HomeMy WebLinkAbout2022-23 Fiscal Operating Budget and CIP Plan - Budget AdoptionCITY OF TUSTIN
2021-23
BIENNIAL BUDGET
2ND YEAR UPDATE (2022-2023)
City of Tustin
2022-23 Fiscal Operating & Capital Improvement Program Budget Parks & Recreation Department
FY 2021-2023 BIENNIAL BUDGET
2ND YEAR UPDATE (FY 2022-2023)
JUNE 21, 2022
CITY OFFICIALS
MATTHEW S. WEST, CITY MANAGER
NICOLE M. BERNARD, ASSISTANT CITY MANAGER
JUSTINA L. WILLKOM, DIRECTOR OF COMMUNITY DEVELOPMENT
JASON AL-IMAM, DIRECTOR OF FINANCE/CITY TREASURER
CHRISTOPHER M. KOSTER, DIRECTOR OF ECONOMIC DEVELOPMENT
STUART A. GREENBERG, CHIEF OF POLICE
DOUGLAS S. STACK, DIRECTOR OF PUBLIC WORKS
CHAD W. CLANTON, DIRECTOR OF PARKS AND RECREATION
DERICK L. YASUDA, DIRECTOR OF HUMAN RESOURCES
ERICA N. YASUDA, CITY CLERK
CITY ATTORNEY
DAVID. E KENDIG
City of Tustin
2022-23 Fiscal Operating & Capital Improvement Program Budget
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Table of Contents
Introduction
City Manager’s Transmittal Letter ........................................................................ 3
City of Tustin – A Profile ................................................................................... 6
Tustin City Council .......................................................................................... 8
Boards, Commissions, and Committees .................................................................. 9
The Budget Process
The Budget Process ....................................................................................... 13
Financial Summaries
2021-2022 Projected Fund Balance – All Funds ....................................................... 17
2022-2023 Proposed Fund Balance – All Funds ...................................................... 18
2022-2023 Revenue Summary – All Funds .............................................................. 19
2022-2023 Revenue Summary – General Fund ........................................................ 21
2022-2023 Expense Summary – All Funds .............................................................. 22
2022-2023 Expense Summary by Type – All Funds ................................................... 24
2022-2023 Department/Division Expense Summary – General Fund ............................... 32
2022-2023 Position Control List ......................................................................... 38
City Departments
City Council ................................................................................................ 42
City Manager ............................................................................................... 45
City Attorney .............................................................................................. 48
City Clerk ................................................................................................... 49
Economic Development .................................................................................. 52
Finance Department ...................................................................................... 55
Fire Services ............................................................................................... 60
Human Resources ......................................................................................... 61
Community Development ................................................................................ 65
Public Works ............................................................................................... 72
Police Department ........................................................................................ 85
Parks & Recreation ...................................................................................... 100
City of Tustin
2022-23 Fiscal Operating & Capital Improvement Program Budget
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Non-Departmental ....................................................................................... 111
Capital Improvement Program
Capital Improvement Program Funding ............................................................... 112
Appendix
Gann Appropriations Limit .............................................................................. 119
Financial & Budget Policies ............................................................................. 121
Fund Balance Policy ............................................................................. 121
Revenue Management Policy .................................................................. 121
Pension Funding Policy ......................................................................... 121
Investment Policy ............................................................................... 122
Purchasing Card Policy ......................................................................... 123
Internal Control – Integrated Framework ............................................................. 124
Budget Glossary .......................................................................................... 125
Public Works Capital Improvement Program (Exhibit A)
2022-2023 Public Works Capital Improvement Program ............................................ 135
INTRODUCTION
City of Tustin
2022-23 Fiscal Operating & Capital Improvement Program Budget
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City Manager’s Transmittal Letter
Honorable Mayor and Members of the City Council:
It is my pleasure to present the City of Tustin’s Budget and Capital Improvement Program (CIP) for Fiscal Year
2022/23. The Budget and CIP provides a funding road map for the upcoming fiscal year that enables us to continue to provide effective, high-quality public services that foster safety, quality of life, and economic vitality
throughout our community.
The Budget builds upon the City Council’s goals set forth in the 2018-2023 Strategic Plan, which focuses on economic vitality, neighborhoods, public safety, financial strength, community relationships and organizational
excellence.
General Fund revenue is projected to be $82.2 million for Fiscal Year 2022/23. 70% of General Fund revenue is
derived from Sales and Property Tax revenue. Sales Tax revenue is projected to grow at a rate of 5% largely due
to continued growth in sales from autos and transportation, general consumer goods, restaurants and hotels, and the state and county pools. Property Tax revenue is projected to continue to grow at a stable pace of 4% largely
due to changes in ownership, development throughout the City of Tustin, and the 2% Proposition 13 inflation
adjustment.
General Fund expenditures are projected to be $84.6 million for Fiscal Year 2022/23. 49% of the General Fund’s
budget is allocated for Police and Fire Services, which is projected to be 6% higher largely due to an increase in budgeted overtime, and increases in compensation and operating costs. 19% of the General Fund’s budget is
allocated to the Public Works Department for City streets, parks, and landscaping. Public Works operating costs
are projected to be 2% lower, due to a decrease in building maintenance costs associated with HVAC improvements that were completed in the prior fiscal year.
General Fund reserves are projected at $26 million at the end of Fiscal Year 2022/23, which provides for the
necessary level of reserves that are expected to be required to cover years where operating expenditures exceed
operating revenues. This equates to 31% of General Fund operating expenditures, which exceeds the Government
Finance Officers Association’s national benchmark and also exceeds the City Council’s minimum reserve level.
17%
20%
31%
$26m
Targeted
(15%-20%)
Minimum
(15%)
City of Tustin
2022-23 Fiscal Operating & Capital Improvement Program Budget
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City Manager’s Transmittal Letter (Continued)
Pension Paydown
Pension benefits are funded by employee contributions, City contributions, and CalPERS investment earnings.
When CalPERS falls short of the expected rate of return (currently 6.8%) it results in an unfunded accrued liability
(“UAL”), and the City is responsible for making up the shortfall.
In accordance with the City’s Pension Funding Policy, the Budget reflects an additional discretionary payment of
$2 million to CalPERS, which is in addition to the $6 million that is required to be paid each year to CalPERS for
the City’s UAL. In addition, a $2 million contribution to the City’s Pension Trust is also reflected in the Budget.
If the City continues to make these additional contributions of $2 million each year to the Pension Trust and an
additional discretionary payment of $2 million to CalPERS, the City expects to achieve a 90% funded status in 5
years and expects to be fully funded in 2030, assuming CalPERS earns 6.8% on average over the next 8 years.
Tustin CARES
Since 2020, the City of Tustin has utilized over $6 million in federal funds to provide multiple rounds of aid and
reinvestment into the Tustin community in the form of grants to over 700 small businesses and non-profits. The
City has also provided rent and meal gap assistance to thousands of households. As a continuation of the Tustin
CARES program, $7.8 million of American Rescue Plan Act funds have been allocated to providing additional
rounds of aid and reinvestment into the Tustin community and for the provision of government services, which
includes funding for small businesses, non-profits, public safety, and to address homelessness.
Capital Improvement Program (CIP)
The CIP for Fiscal Year 2022/23 totals approximately $61 million, which includes funding for traffic and street
improvements, water and storm drain improvements, park projects, and improvements to public facilities.
City of Tustin
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City Manager’s Transmittal Letter (Continued)
Conclusion and Final Comments
The Budget for Fiscal Year 2022/23 allocates resources to fund and maintain the level of services and programs
important to the community as well as addresses the priorities of the City Council. I would like to thank all City
staff for their hard work and ongoing dedication and the City Council for its leadership and support as we work
together to continue to provide effective, high-quality public services that foster safety, quality of life, and
economic vitality throughout our community.
Respectfully submitted,
Matthew S. West
City Manager
City of Tustin
2022-23 Fiscal Operating & Capital Improvement Program Budget
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City of Tustin – A Profile
The City of Tustin is located in the central
part of Orange County, about forty miles
southeast of Los Angeles and eighty miles
north of San Diego, at the intersection of the
5 and 55 Freeways. Tustin covers over eleven
square miles adjacent to the cities of Orange,
Santa Ana, and Irvine. The State of California
Department of Finance has estimated the
City’s January 1, 2022 population at 79,535,
a decrease from 2021 of about 0.78%. Most
cities in Orange County showed minor
decreases in population, with the County of
Orange total population experiencing a 0.8%
decrease.
The City was incorporated under the General
Laws of the State of California in 1927 and is
governed by a five-member elected City
Council. The Council/Administrator form of city government was adopted in 1965 and modified to the
Council/City Manager form in 1981. Council members serve staggered, four-year terms, with a two consecutive
term limit. The Mayor is selected by the City Council from among its membership and serves a one-year term.
The City Manager is appointed by the City Council to carry out the policies and direction of the City Council,
oversee the day-to-day operations of the City,
and appoint department directors. In 2021,
the City code was amended to implement by-
district elections for four council members and
established the Office of the Mayor to be
elected at-large. Beginning in November
2022, a Council Member for Council District 3
and Mayor will be elected in the general
municipal election. Council Members for
Council Districts 1, 2, and 4 will be elected in
the general municipal election in November
2024.
Tustin is a full-service City. The services
provided by the City include police, street and
park maintenance, water, recreation,
traffic/transportation, public improvements,
economic development, planning, zoning, and
general administrative services. The City contracts with the Orange County Fire Authority for fire suppression
and emergency medical services. Also included in the City's overall operations are the Tustin Public Financing
Authority and the City of Tustin Housing Authority (Housing Authority).
Tustin: Remembering What Connects Us.
In 2021 City staff embarked on a mission to review the City’s brand and tagline to ensure it best represents
Tustin’s rich heritage of agriculture & military history while honoring & recognizing the City’s unified, diverse,
and inspiring future. To accomplish this staff met with the City Council, our community partners, and Tustin
City of Tustin
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City of Tustin – A Profile (Continued)
residents. Through the time & energy of meeting with all these groups a vision emerged that became crystal
clear. We needed to modernize our brand for the future while continuing to cherish what made us Tustin.
The City’s new brand creates a visual bond to our rich heritage of agriculture & military history and points us in
the direction of a growing future. It also perfectly illustrates the strong sense of community, partnerships, and
collaboration that Tustin is known for and continues to call people back. This is our Tustin.
City of Tustin
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Tustin City Council
Tustin has a Council-Manager form of government which consists of an elected City Council responsible for policy
making, and a professional City Manager, appointed by the Council. The City Council is a five-member
governmental body that includes the Mayor, Mayor Pro Tem, and three Council Members.
Its duties as a General Law city include approval of the Budget and oversight of the financial affairs of the City.
The City Council has the power to:
Act on program and administrative recommendations of City staff.
Adopt ordinances and resolutions.
Appropriate funds and approve contracts.
Establish policy and approve programs.
Make appointments to advisory boards and commissions.
Respond to concerns and needs of residents.
City Council Members
Mayor Mayor Pro Tem
Austin Lumbard Barry W. Cooper
Council Member
Ryan Gallagher
Council Member
Letitia Clark
Council Member
Rebecca
“Beckie” Gomez
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Boards, Commissions, and Committees
Members are appointed by the City Council and serve as channels for conveying to the City Council a sense of
the community's sentiments on existing and future legislation and/or projects. Appointed members are uniquely
positioned to provide the Council and City staff with invaluable insight and information for fact-based decision
making. As such, members perform an invaluable public service by broadening the forum for community input
and enhancing the processes of a representative democracy.
Audit Commission
The Audit Commission shall consist of 5 members, at least 3 of whom shall be registered voters of the City during
all times they hold office and 2 of whom may be registered voters within the area served by the Tustin Water
Department, but outside the City. Terms are for 4 years.
The Audit Commission shall perform duties of oversight, review, investigation, and reporting and shall provide
recommendations to the City Council on matters of finance, investments, and audit as shall be prescribed by the
City Council from time to time. Current Commission members are:
Commission Members Appointed Term Expiration
John Wende, Chair April 6, 2021 March 1, 2025
Jered Elmore, Chair Pro Tem April 6, 2021 March 1, 2025
Robert “Bob” Ammann December 18, 2018 March 1, 2023
Dan Erickson December 18, 2018 March 1, 2023
Craig Shimomura December 18, 2018 March 1, 2023
Building Board of Appeals
Members shall be residents and registered voters of the City during all times they hold office. The Board also
shall consist of members who are qualified by experience and training to pass upon matters pertaining to building
construction, fire protection, or standard waterworks practices. Preference shall be given to those individuals
who possess state licenses or certificates in the field of engineering, construction, or related professions or
trades. Pursuant to Health and Safety Code section 199575, at least 2 members of the Board shall be physically
disabled.
The Building Board of Appeals will hear appeals of determinations made by the City’s Building Official which may
arise during plan check or construction inspection. Individuals experienced or trained in the interpretation of
Building Codes or experienced in construction are highly desirable. Current Board members are:
Board Members Appointed Term Expiration
Rafat Abbasi April 6, 2021 February 5, 2023
Wendy Brough April 6, 2021 February 5, 2025
Fred Moore February 5, 2019 February 5, 2023
Scoba Rhodes February 5, 2019 February 5, 2023
Vacancy
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Boards, Commissions, and Committees (Continued)
Chief’s Advisory Board
The number of members of the Chief's Advisory Board should be at least 12 persons, but not more than 20 persons.
The Chief's Advisory Board shall be composed of a cross-section of the community. Invitations to prospective
members will be sent by the Office of the Chief of Police.
The Tustin Police Department is committed to a Policing Model of Community Governance. To that end, the
mission of the Chief's Advisory Board is to act as a resource for the Chief in the formation of strategies,
development of policing concepts and increasing public awareness regarding policy issues.
The policy of the Tustin Police Department is to establish and maintain a Chief's Advisory Board. The goal of the
Chief's Advisory Board is to provide a forum for police-community interaction to address public safety and related
issues in order to further enhance the quality of life in our community. In doing so, the Chief's Advisory Board is intended to reinforce our elected values of the PRIDE concept:
P: Partnership
R: Respect
I: Innovation
D: Dedication
E: Excellence
The primary purpose of the Chief's Advisory Board is to provide a forum with key stakeholders regarding law
enforcement policies within the community and is comprised of a diverse cross-section of community activists,
business leaders and citizens representing both Tustin and the greater Orange County area.
Community Services Commission
The Community Services Commission shall consist of 5 members who shall be registered voters of the City during
all times they hold office. Appointment terms are 4 years.
The purpose of this Commission is to advise the City Council on matters pertaining to the activities of the Parks
and Recreation Department, excluding daily administrative operations. The Commission’s responsibilities
include:
Advising on parks, park design and development, recreation, and community services.
Advising on planning relating to the construction and renovation of capital facilities.
Oversight of Senior Advisory Board and Special Events Committees.
Receiving community input concerning parks, open space, and recreation activities.
Advising on public art projects proposed by the Public Art Committee.
Current Commission members are:
Commission Members Appointed Term Expiration
Stephen Kozak, Chairperson April 14, 2021 March 1, 2025
Ken Henderson, Chair Pro Tem April 18, 2017 March 1, 2023
Donna Marsh Peery April 14, 2021 March 1, 2025
Amy Nakamoto March 1, 2019 March 1, 2023
Laseanda Wesson April 14, 2021 March 1, 2025
City of Tustin
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Boards, Commissions, and Committees (Continued)
Planning Commission
The Planning Commission shall consist of 5 members who shall be registered voters of the City during all times
they hold office. Appointment terms are 4 years.
The Planning Commission's primary responsibilities include:
Considering and making recommendations to the City Council on zoning map and zoning ordinance
changes.
Considering other policies and programs affecting development and land use in Tustin for final City
Council action.
Preparing and making recommendations to the City Council on the City's Comprehensive Plan regarding
development.
Reviewing and making recommendations to the City Council on subdivisions, on appeals on variances and
use permits.
Current Commission members are:
Commission Members Appointed Term Expiration
Dave Mello, Chairperson April 6, 2021 March 1, 2025
Steve Kozak, Chair Pro Tem April 6, 2021 March 1, 2025
Lisa Chu August 20, 2019 March 1, 2023
Eric Higuchi April 6, 2021 March 1, 2025
Amy Mason December 18, 2018 March 1, 2023
Public Art Committee
The Public Art Committee shall consist of 5 members who shall be registered voters of the City during all times
they hold office. Appointment terms are 4 years.
The purpose of this committee is to advise the City Council on matters pertaining to public art. The committee’s
responsibilities include:
Advising on planning and policy matters relating to the construction and renovation of public art.
Evaluating artwork, including artwork proposed to be gifted to the City.
Planning and commissioning public art.
Receiving community input concerning public art.
Seeking grant funding and donors for each project and building partnerships and collaborations with
non-profit organizations.
The Public Art Committee (PAC) is the formal body responsible for implementing the Public Art Program.
Responsibilities include attending all public art planning and review meetings, exercising judgment that is fair and consistent with the policy guidelines, advising the Community Services Commission and the City Council on
all public art related issues, and upholding the reputation and integrity of the Public Art Program and the City of
Tustin. The Committee will seek grant funding and donors for each project and build partnerships and
collaborations with non-profit organizations.
City of Tustin
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Boards, Commissions, and Committees (Continued)
The Committee is encouraged to solicit funding from developers and corporations to assist with funding public
art projects. The Committee will make recommendations to the Community Services Commission and the City
Council regarding commissioned or gifted public art. Current Committee members are:
Committee Members Appointed Term Expiration
Meg Gullo, Chairperson July 17, 2018 July 17, 2022
Scott McMillin, Chair Pro Tem July 17, 2018 July 17, 2024
Kimberly Albarian July 17, 2018 July 17, 2022
Janet Lomax July 9, 2020 July 17, 2024
Erin Bruner April 14, 2021 March 1, 2025
Senior Advisory Board
The purpose of the Senior Advisory Board is:
To support and advise the Senior Center staff on matters of special interest and needs of the seniors in
the Tustin area.
To develop and maximize fund raising projects and activities to support educational, recreational and
social programs for the Tustin area senior community.
To promote a positive endorsement and attitude to the community regarding the Senior Center.
To identify and review major issues affecting the programs and policies relevant to the seniors.
To support and promote the development of higher standards and better-quality programs for seniors.
Current Board members are:
Committee Members
Sherry Geyer, Chairperson
Ken Higman, Vice Chair
Anne Lastimado, Member
Amy Nakamoto, Member
Pamela Jani, Member
Lori Turner, Member-at-Large
Laura Waite, Member-at-Large
Brian Van Deventer, Member-at-Large
Tustin Tiller Days and Tustin Street Fair & Chili Cook-Off Committees
The City of Tustin also utilizes numerous volunteers to work along with City staff to put on our annual events.
Tustin Tiller Days and the Tustin Street Fair & Chili Cook-Off both have active committees that are integral to
making these events the enormous success that they are each year.
BUDGET
PROCESS
City of Tustin
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The Budget Process
The City of Tustin has a biennial budget process, with funds appropriated annually for the fiscal year which begins
in July and ends in June of the following year. Our approach is to combine the strategic plan and annual financial
plan for operations and capital improvements.
This process enables us to direct our resources towards programs and activities with the greatest potential to
successfully achieve our Vision and Purpose.
Budget Calendar
The 2022-23 budget cycle represents year
two of our biennial budget. The base budget
for the year was adopted in June of 2021 as
part of the 2021-23 biennial budget process.
The changes to the original adopted 2022-23
budget reflect approved City Council
amendments over the course of the last year
and improved insight into current economic
trends.
The timeline for the budget cycle is typically
six to seven months beginning with a Budget
Kickoff meeting and culminating in the
Budget Adoption by City Council. During this
process departments are encouraged to
review their operating revenues &
expenditures along with any Capital
Improvement Projects and make the
necessary requests to properly fund & staff
their operations.
The budget cycle runs from December
through June.
Operating Budget & Administration
The General Fund is the primary fund used by the City for day to day operations. The revenues and expenses
associated with the General Fund are considered the core operational and administrative tasks of the City.
The City’s operating budget covers costs for the maintenance and operations needed to provide general City
services and covers expenditures such as salaries and benefits, materials, supplies, professional services, capital
outlay, allocated costs and the like. Revenues to fund the operating budget are primarily derived from sales and
property taxes.
Departments are provided a base-line budget (typically previously adopted or prior year amended budget) by
fund/division which provides a starting point in preparing the budget for the current year. Departments are
expected to review associated revenues & expenditures and submit the necessary changes to properly reflect
the needs of the department’s operations for the budget year.
Fiscal Year Begins
July 1, 2022
Budget Kickoff
December 2021
Operating Budget & Position Control due from Depts.
January 2022
Capital Projects due from Public Works
February 2022
Final Review
City Manager & Finance Meet with Depts.
April/May 2022
Budget Study Session
Presented to City Council & Public
June 2022
Budget Adoption
June 2022
City of Tustin
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Capital Improvement Program Budget
The City’s Capital Improvement Program Budget
(CIP) covers a rolling seven-year period, of which
current expenditures & funding sources are
captured in the annual CIP budget.
It is not unusual for CIP projects to span multiple
fiscal years due to the complexity of the projects.
Projects may be budgeted in total in a single
budget year or span multiple years depending on
the nature of the project.
CIP projects include, but are not limited to,
infrastructure, renovation, new buildings, park
improvements and major technology purchases.
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City Attorney
City Clerk
City Council
City Manager
Community Development
Economic Development
Finance
Fire Authority
Human Resources
Parks & Recreation
Police Department
Public Works
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Departmental Revenue
Fines & Forfietures
Franchise Fees
Other Revenue
Other Tax Revenue
Property Taxes
Sales Tax
Transfers & Reimbursements
Transient Occupancy Tax
Use of Money & Property
City of Tustin
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Special Revenue Fund Budgeting
Special Revenue Funds are used to account for the
proceeds of specific revenue sources that are
restricted by law or administrative action for a
specified purpose. Certain funds have a legal
requirement while others are in place to strengthen
internal accounting & financial reporting.
The budgets for Special Revenue Funds are prepared
in conjunction with the General Fund budget and will
be submitted to the City Council for adoption prior to
the beginning of the fiscal year.
All revenues & expenses associated with a specific
Special Revenue Fund will be recorded directly into
the fund. Transfers between funds will be recorded as
a revenue to the fund receiving the transfer and an
expense for the fund providing the transfer.
Financial Reporting & Budget Monitoring
The Finance Department will provide updates of the City’s progress relative to the adopted and adjusted
budget throughout the year. Regular monitoring of the City’s budget will provide an early detection of
potential concerns, problems or opportunities.
A benchmark of the annual budget process is the Mid-
Year Budget Review. This is a comprehensive budgetary
review of all funds that is completed in January of each
year with a scope covering activity from July 1st through
December 31st. The Finance Department, working in
conjunction with all City departments, analyzes the
actual revenues, expenditures and CIP for the first six
months of the year in comparison to the
adopted/amended budget. Variances are reviewed and
the appropriate amendments are generated and
submitted to Council for approval as part of the Mid-
Year Budget Review presentation.
Continuous budget monitoring is a stalwart in managing an efficient and successful organization.
Revenue Management
It is the City’s priority to maintain a diversified and stable revenue base that is resilient to an evolving economy.
Future development must be done with an eye on sustaining & growing revenues to support our dynamic city.
General Fund
Special Revenue Funds
Enterprise Funds
Debt Service Funds
Captial Project Funds
Internal Service Funds
Fiduciary Funds
Grant Funds
Other Funds
City of Tustin
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Annual revenue budgets will be set using several data points including but not limited to, historical trends,
future development, current economic data, and department input.
Expenditure Management
The City will maintain a level of expenditures which will provide for the public well-being and safety for the
residents of the community.
Unspent appropriations lapse at fiscal year-end except for appropriations related to ongoing capital projects,
special programs, grants and other restricted balances.
Staffing will be budgeted to reflect the Council approved position control list. All labor costs, including
contractually obligated increases, will be budgeted to the fund, department, and division that best meets the
position function.
Overtime should be used only when necessary and when other alternatives are not feasible or cost effective. All
overtime must be pre-authorized by a department head or designee unless it is assumed pre-approved by its
nature.
Operating expenditures such as professional services, service contracts, legal fees, and the like are reviewed on
an ongoing basis throughout the year. Multi-year contracts are reviewed annually as a part of the budget process.
FINANCIAL
SUMMARY
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2021-2022 Projected Fund Balance – All Funds
City of Tustin
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2022-2023 Proposed Fund Balance – All Funds
City of Tustin
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2022-2023 Revenue Summary – All Funds
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2022-2023 Revenue Summary – All Funds (Continued)
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2022-2023 Revenue Summary – General Fund
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2022-2023 Expense Summary – All Funds
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2022-2023 Expense Summary – All Funds (Continued)
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2022-2023 Expense Summary by Type – All Funds
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2022-2023 Expense Summary by Type – All Funds (Continued)
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2022-2023 Expense Summary by Type – All Funds (Continued)
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2022-2023 Expense Summary by Type – All Funds (Continued)
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2022-2023 Expense Summary by Type – All Funds (Continued)
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2022-2023 Expense Summary by Type – All Funds (Continued)
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2022-2023 Expense Summary by Type – All Funds (Continued)
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2022-2023 Expense Summary by Type – All Funds (Continued)
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2022-2023 Department/Division Expense Summary – General Fund
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2022-2023 Department/Division Expense Summary – General Fund (Continued)
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2022-2023 Department/Division Expense Summary – General Fund (Continued)
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2022-2023 Department/Division Expense Summary – General Fund (Continued)
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2022-2023 Department/Division Expense Summary – General Fund (Continued)
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2022-2023 Department/Division Expense Summary – General Fund (Continued)
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2022-2023 Position Control List
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2022-2023 Position Control List (Continued)
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2022-2023 Position Control List (Continued)
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2022-2023 Position Control List (Continued)
CITY
DEPARTMENTS
CITY COUNCIL
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CITY COUNCIL
DESCRIPTION:
The City Council provides policy direction with regard to City services. Through its review and approval of the
City’s annual operating and capital improvement budgets, the City Council determines the types and levels of
City services. The City Council authorizes changes in the Municipal Code through adoption of ordinances. Policy
direction is given by the City Council to the Planning Commission, the Community Services Commission, Audit
Commission, Public Art Committee, and Building Board of Appeals. The City Council also serves as the Board of
Directors of the Tustin Public Financing Authority and of the Successor Agency.
Members of the City Council represent the City on various agencies such as the Orange County Fire Authority,
Transportation Corridor Agencies, Orange County Sanitation District, Orange County Mosquito and Vector Control
District, Southern California Association of Governments, Orange County Council of Governments, Orange County
Library Board, Emergency Medical Care Committee, Santa Ana River Flood Protection Agency, Water Advisory
Committee of Orange County, and Newport Bay Watershed Executive Committee.
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MAYOR’S WELCOME
Welcome to Tustin.
On behalf of the Tustin City Council, it is my pleasure to welcome you to the City of Tustin. We are proud to
provide you with information about our community and the many opportunities Tustin has to offer.
Much like the glorious old trees that grace its landscape, Tustin is rooted in the past - its early heritage is
embodied by the captivating historic homes and commercial storefronts along the streets of Old Town. But like
its grand old homes and trees, Tustin continues to flourish with existing and new communities, modern shopping
centers and in its diverse industrial base, ever reaching out to the future.
Nestled in the scenic heart of Orange County, California, Tustin actively plans for the future based on a
tremendous foundation of success. The community's goals are clear: to remain financially secure, to create jobs,
and to improve the quality of life for all who live and work here by promoting a healthy balance of safe
neighborhoods, parks, community facilities, and strong commercial and industrial areas.
From a business perspective, Tustin is one of California's prime business locations. Tustin prides itself by working
as a partner and supporter of businesses of all sizes to help them achieve greater success. The proximity of state
and interstate freeways, airports, seaports and rail service enables easy travel to and from Tustin.
I invite you to spend some time in Tustin. Whether in person or via our web page, we're happy to have you.
Sincerely,
Mayor Austin Lumbard
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CITY MANAGER
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CITY MANAGER ORGANIZATIONAL CHART & FTE HISTORY
* Directors & City Clerk FTE count included in respective Department/Division.
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CITY MANAGER
DESCRIPTION:
Under policy direction of the City Council, the City Manager’s Office is responsible for planning, organizing and
evaluating City services and providing management direction to all City departments through the department
directors. It also ensures that the types and levels of City services are consistent with City Council policy and the
proposed budget.
TASKS:
Keep the City Council constantly apprised as to the status of City programs and activities.
Respond to, and resolve, citizen complaints concerning City services.
Provide staff support, when required, to members of the City Council serving on regional agencies.
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.
Submit to the City Council the Fiscal Year 2021-23 operating and seven-year capital improvement
budgets.
Provide management oversight of economic development and housing programs.
Serve as the Director of the Local Reuse Authority for the former MCAS Tustin.
Serve as the Master Developer for City properties at Tustin Legacy.
Manage the City’s public communications program.
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CITY ATTORNEY
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CITY ATTORNEY
DESCRIPTION:
The City Attorney’s office provides legal advice and services pertaining to City affairs to the City Council, City
Manager and other City officials.
TASKS:
Attend City Council, Redevelopment Agency and Planning Commission meetings for the purpose of
providing legal advice.
Review and prepare ordinances, resolutions, franchises, agreements, contracts and other documents.
Provide legal advice to City departments.
Represent the City in court proceedings.
Review and monitor general liability claims processed by the City’s claims administrator.
CITY CLERK
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CITY CLERK ORGANIZATIONAL CHART & FTE HISTORY
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CITY CLERK
DESCRIPTION:
The City Clerk’s Office facilitates the legislative policy-making process, records and validates the proceedings of
the City Council, and provides for timely and thorough access to public records. It administers the activities
pertaining to City Council legislation, processes Council-approved agenda items, manages public records, and
disseminates information concerning Council actions both to City staff and the public and conducts municipal
elections.
TASKS:
Coordinate the preparation and distribution of official City Council agendas.
Maintain a centralized records management system of contracts/agreements, deeds, resolutions,
ordinances, and other City documents.
Process public records requests.
Conduct municipal elections in accordance with the Tustin City Code, the Elections Code, and the
Political Reform Act of 1974.
Serve as filing officer for Campaign Disclosure and conflict of interest statements required by the Fair
Political Practices Commission.
Coordinate legislative updates in the Tustin City Code.
Administer the recruitment process for the City's Planning Commission, the Community Services
Commission, Audit Commission, Building Board of Appeals, and Public Art Committee.
Implement the City’s Citizen Academy program.
Process legal documents, including: liability claims, subpoenas, summons, appeals, and petitions.
Prepare and coordinate ceremonial recognitions such as presentations during the City Council meeting,
proclamations and certificates of recognition.
Publish legal notices.
Provide citywide phone reception services.
Provide citywide duplication, scanning services and mail delivery.
Maintain subscription and distribution of City Council and Planning Commission agendas and minutes.
Receive bids and RFPs for City projects and conduct bid openings respectively.
Manage the citywide public shredding program.
Serve as the Americans with Disabilities Act Coordinator ensuring that persons with disabilities can fully
participate in and benefit from the public services offered by the City.
Manage the electronic document imaging system (Laserfiche).
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ECONOMIC
DEVELOPMENT
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ECONOMIC DEVELOPMENT ORGANIZATIONAL CHART & FTE HISTORY
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ECONOMIC DEVELOPMENT
DESCRIPTION:
The Economic Development Department provides leadership as the Executive Developer of Tustin Legacy,
facilitates business and property development, manages City real estate, acts as the Housing Authority for the
City to facilitate workforce and homeless housing, oversees Successor Agency activities and promotes the
economic interests of the City.
TASKS:
Executive Developer of Tustin Legacy
Facilitate Business Development and Assist Property Owners
Manage City Real Estate
Facilitate Workforce and Homeless Housing
2021-2022 ACCOMPLISHMENTS:
Lennar completed construction of “Levity” and all 218 units were sold in 2021.
Closed escrow in September 2021 on the sale of 25+ acres to Brookfield Homes Southern California LLC
for a 400-home community. Model homes are now open and sales are ongoing.
Executed an Exclusive Negotiating Agreement in December 2021 with Lincoln Property Company Commercial Inc for the potential disposition and development of property for up to 1.8M square feet of
office, laboratory and R&D space along with other ancillary uses to be constructed in one or more phases.
Entered into an Exclusive Negotiating Agreement with AvalonBay and Abode Communities for the
potential disposition and development of a Multifamily Mixed-Use project for approximately 1,208
multifamily homes on +19.4 acres, of which 302 are affordable. This was the end result of an RFP that
was marketed through CBRE in compliance with the Surplus Land Act.
As the Local Reuse Authority, acted to remove County Regional Park use from Reuse Parcel 18, 85 acres
of Navy owned property, and started the Federal reuse planning process for new proposed land uses.
Advanced design plans for CIP projects such as Alley Grove Promenade, Legacy Park (2nd phase), South
Hangar rehabilitation and pedestrian bridges.
Partnered with the Orange County Small Business Development Center to deliver the following programs:
Developed a new grant program providing $2,420,000 in economic relief to local Tustin
small businesses. Issued two hundred forty (240) $10,000 Small Business Recovery Grants and four (4) $5,000 Small Business Recovery Grants to eligible businesses impacted by
the Covid pandemic.
Implemented two Main Street Digital Training & Grant programs, in which thirty (30)
women-owned, minority-owned and small businesses attended six (6) courses to learn to
market and expand online. Each received a $500 grant to assist with online marketing
Developed two (2) Small Business Clinics for Tustin businesses to receive one on one
counseling and access to expert small business development consultants.
Developed and launched thirteen (13) regional business workshops.
Partnered with the Orange County Workforce Board
Mobile Workforce Clinic at the Tustin Library – nineteen (19) visits.
Hosted three (3) business workshops conducted by the Service Corps of Retired Executives (SCORE).
Conveyed a 1.7-acre City parcel in Pacific Center East to SchoolsFirst Federal Credit Union in September
2019. Construction of SchoolsFirst’s 180,000 square-foot, three-story headquarters office, 5,000 square-foot and credit union branch office was completed in August 2021.
Procured a FY 22-24 Tustin Temporary Shelter Operator through a competitive Request for Proposals
process.
Served over 199 guests at the Tustin Temporary Emergency Shelter.
Facilitated three (3) affordable housing resales.
Facilitated twelve (12) refinances for affordable homeowners.
Conveyed City-owned property to Family Promise for the development of the “House of Ruth”, a 7-unit
apartment complex that will provide transitional housing for homeless families.
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FINANCE
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FINANCE DEPARTMENT ORGANIZATIONAL CHART & FTE HISTORY
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FINANCE DEPARTMENT
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. Tustin’s Information Technology (IT) services are also
housed within the Finance Department. IT works with all City Departments and divisions to ensure that technology
needs are being met and designs, develops, administers, and maintains various telecommunications and computer
networks.
TASKS:
Deposit, monitor and record all revenues of the City.
Responsible for the City’s cash management.
Maintain the General Ledger and all financial records.
Ensure proper internal controls are in place throughout the City Departments.
Serve as the City Treasurer and invest and manage the City’s funds.
Provide management support for Water Utility billing.
Prepare the quarterly investment reports.
Complete the State Controller’s Annual Report of Operations, Annual Street Report and other reports as
required.
Monitor the City’s Fixed Asset Accounting System.
Administer the payroll, accounts receivable and accounts payable functions.
Prepare the annual Operating and Capital Improvement Budget.
Represent the City and provide information for various City, County, State and federal audits.
Assist in the formation and administration of special assessment districts.
Prepare the Annual Comprehensive Financial Report.
Manage debt service and issue bonds when
appropriate.
Provide Utility Billing services including reading
meters, preparing resident’s bills, create and monitor
service requests, prepare water management
reports, and promote the water conservation
program.
2021-2023 GOALS:
Continue to evaluate and develop long-term
strategies to achieve a more sustainable budget.
Continue to address unfunded CalPERS pension liabilities.
Continue to produce an Annual Comprehensive
Financial Report in accordance with generally
accepted accounting principles.
Continue to provide the City Manager and City
Council with timely financial updates.
Continue to effectively manage the City’s
investment portfolio with a continued goal of
maximizing investment returns while safeguarding
principal and remaining sufficiently liquid to meet future expenditures.
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Complete an Enterprise Resource Planning (ERP) needs assessment by June 30, 2023.
Perform a business process review and identify opportunities for improvements in efficiencies and to
strengthen internal controls.
Produce a Popular Annual Financial Report for Fiscal Year 2021/22 to supplement the Annual
Comprehensive Financial Report with information that is easily understandable to the general public
and other interested parties without a background in public finance.
2021-2022 ACCOMPLISHMENTS:
Effectively managed the City’s investment portfolio with a continued goal of maximizing investment
returns while safeguarding principal and remaining sufficiently liquid to meet future expenditures.
Received the Government Finance Officers
Association’s “Certificate of Achievement for
Excellence in Financial Reporting” for the 34th year,
which is the highest form of recognition in the area of
governmental accounting and financial reporting.
Continued to address unfunded CalPERS pension
liabilities by providing the City Council with an
updated Pension Funding Policy, which was approved
by the City Council on February 15, 2022.
Continued to evaluate and develop long-term
strategies to achieve a more sustainable budget.
Implemented Interactive Voice Response (IVR) and
enhanced the Autopay options by adding ACH/echeck
for utility payments.
Completed a Comprehensive User Fee Study and
implemented new user fees and charges, which had
not been updated since 2008.
Maintained the credit rating of “AA” assigned by
Standard & Poor’s for the City of Tustin’s Water
Revenue Bonds.
Published a 2021-23 Budget-In-Brief that provided a
summary of the Biennial Budget covering Fiscal Year 2021-22 and Fiscal Year 2022-23.
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FIRE SERVICES
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FIRE SERVICES
DESCRIPTION:
The City contracts with the Orange County Fire Authority for fire suppression, prevention, inspection, public
education, and paramedic services. The Orange County Fire Authority is a regional fire service agency that serves
23 cities in Orange County and all unincorporated areas. The OCFA protects over 1,984,758 residents from its 77
fire stations located throughout Orange County. One member of the Tustin City Council serves on the Board of
Directors of the Fire Authority. In fiscal year 2007-08 the City Council authorized an extension of the contract
with the Fire Authority for an additional twenty years.
HUMAN
RESOURCES
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HUMAN RESOURCES ORGANIZATIONAL CHART & FTE HISTORY
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HUMAN RESOURCES
DESCRIPTION:
The Human Resources Department is responsible for providing centralized human resources and risk management
services for all of the City’s departments and employees. Human Resources strives to partner with other City
departments to attract, retain, and develop a high-performance workforce; provide professional guidance and
exceptional customer service in all employment and risk management matters; promote principles of fairness
and merit; and limit and mitigate the City’s exposure to liability.
TASKS:
Collaborate with managers and employees to provide support, services and solutions that ensure a
positive and productive work environment.
Conduct valid and defensible recruitment and selection processes to fill vacancies in all City
departments.
Serve as the City’s chief labor negotiator and meet and confer with the represented employee
organizations regarding wages, hours and other terms and conditions of employment and interpret and
apply provisions of labor agreements and Personnel Rules.
Maintain the City’s classification and compensation plan and review/recommend position classification
and salary levels for all City positions.
Administer employee benefit programs, including medical, retirement, and COBRA benefits.
Process all employee personnel actions, including promotions, transfers, and compensation and benefit
adjustments.
Review and update policies, procedures and internal controls to ensure compliance with legal
requirements and effectiveness with organizational operations.
Facilitate and implement employee training programs for professional development and legal
compliance.
Oversee performance and misconduct issues with employees including handling grievances, conducting
administrative investigations and managing disciplinary processes and appeals.
Administer family and medical leaves of absence and oversee the interactive process and reasonable
accommodation requests for individuals with disabilities.
Manage the workers’ compensation program with the City’s third-party administrator by overseeing work-
related injuries and illnesses, return to work assignments, and industrial disability retirements.
Serve as the program administrator for the City’s safety program including compliance with OSHA
regulations.
Direct the general liability and risk management programs with the City’s third-party administrator
through the City’s participation in the California Insurance Pool Authority (CIPA).
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).
Monitor and ensure compliance with state and federal laws related to public sector labor and employment
issues.
Maintain employee personnel and medical records.
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COMMUNITY
DEVELOPMENT
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COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART & FTE HISTORY
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PLANNING DIVISION
DESCRIPTION:
The Planning Division provides comprehensive services that serve the public counter, in addition to the processing
of development projects (Current Planning), Advance Planning that relates to the update of the City’s General
Plan, ordinance updates, grant administration, historic preservation program, and demographics. Special
Projects supports the City’s Strategic Plan goals. 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:
Reassess the Downtown Commercial Core Specific Plan and Red Hill Avenue Specific Plan to encourage
development opportunities, economic development, and coordinated improvements.
Commence, if prioritized and budgeted, 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.
Process discretionary entitlements, including design reviews, conditional use permits, variances,
subdivisions, minor adjustments, etc.
Perform plan checks for new development, tenant improvements, and other building projects.
Process temporary use permits, large gathering use permits, temporary sign permits, and film permits.
Continue primary responsibility for planning and development monitoring tasks associated with the Tustin
Legacy project.
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 and with an annual allocation of approximately $800,000.
Provide staff support for the administration of activities associated with the federal Community
Development Block Grant (CDBG)-CV Program to be used to prevent, prepare for, and respond to the
coronavirus (COVID-19) which has an allocation of $1,220,716.
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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.
Continue the City’s current program for monitoring aircraft noise associated with flights to and from
John Wayne Airport.
Review proposed State and federal legislation for potential impacts to Tustin and prepare position papers
and correspondences on pending legislation.
Review Business License related land use inquiries and requests and provide Zoning Code and other
information to new/existing businesses.
Assist the Public Works Department in preparing environmental documents for major capital
improvement projects.
Update the City’s General Plan with consultant assistance and schedule Planning Commission and City
Council workshops, budget permitting.
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.
Administer and oversee the City’s Cultural Resources
District. Develop and implement a Cultural
Resources District annual work program for the
Planning Commission. Process Mills Act program
contracts and administer the Tustin Historic Register
Plaque Program.
Create an interactive map for the public that displays
the City’s Updated Historical Resources Survey
Report findings.
Obtain certification of the updated Housing Element
and address any comments from the Department of
Housing and Community Development (HCD), if any.
Implement goals associated with the Old Town Parking Study and Old Town Parking Exception.
Implement updates and improvements to the Department’s web page, including highlighting the
Department’s efforts to streamline development processes under the new “Streamline Tustin” initiative.
In coordination with the Building Division, provide Planning support for the “Permit-by-Appointment”
program for relatively routine construction projects prepared by licensed design professionals such as
residential remodels and additions, as part of the “Streamline Tustin” initiative.
Implement efficiency improvements to the department’s processes and procedures, such as all digital
plan checking and over the counter plan check by appointment.
Identify code updates that will streamline the entitlement review process and present findings to
Planning Commission and City Council for adoption.
Complete Code Updates related to recently adopted legislation to remain in compliance with State law
(SB 9, Density Bonus).
Provide trainings and workshops to the Planning Commission (and also Historic Cultural Resources Advisor
Committee to the City Council).
Implement enhanced community engagement and public outreach strategies for City initiated community
development projects such as General Plan updates.
Implement Development Assistance Program, by meeting with development application team during the
entitlement application (i.e. pre-application, upon application submittal, first comment letter, etc) to
assist applicants in addressing City requirements and plan/application submittal with, the goal of
reducing the time between application and City approvals.
Continue to provide a one-stop planning and community development counter to maintain quality of
service throughout the City by providing services via phone, email and public counter.
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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.
TASKS:
Prepare and advertise a Request for Proposals and execute five-year contracts with consultants to
continue contract plan check and support activities.
Prepare and adopt California Building Standards Codes with amendments (three-year cycle).
Administer and enforce the California Building Standards Codes.
Continue to implement new permit tracking software.
Continue to work with developers, allocate resources and coordinate with other agencies and
departments to ensure continued progress at Tustin Legacy.
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 ten (10) working days and subsequent plan check submittals within five (5)
working days.
Implement a Permit-by-
Appointment program for
relatively routine construction
projects prepared by licensed
design professionals such as
residential remodels and
additions in coordination with
the Planning Division, as part of
the “Streamline Tustin”
initiative.
Continue to utilize inspection
staff in 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
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correction process for persons unfamiliar with the City’s construction application, plan check and
inspection requirements).
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 Fire Hazard Severity Zone
maps.
Update the City’s Building Codes, as needed.
Update the City’s grading and private street design standards to be compatible with the current practice
while maintaining quality standards.
Continue to update the Building Division pages on the City website to provide the public and contractors
with Building Code information, Bulletins/Policies, useful links, and City handouts to ensure a uniform
understanding and application of City Code requirements.
Continue to update the Building Division’s Procedure Manual and develop comprehensive internal
operational policies.
Continue to support OCFA and Tustin Police emergency response needs related to evaluating structural
safety following structure fires and vehicle accidents involving structures.
Continue an excellent standard of plan check and inspection to maintain code compliance and safety,
while also preventing disruptions during construction.
Monitor and recommend measures to ensure the City’s compliance with the National Pollutant Discharge
Elimination System (NPDES) Permit and Air Quality Management Plan.
Administer the City’s graffiti-removal program and actively participate in the City’s Neighborhood
Improvement Program.
Continue to implement courteous and business-friendly property maintenance, and zoning code
enforcement, issuing administrative citations when necessary, and perform water quality inspections at
all active construction sites, and existing commercial and industrial sites.
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PUBLIC WORKS
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PUBLIC WORKS ORGANIZATIONAL CHART & FTE HISTORY
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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.
TASKS:
Perform interagency coordination and administer County, State and Federally funded projects and
programs.
Provide oversight and management of the Public Works and Water Capital Improvement and Operations
Budgets.
Manage the City’s Solid Waste Program.
Administer contract agreements for various City Services.
Manage City records including all record plans with respect to Public Works and Engineering.
Administer 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:
Prepare plans, cost estimates, reports and provides oversight for the construction of Capital Improvement
Projects.
Conduct plan checks on subdivision/parcel maps and perform construction inspection involving public
improvements.
Conduct City-wide traffic studies.
Maintain maps, records and reports for all public improvements.
Provide public assistance in response to engineering and traffic related concerns and complaints.
Perform contract administration and provide technical assistance to other City departments and outside
agencies.
Administer contracts for pavement management system, signal maintenance, pavement repair and
pavement striping.
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:
Administers and performs street sweeping program.
Administer streets and alley repair contract.
Perform litter control in the public rights-of-way.
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Performs traffic sign maintenance and striping/marking program as directed by the Engineering Division,
Traffic Section.
Performs sidewalk maintenance and grinding as needed.
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:
Maintains the turf in the parks.
Operate and maintain parks landscape irrigation systems.
Maintain foliage through chemical application, removing and/or replacing as required.
Perform graffiti removal and manage the weed abatement program in the parks and public rights-ofway.
Conduct regular inspection, maintenance, and repair of park grounds and play equipment, structures,
lights, and picnic facilities.
Administer the citywide tree trimming and landscape maintenance contracts.
WATER QUALITY
DESCRIPTION:
The Water Quality Division coordinates and provides oversight for the City’s National Pollutant Discharge
Elimination System (NPDES) program and ensures compliance with all State and Regional Water Quality Control
Board requirements. The Division also coordinates the City’s participation in regional water quality efforts
related to the Upper Newport Bay and San Diego Creek.
TASKS:
Ensure City compliance with the NPDES and MS4 permits.
Assess the environmental issues associated with all development activities and provides regulatory
framework to ensure that standards set are implemented.
Provide technical assistance to other City departments and outside agencies.
Maintain a complete inventory of storm water facilities and perform annual inspections.
Develop and implement public programs to inform and involve the public in controlling urban runoff.
Provide public assistance for storm water related concerns and complaints.
Coordinate 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:
Perform repairs on vehicles and other mechanical equipment.
Administer a preventative maintenance program for vehicles and other mechanical equipment.
Provide fuel and maintain fueling facilities for the City and the Tustin Unified School District.
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Conduct licensing/inspection of vehicles as required by the State Department of Motor Vehicles.
Administer the licensing and permits for City generators, fuel island, underground storage tank and other
equipment.
Administer the forklift certification program.
Administers the Vehicle/Equipment Lease Fund.
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:
Provide information on facility maintenance problems and cyclical replacement items, and coordinate
correction through the budgetary process.
Monitor progress on facilities maintenance projects and cyclical maintenance through site visits and
service requests.
Perform regular maintenance and building repairs for all public facilities including structural,
mechanical, plumbing, electrical, carpentry, and painting.
Administer maintenance contracts including, but not limited to janitorial, building security, elevators,
pest control and HVAC.
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WATER FUND - ADMINISTRATION
DESCRIPTION:
This Division provides water supply planning including oversight of ground water production, imported water
supply, water system pressure, water distribution and water quality. Responsible for analysis of current and
proposed legislation and ensuring the water system meets all state and federal regulatory compliance
requirements.
TASKS:
Ensure compliance with all health and safety standards for water quality.
Coordinate the design and construction of water capital improvement program projects.
Provide responsive customer service.
WATER FUND - DISTRIBUTION
DESCRIPTION:
Install, maintain, repair and upgrade the water distribution system, along with monitoring water quality and
providing customer service.
TASKS:
Ensure compliance with all health and safety standards for water quality.
Operate and maintain the water distribution system.
Coordinate the design and construction of water capital improvement program projects.
Perform preventive maintenance to minimize water loss and service interruptions to City water
customers.
Provide responsive customer service.
Review City, developer and outside agency project plans for compliance with Water Division standards.
Conduct safety training and support professional development training to obtain/maintain State Water
Resources Control Board certifications for all water division staff.
WATER FUND – 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:
Ensure compliance with all health and safety standards for water quality.
Maximize groundwater water production to reduce dependence on imported water supplies.
Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution
Discharge Elimination System [NPDES] permit requirements.
WATER FUND – 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:
Ensure compliance with all health and safety standards for water quality.
Maximize groundwater water production to reduce dependence on imported water supplies.
Ensure compliance with the Regional Water Quality Control Board [RWQCB] National Pollution Discharge
Elimination System [NPDES] permit requirements
WATER FUND – IMPORTED WATER
DESCRIPTION:
This division is responsible for 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:
Augments local water supplies with imported water, bolsters water delivery capabilities to meet the
City’s water demands.
Utilize cost-effective purchased imported water supplies to ensure adequate retail supplies.
WATER FUND – GROUND WATER
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:
Produce competitively priced, high quality water
meeting all health and safety standards for water
quality.
Operate water production facilities utilizing the
most cost-effective methods and practices that
public safety and water demand requirements
allow.
Perform maintenance to minimize service
interruptions and the loss of groundwater
production and imported water supplies.
Coordinate the design and construction of capital
improvement program projects.
Coordinate operation of water facilities with
contractors during construction activities.
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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POLICE
DEPARTMENT
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POLICE DEPARTMENT ORGANIZATIONAL CHART & FTE HISTORY
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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:
Provide administrative leadership to the entire Department.
Provide budget direction and control.
Review and implement new programs to enhance effectiveness of the Department.
Ensure free flow of internal and external information.
Participate in citywide team management concepts.
Provide direction and analysis to staff projects.
Coordinate with other local, state, and federal law enforcement agencies.
Coordinate Police Department activities with other City Departments.
Anticipate future needs and plan activities accordingly.
Provide oversight of day-to-day activities and ensure employees are able to work in a safe and
productive environment.
Provide Department wide training and coordination of the CALEA re-accreditation process.
Serve as the leadership and clearing house of the CALEA accreditation team.
Compile and maintain the CALEA accreditation files consisting of 460 law enforcement standards
organized into 38 chapters.
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.
2021-2022 ACCOMPLISHMENTS:
On July 30, 2021, Tustin Police Department received reaccreditation with CALEA.
The Management Staff developed a four-year Strategic Plan (2021 - 2025) consisting of the following.
three objectives: Serving or Community, Resources and Technology, and Serving our People.
The Command Staff created a Behavioral Health Response Unit to address the increased calls for
service related to the multi-layered problem of substance use and abuse, mental health, and family
disturbances.
CITY OPERATIONS
DESCRIPTION:
The City Operations Command consists of police personnel assigned to specialty assignment units and collateral
duties which impact all areas within the City of Tustin borders. City Operations encompasses two primary units;
the Traffic Unit and the Community Resources Unit. In addition to the primary units, City Operations also oversees
the SWAT team, the Special Response Team (SRT), fleet operations, the canine program, and scheduling for the
entire department. Its personnel are dedicated to supplement the Patrol Division in a variety of capacities such
as the Traffic Unit, K-9 Unit, and SRT/SWAT. City Operations Command is currently positioned with one
Lieutenant, two Sergeants, seven Officers, three Police service dogs, four Parking Control Officers, one Fleet
Coordinator, three Police Services Officers, and one Emergency Manager.
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The Traffic Unit is responsible for traffic enforcement within the Tustin city limits. The Traffic Unit includes one
Sergeant, five Motor Officers, one Police Services 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 Fleet Coordinator is
also an integral part of the Traffic Unit. The Police Fleet Coordinator plans, organizes, and executes the
purchase, repair, and maintenance of all police department vehicles and all technological, mechanical, and
defensive equipment contained within police department vehicles, and used by police officers and support staff.
The Community Resources Unit is responsible for working hand-in-hand with the community to help with crime
reduction through education programs, and is responsible for handling quality-of-life issues throughout the City.
In addition to those functions, the Community Resources Unit also coordinates the department’s response to all
of the City’s special events such as, Tustin Tiller Days, Fourth of July Fireworks show, Tustin Street Fair & Chili
Cook-Off, and Hanger Half Marathon. The Community Resources Unit is comprised of a Police Sergeant, a
Homeless Liaison Officer, a Community Impact Officer, and two Police Services Officers.
The SWAT Team’s primary role is to resolve potentially dangerous incidents through experience, training, and
the use of highly specialized tools and equipment. The SWAT team is a joint team with the Irvine Police
Department.
The SRT Team compliments the SWAT Team by providing specialized immediate tactical response to serious
situations beyond the capacity of our Patrol Division.
TASKS:
Traffic Unit/Fleet/SWAT/Canine - Respond to all criminal, service and traffic calls for service.
Traffic Unit/Fleet/SWAT/Canine - Investigate, write police reports, follow-up, and apprehend violators
as appropriate.
Traffic Unit/Fleet/SWAT/Canine - Work with parole and probation officers to monitor the activities of
those individuals on parole or probation who reside in Tustin.
Traffic Unit/Fleet/SWAT/Canine - Provide crime and traffic accident suppression through specific crime
analysis, special enforcement, and proactive problem solving.
Traffic Unit/Fleet/SWAT/Canine - Conduct educational and other crime/traffic accident prevention
presentations.
Traffic Unit/Fleet/SWAT/Canine - Coordinate community special event plans.
Traffic Unit/Fleet/SWAT/Canine - 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.
Traffic Unit/Fleet/SWAT/Canine - Performs Police Fleet Coordination to maintain fleet to optimal
efficiency.
Community Relations - Manage numerous community outreach programs such as Neighborhood Watch,
Town Hall meetings, Block Captains meetings, Nixle internet crime prevention and notification program,
DEA Take Back Day, Read Across America, and Tustin Tiller Days.
Community Relations - Manage school related programs such as project “Think About It”, Officer Friendly
presentations, station tours, and Walk to School program.
Community Relations - Arrange public safety presentations regarding identity theft, personal safety, and
holiday safety.
Community Relations - Organize public relations programs such as Open House, Santa Sleigh, Santa Cop,
Foothill Regional Hospital special needs donation program, and National Night Out.
2021-2023 GOALS:
Traffic Unit
Reduce injury traffic collisions through enforcement and education.
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Improve the quality of monthly training.
Staff the vacant motor officer positions.
Establish a motor officer to be a certified trainer.
Re-establish the OTS operations to include DUI Checkpoints.
Fleet
Purchase and convert new vehicles based on the needs of the department.
Repair and maintain all department vehicles to ensure personnel safety.
Community Relations
Continue the buildout of the Annex.
Publish the first virtual Open House.
Increase community participation in the Neighborhood Watch Program.
Re-establish and improve the Volunteer Program.
Emergency Management
Re-establish and dramatically increase the CERT Program.
Complete the City’s new Emergency Operation Center.
Participate on OCHCA Point of Dispensing exercise.
Create a three-year NIMS/SIMS/ICS training program for police department and City personnel.
Review and update all Emergency Plans.
Homeless Outreach
Provide resources and shelter to homeless population in Tustin.
Staff the Community Impact Officer position to compliment the Homeless Liaison Officer.
Volunteer Unit
Continue to use Citizen Academy and CERT programs as recruitment pools for the Volunteer
Unit.
Expand the use of Volunteer members at community events.
Recognize the achievements of current Volunteers at Volunteer Appreciation dinner.
2021-2022 ACCOMPLISHMENTS
Traffic Unit
Decreased DUI traffic collisions by 4%.
Increased effective traffic training and documentation.
Coordinated 4 DUI Checkpoints and 4 DUI Saturation patrols.
Made significant progress with the City’s consultant in revamping the permit parking program
which will help facilitate the Fall of 2022 launch expectation.
Fleet
Acquired several new patrol vehicles.
Established a new system that allows patrol vehicles to be assigned to officers rather than pool
system. This has dramatically improved the overall quality of the patrol fleet.
Community Relations
Successfully moved into The Annex with Parks & Recreation.
Acquired the supervision of the volunteer program.
Revitalized the Neighborhood Watch Groups after COVID-19.
Update of the Community Relation information pamphlets.
Completed the organization of the Community Relations area in the basement at City Hall.
Continued participation in Neighborhood Improvement Task Force (NITF) meetings.
Emergency Management
Hired an experienced Emergency Manager.
Conducted our first CERT training course since the COVID-19 shut down.
Continued with organization and workability of the Department Operation Center (DOC).
Began updating the City’s Emergency Operations Plans.
Continued to work on the operability of the new City EOC.
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Homeless Outreach
Partnered with Tustin Temporary Emergency Shelter and assisted with providing resources to the
homeless population during the COVID-19 pandemic.
Volunteer Unit
To ensure all volunteers’ health and safety during the COVID-19 pandemic, the department
suspended all volunteer activities for the majority of the year.
Coordinators communicated with all volunteers on a routine basis and offered resources as well
as updates of department activities.
NORTH AREA PATROL
DESCRIPTION:
The North Area Command consists of the area in the City north of the I-5 freeway. North Area Command is responsible for all reactive and proactive police problem solving in the north end of the City, including responding
to citizen calls for service 24 hours a day, and 365 days a year. North area command is currently staffed by one Lieutenant, five Sergeants, and 18 Patrol Officers and includes 2 Detention Officers.
TASKS:
Respond to all criminal, service, and traffic calls for service.
Investigate, write police reports, follow-up, and apprehend violators as appropriate.
Work with parole and probation officers in monitoring the activities of those individuals on Parole or Probation
who reside in Tustin.
Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and
proactive problem solving.
Conduct educational and other crime/traffic accident prevention presentations.
Coordinate community special event plans.
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.
2021-2023 GOALS:
Protect the Community.
Engage the Community.
Improve Internal Operations.
2021-2022 ACCOMPLISHMENTS:
Implemented Mark43 CAD/RMS.
Maintained a fully-staff patrol operation during the COVID-19 pandemic.
Reengaged with the community as regular operations resume following the COVID-19 pandemic.
Prioritized employee wellness by equipping the City gym with improved exercise equipment.
Created the mat training room for employees to perform Brazilian jiujitsu and arrest & control training.
SOUTH AREA PATROL
DESCRIPTION:
South Area Command is responsible for all reactive and proactive police problem solving in the south end of the
City, including responding to citizen calls for service 24 hours a day, and 365 days a year. South area command
is currently staffed by one Lieutenant, six Sergeants and 19 Patrol Officers.
TASKS:
Respond to all criminal, service, and traffic calls for service.
Investigate, write police reports, follow-up, and apprehend violators as appropriate.
Work with parole and probation officers in monitoring the activities of those individuals on Parole or Probation
who reside in Tustin.
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Provide crime and traffic accident suppression through specific crime analysis, special enforcement, and
proactive problem solving.
Conduct educational and other crime/traffic accident prevention presentations.
Coordinate community special event plans.
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.
2021-2023 GOALS:
Protect the Community.
Engage the Community.
Improve Internal Operations.
2021-2022 ACCOMPLISHMENTS:
Implemented Mark43 CAD/RMS.
Maintained a fully-staff patrol operation during the COVID-19 pandemic.
Reengaged with the community as regular operations resume following the COVID-19 pandemic.
Prioritized employee wellness by equipping the City gym with improved exercise equipment.
Created the mat training room for employees to perform Brazilian jiujitsu and arrest & control training.
SPECIAL OPERATION DIVISION
DESCRIPTION:
The Special Operations Division includes the Criminal Investigations Unit and the GRADE Unit, which are responsible
for the investigation and disposition of a wide variety of crimes and suspicious activities within the City of Tustin.
The Criminal Investigations Unit includes the Major Crimes Team and Property Crimes Team. These two teams are
responsible for comprehensive follow-up investigations on the majority of crimes reported to the Tustin Police
Department. Detectives assigned to these teams are on-call around the clock to respond to crime scenes throughout the City. The Criminal Investigations Unit detectives are supported by civilian investigators, a court liaison, a Police
Records Specialist, and a Crime Analyst. The investigators assigned to the unit are trained to handle criminal
investigations in the same manner as a sworn police detective. The court liaison is a Police Services Officer who serves
as a crucial link in daily communications with the Orange County District Attorney’s Office, working to achieve the
successful filing of charges in criminal complaints. The Crime Analyst uses state of the art technology and systems to not only document crime trends throughout the city, but predict the potential location of future crimes. The Crime
Analyst also works as a liaison with other municipal, state, and federal police agencies to maintain up-to-date
information on relevant criminal activity in other jurisdictions.
The Criminal Investigations Unit also includes a full-time School Resource Officer, assigned as a liaison to the Tustin
Unified School District, and detectives assigned to specialized regional task forces. Some of these task forces include
Orange County Auto Theft Task Force, the Regional Narcotics Suppression Program, the Orange County Intelligence
Assessment Center, and the Joint Terrorism Task Force.
The GRADE Unit (Gang Reduction and Directed Enforcement) is responsible for the investigation of gang activity. Gang Detectives and associated GRADE Officers further serve as an educational and proactive enforcement detail to combat
and suppress gang activity within the community. GRADE Detectives are assigned a caseload of gang crimes and all
crimes requiring follow-up from GRADE Officer arrests and/or investigations. The GRADE Unit is also responsible for
conducting high visibility and strategic policing in high crime or emerging crime areas identified through the CTAPS
(Crime Traffic and Policing Strategies) policing model. The GRADE Unit supplements patrol officers without the responsibility of handling calls for service. This allows GRADE Officers to focus on community concerns and see
problems through to the end. GRADE Officers are also available to supplement the Special Operations Division with
the apprehension and surveillance of suspects.
The Tustin Police Department often receives reports of criminal activity related to narcotics and vice activity. Due to
the nature of these types of crimes, the need for a specialty unit to have the ability to function in an undercover
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capacity exists. Detectives assigned to the GRADE Unit are responsible for the investigation of narcotics and vice
related crimes.
TASKS:
Follow-up on all cases with workable leads.
Investigate incidents dealing with vice, narcotics, and white-collar crimes.
Follow-up on unsolved homicide cases, and “cold” DNA hits in sexual assault, burglary and vehicle theft cases.
Respond to community needs concerning juveniles, including using juvenile diversion programs and
maintaining a School Resource Officer program.
Coordinate community special event plans.
Provide personnel to the Orange County Regional Narcotics Suppression Program (RNSP), the Orange County
Auto Theft Task Force (OCATT).
Provide personnel to the Orange County Intelligence Assessment Center (OCIAC), and the Joint Terrorism Task
Force (JTTF).
2021-2023 GOALS:
Attend briefings weekly to improve communication.
Strive to attain and maintain an average case clearance rate of 20%.
Improve efficiency by continuing to seek out and deploy new investigative technology and systems.
Continue to improve and implement the Crime Analyst’s predictive policing model deployed near the end
of 2020.
Make arrests in 10% of cleared cases (approximately 80 arrests per year).
Send all CIU detectives and investigators to the ICI Core two-week investigations course.
2021-2022 ACCOMPLISHMENTS:
Investigated 970 cases.
Closed 881 cases, only 89 cases remained under investigation at year’s end.
Made 42 arrests.
Submitted 143 cases to the Orange County District Attorney’s Office for DA review.
In the year 2021, the Criminal Investigations Unit investigated a series of incidents involving carjacking
and vehicle theft relating to a Facebook scam. CIU worked in conjunction with the FBI to investigate the
coordinators of this ongoing scam and international vehicle theft ring to establish a RICO case.
The Criminal Investigation Unit also investigated a drive-by shooting resulting from a road rage incident. During the ongoing investigation into that crime, a CIU detective located the suspect vehicle. When the
suspect was arrested, a loaded firearm was located and the suspect made a full confession.
PROFESSIONAL STANDARDS DIVISION
DESCRIPTION:
The Professional Standards Division operates under the Community Policing Bureau. Personnel assigned to the
Professional Standards Division (PSD) include the following: one Police Lieutenant, one Police Sergeant, one
Police Officer, one Police Services Officers, one Police Records Specialist, and three Master Reserve Officers.
The Professional Standards Division is responsible for the recruitment and hiring of police department personnel.
Additionally, the PSD is home to the department’s press information officer who works with various media outlets
regarding the release of relevant information. The PSD is also responsible for conducting and tracking complaints
of employee misconduct as well as oversight of the department’s information technology.
TASKS:
Personnel & Training Unit
Recruit and hire all departmental employees.
Manage internal affairs files, background files, training files.
Manage the employee performance evaluation system.
Represent the agency as custodian of records for all Pitchess Motion court appearances.
Manage the Cadet Program.
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Manage the Explorer Program.
Investigate all serious complaints of misconduct or uses of force as determined by command staff.
Prepare yearly administrative statistical reports and state cost recovery reports.
Coordinate and track all formal training.
Author and track all internally generated training documents.
Ensure P.O.S.T. compliance with mandated training requirements.
Manage the Power DMS computer data system.
Coordinate new employee departmental orientations.
Manage citizen academy program.
Serve as liaison with P.O.S.T. police training academies.
Information Technology
Facilitate and address department’s current and future Information Technology needs.
Research, selection and implementation of new CAD/RMS system.
Responsible for departmental scheduling oversight.
2021-2023 GOALS:
Personnel & Training Unit
Fill vacancies in all open positions throughout the year.
Complete applicant background investigations within a timely manner.
Ensure all employees are compliant with P.O.S.T. training requirements.
Incorporate recruitments in Facebook and others social media outlets.
Ensure IA notification letters are sent out within set deadlines.
Public Information Officer
Update the PIO press contact list on a quarterly basis.
Coordinate for Lieutenant and Sergeant to attend PIO Training.
Effectively utilize Social Media outlets with information regarding Press releases and other community issues.
Information Technology
Ensure the department’s information technology needs are addressed in a timely manner.
Research feasibility of adding an on-site IT PD tech to address department needs and improve
efficiency.
Implement the Mark43 CAD/RMS solution.
2021-2022 ACCOMPLISHMENTS:
Facilitated the educational training and education of department employees through courses provided by on-site and off-site presenters throughout the year. Twenty (20) employees were sent to supervisory and
leadership related sessions totaling 1,098 hours; and 102 employees were sent to a variety of other law
enforcement related training sessions totaling 7,966 hours. The total number of formal training hours for
2021 was 9,064.
PSD investigated 27 Uses of Force, 18 Vehicle Pursuits, 10 Traffic Collisions, 16 Administrative
Investigations, 1 Citizen Complaint and 15 Internal Administrative Investigations.
During 2021, the Professional Standards Division focused on filling sworn and civilian vacancies. By year’s
end, the division hired eight (8) new sworn employees, six (6) new police recruits, and seven (7) new civilian employees.
With the help of many others, PSD implemented a new CAD/RMS system in 2021.
On the technology front, PSD implemented a new quartermaster system to track department issued
equipment. We also rolled out department issued cell phones to act as ticket writers, implemented new
mobile fingerprint systems to be used in the field and assisted with the Civic Center camera project. To round out the year, PSD began to research the replacement of our body worn cameras and our mobile
data computers. Both of these projects will be implemented in 2022.
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FIELD SUPPORT
DESCRIPTION:
The Field Support Division is comprised of two units: Police Service Officers/Crime Scene Investigations and
Communications. These units provide support services necessary to daily Police Department operations.
Often the first interaction the public has with the Tustin Police Department is the experience with the
Communication Unit. The Communications Unit maintains a “how can we help” mentality and takes pride in
providing a professional and positive experience, in what may be the worst day the person has ever experienced.
The Unit’s primary goal is to keep the public and members of the department safe. This is accomplished by
properly questioning callers and providing resources, striving for perfection in radio traffic, telecommunications
work, and commitment to continued training and improvement of job skills.
Police Services Officers perform a wide variety of duties that play an important role in the day-to-day operations
of the police department. Police Services Officers assigned to Field Operations take police reports in the field
and at the front counter of the Police Department. The efforts of the Police Services Officers enable patrol
officers to remain available for emergencies and implementation of crime suppression strategies in the field.
Field Operations personnel also staff the Crime Scene Investigations Unit where they specialize in crime scene
mapping and photography, forensic evidence collection, and preservation of evidence for laboratory analysis.
TASKS:
Communications Unit
Responsible for receiving and relaying all calls for service to field personnel, including all 9-1-1 calls.
Monitor police radio 24/7 in support of patrol operations.
PSO/CSI Unit
Responsible for writing approximately 45% of all non-arrest reports taken by Police Department personnel.
Conducts all mid-level Crime Scene Investigation functions.
Assists field patrol units with a variety of functions including traffic control and parking violations.
2021-2023 GOALS:
Communications Unit
Recruit, train and become fully staffed in the Communications Center.
Redesign the Communications Training Manual to reflect the implementation of Mark43 CAD.
Continue to surpass the state requirement of answering 90% of all 911 calls within 15 seconds.
Build, train, and implement Mark43 CAD.
Complete the Emergency Operations Dispatch Center at the City Yard.
Continue to develop and mentor both Leads and Communications Officers.
Ensure all Communications Officers begin their 24 hours of continuing education for the new two-year
cycle.
Continue to build morale through teambuilding activities and holding employees accountable.
PSO/CSI Unit
Send more experienced PSOs who are interested in training new employees to the Field Training Officer
course for certification.
Provide department-wide training to patrol officers related to CSI and traffic collision investigation
techniques.
Explore the possibility of employing part-time PSOs and Cadets to staff the front counter for the purpose
of increasing full-time field support.
2021-2022 ACCOMPLISHMENTS:
Communications Unit
In 2021 the Communications Unit received 103,279 calls, 23,033 of those calls were 911 calls. The
Communications Unit answered 99.59%, of those calls within 15 seconds, well above the standard set by
the National Emergency Number Association (NENA) of answering 90% of all 911 calls within 15 seconds.
Implemented Mark43 CAD/RMS and fully trained all Communications Officers
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The Communications Unit remained staffed and fully functional during the COVID-19 pandemic.
PSO/CSI Unit
Trained four new part-time and full time Police Services Officers.
Modified front desk and registrant procedures as needed to keep up with ever-changing COVID-19
guidelines.
Received and implemented training through “train-the-trainer” technique in the department’s new Mark
43 CAD/RMS system.
Assisted Patrol Division and Traffic Unit with traffic control during planned protests and special events.
OPERATIONS SUPPORT
DESCRIPTION:
The Operations Support Division is comprised of two units: Records and Property and Evidence. Each of these units functions independently, providing functional services necessary to daily Police Department operations.
The Property and Evidence Unit is a vital part of the Police Department, and is an essential piece of the criminal
justice system. The staff is highly trained to maintain control and keep the chain of custody for all evidence items
which are booked into the department. All laws and procedures are followed to ensure that the evidence maintains
its integrity when presented in court. The Records Unit consists of 14 staff members who work around the clock to perform police-related records
management duties. Staff members strive to meet the Tustin Police Department’s needs in a timely and efficient
manner by providing support to both sworn and civilian personnel, as well as the citizens of Tustin.
TASKS:
Property & Evidence Unit
Currently maintains and controls approximately 55,000 items of property and evidence.
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.
2021-2023 GOALS:
Property & Evidence Unit
Complete audit of the Property & Evidence Unit.
Remodel the unit’s bike cage area to properly address areas addressed in the department’s audit
results.
Remodel the property booking area to properly address areas addressed in the department’s audit
results.
Implement a consistent property booking training guide for field personnel.
Records Unit
Update Records Unit training manual.
Continue career training and development of Records Unit staff.
Complete implementation of new records management system, and transition to National Incident
Based Reporting System (NIBRS) statistical reporting system.
Implement new records management system.
2021-2022 ACCOMPLISHMENTS:
Property & Evidence Unit
Completed review of data in preparation to migrate information into new records management
system.
Reorganized and renamed property storage location, and added shelving to accommodate storage
needs.
Inventoried approximately 30% of items in Property & Evidence.
Booked 9,845 items of property.
Records Unit
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Processed 8,029 police reports.
Completed 3,033 court packages.
Processed 854 citations.
Handled 4,476 records requests.
Implemented Mark43 CAD/RMS.
BEHAVORIAL HEALTH RESPONSE UNIT
DESCRIPTION:
The Behavioral Health Response Unit (BHRU) was established in November of 2021 to address the increased calls
for service related to the multi-layered problem of homelessness, substance use and abuse, mental health, and
family issues. The BHRU works to reduce the need for Tustin PD patrol officers to respond to non-violent and/or
non-criminal calls for service and/or dramatically reduce the amount of time patrol officers spend at an incident
before transferring authority to a member of BHRU. The BHRU personnel works collaboratively with Orange
County’s Health Care Agency, mental health professionals, the police department, City of Tustin personnel, non-
profit organizations, and community stakeholders. Examples of the departments staff would collaborate with
include: City Net, Psychiatric Emergency Response Team (PERT), “Be Well” Orange County, Homeless Liaison
Officer, and Community Impact Officer. The BHRU mission would be to develop and utilize innovative methods
to reduce recidivism of mental health-related calls for service and increase the crisis intervention services for
the residents of the City of Tustin.
TASKS:
The scope and competency of the BHRU would provide mental health services to individuals in the
following circumstances, including but not limited to:
Mental health services and emotional support for individuals in crisis.
Clinical supervision of all mental health services.
Follow-up contact to the initial call within an appropriate time frame to ensure individuals
have the needed resources.
Follow-up care programs specific to the individuals’ needs.
2021-2023 GOALS:
The Behavioral Health Bureau Commander would establish and utilize a comprehensive Quality Control
Plan to ensure a consistently high level of service is delivered to the public and the City. The plan must
include a method for measuring the effectiveness of the services provided and the outcome data.
Provide monthly reporting to the Chief of Police and City Manager that would include:
The number of calls for service handled.
The number of calls for service handled that end up requiring police response.
Call types.
The number of individuals accepting follow-up.
The number of individuals who were successfully reached through follow-up.
Provide linkage to mental health/substance use/homeless shelters/other community services.
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PARKS &
RECREATION
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PARKS & RECREATION ORGANIZATIONAL CHART & FTE HISTORY
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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:
Coordinate and implement a one-year strategic plan for the Community Services Commission and Public
Art Committee.
Provide management and oversight of Capital Improvement Program.
Provide budgetary control and fiscal responsibility.
Maintain accurate position control document.
Provide staff support to City Council, Community Services Commission, Public Art Committee, and related
committees.
Facilitate communication and collaboration with community organizations and resident groups through
multiple avenues, including social media.
Provide annual department goals and objectives.
Ensure consistency with Department Vision, Mission Statement, and Values.
Investigate and secure grant funding.
2021-2023 GOALS:
Remove and replace the playground and shade sails and construct an awning of the café seating area at
Tustin Sports Park.
Design and construct courtyard improvements at the Tustin Family and Youth Center.
Collaborate with Public Works to renovate Pine Tree Park.
Install shade structures at Laurel
Glen and Camino Real Parks.
Update Public Art Committee
strategic priorities.
Secure donors for the Creative
Signals & Sculpture Walk Public
Art programs.
2021-2022 ACCOMPLISHMENTS:
Developed a strategic plan for the
Community Services Commission
and formulated a Seven-Year
Capital Improvement Priority List.
Installed a picnic shelter and (2)
bleacher shade structures at
Columbus Tustin Park.
Completed murals at Laurel Glen
Park and Peppertree Park.
Finalized the painting of planter
boxes to beautify the streets of Old Town Tustin.
Oversaw the implementation all applicable State, County, and CDC guidelines for City programs and
facilities in response to the COVID-19 pandemic.
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SPORTS
DESCRIPTION:
The Sports Services Section 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 an after-school program, Little Folks pre-school, and summer day
camps at Columbus Tustin Recreation Center.
TASKS:
Coordinate and implement special events to include a safe and free Egg Hunt, Halloween Howl, Fourth of July, and Tustin Tiller Days Festival and Parade.
Coordinate the Tustin Youth Track Meet.
Provide organized and value based Adult Sports Leagues and Tournaments to include softball, volleyball, and basketball.
Provide safe and wholesome summer day camp experiences for local children.
Provide fun and affordable youth sports camps throughout the year.
Implement safe and enriching after school activities for local area youth at the Columbus Tustin
Recreation Center.
Provide community service and leadership opportunities to high school teenagers through Tustin Teens
in Action and Counselors in Training programs.
Provide non-profit youth organizations with access to City facilities, including the gymnasium and sports
fields.
2021-2023 GOALS:
Research and develop new programming for Adult Sports to include a non-traditional softball league and
an adult volleyball league.
Resume the Adult Sports program to an average of 50-60 teams per season.
Keep annual special events viable by adapting, changing, adding elements each year.
Administer and implement an Adult Sports Participant Survey to measure satisfaction and elicit
suggestions for improvement.
Ensure the equitable distribution of the City’s sports fields to local youth sports organizations per
Department’s Field Allocation Policy.
Increase the cost of summer camps by 10% to meet expenditures by FY 2022-2023.
Secure a total of $40,000 in sponsorship support (money/in-kind) from the local business community.
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, finances, and how to prepare for interviews).
2021-2022 ACCOMPLISHMENTS:
Ensured the equitable distribution of the City’s sports fields to local youth sports organizations per the
Department’s Field Allocation Policy and reinforced a fee policy that charges these organizations for
their field use.
Secured over $30,000 in sponsorship support (money/in-kind) from the local business community.
Conducted a modified Summer Day Camp program following all CDC, State, and County COVID-19 related
guidelines.
Hosted two food box giveaway drive through events in collaboration with the Heritage Council of Orange
County and the Tustin Community Foundation at Columbus Tustin Park.
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CLASSES/CULTURAL ARTS
DESCRIPTION:
The Contract Class Section promotes and coordinates recreational classes for community adults and youth. The section 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:
Provide a diverse selection of valuable contract classes for children, adults, and seniors.
Produce and publish the quarterly Tustin Today activity guide.
Maintain an accessible and customer friendly registration system to include online, phone-in, and walk-
in options.
Manage and evaluate contract class instructors to assure quality programs.
Ensure community awareness of department classes, programs, and special events throughout the year
with new and innovative marketing techniques.
Coordinate and implement the annual Tustin Tiller Days Parade.
Coordinate and implement the annual Summer Movies in the Park.
Manage the Tustin Community Center at The Market Place events and facility reservations.
2021-2023 GOALS:
Research and develop tennis classes and clinics for special needs families.
Research and develop new Special Interest classes for adults and youth.
Increase summer camp offerings from dance and youth sports contract instructors utilizing The Annex at Tustin Legacy and Veterans Sports Park.
Grow tennis and youth sports revenues by 5% through marketing campaigns and added class offerings in
the Tustin Today Activity Guide.
Transition events hosted at the Tustin Community Center at The Market Place from adult focused to
family focused.
Increase special event sponsorships from local merchants through in-person meetings promoting social
media Share for Share and giveaway campaigns with merchant features on Instagram, Facebook, and City
web pages.
Increase Parks and Recreation website and social media engagement with entertaining and original
quarterly eblasts utilizing the CivicRec registration software.
2021-2022 ACCOMPLISHMENTS:
Increased revenue generated from contract classes by over 50% through new and expanded classes and increased patron and contract instructor communication and cooperation.
Effective social media campaigns growing Instagram following by over 500%.
Established tennis clinics for special needs youth.
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VETERANS SPORTS PARK / THE ANNEX
DESCRIPTION:
The Veterans Sports Park / The Annex Section provides active recreation
programs through the utilization of
sports, fitness, and instructional activities that provide all ages the
opportunity for supervised, active,
recreation programs at Veterans
Sports Park and The Annex at Tustin
Legacy facility. In addition, this
division is responsible for
coordination of the classes, camps,
and programs at The Annex.
TASKS:
Develop programs and
policies to ensure the safe
use of Veterans Sports Park and The Annex at Tustin Legacy.
Coordinate and implement special events to include a safe and free Memorial Day Remembrance Event
and Veterans Day Celebration.
Provide organized and value based Adult Pickleball Sports Leagues and tournaments.
Provide safe and wholesome summer day camp programming for local children.
Implement safe and enriching after school K-6 and drop-in programing for local area youth at The Annex.
Provide non-profit youth organizations with access to City facilities and fields.
2021-2023 GOALS:
Create Adult Pickleball Leagues and tournaments that generate revenue for the city.
Research and develop activities, groups, and programs to promote a positive culture at the Veterans Sports Park Skate Park.
Create quarterly community events at Veterans Sports Park that residents of the Tustin Legacy area can
walk to, such as food truck events or community picnics.
Further expand the childcare and youth programs at the community center at The Annex at Tustin
Legacy.
Create and develop an impactful online presence for The Annex at Tustin Legacy and Veterans Sports
Park.
Create and develop volunteer programs and opportunities for both youth and adults at The Annex at
Tustin Legacy.
2021-2022 ACCOMPLISHMENTS:
Managed very high participant levels at the skate park and pickleball courts to ensure equity and public
safety.
Created the Memorial Day Remembrance and Veterans Day Celebration in as new events in 2021.
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TUSTIN AREA SENIOR CENTER
DESCRIPTION:
The Senior Services Section is responsible for the operation and programming of the Tustin Area Senior Center.
The primary mission of this section is to provide a wide variety of recreational, educational, social, and human
services to seniors in the Tustin area. These activities are accomplished in collaboration with a variety of regional
and local service organizations.
TASKS:
Provide recreation, education, social, and human services designed to assist center participants with activities for daily living, such as transportation and housing assistance, nutrition, physical and mental
well-being, and life enriching interests.
Provide staff leadership and direction to the Senior Advisory Board, which includes the Senior Advisory Board Ways and Means Committee through fundraising activities and planning.
Provide staff support and manage all bookkeeping for the nonprofit Tustin Area Senior Center Fund, Inc.
Manage the Senior Center Gift Shop.
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, Art Gallery, Gift Shop, Quilting, and Tax Aid.
Coordinate City-wide Parks and Recreation special events such as Street Fair and Chili Cook-Off, Casino
Night, Concerts in the Park, Tree Lighting, and Broadway in the Park.
2021-2023 GOALS:
Continue to grow the senior transportation program to include transportation for seniors and disabled
Veterans.
Offer classes which target baby boomers and / or working seniors.
Continue to provide more diverse seminars covering an array of topics affecting seniors to include mental
well-being and technology tips.
Increase revenue by 5% through various new and improved programs such as contract classes, excursions,
and events for senior participants.
Increase awareness of resources to adult children of seniors.
Identify guidelines for the Volunteer Program.
Establish guidelines for the Senior Center Garden. 2021-2022 ACCOMPLISHMENTS:
Expanded transportation program to seniors residing on the outskirts of Tustin bordering Santa Ana and
southwest Tustin.
Developed clear and prominent roles for Senior Advisory Board members.
Created new and innovative ways of handling food programs during the COVID-19 pandemic.
Managed funding of $127,500 through the Federal CARES Act, which included identifying and reaching
out to seniors in need and dispersing grocery store and restaurant gift cards to over 300 seniors in the
Tustin area.
Offered training on use of Zoom application in order to facilitate online classes for seniors.
Facilitated over ten Zoom programs for seniors including fitness classes, lectures, and virtual Bingo.
Instituted social calls for seniors who were homebound due to the COVID-19 pandemic.
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SUPPORT SERVICES
DESCRIPTION:
The Support Services Section is responsible for providing logistical support for City special events and meetings
at City Hall / Civic Center, Columbus Tustin Recreation Center, Tustin Area Senior Center (TASC), Tustin Family
and Youth Center (TFYC), The Annex, Tustin Library, and City parks and community centers. In addition, this
division performs custodial duties in providing a clean, safe environment for city employees and the general
public.
TASKS:
Responsible for the care and light maintenance of the Civic Center, recreation facilities, Senior Center,
Tustin Library Meeting Rooms, and community centers.
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.
Provide support and supervision of facility rentals.
Provide support for over 20 city-wide special events.
Provide support on a daily basis for all facilities with special dedication to the Tustin Family and Youth
Center, Columbus Tustin Recreation Center (CTRC), and the Tustin Area Senior Center.
2021-2023 GOALS:
Ensure that City facilities are kept clean and organized by utilizing the facility checklist as a guide.
Ensure that outdoor equipment is kept dry as mandated by the OC Vector Control.
Continue to purge closets and storage rooms at facilities as requested by the site Coordinators.
Continue to project a professional image by providing quality customer service for both internal and
external reservations.
Provide adequate part-time staff coverage at all City events, meetings, rentals, daily operations, etc.
Continue to provide COVID-19 cleaning and disinfecting of City facilities as recommended by CDC and OC Health Care Agency guidelines.
Establish professional standards and / or values for part-time Recreation Facilities Assistants.
Provide support and light maintenance of the Senior Center Garden.
2021-2022 ACCOMPLISHMENTS:
Continued to provide support to over 3,000 recreational classes and facility rentals.
Provided support and new ideas for operating drive through and walk-up food programs at TASC and TFYC.
Maintained City facilities; cleaned and disinfected as recommended by COVID-19 CDC and OC Health Care
Agency guidelines.
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TUSTIN FAMILY & YOUTH CENTER
DESCRIPTION:
This section is responsible for the operation and programming of the Tustin Family and Youth Center. The primary
mission of this section is to provide a wide array of recreational activities and human services for families and
youth of the southwest area of Tustin. These activities and services are presented in collaboration with a variety
of regional and local service organizations and agencies.
TASKS:
Provide educational, recreational, social, and human services programs and services for southwest Tustin
area children 4-17 years of age and their families.
Conduct free After-School Program / Homework Club during the school year.
Provide a Summer Drop-In Recreation program at two sites for area youth.
Coordinate the Kids Corner Recreation Preschool Program.
Collaborate with local non-profits to distribute free food to area residents.
Coordinate volunteer opportunities for seniors, adults, youth, and service club members.
Organize and present the annual Cinco de Mayo event for neighborhood residents.
Organize and present the Holiday Basket Program to the community.
2021-2023 GOALS:
Continue to engage young adults in the area through Teen Nights, sports competitions, and personal
enrichment instruction.
Conduct an evening fitness class for adults.
Partner with local health organizations to offer health and wellness seminars for children, teens, and
adults.
Continue to expand intergenerational opportunities with the Tustin Area Senior Center Lunch Program
and neighborhood senior apartments.
Continue to maintain a top score on all of the Safe Food, Good Handling Guidelines from Second Harvest
Food Bank.
Conduct Mandated Reporting trainings for staff.
Conduct quarterly staff meetings to ensure that the Tustin Family and Youth Center is providing a fun
and safe environment that includes appropriate interactions and education assistance for area families.
Offer a spring break or summer excursion for teens.
Provide awareness of the Senior Center personal enrichment and recreational programs available to
seniors in southwest Tustin.
Increase the number of students in the Tustin Teens in Action program through mentorship opportunities
and educational classes.
2021-2022 ACCOMPLISHMENTS:
In partnership with Dental Care for Children, free dental
services were offered to over 70 children and 30 adults.
Conducted the Kids Corner Preschool Program for 25 4-year-
old children to ensure their Kindergarten readiness.
Built a partnership with Heideman Elementary School to
relocate the summer program to that site thus allowing for
programming in two different underserved areas of town.
Provided inter-generational opportunities for TFYC youth
participants to interact with seniors at the Tustin Area Senior
Center through the monthly Saturday hiking program and special events.
Distributed over 3,000 food boxes to community members.
Provided 250 families with gifts and food for the whole family
through the Holiday Gift Basket Program.
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NON-
DEPARTMENTAL
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NON-DEPARTMENTAL
DESCRIPTION:
The City’s non-departmental costs are reflective of city-wide expenditures that are not directly associated with
a department, division, or activity. These costs include, but are not limited to, the City’s legally required
contribution to CalPERS to pay the ongoing unfunded accrued liability (UAL), post-employment retirement
benefits, animal control service contract, animal control facilities cost, and transfers for liability insurance.
CAPITAL
IMPROVEMENT
PROGRAM
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CAPITAL IMPROVEMENT PROGRAM – PROJECTS & FUNDING
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PROJECTS - SELECTED SUMMARIES
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APPENDIX
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Gann Appropriations Limit
In November 1979 the voters of the State of California approved Proposition 4, commonly known as the “Gann
Initiative” or “Gann Limit.” The Proposition created Article XIIIB of the State Constitution placing limits on the
amount of revenue which can be spent by all entities of government from the “proceeds of taxes.” Proposition 4 became effective for the 1980-81 fiscal year, but the formula for calculating the limit was based on the 1978-
79 “base year” revenues, with adjustments being made annually to reflect increase in population and cost of
living.
Section 9710 of the California Government Code, added in 1980 by the State Legislature, provides that “each
year, the governing body of each local jurisdiction shall, by resolution, establish its appropriations limit for the following year.” In June of 1990 the California Voters approved Proposition 111. Among other things, Proposition
111 provided new adjustment formulas, which make the Appropriations Limit more responsive to local growth
issues. Only tax proceeds are subject to the limit. Charges for services, regulatory fees, grants, loans, donations
and other non-tax proceeds are not subject to the limit. Proposition 111 also established a requirement for an
annual review of Limit calculations. Each year the City Council must adopt by resolution the City’s appropriations limit for the following year. The following is the calculation for the City’s Gann Appropriations Limit for FY 2022-
23.
Tustin’s annual appropriation limit has been determined in accordance with Article XIIIB of the California State Constitution and Section 7902 of the California Government Code. The City will be below its legal appropriations
limit by $109,904,672 using the per capita personal income growth and county population growth factors.
-
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
City of Tustin -Appropriation Limit by Year
Limit
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2022-23 GANN Appropriations Limit Calculation
Appropriations Limit
City of Tustin
Fiscal Year 2022/23
(1)The population factor may be based on the change in population of 1) the City; or 2) the County of
Orange, as provided by the State of California’s Department of Finance. The population factor adopted
by the City for the current year appropriation limit represents the change in population of the County of
Orange.
(2)The inflation factor may be based on 1) the change in per capita personal income for the State of
California as provided by the State of California’s Department of Finance; or 2) the change in assessed
valuation due to new nonresidential construction within the City. The inflation factor adopted by the
City for the current year appropriation limit represents the change in per capita personal income for the
State of California.
(3)The total adjustment factor is calculated by multiplying the population factor by the inflation factor.
AMOUNT
Last Year’s Limit (2021/22) $102,424,952
Adjustment Factors
1. Population(1) 0.9977
2. Inflation(2) 1.0755
Total Adjustment Factor(3) 1.0730
Total Adjustments 7,479,720
Appropriations Limit for Fiscal Year 2022/23 $109,904,672
Appropriations Subject to Limit:
Proceeds of Taxes $60,943,021
Minus Exclusions -
Appropriations Subject to Limit $60,943,021
Fiscal Year 2022/23 Appropriations Limit 109,904,672
Less Appropriations Subject to the Limit 60,943,021
Difference Under the Limit $48,961,651
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Financial & Budget Policies
FUND BALANCE POLICY
General Fund Reserves
The General Fund Reserve Policy established on October 16, 2012 provides that the City will maintain a reserve
of at least 15% to 20% of annual General Fund expenditures. General Fund Reserves may fall to less than 15% if
the City Council declares a financial emergency.
Pension Reserves
In 2018, the City established a trust with Public Agency Retirement Services (PARS) to hold assets that are legally
restricted for pension expenses of the City. The City has made two contributions into a Pension Trust: $5.6 million
in June 2018 and $2 million in March 2022. The Pension Trust provides for rate stabilization since Pension Trust
assets can be used to offset unanticipated increases in CalPERS pension costs. Pension Trust assets are managed
in a customized investment strategy that balances risk and return and provides for diversification. The 2022/23
Budget reflects an additional projected contribution of $2 million.
Emergency Reserves
On October 16, 2012, the City Council established an Emergency Reserve Fund in the amount of $1 million for
use in a City Council declared emergency such as earthquake, flood, and fire.
Other Post-Employment Benefits (OPEB) Trust
In 2018, the City established a trust with PARS to hold assets that are legally restricted for other post-employment
benefit (OPEB) expenses of the City. Over the past four years, the City has made $2.5 million in contributions
into the OPEB Trust. The OPEB Trust assets are managed in a customized investment strategy that balances risk
and return and provides. The 2022/23 Budget reflects an additional projected contribution of $500,000.
REVENUE MANAGEMENT POLICIES
Fees and Cost Recovery
User fees and charges shall be established at a level related to the direct and indirect cost of providing the
service, wherever possible. On July 20, 2021, the City Council directed the City’s Finance Director to annually
review and, as appropriate, recommend to the City Council approval of an increase of the user fees and charges
in accordance with the Consumer Price Index (CPI) reported in the month of March for the corresponding year
for the Los Angeles-Long Beach-Anaheim area for all Urban Consumers.
On July 20, 2021, the City Council also directed the City Manager to submit an updated user fee study and report
to the City Council at least every five (5) years.
PENSION FUNDING POLICY
The City’s net pension liability was $76 million as of June 30, 2020, which is based on the most recent CalPERS
actuarial valuation report, which was issued in July 2021. The City has also deposited funds into a separate
Pension Trust, which is held by Public Agency Retirement Services (PARS). The PARS Pension Trust has a balance
of approximately $8 million, which brings the City’s net pension liability to $68 million, which is 77% funded.
The Pension Trust provides for rate stabilization since Pension Trust assets can be used to offset unanticipated
increases in CalPERS pension costs. Pension Trust assets are managed in a customized investment strategy that
balances risk and return and provides for diversification. The City plans to make annual contributions of $2 million
to the PARS Pension Trust while also continuing to make additional discretionary payments of $2 million to
CalPERS each year, which is in addition to the amount required to be paid annually to CalPERS. Based on this
Pension Funding Policy, it is projected that the City will achieve a 90% funded status within the next 5 years and
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Financial & Budget Policies (Continued)
all pension debt will be paid off in 2030. However, this is dependent on CalPERS earning 6.8% on investments on
average through 2030. This Pension Funding Policy is based on a comprehensive long-term fiscal strategy designed
to mitigate against risk exposure through diversification and utilizing a dollar-cost averaging approach in order
to provide for fiscal sustainability.
INVESTMENT POLICY
This investment policy applies to the City of Tustin’s pooled investment portfolio, which encompasses all monies
under the direct oversight of the Treasurer. The funds covered by this policy are accounted for and incorporated
in the City of Tustin’s Annual Comprehensive Financial Report (ACFR) and include:
General Fund
Special Revenue Funds
Capital Project Funds
Proprietary Funds
Successor Agency to the Dissolved Tustin Community Redevelopment Agency
Other funds that may be created
Investment of bond proceeds will be made in accordance with applicable bond indentures. The scope of this
policy excludes funds invested in the PARS investment trust, as these funds are subject to the IRS rules, the trust
agreement, and PARS investment guidelines.
The standard of prudence, according to California Code section 53600.3, to be used by the Treasurer and
designated representative(s), shall be the “prudent investor” standard and shall be applied in the context of
managing the overall portfolio. Persons authorized to make investment decisions on behalf of the City are
trustees and therefore fiduciaries subject to the prudent investor standard which states, “When investing,
reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care,
skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general
economic conditions and the anticipated needs of the City, that a prudent person acting in the like capacity and
familiarity with those matters would use in the conduct of funds of a like character and with like aims, to
safeguard the principal and maintain the liquidity needs of the City”. Within the limitations of this section and
considering individual investments as part of an overall strategy, investments may be acquired as authorized by
law.
The primary objectives of the City of Tustin’s cash management and investment program, in priority order, shall
be:
Safety: It is the primary duty and responsibility of the City, City Council, City Treasurer (Treasurer), City
Manager, and City Staff to diligently protect, preserve, and maintain intact the principal placed in trust
with the City on behalf of the citizens of the community. Investments by the City Treasurer and/or
designated representative(s) shall be undertaken in a manner that seeks to ensure the preservation of
principal in the overall portfolio. To attain this objective, the City Treasurer will diversify investments
by investing funds among a variety of security types, credit counterparties, and individual financial
institutions. This will be done while continually assessing risks inherent in fixed income investing,
including but not limited to: interest rate risk, default risk, reinvestment risk and inflation risk.
Liquidity: The City's investment portfolio will remain sufficiently liquid to enable the City to meet all
operating requirements which might be reasonably anticipated. The City will keep enough cash and cash
equivalents on hand to ensure a minimum of six months of expenditures can be met.
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Financial & Budget Policies (Continued)
Return on Investments: The City's investment portfolio shall have the objective of attaining a market
rate of return throughout budgetary and economic cycles. Comparative performance measurements will
be commensurate with the City's investment risk constraints as outlined in this investment policy and the
City’s cash flow requirements.
PURCHASING POLICY
Purchasing Card Policy
This policy establishes guidelines for the distribution and use of purchasing cards issued by the City of Tustin for
all employees excluding the Executive Coordinator in the City Manager’s Department. Purchasing cards may be
provided to employees in certain positions within the City as determined by the Finance Director, in consultation
with the employee’s immediate supervisor.
The Finance Director is responsible for the issuance of purchasing cards, accounting, monitoring, and generally
overseeing compliance with this Purchasing Card Policy.
Purchasing card limits will be determined by the Finance Director. There is no cash access feature (cash advance)
on the purchasing cards. Purchasing cards must be safeguarded to prevent loss, theft of public funds or
unauthorized use. In addition to following the purchasing card company’s procedures for lost or stolen cards, the
Finance Director shall be notified immediately if the purchasing card or purchasing card number is lost or stolen,
or in any way compromised. Purchasing cards must only be used by City employees for proper City business
purposes. Use of purchasing cards for personal transactions is strictly prohibited. Employees using purchasing
cards must complete a Purchasing Card Authorization Form for each purchase or credit processed on their
purchasing card. The Authorization Form must be signed by their supervisor or director, depending on the dollar
amount of their signing authority. An employee having a purchasing card, who also has sufficient signing
authority, may sign their own Authorization Forms. The Authorization Form, along with all documentation,
receipts, and packing slips, must be submitted to Accounts Payable within five (5) days of the transaction. In the
case of meals and business travel expenses, each receipt must include the names of all persons involved in the
purchase, and a brief description of the business purpose. Receipts are reconciled to the monthly purchasing
card statement by Accounts Payable. Failure to provide receipts to the Finance Department in a timely manner
could result in loss of purchasing card privileges.
The purchasing card issued in the name of the employee and the City of Tustin will be kept in a safe place and
used by that employee only, under the ultimate authority of the Finance Director.
Examples of allowable uses:
Conferences/training/seminars (registration, airline/car rental, hotel accommodations, meals and fuel)
Business lunch with representatives from other government agencies or consultants under contract to
the City, furnishing lunch for interview panels and/or evaluation review boards
Publications/manuals
Providing meals, equipment and material to work crews in cases of emergency
Purchasing cards are the property of the City and must be returned to the employee’s supervisor upon termination
of employment with the City.
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Financial & Budget Policies (Continued)
Before being issued a purchasing card, employees must complete and sign the Acknowledgement Form stating
that they understand and will comply with the City’s Purchasing Card Policy for all employees excluding the
executive Coordinator. Individuals who do not adhere to these policies and procedures risk revocation of their
purchasing card privileges and/or disciplinary action.
INTERNAL CONTROL – Integrated Framework
The City of Tustin has adopted and implemented the Internal Control – Integrated Framework developed by the
Committee of Sponsoring Organizations of the Treadway Commission (COSO), which is comprised of the following:
Control Environment - Based on ethical conduct, competence, and accountability, this is the foundation
for the City’s internal control system. It provides the support and structure to help the City achieve its
objectives and establishes a control environment that is conducive to public accountability.
Risk Assessment - Identifies and analyzes the risks facing the City as it seeks to achieve its objectives.
This assessment provides the basis for prioritizing and developing appropriate internal controls to
eliminate or reduce risks.
Control Activities - This component represents the actions management establishes through policies and
procedures to achieve objectives and respond to risks in the internal control system.
Information and Communication - This component is comprised of the control structure that provides
for identification, capture, and exchange of information both within the City and with external parties.
Monitoring - These are the processes managers establish and operate to assess the execution and quality
of internal control activities over time and to promptly resolve the findings of audits and other reviews.
The Internal Control Framework serves as the underpinning of the City’s internal controls. Management is
responsible for the design, implementation, and maintenance of internal control over financial reporting, and is
responsible for evaluating the effectiveness of internal control. The City Council is responsible for ensuring that
management fulfills its internal control responsibilities.
The California State Controller’s Office has published Internal Control Guidelines applicable to local
governments, which incorporate internal control standards and best practices established by COSO and the
Government Finance Officers Association (GFOA). The State Controller’s Internal Control Guidelines shall be
utilized by management to establish, maintain and monitor the effectiveness of internal control.
The City has developed standards of conduct that outline the City’s commitment to integrity and ethical values,
demonstrates a commitment to competence that includes a process for attracting, developing and retaining
employees, and outlines mechanisms to hold individuals accountable for performance. To demonstrate the City’s
commitment to the Internal Control Framework, the City Manager and Finance Director shall annually
acknowledge in writing to the City’s independent auditor of management’s responsibility for the design,
implementation, and maintenance of internal control.
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Budget Glossary
Accrual Basis of Accounting A method of accounting that recognizes the financial effect of transactions, events, and inter-fund activities when they occur, regardless of the timing
of related cash flows.
Adjusted / Amended Budget The adopted budget plus any modifications (increases, decreases and transfers) approved by the City Council during the fiscal year.
Annual Comprehensive
Financial Report
(ACFR)
The summarization of the City's financial activity for the previous fiscal
year which also includes a summarization of significant milestones that
were accomplished during the year by department, fiscal policies, and
statistical information. The ACFR is prepared by December of each year.
Air Quality
Management District
(AQMD)
The air pollution control agency for the four-county region including Los
Angeles and Orange counties, as well as parts of Riverside and San
Bernardino counties (www.aqmd.gov).
Air Quality
Management Plan
(AQMP)
A plan developed by the AQMD that serves as the blueprint for all the future
rules necessary to bring the area into compliance with federal and state
clean air standards.
Allocation of Funds Setting aside funds for a specific purpose or program. An allocation of funds
makes them available for expenditure.
Appropriation A specific amount of money authorized by the City Council for an approved work program.
American Rescue Plan
Act (ARPA)
Signed into law on March 11, 2021, The American Rescue Plan Act of 2021
(“ARPA”) provides $350 billion in additional funding for state and local governments.
Arterial Highway
Financing Program (AHFP)
A Measure M funded program for pavement rehabilitation projects on
arterial roadways in the county.
Assessed Property The value set upon real estate or other property by the County Tax
Assessor.
Assessed Valuation A measure of the taxable value of property located within the City against which the tax rate is applied.
Assessed Valuation
(Secured)
That part of the assessment roll containing state assessed property and
property the taxes on which are a lien on real property sufficient to secure payment of taxes.
Assessed Valuation
(Unsecured)
The remainder of the assessment roll that is not on the secured roll. The
taxes on the unsecured roll are a personal liability of the assessed owner.
Assessment District
(AD)
A separate unit of government that manages specific resources within
defined boundaries. Through self-financing, it can raise predictable funds,
such as taxes, user fees or bonds, directly from the people who benefit from the services.
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Audit Prepared by an independent certified public accountant (CPA), the primary
objective of an audit is to determine if the City’s financial statements fairly
represent the City’s financial position and results of operations in
conformity with generally accepted accounting principles. In conjunction with performing an audit, independent auditors customarily issue a
Management letter stating the adequacy of the City’s internal controls as
well as recommending improvements to the City’s financial management practices.
Balanced Budget A budget in which planned expenditures do not exceed planned revenues.
Bond Refinancing The pay off and re-issuance of bonds to obtain better interest rates and/or bond conditions.
Bonds A certificate of debt issued by an entity, guaranteeing payment of the
original investments, plus interest.
Bradley Burns Uniform
Local Sales & Use Tax
A 1% local sales tax is collected by the State of California as part of the
larger sales and use tax levied on the total retail price of tangible personal
property based on business location. Use Tax is the complement of sales
tax and imposed on the purchaser, usually for goods purchased out-of-state
for local use.
Budget Surplus
The difference between operating revenues and operating expenditures. The Budget Surplus may be used for ongoing expenses (as opposed to year-
end balance, which may be used only for one-time expenses).
Budget Amendment The Council has the sole responsibility for adopting the City’s budget and
may amend or supplement the budget at any time after adoption by
majority vote.
California
Environmental Quality Act
(CEQA)
A state statute enacted in 1970 that requires state and local agencies to
identify the significant environmental impacts of their actions and to avoid or mitigate those impacts, if feasible (www.opr.ca.gov/ceqa/)
California
Transportation
Commission
(CTC)
The agency responsible for programming and allocating funds for the
construction of highway, passenger rail and transit improvements
throughout California (www.catc.ca.gov)
Capital Equipment
Equipment (fixed assets) with an initial individual cost of $5,000 or more
and an expected useful life greater than two years, such as automobiles,
microcomputers and furniture.
Capital Expenditure Expenditure for tangible property with an initial individual cost of $5,000
or more and an expected useful life greater than two years per item.
Capital Improvement
Program Budget (CIP)
A multi-year financial plan for construction of infrastructure, facilities, and
rehabilitation such as buildings, streets, storm drains, and recreational
facilities.
Certificates of
Participation
(COPs)
Tax-exempt bonds issued by state entities usually secured with revenue
from an equipment or facility lease. COPs enable governmental entities to
finance capital projects without technically issuing long-term debt. This can be advantageous, as the issuance of long-term debt is commonly
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subject to voter approval and other state constitutional and statutory
requirements. COPs have been used by municipalities to pay for prisons,
office buildings, vehicles, and even parks.
City Council
(CC)
Comprised of five City Council members who are elected at large by
registered voters of the City. The City Council adopts legislation, sets
policy, adjudicates issues and establishes the budget of the City.
Community Development Block
Grant (CDBG)
Provides eligible metropolitan cities and urban counties with annual direct grants to revitalize neighborhoods; expand affordable housing and
economic opportunities; and/or improve community facilities and services,
principally to benefit low- and moderate-income persons.
Community Facilities
District
(CFD)
A special district that can issue tax-exempt bonds as a mechanism by which
public entities finance construction and/or acquisition of facilities and
provide public services to the district.
Community Oriented
Policing Services
(COPS)
A grant program that provides partial funding of salaries for several front
line law enforcement positions.
Conditional Use Permit
(CUP)
Allows a city or county to consider special uses which may be essential or
desirable to a particular community, but which are not allowed as a matter
of right within a zoning district, through a public hearing process.
Congestion
Management Plan
(CMP)
Defines a network of state highways and arterials, level of service standards
and related procedures.
Consumer Price Index
(CPI)
A statistical description of price levels provided by the U.S. Department of
Labor. The change in this index from year to year is used to measure the
cost of living and economic inflation.
Contingency Reserve
The City has established a policy to set aside a percentage of its General
Fund operating expenditures as a contingency reserve.
Cost Allocated
A method used to charge General Fund costs budgeted in one department to another department or another fund.
Debt Service
The payment of principal and interest on borrowed funds such as bonds.
Department,
(Function) Division
Section Organizational units within the Operations Budget that group
resources together to provide related types of services.
Discretionary Funding
Opportunities
Pertains to funds, grants or other resources that are not restricted as to
use.
Drug Abuse Resistance
Program
DARE – a police officer-led series of classroom lessons that teaches children
from kindergarten through 12th grade how to resist peer pressure and live
productive drug- and violence-free lives (www.dare.com).
Encumbrance An encumbrance is not an expenditure, but a reservation of funds to be
expended at a future date. A commitment is usually made through a
purchase order for the future payment of goods and services not yet received or paid for.
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Enterprise Fund This fund type is used to account for operations that are: (a) financed and
operated in a manner similar to private sector enterprises and it is the City’s intent that the costs (including depreciation) of providing goods or
services to the general public be financed or recovered primarily through
user charges.
Enterprise Resource
Planning System (ERP)
Tustin utilizes Springbrook as its ERP. Springbrook is a computerized
accounting system used to coordinate the City’s general accounting, purchasing and utility billing processes.
Environmental
Enhancement and Mitigation Program
(EEMP)
A state funded grant program for projects related to environmental
enhancement or design, particularly of transportation facilities.
Environmental Impact Report
(EIR)
A public document used by governmental agencies to analyze the significant environmental effects of a proposed project, to identify
alternatives and disclose possible ways to reduce or avoid potential
environmental damage. The California Environmental Quality Act requires
an EIR whenever the initial study or other evidence in the record has
produced substantial evidence that the proposed project might produce significant environmental effects.
Expenditure
The outflow of funds paid or to be paid for an asset, goods or services
regardless of when the invoice is actually paid. This term applies to all funds.
Fair Housing Council of
Orange County
(FHCOC)
A private non-profit organization which fosters diversity in housing through
education and the enforcement of state and federal fair housing laws
(www.fairhousingoc.org).
Fees
A general term used for any charge levied by government for providing a
service or permitting an activity.
Fiscal Year
(FY)
Any period of 12 consecutive months designated as the budget year.
Tustin’s budget year begins on July 1 and ends on June 30.
Fixed Asset Assets that are long-term in nature such as land, buildings, machinery,
furniture and other equipment. The City has defined such assets as those
with an expected life in excess of one year and an acquisition cost in excess
of $5,000.
Franchise Tax Revenue generated from taxes paid by a business that gave an exclusive
contractual agreement to operate and use the public right-of-way in the City.
Fringe Benefits
These include retirement/pension; health, life, and disability insurance;
workers’ compensation; and vacation, administrative, medical and special
leave of absence time.
Full-Time Equivalent
(FTE)
Refers to part-time hours converted to one full-time equivalent position,
which equals 40 hours per week, 52 weeks per year. (2080 hours per year)
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Fund
A self-balancing set of accounts to record revenues and expenditures
associated with a specific purpose.
Fund Balance Within a specific fund, the funds remaining when all current and prior year
liabilities (expenditures) are subtracted from current and prior year assets
(revenues).
Gas Tax
State tax received from gasoline sales utilized solely for street related
purposes, such as new construction, rehabilitation or maintenance.
General Fund
The primary operating fund of the City (as opposed to all other City funds,
which are designated as “Special Funds”).
General Plan
A comprehensive, long-range, policy document required by state law. The document establishes the City’s overall spatial and temporal development
pattern.
Geographical
Information System
(GIS)
A computer system capable of assembling, storing, manipulating and
displaying geographically referenced information.
Goal A time/phased strategy that will implement a specific course of action or plan, typically, a long-term process.
Government Finance
Officers Association (GFOA)
A professional association of state/provincial and local finance officers in
the United States and Canada (www.gfoa.org).
Governmental
Accounting Standards
Board
(GASB)
Organized in 1984 by the Financial Accounting Foundation to establish
standards of financial accounting and reporting for state and local
governmental entities (www.gasb.org).
Grants Contributions of cash or other assets from another governmental agency to
be used or expended for a specified purpose, activity or facility.
Gross Domestic Product (Real)
(GDP)
The total of the goods and services produced by labor and property located in the United States.
Gross State Product
(GSP)
The total of the goods and services produced by labor and property located
in the State of California.
Growth Management
Area
(GMA)
Inter-jurisdictional planning regions within Orange County.
Growth Management
Program
(GMP)
A Measure M funded program intended to address the cumulative regional
traffic impacts of development not addressed by specific project mitigation
and existing system deficiencies.
Hotel Tax (TOT)
Also known as the Transient Occupancy Tax (TOT) or bed tax – a 13% tax added to the cost of renting a hotel room within the City.
Infrastructure
Inputs Includes the City’s street, bridge, traffic signal, landscaping, and
trail networks. To be capitalized as part of the City’s infrastructure
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network, a related component must have an initial individual cost of at
least $50,000 and an estimated useful life greater than two years.
Resources (e.g. dollars, staff and other assets) required to accomplish a job
or provide a service.
Inter-Fund Transfers
Payments from one fund to another fund, primarily for work or services
provided.
Landscape, Lighting, and Park Maintenance
(LLPM)
An assessment district to provide funds for park and parkway landscaping, lighting and park maintenance.
Lease-Purchase Agreement
Contractual agreements which are termed leases, but whose lease amount is applied to the purchase.
Level of Effort Generally used to identify the number of staff providing a particular
service. Level of services generally used to define the existing or current services, programs and facilities provided by government.
Levy
To impose taxes, special assessments or service charges for the support of
governmental activities.
Local Agency
Formation Commission
(LAFCO)
Reviews proposals for the formation of new local governmental agencies
and changes of organization in existing agencies (www.oclafco.org).
Local Agency
Investment Fund
(LAIF)
A voluntary program created by statute in 1977 in which participating
agencies (local governments and special districts) invest public funds.
Long-Term Debt
Debt with a maturity of more than one year after issuance.
Major Fund
A fund that comprises more than 10% of total citywide budgeted revenues
and transfers-in and/or 10% of total budgeted appropriations and transfers-
out. Please see the “Major Funds – Summary by Budget Category” tables
presented in the Budget Summary chapter.
Measure M
County-wide sales tax measure used to fund a variety of transportation
related projects.
Measure M - Growth
Management Area
(M-GMA)
A county grant program that provides funding for projects that benefit the
greatest number of jurisdictions within a designated growth management
area (GMA) in Orange County. The primary objective of this program is to
address current traffic deficiencies and the cumulative regional traffic impacts of development not addressed by specific project mitigation and
existing system deficiencies.
Measure M – Turnback The non-competitive portion of the sales tax revenue generated through Measure M that is "turned back” to the City. Funds are restricted to
circulation related projects (street, traffic signal, etc.) and are received
quarterly.
Memorandum of
Understanding
An agreement outlining the terms of employment entered into between the
City and employees of various bargaining units.
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(MOU)
Modified Accrual Basis of accounting according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b)
expenditures are recognized in the accounting period in which the fund
liability is incurred, or measurable, except for un-matured interest on
general long-term debt and certain similar accrued obligations, which
should be recognized when due.
National Pollutant
Discharge Elimination
System
NPDES – a permit program authorized by the Clean Water Act that controls
water pollution by regulating point sources that discharge pollutants into
waters of the United States.
Objective
Describes an outcome to be accomplished in specific, well-defined and
measurable terms and is achievable within a specific timeframe; generally,
programs have objectives.
Operating Budget
A budget for General Fund department service delivery expenditures such
as salaries, utilities and supplies. The day-to-day costs of delivering
essential City services.
Orange County Fire
Authority
(OCFA)
An agency that provides fire prevention/suppression and emergency
services to 22 cities and all the unincorporated areas in Orange County (www.ocfa.org).
Orange County
Investment Pool
(OCIP)
A pooling of cash by the county, local agencies and school districts for
investment purposes run by the Orange County Treasurer.
Orange County
Transportation
Authority (OCTA)
A regional transportation agency formed in 1991 to develop and implement
unified transportation programs and services for Orange County
(www.octa.net).
Ordinances
A formal legislative enactment by the governing board (i.e. City Council) of
a municipality. If it is not in conflict with any higher form of law, it has the
full force and effect of law within the boundaries of the municipality to which it applies.
Outputs
The general results expected from programs and functions.
Part I Crimes The most serious criminal offenses, including murder, rape, robbery, aggravated assault, burglary, larceny/theft, auto theft and arson.
Part II Crimes
Pavement Management System
All other criminal offenses not defined as Part I crimes.
PMS – a computer-assisted decision-making process designed to help cities and counties prevent pavement problems through maintenance and repair
in a timely, cost-effective manner.
Pavement Quality Index
(PQI)
A scale from 1 to 10 that measures the structure, surface condition and riding comfort of the roadway.
Performance Budget
A budget wherein expenditures are tied to the measurable performance of
activities and work programs.
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Performance
Measurements
Statistical measures that are collected to show the impact of dollars spent
on City services.
Personnel Expenses
Salaries and fringe benefits, such as pensions and insurance, for full-time
and part-time employees of the City.
Priority E
Calls referred to as the most serious calls for emergency response for
serious emergencies, in-progress calls and potentially life-threatening
incidents that require a Code 3 (use of lights and siren) response.
Priority I Calls
Refers to calls for emergency response for serious emergencies, in progress
calls and potentially life-threatening incidents that do not require a Code
3 (use of lights and siren) response.
Program
Represents major areas or support functions that can be defined as a
service provided to citizens, other departments or other agencies.
Program Budget
A budget wherein expenditures are displayed primarily on programs of work
and secondarily by the character and object class of the expenditure.
Property Tax
A tax levied on the assessed value of real property; also known as ad
valorem tax. In California, this tax is limited to 1% with the exception of pre-Proposition 13 approved bond debt service. Proposition 13 On June 6,
1978, the California electorate approved Proposition 13, the “People’s
Initiative to Limit Property Taxation,” which limited the tax rate for real
estate as follows: the maximum amount of any tax on real property shall
not exceed 1% of the full cash value of such property. The City of Tustin
receives $0.13 cents per dollar of the Prop 13 tax.
Proposition 218
On November 5, 1996, the California electorate approved Proposition 218,
the self-titled “Right to Vote on Taxes Act.” Proposition 218 added articles XIIIC and XIIID to the California Constitution and made numerous changes
to local government finance law. Public officials are required to conduct
the public’s business in compliance with Proposition 218.
Public Employees’
Retirement System
(PERS)
Provides retirement and health benefit services to members from the state,
school districts and local public agencies (www.calpers.ca.gov).
Ralph M. Brown Act The Brown Act is a California law that insures the public can attend and
participate in meetings of local government.
Redevelopment Agency
(RDA)
Formerly charged with the oversight for the redevelopment process for the
City of Tustin. In June 2011, the Redevelopment Dissolution Act, AB1x26,
was signed by the Governor and later upheld by the California Supreme
Court. As a result, all redevelopment agencies in California were dissolved effective February 1, 2012.
Regional Surface
Transportation Program
(RSTP)
A federal and state funded grant program used for projects located on
highway systems (classified higher than local roads or rural minor collectors), bridges on any public highway, and transit systems.
Reserve A designated amount of funds set aside from a fund’s balance which is
legally restricted for a specific purpose and is therefore not available for general appropriations.
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Resolution A special or temporary order of a legislative body (e.g. City Council or
Planning Commission) requiring less formality than an ordinance.
Resources
Units of dollars or physical input, such as work years or work hours, and
other assets used to support and attain program objectives.
Revenue Annual income received by the City.
Right of Way
ROW – a strip of land occupied or intended to be occupied by a street,
crosswalk, railroad, electric transmission line, oil or gas pipeline, water
main, sanitary or storm sewer main, shade trees, or special use.
Recognized Obligation
Payment Schedule
(ROPS)
Recognized Obligation Payment Schedule (ROPS), prepared by the
Successor Agency pursuant to the Dissolution Act (including HSC Section
34177 and Section 34191.6), on which the Successor Agency’s anticipated
payments for enforceable obligations for the upcoming ROPS Payment
Period(s) are listed.
Service Center
Used for budgetary reporting, an organizational unit that provides a distinct
and unique service. Various sections within a department that provide
substantially similar services may be combined into one service center – for instance, the City Clerk’s Office and City Clerk Records are combined into
one service center.
Southern California Association of
Governments
(SCAG)
The Metropolitan Planning Organization for Los Angeles, Orange, San Bernardino, Riverside, Ventura and Imperial counties, that is mandated by
the federal government to research and draw up plans for transportation,
growth management, hazardous waste management and air quality
(www.scag.ca.gov).
Special Revenue Funds
The City’s accounts are broken into distinct funds, each earmarked for a
different purpose, with the principle and interest of the funds tracked
separately. The City’s main operating fund is its General Fund, while other
City funds are designated as Special Revenue Funds. These funds are legally restricted for a specific purpose and are therefore not available for general
use.
Strategic Plan In 2018 the City of Tustin established a five-year Strategic Plan, which
identified the City’s vision and mission and established a set of values, goals
and strategies as a guide for decision making. In 2021, the City Council
identified its top priorities for the remaining two years of the Strategic Plan
whereby the City’s overall goal is to continue to focus on economic vitality,
neighborhoods, public safety, financial strength, community relationships and organizational excellence.
Strategic Financial
Business Plan
SBP – a five-year planning “blueprint,” updated annually, that evaluates
the City’s financial capability to achieve its goals; helps set priorities for
City operations and the annual budget; and guides the City’s capital
improvement and rehabilitation program.
Traffic Enforcement
Index
The number of moving citations divided by the number of injury accidents.
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Transaction Sales Tax
(District Tax)
Similar to the Bradley Burns Sales Tax, a transaction and use sales tax is
allocated to the district where the tangible goods are delivered or placed
into use. Voter approved district taxes are levied within incorporated city
limits.
Transfers-In/Out
A transfer of resources between different City funds (see glossary definition
of “Fund”). A transfer of cash from the City’s General Fund to a City Special
Fund, for example, would be designated as a transfer-out in the General
Fund, and then a transfer-in in the receiving Special Fund.
Transient Occupancy
Tax
(TOT)
A 13% tax added to the cost of renting a hotel room within the City. Also
known as the Hotel or Bed Tax.
Transportation
Management
Association
(TMA)
An association comprised of employers and property owners that promotes
the use of alternative forms of commuting to the single occupant vehicle.
Traffic congestion relief and air quality benefits are the primary goals of
TMA.
Transportation
Management Plan
(TMP)
A plan that promotes the reduction of single occupant vehicle use in order
to improve air quality and relieve congestion. Transportation Subventions
Funds from outside sources used to construct transportation improvements
that must be used for specific projects.
Unencumbered
Appropriation
That portion of an allocation not yet expended or committed to a specific
purpose. Unexpended Appropriation is that portion of an allocation not yet
actually paid.
Voice Over Internet
Protocol
(VoIP)
Used to manage the delivery of voice information over the Internet. Year-
End Surplus Funds remaining at the end of a fiscal year that are available
for allocation or for one-time purchases (not for on-going programs or
services).
Mayor
AusƟn Lumbard
Mayor Pro Tem
Barry W. Cooper
Council Members
LeƟƟa Clark
Ryan Gallagher
Rebecca “Beckie” Gomez
Capital Improvement Program
Fiscal Year 2022 / 2023
135 | Pa g e
EXHIBIT A
CITY OF TUSTIN
CAPITAL IMPROVEMENT PROGRAM
FISCAL YEAR 2022/2023
TABLE OF CONTENTS
i
• City Funded Maintenance of Effort (MOE) Expenditures Required by Measure M / Renewed Measure M 1
• Total Expenditure by Project Category 2
• Summary of Expenditures by Fund 3
• Summary of Funding Sources 4
5
• Citywide Storm Drain Catch Basin Improvements (50043)7
• San Juan Street Storm Drain from Falmouth Drive to 600’ E/O Red Hill Avenue 8
• Tustin Village Way Drainage Improvements (N/O McFadden)9
•Yorba Street Storm Drain from 17th Street to Laurie Lane 10
• Irvine Boulevard Storm Drain between Holt Avenue and SR-55 (Phase I) 11
• Irvine Boulevard Storm Drain between Holt Avenue and SR-55 (Phase II) 12
13
•Lauel Glen and Camino Real Park Shade Structures (20088)16
•Tustin Sports Park Playground Renovation (20086)17
•Annual Major Park Maintenance (20054)18
•Pine Tree Park Picnic Shelter Replacement (20087)19
•Heideman School Park (20089)20
•Tustin Legacy Dog Park (20091)21
• Tustin Sports Park Turf Renovation 22
•Centennial Park Renovation 23
•Pioneer Road Park Playground Renovations 24
• Tustin Sports Park Diamonds 1 & 3 Renovation (20062) 25
• Camino Real Park Playground Renovation 26
•Southwest Park Site Acquisition 27
Projects Completed in FY 2021/2022
Citywide Capital Improvement Program Summaries
Flood Control Facilities Summary
Park Facilities Summary
CITY OF TUSTIN
CAPITAL IMPROVEMENT PROGRAM
FISCAL YEAR 2022/2023
TABLE OF CONTENTS
28
•Tustin Family and Youth Center Courtyard Improvements (10085)30
•Annual Major Building Maintenance (10032)31
•Police Department Facility Improvements 32
•Civic Center Alternate Power Source Improvements (10069)33
•Annex at Tustin Legacy Improvements 34
•Tustin Area Senior Center Expansion 35
•Tustin Family and Youth Center Expansion (20061)36
37
•Seventeenth Street Signal Synchronization Project (40086)39
•Red Hill Avenue Signal Synchronization 40
•Edinger Avenue/Irvine Center Drive Traffic Signal Synchronization Project (40088)41
•Tustin Ranch Road/Von Karman Avenue Traffic Signal Synchronization Project (40089)42
• First Street Signal Synchronization 43
• Tustin Avenue Signal Synchronization 44
•Main Street Improvements (40087)45
•Traffic Signal Controller Equipment Upgrades and Replacements (40080)46
47
•Del Amo Avenue and Newport Avenue Improvements (70249)50
•Annual Roadway and Public Infrastructure Maintenance Program (MOE) (70020)51
•Red Hill Median Improvements (70252)52
•Annual Roadway and Public Infrastructure Maintenance Program (MOE) (70021)53
•Annual Roadway and Public Infrastructure Maintenance Program (MOE) (70022)54
•Annual Roadway and Public Infrastructure Maintenance Program (MOE) (70023)55
•Newport Avenue Rehabilitation between I-5 Freeway and Sycamore Avenue (70244)56
•Newport Avenue Rehabilitation between Sycamore Avenue and I-5 Freeway (70245)57
•Old Town Improvements (70254)58
•Citywide Pedestrian Oriented Accessibility Improvement Program (70236)59
•Red Hill Avenue Rehabilitation between San Juan Street and City Limit (70220)60
•Red Hill Avenue Rehabilitation between Walnut Avenue and I-5 Freeway 61
•Utility Undergrounding on Red Hill Avenue between El Camino Real and 230' North of San Juan Street (62
•Jamboree Road Pavement Rehabilitation between Barranca Parkway and OCTA / SCRRA 63
Public Facilities Summary
Traffic Control Facilities Summary
Transportation Facilities Maintenance Projects Summary
CITY OF TUSTIN
CAPITAL IMPROVEMENT PROGRAM
FISCAL YEAR 2022/2023
TABLE OF CONTENTS
64
•Newport Avenue Extension N/O Edinger Avenue – Phase II (70131)65
•Valencia Avenue Widening between Newport Avenue and Red Hill Avenue 66
•Jamboree Road Widening between Tustin Ranch Road and North City Limit 67
•Red Hill Avenue Widening between Melvin Way and 200 feet southerly (70196)68
69
• Neighborhood D South Backbone Infrastructure Construction - Phase 1 (70246)71
• Neighborhood D South Non-Backbone Infrastructure Construction - Phase 1 (70250)72
• Tustin Legacy Linear Park between Armstrong Avenue and Tustin Ranch Road (20083)73
• Alley Grove (20084)74
• Neighborhood D South Infrastructure Construction - Phase 2 (70256)75
•South Hangar Renovation – Phase 1 (10076)76
•Armstrong Avenue Pedestrian Bridge 77
•Warner Avenue Pedestrian Bridge 78
•Tustin Ranch Road Pedestrian Bridge (70243)79
80
•OC-43 Improvement 81
•Mardick Road Water Main Replacement between Red Hill Avenue and Beverly Glen Drive (60160)82
•Water Main Replacement – Simon Ranch Road to Racquet Hill via Tustin Hills Racquet Club Parking Lo 83
•Browning Avenue Water Main Replacement between Beverly Glen and La Colina (60172)84
85
•Simon Ranch Reservoir, Booster Pump Station and Pipeline Replacement Project (60114)86
•John Lyttle Reservoir Tank Evaluation, Site Improvements and Safety Upgrades (60148)87
•Foothill Reservoir Phase 2 Improvements 88
•Newport Avenue Reservoir Repairs (60149)89
Water Distribution Summary
Water Storage Summary
Transportation Facilities Capacity Enhancement Projects Summary
Tustin Legacy Facilities Summary
Water Division Capital Improvement Program Summaries
CITY OF TUSTIN
CAPITAL IMPROVEMENT PROGRAM
FISCAL YEAR 2022/2023
TABLE OF CONTENTS
90
•Conjunctive Use Well at Beneta Well Site 91
• Vandenberg Well Rehabilitation 92
Water Production Summary
CITY OF TUSTIN
CAPITAL IMPROVEMENT PROGRAM
FISCAL YEAR 2022/2023
PROJECTS COMPLETED IN FY 2021/2022
•None.
•Lauel Glen and Camino Real Park Shade Structures (20088)
•Tustin Family and Youth Center Courtyard Improvements (10085)
•None.
•Del Amo Avenue and Newport Avenue Improvements (70249)
•Annual Roadway and Public Infrastructure Maintenance Program (MOE) (70020)
•None.
•None.
•None.
•None.
•None.
i
TUSTIN LEGACY FACILITIES
WATER DISTRIBUTION
WATER STORAGE
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FLOOD CONTROL FACILITIES
PARK FACILITIES
PUBLIC FACILITIES
TRAFFIC CONTROL FACILITIES
TRANSPORTATION FACILITIES MAINTENANCE
TRANSPORTATION FACILITIES CAPACITY ENHANCEMENT
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Fu
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FY
2
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2
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92
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Pa
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5
of
92
FY
2
2
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F
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3,600,000 $ 3,900,000 $
Pr
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9
,
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9
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-
-
2
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0
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9
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Fl
o
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Pa
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6
of
92
PROJECT NO. 50043
TOTAL PROJECT COST 220,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 119,706$ 220,000$
-$
-$
-$
TOTAL 119,706$ -$ -$ -$ -$ -$ 220,000$
Expenditure
Design -$ -$
Right-of-Way -$ -$
Construction 119,706$ 220,000$
TOTAL 119,706$ -$ -$ -$ -$ -$ 220,000$
Funding Sources
139 M2-FS
* Estimate FY 21-22 year-end
Reconstruction of storm water infrastructure at various locations throughout the community to bring structures up to current City
standards.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Flood Control Facilities
PROJECT NAME Citywide Storm Drain Improvements
PROJECT MANAGER Alex Waite
LOCATION Various
DESCRIPTION
100,294$
MAP PHOTO
Various Locations
Expenses To
6/30/2022*
100,294$
100,294$
100,294$
Measure "M2" - Fair Share
Page 7 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 75,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
000 UF 75,000$ 75,000$
-$
-$
-$
TOTAL -$ -$ 75,000$ -$ -$ -$ 75,000$
Expenditure
Design 75,000$ 75,000$
Right-of-Way -$
Construction -$
TOTAL -$ -$ 75,000$ -$ -$ -$ 75,000$
Funding Sources
000 UF
* Estimate FY 21-22 year-end
-$
-$
Uncertain Funding
-$
Expenses To
6/30/2022*
MAP PHOTO
Develop plans to alleviate drainage concerns in the area. Project includes preliminary design studies and hydrology and hydraulics
analysis to determine scope of improvements. This represents the first phase of a possible future construction project.
PROJECT NAME San Juan Street Storm Drain
DESCRIPTION
PROJECT MANAGER To Be Determined
LOCATION Falmouth Drive to 600' E/O Red Hill Avenu
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Flood Control Facilities
Page 8 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 75,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
000 UF 75,000$ 75,000$
-$
-$
-$
TOTAL -$ -$ 75,000$ -$ -$ -$ 75,000$
Expenditure
Design 75,000$ 75,000$
Right-of-Way -$
Construction -$
TOTAL -$ -$ 75,000$ -$ -$ -$ 75,000$
Funding Sources
000 UF
* Estimate FY 21-22 year-end
-$
-$
Uncertain Funding
-$
Expenses To
6/30/2022*
MAP PHOTO
Develop plans to alleviate drainage concerns in the area. Project includes preliminary design studies and hydrology and hydraulics
analysis to determine scope of improvements. This represents the first phase of a possible future construction project.
PROJECT NAME Tustin Village Way Storm Drain
DESCRIPTION
PROJECT MANAGER To Be Determined
LOCATION North of McFadden
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Flood Control Facilities
Page 9 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 75,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
000 UF 75,000$ 75,000$
-$
-$
-$
TOTAL -$ -$ 75,000$ -$ -$ -$ 75,000$
Expenditure
Design 75,000$ 75,000$
Right-of-Way -$
Construction -$
TOTAL -$ -$ 75,000$ -$ -$ -$ 75,000$
Funding Sources
000 UF
* Estimate FY 21-22 year-end
-$
Expenses To
6/30/2022*
-$
Uncertain Funding
-$
PHOTO
DESCRIPTION
Develop plans to alleviate drainage concerns in the area. Project includes preliminary design studies and hydrology and hydraulics
analysis to determine scope of improvements. This represents the first phase of a possible future construction project.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Flood Control Facilities
PROJECT NAME Yorba Street Storm Drain
PROJECT MANAGER To Be Determined
LOCATION 17th Street to Laurie Lane
MAP
Page 10 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 3,900,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
000 UF 300,000$ 3,600,000$ 3,900,000$
-$
-$
-$
TOTAL -$ -$ -$ 300,000$ 3,600,000$ -$ 3,900,000$
Expenditure
Design 300,000$ 300,000$
Right-of-Way -$
Construction 3,600,000$ 3,600,000$
TOTAL -$ -$ -$ 300,000$ 3,600,000$ -$ 3,900,000$
Funding Sources
000 UF
* Estimate FY 21-22 year-end
-$
-$
Uncertain Funding
-$
Expenses To
6/30/2022*
MAP PHOTO
New storm drain, catch basins and junction structures within Irvine Boulevard beginning at Holt Avenue and ending at Prospect
Avenue.
PROJECT NAME Irvine Boulevard Storm Drain-Phase 1
DESCRIPTION
PROJECT MANAGER To Be Determined
LOCATION Holt Avenue to Prospect Avenue
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Flood Control Facilities
Page 11 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 3,900,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
000 UF 300,000$ 3,600,000$ 3,900,000$
-$
-$
-$
TOTAL -$ -$ -$ -$ 300,000$ 3,600,000$ 3,900,000$
Expenditure
Design 300,000$ 300,000$
Right-of-Way -$
Construction 3,600,000$ 3,600,000$
TOTAL -$ -$ -$ -$ 300,000$ 3,600,000$ 3,900,000$
Funding Sources
000 UF
* Estimate FY 21-22 year-end
-$
-$
Uncertain Funding
-$
Expenses To
6/30/2022*
MAP PHOTO
New storm drain, catch basins and junction structures within Irvine Boulevard beginning at Prospect Avenue and ending at SR-55
Freeway.
PROJECT NAME Irvine Boulevard Storm Drain-Phase 2
DESCRIPTION
PROJECT MANAGER To Be Determined
LOCATION Prospect Avenue to SR-55
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Flood Control Facilities
Page 12 of 92
FY
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13
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92
FY
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Pa
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14
of
92
FY
2
2
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2
3
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Y
2
3
-
2
4
F
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5
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0
0
,
0
0
0
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Pr
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2
5
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7
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6
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0
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4
,
7
2
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- 4,725,000
To
t
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15
of
92
PROJECT NO. 20088
TOTAL PROJECT COST 175,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD -$ 175,000$
-$
-$
-$
TOTAL -$ -$ -$ -$ -$ -$ 175,000$
Expenditure
Design -$ -$
Right-of-Way -$
Construction -$ 175,000$
TOTAL -$ -$ -$ -$ -$ -$ 175,000$
Funding Sources
131 PD
* Estimate FY 21-22 year-end
Installation of shade structures at Laurel Glen and Camino Real Parks.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
PROJECT NAME Shade Structures
PROJECT MANAGER Chad Clanton
LOCATION Laurel Glen and Camino Real Parks
DESCRIPTION
175,000$
MAP PHOTO
Various Locations
Expenses To
6/30/2022*
175,000$
175,000$
175,000$
Park Development Fund
Page 16 of 92
PROJECT NO. 20086
TOTAL PROJECT COST 445,783$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD -$ 208,721$
131 PD-Grant -$ 237,062$
-$
-$
TOTAL -$ -$ -$ -$ -$ -$ 445,783$
Expenditure
Design 8,783$
Right-of-Way -$
Construction -$ 437,000$
TOTAL -$ -$ -$ -$ -$ -$ 445,783$
Funding Sources
131 PD
131 PD
* Estimate FY 21-22 year-end
Replace the existing playground equipment, surfacing and shade structure fabric at Tustin Sports Park. Project to be partially funded by
the Prop 68 Per Capita Grant administered by the California Department of Parks and Recreation Office of Grants and Local Services.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
PROJECT NAME Tustin Sports Park Improvements
PROJECT MANAGER Marilyn Buescher
LOCATION Tustin Sports Park
DESCRIPTION
445,783$
MAP PHOTO
Expenses To
6/30/2022*
208,721$
237,062$
8,783$
437,000$
445,783$
Park Development Fund
Park Development Fund Grant
Page 17 of 92
PROJECT NO. 20054
TOTAL PROJECT COST 3,129,606$
21/22 Various Parks - Drinking Fountains $25,000 22/23 Various Parks - Drinking Fountains $25,000
21/22 Various Parks - Court Resurfacing $25,000 22/23 Various Parks - Court Resurfacing $25,000
21/22 Various Parks - Structure repairs $60,000 22/23 Various Parks - Structure repairs $60,000
21/22 Ball Field Repairs at Various Parks $25,000 22/23 Ball Field Repairs at Various Parks $25,000
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD 135,000$ 3,129,606$
-$
-$
-$
TOTAL 135,000$ -$ -$ -$ -$ -$ 3,129,606$
Expenditure
Design -$
Right-of-Way -$
Construction 135,000$ -$ -$ 3,129,606$
TOTAL 135,000$ -$ -$ -$ -$ -$ 3,129,606$
Funding Sources
131 PD
* Estimate FY 21-22 year-end
2,994,606$
2,994,606$
Park Development Fund
2,994,606$
MAP PHOTO
Various Locations
Expenses To
6/30/2022*
2,994,606$
PROJECT MANAGER Jason Churchill
LOCATION Various
DESCRIPTION
PROJECT NAME Annual Major Park Maintenance
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
Page 18 of 92
PROJECT NO. 20087
TOTAL PROJECT COST 2,309,035$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD 427,240$ 478,000$
120 CDBGy17 167,509$ 167,509$
120 CDBGy19 211,116$ 211,116$
120 CDBGy21 513,145$ 513,145$
120 CDBGy22 501,810$ 501,810$
120 CDBGy23 437,455$ 437,455$
TOTAL 2,258,275$ -$ -$ -$ -$ -$ 2,309,035$
Expenditure
Design 50,760$
Right-of-Way -$
Construction 2,258,275$ 2,258,275$
TOTAL 2,258,275$ -$ -$ -$ -$ -$ 2,309,035$
Funding Sources
131 PD Park Development Fund 120 CDBGy21 Community Development Block Grant - Year 20/21
120 CDBGy17 Community Development Block Grant - Year 16/17 120 CDBGy22 Community Development Block Grant - Year 21/22
120 CDBGy19 Community Development Block Grant - Year 18/19 120 CDBGy23 Community Development Block Grant - Year 22/23
* Estimate FY 21-22 year-end
50,760$
-$
-$
50,760$
50,760$
50,760$
-$
-$
-$
PHOTO
Expenses To
6/30/2022*
MAP
Improvements to the irrigation and turf, and replacement of the picnic shelter and reconfiguration of the volleyball court.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
PROJECT NAME Pine Tree Park Improvements
PROJECT MANAGER Jason Churchill
LOCATION Pine Tree Park
DESCRIPTION
Page 19 of 92
PROJECT NO. 20089
TOTAL PROJECT COST 5,637,395$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD 5,437,395$ 5,637,395$
-$ -$
-$ -$
-$ -$
TOTAL 5,437,395$ -$ -$ -$ -$ -$ 5,637,395$
Expenditure
Design 535,313$ 735,313$
Right-of-Way -$ -$
Construction 4,902,082$ 4,902,082$
TOTAL 5,437,395$ -$ -$ -$ -$ -$ 5,637,395$
Funding Sources
131 PD
* Estimate FY 21-22 year-end
Park Development Fund
200,000$
200,000$
200,000$
200,000$
6/30/2022*
PROJECT MANAGER Chad Clanton
LOCATION Heideman School
DESCRIPTION
Create a new Heideman School Park with an athletic field, exercise loop, lighting, fitness equipment, playground, picnic shelter, renovated
basketball courts, tactile experience garden, perimeter fencing, and small staff/restroom facility.
MAP PHOTO
Expenses To
PROJECT NAME Heideman School Park
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
Page 20 of 92
PROJECT NO. 20091
TOTAL PROJECT COST 890,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
189 MCAS Land 800,000$ 890,000$
-$
-$
-$
TOTAL 800,000$ -$ -$ -$ -$ -$ 890,000$
Expenditure
Design 90,000$
Right-of-Way -$
Construction 800,000$ 800,000$
TOTAL 800,000$ -$ -$ -$ -$ -$ 890,000$
Funding Sources
189 MCAS Land
* Estimate FY 21-22 year-end
Land Sale Proceeds
90,000$
90,000$
90,000$
MAP PHOTO
Expenses To
6/30/2022*
90,000$
Construct a 1 acre dog park within Tustin Legacy Park.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
PROJECT NAME Dog Park at Tustin Legacy Park
PROJECT MANAGER Chad W. Clanton
LOCATION Tustin Legacy Park
DESCRIPTION
Page 21 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 1,000,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD 100,000$ 900,000$ 1,000,000$
-$
-$
-$
TOTAL 100,000$ 900,000$ -$ -$ -$ -$ 1,000,000$
Expenditure
Design 100,000$ 100,000$
Right-of-Way -$
Construction 900,000$ 900,000$
TOTAL 100,000$ 900,000$ -$ -$ -$ -$ 1,000,000$
Funding Sources
131 PD Park Development Fund
* Estimate FY 21-22 year-end
Replacement of irrigation and turf and improve drainage for the multi-purpose field area, soccer fields #1 and #2 at Tustin Sports Park.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
PROJECT NAME Sports Park Turf Renovation
PROJECT MANAGER Chad Clanton
LOCATION Tustin Sports Park
DESCRIPTION
-$
MAP PHOTO
Expenses To
6/30/2022*
-$
-$
Page 22 of 92
PROJECT NO. 20090
TOTAL PROJECT COST 4,925,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD 175,000$ 200,000$
000 UF 4,725,000$ 4,725,000$
-$
-$
TOTAL 175,000$ 4,725,000$ -$ -$ -$ -$ 4,925,000$
Expenditure
Design 175,000$ 200,000$
Right-of-Way -$
Construction -$ 4,725,000$ 4,725,000$
TOTAL 175,000$ 4,725,000$ -$ -$ -$ -$ 4,925,000$
Funding Sources
131 PD
000 UF
* Estimate FY 21-22 year-end
25,000$
25,000$
Park Development Fund
Unfunded
25,000$
MAP PHOTO
Expenses To
6/30/2022*
25,000$
Project includes replacement of irrigation, landscaping, and turf and drainage improvements. The existing playground for 2-5 year-olds
will be replaced and will include playground equipment, surfacing, and a shade structure. Design to be completed up front to position the
project for shovel ready grant opportunities, special funds, and/or future park development fees.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
PROJECT NAME Centennial Park Improvements
PROJECT MANAGER Jason Churchill
LOCATION Centennial Park
DESCRIPTION
Page 23 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 350,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD 350,000$ 350,000$
-$
-$
-$
TOTAL 350,000$ -$ -$ -$ -$ -$ 350,000$
Expenditure
Design -$
Right-of-Way -$
Construction 350,000$ 350,000$
TOTAL 350,000$ -$ -$ -$ -$ -$ 350,000$
Funding Sources
131 PD
* Estimate FY 21-22 year-end
Replace the existing playground equipment and surfacing at Pioneer Road Park.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
PROJECT NAME Pioneer Road Park Playground Renovation
PROJECT MANAGER Chad Clanton
LOCATION Pioneer Road Park
DESCRIPTION
-$
MAP PHOTO
Expenses To
6/30/2022*
-$
Park Development Fund
Page 24 of 92
PROJECT NO. 20062
TOTAL PROJECT COST 400,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD -$ 400,000$ 400,000$
-$
-$
-$
TOTAL -$ -$ 400,000$ -$ -$ -$ 400,000$
Expenditure
Design -$ 50,000$ 50,000$
Right-of-Way -$
Construction -$ 350,000$ 350,000$
TOTAL -$ -$ 400,000$ -$ -$ -$ 400,000$
Funding Sources
131 PD Park Development Fund
* Estimate FY 21-22 year-end
-$
-$
-$
MAP PHOTO
Expenses To
6/30/2022*
Renovation of softball diamonds #1 and #3 at Tustin Sports Park.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
PROJECT NAME Sports Park Field Diamonds 1 &3
PROJECT MANAGER Chad Clanton
LOCATION Tustin Sports Park
DESCRIPTION
Page 25 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 300,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD -$ 300,000$ 300,000$
-$
-$
-$
TOTAL -$ -$ -$ 300,000$ -$ -$ 300,000$
Expenditure
Design -$ -$
Right-of-Way -$
Construction -$ 300,000$ 300,000$
TOTAL -$ -$ -$ 300,000$ -$ -$ 300,000$
Funding Sources
131 PD Park Development Fund
-$
-$
-$
MAP PHOTO
Expenses To
6/30/2022*
Remove and replace playground at Camino Real Park.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilties
PROJECT NAME Camino Real Playground Renovation
PROJECT MANAGER Marilyn Buescher
LOCATION Camino Real Playground
DESCRIPTION
Page 26 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 700,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD -$ 700,000$ 700,000$
-$
-$
-$
TOTAL -$ -$ -$ -$ 700,000$ -$ 700,000$
Expenditure
Design -$
Right-of-Way -$ 700,000$ 700,000$
Construction -$
TOTAL -$ -$ -$ -$ 700,000$ -$ 700,000$
Funding Sources
131 PD
* Estimate FY 21-22 year-end
-$
Park Development Fund
-$
-$
MAP PHOTO
TBD
Expenses To
6/30/2022*
The Community Services Commission is interested in acquiring any available acreage as parkland to serve the residents of southwest
Tustin.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Park Facilities
PROJECT NAME Southwest Park Site Acquisition
PROJECT MANAGER Chad Clanton
LOCATION TBD
DESCRIPTION
Page 27 of 92
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29
of
92
PROJECT NO. 10085
TOTAL PROJECT COST 132,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD 132,000$
-$
-$
-$
TOTAL -$ -$ -$ -$ -$ -$ 132,000$
Expenditure
Design 12,000$
Right-of-Way -$
Construction 120,000$
TOTAL -$ -$ -$ -$ -$ -$ 132,000$
Funding Sources
131 PD
* Estimate FY 21-22 year-end
12,000$
120,000$
132,000$
Park Development Fund
132,000$
MAP PHOTO
Expenses To
6/30/2022*
132,000$
Convert the north end of the TFYC parking lot to a programmable courtyard space to accommodate the growth of the programs at the
facility.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Public Facilities
PROJECT NAME Tustin Family & Youth Center Courtyard
PROJECT MANAGER Marilyn Buescher
LOCATION Tustin Family & Youth Center
DESCRIPTION
Page 30 of 92
PROJECT NO. 10032
TOTAL PROJECT COST 7,022,118$
22/23 CT Gym HVAC Replacement $250,000
23/24 CT Gym Operable Wall Replacement $500,000
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
200 GF-CIP 250,000$ 500,000$ 6,572,812$
301 WCF -$ 165,708$
134 Asset -$ 246,067$
133 AB2766 -$ 37,531$
TOTAL 250,000$ 500,000$ -$ -$ -$ -$ 7,022,118$
Expenditure
Design -$
Right-of-Way -$
Construction 250,000$ 500,000$ 7,022,118$
TOTAL 250,000$ 500,000$ -$ -$ -$ -$ 7,022,118$
Funding Sources
200 GF-CIP
301 WCF
134 Asset
133 AB2766
* Estimate FY 21-22 year-end
PROJECT CATEGORY
PROJECT NAME
City of Tustin
Project Detail Sheet
Capital Improvement Program
6,272,118$
MAP PHOTO
Various Locations
LOCATION
Public Facilities
Annual Major Building Maintenance
Jason ChurchillPROJECT MANAGER
Expenses To
6/30/2022*
5,822,812$
DESCRIPTION
Various
165,708$
246,067$
37,531$
6,272,118$
General Fund - Capital Improvement Program
Water Capital Fund
Asset Forfeiture Fund
AB2766 Motor Vehicle Funds
6,272,118$
Page 31 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 6,250,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
200 GF-CIP 250,000$ 5,500,000$ 5,750,000$
-$
-$
500,000$ 500,000$
TOTAL 250,000$ 500,000$ 5,500,000$ -$ -$ -$ 6,250,000$
Expenditure
Design 150,000$ 500,000$ 500,000$ 1,150,000$
Right-of-Way -$
Construction 100,000$ 5,000,000$ 5,100,000$
TOTAL 250,000$ 500,000$ 5,500,000$ -$ -$ -$ 6,250,000$
Funding Sources
200 GF-CIP
* Estimate FY 21-22 year-end
General Fund - Capital Improvement Program
-$
-$
-$
-$
-$
6/30/2022*
PROJECT MANAGER Thao Nguyen / Jason Churchill
LOCATION 300 Centennial Way
DESCRIPTION
MAP PHOTO
Expenses To
Design, preparation of plans and specifications, bid, and construction of long-term and short-term improvements. Conduct space study/needs assessment
for the Police Department. Short term improvements include: improving the evidence booking room, remodel Watch Commanders Office to
accommodate an additional work station, remodel men’s and women’s locker rooms to better accommodate growing staff needs, remodel and improve
report writing room for greater comfort and efficiency for officers, remodel sally port area to improve process of booking suspects, add storage
equipment, and provide necessary supplies for officers. Long term improvements to be determined in the space study/needs assessment.
PROJECT NAME Police Department Improvements
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Public Facilities
Page 32 of 92
PROJECT NO. 10069
TOTAL PROJECT COST 1,800,157$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
184 Equip Repl 1,475,000$ 1,800,157$
-$
-$
TOTAL 1,475,000$ -$ -$ -$ -$ -$ 1,800,157$
Expenditure
Design -$ 325,157$
Right-of-Way -$
Construction 1,475,000$ 1,475,000$
TOTAL 1,475,000$ -$ -$ -$ -$ -$ 1,800,157$
Funding Sources
184 Equip Repl
200 GF-CIP
* Estimate FY 21-22 year-end
325,157$
325,157$
Equipment Replacement Fund
General Fund - Capital Improvement Program
325,157$
MAP PHOTO
Expenses To
6/30/2022*
325,157$
To install a 500kW / 625kVa or equivalent, emergency standby diesel driven generator complete with fuel capacity for 24 hour run time.
The installation shall include electrical construction that reflects the addition of the generator, all associated underground feeders and
electrical distribution equipment. The new generator will be moved from its present location to the a new exterior sound attenuated
enclosure located at the rear of City Hall adjacent to the parking structure. The old generator location will be upgraded with new switch
gear for the new generator. Security gates will be installed adjacent to the generators location.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Public Facilities
PROJECT NAME Civic Center Alternate Power Source
PROJECT MANAGER Jason Churchill
LOCATION 300 Centennial Way
DESCRIPTION
Page 33 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 830,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
200 GF-CIP 600,000$ 600,000$
139 M2-FS 230,000$
-$
-$
TOTAL 830,000$ -$ -$ -$ -$ -$ 600,000$
Expenditure
Design 130,000$ 130,000$
Right-of-Way -$
Construction 700,000$ 700,000$
TOTAL 830,000$ -$ -$ -$ -$ -$ 830,000$
Funding Sources
200 GF-CIP
139 M2-FS
* Estimate FY 21-22 year-end
General Fund - Capital Improvement Program
Measure M2 - Fairshare
-$
-$
6/30/2022*
PROJECT MANAGER Jason Churchill
LOCATION 15545 Lansdowne Road
DESCRIPTION
Design and construct improvements for facility based on needs of the Police Department and Park & Recreation Department.
MAP PHOTO
Expenses To
PROJECT NAME Police Substation & Recreation Annex
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Public Facilities
Page 34 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 550,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
131 PD -$ 50,000$ 500,000$ 550,000$
-$
-$
TOTAL -$ -$ 50,000$ 500,000$ -$ -$ 550,000$
Expenditure
Design 50,000$ 50,000$
Right-of-Way -$ -$
Construction 500,000$ 500,000$
TOTAL -$ -$ 50,000$ 500,000$ -$ -$ 550,000$
Funding Sources
131 PD
* Estimate FY 21-22 year-end
PROJECT NAME Tustin Area Senior Center Expansion
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Public Facities
6/30/2022*
PROJECT MANAGER Chad Clanton
LOCATION Tustin Area Senior Center
DESCRIPTION
Expand the senior center to include additional indoor programmable space (i.e. classsrooms and fitness center) as identified in the Senior
Center Needs Assessment (2017).
MAP PHOTO
Expenses To
-$
-$
-$
Park Development Fund
Page 35 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 850,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
000 UF -$ 450,000$ 450,000$
131 PD 400,000$ 400,000$
-$
-$
TOTAL -$ -$ -$ -$ 850,000$ -$ 850,000$
Expenditure
Design -$
Right-of-Way -$ 850,000$ 850,000$
Construction -$
TOTAL -$ -$ -$ -$ 850,000$ -$ 850,000$
Funding Sources
000 UF
131 PD
* Estimate FY 21-22 year-end
-$
-$
Uncertain Funding
Park Development Fund
-$
MAP PHOTO
Expenses To
6/30/2022*
Acquisition of additional property for the Tustin Family & Youth Center.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Public Facilities
PROJECT NAME Tustin Family & Youth Center Expansion
PROJECT MANAGER Chad Clanton
LOCATION Tustin Family & Youth Center
DESCRIPTION
Page 36 of 92
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92
PROJECT NO. 40086
TOTAL PROJECT COST 43,847$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 3,323$ 43,847$
-$
-$
-$
TOTAL 3,323$ -$ -$ -$ -$ -$ 43,847$
Expenditure
Design -$ 10,038$
Right-of-Way -$
Construction 3,323$ 33,810$
TOTAL 3,323$ -$ -$ -$ -$ -$ 43,847$
Funding Sources
139 M2-FS
* Estimate FY 21-22 year-end
10,038$
30,487$
40,524$
Measure M2 Fair Share
40,524$
MAP PHOTO
Expenses To
6/30/2022*
40,524$
This project was developed in collaboration with the OCTA as lead agency and the County of Orange and Cities of Santa Ana, Garden
Grove, Westminster and Seal Beach in competition for Measure M2 funds under the OCTA Traffic Signal Synchronization Project
(Project P). Provide design and implementation of traffic signal coordination along Seventeenth Street, including installation of traffic
signal controllers and fiber optic interconnect.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Traffic Control Facilities
PROJECT NAME Signal Synchronization
PROJECT MANAGER Krys Saldivar
LOCATION Seventeenth Street
DESCRIPTION
Page 39 of 92
PROJECT NO. 40093
TOTAL PROJECT COST 255,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 214,496$ 255,000$
-$
-$
-$
TOTAL 214,496$ -$ -$ -$ -$ -$ 255,000$
Expenditure
Design 9,496$ 50,000$
Right-of-Way -$ -$
Construction 205,000$ 205,000$
TOTAL 214,496$ -$ -$ -$ -$ -$ 255,000$
Funding Sources
139 M2-FS
* Estimate FY 21-22 year-end
Project submitted to OCTA under the Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance
traffic flow and reduce congestion and delay on arterial roadways. Provide studies, install new signal equipment and implement new
timing to synchronize signals on Red Hill Avenue.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Traffic Control Facilities
PROJECT NAME Signal Synchronization
PROJECT MANAGER Krys Saldivar
LOCATION Red Hill Avenue
DESCRIPTION
40,504$
MAP PHOTO
Expenses To
6/30/2022*
40,504$
40,504$
40,504$
Measure M2 Fair Share
Page 40 of 92
PROJECT NO. 40088
TOTAL PROJECT COST 143,290$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 15,564$ 143,290$
-$
-$
-$
TOTAL 15,564$ -$ -$ -$ -$ -$ 143,290$
Expenditure
Design -$ 23,290$
Right-of-Way -$
Construction 15,564$ 120,000$
TOTAL 15,564$ -$ -$ -$ -$ -$ 143,290$
Funding Sources
139 M2-FS
* Estimate FY 21-22 year-end
PROJECT NAME Signal Synchronization
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Traffic Control Facilities
6/30/2022*
PROJECT MANAGER Krys Saldivar
LOCATION Edinger Avenue/Irvine Center Drive
DESCRIPTION
This project was developed in collaboration with the City of Irvine. Project was approved by OCTA Board in April 2016 under the
Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce congestion and
delay on arterial roadways. Provide studies, install new signal equipment and implement new timing to synchronize signals on Edinger
Avenue/Irvine Center Drive between Newport Avenue in Tustin and Protocol Street in Irvine.
MAP PHOTO
Expenses To
127,726$
127,726$
127,726$
23,290$
104,436$
Measure M2 Fair Share
Page 41 of 92
PROJECT NO. 40089
TOTAL PROJECT COST 276,619$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 4,000$ 276,619$
-$
-$
-$
TOTAL 4,000$ -$ -$ -$ -$ -$ 276,619$
Expenditure
Design -$ 252,315$
Right-of-Way -$
Construction 4,000$ 24,304$
TOTAL 4,000$ -$ -$ -$ -$ -$ 276,619$
Funding Sources
139 M2-FS
* Estimate FY 21-22 year-end
PROJECT NAME Signal Synchronization
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Traffic Control Facilities
6/30/2022*
PROJECT MANAGER Krys Saldivar
LOCATION Tustin Ranch Road/Von Karman Avenue
DESCRIPTION
This project was developed in collaboration with the City of Irvine. Project was approved by OCTA Board in April 2016 under the
Regional Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce congestion and
delay on arterial roadways. Provide studies, install new signal equipment and implement new timing to synchronize signals on Tustin
Ranch Road/VonKarman Avenue between Pioneer Road in Tustin and Campus Drive in Irvine.
MAP PHOTO
Expenses To
272,619$
272,619$
272,619$
252,315$
20,304$
Measure M2 Fair Share
Page 42 of 92
PROJECT NO. 40094
TOTAL PROJECT COST 200,615$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 200,000$ 200,615$
-$
-$
-$
TOTAL 200,000$ -$ -$ -$ -$ -$ 200,615$
Expenditure
Design 200,000$ 200,615$
Right-of-Way -$
Construction -$ -$
TOTAL 200,000$ -$ -$ -$ -$ -$ 200,615$
Funding Sources
139 M2-FS
* Estimate FY 21-22 year-end
PROJECT NAME Signal Synchronization
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Traffic Control Facilities
6/30/2022*
PROJECT MANAGER Krys Saldivar
LOCATION First Street
DESCRIPTION
This project was developed in collaboration with the Cities of Huntington Beach, Westminster, and Santa Ana and the County of Orange
with OCTA leading due to the many jurisdictions involved. Project was approved by OCTA Board in April 2021 under the Regional
Traffic Signal Synchronization Program (Project P). The goal of Project P is to enhance traffic flow and reduce congestion and delay on
arterial roadways. Project involves providing studies, installing new signal equipment including improved communications via fiber optic
cable and implementing new timing to synchronize signals on First Street between Tustin Avenue and Newport Avenue in Tustin.
MAP PHOTO
Expenses To
615$
615$
615$
615$
Measure M2 Fair Share
Page 43 of 92
PROJECT NO. 40095
TOTAL PROJECT COST 50,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 45,000$ 50,000$
-$
-$
-$
TOTAL 45,000$ -$ -$ -$ -$ -$ 50,000$
Expenditure
Design 45,000$ 50,000$
Right-of-Way -$
Construction -$ -$
TOTAL 45,000$ -$ -$ -$ -$ -$ 50,000$
Funding Sources
139 M2-FS
* Estimate FY 21-22 year-end
Measure M2 Fair Share
5,000$
5,000$
5,000$
5,000$
-$
6/30/2022*
PROJECT MANAGER Krys Saldivar
LOCATION Tustin Avenue
DESCRIPTION
MAP PHOTO
Expenses To
This project is in collaboration with the Cities of Orange, Anaheim, Placentia, Santa Ana and Yorba Linda with the City of Orange as the lead. Work will
be performed under the Orange County Transportation Authority (OCTA) Competitive Measure M2 Regional Traffic Signal Synchronization Program
(Project P). Within the City of Tustin, the project includes the existing traffic signals on Tustin Avenue at First Street. Because of the proximity and the
key role in optimal traffic flow along Tustin Avenue specifically at the Santa Ana intersection of Tustin Avenue and Fourth Street, the Fourth
Street/Irvine Boulevard interchange with SR-55 Freeway (northbound ramps), have been identified as part of the project as well as the intersection of
Yorba Street at Irvine Boulevard both of which are in the City of Tustin.
PROJECT NAME Signal Synchronization
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Traffic Control Facilities
Page 44 of 92
PROJECT NO. 40087
TOTAL PROJECT COST 4,337,089$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 50,000$ 238,393$
133 AB2766 -$ 198,000$
100 GF -$ 696$
189 MCAS Land 3,900,000$ 3,900,000$
TOTAL 3,950,000$ -$ -$ -$ -$ -$ 4,337,089$
Expenditure
Design 50,000$ 434,726$
Right-of-Way -$ -$
Construction 3,900,000$ 3,902,363$
TOTAL 3,950,000$ -$ -$ -$ -$ -$ 4,337,089$
Funding Sources
100 GF
139 M2-FS
133 AB2766
189 MCAS Land Land Sale Proceeds
* Estimate FY 21-22 year-end
Measure M2 Fair Share
CA Motor Vehicle Subvention Program
General Fund
384,726$
2,363$
387,089$
188,393$
198,000$
387,089$
696$
6/30/2022*
PROJECT MANAGER Eric Johnson
LOCATION Main Street and El Camino Real
DESCRIPTION
MAP PHOTO
Expenses To
Public improvements on Main Street between Newport Avenue and Prospect Avenue including installation of raised landscaped medians,
narrowing of curb-to-curb street width, traffic striping with addition of buffered Class II bike lanes and sharrows, enhanced parkway
landscaping, widening of sidewalks, reconstruction of library driveway to align with Tustin Plaza driveway, installation of street furniture,
and installation of a gateway arch sign spanning the street. In-pavement lighted crosswalks to be installed on Main St. at C Street,
Prospect Avenue, and library driveway.
PROJECT NAME Main Street Improvements
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Traffic Control Facilities
Page 45 of 92
PROJECT NO. 40080
TOTAL PROJECT COST 1,699,443$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ 1,601,680$
138 Measure M 97,763$
-$
-$
TOTAL 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ -$ 1,699,443$
Expenditure
Design -$
Right-of-Way -$
Construction 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ 1,699,443$
TOTAL 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ -$ 1,699,443$
Funding Sources
139 M2-FS
138 Measure M
* Estimate FY 21-22 year-end
899,443$
899,443$
Measure M2 Fair Share
Measure M
899,443$
MAP PHOTO
Citywide
Expenses To
6/30/2022*
801,680$
97,763$
Upgrades or replacement of aging traffic signal equipment at various locations throughout the city.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Traffic Control Facilities
PROJECT NAME Traffic Signal Equipment
PROJECT MANAGER Krys Saldivar
LOCATION Citywide
DESCRIPTION
Page 46 of 92
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49
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92
PROJECT NO. 70249
TOTAL PROJECT COST 1,752,883$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
130 GT -$ 736$
139 M2-FS -$ 1,752,147$
-$
-$
TOTAL -$ -$ -$ -$ -$ -$ 1,752,883$
Expenditure
Design -$
Right-of-Way -$
Construction -$ 1,752,883$
TOTAL -$ -$ -$ -$ -$ -$ 1,752,883$
Funding Sources
130 GT
139 M2-FS
* Estimate FY 21-22 year-end
Gas Tax
Measure M2 - Fair Share
1,752,883$
736$
1,752,147$
1,752,883$
6/30/2022*
PROJECT MANAGER Eric Johnson
LOCATION SR55 On Ramp and Edinger Avenue
DESCRIPTION
Roadway and median improvements completed near Schools First campus. City to reimburse Schools First.
MAP PHOTO
Expenses To
1,752,883$
PROJECT NAME Del Amo/Newport Improvements
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
Page 50 of 92
PROJECT NO. 70020
TOTAL PROJECT COST 2,770,746$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS -$ 910,000$
200 GF-CIP -$ 1,860,746$
TOTAL -$ -$ -$ -$ -$ -$ 2,770,746$
Expenditure
Design 237,857$
Right-of-Way -$
Construction -$ 2,532,889$
TOTAL -$ -$ -$ -$ -$ -$ 2,770,746$
Funding Sources
139 M2-FS Measure M2 Fair Share
200 GF-CIP General Fund - Capital Improvement Projects
* Estimate FY 21-22 year-end
2,532,889$
2,770,746$
2,770,746$
MAP PHOTO
Expenses To
6/30/2022*
910,000$
1,860,746$
237,857$
The City is divided into seven pavement maintenance zones. Every year street rehabilitation occurs in one zone. Through a rolling seven year cycle, this
program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and
all non-MPAH roadways every six years. Funding for construction of this project is as follows: Pavement Rehabilitation and County Shared Roads
($1,700,000 - GF-CIP and $150,000 - M2 Fair Share), City-wide Street Striping and Markings Program ($255,000 - M2 Fair Share), City-wide Sidewalk
Repair Program ($250,000 - M2 Fair Share), Street and Alley Repair Program ($60,000 - M2 Fair Share), and bridge deck maintenance per annual State
recommendations ($195,000 - M2 Fair Share).
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Annual Pavement Maintenance 20/21 MOE
PROJECT MANAGER Joann Wu
LOCATION Pavement - Zone 2 Sidewalk - Citywide
DESCRIPTION
Page 51 of 92
PROJECT NO. 70252
TOTAL PROJECT COST 528,160$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
130 GT -$ 42,706$
139 M2-FS 485,454$
-$
-$
TOTAL -$ -$ -$ -$ -$ -$ 528,160$
Expenditure
Design -$ 42,706$
Right-of-Way -$
Construction -$ 485,454$
TOTAL -$ -$ -$ -$ -$ -$ 528,160$
Funding Sources
130 GT
139 M2-FS
* Estimate FY 21-22 year-end
Gas Tax
Measure M2 - Fairshare
528,160$
42,706$
42,706$
485,454$
485,454$
6/30/2022*
PROJECT MANAGER Eric Johnson
LOCATION At Bryan Avenue
DESCRIPTION
Reconstruction of medians on Red Hill and Bryan Avenues to lengthen turn pockets and replace turf that can no longer be irrigated with
potable water.
MAP PHOTO
Expenses To
528,160$
PROJECT NAME Red Hill Median Improvements
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
Page 52 of 92
PROJECT NO. 70021
TOTAL PROJECT COST 3,227,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 927,000$ 1,527,000$
200 GF-CIP 1,700,000$ 1,700,000$
TOTAL 2,627,000$ -$ -$ -$ -$ -$ 3,227,000$
Expenditure
Design 200,000$
Right-of-Way -$
Construction 2,627,000$ 3,027,000$
TOTAL 2,627,000$ -$ -$ -$ -$ -$ 3,227,000$
Funding Sources
139 M2-FS Measure M2 Fair Share
200 GF-CIP General Fund - Capital Improvement Projects
* Estimate FY 21-22 year-end
400,000$
600,000$
600,000$
MAP PHOTO
Expenses To
6/30/2022*
600,000$
200,000$
The City is divided into seven pavement maintenance zones. Every year street rehabilitation occurs in one zone. Through a rolling seven year cycle, this
program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and
all non-MPAH roadways every six years. Funding for construction of this project is as follows: Pavement Rehabilitation ($1,700,000 - GF-CIP), City-
wide Street Striping and Markings Program ($255,000 - M2 Fair Share), City-wide Sidewalk Repair Program ($200,000 - M2 Fair Share), Street and
Alley Repair Program ($60,000 - M2 Fair Share), City's portion of County rehabilitation of shared roads ($200,000 - M2 Fair Share), and bridge deck
maintenance per annual State recommendations ($195,000 - M2 Fair Share).
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Annual Pavement Maintenance 21/22 MOE
PROJECT MANAGER Joann Wu
LOCATION Pavement - Zone 3 Sidewalk - Citywide
DESCRIPTION
Page 53 of 92
PROJECT NO. 70022
TOTAL PROJECT COST 2,610,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS 910,000$ 910,000$
200 GF-CIP -$ 1,700,000$ 1,700,000$
TOTAL 910,000$ 1,700,000$ -$ -$ -$ -$ 2,610,000$
Expenditure
Design 400,000$ 400,000$
Right-of-Way -$
Construction 510,000$ 1,700,000$ 2,210,000$
TOTAL 910,000$ 1,700,000$ -$ -$ -$ -$ 2,610,000$
Funding Sources
139 M2-FS Measure M2 Fair Share
200 GF-CIP General Fund - Capital Improvement Projects
* Estimate FY 21-22 year-end
-$
MAP PHOTO
Expenses To
6/30/2022*
-$
The City is divided into seven pavement maintenance zones. Every year street rehabilitation occurs in one zone. Through a rolling seven year cycle, this
program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and
all non-MPAH roadways every six years. Funding for construction of this project is as follows: Pavement Rehabilitation ($1,700,000 - GF-CIP), City-
wide Street Striping and Markings Program ($255,000 - M2 Fair Share), City-wide Sidewalk Repair Program ($200,000 - M2 Fair Share), Street and
Alley Repair Program ($60,000 - M2 Fair Share), City's portion of County rehabilitation of shared roads ($200,000 - M2 Fair Share), and bridge deck
maintenance per annual State recommendations ($195,000 - M2 Fair Share).
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Annual Pavement Maintenance 22/23 MOE
PROJECT MANAGER Joann Wu
LOCATION Pavement - Zone 4 Sidewalk - Citywide
DESCRIPTION
Page 54 of 92
PROJECT NO. 70023
TOTAL PROJECT COST 2,610,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
139 M2-FS -$ 910,000$ 910,000$
200 GF-CIP -$ 1,700,000$ 1,700,000$
TOTAL -$ 910,000$ 1,700,000$ -$ -$ -$ 2,610,000$
Expenditure
Design 200,000$ 200,000$
Right-of-Way -$
Construction -$ 710,000$ 1,700,000$ 2,410,000$
TOTAL -$ 910,000$ 1,700,000$ -$ -$ -$ 2,610,000$
Funding Sources
139 M2-FS Measure M2 Fair Share
200 GF-CIP General Fund - Capital Improvement Projects
* Estimate FY 21-22 year-end
The City is divided into seven pavement maintenance zones. Every year street rehabilitation occurs in one zone. Through a rolling seven year cycle, this
program maintains the integrity of City streets. The City maintains a Pavement Management System (PMS) for all MPAH roadways every two years and
all non-MPAH roadways every six years. Funding for construction of this project is as follows: Pavement Rehabilitation ($1,700,000 - GF-CIP), City-
wide Street Striping and Markings Program ($255,000 - M2 Fair Share), City-wide Sidewalk Repair Program ($200,000 - M2 Fair Share), Street and
Alley Repair Program ($60,000 - M2 Fair Share), City's portion of County rehabilitation of shared roads ($200,000 - M2 Fair Share), and bridge deck
maintenance per annual State recommendations ($195,000 - M2 Fair Share).
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Annual Pavement Maintenance 22/23 MOE
PROJECT MANAGER Joann Wu
LOCATION Pavement - Zone 5 Sidewalk - Citywide
DESCRIPTION
MAP PHOTO
Expenses To
6/30/2022*
-$
-$
Page 55 of 92
PROJECT NO. 70244
TOTAL PROJECT COST 1,200,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
140 SB 1 720,835$ 1,200,000$
-$
-$
-$
TOTAL 720,835$ -$ -$ -$ -$ -$ 1,200,000$
Expenditure
Design -$ 79,165$
Right-of-Way -$
Construction 720,835$ 1,120,835$
TOTAL 720,835$ -$ -$ -$ -$ -$ 1,200,000$
Funding Sources
140 SB 1
* Estimate FY 21-22 year-end
Senate Bill 1
79,165$
-$
400,000$
479,165$
479,165$
MAP PHOTO
Expenses To
6/30/2022*
479,165$
Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb & gutter, ramp reconstruction, cold
plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Newport Avenue Rehabilitation
PROJECT MANAGER Eric Johnson
LOCATION I-5 Freeway to Holt Avenue
DESCRIPTION
Page 56 of 92
PROJECT NO. 70245
TOTAL PROJECT COST 900,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
140 SB1 470,835$ 900,000$
-$
-$
-$
TOTAL 470,835$ -$ -$ -$ -$ -$ 900,000$
Expenditure
Design -$ 79,165$
Right-of-Way -$ -$
Construction 470,835$ 820,835$
TOTAL 470,835$ -$ -$ -$ -$ -$ 900,000$
Funding Sources
140 SB 1
* Estimate FY 21-22 year-end
Senate Bill 1
79,165$
350,000$
429,165$
429,165$
MAP PHOTO
Expenses To
6/30/2022*
429,165$
Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb & gutter, ramp reconstruction, cold
plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Newport Avenue Rehabilitation
PROJECT MANAGER Eric Johnson
LOCATION I-5 Freeway to Sycamore Avenue
DESCRIPTION
Page 57 of 92
PROJECT NO. 70254
TOTAL PROJECT COST 1,000,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
200 GF-CIP -$ 200,000$
189 MCAS Land 735,000$ 800,000$
-$
-$
TOTAL 735,000$ -$ -$ -$ -$ 1,000,000$
Expenditure
Design 60,000$ 325,000$
Right-of-Way -$
Construction 675,000$ 675,000$
TOTAL 735,000$ -$ -$ -$ -$ 1,000,000$
Funding Sources
200 GF-CIP
189 MCAS Land
* Estimate FY 21-22 year-end
General Fund - Capital Improvement Program
265,000$
265,000$
Land Sale Proceeds
265,000$
MAP PHOTO
Various Locations
Expenses To
6/30/2022*
200,000$
65,000$
Utilizing the Downtown Community Core Specific Plan as a guide, design and construct enhancements to improve outdoor connectivity,
mobility, walkability, traffic calming and way finding within the public right-of-way, with emphasis on safety and circulation.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Old Town Improvements
PROJECT MANAGER Mark Khudadatov
LOCATION El Camino Real / Main Street
DESCRIPTION
Page 58 of 92
PROJECT NO. 70236
TOTAL PROJECT COST 2,561,905$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
200 GF-CIP 845,325$
130 GT 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 400,000$ 1,716,580$
-$
-$
TOTAL 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 400,000$ 2,561,905$
Expenditure
Design -$
Right-of-Way -$
Construction 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 400,000$ 2,561,905$
TOTAL 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 400,000$ 2,561,905$
Funding Sources
200 GF-CIP
130 GT
* Estimate FY 21-22 year-end
General Fund - Capital Improvement Projects
Gas Tax
1,161,905$
845,325$
316,580$
1,161,905$
6/30/2022*
PROJECT MANAGER Krys Saldivar
LOCATION Citywide
DESCRIPTION
Reconstruction of pedestrian infrastructure and installation of equipment to make pedestrian travel through the city more accessible to
person's with disabilities in the community.
MAP PHOTO
Various Locations
Expenses To
1,161,905$
PROJECT NAME Citywide Pedestrian ADA Improvements
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
Page 59 of 92
PROJECT NO. 70220
TOTAL PROJECT COST 1,600,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
140 SB 1 1,600,000$ 1,600,000$
-$
-$
-$
TOTAL 1,600,000$ -$ -$ -$ -$ -$ 1,600,000$
Expenditure
Design 100,000$ 100,000$
Right-of-Way -$
Construction 1,500,000$ 1,500,000$
TOTAL 1,600,000$ -$ -$ -$ -$ -$ 1,600,000$
Funding Sources
140 SB 1
* Estimate FY 21-22 year-end
Senate Bill 1
-$
-$
-$
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION San Juan Street to City Limit
DESCRIPTION
Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb & gutter, ramp reconstruction, cold
plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping. The lighted crosswalk at Olwyn Drive will be
reconstructed.
MAP PHOTO
Expenses To
-$
PROJECT NAME Red Hill Avenue Rehabilitation
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
Page 60 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 1,050,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
140 SB 1 1,050,000$ 1,050,000$
-$
-$
-$
TOTAL 1,050,000$ -$ -$ -$ -$ -$ 1,050,000$
Expenditure
Design 50,000$ 50,000$
Right-of-Way -$ -$
Construction 1,000,000$ 1,000,000$
TOTAL 1,050,000$ -$ -$ -$ -$ -$ 1,050,000$
Funding Sources
140 SB 1
* Estimate FY 21-22 year-end
Senate Bill 1
-$
-$
MAP PHOTO
Expenses To
6/30/2022*
Removal and deep lift repairs of asphalt concrete pavement failure areas, repair of sidewalk and curb & gutter, ramp reconstruction, cold
plane, construction of asphalt concrete resurfacing, traffic loops, and traffic striping.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Red Hill Avenue Rehabilitation
PROJECT MANAGER To Be Determined
LOCATION Walnut Avenue to I-5 Freeway
DESCRIPTION
Page 61 of 92
PROJECT NO. 70255
TOTAL PROJECT COST 10,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
200 DEV 2,000$ 10,000$
-$
-$
-$
TOTAL 2,000$ -$ -$ -$ -$ -$ 10,000$
Expenditure
Design 2,000$ 10,000$
Right-of-Way -$
Construction -$
TOTAL 2,000$ -$ -$ -$ -$ -$ 10,000$
Funding Sources
200 DEV
* Estimate FY 21-22 year-end
Developer Contribution
8,000$
8,000$
8,000$
MAP PHOTO
Expenses To
6/30/2022*
8,000$
Coordination with Southern California Edison and property developer to underground existing overhead utilities.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Red Hill Avenue Utility Undergrounding
PROJECT MANAGER Eric Johnson
LOCATION El Camino Real to 230' North of San Juan
DESCRIPTION
Page 62 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 1,300,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
140 SB 1 100,000$ 1,200,000$ 1,300,000$
-$
-$
-$
TOTAL -$ 100,000$ 1,200,000$ -$ -$ -$ 1,300,000$
Expenditure
Design 100,000$ 100,000$
Right-of-Way -$
Construction 1,200,000$ 1,200,000$
TOTAL -$ 100,000$ 1,200,000$ -$ -$ -$ 1,300,000$
Funding Sources
140 SB1
* Estimate FY 21-22 year-end
Senate Bill 1
-$
-$
MAP PHOTO
Expenses To
6/30/2022*
Removal and deep lift repairs of asphalt concrete pavement failure areas, cold plane, construction of asphalt concrete resurfacing, traffic
loops, and traffic striping.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Maintenance
PROJECT NAME Jamboree Road Rehabilitation
PROJECT MANAGER To Be Determined
LOCATION Barranca Parkway to OCTA/SCRRA
DESCRIPTION
Page 63 of 92
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92
PROJECT NO. 70131
TOTAL PROJECT COST 55,700,493$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
120 CDBG -$ 98,808$
138 M-T -$ 219,892$
552 RDA-SC 4,354,774$
200 GF-CIP 2,019$
301 WCF 25,000$
000 UF 1,000,000$ 50,000,000$ 51,000,000$
TOTAL -$ -$ -$ -$ 1,000,000$ 50,000,000$ 55,700,493$
Expenditure
Design 1,000,000$ 3,536,585$
Right-of-Way 10,000,000$ 12,163,908$
Construction 40,000,000$ 40,000,000$
TOTAL -$ -$ -$ -$ 1,000,000$ 50,000,000$ 55,700,493$
Funding Sources
120 CDBG Community Development Block Grant 200 GF-CIP) General Fund-Capital Improvement Projects
138 M-T Measure M Turnback 301 WCF Water Capital Fund
552 RDA-SC Redevelopment Agency - South Central 000 UF Uncertain Funding
* Estimate FY 21-22 year-end
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Capacity
PROJECT NAME Newport Avenue Extension - Phase II
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION North of Edinger Avenue
DESCRIPTION
Extension of Newport Avenue from current terminus to south of Edinger Avenue including constructing the railroad underpass and the widening of
Newport Avenue from Tustin Grove Drive to Myrtle Avenue. Work also consists of realignment of flood control channel. The existing Newport Avenue
will be widened from Tustin Grove Drive to Myrtle Avenue to include 3 lanes in each direction, raised medians, sidewalks on both sides and outside
shoulders or bike lanes. Turn lanes will be provided on Newport at Tustin Grove Drive, Sycamore Avenue and Myrtle Avenue. Median and parkway
landscape will be incorporated and new signalized intersections along Newport Avenue at Edinger Avenue, Tustin Grove Drive and Sycamore Avenue.
Project is on hold until alternative sources of funding are identified.
MAP PHOTO
Expenses To
98,808$
219,892$
4,354,774$
2,019$
25,000$
4,700,493$
2,163,908$
4,700,493$
2,536,585$
Page 65 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 5,500,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
000 UF -$ 500,000$ 5,000,000$ 5,500,000$
-$
-$
-$
TOTAL -$ -$ -$ -$ 500,000$ 5,000,000$ 5,500,000$
Expenditure
Design 500,000$ 500,000$
Right-of-Way 2,000,000$ 2,000,000$
Construction 3,000,000$ 3,000,000$
TOTAL -$ -$ -$ -$ 500,000$ 5,000,000$ 5,500,000$
Funding Sources
000 UF Uncertain Funding
* Estimate FY 21-22 year-end
PROJECT NAME Valencia Avenue Widening
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Capacity
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION Between Newport and Red Hill Avenues
DESCRIPTION
Roadway widening and intersection improvements including acquisition of right-of-way to facilitate widening to augmented primary
arterial status. Valencia Avenue was restriped to 4-lanes with the Newport Avenue/SR55 Ramp Reconfiguration Project (CIP No.
70130). This project will complete the widening on both the north and south side of Valencia Avenue and include a landscaped median
and bicycle lanes. Project will include intersection improvements at Valencia/Red Hill to include northbound and southbound double
left turn lanes and a separate southbound right turn lane.
MAP PHOTO
Expenses To
-$
-$
Page 66 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 2,800,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
000 UF -$ 1,400,000$ 1,400,000$
200 DEV 1,400,000$ 1,400,000$
-$
-$
TOTAL -$ -$ -$ -$ -$ 2,800,000$ 2,800,000$
Expenditure
Design 400,000$ 400,000$
Right-of-Way -$
Construction 2,400,000$ 2,400,000$
TOTAL -$ -$ -$ -$ -$ 2,800,000$ 2,800,000$
Funding Sources
000 UF Uncertain Funding
200 DEV
* Estimate FY 21-22 year-end
Street widening to 6-lane major arterial standards. Developer contribution by The Irvine Company, as part of mitigation for Culver
Drive deletion north of Portola Parkway for planning areas 1, 2 and 7 in the City of Irvine in the amount of $1,400,000. The Irvine
Company to provide funds upon award of design contract.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Capacity
PROJECT NAME Jamboree Road Widening
PROJECT MANAGER To Be Determined
LOCATION Between Tustin Ranch Road and City Limit
DESCRIPTION
-$
MAP PHOTO
Expenses To
6/30/2022*
Developer Contribution
-$
Page 67 of 92
PROJECT NO. 70196
TOTAL PROJECT COST 1,100,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
000 UF -$ 1,100,000$ 1,100,000$
-$
-$
-$
TOTAL -$ -$ -$ -$ -$ 1,100,000$ 1,100,000$
Expenditure
Design 200,000$ 200,000$
Right-of-Way 100,000$ 100,000$
Construction 800,000$ 800,000$
TOTAL -$ -$ -$ -$ -$ 1,100,000$ 1,100,000$
Funding Sources
000 UF Uncertain Funding
* Estimate FY 21-22 year-end
Street widening on the easterly side of Red Hill Avenue within City boundary. Work consists of road widening and drainage
improvements.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Transportation Facilities Capacity
PROJECT NAME Red Hill Avenue Widening
PROJECT MANAGER To Be Determined
LOCATION Between Melvin Way and 200 feet southerly
DESCRIPTION
-$
MAP PHOTO
Expenses To
6/30/2022*
-$
Page 68 of 92
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92
PROJECT NO. 70246
TOTAL PROJECT COST 4,829,830$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
187 MCAS Fee -$ 324,853$
434 CFD 06-1 -$ 330,221$
443 CFD 14-1 -$ 4,111,987$
200 IRWD Reimb -$ 62,769$
TOTAL -$ -$ -$ -$ -$ -$ 4,829,830$
Expenditure
Design 408,521$
Right-of-Way -$
Construction 4,421,309$
TOTAL -$ -$ -$ -$ -$ -$ 4,829,830$
Funding Sources
187 MCAS Fee MCAS Backbone Fees
434 CFD 06-1 Community Facilities District 06-1
443 CFD 14-1 Community Facilities District 14-1
200 IRWD Reimb IRWD Reimbursement
* Estimate FY 21-22 year-end
PROJECT NAME Neighborhood D South Phase 1 Backbone
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Tustin Legacy Facilities
6/30/2022*
PROJECT MANAGER Ken Nishikawa
LOCATION Tustin Ranch Road/Warner/Barranca/Armstrong
DESCRIPTION
Design and construction of backbone infrastruction in the area generally bounded by Tustin Ranch Road, Warner Avenue, Barranca
Parkway, and Armstrong Avenue. This project is part of the Tustin Legacy Backbone Infrastructure Program.
MAP PHOTO
Expenses To
4,829,830$
324,853$
330,221$
4,829,830$
408,521$
4,421,309$
4,111,987$
62,769$
Page 71 of 92
PROJECT NO. 70250
TOTAL PROJECT COST 7,089,068$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
189 MCAS Land -$ 7,089,068$
-$
-$
-$
TOTAL -$ -$ -$ -$ -$ -$ 7,089,068$
Expenditure
Design 721,230$
Right-of-Way -$
Construction -$ 6,367,838$
TOTAL -$ -$ -$ -$ -$ -$ 7,089,068$
Funding Sources
189 MCAS Land Land Sale Proceeds
* Estimate FY 21-22 year-end
PROJECT NAME Neighborhood D South Phase 1 Non-Backbone
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Tustin Legacy Facilities
6/30/2022*
PROJECT MANAGER Ken Nishikawa
LOCATION Tustin Ranch Road/Warner/Barranca/Armstrong
DESCRIPTION
Design and construction of non-backbone infrastruction in the area generally bounded by Tustin Ranch Road, Warner Avenue, Barranca
Parkway, and Armstrong Avenue.
MAP PHOTO
Expenses To
7,089,068$
7,089,068$
7,089,068$
721,230$
6,367,838$
Page 72 of 92
PROJECT NO. 20083
TOTAL PROJECT COST 13,817,185$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
187 MCAS Fee 4,208,550$ 4,263,550$
189 MCAS Land 9,411,530$ 9,411,530$
443 CFD 14-1 42,105$ 142,105$
-$
TOTAL 13,662,185$ -$ -$ -$ -$ -$ 13,817,185$
Expenditure
Design 662,185$ 817,185$
Right-of-Way -$ -$
Construction 13,000,000$ 13,000,000$
TOTAL 13,662,185$ -$ -$ -$ -$ -$ 13,817,185$
Funding Sources
187 MCAS Fee MCAS Backbone Fees
189 MCAS Land Land Sale Proceeds
443 CFD 14-1 Community Facilities District 14-1
* Estimate FY 21-22 year-end
PROJECT NAME Tustin Legacy Linear Park
100,000$
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Tustin Legacy Facilities
6/30/2022*
PROJECT MANAGER Ryan Swiontek / Joann Wu
LOCATION Armstrong to Warner
DESCRIPTION
Design and construction of Tustin Legacy Linear Park from Armstrong Avenue to Warner Avenue in Neighborhoor D South. This project
is part of the Tustin Legacy Backbone Infrastructure Program. This project will be designed in conjunction with the Armstrong Avenue
and Warner Avenue pedestrian bridges and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements.
Rough grading of the park site will include initial elements of the pedestrian bridges and will take into account project boundaries and
limits associated with the roadway improvements constructed as part of the Neighborhood D South Phase 2 Improvements project.
MAP PHOTO
Expenses To
155,000$
55,000$
155,000$
155,000$
Page 73 of 92
PROJECT NO. 20084
TOTAL PROJECT COST 2,720,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
187 MCAS Fee 2,180,000$ 2,180,000$
443 CFD 14-1 70,000$ 220,000$
189 MCAS Land 320,000$ 320,000$
-$
TOTAL 2,570,000$ -$ -$ -$ -$ -$ 2,720,000$
Expenditure
Design 70,000$ 220,000$
Right-of-Way -$
Construction 2,500,000$ 2,500,000$
TOTAL 2,570,000$ -$ -$ -$ -$ -$ 2,720,000$
Funding Sources
187 MCAS Fee MCAS Backbone Fee
443 CFD 14-1 Community Facilities District 14-1
189 MCAS Land Land Sale Proceeds
* Estimate FY 21-22 year-end
PROJECT NAME Alley Grove Promenade
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Tustin Legacy Facilities
6/30/2022*
PROJECT MANAGER Ryan Swiontek / Joann Wu
LOCATION Neigborhood D South
DESCRIPTION
Alley Grove includes the design and construction of a 2 acre pedestrian connection from Armstrong Avenue to Tustin Ranch Road through
Neighborhood D South at Tustin Legacy. This links the Flight office campus to the District shopping center. In addition, the project
includes a sports area at the corner of Armstrong Avenue and Flight Way.
MAP PHOTO
Expenses To
150,000$
150,000$
150,000$
150,000$
Page 74 of 92
PROJECT NO. 70256
TOTAL PROJECT COST 6,000,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
189 MCAS Land 5,700,000$ 6,000,000$
-$
-$
TOTAL 5,700,000$ -$ -$ -$ -$ -$ 6,000,000$
Expenditure
Design 300,000$ 600,000$
Right-of-Way -$
Construction 5,400,000$ 5,400,000$
TOTAL 5,700,000$ -$ -$ -$ -$ -$ 6,000,000$
Funding Sources
189 MCAS Land Land Sale Proceeds
* Estimate FY 21-22 year-end
PROJECT NAME Neighborhood D South Phase 2
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Tustin Legacy Facilities
6/30/2022*
PROJECT MANAGER Mark Khudadatov
LOCATION Tustin Ranch Road/Warner/Barranca/Armstr
DESCRIPTION
Design and construction of infrastruction in the area generally bounded by Tustin Ranch Road, Warner Avenue, Barranca Parkway, and
Armstrong Avenue. This project will be designed in conjunction with the Armstrong Avenue and Warner Avenue pedestrian bridges and
the Tustin Legacy Linear Park within Neighborhood D South to address overlapping infrastructure elements. Rough grading for the
roadways in this project will be completed with the rough grading of the Tustin Legacy Linear Park project.
MAP PHOTO
Expenses To
300,000$
300,000$
300,000$
300,000$
Page 75 of 92
PROJECT NO. 10076
TOTAL PROJECT COST 15,173,001$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
189 MCAS Land 4,383,416$ 10,000,000$ 15,173,001$
-$
-$
-$
TOTAL 4,383,416$ -$ -$ 10,000,000$ -$ -$ 15,173,001$
Expenditure
Design 789,585$
Right-of-Way -$
Construction 4,383,416$ 10,000,000$ 14,383,416$
TOTAL 4,383,416$ -$ -$ 10,000,000$ -$ -$ 15,173,001$
Funding Sources
189 MCAS Land MCAS Land Sale Proceeds
* Estimate FY 21-22 year-end
PROJECT NAME South Hangar Renovation
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Tustin Legacy Facilities
6/30/2022*
PROJECT MANAGER Economic Development
LOCATION South Hangar
DESCRIPTION
Improvements to South Hangar to bring permanent power, lighting and electrical distribution throughout the building. Improvements will
also make structural upgrades to the building that will be necessary for any future reuse options. Future improvements will upgrade the
building occupancy levels to accommodate various types of uses.
MAP PHOTO
Expenses To
789,585$
789,585$
789,585$
789,585$
Page 76 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 5,000,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
187 MCAS Fee 5,000,000$ 5,000,000$
-$
-$
-$
TOTAL 5,000,000$ -$ -$ -$ -$ -$ 5,000,000$
Expenditure
Design 500,000$ 500,000$
Right-of-Way -$ -$
Construction 4,500,000$ 4,500,000$
TOTAL 5,000,000$ -$ -$ -$ -$ -$ 5,000,000$
Funding Sources
187 MCAS Fee MCAS Backbone Fees
* Estimate FY 21-22 year-end
PROJECT NAME Pedestrian Bridge
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Tustin Legacy Facilities
6/30/2022*
PROJECT MANAGER Mark Khudadatov
LOCATION Armstrong Avenue
DESCRIPTION
Design and construction of a pedestrian bridge over Armstrong Avenue. This project is part of the Tustin Legacy Backbone Infrastructure
Program. This project will be designed in conjunction with the Tustin Legacy Linear Park in Neighborhood D South, the Warner Avenue
pedestrian bridge, and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements. The pedestrian
bridge will be split into two phases. The first phase will include rough grading, surcharge, and establishment of the structural mounds.
The second phase will include final improvements associated with the bridge.
MAP PHOTO
Expenses To
-$
-$
Page 77 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 12,000,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
187 MCAS Fee 1,140,000$ 10,860,000$ 12,000,000$
-$
-$
-$
TOTAL 1,140,000$ 10,860,000$ -$ -$ -$ -$ 12,000,000$
Expenditure
Design 1,000,000$ 1,000,000$
Right-of-Way -$
Construction 140,000$ 10,860,000$ 11,000,000$
TOTAL 1,140,000$ 10,860,000$ -$ -$ -$ -$ 12,000,000$
Funding Sources
187 MCAS Fee MCAS Backbone Fees
* Estimate FY 21-22 year-end
PROJECT NAME Pedestrian Bridge
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Tustin Legacy Facilities
6/30/2022*
PROJECT MANAGER Mark Khudadatov
LOCATION Warner Avenue
DESCRIPTION
Design and construction of a pedestrian bridge over Warner Avenue. This project is part of the Tustin Legacy Backbone Infrastructure
Program. This project will be designed in conjunction with the Tustin Legacy Linear Park in Neighborhood D South, the Armstrong
Avenue pedestrian bridge, and Neighborhood D South Phase 2 Improvements to address overlapping infrastructure elements. The
pedestrian bridge will be split into two phases. The first phase will include rough grading, surcharge, and establishment of the structural
mounds. The second phase will include final improvements associated with the bridge.
MAP PHOTO
Expenses To
-$
-$
Page 78 of 92
PROJECT NO. 70243
TOTAL PROJECT COST 12,529,211$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
187 MCAS Fee -$ 11,000,000$ 12,529,211$
-$
-$
-$
TOTAL -$ -$ -$ -$ 11,000,000$ -$ 12,529,211$
Expenditure
Design -$ 1,365,966$
Right-of-Way -$
Construction 11,000,000$ 11,163,244$
TOTAL -$ -$ -$ -$ 11,000,000$ -$ 12,529,211$
Funding Sources
187 MCAS Fee MCAS Backbone Fees
* Estimate FY 21-22 year-end
PROJECT NAME Pedestrian Bridge
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Tustin Legacy Facilities
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION Tustin Ranch Road
DESCRIPTION
Design and construction of pedestrian bridges over Tustin Ranch Road. This project is part of the Tustin Legacy Backbone Infrastructure
Program.
MAP PHOTO
Expenses To
1,529,211$
1,529,211$
1,529,211$
1,365,966$
163,244$
Page 79 of 92
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PROJECT NO.TBA
TOTAL PROJECT COST 150,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF 150,000$ 150,000$
-$
-$
-$
TOTAL 150,000$ -$ -$ -$ -$ -$ 150,000$
Expenditure
Design -$
Right-of-Way -$
Construction 150,000$ 150,000$
TOTAL 150,000$ -$ -$ -$ -$ -$ 150,000$
Funding Sources
301 WCF Water Capital Fund
* Estimate FY 21-22 year-end
-$
-$
-$
6/30/2022*
PROJECT MANAGER Mike Grisso
LOCATION Walnut Ave. and Newport Ave.
DESCRIPTION
Construction of new imported water vault structure, pipeline and appurtenances. This project will be completed by East Orange County
Water District as the lead agency in accordance with a cost-sharing agreement for the project.
MAP PHOTO
Expenses To
PROJECT NAME OC-43 Improvement
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Distribution
Page 81 of 92
PROJECT NO. 60160
TOTAL PROJECT COST 1,700,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF -$ 200,000$ 1,500,000$ 1,700,000$
-$
-$
-$
TOTAL -$ 200,000$ 1,500,000$ -$ -$ -$ 1,700,000$
Expenditure
Design -$ 200,000$ 200,000$
Right-of-Way -$
Construction 1,500,000$ 1,500,000$
TOTAL -$ 200,000$ 1,500,000$ -$ -$ -$ 1,700,000$
Funding Sources
301 WCF Water Capital Fund
* Estimate FY 21-22 year-end
-$
-$
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION Red Hill Avenue to Beverly Glen Drive
DESCRIPTION
Replace deteriorated and undersized 8" cement lined steel pipe with 12" PVC line to improve fire flows. Requires approximately 700' of
pipe bursting in steep, heavily wooded areas along property lines. Procure consultant design services and inspection services, bid and
have 1500' of 12" pipeline (700' of pipe bursting and 800' of open cut) installed by contractor.
MAP PHOTO
Expenses To
PROJECT NAME Mardick Road Main Replacement
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Distribution
Page 82 of 92
PROJECT NO. 60171
TOTAL PROJECT COST 850,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF -$ 50,000$ 800,000$ 850,000$
-$
-$
-$
TOTAL -$ 50,000$ -$ 800,000$ -$ -$ 850,000$
Expenditure
Design -$ 30,000$ 30,000$
Right-of-Way 20,000$ 20,000$
Construction -$ 800,000$ 800,000$
TOTAL -$ 50,000$ -$ 800,000$ -$ -$ 850,000$
Funding Sources
301 WCF Water Capital Fund
* Estimate FY 21-22 year-end
-$
-$
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION Simon Ranch Road to Racquet Hill
DESCRIPTION
Replace deteriorated and undersized 6" asbestos cement pipe with 12" ductile iron pipe within existing pipeline easements. Procure
consultant design services and inspection services, bid and have 1200' of 10" pipeline installed by contractor.
MAP PHOTO
Expenses To
PROJECT NAME Water Main Replacement
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Distribution
Page 83 of 92
PROJECT NO. 60172
TOTAL PROJECT COST 1,800,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF -$ 300,000$ 1,500,000$ 1,800,000$
-$
-$
-$
TOTAL -$ -$ 300,000$ 1,500,000$ -$ -$ 1,800,000$
Expenditure
Design -$ 300,000$ 300,000$
Right-of-Way -$
Construction -$ 1,500,000$ 1,500,000$
TOTAL -$ -$ 300,000$ 1,500,000$ -$ -$ 1,800,000$
Funding Sources
301 WCF Water Capital Fund
* Estimate FY 21-22 year-end
-$
-$
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION Browning Ave - Beverly Glen to La Colina
DESCRIPTION
Install 16" ductile iron pipe transmission main to improve flow conditions to and from the Simon Reservoir. Procure consultant design
services and inspection services, bid and have 2600' of ductile iron pipe installed by contractor.
MAP PHOTO
Expenses To
PROJECT NAME Water Main Replacement
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Distribution
Page 84 of 92
FY
2
2
-
2
3
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PROJECT NO. 60114
TOTAL PROJECT COST 18,487,818$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF -$ 3,553,467$
306 2013 WBF -$ 14,281,059$
305 2011 WBF 289,000$
300 Water Ops 364,292$
TOTAL -$ -$ -$ -$ -$ -$ 18,487,818$
Expenditure
Design -$ 2,487,818$
Right-of-Way -$
Construction -$ -$ 16,000,000$
TOTAL -$ -$ -$ -$ -$ -$ 18,487,818$
Funding Sources
301 WCF Water Capital Fund
306 2013 WBF 2013 Water Bond Fund
305 2011 WBF 2011 Water Bond Fund
300 Water Ops Water Operations Fund
* Estimate FY 21-22 year-end
18,487,818$
3,553,467$
14,281,059$
289,000$
364,292$
18,487,818$
2,487,818$
16,000,000$
6/30/2022*
PROJECT MANAGER Eric Johnson
LOCATION Browning Ave - Beverly Glen to La Colina
DESCRIPTION
Replace undersized 10" asbestos cement pipe with 16" ductile iron pipe to/from Simon Reservoir. Demolish and build a new reservoir and
construct a new Booster Pump Station (BPS). Procure engineering services. Complete structural analysis, prepare preliminary design
report. Prepare final design and procure construction contract. Complete CEQA due diligence. Procure consultant design and inspection
services, bid and install approximately 1700 feet of 16" line by contractor.
MAP PHOTO
Expenses To
PROJECT NAME Simon Ranch Reservoir
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Storage
Page 86 of 92
PROJECT NO. 60148
TOTAL PROJECT COST 600,950$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF -$ 100,000$ 500,000$ 600,950$
-$
-$
-$
TOTAL -$ -$ 100,000$ 500,000$ -$ -$ 600,950$
Expenditure
Design -$ 100,000$ 100,950$
Right-of-Way 200,000$ 200,000$
Construction -$ 300,000$ 300,000$
TOTAL -$ -$ 100,000$ 500,000$ -$ -$ 600,950$
Funding Sources
301 WCF Water Capital Fund
* Estimate FY 21-22 year-end
950$
950$
950$
950$
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION Foothill Boulevard
DESCRIPTION
Evaluate tank condition, provide improvements to meet safety standards, replace site access stairway, and construct roadway, grading, and
drainage improvements. Procure design services, and construct improvements. Meet with neighboring property owner to discuss possible
transfer/purchase of adjacent land. Complete CEQA due diligence. Tank is only storage facility for Zone 3 residents to meet fire flows
and daily consumption demands. Tank cannot be taken out of service until new Simon Ranch Reservoir and Booster Pump Station is
completed. Tank to be inspected by a qualified contractor to determine appropriate repairs, maintenance or improvements.
MAP PHOTO
Expenses To
PROJECT NAME John Lyttle Reservoir Improvements
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Storage
Page 87 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 465,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF -$ 65,000$ 400,000$ 465,000$
-$
-$
-$
TOTAL -$ -$ 65,000$ 400,000$ -$ -$ 465,000$
Expenditure
Design -$ 65,000$ 65,000$
Right-of-Way -$
Construction -$ 400,000$ 400,000$
TOTAL -$ -$ 65,000$ 400,000$ -$ -$ 465,000$
Funding Sources
301 WCF Water Capital Fund
* Estimate FY 21-22 year-end
-$
-$
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION Hewes Avenue and Fowler Avenue
DESCRIPTION
Inspect column and footing conditions and make repairs as required. Procure design services and construct needed improvements.
Complete CEQA due diligence (if necessary).
MAP PHOTO
Expenses To
PROJECT NAME Foothill Reservoir Phase 2 Improvements
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Storage
Page 88 of 92
PROJECT NO. 60149
TOTAL PROJECT COST 151,314$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF -$ 30,000$ 100,000$ 151,314$
-$
-$
-$
TOTAL -$ -$ -$ 30,000$ 100,000$ -$ 151,314$
Expenditure
Design -$ 30,000$ 51,314$
Right-of-Way -$
Construction -$ 100,000$ 100,000$
TOTAL -$ -$ -$ 30,000$ 100,000$ -$ 151,314$
Funding Sources
301 WCF Water Capital Fund
* Estimate FY 21-22 year-end
21,314$
21,314$
21,314$
21,314$
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION Newport Avenue and Lemon Hill Drive
DESCRIPTION
Prepare plans and specifications to make recommended safety repairs and improvements to address site grading, reservoir access and on-
site utilities. Procure engineering services to prepare plans and specifications. Procure construction contractor. Complete CEQA due
diligence.
MAP PHOTO
Expenses To
PROJECT NAME Newport Reservoir Improvements
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Storage
Page 89 of 92
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90
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92
PROJECT NO. 60151
TOTAL PROJECT COST 6,175,140$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF 1,987,662$ 3,351,000$
301 SARCCUP -$ 1,575,140$
306 2013 WBF 1,249,000$ 1,249,000$
-$
TOTAL 3,236,662$ -$ -$ -$ -$ -$ 6,175,140$
Expenditure
Design 211,662$ 519,471$
Right-of-Way -$
Construction 3,025,000$ 5,655,669$
TOTAL 3,236,662$ -$ -$ -$ -$ -$ 6,175,140$
Funding Sources
301 WCF Water Capital Fund
301 SARCCUP Santa Ana Conservation and Conjunctive Use Program
306 2013 WBR 2013 Water Bond Fund
* Estimate FY 21-22 year-end
PROJECT NAME Conjunctive Use Well
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Production
6/30/2022*
PROJECT MANAGER To Be Determined
LOCATION Beneta Well Site
DESCRIPTION
Potential conjuctive use well at the exisitng Beneta Well site partially funded by a grant from the Santa Ana Conservation and
Conjunctive Use Program.
MAP PHOTO
Expenses To
2,938,478$
1,363,338$
1,575,140$
2,938,478$
307,809$
2,630,669$
Page 91 of 92
PROJECT NO.TBA
TOTAL PROJECT COST 250,000$
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-29 Total
Request Planned Planned Planned Planned Planned Project Cost
Funding Source
301 WCF 250,000$ 250,000$
-$
-$
-$
TOTAL 250,000$ -$ -$ -$ -$ -$ 250,000$
Expenditure
Design -$
Right-of-Way -$
Construction 250,000$ 250,000$
TOTAL 250,000$ -$ -$ -$ -$ -$ 250,000$
Funding Sources
301 WCF Water Capital Fund
* Estimate FY 21-22 year-end
-$
-$
-$
MAP PHOTO
Expenses To
6/30/2022*
Rehabilitation of Vandenberg Well, includes inspection, brushing, bailing, treatment, and pump replacement.
City of Tustin
Capital Improvement Program
Project Detail Sheet
PROJECT CATEGORY Water Services
PROJECT NAME Vandenberg Well Rehabilitation
PROJECT MANAGER Mike Grisso
LOCATION 17575 Vandenberg Ln. Tustin, CA 92780
DESCRIPTION
Page 92 of 92