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2006-07FY PROG & FINC'L PLAN
,.,mio~uri~ oii l~ -~::,. ~ ~ ;,:n,.~b ~ ~ '.~:. inn' 9 I " ~i z~. ~~~+ ~ f~uE ~~ ...~~-~~.~-~~'d ITS OF -TIN .~ J ~a~vcam a.~zd l~iru~uzcicr.~ J ~ ~~sca.~ 2~ec~vc 2f1(16-2(1f17 ... „,~ .~ ~. ~, d~.k l'. ^, tkF TIl\T CITY C®UN~IL Yi....w c e DOUG DAVERT, MAYOR TRACY WORLEY HAGEN, MAYOR PRO TEM LOU BONE TONY KAWASHIMA JERRY AMANTE .J Pie 1`~vs ttiict at J cvs tin ,1'e~acc~ CITY OF TUSTIN AL YEAR 200 TIM D. SERLET, MARIA R. HUIZAR, CHIEF DEPUTY CITY CLERK This Page Intentionally Left Blank CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TABLE OF CONTENTS PAGE MESSAGE OF THE CITY MANAGER .......................................................................................................1 GENERAL INFORMATION .......................................................................................................................15 LOCAL GOVERNMENT ORGANIZATIONAL CHART ...................................................................................16 A UNIQUE HISTORY ....................................................................................................................................17 EDUCATION .................................................................................................................................................19 BUSINESS .....................................................................................................................................................21 FINANCIAL SUMMARY .............................................................................................................................23 FUND BALANCE PROJECTIONS EXPENDITURE SUMMARY BY FUND ........................................................24 GENERAL FUND EXPENSES .........................................................................................................................25 GENERAL FUND RESOURCES ......................................................................................................................26 CAPITAL IMPROVEMENT PROJECTS ..........................................................................................................27 TOTAL BUDGET RESOURCES ......................................................................................................................28 TOTAL BUDGET EXPENSES .........................................................................................................................29 TOTAL EXPENSES-ALL FUNDS ....................................................................................................................30 SALES TAX REVENUE ..................................................................................................................................31 GANN LIMIT ................................................................................................................................................ 32 FY 2006-07 Appropriations Limit ......................................................................................................................32 TUSTIN' S ECONOMIC ANALYSIS AND FISCAL SUMMARY ........................................................................33 SALES TAX ...................................................................................................................................................33 PROPERTY TAX ........................................................................................................................................... 33 BUSINESS LICENSE TAX ..............................................................................................................................34 FRANCHISE .................................................................................................................................................. 34 TRANSIENT OCCUPANCY TAX ....................................................................................................................34 LICENSE &PERMITS ...................................................................................................................................34 F INE s ............................................................................................................................................................ 35 INTEREST ..................................................................................................................................................... 35 SERVICE CHARGES .....................................................................................................................................35 INTERFUND CHARGES .................................................................................................................................35 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - BUDGET POLICY ......................................................................................................................................... 36 FINANCIAL STRUCTURE ............................................................................................................................. 36 GENERAL FUND REVENUE ......................................................................................................................... 36 SPECIAL REVENUE FUNDS .......................................................................................................................... 36 DEBT SERVICE FUNDS ................................................................................................................................ 37 CAPITAL PROTECTS FUNDS ........................................................................................................................ 37 ENTERPRISE FUNDS .................................................................................................................................... 38 INTERNAL SERVICE FUNDS ........................................................................................................................ 38 TRUST AND AGENCY FUNDS ....................................................................................................................... 38 REVENUE PROJECTIONS ............................................................................................................................. 38 EXPENDITURE APPROPRIATIONS ............................................................................................................... 39 PERS ........................................................................................................................................................... 41 DEFERRED COMPENSATION ....................................................................................................................... 41 SELF-INSURANCE PROGRAM/RISK POOL ................................................................................................. 41 CLASSIFICATION AND COMPENSATION PLAN PERSONNEL BUDGETING .................................................. 42 LEGISLATION .............................................................................................................................................. 45 LEGISLATION POSITION CONTROL REPORT ............................................................................................. 46 LEGISLATION EXPENDITURE SUMMARY ................................................................................................... 47 CITY COUNCIL ............................................................................................................................................ 48 DESCRIPTION :................................................................................................................................................. 48 CITY CLERK ................................................................................................................................................ 48 DESCRIPTION :................................................................................................................................................. 48 TASKS :.............................................................................................................................................................. 48 CITY ATTORNEY ......................................................................................................................................... 49 DESCRIPTION :................................................................................................................................................. 49 TASKS :.............................................................................................................................................................. 49 ADMINISTRATION ..................................................................................................................................... 51 ADMINISTRATION ORGANIZATIONAL CHART ........................................................................................... 52 ADMINISTRATION POSITION CONTROL REPORT ......................................................................................53 ADMINISTRATION EXPENDITURE SUMMARY ............................................................................................ 54 CITY MANAGER .......................................................................................................................................... 55 DESCRIPTION :................................................................................................................................................. 5 5 TASKS :.............................................................................................................................................................. 55 (zz) CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - FINANCE ...................................................................................................................................................... 55 DESCRIPTION :................................................................................................................................................. 5 5 TASKS :.............................................................................................................................................................. 55 HUMAN RESOURCES ................................................................................................................................... 56 DESCRIPTION :................................................................................................................................................. 56 TASKS :.............................................................................................................................................................. 56 INFORMATION TECHNOLOGY .................................................................................................................... 57 DESCRIPTION :................................................................................................................................................. 57 TASKS :.............................................................................................................................................................. 57 COMMUNITY DEVELOPMENT ...............................................................................................................59 COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART ......................................................................... 60 COMMUNITY DEVELOPMENT POSITION CONTROL REPORT ...................................................................61 COMMUNITY DEVELOPMENT EXPENDITURE SUMMARY ..........................................................................62 COMMUNITY DEVELOPMENT-PLANNING DIVISION ..............................................................................63 DESCRIPTION :................................................................................................................................................. 63 TASKS :.............................................................................................................................................................. 63 COMMUNITY DEVELOPMENT-BUILDING DIVISION ...............................................................................64 DESCRIPTION :................................................................................................................................................. 64 TASKS :.............................................................................................................................................................. 64 PUBLIC WORKS .......................................................................................................................................... 67 PUBLIC WORKS ORGANIZATIONAL CHART .............................................................................................. 68 PUBLIC WORKS POSITION CONTROL REPORT ..........................................................................................69 PUBLIC WORKS EXPENDITURE SUMMARY ................................................................................................ 70 PUBLIC WORKS -ADMINISTRATION .......................................................................................................... 71 DESCRIPTION :................................................................................................................................................. 71 TASKS :..............................................................................................................................................................71 PUBLIC WORKS -ENGINEERING ................................................................................................................ 71 DESCRIPTION :................................................................................................................................................. 71 TASKS :..............................................................................................................................................................71 PUBLIC WORKS -STREETS .........................................................................................................................72 DESCRIPTION :................................................................................................................................................. 72 TASKS :.............................................................................................................................................................. 72 PUBLIC WORKS -LANDSCAPE .................................................................................................................... 73 DESCRIPTION :................................................................................................................................................. 73 TASKS :.............................................................................................................................................................. 73 (zzr) CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PUBLIC WORKS -VEHICLES ...................................................................................................................... 73 DESCRIPTION :................................................................................................................................................ . 73 TASKS :............................................................................................................................................................. . 73 PUBLIC WORKS -FACILITIES .................................................................................................................... 74 DESCRIPTION :................................................................................................................................................ . 74 TASKS :............................................................................................................................................................. . 74 PUBLIC WORKS -EMERGENCY SERVICES ................................................................................................ 74 DESCRIPTION :................................................................................................................................................ . 74 TASKS :............................................................................................................................................................. . 74 POLICE .......................................................................................................................................................... 75 POLICE ORGANIZATIONAL CHART ............................................................................................................76 POLICE POSITION CONTROL REPORT ....................................................................................................... 77 POLICE EXPENDITURE SUMMARY ..............................................................................................................78 POLICE DEPARTMENT -ADMINISTRATION .............................................................................................. 79 DESCRIPTION :................................................................................................................................................. 79 TASKS :.............................................................................................................................................................. 79 POLICE DEPARTMENT -COMMUNITY POLICING DIVISION .................................................................... 79 DESCRIPTION :................................................................................................................................................. 79 TASKS :.............................................................................................................................................................. 79 POLICE DEPARTMENT -ADMINISTRATIVE SERVICES DIVISION ............................................................. 80 DESCRIPTION :................................................................................................................................................. 80 TASKS :.............................................................................................................................................................. 80 FIRE ................................................................................................................................................................ 81 FIRE EXPENDITURE SUMMARY .................................................................................................................. 82 FIRE SERVICES ............................................................................................................................................83 DESCRIPTION :................................................................................................................................................. 83 PARKS AND RECREATION ...................................................................................................................... 85 PARKS AND RECREATION ORGANIZATIONAL CHART .............................................................................. 86 PARKS AND RECREATION POSITION CONTROL REPORT ......................................................................... 87 PARKS AND RECREATION EXPENDITURE SUMMARY ................................................................................ 88 PARKS & RECREATION -ADMINISTRATION ............................................................................................. 89 DESCRIPTION :................................................................................................................................................. 89 TASKS :.............................................................................................................................................................. 89 PARKS AND RECREATION- SPORTS ......................................................................................................... 89 DESCRIPTION :................................................................................................................................................. 89 TASKS :.............................................................................................................................................................. 89 (zv) CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PARKS AND RECREATION -CLASSES/CULTURAL ARTS ..........................................................................90 DESCRIPTION :................................................................................................................................................. 90 TASKS :.............................................................................................................................................................. 90 PARKS AND RECREATION -TUSTIN FAMILY AND YOUTH CENTER ......................................................... 90 DESCRIPTION :................................................................................................................................................. 90 TASKS :.............................................................................................................................................................. 90 PARKS AND RECREATION -SUPPORT SERVICES ...................................................................................... 91 DESCRIPTION :................................................................................................................................................. 91 TASKS :..............................................................................................................................................................91 PARKS AND RECREATION -SENIOR SERVICES .........................................................................................91 DESCRIPTION :................................................................................................................................................. 91 TASKS :..............................................................................................................................................................91 NON-DEPARTMENTAL .............................................................................................................................. 93 NON DEPARTMENTAL EXPENDITURE SUMMARY ......................................................................................94 COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) ...............................................................95 COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) EXPENDITURE SUMMARY ...............................96 COMMUNITY DEVELOPMENT BLOCK GRANTS .........................................................................................97 DESCRIPTION :................................................................................................................................................. 97 TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING DISTRICT .........................99 TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING DISTRICT EXPENDITURE SUMMARY ........................................................................................................100 TUSTIN COMMUNITY REDEVELOPMENT AGENCY (RDA) .........................................................101 TUSTIN REDEVELOPMENT AGENCY ORGANIZATIONAL CHART ............................................................102 TUSTIN REDEVELOPMENT AGENCY POSITION CONTROL REPORT .......................................................103 TUSTIN REDEVELOPMENT AGENCY EXPENDITURE SUMMARY .............................................................104 TUSTIN COMMUNITY REDEVELOPMENT AGENCY .................................................................................106 DESCRIPTION :...............................................................................................................................................106 TUSTIN LEGACY .......................................................................................................................................107 TUSTIN LEGACY POSITION CONTROL REPORT ......................................................................................108 TUSTIN LEGACY EXPENDITURE SUMMARY .............................................................................................109 TUSTIN LEGACY ........................................................................................................................................110 DESCRIPTION :...............................................................................................................................................110 (v) CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - WATER ENTERPRISE .............................................................................................................................. 113 PUBLIC WORKS ORGANIZATIONAL CHART ............................................................................................ 114 WATER POSITION CONTROL REPORT ..................................................................................................... 115 WATER EXPENDITURE SUMMARY ............................................................................................................ 116 WATER ENTERPRISE -BILLING ............................................................................................................... 117 DESCRIPTION :.............................................................................................................................................. . 117 TASKS :........................................................................................................................................................... .117 WATER ENTERPRISE -OPERATIONS ....................................................................................................... 117 DESCRIPTION :.............................................................................................................................................. . 117 TASKS :........................................................................................................................................................... .117 WATER ENTERPRISE -MAIN STREET WATER FACILITY ...................................................................... 118 DESCRIPTION :.............................................................................................................................................. . 118 TASKS :........................................................................................................................................................... .118 WATER ENTERPRISE - 17TH STREET DESALTER ..................................................................................... 118 DES CRIl'TION :.............................................................................................................................................. . 118 TASKS :........................................................................................................................................................... .118 WATER ENTERPRISE -PRODUCTION ....................................................................................................... 119 DESCRIPTION :.............................................................................................................................................. . 119 TASKS :........................................................................................................................................................... .119 BUDGET PROCESS BUDGET CONTROLS AND BASIS AND GLOSSARY OF TERMS ..............121 BUDGET PROCESS .....................................................................................................................................123 INTERNAL CONTROL, BUDGETARY CONTROL AND ACCOUNTING BASIS .............................................124 GLOSSARY OF TERMS ...............................................................................................................................126 (~) MESSAGE OF THE CITY MANAGER This Page Intentionally Left Blank .~ ~.. Office of the City Manager City of Tusti n 300 Centennial Way Tustin, CA 92780 714.573.3010 FAX 714.838.1602 TO: HONORABLE MAYOR AND MEMBERS OF CITY COUNCIL FROM: WILLIAM A. HUSTON, CITY MANAGER RE: FISCAL YEAR 2006-07 PROGRAM AND FINANCIAL PLAN AND CAPITAL IMPROVEMENT PROGRAM Transmitted herewith are the City Council adopted Program and Financial Plan and Capital Improvement Program for fiscal year 2006-07. The Program and Financial Plan is the operating budget for all City services. The Capital Improvement Program (a separate document) includes approved projects for fiscal year 2006-07 and projects for a seven-year period. Program and Financial Plan The General Fund operating budget includes a reserve consistent with City policy and maintains services at levels established through past practice and City Council policy directives. The other major operating funds (redevelopment and water) and special funds (liability, lighting district, etc.) are balanced. There are no new programs included in the fiscal year 2006-07 budget. Included in the adopted budget are eleven additional staff positions which address increased workload due to development activity, regulatory requirements and implementation of the Police Department reorganization. The operating budget for all funds ensures that reserves are at levels that protect the City's financial interests and provide the flexibility to adjust in the future if needed. In the PAGE 1 past several years, through prudent financial planning, the City has been able to sustain consistent levels of services while: ^ Maintaining a 15% General Fund operating reserve for cash flow, investment income and any unforeseen contingencies; ^ Since fiscal year 1992-93, absorbing the annual loss of property tax revenue shifted to the Educational Revenue Augmentation Fund (ERAF) as mandated by the State which through fiscal year 2006-07 totals approximately $21 million; ^ In the past two years absorbing the loss of over $2 million in additional General Fund revenue shifts to the State; ^ Transferring monies to the capital improvement and park development funds in order to complete essential projects; and ^ Transferring monies to the liability fund to meet obligations for the City's self- insured retention level. Each year the City Council is faced with decisions about allocating limited resources among a wide variety of needs. Bridging the gap requires choices. Over the years City Councils have placed a very high priority on the City's long-term financial stability and maintained service levels as best as possible. With the loss of some major sales tax generators, shifts of revenue mandated by the State and increasing operating costs, it has been a challenge. The City Council's premium on fiscal stability, together with high productivity put forth by City staff, has allowed the City to maneuver through challenging times. The coming year, with development picking up pace at the Tustin Legacy project and with an aggressive Capital Improvement Program, will also be a challenge. The 2006- 07 operating budget is tight, but the future continues to be positive. The budget for all funds is $167,119,225. Of this amount the total operating budget is $71,070,772, and the total capital improvement budget is $96,048,453. The General Fund totals $44,880,602, which is 26.9% of the total operating and capital budget. The 2006-07 General Fund budget is 3.6% higher than the authorized 2005-06 budget. PacE z Capital Improvement Program Budget The fiscal year 2006-07 Capital Improvement Program budget includes $96,048,453 in projects. Of this amount, $46,755,710 is for projects previously approved and $49,292,743 is for new projects or to supplement previously approved projects. The Capital Improvement Program budget provides a description of each project by type (water, street improvement, flood control, traffic signal, park, etc.) and location. The Capital Improvement Program budget also includes $272,483,644 in projects over a seven-year period (2006-07 through 2012-13). This amount will change in the future as additional Tustin Legacy Capital Improvement Program projects are added as development occurs. By their nature, significant capital improvement projects typically require an extended period of time to complete. Large projects entail preliminary and final design, environmental clearance, land acquisition and construction contracts. Sometimes, larger projects have to be phased due to funding limitations. Another consideration is the impact of a capital improvement project on the annual operating budget (e.g., a new park results in higher General Fund operating costs). The seven-year planning period allows the City Council to make decisions that involve setting priorities and trade-offs on how projects are funded and phased. Revenue streams dedicated by law to capital improvement projects (Gas Tax Fund, Measure M, etc.) are not sufficient in any one year to totally fund all projects. Each year the City Council makes policy decisions that affect the amount of funds committed for future capital improvement projects. At any given time, the total of resources reserved in the various capital improvement funds is not sufficient to complete the seven-year plan. Through the budget review process, the City Council establishes a planning tool and financial blueprint for long-term capital improvement projects. How projects are prioritized and whether discretionary General Fund income can be committed for capital improvements is decided through the seven-year plan. Another consideration is whether operating income is available to support a proposed capital improvement project. PacE 3 The seven-year Capital Improvement Program is updated each year as resources become available and priorities are re-assessed. Most funding allocated for capital improvement projects is restricted by law for specific purposes. Gas Tax, Measure M, water revenue, and any bond proceeds are earmarked solely for capital improvement projects. Historically, some amount is contributed from the General Fund that completely funds certain projects and supplements restricted funds for others. The amount of General Fund income available depends on the City's overall financial health and demands on General Fund income for day-to-day services. Due to fiscal constraints, no General Fund transfer to capital improvement funds is proposed for fiscal year 2006-07. Given the City's large investment in infrastructure and other public assets, financing of capital improvement projects will continue to be a significant budget consideration. Staff looks forward to working with the City Council in implementing the Program and Financial Plan and Capital Improvement Program. Respectfully, William A. Huston City Manager PacE 4 RESOLUTION NO. 06-83 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE CITY BUDGET AND APPROPRIATING FROM THE ANTICIPATED REVENUES OF THE CITY FOR THE FISCAL YEAR 2006- 2007 WHEREAS, in accordance with Section 1415h of the Tustin City Code, the City Manager has prepared and submitted to the City Council a Proposed Annual Budget for the 2006-2007 fiscal year, beginning July 1, 2006; and WHEREAS, the City Council, as the legislative body of the City, has reviewed this proposed 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 "City of Tustin Draft Budge# 2006-2007". Said document, as prepared by the City Manager and reviewed and adjusted by the City Council, is hereby adopted for the fiscal year commencing July 1, 2006. SECTION 2. The following sums of money are hereby appropriated from the anticipated revenues of the City of Tustin far the 2006-2007 fscal year. GOVERNMENTAL FUNDS General Fund $ 44,8$7,185 Capital Projects 16,825,911 Tustin Street Lighting District 440,800 Tustin Landscape & Lighting District 642,463 Equipment Replacement Fund 653,647 Risk Management Funds 1,224,851 TOTAL GOVERNMENTAL FUNDS $ 64,674,857 SPECIAL REVENUE FUNDS SCAQMD $ 85,500 Asset Forfeiture 25,000 Resolution No. 06-83 Page 1 of PAGE 5 PutJlic Safety Augmentation Supplemental Law Enforcement CDBG Measure "M" Gas Tax Park Development Reassessment District 95-1 Community Facilities Districts TOTAL SPECIAL REVENUE FUNDS 28a,oao 122,766 829,464 9,988,287 3,609,720 6,073,119 349,922 25.874.340 $ 47,238,118 WATER ENTERPRISE OperationslDebt Service $ 10,535,321 Capital improvements 18,727,445 TOTAL WATER ENTERPRISE $ 29,262,766 TUSTIN LEGACY ENTERPRISE Operations $ 9,436,966 TOTAL TUSTIN LEGACY ENTERPRISE $ 9,436,966 GRAND TOTAL $ 150,612~,7a7 PASSED AND ADOPTED at a regular meeting of the City Council of the City of Tustin, California, held on the 17th riav of .!~ Elv ~f1nfi ATTEST: t PAMELA STOKER `-" City Clerk Resolution No. Q6-83 Page 2 of 3 PAGE 6 STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Pamela Stoker, City Clerk and ex-officio Clerk of the City Counci! 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. 06-83 was duly passed and adopted at a regular meeting of the Tus#in City Council, held on the 17~h day of July, 2006 by the following vo#e: COUNCILMEMBER AYES: DavarT~ ]~~g~n, Amante, Bon Kawa~hima COUNCILMEMBER NOES: 0 COUNCILMEMBER ABSTAINED: __ (na COUNCILMEMBER ABSENT: -~ _ (o r ~, ~ __ r ~i PAMI~ L STOKER, ~~ Gity Clerk Resoiufion No. 06-83 Page 3 of 3 PacE 7 RESOLUTION NO. 06-84 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTIN, CALIFORNIA,. DETERMINING AND ADOPTING AN APPROPRIATION LIMIT FOR THE FISCAL YEAR 2006- 2007 IN ACCORDANCE WITH ARTICLE XIIIB 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 XIIIB was added to the Constitution of the State of Califarnia at a genera! election held November 6, 1989; and WHEREAS, an annual appropriation limit must be determined far this City effective for the fiscal year beginning July, 2006; and WHEREAS, the appropriation limit must be adhered to in preparing and adopting this City's Annual Budget; NOW, THEREFORE, the Ci#y Council of the City of Tustin does hereby resolve and order as follows; Section 1: In accordance with Article XIIIB 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, 2006 through June, 2007 is $55,448,952. Section 2: The appropriation limit shall not be exceeded in the adopted budget nor 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 17th day of July, 2006. ATTEST: PAMELA STOKER City Clerk Resolution iVo. 06-84 Page 1 of 2 PacE 8 STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Pamela Stoker, City Clerk and ex-officio Clerk of the City Council of the City of Tustin, California, do hereby certify that the whole number ofi the members of the City Council of the City of Tustin is five; that the above and foregoing Resalutian No. 06-84 was duly passed and adopted at a regular meeting of the Tus#in City Council, held on the 17th day of July, 2006 by the following vote: COUNCILMEMBERAYES: Davert, Hagen, Amante. Bone, Kawashima (5) COUNCILMEMBER NOES: _ (o) COUNGILMEMBER ABSTAINED: ~ Sow COUNCILMEMBER ABSENT: co) u ~ r~ ',~ 1, s~ ~ .t .%~ '^.'~~+' PAM~L/1 STOKER,' - ~M City Clork aesoluton Igo. 06-84 Page 2 of 2 PAGE 9 RESOLUTION NO. 06-85 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUSTiN AMENDING THE CITY-WIDE COMPREHENSIVE SCHEDULE, OF FEES AND REPEALING RESOLUTION NO. 05-99 BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF TUSTIN AS FOLLOWS: Section 1: The City Council hereby, finds, determines and declares as follows: A. Far the convenience of the public it is desirable to gather in a single document a comprehensive list of fees and service charges imposed by the City for City services. B. The document known as the "Comprehensive Schedule of Fees," is attached to this resolution and is made a part hereof by this reference. Each fee or service charge is identified under second column. New or increased fees or charges are shown in bold. G. In developing new or increased fees for the Gomprehensive Schedule of Fees, the Community Development, Finance, Police, Public Works, and Redevelopment Departments analyzed the cast to administer the various programs, activities and applications for which the City proposes to charge new or increased fees or service charges. The proposed new and increased fees or charges do not exceed the estimated cost of service for which the fees or charges are levied. D. It is not its intention to repeal previously adopted fees and adopt new fees of exactly the same amount, but is simply repeating these fees with the Resolution so that the Fee Schedule can be a comprehensive source of City fees and service charges. E. Charges subject to Proposition 218 are adopted separately, but will be incorporated into said resolution after approval for the use and convenience of the public and city staff. Section 2: The Comprehensive Schedule of Fees is hereby adopted. Each fee or service charge set forkh in this Resolution and shall be levied until fur#her resolution of this Council. Resolution No. 06-85 Page 1 of 5fi PAGE 10 Section 3: This Resolu#ion supersedes all prior resolutions on the same subjects including but not limited to City Council Resolution No. 05-99 Section 4: If any charge, fee, service charge, section, subsection, sentence, clause, phrase or word of this Resolution is far any reason held to be invalid by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Resolution. The City Council hereby declares that it would have passed and adapted this Resolution, and each and all provisions hereof, irrespective of the fact that one or more pravisions may be declared invalid. Section 5; That except as may be stated otherwise above, this Resolution shall be operative from and after adoption of resolution. ADOPTED this 17t" day of July, 200E #~ f ~ fLf\n ~ ~ r~ PAMELA STOKER,'-3 City Clerk STATE OF CALIFORNIA } COUNTY OF ORANGE } SS CITY OF TUSTIN } I, Pamr;la Stoker, 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. OEi-85 was duly passed and adopted at a regular meeting of the Tustin City Council, held on the 17~' day of July, 2005 by the fallowing vote: COUNCILMEMI3ERAYES: Davert, Hagen, Amante, Bone, Kawashima (5) COUNCILMEMBER NOES: (o) COUNCILMEMBER ABSTAINED; (a> COUNCELMEMBER AQSENT; (p) PAMELA STOKER, " City Clerk Resolution Na. 06-85 Pege 2 of 56 PAGE I I RDA RESOLUTION NO. 06-01 A RESOLUTION OF THE COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF TUSTIN, CALIFORNIA, ADOPTING THE AGENCY BUDGET AND APPROPRIATING FROM ANTICIPATED REVENUE OF THE AGENCY FOR THE FISCAL YEAR 20{}6-2007 WHEREAS, in accordance with goad fiscal policies, the Executive Director of the Tustin Community Redevelopment Agency has prepared and submitted to the Board of Directors a proposed Annual Budget far the 2006-2007 fiscal year, beginning July 1, 2006; and WHEREAS, Section 33334.3 of California Redevelopment Law provides that the amount of money spent from the Low and Moderate Income Housing Fund for planning and general administrative activities associated with the development, improvement and preservation of low and moderate income housing shall not be disproportionate to the amount actually spent far the cost of production, improvement ar preservation of that housing, and that the Redevelopment Agency shall determine annually that the expenditures from the Low and Moderate Income Housing Funds far each Redevelapm~nt Project Area for planning and administrative expenses are necessary far the production, improvement or preservation of the law and moderate income housing; and WHEREAS, the Board of Directors, as the legislative body of the Agency, has reviewed this proposed budget; NOW, THEREFORE, the Board of Directors of the Community Redevelopment Agency of the City of Tustin does hereby resolve, determine and order that the following sums of money are appropriated from the anticipated revenue of the Redevelopment Agency for the purposes stated during the 2006-2007 fiscal year, and that the expenditures from the Low and Moderate income Housing Fund for planning and administrative expenses for each Redevelopment Project Area are necessary for the production, improvement or preservation of low and moderate income housing. Operating Expenses $ $11,328 Debt Service 9,140, 750 Capital improvements 6,423,429 TOTAL APPROPRIATIONS 2006-2007 $ 16,375,507 PASSED AND ADOPTED at a regular meeting of the Community Redevelopment Agency of the City of Tustin held on the 17th day of July, 2006. RDA Resolution No. 46-01 Page 1 of 2 PAGE I2 DOUG DAB Chairperso ATTEST: PAMELA ST'UKEh City Clerk STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF TUSTIN ) I, Pamela Stoker, City Clerk and ex-officio Glerk of the Tustin Community Redevelopment Agency of the City of Tustin, California, do hereby certify that the whole number of the members of the Redevelopment Agency of the City of Tustin is five; that the above and forgoing RDA Resolution No. 06-01 was duly passed and adopted at a regular meeting of the Tustin Community Redevelopment Agency, held on July 17, 20U6, by the following vote: AGENCYMEMBERAYES: Davert, Hagen, AFnante, B©ne,_Kawashi.ma ~5~ AGENCYMEMBER NOES: (~> AGENCYMEMBER ABSTAINED: (o) AGENCYMEMBER ABSENT: [a~ ,. _ . `~ ~: PAI1/IELA STOKER -°' RECORDING SECRETARY RDA Resvlut~vn Nv. 06-01 Page 2 of 2 PAGE 13 This Page Intentionally Left Blank GENERAL INFORMATION CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - LOCAL GOVERNMENT ORGANIZATIONAL CHART CITY OF TUSTIN LOCAL GOVERNMENT ORGANIZATION CITIZENS OF ~~'` TUSTIN CITY MAYOR REDEVELOPMENT AGENCY CLERK CITY GQUNCIL CITY C T O N TREASURER I Y ATT R EY CITY MANAGER - -------------------- Jf COORDINATION AND ea©PERATION ASSISTANT C PRIVATE UTILITIES ITY MANAGER cableTv Electticry Natural Gas PARKS AND RECREATION CHIEF DEPUTY CITY CLERK Teiepnone SERVICES COMMUNITY DEVELOPMENT HUMAN RESOURCES CONTRACT SERVIGES F're Refuse Anlmal Control FINANCE PUBLIC WORK$ 8 WATER SPECIAL DI$TR1GT$ L~nrary Lighting Sewers POLICE Flood Control DEPARTMENT Re.HSSessment ~IStnd 95-t Pa~E16 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z ABOUT THE CITY A UNIQUE HISTORY People who know this area well sometimes refer to Tustin as "The City of the Trees." Although a variety of trees are responsible for this nickname, this is a distinctive quality of the area which dates back centuries, actually to the time of the early Spanish explorers. The first Europeans in Orange County came with the Portola Expedition in 1769. This expedition, which had two padres (including Father Juan Crespi) and a small contingent of the army, set out north to establish the string of missions throughout California. (Father Serra, who was in charge of this project, was not along on this expedition, remaining in San Diego to establish the mission there.) A few years later, the early Spanish Grijalva scouting party (The Anza Expedition, 1776) identified the area from Santiago Creek to Red Hill as EI Alisal, the Sycamore Grove. At that time, the land was dotted with massive, white-barked sycamore trees. It is of some note that three of the massive trees still exist, although today they are on private property. The American Indians living in the region when the Spanish first arrived spoke a dialect of the Shoshone language. Much of the Indian culture is only today being pieced together from archeological studies in the area. However, it is known that there had been an Indian village or gathering place around Red Hill. Although the Indians of that time were nomadic, when the Spanish came, they grouped the Indians according to which mission district they were in at the time, and turned them from fishermen and harvesters of seasonal nuts and berries into farm workers. The Indians who lived in what is today the Tustin area were called the "Gabrielino" Indians, for they were under the jurisdiction of the San Gabriel Mission. They were considered, according to the European standards of the time, to be "somewhat more sophisticated" than the "Juanenos" Indians, who were under the jurisdiction of the San Juan Capistrano Mission. The reason trees grew here was the same one which attracted Indians and then the early settlers - the availability of a dependable water supply, some of it from natural artesian wells that flowed from the ground. The water certainly attracted Juan Pablo Grijalva, who, in 1810, received a grant to use it for ty Bakersfield to Palm Springs oisneylan@ 8 tulles Los Anyeles 35 miles Pacific Ocean 10 miles Port of Los Angeles 31 miles Port of Lo+eg Beach 7b miles San Oiega 60 miles Mexico 703 tulles John WayneV Orange County Airport Smiles Los' Angeles international airpon !0 mfles PAGE D CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z ranching. Over the next generations, the land was divided between family members. In 1868, when a dispute within the family over ownership could not be resolved, the land was partitioned to be sold. Columbus Tustin, a Northern California carriage maker, and his partner Nelson Stafford, purchased 1,300 acres of what had been the Rancho Santiago de Santa Ana for the price of one dollar and fifty cents per acre. Mr. Tustin attempted to create "Tustin City," but sales of home sites were slow, and in the early 1870s he ended up giving free lots to anyone who would build a home. In 1877, Tustin lost out to Santa Ana as the Southern terminus of the Southern Pacific Railroad, and Columbus Tustin died in 1883, a bitterly disappointed man. Nonetheless, with the abundance of water, the community named after him gradually became established as an agricultural center. By the 1880s there were three churches, afifty-room hotel, a bank, and a horse drawn "tallyho" (trolley line) which connected Tustin to Santa Ana. By the turn of the century, groves of apricots and walnuts were gradually being replaced by the more profitable Valencia oranges. Tustin's reputation as an area leader in education was begun at this time, with a public school led by educator John "Zeke" Zeilian. In 1927, the population topped 900, and the voters elected to incorporate. During World War II, three military bases were established in nearby bean fields and unincorporated areas in proximity to Tustin: the Santa Ana Army Air Base, the EI Toro Marine Corps Air Station, and the navy's Lighter-Than-Air Base (where the huge hangers housed coast- patrolling blimps). In the 1950s, Tustin's growth began in earnest. Freeways, quality schools, and post-war industries attracted thousands of people. Builders developed the orchards and by 1970 the population had jumped to 32,000. Growth was a painful process as houses replaced orange groves. Old timers and newcomers alike had to adapt to each other, cope with new problems and situations, and expand facilities to handle increased patronage. And so tract after tract replaced grove after grove. With all the development, the next step was annexations to the City. Annexation became the major issue during the period from 1955 to 1965. One of the early annexations to the city was the Tustin Union High School campus. Although the school was built in 1921, it remained outside the city limits until annexation in 1957. During the 1950s the City increased 220 percent in size with annexations. The big leap came in the 1960s when the population increased a whopping 1,012 percent, going from 2,006 to 22,313 residents, and the land area increased from 434.23 acres to 2,214.77, or a 410 percent increase. Several large annexations greatly increased the city's area between 1971 and 1981. The Marine Corps Air Station was annexed to Tustin, adding 2,076 acres to the city. A few years later a total of 2,257 acres that had been in the Irvine Ranch agricultural preserve were annexed and are being developed as Tustin Ranch. Today, almost all the orchards are gone; now Tustin is an urban area. However, if you know where to look, you can still see signs of the City's proud history. Historic old buildings, some dating back to the 1880s, are maintained in "Old Town" on Main Street and EI Camino Real. The museum shows a living history of those times gone by. And there's more: three trees yet remain of those original massive sycamores. And finally, everywhere lining the streets, one still sees trees, trees and more trees in Tustin, The City of Trees. PAGE I8 CITY OF TUSTIN ' ~. 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - EDUCATION Tustin Unified School District (TUSD) has a long history of excellence that continues to grow and be enriched by the accomplishments of its students, teachers, staff and community. Established July 1, 1972, the District is located in Central Orange County and includes the City of Tustin, Tustin Ranch, portions of Santa h a ,the foothills portion of unincorporated Orange County, and portions of the City of Irvine (West Irvine and Northpark). The District currently serves 20,000 students and is enjoying an increase in the percentage of students from different cultural and ethnic backgrounds. The district comprises 17 elementary schools, five middle schools, two comprehensive high schools, a continuation high school, and adult and alternative education programs. Another elementary school and a high school are also in the planning stages. Of these, Arnold A. Beckman High School is scheduled to open September 2004. Moreover, in November 2002, the TUSD community overwhelmingly passed an $80 million measure that will help renovate and repair the District`s older schools. The District`s administrative offices are at 300 South "C" Street, Tustin, (714) 730- 7301. The District website is www.tustin.k12.ca.us. TUSD is committed to providing a rigorous and challenging curriculum for all K-12 students. Curriculum Standards, aligned with the California State Standards, have been adopted in math, language arts, history/social science and science. High standards of excellence in academics, visual and performing arts, and athletics are the hallmarks of Tustin schools along with a major emphasis on educational technology in the classrooms. Tustin schools consistently score well on state tests. Students at TUSD schools receive top scores among state schools on annual standardized tests. Both high schools' Scholastic Assessment Test (SAT) scores rank higher than state and national averages. The district's elementary schools have a strong focus on early literacy and incorporate a comprehensive phonics and literature program. In addition to the core curriculum, the elementary schools offer enriching programs in music and art. ELEMENTARY SCHOOLS fK-Sl Arroyo 11112 Coronel Road, Santa Ana Barbara Benson 12712 Elizabeth Way, Tustin Benjamin Beswic k 1362 Mitchell Avenue, Tustin Helen Estock 14741 North B Street, Tustin Guin Foss 18492 Vanderlip Avenue, Santa Ana Robert Heideman 15571 Williams Street, Tustin C.C. Lambert 1 151 San Juan Street, Tustin Loma Vista 13822 Prospect Avenue, Santa Ana W.R. Nelson 14392 Browning Avenue, Tustin Peters Canyon 26900 Peters Canyon Road, Tustin Ranch Jeane Thorman 1402 Sycamore Avenue, Tustin Ladera 2515 Rawlings Way, Tustin Ranch _ Myford 181 Trevino Drive, swine Red Hill 1 191 1 Red Hill Avenue, Santa Ana Tustin Memorial 12712 Browning, Tustin P,4GF. 19 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z The middle schools encompass grades 6-8 and offer an extensive elective program in addition to the core curriculum subjects. Students have opportunities to explore foreign language, computer classes, are music (including band and chorus), drama, and applied arts classes. An all-inclusive after-school program is also provided. NAbzE OF SCHOOL SCHOOL ADDRESS A.G. Currie 1402 Sycamore Avenue, Tustin Hewes 13232 Hewes Avenue, Santa Ana Pioneer 2700 Pioneer Road, Tustin Ranch Columbus Tustin 17952 Beneta Way, Tustin C.E. Utt 13601 Browning Avenue, Tustin Many residents choose to live and remain in Tustin because of the District's highly rated high schools. Their comprehensive academic curriculum includes extensive Honors and Advanced Placement (AP) programs. Both Foothill and Tustin High Schools are Digital High Schools and have received state and national recognition for their educational programs. HIGH SCHOOLS (9-12) NAME OF SCHOOL SCHOOL ADDRESS Hillview Continuation 19061 Foothill Boulevard, Santa Ana Foothill 19251 Dodge Avenue, Santa Ana Tustin 1171 EI Camino Real, Tustin There are many avenues for extracurricular activities, including the Model United Nations (MUN) program, outstanding visual and performing arts programs, and co-curricular athletic programs. Foothill and Tustin High Schools have produced many National Merit Scholars. Graduates from the District matriculate to the finest colleges and universities in the nation and nearly 90 percent of all District graduates attend colleges and universities. In the past decade, nine District schools have been recognized as either state or national distinguished schools. Two elementary schools are National Exemplary Schools, and a middle school and high school are National Blue Ribbon Schools. Five other schools - an elementary, two middle, and two high schools -are California Distinguished Schools. P,4GF. 2~ CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z BUSINESS Due to its favorable location, demographics and business environment, Tustin was identified in 1994 by California Business Magazine as one of the top four Best Places for Business in California (and the highest ranked urban city on the list). Tustin is home to several of the world`s largest and best known manufacturing companies. The business community of Tustin represents a broad spectrum of businesses. On the upper end large manufacturers such as Ricoh Electronics. Inc. are located here and these are complemented by a host of small sole proprietor and home-based businesses. The industrial parks that house Ricoh, Balboa Instruments and other manufacturers are predominantly in South Tustin near the former Marine base, now known as Tustin Legacy. Commercial business parks are also located in the same area and in the vicinity of Red Hill Edinger and Walnut Avenues. TUSTIN BUSINESSES TYPE OF BUSINESS NO.OF FIRMS ~~ PERCENT Professional, Scientific, and Technical Services 446 Health Care & Social Assistance 302 Wholesale Trade 217 Finance & Insurance Services 193 Retail Trade 173 Other Services (Except Public Administration) Real Estate, Rental, & Leasing Construction Unclassified Establishments Transportation & Warehousing Arts, Entertainment, & Recreation Management of Companies & Enterprises All Other Businesses 31 26 20 15 4 18.9% 12.8% 9.2% 8.2% 7.3% 6.0% 5.9% 5.6% 5.2% 2.1% 1.7% 1.3% 1.1% 0.8% 0.6% 0.2% Total Businesses Number of Employees ... Annual Payroll Data compiled by the Tustin Chamber of Commerce from US Census 2000 data. 2, 355 39, 320 $1.46 billion PAGE 2I This Page Intentionally Left Blank FINANCIAL SUMMARY CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - FUND BALANCE PROJECTIONS EXPENDITURE SUMMARY BY FUND Year End Projected Fund Balance Fiscal Year 200612007 Fund Description Audited Balance 06130105 05/06 05/06 Projected Projected Revenues Expenditures Projected Balance 06130106 06/07 06/07 Estimated Estimated Revenues Expenditures Estimated Balance 06130107 01 General Fund $12,526,869 $40,472,045 $41,398,364 $11,600,551 $42,557,680 44,880,602 $9,277,629 02 Capital Projects Fund-CIP 10,124,296 1,861,905 3,489,007 8,497,194 13,408,009 16,825,911 5,079,292 03 SCAQMD 138,197 85,500 199,741 23,956 85,500 85,500 23,956 04 Asset Forfeiture 63,529 52,500 25,000 91,029 52,500 25,000 118,529 OS Public Safety Augmentation 0 282,000 282,000 0 280,000 280,000 0 08 Measure M-Competitive 14,033,098 13,271,733 0 7,408,661 7,408,661 0 09 Measure M Turnback 1,097,673 1,089,255 163,700 2,023,228 1,106,482 2,579,626 550,084 10 Gas Tax 2,299,279 1,664,185 2,134,092 1,829,372 1,780,348 3,609,720 0 11 Park Development 4,733,581 911,002 496,464 5,148,119 90,000 5,238,119 0 12 Park Development Tustin Legacy 0 4,299,500 55,000 4,244,500 50,000 835,000 3,459,500 16 Supplemental Law Enforcement 21,722 119,482 139,938 1,266 121,500 122,766 0 18 Tustin Legacy Enterprise 198,370,575 3,071,881 4,011,370 197,431,086 9,240,000 9,436,966 197,234,120 2x CDBG 0 923,725 923,725 0 829,464 829,464 0 30 95-1 Construction 4,094,672 28,000 15,498 4,107,174 28,000 349,922 3,785,252 33 Community Facilities District 04-01 3,034,990 948,000 853,139 3,129,851 1,200,000 110,000 4,219,851 34 CFD Capitallmprovements 5,299,241 149,037 6,347,841 45,000,000 25,764,340 18,336,097 41 Tustin LLD 314,244 492,369 540,000 266,613 502,216 642,463 126,366 42 Tustin SLD 1,709,530 593,297 377,000 1,925,827 605,162 440,800 2,090,189 51 South Central Debt Svs 13,978,406 2,803,346 588,185 16,193,567 3,158,227 6,092,916 13,258,878 52 South Central RDA 434,403 75,779 5,990,916 5,965,137 0 53 South Central Set Aside 7,032,687 945,332 93,496 7,884,523 1,014,099 182,914 8,715,708 54 Marine Base Debt Service 1,936,057 2,569,068 63,853 4,441,272 2,623,825 250,513 6,814,584 55 Marine Base RDA 1,125,393 172,933 0 175,513 175,513 0 56 Marine Base Set Aside 795,377 683,868 110,011 1,369,234 697,546 123,679 1,943,100 57 Town Center Debt Service 6,780,547 2,859,090 2,547,404 7,092,233 3,213,562 2,797,321 7,508,474 58 Town Center RDA 611,995 197,802 862,021 712,919 0 59 Town Center Set Aside 3,629,227 890,457 376,016 4,143,668 875,882 212,189 4,807,360 70 Water Utility 2,479,898 9,337,284 10,426,819 1,390,363 11,153,000 10,535,321 2,008,042 73 Water CIP 6,402,170 176,609 2,640,140 3,938,639 16,180,000 18,727,445 1,391,194 81 WorkersCompensation 775,171 1,260,859 548,274 1,487,756 1,387,104 736,951 2,137,910 82 Liability 985,606 1,115,122 558,224 1,542,504 250,000 477,900 1,314,604 83 Unemployment 269,254 0 7,540 261,714 0 10,000 251,714 84 Equipment Replacement Fund 3,627,337 1,102,219 1,367,639 3,361,917 950,944 653,647 3,659,214 TOTALALLFUNDS $289,858,612 $96,991,826 $94,497,727 $292,352,712 $172,878,161 $167,119,225 $298,111,647 PacE 24 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - GENERAL FUND EXPENSES FY 2006-07 General Fund Expenses Community Development 7.1 Public Works 19.8% Administration 7.0% Legislation 2.0% Non- Departmental 1.6% Parks and Recreation 6.1 Fire 10.7% Police PacE 25 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z GENERAL FUND RESOURCES FY 2006-07 General Fund Revenue Interest Income 0.2% Transfers from funds 5.6% Recreation I 1.7% Fines & Forfeit 1.6% Sales Tax 11.5 34.6% All other sources Licenses Permits e o°i r___ PrnnarFv Tairac arty Taxes in ieu VLF 10.2% Motor Vehicle in Lieu 1.4% ranchise Fees 2.9 PacE 26 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z CAPITAL IMPROVEMENT PROJECTS FY 2006-07 Capital Improvement Projects Public Facilities, $25,667,784 -~ Transportation Facilities, $27,670,476 Park Facilities, $5,119,819 Traffic Control Facilities, $1,575,000 Reassessment District 95-1, $349,922 Legacy, 97,064 PAGE Z ~ Flood Control Facilities, $1,040,943 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TOTAL BUDGET RESOURCES FY 2006-07 Total Revenue Community Facilities District Fund, $46,200,000 Tustin Legacy Enterprise Fund, $9,240,000 General Fund, $42,667,680 CIP Fund, $13,408,009 Park Funds,~~ $90,000 AIIOtherSources,_~ $617,600 Internal Service Funds, $2,688,048 Water Enterprise Funds, $27,333,000 RDA Funds, $18,611,691 PAGE ZS Measure M Funds, $8,616,143 Gas Tax Fund, $1,780,348 DBG Fund, $829,464 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z TOTAL BUDGET EXPENSES FY 2006-07 Total Expenses Community Facilities District Fund, Park Fnnrlc 25,874,340 General Fund, All Other Sources, $1,698,188 Internal Service Funds, $1,878,498 Water Funds, $29,262,766 RDA Fur $16,513, ~.. CIP Fund, $16,825,911 Measure M Funds, $19,194,663 PacE 29 Tustin Legacy ~ ~ 3,609,720 Enterprise Fund,J gpecial District Funds~CDBGFund, $9,436,966 $1,083,263 $829,464 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TOTAL EXPENSES-ALL FUNDS Fiscal Year 2006-07 CIP, $96,048,453 Operating, $71,070,772 PacE 30 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - SALES TAX REVENUE Sales Tax $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 PAGE 31 00-01 01-02 02-03 03-04 04-05 05-06 06-07 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - GANN LIMIT FY 2006-07 APPROPRIATIONS LIMIT Article XVI B of the California Constitution (enacted with the passage of Proposition 4 in 1979 and modified with the passage of Proposition 111 in 1990) restricts the appropriations growth rate for cities and other local jurisdictions. The growth rate is tied to changes in the population and the change in California Per Capita Personal Income. On May 1, 2006, the State Department of Finance notified each city of the population changes and per capita personal income factor to be used in determining appropriation limits. Effective January 1, 2006, the change in the California Per Capita Personal Income is 3.96% and the change in Orange County's population is 1.63%. Attached is the City's calculation for the permitted appropriations growth rate based on the above information from the State. In accordance with state law, the FY 1986-87 appropriation limit is to be used as the base year in calculating annual appropriation limits thereafter. The City of Tustin's FY 2006-07 Appropriation Limit is 3.8912 times the base year limit of $14,249,831, which equals $55,448,952. Total appropriations for FY 2006-07, subject to the limitation equal $44,880,602, which is $10,568,350 below the City's FY 2006-07 Appropriations limit of $55,448,952. City of Tustin Appropriat ions Limits Appropriations Limit for the Base Year Ending June 30, 1987: $14,249,831 (a) (b) (a)x(b) Per Capita Current P. Income Population Calculation Cumulative Amended Fiscal Year Change Change Factor Factor Limit 1987-88 1.0347 1.0199 1.0553 1.0553 $15,037,847 1988-89 1.0466 1.0579 1.1072 1.1684 $16,649,876 1989-90 1.0519 1.0238 1.0769 1.2583 $17,930,838 1990-91 1.0421 1.0435 1.0874 1.3683 $19,498,555 1991-92 1.0414 1.0273 1.0698 1.4639 $20,860,143 1992-93 0.9936 1.0615 1.0547 1.5440 $22,001,327 1993-94 1.0272 1.0687 1.0978 1.6949 $24,152,367 1994-95 1.0071 1.0415 1.0489 1.7778 $25,333,288 1995-96 1.0472 1.0508 1.1004 1.9563 $27,876,693 1996-97 1.0467 1.0373 1.0857 2.1240 $30,266,894 1997-98 1.0467 1.0283 1.0763 2.2861 $32,576,913 1998-99 1.0415 1.0337 1.0766 2.4612 $35,072,257 1999-00 1.0453 1.0396 1.0867 2.6746 $38,112,807 2000-01 1.0491 1.0401 1.0912 2.9185 $41,587,510 2001-02 1.0782 1.0172 1.0967 3.2008 $45,610,895 2002-03 0.9873 1.0143 1.0014 3.2053 $45,675,589 2003-04 1.0231 1.0124 1.0358 3.3201 $47,310,156 2004-05 1.0328 1.0090 1.0421 3.4598 $49,301,686 2005-06 1.0526 1.0113 1.0645 3.6829 $52,481,368 2006-07 1.0396 1.0163 1.0565 3.8912 $55,448,952 06-07 Factors as reported by the State Department of Finance Per Capita Personal Income change over Prior Year: 3.96% Population Change: City of Tustin: 1.63% Orange County:.83% PacE 32 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TUSTIN'S ECONOMIC ANALYSIS AND FISCAL SUMMARY SALES TAX Sales Tax is the largest single source of revenue for the City of Tustin, and accounts for 49% of total General Fund Revenue. For fiscal year 2006-07, staff projects sales tax revenues to be $20.7 million, 11 % above the $18.6 million projected for fiscal year 2005/06. Actual sales tax receipts for 2005/2006 came in at $18,912,723, which is an increase of more than 50% since the Tustin Marketplace was developed in 1991. The City has seen an average increase of 4.5% in the last 10 years. Staff roughly projects a conservative 3.5% increase for the next five years. This takes into consideration continued economic development within Tustin (Old Town, Tustin Legacy), economic analysis reports, and consumer confidence reports. The sales tax is imposed on retailers for the privilege of selling at retail, or on users in California of property purchased outside the State. All taxable retail sales within the City are currently charged a 7.75% tax. This is collected by the State and distributed to the cities on a quarterly basis with advances being paid monthly. Quarterly adjustments are made to reflect actual funds collected. The distribution of sales is as follows: the City receives 1 %, the transportation authority receives .75%, the State receives .5%, and the County receives .5% for health and welfare programs and .5% for public safety Proposition 172. PROPERTY TAX Property taxes are assessed and collected by the counties up to 1 % of assessed value, plus other increases approved by the voters. The property taxes go into a pool, and are then allocated to the cities based on complex formulas. Accordingly, the City of Tustin accrues only those taxes, which are received within 60 days after year-end. Property Tax revenues continue to increase to a projected $6.8 million for fiscal year 2006/07. The percentage of Property Tax going to the General Fund hovers around 16%, compared to most cities within Orange County. The economy still shows strength, unemployment is down and interest rates remain in the 6.0% range; all are factors conducive to increasing home sales. North Tustin is nearing build-out (as evident in the decrease of building permits), but the expected development of Tustin Legacy should offset North Tustin and continue the growth of Tustin. Staff projects an average of 5.5% property tax growth within the next five years, with strong growth in the later two years. There is also the Property Transfer Tax, which is imposed on the transfer of real property. The County is authorized to levy the tax at a rate of $.55 per $500 of the sale value, exclusive of any lien or encumbrance remaining at the time of sale. The City receives $0.275 per $500 value, exclusive of any lien or remaining encumbrance. Nearly every city in California has enacted this tax. The City projects a small increase in revenue as a result of an improving economy. Revenue dropped in 1994 as a result of the recession and has recovered as property values have increased. PAGE 33 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - BUSINESS LICENSE TAX The Business License Tax is imposed on businesses for the privilege of conducting business within the City. The business license tax serves a variety of purposes. In addition to the basic cost of doing business in Tustin, the tax lets us know who and what kinds of business are in or want to enter Tustin. Further, the tax helps confirm sales tax payment levels. An amount equal to the business license tax, approximately $300,000 annually, has been dedicated to the Capital Improvement Reserve and, as such, is the City's first major tax source to be dedicated to infrastructure maintenance and repair. Note: Regulatory fees can only be levied to cover the costs of regulation FRANCHISE Franchise Tax is a fee on privately owned utility companies and other businesses using the City's right-of- way. Types of businesses which are frequently required by City ordinance to pay "franchise" fees include: public utilities (gas, water, electricity), companies which conduct business on City streets (taxicabs and private ambulances), and cable television companies. Franchise fees are a General Fund revenue and available for any purpose of the General Fund. TRANSIENT OCCUPANCY TAX Transient Occupancy is a tax imposed for the privilege of occupying a room(s) in a hotel, inn, motel, tourist homes, or other lodging facility, unless such occupancy is for a period of 30 days or more. Rates are set at local discretion and range from 1 % to 10%, with an average of 7.3%. The City's rate is 80/.D. The increase in transient occupancy revenue is mainly a result of the increasing local economy. Note: Over 325 California cities have a Transient Occupancy Tax. Some cities provide exemptions to this tax for federal government employees traveling on official business. LICENSE & PERMITS The California Constitution, through the police power as well as various statutes, allows cities the authority to engage in certain regulatory activities in the interest of the overall community. Cities may charge license and permit fees as a means of recovering the cost of regulation. Animal, bicycle, and a variety of construction permits are examples. Most revenue for licenses and permits is unrestricted and can be used for any General Fund purpose. Note: The revenue swings are reflective of the local economic swings. PacE 34 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - FINES Cities share with the County all fines collected upon conviction of a misdemeanor, or an infraction in any municipal or justice court, and bail moneys forfeited from such action. Distribution depends upon what violation, fines, or forfeiture are derived, and the employing agency of the arresting officer. While parking citation fines are set by the Council, a portion of these fines also go to the County. There are two primary sources of fines: parking citations and moving traffic violations. In 1999 the State ended the "shift" of most proceeds of city fines arid, as such, revenue will nearly double from 1998 levels. INTEREST Interest income is earned on the investment of temporary idle cash. All cash in the City, except Redevelopment, is pooled for investment purposes. The interest earned is prorated to individual funds on the basis of cash ownership. Interest earnings should start to increase for two reasons, an increase in both interest rates and cash available for investment purposes. Cash balances have increased from $7 million at the end of 1994/95 to over $70 million at the end of 2005/2006. The City should continue to see higher interest earnings. SERVICE CHARGES A Service Charge is a fee imposed upon the user for a service provided by the City. Because certain services are primarily for the benefit of an individual rather than the general public, the individual benefiting from the service should pay the cost. The charge is limited to the cost required to provide the service. The City evaluates costs annually and recommends appropriate levels to the City Council. Cities have turned to user fees as the principal means of recovering costs for clearly identified services. The City's increase is mainly the result of improving revenue collection capabilities. INTERFUND CHARGES Interfund Charges are the charges made by General Fund staff working in support of Non-general Fund activities. The charges are based on total employee costs assessed against an estimate of hours to be spent on individual fund operations. The charges are assessed quarterly and reconciled at year-end to the actual costs. Prior to 1990, the General Fund did not recover costs for providing staff support to other funds. The cost centering program has generated over $20 million in recovered General Fund costs since starting the program in 1990. General Fund staffing charges are now $2.5 million and should remain reasonably stable if the city's costs remain stable. PacE 35 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - BUDGET POLICY An operating budget, including proposed revenue expenditure levels for all City funds, is presented and adopted annually by the City Council. Operating expenditures shall not exceed operating revenues and available resources in the proposed or adopted budget. The adopted budget serves as the annual financial plan for the City. This financial plan sets the annual allocation of available resources based on the goals, objectives, and the level of services as determined by the Council. The adopted budget is prepared on a basis consistent with generally accepted accounting principles (GAAP). FINANCIAL STRUCTURE The financial structure for the City consists of funds, departments, programs, objects, and project numbers. There are ten fund and account groups which include the General Fund, Special Revenue Funds, Debt Service Funds, Capital Projects Funds, Enterprise Funds, Internal Service Funds, Trust and Agency Accounts, Fixed Asset Accounts, General Long Term Debt and Treasurers Accounts. Within each fund group are funds and programs which are described in more detail in the budget detail. The following is a description of the City's major funds and the activities included within the funds. The Trust and Agency, Fixed Asset, and Treasurers Accounts are not subject to budgetary appropriation. GENERAL FUND REVENUE The General Fund is the major operating fund of the City. Major revenue sources include: property taxes, sales taxes, utility users tax, intergovernmental revenue, business licenses, service charges, and interfund charges. Police services are the largest expenditure of this fund. The other activities included in this fund are City Council, City Attorney, City Manager, City Clerk, Administrative Services, Finance, Public Works and Community Services. SPECIAL REVENUE FUNDS Special revenue funds are used to account for specific revenues that are legally restricted to expenditure for particular purposes. The Park Dedication Fund accounts for payments assessed against new residential developments to support community parks. Amounts are required to be used for acquisition and improvement of City parks. The Special Gas Tax and Street Improvements Funds account for revenues and expenditures apportioned under the Streets and Highways Code of the State of California, Measure M sales taxes, and various grants programs available for street-related expenditures. Expenditures may be made for any street-related purpose in the City's system of streets, including maintenance thereof. The Traffic Impact Fee Fund accounts for fees paid by developers for future traffic mitigation projects. The Municipal Lighting Fund accounts for the City's share of property taxes collected under the Municipal Lighting District Act of 1919. Property taxes are collected by the County and paid to the City for operating and maintaining the municipal lighting district. PacE 36 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - The Community Promotion Fund accounts for assets generated by the sale of the City's cable franchise. Interest earnings and the proceeds of the sale are used to fund various cable television broadcast costs and community promotion activities. The Housing and Community Development Fund accounts for Federal Grants received from the Department of Housing and Urban Development ("HUD"). The grants are to be used for the development of a viable community by providing decent housing, a suitable living environment, and expanding economic opportunities, principally for persons of low and moderate income. The Special Police Services Fund accounts for the regional and local narcotics suppression program, Federal Grants related to crime prevention, the Westminster Mall police patrol, County Stolen Vehicle Task Force and Orange County Meth Lab. The Community Services Fund is aself-sustaining fund that accounts for special recreation classes provided to the public. Youth Employment accounts for the Joint Powers Training Administration (JPTA) money received from the County to employee low-income youth. The General Environment/Emergency Fund accounts for State AB2766 funding for the City's Clean Air/Rideshare program. These funds can only be used to fight air pollution. The Community Development Fund is aself-sustaining fund that accounts for building, planning, business license related services, and the State funded used oil recycling grant. DEBT SERVICE FUNDS The debt service fund is used to account for the accumulation of resources and payment of principal and interest from governmental resources when the government is obligated in some manner for the payment. The City charges debt costs to the responsible operating account CAPITAL PROJECTS FUNDS Capital project funds are used to account for the acquisition and construction of major capital facilities other than those financed by proprietary funds and trust funds. The Capital Improvements Fund accounts for City Projects funded by various sources The Redevelopment Projects Fund accounts for the proceeds of notes and advances, and the expenditures of such funds for improvement, reconstruction and redevelopment projects within the specified boundaries of the Tustin Redevelopment Agency, as well as the administrative expenditures occurred in sustaining Agency activities. PAGE 37 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z ENTERPRISE FUNDS Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the government is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or where the government's council has decided that periodic determination of net income is appropriate for accountability purposes. The Water Utility Fund accounts for the construction supply of water, and maintenance of water meters, collection of receivables. and maintenance of the water system, production and as well as customer service, meter reading, billing and INTERNAL SERVICE FUNDS Internal service funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the government and to other government units on a cost reimbursement basis. The Liability Administration Fund accounts for the administration of the City's liability insurance and payment of any related claims. The Employee Benefit Funds finance the City's retirement, group medical, vision, dental, unemployment and employee life insurance. The Worker's Compensation Fund accounts for the City's worker's compensation insurance, claims, and related legal costs. The Motor Pool/Equipment Fund accounts for maintenance and replacement of City owned vehicles and equipment. TRUST AND AGENCY FUNDS Trust funds are used to account for assets held by the government in a trustee capacity. Agency funds are used to account for assets held by the government as an agent for individuals, private organizations, other governments and other funds. REVENUE PROJECTIONS Revenue sources are the resource to be allocated in the budget process. As such, analyses of the existing revenue resource are critically important to both the quality of life, as well as the safety of the community. The development and maintenance of diversified and reliable revenue streams will be the primary revenue policy of the City. The City should focus its efforts to optimize existing revenue sources and developing potential new revenue sources. A revenue forecast for the upcoming budget year and the four subsequent years will be presented annually Revenue projections for budget and future estimates should be estimated conservatively using information provided by State and other governmental agencies, trending of historical information, and other relevant information. PacE 38 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - Sources of revenues will be evaluated regularly to determine their applicability and relevance to City operations. To the extent possible, revenues shall be associated to operating programs, and where not so associated, designated to public safety. Fees and charges for services will be evaluated and, if necessary, adjusted regularly. The City's objective in setting fees and charges for services is to achieve an appropriate level of cost recovery for services that are not provided to, or do not benefit, the community as a whole. Interfund Charges-Interfund charges will be assessed for work done in one operating fund for another operating fund. Charges should be fully burdened, including salaries, benefits, and a percentage of fixed asset charges, and recovered to the originating fund as an interfund revenue source. General Administrative and Overhead Charges should be assessed against all funds receiving general administrative, safety, and maintenance services from the City. Administrative and overhead charges should be assessed against all supported funds at a rate of 10% of budgeted expenditures. Charges should be assessed monthly based on actually expenditure history and transferred to the general fund as interfund revenue. EXPENDITURE APPROPRIATIONS Expenditures are the result of revenue, or resource allocation, and should result in providing important public services. As such, expenditures should always be undertaken in a manner consistent with cost effective public management resulting in a responsible public practice. The following are basic expenditure guidelines. Expenditures should be forecasted for the upcoming budget year and the four subsequent years. Expenditures will be estimated conservatively using information provided by State and other governmental agencies, trending of historical information, and other relevant information. A good internal accounting and financial control structure shall be maintained assuring that only properly authorized expenditures are made during the budget year. The level of expenditure control will be at the fund level. No fund may exceed appropriations without specific City Council authorization. All appropriations, except capital project or grant funded programs, lapse at the end of the fiscal year to the extent hat they have not been expended or encumbered. Obligations of the City are recognized when incurred. Encumbrances are used for outstanding commitments. Encumbrances outstanding at year-end will be carried over to the next fiscal year and are automatically reappropriated for inclusion in the next fiscal years budget. PacE 39 CITY OF TUSTIN ' ~. 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - Budget Levels-In order to assure that departments do not receive an over allocation of resources, annual budget should be set in accordance with well developed performance measures. Department performance measures should detail operating costs, including: • Basic services of each department; • Cost per unit of services provided; • Actual units of each service provided; and • Specialized services or materials required to perform services. These operating performance measures are part of the budget process. Budget increases must be tied to improved service levels. Exceeding Adopted Budgets-Departments should not exceed their annual appropriation. Departments that do exceed adopted budgets shall prepare a report indicating (1) Reason for exceeding budget, (2) Alternatives considered before overspending budget, and (3) Plan for reducing expenditures to authorized allocation levels, if an increase or reallocation of resources is not approved. Consultant Use-Prudent use of professional consulting services can provide a valuable cost effective supplement to responsible financial and operational management. Determining the cost effectiveness and necessity of consulting services is the responsibility of the proposing department. In proposing use of consulting services, a proposal should include appropriate justification, including: The service provided is legally required to be provided by an independent party. The project is one-time in nature and would not proceed without supplementing existing staff. The project requires a specific type of expertise unavailable on City staff. Consulting services should not be considered a substitute for appropriate staffing levels or a means of circumventing authorized staffing levels. Contracting Services - To the extent practical, City services should be competitively priced and cost effective. Competitiveness of the City services should be clearly demonstrated. Such demonstration may include comparison to similar services privately run, basic cost per unit, or comparison to other available and reasonable measures. When considering private contract services, the following should be considered: (1) level of service; (2) quality of service; (3) service guarantees; and (4) retention, transfer of existing employees. Whenever contracting services are being considered, City employees may submit proposals to conduct service. Any contract service displacing City employees should clearly state that displaced City employees must be offered an opportunity to join the private company. P,acF 40 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PERS The City of Tustin contributes to the California Public Employees Retirement System (PERS), an agent multiple-employer public employee defined benefit pension plan. PERS provides retirement and disability benefits, annual cost-of-living adjustments, and death benefits to plan members and beneficiaries. PERS acts as a common investment and administrative agent for participating public entities within the State of California. Participants are required to contribute 7% (9% for safety employees) of their annual covered salary. The City makes the contribution required of City employees on their behalf and for their account. The City is required to contribute the remaining amount necessary to fund the benefits for its members, using the actuarial losses recommended by the PERS actuaries and actuarial consultants and adopted by the Board of Administration. DEFERRED COMPENSATION The City offers its employees deferred compensation plans created in accordance with Internal Revenue Code Section 457. The City has two plans; one is available to all City employees and the other for certain named employees that permitted them to defer a portion of their salary until future years. The deferred compensation is not available to employees until termination, retirement, death, or unforeseeable emergency. In fiscal year 1998-99, the plans were amended so that the assets of the plans are now held in trust for the exclusive benefit of the participants and their beneficiaries and no longer subject to the claims of the City's general creditors. The plan assets that are administered by an outside party in accordance with Governmental Accounting Standards Board Statement No. 32, Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans, have been removed from the financial statements of the City. The assets for the plan for which the City performs the investment function and administration are recorded in the Expendable Trust Fund. SELF-INSURANCE PROGRAM/RISK POOL The City maintains self-insurance programs for workers' compensation, general public liability, and auto liability. Claims are processed by an outside insurance service that administers the programs. The general and auto liability and workers' compensation program provides for self-insurance up to a maximum of $20,000 and $275,000, per incident, respectively. General liability claims that exceed the limit are insured through Orange County Cities Risk Management Authority (OCCRMA) up to a maximum per incident of $10,000,000 and $20,000,000 annual aggregate. Workers' compensation claims that exceed the limit are insured by OCCRMA up to the California statutory limits for workers' compensation. PAGE 41 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z CLASSIFICATION AND COMPENSATION PLAN PERSONNEL BUDGETING Director, Community Development Director, Finance Anse Technician City Clerk I I I Lead Contract Coordinator Crime Analyst Custodian (inc. 2part-time) Director Public Works/City Engineer Director, Community Development Director, Finance Director, Human Resources Director, Parks & Recreation Engineering Aide Engineering Services Manager Equipment Mechanic Equipment Operator Executive Coordinator Executive Secretary Field Services Manager Human Resources Analyst Human Resources Assistant Information Technology Specialist (inc. 1 part time) Plan Checker/Senior Building Inspector Police Captain Police Chief Police Communications Supervisor Police Fleet Coordinator Police Lieutenant Police Offcer Police Records Supervi si or Police Recruit Police Sergeant Police Services Offcer I (inc. 2 part time) Police Services Offcer II Police Services Offcer III Police Support Services Administrator Police Support Services Manager Police Support Specialist -Records Lead Police Support Specialist (inc 1 part-time) Police Services Offcer Supervisor Principal Engineer Principal Human Resources Analyst (continued on next page) 3.5 0.0 3.5 $3,066-$3,744 TMEA 8.0 0.0 8.0 $3,580-$4,371 TMEA 1.0 1.0 2.0 $6,139-$7,496 MGMT 1.0 0.0 1.0 $10,956-$13,378 EMGMT 1.0 0.0 1.0 $7,821-$9,550 MGMT 1.0 0.0 1.0 $6,078-$7,422 MGMT 2.0 0.0 2.0 $5,219-$6,373 TMEA 0.0 2.0 2.0 $4,339-$5,298 TMEA 3.0 0.0 3.0 $5,928-$7,239 TMEA 5.0 3.0 $4,806-$5,869 TMEA 3.0 2.0 5.0 $4,437-$5,418 TMEA 1.0 0.0 1.0 $7,667-$9,362 MGMT 2.0 0.0 2.0 $3,305-$4,036 TMEA 1.0 0.0 1.0 $3,465-$4,232 TMEA 1.0 0.0 1.0 $6,405-$$7,821 MGMT 1.0 0.0 1.0 $16,671 N/A 3.0 0.0 3.0 $4,264-$5,206 TMEA 2.0 1.0 3.0 $3,810-$4,653 TPSSA 6.0 1.0 7.0 $4,006-$4,891 TPSSA 4.0 2.0 $4,426-$5,405 TPSSA 2.0 0.0 2.0 $3,397-$4,148 TMEA 0.0 1.0 1.0 TBD MGMT 1.0 0.0 $4,516-$5,514 SUP 0.0 1.0 1.0 $4,339-$5,298 TPSSA 5.0 0.0 5.0 $3,074-$3,754 TMEA 1.0 0.0 1.0 $10,065-$12,290 EMGMT 1.0 0.0 1.0 $9,385-$11,460 EMGMT 1.0 0.0 1.0 $9,362-$11,431 EMGMT 1.0 0.0 1.0 $8,514-$10,397 EMGMT 1.0 0.0 1.0 $8,773-$10,713 EMGMT 1.0 0.0 1.0 $4,066-$4,965 TMEA 1.0 0.0 1.0 $7,860-$9,598 MGMT 3.0 0.0 3.0 $3,810-$4,653 TMEA 3.0 0.0 3.0 $3,652-$4,460 TMEA 1.0 0.0 1.0 $4,460-$5,446 CONF 1.0 0.0 1.0 $3,887-$4,747 CONF 1.0 0.0 1.0 $6,784-$8,284 MGMT 2.0 1.0 $4,830-$5,898 CONF 1.0 1.0 2.0 $3,820-$4,665 CONF 3.5 1.0 4.5 $4,549-$5,555 TMEA 5.0 0.0 5.0 $3,986-$4,867 TMEA 3.0 1.0 4.0 $4,782-$5,840 MGMT 2.0 0.0 2.0 $3,128-$3,820 TMEA 0.0 1.0 1.0 $4,339-$5,298 TMEA 6.0 0.0 6.0 $3,397-$4,148 TMEA 1.0 0.0 1.0 $3,607-$4,404 TMEA 1.0 2.0 3.0 $5,219-$6,373 TMEA 2.0 0.0 2.0 $5,219-$6,373 TMEA 2.0 1.0 $9,107-$11,121 MGMT 1.0 0.0 1.0 $10,956-$13,378 EMGMT 1.0 0.0 1.0 $4,965-$6,063 SUP 0.0 1.0 1.0 $4,006-$4,891 TPSSA 5.0 4.0 $7,860-$9,598 TPMA 72.0 70.0 $5,065-$6,185 TPOA 1.0 0.0 1.0 $4,448-$5,432 SUP 0.0 0.0 0.0 $3,589 TPOA 14.0 4.0 18.0 $6,716-$8,201 TPMA 4.0 2.0 6.0 $3,527-$4,306 TPSSA 5.0 4.0 $3,716-$4,538 TPSSA 5.0 0.0 5.0 $4,006-$4,891 TPSSA 1.0 0.0 1.0 $6,784-$8,284 MGMT 1.0 0.0 1.0 $5,753-$7,025 MGMT 2.0 0.0 2.0 $3,423-$4,179 TPSSA 11.5 10.5 $3,097$3,782 TPSSA 0.0 1.0 1.0 $4,448-$5,432 SUP 2.0 0.0 2.0 $7,007-$8,557 MGMT 1.0 0.0 $6,502-$7,939 MGMT PacE 42 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET - Principal Planner 0.0 0.0 0.0 $6,852-$8,367 MGMT Property & Evidence Supervisor 1.0 0.0 1.0 $4,179-$5,103 SUP Property & Evidence Technician 2.0 0.0 2.0 $3,527-$4,306 TPSSA Public Works Inspector 2.0 0.0 2.0 $4,460-$5,446 TMEA Receptionist 0.0 0.0 0.0 $1,671-$2,041 TMEA Recreation Coordinator 4.0 0.0 4.0 $3,986-$4,867 SUP Recreation Superintendent 1.0 0.0 $6,185-$7,553 MGMT Recreation Supervisor 2.0 0.0 2.0 $4,735-$5,782 MGMT Redevelopment Program Manager 3.0 1.0 $7,257-$8,861 MGMT Redevelopment Project Manager 0.0 2.0 2.0 $6,185-$7,553 TMEA Reproduction Operator 1.0 0.0 1.0 $3,191-$3,897 TMEA Senior Accounting Specialist (inc. 2 part time) 2.5 2.25 $3,735-$4,561 TMEA Senior Center Van Driver (inc. 1part-time) 0.5 0.0 0.5 $2,607-$3,184 TMEA Senior Human Resources Analyst 0.0 1.0 1.0 $5,597-$6,835 MGMT Senior Information Technology Specialist 1.0 0.0 1.0 $5,272-$6,437 MGMT Senior Maintenance Worker 14.0 0.0 14.0 $3,440-$4,200 TMEA Senior Management Analyst Finance 1.0 0.0 1.0 $5,053-$6,170 CONF Senior Planner 2.0 0.0 2.0 $6,486-$7,919 MGMT Senior Project Manager 1.0 0.0 $7,131-$8,708 MGMT Senior Public Works Inspector 1.0 0.0 1.0 $5,129-$6,263 MGMT Senior Redevelopment Project Manager 1.0 0.0 1.0 $7,131-$8,708 MGMT Sports Program Specialist 1.0 0.0 1.0 $3,059-$3,735 TMEA Transportation & Development Svcs Manager 0.0 1.0 1.0 $7,860-$9,598 MGMT Water Equipment Operator 2.0 0.0 2.0 $3,726-$4,549 TMEA Water Maintenance Leadworker 1.0 0.0 1.0 $4,026-$4,916 TMEA Water Maintenance Supervisor 1.0 0.0 1.0 $5,027-$6,139 MGMT Water Maintenance Worker I 4.0 1.0 5.0 $3,128-$3,820 TMEA Water Maintenance Worker II 3.0 2.0 $3,616-$4,415 TMEA Water Quality Coordinator (NPDES) 0.0 1.0 1.0 TBD TMEA Water Services Manager 1.0 0.0 1.0 $8,201-$10,014 MGMT Water Treatment Operator I 0.0 0.0 0.0 $3,907-$4,771 TMEA Water Treatment Operator II 3.0 0.0 3.0 $4,107-$5,015 TMEA Water Treatment Supervisor 1.0 0.0 1.0 $6,002-$7,330 MGMT Total Full-Time Regular Allocated Positions 285.5 10.75 296.25 Administrative Intern $12.01/h r. Off ce Assistant $16.09-$19.65/hr. Community Services/Recreation Leader $8.95-$10.93/hr. Community Services/Recreation Leader B $10.06-$12.291/hr. Maintenance Aide $9.69-$11.83/hr. On Call Communications Officer II $23.11-$28.22 Planning Technician $17.82-$21.76/hr. Police Cadet $9.52-$11.63/hr. Police Reserve Officer $14.02-$21.60/hr Property & Evidence Technician $19.94-$24.35/hr. Receptionist $9.64 - $11.78/hr. Recreation Program Assistant $12.57-$15.34/hr CONF -CONFIDENTIAL E-EXEMPT EMGMT-EXECUTIVE MANAGEMENT MGMT-MANAGEMENT SUP -SUPERVISORY TMEA-TUSTIN MUNICIPAL EMPLOYEES ASSOCIATION TPMA-TUSTIN POLICE MANAGEMENT ASSOCIATION TPOA-TUSTIN POLICE OFFICER'S ASSOCIATION TPSSA-TUSTIN POLICE SUPPORT SERVICES ASSOCIATION Part-time temporary and intermitent employees -requires PERS membership if employment exceeds 1,000 hours in a fscal year Note: This Plan incorporates adjustments/changes made throughout fy 05/06 and includes existing/ anticipated staffing for fy 06/07 PacE 43 This Page Intentionally Left Blank LEGISLATION CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - LEGISLATION POSITION CONTROL REPORT 05-06 05-06 05-06 06-07 06-07 CURR YTD VACAN- ADOPTED NEW POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ City Clerk Chief Deputy City Clerk Administrative Secretary Office Support Specialist Reproduction Operator 01-102 1.0 1.0 - 1.0 01-102 1.0 1.0 - 1.0 01-102 1.0 - (1.0) 1.0 01-102 1.0 1.0 - 1.0 4.0 3.0 (1.0) 4.0 LEGISLATION TOTAL 4.0 3.0 (1.0) 4.0 PacE 46 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - LEGISLATION EXPENDITURE SUMMARY Expenditure Summary 03/04 04/05 05/06 05/06 06107 (By Fund) Actual Actual Cur Bud Projection Appropriated Legislation City Council Personnel $ 113,528 $ 115,739 $ 148,600 $ 148,600 $ 133,628 Operations $ 40,993 $ 46,777 $ 41,300 $ 37,300 $ 39,599 Capital $ - $ - $ - $ - $ - 01-101 $ 154,521 $ 162,516 $ 189,900 $ 185,900 $ 173,227 City Clerk Personnel $ 267,571 $ 282,578 $ 285,784 $ 285,784 $ 331,738 Operations $ 53,707 $ 66,091 $ 77,400 $ 77,400 $ 108,000 Capital $ 5,531 $ 1,442 $ 10,500 $ 10,500 $ 7,500 01-102 $ 326,809 $ 350,111 $ 373,684 $ 373,684 $ 447,238 City Attorney Personnel $ - $ - $ - $ - $ - Operations $ 451,530 $ 316,824 $ 300,500 $ 300,500 $ 300,500 Capital $ - $ - $ - $ - $ - 01-103 $ 451,530 $ 316,824 $ 300,500 $ 300,500 $ 300,500 01 Legislation Personnel $ 381,099 $ 398,316 $ 434,384 $ 434,384 $ 465,366 Operations $ 546,230 $ 429,692 $ 419,200 $ 415,200 $ 448,099 Capital $ 5,531 $ 1,442 $ 10,500 $ 10,500 $ 7,500 01 Legislation Total $ 932,860 $ 829,451 $ 864,084 $ 860,084 $ 920,965 PacE 47 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - CITY COUNCIL DESCRIPTION: The City Council provides policy direction with regard to City services. Through its review and approval of the City's annual operating and capital improvement budgets, the City Council determines the types and levels of City services. The City Council authorizes changes in the Municipal Code through adoption of ordinances. Policy direction is given by the City Council to the Planning Commission, the Parks and Recreation Commission and the Audit Committee. The City Council also serves as the Board of Directors of the Tustin Community Redevelopment Agency. The Board of Directors is responsible for overseeing implementation of the Town Center, South Central and Tustin Legacy Project Area Plans. Members of the City Council represent the City on various agencies such as the Orange County Fire Authority, Orange County Sanitation District, Vector Control District, and Southern California Association of Governments. CITY CLERK 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. TASKS: 1. Publish legal notices; 2. Assemble and print City Council agendas; 3. Record minutes; 4. Maintain the repository for contracts/agreements, deeds, resolutions, ordinances, and other City documents; Tustin City Code (TCC), City flags, and vehicle registration documents; 5. Process of claims, subpoenas, summons and public records requests; 6. Prepare proclamations and certificates of recognition; 7. Oversee Citywide records retention program; 8. Provide Citywide switchboard operator services; 9. Provide Citywide mail delivery and duplication services; 10. Maintain subscription and distribution of City Council and Planning Commission agendas and minutes; and 11. Manage the electronic document imaging system (Laserfiche). PacE 48 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - CITY ATTORNEY DESCRIPTION: The City Attorney's office provides legal advice and services pertaining to City affairs to the City Council, City Manager and other City officials. TASKS: 1. Attend City Council, Redevelopment Agency and Planning Commission and Audit Committee meetings for the purpose of providing legal advice; 2. Review and prepare ordinances, resolutions, franchises, agreements, contracts and other documents; 3. Provide legal advice to City departments; 4. Represent the City in court proceedings; and 5. Review and monitor general liability claims processed by the City's claims administrator. PacE 49 This Page Intentionally Left Blank ADMINISTRATION CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z ADMINISTRATION ORGANIZATIONAL CHART CITY OF TUSTIN ADMINISTRATION ORGANIZATION CITY MANAGER EXECUTIVE DIRECTOR TO THE REDEVELOPMENT AGENCY CONTRACT SERVICES Executive Coorordinatnr ASSISTANT CITY MANAGER Department Clerk Chief Deputy City Clerk Community Development Director Police Chief Finance Director Human Resources Parks and Recreation ~;e~ Director pirector Information Technology Public Works Director! Manager City Engineer PacE 52 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - ADMINISTRATION POSITION CONTROL REPORT 05-06 05-06 05-06 06-07 06-07 CURR YTD VACAN- ADOPTED NEW POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ City Manager's Office City Manager 01-201 1.0 1.0 - 1.0 Assistant City Manager 01-201 1.0 1.0 - 1.0 Executive Coordinator 01-201 1.0 1.0 - 1.0 Administrative Secretary 01-201 1.0 1.0 - 1.0 4.0 4.0 - 4.0 Finance Director, Finance 01-202 1.0 1.0 - 1.0 Asst. Director, Finance 01-202 1.0 1.0 - 1.0 Senior Management Analyst -Finance 01-202 1.0 1.0 - 1.0 Administrative Secretary 01-202 1.0 1.0 - 1.0 Payroll Specialist 01-202 1.0 1.0 - 1.0 Accounting Specialist -Finance 01-202 1.0 1.0 - 1.0 Accounting Specialist -Finance /Part Time 01-202 0.5 0.5 - 0.5 Senior Accounting Specialist /Part Time 01-202 0.75 0.75 - 0.75 Senior Accounting Specialist /Part Time 01-202 0.5 0.5 - 0.5 Senior Accounting Specialist /Part Time 01-202 0.25 - (0.25) - 8.00 7.75 (0.25) 7.75 Human Resources Director, Human Resources 01-203 1.0 1.0 - 1.0 Senior Human Resources Analyst 01-203 1.0 1.0 - 1.0 Human Resources Analyst 01-203 2.0 1.0 - 1.0 Human Resources Assistant 01-203 1.0 2.0 - 2.0 Office Support Specialist HR 01-203 1.0 1.0 - 1.0 6.0 6.0 - 6.0 Information Technology Senior IT Specialist 01-204 1.0 1.0 - 1.0 IT Specialist 01-204 3.0 3.0 - 4.0 IT Specialist /Part Time 01-204 0.5 0.5 - 0.5 4.5 4.5 - 5.5 ADMINISTRATION TOTAL 22.50 22.25 (0.25) 23.25 PacE 53 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - ADMINISTRATION EXPENDITURE SUMMARY Expenditure Summary 03/04 04/05 05/06 05/06 06107 (By Fund) Actual Actual Cur Bud Projection Appropriated $ 579,892 $ 405,924 $ 616,577 $ 34,785 $ 28,735 $ 30,709 $ 12,169 $ 12,928 $ 250 $ 626,846 $ 447,587 $ 647,536 Administration City Manager Personnel Operations Capital 01-201 Finance Personnel Operations Capital 01-202 Human Resources Personnel Operations Capital 01-203 Information Technology Personnel Operations Capital 01-204 01 Administration Personnel Operations Capital 01 Administration Total $ 321,474 $ 350,889 $ 23,290 $ 27,237 $ 1,499 $ 118 $ 346,264 $ 378,244 $ 627,827 $ 656,206 $ 77,839 $ 98,244 $ - $ 500 $ 705,667 $ 754,950 $ 690,738 $ 677,064 $ 713,444 $ 107,100 $ 106,970 $ 116,600 $ - $ - $ - $ 797,838 $ 784,034 $ 830,044 $ 390,099 $ 406,396 $ 463,933 $ 369,948 $ 434,461 $ 110,372 $ 146,433 $ 172,200 $ 172,200 $ 205,100 $ 1,021 $ - $ - $ - $ - $ 501,492 $ 552,829 $ 636,133 $ 542,148 $ 639,561 $ 334,104 $ 321,192 $ 415,415 $ 378,502 $ 477,539 $ 162,638 $ 179,817 $ 222,400 $ 228,770 $ 319,000 $ 187,271 $ 183,937 $ 245,000 $ 245,000 $ 214,000 $ 684,012 $ 684,946 $ 882,815 $ 852,272 $ 1,010,539 $ 1,673,504 $ 1,734,684 $ 2,149,978 $ 1,831,438 $ 2,242,022 $ 374,139 $ 451,731 $ 536,485 $ 536,675 $ 671,409 $ 189,791 $ 184,554 $ 257,169 $ 257,928 $ 214,250 $ 2,237,434 $ 2,370,969 $ 2,943,632 $ 2,626,041 $ 3,127,681 PacE 54 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - CITY MANAGER DESCRIPTION: Under policy direction of the City Council, the City Manager's Office is responsible for planning, organizing and evaluating City services and providing management direction to all City departments through the department directors. It also ensures that the types and levels of City services are consistent with City Council policy and the adopted budget. TASKS: 1. Keep the City Council constantly apprised as to the status of City programs and activities; 2. Respond to, and resolve, citizen complaints concerning City services; 3. Serve as Executive Director of the Tustin Community Redevelopment Agency. Provide management oversight of redevelopment projects, which include economic development and housing programs; 4. Provide staff support, when required, to members of the City Council serving on regional agencies; 5. Serve on special regional committees as needed such as the Orange County Fire Authority Technical Advisory Committee, Orange County Library Task Force, and 800 MHz Communications System Governance Committee; 6. Submit to the City Council the proposed 2007-08 operating and seven-year capital improvement budgets; 7. Provide oversight of real estate transactions at Tustin Legacy; 8. Provide oversight of the Tustin Library project; and 9. Provide oversight of the City's public information program. FINANCE DESCRIPTION: The Finance Division provides financial services and accounting support for the City, the Redevelopment Agency, the Water Utility and the City's Special Assessment Districts. It is responsible for recording the financial activities of the City in accordance with generally accepted accounting principles and standards of the National Committee on Governmental Accounting and Auditing. TASKS: 1. Deposit and record all revenues of the City; 2. Assist the City Treasurer in management of the City's investment program; 3. Provide management support for Water Utility billing; 4. Prepare quarterly financial reports; 5. Complete Annual Report of Operations for the State Controller, State Street Report and other reports as required; PacE 55 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET 6. Monitor the City's Fixed Asset Accounting System; 7. Administer the payroll, accounts receivable and accounts payable functions; 8. Administer the City's self-insured Workers' Compensation and general liability risk management programs; 9. Prepare the annual Operating and Capital Improvement Budget; 10. Represent the City as Treasurer of the Orange County Cities Risk Management Authority; 11. Represent the City and provide information for various City, County, State and federal audits; and 12. Assist in the formation and administration of special assessment districts created to finance public infrastructure at the Tustin Legacy project. HUMAN RESOURCES DESCRIPTION: Human Resources is responsible for the administration of the City's personnel, employee relations and labor relations functions and provides staff support to the City Manager's Office. Human Resources strives to attract, hire and maintain the highest quality staff available; coordinates the delivery of employee benefits; and seeks to ensure compliance with all applicable laws regarding personnel and labor relations matters in a consistent manner throughout the organization. TASKS: 1. Review policies, procedures and internal controls and improve where necessary; 2. Guide resolution of outstanding personnel issues and develop plans to facilitate handling of future issues; 3. Monitor and ensure compliance with all state and federal laws; 4. Maintain classification and compensation plans; review and recommend salary levels for all City classifications; 5. Serve as the City's Chief Labor negotiator, meet and confer with employee organizations regarding wages, hours, and working conditions; implement and monitor compliance with all agreements; develop City management positions in negotiations; 6. Monitor employee relations activities: coordinate employee relations committee, monitor compliance with Personnel Rules and Regulations, and work with departments to resolve employee relations issues; 7. Recruit and select employees; develop testing materials and procedures; conduct reference checks and background investigations; 8. Review, update and administer employee benefits programs; 9. Support City goals through assertive recruitment, strong employee-employer relationships, positive communication, and creative solutions; 10. Develop and coordinate employee training and staff development programs; 11. Manage Workers' Compensation caseload and coordinate same with third-party administrator; PacE 56 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ 12. Act as program administrator for the City Safety Program; 13. Provide management level staff support to City Manager for Human Resources projects and studies; and 14. Facilitate Hearing Officer services for disciplinary appeals hearings. INFORMATION TECHNOLOGY DESCRIPTION: The Information Technology Division provides research, planning, development, support and evaluation of Citywide technology systems, including data, voice, telephone systems, radio, and technology infrastructure. It provides maintenance for current hardware/software platforms in use by the City, update and application support. TASKS: 1. Manage all hardware and software utilized by the City; 2. Administer annual lease/maintenance agreements for hardware and software; 3. Provide programming support for systems as needed; 4. Evaluate the effectiveness ofout-sourced computer services; 5. Maintain, support and upgrade workstations, servers, and related peripheral equipment on a Citywide basis; and 6. Develop integrated software solutions to enhance operational efficiency. PacE 57 This Page Intentionally Left Blank COMMUNITY DEVELOPMENT CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART CITY OF TUSTIN COMMUNITY DEVELOPMENT DEPARTMENT DIRECTOR OF PLANNING COMMUNITY COMMISSION DEVELOPMENT ASSISTANT ADMINISTRATIVE DIRECTOR SECRETARY BUILDING OFFICIAL SENIOR PLANNER SENIOR PLANNER PLAN CHECK CQNSULTANTS FIRE MARSHALL HEALTH SERVICES PLAN CHECKERS (2) BUILDING INSPECTORS (~) BUSINESS LICENSE TECHNICIAN CCIDE ENFORCEMENT OFFICERS c~> OFFICE SUPPORT SPECIALIST ASSOCIATE PLANNERS r2~ ASSISTANT PLANNER PacE 60 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ COMMUNITY DEVELOPMENT POSITION CONTROL REPORT 05-06 05-06 05-06 06-07 06-07 CURR YTD VACAN- ADOPTED NEW POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ Planning Director, Community Development 01-301 Assistant Director, Community Development 01-301 Senior Planner 01-301 Associate Planner 01-301 Business License Technician 01-301 Administrative Secretary 01-301 Office Support Specialist 01-301 Building Building Official 01-302 Plan Check/ Sr. Building Insp. 01-302 Plan Checker 01-302 Building Inspector 01-302 Code Enforcement Officer 01-302 Building Technician 01-302 CDBG Associate Planner 27-305 Code Enforcement Officer 27-305 1.0 1.0 - 1.0 1.0 1.0 - 1.0 2.0 2.0 - 2.0 4.0 4.0 - 4.0 1.0 1.0 - 1.0 1.0 1.0 - 1.0 1.0 1.0 - 1.0 11.00 11.00 - 11.00 1.0 1.0 - 1.0 2.0 2.0 - 2.0 1.0 1.0 - 3.0 3.0 3.0 - 5.0 2.0 2.0 - 2.0 2.0 2.0 - 2.0 11.0 11.0 - 15.0 1.0 1.0 - 1.0 1.0 1.0 - 1.0 2.00 2.00 - 2.00 COMMUNITY DEVELOPMENT TOTAL 24.0 24.0 - 28.0 PAGE 61 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ COMMUNITY DEVELOPMENT EXPENDITURE SUMMARY Expenditure Summary (By Fund) Community Development Planning Personnel Operations Capital 01-301 03/04 04/05 Actual Actual $ 828,710 $ 870,093 $ 39,039 $ 184,586 $ 3,073 $ 8,450 $ 870,823 $ 1,063,129 05/06 05/06 06107 Cur Bud Projection Appropriated $ 1,083,261 $ 971,394 $ 1,137,626 $ 161,421 $ 92,763 $ 223,583 $ 8,000 $ 8,000 $ 8,000 $ 1,252,682 $ 1,072,157 $ 1,369,209 Building Personnel $ 655,904 $ 808,435 $ 1,030,366 $ 828,771 $ 1,265,681 Operations $ 219,361 $ 314,966 $ 551,514 $ 551,514 $ 540,189 Capital $ - $ 974 $ 1,000 $ 1,000 $ 1,000 01-302 $ 875,265 $ 1,124,375 $ 1,582,880 $ 1,381,285 $ 1,806,870 01 Community Development Personnel Operations Capital 01 Community Development Total $ 1,484,614 $ 1,678,528 $ 258,400 $ 499,552 $ 3,073 $ 9,424 $ 1,746,087 $ 2,187,504 $ 2,113,627 $ 1,800,165 $ 2,403,306 $ 712,935 $ 644,277 $ 763,772 $ 9,000 $ 9,000 $ 9,000 $ 2, 835, 562 $ 2, 453, 442 $ 3,176,078 PacE 62 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ COMMUNITY DEVELOPMENT-PLANNING DIVISION DESCRIPTION: The Planning Division includes current and advance planning/special project functions. The Current Planning division: reviews proposed development to ensure conformance with City zoning and development standards; processes discretionary entitlements; performs plan checks; approves business licenses; and, answers planning and business license inquiries. The advance planning/special projects division is responsible for the managing Community Development Block Grant (CDBG) activities; and, overseeing and coordinating demographics, regional activities, historic preservation, General Plan and Code amendments, environmental studies, and special projects. Current and Advance Planning staff provide support to the City Council, Planning Commission, and the Historic Resources Committee. TASKS: 1. Complete the comprehensive revisions to the City Zoning Code with consultant assistance and schedule Planning Commission and City Council workshops, budget permitting; 2. Continue primary responsibility for planning and development monitoring tasks associated with the Tustin Legacy project; 3. Provide staff support for the administration of activities associated with the federal Community Development Block Grant (CDBG) Program including public service and public facility and improvement projects; 4. Enforce the Business License Code, provide information to new/existing businesses, and collect revenues from license tax; 5. Continue the City's current program for monitoring noise from the John Wayne Airport; 6. Monitor planning and development activity, particularly in the County and the cities of Santa Ana, Orange and Irvine for impacts on Tustin; 7. Monitor and recommend measures to ensure the City's compliance with the National Pollutant Discharge Elimination System (NPDES) Permit and Air Quality Management Plan; 8. Coordinate with the Public Works Department to ensure compliance with Proposition 111 and Measure M; 9. Review proposed State/federal legislation for impacts to Tustin and prepare position papers on pending legislation; 10. Provide staff support and coordination for the Historic Resource Committee. Process Mills Act program contracts and administer the Tustin Historic Register Plaque Program; 11. Maintain current demographic information and provide updated information to the public. Work with the Center for Demographic Research, State Department of Finance, and Southern California Association of Governments on updating demographic projections; 12. Assist the Public Works Department in preparing environmental documents for major capital improvement projects; PacE 63 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ 13. Implement the City's On-line Business License software; 14. Continue to provide phone and counter support as a one-stop planning and community development counter to maintain quality of service throughout the City; and 15. Provide 21-day review for discretionary applications, 7-14 day turnaround for first-time plan checks, and 2-10 day review of resubmitted plan checks. COMMUNITY DEVELOPMENT-BUILDING DIVISION DESCRIPTION: The mission of the Building Division is to protect the lives and safety of the citizens and contribute to the City's economic development through implementation and enforcement of Building, Plumbing, Electrical and Mechanical Codes and Ordinances. The Building Division is comprised of three sections: Plan Check/Permitting, Building Inspection and Code Enforcement Services. The Plan Check/Permitting Section conducts reviews plans for compliance with the following Codes: Building, Electrical, Plumbing, Mechanical, and Energy. These codes provide the body of regulations governing architectural and structural designs; disabled access; energy conservation; plumbing; mechanical; electrical installations and grading. The Building Inspection Section conducts on-site inspection of construction for compliance with Building, Electrical, Plumbing, Mechanical and Energy Codes; coordinates and processes Certificates of Occupancy; verifies that all construction projects are built in compliance with approved plans and specifications; ensures the use of approved products and materials; coordinates final inspection approvals with other City and County departments; and authorizes the release of utilities after final inspection. The Code Enforcement section enforces the City's Property Maintenance Code, Zoning Code, and Sign Code. Code Enforcement staff identifies and abates graffiti citywide. Code Enforcement staff also conducts interior housing inspections an in effort to maintain the housing standards set forth in the Uniform Housing Code. Code Enforcement staff identifies illegal structures and illegal construction. Code enforcement staff is the first responders to all water quality violations. Code Enforcement staff work with the Tustin Police Dept, and other government agencies. Code Enforcement staff conducts business license investigations. Code Enforcement staff arranges for the removal of bulky items and shopping carts. TASKS: 1. Provide mandated plan reviews and inspection services for all new construction, additions, and alterations of buildings; 2. Maintain an average of 10 plan check days to complete all plan reviews; 3. Allocate available resources and continue to coordinate with other agencies and departments to ensure timely progress of developments on the Tustin Legacy; 4. Review the fees charged by the Building Division and the fee structure to allow full and equitable recovery of expenses for services rendered; Work with regional Building Official's organizations to develop training programs on the International Codes, new materials, new techniques, and accessibility regulations for City staff; PacE 64 CITY OF TUSTIN `- r, 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET 6. Enhance the efficiency and productivity of Inspection and Permitting staff by implementing the Accela PermitsPlus Interactive Voice Response (IVR) and Wireless Inspection programs; 7. Continue updating the Building Division pages on the city website to provide additional information, useful links, and City handouts; 8. Continue creating new, and upgrade existing, Building Construction and Code Enforcement customers' handouts; 9. Continue updating the Building Division Procedures Manual and develop comprehensive policies; 10. Administer an intensive training program to maintain a current level of knowledge of the most current laws and ordinances related to Building, Plumbing, Mechanical, and Electrical Codes and other State mandated laws to maintain compliance with continuing education requirements pursuant to Section 18965 of the California Health & Safety Code; 11. Provide cross training that emphasizes standardization of information and consistency in plan reviews, permitting, inspections, code enforcement, and code interpretations; 12. Evaluate permit counter operations to streamline and improve customer service; 13. Organize a specialized Commercial Building Inspection group under the direction of a Senior Building Inspector to provide "same-day" inspections for the District/Vestar project; 14. Organize a Tract Inspection Group to respond to the inspection requests of the tract home developments in the city; 15. Study and draft a stray shopping cart ordinance; and 16. Develop and implement aPermit-by-Appointment program when plans are prepared by licensed design professionals for residential remodels and additions. PacE 65 This Page Intentionally Left Blank PUBLIC WORKS PUBLIC WORKS ORGANIZATIONAL CHART a CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PUBLIC WORKS POSITION CONTROL REPORT 05-06 05-06 05-06 06-07 06-07 CURR YTD VACAN- ADOPTED NEW POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ PW Administration Dir. Pub. Works/City Eng. 01-401 1.0 1.0 - 1.0 Administrative Services Manager 01-401 1.0 1.0 - 1.0 Administrative Secretary 01-401 1.0 1.0 - 1.0 3.0 3.0 - 3.0 Engineering Engineering Services Manager 01-402 1.0 1.0 - 1.0 Transportation & Develop. Service Manager 01-402 1.0 1.0 - 1.0 Senior Public Works Inspector 01-402 1.0 1.0 - 1.0 Principal Engineer 01-402 1.0 1.0 - 1.0 Construction Manager 01-402 - - - 1.0 Environmental Coordinator 01-402 - - - 1.0 Associate Engineer 01-402 2.0 2.0 - 2.0 Assistant Engineer 01-402 2.0 2.0 - 2.0 Engineering Aide 01-402 1.0 1.0 - 1.0 Public Works Inspector 01-402 2.0 1.0 (1.0) 2.0 11.0 10.0 (1.0) 13.0 Streets Field Services Manager 01-403 0.25 0.25 - 0.25 Office Support Specialist 01-403 0.25 0.25 - 0.25 Maintenance Supervisor (Facilities/Streets) 01-403 0.5 0.5 - 0.5 Maintenance Leadworker 01-403 1.0 1.0 - 1.0 Equipment Operator 01-403 1.0 1.0 - 1.0 Senior Maintenance Worker 01-403 2.0 2.0 - 2.0 Maintenance Worker 01-403 1.0 1.0 - 1.0 6.0 6.0 - 6.00 Landscape Field Services Manager 01-404 0.25 0.25 - 0.25 Office Support Specialist 01-404 0.25 0.25 - 0.25 Contract Coordinator 01-404 1.00 1.00 - 1.00 Maintenance Supervisor (Landscape) 01-404 1.0 1.0 - 1.0 Leadworker Playground Equip/ContrAd 01-404 1.0 1.0 - 1.0 Maintenance Leadworker 01-404 2.0 2.0 - 2.0 Senior Maintenance Worker 01-404 11.0 11.0 - 11.0 Maintenance Worker 01-404 1.0 1.0 - 1.0 17.5 17.5 - 17.50 Vehicles Field Services Manager 01-406 0.25 0.25 - 0.25 Office Support Specialist 01-406 0.25 0.25 - 0.25 Maintenance Supervisor (Vehicle) 01-406 1.0 1.0 - 1.0 Equipment Operator 01-406 2.0 2.0 - 2.0 Equipment Mechanic 01-406 3.0 2.0 (1.0) 3.0 6.5 5.5 (1.0) 6.50 Facilities Field Services Manager 01-407 0.25 0.25 - 0.25 Office Support Specialist 01-407 0.25 0.25 - 0.25 Maintenance Supervisor (Facilities/Streets) 01-407 0.5 0.5 - 0.5 Maintenance Leadworker 01-407 1.0 1.0 - 1.0 Senior Maintenance Worker 01-407 1.0 1.0 - 1.0 3.0 3.0 - 3.00 PW Emergency Services Office Support Specialist 01-410 1.0 1.0 - 1.0 1.0 1.0 - 1.0 PacE 69 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PUBLIC WORKS EXPENDITURE SUMMARY Expenditure Summary 03/04 04/05 05/06 05/06 06107 (By Fund) Actual Actual Cur Bud Projection Appropriated Public Works Administration Personnel $ 327,382 $ 350,150 $ 373,360 $ 373,360 $ 389,965 Operations $ 171,014 $ 144,474 $ 264,150 $ 280,815 $ 390,200 Capital $ - $ - $ - $ - $ - 01-401 $ 498,396 $ 494,624 $ 637,510 $ 654,175 $ 780,165 Engineering Personnel $ 897,588 $ 1,030,459 $ 1,163,273 $ 1,163,673 $ 1,329,963 Operations $ 1,217,185 $ 918,296 $ 1,053,075 $ 883,777 $ 1,112,775 Capital $ - $ - $ - $ - $ - 01-402 $ 2,114,773 $ 1,948,755 $ 2,216,348 $ 2,047,450 $ 2,442,738 Streets Personnel $ 365,869 $ 435,760 $ 483,010 $ 483,010 $ 514,302 Operations $ 119,021 $ 126,469 $ 246,257 $ 223,257 $ 269,884 Capital $ 797 $ 1,913 $ 11,000 $ 11,000 $ 5,300 01-403 $ 485,687 $ 564,142 $ 740,267 $ 717,267 $ 789,486 Landscape Personnel $ 1,001,988 $ 1,077,243 $ 1,287,137 $ 1,287,137 $ 1,355,710 Operations $ 856,489 $ 897,121 $ 982,294 $ 956,886 $ 1,096,637 Capital $ 24,097 $ 38,748 $ 69,900 $ 67,000 $ 29,800 01-404 $ 1,882,575 $ 2,013,113 $ 2,339,331 $ 2,311,023 $ 2,482,147 Vehicles Personnel $ 438,360 $ 417,275 $ 509,692 $ 509,692 $ 520,663 Operations $ 353,451 $ 375,465 $ 457,764 $ 515,259 $ 515,330 Capital $ - $ - $ 5,200 $ 5,200 $ 3,900 01-406 $ 791,811 $ 792,740 $ 972,656 $ 1,030,151 $ 1,039,893 Facilities Personnel $ 214,271 $ 230,712 $ 247,481 $ 247,481 $ 260,513 Operations $ 668,153 $ 695,556 $ 890,118 $ 867,618 $ 908,110 Capital $ - $ - $ 10,000 $ 10,000 $ 4,100 01-407 $ 882,424 $ 926,268 $ 1,147,599 $ 1,125,099 $ 1,172,723 Emergency Services Personnel $ 55,227 $ 56,866 $ 60,082 $ 60,082 $ 63,503 Operations $ 4,765 $ 7,376 $ 29,750 $ 18,683 $ 94,200 Capital $ - $ - $ - $ - $ - 01-410 $ 59,991 $ 64,242 $ 89,832 $ 78,765 $ 157,703 01 Public Works Personnel $ 3,300,768 $ 3,598,548 $ 4,124,117 $ 4,124,435 $ 4,434,701 Operations $ 3,390,160 $ 3,164,839 $ 3,923,490 $ 3,746,295 $ 4,387,218 Capital $ 24,976 $ 40,743 $ 96,182 $ 93,200 $ 43,182 01 Public Works Total $ 6,715,658 $ 6,803,884 $ 8,143,543 $ 7,963,930 $ 8,864,855 PacE 70 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PUBLIC WORKS -ADMINISTRATION DESCRIPTION: The Administration Division coordinates and provides direction to all Public Works Divisions and Water Services operations. This Division provides research and analysis of current and proposed Public Works projects, programs and services to ensure benefit, safety and convenience to the community and general public. TASKS: 1. Perform interagency coordination and administer County, State and/or Federally funded projects and programs; 2. Provides oversight and management of the Public Works and Water Capital Improvement and Operations Budgets; 3. Monitor the Departmental productivity measurement system; 4. Manages the City's Solid Waste Program; 5. Administers two Cable TV Franchise Agreements; 6. Administers contract agreements for various City Services; and 7. Manages City records with respect to Public Works and Engineering. PUBLIC WORKS -ENGINEERING DESCRIPTION: The Engineering Division designs and prepares plans for the City's Capital Improvement Program; inspects all projects within the public right-of-way; maintains records to promote the general safety and well-being of the community; and coordinates all inter/intra community related regional traffic matters pertinent to pedestrian and vehicular safety. TASKS: 1. Prepare plans, cost estimates, reports and oversees the construction of Capital Improvement Projects; 2. Conduct plan checks on subdivision/parcel maps and perform construction inspection involving public improvements; 3. Conduct City-wide traffic studies; 4. Maintain maps, records and reports for all public improvements; PAGE 7I CITY OF TUSTIN ti~.trY 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - 5. Provide public assistance in response to engineering and traffic related concerns and complaints; 6. Perform contract administration and provide technical assistance to other City departments and outside agencies; 7. Administer Tustin Ranch Assessment District and the Tustin Landscape and Lighting District; 8. Administer contracts for Pavement Management System, Signal Maintenance, Pavement Repair and Pavement Striping; and 9. Provide technical engineering support to the Tustin Legacy development program. PUBLIC WORKS -STREETS DESCRIPTION: The Street Division ensures that the aesthetic image and safe environment desired by the community is accomplished by assuring proper signage and striping and by maintaining all streets, sidewalks, bike trails, median, parkways, storm drains and catch basins within the public right-of-way. TASKS: 1. Maintain asphaltic concrete paved areas through the in-house temporary repair of potholes and the street and alley repair contract; 2. Maintain all publicly owned storm drains, catch basins and surface drainage facilities, in accordance with NPDES guidelines; 3. Maintain all foliage within the street parkways to provide adequate clearance; 4. Perform litter control in the public right-of-way; 5. Perform traffic sign maintenance and striping/marking program as directed by the Engineering Division, Traffic Section; and 6. Perform sidewalk maintenance and grinding as needed. PAGE ~2 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PUBLIC WORKS -LANDSCAPE DESCRIPTION: The Landscape Division maintains all City parks and playground equipment; all landscaped median and parkway areas; and all trees located in the public right of way to enhance the aesthetic image of the community, promote the general environmental quality of the community, and ensure the safety of all citizens and the general public. TASKS: 1. Maintain turf in parks on a scheduled basis; 2. Operate and maintain parks landscape irrigation systems to ensure proper water management being mindful of water conservation; 3. Maintain foliage by spraying, removing and/or replacing as required; 4. Perform parks graffiti removal and manage the weed abatement program in parks and public right-of- ways; 5. Conduct regular inspection, maintenance, and repair of park grounds and play equipment, structures, lights, and picnic facilities; 6. Administer citywide tree trimming and landscape maintenance contracts; and 7. Ensure compliance with NPDES regulations. PUBLIC WORKS -VEHICLES DESCRIPTION: The Vehicle Maintenance Division provides general repair and preventive maintenance for all City vehicles and other mechanical equipment, as well as maintaining avehicular/equipment history (Vehicle Lease Fund) for timely replacements and/or new purchases in a cost effective manner. In addition, the division provides maintenance and permit compliance for the fuel island and the underground storage tanks (UST). The Vehicle Maintenance Division also administers and supervises the Street Sweeping Operation/Program. TASKS: 1. Perform major and minor repairs on emergency and non-emergency vehicles and other mechanical equipment; 2. Administer preventative maintenance program on vehicles and other mechanical equipment; 3. Provide fuel and maintain vehicle and equipment fueling facilities for the City and Tustin Unified School District; 4. Conduct licensing/inspection of vehicles as required by State Department of Motor Vehicles; PAGE 73 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - 5. Administers the licensing and permits for City generators, fuel island, UST and other equipment; 6. Implement and supervise Citywide Street Sweeping Program; 7. Administers the Forklift Certification Program; and 8. Administers the Vehicle/Equipment Lease Fund. PUBLIC WORKS -FACILITIES DESCRIPTION: The Facility Maintenance Division performs and administers building maintenance and repair to provide a clean, healthy and safe environment for the employees and the general public. TASKS: 1. Perform regular maintenance and administer contracts for building repairs in all public facilities including structural, plumbing, electrical and painting repairs; 2. Administer contracted routine maintenance tasks in all public facilities including, but not limited to janitorial building security, elevators, pest control, and HVAC; and 3. Develop 5-year Building Maintenance Plan. PUBLIC WORKS -EMERGENCY SERVICES DESCRIPTION: The Emergency Services Division is responsible for the preparation and implementation of the City's emergency services/disaster preparedness program. Under Federal and State guidelines, the Division organizes the City forces and community responses to natural or civil disasters and/or disturbances. TASKS: 1. Maintain the City's Emergency Plan to comply with State and Federal requirements; 2. Identify and coordinate emergency response training programs for City Staff; 3. Assure the adequate preparation of City emergency response facilities; and 4. Coordinate emergency preparation activities with state and other regional agencies and the general public. PacE 74 POLICE POLICE ORGANIZATIONAL CHART CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - POLICE POSITION CONTROL REPORT 05-06 05-06 05-06 06-07 06-07 CURR YTD VACAN- ADOPTED NEW POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ Police Administration Police Chief 01-501 1.0 1.0 - 1.0 Police Captain 01-501 2.0 1.0 (1.0) 1.0 Police Support Service Administrator 01-501 1.0 1.0 - 1.0 Executive Secretary 01-501 1.0 1.0 - 1.0 Administrative Secretary 01-501 1.0 1.0 - 1.0 6.0 5.0 (1.0) 5.0 Patrol Services Police Lieutenant 01-502 3.0 3.0 - 3.0 Police Sergeant 01-502 9.0 9.0 - 17.0 Police Officer 01-502 52.0 50.0 (2.0) 68.0 64.0 62.0 (2.0) 88.0 Investigative Services Police Lieutenant 01-503 2.0 2.0 - - Police Sergeant 01-503 5.0 5.0 - - Police Officer 01-503 20.0 20.0 - - 27.0 27.0 - - Support Services Police Lieutenant 01-504 - - - 1.0 Police Sergeant 01-504 - - - 1.0 Police Officer 01-504 - - - 2.0 Communications Officer I 01-504 2.0 5.0 3.0 3.0 Communications Officer II 01-504 6.0 4.0 (2.0) 7.0 Communications Officer Lead 01-504 4.0 2.0 (2.0) 2.0 Crime Analyst 01-504 - - - 1.0 Fleet Vehicle Coordinator 01-504 - - - 1.0 Police Communication Supervisor 01-504 1.0 1.0 - 1.0 Police Services Supervisor 01-504 - - - 1.0 Police Services Officer I, II, III 01-504 13.0 13.0 - 14.0 Police Service Officer /Part Time 01-504 0.5 0.5 - 0.5 Police Service Officer /Part Time 01-504 0.5 0.5 - 0.5 Police Records Supervisor 01-504 1.0 1.0 - 1.0 Lead Police Support Specialist 01-504 2.0 - (2.0) 2.0 Police Support Specialist 01-504 11.0 10.0 (1.0) 10.0 Police Support Specialist /Part Time 01-504 0.5 0.5 - 0.5 Property And Evidence Technician 01-504 2.0 1.0 (1.0) 2.0 Property And Evidence Supervisor 01-504 1.0 1.0 - 1.0 Police Support Services Manager 01-504 1.0 1.0 - 1.0 45.5 40.5 (5.0) 52.5 POLICE TOTAL 142.5 134.5 (8.0) 145.5 PAGE 77 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - POLICE EXPENDITURE SUMMARY Expenditure Summary 03/04 04/05 05/06 05/06 06107 (By Fund) Actual Actual Cur Bud Projection Appropriated Police Administration Personnel $ 790,944 $ 815,826 $ 928,652 $ 928,652 $ 762,722 Operations $ 65,377 $ 72,432 $ 99,002 $ 99,002 $ 65,829 Capital $ - $ - $ 111,655 $ 111,655 $ 111,655 01-501 $ 856,320 $ 888,258 $ 1,139,309 $ 1,139,309 $ 940,206 Patrol Personnel $ 7,201,460 $ 7,790,098 $ 8,996,994 $ 8,881,646 $ 13,250,056 Operations $ 1,053,607 $ 1,032,514 $ 1,053,879 $ 966,756 $ 1,283,757 Capital $ 37,576 $ 262,726 $ 75,780 $ 64,799 $ - 01-502 $ 8,292,642 $ 9,085,338 $ 10,126,653 $ 9,913,201 $ 14,533,813 Investigative Services Personnel $ 3,286,900 $ 3,286,077 $ 3,641,225 $ 3,448,072 $ - Operations $ 239,298 $ 206,839 $ 232,543 $ 217,044 $ - Capital $ - $ - $ 7,273 $ 7,273 $ - 01-503 $ 3,526,199 $ 3,492,916 $ 3,881,041 $ 3,672,389 $ - Administrative Services Personnel $ 2,317,895 $ 2,606,448 $ 3,202,533 $ 3,057,918 $ 4,502,333 Operations $ 382,509 $ 456,570 $ 439,914 $ 422,094 $ 560,758 Capital $ - $ 24,621 $ 28,900 $ 28,900 $ - 01-504 $ 2,700,404 $ 3,087,639 $ 3,671,347 $ 3,508,912 $ 5,063,091 01 Police Department Personnel $ 13,597,199 $ 14,498,449 $ 16,769,404 $ 16,316,288 $ 18,515,111 Operations $ 1,740,791 $ 1,768,356 $ 1,825,338 $ 1,704,896 $ 1,910,344 Capital $ 37,576 $ 287,347 $ 223,608 $ 212,627 $ 111,655 01 Police Department Total $ 15,375,565 $ 16,554,151 $ 18,818,350 $ 18,233,811 $ 20,537,110 PAGE ~8 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - POLICE DEPARTMENT -ADMINISTRATION DESCRIPTION: This division directs the day to day operations of the Police Department. Its primary responsibility is to ensure that the Department's purpose of providing protection to life and property through crime detection and apprehension is achieved. The Administration Division provides leadership and management direction to all Police Department functions. Staff also responds to citizen contacts and represents the Police Department within the City, County and State. TASKS: 1. Provide administrative leadership to the entire Department; 2. Provide budget direction and control; 3. Review and implement new programs to enhance effectiveness of Department; 4. Ensure free flow of internal and external information; 5. Participate in citywide team management concepts; 6. Provide direction and analysis to staff projects; 7. Coordinate with other local, state, and federal law enforcement agencies; 8. Coordinate Police Department activities with other City Departments; and 9. Anticipate the future and plan activities accordingly. POLICE DEPARTMENT -COMMUNITY POLICING DIVISION DESCRIPTION: The Community Policing Division is comprised of three sections: North Area Patrol, South Area Patrol, and Special Operations. Special Operations includes the General Investigations, Special Investigations, Gang, and Traffic Units. The Community Policing Division is responsible for all reactive and proactive police problem solving in the city, including responding to citizen calls for service twenty-four hours a day, 365 days a year. The mission is to work in partnership with the other City departments to reduce crime, improve the quality of life, and provide a sense of safety and security for those who visit, live, and work in the City. TASKS: 1. Respond to all service, criminal, and traffic calls for service; 2. Investigate, write police reports, follow-up, and apprehend violators as appropriate; 3. Actively follow-up on all cases with workable leads; 4. Investigate incidents dealing with vice, narcotics, gang, and white-collar crimes; 5. Respond to community needs concerning juveniles, including using juvenile diversion programs and maintaining a School Resource Officer program; 6. Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive problem solving; 7. Conduct educational and other crime/traffic accident prevention presentations; PacE 79 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - 8. Decrease the number of abandoned vehicles left on City streets and private property through the vehicle abatement program; 9. Maintain and refine the Field Training Officer program; 10. Coordinate community special event plans; and 11. Establish comprehensive operating procedures for all sections and units. POLICE DEPARTMENT -ADMINISTRATIVE SERVICES DIVISION DESCRIPTION: The Services Division is comprised of five main areas: Professional Standards Unit; Records Section; Communications Section; Property and Evidence Section; and the Police Services Officers Program. The division's primary responsibility is to ensure daily technical and professional support of the remaining divisions within the Police Department in order to maintain smooth and efficient operation of the Department around the clock 365 days of the year. TASKS: 1. Provide planning and research for various Police Department projects; 2. Coordinate and monitors the Department's fiscal activities on a daily basis; 3. Support the Community Policing Division as necessary to ensure achievement of the Department's mission, goals, and tasks; 4. Coordinate recruitment and selection of candidates for all Department positions; 5. Maintain personnel and departmental training records; 6. Coordinate the training of all departmental personnel; 7. Handle complex and/or sensitive Administrative Investigations; 8. Provide copies of reports, statistics, etc., in accordance with State/local law; 9. Maintain and provide criminal, incident and traffic activity information; 10. Provide crime data to Federal and State agencies, police personnel, and the community; 11. Provide accurate documentation, storage, and retrieval of property and evidence; 12. Develop, implement, maintain and support the Department's automation projects including computer- aided dispatch, records management systems, optical imaging systems, mobile data computers, section specific operational software, etc.; 13. Establish comprehensive operating procedures for all sections within the Division; 14. Provide supervision and direction to the various Sections within the Division; 15. Provide police facilities and police fleet management and support; 16. Coordinate the booking process of all persons in custody of the Police Department; 17. Make all police reports and related documentation available on a Department wide basis through the Optical Imaging System; and 18. Staff and manage the Department's Crime Scene Investigations Unit. PacE 80 FIRE CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - FIRE EXPENDITURE SUMMARY Expenditure Summary 03/04 04/05 05/06 05/06 06107 (By Fund) Actual Actual Cur Bud Projection Appropriated County Fire Contract Administration Personnel $ - $ - $ - $ - $ - Operations $ 4,289,981 $ 4,422,245 $ 4,620,000 $ 4,620,000 $ 4,805,854 Capital $ - $ - $ - $ - $ - 01-550 $ 4,289,981 $ 4,422,245 $ 4,620,000 $ 4,620,000 $ 4,805,854 01 County Fire Contract Personnel $ - $ - $ - $ - $ - Operations $ 4,289,981 $ 4,422,245 $ 4,620,000 $ 4,620,000 $ 4,805,854 Capital $ - $ - $ - $ - $ - 01 County Fire Contract Total $ 4,289,981 $ 4,422,245 $ 4,620,000 $ 4,620,000 $ 4,805,854 PAGE 8Z CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - FIRE SERVICES DESCRIPTION: The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public education, and paramedic services. The Fire Authority serves nineteen cities and the County of Orange through a Joint Powers Agreement. One member of the Tustin City Council serves on the Board of Directors of the Fire Authority. In July 2000, the City approved a new ten-year contract with the Fire Authority. PacE 83 This Page Intentionally Left Blank PARKS AND RECREATION CITY OF TUSTIN ~r; 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PARKS AND RECREATION ORGANIZATIONAL CHART PARKS & RECREATION DEPARTMENT '~'* -° t ~, DIRECTOR OF _ PARK Se ~ ADMINISTRATIVE SECRETARY RECREATION ~ cusTODIAN {sp RECREATION SUPERINTENDENT RECREATION RECREATION SUPERVI30R SUPERVISOR RECREATION RECREATION RECREATION RECREATION SR-CENTER VAN COORDINATOR COORDINATOR COORDINATOR COORDINATOR DRIVER {Civic Cen Seq (GYM} {7FYC} (SR. CENTER} (q,5) -- RECREATION RECREATION RECEPTIONIST COMMUNITY SERVIC ES RECREATION PROGRAM ASSISTANT PROGRAM ASSfSTANT 05 ASSISTANT {2y PROGRAM ASSISTANT {q-5} f ~ } CLERK TYPIST{q-5} SPORTS FIELD SPECIALIST Toil PociOans zl PacE 86 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PARKS AND RECREATION POSITION CONTROL REPORT 05-06 05-06 05-06 06-07 06-07 CURR YTD VACAN- ADOPTED NEW POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ P & R Administration Director, Parks & Recreation 01-701 1.0 1.0 - 1.0 Recreation Superintendent 01-701 1.0 1.0 - 1.0 Administrative Secretary 01-701 1.0 1.0 - 1.0 3.0 3.0 - 3.0 SpOrtS Recreation Supervisor 01-702 1.0 1.0 - 1.0 Recreation Coordinator 01-702 1.0 1.0 - 1.0 Community Svcs. Asst. 01-702 1.0 1.0 - 1.0 Sports Program Specialist 01-702 1.0 1.0 - 1.0 4.0 4.0 - 4.0 Classes/Cultural Arts Recreation Coordinator 01-703 1.0 1.0 - 1.0 Community Svcs. Asst. 01-703 1.0 1.0 - 1.0 2.00 2.00 - 2.00 Senior Programs Recreation Supervisor 01-705 1.0 1.0 - 1.0 Recreation Coordinator 01-705 1.0 1.0 - 1.0 Sr. Center Van Driver 01-705 0.5 0.5 - 0.5 2.50 2.50 - 2.50 P & R Support Services Custodian 01-706 4.0 4.0 - 4.0 Custodian (Part Time) 01-706 0.5 0.5 0.5 Custodian (Part Time) 01-706 0.5 0.5 - 0.5 5.0 5.0 - 5.0 Tustin Youth Center Recreation Coordinator 01-707 1.0 1.0 - 1.0 1.0 1.0 - 1.0 PARKS & RECREATION TOTAL 17.5 17.5 - 17.5 PAGES ~ CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PARKS AND RECREATION EXPENDITURE SUMMARY Expenditure Summary (By Fund) Parks and Recreation Services Administration Personnel Operations Capital 01-701 Sports Personnel Operations Capital 01-702 ClasseslCultural Services Personnel Operations Capital 01-703 03/04 04/05 05/06 05/06 06107 Actual Actual Cur Bud Projection Appropriated $ 309,212 $ 326,869 $ 352,627 $ 349,627 $ 338,137 $ 41,799 $ 49,552 $ 45,598 $ 45,933 $ 48,304 $ - $ 495 $ 1,200 $ 1,200 $ 1,500 $ 351,011 $ 376,916 $ 399,425 $ 396,760 $ 387,941 $ 427,621 $ 475,306 $ 536,515 $ 536,515 $ 542,067 $ 231,904 $ 244,143 $ 309,625 $ 296,965 $ 304,710 $ 4,537 $ 4,745 $ 38,900 $ 38,900 $ 10,200 $ 664,063 $ 724,194 $ 885,040 $ 872,380 $ 856,977 $ 152,054 $ 153,327 $ 164,645 $ 164,645 $ 168,372 $ 319,783 $ 318,433 $ 324,435 $ 362,435 $ 380,460 $ 21,743 $ 12,157 $ 8,550 $ 8,550 $ 12,750 $ 493,580 $ 483,917 $ 497,630 $ 535,630 $ 561,582 Senior Citizens Personnel $ 164,684 $ 189,054 $ 217,073 $ 217,073 $ 234,246 Operations $ 95,899 $ 80,053 $ 92,195 $ 91,595 $ 84,395 Capital $ 5,051 $ 4,120 $ 4,500 $ 4,500 $ 7,000 01-705 $ 265,634 $ 273,227 $ 313,768 $ 313,168 $ 325,641 Support Services Personnel $ 268,172 $ 285,437 $ 296,677 $ 296,677 $ 314,123 Operations $ 5,329 $ 6,633 $ 7,795 $ 6,595 $ 12,395 Capital $ - $ 1,220 $ 4,000 $ 4,000 $ 4,000 01-706 $ 273,501 $ 293,291 $ 308,472 $ 307,272 $ 330,518 Tustin Youth Center Personnel $ 205,665 $ 191,598 $ 188,052 $ 188,052 $ 227,703 Operations $ 86,179 $ 80,439 $ 49,283 $ 51,958 $ 51,630 Capital $ 2,200 $ - $ 2,000 $ 2,000 $ 5,000 01-707 $ 294,044 $ 272,037 $ 239,335 $ 242,010 $ 284,333 01 Parks and Recreation Personnel $ 1,527,408 $ 1,621,590 $ 1,755,589 $ 1,752,589 $ 1,824,648 Operations $ 780,893 $ 779,253 $ 828,931 $ 855,481 $ 881,894 Capital $ 33,532 $ 22,738 $ 59,150 $ 59,150 $ 40,450 01 Parks and Recreation Total $ 2,341,832 $ 2,423,581 $ 2,643,670 $ 2,667,220 $ 2,746,992 PAGE SS CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PARKS & RECREATION -ADMINISTRATION DESCRIPTION: The Administration Services Division provides coordination to manage the planning, acquisition and rehabilitation of park and recreation facilities. TASKS: 1. Implement and revise Seven-Year Capital Improvement Program; 2. Provide management of Capital Improvement Program; 3. Provide staff support to City Council and Parks & Recreation Commission; 4. Provide budgetary control and fiscal responsibility; and 5. Provide facilitation resources to community organizations and resident groups. PARKS AND RECREATION -SPORTS DESCRIPTION: The Sports Services Division provides active recreation programs, through the utilization of sports, fitness and instructional classes, that provides all ages the opportunity for supervised, active, recreation programs. TASKS: 1. Provide 5440 individuals a quality year-round adult softball program; 2. Maintain safe and attractive ball fields that will support 310 days of quality service; 3. Coordinate and implement the Tustin Tiller Days Festival and Parade, which accommodates over 75,000 patrons; 4. Administer a tennis program that includes lessons, tournaments and a festival for over 1900 participants; 5. Coordinate and implement a regional youth track and field program and meet for over 320 children; 6. Conduct three teen dances per year for local middle school children; 7. Provide safe and wholesome after-school activities for area children; 8. Coordinate school break and summer sports camps for 800 children; 9. Conduct organized and adult open basketball and volleyball programs where everyone gets to play equally; 10. Allocate City sports fields and ball diamonds for 16 youth sports organizations; 11. Arrange and maintain 1560 hours of tennis court reservations for local residents; 12. Provide over 4000 hours of supervised facility use at the Columbus Tustin Activity Center; 13. Supervise and maintain 1250 hours of sports field lighting; and 14. Give 750 children the opportunity to attend a safe and wholesome summer day camp program. PacE 89 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PARKS AND RECREATION -CLASSES/CULTURAL ARTS DESCRIPTION: The contract class division promotes and coordinates recreational classes for community adults and youth. The division is responsible for program publicity, including the production of the Tustin Today quarterly brochure; procurement of instructors and classroom space; implementation of class registration procedures; coordination of the summer day camp and supervised playground program. TASKS: 1. Provide a variety of recreational classes for all ages; 2. Produce and publish the quarterly Tustin Today brochure; 3. Develop and promote family special events, such as the Easter Egg Hunt, Movies in the Park, Fourth of July Celebration and the Tustin Tiller Days Parade; and 4. Produce five (5) Movies in the Park community events each summer at a variety of parks. PARKS AND RECREATION -TUSTIN FAMILY AND YOUTH CENTER DESCRIPTION: This division is responsible for the operation and programming of the Tustin Family and Youth Center. Primary charge of this division 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 accomplished in collaboration with a variety of regional and local service organizations and agencies. TASKS: Provide comprehensive programs and services for southwest Tustin area children 4-13 years of age and their families; 2. Provide free nutritional snacks in collaboration with Second Harvest for children 1-18 years of age; 3. Expand volunteer opportunities to include senior adults, younger children and service club members; and 4. Increase participation in Homework Club, offered Monday through Thursday in the afternoons. PacE 90 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - PARKS AND RECREATION -SUPPORT SERVICES DESCRIPTION: The Support Services Division is responsible for performing custodial duties in providing a clean, safe environment for city employees and the general public at City Hall/Civic Center, Columbus Tustin Activities Center, Tustin Area Senior Center, Tustin Family and Youth Center and the Tustin Sports Park Tennis Office. TASKS: Responsible for the care and light maintenance of the Civic Center, Senior Center, Tustin Family Youth Center, Activities Center and Tennis Office; 2. Provide support to the Parks and Recreation Services Department for contract classes and special events by performing set-ups and tear down of a variety of equipment; and 3. Provide support and supervision of facility rentals. PARKS AND RECREATION -SENIOR SERVICES DESCRIPTION: The Senior Services Division is responsible for the operation and programming of the Tustin Area Senior Center. Primary charge of this division is to provide a wide variety of recreational, educational, social and human services. These activities are accomplished in collaboration with a variety of regional and local service organizations. TASKS: 1. Provide recreation, education, social and human services designed to assist center participants with activities for daily living, such as transportation and housing assistance, nutrition, physical and mental well being and special life enriching interests; 2. Provide staff support to the Senior Advisory Board, which includes the Senior Advisory Board Ways and Means Committee fund raising activities and planning; 3. Provide staff support and manage all bookkeeping for the Tustin Area Senior Center Fund, Inc.; and 4. Manage the Senior Center Gift Shop. PAGE 9I This Page Intentionally Left Blank NON-DEPARTMENTAL CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z NON DEPARTMENTAL EXPENDITURE SUMMARY Expenditure Summary (By Fund) Non-Departmental Administration Personnel Operations Capital 01-801 01 Non-Departmental Personnel Operations Capital 01 Non-Departmental Total 03/04 04/05 Actual Actual 05/06 05/06 06107 Cur Bud Projection Appropriated $ 97,366 $ 116,524 $ 132,000 $ 134,790 $ 150,000 $ 1,334,426 $ 1,455,630 $ 2,329,150 $ 1,838,979 $ 557,650 $ - $ 46 $ - $ 67 $ - $ 1,431,792 $ 1,572,200 $ 2,461,150 $ 1,973,836 $ 707,650 $ 97,366 $ 116,524 $ 132,000 $ 134,790 $ 150,000 $ 1,334,426 $ 1,455,630 $ 2,329,150 $ 1,838,979 $ 557,650 $ - $ 46 $ - $ 67 $ - $ 1,431,792 $ 1,572,200 $ 2,461,150 $ 1,973,836 $ 707,650 PacE 94 COMMUNITY DEVELOPMENT BLOCK GRANTS (cnsc) CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) EXPENDITURE SUMMARY Expenditure Summary (By Fund) CDBG 06-07fy, Admin Personnel Operations Capital 26-305 CDBG 06-07fy, CIP Personnel Operations Capital 26-999 2x CDBG Total Personnel Operations Capital 2x CDBG Total 03/04 04/05 05/06 05/06 06107 Actual Actual Cur Bud Projection Requested $ 126,242 $ 130,767 $ 87,609 $ 91,298 $ 153,453 $ 177,087 $ 278,779 $ - $ 428,268 $ 175,069 $ 303,329 $ 409,546 $ 87,609 $ 519,566 $ 328,522 $ 476,848 $ - $ 836,117 $ 382,343 $ 500,943 $ 476,848 $ - $ 836,117 $ 382,343 $ 500,943 $ 126,242 $ 130,767 $ 87,609 $ 91,298 $ 153,453 $ 177,087 $ 278,779 $ - $ 428,268 $ 175,069 $ 476,848 $ - $ 836,117 $ 382,343 $ 500,943 $ 780,178 $ 409,546 $ 923,726 $ 1,109,259 $ 829,465 PacE 96 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - COMMUNITY DEVELOPMENT BLOCK GRANTS DESCRIPTION: The federal Housing and Community Act of 1974, as amended, created the Community Development Block Grant (CDBG) program to return federal funds to local communities for the purpose of developing viable urban communities by providing adequate housing and a suitable living environment and by expanding economic opportunities, specifically for low and moderate income persons. Grants are awarded to communities to implement a wide range of community development activities directed toward neighborhood revitalization, economic development, and the provision of improved community facilities and services. PacE 97 This Page Intentionally Left Blank TUSTIN LANDSCAPE LIGHTING DISTRICT STREET LIGHTING DISTRICT CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TUSTIN LANDSCAPE LIGHTING DISTRICT STREET LIGHTING DISTRICT EXPENDITURE SUMMARY Expenditure Summary (By Fund) Tustin LLD, Special District Personnel Operations Capital 41-805 03/04 04/05 05/06 05/06 06107 Actual Actual Cur Bud Projection Appropriated $ 431,894 $ 461,667 $ 550,088 $ 540,000 $ 642,463 $ 431,894 $ 461,667 $ 550,088 $ 540,000 $ 642,463 41 Tustin LLD Total Personnel $ - $ - $ - $ - $ - Operations $ 431,894 $ 461,667 $ 550,088 $ 540,000 $ 642,463 Capital $ - $ - $ - $ - $ - 41 Tustin LLD Total $ 431,894 $ 461,667 $ 550,088 $ 540,000 $ 642,463 Tustin SLD, Special District Personnel $ - $ - $ - $ - $ - Operations $ 228,497 $ 1,359,878 $ 412,000 $ 377,000 $ 440,800 Capital $ - $ - $ - $ - $ - 42-805 $ 228,497 $ 1,359,878 $ 412,000 $ 377,000 $ 440,800 42 Tustin SLD, Total Personnel $ - $ - $ - $ - $ - Operations $ 228,497 $ 1,359,878 $ 412,000 $ 377,000 $ 440,800 Capital $ - $ - $ - $ - $ - 42 Tustin SLD Total $ 228,497 $ 1,359,878 $ 412,000 $ 377,000 $ 440,800 PAGE 100 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z TUSTIN REDEVELOPMENT AGENCY ORGANIZATIONAL CHART CITY OF TUSTIN REDEVELOPMENT AGENCY REDEVELOPMENT AGENCY BOARD OF DIRECTORS (CITY COUNCIL) AGENCY ATTORNEY (CITY ATTORNEY) EXECUTIVE DIRECTOR (ASSISTANT CITY MANAGER) Public Works Director! City Engineer Secretary Senior Praject Manager (City Clerk) (MCAS Tustin) Senior Praject Manager Treasurer (Town Center South Central) Seniar Project Manager housing Rehab Aide (MCAS Tustin) (HousinglEconomic Development} PAGE 102 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TUSTIN REDEVELOPMENT AGENCY POSITION CONTROL REPORT 05-06 05-06 05-06 06-07 06-07 CURR YTD VACAN- ADOPTED NEW POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ REDEVELOPMENT Administrative Secretary 52-600 0.15 0.15 - 0.05 Redevelopment Program Manager 52-600 0.25 0.25 - 0.25 0.40 0.40 - 0.30 Administrative Secretary 53-600 0.15 0.15 - 0.10 Senior Redevelopment Project Manager 53-600 0.10 0.10 - 0.10 Redevelopment Program Manager 53-600 0.25 0.25 - 0.25 Redevelopment Program Manager Administrative Secretary Senior Redevelopment Project Manager Administrative Secretary Redevelopment Program Manager Administrative Secretary Senior Redevelopment Project Manager Redevelopment Program Manager REDEVELOPMENT TOTAL 0.50 0.50 - 0.45 55-600 0.20 0.20 - 0.20 0.20 0.20 - 0.20 56-600 - - - 0.25 56-600 0.80 0.80 - 0.80 0.80 0.80 - 1.05 58-600 0.20 0.20 - 0.05 58-600 0.25 0.25 - 0.25 0.45 0.45 - 0.30 59-600 - - - 0.05 59-600 0.10 0.10 - 0.10 59-600 0.25 0.25 - 0.25 0.35 0.35 - 0.40 2.70 2.70 - 2.70 PAGE 103 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TUSTIN REDEVELOPMENT AGENCY EXPENDITURE SUMMARY Expenditure Summary 03/04 04/05 05/06 05/06 06107 (By Fund) Actual Actual Cur Bud Projection Requested South Central RDA, Admin Personnel $ 47,879 $ 50,145 $ 43,985 $ 43,958 $ 39,588 Operations $ 55,393 $ 18,885 $ 27,464 $ 23,533 $ 45,041 Capital $ - $ 5,156 $ 8,000 $ 8,000 $ 4,000 52-600 $ 103,272 $ 74,186 $ 79,449 $ 75,491 $ 88,629 South Central RDA, CIP Personnel $ - $ - $ - $ - $ - Operations $ 53,391 $ 3,823 $ - $ 288 $ - Capital $ 161,247 $ 926,644 $ 877,973 $ - $ 5,876,508 52-999 $ 214,638 $ 930,467 $ 877,973 $ 288 $ 5,876,508 52 South Central RDA Personnel $ 47,879 $ 50,145 $ 43,985 $ 43,958 $ 39,588 Operations $ 108,784 $ 22,707 $ 27,464 $ 23,821 $ 45,041 Capital $ 161,247 $ 931,800 $ 885,973 $ 8,000 $ 5,880,508 52 SC RDA Total $ 317,910 $ 1,004,653 $ 957,422 $ 75,779 $ 5,965,137 53 South Central Set-Aside, Admin Personnel $ 38,059 $ 40,278 $ 57,230 $ 57,230 $ 78,438 Operations $ 69,515 $ 28,348 $ 59,266 $ 36,266 $ 104,476 Capital $ - $ 11,660 $ - $ - $ - 53 SC Set-Aside Total $ 107,574 $ 80,286 $ 116,496 $ 93,496 $ 182,914 55 MCAS Base RDA, Admin Personnel $ 23,481 $ 26,387 $ 27,547 $ 27,547 $ 133,413 Operations $ 5,107 $ 68,931 $ 66,086 $ 145,386 $ 42,100 Capital $ - $ - $ - $ - $ - 55 MCAS Base RDA Total $ 28,587 $ 95,317 $ 93,633 $ 172,933 $ 175,513 56 MCAS Set-Aside, Admin Personnel $ - $ - $ 105,011 $ 105,011 $ 99,979 Operations $ - $ 10,166 $ - $ 5,000 $ 23,700 Capital $ - $ - $ - $ - $ - 56 MCAS Set-Aside Total $ - $ 10,166 $ 105,011 $ 110,011 $ 123,679 PAGE 104 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - Expenditure Summary (By Fund) Town Center RDA, Admin Personnel Operations Capital 58-600 Town Center RDA, CIP Personnel Operations Capital 58-999 58 Town Center RDA Personnel Operations Capital 58 Town Center RDA Total Town Center Set Aside, RDA Personnel Operations Capital 59-600 $ 111,546 $ 47,296 $ 102,841 $ 376,016 $ 212,189 Town Center Set Aside, CIP Personnel $ - $ - $ - $ - $ - Operations $ 200,000 $ 12,716 $ - $ - $ - Capital $ - $ 1,701,061 $ 353,099 $ - $ 89,075 59-999 $ 200,000 $ 1,713,777 $ 353,099 $ - $ 89,075 59 Town Center Set Aside Personnel $ 29,731 $ 32,040 $ 47,645 $ 47,645 $ 75,113 Operations $ 281,815 $ 27,972 $ 55,196 $ 328,371 $ 137,076 Capital $ - $ 1,701,061 $ 353,099 $ - $ 89,075 59 Town Center Set Aside Total $ 311,546 $ 1,761,073 $ 455,940 $ 376,016 $ 301,264 03/04 04/05 Actual Actual $ 67,903 $ 66,346 $ 354,195 $ 101,495 $ 18,350 $ 1,212 05/06 05/06 06107 Cur Bud Projection Requested $ 47,131 $ 47,131 $ 39,588 $ 131,848 $ 81,213 $ 71,391 $ 10,070 $ 10,070 $ 6,500 $ 440,448 $ 169,053 $ 189,049 $ 138,414 $ 117,479 $ - $ 23,156 $ - $ 58, 938 $ - $ 633,058 $ 904,448 $ 230,318 $ 450 $ 352,220 $ 633,058 $ 927,604 $ 230,318 $ 59,388 $ 352,220 $ 67,903 $ 66,346 $ 47,131 $ 47,131 $ 39,588 $ 354,195 $ 124,651 $ 131,848 $ 140,151 $ 71,391 $ 651,408 $ 905,661 $ 240,388 $ 10,520 $ 358,720 $ 1,073,506 $ 1,096,657 $ 419,367 $ 197,802 $ 469,699 $ 29,731 $ 32,040 $ 47,645 $ 47,645 $ 75,113 $ 81,815 $ 15,255 $ 55,196 $ 328,371 $ 137,076 PAGE 105 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TUSTIN COMMUNITY REDEVELOPMENT AGENCY DESCRIPTION: The Tustin Community Redevelopment Agency was established in 1976 for the purpose of providing needed public improvements and facilitating economic development within the Town Center Redevelopment Project Area. The South Central Project Area was established in 1983 and the MCAS Tustin Project Area in 2003. The City Council serves as the Board of Directors for the Agency. City staff provides required Agency staff support. The Town Center Project Area is located in the heart of Tustin and consists of a high concentration of older commercial buildings and a limited number of residential units. The South Central Project Area has a high concentration of aging multi-family units which are showing signs of overcrowding and deterioration. The area also consists of older commercial/retail structures along Newport Avenue that will need assistance in the near future to remain competitive with newer commercial/retail centers in other areas of town. Subsequent to the closure of Marine Corp Air Station (MCAS) Tustin in July 1999, the Tustin City Council adopted the MCAS Tustin Redevelopment Plan in June 2003 in order to facilitate redevelopment of the approximately 1,600-acre military base. For each of the Project Areas, the Agency has significant housing responsibilities or implementing and administering programs to assist low- and moderate-income families in the purchase or rental of affordable units, assisting existing property owners maintain their units through Agency funded rehabilitation programs, and providing incentives to developers for the construction of new affordable units. PAGE 106 TUSTIN LEGACY CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TUSTIN LEGACY POSITION CONTROL REPORT POSITION CONTROL REPORT DEPT 05-06 CURR BUDGET 05-06 YTD ACT 05-06 VACAN- CIES 06-07 06-07 ADOPTED NEW BUDGET REQ TUSTIN LEGACY ENTERPRISE Redevelopment Program Manager 18-805 1.00 - (1.0) 1.00 Redevelopment Program Manager 18-805 0.80 0.80 - 0.80 Administrative Secretary 18-805 0.50 0.50 - 0.50 2.30 1.30 (1.00) 2.30 TUSTIN LEGACY ENTERPRISE TOTAL 2.30 1.30 (1.00) 2.30 PAGE 108 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TUSTIN LEGACY EXPENDITURE SUMMARY Expenditure Summary 03/04 04/05 05/06 05/06 06107 (By Fund) Actual Actual Cur Bud Projection Requested Tustin Legacy, Admin Personnel $ 345,147 $ 373,426 $ 274,842 $ 274,842 $ 404,346 Operations $ 4,682,051 $ 1,515,865 $ 1,037,190 $ 917,146 $ 1,151,620 Capital $ - $ - $ - $ - $ - 18-805 $ 5,027,198 $ 1,889,291 $ 1,312,032 $ 1,191,988 $ 1,555,966 Tustin Legacy, CIP Personnel $ - $ - $ - $ - $ - Operations $ - $ - $ - $ - $ - Capital $ 51,845 $ 282,598 $ 67,900,795 $ 2,568,937 $ 7,631,000 18-999 $ 51,845 $ 282,598 $ 67,900,795 $ 2,568,937 $ 7,631,000 18 Tustin Legacy Personnel $ 345,147 $ 373,426 $ 274,842 $ 274,842 $ 404,346 Operations $ 4,682,051 $ 1,515,865 $ 1,037,190 $ 917,146 $ 1,151,620 Capital $ 51,845 $ 282,598 $ 67,900,795 $ 2,568,937 $ 7,631,000 18 Tustin Legacy Total $ 5,079,043 $ 2,171,890 $ 69,212,827 $ 3,760,925 $ 9,186,966 PAGE 109 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - TUSTIN LEGACY DESCRIPTION: When the original decision was made in 1991 to close MCAS Tustin, the city was faced with the loss of its most prominent feature. The local community did not oppose the base's closure, however, instead proceeding immediately to plan for its reuse. The base was finally conveyed to the city by the Navy Department in May 2002. Since all but a small portion of the base acreage lies within the Tustin city limits, its addition will increase the City's land size by about one-third. The City vision for Tustin Legacy is that of a compact and walkable, mixed-use community with a distinctive sense of place that builds on the major features of the site, and that is synergistically linked with the adjacent disposition parcels. It is envisioned as a premier master planned district within the City of Tustin amixed-use district that enhances the quality of life for Tustin residents and that demonstrates the city commitment to quality development, smart growth and sustainability. The district will create a new center of activity within the city, providing an engaging place to live, work, learn and play, a place that complements and supports adjacent neighborhoods and districts, and a place that offers significant new resources to the broader region. Tustin is a city of diverse neighborhoods. From Old Town, which strongly relates to the city historical heritage, to Tustin Ranch, a high quality master-planned community, Tustin existing neighborhoods have a unique and rich character contributing to the overall identity and livability of the city. Tustin Legacy is envisioned as a new neighborhood district, one that maintains and enhances the community quality of life while establishing a new model for development in the twenty-first century. Tustin Legacy will provide a new activity center and anchor for the southernmost sector of the city, which has long been separated from the remainder of the Community. Surrounded by urban development involving an array of land uses, Tustin Legacy also provides for the expansion of major office and light industrial business park uses to the south and southwest. The district will include up to 4,049 units of housing within Tustin jurisdiction, and over nine million square feet of commercial and institutional development. The centerpiece of Tustin Legacy is its Master Developer Concept. The Master Development Site comprises approximately 700 acres of the Tustin Legacy property. The Master Development Site may include up to 1,825 residential units at a range of densities; approximately 3.3 million square feet of mixed-use development; nearly 3.4 million square feet of R&D, industrial, and office uses; more than 500,000 square feet of retail/commercial uses; a resort hotel with between 250 and 500 rooms; an 18-hole golf course; and a range of other open space and education uses. The district will be comprised of several neighborhoods, including residential, commercial, and business uses that provide a vibrant mixed-use focus for all of Tustin Legacy, as well as an attractive citywide and regional destination. With shops, restaurants, offices, other business uses, and homes, the development will be a natural gathering place for existing and future residents as well as employees of the area. It will be easily accessible from the surrounding community by an expanded roadway system, transit, including adjacency to a regional commuter rail station, and by a comprehensive system of linking open spaces and bicycle and pedestrian trails. The Specific Plan creates a series of neighborhoods within the Master Development Site, including amixed- use Community Core. These uses will be adjacent to a privately owned, publicly accessible golf course and a hotel and conference facility in the vicinity of Edinger Avenue and Jamboree Road. The southwest quadrant of the Master Developer Site is designated for commercial and business uses, creating an appropriate balance of jobs in close proximity to new housing. PAGE 110 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - In another disposition separate from the Master Developer Site, the City of Tustin plans to develop 50+ acres located at the strategic Barranca Parkway and Jamboree Road intersection with regional-serving commercial and retail uses that will contribute to the fiscal well being of the community. This property is located immediately southeast of the Community Core neighborhood. A wide spectrum of public-oriented uses and institutions, situated immediately west and north of the Community Core, will help establish Tustin Legacy as a major civic, cultural and recreational destination within the region. Within the Learning Village land use neighborhood, a 10-acre elementary school will be developed by the Tustin Unified School District, as well as a four-acre County of Orange shelter for abused children. In addition, a 65-acre educational campus will be developed by the South Orange County Community College District, and a 15-acre site will be developed and managed by the Rancho Santiago Community College District. Adjacent to the Community Core, an 84.5-acre Urban Regional Park to be developed by Orange County will feature recreational and cultural facilities as well as a family youth resource center and animal control facility Retention and reuse of the northern blimp hangar may be considered as part of the Urban Regional Park as well. East of the Urban Regional Park, an approximate 40-acre high school will also be developed by the Tustin Unified School District. PAGE I I I This Page Intentionally Left Blank WATER ENTERPRISE PUBLIC WORKS ORGANIZATIONAL CHART a 3 ~_ i `rt' w 3R ~ ? 3 > r s~ ~R ~ V "d~ 1[' ~ sg ~~ ~~ a m V p S~ a A I ~° 9 ]. ® ~ JJ ^~ d d se ~~ ~. ~~ ~~ ~ C W a~ ~ ~~ ~ ~~ 6~ ~ aRl~3 3 ~ m a I~~~ 70 ~~ z O ~ m~~ U~ ~~ ~~ ~~ ~ ~ ~ ° O ~~ g~ ~ D c ~ w 3 ~~ ~~ Z ~~ ~~ ~ ~; ~ a. ~~ '~~ ~~ ~ ~ a~ R }~y' R ~~ yo z `3 ~. g~ aid i n 3 ~9 A a ~, sj ue w ~ 73 ^ q~ a AQ ; ~ ~~ a _ u I I' . #~ ~~ ~ 1 ~ `` tt~ ~~ 4c r s F PAGE 114 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - WATER POSITION CONTROL REPORT 05-06 05-06 05-06 06-07 06-07 CURR YTD VACAN- ADOPTED NEW POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ Water Billing Accounting Specialist Senior Accounting Specialist Water Operations Water Services Manager Office Support Specialist Principal Engineer Associate Engineer Management Analyst Water Treatment Supervisor Water Maintenance Supervisor Water Treatment Plant Operator II Water Maintenance Leadworker Water Equipment Operator Water Maintenance Worker I Water Maintenance Worker II Reverse Osmosis Water Treatment Supervisor Water Treatment Plant Operator II 17th St Desalter Water Treatment Supervisor Water Treatment Plant Operator II Water Production Water Treatment Supervisor Water Treatment Plant Operator II WATER TOTAL 70-451 2.0 2.0 - 2.0 70-451 1.0 1.0 - 1.0 3.0 3.0 - 3.0 70-452 1.0 1.0 - 1.0 70-452 1.0 1.0 - 1.0 70-452 1.0 1.0 - 1.0 70-452 1.0 - (1.0) 1.0 70-452 - - - 1.0 70-452 0.375 0.375 - 0.375 70-452 1.0 1.0 - 1.0 70-452 0.5 0.5 - 0.500 70-452 1.0 1.0 - 1.0 70-452 2.0 1.0 (1.0) 2.0 70-452 4.0 5.0 - 5.0 70-452 3.0 2.0 - 2.0 15.875 13.875 (2.0) 16.875 70-456 0.250 0.250 - 0.250 70-456 1.0 1.0 - 1.0 1.250 1.250 - 1.250 70-458 0.125 0.125 - 0.125 70-458 1.0 1.0 - 1.0 1.125 1.125 - 1.125 70-459 0.25 0.25 - 0.25 70-459 0.5 0.5 - 0.50 0.75 0.75 - 0.75 22.0 20.0 (2.0) 23.0 PAGE 115 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - WATER EXPENDITURE SUMMARY Expenditure Summary 03/04 04/05 05/06 05/06 06107 (By Fund) Actual Actual Cur Bud Projection Requested Water, Billings Personnel $ 157,592 $ 137,999 $ 183,033 $ 183,033 $ 183,225 Operations $ 1,108,219 $ 1,173,793 $ 1,295,400 $ 1,140,417 $ 1,352,700 Capital $ - $ 500 $ 10,500 $ 5,500 $ 3,500 70-451 $ 1,265,812 $ 1,312,293 $ 1,488,933 $ 1,328,950 $ 1,539,425 Water, Operations Personnel $ 910,964 $ 860,023 $ 1,315,952 $ 1,315,905 $ 1,395,301 Operations $ 610,165 $ 694,035 $ 733,663 $ 669,794 $ 703,442 Capital $ 5,619 $ - $ 132,736 $ 20,458 $ 128,000 70-452 $ 1,526,748 $ 1,554,057 $ 2,182,351 $ 2,006,157 $ 2,226,743 Ionization Personnel $ 67,151 $ (588) $ - $ - $ - Operations $ 325,676 $ 87 $ - $ - $ - Capital $ - $ - $ - $ - $ - 70-456 $ 392,827 $ (501) $ - $ - $ - Main Street Facilities Personnel $ 49,230 $ 105,354 $ 117,567 $ 117,567 $ 127,023 Operations $ 290,602 $ 518,355 $ 618,498 $ 589,112 $ 766,040 Capital $ - $ - $ - $ - $ - 70-457 $ 339,831 $ 623,709 $ 736,065 $ 706,679 $ 893,063 17th Street Desalter Personnel $ 89,306 $ 97,323 $ 106,732 $ 106,732 $ 115,636 Operations $ 979,556 $ 555,970 $ 1,101,170 $ 1,029,269 $ 1,293,009 Capital $ - $ - $ 277,938 $ 277,938 $ 278,000 70-458 $ 1,068,862 $ 653,293 $ 1,485,840 $ 1,413,939 $ 1,686,645 Water Production Personnel $ 111,945 $ 124,742 $ 111,199 $ 111,199 $ 118,569 Operations $ 2,147,298 $ 3,863,952 $ 4,225,824 $ 4,151,985 $ 4,070,875 Capital $ - $ - $ - $ - $ - 70-459 $ 2,259,243 $ 3,988,694 $ 4,337,023 $ 4,263,184 $ 4,189,444 70 Water Utility Fund Total Personnel $ 1,386,187 $ 1,324,852 $ 1,834,483 $ 1,834,436 $ 1,939,755 Operations $ 5,461,516 $ 6,806,192 $ 7,974,555 $ 7,580,577 $ 8,186,066 Capital $ 5,619 $ 500 $ 421,174 $ 303,896 $ 409,500 70 Water Utility Fund Total $ 6,853,322 $ 8,131,545 $ 10,230,212 $ 9,718,909 $ 10,535,321 PAGE 116 CITY OF TUSTIN 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ,~ z WATER ENTERPRISE -BILLING DESCRIPTION: Administrative functions of the Water Utility are responsible for but not limited to: customer service inquiries, meter reading and customer billing. TASKS: 1. Read customer meters; 2. Prepare customer invoices from automated meter reading equipment; 3. Cash applications and accounts receivable; 4. Customer service orders; 5. Prepare and monitor work orders for field operations concerning meter repair, leaks, turn-on's and turn-offs; 6. Prepare water management reports; 7. Implement and promote water conservation program. WATER ENTERPRISE -OPERATIONS DESCRIPTION: Install, maintain, repair and upgrade the water distribution system, monitor water quality, provide customer service, and make emergency repairs. TASKS: 1. Assure compliance with all health and safety standards for water quality throughout the system; 2. Operate and maintain the water distribution system utilizing the safest and cost-effective practices; 3. Coordinate the design and construction of capital improvement program [CIP] projects necessary to replace aging and/or undersized water distribution system components and facilities; 4. Perform preventive maintenance and make emergency repairs as needed to minimize water loss and service interruptions to City water customers; 5. Provide responsive customer service; 6. Review City, developer and outside agency project plans for compliance with Water Division standards. Evaluate developer requests for "will serve" letters, and if appropriate, determine necessary system improvements; and 7. Continue on-going staff safety training and DOHS certification programs. PAGE II7 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - WATER ENTERPRISE -MAIN STREET WATER FACILITY DESCRIPTION: The Main Street Water Facility, consists of two groundwater production wells, reverse osmosis and ion exchange treatment plants, a water storage reservoir and booster pump station. The treatment plants remove nitrate-contaminates from the groundwater produced at this facility. The water is treated and blended to produce drinking water that complies with all State and Federal Safe Drinking Water standards. TASKS: 1. Assure compliance with all health and safety standards for water quality; 2. Ensure compliance with all City and State work site safety regulations and programs 3. Continue operation in order to remove contaminants from the groundwater basin and reduce the spread of nitrates to other City-owned wells; 4. Maximize water production to reduce dependence on imported water supplies; and Operate the ion exchange plant in conjunction with the reverse osmosis plant to maximize use of the new Main Street Water Facility to meet distribution system demand peaks. WATER ENTERPRISE - 17TH STREET DESALTER DESCRIPTION: This reverse osmosis water treatment facility, located on 17th Street near Windsor Place, is a cooperative venture between the City of Tustin, the Orange County Water District (OCWD) and the Metropolitan Water District of Southern California (MWD). This facility removes nitrates and high concentrations of dissolved solids from the groundwater produced at this facility. The water is treated and blended to comply with State and Federal Safe Drinking Water standards. TASKS: Ensure compliance with all health and safety standards for water quality production and distribution; 2. Ensure compliance with all City and State work site safety regulations and programs; 3. Continue operation in order to remove contaminants from the groundwater basin and reduce the spread of nitrates to other City-owned wells; 4. Maximize water production to reduce dependence on imported water supplies and to offset the cost of water purchases; and 5. Ensure compliance with the Regional Water Quality Control Board (RWQCB) National Pollution Discharge Elimination System [NPDES] permit requirements. PAGE II8 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - WATER ENTERPRISE -PRODUCTION DESCRIPTION: Produce and supply domestic water without interruption to all City of Tustin Water Services customers, and comply with Safe Drinking Water standards mandated by State and Federal regulations. TASKS: 1. Produce competitively priced, high quality water meeting all health and safety standards for water quality; 2. Operate water production facilities while utilizing the most cost-effective methods and practices that public safety and water demand requirements allow; 3. Perform preventive maintenance and make emergency repairs as needed to minimize the loss of groundwater production and imported water supplies, and to minimize service interruptions; 4. Coordinate the design and construction of capital improvement program projects, and replace aging and/or undersized system components and facilities in a timely and cost efficient manner; 5. Participate in the Metropolitan Water District of Southern California (MWD) In-Lieu Program; 6. Coordinate operation of water facilities with contractors during construction activities; and Monitor the water resource planning and management programs of the City's wholesale suppliers Orange County Water District, the Municipal Water District of Orange County, and East Orange County Water District, and evaluate their fiscal impacts upon the City's service area. PAGE II9 This Page Intentionally Left Blank BUDGET PROCESS BUDGET CONTROLS AND BASIS AND GLOSSARY OF TERMS This Page Intentionally Left Blank CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - BUDGET PROCESS The 2006-07 FY Budget Process for the City of Tustin begins at mid-year of the FY 2005-06. With audited numbers for FY 2004-05 and collected data for half of FY 2005-06, staff is better able to project year-end revenues and expenditures. Staff also makes minor adjustments/supplemental requests and presents the Mid-Year Budget Report to the City Council. On July 17, 2006, the City Council held its Budget Workshop and listened to the requests and comments of the public. Some issues discussed include technology and capital projects. The proposed City budget is prepared by city staff and is submitted to the City Council each year. The City Council adopts the annual operating budget by June 30 of each year. The Finance Director has the authority to make technical corrections in compiling the adopted budget. The City Manager, or his designee, has the discretion to make budget adjustments within a fund, within capital projects, and within a department's operating budget. Such discretion does not include any increase to an operating fund or to the overall adopted budget. All budget adjustments between City funds are submitted to the City Council for formal approval. Budget adjustments should be clearly marked as budget adjustments, including the reason for the adjustment, availability of resources, and financial impact on impacted funds. The adopted budget should be considered an allocation of the City's resources. These resources should be allocated on a basis consistent with City priorities and needs. A mid-year budget status report covering the City's operating funds is also prepared and presented to the City Council annually. The mid-year report includes current year budget, as well as projections to year-end. PAGE 123 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - INTERNAL CONTROL, BUDGETARY CONTROL AND ACCOUNTING BASIS In developing and modifying the City's accounting system, consideration has been given to the adequacy of internal accounting controls. Internal accounting controls are designed to provide reasonable, but not absolute, assurance regarding the safeguarding of assets and the reliability of financial records and maintaining accountability of assets. The concept of reasonable assurance recognizes that: the cost of a control should not exceed its benefits. The evaluation of this cost benefit relationship rests with Management. All internal control evaluations occur within the bounds as described. We believe that the City's internal accounting controls adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions. The annual budget adopted by the City Council provides for the general operation of the City. It includes proposed expenditures and the means of financing them. The City Council approves total budgeted appropriations and any amendments to appropriations throughout the year. The "appropriated budget" covers substantially all City expenditures, with the exception of capital improvement projects carried forward from prior years, which expenditures constitute legally authorized "non- appropriated budget". There were no significant non-budgeted financial activities. Actual expenditures may not exceed budgeted appropriations at the functional or program level. The City has the following programs accounted for through its governmental funds-general government, public safety, public works, community services and capital expenditures. Budgets for the General and Special Revenue Funds are adopted on a basis substantially consistent with generally accepted accounting principles. Accordingly, actual revenues and expenditures can be compared with related budgeted amounts without any significant reconciling items. No budgetary comparisons are presented for the Capital Projects, Debt Service and Proprietary Funds, as the City does not adopt annual budgets for these types of funds. Formal budgetary integration is employed as a management control device. Commitments for materials and services, such as purchase orders and contracts, are recorded during the year as encumbrances to assist in controlling expenditures. Encumbrances at year-end lapse then are added to the following year's budgeted appropriations. Encumbrances are not carried forward at year-end. Governmental fund types and Agency funds use a modified accrual basis of accounting, except those assets of the Employee Deferred Compensation Agency Fund are reported at fair value rather than cost, in accordance with GASB Statement No. 2. The City has implemented GASB Statement No. 31, Accounting and Financial Reporting for Certain Investments and for External Pools in fiscal year 98-99. Basis of accounting refers to the concept of recognizing the time a transaction has occurred for the purpose of recording that transaction. This is key because the budget determines the accounting system. For example, if the budget system anticipates revenues on a cash basis, the accounting system must record only cash revenues as receipts. If the budget uses an accrual basis, accounting must do likewise. Like many cities, Tustin uses a modified approach to the cash and accrual basis. The City's Governmental Fund Types recognize revenues when they are accrued, i. e., when they become measurable and available to pay for current expenditures. Accrued revenues include sales taxes, property PAGE 124 CITY OF TUSTIN ~~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~ - taxes, and other taxes received within sixty days after the fiscal year ends, and earnings on investments. Grant funds earned but not received are recorded as receivables and revenues, and grant funds received that have not met recognition criteria are reported as deferred revenues. Expenditures are recorded when the liability is incurred, except that unmatured principal and interest on general long-term debt are recorded when due. The City's Proprietary Funds recognize revenue when they are earned, and expenses when the liability is incurred. Unbilled water utility and water utility user tax revenues are accrued at year-end. Fiduciary Funds are treated according to the nature of the fund. The City has only Agency Funds which are custodial in nature (assets equals liabilities) and do not measure results of operations. Assets and liabilities are accounted for on a modified accrual basis. PAGE 125 CITY OF TUSTIN ^' ~ ~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET = GLOSSARY OF TERMS ACCOUNTING SYSTEM: The total set of records and procedures that are used to record, classify, and report information on the financial status and operations of an entity. ACCRUAL BASIS of ACCOUNTING: Proprietary fund types utilize the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at time liabilities are incurred. Unbilled utility receivables are accrued at fiscal year end. ACTIVITY: A specific and distinguishable unit of work or service performed. APPROPRIATION: An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for aone-year period. APPROPRIATION RESOLUTION: The official enactment by the legislative body establishing the legal authority for officials to obligate and expend resources. ASSESSED VALUE: The value placed on real and other property as a basis for levying taxes. ASSETS: Property owned by a government, which has monetary value. AUDIT: A systematic examination of resource utilization concluding in a written report. It is a test of management's internal accounting controls and is intended to: (1) ascertain whether financial statements fairly present financial position and results of operations; (2) test whether transactions have been legally performed; (3) identify areas for possible improvements in accounting practices and procedures; (4) ascertain whether transactions have been recorded accurately and consistently; and (5) ascertain the stewardship of officials responsible for governmental resources. BALANCE SHEET: A statement purporting to present the financial position of an entity by disclosing the value of its assets, liabilities, and equities as of a specific date. BOND: A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date(s)) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long-term debt. BUDGET (OPERATING): A plan of financial operation embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates). BUDGET CALENDAR: The schedule of key dates or milestones that a government follows in the preparation and adoption of the budget. BUDGET DOCUMENT: The official written statement submitted by the City Manager and supporting staff to the legislative body detailing the proposed budget. BUDGET MESSAGE: A general discussion of the proposed budget presented in writing as part of, or supplement of, the budget document. The budget message explains principal budget issues against the background of financial trends and presents recommendations made by the City Manager. Pa~E126 CITY OF TUSTIN ^' ~ ~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET = CAPITAL ASSETS: Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets CAPITAL BUDGET: A plan of proposed capital expenditures and the means of financing them. The capital budget is usually enacted as part of the complete annual budget, which includes both operating and capital outlays. CAPITAL IMPROVEMENT PROGRAM: A plan for capital expenditures to be incurred each year over a fixed period of several future years setting forth each capital project, and identifying the expected beginning and ending date for each project, the amount to be expended in each year, and the method of financing those expenditures. CAPITAL OUTLAYS: Expenditures for the acquisition and/or construction of capital assets. CAPITAL PROTECTS: Projects that purchase or construct capital assets. COST ACCOUNTING: Accounting that assembles and records all costs incurred to carry out a particular activity or deliver a particular service. DEBT SERVICE: Payment of interest and repayment of principal to holders of a government's debt instruments. DEFICIT: (1) The excess of an entity's liabilities over its assets (see Fund Balance), or (2) the excess of expenditures or expenses over revenues during a single accounting period. DEPRECIATION: (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. (2) That portion of the cost of a capital asset that is charged as an expense during a particular period. ENCUMBRANCE ACCOUNTING: Encumbrance accounting, under which purchase orders, contracts and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriation, is utilized as an extension of the formal budgetary integration in the governmental funds. Encumbrances provide authority to complete these transactions as expenditures and represent commitments related to unperformed contracts for goods or services. Encumbrances outstanding at year- end are reported as reservations of fund balances since they do not constitute expenditures or liabilities. ENTERPRISE FUND ACCOUNTING: Accounting used for government operations that are financed and operated in a manner similar to business enterprises, and for which preparation of an income statement is desirable. Enterprise funds use the accrual basis of accounting. EXPENDITURES: Where accounts are kept on the modified accrual basis of accounting, the cost of goods received or services rendered whether cash payments have been made or not. FISCAL YEAR: The City of Tustin operates on a fiscal year from July 1 through June 30. FUND: A separate accounting entity with aself-balancing set of accounts. Funds are classified into three categories: governmental, proprietary and fiduciary. FUND BALANCE: The excess of an entity's assets over its liabilities. A negative fund balance is called a fund deficit. PAGEI27 CITY OF TUSTIN ^' ~ ~ 2006-07 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET = GOALS AND OBJECTIVES: Specific projects and programs to be undertaken utilizing allocated fiscal resources, designed to further the achievement of the Community Vision. GRANT: A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made to local governments from the state and federal governments. Grants are usually made for specified purposes. INTERNAL CONTROL: A plan of organization for purchasing, accounting, and other financial activities which, among other things, provides that (1) the duties of employees are subdivided so that no single employee handles a financial action from beginning to end; (2) proper authorizations from specific responsible officials are obtained before key steps in the processing of a transaction are completed; and (3) records and procedures are arranged appropriately to facilitate safekeeping and effective control. INTERNAL SERVICE FUND: Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government, on acost-reimbursement basis. LIABILITY: Debt or other legal obligations arising out of transactions in the past that must be liquidated, renewed or refunded at some future date. Note: the term does not include encumbrances. MAJOR ACCOMPLISHMENTS: A report of those significant programs, projects, and other activities that were successfully implemented and/or completed by a Department during the prior fiscal year. MODIFIED ACCRUAL BASIS: All governmental fund types, expendable trust funds and agency funds use the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual (i.e., when they become both measurable and available). "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Those revenues susceptible to accrual include property taxes remitted within sixty days after year-end, interest on investments, and certain other intergovernmental revenues. Expenditures are recorded when the related fund liability is incurred. Principal and interest on general long-term debt are recorded as fund liabilities when due, or when amounts have been accumulated in the debt service fund for payments to be made early the following year. PRIMARY ACTIVITIES: A summary of what each Department accomplishes during the fiscal year. PURCHASE ORDER: A document issued to authorize a vendor to deliver specified merchandise or render a specified service for a stated estimated price. Outstanding purchase orders are called encumbrances. RESERVE: An account used to indicate that a portion of fund equity is restricted for a specific purpose or not available for appropriation and subsequent spending. SERVICE LEVEL TRUST: A summary of changes in service levels from one fiscal year to the next. Changes discussed will include staffing levels, operational expenditures and capital outlay. PAGE I28