HomeMy WebLinkAbout10 ADOPTION OF FISCAL YEAR 2025-2026 BUDGET AND GANN APPROPRIATION LIMITDocusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
� Agenda Item 10
Reviewed.'
AGENDA REPORT City Manager rinifial
`Ls
Finance Director
MEETING DATE: JUNE 3, 2025
TO: ALDO E. SCHINDLER, CITY MANAGER
FROM: JENNIFER KING, FINANCE DIRECTOR/CITY TREASURER
SUBJECT: ADOPTION OF FISCAL YEAR 2025-2026 BUDGET AND GANN
APPROPRIATION LIMIT
SUMMARY:
As directed by the City Council at the May 20, 2025 budget workshop, the Proposed
Biennial Operating Budget and Capital Improvement Program for Fiscal Years 2025-2026
and 2026-2027, reflect the objectives of the 10-year Fiscal Sustainability Strategy
necessary for the City to achieve its goal of operating with a structurally balanced budget.
The Proposed Budget allocates resources to support the City Council's priorities and
maintains a 20% General Fund Reserve level for Fiscal Years 2025-2026 and 2026-2027.
Nxole]IT, IIT, 140117_1%110106" 1
Staff recommend that the City Council:
1. Adopt Resolution No. 25-45, Adopting the first year (Fiscal Year 2025-2026) of the
2025-2027 Biennial Budget and Related Documents for Fiscal Year 2025-2026;
2. Select the price factor for adjusting the Fiscal Year 2025-2026 GANN Appropriation
Limit;
3. Adopt Resolution No. 25-41 setting the appropriation limit for the Fiscal Year 2025-
2026 at $131,615,075-1
4. Adopt Tustin Housing Authority Resolution No. 25-03, Adopting the Housing
Authority Budget for Fiscal Year 2025-2026; and
5. Adopt Resolution No. 25-39, Updating the Citywide Salary Schedule and the
Position Control Schedule consistent with the Proposed Budget for Fiscal Year
2025-2026.
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City Council Agenda Report
Fiscal Year 2025-2026 Budget and GANN Limit Adoption
June 3, 2025
Page 2 of 10
FISCAL IMPACT:
The proposed budget for Fiscal Year 2025-2026 allocates resources to support delivery of
citywide public services and maintains a 20% General Fund Reserve level for Fiscal Years
2025-2026 and 2026-2027.
CORRELATION TO THE STRATEGIC PLAN:
The recommendation correlates to the City's strategic plan by implementing Goal C,
Financial Strength, sustain long-term financial strength with adequate reserves and
enhanced capacity to provide a sustainable level of City services. Specifically, the adopted
budget directs resources to fund sustainable public services that are essential to our
communities.
DISCUSSION:
10-Year Fiscal Sustainability Strategy
At the May 20, 2025 budget workshop, a 10-year Fiscal Sustainability Strategy, built on
principles outlined by the Government Finance Officers Association (GFOA) was
presented to facilitate the City Council's goal of achieving a structurally balanced budget.
GFOA defines a structurally balanced budget as one that aligns annual recurring
revenues with annual recurring expenses. GFOA also recognizes maintaining a sustained
reserve level as a practical sign that the budget is structurally balanced.
The City's 10-year Fiscal Sustainability Strategy seeks to achieve these goals by
implementing the following objectives:
1. Increase General Fund recurring revenues by advancing development of City -
owned properties, which will generate recurring revenues such as sales tax and
property taxes.
2. Decrease General Fund recurring expenses including analysis to explore new
pension paydown strategies.
3. Utilize non -recurring revenues to fund the following:
a) Uphold the City Council's General Fund Reserve Policy to maintain a reserve
of at least 15% to 20% of annual General Fund operating expenditure
b) Implement pension paydown strategies
c) Operations and programs, if needed, to maintain existing service levels
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City Council Agenda Report
Fiscal Year 2025-2026 Budget and GANN Limit Adoption
June 3, 2025
Page 3 of 10
General Fund Budget Overview and Reserves
The FY 2025-2027 Proposed Biennial Budget for the General Fund incorporates
objectives from the 10-year Fiscal Sustainability Strategy. The budget is structured to
support full staffing levels as outlined in the accompanying position control schedule,
along with all program services. Consequently, it does not account for potential vacancy
savings that may occur throughout the year. Furthermore, the proposed budget does not
incorporate potential impacts from employee labor agreements that have yet to be
negotiated and approved by the City Council.
The General Fund Reserve Policy provides that the City will maintain a reserve range of
15% to 20% of the annual General Fund total operating expenditure. The Proposed Biennial
Budget reflects transfers of $5.3 million in FY 2025-2026 and $6.8 million in FY 2026-2027
from the Land Sale Proceeds Fund to maintain the General Fund's 20% reserve level.
The tables below summarize the net impact of the recommended budget for the General
Fund and Land Sale Proceeds Fund:
GENERAL FUND LAND SALE
Beginning Fund Balance $ 29,387 $ 85,954
Operating Revenue 95,345 2,000
Operating Expenditures 98,890 7,524
Net Operating Change (3,545) (5,524)
Non -Recurring Items
ARPA Funding
708
Land Sale Proceeds
42,100
Capital Improvement Projects (CIP)
(22,277)
Furniture and Fixtures
(132)
Transfer -in From Land Sale Proceeds Fund to Maintain 20% Reserve Level
5,260
(5,260)
Optional Pension and OPEB
(4,320)
Required Pension UAL
(7,205)
Temporary Emergency Shelter
(1,485)
PD Mobile Digital Computers (MDC)
(234)
PD Body-Worn/In-Car Cameras
(900)
PD Locker Room Remodel
(1,000)
GF
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City Council Agenda Report
Fiscal Year 2025-2026 Budget and GANN Limit Adoption
June 3, 2025
Page 4 of 10
GENERAL FUND LAND SALE
Beginning Fund Balance $ 21,088 $ 90,439
Operating Revenue 98,161 2,000
Less: Operating Expenditures 104,708 6,942
Net Operating Change (6,548) (4,942)
Non -Recurring Items
Capital Improvement Projects (CIP)
(8,125)
Water Loan Repayment
714
Furniture and Fixtures
(77)
Vehicles and Equipment
(1,000)
Transfer -in From Land Sale Proceeds Fund to Maintain 20% Reserve Level
6,835
(6,835)
Required Pension UAL
(7,709)
Temporary Emergency Shelter
(1,557)
PD CAD/RMS Dispatch System
(1,300)
PD Body-Worn/In-Car Cameras
(600)
PD Locker Room Remodel
(1,000)
GF Reserve % to Operating Expenditures
General Fund Revenue Details
The General Fund total revenue for FY 2025-2026 and FY 2026-2027 are projected at
$101 million and $106 million respectively, including transfers from the Land Sale
Proceeds Fund to maintain the 20% reserve level. Details of the major revenue categories
are shown in the table below.
The operating revenue projections for FY 2025-2026 and FY 2026-2027 represent a net
increase of $3 million or 3% in each year. Net revenue growth after considering changes
in non -recurring revenues are $2.2 million for FY 2025-2026 and $4.4 million for FY 2026-
2027.
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City Council Agenda Report
Fiscal Year 2025-2026 Budget and GANN Limit Adoption
June 3, 2025
Page 5 of 10
(A)
Amended
FY 24-25
(B)
Proposed
FY 25-26
(B) - (A)
Increase/
(Decrease)
(C)
Proposed
FY 26-27
(C) - (B)
Increase/
Decrease
Operating Revenues:
Property Tax
$ 27,287
$ 28,266
$ 980
$ 29,305
$ 1,039
Sales Tax
35,500
35,846
346
37,228
1,382
Franchise Fees
1,848
1,856
8
1,856
-
Transient Occupancy Tax
2,200
2,300
100
2,300
-
Other Tax Revenue
1,509
1,710
201
1,783
74
Departmental Revenue
4,904
5,706
802
6,279
573
Use of Money & Property
4,023
4,274
252
3,804
(470)
Fines & Forfeitures
800
900
100
900
-
Transfers and Reimbursements
12,423
12,907
484
13,126
219
Other Revenue
1,650
1,580
(70)
1,580
-
Subtotal
92,143
95,345
3,202
98,161
2,816
Non -Recurring Revenues:
Water Loan Repayment
-
-
-
714
714
from Land Sale Proceeds for LegacyAnnex TI
600
(600)
-
-
from GF CIP for Main Street Improvements
3,170
-
(3,170)
-
-
from Land Sale Proceeds to Maintain 20% Reserves
-
5,260
5,260
6,835
1,575
One -Time ARPA Funding
3,216
708
(2,508)
708
Subtotal
6,986
5,968
(1,018)
7,549
1,582
Some of the major revenue changes are as follows:
Sales Tax Revenue is the General Fund's largest operating revenue source. Sales
tax revenue is projected to be relatively flat in FY 2025-2026 and increase by 4% in
2026-2027. Elevated interest rates, tariffs and inflationary concerns may impact
consumer and business spending and the growth of taxable sales in the coming
years.
Property Tax Revenue is the General Fund's second-largest operating revenue.
Property tax revenue is projected to increase by 4% in each of the next two years
largely due to changes in ownership, development activities throughout the City, and
the 2% Proposition 13 inflation adjustment.
Departmental Revenue is projected to increase by $800,000 and $570,000
respectively in the next two years, largely due to building permits and fee activities
from anticipated commercial and residential developments throughout the City.
General Fund Expenditure Details
Specific major changes in operating expenditure impacting all departments are as follows:
Personnel costs excluding the required pension UAL are projected to increase by
$5 million in FY 2025-2026 and another $3.7 million in FY 2026-2027. The increases
are associated with approved labor agreements, step adjustments, position requests,
and related pension costs.
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City Council Agenda Report
Fiscal Year 2025-2026 Budget and GANN Limit Adoption
June 3, 2025
Page 6 of 10
Service Contracts are projected to increase due to ongoing inflationary
adjustments. These contracts encompass professional services, government
services such as agreements with the Orange County Fire Authority and Orange
County Animal Care, as well as general services such as landscaping,
building/equipment maintenance and repairs, and contracts with recreation program
contract instructors, among others.
Transfers for the upcoming two fiscal years are estimated at $0.9 million and $1.15
million higher respectively, which reflect increased funding to the Liability Fund as
the General Fund is the funding source for on -going claim activities.
A comparison table for both fiscal years is provided below:
Annual Operating Expenditures:
City Council
City Clerk
City Attorney
City Manager
Finance
Human Resources
Community Development
Public Works
Police Services
Fire Services
Parks and Recreation
Non -Departmental
Transfers
Subtotal Annual Operating Expenditures
Non -Recurring Expenditures:
Furniture and Fixtures
Vehicles and Equipment
Temporary Emergency Shelter
Police Body-Worn/In-Car Cameras
Police Locker Room Remodel
Required Pension UAL
Subtotal Non -Recurring Expenditures
(A) (B) (A) - (B) (c ) (B) - (C )
Amended Proposed (Increase)/ Proposed (Increase)/
FY 24-25 FY 25-26 Decrease FY 26-27 Decrease
$ 141 $
127 $
13 $
127 $
-
1,094
1,088
6
1,339
(251)
900
900
-
900
-
3,002
3,252
(250)
3,411
(159)
2,025
2,113
(88)
2,194
(81)
1,638
1,600
38
1,795
(195)
5,968
5,982
(14)
6,109
(126)
17,711
18,477
(765)
19,170
(694)
38,675
41,379
(2,704)
43,896
(2,517)
11,045
11,496
(451)
12,013
(517)
6,138
6,027
111
6,304
(277)
2,872
3,351
(480)
3,201
150
* excludes Navy North Hangar Fire incident reimbursements
93,398 98,890 (5,492) 104,708 (5,818)
289
132
157 77
55
- 1,000
(1,000)
45
1,485
(1,439)
1,485
900
(900)
900
1,000
(1,000)
1,000
6,626
7,205
(579)
7,205
6,960
10,722
(3,762) 1,077
9,645
Pension Funding - Background and Update
Pension benefits are funded from three sources - employee contributions, city contributions,
and CalPERS investment earnings. When CalPERS falls short of the expected rate of return
(currently 6.8%), it results in an Unfunded Accrued Liability (UAL). The City's pension liability
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City Council Agenda Report
Fiscal Year 2025-2026 Budget and GANN Limit Adoption
June 3, 2025
Page 7 of 10
was 78% funded on June 30, 2023. Funding information will be updated when CalPERS
releases its actuarial valuation reports in July 2025.
CaIPERS mandates each agency to make a required annual contribution toward its UAL.
Agencies may opt to make additional discretionary contributions to CaIPERS to further
reduce their UAL. Additionally, agencies have the option to deposit funds into an established
pension trust, thereby reducing their pension liability.
In 2018, the City adopted a goal of paying off all pension debt within 15 years and instituted
a policy to fund annual discretionary UAL payments to CalPERS and a separate pension
trust held by Public Agency Retirement Services (PARS). In 2021, a five-year pension
prefunding plan was developed, providing annual discretionary payments totaling $4 million.
The City has since deposited a total of $11.6 million into the PARS pension trust account,
which has grown to approximately $14.75 million as of April 30, 2025, effectively offsetting
the City's pension liability.
The 2021 prefunding plan estimates that additional discretionary payments made through
FY 2025-2026 are projected to save the City approximately $6 million in interest over the
long term, or $1.5 million at present value. The pension trust is projected to accumulate a
sufficient balance to allow the City to make mandatory UAL payments from the Trust by year
2036 and thereby relieving the General Fund of the UAL obligations. However, this
projection is dependent on CalPERS achieving a 6.8% return and the pension trust
achieving a 6% return on investments over the long term.
The FY 2025-2027 Proposed Biennial Budget reflects the last installment of the $4 million
annual discretionary funding to CalPERS and the PARS Pension Trust, which is primarily
funded by the Land Sale Proceeds Fund.
Staff will bring back an updated analysis and paydown strategy options for City Council's
consideration at the February 2026 Mid -Year Budget Review.
Water Enterprise Funds Overview
The financial health of the Water Enterprise Fund has notably improved following the
approved rate adjustments starting in January 2024. The net operating revenue is
projected to increase by $1 million or 5% in each of the next two years. Net operating
expenditure is projected to increase by $1.5 million in FY 2025-2026 as the Water
Enterprise transitions from purchasing more water from outside sources to producing and
treating more local groundwater after the recent completion of the Main Street Treatment
Plant. In FY 2026-2027, staff anticipate that the water purchase costs will continue to
decline, therefore enabling the Water Enterprise Fund to generate sufficient net revenue
in both years to fulfill its bond covenants while also replenishing its capital reserves for
upcoming water CIP projects.
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City Council Agenda Report
Fiscal Year 2025-2026 Budget and GANN Limit Adoption
June 3, 2025
Page 8 of 10
(A) (B) (B) - (A) (C) (C) - (B)
Projected Proposed Proposed
FY 24/25 FY 25-26 Net Change FY 26-27 Net Change
Beginning Net Position $16,782 $16,099 $13,564
Add: Operating Revenue
23,971
25,055
1,084
26,228
1,173
Less: Operating Expenditures
(20,870)
(22,416)
(1,546)
(22,064)
351
Net Operating Change
3,101
2,639
(462)
4,163
1,524
Less: Capital Project
(2,366)
(2,890)
(524)
(5,226)
(2,336)
Less: Debt Service Payment
(1,418)
(2,284)
(866)
(3,592)
(1,308)
Change in Net Position
(683)
(2,535)
(1,852)
(4,655)
(2,120)
Capital Improvement Program Overview
The proposed CIP budget totals approximately $58 million for FY 2025-2026 and $32 million
for FY 2026-2027, encompassing 53 capital projects. The CIP includes funding for various
capital projects which include but are not limited to improvements to public facilities, traffic
and roads, water infrastructure, parks, and developments at Tustin Legacy. The charts
below illustrate major project categories and funding sources for each year.
FY 2025-2026 CIP $58M by funding source (Millions)
Gas
Tax/RMRA/M2/CDBG/AQMD , Water, $1.5, 3%
Legacy Backbone, $8.7,15%
$7 0,12%
Parks Prog. Fees, $2
Parks Grants, $5.9.10%
CIP Grants, $3.2 , 5%
CII
rndSale Proceeds, $22.3,
39%
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City Council Agenda Report
Fiscal Year 2025-2026 Budget and GANN Limit Adoption
June 3, 2025
Page 9 of 10
Unfunded, $10.E
w
FY 2026-2027 CIP $32M by funding source (Millions)
Legacy Backbone, S1.1, 3%
Land Sale Proceeds, S8.1 ,
26%
CIP GF, $1.7, 5%
Prog. Fees , $1.6, 5%
Tax/RMRA/ M2/CD BG/AQMD
, S3.6 , 12%
Given the multi -year nature of the CIP projects, it's important to note that certain projects
will not be completed during FY 2025-2027. Any remaining CIP appropriations will be
carried over to the next fiscal year until the project is completed. Details of the individual
projects and a 7-year planned project schedule can be found in the CIP section of the budget
document.
Appropriation Limit (GANN Limit)
Article XIII B of the State Constitution requires cities to adopt a limit on appropriations
derived from tax proceeds annually. The base year was 1978-1979, with the limit allowed
to grow based on the annual increase in population and U.S. Consumer Price Index
(CPI)/California Per Capita Personal Income, whichever is less.
In 1990, voters approved Proposition 111, which changed the base year from 1978-1979
to 1986-1987 and amended the adjustment formulas to make the Appropriation Limit
more responsive to local growth patterns. Proposition 111 also mandated that the Limit
calculation be reviewed as part of the annual audit process. The updated Limit calculation
is outlined as follows:
• By a percentage equal to the increase from the preceding year in county or city
population (whichever is greater); and
• By a percentage equal to the change in per capita personal income in California
or the change in the assessment roll of the preceding year due to the addition of
local non-residential new construction (whichever is greater).
Attachment 2, Exhibit "A" shows the calculation of the Appropriation Limit for Fiscal Year
2025-2026. The result indicates that the City of Tustin is below its allowable appropriation
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City Council Agenda Report
Fiscal Year 2025-2026 Budget and GANN Limit Adoption
June 3, 2025
Page 10 of 10
limit for Fiscal Year 2025-2026 by $61,177,521. The data used in computing the City's
appropriation limit is available for public review.
Budget In Brief
Upon budget adoption, a "Budget In Brief" will be prepared to provide an overview of the
City's budget information in a user-friendly and manageable format for the public to read,
which builds on the City's commitment to fiscal stewardship and transparency.
Signed by: Ih'
L�
�656'AFAFF FT/37' ..
Jennifer King
Finance Director/City Treasurer
FSigned by-
I.WI. b W
Glenda Bab i F96519A3351F4CC
Management Analyst
Attachments:
DocuSigned by:
David Faraone 3F662B1947F41 C_..
Finance Manager
Signed by:
Liliana Esparza75299F6�°43°4A°
Management Analyst
1. Resolution No. 25-45, Adopting the First Year of the 2025-2027 Biennial Budget and
Related Documents for Fiscal Year 2025-2026
2. Appropriation Limit Exhibit A
3. Resolution No. 25-41 Determining and Adopting an Appropriation Limit for the Fiscal
Year 2025-2026 in Accordance with Article Xiii B of the Constitution of the State of
California, and Section 7910 of the Government Code
4. Housing Authority Resolution No. 25-03, Adopting the Housing Authority Budget for
Fiscal Year 2025-2026
5. Resolution No. 25-39, Updating the Citywide Salary Schedule and the Position
Control Schedule
6. FY 2025-2027 Proposed Biennial Operating and Capital Improvement Program
Budget
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RESOLUTION NO. 25-45
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN,
CALIFORNIA, ADOPTING THE FIRST YEAR (FISCAL YEAR 2025-2026) OF
THE 2025-2027 BIENNIAL BUDGET AND RELATED DOCUMENTS FOR FISCAL
YEAR 2025-2026
WHEREAS, in accordance with Section 1415 of the Tustin City code, the City
Manager has prepared and submitted to the City Council a Proposed Biennial Budget for
the 2025-2027 fiscal years, beginning July 1, 2025; and
WHEREAS, the City Council, as the legislative body of the City, has reviewed the
proposed biennial budget.
NOW, THEREFORE, the City Council of the City of Tustin does hereby resolve,
determine and order as follows:
SECTION 1. A certain document is on file in the office of the City Clerk of the City
of Tustin, being marked and designated "FY 2025-2027 Biennial Operating & Capital
Improvement Program Budget". The said document, as prepared by the City Manager
and reviewed by the City Council, is hereby adopted for the fiscal year commencing July
1, 2025;
SECTION 2. The following sums of money are hereby appropriated from the
anticipated revenues and available fund balances of the City of Tustin for the Fiscal Year
2025-2026.
GOVERNMENTAL FUNDS
General Fund:
City Council
City Clerk
City Attorney
City Manager
Finance
Human Resources
Community and Economic Development
Public Works
Police
Fire
Parks & Recreations
127,454
1,097,658
900,000
3,271,856
2,116,247
1,609,723
5,989,649
18,476,877
41,379,233
11,496,069
6,068,538
Non -Departmental 17,078,438
Total General Fund $ 109,611,742
Resolution 25-45
Page 1 of 4
/msd/
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Special Revenue Funds
American Rescue Plan Act (ARPA)
$ 707,877
Cable PEG Fees
150,000
CDBG
1,420,822
Community Facilities Districts/Tax B
13,856,250
Gas Tax
2,728,825
Measure M2
2,863,539
PARS Pension and OPEB
85,000
RNSP Assest Forfeiture
216,000
Road Maint & Rehab Allocation
2,607,254
SCAQMD
321,000
Solid Waste
449,969
Special Events
644,480
Supplemental Law Enforcement
388,551
Tustin Landscape & Lighting District
923,000
Tustin Street Lighting
1,784,545
Total Special Revenue Fund
29,147,112
Capital Projects Funds
Backbone Fees 9,062,836
Capital Projects 9,627,612
CFD 06-1 Construction 1,303
Park Development 8,684,215
Land Sale Proceeds 39,614,472
Total Capital Projects Fund 66,990,438
Internal Service Funds
Equipment Replacement
2,900,633
Information Technology
5,111,348
Risk Management Funds (181,182,183)
5,738,300
Total Internal Service Fund
13,750,281
TOTAL GOVERNMENTAL FUNDS
$ 219,499,573
WATER ENTERPRISE FUNDS
Operations/Debt Service $ 25,305,735
Capital Improvements 2,283,742
TOTAL WATER ENTERPRISE FUNDS $ 27,589,477
GRAND TOTAL $ 247,089,050
Resolution 25-45
Page 2 of 4
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SECTION 3. The Financial & Budget Policies as presented in the Fiscal Years
2025-2027 Biennial Budget are hereby adopted by the City Council.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin,
California, held on the 3rd day of June 2025.
AUSTIN LUMBARD,
Mayor
ATTEST:
ERICA YASUDA,
City Clerk
APPROVED AS TO FORM:
F
cuSigned by:
Z'179
DA $EF31 EM,IG,
City Attorney
Resolution 25-45
Page 3 of 4
/msd/
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STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
CITY OF TUSTIN )
I, Erica Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin,
California, do hereby certify that the whole number of the members of the City Council
of the City of Tustin is five; that the above and foregoing Resolution No. 25-45 was duly
passed and adopted at a regular meeting of the Tustin City Council, held on the 3rd day
of June 2025, by the following vote:
COUNCILMEMBER AYES:
COUNCILMEMBER NOES:
COUNCILMEMBER ABSTAINED:
COUNCILMEMBER ABSENT:
COUNCILMEMBER RECUSED:
ERICA YASUDA,
City Clerk
Resolution 25-45
Page 4of4
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EXHIBIT A
Appropriations Limit
City of Tustin
Fiscal Year 2025-2026
AMOUNT
Last Year's Limit (2024-2025) $123,083,568
Adjustment Factors
1. Population0) 1.0017
2. Change in Assessed Valuation (2) 1.0675
Total Adjustment Factor(3) 1.0693
Total Adjustments $8,531,507
Appropriations Limit for Fiscal Year 2025-2026 131.615.075
Appropriations Subject to Limit:
Proceeds of Taxes $70,437,554
Minus Exclusions -
Appropriations Subject to Limit $70,437,554
Fiscal Year 2025-2026 Appropriations Limit $131,615,075
Less Appropriations Subject to the Limit $ 70,437,554
Difference Under the Limit 61.177.521
0)The population factor may be based on the change in the population of 1) the City; or 2)
the County of Orange, as provided by the State of California's Department of Finance. The
population factor adopted by the City for the current year's appropriation limit represents
the change in the population of the County of Orange.
(2)The inflation factor may be based on 1) the change in per capita personal income for the
State of California as provided by the State of California's Department of Finance; or 2)
the change in assessed valuation due to new nonresidential construction within the City.
The inflation factor adopted by the City for the current year's appropriation limit represents
the change in assessed valuation.
(3)The total adjustment factor is calculated by multiplying the population factor by the inflation
factor.
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
RESOLUTION NO. 25-41
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN,
CALIFORNIA, DETERMINING AND ADOPTING AN APPROPRIATION LIMIT
FOR THE FISCAL YEAR 2025-2026 IN ACCORDANCE WITH ARTICLE XIII B
OF THE CONSTITUTION OF THE STATE OF CALIFORNIA, AND SECTION
7910 OF THE GOVERNMENT CODE
The City Council of the City of Tustin does hereby resolve as follows:
WHEREAS, Article XIII B was added to the Constitution of the State of California
at a general election held on November 6, 1989; and
WHEREAS, an annual appropriation limit must be determined for this City effective
for the Fiscal Year beginning July 1, 2025; and
WHEREAS, the appropriation limit must be adhered to in preparing and adopting
this City's Annual Budget.
NOW, THEREFORE, the City Council of the City of Tustin does hereby resolve,
determine and order as follows:
SECTION 1: In accordance with Article XIII B of the Constitution of the State of
California, and Section 7910 of the Government Code, and as set forth in detail in the
attached Exhibit "A", that the appropriation limit for the Fiscal Year beginning July 1, 2025,
through June 30, 2026, is $131,615,075.
SECTION 2: The appropriation limit shall not be exceeded in the adopted budget
or by any proposed amendment to the budget.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Tustin held on the 3rd day of June 2025.
AUSTIN LUMBARD,
Mayor
ATTEST:
ERICA YASUDA,
City Clerk
Resolution 25-41
Page 1 of 2
/msd/
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
APPROVED AS TO FORM:
DocuSigned by:
DAVV $EF3KiG,
City Attorney
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
CITY OF TUSTIN )
I, Erica Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin,
California, do hereby certify that the whole number of the members of the City Council
of the City of Tustin is five; that the above and foregoing Resolution No. 25-41 was duly
passed and adopted at a regular meeting of the Tustin City Council, held on the 3rd day
of June 2025, by the following vote:
COUNCILMEMBER AYES:
COUNCILMEMBER NOES:
COUNCILMEMBER ABSTAINED:
COUNCILMEMBER ABSENT:
COUNCILMEMBER RECUSED:
ERICA YASUDA,
City Clerk
Resolution 25-41
Page 2of2
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
TUSTIN HOUSING AUTHORITY RESOLUTION NO. 25-03
A RESOLUTION OF THE TUSTIN HOUSING AUTHORITY OF THE CITY OF
TUSTIN, CALIFORNIA, ADOPTING THE HOUSING AUTHORITY BUDGET FOR
THE FISCAL YEAR 2025-2026
WHEREAS, in accordance with Section 1415 of the Tustin City code, the City
Manager has prepared and submitted to the Commission of the Tustin Housing Authority
a Proposed Biennial Budget for the 2025-2027 fiscal years, beginning July 1, 2025; and
WHEREAS, the Commission, as the legislative body of the Tustin Housing
Authority, has reviewed this proposed budget;
NOW, THEREFORE, the Commission of the Tustin Housing Authority does hereby
resolve, determine and order as follows:
SECTION 1. A certain document is on file in the office of the City Clerk of the City
of Tustin, being marked and designated "FY 2025-2027 Biennial Operating & Capital
Improvement Program Budget". The said document, as prepared by the City Manager
and reviewed by the Commission, is hereby adopted for the fiscal year commencing July
1, 2025.
SECTION 2. The following sums of money are hereby appropriated from the
anticipated revenues and available fund balance of the Tustin Housing Authority for the
Fiscal Year 2025-2026.
TUSTIN HOUSING AUTHORITY
Personnel $ 227,710
Operational Costs 1,607,758
TOTAL HOUSING AUTHORITY COSTS $ 1,835,468
Tustin Housing Authority
Resolution 25-03
Page 1 of 3
/msd/
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
PASSED AND ADOPTED at a regular meeting of the Tustin Housing Authority held on
the 3rd day of June 2025.
ATTEST:
ERIC YASUDA,
Secretary
APPROVED AS TO FORM:
F
cuSigned by:
IZ11"
DA $�F3�C`MI G,
City Attorney
AUSTIN LUMBARD,
Chairman
Tustin Housing Authority
Resolution 25-03
Page 2 of 3
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
CITY OF TUSTIN )
I, Erica Yasuda, Secretary of the Tustin Housing Authority of the City of Tustin, California,
do hereby certify that the whole number of the members of the commissioners of the
Tustin Housing Authority is five; that the above and foregoing Tustin Housing Authority
Resolution No. 25-03 was duly passed and adopted at a regular meeting of the Tustin
Housing Authority, held on the V day of June 2025, by the following vote:
COMMISSIONERS AYES:
COMMISSIONERS NOES:
COMMISSIONERS ABSTAINED:
COMMISSIONERS ABSENT:
COMMISSIONERS RECUSED:
ERICA YASUDA,
Secretary
Tustin Housing Authority
Resolution 25-03
Page 3 of 3
/msd/
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
RESOLUTION NO. 25-39
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN,
CALIFORNIA, UPDATING THE CITYWIDE SALARY SCHEDULE AND THE
POSITION CONTROL SCHEDULE
WHEREAS, the City Council of the City of Tustin, California (the "City") has
authorized and directed, under the provisions of the City's Personnel Rules, Resolution
No. 15-50, the preparation of a Classification and Compensation Plan for all employees
in the City service; and
WHEREAS, Resolution No. 15-50 requires that amendments or revisions to the
Classification and Compensation Plan be approved by resolution of the City Council; and
WHEREAS, the City Council has previously adopted resolutions determining the
salary ranges for each represented and unrepresented employee group; and
WHEREAS, the City has subsequently added an additional classification to the
City's Classification and Compensation Plan; and
WHEREAS, the City desires to adopt an updated salary schedule incorporating
the salary ranges for all City classifications in one comprehensive document; and
WHEREAS, the City desires to adopt an updated position control schedule that
outlines authorized positions consistent with the proposed biennial budget for Fiscal
Years 2025-26 and 2026-27.
NOW, THEREFORE, BE IT RESOLVED:
The City of Tustin salary schedule, effective June 30, 2025 is hereby approved
and incorporated herein by reference.
The City of Tustin position control schedule as presented to the City Council on
June 3, 2025 as part of the biennial budget for Fiscal Years 2025-26 and 2026-27 is
hereby approved and incorporated herein by reference.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin
held on the 3rd day of June 2025.
AUSTIN LUMBARD,
Mayor
Resolution 25-39
Page 1 of 2
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
ATTEST:
ERICA N. YASUDA,
City Clerk
APPROVED AS TO FORM:
F."< 79
DocuSigned by:
DA $EF1KEMIG,
City Attorney
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
CITY OF TUSTIN
I, Erica Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin,
California, do hereby certify that the whole number of the members of the City Council of
the City of Tustin is five; that the above and foregoing Resolution No. 25-39 was duly passed
and adopted at a regular meeting of the Tustin City Council, held on the 3rd day of June
2025, by the following vote:
COUNCILMEMBER AYES:
COUNCILMEMBER NOES:
COUNCILMEMBER ABSTAINED:
COUNCILMEMBER ABSENT:
COUNCILMEMBER RECUSED:
ERICA N. YASUDA,
City Clerk
Resolution 25-39
Page 2 of 2
CITY OF TUSTIN SALARY SCHEDULE
Full -Time Employees
Accountant
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
35.98
$
37.84
$
39.77
$
41.80
$
43.95
$
46.14
$
48.45
Accounting Specialist
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
25.43
$
26.74
$
28.11
$
29.55
$
31.05
$
32.61
$
34.24
Accounting Specialist PT
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
25.43
$
26.74
$
28.11
$
29.55
$
31.05
$
32.61
$
34.24
Administrative Assistant-CONF
CONF
10/01 /24
24-73
06/30/25
09/23/24
$
28.17
$
29.62
$
31.14
$
32.73
$
34.40
$
36.13
$
37.94
Administrative Assistant-TMEA
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
28.18
$
29.62
$
31.14
$
32.73
$
34.40
$
36.13
$
37.94
Assistant City Clerk
MGMT
06/03/25
25-39
06/30/25
N/A
$
52.30
$
54.92
$
57.66
$
60.55
$
63.57
$
66.75
$
70.09
Assistant City Manager
EMGT
10/01 /24
24-72
06/30/25
09/23/24
$
110.92
$
116.61
$
122.59
$
128.85
$
135.31
$
142.07
$
-
Assistant Dir of Community Dev-Planning
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
67.67
$
71.14
$
74.79
$
78.61
$
82.65
$
86.78
$
91.12
Assistant Dir of Public Works
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
77.91
$
81.81
$
85.90
$
90.19
$
94.70
$
99.44
$
104.42
Assistant Engineer
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
43.30
$
45.51
$
47.84
$
50.29
$
52.86
$
55.52
$
58.29
Assistant Planner
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
35.98
$
37.84
$
39.77
$
41.80
$
43.95
$
46.14
$
48.45
Assistant to the City Manager
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
61.40
$
64.55
$
67.86
$
71.33
$
74.98
$
78.71
$
82.64
Associate Engineer
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
49.17
$
51.69
$
54.33
$
57.13
$
60.05
$
63.05
$
66.21
Associate Planner
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
39.87
$
41.91
$
44.06
$
46.31
$
48.69
$
51.11
$
53.67
Building Inspector
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
36.81
$
38.69
$
40.68
$
42.76
$
44.95
$
47.19
$
49.55
Building Official
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
64.10
$
67.39
$
70.83
$
74.46
$
78.27
$
82.19
$
86.30
City Clerk
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
60.34
$
63.43
$
66.66
$
70.09
$
73.67
$
77.37
$
81.23
City Manager
EMGT
05/07/24
Agreement
06/10/24
01 /01 /23
$
143.37
$
-
$
-
$
-
$
-
$
-
$
-
Code Enforcement Officer
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
35.36
$
37.17
$
39.08
$
41.08
$
43.19
$
45.34
$
47.60
Code Enforcement Officer PT
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
35.36
$
37.17
$
39.08
$
41.08
$
43.19
$
45.34
$
47.60
Deputy Building Official
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
60.64
$
63.74
$
67.02
$
70.45
$
74.06
$
77.74
$
81.63
Deputy City Manager - Real Property
EMGT
10/01 /24
24-72
06/30/25
09/23/24
$
103.94
$
109.14
$
114.59
$
120.32
$
126.34
$
132.65
$
-
Deputy Director of Econ Development
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
67.67
$
71.14
$
74.79
$
78.61
$
82.65
$
86.78
$
91.12
Deputy Director of Finance
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
67.67
$
71.14
$
74.79
$
78.61
$
82.65
$
86.78
$
91.12
Deputy Director of Parks & Recreation
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
61.40
$
64.55
$
67.86
$
71.33
$
74.98
$
78.71
$
82.64
Deputy Director of PW - Engineering
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
73.86
$
77.65
$
81.62
$
85.80
$
90.18
$
94.70
$
99.44
Deputy Director of PW - Operations
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
71.03
$
74.67
$
78.49
$
82.51
$
86.75
$
91.06
$
95.62
Deputy Director of PW / City Engineer
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
77.91
$
81.81
$
85.90
$
90.19
$
94.70
$
99.44
$
104.42
Deputy Director of Real Property
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
67.67
$
71.14
$
74.79
$
78.61
$
82.65
$
86.78
$
91.12
Deputy Police Chief
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
96.93
$
101.91
$
107.11
$
112.48
$
118.09
$
124.00
$
130.20
Director of Community Development
EMGT
10/01 /24
24-72
06/30/25
09/23/24
$
90.36
$
94.88
$
99.62
$
104.60
$
109.83
$
115.33
$
-
Director of Finance / City Treasurer
EMGT
10/01 /24
24-72
06/30/25
09/23/24
$
89.51
$
93.98
$
98.68
$
103.61
$
108.79
$
114.23
$
Director of Human Resources
EMGT
10/01 /24
24-72
06/30/25
09/23/24
$
86.11
$
90.41
$
94.93
$
99.68
$
104.66
$
109.90
$
Director of Parks & Recreation
EMGT
10/01 /24
24-72
06/30/25
09/23/24
$
86.11
$
90.41
$
94.93
$
99.68
$
104.66
$
109.90
$
Director of Public Works
EMGT
10/01 /24
24-72
06/30/25
09/23/24
$
91.91
$
96.50
$
101.33
$
106.40
$
1 1 1.72
$
117.30
$
Electrician
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
35.31
$
37.11
$
39.01
$
41.01
$
43.11
$
45.27
$
47.53
Equipment Mechanic
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
31.61
$
33.22
$
34.92
$
36.72
$
38.59
$
40.53
$
42.55
Annual Salary: Hourly Rate x 2080
Page 1 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/03/2025
CITY OF TUSTIN SALARY SCHEDULE
Full -Time Employees
Equipment Mechanic Leadworker
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
34.93
$
36.72
$
38.59
$
40.53
$
42.55
$
44.68
$
46.91
Equipment Operator
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
30.30
$
31.84
$
33.47
$
35.19
$
36.99
$
38.84
$
40.78
Executive Assistant-CONF
CONF
10/01 /24
24-73
06/30/25
09/23/24
$
32.73
$
34.40
$
36.16
$
38.02
$
39.97
$
41.96
$
44.06
Executive Assistant-TMEA
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
32.73
$
34.40
$
36.17
$
38.02
$
39.97
$
41.96
$
44.06
Executive Coordinator
CONF
10/01 /24
24-73
06/30/25
09/23/24
$
39.99
$
42.04
$
44.18
$
46.45
$
48.83
$
51.26
$
53.82
Field Services Manager
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
61.40
$
64.55
$
67.86
$
71.33
$
74.98
$
78.71
$
82.64
Finance Manager
MGMT
10/01 /24
24-72
06/30/25
02/18/25
$
61.40
$
64.55
$
67.86
$
71.33
$
74.98
$
78.71
$
82.64
Human Resources Manager
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
61.40
$
64.55
$
67.86
$
71.33
$
74.98
$
78.71
$
82.64
Information Technology Manager
MGMT
10/01 /24
24-72
06/30/25
02/18/25
$
64.76
$
68.00
$
71.40
$
74.96
$
78.72
$
82.65
$
86.78
Information Technology Specialist
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
37.73
$
39.67
$
41.71
$
43.83
$
46.09
$
48.39
$
50.80
Information Technology Supervisor
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
60.34
$
63.43
$
66.66
$
70.09
$
73.67
$
77.37
$
81.23
Maintenance Leadworker
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
33.06
$
34.75
$
36.53
$
38.40
$
40.36
$
42.39
$
44.51
Maintenance Supervisor
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
41.38
$
43.51
$
45.74
$
48.07
$
50.53
$
53.06
$
55.71
Maintenance Worker
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
25.95
$
27.27
$
28.68
$
30.14
$
31.69
$
33.27
$
34.93
Management Analyst I - CONF
CONF
10/01 /24
24-73
06/30/25
09/23/24
$
40.67
$
42.75
$
44.95
$
47.25
$
49.66
$
52.16
$
54.76
Management Analyst I - TMEA
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
40.68
$
42.76
$
44.95
$
47.25
$
49.66
$
52.15
$
54.76
Management Analyst I - TPSA
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
41.40
$
43.51
$
45.73
$
48.08
$
50.54
$
53.07
$
55.72
Management Analyst 11 - SUPV
SUPV
10/01 /24
24-73
06/30/25
09/23/24
$
46.45
$
48.83
$
51.26
$
53.89
$
56.64
$
59.55
$
62.53
Management Analyst 11 - TPSM
TPSM
1 1 /07/23
23-53
06/30/25
07/01 /24
$
48.08
$
50.54
$
53.07
$
55.78
$
58.64
$
61.64
$
64.72
Management Assistant - CONF
CONF
10/01 /24
24-73
06/30/25
09/23/24
$
32.16
$
33.80
$
35.55
$
37.37
$
39.27
$
41.25
$
43.31
Management Assistant - TMEA
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
32.16
$
33.80
$
35.54
$
37.37
$
39.27
$
41.24
$
43.31
Management Assistant - TPSA
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
32.73
$
34.40
$
36.16
$
38.02
$
39.96
$
41.96
$
44.06
Permit Technician
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
27.41
$
28.81
$
30.30
$
31.84
$
33.47
$
35.15
$
36.90
Planning Technician
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
31.16
$
32.72
$
34.35
$
36.07
$
37.87
$
39.77
$
41.76
Plans Examiner
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
43.30
$
45.51
$
47.84
$
50.29
$
52.86
$
55.52
$
58.29
Police Administrative Services Manager
TPSM
1 1 /07/23
23-53
06/30/25
02/18/25
$
65.19
$
68.44
$
71.86
$
75.46
$
79.23
$
83.19
$
87.35
Police Captain
TPMA
04/15/25
25-30
06/30/25
07/01 /24
$
91.51
$
96.20
$
101.11
$
106.30
$
1 1 1.75
$
117.32
$
123.18
Police Chief
EMGT
10/01 /24
24-72
06/30/25
07/01 /24
$
105.53
$
110.92
$
116.61
$
122.59
$
128.85
$
135.31
$
142.07
Police Communications Lead (3/12.5)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
40.43
$
42.45
$
44.58
$
46.80
$
49.15
$
51.60
$
54.18
Police Communications Officer 1 (3/12.5)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
33.11
$
34.81
$
36.59
$
38.46
$
40.45
$
42.45
$
44.58
Police Communications Officer 11 (3/12.5)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
36.67
$
38.51
$
40.43
$
42.45
$
44.58
$
46.80
$
49.15
Police Fleet Coordinator
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
36.35
$
38.20
$
40.16
$
42.22
$
44.37
$
46.61
$
48.94
Police Lieutenant
TPMA
04/15/25
25-30
06/30/25
07/01 /24
$
77.36
$
81.32
$
85.49
$
89.87
$
94.48
$
99.20
$
104.16
Police Officer
TPOA
04/15/25
25-29
06/30/25
07/01 /24
$
48.86
$
51.37
$
54.01
$
56.77
$
59.68
$
62.72
$
65.86
Police Records Lead (3/12.5)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
29.74
$
31.26
$
32.86
$
34.55
$
36.32
$
38.14
$
40.04
Police Records Lead (4/10)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
30.44
$
32.00
$
33.64
$
35.36
$
37.18
$
39.03
$
40.98
Police Records Specialist (3/12.5)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
26.92
$
28.29
$
29.74
$
31.26
$
32.86
$
34.52
$
36.24
Annual Salary: Hourly Rate x 2080
Page 2 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/03/2025
CITY OF TUSTIN SALARY SCHEDULE
Full -Time Employees
Police Records Specialist (4/10)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
27.55
$
28.96
$
30.44
$
32.00
$
33.64
$
35.33
$
37.09
Police Recruit
TPOA
04/15/25
25-29
06/30/25
07/01 /24
$
36.22
$
-
$
-
$
-
$
-
$
-
$
-
Police Sergeant
TPMA
04/15/25
25-30
06/30/25
07/01 /24
$
64.79
$
68.12
$
71.61
$
75.26
$
79.12
$
83.08
$
87.24
Police Services Officer 1 (3/12.5)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
30.95
$
32.53
$
34.21
$
35.96
$
37.80
$
39.70
$
41.68
Police Services Officer 1 (4/10)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
31.68
$
33.30
$
35.01
$
36.80
$
38.68
$
40.62
$
42.65
Police Services Officer II (3/12.5)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
34.29
$
36.01
$
37.81
$
39.70
$
41.68
$
43.76
$
45.95
Police Services Officer 11 (4/10)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
35.09
$
36.85
$
38.69
$
40.62
$
42.65
$
44.79
$
47.03
Police Services Officer 111 (3/12.5)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
37.81
$
39.70
$
41.68
$
43.76
$
45.95
$
48.25
$
50.66
Police Services Officer 111 (4/10)
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
38.69
$
40.62
$
42.65
$
44.79
$
47.03
$
49.38
$
51.85
Police Support Services Manager
TPSM
1 1 /07/23
23-53
06/30/25
07/01 /24
$
54.99
$
57.81
$
60.75
$
63.87
$
67.14
$
70.50
$
74.02
Police Support Services Supervisor
TPSM
1 1 /07/23
23-53
06/30/25
07/01 /24
$
46.80
$
49.15
$
51.60
$
54.18
$
56.89
$
59.74
$
62.72
Principal Engineer
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
60.64
$
63.74
$
67.02
$
70.45
$
74.06
$
77.74
$
81.63
Principal Planner
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
59.29
$
62.33
$
65.52
$
68.88
$
72.39
$
76.01
$
79.81
Property & Evidence Specialist
TPSA
1 1 /07/23
23-52
06/30/25
07/01 /24
$
32.16
$
33.80
$
35.53
$
37.36
$
39.27
$
41.24
$
43.31
Public Works Inspector
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
36.99
$
38.88
$
40.87
$
42.96
$
45.16
$
47.43
$
49.80
Public Works Manager
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
58.71
$
61.70
$
64.86
$
68.18
$
71.68
$
75.26
$
79.03
Real Property Manager
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
62.80
$
66.02
$
69.38
$
72.95
$
76.68
$
80.52
$
84.54
Recreation Coordinator
SUPV
10/01 /24
24-73
06/30/25
09/23/24
$
33.99
$
35.73
$
37.58
$
39.49
$
41.51
$
43.59
$
45.77
Recreation Facilities Lead
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
26.80
$
28.18
$
29.62
$
31.14
$
32.73
$
34.37
$
36.09
Recreation Program Specialist
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
25.37
$
26.67
$
28.04
$
29.47
$
30.98
$
32.54
$
34.16
Recreation Superintendent
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
53.52
$
56.26
$
59.14
$
62.17
$
65.36
$
68.61
$
72.04
Recreation Supervisor
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
40.99
$
43.08
$
45.29
$
47.60
$
50.03
$
52.53
$
55.16
Senior Accountant
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
43.08
$
45.29
$
47.60
$
50.03
$
52.59
$
55.22
$
57.99
Senior Accounting Specialist
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
30.98
$
32.57
$
34.23
$
35.98
$
37.84
$
39.72
$
41.71
Senior Building Inspector
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
43.30
$
45.51
$
47.84
$
50.29
$
52.86
$
55.52
$
58.29
Senior Code Enforcement Officer
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
41.08
$
43.19
$
45.34
$
47.60
$
49.99
$
52.49
$
55.11
Senior Engineer
MGMT
10/01 /24
24-72
06/30/25
02/18/25
$
54.46
$
57.19
$
60.05
$
63.06
$
66.21
$
69.51
$
73.00
Senior Executive Coordinator
CONF
10/01 /24
24-73
06/30/25
09/23/24
$
42.04
$
44.18
$
46.45
$
48.83
$
51.26
$
53.82
$
56.51
Senior Information Technology Specialist
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
43.72
$
45.97
$
48.31
$
50.78
$
53.39
$
56.07
$
58.87
Senior Maintenance Worker
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
28.53
$
29.99
$
31.53
$
33.14
$
34.84
$
36.58
$
38.41
Senior Management Analyst-MGMT
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
56.64
$
59.55
$
62.60
$
65.79
$
69.18
$
72.72
$
76.35
Senior Management Analyst-TPSM
TPSM
1 1 /07/23
23-53
06/30/25
07/01 /24
$
58.64
$
61.64
$
64.80
$
68.11
$
71.60
$
75.26
$
79.02
Senior Management Assistant-CONF
CONF
10/01 /24
24-73
06/30/25
09/23/24
$
37.37
$
39.27
$
41.29
$
43.40
$
45.62
$
47.90
$
50.30
Senior Management Assistant-TMEA
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
37.37
$
39.27
$
41.29
$
43.40
$
45.63
$
47.90
$
50.30
Senior Permit Technician
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
31.88
$
33.47
$
35.15
$
36.90
$
38.74
$
40.68
$
42.71
Senior Planner
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
47.72
$
50.17
$
52.73
$
55.44
$
58.27
$
61.18
$
64.24
Senior Public Works Inspector
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
43.30
$
45.51
$
47.84
$
50.29
$
52.86
$
55.52
$
58.29
Annual Salary: Hourly Rate x 2080
Page 3 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/03/2025
CITY OF TUSTIN SALARY SCHEDULE
Full -Time Employees
Transportation Coordinator
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
21.63
$
22.73
$
23.89
$
25.12
$
26.40
$
27.73
$
29.11
Water Distribution Leadworker
TMEA
09/17/24
24-65
06/30/25
07/01/24
$
35.98
$
37.84
$
39.77
$
41.80
$
43.95
$
46.14
$
48.45
Water Distribution Operator I
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
26.87
$
28.25
$
29.69
$
31.22
$
32.82
$
34.45
$
36.17
Water Distribution Operator 11
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
29.99
$
31.53
$
33.14
$
34.84
$
36.63
$
38.45
$
40.38
Water Equipment Operator
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
32.48
$
34.16
$
35.91
$
37.73
$
39.67
$
41.65
$
43.74
Water Maint & Construction Supervisor
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
45.51
$
47.84
$
50.28
$
52.86
$
55.57
$
58.34
$
61.26
Water Meter Reader
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
29.99
$
31.53
$
33.14
$
34.84
$
36.63
$
38.45
$
40.38
Water Services Manager
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
68.02
$
71.50
$
75.16
$
79.02
$
83.08
$
87.22
$
91.59
Water Treatment Leadworker
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
40.47
$
42.54
$
44.72
$
46.97
$
49.31
$
51.79
$
54.38
Water Treatment Operator I
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
34.06
$
35.81
$
37.64
$
39.57
$
41.60
$
43.68
$
45.87
Water Treatment Operator II
TMEA
09/17/24
24-65
06/30/25
07/01 /24
$
36.63
$
38.51
$
40.47
$
42.54
$
44.71
$
46.96
$
49.31
Water Treatment Supervisor
MGMT
10/01 /24
24-72
06/30/25
09/23/24
$
51.96
$
54.61
$
57.40
$
60.34
$
63.43
$
66.59
$
69.92
Notes
*Units are abbreviated as follows: CONF = Confidential, EMGT = Executive Management, MGMT = Management, SUPV = Supervisory, TMEA = Tustin Municipal Employees Association, TPMA =
Tustin Police Officers Association - Management Unit, TPOA = Tustin Police Officers Association - Police Officer Unit, TPSA = Tustin Police Support Services Association, TPSM = Tustin Police Support
Services Management Association
DISCLAIMER
This salary schedule is a summary document provided for information purposes only. All salary rates are adopted via Resolution by the City Council. If any discrepancies exist between a salary
listed on this schedule and the salary adopted by Resolution, the salary adopted in the Resolution shall prevail.
Annual Salary: Hourly Rate x 2080
Page 4 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/03/2025
CITY OF TUSTIN SALARY SCHEDULE
Part -Time Non-Benefitted Employees
Administrative Intern PT
UNRP
02/18/25
25-1 1
01 /01 /25
01 /01 /24
$
16.50
Graduate Intern PT
UNRP
1 1 /20/2018
18-87
12/20/21
12/21 /20
$
20.00
Maintenance Aide PT
UNRP
02/18/25
25-1 1
01 /01 /25
01 /01 /24
$
16.50
Master Reserve Officer PT
UNRP
1 1 /20/2018
18-87
06/30/25
07/01 /24
$
48.86
Office Assistant PT
UNRP
9/21 /2021
22-53
12/19/22
12/24/18
$
19.00
Parking Control Officer PT
UNRP
1 1 /20/201 8
18-87
12/24/18
06/30/14
$
19.00
Police Cadet PT
UNRP
02/18/25
25-1 1
01 /01 /25
01 /01 /24
$
16.50
Police Reserve Off I PT
UNRP
1 1 /20/2018
18-87
12/24/18
01 /01 /08
$
24.00
Police Reserve Off II PT
UNRP
1 1 /20/201 8
18-87
12/24/18
01 /01 /08
$
19.00
Police Reserve Off III PT
UNRP
02/18/25
25-1 1
01 /01 /25
01 /01 /24
$
16.50
Recreation Facilities Ast PT
UNRP
9/21 /2021
22-53
1 2/19/22
1 2/20/21
$
18.00
Recreation Leader I PT
UNRP
02/18/25
25-1 1
01 /01 /25
01 /01 /24
$
16.50
Recreation Leader 11 PT
UNRP
9/21 /2021
22-53
1 2/19/22
1 2/20/21
$
17.00
Recreation Program Assist PT
UNRP
9/21 /2021
22-53
1 2/19/22
1 2/20/21
$
20.00
$ 16.50 $ 20.00 $ 25.00 $ 30.00 $ 35.00 $ 40.00 $ 45.00
Step H Step I Step J Step K Step L Step M Step N
$ 50.00 $ 55.00 $ 60.00 $ 65.00 $ 70.00 $ 75.00 $ 80.00
$ 85.00 $ 90.00 $ 95.00 $ 100.00 $ 105.00 $ 110.00 $ 115.00
Temporary Employee UNRP 02/18/25 25-1 1 01 /01 /25 01 /01 /24 $ 120.00
Notes
*Units are abbreviated as follows: UNRP = Part -Time Non-Benefitted Employees
**The hourly salary rate for any Part -Time Non-Benefitted employee in a job classification with a full-time equivalent is the same as the hourly salary rate of the full-time job classification
DISCLAIMER
This salary schedule is a summary document provided for information purposes only. All salary rates are adopted via Resolution by the City Council. If any discrepancies exist between a salary listed on
this schedule and the salary adopted by Resolution, the salary adopted in the Resolution shall prevail.
Page 5 of 6 Report Date 06/03/2025
CITY OF TUSTIN SALARY SCHEDULE
Officials
ELECTED OFFICIALS
Council Member 12/01/20 1511 12/03/24 $ 1,900.00 12/06/22
Mayor 12/01/20 1511 12/03/24 $ 1,900.00 12/06/22
APPOINTED OFFICIALS
Audit Commissioner 12/06/99 99-102 12/06/99 $ 100.00 N/A
Building Board of Appeals Member 03/07/18 1492 03/07/1 8 $ 150.00 N/A
Community Services Commissioner 04/17/07 07-40 05101107 $ 100.00 12/06/99
Planning Commissioner 04/17/07 07-40 05/01 /07 $ 150.00 12/06/99
Public Art Committee Member 03/20/18 18-17 03/20/18 $ 100.00 N/A
Notes
*Typically, the Planning Commission meets up to two (2) times per month, the Community Services Commission meets one (1) time per month, and the Audit Commission meets six (6) times per year. The
Building Board of Appeals and Public Art Committee meet as necessary on a project -oriented basis.
DISCLAIMER
This salary schedule is a summary document provided for information purposes only. All salary rates are adopted via Resolution by the City Council. If any discrepancies exist between a salary listed on
this schedule and the salary adopted by Resolution, the salary adopted in the Resolution shall prevail.
Page 6 of 6 Report Date 06/03/2025
2025-27 Position Control Benefited FTE List
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Position Summary by Department
City Clerk
4.50
4.50
5.00
5.00
0.00
5.00
0.00
City Manager's Office
9.00
10.00
11.00
11.00
0.00
11.00
0.00
Community Et Economic Development
25.50
25.50
26.50
26.50
0.00
26.50
0.00
Finance
23.00
23.00
23.00
23.00
0.00
23.00
0.00
Human Resources
5.50
5.50
6.00
6.00
0.00
7.00
1.00
Parks Et Recreation
17.00
17.00
18.00
18.00
0.00
18.00
0.00
Police Department
154.00
158.00
162.00
163.00
1.00
166.00
3.00
Public Works
78.00
82.00
81.00
81.00
0.00
81.00
0.00
Total Benefited Position Control - All Departments
316.50
325.50
332.50
333.50
1.00
337.50
4.00
City Clerk
Administrative Assistant
1.50
1.50
2.00
2.00
0.00
2.00
0.00
Assistant City Clerk '
0.00
0.00
0.00
1.00
1.00
1.00
0.00
City Clerk
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/111' 2
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant 2
1.00
1.00
1.00
0.00
-1.00
0.00
0.00
Total City Clerk
4.50
4.50
5.00
5.00
0.00
5.00
0.00
City Manager's Office
Assistant City Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
City Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Coordinator
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Management Analyst 1/II
0.00
1.00
0.00
0.00
0.00
0.00
0.00
Sr. Executive Coordinator
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
1.00
1.00
2.00
2.00
0.00
2.00
0.00
Deputy Director of Real Property
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Deputy City Manager- Real Property
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Director of Economic Development
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Real Property Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/II
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Total City Manager's Office
9.00
10.00
11.00
11.00
0.00
11.00
0.00
Community Et Economic Development
Administrative Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Assistant Director of CD - Building
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Assistant Director of CD - Planning
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Assistant Planner
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Associate Planner
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Building Inspector
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Building Official
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Building Permit Technician
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Code Enforcement Officer
1.50
1.50
1.50
1.50
0.00
1.50
0.00
Deputy Building Official
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Director of Community Development
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/II
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Planning Technician
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Plans Examiner
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Principal Plan Check Engineer
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Principal Planner
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Building Inspector
1.00
1.00
2.00
2.00
0.00
2.00
0.00
Senior Code Enforcement Officer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Building Permit Technician
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Planner
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Deputy Director of Economic Development
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Management Analyst 1/II
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
J
Remembering what connects us.
FY 2025-2027 BIENNIAL OPERATING &CAPITAL
IMPROVEMENT PROGRAM BUDGET
CITY OFFICIALS
ALDO E. SCHINDLER, CITY MANAGER
NICOLE M. BERNARD, ASSISTANT CITY MANAGER
BRIAN R. MONCRIEF, DEPUTY CITY MANAGER REAL PROPERTY
JUSTINA L. WILLKOM, DIRECTOR OF COMMUNITY DEVELOPMENT
JENNIFER KING, DIRECTOR OF FINANCE/CITY TREASURER
SEAN W. THUILLIEZ, CHIEF OF POLICE
MICHAEL GRISSO, DIRECTOR OF PUBLIC WORKS
CHAD W. CLANTON, DIRECTOR OF PARKS AND RECREATION
DERICK L. YASUDA, DIRECTOR OF HUMAN RESOURCES
ERICA N. YASUDA, CITY CLERK
CITY ATTORNEY
DAVID E. KENDIG
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City of Tustin �
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
Table of Contents
Introduction
CityManager's Transmittal Letter............................................................................................................................................................................3
Cityof Tustin — A Profile.............................................................................................................................................................................................. 5
TustinCity Council..................................................................................................................................................................................................10
Boards, Commissions, and Committees..........................................................................................................................................................11
The Budget Process
Basisof Accounting / Budgeting................................................................................................................................................................15
FundStructure..................................................................................................................................................................................................17
TheBudget Process........................................................................................................................................................................................18
Financial Summaries
2024-2025 Projected Fund Balance — All Funds.................................................................................................................................24
2025-2026 Proposed Fund Balance — All Funds.................................................................................................................................25
2026-2027 Proposed Fund Balance —ALL Funds.................................................................................................................................26
2025-2027 Revenue Summary — All Funds..........................................................................................................................................27
2025-2027 Revenue Summary — General Fund...................................................................................................................................29
2025-2027 Expense Summary — All Funds...........................................................................................................................................30
2025-2027 Expense Summary by Type — All Funds..........................................................................................................................32
2025-2027 Department/Division Expense Summary — General Fund.........................................................................................40
2025-2027 Position Control List...............................................................................................................................................................45
City Departments
CityCouncil........................................................................................................................................................................................................50
CityManager.....................................................................................................................................................................................................53
CityAttorney.....................................................................................................................................................................................................59
CityClerk............................................................................................................................................................................................................60
FinanceDepartment.......................................................................................................................................................................................63
FireServices......................................................................................................................................................................................................70
HumanResources...........................................................................................................................................................................................71
Community& Economic Development.....................................................................................................................................................76
PublicWorks.....................................................................................................................................................................................................91
PoliceDepartment.......................................................................................................................................................................................110
Parks& Recreation.......................................................................................................................................................................................129
Non-Departmental.......................................................................................................................................................................................144
DebtService Administration.....................................................................................................................................................................146
Capital Improvement Program
2025-26 Capital Improvement Program — Projects & Funding....................................................................................................148
2025-32 Capital Improvement Program — Seven -Year Schedule...............................................................................................150
Years2025-2028........................................................................................................................................................................150
Years2029-2032........................................................................................................................................................................152
2025-27 Capital Improvement Program Project Detail by Project Type..................................................................................154
2025-27 Flood Control Facilities Projects.........................................................................................................................154
2025-27 Park Facilities Projects............................................................................................................................................155
2025-27 Public Facilities Projects........................................................................................................................................163
11Page
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City of Tustin �
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2025-27 Traffic Control Projects..........................................................................................................................................169
2025-27 Transportation Maintenance Projects...............................................................................................................178
2025-27 Transportation Capacity Projects.......................................................................................................................185
2025-27 Water Distribution Projects..................................................................................................................................186
2025-27 Water Production Projects....................................................................................................................................189
2025-27 Tustin Legacy Projects...........................................................................................................................................191
Appendix
Gann Appropriations Limit Calculation & Resolution......................................................................................................................198
BudgetResolution........................................................................................................................................................................................202
Financial& Budget Policies.......................................................................................................................................................................206
FundBalance Policy...................................................................................................................................................................206
RevenueManagement Policy.................................................................................................................................................206
PensionFunding Policy.............................................................................................................................................................206
InvestmentPolicy........................................................................................................................................................................207
PurchasingCard Policy.............................................................................................................................................................208
Internal Control— Integrated Framework.............................................................................................................................................209
BudgetGlossary.............................................................................................................................................................................................................210
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City Manager's Transmittal Letter
Honorable Mayor and Members of the City Council:
It is my pleasure to present the City of Tustin's Biennial Operating Budget and Capital Improvement Program (CIP) for Fiscal
Years 2025-2027. The Budget and CIP provides a funding road map for the next two fiscal years that enables us to continue
to provide effective, high -quality public services that foster safety, quality of life, and economic vitality throughout our
community.
At the May 20, 2025 budget workshop, a 10-year Fiscal Sustainability Strategy, built on principles outlined by the Government
Finance Officers Association (GFOA), was presented to facilitate the City Council's goal of achieving a structurally balanced
budget. GFOA defines a structurally balanced budget as one that aligns annual recurring revenues with annual recurring
expenses. GFOA also recognizes maintaining a sustained reserve level as a practical sign that the budget is structurally
balanced.
The City's 10-year Fiscal Sustainability Strategy seeks to achieve these goals by implementing the following objectives:
➢ Increase General Fund recurring revenues by advancing development of City -owned properties, which will generate
recurring revenues such as sales tax and property tax;
➢ Decrease General Fund recurring expenses, including analysis to explore new pension paydown strategies; and
➢ Utilize non -recurring revenues to fund the following:
➢ Uphold the City Council's General Fund Reserve Policy to maintain a reserve of 15%-20% of the General
Fund annual operating expenditures
➢ Implement pension paydown strategies
➢ Operations and programs, if needed, to maintain existing service levels
General Fund Recurring Revenues, Expenses and Reserve Levels
Revenues are generated either from annually recurring sources such as property tax and sales tax or from non -recurring
sources such as grants. The General Fund's annual recurring revenues are projected to be $95 million and $98 million
respectively for FY 2025-2026 and FY 2026-2027. 63% of the City's General Fund revenues come from sales and property
taxes. Sales tax revenue is projected to be flat in FY 2025-2026 and increase by 4% in FY 2026-2027. Property Tax revenue,
the General Fund's second largest revenue, is projected to continue to grow at a stable pace of 3.5%-4% annually.
Similarly, expenses are incurred either from annually recurring costs such as personnel and maintenance or from non -recurring
expenditures such as purchase of new equipment of major capital improvement projects. The General Fund's annual recurring
expenditures are projected to be $99 million and $105 million respectively in FY 2025-2026 and FY 2026-2027. The FY 2025-
2026 appropriations include non -recurring funding for capital projects, major equipment/vehicle purchases, and the Tustin
Temporary Emergency Shelter. The FY 2026-2027 non -recurring appropriations also provide funding for equipment/vehicle
purchases. Excluding these non -recurring items, The FY 2025-2026 General Fund total operating expenditure is
approximately $6 million higher than the amended FY 2024-2025 General Fund expenditure budget. The FY 2026-2027
General Fund operating expenditure budget is also approximately $6 million more than the FY 2025-2026 expenditure budget.
Approximately 50% of the General Fund's budget is dedicated to funding public safety for Police and Fire Services. 18% of the
General Fund's budget is allocated to the Public Works Department for City's buildings, streets, parks, and landscaping. Major
increases impacting the General Fund's expenditures across all departments are costs related to inflationary adjustments and
Labor agreements.
The General Fund reserves level serves as an indicator of the General Fund's fiscal health. For FY 2025-2026 and FY 2026-
2027, the General Fund reserves are projected to be at 20% of the General Fund's operating expenditure each year. This
reserve level surpasses the GFOA's national benchmark of 16.67% and meets the City Council's reserve target range of 15%-
20%.
Pension Paydown
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2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Pension benefits are funded by employee contributions, City contributions, and CaLPERS investment earnings. When CaLPERS
falls short of the expected rate of return (currently 6.8%) it results in an unfunded accrued liability (UAL), and the City is
responsible for making up the shortfall.
In accordance with the City's 5-year Pension Funding Plan implemented in 2021, the FY 2025-2026 Budget reflects the Last
installment of the discretionary UAL payments totaling $4 million. The discretionary payment to CaLPERS is $2 million, which
is in addition to the $7 million required UAL payment. The discretionary payment to the City's PARS pension trust is $2 million,
which will bring the City's trust account balance to approximately $20 million by June 30, 2026. At a projected 6% annual rate
of return, the pension trust is expected to grow to $34 million by 2036 and becomes the funding source for UAL payments
going forward. Under the 2021 Plan, the City expects to achieve a 90% funded status by 2030 and begin funding UAL from
the pension trust, effectively paying off its UAL by 2036, assuming an average annual rate of return at 6.8% from CaIPERS
over the next 11 years.
The FY 2025-2026 budget also incorporates funds to analyze and update the City's pension paydown strategy in time for the
City Council's consideration during the February 2026 Mid -Year Budget Review.
Capital Improvement Program
The Capital Improvement Program (CIP) for FY 2025-2026 and FY 2026-
2027 total approximately $58 million and $32 million respectively. The
CIP budget includes funding for improvements to City facilities, traffic
lights, roads, sidewalks, water wells, pumps and mainlines, park projects,
and other infrastructure developments at Tustin Legacy. Some of the
notable projects include the following:
➢ Main Street Improvements: The project includes installation of
raised Landscaped medians, buffered bike lanes, enhanced
parkway landscaping, widened sidewalk, and a gateway sign.
This project is partially funded by a $3.17 million federal grant.
➢ Armstrong Pedestrian Bridge: The project is part of the Tustin
Legacy Backbone Infrastructure Program. It will connect Legacy Park
across Armstrong Avenue. The bridge will allow pedestrians and
bicycles to seamlessly traverse the Legacy Park when it is completed.
Conclusion
As directed by the City Council, the proposed Budget for Fiscal Years
2025-2027 reflects the objectives of the 10-year Fiscal Sustainability
Strategy necessary for the City to reach its goal of achieving a
structurally balanced budget. The City Council has already taken
actions in alignment with these objectives by advancing the
development of several city -owned properties that will bring in new one-time and recuring revenues from the resulting
residential and commercial uses. Additionally, this budget includes funding for an analysis of a pension paydown strategy and
allocates resources to uphold delivery of superior public safety, community programs and public infrastructure, such as roads
and parks.
I would like to thank the City Council for their leadership and support and recognize City staff for their hard work and ongoing
dedication as we work together to provide effective, high -quality public services that foster safety, quality of life, and economic
vitality throughout our community.
Respectfully submitted,
Aldo E. Schindler
City Manager
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City of Tustin — A Profile
The City of Tustin is located in the central part of Orange County, about forty miles southeast of Los Angeles and eighty miles
north of San Diego, at the intersection of the 5 and 55 Freeways. Tustin covers over eleven square miles adjacent to the cities
of Orange, Santa Ana, and Irvine.
Tustin's Indigenous Beginnings — The Gabrielino-Tongva Indian Tribe
The Gabrielino-Tongva people are the primary Native American group historically associated with the area now known as
Tustin. As part of a larger cultural and geographic footprint, the Tongva inhabited much of present-day Los Angeles County,
northern and central Orange County, and the
southern Channel Islands, including Santa
Catalina, San Nicolas, and San Clemente. They
Lived in thriving villages, sustained by hunting,
fishing, and trade, and were known for their
sophisticated maritime skills and cultural
traditions.
Today, the Gabrielino-Tongva are recognized as
the original stewards of this Land. Although notyet
federally recognized, the Gabrielino-Tongva Tribe
continues to work toward preserving and
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revitalizing its culture, language, and traditions. It
is estimated that approximately 3,900 individuals today identify as descendants of the Gabrielino-Tongva people.
I
As we reflect on Tustin's past and Look toward its future, we acknowledge and honor the enduring presence and contributions
of the Gabrielino-Tongva community to the region's cultural heritage.
o Land Acknowledgment
We respectfully acknowledge
thatthe Land on which the City of
Tustin is Located is the traditional
and ancestral homeland of the
Gabrielino-Tongva people, the
original stewards of the Los
Angeles Basin, Orange County,
and the Southern Channel
Islands.
We recognize their ongoing
connection to this Land and honor
their history, culture, and
enduring contributions to the
region. We pay our respects to
Tongva Elders, past and present,
and extend that respect to all
Indigenous people of today.
The Founding of Tustin
In the early 1800s, the land where the City of Tustin now stands was part of the expansive
Rancho Santiago de Santa Ana, a Spanish land grant awarded to Jose Antonio Yorba and
his nephew Pablo Peralta in 1810. Spanning over 60,000 acres, the rancho extended from
the Santa Ana River to the foothills of the Santa Ana Mountains and was primarily used for
cattle grazing, sheep herding, and other agricultural activities typical of California's rancho
era.
Following California's transition to U.S. statehood in 1850, much of the Land was sold or
subdivided. In 1868, Columbus Tustin, a carriage maker from Northern California,
purchased a portion of the former rancho and began developing a new community.
Envisioning a town surrounded by orange groves, he Laid out streets and offered parcels of
Land to potential settlers.
Tustin's fertile soil and mild Mediterranean climate made it ideal for agriculture. The early
economy revolved around citrus orchards, vineyards, and apricot farms, and the area
attracted a growing number of families and entrepreneurs. The budding community
became known as Tustin City, named in honor of its founder.
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Incorporation and Modern Development
By the early 1900s, Tustin had evolved from a small agricultural settlement into a bustling and close-knit town. The
community's strategic location between Los Angeles and the coast, along with its strong agricultural foundation, attracted
new residents and businesses. Recognizing its growing civic needs, Tustin was officially incorporated as a city on September
21, 1927, establishing a formal city government and the first Tustin City Council.
Throughout the 1930s and into the early 1940s, Tustin maintained
its rural charm while slowly expanding its infrastructure. The onset
of World War II, however, brought significant transformation. In
1942, the Tustin Marine Corps Air Station (MCAS Tustin) was
established as a key military installation, originally serving as a
naval lighter -than -air base to house blimps used for coastal
surveillance and anti-submarine patrols. The base featured two
massive wooden blimp hangars —among the largest wooden
structures ever built —which later supported aircraft maintenance,
repair operations, and pilot training in the Pacific Theater. MCAS
Tustin quickly became a vital component of the region's wartime
effort and would remain a military presence for decades.
Following the war, Tustin experienced a postwar boom as returning service members and their families moved into the area.
The city's population surged, leading to a housing boom and the expansion of essential services, including schools, parks, and
transportation networks. In the 1960s and 1970s, Tustin began transitioning from a rural town into a suburban city.
Agricultural fields gave way to subdivisions and commercial corridors. The downtown area was redeveloped, and new
shopping centers, civic buildings, and residential neighborhoods were constructed to support the rapidly growing community.
Tustin's transformation during the mid-20th century reflected broader regional trends in Orange County —shifting from
farmland and military installations to a dynamic suburban landscape, all while maintaining strong ties to its historic roots.
A Developing Tustin
Tustin continues to evolve while preserving its unique identity, rich heritage, and small-town charm. Known for its tree -lined
streets, historic architecture, and a strong sense of community, Tustin remains one of Orange County's most desirable places
to live, work, and raise a family. Its central location just minutes from major freeways, John Wayne Airport, and employment
hubs —has made it a regional gateway and a magnet for business and residential growth.
One of the most transformative developments in recent
years is the Tustin Legacy project, a 1,600-acre, master -
planned community located on the former Marine Corps Air
Station (MCAS) Tustin site. Tustin Legacy blends residential
neighborhoods, commercial hubs, and recreational spaces,
significantly enhancing the city's infrastructure and
amenities. Anchoring this development are destinations
such as The District at Tustin Legacy, a major retail and
dining center, and Tustin Ranch Golf Club, a premier public
golf course.
Tustin is also home to an expansive network of parks, trails,
and open spaces, including Peters Canyon Trail, Tustin
Sports Park, and the recently expanded Tustin Legacy Park,
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2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
reflecting the City's commitment to quality of life and outdoor recreation. These amenities support a vibrant, active community
lifestyle.
Education remains a cornerstone of Tustin's success. The Tustin Unified School District (TUSD) serves more than 23,000
students and includes nationally recognized schools and innovative STEM programs. Several private schools also serve the
area, offering families diverse educational options.
The City continues to embrace sustainability and smart growth, investing in energy efficiency, water conservation, and green
infrastructure. Tustin is actively working to reduce its carbon footprint while preparing for future growth and resiliency.
With a population of roughly 79,000, Tustin is a culturally diverse and economically dynamic city. Its residents represent a
broad mix of backgrounds, professions, and experiences, contributing to a strong sense of community and shared purpose.
As a full -service city, Tustin provides a wide range of municipal services including police, water utility operations, street and
park maintenance, recreation, traffic and transportation planning, public works, community development, and administrative
support. Fire protection and emergency medical services are provided through a partnership with the Orange County Fire
Authority. Additionally, the Tustin Public Financing Authority, Tustin Financing Authority, and Tustin Housing Authority
operate under the City's organizational structure, supporting long-term fiscal health and affordable housing initiatives.
Tustin Government Structure — District Elections
The City of Tustin was incorporated on September 21,
1927, under the General Laws of the State of California. It
is governed by a five -member City Council, with members
elected to staggered four-year terms. Since 1981, Tustin
has operated under a Council -Manager form of
government, in which the City Council sets policy, and an
appointed City Manager oversees the day-to-day
administration and operations of the City. The City
Manager also appoints department directors and
implements Council -adopted goals and programs.
Historically, the Mayor was selected annually by the City
Council from among its members. However, following a
citywide shift in governance, a significant change occurred
in 2021, when the Tustin City Council adopted an
ordinance establishing by -district elections for four
Council Member seats and creating the Office of the
Mayor as a directly elected, at -large position.
261
4
The first election under this new system took place in
November 2022, when voters elected a Council Member
.a F. Cdr•rl rn li—1
from District 3 and Tustin's first directly elected Mayor.
The transition continued in November 2024, when Council
Members for Districts 1, 2, and 4 were elected. Each
Council Member continues to serve a four-year term with a two consecutive term limit.
Northwood
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This move to district -based representation reflects Tustin's commitment to increasing civic engagement, enhancing
representation, and ensuring that all areas of the community have a voice in local government.
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2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Tustin: Who We Are, by the Numbers.
11 Population Overview
➢ Total Population: Approximately 79,035 residents.
➢ Median Age: 36.8 years, indicating a relatively young and active population.
➢ Citizenship: About 84.9% of residents are U.S. citizens.
➢ Foreign -Born Residents: Approximately 33% of the population was born outside the United States, contributing to
the city's cultural diversity.
Racial and Ethnic Composition
➢ White (Non -Hispanic): 27.8%
➢ Asian (Non -Hispanic): 24.9%
➢ Other (Hispanic): 18.7%
➢ White (Hispanic): 10.5%
➢ Two or More Races (Hispanic): 10.1%
Housing and Households
➢ Number of Households: Approximately 26,698.
➢ Homeownership Rate: 50.9%, reflecting a balanced mix of homeowners and renters.
➢ Median Home Value: Around $890,600, indicating a robust housing market.
➢ Average Household Size: Approximately 3.0 persons per household
-s Economic Indicators
➢ Median Household Income: Approximately $108,435, showcasing a relatively affluent community.
➢ Average Household Income: Around $147,433, reflecting higher earning brackets among residents.
➢ Per Capita Income: Approximately $61,035.
➢ Poverty Rate: About 10.4% of residents live below the poverty Line.
O Education
➢ Educational Attainment: A significant portion of the population holds higher education degrees, contributing to a
well-educated workforce.
➢ Public School Enrollment: Approximately 10,643 students are enrolled in K-12 public schools within the city.
„$ Transportation and Commuting
➢ Average Commute Time: Residents have an average commute of 23.8 minutes, suggesting accessibility to
employment centers.
➢ Mode of Transportation: The majority of residents commute by driving alone, with an average of 2 cars per
household.
* Community Highlights
➢ City Motto: "The City of Trees," reflecting Tustin's commitment to preserving its natural beauty.
➢ Historical Significance: Tustin's rich heritage includes its origins in agriculture and its role in military history, notably
the former Marine Corps Air Station.
➢ Cultural Diversity: The city's diverse population contributes to a vibrant cultural scene, with various community
events and festivals celebrated throughout the year.
Tustin: Remembering What Connects Us.
— ` Tustin's story is deeply rooted in its rich agricultural beginnings and proud military legacy. Once home to
vast citrus groves and ranchlands, the city emerged from the fertile grounds of Rancho Santiago de Santa
Ana, eventually becoming a thriving agricultural hub. Later, the establishment of the Tustin Marine Corps
Remembering what
Air Station marked a pivotal chapter in the city's growth, tying Tustin to the broader story of American
service and sacrifice.
These foundations —of cultivation and commitment —continue to shape Tustin's identity today. The City's logo reflects this
Legacy, with imagery that honors its past while symbolizing the direction of a vibrant and evolving future.
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Over time, Tustin has transformed from a rural farming town into a dynamic suburban city in the heart of Orange County.
Today, it is recognized for its tree -lined neighborhoods, strong schools, diverse economy, and welcoming community spirit.
Projects like Tustin Legacy represent the next chapter —smart growth, mixed -use development, and investment in open space
and infrastructure that will serve generations to come.
As we plan for the future, we remain committed to what connects us —our shared history, our collaborative approach to
progress, and our deep-rooted pride in the community we call home. This is our Tustin: shaped by the past, thriving in the
present, and building toward an even brighter future.
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Tustin City Council
Tustin has a Council -Manager form of government which consists of an elected Mayor & City Council responsible for policy
making, and a professional City Manager, appointed by the Council. The City Council is a five -member governmental body that
includes the Mayor, Mayor Pro Tem, and three Council Members.
Its duties as a General Law city include approval of the Budget and oversight of the affairs of the City. The City Council has
the power to:
➢ Act on program and administrative recommendations of City staff.
➢ Adopt ordinances and resolutions.
➢ Appropriate funds and approve contracts.
➢ Establish policy and approve programs.
➢ Make appointments to advisory boards and commissions.
➢ Respond to concerns and needs of residents.
City Council Members
Mayor
Austin Lumbard
Mayor Pro Tem
John Nielsen
Council Member Council Member Council Member
Ryan Gallagher Lee K. Fink Ray Schnell
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Boards, Commissions, and Committees
Members are appointed by the City Council and serve as channels for conveying to the City Council a sense of the community's
sentiments on existing and future legislation and/or projects. Appointed members are uniquely positioned to provide the
Council and City staff with invaluable insight and information for fact -based decision making. As such, members perform an
invaluable public service by broadening the forum for community input and enhancing the processes of a representative
democracy.
Audit Commission
The Audit Commission consists of 5 members, at least 3 of whom shall be registered voters of the City during all times they
hold office and 2 of whom may be registered voters within the area served by the Tustin Water Department, but outside the
City. Terms are for 4 years.
The Audit Commission shall perform duties of oversight, review, investigation, and reporting and shall provide
recommendations to the City Council on matters of finance, investments, and audit as shall be prescribed by the City Council
from time to time. Current Commission members are:
Commission Members
John Wende, Chairperson
Appointed
March 4, 2025
Term Expiration
March 1, 2029
Lillyan Chandler, Chair Pro Tern
July 16, 2024
March 1, 2027
Dan Erickson
April4, 2023
March 1, 2027
Adrian Henson
April. 4, 2023
March 1, 2027
Michael Zwissler
March 4, 2025
March 1, 2029
Building Board of Appeals
Members shall be residents and registered voters of the City during all times they hold office. The Board also shall consist of
members who are qualified by experience and training to pass upon matters pertaining to building construction, fire protection,
or standard waterworks practices. Preference shall be given to those individuals who possess state licenses or certificates in
the field of engineering, construction, or related professions or trades. Pursuant to Health and Safety Code section 199575, at
Least 2 members of the Board shall be physically disabled.
The Building Board of Appeals will hear appeals of determinations made by the City's Building Official which may arise during
plan check or construction inspection. Individuals experienced or trained in the interpretation of Building Codes or experienced
in construction are highly desirable. Current Board members are:
Board Members Appointed Term Expiration
John Aguilera April 4, 2023 February 5, 2027
Scoba Rhodes April 4, 2023 February 5, 2027
Vacant
Vacant
Vacant
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Chief's Advisory Board
The primary purpose of the Chief's Advisory Board is to provide a forum with key stakeholders regarding law enforcement
policies within the community and is comprised of a diverse cross-section of community activists, business leaders and citizens
representing both Tustin and the greater Orange County area.
The number of members of the Chief's Advisory Board should be at least 12 persons, but not more than 20 persons. The
Chief's Advisory Board shall be composed of a cross-section of the community. Invitations to prospective members will be sent
by the Office of the Chief of Police.
The Tustin Police Department is committed to a Policing Model of Community Governance. To that end, the mission of the
Chief's Advisory Board is to act as a resource for the Chief in the formation of strategies, development of policing concepts and
increasing public awareness regarding policy issues.
The policy of the Tustin Police Department is to establish and maintain a Chief's Advisory Board. The goal of the Chief's
Advisory Board is to provide a forum for police -community interaction to address public safety and related issues in order to
further enhance the quality of life in our community. In doing so, the Chief's Advisory Board is intended to reinforce our elected
values of the PRIDE concept:
➢ P: Partnership
➢ R: Respect
➢ I: Innovation
➢ D: Dedication
➢ E: Excellence
Community Services Commission
The Community Services Commission shall consist of 5 members who shall be registered voters of the City during all times
they hold office. Appointment terms are 4 years.
The purpose of this Commission is to advise the City Council on matters pertaining to the activities of the Parks and Recreation
Department, excluding daily administrative operations. The Commission's responsibilities include:
➢ Advising on parks, park design and development, recreation, and community services.
➢ Advising on planning relating to the construction and renovation of capital facilities.
➢ Oversight of Senior Advisory Board and Special Events Committees.
➢ Receiving community input concerning parks, open space, and recreation activities.
➢ Advising on public art projects proposed by the Public Art Commission.
Current Commission members are:
Commission...
Laseanda Wesson, Chairperson
March 4, 2025
March 1, 2029
Ken Henderson, Chair Pro Tem
April 4, 2023
March 1, 2027
Amy Nakamoto
April 4, 2023
March 1, 2027
Lori Shimomura
March 4, 2025
March 1, 2029
Greg LeFever
March 4, 2025
March 1, 2029
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Planning Commission
The Planning Commission shall consist of 5 members who shall be registered voters of the City during all times they hold
office. Appointment terms are 4 years.
The Planning Commission's primary responsibilities include:
➢ Considering and making recommendations to the City Council on zoning map and zoning ordinance changes.
➢ Considering other policies and programs affecting development and land use in Tustin for final City Council action.
➢ Preparing and making recommendations to the City Council on the City's Comprehensive Plan regarding
development.
➢ Reviewing and making recommendations to the City Council on subdivisions, on appeals on variances and use permits.
Current Commission members are:
Commission...
Tanner Douthit, Chairperson
April 4, 2023
March 1, 2027
Amy Mason, Chair Pro Tem
April 4, 2023
March 1, 2027
Eric Higuchi
March 4, 2025
March 1, 2029
Stephen "Rusty" Kozak
March 4, 2025
March 1, 2029
Dave Mello
March 4, 2025
March 1, 2029
Public Art Commission
The Public Art Commission shall consist of 5 members who shall be registered voters of the City during all times they hold
office. Appointment terms are 4 years.
The purpose of this commission is to advise the City Council on matters pertaining to public art. The commission's
responsibilities include:
➢ Advising on planning and policy matters relating to the construction and renovation of public art.
➢ Evaluating artwork, including artwork proposed to be gifted to the City.
➢ Planning and commissioning public art.
➢ Receiving community input concerning public art.
➢ Seeking grant funding and donors for each project and building partnerships and collaborations with non-profit
organizations.
The Public Art Commission (PAC) is the formal body responsible for implementing the Public Art Program. Responsibilities
include attending all public art planning and review meetings, exercising judgment that is fair and consistent with the policy
guidelines, advising the City Council on all public art related issues, and upholding the reputation and integrity of the Public
Art Program and the City of Tustin. The Commission will seek grant funding and donors for each project and build partnerships
and collaborations with non-profit organizations.
The Commission is encouraged to solicit funding from developers and corporations to assist with funding public art projects.
The Commission will make recommendations to the Community Services Commission and the City Council regarding
commissioned or gifted public art. Current Commission members are:
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Commission...
Janet Lomax, Chairperson
June 5, 2024
July 17, 2028
Erin Bruner, Chair Pro Tern
April 5, 2022
July 17, 2026
Meg Gullo
April 5, 2022
July 17, 2026
Scott McMillin
June 5, 2024
July 17, 2028
Medha Paliwal
June 21, 2022
July 17, 2026
Senior Advisory Board
The purpose of the Senior Advisory Board is:
➢ To support and advise the Senior Center staff on matters of special interest and needs of the seniors in the Tustin
area.
➢ To develop and maximize fund raising projects and activities to support educational, recreational and social
programs for the Tustin area senior community.
➢ To promote a positive endorsement and attitude to the community regarding the Senior Center.
➢ To identify and review major issues affecting the programs and policies relevant to the seniors.
➢ To support and promote the development of higher standards and better -quality programs for seniors.
Current Board members are:
Board Members Nakamoto, Chairperson
Ken Higman, Vice Chair
Sherry Geyer, Member
Anne Lastimado, Member
Rose Ayala, Member
Laura Waite, Member -at -Large
Teresa Dunn, Member -at -Large
Jim Tuttle, Member -at -Large
Ty Durand, Member -at -Large
Cricket Hong, Member -at -Large
Tustin Tiller Days and Tustin Street Fair & Chili Cook -Off Committees
The City of Tustin also utilizes numerous volunteers to work along with City staff to
put on our annual events. Tustin Tiller Days and the Tustin Street Fair & Chili Cook -
Off both have active committees that are integral to making these events the
enormous success that they are each year.
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Basis of Accounting / Budgeting
Accounting Method
Tustin operates under the modified accrual accounting method which is commonly used by local governments to track their
financial activities. This method is a combination of cash accounting and accrual accounting, which means that it recognizes
revenues and expenses when they are earned or incurred, but also considers the availability of cash.
Under the modified accrual method, revenues are recognized when they become both measurable and available. Measurable
means that the amount of revenue can be reasonably estimated, while available means that the revenue is collectible within
the current fiscal period or soon enough after the end of the period to be used to pay the government's current liabilities.
Expenses, on the other hand, are recognized when they are incurred, meaning when the goods or services have been received
or when the liability has been incurred, except for principal and interest on long-term liabilities, claims and judgments, and
compensated absences, which are recognized as expenditures to the extent they have matured.
The modified accrual method also requires local governments to track and report the status of their fund balances, which are
the amounts of money held in various funds for specific purposes, such as general operating expenses, capital projects, and
debt service. These fund balances are classified as either non -spendable, restricted, committed, assigned, or unassigned,
depending on the level of control the government has over the funds.
Overall, the modified accrual method provides a more complete picture of a local government's financial situation than pure
cash accounting. By recognizing revenues and expenses when they are earned or incurred, it can help local governments make
better -informed financial decisions and ensure that they are meeting their financial obligations in a responsible and sustainable
manner.
The City's Water Enterprise uses full accrual method of accounting, similar to a private sector business. Under this method all
revenues & expenditures are recognized when they are earned or incurred, regardless of when the cash transactions occur.
This method provides a comprehensive view of the financial performance and position of the enterprise fund.
Budget Method
Tustin follows a standard process outlined in California's laws and regulations. The process is designed to ensure that the
City's finances are managed in a transparent, responsible, and accountable manner.
Here are steps in Tustin's budgeting process:
➢ Establish the Budget Calendar: The first step in the budgeting process is to establish a budget calendar that outlines
key dates and deadlines for the budget process.
➢ Develop Budget Guidelines: The next step is to develop budget guidelines, which outline the key priorities, goals, and
objectives for the budget. This typically involves input from city officials, staff, and the public.
➢ Prepare a Draft Budget: Based on the budget guidelines, city staff will prepare a draft budget that outlines revenue
projections, expenses, and proposed programs and services for the upcoming fiscal year.
➢ Hold Public Hearings: Once the draft budget is prepared, the city must hold public hearings to provide an opportunity
for residents to provide feedback and suggestions. These hearings typically take place in May or June.
➢ Revise the Budget: Based on feedback from the public and city officials, the budget may be revised and adjusted as
needed.
➢ Adopt the Budget: The final step is for the City Council to adopt the budget, which typically takes place in June. Once
adopted, the budget becomes the financial plan for the city for the upcoming fiscal year.
➢ Monitor and Evaluate: Throughout the fiscal year, the city will monitor and evaluate the budget to ensure that it is
being implemented effectively and that funds are being used as intended.
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In summary, Tustin's budgeting process is a collaborative process that involves input from city officials, staff, and the public.
The goal is to ensure that the City's finances are managed in a responsible and transparent manner that meets the needs of
residents and supports the City Council's priorities and goals.
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General
Fund
Enterprise
Funds
Special Debt
Revenue Service
Funds Funds
Internal Grant
Service Funds
Funds
Capital Fiduciary Other
Project Funds Funds
Funds
Fiduciary Funds
Fund Structure
A fund is a grouping of related accounts that is used to maintain
control over resources that have been segregated for specific
activities or objectives. The City, like other state and local
governments, uses fund accounting to ensure and demonstrate
compliance with finance -related legal requirements. All of the
funds of the City can be divided into three categories: governmental
funds, proprietary funds, and fiduciary funds.
Governmental Funds
The City maintains various individual governmental funds
organized by their type (special revenue and capital project funds).
Proprietary Funds
The City of Tustin maintains one type of proprietary (Enterprise)
fund. This enterprise fund is used to report the same functions
presented as business -type activities in the government -wide
financial statements. The City uses an enterprise fund to account
for its water utility services.
Fiduciary funds are used to account for resources held for the benefit of parties outside the government. The City utilizes a
private -purpose trust fund to account for the assets, liabilities, and activities of the Successor Agency. The Successor Agency
was created on February 1, 2012 with the dissolution of the Tustin Community Redevelopment Agency.
The second fiduciary fund is the Other Post -Employment Benefit (OPEB) Trust Fund, which is used to account for the assets
in the section 115 trust with the Public Agency Retirement Services (PARS) for pre -funding the City's OPEB obligations. The
City Council approved the establishment of the trust in April 2017, and the City has made several deposits to the trust since
its inception.
The third fiduciary fund is a custodial fund that is used to account for the assets of Community Facility Districts 04-1, 06-1,
07-1, and 2014-1.
Major Funds and Other Fund Types (Detail)
➢ The General Fund is the primary operating fund of the City and is used to account for all revenues and expenditures
that are not required to be accounted for in another fund.
➢ The American Rescue Plan Act (ARPA) Fund is used to account for monies received from the U.S. Treasury for
expenses to address the impact of the COVID-19 pandemic.
➢ The Housing Authority Fund is used to account for revenues and associated expenditures to be used for increasing
or improving low and moderate income housing.
➢ The Park Acquisition and Development Fund is used to account for fees received from developers and grants from
the State of California to develop the City's park system.
➢ The Water Enterprise Fund is used to account for the City's water service operations to residents and businesses.
➢ Special Revenue Funds are used to account for the proceeds of specific revenue sources that are restricted by law or
administrative action for a specified purpose.
➢ Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of
major capital facilities.
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The Budget Process
The City of Tustin has a biennial budget process, with funds appropriated annually for the fiscal year which begins in July and
ends in June of the following year.
This document serves as a comprehensive guide to understanding how Tustin allocates its financial resources to maintain and
enhance the quality of Life for its residents. Our budget reflects the City's commitment to fiscal responsibility, transparency,
and strategic investment in community services and infrastructure.
Purpose and Goals
The primary purpose of Tustin's budget is to ensure that the City's financial resources are used effectively and efficiently to
meet the needs of our community. Our goals are to:
➢ Sustain Essential Services: Ensure the continued delivery of critical services such as public safety, public works, and
community development.
➢ Promote Economic Vitality: Foster a thriving Local economy through strategic investments and support for
businesses.
➢ Enhance Quality of Life: Invest in parks, recreational facilities, and cultural programs that enrich the lives of Tustin
residents.
➢ Maintain Fiscal Health: Adhere to sound financial practices that safeguard the City's fiscal stability and long-term
sustainability.
Budget Overview
The budget is divided into several key sections:
➢ General Fund: This fund covers the core services provided by the City, including police and fire services, parks and
recreation, and general government operations.
➢ Special Revenue Funds: These funds are designated for specific purposes, such as transportation, housing, and
community development, supported by dedicated revenue sources.
➢ Capital Improvement Program (CIP): The CIP outlines planned investments in infrastructure, including roads, public
buildings, and utility systems, ensuring that the city's physical assets are maintained and improved.
➢ Enterprise Funds: These funds operate services that are primarily self-sustaining, such as water utilities, where fees
for services are used to cover operating costs.
Community Engagement
The City of Tustin values the input of its residents and encourages community involvement in the budget process. Public
workshops, hearings, and online feedback opportunities are integralto shaping a budgetthat reflects the community's priorities
and needs.
Strategic Priorities
Our budget is guided by several strategic priorities:
➢ Public Safety: Ensuring the safety and security of all residents through robust police and fire services.
➢ Economic Development: Supporting local businesses and attracting new enterprises to stimulate economic growth.
➢ Sustainability: Promoting environmentally sustainable practices and investments to preserve Tustin's natural
resources for future generations.
➢ Innovation: Leveraging technology and innovative practices to improve service delivery and operational efficiency.
The City of Tustin's budget is more than just a financial plan; it is a reflection of our community's values, aspirations, and
commitment to a prosperous future. We invite all residents to engage with this document, participate in the budgeting process,
and join us in making Tustin a great place to live, work, and play.
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Budget Calendar
The 2025-2027 Biennial Budget marks the beginning of a new two-year budget cycle for the City of Tustin. While we adopt
a biennial budget to provide longer -term financial planning
and stability, we remain committed to reviewing and
adjusting our position each year to reflect changing
Budget Kickoff
conditions, community priorities, and economic trends. ,
This budget cycle brings a mix of promising prospects and
fiscal pressures. Tustin continues to benefit from a solid
revenue foundation, with property and sales taxes serving
as our primary revenue drivers. These revenue categories
have remained strong, bolstered by the City's efforts to
attract new businesses and housing through ongoing
economic development initiatives.
At the same time, we face several external factors that may
influence our financial outlook. Ongoing economic
uncertainty, including elevated inflation and rising interest
rates, continues to present challenges. Additionally,
potential new tariffs on imported goods and materials may
drive up the cost of capital projects, vehicle replacements,
and equipment purchases —placing added strain on both
our operating and capital budgets.
As always, we remain committed to prudent financial
stewardship, actively monitoring these trends and making thoughtful adjustments to preserve stability and maintain the high -
quality services our community relies on.
Tustin's Capital Improvement Program (CIP) reflects our continued investment in infrastructure and long-term community
priorities, balancing the needs of residents, businesses, and future growth.
The budget development process typically spans six to seven months, beginning with a Budget Kickoff meeting and
culminating with City Council adoption in June. During this time, departments are encouraged to:
➢ Review operating revenues and expenditures
➢ Evaluate current and future service demands
➢ Submit requests for appropriate staffing, funding, and CIP needs
This collaborative approach ensures that each department plays a key role in shaping a budget that is thoughtful, strategic,
and responsive to the community we serve.
The budget preparation cycle runs from January through June. Budget monitoring takes place throughout the year.
Operating Budget & Administration
The General Fund is the primary fund used by the City for day-to-day operations. The revenues and expenses associated with
the General Fund are considered the core operational and administrative tasks of the City.
The City uses the modified accrual basis in budgeting governmental funds, including the General Fund. Under the modified
accrual method, revenues are recognized when they become both measurable and available. Measurable means that the
amount of revenue can be reasonably estimated, while available means that the revenue is collectible within the current fiscal
period or soon enough after the end of the period to be used to pay the government's current liabilities.
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Expenses, on the other hand, are recognized when they are incurred, meaning when the goods or services have been received
or when the liability has been incurred, but only if they are expected to be paid within a reasonable period of time, usually
within the same fiscal period.
The modified accrual method also requires local
governments to track and report the status of their
fund balances, which are the amounts of money
held in various funds for specific purposes, such as
general operating expenses, capital projects, and
debt service.
The City uses the full accrual basis in budgeting
City Manager Water Enterprise Funds. This means revenues are
recorded when due to the City and expenses are
recorded when incurred.
The City's basis of budgeting is the same as its basis
of accounting.
• The City's operating budget covers costs for the
Fire Authority maintenance and operations needed to provide
' general City services and covers expenditures such
as salaries and benefits, materials, supplies,
Human Resources professional services, capital outlay, allocated costs,
and the like. Revenues to fund the operating budget
Parks Et Recreation are primarily derived from sales and property taxes.
Police Department Departments are provided a base -line budget
(typically previously adopted or prior year amended
budget) by fund/division which provides a starting
point in preparing the budget for the current year.
Departments are expected to review associated
revenues & expenditures and submit the necessary changes to properly reflect the needs of the department's operations for
the budget year.
Capital Improvement Program Budget
The City's Capital Improvement Program (CIP) Budget outlines planned capital investments over a rolling seven-year period,
with current -year expenditures and funding sources reflected in the annual CIP budget.
Because of the scope and complexity of many capital projects, it is common for them to span multiple fiscal years. Depending
on the nature and timeline of the project, funding may be appropriated entirely in a single budget year or distributed across
several years to align with project phases.
CIP projects encompass a wide range of long-term investments critical to the City's infrastructure and service delivery. These
include, but are not limited to:
➢ Roadways and utility infrastructure
➢ Facility renovations and new building construction
➢ Park upgrades and recreational improvements
➢ Major technology acquisitions and system enhancements
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The CIP supports the City's strategic goals by ensuring that capital resources are directed toward projects that enhance quality
of life, promote safety and accessibility, and preserve the long-term integrity of public assets.
Special Fund Budgeting
While the General Fund captures the City's day-to-day operations, a number of "Special Funds" are in place to track activity
for a specific purpose. Certain funds have a legal requirement while others are in place to strengthen internal accounting &
financial reporting.
The budgets for Special Funds are prepared in conjunction with the General Fund budget and will be submitted to the City
Council for adoption prior to the beginning of the fiscal year.
All revenues and expenses associated with a specific Special Fund will be recorded directly into the fund. Transfers between
funds will be recorded as a revenue to the fund receiving the transfer and an expense for the fund providing the transfer.
Financial Reporting & Budget Monitoring
The Finance Department is committed to providing timely and
transparent updates on the City's financial performance in
relation to the adopted and amended budget. Ongoing
monitoring and reporting are essential for identifying trends,
potential risks, and emerging opportunities that support sound CITY
financial stewardship.
The budget monitoring process involves a structured, multi- BUDGET
layered approach:
➢ The Introduction of Real -Time Department Stories
& Dashboards — Each department will have access to
real-time budget -to -actual reports for both operating
and capital accounts. Department heads and key
stakeholders will receive training on how to
effectively use these new tools.
➢ Quarterly Internal Analysis— Finance performs internal quarterly reviews to evaluate trends in major revenue sources
(e.g., sales tax, property tax) and assess expenditure levels across departments. Any unexpected deviations are
analyzed and discussed with department heads & analysts.
➢ Mid -Year Budget Review— A cornerstone of the City's financial oversight, this formal review takes place each January
and covers all City funds from July 1 through December 31. Working collaboratively with departments, Finance
conducts a comprehensive analysis of:
a. Actual revenues and expenditures
b. Capital Improvement Project (CIP) progress and funding
c. Departmental projections through fiscal year-end
d. Identified variances and potential cost pressures
Based on these findings, Finance prepares proposed budget amendments which are submitted to the City Council for review
and adoption during the Mid -Year Budget Review presentation.
➢ Forecasting and Year -End Review — As the fiscal year progresses, Finance continues to update revenue and
expenditure forecasts to inform Council decisions and year-end planning. Final results are reviewed post -year-end to
inform future budget cycles and refine forecasting assumptions.
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This continuous cycle of review, analysis, and adjustment ensures that the City's resources are aligned with operational goals
and fiscal priorities. The Finance Department works closely with all City departments to uphold the integrity of the budget
process and maintain financial stability.
Revenue Management
The City is committed to maintaining a diversified and stable revenue base that can withstand economic fluctuations and
support the long-term delivery of public services. In a dynamic and evolving economic environment, it is critical that future
development is approached strategically —with a focus not only on growth, but on sustainable revenue generation that aligns
with the City's operational and infrastructure needs.
To ensure accuracy and accountability in forecasting, the annual revenue budget is developed using a multi -faceted analysis
process, drawing on a wide range of data sources and analytical tools. These include:
➢ Historical revenue trends to identify Long-term patterns and seasonality
➢ Current -year actuals compared against prior -year baselines for real-time insights
➢ Economic indicators, such as inflation, interest rates, labor market data, and consumer spending, which influence key
revenues like sales and transient occupancy taxes
➢ Development forecasts, including building permits, housing pipeline data, and anticipated commercial growth
➢ Input from departments on program -specific revenues such as user fees, licenses, and charges for service
➢ Third -party data platforms (e.g., HDL for sales and property tax analysis) to provide detailed breakdowns, trends,
and comparative benchmarking against peer cities
➢ Real-time dashboards and financial reporting tools to continuously monitor revenues and flag variances early
This data -driven approach ensures that revenue projections are not only grounded in historical evidence, but also responsive
to real-time conditions and future trends. It allows Finance and City leadership to make informed decisions that balance caution
with opportunity —preserving fiscal health while positioning the City for growth.
Expenditure Management
The City of Tustin is committed to maintaining a responsible level of expenditures that ensures the ongoing well-being and
safety of the community. Expenditure decisions are grounded in a framework of fiscal discipline, Council priorities, and data -
informed analysis, with an emphasis on aligning operational spending with long-term sustainability.
To manage expenses effectively, the City leverages a variety of tools and internal controls:
Budget Allocation & Staffing Controls
➢ Expenditures are budgeted based on the Council -approved Position Control List, ensuring that labor costs —including
salaries, benefits, and any contractually obligated increases —are accurately assigned to the appropriate fund,
department, and division.
➢ Personnel budgeting software supports precision in forecasting full-time equivalent (FTE) costs and analyzing
vacancy savings.
➢ Overtime usage is closely managed. It must be pre -authorized by a department head or designee unless inherently
pre -approved due to operational requirements. Departments are expected to explore alternative staffing strategies
before relying on overtime.
Year -End Spending & Appropriations
221Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
➢ Unspent budgeted expenditures are not automatically carried over into the next fiscal year. If an expenditure has not
been incurred by year-end but the purpose remains valid, it may be reauthorized through the continuing
appropriations process, subject to approval.
➢ This same process applies to multi -year CIP projects that are in progress. These projects are carried forward using
the prior year's funding authority, ensuring financial continuity for construction and infrastructure investments.
Operating Expenditure Oversight
➢ Operating expenses —including professional services, legal fees, service contracts, and software agreements —are
monitored on an ongoing basis.
➢ Finance provides departments with monthly budget -to -actual reports, and department heads are responsible for
reviewing their expenditures and identifying any unusual variances or potential overruns.
➢ Multi -year contracts are reviewed annually during the budget process to determine performance, cost -efficiency, and
alignment with current needs.
Analytical Tools & Reporting
➢ The City uses financial software and dashboards to provide real-time reporting on departmental and citywide
expenditures.
➢ These tools support a collaborative budget review process, enabling departments to make data -informed decisions
and improve transparency.
By combining strong policy controls with proactive analysis and integrated financial tools, the City ensures that public
resources are used efficiently, appropriately, and in alignment with community priorities.
231Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2024-2025 Projected Fund Balance - All Funds
2024-2025
Projected
Fund
Description
Fund
Balance
07/01/2024
Transfers
In
Revenues
Expenditures
Transfers
Out
Fund
Balance
06/30/2025
100
100
101
102
187
General Fund - Unrestricted
North Hangar Fire
General Fund - Emergency Fund
General Fund - PARS Pension Trust
Backbone Fee Fund
30,522,294
(35,078,565)
1,000,000
14,024,098
11,428,935
17,708,435
-
2,000,000
81,341,696
66,666,047
440,000
5,345,703
97,997,322
31,587,482
-
60,000
534 62
2,188,148
-
-
29,386,955
-
1,000,000
16,404,098
16,240,376
189
Land Held for Resale
90,547,026
19,635,127
14,929,982
9,298,629
85,953,542
200
Capital Projects Fund-CIP
14,126,898
375,000
4,976,896
3,170,000
6,355,002
120
CDBG
(2,586)
493,234
490,648
-
-
129
Cable PEG Fees Fund
903,316
130,000
150,000
883,316
130
Gas Tax
1,833,770
2,282,406
3,048,862
1,067,314
131
Park Development
2,190,254
1,226,087
581,662
2,834,679
132
Park Development Grant
(161,258)
5,329,422
5,168,164
-
-
133
SCAQMD
121,896
98,400
220,296
134
Asset Forfeiture
100,918
2,500
100,000
3,418
135
RNSP Asset Forfeiture
223,365
21,043
244,408
136
Supplemental Law Enforcement
529,386
272,000
237,101
-
564,285
137
Treasury RNSP Asset Forfeiture
14,633
500
-
15,000
133
139
Measure M2
2,987,479
2,330,000
1,139,852
80,000
4,097,627
140
Road Maint St Rehab Alloc
5,120,033
2,237,600
84,235
IF -
7,273,398
141
Tustin LLD
199,511
87,538
816,000
923,600
-
179,449
142
Tustin SL
5,482,761
-
1,489,031
814,929
1,000,000
5,156,863
171
Solid Waste Fund
2,050,442
-
461,000
522,237
-
1,989,205
180
Special Events EL
283,817
40,000
605,599
640,452
130,880
158,084
181
Workers Compensation
47,348
-
1,893,000
1,900,600
-
39,748
182
Liability
(211,850)
4,900,000
-
3,843,208
844,942
183
Unemployment
37,283
-
-
20,000
17,283
184
Equipment Replacement Fund
3,691,668
115,000
3,022,682
3,505,550
3,323,800
185
Information Technology
4,174,263
-
4,745,300
5,088,591
3,830,972
300
Water Enterprise
7,569,878
23,691,853
22,285,792
8,975,939
301
Water Capital Fund
3,583,065
95,000
748,000
2,930,065
302
Water Enterprise Emergency Fund
1,153,415
-
-
29,825
1,123,590
303
Water Rate Stabilization Reserve Fund
1,000,000
29,825
-
-
1,029,825
305
2011 Water Revenue Bond Fund
12,273
-
2,350
-
14,623
306
307
420
2013 Water Revenue Bond Fund
2024 Water Revenue Bond Fund
American Rescue Plan Act (ARPA)
-
3,463,040
3,818,444
1,600
180,000
90,000
1,600
1,618,000
-
3,215,567
-
2,025,040
692,877
431
Assessment Dist. 95-1 Construction
249,779
-
-
249,779
433
CFD 04-1
1,215,626
729,906
700,406
-
1,245,126
434
CFD 06-1 Construction
3,350
375
2,422
1,303
435
CFD 06-1 Debt Service
7,076,314
4,098,031
3,736,231
7,438,114
436
CFD 07-1 Debt Service NIL
2,043,339
1,207,647
1,120,550
2,130,436
441
CFD 14-01 Debt Service
3,872,549
1,834,300
1,615,400
4,091,449
442
Special Tax B
35,489
6,303,025
10,000
6,293,025
35,489
570
Successor Agency (Trust Fund)
233,768
4,152,966
3,930,873
-
455,861
571
PARS OPEB Trust
4,269,007
654,433
20,000
-
4,903,440
575
577
Tustin Housing Authority
Voluntary Workforce Housing Incentive Prog
554,782
2,301,323
1,200,669
�-
411,348
238,214
1,706,406
2,286,483
460,393
100,000
-
153,054
Total All Funds 19-198,642,576
26,081,467
244,950,425
218,027,797
26,081,467
225,565,204
241Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2025-2026 Proposed Fund Balance - All Funds
2025-2026 Proposed
Fund
Transfers
Transfers Fund
Fund
Description
Balance
In
Revenues Expenditures
Balance
Out
07/01/2025
06/30/2026
100
General Fund - Unrestricted
29,386,955
17,174,384
84,138,194 103,129,558
6,482,184 21,087,791
100
North Hangar Fire
-
-
- -
- -
101
General Fund - Emergency Fund
1,000,000
_ -
- -
1,000,000
102
General Fund - PARS Pension Trust
16,404,098
2,000,000
440,000 65,000
18,779,098
187
Backbone Fee Fund
16,240,376
9,784,715
9,062,836
M -
16,962,255
189
Land Held for Resale
85,953,542
44,100,000
28,286,407
11,328,065
90,439,070
200
Capital Projects Fund-CIP
6,355,002
1,000,000
3,320,000
9,627,612
1,047,390
120
CDBG
-
-
1,420,822
1,420,822
-
129
Cable PEG Fees Fund
883,316
120,000
150,000
853,316
130
131
Gas Tax
Park Development
1,067,314
2,834,679
2,337,105
400,000
2,728,825
2,814,215
675,594
420,464
132
Park Development Grant
-
5,870,000
5,870,000
-
133
SCAQMD
220,296
100,900
321,000
196
134
Asset Forfeiture
3,418
500
-
3,918
135
RNSP Asset Forfeiture
244,408
2,500
-
216,000
30,908
136
Supplemental Law Enforcement
564,285
205,000
304,551
84,000
380,734
137
Treasury RNSP Asset Forfeiture
133
-
-
-
133
139
Measure M2
4,097,627
2,280,000
2,783,539
80,000
3,514,088
140
Road Maintl3 Rehab Alloc
7,273,398
2,207,916
2,607,254
-
6,874,060
141
Tustin LLD
179,449
90,061
832,939
923,000
-
179,449
142
Tustin SL
5,156,863
F -
1,544,359
784,545
1,000,000
4,916,677
171
180
181
Solid Waste Fund
Special Events
Workers Compensation
1,989,206
158,084
39,748
-
40,000
-
240,000
608,800
2,050,000
449,969
508,800
2,062,300
-
135,680
-
1,779,237
162,404
27,448
182
183
184
Liability
Unemployment
Equipment Replacement Fund
844,942
17,283
3,323,800
2,900,000
50,000
1,434,000
948,954
3,651,000
25,000
2,900,633
93,942
42,283
2,806,121
185
Information Technology
3,830,972
-
3,575,000
5,111,348
2,294,624
300
Water Enterprise
8,975,939
25,034,600
25,305,735
8,704,804
301
Water Capital Fund
2,930,065
-
1,533,742
1,396,323
302
Water Enterprise Emergency Fund
1,123,590
-
1,123,590
303
Water Rate Stabilization Reserve Fund
1,029,825
1,029,825
305
2011 Water Revenue Bond Fund
14,623
-
-
14,623
307
2024 Water Revenue Bond Fund
2,025,040
20,000
750,000
1,295,040
420
American Rescue Plan Act (ARPA)
692,877
15,000
0 -
707,877
-
431
Assessment Dist. 95-1 Construction
249,779
-
-
-
249,779
433
CFD 04-1
1,245,126
700,400
694,281
1,251,245
434
CFD 06-1 Construction
1,303
-
1,303
-
435
CFD 06-1 Debt Service
7,438,114
3,932,140
3,850,156
7,520,098
436
CFD 07-1 Debt Service
2,130,436
1,145,208
1,131,531
2,144,113
441
CFD 14-01 Debt Service
4,091,449
1,704,160
1,680,175
4,115,434
442
Special Tax B
35,489
6,500,107
10,000
6,490,107
35,489
570
Successor Agency (Trust Fund)
455,861
3,930,873
3,915,559
-
471,175
571
PARS OPEB Trust
4,903,440
654,433
20,000
5,537,873
575
577
Tustin Housing Authority
Voluntary Workforce Housing Incentive Prog
-
153,054
1,835,468
-
-
1,835,468
-
-
153,054
0
Total All Funds 225,565,204 26,523,913 210,164,625 226,316,164 26,523,913 209,413,665
251Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2026-2027 Proposed Fund Balance - ALL Funds
2026-2027 Proposed
FunFund
Fund Description Balance Transfers Revenues Expenditures Transfers Balance
e
07/01/2026 In 06/30/2027
100 General Fund - Unrestricted 21,087,791 18,260,974 87,448,964 100,536,919 5,248,203 21,012,607
100 North Hangar Fire
101 General Fund - Emergency Fund
102 General Fund - PARS Pension Trust
-
1,000,000
18,779,098
-
440,000
-
70,000
-
1,000,000
19,149,098
187 Backbone Fee Fund
16,962,255
100,000
1,400,393
15,661,861
189 Land Held for Resale
90,439,070
2,000,000
18,840,300
15,226,695
58,372,075
200 Capital Projects Fund-CIP
1,047,390
1,000,000
150,000
1,700,000
-
497,390
120 CDBG
-
-
520,232
520,232
-
129 Cable PEG Fees Fund
853,316
120,000
150,000
823,316
130 Gas Tax
675,594
3,457,105
2,156,870
1,975,828
131 Park Development
420,464
1,628,400
1,684,328
364,536
132 Park Development Grant
-
-
-
-
133 SCAQMD
196
97,400
97,596
134 Asset Forfeiture
3,918
500
-
4,418
135 RNSP Asset Forfeiture
30,908
2,500
33,408
136 Supplemental Law Enforcement
380,734
205,000
313,634
272,100
137 Treasury RNSP Asset Forfeiture
133
-
133
139 Measure M2
3,514,088
2,280,000
510,000
80,000
5,204,088
140 Road Maint & Rehab Alloc
6,874,060
2,207,916
3,133,640
-
5,948,336
141 Tustin LLD
179,449
90,061
843,439
933,500
-
179,449
142 Tustin SL
4,916,677
-
1,575,246
790,806
1,000,000
4,701,116
171 Solid Waste Fund
180 Special Events
181 Workers Compensation
1,779,237
162,404
27,448
-
40,000
-
240,000
608,800
2,169,000
325,266
508,800
2,169,300
-
135,680
-
1,693,971
166,724
27,148
182 Liability
183 Unemployment
93,942
42,283
4,100,000
-
4,100,000
30,000
93,942
12,283
184 Equipment Replacement Fund
2,806,121
2,900,000
727,639
3,861,524
2,572,236
185 Information Technology
2,294,624
-
4,075,000
5,168,910
1,200,714
300 Water Enterprise
8,704,804
-
26,217,500
25,501,203
2,680,000
6,741,101
301 Water Capital Fund
1,396,323
2,680,000
-
4,076,000
-
323
302 Water Enterprise Emergency Fund
303 Water Rate Stabilization Reserve Fund
1,123,590
1,029,825
-
1,123,590
1,029,825
305 2011 Water Revenue Bond Fund
14,623
-
14,623
307 2024 Water Revenue Bond Fund
1,295,040
10,000
1,305,040
-
420 American Rescue Plan Act (ARPA)
-
431 Assessment Dist. 95-1 Construction
249,779
-
-
249,779
433 CFD 04-1
1,251,245
697,000
696,406
1,251,839
434 CFD 06-1 Construction
-
-
-
-
435 CFD 06-1 Debt Service
7,520,098
3,967,500
3,937,756
7,549,842
436 CFD 07-1 Debt Service
2,144,113
1,155,208
1,149,000
2,150,321
441 CFD 14-01 Debt Service
4,115,434
1,728,000
1,712,300
4,131,134
442 Special Tax B
35,489
6,630,109
10,000
6,620,109
35,490
570 Successor Agency (Trust Fund)
471,175
3,930,873
3,913,487
-
488,561
571 PARS OPEB Trust
5,537,873
154,433
20,000
5,672,306
575 Tustin Housing Authority
577 Voluntary Workforce Housing Incentive Prog
off -
153,054
1,919,652
-
-
-
1,919,652
-
-
153,054
Total All Funds
209,413,665
30,990,687
155,387,764
193,145,268
30,990,687
171,656,161
261Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2025-2027 Revenue Summary - All Funds
Fund Description 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
100 General Fund
General Governmental
Community Et Economic Development
Public Works
82,796,788
4,100,096
677,648
87,985,266
2,557,941
939,209
92,185,051
3,128,920
500,400
93,496,176
3,854,102
500,300
97,321,012
4,421,626
500,300
Police Services
1,333,873
1,323,190
1,085,760
1,225,000
1,225,000
Fire Services
13,952
13,995
15,000
15,000
15,000
Parks and Recreation
Non -Departmental
2,045,014
7,700
2,135,907
42,228
2,135,000
-
2,222,000
-
2,227,000
-
100
General Fund - Unrestricted
90,975,070
94,997,736
99,050,131
101,312,578
105,709,938
100
North Hangar Fire
-
36,633,953
66,666,047
-
-
101
102
Emergency Fund
General Fund PARS Pension Trust
-
2,670,876
-
3,127,557
-
2,440,000
-
2,440,000
-
440,000
187
Backbone Fee Fund
432,696
670,938
5,345,703
9,784,715
100,000
189
200
120
Land Held for Resale
Capital Projects Fund
CDBG
14,261,119
7,714,669
2,188,802
4,991,630
4,791,327
407,632
19,635,127
375,000
493,234
44,100,000
4,320,000
1,420,822
2,000,000
1,150,000
520,232
129
130
131
Cable PEG Fees
Gas Tax
Park Developmentnoopm-798,689
133,161
2,172,585
143,253
2,424,360
601,553
130,000
2,282,406
1,226,087
120,000
2,337,105
400,000
120,000
3,457,105
1,628,400
132
Park Development Grant
14
17
5,329,422
5,870,000
-
133
SCAQMD
136,345
92,065
98,400
100,900
97,400
134
Asset Forfeiture
17,744
21,258
2,500
500
500
135
RNSP Asset Forfeiture
190,275
79,365
21,043
2,500
2,500
136
Supplemental Law Enforcement
214,893
258,051
272,000
205,000
205,000
137
Treasury RNSP Asset Forfeiture
325
2,209
500
-
-
139
Measure M2
2,337,204
2,415,840
2,330,000
2,280,000
2,280,000
140
Road Maint & Rehab Alloc
1,928,865
2,481,621
2,237,600
2,207,916
2,207,916
141
Tustin LLD
829,611
955,414
903,538
923,000
933,500
142
Tustin SL
1,518,642
1,779,429
1,489,031
1,544,359
1,575,246
171
Solid Waste
777,770
717,457
461,000
240,000
240,000
180
Special Events
533,835
663,202
645,599
648,800
648,800
181
Workers Compensation
1,153,303
1,808,340
1,893,000
2,050,000
2,169,000
182
Liabilityow
1,101,000
2,225,000
4,900,000
2,900,000
4,100,000
183
Unemployment
51,057
2,754
-
50,000
-
184
Equipment Replacement Fund
963,876
1,703,487
3,137,682
2,382,954
3,627,639
185
Information Technology
2,952,817
4,063,188
4,745,300
3,575,000
4,075,000
300
Water Enterprise
26,514,302
34,218,806
23,691,853
25,034,600
26,217,500
301
Water Capital Fund
3,207,230
1,546,914
95,000
-
2,680,000
302
Water Enterprise Emergency Fund
54,047
89,052
-
-
303
Water Rate Stabilization Reserve Fund
-
1,000,000
29,825
305
2011 Water Revenue Bond Fund
2,350
3,687
2,350
306
2013 Water Revenue Bond Fund
(643,811)
9,183
1,600
-
-
307
2024 Water Revenue Bond Fund
-
4,180,448
180,000
20,000
10,000
420
American Rescue Plan Act (ARPA)
5,415,387
4,295,451
90,000
15,000
-
433
CFD 04-1
722,143
734,992
729,906
700,400
697,000
434
CFD 06-1 Construction
5,211
3,024
375
-
-
435
CFD 06-1 Debt Service
3,876,619
4,065,870
4,098,031
3,932,140
3,967,500
436
CFD 07-1 Debt Service
1,137,638
1,191,263
1,207,647
1,145,208
1,155,208
441
CFD 14-1 Debt Service
1,717,882
1,812,684
1,834,300
1,704,160
1,728,000
442
Special Tax B
5,082,454
5,712,454
6,303,025
6,500,107
6,630,109
443
CFD 14-1 Construction
24,262
-
-
-
271Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Fund Description 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
570 Successor Agency (Trust Fund)
4,241,636
4,249,002
4,152,966
3,930,873
3,930,873
571 PARS OPEB Trust
712,945
852,276
654,433
654,433
154,433
575 Tustin Housing Authority
1,075,205
1,553,666
1,612,017
1,835,468
1,919,652
577 Voluntary Workforce Housing Incentive Prog
54,708
217,210
238,214
-
-
Total Revenue - All Funds
189,255,450
233,794,619
271,031,892
236,688,538
186,378,451
281Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2025-2027 Revenue Summary by Type - General Fund
Description
2022-23
Actual
2023-24
Actual
2024-25
Projected
2025-26
Proposed
2026-27
Proposed
Property Tax in Lieu of VLF
Property Taxes
Residual Property Taxes
9,666,474
12,828,388
1,867,247
10,397,643
13,536,369
2,045,199
10,940,008
14,099,000
2,046,000
11,288,993
14,709,679
2,046,000
11,731,522
15,305,958
2,046,000
In Lieu -Prop Tax
30,507
31,117
31,739
31,739
31,739
AB 1290 Pass Thru
170,649
194,475
170,000
190,000
190,000
Franchise Fees
Sales and Use Tax
1,801,981
35,434,121
1,864,197
35,403,145
1,770,000
35,500,000
1,856,000
35,846,006
1,856,000
37,227,544
Sales Tax - Public Safety - Prop 172
455,285
456,389
469,000
463,000
463,000
Transient Occupancy Tax
2,151,007
2,392,315
2,200,000
2,300,000
2,300,000
Business License Fees
470,064
460,416
460,000
460,000
460,000
Real Property Transfer Tax
585,882
549,364
525,000
550,000
550,000
New Construction Tax
135,826
13,275
54,681
236,600
310,100
Planning Plan Check Fees
Building Permits Et Plan Checks
Fees and Other Permits
540,788
3,457,821
774,195
281,950
1,994,488
993,911
387,408
2,663,862
608,160
657,934
3,139,668
688,800
752,521
3,612,605
688,800
Fines and Forfeitures
1,169,849
961,478
835,450
936,000
936,000
Interest Income
Use of property
POST Reimbursement
1,227,104
2,762,923
27,861
2,145,589
3,263,521
51,381
900,000
3,122,553
40,000
1,134,075
3,140,000
20,000
834,075
2,970,000
20,000
Revenue from Other Agencies
142,828
158,578
130,000
130,000
130,000
State Grants
43,423
485,338
39,285
30,000
30,000
Federal Grants
105,481
36,719,011
66,758,747
50,000
50,000
Sports Fees
730,628
779,024
825,000
825,000
825,000
Class Fees
554,274
516,841
450,000
500,000
500,000
Other Recreation Fees
424,289
501,558
500,000
527,000
532,000
Transfer In
9,855,257
12,276,616
17,708,435
17,174,384
18,260,974
Reimbursement from Other Funds
1,521,773
1,522,503
1,700,000
1,700,000
1,700,000
All Other Sources
Total Revenue - General Fund
2,039,146 1,635,999 781,851 681,700 1,396,100
90,975,070 131,631,689 165,716,178 101,312,578 105,709,938
291Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2025-2027 Expense Summary - All Funds
Fund Description 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
100 General Fund
l.1Cy louncll
City Clerk
City Attorney
City Manager's Office
9U,LbL
869,904
727,834
2,103,655
bL, 133
824,167
791,846
2,820,630
14U,Y I
1,124,836
900,000
3,041,768
1L/, 4.4
1,097,658
900,000
3,271,856
1L/,474
1,348,958
900,000
3,415,801
Finance w1,784,663
1,891,450
2,026,269
2,116,247
2,196,978
Human Resources
1,169,671
1,300,707
1,638,342
1,609,723
1,805,153
Community @ Economic Development
4,533,744
5,103,103
5,975,866
5,989,649
6,116,114
Public Works
14,734,048
16,075,086
17,761,417
18,476,877
19,170,456
Police Services
Fire Services
31,797,083
10,015,568
34,724,946
10,702,511
38,770,314
11,044,939
41,379,233
11,496,069
43,895,883
12,013,392
Parks and Recreation
Non -Departmental, Other
5,229,968
14,937,212
5,649,983
15,694,718
6,194,702
11,566,104
6,068,538
17,078,438
6,345,602
8,499,332
100
100
General Fund - Unrestricted
North Hangar Fire
87,953,610
-
95,641,302
71,712,518
100,185,470
31,587,482
109,611,742
-
105,785,122
-
102
General Fund PARS Pension Trust
46,130
55,445
60,000
65,000
70,000
187
Backbone Fee Fund
884,309
4,811,884
534,262
9,062,836
1,400,393
189
Land Held for Resale
8,738,044
12,035,925
24,228,611
39,614,472
34,066,995
200
Capital Projects Fund-CIP
2,038,559
1,159,855
8,146,896
9,627,612
1,700,000
120
CDBG
2,111,413
312,755
490,648
1,420,822
520,232
129
Cable PEG Fees
-
16,562
150,000
150,000
150,000
130
Gas Tax
2,117,165
5,629,334
3,048,862
2,728,825
2,156,870
131
Park Development
994,794
208,932
581,662
2,814,215
1,684,328
132
Park Development Grants
-
161,836
5,168,164
5,870,000
-
133
SCAQMD
223,582
-
321,000
134
Asset Forfeiture
-
-
100,000
-
135
RNSP Asset Forfeiture
46,893
175,153
-
216,000
-
136
Supplemental Law Enforcement
53,357
169,056
237,101
388,551
313,634
137
Treasury RNSP Asset Forfeiture
-
-
15,000
-
-
139
Measure M2
2,176,819
2,579,583
1,219,852
2,863,539
590,000
140
Road Maintl3 Rehab Alloc
1,747,051
3,191,995
84,235
2,607,254
3,133,640
141
Tustin LLD
792,029
830,991
923,600
923,000
933,500
142
Tustin SL
590,152
743,348
1,814,929
1,784,545
1,790,806
171
Solid Waste
380,967
380,453
522,237
449,969
325,266
180
Special Events
509,063
694,750
771,332
644,480
644,480
181
Workers Compensation
1,814,156
1,801,230
1,900,600
2,062,300
2,169,300
182
Liability
1,869,797
2,838,282
3,843,208
3,651,000
4,100,000
183
Unemployment
6,430
24,185
20,000
25,000
30,000
184
Equipment Replacement Fund
1,000,758
822,905
3,505,550
2,900,633
3,861,524
185
Information Technology
3,059,840
3,129,738
5,088,591
5,111,348
5,168,910
300
Water Enterprise
22,328,402
24,171,441
22,285,792
25,305,735
28,181,203
301
Water Capital Fund
3,376,403
4,704,112
748,000
1,533,742
4,076,000
302
Water Emergency Fund
-
1,000,000
29,825
-
-
306
2013 Water Rev Bond Fund
2,168,247
1,120,254
1,600
-
-
307
2024 Water Rev Bond Fund
-
717,409
1,618,000
750,000
1,305,040
420
American Rescue Plan Act(ARPA)
5,415,387
4,295,451
3,215,567
707,877
-
431
Assess Dist. 95-1 Construction
-
82,830
-
-
-
433
CFD 04-1
693,309
692,418
700,406
694,281
696,406
434
CFD 06-1 Construction
83,831
69,446
2,422
1,303
-
435
CFD 06-1 Debt Service
3,591,365
3,675,106
3,736,231
3,850,156
3,937,756
436
CFD 07-1 Debt Service
1,063,236
1,086,886
1,120,550
1,131,531
1,149,000
301Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
Fund Description 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
CFD 13-1
441 CFD 14-1
442 Special Tax B
443 CFD 14-1 Construction
570 Successor Agency (Trust Fund)
571 PARS OPEB Trust
575 Tustin Housing Authority
577 Voluntary Workforce Housing Incentive Prog.
1,580,470 1,612,131 1,615,400 1,680,175 1,712,300
5,066,557 5,740,521 6,303,025 6,500,107 6,630,109
1,084,484
-
- - -
2,069,215
1,981,812
3,930,873 3,915,559 3,913,487
14,960
17,386
20,000 20,000 20,000
1,492,620
1,348,503
2,166,799 1,835,468 1,919,652
-
5,471
2,386,483 - -
W--Totat Expenses - All Funds 168,959,822 261,672,777 244,109,264 252,840,077 224,135,955
311Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2025-2027 Expense Summary by Type - All Funds
Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
100 General Fund
Personnel
49,403,391
52,998,173
58,225,801
63,745,053
60,233,585
Operations
38,511,849
42,465,202
41,670,819
45,734,839
45,474,687
Capital
38,370
177,928
288,850
131,850
76,850
100 Total General Fund -Operating
87,953,610
95,641,754
100,185,470
109,611,742
105,7851122
Navy North Hangar Fire
-
71,712,518
31,587,482
-
-
100 Total General Fund
87,953,610
167,353,821
131,772,952
109,611,742
105,785,122
102 General Fund - PARS Pension Trust
Personnel - - - - -
Operations 46,130 55,445 60,000 65,000 70,000
Capital - - - - -
102 Total General Fund - PARS Pension Trust 46,130 55,445 60,000 65,000 70,000
187 Backbone Fee
Personnel 59,783
64,092
84,262
305,535
329,246
Operations 618,662
932,527
50,000
21,147
21,147
Capital 205,865
3,815,265
400,000
8,736,154
1,050,000
187 Total Backbone Fee 884,309
4,811,884
534,262
9,062,836
1,400,393
189 Land Held for Resale
Personnel 1,843,913
1,845,636
1,854,235
1,877,060
7,765,600
Operations 6,206,468
7,543,831
13,124,866
15,460,765
18,176,395
Capital 687,663
2,646,459
9,249,510
22,276,647
8,125,000
189 Total Land Held for Resale 8,738,044
12,035,925
24,228,611
39,614,472
34,066,995
200 General Fund CIP
Personnel - - -
Operations 46,580 52,218 3,170,000 - -
Capital 1,991,978 1,107,637 4,976,896 9,627,612 1,700,000
200 Total General Fund CIP 2,038,559 1,159,855 8,146,896 9,627,612 1,700,000
120 Community Development Block Grant (CDBG)
CDBG Admin
Personnel 95,469 93,637 111,863 127,891 138,302
Operations 206,015 219,118 378,785 381,930 381,930
Total CDBG Admin 301,484 312,755 490,648 509,822 520,232
CDBG Capital
Personnel
Operations - -
Capital 1,809,929 911,000
Total CDBG Capital 1,809,929 911,000
CDBG Total
Personnel 95,469 93,637 111,863 127,891 138,302
Operations 206,015 219,118 378,785 381,930 381,930
Capital 1,809,929 - - 911,000 -
120 Total Community Development Block Grant (CDBG) 2,111,413 312,755 490,648 1,420,822 520,232
129 Cable PEG Fees
Personnel
321Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
Operations 16,562 150,000 150,000 150,000
Capital - - - -
129 Total Cable PEG Fees 16,562 150,000 150,000 150,000
130 Gas Tax
Gas Tax, Non -Dept
Personnel 20,264 17,140 21,464 21,853 24,158
Operations - - - - -
Capital - - - - -
Total Gas Tax, Non -Dept 20,264 17,140 21,464 21,853 24,158
Gas Tax, CIP
Personnel 288,027 288,720
317,055
318,612 320,932
Operations 1,808,874 1,545,607
1,564,262
1,833,530 1,811,780
Capital - 3,777,867
1,146,081
554,830 -
Total Gas Tax, CIP 2,096,901 5,612,194
3,027,398
2,706,972 2,132,712
Gas Tax Total
Personnel 308,291 305,860 338,519 340,465 345,090
Operations 1,808,874 1,545,607 1,564,262 1,833,530 1,811,780
Capital - 3,777,867 1,146,081 554,830 -
130 Total Gas Tax 2,117,165 5,629,334 3,048,862 2,728,825 2,156,870
131 Park Development
Personnel - - - - -
Operations 102,614 65,206 44,328 44,328 44,328
Capital 892,180 143,726 537,334 2,769,887 1,640,000
131 Total Park Dev, CIP 994,794 208,932 581,662 2,814,215 1,684,328
132 Park Development Grants
Personnel
Operations - - -
Capital 161,836 5,168,164 5,870,000
132 Total Park Dev Tustin Legacy, CIP 161,836 5,168,164 5,870,000
133 SCAQMD, Non -Departmental
Personnel
Operations - -
Capital 223,582 321,000
133 Total SCAQMD, Non -Departmental 223,582 321,000
134 Asset Forfeit, Non -Dept.
Personnel -
Operations 100,000
Capital -
134 Total Asset Forfeit, Non -Dept. 100,000
135 RNSP Asset Forfeit, Non -Dept.
Personnel - - -
Operations 46,893 175,153 216,000
Capital - - -
135 Total RNSP Asset Forfeit, Non -Dept. 46,893 175,153 216,000
136 Suppl Law Enforcement, CIP
Personnel 53,357 169,056 237,101 304,551 313,634
331Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
Operations 84,000
Capital - - - -
136 Total Suppl Law Enforcement, CIP 53,357 169,056 237,101 388,551 313,634
137 Treasury RNSP Asset Forfeiture
Personnel -
Operations 15,000
Capital -
137 Total Treasury RNSP Asset Forfeiture 15,000
139 Measure M2
Measure M2 - Non -Dept
Personnel - - - - -
Operations 179,054 149,199 80,000 80,000 80,000
Capital - - - - -
Total Measure M2 - Non -Dept 179,054 149,199 80,000 80,000 80,000
Measure M2 - Capital
Personnel - -
Operations 155,134 159,591 - - -
Capital 1,842,630 2,270,792 1,139,852 2,783,539 510,000
Total Measure M2 - Capital 1,997,764 2,430,384 1,139,852 2,783,539 510,000
Measure M2
Personnel - - - - -
Operations 334,189 308,790 80,000 80,000 80,000
Capital 1,842,630 2,270,792 1,139,852 2,783,539 510,000
139 Total Measure M2 2,176,819 2,579,583 1,219,852 2,863,539 590,000
140 Road Maint @ Rehab
Personnel 23,912 25,636 34,235 128,254 133,640
Operations 93,715 38,620 - - -
Capital 1,629,425 3,127,738 50,000 2,479,000 3,000,000
140 Total Road Maint 8 Rehab 1,747,051 3,191,995 84,235 2,607,254 3,133,640
141 Tustin LLD, Special District
Personnel - - - - -
Operations 792,029 830,991 923,600 923,000 933,500
Capital - - - - -
141 Total Tustin LLD, Special Distr Ew 792,029 830,9 923,600 923,000 933,500
142 Tustin SL
Tustin SL-Capital
Personnel 92,882 104,082 131,744 134,204 139,543
Operations 489,165 632,410 674,600 641,600 641,600
Capital - - - - -
Total Tustin SL-Capital 582,047 736,493 806,344 775,804 781,143
Tustin SL - Non -Dept
Personnel - - - - -
Operations 8,105 6,856 1,008,585 1,008,741 1,009,663
Capital - - - - -
Total Tustin SL - Non -Dept 8,105 6,856 1,008,585 1,008,741 1,009,663
Tustin SL
341Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
Personnel 92,882 104,082 131,744 134,204 139,543
Operations 497,270 639,266 1,683,185 1,650,341 1,651,263
Capital - - - - -
142 Total Tustin SL 590,152 743,348 1,814,929 1,784,545 1,790,806
171 Solid Waste
Personnel 147,245 149,937 231,656 174,969 185,266
Operations 233,722 230,516 290,581 275,000 140,000
Capital - - - - -
171 Total Solid Waste 380,967 380,453 522,237 449,969 325,266
180 Special Events
Special Events - Tustin Street Fair
Personnel - - 60,000 - -
Operations 146,204 260,206 255,880 250,000 250,000
Capital - - - - -
Total Special Events - Tustin Street Fair 146,204 260,206 315,880 250,000 250,000
Special Events - Tustin Tiller Days
Personnel - - - - -
Operations 298,311 332,010 310,442 245,000 245,000
Capital - - - - -
Total Special Events - Tustin Tiller Days 298,311 332,010 310,442 245,000 245,000
Special Events - Other
Personnel - - - - -
Operations 64,548 80,404 105,010 80,000 80,000
Capital - - - - -
Total Special Events - Other 64,548 80,404 105,010 80,000 80,000
Special Events - Public Arts
Personnel - - - -
Operations 22,130 40,000 40,000 40,000
Capital - - - -
Total Special Events - Public Arts 22,130 40,000 40,000 40,000
Special Events - Sunset Market
Personnel - -
Operations 29,480 29,480
Capital - -
Total Special Events - Sunset Market 29,480 29,480
Special Events Total
Personnel - - 60,000 - -
Operations 509,063 694,750 711,332 644,480 644,480
Capital - - - - -
180 Total Special Events 509,063 694,750 771,332 644,480 644,480
181 Workers Comp, Self -Insurance
Personnel - - - - -
Operations 1,804,618 1,796,093 1,895,600 2,057,300 2,164,300
Capital 9,538 5,137 5,000 5,000 5,000
181 Total Workers Comp, Self -Insurance 1,814,156 1,801,230 1,900,600 2,062,300 2,169,300
182 Liability, Self -Insurance
351Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
Personnel - - - -
Operations 1,869,797 2,838,282 3,843,208 3,651,000 4,100,000
Capital - - - - -
182 Total Liability, Self -Insurance 1,869,797 2,838,282 3,843,208 3,651,000 4,100,000
183 Unemployment, Self -Insurance
Personnel - - - - -
Operations 6,430 24,185 20,000 25,000 30,000
Capital - - - - -
183 Total Unemployment, Self -Insurance 6,430 24,185 20,000 25,000 30,000
184 Equipment Replacement
Personnel - - -
Operations 72,633 55,790 25,000 - -
Capital 928,125 767,115 3,480,550 2,900,633 3,861,524
184 Total Equipment Replacement 1,000,758 822,905 3,505,550 2,900,633 3,861,524
185 Information Technology
Personnel 602,181
608,331
791,091
813,848
871,410
Operations 1,580,971
1,701,362
2,537,500
2,537,500
2,537,500
Capital 876,688
820,045
1,760,000
1,760,000
1,760,000
185 Total Information Technology 3,059,840
3,129,738
5,088,591
5,111,348
5,168,910
300 Water Enterprise Fund
Water, City Manager
Personnel 147,683 154,079
Operations - -
Capital - -
Total Water, City Manager 147,683 154,079
Water, Service Billing
Personnel 894,475
981,434
1,087,884
1,043,735
1,093,796
Operations 3,495,981
6,920,961
2,141,450
2,117,400
4,797,400
Capital 15,382
18,707
25,000
27,500
27,500
Total Water, Service Billing 4,405,838
7,921,102
3,254,334
3,188,635
5,918,696
Water, Administration
Personnel 797,754 857,682 1,039,394 869,205 923,529
Operations 6,667,796 4,614,782 2,773,739 4,148,526 4,652,898
Capital - - - - -
Total Water, Administration 7,465,549 5,472,463 3,813,133 5,017,731 5,576,427
Water Distribution
Personnel 1,256,262 1,383,302 1,318,413 1,523,345 1,613,325
Operations 212,301 199,176 278,400 280,400 280,400
Capital - - 60,000 66,000 -
Total Water Distribution 1,468,563 1,582,478 1,656,813 1,869,745 1,893,725
Main Street Facilities
Personnel 213,874 205,896 243,153 255,999 275,307
Operations 101,589 21,343 2,021,650 2,059,100 2,385,700
Capital - - - - -
Total Main Street Facilities 315,464 227,239 2,264,803 2,315,099 2,661,007
17th Street Desalter
361Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
Personnel 147,937 138,147 170,538 171,666 182,205
Operations 2,494,432 2,880,948 2,554,900 2,538,200 2,927,000
Capital - - - - -
Total 17th Street Desalter 2,642,369 3,019,095 2,725,438 2,709,866 3,109,205
Imported Water
Personnel 102,326 75,714 102,576 86,833 93,102
Operations 5,652,235 4,061,967 5,085,353 2,849,960 1,214,790
Capital - - - - -
Total Imported Water 5,754,561 4,137,681 5,187,929 2,936,793 1,307,892
Water Production
Personnel 306,133 278,947 333,599 345,331 366,409
Operations 2,045,653 3,340,012 2,657,300 6,378,440 6,893,720
Capital - - - - -
Total Water Production 2,351,786 3,618,959 2,990,899 6,723,771 7,260,129
Non -Departmental
Personnel 428,387 628,661 392,442 396,412 300,043
Operations - - - - -
Capital - - - - -
Total Non -Departmental 428,387 628,661 392,442 396,412 300,043
Water Utility Fund Total
Personnel 4,147,149
4,549,783
4,688,000
4,840,209
5,001,795
Operations 18,165,872
19,602,950
17,512,792
20,372,026
23,151,908
Capital 15,382
18,707
85,000
93,500
27,500
300 Total Water Enterprise Fund 24,832,517
26,607,679
22,285,792
25,305,735
28,181,203
301 Water Capital Fund
Personnel - - - - -
Operations 662,245 867,315 600,000 810,000 560,000
Capital 2,714,159 3,836,796 148,000 723,742 3,516,000
301 Total Water Capital Fund 3,376,403 4,704,112 748,000 1,533,742 4,076,000
302 Water Enterprise Emergency Fund
Personnel - -
Operations 1,000,000 29,825
Capital. Outlay - -
302 Total Water Enterprise Emergency Fund 1,000,000 29,825
306 2013 Water Revenue Bond Fund
Personnel - -
Operations 2,048,247 - 1,600
Capital. Outlay 120,000 1,120,254 -
306 Total2013 Water Revenue Bond Fund 2,168,247 1,120,254 1,600
307 2024 Water Revenue Bond Fund
Personnel - -
Operations 115,431 - - 155,040
Capital Outlay 601,978 1,618,000 750,000 1,150,000
307 Total2024 Water Revenue Bond 717,409 1,618,000 750,000 1,305,040
420 American Rescue Plan Act (ARPA)
Personnel
371Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
Operations 5,415,387 4,295,451 3,215,567 707,877
Capital - - - -
420 Total American Rescue Plan Act (ARPA) Alk.— 5,415,387 4,295,451 3,215,567 707,877
431 Assess. District 95-1 Construction
Personnel -
Operations 82,830
Capital -
431 Total Assess. District 95-1 Construction 82,830
433 CFD 04-1
Personnel - - - -
Operations 693,309 692,418 700,406 694,281 696,406
Capital - - - - -
433 Total CFD 04-1 693,309 692,418 700,406 694,281 696,406
434 CFD 06-1 Construction
Personnel - -
Operations - - 2,422 1,303
Capital 83,831 69,446 - -
434 Total CFD 06-1 Construction 083,831 69,446 2,422 1,303
435 CFD 06-1 Debt Svs
Personnel - - - - -
Operations 3,591,365 3,675,106 3,736,231 3,850,156 3,937,756
Capital - - - - -
435 Total CFD 06-1 Debt Svs 3,591,365 3,675,106 3,736,231 3,850,156 3,937,756
436 CFD 07-1 Debt Svs
Personnel - - - - -
Operations 1,063,236 1,086,886 1,120,550 1,131,531 1,149,000
Capital - - - - -
436 Total CFD 07-1 Debt Svs 1,063,236 1,086,886 1,120,550 1,131,531 1,149,000
441 CFD 14-01 Debt Service
Personnel - - - - -
Operations 1,580,470 1,612,131 1,615,400 1,680,175 1,712,300
Capital - - - - -
441 Total CFD 14-01 Debt Service 1,580,470 1,612,131 1,615,400 1,680,175 1,712,300
442 Special Tax B
Personnel - - - - -
Operations 5,066,557 5,740,521 6,303,025 6,500,107 6,630,109
Capital - - - - -
442 Total Special Tax B 5,066,557 5,740,521 6,303,025 6,500,107 6,630,109
443 CFD 14-01 Construction
Personnel -
Operations 191,520
Capital 892,964
443 Total CFD 14-01 Construction 11 1,084,484
571 PARS OPEB
Personnel - - - - -
Operations 14,960 17,386 20,000 20,000 20,000
381Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Proposed Proposed
Capital - - - -
571 Total PARS OPEB 14,960 17,386 20,000 20,000 20,000
575 Tustin Housing Authority - Low/Mod
Personnel 425,540 224,932 223,701 227,710 239,421
Operations 24,322 50,142 567,309 123,179 123,423
Capital - - - - -
Total Tustin Housing Authority - Low/Mod 449,862 275,073 791,010 350,889 362,844
575 Tustin Housing Authority - Shelter
Personnel - - - - -
Operations 1,042,758 1,061,752 1,375,789 1,484,579 1,556,808
Capital - 11,677 - - -
Total Tustin Housing Authority - Shelter 1,042,758 1,073,429 1,375,789 1,484,579 1,556,808
575 Tustin Housing Authority
Personnel 425,540 224,932 223,701 227,710 239,421
Operations 1,067,080 1,111,894 1,943,098 1,607,758 1,680,231
Capital - 11,677 - - -
575 Total Tustin Housing Authority 1,492,620 1,348,503 2,166,799 1,835,468 1,919,652
577 Voluntary Workforce Housing Incentive Program
Personnel 2,370 -
Operations 3,101 2,386,483
Capital - -
577 Total Voluntary Workforce Housing Incentive Program 5,471 2,386,483
570 Successor Agency
Personnel - - - - -
Operations 2,069,215 1,981,812 3,930,873 3,915,559 3,913,487
Debt Service - - - - -
570 Total Successor Agency 2,069,215 1,981,812 3,930,873 3,915,559 3,913,487
All Funds
Personnel
57,203,112
61,141,976
67,012,207
73,019,750
75,696,533
Operations
97,017,982
104,114,748
115,456,338
117,125,934
122,017,548
North Hangar Fire
-
71,712,518
31,587,482
-
-
Capital
14,738,728
24,703,986
30,053,237
62,694,394
26,421,874
Total Expenses - All Funds
168,959,822
261,672,777
244,109,264
252,840,077
224,135,955
391Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2025-2027 Department/Division Expense Summary - General Fund
Dept Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Name Actual Actual Projected Proposed Proposed
City Council
Personnel 22,368 39,027 89,513 75,554 75,554
Operations 27,894 23,128 51,400 51,900 51,900
Capital - - - - -
Total City Council 50,262 62,155 140,913 127,454 127,454
City Clerk
Personnel
594,849 620,030
698,836
739,248
771,960
Operations
275,054 203,469
387,500
348,410
566,998
Capital
- 668
38,500
10,000
10,000
Total City Clerk
869,904 824,167
1,124,836
1,097,658
1,348,958
City Attorney
Personnel - - - - -
Operations 727,834 791,846 900,000 900,000 900,000
Capital - - - - -
TotalCity Attorney 727,834 791,846 900,000 900,000 900,000
City Manager's Office
City Manager
Personnel
853,179 683,046 852,198
446,049
465,238
Operations
51,805 116,630 89,100
97,432
105,337
Capital
- - 40,000
20,000
5,000
Total City Manager
904,984 799,676 981,298
563,481
575,575
Real Property
Personnel 992,958 1,659,156 1,399,133 2,090,430 2,203,693
Operations 205,713 361,798 661,337 617,945 636,533
Capital - - - - -
Total Real Property 1,198,671 2,020,954 2,060,470 2,708,375 2,840,226
City Manager's Office
Personnel
1,846,137 2,342,202 2,251,331
2,536,480
2,668,931
Operations
257,518 478,428 750,437
715,377
741,870
Capital
- - 40,000
20,000
5,000
Total City Manager's Office
2,103,655 2,820,630 3,041,768
3,271,857
3,415,801
Finance
Personnel
1,476,850 1,576,332 1,626,269
1,653,055
1,743,365
Operations
307,814 315,118 399,000
460,192
450,613
Capital
- - 1,000
3,000
3,000
Total Finance
1,784,663 1,891,450 2,026,269
2,116,247
2,196,978
Human Resources
Personnel
873,620 922,568 1,061,117
1,130,566
1,337,391
Operations
296,051 378,139 576,725
469,157
457,762
Capital
- - 500
10,000
10,000
Total Human Resources
1,169,671 1,300,707 1,638,342
1,609,723
1,805,153
Community it Economic Development
Planning
Personnel
1,531,715 1,700,517 1,828,231 1,883,524 1,993,697
401Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Dept Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Name Actual Actual Projected Proposed Proposed
Operations 379,021 837,883 905,200 611,900 554,800
Capital 10,919 34,139 7,500 7,500 7,500
Total Planning 1,921,656 2,572,539 2,740,931 2,502,924 2,555,997
Building
Personnel 1,081,669 1,040,605 1,185,114 1,342,286 1,414,029
Operations 1,151,333 1,057,166 1,009,770 908,742 938,384
Capital - - - - -
Total Building 2,233,002 2,097,771 2,194,884 2,251,028 2,352,413
Code Enforcement
Personnel 166,916 231,291 283,347 264,752 279,144
Operations 212,170 201,503 158,600 158,600 158,600
Capital - - - - -
Total Code Enforcement 379,086 432,794 441,947 423,352 437,744
Economic Development
Personnel 355,724 402,557 424,901
Operations 242,380 409,788 345,058
Capital - - -
Total Economic Development 598,104 812,345 769,959
Community Et Economic Development
Personnel
2,780,300
2,972,412
3,652,416
3,893,119
4,111,772
Operations
1,742,525
2,096,552
2,315,950
2,089,030
1,996,842
Capital
10,919
34,139
7,500
7,500
7,500
Total Community 8 Economic Development
4,533,744
5,103,103
5,975,866
5,989,649
6,116,114
Public Works
Administration
Personnel 559,253 611,769 755,519 816,989 861,471
Operations 644,075 881,498 1,208,850 936,558 980,528
Capital - - - - -
Total Administration 1,203,328 1,493,267 1,964,369 1,753,547 1,841,999
Engineering
Personnel 1,415,413 1,511,886 1,484,621 1,668,085 1,753,779
Operations 87,244 241,049 220,000 309,500 297,000
Capital - - - - -
Total Engineering 1,502,657 1,752,935 1,704,621 1,977,585 2,050,779
Streets
Personnel 620,191 694,354 684,355 580,762 619,504
Operations 165,104 161,451 314,200 168,700 174,300
Capital - - - - -
Total Streets 785,295 855,805 998,555 749,462 793,804
Landscape
Personnel 1,834,629 1,844,120 2,235,924 2,507,530 2,670,302
Operations 4,474,801 4,913,803 4,953,000 5,478,800 5,689,900
Capital - - - - -
TotalLandscape 6,309,429 6,757,924 7,188,924 7,986,330 8,360,202
Water Quality
Personnel
183,971 191,174 203,035 207,561 214,718
411Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Dept Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Name Actual Actual Projected Proposed Proposed
Operations 427,192 404,775 510,000 522,000 527,000
Capital - - - - -
TotalWater Quality 611,163 595,949 713,035 729,561 741,718
Fleet Maintenance
Personnel 552,312 580,032 618,346 635,887 662,924
Operations 813,885 717,491 837,136 865,500 874,000
Capital - - - - -
Total Fleet Maintenance 1,366,197 1,297,523 1,455,482 1,501,387 1,536,924
Building Facilities
Personnel 289,938 413,878 450,304 533,206 574,230
Operations 2,666,040 2,907,806 3,236,128 3,245,800 3,270,800
Capital - - 50,000 - -
Total Building Facilities 2,955,979 3,321,684 3,736,432 3,779,006 3,845,030
Public Works
Personnel
5,455,707 5,847,213 6,432,103 6,950,019 7,356,928
Operations
9,278,341 10,227,874 11,279,314 11,526,858 11,813,528
Capital
- - 50,000 - -
Total Public Works
14,734,048 16,075,086 17,761,417 18,476,877 19,170,456
Police Department
Administration
Personnel 1,535,327 1,751,538 2,070,261 1,949,414 2,045,047
Operations 2,136,219 2,725,726 3,374,900 2,951,286 3,131,630
Capital - - - - -
Total Administration 3,671,546 4,477,264 5,445,161 4,900,700 5,176,677
City Operations
Personnel 3,226,079 3,397,455 3,761,276 2,895,344 3,122,015
Operations 979,989 1,043,344 1,187,958 530,250 530,250
Capital - 88,661 95,000 - -
Total City Operations 4,206,068 4,529,460 5,044,234 3,425,594 3,652,265
North Area Division
Personnel 5,160,225 5,762,181 5,962,857 6,774,871 7,195,844
Operations 66,770 51,356 60,342 54,900 54,900
Capital - - - - -
Total North Area Division 5,226,994 5,813,537 6,023,199 6,829,771 7,250,744
South Area Division
Personnel 5,102,592 5,743,462 6,248,510 7,560,327 8,078,665
Operations 57,882 102,089 62,250 94,800 94,800
Capital - - - - -
TotalSouth Area Division 5,160,474 5,845,550 6,310,760 7,655,127 8,173,465
Special Operations Division
Personnel 5,185,609 4,589,046 4,718,213 5,270,716 5,518,563
Operations 145,741 184,459 261,615 316,785 316,785
Capital - - - - -
Total Special Operations Division 5,331,349 4,773,505 4,979,828 5,587,501 5,835,348
Professional Standards Division
Personnel
2,305,989 3,147,881 3,236,254 2,667,058 3,163,436
421Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Dept Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Name Actual Actual Projected Proposed Proposed
Operations 632,423 553,916 941,518 619,145 585,145
Capital - - - - -
Total Professional Standards Division 2,938,412 3,701,797 4,177,772 3,286,203 3,748,581
Communications
Personnel 2,775,942 3,057,151 3,566,742 3,003,710 3,114,117
Operations 285,524 283,107 440,555 450,628 387,580
Capital - - - - -
Total Communications 3,061,466 3,340,258 4,007,297 3,454,338 3,501,697
Property ft Records
Personnel 1,719,025 1,774,743 1,963,780 2,443,817 2,557,199
Operations 323,595 311,635 337,900 326,822 326,822
Capital - - - - -
Total Property ft Records 2,042,620 2,086,378 2,301,680 2,770,639 2,884,021
Behavioral Response Unit
Personnel 158,153 157,198 176,507 183,188 196,764
Operations - - - - -
Capital - - - -
Total Behavioral Response Unit 158,153 157,198 176,507 183,188 196,764
Community Oriented Policing 8 Problem Solving (COPPS)
Personnel 303,875 2,579,573 2,735,721
Operations - 706,600 740,600
Capital - - -
Total Community Oriented Policing @ Problem Solving (COPPS) 303,875 3,286,173 3,476,321
Police Department
Personnel
27,168,941 29,381,105
32,008,276 35,328,017 37,727,371
Operations
4,628,142 5,255,632
6,667,038 6,051,216 6,168,512
Capital
- 88,661
95,000 - -
TotalPolice Department
31,797,083 34,725,397
38,770,314 41,379,233 43,895,883
Fire Service Contract
Personnel - - - - -
Operations 10,015,568 10,702,511 11,044,939 11,496,069 12,013,392
Capital - - - - -
TotalFire Service Contract 10,015,568 10,702,511 11,044,939 11,496,069 12,013,392
Parks Ft Recreation
Administration
Personnel
533,164 569,383
653,435
684,576
722,822
Operations
648,724 773,081
940,750
586,017
653,238
Capital
- 222
850
850
850
Total Administration
1,181,887 1,342,686
1,595,035
1,271,443
1,376,910
Recreation
Personnel
704,330
816,592
812,541
729,724
776,188
Operations
327,661
367,197
366,800
182,600
182,600
Capital
4,285
723
5,000
7,500
7,500
Total Recreation
1,036,275
1,184,512
1,184,341
919,824
966,288
Classes/Cultural Services
Personnel
286,005 328,576 394,864 427,963 451,418
431Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
Dept Expense 2022-23 2023-24 2024-25 2025-26 2026-27
Name Actual Actual Projected Proposed Proposed
Operations
935,251
1,024,231
1,014,200
1,036,900
1,036,900
Capital
17,687
19,920
21,000
22,000
22,000
Total Classes/Cultural Services
1,238,943
1,372,727
1,430,064
1,486,863
1,510,318
Veterans Sports Park/The Annex
Personnel
233,639
224,267
347,387
355,706
379,622
Operations
121,188
100,380
134,100
148,100
148,100
Capital
1,629
4,400
2,000
2,000
2,000
Total Veterans Sports Park/The Annex
356,456
329,047
483,487
505,806
529,722
Senior Citizens
Personnel
502,238
471,955
537,158
560,786
591,793
Operations
99,381
112,202
117,100
126,950
130,100
Capital
-
-
-
-
-
Total Senior Citizens
601,619
584,157
654,258
687,736
721,893
Special Services
Personnel
312,764
325,347
399,048
393,695
408,150
Operations
6,450
6,473
8,000
10,750
11,000
Capital
2,155
27,327
25,000
5,000
5,000
Total Special Services
321,369
359,147
432,048
409,445
424,150
Tustin Youth Center
Personnel
453,051
444,723
366,368
401,348
427,219
Operations
38,673
31,116
46,600
61,300
61,300
Capital
1,695
1,868
2,500
2,500
2,500
Total Tustin Youth Center
493,419
477,707
415,468
465,148
491,019
Sports
Personnel
-
-
-
90,074
93,100
Operations
230,700
230,700
Capital
1,500
1,500
Total Sports
322,274
325,300
Parks & Recreation
Personnel
3,025,190
3,180,843
3,510,802
3,643,871
3,850,314
Operations
2,177,327
2,414,679
2,627,550
2,383,317
2,453,938
Capital
27,451
54,461
56,350
41,350
41,350
Total Parks Et Recreation
5,229,968
5,649,983
6,194,702
6,068,538
6,345,602
Non -Departmental
Personnel
6,159,430
6,116,893
6,895,138
7,795,125
590,000
Operations
8,777,782
9,577,826
4,670,966
9,243,313
7,859,332
Capital
-
-
-
40,000
-
Total Non -Departmental
14,937,212
15,694,718
11,566,104
17,078,438
8,449,332
General Fund Total
Personnel
49,403,391
52,998,624
58,225,801
63,745,053
60,233,585
Operations
38,511,849
42,465,202
41,670,819
45,734,839
45,474,687
Capital
38,370
177,928
288,850
131,850
76,850
Total General Fund Operating
87,953,610
95,641,754
100,185,470
109,611,742
105,785,122
Navy North Hangar Fire
-
71,712,518
31,587,482
-
-
Total Expenses - General Fund 87,953,610 167,353,821 131,772,952 109,611,742 105,785,122
441Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2025-2027 Position Control List (Benefited)
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026-27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Position Summary by Department
City Clerk
4.50
4.50
5.00
5.00
0.00
5.00
0.00
City Manager's Office
9.00
10.00
11.00
11.00
0.00
11.00
0.00
Community £t Economic Development
25.50
25.50
26.50
26.50
0.00
26.50
0.00
Finance
23.00
23.00
23.00
23.00
0.00
23.00
0.00
Human Resources
5.50
5.50
6.00
6.00
0.00
7.00
1.00
Parks & Recreation
17.00
17.00
18.00
18.00
0.00
18.00
0.00
Police Department
154.00
158.00
162.00
163.00
1.00
166.00
3.00
Public Works
78.00
82.00
81.00
81.00
0.00
81.00
0.00
Total Benefited Position Control - All Departments
316.50
325.50
332.50
333.50
1.00
337.50
4.00
City Clerk
Administrative Assistant
1.50
1.50
2.00
2.00
0.00
2.00
0.00
Assistant City Clerk '
0.00
0.00
0.00
1.00
1.00
1.00
0.00
City Clerk
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst )/II',z
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant 2
1.00
1.00
1.00
0.00
-1.00
0.00
0.00
Total City Clerk
4.50
4.50
5.00
5.00
0.00
5.00
0.00
City Manager's Office
Assistant City Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
City Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Coordinator
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Management Analyst)/II
0.00
1.00
0.00
0.00
0.00
0.00
0.00
Sr. Executive Coordinator
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
1.00
1.00
2.00
2.00
0.00
2.00
0.00
Deputy Director of Real Property
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Deputy City Manager- Real Property
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Director of Economic Development
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Real Property Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst)/II
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Total City Manager's Office
9.00
10.00
11.00
11.00
0.00
11.00
0.00
Community It Economic Development
Administrative Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Assistant Director of CD - Building
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Assistant Director of CD - Planning
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Assistant Planner
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Associate Planner
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Building Inspector
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Building Official
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Building Permit Technician
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Code Enforcement Officer
1.50
1.50
1.50
1.50
0.00
1.50
0.00
Deputy Building Official
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Director of Community Development
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst)/II
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Planning Technician
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Plans Examiner
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Principal Plan Check Engineer
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Principal Planner
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Building Inspector
1.00
1.00
2.00
2.00
0.00
2.00
0.00
Senior Code Enforcement Officer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
451Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026-27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Senior Building Permit Technician
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Planner
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Deputy Director of Economic Development
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Management Analyst1/II
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Assistant
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Total Community £t Economic Development
25.50
25.50
26.50
26.50
0.00
26.50
0.00
Finance
Accountant
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Accounting Specialist
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Code Enforcement Officer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Deputy Director of Finance
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Director of Finance/City Treasurer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Finance Manager
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Information Technology Manager
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Information Technology Specialist
3.00
0.00
1.00
1.00
0.00
1.00
0.00
Information Technology Supervisor
0.00
1.00
0.00
0.00
0.00
0.00
0.00
Management Analyst
1.00
2.00
3.00
3.00
0.00
3.00
0.00
Management Analyst11
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Senior Accountant
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Senior Accounting Specialist
2.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Information Tech Specialist
1.00
3.00
3.00
3.00
0.00
3.00
0.00
Senior Management Analyst
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Senior Management Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Meter Reader
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Total Finance
23.00
23.00
23.00
23.00
0.00
23.00
0.00
Human Resources
Administrative Assistant
0.50
0.50
0.00
0.00
0.00
0.00
0.00
Director of Human Resources
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Human Resources Manager
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11 3,4
1.00
2.00
2.00
2.00
0.00
3.00
1.00
Management Assistants
1.00
1.00
2.00
2.00
0.00
1.00
-1.00
Senior Management Analyst
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Senior Management Assistants
1.00
0.00
0.00
0.00
0.00
1.00
1.00
Total Human Resources
5.50
5.50
6.00
6.00
0.00
7.00
1.00
Parks Et Recreation
Administrative Assistant
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Deputy Director of Parks 8 Recreation
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Director of Parks Et Recreation
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst1/II
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Recreation Coordinator
6.00
6.00
6.00
6.00
0.00
6.00
0.00
Recreation Facilities Lead
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Recreation Program Specialist
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Recreation Superintendent
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Recreation Supervisor
2.00
2.00
3.00
3.00
0.00
3.00
0.00
Sr. Management Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Transportation Coordinator
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Total Parks Et Recreation
17.00
17.00
18.00
18.00
0.00
18.00
0.00
Police Department
Administrative Assistant 0.00 0.00 1.00 1.00 0.00 1.00 0.00
Behavioral Health Bureau Commander 1.00 0.00 0.00 0.00 0.00 0.00 0.00
461Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026-27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Crime Analyst(SLESF Grant Funded)
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Management Analyst1/II (SLESF Grant Funded)
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst1/II
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Police Captain
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Police Chief
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Police Communications Lead
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Police Communications Officer 1/11
10.00
10.00
10.00
10.00
0.00
10.00
0.00
Police Fleet Coordinator
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Police Lieutenant
5.00
5.00
6.00
6.00
0.00
6.00
0.00
Police Officer 8
72.00
72.00
74.00
74.00
0.00
76.00
2.00
Police Officer (SRO)
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Police Records Lead
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Police Records Specialist
10.00
10.00
10.00
10.00
0.00
10.00
0.00
Police Sergeant
18.00
19.00
19.00
19.00
0.00
19.00
0.00
Police Services Officer 1/II/III 6, 7
15.00
16.00
16.00
17.00
1.00
18.00
1.00
Police Administrative Services Manager
0.00
0.00
2.00
2.00
0.00
2.00
0.00
Police Support Services Manager
2.00
2.00
4.00
4.00
0.00
4.00
0.00
Police Support Services Supervisor
4.00
5.00
6.00
6.00
0.00
6.00
0.00
Property and Evidence Specialist
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Senior Management Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Total Police Department
154.00
158.00
162.00
163.00
1.00
166.00
3.00
Public Works
Assistant Engineer
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Assistant Director of Public Works
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Associate Engineer
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Deputy Director of PW - Engineering
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Deputy Director of PW - City Engineer
0.00
2.00
1.00
1.00
0.00
1.00
0.00
Deputy Director of PW - Operations
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Director of PW / City Engineer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Electrician
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Equipment Mechanic
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Equipment Operator
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Field Services Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Maintenance Leadworker
5.00
5.00
6.00
6.00
0.00
6.00
0.00
Maintenance Supervisor
4.00
5.00
5.00
5.00
0.00
5.00
0.00
Maintenance Worker/Sr. Maintenance Worker
22.00
22.00
22.00
22.00
0.00
22.00
0.00
Management Assistant
3.00
3.00
2.00
2.00
0.00
2.00
0.00
Principal Engineer
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Public Works Inspector
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Public Works Manager
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Senior Engineer
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
1.00
1.00
2.00
2.00
0.00
2.00
0.00
Senior Management Assistant
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Senior Permit Technician
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Public Works Inspector
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Equipment Mechanic Leadworker
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Distribution Leadworker
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Water Distribution Operator1/11
7.00
7.00
7.00
7.00
0.00
7.00
0.00
Water Equipment Operator
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Water Maintenance Et Construction Supervisor
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Services Manager
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Treatment Leadworker
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Treatment Operator
1.00
1.00
0.00
0.00
0.00
0.00
0.00
471Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026-27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Water Treatment Operator11 3.00 3.00 3.00
3.00
0.00 3.00
0.00
Water Treatment Supervisor 1.00 1.00 1.00
1.00
0.00 1.00
0.00
Total Public Works 78.00 82.00 81.00
81.00
0.00 81.00
0.00
Total Benefited Position Control 316.50 325.50 332.50
333.50
1.00 337.50
4.00
Footnotes
1
City Clerk - 25/26 Budget - Management Analyst II to Assistant City Clerk
2
City Clerk - 25/26 Budget - Management Assistant to Management Analyst 1
3
Human Resources - 26/27 Budget - Add Management Analyst 1
4
Human Resources - 26/27 Budget - Management Analyst I to Management Analyst 11
5
Human Resources - 26/27 Budget - Management Assistant to Senior Management Assistant
6
Police Department - 25/26 Budget - Add Police Services Officer 1/11/111
7
Police Department - 26/27 Budget - Add Police Services Officer 1/11/111
8
Police Department - 26/27 Budget - Add Two (2) Police Officers
481Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2025-2027 Proposed Position Control (Non -Benefited)
2022-23
2023-24
2024-25
2025-26
2026 27
Department Position / Non -Benefited
Inc/(Dec)
Inc/(Dec)
Budget
Budget
Budget
Proposed
Proposed
Non -Benefited Position Summary by Department
Human Resources
N/A
N/A
0.00
0.25
0.25
0.00
-0.25
Community Development
N/A
N/A
2.50
3.00
0.50
3.00
0.00
Parks & Recreation
N/A
N/A
32.75
35.13
2.38
36.68
1.55
Public Works
N/A
N/A
2.79
3.79
1.00
3.79
0.00
Police Department
N/A
N/A
16.00
16.00
0.00
16.00
0.00
Total Non -Benefited Position Control - All Departments
N/A
N/A
54.04
58.17
59.47
Human Resources
Temporary Employee
N/A
N/A
0.00
0.25
0.25
0.00
-0.25
Total Human Resources
N/A
0.00
0.25
0.25
0.00
-0.25
Community Development
Administrative Intern
N/A
N/A
1.00
1.50
0.50
1.50
0.00
Graduate Intern
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Temporary Employee
N/A
N/A
1.00
1.00
0.00
1.00
0.00
Total Community Development
N/A
N/A
2.50
3.00
0.50
3.00
0.00
Parks & Recreation
Office Assistant
N/A
N/A
1.43
1.43
0.00
1.43
0.00
Recreation Program Assistant
N/A
N/A
7.06
8.24
1.18
8.44
0.20
Recreation Facilities Assistant
N/A
N/A
5.34
5.34
0.00
5.34
0.00
Recreation Leader
N/A
N/A
14.41
14.78
0.37
15.98
1.20
Recreation Leader II
N/A
N/A
4.51
5.34
0.83
5.50
0.15
Total Parks & Recreation
N/A
32.75
35.13
Public Works
Maintenance Aide
N/A
N/A
2.00
2.00
0.00
2.00
0.00
Temporary Employee
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Deputy Director of Public Works - Engineering
N/A
N/A
0.29
0.29
0.00
0.29
0.00
Administrative Intern
N/A
N/A
0.00
1.00
1.00
1.00
0.00
Total Public Works F
N/A
N/A
2.79
3.79
1.00
3.79
0.00
Police Department
Fleet Coordinator
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Parking Control Officer
N/A
N/A
2.00
2.00
0.00
2.00
0.00
Police Services Officer 1/11
N/A
N/A
3.00
3.00
0.00
3.00
0.00
Police Cadet
N/A
N/A
3.00
3.00
0.00
3.00
0.00
Master Reserve Officer
N/A
N/A
3.00
3.00
0.00
3.00
0.00
Administrative Assistant
N/A
N/A
1.00
1.00
0.00
1.00
0.00
Temporary Employee
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Police Communications Officer 1/II
N/A
N/A
2.00
2.00
0.00
2.00
0.00
Senior Management Analyst
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Management Analyst I
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Total Police Department
N/A
N/A
16.00
16.00
0.00
16.00
Total Non -Benefited Position Control
N/A
N/A
54.04
58.17
491Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
F
esent the
Community Set Policy
DESCRIPTION:
Propose & Approve
Local Legislation
The City Council provides policy direction with regard to City services. Through its review and approval of the City's annual
operating and capital improvement budgets, the City
Council determines the types and levels of City services.
The City Council authorizes changes in the Municipal
Code through adoption of ordinances. Policy direction is
given by the City Council to the Planning Commission,
the Community Services Commission, Audit Commission,
Public Art Commission, and Building Board of Appeals.
The City Council also serves as the Board of Directors of
the Tustin Public Financing Authority, Housing Authority,
and of the Successor Agency.
Members of the City Council represent the City on various
agencies such as the Orange County Fire Authority,
Transportation Corridor Agencies, Orange County
Sanitation District, Orange County Mosquito and Vector Control District, Orange County Library Board, Santa Ana River Flood
Protection Agency, Water Advisory Committee of Orange County, and Newport Bay Watershed Executive Committee.
501Page
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City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
MAYOR'S WELCOME
Welcome to Tustin.
On behalf of the Tustin City Council, it is my pleasure to welcome you to the City of Tustin. We are proud to provide you with
information about our community and the many opportunities Tustin has to offer.
Much like the glorious old trees that grace its landscape, Tustin is rooted in the past - its early heritage is embodied by the
captivating historic homes and commercial storefronts along the streets of Old Town. But like its grand old homes and trees,
Tustin continues to flourish with existing and new communities, modern shopping centers and in its diverse industrial base,
ever reaching out to the future.
Nestled in the scenic heart of Orange County, California, Tustin actively plans for the future based on a tremendous foundation
of success. The community's goals are clear: to remain financially secure, to create jobs, and to improve the quality of life for
all who live and work here by promoting a healthy balance of safe neighborhoods, parks, community facilities, and strong
commercial and industrial areas.
From a business perspective, Tustin is one of California's prime business locations. Tustin prides itself by working as a partner
and supporter of businesses of all sizes to help them achieve greater success. The proximity of state and interstate freeways,
airports, seaports and rail service enable easy travel to and from Tustin.
I invite you to spend some time in Tustin. Whether in person or via our web page, we're happy to have you.
Sincerely,
Mayor Austin Lumbard
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City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
CITY COUNCIL
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES CITY COUNCIL
ALL Funds
Salaries & Benefits 22,368 39,027 38,043 89,513 75,554 75,554
Internal Service Charges - - - - - -
Operating Expense 27,894 23,128 51,400 51,400 51,900 51,900
Total City Council Expenditures 50,262 62,155 89,443 140,913 127,454 127,454
EXPENSES BY DIVISION
General Fund
City Council Expenditures
Salaries & Benefits 22,368 39,027 38,043 89,513 75,554 75,554
Internal Service Charges - - - - - -
Operating Expense 27,894 23,128 51,400 51,400 51,900 51,900
Total 50,262 62,155 89,443 140,913 127,454 127,454
Total General Fund 50,262 62,155 89,443 140,913 127,454 127,454
City Council - Budget Breakdown by Year (All Funds)
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
2022-23 Actual 2023-24 Actual 2024-25 Budget 2024-25 2025-26 Budget 2026-27 Budget
Estimated
■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense
521Page
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City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
[Administration]
Department
Operations,
Programs & Services
[Public Information Legislative Advocacy
E
rgovernmental
Relations Real Property
Department Position / Benefited
2022-23
2023-24
2024-25
2025-26
2026-27
Budget
Budget
Budget
Proposed
Inc/(Dec)
Proposed
Inc/(Dec)
City Manager's Office
Assistant City Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
City Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Coordinator
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Management Analyst 1/11
0.00
1.00
0.00
0.00
0.00
0.00
0.00
Sr. Executive Coordinator
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
1.00
1.00
2.00
2.00
0.00
2.00
0.00
Deputy Director of Real Property
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Deputy City Manager - Real Property
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Director of Economic Development
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Real Property Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Total City Manager's Office
9.00
10.00
11.00
11.00
0.00
11.00
0.00
* In November of 2025 the Economic Development Division was divided into Real Property, which resides under the City Manager's Office, and Economic Development, which has been
moved to the Community & Economic Development Department.
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City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
Under policy direction of the City Council, the City Manager's Office is responsible for planning, organizing and evaluating City
services and providing management direction to all City departments through the department directors. It also ensures that
the types and levels of City services are consistent with City Council policy and the proposed budget.
TASKS:
➢ Keep the City Council constantly apprised as to the status of City programs and activities
➢ Respond to, and resolve, citizen complaints concerning City services
➢ Provide staff support, when required, to members of the City Council serving on regional agencies
➢ Serve on special regional committees such as the Orange County Fire Authority Technical Advisory Committee,
Orange County Library Task Force, and 800 MHz Communications System Governance Committee
➢ Submit to the City Council the Fiscal Year 2025-27 biennial operating and seven-year capital improvement budgets
➢ Provide management oversight of economic development and housing programs
➢ Serve as the Executive Director of the Successor Agency
➢ Serve as the Executive Director of the Tustin Housing Authority
➢ Serve as the Director of the Local Reuse Authority for the former MCAS Tustin
➢ Serve as the Master Developer for City properties at Tustin Legacy
➢ Manage the City's public communications program
541Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
DESCRIPTION:
The Real Property Division focuses on the buildout of
Tustin Legacy and City-wide property development
by overseeing and managing the planning,
marketing, disposition, and development of City
owned, leased or licensed real property.
TASKS:
Leading the implementation of the Tustin
Legacy Specific Plan/Local Reuse Authority
Reuse Plan
Leading the neighborhood land use
planning for Tustin Legacy in coordination
with other departments
Coordinating proprietary design review for
all projects on City owned property
Negotiating and managing complex real property transactions with public agencies and/or private developers/entities
including Exclusive Negotiating Agreements (ENAs), Disposition and Development Agreements (DDAs),
Development Agreements (DAs), Purchase and Sale Agreements (PSAs), leases, licenses, mitigation agreements,
transfer agreements, etc.
Working with various federal, state and local public agencies, developers, contractors, professionals, community
groups, property owners and residents
Managing and performing financial analyses and economic studies of real property offerings and transactions and
developing financial strategies for the implementation of development plans
Coordinating the planning of future public infrastructure and capital improvement project needs to facilitate the
buildout of Tustin Legacy and other City real property
Performing asset management of buildings and structures on City owned property as well as vacant property
PERFORMANCE MEASURES:
Tustin Legacy Interim Use Revenue Real
Estate
South Hangar Rental Revenue Real
Estate
Pacific Center East Interim Use Revenue Real
Estate
2024-2025 ACCOMPLISHMENTS:
$400,000 $960,000 $1,280,000 $1,000,000 $1,000,000 $1,000,000
$100,000 $141,000 $107,500 $48,000 $0 $0
$900,000 $1,000,000 $1,377,000 $1,600,000 $1,500,000 $1,500,000
➢ Development of Real Property
➢ Executed a Disposition and Development Agreement (DDA) with Irvine Company for the development of a
1,336 unit multifamily community with 25% total affordability.
➢ Established CFD 18-01 Zone 3 and Rate and Method of Apportionment (RMA) for the Irvine Company
project.
➢ Extended Confluent ENA for a Senior Congregate Care facility and advanced negotiations.
➢ Coordinated development for public and private projects within the South Orange County Community
College District (SOCCCD) ATEP campus.
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City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ The Advantech North America Headquarters Campus held a groundbreaking for their 6-story
approximately 100,000 SF office building and 2-story approximately 80,000 SF research and
development building in October 2024.
➢ The Goddard School a 14,400 square foot educational preschool, held a ribbon cutting in January
2025.
➢ As the Local Reuse Authority for former MCAS Tustin, continued to move forward with the reuse planning
process for 85 acres (Tustin Legacy Specific Plan Neighborhood C).
➢ Received authorization from the City Council to release competitive offerings for the following sites:
➢ 11 acres within Pacific Center East Specific Plan (Planning Area 10)
➢ 0.4 acres within the Downtown Commercial Core Specific Plan (Development Area 2)
➢ 134 acres within the Tustin Legacy Specific Plan
➢ 73 acres in Neighborhood E
➢ 61 acres in Neighborhood G
➢ Advanced design plans and bid packages for CIP projects such as Legacy Park (2nd phase), Armstrong
Avenue pedestrian bridge and Neighborhood G Phase 1.
➢ Advanced preliminary infrastructure design of Cornerstone II (PA 9-12) at Tustin Legacy.
➢ Advanced preliminary infrastructure design of Neighborhood G (PA 15A) at Tustin Legacy.
➢ Project Management and plan checking of Tustin Legacy Park Phase II.
➢ Solicited RFQ for brokerage services and executed a Listing Agreement with CCP Real Estate Advisors for
14 acres within Cornerstone II (PA 9-12) at Tustin Legacy.
➢ Executed a brokerage services Listing Agreement with JLL for 11 acres within the Pacific Center East
Specific Plan (Planning Area 10).
➢ Executed a brokerage services Listing Agreement with PRES Companies for 150 E First Street within the
Downtown Commercial Core Specific Plan (Development Area 2).
➢ Completed Surplus Land Act (SLA) Notice of Availability (NOA) process for the former Army Reserve
property at Tustin Legacy.
➢ Completed SLA NOA process for the remaining portion of Neighborhood D North property at Tustin
Legacy.
➢ Completed SLA NOA process for an 11-acre property at Pacific Center East.
➢ Managed Tustin Legacy outreach campaign and executed contract with JPW.
➢ Audited the Landing Profit Participation Agreement financials.
➢ Provided inputs for Tustin Legacy fiscal impact modeling.
➢ Monetization of Real Property
➢ Tustin Legacy
➢ Managed nine (9) new and existing short-term License agreements, expected to generate
approximately $1,000,000 in revenue.
➢ Managed two (2) short-term license agreement at the South Hangar, generating $48,000 in
revenue.
➢ Oversaw property management for approximately 580 vacant acres
➢ Pacific Center East
➢ Managed leases with two (2) Tenants at the 15171 Del Amo warehouse, which generates over
$1,150,000 annually.
➢ Managed one (1) one-year license extension in Pacific Center East, generating over $50,000
annually.
➢ Re -negotiated one (1) two-year term license agreement in Pacific Center East, securing $120,000
in annual revenue.
➢ Billboard
➢ Managed the Static Display Lease with Outfront Media, generating roughly $69,500 in
revenue.
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
➢ Old Town
➢ Supported a valet parking service pilot program, resulting in $1,500 of revenue for the use of an
otherwise vacant parking lot at the Tustin War Memorial Building.
➢ Conducted a feasibility analysis of the Steven's Square parking structure.
2025-2026 GOALS:
➢ Development of Real Property
➢ Close of escrow with Irvine Company for 1,336 apartment units at Tustin Legacy.
➢ Execute a Disposition and Development Agreement (DDA) for the Confluent Congregate Care project
(Neighborhood D South).
➢ Coordinate design review and predevelopment activities and monitor construction of SOCCCD ATEP public
and private projects.
➢ As the LRA, finalize one or more alternative land use plans for Parcel 18 reuse planning.
➢ Release competitive offerings for the following sites:
➢ 11 acres within Pacific Center East Specific Plan (Planning Area 10)
➢ 0.4 acres within the Downtown Commercial Core Specific Plan (Development Area 2)
➢ 134 acres within the Tustin Legacy Specific Plan
➢ 73 acres in Neighborhood E
➢ 61 acres in Neighborhood G
➢ Coordinate general infrastructure analysis and design for remaining portions of Neighborhood G.
➢ Coordinate the design of Legacy Park (Neighborhood G) with other departments.
➢ Continue to advance design of Cornerstone II infrastructure (PA 9-12) at Tustin Legacy.
➢ Monitor construction of Neighborhood D South Infrastructure Ph 2.
➢ Monitor bidding and construction of Legacy Park Ph 2 with other departments.
➢ Monitor bidding and construction of Armstrong Ave Pedestrian Bridge with other departments.
➢ City Council direction on long-term security and fire protection improvements for South Hangar.
➢ Monitor profit participation audit for The Landing project in Neighborhood D South.
➢ Negotiate updates to school mitigation agreements with TUSD.
➢ Continue to coordinate Tustin Legacy public outreach with City's consultant JPW Communications
➢ Monetization of Real Property
➢ Continue to generate revenue for City with interim uses on vacant Tustin Legacy property
➢ Continue to generate revenue for City from events, filming and other uses at the South Hangar
➢ Continue to generate revenue for City with interim uses on vacant Pacific Center East property and extend
Leases at the 15171 Del Amo building
CITY MANAGER'S OFFICE
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES CITY MANAGER'S OFFICE
ALL Funds
Salaries & Benefits
1,846,137
2,342,202
2,629,259
2,251,331
2,684,163
2,823,010
Internal Service Charges
81,600
109,500
134,400
94,620
101,442
115,935
Operating Expense
175,918
368,928
394,917
655,817
613,935
625,935
Furniture & Equipment
-
-
40,000
40,000
20,000
5,000
Total CM's Office Expenditures
2,103,655
2,820,630
3,198,576
3,041,768
3,419,540
3,569,880
EXPENSES BY DIVISION
General Fund
City Manager's Office Expenditures
571Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IUJI
Salaries & Benefits
853,179
683,046
855,325
852,198
446,049
465,238
Internal Service Charges
29,900
39,800
46,000
46,000
55,332
63,237
Operating Expense
21,905
76,830
40,100
43,100
42,100
42,100
Furniture & Equipment
-
-
40,000
40,000
20,000
5,000
Total
904,984
799,676
981,425
981,298
563,481
575,575
Real Property Expenditures
Salaries & Benefits
992,958
1,659,156
1,773,934
1,399,133
2,090,430
2,203,693
Internal Service Charges
51,700
69,700
88,400
48,620
46,110
52,698
Operating Expense
154,013
292,098
354,817
612,717
571,835
583,835
Total
1,198,671
2,020,954
2,217,151
2,060,470
2,708,375
2,840,226
Total General Fund qr 2,103,655 2,820,630 3,198,576 3,041,768 3,271,857 3,415,801
EXPENSES BY DIVISION
All Other Funds
Administration (Water Enterprise Fund)
Salaries & Benefits 147,683 154,079
Internal Service Charges - -
Operating Expense - -
Tota l 147,683 154,079
City Manager's Office - Budget Breakdown by Year (All Funds)
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
2022-23 Actual 2023-24 Actual 2024-25 Budget 2024-25
Estimated
■ Salaries & Benefits ■ Internal Service Charges
2025-26 Budget 2026-27 Budget
Operating Expense
581Page
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City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
The City Attorney's office provides legal advice and services pertaining to City affairs to the City Council, City Manager and
other City officials.
TASKS:
➢ Attend City Council and Planning Commission meetings for the purpose of providing legal advice
➢ Review and prepare ordinances, resolutions, franchises, agreements, contracts and other documents
➢ Provide legal advice to City departments
➢ Represent the City in court proceedings
➢ Review and monitor general employment and automobile liability claims processed by the City's claims
administrator
CITY ATTORNEY
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES CITY ATTORNEY
ALL Funds
Operating Expense 727,834 791,846 782,400 900,000 900,000 900,000
Total City Attorney Expenditures 727,834 791,846 782,400 900,000 900,000 900,000
EXPENSES BY DIVISION
General Fund
City Attorney Expenditures
Operating Expense 727,834 791,846 782,400 900,000 900,000 900,000
Total 727,834 791,846 782,400 900,000 900,000 900,000
Total General Fund 727,834 791,846 782,400 900,000 900,000 900,000
90o,0oo
soo,000
700,000
600,000
500,000
400,000
300,000
200,000
100poo
City Attorney - Budget Breakdown by Year (All Funds)
2022-23 Actual 2023-24 Actual 2024-25 Budget 2024-25 2025-26 Budget 2026-27 Budget
Estimated
■ Operating Expense
591Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
Department Position / Benefited
2022-23
2023-24
2024-25
2025-26
Inc/(Dec)
2026 27
Inc/(Dec)
Budget
Budget
Budget
Proposed
Proposed
City Clerk
Administrative Assistant
1.50
1.50
2.00
2.00
0.00
2.00
0.00
Assistant City Clerk
0.00
0.00
0.00
1.00
1.00
1.00
0.00
City Clerk
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11 1 z
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant z
1.00
1.00
1.00
0.00
-1.00
0.00
0.00
Total City Clerk
4.50
4.50
5.00
5.00
0.00
5.00
0.00
Footnotes
1 City Clerk - 25/26 Budget - Management Analyst II to Assistant City Clerk
2 City Clerk - 25/26 Budget - Management Assistant to Management Analyst I
601Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
The City Clerk's Office facilitates the legislative policy -making process, records and validates the proceedings of the City
Council, and provides for timely and thorough access to public records. It administers the activities pertaining to City Council
legislation, processes Council -approved agenda items, manages public records, and disseminates information concerning
Council actions both to City staff and the public and conducts municipal elections.
TASKS:
➢ Coordinate the preparation and distribution of official City Council agendas
➢ Maintain a centralized records management system of contracts/agreements, deeds, resolutions, ordinances, and
other City documents
➢ Process public records requests
➢ Conduct municipal elections in accordance with the Tustin City Code, the Elections Code, and the Political Reform
Act of 1974
➢ Serve as filing officer for Campaign Disclosure and conflict of interest statements required by the Fair Political
Practices Commission
➢ Coordinate legislative updates in the Tustin City Code
➢ Administer the recruitment process for the City's Planning Commission, the Community Services Commission, Audit
Commission, Building Board of Appeals, and Public Art Commission
➢ Implement the City's Citizen Academy program
➢ Process legal documents, including: liability claims, subpoenas, summons, appeals, and petitions
➢ Prepare and coordinate ceremonial recognitions such as presentations during the City Council meeting,
proclamations and certificates of recognition
➢ Publish legal notices
➢ Provide citywide phone reception services
➢ Provide citywide duplication, scanning services and mail delivery
➢ Maintain subscription and distribution of City Council and Planning Commission agendas and minutes
➢ Receive bids and RFPs for City projects and conduct bid openings respectively
➢ Manage the citywide public shredding program
➢ Serve as the Americans with Disabilities Act Coordinator ensuring that persons with disabilities can fully participate
in and benefit from the public services offered by the City
➢ Manage the electronic document imaging system (Laserfiche)
CITY CLERK
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES CITY CLERK
ALL Funds
Salaries & Benefits
594,849
620,030
691,391
698,836
739,248
771,960
Internal Service Charges
34,500
46,500
55,200
55,200
46,110
52,698
Operating Expense
240,554
156,969
347,300
332,300
302,300
514,300
Furniture & Equipment
-
668
38,500
38,500
10,000
10,000
Total City Clerk Expenditures
869,904
824,167
1,132,391
1,124,836
1,097,658
1,348,958
611Page
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City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
CITY CLERK
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES BY DIVISION
General Fund
City Clerk Expenditures
Salaries & Benefits
594,849
620,030
691,391
698,836
739,248
771,960
Internal Service Charges
34,500
46,500
55,200
55,200
46,110
52,698
Operating Expense
240,554
156,969
347,300
332,300
302,300
514,300
Furniture & Equipment
-
668
38,500
38,500
10,000
10,000
Total
869,904
824,167
1,132,391
1,124,836
1,097,658
1,348,958
Total General Fund 869,904 824,167 1,132,391 1,124,836 1,097,658 1,348,958
City Clerk - Budget Breakdown by Year (All Funds)
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
2022-23 Actual 2023-24 Actual 2024-25 Budget 2024-25 2025-26 Budget 2026-27 Budget
Estimated
■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Furniture & Equipment
621Page
FINANCE DEPARTMENT SERVICES TO THE COMMUNITY & POSITION CONTROL HISTORY
Finance
Fiscal and I
Budget and
Treasury Services Planning
Financial Budget
Reporting Development
Treasury
Accounts
Payable/
Accounts
Receivable
Payroll
Special District
Administration
Special Fund
Administration
Fiscal Analysis
Forecasting
Cost Allocation
Information
Technology Customer Service
r
nology
Governance and "Prepare Utility
Planning ` Bills
Technology w Read Meters
Service Desk
Utility Billing
Cybersecurity Customer
Service
Geographic Agency Water
Information Reporting
ems Syst
City Hall
Cashiering
Business License
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Finance
Accountant
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Accounting Specialist
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Code Enforcement Officer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Deputy Director of Finance
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Director of Finance/City Treasurer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Finance Manager
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Information Technology Manager
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Information Technology Specialist
3.00
0.00
1.00
1.00
0.00
1.00
0.00
Information Technology Supervisor
0.00
1.00
0.00
0.00
0.00
0.00
0.00
Management Analyst)
1.00
2.00
3.00
3.00
0.00
3.00
0.00
Management Analyst11
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Senior Accountant
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Senior Accounting Specialist
2.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Information Tech Specialist
1.00
3.00
3.00
3.00
0.00
3.00
0.00
Senior Management Analyst
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Senior Management Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Meter Reader
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Total Finance
23.00
23.00
23.00
23.00
0.00
23.00
0.00
641Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
The Finance Department manages treasury functions, financial reporting, budget development and monitoring, payroll,
accounts payable, accounts receivable, utility billing services, cashiering, and business licensing for the City, the Housing
Authority, the Successor Agency to the Tustin Community Redevelopment Agency, the Water Enterprise and the City's Special
Assessment Districts. It ensures that the City's financial activities are recorded in accordance with generally accepted
accounting principles and standards of the Government Accounting Standards Board. Additionally, Tustin's Information
Technology (IT) services are also housed within the Finance Department. The IT team collaborates with all City Departments
and divisions to meet their technology needs, and designs, develops, administers, and maintains various hardware and
software systems, including phones, cybersecurity, and networking systems.
TASKS:
➢ Deposit, monitor, and record all City revenues
➢ Serve as the City Treasurer, managing and investing City funds
➢ Prepare monthly and quarterly investment reports
➢ Prepare the annual Operating and Capital Improvement Budget
➢ Administer and update the comprehensive annual user fee program
➢ Maintain the General Ledger and all financial records
➢ Manage payroll, accounts receivable, and accounts payable functions
➢ Maintain the City's Fixed Asset Records
➢ Coordinate with departments to ensure compliance with federal, State, and county grants
➢ Ensure proper internal controls are in place across City Operations
➢ Prepare the Annual Comprehensive Financial Report and Popular Annual Financial Report
➢ Complete the State Controller's Annual Financial Transaction Report, Annual Street Report, Annual Government
Compensation Report, and other reports as required
➢ Represent the City and provide information for various City, County, State, and federal audits
➢ Provide managerial and operational support for Water Utility billing
➢ Handle Utility Billing services, including reading meters, preparing residents' bills, creating and monitoring service
requests, preparing water management reports, and promoting the water conservation program
➢ Assist in the formation and administration of special assessment districts
➢ Manage debt service and issue bonds when appropriate
➢ Manage, replace, and/or implement software and hardware solutions
➢ Manage IT help desk and on -call services to ensure department requests were addressed in a timely manner
➢ Monitor and/or replacing IT infrastructure solutions, including switches, servers, phones, computers, etc.
➢ Monitor IT infrastructure alerts and incidents to determine appropriate response and mitigation actions
PERFORMANCE MEASURES:
In December of 2022, the Utility Billing Department took on an elevated approach to managing phone calls from our
residents and businesses. Using real-time reporting, standards were set and implemented in January of 2023. The
performance measurements below demonstrate the success of our "aLL-hands" approach to serving our residents. Our goals
are true "Reach" goals that will need a sustained effort to achieve. The success of the program is clear in the results below.
Utility Billing Calls
N/A
N/A
7,313
1 7,645
6,826
2,489
7,000
7,000
7,000
Calls Answered by Staff
%
90.0%
64.2%
89.3%
92.05%
96.83%
95.0%
95.0%
95.0%
Calls Abandoned
%
5.0%
11.8%
6.39%
3.47%
1.39%
2.0%
2.0%
2.0%
Avg. Call Queue Time
Seconds
60
133
59
35
17
30
30
1 30
651Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
2025-27 Biennial. Fiscal. •.erating & Capital. Improvement Program Budget
Calendar Calendar Calendar Calendar 2024- 2025- 2026-
Performance Measure Measurement Target 2022 2023 2024 2025 2025 2026 2027
Actual Actual Actual YTD May Est. Est. Est.
Avg. Call Abandoned Time Seconds 120 199 148 00
2024-2025 ACCOMPLISHMENTS:
➢ Effectively managed the City's investment portfolio with a continued goal of
maximizing investment returns while safeguarding principal and remaining
sufficiently liquid to meet future expenditures
➢ Received the Government Finance Officers Association's "Certificate of
Achievement for Excellence in Financial Reporting" for the 38th year, which
is the highest form of recognition in the area of governmental accounting and
financial reporting
➢ Prepared the Popular Annual Financial Report
➢ Effectively managed procurement and financial activities related to the North
Hangar Fire
➢ Received the Operating Budget Excellence Award from the California Society
of Municipal Finance Officers for our 2024-2025 Fiscal Operating & Capital
Improvement Program Budget document
Finance Officers
}
City Of Tusfin
r9� ra rj":ri ra r.a 61 t7 oar
➢ Began implementation of
OpenGov Budgeting & Transparency platform
➢ Continued to address unfunded CaLPERS pension liabilities by adhering
to a five-year pension paydown plan
➢ Continued to evaluate and develop Long-term strategies to achieve a
more sustainable budget
➢ Updated the 2024-2025 Comprehensive User Fee Study for adoption in
June of 2025
➢ Prepared and obtained Council approval to refund the Special Tax
Revenue Bonds issued for CFDs 06-1 and 2014-1, which would provide
savings to affected property owners.
➢ Published a 2024-2025 Budget -In -Brief that provided a summary of the
Biennial 2024-2025 Budget.
➢ Replace the Storage Area Network (SAN) storage arrays to ensure efficient data storage, reliable
performance, and continuous support for critical production data, including file servers, SQL databases, and
other essential applications
2025-2026 GOALS:
➢ Financial Management
➢ Continue to implement and evaluate a 10-year fiscal sustainability
strategy to achieve a balanced and resilient budget
➢ Continue to address unfunded CaLPERS pension liabilities by
developing a new pension funding plan
➢ Continue to produce an award -winning Annual Comprehensive
Financial Report (ACFR) in accordance with generally accepted
accounting principles
➢ Continue to produce a Popular Annual Financial Report to supplement
the ACFR, ensuring it is easily understandable to the general public and
other interested parties without a background in public finance
2024-2025 BUDGET -IN -BRIEF M
661Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Continue to provide the City Manager and City Council with timely financial updates
➢ Continue to effectively manage the City's investment portfolio, aiming to maximize investment returns while
safeguarding principal and maintaining sufficient liquidity to meet future expenditures
➢ Complete implementation of OpenGov Budgeting & Transparency platform
➢ Produce a Budget -in -Brief brochure that highlights the City's General Fund and Capital Improvement
Program in an easily digestible format
➢ Conduct a new comprehensive user fee study and cost allocation plan to ensure appropriate cost recovery
for providing essential municipal services
➢ Continue to perform internal business process reviews to identify opportunities for efficiency improvements
and strengthen internal controls
➢ IT and Infrastructure Management
➢ Manage the City's five-year computer replacement cycle to ensure all desktops and laptops remain up-to-
date, reliable, and capable of supporting the latest software and security requirements.
➢ Manage the City's five-year server replacement cycle to maintain optimal performance, security, and support
for the virtual server infrastructure.
➢ Evaluate options to replace the citywide phone system
➢ Continue to implement ongoing measures to enhance the City's cybersecurity posture, including regular risk
assessments, proactive threat monitoring, staff training, and the deployment of advanced security
technologies to safeguard against evolving cyber threats
➢ Continue to evaluate emerging technologies and collaborate closely with departments to assess their
suitability for implementation, ensuring alignment with organizational goals and enhancing operational
efficiency where appropriate
➢ Continued management and implementation of security/CCTV cameras and systems at various facilities will
ensure comprehensive surveillance and enhance safety measures across the City's infrastructure
FINANCE
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES FINANCE
ALL Funds
Salaries & Benefits
2,973,506
3,166,097
3,291,746
3,505,244
3,510,638
3,708,571
Internal Service Charges
90,500
121,900
145,000
145,000
142,942
163,363
Operating Expense
3,737,132
3,800,448
5,007,500
4,858,450
4,893,650
4,863,650
Transfers, Bad Debt, Fees
1,629,767
5,070,883
34,500
99,500
78,500
2,758,500
Vehicles & Equipment
928,125
767,115
3,363,752
3,481,550
2,903,633
3,864,524
Hardware & Software
892,070
838,752
1,810,000
1,785,000
1,787,500
1,787,500
Total Finance Expenditures
10,251,100
13,765,194
13,652,498
13,874,744
13,316,863
17,146,108
EXPENSES BY DIVISION
General Fund
Finance Expenditures
Salaries & Benefits
1,476,850
1,576,332
1,596,599
1,626,269
1,653,055
1,743,365
Internal Service Charges
90,500
121,900
145,000
145,000
142,942
163,363
Operating Expense
200,537
165,818
280,000
238,000
301,250
271,250
Discount Charge/Credit Cards
16,777
27,400
-
16,000
16,000
16,000
Furniture & Equipment
-
-
3,000
1,000
3,000
3,000
Total
1,784,663
1,891,450
2,024,599
2,026,269
2,116,247
2,196,978
Total General Fund 1,784,663 1,891,450 2,024,599 2,026,269 2,116,247 2,196,978
671Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
FINANCE
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES BY DIVISION
All Other Funds
Utility Billing (Water Enterprise Fund)
Salaries & Benefits
894,475
981,434
975,045
1,087,884
1,043,735
1,093,796
Internal Service Charges
-
-
-
-
-
-
Operating Expense
1,882,992
1,877,478
2,070,000
2,057,950
2,054,900
2,054,900
Transfers, Bad Debt, Fees
1,612,989
5,043,483
34,500
83,500
62,500
2,742,500
Hardware & Software
15,382
18,707
50,000
25,000
27,500
27,500
Total
4,405,838
7,921,102
3,129,545
3,254,334
3,188,635
5,918,696
Equipment Replacement Expenditures (Internal Services Fund)
Salaries & Benefits
Internal Service Charges - - - -
Operating Expense 72,633 55,790 120,000 25,000 -
Vehicles & Equipment 928,125 767,115 3,360,752 3,480,550 2,900,633 3,861,524
Total 1,000,758 822,905 3,480,752 3,505,550 2,900,633 3,861,524
Information Technology Expenditures (Internal Services Fund)
Salaries & Benefits
602,181
608,331
720,101
791,091
813,848
871,410
Internal Service Charges
-
-
-
-
-
-
Operating Expense
1,580,971
1,701,362
2,537,500
2,537,500
2,537,500
2,537,500
Hardware & Software
876,688
820,045
1,760,000
1,760,000
1,760,000
1,760,000
Total
3,059,840
3,129,738
5,017,601
5,088,591
5,111,348
5,168,910
Total Other Funds 8,466,437 11,873,744 11,627,899 11,848,475 11,200,616 14,949,130
681Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin 151:�:-�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
Finance - Budget Breakdown by Year (All Funds)
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
2022-23 Actual 2023-24 Actual 2024-25 Budget 2024-25 2025-26 Budget 2026-27 Budget
Estimated
■ Salaries & Benefits ■ Internal Service Charges Operating Expense
■ Transfers, Bad Debt, Fees ■ Vehicles & Equipment ■ Hardware & Software
691Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public education, and
paramedic services. The Orange County Fire Authority is a regional fire service agency that serves 23 cities in Orange County
and all unincorporated areas. The OCFA protects over 1,980,000 residents from its 77 fire stations located throughout Orange
County. One member of the Tustin City Council serves on the Board of Directors of the Fire Authority. In fiscal year 2007-08
the City Council authorized an extension of the contract with the Fire Authority for an additional twenty years.
FIRE SERVICES
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES FIRE SERVICES
ALL Funds
County Fire Contract 10,015,568 10,702,511 11,044,939 11,044,939 11,496,069 12,013,392
Total Fire Expenditures 10,015,568 10,702,511 11,044,939 11,044,939 11,496,069 12,013,392
EXPENSES BY DIVISION
General Fund
Fire Expenditures
County Fire Contract 10,015,568 10,702,511 11,044,939 11,044,939 11,496,069 12,013,392
Total 10,015,568 10,702,511 11,044,939 11,044,939 11,496,069 12,013,392
12,500,000
12,000,000
11,500,000
11,000,000
10,500,000
10,000,000
9,500,000
9,000,000
Fire Service Budget Breakdown by Year (All Funds)
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
■ County Fire Contract
701Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Leave Benefits
Administration Administration
Labor Relations Classification &
Compensation
Training & General Liability &
Development Insurance
Workers
Compensation &
Safety
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Human Resources
Administrative Assistant
0.50
0.50
0.00
0.00
0.00
0.00
0.00
Director of Human Resources
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Human Resources Manager
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11 a.^
1.00
2.00
2.00
2.00
0.00
3.00
1.00
Management Assistant s
1.00
1.00
2.00
2.00
0.00
1.00
-1.00
Senior Management Analyst
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Senior Management Assistants
1.00
0.00
0.00
0.00
0.00
1.00
1.00
Total Human Resources (Benefited)
5.50
5.50
6.00
6.00
0.00
7.00
1.00
711Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Department Position / Non -Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Human Resources
Temporary Employee N/A N/A 0.00 0.25 0.25 0.00 -0.25
Total Human Resources (Non -Benefited) N/A N/A 0.00 0.25 0.25 0.00 -0.25
Footnotes
3 Human Resources - 26/27 Budget - Add Management Analyst 1
4 Human Resources - 26/27 Budget - Management Analyst I to Management Analyst II
5 Human Resources - 26/27 Budget - Management Assistant to Senior Management Assistant
lxl=
0
721Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
The Human Resources Department is responsible for providing centralized human resources and risk management services
for all of the City's departments and employees. Human Resources strives to partner with other City departments to attract,
retain, and develop a high-performance workforce; provide professional guidance and exceptional customer service in all
employment and risk management matters; promote principles of fairness and merit; and Limit and mitigate the City's exposure
to liability.
TASKS:
➢ Recruitment and Selection — Conduct fair, valid, and defensible open and promotional recruitment and selection
processes to recruit and retain qualified employees throughout the organization; facilitate effective hiring processes
through pre -employment screening and employee onboarding
➢ Employee Relations — Collaborate with managers and employees to provide support and fair and impartial solutions
to foster a positive and productive work environment; manage employee performance and misconduct issues
including handling grievances and complaints, conducting administrative investigations, and managing disciplinary
processes and appeals; provide supervisors with guidance on performance management; coordinate employee
recognition programs
➢ Labor Relations — Negotiate with represented employee organizations regarding wages, hours, and other terms and
conditions of employment; interpret and administer Memoranda of Understanding, Compensation Resolutions, and
Personnel Rules
➢ Employee Benefits Administration — Administer the City's employee benefits and compensation programs, including
health, dental, vision, life, and disability insurance, retirement plans, and supplemental pays; process all personnel
actions, including promotions, transfers, and compensation and benefit adjustments in the City's PayroLUHuman
Resources Information System; coordinate employee wellness resources
➢ Leave Administration — Manage family and medical Leaves of absence in compliance with Local, state, and federal
rules and regulations, including the FMLA, CFRA, ADA, and FEHA; oversee the interactive process and reasonable
accommodation requests for individuals with disabilities; analyze and facilitate requests for modified duty and
disability retirement
➢ Classification and Compensation — Administer the City's classification and compensation plans, including performing
job analyses, evaluating position classification, conducting market compensation studies, and addressing internal and
external equity
➢ Training and Development— Facilitate and implement employee training programs for professional development and
Legal, compliance.
➢ Workers' Compensation & Safety — Partner with the City's workers' compensation third -party administrator to ensure
effective treatments and equitable benefits for employees who suffer work -related injuries and illnesses; provide
support and assistance to employees to help them return to work or seek disability retirement; coordinate the City's
occupational health and safety program to ensure compliance with Cal -OSHA
➢ General Liability & Insurance — Coordinate with the City's third -party administrator to oversee liability claims
administration, including investigating and evaluating claims and Lawsuits, coordinating defense Litigation, and
settling claims against the City; serve as the City's representative in the California Insurance Pool Authority (CIPA);
recommend insurance requirements in City contracts; process claims for damage on behalf of the City
➢ Administration — Develop, recommend, and implement policies and strategies that align with the City's overall goals
and objectives; monitor and ensure compliance with state and federal laws related to public sector Labor, employment,
and risk management issues; maintain accurate employee personnel and medical files and records; manage the
731Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
department's budget and contracts; coordinate with operational departments to meet program requirements of the
DMV, DOT, DOJ, and other governmental agencies
2025-26 GOALS:
➢ Provide ethical leadership, skilled professional assistance, and exceptional customer service in all employment and
risk management matters
➢ Partner with other City departments to attract, retain, and develop a high-performance workforce that is dedicated
to delivering quality services to the citizens and customers of the City of Tustin
➢ Promote and apply principles and practices of fairness and merit in the workplace
➢ Develop and implement risk management strategies to limit and mitigate the City's exposure to liability
HUMAN RESOURCES
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES HUMAN RESOURCES
ALL Funds
Salaries & Benefits
873,620
922,568
1,017,788
1,061,117
1,130,566
1,337,391
Internal Service Charges
49,600
66,800
79,400
79,400
55,332
63,237
Operating Expense
915,854
1,552,893
2,973,925
2,267,925
1,634,125
1,617,825
Claims, Premiums, Insurance
3,011,444
3,417,006
4,091,000
3,988,208
4,513,000
5,071,000
Furniture & Equipment
9,538
5,137
5,500
5,500
15,000
15,000
Total HR Expenditures
4,860,055
5,964,404
8,167,613
7,402,150
7,348,023
8,104,453
EXPENSES BY DIVISION
General Fund
Human Resources Expenditures
Salaries & Benefits
873,620
922,568
1,017,788
1,061,117
1,130,566
1,337,391
Internal Service Charges
49,600
66,800
79,400
79,400
55,332
63,237
Operating Expense
246,451
311,339
452,325
497,325
413,825
394,525
Furniture & Equipment
-
-
500
500
10,000
10,000
Total
1,169,671
1,300,707
1,550,013
1,638,342
1,609,723
1,805,153
Total General Fund 1,169,671 1,300,707 1,550,013 1,638,342 1,609,723 1,805,153
EXPENSES BY DIVISION
All Other Funds
Workers' Compensation Expenditures (Internal Service Fund)
Operating 3,849
7,038
20,600
20,600
20,300
22,300
Claims, Premiums, Insurance 1,800,769
1,789,055
1,711,000
1,875,000
2,037,000
2,142,000
Furniture & Equipment 9,538
5,137
5,000
5,000
5,000
5,000
Total 1,814,156
1,801,230
1,736,600
1,900,600
2,062,300
2,169,300
Liability Expenditures (Internal Service Fund)
Operating 665,553 1,234,516 2,501,000 1,750,000 1,200,000 1,201,000
Claims, Premiums, Insurance 1,204,244 1,603,766 2,360,000 2,093,208 2,451,000 2,899,000
Furniture & Equipment - - - - - -
Total 1,869,797 2,838,282 4,861,000 3,843,208 3,651,000 4,100,000
741Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
HUMAN RESOURCES
2022-23
2023-24
2024-25
2024-25
2025-26
2026-27
Actual
Actual
Budget
Estimated
Budget
Budget
Unemployment Expenditures (Internal Service Fund)
Salaries & Benefits
-
Internal Service Charges
-
-
-
-
-
-
Claims, Premiums, Insurance
6,430
24,185
20,000
20,000
25,000
30,000
Total
6,430
24,185
20,000
20,000
25,000
30,000
Total Other Funds 3,690,384 4,663,697 6,617,600 5,763,808 5,738,300 6,299,300
Human Resources - Budget Breakdown by Year (All Funds)
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
,000,000 1r
a,,000,000
2022-23 Actual 2023-24 Actual 2024-25 Budget 2024-25 2025-26 Budget 2026-27 Budget
Estimated
■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense
■ Claims, Premiums, Insurance ■ Furniture & Equipment
751Page
COMMUNITY & ECON. DEV. SERVICES TO THE COMMUNITY & POSITION CONTROL HISTORY
Community & Economic Development
Planning Division Building Division Administrative Economic
Services Services Services Development
Current Planning AM
Services Permit Processing MW Grant Administration Affordable Housing
(Entitlements)
Demographic &
Planning Concierge Plan Check Services R ional Monitorin &
ServicesAOL ROL � g Homeless Services
Reporting
Planning Commission
Advance PlanningjK ML Building InspectionsAW Administrative WBusiness Services
Support
Environmental Review
Historic Preservation
W Zoning Administrator
Code EnforcementA Administrative
Support
Building Board of
Appeals
Administrative
Support
Planning, Building,
and Code
Enforcement Record
Keeping
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2023-
Department Position/Benefited Budget 24 Budget
Proposed
Inc/(Dec) Proposed
27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Community & Economic Development
Administrative Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Assistant Director of CD - Building
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Assistant Director of CD - Planning
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Assistant Planner
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Associate Planner
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Building Inspector
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Building Official
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Building Permit Technician
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Code Enforcement Officer
1.50
1.50
1.50
1.50
0.00
1.50
0.00
Deputy Building Official
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Director of Community Development
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Planning Technician
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Plans Examiner
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Principal Plan Check Engineer
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Principal Planner
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Building Inspector
1.00
1.00
2.00
2.00
0.00
2.00
0.00
Senior Code Enforcement Officer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Building Permit Technician
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Planner
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Deputy Director of Economic Development
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Management Analyst 1/11
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Assistant
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Total Community & Economic Development (Benefited)
25.50
25.50
26.50
26.50
0.00
26.50
0.00
2023-
Department Position/Non-Benefited Budget 24 Budget
Proposed
Inc/(Dec) Proposed
27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Community & Economic Development
Administrative Intern
N/A
N/A 1.00 1.50 0.50 1.50 0.00
Graduate Intern
N/A
N/A 0.50 0.50 0.00 0.50 0.00
Temporary Employee
N/A
N/A 1.00 1.00 0.00 1.00 0.00
Total Community & Economic Development (Non -Benefited)
N/A
N/A 2.50 3.00 0.50 3.00 0.00
771Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
Community & Economic Development is comprised of three divisions, the Planning Division, the Building Division (including
Code Enforcement), and the Economic Development Division.
The Planning Division provides residents, developers, and policymakers with informed guidance on land use, development
standards, environmental review, and historic preservation to shape Tustin's future. It consists of Current Planning, which
oversees short-range planning by assisting the public with zoning and permit inquiries, reviewing development applications
for compliance with the City's Zoning Code and General Plan, coordinating internal project reviews, and implementing the
Historic Preservation Program. Advance Planning focuses on long-term land use policy, updating and implementing the City's
General Plan, preparing environmental analyses for capital projects, managing demographic and housing growth data,
coordinating with regional agencies on transportation and air quality, drafting zoning code amendments, and overseeing
special projects from the City's Strategic Plan.
The Planning Division also administers the Community Development Block Grant Program, which supports public services and
economic development activities. Additionally, Planning staff provide technical reports, support the City Council and Planning
Commission, and facilitate community outreach and public hearings to guide sustainable growth.
The mission of the Building Division is to ensure safe construction and lawful use of buildings and properties by enforcing the
California Building Standards Code and the Tustin Zoning Code. When buildings are well constructed and maintained, it
enhances the community's quality of life, boosts property values, and attracts businesses and investment. We are committed
to improving our performance and developing procedures that are streamlined, understandable and transparent. We facilitate
development within the community with integrity, efficiency, and professionalism.
The Building Division is committed to becoming a premier municipal building organization, dedicated to enhancing the quality
of life for all Tustin residents and businesses and making our city safer by reducing the risk associated with fire, and natural
hazards such as earthquakes and flooding. The Building Division performs these tasks through implementation and
enforcement of State and local Building, Residential, Plumbing, Electrical, Mechanical, Historical Building, Green Building, and
Energy Codes, collectively known as the California Building Standards Code.
In our ongoing effort to streamline services and improve operational efficiency, the Building Division leverages the latest
technology to enhance the permitting, inspection, and code enforcement processes. By embracing digital tools, such as online
permit applications and virtual plan checks, we are making it easier and more convenient for residents, contractors, and
developers to interact with our team while ensuring that we maintain compliance with all safety standards.
The Building Division is comprised of three service sections: Plan Check/Permitting, Building Inspection, and Code Enforcement.
Plan Check/Permitting and Building Inspection Services ensure that all construction proposals are completed in compliance
with the California Building Standards Code and Tustin City Code. Code Enforcement staff members work with Building
Inspectors, other City Departments, and various State agencies to ensure that Tustin properties are well maintained, and that
national water and air quality requirements are met.
The Economic Development Division (EDD) plays a vital role in promoting a thriving business environment and supporting the
economic growth of Tustin. Serving as the City's Economic Development Facilitator, EDD is committed to enhancing business
capacity, supporting property owners, and driving strategic development efforts.
EDD collaborates with key partners, such as the California State University, Fullerton Small Business Development Center
(CSUF SBDC), to provide business capacity -building programs, training, and educational resources aimed at supporting local
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
businesses. Through partnerships with the Tustin Chamber of Commerce, EDD also hosts business workshops and facilitates
connections to strengthen the Local business community.
To assist both new and existing businesses, EDD provides valuable resources on the City's website, including business and
property sale and lease Listings. Additionally, the division works directly with property owners to support retail recruitment,
navigate development review processes, and foster strong relationships that contribute to Tustin's economic vitality.
Beyond business development, EDD is instrumental in advancing housing initiatives through the Tustin Housing Authority. The
division manages affordable homeownership and rental units, oversees the Tustin Temporary Emergency Shelter and
homeless outreach services, and creates opportunities for workforce, senior, and homeless housing developments. EDD also
coordinates housing policy efforts to support public and private projects that address the community's evolving housing needs.
By Leveraging opportunities with businesses, developers, property owners, and community organizations, EDD actively
promotes Tustin's economic interests and ensures the City remains a dynamic and prosperous place to Live, work, and do
business.
2024-2025 DEPARTMENT -WIDE ACCOMPLISHMENTS:
On-line permits issuance for qualified smaller projects, reducing
r
the need for contractors and property owners to make trips to
City Hall. x
Continued collaborating with developers, allocating resources, `'
and coordinating with other agencies and departments to
i
ensure ongoing progress at Tustin Legacy.
Completed the Housing Element Rezone program and
implementing many housing programs as outlined in the City's
certified Housing Element. and City Council workshops to
facilitate the rezone process
Identified code updates that will streamline the entitlement
review process (i.e. Conditional Use Permit process for alcohol -
sales), and ensured consistency with new legislation
Initiated the new Business Concierge Program, including the
provision of Placer.ai as a complimentary tool for Tustin
businesses to use, free of charge
Oversaw and managed Tustin Housing Authority's 281 affordable ownership units
Managed the contract with Temporary Shelter, Inc. to operate the Tustin Temporary Emergency Shelter, including
executing a two (2) year extension through June 30, 2026
TASKS:
Advance Planning provides long-range land planning and zoning administration services and is responsible for:
➢ Updating and Implementing the City's General Plan
➢ Preparing environmental analyses for the City's Capital Improvement Projects
➢ Managing information about the City's population, housing growth and demographics
➢ Coordinating with agencies for projects relative to transportation and air quality
➢ Preparing code amendments and standards to address recently adopted legislation, and updating the Zoning Code
in response to changes in Land use and development trends
➢ Implementing Streamline Tustin by continuing to innovate and refine its process and procedures.
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Representing the City's needs in regional land use policy making agencies such as Southern California Association of
Governments (SCAG), Orange County Council of Government, Center of Demographic Research, etc.
➢ Implementing special projects identified in the City's Strategic Plan
➢ Administering Community Development Block Grant Program focused on providing assistance to promote public
services and community and economic development activities
Current Planning oversees short-range planning needs, such as coordinating with other departments and agencies and
assisting members of the public and is responsible for:
➢ Assisting the public with zoning information and application of development standards to projects
➢ Evaluating planning applications for land development, permit and business license requests for compliance with the
City's zoning code and General Plan
➢ Implementing development standards contained within the City's Zoning Ordinance
➢ Coordinating internal review of development applications with other City departments
➢ Implementing the Historic Preservation Programs and assisting the public with requests for alterations and additions
to historic properties
PERFORMANCE MEASURES:
Performance Measure (Calendar Year)
Design Reviews Processed
Conditional Use Permits Processed
Temporary Use Permits Approved
Zoning Verification Letters Completed
Phone Consultations
Goal
Planning
2023 Actual
43
2024 Actual 2025 Estimated
27 35
Planning
49
26
35
Planning
54
29
40
Planning
19
16
17
Planning
3,574
3,600
3,500
Email Consultations
Planning
1,037
455
750
Public Counter Consultations
Planning
913
1,075
950
CDBG Grant Funds Administered
Planning
$749,455 $701,561 $700,000
PLANNING CONCIERGE SERVICES PROVIDED
JANUARY 2024 - DECEMBER 2024
5,300 Total Requests
3% 165 Voicemails
- 8% 455 Emails
20% 1,075 Counter Visits 69% 3,600 Phone Calls
2025-2026 GOALS:
Division Wide:
➢ Provide comprehensive Advance and Current Planning Services to facilitate development, while adhering to State
and local codes, the City's General Plan vision, and ensuring consistency with the City's Strategic Plan
➢ Implement development streamlining measures through the Streamline Tustin Initiative
➢ Seek and administer grant funding to leverage City resources that benefit City -initiated projects, community and
economic activities, and provision of public services
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
➢ Monitor and provide input to protect and prevent negative impacts to the Tustin community from projects that are city
adjacent, airports, or regional planning agency policy making, consistent with the City's adopted Legislative Platform
and Strategic Plan
Advance Planning:
➢ Continue to administer the federal Community Development Block Grant (CDBG) Program, including public service
and public facility & improvement projects with an annual allocation of approximately $700,000
➢ Monitor regional planning and development activities, particularly for community impacts associated with
development projects occurring in the neighboring communities of Santa Ana, Orange and Irvine
➢ Continue monitoring aircraft noise associated with flights to and from John Wayne Airport
➢ Review proposed state and federal legislation for potential impacts to Tustin and prepare position papers and
correspondence on pending legislation
➢ Maintain current demographic information and make it available to the public. Provide input to the Center for
Demographic Research, State Department of Finance, and Southern California Association of Governments on
demographic projection updates
➢ Assist the Public Works Department in preparing environmental documents for major capital improvement projects
➢ Implement updates and improvements to the Department's web page, including highlights of the Department's
efforts to streamline development processes under the "Streamline Tustin" initiative
➢ Implement enhanced community engagement and public outreach strategies for City initiated community
development projects
Current Planning:
➢ Process discretionary entitlements, including design reviews, conditional use permits, variances, subdivisions, minor
adjustments, etc.
➢ Perform plan checks for new development, tenant improvements, and other building projects
➢ Process temporary use permits, large gathering use permits, temporary sign permits, and film permits
➢ Development application processing and monitoring tasks associated with the Tustin Legacy projects
➢ Review Business Licenses related to land use inquiries and requests and provide Zoning Code and other information
to new/existing businesses
➢ Administer and oversee the City's Cultural Resources District. Develop and implement a Cultural Resources District
annual work program for the Planning Commission. Process Mills Act program contracts and administer the Tustin
Historic Register Plaque Program
➢ Complete historic preservation trainings for Planning Commission, Historic Cultural Resources Advisor to the City
Council, and staff
➢ Continue to promote historic preservation in Tustin through implementing Historic Preservation Week annually during
the month of May,
➢ In coordination with the Building Division, provide Planning support for the "Permit -by -Appointment" program for
relatively routine construction projects prepared by licensed design professionals, such as residential remodels and
additions, as part of the "Streamline Tustin" initiative
2024-2025 Accomplishments
➢ Housing Element Rezoning Program
➢ Updated the City's General Plan and Zoning with consultant assistance, and scheduled Planning
Commission and City Council workshops
➢ Rezoned Housing Element 2021-2029 sites:
➢ Tustin Legacy
➢ Tustin Market Place
➢ Enderle Center
➢ Drafted Residential Objective Development Standards (ODS) to comply with the adopted Housing Element
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
➢ Created an interactive map for the public that displays the City's Updated Historical Resources Survey Report findings
➢ Hosted the City's first ever Historic Preservation Week including five (5) in -person events, attracting approximately
100 participants throughout the duration of the week-long celebration
➢ Implemented efficiency improvements to the department's processes and procedures, such as all digital plan checking
and over -the counter plan check by appointment
➢ Identified code updates that will streamline the entitlement review process (i.e. Conditional Use Permit process for
alcohol -sales), and ensured consistency with new legislation
➢ Provided a one -stop planning counter and virtual services for residents, developers, and the business community by
implementing the Planning Concierge Services
ENTITLEMENTS:93
. Conditional Use Permits
Design Reviews
28%
43% (26)
Other (includes Development
(40)
agreements, General &
Specific Plan Amendments,
Zone Changes, Code
Amendments, Use
29%
Determinations, Subdivisions,
(27)
Lot Line Adjustments, & Prelim.
Reviews)
BUILDING DIVISION
TASKS:
➢ Collaboration and Coordination
➢ Collaborate with Developers and Stakeholders:
Continue to engage with developers, allocate resources, and coordinate with relevant agencies and
departments to ensure continued progress on Tustin Legacy development.
➢ Cross Department and External Agency Coordination:
Coordinate plan checks between multiple departments and external agencies. Ensure the completion of
the first submittal plan checks within 10 working days and subsequent submittals within 5 working days.
➢ Support for Emergency Response:
Continue to support OCFA and Tustin Police in their emergency response efforts, specifically in evaluating
structural safety after structure fires and vehicle accidents involving buildings.
➢ Disaster Preparedness and Outreach:
Continue efforts to raise awareness and prepare for natural disasters such as wildfires and earthquakes, in
collaboration with the State Fire Marshall and Orange County Fire Authority, especially in regard to Fire
Hazard Severity Zone maps.
➢ Customer Service and Public Engagement
➢ Customer Service:
Maintain a professional and friendly customer service environment at the front counter, via phone, and
email to support homeowners, contractors and developers.
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City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Inspection Scheduling Assistance:
Building technicians will continue to assist homeowners and contractors with scheduling inspections, both
in person, over the phone, and via email.
➢ Public Records Access:
Continue to research historical documents for plans and permit information to provide public records in
accordance with transparency requirements.
➢ Project Coordination through Inspectors:
Continue utilizing inspection staff as "project coordinators" to assist homeowners throughout the
construction, submittal, and permitting process. This personalized approach simplifies the plan check and
inspection correction process for those unfamiliar with the city's procedures.
➢ Plan Check, Inspections, and Permits
➢ Plan Check and Inspection Services:
Provide comprehensive plan check and
inspection services for all new construction,
additions, and alterations to buildings,
ensuring adherence to all relevant codes.
➢ Expedited Plan Check Services:
Continue to offer expedited plan check services
when necessary, ensuring faster approval
while maintaining compliance with safety and
building standards.
➢ Maintain Excellence in Plan Check and
Inspection:
C
Continue delivering high standards of plan check and inspection to maintain code compliance, safety, and
minimize construction disruptions.
➢ Certificates of Occupancy (C of O):
Issue Certificates of Occupancy (C of O) and Temporary Certificates of Occupancy (TCO) when required,
ensuring that all necessary inspections have been completed.
➢ Alternate Work Hour Permits:
Review and issue alternate work hour permits when construction needs to take place outside normal
working hours, ensuring no interference with traffic flow or undue noise to nearby residents.
➢ Compliance, Enforcement, and Code Updates
➢ Graffiti Removal and Neighborhood Improvement:
Administer the City's graffiti -removal program and actively participate in the City's Neighborhood
Improvement Program to maintain a clean and safe environment.
➢ Code Enforcement for Property Maintenance and Zoning:
Continue to implement courteous and business -friendly property maintenance and zoning code
enforcement. Issue administrative citations when necessary and CODE CASES THROUGH THE YEARS
perform water quality inspections at construction sites, and existing 2023-2024
commercial and industrial sites.
➢ Unpermitted Vendor Enforcement:
Continue enforcing against unpermitted vendors to ensure
compliance with local regulations and ordinances.
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Permit Expiration Enforcement:
Receive, review, and initiate code enforcement cases for expired building and safety permits/applications
and fire department permits. Follow up with emails and reminders to renew permits and complete the
projects.
r CATEGORIES OF CODE CASES
THE CITY OF TUSTIN
UARY 2024- DECEMBER 2024
501 Code Cases Opened
400 Code Cases Resolved
_ 1.6% 8 Zoning Issues
- 2.1% 10 Short Term Rental Issues
- 3.1 % 15 Housing Issues
- 4.3% 21 Obstruction within Public Right -of -Way
- 5.1 % 25 Storm Water Violations
6.5% 32 Unpermitted Construction 24% 119 Prop. Maint. Issues
➢ Process Improvement and Operational Efficiency
➢ Regular Staff Training on New Technologies and Communication Methods:
Provide ongoing training for staff on emerging technologies and modern communication techniques to
enhance responsiveness. This is achieved by attending relevant educational seminars to keep up with
industry trends and best practices.
➢ Efficiency Improvements:
Continue efforts to improve departmental processes and procedures, such as implementing all -digital plan
checking, over-the-counter plan checks by appointment, and virtual plan checks to enhance efficiency and
service delivery.
➢ Grading and Private Street Design Standards:
Update the City's grading and private street design standards to align with current best practices while
maintaining the city's high -quality standards.
➢ Website Updates for Public Access:
Continue updating the Building Division's webpages to provide the public and contractors with essential
building code information, bulletins, policies, useful links, city forms, and standard plans, ensuring uniform
understanding and application of codes.
➢ Building Division Procedure Manual Updates:
Continue updating the Building Division's Procedure Manual and create comprehensive internal operational
policies to ensure efficient and consistent departmental operations.
PERFORMANCE MEASURES:
Permit Applications Processed
Permits Issued
Temporary Use Permits Approved
Alternate Work Hour Permits
Number of Inquiries at the Counter
Completed Number of Public Records Requests
Building 2,412
Building 2,340
Building 54
Building 8
Building 5,310
Building 276
2,003
2,200
1,849
2,000
32
40
0
4
3,360
4,300
213
245
2025-2026 GOALS:
➢ Implement e-Review software to streamline the plan review process and reduce review time
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2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Administer grant funding from CaIAPP to adopt and implement, SolarAPP+, standardized plan review software that
automates plan review, permit approval, and project tracking for eligible rooftop solar systems
➢ Continue to provide timely plan check reviews, first review within 10 days and second review within 5 days
➢ Continue to provide professional, friendly customer service at the front counter, over the phone, and via email
➢ Continue to provide inspections within 24 hours of the requested inspection
➢ Continue to educate the Community and work with the community to maintain the highest quality of life, maintain
property values and eliminate public nuisances
➢ Continue to provide efficient services to maintain the City of Tustin free of graffiti
➢ Collaborate with other Divisions and Agencies to address illegal street vendors by providing education and assisting
in obtaining the required licenses
➢ Create an unpermitted street vendor database to effectively track violations and focus the City enforcement efforts
on establishing appropriate resources to address the issues
2024-2025 BUILDING ACCOMPLISHMENTS:
DI
E
➢ Administered and enforced the California Building Standards Codes -
Advised/educated architects/engineers, Business owners and homeowners
of the new code changes
➢ Continued to implement new permit tracking software - Completed
several building reports to monitor plan check activities. Completed refining
permit/job cards, and order of inspection requests items in EnerGov
➢ Continued to work with developers, allocate resources and coordinate
with other agencies and departments to ensure continued progress at
Tustin Legacy - Provided full-time consultant building inspector for
Brookfield to expedite the inspection at "The Landing". Assisted Brookfield
in timely issuance of over 200 remaining permits prior to the plan check
expiration date, which could have caused costly plans update and
resubmittal
BUILDING INSPECTIONS PROVIDED
JANUARY 2024 - DECEMBER 2024
14.084 Total Inspections Conducted
1 2 Scheduled
1 14 Requested
450 Denied
600 Re -inspection Required
1,200 Correction Notice
1,400 Cancelled
2,400 Partial Pass
8,000 Passed
TASKS:
➢ Economic Development Facilitator (Business Assistance)
➢ Develop and provide business capacity building, training, educational and business expansion programs in
partnership with CSUF Small Business Development Center
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2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Host business workshops and facilitate relationships with Tustin Chamber of Commerce
➢ Provide business and property sale and Lease resources on City website
➢ Assist property owners through:
➢ Retail recruitment
➢ Development review
➢ Relationship building
➢ Leverage opportunities with businesses, developers, property owners, community groups and others to
promote the City and economic interests of the City
➢ Provide Business Concierge services to Tustin businesses including one-on-one consults with City Staff
➢ Tustin Housing Authority (Workforce and Homeless)
➢ Manage affordable ownership units
➢ Oversee affordable rental units
➢ Oversee Tustin Temporary Emergency Shelter and homeless outreach services
➢ Create/facilitate opportunities for new workforce, senior and homeless housing units
➢ Coordinate housing policy for public or private projects
PERFORMANCE MEASURES:
Small Business Training & Grants Issued
Tustin businesses assisted through various training
opportunities, workshops, and events
Small Business Interactions re: Training, Grants and Program
Opportunities
Mayor's Letters to New Businesses
Mayor's Letters to New Chamber of Commerce Members
Business Concierge Consults Provided
Placer.ai Reports Generated for Businesses
Affordable Ownership Unit Resales
New Affordable Units Opened
Homeless Guests served at Temporary Shelter
% of Shelter Guests Transitioned to Stable Housing
IN THE CITY OF TUSTIN
JANUARY 2024 - DECEMBER 2024
EconDev 50 44 Grants not 1 45
issued this year
EconDev 156 130 141 140
EconDev
36,000
89,800
50,000
50,000
EconDev
250
282
252
270
EconDev
50
28
27
50
EconDev
15
N/A
10
15
EconDev
20
N/A
10
20
Housing
3
0
3
3
Housing
2
0
4
4
Housing
150
221
225
150
Housing
35%
36%
40%
35%
40 New Businesses Opened in the City of Tustin
122 Home -Based Businesses
Ad 218 Commercial Businesses
2024-2025 ACCOMPLISHMENTS:
➢ Economic Development Facilitator
➢ Partnered with the Orange County Small Business Development Center and additional partner agencies
such as OC Workforce Solutions to deliver training, workshops, and various events to 141 Tustin businesses
861Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Hosted a New Business Reception in January with the Mayor, City Council and the following resource
partners: CSUF Small Business Development Center, Tustin Chamber of Commerce, Orange County
Workforce Development, US Small Business Administration, and the Governor's Office of Business and
Economic Development. 37 individuals representing 22 businesses attended the Reception
➢ Business Concierge provided one-on-one consults with approximately 10 Tustin businesses, and anticipates
that number increasing as marketing of this newly established program increases
➢ Placer.ai
➢ Started a new program to assist businesses in the City by providing actionable data on their consumer bases.
➢ Provided ten (10) businesses with Placer.ai reports complete with SBDC consultation session to understand
their data.
➢ Generated over one hundred (100+) reports on various businesses, shopping centers and commercial areas
of the city to better understand our local economic conditions.
➢ Tustin Housing Authority (Workforce and Homeless)
➢ Workforce Housing
➢ Existing Workforce Housing
➢ Oversaw and managed Tustin Housing Authority's 281 affordable ownership units
➢ Provided assistance to homeowners with requests for maximum affordable sales prices, putting their units
into trusts, and the sale of their units
➢ Oversaw compliance for 472 affordable rental units
➢ Coordinated and provided the consent of transfer approval for the Heritage Place affordable senior rental
complex
➢ New Workforce Housing
➢ Executed an Affordable Housing Incentive Agreementfor two (2) very low-income ownership units with the
developer Intracorp at 17802/17842 Irvine Boulevard (The Jessup). Units are anticipated to be available for
sale in FY 2024/25
➢ Coordinated the sale of the first of two (2) very low-income affordable housing units
➢ Entered into an Affordable Housing Grant Agreement with Families Forward utilizing $2,000,000 in
Voluntary Workforce Housing Incentive Program funds to develop eight (8) affordable units. Families
Forward will seek to obtain entitlements and begin construction in FY 2024/25
➢ Executed an Affordable Housing Incentive Agreement for two (2) very low-income ownership units with the
developer KB Homes at 14042 Newport Avenue (The Stafford Glen). Units are anticipated to be available
for sale in FY 2024/2025
➢ Emergency Shelter and Housing
➢ Managed the contract with Temporary Shelter, Inc. to operate the Tustin Temporary Emergency Shelter,
including executing a two (2) year extension through June 30, 2026
➢ Served over 225 guests at the Tustin Temporary Emergency Shelter
➢ Partnered with the Orange County Workforce Board to staff the shelter with Workforce staff to assist shelter
guests with job search and training
➢ Monitored the annual Tustin Veteran's Outpost shelter
➢ Applied for and received State Permanent Local Housing Allocation (PLHA) program grant in the amount of
$330,525 to assist with funding shelter operations
2025-2026 GOALS:
➢ Economic Development Facilitator:
➢ Continue to administer training & grant programs
➢ Provide Phase V of the Main Street Digital Training & Grant program
➢ Facilitate business growth and expansion through Placer.ai and SBDC
➢ Activate Old Town through OC MADE/SBDC programs and Dreamers Market
➢ Facilitate the Business Concierge Program
➢ Provide Placer.ai reports free of charge to Tustin businesses
➢ Promote SBDC regional workshops to Tustin businesses
871Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
➢ Promote and make available SBDC one-on-one consultant services for Tustin Businesses
➢ Host SBDC Small Business Clinic for Tustin businesses
➢ Host SCORE workshops for Tustin businesses
➢ Facilitate workshops between Tustin Chamber and SBDC
➢ Support Chamber efforts to promote Old Town events
➢ Strengthen the relationship between the City and Tustin businesses
➢ Host the Mayor's business recognition luncheon
➢ Host the Mayor's new business reception
➢ Tustin Housing Authority (Workforce and Homeless):
➢ Workforce
➢ Ensure compliance with annual affordable ownership housing monitoring
➢ Provide excellent customer service through assisting homeowners with selling and refinancing
affordable units
➢ Ensure compliance for the annual affordable rental housing monitoring
➢ Provide excellent customer advocacy for affordable rental tenants
➢ Coordinate the sale of the second of the Jessup's two (2) very Low-income affordable housing
units
➢ Coordinate sales of KB Homes' two (2) very Low-income affordable housing units
➢ Coordinate and provide the consent of transfer for the Coventry Court affordable senior Living
complex
➢ Homeless
➢ Develop Long-term options for sheltering individuals experiencing homelessness
➢ Connect City and County homeless outreach service strategies
➢ Seek Permanent Local Housing Allocation funding for Tustin Temporary Emergency Shelter
881Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
COMMUNITY & ECONOMIC DEVELOPMENT
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES COMMUNITY DEVELOPMENT
ALL Funds
Salaries & Benefits
2,875,769
3,066,049
3,304,244
3,764,279
4,021,010
4,250,073
Internal Service Charges
186,000
250,600
298,900
338,680
246,485
279,297
Operating Expense
1,762,540
2,065,070
2,170,134
2,356,055
2,224,475
2,099,475
Improvements/Vehicles
1,820,848
257,721
418,500
7,500
1,239,500
7,500
Total Comm Dev Expenditures
6,645,157
5,639,441
6,191,778
6,466,514
1 7,731,471
6,636,346
EXPENSES BY DIVISION
General Fund
Planning Expenditures
Salaries & Benefits
1,531,715
1,700,517
1,801,784
1,828,231
1,883,524
1,993,697
Internal Service Charges
700
900
2,000
2,000
2,100
-
Operating Expense
378,321
836,983
936,734
903,200
609,800
554,800
Capital Outlay
10,919
34,139
7,500
7,500
7,500
7,500
Total
1,921,656
2,572,539
2,748,018
2,740,931
2,502,924
2,555,997
Building Expenditures
Salaries & Benefits
1,081,669
1,040,605
1,184,438
1,185,114
1,342,286
1,414,029
Internal Service Charges
185,300
249,700
296,900
296,900
207,497
237,139
Operating Expense
966,033
807,466
692,870
712,870
701,245
701,245
Total
2,233,002
2,097,771
2,174,208
2,194,884
2,251,028
2,352,413
Code Enforcement Expenditures
Salaries & Benefits 166,916 231,291 206,718 283,347 264,752 279,144
Internal Service Charges - - - - - -
Operating Expense 212,170 201,503 158,600 158,600 158,600 158,600
Total 379,086 432,794 365,318 441,947 423,352 437,744
Economic Development
Salaries & Benefits
355,724
402,557
424,901
Internal Service Charges
39,780
36,888
42,158
Operating Expense
202,600
372,900
302,900
Total
598,104
812,345
769,959
Total General Fund Expenditures 4,533,744 5,103,103 5,287,544 5,975,866 5,989,649 6,116,114
EXPENSES BY DIVISION
All Other Funds
CDBG Expenditures (Special Revenue Fund)
Salaries & Benefits
95,469
93,637 111,304
111,863 127,891 138,302
Operating Expense
206,015
219,118 381,930
378,785 381,930 381,930
Improvements
1,809,929
- 411,000
- 911,000 -
Total
2,111,413
312,755 904,234
490,648 1,420,822 520,232
891Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
COMMUNITY & ECONOMIC DEVELOPMENT
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
SCAQMD
Salaries & Benefits
Operating Expense - -
ImprovementsNehicles 223,582 321,000
Total 223,582 321,000
Total Other Funds 2,111,413 536,337 904,234 490,648 1,741,822 520,232
Community & Economic Development - Budget Breakdown by
Year (All Funds)
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
2022-23 Actual 2023-24 Actual 2024-25 Budget 2024-25 2025-26 Budget 2026-27 Budget
Estimated
■ Salaries & Benefits ■ Internal Service Charges Operating Expense ■ Improvements/Vehicles
901Page
PUBLIC WORKS SERVICES TO THE COMMUNITY & POSITION CONTROL HISTORY
Public Works
Engineering
Administration
Fleet Services
CapitalImprovement
Customer Support
Vehicle
Maintenance
Budget& Finance
Fuel Management
Utility Coordination
Vehicle/
Waste/Recycling
Equipment
Right of Way
Management
Acquisition &
Permitting
Disposal
Landscape
Streets
Development
Division
Maintenance
Review
Transportation
Pavement &
Engineering
Concrete
Maintenance
Infrastructure
Environmental
Streetscapes
Cleaning &
Compliance
Drainage
Parks & Sports
Traffic Safety &
Inspection
Fields
Special Events
Special Events
Streetlight
Maintenance
Facilities
Maintenance
Building
Maintenance &
Repairs
polio
Park Restroom
Maintenance
Water Services
Distribution
Maintenance &
Construction
00014
Water Production
& Treatment
Water Quality and
Compliance
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Public Works
Assistant Engineer
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Assistant Director of Public Works
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Associate Engineer
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Deputy Director of PW - Engineering
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Deputy Director of PW - City Engineer
0.00
2.00
1.00
1.00
0.00
1.00
0.00
Deputy Director of PW - Operations
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Director of PW / City Engineer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Electrician
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Equipment Mechanic
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Equipment Operator
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Field Services Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Maintenance Leadworker
5.00
5.00
6.00
6.00
0.00
6.00
0.00
Maintenance Supervisor
4.00
5.00
5.00
5.00
0.00
5.00
0.00
Maintenance Worker/Sr. Maintenance Worker
22.00
22.00
22.00
22.00
0.00
22.00
0.00
Management Assistant
3.00
3.00
2.00
2.00
0.00
2.00
0.00
Principal Engineer
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Public Works Inspector
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Public Works Manager
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Senior Engineer
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
1.00
1.00
2.00
2.00
0.00
2.00
0.00
Senior Management Assistant
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Senior Permit Technician
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Public Works Inspector
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Equipment Mechanic Leadworker
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Distribution Leadworker
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Water Distribution Operator 1/11
7.00
7.00
7.00
7.00
0.00
7.00
0.00
Water Equipment Operator
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Water Maintenance & Construction Supervisor
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Services Manager
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Treatment Leadworker
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Treatment Operator 1
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Water Treatment Operator II
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Water Treatment Supervisor
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Total Public Works (Benefited)
78.00
82.00
81.00
81.00
0.00
81.00
0.00
2022-23 2023-24 2024-25 2025-26 2026-27
Department Position /Non -Benefited Budget Budget Budget Proposed Ind(Dec) Proposed Ind(Dec)
Public Works
Maintenance Aide
N/A
N/A
2.00
2.00
0.00
2.00
0.00
Temporary Employee
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Deputy Director of Public Works - Engineering
N/A
N/A
0.29
0.29
0.00
0.29
0.00
Administrative Intern
N/A
N/A
0.00
1.00
1.00
1.00
0.00
Total Public Works (Non -Benefited)
N/A
N/A
2.79
3.79
1.00
3.79
0.00
921Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
We are responsible for the design, construction, operation, and
maintenance of all public infrastructure and public right-of-way.
The entire Public Works team invites you to explore our pages and learn
more about what we do. We are committed to providing the highest level
of service possible and we hope our web page is just one of the ways we
can achieve that objective.
The Administration Division coordinates and provides direction to all Public Works Divisions and Water Services operations.
This Division provides research and analysis of current and proposed legislation, Public Works projects, programs and services
to ensure benefit, safety and convenience to the community and general public.
TASKS:
➢ Perform interagency coordination and administer County, State and Federally funded projects and programs
➢ Provide oversight and management of the Public Works and Water Capital Improvement and Operating Budgets
➢ Manage the City's Solid Waste and Recycling Program
➢ Administer contract agreements for various City Services
➢ Manage City records including all record plans with respect to Public Works and Engineering
➢ Administers the Tustin Landscape and Lighting District
2024-2025 ACCOMPLISHIMENTS:
➢ Developed and initiated the migration to an online plans room to make various City plans available for public research
and review on the City's website
➢ Initiated a public outreach campaign via social media to bring awareness to CR&R services, how to recycle correctly,
and provide tips to lessen waste.
➢ Coordinated two Compost Giveaways and two Household Hazardous Waste Collection events with CR&R.
➢ Coordinated and administered grants from California State Parks. Projects awarded include the Centennial Park
Renovation Project ($4,800,000) and the Legacy Park Improvements Project ($750,000)
➢ Coordinated and administered $1,500,000 grant from the California Office of Emergency Services for the upgrade of
the emergency generator at the Civic Center
➢ Updated the Tustin City Code to streamline collection of deposits related to construction and demolition debris for
new single-family residential construction.
➢ Applied for grants for an Active Transportation Master Plan, Storm Drain Master Plan, Jamboree Pavement
Rehabilitation, Tustin Ranch Road Pavement Rehabilitation, and Irvine Boulevard Pavement Rehabilitation
➢ Coordinated the development of a new assessment district to replace the Tustin Landscape and Lighting District
2025-2026 GOALS:
➢ Fully implement online plans room.
➢ Participate in the development of a new Waste Infrastructure System Enhancement Agreement with Orange County
Waste and Recycling.
➢ Continue providing relevant information on waste and recycling to the Tustin community.
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
The Engineering Division designs and prepares plans for the City's Capital Improvement Program; prepares Public Works
conditions of approval for entitlements; plan checks subdivision plans and maps; inspects all projects within the public right-
of-way; maintains records to promote the general safety and well-being of the community; and coordinates all inter/intra
community related regional traffic matters pertinent to pedestrian and vehicular safety as well as public and private utility
installations, maintenance, and upgrades.
TASKS:
➢ Prepare plans, cost estimates, reports and provide oversight for the construction of Capital Improvement Projects
➢ Conduct plan checks on subdivision/parcel maps and perform construction inspection involving public improvements
➢ Conduct City-wide traffic studies
➢ Maintain maps, records and reports for all public improvements
➢ Provide public assistance in response to engineering and traffic related concerns and complaints
➢ Perform contract administration and provide technical assistance to other City departments and outside agencies
➢ Administer contracts for pavement management system, signal maintenance, pavement repair and pavement striping
➢ Provide technical engineering support to the Tustin Legacy development program
2024-2025 ACCOMPLISHMENTS:
➢ Completed construction of the Bark Barracks dog parks
➢ Completed construction of the Annual Pavement Maintenance and Sidewalk Repair Project (Zone 5)
➢ Completed design, bid, and began construction of the Annual Pavement Maintenance and Sidewalk Repair Project
(Zone 6)
➢ Bid Old Town & Main Street Improvement Projects. Awarded a grant for the Main Street Improvements Project in the
amount of $3.2M.
➢ Completed design of Tustin Legacy Park Improvements Project between Flight Mess Hall and Bark Barracks
➢ Completed design of the Red Hill Avenue Roadway Rehabilitation between San Juan Avenue and Walnut Avenue
➢ Updated the Tustin Legacy Backbone Fee Program
➢ Reviewed and updated citywide speed limits
2025-2026 GOALS:
➢ Complete construction of Neighborhood D South Phase 2 — Package 2
➢ Bid and begin construction of Tustin Legacy Park between Armstrong Avenue and Warner Avenue
➢ Complete construction of Tustin Legacy Park Improvements Project between Flight Mess Hall and Bark Barracks
➢ Complete construction of the Red Hill Avenue Roadway Rehabilitation between San Juan Avenue and Walnut Avenue
➢ Complete construction of the Old Town & Main Street Improvement Projects
➢ Complete construction of the Annual Pavement Maintenance and Sidewalk Repair Project (Zone 6)
➢ Design, bid, and begin construction of the Annual Pavement Maintenance and Sidewalk Repair Project (Zone 7)
➢ Bid and begin construction of the Armstrong Avenue Pedestrian Bridge
➢ Coordinate with Southern California Edison to complete the undergrounding of distribution Lines on Red Hill Avenue
between the 1-5 freeway and San Juan Street
➢ Support design of Tustin Legacy infrastructure projects
The Streets Division ensures that public rights -of -way are properly maintained. This is achieved through the installation of
proper signage and striping, and the maintenance of all streets, sidewalks, streetlights, bike trails, storm drains and catch
basins within the public right-of-way.
941Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
TASKS:
➢ Support and monitor the street sweeping program
➢ Administer streets and alley repair contract
➢ Perform litter control in the public rights -of -way
➢ Perform traffic sign maintenance and striping/marking program as directed by the Engineering Division, Traffic Section
➢ Perform sidewalk maintenance and grinding as needed
➢ Provide support for special events
➢ Maintain over 3,200 streetlights and manage the streetlight inventory
2024-2025 ACCOMPLISHMENTS:
➢ Assisted the City Arborist in installing tree wells along arterial streets in preparation of tree replanting.
➢ Coordinated and complete over 300 sidewalk grinds/repairs.
➢ Coordinated street closures with the Parks and Recreation Department for eight citywide community events.
➢ Swept over 20,317 miles of City streets, removing 1,143 tons of debris.
➢ Installation of permit parking district signage
➢ Maintained storm drain front screen cleaning
➢ Completed electrical improvements in the South Hangar for roll -up door operators, temp power, roll up door
operations and lighting
2025-2026 GOALS:
➢ Effectively sweep and maintain cleanliness and condition of all public streets
➢ Implement Old Town street light replacement schedule
➢ Provide timely responses to resident complaints or requests for road repairs, sidewalk evaluation, or hazards.
➢ Maintain and modernize streetlights to ensure public safety and energy efficiency.
➢ Implement a route optimization software system for street sweeping.
The Landscape Division is responsible for maintaining all City parks and playground equipment, landscaped median and
parkway areas, and all trees located in the public right-of-way. This work enhances the aesthetic image of the community,
promotes general environmental quality, and ensures the safety of all residents and the general public.
TASKS:
➢ Maintain the turf in the parks
➢ Operate and maintain parks landscape irrigation systems
➢ Maintain foliage through the application of natural pesticides & herbicides and remove or replace plants as needed
➢ Perform graffiti removal and manage the weed abatement program in the parks and public rights -of -way
➢ Conduct regular inspections, maintenance, and repairs of park grounds and play equipment, structures, lights, and
picnic facilities
➢ Administer the citywide tree trimming and landscape maintenance contracts
2024-2025 ACCOMPLISHMENTS:
➢ Completed the Centennial Park Renovation Project.
➢ Awarded Urban Management Service contract extension.
➢ Installed the Make a Home art project by providing concrete foundations and running power to the porkchop at El
Camino Real and El Camino Way.
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Coordinated the removal of trees in the Tustin Meadows community in conjunction with the Annual Major Pavement
and Sidewalk Replacement Project.
➢ Execute full renovation of multipurpose fields at Veterans Sports Park.
➢ Installed mulch in the bare median on Jamboree Road north of Pioneer Road.
➢ Performed termite abatement and minor wood repairs to restroom buildings at six City parks
➢ Planted a tree at Alley Grove Park in honor of Arbor Day.
➢ Electrical repairs at Peters Canyon Bike Path due to theft.
➢ Bioswale replanting throughout the city.
➢ Upgraded 10 irrigation controllers for parkways and medians.
➢ Planted 156 trees throughout the city.
➢ Replaced the roof at the Tustin Sports Park cafe.
2025-2026 GOALS:
➢ Renovate multipurpose fields at Tustin Sports Park.
➢ Repair the shade structures at Camino Real Park
➢ Replace nonessential turf with drought tolerant plant material in four locations as required by AB 1572.
➢ Develop a tree planting program for Laurelwood community area.
➢ Create a maintenance plan for Citrus Ranch Park Lemon Grove
➢ Renovate Landscape on three main arterial street medians.
➢ Implement a tree mulching program at city parks.
The Water Quality Division provides coordination and oversight for the City's National Pollutant Discharge Elimination System
(NPDES) program and ensures compliance with all State and Regional Water Quality Control Board requirements. The
Division also coordinates the City's participation in regional water quality efforts related to the Upper Newport Bay and San
Diego Creek.
TASKS:
➢ Evaluates City's programs to ensure compliance with the NPDES and Municipal Separate Storm Sewer System (MS4)
permits, compiles statistical data and submits monthly, quarterly, and annual reports to respective state agency
➢ Assesses the environmental impacts associated with all development activities and provides regulatory framework
to ensure that current standards are implemented
➢ Maintains a complete inventory of storm water facilities and coordinates the inspection programs for construction,
Water Quality Management Plans (WQMP), commerciaUindustrialfacilities, and municipalfacilities and updates each
database on a quarterly basis
➢ Provides technical assistance to other City departments and outside agencies
➢ Develops and implements public programs to inform and involve the public in controlling urban runoff
➢ Provides public assistance for storm water related concerns and complaints
➢ Coordinates maintenance of all publicly owned storm drains, catch basins and surface drainage facilities, in
accordance with National Pollutant Discharge Elimination System guidelines
➢ Coordinate with the County of Orange and the Newport Bay Watershed Cities to meet the Total Maximum Daily Load
(TMDL) requirements
➢ Assists East Orange County Water District and Irvine Ranch Water District with sewer overflows and ensure
appropriate County and State agencies are notified and enforcement actions are taken when needed
➢ Works with the County of Orange to identify potential runoff monitoring Locations and conduct investigation of
pollutant sources when detected
961Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2024-2025 ACCOMPLISHMENTS:
➢ Implement the Statewide Full Capture Trash Program, including installation of 29 new full capture devices and
uploading City's inventory into new database
➢ Reviewed staff time and expense and filed a reimbursement claim to the State for the applicable components of the
NPDES program.
➢ Transferred the CommerciaUlndustrial and the WQMP database to a cloud -based system to comply with new MS4
requirements
➢ Provided comments to the County of Orange on the draft tri-county MS4 permit in preparation for meetings with the
Regional Board
➢ Established a new consultant team to ensure private developers meet all Water Quality Management Plan
requirements, storm water treatment devices are properly installed and are being maintained
➢ Participated with the County of Orange and the Newport Bay Watershed Cities in the development of a Pollution
Prevention Plan for the Fecal Coliform Time Schedule Order, including the required identification of properties not
connected to the sanitary sewer system
➢ Provided NPDES training for Public Works and Community Development staff
➢ Transferred the intake of paper WQMP documents to the online EnerGov program.
2025-2026 GOALS:
➢ Implement the new tri-county MS4 permit that is anticipated to be adopted in December 2025. Implementation
includes updating the Tustin City Code
➢ Transferred the intake of paper WQMP documents to the online Energov program.
➢ Transfer the CommerciaL/Industrial and the WQMP database to a cloud -based system to comply with new MS4
requirements
➢ Collaborate with the County and Newport Bay Watershed cities to identify regional Best Management Practices
(BMPs) and funding sources such as the Orange County Transportation Agency tier two environmental grant program
➢ Broaden the training program to include City staff and contractors Listed in the new MS4 permit and conduct training
every two years
➢ Work with consultant team to evaluate City's NPDES program in preparation for Regional Board audit of City
➢ Support the County of Orange public education program addressing urban runoff and litter prevention
➢ Evaluate joint projects with Caltrans that enable both agencies to meet the State's Full Capture Trash Program
requirements
➢ Inspect post construction project to ensure the permanent BMPs have been properly installed.
➢ Identify how and where all commercial, industrial, and high residential Land uses connect to the City's storm drain
system.
➢ Conduct onsite visual trash assessment in high residential, commercial, and industrial areas to gauge the amount of
Loose trash present
➢ Work with business license staff to ensure that commercial and industrial companies have the correct SIC code
➢ Work with the County to identify monitoring Locations for septic systems in Tustin to comply with a time schedule
order issued by the Regional Board.
➢ Meet with Regional Board and County staff to develop and new bacteria TMDL for the watershed.
➢ Recruit consultantteam to develop a storm drain master plan to evaluate the existing system and identify any needed
upgrades
The Vehicle/Fleet Maintenance Division is responsible for general repair and preventative maintenance for all City vehicles and
mechanical equipment. Additionally, it maintains the Vehicle Lease Fund and ensures compliance for the City fueling island
and the underground storage tanks (UST).
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
TASKS:
➢ Perform repairs on vehicles and other mechanical equipment
➢ Administer a preventative maintenance program for vehicles and other mechanical equipment
➢ Provide fuel and maintain fueling facilities for the City and the Tustin Unified School District
➢ Conduct licensing/inspection of vehicles as required by the State Department of Motor Vehicles
➢ Administer the licensing and permits for City generators, fuel island, underground storage tanks and other equipment
➢ Administer the forklift certification program
➢ Manage the Vehicle/Equipment Lease Fund
2024-2025 ACCOMPLISHMENTS:
➢ Maintained a fleet of 340 vehicles and a wide range of tools and equipment.
➢ Purchased alternative fuel vehicles for the City's fleet.
➢ Replaced aging vehicles and equipment including two flatbed trucks, a sit-down lawnmower, and a compact sweeper.
➢ Replaced backup emergency generator at OCFA Station 43.
2025-2026 GOALS:
➢ Evaluate vehicle needs of each department to account for growing staff.
➢ Replace aging vehicles and equipment including eight trucks, a sit-down lawnmower, and a compact sweeper.
➢ Implement a preventative maintenance schedule program.
➢ Ensure full compliance with all DOT and CARB regulations governing fleet operations.
The Facilities Division is responsible for building maintenance
and repair, ensuring the value of facilities and equipment is
preserved. Staff provides a safe and comfortable environment
in City buildings, including City Hall, Police Department
facilities, and recreation centers.
TASKS:
Provide information on facility maintenance
problems and cyclical replacement items, and
coordinate correction through the budgetary process
Monitor progress on facilities maintenance projects
and cyclical maintenance through site visits and
service request
Perform regular maintenance and building repairs for all public facilities including structural, mechanical, plumbing,
electrical, carpentry, and painting tasks
Administer maintenance contracts including, but not limited to janitorial, building security, elevators, pest control and
HVAC
2024-2025 ACCOMPLISHMENTS:
➢ Coordinated building maintenance activities with the Parks & Recreation Department during facility closures.
➢ Expanded the Engineering Division to accommodate for additional staff.
➢ Completed improvements to the Police department and City Hall 2nd floor departments included the CSI office and
Lab and 2nd floor reconfiguration of cubicles and offices.
➢ Conducted a comprehensive Civic Center needs assessment.
981Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
➢ Awarded a construction contract for the replacement of the roof at the Clifton C. Miller Community Center/Council
Chamber.
➢ Replacement of two Clifton C. Miller Community Center HVAC units.
➢ Installation of new offices in the Finance department.
➢ Completed the Legacy Annex Tenant Improvement Projectto add workspace for Police and Parks & Recreation staff.
2025-2026 GOALS:
➢ Coordinate building maintenance activities with the Parks & Recreation Department during facility closures
➢ Complete the construction of the Civic Center Alternate Power Source Project
➢ Replacement of HVAC system at Clifton C. Miller Community Center and Columbus Tustin Activity Center.
➢ Secured a new custodial services contract.
➢ Replace Columbus Tustin Activity Center patio covering.
PERFORMANCE MEASURES:
Performance Measure
Pavement Condition Index
Encroachment Permits Issued
Goal
1
Target
80
020
Actual
85
Actual
85
Actual
85
Actual
85
Projected
85
1
100
117
147
229
354
200
Number of Trees Trimmed
1
4,500
5,970
4,940
4,516
6,611
4,500
Tons of Material Removed During Storm Drain Cleaning
Tons of Material Removed by Weekly Street Sweeping
Before Entering Storm Drains
Curb Miles Swept
Acres of Landscaped Area Maintained
1
100
86
110
137
100
100
1
100
102
96
120
100
100
1
20,000
20,766
20,766
19,276
20,317
20,000
1
367
364
364
364
367
367
EXPENSES PUBLIC WORKS
ALL Funds
Salaries & Benefits
Internal Service Charges
Operating Expense
PUBLIC WORKS
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
5,935,155 6,328,646 7,200,379 7,036,512 7,593,707 8,020,924
656,600 891,200 1,157,700 1,157,700 856,838 893,308
10,913,186 11,311,008 11,816,950 11,976,457 12,778,550 12,872,000
Regulatory Fees
- - -
- - -
Transfer Out
179,054 149,199 80,000
80,000 80,000 80,000
Capital Outlay
3,472,055 9,176,398 8,033,029
2,335,933 5,817,369 3,510,000
Furniture, Equipment, Computer H/W
- - 50,000
50,000 - -
Total PW Expenditures
21,156,049 27,856,451 28,338,058
22,636,602 27,126,464 25,376,232
EXPENSES BY DIVISION
General Fund
Public Works - Administration Expenditures
Salaries & Benefits
559,253
611,769
747,027
755,519
816,989
861,471
Internal Service Charges
535,600
739,900
1,049,100
1,049,100
742,808
816,028
Operating Expense
108,475
141,598
141,000
159,750
193,750
164,500
Capital Outlay
-
-
-
-
-
-
Furniture, Equipment, Computer H/W
-
-
-
-
-
-
Total
1,203,328
1,493,267
1,937,127
1,964, 369
1,753,547
1,841,999
991Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
PUBLIC WORKS
2022-23
2023-24
2024-25
2024-25
2025-26
2026-27
Actual
Actual
Budget
Estimated
Budget
Budget
Public Works - Engineering Expenditures
Salaries & Benefits
1,415,413
1,511,886
1,689,566
1,484,621
1,668,085
1,753,779
Internal Service Charges
-
-
-
-
-
-
Operating Expense
87,244
241,049
253,000
220,000
309,500
297,000
Capital Outlay
-
-
-
-
-
-
Furniture, Equipment, Computer H/W
-
-
-
-
-
-
Total
1,502,657
1,752,935
1,942,566
1,704,621
1,977,585
2,050,779
Public Works - Streets Expenditures
Salaries & Benefits 620,191 694,354 636,395 684,355 580,762 619,504
Internal Service Charges - - - - - -
Operating Expense 165,104 161,451 243,700 314,200 168,700 174,300
Transfer Out - - - - -
Capital Outlay
Furniture, Equipment, Computer H/W - - - - - -
Total 785,295 855,805 880,095 998,555 749,462 793,804
Public Works - Landscaping Expenditures
Salaries & Benefits 1,834,629 1,844,120 2,321,041 2,235,924 2,507,530 2,670,302
Internal Service Charges - - - - - -
Operating Expense 4,474,801 4,913,803 4,876,100 4,953,000 5,478,800 5,689,900
Capital Outlay - - - - - -
Furniture, Equipment, Computer H/W - - -
Total 6,309,429 6,757,924 7,197,141 7,188,924 7,986,330 8,360,202
Public Works - Water Quality Expenditures
Salaries & Benefits 183,971 191,174 196,815 203,035 207,561 214,718
Internal Service Charges - - - - - -
Operating Expense 427,192 404,775 510,000 510,000 522,000 527,000
Total 611,163 595,949 706,815 713,035 729,561 741,718
Public Works - Vehicles Expenditures
Salaries & Benefits 552,312 580,032 579,146 618,346 635,887 662,924
Internal Service Charges - - - - - -
Operating Expense 813,885 717,491 833,350 837,136 865,500 874,000
Capital Outlay - - - - - -
Furniture, Equipment, Computer H/W - - - - - -
Total 1,366,197 1,297, 523 1,412,496 1,455,482 1,501,387 1,536,924
Public Works - Buildings Expenditures
Salaries & Benefits
289,938 413,878 473,080
450,304 533,206 574,230
Internal Service Charges
- - -
- - -
Operating Expense
2,666,040 2,907,806 2,953,300
3,236,128 3,245,800 3,270,800
Regulatory Fees
- - -
- - -
CapitalOutlay
- -
- -
Furniture, Equipment, Computer H/W
- 50,000
50,000 -
I Total
2,955,979 3,321,684 3,476,380
3,736,432 3,779,006 3,845,030
1001Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
PUBLIC WORKS
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
Total General Fund Expenditures 14,734,048 16,075,086 17,552,619 17,761,417 18,476,877 19,170,456
EXPENSES BY DIVISION
All Other Funds
Gas Tax
Salaries & Benefits
308,291
305,860
291,398
338,519
340,465
345,090
Internal Service Charges
121,000
151,300
108,600
108,600
114,030
77,280
Operating Expense
1,687,874
1,394,307
1,716,500
1,455,662
1,719,500
1,734,500
Transfer Out
-
-
-
-
-
-
CapitaL Outlay
-
3,777,867
2,154,000
1,146,081
554,830
Total
2,117,165
5,629,334
4,270,498
3,048,862
2,728,825
2,156,870
Measure M2 Expenditures
Salaries & Benefits
Internal Service Charges
-
-
Operating Expense
155,134
159,591 - - - -
Transfer Out
179,054
149,199 80,000 80,000 80,000 80,000
Capital Outlay
1,842,630
2,270,792 1,109,029 1,139,852 2,783,539 510,000
Total
2,176,819
2,579,583 1,189,029 1,219,852 2,863,539 590,000
Road Maintenance & Rehabilitation Allocation Expenditures
Salaries & Benefits 23,912
25,636 34,252 34,235 128,254 133,640
Internal Service Charges -
- - - - -
Operating Expense 93,715
38,620 - - - -
CapitaL Outlay 1,629,425
3,127,738 4,770,000 50,000 2,479,000 3,000,000
[ Total 1,747,051
3,191,995 4,804,252 84,235 2,607,254 3,133,640
Solid Waste Expenditures
Salaries & Benefits 147,245 149,937 231,660 231,656 174,969 185,266
Internal Service Charges - - - - - -
Operating Expense 233,722 230,516 290,000 290,581 275,000 140,000
Transfer Out - - - - - -
Total 380,967 380,453 521,660 522,237 449,969 325,266
Total Other Funds 1 6,422,002 11,781,365 10,785,439 4,875,186 8,649,587 6,205,776
1011Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
Public Works- Budget Breakdown by Year (All Funds)
30,000,000
25,000,000
20,000,000
15,OOa OOO
10,000,000
5,000,000
2022-23 Actual 2023-24 Actual 2024-25 Budget 2024-25
Estimated
■ Salaries & Benefits ■ Internal Service Charges
■ Regulatory Fees ■ Transfer Out
2025-26 Budget 2026-27 Budget
■ Operating Expense
■ Capital Outlay
1021Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
We are responsible for the design, construction, operation, and maintenance of all
water infrastructure and facilities.
The entire Public Works team invites you to explore our pages and learn more about
what we do. We are committed to providing the highest level of service possible �'
and we hope our web page is just one of the ways we can achieve that objective.
ADMINISTRATION
The Administration Division coordinates and provides direction to all Water Services
operations. This Division provides customer service, administrative support,
research and analysis of current and proposed legislation to ensure benefit, safety
and convenience to the community and general public.
TASKS:
➢ Ensure compliance with all health and safety standards for water quality
➢ Coordinate the design and construction of water capital improvement program projects
➢ Provide responsive customer service
2024-2025 ACCOMPLISHMENTS:
➢ Completed the annual Water Enterprise Financial Update.
➢ Met all regulatory requirements for water quality reports and sampling
➢ Participated in the newly established joint work group for implementing new Cross Connection Regulations
➢ Participated in Orange County PFAS litigation to secure funding for groundwater cleanup
➢ Monitored and engaged in the water resource planning and management programs of the City's wholesale suppliers
(Orange County Water District, the Municipal Water District of Orange County, and East Orange County Water
District), evaluating and planning for fiscal impacts upon the City's service area
➢ Completed tri-annual lead and copper sampling program
2025-2026 GOALS:
➢ Through continued participation in joint work groups, develop a Cross Connection Control Policy that meets new
California regulations
➢ Complete the final draft of the updated City's Risk/Resiliency Assessment and draft update of the Emergency
Response Plan
➢ Develop future reuse plan for Tustin Avenue Well site
➢ Implement plan for abandonment of unused groundwater wells
➢ Complete CA Water Boards lead service line inventory requirements
➢ Monitor the water resource planning and management programs of the City's wholesale suppliers (Orange County
Water District, the Municipal Water District of Orange County, and East Orange County Water District), and evaluate
fiscal impacts upon the City's service area
1031Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Install, maintain, repair and upgrade the water distribution system, along with monitoring water quality and providing customer
service.
TASKS:
➢ Ensure compliance with all health and safety standards for water quality
➢ Operate and maintain the water distribution system
➢ Coordinate the design and construction of water capital improvement program projects
➢ Perform preventive maintenance to minimize water loss and service interruptions to City water customers
➢ Review City, developer and outside agency project plans for compliance with Water Division standards
➢ Conduct staff safety training and Department of Health Services certification programs
➢ Provide responsive customer service
2024-2025 ACCOMPLISHMENTS:
➢ Finalized meter testing for water loss program analysis
➢ Completed water Leak detection in 25% of service area through Municipal Water District of Orange County (MWDOC)
shared services agreement
➢ Initiated a water Loss statistical analysis from meter testing results
➢ Met and exceeded all state and federal water quality compliance
➢ Completed backflow testing throughout the service area to bring all service connections into compliance
➢ Completed valve box replacements in unincorporated area due to Orange County Public Works pavement
rehabilitation project
➢ Completed lead and copper service Line inventory required by the California Department of Drinking Water
2025-2026 GOALS:
➢ Limit service interruptions through proactive maintenance and repairs
➢ Begin construction on El Camino Real Water Main Line Relocation Project
➢ Research and develop a meter replacement project, including exploring the use of Advanced Meter Reading
technology
➢ Implement Large meter testing program for meters over 2"
The Main Street Water Facility consists of two groundwater production wells, reverse osmosis and ion exchange treatment
plants, a water storage reservoir and a booster pump station. The two treatment plants remove nitrate -contaminates from the
groundwater produced at this facility. The water is treated and blended to produce drinking water that complies with all State
and Federal Safe Drinking Water standards.
TASKS:
➢ Ensure compliance with all health and safety standards for water quality
➢ Maximize water production to reduce dependence on imported water supplies.
➢ Ensure compliance with the Regional Water Quality Control Board (RWQCB) & National Pollution Discharge
Elimination System (NPDES) permit requirements.
2024-2025 ACCOMPLISHMENTS:
➢ Participation in the construction of the new centralized Per- and polyfluoroalkyL substances (PFAS) Treatment Plant.
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
➢ Completed Main Street Reservoir inspection and cleaning.
➢ Completed construction on the centralized PFAS Treatment Plant including startup, testing and treatment plant
commissioning.
➢ Trained staff on new plant operations and maintenance procedures
2025-2026 GOALS:
➢ Rehabilitation of Main Street Well No.3
This reverse osmosis water treatment facility is a cooperative venture between the City of Tustin, the Orange County Water
District (OCWD), and the Metropolitan Water District of Southern California (MWD). This facility removes nitrates, perchlorate,
PFAS and high concentrations of total dissolved solids from local groundwater. The water is treated and blended to comply
with State and Federal drinking water standards.
TASKS:
➢ Ensure compliance with all health and safety standards for water quality
➢ Maximize groundwater water production to reduce dependence on imported water supplies
➢ Ensure compliance with the Regional Water Quality Control Board (RWQCB) & National Pollution Discharge
Elimination System (NPDES) permit requirements
2024-2025 ACCOMPLISHMENTS:
➢ Met and exceeded all state and federal water quality standard
➢ Ensured compliance with all operating permit requirements and renewals
➢ Maximized production to reduce the need for imported water
2025-2026 GOALS:
➢ Complete plans, specifications and water quality analysis for process and electrical improvements
➢ Complete comprehensive facility inspections/evaluations after Main Street Treatment Plant is operational to
determine condition of equipment and the need for maintenance or replacement due to the high demand since
shutting down wells in February 2021
This division is responsible for purchase of wholesale supplemental water supplies from the East Orange County Water District
via its partner agencies the Municipal Water District of Orange County and the Metropolitan Water District of Southern
California.
TASKS:
➢ Maximize local water production to reduce dependence on imported water supplies
➢ Utilize cost-effective purchased imported water supplies to ensure adequate retail supplies
2024-2025 ACCOMPLISHMENTS:
➢ Implemented the excess groundwater purchase agreement with East Orange County Water Districtto maximize cost
savings for a portion of imported water.
1051Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2025-2026 GOALS:
➢ Evaluate and replace City controls and instrumentation at imported water connections
➢ Limit imported water through use of City's agreement with East Orange County Water District for purchase of excess
groundwater
Produce and supply domestic water to all City of Tustin Water Services customers, and comply with safe drinking water
standards mandated by State and Federal regulations.
TASKS:
➢ Produce high quality water meeting all health and safety standards for water quality
➢ Operate water production facilities utilizing the most cost-effective methods and practices that public safety and
water demand requirements allow
➢ Perform maintenance to minimize service interruptions and the loss of groundwater production and imported water
supplies
➢ Coordinate the design and construction of capital improvement program projects
➢ Coordinate operation of water facilities with contractors during construction activities
2024-2025 ACCOMPLISHMENTS:
➢ Completed Vandenberg Well Rehabilitation Project
➢ Completed John Lyttle Reservoir Improvements Project
➢ Completed Beneta Well No. 2 — Phase II Equipping Project
➢ Completed Pasadena Well variable frequency drive installation
➢ Maintained a temporary PFAS Treatment System at Columbus Tustin Well with minimum down time in order to lower
imported water costs
➢ Maintained high water quality that met and exceeded all State and Federal standards
2025-2026 GOALS:
➢ Complete the abandonment of the old Simon Ranch Booster Station
➢ Install a variable frequency drive at Vandenberg Well
➢ Conduct maintenance at Rawlings Booster Pump Station, which includes pump inspections/replacements and the
addition of variable frequency drives
PERFORMANCE MEASURES:
1061Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
WATER ENTERPRISE FUNDS
2022-23
2023-24
2024-25
2024-25
2025-26
2026-27
Actual
Actual
Budget
Estimated
Budget
Budget
EXPENSES WATER ENTERPRISE FUND
ALL Funds
Salaries & Benefits
3,252,673
3,568,350
3,816,024
3,600,116
3,648,790
3,753,920
Internal Service Charges
-
-
-
-
-
-
Operating Expense
3,669,861
3,575,804
1,594,200
1,568,967
1,456,588
1,259,159
Maintenance Expenses
10,660,305
10,729,829
12,373,750
12,808,550
14,528,100
13,873,610
Water Quality/Regulatory Fees
147,100
142,478
166,890
177,647
189,890
189,890
Transfer Out/Bond Expense
5,407,253
2,652,863
2,892,778
1,447,603
2,890,048
3,746,889
Furniture and Equipment
-
-
-
-
-
-
CapitalOutlay
2,834,159
5,559,028
-
1,826,000
1,539,742
4,666,000
Total Water Enterprise Expenditures
25,971,351
26,228,351
20,843,642
21,428,883
24,253,158
27,489,468
EXPENSES BY DIVISION
Water Enterprise Fund
Water Administration
Salaries & Benefits
797,754
857,682
1,213,477
1,039,394
869,205
923,529
Internal Service Charges
-
-
-
-
-
-
Operating Expense
3,195,224
3,185,491
1,212,200
1,185,314
1,074,588
877,159
Water Quality/Regulatory Fees
145,533
141,859
159,890
170,647
183,890
183,890
Transfer Out/Bond Expense
3,327,039
1,287,432
2,892,778
1,417,778
2,890,048
3,591,849
Furniture and Equipment
-
-
-
-
-
-
Total
7,465,549
5,472,463
5,478,345
3,813,133
5,017,731
5,576,427
Water Distribution
Salaries & Benefits
1,256,262
1,383,302
1,296,559
1,318,413
1,523,345
1,613,325
Internal Service Charges
-
-
-
-
-
-
Operating Expense
210,734
198,557
269,400
271,400
274,400
274,400
Water Quality/Regulatory Fees
1,567
619
7,000
7,000
6,000
6,000
Transfer Out/Bond Expense
-
-
-
-
-
-
CapitalOutlay
-
-
-
60,000
66,000
-
Total
1,468,563
1,582,478
1,572,959
1,656,813
1,869,745
1,893,725
Main Street Facilities
Salaries & Benefits
213,874
205,896
233,146
243,153
255,999
275,307
Internal Service Charges
-
-
-
-
-
-
Operating Expense
21,011
14,945
24,200
24,200
15,700
15,700
Maintenance Expenses
80,578
6,399
1,997,450
1,997,450
2,043,400
2,370,000
Total
315,464
227,239
2,254,796
2,264,803
2,315,099
2,661,007
17th Street Desalter
Salaries & Benefits
147,937
138,147
170,612
170,538
171,666
182,205
Internal Service Charges
-
-
-
-
-
-
Operating Expense
23,982
16,351
38,000
38,000
39,000
39,000
Maintenance Expenses
2,470,450
2,864,597
2,517,300
2,516,900
2,499,200
2,888,000
Total
2,642,369
3,019,095
2,725,912
2,725,438
2,709,866
3,109,205
1071Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
WATER ENTERPRISE FUNDS
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
Imported Water
Salaries & Benefits
102,326
75,714
139,669 102,576 86,833 93,102
Internal Service Charges
-
-
- - - -
Operating Expense
132
75
- 53 - -
Maintenance Expenses
5,652,103
4,061,892
5,009,300 5,085,300 2,849,960 1,214,790
Total
5,754,561
4,137,681
5,148,969 5,187,929 2,936,793 1,307,892
Water Production
Salaries & Benefits
306,133
278,947
355,770
333,599
345,331
366,409
Internal Service Charges
-
-
-
-
-
-
Operating Expense
47,676
25,041
50,400
48,400
52,900
52,900
Maintenance Expenses
1,997,977
3,314,971
2,249,700
2,608,900
6,325,540
6,840,820
Total
2,351,786
3,618,959
2,655,870
2,990,899
6,723,771
7,260,129
Non -Departmental
Salaries & Benefits 428,387 628,661 406,791 392,442 396,412 300,043
Internal Service Charges - - - - - -
Operating Expense - - - - - -
Total 428,387 628,661 406,791 392,442 396,412 300,043
Total Water Enterprise Expenditures 20,426,679 18,686,577 20,243,642 19,031,458 21,969,416 22,108,428
EXPENSES BY DIVISION
All Other Funds
Water Capital
Salaries & Benefits
Internal Service Charges
-
-
Operating Expense
4,176
135,345 - - - -
Maintenance Expenses
459,198
481,970 600,000 600,000 810,000 560,000
Transfer Out/Bond Expense
198,871
250,000 - - -
Capital. Outlay
2,714,159
3,836,796 - 148,000 723,742 3,516,000
Total
3,376,403
4,704,112 600,000 748,000 1,533,742 4,076,000
Water Enterprise Emergency
Salaries & Benefits
Internal Service Charges
Operating Expense - -
Transfer Out/Bond Expense 1,000,000 29,825
Capital Outlay - -
Total 1,000,000 29,825 -
2013 Water Revenue Bond
Salaries & Benefits
Internal Service Charges -
Operating Expense 166,925
Transfer Out/Bond Expense 1,881,343
Capital Outlay 120,000
1,120,254
1,600
1081Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
WATER ENTERPRISE FUNDS
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
Total 2,168,268 1,120,254 1,600
2024 Water Revenue Bond
Salaries & Benefits
Internal Service Charges
Operating Expense -
-
Transfer Out/Bond Expense 115,431 - -
155,040
Capital Outlay 601,978 1,618,000 750,000
1,150,000
Total - 717,409 1,618,000 750,000
1,305,040
Total Other Funds 5,544,672 7,541,774 600,000 2,397,425 2,283,742
5,381,040
Water E nterprise Budget Breakdown byYear (AII Funds)
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
2022-23 Actual 2023-24Actual 2024-25 Budget
ho
202425
Estimated
■ Salaries & Benefits ■ Internal Service Charges
■ Maintenance Expenses ■ Water Quality/Regulatory Fees
■ Furniture and Equipment ■ Capital Outlay
2025-26 Budget 2026-27 Budget
■ Operating Expense
■ Transfer Out/Bond Expense
1091Page
POLICE DEPARTMENT SERVICES TO THE COMMUNITY & POSITION CONTROL HISTORY
Police Department
Personnel &
Community Policing
Investigations
Bureau
Bureau
North Area South Area
City
Special Professional
Patrol Patrol
Operations
Operations Standards
Division Division
Division
Division Division
Behavioral
Criminal Training&
Health
Response
nvestigations Recruitment
Traffic/Special
Events
Gang Unit Internal Affairs
Emer enc
Crime Analysis Public
Mana ement
g
Information
Community
School Technology&
Resources
Resources Innovations
Homeless
Task Force
■
Liaison
Officers
Parking Permit Threat
Management
Fleet
S.W.A.T.
Operations
Special
Drone Team
Response
Tea m
Di rested
Enforcement
Team
Canine Team
Administrative
Support Bureau
Field
Operations
Support
Support
Division
Division
Communi-
Records
cations
Crime Scene
Property &
Investigations
Evidence
Front Desk
Operations
CALEA
Detention
Facilities
Employee
Wellness
Fiscal Services
Chaplain
Program
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Police Department
Administrative Assistant
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Behavioral Health Bureau Commander
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Crime Analyst (SLESF Grant Funded)
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Management Analyst 1/11 (SLESF Grant Funded)
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Police Captain
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Police Chief
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Police Communications Lead
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Police Communications Officer 1/11
10.00
10.00
10.00
10.00
0.00
10.00
0.00
Police Fleet Coordinator
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Police Lieutenant
5.00
5.00
6.00
6.00
0.00
6.00
0.00
Police Officer'
72.00
72.00
74.00
74.00
0.00
76.00
2.00
Police Officer (SRO)
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Police Records Lead
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Police Records Specialist
10.00
10.00
10.00
10.00
0.00
10.00
0.00
Police Sergeant
18.00
19.00
19.00
19.00
0.00
19.00
0.00
Police Services Officer 1/11/111 6J
15.00
16.00
16.00
17.00
1.00
18.00
1.00
Police Administrative Services Manager
0.00
0.00
2.00
2.00
0.00
2.00
0.00
Police Support Services Manager
2.00
2.00
4.00
4.00
0.00
4.00
0.00
Police Support Services Supervisor
4.00
5.00
6.00
6.00
0.00
6.00
0.00
Property and Evidence Specialist
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Senior Management Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Total Police Department
154.00
158.00
162.00
163.00
1.00
166.00
3.00
Department Position / Non -Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Police Department
Fleet Coordinator
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Parking Control Officer
N/A
N/A
2.00
2.00
0.00
2.00
0.00
Police Services Officer 1/11
N/A
N/A
3.00
3.00
0.00
3.00
0.00
Police Cadet
N/A
N/A
3.00
3.00
0.00
3.00
0.00
Master Reserve Officer
N/A
N/A
3.00
3.00
0.00
3.00
0.00
Administrative Assistant
N/A
N/A
1.00
1.00
0.00
1.00
0.00
Temporary Employee
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Police Communications Officer 1/11
N/A
N/A
2.00
2.00
0.00
2.00
0.00
Senior Management Analyst
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Management AnalystI
N/A
N/A
0.50
0.50
0.00
0.50
0.00
Total Police Department
N/A
N/A
16.00
16.00
0.00
16.00
0.00
Footnotes
6 Police Department - 25/26 Budget - Add Police Services Officer 1/11/III
7 Police Department - 26/27 Budget - Add Police Services Officer 1/11/III
8 Police Department - 26/27 Budget - Add Two (2) Police Officers
1111Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
The Tustin Police Department is committed to the "Community Governance policing philosophy and endeavors to improve the
quality of life for those who visit, live, and work in the City of Tustin."
Police Management directs the daily operations of the Police Department, ensuring the fulfillment of the Department's mission
while preparing for future challenges. It provides leadership and strategic guidance across all functions of the Department,
addresses citizen inquiries, and acts as the liaison to City, County, and State agencies. Police Management is also responsible
for overseeing the Department's current and future accreditation process to maintain the highest standards of professionalism.
TASKS:
➢ Direct and manage budgetary matters
➢ Introduce and execute new initiatives to increase Departmental effectiveness
➢ Participate in citywide team management strategies
➢ Guide and evaluate staff projects
➢ Foster collaboration with local, state, and federal law enforcement agencies
➢ Coordinate Police Department activities with other City Departments
➢ Forecast future requirements and strategize accordingly
➢ Oversee daily operations, prioritizing employee safety and productivity
2024-2025 ACCOMPLISHMENTS:
➢ Added a sixth Lieutenant position, titled "Planning and Research," to lead strategic planning efforts and support
administrative functions such as policy development and review
➢ Added a new Detention Officer Supervisor position to support the growth of the Jail Operations Program and provide
additional assistance to patrol officers
➢ Hired two additional police officers to the Patrol Division to prepare for future population growth in the Tustin Legacy
area and to meet increased service demands from the community
➢ Hired a full-time Administrative Assistant assigned to the Professional Standards Division to assist with
administrative tasks including internal affairs case management, policy audits, training records, subpoenas, and other
administrative functions critical to Department operations
➢ Secured a UASI (Urban Areas Security Initiative) Grant and obtained a BearCat tactical armored vehicle to enhance
officer and community safety
➢ Remodeled the first -floor Investigations and Professional Standards Division workspaces to improve layout,
workflow, and ergonomics for staff
➢ Implemented "TruNarc" technology to assist officers with rapid drug identification in the field, reducing the risk of
exposure to dangerous substances such as fentanyl
➢ Upgraded the Police Department's parking structure to enhance employee safety and reduce the risk of trespassing
and unauthorized access
➢ Installed a covert camera system to support investigations and expand surveillance capabilities
2025-2026 GOALS:
➢ Complete a reorganization of the Police Department's sworn structure to enhance operational efficiency, improve
supervision, and position the organization for future growth
➢ Transition the Department from CALEA accreditation to compliance with POST accreditation standards to better align
with statewide best practices
1121Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Implement Lexipol as the Department's primary policy platform to streamline policy management and ensure
consistency with current law and best practices
➢ Restructure professional staff positions to strengthen the span of control, optimize internal workflows, and support
future organizational needs
➢ Procure an Incident Command Vehicle to improve field operations, enhance incident management capabilities, and
provide greater operational flexibility
➢ Initiate research and planning for the future replacement of the current CAD/RMS platform, with the goal of
transitioning away from Mark43 to a system better suited to the Department's evolving operational needs
➢ Remodel the Patrol Equipment Room to improve organization, functionality, and support day-to-day operational
readiness
➢ Upgrade the department conference room with enhanced technology and communications infrastructure, enabling its
dual use as a Department Operations Center (DOC) during critical incidents
➢ Transition from the West Covina to a direct CommSys connection to improve CAD system connectivity, reliability, and
efficiency
➢ Expand the Department's patrol fleet by adding vehicles necessary to support the increase in sworn personnel
staffing
The City Operations Division consists of police personnel assigned to specialty assignment units which impact all areas within
the City of Tustin borders. Its personnel are dedicated to supplement the Patrol Division in a variety of capacities such as the
Traffic Unit, the Community Oriented Policing and Problem Solving (COPPS) Unit formerly the Community Resources Unit
(CRU), Behavioral Health Response Unit (BHRU), Crime Impact Team (CIT), Emergency Management, and Canine Unit. The
City Operations Division is currently staffed by one Lieutenant, three Sergeants, thirteen Officers, fifteen civilian employees,
and two police service dogs. In addition, the City Operations Division oversees the Unmanned Aircraft Systems (UAS) and
Explorer Programs.
The Traffic Unit is responsible for traffic and parking enforcement within the Tustin city limits. The Traffic Unit includes one
Sergeant, four Motor Officers, two Police Services Officers, one Master Reserve Officer, one Fleet Coordinator, one part-time
Fleet Coordinator, four part-time Parking Control Officers, and one part-time Cadet. The Traffic Unit also conducts follow-up
investigation for major injury or fatal traffic collisions. The Traffic Unit submits grant applications and monitors all reporting
requirements on funded grants, they also conductthree DUI checkpoints throughout the city and review and approve all traffic
collision reports. The Fleet Coordinators ensure department vehicles are regularly serviced and maintained to keep operations
running smoothly.
The Community Oriented Policing and Problem Solving (COPPS) Unit is comprised of one Homeless Liaison Officer, one
Community Impact Officer, two Police Services Officers, and one part-time Police Services Officer. The Community Resources
Unit coordinates the department's response to all of the city's special events such as, Tustin Chili Cook -Off and Street Fair,
Fourth of July Fireworks Show, Tustin Tiller Days, and Dino Dash 10K Race. In addition to handling special events, the
Homeless Liaison Officer and Community Impact Officer are responsible for any homeless issues that come up including
housing at the Tustin Temporary Emergency Shelter. They work in conjunction with the Behavioral Health Response Unit. The
Behavioral Health Response Unit Manager assists members of the community who may be experiencing mental health issues.
The two Police Services Officers attend neighborhood watch meetings and Tustin Effective Apartment Managers (TEAM)
meetings. They plan and coordinate numerous events such as, Citizen's Academy, Read Across America, Walk to School,
Coffee with a Cop, Santa Sleigh, and Santa Cop.
The Crime Impact Team (CIT) is made up one Sergeant and four Police Officers. The Crime Impact Team focuses on crime
trends and quality -of -life issues in our city. The Crime Impact Team targets career criminals and violent offenders, conducts
warrant sweeps, and conducts surveillance, along with intelligence collection and analysis. They are also responsible for
identifying and impacting areas of recurring calls for service and criminal activity within the city. The Crime Impact Team works
with the Crime Analyst in identifying crime trends and coming up with strategies to solve these crimes and prevent future
crimes.
1131Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Emergency Management is made up of one Emergency Operations Coordinator and one part-time Emergency Operations
Coordinator. They provide training to other city departments who will be utilized during a large-scale incident. They plan and
coordinate table -top exercises for city employees who would be working in the Emergency Operations Center during a large-
scale incident. They plan and coordinate the Community Emergency Response Team (CERT) training and certification for the
community. They ensure operational readiness in both the department Emergency Operation Center and city Emergency
Operation Center by performing quarterly inspections of the equipment. They coordinate and update the city Emergency
Operations Plan and Hazardous Mitigations Plan.
The Canine Unit is comprised of one Sergeant and two Officers who each have an assigned Police Service Dog. The Canine
Program was established to augment police services to the community. Highly skilled and trained teams of handlers and
canines have evolved from the program and are used to supplement police operations to locate individuals, contraband, and
to apprehend criminal offenders.
TASKS:
➢ Respond to criminal, traffic, and service related calls for service
➢ Investigate, write police reports, follow-up, and apprehend violators as appropriate
➢ Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive
problem solving
➢ Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve community
problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by local government
➢ Conduct educational and other criminal and traffic accident prevention presentations
➢ Performs Police Fleet Coordination to maintain fleet to optimal efficiency
➢ Advocate for the homeless
➢ Provide outreach and resources to homeless individuals who have a connection to the City of Tustin
➢ Partner with private entities, local and county government agencies to assist the homeless with finding long-term
shelter and/or services
➢ Coordinate community special event plans
➢ Manage numerous community outreach programs such as Neighborhood Watch, Town Hall meetings, Nixle internet
crime prevention and notification program
➢ Manage school related programs such as project "Think About It," Officer Friendly presentations, Walk to School,
Read Across America, and station tours
➢ Arrange public safety presentations regarding identity theft, personal safety, and holiday safety
➢ Organize public relations programs such as Santa Sleigh, Santa Cop, Shop with a Cop, Foothill Regional Hospital
donation program, Coffee with a Cop, Tip a Cop, and National Night Out
➢ Work with Parole and Probation officers in monitoring the activities of those individuals on Parole or Probation who
reside in Tustin
➢ Identify crime trends and find strategies to suppress and stop said crime
➢ Coordination of emergency planning and training
➢ Recruitment and management of the Community Emergency Response Team (CERT)
➢ Establish and maintain inter -agency coordination with local, state, and federal emergency response agencies
➢ Maintain the city's Emergency Operations Center (EOC) at a state of readiness, which allows the EOC to be operational
within one hour
2024-2025 ACCOMPLISHMENTS:
➢ Completed Annex remodel project
➢ Created a second motor officer trainer
➢ Successfully staffed all DUI and driver's license checkpoints
➢ Completed eight e-vehicle (e-bike) presentations at various TUSD schools
➢ Fleet purchased and converted new vehicles for department use
➢ Created and implemented Event Action Plans for all special events staffed by the department
1141Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Planned and executed three Coffee with a Cop events
➢ Completed two Citizen's Academy classes
➢ Completed two Community Emergency Response Team (CERT) academies
➢ Continued to build UAS program by adding two indoor drones
2025-2026 GOALS:
➢ Staff and fulfill all of the OTS grant obligations
➢ Research outside vendor parking enforcement options for more consistent street sweeping and permit parking
enforcement
➢ Obtain a Mercedes Sprinter van for the UAS/CNT teams
➢ Add one Detention Officer unit to the fleet
➢ Obtain a Chevrolet Silverado truck and convert to an Incident Command Vehicle for large scale incidents
➢ Increase fleet budget for purchase and lease amounts due to increase in inflation
➢ Identify new avenues of procurement for Fleet needs
➢ Increase presence of community outreach and engagement in the community
➢ Participate in National Night Out
➢ Coordinate table -top exercises involving Emergency Operations Center personnel
➢ Continue to host Community Emergency Response Team (CERT) academies in the Spring and Fall
➢ Acquire and implement a Facility Dog program
The North Area Command consists of the area in the City north of the 1-5 freeway. Within the area, there are single family
residences, high -density housing, commercial, and retail properties. North Area Command is currently staffed by one
Lieutenant, six Sergeants, and 19 Patrol Officers.
TASKS:
➢ Respond to all criminal, service, and traffic calls for service
➢ Document, investigate, follow-up, and apprehend violators as appropriate
➢ Work with parole and probation officers in monitoring the activities of those individuals on Parole or Probation who
reside in Tustin
➢ Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive
problem -solving
➢ Conduct educational and other crime/traffic accident prevention presentations
➢ Coordinate community special event plans
➢ Continue the implementation of the overall Department Mission, Vision and Values in order to resolve community
problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by local government
2024-2025 ACCOMPLISHMENTS:
➢ Created a full-time jailer supervisor position
➢ Obtained funding and created plans for the remodeling of the equipment room
➢ Completed the AR 15 suppressors project
➢ Obtained vehicle window glass breakers
➢ Completed Phase of the Automated License Plate Recognition System (ALPRs) and added Flock cameras
➢ Made improvements to "Patrol School" for onboarding officers into the Field Training Officer Program
1151Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2025-2026 GOALS:
➢ Research/Plan for a third Area Command (Central) and having Lieutenants as Watch Commanders on four core
shifts.
➢ Protect the Community
➢ Reduction in Part I Crime
➢ Reduction in Injury Traffic Collisions
➢ Reduce response times through resource allocation
➢ Engage the Community
➢ Enhance current programs (Citizens Academy, Spanish Speaking Citizens Academy, Open House, Run
with a Cop, Coffee with a Cop, Police -Community Dialogues, Town Hall Meetings)
➢ Improve Internal Operations
➢ Making employees' jobs easier and more efficient (CTAPS Squad Action Plans, online reporting,
Equipment improvements, research BWC/MAYS upgrade, integrate events calendar on website,
equipment room remodel)
➢ Rebuild Pride and Esprit de Corps
➢ Foster employee wellness and satisfaction
➢ Continue build out of Automated License Plate Recognition system (ALPRs)
The South Area Command encompasses the area south of the 1-5 freeway from Williams Street to the west, Jamboree Road
to the east and Barranca Parkway to the south. South Area Command is responsible for all reactive and proactive police
problem -solving in the south end of the City, including responding to calls for service 24 hours a day, seven days a week, 365
days of the year. South Area Command is currently staffed with one Lieutenant, six Sergeants, and 20 Patrol Officers.
TASKS:
➢ Respond to all criminal, service, and traffic calls for service
➢ Document, investigate, follow-up, and apprehend violators as appropriate
➢ Work with parole and probation officers in monitoring the activities of those individuals on Parole or Probation who
reside in Tustin
➢ Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive
problem -solving
➢ Conduct educational and other crime/traffic accident prevention presentations
➢ Coordinate community special event plans
➢ Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve community
problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by Local government
2024-2025 ACCOMPLISHMENTS:
➢ Created a full-time jailer supervisor position
➢ Obtained funding and created plans for the remodeling of the equipment room
➢ Completed the AR 15 suppressors project
➢ Obtained vehicle window glass breakers
➢ Completed Phase of the Automated License Plate Recognition System (ALPRs) and added Flock cameras
➢ Made improvements to "Patrol School" for onboarding officers into the Field Training Officer Program
1161Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2025-2026 GOALS:
➢ Research/Plan for a third Area Command (Central) and having Lieutenants as Watch Commanders on four core
shifts.
➢ Protect the Community
➢ Reduction in Part I Crime
➢ Reduction in Injury Traffic Collisions
➢ Reduce response times through resource allocation
➢ Engage the Community
➢ Enhance current programs (Citizens Academy, Spanish Speaking Citizens Academy, Open House, Run
with a Cop, Coffee with a Cop, Police -Community Dialogues, Town Hall Meetings)
➢ Improve Internal Operations
➢ Making employees' jobs easier and more efficient (CTAPS Squad Action Plans, online reporting,
Equipment improvements, research BWC/MAYS upgrade, integrate events calendar on website,
equipment room remodel)
➢ Rebuild Pride and Esprit de Corps
➢ Foster employee wellness and satisfaction
➢ Continue build out of Automated License Plate Recognition system (ALPRs)
The Special Operations Division includes the Investigations Bureau and the Gang Unit. The Investigations Bureau is divided
into the Major Crimes Team and Property Crimes Team. These two teams are responsible for conducting comprehensive
follow-up investigations for the majority of crimes that are reported to the Tustin Police Department. Detectives assigned to
this unit are on -call 24 hours a day to respond to crime scenes throughout the city. The Detectives from the Investigations
Bureau are supported by Police Services Officers, a Police Records Specialist, and a Crime Analyst who utilize state-of-the-art
technology to analyze crime patterns. The Investigations Bureau also includes a full-time School Resource Officer and
Detectives assigned to specialized task forces such as, the Orange County Auto Theft Task Force, the Regional Narcotics
Suppression Program team, the Orange County Intelligence Assessment Center, and the Joint Terrorism Task Force.
TASKS:
➢ Follow-up on all cases with workable leads
➢ Investigate incidents dealing with vice, narcotics, and white-collar crimes
➢ Follow-up on unsolved homicide cases, and "cold" DNA hits in sexual assault, burglary and vehicle theft cases
➢ Respond to community needs concerning juveniles, including using juvenile diversion programs and maintaining a
School Resource Officer program
➢ Coordinate community special event plans
➢ Provide personnel to the Orange County Regional Narcotics Suppression Program (RNSP), and the Orange County
Auto Theft Task Force (OCATT)
➢ Provide personnel to the Orange County Intelligence Assessment Center (OCIAC), and the Joint Terrorism Task Force
(JTTF)
2024-2025 ACCOMPLISHMENTS:
➢ Completed the transition to National Incident Based Reporting System (NIBRS) statistical reporting system
➢ Created and filled second School Resource Officer position
➢ Solved the following major crimes:
➢ US Secret Service robbery with the arrest of three LA gang members
➢ Burglary of US Army reserve base solved and handed back to US Government
➢ Pasadena Vehicular Homicide arrest and confession
➢ Continual masturbation suspect identified and arrested at middle/high school
1171Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ North End Residential Burglary series, suspect identified and arrested
➢ Major Gypsy Government impersonation case
➢ Vehicular homicide involving LAPD Sergeant assistance with traffic division
➢ Drug lab identified and case transferred to DEA
➢ Completed the following:
➢ CIU warrants served: 396
➢ CIU cases assigned: 1607
➢ Gangs Firearms/Weapons Seized: 15
➢ Gangs Misdemeanor Arrests: 20
➢ Gangs Felony Arrests: 48
➢ Gangs drugs seized: Methamphetamine 40 grams; Fentanyl 2.8 grams; Cocaine 3.3 grams
➢ Spec Ops Closed Case Count: 1091
2025-2026 GOALS:
➢ Utilize state-of-the-art predictive policing software to assist the Department in its efforts to prevent crime before it
occurs
➢ Make arrests in 10% of cleared cases
➢ Increase follow-up investigations on cold cases
➢ Update and utilize GPS and surveillance cameras to capture criminals related to trending crime series
➢ Fill sworn detective and civilian investigator positions
The Professional Standards Division (PSD) operates under the Personnel and Investigations Bureau. The Professional
Standards Division is staffed by the following personnel: one Police Lieutenant, one Police Sergeant, one Police Training
Officer, one Police Personnel Officer, one Administrative Assistant, two Master Reserve Officers and one part-time Police
Cadet.
The Professional Standards Division is responsible for the recruitment and hiring of all Police Department personnel. The
division's Training Officer is responsible for ensuring all of our employees are trained in accordance with the standards
established by the department and the California Peace Officer's Standards and Training (POST). Additionally, the division is
home to the Department's press information officer who works with various media outlets on the release of relevant
information as well as the management of our social media accounts. The Professional Standards Division is also responsible
for conducting investigations into policy violations and tracking complaints of employee misconduct.
TASKS:
➢ Recruit and hire all departmental employees
➢ Manage internal affairs files, background files, and training files
➢ Represent the agency as custodian of records for all Pitchess Motion court appearances
➢ Manage the Department's issuance of equipment as well as collection of equipment at the end of employment
➢ Manage the Cadet and Explorers Program
➢ Investigate all complaints of misconduct or uses of force as determined by the Command Staff
➢ Manage and coordinate the investigation of all administrative investigations, standard reviews, uses of force, vehicle
pursuits, early intervention alerts and employee traffic collisions
➢ Prepare yearly administrative statistical reports and state cost recovery reports
➢ Coordinate, schedule, and track all formal training
➢ Author and track all internally generated training documents
➢ Ensure P.O.S.T. compliance with mandated training requirements and background requirements
➢ Manage the Power DMS computer data system
1181Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Coordinate new employee departmental orientations
➢ Serve as liaison with P.O.S.T. police training academies
➢ Serve as the department's Press Information Officer
➢ Manage the CAD/RMS program
2024-2025 ACCOMPLISHMENTS:
➢ Successful completion of P.O.S.T. audit of backgrounds and officer training
➢ Added four Police Officer positions
➢ Added Administrative Assistant position
➢ Added additional Detention Officer Supervisor position
➢ Implemented Yubico key to give field employees faster access to their MDCs
➢ Conducted over 37 background investigations on new employees
➢ Internally promoted 11 employees
➢ Hired 19 employees
2025-2026 GOALS:
➢ Increase recruitment and advertising for recruitment
➢ Implement the recruitment website
➢ Recruit more lateral police officers
➢ Increase the department's social media footprint
➢ Streamline and improve the employment hiring and background investigation process
➢ Hire an outside background investigation company for part-time positions
➢ Update department POST approved training classes and insure instructors have up to date training
➢ Streamline the department's training to open up more time for hands on training
The Communications Division is comprised of two units: Communications and Police Service Officers/Crime Scene
Investigations. These units provide support services necessary to the daily Police Department operations.
Often the first interaction the public has with the Tustin Police Department is the experience with the Communication Unit.
The Communications Unit maintains a "how can we help" mentality and takes pride in providing a professional and positive
experience, in what may be the worst day the person has ever experienced. The Unit's primary goal is to keep the public and
members of the department safe. This is accomplished by properly questioning callers and providing resources, striving for
perfection in radio traffic, telecommunications work, and commitment to continued training and improvement of job skills.
Police Services Officers perform a wide variety of duties that play an important role in the day-to-day operations of the Police
Department. Police Services Officers assigned to Field Operations take police reports in the field and at the front counter of
the Police Department. The efforts of the Police Services Officers enable patrol officers to remain available for emergencies
and implementation of crime suppression strategies in the field. Field Operations personnel also staff the Crime Scene
Investigations Unit where they specialize in crime scene mapping and photography, forensic evidence collection, and
preservation of evidence for laboratory analysis.
The Detention Officers Unit plays a crucial role in Patrol Operations. When an officer makes an arrest, Detention Officers often
respond to their location to pick up the arrestee. Detention Officers process the arrestees at the Tustin Police Department's
Temporary Holding Facility and subsequently complete the processing and booking of an arrestee to the Orange County Jail.
Detention Officers also conduct fingerprinting and complete Cite and Releases of qualifying arrestees. The time investment of
Detention Officers makes it possible for Officers to remain in the field, responding to emergent calls for service and engaging
in other critical duties.
1191Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
TASKS:
➢ Communications Unit
➢ Responsible for receiving and relaying all calls for service to field personnel
➢ Monitor the location and activity of all field personnel
➢ Provide California Law Enforcement Telecommunications System (CLETS) and National Law Enforcement
Telecommunications System (NLETS) information to field personnel as it pertains to calls for service or
officer -initiated activities
➢ Provide tactical support to field personnel during critical in -progress calls for service
➢ Monitor multiple radio channels 24/7 in support of patrol operations
➢ Answer all in -coming non -emergency and 911 phone calls
➢ PSO/CSI Unit
➢ Responsible for writing non -arrest reports taken by Police Department personnel
➢ Conducts all mid -level Crime Scene Investigation functions
➢ Assists field patrol units with a variety of functions including traffic control and parking violations
2024-2025 ACCOMPLISHMENTS:
➢ Communications Unit
➢ In 2024 the Communications Unit received 96,328 calls, 23,102 of those calls were 911 calls. The
Communications Unit answered 99.84% of those calls within 15 seconds, well above the standard set by
the National Number Association (NENA) of answering 90% of all 911 calls within 15 seconds.
➢ Two Communications Leads served as Acting Communications Supervisor in 2024
➢ One Communications Officer served as Acting Communications Lead in 2024
➢ One internal candidate from the Unit was promoted to Communications Supervisor
➢ The Communications Unit was recognized as the Civilian Unit of the Year for two consecutive years
➢ PSO/CSI Unit
➢ Re-evaluated the TAGRS program at Tustin PD, and reworked our methods of documenting graffiti in the
field due to changes in the way the Orange County Sheriff's Department is now tracking graffiti and filing
their criminal cases. We are no longer using TAGRS equipment in the field and have begun reporting directly
through Tustin Code Enforcement
➢ Reimagined and improved our evidence processing spaces in the CSI office to include creating more space
for evidence photography, installing better lighting and equipment charging stations, and replacing old
tables with steel tables that can be sterilized after each use. We acquired office space for report writing
stations and equipment storage, and we are in the process of developing a lab and evidence booking room
in the old CSI office
➢ Transferred the responsibilities of general facilities maintenance, and improvement projects to a dedicated
Field Services employee who has more related training and experience. This move will free up the PSOs
and their supervisor to focus on their primary job assignments in the field
➢ Brought PSOs into alignment with our established training matrix by sending them to POST courses in crime
scene investigation, traffic collision investigation and courtroom testimony. PSOs attended the first POST
certified Training Officer Course in February 2025
➢ Detention Officer Unit
➢ Tustin Police Department welcomed a Detention Officer Supervisor to oversee the daily operations of the
Detention Officer Unit
➢ A major organization, declutter, and deep cleaning of the temporary holding facility was completed by the
Detention Officer Unit
➢ The Detention Officer Unit assisted in a multi -agency operation that resulted in one high notoriety arrest
One Detention Officer and Supervisor successfully completed the Detention Officer training program
1201Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2025-2026 GOALS:
➢ Communications Unit
➢ Increase the number of Communication Training Officers. Work towards three dispatchers on each shift
➢ Further the cross -training program for Police Officers to work in the Communications Unit
➢ Train all dispatchers as Tactical Dispatchers to expand their knowledge and skills
➢ Continue to update and expand our training program and training manual
➢ Develop and expand the responsibility of our Communication Leads
➢ Continue building an inclusive and supportive working environment for all Communications personnel with
an emphasis on mental health and work -life balance
➢ PSO/CSI Unit
➢ Reinstate annual team building and training days for PSO/CSI Unit personnel so they can practice critical
forensic skills and improve communication within the group
➢ Research and purchase new laser measuring devices for the Police Services Officers to use while collecting
data at crime scenes and traffic collision scenes. These devices would be safer to use in roadways and more
accurate at measuring Longer distances
➢ Streamline our practices for documenting graffiti to ensure there is consistency with regards to the way these
incidents are being reported, and to ensure expectations are clear for all personnel
➢ Bring Police Services Officers into alignment with the current training matrix for PSO/CSI Unit personnel
which includes POST courses in basic crime scene investigation, Field Training Officer certifications, traffic
collision investigations, and Department of Justice sex offender registration practices
➢ Develop better systems for tracking ancillary duties at the front desk so we have a reliable record of the
work Police Services Officers are doing in that position
➢ Continue working on improvements and proposals for a proper Evidence Processing/Booking room and
PSO/CSI workstations
➢ Detention Officer Unit
➢ Increase the staffing of the Detention Officer Unit to allow for more comprehensive coverage for each patrol
team. This includes filling all four part-time positions and adding full-time positions to the unit
➢ Improve the safety and security of the temporary holding facility and focus on improvements for the
Detention Officer program
➢ Update the training manual for Detention Officers
➢ Create a training matrix for Detention Officers and the Detention Officer Supervisor
➢ Send a Detention Officer to a Title 15 CORE Course, totaling 200 hours
➢ Increase fleet for Detention Officer transport to ensure safety and operational efficiency
The Property & Records Division is comprised of two units: Records and Property and Evidence. Each of these units function
independently, providing functional services necessary to daily operations of the Tustin Police Department.
The Property and Evidence Unit is a vital part of the police department, and an essential piece of the criminal justice system.
The staff is responsible for adhering to applicable laws, policies and procedures to ensure the proper control and chain of
custody of all items booked by department personnel.
The Records Unit consists of personnel responsible for performing police -related records management duties. The staff is
responsible for the processing and maintenance of records, and the dissemination of records as governed by applicable laws
and the criminaljustice system.
TASKS:
➢ Property & Evidence Unit
1211Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Maintain control and keep the chain of custody for all evidence items which are booked into the department
➢ Currently maintains and controls approximately 76,959 items of property and evidence
➢ Records Unit
➢ Process and maintain Police Department files
➢ Process reports and citations to be forwarded to the District Attorney's Office for prosecution
➢ Respond to requests for police reports and discovery for court proceedings
2024-2025 ACCOMPLISHMENTS:
➢ Property & Evidence Unit
➢ Successfully completed phase one of repairs and replacement of freezer units
➢ Destroyed 170 firearms/metal recyclable items, and 111 items of ammunition
➢ Booked a total of 9,330 items of property
➢ Records Unit
➢ Processed (January 2024-December 2024)
➢ 7,548 police reports
➢ 2,540 court packages
➢ 1,483 citations
➢ 3,924 records requests
➢ 508 discovery requests
➢ 491 LiveScans
➢ 820 field interview cards
➢ 2,833 private party impounds and repossessions
2025-2026 GOALS:
➢ Property & Evidence Unit
➢ Continue barcoding items currently booked in Property & Evidence Unit
➢ Complete the remaining repairs and replacement of freezer units
➢ Records Unit
➢ Implement the unit training manual within the department used platform
➢ Re-evaluate the records request system and look into an automated request system
➢ Create a department master List of permanent files and purge electronic files in accordance with the
department's retention schedule
The Behavioral Health Response Unit (BHRU) was established in November of 2021 to address the increased calls for service
related to the issues of mental health, substance use and abuse, homelessness, and ongoing family/domestic issues. The BHRU
strives to work towards reducing the need for Tustin PD patrol officers to respond to non-violent and/or non -criminal calls for
service, as well as work towards reducing the amount of time that patrol officers are required to spend at an incident prior to
transferring management of an incident over to a member of BHRU. BHRU personnel work collaboratively with the police
department, the Orange County Health Care Agency, community providers, private providers, City of Tustin personnel, and
other community stakeholders. Examples of departments/agencies that BHRU staff may collaborate with include: the
Homeless Liaison Officer (HLO), the Community Impact Officer (CIO), the Psychiatric Emergency Response Team (PERT), City
Net, Tustin Temporary Emergency Shelter (TIES) personnel, and Be Well Orange County. One of the BHRU's main goals is to
develop and utilize innovative strategies to reduce recidivism of mental health related calls for service, and to increase the
response in addressing the behavioral health needs for individuals in the City of Tustin.
1221Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
TASKS:
➢ Respond to calls for service in the field when there may be a mental health component and provide prompt support
to patrol and/or individuals experiencing a behavioral health issue
➢ Relieve patrol officers on calls for service, depending on the circumstances
➢ Provide follow-up for individuals that have been identified by Police Department personnel as causing frequent calls
for service, as to address their needs and minimize repeat calls for service
➢ Link individuals to appropriate resources; including, but not limited to, County clinics, community clinics, private
providers, substance abuse services, detox, grief support, homeless resources, etc.
➢ Collaborate with other agencies in order to provide prompt and appropriate care for individuals
2024-2025 ACCOMPLISHMENTS:
➢ Established a consistent method of monthly reporting that includes the following data:
➢ The number of individuals contacted.
➢ The number of follow ups conducted (including phone follow ups and face to face visits).
➢ The number of referrals provided.
➢ The number of individuals who were successfully linked to services
➢ The BHRU worked collaboratively with the HLO and CIO to develop and present a PowerPoint presentation to the
City Manager and members of City Council, providing them with information about services provided
➢ BHRU established a mutually beneficial working relationship with the Police Department's Adult Protective Services
Liaison
➢ The BHRU Manager completed continuing education units in order to upkeep her clinical License, which included
California Law & Professional Ethics, Motivational Interviewing, Medications for Opioid Use Disorder, and Substance
Use and Addiction During Pregnancy
➢ The Behavioral Health Manager attended NITF meetings, quarterly County -wide Homeless Liaison Officer (HLO)
meetings, monthly meetings with TTES shelter staff, and participated in the monthly homeless outreach, alongside
City Net, to assist with any mental health related contacts during outreach
2025-2026 GOALS:
➢ Establish a method of reviewing data quarterly to determine recidivism
➢ Create a streamlined system for department personnel to make mental health referrals to BHRU
➢ Establish positive working partnerships with nearby receiving hospitals; and serving as a liaison between the Police
Department and hospitals that have been designated to accept behavioral health patients
➢ Keep up to date on new mental health programs available to the community and familiarizing with the referral
processes to different program
PERFORMANCE MEASURES: (BHRU performances measures introduced in April 2023)
%-dlls tOr DervlCe
Arrests
Parking Citations
IV/Fi
IV/Fi
s/,bib ' 59.1b8
2,774 2,810
DU,.L4u
48,isa 4u,3t5D
2,159 1 1,830
N/A
N/A
2,384
N/A
N/A
16,256
17,898
16,970
13,797
10,172
Moving Citations
N/A
N/A
2,811
3,079
3,612
3,168
3,683
BHRU — Individuals Contacted
N/A
N/A
N/A
N/A
62
313
293
BHRU — Calls for Service
N/A
N/A
N/A
N/A
25
138
149
BHRU — Successful Follow-up (Phone & In -person)
N/A
N/A
N/A
N/A
113
525
526
1231Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
Performance Measi
BHRU — Referrals from PD Personnel
020
Goat Target Actual Actual Actual Actual Projected
N/A N/A N/A N/A 20 68 52
BHRU — Linkage to Resources
N/A N/A N/A N/A 15 97 98
BHRU — Collaborative Responses with Outside Agencies
N/A N/A N/A N/A 20 97 111
Crime Statistics (Current Year):
Group A Offenses
HOMICIDE
July 2022 — February 2023 July 2023 — February 2024 July 2023 — February 2024
0 0
0 0 1
0 0 1
33 20 19
HOMICIDE
MANSLAUGHTER/NEGLIGENCE
SEX OFFENSES
AGGRAVATED ASSAULTS
92
86
72
SIMPLE ASSAULTS
302
272
330
ROBBERY
51
52
55
BURGLARY
134
156
81
LARCENY
946
1,074
1,178
STOLEN PROPERTY
163
83
95
AUTO THEFT
172
156
100
VANDALISM
266
233
317
ARSON
2
1
20
FRAUD
182
172
149
FORGERY/COUNTERFEIT
40
38
27
EMBEZZLEMENT
3
5
8
PROSTITUTION/GAMBLINGNICE
4
0
1
NARCOTICS
1,189
811
955
WEAPONS 144 127
TOTAL GROUP A OFFENSES 3,723 3,286
OffensesGroup B
DISORDERLY CONDUCT 111 52
DUI 214 82
FAMILY OFFENSES 13 15
LIQUOR LAWS 4 1
101
3,510
76
77
10
8
RUNAWAYS (JUV)
563
203
209
TRESPASSING / LOITERING
280
110
113
ALL OTHER OFFENSES
713 392
1,898 855
432
TOTAL GROUP B OFFENSES
925
POLICE
2022-23
2023-24
2024-25
2024-25
2025-26
2026-27
Actual
Actual
Budget
Estimated
Budget
Budget
EXPENSES POLICE DEPARTMENT
ALL Funds
Salaries & Benefits
27,222,298
29,549,709
31,900,740
32,245,377
35,632,567
38,041,005
Internal Service Charges
1,761,700
2,288,500
2,825,100
2,825,100
2,011,061
2,158,405
Operating Expense
2,839,758
2,929,893
3,576,008
3,841,938
4,040,155
4,010,107
Transfer Out
46,893
175,173
-
115,000
300,000
-
P&I Payments/Computer Hardware
26,684
125,899
95,000
95,000
-
1241Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
Total Police Expenditures
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
31,897,333 35,069,175 38,396,848 39,122,415 41,983,783 44,209,517
EXPENSES BY DIVISION
General Fund
Administration
Salaries & Benefits
1,535,327
1,751,538
1,808,618
2,070,261
1,949,414
2,045,047
Internal Service Charges
1,761,700
2,288,500
2,825,100
2,825,100
2,011,061
2,158,405
Operating Expense
374,519
437,226
448,360
549,800
940,225
973,225
Total
3,671,546
4,477,264
5,082,078
5,445,161
4,900,700
5,176,677
City Operations
Salaries & Benefits
3,226,079
3,397,455
4,033,932
3,761,276 2,895,344 3,122,015
Internal Service Charges
-
-
-
- - -
Operating Expense
953,305
1,006,106
1,210,958
1,187,958 530,250 530,250
P&I Payments/Computer Hardware
26,684
125,899
95,000
95,000 - -
Total
4,206,068
4,529,460
5,339,890
5,044,234 3,425,594 3,652,265
North Area Patrol
Salaries & Benefits 5,160,225 5,762,181 5,676,471 5,962,857 6,774,871 7,195,844
Internal Service Charges - - - - - -
Operating Expense 66,770 51,356 59,259 60,342 54,900 54,900
Total 5,226,994 5,813,537 5,735,730 6,023,199 6,829,771 7,250,744
South Area Patrol
Salaries & Benefits 5,102,592 5,743,462 6,307,232 6,248,510 7,560,327 8,078,665
Internal Service Charges - - - - - -
Operating Expense 57,882 102,089 77,159 62,250 94,800 94,800
Total 5,160,474 5,845,550 6,384,391 6,310,760 7,655,127 8,173,465
Special Operations
Salaries & Benefits 5,185,609 4,589,046 5,476,202 4,718,213 5,270,716 5,518,563
Internal Service Charges - - - - - -
Operating Expense 145,741 184,459 242,825 261,615 316,785 316,785
Total 5,331,349 4,773,505 5,719,027 4,979,828 5,587,501 5,835,348
Professional Standards
Salaries & Benefits 2,305,989 3,147,881 2,389,353 3,236,254 2,667,058 3,163,436
Internal Service Charges - - - - - -
Operating Expense 632,423 553,916 838,068 941,518 619,145 585,145
Total 2,938,412 3,701,797 3,227,421 4,177,772 3,286,203 3,748,581
Communications
Salaries & Benefits 2,775,942 3,057,151 3,734,069 3,566,742 3,003,710 3,114,117
Internal Service Charges - - - - - -
Operating Expense 285,524 283,107 368,758 440,555 450,628 387,580
Total 3,061,466 3,340,258 4,102,827 4,007,297 3,454,338 3,501,697
1251Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
Property & Records
Salaries & Benefits 1,719,025 1,774,743 2,049,716 1,963,780 2,443,817 2,557,199
Internal Service Charges - - - - - -
Operating Expense 323,595 311,635 330,622 337,900 326,822 326,822
Total 2,042,620 2,086,378 2,380,338 2,301,680 2,770,639 2,884,021
Behavioral Response
Salaries & Benefits 158,153 157,198 188,045 176,507 183,188 196,764
Internal Service Charges - - - - - -
Operating Expense - - - - - -
Total 158,153 157,198 188,045 176,507 183,188 196,764
Community Oriented Policing & Problem Solving (COPPS)
Salaries & Benefits 303,875 2,579,573 2,735,721
Internal Service Charges - - -
Operating Expense - 706,600 740,600
Total 303,875 3,286,173 3,476,321
Total General Fund Expenditures 31,797,083 34,724,946 38,159,746 38,770,314 41,379,233 43,895,883
EXPENSES BY DIVISION
All Other Funds
Asset Forfeiture
Salaries & Benefits
Internal Service Charges
Operating Expense -
Transfer Out 100,000
Total - 100,000
RNSP Asset Forfeiture
Salaries & Benefits
Internal Service Charges
Operating Expense - - -
Transfer Out 46,893 175,173 216,000
46,893 175,173 216,000
Treasury Asset Forfeiture
Salaries & Benefits
Internal Service Charges
Operating Expense -
Transfer out 15,000
Total - - 15,000
Supplemental Law Enforcement
Salaries & Benefits 53,357 169,056 237,101 237,101 304,551 313,634
Internal Service Charges - - - - - -
Operating Expense
1261Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
POLICE
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
Transfer Out 84,000
Special Equipment
Total 53,357 169,056 237,101 237,101 388,551 313,634
Total Other Funds 100,250 344,229 237,101 352,101 604,551 313,634
1271Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Police Department - Budget Breakdown byYear (AII Funds)
45,000,00C
40,000,00C
35,000,000
30,000 000
25,000,000
20,000,00C
15,000,c0c
10,000,000
5,000,000
2022-23 Actual 2023-24 Actual 2024-25 Budget 2024-25 2025-26 Budget 2026-27 Budget
Estimated
■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ P&I Payments/Computer Hardware
1281Page
PARKS & RECREATION SERVICES TO THE COMMUNITY & POSITION CONTROL HISTORY
Parks & Recreation
Administration Human Services
Admin &
Personnel Support
Budget& Finance
Public Information
Sponsorships &
G ra nts
Capital
Improvement &
Special Projects
PublPu i^
Community
Services
Commissions
Public Art Projects
Social Media
Legacy Park
Developments
Tustin Area Senior
Center
Tustin Family &
Youth Center
F aci I ity Su ppo rt
Transportation
Program
00-11111114
Food Programs
0111-4
Senior Center
Fund Non -Profit
Senior Advisory
Board
Street Fair & Chili
Cook -Off
Park Services
Annex&Veterans
Sports Park
Tustin Sports Park
Sports Field
Allocations
Bark Barracks
Dog Park
AduRSports
Leagues
Tennis Programs
Park Special Event
Permits
Skate Park
Tustin Tiller Days
Recreation
Services
Cc lu mb us Tu sti n
Recreation Center
City Hall Front
Counter
Park & Facility
Reservations
Tustin Today
Brochure
Community Center
at
The Market Place
Class/Camp
Registration
Contract Classes
Sunset Market
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Parks & Recreation
Administrative Assistant
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Deputy Director of Parks & Recreation
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Director of Parks & Recreation
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Recreation Coordinator
6.00
6.00
6.00
6.00
0.00
6.00
0.00
Recreation Facilities Lead
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Recreation Program Specialist
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Recreation Superintendent
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Recreation Supervisor
2.00
2.00
3.00
3.00
0.00
3.00
0.00
Sr. Management Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Transportation Coordinator
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Total Parks & Recreation (Benefited)
17.00
17.00
18.00
18.00
0.00
18.00
0.00
Department Position / Non -Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Parks & Recreation
Office Assistant
N/A
N/A
1.43
1.43
0.00
1.43
0.00
Recreation Program Assistant
N/A
N/A
7.06
8.24
1.18
8.44
0.20
Recreation Facilities Assistant
N/A
N/A
5.34
5.34
0.00
5.34
0.00
Recreation Leader
N/A
N/A
14.41
14.78
0.37
15.98
1.20
Recreation Leader II
N/A
N/A
4.51
5.34
0.83
5.50
0.15
Total Parks & Recreation (Non -Benefited)
N/A
N/A
32.75
35.13
2.38
36.68
1.55
1301Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
TUS •
PARKS & RECREATION
Creating Community
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
The Parks & Recreation Department is responsible for enhancing the quality of life in Tustin through
collaboration, compassion, and connection in the form of recreation programs and human services
that inspire a stronger, healthier, and happier community. Operations of the department include
the provision of events, classes, camps, sports, reservations, and resources, as well as the
management of parks and recreation facilities, public art, and capital projects.
The Administrative Services Division provides administration services and leadership to department operations as well as
coordination to manage the planning, acquisition, and rehabilitation of park and recreation facilities.
TASKS:
➢ Ensure consistency with Department Vision, Mission Statement, and Values
➢ Oversee annual department goals and objectives
➢ Provide budgetary control and fiscal responsibility
➢ Maintain accurate position control document
➢ Provide staff support to City Council, Community Services Commission, Public Art Commission, and related
committees
➢ Coordinate annual strategic plans for the Community Services Commission and Public Art Commission
➢ Manage special projects (e.g. grant funding, Veterans Memorial kiosk and pavers)
➢ Facilitate communication and collaboration with community organizations and resident groups through multiple
avenues, including social media
➢ Provide management and oversight of Capital Improvement Program projects
➢ Ensure departmental compliance with CPR certification requirements and oversee any departmental emergency
management operations
2024-2025 ACCOMPLISHMENTS:
➢ Updated Community Services Commission strategic plan and Seven -Year Capital Improvement Priority List
➢ Updated Public Art Commission strategic plan and created a Public Art Priority List
➢ Expanded and reorganized the Department to incorporate a new Park Services Division
➢ Collaborated with Public Works to renovate Pine Tree and Centennial Parks and complete facility improvements for
the Annex at Tustin Legacy
➢ Completed public art mural projects at Pine Tree Park, Columbus Tustin Park, and Veterans Sports Park
➢ Installed gifted public art piece, "Make a House a Home," in Old Town Tustin
➢ Partnered with the Tustin Unified School District to design and install a mural at the Emergency Homeless Shelter
➢ Completed a public art mural via a community engagement process at Centennial Park
➢ Completed two `Creative Signals' traffic signal cabinet wraps
➢ Completed design for turf improvements for three ballfields at Tustin Sports Park
➢ Opened Tustin's first dog park, the Bark Barracks at Tustin Legacy Park
➢ Began design the on Heideman School Park project
➢ Completed a new 2024 Needs Assessment Survey for Tustin Area Senior Center participants to confirm findings from
2017 Needs Assessment for Senior Center Design Ideas
➢ Established themed branding for all Department programming in 2024 (Creating Community Tour) and 2025 (Full of
Awesome)
1311Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2025-2026 GOALS:
➢ Complete turf improvements on Field #3 and Field #1 at Tustin Sports Park
➢ Complete renovations for Camino Real Playground and Picnic Shelter
➢ Complete renovations for Tustin Family and Youth Center Playground Area
➢ Complete design and begin construction on Heideman School Park
➢ Complete Citrus Ranch Park Playground Renovation
➢ Ensure successful transition of new Commission Members for the Community Services Commission and Public Art
Commission
➢ Support the Public Art Commission in the completion of projects identified in their Public Art Priority List (i.e. TFYC
Community Engagement Mural, Caltrans Art, Sculpture Walk)
The Recreation Section provides active recreation programs through fitness and instructional classes, offering opportunities
for individuals of all ages to participate in engaging activities atthe Columbus Tustin Recreation Center. In addition, this section
coordinates a free after -school program, the Little Folks pre-school, summer camps and a teen volunteer Leadership program
at the Columbus Tustin Recreation Center.
TASKS:
➢ Coordinate and implement special events, including the Easter Celebration and Egg Hunt, and Halloween Howl
➢ Coordinate Thanksgiving, Spring, and Summer Camps to provide safe, fun and wholesome experiences for ages 6-
14
➢ Implement a safe and enriching after -school program for local area youth
➢ Provide high school teenagers with community service and Leadership opportunities through Tustin Teens in Action
and Counselors in Training programs
➢ Allocate access to the Columbus Tustin Recreation Center gymnasium by non-profit youth sports organizations
➢ Provide drop -in volleyball and basketball nights for individuals ages 15 and older
2024-2025 ACCOMPLISHMENTS:
➢ Offered safe and accessible special events to the community
➢ Successfully transitioned the 2024 Egg Hunt event indoors due to rain
➢ Sold out all three Summer Day Camp programs (Little Folks, Day, and Teen Camps) in 2024 and 2025, inclusive of a
13% fee increase
➢ Hosted community events such as the College Fair, Career Fair, and Paper Football
➢ Secured over $38,000 in sponsorship support (both monetary and in -kind)
➢ Resumed the Tustin Teens in Action program in collaboration with Tustin Family and Youth Center
2025-2026 GOALS:
➢ Keep annual special events viable by adapting, changing, and adding elements each year and partnering with local
organizations
➢ Offer non-traditional camps throughout the year, including on holidays and Tustin Unified School District non -student
days
➢ Generate $45,000 in sponsorship support for events from Local businesses and community organizations
➢ Expand the Tustin Teens in Action program to incorporate seminars on teen subjects and increase presence at City
events
➢ Create programming on weekday mornings inside the Columbus Tustin Recreation Center gymnasium (i.e. picklebaLL,
badminton, senior sports Leagues)
➢ Increase Columbus Tustin Recreation Center rental revenue by 10%
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Expand the Tustin Teens in Action program to incorporate seminars on teen subjects (e.g. how to apply for a job, how
to apply for college, finances, and how to prepare for interviews)
➢ Increase the Columbus Tustin Recreation Center rental revenue by 10%
➢ Add programming on weekday mornings inside the Columbus Tustin Recreation Center, i.e., indoor pickleball, indoor
badminton, or senior sports leagues
The Contract Class Section promotes and coordinates recreational classes for community adults and youth. The section is
responsible for program publicity, including the production of the Tustin Today quarterly brochure, procurement of instructors
and classroom space, and implementation of class registration procedures. This section also processes park and facility
reservations.
TASKS:
➢ Provide a diverse selection of valuable contract classes for children, adults, and seniors
➢ Produce and publish the quarterly Tustin Today activity guide
➢ Maintain an accessible and customer -friendly registration and facility reservation system to include online, phone-in,
and walk-in options
➢ Manage and evaluate contract class instructors to ensure quality programs
➢ Ensure community awareness of department classes, programs, and special events throughout the year with new
and innovative marketing techniques
➢ Coordinate and implement the annual Concerts in the Park series, and Youth Talent Show, Sunset Market, and
Breakfast with Santa
➢ Manage the Tustin Community Center at The Market Place events and facility reservations
2024-2025 ACCOMPLISHMENTS:
➢ Offered approximately 2,656 (1,202 in 2023 and 1,454 in 2024) contract classes, including tennis classes and clinics
for kids with special needs
➢ Offered multiple sports camps, including flag football, soccer, basketball, and skateboarding
➢ Reformatted the Tustin Today to include a streamline look and easier read, as well as to incorporate the annual
Department theme (i.e. Creating Community Tour)
➢ Completed a Request for Proposal (RFP) and secured a new printer for the Tustin Today
➢ Processed over 3,000 (1,256 in 2023 and 1,784 in 2024) facility and picnic shelter reservations
➢ Created the Sunset Market event series, a new event located in Old Town Tustin to promote economic development,
multi -agency collaboration, and community engagement
➢ Created a Sunset Market Instagram account to increase promotion and engagement. The new profile gained over 750
followers and featured a variety of social media campaigns from being eco-friendly, popular social media trends, and
unique promotion of involved partners
➢ Increased number of reservations and revenues for the Tustin Community Center at the Market Place
➢ Secured over $30,000 in sponsorship support (both monetary and in -kind)
2025-2026 GOALS:
➢ Consistently explore and provide a variety of new and diverse special interest and enrichment classes for both youth
and adults, including inclusive programs and offerings for individuals with special needs
➢ Increase sponsorship opportunities for special events by leveraging social media and Placer Al analytics to engage
more local businesses and non-profit organizations
➢ Increase Parks and Recreation website and social media engagement with new and relevant digital marketing utilizing
Canva and Placer Al
1331Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Expand Pickleball class offerings by optimizing contract instructor availability and incorporating new class and camp
ideas
➢ Increase overall contract class enrollment through targeted marketing and offering flexible class schedules with
prorated rates
➢ Increase bookings at the Tustin Community Center at the Market Place by revitalizing branding and fostering repeat
clientele
➢ Increase social media engagement (Likes, shares, comments) and follows through consistent posting and interactive
content to increase special event attendance and contract class enrollment
➢ Drive the ongoing growth and expansion of Sunset Market by boosting attendance, enhancing community
engagement, and utilizing Placer Al data to inform strategies
➢ Generate $32,000 in sponsorship support for events from Local businesses and community organizations
The Veterans Sports Park / Annex Section provides active recreation programs through the utilization of sports, fitness, and
instructional activities that offer all ages the opportunity for supervised, active recreation programs. Additionally, this section
is responsible for coordinating classes, camps, and programs at The Annex, as well as ensuring a safe and engaging
environment for pets and their owners at Bark Barracks at Tustin Legacy Park.
TASKS:
➢ Develop programs and policies to ensure the safe use
of Veterans Sports Park, The Annex at Tustin Legacy,
and Bark Barracks at Tustin Legacy Park
➢ Coordinate and implement special events, including
the Memorial Day Remembrance Event, Veterans Day
Celebration, Community Yard Sale and Tustin Tiller
Days
➢ Provide organized and value -based pickleball
programming
➢ Oversee operation and maintenance of the Bark
Barracks at Tustin Legacy Park
➢ Manage facility reservations, youth programming,
and community events at The Annex
➢ Provide non-profit youth sports organizations with
access to City facilities and fields
➢ Monitor the condition and proper use of the Veterans
Memorial and Bark Barracks at Tustin Legacy Park
2024-2025 ACCOMPLISHMENTS:
➢ Successfully opened and managed Bark Barracks at Tustin Legacy Park, providing a safe and inclusive space for pets
and their owners
➢ Implemented the Bark Barracks Memorial Tag Program to commemorate pets in the community
➢ Processed 22,865 (8,278 in 2023 and 13,587 in 2024) pickleball reservations for Veterans Sports Park
➢ Hosted a successful Pickleball Tournament, increasing community engagement and city revenue
➢ Developed a Pickleball Tournament Policy allowing outside entities to host tournaments at city facilities
➢ Secured $5,000 in sponsorship support (both monetary and in -kind)
➢ Organized multiple community skate competitions at Veterans Sports Park
➢ Managed and executed a well -attended Memorial Day Remembrance event and Veterans Day Celebration and Car
Show
➢ Hosted multiple soccer and softball tournaments, increasing visitors and economic impact on the local area
1341Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2025-2026 GOALS:
➢ Develop and host two community events at the Bark Barracks dog park
➢ Implement additional community -driven programming at Veterans Sports Park and The Annex
➢ Continue to grow adult picklebaLL leagues and tournaments to generate city revenue
➢ Increase the number of rentals at The Annex through enhanced marketing and targeted outreach efforts
➢ Generate $10,000 in sponsorship support for events from Local businesses and community organizations
➢ Develop a social media presence highlighting activities at Bark Barracks, Veterans Sports Park, and The Annex
➢ Enhance the visitor experience at the Annex through upgraded amenities and expanded event offerings
➢ Increase participation and vendor engagement in events such as Tustin Tiller Days and Veterans Day Celebration
The Senior Services section oversees the vibrant operation and programming of the Tustin Area Senior Center. The core
mission is to offer a diverse range of recreational, educational, social, and support services designed specifically for seniors in
the Tustin community and surrounding areas. These enriching activities are made possible through partnerships with a variety
of regional and local service organizations.
TASKS:
➢ Offer a range of recreational, educational, social, and support services to help senior participants with daily living
activities, including transportation, nutrition, physical and mental well-being, and pursuing life -enriching hobbies
➢ Provide leadership and guidance to the Senior Advisory Board, including overseeing the Ways and Means Committee,
through fundraising initiatives and strategic planning
➢ Manage all financial records and provide staff support for the non-profit Tustin Area Senior Center Fund, Inc
➢ Oversee the operations and management of the Senior Center Gift Shop
➢ Lead and coordinate a dedicated team of over 120 volunteers across various roles, including the Front Desk, Bingo
Committee, Food Distribution, Congregate Meal Program, special events, Senior Advisory Board, Instructors, Art
Gallery, Gift Shop, Quilting, and Tax Aid
➢ Organize and coordinate City-wide Parks and Recreation events, such as the Street Fair and Chili Cook -Off, Bingo
Nights and the Old Town Art Walk
➢ Partner with Tustin Area Council for Fine Arts to ensure a successful Broadway in the Park program
➢ Organize intergenerational activities that bring together seniors and younger generations for mutual Learning and
community building
➢ Coordinate regular health and wellness workshops, including fitness classes, mental health support groups, and
wellness check-ups
➢ Develop and implement innovative programs that promote social engagement, lifelong learning, and community
involvement for seniors
➢ Partner with Meals on Wheels in the coordination of the Congregate Meal program to include holiday special events
➢ Collaborate with Second Harvest Food Bank to distribute free food to area seniors
2024-2025 ACCOMPLISHMENTS:
➢ Enhanced safety training with the assistance of the Tustin Police Department for the Bingo Committee to ensure
volunteers are fully equipped with knowledge of safety and emergency procedures
➢ Introduced innovative clubs and classes, including Sound Bath, Looming Club, and free Art Workshops, to offer
diverse and engaging activities
➢ Hosted a total of 24 health seminars in both English and Spanish in collaboration with ALzheimer's OC
➢ Boosted revenue through the growth of the travel club, which has seen an increase in attendance
➢ Expanded support services for seniors by launching Therapy Thursdays, featuring a therapy dog, to provide emotional
and therapeutic support
1351Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Revitalized the Tustin Area Senior Center Garden, with assistance from a local Eagle Scouttroop, enhancing the space
for the community
➢ Launched a new Parkinson's Support Group to broaden our reach and further support individuals living with
Parkinson's
➢ Started a new Senior Tech Time on the 3rd Thursday of every month to offer additional tech assistance and education
for seniors
➢ Achieved significant growth in the Meals on Wheels program, now serving an average of 70 participants daily and
120 on special holidays
➢ Partnered with Meals on Wheels and hosted quarterly intergenerationa4lunch events in 2024 that featured an array
of local groups that came to visit and interact with our seniors
➢ Introduced monthly "Talk with a Doc" info tables in collaboration with Optum and Boomers Insurance to provide
access to medical and healthcare advise to our seniors
➢ Introduced monthly birthday "themes" to our birthday celebrations to create a fun environment for the seniors and
encourage group engagement
➢ Coordinated the first Quarterly Bingo Night fundraiser for the Tustin Area Senior Center in collaboration with the
Senior Advisory Board and Bingo Committee
➢ Hosted both a Safety Training and Coffee with a Cop in partnership with Tustin PD, to provide safety resources to the
senior community
➢ Secured over $40,000 in sponsorship support (both monetary and in -kind)
2025-2026 GOALS:
➢ Explore opportunities to engage underserved minority groups and boost participation
➢ Develop new classes, activities and programs tailored to the interest and lifestyles of the more active senior
➢ Research and offer new monthly day trips/excursions to accommodate the growing demand
➢ Revise and update the Code of Conduct to ensure clarity and relevance
➢ Enhance the Saturday Program by adding a more diverse range of art classes
➢ Forge partnerships with local colleges to expand class options and provide a broader variety of courses
➢ Boost revenue through contract classes and excursions tailored to senior participants
➢ Offer computer classes for seniors, covering essentials like Word and Excel
➢ Increase attendance at the newly combined Resource Fair and Yard Sale to maximize community involvement
➢ Expand exercise -based classes to offer more movement opportunities for participants
➢ Celebrate and decorate for cultural holidays, enhancing the sense of community and inclusion
➢ Revamp the Senior Center webpage to better serve and appeal to younger, web -savvy seniors
➢ Generate $45,000 in sponsorship support for events from local businesses and community organizations
The Support Services Section oversees proper set up, access, and monitoring for various City programs, meetings, events and
facility reservations at City HaLUCivic Center, Columbus Tustin Recreation Center, Tustin Area Senior Center (TASC), Tustin
Family and Youth Center (TFYC), The Annex at Tustin Legacy, Tustin Library, and City parks. Additionally, this division ensures
a clean and safe environment for both city employees and the public through custodial services.
TASKS:
➢ Ensure the readiness of facilities for Parks and Recreation Department programs by overseeing the setup and
breakdown of various equipment
➢ Provide exemplary service to both internal and external clients during meetings and rentals, ensuring the provision
of necessary equipment and facility supervision
➢ Supportthe coordination and execution of over 25 Parks and Recreation city-wide special events, along with providing
support for interdepartmental special events
1361Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
➢ Offer continuous, daily operational support across all facilities, with a special focus on the Tustin Family and Youth
Center, Clifton C. Miller Community Center, The Annex at Tustin Legacy, and the Tustin Area Senior Center
➢ Oversee the care, upkeep, and routine maintenance of City facilities
2024-2025 ACCOMPLISHMENTS:
➢ Successfully completed the replacement and modernization of 60 tables and 300 chairs at the Clifton C. Miller
Community Center (CCMCC)
➢ Provided facility support during the 2023 Hangar Fire Incident, assisting the Incident Management Team at CCMCC
➢ Cultivated a strong partnership with the Tustin and Police Department support staff, effectively addressing their
special event and facility requirements for events such as the Tustin PD Open House, Santa Cop, and other high -
profile initiatives
➢ Developed and implemented protocols for regional special events to ensure 100% compliance with beer and wine
booth regulations, with adherence to OC Health Care Agency (OCHCA) and California Bureau of Alcohol Beverage
Control (ABC) Guidelines
➢ Collaborated at semi-annual meetings with Parks and Recreation Office Staff to ensure facility rental needs were
being met without conflicts with regional events
➢ Established a presence at all regional event committees: Street Fair/Chili Cook -Off, Sunset Market, and Tustin Tiller
Days, ensuring active involvement and strategic input
➢ Designated a Facilities Lead as the secondary point of contact for food bank programs at TASC, enhancing
communication and compliance with program guidelines
➢ Successfully relocated equipment from two storage units to a new off -site storage location, saving the city
approximately $8,000 annually, while increasing storage capacity
➢ Continued to provide cross -training opportunities for part-time staff across all facilities, ensuring staff versatility and
improved service delivery
➢ Streamlined staff scheduling utilizing modern software to align with department changes, ensuring greater efficiency
and resource allocation
2025-2026 GOALS:
Develop and implement a standardized recreation facility services request system to streamline operations, enhance
efficiency, and ensure accurate tracking and management of service and special event requests
Establish a quarterly maintenance program for facility cleaning and minor equipment repairs across all city facilities
to ensure consistent upkeep
Create a standardized training program for part-time staff, in conjunction with by the development of a comprehensive
facilities handbook to ensure consistent knowledge and adherence to operational procedures
Design and implement an organized system for offsite storage, including a detailed inventory of all department
equipment
Ensure all part-time staff maintain up-to-date CPR/First Aid certification, emergency protocol training, and other
relevant skills to promote safety and preparedness within the team
Maintain active representation on all three regional special event committees,
Sunset Market, Street Fair and Chili Cook -Off, and Tustin Tiller Days, to ensure
organizational involvement P-W
The Family and Youth section is responsible for the operation and programming of the
Tustin Family and Youth Center. The primary mission of this section is to provide a wide
array of recreational activities and human services for families and youth of the southwest
area of Tustin. These activities and services are presented in collaboration with a variety
of regional and local service organizations and agencies.
1371Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
TASKS:
➢ Provide educational, recreational, social, and human services programs and services for southwest Tustin area
children 4-17 years of age and their families
➢ Conduct free After -School Program/Homework Club during the school year
➢ Provide a drop -in Summer Day Camp program at two sites for area youth
➢ Coordinate the Kids Corner Recreation Preschool Program
➢ Collaborate with local non -profits to distribute free food to area residents
➢ Coordinate volunteer opportunities for seniors, adults, youth, and service club members
➢ Organize and present the annual Viva Tustin, Halloween Bash, and Christmas Tree Lighting events
➢ Organize and present the Holiday Basket Program to the community
2024-2025 ACCOMPLISHMENTS:
➢ Continued to engage young adults in the area through personal enrichment programs such as art workshops and
cooking classes
➢ Continued to maintain a top score on all Safe Food, Food Handling Guidelines from Second Harvest Food Bank
➢ Conducted quarterly staff meetings to ensure that the Tustin Family and Youth Center was providing a fun and safe
environment that included appropriate interactions and education assistance for families
➢ Offered walking and bus transportation excursions for preschool, youth, and teen participants
➢ Continued to expand the Extended Hours Program with activities including ESL, Tutoring, Zumba, and Phoenix House
programs
➢ Expanded the Tustin Teens in Action (TTA) program in collaboration with the Columbus Tustin Recreation Center.
Teen volunteers were at most of all City events assisting with event support and raising funds for the TTA program
➢ Hosted the third annual Trunk or Treat event featuring trunks, a live DJ, a local food vendor, crafts from the facility's
tutors, and free caricatures from the ESL instructor
➢ Created the Loteria Night event series featuring free Loteria, refreshments, and raffle prizes for winners
➢ Hosted the 2024 Christmas Tree Lighting and Holiday Stroll in Old Town Tustin for the second year with a revised
and expanded layout
➢ Re -branded the Cinco de Mayo event as "Viva Tustin" to celebrate the Hispanic culture in Tustin
➢ Secured approximately $15,000 in sponsorship support (both monetary and in -kind)
2025-2026 GOALS:
➢ Engage young adults in the area through Tustin Teens in Action and Keep Tustin Clean
➢ Expand intergenerational opportunities with the Tustin Area Senior Center Congregate Meal Program and
neighborhood senior apartments
➢ Coordinate summer camp and youth program policies with the Recreation Division to ensure both divisions are
following the same procedures
➢ Implement a Spring Break Camp that offers an array of activities for children and teens
➢ Research grants for youth programs and food assistance that will benefit the community.
➢ Provide social and/or educational programs for parents and/or senior participants
➢ Revamp the volunteer program by streamlining applications, hosting trainings, and recognition
➢ Enhance the summer day camp program with additional recreational activities and excursions for participants
➢ Increase attendance in the Kids Corner preschool program, After School Program, and Super Saturday Program
➢ Increase social media presence on the Tustin Family and Youth Center Instagram
➢ Generate $20,000 in sponsorship support for events from Local businesses and community organizations
The Sports Services Section provides active recreation programs through sports, fitness, and instructional classes that allow
all ages the opportunity for supervised, active recreation programs.
1381Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
TASKS:
➢ Provide organized and value -based adult sports leagues and tournaments, including softball, volleyball, kickball, and
basketball
➢ Schedule, direct, and supervise ballfield maintenance to ensure proper field maintenance for all sports fields
➢ Coordinate logistics for Tustin Tiller Days and Tustin Street Fair and Chili Cook Off
➢ Coordinate and implement special events, including the Tustin Youth Track Meet, Movies in the Park, and July 411
Celebration
➢ Ensure the equitable distribution of the City's sports fields to local youth sports organizations by the Department's
Field Allocation Policy
2024-2025 ACCOMPLISHMENTS:
➢ Provided successful volleyball and basketball adult recreation leagues at the Columbus Tustin Recreation Center
➢ Ensured the equitable distribution of the City's sports fields to local youth sports organizations per the Department's
Field Allocation Policy, which resulted in over 15,000 hours of field use being allocated to local youth sports
organizations
➢ Secured approximately $45,000 in sponsorship support (both monetary and in -kind)
➢ Created the women's only Monday softball league and started a 9 inning Sunday league for the Adult Softball
Program
➢ Created a new Monday night Composite softball league for Adult Softball program
➢ Increased Brewfest attendance at Tustin Tiller Days with increased marketing
2025-2026 GOALS:
➢ Ensure adult sports leagues are competitive and safe for various skill levels
➢ Keep annual special events viable by adapting, changing, and adding elements each year and partnering with local
organizations
➢ Administer and implement an Adult Sports Participant Survey to measure satisfaction and elicit suggestions for
improvement in leagues
➢ Host additional city-wide tournaments to include games at all three City sports parks
➢ Generate $55,000 in sponsorship support for events from Local businesses and community organizations
➢ Expand from three softball seasons to four softball seasons in a calendar year
➢ Increase followers of Tustin Adult Sports social media account
➢ Collaborate with the Orange County Public Library and the Public Works Department to install a book lending
machine at Tustin Sports Park
PERFORMANCE MEASURES:
Sponsorship Donations All
Senior Lunches Served Senior Center
Actual
$200,000 $120,000
18,000 32,205
Actual
$99,000
Actual Projected Estimated
$173,000 $180,000 $200,000
15,282
17,572
17,000
17,500
Hours of Sports Field Use by Youth Sports Organizations
Sports
16,000
19,558
10,841
15,176
15,000
15,500
Average Number of Adult Sports Teams Per Season
Sports
125
92
104
89
100
110
Contract Classes Offered
Classes
1,600
984
1,202
1,454
1,500
1,550
Facility Reservations
Sports/Classes
600
444
450
583
600
650
Picnic Shelter Reservations
Tennis/Picklebdll Reservations
Food Distribution
Social Media Followers
Classes
1,300
993
1,072
1,131
1,200
1,250
ClassesNSP
15,000
10,146
8,806
14,085
14,500
15,000
Sr./Youth Center
200
525
457
444
156
200
All
18,000
N/A
N/A
N/A
14,000
15,000
1391Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
PARKS & RECREATION
2022-23
2023-24
2024-25
2024-25
2025-26
2026-27
Actual
Actual
Budget
Estimated
Budget
Budget
EXPENSES PARKS & RECREATION
ALL Funds
Salaries & Benefits
3,025,190
3,180,843
3,423,485
3,570,802
3,643,871
3,850,314
Internal Service Charges
508,800
685,400
825,200
825,200
477,267
544,488
Operating Expense
2,188,278
2,328,071
2,222,678
2,413,130
2,445,178
2,448,578
Discount Charge/Credit Cards
37,996
22,781
32,000
14,000
14,000
14,000
Furniture and Equipment/Computer SW
27,451
54,461
56,350
56,350
41,350
41,350
Transfer Out
53,930
138,384
130,880
130,880
135,680
135,680
Capital Outlay
892,180
305,562
7,240,652
5,705,498
8,639,887
1,640,000
Total Parks & Rec Expenditures
6,733,825
6,714,501
13,931,245
12,715,860
15,397,233
8,674,410
EXPENSES BY DIVISION
General Fund
Administration
Salaries & Benefits
533,164
569,383
614,626
653,435
684,576
722,822
Internal Service Charges
508,800
685,400
825,200
825,200
477,267
544,488
Operating Expense
101,928
64,900
101,550
101,550
94,750
94,750
Discount Charge/Credit Cards
37,996
22,781
32,000
14,000
14,000
14,000
Furniture and Equipment/Computer SW
-
222
850
850
850
850
Total
1,181,887
1,342,686
1,574,226
1,595,035
1,271,443
1,376,910
Recreation
Salaries & Benefits
704,330
816,592
886,358
812,541
729,724
776,188
Internal Service Charges
-
-
-
-
-
-
Operating Expense
327,661
367,197
366,800
366,800
182,600
182,600
Furniture and Equipment/Computer SW
4,285
723
5,000
5,000
7,500
7,500
Total
1,036,275
1,184,512
1,258,158
1,184,341
919,824
966,288
Classes/Cultural Services
Salaries & Benefits
286,005
328,576
262,154
394,864
427,963
451,418
Internal Service Charges
-
-
-
-
-
-
Operating Expense
935,251
1,024,231
894,200
1,014,200
1,036,900
1,036,900
Furniture and Equipment/Computer SW
17,687
19,920
21,000
21,000
22,000
22,000
Total
1,238,943
1,372,727
1,177,354
1,430,064
1,486,863
1,510,318
Veterans Sports Park/Annex
Salaries & Benefits
233,639
224,267
366,082
347,387
355,706
379,622
Internal Service Charges
-
-
-
-
-
-
Operating Expense
121,188
100,380
134,100
134,100
148,100
148,100
Furniture and Equipment/Computer SW
1,629
4,400
2,000
2,000
2,000
2,000
Total
356,456
329,047
502,182
483,487
505,806
529,722
Senior Programs
Salaries & Benefits
502,238
471,955
512,286
537,158
560,786
591,793
Internal Service Charges
-
-
-
-
-
-
Operating Expense
99,381
112,202
117,100
117,100
126,950
130,100
Total
601,619
584,157
629,386
654,258
687,736
721,893
1401Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
PARKS & RECREATION
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
Support Services
Salaries & Benefits
312,764
325,347
381,324
399,048
393,695
408,150
Internal Service Charges
-
-
-
-
-
-
Operating Expense
6,450
6,473
8,000
8,000
10,750
11,000
Furniture and Equipment/Computer SW
2,155
27,327
25,000
25,000
5,000
5,000
Total
321,369
359,147
414,324
432,048
409,445
424,150
Tustin Family & Youth Center
Salaries & Benefits
453,051
444,723
400,655
366,368
401,348
427,219
Internal Service Charges
-
-
-
-
-
-
Operating Expense
38,673
31,116
46,600
46,600
61,300
61,300
Furniture and Equipment/Computer SW
1,695
1,868
2,500
2,500
2,500
2,500
Total
493,419
477,707
449,755
415,468
465,148
491,019
Sports
Salaries & Benefits
90,074
93,100
Internal Service Charges
-
-
Operating Expense
230,700
230,700
Furniture and Equipment/Computer SW
1,500
1,500
Total
322,274
325,300
Total General Fund Expenditures 5,229,968 5,649,983 6,005,385 6,194,702 6,068,538 6,345,602
EXPENSES BY DIVISION
All Other Funds
Park Development
Salaries & Benefits
Internal Service Charges - - - - - -
Operating Expense 102,614 65,206 44,328 44,328 44,328 44,328
Capital Outlay 892,180 143,726 1,190,652 537,334 2,769,887 1,640,000
Total 994,794 208,932 1,234,980 581,662 2,814,215 1,684,328
Park Development - Grants
Salaries & Benefits
Internal Service Charges
Operating Expense - - - -
Capital. Outlay 161,836 6,050,000 5,168,164 5,870,000
Total 161,836 6,050,000 5,168,164 5,870,000
Special Events - Street Fair
Salaries & Benefits
60,000
Internal Service Charges
- - - - - -
Operating Expense
146,204 194,512 185,000 185,000 185,000 185,000
Transfer Out
- 65,694 70,880 70,880 65,000 65,000
Total
146,204 260,206 255,880 315,880 250,000 250,000
1411Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
PARKS & RECREATION
2022-23
2023-24
2024-25
2024-25
2025-26
2026-27
Actual
Actual
Budget
Estimated
Budget
Budget
Special Events - Tiller Days
Salaries & Benefits
Internal Service Charges
-
-
-
-
-
-
Operating Expense
244,381
259,321
180,000
250,442
180,000
180,000
Transfer Out
53,930
72,689
60,000
60,000
65,000
65,000
Total
298,311
332,010
240,000
310,442
245,000
245,000
Special Events - Other
Salaries & Benefits
Internal Service Charges - - - - - -
Operating Expense 64,548 80,404 105,000 105,010 80,000 80,000
Total 64,548 80,404 105,000 105,010 80,000 80,000
Special Events - Public Arts
Salaries & Benefits
Internal Service Charges - - - - -
Operating Expense 22,130 40,000 40,000 40,000 40,000
Total 22,130 40,000 40,000 40,000 40,000
Special Events - Sunset Market
Salaries & Benefits
Internal Service Charges - -
Operating Expense 23,800 23,800
Transfer Out 5,680 5,680
Total 29,480 29,480
Total Other Funds 1,503,857 1,065,518 7,925,860 6,521,158 9,328,695 2,328,808
1421Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
City of Tustin 151:�:-�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
Parks and Recreation Budget Breakdown by Year (All Funds)
2022-23 Actual 2023-24 Actual 2024-25 Budget
■ Salaries & Benefits
■ Operating Expense
■ Furniture and Equipment/Computer SW
■ Capital Outlay
2024-25
Estimated
2025-26 Budget 2026-27 Budget
■ Internal Service Charges
■ Discount Charge/Credit Cards
■Transfer Out
1431Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
The City's non -departmental costs are reflective of city-wide expenditures that are not directly associated with a department,
division, or activity. These costs include, but are not limited to, the City's legally required contribution to CaIPERS to pay the
ongoing unfunded accrued liability (UAL), post -employment retirement benefits (OPEB), animal control service contract,
transfers for liability insurance, Tustin Temporary Emergency Shelter operation, and annual building maintenance. In 2023-24
costs associated with the Navy North Hangar Fire were captured under Non -Departmental. These costs will be reimbursed
by the U.S. Navy. The Navy has committed $105,800,000 under a cooperative agreement with the City acting as the Navy's
response action contractor to address the impacts of the North Hangar fire.
NON -DEPARTMENTAL
2022-23 2023-24 2024-25 2024-25 2025-26 2026-27
Actual Actual Budget Estimated Budget Budget
EXPENSES NON -DEPARTMENTAL
ALL Funds
Salaries & Benefits
6,159,430 6,116,893
7,215,889
6,895,138 7,795,125 590,000
North Hangar Fire Response
- 71,712,518
31,587,482
31,587,482 - -
Operating Expense
8,411,504 9,577,826
4,514,998
4,670,966 9,283,313 7,859,332
Total Non -Department Expend.
14,570,934 87,407,237
43,318,369
43,153,586 17,078,438 8,449,332
EXPENSES BY DIVISION
General Fund
Non -Departmental
Salaries & Benefits
6,159,430 6,116,893
7,215,889
6,895,138 7,795,125 590,000
North Hangar Fire Response
- 71,712,518
31,587,482
31,587,482 - -
Operating Expense
8,411,504 9,577,826
4,514,998
4,670,966 9,283,313 7,859,332
Total
14,570,934 87,407,237
43,318,369
43,153,586 17,078,438 8,449,332
Total General Fund Expenditures 14,570,934 87,407,237 43,318,369 43,153,586 17,078,438 8,449,332
1441Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
90,000,000
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IUJI
Non -Departmental Budget Breakdown by Year (ALL Funds)
011
2022-23 2023-24
Actual Actual
■ Salaries & Benefits
2024-25 2024-25
Budget Estimated
■ North Hangar Fire Response
J-1
2025-26 2026-27
Budget Budget
Operating Expense
1451Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
DESCRIPTION:
The City of Tustin's General Fund carries no long-term debt. The bond issuances below are funded from the following revenue
sources: Community Facilities Districts (CFD) receive funding via a special tax that is collected from the residents and/or
businesses in the designated area of the CFD; the Successor Agency for the Tustin Redevelopment Agency receives property
tax increment from the former RDA to satisfy annual debt requirements; and Water Fund Bonds are paid via charges to
businesses & residents for the delivery of water services.
* On May 25, 2025, the City Council approved the refunding of the special tax bonds issued for CFD 06-01 and CFD 2014-1.
The refunding transaction is expected to be closed by June 30, 2025. The debt services schedules will be updated once relevant
information is available.
2025-26 Debt Service Administration
Issuance Date
Type of Long Term Debt
Fund
Original
Issuance
Outstanding
6/30/2025
2025-26
Principal Pmts.
2025-26
Interest Pmts.
Outstanding
6/30/2026
Community Facilities
District
2013 Special Tax Refunding
June 1, 2013
Bonds: CFD 04-1 Tustin
433
9,350,000
5,490,000
(445,000)
(229,281)
5,045,000
Legacy/John Laing Homes
2015A Special Tax Bond: CFD
November 5, 2015
2014-1 Tustin Legacy/Standard
441
27,665,000
25,495,000
(430,000)
(1,214,175)
25,065,000
Pacific
2015A Special Tax Refunding
December 1, 2015
Bonds: CFD 07-1 Tustin
436
13,155,000
11,455,000
(530,000)
(554,531)
10,925,000
Legacy/ Retail Centers
2015A Special Tax Refunding
December 1, 2015
Bonds: CFD 06-1Tustin
435
49,740,000
39,365,000
(1,690,000)
(1,880,400)
37,675,000
Legacy/Columbus Villages
2015B Special Tax Bonds: CFD 06-
December 1, 2015
435
2,735,000
1,845,000
(115,000)
(63,756)
1,730,000
1Tustin Legacy/Columbus Villages
Successor Agency to the Tustin RDA
September 1, 2016 2016 Tax Allocation Refunding
Bonds
Water Fund
September 1, 2016 2016 Water Refunding Revenue
Bond
February 1, 2020 2020 Water Bonds
February 7, 2024 2024 Water Bonds
Total Citywide Long Term Debt
570 55,940,000 39,525,000
300 21,515,000 19,685,000
300 14,910,000 13,450,000
(2,395,000) (1,493,450) 37,130,000
(950,000) (687,300) 18,735,000
(450,000) (381,760) 13,000,000
300 4,125,000 4,020,000 (135,000) (193,764) 3,885,000
199,135,000 160,330,000 (7,140,000) (6,698,417) 153,190,000
1461Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
2026-27 Debt Service Administration
Original Outstanding 2026-27 2026-27 Outstanding
Issuance Date Type of Long Term Debt Fund Issuance 6/30/2026 Principal Pmts. Interest Pmts. 6/30/2027
Community Facilities District
2013 Special Tax Refunding
June 1, 2013
Bonds: CFD 04-1 Tustin
433
Legacy/John Laing Homes
2015A Special Tax Bond: CFD
November 5, 2015
2014-1 Tustin Legacy/Standard
441
Pacific
2015A Special Tax Refunding
December 1, 2015
Bonds: CFD 07-1 Tustin
436
Legacy/Retail Centers
2015A Special Tax Refunding
December 1, 2015
Bonds: CFD 06-lTustin
435
Legacy/Columbus Villages
2015E Special Tax Bonds: CFD 06
December 1, 2015
435
1Tustin Legacy/Columbus Villages
Successor Agency to
the Tustin RDA
2016 Tax Allocation Refunding
September 1, 2016
570
Bonds
Water Fund
2016 Water Refunding Revenue
September 1, 2016
300
Bond
February 1, 2020
2020 Water Bonds
300
February 7, 2024
2024 Water Bonds
300
Total Citywide Long Term Debt
9,350,000
5,045,000
(470,000)
(206,406)
4,575,000
27,665,000
25,065,000
(485,000)
(1,191,300)
24,580,000
13,155,000
10,925,000
(570,000)
(532,000)
10,355,000
49,740,000
37,675,000
(1,865,000)
(1,791,525)
35,810,000
2,735,000
1,730,000
(120,000)
(60,231)
1,610,000
55,940,000
37,130,000
(2,515,000)
(1,370,700)
34,615,000
21,515,000
18,735,000
(975,000)
(615,450)
17,760,000
14,910,000
13,000,000
(465,000)
(373,169)
12,535,000
4,125,000
3,885,000
(140,000)
(187,257)
3,745,000
199,135,000
153,190,000
(7,605,000)
(6,328,039)
145,585,000
1471Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin I UJI�
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget I 11Jl
2025-2026 Capital Improvement Program - Projects & Funding
Proposed Fund 131 Fund 132 Fund 187 Fund 189 Proj # Project Name CIP Budget Park Dev MCAS PFund 200 Other
roceeds of
2025-26 Park Dev Grants Ba ckbo
Fee ne Land Sale GF-CIP Funds
Flood Control Projects
TBD
Storm Drain Master Plan
500,000
-
- - -
-
500,000
Total Flood Control Projects
500,000
-
- - -
-
500,000
Park Facilities Projects
20054
Annual Major Park Maintenance
605,808
605,808
-
20062
Tustin Sports Park Diamonds 1 8: 3 Renovation
500,000
500,000
20089
Heideman School Park
5,150,000
5,150,000
TBD
Camino Real Park Playground Renovation
500,000
500,000
20094
Tustin Legacy Park Improvements
720,000
720,000
20093
Tustin Sports Park Turf Renovation
664,079
664,079
-
Total Park Facilities Projects
8,139,887
2,269,887
5,870,000 - -
-
-
Public
Facilities Projects
10032
Annual Major Building Maintenance
501,099
501,099
10069
Civic Center Alternate Power Source Improvements
800,000
800,000
10086
Police Department Improvements
2,000,000
2,000,000
10088
Columbus Tustin Gym HVAC Replacement
2,020,000
2,020,000
TBD
Tustin Area Senior Center Expansion
500,000
500,000
TBD
Tustin Family It Youth Center Playground
500,000
500,000
Total Public Facilities Projects
6,321,099
500,000
-
5,321,099
500,000
Traffic
Control Projects
40080
Traffic Signal Equipment Upgrades 8 Replacement
210,000
210,000
40087
Main Street Improvements
7,000,000
1,600,000
3,900,000
1,500,000
40093
Red Hill Avenue Traffic Signal Synchronization Project
67,454
67,454
40094
First Street Signal Synchronization
111,085
111,085
40095
Tustin Ave Signal Synchronization
20,000
20,000
40096
Active Transportation Master Plan
75,000
75,000
TBD
Traffic Signal Installation the Compass at Red Hill
300,000
300,000
TBD
Traffic Signal Improvement EL Camino Real / Auto
100,000
100,000
Center Drive
Total Traffic Control Projects
7,883,539
1,600,000
3,900,000
2,383,539
Transportation Maintenance Projects
70024
Annual Roadway Et Public Infrastructure Maintenance
2,260,522
406,513
1,854,009
Program (MOE)2024-2025
70025
Annual Roadway 8t Public Infrastructure Maintenance
700,000
700,000
Program (MOE)2025-2026
70254
Old Town Improvements
3,993,741
3,582,741
411,000
70255
Red Hill Ave Utility Undergrounding between El Camino
821
821
Real V30' N of San Juan
TBD
The Compass at Red Hill Median Improvements
100,000
100,000
TBD
Jamboree Road Rehabilitation between Barranca
600,000
600,000
Parkway
arkwa and OCTA/SCRRA
Total Transportation Maintenance Projects
7,655,084
-
- 3,582,741
406,513
3,665,830
Tustin
Legacy Projects
20083
Tustin Legacy Linear Park Between Armstrong Avenue
14,014,206
6,402,454 7,611,752
and Warner Avenue
70256
Neighborhood D South Phase 2
2,000,000
2,000,000
70257
Armstrong Avenue Pedestrian Bridge
6,253,700
2,333,700 3,920,000
70262
Cornerstone llInfrastructure
250,000
250,000
70258
Neighborhood G Phase 1
3,312,154
3,312,154
Total Tustin Legacy Projects
25,830,060
8,736,154 17,093,906
1481Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin N
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget Il1Jl
Proposed Fund 132 Fund 189
Fund ev Fund 187 MCAS Fund 200 Other
Proj # Project Name CIP Budget Park Dev Proceeds of
2025-26 Park Dev Grants Backbone Fee ne Land Sale GF-CIP Funds
3ter Distribution Projects
60178 El Camino Real Water Line Relocation 423,747 423,747
Total Water Distribution Projects 423,742 - - - - - 423,742
Water Production Projects
60177 Well Rehabilitation Program 750,000 750,000
60179 17th Street Treatment Facility Electrical Replacement 300,000 300,000
Total Water Production Projects 1,050,000 1,050,000
TOTAL ALL PROJECTS 57,803,411 2,769,887 5,870,000 8,736,154 22,276,647 9,627,612 8,523,111
1491Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin-- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
2025-2032 Capital Improvement Program Seven -Year Schedule
Project Type Proj. # Project Name Project Total To Date 2025-26 2026-27 2027-28
Requested Requested Planned
Flood Control
Facilities �.,.,
�L.... I .a ..,.,- ...
., , ..
.,
TBA
Irvine Blvd. Storm Drain Phase 1
3,900,000
TBA
*Irvine Blvd. Storm Drain Phase 2
3,900,000
TBA
* Yorba Street Storm Drain
75,000
75,000
TBA
"Tustin Village Way Storm Drain
75,000
75,000
TBA
"San Juan Street Storm Drain
75,000
75,000
Total Flood Control Facilities
8,525,000
- 500,000 - 225,000
Park Facilities 20054
Annual Major Park Maintenance
4,194,518
3,148,710
605,808
440,000
20062
Tustin Sports Park Softball Field Diamonds 1 8, 3
1,000,000
500,000
500,000
20089
Heideman School Park
5,488,165
338,165
5,150,000
20093
Tustin Sports Park Turf Renovation
719,371
55,292
664,079
20094
Tustin Legacy Park Improvements
750,000
30,000
720,000
TBA
Laurel Glen Park and Magnolia Park Playground
700,000
700,000
Renovations
TBA
Southwest Park Site Acquisition
700,000
TBA
* Columbus Tustin Park Playground Renovation
400,000
TBA
Camino Real Playground Renovation
500,000
500,000
TBA
* Fitness Courts at Tustin Sports Park
200,000
200,000
TBA
* Centennial Park Middle Playground Renovation
300,000
TBA
* Citrus Ranch Park Playground Renovation
450,000
450,000
Total Park Facilities
15,402,054
3,572,167
8,139,887
1,840,000 450,000
Public Facilities 1D032
Annual Major Building Maintenance
9,708,064
7,506,965
501,099 1,700,000
10069
Civic Center Alternate Power Source
4,800,461
4,000,461
800,000
1D086
Police Department Improvements
2,896,162
896,162
2,000,000
10088
Columbus Tustin Gym HVAC
2,140,000
120,000
2,020,000
TBA
Tustin Family Bt Youth Center Playground
500,000
500,000
Renovation
TBA
* Tustin Area Senior Center Expansion
5,500,000
500,000
TBA
* Tustin Family 8 Youth Center Expansion
850,000
Total Public
26,394,687
12,523,588
6,321,099 1,700,000
Facilities
Traffic Control
Projects
40080
Traffic Signal Equipment Replacement
2,427,375
957,375
210,000 210,000 210,000
40087
Main Street Improvements
7,452,089
452,089
7,000,000
40093
Red Hill Avenue Signal Synchronization
507,144
439,690
67,454
40094
First Street Signal Synchronization
359,539
248,454
111,085
40095
Tustin Avenue Signal Synchronization
50,000
30,000
20,000
40096
Active Transportation Master Plan
75,000
75,000
TBA
Irvine Boulevard Signal Synchronization
300,000
300,000
TBA
Traffic Signal Installation San Juan Street and
300,000
300,000
Red Hill Avenue
TBA
Traffic Signal Installation El Camino Real and
100,000
100,000
Auto Center Drive
Total Traffic Control
11,571,147
2,127,608
7,883,539 510,000 210,000
Projects
Transportation
Annual Pavement Maintenance and Sidewalk
Maintenance 70024
Repair Project 2024-2025
Projects
70025
Annual Pavement Maintenance and Sidewalk
Repair Project 2025-2026
70254
Old Town Improvements
70255
Red Hill Utility Undergrounding
TBA
The Compass at Red Hill Median
3,205,522
945,000 2,260,522
1,700,000
700,000 1,000,000
4,401,366
407,625 3,993,741
13,933
13,112 821
100,000
100,000
1501 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin-- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
Project Type Proj. # Project Name Project Total To Date 2025-26 2026-27 2027-28
Requested Requested Planned
Jamboree Road Rehabilitation Barranca to
I-
OCTA/SCRRA
I'
TBA
Jamboree Road Rehabilitation 1-5 to Portola
10,600,000
10,600,000
Parkway
TBA
Tustin Ranch Road Rehabilitation Park Avenue
10,600,000
to Walnut Avenue
TBA
* Red Hill Avenue Rehabilitation Sycamore
10,120,000
79,150
10,040,850
Avenue to Bryan Avenue
Total Transportation
43,340,821
1,444,887
7,655,084
13,600,000
10,040,850
Maintenance Projects
Transportation
70131
Newport Avenue Extension - Phase II
55,700,493
4,700,493
Capacity Projects
70196
Red Hill Avenue Widening
1,100,000
TBA
* Valencia Avenue Widening
5,500,000
TBA
Jamboree Road Widening
2,800,000
Total Transportation
65,100,493
4,700,493
-
-
-
Capacity Projects
Water Distribution
60160
Mardick Road Main Line Replacement from Red
1,700,000
200,000
Hill Avenue to Beverly Glen Drive
60172
Water Main Replacement Browning Ave -
4,160,000
416,000
3,744,000
Beverly Glen to La Colina
60178
El Camino Real Main Line Relocation
540,000
116,258
423,742
TBA
* Water Main Replacement Across Service Area
6,000,000
100,000
1,900,000
Total Water
Distribution
12,400,000
116,258
423,742
516,000
5,844,000
Water Production
60177
Well Rehabilitation Program
2,679,877
29,877
750,000
1,150,000
750,000
60179
17th Street Treatment Facility Electrical
3,300,000
300,000
3,000,000
Re Lacement
Total Water
Production
5,979,877
29,877
1,050,000
4,150,000
750,000
Tustin Legacy
Projects
20083
Tustin Legacy Linear Park
14,900,301
886,095
14,014,206
70243
Tustin Ranch Road Pedestrian Bridge
17,330,703
1,529,211
500,000
15,301,492
70256
Neighborhood D South Phase 2
10,511,202
7,426,202
2,000,000
1,085,000
70257
Armstrong Avenue Pedestrian Bridge
8,868,455
2,614,755
6,253,700
70262
Cornerstone11
12,400,000
150,000
250,000
12,000,000
70258
* Neighborhood G Infrastructure Tustin Ranch
77,072,244
442,346
3,312,154
41,317,744
Road / Edinger Avenue
TBA
* Legacy Park
58,190,000
7,590,000
TBA
* Neighborhood G Phase 2
97,500,000
7,500,000
TBA
* Army Reserve Infrastructure
28,750,000
Total Tustin Legacy
Projects
325,522,905
13,048,609
25,830,060
9,175,000
76,119,236
Total Project
J
514,236,984
37,563,487
57,803,411
31,491,000
93,639,086
A funding source has not been identified for all or a portion of the project at this time
1511 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin-- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
Proj. 2028-29 2029-30 2030-31 2031-32
Project Type # Project Name Project Total Planned Planned Planned Planned Total
Flood Control TBA
Storm Drain Master Plan
500,000
500,000
Facilities
TBA
Irvine Blvd. Storm Drain Phase 1
3,900,000
300,000 3,600,000
3,900,000
TBA
Irvine Blvd. Storm Drain Phase 2
3,900,000
300,000
3,600,000 3,900,000
TBA
Yorba Street Storm Drain
75,000
75,000
TBA
Tustin Village Way Storm Drain
75,000
75,000
TBA
San Juan Street Storm Drain
75,000
75,000
Total Flood Control Facilities
8,525,000
300,000 3,900,000
- 3,600,000 8,525,000
Park Facilities 20054
Annual Major Park Maintenance
4,194,518
4,194,518
20062
Tustin Sports Park Softball Field
1,000,000
1,000,000
Diamonds 1 Et 3
20089
Heideman School Park
5,488,165
5,488,165
20093
Tustin Sports Park Turf Renovation
719,371
719,371
20094
Tustin Legacy Park Improvements
750,000
750,000
TBA
Laurel Glen Park and Magnolia Park
700,000
700,000
Playground Renovations
_
TBA
Southwest Park Site Acquisition
700,000 700,000
700,000
TBA
* Columbus Tustin Park Playground
400,000 400,000
400,000
Renovation
TBA
Camino Real Playground Renovation
500,000
500,000
TBA
* Fitness Courts at Tustin Sports Park
200,000
200,000
TBA
Centennial Park Middle Playground
300,000 300,000
300,000
Renovation
TBA
* Citrus Ranch Park Playground
450,000
450,000
Renovation
Total Park
15,402,054 00,000 -
- 15,402,054
Facilities
Public Facilities 10032
Annual Major Building Maintenance
9,708,064
9,708,064
10069
Civic Center Alternate Power Source
4,800,461
4,800,461
10086
Police Department Improvements
2,896,162
2,896,162
TBA
Columbus Tustin Gym HVAC
2,140,000
2,140,000
TBA
Tustin Family 8: Youth Center
500,000
500,000
Playground Renovation
TBA
* Tustin Area Senior Center Expansion
5,500,000 5,000,000
5,500,000
TBA
* Tustin Family It Youth Center
850,000 850,000
850,000
Ex ansion
Total Public
26,394,687 5,000,000 850,000
26,394,687
Facilities 3
Traffic Control
40080
Traffic Signal Equipment
2,427,375
210,000 210,000 210,000 210,000 2,427,375
Projects
Replacement
40087
Main Street Improvements
7,452,089
7,452,089
40093
Red Hill Avenue Signal
507,144
507,144
Synchronization
40094
First Street Signal Synchronization
359,539
359,539
40095
Tustin Avenue SignaL Synchronization
50,000
50,000
40096
Active Transportation Master Plan
75,000
75,000
TBA
Irvine Boulevard Signal
300,000
300,000
Synchronization
TBA
Traffic Signal Installation San Juan
300,000
300,000
Street and Red Hill Avenue
TBA
Traffic Signal Installation El Camino
100,000
100,000
Real and Auto Center Drive
Total Traffic
Control Projects
'
11,571,147
210,000 210,000 210,000 210,000 11,571,147
Transportation
Maintenance 70024
Annual Pavement Maintenance and
3,205,522
3,205,522
Projects
Sidewalk Repair Project 2024-2025
70025
Annual Pavement Maintenance and
1,700,000
1,700,000
Sidewalk Repair Project 2025-2026
70254
Old Town Improvements
4,401,366
4,401,366
70255
Red Hill Utility Undergrounding
13,933
13,933
TBA
The Compass at Red Hill Median
100,000
100,000
1521 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin-- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
Proj. 2028-29 2029-30 2030-31 2031-32
Project Type # Project Name Project Total Planned Planned Planned Planned Total
Jamboree Road Rehabilitation
I-
Barranca to OCTA/SCRRA
I I
I'
TBA
Jamboree Road Rehabilitation 1-5 to
10,600,000
10,600,000
Portola Parkway
TBA
Tustin Ranch Road Rehabilitation
10,600,000
10,600,000
10,600,000
Park Avenue to Walnut Avenue
TBA
*Red Hill Avenue Rehabilitation
10,120,000
10,120,000
S camore Avenue to Bryan Avenue
Total Transportation
43,340,821
-
10,600,000
-
43,340,821
Maintenance Projects
Transportation
70131
Newport Avenue Extension -Phase
55,700,493
1,000,000
50,000,000
55,700,493
Capacity Projects
II
70196
* Red Hill Avenue Widening
1,100,000
1,100,000
1,100,000
TBA
Valencia Avenue Widening
5,500,000
500,000
5,000,000
5,500,000
TBA
Jamboree Road Widening
2,800,000
2,800,000
2,800,000
Total Transportation
Capacity Projects
65,100,493
-
1,500,000
- 58,900,000
65,100,493
Mardick Road Main Line
Water Distribution
60160
Replacement from Red Hill Avenue to
1,700,000
1,500,000
1,700,000
Beverly Glen Drive
60172
* Water Main Replacement Browning
q,160,000
4,160,000
Ave - Beverly Glen to La Colina
60178
El Camino Real Main Line Relocation
540,000
540,000
TBA
* Water Main Replacement Across
6,000,000
2,100,000
900,000
1,000,000
6,000,000
Service Area
Total Water
Distribution
12,400,000
3,600,000
900,000
1,000,000 -
12,400,000
Water Production
60177
Well Rehabilitation Program
2,679,877
2,679,877
60179
17th Street Treatment Facility
3,300,000
3,300,000
Electrical Replacement
Total Water
5,979,877
-
-
- -
5,979,877
Production
Tustin Legacy
20083
Tustin Legacy Linear Park
14,900,301
14,900,301
Projects
70243
Tustin Ranch Road Pedestrian Bridge
17,330,703
17,330,703
70256
Neighborhood D South Phase 2
10,511,202
10,511,202
70257
Armstrong Avenue Pedestrian Bridge
8,868,455
8,868,455
70262
Cornerstone11
12,400,000
12,400,000
70258
Tustin Ranch Road / Edinger Avenue
TBA
Legacy Park
58,190,000
50,600,000
58,190,000
TBA
Neighborhood G Phase 2
97,500,000
50,000,000
40,000,000
97,500,000
TBA
Army Reserve Infrastructure
28,750,000
28,750,000
28,750,000
Total Tustin Legacy Projects
325,522,905
132,600,000
40,000,000
- 28,750,000
325,522,905
Total Projects
514,236,984
142,010,000
58,660,000
1,210,000 91,460,000
514,236,984
* A funding source has not been identified for all or a portion of the project at this time
1531 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
2025-2027 CIP Project Detail by Project Type — Flood Control Facilities Projects
STORM DRAIN MASTER PLAN
PROJECT CATEGORY
Flood Control Facilities
PROJECT NUMBER
TBA
PROJECT NAME
Storm Drain Master Plan
TOTAL PROJECT COST
500,000
PROJECT MANAGER
TBD
FUNDING SOURCE
130 Gas Tax
LOCATION
Various
Description
Engage a qualified consultant to prepare a storm drain master plan.
Expenses to FY25-26 FY26-27 FY27-28
FY28-29 FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested Requested Planned
Planned Planned Planned
Cost
130 Gas Tax 500,000 500,000
Total 500,000 500,000
Expenditure
Design 500,000 500,000
Total 500,000 500,000
500,000
400,000
300,000
200,000
100,000
COST BY YEAR
FY25-26
REQUESTED
■ FY25-26
Req uested
1541 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
PROJECT CATEGORY
PROJECT NAME
PROJECT MANAGER
LOCATION
City of Tustin r- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
2025-2027 CIP Project Detail by Project Type - Park Facilities Projects
Park Facilities
Annual Major Park Maintenance
Jason Churchill
Various
Description
Maintenance, repair, and replacement of park amenities.
ANNUAL MAJOR PARK MAINTENANCE
PROJECT NUMBER 20054
TOTAL PROJECT COST 4,194,518
FUNDING SOURCE 131 Park
Development Fund
Expenses to
FY25-26
FY26-27 FY27-28
FY28-29 FY29-30 FY30-31 Total Project
Funding Source
6/30/2025
Requested
Requested Planned
Planned Planned Planned Cost
131 Park Development
3,148,710
605,808
440,000
4,194,518
Total
3,148,710
605,808
440,000
4,194,518
Expenditure
Construction 3,148,710 605,808 440,000 4,194,518
Total 3,148,710 605,808 440,000 4,194,518
800,000
600,000
400,000
200,000
COST BY YEAR
FY25-26
REQUESTED
■ Construction
1551 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
TUSTIN SPORTS PARK DIAMONDS 1 Et 3 RENOVATION
PROJECT CATEGORY
Park Facilities
PROJECT NUMBER
20062
PROJECT NAME
Tustin Sports Park Diamonds 1 Et 3 Renovation
TOTAL PROJECT COST
1,000,000
PROJECT MANAGER
Marilyn Buescher
FUNDING SOURCE
131 Park
LOCATION
Tustin Sports Park
Development Fund
Description
Renovation of softball diamonds #1 and #3 at Tustin Sports Park.
Expenses to FY25-26
FY26-27 FY27-28
FY28-29 FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested
Requested Planned
Planned Planned Planned
Cost
131 Park Development
- 500,000
500,000
1,000,000
Total
500,000
500,000
1,000,000
Expenditure
Design
50,000
50,000
100,000
Construction
450,000
450,000
900,000
Total
500,000
500,000
1,000,000
F-
COST BY YEAR
500,000
400,000
300,000
200,000
100,000
FY25-26
REQUESTED
FY26-27
REQUESTED
■ Construction
■ Design
1561 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
PROJECT CATEGORY Park Facilities
PROJECT NAME Heideman School Park
PROJECT MANAGER Chad Clanton
LOCATION Heideman School
Description
HEIDEMAN SCHOOL PARK
PROJECT NUMBER 20089
TOTAL PROJECT COST 5,488,165
FUNDING SOURCE 132 Park
Development Grant
Create a new Heideman School Park with an athletic field, exercise loop, lighting, fitness equipment, playground, picnic shelter,
renovated basketball courts, tactile experience garden, perimeter fencing, and small staff/restroom facility.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
132 Park Dev. Grant 338,165 5,150,000 5,488,165
Total 338,165 5,150,000 5,488,165
Expenditure
Design 338,165 150,000 488,165
Construction 5,000,000 5,000,000
Total
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
338,165 5,150,000
COST BY YEAR
Agmwr
EXPENSES TO 6/30/2025
FY25-26
REQUESTED
- 5,488,165
■ Construction
■ Design
1571 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin
r— _
2025-27 Biennial Fiscal Operating & Capital
Improvement Program Budget
IU�IIN
TUSTIN SPORTS PART{ TURF RENOVATION
PROJECT CATEGORY
Park Facilities
PROJECT NUMBER
20093
PROJECT NAME
Tustin Sports Park Turf Renovation
TOTAL PROJECT COST
719,371
PROJECT MANAGER
Marilyn Duescher
FUNDING SOURCE
131 Park
LOCATION
Tustin Sports Park
Development
Description
Replace turf and improve drainage for Ballfield #3 at Tustin Sports Park.
Expenses to FY25-25 FY26-27 FY27-28
FY28-29 FY29-30 FY30-31
Total Project
Funding Source
6/3012025 Requested Requested Planned
Planned Planned Planned
Cost
131 Park Development
55,292 664,079
719,371
Total
55,292 664,079
719,371
Expenditure
Design
55,292 664,079
719,371
Total
55,292 664,079
719,371
COST BY YEAR
700,000
6w,000
9w,000
400,000
300,000
200,000
100,000
EXPENSESTO 6f30/202.5
FY25-26
REQUESTED
■ Design
1581 Page
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
TUSTIN LEGACY PARK IMPROVEMENTS
PROJECT CATEGORY
Park Facilities
PROJECT NUMBER 20094
PROJECT NAME
Tustin Legacy Park Improvements
TOTAL PROJECT COST 750,000
PROJECT MANAGER
Jason Churchill
FUNDING SOURCE 132 Park
LOCATION
Tustin Legacy Park
Development Grant
Description
Improvements to Tustin Legacy Park.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
132 Park Dev. Grant 30,000 720,000 750,000
Total 30,000 720,000 750,000
Expenditure
Design 30,000 20,000 50,000
Construction 700,000 700,000
Total 30,000 720,000 750,000
COST BY YEAR
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
AdIEW
EXPENSES TO 6/30/2025
FY25-26
REQUESTED
■ Construction
■ Design
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
LAUREL GLEN & MAGNOLIA TREE PARKS PLAYGROUND RENOVATIONS
PROJECT CATEGORY Park Facilities PROJECT NUMBER TDA
PROJECT NAME Laurel Glen Ek Magnolia Tree Parks Playground Renovations TOTAL PROJECT COST 700,000
PROJECT MANAGER Marilyn Buescher FUNDING SOURCE 131 Park
LOCATION Laurel Glen and Magnolia Tree Parks Development
Description
Remove and replace playground equipment at Laurel Glen and Magnolia Tree Parks.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 613012025 Requested Requested Planned Planned Planned Planned Cost
131 Park Development - 700,000 700,000
Total 700,000 700,000
Expenditure
Construction 700,000 700,000
Total 700,000 700,000
8w,OOo
600,000
400,000
200,000
COST BY YEAR
FY26-27
REQUESTED
■ Construction
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
CAMINO REAL PARK PLAYGROUND RENOVATION
PROJECT CATEGORY Park Facilities PROJECT NUMBER TBA
PROJECT NAME Camino Real Park Playground Renovation TOTAL PROJECT COST 500,000
PROJECT MANAGER Marilyn Buescher FUNDING SOURCE 131 Park
LOCATION Camino Real Park Development
Description
Remove and replace playground equipment at Camino Real Park.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
131 Park Development - 500,000 500,000
Total 500,000 500,000
Expenditure
Construction 500,000 500,000
Total 500,000 500,000
COST BY YEAR
500,000
400,000
300,000
200,000
100,000
FY25-26
REQUESTED
■ Construction
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
FITNESS COURTS AT TUSTIN SPORTS PARK
PROJECT CATEGORY
Park Facilities
PROJECT NUMBER
TBA
PROJECT NAME
Fitness Courts At Tustin Sports
Park
TOTAL PROJECT COST
200,000
PROJECT MANAGER
Marilyn Buescher
FUNDING SOURCE
Unfunded
LOCATION
Tustin Sports Park
Description
Install a Fitness Court near Basketball Courts and Picnic Shelter at Tustin Sports Park.
Expenses to FY25-26
FY26-27 FY27-28 FY28-29
FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested
Requested Planned Planned
Planned Planned
Cost
Unfunded
-
200,000
200,000
Total
200,000
200,000
Expenditure
Construction
200,000
200,000
Total
200,000
150,000
100,000
50,000
200,000
COST BY YEAR
FY26-27
REQUESTED
200,000
■ Construction
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
2025-2027 CIP Project Detail by Project Type — Public Facilities
ANNUAL MAJOR BUILDING MAINTENANCE
PROJECT CATEGORY Public Facilities PROJECT NUMBER 10032
PROJECT NAME Annual Major Building Maintenance TOTAL PROJECT COST 9,708,064
PROJECT MANAGER Jason Churchill FUNDING SOURCE 200 GF CIP
LOCATION Various
Description
25/26 CT Gym Trellis Replacement
25/26 HVAC Replacement for City Hall IT Room
26/27 Senior Center Wood Floor Replacement in Auditorium
26/27 CT Gym Operable Wall Replacement
26/27 Civic Center Parking Garage Deck Coating
Expenses to FY25-26 FY26-27 FY27-28
FY28-29 FY29-30 FY30-31 Total Project
Funding Source
6/30/2025 Requested Requested Planned
Planned Planned Planned Cost
200 General Fund CIP
7,095,190 501,099 1,700,000
9,296,289
301 Water Fund CIP
165,708
165,708
134 Asset Seizure
246,067
246,067
Total 7,506,965 501,099 1,700,000 9,708,064
Expenditure
Construction 7,506,965 501,099 1,700,000 9,708,064
Total 7,506,965 501,099 1,700,000 9,708,064
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
COST BY YEAR
7,506,965
1,700,000
501 099
EXPENSESTO FY25-26 FY26-27
6/30/2025 REQUESTED REQUESTED
■ Construction
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
CIVIC CENTER ALTERNATIVE POWER SOURCE
PROJECT CATEGORY
Public Facilities PROJECT NUMBER 10069
PROJECT NAME
Civic Center Alternative Power Source TOTAL PROJECT COST 4,800,461
PROJECT MANAGER
Jason Churchill FUNDING SOURCE 200 GF CIP
LOCATION
300 Centennial Way 184 Equipment Fund
Description
To install a 500kW / 625kVa or equivalent, emergency standby diesel driven generator complete with fuel capacity for 24 hour
run time. The installation shall include electrical construction that reflects the addition of the generator, all associated
underground feeders,
and electrical distribution equipment. The new generator will be moved from its present location to the
new exterior sound attenuated enclosure located at the rear of City Hall adjacent to the parking structure. The old generator
location will be upgraded with new switch gear for the new generator. Security gates will be installed adjacent to the generator's
location.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source
6/30/2025 Requested Requested Planned Planned Planned Planned Cost
184 Equipment Fund
1,800,461 1,800,461
200 General Fund CIP
2,200,000 800,000 3,000,000
Total
4,000,461 800,000 4,800,461
Expenditure
Design
269,613 269,613
Construction
3,730,848 800,000 4,530,848
Total
4,000,461 800,000 4,800,461
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
EXPENSESTO 6/30/2025
COST BY YEAR
800,000
FY25-26
REQUESTED
■ Construction
■ Design
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
r- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
POLICE DEPARTMENT IMPROVEMENTS
PROJECT CATEGORY
Public Facilities
PROJECT NUMBER
10086
PROJECT NAME
Police Department Improvements
TOTAL PROJECT COST
2,896,162
PROJECT MANAGER
Jason Churchill
FUNDING SOURCE
200 GF CIP
LOCATION
300 Centennial Way
Description
Design, preparation of plans and specifications, bid, and construction of long-term and short-term improvements. Conduct space
study/needs assessment for the Police Department. Short term improvements include: improve the evidence booking room, remodel
Watch Commanders Office to accommodate an additional work station, remodel men's and women's locker rooms to better
accommodate growing staff needs, remodel and improve report writing room for greater comfort and efficiency for officers, remodel
sally port area to improve process of booking suspects, add storage equipment, and provide necessary supplies for officers. Long
term improvements to be determined in the space study/needs assessment.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
200 General Fund CIP 896,162 2,000,000 2,896,162
Total 896,162 2,000,000 2,896,162
Expenditure
Design 146,953 146,953
Construction 749,209 2,000,000 2,749,209
Total
896,162 2,000,000
2,000,000
1,500,000 Or
1,000,000
500,000 146,953
EXPENSES TO 6/30/2025
COST BY YEAR
FY25-26
REQUESTED
- 2,896,162
■ Construction
■ Design
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
PROJECT CATEGORY
Public Facilities
PROJECT NAME
Columbus Tustin Gym HVAC
PROJECT MANAGER
Jason Churchill
LOCATION
17522 Beneta Way
Description
COLUMBUS TUSTIN GYM HVAC
PROJECT NUMBER 10088
TOTAL PROJECT COST 2,140,000
FUNDING SOURCE 200 GF CIP
The City pursued an HVAC replacement project for the gym in 2022 but was unable to complete the intended improvements as new
mechanical equipment could not fit in the proposed spaces. The intention of this project is to reconfigure the HVAC design to provide
a design that will work within the existing building space constraints, or to modify the existing building accordingly, to accommodate
the new design.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
200 General Fund CIP 120,000 2,020,000 2,140,000
Total 120,000 2,020,000 2,140,000
Expenditure
Design 120,000 20,000 140,000
Construction 2,000,000 2,000,000
Total
2,500,000
2,000,000
1,500,000
1,000,000
500,000
120,000 2,020,000
EXPENSES TO 6/30/2025
COST BY YEAR
FY25-26
REQUESTED
2,140,000
■ Construction
■ Design
1661 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU,IIN
TUSTIN FAMILY Et YOUTH CENTER PLAYGROUND RENOVATION
PROJECT CATEGORY
Public Facilities
PROJECT NUMBER
TBA
PROJECT NAME
Tustin Family Et Youth Center Playground Renovation
TOTAL PROJECT COST
500,000
PROJECT MANAGER
Chad Clanton
FUNDING SOURCE
120 CDBG
LOCATION
Tustin Family Et Youth Center
Description
Renovation of the playground
area at Tustin Family Et Youth Center to include basketball and soccer play areas.
Expenses to FY25-26 FY26-27 FY27-28
FY28-29 FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested Requested Planned
Planned Planned Planned
Cost
120 CDBG
500,000
500,000
Total 500,000 500,000
Expenditure
Construction 500,000 500,000
Total 500,000 500,000
500,000
400,000
300,000
200,000
100,000
COST BY YEAR
FY25-26
REQUESTED
■ Construction
1671 Page
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
TUSTIN AREA SENIOR CENTER EXPANSION
PROJECT CATEGORY
Public Facilities
PROJECT NUMBER TBD
PROJECT NAME
Tustin Area Senior Center Expansion
TOTAL PROJECT COST 5,500,000
PROJECT MANAGER
Chad Clanton
FUNDING SOURCE 131 Park
LOCATION
Tustin Senior Center
Development Fund
Unfunded
Description
Expand the Senior Center to include additional indoor programmable space (i.e. classsrooms and fitness center) as identified in
the Senior Center Needs Assessment (2017).
Expenses to FY25-26 FY26-27 FY27-28
FY28-29 FY29-30 FY30-31 Total Project
Funding Source
6/30/2025 Requested Requested Planned
Planned Planned Planned Cost
131 Park Development
500,000
500,000
Unfunded
5,000,000 5,000,000
Total
- 500,000
51000,000 5,500,000
Expenditure
Design
500,000
500,000
Construction
5,000,000 5,000,000
Total
500,000
51000,000 5,500,000
COST BY YEAR
5,000,000
4,500,000
4,000,000 Ir
3,500,000
3,000,000 ■ Construction
2,500,000 5,000,000
2,000,000 ■Design
1,500,000
1,000,000
500,000 500,000 A
FY25-26 FY26-27 FY27-28 FY28-29
REQUESTED REQUESTED PLANNED PLANNED
1681 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
r- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
2025-2027 CIP Project Detail by Project Type -Traffic Control Projects
TRAFFIC SIGNAL EQUIPMENT REPLACEMENT
PROJECT CATEGORY
Traffic Control
PROJECT NUMBER
40080
PROJECT NAME
Traffic Signal Equipment Replacement
TOTAL PROJECT COST
2,427,375
PROJECT MANAGER
Kyra Tao
FUNDING SOURCE
139 Measure
LOCATION
Various
M2 Fairshare
Other
Description
Upgrades or replacement of aging traffic signal equipment at various locations throughout the city.
Expenses to FY25-26 FY26-27
FY27-28 FY28-29 FY29-30 FY30-32
Total Project
Funding Source
6/30/2025 Requested Requested
Planned Planned Planned Planned
Cost
139 M2 Fairshare
859,612 210,000 210,000
210,000 210,000 210,000 420,000
2,329,612
Other
97,763
97,763
Total
957,375 210,000 210,000
210,000 210,000 210,000 420,000
2,427,375
Expenditure
Construction
957,375 210,000 210,000
210,000 210,000 210,000 420,000
2,427,375
Total
957,375 210,000 210,000
210,000 210,000 210,000 420,000
2,427,375
COST BY YEAR
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
00,000
100,000
EXPENSES FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-32
TO REQUESTED REQUESTED PLANNED PLANNED PLANNED PLANNED
6/30/2025
■ Construction
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
MAIN STREET IMPROVEMENTS
PROJECT CATEGORY Traffic Control PROJECT NUMBER 40087
PROJECT NAME Main Street Improvements TOTAL PROJECT COST 7,452,089
PROJECT MANAGER Eric Johnson FUNDING SOURCE 100 GF
LOCATION Main Street and El Camino Real 133 AB2766/139 M2 Fairshare/140 SB1
189 MCAS Land Sale
Description 200 General Fund/Grant CIP
Public improvements on Main Street between Newport Avenue and Prospect Avenue including installation of raised landscaped
medians, narrowing of curb -to -curb street width, traffic striping with addition of buffered Class II bike lanes and sharrows,
enhanced parkway landscaping, widening of sidewalks, reconstruction of library driveway to align with Tustin Plaza driveway,
installation of street furniture, and installation of a gateway arch sign spanning the street. In -pavement lighted crosswalk to be
installed on Main Street at library driveway.
Expenses to
FY25-26 FY26-27 FY27-28 FY28-29
FY29-30 FY30-31 Total Project
Funding Source
6/30/2025
Requested Requested Planned Planned
Planned Planned Cost
100 General Fund
696
696
133 AB2766
198,000
321,000
519,000
139 M2 Fairshare
253,393
253,393
140 S131
-
1,179,000
1,179,000
189 MCAS Land Sale
1,600,000
1,600,000
200 General Fund CIP
730,000
730,000
200 Grant CIP
-
3,170,000
3,170,000
Total
452,089
7,000,000
7,452,089
Expenditure
Design
449,726
449,726
Construction
2,363
7,000,000
7,002,363
Total 452,089 7,000,000 7,452,089
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
449,726
EXPENSES TO 6/30/2025
COST BY YEAR
FY25-26
REQUESTED
■ Construction
■ Design
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
RED HILL AVENUE SIGNAL SYNCHRONIZATION
PROJECT CATEGORY Traffic Control PROJECT NUMBER 40093
PROJECT NAME Red Hill Avenue Signal Synchronization TOTAL PROJECT COST 507,144
PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure
LOCATION Red Hill Avenue M2 Fairshare
200 General Fund
Description
Project submitted to OCTA under the Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to
enhance traffic flow and reduce congestion and delay on arterial roadways. Provide studies, install new signal equipment, and
implement new timing to synchronize signals on Red Hill Avenue.
Expenses to
FY25-26 FY26-27 FY27-28 FY28-29
FY29-30 FY30-31 Total Project
Funding Source
6/30/2025
Requested Requested Planned Planned
Planned Planned Cost
139 M2 Fairshare
88,430
67,454
155,884
200 General Fund CIP
351,260
351,260
Total
439,690
67,454
507,144
Expenditure
Design 83,430 83,430
Construction 356,260 67,454 423,714
Total 439,690 67,454 507,144
COST BY YEAR
500,000
400,000
300,000
200,000
100,000
EXPENSES TO 6/30/2025
A . 11
FY25-26
REQUESTED
■ Design
■ Construction
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City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU,IIN
FIRST STREET SIGNAL SYNCHRONIZATION
PROJECT CATEGORY Traffic Control PROJECT NUMBER 40094
PROJECT NAME First Street Signal Synchronization TOTAL PROJECT COST 359,539
PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure
LOCATION First Street M2 Fairshare
Description
This project was developed in collaboration with the Cities of Huntington Beach, Westminster, and Santa Ana and the County of
Orange with OCTA leading due to the many jurisdictions involved. Project was approved by OCTA Board in April 2021 under the
Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce
congestion and delay on arterial roadways. Project involves providing studies, installing new signal equipment including
improved communications via fiber optic cable, and implementing new timing to synchronize signals on First Street between
Tustin Avenue and Newport Avenue in Tustin.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
139 M2 Fairshare 248,454 111,085 359,539
Total 248,454 111,085 359,539
Expenditure
Design 53,454 53,454
Construction 195,000 111,085 306,085
Total 248,454 111,085 359,539
250,000
200,000
150,000
100,000
50,000
COST BY YEAR
53,454
195,000
111,085
EXPENSES TO 6/30/2025
FY25-26
REQUESTED
■ Design
■ Construction
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City of Tustin r- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
TUSTIN AVENUE SIGNAL SYNCHRONIZATION
PROJECT CATEGORY Traffic Control PROJECT NUMBER 40095
PROJECT NAME Tustin Avenue Signal Synchronization TOTAL PROJECT COST 50,000
PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure
LOCATION Tustin Avenue M2 Fairshare
Description
This project is in collaboration with the Cities of Orange, Anaheim, Placentia, Santa Ana, and Yorba Linda with the City of
Orange as the lead. Work will be performed under the Orange County Transportation Authority (OCTA) Competitive Measure M2
Regional Traffic Signal Synchronization Program (Project P). Within the City of Tustin, the project includes the existing traffic
signals on Tustin Avenue at First Street. Because of the proximity and the key role in optimal traffic flow along Tustin Avenue
specifically at the Santa Ana intersection of Tustin Avenue and Fourth Street, the Fourth Street/Irvine Boulevard interchange
with SR-55 Freeway (northbound ramps), has been identified as part of the project as well as the intersection of Yorba Street at
Irvine Boulevard both of which are in the City of Tustin.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
139 M2 Fairshare 30,000 20,000 50,000
Total 30,000 20,000 50,000
Expenditure
Design 6,814 6,814
Construction 23,186 20,000 43,186
Total 30,000 20,000 50,000
30,000
25,000
20,000
15,000
10,000
5,000
EXPENSESTO 6/30/2025
COST BY YEAR
FY25-26
REQUESTED
■ Design
■ Construction
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City of Tustin
r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
ACTIVE TRANSPORTATION MASTER PLAN
PROJECT CATEGORY
Traffic Control PROJECT NUMBER
40096
PROJECT NAME
Active Transportation Master Plan TOTAL PROJECT COST
75,000
PROJECT MANAGER
Kyra Tao FUNDING SOURCE
139 Measure
LOCATION
Citywide
M2 Fairshare
Description
Engineering has applied for a grant to create an Active Transportation Master Plan. The grant amount is $425,000 and requires
a 15% match. Staff is
recommending the match be funded through Measure M2 - Fairshare.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested Requested Planned Planned Planned Planned
Cost
139 M2 Fairshare
75,000
75,000
Total
- 75,000
75,000
Expenditure
Design
75,000
75,000
Total
75,000
75,000
COST BY YEAR
80,000
60,000
40,000
20,000
FY25-26
REQUESTED
■ Design
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU,IIN
IRVINE BOULEVARD SIGNAL SYNCHONIZATION
PROJECT CATEGORY Traffic Control PROJECT NUMBER TBA
PROJECT NAME Irvine Boulevard Signal Synchonization TOTAL PROJECT COST 300,000
PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure
LOCATION Irvine Boulevard M2 Fairshare
Description
Staff is applying for OCTA funding under the Regional Traffic Signal Synchronization Program (Project P). The goal of Project P
is to enhance traffic flow and reduce congestion and delay on arterial roadways. The project aimes to provide studies, install
new signal equipment, and implement new timing to synchronize signals along Irvine Boulevard from Jamboree to west city
limit.
Funding Source
Expenses to FY25-26 FY26-27 FY27-28 FY28-29
6/30/2025 Requested Requested Planned Planned
FY29-30 FY30-31 Total Project
Planned Planned Cost
139 M2 Fairshare
300,000
300,000
Total
Expenditure
- 300,000
300,000
Construction
300,000
300,000
Total
300,000
300,000
300,000
250,000
200,000
150,000
100,000
50,000
COST BY YEAR
FY26-27
REQUESTED
■ Construction
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City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU,IIN
TRAFFIC SIGNAL INSTALLATION SAN JUAN STREET It RED HILL AVENUE
PROJECT CATEGORY
Traffic Control PROJECT NUMBER
TBA
PROJECT NAME
Traffic Signal Installation San Juan Street Et Red Hill Avenue TOTAL PROJECT COST
300,000
PROJECT MANAGER
TBD FUNDING SOURCE
139 Measure
LOCATION
San Juan Street Et Red Hill Avenue
M2 Fairshare
Description
Installation of traffic signals on Red Hill Avenue between San Juan Street and El Camino Real. The project costs to be split
50/50 between the Compass at Red Hill private development and the City. City's portion is to be reimbursed by Red Hill Plaza
during future private improvements.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested Requested Planned Planned Planned Planned
Cost
139 M2 Fairshare
300,000
300,000
Total
- 300,000
300,000
Expenditure
Construction
300,000
300,000
Total
- 300,000
300,000
F
COST BY YEAR
300,000
250,000
200,000
150,000
100,000
50,000
FY25-26
REQUESTED
■ Construction
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
TRAFFIC SIGNAL INSTALLATION EL CAMINO REAL It AUTO CENTER DRIVE
PROJECT CATEGORY
Traffic Control
PROJECT NUMBER
TBA
PROJECT NAME
Traffic Signal Installation El Camino Real Et Auto Center Drive
TOTAL PROJECT COST
100,000
PROJECT MANAGER
Kyra Tao
FUNDING SOURCE
139 Measure
LOCATION
El Camino Real Et Auto Center Drive
M2 Fairshare
Description
Modify traffic signals
on El Camino Real at Auto Center Dr. The City will collaborate with
the adjacent Costco development
for
50/50 split since this
development modifies the ingress / egress of this intersection.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29
FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested Requested Planned Planned
Planned Planned
Cost
139 M2 Fairshare
100,000
100,000
Total 100,000 100,000
Expenditure
Construction 100,000 100,000
Total 100,000 100,000
F COST BY YEAR
100,000
80,000
60,000
40,000
20,000
FY25-26
REQUESTED
■ Construction
1771 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
2025-2027 CIP Project Detail by Project Type — Transportation Maintenance Projects
ANNUAL PAVEMENT MAINT. AND SIDEWALK REPAIR PROJECT (24/25)
PROJECT CATEGORY Transportation Maintenance PROJECT NUMBER
70024
PROJECT NAME Annual Pavement Maint. And Sidewalk Repair Project (24/25) TOTAL PROJECT COST
3,205,522
PROJECT MANAGER Eric Johnson FUNDING SOURCE
130 Gas Tax
LOCATION Pavement - Zone 6/Sidewalk Citywide 139 Measure M2 Fairshare
200 GF CIP
Description
The City is divided into seven pavement maintenance zones. Every year, street rehabilitation occurs in one zone. Through a rolling
seven year cycle, this program maintains the integrity of City streets. The City maintains a Pavement Management System
(PMS)
for all MPAH roadways every two years and all non-MPAH roadways every six years.
Project activities include: Pavement Rehabilitation and City-wide Sidewalk Repair Program, City-wide Street Striping
and Markings
Program, and the Street and Alley Repair Program.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31
Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned
Cost
130 Gas Tax 500,000 54,009
554,009
139 M2 Fairshare 445,000 1,800,000
2,245,000
200 GF CIP 406,513
406,513
Total 945,000 2,260,522
3,205,522
Expenditure
Design 100,000
100,000
Construction 845,000 2,260,522
3,105,522
Total 945,000 2,260,522
3,205,522
COST BY YEAR
2,500,000
2,000,000
■ Construction
1,500,000
2,260,522 ■Design
1,000,000
845,000
500,000 100.000
EXPENSES TO 6/30/2025 FY25-26
REQUESTED
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
ANNUAL PAVEMENT MAINT. AND SIDEWALK REPAIR PROJECT (25/26)
PROJECT CATEGORY Transportation Maintenance PROJECT NUMBER 70025
PROJECT NAME Annual Pavement Maint. And Sidewalk Repair Project (25/26) TOTAL PROJECT COST 1,700,000
PROJECT MANAGER Eric Johnson FUNDING SOURCE 140 S131
LOCATION Pavement - Zone 7/Sidewalk Citywide
Description
The City is divided into seven pavement maintenance zones. Every year, street rehabilitation occurs in one zone. Through a rolling
seven year cycle, this program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS)
for all MPAH roadways every two years and all non-MPAH roadways every six years.
Project activities include: Pavement Rehabilitation and City-wide Sidewalk Repair Program, City-wide Street Striping and Markings
Program, and the Street and Alley Repair Program.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
140 SB1 700,000 1,000,000 1,700,000
Total
700,000 1,000,000 1,700,000
Expenditure
Design 100,000 100,000
Construction 600,000 1,000,000 1,600,000
Total - 700,000 1,000,000 1,700,000
1,000,000
800,000
600,000
400,000
200,000
FY25-26
REQUESTED
COST BY YEAR
FY26-27
REQUESTED
■ Construction
■ Design
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
OLD TOWN IMPROVEMENTS
PROJECT CATEGORY
Transportation Maintenance
PROJECT NUMBER 70254
PROJECT NAME
Old Town Improvements
TOTAL PROJECT COST 4,401,366
PROJECT MANAGER
Mark Khudadatov
FUNDING SOURCE 200 General
LOCATION
El Camino Real It Main Street
Fund CIP
120 CDBG
Description
189 MCAS Land Sale Proceeds
Utilizing the Downtown Community Core Specific Plan as a guide, design and construct enhancements to improve outdoor
connectivity, mobility, walkability, traffic calming, and way finding within the public right-of-way, with emphasis on safety and
circulation.
Expenses to
FY25-26 FY26-27 FY27-28
FY28-29 FY29-30 FY30-31 Total Project
Funding Source
6/30/2025
Requested Requested Planned
Planned Planned Planned Cost
200 General Fund CIP
201,366
201,366
120 CDBG
411,000
411,000
189 MCAS Land Sale
206,259
3,582,741
3,789,000
Total 407,625 3,993,741
Expenditure
- 4,401,366
Design 207,625 207,625
Construction 200,000 3,993,741 4,193,741
Total 407,625 3,993,741 4,401,366
COST BY YEAR
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000 200,000 AA
500,000 207,625
EXPENSES TO 6/30/2025
FY25-26
REQUESTED
■ Construction
■ Design
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PROJECT CATEGORY
PROJECT NAME
PROJECT MANAGER
LOCATION
Description
City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
Transportation Maintenance
Red Hill Utility Undergrounding
Eric Johnson
Red Hill Avenue
RED HILL UTILITY UNDERGROUNDING
PROJECT NUMBER 70255
TOTAL PROJECT COST 13,933
FUNDING SOURCE 130 Gas Tax
Other
Coordination with Southern California Edison and property developer to underground existing overhead utilities.
Expenses to
FY25-26 FY26-27 FY27-28 FY28-29
FY29-30 FY30-31 Total Project
Funding Source
6/30/2025
Requested Requested Planned Planned
Planned Planned Cost
130 Gas Tax
9,179
821
10,000
Other
3,933
3,933
Total
13,112
821
13,933
Expenditure
Design 13,112 821 13,933
Total
14,000
12,000
10,000
8,000
6,000
4,000
2,000
13,112 821
COST BY YEAR
EXPENSES TO 6/30/2025
FY25-26
REQUESTED
13,933
■ Design
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
THE COMPASS AT RED HILL MEDIAN
PROJECT CATEGORY
Transportation Maintenance PROJECT NUMBER
TBA
PROJECT NAME
The Compass At Red Hill Median TOTAL PROJECT COST
100,000
PROJECT MANAGER
TBD FUNDING SOURCE
139 Measure
LOCATION
Red Hill Avenue south of San Juan Street
M2 Fairshare
Description
Installation of raised medians on Red Hill Avenue near San Juan Street. Project cost to be split 50/50 between The Compass at
Red Hill private development and the City. City's portion to be reimbursed by Red Hill Plaza during future private improvements.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested Requested Planned Planned Planned Planned
Cost
139 M2 Fairshare
100,000
100,000
Total
- 100,000
100,000
Expenditure
Construction
100,000
100,000
Total
- 100,000
100,000
COST BY YEAR
I
100,000
80,000
60,000
40,000
20,000
FY25-26
REQUESTED
■ Construction
1821 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU,IIN
JAMBOREE ROAD REHABILITATION BARRANCA PARKWAY TO OCTA/SCRRA
PROJECT CATEGORY Transportation Maintenance PROJECT NUMBER TBA
PROJECT NAME Jamboree Road Rehabilitation Barranca Parkway To OCTA/SCRRA TOTAL PROJECT COST 2,600,000
PROJECT MANAGER TBD FUNDING SOURCE 140 S131
LOCATION Barranca Parkway To OCTA/SCRRA
Description
Removal and deep lift repairs of asphalt concrete pavement failure areas, cold plane, construction of asphalt concrete resurfacing,
traffic loops, and traffic striping.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
140 SB1 600,000 2,000,000 2,600,000
Total
- 600,000 2,000,000
- 2,600,000
Expenditure
Design 600,000 600,000
Construction 2,000,000 2,000,000
Total - 600,000 2,000,000 2,600,000
2,000,000
1,500,000
1,000,000
500,000 600,000
FY25-26
REQUESTED
COST BY YEAR
FY26-27
REQUESTED
■ Construction
■ Design
1831 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
r- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
JAMBOREE ROAD REHABILITATION 1-5 TO PORTOLA PARKWAY
PROJECT CATEGORY
Transportation Maintenance PROJECT NUMBER
TBA
PROJECT NAME
Jamboree Road Rehabilitation 1-5 To Portola Parkway TOTAL PROJECT COST
10,600,000
PROJECT MANAGER
TBD FUNDING SOURCE
Unfunded
LOCATION
1-5 to Portola Parkway
Description
Removal and deep lift repairs of asphalt concrete pavement failure areas, cold plane, construction of asphalt concrete resurfacing,
traffic loops, and traffic
striping.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested Requested Planned Planned Planned Planned
Cost
Unfunded
10,600,000
10,600,000
Total
10,600,000
10,600,000
Expenditure
Design
600,000
600,000
Construction
10,000,000
10,000,000
Total
10,600,000
10,600,000
COST BY YEAR
12,000,000
PV
10,000,000
■ Construction
8,000,000
10,000,000 ■ Design
6,000,000
4,000,000
2,000,000
600.000
FY26-27
REQUESTED
1841 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
2025-2027 CIP Project Detail by Project Type — Transportation Capacity Projects
PROJECT CATEGORY Transportation Capacity
PROJECT NAME Valencia Avenue Widening
PROJECT MANAGER TBD
LOCATION Between Newport and Red Hill Avenue
VALENCIA AVENUE WIDENING
PROJECT NUMBER TBA
TOTAL PROJECT COST 2,200,000
FUNDING SOURCE 139 Measure
M2 Fairshare
Description
Roadway widening and intersection improvements including acquisition of right-of-way to facilitate widening to augmented
primary arterial status. Valencia Avenue was restriped to 4-lanes with the Newport Avenue/SR55 Ramp Reconfiguration
Project (CIP No. 70130). This project will complete the widening on both the north and south side of Valencia Avenue and
include a landscaped median and bicycle lanes. Project will include intersection improvements at Valencia/Red Hill to include
northbound and southbound double left turn lanes and a separate southbound right turn lane.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-32 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
139 M2 Fairshare - 500,000 5,000,000 5,500,000
Total 500,000 5,000,000 5,500,000
Expenditure
Design 500,000 500,000
Righ-of-Way 2,000,000 2,000,000
Construction 3,000,000 3,000,000
Total 500,000 5,000,000 5,500,000
F- COST BY YEAR
5,000,000
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
FY26-27 FY27-28
FY28-29 FY29-30
REQUESTED PLANNED
PLANNED PLANNED
FY30-32
PLANNED
■ Construction
■ Righ-of-Way
■ Design
1851 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD12-E4099DOE117E
City of Tustin
r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
2025-2027 CIP Project Detail by Project Type — Water Distribution Projects
WATER MAIN REPLACEMENT BROWNING AVENUE
PROJECT CATEGORY
Water Distribution PROJECT NUMBER
60172
PROJECT NAME
Water Main Replacement Browning Avenue TOTAL PROJECT COST
4,160,000
PROJECT MANAGER
TBD FUNDING SOURCE
301 Water
LOCATION
Beverly Glen to La Colina
Capital
Description
Install 16" ductile iron
pipe transmission main to improve flow conditions to and from the Simon Reservoir. Procure
consultant
design services and inspection
services, bid, and have 2600' of ductile iron pipe installed by contractor.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-32
Total Project
Funding Source
6/30/2025 Requested Requested Planned Planned Planned Planned
Cost
301 Water Capital
416,000 3,744,000
4,160,000
Total
- 416,000 3,744,000
4,160,000
Expenditure
Design
416,000
416,000
Construction
3,744,000
3,744,000
Total
416,000 3,744,000
4,160,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
FY26-27
REQUESTED
COST BY YEAR
FY27-28
PLANNED
■ Construction
■ Design
1861 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU,IIN
EL CAMINO REAL MAIN LINE RELOCATION
PROJECT CATEGORY
Water Distribution
PROJECT NUMBER
60178
PROJECT NAME
El Camino Real Main Line Relocation
TOTAL PROJECT COST
540,000
PROJECT MANAGER
Eric Johnson
FUNDING SOURCE
301 Water
LOCATION
El Camino Real
Capital
Description
The Orange County Transportation Authority (OCTA) is partnering with Caltrans in a project that proposes to widen Interstate 5 (1
5) between Yale Avenue in Irvine and State Route 55 (SR-55), including improvements to the northbound off -ramp at Red Hill
Avenue. The existing City of Tustin 8" water main in El Camino Real will be affected by the proposed retaining wall
improvements. Under a reimbursement agreement, the City is responsible for designing and constructing water main relocation
improvements. The project includes the relocation/reconstruction of approximately 550 lineal feet of 8" water main in El Camino
Real.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-32 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
301 Water Capital 116,258 423,742 540,000
Total 116,258 423,742 540,000
Expenditure
Design 40,000 40,000
Construction 76,258 423,742 500,000
Total
500,000
400,000
300,000
200,000
100,000
116,258 423,742
76,258
40,000
EXPENSES TO 6/30/2025
COST BY YEAR
FY25-26
REQUESTED
540,000
■ Construction
■ Design
1871 Page
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City of Tustin
r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
WATER MAIN REPLACEMENT ACROSS SERVICE AREA
PROJECT CATEGORY
Water Distribution
PROJECT NUMBER
TBA
PROJECT NAME
Water Main Replacement Across Service Area
TOTAL PROJECT COST
6,000,000
PROJECT MANAGER
TBD
FUNDING SOURCE
301 Water
LOCATION
Across Service Area
Capital
Description
Pipeline replacement throughout service area to address deteriorating main lines.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29
FY29-30 FY30-32
Total Project
Funding Source
6/30/2025 Requested Requested Planned Planned
Planned Planned
Cost
301 Water Capital
100,000 1,900,000 2,100,000
900,000 1,000,000
6,000,000
Total
- 100,000 1,900,000 2,100,000
900,000 1,000,000
6,000,000
Expenditure
Design
100,000 100,000
100,000
300,000
Construction
1,900,000 2,000,000
900,000 900,000
5,700,000
Total
100,000 1,900,000 2,100,000
900,000 1,000,000
6,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
�� II.
FY26-27
REQUESTED
COST BY YEAR
FY27-28 FY28-29 FY29-30 FY30-32
PLANNED PLANNED PLANNED PLANNED
■ Construction
■ Design
1881 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU,IIN
2025-2027 CIP Project Detail by Project Type — Water Production Projects
WELL REHABILITATION PROGRAM
PROJECT CATEGORY Water Production PROJECT NUMBER 60177
PROJECT NAME Well Rehabilitation Program TOTAL PROJECT COST 2,679,877
PROJECT MANAGER Michael Chandler FUNDING SOURCE 301 Wtr Cap
LOCATION Various 307 2024 Water Bond
Description
Routine rehabilitation of wells. FY 25-26 Main Street #3, FY 26-27 Newport Well #3, FY 27-28 Columbus Tustin.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
301 Water Capital 29,877 750,000 779,877
307 2024 Water Bond 750,000 1,150,000 1,900,000
Total 29,877 750,000 1,150,000 750,000 2,679,877
Expenditure
Construction 29,877 750,000 1,150,000 750,000 2,679,877
Total 29,877 750,000 1,150,000 750,000 2,679,877
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
EXPENSESTO
6/30/2025
COST BY YEAR
FY25-26 FY26-27 FY27-28
REQUESTED REQUESTED PLANNED
■ Construction
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Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
17TH STREET TREATMENT FACILITY ELECTRICAL REPLACEMENT
PROJECT CATEGORY
Water Production PROJECT NUMBER
TBA
PROJECT NAME
17Th Street Treatment Facility Electrical Replacement TOTAL PROJECT COST
3,300,000
PROJECT MANAGER
Michael Chandler FUNDING SOURCE
301 Water
LOCATION
17th Street
Capital
Description
Design and replace electrical system at treatment facility.
Funding Source
Expenses to FY25-26
6/30/2025 Requested
FY26-27 FY27-28
Requested Planned
FY28-29 FY29-30 FY30-31 Total Project
Planned Planned Planned Cost
301 Water Capital
300,000
3,000,000
3,300,000
Total
Expenditure
- 300,000
3,000,000
3,300,000
Design
Construction
300,000
3,000,000
300,000
3,000,000
Total
- 300,000
3,000,000
3,300,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
300,000
FY25-26
REQUESTED
COST BY YEAR
FY26-27
REQUESTED
■ Construction
■ Design
1901 Page
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City of Tustin r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
2025-2027 CIP Project Detail by Project Type — Tustin Legacy Projects
PROJECT CATEGORY
Tustin Legacy Facilities
PROJECT NUMBER 20083
PROJECT NAME
Tustin Legacy Linear Park
TOTAL PROJECT COST 14,900,301
PROJECT MANAGER
Mark Khudadatov
FUNDING SOURCE 187 MCAS
LOCATION
Armstrong Avenue to Warner Avenue
Backbone/189 MCAS Land Sale Proceeds
443 CFD 14-1
Description
Design and construction of Tustin Legacy Linear Park from Armstrong
Avenue to Warner Avenue in Neighborhoor D South. This
project is part of the Tustin Legacy Backbone Infrastructure Program.
This project will be designed in conjunction with the
Armstrong Avenue and Warner Avenue pedestrian bridges and Neighborhood D South Phase 2 Improvements to address overlapping
infrastructure elements.
Rough grading of the park site will include initial
elements of the pedestrian bridges and will take into
account project boundaries
and limits associated with the roadway improvements
constructed as part of the Neighborhood D South
Phase 2 Improvements project.
Expenses to FY25-26 FY26-27
FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source
6/30/2025 Requested Requested
Planned Planned Planned Planned Cost
187 MCAS Backbone
725,313 6,402,454
7,127,767
189 MCAS Land Sale
7,611,752
7,611,752
443 CFD 14-1
160,783
160,783
Total
886,096 14,014,205
14,900,301
Expenditure
Design
626,095
626,095
Construction
260,000 14,014,206
14,274,206
Total
886,095 14,014,206
14,900,301
COST BY YEAR
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000 626.095
EXPENSES TO 6/30/2025 FY25-26
REQUESTED
■ Construction
■ Design
1911 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin r- _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU�IIN
TUSTIN RANCH ROAD PEDESTRIAN BRIDGE
PROJECT CATEGORY Tustin Legacy Facilities PROJECT NUMBER 70243
PROJECT NAME Tustin Ranch Road Pedestrian Bridge TOTAL PROJECT COST 17,330,703
PROJECT MANAGER TBD FUNDING SOURCE 187 MCAS
LOCATION Tustin Ranch Road Backbone Fees
Description
Design and construction of pedestrian bridge over Tustin Ranch Road. This project is part of the Tustin Legacy Backbone
Infrastructure Program.
Expenses to FY25-26
FY26-27
FY27-28 FY28-29
FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested
Requested
Planned Planned
Planned Planned Cost
187 MCAS Backbone 1,529,211
500,000
15,301,492
17,330,703
Total 1,529,211 500,000 15,301,492 17,330,703
Expenditure
Design 1,365,966 500,000 1,865,967
Construction 163,244 15,301,492 15,464,736
Total 1,529,211 500,000 15,301,492
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
COST BY YEAR
EXPENSESTO FY25-26 FY26-27
6/30/2025 REQUESTED REQUESTED
FY27-28 FY28-29
PLANNED PLANNED
17,330,703
■ Construction
■ Design
1921 Page
Docusign Envelope ID: F2C6D98E-7421-4E6C-BD1 2-E4099DOE1 17E
City of Tustin
r— _
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
IU�IIN
NEIGHBORHOOD D SOUTH INFRASTRUCTURE - PHASE 2
PROJECT CATEGORY
Tustin Legacy Facilities
PROJECT NUMBER
70256
PROJECT NAME
Neighborhood D South Infrastructure - Phase 2
TOTAL PROJECT COST
10,511,202
PROJECT MANAGER
Mark Khudadatov
FUNDING SOURCE
189 MCAS
LOCATION
Tustin Ranch Road, Warner Avenue,
Land Sale Proceeds
Barranca Parkway, and Armstrong Avenue
Description
Design and construction of infrastructure in the area generally bounded by Tustin Ranch Road, Warner Avenue, Barranca
Parkway, and Armstrong Avenue. This project will be designed in conjunction with the Armstrong Avenue and Warner Avenue
pedestrian bridges and the Tustin Legacy Park within Neighborhood D South to address overlapping infrastructure elements.
Rough grading for the roadways in this project will be completed with the rough grading of the Tustin Legacy Park project.
Expenses to
FY25-26
FY26-27 FY27-28 FY28-29
FY29-30 FY30-31 Total Project
Funding Source 6/30/2025
Requested
Requested Planned Planned
Planned Planned Cost
189 MCAS Land Sale 7,426,202
2,000,000
1,085,000
10,511,202
Total 7,426,202 2,000,000 1,085,000 10,511,202
Expenditure
Design 510,193 93,590 603,783
Construction 6,916,010 1,906,410 1,085,000 9,907,420
Total 7,426,202 2,000,000 1,085,000 10,511,202
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
COST BY YEAR
510,193
6,916,010
93,590
1,906,410
1,085,000
EXPENSES TO 6/30/2025
FY25-26 FY26-27
REQUESTED REQUESTED
■ Design
■ Construction
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ARMSTRONG AVENUE PEDESTRIAN BRIDGE
PROJECT CATEGORY Tustin Legacy Facilities PROJECT NUMBER 70257
PROJECT NAME Armstrong Avenue Pedestrian Bridge TOTAL PROJECT COST 8,868,455
PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 187 MCAS
LOCATION Armstrong Avenue Backbone Fees
189 MCAS Land Sale/CFD 06-01
Description
Design and construction of a pedestrian bridge over Armstrong Avenue. This project is part of the Tustin Legacy Backbone
Infrastructure Program. This project will be designed in conjunction with the Tustin Legacy Park in Neighborhood D South, the
Warner Avenue pedestrian bridge, and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure
elements. The pedestrian bridge will be split into two phases. The first phase will include rough grading, surcharge, and
establishment of the structural mounds. The second phase will include final improvements associated with the bridge.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source 6/30/2025 Requested Requested Planned Planned Planned Planned Cost
187 MCAS Backbone 2,496,300 2,333,700 4,830,000
189 MCAS Land Sale 51,455 3,920,000 3,971,455
CFD 06-01 67,000 67,000
Total
2,614,755 6,253,700
- 8,868,455
Expenditure
Design 1,186,203 1,186,203
Construction 1,428,552 6,253,700 7,682,252
Total 2,614,755 6,253,700 8,868,455
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
COST BY YEAR
6,253,700
1,428,552
1,186,203
EXPENSES TO 6/30/2025
FY25-26
REQUESTED
■ Construction
■ Design
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City of Tustin--
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2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget
CORNERSTONE II INFRASTRUCTURE
PROJECT CATEGORY
Tustin Legacy Facilities
PROJECT NUMBER
70262
PROJECT NAME
Cornerstone II Infrastructure
TOTAL PROJECT COST
12,400,000
PROJECT MANAGER
TBA
FUNDING SOURCE
189 MCAS
LOCATION
Warner AvenuelArmstrong Avenue
Land
Sale Proceeds
Oesc ri pti on
Design and construct public improvements for the development of Cornerstone II located at Warner Avenue and Armstrong
Avenue. The proj ect
includes site grading and construction of roadways and utilities.
Expenses to FY25-26 FY26-27 FY27-28 FY28-29
FY29-30 FY30-31
Total Project
Funding Source
613012025 Requested Requested Planned Planned
Planned Planned
Cost
189 MCAS Land Sale
150,000 250,000 12,000,000
12,400,000
Total
150,000 250,000 12,000,000
12,400,000
Expenditure
Design
150,000 250,000
400,000
Construction
12,000,000
12,000,000
Total
150,000 250,000 12,000,000
12,400,000
COST BY YEAR
12,00o,000
io,00o,000
s,00o,000
■ construction
6,000,000
■ design
4,000,000
21000,000
i
EXPENSESTO FY25-26 FY26-27 FY27-29
6/30/2025 REQUESTED REQUESTED PLANNED
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NEIGHBORHOOD G PHASE 1
PROJECT CATEGORY
Tustin Legacy Facilities
PROJECT NUMBER 70258
PROJECT NAME
Neighborhood G Phase 1
TOTAL PROJECT COST 77,072,244
PROJECT MANAGER
TBD
FUNDING SOURCE 189 MCAS
LOCATION
Tustin Ranch Road / Edinger Avenue
Land Sale Proceeds
187 MCAS Backbone
Description
Infrastructure to support the disposition of land in Neighborhood G, which is bounded by Edinger Avenue, Tustin Ranch Road, Moffett
Drive, and Jamboree Road. Neighborhood G will be constructed in phases. Phase 1 is the southern half of the neighborhood. Design of
utilities, roadways, drainage, and site grading began in FY 23-24. The project includes a Backbone Program contribution of
$15,003,000.
Expenses to FY25-26 FY26-27
FY27-28 FY28-29 FY29-30 FY30-31 Total Project
Funding Source
6/30/2025 Requested Requested
Planned Planned Planned Planned Cost
189 MCAS Land Sale
442,346 3,312,154
31,772,744 32,000,000 67,527,244
187 MCAS Backbone
9,545,000 9,545,000
Total
442,346 3,312,154
41,317,744 32,000,000 77,072,244
Expenditure
Design
442,346 3,312,154
3,754,500
Construction
41,317,744 32,000,000 73,317,744
Total
442,346 3,312,154
41,317,744 32,000,000 77,072,244
COST BY YEAR
45,000,000
40,000,000
35,000,000
30,000,000
25,000,000 ■ Construction
20,000,000 41,317,744 1 32,000,000 ■ Design
15,000,000
10,000,000
5,000,000
EXPENSESTO FY25-26 FY27-28 FY28-29
6/30/2025 REQUESTED PLANNED PLANNED
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TUSTIN LEGACY PARK
PROJECT CATEGORY
Tustin Legacy Facilities
PROJECT NUMBER
TBA
PROJECT NAME
Tustin Legacy Park
TOTAL PROJECT COST
58,190,000
PROJECT MANAGER
TBD
FUNDING SOURCE
187 MCAS
LOCATION
Tustin Legacy Neighborhood G
Backbone/189 MCAS
Land Sale
Description
Design and construct the segment of Legacy Park between Tustin Ranch Road and Edinger Avenue.
Expenses to FY25-26
FY26-27 FY27-28
FY28-29 FY29-30 FY30-31
Total Project
Funding Source
6/30/2025 Requested
Requested Planned
Planned Planned Planned
Cost
187 MCAS Backbone
550,000
550,000
189 MCAS Land Sale
-
7,040,000
50,600,000
57,640,000
Total
7,590,000 50,600,000 58,190,000
Expenditure
Design
7,590,000 7,590,000
Construction
50,600,000 50,600,000
Total
7,590,000 50,600,000 58,190,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
FY26-27
REQUESTED
COST BY YEAR
FY27-28
PLANNED
FY28-29
PLANNED
■ Construction
■ Design
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Gann Appropriations Limit Calculation & Resolution
In November 1979 the voters of the State of California approved Proposition 4, commonly known as the "Gann Initiative" or
"Gann Limit." The Proposition created Article XIIIB of the State Constitution placing limits on the amount of revenue which can
be spent by all entities of government from the "proceeds of taxes." Proposition 4 became effective for the 1980-81 fiscal year,
but the formula for calculating the Limit was based on the 1978-79 "base year" revenues, with adjustments being made
annually to reflect increase in population and cost of living.
Section 9710 of the California Government Code, added in 1980 by the State Legislature, provides that "each year, the
governing body of each local jurisdiction shall, by resolution, establish its appropriations Limit for the following year." In June
of 1990 the California Voters approved Proposition 111. Among other things, Proposition 111 provided new adjustment
formulas, which make the Appropriations Limit more responsive to local growth issues. Only tax proceeds are subject to the
Limit. Charges for services, regulatory fees, grants, loans, donations and other non -tax proceeds are not subject to the Limit.
Proposition 111 also established a requirement for an annual review of Limit calculations. Each year the City Council must
adopt by resolution the City's appropriations limit for the following year. The following is the calculation for the City's Gann
Appropriations Limit for FY 2025-26.
Tustin's annual appropriation limit has been determined in accordance with Article XIIIB of the California State Constitution
and Section 7902 of the California Government Code. The City will be below its Legal appropriations limit by $61,177,521
using the change in the assessment roll of the preceding year and City population growth factors.
140,000,000
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
City of Tustin - Appropriation Limit by Year
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
■ Limit
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2025-2026 Gann Appropriations Limit Calculation
Appropriations Limit
City of Tustin
Fiscal Year 2025-2026
AMOUNT
Last Year's Limit (2024-2025) $123,083,568
Adjustment Factors
1. Population(') 1.0017
2. Change in Assessed Valuation(') 1.0675
Total Adjustment Factor(3) 1.0693
Total Adjustments $8,531,507
Appropriations Limit for Fiscal Year 2025-2026 $131,615,075
Appropriations Subject to Limit:
Proceeds of Taxes $70,437,554
Minus Exclusions -
Appropriations Subject to Limit $70,437,554
Fiscal Year 2025-26 Appropriations Limit $131,615,075
Less Appropriations Subject to the Limit $70,437,554
Difference Under the Limit $61,177,521
MThe population factor may be based on the change in population of 1) the City; or 2) the County of Orange, as
provided by the State of California's Department of Finance. The population factor adopted by the City for the
current year appropriation limit represents the change in population of the City of Tustin.
(')The inflation factor may be based on 1) the change in per capita personal income for the State of California as
provided by the State of California's Department of Finance; or 2) the change in assessed valuation due to new
nonresidential construction within the City. The inflation factor adopted by the City for the current year's
appropriation limit represents the change in assessed valuation.
MThe total adjustment factor is calculated by multiplying the population factor by the inflation factor.
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RESOLUTION NO. 25-41
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
TUSTIN, CALIFORNIA, ❑ETERMINING AND ADOPTING AN
APPROPRIATION LIMIT FOR THE FISCAL YEAR 2025-
2026 IN ACCORDANCE WITH ARTICLE XIII B OF THE
CONSTITUTION OF THE STATE OF CALIFORNIA, AND
SECTION 7910 OF THE GOVERNMENT CODE
The City Council of the City of Tustin does hereby resolve as follows:
WHEREAS, Article XIII B was added to the Constitution of the State of California
at a general election held on November 6, 1989; and
WHEREAS, an annual appropriation limit must be determined for this City effective
for the Fiscal Year beginning July 1, 2025; and
WHEREAS, the appropriation limit must be adhered to in preparing and adopting
this City's Annual Budget;
NOW, THEREFORE, the City Council of the City of Tustin does hereby resolve
and order as follows;
Section 1: In accordance with Article XIII B of the Constitution of the State of
California, and Section 7910 of the Government Code, and as set forth in detail in the
attached Exhibit "A", that the appropriation limit far the Fiscal Year beginning July 1, 2025,
through June 30, 2026, is $131,615,075.
Section 2: The appropriation limit shall not be exceeded in the adopted budget
or by any proposed amendment to the budget.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Tustin held on the 31d day of June 2025.
AUSTIN LUMBARD;
Mayor
ATTEST:
ERICA YASU DA,
City Clerk
Resolution 25-41
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STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
CITY OF TUSTIN }
I, Erica Yasuda; City Clerk and ex-officia Clerk of the City Council of the City of Tustin;
California, do hereby certify that the whole number of the members of the City Council
of the City of Tustin is five; that the above and foregoing Resolution No. 25-41 was duly
passed and adopted at a regular meeting of the Tustin City Council, held on the 3,d day
of June 2025, by the following vote:
COUNCILMEMBER AYES:
COUNCILMEMBER NOES:
COUNCILMEMBER ABSTAINED:
COUNCILMEMBER ABSENT:
ERICA YASUDA,
City Clerk
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Budget & Resolution
RESOLUTION NO. 25-45
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
TUSTIN, CALIFORNIA, ADOPTING THE 2025-2027
BIENNIAL BUDGET AND RELATED DOCUMENTS FOR
FISCAL YEAR 2025-2026
WHEREAS, in accordance with Section 1415 of the Tustin City code, the City
Manager has prepared and submitted to the City Council a Proposed Biennial Budget for
the 2025-2027 fiscal years, beginning July 1, 2025; and
WHEREAS, the City Council, as the legislative body of the City, has reviewed the
proposed biennial) budget:
NOW, THEREFORE, the City Council of the City of Tustin does hereby resolve,
determine and order as follows:
SECTION 1. A certain document is on file in the office of the City Clerk of the City
of Tustin, being marked and designated "2026-2027 Biennial Operating & Capital
Improvement Program Budget". The said document, as prepared by the City Manager
and reviewed by the City Council, is hereby adopted for the fiscal year commencing July
1, 2025;
SECTION 2. The following sums of money are hereby appropriated from the
anticipated revenues and available fund balances of the City of Tustin for the Fiscal Year
2025-2026.
GOVERNMENTAL FUNDS
General Fund:
City Council
$ 127,454
City Clerk
1,097,658
City Attorney
900,000
City Manager
563,481
Real Property
2,708,375
Finance
2,116, 247
Human Resources
1,609,723
Community Development
5,989,649
Public Works
18,476,877
Police
41,379, 233
Fi re
11,496, 069
Parks & Recreations
6,068,538
Non -Departmental
17,078,438
Total General Fund
109,611,742
Resolution 25-45
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City of Tustin
2025-27 Biennial Fiscal Operating & Capital Improvement Program Budget IU,IIN
5oecial Revenue Funds
American Rescue Plan Act (ARPA)
707,877
Cable PEG Fees
150,000
CDBG
1,420,822
Community Facilities DistrictslTax B
13,856,250
Gas Tax
2,728,825
Measure M2
2,863,539
PARS Pension and OPEB
85,000
RNSP Assest Forfeiture
216,000
Road Maint & Rehab Allocation
2,607,254
SCAQMD
321,000
Solid Waste
449,969
Special Events
644,480
Supplemental Law Enforcement
388,551
Tustin Landscape & Lighting District
923,000
Tustin Street Lighting
1,784,545
Total Special Revenue Fund
29,147,112
Capital Projects Funds
Backbone Fee
9,062,836
Capital Projects
9,627,612
GFD 06-1 Construction
1,303
Park Development
8,684,215
Proceeds of Land Sales
39,614,472
Total Capital Projects Fund
66,990,438
Internal Service Funds
Equipment Replacement 2,900,633
Information Technolcgy 5,111,348
Risk Management Funds (181,182,183) 5,738,300
Total Internal Service Fund 13,750,281
TOTAL GOVERNMENTAL FUNDS $ 219,499,573
WATER ENTERPRISE FUNDS
Operations/Debt Service $ 26,055,735
Capital Improvements 1,533,742
TOTAL WATER ENTERPRISE FUNDS $ 27,589,477
GRAND TOTAL 247,089,050
SECTION 3. The Financial & Budget Policies as presented in the Fiscal Year
2025-2026 Budget are hereby adopted by the City Council.
Resolution 25-45
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PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin;
California, held on the 3111 day of June 2025.
AUSTIN LUMBARD,
Mayor
ATTEST:
E RI CA YAS U DA,
City Clerk
Resolution 25-45
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STATE OF CALIFORNIA j
COUNTY OF ORANGE ) SS
CITY OF TUSTIN j
I; Erica Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin,
California, do hereby certify that the whole number of the members of the City Council
of the City of Tustin is five; that the above and foregoing Resolution No. 25-45 was duly
passed and adopted at a regular meeting of the Tustin City Council, held an the 311, day
of June 2025, by the following vote:
CDUNCILMEMBER AYES-
CDUNCILMEMBER NOES:
CDUNCILMEMBER ABSTAINED:
CDUNCILMEMBER ABSENT:
ERICA YASUDA,
City Clerk
Resol-it o f 2t.-45
Ps e 1 of
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Financial & Budget Policies
FUND BALANCE POLICY
General Fund Reserves
The General Fund Reserve Policy established on October 16, 2012 provides that the City will maintain a reserve of at least
15% to 20% of annual General Fund operating expenditures. General Fund Reserves may fall to less than 15% if the City
Council declares a financial emergency.
Pension Reserves
In 2018, the City established a trust with Public Agency Retirement Services (PARS) to hold assets that are legally restricted
for pension expenses of the City. The City has contributed $13.6 million into a Pension Trust held by Public Agency Retirement
Services (PARS). The Pension Trust provides for rate stabilization since Pension Trust assets can be used to offset
unanticipated increases in CaLPERS pension costs. Pension Trust assets are managed in a customized investment strategy that
balances risk and return and provides for diversification. The proposed 2025-27 Budget reflects additional contributions of $2
million.
Emergency Reserves
On October 16, 2012, the City Council established an Emergency Reserve Fund in the amount of $1 million for use in a City
Council declared emergency such as earthquake, flood, and fire.
Other Post -Employment Benefits (OPEB) Trust
In 2018, the City established a trust with PARS to hold assets that are legally restricted for other post -employment benefit
(OPEB) expenses of the City. Over the past five years, the City has made $4.0 million in contributions into the OPEB Trust. The
OPEB Trust assets are managed in a customized investment strategy that balances risk and return and provides for
diversification. The proposed 2025-27 Budget reflects additional contributions of $500,000.
REVENUE MANAGEMENT POLICIES
Fees and Cost Recovery
User fees and charges shall be established at a level related to the direct and indirect cost of providing the service, wherever
possible. On July 20, 2021, the City Council directed the City's Finance Director to annually review and, as appropriate,
recommend to the City Council approval of an increase of the user fees and charges in accordance with the Consumer Price
Index (CPI) reported in the month of February/March for the corresponding year for the Los Angeles -Long Beach -Anaheim
area for all Urban Consumers.
On July 20, 2021, the City Council also directed the City Manager to submit an updated user fee study and report to the City
Council at least every five (5) years.
A full Comprehensive Fee Study is planned to be completed during the 2025-26 fiscal year.
PENSION FUNDING POLICY
The Pension Funding Policy is based on a comprehensive Long-term fiscal strategy designed to mitigate against risk exposure
through diversification and utilizing a dollar -cost averaging approach in order to provide for fiscal sustainability. The City's net
pension liability was $78 million as of June 30, 2024, or 78.0% funded, which is based on the most recent CaLPERS actuarial
valuation report issued in July 2023. Detail information will be available when CaLPERS issues the next valuation report in
July of 2025. The City has also deposited funds into a separate Pension Trust, which is held by Public Agency Retirement
Services (PARS). The PARS Pension Trust has a balance of approximately $16.9 million, which reduces the City's net pension
liability.
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The Pension Trust provides for rate stabilization since Pension Trust assets can be used to offset unanticipated increases in
CaIPERS pension costs. Pension Trust assets are managed in a customized investment strategy that balances risk and return
and provides for diversification. The City plans to make annual contributions of $2 million to the PARS Pension Trust while
also continuing to make additional discretionary payments of $2 million to CaIPERS through the 2025-26 fiscal year, which is
in addition to the amount required to be paid annually to CaIPERS. Based on this Pension Funding Policy, it is projected that
the City will achieve a 90% funded status within the next six years and all pension debt will be paid off in 2036-37. However,
this is dependent on CaIPERS earning 6.8% on investments on average through 2036-37.
INVESTMENT POLICY
This investment policy applies to the City of Tustin's pooled investment portfolio, which encompasses all monies under the
direct oversight of the Treasurer. The funds covered by this policy are accounted for and incorporated in the City of Tustin's
Annual Comprehensive Financial Report (ACFR) and include:
➢ General Fund
➢ Special Revenue Funds
➢ Capital Project Funds
➢ Proprietary Funds
➢ Successor Agency to the Dissolved Tustin Community Redevelopment Agency
➢ Other funds that may be created
Investment of bond proceeds will be made in accordance with applicable bond indentures. The scope of this policy excludes
funds invested in the PARS pension and OPEB trusts, as these funds are subject to the IRS rules, the trust agreement, and
PARS investment guidelines.
The standard of prudence, according to California Code section 53600.3, to be used by the Treasurer and designated
representative(s), shall be the "prudent investor" standard and shall be applied in the context of managing the overall portfolio.
Persons authorized to make investment decisions on behalf of the City are trustees and therefore fiduciaries subject to the
prudent investor standard which states, "When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing
public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but
not limited to, the general economic conditions and the anticipated needs of the City, that a prudent person acting in the like
capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard
the principal and maintain the liquidity needs of the City". Within the limitations of this section and considering individual
investments as part of an overall strategy, investments may be acquired as authorized by law.
The primary objectives of the City of Tustin's cash management and investment program, in priority order, shall be:
➢ Safety: It is the primary duty and responsibility of the City, City Council, City Treasurer (Treasurer), City Manager, and
City Staff to diligently protect, preserve, and maintain intact the principal placed in trust with the City on behalf of the
citizens of the community. Investments by the City Treasurer and/or designated representative(s) shall be undertaken
in a manner that seeks to ensure the preservation of principal in the overall portfolio. To attain this objective, the City
Treasurer will diversify investments by investing funds among a variety of security types, credit counterparties, and
individual financial institutions. This will be done while continually assessing risks inherent in fixed income investing,
including but not limited to: interest rate risk, default risk, reinvestment risk and inflation risk.
➢ Liquidity: The City's investment portfolio will remain sufficiently liquid to enable the City to meet all operating
requirements which might be reasonably anticipated. The City will keep enough cash and cash equivalents on hand
to ensure a minimum of six months of expenditures can be met.
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➢ Return on Investments: The City's investment portfolio shall have the objective of attaining a market rate of return
throughout budgetary and economic cycles. Comparative performance measurements will be commensurate with the
City's investment risk constraints as outlined in this investment policy and the City's cash flow requirements.
PURCHASING POLICY
Purchasing Card Policy
This policy establishes guidelines forth edistribution and use of purchasing cards issued by the City of Tustin for all employees.
Purchasing cards may be provided to employees in certain positions within the City as determined by the Finance Director, in
consultation with the employee's immediate supervisor.
The Finance Director is responsible for the issuance of purchasing cards, accounting, monitoring, and generally overseeing
compliance with this Purchasing Card Policy.
Purchasing card limits will be determined by the Finance Director. There is no cash access feature (cash advance) on the
purchasing cards. Purchasing cards must be safeguarded to prevent loss, theft of public funds or unauthorized use. In addition
to following the purchasing card company's procedures for lost or stolen cards, the Finance Director shall be notified
immediately if the purchasing card or purchasing card number is lost or stolen, or in any way compromised. Purchasing cards
must only be used by City employees for proper City business purposes. Use of purchasing cards for personal transactions is
strictly prohibited. Employees using purchasing cards must complete a Purchasing Card Authorization Form for each purchase
or credit processed on their purchasing card. The Authorization Form must be signed by their supervisor or director, depending
on the dollar amount of their signing authority. An employee having a purchasing card, who also has sufficient signing
authority, may sign their own Authorization Forms. The Authorization Form, along with all documentation, receipts, and packing
slips, must be submitted to Accounts Payable within five (5) days of the transaction. In the case of meals and business travel
expenses, each receipt must include the names of all persons involved in the purchase, and a brief description of the business
purpose. Receipts are reconciled to the monthly purchasing card statement by Accounts Payable. Failure to provide receipts
to the Finance Department in a timely manner could result in loss of purchasing card privileges.
The purchasing card issued in the name of the employee and the City of Tustin will be kept in a safe place and used by that
employee only, under the ultimate authority of the Finance Director.
Examples of allowable uses:
➢ Conferences/training/seminars (registration, airline/car rental, hotel accommodations, meals and fuel)
➢ Business lunch with representatives from other government agencies or consultants under contract to the City,
furnishing lunch for interview panels and/or evaluation review boards
➢ Publications/manuals
➢ Providing meals, equipment and material to work crews in cases of emergency
Purchasing cards are the property of the City and must be returned to the employee's supervisor upon termination of
employment with the City.
Before being issued a purchasing card, employees must complete and sign the Acknowledgement Form stating that they
understand and will comply with the City's Purchasing Card Policy for all employees excluding the executive Coordinator.
Individuals who do not adhere to these policies and procedures risk revocation of their purchasing card privileges and/or
disciplinary action.
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INTERNAL CONTROL — Integrated Framework
The City of Tustin has adopted and implemented the Internal Control — Integrated Framework developed by the Committee of
Sponsoring Organizations of the Treadway Commission (COSO), which is comprised of the following:
➢ Control Environment— Based on ethical conduct, competence, and accountability, this is the foundation for the City's
internal control system. It provides the support and structure to help the City achieve its objectives and establishes a
control environment that is conducive to public accountability.
➢ Risk Assessment — Identifies and analyzes the risks facing the City as it seeks to achieve its objectives. This
assessment provides the basis for prioritizing and developing appropriate internal controls to eliminate or reduce
risks.
➢ Control Activities — This component represents the actions management establishes through policies and procedures
to achieve objectives and respond to risks in the internal control system.
➢ Information and Communication — This component is comprised of the control structure that provides for
identification, capture, and exchange of information both within the City and with external parties.
➢ Monitoring —These are the processes managers establish and operate to assess the execution and quality of internal
control activities over time and to promptly resolve the findings of audits and other reviews.
The Internal Control Framework serves as the underpinning of the City's internal controls. Management is responsible for the
design, implementation, and maintenance of internal control over financial reporting, and is responsible for evaluating the
effectiveness of internal control. The City Council is responsible for ensuring that management fulfills its internal control
responsibilities.
The California State Controller's Office has published Internal Control Guidelines applicable to local governments, which
incorporate internal control standards and best practices established by COSO and the Government Finance Officers
Association (GFOA). The State Controller's Internal Control Guidelines shall be utilized by management to establish, maintain
and monitor the effectiveness of internal control.
The City has developed standards of conduct that outline the City's commitment to integrity and ethical values, demonstrates
a commitment to competence that includes a process for attracting, developing and retaining employees, and outlines
mechanisms to hold individuals accountable for performance. To demonstrate the City's commitment to the Internal Control
Framework, the City Manager and Finance Director shall annually acknowledge in writing to the City's independent auditor of
management's responsibility for the design, implementation, and maintenance of internal control.
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Budget Glossary
Accrual Basis of
A method of accounting that recognizes the financial effect of transactions, events, and
Accounting
inter -fund activities when they occur, regardless of the timing of related cash flows.
Adjusted / Amended
The adopted budget plus any modifications (increases, decreases and transfers) approved
Budget
by the City Council during the fiscal year.
Annual Comprehensive
The summarization of the City's financial activity for the previous fiscal year which also
Financial Report
includes a summarization of significant milestones thatwere accomplished during the year
(ACFR)
by department, fiscal policies, and statistical information. The ACFR is prepared by
December of each year.
Air Quality Management
The air pollution control agency for the four -county region including Los Angeles and
District
Orange counties, as well as parts of Riverside and San Bernardino counties
(AQMD)
(www.aqmd.gov).
Air Quality Management
A plan developed by the AQMD that serves as the blueprint for all the future rules
Plan
necessary to bring the area into compliance with federal and state clean air standards.
(AQM P)
Allocation of Funds
Setting aside funds for a specific purpose or program. An allocation of funds makes them
available for expenditure.
Appropriation
A specific amount of money authorized by the City Council for an approved work program.
American Rescue Plan Act
Signed into law on March 11, 2021, The American Rescue Plan Act of 2021 ("ARPA")
(ARPA)
provides $350 billion in additional funding for state and local governments responding to
impact of the COVID-19 pandemic.
Arterial Highway
A Measure M funded program for pavement rehabilitation projects on arterial roadways
Financing Program
in the county.
(AHFP)
Assessed Property
The value set upon real estate or other property by the County Tax Assessor.
Assessed Valuation
A measure of the taxable value of property located within the City against which the tax
rate is applied.
Assessed Valuation
That part of the assessment roll containing state assessed property and property the taxes
(Secured)
on which are a lien on real property sufficient to secure payment of taxes.
Assessed Valuation
The remainder of the assessment roll that is not on the secured roll. The taxes on the
(Unsecured)
unsecured roll are a personal liability of the assessed owner.
Assessment District
A separate unit of governmentthat manages specific resources within defined boundaries.
(AD)
Through self-financing, it can raise predictable funds, such as taxes, user fees or bonds,
directly from the people who benefit from the services.
Audit
Prepared by an independent certified public accountant (CPA), the primary objective of an
audit is to determine if the City's financial statements fairly represent the City's financial
position and results of operations in conformity with generally accepted accounting
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principles. In conjunction with performing an audit, independent auditors customarily
issue a Management letter stating the adequacy of the City's internal controls as well as
recommending improvements to the City's financial management practices.
Balanced Budget
A budget in which planned expenditures do not exceed planned revenues.
Bond Refinancing
The pay off and re -issuance of bonds to obtain better interest rates and/or bond
conditions.
Bonds
A certificate of debt issued by an entity, guaranteeing payment of the original investments,
plus interest.
Bradley Burns Uniform
A 1% local sales tax is collected by the State of California as part of the larger sales and
Local Sales & Use Tax
use tax levied on the total retail price of tangible personal property based on business
Location. Use Tax is the complement of sales tax and imposed on the purchaser, usually
for goods purchased out-of-state for local use.
Budget Surplus
The difference between operating revenues and operating expenditures. The Budget
Surplus may be used for ongoing expenses (as opposed to year-end balance, which may
be used only for one-time expenses).
Budget Amendment
The Council has the sole responsibility for adopting the City's budget and may amend or
supplement the budget at any time after adoption by majority vote.
California Environmental
A state statute enacted in 1970 that requires state and local agencies to identify the
Quality Act
significant environmental impacts of their actions and to avoid or mitigate those impacts,
(CEQA)
if feasible (www.opr.ca.gov/cega/).
California Transportation
The agency responsible for programming and allocating funds for the construction of
Commission
highway, passenger rail and transit improvements throughout California
(CTC)
(www.catc.ca.gov).
Capital Equipment
Equipment (fixed assets) with an initial individual cost of $10,000 or more and an expected
useful life greater than five years, such as automobiles, computers and furniture.
Capital Expenditure
Expenditure for tangible property with an initial individual cost of $10,000 or more and an
expected useful life greater than five years per item.
Capital Improvement
A multi -year financial plan for construction of infrastructure, facilities, and rehabilitation
Program Budget (CIP)
such as buildings, streets, storm drains, and recreational facilities.
Certificates of
Tax-exempt bonds issued by state entities usually secured with revenue from an
Participation
equipment or facility lease. COPs enable governmental entities to finance capital projects
(COPS)
without technically issuing long-term debt. This can be advantageous, as the issuance of
long-term debt is commonly subject to voter approval and other state constitutional and
statutory requirements. COPs have been used by municipalities to pay for prisons, office
buildings, vehicles, and even parks.
City Council
Comprised of five City Council members, four of whom who are elected by registered
(CC)
voters of their respective districts and the Mayor to be elected at -large. The City Council
adopts legislation, sets policy, adjudicates issues and establishes the budget of the City.
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Community Development
Provides eligible metropolitan cities and urban counties with annual direct grants to
Block Grant (CDBG)
revitalize neighborhoods; expand affordable housing and economic opportunities; and/or
improve community facilities and services, principally to benefit low- and moderate -
income persons.
Community Facilities
A special district that can issue tax-exempt and taxable bonds as a mechanism by which
District
public entities finance construction and/or acquisition of facilities and provide public
(CFD)
services to the district.
Community Oriented
A grant program that provides partial funding of salaries for several front Line Law
Policing Services
enforcement positions.
(COPS)
Conditional Use Permit
Allows a city or county to consider special uses which may be essential or desirable to a
(CUP)
particular community, but which are not allowed as a matter of right within a zoning
district, through a public hearing process.
Congestion Management
Defines a network of state highways and arterials, Level of service standards and related
Plan
procedures.
(CMP)
Consumer Price Index
A statistical description of price levels provided by the U.S. Department of Labor. The
(CPI)
change in this index from year to year is used to measure the cost of Living and economic
inflation.
Contingency Reserve
The City has established a policy to set aside a percentage of its General Fund operating
expenditures as a contingency reserve.
Cost Allocated
A method used to charge General Fund costs budgeted in one department to another
department or another fund.
Debt Service
The payment of principal and interest on borrowed funds such as bonds.
Department, (Function)
Section Organizational units within the Operations Budget that group resources together
Division
to provide related types of services.
Discretionary Funding
Pertains to funds, grants or other resources that are not restricted as to use.
Opportunities
Drug Abuse Resistance
DARE — a police officer -led series of classroom lessons that teaches children from
Program
kindergarten through 12th grade how to resist peer pressure and Live productive drug -
and violence -free lives (www.dare.com).
Encumbrance
An encumbrance is not an expenditure, but a reservation of funds to be expended at a
future date. A commitment is usually made through a purchase order for the future
payment of goods and services not yet received or paid for.
Enterprise Fund
This fund type is used to account for operations that are: (a) financed and operated in a
manner similar to private sector enterprises and it is the City's intent that the costs
(including depreciation) of providing goods or services to the general public be financed
or recovered primarily through user charges.
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Enterprise Resource
Tustin utilizes Springbrook as its Enterprise Resource Planning System (ERP).
Planning System
Springbrook is a computerized accounting system used to coordinate the City's general
(ERP)
accounting, purchasing and utility billing processes.
Environmental
A state funded grant program for projects related to environmental enhancement or
Enhancement and
design, particularly of transportation facilities.
Mitigation Program
(EEMP)
Environmentallmpact
A public document used by governmental agencies to analyze the significant
Report
environmental effects of a proposed project, to identify alternatives and disclose possible
(EIR)
ways to reduce or avoid potential environmental damage. The California Environmental
Quality Act requires an EIR whenever the initial study or other evidence in the record has
produced substantial evidence that the proposed project might produce significant
environmental effects.
Expenditure
The outflow of funds paid or to be paid for an asset, goods or services regardless of when
the invoice is actually paid. This term applies to all funds.
Fair Housing Council of
A private non-profit organization which fosters diversity in housing through education and
Orange County
the enforcement of state and federal fair housing laws (www.fairhousingoc.org).
(FHCOC)
Fees
A general term used for any charge levied by government for providing a service or
permitting an activity.
Fiscal Year
Any period of 12 consecutive months designated as the budget year. Tustin's budget year
(FY)
begins on July 1 and ends on June 30.
Fixed Asset
Assets that are long-term in nature such as land, buildings, machinery, furniture and other
equipment. The City has defined such assets as those with an expected life in excess of
five year and an acquisition cost in excess of $10,000.
Franchise Tax
Revenue generated from taxes paid by a business that gave an exclusive contractual
agreement to operate and use the public right-of-way in the City.
Fringe Benefits
These include retirement/pension; health, life, and disability insurance; workers'
compensation; and vacation, administrative, medical and special leave of absence time.
Full -Time Equivalent
Refers to part-time hours converted to one full-time equivalent position, which equals 40
(FTE)
hours per week, 52 weeks per year. (2080 hours per year)
Fund
A self -balancing set of accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance
Within a specific fund, the funds remaining when all current and prior year liabilities
(expenditures) are subtracted from current and prior year assets (revenues).
Gas Tax
State tax received from gasoline sales utilized solely for street related purposes, such as
new construction, rehabilitation or maintenance.
General Fund
The primary operating fund of the City (as opposed to all other City funds, which are
designated as "Special Funds").
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General Plan
A comprehensive, long-range, policy document required by state law. The document
establishes the City's overall spatial and temporal development pattern.
Geographical Information
A computer system capable of assembling, storing, manipulating and displaying
System
geographically referenced information.
(GIS)
Goal
A time/phased strategy that will implement a specific course of action or plan, typically, a
long-term process.
Government Finance
A professional association of state/provincial and local finance officers in the United States
Officers Association
and Canada (www.gfoa.org).
(GFOA)
Governmental Accounting
Organized in 1984 by the Financial Accounting Foundation to establish standards of
Standards Board
financial accounting and reporting for state and local governmental entities
(GASB)
(www.gasb.org).
Grants
Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity or facility.
Gross Domestic Product
The total of the goods and services produced by labor and property located in the United
(Real)
States.
(GDP)
Gross State Product
The total of the goods and services produced by labor and property located in the State
(GSP)
of California.
Growth Management
Inter -jurisdictional planning regions within Orange County.
Area
(GMA)
Growth Management
A Measure M funded program intended to address the cumulative regional traffic impacts
Program
of development not addressed by specific project mitigation and existing system
(GMP)
deficiencies.
Hotel Tax (TOT)
Also known as the Transient Occupancy Tax (TOT) or bed tax — a 13% tax added to the
cost of renting a hotel room within the City.
Infrastructure
Inputs includes the City's street, bridge, traffic signal, landscaping, and trail networks. To
be capitalized as part of the City's infrastructure network, a related component must have
an initial individual cost of at least $50,000 and an estimated useful life greater than five
years. Resources (e.g. dollars, staff and other assets) required to accomplish a job or
provide a service.
Inter -Fund Transfers
Payments from one fund to another fund, primarily for work or services provided.
Landscape and Lighting,
An assessment district to provide funds for park and parkway landscaping and lighting
District (LLD)
maintenance.
Lease -Purchase
Contractual agreements which are termed leases, but whose lease amount is applied to
Agreement
the purchase.
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Level of Effort
Generally used to identify the number of staff providing a particular service. Level of
services generally used to define the existing or current services, programs and facilities
provided by government.
Levy
To impose taxes, special assessments or service charges for the support of governmental
activities.
Local Agency Formation
Reviews proposals for the formation of new local governmental agencies and changes of
Commission
organization in existing agencies (www.oclafco.ora).
(LAFCO)
Local Agency Investment
A voluntary program created by statute in 1977 in which participating agencies (local
Fund
governments and special districts) invest public funds.
(LAIF)
Long -Term Debt
Debt with a maturity of more than one year after issuance.
Major Fund
A fund that comprises more than 10% of total citywide budgeted revenues and transfers -
in and/or 10% of total budgeted appropriations and transfers -out.
Measure M
County -wide sales tax measure used to fund a variety of transportation related projects.
Measure M - Growth
A county grant program that provides funding for projects that benefit the greatest
Management Area
number of jurisdictions within a designated growth management area (GMA) in Orange
(M-GMA)
County. The primary objective of this program is to address current traffic deficiencies and
the cumulative regional traffic impacts of development not addressed by specific project
mitigation and existing system deficiencies.
Measure M — Turnback
The non-competitive portion of the sales tax revenue generated through Measure M that
is "turned back" to the City. Funds are restricted to circulation related projects (street,
traffic signal, etc.) and are received quarterly.
Memorandum of
An agreement outlining the terms of employment entered into between the City and
Understanding
employees of various bargaining units.
(MOU)
Modified Accrual
Basis of accounting according to which (a) revenues are recognized in the accounting
period in which they become available and measurable and (b) expenditures are
recognized in the accounting period in which the fund liability is incurred, or measurable,
except for un-matured interest on general Long-term debt and certain similar accrued
obligations, which should be recognized when due.
National Pollutant
NPDES — a permit program authorized by the Clean Water Act that controls water
Discharge Elimination
pollution by regulating point sources that discharge pollutants into waters of the United
System
States.
Objective
Describes an outcome to be accomplished in specific, well-defined and measurable terms
and is achievable within a specific timeframe; generally, programs have objectives.
Operating Budget
A budget for General Fund department service delivery expenditures such as salaries,
utilities and supplies. The day-to-day costs of delivering essential City services.
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Orange County Fire
An agency that provides fire prevention/suppression and emergency services to 22 cities
Authority
and all the unincorporated areas in Orange County (www.ocfa.org).
(OCFA)
Orange County
A pooling of cash by the county, local agencies and school districts for investment
Investment Pool
purposes run by the Orange County Treasurer.
(OCIP)
Orange County
A regional transportation agency formed in 1991 to develop and implement unified
Transportation Authority
transportation programs and services for Orange County (www.octa.net).
(OCTA)
Ordinances
A formal legislative enactment by the governing board (i.e. City Council) of a municipality.
If it is not in conflict with any higher form of law, it has the full force and effect of law
within the boundaries of the municipality to which it applies.
Outputs
The general results expected from programs and functions.
Part I Crimes
The most serious criminal offenses, including murder, rape, robbery, aggravated assault,
burglary, larceny/theft, auto theft and arson.
Part II Crimes
All other criminal offenses not defined as Part I crimes.
Pavement Management
PMS — a computer -assisted decision -making process designed to help cities and counties
System
prevent pavement problems through maintenance and repair in a timely, cost-effective
manner.
Pavement Quality Index
A scale from 1 to 10 that measures the structure, surface condition and riding comfort of
(PQI)
the roadway.
Performance Budget
A budget wherein expenditures are tied to the measurable performance of activities and
work programs.
Performance
Statistical measures that are collected to show the impact of dollars spent on City services.
Measurements
Personnel Expenses
Salaries and fringe benefits, such as pensions and insurance, for full-time and part-time
employees of the City.
Priority E
Calls referred to as the most serious calls for emergency response for serious
emergencies, in -progress calls and potentially life -threatening incidents that require a
Code 3 (use of lights and siren) response.
Priority I Calls
Refers to calls for emergency response for serious emergencies, in progress calls and
potentially life -threatening incidents that do not require a Code 3 (use of lights and siren)
response.
Program
Represents major areas or support functions that can be defined as a service provided to
citizens, other departments or other agencies.
Program Budget
A budget wherein expenditures are displayed primarily on programs of work and
secondarily by the character and object class of the expenditure.
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Property Tax
A tax levied on the assessed value of real property; also known as ad valorem tax. In
California, this tax is limited to 1% with the exception of pre -Proposition 13 approved
bond debt service. Proposition 13 On June 6, 1978, the California electorate approved
Proposition 13, the "People's Initiative to Limit Property Taxation," which limited the tax
rate for real estate as follows: the maximum amount of any tax on real property shall not
exceed 1% of the full cash value of such property. The City of Tustin receives $0.13 cents
per dollar of the Prop 13 tax.
Proposition 218
On November 5, 1996, the California electorate approved Proposition 218, the self -titled
"Right to Vote on Taxes Act." Proposition 218 added articles XIIIC and XIIID to the
California Constitution and made numerous changes to local government finance law.
Public officials are required to conduct the public's business in compliance with
Proposition 218.
Public Employees'
Provides retirement and health benefit services to members from the state, school districts
Retirement System
and local public agencies (www.calpers.ca.gov).
(PERS)
Ralph M. Brown Act
The Brown Act is a California law that ensures the public can attend and participate in
meetings of local government.
Redevelopment Agency
Formerly charged with the oversight for the redevelopment process for the City of Tustin.
(RDA)
In June 2011, the Redevelopment Dissolution Act, A131x26, was signed by the Governor
and later upheld by the California Supreme Court. As a result, all redevelopment agencies
in California were dissolved effective February 1, 2012.
Regional Surface
A federal and state funded grant program used for projects located on highway systems
Transportation Program
(classified higher than local roads or rural minor collectors), bridges on any public
(RSTP)
highway, and transit systems.
Reserve
A designated amount of funds set aside from a fund's balance which is legally restricted
for a specific purpose and is therefore not available for general appropriations.
Resolution
A special or temporary order of a legislative body (e.g. City Council or Planning
Commission) requiring less formality than an ordinance.
Resources
Units of dollars or physical input, such as work years or work hours, and other assets used
to support and attain program objectives.
Revenue
Annual income received by the City.
Right of Way
ROW — a strip of land occupied or intended to be occupied by a street, crosswalk, railroad,
electric transmission line, oil or gas pipeline, water main, sanitary or storm sewer main,
shade trees, or special use.
Recognized Obligation
Recognized Obligation Payment Schedule (ROPS), prepared by the Successor Agency
Payment Schedule
pursuant to the Dissolution Act (including HSC Section 34177 and Section 34191.6), on
(ROPS)
which the Successor Agency's anticipated payments for enforceable obligations for the
upcoming ROPS Payment Period(s) are listed.
Service Center
Used for budgetary reporting, an organizational unit that provides a distinct and unique
service. Various sections within a department that provide substantially similar services
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may be combined into one service center — for instance, the City Clerk's Office and City
Clerk Records are combined into one service center.
Southern California
The Metropolitan Planning Organization for Los Angeles, Orange, San Bernardino,
Association of
Riverside, Ventura and Imperial counties, that is mandated by the federal government to
Governments
research and draw up plans for transportation, growth management, hazardous waste
(SCAG)
management and air quality (www.scag.ca.gov).
Special Revenue Funds
The City's accounts are broken into distinctfunds, each earmarked for a different purpose,
with the principle and interest of the funds tracked separately. The City's main operating
fund is its General Fund, while other City funds are designated as Special Revenue Funds.
These funds are legally restricted for a specific purpose and are therefore not available for
general use.
Strategic Financial
SBP — a five-year planning "blueprint," updated annually, that evaluates the City's
Business Plan
financial capability to achieve its goals; helps set priorities for City operations and the
annual budget; and guides the City's capital improvement and rehabilitation program.
Traffic Enforcement Index
The number of moving citations divided by the number of injury accidents.
Transaction Sales Tax
Similar to the Bradley Burns Sales Tax, a transaction and use sales tax is allocated to the
(District Tax)
district where the tangible goods are delivered or placed into use. Voter approved district
taxes are levied within incorporated city limits.
Transfers-In/Out
A transfer of resources between different City funds (see glossary definition of "Fund"). A
transfer of cash from the City's General Fund to a City Special Fund, for example, would
be designated as a transfer -out in the General Fund, and then a transfer -in in the receiving
Special Fund.
Transient Occupancy Tax
A 13% tax added to the cost of renting a hotel room within the City. Also known as the
(TOT)
Hotel or Bed Tax.
Transportation
An association comprised of employers and property owners that promotes the use of
Management Association
alternative forms of commuting to the single occupant vehicle. Traffic congestion relief
(TMA)
and air quality benefits are the primary goals of TMA.
Transportation
A plan that promotes the reduction of single occupant vehicle use in order to improve air
Management Plan
quality and relieve congestion. Transportation Subventions Funds from outside sources
(TMP)
used to construct transportation improvements that must be used for specific projects.
Unencumbered
That portion of an allocation not yet expended or committed to a specific purpose.
Appropriation
Unexpended Appropriation is that portion of an allocation not yet actually paid.
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2025-27 Position Control Benefited FTE List
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Senior Management Assistant 0.00 1.00 1.00 1.00 0.00 1.00 0.00
Total Community Et Economic Development 25.50 25.50 26.50 26.50 0.00 26.50 0.00
Finance
Accountant
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Accounting Specialist
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Code Enforcement Officer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Deputy Director of Finance
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Director of Finance/City Treasurer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Executive Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Finance Manager
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Information Technology Manager
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Information Technology Specialist
3.00
0.00
1.00
1.00
0.00
1.00
0.00
Information Technology Supervisor
0.00
1.00
0.00
0.00
0.00
0.00
0.00
Management Analyst 1
1.00
2.00
3.00
3.00
0.00
3.00
0.00
Management Analyst 11
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Senior Accountant
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Senior Accounting Specialist
2.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Information Tech Specialist
1.00
3.00
3.00
3.00
0.00
3.00
0.00
Senior Management Analyst
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Senior Management Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Meter Reader
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Total Finance
23.00
23.00
23.00
23.00
0.00
23.00
0.00
Human Resources
Administrative Assistant
0.50
0.50
0.00
0.00
0.00
0.00
0.00
Director of Human Resources
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Human Resources Manager
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11 3,4
1.00
2.00
2.00
2.00
0.00
3.00
1.00
Management Assistant 5
1.00
1.00
2.00
2.00
0.00
1.00
-1.00
Senior Management Analyst
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Senior Management Assistant 5
1.00
0.00
0.00
0.00
0.00
1.00
1.00
Total Human Resources
5.50
5.50
6.00
6.00
0.00
7.00
1.00
Parks Et Recreation
Administrative Assistant
2.00
2.00
1.00
1.00
0.00
1.00
0.00
Deputy Director of Parks Et Recreation
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Director of Parks Et Recreation
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Recreation Coordinator
6.00
6.00
6.00
6.00
0.00
6.00
0.00
Recreation Facilities Lead
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Recreation Program Specialist
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Recreation Superintendent
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Recreation Supervisor
2.00
2.00
3.00
3.00
0.00
3.00
0.00
Sr. Management Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Transportation Coordinator
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Total Parks Et Recreation
17.00
17.00
18.00
18.00
0.00
18.00
0.00
Police Department
Administrative Assistant
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Behavioral Health Bureau Commander
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Crime Analyst (SLESF Grant Funded)
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Management Analyst 1/11 (SLESF Grant Funded)
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Analyst 1/11
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Management Assistant
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Police Captain
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Police Chief
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Police Communications Lead
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Police Communications Officer1/11
10.00
10.00
10.00
10.00
0.00
10.00
0.00
Police Fleet Coordinator
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Police Lieutenant
5.00
5.00
6.00
6.00
0.00
6.00
0.00
Police Officer 8
72.00
72.00
74.00
74.00
0.00
76.00
2.00
2025-27 Position Control Benefited FTE List
Department Position / Benefited 2022-23 2023-24 2024-25 2025-26 Inc/(Dec) 2026 27 Inc/(Dec)
Budget Budget Budget Proposed Proposed
Police Officer (SRO)
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Police Records Lead
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Police Records Specialist
10.00
10.00
10.00
10.00
0.00
10.00
0.00
Police Sergeant
18.00
19.00
19.00
19.00
0.00
19.00
0.00
Police Services Officer1/11/11 6,7
15.00
16.00
16.00
17.00
1.00
18.00
1.00
Police Administrative Services Manager
0.00
0.00
2.00
2.00
0.00
2.00
0.00
Police Support Services Manager
2.00
2.00
4.00
4.00
0.00
4.00
0.00
Police Support Services Supervisor
4.00
5.00
6.00
6.00
0.00
6.00
0.00
Property and Evidence Specialist
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Senior Management Assistant
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Total Police Department
154.00
158.00
162.00
163.00
1.00
166.00
3.00
Public Works
Assistant Engineer
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Assistant Director of Public Works
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Associate Engineer
1.00
2.00
2.00
2.00
0.00
2.00
0.00
Deputy Director of PW - Engineering
1.00
0.00
0.00
0.00
0.00
0.00
0.00
Deputy Director of PW - City Engineer
0.00
2.00
1.00
1.00
0.00
1.00
0.00
Deputy Director of PW - Operations
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Director of PW / City Engineer
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Electrician
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Equipment Mechanic
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Equipment Operator
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Field Services Manager
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Maintenance Leadworker
5.00
5.00
6.00
6.00
0.00
6.00
0.00
Maintenance Supervisor
4.00
5.00
5.00
5.00
0.00
5.00
0.00
Maintenance Worker/Sr. Maintenance Worker
22.00
22.00
22.00
22.00
0.00
22.00
0.00
Management Assistant
3.00
3.00
2.00
2.00
0.00
2.00
0.00
Principal Engineer
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Public Works Inspector
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Public Works Manager
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Senior Engineer
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Management Analyst
1.00
1.00
2.00
2.00
0.00
2.00
0.00
Senior Management Assistant
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Senior Permit Technician
0.00
0.00
1.00
1.00
0.00
1.00
0.00
Senior Public Works Inspector
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Equipment Mechanic Leadworker
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Distribution Leadworker
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Water Distribution Operator 1/11
7.00
7.00
7.00
7.00
0.00
7.00
0.00
Water Equipment Operator
2.00
2.00
2.00
2.00
0.00
2.00
0.00
Water Maintenance Et Construction Supervisor
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Services Manager
0.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Treatment Leadworker
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Water Treatment Operator
1.00
1.00
0.00
0.00
0.00
0.00
0.00
Water Treatment Operator II
3.00
3.00
3.00
3.00
0.00
3.00
0.00
Water Treatment Supervisor
1.00
1.00
1.00
1.00
0.00
1.00
0.00
Total Public Works
78.00
82.00
81.00
81.00
0.00
81.00
0.00
Total Benefited Position Control
316.50
325.50
332.50
333.50
1.00
337.50
4.00
Footnotes
1 City Clerk - 25/26 Budget - Management Analyst II to Assistant City Clerk
2 City Clerk - 25/26 Budget - Management Assistant to Management Analyst 1
3 Human Resources - 26/27 Budget - Add Management Analyst 1
4 Human Resources - 26/27 Budget - Management Analyst I to Management Analyst II
5 Human Resources - 26/27 Budget - Management Assistant to Senior Management Assistant
6 Police Department - 25/26 Budget - Add Police Services Officer 1/11/III
7 Police Department - 26/27 Budget - Add Police Services Officer 1/11/III
8 Police Department - 26/27 Budget - Add Two (2) Police Officers