HomeMy WebLinkAbout2017-2019 Adopted Budget
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TUSTIN CITY COUNCIL
DR. ALLAN BERNSTEIN, MAYOR ELWYN A. MURRAY, MAYOR PRO TEM REBECCA “BECKIE” GOMEZ, COUNCIL MEMBER CHARLES E. “CHUCK” PUCKETT, COUNCIL MEMBER LETITIA CLARK, COUNCIL MEMBER DAVID E. KENDIG, CITY ATTORNEY MANAGEMENT STAFF JEFFREY C. PARKER, CITY MANAGER / CITY TREASURER ELIZABETH A. BINSACK, DIRECTOR OF COMMUNITY DEVELOPMENT JOHN A. BUCHANAN, ACTING DIRECTOR OF FINANCE / DIRECTOR OF ECONOMIC DEVELOPMENT CHARLES CELANO, CHIEF OF POLICE DOUGLAS S. STACK, DIRECTOR OF PUBLIC WORKS DAVID A. WILSON, DIRECTOR OF PARKS AND RECREATION DERICK YASUDA, DIRECTOR OF HUMAN RESOURCES
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TABLE OF CONTENTS PAGE
Contents
MESSAGE OF THE CITY MANAGER ....................................................................................................... 1
CITY OF TUSTIN ORGANIZATIONAL CHART ..................................................................................... 8
RESOLUTIONS ............................................................................................................................................... 9
FINANCIAL SUMMARY ............................................................................................................................. 25 FUND BALANCE PROJECTIONS BY FUND.................................................................................................... 26 GENERAL FUND FUND BALANCE DETAIL .................................................................................................. 30 REVENUE SUMMARY ................................................................................................................................... 33 EXPENDITURE SUMMARY............................................................................................................................ 34 EXPENDITURE SUMMARY ................................................................................................................... 35 GENERAL FUND REVENUES ........................................................................................................................ 36 GENERAL FUND EXPENSES .................................................................................................................. 38 CAPITAL IMPROVEMENT PROJECTS .......................................................................................................... 40 TOTAL BUDGET REVENUES ................................................................................................................. 42 TOTAL BUDGET EXPENSES .................................................................................................................. 44 SALES TAX REVENUE ............................................................................................................................ 46
GANN LIMIT ................................................................................................................................................. 47 FY 2017-18 APPROPRIATIONS LIMIT ................................................................................................. 47
CLASSIFICATION PLAN – PERSONNEL BUDGETING ...................................................................... 48
GENERAL FUND REVENUE ..................................................................................................................... 56 REVENUE SUMMARY ................................................................................................................................... 57
GENERAL FUND EXPENDITURES .......................................................................................................... 58
CITY COUNCIL ............................................................................................................................................ 60 DESCRIPTION: ......................................................................................................................................... 61 EXPENDITURE SUMMARY............................................................................................................................ 61
CITY MANAGER .......................................................................................................................................... 62 ORGANIZATIONAL CHART .......................................................................................................................... 63 DESCRIPTION: ......................................................................................................................................... 64
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TASKS: ........................................................................................................................................................ 64 EXPENDITURE SUMMARY ...................................................................................................................... 64
ECONOMIC DEVELOPMENT .................................................................................................................. 66 ORGANIZATIONAL CHART ................................................................................................................. 67 DESCRIPTION........................................................................................................................................... 68 EXPENDITURE SUMMARY ........................................................................................................................... 68
SUCCESSOR AGENCY ............................................................................................................................... 69 DESCRIPTION ........................................................................................................................................... 70 RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) ...................................................................... 70
CITY CLERK ................................................................................................................................................ 72 DESCRIPTION: ......................................................................................................................................... 73 TASKS: ........................................................................................................................................................ 73 EXPENDITURE SUMMARY ........................................................................................................................... 73
CITY ATTORNEY ........................................................................................................................................ 74 DESCRIPTION: ......................................................................................................................................... 75 TASKS: ........................................................................................................................................................ 75 EXPENDITURE SUMMARY ........................................................................................................................... 75
FINANCE ....................................................................................................................................................... 76 ORGANIZATIONAL CHART .......................................................................................................................... 77 DESCRIPTION: ......................................................................................................................................... 78 TASKS: ........................................................................................................................................................ 78 EXPENDITURE SUMMARY ........................................................................................................................... 79
HUMAN RESOURCES ................................................................................................................................. 80 ORGANIZATIONAL CHART .......................................................................................................................... 81 DESCRIPTION: ......................................................................................................................................... 82 TASKS: ........................................................................................................................................................ 82 EXPENDITURE SUMMARY ........................................................................................................................... 82
COMMUNITY DEVELOPMENT ............................................................................................................... 84
ORGANIZATIONAL CHART .......................................................................................................................... 85 PLANNING DIVISION .................................................................................................................................... 86 DESCRIPTION: .................................................................................................................................... 86 TASKS: ................................................................................................................................................... 86 BUILDING DIVISION ..................................................................................................................................... 87 DESCRIPTION: .................................................................................................................................... 87
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TASKS: ................................................................................................................................................... 88 EXPENDITURE SUMMARY............................................................................................................................ 89
PUBLIC WORKS .......................................................................................................................................... 90 ORGANIZATIONAL CHART .......................................................................................................................... 91 ADMINISTRATION ........................................................................................................................................ 92 DESCRIPTION: .................................................................................................................................... 92 TASK: ..................................................................................................................................................... 92 ENGINEERING .............................................................................................................................................. 92 DESCRIPTION: .................................................................................................................................... 92 TASKS: ................................................................................................................................................... 92 STREETS ....................................................................................................................................................... 93 DESCRIPTION: .................................................................................................................................... 93 TASKS: ................................................................................................................................................... 93 LANDSCAPE .................................................................................................................................................. 93 DESCRIPTION: .................................................................................................................................... 93 TASKS: ................................................................................................................................................... 93 WATER QUALITY ......................................................................................................................................... 94 DESCRIPTION: .................................................................................................................................... 94 TASKS: ................................................................................................................................................... 94 VEHICLES ..................................................................................................................................................... 94 DESCRIPTION: .................................................................................................................................... 94 TASKS: ................................................................................................................................................... 94 FACILITIES ................................................................................................................................................... 95 DESCRIPTION: .................................................................................................................................... 95 TASKS: ................................................................................................................................................... 95 EXPENDITURE SUMMARY ....................................................................................................................... 96
POLICE DEPARTMENT ............................................................................................................................. 98 ORGANIZATIONAL CHART .......................................................................................................................... 99 POLICE MANAGEMENT ............................................................................................................................. 100 DESCRIPTION: .................................................................................................................................. 100 TASKS: ................................................................................................................................................. 100 2016 ACCOMPLISHMENTS: ............................................................................................................ 100 NORTH AREA PATROL .............................................................................................................................. 101 DESCRIPTION: .................................................................................................................................. 101 TASKS: ................................................................................................................................................. 101
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2017 PATROL CITY WIDE ACCOMPLISHMENTS: ................................................................... 102 2017 PATROL GOALS: ...................................................................................................................... 102 2016 TRAFFIC ACCOMPLISHMENTS: ......................................................................................... 103 SOUTH AREA PATROL ............................................................................................................................... 103 DESCRIPTION: .................................................................................................................................. 103 TASKS: ................................................................................................................................................. 103 PATROL CITY WIDE ACCOMPLISHMENTS: ............................................................................ 104 2017 PATROL GOALS: ...................................................................................................................... 104 2016 SED ACCOMPLISHMENTS: ................................................................................................... 104 SPECIAL OPERATIONS ............................................................................................................................... 105 DESCRIPTION: .................................................................................................................................. 105 TASKS: ................................................................................................................................................. 105 2016 GENERAL INVESTIGATIONS ACCOMPLISHMENTS: ................................................... 106 2017 GENERAL INVESTIGATIONS GOALS: ............................................................................... 106 2016 GANG UNIT ACCOMPLISHMENTS: .................................................................................... 107 2017 GANG UNIT GOALS: ................................................................................................................ 107 PROFESSIONAL STANDARDS ..................................................................................................................... 108 DESCRIPTION: .................................................................................................................................. 108 TASKS: ................................................................................................................................................. 108 2016 PSD ACCOMPLISHMENTS: ................................................................................................... 109 2017 PSD GOALS: ............................................................................................................................... 110 FIELD SUPPORT ......................................................................................................................................... 111 DESCRIPTION: ................................................................................................................................... 111 TASKS: ................................................................................................................................................. 111 2016 ACCOMPLISHMENTS: ............................................................................................................ 111 2017 GOALS: ........................................................................................................................................ 111 TASKS: ................................................................................................................................................. 112 2016 ACCOMPLISHMENTS: ............................................................................................................ 112 2017 GOALS: ....................................................................................................................................... 112 OPERATIONS SUPPORT .............................................................................................................................. 113 DESCRIPTION: ................................................................................................................................... 113 TASKS: ................................................................................................................................................. 113 2016 ACCOMPLISHMENTS: ............................................................................................................ 113 2017 GOALS: ....................................................................................................................................... 114 EXPENDITURE SUMMARY ......................................................................................................................... 116
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FIRE .............................................................................................................................................................. 118 DESCRIPTION: ....................................................................................................................................... 119 EXPENDITURE SUMMARY.......................................................................................................................... 119
PARKS AND RECREATION .................................................................................................................... 120 ORGANIZATIONAL CHART ........................................................................................................................ 121 ADMINISTRATION ...................................................................................................................................... 122 DESCRIPTION: .................................................................................................................................. 122 TASKS: ................................................................................................................................................. 122 SPORTS ....................................................................................................................................................... 122 DESCRIPTION: .................................................................................................................................. 122 TASKS: ................................................................................................................................................. 122 2017-2019 GOALS: .............................................................................................................................. 123 2015-2017 ACCOMPLISHMENTS: .................................................................................................. 123 CLASSES/CULTURAL ARTS ....................................................................................................................... 124 DESCRIPTION: .................................................................................................................................. 124 TASKS: ................................................................................................................................................. 124 TUSTIN FAMILY AND YOUTH CENTER ..................................................................................................... 124 DESCRIPTION: .................................................................................................................................. 124 TASKS: ................................................................................................................................................. 124 SUPPORT SERVICES ................................................................................................................................... 125 DESCRIPTION: .................................................................................................................................. 125 TASKS: ................................................................................................................................................. 125 SENIOR SERVICES ...................................................................................................................................... 125 DESCRIPTION: .................................................................................................................................. 125 TASKS: ................................................................................................................................................. 125 2017-19 GOALS: .................................................................................................................................. 126 2015-17 ACCOMPLISHMENTS: ...................................................................................................... 126 EXPENDITURE SUMMARY.......................................................................................................................... 127
NON-DEPARTMENTAL............................................................................................................................ 130 EXPENDITURE SUMMARY.......................................................................................................................... 131
ASSESSMENT DISTRICTS & COMMUNITY FACILITY DISTRICTS ............................................ 132 DESCRIPTION: ....................................................................................................................................... 133 EXPENDITURE SUMMARIES ....................................................................................................................... 134 ASSESSMENT DISTRICTS ...................................................................................................................... 134 COMMUNITY FACILITIES DISTRICT .................................................................................................... 134
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TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING ........................................... 136 EXPENDITURE SUMMARY ......................................................................................................................... 137 LIGHTING LANDSCAPE DISTRICT ........................................................................................................ 137 STREET LIGHTING ................................................................................................................................ 137
WATER ENTERPRISE .............................................................................................................................. 138 ORGANIZATIONAL CHART ........................................................................................................................ 139 BILLING ...................................................................................................................................................... 140 DESCRIPTION: .................................................................................................................................. 140 TASKS: ................................................................................................................................................. 140 ADMINISTRATION ...................................................................................................................................... 140 DESCRIPTION: .................................................................................................................................. 140 TASKS: ................................................................................................................................................. 140 DISTRIBUTION ............................................................................................................................................ 141 DESCRIPTION: .................................................................................................................................. 141 TASKS: ................................................................................................................................................. 141 MAIN STREET WATER FACILITY ............................................................................................................. 141 DESCRIPTION: .................................................................................................................................. 141 TASKS: ................................................................................................................................................. 141 17TH STREET DESALTER ............................................................................................................................ 141 DESCRIPTION: .................................................................................................................................. 141 TASKS: ................................................................................................................................................. 142 IMPORTED WATER .................................................................................................................................... 142 DESCRIPTION: .................................................................................................................................. 142 TASKS: ................................................................................................................................................. 142 GROUNDWATER ......................................................................................................................................... 142 DESCRIPTION: .................................................................................................................................. 142 TASKS: ................................................................................................................................................. 142 EXPENDITURE SUMMARY ......................................................................................................................... 143
SPECIAL REVENUE FUNDS ................................................................................................................... 146 COMMUNITY DEVELOPMENT BLOCK GRANTS ....................................................................................... 147 DESCRIPTION: .................................................................................................................................. 147 EXPENDITURE SUMMARY .................................................................................................................... 147 CABLE PEG FEES ...................................................................................................................................... 148 DESCRIPTION: .................................................................................................................................. 148 EXPENDITURE SUMMARY .................................................................................................................... 148
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SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT FUND .............................................................. 148 DESCRIPTION: .................................................................................................................................. 148 EXPENDITURE SUMMARY ..................................................................................................................... 148 ASSET FORFEITURE FUND......................................................................................................................... 149 DESCRIPTION: .................................................................................................................................. 149 EXPENDITURE SUMMARY ..................................................................................................................... 149 SUPPLEMENTAL LAW ENFORCEMENT FUND ........................................................................................... 149 DESCRIPTION: .................................................................................................................................. 149 EXPENDITURE SUMMARY ..................................................................................................................... 149 MEASURE M/M2 FUNDS ............................................................................................................................ 150 DESCRIPTION: .................................................................................................................................. 150 EXPENDITURE SUMMARY ..................................................................................................................... 150 GAS TAX FUND ........................................................................................................................................... 151 DESCRIPTION: .................................................................................................................................. 151 EXPENDITURE SUMMARY ..................................................................................................................... 151 PARK ACQUISITION & DEVELOPMENT FUND .......................................................................................... 152 DESCRIPTION: .................................................................................................................................. 152 EXPENDITURE SUMMARY ..................................................................................................................... 152 INTERNAL SERVICE FUNDS ....................................................................................................................... 153 EXPENDITURE SUMMARY ..................................................................................................................... 153 BACKBONE & LAND HELD FOR RESALE FUNDS ...................................................................................... 154 EXPENDITURE SUMMARY ..................................................................................................................... 154
INFORMATION TECHNOLOGY (INTERNAL SERVICE FUND) .................................................... 156 DESCRIPTION: ....................................................................................................................................... 157 TASKS: ...................................................................................................................................................... 157 EXPENDITURE SUMMARY.......................................................................................................................... 157
HOUSING AUTHORITY ........................................................................................................................... 158 EXPENDITURE SUMMARY.......................................................................................................................... 159
CAPITAL IMPROVEMENT PROGRAM ............................................................................................... 160 EXPENDITURE SUMMARY.......................................................................................................................... 161 MCAS 2010 TAX ALLOCATION BONDS ................................................................................................... 161 EXPENDITURE SUMMARY.......................................................................................................................... 161
MESSAGE OF THE CITY MANAGER
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Office of the City Manager
TO: HONORABLE MAYOR AND MEMBERS OF CITY COUNCIL
FROM: JEFFREY C. PARKER, CITY MANAGER
RE: PROPOSED BIANNUAL PROGRAM AND FINANCIAL PLAN FOR FISCAL YEARS 2017-19 AND 2017-19 AND CAPITAL IMPROVEMENT PROGRAM This is the two-year budget for the City of Tustin as part of our strategic plan to enhance our financial sustainability. Council adopted this type of budget to improve our financial projections and to focus on programs essential to providing quality services to our community. Transmitted herewith are the proposed Biennial Program and Financial Plan and Capital Improvement Program for Fiscal Years 2017-18 and 2018-19. The Program and Financial Plan is the operating budget for all City services. The Capital Improvement Program (a separate document) includes projects for fiscal year 2017-18 and projects programmed for a seven-year period. Program and Financial Plan The adopted General Fund operating budgets include reserves consistent with City Council policy (20 percent of annual operating) and maintains core City services at levels established by the City Council during the FY 2014-2015 budget. The FY 2017-18 and 2018-19 budgets once again are challenging. We anticipate that revenues will increase slightly over the next two fiscal years approximately 3.5 percent from prior fiscal year which requires managing expenditures to balance the budget and continue to provide core City services. Each year the City Council is faced with decisions about allocating limited resources among a wide variety of needs. Bridging the gap requires choices. Over the years, City Councils have placed a very high priority on the City’s long-term financial stability and
City of Tustin 300 Centennial Way Tustin, CA 92780 714.573.3010 FAX 714.838.1602
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maintained service levels as high as possible. The City Council’s philosophy on fiscal stability, together with high productivity put forth by City staff, has allowed the City to maneuver through challenging times. A major factor facing the sustainability of future budgets is our effort to address the City’s pensions and unfunded liabilities. The City Council has directed staff to develop a strategy to significantly reduce or eliminate our unfunded liability. By accomplishing this, we will reduce the annual impact to the general fund, insuring the financial stability necessary to provide quality services to our community. On a positive note, the local and national economy continues to remain strong, which we believe will continue throughout the next two fiscal years. The positive movement in the economy over the past few years, as well as our substantial development activity has allowed us to correct the negative trend we were facing and place us in the proper position for developing a strong financial future for Tustin. The following are some key elements that make up our biennial budget. REVENUE Total General Fund projected revenues and transfer-in is $58.8 million for FY 2017-18 and $59.2 million FY 2018-19. Sales tax revenue represents 41.6 percent of total General Fund operating income for FY 2017-18 and 42.3 percent for FY 2018-19. Its performance is vital to the funding of core City services. The projected sales tax revenue for FY 2017-18 and FY 2018-19 is expected to increase over FY 2016-17 by 3.1 percent. A 3.1 percent increase in sales tax revenue over the next two fiscal years reflects a healthy stable economy. Staff is comfortable with the projected amounts for FY 2016-17, 2017-18 and 2018-19 but also mindful of the fact that sales tax trends must be carefully monitored throughout the year.
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Property tax revenue for FY 2017-18 and 2018-19 reflects a 2.4 percent increase for each year based on information from the City’s property tax consultants and information from the County Assessor. This is a positive trend because property tax revenue was relatively flat several fiscal years ago. As with sales tax, property tax revenue represents 16.2% of total General Fund operating revenues and will be carefully monitored throughout the year. A consolation to the City with the dissolution of the Redevelopment Agency (RDA) is that the City is receiving its share of former RDA tax increment (property taxes). The City is projected to receive $1.6 million each fiscal year for FY 2016-17, FY 2017-18 and FY 2018-19. Staff is being conservative in this estimate and any additional revenue will add to the General Fund Fund Balance. The development and opening of the two Marriott Hotels in June 2013 is providing several financial and business enhancements to our community. The hotels provide businesses with both a location to conduct their activities as well as providing a venue for visitors to our community. The Hotel Bed Tax is expected to generate approximately $1.6 million each year. OPERATION The adopted budget for all funds is $249.3 million for FY 2017-18 and $112.6 million for FY 2018-19. Of this amount, the total operating budget is $114.4 million and the capital improvement budget is $134.9 million for FY 2017-18. For FY 2018-19, the total operating budget is $103.5 million and the capital improvement budget is $9.1 million. The General Fund totals $60 million for FY 2017-18, which is 24.8 percent of the total operating and capital budget, and for FY 2018-19 the General Fund totals $61.9 million, which is 56.8 percent of the total operating and capital budget. It is anticipated that a portion of the capital improvement budget for FY 2017-18 will shift to FY 2018-19 based on project schedule
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and timelines. Although projected revenues are expected to decrease 9.4 percent in FY 2017-18 and 31.9 percent in FY 2018-19 from FY 2016-17, all departments adjusted their needs to ensure the budget balanced without impairing core City services. This budget does not anticipate land sales in FY 2018-19, and that explains the decrease in revenues. This budget reflects a substantial increase in capital improvement projects funded from Land Sale Proceeds and Backbone Fee funds. Most notable projects are the design and construction of a new building at the Corporate Yard to accommodate the Emergency Operation Center and the continued development of the Tustin Legacy. As indicated in last year’s budget, other costs that affect the General Fund and limit the ability of the City to contain costs are regulatory requirements. In FY 2017-18 the General Fund will incur $1.3 million dollars in expenses to fund State and Federal mandated water quality regulations, and $1.5 million dollars will be expended on maintenance of public rights-of-way in order to qualify for Renewed Measure M funding. Added to this in the future will be the unknown costs associated with mandates imposed by the State (SB 375 and AB 32). These bills require cities to entitle higher density developments and link air quality to transportation planning. The City received a court judgment of $18 million in regards to City funds due to the former RDA. The judgment requires the City to pay the funds with an interest calculation of the Local Agency Investment Fund interest rate at the time the debt occurred, which was 2.54 percent. Total amount due was $21 million. The City will make its last payment of $3.2 million to the Successor Agency in December 2017. Reserve Policy The General Fund reserve based on proposed FY 2017-18 expenditures and revenue is
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35.3 percent and 29.9 percent for FY 2017-18 and FY 2018-19, respectively. This decrease in the General Fund reserve is primarily due to increased labor costs totaling 1.9 million in FY 2018-2019. Budgeted expenditures are expected to exceed estimated revenues for FY 2017-18 by $1.2 million and by $2.7 million for FY 2018-19. FY 2016-17 revenues are expected to be $1.3 million higher than what was budgeted due to the increase in building activity, and expenditures are expected to be relatively unchanged. The FY 2016-17 General Fund reserve is estimated to be 37.3 percent of annual operating expenditures. This amount is consistent with City Council policy of maintaining a General Fund reserve of 20 percent and provides the financial base insuring a strong future for the City of Tustin. The other major operating fund is the Water Enterprise Fund. The last several years of drought and drought enforcement has reduced revenues and expenditures in the Water Enterprise Fund. Since drought restrictions have been lifted, Staff is anticipating that revenues and expenditures will increase as water customers resume normal watering patterns. The proposed FY 2017-18 Water Operating Fund budget is $17.5 million and $17.8 million for FY 2018-19. A list and description of proposed FY 2017-18 and FY 2018-19 water system improvement projects are contained in the Capital Improvement Plan document. The final year of the water rate increase from the 2010 five-year program was FY 2014-15. Due to the complications of the serious drought California is experiencing and in light of the recent court ruling regarding Proposition 218 and tiered rates, staff will analyze the need for another possible rate adjustment program and bring it back to the City Council during FY 2017-18. As noted above, cuts in expenditures, planned use of reserves/revenue carry-overs, and careful management of internal service funds have been utilized. Careful monitoring of revenue and expenses coupled with the mid-year budget review made it possible for the City to take timely corrective actions when warranted. Fiscal years 2017-18 and 2018-19 will certainly be no different.
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Capital Improvement Program Budget The fiscal year 2017-18 Capital Improvement Program budget includes $134.9 million in projects. The Capital Improvement Program budget provides a description of each project by type (water, street improvement, flood control, traffic signal, park, etc.) and location. The Capital Improvement Program budget also includes $116.7 million in projects programmed over a seven-year period (2017-18 through 2023-24). The seven-year Capital Improvement Program is updated each year as resources become available and priorities are re-assessed. The funding allocation for many capital improvement projects is restricted by law for specific purposes. Gas Tax, Measure M, water revenue, and any bond proceeds are earmarked solely for capital improvement projects. Historically, some amount is contributed from the General Fund, which will completely fund certain projects and supplement 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. No General Fund transfer to capital improvement funds will be made in FY 2017-18 or FY 2018-19. 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. Many of our future expenditures will have a direct correlation to the Disposition of Property in the Tustin Legacy. Tustin Legacy Development The development of the former Marine Corp Air Station known as Tustin Legacy continues. The City sold land to CalAtlantic (formerly, Standard Pacific) for a residential development
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of 375 homes known as Greenwood. Recently, CalAtlantic sold the 350th home within the Greenwood development and it is anticipated that the 375th home would be sold by the end of the calendar year. Currently, the City is finalizing negotiations for the sale of land to Lincoln Property Company Commercial regarding the Flight development at the corner of Armstrong and Barranca. As development continues to be completed, staff is monitoring the costs of providing public services and maintaining streets, sidewalks and parks, which are funded by a service tax provided by the various Community Facility Districts.
TUSTIN WHERE THE LEGACY NEVER ENDS Respectfully, Jeffrey C. Parker City Manager
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN ORGANIZATIONAL CHART
FISCAL YEAR 2017-19
MAYORCITY COUNCIL SUCCESSOR AGENCY TO THE TUSTIN REDEVELOPMENT AGENCY
CITY CLERK
CITY MANAGER
HUMAN RESOURCES
FINANCE
CITY ATTORNEY COMMUNITY DEVELOPMENT
POLICE
PUBLIC WORKS
PRIVATE UTILITIESCable T.V.ElectricityNatural GasTelephone
CONTRACT SERVICESFireRefuseAnimal Control
PARKS & RECREATION
COORDINATION AND COOPERATION
SPECIAL DISTRICTSLibraryLightingSewersFlood ControlRe-Assessment District 95-1CFD’s
CITIZENS OF TUSTIN
ECONOMIC DEVELOPMENT
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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RESOLUTIONS
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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FINANCIAL SUMMARY
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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FUND BALANCE PROJECTIONS BY FUND
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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City of TustinFY 2017-2019 Biennial BudgetYear End Projected Fund Balance for ALL FUNDSProjected18/19 18/19 18/19 18/19 ProjectedEndingProposed Proposed Proposed Proposed EndingBalance Balance
Fund Description 06/30/18
One-TimeTransfer In / Cash Revenues Expenditures
One-TimeTransfer Out 06/30/19
100 General Fund $21,199,148 $1,459,900 $57,789,827 61,918,649 0 $18,530,225101General Fund - Emergency Fund 1,000,000 $0 $0 0 0 $1,000,000186Oblg Reimb Frm Successor Agncy 1,938,690 $0 $11,000 600 0 $1,949,090187Backbone Fee Fund 56,592 $0 $0 0 0 $56,592189Land Held for Resale 36,610,015 $0 $0 2,345,550 2,271,900 $31,992,565200Capital Projects Fund—CIP 3,410,736 $0 $2,196,000 2,196,000 0 $3,410,736120CDBG 0 $0 $660,300 660,300 0 $0129Cable PEG Fees Fund 157,500 $0 $130,000 50,000 0 $237,500130Gas Tax 3,983,395 $0 $3,299,400 1,788,280 0 $5,494,515131Park Development 2,709,692 $0 $255,400 500,000 0 $2,465,092132Park Development Tustin Legacy 511,684 $0 $0 0 0 $511,684133SCAQMD 164,774 $0 $96,900 100,200 0 $161,474134Asset Forfeiture 313,342 $0 $100,100 0 0 $413,442135RNSP Asset Forfeiture 0 $0 $0 0 0 $0136Supplemental Law Enforcement 159,878 $0 $151,000 114,400 0 $196,478137Treasury RNSP Asset Forfeiture 5,711 $0 $0 $0 $0 $5,711138Measure M 708,406 $0 $0 $0 $0 $708,406139Measure M2 757,425 $0 $1,860,900 $910,000 $39,000 $1,669,325141Tustin LLD 0 $465,700 $623,000 $1,088,700 $0 $0142Tustin SL 2,146,901 $0 $900,000 $659,000 $0 $2,387,901171Solid Waste Fund 0 $0 $0 $0 $0 $0180Special Events 243,147 $0 $369,000 $428,038 $0 $184,109181Workers Compensation 2,574,343 $0 $1,013,800 $914,000 $0 $2,674,143182Liability 914,149 $1,101,000 $0 $1,059,411 $0 $955,738183Unemployment 21,795 $0 $0 $18,000 $0 $3,795184Equipment Replacement Fund 1,671,161 $0 $1,002,500 $390,000 $0 $2,283,661185Information Technology 606,385 $0 $2,146,000 $2,153,100 $0 $599,285191Hangar Fund 0 $0 $0 $0 $0 $0300Water Enterprise 4,827,360 $0 $16,286,700 $17,777,815 $0 $3,336,245301Water Capital Fund 65,542 $0 $1,541,800 $1,435,000 $0 $172,342302Water Enterprise Emergency Fund 2,000,000 $0 $0 $0 $0 $2,000,0003052011 Water Revenue Bond Fund 421,687 $0 $0 $125,000 $0 $296,6873062013 Water Revenue Bond Fund 3,869,579 $0 $0 $0 $0 $3,869,579431Assessment Dist. 95-1 Construction 2,149,045 $0 $1,600 $0 $465,700 $1,684,945433CFD 04-1 1,125,790 $0 $1,303,455 $1,278,556 $0 $1,150,689434CFD 06-1 Construction 2,813,335 $0 $3,000 $30,000 $0 $2,786,335435CFD 06-1 Debt Service 6,976,195 $0 $5,146,964 $4,951,864 $0 $7,171,296436CFD 07-1 Debt Service 1,866,222 $0 $1,129,647 $1,101,692 $0 $1,894,176437CFD 07-1 Construction 75,807 $0 $2,500 $0 $0 $78,307438CFD 06-1 Annex Construction 200 $0 $100 $0 $0 $300440CFD 13-01 10,400 $0 $217,100 $205,700 $0 $21,800441CFD 14-01 Debt Service 3,328,794 $0 $1,467,893 $1,443,175 $0 $3,353,511442Special Tax B 0 $0 $3,630,000 $0 $3,630,000 $0443CFD 14-01 Construction 19,985,825 $0 $0 $0 $0 $19,985,825561MCAS 2010 TAB Proceeds 2,437,469 $0 $0 $124,000 $0 $2,313,469570Successor Agency (Trust Fund) 3,160,211 $0 $0 $2,400 $0 $3,157,811575Tustin Housing Authority 1,072,468 $0 $1,400 $393,595 $0 $680,273TOTAL ALL FUNDS $138,050,797 $3,026,600 $103,337,285 $106,163,025 $6,406,600 $131,845,057
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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GENERAL FUND FUND BALANCE DETAIL
FY 2016-2017Audited Beginning Fund Balance $25,496,695
Projected Revenue $56,922,500Proposed Expense ($60,028,552)
Projected Undesignated/Ending Fund Balance $22,390,643
FY 2017-2018Projected Beginning Fund Balance $22,390,643
Projected Revenue $58,780,830Proposed Expense ($59,972,325)
Projected Undesignated/Ending Fund Balance $21,199,148
FY 2018-2019Projected Beginning Fund Balance $21,199,148
Projected Revenue $59,249,727Proposed Expense ($61,918,649)
Projected Undesignated/Ending Fund Balance $18,530,226
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 31
FY 2017-2018 ProjectedBalanced Budget
Transfer In $1,704,500Planned Use of Excess Reserves $1,191,495Revenue $57,076,330Expenditures($59,972,325)Transfer Out $0$0
Projected General Fund Fund Balance $21,199,148Projected GF Reserves as % of GF Exp 35.3%
FY 2018-2019 UpdateBalanced Budget
Transfer In $1,459,900Planned Use of Excess Reserves $2,668,922Revenue $57,789,827Expenditures($61,918,649)Transfer Out $0$0
Projected General Fund Fund Balance $18,530,225Projected GF Reserves as % of GF Exp 29.9%
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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REVENUE SUMMARY
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 34
EXPENDITURE SUMMARY
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 35
EXPENDITURE SUMMARY
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 36
GENERAL FUND REVENUES
$58,780,830
FY 2017-18 General Fund Revenues
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 37
G ENERAL FUND REVENUES
$59,249,727
FY 2018-19 General Fund Revenues
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 38
GENERAL FUND EXPENSES
$59,972,325
FY 2017-18 General Fund Expenses
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 39
GENERAL FUND EXPENSES
$61,918,649
FY 2018-19 General Fund Expenses
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 40
CAPITAL IMPROVEMENT PROJECTS
FY 2017-19 Capital Improvement Program
$144,062,861
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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TOTAL BUDGET REVENUES
$141,538,588
FY 2017-18 Total Budget Revenues
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 43
TOTAL BUDGET REVENUES
$106,363,885
FY 2018-2019 Total Budget
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 44
TOTAL BUDGET EXPENSES
$249,339,629
FY 2017-18 Total Budget Expenses
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 45
$112,569,625
FY 2018-19 Total Budget Expenses
All Other Sources$5,830,6835%
CDBG Funds$660,3001%
Community Facilities Districts Funds$12,640,98711% Capital Improvement Fund$2,196,0002%Gas Tax Fund$1,788,2802%
General Fund$61,918,64955%
Emergency Fund$00%
Internal Service Funds$4,534,5114%
Measure "M" Funds$949,0001%
Park Funds$500,000<1%
Special Districts Funds$2,213,4002%
Water Enterprise Funds$19,337,81517%
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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SALES TAX REVENUE
Sales Tax
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 47
GANN LIMIT FY 2017-18 APPROPRIATIONS LIMIT Article XIII 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, 2017, 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, 2017, the change in the California Per Capita Personal Income is 3.69% and the change in Orange County’s population is 0.69%. 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 2017-18 Appropriation Limit is 6.0618 times the base year limit of $14,249,831, which equals $86,379,313. Total appropriations for FY 2017-18, subject to the limitation equal $59,972,325, which is $26,406,988 below the City’s FY 2017-18 Appropriations Limit.
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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CLASSIFICATION PLAN – PERSONNEL BUDGETING
16-17 16-17 16-17 17-18 17-18 18-19 18-19CURRENT YTD VACAN-PROPOSED NEW PROPOSED NEWPOSITION CONTROL REPORT BUDGET ACT CIES BUDGET REQ BUDGET REQ
City ClerkAdministrative Assistant 2.00 2.00 - 2.00 - 2.00 - City Clerk 1.00 1.00 - 1.00 - 1.00 - Management Analyst I/II 1.00 1.00 - 1.00 - 1.00 - 4.00 4.00 0.00 4.00 0.00 4.00 0.00
LEGISLATION TOTAL 4.00 4.00 0.00 4.00 0.00 4.00 0.00
ADMINISTRATION
City Manager's OfficeCity Manager 1.00 1.00 - 1.00 - 1.00 - Assistant City Manager 0.00 0.00 - 1.00 1.00 1.00 - Deputy City Manager 1.00 1.00 - - (1.00) - - Administrative Assistant 1.00 0.00 (1.00) - (1.00) - - Executive Assistant 0.00 0.00 - 1.00 1.00 1.00 - Executive Coordinator 1.00 1.00 - 1.00 - 1.00 - Management Analyst I/II 1.00 1.00 - - (1.00) - - Senior Management Analyst 0.00 0.00 - 1.00 1.00 1.00 - 5.00 4.00 (1.00)5.00 0.00 5.00 0.00
Economic DevelopmentAdministrative Assistant 1.00 1.00 - 1.00 - 1.00 - Deputy Director - Econ. Dev.0.00 0.00 - 1.00 1.00 1.00 - Director, Economic Development 1.00 1.00 - 1.00 - 1.00 - Econ. Dev. & Housing Manager 1.00 1.00 - - (1.00) - - Econ. Dev. Project Manager 1.00 1.00 - - (1.00) - - Management Analyst I 1.00 1.00 - 1.00 - 1.00 - Management Assistant 1.00 1.00 - 1.00 - 1.00 - Senior Management Analyst 0.00 0.00 - 1.00 1.00 1.00 - 6.00 6.00 0.00 6.00 0.00 6.00 0.00
FinanceAccountant 1.00 1.00 - 1.00 - 1.00 - Administrative Services Manager 0.50 1.00 0.50 - (0.50) - - Director, Finance 1.00 0.00 (1.00) 1.00 - 1.00 - Deputy Director - Finance 0.00 0.00 - 2.00 2.00 2.00 0.00Executive Assistant 1.00 1.00 - 1.00 - 1.00 - Finance Manager 0.50 1.00 0.50 - (0.50) - - Management Analyst I/II 1.00 1.00 - 1.00 - 1.00 - Senior Accountant 1.00 1.00 - 1.00 - 1.00 - Senior Accounting Specialist 3.00 3.00 - 3.00 - 3.00 - 9.00 9.00 0.00 10.00 1.00 10.00 0.00
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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Human ResourcesExecutive Assistant 1.00 1.00 - 1.00 - 1.00 - Director, Human Resources 1.00 1.00 - 1.00 - 1.00 - Management Analyst I/II 0.75 0.75 - 0.75 - 0.75 - Management Assistant 1.00 1.00 - 1.00 - 1.00 - Senior Management Analyst 1.00 1.00 - 1.00 - 1.00 - 4.75 4.75 0.00 4.75 0.00 4.75 0.00Information TechnologyIT Specialist 3.00 3.00 - 3.00 - 3.00 - 3.00 3.00 0.00 3.00 0.00 3.00 0.00
ADMINISTRATION TOTAL 27.75 26.75 (1.00)28.75 1.00 28.75 0.00
COMMUNITY DEVELOPMENT
PlanningAssistant Director, Comm. Dev.1.00 1.00 - 1.00 - 1.00 - Associate Planner 0.31 0.31 - 0.31 - 0.31 - Assistant Planner 1.00 1.00 - 1.00 - 1.00 - Director, Community Development 1.00 1.00 - 1.00 - 1.00 - Executive Assistant 1.00 1.00 - 1.00 - 1.00 - Principal Planner 1.00 1.00 - 1.00 - 1.00 - Management Analyst 1.00 1.00 - 1.00 - 1.00 - Senior Planner 2.75 2.75 - 2.75 - 2.75 - 9.06 9.06 0.00 9.06 0.00 9.06 0.00BuildingAdministrative Assistant 1.00 1.00 - 1.00 - 1.00 - Assistant Director, Comm. Dev.1.00 1.00 - 1.00 - 1.00 - Building Inspector 1.00 1.00 - 1.00 - 1.00 - Building Permit Technician 2.00 2.00 - 2.00 - 2.00 - Principal Plan Check Engineer 1.00 1.00 - 1.00 - 1.00 - Senior Building Inspector 2.00 1.00 (1.00) 2.00 - 2.00 - 8.00 7.00 (1.00)8.00 0.00 8.00 0.00Code Enforcement
Code Enforcement Officer 1.00 1.00 - 1.00 - 1.00 - 1.00 1.00 0.00 1.00 0.00 1.00 0.00CDBGAssistant Planner 0.68 0.68 - 0.68 - 0.68 - Code Enforcement Officer 1.00 1.00 - 1.00 - 1.00 - Senior Planner 0.25 0.25 - 0.25 - 0.25 - 1.93 1.93 0.00 1.93 0.00 1.93 0.00
COMMUNITY DEVELOPMENT TOTAL 19.99 18.99 (1.00)19.99 0.00 19.99 0.00
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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PUBLIC WORKS
PW AdministrationDeputy Pub. Works Director 1.00 1.00 - 1.00 - 1.00 - Dir. Pub. Works/City Eng.1.00 1.00 - 1.00 - 1.00 - Executive Assistant 1.00 1.00 - 1.00 - 1.00 - Public Works Manager 1.00 1.00 - 1.00 - 1.00 - 4.00 4.00 0.00 4.00 0.00 4.00 0.00EngineeringAssistant Engineer 2.00 2.00 - 2.00 - 2.00 - Management Assistant 1.00 1.00 - 1.00 - 1.00 - Principal Engineer 1.00 1.00 - 2.00 1.00 2.00 - Public Works Inspector 0.00 0.00 - 1.00 1.00 1.00 - Public Works Manager 1.00 1.00 - 1.00 - 1.00 - Senior Management Assistant 1.00 1.00 - 1.00 - 1.00 - Senior Public Works Inspector 1.00 1.00 - 1.00 - 1.00 - 7.00 7.00 0.00 9.00 2.00 9.00 0.00StreetsAdministrative Assistant 0.25 0.25 - 0.25 - 0.25 - Equipment Operator 3.00 3.00 - 3.00 - 3.00 - Field Services Manager 0.25 0.25 - 0.25 - 0.25 - Maintenance Leadworker 1.00 1.00 - 1.00 - 1.00 - Maintenance Supervisor 0.50 0.50 - 0.50 - 0.50 - Maintenance Worker 1.00 1.00 - 0.50 (0.50) 0.50 - Senior Maintenance Worker 3.00 3.00 - 3.00 - 3.00 - 9.00 9.00 0.00 8.50 (0.50)8.50 0.00LandscapeAdministrative Assistant 0.25 0.25 - 0.25 - 0.25 - Field Services Manager 0.25 0.25 - 0.25 - 0.25 - Maintenance Leadworker 2.00 2.00 - 2.00 - 2.00 - Maintenance Supervisor 2.00 2.00 - 3.00 1.00 3.00 - Maintenance Worker 8.00 7.00 (1.00) 7.00 (1.00) 7.00 - Senior Maintenance Worker 4.00 5.00 1.00 5.00 1.00 5.00 - 16.50 16.50 0.00 17.50 1.00 17.50 0.00Water QualitySenior Management Analyst 1.00 1.00 - 1.00 - 1.00 - 1.00 1.00 0.00 1.00 0.00 1.00 0.00VehiclesAdministrative Assistant 0.25 0.25 - 0.25 - 0.25 - Equipment Mechanic 3.00 3.00 - 3.00 - 3.00 - Field Services Manager 0.25 0.25 - 0.25 - 0.25 - Maintenance Supervisor 1.00 1.00 - 1.00 - 1.00 - Maintenance Worker 0.50 0.50 - - (0.50) - - Sr. Maintenance Worker 1.00 1.00 - 1.00 - 1.00 - 6.00 6.00 0.00 5.50 (0.50)5.50 0.00
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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FacilitiesAdministrative Assistant 0.25 0.25 - 0.25 - 0.25 - Field Services Manager 0.25 0.25 - 0.25 - 0.25 - Maintenance Leadworker 1.00 1.00 - 1.00 - 1.00 - Maintenance Supervisor 0.50 0.50 - 0.50 - 0.50 - Senior Maintenance Worker 1.00 1.00 - 1.00 - 1.00 - 3.00 3.00 0.00 3.00 0.00 3.00 0.00PW Emergency ServicesAdministrative Assistant 0.00 0.00 - 0.00 - 0.00 - 0.00 0.00 0.00 0.00 0.00 0.00 0.00
PUBLIC WORKS TOTAL 46.50 46.50 0.00 48.50 2.00 48.50 0.00
POLICE
Police Department Management DivPolice Civilian Commander 1.00 1.00 - 1.00 - 1.00 - Deputy Police Chief 1.00 1.00 - 1.00 - 1.00 - Executive Assistant 1.00 1.00 - 1.00 - 1.00 - Managment Assistant 1.00 1.00 - 1.00 - 1.00 - Police Captain 0.00 0.00 - 1.00 1.00 1.00 - Police Chief 1.00 1.00 - 1.00 - 1.00 - Police Lieutenant 1.00 1.00 - 1.00 - 1.00 - 6.00 6.00 0.00 7.00 1.00 7.00 0.00North Area PatrolPolice Lieutenant 1.00 1.00 - 1.00 - 1.00 - Police Officer 25.00 25.00 - 25.00 - 25.00 - Police Sergeant 7.00 7.00 - 7.00 - 7.00 - Police Records Specialist 1.00 1.00 - 1.00 - 1.00 - Police Services Officer I, II, III 1.00 1.00 - 1.00 - 1.00 - 35.00 35.00 0.00 35.00 0.00 35.00 0.00South Area PatrolPolice Lieutenant 1.00 1.00 - 1.00 - 1.00 - Police Officer 25.00 24.00 (1.00) 25.00 - 25.00 - Police Sergeant 7.00 7.00 - 7.00 - 7.00 - 33.00 32.00 (1.00)33.00 0.00 33.00 0.00Special Operations Police Lieutenant 1.00 1.00 - 1.00 - 1.00 - Police Officer 18.00 16.00 (2.00) 19.00 1.00 19.00 - Police Records Specialist 2.00 1.00 (1.00) 2.00 - 2.00 - Police Sergeant 3.00 3.00 - 3.00 - 3.00 - Police Services Officer I, II, III 4.00 4.00 - 4.00 - 4.00 - 28.00 25.00 (3.00)29.00 1.00 29.00 0.00
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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Professional StandardsPolice Lieutenant 1.00 1.00 - 1.00 - 1.00 - Police Officer 1.00 1.00 - 1.00 - 1.00 - Police Records Specialist 1.00 1.00 - 1.00 - 1.00 - Police Sergeant 1.00 1.00 - 1.00 - 1.00 - Police Services Officer I, II, III 2.00 2.00 - 2.00 - 2.00 - Senior Management Analyst 1.00 1.00 - 1.00 - 1.00 - 7.00 7.00 0.00 7.00 0.00 7.00 0.00Field Support Communications Officer I, II 10.00 8.00 (2.00) 10.00 - 10.00 - Communications Officer Lead 2.00 2.00 - 2.00 - 2.00 - Police Communication Supervisor 1.00 1.00 - 1.00 - 1.00 - Police Services Officer I, II, III 7.00 6.00 (1.00) 8.00 1.00 8.00 - Police Services Officer Supervisor 1.00 1.00 - 1.00 - 1.00 - Police Support Services Manager 1.00 1.00 - 1.00 - 1.00 - 22.00 19.00 (3.00)23.00 1.00 23.00 0.00
Operations Support Police Fleet Coordinator 1.00 1.00 - 1.00 - 1.00 - Police Records Specialist 6.00 6.00 - 7.00 1.00 7.00 - Police Records Specialist Lead 2.00 2.00 - 2.00 - 2.00 - Police Records Supervisor 1.00 1.00 - 1.00 - 1.00 - Police Support Services Manager 1.00 0.00 (1.00) 1.00 - 1.00 - Property And Evidence Supervisor 1.00 1.00 - 1.00 - 1.00 - Property And Evidence Technician 2.00 2.00 - 2.00 - 2.00 - 14.00 13.00 (1.00)15.00 1.00 15.00 0.00
POLICE TOTAL 145.00 137.00 (8.00)149.00 4.00 149.00 0.00
POLICE GRANT FUNDCrime Analyst (SLESF)1.00 1.00 - 1.00 - 1.00 - 1.00 1.00 0.00 1.00 0.00 1.00 0.00
PARKS & RECREATION
P & R AdministrationDirector, Parks & Recreation 1.00 1.00 - 1.00 - 1.00 - Deputy Director of Parks & Rec 1.00 1.00 - 1.00 - 1.00 - Executive Assistant 1.00 1.00 - 1.00 - 1.00 - 3.00 3.00 0.00 3.00 0.00 3.00 0.00
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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SportsAdministrative Assistant 1.00 1.00 - 1.00 - 1.00 - Recreation Coordinator 1.00 1.00 - 1.00 - 1.00 - Recreation Supervisor 1.00 1.00 - 1.00 - 1.00 - Sports Program Specialist 1.00 1.00 - 1.00 - 1.00 - 4.00 4.00 0.00 4.00 0.00 4.00 0.00Classes/Cultural ArtsRecreation Coordinator 2.00 2.00 - 2.00 - 2.00 - Administrative Assistant 0.00 0.00 - 1.00 1.00 1.00 - 2.00 2.00 0.00 3.00 1.00 3.00 0.00Senior ProgramsRecreation Coordinator 1.00 1.00 - 1.00 - 1.00 - Recreation Supervisor 1.00 1.00 - 1.00 - 1.00 - Transportation Coordinator 2.00 2.00 - 2.00 - 2.00 - 4.00 4.00 0.00 4.00 0.00 4.00 0.00P & R Support ServicesRecreation Facilities Lead 1.00 1.00 - 2.00 1.00 2.00 - 1.00 1.00 0.00 2.00 1.00 2.00 0.00Tustin Youth CenterRecreation Coordinator 1.00 1.00 - 1.00 - 1.00 - 1.00 1.00 0.00 1.00 0.00 1.00 0.00
PARKS & RECREATION TOTAL 15.00 15.00 0.00 17.00 2.00 17.00 0.00
WATER ENTERPRISE
Water BillingAccounting Specialist 2.50 3.50 1.00 2.50 - 2.50 - Senior Accounting Specialist 1.00 0.00 (1.00) 1.00 - 1.00 - Code Enforcement Officer 0.00 0.00 - 1.00 1.00 1.00 - Customer Service Supervisor 1.00 1.00 - 1.00 - 1.00 - Water Meter Reader 2.00 2.00 - 2.00 - 2.00 - 6.50 6.50 0.00 7.50 1.00 7.50 0.00Water AdministrationAdministrative Assistant 1.00 1.00 - 1.00 - 1.00 - Associate Engineer 1.00 0.00 (1.00) 1.00 - 1.00 - Principal Engineer 1.00 1.00 - 1.00 - 1.00 - Public Works Manager 0.00 0.00 - 1.00 1.00 1.00 - Water Service Manager 1.00 1.00 - 1.00 - 1.00 - Water Treatment Supervisor 0.25 0.25 - 0.25 - 0.25 - 4.25 3.25 (1.00)5.25 1.00 5.25 0.00
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 54
Water OperationsMaintenance Worker 0.50 0.50 - 0.50 - 0.50 - Water Const. Maint. Supervisor 1.00 1.00 - 1.00 - 1.00 - Water Distribution Leadworker 1.00 1.00 - 1.00 - 1.00 - Water Distribution Operator I, II 6.20 6.20 - 6.20 - 6.20 - Water Equipment Operator 2.00 2.00 - 2.00 - 2.00 - Water Treatment Operator II 0.50 0.50 - 0.50 - 0.50 - Water Treatment Supervisor 0.13 0.13 - 0.13 - 0.13 - 11.33 11.33 0.00 11.33 0.00 11.33 0.00Main Street PlantWater Distribution Operator II 0.10 0.10 - 0.10 - 0.10 - Water Treatment Operator II 1.25 1.00 (0.25) 1.25 - 1.25 - Water Treatment Supervisor 0.13 0.13 - 0.13 - 0.13 - 1.48 1.23 (0.25)1.48 0.00 1.48 0.0017th St DesalterWater Distribution Operator II 0.10 0.10 - 0.10 - 0.10 - Water Treatment Operator II 1.25 1.00 (0.25) 1.25 - 1.25 - Water Treatment Supervisor 0.25 0.25 - 0.25 - 0.25 - 1.60 1.35 (0.25)1.60 0.00 1.60 0.00Imported WaterWater Distribution Operator II 0.30 0.30 - 0.30 - 0.30 - Water Treatment Operator II 0.50 0.25 (0.25) 0.50 - 0.50 - Water Treatment Supervisor 0.00 0.00 - 0.00 - 0.00 - 0.80 0.55 (0.25)0.80 0.00 0.80 0.00
Groundwater - Water Distribution Operator II 1.30 1.30 - 1.30 - 1.30 - Water Treatment Operator II 0.50 0.25 (0.25) 0.50 - 0.50 - Water Treatment Supervisor 0.25 0.25 - 0.25 - 0.25 - 2.05 1.80 (0.25)2.05 0.00 2.05 0.00
WATER TOTAL 28.00 26.00 (2.00)30.00 2.00 30.00 0.00
TOTAL CITY 287.24 275.24 (12.00)298.24 11.00 298.24 0.00
GENERAL FUND REVENUE
CITY OF TUSTIN 2015-17 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 57
REVENUE SUMMARY
Revenue Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedGeneral FundProperty Tax in Lieu of VLF 6,117,809 6,348,585 6,746,211 6,450,000 6,700,000 6,700,000 6,700,000Property Taxes 8,311,526 8,675,248 9,204,546 9,156,400 9,354,600 9,585,400 9,585,400Residual Property Taxes 995,274 1,103,444 1,503,240 1,500,000 1,600,000 1,600,000 1,600,000In Lieu-Prop Tax 18,127 19,070 18,859 27,200 19,300 27,246 27,791AB 1290 Pass Thru 77,227 85,256 100,611 75,000 100,000 100,000 100,000Special Tax B 2,620,058 2,837,620 0 3,200,000 3,200,000 3,558,000 3,630,000Franchise Fees 1,797,936 1,911,699 1,952,370 1,854,000 1,907,000 1,933,000 1,933,000Sales Tax Backfill 5,910,416 5,345,304 4,431,694 0 0 0 0Sales and Use Tax 16,065,151 16,596,817 19,753,923 23,844,400 24,315,600 24,445,000 25,061,200Sales Tax - Public Safety - Prop 172 312,465 327,775 327,993 284,200 284,200 300,000 300,000Transient Occupancy Tax 616,897 1,090,675 1,554,754 1,250,000 1,250,000 1,550,000 1,550,000Business License Fees 393,241 419,148 406,891 400,000 400,000 400,000 400,000Real Property Transfer Tax 302,916 479,892 565,648 350,000 450,000 525,000 525,000New Construction Tax 297,948 39,201 91,000 150,000 40,000 50,000 50,000Planning Plan Check Fees 198,936 194,850 296,189 171,300 171,300 189,507 183,811Building Permits & Plan Checks 1,395,180 1,253,113 1,887,517 856,400 856,400 947,535 919,056Fees and Other Permits 259,004 241,840 191,596 290,700 225,800 237,700 237,700Fines and Forfeitures 631,339 752,598 982,123 776,000 898,000 876,000 876,000Interest Income 161,924 227,204 629,755 175,000 175,000 200,000 200,000Use of property 595,987 933,116 1,084,709 1,003,400 1,003,400 1,235,042 1,241,969POST Reimbursement 26,422 43,534 19,471 35,000 35,000 15,000 15,000Revenue from Other Agencies 5,104 5,692 273,592 20,000 22,900 20,000 20,000State Grants 36,615 16,764 22,487 3,000 20,400 0 0Federal Grants 40,224 129,340 65,301 90,000 65,000 15,000 15,000Sports Fees 308,787 276,144 277,014 299,500 220,000 240,000 280,000Class Fees 308,667 246,605 304,987 300,000 305,000 315,000 325,000Other Recreation Fees 194,275 203,149 198,840 199,500 203,500 204,500 206,500Transfer In 1,802,221 6,546,347 9,818,397 1,188,500 1,188,500 1,704,500 1,459,900Reimbursement from Other Funds 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000All Other Sources 733,088 1,583,054 1,188,244 488,300 711,600 607,400 607,400
General Fund Total 51,734,763 59,133,085 65,097,962 55,637,800 56,922,500 58,780,830 59,249,727
GENERAL FUND EXPENDITURES
CITY COUNCIL
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 61
DESCRIPTION:
The City Council provides policy direction with regard to City services. Through its review and approval of the City’s annual operating and capital improvement budgets, the City Council determines the types and levels of City services. The City Council authorizes changes in the Municipal Code through adoption of ordinances. Policy direction is given by the City Council to the Planning Commission, the Community Services Commission and the Audit Commission. The City Council also serves as the Board of Directors of the Tustin Public Financing Authority.
Members of the City Council represent the City on various agencies such as the Orange County Fire Authority, Orange County Transportation Authority, Transportation Corridor Agencies, Orange County Sanitation District, Vector Control District, Southern California Association of Governments, and Newport Bay Watershed Executive Committee.
EXPENDITURE SUMMARY
CITY MANAGER
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 63
CITY MANAGER’S OFFICE
O RGANIZATIONAL CHART
CITY MANAGER (1)
CITY CLERK (1)
POLICE CHIEF (1)
SR. MANAGEMENT ANALYST(1)
DIRECTOR OF FINANCE(1)
DIRECTOR OF PUBLIC WORKS/ CITY ENGINEER(1)
DIRECTOR OF COMMUNITY DEVELOPMENT(1)
DIRECTOR OF PARKS & RECREATION(1)ADMINISTRATIVE ASSISTANT(2)
EXECUTIVE COORDINATOR(1)EXECUTIVE ASSISTANT(1)
MANAGEMENT ANALYST(1)
ASSIST. TO CITY MANAGER(1)
DIRECTOR OF HUMAN RESOURCES(1)
DIRECTOR OF ECONOMIC DEVELOPMENT(1)
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 64
DESCRIPTION:
Under policy direction of the City Council, the City Manager’s Office is responsible for planning, organizing and evaluating City services and providing management direction to all City departments through the department directors. It also ensures that the types and levels of City services are consistent with City Council policy and the proposed budget.
TASKS:
1. Keep the City Council constantly apprised as to the status of City programs and activities; 2. Respond to, and resolve, citizen complaints concerning City services; 3. Provide management oversight of economic development and housing programs; 4. Provide staff support, when required, to members of the City Council serving on regional agencies; 5. Serve on special regional committees such as the Orange County Fire Authority Technical Advisory Committee, Orange County Library Task Force, and 800 MHz Communications System Governance Committee; 6. Submit to the City Council the Fiscal Year 2015-17 operating and seven-year capital improvement budgets; 7. Provide oversight of real estate transactions at Tustin Legacy; 8. Provide oversight of the City’s public communications program.
E XPENDITURE SUMMARY
ECONOMIC DEVELOPMENT
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 67
ECONOMIC DEVELOPMENT ORGANIZATIONAL CHART
DIRECTOR ECONOMIC DEVELOPMENT(1)
ADMINISTRATIVE ASSISTANT(1)
DEPUTY DIRECTORECONOMIC DEVELOPMENT(1)
SR. MANAGEMENT ANALYST(1)
MANAGEMENT ANALYST I(1)
MANAGEMENT ASSISTANT(1)
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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DESCRIPTION
The dissolution of the Tustin Community Redevelopment Agency eliminated a dedicated funding source for this activity and, as such, a transfer from the Land Proceeds Fund has been included in the budget to offset the costs associated with economic development activity.
E XPENDITURE SUMMARY
SUCCESSOR AGENCY
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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DESCRIPTION
The Successor Agency to the former Tustin Community Redevelopment Agency (RDA) was formed on February 1, 2012 as the RDA was dissolved by AB X1 26. The Successor Agency is tasked with winding down the former RDA. The Successor Agency can only pay enforceable obligations that are on the Recognized Obligation Payment Schedule (ROPS) that have been approved by the State Department of Finance (DoF). The ROPS needs to be approved by the Oversight Board and DoF annually. The dissolution act included a provision for administrative costs associated with the winding down of the former redevelopment agency and, as such, a transfer to $250,000 was included in the budget to offset some General Fund costs.
Approved ROPS can be found on the Successor Agency Website at www.tustinca.org
RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS)
The Successor Agency received a letter on April 10, 2017 from the State Department of Finance on the ROPS 2017-18 approving the total distribution from the Redevelopment Property Tax Trust Fund (RPTTF) for $0. The total approved obligation is associated with the use of reserve balances in the Successor Agency Fund. The following table shows the reconciliation of the ROPS approval: ROPS 17-18 Total RPTTF Request: $ 0 Total DOF Denials: $ 0 Administrative Allowance: $ 0 Total RPTTF Amount Approved: $ 0 Amount Reclassified to Other Funds/Reserve Balance: $4,420,676 Other Adjustments: $ 0 Total RPTTF Distributed to Successor Agency: $ 0
CITY CLERK
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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DESCRIPTION:
The City Clerk’s Office facilitates the legislative policy-making process; records and validates the proceedings of the City Council, and provides for timely and thorough access to public records. It administers the activities pertaining to City Council legislation, processes Council-approved agenda items, manages public records, and disseminates information concerning Council actions both to City staff and the public and conducts municipal elections. TASKS:
1. Maintain the repository for contracts/agreements, deeds, resolutions, ordinances, and other City documents; Tustin City Code (TCC), City flags, and vehicle registration documents; 2. Process claims, subpoenas, summons, and public records requests; 3. Administer municipal election 4. Assemble and print City Council agendas; 5. Maintain City Council, Successor Agency to the Tustin Community Redevelopment Agency, Tustin Public Financing Authority and Tustin Housing Authority minutes, ordinances and resolutions; 6. Maintain Oversight Board of the Successor Agency of the Former Tustin Community Redevelopment Agency minutes and resolutions 7. Publish legal notices; 8. Recruit for City Commissions; 9. Prepare proclamations and certificates of recognition; 10. Oversee Citywide records retention program; 11. Provide Citywide phone reception services; 12. Provide Citywide duplication and scanning services and mail delivery; 13. Maintain subscription and distribution of City Council and Planning Commission agendas and minutes; 14. Manage the electronic document imaging system (Laserfiche). EXPENDITURE SUMMARY
CITY ATTORNEY
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 75
DESCRIPTION:
The City Attorney’s office provides legal advice and services pertaining to City affairs to the City Council, City Manager and other City officials.
TASKS:
1. Attend City Council, Redevelopment Agency and Planning Commission and Audit Commission meetings for the purpose of providing legal advice; 2. Review and prepare ordinances, resolutions, franchises, agreements, contracts and other documents; 3. Provide legal advice to City departments; 4. Represent the City in court proceedings; 5. Review and monitor general liability claims processed by the City’s claims administrator. EXPENDITURE SUMMARY
FINANCE
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 77
FINANCE DEPARTMENT’S
O RGANIZATIONAL CHART
ACTING DIRECTOR OF FINANCE (1)
DEPUTYDIRECTOR OF FINANCE
(1)
DEPUTYDIRECTOR OF FINANCE
(1)
EXECUTIVE ASSISTANT (1)
WATER METER READER (2)
I.T. SPECIALIST (3)SR. ACCOUNTING SPECIALIST (3)
SR. ACCOUNTANT (1)
CUSTOMER SERVICE SUPERVISOR (1)
ACCOUNTING SPECIALIST (3.5)
ACCOUNTANT (1)
MANAGEMENT ANALYST (1)
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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DESCRIPTION: The Finance Division provides treasury services, financial services, accounts payable, purchasing, customer service, cashiering, and accounting support for the City, the Successor Agency to the Tustin Community Redevelopment Agency, the Water Utility and the City’s Special Assessment Districts. It is responsible for recording the financial activities of the City in accordance with generally accepted accounting principles and standards of the Government Accounting Standards Board. TASKS: 1. Deposit, monitor and record all revenues of the City. 2. Responsible for the City’s cash management. 3. Maintain the General Ledger and all financial records; 4. Ensure proper internal controls are in place throughout the City Departments. 5. Serve as the City Treasurer and invest and manage the City’s funds. 6. Provide management support for Water Utility billing. 7. Prepare the quarterly investment reports. 8. Complete the State Controller’s Annual Report of Operations, Annual Street Report and other reports as required. 9. Monitor the City’s Fixed Asset Accounting System. 10. Administer the payroll, accounts receivable and accounts payable functions. 11. Prepare the annual Operating and Capital Improvement Budget. 12. Represent the City and provide information for various City, County, State and federal audits. 13. Assist in the formation and administration of special assessment districts created to finance public infrastructure at the Tustin Legacy project. 14. Prepare the Comprehensive Annual Financial Report to the City. 15. Manage debt service and issue bonds when appropriate.
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 79
EXPENDITURE SUMMARY
HUMAN RESOURCES
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 81
HUMAN RESOURCES
O RGANIZATIONAL CHART
MANAGEMENT ANALYST(.75)
DIRECTOR OF HUMAN RESOURCES (1)
MANAGEMENT ASSISTANT(1)
SR. MANAGEMENT ANALYST(1)
EXECUTIVE ASSISTANT(1)
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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DESCRIPTION:
Human Resources is responsible for the administration of the City’s personnel, employee relations and labor relations functions. Human Resources strives to attract, hire and maintain the highest quality staff available; coordinate the delivery of employee benefits; and seeks to ensure compliance with all applicable laws regarding personnel and labor relations matters in a consistent manner throughout the organization. TASKS:
1. Collaborate with operational departments, managers and employees to provide support, services and solutions that ensure a positive and productive work environment. 2. Create and conduct recruitments to fill vacancies in all City departments; 3. Serve as the City’s chief labor negotiator and meet and confer with the represented employee organizations regarding wages, hours and working conditions; 4. Maintain the City’s classification and compensation plan and review/recommend position classification and salary levels for all City positions; 5. Administer employee benefit programs; 6. Review and update policies, procedures and internal controls to ensure compliance with legal requirements and effectiveness with organizational operations; 7. Facilitate employee development and training programs including compliance training; 8. Oversee performance issues with employees including handling grievances, conducting investigations and managing disciplinary processes and appeals; 9. Manage Workers’ Compensation program with the City’s third party administrator by monitoring caseloads; 10. Serve as the program administrator for the City’s safety program including compliance with OSHA regulations; 11. Manage the General Liability and risk management programs using resources through the City’s participation in the California Insurance Pool Authority (CIPA) 12. Coordinate with operational departments to meet program requirements of various intergovernmental agencies including the Department of Transportation (DOT) program, Department of Motor Vehicle (DMV) Pull Notice program, Department of Justice (DOJ) Live Scan program and the Injury and Illness Prevention program (IIPP); 13. Monitor and ensure compliance with state and federal laws related to public sector labor and employment issues. E XPENDITURE SUMMARY
COMMUNITY DEVELOPMENT
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 85
COMMUNITY DEVELOPMENT
ORGANIZATIONAL CHART
ASST. DIRECTOR OFCOMMUNITY DEVELOPMENT (1)
PLANNING COMMISSION
EXECUTIVE ASSISTANT(1)
ASST. DIRECTOR OFCOMMUNITY DEVELOPMENT (1)
ASSOCIATE PLANNER(1)
FIRE MARSHAL HEALTH SERVICES
CONTRACT/DESIGNATED BUILDING OFFICIAL(1)
PERMIT TECHNICIAN(2)
SR. BUILDING INSPECTOR (2)
BUILDING INSPECTOR(1)
ADMINISTRATIVE ASSISTANT(1)
PRINCIPAL PLAN CHECK ENGINEER(1)
SENIOR PLANNER(3)
DIRECTOR OF COMMUNITY DEVELOPMENT(1)
CODE ENFORCEMENT OFFICER(2)
PRINCIPAL PLANNER(1)
MANAGEMENT ANALYST I(1)
ADMINISTRATIVE INTERN(2)
ADMINISTRATIVE INTERN(1)
ASSISTANT PLANNER(1)
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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PLANNING DIVISION
DESCRIPTION:
The Planning Division includes current and advance planning/special project functions. The Current Planning Section reviews proposed development to ensure conformance with City zoning and development standards; processes discretionary entitlements; performs plan checks; and answers planning and business license related land use inquiries and requests. The Advance Planning/Special Projects Section is responsible for managing Community Development Block Grant (CDBG) activities and overseeing and coordinating demographics, regional activities, historic preservation, General Plan and Code amendments, environmental studies, business license zoning clearances and business permits, and special projects. Current and Advance Planning staff provide support to the City Council and Planning Commission.
TASKS:
1. Complete a MCAS Tustin Specific Plan Amendment to establish Transit Oriented Developments (TOD), mixed uses, adaptive reuse of structures and additional residential uses through a new vision concept. 2. Complete the Downtown Commercial Core Plan to provide a comprehensive planned vision of Downtown Tustin which encompasses three core areas of Tustin including Old Town Tustin, First Street corridor, and the commercial freeway interface at the 5 & 55 freeway intersections in order to encourage economic development and coordinated improvements. 3. Complete the Red Hill Avenue Specific Plan to provide a comprehensive vision of the Redhill corridor and explore potential mixed uses while protecting existing commercial corridor. 4. Commence with a comprehensive update to the City of Tustin’s General Plan. 5. Commence with the preparation of a Specific Plan Amendment for the Pacific Center East Specific Plan by updating the vision concept and transportation system to accommodate potential development within the area. 6. Process discretionary entitlements, including design reviews, conditional use permits, variances, subdivisions, minor adjustments, etc. 7. Perform plan checks for new development, tenant improvements, and other building projects. 8. Process temporary use permits, large gathering use permits, temporary sign permits, and film permits. 9. Continue primary responsibility for planning and development monitoring tasks associated with the Tustin Legacy project. 10. Provide staff support for the administration of activities associated with the federal Community Development Block Grant (CDBG) Program including public service and public facility and improvement projects with an annual allocation of $680,000. 11. Monitor regional planning and development activities, particularly for community impacts associated with development projects occurring in the neighboring communities of Santa Ana, Orange and Irvine. 12. Continue the City’s current program for monitoring aircraft noise associated with flights to and from John Wayne Airport. 13. Review Proposed State and federal legislation for potential impacts to Tustin and prepare position papers and correspondences on pending legislation.
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 87
14. Review Business License related land use inquiries and requests and provide Zoning Code and other information to new/existing businesses. 15. Continue to provide phone and counter support as a one-stop planning and community development counter to maintain quality of service throughout the City. 16. Assist the Public Works Department in preparing environmental documents for major capital improvement projects. 17. Complete the comprehensive revisions to the City’s General Plan with consultant assistance and schedule Planning Commission and City Council workshops, budget permitting. 18. Maintain current demographic information and provide updated information to the public. Work with the Center for Demographic Research, State Department of Finance, and Southern California Association of Governments on updating demographic projections. 19. Administer and oversee the City’s Cultural Resources District. Develop and implement a Cultural Resources District work program for the Planning Commission. Process Mills Act program contracts and administer the Tustin Historic Register Plaque Program. 20. Prepare an update to the City’s Historical Resources Survey Report. 21. Continue to implement goals associated with the Old Town Parking Study and Old Town Parking Exception. 22. Continue to implement updates and improvements to the Department’s web page. 23. Continue to implement efficiency improvements to the department’s processes, procedures, etc. 24. Monitor and provide input to SCAG, OCCOG, and OCTA on the implementation of AB 32 and SB 375. 25. Complete Code Updates related to signs, parking and alcoholic beverage sales establishments.
BUILDING DIVISION
DESCRIPTION:
The mission of the Building Division is to ensure the safe and lawful use of buildings and properties by enforcing the California Building Standards Code and the Tustin Zoning Code. We are committed to improving our performance and developing procedures that are streamlined, understandable and transparent. We facilitate development within the community with integrity, efficiency and professionalism. The Division is committed to becoming a premier municipal building organization, dedicated to enhancing the quality of life for all Tustin residents and businesses and making our city safer by reducing the risk associated with fire, and natural hazards such as earthquakes and flooding. The Building Division performs these tasks through implementation and enforcement of State and local Building, Residential, Plumbing, Electrical, Mechanical, Historical Building, Green Building, and Energy Codes, also known as the California Building Standards Code. The Building Division is comprised of three service sections: Plan Check/Permitting, Building Inspection, and Code Enforcement. Plan Check/Permitting and Building Inspection Services ensure that all construction proposals are completed in compliance with the California Building Standards Code. Code Enforcement staff members work with Planners, Building Inspectors, various State agencies, and other City staff to ensure that Tustin properties are well maintained and that national water and air quality requirements are met.
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 88
TASKS:
1. Administer and enforce the California Building Standards Codes. 2. Implement the recently adopted 2016 California Building Standards Code. 3. Continue to implement new permit tracking software. 4. Continue to work with developers, allocate resources and coordinate with other agencies and departments to ensure continued progress at the Tustin Legacy. 5. Provide plan check and inspection services for all new construction, additions, and alterations to buildings. Continue to provide expedited plan check services when needed; complete all 1st submittal plan check services within 10 working days and subsequent plan check submittals within 5 working days. 6. Continue to support a Permit-by-Appointment program for relatively routine construction projects prepared by licensed design professionals such as residential remodels and additions (envisioned as a one-stop permit process). 7. Continue to utilize inspection staff to the role of “project coordinator” to guide homeowners through the construction project submittal and permitting process (an ombudsman approach that humanizes and simplifies the plan check and inspection correction process for persons unfamiliar with the City’s construction application, plan check and inspection requirements). 8. Outreach and raise awareness and preparedness for natural disasters such as wildfires and earthquakes to maintain a safe living environment and community. Work with the State Fire Marshall and Orange County Fire Authority representatives to prepare and adopt the anticipated 2018 Fire Hazard Severity Zone maps. 9. Update the City’s Building Codes to facilitate the installation of electric vehicle charging stations, in compliance with State mandates. 10. Continue to develop Code Interpretation Bulletins/Policies for the public and development community to ensure a uniform understanding of City Code requirements. 11. Update the City’s grading and private street design standards to be compatible with the current practice while maintaining quality standards. 12. Complete a Code update necessary to implement an appointed Building Board of Appeals to hold potential hearings on appeals of the Building Official’s interpretation of the State Building Code Standards. 13. Continue to update the Building Division pages on the City website to provide the public and contractors with Building Code information, useful links, and City handouts. 14. Continue to update the Building Division’s Procedure Manual and develop comprehensive internal operational policies. 15. Continue to support OCFA and Tustin Police emergency response needs related to evaluating structural safety following structure fires and vehicle accidents involving structures. 16. Continue an excellent standard of plan check and inspection to maintain code compliance and safety, while also preventing disruptions during construction. 17. Monitor and recommend measures to ensure the City’s compliance with the National Pollutant Discharge Elimination System (NPDES) Permit and Air Quality Management Plan. 18. Administer the City’s graffiti-removal program and actively participate in the City’s Neighborhood Improvement Program.
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 89
19. Continue to implement property maintenance and zoning code enforcement, including the issuance of administrative citations as necessary, and perform water quality inspections at all active construction sites and developed commercial and industrial sites. EXPENDITURE SUMMARY
PUBLIC WORKS
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 91
PUBLIC WORKS
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CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 92
ADMINISTRATION DESCRIPTION:
The Administration Division coordinates and provides direction to all Public Works Divisions and Water Services operations. This Division provides research and analysis of current and proposed legislation, Public Works projects, programs and services to ensure benefit, safety and convenience to the community and general public. TASK:
1. Perform interagency coordination and administer County, State and Federally funded projects and programs. 2. Provide oversight and management of the Public Works and Water Capital Improvement and Operations Budgets. 3. Monitor the Departmental productivity measurement system. 4. Manage the City’s Solid Waste Program. 5. Administer contract agreements for various City Services. 6. Manage City records including all record plans with respect to Public Works and Engineering. 7. Administer Tustin Ranch Assessment District and the Tustin Landscape and Lighting District.
ENGINEERING DESCRIPTION: The Engineering Division designs and prepares plans for the City’s Capital Improvement Program; prepares public works conditions of approval for entitlements; plan checks subdivision plans and maps; inspects all projects within the public right-of-way; maintains records to promote the general safety and well-being of the community; and coordinates all inter/intra community related regional traffic matters pertinent to pedestrian and vehicular safety. TASKS: 1. Prepare plans, cost estimates, reports and provides oversight for the construction of Capital Improvement Projects. 2. Conduct plan checks on subdivision/parcel maps and perform construction inspection involving public improvements. 3. Conduct City-wide traffic studies. 4. Maintain maps, records and reports for all public improvements. 5. Provide public assistance in response to engineering and traffic related concerns and complaints. 6. Perform contract administration and provide technical assistance to other City departments and outside agencies.
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
PAGE 93
7. Administer contracts for pavement management system, signal maintenance, pavement repair and pavement striping. 8. Provide technical engineering support to the Tustin Legacy development program.
STREETS DESCRIPTION:
The Streets Division ensures that public rights-of-way are properly maintained. This is accomplished by installing proper signage and striping, and by maintaining all streets, sidewalks, bike trails, storm drains and catch basins within the public right-of-way. TASKS:
1. Support and monitor street sweeping program. 2. Administer streets and alley repair contract. 3. Perform litter control in the public rights-of-way. 4. Performs traffic sign maintenance and striping/marking program as directed by the Engineering Division, Traffic Section. 5. Performs sidewalk maintenance and grinding as needed. 6. Provide support for special events.
LANDSCAPE DESCRIPTION:
The Landscape Division maintains all City parks and playground equipment; all landscaped median and parkway areas; and all trees located in the public right-of-way to enhance the aesthetic image of the community, promote the general environmental quality of the community, and ensure the safety of all citizens and the general public. TASKS:
1. Maintains the turf in the parks. 2. Operates and maintains parks landscape irrigation systems. 3. Maintains foliage through chemical application, removing and/or replacing as required. 4. Performs graffiti removal and manages the weed abatement program in the parks and public rights-of-way. 5. Conducts regular inspection, maintenance, and repair of park grounds and play equipment, structures, lights, and picnic facilities. 6. Administers the citywide tree trimming and landscape maintenance contracts.
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WATER QUALITY DESCRIPTION:
The Water Quality Division provides coordinates and oversight for the City’s National Pollutant Discharge Elimination System (NPDES) program and insures compliance with all State and Regional Water Quality Control Board requirements. The Division also coordinates the City’s participation in regional water quality efforts related to the Upper Newport Bay and San Diego Creek. TASKS:
1. Ensure City compliance with the NPDES and MS4 permits. 2. Assess the environmental issues associated with all development activities and provides regulatory framework to ensure that standards set are implemented. 3. Provide technical assistance to other City departments and outside agencies. 4. Maintain a complete inventory of storm water facilities and perform annual inspections. 5. Develop and implement pubic programs to inform and involve the public in controlling urban runoff. 6. Provide public assistance for storm water related concerns and complaints. 7. Coordinates maintenance of all publicly owned storm drains, catch basins and surface drainage facilities, in accordance with National Pollutant Discharge Elimination System guidelines.
VEHICLES DESCRIPTION:
The Vehicle Maintenance Division provides general repair and preventative maintenance for all City vehicles and other mechanical equipment, as well as maintaining the Vehicle Lease Fund. In addition, the Division provides maintenance and permit compliance for the City Fueling Island and the Underground Storage Tanks (UST). TASKS:
1. Perform repairs on vehicles and other mechanical equipment. 2. Administer a preventative maintenance program for vehicles and other mechanical equipment. 3. Provide fuel and maintain fueling facilities for the City and the Tustin Unified School District. 4. Conduct licensing/inspection of vehicles as required by the State Department of Motor Vehicles. 5. Administer the licensing and permits for City generators, fuel island, underground storage tank and other equipment. 6. Administer the forklift certification program. 7. Administers the Vehicle/Equipment Lease Fund.
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FACILITIES DESCRIPTION:
The Facilities Division is responsible for building maintenance and repair. Staff carries out maintenance activities to preserve the value of facilities and equipment. They provide a safe and comfortable environment in City buildings, such as the Civic Center, police station, and recreation centers. TASKS:
1. Provide information on facility maintenance problems and cyclical replacement items, and coordinate correction through the budgetary process; 2. Monitor progress on facilities maintenance projects and cyclical maintenance through site visits and service request; 3. Perform regular maintenance and building repairs for all public facilities including structural, mechanical, plumbing, electrical, carpentry, and painting; 4. Administer maintenance contracts including, but not limited to janitorial, building security, elevators, pest control and HVAC.
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E XPENDITURE SUMMARY
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POLICE DEPARTMENT
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POLICE DEPARTMENT
O RGANIZATIONAL CHART
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POLICE MANAGEMENT DESCRIPTION:
Police Management directs the day to day operations of the Police Department. Its primary responsibility is to ensure the Department’s overall mission is achieved, and the department is well-prepared for the future. Police Management provides leadership and management direction to all Police Department functions. Staff also responds to citizen contacts and represents the Police Department within the City, County and State. Additionally, Police Management is responsible for the oversight of the CALEA (Commission on Accreditation for Law Enforcement Agencies) process.
TASKS:
1. Provide administrative leadership to the entire Department. 2. Provide budget direction and control. 3. Review and implement new programs to enhance effectiveness of the Department; 4. Ensure free flow of internal and external information; 5. Participate in citywide team management concepts; 6. Provide direction and analysis to staff projects; 7. Coordinate with other local, state, and federal law enforcement agencies; 8. Coordinate Police Department activities with other City Departments; 9. Anticipate the future and plan activities accordingly; 10. Provide Department wide training and coordination of the CALEA re-accreditation process; 11. Serve as the leadership and clearing house of the CALEA accreditation team; 12. Compile and maintain the CALEA accreditation files consisting of 463 law enforcement standards organized into 38 chapters; 13. Develop and coordinate inspections and reports mandated by CALEA on a recurring basis to provide the management team with valuable information for the fiscal and physical management of the Police Department.
2016 ACCOMPLISHMENTS:
1. On July 26, 2014, Tustin Police Department received reaccreditation with CALEA
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NORTH AREA PATROL DESCRIPTION:
The North Area Command consists of the area in the City north of the I-5 freeway. Within the area, there are single family residences, high-density housing, commercial, and retail properties. North Area Command is currently staffed by one Lieutenant, seven Sergeants, and 25 Patrol Officers and includes a canine partner. Included in North Area Command, is the Traffic Unit and one police officer assigned as a Community Impact Officer (CIO). The CIO is responsible for addressing on-going community concerns and quality of life issues in the area. The CIO works closely with patrol officers, city officials, business owners and non-profit groups to address community issues.
The Traffic Unit is responsible for traffic enforcement within the Tustin city limits. The Traffic Unit includes one Sergeant, four Motor Officers, one Police Services Officer, one Police Records Specialist, one Master Reserve Officer and four part-time Parking Control Officers. The Traffic Unit also conducts follow-up investigation for serious or fatal traffic collisions. The Traffic Unit submits grant applications and monitors all reporting requirements on funded grants, they also conduct quarterly DUI checkpoints throughout the city and review and approve all traffic collision reports. The Traffic Unit also coordinates the department’s response to all of the city’s special events such as, Tustin Tiller Days, the Fourth of July Fireworks show, the Tustin Street Fair and Chili Cook-Off.
TASKS:
1. Respond to all criminal, service and traffic calls for service; 2. Investigate, write police reports, follow-up, and apprehend violators as appropriate; 3. Work with Parole and Probation officers in monitoring the activities of those individuals on Parole or Probation who reside in Tustin; 4. Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive problem solving; 5. Conduct educational and other crime/traffic accident prevention presentations; 6. Coordinate community special event plans; 7. Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve community problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by local government.
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2017 PATROL CITY WIDE ACCOMPLISHMENTS:
1. 11% reduction in robbery
2. 16% reduction aggravated assault
3. 32% reduction in residential burglary
4. Increased the use of GPS technology through the bait program resulting in over 60 felony arrests
5. Increased our community outreach program to include: Run with a Cop, Team Kids, Coffee with a Cop and other programs.
2017 PATROL GOALS:
1. Protect the Community
a. Reduction in Part I Crime
b. Reduction in Injury Traffic Collisions
2. Engage the Community
a. Enhance current programs (Citizens Academy, Spanish Speaking Citizens Academy, Open House, Run with a Cop, Coffee with a Cop, Police-Community Dialogues)
3. Improve Internal Operations
a. Making employees’ jobs easier and more efficient (CTAPS 2.0, Reporting efficiencies, Equipment improvements, Complete implementation of BWCs, Begin the CAD/RMS project)
b. Rebuild Pride and Esprit de Corps
c. Foster employee wellness and satisfaction (Wellness committee)
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2016 TRAFFIC ACCOMPLISHMENTS:
1. 311 Injury Traffic Collisions
2. 437 Non-Injury Traffic Collisions
3. 4 DUI Checkpoints & 4 DUI Saturation patrols
a. 1550 drivers contacted
b. 4 DUI Arrests
4. 169 Total DUI Arrests
5. 6 “Know Your Limits” campaigns conducted
SOUTH AREA PATROL DESCRIPTION:
South Area Command encompasses the portion of the City south of the I-5 freeway. Within the area, there are single family residences, high-density housing, commercial and retail properties. The southwest portion of the city is densely populated with apartment dwellings and in areas, has a high crime rate and gang related incidents. South Area command is currently staffed by one Lieutenant, seven Sergeants and 25 Patrol Officers and includes a canine partner.
The Special Enforcement Detail (SED) is an integral part of South Area Command. SED is a proactive team not encumbered by calls for service. Their mission is to identify and address the criminal element in the community and take appropriate problem solving measures. SED works closely with the Gang Unit, Probation, Parole and other resources to address crime in the area.
Also included in South Area Command, is one officer assigned as a Community Impact Officer (CIO) who splits duties between North and South Area Command. The CIO is responsible for addressing on-going community concerns and quality of life issues in the area. The CIO works closely with patrol officers, city officials, business owners and non-profit groups to address community concerns.
TASKS: 1. Respond to all criminal, service and traffic calls for service; 2. Investigate, write police reports, follow-up, and apprehend violators as appropriate; 3. Work with Parole and Probation officers in monitoring the activities of those individuals on Parole or Probation who reside in Tustin 4. Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and proactive problem solving; 5. Conduct educational and other crime/traffic accident prevention presentations; 6. Coordinate community special event plans; 7. Continue the implementation of the overall Departmental Mission, Vision and Values in order to resolve community problems; reduce citizen fear of crime; and increase citizen satisfaction with service provided by local government.
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PATROL CITY WIDE ACCOMPLISHMENTS:
1. 11% reduction in robbery
2. 16% reduction in aggravated assault
3. 32% reduction in residential burglary
4. Increased the use of GPS technology through the bait program resulting in over 60 felony arrests.
5. Increased our community outreach program to include: Run with a Cop, Team Kids, Coffee with a Cop and other programs.
2017 PATROL GOALS:
1. Protect the Community
a. Reduction in Part I Crime
b. Reduction in Injury Traffic Collisions
2. Engage the Community
a. Enhance current programs (Citizens Academy, Spanish Speaking Citizens Academy, Open House, Run with a Cop, Coffee with a Cop, Police-Community Dialogues) 3. Improve Internal Operations
a. Making employees’ jobs easier and more efficient (CTAPS 2.0, Reporting efficiencies, Equipment improvements, Complete implementation of BWCs, Begin the CAD/RMS project) b. Rebuild Pride and Esprit de Corps
c. Foster employee wellness and satisfaction (Wellness committee) 2016 SED ACCOMPLISHMENTS:
1. 420 Arrests
2. 14.18 grams of marijuana seized
3. 161.5 grams of methamphetamine seized
4. .07 grams of cocaine seized
5. 16.61 grams of heroin seized
6. 32 illegal weapons seized
7. $138,275 in stolen property recovered
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SPECIAL OPERATIONS
DESCRIPTION:
The Special Operations Division includes three units, which conduct widely varied and specialized criminal investigations, as well as proactive, street-level law enforcement duties. Those three units are the General Investigations Unit, the Special Investigations Unit and the Gang Unit. In addition to these three units, the Special Operations Division provides oversight of our joint SWAT Team with the Irvine Police Department.
The General Investigations Unit is the largest unit in the Division, and is divided into the Major Crimes Team and Property Crimes Team. These two teams are responsible for conducting comprehensive follow-up investigations for the majority of crimes that are reported to the Tustin Police Department. Detectives assigned to this unit are on-call 24 hours a day to respond to crime scenes throughout the city. The Detectives from the General Investigations Unit are supported by Police Services Officers, a Police Records Specialist and civilian personnel from the Crime Analysis Unit who utilize state-of-the-art technology to analyze crime patterns.
The Special Investigations Unit conducts narcotics and vice enforcement city wide, as well as ensuring compliance with liquor related laws. Officers assigned to this unit operate in an undercover capacity.
The Gang Unit is responsible for suppressing gang activity throughout the city. The Gang Unit also conducts comprehensive follow-up investigations to any crime which may be gang-related. The Gang Unit maintains a visible presence throughout the city conducting street-level gang enforcement.
The SWAT Team’s primary role is to solve potentially dangerous incidents through experience, training, and the use of highly specialized tools and equipment.
TASKS:
1. Follow-up on all cases with workable leads;
2. Investigate incidents dealing with vice, narcotics, gangs, and white-collar crimes;
3. Follow-up on unsolved homicide cases, and “cold” DNA hits in sexual assault, burglary and vehicle theft cases
4. Respond to community needs concerning juveniles, including using juvenile diversion programs and maintaining a School Resource Officer program; 5. Coordinate community special event plans;
6. Respond to Barricaded Suspects/Hostage Situations;
7. Respond to threats of armed suicide;
8. Conduct high-risk warrant services;
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9. Provide crime suppression through specific crime analysis;
10. Gather gang intelligence on gangs that claim geographical areas within the city
11. Provide personnel to the Orange County Regional Narcotics Suppression Program (RNSP), and the Orange County Auto Theft Task Force (OCATT).
2016 GENERAL INVESTIGATIONS ACCOMPLISHMENTS:
1. The Unit Investigated 972 cases in 2016
2. 78 Arrests were made
3. 31 Warrants served
4. 19 DNA hits
2017 GENERAL INVESTIGATIONS GOALS:
1. Attend briefings weekly and provide information about the various cases and to share knowledge and procedures 2. Strive to attain and maintain an average case clearance rate of 20%
3. Improve technology including but not limited to current software programs(forecasting/predictive analysis), smart board and GPS equipment 4. Build strong relationships with fellow Special Operations personnel and various departments within the city to better perform our function and to better share our expertise and knowledge 5. Utilize the crime analyst to obtain accurate information on crime trends
6. Make arrests in 10% of cleared cases (approx. 80 arrests per year)
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2016 GANG UNIT ACCOMPLISHMENTS:
1. 36 Felony Arrests were made
2. 62 Misdemeanor Arrests were made
3. Conducted 252 Parole/Probations searches
4. 781 Field Contacts
5. 254 Field Interviews
6. Issued 67 STEP notices
7. 100 Target Contacts
8. 4 Firearms were seized
2017 GANG UNIT GOALS:
1. Increase Probation/Parole/Post Release Community Supervision (AB 109) searches. Increase number of STEP notices issued 2. Maintain relationship with TUSD, i.e. Operation Safe Schools; and Gang Unit presentations
3. Continue to participate in special enforcement details that target persons, locations and specific crimes
4. Detectives and supervisor complete all required formal training per the training matrix
5. Continue quarterly briefing training and quarterly updates for patrol officers
6. Continue public speaking engagements for schools, community and service clubs
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PROFESSIONAL STANDARDS DESCRIPTION:
The Professional Standards Division operates under the Community Policing Bureau. Personnel assigned to the Professional Standards Division include the following: one Police Lieutenant, one Police Sergeant, one Police Officer, three Police Services Officers, one Part-time Police Services Officer, one Police Records Specialist, one Master Reserve Officer and one Emergency Operations Coordinator. The Division consists of three specific operational units; Personnel & Training Unit; Community Relations Unit and Emergency Operations.
TASKS:
Personnel Unit
1. Recruitment and hiring of all departmental employees. 2. Management of internal affairs files, background files, training files. 3. Management of the employee performance evaluation system. 4. Representing the agency as custodian of records for all Pitchess & Brady court appearances. 5. Management of the Cadet Program. 6. Management of the Explorer Program. 7. Management of the Volunteer Program. 8. Investigate all serious complaints of misconduct or uses of force as determined by command staff. 9. Prepare yearly administrative statistical reports and state cost recovery reports.
Training Unit
1. Coordinate and track all formal training. 2. Author and track all internally generated training documents. 3. Insure P.O.S.T. compliance with mandated training. 4. Management of the Power DMS computer data system. 5. Coordinate new employee departmental orientations. 6. Manage citizen academy program. 7. Serve as liaison with P.O.S.T. police training academies.
Community Relations Unit
1. Manage numerous community outreach programs such as Neighborhood Watch, Block Captains Meetings, Nixle internet crime prevention and notification program, Tustin Tiller Days police booth and National Night Out. 2. Manage school related programs such as project Think About It, Bicycle Safety and Walk to School. 3. Arrange public safety presentations regarding identity theft, personal safety, holiday safety and drug awareness. 4. Organize public relations programs such as Open House, Santa Sleigh, Santa Cop, and Tustin Hospital special needs donation program.
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Emergency Operations
1. Coordination of all emergency planning and training.
2. Creation and management of a Community Emergency Response Team (CERT).
3. Establish emergency preparedness contracts with Federal and State agencies to ensure availability of emergency supplies and resources.
2016 PSD ACCOMPLISHMENTS:
Personnel Unit
1. 3 In house promotions: 1 Deputy Chief, 1 Sergeant and 1 Police Records Specialist
2. 71 Background Investigations which resulted in the hiring of 18 employees, 19 failed backgrounds, six withdrew and 17 applicants are still being processed. 1 Civilian Commander, 1 Police Officer, 1 Reserve Police Officer, 1 Master Reserve Officer, 5 Police Recruits, 3 Communications Officers, 1 Per-Diem Communications Officer, 3 Cadets and 2 Parking Control Officers.
Community Relations
1. Increased the attendance of National Night Out
2. Revitalize inactive Neighborhood Watch Groups
3. Update of the Community Relation information pamphlets
4. Continued with organization of the Community Relations area in the basement at City Hall
5. Continued participation in Neighborhood Improvement Task Force (NITF) meetings
Emergency Management
1. Conducted two CERT training courses
2. Continued with organization and workability of the new EOC/Briefing room
Volunteer Unit
1. Added 1 new Volunteer to the program
2. Continue Citizen’s Academy and CERT programs and use as a recruitment tool
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3. Hosted Volunteer Appreciation Dinner
4. Continued with Santa Sleigh program, only 1 day in 2016 was cancelled due to weather
2017 PSD GOALS:
Personnel Unit
1. Fill vacancies in all open positions throughout the year
2. Fill authorized “Over-Hire” Police Recruit positions in anticipation of personnel retirements
3. Complete applicant background investigations within a timely manner
4. Ensure all employees are compliant with POST training requirements
5. Incorporate recruitments in Facebook and other Social Media Outlets
Community Relations
1. Create a speaker’s bureau list of employees who have an expertise in a specific area for various community presentations 2. Update Citizen Academy curriculum
3. Increase department participation of National Night Out
Emergency Management
1. Continue to train and certify graduates of the CERT academy
2. Conduct EOC Training Exercise
3. Participate in OCHCA Point of Dispensing Exercise
4. Conduct Spring/Fall CERT courses
Volunteer Unit
1. Continue to use Citizen Academy and CERT programs as recruitment pools for the Volunteer Unit
2. Expand the use of Volunteer members at community events
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3. Recognize the achievements of current Volunteers at a Volunteer Appreciation dinner
PIO
1. Update the PIO press contact list on a quarterly basis
2. Lieutenant and Sergeant attend PIO Training
3. Effectively utilize Social Media outlets with information regarding press releases and other community issues
Administrative
1. Transfer applicable existing Administrative Investigations into IA Pro
2. Ensure IA notification letters are sent out within set timeframe deadlines
FIELD SUPPORT DESCRIPTION:
The Field Support Division is comprised of two units: Police Service Officers/CSI and Communications. These units function independently, providing functional services necessary to daily Police Department operations. TASKS:
Communications Unit 1. Responsible for receiving and relaying all calls for service to field patrol officers, including all 9-1-1 calls. 2. Monitoring police radio 24/7 in support of patrol operations. 2016 ACCOMPLISHMENTS:
1. In 2016 calls were up overall and the Communications Unit received 100,764 calls. 24,017 were 911 calls. The Communications Unit are answering 98 percent of all 911 calls within 5 seconds, which is prior to the caller even hearing a ring. This is well within the standard set by the National Emergency Number Association (NENA) of answering 90% of 911 calls within 10 seconds. 2. Upgraded both the radio and phone systems. 3. A part time Communications Officer completed training and is working as a Per Diem dispatcher.
2017 GOALS:
1. Recruit, train and become fully staffed in the communications center. 2. Continue to meet the state requirement of answering 90 percent of all 911 calls within 10 seconds.
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3. Have all Communications Officers attend training to ensure they remain compliant with POST standards for continuing education. 4. Hold a Team Building event.
TASKS:
Police Services Officers Unit 1. Responsible for writing approximately 50% of all non-arrest reports taken by Police Department personnel.
2. Conducts all mid-level Crime Scene Investigation functions
3. Assists field patrol units with a variety of functions including traffic control and parking violations.
2016 ACCOMPLISHMENTS:
1. PSOs took 2,411 original reports, 559 supplemental reports, and processed 137 registrants, wrote 1,367 parking citations, handled 550 citation sign-offs and handled 250 vehicle releases. Overall PSO’s took 46.1% of non-arrest reports for 2016. 2. The PSO Unit placed a greater emphasis on community outreach and participated in a variety of community events. 3. Greater emphasis was placed on employee development and training. PSOs were given the opportunity to train and mentor part- time Cadets, and light duty officers assigned to the front desk. 4. We had two PSOs attend POST Field Training Officer course. One of the PSOs was given the responsibility of training a newly-hired PSO in the field.
2017 GOALS:
1. Finish and deploy 3 new CSI vehicles with updated technology for audio/video recording and 800mhz radio, and new lighting equipment for nighttime crime scenes. 2. Work with the General Investigations Unit to update the current procedures for handling courtesy Child Abuse Reports from Orange County Social Services; to include putting written instructions into place for Cadets. 3. Assist PSD with CSI instruction PowerPoint translation during the newly-formed, inaugural Tustin PD Spanish Citizen’s Academy. 4. Ensure all field PSO’s attend and complete the POST Traffic Collision Investigation course providing CVC 40600 certification. PSO’s have priority over Traffic and Patrol Units when it comes to responding to traffic collisions scenes.
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5. Obtain, train and deploy new DNA collection equipment that will enable CSI technicians to locate, test and preserve biological fluids. Also, update photography equipment currently being utilized by the Traffic, General Investigations and Special Investigations Units. 6. Continue to improve communication and increase interaction within the four units through ride-a-longs and sit-a-longs, and through briefing presentations.
OPERATIONS SUPPORT DESCRIPTION:
The Operations Support Division is comprised of two units: Records and Property and Evidence. The Fleet Coordinator is also an integral part of the Operations Division. Each of these units functions independently, providing functional services necessary to daily Police Department operations.
TASKS:
Records Unit Process and maintain Police Department files. Process reports and citations to be forwarded to the District Attorney’s Office and Court for prosecution. Respond to requests for police reports.
Property and Evidence Unit Currently maintains and controls approximately 55,000 items of property and evidence. Responsible for purchasing and bill processing for entire department. Performs Police Fleet Coordination to maintain fleet to optimal efficiency. Maintains Temporary Holding Facility to State Correctional Standards Authority guidelines. Responsible for the facilities management including overall cleanliness and equipment functionality of the police building.
2016 ACCOMPLISHMENTS:
Records Unit
1. 7,722 Reports were processed
2. 12,011 Citations were processed
3. 2,657 Court Packages were processed
4. Handled 4,894 Records Requests
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Property and Evidence Unit
1. 9,793 items of evidence were booked
2. 10,621 items were purged
3. Approximately 177 pounds of narcotics were burned and destroyed
4. 66 firearms and a large quantity of miscellaneous weapons were liquefied and destroyed
5. Completed a Property & Evidence Operations Manual
6. Implemented and streamlined the issuing of equipment to department employees
7. The new storage room was completed and moved department ammunition and forms in the new area
8. Homicide evidence was reorganized allowing for additional storage space
Fleet
1. Replaced the Area Commanders vehicle
2. Replaced 5 Patrol vehicles
3. Installed StarChase GPS Trackers on 5 Patrol vehicles
4. Replaced 3 reconfigured Police Services Officer vehicles
2017 GOALS:
Records Unit
1. Research and development of a discovery desk
2. Develop and provide training of the newly implemented body worn camera system for Records
3. Complete the Records Unit remodel
4. Develop an electronic solution for false alarms management
Property and Evidence Unit
1. Cover our existing Bike Cage on the upper parking structure to protect the property that is stored outside from sun and rain and provide a better drainage system when it does rain 2. Create a temperature-controlled setting in our existing warehouse area on both floors that will allow for growth for the storage of DNA swabs and bulk items 3. Continue the current trend of purging more property than we take in to allow for future growth without restricting our storage options
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Fleet
1. Install new vehicle electronics
a. Mobile Data Computers
b. In-car Video System
c. Siren/emergency lighting controls
d. Mobile Radios
2. Replace 3 reconfigured Gang vehicles
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E XPENDITURE SUMMARY
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FIRE
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DESCRIPTION: The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public education, and paramedic services. The Fire Authority serves twenty-three cities and the County of Orange through a Joint Powers Agreement. One member of the Tustin City Council serves on the Board of Directors of the Fire Authority. In fiscal year 2007-08 the City Council authorized an extension of the contract with the Fire Authority for an additional twenty years.
EXPENDITURE SUMMARY
PARKS AND RECREATION
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PARKS AND RECREATION
O RGANIZATIONAL CHART
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ADMINISTRATION DESCRIPTION:
The Administrative Services Division provides coordination to manage the planning, acquisition, and rehabilitation of park and recreation facilities and provides administration services and leadership to department operations. TASKS:
1. Coordinate and implement a one-year strategic plan for the Community Services Commission. 2. Provide management and oversight of Capital Improvement Program. 3. Provide budgetary control and fiscal responsibility. 4. Maintain accurate position control document. 5. Provide staff support to City Council and Community Services Commission, Tustin Community Pride, and related committees. 6. Facilitate communication and collaboration with community organizations and resident groups. 7. Provide annual department goals and objectives. 8. Develop Department Mission Statement including Vision and Department Values. 9. Investigate and secure grant funding. SPORTS DESCRIPTION:
The Sports Services Division provides active recreation programs through the utilization of sports, fitness, and instructional classes that provide all ages the opportunity for supervised, active, recreation programs. In addition, this division is responsible for coordination of the after school program and summer day camp at Columbus Tustin Activity Center. TASKS:
1. Coordinate and implement Special Events to include a safe and free Egg Hunt, Halloween Howl, and Tustin Tiller Days Festival and Parade. 2. Continue growth in the Youth Track and Field Meet. 3. Provide organized and value based Adult Sports Leagues and Tournaments to include softball, volleyball, and basketball. 4. Provide safe and wholesome summer day camp experiences for local children. 5. Provide fun and affordable youth sports camps throughout the year. 6. Implement safe and enriching after school activities for local area youth at the Columbus Tustin Activity Center.
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7. Provide community service and leadership opportunities to middle school and high school teenagers through Tustin Teens in Action. 8. Provide non-profit youth organizations with access to City facilities, including the gymnasium and sports fields. 2017-2019 GOALS:
1. Research and develop new programming for Adult Sports to include a non-traditional softball league, a ‘3 on 3’ basketball tournament, and soccer leagues 2. Increase activity in the Adult Sports program to an average of 60 teams per season.
3. Keep annual special events viable by changing/adding elements each year.
4. Increase participation in sports camps and tennis classes by 15% by hiring additional instructors and making improvements to the existing program. 5. Administer and implement an Adult Sports Participant Survey to measure satisfaction and elicit suggestions for improvement. 6. Ensure the equitable distribution of the City’s sports fields to local youth sports organizations per Department’s Field Allocation Policy. 7. Secure a total of $40,000 in sponsorship (money/in-kind) from the local business community.
8. Further expand the Tustin Teens in Action program to incorporate seminars on teen subjects (e.g. how to apply for a job, how to apply for college, and how to prepare for interviews). 2015-2017 ACCOMPLISHMENTS:
1. Researched and developed new programming for Adult Sports to include a non-traditional softball league and ‘3 on 3’ basketball tournaments. 2. Increased participation in camps by 10% by hiring additional instructors and making improvements to the existing program. 3. Ensured the equitable distribution of the City’s sports fields to local youth sports organizations per the Department’s Field Allocation Policy and implemented a new fee policy that charges these organizations for their field use. 4. Secured over $30,000 in sponsorship support (money/in-kind) from the local business community.
5. Increased Tustin Teens in Action’s participation and involvement in 2015 community outreach programs.
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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, and implementation of class registration procedures. TASKS:
1. Provide a diverse array of quality contract classes for children and adults. 2. Produce and publish the quarterly Tustin Today brochure in cooperation with the City’s Communications Manager. 3. Maintain an accessible and customer friendly registration system to include on-line, phone-in, and walk in options. 4. Manage and evaluate contract class instructors to assure quality programs. 5. Ensure community awareness of department classes, programs, and special events throughout the year with new and innovative marketing techniques. 6. Coordinate and implement a safe and free Easter Egg Hunt, Old Town Art Walk, and Fourth of July Celebration for the community.
TUSTIN FAMILY AND YOUTH CENTER DESCRIPTION:
This division is responsible for the operation and programming of the Tustin Family and Youth Center. Primary mission 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 presented in collaboration with a variety of regional and local service organizations and agencies. TASKS:
1. Provide educational, recreational, social, and human services programs and services for southwest Tustin area children 4-17 years of age and their families. 2. Conduct free After-School Programs/Homework Club during the school year. 3. Provide a Summer Drop-In Recreation program at two sites for area youth. 4. Coordinate the Kids Corner Recreation Preschool Program. 5. Collaborate with local non-profits to distribute free food to area residents. 6. Coordinate volunteer opportunities for seniors, adults, youth, and service club members. 7. Organize and present the annual Cinco de Mayo event for neighborhood residents.
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SUPPORT SERVICES DESCRIPTION:
The Support Services Division is responsible for providing logistical support for City special events and meetings at City Hall/Civic Center, Columbus Tustin Activity Center, Tustin Area Senior Center, Tustin Family and Youth Center, Tustin Library, and Citrus Ranch Park. In addition, this division performs custodial duties in providing a clean, safe environment for city employees and the general public. TASKS:
1. Responsible for the care and light maintenance of the Civic Center, Senior Center, Youth Center, Activity Center, and Tustin Library Meeting Rooms. 2. Provide support to the Parks and Recreation Services Department for contract classes and special events by performing set-up and tear down of a wide variety of equipment. 3. Provide support and supervision of facility rentals. 4. Provide support for over 20 city-wide special events.
SENIOR SERVICES DESCRIPTION:
The Senior Services Division is responsible for the operation and programming of the Tustin Area Senior Center. The primary mission of this division is to provide a wide variety of recreational, educational, social, and human services. These activities are accomplished in collaboration with a variety of regional and local service organizations. TASKS:
1. Provide recreation, education, social, and human services designed to assist center participants with activities for daily living, such as transportation and housing assistance, nutrition, physical and mental well- being, and special life enriching interests. 2. Provide staff leadership and direction to the Senior Advisory Board, which includes the Senior Advisory Board Ways and Means Committee fundraising activities and planning. 3. Provide staff support and manage all bookkeeping for the Tustin Area Senior Center Fund, Inc. 4. Manage the Senior Center Gift Shop. 5. Manage over 130 volunteers for the following areas at the Center: Front Desk, Bingo Committee, Food Distribution, Congregate Meal Program, Special Events, Senior Advisory Board, Instructors, Visually Impaired, Art Gallery, Gift Shop, Quilting, Tax Aid, and Water Bill Stuffing. 6. Coordinate City-wide Parks and Recreation Special Events such as: Street Fair and Chili Cook-Off, Casino Night, Tree Lighting, Concerts in the Park, and Broadway in the Park.
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2017-19 GOALS:
1. After receiving recommendations from the Senior Center Needs Assessment; follow up on the City’s direction for implementation. This may include a Capital Improvement Project with a Senior Center expansion or new building. 2. Continue to grow the senior transportation programs and seek out ongoing grant funding for the Transportation Coordinator/Driver position. 3. Add a new Full-Time Recreation Specialist to meet the gap in services for Social Service connections for senior adults and provide additional coverage for the facility in the evenings and on Saturdays. 4. Complete a new Volunteer Handbook with position description of duties, procedures and training.
5. Research other Senior Centers to find programs that may attract seniors to participate in the afternoon hours. 6. Continue to offer a minimum of ten courses that focus on fitness to attract new retirees to attend the Center. 7. Increase revenue generation 5% through various program improvements of contract classes, excursions, and events for senior participants. 8. Host one meeting each year to include all Orange County Senior Center Directors to discuss best practices and current issues facing the change senior participant. 2015-17 ACCOMPLISHMENTS:
1. Increased revenue generation by 6% yearly through various contract classes, excursions, and events for senior participants. 2. Installed 16 Security Cameras in high traffic areas both inside and outside the building. These included all entrance/exit doors, the kitchen, art galleries and front desk. 3. Through the Tustin Area Senior Center Nonprofit Arm, the following Board Approved Projects were completed: the resurfacing of the 20 interior doors, the purchase of 300 new Acton Stacker Chairs, replacement of all the Lounge chairs, and new furniture for the Recreation Supervisor and Coordinator offices. 4. Partnered again with Orange County Social Services, Tustin PD and the Tustin Senior Advisory Board to host a “Senior Santa” program that gives disabled and homebound seniors holiday gifts. 5. Issued a Request for Proposals (RFP) seeking out a consultant to conduct a program and facility needs assessment, contracted with the preferred company, and held a community input workshop to gather input from stakeholders.
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EXPENDITURE SUMMARY
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NON-DEPARTMENTAL
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EXPENDITURE SUMMARY
ASSESSMENT DISTRICTS & COMMUNITY FACILITY DISTRICTS
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DESCRIPTION: Assessment District (AD) 95-1 – This fund records the deposit of monies held to pay the debt service requirements of the assessment district.
Assessment District (AD) 95-2 – This fund records the deposit of monies held to pay the debt service requirements of the assessment district.
Community Facilities District (CFD) 04-01 – This fund records the deposit of monies held to pay the debt service requirements of the community facilities district.
Community Facilities District (CFD) 06-01 – This fund records the deposit of monies held to pay the debt service requirements of the community facilities district.
Community Facilities District (CFD) 07-01 – This fund records the deposit of monies held to pay the debt service requirements of the community facilities district.
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EXPENDITURE SUMMARIES
ASSESSMENT DISTRICTS
COMMUNITY FACILITIES DISTRICT
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedCFD 04-1Personnel 0 0 0 0 0 0 0Operations 839,913 1,184,332 1,324,720 1,345,319 1,345,319 1,278,606 1,278,556Capital 0 0 0 0 0 0 0CFD 04-1 Total 839,913 1,184,332 1,324,720 1,345,319 1,345,319 1,278,606 1,278,556
CFD 06-1 ConstructionPersonnel 0 0 0 0 0 0 0Operations 1,103,557 1,149,270 80,401 0 0 30,000 30,000Capital 9,998,834 7,278,247 1,320,343 2,577,586 6,813 0 0CFD 06-1 Construction Total 11,102,391 8,427,517 1,400,744 2,577,586 6,813 30,000 30,000
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TUSTIN LANDSCAPE LIGHTING DISTRICT & STREET LIGHTING
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EXPENDITURE SUMMARY
LIGHTING LANDSCAPE DISTRICT
STREET LIGHTING
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedTustin LLD, Special DistrictPersonnel 0 0 0 0 0 0 0Operations 746,490 715,504 1,484,075 1,130,700 1,110,700 1,073,700 1,088,700Capital 0 0 0 0 0 0 0Tustin LLD Total 746,490 715,504 1,484,075 1,130,700 1,110,700 1,073,700 1,088,700
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedTustin SLPersonnel 0 0 0 0 0 0 0Operations 563,602 603,956 618,387 648,000 633,000 654,000 659,000Capital 797,627 320,283 172 0 0 0 0Tustin SL Total 1,361,229 924,239 618,559 648,000 633,000 654,000 659,000
WATER ENTERPRISE
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ASSOCIATE ENGINEER(1)
WATER TREATMENT SUPERVISOR(1)
WATER CONST/MAINT SUPERVISOR(1)
WATER DISTR. LEADWORKER(1)
WATER EQUIP. OPERATOR(2)
WATER TREATMENT OPERATOR II(4)
PUBLIC WORKS DIRECTOR/CITY ENGINEER(1)
WATER DIST. OPERATOR I/II(7)
PRINCIPAL ENGINEER(1)
WATER DIST. OPERATOR II(1)
DEPUTY PUBLIC WORKS DIRECTOR-OPERATIONS(VACANT )
WATER SERVICES MANAGER(1)
MAINTENANCE WORKER (.5)
ADMINISTRATIVE ASSISTANT(1)
PUBLIC WORKS MANAGER(1)
WATER ENTERPRISE
O RGANIZATIONAL CHART
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BILLING DESCRIPTION: The City of Tustin’s Water Enterprise services approximately 14,100 customers. The Finance Department is responsible for Water Billing. Administrative functions of the Water Utility include customer service inquiries, rate analysis, meter reading, customer billings, cash management, financial analysis, and liaison to field operations in construction of major capital improvements, infrastructure and ongoing operational maintenance. TASKS: 1. Read customer meters; 2. Prepare customer invoices from automated meter reading equipment; 3. Perform cash applications and accounts receivable; 4. Respond to customer service orders; 5. Prepare and monitor work orders for field operations concerning meter repair, leaks, turn-on and turn-offs; 6. Prepare water management reports; 7. Analyze Pass-Through charge in accordance with the 2010 Water Rate Increase 8. Implement and promote a water conservation program.
ADMINISTRATION DESCRIPTION: The Administration Division coordinates and provides direction to all Water Services operations. This Division provides customer service, administrative support, research and analysis of current and proposed legislation to ensure benefit, safety and convenience to the community and general public. TASKS: 1. Assure compliance with all health and safety standards for water quality. 2. Coordinate the design and construction of water capital improvement program projects. 3. Provide responsive customer service.
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DISTRIBUTION DESCRIPTION: Install, maintain, repair and upgrade the water distribution system, along with monitoring water quality and providing customer service. TASKS: 1. Assure compliance with all health and safety standards for water quality. 2. Operate and maintain the water distribution system. 3. Coordinate the design and construction of water capital improvement program projects. 4. Perform preventive maintenance to minimize water loss and service interruptions to City water customers. 5. Provide responsive customer service. 6. Review City, developer and outside agency project plans for compliance with Water Division standards. 7. Conduct staff safety training and Department of Health Services certification programs. MAIN STREET WATER FACILITY DESCRIPTION: The Main Street Water Facility, consists of two groundwater production wells, reverse osmosis and ion exchange treatment plants, a water storage reservoir and booster pump station. The two treatment plants remove nitrate-contaminates from the groundwater produced at this facility. The water is treated and blended to produce drinking water that complies with all State and Federal Safe Drinking Water standards. TASKS: 1. Ensure compliance with all health and safety standards for water quality. 2. Maximize water production to reduce dependence on imported water supplies. 3. Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution Discharge Elimination System [NPDES] permit requirements.
17TH STREET DESALTER DESCRIPTION: This reverse osmosis water treatment facility is a cooperative venture between the City of Tustin, the Orange County Water District [OCWD], and the Metropolitan Water District of Southern California [MWD]. This facility removes nitrates and high concentrations of dissolved solids from the groundwater produced at this facility. The water is treated and blended to comply with State and Federal drinking water standards.
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TASKS: 1. Ensure compliance with all health and safety standards for water quality. 2. Maximize water production to reduce dependence on imported water supplies. 3. Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution Discharge Elimination System [NPDES] permit requirements. IMPORTED WATER DESCRIPTION: This division is responsible the purchase of wholesale supplemental water supplies from the East Orange County Water District via its partner agencies the Municipal Water District of Orange County and the Metropolitan Water District of Southern California. TASKS: 1. Maximize local water production to reduce dependence on imported water supplies. 2. Utilize cost-effective purchased imported water supplies to ensure adequate retail supplies. GROUNDWATER DESCRIPTION: Produce and supply domestic water to all City of Tustin Water Services customers, and comply with safe drinking water standards mandated by State and Federal regulations. TASKS: 1. Produce competitively priced, high quality water meeting all health and safety standards for water quality. 2. Operate water production facilities utilizing the most cost-effective methods and practices that public safety and water demand requirements allow. 3. Perform maintenance to minimize service interruptions and the loss of groundwater production and imported water supplies. 4. Coordinate the design and construction of capital improvement program projects. 5. Coordinate operation of water facilities with contractors during construction activities. 6. Monitor the water resource planning and management programs of the City’s wholesale suppliers (Orange County Water District, the Municipal Water District of Orange County, and East Orange County Water District), and evaluate their fiscal impacts upon the City’s service area.
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EXPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedWater, Service BillingPersonnel 491,388 576,112 615,060 794,300 783,144 826,800 822,600Operations 22,298,603 1,438,270 6,014,330 1,763,100 1,763,100 1,808,600 1,758,600Capital 15,760 1,921 806 52,000 52,000 143,000 43,00022,805,750 2,016,304 6,630,196 2,609,400 2,598,244 2,778,400 2,624,200
Water, AdministrationPersonnel 470,396 486,942 677,550 690,100 712,367 895,600 918,400Operations 3,442,053 4,015,655 4,379,786 3,973,955 4,177,808 3,856,180 3,857,180Capital 0 0 0 139,815 30,000 0 03,912,449 4,502,597 5,057,336 4,803,870 4,920,175 4,751,780 4,775,580
Water DistributionPersonnel 909,912 907,825 1,009,405 1,135,600 1,111,858 1,223,600 1,221,385Operations 159,979 153,987 139,680 163,500 165,500 166,500 166,500Capital 0 0 0 0 0 0 01,069,891 1,061,812 1,149,085 1,299,100 1,277,358 1,390,100 1,387,885
Main Street FacilitiesPersonnel 150,933 153,062 172,333 172,800 174,315 187,700 192,000Operations 317,766 674,694 639,620 805,700 596,200 860,400 893,400Capital 0 0 0 0 0 0 0468,699 827,756 811,953 978,500 770,515 1,048,100 1,085,400
17th Street DesalterPersonnel 267,360 291,296 327,217 193,400 196,446 217,500 217,500Operations 82,575 145,447 1,027,106 1,259,500 1,176,700 1,336,800 1,395,700Capital 0 0 0 0 0 0 0349,935 436,743 1,354,323 1,452,900 1,373,146 1,554,300 1,613,200
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Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedImported WaterPersonnel 40,398 57,954 63,388 72,700 72,721 81,100 82,700Operations 5,396,657 3,242,028 2,215,701 1,886,000 1,886,100 1,664,400 1,701,200Capital 0 0 0 0 0 0 05,437,056 3,299,982 2,279,089 1,958,700 1,958,821 1,745,500 1,783,900
Water ProductionPersonnel 77,776 90,478 102,360 205,400 208,552 217,000 217,500Operations 2,201,706 2,904,972 2,435,157 3,483,100 3,483,250 4,064,650 4,290,150Capital 0 0 0 0 0 0 02,279,482 2,995,450 2,537,517 3,688,500 3,691,802 4,281,650 4,507,650
Water Utility Fund TotalPersonnel 2,408,163 2,563,670 2,967,312 3,264,300 3,259,402 3,649,300 3,672,085Operations 33,899,340 12,575,052 16,851,381 13,334,855 13,248,658 13,757,530 14,062,730Capital 15,760 1,921 806 191,815 82,000 143,000 43,000Water Utility Fund Total 36,323,263 15,140,643 19,819,498 16,790,970 16,590,060 17,549,830 17,777,815
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Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedWater Capital FundPersonnel 0 0 0 0 0 0 0Operations 581,526 335,927 336,200 470,000 350,000 470,000 470,000Capital 0 399,152 (51,412)0 0 8,269,611 965,000Water Capital Fund Total 581,526 735,079 284,788 470,000 350,000 8,739,611 1,435,000
2011 Water Revenue Bond FundPersonnel 0 0 0 0 0 0 0Operations 195 154 274,076 0 0 0 0Capital Outlay 301,683 (0)80,081 0 950,000 1,108,926 125,0002011 Water Bond Fund Total 301,878 154 354,157 0 950,000 1,108,926 125,000
2013 Water Revenue Bond FundPersonnel 0 0 0 0 0 0 0Operations 4,882 9,192 9,689 0 0 0 0Capital Outlay 0 (157,398)0 0 370,000 9,348,453 02013 Water Bond Fund Total 4,882 (148,206)9,689 0 370,000 9,348,453 0
SPECIAL REVENUE FUNDS
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COMMUNITY DEVELOPMENT BLOCK GRANTS
DESCRIPTION: The federal Housing and Community Act of 1974, as amended, created the Community Development Block Grant (CDBG) program to return federal funds to local communities for the purpose of developing viable urban communities by providing adequate housing and a suitable living environment and by expanding economic opportunities, specifically for low and moderate income persons. Grants are awarded to communities to implement a wide range of community development activities directed toward neighborhood revitalization, economic development, and the provision of improved community facilities and services.
EXPENDITURE SUMMARY
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CABLE PEG FEES
DESCRIPTION: This Fund is used to account for Public, Educational, and Government (PEG) fees collected from cable providers (Cox and Time Warner) in the City. The funds in this Fund is restricted to PEG-TV related equipment expenditures.
E XPENDITURE SUMMARY
SOUTH COAST AIR QUALITY M ANAGEMENT DISTRICT FUND
DESCRIPTION: This fund is used to account for funds received from South Coast Air Quality Management District to be used for reducing pollution.
E XPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedCable PEG FeesPersonnel 0 0 0 0 0 0 0Operations 0 0 14,526 537,502 537,502 50,000 50,000Capital 0 0 0 0 0 0 0Cable PEG Fees Total 0 0 14,526 537,502 537,502 50,000 50,000
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedSCAQMD, Non-DepartmentalPersonnel 0 0 0 0 0 0 0Operations 62,724 76 153 100,000 200 100,200 100,200Capital 147,775 0 0 98,000 198,000 0 0SCAQMD Total 210,499 76 153 198,000 198,200 100,200 100,200
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ASSET F ORFEITURE FUND
DESCRIPTION: This fund is used to account for monies received from the Federal government that are used for special law enforcement purchases.
EXPENDITURE SUMMARY
SUPPLEMENTAL L AW ENFORCEMENT FUND
DESCRIPTION: This law was established under Government Code Section 30061 enacted by AB3229, Chapter 134, of the 1996 Statues and is appropriation from the State Budget for the “Citizen Option for Public Safety Program.” These funds can only be used for police front line municipal activities that provide police services to the City in prevention of drug abuse, crime prevention, and community awareness programs.
EXPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedAsset Forfeit, Non-Dept.Personnel 0 0 0 0 0 0 0Operations 243,083 51,490 351,514 0 0 0 0Capital 0 0 0 0 0 0 0Asset Forfeit Total 243,083 51,490 351,514 0 0 0 0
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedSuppl Law Enforcement, CIPPersonnel 98,164 99,586 105,821 108,600 108,492 115,100 114,400Operations 0 0 0 0 0 0 0Capital 6,397 37,680 1,790 0 3,781 0 0Suppl Law Total 104,562 137,266 107,611 108,600 112,273 115,100 114,400
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MEASURE M/M2 FUNDS
DESCRIPTION: This fund is used to account for monies received from the County for street projects. E XPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedMeasure M - Non-DeptPersonnel 0 0 0 0 0 0 0Operations 13,077 442 481 0 0 0 0Capital 0 0 0 0 0 0 013,077 442 481 0 0 0 0
Measure M - CapitalPersonnel 0 0 0 0 0 0 0Operations 41,797 0 0 0 0 0 0Capital 669,281 17,679 0 0 0 0 0711,078 17,679 0 0 0 0 0
Measure MPersonnel 0 0 0 0 0 0 0Operations 54,874 442 481 0 0 0 0Capital 669,281 17,679 0 0 0 0 0Measure M Total 724,155 18,121 481 0 0 0 0
Measure M2 - Non-DeptPersonnel 0 0 0 0 0 0 0Operations 81,138 111,616 95,427 39,000 39,000 39,000 39,000Capital 0 0 0 0 0 0 081,138 111,616 95,427 39,000 39,000 39,000 39,000
Measure M2 - CapitalPersonnel 0 0 0 0 0 0 0Operations 22,899 153,695 114,508 0 0 0 0Capital 2,548,388 3,903,758 2,469,488 9,629,001 2,419,160 13,579,294 910,0002,571,287 4,057,453 2,583,996 9,629,001 2,419,160 13,579,294 910,000
Measure M2Personnel 0 0 0 0 0 0 0Operations 104,037 265,310 209,935 39,000 39,000 39,000 39,000Capital 2,548,388 3,903,758 2,469,488 9,629,001 2,419,160 13,579,294 910,000Measure M2 Total 2,652,425 4,169,069 2,679,423 9,668,001 2,458,160 13,618,294 949,000
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GAS T AX FUND
DESCRIPTION: This fund accounts for revenues and expenditures apportioned under the Street and Highways code of the State of California. Expenditures may be made for any street-related purposed allowable under the Code.
EXPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedGas Tax, Non-DeptPersonnel 0 0 0 0 0 0 0Operations 3,994 3,460 3,740 0 0 0 0Capital 0 0 0 0 0 0 03,994 3,460 3,740 0 0 0 0
Gas Tax, CIPPersonnel 124,801 129,241 139,094 221,300 224,026 264,800 263,900Operations 1,159,428 1,405,400 1,466,993 1,224,550 1,253,550 1,224,380 1,224,380Capital 538,106 867,620 36,063 1,100,000 300,735 1,998,324 300,0001,822,335 2,402,261 1,642,149 2,545,850 1,778,311 3,487,504 1,788,280
Gas Tax TotalPersonnel 124,801 129,241 139,094 221,300 224,026 264,800 263,900Operations 1,163,422 1,408,860 1,470,733 1,224,550 1,253,550 1,224,380 1,224,380Capital 538,106 867,620 36,063 1,100,000 300,735 1,998,324 300,000Gas Tax Total 1,826,329 2,405,721 1,645,889 2,545,850 1,778,311 3,487,504 1,788,280
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PARK ACQUISITION & DEVELOPMENT FUND
DESCRIPTION: This fund is used to account for fees received from developers to develop the City’s park system. E XPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedPark DevPersonnel 0 0 0 0 0 0 0Operations 147,709 406,604 495,967 0 0 0 0Capital 125,645 81,626 79,257 1,536,825 216,525 1,206,478 500,000273,355 488,230 575,225 1,536,825 216,525 1,206,478 500,000
Park Dev, CIPPersonnel 0 0 0 0 0 0 0Operations 147,709 406,604 495,967 0 0 0 0Capital 125,645 81,626 79,257 1,536,825 216,525 1,206,478 500,000Park Dev Total 273,355 488,230 575,225 1,536,825 216,525 1,206,478 500,000
Legacy Park, CIPPersonnel 0 0 0 0 0 0 0Operations 4,009 3,281 3,499 0 4,000 3,500 0Capital 0 0 202,035 4,900,000 120,000 4,996,731 04,009 3,281 205,533 4,900,000 124,000 5,000,231 0
Park Dev Tustin Legacy, CIPPersonnel 0 0 0 0 0 0 0Operations 4,009 3,281 3,499 0 4,000 3,500 0Capital 0 0 202,035 4,900,000 120,000 4,996,731 0Park Dev Tustin Legacy Total 4,009 3,281 205,533 4,900,000 124,000 5,000,231 0
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INTERNAL SERVICE FUNDS
EXPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedWorkers Comp, Self InsurancePersonnel 700 700 0 0 0 0 0Operations 836,219 1,944,154 1,559,074 855,300 859,787 904,621 909,000Capital 5,268 0 120 5,000 5,000 5,000 5,000Workers Comp Total 842,187 1,944,854 1,559,194 860,300 864,787 909,621 914,000
Liability, Self InsurancePersonnel 1,000 0 0 0 0 0 0Operations 967,992 1,408,714 821,057 900,966 952,478 1,026,371 1,059,411Capital 0 0 0 0 0 0 0Liability Total 968,992 1,408,714 821,057 900,966 952,478 1,026,371 1,059,411
Unemployment, Self InsurancePersonnel 0 0 0 0 0 0 0Operations 35,697 22,639 17,876 30,000 10,000 18,000 18,000Capital 0 0 0 0 0 0 0Unemployment35,697 22,639 17,876 30,000 10,000 18,000 18,000
Personnel 0 0 0 0 0 0 0Operations 24,711 2,508 3,017 0 0 0 0Capital 1,456,330 739,315 1,563,567 3,513,255 3,502,444 3,248,806 390,000Equip. Replacement Total 1,481,040 741,823 1,566,584 3,513,255 3,502,444 3,248,806 390,000
Equipment Replacement
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BACKBONE & LAND HELD FOR RESALE FUNDS
E XPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedOblg Reimb Frm Successor AgncyPersonnel 0 0 0 0 0 0 0Operations(937,239)1,234 1,339 600 600 600 600Capital 0 0 0 0 0 0 0Oblg Reimb Frm Successor Agncy Total(937,239)1,234 1,339 600 600 600 600
Backbone Fee FundPersonnel 0 0 0 0 0 0 0Operations 54,694 91,755 37,701 0 0 0 0Capital 18,267,047 1,556,657 44,545 28,255,400 1,798,065 33,550,000 0Backbone Fee Fund Total 18,321,741 1,648,411 82,246 28,255,400 1,798,065 33,550,000 0
Land Held for ResalePersonnel 0 0 660,426 675,300 675,213 1,164,300 0Operations 1,926,104 8,489,934 44,655,766 10,328,915 10,363,476 11,710,450 4,617,450Capital 28,538,488 1,758,507 95,678 4,713,400 2,119,310 25,265,370 0Land Held for Resale Total 30,464,592 10,248,441 45,411,870 15,717,615 13,157,999 38,140,120 4,617,450
INFORMATION TECHNOLOGY (INTERNAL SERVICE FUND)
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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DESCRIPTION:
The Information Technology Division provides research, planning, development, support and evaluation of Citywide technology systems, including data, voice, telephone systems, radio, and technology infrastructure. It provides maintenance for current hardware/software platforms in use by the City, update and application support. TASKS:
1. Manage all hardware and software utilized by the City; 2. Administer annual lease/maintenance agreements for hardware and software; 3. Provide programming support for systems as needed; 4. Evaluate the effectiveness of out-sourced computer services; 5. Maintain, support and upgrade servers, workstations, peripheral computer equipment, software, phones, audiovisual equipment on a Citywide basis; 6. Develop and implement software solutions to enhance operational efficiency. EXPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedInformation Technology Personnel 272,184 341,708 355,547 371,000 372,515 382,900 382,900Operations 592,892 702,598 962,878 1,364,021 1,354,021 1,234,400 1,234,400Capital 307,322 131,950 244,860 455,000 455,000 530,000 530,000Info. Technology Total 1,172,399 1,176,255 1,563,285 2,190,021 2,181,536 2,147,300 2,147,300
HOUSING AUTHORITY
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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EXPENDITURE SUMMARY
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedTustin Housing AuthorityPersonnel 157,825 199,266 220,136 267,000 271,242 301,200 297,500Operations 82,347 72,330 72,359 100,345 135,722 153,545 96,095Capital 0 0 0 0 0 0 0Tustin Housing Authority Total 240,171 271,596 292,495 367,345 406,964 454,745 393,595
CAPITAL IMPROVEMENT PROGRAM
CITY OF TUSTIN 2017-19 FY OPERATING AND CAPITAL IMPROVEMENT BUDGET
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EXPENDITURE SUMMARY
Note: The complete Capital Improvement Program is a separate document. The seven-year Capital Improvement Program document identified future projects and cost estimates that allow staff to properly plan for future capital improvements throughout the City.
MCAS 2010 TAX ALLOCATION BONDS
EXPENDITURE SUMMARY
Note: The MCAS 2010 TABs was issued by the former Redevelopment Agency for capital projects at Tustin Legacy. Recently, the California Department of Finance issued the City a “Finding of Completion” which freed up the City’s ability to use these funds for capital projects.
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedCIP, CIPPersonnel 0 0 0 0 0 0 0Operations 40,609 117,147 17,783 0 0 0 0Capital 8,764,500 2,284,369 3,262,371 10,785,852 6,789,805 10,777,408 2,196,000CIP Total 8,805,110 2,401,516 3,280,154 10,785,852 6,789,805 10,777,408 2,196,000
Expenditure Summary 13/14 14/15 15/16 16/17 16/17 17/18 18/19Actual Actual Actual Budget Projected Proposed ProposedMCAS 2010 TABsPersonnel 146,198 103,915 111,531 115,900 117,763 125,900 124,000Operations 6,549 2,848,966 581,435 0 0 0 0Capital 138,836 781,762 10,175,955 14,000,000 5,000,000 14,891,769 0MCAS 2010 TABs Total 291,583 3,734,643 10,868,920 14,115,900 5,117,763 15,017,669 124,000