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2002-03FY PROG & FINC'L PLAN
CITY OF TUSTIN PROGRAM AND FINANCIAL PLAN FOR FISCAL YEAR 2002-2003 Tustin City Council Trac1 ~or Pro Tern ~er ;ber Lois E.' Attorney Ch~s~tine A, Elizabeth ' of Poli~ Arlene Ronald ~. Patrick Sanchez and Recreation Tim D. Serlet, ;/City Engineer Beverley White, Chief Deputy City Clerk This Page Intentionally Left Blank City of Tustin 2002-03 FY Operating and Capital Improvement Budget TABLE OF CONTENTS Parle MESSAGE OF THE C 1TY MANAGER 3 GENERAL INFORMATION 13 LOCAL GOVERNMENT ORGANIZATIONAL CHART .................................................................. 14 ABOUT THE CITY ................................................................................................................... 15 A UNIQUE HISTORY ........................................................................................................ ~15 EDUCATION ........................................................................................................................... 17 BUSINESSES ........................................................................................................................... 17 FINANCIAL SUMMARY 19 FUND BALANCE PROJECTIONS ............................................................................................... 20 GENERAL FUND EXPENSES ..................................................................................................... 21 GENERAL FUND RESOURCES .................................................................................................. 22 CAPITAL IMPROVEMENT PROJECTS ....................................................................................... 23 TOTAL BUDGET RESOURCES .................................................................................................. 24 TOTAL BUDGET EXPENSES ..................................................................................................... 25 TOTAL EXPENSES -ALL FUNDS ............................................................................................... 26 SALES TAX REVENUE ............................................................................................................. 27 GENERAL FUND PER CAPITA ................................................................................................. 28 GANN LmIT .......................................................................................................................... 29 FY 2002-03 APPROPRIAIIONS LIMIl ................................................................................. 2[} TUSTIN'S ECONOMIC ANALYSIS AND FISCAL SUMMARY ........................................................ 30 SALES TAX ............................................................................................................................. 30 PROPERTY TAX ...................................................................................................................... 30 BUSINESS LICENSE TAX ......................................................................................................... 31 FRANCHISE ............................................................................................................................ 31 (i) City of Tustin 2002-03 FY Operating and Capital Improvement Budget TRANSIENT OCCUPANCY TAX ................................................................................................ 31 UTILITY USERS TAX ............................................................................................................... 31 LICENSE & PERMITS .............................................................................................................. 32 F~NES ..................................................................................................................................... 32 INTEREST ............................................................................................................................... 32 SERVICE CHARGES ................................................................................................................. 32 INTERFUND CHARGES ............................................................................................................ 33 BUDGET POLICY .................................................................................................................... 33 FINANCkAL STRUCTURE ......................................................................................................... 33 GENERAL FUND REVENUE ...................................................................................................... 33 SPECIAL REVENUE FUNDS ...................................................................................................... 33 DEBT SERVICE FUNDS ............................................................................................................ 34 CAPITAL PROJECTS FUNDS .................................................................................................... 35 ENTERPRISE FUNDS ................................................................................................................ 35 INTERNAL SERVICE FUNDS ..................................................................................................... 35 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 ........................................................................... 40 LEGISLATION 43 LEGISLATION POSITION CONTROL REPORT ........................................................................... 44 EXPENDITURE SUMMARY ....................................................................................................... 44 EXPENDITURE SUMMARY CONT ............................................................................................. 45 CITY COUNCIL ....................................................................................................................... 46 DESCRIPTION: ........................................................................................................... 40 CITY CLERK .......................................................................................................................... 47 DESCRIPTION: ........................................................................................................... 47 TASKS: ....................................................................................................................... 47 (ii) City of Tustin 2002-03 FY Operating and Capital Improvement Budget 2002-03 GOALS: .......................................................................................................... 47 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 48 CITY ATTORNEY .................................................................................................................... 49 DESCRIPTION: ........................................................................................................... 49 TASKS: ....................................................................................................................... 49 ADMINISTRATION 51 ADMINISTRATION ORGANIZATIONAL CHART ......................................................................... 52 ADMINISTRATION POSITION CONTROL REPORT .................................................................... 53 EXPENDITURE SUMMARY. ......................................................................................................54 CITY MANAGER ..................................................................................................................... 55 DESCRIPTION: ........................................................................................................... 55 TASKS: ....................................................................................................................... 55 2002-03 GOALS: .......................................................................................................... 55 FINANCE ................................................................................................................................ 56 DESCRIPTION: ........................................................................................................... 56 TASKS: ....................................................................................................................... 56 2002-03 GOALS: .......................................................................................................... 56 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 56 HUMAN RESOURCES .............................................................................................................. 57 DESCRIPTION: ........................................................................................................... 57 TASKS: ....................................................................................................................... 57 2002-03 GOALS: .......................................................................................................... 58 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 58 INFORMATION TECHNOLOGY ................................................................................................ 59 DESCRIPTION: ........................................................................................................... fid TAS KS: ....................................................................................................................... fid 2002-03 GOALS: .......................................................................................................... 50 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 60 COMMUNITY DEVELOPMENT 61 COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART ........................................................ 62 COMMUNITY DEVELOPMENT POSITION CONTROL REPORT ................................................... 63 EXPENDITURE SUMMARY .......................................................................................................64 City of Tustin 2002-03 FY Operating and Capital Improvement Budget COMMUNITY D EVELOPMENT--PLANNING DIVISION .............................................................. 65 DESCRIPTION: ........................................................................................................... 65 TASKS: ....................................................................................................................... 65 2002-03 GOALS: ......................................................................................................... 66 200'1-02 FY ACCOMPLISHMENTS: ............................................................................. 66 COMMUNITY D EVELOPMENT--BUILDING DIVISION ............................................................... 67 DESCRIPTION: ........................................................................................................... 67 TASKS: ....................................................................................................................... 67 2002-03 GOALS: ......................................................................................................... 68 200'1-02 FY ACCOMPLISHMENTS: ............................................................................. 68 PUBLIC WORKS 69 PUBLIC WORKS ORGANIZATIONAL CHART ............................................................................ 70 PUBLIC WORKS POSITION CONTROL REPORT ........................................................................ 71 EXPENDITURE SUMMARY ....................................................................................................... 71 EXPENDITURE SUMMARY CONT ............................................................................................. 72 PUBLIC WORKS - ADMINISTRATION ....................................................................................... 73 DESCRIPTION: ........................................................................................................... 73 TASKS: ....................................................................................................................... 73 2002-03 GOALS: ......................................................................................................... 73 200'1-02 FY ACCOMPLISHMENTS: ............................................................................. 73 PUBLIC WORKS - ENGINEERING ............................................................................................. 74 DESCRIPTION: ........................................................................................................... 74 TASKS: ....................................................................................................................... 74 2002-03 GOALS: ......................................................................................................... 74 200'1-02 FY ACCOMPLISHMENTS: ............................................................................. 75 PUBLIC WORKS- STREETS ..................................................................................................... 76 DESCRIPTION: ........................................................................................................... 76 TASKS: ....................................................................................................................... 76 2002-03 GOALS: ......................................................................................................... 76 200'1-02 FY ACCOMPLISHMENTS: ............................................................................. 76 PUBLIC WORKS- LANDSCAPE ................................................................................................ 77 DESCRIPTION: ........................................................................................................... 77 (iv) City of Tustin 2002-03 FY Operating and Capital Improvement Budget TASKS: ....................................................................................................................... 77 2002-03 GOALS: .......................................................................................................... 77 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 77 PUBLIC WORKS - VEHICLES ...................................................................................................78 DESCRIPTION: ........................................................................................................... 78 TASKS: ....................................................................................................................... 78 2002-03 GOALS: .......................................................................................................... 78 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 78 PUBLIC WORKS- FACILITIES ................................................................................................ 79 DESCRIPTION: ........................................................................................................... 79 TASKS: ....................................................................................................................... 79 2002-03 GOALS: .......................................................................................................... 79 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 79 PUBLIC WORKS - EMERGENCY SERVICES .............................................................................. 80 DESCRIPTION: ........................................................................................................... 80 TASKS: ....................................................................................................................... 80 2002-03 GOALS: .......................................................................................................... 80 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 80 POLICE 81 POLICE ORGANIZATIONAL CHART ............................................................................................. 82 POSITION CONTROL REPORT ................................................................................................. 82 EXPENDITURE SUMMARY .......................................................................................................84 POLICE DEPARTMENT - ADMINISTRATIVE SERVICES DIVISION ............................................. 85 DESCRIPTION: ........................................................................................................... 85 TASKS: ....................................................................................................................... 85 2002-03 GOALS: .......................................................................................................... 813 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 813 POLICE DEPARTMENT - PATROL DIVISION ............................................................................ 88 DESCRIPTION: ........................................................................................................... 88 TASKS: ....................................................................................................................... 88 2002-03 GOALS: .......................................................................................................... 88 2001-02 FY ACCOMPLISHMENTS: .............................................................................. 89 (v) City of Tustin 2002-03 FY Operating and Capital Improvement Budget POLICE DEPARTMENT - INVESTIGATIVE SERVICES DIVISION. ................................................ 90 DESCRIPTION: ........................................................................................................... 90 TASKS: ....................................................................................................................... 90 2002-03 GOALS: ......................................................................................................... 91 2001-02 ACCOMPLISHMENTS: ................................................................................... 91 POLICE DEPARTMENT - ADMINISTRATION ............................................................................. 93 DESCRIPTION: ........................................................................................................... 93 TASKS: ....................................................................................................................... 93 2002-03 GOALS: ......................................................................................................... 93 2001-02 FY ACCOMPLISHMENTS: ............................................................................. 94 FIRE 95 EXPENDITURE SUMMARY ....................................................................................................... 96 Frae SERVICES ....................................................................................................................... 97 DESCRIPTION: ........................................................................................................... 97 PARKS AND RECREATION 99 PARKS AND RECREATION ORGANIZATIONAL CHART ........................................................... 101 POSITION CONTROL REPORT ............................................................................................... 101 EXPENDITURE SUMMARY ..................................................................................................... 102 PARKS & RECREATION - ADMINISTRATION ......................................................................... 103 DESCRIPTION: .......................................................................................................... 103 TASKS: ...................................................................................................................... 103 2002-03 GOALS: ........................................................................................................ 103 2001-02 ACCOMPLISHMENTS: .................................................................................. 103 PARKS AND RECREATION - SPORTS ..................................................................................... 104 DESCRIPTION: .......................................................................................................... 104 TASKS: ...................................................................................................................... 104 2002-2003 GOALS: .................................................................................................... 104 2001 -2002 ACCOMPLISHMENTS: ............................................................................. 105 PARKS AND RECREATION - CLASSES/CULTURAL ARTS ........................................................ 106 DESCRIPTION: .......................................................................................................... 100 TASKS: ...................................................................................................................... 100 2003-2003 GOALS: .................................................................................................... 100 (vi) City of Tustin 2002-03 FY Operating and Capital Improvement Budget 2001-2002 ACCOMPLISHMENTS: .............................................................................. 106 PARKS AND RECREATION SERVICES DEPARTMENT - TUSTIN FAMILY AND YOUTH CENTER. 108 DESCRIP-I-ION: ......................................................................................................... 108 TASKS: ..................................................................................................................... 108 2002-03 GOALS: ........................................................................................................ 108 2001-02 ACCOMPLISHMENTS: ................................................................................. 108 RECREATION SERVICES DEPARTMENT - SUPPORT SERVICES ............................................... 109 DESCRIP-I-ION: ......................................................................................................... 10D TASKS: ..................................................................................................................... 10D 2002-03 GOALS: ........................................................................................................ 10D 2001-02 ACCOMPLISHMEN-I-S: ................................................................................. 10D RECREATION SERVICES DEPARTMENT - SENIOR SERVICES .................................................. 110 DESCRIPTION: ......................................................................................................... 110 TASKS: ..................................................................................................................... 110 2002-03 GOALS: ........................................................................................................ 110 2001-02 ACCOMPLISHMENTS: ................................................................................. 110 NO N-DEPARTMENTAL 111 NON-DEPARTMENTAL EXPENDITURE SUMMARY .................................................................. 112 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 113 COMMUNITY DEVELOPMENT BLOCK GRANTS (CDB G) EXPENDITURE SUMMARY ............... 114 (CDBG) EXPENDrrURE SUMMARY CONY ............................................................................. 115 COMMUNITY DEVELOPMENT B LOCK GRANTS ..................................................................... 116 DESCRIP-I-ION: ......................................................................................................... 116 2002-03 GOALS: ........................................................................................................ 116 2001-02 FY ACCOMPLISHMEN-I-S: ............................................................................ 116 TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING DISTRICT 119 TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING DISTRICT EXPENDITURE SUMMARY ............................................................................................................................ 120 TUSTIN COMMUNITY REDEVELOPMENT AGENCY (RDA) 121 CITY OF TUSTIN REDEVELOPMENT AGENCY ORGANIZATIONAL CHART .............................. 122 TUSTIN REDEVELOPMENT AGENCY POSITION CONTROL REPORT ....................................... 123 (vii) City of Tustin 2002-03 FY Operating and Capital Improvement Budget EXPENDITURE SUMMARY ..................................................................................................... 124 EXPENDITURE SUMMARY CONT ........................................................................................... 125 TUSTIN COMMUNITY REDEVELOPMENT AGENCY ................................................................. 126 DESCRIP-I-ION: .......................................................................................................... q26 2002-2003 FY GOALS ................................................................................................ q26 TOWN CENTER PROJECT AREA ............................................................................................ 126 SOUTH CENTRAL PROJECT AREA ......................................................................................... 127 HOUSING .............................................................................................................................. 127 ADMINISTRATiVE/ECONOMIC DEVELOPMENT ..................................................................... 128 MCAS, TUSTIN .................................................................................................................... 128 WATER ENTERPRISE 131 CITY OF TUSTIN PUBLIC WORKS DEPARTMENT ORGANIZATIONAL CHART ......................... 132 WATER POSITION CONTROL REPORT .................................................................................. 133 EXPENDITURE SUMMARY ..................................................................................................... 134 WATER BILLING .................................................................................................................. 135 DESCRIP-I-ION: .......................................................................................................... q 35 TASKS: ...................................................................................................................... q 35 2000-0q FY ACCOMPLISHMEN-I-S: ............................................................................. q 35 PUBLIC WORKS - WATER OPERATIONS ................................................................................ 136 DESCRIP-I-ION: .......................................................................................................... q 36 TASKS: ...................................................................................................................... q 36 2002-03 GOALS: ........................................................................................................ q 36 200q-02FY ACCOMPLISHMEN-I-S: ............................................................................. q 36 IONIZATION PLANT .............................................................................................................. 137 DESCRIP-I-ION: .......................................................................................................... q 37 TASKS: ...................................................................................................................... q 37 2002-03 GOALS: ........................................................................................................ q 37 200q-02FY ACCOMPLISHMEN-I-S: ............................................................................. q 37 REVERSE OSMOSIS ............................................................................................................... 138 DESCRIP-I-ION: .......................................................................................................... q 38 TASKS: ...................................................................................................................... q 38 2002-03 GOALS: ........................................................................................................ q 38 (viii) City of Tustin 2002-03 FY Operating and Capital Improvement Budget 2001-02FY ACCOMPLISHMENTS: ............................................................................. 138 17'" STREET DESALTER ....................................................................................................... 139 DESCRIPTION: ......................................................................................................... 139 TASKS: ..................................................................................................................... 139 2002-03 GOALS: ........................................................................................................ 139 2001-02FY ACCOMPLISHMENTS: ............................................................................. 139 WATER PRODUCTION .......................................................................................................... 140 DESCRIPTION: ......................................................................................................... 140 TASKS: ..................................................................................................................... 140 2002-03 GOALS: ........................................................................................................ 140 2001-02FY ACCOMPLISHMENTS: ............................................................................. ~40 BUDGET PROCESS BUDGET CONTROLS AND BASIS AND GLOSSARY OF TE~S 141 BUDGET PROCESS ................................................................................................................ 142 INTE~AL CONTRO~ BUDGETARY CONTROL AND ACCOUNTING B~m ............................... 143 GLOSSARY OF TE~S .......................................................................................................... 145 (ix) This Page Intentionally Left Blank MESSAGE OF THE CITY MANAGER This Page Intentionally Left Blank Office of the City Manager City of Tustin 300 Centennial Way Tustin, CA 92780 (714) 573-3010 FAX (714) 838-1602 August 5, 2002 TO: HONORABLE MAYOR AND MEMBERS OF CITY COUNCIL FROM: WILLIAM A. HUSTON, CITY MANAGER RE: FISCAL YEAR 2002-03 PROGRAM AND FINANCIAL PLAN AND CAPITAL IMPROVEMENT PLAN Transmitted herewith are the Program and Financial Plan and Capital Improvement Plan for fiscal year 2002-03. Both plans were adopted by the City Council on August 5, 2002. The Program and Financial Plan is the operating budget for all City services. The Capital Improvement Plan (a separate document) includes projects for fiscal year 20021-03 and projects for a seven-year period. Program and Financial Plan The operating budget is balanced, includes reserves for operating funds consistent with City policy and maintains services at levels established through past practice and City Council policy directives. There are no new programs included in the fiscal year 2002-03 budget. During the City Council budget workshops, the City Council discussed the trends and any anticipated changes which have bearing on the fiscal year 2002-03 budget and beyond. The State of California's recurring deficit and the uncertainty about the economy will continue to affect the City's financial condition. History demonstrates the State diverts local government income to partially offset State deficits. Since 1992, the City's General Fund has lost millions of dollars due to a State mandate that shifts property tax revenue from cities to school districts. At this point, it appears the General Fund will not be significantly affected by the State in fiscal year 2002- 03. There is no specific proposal to take additional General Fund revenue beyond the $1.4 million in property tax revenue estimated to be diverted to schools in fiscal year 2002-2003 as a result of the State's Educational Revenue Augmentation Fund (ERAF) mandate enacted in 1992. It is expected that in fiscal year 2002-03 up to 5% of the City's redevelopment revenue will be diverted by the State to the ERAF. In fiscal year 2003-04 the City can again expect the State to consider taking additional City revenue because the State's recurring budget deficit still is not solved. With this awareness, the operating budget was adopted based upon known constraints. At the same time, 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. The fiscal year 2001- 2002 budget Page 3 Office of the City Manager City of Tustin 300 Centennial Way Tustin, CA 92780 (714) 573-3010 FAX (714) 838-1602 remained balanced despite a reduction in sales tax revenue due to the declining national economy. Through a combination of a limited hiring freeze and reduction in operating expenses, the budget remained balanced and the 15% General Fund operating reserve was met. If the adopted State budget affects cities beyond what has been assumed in preparing the City's fiscal year 2002-2003 budget, then it may be necessary for the City Council to further review the budget. Staff will carefully monitor the City's financial condition and report to the City Council any deviations that require City Council action. Through the mid-year budget review process, the City Council can further adjust the budget if necessary. The operating budget for all funds is $53,702,966. This represents 57% of the total operating and capital budget of $93,479,848. The largest fund, the General Fund, totals $34,809,547, which is 37% of the total operating and capital budget. The total budget amount does not include land sales at the Tustin Legacy project. The budget will be adjusted, at a later date, to reflect these transactions. Capital Improvement Plan The fiscal year 2002-03 Capital Improvement Budget includes $39,776,882 in projects. Of this amount, $26,210,303 is for projects previously approved and $13,566,579 is for new projects. The capital improvement budget provides a description of each project by type (water, street improvement, flood control, traffic signal, park, etc.) and location. The Capital Improvement Budget also proposes $182,509,452 in projects over a seven-year period (2002- 03 through 2008-09). The seven-year plan will be amended in the future to reflect Tustin Legacy projects. 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 contracts. Sometimes, larger projects have to be phased due to funding limitations. 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. Historically, General Fund monies have been allocated each year to partially or completely fund some capital improvement projects. Due to budget constraints, discretionary General Fund revenue will not be transferred to capital funds in fiscal year 2002-2003. Outside funding such as competitive grants are also sought to supplement City resources. Each year the City Council makes policy decisions that affect he 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. Page 4 Office of the City Manager City of Tustin 300 Centennial Way Tustin, CA 92780 (714) 573-3010 FAX (714) 838-1602 The seven-year plan is updated each year as resources become available and priorities are re- assessed. Most funding allocated for capital improvement projects are restricted by law for specific purposes. Gas Tax, Measure M, water revenue, and any bond proceeds are earmarked solely for capital improvement projects. Historically, a sizable amount is contributed from the General Fund that completely funds some 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. 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 fiscal year 2002-03 Program and Financial Plan and Capital Improvement Plan. Respectfu ~y, William A. Huston City Manager Page 5 RESOLUTION 02-71 A RESOLUTION OF THE C~ COUNCIL OF THE CiTY OF '~JST~N, CALIFORNIA, ADOPTING THE CiTY IiiUDGET, ME Ci'~Y CLASSIFICATION / COMPENSATION PLAN AND APPROPR~NG FROM THE ANTICIPATED R~VENUES OF THE C~TY FOR TH~ FISCAL Y~AR 2002-2003~ WHEREAS, in accor~an~ 'with Sect'ion ~415h of the Tust[n City Ood~, th~ City Manager has pcepamd end submittal 'to the City Ceunci~ a Proposed A~nua~ the FY2~002-2~03, beGinninG Jul~ 1, 2002; proposed bu~:get~ inc~u~lin~ a NOW'. THEREFORE. th~ C~, CouacJ~l ~f the City of Tu~sti~ does her:eb,y' resol,ve, d~errnine~ an,d order e~ SECTION !, ^; certein doc~amen~ Js on fiJe J~ ~he office of the City C;erk of th~, City of TUsti~, ~ng ma~ed a,nd ~sig~at~ "C~y ~ Tustin Draft Budget FY2002-2003% Sa~d ,¢oc~men~, as prepared by the C~y' Manager a~ mvie~d a~d 8djust~d by t~ Ci~y Council, ~s he.by ~dept~: for the fis~ yeer cemmen,cing July i, 2002~ SECTION 2. Tha fol!owi:ng sums ¢ mo~ey are hereby appr~prieted frem ~.he ant¢cipated reven¢ues of the City c~ Tus.ti.n for the ~2002-2003. GOV'ERNMENTAL FUNDS GenemJ Fund C~pit~l Projects Twstin Street Li'ghtiing Distdct Tustin Landscape & Lig:htin9 B~stdc( E. quiprn~t Replacement Fu~d Ri~k: M~na~emem~ Fumd~ TOTAL GOVER~&ENTAL FUND 6~317,547 535,400. 502,1~ 1,'178:, 578 $ ~,32~,593 Page 6 Page 2 Ci~y Budget SPECIAL REVENUE FUNDS SCAQMD $ 0 Asse~ Forfeiture 0 Public Safety ~gmentetJer~ 200,000 S~ppiem,en~l ~w En~fofceme~t 1:08,858 CDSG !.371,8!3 ~easure "M' 11,~1,952 Gas Tsx 4.931 Park Deve~apme~ 4.~1 Reas~essme~t Dmt. rict 95.1 1 O0.000 TOTAL SPECIAL REVENUE FUNDS $ 22,5~5, t~ WATER ENTER~RISF~ Ope~t[,on'$1D~l! Servi~ Capital improvements TOTAL APPROPRIATION WATER [,NTERPR~SE Operations TOTAL ~UST!N LE~CY ENTERPRtS~ $ g,101,168 7,856,505 $ $ 6,957,673 TUSTIN LEGACY ENTERPRISE $, 2,275.957 $ 2,275.937 G~ND TOTAL $ 86~153,387 PASSED AND ADOPTED at a mg~!~r mee[ing of the Ci~ Coundl of the City of TUsti;rt, Cal~omia.~ held on the 5th ~ay ¢ Au~us't~ 2002. A~EST: Mayor Page 7 P~r~la S~oker Ci~ C~erk CITY OF TU:ST]N RESOLUTIO~ CERTI F~C:ATION STATE OF CALIFORNIA CITY OF TUST~N RE~LUTION NO, ~:2-7~ Pamata Stoker, Ci~ Clark and ax.officio Clark of ~ City Counci~ of the Ci~y of Tustin, California, does hereby cedi~ that fha wh¢l~ ~umbe.r o¢~e membe.m ¢ the C~y Council is five; tha~ the abo,~ a~d forgoing Reso~utio~ ~s d~iy and regularly pass~ and~ adopt~¢ ~ a ~,ular me.~i~n9 of ~>e City Cou~ci~ hem o~ the 5th day ¢ August, 2002, by the fo~l~ng vote:: COUNC~LMEMBER AYES: COUNCILMEMBER NOES: OOUNCILM EMBER ~STA!NED; CQU;NCILMEMBER ABSENT: Thomas, ~orley, 5~na~ Doyl:e~ Ka~ashima: Pamela 0;.-ty O!erk Page 8 RESOLUTION NO., RDA 02~2 A RESOLUTION OF THE TUSTIN COMMUN[~ REDEVELOPMENT AGENCY OF THE CITY OF TUSTIN, CALIFORN!A. ADOPTING THE AGENCY BUDGET AND APPROPRIATING FROM ANTICIPATED REVEN U E OF THE AGENCY FOR THE FiSOAL Y~R 2002-2003 WHEREAS, in accorCance with, go~ f~scel policies, t~ Exe~tive D[re~or c~f the Tustin Community Redevelopment Agency has prepa~ and submitted te the Board of Diremors a proposed Annue~ Budget for the ~2002-2993. ~ginnin,g July ~, 2002: WHEREAS. Sec. tion ~334,3 of Caiifomia Redevelopment Law p[ovides ~at the amount of' money spent from ~e L~ sn~t M~rate Income Hou$ir~g Fund for p!enni'n§ end ge~eraJ administrative act~v~es associated ~dth the d~elopment, ~mp~vemenL a~d pm~e~a~i'~n of low a~d m~er~e in.me housing shal~ d~spm,po~i,o~ate to tee emo,u~t ~ctuelly s~nt for t~ ~st ~f produ~io~ ~mpmvem~nt or pt~atio~n ~ that housing, and that the Rede~lopment Agen~ annually th~ ~e expend~ms from the Low a~d Modere~ Income Housing Fu;nd fo~ Can~ing and ~minis~at~e ex~en~s ere ne~sa~ for the ~ous~ng Fund for Can~ing end adm~trat~ve expenses am ne~ssa~ fo~ the prod~c~ion, Improvement, pm~'~io~ ef ~e Iow a~ moderate ~ome h~using; end, WHEREAS, the Boar~ of Direct:ots~ as the ~egis~atJve ~dy of the Agency~ has reviewed this proposec~ budget: NOW, THEREFORE, the Board ef Directors of the Community R~eve!opment Agency for the C;ity of Tusti~ does, hereby resolve, dateline and order that the fo!~vi~g sums of money are appm~ated from the anticipated revenue of the Redevelopment Agen~ ~r the pu~pose~ statedt ~ring ~e FY2002-20~3. and that ~e expenditures from ~ ~ a~d M~erate I!ncome Housing Fu;nd for plarl~in~ and ~ministrative ex.rises am ~e~ssary for the ~du~i~n, iimprovement~ or preservation of ,Iow and moderate income housir~. Operating Expenses Debt: Service Capital Improvements t ,436,537 ~.~0,450 3~679i.~73 TOTAL APPROPRIATIONS FY2002-2003 7.326,460 PASS~:D AND ADOPTED at a regular' meet;tng of ~he Communi~ Redevelopment Agency of the C,it¥ of Tusti~ ~id on the 5th ~y of August, 2002,, Page 9 A~EST: Chai~r-~n Pame~a StOker Cl~ C]e~ TUSTIN COMMUNITY REDEVELOPME~ AGENCY RESOLUTION CERTIFICATION STATE OF ~L~FORNIA ) COUNTY OF ORAJqGE ) SS CI~ OF TUST~N ) RESOLUT!ON NO, RDA 02~2 Pamela Stoker, City' Clerk amd ex.~,fficio C~erk of the C~ Council of the City of Califom~s,, does hereby ~[~ tha~ the ~ole num~,f ~ the membem of the City Counci~l five; that ~he a~ sn~ fo~o{n~ Reso~on, was du~y and mgu,la~y passed e~ ~ a regu!a~ me~i~g of the City Cound! ~e~d o~ ~e 5~h ~ay of August, ~002, by ~h~ folt~'~g vote: COUNC~LMEMBER AYES: COUNCILME. MBE R NOES: COUNC~LMEMBER ABSTAINED: COUNC!LMEMB~R ABSENT: Thomas~ ~orley, Nome Bo, ne, Doyle, Page 10 Pame!:~ Stoker Clerk Page 11 This Page Intentionally Left Blank GENERAL INFORMATION City of Tustin 2002-03 FY Operating and Capital Improvement Budget LOCAL GOVERNMENT ORGANIZATIONAL CHART CITY OF TUSTIN LOCAL GOVERNMENT ORGANIZATION ? CmZENS OF TUSTIN CITY C~;NCIL i I~EPb-Vb-LO~E~ AGEN~C¥ ~ C~TY ~AN~GER / Page 14 City of Tustin 2002-03 FY Operating and Capital Improvement Budget ABOUT THE CITY A UNIQUE HISTORY People who know this area well sometimes refer to Tustin as "The City of the Trees." Although a variety of trees are responsible for this nickname, this is a distinctive quality of the area which dates back centuries, actually to the time of the early Spanish explorers. The first Europeans in Orange County came with the Portola Expedition in 1769. This expedition, which had two padres (including Father Juan Crespi) and a small contingent of the army, set out north to establish the string of missions throughout California. (Father Serra, who was in charge of this project, was not along on this expedition, remaining in San Diego to establish the mission there.) A few years later, the early Spanish Grijalva scouting party (The Anza Expedition, 1776) identified the area from Santiago Creek to Red Hill as El Alisal, the Sycamore Grove. At that time, the land was dotted with massive, white-barked sycamore trees. It is of some note that three of the massive trees still exist, although today they are on private property. The American Indians living in the region when the Spanish first arrived spoke a dialect of the Shoshone language. Much of the Indian culture is only today being pieced together from archeological studies in the area. However, it is known that there had been an Indian village or gathering place around Red Hill. Although the Indians of that time were nomadic, when the Spanish came, they grouped the Indians according to which mission district they were in at the time, and turned them from fishermen and harvesters of seasonal nuts and berries into farm workers. The Indians who lived in what is today the Tustin area were called the "Gabrielino" Indians, for they were under the jurisdiction of the San Gabriel Mission. They were considered, according to the European standards of the time, to be "somewhat more sophisticated" than the "Juanenos" Indians, who were under the jurisdiction of the San Juan Capistrano Mission. Page 15 City of Tustin 2002-03 FY Operating and Capital Improvement Budget The reason trees grew here was the same one which attracted Indians and then the early settlers - the availability of a dependable water supply, some of it from natural artesian wells that flowed from the ground. The water certainly attracted Juan Pablo Grijalva, who, in 1810, received a grant to use it for ranching. Over the next generations, the land was divided between family members. In 1868, when a dispute within the family over ownership could not be resolved, the land was partitioned to be sold. Columbus Tustin, a Northern California carriage maker, and his partner Nelson Stafford, purchased 1,300 acres of what had been the Rancho Santiago de Santa Ana for the price of one dollar and fifty cents per acre. Mr. Tustin attempted to create "Tustin City," but sales of home sites were slow, and in the early 1870s he ended up giving free lots to anyone who would build a home. In 1877, Tustin lost out to Santa Ana as the Southern terminus of the Southern Pacific Railroad, and Columbus Tustin died in 1883, a bitterly disappointed man. Nonetheless, with the abundance of water, the community named after him gradually became established as an agricultural center. By the 1880s there were three churches, a fifty-room hotel, a bank, and a horse drawn "tallyho" (trolley line) which connected Tustin to Santa Ana. By the turn of the century, groves of apricots and walnuts were gradually being replaced by the more profitable Valencia oranges. Tustin's reputation as an area leader in education was begun at this time, with a public school led by educator John "Zeke" Zeilian. In 1927, the population topped 900, and the voters elected to incorporate. During World War II, three military bases were established in nearby bean fields and unincorporated areas in proximity to Tustin: the Santa Ana Army Air Base, the El Toro Marine Corps Air Station, and the navy's Lighter-Than-Air Base (where the huge hangers housed coast- patrolling blimps). In the 1950s, Tustin's growth began in earnest. Freeways, quality schools, and post-war industries attracted thousands of people. Builders developed the orchards and by 1970 the population had jumped to 32,000. Growth was a painful process as houses replaced orange groves. Old timers and newcomers alike had to adapt to each other, cope with new problems and situations, and expand facilities to handle increased patronage. And so tract after tract replaced grove after grove. With all the development, the next step was annexations to the Qty. Annexation became the major issue during the period from 1955 to 1965. One of the early annexations to the city was the Tustin Union High School campus. Although the school was built in 1921, it remained outside the city limits until annexation in 1957. During the 1950s the City increased 220 percent in size with annexations. The big leap came in the 1960s when the population increased a whopping 1,012 percent, going from 2,006 to 22,313 residents, and the land area increased from 434.23 acres to 2,214.77, or a 410 percent increase. Several large annexations greatly increased the city's area between 1971 and 1981. The Marine Corps Air Station was annexed to Tustin, adding 2,076 acres to the city. A few years later a total of 2,257 acres that had been in the Irvine Ranch agricultural preserve were annexed and are being developed as Tustin Ranch. Today, almost all the orchards are gone; now Tustin is an urban area. However, if you know where to look, you can still see signs of the City's proud history. Historic old buildings, some dating back to the 1880s, are maintained in "Old Town" on Main Street and El Camino Real. The museum shows a living history of those times gone by. And there's more: three trees yet remain of those original massive sycamores. And finally, everywhere lining the streets, one still sees trees, trees and more trees in Tustin, The City of Trees. Page 16 City of Tustin 2002-03 FY Operating and Capital Improvement Budget EDUCATION Tustin has historically been a center of education in Orange County, and today continues its bright heritage with a fine program of outstanding teachers and facilities. Tustin Unified School District (1997 School Year) Elementary Schools .................................... 14 Total Enrollment ................................... 13,432 Average Class Size: K-3 ............................................................... 20 K-5 ............................................................... 26 Pupil/Teacher Ratio: K-3 ............................................................ 20:1 4-5 ............................................................ 26:1 Junior High and High Schools ...................... 6 Total Enrollment ..................................... 7,400 Average Class Size .................................. 29-30 Pupil/Teacher Ratio .................................... 29:1 Number of Graduates .................................. 761 SAT Scores Verbal-522, Math-559 The Irvine Unified School District and Santa Ana Unified School District also provide service to the City of Tustin, but currently none of their facilities are located within the City. BUSINESSES In 1994, California Business Magazine identified Tustin as one of the top four Best Places for Business in California (and the highest ranked urban city on the list) due to its favorable location, demographics and business environment. In 1998 the "1998 Kostmont Cost of Doing Business Survey" rated Tustin as the top Orange County city for business. Tustin is home to several of the world's largest and best known manufacturing companies. Top Employers with Headquarters in Tustin include: · Ricoh Electronics, Inc. · MAI Systems Corporation · Silicon Systems, Inc. · Sunwest Bank Tustin is pleased to have among business tax rates in the county. Gross Receipts Tax is as follows: the lowest The Annual $0 to $25,000 ........................... $25,001 to $100,000 ................. $100,001 to $200,000 ............... $200,001 to $300,000 ............... $300,001 to $600,000 ............... $600,001 and over ................... ............ $25.00 ............ $40.00 ............ $5O.OO ............ $6O.OO ............ $8O.OO .......... $100.00 ~--:~mllli==~,-~Irilai-.mr.,..,:;~: · # of emolovees Tvoe of Business Steelcase Inc. 1,100 Manufacturer, Office Furniture Ricoh Electronics, Inc. 1,038 Manufacturer, Electronic Components Silicon Systems, Inc. 400 Manufacturer, Electronic Equipment MAI Systems Corporation 363 Computer Services Team Macpherson 360 Distributor, Automotive Dynachem Electronic Materials 350 Manufacturer, Chemicals Toshiba America Medical Systems 300 Distributor, Medical Equipment L.H. Research 300 Manufacturer, Electronic Supplies Cherokee International, Inc. 300 Manufacturer, Electronic Supplies Tustin Hospital 240 Health Care Page 17 This Page Intentionally Left Blank FINANCIAL SUMMARY City of Tustin 2002-03 FY Operating and Capital Improvement Budget FUND BALANCE PROJECTIONS EXPENDITURE SUMMARY BY FUND Audited 01/02 01/02 Projected 02/03 02/03 Estimated Balance Projected Projected Balance Estimated Estimated Balance Fund Description 06/30/01 Revenues Expenditures 06/30/02 Revenues Expenditures 06/30/03 01 General Fund $7,201,700 $32,328,566 $32,969,586 $6,560,680 $33,750,563 $34,809,547 $5,501,696 02 Capital Projects Fund--CIP 12,406,405 1,165,224 4,235,699 9,335,929 4,188,348 6,317,547 7,206,730 03 SCAQMD 712,913 99,000 126,500 685,413 70,000 0 755,413 04 Asset Forfeiture 5,482 13,063 2,541 16,004 10,500 0 26,504 05 Public Safety Augmentation 108,768 202,600 200,900 110,468 202,500 200,000 112,968 08 Measure M-Competitive {2,578,2691 3,764,546 1,186,277 0 8,770,416 8,770,416 0 09 Measure M Turnback 2,483,951 1,149,496 1,386,516 2,246,931 1,020,986 2,571,536 696,381 10 Gas Tax 4,744,738 1,655,316 3,825,762 2,574,292 2,695,037 4,931,307 338,022 11 Park Development 5,871,373 643,000 151,791 6,362,582 1,054,500 4,541,254 2,875,828 16 Supplemental Law Enforcement 8,864 245,294 149,000 105,158 3,700 108,858 0 17 Tnstin Legacy Enterprise 0 252,708 63,033 189,675 7,000 2,275,937 {2,079,262) 2x CDBG 0 1,664,742 564,477 1,100,265 1,779,232 1,371,813 1,507,684 30 95-1 Construction 4,088,238 188,000 0 4,276,238 75,000 100,000 4,251,238 41 Tustin LLD 277,870 410,000 495,000 192,870 430,000 502,100 120,770 42 Tustin SLD 2,821,360 450,000 1,118,000 2,153,360 500,000 535,400 2,117,960 51 South Central Debt Svs 6,041,591 2,272,500 612,000 7,702,091 2,370,500 202,000 9,870,591 52 South Central RDA 9,466,654 314,000 6,303,504 3,477,150 2,343,542 3,687,577 2,133,115 53 South Central Set Aside 3,981,949 687,320 174,071 4,495,198 786,800 651,273 4,630,725 54 Marine Base Debt Service {142,105} 0 0 {142,105) 0 0 {142,105) 55 Marine Base RDA {394,743} 33,227 381,044 {742,560) 0 205,142 {947,702) 56 Marine Base Set Aside {147} 0 0 {147) 0 0 {147) 57 Town Center Debt Service 4,523,123 2,501,100 2,478,125 4,546,098 2,557,500 2,008,450 5,095,148 58 Town Center RDA 2,363,021 85,500 548,729 1,899,792 50,000 346,105 1,603,687 59 Town Center Set Aside 2,544,708 808,973 108,796 3,244,885 730,000 225,913 3,748,972 70 Water Fund 3,047,543 9,542,000 9,207,169 3,382,374 9,507,500 9,101,168 3,788,706 73 Water CIP 12,586,615 1,136,486 6,971,096 6,752,005 883,885 7,856,505 {220,615) 81 Workers Compensation 1,091,081 582,000 308,000 1,365,081 638,643 383,178 1,620,546 82 Liability 1,053,104 1,580,500 2,287,566 346,038 1,162,000 788,400 719,638 83 Unemployment 340,485 0 8,000 332,485 0 5,000 327,485 84 Replacement Fund 2,554,988 587,772 764,000 2,378,760 705,887 983,421 2,101,226 TOTAL ALL FUNDS $87,211,261 $64,362,932l $76,627,182 $74,947,012 $76,294,039l $93,479,848 $57,761,202 Projected GF Year-End Fund Balance 15% of Current Budgeted GF Expenditures (net of recommended Transfers Out) GF Fund Balance is Over(Under) the Council's reserve policy by $5,501,696 5,078,557 $423,139 Page 20 City of Tustin 2002-03 FY Operating and Capital Improvement Budget GENERAL FUND EXPENSES Page 21 City of Tustin 2002-03 FY Operating and Capital Improvement Budget GENERAL FUND RESOURCES Page 22 City of Tustin 2002-03 FY Operating and Capital Improvement Budget CAPITAL IMPROVEMENT PROJECTS Page 23 City of Tustin 2002-03 FY Operating and Capital Improvement Budget TOTAL BUDGET RESOURCES Page 24 City of Tustin 2002-03 FY Operating and Capital Improvement Budget TOTAL BUDGET EXPENSES Page 25 City of Tustin 2002-03 FY Operating and Capital Improvement Budget TOTAL EXPENSES-ALL FUNDS Page 26 City of Tustin 2002-03 FY Operating and Capital Improvement Budget SALES TAX REVENUE Page 27 City of Tustin 2002-03 FY Operating and Capital Improvement Budget GENERAL FUND PER CAPITA Page 28 City of Tustin 2002-03 FY Operating and Capital Improvement Budget GANN LIMIT FY 2002 -03 APPROPRIATIONS LIMIT Article XVI B of the California Constitution (enacted with the passage of Proposition 4 in 1979 and modified with the passage of Proposition 111 in 1990) restricts the appropriations growth rate for cities and other local jurisdictions. The growth rate is tied to changes in the population and the change in California Per Capita Personal Income. On May 1, 2000, the State Department of Finance notified each city of the population changes and per capita personal income factor to be used in determining appropriation limits. Effective January 1, 2000, the change in the California Per Capita Personal Income is -1.27% and the change in Orange County's population is 1.43%. 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 2002-03 Appropriation Limit is 3.2208 times the base year limit of $14,249,831, which equals $45,895,395. Total appropriations for FY 2002-03, subject to the limitation equal $29,284,100, which is $16,366,262 below the City's FY 2002-03 Appropriations limit of $45,895,395. Appropriations Limit for the Base Year Ending June 30, 1987: $14,249,831 (a) (b) (a)x(b) Per Capita Current P. Income Population Calculation Cumulative Amended Fiscal Year Change Change Factor Factor Limit 1987-88 1.0347 1.0199 1.0553 1.0553 $15,037,847 1988-89 1.0466 1.0579 1.1072 1.1684 $16,649,876 1989-90 1.0519 1.0238 1.0769 1.2583 $17,930,838 1990-91 1.0421 1.0435 1.0874 1.3683 $19,498,555 1991-92 1.0414 1.0273 1.0698 1.4639 $20,860,143 1992-93 0.9936 1.0615 1.0547 1.5440 $22,001,327 1993-94 1.0272 1.0687 1.0978 1.6949 $24,152,367 1994-95 1.0071 1.0415 1.0489 1.7778 $25,333,288 1995-96 1.0472 1.0508 1.1004 1.9563 $27,876,693 1996-97 1.0467 1.0373 1.0857 2.1240 $30,266,894 1997-98 1.0467 1.0283 1.0763 2.2861 $32,576,913 1998-99 1.0415 1.0337 1.0766 2.4612 $35,072,257 1999-00 1.0453 1.0396 1.0867 2.6746 $38,112,807 2000-01 1.0491 1.0410 1.0921 2.9210 $41,623,496 2001-02 1.0782 1.0172 1.0967 3.2036 $45,650,362 2002-03 0.9873 1.0183 1.0054 3.2208 $45,895,395 02-03 Factors as reported by the State Department of Finance Per Capita Personal Income over Prior Year: -1.27% Population Change: 1.43% Page 29 City of Tustin 2002-03 FY Operating and Capital Improvement Budget TUSTIN S ECONOMIC ANALYSIS AND FISCAL SUMMARY SALES TAX Sales Tax is the largest single source of revenue for the City of Tustin, and accounts for 50% of total General Fund Revenue. For Fiscal Year 2002/03, staff projects sales tax revenues to be $17.5 million, 1% below the $17.7 million projected for fiscal year 2001/02. Actual sales tax receipts for 2000/01 came in at $18,676,090, which is an increase of more than $7.9 million since the Tustin Marketplace was developed in 1991. The City has seen an average increase of 6.5% in the last 10 years. Staff roughly projects a conservative 3.5% increase for the next five years. This takes into consideration continued economic development within Tustin (Old Town, North Tustin, Marine Base), 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 4.75%, and the County receives .5% for health and welfare programs and .5% for public safety Proposition 172. PROPERTY TAX Property taxes are assessed and collected by the counties up to 1% of assessed value, plus other increases approved by the voters. The property taxes go into a pool, and are then allocated to the cities based on complex formulas. Accordingly, the City of Tustin accrues only those taxes, which are received within 60 days after year-end. Property Tax revenues continue to increase to a projected $5.6 million for fiscal year 20002/03. The percentage of Property Tax going to the General Fund hovers around 3%, compared to most cities within Orange County. The economy still shows strength, unemployment is down and interest rates remain in the 6.5% range; all are factors conducive to increasing home sales. North Tustin is nearing build-out (as evident in the decrease of building permits), but the expected development of MCAS Tustin should offset North Tustin and continue the growth of Tustin. Staff projects an average of 3.5% property tax growth within the next five years, with strong growth in the later two years. There is also the Property Transfer Tax, which is imposed on the transfer of real property. The County is authorized to levy the tax at a rate of $.55 per $500 of the sale value, exclusive of any lien or encumbrance remaining at the time of sale. The City receives $0.275 per $500 value, exclusive of any lien or remaining encumbrance. Nearly every city in California has enacted this tax. The City projects a small increase in revenue as a result of an improving economy. Revenue dropped in 1994 as a result of the recession and has recovered as property values have increased. Page 30 City of Tustin 2002-03 FY Operating and Capital Improvement Budget BUSINESS LICENSE TAX The Business License Tax is imposed on businesses for the privilege of conducting business within the City. The business license tax serves a variety of purposes. In addition to the basic cost of doing business in Tustin, the tax lets us know who and what kind of business are in or want to enter Tustin. Further, the tax helps confirm sales tax payment levels. An amount equal to the business license tax, approximately $260,000 annually, has been dedicated to the Capital Improvement Reserve and, as such, is the City's first major tax source to be dedicated to infrastructure maintenance and repair. Note: Regulatory fees can only be levied to cover the costs of regulation. FRANCHISE Franchise Tax is a fee on privately owned utility companies and other businesses using the City's right-of- way. Types of businesses which are frequently required by City ordinance to pay "franchise" fees include: public utilities (gas, water, electricity), companies which conduct business on City streets (taxicabs and private ambulances), and cable television companies. Franchise fees are a General Fund revenue and available for any purpose of the General Fund. A decrease is projected for 2003 because the Public Cable Television Authority portion ($260,000) has been allocated to the Cable TV/Community Promotion fund 230. The reallocation will provide a dedicated funding source for community promotion and service activities. TRANSIENT OCCUPANCY TAX Transient Occupancy is a tax imposed for the privilege of occupying a room(s) in a hotel, inn, motel, tourist homes, or other lodging facility, unless such occupancy is for a period of 30 days or more. Rates are set at local discretion and range from 1% to 10%, with an average of 7.3%. The City's rate is 80/.D. The increase in transient occupancy revenue is mainly a result of the increasing local economy. Note: Over 325 California cities have a Transient Occupancy Tax. Some cities provide exemptions to this tax for federal government employees traveling on official business. UTILITY USERS TAX Utility Users Tax revenue is 14% of total General Fund revenue. The Utility User Tax, adopted by the Council in 1986, is derived from "municipal affairs" authority of charter cities and Section 37100.5 of the Government Code for general law cities. The tax is collected by the utility as part of its regular billing procedure and remitted to the City. The tax is imposed on residential and commercial consumers of any combination of electric, gas, cable television, water, and telephone system services. The rate, set by City Council, is 5%. Page 31 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 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. FINES Cities share with the County all fines collected upon conviction of a misdemeanor, or an infraction in any municipal or justice court, and bail moneys forfeited from such action. Distribution depends upon what violation, fines, or forfeiture are derived, and the employing agency of the arresting officer. While parking citation fines are set by the Council, a portion of these fines also go to the County. There are two primary sources of fines: parking citations and moving traffic violations. In 1999 the State ended the "shift" of most proceeds of city fines arid, as such, revenue will nearly double from 1998 levels. INTEREST Interest income is earned on the investment of temporary idle cash. All cash in the City, except Redevelopment, is pooled for investment purposes. The interest earned is prorated to indivi dual 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 $40 million at the end of 1998/99. 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. Page 32 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 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 $15 million in recovered General Fund costs since starting the program in 1990. General Fund staffing charges are now $3.3 million and should remain reasonably stable if the city's costs remain stable. BUDGET POLICY An operating budget, including proposed revenue expenditure levels for all City funds, is presented and adopted annually by the City Council. Operating expenditures shall not exceed operating revenues and available resources in the proposed or adopted budget. The adopted budget serves as the annual financial plan for the City. This financial plan sets the annual allocation of available resources based on the goals, objectives, and the level of services as determined by the Council. The adopted budget is prepared on a basis consistent with generally accepted accounting principles (GAAP). FINANCIAL STRUCTURE The financial structure for the City consists of funds, departments, programs, objects, and project numbers. There are ten fund and account groups which include the General Fund, Special Revenue Funds, Debt Service Funds, Capital Projects Funds, Enterprise Funds, Internal Service Funds, Trust and Agency Accounts, Fixed Asset Accounts, General Long Term Debt and Treasurers Accounts. Within each fund group are funds and programs which are described in more detail in the budget detail. The following is a description of the City's major funds and the activities included within the funds. The Trust and Agency, Fixed Asset, and Treasurers Accounts are not subject to budgetary appropriation. GENERAL FUND REVENUE The General Fund is the major operating fund of the City. Major revenue sources include: property taxes, sales taxes, utility users tax, intergovernmental revenue, business licenses, service charges, and interfund charges. Police services are the largest expenditure of this fund. The other activities included in this fund are City Council, City Attorney, City Manager, City Clerk, Administrative Services, Finance, Public Works and Community Services. SPECIAL REVENUE FUNDS Special revenue funds are used to account for specific revenues that are legally restricted to expenditure for particular purposes. Page 33 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 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. 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 Iow and moderate income. The Special Police Services Fund accounts for the regional and local narcotics suppression program, Federal Grants related to crime prevention, the Westminster Mall police patrol, County Stolen Vehicle Task Force and Orange County Meth Lab. The Community Services Fund is a self-sustaining fund that accounts for special recreation classes provided to the public. Youth Employment accounts for the Joint Powers Training Administration (JPTA) money received from the County to employee Iow-income youth. The General Environment/Emergency Fund accounts for State AB2766 funding for the City's Clean Air/Rideshare program. These funds can only be used to fight air pollution. The Community Development Fund is a self-sustaining fund that accounts for building, planning, business license related services, and the State funded used oil recycling grant. DEBT SERVICE FUNDS The debt service fund is used to account for the accumulation of resources and payment of principal and interest from governmental resources when the government is obligated in some manner for the payment. The City charges debt costs to the responsible operating account. Page 34 City of Tustin 2002-03 FY Operating and Capital Improvement Budget CAPITAL PROJECTS FUNDS Capital project funds are used to account for the acquisition and construction of major capital facilities other than those financed by proprietary funds and trust funds. The Capital Improvements Fund accounts for City Projects funded by various sources. The Redevelopment Projects Fund accounts for the proceeds of notes and advances, and the expenditures of such funds for improvement, reconstruction and redevelopment projects within the specified boundaries of the Tustin Redevelopment Agency, as well as the administrative expenditures occurred in sustaining Agency activities. ENTERPRISE FUNDS Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the government is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or where the government's council has decided that periodic determination of net income is appropriate for accountability purposes. The Water Utility Fund accounts for the construction and maintenance of the water system, production and supply of water, and maintenance of water meters, as well as customer service, meter reading, billing and collection of receivables. INTERNAL SERVICE FUNDS Internal service funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the government and to other government units on a cost reimbursement basis. The Liability Administration Fund accounts for the administration of the City's liability insurance and payment of any related claims. The Employee Benefit Funds finance the City's retirement, group medical, vision, dental, unemployment and employee life insurance. The Worker's Compensation Fund accounts for the City's worker's compensation insurance, claims, and related legal costs. The Motor Pool/Equipment Fund accounts for maintenance and replacement of City owned vehicles and equipment. Page 35 City of Tustin 2002-03 FY Operating and Capital Improvement Budget TRUST AND AGENCY FUNDS Trust funds are used to account for assets held by the government in a trustee capacity. Agency funds are used to account for assets held by the government as an agent for individuals, private organizations, other governments and other funds. REVENUE PROJECTIONS Revenue sources are the resource to be allocated in the budget process. As such, analysis of existing revenue resources are critically important to both the quality of life as well as safety of the community. The following are basic guidelines to revenue management. The development and maintenance of diversified and reliable revenue streams will be the primary revenue policy of the City. The City should focus its efforts to optimize existing revenue sources and developing potential new revenue sources. A revenue forecast for the upcoming budget year and the four subsequent years will be presented annually. Revenue projections for budget and future estimates should be estimated conservatively using information provided by State and other governmental agencies, trending of historical information, and other relevant information. Sources of revenues will be evaluated regularly to determine their applicability and relevance to City operations. To the extent possible, revenues shall be associated to operating programs, and where not so associated, designated to public safety. Fees and charges for services will be evaluated and, if necessary, adjusted regularly. The City's objective in setting fees and charges for services is to achieve an appropriate level of cost recovery for services that are not provided to, or do not benefit, the community as a whole. Interfund Charges--lnterfund charges will be assessed for work done in one operating fund for another operating fund. Charges should be fully burdened, including salaries, benefits, and a percentage of fixed asset charges, and recovered to the originating fund as an interfund revenue source. General Administrative and Overhead Charges should be assessed against all funds receiving general administrative, safety, and maintenance services from the City. ~ministrative and overhead charges should be assessed against all supported funds at a rate of 10% of budgeted expenditures. Charges should be assessed monthly based on actually expenditure history and transferred to the general fund as interfund revenue. Page 36 City of Tustin 2002-03 FY Operating and Capital Improvement Budget EXPENDITURE APPROPRIATIONS Expenditures are the result of revenue, or resource allocation, and should result in providing important public services. As such, expenditures should always be undertaken in a manner consistent with cost effective public management resulting in a responsible public practice. The following are basic expenditure guidelines. Expenditures should be forecasted for the upcoming budget year and the four subsequent years. Expenditures will be estimated conservatively using information provided by State and other governmental agencies, trending of historical information, and other relevant information. A good internal accounting and financial control structure shall be maintained assuring that only properly authorized expenditures are made during the budget year. The level of expenditure control will be at the fund level. No fund may exceed appropriations without specific City Council authorization. All appropriations, except capital project or grant funded programs, lapse at the end of the fiscal year to the extent hat they have not been expended or encumbered. Obligations of the City are recognized when incurred. Encumbrances are used for outstanding commitments. Encumbrances outstanding at year-end will be carried over to the next fiscal year and are automatically reappropriated for inclusion in the next fiscal years budget. Budget Levels--In order to assure that departments do not receive an over allocation of resources, annual budget should be set in accordance with well developed performance measures. Department performance measures should detail operating costs, including: Basic services of each department; Cost per unit of services provided; Actual units of each service provided; and Specialized services or materials required to perform services. These operating performance measures are part of the budget process. Budget increases must be tied to improved service levels. Exceeding Adopted Budgets--Departments should not exceed their annual appropriation. Departments that do exceed adopted budgets shall prepare a report indicating (1) Reason for exceeding budget, (2) Alternatives considered before overspending budget, and (3) Plan for reducing expenditures to authorized allocation levels, if an increase or reallocation of resources is not approved. Consultant Use--Prudent use of professional consulting services can provide a valuable cost effective supplement to responsible financial and operational management. Determining the cost effectiveness and necessity of consulting services is the responsibility of the proposing department. In proposing use of consulting services, a proposal should include appropriate justification, including: The service provided is legally required to be provided by an independent party. The project is one-time in nature and would not proceed without supplementing existing staff. Page 37 City of Tustin 2002-03 FY Operating and Capital Improvement Budget The project requires a specific type of expertise unavailable on City staff. Consulting services should not be considered a substitute for appropriate staffing levels or a means of circumventing authorized staffing levels. Contracting Services--To the extent practical, City services should be competitively priced and cost effective, Competitiveness of the City services should be clearly demonstrated. Such demonstration may include comparison to similar services privately run, basic cost per unit, or comparison to other available and reasonable measures. When considering private contract services, the following should be considered: (1) level of service, (2) quality of service, (3) service guarantees, (4) retention, transfer of existing employees. Whenever contracting services are being considered, City employees may submit proposals to conduct service. Any contract service displacing City employees should clearly state that displaced City employees must be offered an opportunity to join the private company. Page 38 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PERS The City of Tustin contributes to the California Public Employees Retirement System (PERS), an agent multiple-employer public employee defined benefit pension plan. PERS provides retirement and disability benefits, annual cost-of-living adjustments, and death benefits to plan members and beneficiaries. PERS acts as a common investment and administrative agent for participating public entities within the State of California. Participants are required to contribute 7% (9% for safety employees) of their annual covered salary. The City makes the contribution required of City employees on their behalf and for their account. The City is required to contribute the remaining amount necessary to fund the benefits for its members, using the actuarial losses recommended by the PERS actuaries and actuarial consultants and adopted by the Board of Administration. DEFERRED COMPENSATION The City offers its employees deferred compensation Cans created in accordance with Internal Revenue Code Section 457. The City has two plans; one is available to all City employees and the other for certain named employees that permitted them to defer a portion of their salary until future years. The deferred compensation is not available to employees until termination, retirement, death, or unforeseeable emergency. In fiscal year 1998-99, the plans were amended so that the assets of the plans are now held in trust for the exclusive benefit of the participants and their beneficiaries and no longer subject to the claims of the City's general creditors. The plan assets that are administered by an outside party in accordance with Governmental Accounting Standards Board Statement No. 32, Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans, have been removed from the financial statements of the City. The assets for the plan for which the City performs the investment function and administration are recorded in the Expendable Trust Fund in the amount of $236,512. SELF-INSURANCE PROGRAM/RISK POOL The City maintains self-insurance programs for workers' compensation, general public liability, and auto liability. Claims are processed by an outside insurance service that administers the programs. The general and auto liability and workers' compensation program provides for self-insurance up to a maximum of $20,000 and $275,000, per incident, respectively. General liability claims that exceed the limit are insured through Orange County Cities Risk Management Authority (OCCRMA) up to a maximum per incident of $10,000,000 and $20,000,000 annual aggregate. Workers' compensation claims that exceed the limit are insured by OCCRMA up to the California statutory limits for workers' compensation. Page 39 City of Tustin 2002-03 FY Operating and Capital Improvement Budget CLASSIFICATION AND COMPENSATION PLAN Account Clerk 4.5 (1.0) 3.5 $2,666 - $3,241 TMEA Accounting Supervisor 1.0 0.0 1.0 $4,622 - $5,618 MGMT Administrative Services Manager 1.0 0.0 1.0 $5,098 - $6,197 MGMT Admin./Support Services Manager 1.0 0.0 1.0 $5,098 - $6,197 MGMT Administrative Secretary 5.0 1.0 6.0 $2,987 - $3,631 TMEA Administrative Secretary PD 1.0 0.0 1.0 $2,957 - $3,594 CONF Assistant City Manager 1.0 0.0 1.0 $10,770 EMGMT Assistant Director, Community Development 1.0 0.0 1.0 $6,808 - $8,275 MGMT Assistant Director, Finance 1.0 0.0 1.0 $5,054 - $6,144 MGMT Assist Director, Public Works 1.0 (1.0) 0.0 $6,822 - $8,292 MGMT Assistant Engineer 2.0 0.0 2.0 $4,538 - $5,516 TMEA Assistant Planner 1.0 0.0 1.0 $3,851 - $4,681 TMEA Associate Engineer 2.0 0.0 2.0 $5,161 - $6,273 TMEA Associate Planner 3.0 0.0 3.0 $4,278 - $5,200 TMEA Building Inspector 3.0 0.0 3.0 $3,871 - $4,705 TMEA Building Official 1.0 0.0 1.0 $6,375 - $7,749 MGMT Building Technician 2.0 0.0 2.0 $2,875 - $3,494 TMEA Business License Technician 1.0 0.0 1.0 $2,835 -$3,446 TMEA Chief Deputy City Clerk 1.0 0.0 1.0 $5,321 - $6,468 MGMT City Manager 1.0 0.0 1.0 $13,541 N/A Clerk Typist 0.5 0.0 0.5 $14.30 - $17.39/hr TMEA Code Enforcement Officer 3.0 0.0 3.0 $3,703 - $4,502 TMEA Communications Officer 12.0 0.0 12.0 $3,322 - $4,038 TPSSA Community Services Assistant 2.0 0.0 2.0 $2,835 - $3,446 TMEA Custodian (inc. 2 part-time) 5.0 0.0 5.0 $2,722 -$3,309 TMEA Director Public Works/City Engineer 1.0 0.0 1.0 $10,178 EMGMT Director, Community Development 1.0 0.0 1.0 $9,324 EMGMT Director, Finance 1.0 0.0 1.0 $9,464 EMGMT Director, Human Resources 1.0 0.0 1.0 $7,092 - $8,621 EMGMT Director, Parks & Recreation 1.0 0.0 1.0 $8,880 EMGMT Engineering Aide 1.0 0.0 1.0 $3,537 - $4,299 TMEA Engineering Services Manager 1.0 0.0 1.0 $6,546 - $7,957 MGMT Equipment Mechanic 3.0 0.0 3.0 $3,320 - $4,035 TMEA Equipment Operator 5.0 0.0 5.0 $3,241 - $3,940 TMEA Executive Coordinator 1.0 0.0 1.0 $3,795 - $4,613 CONF Executive Secretary 2.0 0.0 2.0 $3,255 - $3,957 CONF Field Services Manager 1.0 0.0 1.0 $5,640 -$6,855 MGMT Human Resources Analyst 2.0 0.0 2.0 $4,367 - $5,308 CONF Human Resources Assistant 1.0 0.0 1.0 $3,133 - $3,809 CONF Information Technology Manager 1.0 0.0 1.0 $7,552 - $9,197 MGMT Information Technology Specialist 2.5 0.0 2.5 $3,768 -$4,581 TMEA Junior Engineer 1.0 0.0 1.0 $4,115 - $5,002 TMEA Lead Communications Officer 1.0 0.0 1.0 $4,074 - $4,952 TPSSA Maintenance Leadworker 6.0 (1.0) 5.0 $3,468 - $4,216 TMEA Maintenance Supervisor 3.0 0.0 3.0 $3,934 - $4,782 MGMT Maintenance Supervisor - Water/Customer Service 1.0 0.0 1.0 $3,934 - $4,782 MGMT Maintenance Worker 21.0 1.0 22.0 $2,772 - $3,714 TMEA Management Analyst 1.0 0.0 1.0 $3,768 - $4,581 TMEA Mechanic's Helper 1.0 0.0 1.0 $2,779 - $3,378 TMEA Office Support Specialist/HR 1.0 0.0 1.0 $2,809 - $3,415 CONF Office Support Specialist 7.0 (1.0) 6.0 $2,835 - $3,446 TMEA Parking Control Officer 1.0 0.0 1.0 $2,734 - $3,324 TPSSA Payroll Specialist 1.0 0.0 1.0 $2,835 - $3,446 TMEA Plan Checker/Senior Building Inspector 1.0 0.0 1.0 $4,557 - $5,539 TMEA Plan Checker 1.0 0.0 1.0 $4,557 - $5,539 TMEA Police Captain 2.0 0.0 2.0 $7,552 - $9,179 MGMT Police Chief 1.0 0.0 1.0 $10,545 EMGMT Police Lieutenant 5.0 0.0 5.0 $6,696 - $8,139 TPMA Police Officer 72.0 0.0 72.0 $4,160 - $5,057 TPOA Police Sergeant 14.0 0.0 14.0 $5,734 - $6,970 TPMA Police Services Officer 10.0 0.0 10.0 $2,945 -$3,580 TPSSA Police Support Leadworker 1.0 0.0 1.0 $3,240 -$3,939 TPSSA Police Support Specialist 9.0 0.0 9.0 $2,624 - $3,189 TPSSA (continued on next page) Page 40 City of Tustin 2002-03 FY Operating and Capital Improvement Budget Principal Engineer 0.0 0.0 0.0 $5,846 - $7,105 Principal Planner 0.0 0.0 0.0 $5,719 - $6,951 Property & Evidence Leadworker 1.0 0.0 1.0 $3,351 - $4,074 Property & Evidence Technician 2.0 0.0 2.0 $2,885 - $3,507 Public Works Inspector 2.0 0.0 2.0 $3,873 - $4,707 Police Support Specialist II 3.0 0.0 3.0 $2,796 - $3,398 Receptionist (Sr. Center) 0.5 0.0 0.5 $8.55 - $10.39/hr. Recreation Coordinator 4.0 0.0 4.0 $3,441 - $4,182 Recreation Program Assistant (5 parttime) 2.5 0.0 2.5 $11.44 -$13.54/hr. Recreation Superintendent 1.0 0.0 1.0 $5,153 - $6,264 Recreation Supervisor 2.0 0.0 2.0 $3,933 - $4,781 Redevelopment Program Manager 3.0 0.0 3.0 $6,038 - $7,340 Reproduction Operator 1.0 0.0 1.0 $2,479 - $3,013 Senior Accounting Specialist 2.0 0.0 2.0 $3,256 - $3,958 Senior Center Van Driver 0.5 0.0 0.5 $13.35 - $16.23/hr. Senior Human Resources Analyst 1.0 0.0 1.0 $4,541 - $5,519 Senior Information Technology Specialist 1.0 0.0 1.0 $4,296 - $5,222 Senior Management Analyst Finance 1.0 0.0 1.0 $4,363 - $5,303 Senior Planner 2.0 0.0 2.0 $5,395 - $6,557 Senior Project Manager 2.0 0.0 2.0 $5,939 - $7,219 Senior Public Works Inspector 1.0 0.0 1.0 $4,180 - $5,081 Sports Field Specialist 1.0 0.0 1.0 $2,722 - $3,309 Support Services Supervisor 2.0 0.0 2.0 $4,409 - $5,359 Water Services Engineer 1.0 0.0 1.0 $5,161 - $6,273 Water Services Manager 1.0 0.0 1.0 $6,822 - $8,292 Water Treatment Plant Operator 3.0 0.0 3.0 $3,468 - $4,216 Water Treatment Supervisor 1.0 0.0 1.0 $4,980 - $6,053 Total Full-Time Regular Allocated Positions 285,0 (2,0) 283,0 Non Regular Classifications* Administrative Intern $10.85/hr. Community Services LeadedRecreation Leader $7.92 - $10.61/hr. Community Services/Recreation Leader B $8.97 - $11.67/hr. Maintenance Aide $8.59 - $10.44/hr. On Call Communications Officer $19.55 - $23.76/hr. Planning Technician $15.80 - $19.21/hr. Police Aide $13.09 - $15.91/hr. Recreation Aide $6.76 - $8.21/hr. Recreation Program Assistant $11.44 - $13.54/hr. Sports Field Maintenance Aide $6.97 - $8.47/hr. MGMT E MGMT E TPSSA N TPSSA N TMEA N TPSSA N TMEA N TMEA N TMEA N MGMT E MGMT E MGMT E TMEA N TMEA N TMEA N MGMT E MGMT E CONF N MGMT E MGMT E MGMT E TMEA N MGMT E TMEA N MGMT E TMEA N MGMT E KEY CONF - CONFIDENTIAL E - EXEMPT EMGMT - EXECUTIVE MANAGEMENT MGMT- MANAGEMENT TMEA- TUSTIN MUNICIPAL EMPLOYEES ASSOCIATION TPMA- TUSTIN POLICE MANAGEMENT ASSOCIATION TPOA- TUSTIN POLICE OFFICER'S ASSOCIATION TPSSA - TUSTIN POLICE SUPPORT SERVICES ASSOCIATION * Part-time temporary and intermitent employees - requires PERS membership if employment exceeds 1,000 hours in a fiscal year Note: This Plan incorporates adjustments/changes made throughout fy 01/02, existing and anticipated staffing for fy 02/03 Page 41 This Page Intentionally Left Blank LEGISLATION City of Tustin 2002-03 FY Operating and Capital Improvement Budget LEGISLATION POSITION CONTROL REPORT POSITION CONTROL REPORT DEPT 01-02 CURR BUDGET 01-02 01-02 02-03 YTD VACAN- PROP ACT CiES BUDGET City Clerk Chief Deputy City Clerk Administrative Secretary Office Support Specialist Reproduction Operator 01-102 01-102 01-102 01-102 1.0 1.0 - 1.0 1.0 1.0 - 1.0 2.0 2.0 - 2.0 1.0 1.0 - 1.0 5.0 5.0 - 5.0 5.0 5.0 - 5.0 LEGISLATION TOTAL Page 44 City of Tustin 2002-03 FY Operating and Capital Improvement Budget EXPENDITURE SUMMARY Legislation City Council Personnel Operations Capital 01-101 City Clerk Personnel Operations Capital 01-102 City Attorney Personnel Operations Capital 01-103 Legislation Personnel Operations Capital Legislation Total 99/00 00/01 01/02 01/02 02/03 Actual Actual Cur Bud Projection Requested 68,004 78,251 23,976 33,163 0 0 91,980 111,414 268,849 260,544 39,283 56,644 42~788 11~813 350,919 329,000 81,082 94,980 41,800 28,540 0 0 122,882 123,520 81,196 43,660 0 124,856 288,625 288,026 52,572 43,179 48~037 42~585 389,234 373,790 294,560 72,950 247000 391,510 0 0 0 0 0 320,323 269,224 305,410 250,574 305,410 0 0 0 0 0 320,323 269,224 305,410 250,574 305,410 336,853 338,794 383,581 359,031 42,788 11,813 763,222 709,638 369,707 383,006 399,782 322,293 48,037 42,585 817,526 747,884 375,756 422,020 24,000 821,776 Page 45 City of Tustin 2002-03 FY Operating and Capital Improvement Budget CITY COUNCIL DESCRIPTION: The City Council provides policy direction with regard to City services. Through its review and approval of the City's annual operating and capital improvement budgets, the City Council determines the types and levels of City services. The City Council authorizes changes in the Municipal Code through adoption of ordinances. Policy direction is given by the City Council to the Planning Commission, the Parks and Recreation Commission and the Audit Committee. The City Council also serves as the Board of Directors of the Tustin Community Redevelopment Agency. The Board of Directors is responsible for overseeing implementation of the Town Center and South Central Project Area Plans. The City Council also provides policy oversight of the Local Redevelopment Authority, which is responsible for the MCAS, Tustin Reuse Plan. Page 46 City of Tustin 2002-03 FY Operating and Capital Improvement Budget CITY CLERK DESCRIPTION: The City Clerk's office is the official record keeper of the city; custodian of the city seal; responsible for the conduct of municipal elections; and the official filing officer/official for Statement of Economic Interest and Campaign Disclosure forms as required by the Fair Political Practices Commission. This office prepares the agendas and minutes for the City Council and Redevelopment Agency and coordinates follow-up of Council and Agency actions. TASKS: Maintain City-wide records management system that includes a master functional filing system; records retention schedule and document imaging. Prepare City Council and Redevelopment Agency agendas, action agendas, and minutes; coordinate City Council and Redevelopment Agency follow-up and retention of Council and Agency related records. Provide document/information research service for staff and general public, which includes development and maintenance of computerized information retrieval system. Coordinate and conduct the City's General Municipal Election and any special elections. Act as filing officer for campaign disclosure forms and conflict of interest forms for members of the City Council, Redevelopment Agency, Planning Commission, Parks and Recreation Commission, and designated employees. Provide update and distribution of amendments to the municipal code; and maintain current codebooks. Provide the processing of incoming/outgoing mail and facsimiles for civic center and off-site departments. Oversee the reception and centralized duplicating services for the Civic Center. 2002-03 GOALS: Evaluate staffing load and responsibilities. Coordinate and oversee the General Municipal Election. Begin records destruction as permitted by the City records retention schedule. Page 47 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 2001-02 FY ACCOMPLISHMENTS: 2. 3. 4. 5. 6. Implemented Document Imaging Archive and Retrieval System City-wide. Implemented City-wide records retention schedule. Implemented document archive retrieval system on City website. Implemented Municipal Code on City website. Created and implemented a proclamation/certificate of recognition policy. Implemented digital recording system for City Council, Planning Commission, Recreation Commission and Audit Committee meetings. Parks and Page 48 City of Tustin 2002-03 FY Operating and Capital Improvement Budget CITY ATTORNEY DESCRIPTION: The City Attorney's office provides legal advice and services pertaining to City affairs to the City Council, the City Manager and other City officials. TASKS: Attend City Council, Redevelopment Agency and Planning Commission and Audit Committee meetings for the purpose of providing legal advice. Review and prepare ordinances, resolutions, franchises, agreements, contracts and other documents. Provide legal advice to City departments. Represent the City in court proceedings. Review and monitor general liability and worker's compensation claims processed by the City's claims administrator. Page 49 This Page Intentionally Left Blank ADMINISTRATION City of Tustin 2002-03 FY Operating and Capital Improvement Budget ADMINISTRATION ORGANIZATIONAL CHART CiTY OF TUSTIN ADMINIST'~TION ORGAN~TION CONTRACT SERVICES AS$~TANT C~TY ~GER C~iie~' Oepu~ Cl~ Clerk Community Develoipment Coornf'di~ate¢ Police Chef Human ~eso~mes, Parks and Re~reafio~ ~ InfOrmation Technology Manager Publ~= Wor/(s Dire¢~r~ ¢i~ ~ngin~r Page 52 City of Tustin 2002-03 FY Operating and Capital Improvement Budget ADMINISTRATION POSITION CONTROL REPORT POSITION CONTROL REPORT DEPT 01-02 01-02 01-02 02-03 CURR YTD VACAN- PROP BUDGET ACT C1ES BUDGET City Manager's Office City Manager Assistant City Manager Executive Coordinator Executive Secretary 01-201 1.0 1.0 1.0 01-201 1.0 1.0 1.0 01-201 1.0 1.0 1.0 01-201 1.0 1.0 1.0 Finance Director, Finance 01-202 Asst. Director, Finance 01-202 Accounting Supervisor 01-202 Senior Management Analyst - Finance 01-202 Administrative Secretary 01-202 Payroll Specialist 01-202 Account Clerk - Finance 01-202 Senior Accounting Specialist / Part Time 01-202 Senior Accounting Specialist / Part Time 01-202 Account Clerk - Finance / Part Time 01-202 Human Resources Director, Human Resources Senior Human Resources Analyst Human Resources Analyst Human Resources Assistant Office Support Specialist HR Information Technology IT Manager Senior IT Specialist IT Specialist IT Specialist / Part Time ADMINISTRATION TOTAL 4.0 4.0 4.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 8.5 8.5 8.5 01-203 1.0 1.0 1.0 01-203 1.0 1.0 1.0 01-203 2.0 2.0 2.0 01-203 1.0 1.0 1.0 01-203 1.0 1.0 1.0 6.0 6.0 6.0 01-204 1.0 1.0 1.0 01-204 1.0 1.0 1.0 01-204 2.0 2.0 2.0 01-204 0.5 0.5 0.5 4.5 4.5 4.5 23.0 23.0 23.0 Page 53 City of Tustin 2002-03 FY Operating and Capital Improvement Budget EXPENDITURE SUMMARY Administration City Manager Personnel Operations Capital 01-201 Finance Personnel Operations Capital 01-202 Personnel Services Personnel Operations Capital 01-203 Information Technology Personnel Operations Capital 01-204 Administration Total Personnel Operations Capital Administration Total 99/00 00/01 01/02 01/02 02/03 Actual Actual Cur Bud Proiection Requested 388,708 383,337 46,675 50,880 1~069 3~286 436,452 437,502 582,169 593,246 335,735 390,141 116,916 12,979 1,034,821 996,366 233,651 376,231 92,661 142,740 393 420 326,705 519,391 0 167,808 184,860 126,944 131~676 189~885 316,536 484,637 1,204,529 1,520,622 659,931 710,706 250~054 206~569 2,114,513 2,437,897 463,373 429,104 46,489 29,345 7~400 6~825 517,262 465,274 677,307 642,712 268,325 235,944 25,000 20,000 970,632 898,656 440,165 395,854 183,500 128,600 4,000 5,231 627,665 529,685 327,483 316,734 155,650 134,808 430~386 429~934 913,519 881,476 1,908,328 1,784,404 653,964 528,697 466~786 461~990 3,029,078 2,775,091 486,619 50,412 0 537,031 649,713 293,800 0 943,513 422,760 193,000 0 615,760 395,690 127,850 153~900 677,440 1,954,781 665,062 153~900 2,773,743 Page 54 City of Tustin 2002-03 FY Operating and Capital Improvement Budget CITY MANAGER DESCRIPTION: Under policy direction of the City Council, the City Manager's Office is responsible for planning, organizing and evaluating City services and providing management direction to all City departments through the department heads. 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. Serve as Executive Director of the Tustin Community Redevelopment Agency. Provide management oversight of redevelopment projects, which includes economic development and housing programs. Provide staff support, when required, to members of the City Council serving on regional agencies. Provide management oversight of the MCAS, Tustin Reuse Plan and staff support to the Local Reuse Authority. Serve on special regional committees as needed such as the Orange County Fire Authority Technical Advisory Committee, Orange County Library Task Force, and 800MHz Communications System Governance Committee. 2002-03 GOALS: Implement the MCAS, Tustin Reuse Plan pursuant to the Memorandum of Agreement with the U.S. Navy. Execute a Disposition and Development Agreement for the Utt Juice property. Submit an application for State Library Bond Act funds to substantially finance the design and construction of a new library. Participate in negotiations concerning the John Wayne Airport Settlement Agreement extension. Monitor and evaluate impact of Measure W (El Toro Airport). Submit fiscal year 2003-04 Budget to City Council. Page 55 City of Tustin 2002-03 FY Operating and Capital Improvement Budget FINANCE DESCRIPTION: The Finance Division provides financial services and accounting support for the City, the Redevelopment Agency, he Water Utility and the City's Special Assessment Districts. It is responsible for recording the financial activities of the City in accordance with generally accepted accounting principles and standards of the National Committee on Governmental Accounting and Auditing. TASKS: 1. Deposit and record all revenues of the City. 2. Assist the City Treasurer in management of the City's investment program. 3. Provide management support for Water Utility billing. 4. Prepare quarterly financial reports. 5. Complete Annual Report of Operations for the State Controller, State Street Report and other reports as required. 6. Monitor the City's Fixed Asset Accounting System. 7. Administer the payroll, accounts receivable and accounts payable functions. 8. Administer the City's self-insured Workers' Compensation and general liability risk management programs. 9. Prepare the annual Operating and Capital Improvement Budget. 10. Represent the City as Treasurer of the Orange County Cities Risk Management Authority. 11. Represent the City and provide information for various City, County, State and federal audits. 2002-03 GOALS: 1. Begin analysis of new Governmental Accounting Standards Board (GASB) standards. 2. Improve the efficiency and effectiveness of data processing within the department. 2001-02 FY ACCOMPLISHMENTS: 1. Implemented Remittance Processing System. 2. Offered online water payment capability. 3. Automated Water refunds interfacing Springbrook Utility Billing with Bi-Tech Accounts Payable. Page 56 City of Tustin 2002-03 FY Operating and Capital Improvement Budget HUMAN RESOURCES DESCRIPTION: Human Resources is responsible for the administration of the City's personnel, employee relations, and labor relations functions and provides staff support to the City Manager's Office. Human Resources attracts, hires and maintains the highest quality staff available; coordinates the delivery of employee benefits; and insures compliance with all applicable laws regarding personnel and labor relations matters. TASKS: 10. 11. 12. 13. 14. Review policies, procedures, and internal controls and improve where necessary. Guide resolution of outstanding personnel issues and develop plans to facilitate handling of future issues. Monitor and ensure compliance with all state and federal laws. Maintain classification and compensation plans; review and recommend salary levels for all City classes. Meet and confer with employee organizations regarding wages, hours, and working conditions; implement and monitor compliance with all agreements; develop City management positions in negotiations. Monitor employee relations activities: coordinate employee relations committee, monitor compliance with Personnel Rules and Regulations, and work with departments to resolve employee relations issues. Recruit and select employees; develop testing materials and procedures; conduct reference checks and background investigations. Review, update, and administer employee benefits programs. Support City goals through assertive recruitment, strong employee-employer relationships, positive communication, and creative solutions. Develop and coordinate employee training and staff development programs. Manage Workers' Compensation caseload and coordinate same with third-party administrator. Act as program administrator for City Safety Program. Provide management level staff support to City Manager for Human Resources projects and studies. Provide Hearing Officer services for disciplinary appeals hearings. Page 57 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 2002-03 GOALS: 1. Continue to review policies, procedures, and operations and revise and streamline as necessary. 2. Continue to review and revise classification specifications. 3. Continue to establish systems to centralize records/processes to ensure timely service delivery. 4. Continue to improve availability of public information via the City employment web site. 5. Implement streamlined Workers' Compensation reporting and tracking in conjunction with IT. 6. Begin negotiations with employee associations to update personnel rules and regulations. 7. Implement digital photo identification for non-worn staff, consultants, contractors, visitors, and guests. 8. Add safety component to City-wide employee development and training program. 2001-02 FY ACCOMPLISHMENTS: 1. Responded to over 2,400 phone/internet employment inquiries and processed 1,400 applications. 2. Enhanced recruitment and testing processes to improve outreach and expedite hiring including implementation of an on-line application. 3. Implemented on-line access with the CalPERS ACES system expediting enrollment, changes and inquires. 4. Completed benefit plan and premium audit in conjunction with Finance. 5. Revised Safety Program in compliance with SB198. 6. Improved internal and external customer service efforts. 7. Implemented enhanced City-wide employee development and training including quarterly in-house supervisory training. 8. Improved consistency in personnel practices through a variety of centralized records/process efforts. 9. Reestablished policies/processes for hiring police recruits in conjunction with the Police Department. 10. Received approval from the Department of Justice for the City's Equal Employment Opportunity Plan. 11. Increased charity drive attendance and contributions. 12. Began review and implementation of new class specifications consistent with the Americans with Disabilities Act. Page 58 City of Tustin 2002-03 FY Operating and Capital Improvement Budget INFORMATION TECHNOLOGY DESCRIPTION: The Information Technology Division provides planning, development, research, strategic planning, md evaluation of city-wide technology and information system technologies including data, voice, telephone systems, radio, and technology capital infrastructures. It provides maintenance of current hardware/software platforms in use by the City, update support and application training support. TASKS: 2. 3. 4. 5. Manage the annual hardware/software maintenance agreements. Administer the annual lease agreements for network equipment and software. Provide for network training. Evaluate the functionality of the out-sourced computer services. Maintain, support, and upgrade workstations, servers, and related peripheral equipment on a city- wide basis. Develop software solutions to enhance efficiency in day-to-day operations. 2002-03 GOALS: 3. 4. 5. 6. 7. 8. 9. 10. Maintain evaluation, support, upgrading, licensing, and training of mission specific software throughout all City departments. Continue replacement cycle of workstations with the goal of 25% per year. Continue research for future of telephone services for the City. Continue to build staff expertise on specialty mission specific software throughout the City. Set the infrastructure for continued development of Web access. Improve off-site connectivity within the network. Continue to develop and implement the City Intranet. Increase utilization of optical imaging for document warehousing and retrieval. Implement web-based functionality of the Finance/HR System in the City for ease of use. Complete upgrade of Parks and Recreation software systems. specialty Page 59 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 2001-02 FY ACCOMPLISHMENTS: 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Completed installation and configuration of Mobile Data Computers in police cars for the Police Department. Responded to over 2100 end-user requests for assistance through the "Help" mailbox managed by Information Technology Personnel. Completed migration from Novell to NT. Updated and replaced 25% of all end-user workstations. Updated and/or replaced servers on the Network. Improved connectivity between Senior Center and CT Gym to City Hall through T1 connection. Eliminated approximately $75,000 in total contract Information Technology Services. Upgraded Network switches to 100 base technology. Began software upgrades to XP systems. Automated backup system, saving approximately six hours per week staff time. Automated anti-virus updates and installation saving approximately fifteen staff hours a week and providing better coverage. Implemented a system of printing water bills on the copy machine as opposed to the Laser Jet printer, thereby reducing print time from 4 hours to 20 minutes, and with a cost savings of 50%. Brought maintenance of all city websites in-house to improve efficiency and thereby providing an annual cost savings to the City of $5,000. Upgraded Internet connection, increasing capacity by 8 times with an annual cost savings of $1,800. Integrated the document archive imaging system to the City website and Intranet to provide access to City documents online. Page 60 COMMUNITY DEVELOPMENT City of Tustin 2002-03 FY Operating and Capital Improvement Budget COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART Cl~ OF TUSTIN COMMUNITY DEVELOPMENT DEPARTMENT PLANNING COMMISSION D~RECT~ ADM]NI ST~TIVF_ SECRETARY BUILDING OFFIC~A[~ SENIOR PLANNER SENIOR PLANNER PLAN CHECK CONSULTANTS BUSINESS LICENSE TECNN~C;!iAN OFF~CE SUPPORT' SPEC!ALIST FIRE MAIRSHALL HEALTH SERVICE:8 CODE ENFOaCEMENT ASSOCIA, Fa OFFICERS PbANNERS (3) (2) PLAN C H EC;KERS ( 2 ) ASSISTA'NT PLANNER BUILDING INSPECTORS Page 62 City of Tustin 2002-03 FY Operating and Capital Improvement Budget COMMUNITY DEVELOPMENT POSITION CONTROL REPORT POSITION CONTROL REPORT DEPT 01-02 CURR BUDGET 01-02 01-02 02-03 YTD VACAN- PROP ACT CIES BUDGET Plannin. Director, Community Development Asst. Director, Comm. Dev. Administrative Secretary Business License Technician Office Support Specialist 01-301 1.0 1.0 1.0 01-301 1.0 (1.0) 1.0 01-301 1.0 1.0 1.0 01-301 1.0 1.0 1.0 01-301 1.0 1.0 1.0 Buildin. Building Official Redevelopment Program Manager Senior Planner Plan Check/Sr. Building Insp. Associate Planner Plan Checker Building Inspector Code Enforcement Officer Assistant Planner Administrative Secretary Building Technician 01-302 01-302 01-302 01-302 01-302 01-302 01-302 01-302 01-302 01-302 01-302 CDBG Associate Planner Code Enforcement Officer 5.00 4.00 (1.0) 5.00 COMMUNITY DEVELOPMENT TOTAL 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 2.0 1.0 1.0 1.0 2.0 1.0 (1.0) 2.0 1.0 (1.0) 1.0 3.0 3.0 3.0 2.0 1.0 (1.0) 2.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 2.0 17.0 14.0 (3.0) 17.0 21-305 1.0 1.0 1.0 21-305 1.0 1.0 1.0 2.00 2.00 2.00 24.0 20.0 (4.0) 24.0 Page 63 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 4, EXPENDITURE SUMMARY Community Development Planning Personnel Operations Capital 01-301 Building Personnel Operations Capital 01-302 99/00 00/01 01/02 01/02 02/03 Actual Actual Cur Bud Proiection Requested 924,397 895,101 74,092 88,728 37~229 25~029 1,035,718 1,008,858 693,848 859,381 810,915 130,455 77,388 130,606 16~827 0 15,327 841,130 936,769 956,848 507,572 468,598 969,287 515,541 865,858 73,950 103,701 214,426 122,827 226,426 14,345 3,439 20,500 1,485 20~500 595,867 575,738 1,204,213 639,853 1,112,785 Community Development Total Personnel Operations Capital Community Development Total 1,431,969 1,363,699 148,042 192,428 51~574 28~469 1,631,585 1,584,596 1,663,135 1,374,922 344,881 200,215 37~327 1~485 2,045,343 1,576,622 1,676,773 357,032 35,827 2,069,633 Page 64 City of Tustin 2002-03 FY Operating and Capital Improvement Budget COMMUNITY DEVELOPMENT PLANNING DIVISION DESCRIPTION: The Planning Division includes current and advanced planning/special project functions. The current Planning division reviews proposed development to ensure conformance to City zoning and development standards, processes discretionary entitlements, performs plan checks, approves business licenses, and answers planning and business license inquiries. The advanced planning/special project division is responsible for the Community Development Block Grant (CDBG) activities, business licenses, demographics, regional activities, historic preservation, General Plan and Code amendments, and special projects. Current and Advanced Planning staff provide support to the City Council, Planning Commission, Cultural Resources Advisory Committee, and Redevelopment Agency. More specific Planning responsibilities are identified in 2002-03 Goals/Tasks below. TASKS: 10. Complete the comprehensive revisions to the City Zoning Code and schedule Planning Commission and City Council workshops. Provide assistance on planning tasks associated with the Tustin Legacy project and Redevelopment Agency activities. 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. Enforce the Business License Code, provide information to new/existing businesses, and collect revenues from license tax. Complete second phase of comprehensive revisions to the City's business license regulations. Provide staff support for completion major projects which create jobs, attract investments and increase the City's tax base. Continue to oversee the build-out of the East Tustin Specific Plan. Continue the City's current program for monitoring noise from the John Wayne Airport. Monitor planning and development activity, particularly in the County and the cities of Santa Ana, Orange and Irvine for impacts on Tustin. Monitor and recommend measures to ensure the City's compliance with the Air Quality Management Plan. Coordinate with the Public Works Department to ensure compliance with Proposition 111 and Measure M. Provide project support and environmental administration on Public Works projects. Update the City's Land Uses Survey on a biannual basis. Page 65 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 11. Review proposed State/federal legislation for impacts to Tustin and prepare position papers on pending legislation. 12. Provide staff support and coordination for the Cultural Resources Advisory Committee. Process Mills Act prog ram contracts and administer the Historical Resources Survey Update project. 13. Maintain current demographic information and provide updated information to the public. Work with the Center for Demographic Research, State Department of Finance, and Southern Q~lifornia Association of Governments on updating demographic projections. 2002-03 GOALS: 1. Continue to provide 21 -day review for discretionary applications, 7-14 day turnaround for first-time plan checks, and 2-10 day review of resubmitted plan checks. 2. Reevaluate vacant Assistant Director position. 2001-02 FY ACCOMPLISHMENTS: 1. Processed 39 Design Review applications, 40 Conditional Use Permits, one Variance, 5 Code Amendments, 4 Parcel Maps, and 16 license and permit board applications. 2. Assisted approximately 3,300 persons at the Planning counter and approximately 3,000 by telephone. 3. Issued over 7,000 City business licenses. 4. Received $726,000 in Federal Community Development Block Grant Funding. 5. Developed and adopted code amendments related to distance requirements for alcoholic beverage sales and sexually oriented businesses. 6. Implemented the Historic Properties Plaque Program. 7. Obtained a certified local government grant to prepare the second phase of an update to the Historic Resources Survey. 8. Prepared and provided the City Council and State with the General Plan Annual Report. 9. Assisted the Public Works Department with the Metrolink Station at Edinger; and the Main Street Water Facility site and buildings. 10. Developed new business regulations and permit process 11. Prepared and released supplemental environmental documents for the Newport Avenue Extension/Ramp Reconfiguration project. 12. Prepared office criteria for the C-2 Zoning District. Page 66 City of Tustin 2002-03 FY Operating and Capital Improvement Budget COMMUNITY DEVELOPMENT BUILDING DIVISION DESCRIPTION: The Building Division provides for the establishment and enforcement of building and zoning regulations to ensure that new and existing buildings are safe and suitable for its intended uses. The Division also establishes and enforces standards for private infrastructure improvements. More specific responsibilities include: receiving and plan checking applications for permits to ensure compliance with State and City building and grading code requirements and private infrastructure standards; issuing building, plumbing, electrical, mechanical, grading and sign permits; inspecting residential, commercial, industrial and private infrastructure construction; certifying structures for use and occupancy; reviewing and making recommendations for the adoption of uniform codes; and assisting the public with technical information regarding City and State codes. TASKS: 8. 9. 10. Provide accurate and timely plan review as follows: first plan check completed in 7-14 days, rechecks completed in 2-7 days, quick check completed in 3 days. Provide next-day service for all inspection requests. Provide Code Enforcement City-wide with special emphasis on the southwest area of the City. Administer graffiti and weed abatement programs. Complete revisions to the Public Nuisance/Administrative Citation Ordinance. Complete update of Community Development Department private improvement standards. Provide technical assistance to Planning, Redevelopment Agency and Public Works Department with building code issues. Provide technical support for tasks associated with the MCAS, Tustin Reuse Plan and base closure activities. Promote professional certification of the Building Division staff in the various technical codes. Review draft seismic hazard maps and implement the requirements of State law. Review draft FEMA flood maps and implement the requirements of Federal law. Update procedure manual, public guide handouts, inspection checklist and plan check correction lists. Page 67 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 2002-03 GOALS: 1. Complete all remaining permits issued under the "Gov Tech" permit system. 2. Automate Code Enforcement monthly reports using Permits Plus system. 3. Adopt the required tri-annual uniform construction codes and applicable amendments. 4. Create and implement the Civil Citation program. 5. Utilize a Building Inspector (half-time) to perform required storm water inspections and provide support to Code Enforcement on an as needed basis. 2001-02 FY ACCOMPLISHMENTS: 1. Issued 1,500 building permits with a construction valuation of $54,725,000 that included 46 new dwelling units and 11 new commercial buildings. 2. Performed 8,400 building inspections, 1,500 Code Enforcement inspections, and 1,400 plan checks for new residential, industrial, and commercial construction. 3. Assisted approximately 6,200 customers at the Building Division's public counter. 4. Abated 1,500 graffiti sites. 5. Completed 300 request for service Code Enforcement cases. 6. Completed 420 proactive Code Enforcement cases. 7. Developed user guides for re-roofing, pools and spas, and accessory structures. 8. Automated Building Activity monthly report using Permits Plus system. 9. Utilized Building Technicians to perform 'standard plan' plan checks to augment the plan check section. 10. Performed 145 storm water inspections to comply with the new NPDES permit. Page 68 PUBLIC WORKS City of Tustin 2002-03 FY Operating and Capital Improvement Budget PUBLIC WORKS ORGANIZATIONAL CHART OF' TUSTIN COMMUNITY PUBLIC WORKS, DEPARTMENT PUBLIC WORKS DIRECTOR ADMIN~STRA~ON ~NG~N!EERI~NG SERVICES D!V!$ON DEVOE LOP~M ENT REVIEW FIELD SERVICES STREETS WATER SER~CES OPERATIONS CABL~ TELIEVISION CAP rTAL PROJECTS LANDSCAPE ~ONIZATI©N PREPAREDNESS ENGINEERING LIGHTING AN D LANDSCAPE D~ST~iCTS VENIC LES BUiLDiNGS AND FAC;I LT~ES REVERSE OS,~OS!S 17 ST DESALTER WATER PRODUCTION Page 70 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PUBLIC WORKS POSITION CONTROL REPORT POSITION CONTROL REPORT DEPT 01-02 01-02 01-02 02-03 CURR YTD VACAN- PROP BUDGET ACT CIES BUDGET PW Administration Dir. Pub. Works/City Eng. Administrative Services Manager Administrative Secretary En~ineerin~ Engineering Services Manager Senior Project Manager Associate Civil Engineer Senior Public Works Inspector Assistant Civil Engineer Junior Civil Engineer Public Works Inspector Engineering Aide Streets Field Services Manager Office Support Specialist Maintenance Supervisor (Facilities/Streets) Maintenance Leadworker Maintenance Worker Equipment Operator Landscape Field Services Manager Office Support Specialist Maintenance Supervisor (l,andscape) l-eadworker Playground Equip/Contr Ad Maintenance keadworker Maintenance Worker Vehicles Field Services Manager Office Support Specialist Maintenance Supervisor (Vehicle) Equipment Mechanic Mechanic's Helper Facilities Field Services Manager Office Support Specialist Maintenance Supervisor (Facilities/Streets) Maintenance Worker PW Emergency Services Office Support Specialist PUBLIC WORKS TOTAL 01-401 1.0 1.0 1.0 01-401 1.0 1.0 1.0 01-401 1.0 1.0 1.0 3.0 3.0 3.0 01-402 1.0 1.0 1.0 01-402 1.0 1.0 1.0 01-402 2.0 2.0 2.0 01-402 1.0 1.0 1.0 01-402 2.0 1.0 (1.0) 2.0 01-402 1.0 1.0 1.0 01-402 2.0 2.0 2.0 01-402 1.0 1.0 1.0 11.0 10.0 (1.0) 11.0 01-403 0.25 0.25 0.25 01-403 0.25 0.25 0.25 01-403 0.50 01-403 1.0 1.0 1.0 01-403 3.0 2.0 (1.0) 3.0 01-403 3.0 3.0 3.0 7.5 6.5 (1.0) 8.00 01-404 0.25 0.25 0.25 01-404 0.25 0.25 0.25 01-404 1.0 1.0 1.0 01-404 1.0 1.0 1.0 01-404 2.0 2.0 2.0 01-404 11.0 11.0 11.0 15.5 15.5 15.50 01-406 0.25 0.25 0.25 01-406 0.25 0.25 0.25 01-406 1.0 1.0 1.0 01-406 3.0 3.0 3.0 01-406 1.0 1.0 1.0 5.5 5.5 5.50 2.5 2.5 2.00 01-410 1.0 1.0 1.0 1.0 1.0 1.0 Page 71 46.0 44.0 (2.0) 46.0 01-407 0.25 0.25 0.25 01-407 0.25 0.25 0.25 01-407 1.0 1.0 0.5 01-407 1.0 1.0 1.0 City of Tustin 2002-03 FY Operating and Capital Improvement Budget EXPENDITURE SUMMARY 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 Public Works Total Personnel Operations Capital Public Works Total 99/00 00/01 01/02 01/02 02/03 Actual Actual Cur Bud Proiection Requested 261,306 275,438 156,054 155,472 0 0 417,360 430,910 369,805 291,071 284,700 180,110 9.447 9.221 663,952 480,402 302,746 157,680 0 460,426 749,125 705,538 1,068,787 1,104,689 0 0 1,817,912 1,810,228 881,416 746,914 1,585,416 1,083,492 0 217 2,466,832 1,830,623 883,833 1,513,175 0 2,397,008 391,368 388,252 255,488 269,572 5.172 27.422 652,027 685,247 430,644 381,024 168,648 153,634 55.200 9.116 654,492 543,774 508,210 207,734 8,100 724,044 752,774 790,840 781,791 763,050 0 21.601 1,534,564 1,575,491 879,117 833,452 921,190 857,866 63.700 83.700 1,864,007 1,775,018 937,405 932,689 85,500 1,955,594 315,992 339,504 237,621 233,084 0 25.415 553,613 598,003 345,132 345,132 275,995 271,995 5.000 4.500 626,127 621,627 361,314 286,723 5,000 653,037 95,255 132,894 547,109 577,910 0 3,113 642,364 713,916 195,195 124,865 683,616 680,351 29,453 29,453 908,264 834,669 133,029 739,144 0 872,173 46,526 48,034 49,509 49,509 15,946 11,288 14,700 10,493 0 0 0 0 62,473 59,322 64,209 60,002 51,253 14,750 0 66,003 2,612,427 2,680,584 3,062,878 3,115,146 5,254 77,634 5,680,313 5,873,118 3,150,900 2,772,049 3,934,347 3,238,023 162,882 136,289 7,247,883 6,146,115 3,177,871 3,851,978 98,682 7,128,285 Page 72 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PUBLIC WORKS - ADMINISTRATION DESCRIPTION: The Administration Division coordinates and provides direction to all Public Works Divisions and Water Service field operations. This Division provides research and analysis of current and proposed Public Works projects, programs and services to ensure benefit, safety and convenience to the community and general public. TASKS: 4. 5. 6. 7. Perform interagency coordination and administer County, State and/or Federally funded projects and programs. Provides oversight and management of the Public Works and Water Capital Improvement and Operations Budgets. Monitor the Departmental productivity measurement system. Administers Solid Waste and Cable TV Franchise Agreements. Administers contract agreements for various City Services. Administers the Vehicle Purchase Program. Manages City records with respect to Public Works and Engineering. 2002-03 GOALS: Further increase the effectiveness of Commercial Waste Recycling Programs to insure compliance with AB-939 diversion requirements. Resolve issues related to the AT&T Cable TV franchise. Complete Construction of Main Street Reservoir Facilities. Complete Construction of El Camino Real/Old Town street improvements. 2001-02 FY ACCOMPLISHMENTS: 2. 3. 4. Increased overall City waste recycling and waste diversion by 10 percent. Completed comprehensive review of AT&T Franchise compliance. Implemented a new CIP project tracking system. Implemented Public Works Program Cost Center Reporting System. Page 73 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PUBLIC WORKS- ENGINEERING DESCRIPTION: The Engineering Division designs and prepares plans for the City's Capital Improvement Program; inspects all projects within the public right-of-way; maintains records to promote the general safety and well-being of the community; and coordinates all inter/intra community related regional traffic pertinent to pedestrian and vehicular safety. TASKS: Prepare plans, cost estimates and reports for Capital Improvement Projects. Conduct plan checks on subdivision/parcel maps and perform construction inspection involving public improvements. Conduct City-wide traffic studies inclusive of, but not limited to, traffic safety, arterial highway classification review; new development impacts; and modification and synchronization of the traffic signal systems. Maintain maps, records and reports for all public improvements. Provide public assistance to include response to engineering and traffic related inquires concerns and complaints. Perform contract administration and provide technical assistance to other City departments and outside agencies. Administer East Tustin Assessment District, the Tustin Landscape and Lighting District. Prepare and Administer contracts for City Pavement Management System, Traffic Signal Maintenance and Pavement Striping. 2002-03 GOALS: Complete construction of Irvine Boulevard Storm Drain between El Modena-lrvine Channel and Hold Avenue. Complete construction of the Red Hill Avenue Widening at the Interstate Route 5area. Complete construction of the traffic signal modifications at Red Hill Avenue and San Juan Street. Complete construction of Pavement Rehabilitation projects on Bryan Avenue, Main Street and Jamboree Road. Award construction contract for the Newport Avenue/Irvine Boulevard Intersection Enhancement Project. Complete construction of the Old Town Streetscape Project. Page 74 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 2001-02 FY ACCOMPLISHMENTS: 1. Completed construction of the Tustin Commuter Rail Station. 2. Completed update to City's Public Works Standards. 3. Completed construction of the Edinger Avenue Widening Project between east of Red Hill Avenue and west of Jamboree Road. PERFORMANCE INDICATORS: FY00/01 FY01/02 CIP and maintenance projects managed CIP and maintenance projects completed Construction inspections performed and completed Development plans reviewed 41 32 9 10 5,000 6,800 550 580 Page 75 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PUBLIC WORKS- STREETS DESCRIPTION: The Streets Division ensures the aesthetic image and safe environment desired by the community by, assuring proper signage and striping and by maintaining all streets, sidewalks, bike trails, median, parkways, storm drains and catch basins within the public right-of-way. TASKS: 1. 2. 3. 4. 5. 6. 2002-03 GOALS: 1. Implement NPDES procedures and BMP's as required by permit. 2. Establish in-house curb painting program. 2001-02 FY ACCOMPLISHMENTS: Maintain asphaltic concrete paved areas through in-house repairs and administration of contractual services. Maintain all publicly owned storm drains, catch basins and surface drainage facilities. Maintain all turf foliage within the street medians/parkways. Perform litter control in the public right-of-way. Perform traffic sign maintenance program as directed by the Engineering Division, Traffic Section. Perform sidewalk maintenance as needed. Established catch basin inventory and maintenance procedures. Replaced/Installed new street sweeping signs throughout the City. Established Mini-sweeper Program. FY00/01 FY01/02 PERFORMANCE INDICATORS: Service/maintenance requests completed Sign maintenance/replacements Curb Painting (LF) # of Catch Basins Inspected/Cleaned 800 876 652 861 12,527 3,700 398 1,027 Page 76 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PUBLIC WORKS- LANDSCAPE DESCRIPTION: The Landscape Division maintains all City parks, landscaped 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: Maintain turf in parks on a scheduled basis. Operate and maintain parks and streets landscape irrigation systems to ensure proper water management being mindful of water conservation. Maintain foliage by spraying, removing and/or replacing as required. Perform graffiti removal, weed abatement program in parks and public right-of-ways. Conduct regular maintenance and repair of park grounds and play equipment, structures and eating facilities. Administer citywide Tree Trimming and Landscape Maintenance contracts. 2002-03 GOALS: 2. 3. 4. Resurface Heritage Park Hockey Park. Paint Sports Park Snack Bar and Restroom Building and perimeter fence. Clean all landscape storm drain inlets. Complete demo project for WICK Irrigation Installation on Jamboree Road. 2001-02 FY ACCOMPLISHMENTS: 2. 3. 4. 5. PERFORMANCE INDICATORS: Renovated turf in all parks. Conducted annual Arbor Day celebration. Develop and implement playground safety inspection crew. Renewed Landscape Maintenance Contracts. Executed Reimbursement Agreement w/IRWD for WICK Irrigation Installation on Jamboree Road. FY00/01 FY01/02 Square footage of weed abatement performed Square footage of turf mowed annually Water managed for landscape water usage for City facilities, street medians and L & L district. 5.4 million 4.3 million 80.5 million 154.5 million 82 million gallons 105 mil gallons Page 77 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PUBLIC WORKS- VEHICLES DESCRIPTION: The Vehicle Maintenance Division provides general repair and preventive maintenance for all City vehicles and other mechanical equipment, as well as maintaining a vehicular/equipment history for timely replacements and/or new purchases in a cost effective manner. Supervise the Street Sweeping Program. TASKS: 1. 2. 3. 4. 5. 2002-03 GOALS: 1. Update Vehicle Lese Fund as needed. 2. Acquire new/replacement equipment and vehicles. 3. Complete the Monitoring Wells Investigation Project at the maintenance fuel island. 4. Investigate availability of propane engine for heavy duty vehicles. 2001-02 FY ACCOMPLISHMENTS: Perform major and minor repairs on vehicles and other mechanical equipment. Maintain preventative maintenance program on vehicles and other mechanical equipment. Provide fuel and maintain vehicle and equipment fueling facilities for the City and Tustin Unified School District. Conduct licensing/inspection of vehicles as required by State Department of Motor Vehicles. Supervise Citywide Street Sweeping Program. Completed/updated -Vehicle Lease Fund. Purchased all fiscal budgeted equipment/vehicles and auctioned surplus equipment. Installed/implemented the 800 mhz radio system in Public Works. FY00/01 FY01/02 PERFORMANCE INDICATORS: City vehicles and rolling stock maintained Work orders for preventive maintenance Shop repairs performed Curb miles of street sweeping 108 906 2,528 16,171 17,794 Page 78 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PUBLIC WORKS- FACILITIES DESCRIPTION: The Facility Maintenance Division performs and administers building maintenance and repair to provide a clean, healthy and safe environment for the employees and the general public. TASKS: 1. Perform or administer contract building repairs in all public facilities including structural, plumbing, electrical and painting repairs. 2. Administer contracted maintenance tasks in all public facilities including janitorial, building security, and HVAC. 2002-03 GOALS: 1. Establish annual HVAC cleaning procedures. 2. Establish/implement BMP's for NPDES requirements. 3. Establish Yard Master for City Maintenance Facility. 2001-02FY ACCOMPLISHMENTS: 1. Renovated Field Services' offices and coordinated Water Division move to Field Services yard. 2. Rebalanced and cleaned HVAC system at City Hall and the Police Department. 3. Reestablished the Sweeper Wash Program at city yard after installation of new canopy and connecting the drain to the sewer system (by special permit). 4. Repainted the Civic Center. PERFORMANCE INDICATORS: FY00/01 FY01/02 Area of City facilities maintained Service and work request completed 190,825 sq. ft. 202,215 sq. ft. 544 810 Page 79 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 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. Implement the State mandated Standardized Emergency Management Systems (SEMS). 2. Update the City's Emergency Plan to comply with SEMS. 3. Implement a training program to prepare all City staff for emergency response and management. 4. Assure the adequate preparation of City emergency response facilities. 5. Coordinate emergency preparation activities with other agencies and the general public. 2002-03 GOALS: 1. Conduct City staff briefing on Emergency Plan. 2. Conduct table top exercise in operations and communications. 3. Coordinate the development of a City wide Hazardous Materials Response Procedure. 4. Coordinate City hazardous materials training. 2001-02 FY ACCOMPLISHMENTS: 1. Coordinated post 9-11 information dissemination and response efforts. 2. Obtained City Council approval of City Emergency Plan. Page 80 POLICE LLI 8 City of Tustin 2002-03 FY Operating and Capital Improvement Budget POLICE POSITION CONTROL REPORT POSITION CONTROL REPORT DEPT 01-02 CURR BUDGET 01-02 01-02 02-03 YTD VACAN- PROP ACT CIES BUDGET Police Administration Police Chief 01-501 Police Captain 01-501 Executive Secretary 01-501 Administrative Secretary 01-501 Patrol Services Police Lieutenant 01-502 Police Officer 01-502 Police Sergeant 01-502 Investigative Services Parking Control Officer 01-503 Police Lieutenant 01-503 Police Officer 01-503 Police Sergeant 01-503 Police Services Officer 01-503 Administration Services Admin./Support Services Manager Communications Officer Lead Communications Officer Police Services Officer Police Support Leadworker Police Support Specialist Police Support Specialist II Property & Evidence Leadworkr Property And Evidence Technic Support Services Supervisor POLICE TOTAL 01-504 01-504 01-504 01-504 01-504 01-504 01-504 01-504 01-504 01-504 1.0 1.0 - 1.0 2.0 2.0 - 2.0 1.0 1.0 - 1.0 1.0 1.0 - 1.0 5.0 5.0 - 5.0 3.0 3.0 - 3.0 48.0 48.0 - 48.0 10.0 10.0 - 10.0 61.0 61.0 - 61.0 1.0 1.0 - 1.0 2.0 2.0 - 2.0 24.0 24.0 - 24.0 4.0 4.0 - 4.0 2.0 2.0 - 2.0 33.0 33.0 - 33.0 1.0 1.0 - 1.0 12.0 10.0 (2.0) 12.0 1.0 1.0 - 1.0 8.0 5.0 (3.0) 8.0 1.0 1.0 - 1.0 9.0 7.0 (2.0) 9.0 3.0 3.0 - 3.0 1.0 1.0 - 1.0 2.0 2.0 - 2.0 2.0 2.0 - 2.0 40.0 33.0 (7.0) 40.0 139.0 132.0 (7.0) 139.0 Page 83 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 4, EXPENDITURE SUMMARY Police Department 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 Police Department Total Personnel Operations Capital Police Department Total 99/00 00/01 01/02 01/02 02/03 Actual Actual Cur Bud Prqiection Requested 604,155 530,019 34,994 45,473 0 19~000 639,149 594,492 582,147 582,147 54,526 54,401 0 0 636,673 636,548 585,542 71,668 0 657,210 6,509,738 6,453,704 543,170 642,966 133~390 87~118 7,186,298 7,183,788 5,205,511 5,205,511 723,651 710,618 367~465 367~465 6,296,627 6,283,594 5,821,997 664,483 31,230 6,517,710 1,314,773 1,533,964 133,070 601,741 0 8~418 1,447,842 2,144,123 3,349,444 2,673,492 717,726 737,852 47~075 47~075 4,114,245 3,458,419 3,189,332 715,425 0 3,904,757 2,605,450 2,726,054 368,190 331,596 0 59~285 2,973,639 3,116,934 2,386,819 2,386,819 465,532 440,382 0 0 2,852,351 2,827,201 2,375,014 447,681 0 2,822,695 11,034,116 11,243,741 1,079,423 1,621,776 133~390 173~820 12,246,929 13,039,338 11,523,921 10,847,969 11,971,885 1,961,434 1,943,253 1,899,257 414~540 414~540 31,230 13,899,895 13,205,762 13,902,372 Page 84 City of Tustin 2002-03 FY Operating and Capital Improvement Budget POLICE DEPARTMENT- ADMINISTRATIVE SERVICES DIVISION DESCRIPTION: The Administrative Services Division provides support assistance for all other police department divisions in order to maintain the 24-hour operation of the Police Department. It maintains a centralized records system for the Police Department. Provides supervision, coordination, training, and staffing of the Communications Section, Records Section, Property and Evidence Section, all department clerical support personnel, and Police Service Officers. The Administrative Services Division coordinates and monitors the Department budget and petty cash disbursement. It provides facilities management for the physical Police Department buildings and parking structure; including, but not limited to, computerized access control systems, closed circuit television monitoring, multi-channel logging recorders, fire alarm systems, etc. It provides management, support and maintenance of Police Department information and communication systems. The Division Commander acts as Information Systems Manager on a citywide basis. TASKS: 2. 3. 4. 5. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Provides planning and research for various Police Department functions. Coordinates and monitors the Department's fiscal activities on a daily basis. Provide copies of police reports, statistics, etc., to the public in accordance with State guidelines. Maintains and provides criminal, incident and traffic activity information. Provides statistical and crime data to Federal and State agencies, to police personnel, and the community. Provides accurate documentation, storage, and retrieval of all property and evidence. Audits, inventories, and purges accumulated property within the legal guidelines. Maintains accurate records for fiscal review and orders department supplies and equipment. Development, implementation and maintenance of the Department's automation projects including computer-aided dispatch, records management systems, optical imaging systems, etc. Establishes comprehensive operating procedures for all sections and positions within the division. Provides support functions to sworn personnel throughout the Agency. Provides supervision and direction to the various Sections within the Services Division. Provides management and support of Information and Communications Systems. Provides facilities management and support. Operates the Livescan electronic fingerprint system to print all persons in custody of the Police Department. Obtains all "mugshot" photographs of all persons in custody of the Police Department. Page 85 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 17. Makes all police reports and related documentation available on a Department wide basis through the Optical Imaging System within six (6) hours of the time the event was reported to the Police Department. 2002-03 GOALS: Complete the implementation and coordinate training for the Mobil Data Computer System. Recruit, train, and staff the Department's Crime Scene Investigation Unit. Maintain and expand areas within the Department where Police Services Officers can be used to augment sworn personnel in performing duties not requiring sworn powers. Successful transition to Phase I of E-9-1-1 Wireless Transfer migration. Maintain high standards of customer service and Response to the Community. Implement recruitment strategies that target the pool for civilian positions consistent with the community's expectations and the Police Department's staffing needs. Provide an environment that encourages and supports civilian employee development and continuing education through training and varied work experience. Continue to monitor emerging technologies and their applicability in the Police Department. 2001-02 FY ACCOMPLISHMENTS: Coordinated and administered the COPSMORE grant project for Mobile Data Computers. At the conclusion of year two, working with the BreaMDS Consortium, all equipment has been purchased and installed, the backbone is complete, and work continues on the implementation of the units in the field. We expect to complete training and implementation by the first quarter of 2002. Upgraded the closed-circuit video surveillance system to include cameras on the Police Memorial in the front of the police facility and in the city's administrative offices. Upgraded and replaced the CCTV recording system. Coordinated the research and handled the purchase of two Identification Card systems; one for use at the Police Department and one in Human Resources. Coordinated the research and handled the purchase of digital cameras for the Department to replace the Polaroid cameras in all police units. Coordinated training of all personnel, updated forms and property booking policies and procedures, and coordinated with the court reference the admission of digital photography in criminal cases. A combined group of division staff conducted four (4) city-wide classes in "How to Handle Difficult People". Division staff prepared and wrote the curriculum and conducted the training. Replaced the 9-1-1 Vesta telephone system monitors in the Communications Center. Each workstation monitor was replaced by the newer technology "flat panel" monitors freeing up much needed desktop space. Three civilian employees completed the Red Cross First Aid/CPR training certification class. These three, all Communications Officers, are now certified trainers for the agency and are actively involved in conducting training classes for both sworn and civilian personnel. Page 86 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. Coordinated the annual CLETS audit with the Department of Justice. Our agency passed with special recognition for our outstanding training program. Coordinated the annual Detention Facility Audit with both the Department of Health Services and the Department of Corrections. Two civilian employees completed POST Certification education as forensic technicians. Both employees were instrumental in designing and stocking the new Mobile Forensics Laboratory which is scheduled to be in service by mid-2002. CKilian personnel will staff the mobile lab. Coordinated the compilation of the Department's 13-million dollar budget. Coordinated Tustin Police Department's attendance and participation in the annual "Emergency Vehicle Exposition". Our Community Response Vehicle won the first place award in its category. Researched and developed new procedures, forms, filing processes, and public handouts for "identity theft" crimes. This new procedure has streamlined the Department's response to this ever-increasing crime problem. Property and Evidence staff booked, and/or handled, 12,712 individual items of evidence and/or personal property. Property and Evidence staff purged 6,337 items from departmental control and storage pursuant to the close of the prosecutorial process and/or statute of limitations. Communications staff received and directed police response to 15,109 "9-1-1" emergency calls for service. Communications staff received and coordinated police response to 116,747 calls for service. Police Services Officers responded to, investigated, and wrote a total of 1,558 police reports. Records Section staff handled the booking process of mug shot photography and Livescan fingerprint capture for a total of 1,230 department arrestees. Page 87 City of Tustin 2002-03 FY Operating and Capital Improvement Budget POLICE DEPARTMENT- PATROL DIVISION DESCRIPTION: The Patrol Division provides the availability of uniformed officer(s) responsible for responding to citizen calls for service and personal observations of criminal or suspected criminal activity twenty-four hours a day, 365 days a year; the initial investigation and subsequent documentation of violations of the law; statistical analysis of specific criminal offenses; enforcement of local and state laws and the arrest of suspected offenders; investigation of miscellaneous, non-criminal incidents; preservation of life and property during natural disaster, providing emergency first aid as required at scenes of medical emergencies; provision for mutual aid as needed; general traffic enforcement and investigation in the absence of specialized traffic accident investigation personnel; supervision, coordination training and deployment of all uniformed personnel including the personnel of the K-9 Program, Bicycle Enforcement Detail, and the Police Reserve Program. TASKS: 1. Maintain an average patrol time availability of 20% per Officer. 2. Write and/or record all police reports. 3. Provide crime suppression through specific crime analysis and a high degree of visibility of patrol units in the high crime areas. 4. Provide crime suppression through deployment of special enforcement units. 5. Apprehend, transport and book offenders. 6. Document and evaluate job performance of all assigned personnel. 7. Conduct presentations before public and private groups including Community Watch Programs. 8. Conduct briefing sessions and roll call training. 9. Conduct quarterly training days for all sworn assigned personnel. 10. Conduct firearms training and qualification. 11. Decrease the number of abandoned vehicles left on City streets and private property through the vehicle abatement program. 12. Maintain an appropriate number/level of available resources (personnel and equipment) in order to achieve the above-stated tasks without the necessity of service level reductions. 13. Maintain and refine the Field Training Officer program. 14. Establish comprehensive operating procedures. 15. Support and enhance the traffic division. 2002-03 GOALS: 1. Respond to emergency calls within a 4-minute response time. 2. Respond to non-emergency calls with a 15-minute response time. Page 88 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 4. 5. 6. 7. Fully implement the Mobile Data Computer project. Conduct a minimum of 4 specialized training days for all sworn personnel. Maintain an average patrol time availability of 20% per officer. Recruit, train, and retain sufficient personnel to meet Department needs. Establish a Crime Scene Investigation Unit. 2001-02 FY ACCOMPLISHMENTS: Responded to 51,234 calls for service (CY2001). Reached approximate 90% completion of the Mobile Data Computer Project. The Bicycle Team generated 226 field contacts; 330 Community Oriented Policing contacts; made 49 misdemeanor and 18 felony arrests; wrote 52 citations; made 46 probation/parole contacts; and documented 95 field interviews. The Canine program had 644 notable uses; 16 officer safety related calls; conducted 704 searches; performed 17 demonstrations; and had 43% manpower and 43% timesaving compared to accomplishing the same tasks without a canine (CY2001). The Reserve Officer program worked 2,591 hours (CY2001). Conducted five specialized training days for all sworn personnel. Ordered a Crime Scene Investigation (CSI) vehicle and procured the necessary technical supplies to outfit it. Procured the "Pepperball" non-lethal delivery system and completed training of 2 certified trainers. Page 89 City of Tustin 2002-03 FY Operating and Capital Improvement Budget POLICE DEPARTMENT- INVESTIGATIVE SERVICES DIVISION DESCRIPTION: The Investigative Services Division is comprised of three general areas of service, they are; the Investigative Sections; the Community Resources Section; and the Traffic Section. The Investigative sections, which include General Investigations, Special Investigations and Gang Unit; are responsible for investigating crimes against persons and property, juvenile cases, vice, narcotics, white collar crime, criminal intelligence gathering, and gang suppression. The Community Resources section encompasses D.A.R.E., Personnel and Training, Crime Prevention, Area Resource, and School resource. Finally, the Traffic Section supplements the Patrol Division through specialized deployment of motorcycle officers to combat specific traffic problems as outlined by he traffic accident analysis. The Traffic Section also provides commercial enforcement, parking control, and the abatement of abandoned vehicles. Crime Prevention is achieved through educating the community about safety awareness primarily through crime and accident prevention, detection, and apprehension. Personnel in this section maintain positive public relations with the community, media, other city departments, and law enforcement agencies. Personnel and Training monitors and implements mandated training for all police personnel. TASKS: 4. 5. 6. 10. 11. 12. 13. 14. Manage, plan, organize, and audit the Investigations functions of the Department. Provide case audit and management of workable follow-up investigations for the identification, and apprehension of offenders, and recovery of property. Identify and respond to community needs and expectations concerning the juvenile justice system. Utilize the juvenile diversion program provided by the Assessment and Treatment Services Center. Investigate crimes dealing with vice, narcotics, gang, and white-collar crimes. Support the Patrol Division as necessary to ensure achievement of the Department's goals and tasks. Establish comprehensive operating procedures. Reduce traffic accidents through analysis programs coupled with comprehensive selective enforcement program. Cross-train all patrol officers in traffic matters. Investigate businesses requiring city permits and/or licenses. Coordinate the processing and selection of the best qualified persons for positions within the Police Department. Maintain complete and accurate personnel and departmental records. Coordinate the training for all departmental personnel. Provide training and learning opportunities as it relates to their individual task assignments. Institute an extensive personnel recruitment program. Page 90 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 15. Expand the DARE program and continue to provide other youth programs. 2002-03 GOALS: 1. Continue to maintain an 80% or better clearance rate of assigned case investigations. 2. Initiate one additional program within the TUSD geared toward crime deterrence or crime prevention. 3. Add the topic of "Homeland Security" to our Neighborhood Watch Programs. 4. Expand the existing part time Commercial Enforcement traffic efforts by 10% with a goal of establishing a full time unit within the Traffic Division. 5. Conduct quarterly traffic safety or sobriety checkpoints during the year. 6. Continue to impact traffic accidents (both injury and non-injury) through engineering, enforcement, and education programs. 7. Reevaluate the Department Mission and Value statements to ensure they are contemporary and understandable to all personnel. 8. Increase participation in job fairs at the college, military and industry level by 10% 9. Design and procure a new DARE vehicle for the Department to further promote the awareness of a drug free environment and lifestyle for at risk youth. 10. Develop or obtain a computer software program designed to track and monitor mandated as well as optional training for all employees. 2001-02 ACCOMPLISHMENTS: 1. Maintained an 80% plus clearance rate of assigned case investigations. 2. Implemented the "Every 15 Minutes" DUI education program at Tustin High School. 3. Facilitated distribution of "Crisis Response Boxes" within TUSD schools. 4. Initiated a rotational School Resource Officer program in the middle schools by better utilization of existing personnel assigned to the DARE program. 5. Presented 25 Neighborhood Watch Programs. 6. Added 5 personnel to the Volunteer Program. This program also reached a milestone this year with several volunteers reaching their "1000 Hour" achievement recognition. 7. Initiated a "Volunteers on Patrol" program placing volunteers into the community to assist police patrol on non-emergency calls for service as well as concentrating on code enforcement issues such as "snipe sign" removal. 8. Completed development of new computerized Departmental Identification System. 9. Initiated a part time Commercial Enforcement Team from within existing Traffic Section personnel that resulted in over 1,250 hazardous commercial violations being identified and cited. 10. Personnel took on a leading role in the Goldenwest College/California Peace Officers Association Leadership Development course. This course develops front line personnel for promotion through a mentoring system of training. Page 91 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 11. 12. 13. 14. 15. 16. Developed a Leadership Library for departmental use, which consists of over 75 management and supervisory tapes, books and videos, related to management styles and community oriented policing. Increased participation in the "E-Watch" website for business crime prevention. Completed an extensive audit of department personnel files and brought them into compliance with local, state, and federal law for the purposes of discovery and prosecutorial review. Obtained a new "Recruit Display" booth for use at job fairs. Conducted a recruit level hiring process for police officer applicants for the first time in over a decade. Added two new Chaplains to the existing Police Chaplain Unit. Page 92 City of Tustin 2002-03 FY Operating and Capital Improvement Budget POLICE DEPARTMENT- ADMINISTRATION DESCRIPTION: This division directs the day-to-day operations of the Police Department; its primary responsibility is to ensure that the Department's purpose of providing protection to life and property through crime and accident prevention, detection and apprehension, is achieved. The Administration Division provides leadership and management direction to all Police Department functions. Assigned personnel monitor employee recruitment and promotions, review all employee evaluations, and take disciplinary actions as necessary. Staff also responds to citizen contacts and represents the Police Department within the City, County, and State. Employees of this division oversee the management of information systems city-wide. Staff coordinates time keeping and budget control for the department as well as secretarial service to division heads. Crime statistics are maintained and research projects conducted to assist all Department Divisions in achieving the Police Department's goal of reducing crime. TASKS: 2. 3. 4. 5. 6. 7. 8. 9. Provide administrative leadership to the entire Department. Provide budget direction and control. Review and implement new programs to enhance effectiveness of Department. Ensure free flow of internal and external information. Participate in citywide team management concepts. Provide direction and analysis to staff projects. Coordinate with other law enforcement agencies, local, state, and federal. Coordinate Police Department activities with other City Departments. Continue to provide consistent and uniform levels of police services as the community grows. 2002-03 GOALS: Conduct a goal setting workshop in order to reevaluate the Police Department's direction towards establishing a Strategic Plan. Revisit the goals and objectives established at the 2000 Team Building Workshop. Maintain and follow-up on a mentoring program that was started in 2001 for all levels from Officer to Sergeant. Encourage involvement of the Police Department Command Staff in City affairs as well as state associations and committees. Stay proactive and involved in legislative issues, both state and local, affecting Tustin Police Department and the City of Tustin. Develop proactive plans to address our recruitment and retention issues at all levels of the Police Department. Continue the reduction in Part I crimes by at least 3%. Page 93 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 8. Ensure the Tustin Police Department remains on the cutting edge of technological advances. 9. Ensure the continued involvement with the TUSD in proactive youth programs. 2001-02 FY ACCOMPLISHMENTS: 1. The crime rate for calendar year 2001 was down 3% for Part I crimes. 2. Emergency response times remained below 5 minutes for the year. 3. We have conducted two follow-up sessions to affirm and evaluate the goals and objectives established at the 2000 Team Building Workshop. 4. Police Department employees are involved in every service club in the community. 5. Police Department employees are active in a variety of state organizations that keep us proactive and involved in legislative issues. 6. We have achieved many milestones in technological advancement, among them are: 7. The 800 MHz Coordinated Communications project reached completion, with installation, training and implementation concluding during the calendar year. 8. Mobile Data Computers were installed in all police units 9. We have purchased, and are in the process of stocking and staffing a Crime Scene Investigation Mobile Laboratory, with a project launch date in mid-2002. 10. We purchased and implemented an elaborate paintball weapon system and added taser weapons to our equipment resource list. Page 94 FIRE City of Tustin 2002-03 FY Operating and Capital Improvement Budget FIRE EXPENDITURE SUMMARY 1999/00 2000/01 2001/02 2001/02 2002/03 Actual Actual Cur Bud Projection Req/Proj FIRE SERVICES Personnel Operations Capital TOTAL: 3,722,496 3,852,783 3,987,630 3,987,630 4,127,197 3,722,496 3,852,783 3,987,630 3,987,630 4,127,197 Page 96 City of Tustin 2002-03 FY Operating and Capital Improvement Budget FIRE SERVICES DESCRIPTION: The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public education, and paramedic services. The Fire Authority serves nineteen cities and the County of Orange through a Joint Powers Agreement. One member of the Tustin City Council serves on the Board of Directors of the Fire Authority. In July 2000, the City approved a new ten-year contract with the Fire Authority. Page 97 This Page Intentionally Left Blank PARKS AND RECREATION City of Tustin 2002-03 FY Operating and Capital Improvement Budget PARKS AND RECREATION POSITION CONTROL REPORT POSITION CONTROL REPORT DEPT 01-02 01-02 01-02 02-03 CURR YTD VACAN- PROP BUDGET ACT C1ES BUDGET P & R Administration Administrative Secretary Recreation Superintendent Director, Parks & Recreation Sports Sports Field Specialist Recreation Coordinator Community Svcs. Asst. Recreation Supervisor Recreation Program Assistant Recreation Program Assistant Classes/Cultural Arts Community Svcs. Asst. Recreation Coordinator Clerk Typist Recreation Program Assistant Senior Programs Recreation Supervisor Recreation Coordinator Sr. Center Receptionist Sr. Center Rec. Program Assistant Sr. Center Van Driver P & R Support Services Custodian Custodian Custodian Tustin Youth Center Recreation Coordinator Recreation Program Assistant PARKS& RECREATIONTOTAL 01-701 1.0 1.0 1.0 01-701 1.0 1.0 1.0 01-701 1.0 1.0 1.0 3.0 3.0 3.0 01-702 1.0 1.0 1.0 01-702 1.0 1.0 1.0 01-702 1.0 1.0 1.0 01-702 1.0 1.0 1.0 01-702 0.5 (0.5) 0.5 01-702 0.5 (0.5) 0.5 01-703 01-703 01-703 01-703 5.0 4.0 (1.0) 5.0 1.0 1.0 1.0 1.0 1.0 1.0 0.5 0.5 0.5 0.5 (0.5) 0.5 3.00 2.50 (0.5) 3.00 01-705 1.0 1.0 1.0 01-705 1.0 1.0 1.0 01-705 0.5 0.5 0.5 01-705 0.5 0.5 0.5 01-705 0.5 0.5 0.5 01-706 01-706 01-706 3.50 3.50 3.50 4.0 4.0 4.0 0.5 0.5 0.5 0.5 (0.5) 0.5 5.0 4.5 (0.5) 5.0 01-707 1.0 1.0 1.0 01-707 0.5 0.5 0.5 1.5 1.5 1.5 21.0 19.0 (2.0) 21.0 Page 101 City of Tustin 2002-03 FY Operating and Capital Improvement Budget EXPENDITURE SUMMARY 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 Parks and Recreation Total Personnel Operations Capital Parks and Recreation Total 99/00 00/01 Actual Actual 256,791 271,073 35,741 49,691 2~500 15~834 295,032 336,598 282,772 326,237 192,250 211,095 4,364 2,002 479,386 539,334 151,908 156,133 234,018 238,079 3,262 3,256 389,189 397,469 217,382 163,831 124,557 151,389 884 636 342,823 315,856 185,894 224,212 6,443 6,786 0 12,445 192,337 243,444 109,011 117,793 58,600 85,762 0 362 167,610 203,917 1,203,758 1,259,278 651,609 742,802 11,010 34,536 1,866,377 2,036,616 01/02 01/02 Cur Bud Proiection 02/03 Requested 285,925 285,925 55,198 55,198 4~000 4~000 345,123 345,123 288,093 58,698 4,000 350,791 382,380 382,380 240,106 247,626 7,450 7,450 629,936 637,456 417,904 268,729 6,940 693,573 132,120 148,590 226,630 245,945 2,084 2,084 360,834 396,619 135,050 274,409 38,835 448,294 192,805 192,775 133,379 168,380 0 0 326,184 361,155 207,329 115,528 0 322,857 222,219 222,219 7,513 7,400 4,746 4,746 234,478 234,365 261,897 7,383 4,000 273,280 131,917 131,917 99,770 97,770 2,200 2,2OO 233,887 231,887 141,851 94,494 2,200 238,545 1,347,366 1,363,806 762,596 822,319 20,480 20,480 2,130,442 2,206,605 1,452,125 819,241 55,975 2,327,341 Page 102 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PARKS & RECREATION-- ADMINISTRATION DESCRIPTION: The Administration Services Division provides coordination to manage the planning, acquisition and rehabilitation of park and recreation facilities; assists with the coordination of a variety of special events; develops programs and facilities for the Tustin Legacy project; implements improved facility management programs; develops marketing programs for department events; coordinates technology to improve efficiency and effectiveness; and develops and implements a fiscal management system. TASKS: 1. Implement and revise Seven-Year Capital Improvement Program. 2. Provide management of Capital Improvement Program. 3. Provide staff support to City Council and Parks & Recreation Commission. 2002-03 GOALS: 1. Renovate Columbus Tustin Park. 2. Complete Tustin Senior Center Tenant Improvements & Courtyard Landscaping. 3. Complete Frontier Park State Park Facility. 4. Develop Pioneer Road Park. 5. Provide increased budgetary control and oversight. 2001-02 ACCOMPLISHMENTS: 1. Completed Frontier Park Phase I1 Improvements; Bridge replacement & Play Equipment installation. 2. Contracted for architectural services for Pioneer Road Park and State Park and Tustin Area Senior Center Tenant Improvements and Columbus Tustin Park. 3. Renewed lease Agreements with TAFFY and OCPT. 4. Created new community event, Snow Day. 5. Completed renovation of Tustin Sports Park infields. 6. Developed Pioneer Road Park Master Plan & Design Development Report. Page 103 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PARKS AND RECREATION-- SPORTS DESCRIPTION: The Sports Services Division provides active recreation programs, through the utilization of sports, fitness and instructional classes, that provides all ages the opportunity for supervised, active, recreation programs. TASKS: 2. 3. 4. 6. 7. 8. 9. Provide 5600 individual opportunities to participate in a year-round Adult Softball Program. Provide 120 teams the opportunity to participate in the Adult Volleyball Program. Give 640 children the opportunity to participate in the Summer Day Camp Program. Make arrangements for 15 sports organizations to utilize city facilities and issue 125 facility use permits. Allow 150 boys to participate in Youth Flag Football. Provide over 4,260 hours of supervised facility use at the Columbus Tustin Activity Center. Conduct a citywide track and field meet for over 300 boys and girls. Administer tennis lessons to over 1,400 participants. Coordinate the Tiller Day's special event and parade that accommodates over 75,000 people. 2002-2003 GOALS: 2. 3. 4. 5. Increase participation in the youth track and field meet by 10%. Improve sports field maintenance practices and procedures. Increase participation in Little Folks Camp by 20%. Increase Adult Softball participation by 10%. Increase participation in youth sports program by 20%. Page 104 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 2001 -2002 ACCOMPLISHMENTS: Provided three summer day camps for over 640 children ages 3-14: a) Little Folks Camp (new); b) Camp Tustin; and c) Tustin Teen Camp. Increased attendance and community involvement at the three day Tustin Tiller Days event. Renovated infield surface at Tustin Sports Park. Coordinated and implemented structured after-school programs to middle school-aged children at the Columbus Tustin Activity Center. Increased participation by 20% in the youth sports programs for children ages 3-14. Developed and implemented an organized Adult Basketball League at the Columbus Tustin Activity Center. Qualified 70 Tustin children to compete in the SCMAF Orange County Track and Field Meet. Increased summer sports camp offerings. Organized and conducted a subsidized after-school sports program at three Tustin elementary schools. Page 105 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PARKS AND RECREATION-- CLASSES/CULTURAL ARTS DESCRIPTION: The Contract Class Division promotes and coordinates recreational classes for community adults and youth. The division is responsible for program publicity, including the production of the Tustin Today quarterly brochure; procurement of instructors and classroom space; implementation of class registration procedures; coordination of the summer day camp and supervised playground program. TASKS: Provide over 300 quarterly self-interest and leisure classes in such areas as dance, music, art, exercise, and gymnastics for pre-school through senior citizens. Publish the Tustin Today and a variety of flyers and press releases promoting department program and activities. Provide supervised park and playground programs for school-aged children at three elementary schools. Develop and promote special family/holiday events, such as the Halloween Howl, Spring Egg Hunt, Summer Family Showcase, and Concerts in the Park. 2003-2003 GOALS: Increase class offerings by 20% from summer 2002 to summer 2003. Offer on-line class registration. Involve the Parks and Recreation Commission and City Council in special events by providing them with an active role. Present quality summer concert in the park series. 2001-2002 ACCOMPLISHMENTS: Offered 1000 recreational classes attended by over 9000 participants in areas such as dance, parent-child interaction, fitness and personal development. Produced and circulated quarterly issues of the Tustin Today to 30,000 local homes and businesses. Conducted four (4) registration events for impacted classes. Restructured and improved program presentation of annual Halloween Howl event. Offered a fun team building activity for all city employees. Page 106 City of Tustin 2002-03 FY Operating and Capital Improvement Budget Coordinated citywide special events throughout the year including: a) 32nd Annual Spring Egg Hunt; b) Summer Family Showcase Series; and c) Halloween Howl. Developed after-school tennis programs for elementary and middle schools. Page 107 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PARKS AND RECREATION SERVICES DEPARTMENT - TUSTIN FAMILY AND YOUTH CENTER DESCRIPTION: This division is responsible for the programming at the Tustin Family and Youth Center Primary charge of this division is to provide a wide array of recreational activities and human services for families and youth of the southwest area of Tustin. These activities and services are accomplished in collaboration with a variety of regional and local service organizations and agencies. TASKS: Provide comprehensive programs and services for southwest Tustin area children 4-13 years of age and their families. Increase outreach efforts to the community though "Mobile Recreation Programs" designed to provide "drop in" recreational opportunities for children who might not otherwise be able to participate in local recreation. Continue to enhance the teen program and further develop the Youth Action Team (YAT) that provides teens of the Tustin area with the opportunity to gain leadership skills and participate in a variety of recreational and community service opportunities. 2002-03 GOALS: Provide educational, recreational, social and human service opportunities for children and families of the southwest area of Tustin. Continue to collaborate with various agencies in enhancing outreach efforts and "touches" into the community at large. 2001-02 ACCOMPLISHMENTS: Expanded "Mobile Recreation Program" at two additional school sites and various apartment locations. Provided 52 educational opportunities for families and youth. Produced a facility brochure outlining activities and services. Page 108 City of Tustin 2002-03 FY Operating and Capital Improvement Budget RECREATION SERVICES DEPARTMENT - SUPPORT SERVICES DESCRIPTION: The Support Services Division is responsible for performing custodial duties in providing a clean, safe environment for city employees and the general public at City Hall/Civic Center, Columbus Tustin Activities Center, Tustin Area Senior Center, Tustin Family and Youth Center and the Tustin Sports Park Tennis Office. TASKS: Responsible for the care and light maintenance of the Civic Center, Senior Center, Youth Center, Activities Center and Tennis Office. Provide support to the Parks and Recreation Services Department for contract classes and special events by performing set-ups and teardowns for a variety of equipment. Provide support and supervision of facility rentals. 2002-03 GOALS: Maintain and provide staff support for all civic and recreational facilities by providing set-up and tear down for special events, facility rentals, and civic meetings. Continue to provide a preventative maintenance program related to all recreational facilities and functions. 2001-02 ACCOMPLISHMENTS: Provided support to over 2,700 recreational classes and facility rentals. Continued to enhance the preventative maintenance program at all city facilities. Page 109 City of Tustin 2002-03 FY Operating and Capital Improvement Budget RECREATION SERVICES DEPARTMENT- SENIOR SERVICES DESCRIPTION: The Senior Services Division is responsible for the operation and programming of the Tustin Area Senior Center. The primary charge of this division is to provide a wide variety of recreational, educational, social, and human services. These activities are accomplished in collaboration with a variety of regional and local service organizations. TASKS: Provide recreation, education, social and human services designed to assist center participants with activities for daily living, such as: a) Transportation and housing assistance; b) Nutrition; c) Physical and mental well being; and d) Special life enriching interests. Continue to enhance current center transportation program for greater opportunity to meet service needs and maximize transit system efficiency. Provide staff support to the Senior Advisory Board and Senior Center Fund. 2002-03 GOALS: Coordinate and implement the senior outreach program. Enhance the current excursion program providing leisure travel opportunities for senior adults. Provide leadership and direction to the Senior Advisory Board. 2001-02 ACCOMPLISHMENTS: Implemented and evaluated the effectiveness of the senior transportation program. Increased participation levels of recreational, educational, social, and human services programs by 25%. Increased volunteer participation and opportunities by 30%. Page 110 NON-DEPARTMENTAL City of Tustin 2002-03 FY Operating and Capital Improvement Budget NON-DEPARTMENTAL EXPENDITURE SUMMARY 1999/00 Actual 2000/01 Actual 2001/02 Cur Bud 2001/02 Prqjection 2002/03 Req/Proj Non-Departmental Personnel Operations Capital Non-Departmental Total 52,930 5,119,963 35,596 5,208,489 50,741 6,167,527 456 6,218,725 60,000 2,828,1 O0 52O 2,888,620 65,000 2,123,396 135,481 2,323,877 70,000 1,589,200 0 1,659,200 Page 112 COMMUNITY DEVELOPMENT BLOCK GRANT City of Tustin 2002-03 FY Operating and Capital Improvement Budget COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) EXPENDITURE SUMMARY 99/00 00/01 01/02 01/02 02/03 Actual Actual Cur Bud Proiection Requested CDBG 99-00fy, Admin Personnel 87,847 23,689 0 0 0 Operations 113,205 6,799 16,000 16,000 16,000 Capital 10.000 0 0 0 0 20-305 211,052 30,488 16,000 16,000 16,000 CDBG 99-00fy, Non-Dept Personnel Operations (100) 0 0 0 0 Capital 20-801 (100) 0 0 0 0 CDBG 99-00fv, CIP Personnel 0 0 0 Operations 0 112,383 18,253 18,162 0 Capital 0 4L867 25L000 200~000 7,510 20-999 0 160,249 275,253 218,162 7,510 CDBG 00-01fy, Admin Personnel 0 76,763 48,300 48,300 0 Operations 126,458 121,458 5,000 5,000 45,000 Capital 21-305 126,458 198,221 53,300 53,300 45,000 CDBG 00-01fy, CIP Personnel Operations Capital 0 10,693 754,515 0 20,120 21-999 0 10,693 754,515 0 20,120 CDBG 01-02fy, Admin Personnel 0 0 116,043 96,762 135,194 Operations 0 0 129,636 91,336 0 Capital 0 0 34~700 34~700 391,164 22-305 0 0 280,379 222,798 526,358 CDBG 01-02fy, CIP Personnel 0 0 0 0 0 Operations 0 0 0 0 0 Capital 0 0 0 0 0 22-999 0 0 0 0 0 CDBG 92-93~V, Admin Personnel 0 0 0 Operations 0 0 0 Capital 0 0 0 0 726~000 23-305 0 0 0 0 726,000 CDBG 93-94fy, Admin Personnel 0 0 0 Operations 0 0 0 Capital 0 0 0 0 0 24-305 0 0 0 0 0 CDBG 94-95fy, Admin Personnel 0 0 0 0 0 Operations 1,000 0 0 0 0 Capital 0 0 0 0 0 25-305 1,000 0 0 0 0 Page 114 City of Tustin 2002-03 FY Operating and Capital Improvement Budget (CDBG) EXPENDITURE SUMMARY CONT. (Cont.) CDBG 95-96fy, Admin Personnel Operations Capital 26-305 CDBG 95-96fy, C1P Personnel Operations Capital 26-999 CDBG 96-97fy, Admin Personnel Operations Capital 27-305 2x CDBG 96-97fy, C1P Personnel Operations Capital 27-999 CDBG 97-98fy, Admin Personnel Operations Capital 28-305 CDBG 97-98fy, C1P Personnel Operations Capital 28-999 CDBG 98-99fy, Admin Personnel Operations Capital 29-305 CDBG 98-99fy, Non-Dept Personnel Operations Capital 29-801 CDBG 98-99fy, C1P Personnel Operations Capital 29-999 CDBG Total Personnel Operations Capital 2x CDBG Total 99/00 00/01 01/02 01/02 02/03 Actual Actual Cur Bud Proiection Requested 0 0 0 0 0 7,466 6,652 0 0 0 0 0 0 7,466 6,652 0 0 0 0 0 0 6,488 109 0 0 0 0 0 0 0 0 6,488 109 0 0 0 0 0 0 0 0 656 2,724 23,904 23,904 0 0 0 0 656 2,724 23,904 23,904 0 0 0 0 2,176 0 0 0 0 0 0 0 0 0 2,176 0 0 0 0 0 0 0 0 0 336,857 (18,975) 0 0 0 0 0 0 0 0 336,857 (18,975) 0 0 0 0 0 0 0 38,975 20,000 0 0 0 0 0 0 0 0 38,975 20,000 0 0 17,143 0 0 0 0 79,641 30,003 1 0 0 0 0 0 0 0 96,784 30,003 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4,338 127,605 455,660 30,313 30,825 0 0 0 0 0 4,338 127,605 455,660 30,313 30,825 104,991 100,452 678,185 427,733 10.000 58.559 793,176 586~745 h'age ] ] u 164,343 145,062 135,194 668,454 184,715 91,825 1.046.215 234.700 1,144,794 1,879,012 564,477 1,371,813 City of Tustin 2002-03 FY Operating and Capital Improvement Budget COMMUNITY DEVELOPMENT BLOCK GRANTS DESCRIPTION: The federal Housing and Community Act of 1974, as amended, created the Community Development Block Grant (CDBG) program to return federal funds to local communities for the purpose of developing viable urban communities by providing adequate housing and a suitable living environment and by expanding economic opportunities, specifically for Iow 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. 2002-03 GOALS: Encourage the participation of residents, business, and property owners in developing priorities for the CDBG program. Use CDBG monies to meet the national and local program objectives. Provide staffing support to administer the programs. Assist in the improvement of infrastructure and quality of life for residents of CDBG-eligible areas by funding public improvements, code enforcement efforts, historic preservation and rehabilitation, planning studies and public services. Provide for the removal of graffiti from private property. Assist the City's efforts to meet the requirements of the federal Americans with Disabilities Act (ADA). Provide support and funding for design and planning studies for future development and reuse of Marine Corps Air Facility (MCAF) Tustin. Implement and maintain the U.S. Department of Housing and Urban Development - Integrated Disbursement and Information System. Provide support and funding to carry out Fair Housing activities. Provide support and funding to local non-profits to carry out eligible public service activities. 2001-02 FY ACCOMPLISHMENTS: Provided Grants to the following activities: 2. 3. 4. 5. 6. Tustin Family Youth Center Staff ($34,700). Graffiti removal - CDBG target areas ($5,000). Feedback Foundation, Inc. ($20,000). Orange Children and Parents Together, Inc. ($7,500). Boys and Girls Club of Tustin ($25,000). Laurel House ($5,200). Page 116 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 8. 9. 10. 11. 12. 13. 14. Assessments and Treatment Services Center ($8,000). Valencia Avenue/Armstrong Avenue Construction ($391,164). Legacy Park ($70,000). Code Enforcement ($60,000). Fair Housing Counseling Agency ($15,636). CDGB Program Administration ($55,500). MCAS-Tustin Supplemental ETR ($33,300). TAFFY ($5,000). Page 117 This Page Intentionally Left Blank TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING DISTRICT City of Tustin 2002-03 FY Operating and Capital Improvement Budget TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING DISTRICT EXPENDITURE SUMMARY 99/00 00/01 01/02 01/02 02/03 Actual Actual Cur Bud Projection Requested Tustin LLD, Non-Dept Personnel 0 0 0 Operations 0 0 0 0 0 Capital 0 0 0 41-801 0 0 0 0 0 Tustin LLD, Special District Personnel 0 0 0 Operations 381,028 430,132 486,300 495,000 502,100 Capital 0 0 0 41-805 381,028 430,132 486,300 495,000 502,100 41 Tustin LLD Total Personnel 0 0 0 0 0 Operations 381,028 430,132 486,300 495,000 502,100 Capital 0 0 0 0 0 41 Tustin LLD Total 381,028 430,132 486,300 495,000 502,100 Tustin SLD, Special District Personnel 0 0 0 Operations 200,777 212,659 299,250 260,000 255,400 Capital 49,556 0 1,137,786 858,000 280,000 42 Tustin SLD Total 250~333 212~659 1~43L036 1~118~000 5357400 Page 120 TUSTIN COMMUNITY REDEVELOPMENT AGENCY (RDA) City of Tustin 2002-03 FY Operating and Capital Improvement Budge t CITY OF TUSTIN REDEVELOPMENT ORGANIZATIONAL CHART AGENCY CiTY OF TUSTIN REDEVELOPMENT AGENCY BOARD OF DIRECTORS (C~TY COUNC~LI (C~TY A~ORNEY) ~!X~CUT~V'E IDt~F~ECTOR (AS$!STANT CiTY MANAGER) Pu b!lc Wor~s Dl~'~actof.~ Ci~ Engineer Sec reta~ {City Clerk) (MCA$ Tu=lin) Housing Rehala Aide (:Hoasin~/Eco, nomie Page 122 City of Tustin 2002-03 FY Operating and Capital Improvement Budget TUSTIN REDEVELOPMENT AGENCY POSITION CONTROL REPORT POSITION CONTROL REPORT DEPT 01-02 01-02 01-02 02-03 CURR YTD VACAN- PROP BUDGET ACT CIES BUDGET REDEVELOPMENT Redevelopment Program Manager Redevelopment Program Manager Senior Project Manager Senior Project Manager Redevelopment Program Manager Redevelopment Program Manager Senior Project Manager REDEVELOPMENT TOTAL 52-600 0.25 0.25 0.25 0.25 0.25 0.25 53-600 0.25 0.25 0.25 53-600 0.50 - (0.5) 0.50 55-600 0.75 0.25 1.0 1.0 (0.5) 0.75 1.0 1.0 1.0 1.0 58-600 0.25 0.25 0.25 0.25 0.25 0.25 59-600 0.25 0.25 0.25 59-600 0.50 - (0.5) 0.50 0.75 0.25 (0.5) 0.75 3.0 2.0 (1.0) 3.0 Page 123 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 4, EXPENDITURE SUMMARY 99/00 00/01 Actual Actual SC RDA, Admin Personnel Operations Capital 52-600 SC RDA, CIP Personnel Operations Capital 52-999 52 SC RDA Total Personnel Operations Capital 52 SC RDA Total SC Set-Aside, Admin Personnel Operations Capital 53 SC Set-Aside Total Marine Base RDA, Admin Personnel Operations Capital 55 Marine Base RDA Total 38,676 50,109 162,675 118,236 971 1,309 202,322 169,654 0 0 884,296 195,156 47,286 39,916 931,582 235,071 38,676 50,109 1,046,971 313,392 48.257 41 225 1~133~904 404~726 100,205 24,879 189,211 156,368 f8.806~ 0 280,610 181,247 57,329 101,153 124,495 193,610 0 0 181,824 294,763 01/02 01/02 Cur Bud Proiection 28,618 32,120 129,860 100,407 1,000 977 159,478 133,504 0 0 204,289 0 11,329,820 6,170,000 11,534,109 6,170,000 28,618 32,120 334,149 100,407 11.330.820 6.170.977 11~693~587 6~303~504 104,862 28,570 347,151 145,501 0 0 452,013 174,071 113,127 112,918 691,276 268,126 0 0 804,403 381,044 02/03 Requested 27,547 97,750 0 125,297 0 0 3~562~280 3,562,280 27,547 97,750 3,562,280 3,687,577 70,648 580,625 0 651,273 104,052 101,090 0 205,142 Page 124 City of Tustin 2002-03 FY Operating and Capital Improvement Budget EXPENDITURE SUMMARY CONT. 99/00 00/01 Actual Actual Town Ce~er RI)A, RDA Personnel 37,970 50,854 Operalions 138,575 90,914 Capital 51067 11309 58-600 181,613 143,078 Town Crater RDA, CIP Personnel Operalions 12,691 11,688 Capital 218,648 61,861 231,339 73,549 58 Town Center RDA Total Personnel 37,970 50,854 Operalions 151,266 102,602 CaDital 223.715 63.170 58 Town Center RDA Total 412,952 216,627 Towvn Center Set Aside, RDA Personnel 50,202 24,879 Operalions 771,543 37,219 Capital 0 0 59-600 821,746 62,098 Tom Center Set Aside, Personnel Operalions Capital 59-999 59 Towvn Crater Set Aside Total Personnel 50,202 24,879 Operalions 771,543 37,219 Capital 0 0 59 Town Center Set Aside Total ~1098 01/02 01/02 C~Bud Proiection 2,418 ~,094 2~,8~ 3~,9~ 11~0 0 280,2~ 3~,9~ 0 0 0 ~,~7 2~13~ 1~13~ 2~,3~ 210,7~ 2,418 ~,094 2~,8~ 328,250 2~.3~ 1~.3~ 5~,6~ 548,7~ ~,~6 ~,~0 229,801 80,~6 0 0 2~,5~ 1~,7~ 02/03 Requested 27,547 201,365 0 228,912 0 0 117~193 ~7393 27,547 201,365 117~193 346,105 7O,648 155265 0 225,913 0 0 0 0 0 0 0 0 0 0 0 0 55,736 28,520 229,801 80,276 0 0 7O,648 155265 0 225,913 Page 125 City of Tustin 2002-03 FY Operating and Capital Improvement Budget TUSTIN COMMUNITY REDEVELOPMENT AGENCY DESCRIPTION: The Tustin Community Redevelopment Agency was established in 1976 for the purpose of providing needed public improvements and facilitating economic development within the Town Center Project Area and, subsequently in 1983, the South Central Redevelopment Project Area. The MCAS-Tustin Project Area is in preparation. The City Council serves as the Agency Board of Directors and City staff provides required Agency staff support. 2002-2003 FY GOALS TOWN CENTER PROJECT AREA Continue to coordinate with and support the efforts of the Tustin Old Town Association property owners and businesses in Town Center in their efforts to implement the California Main Street Program to market and promote Old Town Tustin and the Town Center Project Area. Negotiate and complete a disposition and development agreement for development of the Utt Juice Property at Main and Prospect. Continue to coordinate design work and pedestrian easement negotiations to provide additional access to the Steven's Square Association parking structure. Support and process requests from downtown property owners and businesses for participation in the City and Agency's Commercial Rehabilitation Program. In coordination with Public Works, continue the implementation of El Camino Real and Main Street streetscape enhancements including: permanent installation of diagonal parking along El Camino Real; additional or enhanced landscaping and lighting in Old Town; and other signage and design improvements that will support redevelopment activities in Old Town. Participate in the team working on Water Yard improvements and support improvements that will aesthetically improve the Town Center Project Area. Finalize financing options and proceed with a parcel tax ballot measure for a library expansion project if directed by the City Council. In coordination with Finance Department, prepare debt-financing strategies in anticipation of AB 1290. Page 126 City of Tustin 2002-03 FY Operating and Capital Improvement Budget SOUTH CENTRAL PROJECT AREA Parcelize and sell excess property, part of the former Case Swayne ownership at 1021 Edinger, not needed for the Newport Avenue extension. Negotiate with new property owner of a large portion of the Pacific Center East Project (parcels in former Catellus ownership) and coordinate with the Community Development Department on proposed amendments to the Pacific Center East Specific Plan. Monitor developer assistance payments to Micro Center. Coordinate with Public Works and other City departments to ensure progress on capital improvements in project areas funded by the Agency and/or needed to eliminate blight and support economic development activities. Priority improvements include SR-55 interchange and infrastructure design for the Pacific Center East Area, including tile Newport Avenue and Del Arno extensions and new ramps to the SR-55 freeway. Act as coordinator for overall City activities in the Southwest neighborhood. Continue to pursue opportunities for additional open space in proximity to the Tustin Family Youth Center. HOUSING Provide down payment assistance to first time homebuyers. Administer the Agency's mortgage credit certificate program. Continue implementation of a Residential Rehabilitation Grant and Loan program in the Southwest Neighborhood. Continue initiation and administration of Housing Development Bridge Loans under the CHFA HELP Program funding award. Coordinate the issuance of Multifamily Housing Revenue Bonds with Developers, California Statewide Communities, and the County for the development and/or acquisition and rehabilitation of affordable apartment projects. Coordinate with the Community Development Department for the preparation and implementation of the City's Housing Element and Comprehensive Affordable Housing Strategy. Develop written procedures and affordability compliance plan to ensure housing production and rehabilitation compliance requirements are met annually. Continue annual monitoring program to ensure compliance for Iow and moderate income restricted units under agreements with the Agency. Prepare quarterly and annual reports on housing set-aside draw-downs. Page 127 City of Tustin 2002-03 FY Operating and Capital Improvement Budget ADMINISTRATIVE/ECONOMIC DEVELOPMENT Publish two issues of a Redevelopment Agency newsletter. Provide staff support to the Economic Development Council and its various committees. Continue business outreach, attraction, and retention efforts to encourage increases in occupancy and new development, and to maintain and enhance the positive pro-business approach of the City as it assists both current businesses and businesses seeking to relocate in Tustin. Provide coordination with the Advance Planning Division on the use of CDBG funds, specifically the HOME Funds. Coordinate with the Finance Department to complete an on-going basis a thorough analysis of assessed valuation in both project area and identify and oppose significant tax appeals that negatively impact the flow of tax increment of the Agency. MCAS, TUSTIN Continue to monitor timely environmental clean up which supports community reuse. Complete the public process and all documentation for adoption of a Redevelopment Project Area. Complete the public process and all the documents needed for adoption of the required MCAS- Tustin Reuse Plan/Specific Plan and Zoning Amendments as dictated by Development Agreements executed with selected private property developers. Negotiate potential subleases at the base with private property developers and others related to the City's acceptance of a Lease in Furtherance of Conveyance. Parcels potentially affected include future public park and educational properties and "Carve-Out" areas within the City's Economic Development Conveyance parcels. Implement a strategy for rapid marketing and disposal of Economic Development Conveyance portions of the base. Implement State Trade and Commerce Agency designation of the MCAS-Tustin site as a Local Area Military Base Recovery Area (LAMBRA), creating tax reductions for participating businesses. Implement selection of a contractor and subsequent construction of first phase capital improvements (Valencia Avenue/Armstrong Avenue) to accommodate redevelopment of the base. Affect disposition of existing electrical, gas and telecommunication systems at the base and negotiate transfer or operation of these systems to an appropriate public utility/operator to ensure continued interim/transitional utility service until new backbone infrastructure can be completed. Page 128 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 10. 11. 12. 13. Issue a Request for Qualifications to identify future master developer(s) for the remaining packages of property at the Base, complete detailed negotiations on the previous three RFQ/RFPs and affect property transfer for rapid implementation of the Reuse Plan and economic redevelopment of the Base. Secure public benefit conveyances for future City parks and childcare centers, and assist other public agencies in securing their public conveyances. Pursue state and federal grants and other funding sources to support rapid redevelopment. Monitor and where needed propose state and federal legislation to provide assistance in redevelopment efforts at MCAS Tustin. Administer maintenance and security caretaking support to the former MCAS Tustin. Page 129 This Page Intentionally Left Blank WATER ENTERPRISE City of Tustin 2002-03 FY Operating and Capital Improvement Budget CITY OF TUSTIN PUBLIC WORKS DEPARTMENT CI~ OF TUSTIN PUBLIC WORKS DEPARTMENT /~" PUBLrC WORKS ENGINEERING ADMIN'~STRAT~ F~LD ~ERV~CES WATER ~ERV~CE$ SERVICES DIVISION CAi~TAL SOLIB WASTE STREETS OPERATIDNS ~MPR,OVEME ~ CON?RAC? PROJECTS {4G3} (452} CABLE FRANCHISES ~EV~LOPMENT ~N DSCAPE ~ONI~T~©N REVIEW AND PERMi~iNG {404} (456~ ~MERGENCY E~T T~TIN VEHICLES REVERSE OSMOSIS MA~GEMENT LANDSCAPE & LiGH~IFJG DISTRICT {4t4~0S1 TUS~N LIGHTING D{~STR~CT {42~eS) BL~ILD~NGS AND 17~ ST OESALTER FACILITIES {458) PRODUC~ON Page 132 City of Tustin 2002-03 FY Operating and Capital Improvement Budget WATER POSITION CONTROL REPORT POSITION CONTROL REPORT DEPT 01-02 01-02 01-02 02-03 CURR YTD VACAN- PROP BUDGET ACT CIES BUDGET Water Billing Senior Account Clerk 70-451 Account Clerk 70-451 Water Operations Water Services Manager Water Services Engineer Water Treatment Supervisor Maintenance Supv./Customer Serv. Management Analyst Water Treatment Plant Operator Maintenance Leadworker Equipment Operator Maintenance Worker Maintenance Worker (NEW) Office Support Specialist Ionization Plant Water Treatment Supervisor Water Treatment Plant Operator Reverse Osmosis Water Treatment Supervisor Water Treatment Plant Operator 17th St Desalter Water Treatment Supervisor Water Treatment Plant Operator Water Production Water Treatment Supervisor Water Treatment Plant Operator WATER TOTAL 1.0 1.0 1.0 2.0 2.0 2.0 3.0 3.0 3.0 70-452 1.0 1.0 1.0 70-452 1.0 1.0 1.0 70-452 0.375 0.375 0.375 70-452 1.0 1.0 1.0 70-452 1.0 - (1.0) 1.0 70-452 0.5 0.5 0.500 70-452 1.0 1.0 1.0 70-452 2.0 2.0 2.0 70-452 6.0 6.0 6.0 70-452 - 1.0 70-452 1.0 1.0 1.0 14.875 13.875 (1.0) 15.875 70-456 0.125 0.125 0.125 70-456 1.0 1.0 1.0 1.125 1.125 1.125 70-457 0.125 0.125 0.125 70-456 - 0.125 0.125 0.125 70-458 0.125 0.125 0.125 70-458 1.0 1.0 1.0 1.125 1.125 1.125 70-459 0.25 0.25 0.25 70-459 0.5 0.5 0.50 0.75 0.75 0.8 21.0 20.0 (1.0) 22.0 Page 133 City of Tustin 2002-03 FY Operating and Capital Improvement Budget EXPENDITURE SUMMARY 99/00 00/01 01/02 01/02 02/03 Actual Actual Cur Bud Projection Requested Water, Operations Personnel Operations Capital 70-452 Water Fund, Debt Svs Personnel Operations Capital 70-453 Ionization Personnel Operations Capital 70-456 Reverse Osmosis Personnel Operations Capital 70-457 17th Street Desalter Personnel Operations Capital 70-458 Water Production Personnel Operations Capital 70-459 822,943 760,024 2,674,477 703,046 (183) 16,670 3,497,236 1,479,740 1,784,571 1,324,209 935,398 819,598 1,095,938 624,922 540,071 582,892 28,150 56,000 198,850 1,588,470 1,415,669 1,877,680 0 0 0 531,600 584,371 503,500 0 0 0 1,784,571 1,324,209 531,600 584,371 2,487 41,361 5,793 67,717 8,280 109,078 32,211 35,979 193,296 258,618 225,507 294,597 503,500 70 Water Utility Fund Total Personnel Operations Capital 70 Water Utility Fund Total 41,544 42,544 46,970 137,328 166,900 215,593 0 0 0 178,872 209,444 262,563 44,544 44,544 48,970 287,450 286,050 330,493 0 0 0 331,994 330,594 379,463 55,833 85,256 84,430 85,430 725,082 719,866 864,520 655,707 0 0 790,235 795,000 86,361 903,050 936,600 780,915 805,123 1,739,185 1,536,137 1,926,011 0 93,629 0 2,139,493 0 400 0 2,233,522 913,474 5,383,219 (183) 6,296,510 1,016,250 5,212,949 17~070 6,246,269 103,338 103,343 2,618,115 2,547,015 0 0 2,721,453 2,650,358 90,474 2,505,165 0 2,595,639 1,209,254 1,095,459 5,063,935 4,780,114 818,385 851,000 7,091,574 6,726,573 1,368,714 5,040,693 1,135,450 7~544~857 Page 134 City of Tustin 2002-03 FY Operating and Capital Improvement Budget WATER BILLING DESCRIPTION: Administrative functions of the Water Utility are responsible for but not limited to: customer service inquiries, rate analysis, meter reading, customer billings, cash management, financial analysis, risk management, and liaison to field operations in construction of major capital improvements, infrastructure and ongoing operational maintenance. TASKS: 1. Read customer meters. 2. Prepare customer invoices from automated meter reading equipment. 3. Cash applications and accounts receivable. 4. Customer service orders. 5. Prepare and monitor work orders for field operations concerning meter repair, leaks, turn-ons and turn-offs. 6. Prepare water management reports. 7. Implement and promote water conservation program. 8. Rate setting. 9. Debt administration. 10. Capital Improvement Projects accounting. 2001-02 FY ACCOMPLISHMENTS: 1. Implemented an Internet utility billing program. 2. Implemented a direct debit utility payment system. Page 135 City of Tustin 2002-03 FY Operating and Capital Improvement Budget PUBLIC WORKS- WATER OPERATIONS DESCRIPTION: The Water Operations Division installs and maintains water main lines, service laterals, valves, fire hydrants and meters, and monitors water quality throughout the distribution system. TASKS: Coordinate, in a timely and cost efficient manner, the installation of Capital Improvement Projects necessary to replace aged and undersized system components and facilities. Perform preventive maintenance and make emergency repairs as needed to minimize water loss and service interruptions. Assure compliance with all health and safety standards for water production and distribution. Operate and maintain the water distribution system while utilizing the most cost-effective methods and practices that public safety and water demand requirements allow. Produce yearly consumer confidence report. 2002-03 GOALS: Increase valve operation activities. Implement distribution system flushing program. Purchase all budgeted vehicles and equipment. 2001-02FY ACCOMPLISHMENTS: 1. Implemented valve operation program. PERFORMANCE INDICATORS: FY00/01 FY01/02 Repair main and service leaks Respond to service orders - various Set or replace meters Replace service laterals New service lateral installations Fire hydrants replaced 148 2,247 591 83 7 12 114 2,380 863 111 10 16 Page 136 City of Tustin 2002-03 FY Operating and Capital Improvement Budget IONIZATION PLANT DESCRIPTION: The Ion Exchange Water Treatment Plant removes nitrate-contaminated water from the underground water basins and treats it to comply with State and Federal Safe Drinking Water standards. TASKS: 1. Continue efforts to remove contaminants from the groundwater basin and reduce the spread of nitrates to other City owned wells. 2. Assure compliance with all health and safety standards for water production and distribution. 3. Maximize water production with this facility to reduce dependence on imported water supplies. 2002-03 GOALS: 1. Incorporate operation and maintenance of facility into the operation and maintenance of the new Main Street Facilities Improvement project. 2. Implement the Main Street Facilities Risk Management Plan. 2001-02FY ACCOMPLISHMENTS: 1. Continued to operate plant during construction of the new Main Street Facilities Improvement project. 2. Produced 477.2 acre-feet of potable water. PERFORMANCE INDICATORS: FY00/01 FY01/02 Water Production (acre-feet) 210.7 477.2 Page 137 City of Tustin 2002-03 FY Operating and Capital Improvement Budget REVERSE OSMOSIS DESCRIPTION: The Reverse Osmosis Water Treatment Plant removes nitrate-contaminated water from the underground water basins and treats it to comply with State and Federal Safe Drinking Water standards. TASKS: 1. Continue efforts to remove contaminants from the groundwater basin and reduce the spread of nitrates to other City-owned wells. 2. Assure compliance with all health and safety standards for water production and distribution. 3. Maximize water production with this facility to reduce dependence on imported water supplies. 2002-03 GOALS: 1. Incorporate operation and maintenance of facility into the operation and maintenance of the new Main Street Facilities Improvement project. 2. Implement the Main Street Facilities Risk Management Plan. 3. Evaluate reverse osmosis membrane performance/efficiency to operate facility in the most cost effective manner. 2001-02FY ACCOMPLISHMENTS: 1. Continued to operate plant during construction of the new Main Street Facilities Improvement project. 2. Produced 599 acre-feet of potable water. PERFORMANCE INDICATORS: FY00/01 FY01/02 Water Production (acre-feet) 775.3 599 Page 138 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 17m STREET DESALTER DESCRIPTION: This water treatment facility is a cooperative venture between the City of Tustin, the Orange County Water District (OCWD) and the Metropolitan Water District of Southern California (MWD). This facility removes nitrate-contaminated water from the underground water basins and treats it to comply with State and Federal Safe Drinking Water standards. TASKS: Assure compliance with all health and safety standards for water production and distribution. Maximize water production with this facility to reduce dependence on imported water supplies and to offset the cost of water purchases. 2002-03 GOALS: Replace Well No. 1 with Well No. 4 which is currently under construction. Implement 17th Street Desalter Risk Management Plan. Complete NPDES facility discharge evaluation and develop and implement new operating program to comply with new NPDES permit requirements. Evaluate reverse osmosis membrane performance/efficiency to operate facility in the most cost effective manner. Evaluate and modify automated plant operations to address new well capacity and to maximize plant production. Evaluate and modify maintenance procedures and scheduling. 2001-02FY ACCOMPLISHMENTS: Produced 1,772.7 acre-feet of potable water. Began construction of Well No. 4. Installed new nitrate monitor to ensure greater accuracy of nitrate concentration readings. PERFORMANCE INDICATORS: FYO0/O1 FY01/02 Water produced (acre-feet) 2,755.9 1,772.7 Page 139 City of Tustin 2002-03 FY Operating and Capital Improvement Budget WATER PRODUCTION DESCRIPTION: The Water Production Division produces and supplies domestic water without interruption to most of the Tustin community and adjacent county areas while complying with various Safe Drink Water standards mandated by the State and Federal governments. TASKS: Operate water production, storage, and transmission facilities while utilizing the most cost-effective methods and practices that public safety and water demand requirements allow. Perform preventive maintenance and make emergency repairs to production facilities as needed to minimize water loss and service interruptions. Assure compliance with all health and safety standards for water production and distribution. Work with City staff and consultants during the design phases of water facility related capital improvement projects. Coordinate operation of water facilities with contractors during construction activities. 2002-03 GOALS: Maximize groundwater production. Work with City staff and consultants during the design and construction of the Simon Ranch Booster Station. Work with City staff and cons ultants during the design and construction of the Pasadena Avenue Well. Work with City staff and consultants during the design and construction of the Tustin Avenue Well. Work with City staff and consultants during the design and construction of the Zone 3 Interconnect. 2001-02FY ACCOMPLISHMENTS: 1. Maintained full operation of the Foothill Reservoir during $400,000 CIP improvement project. PERFORMANCE INDICATORS: FY00/01 FY01/02 Well Water Produced (acre-feet)* Imported Water Purchased (acre-feet)* * Note: Does not include water produced at treatment plant facilities. 7,005 6,559 2,859 4,453 Page 140 BUDGET PROCESS BUDGET CONTROLS AND BASIS AND GLOSSARY OF TERMS City of Tustin 2002-03 FY Operating and Capital Improvement Budget BUDGET PROCESS The 2002-03fy Budget Process for the City of Tustin begins at mid-year of the 2001-02fy. With audited numbers for 2000-01fy and collected data for half of 2000-01fy, staff is better able to project year-end revenues and expenditures. Staff also makes minor adjustments/supplemental requests and presents the Mid-Year Budget Report to the City Council. On Monday, March 26, 2001, the City Council held its Budget Workshop and listened to the requests and comments of the public. Some issues discussed include technology and capital projects. The proposed City budget is prepared by City Staff and submitted to the City Council each year. The City Council adopts the annual operating budget by June 30 of each year. The Finance Director has the authority to make technical corrections in compiling the adopted budget. The City Manager, or his designee, has the discretion to make budget adjustments within a fund, within capital projects, and within a department's operating budget. Such discretion does not include any increase to an operating fund or to the overall adopted budget. All budget adjustments between City funds are submitted to the City Council for formal approval. Budget adjustments should be clearly marked as budget adjustments, including the reason for the adjustment, availability of resources, and financial impact on impacted funds. The adopted budget should be considered an allocation of the City's resources. These resources should be allocated on a basis consistent with City priorities and needs. A mid-year budget status report covering the City's operating funds is also prepared and presented to the City Council annually. The mid- year report includes current year budget, as well as projections to year-end. Page 142 City of Tustin 2002-03 FY Operating and Capital Improvement Budget INTERNAL CONTROL BUDGETARY CONTROL AND ACCOUNTING BASIS In developing and modifying the City's accounting system, consideration has been given to the adequacy of internal accounting controls. Internal accounting controls are designed to provide reasonable, but not absolute, assurance regarding the safeguarding of assets and the reliability of financial records and maintaining accountability of assets. The concept of reasonable assurance recognizes that: the cost of a control should not exceed its benefits. The evaluation of this cost benefit relationship rests with Management. All internal control evaluations occur within the bounds as described. We believe that the City's internal accounting controls adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions. The annual budget adopted by the City Council provides for the general operation of the City. It includes proposed expenditures and the means of financing them. The City Council approves total budgeted appropriations and any amendments to appropriations throughout the year. The "appropriated budget" covers substantially all City expenditures, with the exception of capital improvement projects carried forward from prior years, which expenditures constitute legally authorized "non-appropriated budget". There were no significant non-budgeted financial activities. Actual expenditures may not exceed budgeted appropriations at the functional or program level. The City has the following programs accounted for through its governmental funds-general government, public safety, public works, community services and capital expenditures. Budgets for the General and Special Revenue Funds are adopted on a basis substantially consistent with generally accepted accounting principles. Accordingly, actual revenues and expenditures can be compared with related budgeted amounts without any significant reconciling items. No budgetary comparisons are presented for the Capital Projects, Debt Service and Proprietary Funds, as the City does not adopt annual budgets for these types of funds. Formal budgetary integration is employed as a management control device. Commitments for materials and services, such as purchase orders and contracts, are recorded during the year as encumbrances to assist in controlling expenditures. Encumbrances at year-end lapse then are added to the following year's budgeted appropriations. Encumbrances are not carried forward at year-end. Governmental fund types and Agency funds use a modified accrual basis of accounting, except those assets of the Employee Deferred Compensation Agency Fund are reported at fair value rather than cost, in accordance with GASB Statement No. 2. The City has implemented GASB Statement No. 31, Accounting and Financial Reporting for Certain Investments and for External Pools in fiscal year 98-99. Basis of accounting refers to the concept of recognizing the time a transaction has occurred for the purpose of recording that transaction. This is key because the budget determines the accounting system. For example, if the budget system anticipates revenues on a cash basis, the accounting system must record only cash revenues as receipts. If the budget uses an accrual basis, accounting must do likewise. Like many cities, Tustin uses a modified approach to the cash and accrual basis. Page 143 City of Tustin 2002-03 FY Operating and Capital Improvement Budget The City's Governmental Fund Types recognize revenues when they are accrued, i. e., when they become measurable and available to pay for current expenditures. Accrued revenues include sales taxes, property taxes, and other taxes received within sixty days after the fiscal year ends, and earnings on investments. Grant funds earned but not received are recorded as receivables and revenues, and grant funds received that have not met recognition criteria are reported as deferred revenues. Expenditures are recorded when the liability is incurred, except that unmatured principal and interest on general long- term debt are recorded when due. The City's Proprietary Funds recognize revenue when they are earned, and expenses when the liability is incurred. Unbilled water utility and water utility user tax revenues are accrued at year-end. Fiduciary Funds are treated according to the nature of the fund. The City has only Agency Funds which are custodial in nature (assets equals liabilities) and do not measure results of operations. Assets and liabilities are accounted for on a modified accrual basis. Page 144 City of Tustin 2002-03 FY Operating and Capital Improvement Budget GLOSSARY OF TERMS Accounting System: The total set of records and procedures that are used to record, classify, and report information on the financial status and operations of an entity. Accrual Basis of Accounting: Proprietary fund types utilize the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at time liabilities are incurred. Unbilled utility receivables are accrued at fiscal year end. Activity: A specific and distinguishable unit of work or service performed. Appropriation: An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for 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 managemenrs internal accounting controls and is intended to: (1) ascertain whether financial statements fairly present financial position and results of operations; (2) test whether transactions have been legally performed; (3) identify areas for possible improvements in accounting practices and procedures; (4) ascertain whether transactions have been recorded accurately and consistently; and (5) ascertain the stewardship of officials responsible for governmental resources. Balance Sheet: A statement purporting to present the financial position of an entity by disclosing the value of its assets, liabilities, and equities as of a specific date. Bond: A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date(s)) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long-term debt. Budget (Operating): A plan of financial operation embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates). Budget Calendar: The schedule of key dates or milestones that a government follows in the preparation and adoption of the budget. Budget Document: The official written statement submitted by the City Manager and supporting staff to the legislative body detailing the proposed budget. Budget Message: A general discussion of the proposed budget presented in writing as part of, or supplement of, the budget document. The budget message explains principal budget issues against the background of financial trends and presents recommendations made by the City Manager. Capital Assets: Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets. Page 145 City of Tustin 2002-03 FY Operating and Capital Improvement Budget 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 Projects: Projects that purchase or construct capital assets. Cost Accounting: Accounting that assembles and records all costs incurred to carry out a particular activity or deliver a particular service. Debt Service: Payment of interest and repayment of principal to holders of a government's debt instruments. Deficit: (1) The excess of an entity's liabilities over its assets (see Fund Balance), or (2) the excess of expenditures or expenses over revenues during a single accounting period. Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. (2) That portion of the cost of a capital asset that is charged as an expense during a particular period. Encumbrance Accounting: Encumbrance accounting, under which purchase orders, contracts and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriation, is utilized as an extension of the formal budgetary integration in the governmental funds. Encumbrances provide authority to complete these transactions as expenditures and represent commitments related to unperformed contracts for goods or services. Encumbrances outstanding at year-end are reported as reservations of fund balances since they do not constitute expenditures or liabilities. Enterprise Fund Accounting: Accounting used for government operations that are financed and operated in a manner similar to business enterprises, and for which preparation of an income statement is desirable. Enterprise funds use the accrual basis of accounting. Expenditures: Where accounts are kept on the modified accrual basis of accounting, the cost of goods received or services rendered whether cash payments have been made or not. Fiscal Year: The City of Tustin operates on a fiscal year from July 1 through June 30. Fund: A separate accounting entity with a self- balancing set of accounts. Funds are classified into three categories: governmental, proprietary and fiduciary. Fund Balance: The excess of an entity's assets over its liabilities. A negative fund balance is called a fund deficit. Goals and Objectives: Specific projects and programs to be undertaken utilizing allocated fiscal resources, designed to further the achievement of the Community Vision. Grant: A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made to local governments from the state and federal governments. Grants are usually made for specified purposes. Internal Control: A plan of organization for purchasing, accounting, and other financial activities which, among other things, provides that (1) the duties of employees are subdivided so that no single employee handles a financial action from beginning to end; (2) proper authorizations from specific responsible officials are obtained before key steps in the processing of a transaction are completed; and (3) records Page 146 City of Tustin 2002-03 FY Operating and Capital Improvement Budget and procedures are arranged appropriately to facilitate safekeeping and effective control. Internal Service Fund: Funds LSed to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government, on a cost- reimbursement basis. Liability: Debt or other legal obligations arising out of transactions in the past that must be liquidated, renewed or refunded at some future date. Note: the term does not include encumbrances. Major Accomplishments: A report of those significant programs, projects, and other activities that were successfully implemented and/or completed by a Department during the prior fiscal year. Modified Accrual Basis All governmental fund types, expendable trust funds and agency funds use the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual (i.e., when they become both measurable and available). "Measurable" means the amount of the transaction can be determined, and "available" means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Those revenues susceptible to accrual include property taxes remitted within sixty days after year-end, interest on investments, and certain other intergovernmental revenues. Expenditures are recorded when the related fund liability is incurred. Principal and interest on general long- term debt are recorded as fund liabilities when due, or when amounts have been accumulated in the debt service fund for payments to be made early the following year. Primary Activities A summary of what each Department accomplishes during the fiscal year. Purchase Order: A document issued to authorize a vendor to deliver specified merchandise or render a specified service for a stated estimated price. Outstanding purchase orders are called encumbrances. Reserve: An account used to indicate that a portion of fund equity is restricted for a specific purpose or not available for appropriation and subsequent spending. Service Level Trust: A summary of changes in service levels from one fiscal year to the next. Changes discussed will include staffing levels, operational expenditures and capital outlay. Page 147