided the City Council and State with the General Plan Annual Report.
7. Updated City Business License tax provisions.
8. Prepared and released supplemental environmental documents for the Newport Avenue
Extension/Ramp Reconfiguration project.
9. Processed the annexation for the City’s county island.
PERFORMANCE INDICATORS:
FY 2000 FY 2001 FY 2002 FY 2003
Temporary Use Permits 49 69 54 60
Temporary Sign Permits 64 58 61 77
Design Review Applications 47 40 38 29
Certificates of Appropriateness 12 7 10 21
Conditional Use Permit Applications 36 37 28 25
Variances 1 0 2 0
Sign Code Exceptions 2 2 1 2
Code/Zone Change Applications 2 6 8 4
General Plan Amendments 0 1 1 1
Planning Inquires (Counter) 3,411 3,347 3,476 3,510
Planning Inquires (Phone) 2,578 2,986 2,844 4,680
Business License Inquiries (Counter) 195 176 56 2,195
Business License Inquires (Phone) 125 144 77 4,390
Plan Checks 608 1,424 1,081
Code Amendments 5
Subdivision Maps 2
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 65
COMMUNITY DEVELOPMENT—BUILDING DIVISION
DESCRIPTION:
The Building Division provides for the establishment and enforcement of building and zoning regulations to
ensure that new and existing buildings are safe and suitable for its intended uses. The Division also
establishes and enforces standards for private infrastructure improvements. More specific responsibilities
include: receiving and plan checking applications for permits to ensure compliance with State and City
building and grading code requirements and private infrastructure standards; issuing building, plumbing,
electrical, mechanical, grading and sign permits; inspecting residential, commercial, industrial and private
infrastructure construction; certifying structures for use and occupancy; reviewing and making
recommendations for the adoption of uniform codes; and assisting the public with technical information
regarding City and State codes.
TASKS:
1. Provide accurate and timely plan review as follows: 7-14 day turnaround for first-time plan checks,
and 2-10 day review of resubmitted plan checks.
2. Provide next-day service for all inspection requests.
3. Provide Code Enforcement City-wide with special emphasis on the southwest area of the City.
Administer graffiti and weed abatement programs.
4. Complete update of Community Development Department private improvement standards.
5. Provide technical assistance to Planning, Redevelopment Agency, Parks and Recreation, and Public
Works Department with building code issues.
6. Provide technical support for tasks associated with the Tustin Legacy activities.
7. Promote professional certification of the Building Division staff in the various technical codes.
8. Update procedure manual, public guide handouts, inspection checklist and plan check correction
lists.
2003-04 FY ACCOMPLISHMENTS:
1. Issued 1,400 building permits with a construction valuation of $67,000,000 that included 172 new
dwelling units and 35 new commercial buildings.
2. Performed 7,600 building inspections, 1,400 Code Enforcement inspections, and 1,200 plan checks
for new residential, industrial, and commercial construction.
3. Assisted 5,000 customers at the Building Division’s public counter.
4. Abated 1,500 graffiti sites.
5. Completed 500 request for service Code Enforcement cases.
6. Completed 350 proactive Code Enforcement cases.
7. Abated 1,000 bulk items.
8. Performed 230 stormwater inspections to comply with the new NPDES permit.
9. Implemented the stormwater inspection program for existing Industrial and Commercial facilities.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 66
10. Participated and coordinated the Regional Board NPDES permit audit.
11. Participated in over 200 hours of required meetings and trainings to comply with the new NPDES
permit.
12. Recruited and filled two Code Enforcement Officer, one Building Inspector, and one Plan Checker
vacancies.
13. Selected five consulting firms to provide contract services in Building and Grading Plan Check,
overflow Inspections, and temporary Staffing.
14. Imaged construction plans and documents.
15. Modify and enhance the Permits Plus system to capture new fees.
PUBLIC WORKS
PAGE 68 PUBLIC WORKS ORGANIZATIONAL CHART
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 69
03-04 03-04 03-04 04-05
CURR YTD VACAN-ADOPTED
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET
PW Administration
Dir. Pub. Works/City Eng. 01-401 1.0 1.0 - 1.0
Administrative Services Manager 01-401 1.0 1.0 - 1.0
Administrative Secretary 01-401 1.0 1.0 - 1.0
3.0 3.0 - 3.0
Engineering
Engineering Services Manager 01-402 1.0 1.0 - 1.0
Senior Project Manager - Transportation 01-402 1.0 1.0 - 1.0
Principal Engineer 01-402 1.0 1.0 - 1.0
Associate Engineer 01-402 3.0 2.0 (1.0) 2.0
Senior Public Works Inspector 01-402 1.0 1.0 - 1.0
Assistant Engineer 01-402 2.0 2.0 - 2.0
Public Works Inspector 01-402 2.0 2.0 - 2.0
Engineering Aide 01-402 1.0 1.0 - 1.0
12.0 11.0 (1.0) 11.0
Streets
Field Services Manager 01-403 0.25 0.25 - 0.25
Office Support Specialist 01-403 0.25 0.25 - 0.25
Maintenance Supervisor (Facilities/Streets) 01-407 0.5 0.5 - 0.5
Maintenance Leadworker 01-403 1.0 1.0 - 1.0
Equipment Operator 01-403 1.0 1.0 - 1.0
Maintenance Worker 01-403 1.0 1.0 - 1.0
Sr. Maintenance Worker 01-403 2.0 2.0 - 2.0
6.0 6.0 - 6.00
Landscape
Field Services Manager 01-404 0.25 0.25 - 0.25
Office Support Specialist 01-404 0.25 0.25 - 0.25
Contract Coordinator 01-404 - - - 1.00
Maintenance Supervisor (Landscape) 01-404 1.0 1.0 - 1.0
Leadworker Playground Equip/Contr Ad 01-404 1.0 1.0 - 1.0
Maintenance Leadworker 01-404 2.0 2.0 - 2.0
Sr. Maintenance Worker 01-404 12.0 12.0 - 12.0
16.5 16.5 - 17.50
Vehicles
Field Services Manager 01-406 0.25 0.25 - 0.25
Office Support Specialist 01-406 0.25 0.25 - 0.25
Maintenance Supervisor (Vehicle) 01-406 1.0 1.0 - 1.0
Equipment Operator 01-406 2.0 2.0 - 2.0
Equipment Mechanic 01-406 3.0 3.0 - 3.0
Mechanic's Helper 01-406 1.0 - (1.0) -
7.5 6.5 (1.0) 6.50
Facilities
Field Services Manager 01-407 0.25 0.25 - 0.25
Office Support Specialist 01-407 0.25 0.25 - 0.25
Maintenance Supervisor (Facilities/Streets) 01-407 0.5 0.5 - 0.5
Maintenance Leadworker 01-407 1.0 1.0 - 1.0
Maintenance Worker 01-407 1.0 1.0 - 1.0
3.0 3.0 - 3.00
PW Emergency Services
Office Support Specialist 01-410 1.0 1.0 - 1.0
1.0 1.0 - 1.0
PUBLIC WORKS TOTAL 49.0 47.0 (2.0) 48.0
PUBLIC WORKS POSITION CONTROL REPORT
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 70
Expenditure Summary 01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
Public Works
Administration
Personnel 291,082 313,380 322,054 320,685 345,017
Operations 189,265 121,759 180,666 219,157 187,791
Capital 9,222 0 0 0 0
01-401 489,568 435,140 502,720 539,842 532,808
Engineering
Personnel 746,958 832,093 866,424 869,625 1,057,861
Operations 1,225,391 1,439,153 1,333,875 1,327,075 1,082,975
Capital 0 0 0 0 0
01-402 1,972,349 2,271,246 2,200,299 2,196,700 2,140,836
Streets
Personnel 381,039 451,159 376,050 353,111 447,811
Operations 155,052 198,139 122,444 120,368 126,857
Capital 9,117 7,829 800 800 2,000
01-403 545,208 657,127 499,294 474,279 576,668
Landscape
Personnel 870,613 959,674 1,001,049 987,771 1,194,236
Operations 805,943 866,093 905,493 885,050 923,441
Capital 80,471 71,032 55,190 55,190 20,250
01-404 1,757,027 1,896,798 1,961,732 1,928,011 2,137,926
Vehicles
Personnel 342,074 354,568 459,580 431,395 461,490
Operations 223,156 272,916 354,259 349,155 366,619
Capital 4,415 4,497 0 0 0
01-406 569,645 631,980 813,839 780,550 828,109
Facilities
Personnel 148,763 197,645 204,358 206,606 224,171
Operations 680,771 742,732 751,603 735,603 771,194
Capital 28,953 59 0 0 0
01-407 858,486 940,436 955,961 942,209 995,365
Emergency Services
Personnel 49,751 52,032 53,055 53,580 58,033
Operations 9,401 9,121 9,250 7,745 29,250
Capital 0 0 0 0 0
01-410 59,152 61,153 62,305 61,325 87,283
Public Works Total
Personnel 2,830,363 3,160,633 3,282,652 3,222,855 3,788,700
Operations 3,289,060 3,649,995 3,657,672 3,644,235 3,488,209
Capital 132,260 83,499 56,072 56,072 22,332
Public Works Total 6,251,436 6,893,881 6,996,150 6,922,916 7,298,996
PUBLIC WORKS EXPENDITURE SUMMARY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 71
PUBLIC WORKS - ADMINISTRATION
DESCRIPTION:
The Administration Division coordinates and provides direction to all Public Works Divisions and Water
Services operations. This Division provides research and analysis of current and proposed Public Works
projects, programs and services to ensure benefit, safety and convenience to the community and general
public.
TASKS:
1. Perform interagency coordination and administer County, State and/or Federally funded projects and
programs.
2. Provides oversight and management of the Public Works and Water Capital Improvement and
Operations Budgets.
3. Monitor the Departmental productivity measurement system.
4. Manages the City’s Solid Waste Program.
5. Administers two Cable TV Franchise Agreements.
6. Administers contract agreements for various City Services.
7. Manages City records with respect to Public Works and Engineering.
2003-04 FY ACCOMPLISHMENTS:
1. Implemented Solid Waste program improvements to assure compliance with California Integrated
Waste Management Board directives.
2. Obtained State (CIWMB) approval of an AB 939 waste diversion study.
3. Assessed Cable Television programming efforts and identified needed facility improvements.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 72
PUBLIC WORKS - ENGINEERING
DESCRIPTION:
The Engineering Division designs and prepares plans for the City’s Capital Improvement Program; inspects
all projects within the public right-of-way; maintains records to promote the general safety and well-being of
the community; and coordinates all inter/intra community related regional traffic matters pertinent to
pedestrian and vehicular safety.
TASKS:
1. Prepare plans, cost estimates, reports and oversees the construction of Capital Improvement
Projects.
2. Conduct plan checks on subdivision/parcel maps and perform construction inspection involving
public improvements.
3. Conduct City-wide traffic studies.
4. Maintain maps, records and reports for all public improvements.
5. Administer East Tustin Assessment District and the Tustin Landscape and Lighting District.
6. Administer contracts for Pavement Management System, Signal Maintenance, Pavement Repair and
Pavement Striping.
2003-04 FY ACCOMPLISHMENTS:
1. Completed construction of the Irvine Blvd. Storm Drain between El Modena-Irvine Channel and Holt
Avenue.
2. Completed construction of pavement rehabilitation projects on Bryan Avenue Main Street, and
Jamboree Road.
3. Completed right-of-way acquisition for the Newport Avenue/SR55 Ramp Reconfiguration project, the
Edinger “Smart Street” Widening project and the Irvine Boulevard/Newport Avenue Intersection
Enhancement Project.
4. Completed Tustin Legacy Run-off Management Plan/Engineering Study.
5. Completed Jamboree Road Median Barrier Installation between Barranca Parkway and the
OCTA/SCRRA Railway Bridge.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
CIP and maintenance projects managed 27 35
CIP and maintenance projects completed 6 12
Construction inspections performed and completed 8,400 9,000
Development plans reviewed 440 600
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 73
PUBLIC WORKS - STREETS
DESCRIPTION:
The Street Division ensures that the aesthetic image and safe environment desired by the community is
accomplished by assuring proper signage and striping and by maintaining all streets, sidewalks, bike trails,
median, parkways, storm drains and catch basins within the public right-of-way.
TASKS:
1. Maintain asphaltic concrete paved areas through the in-house temporary repair of potholes.
2. Maintain all publicly owned storm drains, catch basins and surface drainage facilities, in accordance
with NPDES guidelines.
3. Maintain all foliage within the street parkways to provide adequate clearance.
4. Perform litter control in the public right-of-way.
5. Perform traffic sign maintenance and striping/marking program as directed by the Engineering
Division, Traffic Section.
6. Perform sidewalk maintenance and grinding as needed.
2003-04 FY ACCOMPLISHMENTS:
1. Improved/updated catch basin inventory and maintenance procedures and inspected/cleaned all
catch basins.
2. Replaced/installed new street sweeping signs throughout the City.
3. Completed the sidewalk grinding list.
4. Cleaned and maintained all City streets after the rain and wind storms.
5. Supported the City’s annual activities such as the Street Fair, Dino Dash, Holiday tree Lighting
Ceremony, etc.
6. Participated in the citywide State Regional Water Board audit/inspection and met all requirements.
7. Implemented a Vactor Rental Program for catch basin cleaning.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
Service/maintenance requests completed 785 960*
Sign maintenance/replacements 531 466*
Curb Painting (LF) 5,868 2,500*
# of Catch Basins Inspected/Cleaned 1,121 1,400*
* ESTIMATED
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 74
PUBLIC WORKS - LANDSCAPE
DESCRIPTION:
The Landscape Division maintains all City parks and playground equipment; all landscaped median and
parkway areas; and all trees located in the public right of way to enhance the aesthetic image of the
community, promote the general environmental quality of the community, and ensure the safety of all citizens
and the general public.
TASKS:
1. Maintain turf and foliage in parks on a scheduled basis.
2. Operate and maintain parks and streets landscape irrigation systems to ensure proper water
management being mindful of water conservation.
3. Perform graffiti removal, and manage the weed abatement program in parks and public right-of-
ways.
4. Conduct regular inspection, maintenance, and repair of park grounds and play equipment,
structures, lights, and eating facilities.
5. Administer citywide Tree Trimming and Landscape Maintenance contracts.
6. Ensure compliance with NPDES regulations.
2003-04 FY ACCOMPLISHMENTS:
1. Renovated turf in all parks.
2. Conducted annual Arbor Day celebration.
3. Overlaid Sports Park playground surfacing (Vitriturf).
4. Re-bid annual Landscape Maintenance Contracts.
5. Replaced 6 concrete park signs at Frontier, Camino, Centennial, Pine Tree, Pepper Tree, and
Magnolia Tree parks.
6. Replaced tennis court lights at Columbus Tustin Park.
7. Resurfaced basketball courts at Centennial and Magnolia Tree parks.
8. Installed filter fabric for catch basin cleaning program within the parks and cleaned all landscape
storm drain inlets.
9. Amended the reimbursement agreement with IRWD for Phase II of the Wick Irrigation installation on
Jamboree Rd.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
Square footage of weed abatement performed 5.7 million 5.0 million
Square footage of turf mowed annually 102 million 90 million
Gallons of landscape water usage for
City facilities, street medians and L & L district. 121 million 119 million
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 75
PUBLIC WORKS - VEHICLES
DESCRIPTION:
The Vehicle Maintenance Division provides general repair and preventive maintenance for all City vehicles
and other mechanical equipment, as well as maintaining a vehicular/equipment history (Vehicle Lease Fund)
for timely replacements and/or new purchases in a cost effective manner. In addition, the division provides
maintenance and permit compliance for the fuel island and the underground storage tanks (UST). The
Vehicle Maintenance Division also administers and supervises the Street Sweeping Operation/Program.
TASKS:
1. Perform major and minor repairs on emergency and non-emergency vehicles and other mechanical
equipment.
2. Administer preventative maintenance program on vehicles and other mechanical equipment.
3. Provide fuel and maintain vehicle and equipment fueling facilities for the City, Tustin Unified School
District, and Fire Station 43.
4. Conduct licensing/inspection of vehicles as required by State Department of Motor Vehicles.
5. Administers the licensing and permits for City generators, fuel island, UST and other equipment.
6. Implement and supervise Citywide Street Sweeping Program.
7. Administers the Forklift Certification Program.
8. Administers the Vehicle/Equipment Lease Fund.
2003-04 FY ACCOMPLISHMENTS:
1. Completed/updated – Vehicle Lease Fund.
2. Purchased all fiscal budgeted equipment/vehicles and auctioned surplus equipment.
3. Completed all UST and emission testing and permitting.
4. Completed the Forklift Training and Certification Program.
5. Increased the performance of the Sweeping Program to meet NPDES requirements.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
City vehicles and rolling stock maintained 169 169
Work orders completed 2,696 2,280*
Shop/road repairs, and preventative maintenance performed 3,487 2,875*
Curb miles of street sweeping 17,051 18,000*
*ESTIMATE
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 76
PUBLIC WORKS – FACILITIES
DESCRIPTION:
The Facility Maintenance Division performs and administers building maintenance and repair to provide a
clean, healthy and safe environment for the employees and the general public.
TASKS:
1. Perform major and minor repairs on emergency and non-emergency vehicles and other mechanical
equipment.
2. Administer preventative maintenance program on vehicles and other mechanical equipment.
3. Provide fuel and maintain vehicle and equipment fueling facilities for the City, Tustin Unified School
District, and Fire Station 43.
4. Conduct licensing/inspection of vehicles as required by State Department of Motor Vehicles.
5. Administers the licensing and permits for City generators, fuel island, UST and other equipment.
6. Implement and supervise Citywide Street Sweeping Program.
7. Administers the Forklift Certification Program.
8. Administers the Vehicle/Equipment Lease Fund.
2003-04 FY ACCOMPLISHMENTS:
1. Completed/updated – Vehicle Lease Fund.
2. Purchased all fiscal budgeted equipment/vehicles and auctioned surplus equipment.
3. Completed all UST and emission testing and permitting.
4. Completed the Forklift Training and Certification Program.
5. Increased the performance of the Sweeping Program to meet NPDES requirements.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
City vehicles and rolling stock maintained 169 169
Work orders completed 2,696 2,280*
Shop/road repairs, and preventative maintenance performed 3,487 2,875*
Curb miles of street sweeping 17,051 18,000*
* ESTIMATE
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 77
PUBLIC WORKS – EMERGENCY SERVICES
DESCRIPTION:
The Emergency Services Division is responsible for the preparation and implementation of the City’s
emergency services/disaster preparedness program. Under Federal and State guidelines, the Division
organizes the City forces and community responses to natural or civil disasters and/or disturbances.
TASKS:
1. Maintain the City’s Emergency Plan to comply with State and Federal requirements
2. Identify and coordinate emergency response training programs for City Staff.
3. Assure the adequate preparation of City emergency response facilities.
4. Coordinate emergency preparation activities with state and other regional agencies and the general
public.
2003-04 FY ACCOMPLISHMENTS:
1. Conducted a Field and Water Services emergency response exercise.
2. Coordinated the development of a scenario for the 2004-05 emergency exercise.
3. Participated in County and State programs to identify necessary improvements to the City
emergency response plan.
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POLICE
PAGE 80 POLICE ORGANIZATIONAL CHART
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 81
03-04 03-04 03-04 04-05
CURR YTD VACAN-ADOPTED
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET
Police Administration
Police Chief 01-501 1.0 1.0 - 1.0
Police Captain 01-501 2.0 2.0 - 2.0
Police Support Service Administrator 01-501 1.0 1.0 - 1.0
Executive Secretary 01-501 1.0 1.0 - 1.0
Administrative Secretary 01-501 - - - 1.0
5.0 5.0 - 6.0
Patrol Services
Police Lieutenant 01-502 3.0 3.0 - 3.0
Police Sergeant 01-502 9.0 9.0 - 9.0
Police Officer 01-502 53.0 50.0 (3.0) 53.0
65.0 62.0 (3.0) 65.0
Investigative Services
Police Lieutenant 01-503 2.0 2.0 - 2.0
Police Sergeant 01-503 5.0 5.0 - 5.0
Police Officer 01-503 19.0 19.0 - 19.0
26.0 26.0 - 26.0
Administration Services
Communications Officer I 01-504 5.0 5.0 - 2.0
Communications Officer II 01-504 7.0 7.0 - 5.0
Communications Officer III 01-504 - - - 5.0
Police Communication Supervisor 01-504 1.0 1.0 - 1.0
Police Services Officer I 01-504 8.0 8.0 - 8.0
Police Services Officer II 01-504 2.0 2.0 - 2.0
Police Services Officer III 01-504 3.0 3.0 - 3.0
Police Records Supervisor 01-504 1.0 1.0 - 1.0
Police Support Specialist - Y Rated 01-504 3.0 2.0 (1.0) 2.0
Police Support Specialist 01-504 9.0 6.0 (3.0) 10.0
Property and Evidence Leadworker 01-504 1.0 1.0 - 1.0
Property And Evidence Technician 01-504 2.0 2.0 - 2.0
Property And Evidence Supervisor Y - Rated 01-504 1.0 1.0 - 1.0
Police Support Services Manager 01-504 1.0 1.0 - 1.0
44.0 40.0 (4.0) 44.0
POLICE TOTAL 140.0 133.0 (7.0) 141.0
POLICE POSITION CONTROL REPORT
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 82
Expenditure Summary 01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
Police
Administration
Personnel 545,060 584,572 644,644 810,968 820,568
Operations 43,780 60,520 76,588 65,709 85,605
Capital 0 0 0 0 0
01-501 588,839 645,092 721,232 876,677 906,172
Patrol
Personnel 6,127,760 5,721,550 7,600,206 7,049,312 8,210,826
Operations 593,416 581,894 1,025,260 976,731 1,023,855
Capital 182,454 25,746 31,230 262,383 37,800
01-502 6,903,631 6,329,190 8,656,696 8,288,426 9,272,481
Investigative Services
Personnel 1,927,992 2,813,335 2,552,019 3,270,234 3,562,582
Operations 695,275 671,859 289,395 240,733 228,014
Capital 31,193 11,394 0 0 0
01-503 2,654,460 3,496,588 2,841,414 3,510,967 3,790,596
Administrative Services
Personnel 2,551,352 2,509,446 2,793,878 2,330,117 2,905,332
Operations 388,724 397,076 410,424 370,072 431,559
Capital 0 0 0 0 20,000
01-504 2,940,076 2,906,522 3,204,302 2,700,189 3,356,891
Police Department Total
Personnel 11,152,164 11,628,904 13,590,747 13,460,631 15,499,308
Operations 1,721,195 1,711,349 1,801,667 1,653,245 1,769,033
Capital 213,647 37,140 31,230 262,383 57,800
Police Department Total 13,087,006 13,377,392 15,423,644 15,376,259 17,326,141
POLICE EXPENDITURE SUMMARY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 83
POLICE DEPARTMENT – ADMINISTRATION
DESCRIPTION:
This division directs the day to day operations of the Police Department; its primary responsibility is to ensure
that the Department’s purpose of providing protection to life and property through crime and accident
prevention, detection and apprehension, is achieved. The Administration Division provides leadership and
management direction to all Police Department functions. Assigned personnel monitor employee
recruitment and promotions, review all employee evaluations, and take disciplinary actions as necessary.
Staff also responds to citizen contacts and represents the Police Department within the City, County and
State. Employees of this division oversee the management of information systems city-wide. Staff
coordinates time keeping and budget control for the department as well as secretarial service to division
heads. Crime statistics are maintained and research projects conducted to assist all Department Divisions in
achieving the Police Department’s goal of reducing crime.
TASKS:
1. Provide administrative leadership to the entire Department.
2. Provide budget direction and control.
3. Review and implement new programs to enhance effectiveness of Department.
4. Ensure free flow of internal and external information.
5. Participate in citywide team management concepts.
6. Provide direction and analysis to staff projects.
7. Coordinate with other law enforcement agencies, local, state, and federal.
8. Coordinate Police Department activities with other City Departments.
9. Continue to provide consistent and uniform levels of police services as the community grows.
2003-04 FY ACCOMPLISHMENTS:
1. Emergency response times for the calendar year 2003 averaged 4.7 minutes; non-emergency
response was 12.6 minutes.
2. A committee redesigned and developed new Mission and Vision Statements for the Police
Department.
3. In October, 2003, nine (9) new managers were sworn in at various levels in the Police Department.
The mentoring programs that were in place allowed us to conduct all of these promotions in-house.
4. Command staff is involved in every service group in the City, as well as the Chamber of Commerce
and the Elks Club in Santa Ana.
5. We have stayed active in various legislative issues and the chief has attended a variety of legislative
caucuses in Sacramento throughout the year.
6. Department crime was down 1% for 2003.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 84
7. We continue significant involvement with the Tustin Unified School District on proactive youth
programs. We had 2 officers assigned to DARE, 1 full-time School Resource Officer at Tustin High
School, and 2 part-time officers servicing the middle schools. In addition to that, a variety of
programs were conducted by our Community Policing Unit at the first and third-grade levels.
8. We have concluded all first responder training in regard to hazardous materials and all sworn
employees and support field employees have been equipped with chemical weapons tactical suits.
9. Citizen complaints were reduced by 12%.
10. The following programs/projects were completed/implemented in 2003:
Commercial Enforcement Unit
Continued to add Crime Scene Investigation equipment and training in an effort to make us self
sufficient.
We remodeled the Report Writing Room and the Field Supervisor’s Office.
Upgraded the Mobile Audio Visual systems in five of our patrol units with new digital technology.
We redesigned and implemented a new Police Department website.
We redesigned our Communications Center and installed necessary equipment to make us
ready for the upcoming Wireless Transfer 9-1-1 program.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 85
POLICE DEPARTMENT – PATROL DIVISION
DESCRIPTION:
The Patrol Division provides the availability of uniformed officer(s) responsible for responding to citizen calls
for service and personal observations of criminal or suspected criminal activity twenty four hours a day, 365
days a year; the initial investigation and subsequent documentation of violations of the law; statistical
analysis of specific criminal offenses; enforcement of local and state laws and the arrest of suspected
offenders; investigation of miscellaneous, non criminal incidents; preservation of life and property during
natural disaster, providing emergency first aid as required at scenes of medical emergencies; provision for
mutual aid as needed; traffic enforcement and investigation; supervision, coordination training and
deployment of all uniformed personnel including the personnel of the Traffic Section, K 9 Program, Bicycle
Enforcement Detail, and the Police Reserve Program.
TASKS:
1. Maintain an average patrol time availability of 20% per Officer.
2. Write and/or record police reports.
3. Provide crime suppression through specific crime analysis, directive patrol and a high degree of
visibility of patrol units in the high crime areas.
4. Provide crime suppression through deployment of special enforcement units.
5. Apprehend, transport and book offenders.
6. Reduce traffic accidents through specific accident and analysis programs coupled with
comprehensive selective enforcement and educational programs.
7. Cross train all patrol officers in traffic matters.
8. Document and evaluate job performance of all assigned personnel.
9. Conduct presentations before public and private groups including Community Watch Programs.
10. Conduct briefing sessions and roll call training.
11. Conduct firearms training and qualification.
12. Decrease the number of abandoned vehicles left on City streets and private property through the
vehicle abatement program.
13. Maintain an appropriate number/level of available resources (personnel and equipment) in order to
achieve the above-stated tasks without the necessity of service level reductions.
14. Maintain and refine the Field Training Officer program.
15. Establish comprehensive operating procedures.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 86
2003-04 FY ACCOMPLISHMENTS:
1. Officers responded to 52,340 calls for police service (CY2003).
2. The Bicycle Team generated 624 field contacts; 254 Community Oriented Policing contacts;
conducted 96 directed patrols; attended 14 special events; made 68 misdemeanor, 19 felony, and 10
narcotics arrests; wrote 11 citations; made 145 probation/parole contacts; and documented 116 field
interviews.
3. The Canine program had 569 notable uses; 17 arrests; 9 suspect “finds”; 66 officer safety related
calls; 12 outside agency assists; conducted 568 searches; responded to 444 burglary alarm calls;
performed 6 demonstrations; and had 42% manpower and 31% timesaving compared to
accomplishing the same tasks without a canine (CY2003).
4. The Reserve Officer program worked 2,901 hours (CY2003).
5. The Traffic Section conducted two Sobriety Checkpoints; and two Vehicle Safety Checkpoints.
6. Police officers arrested 3,737 criminal offenders.
7. Officers arrested and removed 188 drunk drivers from city roadways.
8. Officers wrote 8,624 traffic citations for moving violations.
9. Officers wrote 7,068 parking violation citations.
10. Completed the project to replace all police Kawasaki motorcycles with BMW motorcycles.
11. Traffic Section personnel conducted 286 Child Safety Seat inspections for the Tustin public.
12. Further developed the Commercial Enforcement Unit by helping to form the Allied Agency
Commercial Enforcement Task Force. This task force conducted 12 checkpoints throughout the
county.
13. The Tustin Commercial Enforcement Officer conducted 980 commercial vehicle inspections. As a
result, 157 commercial vehicles were removed from service due to multiple safety violations.
Citations were issued for 2,405 commercial enforcement violations.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 87
POLICE DEPARTMENT – INVESTIGATIVE SERVICES DIVISION
DESCRIPTION:
The Investigative Division is comprised of two general areas of service, they are; the Investigative Sections,
and the Professional Standards Section. The Investigative sections, which include General Investigations,
Special Investigations and Gang Unit; are responsible for investigating crimes against persons and property,
juvenile cases, vice, narcotics, white collar crime, criminal intelligence gathering, and gang suppression. The
Professional Standards section encompasses Training, Personnel, Crime Prevention, Community Policing
Unit, and School resource.
Crime Prevention is achieved through educating the community about safety awareness primarily through
crime and accident prevention, detection and apprehension. Personnel in this section maintain positive
public relations with the community, media, other city departments, and law enforcement agencies.
The Professional Standards Unit is charged with the responsibility of hiring new personnel for the
Department, conducting selected Administrative Investigations, as well as monitoring and implementing
mandated training for all Department personnel.
TASKS:
1. Manage, plan, organize and audit the Investigations functions of the Department.
2. Provide case audit and management of workable follow-up investigations for the identification, and
apprehension of offenders, and recovery of property.
3. Identify and respond to community needs and expectations concerning the juvenile justice system.
4. Utilize the juvenile diversion programs available to divert selected youthful offenders from entering
into the criminal justice system.
5. Investigate crimes dealing with vice, narcotics, gang, and white-collar crimes.
6. Support the Patrol Division as necessary to ensure achievement of the Department’s goals and
tasks.
7. Establish comprehensive operating procedures.
8. Investigate businesses requiring city permits and/or licenses.
9. Coordinate the processing and selection of the best qualified persons for positions within the Police
Department.
10. Maintain complete and accurate personnel and departmental records; represent the City in all
Pitchess Motions as custodian of Personnel records.
11. Coordinate the training for all departmental personnel. Provide training and learning opportunities as
it relates to their individual task assignments including video production.
12. Institute an extensive personnel recruitment program.
13. Maintain School Resource based programs and continue to provide additional youth services.
14. Handle complex and/or sensitive administrative investigations.
15. Liaisons with the City Attorney and Risk Management over claims and lawsuits.
16. Coordinate community special event plans.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 88
2003-04 FY ACCOMPLISHMENTS:
1. Maintained an 80% or better clearance rate of assigned case investigations.
2. Conducted multiple alcohol and tobacco sting operations targeting sales to underage minors.
3. Implemented a computer tracking system to monitor local drug/vice activity complaints.
4. Implemented a vigorous compliance check system for monitoring registered sex offenders living in
the City.
5. Created a Gang Liaison position to coordinate with Patrol Teams to monitor gang related crime
patterns.
6. Expanded Gang Team deployment to seven days per week during much of the year.
7. Involved Investigative personnel in the “Today Program” targeting deterrence of juvenile first time
marijuana and alcohol offenders.
8. Conducted seven (7) Neighborhood Watch programs.
9. Added “Homeland Security” to our Neighborhood Watch seminars.
10. Conducted the “Every 15 Minutes” program at Tustin High School targeting teen drinking and driving
prevention.
11. Secured Federal and State grant monies in the approximate amount of $300,000.
12. Obtained emergency first responder protective equipment for all field personnel.
13. Increased participation in job fairs at the college, military, and industrial level by 10%.
14. Implemented a School Resource Officer program at four (4) intermediate schools.
15. Established the Professional Standards unit and added a lieutenant to oversee same.
16. Added thirteen (13) new volunteers to the Volunteer program.
17. Expanded the role of the Personnel Officer and the Training Officer to include field training of new
hires during the orientation week.
18. Developed a new Field Training Officer manual and FTO Guide per POST standards that are now
used as the model for other Orange County law enforcement agencies.
19. Audited personnel records for all Department employees for necessary purging.
20. Met with POST staff for a compliance audit and no deficiencies were noted.
21. Conducted 48 background investigations of new hire police personnel.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 89
POLICE DEPARTMENT – ADMINISTRATIVE SERVICES DIVISION
DESCRIPTION:
The Services Division provides technical support for all other police department divisions in order to maintain
the 24-hour operation of the Police Department. This division maintains a centralized records system for the
Police Department. Provides supervision, coordination, training, and staffing of all support personnel, to
include: the Communications Section; Records Section; Property and Evidence Section; all department
clerical support; Crime Scene Investigations Unit; and Police Service Officers working in Community
Resources, Investigations, the Court System; and in the field.
The Services Division coordinates and monitors the Department budget and petty cash disbursement. This
division provides facilities management for the physical Police Department buildings and parking structure;
including, but not limited to, detention facilities management and certification, computerized access control
systems, closed circuit television monitoring, multi-channel logging recorders, fire alarm systems, etc.
Provides management, support and maintenance of Police Department information and communication
systems, including the state mandated Police Service Answering Point (PSAP) for the 9-1-1 Emergency
System. The Division Commander acts as Network Administrator, working with the Information Technology
Department to insure compliance with the California Law Enforcement Telecommunications System
(CLETS), the National Law Enforcement Telecommunications System (NLETS), and the Orange County
Justice Information System (OCJIS) mandates.
TASKS:
1. Provides planning and research for various Police Department projects and functions.
2. Coordinates and monitors the Department's fiscal activities on a daily basis.
3. Provide copies of police reports, statistics, etc., to the public in accordance with State and local
guidelines.
4. Maintains and provides criminal, incident and traffic activity information.
5. Provides statistical and crime data to Federal and State agencies, to police personnel, and the
community.
6. Provides accurate documentation, storage, and retrieval of all property and evidence.
7. Audits, inventories, and purges accumulated property within the legal guidelines.
8. Maintains accurate records for fiscal review and orders department supplies and equipment.
9. Development, implementation and maintenance of the Department's automation projects including
computer-aided dispatch, records management systems, optical imaging systems, mobile data
computers, etc.
10. Establishes comprehensive operating procedures for all sections and positions within the division.
11. Provides support functions to sworn personnel throughout the Agency.
12. Provides supervision and direction to the various Sections within the Services Division.
13. Provides management and support of Information and Communications Systems.
14. Provides facilities management and support.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 90
15. Operates the Livescan electronic fingerprint system to book all persons in custody of the Police
Department.
16. Obtains all “mugshot” photographs of all persons in custody of the Police Department.
17. Makes all police reports and related documentation available on a Department wide basis through
the Optical Imaging System within six (6) hours of the time the event was reported to the Police
Department.
18. Staffs and manages the Department’s Crime Scene Investigations Unit.
2003-04 FY ACCOMPLISHMENTS:
1. Utilized state 9-1-1 funding to accomplish a remodel of the Communications Center. Ergonomically
advanced workstations which raise and lower on hydraulics were added to the center along with
upgraded computer equipment, carpeting and chairs.
2. The Access Control system was upgraded to Hirsch Electronics advanced security software,
“Velocity”. The Closed-circuit television monitoring system was updated with digital cameras which
are motion activated and record to their own storage device.
3. Doubled the staffing in the Crime Scene Investigations Unit, with four full-time Police Services
Officers now fully trained and certified as Forensic Evidence Technicians.
4. For the first time in the history of the Department, we now offer around the clock Crime Scene
Investigation coverage with an implemented 24 Hour/7-Day call-out procedure for all CSI staff.
5. Increased Property and Evidence purging statistics over last year toward an eventual goal of ideal
statistical ratio of purging numbers of items equal to number of items booked.
6. Eliminated redundant procedures by converting manual statistical and tracking logs to computerized
spreadsheet formats to cover all items responsible for tracking, including department keys, lockers,
guns, uniforms, radios and other department equipment.
7. Comprehensive audits were conducted within the Records Section; Property and Evidence Section;
and of the Detention Facility. All audits were passed with no discrepancies noted.
8. The Property and Evidence Section booked 11,039 individual pieces of evidence.
9. The Property and Evidence Section purged 7,928 individual items of evidence following the close of
the prosecutorial processes.
10. Completed the remodel of the Report Writing Room and the Field Supervisor’s Office and designed
and implemented new officer mailboxes.
11. Coordinated the compilation of the Department’s FY 04/05 Budget.
12. Coordinated Tustin Police Department’s attendance and participation in the annual “Emergency
Vehicle Exposition” where Tustin units received awards.
13. Communications staff received and coordinated police response to 136,321 calls for service.
FIRE
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 92
FIRE EXPENDITURE SUMMARY
01/02 02/03 03/04 03/04 04/05
Actual Actual Cur Bud Projection Requested
Fire Services
Personnel
Operations 3,987,630 4,127,197 4,271,650 4,271,650 4,451,157
Capital
Fire Services Total 3,987,630 4,127,197 4,271,650 4,271,650 4,451,157
Expenditure Summary by Fund
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 93
FIRE SERVICES
DESCRIPTION:
The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public
education, and paramedic services. The Fire Authority serves nineteen cities and the County of Orange
through a Joint Powers Agreement. One member of the Tustin City Council serves on the Board of Directors
of the Fire Authority. In July 2000, the City approved a new ten-year contract with the Fire Authority.
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PARKS AND RECREATION
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 96
PARKS AND RECREATION
ORGANIZATIONAL CHART
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 97
03-04 03-04 03-04 04-05
CURR YTD VACAN-ADOPTED
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET
P & R Administration
Director, Parks & Recreation 01-701 1.0 1.0 - 1.0
Recreation Superintendent 01-701 1.0 1.0 - 1.0
Administrative Secretary 01-701 1.0 1.0 - 1.0
3.0 3.0 - 3.0
Sports
Recreation Supervisor 01-702 1.0 1.0 - 1.0
Recreation Coordinator 01-702 1.0 1.0 - 1.0
Community Svcs. Asst. 01-702 1.0 1.0 - 1.0
Sports Program Specialist 01-702 1.0 1.0 - 1.0
Recreation Program Assistant 01-702 0.5 0.5 - 0.5
4.5 4.5 - 4.5
Classes/Cultural Arts
Recreation Coordinator 01-703 1.0 1.0 - 1.0
Community Svcs. Asst. 01-703 1.0 1.0 - 1.0
Clerk Typist 01-703 0.5 0.5 - -
2.50 2.50 - 2.00
Senior Programs
Recreation Supervisor 01-705 1.0 1.0 - 1.0
Recreation Coordinator 01-705 1.0 1.0 - 1.0
Sr. Center Van Driver 01-705 0.5 0.5 - 0.5
Sr. Center Rec. Program Assistant 01-705 0.5 0.5 - -
Sr. Center Rec. Program Assistant 01-705 0.5 0.5 - -
Sr. Center Receptionist 01-705 0.5 0.5 - 0.5
4.00 4.00 - 3.00
P & R Support Services
Custodian 01-706 4.0 4.0 - 4.0
Custodian (Part Time) 01-706 0.5 0.5 0.5
Custodian (Part Time) 01-706 0.5 0.5 - 0.5
5.0 5.0 - 5.0
Tustin Youth Center
Recreation Coordinator 01-707 1.0 1.0 - 1.0
Recreation Program Assistant 01-707 0.5 0.5 - -
Recreation Program Assistant 01-707 0.5 0.5 - 0.5
2.0 2.0 - 1.5
PARKS & RECREATION TOTAL 21.0 21.0 - 19.0
PARKS AND RECREATION
POSITION CONTROL REPORT
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 98
Expenditure Summary 01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
Parks and Recreation Services
Administration
Personnel 277,707 299,695 307,136 302,640 323,883
Operations 45,832 48,834 58,698 45,698 46,898
Capital 3,980 431 4,000 500 4,000
01-701 327,518 348,961 369,834 348,838 374,781
Sports
Personnel 383,844 384,357 430,994 413,235 475,072
Operations 212,740 228,560 268,729 268,729 296,825
Capital 7,450 8,304 6,750 6,750 5,200
01-702 604,034 621,220 706,473 688,714 777,097
Classes/Cultural Services
Personnel 122,046 165,859 139,465 156,639 172,896
Operations 279,668 334,865 284,084 289,634 264,280
Capital 0 35,400 17,000 17,000 12,125
01-703 401,715 536,123 440,549 463,273 449,301
Senior Citizens
Personnel 178,538 140,412 168,743 169,343 233,058
Operations 175,028 119,203 115,528 111,342 101,333
Capital 0 0 6,950 11,450 4,500
01-705 353,565 259,615 291,221 292,135 338,891
Support Services
Personnel 232,419 256,272 269,629 263,130 269,943
Operations 6,468 5,414 7,769 7,769 7,783
Capital 2,778 3,300 4,000 4,000 6,000
01-706 241,665 264,986 281,398 274,899 283,726
Tustin Youth Center
Personnel 151,335 197,899 139,820 231,480 174,383
Operations 96,040 85,685 94,494 89,994 90,655
Capital 796 332 2,200 2,200 2,000
01-707 248,171 283,916 236,514 323,674 267,038
Parks and Recreation Total
Personnel 1,345,890 1,444,494 1,455,787 1,536,467 1,649,235
Operations 815,776 822,561 829,302 813,166 807,774
Capital 15,004 47,766 40,900 41,900 33,825
Parks and Recreation Total 2,176,669 2,314,821 2,325,989 2,391,533 2,490,834
PARKS AND RECREATION
EXPENDITURE SUMMARY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 99
PARKS & RECREATION – ADMINISTRATION
DESCRIPTION:
The Administration Services Division provides coordination to manage the planning, acquisition and
rehabilitation of park and recreation facilities; assists with the coordination of a variety of special events;
develops programs and facilities for the Tustin Legacy project; implements improved facility management
programs; develops marketing programs for department events; coordinates technology to improve efficiency
and effectiveness; and develops and implements a fiscal management system.
TASKS:
1. Implement and revise the Seven-Year Capital Improvement Program
2. Provide project management for capital improvement projects.
3. Provide support to the City Council and the Parks and Recreation Commission.
4. Provide facilitation resources to community organizations and resident groups.
2003-04 FY ACCOMPLISHMENTS:
1. Completed development of Pioneer Road Park.
2. Completed renovation of Columbus Tustin Park and ball fields.
3. Provided over 11,000 free lunches for disadvantaged youth through the year round food service
program, administered by the California Department of Education.
4. Managed successful Street Fair & Chili Cook Off in Old Town Tustin; attended by 20,000
participants.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 100
PARKS AND RECREATION – SPORTS
DESCRIPTION:
The Sports Services Division provides active recreation programs, through the utilization of sports, fitness
and instructional classes, that provides all ages the opportunity for supervised, active, recreation programs.
TASKS:
1. Provide 5400 individuals opportunities to participate in the year round Adult Softball Program.
2. Provide 140 teams the opportunity to participate in the Adult Volleyball Program.
3. Coordinate the Tiller Days Event and Parade, which accommodates over 75,000.
4. Administer tennis lessons and programs for over 1800 participants.
5. Coordinate and implement a City wide Youth Track and Field Meet for over 280 boys and girls.
6. Give 650 children the opportunity to participate in the Summer Day Camp program.
7. Conduct open adult volleyball and basketball programs for 1500 patrons.
8. Arrange for 16 sports organizations to utilize City facilities and issue 150 facility permits.
9. Provide over 4000 hours of supervised facility use at the Columbus Tustin Activity Center.
10. Coordinate and supervise free after school programs at the Columbus Tustin Activity Center for
middle school aged children.
11. Provide 200 local women a year-round indoor basketball league.
12. Coordinate school break and summer sports camp opportunities to 750 children.
13. Arrange 1560 hours of tennis court reservations for area residents.
2003 -04 FY ACCOMPLISHMENTS:
1. Increased Youth Track and Field Meet participation by 10%
2. Improved softball diamond infield conditions and revised field maintenance practices.
3. Increased summer youth sports camp offerings by 5%.
4. Attendance at Little Folks Camp has increased to 95% of maximum capacity.
5. Qualified 80 children to compete in the SCMAF Orange County Track and Field Meet.
6. Increased attendance at the Tiller Days event by 5%.
7. Offered 10 weeks at 100% capacity of Summer Teen Camp with excursions for pre-teens and teens.
8. Offered 10 weeks of Camp Tustin for school-aged children at 95% capacity.
9. Provided excursions to sporting events and amusement parks for middle-school aged children.
10. Conducted middle-school dances at the community center for area students.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 101
PARKS AND RECREATION – CLASSES/CULTURAL ARTS
DESCRIPTION:
The Contract Class Division promotes and coordinates recreational classes for community adults and youth.
The division is responsible for program publicity, including the production of the Tustin Today quarterly
brochure; procurement of instructors and classroom space; implementation of class registration procedures;
coordination of the summer day camp and supervised playground program.
TASKS:
1. Provide a variety of recreational classes for all ages.
2. Produce and publish the quarterly Tustin Today brochure.
3. Redesign and update the Department’s section of the City web site.
4. Develop and promote family special events, such as the Spring Egg Hunt, Movies in the Park and
the Fourth of July Celebration.
5. Produce seven (7) Concerts in the Park each summer at Peppertree Park.
2003-04 FY ACCOMPLISHMENTS:
1. Produced and circulated quarterly issues of the Tustin Today to 33000 residents and business in the
City of Tustin.
2. Coordinated special events throughout the year, including the 34th Annual Spring Egg Hunt, Movie
Nights and the Fourth of July Celebration.
3. Installed and implemented new registration and facility booking software; including online registration
for our contracted classes.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
Classes Offered 1,306 1,381
Participants enrolled in classes 8,647 8,932
Participants at Halloween Howl 960 1,080
Participants at Spring Egg Hunt 3,000 3,500
Participants at Movies in the Park 600 800
Participants at Concerts in the Park 10,800 10,400*
*Hosted one less concert in the series.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 102
PARKS AND RECREATION SERVICES DEPARTMENT - TUSTIN
FAMILY AND YOUTH CENTER
DESCRIPTION:
This Division is responsible for the operation and programming at the Tustin Family & Youth Center. The
primary charge of this Division is to provide a wide array of recreational activities and human services for
families and youth in the Southwest area of Tustin. These activities and services are accomplished in
collaboration with a variety of regional and local service organizations and agencies.
TASKS:
1. Provide comprehensive programs and services for Southwest Tustin children, 4-13 years of age, and
their families.
2. Increase outreach efforts to the community through mobile recreation programs designed to provide
drop-in recreational opportunities for children who might not otherwise be able to participate in local
recreation.
3. Enhance computer skills on site.
2003-04 FY ACCOMPLISHMENTS:
1. The Center provided over 200 families with holiday gift baskets and food.
2. Participation at the Summer Program at Frontier Park increased by 30%.
3. The Center provided sixty educational opportunities through classes for family and youth.
4. The Center hosted its 2nd year of the Little Folks Intergenerational Camp. The camp includes
children aged 3–5 years, senior grand counselors and teenage counselors in-training.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 103
RECREATION SERVICES DEPARTMENT - SUPPORT SERVICES
DESCRIPTION:
The Support Services Division is responsible for performing custodial duties in providing a clean, safe
environment for City employees and the general public at City Hall Civic Center, the Columbus Tustin Activity
Center, the Tustin Area Senior Center, The Tustin Family & Youth Center and the Tustin Sports Park offices.
TASKS:
1. Responsible for the care and light maintenance of the Civic Center, Senior Center, Youth Center,
Activity Center and Tennis Office.
2. Provide support to the Parks and Recreation Services Department for contract classes and special
events by providing setups and breakdowns of a variety of equipment.
3. Provide support and supervision of facility rentals.
2003-04 FY ACCOMPLISHMENTS:
1. Provided support to over 2,900 recreational classes and facility rentals.
2. Continued to minimize wear and enhance the preventive maintenance program at all City facilities.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 104
RECREATION SERVICES DEPARTMENT - SENIOR SERVICES
DESCRIPTION:
The Senior Services Division is responsible for the operation and programming of the Tustin Area Senior
Center. The primary charge of this division is to provide a wide variety of recreational, educational, social,
and human services. These activities are accomplished in collaboration with a variety of regional and local
service organizations.
TASKS:
1. Provide recreation, education and human services designed to assist Center participants with
activities for daily living, such as transportation and housing assistance, nutrition, physical and
mental well being and life enriching interests.
2. Continue to enhance the current Center Transportation Program for greater opportunities to meet
service needs and maximize transit system efficiency.
3. Provide staff support to the Senior Advisory Board and the Senior Center Fund.
2003-04 FY ACCOMPLISHMENTS:
1. Enhanced the current Excursion Program to provide more leisure travel opportunities for senior
adults by providing two excursion trips per month.
2. Volunteer participation continued to increase, including new opportunities for disabled volunteers,
high school students and non-seniors.
3. The Senior Advisory Board Ways and Means Committee raised over $4,000 for their next project to
benefit the Senior Center.
.
NON-DEPARTMENTAL
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 106
NON DEPARTMENTAL EXPENDITURE SUMMARY
01/02 02/03 03/04 03/04 04/05
Actual Actual Cur Bud Projection Requested
Non-Departmental
Personnel 67,972 71,569 70,000 136,479 105,000
Operations 2,188,373 3,787,176 1,513,812 1,512,356 496,577
Capital 140,242 55,537 0 0 0
Non-Departmental Total 2,396,586 3,914,282 1,583,812 1,648,835 601,577
COMMUNITY DEVELOPMENT
BLOCK GRANT
(CDBG)
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 108
COMMUNITY DEVELOPMENT BLOCK GRANTS
(CDBG) EXPENDITURE SUMMARY
01/02 02/03 03/04 03/04 04/05
Actual Actual Cur Bud Projection Requested
CDBG 04-05fy, Admin
Personnel 0 0 0 0 150,099
Operations 0 0 0 0 826,901
Capital 0 0 0 0 0
25-305 0 0 0 0 977,000
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 109
COMMUNITY DEVELOPMENT BLOCK GRANTS
DESCRIPTION:
The federal Housing and Community Act of 1974, as amended, created the Community Development Block
Grant (CDBG) program to return federal funds to local communities for the purpose of developing viable
urban communities by providing adequate housing and a suitable living environment and by expanding
economic opportunities, specifically for low and moderate income persons. Grants are awarded to
communities to implement a wide range of community development activities directed toward neighborhood
revitalization, economic development, and the provision of improved community facilities and services.
2003-04 FY ACCOMPLISHMENTS:
Provided Grants to the following activities:
1. Planning/Administration ($60,500).
2. Public Service ($149,700).
3. Public Facility and Improvements ($687,412).
4. Rehabilitation and Preservation ($85,000).
This Page Intentionally Left Blank
TUSTIN LANDSCAPE
LIGHTING DISTRICT
&
STREET LIGHTING
DISTRICT
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 112
Expenditure Summary 01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
Tustin LLD, Special District
Personnel 0 0 0
Operations 447,991 450,229 500,600 478,000 518,300
Capital 0 0 0
41-805 447,991 450,229 500,600 478,000 518,300
41 Tustin LLD Total
Personnel 0 0 0 0 0
Operations 447,991 450,229 500,600 478,000 518,300
Capital 0 0 0 0 0
41 Tustin LLD Total 447,991 450,229 500,600 478,000 518,300
Tustin SLD, Special District
Personnel 0 0 0 0 0
Operations 252,124 262,853 267,000 242,000 1,412,000
Capital 681,910 292,321 150,000 0 0
42 Tustin SLD Total 934,034 555,174 417,000 242,000 1,412,000
TUSTIN LANDSCAPE LIGHTING DISTRICT
&
STREET LIGHTING DISTRICT
EXPENDITURE SUMMARY
TUSTIN COMMUNITY
REDEVELOPMENT AGENCY
(RDA)
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 114
CITY OF TUSTIN REDEVELOPMENT AGENCY
ORGANIZATIONAL CHART
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 115
03-04 03-04 03-04 04-05
CURR YTD VACAN-ADOPTED
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET
REDEVELOPMENT
Redevelopment Program Manager 18-805 1.00 1.00 - 1.00
Redevelopment Program Manager 18-805 0.80 0.80 - 0.80
Administrative Secretary 18-805 0.50 0.50 - 0.50
2.30 2.30 - 2.30
Administrative Secretary 52-600 0.15 0.15 - 0.15
Redevelopment Program Manager 52-600 0.25 0.25 - 0.25
0.40 0.40 - 0.40
Administrative Secretary 53-600 0.15 0.15 - 0.15
Redevelopment Program Manager 53-600 0.25 0.25 - 0.25
Senior Redevelopment Project Manager 53-600 0.50 0.50 - -
0.90 0.90 - 0.40
Redevelopment Program Manager 55-600 0.2 0.2 - 0.2
0.2 0.2 - 0.2
Administrative Secretary 58-600 0.20 0.20 - 0.20
Redevelopment Program Manager 58-600 0.25 0.25 - 0.25
0.45 0.45 - 0.45
Redevelopment Program Manager 59-600 0.25 0.25 - 0.25
Senior Redevelopment Project Manager 59-600 0.50 0.50 -
0.75 0.75 - 0.25
REDEVELOPMENT TOTAL 5.0 5.0 - 4.0
TUSTIN REDEVELOPMENT AGENCY
POSITION CONTROL REPORT
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 116
Expenditure Summary 01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
SC RDA, Admin
Personnel 138,639 76,615 37,615 38,502 40,406
Operations 78,889 68,007 37,309 54,340 27,556
Capital 0 0 4,200 0 8,000
52-600 217,527 144,622 79,124 92,842 75,962
SC RDA, CIP
Personnel 0 0 0 0 0
Operations 255,568 84,350 0 0 0
Capital 129,774 8,617,289 10,015,077 755,000 1,266,658
52-999 385,341 8,701,639 10,015,077 755,000 1,266,658
52 SC RDA Total
Personnel 138,639 76,615 37,615 38,502 40,406
Operations 334,456 152,357 37,309 54,340 27,556
Capital 129,774 8,617,289 10,019,277 755,000 1,274,658
52 SC RDA Total 602,869 8,846,261 10,094,201 847,842 1,342,620
SC Set-Aside, Admin
Personnel 26,497 41,534 84,190 86,415 40,406
Operations 46,925 125,329 79,012 47,975 57,806
Capital 0 0 4,200 0 0
53 SC Set-Aside Total 73,422 166,863 167,402 134,390 98,212
Marine Base RDA, Admin
Personnel 19,609 21,725 23,651 24,350 25,241
Operations 185,451 78,272 40,836 8,313 26,101
Capital 161,983 0 0 0 0
55 Marine Base RDA Total 367,043 99,996 64,487 32,663 51,342
TUSTIN REDEVELOPMENT AGENCY
EXPENDITURE SUMMARY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 117
Expenditure Summary Cont.01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
Town Center RDA, RDA
Personnel 56,375 65,735 40,260 41,134 43,320
Operations 271,259 140,612 171,088 186,735 259,076
Capital 66,000 14,095 0 15,000 8,000
58-600 393,634 220,442 211,348 242,869 310,396
Town Center RDA, CIP
Personnel 0 0 0
Operations 59,330 4,955 0 0 0
Capital 170,000 18,010 640,000 633,000 50,000
58-999 229,330 22,965 640,000 633,000 50,000
58 Town Center RDA Total
Personnel 56,375 65,735 40,260 41,134 43,320
Operations 330,590 145,566 171,088 186,735 259,076
Capital 236,000 32,105 640,000 648,000 58,000
58 Town Center RDA Total 622,964 243,406 851,348 875,869 360,396
Town Center Set Aside, RDA
Personnel 26,497 39,169 78,123 80,905 31,514
Operations (7,089) 4,468 962,625 342,401 633,516
Capital 5,470 16,247 1,300,000 1,300,000 0
59-600 24,878 59,884 2,340,748 1,723,306 665,030
Town Center Set Aside, CIP
Personnel 0 0 0
Operations 0 0 0 0 0
Capital 0 0 0 0 0
59-999 00 00 0
59 Town Center Set Aside Total
Personnel 26,497 39,169 78,123 80,905 31,514
Operations (7,089) 4,468 962,625 342,401 633,516
Capital 5,470 16,247 1,300,000 1,300,000 0
59 Town Center Set Aside Total 24,878 59,884 2,340,748 1,723,306 665,030
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 118
TUSTIN COMMUNITY REDEVELOPMENT AGENCY
DESCRIPTION:
The Tustin Community Redevelopment Agency was established in 1976 for the purpose of providing needed
public improvements and facilitating economic development within the Town Center Project Area and,
subsequently in 1983, the South Central Redevelopment Project Area. The MCAS-Tustin Project Area is
expected to be added with adoption in June 2003. The City Council serves as the Agency Board of Directors
and City staff provides required Agency staff support.
2004-05 FY GOALS
TOWN CENTER PROJECT AREA
1. Continue to coordinate with and support the efforts of the property owners and businesses in Town
Center in their efforts to market and promote Old Town Tustin and the Town Center Project Area.
2. Coordinate with Community Development on entitlement processing of the Prospect Village Project
(the former Utt Juice property at Main and Prospect), conclude negotiations for a disposition and
development agreement for the development, and coordinate with the developer on its construction
of site improvements and public improvements to Prospect Avenue and the East Alley.
3. Conclude negotiations for a disposition and development agreement for development of property in
the vicinity of the southwest corner of El Camino Real and Newport Avenue with Makena Great
American Newport Company, LLC. And coordinate any entitlement processing for the development
with the Community Development Department.
4. Continue to coordinate design work, pedestrian easement negotiations and redevelopment of the
Radan Property to provide additional access to the Steven’s Square Association parking structure.
5. Support and process requests from downtown property owners and businesses for participation in
the City and Agency’s Commercial Rehabilitation Program.
6. In coordination with Public Works, continue the implementation of El Camino Real and Main Street
streetscape enhancements to include additional signage improvements that will support
redevelopment activities in Old Town.
7. Continue to complete property acquisition, tenant relocation activities associated with the Tustin
Library Project, supervise the preparation of design and construction documents for the project and
support City Council exploration of financing alternatives for the project in addition to State Library
Bond Act funds.
8. Coordinate with Public Works and other City departments to ensure progress on property acquisition
needed and capital improvements in the project area funded by the Agency and/or needed to
eliminate blight and support economic development activities including the Irvine Boulevard and
Newport Avenue Intersection Enhancement Project which is a priority improvement.
9. Complete the 5 Year Town Center Implementation Plan.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 119
SOUTH CENTRAL PROJECT AREA
1. Continue outreach to parcelize and sell excess property, part of the former Case Swayne ownership
at 1021 Edinger, not needed for the Newport Avenue extension.
2. Continue to discussions with AAE, the largest property owner within the Pacific Center East Project
for development of their property and coordinate with the Community Development Department on
any necessary entitlement processing.
3. Coordinate with Public Works and other City departments to ensure progress on property acquisition
and progress on capital improvements in the project area funded by the Agency and/or needed to
eliminate blight and support economic development activities. A Priority improvement includes the
Newport Avenue/ SR-55 Northbound Ramp Reconfiguration Project.
4. Act as coordinator for overall City activities in the Southwest neighborhood.
5. Continue to pursue opportunities for additional open space in proximity to the Tustin Family Youth
Center.
6. Complete the 5 year South Central Implementation Plan.
HOUSING
1. Review and make recommendations on the continuation of the down payment assistance program to
first time homebuyers.
2. Oversee the mortgage credit certificate program administered by the County.
3. Continue implementation of a Residential Rehabilitation Grant and Loan program in the Southwest
Neighborhood.
4. Continue initiation and administration of Housing Development Bridge Loans under the CHFA HELP
Program funding award.
5. Coordinate the issuance of Multifamily Housing Revenue Bonds with Developers, California
Statewide Communities and the County for the development and/or acquisition and rehabilitation of
affordable apartment projects.
6. Coordinate with the Community Development Department for the preparation and implementation of
the City’s Housing Element and Comprehensive Affordable Housing Strategy.
7. Develop written procedures and affordability compliance plan to ensure housing production and
rehabilitation compliance requirements are met annually.
8. Continue to monitor all affordability housing covenants that are the Agency’s responsibility. Also,
continue annual monitoring program as identified by Agency procedures to ensure compliance of low
and moderate income restricted units under agreements with the Agency.
9. Continue to track and monitor the expenditure of housing set-as-aside funds ensuring that the
Agency is drawing down and expending adequate resources so that excess surplus funds are not
lost to the Agency and that specific implementation activities are timely recommended to avoid loss
of resources. This will involve preparation of quarterly and annual reports on housing set-aside
draw-downs.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 120
ADMINISTRATIVE/ECONOMIC DEVELOPMENT
1. Provide information to the public on economic development activities and programs through the
City’s web site.
2. Provide staff contact to the Chamber of Commerce Economic Development Council.
3. Continue business outreach, attraction and retention efforts to encourage increases in occupancy
and new development, and to maintain and enhance the positive pro-business approach of the City
as it assists both current businesses and businesses seeking to relocate in Tustin.
4. Provide coordination with the Advance Planning Division on the use of CDBG funds, specifically the
HOME Funds.
5. Coordinate with the Finance Department to complete an on-going basis a thorough analysis of
assessed valuation in both project area and identify and oppose significant tax appeals that
negatively impact the flow of tax increment of the Agency.
MCAS, TUSTIN
MCAS TUSTIN REDEVELOPMENT PROJECT AREA
1. Monitor implementation activities pursuant to adoption of the MCAS-Tustin Redevelopment Project
Area.
2. Monitor and where needed propose state and federal legislation to provide assistance in
redevelopment efforts at MCAS Tustin.
3. Coordinate with Public Works and other City departments to ensure progress on capital
improvements in or adjacent to the project area funded by the Agency, MCAS Tustin project
developers and/or needed to eliminate blight and support economic development activities.
TUSTIN LEGACY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 122
TUSTIN LEGACY
EXPENDITURE SUMMARY
01/02 02/03 03/04 03/04 04/05
Actual Actual Cur Bud Projection Requested
Tustin Legacy Enterprise
Personnel 0 125,467 242,764 249,054 259,752
Operations 0 7,154,827 1,946,600 2,040,608 936,700
Capital 0 0 0 0 0
18-805 0 7,280,294 2,189,364 2,289,662 1,196,452
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 123
TUSTIN LEGACY
DESCRIPTION:
When the original decision was made in 1991 to close MCAS Tustin, the city was faced with the loss of its
most prominent feature. The local community did not oppose the base’s closure, however, instead
proceeding immediately to plan for its reuse. The base was finally conveyed to the city by the Navy
Department in May 2002. Since all but a small portion of the base acreage lies within the Tustin city limits, its
addition will increase the City’s land size by about one-third.
The City vision for Tustin Legacy is that of a compact and walkable, mixed-use community with a distinctive
sense of place that builds on the major features of the site, and that is synergistically linked with the adjacent
disposition parcels. It is envisioned as a premier master planned district within the City of Tustin a mixed-use
district that enhances the quality of life for Tustin residents and that demonstrates the city commitment to
quality development, smart growth and sustainability. The district will create a new center of activity within
the city, providing an engaging place to live, work, learn and play, a place that complements and supports
adjacent neighborhoods and districts, and a place that offers significant new resources to the broader region.
Tustin is a city of diverse neighborhoods. From Old Town, which strongly relates to the city historical
heritage, to Tustin Ranch, a high quality master-planned community, Tustin existing neighborhoods have a
unique and rich character contributing to the overall identity and livability of the city. Tustin Legacy is
envisioned as a new neighborhood district, one that maintains and enhances the community quality of life
while establishing a new model for development in the twenty-first century. Tustin Legacy will provide a new
activity center and anchor for the southernmost sector of the city, which has long been separated from the
remainder of the Community. Surrounded by urban development involving an array of land uses, Tustin
Legacy also provides for the expansion of major office and light industrial business park uses to the south
and southwest. The district will include up to 4,049 units of housing within Tustin jurisdiction, and over nine
million square feet of commercial and institutional development.
The centerpiece of Tustin Legacy is its Master Developer Concept. The Master Development Site comprises
approximately 700 acres of the Tustin Legacy property. The Master Development Site may include up to
1,825 residential units at a range of densities; approximately 3.3 million square feet of mixed-use
development; nearly 3.4 million square feet of R&D, industrial, and office uses; more than 500,000 square
feet of retail/commercial uses; a resort hotel with between 250 and 500 rooms; an 18-hole golf course; and a
range of other open space and education uses.
The district will be comprised of several neighborhoods, including residential, commercial, and business uses
that provide a vibrant mixed-use focus for all of Tustin Legacy, as well as an attractive citywide and regional
destination. With shops, restaurants, offices, other business uses, and homes, the development will be a
natural gathering place for existing and future residents as well as employees of the area. It will be easily
accessible from the surrounding community by an expanded roadway system, transit, including adjacency to
a regional commuter rail station, and by a comprehensive system of linking open spaces and bicycle and
pedestrian trails.
The Specific Plan creates a series of neighborhoods within the Master Development Site, including a mixed-
use Community Core. These uses will be adjacent to a privately owned, publicly accessible golf course and a
hotel and conference facility in the vicinity of Edinger Avenue and Jamboree Road. The southwest quadrant
of the Master Developer Site is designated for commercial and business uses, creating an appropriate
balance of jobs in close proximity to new housing.
In another disposition separate from the Master Developer Site, the City of Tustin plans to develop 50+ acres
located at the strategic Barranca Parkway and Jamboree Road intersection with regional-serving commercial
and retail uses that will contribute to the fiscal well being of the community. This property is located
immediately southeast of the Community Core neighborhood.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 124
A wide spectrum of public-oriented uses and institutions, situated immediately west and north of the
Community Core, will help establish Tustin Legacy as a major civic, cultural and recreational destination
within the region. Within the Learning Village land use neighborhood, a 10-acre elementary school will be
developed by the Tustin Unified School District, as well as a four-acre County of Orange shelter for abused
children. In addition, a 65-acre educational campus will be developed by the South Orange County
Community College District, and a 15-acre site will be developed and managed by the Rancho Santiago
Community College District.
Adjacent to the Community Core, an 84.5-acre Urban Regional Park to be developed by Orange County will
feature recreational and cultural facilities as well as a family youth resource center and animal control facility
Retention and reuse of the northern blimp hangar may be considered as part of the Urban Regional Park as
well. East of the Urban Regional Park, an approximate 40-acre high school will also be developed by the
Tustin Unified School District.
2004-05 FY GOALS
1. Continue to monitor timely environmental clean up which supports community reuse.
2. Negotiate potential deed transfers, subleases and licenses at Tustin Legacy with private property
developers and others under the Economic Development Conveyance and Navy Lease in
Furtherance of Conveyance. Parcels affected include the future public community park, the City
Child Care center, remaining educational parcels to the South Orange County Community College
District and Tustin Unified School District, “Carve-Out” areas within the City’s Economic
Development Conveyance parcels as they are released, and flood control channels. Assist other
public agencies in securing their public conveyances.
3. Implement California Technology, Trade, and Commerce Agency designation of the MCAS-Tustin
site as a Local Area Military Base Recovery Area (LAMBRA), creating tax reductions for participating
businesses.
4. Implement construction of first phase capital improvements (Valencia Avenue/Armstrong Avenue) to
accommodate redevelopment of the base.
5. Affect disposition of existing electrical, gas and telecommunication systems at the base and if
possible ensure continued interim/transitional utility service until new backbone infrastructure can be
completed.
6. Coordinate implementation and monitor Development and Disposition Agreement obligations of WL
Homes on Parcel 33 and 34, including affordable housing covenants.
7. Coordinate with Community Development in review and entitlement of Lennar/William Lyon Homes
proposed development within the City of Tustin and Irvine.
8. Complete planning and negotiations of a Disposition and Development Agreement with the
approved Master Developer (Tustin Legacy Partners, LLC ) for the phased economic redevelopment
of 700+ acres of property at Tustin Legacy, coordinating with all City Departments.
9. Complete negotiations and disposition of Parcel 10, 11 and 12 to Vestar for development of a big-
box lifestyle and entertainment center at the southeastern portion of the Tustin Legacy project
10. Coordinate with the Finance Department and Public Works Department on establishment of public
financing mechanisms necessary to support construction of Tustin Legacy backbone infrastructure
and community facilities. Ensure that all private development pays its fair share of this obligation.
11. Pursue state and federal grants and other funding sources to support rapid redevelopment.
12. Administer maintenance and security caretaking support to the former MCAS Tustin.
WATER ENTERPRISE
PAGE 126 PUBLIC WORKS ORGANIZATIONAL CHART
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 127
03-04 03-04 03-04 04-05
CURR YTD VACAN-ADOPTED
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET
Water Billing
Accounting Specialist 70-451 2.0 2.0 - 2.0
Senior Accounting Specialist 70-451 1.0 1.0 - 1.0
3.0 3.0 - 3.0
Water Operations
Water Services Manager 70-452 1.0 1.0 - 1.0
Office Support Specialist 70-452 1.0 1.0 - 1.0
Associate Engineer 70-452 1.0 1.0 - -
Principal Engineer 70-452 - - - 1.0
Water Treatment Supervisor 70-452 0.375 0.375 - 0.375
Water Maintenance Supv./Customer Serv. 70-452 1.0 1.0 - 1.0
Management Analyst 70-452 1.0 1.0 - 1.0
Water Treatment Plant Operator II 70-452 0.5 0.5 - 0.500
Water Maintenance Leadworker 70-452 1.0 1.0 - 1.0
Water Equipment Operator 70-452 2.0 2.0 - 2.0
Water Maintenance Worker I 70-452 4.0 4.0 - 4.0
Water Maintenance Worker II 70-452 3.0 3.0 - 3.0
Water Maintenance Worker I - Y Rated 70-452 - - - -
15.875 15.875 - 15.875
Reverse Osmosis
Water Treatment Supervisor 70-457 0.250 0.250 - 0.250
Water Treatment Plant Operator II 70-456 1.0 1.0 - 1.0
1.250 1.250 - 1.250
17th St Desalter
Water Treatment Supervisor 70-458 0.125 0.125 - 0.125
Water Treatment Plant Operator II 70-458 1.0 1.0 - 1.0
1.125 1.125 - 1.125
Water Production
Water Treatment Supervisor 70-459 0.25 0.25 - 0.25
Water Treatment Plant Operator II 70-459 0.5 0.5 - 0.50
0.75 0.75 - 0.8
WATER TOTAL 22.0 22.0 - 22.0
WATER POSITION CONTROL REPORT
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 128
Expenditure Summary 01/02 02/03 03/04 03/04 04/05
(By Fund)Actual Actual Cur Bud Projection Requested
Water, Billing
Personnel 142,860 159,477 158,913 158,913 174,004
Operations 2,936,251 1,346,569 1,241,975 1,240,200 1,240,513
Capital 18,071 2,483 17,000 0 10,500
70-451 3,097,183 1,508,528 1,417,888 1,399,113 1,425,017
Water, Operations
Personnel 791,797 909,864 1,106,840 1,114,153 1,208,495
Operations 571,794 432,845 546,432 589,432 662,183
Capital (8,484) (32,617) 189,100 213,669 214,611
70-452 1,355,106 1,310,092 1,842,372 1,917,254 2,085,288
Water Fund, Debt Svs
Personnel 0 0 0
Operations 1,283,867 1,254,213 453,500 453,500 583,920
Capital 00 0
70-453 1,283,867 1,254,213 453,500 453,500 583,920
Ionization
Personnel 71,163 85,605 49,071 49,432 0
Operations 149,959 197,973 385,159 368,159 0
Capital 00 0
70-456 221,122 283,578 434,230 417,591 0
Reverse Osmosis
Personnel 40,750 42,048 51,174 51,535 102,419
Operations 203,743 254,828 514,759 472,559 922,265
Capital 00 0
70-457 244,493 296,876 565,933 524,094 1,024,684
17th Street Desalter
Personnel 81,251 80,684 90,100 90,461 96,830
Operations 609,318 723,092 1,012,879 1,010,879 1,088,679
Capital 9,473 0 922,000 922,000 312,193
70-458 700,043 803,776 2,024,979 2,023,340 1,497,702
Water Production
Personnel 93,746 102,047 94,078 94,801 103,446
Operations 3,192,249 2,790,795 2,956,486 2,218,786 3,294,050
Capital 0 0 0 0 0
70-459 3,285,995 2,892,842 3,050,564 2,313,587 3,397,496
70 Water Utility Fund Total
Personnel 1,221,567 1,379,724 1,550,176 1,559,295 1,685,194
Operations 8,947,181 7,000,315 7,111,190 6,353,515 7,791,609
Capital 19,061 (30,134) 1,128,100 1,135,669 537,304
70 Water Utility Fund Total 7,090,625 6,841,377 8,371,578 7,649,366 8,589,090
WATER EXPENDITURE SUMMARY
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 129
WATER BILLING
DESCRIPTION:
Administrative functions of the Water Utility are responsible for but not limited to: customer service inquiries,
rate analysis, meter reading, customer billings, cash management, financial analysis, risk management, and
liaison to field operations in construction of major capital improvements, infrastructure and ongoing
operational maintenance.
TASKS:
1. Read customer meters.
2. Prepare customer invoices from automated meter reading equipment.
3. Cash applications and accounts receivable.
4. Customer service orders.
5. Prepare and monitor work orders for field operations concerning meter repair, leaks, turn-ons and
turn-offs.
6. Prepare water management reports.
7. Implement and promote water conservation program.
8. Rate setting.
9. Debt administration.
10. Capital Improvement Projects accounting.
2003-04 FY ACCOMPLISHMENTS:
1. Implemented an Internet utility billing program.
2. Implemented a direct debit utility payment system.
3. Upgraded to new version of software enhancing billing and cashiering.
4. Printed 83,000 Water Bills.
5. Answered 29,000 phone calls from customers.
6. Performed over 6,800 onsite field calls to customers homes.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 130
PUBLIC WORKS - WATER OPERATIONS
DESCRIPTION:
Install, maintain, repair and upgrade the water distribution system, monitor water quality, provide customer
service, and make emergency repairs.
TASKS:
1. Assure compliance with all health and safety standards for water quality throughout the system.
2. Operate and maintain the water distribution system utilizing the safest and cost-effective practices.
3. Coordinate the design and construction of Capital Improvement Program projects necessary to
replace aged and undersized system components and facilities.
4. Perform preventive maintenance and make emergency repairs as needed to minimize water loss
and service interruptions.
5. Provide responsive customer service.
6. Review City, developer and outside agency project plans for compliance with Water Division
standards
2003-04 FY ACCOMPLISHMENTS:
1. Completed the Main Street Facilities Improvement Project.
2. Completed design of the Prospect Avenue Water Line Project and coordinated with the Orange
County Sanitation District to have the project constructed in conjunction with a sewer line
replacement project in the same location.
3. Produced and distributed Consumer Confidence Report.
4. Completed the EPA mandated Vulnerability Assessment and Emergency Response Plan.
5. Completed the Urban Water Management Plan update.
6. Completed the Department of Health Services Water Quality Monitoring Plan, Emergency
Chlorination Plan, and the Nitrification Monitoring Plan.
7. Completed safety training for Confined Space Entry, Respiratory Safety, Lockout/Tagout
Procedures, and Shoring and Excavation.
8. Updated water distribution system hydraulic model software and analyzed areas of the water system
for compliance with fire flow requirements.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
Respond to service orders - various 1,076 1,200
Valves exercised 431 50
Set or replace meters 711 700
Replace service laterals 71 100
Repair main and service leaks 70 80
New service lateral installations 8 7
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 131
MAIN STREET WATER FACILITY
DESCRIPTION:
The Main Street Water Facility, consists of two groundwater production wells, reverse osmosis and ion
exchange treatment plants, a water storage reservoir and booster pump station. The two treatment plants
remove nitrate-contaminates from the groundwater produced at this facility. The water is treated and
blended to produce drinking water that complies with all State and Federal Safe Drinking Water standards.
TASKS:
1. Assure compliance with all health and safety standards for water quality.
2. Ensure compliance with all City and State work site safety regulations and programs.
3. Continue operation in order to remove contaminants from the groundwater basin and reduce the
spread of nitrates to other City owned wells.
4. Maximize water production to reduce dependence on imported water supplies.
5. Operate the ion exchange plant in conjunction with the reverse osmosis plant to maximize use of the
new Main Street Water Facility to meet distribution system demand peaks.
2003-04 FY ACCOMPLISHMENTS:
1. Incorporated the operation and maintenance of facility into the operation and maintenance of the
new Main Street Facilities Improvement Project.
2. Implemented the Main Street Facilities Risk Management Plan.
3. Produced 2,200 acre-feet of potable water.
4. Installed new nitrate monitor.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
Water Production (acre-feet) 1,160 2,200
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 132
17TH STREET DESALTER
DESCRIPTION:
This water treatment facility, located on 17th Street near Windsor Place, 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
Safe Drinking Water standards.
TASKS:
1. Ensure compliance with all health and safety standards for water quality production and distribution.
2. Ensure compliance with all City and State work site safety regulations and programs.
3. Continue operation in order to remove contaminants from the groundwater basin and reduce the
spread of nitrates to other City-owned wells.
4. Maximize water production to reduce dependence on imported water supplies and to offset the cost
of water purchases.
5. Ensure compliance with the Regional Water Quality Control Board (RWQCB) National Pollution
Discharge Elimination System permit requirements.
2003-04 FY ACCOMPLISHMENTS:
1. Evaluated the performance of Well No. 4 and modified the facility’s computerized operating program
to improve efficiencies.
2. Received approval of the Risk Management Plan from the Orange County Fire Authority and
implemented the required activities.
3. No work related lost time accidents.
4. Met the 50% Nitrate Reduction Requirements as required in the new NPDES permit.
5. Produced 2,900 acre-feet of potable water.
6. Provided a tour to a Rancho Santiago Community College water treatment class.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
Water produced (acre-feet) 2,032 2,900
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 133
WATER PRODUCTION
DESCRIPTION:
Produce and supply domestic water without interruption to the Tustin Water Service area while complying
with the Safe Drink Water standards mandated by the State and Federal governments.
TASKS:
1. Produce competitively priced, high quality water meeting all health and safety standards for water
quality.
2. Operate water production facilities while utilizing the most cost-effective methods and practices that
public safety and water demand requirements allow.
3. Perform preventive maintenance and make emergency repairs as needed to minimize the loss of
groundwater production and imported water supplies, and to minimize service interruptions.
4. Coordinate, in a timely and cost efficient manner, the design and construction of Capital
Improvement Program projects necessary to construct new facilities and to replace aged and
undersized system components and facilities.
5. Participate in the Metropolitan Water District of Southern California (MWD) In-Lieu Program.
6. Coordinate operation of water facilities with contractors during construction activities.
2003-04 FY ACCOMPLISHMENTS:
1. Completed the Main Street Facilities Improvement Project.
2. Received approval of the Vandenberg Well Risk Management Plan from the Orange County Fire
Authority and implemented the required activities.
3. Replaced the Yorba Well motor and replaced and lowered the pump and well column.
4. Replaced the Beneta Well motor and well column, and repaired and lowered the pump.
5. Completed design, bidding and award of the Columbus-Tustin Well Panel Replacement Project.
6. Completed the Preliminary Drinking Water Source Assessment Reports for the new Tustin Avenue
Well and Pasadena Well.
7. Significantly increased participation in the MWD In-Lieu Program.
PERFORMANCE INDICATORS: FY 02/03 FY 03/04
Untreated Groundwater Produced (acre-feet) 4,358 3,122
Imported Water Purchased (acre-feet) 3,537 2,070
In-Lieu 1.663 3.864
* Note: Does not include water produced at treatment plant facilities.
This Page Intentionally Left Blank
BUDGET PROCESS
BUDGET CONTROLS AND BASIS
AND
GLOSSARY OF TERMS
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 136
BUDGET PROCESS
The 2004-05 FY Budget Process for the City of
Tustin begins at mid-year of the fy 2003-04. With
audited numbers for fy 2002-03 and collected data
for half of fy 2003-04, staff is better able to project
year-end revenues and expenditures. Staff also
makes minor adjustments/supplemental requests
and presents the Mid-Year Budget Report to the
City Council.
On Monday, June 21, 2004, the City Council held
its Budget Workshop and listened to the requests
and comments of the public. Some issues
discussed include technology and capital projects.
The proposed City budget is prepared by City
Staff and submitted to the City Council each year.
The City Council adopts the annual operating
budget by June 30 of each year.
The Finance Director has the authority to make
technical corrections in compiling the adopted
budget.
The City Manager, or his designee, has the
discretion to make budget adjustments within a
fund, within capital projects, and within a
department’s operating budget. Such discretion
does not include any increase to an operating
fund or to the overall adopted budget.
All budget adjustments between City funds are
submitted to the City Council for formal approval.
Budget adjustments should be clearly marked as
budget adjustments, including the reason for the
adjustment, availability of resources, and financial
impact on impacted funds.
The adopted budget should be considered an
allocation of the City’s resources. These
resources should be allocated on a basis
consistent with City priorities and needs.
A mid-year budget status report covering the
City’s operating funds is also prepared and
presented to the City Council annually. The mid-
year report includes current year budget, as well
as projections to year-end.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 137
INTERNAL CONTROL, BUDGETARY CONTROL AND ACCOUNTING
BASIS In developing and modifying the City’s accounting
system, consideration has been given to the
adequacy of internal accounting controls. Internal
accounting controls are designed to provide
reasonable, but not absolute, assurance regarding
the safeguarding of assets and the reliability of
financial records and maintaining accountability of
assets.
The concept of reasonable assurance recognizes
that: the cost of a control should not exceed its
benefits. The evaluation of this cost benefit
relationship rests with Management. All internal
control evaluations occur within the bounds as
described. We believe that the City’s internal
accounting controls adequately safeguard assets
and provide reasonable assurance of proper
recording of financial transactions.
The annual budget adopted by the City Council
provides for the general operation of the City. It
includes proposed expenditures and the means of
financing them. The City Council approves total
budgeted appropriations and any amendments to
appropriations throughout the year.
The “appropriated budget” covers substantially all
City expenditures, with the exception of capital
improvement projects carried forward from prior
years, which expenditures constitute legally
authorized “non-appropriated budget”. There
were no significant non-budgeted financial
activities. Actual expenditures may not exceed
budgeted appropriations at the functional or
program level. The City has the following
programs accounted for through its governmental
funds–general government, public safety, public
works, community services and capital
expenditures.
Budgets for the General and Special Revenue
Funds are adopted on a basis substantially
consistent with generally accepted accounting
principles. Accordingly, actual revenues and
expenditures can be compared with related
budgeted amounts without any significant
reconciling items. No budgetary comparisons are
presented for the Capital Projects, Debt Service
and Proprietary Funds, as the City does not adopt
annual budgets for these types of funds.
Formal budgetary integration is employed as a
management control device. Commitments for
materials and services, such as purchase orders
and contracts, are recorded during the year as
encumbrances to assist in controlling
expenditures. Encumbrances at year-end lapse
then are added to the following year’s budgeted
appropriations. Encumbrances are not carried
forward at year-end.
Governmental fund types and Agency funds use a
modified accrual basis of accounting, except
those assets of the Employee Deferred
Compensation Agency Fund are reported at fair
value rather than cost, in accordance with GASB
Statement No. 2. The City has implemented
GASB Statement No. 31, Accounting and
Financial Reporting for Certain Investments and
for External Pools in fiscal year 98-99.
Basis of accounting refers to the concept of
recognizing the time a transaction has occurred
for the purpose of recording that transaction. This
is key because the budget determines the
accounting system. For example, if the budget
system anticipates revenues on a cash basis, the
accounting system must record only cash
revenues as receipts. If the budget uses an
accrual basis, accounting must do likewise. Like
many cities, Tustin uses a modified approach to
the cash and accrual basis.
The City’s Governmental Fund Types recognize
revenues when they are accrued, i. e., when they
become measurable and available to pay for
current expenditures. Accrued revenues include
sales taxes, property taxes, and other taxes
received within sixty days after the fiscal year
ends, and earnings on investments. Grant funds
earned but not received are recorded as
receivables and revenues, and grant funds
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 138
received that have not met recognition criteria are
reported as deferred revenues. Expenditures are
recorded when the liability is incurred, except that
unmatured principal and interest on general long-
term debt are recorded when due.
The City’s Proprietary Funds recognize revenue
when they are earned, and expenses when the
liability is incurred. Unbilled water utility and water
utility user tax revenues are accrued at year-end.
Fiduciary Funds are treated according to the
nature of the fund. The City has only Agency
Funds which are custodial in nature (assets
equals liabilities) and do not measure results of
operations. Assets and liabilities are accounted
for on a modified accrual basis.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 139
GLOSSARY OF TERMS
Accounting System: The total set of records and
procedures that are used to record, classify, and
report information on the financial status and
operations of an entity.
Accrual Basis of Accounting: proprietary fund
types utilize the accrual basis of accounting.
Under this method, revenues are recorded when
earned and expenses are recorded at time
liabilities are incurred. Unbilled utility receivables
are accrued at fiscal year end.
Activity: A specific and distinguishable unit of
work or service performed.
Appropriation: An authorization made by the
legislative body of a government, which permits
officials to incur obligations against and to make
expenditures of governmental resources.
Appropriations are usually made for fixed amounts
and are typically granted for a one-year period.
Appropriation Resolution: The official
enactment by the legislative body establishing the
legal authority for officials to obligate and expend
resources.
Assessed Value: The value placed on real and
other property as a basis for levying taxes.
Assets: Property owned by a government, which
has monetary value.
Audit: A systematic examination of resource
utilization concluding in a written report. It is a
test of management’s internal accounting controls
and is intended to: (1) ascertain whether financial
statements fairly present financial position and
results of operations; (2) test whether transactions
have been legally performed; (3) identify areas for
possible improvements in accounting practices
and procedures; (4) ascertain whether
transactions have been recorded accurately and
consistently; and (5) ascertain the stewardship of
officials responsible for governmental resources.
Balance Sheet: A statement purporting to
present the financial position of an entity by
disclosing the value of its assets, liabilities, and
equities as of a specific date.
Bond: A written promise to pay (debt) a specified
sum of money (called principal or face value) at a
specified future date (called the maturity date(s))
along with periodic interest paid at a specified
percentage of the principal (interest rate). Bonds
are typically used for long-term debt.
Budget (Operating): A plan of financial operation
embodying an estimate of proposed expenditures
for a given period (typically a fiscal year) and the
proposed means of financing them (revenue
estimates).
Budget Calendar: The schedule of key dates or
milestones that a government follows in the
preparation and adoption of the budget.
Budget Document: The official written statement
submitted by the City Manager and supporting
staff to the legislative body detailing the proposed
budget.
Budget Message: A general discussion of the
proposed budget presented in writing as part of,
or supplement of, the budget document. The
budget message explains principal budget issues
against the background of financial trends and
presents recommendations made by the City
Manager.
Capital Assets: Assets of significant value and
having a useful life of several years. Capital
assets are also called fixed assets.
Capital Budget: A plan of proposed capital
expenditures and the means of financing them.
The capital budget is usually enacted as part of
the complete annual budget, which includes both
operating and capital outlays.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 140
Capital Improvement Program: A plan for capital
expenditures to be incurred each year over a fixed
period of several future years setting forth each
capital project, and identifying the expected
beginning and ending date for each project, the
amount to be expended in each year, and the
method of financing those expenditures.
Capital Outlays: Expenditures for the acquisition
and/or construction of capital assets.
Capital Projects: Projects that purchase or
construct capital assets.
Cost Accounting: Accounting that assembles
and records all costs incurred to carry out a
particular activity or deliver a particular service.
Debt Service: Payment of interest and repayment
of principal to holders of a government’s debt
instruments.
Deficit: (1) The excess of an entity’s liabilities
over its assets (see Fund Balance), or (2) the
excess of expenditures or expenses over
revenues during a single accounting period.
Depreciation: (1) Expiration in the service life of
capital assets attributable to wear and tear,
deterioration, action of the physical elements,
inadequacy or obsolescence. (2) That portion of
the cost of a capital asset that is charged as an
expense during a particular period.
Encumbrance Accounting: Encumbrance
accounting, under which purchase orders,
contracts and other commitments for the
expenditure of monies are recorded in order to
reserve that portion of the applicable
appropriation, is utilized as an extension of the
formal budgetary integration in the governmental
funds. Encumbrances provide authority to
complete these transactions as expenditures and
represent commitments related to unperformed
contracts for goods or services. Encumbrances
outstanding at year-end are reported as
reservations of fund balances since they do not
constitute expenditures or liabilities.
Enterprise Fund Accounting: Accounting used
for government operations that are financed and
operated in a manner similar to business
enterprises, and for which preparation of an
income statement is desirable. Enterprise funds
use the accrual basis of accounting.
Expenditures: Where accounts are kept on the
modified accrual basis of accounting, the cost of
goods received or services rendered whether
cash payments have been made or not.
Fiscal Year: The City of Tustin operates on a
fiscal year from July 1 through June 30.
Fund: A separate accounting entity with a self-
balancing set of accounts. Funds are classified
into three categories: governmental, proprietary
and fiduciary.
Fund Balance: The excess of an entity’s assets
over its liabilities. A negative fund balance is
called a fund deficit.
Goals and Objectives: Specific projects and
programs to be undertaken utilizing allocated
fiscal resources, designed to further the
achievement of the Community Vision.
Grant: A contribution of assets (usually cash) by
one governmental unit or other organization to
another. Typically, these contributions are made
to local governments from the state and federal
governments. Grants are usually made for
specified purposes.
Internal Control: A plan of organization for
purchasing, accounting, and other financial
activities which, among other things, provides that
(1) the duties of employees are subdivided so that
no single employee handles a financial action
from beginning to end; (2) proper authorizations
from specific responsible officials are obtained
before key steps in the processing of a transaction
are completed; and (3) records and procedures
are arranged appropriately to facilitate
safekeeping and effective control.
CITY OF TUSTIN
2004-05 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 141
Internal Service Fund: Funds used to account for
the financing of goods or services provided by one
department or agency to other departments or
agencies of a government, on a cost-
reimbursement basis.
Liability: Debt or other legal obligations arising
out of transactions in the past that must be
liquidated, renewed or refunded at some future
date. Note: the term does not include
encumbrances.
Major Accomplishments: A report of those
significant programs, projects, and other activities
that were successfully implemented and/or
completed by a Department during the prior fiscal
year.
Modified Accrual Basis: All governmental fund
types, expendable trust funds and agency funds
use the modified accrual basis of accounting.
Under the modified accrual basis of accounting,
revenues are recognized when susceptible to
accrual (i.e., when they become both measurable
and available). “Measurable” means the amount
of the transaction can be determined, and
“available” means collectible within the current
period or soon enough thereafter to be used to
pay liabilities of the current period. Those
revenues susceptible to accrual include property
taxes remitted within sixty days after year-end,
interest on investments, and certain other
intergovernmental revenues. Expenditures are
recorded when the related fund liability is incurred.
Principal and interest on general long-term debt
are recorded as fund liabilities when due, or when
amounts have been accumulated in the debt
service fund for payments to be made early the
following year.
Primary Activities: A summary of what each
Department accomplishes during the fiscal year.
Purchase Order: A document issued to authorize
a vendor to deliver specified merchandise or
render a specified service for a stated estimated
price. Outstanding purchase orders are called
encumbrances.
Reserve: An account used to indicate that a
portion of fund equity is restricted for a specific
purpose or not available for appropriation and
subsequent spending.
Service Level Trust: A summary of changes in
service levels from one fiscal year to the next.
Changes discussed will include staffing levels,
operational expenditures and capital outlay.