HomeMy WebLinkAbout2008-09FY PROG & FINC'L PLANCITY OF TUSTIN
PROGRAM AND FINANCIAL PLAN
FOR
~~
FISCAL YEAR 2008-2009
TUSTIN CITY COUNCIL
,~. JERRY AMANTE, MAYOR
~ DOUG DAVERT, MAYOR PRO TEM
~
~ LOU BONE, COUNCILMEMBER
~
~" TONY KAWASHIMA, COUNCILMEMBER
~~ JIM PALMER, COUNCILMEMBER
DOUGLAS C. HOLLAND, CITY ATTORNEY ~
GEORGE W. JEFFRIES, CITY TREASURER
PAMELA STOKER, CITY CLERK
,.:i
MANAGEMENT STAFF
WILLIAM A. HUSTON, CITY MANAGER
CHRISTINE A. SHINGLETON, ASSISTANT CITY MANAGER
ELIZABETH A. BINSACK, DIRECTOR OF COMMUNITY DEVELOPMENT
SCOTT M. JORDAN, CHIEF OF POLICE
KRISTINE RECCHIA, DIRECTOR OF HUMAN RESOURCES
RONALD A. NAULT, DIRECTOR OF FINANCE
DAVID A. WILSON, DIRECTOR OF PARKS AND RECREATION
T~1v~ D. SERLET, DIRECTOR OF PUBLIC WORKS/CITY ENGINEER
MARIA R. HUIZAR, CHIEF DEPUTY CITY CLERK
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CITY OF TUSTIN Tus-nN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
TABLE OF CONTENTS
PAGE
MESSAGE OF THE CITY MANAGER .......................................................................................................1
GENERAL INFORMATION .......................................................................................................................13
LOCAL GOVERNMENT ORGANIZATIONAL CHART ...................................................................................14
A UNIQUE HISTORY .....................................................................................................................................15
EnucaTioN ..................................................................................................................................................17
BUSINESS ......................................................................................................................................................19
FINANCIAL SUMMARY .............................................................................................................................21
FUND BALANCE PROJECTIONS EXPENDITURE SUMMARY BY FUND ........................................................22
GENERAL FUND EXPENSES ......................................................................................................................... 23
GENERAL FUND RESOURCES ..............................................................................................................24
CAPITAL IMPROVEMENT PROJECTS ..........................................................................................................25
TOTAL BUDGET RESOURCES ..............................................................................................................26
TOTAL BUDGET EXPENSES ..................................................................................................................27
TOTAL EXPENSES-ALL FUNDS ...........................................................................................................28
SALES TAX REVENUE ............................................................................................................................29
GANN LIMIT .................................................................................................................................................30
FY 2008-09 APPROPRIATIONS LIMIT .................................................................................................... 30
TUSTIN'S ECONOMIC ANALYSIS AND FISCAL SUMMARY ......................................................................... 31
SaLES Tax ................................................................................................................................................... 31
PROPERTY TAX ............................................................................................................................................31
BUSINESS LICENSE TAX ..............................................................................................................................31
FRANCHI SE ................................................................................................................................................... 32
TRANSIENT OCCUPANCY TAX .................................................................................................................... 32
LICENSE c~ PERMITS ................................................................................................................................... 32
F~1vES ............................................................................................................................................................ 33
I NT E RE ST ...................................................................................................................................................... 33
SERVICE CHARGES ......................................................................................................................................33
INTERFUND CHARGES ................................................................................................................................. 33
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
BUDGET POLICY ..........................................................................................................................................34
FINANCIAL STRUCTURE ..............................................................................................................................34
GENERAL FUND REVENUE .......................................................................................................................... 34
SPECIAL REVENUE FUNDS .......................................................................................................................... 34
DEBT SERVICE FUNDS .................................................................................................................................35
CAPITAL PROJECTS FUNDS ......................................................................................................................... 35
ENTERPRISE FUNDS ..................................................................................................................................... 36
INTERNAL SERVICE FUNDS .........................................................................................................................36
TRUST AND AGENCY FUNDS ....................................................................................................................... 36
REVENUE PROJECTIONS ............................................................................................................................. 36
EXPENDITURE APPROPRIATIONS ............................................................................................................... 37
PERS ............................................................................................................................................................ 39
DEFERRED COMPENSATION ....................................................................................................................... 39
SELF-INSURANCE PROGRAM/RISK POOL .................................................................................................. 39
CLASSIFICATION AND COMPENSATION PLAN PERSONNEL BUDGETING .................................................. 40
LEGISLATION .............................................................................................................................................. 43
LEGISLATION POSITION CONTROL REPORT ............................................................................................. 44
LEGISLATION EXPENDITURE SUMMARY ................................................................................................... 45
CITY COUNCIL ............................................................................................................................................. 46
DESCRIPTION : .................................................................................................................................... 46
CITY CLERK ................................................................................................................................................. 46
DESCRIPTION : .................................................................................................................................... 46
TA SKS : ................................................................................................................................................... 46
CITY ATTORNEY .......................................................................................................................................... 47
DESCRIPTION : .................................................................................................................................... 47
TASKS : ................................................................................................................................................... 47
ADMINISTRATION ..................................................................................................................................... 49
ADMINISTRATION ORGANIZATIONAL CHART ........................................................................................... 50
ADMINISTRATION POSITION CONTROL REPORT ...................................................................................... 51
ADMINISTRATION EXPENDITURE SUMMARY ............................................................................................ 52
CITY MANAGER ........................................................................................................................................... 53
(zz)
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
DESCRIPTION : .................................................................................................................................... 53
TA SKS : ................................................................................................................................................... 53
FINANCE ....................................................................................................................................................... 53
DESCRIPTION : .................................................................................................................................... 53
TA SKS : ................................................................................................................................................... 53
HUMAN RESOURCES ....................................................................................................................................54
DESCRIPTION : .................................................................................................................................... 54
TA SKS : ................................................................................................................................................... 54
INFORMATION TECHNOLOGY .....................................................................................................................55
DESCRIPTION : .................................................................................................................................... 55
TA SKS : ................................................................................................................................................... 55
COMMUNITY ............................................................................................................................................... 57
DEVELOPMENT ..........................................................................................................................................57
COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART .........................................................................58
COMMUNITY DEVELOPMENT POSITION CONTROL REPORT ................................................................... 59
COMMUNITY DEVELOPMENT EXPENDITURE SUMMARY .......................................................................... 60
COMMUNITY DEVELOPMENT-PLANNING DIVISION ...............................................................................61
DESCRIPTION : .................................................................................................................................... 61
TASKS : ................................................................................................................................................... 61
COMMUNITY DEVELOPMENT-BUILDING DIVISION ................................................................................62
DESCRIPTION : .................................................................................................................................... 62
TA SKS : ................................................................................................................................................... 62
PUBLIC WORKS .......................................................................................................................................... 63
PUBLIC WORKS ORGANIZATIONAL CHART .............................................................................................. 64
PUBLIC WORKS POSITION CONTROL REPORT ..........................................................................................65
PUBLIC WORKS EXPENDITURE SUMMARY ................................................................................................66
PUBLIC WORKS - ADMINISTRATION .......................................................................................................... 67
DESCRIPTION : .................................................................................................................................... 67
TASK : ..................................................................................................................................................... 67
PUBLIC WORKS - ENGINEERING ................................................................................................................. 67
DESCRIPTION : .................................................................................................................................... 67
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CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
TASKS : ................................................................................................................................................... 67
PUBLIC WORKS - STREETS ......................................................................................................................... 68
DESCRIPTION : .................................................................................................................................... 68
TA SKS : ................................................................................................................................................... 68
PUBLIC WORKS - LANDSCAPE .................................................................................................................... 68
DESCRIPTION : .................................................................................................................................... 68
TA SKS : ................................................................................................................................................... 68
PUBLIC WORKS - VEHICLES ....................................................................................................................... 69
DESCRIPTION : .................................................................................................................................... 69
TA SKS : ................................................................................................................................................... 69
PUBLIC WORKS - FACILITIES .................................................................................................................... 69
DESCRIPTION : .................................................................................................................................... 69
TA SKS : ................................................................................................................................................... 69
PUBLIC WORKS - EMERGENCY SERVICES ................................................................................................ 70
DESCRIPTION : .................................................................................................................................... 70
TA SKS : ................................................................................................................................................... 70
POLICE .......................................................................................................................................................... 71
POLICE ORGANIZATIONAL CHART ............................................................................................................ 72
POLICE POSITION CONTROL REPORT ....................................................................................................... 73
POLICE EXPENDITURE SUMMARY .............................................................................................................. 74
POLICE DEPARTMENT - ADMINISTRATION ............................................................................................... 75
DESCRIPTION : .................................................................................................................................... 75
TA SKS : ................................................................................................................................................... 75
POLICE DEPARTMENT - COMMUNITY POLICING DIVISION ..................................................................... 75
DESCRIPTION : .................................................................................................................................... 75
TA SKS : ................................................................................................................................................... 75
POLICE DEPARTMENT - ADMINISTRATIVE SERVICES DIVISION ............................................................. 76
DESCRIPTION : ..................................................................................................................................... 76
TASKS : ................................................................................................................................................... 76
FIRE ................................................................................................................................................................ 77
FIRE EXPENDITURE SUMMARY .................................................................................................................. 78
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CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
FIRE SERVICES ............................................................................................................................................. 79
DESCRIPTION : .................................................................................................................................... 79
PARKS AND RECREATION ...................................................................................................................... 81
PARKS AND RECREATION ORGANIZATIONAL CHART .............................................................................. 82
PARKS AND RECREATION POSITION CONTROL REPORT .......................................................................... 83
PARKS AND RECREATION EXPENDITURE SUMMARY ................................................................................ 84
PARKS c~ RECREATION - ADMINISTRATION .............................................................................................85
DESCRIPTION : .................................................................................................................................... 85
TA SKS : ................................................................................................................................................... 85
PARKS AND RECREATION - SPORTS .......................................................................................................... 85
DESCRIPTION : .................................................................................................................................... 85
TA SKS : ................................................................................................................................................... 85
PARKS AND RECREATION - CLASSES/CULTURAL ARTS .......................................................................... 86
DESCRIPTION : .................................................................................................................................... 86
TA SKS : ................................................................................................................................................... 86
PARKS AND RECREATION - TUSTIN FAMILY AND YOUTH CENTER ......................................................... 86
DESCRIPTION : .................................................................................................................................... 86
TA SKS : ................................................................................................................................................... 86
PARKS AND RECREATION - SUPPORT SERVICES .......................................................................................87
DESCRIPTION : .................................................................................................................................... 87
TASKS : ................................................................................................................................................... 87
PARKS AND RECREATION - SENIOR SERVICES ..........................................................................................87
DESCRIPTION : .................................................................................................................................... 87
TASKS : ................................................................................................................................................... 87
NON-DEPARTMENTAL .............................................................................................................................. 89
NON DEPARTMENTAL EXPENDITURE SUMMARY ......................................................................................90
COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) ...............................................................91
COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG~ EXPENDITURE SUMMARY ............................... 92
COMMUNITY DEVELOPMENT BLOCK GRANTS ......................................................................................... 93
DESCRIPTION : .................................................................................................................................... 93
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CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING ............................................. 95
TUSTIN LANDSCAPE LIGHTING DISTRICT c~ STREET LIGHTING DISTRICT EXPENDITURE SUMMARY 96
TUSTIN COMMUNITY REDEVELOPMENT AGENCY (RDA) ...........................................................97
TUSTIN REDEVELOPMENT AGENCY ORGANIZATIONAL CHART ........................................................... .. 98
TUSTIN REDEVELOPMENT AGENCY POSITION CONTROL REPORT ....................................................... .. 99
TUSTIN REDEVELOPMENT AGENCY EXPENDITURE SUMMARY ............................................................. 100
TUSTIN COMMUNITY REDEVELOPMENT AGENCY .................................................................................. 102
DESCRIPTION : .................................................................................................................................. 102
TUSTIN LEGACY .......................................................................................................................................103
TUSTIN LEGACY POSITION CONTROL REPORT ...................................................................................... 104
TUSTIN LEGACY EXPENDITURE SUMMARY ............................................................................................. 105
TUSTIN LEGACY ........................................................................................................................................ 106
DESCRIPTION : ..................................................................................................................................106
WATER ENTERPRISE ..............................................................................................................................107
PUBLIC WORKS ORGANIZATIONAL CHART ............................................................................................ 108
WATER POSITION CONTROL REPORT ..................................................................................................... 109
WATER EXPENDITURE SUMMARY ............................................................................................................ 110
WATER ENTERPRISE - BILLING ................................................................................................................ 111
DESCRIPTION : ..................................................................................................................................111
TASKS : .................................................................................................................................................111
WATER ENTERPRISE - OPERATIONS ........................................................................................................ 111
DESCRIPTION : ..................................................................................................................................111
TASKS : .................................................................................................................................................111
WATER ENTERPRISE - MAIN STREET WATER FACILITY ....................................................................... 112
DESCRIPTION : ..................................................................................................................................112
TASKS : .................................................................................................................................................112
WATER ENTERPRISE - 17TH STREET DESALTER ...................................................................................... 112
DESCRIPTION : ..................................................................................................................................112
TASKS : .................................................................................................................................................112
WATER ENTERPRISE - PRODUCTION ....................................................................................................... 113
DESCRIPTION : ..................................................................................................................................113
<~)
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
TASKS : .................................................................................................................................................113
BUDGET PROCESS BUDGET CONTROLS AND BASIS AND GLOSSARY OF TERMS ..............115
BUDGET PROCESS ......................................................................................................................................117
INTERNAL CONTROL, BUDGETARY CONTROL AND ACCOUNTING BASIS .............................................118
GLOSSARY OF TERMS ................................................................................................................................120
~~)
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TUSTIN
1 ~ _.~ .
~:='
~~~~Office of the City Manager
City of Tustin
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 2008-09 PROGRAM AND FINANCIAL PLAN AND
CAPITAL IMPROVEMENT PROGRAM
Transmitted herewith are the Program and Financial Plan and Capital Improvement
Program for fiscal year 2008-09. The Program and Financial Plan is the operating
budget for all City services. The Capital Improvement Program (a separate
document) includes projects for fiscal year 2008-09 and projects for a seven-year
period.
Proqram 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) are
balanced and special funds (liability, equipment depreciation, bonds, etc.) are funded
based on sound financial practices. There are no new programs included in the fiscal
year 2008-09 budget. Included in the adopted budget are five additional staff
positions which address increased workload due to regulatory requirements or result
in operational efficiencies.
PAGE 1
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
past several years, through prudent financial planning, the City has been able to sustain
consistent levels of services while:
^ Maintaining a minimum 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 2008-09 totals approximately $22.4 million;
^ Absorbing the loss of over $2 million in additional General Fund revenue shifts to
the State in fiscal years 2004-05 and 2005-06;
^ Transferring monies to the capital improvement and park development funds in
order to complete essential projects;
^ 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. 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 2008-09 operating budget is tight, but the
future continues to be positive.
The budget for all funds is $194,804,400. Of this amount the total operating budget is
$94,101,941, and the capital improvement budget is $100,702,459. The General Fund
totals $52,814,200 which is 27% of the total operating and capital budget. The adopted
2008-09 General Fund budget is 0.7% higher than the authorized 2007-08 budget.
PA~E z
Caaital Imarovement Proaram Budaet
The fiscal year 2008-09 Capital Improvement Program budget includes $100,702,459 in
projects. Of this amount, $80,193,759 is for projects previously approved and
$20,508,700 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 $297,452,061 in projects over a
seven-year period (2008-09 through 2014-15)
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 capital improvement
project.
Pa~E 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 for fiscal year 2008-09. 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
Pa~E 4
RES~LUTIDi~ 1~~J. 0$-43
A RES(~~UTVQI6V QF THE ~CIT'~ C~IJI~CiL ~C] THE CITY ~4~
TL1~'6VN, CAL.IFC~'~~lA, A~C?PTING~"~1E ~IT~' BUaGE~~A~ll3
APPR~PRVATII~YG ~RC3M THE ANTICIPAT~p R~1~ENUES
~'9~` Ti F-~~ CITY FC~i~t T~i~ ~IS~,A~ Y~E~1~ ~OC~~-~[~+~~
WH~R~A~, zm ~c~ocd~~c~ wt#~ ~~cti~n ~41~ ~~ th~e ~ust~in City c~de, tl~e City
f~~~ager h~~ ~~~pared~ ~nd ~u~mitt~d ~~ the C~ty ~~~nckl ~ ~'rc~p~s~d Ann~al ~udget f€~~
~~e 2~D8@~~Q~ fiscal year, t~~gi~ning July 1, 2fl~8; ~n~'
WHER~A~, the City Cauncil, ~~ th~ 4~gisl~ti~+e boc~y caf t~~ City, has r~view~d thi~
pr~pose~i b~d~~t;
~'D''ifl1, TH~RIEF~RE„ the Ci#~r ~o~~rcil ~f ~~~ ~ity of Tustin da~s her~{~y resalve,
el~ter€~ine and o~der as follows:.
SECTIQ~1 1. A cert~in d+~c~ment i~ n~ file ic~ the r~fi~ice c~~ the Ci#y GI~~'k ~ff the C~ty of
T+~st~ra, ~eirag marked a~~ des~g~~te~i "City of ~ustin P~~ap~~ed ~~d~et 2afl8-~~3~9". Sa~d
dac~rne~t, as ~rep~rec~ ~y #~e ~ity Ma~~ger ~n~ revi~w~;d ~r~d a~dg~st~ec~ ~y the ~ity
C~uncil, i~ h~~~by adc~~t~d far tk~~ fiscal year c~rmm~mci~r~g Je~ly 1, ~~fl~;
S~C~I~N 2. Tt~~ fa~Vic~wir~g su~s afi rr~om~~y a~~ h~re~~ ~pprv~ria#e~ ~rour~ the
ar~t~~ipatec~ r~v~r~ues Qf fihe ~i~y ~~ ~ustin ~ar th~ 2C1C~8-2~09 fisc~l y~a~.
~GC~VERNMENTAL FUN~S
~~Cl~~'~~ ~1~~1C~
Capit~~ Pro~ects
Tustin Street L~gh~i~g
Tustin Lands~a~e & 1~6g~utmr~c~ C7istrict
Eq~aip~ent F2~~1~c~er~ee~t ~und
6~is~s ~lana~ecn~~t i~unds
Gener~l Fix~d A~sets
T~DTA~ GC_?1fERN~1+'lE~1TAL ~'UNQS
SPECIAL F~~EVENU~ FtJNI~S
S~C,~L~M~
Ass~~ Farfei~ure
~L,.iU~lt~ LJQI~.~ ~U~lIU4i4W`~~iVA I
Su~pl~rraer~t~Y L~~nr Er~~orcerr~~n~
C~7~G
~'~~r'~'1~~~+ ~e~il
GaS Tax
Pa~ D~~elc~~r~~n~
~R ~~rU I'~t~6~'~
~ ~, ~+~4,4~}0
L'~~~'~V'V
+592,2~t7
~,as~ya~a
~,ao~,~ao
5 5(~~(3C~
$ 80,182',$t~~
~ ~~,54~U
55rt~4~Q
yV P 'Ld~V
~CI,~Y+~~
943„~C~4
3,7~ 3,~f~CJu
L~~~ ~~~~~
7,14a,8(]~
~esoiutian NQ. Q8-49
P~g~ 1 ~af 3
PAGE 5
Fte~~~essr~ent C~~~tri~t95-1 !~5-~ 345.80~
~omrrunity F~cilitie~ bistrict~ 34.~~~.1 ~~7
TCkTAL ~~~~1+~~ RE'4!ENUE FUfV47~ ~ 50,Q4~,~ai~0
WA7~R EhJTEM~PRI~E
~Dperati~ns~De~t Servi~e ~ 1 ~~~~7,~~~
~ap~ikal Impr~~r~r~~n#s 2D.195.fi~]0~
T[~TAL V~+A~r~~ ~~1"~R~i~ISE ~ ~~,7~~,~0~
~U~TIN LE~I~~~' ~~1T~f~PRI~E
{}p~r~tions ~ ~,~~'~,$'~~
T~TA_ L~G,4~4' ~NTERPI~.I.~E ~ ~,r7~~,€3~fi1
~~tr~~l~ T!~T~L 1 ~ ~ 1 ~,~0~
PA~SE~ f~ND A~~P7ECr at a re~ular rrre+~tin~ c~f th~ ~ii~ ~c~ur~wil c~f ~Fi~ ~ity ~f
Tus~tin, ~~lifr~mi~, h~ld r~r~ th~ 1~kh d~y of J~I~, ~~~4~3_
ATT~~°~:
~`~~z.~- ~ ~'~ ~ ~-,.~
,~~"~F~&N1EL~ ~TC~KEF~, `~`
~i#~ ~lerk
Reso9ukian ~Je~. fl~~-4~
~~~k~ ~ tsf 3
PAGE 6
~~A~T~ C}F ~C~LIFOR[~IA ~
~~UNTY O~F t~RA[~~E } S~
~IT~' pF T~lSTIN )
I, P~rrw~la Stc~k~r, ~it~r +~ler4~ an~l e~-~ffici~ ~I~rk ~f t~r~ ~ity ~a~rncil c~f the Cit~ ~f T~ustin,
+~a~ifarr~i~, dc~ h~~eb~ +~+~rk~fy th~t the ~vhale number ~f the m~rnb~rs ~f th~ ~it~r ~au nci€ +~f
the City c~~ Tu~tin is fi~~; tl~~t the ~bt~~e ~nd fo~eg€~ing F~~s~E~ti~n ~l~, [~~-4~ vr~~s du ~
pass~ed ~n~i ~dc~~ted at a Eegul~~ me~~ting ~f th~e Tustl~r ~ft~r ~€~uncil, held ~n ~t~+~ 1~~' ci~y s~f
.~uly, ~~~~, by th~ fc~ll~wing uc~te;
CC~UfV~~L~AEI~A~~R ,~YES;
C~IUN~ILMEIVIQEF~ ~IC)E~;
~~JLJ~#~ILMEf~1BEFt ,~18~TAIh~J~D:
~~Uh~~ILPt~EMBER ~B~ENT;
ma,~r~, i~ati$~rt_ fi,aii . K~wL~_~~m~. Pa]tnar (~)
:~ o n c _ ___ .,~~ )
t~onc -... {~~
~f~n~e ~ (U~}
~"~~ ~ ~ ~-.~
~ F'A~'u'IELA STC~f4~R
+~ity ~[erk
R~salut3~n Nv, ~8-~~
Pac~~ 3 s~i 3
PacE 7
F~~~~3Ll~Tl~N ~1~. ~38-;~0
~4 RE~O~LUTI+D~I OF TF~ E~IT`~ ~~~I~~C{'L FCD THE ~I71` C?F
TU~T1[V, ~A~LIF+C)RI~JI~, ~}~TERh,~ININ~ AN~,~[~~PTIt~~~IN
A~RPF~OpRI~TI(~f~ L1~+11T F[~RTki~ ~~~~~L~E~F~24~8~~~~~
IfV ,~C+C~FtD~fVCE '4+~JITH AF~TI~CL~ ?GI~I~ (~F ~V-€E
~C3hJ'~T~T4~TION C~'~ THE ~TATE C}F ~~LIF~I~P~1~4, ~~ID
-~~~Tl+~hl 79~[l +~F THE ~~~I~R~1ME~lT ~C~DE
The ~ity ~Ga~uncil of the ~ity~ of `I`~ustin dc~~~ hereby r~s~l~r~; as fcall~wrs;
~~-dE~~~~, ,~rticle ~I II~ w~,~ ~c~d~d to th~ ~c~nstitutia~ r~~#he ~t~t~ ~f ~~lif~ami~ ~t ~
ger~~ral ~I~cti~n I~eld I~ovember ~a 1~~~; ~nd
'~~EF2~,~~, ~n ~nr~u,~l ~.~~~~pri~tic~n 1imi~ m~~t ~e ~e~terr~i~e~ fvrthis ~ity effectiv~~e
f~r the fi~cal ~r~~r b~ginnir~~ Ju~~, ~~t~~; an+d
'4'~,~F~E~E~~, tF~e ~ppiropri~#i~n limit rnust be ~dh~red t~o in ~repardng anci adopking
thi~ ~ity''~ ~.nn~~l ~v~get;
~l~34'~', ~f~IEF~EF~Q~~, th~ ~ity Goun~cil ~f the Git}t~f Tustir~ cl~~s h~r~~~r r~s~olve and
order ~~ '~r~l~c~vus:
~~C~i4~~1 1; In ae~c~rd~r~~~e vvith f~rti~l~ X~IIB of the ~~n~tituti~n ~f #h~ ~t~te ~f
~~lifor~ri~, an~i ~ecti~,n ~'9i~ ~f the ~ov~rnrnent ~~d~, and a~s set f+~rth in ~e#ail in tM~
A~tt~ch~d ~xhibit "~,'", ~h~t th~ appropri~tion limit f~r ~h~ fis~~l ~y~~r be~inr~ing ,~~I~, ~{~~?~
thrau~~ J~ne, ~~QC~~ is ~~2,6~~~,~~4.
~ection 2: kh~ appr~pri~~i~n I~r~it ~h~ll n~t ~e e~€c~ec~ed in th€; ad[~~#ed bud~et n~r
k~~ ar~y ~r~p~sed am~ndrnen# t€~ tl~~ ~~l~d~~;t.
P~S~Ei~ ~hJ~ A,~~~TEt~ at ~ regular r~~etin~ ~af th~ ~~ty ~r~un~iE vf th~ ~~ty c~#
Tu~tirl held t~l~ #hl~e 1~'~' d~y ~f Jul~, ~~48.
~ 1~~~?~t~- ~ ~ ~.
~~f~1 '~A ~Td~I~EF;,
C~~y~ ~~~~~
F~~s~lut~on hJ~. 4~-50
F~a~~ 1 of 11
Pa~E 8
~T~4TE O~F ~A~LIF~RNIfi~ }
~~~1~t71~ ~r C~6~A~JGE } S~
~~T~' ~F T~l~Tll~ }
a, Parn~l~ Ska~er, ~ity ~lerk and ex-~ffi~ic~ ~lerk c~~ #~e City ~ouncNl ~f th~ ~ity of Tustir~,
Californi~, d~ h~reb~ c~rtify ~hat ihe ~nrl~ol~ nurr~~a~r ~af t~~; ~nemb~rs ~f t~ie Ca#y ~o~ncil ~f
~he ~City c~f T~ostin us fi~re; that the ~bc~ve ~r~d ~c~rego~ng R+e~c~lu~#i~n ~Jc~. ~8-5Q w~s duM~r
~as~~d ~n~ adop#e~d a1 a r~gular m~~~ing of ;h~ Tust~n ~City~ C~ur~c I, held c~r~ khe ~~~' ~ay af
,~.~ly', ~C~~sB, byth~ fi~lM~awirrc~ ~~t~;
C~L~~I~~~fv~E~JIBEFi A'YE,~,
~O~UN~I~fv1EIv1~Ef~ ~1~E~;
CC~L~h1~CIL~v1~fv1B~F~ I~BSTAINED;
~C~UNGILfv1EN1BER ~,B ;~~Ifi;
r~rn~nLc_ ,p~svert. ~c~~e. l~~wa~hi~a. P:a~mer (5~
Cdan~ ~(~)
[~o~e ,. ~~~
r;~,4~ _. C~?
, ~~~-~~- - ~t' ~~~
~~M~L,A ~T~~CER
~it~ ~lerk
F3~ss~lutican fV0_ C~8-,`aU
Pa~~ ~ ~f 11
Pa~E 9
~Dl~ ~ES~L~JTIC~~ IV~, ~+~-0~
~1 R~~~LUTIC~h+~ QF TF~~ ~~f1~1[~LJNIT`~'
R~[~~~'~L~3PI~1~NT I~~Et~l~~' ~F THE ~IIY C~F TUSTJf~,
~ALIFQ~RhJIA, .+~DOPTIh1~G TH~ ~C~EN~Y B~l~[~~~T t'~I~C~
I~P~FiOPF21+4TIN~ FRC~f~+1 ~4~JTI~IP~~EQ R~~EhfUE C3F
THE ~~EN~~' F~R THE F1~~~4L '~E~R 2Q~~-2~Q~
1r'~~HEI~EAS, in ~~~~~l~n~~ w~tl~ ~~~d ~i~~a~ p~lici~~, the E~~~utir~~ Dir~ct~r ~f
Tu~tin ~ommunity R~d~velapm~nt Agerrc~ h,~s prrepar~d an~d submit#~~! to the E~~~rd ~f
[~ir~:~tc~rs ~ prop€~sed ~,nnu~l ~~adg~t for th~ ~C~O~-~~0'~ fisc~l y~~r, b~~innin~ July 1,
2~~8; ~r~d
V~+HEF~EAS, ~ecti~n 3~3~4.~ af ~alif~rnia R~edevel~pm~nt ~~v,~ pr~~+ide~ th~~ #h~
~:nnt~ur~t ~f rtn~r~ey ~pent fr~m the L~v~ ~r~+d fu~o~~r~te Inc~rna Hc~u~in~ FUnd ~~r plann[ng
a~d ger~er~l admi~iskr~tor~e ~,~tivi~ies ~~s~~i~ted +~ifih th~ d~u~l~~rrti~nt, im~rc~v~rr~~;nt and
pr~~eruativn ~f Iov,r and mc~~d~r~te inc~rrGe hou~~i~~ shall a~~# I~~ ~i~~t~,~~~ki~r~~k~ ~~ th~
~mc~unt ~~tu~lly~ spe~rt fc~r tf~e ~c€~s~ €~f prc~d~ction, i~rnprav~errrent ~r pres~rv~t~~ri of th~t
hc~using, ~r~~l th~t t~~e R~ri~:v~l~pment }~g~ncy ~h~ll d~#~rr~Rn~ ~nnually~ tl~~t the
exp~nditur~s from th~ L~~w ~n~ hlladera#e Income Hc~~~i~ig F~ur~d~ f~r ~~~h
~~~l~v~l~pr~n~nt Proj~ct ~-r~a fo~- ~pl~nr~in~ ~nc~ admini~trat~v~~ ~xp~ense~ ~re~ r~~~e~sary
ft~r the pro~du~tic~rr, improuerv~ent ar p~r~s~rv~#ion €~f th~ I~~r ~nd mc~d~r~~e in~~r~~
h~~u~i~i~; ~nd
'~H~F~E~o~, the ~s~ard af [~irec#~rs~ as the le~i~l~tirre L[~~iy ~# th~ At~~r~c}~, ~i~s
re~+ie~r~d thi~ prcap~~~d bud~~t;
~1C~~1, THEF~EF~F~~, the ~~ard of C~ir~~kea~r~ ~f ~F~~ C~mm~r~il~ F~+~~i~;v~l~~rn~r~~
~g~r~c~' ~f kh~ ~ity c~~ T~u~t~r~ ~o~s h~r~b~ r~:solv~, ~leteernin~ ~nd ~rd~r that t~r~ fallov~rin~
s~ms ~f m~r~e~ ar~: ~p~r~spriat~d frorr~ tt~~ ~~nti~ip~ted r~v~en~~ ~af th~ F~~d~u~l~a~rr7~~nt
A,g~en~~r ~~rr t~~ ~ur~o~~s s~~t~;~ dur~e~~g t~e 2~]~~-~~{~~ fis~c~l year, ~r~d ~~~t th~~
~xpen~itur~s #ronr~ the L~w ~nd PJlod~r~,t~ I~r~cam~ H~u~i~r~ Fu~r~~' fc~r ~I~r~~rin~ and
a~mini~~rati!~e e~pen~e~ f~r e~ch Red€:~el~~m~nt P'r~~e~t ~,r~~ a~e n~~ ~~~~rcap~r~iv~rate
t~ t~~ ~nn~unt a~tually~ spent for th~ co~~ ~f p~d~action~. im~r~ovem~nt ~r ~re~erva~tic~n ~f
t~~t I~~u~i~ng an~ ~~i~# th~ e~~endi~ur~~ fr~m th~ L,~~ ~n,c~ ~1a~der~t~ Ir~~arrXe Hau~k~~
Fund f~r ~I~nr~in~ ~n,c~ adr~ini~trativ~: ~xp~r~~~s fr~r ~~~h Pr~j~~t Ar~~ ~r~ n~~~~~ar~ f~r
t~r~ pr~d~r~ction imprta~r~rr7ent an~J ~r~s~rv~~i~n t~f I~w ~r~d m~d~r~t~ Gn~c~m~ h~usir~g,
Q~perating E~€~~n~es
D~ebt ~~r~+i~~
Capot~l I mprov~~~rr#s
TC~TAL A,PPF~C~PE~IATIC~~'~1~ 24~]8-2~~9
~ ~,8~6,~3~1~
~ i~~~ F~IJI!
14,~~'~,7(~Q
~ 2~,7~1,8~~
R~],4 Re~olut,on N~_ ~8-[~~
P~gP 1 Csf 2
PAGE I O
F~A~~~C3 A,hJ[~ f~C~C~PTED ~t ~ r~~ular me:~tinc~
R~d~velc~pment ,~~ency~ af' th~e ~it~r €~f ~ustin h .~
ATT~S~T;
~ ~ ~.
~'PAMEL,~ ~T(~KIER,
R~~~rdNng ~e~ret~r~r
~TA~E ~7F ~P~LIF~F~I~pI~ }
~C~U~1TY ~F ~DR~4~1~E ~ ,~S
~ITY ~F TI~~TI ~J }
1, f~~rrt~l~ ~tc~ker, ~~~y ~le~k ~nd ex-€~fficio ~~cr~taey ~f the Ti ustin ~€~mmur~it~r
Rede~r~le~pr~ent A~~~e~cy ~f t~,~ Ci~y ~f Tu~tin, C~lif~rnia~, d~ h~reby c~rtif~ that the ~vh~l~
numb~r ~f th~ ~~rr~b~rs c~f th~ I~e+~ev~E~prn~nt ~c~~~c~ +~f #h~e ~it~r e~~ Tu~tin i~ fi~r~; th~t
tl~e ab~~ve ~nd f~r~:gcaing ~L~A F~~sol~tic~~ f~~. ~}~-~3 w~~ ~iuly p~s~~~ ~nd ~dc~pfed ~# a
re~ul~r rne~tin~ of the Tu~tin Cc~mrnunity f~~devef~pr~ent A~g~n~y. h~ld c~rt tfne 1~1`, t~~y~
~f JuOy~, ~~O~+B. by the #oll~~ing ~ot~~
,~CaE hi~Y~ E~all BER ,~YE~:
~'~a~~~'~~~~~~~ ~~~~;
.AC~~~J~~'f~i~f~18ER aA~~T,41hJFD_
~A~~~l~YI~IEMB~R ,~~SEhJT:
l~man~e, Dav~~°t, ~c~n~. Ka~was~iit~~. Yalrneg {~)
N"~~ - -- ~~~
ra«~ti~ (~~
~~fl~ , _~~
~~~- ~ . r`~~~~-,,~
~ F'~1f~i~L~ ~T~KER
Recording ~~cr~tar~r
N~aA Resol~ti~n N~_ C1$-Q~
~age ~ t~f 2
PAGE I I
e~f #h€: ~~mmur~ity
This Page Intentionally Left Blank
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
LOCAL GOVERNMENT
ORGANIZATIONAL CHART
LC~CA~ ~G[)V~~NME~IT ,~ ~
c~r~z~~s v~ FY ~Q(~8-~9
TUSTIN ~~`~
NEAYQ~
CITY CLERK G17Y ^LOLINCIL
REDEVELqPMENT AGENCY
G ITY TR EASU It ER C iTY ATTp R N E Y
CQOPiDIT1dTIOW AN^
Cf7Y 9Y~ANAGER Ci]OPERA'~I~hl
PA~ISS ANO
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UTI6I~P~S
Ca~io-'L.V.
EI¢ctricity
Natural Gas
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SEFiVICES
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District 85-7
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Pa~E 14
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
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
eo 1u
VenYU:a SakersRleld
1
~
~
~
~ ~
~
r ~ v ",
:-,;s.nr,.~eies 4'~db' ~ ~alrr~,'i~_rlncj=.
~~ ~
~
a~~s or
Los F~nyel.As ~ ~, ~}
FA)I"f oF R ,y,
Lpng ~each ~"~
~
~~ ~
~ ~ ..~.. l._J :..5 ~ 3..: Y: ~~
Catalir~a ~ ~
ms~a~,a i
~3s~Rt '~ Oi~sh2yCdlltl SIMIIks
Q~`~~h ~ l.os Angeles 39 rniles
Pacific Ocean i~ mtles
Port of Los Angeles 31 miReS
~ Po~n ot Long ee:~eh~. 20 miles
. 5an Daego 89 mides
Mexico 103 rolfes
lohn Wayne!
flrange CounAy Airgart 5 mflet
~ Los Arx~e~es
Ireterna2Eonvl pi~'po~t 4b rriiles
$nn ~;~~~
~
. ~
.~
.
.
~
PAGE I S
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
to use it for ranching. Over the next generations,
the land was divided between family members. In
1868, when a dispute within the family over
ownership could not be resolved, the land was
partitioned to be sold.
Columbus Tustin, a Northern California carriage
maker, and his partner Nelson Stafford, purchased
1,300 acres of what had been the Rancho
Santiago de Santa Ana for the price of one dollar
and fifty cents per acre. Mr. Tustin attempted to
create "Tustin City," but sales of home sites were
slow, and in the early 1870s he ended up giving
free lots to anyone who would build a home.
In 1877, Tustin lost out to Santa Ana as the
Southern terminus of the Southern Pacific
Railroad, and Columbus Tustin died in 1883, a
bitterly disappointed man. Nonetheless, with the
abundance of water, the community named after
him gradually became established as an
agricultural center. By the 1880s there were three
churches, a fifty-room hotel, a bank, and a horse
drawn "tallyho" (trolley line) which connected
Tustin to Santa Ana. By the turn of the century,
groves of apricots and walnuts were gradually
being replaced by the more profitable Valencia
oranges.
Tustin's reputation as an area leader in education
was begun at this time, with a public school led by
educator John "Zeke" Zeilian. In 1927, the
population topped 900, and the voters elected to
incorporate.
During World War II, three military bases were
established in nearby bean fields and
unincorporated areas in proximity to Tustin: the
Santa Ana Army Air Base, the EI Toro Marine
Corps Air Station, and the navy's Lighter-Than-Air
Base (where the huge hangars 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.
Wth 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 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.
Pa~E 16
TUSTIN
CITY OF TUSTIN ~~ ~
2008-09 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 Ana, 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 18 elementary schools, five
middle schools, three 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.
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. The high schools' Scholastic Assessment Test
(SA~ 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
Arroyo 11112 Coronel Road, Santa Ana
Barbara Benson 12712 Elizabeth Way, Tustin
Benjamin Beswick 1362 Mitchell Avenue, Tustin
Helen Estock 14741 North B Street, Tusrin
Guin Foss 18492 Vanderlip Avenue, Santa Ana
Robert Heideman 15571 Williams Street, Tustin
Hicks Canyon 3817 Viewpark Ave, Irvine
C.C. Lambert 1151 San Juan Street, Tusrin
Loma Vista 13822 Prospect Avenue, Santa Ana
W.R. Nelson 14392 Browning Avenue, Tustin
Peters Canyon 26900 Peters Canyon Road, Tusrin Ranch
Jeane Thorman 1402 Sycamore Avenue, Tustin
Ladera 2515 Rawlings Way, Tusrin Ranch
Myford 181 Trevino Drive, Irvine
Red Hill 11911 Red Hill Avenue, Santa Ana
Tustin Memorial 12712 Browning, Tustin
Tustin Ranch 12950 Robinson Drive, Tustin Ranch
Marjorie Veeh 1701 San Juan Street, Tusrin
PAGE I ~
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
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, music
(including band and chorus), drama, and applied arts classes. An all-inclusive after-school program is also
provided.
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.
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.
Pa~E 18
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN
'~.~
~_
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. Large manufacturers like 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
OF
Professional, Scientific, and Technical Services
Health Care & Social Assistance
Wholesale Trade
Finance & Insurance Services
Retail Trade
~.~.......~..............b
Other Services (Except Public Administrarion)
Accommodation & Food Services
Real Estate, Rental, & Leasing
Construction
Informarion Services
Unclassified Establishments
Transportation & Warehousing
Arts, Entertaiiiiiient, & Recreation
Management of Companies & Enterprises
All Other Businesses
O. OF FIRMS II PERCENT
446 18.9%
~ 302 ~ ~ 12.8%
217 92%
~ ~93 p ~ g.z~io
173 7.3 %
~ 141 ~ ~ 6.0%
140 5.9%
~ 134 ~ ~ 5.7%
133 5.6%
~ 132 ° ~ 5.6%
123 52%
~ 49
40 1.7%
~~ 31 ~ 1.3% ~
26 1.1%
20 ~.g%
15 0.6%
Total Businesses 2, 355
Number of Employees ... 39, 320
Annual Payroll $1.46 billion
Data compiled by the Tustin Chamber of Commerce from US Census 2000 data.
Pa~E19
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PAGE 2O
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
FUND BALANCE PROJECTIONS
EXPENDITURE SUMMARY BY FUND
City of Tustin
FY 2008-09 Adopted Budget
Year End Projected Fund Balance
Fund Description Audited
Balance
06130107 07/08 07/08
Projected Projected
Revenues Expenditures Projected
Balance
06130108 08/09 08/09
Estimated Estimated
Revenues Expenditures Estimated
Balance
06130109
01 General Fund $10,550,705 $54,438,522 $50,327,548 $14,661,679 $53,673,500 52,814,200 $15,520,979
02 Capital Projects Fund-CIP 6,048,541 16,699,895 9,544,208 13,204,228 4,057,000 15,004,200 2,257,028
03 SCAQMD 121,487 90,000 0 211,487 90,000 86,500 214,987
04 AssetForfeiture 87,702 72,163 46,000 113,865 59,300 55,000 118,165
05 PublicSafetyAugmentation 0 308,000 308,000 0 307,000 307,000 0
08 Measure M-Competitive (3,297,344) 2,925,000 516,884 (889,228) 2,514,228 1,625,000 0
09 Measure M Turnback 1,539,480 1,205,000 1,512,228 1,232,252 1,192,000 2,094,600 329,652
10 Gas Tax 424,196 2,944,300 867,642 2,500,854 1,427,500 2,712,900 1,215,454
11 ParkDevelopment 7,091,666 262,500 560,000 6,794,166 1,383,000 7,140,800 1,036,366
12 ParkDevelopmentTustinLegacy 4,635,871 200,000 60,000 4,775,871 200,000 0 4,975,871
16 Supplemental LawEnforcement 36,780 264,701 351,500 (50,019) 241,500 90,000 101,481
18 TustinLegacyEnterprise 192,455,403 1,043,120 4,642,131 188,856,392 1,040,000 5,029,800 184,866,592
20 CDBG 0 704,705 704,705 0 706,000 943,900 (237,900)
30 95-1 Construction 4,139,693 160,000 5,000 4,294,693 160,000 345,800 4,108,893
31 95-1 DebtService 11,608,992 6,720,000 0 18,328,992 6,720,000 0 25,048,992
32 95-2DebtService 2,715,923 1,780,896 0 4,496,819 1,780,200 0 6,277,019
33 Community Facilities District 04-1 3,281,130 1,356,000 1,292,650 3,344,480 1,265,000 1,294,000 3,315,480
35 Community Facilities District 06-1 (902,699) 57,377,500 2,788,234 53,686,567 0 33,351,100 20,335,467
36 Community Facilities District 07-1 0 14,247,550 11,934,401 2,313,149 0 0 2,313,149
41 Tustin LLD 179,161 526,645 718,100 (12,294) 511,000 692,200 (193,494)
42 Tustin SL 2,179,606 699,300 449,000 2,429,906 654,000 2,083,500 1,000,406
51 South Central Debt Svs 16,258,119 4,090,768 10,840,323 9,508,564 4,159,000 632,000 13,035,564
52 South Central RDA (2,252,121) 10,215,823 792,701 7,171,001 7,500 10,295,100 0
53 South Central SetAside 8,068,518 981,410 191,527 8,858,401 980,500 1,359,700 8,479,201
54 Marine Base Debt Service 7,044,640 6,844,686 4,800,024 9,089,302 5,694,100 4,695,000 10,088,402
55 Marine Base RDA 24,661,525 582,324 491,139 24,752,710 475,000 4,070,700 21,157,010
56 Marine Base SetAside 3,252,979 2,269,400 163,863 5,358,516 2,275,700 1,285,400 6,348,816
57 TownCenterDebtService 8,257,108 3,699,790 2,323,447 9,633,451 3,444,500 2,139,300 10,938,651
58 TownCenterRDA (2,288) 204,147 477,846 (275,987) 204,000 970,100 0
59 TownCenterSetAside 6,538,996 974,864 112,158 7,401,702 960,300 1,344,500 7,017,502
70 Water Enterprise 2,595,593 11,736,933 11,527,996 2,804,530 12,360,200 11,958,000 3,206,730
72 Water Enterprise Debt Service (11,982,193) 958,450 605,450 (11,629,193) 1,026,100 599,800 (11,202,893)
73 Water Enterprise CIP 3,172,408 600,000 1,623,000 2,149,408 20,050,000 20,195,600 2,003,808
74 Water Fixed Assets 35,169,120 0 0 35,169,120 0 0 35,169,120
81 WorkersCompensation 2,525,620 1,550,000 594,135 3,481,485 995,100 1,190,000 3,286,585
82 Liability 1,355,358 752,000 628,302 1,479,056 755,000 803,300 1,430,756
83 Unemployment 250,311 0 5,000 245,311 0 10,000 235,311
84 Equipment Replacement Fund 3,661,967 930,700 318,800 4,273,867 1,270,800 2,085,400 3,459,267
95 Gen'I Fixed Assets Account Group 285,331,502 0 5,500,000 279,831,502 0 5,500,000 274,331,502
TOTALALLFUNDS $636,803,456 $210,417,092 $127,623,942 $719,596,606 $132,639,028 $194,804,400 $661,589,921
(1) The Fund Balance in Fund 08 reflects Measure M Competitve funding to be invoiced by the City.
(2) The Fund Balance in Fund 41 will be monitored and may require assistance at Mid-Year
(3) Principal balance due to bond holders of the 2003 Water Revenue Refunding Bonds
(1)
~2)
(3)
PAGE 22
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
GENERAL FUND EXPENSES
FY 2008-09 General Fund Expenses
Recreation
35,600
~%
tract Services
,202,200
10%
e Services
,992,600
45 %
Pa~E 23
Community Administration
Development $3,801,500
$4.000.400 ~o~ Legislation Non-Departmental
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
GENERAL FUND RESOURCES
FY 2008-09 General Fund Revenue
Revenuefrom other
Agencies
$855,500
2%_
Service Charges
$300,900
1%
All Other Sourc
$7,330,000
14%
Recreation Fees
$768,300
1%
PropertyTaxln Lieu
of VLF
$5,757,000
11%
~
~n
`i
~~~
Franchise Fees
$1,764,600
3%
Property Tax Licenses/Permits/Fee
$10,709,900 $1,114,000 VariousTaxes
20~ 2~ 1,370,300
Finesand Forfeitures 2%
$730,000
1% MotorVehicle In
Lieu Fees
$35,000
~"_ ~ <~i
F- --- -" ~Use of Property
$86,000
~,»,_.t~_, < 1 %
~ Interest Income
$450,000
1%
Sales Tax Backfill
$5,152,000
10%
~Sales Tax
$17,250,000
32%
Pa~E 24
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
CAPITAL IMPROVEMENT PROJECTS
FY 2008-09 Capital Improvement Program
Water Facilities
$20,135,649
20%
Transportation
Facilities
$18,532,779
1 R~/
Traffic Control
Facilities
$1,485,000
2%
Tustin Legacy
Enterprise
$30,820,821
31%
District
$345,757
<1%
riooa ~ontroi
Facilities
$861,997
1%
$7,250,784
7%
~ublic Facilities
$21,269,672
21%
PAGE 2S
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
TOTAL BUDGET RESOURCES
FY 2008-09 Total Budget Revenues
Measure "M" Funds Tustin Legacy Fund Park Funds All OtherSources
GasTax Fund $1,040,000 $1,583,000 $697,800
$1,427,500 $3,70~,228 0% 1% <1%
1~ Internal Service Funds
CIP Fund $3,020,900
$4,057,000 2~
2~ Water Funds
_. - -- $33,436,300
General Fund 17~
$53,673,500
28%
Special Districts Funds
~ $9,825,200
5%
~CDBG Funds
$706,000
- <1%
RDAFunds
$18,200,600
Reserves 9 ~
Community Facilities
$62,165,372 Districts Funds
32~ $1,265,000
1%
Pa~E 26
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
TOTAL BUDGET EXPENSES
FY 2008-09 Total Budget Expenses
Measure "M" Funds
$3,719,600
2%
GasTax Fund
$2,712,900
1%
CIP Fund~
$15,004,200
8%
Tustin Legacy Fund
$5,029,800
2%
ParkFunds
$ 7,140, 800
4%
General Fund_
$52,814,200
27%
DBG Funds
$430,800
<1%
DA Funds
6,791,800
14%
~ Facilities
Funds
$ 34, 645,100
18%
All OtherSources InternalService Funds
$6,03~,500~ $4,08~,700
0
~ Water Funds
$32,753,400
17%
Special Districts Funds
$ 3,121, 500
2%
PAGE 27
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
ToTAL EXPENSES-ALL FUNDs
FY 2008-09 Total Expense-All Funds
CI P
$100,702,459
52%
Operating
$94,101,941
48 %
Pa~E 28
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „e~,,,~,,,,.,.,
SALES TAX REVENUE
Sales Tax
sz5,ooo,ooo ., ~ ~ -- -~ _- -~ ~ ~ ~
~_
Szo,ooo,ooo ~
~ ~~~
.
~~ .
. ~. ~ ~
~ ,
~ .~~
Sis,ooo,ooo :
pp! 1111
11 fNA .1111
$10,000,000
o,~~ a
~ ao.
$5,000,000 ' "
$0 _ - . ~'_ -° ,
00-01 : . - ...,
01-02 02-03 03-04 04-OS OS-06
06-07 07-08 08-09
Pa~E 29
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
GANN LIMIT
FY ZOOg-O9 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, 2008, 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, 2008, the change in the California Per Capita Personal Income is 4.29% and the change in
Orange County's population is 1.02%. 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 2008-09 Appropriation Limit is 4.3946 times the base year limit of $14,249,831, which
equals $62,622,954. Total appropriations for FY 2008-09, subject to the limitation equal $52,814,200, which
is $9,808,754 below the City's FY 2008-09 Appropriations Limit of $62,622,954.
Exhibit A
City of Tustin
Approprintions Limits
Approprintions Limit for the Bnse Yenr Ending June 30, 1987: $14,249,831
Cn) Cb) Cn)xCb)
Per Cnpitn City/County Current
P.Income Populntion Cnlculntion Cumulntive Amended
Fiscnl Yenr Chnnc~e Chnnc~e Fnctor Fnctor Limit
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-O1 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
2007-08 1.0442 1.0110 1.0557 4.1079 $58,536,694
2008-09 1.0429 1.0258 1.0698 4.3946 $62,622,954
08-09 Fnctors ns reported by the Stnte Depnrtment of Finnnce
Per Cnpitn Personnl Income chnnge over Prior Yenr: 4.29q
Populntion Chnnge:
City of Tustin: 2.58q
Ornnge County: 1.02q
Pa~E 30
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
TUSTIN'S ECONOMIC ANALYSIS AND FISCAL SUMMARY
SALES TAX
Sales Tax is the single largest source of revenue for the City of Tustin, and accounts for 42% of total General
Fund Revenue. For fiscal year 2008-09, staff projects sales tax revenues to be $22.4 million, 5% above the
$21.3 million projected for fiscal year 2007/08. Actual sales tax receipts for 2007/2008 came in at
$21,302,550, which is an increase of more than 50% since the Tustin Marketplace was developed in 1991
and The District in 2005. The City has seen an average increase of 2.6% 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 that are received within 60 days
after year-end.
Property Tax revenues continue to increase to a projected $8.1 million for fiscal year 2008/09. The
percentage of Property Tax going to the General Fund hovers around 15%.
North Tustin is nearing build-out (as evident in the decrease of building permits), but the expected
development of Tustin Legacy should 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 a slow economy
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.
Pa~E 31
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
An amount equal to the business license tax, approximately $350,000 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 unrestricted and can be used for
any general fund purpose.
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 6.0%.
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.
Pa~E 32
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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 and, as such, revenue nearly doubled 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
2007/2008. 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.
Pa~E 33
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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. Wthin 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.
Pa~E 34
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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, crime
prevention, County Stolen Vehicle Task Force, and Orange County Meth Lab.
The Community Services Fund is a self-sustaining fund that accounts for special recreation classes provided
to the public.
Youth Employment accounts for the Joint Powers Training Administration (JPTA) money received from the
County to employ low-income youth.
The General EnvironmenUEmergency Fund accounts for State AB2766 funding for the City's Clean
Air/Rideshare program. These funds can only be used to fight air pollution.
The Community Development Fund is a self-sustaining fund that accounts for building, planning, business
license related services, and the State funded used oil recycling grant.
DEBT SERVICE FUNDS
The debt service fund is used to account for the accumulation of resources and payment of principal and
interest from governmental resources when the government is obligated in some manner for the payment.
The City charges debt costs to the responsible operating account
CAPITAL PROJECTS FUNDS
Capital project funds are used to account for the acquisition and construction of major capital facilities other
than those financed by proprietary funds and trust funds.
The Capital Improvements Fund accounts for City Projects funded by various sources.
The Redevelopment Projects Fund accounts for the proceeds of notes and advances, and the expenditures
of such funds for improvement, reconstruction and redevelopment projects within the specified boundaries of
the Tustin Redevelopment Agency, as well as the administrative expenditures incurred in sustaining Agency
activities.
Pa~E 35
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
ENTERPRISE FUNDS
Enterprise funds are used to account for operations that are financed and operated in a manner similar to
private business enterprises where the intent of the government is that the costs of providing goods or
services to the general public on a continuing basis be financed or recovered primarily through user charges,
or where the government's council has decided that periodic determination of net income is appropriate for
accountability purposes.
The Water Utility Fund accounts for the construction and maintenance of the water system, production and
supply of water, and maintenance of water meters, as well as customer service, meter reading, billing and
collection of receivables.
INTERNAL SERVICE FUNDS
Internal service funds account for the financing of goods or services provided by one department or agency
to other departments or agencies of the government and to other government units on a cost reimbursement
basis.
The Liability Administration Fund accounts for the administration of the City's liability insurance and payment
of any related claims.
The Employee Benefit Funds finance the City's retirement, group medical, vision, dental, unemployment, and
employee life insurance.
The Workers' Compensation Fund accounts for the City's workers' 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 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 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.
Pa~E 36
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
Sources of revenues will be evaluated regularly to determine their applicability and relevance to City
operations. To the extent possible, revenues shall be associated with operating programs and those that are
not would be 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. These charges are 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 actual expenditures 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 that 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 re-appropriated for inclusion in the next fiscal year's budget.
Pa~E 37
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
Budget Levels-In order to assure that departments do not receive an over allocation of resources, the
annual budget has been 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.
Pa~E 38
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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. Deferred compensation is not available to employees until termination, retirement, death,
or unforeseeable emergency. In fiscal year 1998-99, the plan was 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 self-insures for workers' compensation, general liability, and auto liability. 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
California lnsurance Pool Authority (CIPA) 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 CIPA up to the
California statutory limits forworkers' compensation.
Pa~E 39
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
CLASSIFICATION AND COMPENSATION PLAN
PERSONNEL BUDGETING
unting Supervisor 0.0 0.0 0.0 $7,060 -$8,621 MGMT E
nistretive Secretary 8.0 0.0 8.0 $3,858 -$4,711 TMEA N
nistretive Services Manager 2A (1.0) 1.0 $6,921 -$8,451 MGMT E
~tant City Manager 1.0 0.0 1.0 $12,351 -$15,082 EMGMT E
~tant Director of Community Development 1.0 0.0 1.0 $8,817 -$1 Q767 MGMT E
~tant Director of Finance 1.0 0.0 1.0 $8,201 -$1 Q014 MGMT E
~tant Director of Public Works 1.0 0.0 1.0 $9,622 -$11,750 MGMT E
~tant Engineer 2.0 0.0 2.0 $5,625 -$6,868 TMEA N
tant Planner 2A (1.0) 1.0 $4,676- $5,710 TMEA N
ciate Engineer 5.0 0.0 5.0 $6,389 -$7,801 TMEA N
ciate Planner 3.00 1.0 4.0 $5,180- $6,325 TMEA N
ing Inspection Supervisor 1.0 0.0 1.0 $6,170- $7,534 MGMT E
ing Inspector 5.0 0.0 5.0 $4,782- $5,839 TMEA N
ingOffcial 1.0 0.0 1.0 $8,643-$1Q554 MGMT E
ing Technician 2.0 0.0 2.0 $3,561 -$4,349 TMEA N
iess License Technician 1.0 0.0 1.0 $3,735- $4,560 TMEA N
f Deputy City Clerk 1.0 0.0 1.0 $7,221 -$8,817 MGMT E
Nanager 1.0 0.0 1.0 $19,264 N/A E
~ Enforcement Offcer 3.0 0.0 3.0 $4,595 -$5,611 TMEA N
munications Manager 1.0 0.0 1.0 $7,221 -$8,817 MGMT E
munications Offcer I 8A (1.0) 7.0 $4,200- $5,129 TPSSA N
munications Offcer II 2.0 1.0 3.0 $4,460 -$5,446 TPSSA N
munications Offcer Lead 2.0 0.0 2.0 $4,928 -$6,017 TPSSA N
e Analyst 1.0 0.0 1.0 $4,928 -$6,017 TPSSA N
odian (inc. 2 part-time) 5.0 0.0 5.0 $3,313 -$4,045 TMEA N
:tor Public Works/City Engineer 1.0 0.0 1.0 $11,575 -$14,134 EMGMT E
:tor of Community Development 1.0 0.0 1.0 $1 Q580 -$12,919 EMGMT E
:tor of Finance 1.0 0.0 1.0 $1 Q767 -$13,147 EMGMT E
:torofHumanResources 1.0 0.0 1.0 $9,598-$11,720 EMGMT E
:tor of Parks & Recreation 1.0 0.0 1.0 $9,890 -$12,077 EMGMT E
ieering Aide 2.0 0.0 2.0 $4,382 -$5,351 TMEA N
ieering Services Manager 1.0 0.0 1.0 $8,861 -$1 Q820 MGMT E
~onmental Compliance Specialist 1.0 0.0 1.0 $5,625 -$6,869 TMEA N
~ment Mechanic 3.0 0.0 3.0 $4,106- $5,014 TMEA N
~ment Operetor 3.0 0.0 3.0 $3,936 -$4,806 TMEA N
utive Coordinator 1.0 0.0 1.0 $4,879- $5,958 CONF N
utive Secretary 1.0 0.0 1.0 $4,253- $5,193 CONF N
Services Manager 1.0 0.0 1.0 $7,999 -$9,768 MGMT E
anResourcesAnalyst 1.0 0.0 1.0 $5,285-$6,453 CONF N
anResourcesAssistant 2A (2.0) 0.0 $4,179-$5,103 CONF N
an Resources Specialist 0.0 1.0 1.0 $4,179- $5,103 CONF N
nation Technology Specialist (inc. 1 part time) 4.50 (175) 275 $4,903 -$5,987 TMEA N
nationTechnologySupervisor 0.0 1.0 1.0 $7,860-$9,598 MGMT E
tenance Leadworker 5.0 0.0 5.0 $4,295 -$5,245 TMEA N
tenance Supervisor 4.0 0.0 4.0 $5,391 -$6,583 MGMT E
tenance Worker 5.0 0.0 5.0 $3,371 -$4,117 TMEA N
agementAnalyst 1.0 1.0 2.0 $4,676-$5,710 TMEA N
e Support Specialist 8.00 0.0 8.0 $3,661 -$4,470 TMEA N
oll Specialist 1.0 0.0 1.0 $3,887 -$4,746 TMEA N
Check Supervisor 1.0 0.0 1.0 $6,169- $7,533 MGMT E
Checker 1.0 0.0 1.0 $5,625-$6,868 TMEA N
e Captain 1.0 0.0 1.0 $1 Q268 -$12,538 MGMT E
e Chief 1.0 0.0 1.0 $12,351 -$15,082 EMGMT E
e Civilian Commander 0.0 1.0 1.0 $8,099 -$9,890 MGMT N
e Communications Supervisor 1.0 0.0 1.0 $5,597- $6,834 SUPV N
e Fleet Coordinator 1.0 0.0 1.0 $4,504 -$5,500 TPSSA N
eLieutenant 4.0 0.0 4.0 $8,927-$1Q901 TPMA E
e Offcer 71.0 0.0 71.0 $5,639 -$6,886 TPOA N
e Records Supervisor 1.0 0.0 1.0 $5,597- $6,834 SUPV N
e Recruit 0.0 0.0 0.0 $4,306 TPOA N
e Sergeant 18.0 0.0 18.0 $7,477 -$9,130 TPMA N
e Services Offcer I(inc. 1 part time) 8A (0.5) 7.5 $3,926 -$4,794 TPSSA N
e Services Offcer II 4.0 0.0 4.0 $4,137 -$5,052 TPSSA N
e Services Offcer III 5.0 0.0 5.0 $4,459 -$5,445 TPSSA N
e Services Offcer Supervisor 1.0 0.0 1.0 $5,597 -$6,834 SUPV N
e Support Services Administretor 1 A (1.0) 0.0 $8,099 -$9,890 MGMT N
e Support Services Manager 1.0 0.0 1.0 $6,920 -$8,450 MGMT N
e Support Specialist - Records Lead 2.0 0.0 2.0 $3,772 -$4,606 TPSSA N
e Support Specialist (inc 1 part-time) 10.5 0.0 10.5 $3,413 -$4,168 TPSSA N
~.ipal Engineer 3.0 0.0 3.0 $7,900- $9,646 MGMT E
tinued on next page)
Pa~E 40
CITY OF TUSTIN TusriN
~~
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~`
Principal Human Resources Analyst 0.0 0.0 0.0 $7,329 -$8,950 MGMT E
Principal Planner 0.0 1.0 1.0 $7,724 -$9,432 MGMT E
Property & Evidence Supervisor 1.0 0.0 1.0 $5,597 -$6,834 SUPV N
Property & Evidence Technician 2.0 0.0 2.0 $3,985 -$4,866 TPSSA N
Public Works Inspection Supervisor 0.0 1.0 1.0 $5,782 -$7,060 MGMT E
Public Works Inspector 2.0 0.0 2.0 $4,806 -$5,869 TMEA N
Public Works Manager - Special Projeds 0.0 1.0 1.0 $8,180 -$9,989 MGMT E
Recreation Coordinator 4.0 0.0 4.0 $4,493 -$5,486 SUPV N
Recreation Superintendent 0.0 1.0 1.0 $6,973 -$8,514 MGMT E
Recreation Supervisor 2.0 0.0 2.0 $5,338 -$6,518 MGMT E
Redevelopment Program Manager 2.0 0.0 2.0 $8,180 -$9,989 MGMT E
Redevelopment Project Manager 2.0 0.0 2.0 $6,666 -$8,139 TMEA N
Reproduction Operator 1.0 0.0 1.0 $3,439 -$4,200 TMEA N
Risk Manager 0.0 1.0 1.0 $7,609 -$9,291 MGMT E
Senior Accounting Specialist (inc. 2 parttime) 2.25 0.25 2.50 $4,025 -$4,915 TMEA N
Senior Center Van Driver (inc. 1 part-time) 0.5 0.0 0.5 $2,809 -$3,431 TMEA N
Senior Financial Analyst 1.0 0.0 1.0 $5,696 -$6,955 MGMT E
Senior Human Resources Analyst 1.0 0.0 1.0 $6,310 -$7,705 MGMT E
Senior Human Resources Specialist 0.0 1.0 1.0 $4,854 -$5,927 CONF N
Senior Information Technology Specialist 1.0 1.0 2.0 $5,696 -$6,955 MGMT E
Senior Maintenance Worker 13.0 0.0 13.0 $3,707 -$4,526 TMEA N
Senior Planner 3.0 (1.0) 2.0 $7,311 -$8,928 MGMT E
Senior Public Works Inspector 1.0 (1.0) 0.0 $5,782 -$7,060 MGMT E
Senior Redevelopment Project Manager 0.0 0.0 0.0 $8,039 -$9,816 MGMT E
Sports Program Specialist 1.0 0.0 1.0 $3,296 -$4,025 TMEA N
Transportation & Development Svcs Manager 1.0 0.0 1.0 $8,861 -$10,820 MGMT E
Water Maintenance & Construdion Supervisor 1.0 0.0 1.0 $5,928 -$7,239 MGMT E
Water Distribution Leadwnrker 1.0 0.0 1.0 $4,676 -$5,710 TMEA N
Water Distribution Operator I/II 8.00 0.0 8.0 $3,491 -$4,758 TMEA N
Water Equipment Operator 2.0 0.0 2.0 $4,221 -$5,154 TMEA N
Water Meter Readers 0.0 2.0 2.0 $3,897 -$4,758 TMEA N
Water Services Manager 1.0 0.0 1.0 $9,245 -$11,290 MGMT E
Water Treatment Operator I 0.0 0.0 0.0 $4,426 -$5,404 TMEA N
Water Treatment Operator II 3.0 0.0 3.0 $4,758 -$5,810 TMEA N
WaterTreatmentSupervisor 1.0 0.0 1.0 $6,767-$8,263 MGMT E
Total Full-Time RegularAllocated Positions 306.25 5.00 311.25
At-will Unallocated Hourly Classifications*
Administrative Intern $12.01/hr. N/A N
Building Technician $20.55 - $25.09/hr. N/A N
Communications Officer II - On Call $25.09 -$30.64/hr. N/A N
InformationTechnologylntern $12.62/hr. N/A N
Maintenance Aide $10.24 - $12.50/hr. N/A N
Master Reserve Officer $30.03/hr. N/A N
Office Assistant $16.09 - $19.65/hr. N/A N
Planning Technician $17.82 - $21.76/hr. N/A N
Police Cadet $10.01 - $12.23/hr. N/A N
Police Reserve Officer $14.74 -$22.71/hr. N/A N
Property & Evidence Technician $22.09 -$26.98/hr. N/A N
Receptionist $10.14-$12.38/hr. N/A N
Recration Facilities Assistant $15.04 -$18.37/hr. N/A N
Recreation Leader $9.41 - $12.69/hr. N/A N
Recreation Leader - w/ Class B $11.12 -$15.04/hr. N/A N
Recreation Program Assistant $13.21 -$16.13/hr. N/A N
KEY
CONF - CONFIDENTIAL
E - EXEMPT
N - NON-EXEMPT
EMGMT - EXECUTIVE MANAGEMENT
MGMT-MANAGEMENT
SUPV-SUPERVISORY
TMEA - TUSTIN MUNICIPAL EMPLOYEES ASSOCIATION
TPMA - TUSTIN POLICE MANAGEMENT ASSOCIATION
TPOA - TUSTIN POLICE OFFICERS ASSOCIATION
TPSSA - TUSTIN POLICE SUPPORT SERVICES ASSOCIAT ION
Note: This Plan incorporates adjustments/changes made throughout FY 07/08 and includes existing/anticipated staffing for FY 08/09
Pa~E 41
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CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
LEGISLATION POSITION CONTROL REPORT
07-08 07-08 07-08 08-09 08-09
CURR YTD VACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
City Clerk
Chief Deputy City Clerk 01-102 1.00 1.00 - 1.00 -
Administrative Secretary 01-102 1.00 1.00 - 1.00 -
Office Support Specialist 01-102 1.00 1.00 - 1.00 -
Reproduction Operator 01-102 1.00 1.00 - 1.00 -
4.00 4.00 0.00 4.00 0.00
LEGISLATION TOTAL 4.00 4.00 0.00 4.00 0.00
Pa~E 44
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN
'~.~
~_
LEGISLATION EXPENDITURE SUMMARY
Expenditure Summary
(By Fund)
Legislation
City Council
Personnel
Operations
Capital
01-101
City Clerk
Personnel
Operations
Capital
01-102
City Attorney
Personnel
Operations
Capital
01-103
01 Legislation
Personnel
Operations
Capital
01 Legislation Total
05/06 06/07
Actual Actual
$ 123,737 $ 127,336
$ 35,568 $ 35,716
$ - $ -
$ 159,306 $ 163,052
$ 319,696 $ 335,307
$ 27,878 $ 110,607
$ 2,542 $ 5,154
$ 350,116 $ 451,068
$ - $ -
$ 287,516 $ 385,330
$ - $ -
$ 287,516 $ 385,330
$ 443,433 $ 462,643
$ 350,962 $ 531,653
$ 2,542 $ 5,154
$ 796,937 $ 999,450
07/08 07/08 08109
Cur Bud Projection Adopted
$ 140,395 $ 135,225 $ 140,600
$ 37,800 $ 23,000 $ 30,300
$ - $ - $ -
$ 178,195 $ 158,225 $ 170,900
$ 349,866 $ 349,700 $ 387,300
$ 105,350 $ 40,000 $ 125,000
$ 7,500 $ - $ -
$ 462,716 $ 389,700 $ 512,300
$ - $ - $ -
$ 395,500 $ 489,500 $ 505,500
$ - $ - $ -
$ 395,500 $ 489,500 $ 505,500
$ 490,261 $ 484,925 $ 527,900
$ 538,650 $ 552,500 $ 660,800
$ 7,500 $ - $ -
$ 1,036,411 $ 1,037,425 $ 1,188,700
Pa~E 45
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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 Community Services
Commission and the Audit Commission. 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. The City Council also serves as the
Board of Directors of the Tustin Public Financing Authority.
Members of the City Council represent the City on various agencies such as the Orange County Fire
Authority, Orange County Transportation Authority, Transportation Corridor Agencies, 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 City Council-approved agenda
items, manages public records, and disseminates information concerning City Council actions both to City
staff and the public.
TASKS:
Publish legal notices;
Assemble and print City Council agendas;
Record minutes;
Maintain the repository for contracts/agreements, deeds, resolutions, ordinances, Tustin City Code
(TCC), City flags, vehicle registration documents, and other City documents;
5. Process 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;
11. Manage the electronic document imaging system (Laserfiche);
Pa~E 46
CITY OF TUSTIN Tus-nN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
12. Conduct the City's election in accordance with State Elections Code requirements, and, carry out
responsibilities mandated by the Fair Political Practices Act.
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 Commission
meetings for the purpose of providing legal advice;
2. Review and prepare ordinances, resolutions, franchises, agreements, contracts and other
documents;
3. Provide legal advice to City departments;
4. Represent the City in court proceedings;
5. Review and monitor general liability claims processed by the City's claims administrator.
Pa~E 47
This Page Intentionally Left Blank
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
ADMINISTRATION ORGANIZATIONAL CHART
- ~ ADMIIN~STRATI~N
~4 FY Z~QB-~9
, ~,~'
CITY MANA~ER
E7€ECf1T9VE DIFi~CTOFt TO THE
R~OEV~LSIPMEN~ RGEMCY I
~7(EC'UTIV~
CdORF71NATOR
f~k
A55BSTP~NT CITY GHIEF i]EPIYTY
MANAGER CITY Cl.€RK
GflMM~lNICAIpONS
POLICE CFiIEF - -.. - pl~t.~CTDR OF ~~
FI~IAEJCE MANAGEFt
OIR~CTOR OF DIRECTOR OF
PL1~BL[G W4RFC51 CC7MML1H9TY
CITY E3JGINE~R i]EWELCS~~PH7ENT
OIRECTOfi C]F ~~R~CT4R i]F
HL~MA~3J Ft€S6URGES - PARKS 8
R~GREATI~W
CCINTRA~T SERVIGE$
PAGE SO
CITY OF TUSTIN Tus-nN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
ADMINISTRATION POSITION CONTROL REPORT
07-08 07-08 07-08 08-09 08-09
CURR YTD VACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
City Manager's Office
City Manager 01-201 1.00 1.00 - 1.00 -
Assistant City Manager 01-201 1.00 1.00 - 1.00 -
Communications Manager 01-201 1.00 1.00 - 1.00 -
Executive Coordinator 01-201 1.00 1.00 - 1.00 -
Administrative Secretary 01-201 1.00 1.00 - 1.00 -
5.00 5.00 0.00 5.00 0.00
Finance
Director, Finance 01-202 1.00 1.00 - 1.00 -
Asst. Director, Finance 01-202 1.00 1.00 - 1.00 -
Senior Financial Analyst 01-202 1.00 1.00 - 1.00 -
Administrative Secretary 01-202 1.00 1.00 - 1.00 -
Payroll Specialist 01-202 1.00 1.00 - 1.00 -
Accounting Specialist - Finance 01-202 1.00 1.00 - 1.00 -
Accounting Specialist - Finance 1 Part Time 01-202 0.50 0.50 - 0.50 -
Senior Accounting Specialist 1 Part Time 01-202 0.75 0.75 - 0.75 -
Senior Accounting Specialist 1 Part Time 01-202 0.75 0.75 - 0.75 -
8.00 8.00 0.00 8.00 0.00
Human Resources
Director, Human Resources 01-203 1.00 1.00 - 1.00 -
Risk Manager (NEW) 01-203 0.00 0.00 - 1.00 1.00
Senior Human Resources Analyst 01-203 1.00 1.00 - 1.00 -
Human Resources Analyst 01-203 1.00 1.00 - 1.00 -
Human Resources Specialist 01-203 1.00 1.00 - 1.00 -
Senior Human Resources Specialist 01-203 1.00 1.00 - 1.00 -
Office Support Specialist HR 01-203 1.00 1.00 - 1.00 -
6.00 6.00 0.00 7.00 1.00
Information Technology
IT Supervisor 01-204 1.00 1.00 - 1.00 -
Senior IT Specialist 01-204 2.00 2.00 - 2.00 -
IT Specialist 01-204 2.00 2.00 - 2.00 -
IT Specialist 1 Part Time 01-204 0.75 0.75 - 0.75 -
5.75 5.75 0.00 5.75 0.00
ADMINISTRATION TOTAL 24.75 24.75 0.00 25.75 1.00
PAGE SI
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
ADMINISTRATION EXPENDITURE SUMMARY
Expenditure Summary
(By Fund)
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
05/06 06/07
Actual Actual
$ 388,907 $ 483,511
$ 25,668 $ 28,195
$ 12,728 $ 2,733
$ 427,303 $ 514,439
$ 700,776 $ 705,226
$ 89,575 $ 97,218
$ - $ 537
$ 790,350 $ 802,981
$ 384,267 $ 443,418
$ 187,642 $ 191,971
$ 2,071 $ 1,106
$ 573,979 $ 636,495
$ 381,815 $ 456,876
$ 195,897 $ 317,617
$ 246,703 $ 165,865
$ 824,415 $ 940,358
$ 1,855,765 $ 2,089,031
$ 498,781 $ 635,001
$ 261,502 $ 170,241
$ 2,616,048 $ 2,894,273
07/08 07/08 08109
Cur Bud Projection Adopted
$ 764,569 $ 626,300 $ 838,500
$ 36,419 $ 29,100 $ 39,500
$ 500 $ 2,000 $ 500
$ 801,488 $ 657,400 $ 878,500
$ 748,602 $ 750,800 $ 808,600
$ 108,900 $ 107,700 $ 112,600
$ 1,000 $ - $ -
$ 858,502 $ 858,500 $ 921,200
$ 436,537 $ 429,400
$ 256,100 $ 213,200
$ - $ -
$ 692,637 $ 642,600
$ 494,200
$ 238,200
$ 6,000
$ 738,400
$ 529,630 $ 548,200
$ 392,200 $ 387,300
$ 321,200 $ 240,000
$ 1,243,030 $ 1,175,500
$ 2,479,338 $ 2,354,700
$ 793,619 $ 737,300
$ 322,700 $ 242,000
$ 3,595,657 $ 3,334,000
$ 615,800
$ 408,200
$ 239,400
$ 1,263,400
$ 2,757,100
$ 798,500
$ 245,900
$ 3,801,500
PAGE S2
CITY OF TUSTIN Tus-nN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
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:
Keep the City Council constantly apprised as to the status of City programs and activities;
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 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 2009-10 operating and seven-year capital improvement
budgets;
7. Provide oversight of real estate transactions at Tustin Legacy;
Provide oversight of the Tustin Library project;
Provide oversight of the City's public communications 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:
Deposit and record all revenues of the City;
Assist the City Treasurer in management of the City's investment program;
Provide management support for Water Utility billing;
Pa~E 53
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
4. Prepare quarterly investment reports;
5. Complete the State Controller's Annual Report of Operations, Annual Street Report and other reports as
required;
6. Monitor the City's Fixed Asset Accounting System;
7. Administer the payroll, accounts receivable and accounts payable functions;
8. Administer the City's self-insured Workers' Compensation and general liability risk management
programs;
9. Prepare the annual Operating and Capital Improvement Budget;
10. Represent the City as Treasurer of the California lnsurance Pool Authority;
11. Represent the City and provide information for various City, County, State and Federal audits;
12. Assist in the formation and administration of special assessment districts created to finance public
infrastructure at the Tustin Legacy project and Tustin Ranch Area;
13. Provide management oversight of the City's Information Technology program;
14. Prepare the Comprehensive Annual Financial Report to the City and Tustin Community Redevelopment
Agency.
HUMAN RESOURCES
DESCRIPTION:
Human Resources is responsible for the administration of the City's personnel, employee relations and labor
relations functions. Human Resources strives to attract, hire and maintain the highest quality staff available;
coordinate 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. Collaborate with operational departments, managers and employees to provide support, services and
solutions that ensure a positive and productive work environment;
2. Create and conduct recruitments to fill vacancies in all City departments. Develop recruitment strategies,
advertising, testing and interview processes, perform reference and background checks for job
applicants and conduct new employee orientation;
3. Serve as the City's Chief labor negotiator and meet and confer with the represented employee
organizations regarding wages, hours and working conditions. Implement and monitor compliance with
negotiated agreements and monitor employee relation activities;
4. Maintain the City's classification and compensation plan and review/recommend position classification
and salary levels for all City positions;
5. Administer employee benefit programs including medical, dental, vision, retirement, deferred
compensation, life insurance, short-term/long term disability, accidental death & dismemberment,
dependent care, medical reimbursement, and a variety of additional optional benefit programs;
Pa~E 54
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
6. Review and update policies, procedures and internal controls to ensure compliance with legal
requirements and effectiveness with organizational operations;
7. Facilitate employee development and training programs including compliance training;
8. Oversee performance issues with employees including handling grievances, conducting investigations
and managing disciplinary processes and appeals;
9. Manage Workers' Compensation program with the City's third party administrator by monitoring
caseloads, overseeing the return-to-work program, participating in the Americans with Disabilities Act
accommodation process and providing assistance to injured workers;
10. Serve as the program administrator for the City's safety program including compliance with OSHA
regulations;
11. Coordinate to meet program requirements of various intergovernmental agencies including the
Department of Transportation (DOT) program, Department of Motor Vehicle (DM~ Pull Notice program,
Department of Justice (DOJ) Live Scan program and the Injury and Illness Prevention program (IIPP);
12. Monitor and ensure compliance with state and federal laws related to public sector labor and
employment issues.
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 of out-sourced computer services;
5. Maintain, support and upgrade servers, workstations, peripheral computer equipment, software, phones,
audiovisual equipment on a Citywide basis;
6. Develop and implement software solutions to enhance operational efficiency.
PAGE SS
This Page Intentionally Left Blank
CITY OF TUSTIN TUSTIN
~~
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET a,~,,..,,,.u:
C OMMUNITY DEVELOPMENT
ORGANIZATIONAL CHART
_.
C~MMUhI~T`s( IDEVELO~P~VIEIVT
~ F~r zoa~-~~
!Di~ector of Commu~nity
__'_'_'_'_'_'_.~ _'_'_"""°" PLANNING
' OevelDpme~tt "------------° co~n~nissiar~
FlRE MAR8HAL HEALTH SERV'ICES I
~ AOMlNISTRATIVE
I SE~RETARY I
B111L6fIWG 4FPdC~AL 60MMlJNITY
~1} OEVE~OPMEN7
~ ~ ~ I~!
pFFIC~E SUPPORT , .-'
SP~CIA'~IST
(~~ PRIFQCIPAL PLANNER
(1 ~
PLAN CNECK PRINGIPAt PLAN ~, 8L11LOING
SWPERVISOR ~
CHEGK'ENGINEER ~~5PECTIQN
~ ,
i7) i~1 J PERY{SOR 5ENBORRLANNER 3ENIORPLANNER
I'1 1a1
@LIILDdNG A550dATE I'LAH}I 8lfll[TING 8 ASSOdATE
TECHNtlCIAN5 GNECi(~N'GiN~£~I GfEA61NG pLANWER
liy E1) IWS?ECT~RS a4)
I$1
CODE BUSINE55 LICENSE
I EF4FO~~RCEd~~NY TECHW9GlAN
PLpN CFBECKER OFF'ICEI35~ ~~~
{~~ ASSf5TAN'~ ~~~
PLANNER
(11
Pa~E 58
CITY OF TUSTIN TUSTIN
~~
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~~,,..,,,.u:
COMMUNITY DEVELOPMENT
POSITION CONTROL REPORT
POSITION CONTROL REPORT
DEPT 07-08
CURR
BUDGET 07-08
YTD
ACT 07-08
VACAN-
CIES 08-09
ADOPTED
BUDGET 08-09
NEW
REQ
Planninq
Director, Community Development 01-301 1.00 1.00 - 1.00 -
Assistant Director, Community Development 01-301 1.00 1.00 - 1.00 -
Principal Planner 01-301 1.00 1.00 - 1.00 -
Senior Planner 01-301 2.00 2.00 - 2.00 -
Associate Planner 01-301 3.75 3.75 - 3.75 -
Assistant Planner 01-301 1.00 1.00 - 1.00 -
Business License Technician 01-301 1.00 1.00 - 1.00 -
Administrative Secretary 01-301 1.00 1.00 - 1.00 -
Office Support Specialist 01-301 1.00 1.00 - 1.00 -
12.75 12.75 0.00 12.75 0.00
Building
Building Official 01-302 1.00 1.00 - 1.00 -
Principal Plan Check Engineer 01-302 1.00 1.00 - 1.00 -
Associate Plan Check Engineer 01-302 1.00 0.00 (1.00) 1.00 -
Plan Check Supervisor 01-302 1.00 1.00 - 1.00 -
Plan Checker 01-302 1.00 1.00 - 1.00 -
Building InspectorSupervisor 01-302 1.00 1.00 - 1.00 -
Building Inspector 01-302 5.00 4.00 (1.00) 5.00 -
Code Enforcement Officer 01-302 2.00 2.00 - 2.00 -
Building Technician 01-302 2.00 2.00 - 2.00 -
15.00 13.00 (2.00) 15.00 0.00
CDBG
Associate Planner 28-305 0.25 0.25 0.00 0.25 -
Code Enforcement Officer 28-305 1.00 1.00 0.00 1.00 -
1.25 1.25 0.00 1.25 0.00
COMMUNITY DEVELOPMENT TOTAL 29.00 27.00 (2.00) 29.00 0.00
Pa~E 59
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN
~~
COMMUNITY DEVELOPMENT
EXPENDITURE SUMMARY
Expenditure Summary
(By Fund)
Community Development
Planning
Personnel
Operations
Capital
01-301
Building
Personnel
Operations
Capital
01-302
01 Community Development
Personnel
Operations
Capital
01 Community Development Total
05/06 06/07
Actual Actual
$ 1,029,741 $ 1,096,130
$ 114,428 $ 161,992
$ 3,250 $ 68,394
$ 1,147,419 $ 1,326,516
$ 869,251 $ 1,158,288
$ 615,065 $ 683,913
$ - $ 42,902
$ 1,484,316 $ 1,885,103
$ 1,898,992 $ 2,254,418
$ 729,494 $ 845,905
$ 3,250 $ 111,296
$ 2,631,735 $ 3,211,619
07/08 07/08 08109
Cur Bud Projection Adopted
$ 1,272,077 $ 1,211,260
$ 279,883 $ 139,200
$ 8,000 $ -
$ 1,559,960 $ 1,350,460
$ 1,426,900
$ 228,400
$ -
$ 1,655,300
$ 1,460,266 $ 1,143,900
$ 799,865 $ 550,600
$ 21,000 $ 9,000
$ 2,281,131 $ 1,703,500
$ 2,732,343 $ 2,355,160
$ 1,079,748 $ 689,800
$ 29,000 $ 9,000
$ 3,841,091 $ 3,053,960
$ 1,564,000
$ 760,100
$ 21,000
$ 2,345,100
$ 2,990,900
$ 988,500
$ 21,000
$ 4,000,400
Pa~E 60
CITY OF TUSTIN TUSTIN
~~
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~~,,..,,,.u:
COMMUNITY DEVELOPMENT-PLANNING DIVISION
DESCRIPTION:
The Planning Division includes current and advance planning/special project functions and Code
Enforcement. 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 of 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 and Planning Commission. The Code Enforcement
Division implements property maintenance, business license, and zoning codes.
TASKS:
1. Continue primary responsibility for planning and development monitoring tasks associated with the
Tustin Legacy project;
2. 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 with an annual allocation of $797,511;
3. Monitor County planning and development activity, particularly for community impacts associated with
development projects occurring in the neighboring communities of Santa Ana, Orange and Irvine;
4. Support the City of Tustin's efforts to implement the "Town Center - A New Beginning" program;
5. Administer and oversee the City's Cultural Resources District. Develop and implement a Cultural
Resources District work program for the Planning Commission. Process Mills Act program contracts and
administer the Tustin Historic Register Plaque Program;
6. 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;
7. Complete Housing Element Update with consultant assistance;
8. Continue the City's current program for monitoring aircraft noise associated with flights to and from John
Wayne Airport;
9. Review proposed state/federal legislation for potential impacts to Tustin, and prepare position papers
and correspondence on pending legislation;
10. Administer the Business License Program and provide information to new/existing businesses;
11. Continue to refine the City's On-line Business License software;
12. Continue to provide phone and counter support as a one-stop planning and community development
counter to maintain quality of service throughout the City;
13. Assist the Public Works Department in preparing environmental documents for major capital
improvement projects;
14. Monitor and recommend measures to ensure the City's compliance with the National Pollutant Discharge
Elimination System (NPDES) Permit and Air Quality Management Plan;
Pa~E 61
CITY OF TUSTIN TUSTIN
~~
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET a,~,,..,,,.u:
15. Complete the comprehensive revisions to the City Zoning Code with consultant assistance and schedule
Planning Commission and City Council workshops, budget permitting;
16. Continue to participate in Neighborhood Improvement Task Force;
17. Update a comprehensive Code Enforcement Procedure manual;
18. Administer graffiti removal program.
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 two sections: Plan
Check/Permitting and Building Inspection Services.
TASKS:
1. Work with developers to ensure continued progress at the Tustin Legacy;
2. Provide mandated plan reviews and inspection services for all new construction, additions, and
alterations of buildings and maintain an average of 10 days turn around time to complete all initial plan
reviews;
3. Develop and implement a Permit-by-Appointment program when plans are prepared by licensed design
professionals for residential remodels and additions;
4. Allocate available resources and continue to coordinate with other agencies and departments to ensure
timely progressing of developments on the Tustin Legacy;
5. Review the fees charged by the Building Division and the fee structure to allow full and equitable
recovery of expenses for services rendered;
6. Enhance the efficiency and productivity of Inspection and Permitting staff by implementing the Accela
PermitsPlus Interactive Voice Response (IVR) and Wreless Inspection programs;
7. Update the Building Division pages on the City website to provide additional information, useful links, and
City handouts;
8. Develop and make available new, and upgrade existing, Building Construction customers' handouts;
9. Update the Building Division Procedures Manual and develop comprehensive policies;
10. Establish a consistent standard of plan check and inspection.
Pa~E 62
PUBLIC WORKS ORGANIZATIONAL CHART
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CITY OF TUSTIN Tus-nN
2007-08 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
PUBLIC WORKS POSITION CONTROL REPORT
POSITION CONTROL REPORT
DEPT 0~-08
CURR
BUDGET 0~-08
YTD
ACT 0~-08
VACAN-
CIES 08-09
ADOPTED
BUDGET 08-09
NEW
REQ
PW Administration
Dir. Pub. Works/City Eng. 01-401 1.00 1.00 - 1.00 -
Assistant Public Works Director 01-401 1.00 1.00 - 1.00 -
Public Works Manager (NEW) 01-401 0.00 0.00 - 1.00 1.00
Administrative Services Manager 01-401 1.00 1.00 - 1.00 -
Administrative Secretary 01-401 1.00 1.00 - 1.00 -
4.00 4.00 0.00 5.00 1.00
Enaineerina
Engineering Services Manager 01-402 1.00 1.00 - 1.00 -
Transportation & Develop. Service Manager 01-402 1.00 1.00 - 1.00 -
Public Works Inspection Supervisor 01-402 1.00 1.00 - 1.00 -
Principal Engineer 01-402 1.00 1.00 - 1.00 -
Principal Engineer - Construction 01-402 1.00 1.00 - 1.00 -
Environmental Compliance Coord (NPDES) 01-402 1.00 1.00 - 1.00 -
Associate Engineer 01-402 2.00 2.00 - 2.00 -
Assistant Engineer 01-402 2.00 2.00 - 2.00 -
Engineering Aide 01-402 2.00 2.00 - 2.00 -
Public Works Inspector 01-402 2.00 2.00 - 2.00 -
14.00 14.00 0.00 14.00 0.00
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 0.50 0.50 - 0.50 -
Maintenance Leadworker 01-403 1.00 1.00 - 1.00 -
Equipment Operator 01-403 1.00 1.00 - 1.00 -
Senior Maintenance Worker 01-403 3.00 3.00 - 3.00 -
Maintenance Worker 01-403 0.50 0.50 - 0.50 -
6.50 6.50 0.00 6.50 0.00
Landscape
Field Services Manager 01-404 0.25 0.25 - 0.25 -
Office Support Specialist 01-404 0.25 0.25 - 0.25 -
Maintenance Supervisor - Contracts 01-404 1.00 0.00 (1.00) 1.00 -
Maintenance Supervisor (Landscape) 01-404 1.00 1.00 - 1.00 -
Leadworker Playground Equip/ContrAd 01-404 1.00 1.00 - 1.00 -
Maintenance Leadworker 01-404 2.00 2.00 - 2.00 -
Senior Maintenance Worker 01-404 9.00 8.00 (1.00) 9.00 -
Maintenance Worker 01-404 3.00 3.00 - 3.00 -
17.50 15.50 (2.00) 17.50 0.00
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 1.00 1.00 - 1.00 -
Equipment Operator 01-406 2.00 2.00 - 2.00 -
Equipment Mechanic 01-406 3.00 3.00 - 3.00 -
6.50 6.50 0.00 6.50 0.00
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 0.50 0.50 - 0.50 -
Maintenance Leadworker 01-407 1.00 1.00 - 1.00 -
Senior Maintenance Worker 01-407 1.00 1.00 - 1.00 -
3.00 3.00 0.00 3.00 0.00
PW Emerqencv Services
Office Support Specialist 01-410 1.00 1.00 - 1.00 -
1.00 1.00 0.00 1.00 0.00
PUBLIC WORKS TOTAL 52.50 50.50 (2.00) 53.50 1.00
Pa~E 65
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
PUBLIC WORKS EXPENDITURE SUMMARY
Expenditure Summary
(By Fund)
Public Works
Administration
Personnel
Operations
Capital
01-401
Engineering
Personnel
Operations
Capital
01-402
Streets
Personnel
Operations
Capital
01-403
Landscape
Personnel
Operations
Capital
01-404
Vehicles
Personnel
Operations
Capital
01-406
Facilities
Personnel
Operations
Capital
01-407
Emergency Services
Personnel
Operations
Capital
01-410
01 Public Works
Personnel
Operations
Capital
01 Public Works Total
05/06 06/07
Actual Actual
07/08 07/08 08109
Cur Bud Projection Adopted
$ 381,714 $ 402,649 $ 486,031 $ 430,000 $ 745,200
$ 262,246 $ 349,514 $ 371,567 $ 311,620 $ 514,300
$ - $ 10,314 $ 20,000 $ 48,000 $ -
$ 643,960 $ 762,477 $ 877,598 $ 789,620 $ 1,259,500
$ 1,107,403 $ 1,230,432 $ 1,555,884 $ 1,431,700 $ 1,650,100
$ 877,769 $ 1,245,038 $ 1,410,675 $ 1,358,375 $ 1,465,900
$ - $ - $ 5,000 $ - $ 3,000
$ 1,985,172 $ 2,475,470 $ 2,971,559 $ 2,790,075 $ 3,119,000
$ 484,328 $ 509,393 $ 579,203 $ 511,900 $ 599,100
$ 197,035 $ 291,350 $ 288,384 $ 304,390 $ 304,100
$ 5,826 $ 5,018 $ 37,000 $ 30,000 $ 17,700
$ 687,189 $ 805,761 $ 904,587 $ 846,290 $ 920,900
$ 1,265,466 $ 1,223,873 $ 1,429,209 $ 1,317,400 $ 1,449,300
$ 934,707 $ 1,161,420 $ 1,323,261 $ 1,272,186 $ 1,381,100
$ 55,793 $ 28,769 $ 24,600 $ 21,000 $ 46,100
$ 2,255,967 $ 2,414,062 $ 2,777,070 $ 2,610,586 $ 2,876,500
$ 497,325 $ 477,140 $ 546,357 $ 520,700 $ 548,100
$ 544,391 $ 464,630 $ 525,480 $ 544,510 $ 657,700
$ 4,326 $ 3,609 $ 12,000 $ - $ 21,000
$ 1,046,042 $ 945,379 $ 1,083,837 $ 1,065,210 $ 1,226,800
$ 258,804 $ 266,362 $ 277,589 $ 292,000 $ 286,000
$ 794,416 $ 836,169 $ 867,810 $ 843,310 $ 876,900
$ 8,211 $ 3,276 $ 4,800 $ 800 $ -
$ 1,061,431 $ 1,105,807 $ 1,150,199 $ 1,136,110 $ 1,162,900
$ 60,864 $ 55,028 $ 67,689 $ 57,700 $ 61,400
$ 15,100 $ 28,523 $ 73,160 $ 66,500 $ 68,000
$ - $ - $ - $ - $ -
$ 75,964 $ 83,551 $ 140,849 $ 124,200 $ 129,400
$ 4,055,987 $ 4,164,959 $ 4,942,044 $ 4,561,400 $ 5,339,282
$ 3,625,746 $ 4,376,726 $ 4,860,419 $ 4,700,891 $ 5,268,082
$ 74,237 $ 51,068 $ 103,482 $ 99,800 $ 87,882
$ 7,755,724 $ 8,592,507 $ 9,905,699 $ 9,362,091 $ 10,695,000
Pa~E 66
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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 legislation, Public
Works projects, programs and services to ensure benefit, safety and convenience to the community and
general public.
TASK:
1. Perform interagency coordination and administer County, State and Federally funded projects and
programs;
2. Provide oversight and management of the Public Works and Water Capital Improvement and Operations
Budgets;
3. Monitor the Departmental productivity measurement system;
4. Manage the City's Solid Waste Program;
5. Administer two City Cable TV Franchise Agreements and one State Video Franchise;
6. Administer contract agreements for various City Services;
7. Manage City records including all record plans 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; prepares
public works conditions of approval for entitlements; plan checks subdivision plans and maps; inspects all
projects within the public right-of-way; maintains records to promote the general safety and well-being of the
community; and coordinates all inter/intra community related regional traffic matters pertinent to pedestrian
and vehicular safety.
TASKS:
1. Prepare plans, cost estimates, reports and provides oversight for the construction of Capital
Improvement Projects;
2. Conduct plan checks on subdivision/parcel maps and perform construction inspection involving public
improvements;
3. Conduct City-wide traffic studies;
4. Maintain maps, records and reports for all public improvements;
5. 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;
Pa~E 67
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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;
9. Provide technical engineering support to the Tustin Legacy development program.
PUBLIC WORKS - STREETS
DESCRIPTION:
The Street Division ensures that the quality of life desired by the community is accomplished by installing
proper signage and striping, and by maintaining all streets, sidewalks, bike trails, storm drains and catch
basins within the public right-of-way.
TASKS:
1. Maintain all public streets;
2. Maintain all publicly owned storm drains, catch basins and surface drainage facilities, in accordance
with NPDES guidelines;
3. Perform litter control in the public rights-of-way;
4. Performs traffic sign maintenance and striping/marking program as directed by the Engineering
Division, Traffic Section;
5. Performs sidewalk maintenance and grinding as needed.
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. Maintains the turf in the parks;
2. Operates and maintains parks landscape irrigation systems;
3. Maintains foliage by spraying, removing and/or replacing as required;
4. Performs parks' graffiti removal and manages the weed abatement program in the parks and public
right-of-ways;
5. Conducts regular inspection, maintenance, and repair of park grounds and play equipment, structures,
lights, and picnic facilities;
6. Administers the citywide tree trimming and landscape maintenance contracts;
Pa~E 68
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
7. Ensures compliance with NPDES regulations.
PUBLIC WORKS - VEHICLES
DESCRIPTION:
The Vehicle Maintenance Division provides general repair and preventative maintenance for all City vehicles
and other mechanical equipment, as well as maintaining the Vehicle Lease Fund. In addition, the division
provides maintenance and permit compliance for the City Fueling Island and the Underground Storage
Tanks (US~. The Vehicle Maintenance Division is also responsible for the Street Sweeping Program.
TASKS:
1. Perform repairs on vehicles and other mechanical equipment;
2. Administer a preventative maintenance program for vehicles and other mechanical equipment;
3. Provide fuel and maintain fueling facilities for the City and the Tustin Unified School District;
4. Conduct licensing/inspection of vehicles as required by the State Department of Motor Vehicles;
5. Administer the licensing and permits for City generators, Fuel Island, Underground Storage Tank and
other equipment;
6. Implement and supervise the Citywide Street Sweeping Program;
7. Administer the Forklift Certification Program;
8. Administerthe Vehicle/Equipment Lease Fund.
PUBLIC WORKS - FACILITIES
DESCRIPTION:
The Facilities 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 building repairs for all public facilities including structural, plumbing,
electrical and painting repairs;
2. Administer maintenance contracts including, but not limited to janitorial, building security, elevators,
pest control and HVAC.
Pa~E 69
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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 in compliance with State and Federal requirements;
2. Identify and coordinate emergency response training programs for City Staff;
3. Assure the adequate preparation of City emergency response facilities;
4. Coordinate emergency preparation activities with state and other regional agencies and the general
public.
PAGE 7O
POLICE ORGANIZATIONAL CHART
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TUSTIN
CITY OF TUSTIN ~
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~
POLICE POSITION CONTROL REPORT
POSITION CONTROL REPORT
DEPT 07-08
CURR
BUDGET 07-08
YTD
ACT 07-08
VACAN-
CIES 08-09
ADOPTED
BUDGET 08-09
NEW
REQ
Police Administration
Police Chief 01-501 1.00 1.00 - 1.00 -
Police Captain 01-501 1.00 1.00 - 1.00 -
Police Civilian Commander 01-501 1.00 1.00 - 1.00 -
Executive Secretary 01-501 1.00 1.00 - 1.00 -
Administrative Secretary 01-501 1.00 1.00 - 1.00 -
5.00 5.00 0.00 5.00 0.00
Police Operations
Police Lieutenant 01-502 3.00 3.00 - 3.00 -
Police Sergeant 01-502 17.00 17.00 - 17.00 -
Police Officer 01-502 71.00 71.00 - 71.00 -
91.00 91.00 0.00 91.00 0.00
Support Services
Police Lieutenant 01-504 1.00 1.00 - 1.00 -
Police Sergeant 01-504 1.00 1.00 - 1.00 -
Police Officer 01-504 2.00 2.00 - 2.00 -
Communications Officer I 01-504 7.00 4.00 (3.00) 7.00 -
Communications Officer II 01-504 3.00 3.00 - 3.00 -
Communications Officer Lead 01-504 2.00 2.00 - 2.00 -
Crime Analyst 01-504 1.00 1.00 - 1.00 -
Police Fleet Coordinator 01-504 1.00 1.00 - 1.00 -
Police Communication Supervisor 01-504 1.00 1.00 - 1.00 -
Police Services Officer Supervisor 01-504 1.00 1.00 - 1.00 -
Police Services Officer I, II, III 01-504 16.50 16.50 - 16.50 -
Police Records Supervisor 01-504 1.00 1.00 - 1.00 -
Police Support Specialist Lead 01-504 2.00 1.00 (1.00) 2.00 -
Police Support Specialist 01-504 10.50 10.50 - 10.50 -
PropertyAnd Evidence Technician 01-504 2.00 2.00 - 2.00 -
PropertyAnd Evidence Supervisor 01-504 1.00 1.00 - 1.00 -
Police Support Services Manager 01-504 1.00 1.00 - 1.00 -
54.00 50.00 (4.00) 54.00 0.00
POLICE TOTAL 150.00 146.00 (4.00) 150.00 0.00
Pa~E 73
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTIN
~..
POLICE EXPENDITURE SUMMARY
Expenditure Summary
(By Fund)
05/06 06/07
Actual Actual
07/08 07/08
Cur Bud Projection
08109
Adopted
Police
Administration
Personnel
Operations
Capital
01-501
Patrol
Personnel
Operations
Capital
01-502
Investigative Services
Personnel
Operations
Capital
01-503
Administrative Services
Personnel
Operations
Capital
01-504
01 Police Department
Personnel
Operations
Capital
01 Police Department Total
$ 902,117 $ 771,225
$ 189,896 $ 191,320
$ - $ -
$ 1,092,013 $ 962,545
$ 8,790,934 $ 12,598,138
$ 1,148,541 $ 1,382,339
$ 66,434 $ -
$ 10,005,909 $ 13,980,477
$ 3,307,478 $ -
$ 232,741 $ -
$ 7,223 $ -
$ 3,547,442 $ -
$ 3,007,106 $ 4,042,101
$ 447,418 $ 698,936
$ 8,470 $ -
$ 3,462,994 $ 4,741,037
$ 16,007,635 $ 17,411,464
$ 2,018,596 $ 2,272,595
$ 82,127 $ -
$ 18,108,358 $ 19,684,059
$ 800,358 $ 815,750
$ 193,469 $ 182,257
$ - $ -
$ 993,827 $ 998,007
$ 13,684,188 $ 13,627,725
$ 1,289,622 $ 1,376,907
$ 28,000 $ 28,000
$ 15,001,810 $ 15,032,632
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ 4,635,518 $ 4,453,350
$ 630,596 $ 546,076
$ 5,000 $ 5,000
$ 5,271,114 $ 5,004,426
$ 19,120,064 $ 18,896,825
$ 2,113,687 $ 2,105,240
$ 33,000 $ 33,000
$ 21,266,751 $ 21,035,065
$ 834,400
$ 189,500
$ -
$ 1,023,900
$ 15,340,900
$ 1,553,500
$ 10,000
$ 16,904,400
$ -
$ -
$ -
$ -
$ 5,401,700
$ 662,600
$ -
$ 6,064,300
$ 21,577,000
$ 2,405,600
$ 10,000
$ 23,992,600
Pa~E 74
TUSTIN
CITY OF TUSTIN ~
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~
POLICE DEPARTMENT - ADMINISTRATION
DESCRIPTION:
This bureau directs the day to day operations of the Police Department. Its primary responsibility is to
ensure that the Department's overall mission is achieved, and that the department is well-prepared for the
future. The Administration Bureau 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;
9. Anticipate the future and plan activities accordingly.
POLICE DEPARTMENT - COMMUNITY POLICING DIVISION
DESCRIPTION:
The Community Policing Bureau is comprised of three divisions: North Area Patrol, South Area Patrol, and
Special Operations. Special Operations includes four units: General Investigations; Special Investigations;
Gang Unit; and Traffic Unit. The Community Policing Bureau 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, the residential and business
communities, and other governmental and non-profit agencies to reduce crime, provide a sense of safety and
security and to improve the quality of life or those who visit, live, and work in the City of Tustin.
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;
PAGE 7S
TUSTIN
CITY OF TUSTIN ~
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~
7. Conduct educational and other crime/traffic accident prevention presentations;
8. Maintain and refine the Field Training Officer program;
9. Coordinate community special event plans;
10. Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve
community problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided
by local government.
POLICE DEPARTMENT - ADMINISTRATIVE SERVICES DIVISION
DESCRIPTION:
The Administrative Services Bureau provides the essential administrative and support services necessary to
ensure the effective and efficient delivery of police services. This mission is accomplished through an interactive
network of highly specialized and distinctively diverse activities which both support and strengthen the police
department's mission. The Bureau provides supervision, coordination, training, and staffing of all technical
support units within the Department. The Bureau is comprised of two divisions: Professional Standards Division
and Support Services Division. The Professional Standards Division is comprised of three units: Personnel;
Training; and Community Resources. The Support Services Division is comprised of four units: Records;
Communications; Property and Evidence; and Police Services Officers.
TASKS:
1. Provide planning and research for various Police Department projects;
2. Coordinate and monitorthe Department's fiscal activities on a daily basis;
3. Coordinate recruitment and selection of candidates for all Department positions;
4. Maintain personnel and departmental training records;
5. Coordinate the training of all departmental personnel;
6. Handle complex and/or sensitive Administrative Investigations;
7. Maintain and provide criminal, incident and traffic activity information and statistics;
8. Provide crime data to Federal and State agencies, police personnel, and the community;
9. Provide accurate documentation, storage, and retrieval of property and evidence;
10. 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.;
11. Provide police facilities and police fleet management and support;
12. Coordinate the booking process of all persons in custody of the Police Department;
13. Staff and manage the Department's Crime Scene Investigations Unit.
Pa~E 76
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
FIRE EXPENDITURE SUMMARY
Expenditure Summary 05/06 06/07 07/08 07/08 08109
(By Fund) Actual Actual Cur Bud Projection Adopted
County Fire Contract
Administration
Personnel $ - $ - $ - $ - $ -
Operations $ 4,604,457 $ 4,764,554 $ 5,003,200 $ 5,003,200 $ 5,202,200
Capital $ - $ - $ - $ - $ -
01-550 $ 4,604,457 $ 4,764,554 $ 5,003,200 $ 5,003,200 $ 5,202,200
01 County Fire Contract
Personnel $ - $ - $ - $ - $ -
Operations $ 4,604,457 $ 4,764,554 $ 5,003,200 $ 5,003,200 $ 5,202,200
Capital $ - $ - $ - $ - $ -
01 County Fire Contract Total $ 4,604,457 $ 4,764,554 $ 5,003,200 $ 5,003,200 $ 5,202,200
Pa~E 78
TUSTIN
CITY OF TUSTIN ~
2008-09 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 fiscal year 2007-08 the City Council authorized an extension of the contract with the
Fire Authority for an additional twenty years.
Pa~E 79
This Page Intentionally Left Blank
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
PARKS AND RECREATION
ORGANIZATIONAL CHART
_ • PARKS & REGREATION
, , '~ ~. FY 2008-i~9
aIRECT~R OF FAR
co~m~~nYSe~v~.«~ $ RECREA7IdN
com~~~s~~an
Capital Pre~ctr ManagemeM~
SECRETARY
RECREATION
SUFER6NTEA@~ENT
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N ~ Sl1PEi2VESOlt
9aard NUMANS~RVIGES Funtl
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{i~
7
REG. CDaR~INATOR TFYC . '~ J .
MU~s7AN S~RVICES R~C. CDOR6INATOR C.T. ACTI4ITY CEIJTER SPORAS PROGRAM i2EC. COl7RDINAdOR
f~l tf~
RECEPTIQMPS$ REC.COOROENATOR SPECIALIST CLASSESICliLT13RAL
~t~ R~CEP7lONIST ~~~ ~~} ~~~
VAN ~RiVER ~' fU
~1j PROGRAM
ASS35TAM4 PRQGRAM PE~D2RAM ~PRUGRAM PROGRAM ~ -~
~~~ A$SISTANT A$SISTA,NT I ASSISTANT ASSISTANT QFFfCE SUPPORT
~ ~1p (Camp~ (Sparts Park) ~ SPECIALI57
CUSTiOD3AN3 ~ (~~ ~Z~ i21
F!T(d] R~C92EATiON I
prq~g~ LEAOERS ftECitEATiON - ~ RECREATION ~
Ie) LEA~EdES REGREAYIqM OFFIG€ ASSXSTANT
{931 L~EADERS L~A6~RS ~q~
~7) ~Camp)
I~al
Pa~E 82
CITY OF TUSTIN TusriN
~
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET ~
PARKS AND RECREATION
POSITION CONTROL REPORT
07-08 07-08 07-08 08-09 08-09
CURR YTD VACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
P & R Administration
Director, Parks & Recreation 01-701 1.00 1.00 - 1.00 -
Recreation Superintendent 01-701 1.00 0.00 (1.00) 1.00 -
Administrative Secretary 01-701 1.00 1.00 - 1.00 -
3.00 2.00 (1.00) 3.00 0.00
SpOrts
Recreation Supervisor 01-702 1.00 1.00 - 1.00 -
Recreation Coordinator 01-702 1.00 0.00 (1.00) 1.00 -
Office Support Specialist 01-702 1.00 1.00 - 1.00 -
Sports Program Specialist 01-702 1.00 1.00 - 1.00 -
4.00 3.00 (1.00) 4.00 0.00
ClasseslCultural Arts
Recreation Coordinator 01-703 1.00 1.00 - 1.00 -
Office Support Specialist 01-703 1.00 1.00 - 1.00 -
2.00 2.00 0.00 2.00 0.00
Senior Programs
Recreation Supervisor 01-705 1.00 1.00 - 1.00 -
Recreation Coordinator 01-705 1.00 1.00 - 1.00 -
Sr. Center Van Driver 01-705 0.50 0.50 - 0.50 -
2.50 2.50 0.00 2.50 0.00
P & R Support Services
Custodian 01-706 4.00 4.00 - 4.00 -
Custodian (Part Time) 01-706 0.50 0.50 - 0.50 -
Custodian (Part Time) 01-706 0.50 0.50 - 0.50 -
5.00 5.00 0.00 5.00 0.00
Tustin Youth Center
Recreation Coordinator 01-707 1.00 1.00 - 1.00 -
1.00 1.00 0.00 1.00 0.00
PARKS & RECREATION TOTAL 17.50 15.50 (2.00) 17.50 0.00
Pa~E 83
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
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
Classes/Cultural Services
Personnel
Operations
Capital
01-703
Senior Citizens
Personnel
Operations
Capital
01-705
Support Services
Personnel
Operations
Capital
01-706
Tustin Youth Center
Personnel
Operations
Capital
01-707
01 Parks and Recreation
Personnel
Operations
Capital
01 Parks and Recreation Total
05/06 06/07
Actual Actual
$ 354,161 $ 336,954
$ 49,798 $ 57,431
$ - $ 439
$ 403,960 $ 394,824
$ 518,134 $ 506,642
$ 272,496 $ 318,980
$ 30,561 $ 9,224
$ 821,191 $ 834,846
$ 180,923 $ 145,838
$ 308,002 $ 363,380
$ 1,943 $ 8,789
$ 490,868 $ 518,007
$ 218,556 $ 233,147
$ 90,755 $ 89,238
$ 3,411 $ 1,907
$ 312,721 $ 324,292
$ 318,275 $ 340,988
$ 6,443 $ 10,470
$ 1,301 $ 3,918
$ 326,018 $ 355,376
$ 208,335 $ 228,594
$ 44,601 $ 36,225
$ 1,779 $ 3,516
$ 254,715 $ 268,335
$ 1,798,384 $ 1,792,163
$ 772,094 $ 875,724
$ 38,994 $ 27,793
$ 2,609,473 $ 2,695,680
07/08 07/08 08/09
Cur Bud Projection Adopted
$ 377,156 $ 232,000
$ 55,354 $ 32,902
$ 1,500 $ -
$ 434,010 $ 264,902
$ 383,700
$ 53,300
$ 1,500
$ 438,500
$ 536,735 $ 543,200
$ 304,710 $ 303,060
$ 7,200 $ 6,000
$ 848,645 $ 852,260
$ 171,615 $ 132,850
$ 401,310 $ 292,900
$ 12,750 $ 11,500
$ 585,675 $ 437,250
$ 260,020 $ 268,200
$ 80,110 $ 84,200
$ 7,000 $ 5,000
$ 347,130 $ 357,400
$ 325,938 $ 353,400
$ 12,695 $ 12,600
$ 4,000 $ 2,000
$ 342,633 $ 368,000
$ 252,694 $ 220,800
$ 50,080 $ 47,100
$ 5,000 $ 5,000
$ 307,774 $ 272,900
$ 1,924,158 $ 1,750,450
$ 904,259 $ 772,762
$ 37,450 $ 29,500
$ 2,865,867 $ 2,552,712
$ 571,900
$ 311,500
$ 7,200
$ 890,600
$ 186,000
$ 393,100
$ 21,200
$ 600,300
$ 271,500
$ 102,800
$ -
$ 374,300
$ 333,600
$ 13,600
$ 4,000
$ 351,200
$ 278,600
$ 52,100
$ -
$ 330,700
$ 2,025,300
$ 926,400
$ 33,900
$ 2,985,600
Pa~E 84
CITY OF TUSTIN Tus-nN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
PARKS & RECREATION - ADMINISTRATION
DESCRIPTION:
The Administration Services Division provides coordination to manage the planning, acquisition and
rehabilitation of park and recreation facilities.
TASKS:
1. Coordinate and implement a one-year strategic plan for the Community Services Commission;
2. Provide management of Capital Improvement Program;
3. Provide budgetary control and fiscal responsibility;
4. Maintain an accurate position control document;
5. Provide staff support to City Council and Community Services Commission, Tustin Pride and related
committees;
6. Provide facilitation resources to community organizations and resident groups;
7. Provide department mission statement including vision and department values.
PARKS AND RECREATION - SPORTS
DESCRIPTION:
The Sports Services Division provides active recreation programs through the utilization of sports, fitness
and instructional classes that provide all ages the opportunity for supervised, active, recreation programs.
TASKS:
1. Provide organized and value based Adult Slow-Pitch Softball Leagues, Monday through Friday at Tustin
Sports Park and Columbus Tustin Park;
2. Present a variety of youth sports camps when schools are not in session;
3. Provide quality tennis lessons, camps and leagues emphasizing player development and socialization;
4. Provide Pioneer Road Park with staff supervision during function of the water plays area;
5. Continue participation in Youth Track and Field Meets;
6. Coordinate and implement a teen volunteer program;
7. Implement safe and wholesome after-school activities for local area children;
8. Provide Tustin non-profit youth organizations with facility use including gymnasium and sports fields;
9. Coordinate and implement Special Events to include a safe and free Halloween, Tustin Tiller Days
Festival and Parade, Easter Egg Hunt and Movies in the Park;
10. Provide facility leadership at the Columbus Tustin Activity Center.
Pa~E 85
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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 diverse selection of quality contract classes for children and adults;
2. Continue the involvement in cultural arts and providing free family based programs throughout the year;
3. In conjunction with the City's Communications Manager, produce and publish the quarterly Tustin Today
brochure;
4. Provide safe and wholesome summer day camp experiences for local children;
5. Maintain an accessible and customer friendly on-line registration system;
6. Manage and evaluate contractor class instructors;
7. Ensure community awareness of department classes and programs.
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:
1. Provide comprehensive programs and services for southwest Tustin area children 3-13 years of age and
their families;
2. Provide free nutritional snacks in collaboration with Second Harvest for children aged 1-18;
3. Expand volunteer opportunities to include senior adults, younger children and service club members;
4. Increase participation in Homework Club, offered Monday through Thursday in the afternoons;
5. Provide a community Movie Night in partnership with the Kiwanis Club of Tustin;
6. Provide active and inclusive on-site afterschool programs;
7. Present "Kids Corner", free preschool program to the children and families of southwest Tustin;
8. Provide holiday gift baskets and food to southwest Tustin Families in-need.
Pa~E 86
CITY OF TUSTIN Tus-nN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
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:
1. Responsible for the care and light maintenance of the Civic Center, Senior Center, 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;
3. Provide support, customer service and supervision of facility rentals and functions;
4. Provide support for over 20 City-wide Special Events;
5. Responsible for care and storage of department supplies and equipment.
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 record keeping for the Tustin Area Senior Center Fund;
4. Manage the Senior Center Gift Shop;
5. Manage over 125 volunteers for the following areas at the Center: Front Desk, Bingo Committee, Food
Distribution, Congregate Meal Program, Special Events, Senior Advisory Board, Instructors, Visually
Handicapped, Art Gallery, Gift Shop, Quilting, Tax Aid and Water Bill Stuffing;
Coordinate and/or aid in City-wide Parks and Recreation Special Events such as Street Fair, Casino
Night, Tree Lighting, Concerts in the Park, Broadway in the Park, Movies Night, Cinco De Mayo, Egg
Hunt and Track Meet.
Pa~E 87
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CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
NON-DEPARTMENTAL EXPENDITURE SUMMARY
Expenditure Summary 05/06 06/07 07/08 07/08 08109
(By Fund) Actual Actual Cur Bud Projection Adopted
Non-Departmental
Administration
Personnel $ 155,979 $ 175,526 $ 175,100 $ 208,100 $ 280,000
Operations $ 1,895,386 $ 7,902,504 $ 4,751,075 $ 4,740,695 $ 668,200
Capital $ 172 $ 1,116 $ 750 $ 300 $ -
01-801 $ 2,051,538 $ 8,079,146 $ 4,926,925 $ 4,949,095 $ 948,200
01 Non-Departmental
Personnel $ 155,979 $ 175,526 $ 175,100 $ 208,100 $ 280,000
Operations $ 1,895,386 $ 7,902,504 $ 4,751,075 $ 4,740,695 $ 668,200
Capital $ 172 $ 1,116 $ 750 $ 300 $ -
01 Non-Departmental Total $ 2,051,538 $ 8,079,146 $ 4,926,925 $ 4,949,095 $ 948,200
Pa~E 90
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
COMMUNITY DEVELOPMENT BLOCK GRANTS
(CDBG~ EXPENDITURE SUMMARY
Expenditure Summary 05/06 06/07 07/08 07/08 08/09
(By Fund) Actual Actual Cur Bud Projection Adopted
CDBG 01-02fy, CIP
Personnel $ - $ - $ - $ - $ -
Operations $ - $ - $ - $ - $ -
Capital $ 22,744 $ 36,567 $ 38,808 $ - $ (36,600)
22-999 $ 22,744 $ 36,567 $ 38,808 $ - $ (36,600)
CDBG 05-06fy, CIP
Personnel $ - $ - $ - $ - $ -
Operations $ 135,394 $ 32,917 $ - $ - $ -
Capital $ 145,889 $ 97,292 $ 173,655 $ 101,016 $ 56,100
26-999 $ 281,283 $ 130,209 $ 173,655 $ 101,016 $ 56,100
CDBG 06-07fy, CIP
Personnel $ - $ - $ - $ - $ -
Operations $ - $ - $ - $ - $ -
Capital $ - $ 459,151 $ 51,104 $ 39,282 $ 5,900
27-999 $ - $ 459,151 $ 51,104 $ 39,282 $ 5,900
CDBG 07-08fy, Admin
Personnel $ 3,689 $ 1,954 $ 12,000 $ - $ 113,400
Operations $ 26,768 $ 14,920 $ 16,600 $ 4,327 $ 42,000
Capital $ - $ - $ - $ - $ -
28-305 $ 30,457 $ 16,874 $ 28,600 $ 4,327 $ 155,400
CDBG 07-08fy, CIP
Personnel $ - $ - $ - $ - $ -
Operations $ - $ - $ - $ - $ -
Capital $ 161,805 $ 130,209 $ 51,104 $ 39,282 $ 250,000
28-999 $ 161,805 $ 130,209 $ 51,104 $ 39,282 $ 250,000
CDBG 08-09fy, CIP
Personnel $ - $ - $ - $ - $ -
Operations $ - $ - $ - $ - $ -
Capital $ - $ - $ - $ - $ 513,100
29-999 $ - $ - $ - $ - $ 513,100
2x CDBG Total
Personnel $ 3,689 $ 1,954 $ 12,000 $ - $ 113,400
Operations $ 162,162 $ 47,837 $ 16,600 $ 4,327 $ 42,000
Capital $ 330,438 $ 723,219 $ 314,671 $ 179,580 $ 788,500
2x CDBG Total $ 496,289 $ 773,010 $ 343,271 $ 183,907 $ 943,900
Pa~E 92
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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.
Pa~E 93
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CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
TUSTIN LANDSCAPE LIGHTING DISTRICT
&
STREET LIGHTING DISTRICT
EXPENDITURE SUMMARY
Expenditure Summary
(By Fund)
Tustin LLD, Special District
Personnel
Operations
Capital
41-805
41 Tustin LLD Total
Personnel
Operations
Capital
41 Tustin LLD Total
Tustin SL
Personnel
Operations
Capital
42-805
42 Tustin SL, Total
Personnel
Operations
Capital
42 Tustin SL Total
05/06 06/07
Actual Actual
$ - $ -
$ 504,129 $ 638,509
$ - $ -
$ 504,129 $ 638,509
$ - $ -
$ 504,129 $ 638,509
$ - $ -
$ 504,129 $ 638,509
$ - $ -
$ 365,508 $ 428,710
$ - $ -
$ 365,508 $ 428,710
$ - $ -
$ 365,508 $ 428,710
$ - $ -
$ 365,508 $ 428,710
07/08 07/08 08109
Cur Bud Projection Adopted
$ - $ -
$ 693,415 $ 718,100
$ - $ -
$ 693,415 $ 718,100
$ -
$ 692,200
$ -
$ 692,200
$ - $ -
$ 693,415 $ 718,100
$ - $ -
$ 693,415 $ 718,100
$ - $ -
$ 517,200 $ 449,000
$ - $ -
$ 517,200 $ 449,000
$ - $ -
$ 517,200 $ 449,000
$ - $ -
$ 517,200 $ 449,000
$ -
$ 692,200
$ -
$ 692,200
$ -
$ 2,083,500
$ -
$ 2,083,500
$ -
$ 2,083,500
$ -
$ 2,083,500
Pa~E 96
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
TUSTIN REDEVELOPMENT AGENCY
ORGANIZATIONAL CHART
REaE1f~LC31PI~lEl1~'1~ AGEI~CY
~Y' 2t~Q8-{~~
~ASSIS~'~f~T ~CI°~'Y
iM-~'~NAGER
REDEVE~DPNliE~4'f R~[]~U~I~aPII~E~GT
PROGRAhA~i4MAGE!R --------------- P#~QiURAI'~lMA~AGE~
~~ p ~~ f
R~DE'VE~O~F'BAENI~'
~l~t]JEC~" ~ANA+G~i~
(11}
A~A+1~9 FJ I ST RATI11~
SECR~TARY
~1J
Pa~E 98
~~tJ~VELChPIN~IV~`
~ftOJ~CT 1hAA~lA~~~C
~~)
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET TusriN
~
~
TUSTIN REDEVELOPMENT AGENCY
POSI TION CONTROL REPORT
07-08 07-08 07-08 08-09 08-09
CURR YTD VACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
REDEVELOPMENT
Administrative Secretary 52-600 0.05 0.05 - 0.05 -
Redevelopment Project Manager 52-600 0.25 0.25 - 0.25 -
0.30 0.30 0.00 0.30 0.00
Administrative Secretary 53-600 0.10 0.10 - 0.10 -
Management Analyst (NEW) 53-600 0.00 0.00 - 0.10 0.10
Redevelopment Program Manager 53-600 0.10 0.10 - 0.10 -
Redevelopment Project Manager 53-600 0.25 0.25 - 0.25 -
0.45 0.45 0.00 0.55 0.10
Management Analyst (NEW) 55-600 0.00 0.00 - 0.50 0.50
Redevelopment Project Manager 55-600 0.20 0.20 - 0.20 -
0.20 0.20 0.00 0.70 0.50
Administrative Secretary 56-600 0.25 0.25 - 0.25 -
Management Analyst (NEW) 56-600 0.00 0.00 - 0.30 0.30
Redevelopment Program Manager 56-600 0.80 0.80 - 0.80 -
1.05 1.05 0.00 1.35 0.30
Administrative Secretary 58-600 0.05 0.05 - 0.05 -
Redevelopment Project Manager 58-600 0.25 0.25 - 0.25 -
0.30 0.30 0.00 0.30 0.00
Administrative Secretary 59-600 0.05 0.05 - 0.05 -
Management Analyst (NEW) 59-600 0.00 0.00 - 0.10 0.10
Redevelopment Program Manager 59-600 0.10 0.10 - 0.10 -
Redevelopment Project Manager 59-600 0.25 0.25 - 0.25 -
0.40 0.40 0.00 0.50 0.10
REDEVELOPMENT TOTAL 2.70 2.70 0.00 3.70 1.00
Pa~E 99
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
TUSTIN REDEVELOPMENT AGENCY
EXPENDITURE SUMMARY
Expenditure Summary 05/06 os~o~ o~~os o~~os os~os
(By Fund) Actual Actual Cur Bud Projection Adopted
South Central RDA, Admin
Personnel $ 66,702 $ 31,812 $ 33,462 $ 39,554 $ 34,400
Operations $ 22,011 $ 54,949 $ 246,962 $ 214,123 $ 270,900
Capital $ 5,577 $ 9,871 $ 12,000 $ 11,300 $ 3,000
52-600 $ 94,290 $ 96,632 $ 292,424 $ 264,977 $ 308,300
South Central RDA, CIP
Personnel $ - $ - $ - $ - $ -
Operations $ - $ - $ - $ - $ -
Capital $ 1,662 $ 5,726,008 $ 10,135,314 $ 527,724 $ 9,986,800
52-999 $ 1,662 $ 5,726,008 $ 10,135,314 $ 527,724 $ 9,986,800
52 South Central RDA
Personnel $ 66,702 $ 31,812 $ 33,462 $ 39,554 $ 34,400
Operations $ 22,011 $ 54,949 $ 246,962 $ 214,123 $ 270,900
Capital $ 7,239 $ 5,735,879 $ 10,147,314 $ 539,024 $ 9,989,800
52 SC RDA Total $ 95,951 $ 5,822,640 $ 10,427,738 $ 792,701 $ 10,295,100
53 South Central Set-Aside, Admin
Personnel $ 54,251 $ 20,744 $ 50,825 $ 50,825 $ 58,700
Operations $ 1,040,571 $ 248,090 $ 130,747 $ 140,702 $ 1,301,000
Capital $ - $ - $ - $ - $ -
53 SC Set-Aside Total $ 1,094,822 $ 268,834 $ 181,572 $ 191,527 $ 1,359,700
55 MCAS Base RDA, Admin
Personnel $ 30,856 $ 38,549 $ 20,701 $ 23,500 $ 57,900
Operations $ 82,407 $ 66,598 $ 80,187 $ 75,242 $ 130,400
Capital $ - $ 537 $ 6,000 $ 1,550 $ 3,000
55-600 $ 113,263 $ 105,684 $ 106,888 $ 100,292 $ 191,300
55 MCAS Base RDA, CIP
Personnel $ - $ - $ - $ - $ -
Operations $ - $ - $ - $ - $ -
Capital $ 338,868 $ 25,570,662 $ 224,707 $ 390,847 $ 3,879,400
55-999 $ 338,868 $ 25,570,662 $ 224,707 $ 390,847 $ 3,879,400
55 MCAS Base RDA
Personnel $ 30,856 $ 38,549 $ 20,701 $ 23,500 $ 57,900
Operations $ 82,407 $ 66,598 $ 80,187 $ 75,242 $ 130,400
Capital $ 338,868 $ 25,571,199 $ 230,707 $ 392,397 $ 3,882,400
55 MCAS Base RDA Total $ 452,131 $ 25,676,346 $ 331,595 $ 491,139 $ 4,070,700
PAGEIOO
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET TusriN
~
~
Expenditure Summary 05/06 06/07 07/08 07/08 08109
(By Fund) Actual Actual Cur Bud Projection Adopted
56 MCAS Set-Aside, Admin
Personnel $ 35,618 $ 86,195 $ 127,448 $ 132,063 $ 154,800
Operations $ 6,164 $ 1,466 $ 54,000 $ 31,800 $ 1,130,600
Capital $ - $ - $ - $ - $ -
56 MCAS Set-Aside Total $ 41,782 $ 87,661 $ 181,448 $ 163,863 $ 1,285,400
Town Center RDA, Admin
Personnel $ 74,773 $ 38,170 $ 33,462 $ 36,873 $ 34,400
Operations $ 82,977 $ 81,994 $ 117,362 $ 93,573 $ 418,300
Capital $ 5,577 $ 9,425 $ 13,000 $ 10,400 $ 3,000
58-600 $ 163,327 $ 129,589 $ 163,824 $ 140,846 $ 455,700
Town Center RDA, CIP
Personnel $ - $ - $ - $ - $ -
Operations $ - $ - $ - $ - $ -
Capital $ 74,690 $ 161,567 $ 455,707 $ 337,000 $ 514,400
58-999 $ 74,690 $ 161,567 $ 455,707 $ 337,000 $ 514,400
58 Town Center RDA
Personnel $ 74,773 $ 38,170 $ 33,462 $ 36,873 $ 34,400
Operations $ 82,977 $ 81,994 $ 117,362 $ 93,573 $ 418,300
Capital $ 80,267 $ 170,992 $ 468,707 $ 347,400 $ 517,400
58 Town Center RDA Total $ 238,017 $ 291,156 $ 619,531 $ 477,846 $ 970,100
Town Center Set Aside, RDA
Personnel
Operations
Capital
59-600
$ 45,235 $ 10,313 $ 47,280 $ 47,011
$ 336,458 $ 198,187 $ 236,985 $ 65,147
$ - $ - $ - $ -
$ 54,700
$ 1,200,700
$ -
$ 1,255,400
Town Center Set Aside, CIP
$ 381,692 $ 208,500 $ 284,265 $ 112,158
Personnel $ - $ - $ - $ - $ -
Operations $ - $ - $ - $ - $ -
Capital $ - $ (1,566,500) $ 89,075 $ - $ 89,100
59-999 $ - $ (1,566,500) $ 89,075 $ - $ 89,100
59 Town Center Set Aside
Personnel $ 45,235 $ 10,313 $ 47,280 $ 47,011 $ 54,700
Operations $ 336,458 $ 198,187 $ 236,985 $ 65,147 $ 1,200,700
Capital $ - $ (1,566,500) $ 89,075 $ - $ 89,100
59 Town Center Set Aside Total $ 381,692 $ (1,358,000) $ 373,340 $ 112,158 $ 1,344,500
PAGE IOI
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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 360-acre Town Center
Redevelopment Project Area. The Central Project Area was established in 1983 with territory added to it in
1985 when it was also renamed to the South Central Project Area. The MCAS Tustin Project Area was
established in 2003. The City Council serves as the Board of Directors for the Agency. City staff provides
required Agency staff support.
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.
Broad aims identified for all Agency activities include:
• Eliminate blight, revitalize and develop amenities, both publicly and privately financed, stimulate
economic activity, encouraging healthy growth in each Project Area;
• Facilitate the upgrade of substandard public infrastructure systems and public facilities, and provision of
new public improvements to meet needs in each Project Area;
• Enhance the capture by the City of diverse revenue sources;
Develop, conserve and maintain the City's housing supply, including provision and maintenance of
affordable housing.
TASKS:
1. Review policies, procedures and internal controls and improve when necessary;
2. Monitor and ensure compliance with all local, state and federal laws;
3. Monitor Disposition and Development Agreements for developer compliance;
4. Ensure that all redevelopment activities within each project area are in conformance with implementation
plans for each project;
5. Implement affordable housing programs and monitor associated affordable housing program activities;
6. Coordinate with City Departments in planning, entitlement, and implementation activities associated with
the development of redevelopment project areas;
7. Review, update and administer, where appropriate, studies and analysis directly and indirectly
associated with the development of the redevelopment project areas;
8. Act as liaison, where appropriate, with local, regional, state and federal agencies in activities associated
with the redevelopment project areas; and
9. Provide staff support to the City Manager's office on redevelopment and economic development matters.
PAGEIO2
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
TUSTIN LEGACY
POSITION CONTROL REPORT
POSITION CONTROL REPORT
DEPT 07-08
CURR
BUDGET 07-08
YTD
ACT 07-08
VACAN-
CIES 08-09
ADOPTED
BUDGET 08-09
NEW
REQ
TUSTIN LEGACY ENTERPRISE
Redevelopment Program Manager 18-805 1.00 1.00 - 1.00 -
Redevelopment Project Manager 18-805 0.80 0.80 - 0.80 -
Administrative Secretary 18-805 0.50 0.50 - 0.50 -
2.30 2.30 0.00 2.30 0.00
TUSTIN LEGACY ENTERPRISE TOTAL 2.30 2.30 0.00 2.30 0.00
Pa~E 104
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
TUSTIN LEGACY
EXPENDITURE SUMMARY
Expenditure Summary
(By Fund)
Tustin Legacy, Admin
Personnel
Operations
Capital
18-805
Tustin Legacy, CIP
Personnel
Operations
Capital
18-999
18 Tustin Legacy
Personnel
Operations
Capital
18 Tustin Legacy Total
05/06 06/07
Actual Actual
$ 417,482 $ 372,788
$ 1,683,423 $ 664,676
$ - $ -
$ 2,100,905 $ 1,037,464
$ - $ -
$ - $ -
$ 4,011,070 $ 7,943,104
$ 4,011,070 $ 7,943,104
$ 417,482 $ 372,788
$ 1,683,423 $ 664,676
$ 4,011,070 $ 7,943,104
$ 6,111,974 $ 8,980,568
07/08 07/08 08109
Cur Bud Projection Adopted
$ 252,870 $ 387,100
$ 835,940 $ 860,500
$ - $ -
$ 1,088,810 $ 1,247,600
$ 288,900
$ 1,213,100
$ -
$ 1,502,000
$ - $ -
$ - $ -
$ 3,644,916 $ 3,394,531
$ 3,644,916 $ 3,394,531
$ 252,870 $ 387,100
$ 835,940 $ 860,500
$ 3,644,916 $ 3,394,531
$ 4,733,726 $ 4,642,131
$ -
$ -
$ 3,527,800
$ 3,527,800
$ 288,900
$ 1,213,100
$ 3,527,800
$ 5,029,800
PAGE I OS
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
TUSTIN LEGACY
DESCRIPTION:
Wth closure of the former 1,600-acre Marine Corps Air Station (MCAS) Tustin, the City assumed
responsibility for conversion of the site to civilian uses. The City Council adopted the Tustin Legacy Specific
Plan which establishes the allowable uses of the site.
The Tustin Legacy budget includes expenses incurred in property management of portions of the site owned
by the City and real estate transactions. Through the Federal military base conveyance and conversion
process, the City assumed responsibility for marketing the site, selling land to private developers, providing
land to public agencies at no cost, monitoring Navy environmental remediation progress and assuming
caretaker and maintenance functions over certain property. Expenses incurred by the City for administering
the Tustin Legacy project are offset by the sale of property.
TASKS:
1. Review policies, procedures and internal controls and improve where necessary;
2. Monitor and ensure compliance with all local, state and federal laws;
3. Negotiate and monitor Conveyance Agreements and Disposition and Development Agreements for
compliance;
4. Negotiate and monitor license and lease agreements;
5. Coordinate with City departments in planning, entitlement and implementation activities associated with
development of Tustin Legacy;
6. Review, update and administer, where appropriate, studies and analysis directly and indirectly
associated with development of Tustin Legacy;
7. Act as a liaison, where appropriate, to local, regional, state and federal agencies in activities associated
with development of Tustin Legacy; and
8. Provide staff support to City Manager's Office on Tustin Legacy.
Pa~E 106
PUBLIC WORKS ORGANIZATIONAL CHART
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Pa~E 108
CITY OF TUSTIN Tus-nN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
WATER POSITION CONTROL REPORT
07-08 07-08 07-08 08-09 08-09
CURR YTD VACAN- ADOPTED NEW
POSITION CONTROL REPORT DEPT BUDGET ACT CIES BUDGET REQ
Water Billing
Accounting Specialist
Water Meter Reader (NEW)
Senior Accounting Specialist
Water Operations
Water Services Manager
Office Support Specialist
Associate Engineer
Management Analyst
Water Treatment Supervisor
Water Construction Maintenance Supervisor
Water Treatment Operator II
Water Distribution Leadworker
Water Equipment Operator
Maintenance Worker
Water Distribution Operator I
Water Distribution Operator II
Reverse Osmosis
Water Treatment Supervisor
Water Distribution Operator I
Water Treatment Operator II
17th St Desalter
Water Treatment Supervisor
Water Distribution Operator I
Water Treatment Operator II
Water Production
Water Treatment Supervisor
Water Distribution Operator I
Water Treatment Operator II
WATER TOTAL
70~51 2.00 2.00 - 2.00 -
70~51 0.00 0.00 - 2.00 2.00
70~51 1.00 1.00 - 1.00 -
3.00 3.00 0.00 5.00 2.00
70~52 1.00 1.00 - 1.00 -
70~52 1.00 1.00 - 1.00 -
70~52 2.00 2.00 - 2.00 -
70~52 1.00 0.00 (1.00) 1.00 -
70~52 0.38 0.38 - 0.38 -
70-452 1.00 1.00 - 1.00 -
70~52 0.50 0.50 - 0.50 -
70~52 1.00 1.00 - 1.00 -
70~52 2.00 1.00 (1.00) 2.00 -
70~52 0.50 0.50 - 0.50 -
70~52 3.20 3.20 - 3.20 -
70~52 4.00 4.00 - 4.00 -
17.58 15.58 (2.00) 17.58 0.00
70~56 0.25 0.25 - 0.25 -
70~56 0.10 0.10 - 0.10 -
70~56 1.00 1.00 - 1.00 -
1.35 1.35 0.00 1.35 0.00
70~58 0.13 0.13 - 0.13 -
70~58 0.10 0.10 - 0.10 -
70~58 1.00 1.00 - 1.00 -
1.23 1.23 0.00 1.23 0.00
70~59 0.25 0.25 - 0.25 -
70~59 0.60 0.60 - 0.60 -
70~59 0.50 0.50 - 0.50 -
1.35 1.35 0.00 1.35 0.00
24.50 22.50 (2.00) 26.50 2.00
Pa~E 109
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TUSTI N
~~.
WATER EXPENDITURE SUMMARY
Expenditure Summary 05/06 06/07
(By Fund) Actual Actual
Water, Billings
Personnel
Operations
Capital
70-451
$ 172,978 $ 214,418
$ 1,488,794 $ 1,405,787
$ 7,582 $ -
$ 1,669,354 $ 1,620,205
Water, Operations
Personnel
Operations
Capital
70-452
Main Street Facilities
Personnel
Operations
Capital
70-457
17th Street Desalter
Personnel
Operations
Capital
70-458
Water Production
Personnel
Operations
Capital
70-459
70 Water Utility Fund Total
Personnel
Operations
Capital
70 Water Utility Fund Total
$ 1,132,302 $ 1,235,661
$ 626,614 $ 681,243
$ 19,759 $ 109,164
$ 1,778,675 $ 2,026,068
$ 115,007 $ 125,349
$ 488,626 $ 297,215
$ - $ -
$ 603,633 $ 422,564
$ 110,741 $ 113,940
$ 901,911 $ 1,328,914
$ 134,832 $ -
$ 1,147,483 $ 1,442,854
$ 133,417 $ 157,547
$ 3,272,877 $ 3,816,989
$ - $ -
$ 3,406,294 $ 3,974,536
$ 1,664,445 $ 1,846,915
$ 6,778,822 $ 7,530,148
$ 162,173 $ 109,164
$ 8,605,440 $ 9,486,227
07/08 07/08 08109
Cur Bud Projection Adopted
$ 192,423 $ 196,900
$ 1,932,800 $ 1,897,607
$ 6,500 $ 28,000
$ 2,131,723 $ 2,122,507
$ 1,604,306 $ 1,455,934
$ 899,736 $ 805,036
$ 25,735 $ 25,735
$ 2,529,777 $ 2,286,705
$ 141,846 $ 137,315
$ 546,310 $ 466,340
$ - $ -
$ 688,156 $ 603,655
$ 130,289 $ 122,594
$ 1,337,659 $ 1,354,862
$ - $ -
$ 1,467,948 $ 1,477,456
$ 338,900
$ 1,331,600
$ 83,300
$ 1,753,800
$ 1,667,300
$ 861,000
$ 44,500
$ 2,572,800
$ 153,800
$ 471,500
$ -
$ 625,300
$ 137,600
$ 1,209,700
$ -
$ 1,347,300
$ 132,427 $ 140,788
$ 4,206,820 $ 3,996,235
$ - $ -
$ 4,339,247 $ 4,137,023
$ 2,201,291 $ 2,053,531
$ 8,923,325 $ 8,520,080
$ 32,235 $ 53,735
$ 11,156,851 $ 10,627,346
$ 176,300
$ 4,516,400
$ -
$ 4,692,700
$ 2,473,900
$ 8,390,200
$ 127,800
$ 10,991,900
PAGE I IO
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
WATER ENTERPRISE - BILLING
DESCRIPTION:
Administrative functions of the Water Utility include customer service inquiries, rate analysis, meter reading,
customer billings, cash management, financial analysis, risk management, and liaison to field operations in
construction of major capital improvements, infrastructure and ongoing operational maintenance.
TASKS:
1. Read customer meters;
2. Prepare customer invoices from automated meter reading equipment;
3. Perform cash applications and accounts receivable;
4. Respond to customer service orders;
5. Prepare and monitor work orders for field operations concerning meter repair, leaks, turn-on and
turn-offs;
6. Prepare water management reports;
7. Implement and promote a water conservation program.
WATER ENTERPRISE - OPERATIONS
DESCRIPTION:
Install, maintain, repair and upgrade the water distribution system, along with monitoring water quality and
providing customer service.
TASKS:
1. Assure compliance with all health and safety standards for water quality;
2. Operate and maintain the water distribution;
3. Coordinate the design and construction of water capital improvement program [CIP] projects;
4. Perform preventive maintenance 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;
7. Conduct staff safety training and DOHS certification programs.
PAGE I I I
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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 two treatment plants
remove nitrate-contaminates from the groundwater produced at this facility. The water is treated and
blended to produce drinking water that complies with all State and Federal Safe Drinking Water standards.
TASKS:
1. Assure compliance with all health and safety standards for water quality;
2. Maximize water production to reduce dependence on imported water supplies.
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
1. Ensure compliance with all health and safety standards for water quality production and distribution;
2. Maximize water production to reduce dependence on imported water supplies;
3. Ensure compliance with the Regional Water Quality Control Board (RWQCB) National Pollution
Discharge Elimination System [NPDES] permit requirements.
PAGE I I Z
CITY OF TUSTIN ~usrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
WATER ENTERPRISE - PRODUCTION
DESCRIPTION:
Produce and supply domestic water to all City of Tustin Water Services customers, and comply with Safe
Drinking Water standards mandated by State and Federal regulations.
TASKS:
1. Produce competitively priced, high quality water meeting all health and safety standards for water quality;
2. Operate water production facilities utilizing the most cost-effective methods and practices that public
safety and water demand requirements allow;
3. Perform maintenance to minimize service interruptions and the loss of groundwater production and
imported water supplies;
4. Coordinate the design and construction of capital improvement program projects;
5. Coordinate operation of water facilities with contractors during construction activities;
6. 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.
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CITY OF TUSTIN Tus-nN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
BUDGET PROCESS
The 2008-09 FY Budget Process for the City of Tustin begins at mid-year of the FY 2007-08. Wth audited
numbers for FY 2006-07 and collected data for half of FY 2007-08, 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 1, 2008, the City Council held its Budget Workshop and listened to the requests and comments of
the public. Some issues discussed include the slow economy, sales tax, and property tax.
The proposed City budget is prepared by City staff and is submitted to the City Council each year.
The City Council adopted the annual operating budget for Fiscal Year 2008-09 on July 15, 2008.
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 budget report includes the current year budget as well as projections to
year-end.
PAGE I I ~
CITY OF TUSTIN TusrrN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „oM~~,,,,.~.,
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
Pa~E 118
CITY OF TUSTIN Tus-nN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET „M.,,,.,,,..,_.
taxes, and other taxes received within sixty days after the Fiscal Year End 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 revenues 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 equal liabilities) and do not measure results of operations. Assets and liabilities
are accounted for on a modified accrual basis.
Pa~E 119
CITY OF TUSTIN TusriN
~~.'
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET .~ „~ o,,,.,.
GLOSSARY OF TERMS
ACCOUNTING SYSTEM: The total set of records and procedures that are used to record, classify, and
report information on the financial status and operations of an entity.
ACCRUAL BASIS oF ACCOUNTING: Proprietary fund types utilize the accrual basis of accounting. Under
this method, revenues are recorded when earned and expenses are recorded at time liabilities are incurred.
Unbilled utility receivables are accrued at fiscal year end.
ACTIVITY: A specific and distinguishable unit of work or service performed.
APPROPRIATION: An authorization made by the legislative body of a government, which permits officials to
incur obligations against and to make expenditures of governmental resources. Appropriations are usually
made for fixed amounts and are typically granted for a one-year period.
APPROPRIATION RESOLUTION: The official enactment by the legislative body establishing the legal
authority for officials to obligate and expend resources.
ASSESSED VALUE: The value placed on real and other property as a basis for levying taxes.
ASSETS: Property owned by a government, which has monetary value.
AUDIT: A systematic examination of resource utilization concluding in a written report. It is a test of
management's internal accounting controls and is intended to: (1) ascertain whether financial statements
fairly present financial position and results of operations; (2) test whether transactions have been legally
performed; (3) identify areas for possible improvements in accounting practices and procedures; (4)
ascertain whether transactions have been recorded accurately and consistently; and (5) ascertain the
stewardship of officials responsible for governmental resources.
BALANCE SHEET: A statement purporting to present the financial position of an entity by disclosing the
value of its assets, liabilities, and equities as of a specific date.
BoND: A written promise to pay (debt) a specified sum of money (called principal or face value) at a
specified future date (called the maturity date(s)) along with periodic interest paid at a specified percentage
of the principal (interest rate). Bonds are typically used for long-term debt.
BUDGET (OPERATING): A plan of financial operation embodying an estimate of proposed expenditures for
a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates).
BUDGET CALENDAR: The schedule of key dates or milestones that a government follows in the
preparation and adoption of the budget.
BUDGET DoCUMENT: The official written statement submitted by the City Manager and supporting staff to
the legislative body detailing the proposed budget.
BUDGET MESSAGE: A general discussion of the proposed budget presented in writing as part of, or
supplement of, the budget document. The budget message explains principal budget issues against the
background of financial trends and presents recommendations made by the City Manager.
PAGE I2O
CITY OF TUSTIN
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
TusriN
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 PRO.TECTS: Projects that purchase or construct capital assets.
CosT ACCOUNTING: Accounting that assembles and records all costs incurred to carry out a particular
activity or deliver a particular service.
DEBT SERVICE: Payment of interest and repayment of principal to holders of a government's debt
instruments.
DEFICIT: (1) The excess of an entity's liabilities over its assets (see Fund Balance), or (2) the excess of
expenditures or expenses over revenues during a single accounting period.
DEPRECIATION: (1) Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy or obsolescence. (2) That portion of the cost of a
capital asset that is charged as an expense during a particular period.
ENCUMBRANCE ACCOUNTING: Encumbrance accounting, under which purchase orders, contracts and
other commitments for the expenditure of monies are recorded in order to reserve that portion of the
applicable appropriation, is utilized as an extension of the formal budgetary integration in the governmental
funds. Encumbrances provide authority to complete these transactions as expenditures and represent
commitments related to unperformed contracts for goods or services. Encumbrances outstanding at year-
end are reported as reservations of fund balances since they do not constitute expenditures or liabilities.
ENTERPRISE FUND ACCOUNTING: Accounting used for government operations that are financed and
operated in a manner similar to business enterprises, and for which preparation of an income statement is
desirable. Enterprise funds use the accrual basis of accounting.
EXPENDITURES: Where accounts are kept on the modified accrual basis of accounting, the cost of goods
received or services rendered whether cash payments have been made or not.
FISCAL YEAR: The City of Tustin operates on a fiscal year from July 1 through June 30.
FUND: A separate accounting entity with a self-balancing set of accounts. Funds are classified into three
categories: governmental, proprietary and fiduciary.
FUND BALANCE: The excess of an entity's assets over its liabilities. A negative fund balance is called a
fund deficit.
PAGE I ZI
CITY OF TUSTIN TusriN
~~.'
2008-09 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET .~ „~ o,,,.,.
GoALS AND OB.TECTIVES: Specific projects and programs to be undertaken utilizing allocated fiscal
resources.
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 a cost-reimbursement basis.
LIABILITY: Debt or other legal obligations arising out of transactions in the past that must be liquidated,
renewed or refunded at some future date. Note: the term does not include encumbrances.
MAJOx AccolvrnL~sxlv~Elv'rs: 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 I22