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08 FISCAL YEAR 2026-2027 BUDGET AND GANN LIMIT ADOPTION7
Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 • AGENDA REPORT MEETING DATE: TO: FROM: SUBJECT: SUMMARY: JUNE 2, 2026 ALDO E. SCHINDLER, CITY MANAGER Agenda Item 8 Reviewed: City Manager a`L� Finance Director JENNIFER KING, FINANCE DIRECTOR/CITY TREASURER ADOPTION OF FISCAL YEAR 2026-2027 BUDGET AND GANN APPROPRIATION LIMIT As directed by the City Council at the May 5, 2026 budget workshop, the proposed Fiscal Year 2026-2027 Operating and Capital Improvement Program budget represents a comprehensive spending plan to continue delivery of high -quality public services to Tustin residents, businesses, and visitors in accordance with the guidelines set forth in the City's 10-year Fiscal Sustainability Strategy. The General Fund proposed Fiscal Year 2026-2027 budget includes $123 Million total revenues (including use of Transfers/Reserves), $123 Million in total expenses and retains a 21 % General Fund Reserve Level of $22 Million. RECOMMENDATION: Staff recommend that the City Council: 1. Adopt Resolution No. 26-29, Adopting the Second Year Update to the 2025-2027 Biennial Budget and Related Documents for Fiscal Year 2026-2027; 2. Select the price factor for adjusting the Fiscal Year 2026-2027 GANN Appropriation Limit; 3. Adopt Resolution No. 26-25 setting the appropriation limit for the Fiscal Year 2026- 2027 at $137,618,940; 4. Adopt Tustin Housing Authority Resolution No. 26-01, Adopting the Housing Authority Budget for Fiscal Year 2026-2027; and Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City Council Agenda Report Fiscal Year 2026-2027 Budget and GANN Limit Adoption June 2, 2026 Page 2 of 8 5. Adopt Resolution No. 26-26, Updating the Citywide Salary Schedule and the Position Control Schedule consistent with the Proposed Budget for Fiscal Year 2026-2027. FISCAL IMPACT: The proposed budget for Fiscal Year 2026-2027 allocates resources to support delivery of citywide public services and maintains a General Fund Reserve level above 20% for Fiscal Year 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. BACKGROUND AND DISCUSSION: 10-Year Fiscal Sustainability Strategy Plan The Fiscal Year 2026-2027 budget represents year two of the City Council's 10-year Fiscal Sustainability Strategy ("Strategy"). The long-range Strategy aims to align recurring operating revenues with recurring operating expenses in a sustainable manner in accordance with recommended municipal finance best practices. Specific objectives are as follows: 1. Increase General Fund recurring revenues by advancing development of City - owned properties, which will generate on -going revenues such as sales tax and property taxes. 2. Decrease General Fund recurring expenses by continuing to explore pension paydown strategies and other operational efficiencies. 3. Reduce the use of one-time revenues to fund the following: a) Maintain General Fund reserve levels (Council Policy sets reserves at 15% to 20% of annual General Fund operating expenditure) Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City Council Agenda Report Fiscal Year 2026-2027 Budget and GANN Limit Adoption June 2, 2026 Page 3 of 8 b) Pay down Unfunded Pension Accrued Liability c) On -going operations and programs General Fund Revenue Detail The General Fund total revenue for FY 2026-2027 is projected at $123 million, including the use of $3.5 million General Fund reserves. Details of the major revenue groups are shown in the chart below. The "Other Taxes" category covers hotel tax, business license tax, real property transfer tax, sales tax for public safety, and new construction tax. The "Fees, Charges, and Earnings" category incorporates a wide range of revenues generated from city services such as planning and building fees, recreation program charges, investment earnings, rentals of city facilities, etc. 2026-2027 General Fund Revenue $123M ■ Property Tax ■ Sales Tax ■ Other Taxes ■ Fees, Charges, and Earnings ■ Non -Recurring External ■ Non -Recurring Internal ■ Use of Reserves The current projection represents a net increase of approximately $23 million from the 2025-2026 budget with gains from both recurring and non -recurring revenues in addition to the use of reserves. Some of the major revenue changes are as follows: Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City Council Agenda Report Fiscal Year 2026-2027 Budget and GANN Limit Adoption June 2, 2026 Page 4 of 8 Sales Tax Revenue is General Fund's largest revenue source, which makes up approximately 32% of General Fund's revenues. Sales tax revenue is projected to increase by 2% to 3% in the coming year and the moderate growth trend is expected to continue to fiscal year 2027-2028. Despite concerns over elevated interest rates and inflationary pressure, consumer and business spending remain relatively solid. Property Tax Revenue is General Fund's second-largest source of revenue, which makes up approximately 25% of General Fund revenues. Property tax revenue is projected to increase by 4% next year largely due to changes in ownership and the 2% Proposition 13 inflation adjustment. Fees, Charges, and Earnings are projected to increase by $3 million in the coming year, primarily due to building permits and fee activities from anticipated commercial and residential developments throughout the City. Non -Recurring Revenues are generated from external and internal sources: • The external revenue budget of $2.2 million is from the anticipated sale of the City -owned property at 150 First Street. The City Council approved a purchase and sale agreement in April 2026. • The internal revenue budget of $11.8 million includes $11.1 million transfer from the Land Sale Proceeds Fund to support the annual pension paydown and the Police Department's capital and technology projects. The remaining $0.7 million is the Water Enterprise's repayment of the General Fund's advance. General Fund Expense Detail The General Fund proposed Fiscal Year 2026-2027 budget includes $123 Million in total expenses. Specific major changes impacting all departments are as follows: Personnel costs are projected to increase by $6.9 million compared to FY 2025- 2026. The increases are associated with approved labor agreement obligations, step adjustments, position requests, and higher pension costs. The FY 2026-2027 Proposed Budget reflects five new positions and several reclassifications that staff have determined to be necessary to deliver the required service levels. Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City Council Agenda Report Fiscal Year 2026-2027 Budget and GANN Limit Adoption June 2, 2026 Page 5 of 8 Services and Supply Contracts are projected to increase due to ongoing inflationary adjustments. These charges and contracts encompass fleet, IT services, professional services, as well as maintenance services such as landscaping, tree trimming, building/equipment maintenance and repairs, and contracts with recreation program contract instructors, among others. Non -Recurring Expenses include the following appropriations: • Transfers of $4.3 million to fund major vehicles, equipment, and technology purchases. • Pension Unfunded Actuarial Liabilities (UAL) paydown of $7.7 million is budgeted under the General Fund. • The General Fund also supports the Tustin Temporary Emergency Shelter's operation with a project budget of $2.2 million. The remaining non -recurring contracts are related to one-time projects and initiatives that will enhance public service delivery. 2026-2027 General Fund Expenses $123M Non -Recur. Transfers Non -Recur. Contracts Non -Recur. UAL Council City Attorney HR Finance City Manager Comm. Dev. Parks & Rec. City -Wide Fire Public Works Police General Fund Reserves $45.0 The Government Finance Officers Association (GFOA) recommends a government entity to maintain unrestricted reserves equal to two months (17%) of recurring operating Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City Council Agenda Report Fiscal Year 2026-2027 Budget and GANN Limit Adoption June 2, 2026 Page 6 of 8 expenditure. Historically the City has maintained its reserve level well above GFOA's recommended best practices. The General Fund's reserves are projected to be $22 million, or 21 % at June 30, 2027, exceeding the reserve target set by the Council's Reserve Policy. Capital Improvement Program As presented at the May 5, 2026 budget workshop, the proposed Capital Improvement Program (CIP) budget amounts to approximately $68 million. A total of 36 capital projects (24 projects initiated in prior years and still in -progress as well as 12 new projects) has been proposed, with improvements to various city facilities, parks, streets, and traffic mitigation measures, water and storm drain facilities, as well as infrastructure installations within the Tustin Legacy area. A breakdown of the major projects by category is shown below. Additional project specific information is available in the attached budget document. FY 26-27 C I P $68 Legacy $25.9 38% Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City Council Agenda Report Fiscal Year 2026-2027 Budget and GANN Limit Adoption June 2, 2026 Page 7 of 8 Approximately 60% of the City's CIP projects are funded from external resources such as grants, state and county allocations, development impact fees, water rates, and bond proceeds. As CIP projects often span multiple years, some projects will not be completed during FY 2026-2027. Remaining CIP appropriations will be carried over to the next fiscal year until the project is completed. Water Enterprise Fund Review The Water Enterprise Fund's fiscal health continues to benefit from the approved 5-year rate adjustments started in January 2024. Rate revenue is projected to increase by $1.2 million or 5% in the coming year. In FY 2025-2026, the City received $1.4 million in PFAS (per -and polyfluoroalkyl substance) settlement. Another $0.6 million PFAS settlement is anticipated in FY 2026-2027. Net operating expenditures are projected to decrease by $1 million in FY 2026-2027 as a direct result of the completion of the Main Street Treatment Plant. This transition enables the Water Enterprise to return to the previous operating model of producing and treating more local groundwater, which is less expensive than getting water from outside sources. The Water Enterprise is projected to generate sufficient net operating surplus (before debt service payments and capital investments) to fulfill its bond covenants. The surplus is vital to replenish the capital reserves for upcoming water capital projects. Water Enterprise Operating Overview ..... r...... $4.4 Operating Exps. $(23.2) kL FY 25-26 Surplus $5.5 Operating Exps. $(22.2) FY 26-27 Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City Council Agenda Report Fiscal Year 2026-2027 Budget and GANN Limit Adoption June 2, 2026 Page 8 of 8 Appropriation Limit (GANN Limit) Article XIII B of the State Constitution requires cities to adopt a limit on appropriations using a formula derived from annual tax proceeds. Attachment 3, Exhibit "A" shows the calculation of the Appropriation Limit for Fiscal Year 2026-2027.The data used in computing the City's appropriation limit is available for public review. 9��r 6" Jennifer King Finance Director/City Treasurer Glenda Babbitt Management Analyst Attachments: V&W*d Fartowt, David Faraone Finance Manager for Liliana Esparza Management Analyst 1. Fiscal Year 2026-2027 Budget -in -Brief 2. Resolution No. 26-29, Adopting the Second Year of the 2025-2027 Biennial Budget and Related Documents for Fiscal Year 2026-2027 3. Appropriation Limit Exhibit A 4. Resolution No. 26-25 Determining and Adopting an Appropriation Limit for the Fiscal Year 2026-2027 in Accordance with Article Xiii B of the Constitution of the State of California, and Section 7910 of the Government Code 5. Housing Authority Resolution No. 26-01, Adopting the Housing Authority Budget for Fiscal Year 2026-2027 6. Resolution No. 26-26, Updating the Citywide Salary Schedule and the Position Control Schedule 7. FY 2026-2027 Proposed Operating and Capital Improvement Program Budget BUDGET -IN -BRIEF 2026-zO27 BUDGET OVERVIEW The 2026-2027 Operating and Capital Improvement Program (CIP) budget provides a funding road map for the next fiscal year that enables us to continue to provide effective, high -quality public services and fosters safety, quality of life, and economic vitality through our community. 10-YEAR FISCAL SUSTAINABILITY STRATEGY The City Council's long-term fiscal strategy is designed to maintain a strong financial foundation and support sustainable growth. Key goals and objectives include: INCREASE GENERAL FUND RECURRING REVENUES by advancing the development of City -owned properties. DECREASE GENERAL FUND RECURRING EXPENSES, including analysis to explore new pension paydown strategies. REDUCE ONE-TIME REVENUES to fund reserves, paydown pension, and recurring operations and programs. CAPITAL IMPROVEMENT PROGRAM 4% ($2.2M) The CIP for Fiscal Year 2026-2027 includes 5% funding for Tustin Legacy area infrastructure ($3.6M) and various improvements to traffic, streets, water, storm drains, parks, and public facilities. 12% O Tustin Legacy ($8.2M) • Streets O Traffic OParks Public Facilities TOTAL BUDGET $67.9 MILLION 38% ($25.9M) 0 Water & Storm Drain Improvements Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 BUDGET -IN -BRIEF GENERAL FUND REVENUES OSales Tax Property Tax 0TTransfers & Reimbursements QUse Of Reserves ••• Other* Other includes Departmental Revenue, Transient Occupancy Tax, Use of Money & Property, and other sources GENERAL FUND APPROPRIATIONS ®Government Services ® Police Services O Public Works 0 Fire Services TOTAL $123.0 MILLION 37% ($45.4M) 38% ($46.2M) GOVERNMENT SERVICES '-�"-i-. Administration 4Q Parks & Recreation Community Development Non -Departmental Docusign Envelope ID: 5E693EF1III 27F 89Fill 8111-EA1pi, 44D1 BUDGET i & "T, SALES TAX BREAKDOWN 6.75STATE,0/ COUNTY, O & AGENCIES 1 % TUSTIN TOTAL PROPERTY TAX BREAKDOWN 44% 43% 13% Tustin Unified Other City of School District Tustin fOP TUSTIN EMPLOYERS 1. Tustin Unified School District . . . . . . . . . . . . . . . . . 2,481 2. Pacific Bell . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,100 3. Schools First Federal Credit Union . . . . . . . . . . . . . . 1,079 4. Costco Wholesale Corporation . . . . . . . . . . . . . . . . . 741 5. Rivian . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 490 6. Foothill Regional Medical Center . . . . . . . . . . . . . . . 465 7. City of Tustin . . . . . . . . . . . . . . . . . . . . . . . . . . 446 8. New American Funding . . . . . . . . . . . . . . . . . . . . . 412 9. Avid BioSciences . . . . . . . . . . . . . . . . . . . . . . . . . 387 10. Lendistry . . . . . . . . . . . . . . . . . . . . . . . . . . . . .285 FACTS & STATS 2026-2027 TOP SALES TAX PRODUCERS (ALPHABETICAL ORDER) 1. Alternative Retail 2. AutoNation Ford 3. AutoNation Infiniti 4. Best Buy 5. Booster Fuels 6. Costco 7. Home Depot 8. In N Out Burger 9. Lowes 10. Micro Center 11. Musco Sports Lighting 12. Nissan of Tustin 13. REI 14. Rivian 15. Target 16. TJ Maxx 17. Toshiba America Medical Systems 18. Total Wine & More 19. Toyota Lease Trust 20. Tustin Acura 21. Tustin Buick/GMC 22. Tustin Cadillac 23. Tustin Hyundai 24. Tustin Lexus 25. Tustin Toyota FIND MORE BUDGET DETAILS AT HTTPS://WWW.TUSTINCA.ORG/BUDGET Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 RESOLUTION NO. 26-29 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE SECOND YEAR UPDATE TO THE 2025-2027 BIENNIAL BUDGET AND RELATED DOCUMENTS FOR FISCAL YEAR 2026-2027 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 2nd Year Update FY 2026-2027". 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, 2026; 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 2026-2027. GOVERNMENTAL FUNDS General Fund: City Council $135,663 City Clerk 1,386,456 City Attorney 900,000 City Manager 3,134,579 Finance 2,281,340 Human Resources 2,046,116 Community and Economic Development 7,170,850 Public Works 19,896,229 Police 45,393,118 Fire 11,490,990 Parks & Recreations 6,777,117 Non -Departmental 22,374,363 Total General Fund $122,986,821 Resolution 26-29 Page 1 of 4 /msd/ Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 Special Revenue Funds Cable PEG Fees $150,000 CDBG 823,845 Community Facilities Districts/Tax B 14,177,635 Gas Tax 2,817,474 Measure M2 5,275,646 PARS Pension and OPEB 110,000 Road Maint & Rehab Allocation 7,384,593 SCAQMD 128,400 Solid Waste 822,507 Special Events 759,480 Supplemental Law Enforcement 343,633 Tustin Landscape & Lighting District 1,161,260 Tustin Street Lighting 1,811,589 Total Special Revenue Fund 35,766,062 Capital Proiects Funds Backbone Fees 9,346,141 Capital Projects 16,535,766 Park Development 8,231,329 Land Sale Proceeds 37,059,308 Total Capital Projects Fund 71,172,544 Internal Service Funds Equipment Replacement 4,029,524 Information Technology 6,851,125 Risk Management Funds (181,182,183) 6,383,300 Total Internal Service Fund 17,263,949 TOTAL GOVERNMENTAL FUNDS $247,189,376 WATER ENTERPRISE FUNDS Operations/Debt Service $26,649,817 Capital Improvements 1,138,143 TOTAL WATER ENTERPRISE FUNDS $27,787,960 GRAND TOTAL $274,977,336 SECTION 3. The Financial & Budget Policies as presented in the Fiscal Year 2026-2027 Budget are hereby adopted by the City Council. Resolution 26-29 Page 2 of 4 /msd/ Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin, California, held on the 2nd day of June 2026. AUSTIN LUMBARD, Mayor /_Aa1439 ERICA YASUDA, City Clerk APPROVED AS TO FORM: `v-4K- DAVID E. KENDIG, City Attorney Resolution 26-29 Page 3 of 4 /msd/ Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 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. 26-29 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 2nd day of June 2026, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA YASUDA, City Clerk Resolution 26-29 Page 4 of 4 /msd/ Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 WP0111:j11_1 Appropriations Limit City of Tustin Fiscal Year 2026-2027 AMOUNT Last Year's Limit (2025-2026) $131,615,075 Adjustment Factors 1. Population0) 0.9963 2. Change in Per Capita Personal Income (2) 1.0495 Total Adjustment Factor(3) 1.0456 Total Adjustments $6,003,865 Appropriations Limit for Fiscal Year 2026-2027 $137,618,940 Appropriations Subject to Limit: Proceeds of Taxes $75,241,763 Minus Exclusions - Appropriations Subject to Limit $75,241,763 Fiscal Year 2026-2027 Appropriations Limit $137,618,940 Less Appropriations Subject to the Limit 75,241,763 Difference Under the Limit $ 62,377,177 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 non-residential construction within the City. The inflation factor adopted by the City for the current year's appropriation limit represents the change in per capita personal income. (3)The total adjustment factor is calculated by multiplying the population factor by the inflation factor. Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 RESOLUTION NO. 26-25 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, DETERMINING AND ADOPTING AN APPROPRIATION LIMIT FOR THE FISCAL YEAR 2026- 2027 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, 2026; 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, 2026, through June 30, 2027, is $137,618,940. 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 2nd day of June 2026. AUSTIN LUMBARD, Mayor ATTEST: ERICA YASUDA, City Clerk Resolution 26-25 Page 1 of 2 /msd/ Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 APPROVED AS TO FORM: DAVID E. KENDIG, 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. 26-25 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 2nd day of June 2026, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA YASUDA, City Clerk Resolution 26-25 Page 2 of 2 /msd/ Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 TUSTIN HOUSING AUTHORITY RESOLUTION NO. 26-01 A RESOLUTION OF THE TUSTIN HOUSING AUTHORITY OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE HOUSING AUTHORITY BUDGET FOR THE FISCAL YEAR 2026-2027 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 year, 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 2nd Year Update FY 2026-2027". The said document, as prepared by the City Manager and reviewed by the Commission, is hereby adopted for the fiscal year commencing July 1, 2026. 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 2026-2027. TUSTIN HOUSING AUTHORITY Personnel ODerational Costs $ 117,717 116.550 TOTAL HOUSING AUTHORITY COSTS $ 234,267 Tustin Housing Authority Resolution 26-01 Page 1 of 3 /msd/ Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 PASSED AND ADOPTED at a regular meeting of the Tustin Housing Authority held on the 2nd day of June 2026. AUSTIN LUMBARD, Chairman ATTEST: ERICA YASUDA, Secretary APPROVED AS TO FORM: `v-,4K- DAVID E. KENDIG, City Attorney Tustin Housing Authority Resolution 26-01 Page 2 of 3 /msd/ Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 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. 26-01 was duly passed and adopted at a regular meeting of the Tustin Housing Authority, held on the 2nd day of June 2026, by the following vote: COMMISSIONERS AYES: COMMISSIONERS NOES: COMMISSIONERS ABSTAINED: COMMISSIONERS ABSENT: ERICA YASUDA, Secretary Tustin Housing Authority Resolution 26-01 Page 3 of 3 /msd/ Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 RESOLUTION NO. 26-26 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 classifications in each represented and unrepresented employee group; and WHEREAS, the City has subsequently made modifications 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 updated budget for Fiscal Year 2026-27. NOW, THEREFORE, BE IT RESOLVED: The City of Tustin salary schedule, effective June 29, 2026 is hereby approved and incorporated herein by reference. The City of Tustin position control schedule as presented to the City Council on June 2, 2026 as part of the updated budget for Fiscal Year 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 2nd day of June 2026. AUSTIN LUMBARD Mayor Resolution 26-26 Page 1 of 2 Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 /_1111111111*15 ERICA N. YASUDA City Clerk /_1»MOM 219l_V2to] 2IQVMAI DAVID E. KENDIG, 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. 26-26 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 211 day of June 2026, by the following vote: COUNCILMEMBER AYES: COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA N. YASUDA City Clerk Resolution 26-26 Page 2 of 2 Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 CITY OF TUSTIN SALARY SCHEDULE Full -Time Employees Accountant TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 37.42 $ 39.35 $ 41.36 $ 43.48 $ 45.71 $ 47.99 $ 50.39 Accounting Specialist TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 26.44 $ 27.81 $ 29.24 $ 30.73 $ 32.30 $ 33.92 $ 35.61 Administrative Assistant-CONF CONF 10/01 /24 24-73 06/29/26 06/30/25 $ 29.30 $ 30.80 $ 32.38 $ 34.04 $ 35.78 $ 37.57 $ 39.45 Administrative Assistant-TMEA TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 29.30 $ 30.80 $ 32.39 $ 34.04 $ 35.78 $ 37.58 $ 39.46 Assistant City Clerk MGMT 06/03/25 25-39 06/29/26 06/30/25 $ 54.39 $ 57.12 $ 59.97 $ 62.97 $ 66.11 $ 69.42 $ 72.89 Assistant City Manager EMGT 10/01 /24 24-72 06/29/26 06/30/25 $1 15.36 $121.28 $1 27.49 $134.00 $140.72 $147.75 $ - Assistant Dir of Community Dev-Planning MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 70.38 $ 73.98 $ 77.78 $ 81.76 $ 85.95 $ 90.25 $ 94.76 Assistant Dir of Public Works MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 81.02 $ 85.08 $ 89.34 $ 93.80 $ 98.49 $103.42 $108.59 Assistant Engineer TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 45.03 $ 47.33 $ 49.75 $ 52.30 $ 54.98 $ 57.74 $ 60.62 Assistant Planner TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 37.42 $ 39.35 $ 41.36 $ 43.48 $ 45.71 $ 47.99 $ 50.39 Assistant to the City Manager MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 63.86 $ 67.13 $ 70.57 $ 74.19 $ 77.98 $ 81.86 $ 85.95 Associate Engineer TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 51.14 $ 53.76 $ 56.51 $ 59.41 $ 62.45 $ 65.58 $ 68.85 Associate Planner TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 41.47 $ 43.59 $ 45.82 $ 48.17 $ 50.63 $ 53.16 $ 55.82 Building Inspector TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 38.28 $ 40.24 $ 42.30 $ 44.47 $ 46.75 $ 49.08 $ 51.54 Building Official MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 66.66 $ 70.09 $ 73.67 $ 77.44 $ 81.40 $ 85.48 $ 89.75 City Clerk MGMT 06/02/26 26-26 06/29/26 06/30/25 $ 66.83 $ 70.26 $ 73.84 $ 77.63 $ 81.60 $ 85.69 $ 89.97 City Manager EMGT 09/16/25 Am. No. 1 06/09/25 06/10/24 $157.71 $ - $ - $ - $ - $ - $ - Code Enforcement Officer TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 36.77 $ 38.66 $ 40.64 $ 42.73 $ 44.92 $ 47.15 $ 49.51 Communications & Marketing Manager MGMT 06/02/26 26-26 06/29/26 N/A $ 60.20 $ 63.21 $ 66.37 $ 69.69 $ 73.17 $ 76.83 $ 80.67 Deputy Building Official MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 63.07 $ 66.29 $ 69.70 $ 73.27 $ 77.02 $ 80.85 $ 84.89 Deputy City Manager - Real Property EMGT 10/01 /24 24-72 06/29/26 06/30/25 $108.10 $1 1 3.50 $1 19.17 $125.13 $131.39 $137.96 $ - Deputy Director of Econ Development MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 70.38 $ 73.98 $ 77.78 $ 81.76 $ 85.95 $ 90.25 $ 94.76 Deputy Director of Finance MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 70.38 $ 73.98 $ 77.78 $ 81.76 $ 85.95 $ 90.25 $ 94.76 Deputy Director of Parks & Recreation MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 63.86 $ 67.13 $ 70.57 $ 74.19 $ 77.98 $ 81.86 $ 85.95 Deputy Director of PW - Engineering MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 76.82 $ 80.75 $ 84.88 $ 89.23 $ 93.79 $ 98.49 $103.42 Deputy Director of PW - Operations MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 73.87 $ 77.66 $ 81.63 $ 85.81 $ 90.22 $ 94.70 $ 99.44 Deputy Director of PW / City Engineer MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 81.02 $ 85.08 $ 89.34 $ 93.80 $ 98.49 $103.42 $108.59 Deputy Director of Real Property MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 70.38 $ 73.98 $ 77.78 $ 81.76 $ 85.95 $ 90.25 $ 94.76 Deputy Police Chief MGMT 10/01 /24 24-72 06/29/26 06/30/25 $100.81 $105.98 $1 1 1.39 $1 16.98 $1 22.81 $1 28.96 $1 35.41 Director of Community Development EMGT 10/01 /24 24-72 06/29/26 06/30/25 $ 93.98 $ 98.67 $103.61 $108.79 $1 14.23 $1 19.94 $ - Director of Finance / City Treasurer EMGT 10/01 /24 24-72 06/29/26 06/30/25 $ 93.09 $ 97.74 $102.63 $107.76 $1 13.15 $1 18.80 $ - Director of Human Resources EMGT 10/01 /24 24-72 06/29/26 06/30/25 $ 89.55 $ 94.03 $ 98.73 $103.67 $108.85 $1 14.29 $ - Director of Parks & Recreation EMGT 10/01 /24 24-72 06/29/26 06/30/25 $ 89.55 $ 94.03 $ 98.73 $103.67 $108.85 $1 14.29 $ - Director of Public Works EMGT 10/01 /24 24-72 06/29/26 06/30/25 $ 95.59 $100.36 $105.38 $1 10.65 $1 16.18 $121.99 $ - Electrician TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 36.72 $ 38.59 $ 40.57 $ 42.65 $ 44.84 $ 47.08 $ 49.44 Equipment Mechanic TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 32.88 $ 34.55 $ 36.32 $ 38.19 $ 40.14 $ 42.15 $ 44.25 Equipment Mechanic Leadworker TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 36.33 $ 38.19 $ 40.14 $ 42.15 $ 44.26 $ 46.47 $ 48.79 Equipment Operator TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 31.51 $ 33.11 $ 34.81 $ 36.60 $ 38.47 $ 40.39 $ 42.41 Annual Salary: Hourly Rate x 2080 Page 1 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/02/26 Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 CITY OF TUSTIN SALARY SCHEDULE Full -Time Employees Executive Assistant-CONF CONF 10/01 /24 24-73 06/29/26 06/30/25 $ 34.04 $ 35.78 $ 37.61 $ 39.54 $ 41.57 $ 43.64 $ 45.82 Executive Assistant-TMEA TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 34.04 $ 35.78 $ 37.61 $ 39.54 $ 41.57 $ 43.64 $ 45.82 Executive Coordinator CONF 10/01 /24 24-73 06/29/26 06/30/25 $ 41.59 $ 43.72 $ 45.95 $ 48.30 $ 50.78 $ 53.31 $ 55.98 Field Services Manager MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 63.86 $ 67.13 $ 70.57 $ 74.19 $ 77.98 $ 81.86 $ 85.95 Finance Manager MGMT 02/18/25 25-1 1 06/29/26 06/30/25 $ 63.86 $ 67.13 $ 70.57 $ 74.19 $ 77.98 $ 81.86 $ 85.95 Human Resources Manager MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 63.86 $ 67.13 $ 70.57 $ 74.19 $ 77.98 $ 81.86 $ 85.95 Information Technology Manager MGMT 02/18/25 25-1 1 06/29/26 06/30/25 $ 67.35 $ 70.72 $ 74.26 $ 77.96 $ 81.87 $ 85.96 $ 90.25 Information Technology Specialist TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 39.24 $ 41.25 $ 43.37 $ 45.59 $ 47.93 $ 50.32 $ 52.84 Information Technology Supervisor MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 62.75 $ 65.97 $ 69.33 $ 72.89 $ 76.62 $ 80.46 $ 84.48 Maintenance Leadworker TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 34.38 $ 36.14 $ 37.99 $ 39.94 $ 41.98 $ 44.09 $ 46.29 Maintenance Supervisor MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 43.04 $ 45.25 $ 47.57 $ 49.99 $ 52.55 $ 55.18 $ 57.94 Maintenance Worker TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 26.99 $ 28.37 $ 29.83 $ 31.35 $ 32.96 $ 34.60 $ 36.33 Management Analyst I - CONF CONF 10/01 /24 24-73 06/29/26 06/30/25 $ 42.30 $ 44.46 $ 46.75 $ 49.14 $ 51.65 $ 54.24 $ 56.95 Management Analyst I - TMEA TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 42.30 $ 44.47 $ 46.75 $ 49.14 $ 51.65 $ 54.24 $ 56.95 Management Analyst I - TPSA TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 42.64 $ 44.82 $ 47.11 $ 49.52 $ 52.06 $ 54.66 $ 57.39 Management Analyst II - SUPV SUPV 10/01 /24 24-73 06/29/26 06/30/25 $ 48.30 $ 50.78 $ 53.31 $ 56.05 $ 58.90 $ 61.93 $ 65.03 Management Analyst II - TPSM TPSM 1 1 /07/23 23-53 06/29/26 06/30/25 $ 49.52 $ 52.06 $ 54.66 $ 57.46 $ 60.40 $ 63.49 $ 66.66 Management Assistant - CONF CONF 10/01 /24 24-73 06/29/26 06/30/25 $ 33.44 $ 35.15 $ 36.97 $ 38.86 $ 40.84 $ 42.90 $ 45.04 Management Assistant - TMEA TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 33.45 $ 35.16 $ 36.96 $ 38.86 $ 40.84 $ 42.89 $ 45.04 Management Assistant - TPSA TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 33.71 $ 35.43 $ 37.25 $ 39.16 $ 41.16 $ 43.22 $ 45.38 Permit Technician TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 28.51 $ 29.96 $ 31.51 $ 33.11 $ 34.81 $ 36.55 $ 38.38 Planning Technician TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 32.41 $ 34.03 $ 35.72 $ 37.51 $ 39.39 $ 41.36 $ 43.43 Plans Examiner TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 45.03 $ 47.33 $ 49.75 $ 52.30 $ 54.98 $ 57.74 $ 60.62 Police Captain TPMA 04/15/25 25-30 06/29/26 06/30/25 $ 96.08 $101.00 $106.17 $1 1 1.62 $1 17.34 $123.18 $129.34 Police Chief EMGT 10/01 /24 24-72 06/29/26 06/30/25 $109.75 $1 15.36 $121.28 $127.49 $134.00 $140.72 $147.75 Police Communications Lead (3/12.5) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 41.64 $ 43.73 $ 45.91 $ 48.21 $ 50.62 $ 53.15 $ 55.81 Police Communications Officer 1 (3/12.5) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 34.11 $ 35.86 $ 37.69 $ 39.62 $ 41.66 $ 43.73 $ 45.91 Police Communications Officer II (3/12.5) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 37.77 $ 39.66 $ 41.64 $ 43.73 $ 45.91 $ 48.21 $ 50.62 Police Fleet Coordinator TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 37.44 $ 39.35 $ 41.37 $ 43.49 $ 45.70 $ 48.00 $ 50.40 Police Lieutenant TPMA 04/15/25 25-30 06/29/26 06/30/25 $ 81.23 $ 85.39 $ 89.77 $ 94.36 $ 99.20 $104.16 $109.37 Police Officer TPOA 04/15/25 25-29 06/29/26 06/30/25 $ 51.31 $ 53.94 $ 56.71 $ 59.61 $ 62.66 $ 65.86 $ 69.15 Police Records Lead (3/12.5) TPSA 06/02/26 26-26 06/29/26 06/30/25 $ 33.21 $ 34.87 $ 36.62 $ 38.45 $ 40.37 $ 42.39 $ 44.51 Police Records Lead (4/10) TPSA 06/02/26 26-26 06/29/26 06/30/25 $ 33.99 $ 35.69 $ 37.47 $ 39.35 $ 41.32 $ 43.38 $ 45.55 Police Records Specialist (3/12.5) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 27.73 $ 29.14 $ 30.64 $ 32.20 $ 33.85 $ 35.55 $ 37.33 Police Records Specialist (4/10) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 28.38 $ 29.83 $ 31.36 $ 32.96 $ 34.64 $ 36.38 $ 38.20 Police Recruit TPOA 04/15/25 25-29 06/29/26 06/30/25 $ 38.03 $ - $ - $ - $ - $ - $ - Police Sergeant TPMA 04/15/25 25-30 06/29/26 06/30/25 $ 68.03 $ 71.53 $ 75.19 $ 79.03 $ 83.08 $ 87.24 $ 91.60 Police Services Officer 1 (3/12.5) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 31.88 $ 33.51 $ 35.24 $ 37.04 $ 38.93 $ 40.89 $ 42.93 Annual Salary: Hourly Rate x 2080 Page 2 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/02/26 Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 CITY OF TUSTIN SALARY SCHEDULE Full -Time Employees Police Services Officer 1 (4/10) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 32.64 $ 34.30 $ 36.06 $ 37.90 $ 39.84 $ 41.84 $ 43.93 Police Services Officer 11 (3/12.5) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 35.32 $ 37.09 $ 38.94 $ 40.89 $ 42.93 $ 45.08 $ 47.33 Police Services Officer II (4/10) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 36.14 $ 37.95 $ 39.85 $ 41.84 $ 43.93 $ 46.13 $ 48.44 Police Services Officer 111 (3/12.5) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 38.94 $ 40.89 $ 42.93 $ 45.08 $ 47.33 $ 49.70 $ 52.18 Police Services Officer 111 (4/10) TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 39.85 $ 41.84 $ 43.93 $ 46.13 $ 48.44 $ 50.86 $ 53.40 Police Support Services Administrator TPSM 06/02/26 26-26 06/29/26 N/A $ 68.27 $ 71.68 $ 75.27 $ 79.03 $ 82.98 $ 87.13 $ 91.49 Police Support Services Manager TPSM 1 1 /07/23 23-53 06/29/26 06/30/25 $ 56.64 $ 59.55 $ 62.58 $ 65.79 $ 69.15 $ 72.61 $ 76.24 Police Support Services Supervisor TPSM 1 1 /07/23 23-53 06/29/26 06/30/25 $ 48.21 $ 50.62 $ 53.15 $ 55.81 $ 58.60 $ 61.53 $ 64.60 Principal Engineer MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 63.07 $ 66.29 $ 69.70 $ 73.27 $ 77.02 $ 80.85 $ 84.89 Principal Planner MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 61.66 $ 64.82 $ 68.14 $ 71.63 $ 75.29 $ 79.05 $ 83.01 Property & Evidence Specialist TPSA 1 1 /07/23 23-52 06/29/26 06/30/25 $ 33.13 $ 34.81 $ 36.60 $ 38.48 $ 40.45 $ 42.48 $ 44.60 Public Works Inspector TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 38.47 $ 40.44 $ 42.50 $ 44.68 $ 46.97 $ 49.33 $ 51.79 Public Works Manager MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 61.06 $ 64.17 $ 67.46 $ 70.91 $ 74.54 $ 78.28 $ 82.19 Real Property Manager MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 55.66 $ 58.51 $ 61.51 $ 64.66 $ 67.98 $ 71.35 $ 74.92 Recreation Coordinator SUPV 10/01 /24 24-73 06/29/26 06/30/25 $ 35.35 $ 37.16 $ 39.08 $ 41.07 $ 43.17 $ 45.33 $ 47.60 Recreation Facilities Lead TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 27.87 $ 29.30 $ 30.80 $ 32.39 $ 34.04 $ 35.75 $ 37.53 Recreation Program Specialist TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 26.39 $ 27.74 $ 29.16 $ 30.64 $ 32.22 $ 33.84 $ 35.53 Recreation Superintendent MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 42.63 $ 44.80 $ 47.10 $ 49.50 $ 52.04 $ 54.63 $ 57.36 Recreation Supervisor MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 65.31 $ 68.66 $ 72.15 $ 75.86 $ 79.75 $ 83.74 $ 87.92 Senior Accountant MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 44.80 $ 47.10 $ 49.50 $ 52.04 $ 54.70 $ 57.43 $ 60.30 Senior Accounting Specialist TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 32.22 $ 33.87 $ 35.60 $ 37.42 $ 39.35 $ 41.31 $ 43.37 Senior Building Inspector TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 45.03 $ 47.33 $ 49.75 $ 52.30 $ 54.98 $ 57.74 $ 60.62 Senior Code Enforcement Officer TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 33.16 $ 34.81 $ 36.55 $ 38.37 $ 40.29 $ 42.30 $ 44.42 Senior Engineer MGMT 02/18/25 25-1 1 06/29/26 06/30/25 $ 56.64 $ 59.48 $ 62.45 $ 65.58 $ 68.86 $ 72.29 $ 75.92 Senior Executive Coordinator CONF 10/01 /24 24-73 06/29/26 06/30/25 $ 43.72 $ 45.95 $ 48.30 $ 50.78 $ 53.31 $ 55.97 $ 58.77 Senior Information Technology Specialist MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 45.47 $ 47.81 $ 50.24 $ 52.81 $ 55.53 $ 58.31 $ 61.22 Senior Maintenance Worker TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 42.73 $ 44.92 $ 47.15 $ 49.51 $ 51.98 $ 54.59 $ 57.32 Senior Management Analyst-MGMT MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 58.90 $ 61.93 $ 65.10 $ 68.42 $ 71.95 $ 75.63 $ 79.41 Senior Management Analyst-TPSM TPSM 1 1 /07/23 23-53 06/29/26 06/30/25 $ 60.40 $ 63.49 $ 66.74 $ 70.15 $ 73.75 $ 77.52 $ 81.39 Senior Management Assistant-CONF CONF 10/01 /24 24-73 06/29/26 06/30/25 $ 38.86 $ 40.84 $ 42.94 $ 45.14 $ 47.45 $ 49.82 $ 52.31 Senior Management Assistant-TMEA TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 29.67 $ 31.19 $ 32.79 $ 34.46 $ 36.24 $ 38.05 $ 39.95 Senior Permit Technician TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 38.86 $ 40.84 $ 42.94 $ 45.14 $ 47.45 $ 49.82 $ 52.31 Senior Plan Check Engineer MGMT 06/02/26 26-26 06/29/26 N/A $ 56.64 $ 59.48 $ 62.45 $ 65.58 $ 68.86 $ 72.29 $ 75.92 Senior Planner MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 49.62 $ 52.18 $ 54.84 $ 57.66 $ 60.60 $ 63.63 $ 66.81 Senior Public Works Inspector TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 45.03 $ 47.33 $ 49.75 $ 52.30 $ 54.98 $ 57.74 $ 60.62 Transportation Coordinator TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 22.49 $ 23.64 $ 24.85 $ 26.12 $ 27.46 $ 28.83 $ 30.28 Water Distribution Leadworker TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 37.42 $ 39.35 $ 41.36 $ 43.48 $ 45.71 $ 47.99 $ 50.39 Water Distribution Operator I TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 27.94 $ 29.38 $ 30.88 $ 32.46 $ 34.13 $ 35.83 $ 37.62 Annual Salary: Hourly Rate x 2080 Page 3 of 6 Monthly Salary: Hourly Rate x 2080 / 12 Report Date 06/02/26 Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 CITY OF TUSTIN SALARY SCHEDULE Full -Time Employees Water Distribution Operator II TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 31.19 $ 32.79 $ 34.46 $ 36.24 $ 38.09 $ 39.99 $ 41.99 Water Equipment Operator TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 33.78 $ 35.52 $ 37.34 $ 39.24 $ 41.25 $ 43.32 $ 45.48 Water Maint & Construction Supervisor MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 47.33 $ 49.75 $ 52.30 $ 54.98 $ 57.79 $ 60.68 $ 63.71 Water Meter Reader TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 31.19 $ 32.79 $ 34.46 $ 36.24 $ 38.09 $ 39.99 $ 41.99 Water Services Manager MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 70.74 $ 74.36 $ 78.17 $ 82.18 $ 86.40 $ 90.71 $ 95.25 Water Treatment Leadworker TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 42.09 $ 44.25 $ 46.51 $ 48.85 $ 51.28 $ 53.86 $ 56.55 Water Treatment Operator I TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 35.42 $ 37.24 $ 39.14 $ 41.15 $ 43.26 $ 45.43 $ 47.70 Water Treatment Operator II TMEA 09/17/24 24-65 06/29/26 06/30/25 $ 38.09 $ 40.05 $ 42.09 $ 44.25 $ 46.50 $ 48.84 $ 51.28 Water Treatment Supervisor MGMT 10/01 /24 24-72 06/29/26 06/30/25 $ 54.04 $ 56.79 $ 59.69 $ 62.75 $ 65.97 $ 69.25 $ 72.72 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 06/02/26 Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 CITY OF TUSTIN SALARY SCHEDULE Part -Time Non-Benefitted Employees Administrative Intern PT UNRP 06/02/26 26-26 06/29/26 12/29/25 $ 22.00 Graduate Intern PT UNRP 06/02/26 26-26 06/29/26 1 2/20/21 $ 25.00 Maintenance Aide PT UNRP O6/02/26 26-26 06/29/26 12/29/25 $ 22.50 Master Reserve Officer PT UNRP 1 1 /20/2018 18-87 06/29/26 06/30/25 $ 51.31 Office Assistant PT UNRP 06/02/26 26-26 06/29/26 12/19/22 $ 23.00 Parking Control Officer PT UNRP O6/02/26 26-26 06/29/26 12/24/18 $ 30.50 Police Cadet PT UNRP 06/02/26 26-26 06/29/26 12/29/25 $ 22.00 Police Fleet Assistant PT UNRP O6/02/26 26-26 06/29/26 N/A $ 30.00 Police Reserve Off I PT UNRP 1 1 /20/201 8 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 12/29/25 01 /01 /25 $ 16.90 Recreation Facilities Ast PT UNRP 06/02/26 26-26 06/29/26 12/19/22 $ 22.00 Recreation Leader I PT UNRP 06/02/26 26-26 06/29/26 12/29/25 $ 20.00 Recreation Leader II PT UNRP 06/02/26 26-26 06/29/26 12/19/22 $ 21.00 Recreation Program Assist PT UNRP 06/02/26 26-26 06/29/26 12/19/22 $ 24.00 16.90 $ 20.00 $ 25.00 $ 30.00 $ 35.00 $ 40.00 $ 45.00 $ 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 12/29/25 01 /01 /25 $ 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 06/02/26 Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 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 03/07/18 $ 150.00 N/A Community Services Commissioner 04/17/07 07-40 05/01 /07 $ 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 06/02/26 Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/�Dec) Budget Budget Adopted Mid -Year Proposed Position Summary by Department City Clerk 4.50 5.00 5.00 6.00 5.00 -1.00 City Manager's Office 10.00 11.00 11.00 10.00 10.00 0.00 Community Development 25.50 26.50 26.50 26.50 27.50 1.00 Finance 23.00 23.00 23.00 21.00 21.00 0.00 Human Resources 5.50 6.00 6.00 6.00 7.00 1.00 Parks & Recreation 17.00 18.00 18.00 18.00 18.00 0.00 Police Department 158.00 162.00 163.00 163.00 166.00 3.00 Public Works 82.00 81.00 81.00 83.00 84.00 1.00 Total Benefited Position Contr Departments .50 333.50 City Clerk Administrative Assistant 15 1.50 2.00 2.00 2.00 1.00 -1.00 Assistant City Clerk 0.00 0.00 1.00 1.00 1.00 0.00 City Clerk 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 15 1.00 1.00 1.00 1.00 2.00 1.00 Management Assistant 1.00 1.00 0.00 0.00 0.00 0.00 Senior Management Analyst 0.00 0.00 0.00 1.00 0.00 -1.00 Total City CLerk----IW 4.50 5.00 5.00 6.00 5.00 -1.00 City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 1.00 0.00 City Manager 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Executive Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst 1/11 1.00 0.00 0.00 0.00 0.00 0.00 Sr. Executive Coordinator 0.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 1.00 2.00 2.00 1.00 1.00 0.00 Deputy Director of Real Property 0.00 1.00 1.00 1.00 1.00 0.00 Deputy City Manager - Real Property 0.00 1.00 1.00 1.00 1.00 0.00 Director of Economic Development 1.00 0.00 0.00 0.00 0.00 0.00 Real Property Manager 3 1.00 1.00 1.00 1.00 2.00 1.00 Management Analyst 1/11 z 0.00 1.00 1.00 1.00 0.00 -1.00 Senior Management Analyst 2.3 2.00 1.00 1.00 1.00 1.00 0.00 Total City Manager's Office 10.00 11.00 11.00 10.00 10.00 0.00 Community Development Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Assistant Director of CD - Building 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 1.00 0.00 Assistant Planner 1.00 1.00 1.00 1.00 1.00 0.00 Associate Planner 1.00 1.00 1.00 1.00 1.00 0.00 Building Inspector 2.00 1.00 1.00 1.00 1.00 0.00 Building Official 1.00 1.00 1.00 1.00 1.00 0.00 Building Permit Technician 2.00 2.00 2.00 2.00 2.00 0.00 Code Enforcement Officer ° 1.50 1.50 1.50 1.50 0.50 -1.00 Communications & Marketing Manager 1 0.00 0.00 0.00 0.00 1.00 1.00 Deputy Building Official 0.00 0.00 0.00 0.00 0.00 0.00 Director of Community Development 1.00 1.00 1.00 1.00 1.00 0.00 1 1 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US Department Position /Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 1.00 0.00 0.00 0.00 0.00 0.00 Planning Technician 1.00 1.00 1.00 1.00 1.00 0.00 Plans Examiner 8 1.00 1.00 1.00 1.00 0.00 -1.00 Principal Plan Check Engineer 8 0.00 0.00 0.00 0.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 1.00 1.00 0.00 Senior Building Inspector 1.00 2.00 2.00 2.00 2.00 0.00 Senior Code Enforcement Officer ° 1.00 1.00 1.00 1.00 2.00 1.00 Senior Building Permit Technician 1.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst' 0.00 1.00 1.00 1.00 1.00 0.00 Senior Planner 3.00 3.00 3.00 3.00 3.00 0.00 Deputy Director of Economic Development 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 8 1.00 1.00 1.00 1.00 0.00 -1.00 Management Assistant' 0.00 0.00 0.00 0.00 1.00 1.00 Management Analyst 1/II 0.00 1.00 1.00 1.00 1.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Total Community Development 25.50 26.50 26.50 26.50 27.50 1.00 Finance Accountant 2.00 2.00 2.00 2.00 2.00 0.00 Accounting Specialist 3.00 3.00 3.00 2.00 2.00 0.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of Finance 2.00 1.00 1.00 1.00 1.00 0.00 Director of Finance/City Treasurer 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Finance Manager 0.00 1.00 1.00 1.00 1.00 0.00 Information Technology Manager 0.00 1.00 1.00 1.00 1.00 0.00 Information Technology Specialist 0.00 2.00 2.00 2.00 2.00 0.00 Information Technology Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst1 2.00 3.00 3.00 3.00 3.00 0.00 Management Analyst II 1.00 1.00 1.00 1.00 1.00 0.00 Management Assistant 1.00 0.00 0.00 0.00 0.00 0.00 Senior Accountant 0.00 0.00 0.00 0.00 0.00 0.00 Senior Accounting Specia List 1.00 1.00 1.00 2.00 2.00 0.00 Senior Information Tech Specialist 3.00 2.00 2.00 2.00 2.00 0.00 Senior Management Analyst 1.00 0.00 0.00 0.00 0.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Water Meter Reader 2.00 2.00 2.00 0.00 0.00 0.00 Total Finance 0 23.00 23.00 21.00 21.00 0. Human Resources Administrative Assistant 0.50 0.00 0.00 0.00 0.00 0.00 Director of Human Resources 1.00 1.00 1.00 1.00 1.00 0.00 Human Resources Manager 0.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 78 2.00 2.00 2.00 2.00 3.00 1.00 Management Assistant' 1.00 2.00 2.00 2.00 1.00 -1.00 Senior Management Analyst 1.00 0.00 0.00 0.00 0.00 0.00 Senior Management Assistant 8 0.00 0.00 0.00 0.00 1.00 1.00 Total Human Resources 5.50 6.00 6.00 6.00 7.00 1.00 Parks & Recreation Administrative Assistant 2.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of Parks & Recreation 0.00 1.00 1.00 1.00 1.00 0.00 2 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US 2023-24 2024-25 2025-26 2025-26 2026-27 Department Position /Benefited Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Director of Parks & Recreation 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 0.00 1.00 1.00 1.00 1.00 0.00 Recreation Coordinator 6.00 6.00 6.00 6.00 6.00 0.00 Recreation Facilities Lead 2.00 2.00 2.00 2.00 2.00 0.00 Recreation Superintendent 1.00 0.00 0.00 0.00 0.00 0.00 Recreation Supervisor 2.00 3.00 3.00 3.00 3.00 0.00 Sr. Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 2.00 0.00 Total Parks & Recreation 17.00 18.00 18.00 18.00 18.00 Police Department Administrative Assistant 10 0.00 1.00 1.00 1.00 2.00 1.00 Behavioral Health Bureau Commander 0.00 0.00 0.00 0.00 0.00 0.00 Crime Analyst (SLESF Grant Funded) 0.00 0.00 0.00 0.00 0.00 0.00 Management Analyst 1/II (SLESF Grant Funded) 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/II 1.00 1.00 1.00 1.00 1.00 0.00 Management Assistant 1.00 0.00 0.00 1.00 1.00 0.00 Police Captain 3.00 3.00 3.00 3.00 3.00 0.00 Police Chief 1.00 1.00 1.00 1.00 1.00 0.00 Police Communications Lead 2.00 0.00 0.00 2.00 2.00 0.00 Police Communications Officer 1/11 10.00 10.00 10.00 10.00 10.00 0.00 Police Detention Officer 12 0.00 0.00 1.00 1.00 2.00 1.00 Police Fleet Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 Police Lieutenant 5.00 6.00 6.00 6.00 6.00 0.00 Police Officer 11 72.00 74.00 74.00 74.00 76.00 2.00 Police Officer (SRO) 2.00 2.00 2.00 2.00 2.00 0.00 Police Records Lead 2.00 0.00 0.00 2.00 2.00 0.00 Police Records Specialist 10.00 10.00 10.00 10.00 10.00 0.00 Police Sergeant 19.00 19.00 19.00 19.00 19.00 0.00 Police Services Officer 1/11/III 16.00 16.00 16.00 16.00 16.00 0.00 Police Administrative Services Manager 0.00 2.00 2.00 0.00 0.00 0.00 Police Support Services Administrator 14 0.00 0.00 0.00 0.00 1.00 1.00 Police Support Services Manager 14 2.00 4.00 4.00 2.00 1.00 -1.00 Police Support Services Supervisor 5.00 6.00 6.00 5.00 5.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 2.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 13 2.00 2.00 2.00 2.00 1.00 -1.00 Total Police Department 158.00 162.00 163.00 163.00 166.00 3.00 Public Works Administrative Assistant 0.00 0.00 0.00 2.00 2.00 0.00 Assistant Engineer 2.00 2.00 2.00 2.00 2.00 0.00 Assistant Director of Public Works 1.00 1.00 1.00 1.00 1.00 0.00 Associate Engineer 2.00 2.00 2.00 2.00 2.00 0.00 Deputy Director of PW - Engineering 0.00 0.00 0.00 0.00 0.00 0.00 Deputy Director of PW - City Engineer 2.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of PW - Operations 1.00 1.00 1.00 1.00 1.00 0.00 Director of PW / City Engineer 1.00 1.00 1.00 1.00 1.00 0.00 Electrician 1.00 1.00 1.00 1.00 1.00 0.00 Equipment Mechanic 2.00 2.00 2.00 2.00 2.00 0.00 Equipment Operator 3.00 3.00 3.00 3.00 3.00 0.00 Field Services Manager 1.00 1.00 1.00 2.00 2.00 0.00 3 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Maintenance Leadworker 5.00 6.00 6.00 6.00 6.00 0.00 Maintenance Supervisor 5.00 5.00 5.00 4.00 4.00 0.00 Maintenance Worker/Sr. Maintenance Worker 22.00 22.00 22.00 22.00 22.00 0.00 Management Assistant 3.00 2.00 2.00 0.00 0.00 0.00 Principal Engineer 3.00 3.00 3.00 3.00 3.00 0.00 Public Works Inspector 1.00 1.00 1.00 0.00 0.00 0.00 Public Works Manager 2.00 0.00 0.00 0.00 0.00 0.00 Senior Engineer 0.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 13 1.00 2.00 2.00 2.00 3.00 1.00 Senior Management Assistant 2.00 2.00 2.00 2.00 2.00 0.00 Senior Permit Technician 0.00 1.00 1.00 1.00 1.00 0.00 Senior Public Works Inspector 2.00 2.00 2.00 3.00 3.00 0.00 Equipment Mechanic Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 Water Distribution Leadworker 2.00 2.00 2.00 2.00 2.00 0.00 Water Distribution Operator I/II 7.00 7.00 7.00 8.00 8.00 0.00 Water Equipment Operator 2.00 2.00 2.00 2.00 2.00 0.00 Water Maintenance & Construction Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Water Meter Reader 0.00 0.00 0.00 1.00 1.00 0.00 Water Services Manager 1.00 1.00 1.00 1.00 1.00 0.00 Water Treatment Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 Water Treatment Operator I/II 4.00 3.00 3.00 3.00 3.00 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Total Public Works 82.00 81.00 81.00 83.00 84.00 1 Total Benefited Position Control JW 332.50 333.50 333.50 Footnotes 1 City Clerk/Community Development -Transfer Senior Management Ana lystfrom City Clerk to Community Development and reclass to Communications & Marketing Manager 2 City Manager's Office - Reclass Management Analyst 1/11 to Senior Management Analyst 3 City Manager's Office - Reclass Senior Management Analyst to Real Property Manager 4 Community Development - Reclass Code Enforcement Officer to Senior Code Enforcement Officer 5 Community Development - Reclass Executive Assistant to Management Assistant 6 Community Development - Reclass Plans Examinerto Senior Plan Check Engineer 7 Human Resources- Add Management Analyst l 8 Human Resources - Reclass Management Analyst I to Management Analyst II 9 Human Resources - Reclass Management Assistant to Senior Management Assistant 10 Police Department - Add Administrative Assistant 11 Police Department - Add 2 Police Officer 12 Police Department - Add 1 Police Detention Officer 13 Police Department/Public Works - Transfer Senior Management Analyst from Police Department to Public Works 14 Police Department - Reclass Police Support Services Manager to Police Support Services Administrator 15 City Clerk- Reclass Administrative Assistant to Management Analystl 4 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US Department Position / Non -Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Budgeted Mid -Year Proposed Non -Benefited Position Summary by Department Community Development N/A 3.00 3.50 3.50 4.00 0.50 Finance N/A 0.00 0.00 0.00 0.50 0.50 Human Resources N/A 0.00 0.00 0.00 0.50 0.50 Parks & Recreation N/A 32.75 35.13 36.68 36.75 0.06 Public Works N/A 2.79 3.79 3.79 3.29 -0.50 Police Department N/A 15.00 15.00 15.00 17.00 2.00 otal Non -Benefited Position Control - All Departments N/A 53.54 57.42 58.97 62.03 3.06 Community Development Administrative Intern N/A 0.50 0.50 0.50 1.50 1.00 Code Enforcement Officer N/A 0.50 0.50 0.50 0.50 0.00 Graduate Intern N/A 1.00 1.50 1.50 1.00 -0.50 Temporary Employee N/A 1.00 1.00 1.00 1.00 0.00 Total Community Development 3.00 3.50 3.50 4.00 Finance Administrative Intern N/A 0.00 0.00 0.00 0.50 0.50 Total Finance N/A 0.00 0.00 0.00 0.50 0.50 Human Resources Administrative Assistant N/A 0.00 0.00 0.00 0.50 0.50 Total Human Resources N/A 0.00 0.00 0.00 0.50 0.50 Parks & Recreation Office Assistant N/A 1.43 1.43 1.43 1.76 0.33 Program Assistant N/A 7.06 8.24 8.44 9.51 1.07 Recreation Facilities Assistant N/A 5.34 5.34 5.34 5.00 -0.34 Recreation Leader N/A 14.41 14.78 15.98 15.59 -0.39 Recreation Leader II N/A 4.51 5.34 5.50 4.90 -0.60 Total Parks & Recreation N/A 32.75 35.13 36.68 36.75 0.06 Public Works Administrative Intern N/A 0.00 0.00 0.00 1.00 1.00 Deputy Director of Public Works (Limited Service) N/A 0.29 0.29 0.29 0.29 0.00 Graduate Intern N/A 0.00 1.00 1.00 0.00 -1.00 Maintenance Aide N/A 2.00 2.00 2.00 2.00 0.00 Temporary Employee N/A 0.50 0.50 0.50 0.00 -0.50 Total Public Works L 2.79 3.79 3.79 3.29 -0.50 Police Department Administrative Assistant N/A 1.00 1.00 1.00 1.00 0.00 Crime Analyst N/A 0.50 0.50 0.50 0.00 -0.50 Emergency Operations Coordinator N/A 0.50 0.50 0.50 0.00 -0.50 Management Analyst I N/A 0.00 0.00 0.00 1.00 1.00 Master Reserve Officer N/A 3.00 3.00 3.00 2.50 -0.50 Parking Control Officer N/A 2.00 2.00 2.00 2.00 0.00 Police Cadet N/A 3.00 3.00 3.00 2.50 -0.50 Police Communications Officer 11 N/A 2.00 2.00 2.00 2.00 0.00 Police Fleet Commander N/A 0.00 0.00 0.00 0.50 0.50 Police Services Officer 1/11 N/A 3.00 3.00 3.00 4.00 1.00 Property & Evidence Specialist N/A 0.00 0.00 0.00 0.50 0.50 5 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin�1 2026-2027 Operating & Capital Improvement Program Budget 2023-24 2024-25 2025-26 2025-26 2026-27 Department Position / Non -Benefited Inc/(Dec) Budget Budget Budgeted Mid -Year Proposed Senior Management Analyst N/A 0.00 0.00 0.00 0.50 0.50 Temporary Employee N/A 0.00 0.00 0.00 0.50 0.50 Total Police Department N/A 15.00 15.00 15.00 17.00 2.00 Total Non -Benefited Position Control N/A 53.54 57.42 58.97 62.03 3.06 6 1 P a g e Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 Remembering what connects us. FY 2025-2027 BIENNIAL OPERATING & CAPITAL IMPROVEMENT PROGRAM BUDGET FY 2026-2027 (2nd Year Update) JUNE 2, 2026 CITY OFFICIALS ALDO E. SCHINDLER, CITY MANAGER NICOLE M. BERNARD, ASSISTANT CITY MANAGER BRIAN R. MONCRIEF, DEPUTY CITY MANAGER REAL PROPERTY ALEXA SMITTLE, 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 Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of TustinN 2026-2027 Operating & Capital Improvement Program Budget Introduction CityManager's Transmittal Letter............................................................................................................................................................................3 Cityof Tustin — A Profile..............................................................................................................................................................................................5 TustinCity Council....................................................................................................................................................................................................8 Boards, Commissions, and Committees............................................................................................................................................................9 The Budget Process Basisof Accounting / Budgeting................................................................................................................................................................13 FundStructure..................................................................................................................................................................................................15 TheBudget Process........................................................................................................................................................................................17 Financial Summaries 2025-2026 Projected Fund Balance — All Funds.................................................................................................................................22 2026-2027 Proposed Fund Balance — ALL Funds.................................................................................................................................23 2026-2027 Revenue Summary —All Funds..........................................................................................................................................24 2026-2027 Revenue Summary— General Fund...................................................................................................................................26 2026-2027 Expense Summary —All Funds...........................................................................................................................................27 2026-2027 Expense Summary by Type — All Funds..........................................................................................................................29 2026-2027 Department/Division Expense Summary — General Fund.........................................................................................37 2026-2027 Position Control Lists (Benefited/Non-Benefited).......................................................................................................42 City Departments CityCouncil........................................................................................................................................................................................................48 CityManager.....................................................................................................................................................................................................51 CityAttorney.....................................................................................................................................................................................................57 CityClerk............................................................................................................................................................................................................58 FinanceDepartment.......................................................................................................................................................................................62 FireServices......................................................................................................................................................................................................68 HumanResources...........................................................................................................................................................................................70 CommunityDevelopment.............................................................................................................................................................................76 PublicWorks.....................................................................................................................................................................................................86 PoliceDepartment.......................................................................................................................................................................................105 Parks& Recreation.......................................................................................................................................................................................125 Non-Departmental.......................................................................................................................................................................................139 DebtService Administration.....................................................................................................................................................................141 Capital Improvement Program 2026-2027 Capital Improvement Program — Projects & Funding...............................................................................................142 2027-2033 Capital Improvement Program — Seven -Year Schedule..........................................................................................144 Years2027-2029........................................................................................................................................................................144 Years2030-2033........................................................................................................................................................................146 2026-2027 Capital Improvement Program Project Detail by Project Type.............................................................................148 Flood Control Facilities Projects............................................................................................................................................148 ParkFacilities Projects..............................................................................................................................................................150 PublicFacilities Projects...........................................................................................................................................................154 11 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget TrafficControl Projects.............................................................................................................................................................157 Transportation Maintenance Projects..................................................................................................................................169 TustinLegacy Projects..............................................................................................................................................................175 WaterDistribution Projects.....................................................................................................................................................181 WaterProduction Projects......................................................................................................................................................182 Appendix Gann Appropriations Limit Calculation & Resolution......................................................................................................................184 BudgetResolution........................................................................................................................................................................................188 Financial& Budget Policies.......................................................................................................................................................................192 FundBalance Policy...................................................................................................................................................................192 RevenueManagement Policy.................................................................................................................................................192 PensionFunding Policy.............................................................................................................................................................192 InvestmentPolicy........................................................................................................................................................................193 PurchasingPolicy........................................................................................................................................................................194 PurchasingPolicy Flowcharts...............................................................................................................................194 PurchasingCard Policy............................................................................................................................................194 Internal Control— Integrated Framework.............................................................................................................................................195 BudgetGlossary .............................................................................................................................................................................................................197 2 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget <JS N Honorable Mayor and Members of the City Council: It is my pleasure to present the City of Tustin's Fiscal Year 2026-2027 Operating Budget and Capital Improvement Program (CIP) continues the City of Tustin's commitment to fiscal responsibility, Long-term planning, and the delivery of high -quality municipal services that foster public safety, quality of life, and economic vitality throughout the community. The Fiscal Year 2026-2027 Budget continues to advance the City Council's 10-Year Fiscal Sustainability Strategy, which was established to guide the City toward achieving and maintaining a structurally balanced budget. Consistent with Government Finance Officers Association (GFOA) best practices, a structurally balanced budget aligns recurring annual revenues with recurring annual expenditures while maintaining sustainable reserve levels. The Fiscal Sustainability Strategy seeks to achieve these goals through the following objectives: • Increase General Fund recurring revenues through strategic economic development and activation of City -owned properties that generate ongoing sales tax and property tax revenues; • Decrease recurring General Fund expenditures through operational efficiencies and continued evaluation of Long-term pension funding strategies; and • Reduce the use of non -recurring revenues to: o Maintain the General Fund Reserve level (Council Policy sets reserves at 15%-20% of annual General Fund operating expenditure); o Paydown pension obligations; and o Support on -going operations and programs General Fund Revenues, Expenditures, and Reserve Levels General Fund revenues are generated from both recurring and non -recurring sources. Total General Fund revenues for Fiscal Year 2026-2027 are projected at $123 million, including the use of $3.5 million from General Fund reserves. Recurring revenues total $105.4 million. Non -recurring revenues total $14.1 million and include $2.2 million associated with the sale of City -owned property and $11.8 million from internal sources such as transfers from the Land Sale Proceeds Fund. The City's two Largest recurring revenue sources continue to be sales tax and property tax, which together account for 57% of all General Fund revenues. Sales tax revenues are projected to increase between 2% and 3% year over year, while property tax revenues are projected to increase 4%, reflecting continued stability in consumer spending, economic activity, and assessed property valuations throughout the City. General Fund expenditures similarly consist of both recurring and non -recurring costs. Total General Fund expenditures for Fiscal Year 2026-2027 are budgeted at $123 million, including recurring expenditures of $106.2 million. Non -recurring expenditures primarily include $4.3 million for major vehicle, equipment, and technology purchases; $7.7 million associated with funding for the City's Unfunded Actuarial Liability (UAL); and $2.2 million to support operations of the Tustin Temporary Emergency Shelter. Public safety continues to remain the City's highest operational priority, with approximately 53% of recurring General Fund expenditures dedicated toward police and fire services. Additional expenditures support the maintenance and enhancement of City facilities, parks, streets, Landscaping, and community programs throughout Tustin. The General Fund reserve Level remains a key indicator of the City's fiscal health and long-term stability. To balance the Fiscal Year 2026-2027 Budget, the City will utilize $3.5 million of reserves. Following this planned use of reserves, General Fund reserves are projected to total $22 million as of June 30, 2027, representing 21% of recurring General Fund operating expenditures. This reserve level remains above the City Council's established reserve policy target and continues to support the City's long-term fiscal sustainability goals. 3 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Pension Paydown Strategy Fiscal Year 2025-2026 marked the completion of the City's five-year Pension Funding Plan originally implemented in 2021. As part of the long-range financial planning, the City completed a comprehensive review of its existing pension obligations and funding options going forward. A "baseline" approach to fund the annual required obligations only was recommended to and approved by the City Council. Additionally, the Council directed staff to conduct regular updates of the City's pension obligation status. Under the "baseline" funding strategy, the City is projected to transition payments for unfunded pension liabilities to the City's PARS Pension Trust in 2032, thereby relieving General Fund of the pension obligations ,assuming all actuarial assumptions and investment return expectations continue to be met. This approach balances continued progress toward reducing Long- term pension liabilities while preserving operational flexibility and reserve stability Capital Improvement Program The proposed Fiscal Year 2026-2027 Capital Improvement Program totals $68 million and includes funding for 36 active capital projects throughout the City. The CIP continues to prioritize strategic infrastructure investment and long-term asset preservation with major focus areas including City facilities, parks, streets and roadway improvements, traffic mitigation measures, water infrastructure, storm drain facilities, and continued investment within the Tustin Legacy area. The CIP reflects the City's ongoing commitment to maintaining and improving critical public infrastructure while supporting operational efficiency, community growth, and quality of life enhancements for residents and businesses throughout Tustin. Conclusion The Fiscal Year 2026-2027 Budget reflects the City Council's continued commitment to fiscal sustainability, strategic infrastructure investment, public safety, and responsible long-term financial planning. The proposed budget advances the objectives of the City Council's 10-Year Fiscal Sustainability Strategy by aligning recurring revenues and expenditures, maintaining strong reserve levels, investing in critical infrastructure, and continuing progress toward addressing long-term pension obligations. While the budget includes strategic use of reserves and one-time funding sources to address significant operational and capital priorities, the City remains financially well -positioned to continue delivering high -quality municipal services and infrastructure improvements that support the community's continued growth and economic vitality. I would like to thank the City Council for their continued leadership and support and recognize City staff for their hard work and dedication in developing a fiscally responsible budget that continues to prioritize the needs of the Tustin community. Respectfully submitted, Aldo E. Schindler City Manager 4 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ' "•"' N Tustin's story is one of transformation, resilience, and community pride. Nestled in the heart of Orange County at the crossroads of Interstate 5 and State Route 55, the City has grown from its agricultural beginnings into one of the region's most vibrant and desirable communities. Located approximately forty miles southeast of Los Angeles and eighty miles north of San Diego, Tustin's central location, strong neighborhoods, thriving business environment, and commitment to quality of life continue to make it a place where residents and businesses alike choose to put down roots. Long before the modern city was established, the land that would become Tustin was home to the Gabrielino-Tongva people, the Indigenous stewards of much of present-day Orange County and Los Angeles County. The Tongva established thriving communities throughout the region and developed deep cultural traditions tied closely to the Land and waterways of Southern California. Their enduring legacy remains an important part of the region's history and identity. THE EVOLUTION OF TUSTIN ROOTED IN HISTORY. BUILT FOR THE FUTURE. From our beginnings to today's vibrant community —and the future we continue to build together. O THE BEGINNING © A VISION TAKES SHAPE © A COMMUNITY UNITED 1868 AND BEYOND TUSTIN LEGACY- 2005 AND BEYOND TUSTIN TODAY CHPp mA - z s:�r1 DE GO r DE 77 xw�rw SATE ANA _ N. 3 r Y. rc 3 so �i �.�, s "77- �• /." A vO/a r� 1L s The land that is now Tustin was originally part of the The former Marine Corps Air Station Tustin was Today, Tustin is a thriving city of approximately Rancho Santiago de Santa Ana land grant. redeveloped into Tustin Legacy, a 1,600-acre 80,000 residents, proudly represented by In 1868, Columbus Tustin purchased land in the area, master -planned community featuring homes, four Council districts —working together to laying the foundation for a new community. parks, schools, businesses, and destinations— preserve our heritage and shape our future. creating lasting value for generations to come. Tustin's modern history began in 1868 when Columbus Tustin purchased a portion of the former Rancho Santiago de Santa Ana land grant and envisioned a community surrounded by citrus groves and fertile farmland. That vision Laid the groundwork for a flourishing agricultural town supported by California's booming citrus industry and generations of families and entrepreneurs drawn to the area's opportunity and mild climate. Officially incorporated on September 21, 1927, Tustin steadily evolved from a rural farming community into a growing suburban city. One of the most defining chapters in the City's history emerged during World War II with the establishment of Marine Corps Air Station Tustin in 1942. The base became internationally recognized for its two massive wooden blimp hangars, among the Largest wooden structures ever constructed. For decades, the air station played a major role in military aviation and regional development while becoming one of the City's most iconic Landmarks. Today, Tustin's history continues to shape the community's identity. Historic Old Town Tustin remains a centerpiece of the City, where preserved architecture, 5 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget locally owned businesses, community gatherings, and tree -lined streets reflect the character and charm that residents value so deeply. At the same time, the City continues to embrace thoughtful growth and modernization. One of the clearest examples of that forward -Looking vision is Tustin Legacy, the approximately 1,600-acre master -planned community developed on the former Marine Corps Air Station property. What was once a military installation has been transformed into a vibrant mixed -use district featuring residential neighborhoods, parks, educational facilities, commercial development, and regional destinations such as The District at Tustin Legacy. The project reflects the City's ongoing commitment to balancing economic opportunity, community amenities, and quality of life. TUSTIN LEGACY: A TRANSFORMATION OVER TIME O WAS TUSTIN 1942 - 1999 HONORING OUR PAST. BUILDING OUR FUTURE. © A NEW CHAPTER BEGINS EARLY 2000s No ©TUSTIN LEGACY TODAY THRIVING. CONNECTED. COMMUNITY. Marine Corps Air Station Tustin played a The former MICAS Tustin site was Today, Tustin Legacy is a premier master -planned vital role in our nation's defense and aviation reimagined with a bold vision —laying the community —featuring homes, parks, schools, history for more than five decades. foundation for a vibrant new community. businesses, and destinations for al I to enjoy. Tustin's commitment to community extends beyond development and into the everyday experiences of its residents. The City is known for its expansive network of parks, trails, and recreational amenities that support an active and family -oriented lifestyle. Destinations such as Peters Canyon Regional Park, Tustin Sports Park, and Tustin Legacy Park provide opportunities for recreation, connection, and outdoor enjoyment throughout the community. Education also continues to play a central role in Tustin's success. The Tustin Unified School District serves more than 23,000 students and is recognized for strong academic performance, innovative STEM programs, arts education, and college readiness initiatives that help prepare students for future success. Today, Tustin is home to approximately 80,000 residents and continues to be recognized for its strong neighborhoods, diverse community, and balanced approach to growth and fiscal sustainability. The City provides a full range of municipal services including police services, water utility operations, public works, recreation, community development, and transportation planning, while fire protection and emergency medical services are provided through a partnership with the Orange County Fire Authority. The City operates under a Council -Manager form of government Led by a five -member City Council. In recent years, Tustin transitioned to a district -based election system that includes a Mayor to be elected at Large, reflecting the City's continued commitment to civic engagement and local representation. As Tustin approaches its second century as an incorporated city, it continues to build upon a foundation shaped by history, innovation, and community pride. From its agricultural beginnings and military Legacy to its emergence as one of Orange 6 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget County's most dynamic communities, Tustin remains focused on preserving its unique identity while planning thoughtfully for the future. The City's story is deeply rooted in the values that continue to connect its residents and shape its direction forward. From the citrus groves and ranchlands that once defined the Landscape to the innovation and investment represented by Tustin Legacy today, Tustin has consistently evolved while maintaining the sense of character and community that makes it unique. As the City Looks ahead, it remains committed to honoring its past while embracing opportunities for the future. Through thoughtful planning, strong community partnerships, and continued investment in public services and quality of Life, Tustin continues to move forward with a clear vision for generations to come. TUSTIN AT A GLANCE BY THE NUMBERS Tustin is a vibrant Orange County community where rich history, strong neighborhoods, and thoughtful planning create an exceptional place to live, work, and thrive. r.� POPULATION OVERVIEW QHOUSING & HOUSEHOLDS 9 00 Number of Households 27,551 z 79,1751 Total Population ECONOMIC INDICATORS © Median Household Income $112,503 z Homeownership Rate 48$% 2 ® per Capita Income $54,989 Z Median fiomeValue $950,400 Z A ® Unemployment Rate 3.6% t3 verage Household Size 2,�r} t '�r p persons per household COMMUNITY HIGHLIGHTS City Motto "The City of Trees" Reflecting Tustin's commitment to preserving its natural beauty. Tustorical rich significance includes Tustin's rich heritage Includes its origins in agriculture and its role in military history, notably the former Marine Corps Air Station. all 37.1 Median Age 0 EDUCATION ®65.5% z Educational Attainment of residerrts age 25 and over have an associate degree or higher. 11,2414 8 Public Shoot Enrollment students er,mlied in K-12 public sch—l—ithin the city. TRANSPORTATION & COMMUTING 22.8 2 O Average Commute Time minutes O87.4% z Mode of Transportation of residents commute by driving alone - SOURCES 1 California Department of Finance (DOF) - E-5 Population Estimates (2026) 2 U.S. Census Bureau, American Community Survey (ACS) - 2024 ACS 5-Year Estimates (Selected Tables from DP05, DF04, $1501, 50801, and 825044) 3 California Employment Development Department fEDD) - LAUS (April 2026) 4 California Department of Education (CDE) - DataQuest (2025-26) Note: Figures may not total 100%due to rounding. 7 1 P a g e City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US N Mayor Austin Lumbard Council Member Ryan Gallagher Council Member Lee K. Fink Mayor Pro Tern Ray Schnell Council Member John Nielsen The City of Tustin operates under a Council -Manager form of government designed to provide responsive Leadership, professional administration, and effective delivery of municipal services. Under this structure, the elected City Council establishes the City's vision, priorities, and policies, while the appointed City Manager oversees the day-to-day administration and implementation of Council -adopted goals, programs, and initiatives. The Tustin City Council is a five -member governing body consisting of the Mayor and four Council Members elected by district. The Mayor serves as the City's presiding officer and represents the community at official functions and regional agencies. The Mayor Pro Tern is selected annually by the City Council from among its members and serves in the Mayor's absence. As a general law city, the City Council is responsible for adopting the City's biennial operating and capital improvement budget, establishing municipal policies, and providing oversight of City operations and services. The City Council also has the authority to: • Adopt ordinances, resolutions, and local regulations. • Establish policies and strategic priorities for the community. • Review and act on recommendations presented by City staff. • Appropriate funds and approve agreements and contracts. • Appoint members to advisory boards, commissions, and committees. • Represent and respond to the needs, concerns, and priorities of residents and businesses. Through collaborative Leadership and long-term planning, the City Council continues to guide Tustin's growth while preserving the community character, fiscal sustainability, and quality of Life that define the City. 8 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Board, Commission, and Committee members are appointed by the City Council and serve as ambassadors to the City Council by conveying 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 prescribed. Current Commission members are: AUDIT COMMISSION Lillyan Chandler, Chairperson July 16, 2024 March 1, 2027 Dan Erickson, Chair Pro Tem April 4, 2023 March 1, 2027 Adrian Henson April 4, 2023 March 1, 2027 John Wende March 4, 2025 March 1, 2029 Michael Zwissler March 4, 2025 March 1, 2029 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. 9 1 P a g e Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Current Commission members are: PLANNING COMMISSION Amy Mason, Chairperson April 4, 2023 March 1, 2027 Stephen "Rusty" Kozak, Chair Pro Tern March 4, 2025 March 1, 2029 Meg Gullo October 21, 2025 March 1, 2029 Eric Higuchi March 4, 2025 March 1, 2029 Tanner Douthit March 4, 2023 March 1, 2027 Senior Advisory Board The Senior Advisory Board responsibilities include: • Supporting and advising the Senior Center staff on matters of special interest and needs of the seniors in the Tustin area. • Developing and maximizing fund raising projects and activities to support educational, recreational and social programs for the Tustin area senior community. • Promoting a positive endorsement and attitude to the community regarding the Senior Center. • Identifying and review major issues affecting the programs and policies relevant to the seniors. • Supporting and promoting the development of higher standards and better -quality programs for seniors. Current Board members are: SENIOR ADVISORY BOARD Amy Nakamoto, Chairperson Ken Higman, Board Member Sherry Geyer, Board Member Ty Durand, Board Member Teresa Dunn, Board Member Anne Lastimado, Member -at -Large Rose Ayala, Member -at -Large Laura Waite, Member -at -Large Cricket Hong, Member -at -Large Jim Tuttle, Member -at -Large Bob Byrd, Member -at -Large Christine Smith, Member -at -Large Heidi Ahronian, Member -at -Large 101 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 commission shall 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 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: PUBLIC ART COMMISSION Erin Bruner, Chairperson April 5, 2022 July 17, 2026 Medha Paliwal, Chair Pro Tern June 21, 2022 July 17, 2026 Scott McMillin June 4, 2024 July 17, 2028 Janet Lomax June 5, 2022 July 17, 2028 Kristi Martin January 20, 2026 July 17, 2026 Police Chief's Advisory Board The Police Chief's Advisory Board provides a forum with key stakeholders regarding Law enforcement policies within the community. The Board is comprised of a diverse cross-section of community activists, business Leaders and citizens representing both Tustin and the greater Orange County area. The Tustin Police Department establishes and maintains the Chief's Advisory Board, with the goal of providing 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 reinforces the elected values of PRIDE: • P: Partnership • R: Respect • I: Innovation • D: Dedication • E: Excellence 111 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget The number of members of the Police 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 Police 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. 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 Commission advises 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: COMMUNITY SERVICES COMMISSION Ken Henderson, Chairperson April 4, 2023 March 1, 2027 Amy Nakamoto, Chair Pro Tern April 4, 2023 March 1, 2027 Laseanda Wesson March 4, 2025 March 1, 2029 Lori Shimomura March 4, 2025 March 1, 2029 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. 121 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Accounting Method Tustin utilizes accounting practices designed to provide transparency, fiscal accountability, and meaningful financial information to decision -makers, residents, and stakeholders. Governmental funds are maintained using the modified accrual basis of accounting, which is the standard methodology prescribed for local governments and emphasizes the measurement of current financial resources and obligations. Under the modified accrual basis, revenues are recognized when they are both measurable and available to finance current operations. Revenues are considered measurable when the amount can be reasonably determined and available when collection is expected within the current fiscal period or soon enough thereafter to pay current liabilities. Expenditures are generally recognized in the period in which the related liability is incurred and goods or services are received. Certain long-term obligations, including debt principal and interest, claims and judgments, and compensated absences, are recognized when payment becomes due. This approach provides a practical and reliable measurement of the City's near -term financial position and budgetary compliance. To further enhance financial accountability and stewardship, the City utilizes fund accounting to segregate resources based on their intended purpose and legal restrictions. Individual funds are maintained for governmental operations, capital improvement projects, debt service, and other designated activities. In accordance with governmental accounting standards, fund balances are classified as non -spendable, restricted, committed, assigned, or unassigned based on the nature and level of constraint placed on the use of financial resources. The modified accrual basis supports effective financial management by providing City leadership with timely and accurate information for budget development, operational oversight, long-term planning, and fiscal sustainability initiatives. The City's Water Enterprise Fund is accounted for using the full accrual basis of accounting, which is consistent with accounting practices utilized by private -sector enterprises. Under this method, revenues and expenses are recognized when earned or incurred, regardless of the timing of related cash flows. The full accrual basis provides a comprehensive view of the financial condition and operational performance of the utility, including long-term assets, liabilities, capital investments, and infrastructure obligations. Together, these accounting methodologies support the City's commitment to sound financial management, transparent reporting, and responsible stewardship of public resources. Budget Method Tustin utilizes a comprehensive budget development process designed to support fiscal sustainability, operational accountability, and long-term strategic planning. The biennial budget serves as the City's primary financial planning document and provides a framework for aligning available resources with community priorities, service delivery objectives, and City Council policy direction. The budget process is conducted in accordance with California law and incorporates industry best practices intended to promote transparency, public participation, and responsible stewardship of public funds. Development of the budget is a collaborative effort involving the City Council, City management, operating departments, and the community. The City's budget development process generally includes the following components: 131Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget • Budget Calendar and Planning Framework - The budget process begins with the establishment of a comprehensive budget calendar outlining major milestones, deadlines, departmental review periods, and City Council study sessions. This framework ensures timely coordination and structured evaluation throughout the budget cycle. • Strategic Direction and Budget Guidelines - Budget preparation is guided by City Council priorities, operational needs, financial policies, revenue projections, and long-term fiscal sustainability objectives. Departments evaluate existing service levels, operational efficiencies, staffing needs, and capital improvement priorities as part of the development process. • Departmental Budget Development - City departments prepare detailed operating and capital budget requests supported by workload analysis, performance considerations, and service delivery objectives. Revenue and expenditure projections are evaluated to ensure ongoing alignment with available financial resources and organizational priorities. • Financial Review and Executive Evaluation - Proposed departmental budgets are reviewed by the Finance Department and City management to evaluate fiscal impacts, operational requirements, and consistency with Citywide goals and financial policies. This review process includes analysis of revenues, expenditures, reserves, capital needs, and long-term obligations. • Public Engagement and Budget Workshops - The City conducts public budget study sessions and hearings to provide transparency into the budget development process and encourage community participation. These meetings provide residents, businesses, and stakeholders an opportunity to review the proposed budget and provide input on City programs, services, and priorities. Budget Adoption Following public review and City Council deliberation, the biennial operating and capital improvement budget is formally adopted by the City Council. The adopted budget serves as the City's official financial plan and authorizes the appropriation of resources for municipal operations, services, and capital projects. Ongoing Monitoring and Fiscal Oversight Throughoutthe fiscal year, the City continuously monitors revenues, expenditures, staffing levels, and operational performance to ensure compliance with the adopted budget and financial policies. Budget adjustments, financial forecasts, and periodic reporting provide accountability and support informed decision -making by the City Council and management. 141Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget A fund is a grouping of related accounts that is used to maintain control over resources that have been separated 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 AVA 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 business -type activities in the government - wide financial statements. The City uses an enterprise fund to account for its water utility services. Fiduciary Funds 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's primary responsibility is to wind down the affairs of the former Tustin Community Redevelopment 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, 07-1, and 2025-1. 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 Water Enterprise Fund is used to account for the City's water service operations to residents and businesses. • Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities. • Gas Tax accounts for revenues and expenditures apportioned under the Street and Highways Code of the State of California. Expenditures may be made for any street -related purpose allowable under the Code. • Community Development Block Grant is used to account for funds received from U.S. Department of Housing and Urban Development to meet low-income housing and community development needs. • Asset Forfeiture is used to account for monies received from the Federal government that are used for special law enforcement purchases. • Air Quality is used to account for funds received from the South Coast Air Quality Management District to be used for reducing pollution. 151Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget • Supplemental Law Enforcement was established under Government Code Section 30061 enacted by AB3229, Chapter 134, of the 1996 Statues and is an appropriation from the State Budget for the "Citizen Option for Public Safety Program". This fund can only be used for police front line municipal activities that provide police services to the City in prevention of drug abuse, crime prevention and community awareness programs. • American Rescue Plan Act (ARPA) is used to account for monies received from the U.S. Treasury for COVID-19 related expenses. • Special Tax B is used to account for Special Tax B service tax levied on taxable property in the Tustin Legacy to pay for public services and administrative expenses. • Road Maintenance and Rehabilitation is used to account for revenues and expenditures apportioned under the Road Repair and Accountability Act of 2017 (S131) for road maintenance and rehabilitation. • Voluntary Workforce Housing Incentive is used to account for in -Lieu fees collected and the associated expenditures that support development of City affordable housing programs and projects under the City of Tustin Ordinance 1491. • Solid Waste is used to account for solid waste program revenues and expenditures. • Park Acquisition and Development is used to account for fees received from developers and park activities as well as federal and state grants to develop the City's park system. • Measure M is used to account for monies received from the Orange County Transportation Authority for street projects and transportation activities. • Cable PEG Fees are used to accountfor monies received from cable franchise PEG revenues for capital equipment and improvements supporting public, educational, and governmental access programming. • Landscape Lighting is used to account for monies received from assessment revenues that are restricted for landscaping and street -Lighting within the district. • The Housing Authority 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 State of California grants to develop the City's park system. 161 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget The City of Tustin utilizes a biennial budget process, with appropriations adopted annually for each fiscal year beginning July 1 and ending June 30. This approach provides a longer -term planning framework while allowing the City to remain responsive to changing economic conditions, operational needs, and community priorities. This budget document serves as a comprehensive financial plan, outlining how resources are allocated to support core services, infrastructure investment, and community programs. It reflects the City's ongoing commitment to fiscal responsibility, transparency, and strategic resource management. Fiscal Sustainability Strategy FY 2026-2027 represents the second year of the City Council's 10-year Fiscal Sustainability Strategy, which was adopted in accordance with best practices identified by the Government Finance Officers Association for establishing a sustainable, structurally balanced budget. The strategy is designed to align recurring operating revenues with recurring operating expenses in a sustainable manner over the next 10 years. Key objectives of the Fiscal Sustainability Strategy To achieve long-term fiscal sustainability, the City has established the following key objectives: • Increasing General Fund recurring revenues by advancing development of City -owned properties, generating ongoing revenues such as sales tax and property taxes • Decreasing General Fund recurring expenses by continuing to explore unfunded pension accrued liability (UAL) paydown strategies and other operational efficiencies • Reducing the use of one-time revenues to support ongoing needs, including: o Maintaining General Fund reserves in accordance with Council Policy, which sets a target of 15% to 20% of annual General Fund operating expenditures o Paying down unfunded pension accrued liability o Supporting ongoing operations and programs Budget Structure The City's budget is organized into several primary components: • General Fund — Supports core municipal services, including public safety, recreation, and administrative functions • Special Revenue Funds — Account for revenues restricted to specific purposes, such as transportation, housing, and community programs • Capital Improvement Program (CIP) — Provides a multi -year plan for infrastructure and facility investments • Enterprise Funds — Support self-sustaining operations, including water services, where user fees offset operating costs Community Engagement Public participation remains an important component of the budget process. The City provides opportunities for community input through public hearings, workshops, and online engagement tools. This outreach helps ensure that the budget reflects resident priorities and maintains transparency in decision -making. Strategic Focus Areas The budget is guided by key priorities that support both current service delivery and long-term community goals: • Public Safety— Maintaining effective police and emergency response services • Economic Development— Strengthening the local business environment and supporting growth 171 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget • Sustainability— Advancing resource conservation and environmentally responsible practices • Operational Efficiency — Leveraging technology and process improvements to enhance service delivery The City of Tustin's budget serves as both a financial framework and a policy guide, aligning available resources with community priorities, service delivery, and long-term planning. It reflects a balanced approach to maintaining core services, investing in infrastructure, and supporting a high quality of life for residents. The following strategic focus areas outline the key priorities guiding the City's budget decisions and resource allocation. Budget Development Cycle As the City advances through the 2026-2027 fiscal year, it continues implementation of the adopted biennial budget while refining projections January2026 based on updated economic conditions. The budget development process spans approximately six to seven . months, beginning with departmental planning early in the calendar year rFis,al Year', and concluding with City Council adoption in June. i� Begins Departments play a central role in this process and are responsible for: • Reviewing baseline revenues and expenditures A ' Final Re,iew • Evaluating service demands and operational priorities FinanceMeetwith • Identifying staffing, program, and capital needs • Submitting recommended budget adjustments This collaborative approach ensures that the budget remains aligned with organizational priorities and responsive to changing conditions. While formal preparation occurs from January through June, budget monitoring and adjustments take place throughout the fiscal year. Operating Budget and Administration The General Fund is the City's primary operating fund, supporting day-to-day municipal services. Revenues are largely derived from property and sales taxes, which are sensitive to broader economic conditions. ® The City budgets governmental funds using the modified accrual basis of accounting. Under this method: ® Revenues are recognized when measurable and available ® and expenditures are recognized when liabilities are incurred. ® Enterprise funds, including the Water Fund, are budgeted using the full accrual method, where revenues are ® recorded when earned and expenses when incurred. The City's budgeting methodology aligns with its accounting ® practices, ensuring consistency and transparency. Departments begin with a baseline budget, typically the ® prior year's adopted or amended budget, and propose adjustments to reflect updated service levels and operational needs. 181 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Capital Improvement Program The Capital Improvement Program (CIP) outlines planned infrastructure investments over a rolling seven-year period, with current -year appropriations included in the annual budget. Due to the scale and complexity of capital projects, many span multiple fiscal years, with funding structured to align with project phases. CIP investments include: • Transportation and utility infrastructure • Public facilities and building improvements • Parks and recreational amenities • Technology systems and major equipment The CIP supports long-term planning by prioritizing investments that enhance service delivery, maintain public assets, and accommodate future growth. Special Revenue Fund Budgeting In addition to the General Fund, the City maintains Special Revenue Funds to accountfor revenues and expenditures dedicated to specific purposes. These funds may be legally restricted or established to enhance financial tracking and reporting. Special Revenue Fund budgets are developed alongside the General Fund and adopted by the City Council as part of the annual budget process. All activity is recorded within the respective funds, with interfund transfers clearly identified to ensure transparency. Financial Reporting & Budget Monitoring BALANCING THE CITY BUDGET Smart planning. Responsible spending. Stronger communities. O © ® ® 0 FISCAL RESPONSIBILITY TRANSPARENCY PRIORITIES SLISTAINABILITY STRONGER TOGETHER We use resources We're open and We focus on what We make smart A balanced budget wisely and plan accountable to matters most to investments that builds a stronger, for the future. our community. residents. last. more vibrant city. 191 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 financial stewardship. The budget monitoring process involves a structured, multi -layered approach: • Real -Time Department Dashboards — Each department has access to real-time budget -to -actual reports for both operating and capital accounts. Department heads and key stakeholders 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 and 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, the Finance Department conducts a comprehensive analysis of: o Actual revenues and expenditures o Capital Improvement Project (CIP) progress and funding o Departmental projections through fiscal year-end o Identified variances and potential cost pressures Based on these findings, the Finance Department 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, the Finance Department 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. 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. 201 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget • 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 City leadership and the Finance Departmentto 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 Council priorities, fiscal discipline, 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 • 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. • Departments are provided real-time expenditure and budget updates via OpenGov. 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. 211 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Fund Description Fund Balance 07/01/2025 Transfers In Revenues Expenditures Transfers Out Fund Balance 06/30/2026 100 100 101 102 General Fund - Unrestricted North Hangar Fire General Fund - Emergency Fund General Fund - PARS Pension Trust 34,922,013 (25,217,752) 1,000,000 17,618,008 11,920,930 - 2,000,000 87,851,836 26,368,407 - 440,000 102,222,903 1,150,655 - 80,000 6,853,184 - 25,618,692 0 1,000,000 19,978,008 187 Backbone Fee Fund 16,972,518 9,809,715 1,151,682 25,630,551 189 Land Held for Resale 90,543,514 45,620,402 12,010,399 6,068,065 118,085,452 200 Capital Projects Fund-CIP 9,035,449 1,200,000 3,899,703 6,550,053 - 7,585,099 120 CDBG (2,586) - 1,315,355 1,312,769 (0) 129 Cable PEG Fees Fund 1,009,666 125,000 150,000 984,666 130 Gas Tax 1,677,078 2,540,518 2,953,516 1,264,080 131 Park Development 3,192,981 964,015 2,118,132 2,038,864 132 Park Development Grants (1,562,251) 7,397,395 5,834,567 577 133 SCAQMD 235,024 100,900 300,000 35,924 134 Asset Forfeiture 124,870 5,334 - 130,204 135 RNSP Asset Forfeiture 217,385 112,278 2,995 216,000 110,668 136 Supplemental Law Enforcement 608,775 217,947 304,218 84,000 438,504 137 Treasury RNSP Asset Forfeiture 15,365 150 - 15,515 139 Measure M2 4,748,406 2,304,940 3,143,788 80,000 3,829,558 140 Road Maint & Rehab Alloc 7,512,515 2,222,916 2,635,545 7,099,886 141 Tustin LLD 330,291 90,061 838,439 947,000 311,791 142 Tustin SL 5,640,428 - 1,618,118 737,270 1,000,000 5,521,276 171 Solid Waste Fund 2,511,811 - 262,150 803,175 - 1,970,786 180 Special Events 132,140 40,000 619,922 619,800 135,680 36,582 181 Workers Compensation 321,384 - 2,050,700 2,062,300 - 309,784 182 Liability 1,829,706 2,900,000 25,000 3,615,988 1,138,718 183 Unemployment 1,145 50,000 500 25,000 26,645 184 Equipment Replacement Fund 4,527,071 1,605,000 2,420,800 5,519,141 3,033,730 185 Information Technology 5,647,159 - 3,575,000 5,863,838 3,358,321 300 Water Enterprise 8,761,366 25,073,021 26,240,399 7,593,988 301 Water Capital Fund 3,687,408 55,000 912,674 2,829,734 302 Water Enterprise Emergency Fund 1,000,000 - - 1,000,000 303 Water Rate Stabilization Reserve Fund 1,181,522 - 1,181,522 305 2011 Water Revenue Bond Fund 18,764 2,359 21,123 306 307 2013 Water Revenue Bond Fund 2024 Water Rate Revenue Bond Fund (35,694) 1,326,395 270 30,000 - 188,252 (35,424) 1,168,143 420 American Rescue Plan Act (ARPA) - 721,703 - 714,423 7,280 431 Assessment Dist. 95-1 Construction 249,779 - - 249,779 433 CFD 04-1 1,262,922 711,400 694,281 1,280,041 435 CFD 06-1 Debt Service 23,529 23,529 436 CFD 07-1 Debt Service 2,133,239 1,180,208 1,131,531 2,181,916 439 CFD 06-1 & 2014-1 Refunding 2025 2,895,818 5,877,660 5,539,201 3,234,277 441 CFD 14-01 Debt Service 47,191 - - 47,191 442 Special Tax B 65,191 6,500,111 10,000 6,490,107 65,195 570 Successor Agency (Trust Fund) 3,117,809 3,950,873 3,917,359 - 3,151,323 571 PARS OPEB Trust 5,251,581 654,433 27,500 5,878,514 575 577 Tustin Housing Authority Voluntary Workforce Housing Incentive Prog 71,794 2,317,922 1,835,468 - 285 35,000 1,822,933 2,010,000 84,614 342,922 Total All Funds 216,968,649 21,641,459 247,499,763 204,608,865 21,641,459 259,859,548 221 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Fund Description Fund Balance 07/01/2026 Transfers In Revenues Expenditures Transfers Out Fund Balance 06/30/2027 100 101 102 187 General Fund - Unrestricted General Fund - Emergency Fund General Fund - PARS Pension Trust Backbone Fee Fund 25,618,692 1,000,000 19,978,008 25,630,551 22,440,479 - _ 97,014,869 - 440,000 200,000 115,237,771 - 90,000 9,346,141 7,749,050 - 22,087,219 1,000,000 20,328,008 16,484,410 189 Land Held for Resale 118,085,452 3'000,000 22,181,782 14,877,526 84,026,144 200 Capital Projects Fund-CIP 7,585,099 1,000,000 12,751,855 16,410,766 125,000 4,801,188 120 CDBG JIM823,845 823,845 - - 129 Cable PEG Fees Fund 984,666 130,000 150,000 964,666 130 Gas Tax M 1,264,080 2,420,460 2,817,474 867,066 131 Park Developments 2,038,864 125,000 882,000 3,068,525 (22,661) 132 Park Development Grant 577 5,162,804 5,162,804 577 133 SCAQMD 35,924 100,900 128,400 8,424 134 Asset Forfeiture 130,204 500 - 130,704 135 RNSP Asset Forfeiture 110,668 2,500 - 113,168 136 Supplemental Law Enforcement 438,504 205,000 343,633 299,871 137 Treasury RNSP Asset Forfeiture 15,515 - - 15,515 139 Measure M2 3,829,558 2,280,000 5,195,646 80,000 833,912 140 Road Maint & Rehab Alloc 7,099,886 2,354,278 7,384,593 - 2,069,571 141 Tustin LLD 311,791 185,450 975,811 1,161,260 - 311,792 142 Tustin SL 5,521,276 - 1,675,246 811,589 1,000,000 5,384,933 171 Solid Waste Fund 1,970,786 360,000 822,507 - 1,508,279 180 Special Events 36,582 196,500 608,800 623,800 135,680 82,402 181 182 Workers Compensation A309,784 Liability 1,138,718 3,100,000 2,174,000 25,000 2,204,300 4,154,000 - 279,484 109,718 183 Unemployment EM 26,645 - 25,000 1,645 184 Equipment Replacement Fund 3,033,730 3,250,000 1,222,520 4,029,524 3,476,726 185 Information Technology 3,358,321 MENEV-4,575,000 6,851,125 1,082,196 300 Water Enterprise 7,593,988 27,635,500 25,775,017 9,454,471 301 Water Capital Fund 2,829,734 50,000 874,800 2,004,934 302 Water Enterprise Emergency Fund 1,000,000 - - 1,000,000 303 Water Rate Stabilization Reserve Fund 1,181,522 1,181,522 305 2011 Water Revenue Bond Fund 21,123 21,123 306 2013 Water Revenue Bond Fund (35,424) - - (35,424) 307 2024 Water Rate Revenue Bond Fund 1,168,143 30,000 1,138,143 60,000 420 American Rescue Plan Act (ARPA) 7,280 - - 7,280 431 Assessment Dist. 95-1 Construction 249,779 - - 249,779 433 CFD 04-1 1,280,041 697,000 696,406 1,280,635 435 CFD 06-1 Debt Service 23,529 - - 23,529 436 CFD 07-1 Debt Service 2,181,916 1,155,208 1,149,000 2,188,124 439 CFD 06-1 & 2014-1 Refunding 2025 3,234,277 5,695,500 5,650,056 3,279,721 441 CFD 14-01 Debt Service 47,191 low - 47,191 442 Special Tax B 65,195 6,682,174 10,000 6,672,173 65,196 570 Successor Agency (Trust Fund) 3,151,323 3,930,873 3,913,487 - 3,168,709 571 PARS OPEB Trust 5,878,514 154,433 20,000 6,012,947 575 Tustin Housing Authority Voluntary Workforce Housing Incentive 84,614 342,000 - 234,267 192,347 577 Prog 342,922 - - - - 342,922 Total All Funds 259,859,548 30,639,429 185,416,075 248,485,661 30,639,429 196,789,962 231Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Fund Description 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Proposed 100 General Fund General Governmental Rev Community Development 82,796,788 87,985,266 95,256,588 89,483,603 95,262,751 4,100,096 2,557,941 2,843,877 6,231,431 8,805,973 Public Works 677,648 939,209 524,295 400,300 450,300 Police Services 1,333,873 1,323,190 1,314,905 1,432,432 1,558,324 Fire Services 13,952 13,995 12,683 15,000 15,000 Parks and Recreation 2,045,014 2,135,907 2,229,478 2,210,000 2,263,000 Non -Departmental 7,700 0 - - 11,100,000 100 General Fund - Unrestricted 90,975,070 94,955,508 102,181,826 99,772,766 119,455,348 100 North Hangar Fire - 36,676,181 42,797,641 26,368,407 - 102 General Fund PARS Pension Trust 2,670,876 3,127,557 3,660,499 2,440,000 440,000 187 Backbone Fee Fund 432,696 670,938 5,787,230 9,809,715 200,000 189 Land Held for Resale 14,261,119 4,991,630 21,488,328 45,620,402 3,000,000 200 Capital Projects Fund-CIP 7,714,669 4,791,327 535,214 5,099,703 13,751,855 120 CDBG 2,188,802 407,632 582,712 1,315,355 823,845 129 Cable PEG Fees 133,161 143,253 134,086 125,000 130,000 130 Gas Tax 2,172,585 2,424,360 2,360,854 2,540,518 2,420,460 131 Park Development 798,689 601,553 1,543,728 964,015 1,007,000 132 Park Development Grants 14 17 3,840,000 7,397,395 5,162,804 133 SCAQMD 136,345 92,065 113,128 100,900 100,900 134 Asset Forfeiture 17,744 21,258 23,952 5,334 500 135 RNSP Asset Forfeiture 190,275 79,365 28,448 112,278 2,500 136 Supplemental Law Enforcement 214,893 258,051 268,447 217,947 205,000 137 Treasury RNSP Asset Forfeiture 325 2,209 731 150 - 139 Measure M2 i 2,337,204 2,415,840 2,474,645 2,304,940 2,280,000 140 Road Maint & Rehab Alloc 1,928,865 2,481,621 2,470,667 2,222,916 2,354,278 141 Tustin LLD 829,611 955,414 923,205 928,500 1,161,261 142 Tustin SL 1,518,642 1,779,429 1,835,632 1,618,118 1,675,246 171 Solid Waste 777,770 717,457 864,129 262,150 360,000 180 Special Events 533,835 663,202 638,431 659,922 805,300 181 Workers Compensation 1,153,303 1,808,340 1,974,507 2,050,700 2,174,000 182 Liability 1,101,000 2,225,000 4,900,000 2,925,000 3,125,000 183 Unemployment 51,057 2,754 1,265 50,500 W - 184 Equipment Replacement Fund 963,876 1,703,487 1,748,576 4,025,800 4,472,520 185 Information Technology 2,952,817 4,063,188 4,848,043 3,575,000 4,575,000 300 Water Enterprise 26,514,302 34,218,806 43,314,919 25,073,021 27,635,500 301 Water Capital Fund 3,207,230 1,546,914 201,618 55,000 50,000 302 Water Enterprise Emergency Fund 54,047 89,052 - - - 303 Water Rate Stabilization Reserve Fund - 1,000,000 181,522 - 305 2011 Water Revenue Bond Fund 2,350 3,687 6,491 2,359 - 306 307 2013 Water Revenue Bond Fund 2024 Water Revenue Bond Fund (643,811) - 9,183 4,180,448 3,628 150,678 27 30,000 30,000 420 American Rescue Plan Act 5,415,387 4,295,451 3,215,567 721,703 433 CFD 04-1 722,143 734,992 736,118 711,400 697,000 434 CFD 06-1 Construction 5,211 3,024 383 - - 435 CFD 06-1 Debt Service 3,876,619 4,065,870 4,110,516 - 436 CFD 07-1 Debt Service 1,137,638 1,191,263 1,198,634 1,180,208 1,155,208 439 CFD 2014-1 & 06-1 Refinance - - 3,555,493 5,877,660 5,695,500 441 CFD 14-1 Debt Service 1,717,882 1,812,684 1,861,674 - - 442 Special Tax B 5,082,454 5,712,454 6,297,589 6,500,111 6,682,174 241 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Fund 443 570 571 575 577 Description CFD 14-1 Construction Successor Agency (Trust Fund) PARS OPEB Trust Tustin Housing Authority Voluntary Workforce Housing Incentive Prog Total Revenue - All Funds 2022-23 Actual 24,262 4,241,636 712,945 1,075,205 54,708 189,255,450 2023-24 2024-25 Actual Actual 4,249,002 4,460,207 852,276 1,002,844 1,553,666 1,455,536 217,210 118,428 233,794,619 279,897,766 2025-26 2026-27 Projected Proposed 3,950,873 3,930,873 654,433 154,433 1,835,753 342,000 35,000 - 269,141,222 216,055,504 251Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Description 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 Projected 2026-27 Proposed Property Tax in Lieu of VLF 9,666,474 10,397,643 10,940,007 11,495,780 11,858,271 Property Taxes 12,828,388 13,536,369 14,058,373 14,709,679 15,433,143 Residual Property Taxes 1,867,247 2,045,199 2,111,670 2,046,000 2,046,000 In Lieu -Prop Tax 30,507 31,117 31,739 31,739 31,739 AB 1290 Pass Thru 170,649 194,475 206,179 190,000 190,000 Franchise Fees 1,801,981 1,864,197 1,778,256 1,803,500 1,856,000 Sales and Use Tax 35,434,121 35,403,145 37,378,034 37,000,000 38,704,821 Sales Tax - Public Safety - Prop 172 455,285 456,389 455,753 463,000 463,000 Transient Occupancy Tax 2,151,007 2,392,315 2,239,766 2,300,000 2,300,000 Business License Fees 470,064 460,416 470,040 460,000 460,000 Real Property Transfer Tax 585,882 549,364 459,562 550,000 550,000 New Construction Tax 135,826 13,275 23,053 140,700 831,123 Planning Plan Check Fees 540,788 281,950 296,129 1,054,155 1,483,245 Building Permits & Plan Checks 3,457,821 1,994,488 2,421,943 5,120,776 7,266,228 Fees and Other Permits 774,195 993,911 599,854 538,800 588,800 Fines and Forfeitures 1,169,849 961,478 1,005,495 1,136,000 1,136,000 Interest Income 1,227,104 2,145,589 1,610,778 1,134,075 1,134,075 Use of property 2,762,923 3,263,521 3,091,485 3,128,000 3,068,000 POST Reimbursement 27,861 51,381 38,215 20,000 20,000 Revenue from Other Agencies 142,828 158,578 275,535 130,000 130,000 State Grants 43,423 485,338 130,471M 32,000 30,000 North Hanger Fire - 36,676,181 42,797,641 26,368,407 - Federal Grants 105,481 WM 42,830 227,465 50,000 50,000 Sports Fees 730,628 779,024 818,276 825,000 825,000 Class Fees 554,274 516,841 443,111 500,000 500,000 Other Recreation Fees 424,289 501,558 575,027 527,000 580,000 Transfer In 9,855,257 12,276,616 17,260,167 11,920,930 22,440,479 Reimbursement from Other Funds All Other Sources 1,521,773 2,039,146 1,522,503 1,635,999 1,722,898 1,512,544 1,700,000 765,632 1,700,000 3,779,424 Total Revenue - General Fund 90,975,070 131,631,689 144,979,467 126,141,173 119,455,348 261 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2022-23 2023-24 2024-25 2025-26 2026-27 Fund Description Actual Actual Actual Projected Proposed 100 General Fund City Council 50,262 62,155 109,985 103,455 135,663 City Clerk City Attorney City Manager 869,904 727,834 2,103,655 824,167 791,846 2,820,630 1,108,979 742,591 2,711,817 1,172,357 900,000 3,005,582 1,386,456 900,000 3,134,579 Finance 1,784,663 1,891,450 2,005,643 2,116,246 2,281,340 Human Resources 1,169,671 1,300,707 1,574,765 1,770,487 2,046,116 Community Development 4,533,744 5,103,103 5,313,825 5,397,186 7,170,850 Public Works 14,734,048 16,075,086 17,023,542 18,709,587 19,896,229 Police Services 31,797,083 34,724,946 38,291,636 41,091,413 45,393,118 Fire Services Parks and Recreation Non -Departmental, Other 10,015,568 5,229,968 14,937,212 10,702,511 5,649,983 15,694,718 11,189,433 6,151,323 11,558,565 10,345,414 6,106,985 18,357,377 11,490,990 6,777,117 22,374,363 100 General Fund - Unrestricted 87,953,610 95,641,303 97,782,104 109,076,087 122,986,821 100 North Hangar Fire 71,712,518 32,936,827 1,150,655 - 102 General Fund PARS Pension Trust 46,130 55,445 66,590 80,000 90,000 187 Backbone Fee Fund 884,309 4,811,884 243,647 1,078,301 9,346,141 189 Land Held for Resale 8,738,044 12,035,925 21,491,840 18,081,626 37,059,308 200 Capital Projects Fund-CIP 2,038,559 1,159,855 5,626,662 6,550,053 16,535,766 120 CDBG 2,111,413 312,755 582,712 1,312,769 823,845 129 Cable PEG Fees - 16,562 27,735 150,000 150,000 130 Gas Tax 2,117,165 5,629,334 2,517,545 2,953,516 2,817,474 131 Park Development 994,794 208,932 541,001 2,118,132 3,068,525 132 Park Development Grants - 161,836 5,240,992 5,834,567 5,162,804 133 SCAQMD - 223,582 - 300,000 128,400 135 RNSP Asset Forfeiture 46,893 175,153 34,428 218,995 - 136 Supplemntal Law Enforcement 53,357 169,056 189,058 388,218 343,633 137 Treasury RNSP Asset Forfeiture - - - - - 139 Measure M2 2,176,819 2,579,583 713,718 3,373,539 5,275,646 140 Road Maint & Rehab Alloc 1,747,051 3,191,995 78,185 2,635,545 7,384,593 141 Tustin LLD 792,029 830,991 792,425 947,000 1,161,260 142 Tustin SL 590,152 743,348 1,677,965 1,737,270 1,811,589 171 Solid Waste 380,967 380,453 402,760 803,175 822,507 180 Special Events 509,063 694,750 790,107 755,480 759,480 181 Workers Compensation 1,814,156 1,801,230 1,700,471 2,062,300 2,204,300 182 Liability 1,869,797 2,838,282 2,858,444 3,615,988 4,154,000 183 Unemployment 6,430 24,185 37,403 25,000 25,000 184 Equipment Replacement Fund 1,000,758 822,905 913,173 5,519,141 4,029,524 185 Information Technology 3,059,840 3,129,738 3,375,147 5,863,838 6,851,125 300 Water Enterprise 22,328,402 24,171,441 21,789,175 26,240,399 25,775,017 301 Water Capital Fund 662,245 867,315 3,876,669 - 874,800 302 Water Emergency Fund - 1,000,000 153,415 - 306 2013 Water Rev Bond Fund 2,168,247 1,120,254 1,120,254 - 307 2024 Water Rev Bond Fund - 115,431 2,078,486 188,252 1,138,143 271 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Fund Description 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 Projected 2026-27 Proposed 420 431 American Rescue Plan Act (ARPA) Assess Dist 95-1 Construction 5,415,387 - 4,295,451 82,830 3,215,567 - 714,423 433 CFD 04-1 693,309 692,418 688,822 694,281 696,406 434 CFD 06-1 Construction 83,831 69,446 383 - - 435 CFD 06-1 Debt Service 3,591,365 3,675,106 11,163,301 - 436 CFD 07-1 Debt Service 1,063,236 1,086,886 1,108,733 1,131,531 1,149,000 439 CFD 06-1 & 2014-1 Refunding 2025 - 659,676 5,539,201 5,650,056 441 CFD 14-1 1,580,470 1,612,131 5,687,032 - - 442 Special Tax B 5,066,557 5,740,521 6,267,887 6,500,107 6,682,173 443 CFD 14-1 Construction 1,084,484 - - - - 570 Successor Agency (Trust Fund) 2,069,215 1,981,812 1,890,857 3,917,359 3,913,487 571 575 577 PARS OPEB Trust Tustin Housing Authority Voluntary Workforce Housing Incentive Prog 14,960 1,492,620 - 17,386 1,348,503 5,471 20,270 1,942,238 101,829 27,500 1,822,933 2,010,000 20,000 234,267 Total Expenses - All Funds 166,245,664 257,234,003 242,385,531 225,417,183 279,125,090 281 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Proposed 100 General Fund Personnel 49,403,391 52,998,173 57,578,261 62,119,441 70,004,524 Operations 38,511,849 42,553,862 39,758,579 46,808,448 52,851,947 Capital 38,370 89,268 445,264 148,198 130,350 100 Total General Fund - Operating 87,953,610 95,641,303 97,782,104 109,076,087 122,986,821 Navy North Hangar Fire - 71,712,518 32,936,827 1,150,655 - 100 Total General Fund 87,953,610 167,353,821 130,718,931 110,226,742 122,986,821 102 General Fund - PARS Pension Trust Personnel - - - - - Operations 46,130 55,445 66,590 80,000 90,000 Capital - - - - - 102 Total General Fund - PARS Pension Trust 46,130 55,445 66,590 80,000 90,000 187 Backbone Fee Personnel 59,783 64,092 42,400 232,154 247,032 Operations 618,662 932,527 46,715 21,147 21,147 Capital 205,865 3,815,265 154,531 825,000 9,077,962 187 Total Backbone Fee 884,309 4,811,884 243,647 1,078,301 9,346,141 189 Land Held for Resale Personnel 1,843,913 1,845,636 1,836,959 1,880,223 59,664 Operations 6,206,468 7,543,831 11,914,672 11,562,364 18,027,526 Capital 687,663 2,646,459 7,740,209 4,639,039 18,972,118 189 Total Land Held for Resale 8,738,044 12,035,925 21,491,840 18,081,626 37,059,308 200 CIP Personnel - - - - - Operations 46,580 52,218 3,203,764 - 125,000 Capital 1,991,978 1,107,637 2,422,897 6,550,053 16,410,766 200 Total CIP 2,038,559 5,626,662 6,550,053 16,535,766 120 Community Development Block Grant (CDBG) CDBG Admin Personnel 95,469 93,637 102,102 127,458 148,914 Operations 206,015 219,118 311,635 381,931 381,931 Total CDBG Admin 301,484 312,755 413,737 509,389 530,845 CDBG Capital Personnel Operations - - - Capital 1,809,929 785,850 293,000 Total CDBG Capital 1,809,929 785,850 293,000 CDBG Non -Dept Personnel Operations - - Capital 168,975 17,530 Total CDBG Non -Dept - 168,975 17,530 - 291 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2022-23 2023-24 2024-25 2025-26 2026-27 Fund Expense Actual Actual Actual Projected Proposed CDBG Total Personnel 95,469 93,637 102,102 127,458 148,914 Operations 206,015 219,118 311,635 381,931 381,931 Capital 1,809,929 - 168,975 803,380 293,000 120 Total Community Development Block Grant (CDBG) 2,111,413 31 55 582,712 1,312,769 823,845 129 Cable PEG Fees Personnel - - - - Operations 16,562 27,735 150,000 150,000 Capital - - - - 129 Total Cable PEG Fees 16,562 27,735 150,000 150,000 130 Gas Tax Gas Tax, Non -Dept Personnel 20,264 17,140 21,464 20,649 23,394 Operations - - - - - Capital - - - - - Total Gas Tax, Non -Dept 20,264 17,140 21,464 20,649 23,394 Gas Tax, CIP Personnel 288,027 288,720 315,630 277,441 327,300 Operations 1,808,874 1,545,607 1,727,499 2,094,530 2,166,780 Capital - 3,777,867 452,952 560,896 300,000 Total Gas Tax, CIP 2,096,901 5,612,194 2,496,081 2,932,867 2,794,080 Gas Tax Total Personnel 308,291 305,860 337,094 298,090 350,694 Operations 1,808,874 1,545,607 1,727,499 2,094,530 2,166,780 Capital - 3,777,867 452,952 560,896 300,000 130 Total Gas Tax 2,117,165 5,629,334 2,517,545 2,953,516 2,817,474 131 Park Development Personnel - - - - - Operations 102,614 65,206 58,036 44,329 44,329 Capital 892,180 143,726 482,965 2,073,803 3,024,196 131 Total Park Dev, CIP 994,794 208,932 541,001 2,118,132 3,068,525 132 Park Development Grants Personnel - - - - Operations - - - - Capital 161,836 5,240,992 5,834,567 5,162,804 132 Total Park Dev Tustin Legacy, CIP 161,83 5,240,992 5,834,567 5,162,804 133 SCAQMD, Non -Departmental Personnel - - - - Operations - - - Capital 223,582 300,000 128,400 133 Total SCAQMD, Non -Departmental 223,582 300,000 128,400 134 Asset Forfeit, Non -Dept. Personnel - - - Operations Capital 134 Total Asset Forfeit, Non -Dept. - 135 RNSP Asset Forfeit, Non -Dept 301 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2022-23 2023-24 2024-25 2025-26 2026-27 Fund Expense Actual Actual Actual Projected Proposed Personnel - - - - Operations 46,893 175,153 34,428 218,995 Capital - - - - 135 Total RNSP Asset Forfeit, Non -Dept. 46,893 175,153 34,428 218,995 136 Suppl Law Enforcement, CIP Personnel 53,357 169,056 184,789 304,071 343,633 Operations - - - 84,000 - Capital - - 4,269 147 136 Total Suppl Law Enforcement, CIP 53,357 169,056 189,058 137 Treasurey RNSP Asset Forfeiture Personnel - - - Operations Capital 137 Total Treasurey RNSP Asset Forfeiture 139 Measure M2 Measure M2 - Non -Dept Personnel - - - - - Operations 179,054 149,199 136,289 80,000 80,000 Capital - - - - - Total Measure M2 - Non -Dept 179,054 149,199 136,289 80,000 80,000 Measure M2 - Capital Personnel - - - - - Operations 155,134 159,591 173,922 - - Capital 1,842,630 2,270,792 403,508 3,293,539 5,195,646 Total Measure M2 - Capital 1,997,764 2,430,384 577,430 3,293,539 5,195,646 Measure M2 Personnel - - - - - Operations 334,189 308,790 310,210 80,000 80,000 Capital 1,842,630 2,270,792 403,508 3,293,539 5,195,646 139 Total Measure 11'"112 2,176,819 11 713,718 3,373,539 5,275,646 140 Road Maint & Rehab Personnel 23,912 25,636 16,960 56,545 58,715 Operations 93,715 38,620 61,225 - - Capital 1,629,425 3,127,738 - 2,579,000 7,325,878 140 Total Road Maint & Rehab 1,747,051 3,191,995 78,185 2,635,545 7,384,593 141 Tustin LLD, Special District Personnel - - - - - Operations 792,029 830,991 792,425 947,000 1,161,260 Capital - - - - - 141 Total Tustin LLD, Special District 792,029 830,991 792,425 947,000 1,161,260 142 Tustin SL Tustin SL-Capital Personnel 92,882 104,082 133,219 113,951 147,631 Operations 489,165 632,410 536,161 606,800 654,600 Capital - - - - - Total Tustin SL-Capital 582,047 736,493 669,380 720,751 802,231 Tustin SL - Non -Dept Personnel - - - - - 311 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2022-23 2023-24 2024-25 2025-26 2026-27 Fund Expense Actual Actual Actual Projected Proposed Operations 8,105 6,856 1,008,585 1,016,519 1,009,358 Capital - - - - - Total Tustin SL - Non -Dept 8,105 6,856 1,008,585 1,016,519 1,009,358 Tustin SL Personnel 92,882 104,082 133,219 113,951 147,631 Operations 497,270 639,266 1,544,747 1,623,319 1,663,958 Capital - - - - - 142 Total Tustin SL 590,152 743,348 1,677,965 1,737,270 1,811,589 171 Solid Waste Personnel 147,245 149,937 171,053 185,985 217,507 Operations 233,722 230,516 231,707 617,190 605,000 171 Total Solid Waste 380,967 380,453 402,760 803,175 822,507 180 Special Events Special Events - Tustin Street Fair Personnel - - - - - Operations 146,204 260,206 265,232 250,000 250,000 Capital - - - - - Total Special Events - Tustin Street Fair 146,204 260,206 265,232 250,000 250,000 Special Events - Tustin Tiller Days Personnel - - - - - Operations 298,311 332,010 353,599 346,000 350,000 Capital - - - - - Total Special Events - Tustin Tiller Days 298,311 332,010 353,599 346,000 350,000 Special Events - Other Personnel - - - - - Operations 64,548 80,404 117,068 80,000 80,000 Capital - - - - - Total Special Events - Other 64,548 80,404 117,068 80,000 80,000 Special Events - Public Arts Personnel - - - - - Operations 22,130 54,208 40,000 40,000 Capital - - - - Total Special Events - Public Arts 22,130 54,208 40,000 40,000 Special Events - Sunset Market Personnel - - - Operations 39,480 39,480 Capital - - Total Special Events - Sunset Market 39,480 39,480 Special Events Total Personnel - - - - - Operations 509,063 694,750 790,107 755,480 759,480 Capital - - - - - 180 Total Special Events 509,063 694,750 790,107 755,480 759,480 181 Workers Comp, Self Insurance Personnel - - - - Operations 1,804,618 1,796,093 1,699,923 2,057,300 2,199,300 Capital 9,538 5,137 548 5,000 5,000 181 Total Workers Comp, Self Insurance 1,814,156 1,801,230 1,700,471 2,062,300 2,204,300 321 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2022-23 2023-24 2024-25 2025-26 2026-27 Fund Expense Actual Actual Actual Projected Proposed 182 Liability, Self Insurance Personnel - - - - Operations 1,869,797 2,838,282 2,858,444 3,615,988 4,154,000 Capital - - - - - 182 Total Liability, Self Insurance 1,869,797 2,838,282 2,858,444 3,615,988 4,154,000 183 Unemployment, Self Insurance Personnel - - - - - Operations 6,430 24,185 37,403 25,000 25,000 Capital - - - - - 183 Total Unemployment, Self Insurance 6,430 24,185 37,403 25,000 25,000 184 Equipment Replacement Personnel - - - - Operations 72,633 55,790 42,958 - - Capital 928,125 767,115 870,214 5,519,141 4,029,524 184 Total Equipment Replacement 1,000,758 822,905 913,173 5,519,141 4,029,524 185 Information Technology Personnel 602,181 608,331 782,314 882,338 901,025 Operations 1,580,971 1,701,362 1,859,839 2,601,500 3,284,100 Capital 876,688 820,045 732,995 2,380,000 2,666,000 185 Total Information Technology 3,059,840 3,129,738 3,375,147 5,863,838 6,851,125 300 Water Enterprise Fund Water, City Manager Personnel 19,435 144,293 136,288 Operations 28,107 - - Capital - - - Total Water, City Manager 47,542 144,293 136,288 Water, Service Billing Personnel 894,475 981,434 1,145,945 928,836 829,929 Operations 3,495,981 6,920,961 2,063,040 2,128,713 2,262,009 Capital 15,382 18,707 17,904 27,500 25,000 Total Water, Service Billing 4,405,838 7,921,102 3,226,888 3,085,049 3,116,938 Water, Administration Personnel 797,754 857,682 971,673 911,120 848,492 Operations 4,163,680 2,178,544 2,452,407 4,198,526 4,659,480 Capital - - - - - Total Water, Administration 4,961,434 3,036,225 3,424,080 5,109,646 5,507,972 Water Distribution Personnel 1,256,262 1,383,302 1,391,652 1,458,457 1,907,257 Operations 212,301 199,176 172,627 646,959 815,400 Capital - - - 119,000 30,000 Total Water Distribution 1,468,563 1,582,478 1,564,279 2,224,416 2,752,657 Main Street Facilities Personnel 213,874 205,896 275,294 243,382 250,319 Operations 101,589 21,343 133,972 2,133,250 5,327,860 Capital - - - - - Total Main Street Facilities 315,464 227,239 409,266 2,376,632 5,578,179 17th Street Desalter 331 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2022-23 2023-24 2024-25 2025-26 2026-27 Fund Expense Actual Actual Actual Projected Proposed Personnel 147,937 138,147 209,305 293,514 297,468 Operations 2,494,432 2,880,948 1,836,773 2,538,424 2,689,760 Capital - - - - - Total 17th Street Desalter 2,642,369 3,019,095 2,046,078 2,831,938 2,987,228 Imported Water Personnel 102,326 75,714 97,207 80,330 84,276 Operations 5,652,235 4,061,967 6,361,978 2,849,960 1,468,795 Capital - - - - - Total Imported Water 5,754,561 4,137,681 6,459,185 2,930,290 1,553,071 Water Production Personnel 306,133 278,947 370,456 319,312 333,092 Operations 2,045,653 3,340,012 3,804,457 6,837,359 3,519,040 Capital - - - - - Total Water Production 2,351,786 3,618,959 4,174,913 7,156,671 3,852,132 Non -Departmental Personnel 428,387 628,661 436,943 381,464 290,552 Operations - - - - - Capital - - - - - Total Non -Departmental 428,387 628,661 436,943 381,464 290,552 Water Utility Fund Total Personnel 4,147,149 4,549,783 4,917,910 4,760,708 4,977,673 Operations 18,165,872 19,602,950 16,853,361 21,333,191 20,742,344 Capital 15,382 18,707 17,904 146,500 55,000 300 Total Water Enterprise Fund 22,328,402 24,171,441 21,789,175 26,240,399 25,775,017 301 Water Capital Fund Personnel - - - - - Operations - - - - Capital 662,245 867,315 3,876,669 874,800 301 Total Water Capital Fund 662,245 867,315 3,876,669 874,800 302 Water Enterprise Emergency Fund Personnel - - - - Operations 1,000,000 153,415 Capital Outlay - - 302 Total Water Enterprise Emergency Fund 1,000,000 153,415 303 Water Rate Stabilization Reserve Fund Personnel - - Operations Capital Outlay 303 Total Water Rate Stabilization Reserve Fund 305 2011 Water Revenue Bond Fund Personnel Operations Capital Outlay 305 Total 2011 Water Revenue Bond Fund - 306 2013 Water Revenue Bond Fund Personnel - - Operations 2,048,247 - 1,120,254 Capital Outlay 120,000 1,120,254 - 341 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Fund Expense 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Proposed 306 Total 2013 Water Revenue Bond Fund 2,168,247 1,120,254 1,120,254 307 2024 Water Revenue Bond Fund Personnel - - Operations 115,431 2,078,486 - Capital Outlay - - 188,252 1,138,143 307 Total 2024 Water Revenue Bond 115,431 188,252 1,138,143 420 American Rescue Plan Act (ARPA) Personnel - - - - Operations 5,415,387 4,295,451 3,215,567 714,423 Capital - - - - 420 Total American Rescue Plan Act (ARPA) 5,415,387 4,295,451 3,215,567 714,423 431 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 693,309 692,418 688,822 694,281 696,406 Capital - - - - - 433 Total CFD 04-1 693,309 692,418 688,822 694,281 696,406 434 CFD 06-1 Construction Personnel - - - - Operations - - 383 Capital 83,831 69,446 - 434 Total CFD 06-1 Construction 83,831 69,446 383 435 CFD 06-1 Debt Svs Personnel - - - Operations 3,591,365 3,675,106 11,163,301 Capital - - - 435 Total CFD 06-1 Debt Svs 3,591,365 3,675,106 11,163,301 436 CFD 07-1 Debt Svs Personnel - - - - - Operations 1,063,236 1,086,886 1,108,733 1,131,531 1,149,000 Capital - - - - - 436 Total CFD 07-1 Debt Svs 1,063,236 1,086,886 1,108,733 1,131,531 1,149,000 439 CFD 2014-1 & 06-1 Refinanced Personnel - - - - - Operations 659,676 5,539,201 5,650,056 Capital - - - 439 Total CFD 2014-1 & 06-1 Refinanced - 659,676 5,539,201 5,650,056 441 CFD 14-01 Debt Service Personnel - - - Operation s 1,580,470 1,612,131 5,687,032 Capital - - - 441 Total CFD 14-01 Debt Service 1,580,470 1,612,131 5,687,032 - 442 Special Tax B 351Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2022-23 2023-24 2024-25 2025-26 2026-27 Fund Expense Actual Actual Actual Projected Proposed Personnel - - - - Operations 5,066,557 5,740,521 6,267,887 6,500,107 6,682,173 Capital - - - - - 442 Total Special Tax B 5,066,557 5,740,521 6,267,887 6,500, 443 CFD 14-01 Construction Personnel - Operations 191,520 Capital 892,964 443 Total CFD 14-01 Construction 1,084,484 571 PARS OPEB Personnel - - - - - Operations 14,960 17,386 20,270 27,500 20,000 Capital - - - - - 571 Total PARS OPEB 14,960 17,386 20,270 27,500 20,000 575 Tustin Housing Authority - Low/Mod Personnel 405,276 207,792 195,044 199,349 117,717 Operations 24,322 50,142 507,138 127,642 116,550 Capital - - - - - Total Tustin Housing Authority - Low/Mod 429,598 257,933 702,182 326,991 234,267 575 Tustin Housing Authority - Shelter Personnel 20,264 17,140 11,161 11,363 - Operations 1,042,758 1,061,752 1,192,829 1,484,579 Capital 0 11,677 36,065 0 Total Tustin Housing Authority - Shelter 1,063,022 1,090,569 1,240,055 1,495,942 - 575 Tustin Housing Authority Personnel 425,540 224,932 206,205 210,712 117,717 Operations 1,067,080 1,111,894 1,699,967 1,612,221 116,550 Capital - 11,677 36,065 - - 575 Total Tustin Housing Authority 1,492,620 1,348,503 1,942,238 1,822,933 234,267 577 Voluntary Workforce Housing Incentive Frog Personnel - 2,370 - - Operations 3,101 101,829 2,010,000 - Capital - - - 577 Total Voluntary Workforce Housing Incentive Prog 5,471 101,829 aN2,010,000 570 Successor Agency Personnel - - - - - Operations 2,069,215 1,981,812 1,890,857 3,917,359 3,913,487 Debt Service - - - - - 570 Total Successor Agency 2,069,215 1,981,812 1,890,857 3,917,359 3,913,487 All Funds Personnel 57,203,112 61,141,525 66,309,267 71,171,677 77,574,729 Operations 97,017,982 104,203,408 123,965,147 117,248,335 126,760,774 North Hangar Fire - 71,712,518 32,936,827 1,150,655 - Capital 12,024,569 20,176,552 19,174,290 35,846,515 74,789,587 TOTAL EXPENSES - ALL FUNDS 166,245,664 257,234,003 242,385,531 225,417,182 279,125,090 361 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Dept 2022-23 2023-24 2024-25 2025-26 2026-27 Expense Name Actual Actual Actual Projected Proposed City Council Personnel 22,368 39,027 69,477 44,355 76,563 Operations 27,894 23,128 40,508 59,100 59,100 Capital - - - - - Total City Council 50,262 62,155 109,985 103,455 135,663 City Clerk Personnel 594,849 620,030 671,920 813,947 818,764 Operations 275,054 203,469 372,662 348,410 557,692 Capital - 668 64,397 10,000 10,000 Total City Clerk 869,904 824,167 1,108,979 1,172,357 1,386,456 City Attorney Personnel - - - - - Operations 727,834 791,846 742,591 900,000 900,000 Capital - - - - - Total City Attorney 727,834 742,591 900,000 1 900,000 City Manager's Office City Manager Personnel 853,179 683,046 817,295 420,043 411,856 Operations 51,805 116,630 82,199 98,332 117,189 Capital - - 40,000 28,748 5,000 Total City Manager 904,984 799,676 939,494 547,123 534,045 Real Property Personnel 992,958 1,659,156 1,436,514 1,840,514 2,070,425 Operations 205,713 361,798 335,809 617,945 530,109 Capital - - - - - Total Real Property 1,198,671 2,020,954 1,772,323 2,458,459 2,600,534 City Manager's Office Personnel 1,846,137 2,342,202 2,253,809 2,260,557 2,482,281 Operations 257,518 478,428 418,008 716,277 647,298 Capital - - 40,000 28,748 5,000 Total City Manager's Office 2,103,655 2,820,630 2,711,817 3,005,582 3,134,579 Finance Personnel 1,476,850 1,576,332 1,666,518 1,671,503 1,806,980 Operations 307,814 315,118 339,125 441,743 469,360 Capital - - - 3,000 5,000 Total Finance 1,784,663 1,891,450 2,005,643 2,116,246 2,281,340 Human Resources Personnel 873,620 922,568 1,075,356 1,177,330 1,424,339 Operations 296,051 378,139 480,435 583,157 611,777 Capital - - 18,974 10,000 10,000 Total Human Resources 1,169,671 1,300,707 1,574,765 1,770,487 2,046,116 Community Development 371 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Dept 2022-23 2023-24 2024-25 2025-26 2026-27 Expense Name Actual Actual Actual Projected Proposed Planning Personnel 1,531,715 1,700,517 1,729,136 1,873,562 2,009,026 Operations 379,021 837,883 459,690 363,967 1,002,817 Capital 10,919 34,139 - 17,500 17,000 Total Planning 1,921,656 2,572,539 2,188,827 2,255,029 3,028,843 Building Personnel 1,081,669 1,040,605 1,200,391 1,105,642 1,620,031 Operations 1,151,333 1,057,166 1,112,064 713,476 1,020,630 Capital - - - - - Total Building 2,233,002 2,097,771 2,312,455 1,819,118 2,640,661 Code Enforcement Personnel 166,916 231,291 256,592 246,073 287,828 Operations 212,170 201,503 49,350 158,600 182,093 Capital - - - - - Total Code Enforcement 379,086 432,794 305,942 404,673 469,921 Economic Development Personnel 394,981 408,578 607,104 Operations 107,184 484,788 424,321 Capital 4,436 25,000 - Total Economic Development 506,601 918,366 1,031,425 Community Development Personnel 2,780,300 2,972,412 3,581,101 3,633,855 4,523,989 Operations 1,742,525 2,096,552 1,728,288 1,720,831 2,629,861 Capital 10,919 34,139 4,436 42,500 17,000 Total Community Development 4,533,744 5,103,103 5,313,825 5,397,186 7,170,850 Public Works Administration Personnel 559,253 611,769 866,285 782,155 982,201 Operations 644,075 881,498 1,195,666 987,158 1,305,568 Capital - - 3,566 10,000 - Total Administration 1,203,328 1,493,267 2,065,517 1,779,313 2,287,769 Engineering Personnel 1,415,413 1,511,886 1,254,807 1,602,608 1,933,058 Operations 87,244 241,049 187,124 314,200 298,000 Capital - - - 2,600 - Total Engineering 1,502,657 1,752,935 1,441,931 1,919,408 2,231,058 Streets Personnel 620,191 694,354 671,490 658,394 656,481 Operations 165,104 161,451 204,290 176,500 174,300 Capital - - - - - Total Streets 785,295 855,805 875,780 834,894 830,781 Landscape Personnel 1,834,629 1,844,120 2,185,930 2,240,999 2,404,641 Operations 4,474,801 4,913,803 4,718,586 5,549,800 5,699,400 Capital - - - - - Total Landscape 6,309,429 6,757,924 6,904,516 7,790,799 8,104,041. Water Quality Personnel 183,971 191,174 209,202 214,947 217,632 381 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Dept 2022-23 2023-24 2024-25 2025-26 2026-27 Name Expense Actual Actual Actual Projected Proposed Operations 427,192 404,775 459,663 572,000 539,400 Capital - - - - - Total Water Quality 611,163 595,949 668,865 786,947 757,032 Fleet Maintenance Personnel 552,312 580,032 613,080 616,058 670,512 Operations 813,885 717,491 683,556 865,500 874,000 Capital - - - - - Total Fleet Maintenance 1,366,197 1,297,523 1,296,636 1,481,558 1,544,512 Building Facilities Personnel 289,938 413,878 463,290 550,474 1,040,927 Operations 2,666,040 2,907,806 3,272,331 3,345,800 2,762,800 Capital - - 34,675 - - Total Building Facilities 2,955,979 3,321,684 3,770,297 3,896,274 3,803,727 Emergency Services Personnel 77,037 211,309 Operations 143,357 126,000 Capital - - Total Emergency Services 220,394 337,309 Public Works Personnel 5,455,707 5,847,213 6,264,084 6,742,672 8,116,761 Operations 9,278,341 10,227,874 10,721,216 11,954,315 11,779,468 Capital - - 38,241 12,600 - Total Public Works 14,734,048 16,075,086 17,023,542 18,709,587 19,896,229 Police Department Administration Personnel 1,535,327 1,751,538 2,006,707 2,017,300 2,179,579 Operations 2,136,219 2,725,726 3,439,774 3,050,886 3,963,394 Capital - - 95,644 - - Total Administration 3,671,546 4,477,264 5,542,125 5,068,186 6,142,973 City Operations Personnel 3,226,079 3,397,455 3,426,457 4,150,399 5,569,481 Operations 979,989 1,132,005 1,250,390 388,940 388,940 Capital - - - - - Total City Operations 4,206,068 4,529,460 4,676,847 4,539,339 5,958,421 North Area Division Personnel 5,160,225 5,762,181 5,929,135 6,036,034 6,613,746 Operations 66,770 51,356 59,064 39,700 49,700 Capital - - - - 34,000 Total North Area Division 5,226,994 5,813,537 5,988,199 6,075,734 6,697,446 South Area Division Personnel 5,102,592 5,743,462 6,258,959 6,016,454 6,454,566 Operations 57,882 102,089 71,452 89,600 89,600 Capital - - - - - Total South Area Division 5,160,474 5,845,550 6,330,411 6,106,054 6,544,166 Special Operations Division Personnel 5,185,609 4,589,046 4,666,202 5,253,310 6,066,575 Operations 145,741 184,459 202,138 388,810 437,785 Capital - - - - - 391 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Dept 2022-23 2023-24 2024-25 2025-26 2026-27 Name Expense Actual Actual Actual Projected Proposed Total Special Operations Division 5,331,349 4,773,505 4,868,340 5,642,120 6,504,360 Professional Standards Division Personnel 2,305,989 3,147,881 3,026,982 3,089,822 2,370,414 Operations 632,423 553,916 795,765 317,320 313,320 Capital - - - - - Total Professional Standards Division 2,938,412 3,701,797 3,822,747 3,407,142 2,683,734 Communications Personnel 2,775,942 3,057,151 3,394,304 2,528,727 2,935,615 Operations 285,524 283,107 429,075 454,328 791,980 Capital - - - - - Total Communications 3,061,466 3,340,258 3,823,378 2,983,055 3,727,595 Property & Records Personnel 1,719,025 1,774,743 1,937,258 1,955,987 2,209,781 Operations 323,595 311,635 328,813 324,822 97,222 Capital - - - - - Total Property & Records 2,042,620 2,086,378 2,266,071 2,280,809 2,307,003 Behavioral Response Unit Personnel 158,153 157,198 177,313 191,447 208,024 Operations - - - 5,300 5,300 Capital - - - - - Total Behavioral Response Unit 158,153 157,198 177,313 196,747 213,324 Community Oriented Policing & Problem Solving (COPPS) Personnel - - 795,276 3,479,316 3,565,966 Operations 928 1,312,910 1,048,130 Capital - - - Total Community Oriented Policing & Problem Solving (COPPS) - - 796,204 4,792,226 4,614,096 Police Department Personnel 27,168,941 29,380,654 31,618,594 34,718,797 38,173,747 Operations 4,628,142 5,344,292 6,577,398 6,372,616 7,185,371 Capital - - 95,644 - 34,000 Total Police Department 31,797,083 34,724,946 38,291,636 41,091,413 45,393,118 Fire Service Contract Personnel - - - - - Operations 10,015,568 10,702,511 11,189,433 11,496,069 11,490,990 Capital - - - - - Total Fire Service Contract 10,015,568 10,702,511 11,189,433 11,496,069 11,490,990 Parks & Recreation Administration Personnel 533,164 569,383 654,201 695,513 741,605 Operations 648,724 773,081 924,446 581,017 637,033 Capital - 222 550 850 850 Total Administration 1,181,887 1,342,686 1,579,196 1,277,380 1,379,488 Recreation Personnel 704,330 816,592 797,672 670,009 753,644 Operations 327,661 367,197 337,797 180,900 173,000 Capital 4,285 723 15,726 7,500 7,500 Total Recreation 1,036,275 1,184,512 1,151,195 858,409 934,144 401 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Dept 2022-23 2023-24 2024-25 2025-26 2026-27 Name Expense Actual Actual Actual Projected Proposed Classes/Cultural Services Personnel 286,005 328,576 396,351 381,285 473,241 Operations 935,251 1,024,231 995,464 1,036,900 1,049,900 Capital 17,687 19,920 22,375 22,000 30,000 Total Classes/Cultural Services 1,238,943 1,372,727 1,414,190 1,440,185 1,553,141 Veterans Sports Park/The Annex Personnel 233,639 224,267 325,611 367,494 422,340 Operations 121,188 100,380 146,591 148,100 153,600 Capital 1,629 4,400 2,246 2,000 2,000 Total Veterans Sports Park/The Annex 356,456 329,047 474,448 517,594 577,940 Senior Citizens Personnel 502,238 471,955 524,637 577,563 640,197 Operations 99,381 112,202 115,713 126,950 131,300 Capital - - - - - Total Senior Citizens 601,619 584,157 640,349 704,513 771,497 Special Services Personnel 312,764 325,347 368,703 402,108 446,760 Operations 6,450 6,473 7,754 10,750 24,000 Capital 2,155 27,327 23,633 5,000 5,000 Total Special Services 321,369 359,147 400,090 417,858 475,760 Tustin Youth Center Personnel 453,051 444,723 438,310 405,937 537,485 Operations 38,673 31,116 42,351 61,300 68,200 Capital 1,695 1,868 11,193 2,500 2,500 Total Tustin Youth Center 493,419 477,707 491,855 469,737 608,185 Sports Personnel - - - 189,109 233,912 Operations 230,700 241,550 Capital 1,500 1,500 Total Sports 421,309 476,962 Parks & Recreation Personnel 3,025,190 3,180,843 3,505,485 3,689,018 4,249,184 Operations 2,177,327 2,414,679 2,570,116 2,376,617 2,478,583 Capital 27,451 54,461 75,723 41,350 49,350 Total Parks & Recreation 5,229,968 5,649,983 6,151,323 6,106,985 6,777,117 Non -Departmental Personnel 6,159,430 6,116,893 6,871,917 7,367,409 8,331,916 Operations 8,777,782 9,577,826 4,578,799 9,839,313 14,042,447 Capital - - 107,849 - - Total Non -Departmental 14,937,212 15,694,718 11,558,565 17,206,722 22,374,363 General Fund Total Personnel 49,403,391 52,998,173 57,578,261 62,119,441 70,004,524 Operations 38,511,849 42,553,862 39,758,579 46,808,448 52,851,947 Capital 38,370 89,268 445,264 148,198 130,350 Total General Fund Operating 87,953,610 95,641,303 97,782,104 109,076,087 122,986,821 Navy North Hangar Fire - 71,712,518 32,936,827 1,150,655 - Total Expenses - General Fund 87,953,610 167,353,821 130,718,931 110,226,742 122,986,821 411 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Position Summary by Department City Clerk 4.50 5.00 5.00 6.00 5.00 -1.00 City Manager's Office 10.00 11.00 11.00 10.00 10.00 0.00 Community Development 25.50 26.50 26.50 26.50 27.50 1.00 Finance 23.00 23.00 23.00 21.00 21.00 0.00 Human Resources 5.50 6.00 6.00 6.00 7.00 1.00 Parks & Recreation 17.00 18.00 18.00 18.00 18.00 0.00 Police Department 158.00 162.00 163.00 163.00 166.00 3.00 Public Works 82.00 81.00 81.00 83.00 84.00 1.00 Total Benefited Position Control - All Departments 325.50 332.50 333.50 333.50 338.50 5.00 City Clerk Administrative Assistant 15 1.50 2.00 2.00 2.00 1.00 -1.00 Assistant City Clerk 0.00 0.00 1.00 1.00 1.00 0.00 City Clerk 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 15 1.00 1.00 1.00 1.00 2.00 1.00 Management Assistant 1.00 1.00 0.00 0.00 0.00 0.00 Senior Management Analyst 0.00 0.00 0.00 1.00 0.00 -1.00 Total City Clerk 4.50 5.00 5.00 6.00 5.00 -1.00 City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 1.00 0.00 City Manager 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Executive Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst 1/11 1.00 0.00 0.00 0.00 0.00 0.00 Sr. Executive Coordinator 0.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 1.00 2.00 2.00 1.00 1.00 0.00 Deputy Director of Real Property 0.00 1.00 1.00 1.00 1.00 0.00 Deputy City Manager - Real Property 0.00 1.00 1.00 1.00 1.00 0.00 Director of Economic Development 1.00 0.00 0.00 0.00 0.00 0.00 Real Property Manager a 1.00 1.00 1.00 1.00 2.00 1.00 Management Analyst 1/11 z 0.00 1.00 1.00 1.00 0.00 -1.00 Senior Management Analyst z,a 2.00 1.00 1.00 1.00 1.00 0.00 Total City Manager's Office 10.00 11.00 11.00 10.00 10.00 0.00 Community Development Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Assistant Director of CD - Building 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 1.00 0.00 Assistant Planner 1.00 1.00 1.00 1.00 1.00 0.00 Associate Planner 1.00 1.00 1.00 1.00 1.00 0.00 Building Inspector 2.00 1.00 1.00 1.00 1.00 0.00 Building Official 1.00 1.00 1.00 1.00 1.00 0.00 Building Permit Technician 2.00 2.00 2.00 2.00 2.00 0.00 Code Enforcement Officer" 1.50 1.50 1.50 1.50 0.50 -1.00 Communications & Marketing Manager 1 0.00 0.00 0.00 0.00 1.00 1.00 Deputy Building Official 0.00 0.00 0.00 0.00 0.00 0.00 Director of Community Development 1.00 1.00 1.00 1.00 1.00 0.00 421 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 1.00 0.00 0.00 0.00 0.00 0.00 Planning Technician 1.00 1.00 1.00 1.00 1.00 0.00 Plans Examiner 8 1.00 1.00 1.00 1.00 0.00 -1.00 Principal Plan Check Engineer 8 0.00 0.00 0.00 0.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 1.00 1.00 0.00 Senior Building Inspector 1.00 2.00 2.00 2.00 2.00 0.00 Senior Code Enforcement Officer 4 1.00 1.00 1.00 1.00 2.00 1.00 Senior Building Permit Technician 1.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst' 0.00 1.00 1.00 1.00 1.00 0.00 Senior Planner 3.00 3.00 3.00 3.00 3.00 0.00 Deputy Director of Economic Development 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 8 1.00 1.00 1.00 1.00 0.00 -1.00 Management Assistant' 0.00 0.00 0.00 0.00 1.00 1.00 Management Analyst 1/11 0.00 1.00 1.00 1.00 1.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Total Community Development 25.50 26.50 26.50 26.50 27.50 1.00 Finance Accountant 2.00 2.00 2.00 2.00 2.00 0.00 Accounting Specialist 3.00 3.00 3.00 2.00 2.00 0.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of Finance 2.00 1.00 1.00 1.00 1.00 0.00 Director of Finance/City Treasurer 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Finance Manager 0.00 1.00 1.00 1.00 1.00 0.00 Information Technology Manager 0.00 1.00 1.00 1.00 1.00 0.00 Information Technology Specialist 0.00 2.00 2.00 2.00 2.00 0.00 Information Technology Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst 1 2.00 3.00 3.00 3.00 3.00 0.00 Management Analyst 11 1.00 1.00 1.00 1.00 1.00 0.00 Management Assistant 1.00 0.00 0.00 0.00 0.00 0.00 Senior Accountant 0.00 0.00 0.00 0.00 0.00 0.00 Senior Accounting Specialist 1.00 1.00 1.00 2.00 2.00 0.00 Senior Information Tech Specialist 3.00 2.00 2.00 2.00 2.00 0.00 Senior Management Analyst 1.00 0.00 0.00 0.00 0.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Water Meter Reader 2.00 2.00 2.00 0.00 0.00 0.00 Total Finance 23.00 23.00 23.00 21.00 21.00 0.00 Human Resources Administrative Assistant 0.50 0.00 0.00 0.00 0.00 0.00 Director of Human Resources 1.00 1.00 1.00 1.00 1.00 0.00 Human Resources Manager 0.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/117e 2.00 2.00 2.00 2.00 3.00 1.00 Management Assistant' 1.00 2.00 2.00 2.00 1.00 -1.00 Senior Management Analyst 1.00 0.00 0.00 0.00 0.00 0.00 Senior Management Assistant 8 0.00 0.00 0.00 0.00 1.00 1.00 Total Human Resources 5.50 6.00 6.00 7.00 1.00 Parks & Recreation Administrative Assistant 2.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of Parks & Recreation 0.00 1.00 1.00 1.00 1.00 0.00 431Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2023-24 2024-25 2025-26 2025-26 2026-27 Department Position / Benefited Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Director of Parks & Recreation 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 0.00 1.00 1.00 1.00 1.00 0.00 Recreation Coordinator 6.00 6.00 6.00 6.00 6.00 0.00 Recreation Facilities Lead 2.00 2.00 2.00 2.00 2.00 0.00 Recreation Superintendent 1.00 0.00 0.00 0.00 0.00 0.00 Recreation Supervisor 2.00 3.00 3.00 3.00 3.00 0.00 Sr. Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 2.00 0.00 Total Parks & Recreation 17.00 18.00 18.00 18.00 18.00 0. Police Department Administrative Assistant 10 0.00 1.00 1.00 1.00 2.00 1.00 Behavioral Health Bureau Commander 0.00 0.00 0.00 0.00 0.00 0.00 Crime Analyst (SLESF Grant Funded) 0.00 0.00 0.00 0.00 0.00 0.00 Management Analyst 1/11 (SLESF Grant Funded) 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 1.00 0.00 Management Assistant 1.00 0.00 0.00 1.00 1.00 0.00 Police Captain 3.00 3.00 3.00 3.00 3.00 0.00 Police Chief 1.00 1.00 1.00 1.00 1.00 0.00 Police Communications Lead 2.00 0.00 0.00 2.00 2.00 0.00 Police Communications Officer 1/11 10.00 10.00 10.00 10.00 10.00 0.00 Police Detention Officer 12 0.00 0.00 1.00 1.00 2.00 1.00 Police Fleet Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 Police Lieutenant 5.00 6.00 6.00 6.00 6.00 0.00 Police Officer 11 72.00 74.00 74.00 74.00 76.00 2.00 Police Officer (SRO) 2.00 2.00 2.00 2.00 2.00 0.00 Police Records Lead 2.00 0.00 0.00 2.00 2.00 0.00 Police Records Specialist 10.00 10.00 10.00 10.00 10.00 0.00 Police Sergeant 19.00 19.00 19.00 19.00 19.00 0.00 Police Services Officer 1/11/III 16.00 16.00 16.00 16.00 16.00 0.00 Police Administrative Services Manager 0.00 2.00 2.00 0.00 0.00 0.00 Police Support Services Administrator 14 0.00 0.00 0.00 0.00 1.00 1.00 Police Support Services Manager 14 2.00 4.00 4.00 2.00 1.00 -1.00 Police Support Services Supervisor 5.00 6.00 6.00 5.00 5.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 2.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 13 2.00 2.00 2.00 2.00 1.00 -1.00 Total Police Department 158.00 162.00 163.00 163.00 166.00 3.00 Public Works Administrative Assistant 0.00 0.00 0.00 2.00 2.00 0.00 Assistant Engineer 2.00 2.00 2.00 2.00 2.00 0.00 Assistant Director of Public Works 1.00 1.00 1.00 1.00 1.00 0.00 Associate Engineer 2.00 2.00 2.00 2.00 2.00 0.00 Deputy Director of PW - Engineering 0.00 0.00 0.00 0.00 0.00 0.00 Deputy Director of PW - City Engineer 2.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of PW - Operations 1.00 1.00 1.00 1.00 1.00 0.00 Director of PW / City Engineer 1.00 1.00 1.00 1.00 1.00 0.00 Electrician 1.00 1.00 1.00 1.00 1.00 0.00 Equipment Mechanic 2.00 2.00 2.00 2.00 2.00 0.00 Equipment Operator 3.00 3.00 3.00 3.00 3.00 0.00 Field Services Manager 1.00 1.00 1.00 2.00 2.00 0.00 441 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Maintenance Leadworker 5.00 6.00 6.00 6.00 6.00 0.00 Maintenance Supervisor 5.00 5.00 5.00 4.00 4.00 0.00 Maintenance Worker/Sr. Maintenance Worker 22.00 22.00 22.00 22.00 22.00 0.00 Management Assistant 3.00 2.00 2.00 0.00 0.00 0.00 Principal Engineer 3.00 3.00 3.00 3.00 3.00 0.00 Public Works Inspector 1.00 1.00 1.00 0.00 0.00 0.00 Public Works Manager 2.00 0.00 0.00 0.00 0.00 0.00 Senior Engineer 0.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 13 1.00 2.00 2.00 2.00 3.00 1.00 Senior Management Assistant 2.00 2.00 2.00 2.00 2.00 0.00 Senior Permit Technician 0.00 1.00 1.00 1.00 1.00 0.00 Senior Public Works Inspector 2.00 2.00 2.00 3.00 3.00 0.00 Equipment Mechanic Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 Water Distribution Leadworker 2.00 2.00 2.00 2.00 2.00 0.00 Water Distribution Operator I/II 7.00 7.00 7.00 8.00 8.00 0.00 Water Equipment Operator 2.00 2.00 2.00 2.00 2.00 0.00 Water Maintenance & Construction Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Water Meter Reader 0.00 0.00 0.00 1.00 1.00 0.00 Water Services Manager 1.00 1.00 1.00 1.00 1.00 0.00 Water Treatment Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 Water Treatment Operator I/II 4.00 3.00 3.00 3.00 3.00 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Total Public Works 82.00 81.00 83.00 84.00 1.00 Total Benefited Position Control 325.50 332.50 333.50 JNNNN�5.00 Footnotes 1 City Clerk/Community Development -Transfer Senior Management Ana lystfrom City Clerk to Community Development and reclass to Communications & Marketing Manager 2 City Manager's Office - Reclass Management Analyst 1/11 to Senior Management Analyst 3 City Manager's Office - Reclass Senior Management Analyst to Real Property Manager 4 Community Development - Reclass Code Enforcement Officer to Senior Code Enforcement Officer 5 Community Development - Reclass Executive Assistant to Management Assistant 6 Community Development - Reclass Plans Examiner to Senior Plan Check Engineer 7 Human Resources - Add Management Analyst 1 8 Human Resources - Reclass Management Analyst I to Management Analyst 11 9 Human Resources - Reclass Management Assistant to Senior Management Assistant 10 Police Department - Add Administrative Assistant 11 Police Department - Add 2 Police Officer 12 Police Department - Add 1 Police Detention Officer 13 Police Department/Public Works - Transfer Senior Management Analyst from Police Department to Public Works 14 Police Department - Reclass Police Support Services Manager to Police Support Services Administrator 15 City Clerk- Reclass Administrative Assistant to Management AnalystI 451 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Department Position /Non -Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Budgeted Mid -Year Proposed Non -Benefited Position Summary by Department Community Development N/A 3.00 3.50 3.50 4.00 0.50 Finance N/A 0.00 0.00 0.00 0.50 0.50 Human Resources N/A 0.00 0.00 0.00 0.50 0.50 Parks & Recreation N/A 32.75 35.13 36.68 36.75 0.06 Public Works N/A 2.79 3.79 3.79 3.29 -0.50 Police Department N/A 15.00 15.00 15.00 17.00 2.00 Total Non -Benefited Position Control - All Departments N/A 53.54 57.42 58.97 62.03 3.06 Community Development Administrative Intern N/A 0.50 0.50 0.50 1.50 1.00 Code Enforcement Officer N/A 0.50 0.50 0.50 0.50 0.00 Graduate Intern N/A 1.00 1.50 1.50 1.00 -0.50 Temporary Employee N/A 1.00 1.00 1.00 1.00 0.00 Total Community Development /A 3.00 3.50 3.50 4.00 Finance Administrative Intern N/A 0.00 0.00 0.00 0.50 0.50 Total Finance N/A 0.00 0.00 0.00 0.50 0.50 Human Resources Administrative Assistant N/A 0.00 0.00 0.00 0.50 0.50 Total Human Resources N/A 0.00 0.00 ME 0.50 Parks & Recreation Office Assistant N/A 1.43 1.43 1.43 1.76 0.33 Program Assistant N/A 7.06 8.24 8.44 9.51 1.07 Recreation Facilities Assistant N/A 5.34 5.34 5.34 5.00 -0.34 Recreation Leader N/A 14.41 14.78 15.98 15.59 -0.39 Recreation Leader II N/A 4.51 5.34 5.50 4.90 -0.60 Total Parks & Recreation N/A 32.75 35.13 36.68 36.75 0.06 Public Works Administrative Intern N/A 0.00 0.00 0.00 1.00 1.00 Deputy Director of Public Works (Limited Service) N/A 0.29 0.29 0.29 0.29 0.00 Graduate Intern N/A 0.00 1.00 1.00 0.00 -1.00 Maintenance Aide N/A 2.00 2.00 2.00 2.00 0.00 Temporary Employee N/A 0.50 0.50 0.50 0.00 -0.50 Total Public Works 2.79 3.79 3.29 -0. Police Department Administrative Assistant N/A 1.00 1.00 1.00 1.00 0.00 Crime Analyst N/A 0.50 0.50 0.50 0.00 -0.50 Emergency Operations Coordinator N/A 0.50 0.50 0.50 0.00 -0.50 Management Analyst I N/A 0.00 0.00 0.00 1.00 1.00 Master Reserve Officer N/A 3.00 3.00 3.00 2.50 -0.50 Parking Control Officer N/A 2.00 2.00 2.00 2.00 0.00 Police Cadet N/A 3.00 3.00 3.00 2.50 -0.50 Police Communications Officer 11 N/A 2.00 2.00 2.00 2.00 0.00 Police Fleet Commander N/A 0.00 0.00 0.00 0.50 0.50 Police Services Officer 1/11 N/A 3.00 3.00 3.00 4.00 1.00 Property & Evidence Specialist N/A 0.00 0.00 0.00 0.50 0.50 461 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 2023-24 2024-25 2025-26 2025-26 2026-27 Department Position / Non -Benefited Inc/(Dec) Budget Budget Budgeted Mid -Year Proposed Senior Management Analyst N/A 0.00 0.00 0.00 0.50 0.50 Temporary Employee N/A 0.00 0.00 0.00 0.50 0.50 Total Police Department N/A 15.00 15.00 15.00 17.00 2.00 Total Non -Benefited Position Control N/A 53.54 57.42 58.97 62.03 3.06 471 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Represent the !Setolicy Propose & Approve Community Local Legislation DESCRIPTION: The City Council represents the community by providing policy direction, proposing and approving Local legislation, and approving the City's annual operating and Capital Improvement Program (CIP) budgets. Members of the City Council also represent the City on a variety of regional and intergovernmental agencies, including 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. A Message from the Mayor On behalf of the Tustin City Council, it is my pleasure to provide you with information about our community and the many opportunities Tustin has to offer. 481 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Much like the historic 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. Like its grand homes and mature trees, Tustin continues to flourish through established and new neighborhoods, modern shopping centers, and a diverse industrial base while continuing to look toward the future. Located in the heart of Orange County, California, Tustin actively plans for the future while building on a strong foundation of success. The community's goals are clear: to remain financially secure, create jobs, and improve 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 premier business locations. Tustin prides itself on working as a partner and supporter of businesses of all sizes to help them achieve success. The proximity of state and interstate freeways, airports, seaports, and rail service enables convenient travel to and from Tustin. I invite you to spend some time in Tustin. We're happy to have you. Sincerely, Mayor Austin Lumbard CITY COUNCIL 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES CITY COUNCIL ALL Funds Salaries & Benefits 22,368 39,027 69,477 44,355 76,563 Internal Service Charges - - - - - Operating Expense 27,894 23,128 40,508 59,100 59,100 Total Citv Council Expenditures 50.262 62.155 109.985 103.455 135.663 EXPENSES BY DIVISION General Fund City Council Expenditures Salaries & Benefits 22,368 39,027 69,477 44,355 76,563 Internal Service Charges - - - - - Operating Expense 27,894 23,128 40,508 59,100 59,100 Total 50,262 62,155 109,985 103,455 135,663 Total General Fund 50,262 62,155 109,985 103,455 135,663 * Senate Bill 329, enacted in 2023, increased the maximum allowable compensation for City Council members to up to $1,900 per month for cities with a population between 75,000 and 100,000. 491 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget City Council - Budget Breakdown by Year (All Funds) 140,000 120,000 100,000 80,000 60,000 40,000 20,000 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense 501 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Department Operations, Programs & Services Public Information Legislative Advocacy Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Ind(Dec) Budget Budget Adopted Mid -Year Proposed City Manager's Office Assistant City Manager 1.00 1.00 1.00 1.00 1.00 0.00 City Manager 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Executive Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst1/II 1.00 0.00 0.00 0.00 0.00 0.00 Sr. Executive Coordinator 0.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 1.00 2.00 2.00 1.00 1.00 0.00 Deputy Director of Real Property 0.00 1.00 1.00 1.00 1.00 0.00 Deputy City Manager - Real Property 0.00 1.00 1.00 1.00 1.00 0.00 Director of Economic Development 1.00 0.00 0.00 0.00 0.00 0.00 Real Property Manager z 1.00 1.00 1.00 1.00 2.00 1.00 Management Analyst 1/11 2 0.00 1.00 1.00 1.00 0.00 -1.00 Senior Management Analyst 2•1 2.00 1.00 1.00 1.00 1.00 0.00 Total City Manager's Office 10.00 11.00 11.00 10.00 10.00 0.00 2 City Manager's Office - Reclass Management Analyst 1/11 to Senior Management Analyst 3 City Manager's Office - Reclass Senior Management Analyst to Real Property Manager 511 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget DESCRIPTION: Under the 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 department directors. The office also ensures that City services remain consistent with City Council policy and the proposed budget. TASKS: ➢ Keep the City Council informed regarding the status of City programs and activities ➢ Respond to and resolve resident concerns regarding City services ➢ Provide staff support to City Council Members serving on regional agencies ➢ Submit to the City Council the annual operating budget and seven-year Capital Improvement Program budget ➢ Provide management oversight of City operations, administration, and public communications ➢ Serve as Executive Director of the Successor Agency, Tustin Housing Authority, Local Reuse Authority for the former MCAS Tustin, and Master Developer for City -owned properties 521 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget DESCRIPTION: The Real Property Division focuses on the buildout of Tustin Legacy and citywide property development by overseeing and managing the planning, marketing, disposition, Leasing, and development of City -owned, leased, or licensed real property. TASKS: Leading neighborhood Land use planning for Tustin Legacy in coordination with other departments Negotiating and managing complex real property transactions with public agencies and/or private developers and entities, including Exclusive Negotiating Agreements (ENAs), Disposition and Development Agreements (DDAs), Development Agreements (DAs), Purchase and Sale Agreements (PSAs), Leases, licenses, mitigation agreements, and transfer agreements Conducting financial analyses and economic studies of real property offerings and transactions, and developing financial strategies to support the implementation of development plans Providing asset management for buildings, structures, and vacant property on City -owned land PERFORMANCE MEASURES: Real Estate Real Estate Real Estate 2025-2026 ACCOMPLISHMENTS: $400,000 $960,000 $1,280,000 $1,003,800 $1,060,000 $1,000,000 $50,000 $141,000 $107,500 $48,000 $90,000 $0 $900,000 $1,000,000 $1,377,000 $1,582,900 $1,600,000 $1,700,000 ➢ Development of Real Property ➢ Conveyed approximately 19.4 acres to Irvine Company for the development of a 1,336-unit multifamily community with 25% total affordability ➢ Released an offering for approximately 52 acres (Neighborhood E) for mixed -use development at Tustin Legacy ➢ Executed an ENA with Almquist for approximately 52 acres at Tustin Legacy for mixed -use retail and residential community ➢ Executed an ENA with Lincoln Property Company for approximately 11 acres located in Pacific Center East ➢ Executed a Purchase and Sale Agreement with Mariners Church for approximately 3.3 acres at Tustin Legacy (Neighborhood D South) ➢ Executed a Purchase and Sale Agreement with CAZ LLC for approximately 0.4 acres at 150 E. First St. within the Downtown Commercial Core Specific Plan (Development Area 2) ➢ Released an offering for approximately 44 acres (Neighborhood D South and Neighborhood E) for mixed - use development at Tustin Legacy 531 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Extended the Confluent Exclusive Negotiating Agreement (ENA) for a senior congregate care facility to continue negotiations ➢ Coordinated development of public and private projects within the South Orange County Community College District (SOCCCD) Advanced Technology & Education Park (ATEP) campus ➢ As the Local Reuse Authority for former MCAS Tustin, continued advancing the reuse planning process for 85 acres (Tustin Legacy Specific Plan Neighborhood C) ➢ Commenced due diligence activities for the Katherine Spur abandoned rail line ➢ Supported the preparation and execution of the City's second Tustin Legacy Community Workshop ➢ Supported the completion of the Landing Profit Participation Agreement financial audit in collaboration with the Finance Department ➢ Monetization of Real Property ➢ Tustin Legacy ➢ Managed the execution and/or extension of approximately 16 license agreements, generating roughly $1.4 million in annual rental revenue ➢ Oversaw site management of nearly 580 vacant acres ➢ Coordinated and participated in the annual Local Reuse Authority (LRA) public meeting ➢ Developed a Tustin Legacy interest list to ensure development opportunities were broadly communicated. ➢ Pacific Center East & Old Town ➢ Managed leases with two tenants at the 15171 Del Amo warehouse, generating approximately $1.3 million in annual rental revenue ➢ Executed a Lease extension for the entire property with one of the two tenants at 15171 Del Amo ➢ Managed the Static Display Lease with Outfront Media, generating approximately $70,000 in total revenue ➢ Conducted an initial feasibility analysis of the Steven's Square parking structure for potential revitalization 2026-2027 GOALS: ➢ Development of Real Property ➢ Execute a Disposition and Development Agreement (DDA) and close escrow for the Confluent Congregate Care Project (Neighborhood D South) ➢ Execute a DDA with Lincoln Property Company for approximately 11 acres at Pacific Center East ➢ Close escrow with Mariners Church for approximately 3.3 acres at Tustin Legacy (Neighborhood D South) ➢ Close escrow with CAZ LLC for approximately 0.4 acres at 150 E. First St. within the Downtown Commercial Core Specific Plan (Development Area 2) ➢ Facilitate selection of a developer for the 44-acre offering at Tustin Legacy ➢ Continue evaluating and positioning additional City -owned sites in Tustin Legacy for disposition and development ➢ Coordinate design review and predevelopment activities and monitor construction of South Orange County Community College District (SOCCCD) Advanced Technology & Education Park (ATEP) public and private projects ➢ As the LRA, finalize one or more alternative land use plans for Parcel 18 reuse planning ➢ Release an offering for Neighborhood G ➢ Support City Council direction regarding the long-term use and future opportunities for the Navy South Hangar ➢ Negotiate updates to school mitigation agreements with Tustin Unified School District (TUSD) ➢ Continue generating lease revenue for the City through interim uses on vacant property within Tustin Legacy ➢ Continue generating revenue for the City through interim uses on vacant Pacific Center East property and leases at the 15171 Del Amo building 541Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget CITY MANAGER'S OFFICE 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES CITY MANAGER'S OFFICE ALL Funds Salaries & Benefits 1,846,137 2,342,202 2,273,244 2,404,850 2,618,569 Internal Service Charges 81,600 109,500 94,620 101,442 118,598 Operating Expense 175,918 368,928 323,388 614,835 528,700 Furniture & Equipment - - 40,000 28,748 5,000 Total CM's Office Expenditures 2,103,655 2,820,630 2,731,252 3,149,875 3,270,867 EXPENSES BY DIVISION General Fund City Manager's Office Expenditures Salaries & Benefits 853,179 683,046 817,295 420,043 411,856 Internal Service Charges 29,900 39,800 46,000 55,332 74,689 Operating Expense 21,905 76,830 36,199 43,000 42,500 Furniture & Equipment - - 40,000 28,748 5,000 Total 904,984 799,676 939,494 547,123 534,045 Real Property Expenditures Salaries & Benefits 992,958 1,659,156 1,436,514 1,840,514 2,070,425 Internal Service Charges 51,700 69,700 48,620 46,110 43,909 Operating Expense 154,013 292,098 287,189 571,835 486,200 Total 1,198,671 2,020,954 1,772,323 2,458,459 2,600,534 Total General Fund 2,103,655 2,820,630 2,711,817 3,005,582 3,134,579 EXPENSES BY DIVISION All Other Funds Administration (Water Enterprise Fund) Salaries & Benefits - 19,435 144,293 136,288 Internal Service Charges - - - - Operating Expense - - - Total - - 19,435 144,293 136,288 551 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget City Manager's Office - Budget Breakdown by Year (All Funds) 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense 561 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES CITY ATTORNEY ALL Funds Operating Expense 727,834 791,846 742,591 900,000 900,000 Total City Attorney Expenditures 727,834 791,846 742,591 900,000 900,000 EXPENSES BY DIVISION General Fund City Attorney Expenditures Operating Expense 727,834 791,846 742,591 900,000 900,000 I Total 727,834 791,846 742,591 900,000 900,000 I Total General Fund 727,834 791,846 742,591 900,000 900,000 City Attorney - Budget Breakdown by Year (All Funds) 1,000,000 800,000 600,000 400,000 200,000 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget ■ Operating Expense 571 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Records Community Management Iff7EngagementI Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed City Clerk Administrative Assistant 1.50 2.00 2.00 2.00 1.00 -1.00 Assistant City Clerk 0.00 0.00 1.00 1.00 1.00 0.00 City Clerk 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst)/II 1.00 1.00 1.00 1.00 2.00 1.00 Management Assistant 1.00 1.00 0.00 0.00 0.00 0.00 Senior Management Analyst 0.00 0.00 0.00 1.00 0.00 -1.00 Total City Clerk 4.50 5.00 5.00 6.00 5.00 -1.00 1 City Clerk/Community Development - Transfer Senior Management Analyst from City Clerk to Community Development and reclass to Communications & Marketing Manager 15 City Clerk- Reclass Administrative Assistant to Management Analyst I 581 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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) 2025-2026 ACCOMPLISHMENTS: ➢ Administered a city-wide outreach program related to the November 2024 General Municipal Election ➢ Successfully administered the November 2024 General Municipal Election for Districts 1, 2 and 4 through consolidation with the Orange County Registrar of Voters ➢ Recruited for City Commissions and Board vacancies and coordinated the onboarding process for the new members ➢ Facilitated the highly coveted 11-week Citizen Academy program ➢ Administered a city-wide outreach program related to the Citizen Academy program resulting in over 90 applications and established a substantial interest list for future sessions ➢ Coordinated the bench dedication ceremony in Old Town for Margaret Pottenger ➢ Hosted a city-wide shredding event ➢ Implemented "Send Agenda" an automated subscription and notification feature that allows citizens to receive meeting agendas for the City Council, Commissions, and the Building Board of Appeals immediately at the time of publication ➢ Coordinated, supported meeting logistics, and distributed agenda packets for 22 City Council meetings ➢ Coordinated, reviewed and responded to over 500 public records requests 591 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Processed over 66 general liability claims ➢ Prepared over 50 City Council certificates and proclamations ➢ Recorded over 50 official documents with the OC-Clerk Recorder's Office, ensuring timely recorded for legal documents and streamlining the process for staff and customers ➢ Amended the City -Wide Records Retention Schedule in accordance with state Law; reviewed, approved, and destroyed 74 boxes of documents accordingly ➢ Ensured timely filing and compliance with over 200 campaign finance statements in accordance with the Fair Political Practices Commission's rules and regulations ➢ Ensured timely filing and compliance with over 160 Statements of Economic Interest Statements in accordance with the Fair Political Practices Commission's rules and regulations and the City's Conflict of Interest Code ➢ Provided efficient mail delivery services for all city departments ➢ Provided and coordinated print management services for all city departments CITY CLERK 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES CITY CLERK ALL Funds Salaries & Benefits 594,849 620,030 671,920 813,947 818,764 Internal Service Charges 34,500 46,500 55,200 46,110 80,392 Operating Expense 240,554 156,969 317,462 302,300 477,300 Furniture & Equipment - 668 64,397 10,000 10,000 Total City Clerk Expenditures 869,904 824,167 1,108,979 1,172,357 1,386,456 EXPENSES BY DIVISION General Fund City Clerk Expenditures Salaries & Benefits 594,849 620,030 671,920 813,947 818,764 Internal Service Charges 34,500 46,500 55,200 46,110 80,392 Operating Expense 240,554 156,969 317,462 302,300 477,300 Furniture & Equipment - 668 64,397 10,000 10,000 Total 869,904 824,167 1,108,979 1,172,357 1,386,456 Total General Fund 869,904 824,167 1,108,979 1,172,357 1,386,456 601 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 L 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 2026-27 Projected Budget ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Furniture & Equipment 611 Page FINANCE DEPARTMENT Services to the Community & Position Control History Fiscal and Budget and Information Customer Service Treasury Services Planning Technology Financial Fudget echnology prepare Utility rGovern Reporting Development ance and Bills Planning y� Technology Utility Billing Treasury� Fiscal Anal sis Service Desk Customer Service Accounts Payable/ Agency Water Accounts Forecasting Cybersecurity Reporting Receivable 'JI Geographic r City Hall Payroll Cost Allocation Information Cashiering iff Systems Special District Business License Administration Special Fund Administration Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Finance Accountant 2.00 2.00 2.00 2.00 2.00 0.00 Accounting Specialist 3.00 3.00 3.00 2.00 2.00 0.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of Finance 2.00 1.00 1.00 1.00 1.00 0.00 Director of Finance/City Treasurer 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Finance Manager 0.00 1.00 1.00 1.00 1.00 0.00 Information Technology Manager 0.00 1.00 1.00 1.00 1.00 0.00 Information Technology Specialist 0.00 2.00 2.00 2.00 2.00 0.00 Information Technology Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst 1 2.00 3.00 3.00 3.00 3.00 0.00 Management Analyst II 1.00 1.00 1.00 1.00 1.00 0.00 Management Assistant 1.00 0.00 0.00 0.00 0.00 0.00 Senior Accountant 0.00 0.00 0.00 0.00 0.00 0.00 Senior Accounting Specialist 1.00 1.00 1.00 2.00 2.00 0.00 Senior Information Tech Specialist 3.00 2.00 2.00 2.00 2.00 0.00 Senior Management Analyst 1.00 0.00 0.00 0.00 0.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Water Meter Reader 2.00 2.00 2.00 0.00 0.00 0.00 Total Finance 23.00 23.00 23.00 21.00 21.00 0.00 Department Position / Non -Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Budgeted Mid -Year Proposed Finance Administrative Intern N/A 0.00 0.00 0.00 0.50 0.50 Total Finance N/A 0.00 0.00 0.00 0.50 0.50 631 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 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 are addressed in a timely manner ➢ Monitor or replace 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 Division 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. N/A N/A 7,313 7,645 6,826 6,175 2,280 6,000 % 90.0% 64.2% 89.3% 92.05% 96.0% 96.62 95.0% % 5.0% 11.8% 6.39% 3.47% 1.54% 2.13 2.0% Seconds 60 133 59 35 16 22 30 Seconds 120 199 148 100 66 63 70 641 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 2025-2026 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 Selected an independent certified public accounting firm to perform auditing services for the next five years Effectively managed procurement and financial activities related to the Navy North Hangar Fire Received the "Operating Budget Excellence Award" from the California Society of Municipal Finance Officers for our 2025-2027 Biennial Fiscal Operating & Capital Improvement Program Budget document Completed implementation of OpenGov Budgeting platform and rolled out to City department users Completed a study of funding options for the CaIPERS pension liabilities and obtained Council's direction on a funding plan moving forward Continued to evaluate and develop long-term strategies to achieve a more sustainable budget ➢ Completed a new Comprehensive User Fee Study for adoption in February of 2026 calzfar Finance Officers czpal ➢ Refinanced the Special. Tax Revenue Bonds issued for Community FinSo ance Officers p y Facilities Districts (CFD) 06-1 and 2014-1, which provides savings to )P__'_k, Bndgni Eerallm'"d umrd Fi..�•,IYr ,..,2o2s-202h62026-2027 affected property owners over the bond life c➢&ofT-a" ➢ Published a 2025-2026 Budget -In -Brief that provided a summary of the Biennial 2025-2027 Budget ➢ Implemented Palo Alto cybersecurity to modernize network connectivity and strengthen organization -wide cybersecurity protection. ➢ Replaced citywide phone system with Cisco Webex Calling phone solution that consolidates calling, messaging, and video into a single cloud -native application Procured and managed consultants to conduct a technology gap analysis for the Tustin Police Department in response to the Police Department's updated strategy goals for technology improvements Provide implementation staff support to the Police Department for a new public safety technology platform, Axon Enterprise Suite 2026-2027 GOALS: ➢ Financial Management ➢ Continue to implement the 10-year Fiscal Sustainability Strategy to achieve a balanced and resilient budget ➢ Continue to address unfunded Ca[PERS pension liabilities by regularly evaluating on -going pension payment plan and potential options ➢ 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 n _V 2025_2�2]6 651Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ 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 Transparency platform ➢ Produce a Budget -in -Brief brochure that highlights the City's General Fund and Capital Improvement Program in an easily digestible format ➢ Update the comprehensive user fee schedule by CPI as approved by Council in non -study years ➢ 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 ➢ Provide implementation staff support to the Police Department for a new Computer -Aided Dispatch (CAD)/ Records Management System (RMS) 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 ➢ Continue 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 ➢ Replace citywide CCTV storage system FINANCE 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES FINANCE ALL Funds Salaries & Benefits 2,973,506 3,166,097 3,594,777 3,482,677 3,537,934 Internal Service Charges 90,500 121,900 145,000 142,942 212,119 Operating Expense 3,737,132 3,800,448 4,053,319 4,913,901 5,702,350 Transfers, Bad Debt, Fees 1,629,767 5,070,883 106,643 115,113 101,000 Vehicles & Equipment 928,125 767,115 870,214 5,522,141 4,034,524 Hardware & Software 892,070 838,752 750,899 2,407,500 2,691,000 Total Finance Expenditures 10,251,100 13,765,194 9,520,852 16,584,274 16,278,927 EXPENSES BY DIVISION General Fund Finance Expenditures Salaries & Benefits 1,476,850 1,576,332 1,666,518 1,671,503 1,806,980 Internal Service Charges 90,500 121,900 145,000 142,942 168,210 Operating Expense 200,537 165,818 167,570 282,801 285,150 Discount Charge/Credit Cards 16,777 27,400 26,555 16,000 16,000 Furniture & Equipment - - - 3,000 5,000 Total 1,784,663 1,891,450 2,005,643 2,116,246 2,281,340 Total General Fund 1,784,663 1,891,450 2,005,643 2,116,246 2,281,340 EXPENSES BY DIVISION All Other Funds Utility Billing (Water Enterprise Fund) 661 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget FINANCE 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget Salaries & Benefits 894,475 981,434 1,145,945 928,836 829,929 Internal Service Charges - - - - 43,909 Operating Expense 1,882,992 1,877,478 1,982,952 2,029,600 2,133,100 Transfers, Bad Debt, Fees 1,612,989 5,043,483 80,088 99,113 85,000 Hardware & Software 15,382 18,707 17,904 27,500 25,000 Total 4,405,838 7,921,102 3,226,888 3,085,049 3,116,938 Equipment Replacement Expenditures (Internal Services Fund) Salaries & Benefits - - - - - Internal Service Charges - - - Operating Expense 72,633 55,790 42,958 - - Vehicles & Equipment 928,125 767,115 870,214 5,519,141 4,029,524 Total 1,000,758 822,905 913,173 5,519,141 4,029,524 Information Technology Expenditures (Internal Services Fund) Salaries & Benefits 602,181 608,331 782,314 882,338 901,025 Internal Service Charges Operating Expense 1,580,971 1,701,362 1,859,839 2,601,500 3,284,100 Hardware & Software 876,688 820,045 732,995 2,380,000 2,666,000 Total 3,059,840 3,129,738 3,375,147 5,863,838 6,851,125 Total Other Funds 8,466,437 11,873,744 7,515,209 14,468,028 13,997,587 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 61 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Transfers, Bad Debt, Fees ■ Vehicles & Equipment ■ Hardware & Software 671 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget DESCRIPTION: The City contracts with the Orange County Fire Authority (OCFA) 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 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES FIRE SERVICES ALL Funds County Fire Contract 10,015,568 10,702,511 11,189,433 11,496,069 11,490,990 Total Fire Expenditures 10,015,568 10,702,511 11,189,433 11,496,069 11,490,990 EXPENSES BY DIVISION General Fund Fire Expenditures County Fire Contract 10,015,568 10,702,511 11,189,433 11,496,069 11,490,990 Total 10,015,568 10,702,511 11,189,433 11,496,069 11,490,990 681 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 Actual 2023-24 Actual 2024-25 Actual 2025-26 2026-27 Budget Projected ■ County Fire Contract 691 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Labor Relations Classification & Compensation Training & General Liability & Development Insurance Workers Compensation & Safety Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Human Resources Administrative Assistant 0.50 0.00 0.00 0.00 0.00 0.00 Director of Human Resources 1.00 1.00 1.00 1.00 1.00 0.00 Human Resources Manager 0.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/II78 2.00 2.00 2.00 2.00 3.00 1.00 Management Assistant' 1.00 2.00 2.00 2.00 1.00 -1.00 Senior Management Analyst 1.00 0.00 0.00 0.00 0.00 0.00 Senior Management Assistant' 0.00 0.00 0.00 0.00 1.00 1.00 Total Human Resources 5.50 6.00 6.00 6.00 7.00 1.00 701 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Department Position / Non -Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Budgeted Mid -Year Proposed Human Resources Administrative Assistant N/A 0.00 0.00 0.00 0.50 0.50 Total Human Resources N/A 0.00 0.00 0.00 0.50 0.50 Footnotes Human Resources - Add Management Analyst I Human Resources - Reclass Management Analyst I to Management Analyst II Human Resources - Reclass Management Assistant to Senior Management Assistant 711 Page Docusign Envelope ID: 5E693EF1-827F-891`3-8111-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 recruitments 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 Payroll/Human 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 Family and Medical Leave Act (FMLA), California Family Rights Act (CFRA), Americans with Disabilities Act (ADA), and Fair Employment and Housing Act (FEHA); oversee the interactive process and reasonable accommodation requests for individuals with disabilities; analyze and facilitate requests for modified duty and disability retirement. ➢ Classification and Compensation — Administer the City's classification and compensation plans, including performing job analyses, evaluating position classification, conducting market compensation studies, and addressing internal and external equity. ➢ Training and Development— Facilitate and implement employee training programs for professional development and legal compliance. ➢ Workers' Compensation & Safety — Partner with the City's workers' compensation third -party administrator to ensure effective treatments and equitable benefits for employees who suffer work -related injuries and illnesses; provide support and assistance to employees to help them return to work or seek disability retirement; coordinate the City's occupational health and safety program to ensure compliance with Cal -OSHA. ➢ General Liability & Insurance — Coordinate with the City's third -party administrator to oversee liability claims administration, including investigating and evaluating claims and lawsuits, coordinating defense litigation, and settling claims against the City; serve as the City's representative in the California Insurance Pool Authority (CIPA); recommend insurance requirements in City contracts; process claims for damage on behalf of the City. ➢ Administration — Develop, recommend, and implement policies and strategies that align with the City's overall goals and objectives; monitor and ensure compliance with state and federal laws related to public sector labor, employment, and risk management issues; maintain accurate employee personnel and medical files and records; manage the department's budget and contracts; coordinate with operational departments to meet program requirements of governmental agencies. 721 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 2025-26 ACCOMPLISHMENTS ➢ Completed digitization of all employee personnel files ➢ Launched an online onboarding platform to modernize and streamline new hire onboarding ➢ Organized and implemented a Citywide employee service awards event ➢ Initiated the Tustin Leadership Development Academy in collaboration with an external leadership development consultant ➢ Conducted live, in -person harassment prevention training for over 300 employees ➢ Executed a property damage subrogation agreement with the City's third -party administrator to increase cost recovery and reduce staff time ➢ Contracted with a new Tustin -based provider to conduct pre -employment medical evaluations and assess industrial injuries ➢ Processed over 1,500 personnel actions, including more than 87 new hires, 28 promotions and position changes, and 76 separations ➢ Reviewed over 7,000 job applications across more than 63 recruitments ➢ Conducted comprehensive compensation surveys for more than 35 job classifications ➢ Actively managed over 150 bodily injury and property damage claims against the City ➢ Actively managed more than 66 workers' compensation claims involving employee injuries and illnesses ➢ Coordinated over 41 non -industrial leaves of absence and modified duty assignments ➢ Settled more than 10 litigated general liability claims pre-trial, minimizing costs to the City 2026-27 GOALS: ➢ Promote fair and compassionate employee relations practices to reduce grievances, appeals, claims, and litigation ➢ Implement fair, objective, and legally defensible recruitment and selection processes that identify high -quality candidates ➢ Focus on staff development and succession planning within the department ➢ Continue documenting department processes and procedures to support staff training and development ➢ Negotiate successor memoranda of understanding with the Tustin Municipal Employees Association (TMEA), Tustin Police Support Services Association (TPSSA), and Tustin Police Support Services Management Association (TPSSMA) ➢ Finalize and implement updates to the City's Personnel Rules ➢ Establish enhanced CaIPERS retired annuitant guidelines and procedures to further educate managers and employees and provide the City with additional liability protection ➢ Develop a new performance evaluation tool and coordinate professional training for supervisors and managers on the evaluation process ➢ Establish an informal employee appreciation committee to provide additional input and support for employee recognition activities ➢ Continue auditing Human Resources practices and procedures to identify risks and recommend improvements from a legal and risk management perspective ➢ Explore opportunities to incorporate artificial intelligence and other emerging technologies into department practices to enhance service and improve efficiency HUMAN RESOURCES 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES HUMAN RESOURCES ALL Funds Salaries & Benefits 873,620 922,568 1,075,356 1,177,330 1,424,339 Internal Service Charges 49,600 66,800 79,400 55,332 92,252 Operating Expense 915,854 1,552,893 1,476,148 1,348,125 1,742,825 Claims, Premiums, Insurance 3,011,444 3,417,006 3,520,657 4,877,988 5,155,000 Furniture & Equipment 9,538 5,137 19,522 15,000 15,000 Total HR Expenditures 4,860,055 5,964,404 6,171,083 7,473,775 8,429,416 731Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget HUMAN RESOURCES 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES BY DIVISION General Fund Human Resources Expenditures Salaries & Benefits 873,620 922,568 1,075,356 1,177,330 1,424,339 Internal Service Charges 49,600 66,800 79,400 55,332 92,252 Operating Expense 246,451 311,339 401,035 527,825 519,525 Furniture & Equipment - - 18,974 10,000 10,000 Total 1,169,671 1,300,707 1,574,765 1,770,487 2,046,116 Total General Fund 1,169,671 1,300,707 1,574,765 1,770,487 2,046,116 EXPENSES BY DIVISION All Other Funds Workers' Compensation Expenditures (Internal Service Fund) Operating 3,849 7,038 6,511 20,300 22,300 Claims, Premiums, Insurance 1,800,769 1,789,055 1,693,412 2,037,000 2,177,000 Furniture & Equipment 9,538 5,137 548 5,000 5,000 Total 1,814,156 1,801,230 1,700,471 2,062,300 2,204,300 Liability Expenditures (Internal Service Fund) Operating 665,553 1,234,516 1,068,602 800,000 1,201,000 Claims, Premiums, Insurance 1,204,244 1,603,766 1,789,842 2,815,988 2,953,000 Furniture & Equipment - - - - - Total 1,869,797 2,838,282 2,858,444 3,615,988 4,154,000 Unemployment Expenditures (Internal Service Fund) Salaries & Benefits - - - - - Internal Service Charges - - - - - Claims, Premiums, Insurance 6,430 24,185 37,403 25,000 25,000 Total 6,430 24,185 37,403 25,000 25,000 Total Other Funds 3,690,384 4,663,697 4,596,318 5,703,288 6,383,300 741 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 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 2,000,000 1,000,000 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 2026-27 Budget Projected ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Claims, Premiums, Insurance ■ Furniture & Equipment 751 Page COMMUNITY DEVELOPMENT Services to the Community &Position Control History Planning Division Building Division Administrative Economic Services Services Services Development Current Planning V77 Services JPermit Processing Grant Administration Affo rda bl e Hou si ng (Entitlements) Planning Concierge Demographic & Services Plan Check Services Regional Monitoring& Homeless Services in I Reporting Planning Commission Advance PlanningAK K Building InspectionsAW Administrative WBusiness Services Support Environmental Review Historic Preservation W Zoning Administrator Code EnforcementAOL Administrative Support Building Board of Appeals Administrative Support Planning, Building, and Code Enforcement Record Keeping Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Community Development Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Assistant Director of CD - Building 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 1.00 0.00 Assistant Planner 1.00 1.00 1.00 1.00 1.00 0.00 Associate Planner 1.00 1.00 1.00 1.00 1.00 0.00 Building Inspector 2.00 1.00 1.00 1.00 1.00 0.00 Building Official 1.00 1.00 1.00 1.00 1.00 0.00 Building Permit Technician 2.00 2.00 2.00 2.00 2.00 0.00 Code Enforcement Officer a 1.50 1.50 1.50 1.50 0.50 -1.00 Communications & Marketing Manager 1 0.00 0.00 0.00 0.00 1.00 1.00 Deputy Building Official 0.00 0.00 0.00 0.00 0.00 0.00 Director of Community Development 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst I/II 1.00 0.00 0.00 0.00 0.00 0.00 Planning Technician 1.00 1.00 1.00 1.00 1.00 0.00 Plans Examiner 1 1.00 1.00 1.00 1.00 0.00 -1.00 Principal Plan Check Engineer 1 0.00 0.00 0.00 0.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 1.00 1.00 0.00 Senior Building Inspector 1.00 2.00 2.00 2.00 2.00 0.00 Senior Code Enforcement Officer ° 1.00 1.00 1.00 1.00 2.00 1.00 Senior Building Permit Technician 1.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 1 0.00 1.00 1.00 1.00 1.00 0.00 Senior Planner 3.00 3.00 3.00 3.00 3.00 0.00 Deputy Director of Economic Development 1.00 1.00 1.00 1.00 1.00 0.00 Executive Assistant 1 1.00 1.00 1.00 1.00 0.00 -1.00 Management Assistant' 0.00 0.00 0.00 0.00 1.00 1.00 Management Analyst I/II 0.00 1.00 1.00 1.00 1.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Total Community Development 25.50 26.50 26.50 26.50 27.50 1.00 2023-24 2024-25 2025-26 2025-26 2026-27 Department Position /Non -Benefited Inc/(Dec) Budget Budget Budgeted Mid -Year Proposed Community Development Administrative Intern N/A 0.50 0.50 0.50 1.50 1.00 Code Enforcement Officer N/A 0.50 0.50 0.50 0.50 0.00 Graduate Intern N/A 1.00 1.50 1.50 1.00 -0.50 Temporary Employee N/A 1.00 1.00 1.00 1.00 0.00 Total Community DevelopmentIF N/A 3.00 3.50 111111111 *In November of 2024 the Economic Development Division was divided into Real Property, wich resides under the City Manager's Office, and Economic Development, which has been moved to the Community Development Department. 771 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget DESCRIPTION: Community Development is comprised of three divisions, the Planning Division, the Building Division, and the Economic Development Division. Other Community Development activities including Code Enforcement, Community Development Block Grant administration, and Affordable Housing, which operate across the divisions. The Planning Division provides guidance on land use, development standards, environmental review, and historic preservation to shape Tustin's future. Current Planning assists the public with zoning and permit inquiries, reviews development applications for consistency with the Zoning Code and General Plan, coordinates project review, and implements the Historic Preservation Program. Advance Planning focuses on long-range policy, including General Plan updates, environmental analysis, housing and demographic data, regional coordination, and Zoning Code amendments. The Division also leads the Community Development Block Grant (CDBG) Program, supports City Council and Planning Commission with technical analysis, and facilitates public outreach and hearings to guide informed, sustainable growth. The Building Division ensures safe construction and lawful property use through enforcement of the California Building Standards Code and Tustin City Code, supporting community safety, property values, and economic vitality. Services include plan check, permitting, and building inspections to ensure compliance with structural, electrical, mechanical, plumbing, energy, and green building standards. Code Enforcement assists the community in making sure properties and activities within Tustin meet the adopted standards of the Tustin City Code. The Division also works collaboratively with other departments and agencies to maintain property conditions and meet environmental requirements. Through ongoing process improvements and digital tools such as online permitting and virtual plan check, the Division delivers efficient, transparent, and accessible service to residents, contractors, and developers. The Economic Development Division (EDD) supports a strong business climate and advances long-term economic growth through strategic programs, partnerships, and targeted outreach. EDD delivers hands-on business support through its four core initiatives: Visitation, City Scope, Concierge, and Business Spotlight, which was recognized with a 2026 CALED Merit of Excellence Award. The Division strengthens partnerships with organizations such as the Tustin Chamber of Commerce, Saddleback College, Tustin Community Foundation, and OC Workforce to expand access to training, internships, and resources, including a growing internship pipeline. EDD also leads business -focused communications and placemaking efforts, including activation of Old Town through parklets, events, and pop -ups, while working to attract and retain businesses and revitalize key commercial areas. TASKS: ➢ Advance Planning ➢ Lead long-range planning and policy (General Plan updates, zoning amendments) ➢ Conduct environmental review and demographic/housing analysis ➢ Coordinate regionally on transportation and air quality (e.g., SCAG, OCCOG) ➢ Advance process improvements through Streamline Tustin ➢ Implement special projects and initiatives ➢ Administer the Community Development Block Grant (CDBG) Program ➢ Current Planning ➢ Manage day-to-day development activity ➢ Assist the public with zoning and development standards ➢ Review applications and permits for consistency with the Zoning Code and General Plan 781 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Coordinate interdepartmental project review ➢ Implement the City's Historic Preservation Program 2025-2026 ACCOMPLISHMENTS: ➢ Adopted Residential Objective Design Standards to implement the Housing Element ➢ Approved code amendments reducing development barriers (parking, private storage, height limits) ➢ Hosted the second annual Historic Preservation Week highlighting Tustin's military history ➢ Received two APA Orange Section Awards of Merit: ➢ Housing Innovation —Tustin Heritage ➢ Opportunity & Empowerment— House of Ruth ➢ Streamlined entitlement review process, reducing alcohol -related CUP processing times from 69 to 44 days PERFORMANCE MEASURES: 2026-2027 GOALS: ➢ Division Wide ➢ Provide comprehensive planning services that facilitate development while ensuring compliance with State and local regulations ➢ Initiate a comprehensive update to the City's General Plan ➢ Advance development streamlining through the Streamline Tustin initiative ➢ Pursue and administer grant funding to leverage City resources ➢ Monitor regional projects, airport activity, and legislation to protect community interests ➢ Advance Planning ➢ Administer the Community Development Block Grant (CDBG) Program (—$700,000 annually) ➢ Amend specific plans to streamline requirements and incentivize property investment ➢ Create Objective Design Standards for specific geographical areas to foster the sense of place unique to different neighborhoods ➢ Implement the adopted Housing Element and maintain compliance with related State legislation ➢ Maintain and share demographic data ➢ Support environmental review for capital improvement projects ➢ Enhance the Department website and advance Streamline Tustin initiatives ➢ Expand community outreach for City -led projects 791 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget ➢ Current Planning ➢ Process development applications, permits, and entitlements ➢ Conduct plan checks and coordinate interdepartmental project review ➢ Support development activity within Tustin Legacy ➢ Review business license applications for land use compliance ➢ Administer historic preservation programs, including the Cultural Resources District, Mills Act, and Historic Register ➢ Lead preservation efforts, including Historic Preservation Week and related trainings TASKS: ➢ Collaboration and Coordination ➢ Coordinate with developers, departments, and agencies to support citywide development ➢ Manage permit intake, plan check coordination, and timely reviews to foster development ➢ Support emergency response and disaster preparedness with partner agencies ➢ Customer Service and Public Engagement ➢ Guide customers through permitting and construction processes ➢ Provide responsive service across all platforms and support the customer self-service kiosk ➢ Assist with inspection scheduling and public records access ➢ Plan Check, Inspections, and Permits ➢ Provide plan check and inspection services to ensure code compliance ➢ Offer expedited reviews and maintain quality assurance standards ➢ Issue Certificates of Occupancy and manage alternate work hour permits ➢ Compliance, Enforcement, and Code Updates ➢ Enforce property maintenance, zoning, and vendor compliance ➢ Implement updated codes and ordinances and support neighborhood improvement efforts ➢ Monitor permit activity ➢ Process Improvement and Operational Efficiency ➢ Provide staff training and advance digital services and process improvements ➢ Update standards, procedures, and website resources for efficiency and access PERFORMANCE MEASURES: 2025-2026 BUILDING ACCOMPLISHMENTS: ➢ Code Administration & Education: 801 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget ➢ ➢ ➢ Administered and enforced California Building Standards Codes; advised and educated architects, engineers, business owners, and homeowners on new code requirements, and adopted the new 2025 Building Standards Codes. Permit System Enhancements (EPL): ➢ Advanced implementation of permit tracking software; developed reports to monitor plan check activity; refined permit/job cards and inspection request workflows within the EPL permit management system. Development Coordination: ➢ Coordinated with developers, departments, and agencies to support continued progress. Issued permits and provided a full-time consultant inspector for the Irvine Company to expedite the building process of approximately 1.500 new units Permit Tracking: ➢ Assisted in issuing over 200 permits ahead of plan check expiration, avoiding costly plan updates and resubmittals. 2026-2027 GOALS: ➢ Continue to implement e-Review to streamline plan review and reduce turnaround times ➢ Leverage SolarAPP+ for automated solar permitting and tracking ➢ Maintain plan check timelines (15-day initial, 10-day resubmittals) ➢ Provide responsive customer service across all platforms ➢ Deliver inspections within 24 hours of request ➢ Support community education, nuisance abatement, and neighborhood quality ➢ Provide graffiti abatement services ➢ Utilize Code Enforcement to educate the community for compliance ➢ Provide ADA/accessibility training and compliance support TASKS: ➢ Business Support & Development ➢ Provide direct assistance to businesses, including site selection, permitting navigation, expansion support, and issue resolution ➢ Business Attraction & Retention ➢ Implement strategies to attract new businesses and retain existing ones, including targeted outreach and relationship management ➢ Program Development & Implementation ➢ Design and deliver business -focused programs, including the Visitation Program, City Scope, Concierge Program, and Business Spotlight Program ➢ Partnership ➢ Coordinate with key partners including the Tustin Chamber of Commerce, Saddleback College/ATEP, OC Workforce, Tustin Community Foundation, and OC Farm Bureau to expand resources and opportunities ➢ Communications & Marketing ➢ Lead business -facing communications, marketing initiatives, and digital engagement strategies in collaboration with the City Manager's Office ➢ Old Town & Commercial Area Activation 811 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget ➢ Support activation of Old Town and other commercial areas through events, public space enhancements, and business engagement ➢ Special Events & Programming ➢ Coordinate and support community and business events that drive foot traffic, visibility, and economic activity PERFORMANCE MEASURES: 3 0 mq-F 150 221 35% ! 36% 2025-2026 ACCOMPLISHMENTS: ➢ Division Realignment & Staffing ➢ Completed internal restructuring, onboarding a new Deputy Director and intern to align with evolving priorities ➢ Launch of Signature Programs ➢ Developed and implemented four core programs: Visitation, City Scope, Concierge, and Business Spotlight ➢ Statewide Recognition ➢ Awarded the 2026 CALED Merit of Excellence for Innovation in Digital Media ➢ Partnership Expansion ➢ Strengthened relationships with the Chamber, Saddleback College/ATEP, OC Workforce, Tustin Community Foundation, and County leadership ➢ Internship Program Growth ➢ Established partnership with Saddleback College and expanded internship capacity; initiated development of a high school internship pipeline ➢ Old Town Leadership & Activation ➢ Led communications for the Old Town Improvement Project and advanced the Old Town Parklet Program (seven parklets) ➢ Vacant Space Activation ➢ Partnered with the City Manager's Office and Real Property to identify and activate vacant storefronts in Old Town. ➢ Community Programming Expansion ➢ Supported Farmers Markets with OC Farm Bureau; collaborated on Sip & Stroll and pop-up activations 2026-2027 GOALS: Division Development & Staffing: 821 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Refine roles and support staff development post -realignment ➢ Expand internship program (Saddleback College) and launch high school pipeline ➢ Business Programs & Services: ➢ Expand core programs (Visitation, City Scope, Concierge, Business Spotlight) ➢ Launch business attraction program and Economic Development newsletter ➢ Partnerships & Outreach: ➢ Strengthen key partnerships (Chamber, Saddleback/ATEP, OC Workforce, TCF, OC Farm Bureau) ➢ Develop County partnership for grant funding ➢ Support Chamber programming, Farmers Market, and major events ➢ Communications & Marketing: ➢ Lead Old Town Improvement Project communications ➢ Partner with CM's Off ice/PIO to strengthen branding and strategy ➢ Expand EDD's citywide communications role ➢ Business Recruitment & Attraction: ➢ Partner with Real Property on targeted attraction and recruitment efforts ➢ Old Town Activation: ➢ Implement Parklet Program (7 parklets) ➢ Activate storefronts through partnerships and programming ➢ Programming & Events: ➢ Launch TED Forum speaker series ➢ Host New Business Reception and Mayor's Business Recognition Luncheon COMMUNITY DEVELOPMENT 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES COMMUNITY DEVELOPMENT ALL Funds Salaries & Benefits 2,875,769 3,066,049 3,683,203 3,761,313 4,672,903 Internal Service Charges 5,900 7,400 24,075 12,075 9,975 Operating Expense 1,942,640 2,308,270 2,015,848 2,090,687 3,001,817 Improvements/Vehicles 1,820,848 257,721 173,411 1,145,880 438,400 Total Comm Dev Expenditures 6,645,157 5,639,441 5,896,537 7,009,955 8,123,095 EXPENSES BY DIVISION General Fund Planning Expenditures Salaries & Benefits 1,531,715 1,700,517 1,729,136 1,873,562 2,009,026 Internal Service Charges 700 900 2,000 2,100 - Operating Expense 378,321 836,983 457,690 361,867 1,002,817 Capital Outlay 10,919 34,139 - 17,500 17,000 Total 1,921,656 2,572,539 2,188,827 2,255,029 3,028,843 Building Expenditures Salaries & Benefits 1,081,669 1,040,605 1,200,391 1,105,642 1,620,031 Internal Service Charges 5,200 6,500 19,600 9,975 9,975 831Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget COMMUNITY DEVELOPMENT 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget Operating Expense 1,146,133 1,050,666 1,092,464 703,501 1,010,655 Total 2,233,002 2,097,771 2,312,455 1,819,118 2,640,661 Code Enforcement Expenditures Salaries & Benefits 166,916 231,291 256,592 246,073 287,828 Internal Service Charges - - - - - Operating Expense 212,170 201,503 49,350 158,600 182,093 Total 379,086 432,794 305,942 404,673 469,921 Economic Development Salaries & Benefits - - 394,981 408,578 607,104 Internal Service Charges 2,475 - - Operating Expense 104,709 484,788 424,321 Capital Outlay 4,436 25,000 - Total - - 506,601 918,366 1,031,425 Total General Fund Expenditures 4,533,744 5,103,103 5,313,825 5,397,186 7,170,850 EXPENSES BY DIVISION All Other Funds CDBG Expenditures (Special Revenue Fund) Salaries & Benefits 95,469 93,637 102,102 127,458 148,914 Operating Expense 206,015 219,118 311,635 381,931 381,931 Improvements 1,809,929 - 168,975 803,380 293,000 Total 2,111,413 312,755 582,712 1,312,769 823,845 SCAQMD Salaries & Benefits - - - - - Operating Expense - - - I m p rove m ents/Vehicles 223,582 300,000 128,400 Total - 223,582 - 300,000 128,400 Total Other Funds 2,111,413 536,337 582,712 1,612,769 952,245 841 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 Community & Economic Development - Budget Breakdown by Year (All Funds) 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 Projected 2026-27 Budget ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Improvements/Vehicles 851 Page PUBLIC WORKS Services to the Community & Position Contro History Facilities Engineering Administration Fleet Services Maintenance Customer Support Build ing Capital Improvement p Vehicle Maintenance Maintenance & EOC Repairs Budget & Finance Fuel Management Park Restroom Utility Coordination Maintenance Vehicle/ W aste/Recycling Equipment Right of Way Management Acquisition & Permitting Disposal No Landscape Streets Water Services Development Division Maintenance Review Transportation Pavement & Distribution Engineering Trees Concrete Maintenance & Maintenance Co nstruction Environmental Streetscapes Infrastructure Cleaning & Water Production Compliance Drainage & Treatment Parks & Sports Traffic Safety & Water Quality and Inspection Fields Special Events Compliance Special Events Streetlight Meter Reading Maintenance Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Public Works Administrative Assistant 0.00 0.00 0.00 2.00 2.00 0.00 Assistant Engineer 2.00 2.00 2.00 2.00 2.00 0.00 Assistant Director of Public Works 1.00 1.00 1.00 1.00 1.00 0.00 Associate Engineer 2.00 2.00 2.00 2.00 2.00 0.00 Deputy Director of PW - Engineering 0.00 0.00 0.00 0.00 0.00 0.00 Deputy Director of PW - City Engineer 2.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of PW - Operations 1.00 1.00 1.00 1.00 1.00 0.00 Director of PW / City Engineer 1.00 1.00 1.00 1.00 1.00 0.00 Electrician 1.00 1.00 1.00 1.00 1.00 0.00 Equipment Mechanic 2.00 2.00 2.00 2.00 2.00 0.00 Equipment Operator 3.00 3.00 3.00 3.00 3.00 0.00 Field Services Manager 1.00 1.00 1.00 2.00 2.00 0.00 Maintenance Leadworker 5.00 6.00 6.00 6.00 6.00 0.00 Maintenance Supervisor 5.00 5.00 5.00 4.00 4.00 0.00 Maintenance Worker/Sr. Maintenance Worker 22.00 22.00 22.00 22.00 22.00 0.00 Management Assistant 3.00 2.00 2.00 0.00 0.00 0.00 Principal Engineer 3.00 3.00 3.00 3.00 3.00 0.00 Public Works Inspector 1.00 1.00 1.00 0.00 0.00 0.00 Public Works Manager 2.00 0.00 0.00 0.00 0.00 0.00 Senior Engineer 0.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 13 1.00 2.00 2.00 2.00 3.00 1.00 Senior Management Assistant 2.00 2.00 2.00 2.00 2.00 0.00 Senior Permit Technician 0.00 1.00 1.00 1.00 1.00 0.00 Senior Public Works Inspector 2.00 2.00 2.00 3.00 3.00 0.00 Equipment Mechanic Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 Water Distribution Leadworker 2.00 2.00 2.00 2.00 2.00 0.00 Water Distribution Operator 1/11 7.00 7.00 7.00 8.00 8.00 0.00 Water Equipment Operator 2.00 2.00 2.00 2.00 2.00 0.00 Water Maintenance & Construction Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Water Meter Reader 0.00 0.00 0.00 1.00 1.00 0.00 Water Services Manager 1.00 1.00 1.00 1.00 1.00 0.00 Water Treatment Leadworker 1.00 1.00 1.00 1.00 1.00 0.00 Water Treatment Operator 1/11 4.00 3.00 3.00 3.00 3.00 0.00 Water Treatment Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 Total Public Works 82.00 81.00 81.00 83.00 84.00 1.00 Department Position / Non -Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Budgeted Mid -Year Proposed Public Works Administrative Intern N/A 0.00 0.00 0.00 1.00 1.00 Deputy Director of Public Works (Limited Service) N/A 0.29 0.29 0.29 0.29 0.00 Graduate Intern N/A 0.00 1.00 1.00 0.00 -1.00 Maintenance Aide N/A 2.00 2.00 2.00 2.00 0.00 Temporary Employee N/A 0.50 0.50 0.50 0.00 -0.50 Total Public Works aw 2.79 3.79 3.79 3.29 -0.50 Footnotes 13 Police Department/Public Works - Transfer Senior Management Analyst from Police Department to Public Works 871 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget DESCRIPTION: Public Works is responsible for the design, construction, operation, and maintenance of all public infrastructure and public right-of-way. 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 nudgets ➢ 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 2025-2026 ACCOMPLISHIMENTS: ➢ Completed Phase 1 of the migration to an online plans room to make various City plans available for public research and review on the City's website ➢ Expanded public outreach campaign 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 ➢ Participated in meetings regarding the Waste Infrastructure System Enhancement Agreement with staff from other Orange County cities and Orange County Waste and Recycling ➢ Release and RFP and awarded a contract for professional services to assist in the creation of the City's next solid waste collection contract ➢ Finalized the Centennial Park Renovation Project grant in the amount of $4,800,000 ➢ Coordinated and administered the Legacy Park Improvements Project grant in the amount of $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 ➢ Coordinate and administered new grants for an Active Transportation Master Plan, Storm Drain Master Plan, Red Hill Pavement Rehabilitation, Jamboree Pavement Rehabilitation, Tustin Ranch Road Pedestrian Bridge ➢ Initiated and completed the formation of the Tustin Landscape and Lighting Reassessment District 2025 to enhance Landscaping and lighting services in Tustin Ranch. 2026-2027 GOALS: ➢ Fully implement online plans room including GIS functionality ➢ Solicit and award the City next solid waste collection contract ➢ Continue providing relevant information on waste and recycling to the Tustin community 881 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 ➢ Administer contracts for pavement management system, signal maintenance, pavement repair and pavement striping ➢ Provide technical engineering support to the Tustin Legacy development program 2025-2026 ACCOMPLISHMENTS: ➢ Delivered a multi -year Capital Improvement Program including roadway, park, and infrastructure projects, while advancing federally funded transportation projects and securing over $23 million in external grant funding ➢ Expanded in-house design and construction management capabilities ➢ Implemented standardized QA/QC and constructability review processes ➢ Completed construction of the Neighborhood D South Phase 2 Package 1 supporting Tustin Legacy development ➢ Completed construction of the Annual Pavement Maintenance and Sidewalk Repair Project (Zone 6) ➢ Completed construction of the Tustin Sports Park Field Renovation - Field #3 ➢ Completed design, bid, and initiated construction of the Annual Pavement Maintenance and Sidewalk Repair Project (Zone 7) ➢ Completed construction of the El Camino Real Water Main Relocation Project ➢ Completed design, bid, and initiated construction of the Heideman School Park Project ➢ Completed design, bid, and initiated construction of the Old Town & Main Street Improvement Projects, multi -phase streetscape and infrastructure projects requiring complex traffic control, business coordination, and utility sequencing ➢ Initiated development of the City's first comprehensive Storm Drain Master Plan to evaluate system capacity, identify deficiencies, and prioritize long-term capital improvements ➢ Initiated and actively managed development of the City's Sewer Master Plan (SAMP) to establish baseline system performance under the adopted Tustin Legacy Specific Plan and identify capacity improvements to support future development ➢ Initiated design of Well Rehabilitation Project ➢ Initiated design of the Police Department Improvements Project ➢ Secured $21 million in federal STBG and CMAQ funding for Redhill Avenue, Jamboree Road and Tustin Ranch Pedestrian Bridge projects ➢ Secured $1.95 million in OCTA Traffic Synchronization Program funding for a regional corridor improvement project ➢ Secured $280,000 in federal SS4A to develop Vision Zero Action Plan ➢ Secured $169,000 in CalRecycle funding to support sustainable pavement rehabilitation 2026-2027 GOALS: ➢ Advance federally funded projects (Red Hill Improvements, Jamboree Improvements, Tustin Ranch Road Pedestrian Bridge) through FTIP programming, NEPA clearance, and E-76 authorization ➢ Deliver the City's Capital Improvement Program with a focus on schedule, budget, and quality control 891 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Complete the City's first Storm Drain Master Plan to establish a data -driven framework for drainage infrastructure improvements ➢ Complete the Sewer Master Plan to define system capacity, establish baseline conditions under the adopted Tustin Legacy Specific Plan, and identify required infrastructure improvements to support future growth ➢ Initiate development of an Active Transportation Plan to expand multimodal connectivity and position the City for competitive state and federal grant funding ➢ Initiate development of a Vision Zero Action Plan to improve traffic safety and reduce serious injury and fatal collisions citywide ➢ Initiate development of a Traffic Systems Master Plan, including a comprehensive inventory and condition assessment of traffic signal infrastructure, to establish a prioritized modernization and capital improvement program ➢ Complete construction of Neighborhood D South Phase 2 — Package 2 ➢ Complete construction of the Old Town & Main Street Improvement Projects ➢ Complete construction of the Annual Pavement Maintenance and Sidewalk Repair Project (Zone 7) ➢ Complete construction of the Well Rehabilitation Project ➢ 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 ➢ Substantially complete the Armstrong Avenue Pedestrian Bridge ➢ Substantially complete Tustin Legacy Park Phase 3 between Armstrong Avenue and Warner Avenue ➢ Substantially complete Heideman Park Project ➢ Complete design of the Jamboree Road Rehabilitation Project to position the project for federal authorization and construction funding ➢ Complete design of the Police Department Improvements and begin construction ➢ Design, bid, and initiate construction of the Annual Pavement Maintenance and Sidewalk Repair Project (Zone 1) ➢ 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. 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 2025-2026 ACCOMPLISHMENTS: ➢ Participated in the citywide curb painting program ➢ Completed 181 pothole repairs to address roadway surface deficiencies ➢ Coordinated street closures with the Parks and Recreation Department for fifteen citywide community events ➢ Swept over 22,404 miles of City streets, removing 2,003 tons of debris ➢ Performed 126 streetlight repairs ➢ Began the Old Town street light replacement project 901 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 2026-2027 GOALS: ➢ Effectively sweep and maintain cleanliness and condition of all public streets ➢ Maintain effective traffic control operations to citywide special events ➢ 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 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/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 2025-2026 ACCOMPLISHMENTS: ➢ Replenished mulch at multiple park Locations, including Victory Park, Veterans Park, Pinetree Park, Frontier Park, Tustin Sports Park, and Citrus Park. ➢ Completed landscape replanting improvements at Heritage Park. ➢ Removed the sand pit at Tustin Sports Park and replaced it with a concrete area and child picnic table to enhance usability and safety. ➢ Repaired and replaced multiple sports field lights at Tustin Sports Park, improving visibility for evening use. ➢ Installed a pony wall and V-ditch at Citrus Ranch Park to prevent mud runoff into the parking Lot. ➢ Rebuilt the trellis at Tustin Sports Park and completed repairs and painting of the gazebo structure. ➢ Planted three trees at Columbus Tustin Park in honor of Arbor Day. ➢ Planted 325 trees throughout the city. ➢ Trimmed over 5,300 trees the scheduled zones 2026-2027 GOALS: ➢ Complete the tree planting program for Laurelwood community area. ➢ Complete soccer field turf renovation at Veterans Park. ➢ Repave the walking trail at Tustin Sports Park. ➢ Replace restroom facility roofs at Cedar Grove Park, Heritage Park, and Laurel Glen Park. ➢ Implement landscape improvements within Linear Park. ➢ Upgrade irrigation system along Jamboree medians and parkways to improve water efficiency 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. 911 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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), commercial/industriaLfacilities, and municipalfacilities and updates each database on a quarterly basis ➢ 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 2025-2026 ACCOMPLISHMENTS: ➢ Implement the Statewide Full Capture Trash Program, including installation of 10 new full capture devices and uploading City's inventory into new database ➢ Conducted first round of onsite visual trash assessment in high residential, commercial, and industrial areas to gauge the amount of loose trash present ➢ Presented the City's Trash Program to the Santa Ana Regional Water Quality Control Board staff in March 2026 to request the use of alternative land swap to meet compliance ➢ Presented the City of Tustin Trash Program to the Southern California APWA ➢ Began work with Rick Engineering to develop a storm drain master plan to evaluate the existing system and identify any needed upgrades ➢ Identified which commercial, industrial, and high residential properties connect directly to the City's storm drain system ➢ Conducted 126 Commercial and Industrial Inspections and 55 post construction BMP inspections ➢ Transferred the CommerciaL/Industrial and the WQMP database to a cloud -based system to comply with new MS4 requirements ➢ Approved 14 WQMP for public and private development projects 2026-2027 GOALS: ➢ Implement the new tri-county MS4 permit that is anticipated to be adopted in December 2026. Implementation includes updating the Tustin City Code. ➢ 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 Agencytiertwo 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. ➢ Continue to Inspect post construction project to ensure the permanent BMPs have been properly installed. ➢ Conduct a second round of onsite visual trash assessment in high residential, commercial, and industrial areas to gauge the amount of Loose trash present. 921 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Continue to work with business License staff to ensure that commercial and industrial companies have the correct SIC code and if needed industrial permit with the State. ➢ Conduct 95 Commercial and Industrial Inspections and 59 post construction BMP inspections. ➢ Work with consultant team to finish a storm drain master plan and integrate it with the City's GIS to allow access to the public. 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). 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 2025-2026 ACCOMPLISHMENTS: ➢ Maintained a fleet of 196 vehicles and 100+ pieces of equipment ➢ Replaced aging vehicles and equipment, including trucks and a sit-down lawnmower ➢ Ensured full compliance with all DOT and CARB governing fleet operations 2026-2027 GOALS: ➢ Evaluate vehicle needs of each department to account for growing staff ➢ Maintain a high level of vehicle readiness through scheduled preventative maintenance programs. ➢ Ensure compliance with all air quality and emissions regulations while expanding zero -emission vehicles with CARB and DOT regulations. ➢ Provide responsive and reliable fleet services to all city departments. 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 the Civic Center 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 i i i ii ,l III .�w 931 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget ➢ 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 tojanitoriaL, building security, elevators, pest control and heating ventilation, and air conditioning (HVAC) 2025-2026 ACCOMPLISHMENTS: ➢ Coordinated building maintenance activities with the Parks & Recreation Department during facility closures ➢ Replaced Columbus Tustin Activity Center patio covering ➢ Completed the construction of the Civic Center Alternate Power Source Project ➢ Replaced HVAC Units for City Hall Server Room and Police Department Server Room ➢ Replaced HVAC Unit at OCFA Station 37 ➢ Expanded office space to include 4 new offices in Human Resources Department ➢ Refurbished City Hall Lobby fountain ➢ Completed the construction of Real -Time Crime Center at Police Department ➢ Worked with Police Department and Engineering on Design Development of Police Department Men's and Women's Locker Room ➢ Begin construction of additional office space in Engineering utilizing recently vacated plan room 2026-2027 GOALS: ➢ Coordinate building maintenance activities with the Parks & Recreation Department during facility closures ➢ Replacement of HVAC system at Columbus Tustin Activity Center ➢ Replacement of Operable Wall at Columbus Tustin Activity Center ➢ Replacement of Wood Floors at Senior Center Auditorium ➢ Replacement of upper deck coating at Civic Center parking garage PERFORMANCE MEASURES: 80 85 85 85 84 86 100 147 229 354 371 350 4,500 4,940 4,516 6,611 5,230 2,650 100 110 137 100 165 170 100 96 120 100 430 430 20,000 20,766 19,276 20,317 22,404 2,450 367 364 364 367 367 367 PUBLIC WORKS 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES PUBLIC WORKS ALL Funds Salaries & Benefits 5,935,155 6,328,646 6,789,192 7,283,292 8,743,677 Internal Service Charges 292,515 312,820 485,225 325,185 363,615 Operating Expense 11,456,326 12,038,586 12,566,632 14,420,850 14,267,633 Capital Outlay 3,472,055 9,176,398 894,701 6,446,035 12,821,524 Total PW Expenditures 21,15 27,856,451 20,735,750 28,475,362 36,196,449 941Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget PUBLIC WORKS 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES BY DIVISION General Fund Public Works - Administration Expenditures Salaries & Benefits 559,253 611,769 866,285 782,155 982,201 Internal Service Charges 77,800 122,900 315,400 211,155 286,335 Operating Expense 566,275 758,598 880,266 776,003 1,019,233 Capital Outlay - - 3,566 10,000 - Total 1,203,328 1,493,267 2,065,517 1,779,313 2,287,769 Public Works - Engineering Expenditures Salaries & Benefits 1,415,413 1,511,886 1,254,807 1,602,608 1,933,058 Internal Service Charges - - - - - Operating Expense 87,244 241,049 187,124 314,200 298,000 Capital Outlay - - - 2,600 - Total 1,502,657 1,752,935 1,441,931 1,919,408 2,231,058 Public Works - Streets Expenditures Salaries & Benefits 620,191 694,354 671,490 658,394 656,481 Internal Service Charges - - - - - Operating Expense 165,104 161,451 204,290 176,500 174,300 Total 785,295 855,805 875,780 834,894 830,781 Public Works - Landscaping Expenditures Salaries & Benefits 1,834,629 1,844,120 2,185,930 2,240,999 2,404,641 Internal Service Charges - - - - - Operating Expense 4,474,801 4,913,803 4,718,586 5,549,800 5,699,400 Total 6,309,429 6,757,924 6,904,516 7,790,799 8,104,041 Public Works - Water Quality Expenditures Salaries & Benefits 183,971 191,174 209,202 214,947 217,632 Internal Service Charges - - - - - Operating Expense 427,192 404,775 459,663 572,000 539,400 Total 611,163 595,949 668,865 786,947 757,032 Public Works - Vehicles Expenditures Salaries & Benefits 552,312 580,032 613,080 616,058 670,512 Internal Service Charges - - - - - Operating Expense 813,885 717,491 683,556 865,500 874,000 Total 1,366,197 1,297, 523 1,296,636 1,481, 558 1,544,512 Public Works - Buildings Expenditures Salaries & Benefits 289,938 413,878 463,290 550,474 1,040,927 Internal Service Charges - - - - - Operating Expense 2,666,040 2,907,806 3,272,331 3,345,800 2,762,800 Capital Outlay - - 34,675 - - Total 2,955,979 3,321,684 3,770,297 3,896,274 3,803,727 951Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget PUBLIC WORKS 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget Public Works - Emergency Management Salaries & Benefits 77,037 211,309 Internal Service Charges - - Operating Expense 143,357 126,000 Total - - - 220,394 337,309 Total General Fund Expenditures 14,734,048 16,075,086 17,023,542 18,709,587 19,896,229 EXPENSES BY DIVISION All Other Funds Gas Tax Salaries & Benefits 308,291 305,860 337,094 298,090 350,694 Internal Service Charges 121,000 151,300 108,600 114,030 77,280 Operating Expense 1,687,874 1,394,307 1,618,899 1,980,500 2,089,500 Capital Outlay - 3,777,867 452,952 560,896 300,000 Total 2,117,165 5,629,334 2,517,545 2,953,516 2,817,474 Measure M2 Expenditures Salaries & Benefits Internal Service Charges - - - - - Operating Expense 334,189 308,790 310,210 80,000 80,000 Capital Outlay 1,842,630 2,270,792 403,508 3,293,539 5,195,646 Total 2,176,819 2,579,583 713,718 3,373,539 5,275,646 Road Maintenance & Rehabilitation Allocation Expenditures Salaries & Benefits 23,912 25,636 16,960 56,545 58,715 Internal Service Charges 93,715 38,620 61,225 - - Operating Expense - - - - - Capital Outlay 1,629,425 3,127,738 - 2,579,000 7,325,878 Total 1,747,051 3,191,995 78,185 2,635,545 7,384,593 Solid Waste Expenditures Salaries & Benefits 147,245 149,937 171,053 185,985 217,507 Internal Service Charges - - - - - Operating Expense 233,722 230,516 231,707 617,190 605,000 Total 380,967 380,453 402,760 803,175 822,507 Total Other Funds 6,422,002 11,781,365 3,712,209 9,765,775 16,300,220 961 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Public Works - Budget Breakdown by Year (All Funds) 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 2026-27 Budget Projected ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Capital Outlay 971 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget DESCRIPTION: Public Works is also responsible for the design, construction, operation, and maintenance of all water infrastructure and facilities. 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 2025-2026 ACCOMPLISHMENTS: ➢ Completed the annual Water Enterprise Financial Update ➢ Met all regulatory requirements for water quality reports and sampling ➢ Developed a Cross Connection Control Policy that meets new California 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 and submitted the final draft of the updated City's Risk/Resiliency Assessment and draft update of the Emergency Response Plan ➢ Finalized and submitted updated lead service line inventory requirements 2026-2027 GOALS: ➢ 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 ➢ Complete CA Water Boards leak registry 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 ➢ Finalize the Water Hydraulic Model Update Install, maintain, repair and upgrade the water distribution system, along with monitoring water quality and providing customer service. TASKS: 981 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ 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 (CIP) 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 2025-2026 ACCOMPLISHMENTS: ➢ Completed water leak detection in 25% of service area through Municipal Water District of Orange County (MWDOC) shared services agreement ➢ 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 construction on El Camino Real Water Main Line Relocation Project ➢ Evaluated options to develop a meter replacement project and implement Advanced Metering Infrastructure within our service area ➢ Completed a portion of Large meter testing for implementation of a replacement project 2026-2027 GOALS: ➢ Limit service interruptions through proactive maintenance and repairs ➢ Implement a Large meter replacement program for meters over 2" ➢ Use the Water Hydraulic Model Update to address any deficiencies within the distribution system 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 Operate and maintain the water distribution system Coordinate the design and construction of water capital improvement program (CIP) 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 2025-2026 ACCOMPLISHMENTS: ➢ Completed water Leak detection in 25% of service area through Municipal Water District of Orange County (MWDOC) shared services agreement ➢ 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 991 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget ➢ Completed construction on El Camino Real Water Main Line Relocation Project ➢ Evaluated options to develop a meter replacement project and implement Advanced Metering Infrastructure within our service area ➢ Completed a portion of large meter testing for implementation of a replacement project 2026-2027 GOALS: ➢ Limit service interruptions through proactive maintenance and repairs ➢ Implement a large meter replacement program for meters over 2" ➢ Use the Water Hydraulic Model Update to address any deficiencies within the distribution system 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 2025-2026 ACCOMPLISHMENTS: ➢ Met and exceeded all state and federal water quality standards ➢ Ensured compliance with all operating permit requirements and renewals ➢ Maximized production to reduce the need for imported water ➢ Completed water quality analysis for process improvements ➢ Completed evaluation for implementation of PFAS treatment expansion project 2026-2027 GOALS: ➢ Complete plans, specifications for PFAS treatment expansion 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 ➢ Implement and execute a plan for membrane element replacement ➢ Newport Well pump replacement and site improvements DRTFn WATFR i 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 1001 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 2025-2026 ACCOMPLISHMENTS: ➢ Utilized the excess groundwater purchase agreement with East Orange County Water District to maximize cost savings for a portion of imported water ➢ Replaced City controls and instrumentation at imported water connections ➢ Evaluated a plan to update Remote Telemetry Units at imported water connections 2026-2027 GOALS: ➢ Start project to replace Remote Telemetry Units at imported water connections ➢ Continue preventative maintenance at imported water connections to ensure readiness for emergency use 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 as it relates to water ➢ Coordinate operation of water facilities with contractors during construction activities 2025-2026 ACCOMPLISHMENTS: ➢ Maintained high water quality that met and exceeded all State and Federal standards ➢ Completed the abandonment of the old Simon Ranch Booster Station ➢ Completed a pump and motor replacement at Rawlings Booster Pump Station 2026-2027 GOALS: ➢ Continue to Conduct maintenance at Rawlings Booster Pump Station, which includes pump replacements and the addition of variable frequency drives ➢ Rehabilitation of pump and site improvements for Columbus Tustin Well PERFORMANCE MEASURES: 500 552 477 656 744 500 80 97 82 59 76 80 300 329 301 100 118 300 20 20 22 20 20 20 1,585 1,585 1,528 2,064 1,585 1,585 1011 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget WATER ENTERPRISE FUNDS 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES WATER ENTERPRISE FUND ALL Funds Salaries & Benefits 3,252,673 3,568,350 3,752,531 3,687,579 4,011,456 Internal Service Charges 212,000 292,900 343,400 304,243 263,091 Operating Expense 953,746 846,666 870,479 1,222,197 1,022,650 Maintenance Expenses 10,660,305 10,729,829 12,347,254 14,138,100 12,807,855 Water Quality/Regulatory Fees 147,100 142,478 165,608 649,890 794,890 Transfer Out/Bond Expense 5,407,253 2,652,863 8,264,233 2,890,048 3,591,849 Furniture and Equipment - - - - - CapitalOutlay 120,000 1,120,254 - 307,252 2,042,943 Total Water Enterprise Expenditures 20,753,077 19,353,339 25,743,504 23,199,309 24,534,734 EXPENSES BY DIVISION Water Enterprise Fund Water Administration Salaries & Benefits 797,754 857,682 971,673 911,120 848,492 Internal Service Charges 212,000 292,900 343,400 304,243 263,091 Operating Expense 479,108 456,353 570,574 820,345 620,650 Water Quality/Regulatory Fees 145,533 141,859 164,989 183,890 183,890 Transfer Out/Bond Expense 3,327,039 1,287,432 1,373,381 2,890,048 3,591,849 Furniture and Equipment - - - - - Total 4,961,434 3,036,225 3,424,016 5,109,646 5,507,972 Water Distribution Salaries & Benefits 1,256,262 1,383,302 1,391,652 1,458,457 1,907,257 Internal Service Charges - - - - - Operating Expense 210,734 198,557 172,008 180,959 204,400 Water Quality/Regulatory Fees 1,567 619 619 466,000 611,000 Transfer Out/Bond Expense - - - - - CapitalOutlay - - - 119,000 30,000 Total 1,468,563 1,582,478 1,564,279 2,224,416 2,752,657 Main Street Facilities Salaries & Benefits 213,874 205,896 275,294 243,382 250,319 Internal Service Charges - - - - - Operating Expense 21,011 14,945 46,010 54,850 15,700 Maintenance Expenses 80,578 6,399 87,962 2,078,400 5,312,160 [ Total 315,464 227,239 409,266 2,376,632 5,578,179 17th Street Desalter Salaries & Benefits 147,937 138,147 209,305 293,514 297,468 Internal Service Charges - - - - - Operating Expense 23,982 16,351 24,592 39,224 54,000 Maintenance Expenses 2,470,450 2,864,597 1,812,181 2,499,200 2,635,760 Total 2,642,369 3,019,095 2,046,078 2,831,938 2,987,228 1021 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget WATER ENTERPRISE FUNDS 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget Imported Water Salaries & Benefits 102,326 75,714 97,207 80,330 84,276 Internal Service Charges - - - - - Operating Expense 132 75 86 - - Maintenance Expenses 5,652,103 4,061,892 6,361,892 2,849,960 1,468,795 Total 5,754,561 4,137,681 6,459,185 2,930,290 1,553,071 Water Production Salaries & Benefits 306,133 278,947 370,456 319,312 333,092 Internal Service Charges - - - - - Operating Expense 47,676 25,041 43,983 126,819 127,900 Maintenance Expenses 1,997,977 3,314,971 3,760,474 6,710,540 3,391,140 Total 2,351,786 3,618,959 4,174,913 7,156,671 3,852,132 Non -Departmental Salaries & Benefits 428,387 628,661 436,943 381,464 290,552 Internal Service Charges - - - - - Operating Expense - - - - - Total 428,387 628,661 436,943 381,464 290,552 Total Water Enterprise Expenditures 17,922,564 16,250,339 18,514,681 23,011,057 22,521,791 EXPENSES BY DIVISION All Other Funds Water Capital Salaries & Benefits Internal Service Charges - - - Operating Expense 4,176 135,345 13,226 Maintenance Expenses 459,198 481,970 324,745 Transfer Out/Bond Expense 198,871 250,000 3,538,697 - Capital Outlay - - - 874,800 Total 662,245 867,315 3,876,668 874,800 Water Enterprise Emergency Salaries & Benefits Internal Service Charges Operating Expense - - Transfer Out/Bond Expense 1,000,000 153,415 Capital Outlay - - Total 1,000,000 153,415 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 1,120,254 1031 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget WATER ENTERPRISE FUNDS 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget Total 2,168,268 1,120,254 1,120,254 2024 Water Revenue Bond Salaries & Benefits - - - Internal Service Charges Operating Expense - - Transfer Out/Bond Expense 115,431 2,078,486 - - CapitalOutlay - - 188,252 1,138,143 Total - 115,431 2,078,486 188,252 1,138,143 Total Other Funds 2,830,513 3,103,001 7,228,823 188,252 2,012,943 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 Water Enterprise Budget Breakdown by Year (All Funds) 2022-23 Actual 2023-24 Actual 2024-25 Actual `J 2025-26 2026-27 Budget Projected ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ Maintenance Expenses ■ Water Quality/Regulatory Fees ■ Transfer Out/Bond Expense ■ Furniture and Equipment ■ Capital Outlay 1041 Page - V POLICE DEPARTMENT Services to the Community & Position Control History Personnel & Community Policing Administrative Investigations Bureau Support Bureau Bureau North Area South Area City Special Professional Field Operations Patrol Patrol Operations Operations Standards Support I Support Division Division Division Division Division Division Division Behavioral Health Criminal Training& Communi- Records Response Investigations Recruitment cations Traffic/Special GUnit ang nInternal Affairs Crime Scene Property & Events Investigations Evidence Community Crime Analysis Public Front Desk CALEA Resources Information O e tions p Homeless School Technology& Detention Liaison Resources Innovations Parking Permit Task Force Facilities Officers Fleet Threat Employee Operations Management Wellness Drone Team S.W.A.T. Fiscal Services Directed Sonce pecial Res Chaplain Enforcement p Program Team Team Canine Team Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Police Department Administrative Assistant 10 0.00 1.00 1.00 1.00 2.00 1.00 Behavioral Health Bureau Commander 0.00 0.00 0.00 0.00 0.00 0.00 Crime Analyst (SLESF Grant Funded) 0.00 0.00 0.00 0.00 0.00 0.00 Management Analyst 1/11 (SLESF Grant Funded) 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 1.00 1.00 1.00 1.00 1.00 0.00 Management Assistant 1.00 0.00 0.00 1.00 1.00 0.00 Police Captain 3.00 3.00 3.00 3.00 3.00 0.00 Police Chief 1.00 1.00 1.00 1.00 1.00 0.00 Police Communications Lead 2.00 0.00 0.00 2.00 2.00 0.00 Police Communications Officer 1/11 10.00 10.00 10.00 10.00 10.00 0.00 Police Detention Officer 12 0.00 0.00 1.00 1.00 2.00 1.00 Police Fleet Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 Police Lieutenant 5.00 6.00 6.00 6.00 6.00 0.00 Police Officer 11 72.00 74.00 74.00 74.00 76.00 2.00 Police Officer (SRO) 2.00 2.00 2.00 2.00 2.00 0.00 Police Records Lead 2.00 0.00 0.00 2.00 2.00 0.00 Police Records Specialist 10.00 10.00 10.00 10.00 10.00 0.00 Police Sergeant 19.00 19.00 19.00 19.00 19.00 0.00 Police Services Officer 1/11/111 16.00 16.00 16.00 16.00 16.00 0.00 Police Administrative Services Manager 0.00 2.00 2.00 0.00 0.00 0.00 Police Support Services Administrator '^ 0.00 0.00 0.00 0.00 1.00 1.00 Police Support Services Manager 14 2.00 4.00 4.00 2.00 1.00 -1.00 Police Support Services Supervisor 5.00 6.00 6.00 5.00 5.00 0.00 Property and Evidence Specialist 2.00 2.00 2.00 2.00 2.00 0.00 Senior Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Senior Management Analyst 13 2.00 2.00 2.00 2.00 1.00 -1.00 Total Police Department 158.00 162.00 163.00 163.00 166.00 3.00 Department Position / Non -Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Budgeted Mid -Year Proposed Police Department Administrative Assistant N/A 1.00 1.00 1.00 1.00 0.00 Crime Analyst N/A 0.50 0.50 0.50 0.00 -0.50 Emergency Operations Coordinator N/A 0.50 0.50 0.50 0.00 -0.50 Management AnalystI N/A 0.00 0.00 0.00 1.00 1.00 Master Reserve Officer N/A 3.00 3.00 3.00 2.50 -0.50 Parking Control Officer N/A 2.00 2.00 2.00 2.00 0.00 Police Cadet N/A 3.00 3.00 3.00 2.50 -0.50 Police Communications Officer II N/A 2.00 2.00 2.00 2.00 0.00 Police Fleet Commander N/A 0.00 0.00 0.00 0.50 0.50 Police Services Officer 1/11 N/A 3.00 3.00 3.00 4.00 1.00 Property & Evidence Specialist N/A 0.00 0.00 0.00 0.50 0.50 Senior Management Analyst N/A 0.00 0.00 0.00 0.50 0.50 Temporary Employee N/A 0.00 0.00 0.00 0.50 0.50 Total Police Department N/A 15.00 15.00 15.00 17.00 2.00 Footnotes 10 Police Department - Add Administrative Assistant 11 Police Department - Add 2 Police Officer 12 Police Department - Add 1 Police Detention Officer 1061 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Footnotes 13 Police Department/Public Works - Transfer Senior Management Analyst from Police Department to Public Works 14 Police Department - Reclass Police Support Services Manager to Police Support Services Administrator 1071 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 accreditation efforts and advancing initiatives that support operational excellence, organizational efficiency, and employee wellness. TASKS: ➢ Direct and manage budgetary operations, ensuring responsible fiscal stewardship and alignment with Department priorities ➢ Develop and implement initiatives to enhance organizational effectiveness and efficiency ➢ Participate in citywide management strategies, contributing to broader organizational goals and initiatives ➢ Provide oversight, guidance, and evaluation of staff projects, ensuring quality outcomes and accountability ➢ Foster collaboration with local, state, and federal Law enforcement partners, strengthening interagency coordination ➢ Coordinate Police Department operations with other City departments, promoting alignment and effective service delivery ➢ Anticipate future needs and develop strategic plans to address operational, staffing, and resource requirements ➢ Oversee daily operations with an emphasis on employee safety, wellness, and productivity, ensuring a high - performing and supportive work environment 2025-2026 ACCOMPLISHMENTS: ➢ Advanced the Department's transition from CALEA to POST accreditation by partnering with Cal Chiefs and completing foundational planning, positioning the organization to begin the formal accreditation process in early 2026 ➢ Implemented LexipoL as the Department's primary policy platform, enhancing compliance with current law, streamlining policy management, and improving organizational consistency ➢ Advanced the restructuring of sworn positions through targeted modifications that improved span of control and workflow efficiency, with continued enhancements planned for 2026-2027 ➢ Successfully secured funding for an Incident Command Vehicle, establishing the foundation to enhance field operations and incident management capabilities upon procurement ➢ Led the evaluation and selection of a new CAD/RMS vendor, advancing the Department's transition toward a modernized and more effective records and dispatch system ➢ Completed upgrades to the Patrol Equipment Room, improving organization, functionality, and overall operational readiness for field personnel ➢ Advanced the upgrade of the Department conference room by enhancing technology and communications infrastructure, with additional improvements in progress to support its function as a Department Operations Center (DOC) ➢ Made substantial progress toward transitioning to a direct CommSys connection, positioning the Department to improve CAD system reliability and efficiency upon full implementation ➢ Successfully secured funding for additional patrol vehicles, positioning the Department to expand its fleet in support of increased staffing and operational demands ➢ Deployed Axon Body -Worn Cameras Department -wide, strengthening transparency, accountability, and evidence collection capabilities 1081 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 2026-2027 GOALS: ➢ Complete the Department's transition from CALEA to California Accreditation for Public Safety (CAPS) to ensure compliance with statewide best practices ➢ Continue the restructuring of professional staff positions to improve span of control, streamline workflows, and support long-term organizational needs ➢ Procure and deploy an Incident Command Vehicle to enhance field operations, incident management, and emergency response capabilities ➢ Implement the selection of a CAD/RMS system, including system configuration, training, and full operational deployment. ➢ Complete the transition to a direct CommSys connection to improve CAD system connectivity, reliability, and efficiency ➢ Expand the Department's patrol fleet by acquiring and deploying additional vehicles to support increased staffing levels and operational demands ➢ Transition fleet operations to an Enterprise service to improve efficiency, standardization, and long-term sustainability ➢ Complete the remodel of the men's and women's locker rooms to enhance facilities and support employee wellness ➢ Complete the remodel of the Gang Unit office to improve functionality and operational effectiveness ➢ Complete construction of the Real -Time Crime Center to enhance data -driven policing, investigative capabilities, and real-time operational awareness ➢ Implement AI -assisted dispatching solutions to improve call processing, resource allocation, and operational efficiency ➢ Finalize and implement an on -duty workout program to support employee health, wellness, and readiness ➢ Establish a restorative rest space to support employee recovery, stress reduction, and overall well-being The City Operations Division consists of police personnel assigned to specialty assignment units or collateral details which impact all areas within the City of Tustin borders. Its personnel are dedicated to supplement the Patrol Division. These units are the Police Service Officers (PSO), Crime Impact Team (CIT), and Canine Unit. When fully staffed, the City Operations Division is staffed by one Lieutenant, 4 Sergeants, 14 Police Officers, 2 full-time detention officers, 1 PSO Supervisor, 9 PSOs, 3 part-time PSOs, 4 part-time PSOs and two police service dogs. In addition, the City Operations Division oversees the Unmanned Aircraft Systems (UAS) and Explorer Programs. 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. 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 1091 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Detention Officers makes it possible for Officers to remain in the field, responding to emergent calls for service and engaging in other critical duties. The Canine Unit is comprised of one Sergeant and two Officers that are assigned Police Service Dogs. 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: ➢ PSO/CSI Unit ➢ Support patrol operations by handling non -arrest reports, traffic collision reports, and non -hazardous citizen contacts, allowing sworn personnel to remain available for priority calls ➢ Staff and manage the front desk, providing customer service and assistance to the public ➢ Conduct Crime Scene Investigation (CSI) functions as needed, including evidence collection, documentation, and scene processing ➢ Assist field units with a variety of operational tasks, including traffic control, parking enforcement, and other support functions ➢ Detention Officer Unit ➢ Oversee the supervision, transportation, processing, and booking of arrestees, including coordination of medical care and transfers to Orange County Jail, Juvenile Hall, OC Global, or cite -and -release ➢ Conduct Live Scan fingerprinting and photographing of arrestees, ensuring accurate identification and documentation ➢ Assist with traffic control, parking enforcement, and vehicle tows in support of field operations ➢ Perform Title 15 safety checks to ensure compliance with custodial standards and regulations ➢ Maintain control, safety, and security of the detention facility and all arrestees at all times ➢ Conduct thorough searches of arrestees and their property to identify contraband and ensure facility safety ➢ Canine Unit ➢ Respond to criminal, traffic, and service -related calls for service, supporting patrol operations and specialized enforcement efforts ➢ Maintain a continuous training program to develop and sustain operational proficiency, including evolving case law and best practices ➢ Support and advance the Department's Mission, Vision, and Values, contributing to problem -solving efforts, reducing fear of crime, and enhancing community satisfaction with police services 2025-2026 ACCOMPLISHMENTS: ➢ Added one full-time Detention Officer position, strengthening staffing levels and operational support ➢ Sent an additional full-time Detention Officer to the Title 15 CORE course, ensuring compliance with custodial standards and enhancing unit capability ➢ Increased front desk staffing through the addition of part-time PSOs, improving customer service and operational coverage ➢ Revamped the PSO and Detention Officer training programs, including the development of streamlined training manuals to standardize processes and improve onboarding ➢ Established quarterly training days for the PSO/CSI Unit, promoting ongoing skill development and operational readiness ➢ Created an Advanced CSI collateral team, with a long-term goal of managing complex, large-scale crime scene investigations in-house 2026-2027 GOALS: 1101 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Continue aligning Police Services Officers with the PSO/CSI training matrix, including POST -certified courses in basic crime scene investigation, Field Training Officer certification, traffic collision investigation, and DOJ sex offender registration practices ➢ Achieve full staffing of the PSO/CSI patrol team to support operational needs and allow forthe backfilling of specialty assignments ➢ Increase staffing within the Detention Officer Unit to provide comprehensive coverage across patrol teams, including filling all part-time positions and adding one additional full-time position ➢ Complete and implement a standardized training manual for Detention Officers to ensure consistency and operational readiness ➢ Ensure all full-time Detention Officers complete the 200-hour Title 15 CORE course, maintaining compliance with custodial standards ➢ Expand the Detention Officer transport fleet to improve safety, reliability, and operational efficiency ➢ Develop and prepare Detention Officers to serve as training officers, strengthening internal training capacity and succession planning ➢ Fill patrol vacancies to support staffing of the Crisis Intervention Team (CIT) and maintain program effectiveness. ➢ Utilize the Directed Enforcement Team as a collateral assignment to provide interim support in the absence of fully staffed CIT positions ➢ Develop a transition plan for the UAS program to utilize domestically sourced equipment, ensuring compliance and long-term program sustainability The North Area Command encompasses the portion of the city located north of the 1-5 freeway. This area includes a mix of single-family residences, high -density housing, and commercial and retail properties. North Area Command is currently staffed by one Lieutenant, six Sergeants, and 18 Patrol Officers. The South Area Command encompasses the portion of the city south of the 1-5 freeway, bounded by Williams Street to the west, Jamboree Road to the east, and Barranca Parkway to the south. The unit is responsible for both reactive and proactive policing efforts in the southern portion of the city, providing continuous service 24 hours a day, seven days a week. South Area Command is currently staffed by one Lieutenant, six Sergeants, and 19 Patrol Officers. TASKS: ➢ Respond to criminal, service, and traffic -related calls for service, ensuring timely and effective response ➢ Conduct investigations, prepare reports, follow up on cases, and apprehend offenders as appropriate ➢ Collaborate with parole and probation officers to monitor individuals under supervision residing in Tustin ➢ Support crime and traffic collision reduction efforts through data -driven analysis, targeted enforcement, and proactive problem -solving ➢ Deliver educational presentations and prevention programs focused on crime reduction and traffic safety ➢ Plan and coordinate community special events, supporting public safety and community engagement ➢ Advance the Department's Mission, Vision, and Values, addressing community concerns, reducing fear of crime, and enhancing public trust and satisfaction 2025-2026 ACCOMPLISHMENTS: ➢ Completed the Equipment Room project, improving organization, accountability, and operational efficiency ➢ Procured and implemented money and coin counters, enhancing accuracy and efficiency in cash handling processes ➢ Installed credit card payment capabilities, improving service delivery and convenience for the public ➢ Issued Cloud Defensive flashlights to officers, enhancing officer safety and field effectiveness ➢ Installed sit -stand desks in the Watch Commander's Office, improving ergonomics and supporting employee wellness ➢ Purchased and distributed tourniquet holders for officers, increasing accessibility to critical lifesaving equipment ➢ Enhanced gym facilities through equipment upgrades, supporting employee health and wellness initiatives 1111 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Acquired a TruNarc drug identification device, strengthening field testing capabilities and investigative efficiency ➢ Completed the purchase of Axon body -worn cameras (BWC), in -car video systems (MAVS), and Taser 10 devices, modernizing equipment and enhancing operational effectiveness 2026-2027 GOALS: ➢ Research and develop a plan for a third Area Command (Legacy) to supportfuture growth and operational needs. ➢ Protect the Community ➢ Reduce Part I crime. ➢ Reduce injury traffic collisions. ➢ Improve response times through strategic resource allocation. ➢ Utilize the Directed Enforcement Team to address crime trends and problem areas. ➢ Engage the Community ➢ Enhance existing community programs, including Citizens Academy, Read Across America, Walk to School, National Night Out, Coffee with a Cop, and Police -Community Dialogues. ➢ Improve Internal Operations ➢ Increase efficiency and effectiveness through initiatives such as Quarterly Patrol Strategies, Squad Action Plans, online reporting, equipment upgrades, BWC/MAVS enhancements, and CAD/RMS improvements ➢ Update and enhance the Department Awards Ceremony ➢ Implement a Succession Planning and Employee Development Program ➢ Complete locker room remodels to improve facilities ➢ Strengthen pursuit mitigation strategies ➢ Promote employee wellness and satisfaction through initiatives such as on -duty fitness and improved workspace (e.g., sit -stand desks) ➢ Improve fleet operations through enhanced communication and coordination The Special Operations Division consists of the Investigations Bureau and the Gang Unit. The Investigations Bureau is comprised of two primary teams: the Major Crimes Team and the Property Crimes Team, both of which are responsible for conducting comprehensive follow-up investigations for the majority of crimes reported to the Tustin Police Department. Detectives assigned to the Bureau provide 24/7 on -call coverage, responding to crime scenes throughout the city as needed. Their work is supported by Police Services Officers, a Police Records Specialist, and a Crime Analyst, who Leverage advanced technology to analyze crime trends and support investigative efforts. The Investigations Bureau also includes a full-time School Resource Officer and detectives assigned to specialized regional task forces, including the Orange County Auto Theft Task Force, the Regional Narcotics Suppression Program, the Orange County Intelligence Assessment Center, and the Joint Terrorism Task Force. TASKS: ➢ Conduct follow-up investigations on cases with viable leads, ensuring thorough case development and resolution ➢ Investigate vice, narcotics, and white-collar crimes, utilizing specialized investigative techniques and resources ➢ Pursue unsolved homicide cases and cold case leads, including DNA hits related to sexual assault, burglary, and vehicle theft ➢ Address juvenile -related issues through proactive engagement, including the use of diversion programs and maintenance of a School Resource Officer program ➢ Plan and coordinate community special events, supporting public safety and community engagement 1121 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Provide personnel to regional task forces, including the Orange County Regional Narcotics Suppression Program (RNSP) and the Orange County Auto Theft Task Force (OCATT) ➢ Support intelligence and counterterrorism efforts by assigning personnel to the Orange County Intelligence Assessment Center (OCIAC) and the Joint Terrorism Task Force (JTTF) 2025-2026 ACCOMPLISHMENTS: ➢ Successfully investigated and resolved multiple major crimes, resulting in arrests and case closures, including: ➢ Armed robbery at a massage parlor, resulting in three arrests. ➢ Fatal hit-and-run collision, with suspect identified and arrested. ➢ Serial commercial burglary suspect (15+ incidents throughout Orange County), identified and taken into custody. ➢ Theft of commemorative plaque from Veterans Sports Park, with suspect identified and arrested. ➢ Vandalism of approximately 20 Tustin Police Department vehicles, with suspect identified and arrested. ➢ Homicide at the 76-gas station on Edinger Avenue, successfully solved with an arrest. ➢ Serial bank robber operating in Santa Ana and Tustin, identified and arrested. ➢ Multiple child exploitation cases, resulting in arrests and case filings. ➢ Dating application exploitation case, resulting in multiple arrests. ➢ Operational Activity and Enforcement Outcomes ➢ Cases assigned: 1,520 ➢ Arrests made: 131 ➢ Cases filed with the Orange County District Attorney: 412 ➢ Firearms seized: 18 ➢ Contraband seized: 1,661 kilograms of cocaine, 200 pounds of methamphetamine, and $1,044,000 in U.S. currency ➢ Gang Unit felony arrests: 56 ➢ Gang Unit misdemeanor arrests: 20 2026-2027 GOALS: ➢ Gang Unit ➢ Maintain a 75/25 operational balance, with 75% field deployment and 25% dedicated to case management, report writing, court preparation, and intelligence ➢ Increase probation and parole compliance checks to enhance supervision and enforcement efforts ➢ Increase the issuance of STEP notices to support documentation and enforcement of gang -related activity ➢ Maintain and strengthen partnerships with Tustin Unified School District (TUSD), including participation in Operation Safe Schools and delivery of Gang Unit presentations ➢ Participate in targeted enforcement operations focused on identified individuals, locations, and crime trends. ➢ Provide quarterly training and operational updates to patrol personnel, enhancing awareness and coordination ➢ Expand public outreach and education efforts through presentations to schools, community groups, and service organizations ➢ Maintain a 25% filing rate, ensuring accountability and effective case disposition ➢ Enhance the graffiti tracking system to improve intelligence gathering, trend analysis, and enforcement efforts ➢ Criminal Investigations Unit ➢ Maintain a case filing rate above 50%, ensuring strong case development and prosecution outcomes ➢ Develop and implement a supplemental tracking system outside of Mark43 to more accurately monitor and report case filing rates ➢ Enhance unit development through structured training and teach -back sessions, promoting knowledge sharing and continuous improvement 1131 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Re-establish quarterly Loss Prevention meetings with retail and business partners, strengthening collaboration and crime prevention efforts ➢ Attend weekly patrol briefings to provide case updates, share intelligence, and reinforce investigative procedures ➢ Lead two Operation Crime Impact initiatives and support Patrol Division crime suppression efforts, targeting priority crime trends ➢ Strive to achieve and maintain an average case clearance rate of 30%, improving investigative effectiveness ➢ Enhance crime analysis capabilities through improved technology, enabling more accurate identification of crime trends and patterns The Professional Standards Division (PSD) operates within the Personnel and Investigations Bureau. The Division is staffed by 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. PSD is responsible for the recruitment and hiring of all Police Department personnel. The Division's Training Officer ensures all employees receive training in accordance with Department standards and the requirements established by the California Commission on Peace Officer Standards and Training (POST). The Division also manages the Department's Public Information function, coordinating with media outlets on the release of information and overseeing the Department's social media platforms. In addition, PSD conducts internal investigations related to policy violations and maintains oversight of employee misconduct complaints to ensure accountability and compliance with Department standards. TASKS: ➢ Manage recruitment and hiring processes for all Department personnel ➢ Maintain and oversee internal affairs, background, and training files, ensuring accuracy, compliance, and confidentiality ➢ Serve as the Department's custodian of records for Pitchess motion court proceedings ➢ Oversee the issuance and retrieval of Department equipment, ensuring accountability throughout the employee lifecycle ➢ Manage the Police Cadet program, including oversight and development ➢ Investigate complaints of misconduct and uses of force, as directed by Command Staff ➢ Coordinate and manage administrative investigations, including standard reviews, uses of force, vehicle pursuits, early intervention alerts, and employee -involved traffic collisions ➢ Prepare annual administrative statistical reports and state cost recovery reports ➢ Coordinate, schedule, and track all formal training, ensuring timely completion ➢ Develop and maintain internally generated training materials and documentation ➢ Ensure compliance with POST -mandated training and background requirements ➢ Coordinate new employee orientations, facilitating onboarding and integration ➢ Serve as liaison to POST -certified academies, supporting training and recruitment efforts ➢ Serve as the Department's Public Information Officer, managing media relations and public communications 2025-2026 ACCOMPLISHMENTS: ➢ Successfully completed the POST audit of background investigations and officer training, ensuring full compliance with regulatory standards ➢ Added four Police Officer positions, enhancing staffing levels and operational capacity ➢ Established an Administrative Assistant position to support division operations and improve efficiency ➢ Created a Detention Officer Supervisor position, strengthening oversight and leadership within the unit ➢ Conducted 37 background investigations for prospective employees, supporting recruitment and hiring efforts ➢ Facilitated the internal promotion of 11 employees, advancing career development and succession planning ➢ Hired 19 new employees, contributing to overall staffing and organizational readiness 1141 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 2026-2027 GOALS: ➢ Execute the 2026 Recruitment Plan to strengthen candidate pipelines and hiring outcomes ➢ Reduce Department -wide vacancy rates to below 5%, improving staffing stability and operational readiness ➢ Develop a comprehensive four -week pre -academy program, including an outline, syllabus, and study materials to better prepare recruits for success ➢ Implement cross -training within the unit, with the Lieutenant and Sergeant cross -training, as well as the Personnel Officer and Training Officer; all unit members will develop assignment -specific training manuals to enhance continuity and succession planning ➢ Organize and standardize all PSD-managed records (paper and digital), and evaluate potential software solutions to improve efficiency, accessibility, and long-term data management The Communications Division is comprised of the Communications Unit, which serves as the critical link between the community and the Tustin Police Department. As the primary point of contact, the Unit ensures timely, accurate, and effective responses to calls for service. For many, their first interaction with the Department occurs during moments of stress or crisis. The Communications Unit operates with a "how can we help" mindset, delivering professional, calm, and compassionate service while providing reassurance during difficult situations. The Unit's core mission is to ensure the safety of both the public and department personnel. This is achieved through effective call -taking, precise questioning, efficient resource coordination, and excellence in radio and telecommunications operations. The Communications Unit remains committed to ongoing training, professional development, and continuous improvement to meet evolving operational demands and maintain the highest standards of service. TASKS: ➢ Receive, prioritize, and dispatch all calls for service to field personnel ➢ Continuously monitor the location, status, and activity of field units to ensure officer safety and operational awareness ➢ Access and provide information through CLETS (California Law Enforcement Telecommunications System) and NLETS (National Law Enforcement Telecommunications System) in support of calls for service and officer -initiated activity ➢ Provide tactical communications support to field personnel during critical and in -progress incidents ➢ Monitor multiple radio channels on a 24/7 basis to support patrol operations and maintain situational awareness ➢ Answer and process all incoming emergency (911) and non -emergency calls in a timely and professional manner 2025-2026 ACCOMPLISHMENTS: ➢ Trained two dispatchers as Tactical Dispatchers, enhancing operational capability and skill depth within the unit ➢ Updated and expanded the training manual to improve clarity, consistency, and effectiveness of instruction ➢ Successfully trained and developed two new Communications Training Officers ➢ Strengthened and expanded the roles and responsibilities of Communications Leads to support operational efficiency and leadership development ➢ Continued to foster an inclusive and supportive work environment for all Communications personnel, with a strong emphasis on mental health and work -life balance ➢ Improved vacation time -off scheduling processes to ensure fair, efficient, and transparent allocation for personnel ➢ The unit was awarded TPSSA Civilian Unit of the Year for the second consecutive year 1151 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 2026-2027 GOALS: ➢ Increase Communications Unit participation in Department- and City -sponsored events from four events in 2025 to at least six events in 2026 ➢ Adhere to the updated training matrix to ensure Communications personnel complete call -handling proficiency, critical- incident communications, policy updates, and technology -focused training ➢ Advance Communications Center infrastructure improvements in 2026, including enhancements to shared spaces such as the kitchenette, to support operational efficiency and employee wellness ➢ Review and update the Communications training program in 2026 to ensure alignment with evolving technology, policy, and operational demands ➢ Implement AI -assisted call -taking technology in 2026 to enhance dispatcher performance and overall operational readiness ➢ Sustain and strengthen employee wellness initiatives (e.g., restorative sleep room, First Gevity) throughout 2026 to support workforce resilience ➢ Develop a comprehensive Communications Unit Operations Manual to improve consistency, efficiency, and overall operational effectiveness ➢ Enhance coordination between Communications, Patrol, and specialty units through initiatives such as Communications Center sit-alongs The Property & Records Division consists of two units: Records and Property & Evidence. While each unit operates independently, both provide essential services that support the daily operations of the Tustin Police Department. The Property & Evidence Unit plays a critical role in both Department operations and the broader criminal justice system. Personnel are responsible for the secure intake, documentation, storage, and disposition of all property and evidence. Strict adherence to applicable laws, policies, and procedures ensures proper control, accountability, and the maintenance of an unbroken chain of custody. The Records Unit is responsible for comprehensive police records management functions. Personnel process, maintain, and safeguard official records while ensuring the accurate and lawful dissemination of information in compliance with applicable laws and criminal justice standards. 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. TASKS: ➢ Property & Evidence Unit ➢ Maintain secure control and an unbroken chain of custody for all property and evidence ➢ Manage and oversee approximately 75,000 items, ensuring accurate documentation, tracking, and accountability ➢ Catalog, store, and organize property and evidence to support efficient retrieval and inventory management. ➢ Conduct regular audits and inspections to ensure inventory accuracy and compliance with applicable laws, policies, and procedures ➢ Prepare and process property for release, return, or disposal in accordance with legal and regulatory requirements ➢ Support investigations and legal proceedings by providing timely access to evidence and related documentation ➢ Enforce strict security protocols to prevent loss, tampering, or unauthorized access ➢ Maintain comprehensive records of all transactions, including intake, movement, release, and final disposition 1161 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Coordinate with investigators, prosecutors, and the courts on evidence -related matters to ensure case readiness and compliance. ➢ Records Unit ➢ Process, maintain, and safeguard official police records and files, ensuring accuracy, integrity, and compliance with applicable regulations ➢ Review and process reports, citations, and related documentation for timely submission to the District Attorney's Office ➢ Respond to public and agency requests for police reports, including fulfilling discovery requests in support of court proceedings ➢ Ensure all records management activities comply with applicable Laws, departmental policies, and criminal justice standards ➢ Support investigations and legal proceedings by providing timely, accurate, and complete records to internal and external stakeholders ➢ Maintain detailed Logs of records access, requests, and dissemination to ensure accountability, transparency, and audit readiness 2025-2026 ACCOMPLISHMENTS: ➢ Property & Evidence Unit ➢ Continued the systematic barcoding of Property & Evidence items, improving inventory tracking, accuracy, and accountability. ➢ Completed remaining repairs to the Property & Evidence freezer units, restoring full functionality and ensuring proper preservation of temperature -sensitive evidence in compliance with evidentiary standards. ➢ Coordinated the safe relocation of NOS tanks, enhancing storage organization, improving safety conditions, and ensuring compliance with applicable handling and storage requirements. ➢ Records Unit ➢ Developed and implemented a comprehensive Records Unit training manual within the Department's approved platform, standardizing training processes and improving onboarding consistency and efficiency. ➢ Conducted a full evaluation of the existing records request system and implemented a more automated solution, enhancing workflow efficiency, reducing processing times, and improving overall service delivery. ➢ Established a centralized master index of permanent records and initiated a systematic purge of electronic files in accordance with the Department's records retention schedule; this effort is ongoing to ensure continued compliance, organization, and effective data management. 2026-2027 GOALS: ➢ Property & Evidence Unit ➢ Complete the Proposition 69—funded refrigerator replacement project by July 2026, ensuring reliable storage and compliance with evidentiary standards. ➢ Complete the audit, barcoding, and inventory of all Property & Evidence items booked prior to 2021 by July 2026, improving accountability, accuracy, and audit readiness. ➢ Update and reorganize the Property booking area by December 2026, including replacement of the booking table, desk, and cabinetry to enhance workflow efficiency, organization, and workspace functionality. ➢ Records Unit ➢ Update the Forms Room to ensure only current and approved versions are available to department personnel by March 2026. ➢ Review and purge files within the Laserfiche system in accordance with the approved retention schedule by December 2026. ➢ Review the Department's records retention schedule and work with a records -management consultant to propose revisions that streamline record and evidence purging by December 2Property & Evidence Unit 1171 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget The Behavioral Health Response Unit (BHRU) was established in November 2021 to address the growing number of calls related to mental health, substance use, homelessness, and ongoing family or domestic issues. The BHRU aims to reduce the need for Tustin PD patrol officers to respond to non-violent or non -criminal incidents and to minimize the time patrol officers spend on such calls before transferring management to BHRU personnel BHRU staff collaborate closely with the Police Department, the Orange County Health Care Agency, community and private providers, City of Tustin personnel, and other key stakeholders. Examples of partners include the Homeless Liaison Officer (HLO), Community Impact Officer (CIO), Psychiatric Emergency Response Team (PERT), City Net, Tustin Temporary Emergency Shelter (TTES) staff, and Be Well Orange County. A primary goal of the BHRU is to implement innovative strategies that reduce recidivism for mental health —related calls while enhancing the quality and effectiveness of behavioral health interventions for individuals in the City of Tustin.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. Itr_Ay:43 ➢ Respond to field calls involving a potential mental health component, providing prompt supportto patrol officers and individuals experiencing a behavioral health crisis ➢ Assist or relieve patrol officers on calls for service, as appropriate, to allow for efficient incident management ➢ Conduct follow-up with individuals identified as frequent callers to address their needs and reduce repeat calls for service ➢ Connect individuals with appropriate resources, including County and community clinics, private providers, substance abuse services, detox programs, grief support, and homelessness assistance ➢ Collaborate with external agencies to ensure timely and appropriate care for individuals experiencing behavioral health challenges 2025-2026 ACCOMPLISHMENTS: ➢ The BHRU Manager joined the Police Department's Peer Support Team and successfully completed all required training, enhancing internal wellness and support capabilities ➢ BHRU personnel completed a 40-hour Basic Hostage Negotiations course, further strengthening crisis response skills and operational readiness ➢ The BHRU Manager completed continuing education units to maintain clinical licensure, with focused training in Ethical Practices with Older Adults, Alzheimer's Disease and Other Dementias, Illicit Drug Use in the United States, and Obsessive -Compulsive Disorders ➢ Supported Emergency Operations by teaching Disaster Psychology biannually as part of the Citizens Emergency Response Team (CERT) program ➢ Maintained active engagement in regional and local coordination efforts, including participation in NITF meetings, quarterly Countywide Homeless Liaison Officer (HLO) meetings, monthly coordination meetings with TTES shelter staff, and monthly homeless outreach alongside City Net to provide mental health support and resources 1181 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 2026-2027 GOALS: ➢ Participate in the Orange County Crisis Intervention Team (CIT) Steering Committee, collaborating with regional partners and staying current on legislation and best practices impacting crisis response and law enforcement ➢ Assist in the development and implementation of a facility/wellness dog program, supporting employee wellness ➢ Attend conferences and training relevant to mental health response in law enforcement, ensuring awareness of emerging trends, resources, and best practices ➢ Maintain current knowledge of available community -based mental health programs and referral processes, ensuring appropriate and effective connections to services The Community Oriented Policing and Problem Solving (COPPS) Division is responsible for advancing the Department's strategic priorities through both long-term planning and specialized field operations. The division oversees the development, implementation, and ongoing evaluation of the Department's three-year Strategic Plan, ensuring alignment with the organization's mission, vision, and citywide objectives. Through data -driven analysis, stakeholder engagement, and interdepartmental collaboration, the division provides leadership in shaping policy, improving operational efficiency, and supporting organizational growth. In addition to its strategic planning responsibilities, the division includes police personnel assigned to specialty units that support operations across the City of Tustin. These units supplement Patrol through focused services, including the Traffic Unit, Community Oriented Policing and Problem Solving (COPPS) Unit, and Behavioral Health Response Unit (BHRU). The division is currently staffed by one Lieutenant, three Sergeants, seven Officers, and twelve civilian employees, all working collaboratively to enhance public safety, community engagement, and problem -solving efforts. The Traffic Unit is responsible for traffic and parking enforcement within the City of Tustin, as well as the investigation of major injury and fatal traffic collisions. The unit is staffed by one Sergeant, four Motor Officers, two Police Services Officers, one Master Reserve Officer, one full-time Fleet Coordinator, one part-time Fleet Coordinator, four part-time Parking Control Officers, and one part-time Cadet. In addition to enforcement and investigative responsibilities, the Traffic Unit manages traffic - related grant applications and compliance reporting, conducts DUI checkpoints throughout the city, and reviews and approves all traffic collision reports. Fleet Coordinators support operations by ensuring department vehicles are properly serviced, maintained, and available for deployment. The Community Oriented Policing and Problem Solving (COPPS) Unit consists of one Homeless Liaison Officer, one Community Impact Officer, two Police Services Officers, and one part-time Police Services Officer. The unit coordinates the Department's response to citywide special events, including the Tustin Chili Cook -Off and Street Fair, Fourth of July Fireworks Show, Tustin Tiller Days, and Dino Dash 10K. The Homeless Liaison Officer and Community Impact Officer address homelessness -related issues, including housing coordination at the Tustin Temporary Emergency Shelter, in collaboration with the Behavioral Health Response Unit (BHRU). The BHRU Manager supports community members experiencing mental health challenges. Police Services Officers lead community engagement efforts by attending Neighborhood Watch and Tustin Effective Apartment Managers (TEAM) meetings, and by planning and coordinating programs such as the Citizen's Academy, Read Across America, Walk to School, Coffee with a Cop, Santa Sleigh, and Santa Cop. TASKS: ➢ Strategic Plan Implementation: Ensure department -wide alignment with strategic pillars and produce annual progress reports to guide data -driven adjustments ➢ Data -Driven Decision -Making: Develop a centralized performance dashboard and implement real-time data tools to enhance reporting, accountability, and operational efficiency ➢ Partnerships & Engagement: Strengthen collaboration with local agencies, businesses, and community organizations, and conduct stakeholder forums to align priorities ➢ Organizational Communication & Transparency: Streamline reporting processes and implement an internal communication plan to keep staff informed and engaged 1191 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Technology & Innovation: Research and implement technology solutions, including Al and automation, to improve data analysis and operational effectiveness ➢ Respond to calls for service; conduct investigations, prepare reports, and apprehend offenders as appropriate ➢ Support crime and traffic collision reduction through analysis, targeted enforcement, and proactive problem -solving, including public education and prevention efforts ➢ Coordinate and maintain the Department's fleet to ensure operational readiness and efficiency ➢ Provide homeless outreach, advocacy, and resource coordination in partnership with local and county agencies ➢ Plan and coordinate community events, outreach programs, and public safety initiatives, including Neighborhood Watch, Town Halls, Nixle notifications, school -based programs, and engagement activities such as Coffee with a Cop, National Night Out, and holiday programs 2025-2026 ACCOMPLISHMENTS: ➢ Successfully staffed and fulfilled all Office of Traffic Safety (OTS) grant obligations, ensuring compliance and maximizing grant -funded enforcement and education efforts ➢ Conducted research and evaluation of third -party parking enforcement solutions, identifying options to improve consistency and effectiveness of street sweeping and permit parking enforcement ➢ Expanded the fleet by adding one Detention Officer unit, enhancing operational capacity and support for detention - related functions ➢ Acquired a Chevrolet Silverado and initiated its conversion into an Incident Command Vehicle, strengthening the Department's readiness for large-scale and critical incidents ➢ Adjusted and increased the fleet budget to account for inflationary impacts, ensuring continued ability to procure and lease necessary vehicles and equipment ➢ Identified and pursued new procurement avenues for fleet needs, improving efficiency and flexibility in the acquisition process ➢ Enhanced community outreach and engagement efforts, increasing the Department's visibility and connection with the community ➢ Participated in National Night Out, fostering community partnerships and promoting public safety awareness ➢ Continued to host Community Emergency Response Team (CERT) academies in both Spring and Fall, supporting community preparedness and resilience 2026-2027 GOALS: ➢ Attend and document a minimum of one informal recognition per COPPS employee per quarter (verbal, email, or written) ➢ Ensure 100% of COPPS personnel complete at least one role -specific training, professional development opportunity, or assigned project during calendar year 2026 ➢ Conduct quarterly COPPS coordination meetings involving BHRU, HLO, CIO, and Community Relations to align priorities ➢ Complete and document at least one problem -solving or community -impact event per COPPS function per quarter ➢ Procure one truck for Homeless Liaison Officer operations ➢ Procure ergonomic workstation improvements for 100% of COPPS personnel (currently repurposed furniture) ➢ Ensure Traffic Unit personnel participate in at least one specialized training annually, including: ➢ Traffic collision investigation ➢ DUI enforcement and investigation ➢ Advanced investigative training ➢ Range training, including motorcycle -based shooting ➢ Increase Parking Control staffing levels to improve coverage, with the goal of augmenting with contract parking control services ➢ Obtain one new truck for the Commercial Enforcement Officer ➢ Order four (4) 2026 BMW motorcycles by August 2026 to maintain fleet and operational readiness ➢ Install and implement a fleet key management system to improve accountability and efficiency by March 2026 ➢ Implement Enterprise agreement and utilize it for vehicle procurement by July 2026 or sooner 1201 Page Performance Measure Calls for Service Arrests Parking Citations Moving Citations BHRU - Individuals Contacted BHRU - Calls for Service BHRU - Successful Follow-up (Phone & In -person) BHRU - Referrals from PD Personnel BHRU - Linkage to Resources BHRU - Collaborative Responses with Outside Agencies Group A Offenses Homicide Manslaughter/Negligence Sex Offenses Aggravated Assaults Simple Assaults Robbery Burglary Larceny Stolen Property Auto Theft Vandalism Arson Fraud Forgery/Counterfeit Embezzlement Prostitution/Ga mbli ng/V i ce Narcotics Weapons Total Group A Offenses Group B Offenses Disorderly Conduct DUI Family Offenses Liquor Laws Runaways (JUV) Trespassing/Loitering All Other Offenses Total Group B Offenses 2020-21 2021-22 2022-23 Actual Actual Actual 2023-24 Actual July 2022 - February July 2023 - February July 2024 - February 2023 2024 2025 2024-25 2025-26 Actual Projected July 2025 - February 2026 Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES POLICE DEPARTMENT ALL Funds Salaries & Benefits 27,222,298 29,549,709 31,803,383 35,022,868 38,517,380 Internal Service Charges 472,200 550,800 758,600 387,975 705,495 Operating Expense 4,176,151 4,842,746 5,799,732 5,987,636 6,479,876 Transfer Out - - - 300,000 - P&I Payments/Computer Hardware 26,684 125,899 149,139 - - Total Police Expenditures 31,897,332 35,069,155 38,510,854 41,698,479 45,702,751 EXPENSES BY DIVISION General Fund Administration Salaries & Benefits 1,535,327 1,751,538 2,006,707 2,017,300 2,179,579 Internal Service Charges 472,200 550,800 758,600 387,975 705,495 Operating Expense 1,664,019 2,174,926 2,776,819 2,662,911 3,257,899 Total 3,671,546 4,477,264 5,542,125 5,068,186 6,142,973 City Operations Salaries & Benefits 3,226,079 3,397,455 3,426,457 4,150,399 5,569,481 Internal Service Charges - - - - - Operating Expense 953,305 1,006,106 1,101,251 388,940 388,940 P&I Payments/Computer Hardware 26,684 125,899 149,139 - - Total 4,206,068 4,529,460 4,676,847 4,539,339 5,958,421 North Area Patrol Salaries & Benefits 5,160,225 5,762,181 5,929,135 6,036,034 6,613,746 Internal Service Charges - - - - - Operating Expense 66,770 51,356 59,064 39,700 49,700 Total 5,226,994 5,813,537 5,988,199 6,075,734 6,663,446 South Area Patrol Salaries & Benefits 5,102,592 5,743,462 6,258,959 6,016,454 6,454,566 Internal Service Charges - - - - - Operating Expense 57,882 102,089 71,452 89,600 89,600 Total 5,160,474 5,845,550 6,330,411 6,106,054 6,544,166 Special Operations Salaries & Benefits 5,185,609 4,589,046 4,666,202 5,253,310 6,066,575 Internal Service Charges - - - - - Operating Expense 145,741 184,459 202,138 388,810 437,785 Total 5,331,349 4,773,505 4,868,340 5,642,120 6,504,360 Professional Standards Salaries & Benefits 2,305,989 3,147,881 3,026,982 3,089,822 2,370,414 Internal Service Charges - - - - - Operating Expense 632,423 553,916 795,765 317,320 313,320 1221 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Total 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget 2,938,412 3,701,797 3,822,747 3,407,142 2,683,734 Communications Salaries & Benefits 2,775,942 3,057,151 3,394,304 2,528,727 2,935,615 Internal Service Charges - - - - - Operating Expense 285,524 283,107 429,075 454,328 791,980 Total 3,061,466 3,340,258 3,823,378 2,983,055 3,727,595 Property & Records Salaries & Benefits 1,719,025 1,774,743 1,937,258 1,955,987 2,209,781 Internal Service Charges - - - - - Operating Expense 323,595 311,635 328,813 324,822 97,222 Total 2,042,620 2,086,378 2,266,071 2,280,809 2,307,003 Behavioral Response Salaries & Benefits 158,153 157,198 177,313 191,447 208,024 Internal Service Charges - - - - - Operating Expense - - - 5,300 5,300 Total 158,153 157,198 177,313 196,747 213,324 Community Oriented Policing & Problem Solving (COPPS) Salaries & Benefits 795,276 3,479,316 3,565,966 Internal Service Charges - - - Operating Expense 928 1,312,910 1,048,130 Total 796,204 4,792,226 4,614,096 Total General Fund Expenditures 31,797,083 34,724,946 38,291,637 41,091,413 45,359,118 EXPENSES BY DIVISION All Other Funds Asset Forfeiture Salaries & Benefits Internal Service Charges - - - - Operating Expense 46,893 175,153 34,428 2,995 Transfer Out - - - - Total 46,893 175,153 34,428 2,995 RNSP Asset Forfeiture Salaries & Benefits Internal Service Charges Operating Expense - Transfer Out 216,000 Total 216,000 Treasury Asset Forfeiture Salaries & Benefits 1231 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget POLICE 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget Internal Service Charges Operating Expense Transfer out Total - - - - - Supplemental Law Enforcement Salaries & Benefits 53,357 169,056 184,789 304,071 343,633 Internal Service Charges - - - - - Operating Expense - Transfer Out - 84,000 Special Equipment - - 4,269 147 - Total 53,357 169,056 189,058 388,218 343,633 Total Other Funds 100,250 344,209 223,486 607,213 343,633 50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 Police Department - Budget Breakdown by Year (All Funds) 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 2026-27 Budget Projected ■ Salaries & Benefits ■ Internal Service Charges ■ Operating Expense ■ P&I Payments/Computer Hardware 1241 Page ,R,) PARKS & RECREATION Services to the Community & Position Control History Administration Human Services Park Services Recreation Services Admin& Tustin Area Senior Annex&Veterans Cc lu mb us Tu stin Personnel Support Center Sports Park Recreation Center Tustin Family & City Hall Front Budget& Finance Youth Center Tustin Sports Park Counter Public Information Facilit Su ort Y PP Sports Field Park & Facility Allocations Reservations Sponsorships& Transportation Bark Barracks Tustin Today Grants Program Dog Park Brochure capital Community Center Improvement& Food Programs Adu It Sports at special Projects Leagues The Market Place Public Art & Community Senior Center Class/Camp Services Fund Non -Profit Tennis Programs Registration Commissions Public Art Projects lot Advisory Park Specia'Ivent ContractClasses Board Permits Social Media Street Fair & Chili Cook -Off Skate Park Sunset Market Legacy Park Developments Tustin Tiller Days Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Department Position / Benefited 2023-24 2024-25 2025-26 2025-26 2026-27 Inc/(Dec) Budget Budget Adopted Mid -Year Proposed Parks & Recreation Administrative Assistant 2.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of Parks & Recreation 0.00 1.00 1.00 1.00 1.00 0.00 Director of Parks & Recreation 1.00 1.00 1.00 1.00 1.00 0.00 Management Analyst 1/11 0.00 1.00 1.00 1.00 1.00 0.00 Recreation Coordinator 6.00 6.00 6.00 6.00 6.00 0.00 Recreation Facilities Lead 2.00 2.00 2.00 2.00 2.00 0.00 Recreation Superintendent 1.00 0.00 0.00 0.00 0.00 0.00 Recreation Supervisor 2.00 3.00 3.00 3.00 3.00 0.00 Sr. Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Transportation Coordinator 2.00 2.00 2.00 2.00 2.00 0.00 Total Parks & Recreation 17.00 18.00 18.00 18.00 18.00 0.00 2023-24 2024-25 2025-26 2025-26 2026-27 Department Position /Non -Benefited Ind(Dec) Budget Budget Budgeted Mid -Year Proposed Parks & Recreation Office Assistant N/A 1.43 1.43 1.43 1.76 0.33 Program Assistant N/A 7.06 8.24 8.44 9.51 1.07 Recreation Facilities Assistant N/A 5.34 5.34 5.34 5.00 -0.34 Recreation Leader N/A 14.41 14.78 15.98 15.59 -0.39 Recreation Leader II N/A 4.51 5.34 5.50 4.90 -0.60 Total Parks & Recreation N/A 32.75 35.13 36.75 0.06 1261 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget DESCRIPTION: The Parks & Recreation Department is responsible for enhancing the quality of Life in Tustin through T/ /� collaboration, compassion, and connection in the form of recreation programs and human services PARKS+& RECREATION that inspire a stronger, healthier, and happier community. Operations of the department include Creating Community 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 the 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, fee schedule) ➢ Facilitate communication and collaboration with community organizations and resident groups through multiple avenues, including social media ➢ Provide management and coordination of Capital Improvement Program projects ➢ Ensure departmental compliance with CPR certification requirements and oversee any departmental emergency management operations 2025-2026 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 ➢ Completed turf improvements for Field #3 at Tustin Sports Park ➢ Began renovations for the Camino Real Playground and Picnic Shelter ➢ Partnered with the Tustin Community Foundation on gifted art pieces through the Creative Signals program ➢ Collaborated with Public Works to complete design of the Heideman School Park project ➢ Completed a mural via a community engagement process at the Tustin Family and Youth Center ➢ Established themed branding for all Department programming in 2026 (Find Your Fun) 2026-2027 GOALS: ➢ Complete renovations for Camino Real Playground and Picnic Shelter ➢ Complete renovations for Tustin Family and Youth Center Playground Area ➢ Collaborate with Public Works on the construction of Heideman School Park ➢ Complete turf improvements on Field #1 at Tustin Sports Park ➢ 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 ➢ Establish themed branding for all Department programming in 2027 1271 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget The Recreation Section provides active recreation programs for individuals of all ages to participate in activities at the 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. TASKS: ➢ Coordinate and implement special events, including the Easter Celebration and Egg Hunt, Sunset Market and Halloween Howl ➢ Coordinate Thanksgiving, Spring and Summer Camps ➢ Provide safe and wholesome summer day camp experiences for ages 6-14 ➢ Implement safe and enriching after -school activities for Local area youth at the Columbus Tustin Recreation Center ➢ Provide high school teenagers with community service and Leadership opportunities through Tustin Teens in Action and Counselors in Training programs ➢ Provide non-profit youth organizations access to City facilities, including the gymnasium ➢ Provide affordable volleyball and basketball nights for individuals ages 15 and older 2025-2026 ACCOMPLISHMENTS: ➢ Increased Little Folks participation during the school year from 8 to 20 preschoolers by utilizing social media marketing and doing outreach to parents in the area ➢ Increased participation by middle schoolers in the After School Program through direct marketing to CT Middle School, building relationships with CT Middle School administration, and participation in TUSD Open Houses ➢ Revamped the Tustin Teens in Action program in collaboration with the Tustin Family and Youth Center by creating a volunteer handbook, doing more outreach at special events, and hosting a holiday appreciation party ➢ Revised the Facility Code of Conduct to ensure clear guidelines for all patrons who utilize the facility ➢ Offered non-traditional camps during Spring and Thanksgiving breaks with an average of 35 participants ➢ Increased Summer Day Camp revenue through a user fee study, improving cost recovery while maintaining high enrollment ➢ Utilized the facility for events such as the College Fair, Career Fair, and Paper Football ➢ Secured over $38,000 in sponsorship support (both monetary and in -kind) from the local business community 2026-2027 GOALS: ➢ Administer and implement a Participant Survey for summer camp to measure satisfaction and make suggestions for improvement ➢ Create a Summer Camp Handbook for staff which provides guidelines for ensuring a successful and safe experience for both staff and participants ➢ Introduce new components to Halloween Howl, leveraging the new location as an opportunity to enhance and evolve the event ➢ Increase vendor participation at the Sunset Market series through collaboration with non-profit organizations ➢ Expand the Tustin Teens in Action program by offering workshops and field trips ➢ Increase elementary school age participants in the After School Program through social media marketing and building rapport with local schools ➢ Offer two excursions for participants of Little Folks to places such as Tanaka Farms and Pretend City ➢ Build partnerships with local businesses to provide workshops, giveaways, and special activities in the After School Program ➢ Utilize the Columbus Tustin Recreation Center Instagram page to provide more updates to program participants and increase community engagement ➢ Incorporate inclusive and sensory -friendly elements into special events to ensure accessibility and meaningful participation for neurodivergent individuals 1281 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget The Classes/Cultural Arts Section promotes and coordinates recreational classes and events for community adults and youth. The section is responsible for program publicity, including the production of the Tustin Today quarterly activity guide, procurement of instructors and classroom space, and management of class registration procedures. TASKS: ➢ Provide a diverse selection of valuable contract classes for children, adults, and seniors. ➢ Provide classes and workshops for families of neurodivergent children and adults. ➢ Produce and publish the quarterly Tustin Today activity guide. ➢ Maintain accessible and customer -friendly registration systems to include online, phone-in, and walk-in options. ➢ Coordinate internal and external facility and park reservations. ➢ Manage and evaluate contract class instructors to ensure quality programming. ➢ Ensure community awareness of department classes, programs, and special events with new and innovative marketing techniques. ➢ Coordinate and implement the annual Movies in the Park series, Youth Talent Show, July 4th Celebration and Breakfast with Santa community events. ➢ Manage the Tustin Community Center at The Market Place events and facility reservations. 2025-2026 ACCOMPLISHMENTS: ➢ Approximately 1,000 contract classes were offered, including tennis, pickleball, cooking, special interest, youth, fitness, and neurodivergent classes and clinics ➢ Offered multiple youth sports camps, including flag football, soccer, basketball, lacrosse, and new skateboarding camps and classes ➢ Redesigned the Tustin Today activity guide implementing a new user-friendly parks map, easy to read formatting, and special event centerfold ➢ Offered parents new Spring Break camp options such as Jr. Chef, science, and skateboarding ➢ Collaboration with Bricks 4 Kidz and Skyhawks contract instructors to provide all -day summer camps at Veterans Sports Park and The Annex at Tustin Legacy ➢ Revised Instructor Guidelines Agreement to define expectations and provide clarity ➢ Partnership with AssisTeens at Sunset Market to offer volunteerism and engagement with community events ➢ Established an MOU for Concerts in the Park with Dollars for Tustin Scholars non-profit organization ➢ Increased overall Concerts in the Park sponsorship revenue by 16% ➢ Increased overall Breakfast with Santa sponsorship revenue by 130% ➢ Identified necessary equipment upgrades at the Community Center at The Market Place to improve customer satisfaction and support repeat customers consistent with the Development Agreement ➢ Implemented an earlier registration window for residents reserving pickleball courts, along with an earlier Registration Day access time for classes and camps, to ensure equitable access and prioritize Tustin residents 2026-2027 GOALS: ➢ Continue to seek out and offer new and inclusive enrichment classes for youth and adults ➢ Develop and implement an improved private tennis and pickleball instructor agreement ➢ Increase special event partnerships from local businesses and non-profit organizations ➢ Grow department web and social media engagement utilizing strategic marketing techniques for quarterly e-blasts through CivicRec registration software and supported by unique use of social media, digital marketing, and SMS messaging ➢ Build on successful camps by increasing seasonal and specialty camp options such as holiday and special interest camps 1291 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Enhance special event experiences through inclusive and sensory -friendly elements that support neurodivergent individuals and those with special needs ➢ Implement post -program evaluations and customer feedback tools to improve program quality and increase repeat enrollment rates ➢ Organize the July 4th Celebration with a revised layout due to construction at the Tustin High School stadium ➢ Coordinate with the Support Services Division to ensure facilities are safe, clean, and well -maintained, providing a positive overall experience for program participants and facility renters The Veterans Sports Park / Annex / Bark Barracks 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 division 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 the Bark Barracks. 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 Dog Park ➢ Coordinate and implement special events, including the Memorial Day Remembrance Event, Veterans Day Celebration, and Tustin Tiller Day ➢ Provide organized and value -based pickleball leagues, tournaments and drop -in use ➢ Oversee operation of the Bark Barracks at Tustin Legacy Dog Park to include special events ➢ 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 Dog Park 2025-2026 ACCOMPLISHMENTS: ➢ Successfully managed the first year of operation for the Bark Barracks at Tustin Legacy Dog 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 ➢ Hosted a successful Pickleball Tournament, increasing community engagement and city revenue ➢ Developed and enforced a Pickleball Tournament Policy allowing outside entities to host tournaments at city facilities ➢ Increased the number of rentals at The Annex through enhanced marketing and targeted outreach efforts ➢ Managed and executed a well -attended Memorial Day Remembrance event and Veterans Day Celebration and Car Show ➢ Created two new community events for the Bark Barracks (i.e. Bark or Treat and Smooches n' Pooches) ➢ Hosted multiple soccer and softball tournaments, increasing visitors and economic impact on the local area ➢ Established a text based communication system with patrons of the Bark Barracks and Field Allocations 2026-2027 GOALS: ➢ Expand the Bark Barracks Memorial Tag Program to honor pets within the community ➢ Develop and host two community events at Bark Barracks at Tustin Legacy ➢ Implement additional community -driven programming at Veterans Sports Park and The Annex, including dog -friendly events ➢ Continue to grow adult pickleball leagues and tournaments to generate city revenue 1301 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Develop a social media presence highlighting activities at Bark Barracks at Tustin Legacy, Veterans Sports Park, and The Annex ➢ Enhance the visitor experience at Veterans Sports Park through upgraded amenities and expanded event offerings ➢ Increase participation and vendor engagement in events such as Tustin Tiller Days and Veterans Day Celebration and Car Show 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, Community Yard Sale, Bingo Nights, Concerts in the Park 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 2025-2026 ACCOMPLISHMENTS: ➢ Enhanced safety training in partnership with Tustin Police Department for the Bingo Committee to ensure volunteers are fully equipped with knowledge of safety and emergency procedures ➢ Boosted revenue through the growth of 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 ➢ 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 our Meals on Wheels program, now serving an average of 70 participants daily and 120 on special holidays 1311 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ 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 ➢ Instituted monthly birthday "themes" to the birthday celebrations to create a fun environment for the seniors and encourage group engagement ➢ Created a Bingo Night fundraiser in collaboration with the Senior Advisory Board and Bingo Committee, to benefit the Tustin Area Senior Fund ➢ Hosted both a Safety Training and Coffee with a Cop in partnership with Tustin PD, to provide safety resources to the senior community ➢ Increased attendance at the newly combined Resource Fair and Yard Sale to maximize community involvement. ➢ Successfully transitioned times of monthly Food Distributions to help serve more clients in afternoons 2026-2027 GOALS: ➢ Explore opportunities to engage additional minority groups and boost participation ➢ 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 ➢ 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 fundraising opportunities for the Senior Center Fund, including twice yearly Bingo Nights ➢ Expand exercise -based classes to offer more movement opportunities for participants ➢ Celebrate and decorate for cultural holidays, enhancing the sense of community and inclusion ➢ Transition additional senior center classes to online registration 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 (CTRC), 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. ➢ 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 2025-2026 ACCOMPLISHMENTS: ➢ Established a standardized training program for part-time staff, supported by the development of a comprehensive facilities handbook, ensuring consistent knowledge and adherence to operational procedures. This effort continues to be maintained and refined ➢ Designed and implemented an organized system for off -site storage, including a detailed inventory of all department equipment. This system continues to be updated and utilized to support efficient operations ➢ Maintained active representation on all three regional special event committees, Sunset Market, Street Fair and Chili Cook -Off, and Tustin Tiller Days, ensuring ongoing organizational involvement and coordination 1321 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Cultivated a strong partnership with the Tustin 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 at regional events ➢ Designated a Facilities Lead as the secondary point of contact for food bank programs at TASC, enhancing communication and compliance with program guidelines ➢ 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 2026-2027 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 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 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. 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 2025-2026 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 1331 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ➢ Expanded the Tustin Teens in Action (TTA) program in collaboration with the Columbus Tustin Recreation Center ➢ Hosted the third annual Halloween Bash featuring trunks, a live D1, 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 2025 Christmas Tree Lighting and Holiday Stroll in Old Town Tustin for the third year with a revised and expanded layout, including snow play and sledding ➢ 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) ➢ Revamped the volunteer program by streamlining applications, implementing trainings, and enhancing recognition efforts ➢ Increased social media presence on the Tustin Family and Youth Center Instagram through consistent content and engagement strategies, with continued growth and refinement ➢ Expanded engagement of young adults in the community through Tustin Teens in Action and Keep Tustin Clean, with ongoing efforts to grow participation and impact 2026-2027 GOALS: ➢ 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 ➢ 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 ➢ 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. 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 ➢ Ensure the equitable distribution of the City's sports fields to local youth sports organizations by the Department's Field Allocation Policy 2025-2026 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 1341 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 2026-2027 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: PARKS & RECREATION 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES PARKS & RECREATION ALL Funds Salaries & Benefits 3,025,190 3,180,843 3,505,485 3,689,018 4,249,184 Internal Service Charges 505,200 680,900 809,700 470,547 521,563 Operating Expense 2,191,878 2,332,571 2,423,141 2,556,199 2,611,149 Discount Charge/Credit Cards 37,996 22,781 21,160 14,000 14,000 Furniture and Equipment/Computer SW 27,451 54,461 75,723 41,350 49,350 Transfer Out 53,930 138,384 164,257 135,680 135,680 Capital Outlay 892,180 305,562 5,723,957 7,908,370 8,187,000 Total Parks & Rec Expenditures 6,733,825 6,715,501 12,723,423 14,815,164 15,767,926 EXPENSES BY DIVISION General Fund Administration Salaries & Benefits 533,164 569,383 654,201 695,513 741,605 Internal Service Charges 505,200 680,900 809,700 470,547 521,563 Operating Expense 105,528 69,400 93,586 96,470 101,470 Discount Charge/Credit Cards 37,996 22,781 21,160 14,000 14,000 Furniture and Equipment/Computer SW - 222 550 850 850 1351 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget PARKS & RECREATION 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget Total 1,181,887 1,342,686 1,579,196 1,277,380 1,379,488 Recreation Salaries & Benefits 704,330 816,592 797,672 670,009 753,644 Internal Service Charges - - - - - Operating Expense 327,661 367,197 337,797 180,900 173,000 Furniture and Equipment/Computer SW 4,285 723 15,726 7,500 7,500 Total 1,036,275 1,184,512 1,151,195 858,409 934,144 Classes/Cultural Services Salaries & Benefits 286,005 328,576 396,351 381,285 473,241 Internal Service Charges - - - - - Operating Expense 935,251 1,024,231 995,464 1,036,900 1,049,900 Furniture and Equipment/Computer SW 17,687 19,920 22,375 22,000 30,000 Total 1,238,943 1,372,727 1,414,190 1,440,185 1,553,141 Veterans Sports Park/Annex Salaries & Benefits 233,639 224,267 325,611 367,494 422,340 Internal Service Charges - - - - - Operating Expense 121,188 100,380 146,591 148,100 153,600 Furniture and Equipment/Computer SW 1,629 4,400 2,246 2,000 2,000 Total 356,456 329,047 474,448 517,594 577,940 Senior Programs Salaries & Benefits 502,238 471,955 524,637 577,563 640,197 Internal Service Charges - - - - - Operating Expense 99,381 112,202 115,713 126,950 131,300 Total 601,619 584,157 640,349 704,513 771,497 Support Services Salaries & Benefits 312,764 325,347 368,703 402,108 446,760 Internal Service Charges - - - - - Operating Expense 6,450 6,473 7,754 10,750 24,000 Furniture and Equipment/Computer SW 2,155 27,327 23,633 5,000 5,000 Total 321,369 359,147 400,090 417,858 475,760 Youth Center Salaries & Benefits 453,051 444,723 438,310 405,937 537,485 Internal Service Charges - - - - - Operating Expense 38,673 31,116 42,351 61,300 68,200 Furniture and Equipment/Computer SW 1,695 1,868 11,193 2,500 2,500 Total 493,419 477,707 491,855 469,737 608,185 Sports Salaries & Benefits - - - 189,109 233,912 Internal Service Charges - - Operating Expense 230,700 241,550 Furniture and Equipment/Computer SW 1,500 1,500 Total 421,309 476,962 Total General Fund Expenditures 5,229,968 5,649,983 6,151,323 6,106,985 6,777,117 1361 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget PARKS & RECREATION 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES BY DIVISION All Other Funds Park Development Salaries & Benefits Internal Service Charges - - - - - Operating Expense 102,614 65,206 58,036 44,329 44,329 Capital Outlay 892,180 143,726 482,965 2,073,803 3,024,196 Total 1 994,794 208,932 541,001 2,118,132 3,068,525 Park Development - Grants Salaries & Benefits - - - - Internal Service Charges Operating Expense - - - CapitalOutlay 161,836 5,240,992 5,834,567 5,162,804 Total 161,836 5,240,992 5,834,567 5,162,804 Special Events - Street Fair Salaries & Benefits - - - - Internal Service Charges - - - - - Operating Expense 146,204 194,512 198,459 185,000 185,000 Transfer Out - 65,694 66,773 65,000 65,000 146,204 260,206 250,000 250,000 Special Events - Tiller Days Salaries & Benefits - - - Internal Service Charges - - - Operating Expense 244,381 259,321 256,115 281,000 285,000 Transfer Out 53,930 72,689 97,483 65,000 65,000 Total 298,311 332,010 353,599 346,000 350,000 Special Events - Other Salaries & Benefits - - - - Internal Service Charges - - - - Operating Expense 64,548 80,404 117,068 80,000 80,000 Total 64,548 80,404 117,068 80,000 80,000 Special Events - Public Arts Salaries & Benefits - - - - - Internal Service Charges - - - - Operating Expense 22,130 54,208 40,000 40,000 Total 22,130 54,208 40,000 40,000 Special Events - Sunset Market Salaries & Benefits - - - - Internal Service Charges - - Operating Expense 33,800 33,800 Transfer Out 5,680 5,680 Total 39,480 39,480 I Total Other Funds 1,503,857 1,065,518 6,572,100 8,708,179 8,990,809 1371 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 Parks and Recreation Budget Breakdown by Year (All Funds) 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 Projected 2026-27 Budget ■ Salaries & Benefits Internal Service Charges ■ Operating Expense ■ Discount Charge/Credit Cards ■ Furniture and Equipment/Computer SW ■ Transfer Out 1381 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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. The costs associated with the Navy North Hangar Fire were captured under Non -Departmental. 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. The City has received reimbursements for the majority of the costs. The remaining balance will be reimbursed in the coming year. NON -DEPARTMENTAL 2022-23 2023-24 2024-25 2025-26 2026-27 Actual Actual Actual Projected Budget EXPENSES NON -DEPARTMENTAL ALL Funds Salaries & Benefits 6,159,430 6,116,893 6,871,917 7,367,409 8,331,916 North Hangar Fire Response - 71,712,518 32,936,827 1,150,655 - Operating Expense 8,777,782 9,577,826 4,686,848 9,839,313 14,042,447 Total Non -Department Expend. 14,937,212 87,407,237 44,495,592 18,357,377 22,374,363 EXPENSES BY DIVISION General Fund Non -Departmental Salaries & Benefits 6,159,430 6,116,893 6,871,917 7,367,409 8,331,916 North Hangar Fire Response - 71,712,518 32,936,827 1,150,655 - Operating Expense 8,777,782 9,577,826 4,686,848 9,839,313 14,042,447 Total 14,937,212 87,407,237 44,495,592 18,357,377 22,374,363 Total General Fund Expenditures 14,937,212 87,407,237 44,495,592 18,357,377 22,374,363 1391 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Non -Departmental Budget Breakdown by Year (ALL Funds) 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 Ll 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 2026-27 Budget Projected ■ Salaries & Benefits ■ North Hangar Fire Response ■ Operating Expense 1401 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget 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 collected within the former redevelopment areas to satisfy annual debt requirements; and Water Fund Bonds are paid via charges to businesses & residents for the delivery of water services. 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 9,350,000 5,045,000 (470,000) (206,406) 4,575,000 Legacy/John Laing Homes 2015A Special Tax Refunding December 1, 2015 Bonds: CFD 07-1 Tustin 436 13,155,000 10,925,000 (570,000) (532,000) 10,355,000 Legacy/Retail Centers 2025 CFD 06-1 & 2014-1 June 30, 2025 439 55,650,000 55,650,000 (2,075,000) (2,782,500) 53,575,000 Refinanced Successor Agency to the Tustin RDA 2016 Tax Allocation September 1, 2016 Refunding Bonds 570 55,940,000 37,130,000 (2,515,000) (1,370,700) 34,615,000 Water Fund 2016 Water Refunding September 1, 2016 300 21,515,000 18,735,000 (975,000) (615,450) 17,760,000 Revenue Bond February 1, 2020 2020 Water Bonds 300 14,910,000 13,000,000 (465,000) (373,169) 12,535,000 February 7, 2024 2024 Water Bonds 300 4,125,000 3,885,000 (140,000) (187,257) 3,745,000 Total Citywide Long -Term Debt 174-645-000 144.370.000 17.210.0001 f6.067.4821 137.160-GO 1411 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Proposed CIP Fund 132 Fund 187 Fund 189 Proj # Project Name Budget Fund 131 Park Dev WAS Proceeds of Fund 200Other Funds 2026-27 Park Dev Grants BackboneGF-CIP Fee Land Sale Flood Control Projects 50044 Storm Drain Master Plan 200,000 200,000 TBD Storm Drain CCTV Inspection Program 100,000 100,000 Total Flood Control Projects 300,000 - - - - - 300,000 Park Facilities Projects 20054 Annual Major Park Maintenance 350,000 350,000 20089 Heideman School Park 7,426,000 2,583,196 4,842,804 20094 Tustin Legacy Park Improvements 320,000 320,000 Camino Real Park Playground & Picnic 20096 Renovation 91,000 91,000 - Total Park Facilities Projects 8,187,000 3,024,196 5,162,804 - Public Facilities Projects 10032 Annual Major Building Maintenance 1,385,000 1,385,000 - 10086 Police Department Improvements 1,894,071 1,894,071 - 20098 Tustin Family &Youth Center Playground 293,000 293,000 Total Public Facilities Projects 3,572,071 - - - 3,279,071 293,000 Traffic Control Projects Traffic Signal Equipment Upgrades & 40080 Replacement 356,932 356,932 40087 Main Street Improvements 2,827,840 680,000 1,547,840 600,000 Red Hill Avenue Traffic Signal 40093 84,263 84,283 Synchronization Project 40094 First Street Signal Synchronization 331,721 331,721 40095 Tustin Ave Signal Synchronization 39,702 39,702 El Camino Real/Auto Center Drive Signal 40097 Improvements 50,000 50,000 TBD Irvine Boulevard - Signal Synchronization 2,435,116 2,153,855 281,261 TBD Tustin Vision Zero Plan 350,000 280,000 70,000 TBD Newport Extension Modification 50,000 50,000 TBD First Street Multimodal Boulevard 2,000,000 1,900,000 100,000 Emergency Vehicle Preemption TBD Deployment 200,000 200,000 TBD Active Transportation Master Plan 75,000 75,000 Total Traffic Control Projectsit 8,800,594 - - - 680,000 5,881,695 2,238,899 Transportation Maintenance Projects 70254 Old Town Improvements 1,714,366 1,510,366 204,000 Red Hill Ave Rehabilitation - Sycamore 70261 Avenue to Bryan Avenue 600,000 600,000 70263 Jamboree Road Rehabilitation - 1-5 to 12,607,025 7,000,000 5,607,025 Portola Parkways TBD Annual Roadway & Public Infrastructure 3,500,000 3,500,000 Maintenance Program Jamboree Median Recycled Irrigation TBD Upgrade 250,000 250,000 - Jamboree Road Rehabilitation between TBD Barranca Parkway and OCTA/SCRRA 500,000 500,000 Total Transportation Maintenance 19,171,391 - 1,510,36E 7,250,000 10,411,025 Projects Tustin Legacy Projects 1421 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget Proposed CIP Fund 132 Fund 187 Fund 189 Proj # Project Name Budget Park Dev Fund 131 Park Dev MCAS Backbone Proceeds of GF-CIP Fund 200 Fee Other Funds 2026-27 Grants Land Sale 20083 Tustin Legacy Linear Park Between 13,742,225 6,130,473 7,611,752 - Armstrong Avenue and Warner Avenue 70243 Tustin Ranch Road Pedestrian Bridge 360,000 360,000 70256 Neighborhood D South Phase 2 5,000,000 5,000,000 70257 Armstrong Avenue Pedestrian Bridge 6,207,489 2,287,489 3,920,000 70262 Cornerstone II Infrastructure 250,000 250,000 TBD SAMP - Sewer Feasibility 300,000 300,000 - Total Tustin Legacy Projects 25,859,714 - - 9,077,962 16,781,752 - - Water Distribution Projects Golden State Water Company TBD 65,000 65,000 Interconnection Project Total Water Distribution Projects 65,000 - - - - - 65,000 Water Production Projects 60177 WeLL Rehabilitation Program 1,711,478 1,711,478 60179 17th Street Treatment Facility ELectricaL 236,465 236,465 Replacement Total Water Production Projects 1,947,943 - - - - - 1,947,943 TOTAL ALL PROJECTS 67,903,713 3,024,196 5,162,804 9,077,962 18,972,118 16,410,766 15,255,867 1431 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget Project 2026-27 2027-28 2028-29 Project Type # Project Name Project Total To Date Requested Planned Planned Flood Control 50044 Storm Drain Master Plan 500,000 300,000 200,000 Facilities TBD Annual Major Storm Drain Maintenance * 1,500,000 250,000 250,000 TBD Storm Drain CCTV Inspection Program 700,000 100,000 100,000 100,000 Total Flood Control Facilities 2,700,000 300,000 300,000 350,000 350,000 Park Facilities 20054 Annual Major Park Maintenance 20062 Tustin Sports Park Diamonds 1 & 3 Renovation 20089 Heideman School Park Tustin Legacy Park Improvements - Red Hill to 20094 Armstrong 20096 Camino Real Playground and Picnic Renovation TBD Laurel Glen & Magnolia Tree Parks Playground TBD Fitness Courts at Tustin Sports Park* 4,572,842 3,757,842 1,000,000 8,270,591 844,591 750,000 430,000 1,000,000 909,000 750,000 250,000 350,000 465,000 1,000,000 7,426,000 320,000 91,000 750,000 ?Fn nnn TBD Citrus Ranch Park Playground Renovation * 500,000 500,000 TBD Columbus Tustin Park Playground Renovation * 500,000 500,000 TBD Centennial Park Middle Playground Renovation * 300,000 Total Park Facilities 17,893,433 5,941,433 8,187,000 1,715,000 1,750,000 Public Facilities 10032 Annual Major Building Maintenance 8,636,965 7,251,965 1,385,000 10086 Police Departmentlmprovements 2,790,233 896,162 1,894,071 20098 Tustin Family & Youth Center Playground 500,000 207,000 293,000 TBD Tustin Area Senior Center Expansion * 5,500,000 500,000 TBD Tustin Family & Youth Center Expansion * 850,000 Total Public 18,277,198 8,355,127 3,572,071 500,000 - Facilities Traffic Control 40080 Traffic Signal Equipment Upgrades & Replacement 2,624,307 1,007,375 356,932 210,000 210,000 Projects 40087 Main Street Improvements 7,508,337 4,680,497 2,827,840 40093 40094 Red Hill Ave Signal Synchronization First Street Signal Synchronization 493,973 409,690 84,283 355,175 23,454 331,721 40095 Tustin Ave Signal Synchronization 49,420 9,718 39,702 40097 El Camino Real/Auto Center Signal Improvements 200,000 50,000 50,000 TBD Irvine Boulevard Signal Synchronization 2,435,116 2,435,116 TBD Tustin Vision Zero Plan 350,000 350,000 TBD Newport Extension Modification * 50,000 50,000 TBD First Street Multimodal Blvd 2,000,000 2,000,000 TBD Emergency Vehicle Preemption Deployment 400,000 200,000 200,000 TBD Active Transportation Master Plan 75,000 75,000 Total Traffic Control Projects 16,541,328 6,180,734 8,800,594 410,000 210,000 Transportation Maintenance Projects 70254 Old Town Improvements 5,670,227 3,955,861 1,714,366 70261 Red Hill Ave Rehabilitation - Sycamore Avenue to Bryan 9,429,150 129,150 600,000 8,700,000 Avenue 70263 Jamboree Road Rehabilitation -15 to Portola Parkway 12,607,025 12,607,025 Jamboree Road Rehabilitation Barranca Parkway & TBD 600,000 100,000 500,000 OCTA/SCRRA Tustin Ranch Road Rehabilitation Park Avenue and TBD 10,600,000 Walnut Avenue Annual Roadway & Public Infrastructure Maintenance - TBD Zone 1 3,500,000 3,500,000 TBD Jamboree Median Recycled Irrigation Upgrade 250,000 250,000 Total Transportation Maintenance Projects 42,656,402 4,185,011 19,171,391 8,700,000 - 1441 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget Project Type Project Project Name Project Total To Date 2026-27 2027-28 2028-29 # Requested Planned Planned Transportation 70196 Red Hill Widening * 1,100,000 Capacity Projects TBD Valencia Avenue Widening between Newport Avenue 5,500,000 and Red Hill Avenue TBD Jamboree Road Widening between Tustin Ranch Road 2,600,000 and North City Limit Total Transportation Capacity Projects 9,400,000 - - - - Water Distribution 60160 Mardick Road Main Replacement 1,700,000 200,000 Water Main Replacement— Browning Avenue to Beverly 60172 Glen to La Colina 4,160,000 416,000 3,744,000 TBD Water Main Line Replacement 6,000,000 100,000 1,900,000 TBD Golden State Water Co Interconnection Project 715,000 65,000 650,000 Total Water 12,575,000 - 65,000 1,166,000 5,844,000 Distribution Water Production 60177 Well Rehabilitation Program 3,429,607 218,129 1,711,478 750,000 750,000 60179 171 Street Treatment FaciLity ELectrical Replacement 5,300,000 63,535 236,465 3,000,000 Total Water Production 8,729,607 281,664 1,947,943 3,750,000 750,000 Tustin Legacy 20083 Tustin Legacy Linear Park Between Armstrong Ave and Projects Tustin 70243 Tustin Ranch Road Pedestrian Bridge 70256 70257 70258 70260 70262 TBD Neighborhood D South Infrastructure Phase 2 Armstrong Pedestrian Bridge Neighborhood G Infrastructure Warner Pedestrian Bridge Cornerstone II Infrastructure Tustin Legacy Park —Tustin Ranch Road to Edinger Avenue 14, 828,320 1,086, 095 13, 742, 225 16, 589,211 1,779,211 360,000 14,450,000 7,820,693 2,820,693 5,000,000 8,822,244 2,614,755 6,207,489 73,660,090 342,346 18,529,211 1,529,211 12,550,000 300,000 250,000 58,190,000 7,590,000 2,000,000 12,000,000 TBD Neighborhood G Phase 2 97,500,000 TBD Army Reserve Infrastructure 28,750,000 TBD SAMP— SewerFeasibility 300,000 300,000 Total Tustin Legacy Projects 337,539,769 10,472,311 25,859,714 22,040,000 14,000,000 Total Project Types 466,312,737 35,716,280 67,903,713 38,631,000 22,904,000 * A funding source has not been identified for all or a portion of the project at this time. 1451 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget Project 2029-30 2030-31 2031-32 2032-33 Project Type Project Name Project Total Total # Planned Planned Planned Planned Flood Control 50044 Storm Drain Master Plan 500,000 500,000 Facilities TBD Annual Major Storm Drain Maintenance * 1,500,000 250,000 250,000 250,000 250,000 1,500,000 TBD Storm Drain CCTV Inspection Program 700,000 100,000 100,000 100,000 100,000 700,000 Total Flood Control Facilities 2,700,000 350,000 350,000 350,000 350,000 2,700,000 Park Facilities 20054 Annual Major Park Maintenance 4,572,842 4,572,842 Tustin Sports Park Diamonds 1 & 3 20062 Renovation 1,000,000 1,000,000 20089 Heideman School Park 8,270,591 8,270,591 Tustin Legacy Park Improvements - Red Hill 20094 750,000 750,000 to Armstrong Camino Real Playground and Picnic 20096 1,000,000 1,000,000 Renovation Laurel Glen & Magnolia Tree Parks TBD Playground 750,000 750,000 TBD Fitness Courts at Tustin Sports Park * 250,000 250,000 TBD Citrus Ranch Park Playground Renovation * 500,000 500,000 Columbus Tustin Park Playground TBD 500,000 500,000 Renovation * Centennial Park Middle Playground TBD 300,000 300,000 300,000 Renovation Total Park 17,893,433 300,000 - - - 17,893,433 Facilities Public Facilities 10032 Annual Major Building Maintenance 8,636,965 8,636,965 10086 Police Department Improvements 2,790,233 2,790,233 20098 Tustin Family & Youth Center Playground 500,000 500,000 TBD Tustin Area Senior Center Expansion * 5,500,000 5,000,000 5,500,000 TBD Tustin Family & Youth Center Expansion * 850,000 850,000 850,000 Total Public 18,277,198 5,000,000 850,000 - - 18,277,198 Facilities Traffic Control Traffic Signal Equipment Upgrades & Projects 40080 Replacement 2,624,307 210,000 210,000 210,000 210,000 2,624,307 40087 Main Street Improvements 7,506,337 7,508,337 40093 Red Hill Ave Signal Synchronization 493,973 493,973 40094 First Street Signal Synchronization 355,175 355,175 40095 Tustin Ave Signal Synchronization 49,420 49,420 El Camino Real/Auto Center Signal 40097 Improvements 100,000 100,000 200,000 TBD Irvine Boulevard Signal Synchronization 2,435,116 2,435,116 TBD Tustin Vision Zero Plan 350,000 350,000 TBD Newport Extension Modification * 50,000 50,000 TBD First Street Multimodal Blvd 2,000,000 2,000,000 TBD Emergency Vehicle Preemption Deployment 400,000 400,000 TBD Active Transportation Master Plan 75,000 75,000 Total Traffic Control Projects 16,441,328 210,000 210,000 210,000 310,000 16,541,328 Transportation 70254 Old Town Improvements 5,670,227 5,670,227 Maintenance Red Hill Ave Rehabilitation - Sycamore 70261 9,429,150 9,429,150 Projects Avenue to Bryan Avenue Jamboree Road Rehabilitation - 15 to Portola 70263 12,607,025 12,607,025 Parkway _ Jamboree Road Rehabilitation Barranca TBD 600,000 600,000 Parkway & OCTA/SCRRA TBD Tustin Ranch Road Rehabilitation Park 10,600,000 10,600,000 10,600,000 Avenue and Walnut Avenue * 1461 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget Project 2029-30 2030-31 2031-32 2032-33 Project Type Project Name Project Total Total # Planned Planned Planned Planned Annual Roadway & Public Infrastructure TBD Maintenance - Zone 1 3,500,000 3,500,000 Jamboree Median Recycled Irrigation TBD Upgrade 250,000 250,000 Total Transportation Maintenance Projects 42,656,402 - 10,600,000 - - 42,656,402 Transportation 70196 Red Hill Widening * 1,100,000 11100,000 1,100,000 Capacity Valencia Avenue Widening between Projects TBD Newport Avenue and Red HiLL Avenue 5,500,000 500,000 5,000,000 5,500,000 Jamboree Road Widening between Tustin TBD Ranch Road and North City Limit * 2,800,000 2,800,000 2,800,000 Total Transportation Capacity Projects 9,400,000 - 500,001 - 9,400,000 Water 60160 Mardick Road Main Replacement 1,700,000 1,500,000 1,700,000 Distribution 60172 Water Main Replacement - Browning q,160,000 Avenue to Beverly Glen to La Celina TBD Water Main Line Replacement 6,000,000 TBD Golden State Water Co Interconnection 715,000 4,160,000 2,100,000 900,000 1,000,000 6,000,000 715,000 Total Water 12,575,000 3,600,000 900,000 1,000,000 - 12,575,000 Distribution Water Production 60177 Well Rehabilitation Program 60179 17th Street Treatment Facility Electrical 3,429,607 5,300,000 2,000,000 3,429,607 5,300,000 Total Water 8,729,607 2,000,000 - - - 8,729,607 Production l� Tustin Legacy Tustin Legacy Linear Park Between Projects 20083 Armstrong Ave and Tustin 14,828,320 14,828,320 70243 Tustin Ranch Road Pedestrian Bridge 16,589,211 16,589,211 Neighborhood D South Infrastructure Phase 70256 7,820,693 7,820,6913 70257 Armstrong Pedestrian Bridge 8,822,244 8,822,244 70258 Neighborhood G Infrastructure 73,660,090 41,317,744 32,000,000 73,660,090 70260 Warner Pedestrian Bridge 18,529,211 15,000,000 18,529,211 70262 Cornerstone II Infrastructure 12,550,000 12,550,000 Tustin Legacy Park - Tustin Ranch Road to TBD Edinger Avenue 58,190,000 50,600,000 58,190,000 TBD Neighborhood G Phase 2 97,500,000 7,500,000 50,000,000 40,000,000 97,500,000 TBD Army Reserve Infrastructure 28,750,000 28,750,000 28,750,000 TBD SAMP - Sewer Feasibility 300,000 300,000 Total Tustin Legacy Projects 337,539,769 114,417,744 82,000,000 68,750,000 - 337,539,769 Total Project 466,312,737 125,877,744 95,410,000 79,210,000 660,000 466,312,737 Types * A funding source has not been identified for all or a portion of the project at this time. 1471 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget STORM DRAIN MASTER PLAN PROJECT CATEGORY Flood Control Facilities PRDJECT NUMBER 5004-4 PROJECT NAME Storm Drain Master Plan TOTAL PROJECT COST 500,000 PROJECT MANAGER Alex Waite FUNDING SOURCE 130 Gas Tax LOCATION Citywide Description This project will develop the City's first comprehensive Storm Drain Master Plan to establish a baseline assessment of the existing drainage system. The plan will evaluate system capacity, identify deficiencies and flood -prone areas, and prioritilze capital improvements to guide long-term stormwater infrastructure investment. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 513D12D26 Requested Planned Planned Planned Planned Planned Cost 130 Gas Tax 300,000 200,000 500,000 Total 300,000 200,000 500,000 Expenditure Design 300,000 200,000 500,000 Total 300,000 200,000 500,000 s00,000 2s0,000 200,000 150,000 100,000 s0,000 EXPENSESTO 6/30/2026 COST BY YEAR FY2 6-27 R EQUESTED ■ Design 1481 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Storm Drain CCTV Inspection Program PROJECT CATEGORY Flood Control Facilities PROJECT NUMBER TBD PROJECT NAME Storm Drain CCTV Inspection Program TOTAL PROJECT COST 700,000 PROJECT MANAGER Alex Waite FUNDING SOURCE 130 Gas Tax LOCATION Citywide Description This program provides ongoing closed-circuit television (CCTV) inspection of the City's storm drain system to assess the structural condition of pipelines, identify blockages, and detect damage such as cracks, root intrusion, or joint failures. Much of Tustin's storm drain infrastructure is over 60 years old, and proactive inspection allows the City to prioritize maintenance and rehabilitation, reduce the risk of flooding or roadway failure, and support compliance with stormwater regulatory requirements. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6/30/2026 Requested Planned Planned Planned Planned Planned Cost 130 Gas Tax 100,000 100,000 100,000 100,000 100,000 200,000 700,000 Total 100,000 100,000 100,000 100,000 100,000 200,000 700,000 Expenditure Design 100,000 100,000 100,000 100,000 100,000 200,000 700,000 Total 100,000 100,000 100,000 100,000 100,000 200,000 700,000 COST BY YEAR 200,000 180,000 160,000 140,000 120,000 100,000 " ■ Design 80,000 60,000 �i 100,000 40,000 20,000 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 REQUESTED PLANNED PLANNED PLANNED PLANNED PLANNED 1491 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget ANNUAL MAJOR PARK MAINTENANCE PROJECT CATEGORY Park Facilities PROJECT NUMBER 20054 PROJECT NAME Annual Major Park Maintenance TOTAL PROJECT COST 4,572,842 PROJECT MANAGER Jason Churchill FUNDING SOURCE 131 Park LOCATION Various Development Fund Description 26127 Heritage Park Roof at Restroom $75,000 26/27 Cedar Grove Roof at Restroom/Picnic Shelter Repair and Paint $175,000 26/27 Laurel Glen Roof at Restroom $75,000 26127 Ball Field Repairs at Various Parks $25,000 Expenses to FY26-27 FY27-28 FY28-29 FY29-3D FY30-31 FY31-33 Total Project Funding Source 6136/2D26 Requested Planned Planned Planned Planned Planned Cost 131 Park Development 3,757,842 350,000 465,000 4,572,842 Total 3,757,842 350,000 465,000 4,572,842 Expenditure Construction 3,757,842 350,000 4657000 47572,942 Total 37757,842 350,000 4657000 47572,a42 4,000,000 3,500,004 3,000,004 21500,000 2,000,004 1,500,004 11000,000 500,000 EXPENSESTO 6/30/2026 COST BY YEAR FY26-27 FY27-23 REQUESTED PLANNED ■ Construction 1501 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget PROJECT CATEGORY Park Facilities PROJECT NAME Heideman School Park PROJECT MANAGER Chad Clanton LOCATION Heideman School Description HEIDEMAN SCHOOL PART{ PROJECT NUMBER 20089 TOTAL P ROJ E CT COST 9,270,591 FUNDING SOURCE 131 Park Development 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 stafflrestroom facility. Expensesto FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6130/2026 Requested Planned Planned Planned Planned Planned Cost 131 Park Dev. - 2,583,196 2,583,196 132 Park Dev. Grant 844,591 4,8423804 5,687,395 Total 844,591 7,426,000 8,270,591 Expenditure Design 844,591 844,591 Construction 7,426,000 7,426,000 Total 844,591 7,426,000 8,270,591 a,00o,000 TOWN 6,0IX},000 5,00Q000 4,000,000 3,0IX},000 2,000,004 1,0IX},004 COST BY YEAR Ad� ExPENSESTO 6/30/2026 FY2 6-27 REQUESTED ■ Construction ■ Desbn 1511 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget PROJECT CATEGORY Park Facilities PROJECT NAME Tustin Legacy Park Improvements PROJECT MANAGER Jason Churchill LOCATION Tustin Legacy Park Description TUSTIN LEGACY PARK IMPROVEMENTS PROJECT NUMBER 20094 TOTAL PROJECT COST 750,000 FUNDING SOURCE 132 Park Development Grant Improvements to Tustin Legacy Park. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6/30/2026 Requested Planned Planned Planned Planned Planned Cost 132 Park Dev. Grant 430,000 320,000 750,000 Total 430,000 320,000 750,000 Expenditure Design 30,000 - 30,000 Construction 400,000 320,000 720,000 Total 430,000 320,000 750,000 500,000 400,000 300,000 200,000 100,000 COST BY YEAR EXPENSES TO 6/30/2026 FY26-27 REQUESTED ■ Construction ■ Design 1521 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget CAMINO REAL PARK PLAYGROUND RENOVATION PROJECT CATEGORY Park Facilities PROJECT NUMBER 20096 PROJECT NAME Camino Real Park Playground Renovation TOTAL PROJECT COST 1,000,000 PROJECT MANAGER Marilyn Duescher FUNDING SOURCE 131 Park LOCATION Camino Real Park Development Description Remove and replace playground equipment at Camino Real Park. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 131 Park Development 909,000 91,000 1,000,000 Total 909,000 91,000 1,000,000 Expenditure Construction 909,000 91,000 1,000,000 Total 909,000 917000 1,000,000 11000,000 K0,000 6ag00o 400,000 200,000 EXPENSES TO 6/30/2026 COST BY YEAR d� FY26-27 REQUESTED ■ Construction 1531 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget ANNUAL MAJOR BUILDING MAINTENANCE PROJECT CATEGORY Public Facilities PROJECT NUMBER 10032 PROJECT NAME Annual Major Building Maintenance TOTAL PROJECT COST 8,636,965 PROJECT MANAGER Jason Churchill FUNDING SOURCE 200 GF CIP LOCATION Various Description 26127 Senior Center Wood Floor Replacement in Auditorium S200,000 26127 CT Gym Operable Wall Replacement $550,000 26127 Tustin Family Youth Center Flooring and Tile Replacement $225,000 26127 PD Furniture Replacement for Rooms 114 8 116 at the Legacy Annex $65,000 26127 PD Dispatch Kitchen Replacement with new cabinets, sink and appliances $80,000 26127 Community Development Office Expansion $120,000 Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 200 General Fund CIP 6,840,190 1,395,000 9,225,190 301 Water Fund CIP 165,708 165,708 134AssetSeizure 246,067 246,067 Total 7,251,965 1,385,000 8,636,965 Expenditure Construction 7,251,965 1,385,000 8,636,965 Total 7,251,965 1,385,000 8,636,965 COST BY YEAR s,000,000 7,00o,00o 6,000,000 5104Q044 ■ Constru.-t cn 4,000,000 3,000,000 2,000,000 EXPENSESTO 5/30/2026 FY26-27 REQUESTED Annual Major Building Maintenance 1541 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget <JS N POLICE DEPARTMENT IMPROVEMENTS PROJECT CATEGORY Public Facilities PROJECT NUMBER 10086 PROJECT NAME Police Department Improvements TOTAL PROJECT COST 2,790,233 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 studyfneeds 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 studyfneeds assessment. Funding Source Expenses to 6f3012626 FY26-27 FY27-28 FY28-29 Requested Planned Planned FY29-30 FY30-31 FY31-33 Total Project Planned Planned Planned Cost 200 General Fund CIP 896,162 1,894,071 2,790,233 Total Expenditure 896,162 1,894,071 2,790,233 Design Construction 146,953 749,209 1,894,071 146,953 2,643,280 Total 896,162 1,894,071 2,790,233 COST BY YEAR 2,000,000 1,500,000 ■ Construction 110001000 0 Design 500,000 EXPENSESTO 6f 30/2026 FY26-27 REQUESTED 1551 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget TUSTIN FAMILY $ YOUTH CENTER PLAYGROUND RENOVATION PROJECT CATEGORY Public Facilities PROJECT NUMBER 20098 PROJECT NAME Tustin Family 8L Youth Center Playground Renovation TOTAL PROJECT COST 500,000 PROJECT MANAGER Chad Clanton FUNDING SOURCE 120 CDBG LOCATION Tustin Family I} Youth Center Description Renovation of the playground area at Tustin Family ff Youth Center to include basketball and soccer play areas. Expensesto FY26-27 FY27-28 FY23-29 FY29-30 FY3D-31 FY31-33 Total Project Funding Source 6/3012026 Requested Planned Planned Planned Planned Planned Cost 120 CDBG 207,000 293,000 500,000 Total, Expenditure 207,000 293,000 500,000 Construction 207,000 293,000 500,000 Total 207,000 2933000 500,000 300,00o Ls0,000 200,000 1so,000 ioo,000 50,000 EXPENSESTO 6/30/2026 COST BY YEAR FY26-27 REQUESTED ■ Construction 1561 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget TRAFFIC SIGNAL EQUIPMENT REPLACEMENT PROJECT CATEGORY Traffic CDntroL PROJECT NUMBER 40080 PROJECT NAME Traffic Signal Equipment Replacement TOTAL PROJECT COST 2,624,307 PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure LOCATION Citywide M2 Fairshare Other Description Upgrades or replacement of aging traffic signal.equipment atvarious locations throughout the city, including BBS, traffic Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 909,612 356,932 210,000 210,000 210,000 210,000 420,000 2,526,544 Other 97,763 97,763 Total 1,007,375 356,932 210,000 210,000 210,000 210,000 420,000 2,624,307 Expenditure Construction 1,007,375 356,932 210,000 210,000 210,000 210,000 420,000 2,624,307 Total 1,007,375 356,932 210,000 210,000 210,000 210,000 420,000 2,624,307 COST BY YEAR i, zoo,0o0 i,000,000 aoo,0o0 aoo,000 ■ Construction 400,000 zoo,000 ' EXPENSES FY26-27 FY27-23 FY28-29 FY29-30 FY30-31 FY31-33 TO REQUESTED PLANNED PLANNED PLANNED PLANNED PLANNED 6/30/2026 1571 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget <JS N MAIM STREET IMPROVEMENTS PROJECT CATEGORY Traffic Control PROJECT NUMBER 400a7 PROJECT NAME Main Street Improvements TOTAL PROJECT COST 7,50B,337 PROJECT MANAGER TBD FUNDING SOURCE 100 GF LOCATION Main Street and El Camino Real 133 AB27661139 M2 Fairshare1140 SB1 189 MCAS Land Sale Description 200 General Fund/Grant C IP 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. Funding Source Expensesto 613D12026 FY26-27 FY27-28 FY28-29 FY29-30 Requested Planned Planned Planned FY30-31 FY31-33 Tcta[Project Planned Planned Cost 100 General. Fund 696 696 133 AB2766 390,600 128,400 519,000 139 M2 Fairshare 240,041 240,041 140 SB1 707,400 471,600 1,179,000 189 MCAS Land Sale 1,020,000 680,000 1,700,000 200 General Fund CIP 419,760 279,840 699,600 200 Grant CIP 1,902,000 1,268,000 3,170,000 Total 4,680,497 2,827,840 7,50B,337 Expenditure Design 436,374 436,374 Construction 4,244,123 2,827,840 7,071,963 Total 4,680,497 2,827,840 7,508,337 COST BY YEAR s,00o,000 4,OOo,00o s ■ Construction 3,000,000 ■ design Z,004,004 1,004,004 EXPENSESTO 6f30/202G FY26-27 REQUESTED 1581 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget RED HILL AVENUE SIGNAL SYNCHRONIZATION PROJECT CATEGORY Traffic Control PROJECT NUMBER 40093 PROJECT NAME Red Hill Avenue Signal Synchronization TOTAL PROJECT COST 493,973 PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure LOCATION Red Hill Avenue M2 Fairshare 200 General Fund Description Project submitted to Orange County Transportation Authority (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 FY26-27 FY27-28 FY28-29 FY29-3D FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 58,430 84,283 142,713 200 General Fund CIP 351,260 351,260 Total 409,690 84,283 4937973 Expenditure Design 83,430 83,430 Construction 326,260 84,283 410,543 Total 4097690 84,283 493,973 COST BY YEAR s0o,000 , a0o,000 ■ Design 300,000 ■ Construction 200,000 100,000 EXPENSESTO 6f30f2026 FY26-27 REQUESTED 1591 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US N PROJECT CATEGORY Traffic Control PROJECT NAME First Street Signal Synchronization PROJECT MANAGER Kyra Tao LOCATION First Street Description FIRST STREET SIGNAL SYNCHRONIZATION PROJECT NUMBER 40094 TOTAL PROJECT COST 355,175 FUNDING SOURCE 139 Measure M2 Fairshare This project was developed in collaboration with the cities of Huntington Beach, Westminster, and Santa Ana and the County of Orange with Orange County Transportation Authority (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 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6130/2026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 23,454 331,721 355,175 Total 23,454 331,721 355,175 Expenditure Design 53,454 53,454 Construction (30,000) 331,721 301,721 Total 23,454 331,721 355,175 COST BY YEAR 350,000 300,000 250,000 ■ Design 200,000 ■ Construction 150,000 100,000 50,000 EXPENSESTO 6/30/2026 FY26-27 (501000) REQUESTED 1601 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget PROJECT CATEGORY Traffic Control PROJECT NAIVE Tustin Avenue Signal Synchronization PROJECT MANAGER Kyra Tao LOCATION Tustin Avenue TUSTIN AVENUE SIGNAL SYNCHRONIZATION PROJECT NUMBER 40095 TOTAL PROJECT COST 49,420 FUNDING SOURCE 139 Measure 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 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6/3012026 Requested Planned Planned Planned Planned Planned Cast 139 M2 Fairshare 9,719 39,702 49,420 Total 9,71 S 397702 497420 Expenditure Design 6,814 (298) 6,516 Construction 2,904 407000 42,904 Total 9,718 397702 49,420 COST BY YEAR 40,OW s0,00o ■ 20,000 ■ Construction 10,000 EXPENSES TO 6/30/2026 FV26-27 (10000) REQUESTED 1611 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget EL CAMINO REALIAUTO CENTER SIGNAL IMPROVEMENTS PROJECT CATEGORY Traffic Control PROJECT NUMBER 40097 PROJECT NAME El Camino Real/Auto Center Signal Improvements TOTAL PROJECT COST 200,000 PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure LOCATION El Camino Real/Auto Center M2 Fairshare Description Modify traffic signals on EL Camino Real at Auto Center Dr. The City will collaborate with the adjacent Costco development for 50150 split since this development modifies the ingress 1 egress of this intersection. Expensesto FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 50,000 50,000 100,000 200,000 Total 50,000 50,000 100,000 200,000 Expenditure Design 50,000 50,000 Construction - 50,000 100,000 150,000 Total 50,000 50,000 100,000 200,000 COST BY YEAR 50,000 a0,00o ■ Design 30,000 ■ construction 20,000 io,00o E{PENSESTO 6/30/2026 FY26-27 REQUESTED 1621 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US N IRVINE BOULEVARD SIGNAL SYNCHRONIZATION PROJECT CATEGORY Traffic Control PROJECT NUMBER TBD PROJECT NAME Irvine Boulevard Signal Synchronization TOTAL PROJECT COST 2,435,116 PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure LOCATION Irvine Boulevard MZ Fairshare 200 GF CIP Grant 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. Expenses to FY26-27 FY27-28 FY28-29 FY29-3D FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cast 139 M2 Fairshare 2S1,261 2S1,261 200 GF CIP Grant 2,153,855 2,153,855 Total - 2,435,116 2,435,116 Expenditure Design 281,261 2S1,261 Construction 2,153,855 2,153,855 Total - 2,435,116 2,435,116 COST BY YEAR z,500,000 ■ CDnstruction 1504 004 0 Din 500,000 FY 2 6-27 REQUESTED 1631 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget TUSTIN VISION ZERO PLAN PROJECT CATEGORY Traffic Control PROJECT NUMBER TBD PROJECT NAME Tustin Vision Zero Plan TOTAL PROJECT COST 350,000 PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure LOCATION Citywide M2 Fairshare 200 GF CIP Grant Description Public Works received a $280,000 federal grant from the U.S. Department of Transportation's Safe Streets and Roads for All (SS4A) Program to create a citywide Vision Zero Action Plan. This comprehensive safety plan will identify and prioritize safety improvements, including complete streets, signal upgrades, ADA-accessible infrastructure, and bicycle and pedestrian enhancements, to eliminate roadway fatalities. The total cost for the project is $350,000. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 70,000 70,000 200 GF CIP Grant 2&0,000 280,000 Total - 350,000 350,000 Expenditure Design 350,000 350,000 Total, - 350,000 350,000 COST BY YEAR 400,000 300,000 ■ Desigen 200,000 100,000 FY 2 5-27 REQUESTED 1641 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget NEWPORT EXTENSION MODIFICATION PROJECT CATEGORY Traffic Control PROJECT NUMBER TBD PROJECT NAME Newport Extension Modification TOTAL PROJECT COST 50,000 PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure LOCATION Newport Extension Edinger M2 Fairshare Description Traffic Engineering Analysis and Documentation for up to 15 study intersections for with and without Newport Avenue Connection. A project report will be prepared to document analysis findings and recommendations. The total cost for the project is $50,000. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6}3012026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 50,000 50,000 Total 50,000 50,000 Expenditure Design 50,000 507000 Total 50,000 50,000 COST BY YEAR 50,000 40,000 ■ Des 30,000 20,000 10,000 FY26-27 REQUESTED 1651 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget FIRST STREET MULTIMODAL BOULEVARD PROJECT CATEGORY Traffic Control PROJECT NUMBER TBD PROJECT NAME First Street Multimodal Boulevard TOTAL PROJECT COST 2,000,000 PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure LOCATION First Street between Tustin Avenue & Newport M2 Fairshare 200 GF CIP Grant Description The First Street Multimodal Boulevard Study will transform the 1.2-mile First Street corridor from the wester city limit to Newport Avenue into a vibrant corridor that prioritizes safety, connectivity, and accessibility for all modes of travel regardless of age or ability. The first phase involves a comprehensive evaluation of existing conditions, the second phase will develop up to three design alternatives, and the last phase includes design of the locally preferred alternative. The locally alternative will be a direct reflection of feedback and input we receive from the community, stakeholders, and City Council. $1.9 M of the project cost is funded by OCTA, estimated local match is $100,000. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 100,000 100,000 200 GF CIP Grant 1,900,000 1,900,000 Total - 2,000,000 2,0003000 Expenditure Design 2,000,000 2,000,000 Total - 2,000,000 2,000,000 COST BY YEAR z,00o,000 1500 004 ■ Design 1,000,004 500,000 FY26-27 REQUESTED 1661 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget EMERGENCY VEHICLE PREEMPTION DEPLOYMENT PROJECT CATEGORY Traffic Control PROJECT NUMBER TBD PROJECT NAME Emergency Vehicle Preemption Deployment TOTAL PROJECT COST 200,000 PROJECT MANAGER Kyra Tao FUNDING SOURCE 139 Measure LOCATION Citywide M2 Fairshare Description Purchase and install emergency vehicle pre-emption system at 20 high priority signalized intersection. The purchase of Opticom equipment will allow equipped public safety vehicles to secure right-of-way through advance trigger of the signal green light thus reducing emergency response times and further improving public safety services to the community. The total cost for the project is $200,000. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6/30/2026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 200,000 200,000 Total - 200,000 200,000 Expenditure Design 200,000 200,000 Total - 200,000 200,000 200,000 150,000 100,000 50,000 COST BY YEAR FY26-27 REQUESTED ■ Design 1671 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6/30/2026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fairshare 75,000 75,000 Total - 75,000 75,000 Expenditure Design 75,000 75,000 Total 80,000 60,000 40,000 20,000 75,000 COST BY YEAR FY26-27 REQUESTED 75,000 ■ Design 1681 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget ANtfIM ZIrival :I.Z01'1*V114ihP PROJECT CATEGORY Transportation Maintenance PROJECT NUMBER 70254 PROJECT NAME Old Town Improvements TOTAL PROJECT COST 5,670,227 PROJECT MANAGER TBD 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. Expensesto FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 120 CDBG 780,216 780,216 139 M2 Fair Share 507,366 204,000 711,366 200 General Fund CIP 201,366 201,366 189 WAS Land Sale 2,466,913 1,510,366 3,977,279 Total 3,955,86.1 1,714,366 5,670,227 Expenditure Design 805,463 805,463 Construction 3,1507398 1,714,366 47864,764 Total 3,955,861 1,714,366 5,670,227 COST BY YEAR 4,000,000 3,500,004 3,000,004 2 500 004 , ■Construction 21000,000 •Design 115WI010 1,000,000 500 000 EXPENSES TO 6/30j2026 FY26-27 REQUESTER 1691 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget RED HILL AVENUE REHABILITATION PROJECT CATEGORY Transportation Maintenance PROJECT NUMBER 70261 PROJECT NAME Red Hill Avenue Rehabilitation TOTAL PROJECT COST 9,429,150 PROJECT MANAGER TBD FUNDING SOURCE 140 SB1 LOCATION Sycamore Avenue to Bryan Avenue 200 GF CIP Grant Description Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb l} gutter, ramp reconstruction, cold plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 140 561 129,150 600,000 1,700,000 2,429,150 200 GF CIP Grant 7,000,000 7,000,000 Total 129,150 600,000 8,700,000 9,429,150 Expenditure Design 129,150 600,000 729,150 Construction 83700, 000 8,700,000 Total 129,150 600,000 8,700,000 9,429,150 COST BY YEAR �,000,000 s,000,000 7,000,000 6,000,000 ■ +r6fLSCf UCCIOn yrQQQ QQQ 4 444 044 ■ Des bn 3,044,004 2,000,000 1,044,004 EXPENSESTO 6f30f2026 FY26-27 FY27-23 REQUESTED PLANNED 1701 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget JAMBOREE ROAD REHABILITATION PROJECT CATEGORY Transportation Maintenance PROJECT NUMBER 70263 PROJECT NAME Jamboree Road Rehabilitation TOTAL PROJECT COST 12,607,025 PROJECT MANAGER Tanya Bagao FUNDING SOURCE 140 SB1 LOCATION 15 to Portola Parkway 139 M2 Fair Share 200 GF CIP Grant 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 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6/30/2026 Requested Planned Planned Planned Planned Planned Cost 139 M2 Fair Share 3,352,747 3,352,747 140 SB1 2,254,278 2,254,278 200 GF CIP Grant 7,000,000 7,000,000 Total 12,607,025 12,607,025 Expenditure Design 1,050,000 1,050,000 Construction 11,557,025 11,557,025 Total 12,607,025 12,607,025 15,000,000 10,000,000 5,000,000 COST BY YEAR FY26-27 REQUESTED ■ Construction ■ Design 1711 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US N ANNUAL PAVEMENT MAINT. AND SIDEWALK REPAIR PROJECT PROJECT CATEGORY Transportation Maintenance PROJECT NUMBER TBD PROJECT NAME Annual Pavement Maint. And Sidewalk Repair Project TOTAL PROJECT COST 3,500,000 PROJECT MANAGER TBD FUNDING SOURCE 140 SB 1 LOCATION Pavement - Zone 11Sidewalk 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 alLMaster Plan of Arterial Highways (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. Expensesto FY26-27 FY27-28 FY28-29 FY29-30 FY3D-31 FY31-33 Total Project Funding Source 6/30/2026 Requested Planned Planned Planned Planned Planned Cost 140 SB 1 3,500,000 3,500,000 Total 3,500,000 335003000 Expenditure Construction 3,500,000 3,5003000 Total 335003000 3,5003000 COST BY YEAR 4000000 3000000 ■ Construction 2000000 1000000 0 FY26-27 REQUESTER 1721 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget JAMBOREE MEDIAN RECYCLED IRRIGATION UPGRADE PROJECT CATEGORY Transportation Maintenance PROJECT NUMBER TBb PROJECT NAME Jamboree Median Recycled Irrigation Upgrade TOTAL PROJECT COST 250,000 PROJECT MANAGER Forrest Locke FUNDING SOURCE 200 GF CIP LOCATION Jamboree Median between Pioneer Road D Patriot Way Description Modification of existing irrigation system of turf median on Jamboree Road between Pioneer Road and Patriot Way. Lower portion of median is reclaimed water and upper portion is potable water. This project will tie the lower reclaimed system to the upper system and eliminate the potable water supply, lowering our overall usage of potable water for irrigation. Expensesto FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 200 GF CIP 250,000 250,000 Total - 250,000 250,000 Expenditure Construction 250,000 250,000 Total - 250,000 250,000 COST BY YEAR 250,000 200,000 ■ Construction ]50,000 100,000 50,000 FY 2 6-27 REQUESTED 1731 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget JAMBOREE ROAD REHABILITATION BARRANCA PARKWAY TO OCTA/SCRRA PROJECT CATEGORY Transportation Maintenance PROJECT NUMBER TBD PROJECT NAME Jamboree Road Rehabilitation Barranca Parkway To OCTA/SCRRA TOTAL PROJECT COST 600,000 PROJECT MANAGER TBD FUNDING SOURCE 140 SB1 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 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6/30/2026 Requested Planned Planned Planned Planned Planned Cost 140 SB1 100,000 500,000 600,000 Total 100,000 500,000 600,000 Expenditure Design 100,000 100,000 Construction 500,000 500,000 Total 100,000 500,000 600,000 500,000 400,000 300,000 200,000 100,000 EXPENSES TO 6/30/2026 COST BY YEAR FY26-27 REQUESTED ■ Construction ■ Design 1741 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget TUSTIN LEGACY LINEAR PARK PROJECT CATEGORY Tustin Legacy Facilities PROJECT NUMBER 20083 PROJECT NAME Tustin Legacy Linear Park TOTAL PROJECT COST 14,828,320 PROJECT MANAGER Mark Khudadatov FUNDING SOURCE 187 MCAS LOCATION Armstrong Avenue to Warner Avenue Backbonel189 MCAS Land Sale Proceeds 443 CFD 14-1 Description Design and construction of Tustin Legacy Linear Park from Armstrong Avenue to Varner 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. Expensesto FY26-27 FY27-28 FY28-29 FY29-30 FY3D-31 FY31-33 Total Project Funding Source 613Dl2026 Requested Planned Planned Planned Planned Planned Cost 187 MCAS Backbone 925,313 6,130,473 7,055,786 199 MCAS Land Sale 7,611,752 7,611,752 443 CFD 14-1 160,783 160,783 Total, 1,086,096 1377427225 14,8287321 Expenditure Design 826,095 120,000 9467095 Construction 260,000 1376227225 13,8827225 Total 1,086,095 13,742,225 14,828,320 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 21000,000 i. EXPENSESTO 6/30/2026 COST BY YEAR FY 2 6 - 2 7 REQUESTED ■ Construction ■ Design 1751 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget LIS N TUSTIN RANCH ROAD PEDESTRIAN BRIDGE PROJECT CATEGORY Tustin Legacy Facilities PROJECT NUMBER 70243 PROJECT NAME Tustin Ranch Road Pedestrian Bridge TOTAL PROJECT COST 16,589,211 PROJECT MANAGER TBD FUNDING SOURCE 187 MCAS LOCATION Tustin Ranch Road Backbone Fees 200 GF CIP Grant Description Design and construction of pedestrian bridge over Tustin Ranch Road. This project is part of the Tustin Legacy Backbone Infrastructure Program. Expenses to FY26-27 FY27-28 FY23-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 5130l2025 Requested Planned Planned Planned Planned Planned Cost 187 MCAS Backbone 1,7797211 360,000 77450,000 9,589,211 200 GF CIP Grant 7,000,000 7,000,000 Total 1,779,211 360,000 14,450,000 16,589,211 Expenditure Design 1,615,966 360,000 1,975,966 Construction 163,245 14,450,000 14,613,245 Total 1,779,211 360,000 14,450,000 16,589,211 COST BY YEAR 16,000,00o 14,000,000 12,00Q000 10,000,000 8,040,000 6,040,004 4,040,004 EXPENSESTO 6/30/2026 FY26-27 REQUESTED FY27-23 PLANNED ■ Construction ■ DesWn 1761 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US N NEIGHBORHOOD D SOUTH INFRASTRUCTURE - PHASE 2 PROJECT CATEGORY Tustin Legacy Facilities PROJECT NAME Neighborhood D South Infrastructure - Phase 2 PROJECT MANAGER Mark Khudadatov LOCATION Tustin Ranch Road, warner Avenue, Barranca Parkway, and Armstrong Avenue Description PROJECT NUMBER 70256 TOTAL PROJECT COST 7,820,693 FUNDING SOURCE 189 MCAS Land Sale Proceeds Design and construction of infrastruction in the area generally bounded by Tustin Ranch Road, Warner Avenue, Barranca Parkway, and Armstrong Avenue. This project will be designed in conjunction with the Armstrong Avenue and Warner Avenue pedestrian bridges and the Tustin Legacy Linear Park within Neighborhood D South to address overlapping infrastructure elements. Rough grading for the roadways in this project will be completed with the rough grading of the Tustin Legacy Linear Park project. Expensesto FY26-27 FY27-28 FY28-29 FY29-30 FY3D-31 FY31-33 Total Project Funding Source 6131)12026 Requested Planned Planned Planned Planned Planned Cost 189 MCAS Land Salle 2, KO, 693 5,000,000 7,820,693 Total 2,820,693 5,000,000 - 7,820,693 Expenditure Design 1,013,684 1,013,684 Construction 1,a07,009 5,000,000 6,a07,009 Total, 2,820,693 5,000,000 7,820,693 COST BY YEAR s,000,000 a,00n,aao ■ D 3,000,000 ■ Construction 1,000,0M EXPENSESTO 6/30/2026 FY26-27 REQUESTED 1771 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget ARMSTRONG AVENUE PEDESTRIAN BRIDGE PROJECT CATEGORY Tustin Legacy Facilities PROJECT NUMBER 70257 PROJECT NAME Armstrong Avenue Pedestrian Bridge TOTAL PROJECT COST 8,822,244 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. Expensesto FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6}30I2026 Requested Planned Planned Planned Planned Planned Cost 187MCAS Backbone 2,4967300 2,287,489 4,783,789 189 MCAS Land Sale 51,455 3,920,000 3,971,455 CFD 06-01 67,000 67,000 Total 2,614,755 6,207,489 8,822,24-4 Expenditure Design 1,186,203 1,1867203 Construction 1,428,552 6,2077499 776367041 Total 2,614,755 6,2077489 8,822,244 COST BY YEAR 7,000,000 51000,000 s,000,000 f ■ L4n.srrlJCtIOn 4,000,004 0 Design 3,000,000 21000,000 1,000,000 EXPENSEST4 6/30/2026 FY26-27 REQUESTED 1781 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget CORNERSTONE II INFRASTRUCTURE PROJECT CATEGORY Tustin Legacy Facilities PROJECT NUMBER 70262 PROJECT NAME Cornerstone 11 Infrastructure TOTAL PROJECT COST 12,550, 000 PROJECT MANAGER TBA FUNDING SOURCE 189 MCAS LOCATION Warner Avenue/Armstrong Avenue Land Sale Proceeds Description Design and construct public improvements for the development of Cornerstone I I located at Warner Avenue and Armstrong Avenue. The project includes site grading and construction of roadways and utilities. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6/30/2026 Requested Planned Planned Planned Planned Planned Cost 189 MCAS Land SaLe 300,000 250,000 12,000,000 12,550,000 Total 300,000 250,000 - 12,000,000 127550,000 Expenditure Design 300,000 250,000 550,000 Construction 12,000,000 12,0007000 Total 300,000 250,000 - 12,000,000 12,5507000 COST BY YEAR 12,000,000 10,000,000 a,00o,000 ■ Construction 6,000,000 ■ design 4,00Q000 2,000,000 EXPENSESTQ FY26-27 FY27-28 FY28-29 5130/2026 REQUESTED PLANNED PLANNED 1791 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget SAMP - SEWER FEASIBILITY PROJECT CATEGORY Tustin Legacy Facilities PROJECT NUMBER TBB PROJECT NAME SAMP - Sewer Feasibility TOTAL PROJECT COST 300,000 PROJECT MANAGER TBD FUNDING SOURCE 187 MCAS LOCATION Tustin Legacy Backbone Fees Description Prepare a planning -level evaluation of potential improvements to the sanitary sewer system serving the Tustin Legacy area. The study will analyze identified capacity constraints within the existing trunk sewer system, particularly along Tustin Ranch Road, and develop conceptual alternatives to accommodate potential future development beyond the assumptions included in the Tustin Legacy Specific Plan. The effort will include hydraulic modeling updates, evaluation of system bottlenecks, and preparation of a planning -level cost estimate for upsizing or rerouting sewer facilities to support additional development Expensesto FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-33 Total Project Funding Source 6/30/2026 Requested Planned Planned Planned Planned Planned Cost 197MCAS Backbone Fees 300,000 300,000 Total, - 300,000 300,000 Expenditure Design 300,000 300,000 Total - 300,000 300,000 COST BY YEAR soo,000 z5o,000 ■ Design zoo,000 1so,o00 100,000 so,000 FY 2 6-27 REQUESTED 1801 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget GOLDEN STATE WATER COMPANY INTERCONNECTION PROJECT PROJECT CATEGDRY Water Distribution PROJECT NUMBER TBD PROJECT NAME Golden State Water Company Interconnection Project TOTAL PROJECT COST 715,000 PROJECT MANAGER Mike ChandlerlKenny Nguyen FUNDING SOURCE 301 Water LOCATION Plantero Drive El Racquet Hill Capital Description Design and Construction of underground emergency interconnection vault with Golden State Water Company. Requires a pressure reducing lsustaining valve and metering system. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY3D-31 FY31-33 Total Project Funding Source 6/3012026 Requested Planned Planned Planned Planned Planned Cost 301 Water Capital 65,000 650,000 715,000 Total 65,000 650,000 715,000 Expenditure Design 65,000 65,000 Construction 650,000 650,000 Total 65,000 650,000 7153000 COST BY YEAR -100,000 5W,000 5W,000 ■Construction 40Q000 ■ De&ign 300,000 200,000 100,000 FY26-27 FY27-23 REQUESTED PLANNED 1811 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget WELL REHABILITATION! PROGRAM PROJECT CATEGORY Water Production PROJECT NUMBER 60177 PROJECT NAME Well Rehabilitation Program TOTAL PROJECT COST 3,429,607 PROJECT MANAGER Michael Chandler FUNDING SOURCE 301 Water CIP LOCATION Various 307 Water Revenue Bond Description Routine rehabilitation of wells. FY 26-27 Main Street#3, FY 26-27 Newport Well#3, Columbus Tustin WeIL FY 27-28. Main Street Well #4. FY 28-29 Pasadena Well Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY3D-31 FY31-33 Total Project Funding Source 613012026 Requested Planned Planned Planned Planned Planned Cost 301 Water Capital 29,977 573,335 750,000 750,000 2,103,212 307 Water Rev. Bond 188,252 1,138,143 1,326,395 Total 218,129 1,711,478 750,000 750,000 3,429,607 Expenditure Design - Construction 218,129 1,711,478 750,000 750,000 3,429,607 Total 218,129 1,711,478 750,000 750,000 3,429,607 2,444,040 1,544,000 1,444,000 54 ,000 EXPENSESTO 6/30/2026 COST BY YEAR FY26-27 REQUESTED ■ ConStFUCtIon ■ design 1821 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget US N 17TH STREET TREATMENT FACILITY ELECTRICAL REPLACEMENT PROJECT CATEGORY water Production PROJECT NUMBER 60179 PROJECT NAME 17th Street Treatment Facility Electrical Replacement TOTAL PROJECT COST 5,300,000 PROJECT MANAGER Michael Chandler FUNDING SOURCE 301 Water CIP LOCATION 17th Street Description Design and replace electrical, system and aditional PEAS treatment. Grant via the EPA. Expenses to FY26-27 FY27-28 FY28-29 FY29-30 FY3D-31 FY31-33 Total Project Funding Source 613012D26 Requested Planned Planned Planned Planned Planned Cast 301 Water Capital 63,535 236,465 3,000,000 3,3003000 301 Water CIP Grant - 2,000,000 2,000,000 Total 63,535 236,465 3,000,000 - 2,000,000 5,3003000 Expenditure Design 63,535 236,465 300,000 Construction 3,000,000 2,000,000 5,0003000 Total 63,535 236,465 3,000,000 - 2,000,000 - 5,300,000 COST BY YEAR 3,044,004 2,500,000 21000,000 ■ Construction 1,500,000 ■ Design 11000,000 504 004 EXPENSESTa FY26-27 FY27-28 FY28-29 FY29-30 6/30/2026 REQUESTED PLANNED PLANNED PLANNED 1831 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 2026-27. 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 $62,377,177 using the change in per capita personal income of the preceding year and City population growth factors. 160,000,000 140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 City of Tustin - Appropriation Limit by Year 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 ■ Limit 1841 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Appropriations Limit City of Tustin Fiscal Year 2026-2027 Last Year's Limit (2025-2026) Adjustment Factors 1. Population(2� 2. Change in Per Capita Personal IncomeM Total Adjustment Factor(3) Total Adjustments Appropriations Limit for Fiscal Year 2026-2027 Appropriations Subject to Limit: Proceeds of Taxes Minus Exclusions Appropriations Subject to Limit Fiscal Year 2026-2027 Appropriations Limit Less Appropriations Subject to the Limit Difference Under the Limit AMOUNT $131,615,075 0.9963 1.0495 1.0456 $6,003,865 $137,618,940 $75,241,763 $75,241,763 $137,618,940 $ 75,238,531 $ 62,377,177 MThe 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 non-residential construction within the City. The inflation factor adopted by the City for the current year's appropriation limit represents the change in per capita personal income. (3�The total adjustment factor is calculated by multiplying the population factor by the inflation factor. 1851 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget RESOLUTION NO. 26-25 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, DETERMINING AND ADOPTING AN APPROPRIATION LIMIT FOR THE FISCAL YEAR 2026- 2027 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, 2026, 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"AA, that the appropriation limit for the Fiscal Year beginning July 1, 2026, through June 30, 2027, is $137,618,940_ SECTION Z 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 2nd day of June 2026. AUSTIN LUMBARD, Mayor ATTEST: ERICA YASUDA, City Clerk Resolution 26-25 Page 1 of 2 1861 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Erma Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin. GaIifoinia, do hereby certify that the whale number of the members of the City Council of the City of Tustin is five; that the above and foregoing Resolution No. 26-25 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 2nd day of June 2026, by the following vote: COU NCI Llv1 EMBER AYES: COUNCILMEMBER NOES- GOUNCILlvlEMBER ABSTAINED: GOUNCILMEMBER ABSENT: ERICA YASUDA, City Clerk 1871 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget RESOLUTION NO. 26-29 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE SECOND YEAR UPDATE TO THE 2025-2027 BIENNIAL BUDGET AND RELATED DOCUMENTS FOR FISCAL YEAR 2026-2027 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 2nd Year Update FY 2026-2027". 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, 2026; 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 2026-2027. GOVERNMENTAL FUNS General Fund: City Council $135,663 City Clerk 1.386,456 City Attorney 900,000 City Manager 3;134;579 Finance 2.281,340 Human Resources 2.046,116 Communityand Economic Development 7;170;850 Public Works 19.896,229 Police 45.393,118 Fire 11,490,990 Parks & Recreations 6.777 117 Nan -Departmental 22:374:363 Total General Fund $122,986,821 Resolution 26-29 Page 1 of 4 1881 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Special Revenue Funds Cable PEG Fees $150,000 CDBG 823,845 Community Facilities Districts/Tax B 14,177,635 Gas Tax 2,817,474 Measure M2 5,275,646 PARS Pension and OPEB 110,000 Road Maint & Rehab Allocation 7,384,593 SCAQMD 128,400 Solid Waste 822,507 Special Events 759,480 Supplemental Law Enforcement 343,633 Tustin Landscape & Lighting District 1,161,260 Tustin Street Lighting 1,811,589 Total Special Revenue Fund 35,766,062 Capital Proiects Funds Backbone Fees 9,346,141 Capital Projects 16,535,766 Park Development 8,231,329 Land Sale Proceeds 37,059,308 Total Capital Projects Fund 71,172,544 Intemal Service Funds Equipment Replacement 4,029,524 Information Technology 6,851,125 Risk Management Funds (181,182,183) 6,383,300 Total Internal Service Fund 17,263,949 TOTAL GOVERNMENTAL FUNDS $247,189,376 WATER ENTERPRISE FUNDS ❑perations[Debt Service S26,649,817 Capital Improvements 1,138 ,143 TOTAL WATER ENTERPRISE FUNDS S27,787,960 GRAND TOTAL S274,977,336 SECTION 3. The Financial & Budget Policies as presented in the Fiscal Year 2026-2027 Budget are hereby adopted by the City Council. Resolution 26-29 Page 2 of 4 1891 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget PASSED AND ADOPTE❑ at a regular meeting of the City Council of the City of Tustin, California, held on the 211d day of June 2026. AUSTIN LUMBARD, Mayor ATTEST: ERICA YASUDA, City Clerk Resolution 26-29 Page 3 of 4 1901 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget STATE OF CALIFORNIA } COUNTY OF ORANGE )SS CITY OF TUSTIN } I, Erica Yasuda, City Clerk and ex-officio Clerk of the City Council of the City of Tustin, California, do hereby certify that the whole number of the members of the City Council of the City of Tustin is five; that the above and foregoing Resolution No. 26-29 was duly passed and adopted at a regular meeting of the Tustin City Council, held an the 2nd day of .tune 2026, by the following vote: COUNCILMEMBER AYES-. COUNCILMEMBER NOES: COUNCILMEMBER ABSTAINED: COUNCILMEMBER ABSENT: ERICA YASUDA, City Clerk Resolution 26-29 Page 4 of 4 1911 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 $15.6 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 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 $4.5 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. 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 was completed and adopted by the City Council in January 2026. 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 $68 million as of June 30, 2024, or 82.0% funded, which is based on the most recent CaLPERS actuarial valuation report issued in July 2025. Detail information will be available when CaLPERS issues the next valuation report in July of 2026. 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 $21.5 million, which reduces the City's net pension liability. 1921 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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. Under a five-year funding plan, the City had made 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. In February of 2026, the City Council reviewed the results of a new pension funding study and approved a "baseline" approach to fund annual required pension obligations only moving forward. Staff has been directed to review pension obligation status regularly for savings opportunities. This approach retains funding flexibility and allows adjustments as needed. The "baseline" approach also projects that the City will be able to transition pension payments to the pension Trust by 2032 providing Ca[PERS earning 6.8% on investments going forward. 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. 1931 Page Docusign Envelope ID: 5E693EF1-827F-89F3-8111-EAC5C69344D1 City of Tustin ��� 2026-2027 Operating & Capital Improvement Program Budget ➢ 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 Procedure Flowcharts Purchasing Procedure Contracts for Public Projects and Public Works Projects {Construction, renovation, improvement, demolitlan, and repairwodc orpalntingi Staffshould follow the info imal and formal bidding procedures as outlined for public project - contracts pursuanttothe relevant California Government Code and Public Corrtract Code Sections. Pa not required' under $10,000 - PO required: S10,000 and over open Po required for multiple pur,h-- with a singlevendor over$20,000 / - 3 informal written Uds a quotes $30 Ma m PO required with written $3o,m0 m $65,we d«umartation f hdslwotg Slop noo [Finance Form) / F I 3 formalwritben bids obtained from 5,001 and vendors . PO requir d $100p01� greate� edwRh bid greater «umemation Finanre Form)) -1 quote required - PO not required. order $10,wc - PO required: $10,0W and over Upto $fip00 W ntten documentation of hid,( quotes {Finance Fonnl with C ml- tard/or PO. 5,Wlard� - PO required with mitten greate� documentation of tads/quotes (Firenre Form) Purchasing Card Policy Contract Approval Authority This policy establishes guidelines forthe distribution 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 1941 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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. Individuals who do not adhere to these policies and procedures risk revocation of their purchasing card privileges and/or disciplinary action. 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 1951 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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. 1961 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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. 1971 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin 2026-2027 Operating & Capital Improvement Program Budget <JS N Audit Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City's financial statements fairly represent the City's financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with performing an audit, independent auditors customarily issue a Management Letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices. Balanced Budget A budget in which planned expenditures do not exceed planned revenues. Bond Refinancing The pay off and re -issuance of bonds to obtain better interest rates and/or bond conditions. Bonds A certificate of debt issued by an entity, guaranteeing payment of the original investments, plus interest. Bradley Burns Uniform A 1% local sales tax is collected by the State of California as part of the larger sales 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. 1981 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 (DARE) 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. 1991 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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) Environmental Impact A public document used by governmental agencies to analyze the significant Report environmental effects of a proposed project, to identify alternatives and disclose possible (EIR) ways to reduce or avoid potential environmental damage. The California Environmental Quality Act requires an EIR whenever the initial study or other evidence in the record has produced substantial evidence that the proposed project might produce significant environmental effects. Expenditure The outflow of funds paid or to be paid for an asset, goods or services regardless of when the invoice is actually paid. This term applies to all funds. Fair Housing Council of A private non-profit organization which fosters diversity in housing through education and Orange County the enforcement of state and federal fair housing laws (www.fairhousingoc.org). (FHCOC) Fees A general term used for any charge levied by government for providing a service or permitting an activity. Fiscal Year Any period of 12 consecutive months designated as the budget year. Tustin's budget year (FY) begins on July 1 and ends on June 30. Fixed Asset Assets that are long-term in nature such as land, buildings, machinery, furniture and other equipment. The City has defined such assets as those with an expected life in excess of five year and an acquisition cost in excess of $10,000. Franchise Tax Revenue generated from taxes paid by a business that gave an exclusive contractual agreement to operate and use the public right-of-way in the City. Fringe Benefits These include retirement/pension; health, life, and disability insurance; workers' compensation; and vacation, administrative, medical and special leave of absence time. Full -Time Equivalent Refers to part-time hours converted to one full-time equivalent position, which equals 40 (FTE) hours per week, 52 weeks per year. (2080 hours per year) Fund A self -balancing set of accounts to record revenues and expenditures associated with a specific purpose. Fund Balance Within a specific fund, the funds remaining when all current and prior year liabilities (expenditures) are subtracted from current and prior year assets (revenues). Gas Tax State tax received from gasoline sales utilized solely for street related purposes, such as new construction, rehabilitation or maintenance. General Fund The primary operating fund of the City (as opposed to all other City funds, which are designated as "Special Funds"). 2001 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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. 2011 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget Level of Effort Generally used to identify the number of staff providing a particular service. Level of services generally used to define the existing or current services, programs and facilities provided by government. Levy To impose taxes, special assessments or service charges for the support of governmental activities. Local Agency Formation Reviews proposals for the formation of new local governmental agencies and changes of Commission organization in existing agencies (www.oclafco.org). (LAFCO) Local Agency Investment A voluntary program created by statute in 1977 in which participating agencies (local Fund governments and special districts) invest public funds. (LAIF) Long -Term Debt Debt with a maturity of more than one year after issuance. Major Fund A fund that comprises more than 10% of total citywide budgeted revenues and transfers - in and/or 10% of total budgeted appropriations and transfers -out. Measure M County -wide sales tax measure used to fund a variety of transportation related projects. Measure M - Growth A county grant program that provides funding for projects that benefit the greatest Management Area number of jurisdictions within a designated growth management area (GMA) in Orange (M-GMA) County. The primary objective of this program is to address current traffic deficiencies and the cumulative regional traffic impacts of development not addressed by specific project mitigation and existing system deficiencies. Measure M — Turnback The non-competitive portion of the sales tax revenue generated through Measure M that is "turned back" to the City. Funds are restricted to circulation related projects (street, traffic signal, etc.) and are received quarterly. Memorandum of An agreement outlining the terms of employment entered into between the City and Understanding employees of various bargaining units. (MOU) Modified Accrual Basis of accounting according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, or measurable, except for un-matured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. National Pollutant NPDES — a permit program authorized by the Clean Water Act that controls water Discharge Elimination pollution by regulating point sources that discharge pollutants into waters of the United System States. Objective Describes an outcome to be accomplished in specific, well-defined and measurable terms and is achievable within a specific timeframe; generally, programs have objectives. Operating Budget A budget for General Fund department service delivery expenditures such as salaries, utilities and supplies. The day-to-day costs of delivering essential City services. 2021 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 (PMS) prevent pavement problems through maintenance and repair in a timely, cost-effective manner. Pavement Quality Index A scale from 1 to 10 that measures the structure, surface condition and riding comfort of (PQI) the roadway. Performance Budget A budget wherein expenditures are tied to the measurable performance of activities and work programs. Performance Statistical measures that are collected to show the impact of dollars spent on City services. Measurements Personnel Expenses Salaries and fringe benefits, such as pensions and insurance, for full-time and part-time employees of the City. Priority E Calls referred to as the most serious calls for emergency response for serious emergencies, in -progress calls and potentially life -threatening incidents that require a Code 3 (use of lights and siren) response. Priority I Calls Refers to calls for emergency response for serious emergencies, in progress calls and potentially life -threatening incidents that do not require a Code 3 (use of lights and siren) response. Program Represents major areas or support functions that can be defined as a service provided to citizens, other departments or other agencies. Program Budget A budget wherein expenditures are displayed primarily on programs of work and secondarily by the character and object class of the expenditure. Property Tax A tax levied on the assessed value of real property; also known as ad valorem tax. In California, this tax is limited to 1% with the exception of pre -Proposition 13 approved bond debt service. Proposition 13 On June 6, 1978, the California electorate approved 2031 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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, AB1x26, was signed by the Governor and later upheld by the California Supreme Court. As a result, all redevelopment agencies in California were dissolved effective February 1, 2012. Regional Surface A federal and state funded grant program used for projects located on highway systems Transportation Program (classified higher than local roads or rural minor collectors), bridges on any public (RSTP) highway, and transit systems. Reserve A designated amount of funds set aside from a fund's balance which is legally restricted for a specific purpose and is therefore not available for general appropriations. Resolution A special or temporary order of a legislative body (e.g. City Council or Planning Commission) requiring less formality than an ordinance. Resources Units of dollars or physical input, such as work years or work hours, and other assets used to support and attain program objectives. Revenue Annual income received by the City. Right of Way ROW — a strip of land occupied or intended to be occupied by a street, crosswalk, railroad, electric transmission line, oil or gas pipeline, water main, sanitary or storm sewer main, shade trees, or special use. Recognized Obligation Recognized Obligation Payment Schedule (ROPS), prepared by the Successor Agency Payment Schedule pursuant to the Dissolution Act (including HSC Section 34177 and Section 34191.6), on (ROPS) which the Successor Agency's anticipated payments for enforceable obligations for the upcoming ROPS Payment Period(s) are listed. Service Center Used for budgetary reporting, an organizational unit that provides a distinct and unique service. Various sections within a department that provide substantially similar services may be combined into one service center — for instance, the City Clerk's Office and City Clerk Records are combined into one service center. 2041 Page Docusign Envelope ID: 5E693EF1-827F-89F3-81 1 1-EAC5C69344D1 City of Tustin ���\_ 2026-2027 Operating & Capital Improvement Program Budget 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 SFBP — a five-year planning "blueprint," updated annually, that evaluates the City's Business Plan (SFBP) 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 Also known as the Hotel or Bed Tax. A 13% tax added to the cost of renting a hotel room (TOT) within the City. 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. 2051 Page