CITY OF BURBANK
CALIFORNIA
CITY OF BURBANK
CALIFORNIA
2022 2023
PROPOSED ANNUAL BUDGETPROPOSED ANNUAL BUDGET
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2022 20232022 2023
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2 goals established by the City Council for the upcoming year. Most significantly, after several years of General Fund deficits due to the impacts of the Pandemic, the FY 2022- 23 Budget as proposed is balanced, not just in the coming fiscal year, but for all five years of the City’s financial forecast. Staff is committed to maintaining this balance by continuing to move forward with the implementation of prior initiatives that will provide long -term recurring savings to the City , such as the multi -year pension funding plan and the on- going investment in maintaining and improving the City’s infr astructure, in support of a citywide culture of continuous improvement and financial sustainability.
DISCUSSION
FY 2022-23 General Fund Budget Overview:
Based on the projected FY 2022-23 revenue and proposed recurring appropriations, staff is projecting a recurring balance of approximately $280,605 in FY 2022-23 (see detail contained within the FY 20 22-23 Budget Matrix in Attachment 1). Facto ring in the anticipated ending balance from FY 20 22-23, contributions to reserves , and proposed one-time appropriations, staff is expecting an available balance of $29,637,157 in the General Fund at the end of FY 2022-23.
FY 2022-23 Recurring General Fund Revenue Projections and Trends:
Burbank’s economy has rebounded quickly from the initial Pandemic recession that began in March 2020. The Pandemic recession ended in April of 2020, but the federal policy response extended well into 2021 to ensure a robust economic recovery. Economic growth in FY 2021 -22 surpa ssed consensus expectations while households and businesses maintained a surprising amount of activity and spending while social distancing. Although not as robust as FY 2021-22, it is expected that there will be moderate growth in revenues in FY 2022-23, as the economy is expected to continue its steady recovery. It will likely take several years for some revenue categories to return to the level projected before the Pandemic. The Russian invasion of Ukraine is not likely to derail the US recovery, but it will push up inflation in the short run.
Burbank’s General Fund recurring revenue estimates for FY 2022 -23 represent a 5 .1% increase over the revised FY 2021-22 projections. Sales tax and property tax continue to be the General Fund's largest revenue sources, representing 57.6% of recurring revenue.
Table 1 shows actual FY 2020 -21 revenue, the adopted and revised estimates for FY 2021-22, and the projection for FY 2022 -23. For further detail on the City’s revenues, please refer to the “Revenues” section of the FY 2022-23 Proposed Budget.
3 Table 1 - General Fund Recurring Revenues FY 2022-23
Sales Tax: Preliminary sales tax results for the second quarter of FY 2022-23 (fourth quarter calendar year 2021) were recently released. The economy continues to rebound as the fear of the Pandemic is decreasing. In creases were experienced in almost all sales tax revenue categories. Overall, Burbank’s receipts from October through December were 19.7% above the fourth quarter of 2020. General consumer goods experienced an 18.5% increase as consumers returned to the brick-and-mortar stores seeking the in -store experience during the holiday shopping period.
Restaurants and hotels experienced a 60.9% increase from the prior year as the Pandemic created stored up demand for food services and leisurely experiences. Fuel and service stations experienced an increase of 109.3% for the fourth quarter of 2021 compared to the same quarter of the previous year. This is attributable to the increase in crude oil prices, the return of commuters to businesses, and the increase in petroleum/gas stations around the airport with the increase in flight activity.
Measure P, which is the City’s Transaction and Use Tax, is performing better than anticipated since this revenue is collected based on the location where goods are delivered. Measure P revenues experienced an 18.8% increase for the fourth quarter of 2021 versus the same period of 2020.
A strong demand for consumer goods, buoyed by inflation has increased the price of Sales Tax 46,363,192$ 49,788,463$ 52,576,463$ 54,417,033$ 3.5% Property Tax 62,106,513 59,021,784 59,821,784 61,786,895 3.3% Utility Users Tax 15,595,788 16,707,000 15,707,000 16,312,400 3.9% Services Charges - Intra City 14,730,469 13,396,765 13,396,765 13,499,790 0.8% Services Charges 16,398,662 16,051,612 16,801,612 18,405,990 9.5% In Lieu Tax 8,287,655 8,792,381 8,392,381 8,728,076 4.0% Interest/Use of Money 2,153,171 2,013,006 2,013,006 2,271,472 12.8% Parking/Traffic/Other Fines 2,074,373 2,202,000 2,202,000 2,002,000 -9.1% Transient Occupancy Tax 5,531,388 7,000,000 8,373,000 10,048,000 20.0% Building Permits/License Fees 4,851,794 4,819,895 4,819,895 5,593,503 16.1% Transient Parking Tax 1,282,537 1,680,000 3,180,000 3,339,000 5.0% Business Taxes 2,063,546 2,300,000 2,300,000 2,400,000 4.3% Franchises 1,698,249 1,524,179 1,524,179 1,471,179 -3.5% Intergovernmental Revenues 16,646,110 859,475 859,475 1,558,715 81.4% TOTAL REVENUE 200,886,539$ 186,156,560$ 191,967,560$ 201,834,053$ 5.1% %
CHANGE
REVENUE
CATEGORY
ACTUAL
TOTAL
FY 2020-21
ADOPTED
RECURRING
FY 2021-22
REVISED
RECURRING
FY 2021-22
PROPOSED
RECURRING
FY 2022-23
Note: FY 2020-21 includes $20.1M of non-recurring revenue which are not part of the adopted budget.
4 goods, resulting in higher sales tax revenue in this category. It is expected that for FY 2022-23, inflation will continue to remain high and influence the cost of goods , as interest rates are increased by the Federal Reserve. Impacted by the Ukraine-Russia crisis, fuel prices remain volatile. As the global co nflicts continue, supply chain and material interruptions could disrupt some sales. Taking these factors into consideration, a 3.5% increase is anticipated for FY 2022-23.
Property Tax: A total tax of 1% is levied on the Assessed Value (AV) of property as determined by the Los Angeles (LA) County Assessor. The City of Burbank receives approximately 18.5% of the 1% levy on the AV. Under Prop 13, AV on parcels with continuing ownership may change by inflation as defined by the California Consumer Price Index (CPI), up to a maximum increase of 2%. The State has released CPI growth, and for FY 2022 -23 the AV of properties will increase by 2%. Other sources of AV growth are change of ownership, new construction, recapture of prior Prop 8 impairments of value, change to values for unsecured items such as aircraft, and post Redevelopment residual distribution.
Fueled by low inventory and low mortgage rates, the housing market continued to see considerable strength in 2021. Compared to FY 2020 -21, the AV for the entire city increased by 2% for FY 2021 -22. General Fund related AV increased by 3.4%. The Citywide AV increase between FY 2020 -21 and FY 2021 -22 was $517 million. The median sales price of a detached single -family residential home in Burbank for the fourth quarter of 2021 was $1,130,000; this is a 15.4% increase when compared to the fourth quarter of 2020 at $979,000. This trend is expected to continue in 2022 , though it may be tempered by rising interest rates . Based on the continued positiv e growth in property tax, it is anticipated that this category will increase by 3 .3% for FY 2022-23.
Utility User’s Tax (UUT) : The UUT rate of 7% is applied to telephone, gas, and electric usage. Unlike other cities, Burbank does not apply this tax to water, cable television, sewer, and refuse collection usage/sales. The UUT revenue is anticipated to increase by 3.9% for FY 2022 -23. The proposed electric rate increase and the strong performance of natural gas revenues are offset by reduced electric usage due to efficiencies as well as the decline in telecom revenue as a result of the Federal Communications Commission (FCC) reclassi fication of data to non -taxable information services.
Service Charges: Service charges are fees charged to users of city-provided services and are designed to at least partially cover the costs incurred providing these services.
The easing of the public health restrictions allowed for the reopening of indoor park
5 facilities, the surge in passport applications and renewals, a nd the resumption of the film industry. This resulted in increased service charge revenues during FY 2021-22.
With the reopening of Starlight Bowl activities for the summer season, the continued participation in golf activities, and the return of full participation in day camp and after school activities, it is anticipated that service charges for Parks and Recreation will increase by 13.9% for FY 2022 -23 from the revised FY 2021 -22 projection. With film and television production continuing to ramp up at Burbank studios, it is expected that safety filming service revenues will increase by 9% from the revised FY 2021 -22 projection. Considering the above factors, staff is forecasting an increase in service charges of 9% for FY 2022-23.
Transient Occupancy Tax (TOT): The City receives 10% TOT on short-term lodging rentals within the city limits. Despite the threats of the COVID variants, the pent -up demand for domestic leisure travel generated a strong recovery for the hospitality industry for FY 2021 -22. Hotel occupancy rates for March 2022 were at 76.8% compared to the prior year’s occupancy rate of 59.1%. Although not fully recovered to the pre-pandemic levels, hotel occupancy is rebounding faster than anticipated. For FY 2022-23, TOT is anticipated to increase by 18.8% from the revised FY 2021 -22 projection. Attributable to this increase is the return of group event bookings, such as weddings, reunions, and business travel.
Transient Parking Tax (TPT): The current rate for TPT is 12% and is charged by parking lot operators for short -term parking (e.g., airport, businesses, hotels, and restaurants). With approximately 80% of the parking tax revenue derived from lots at or directly serving the Hollywood Burbank Airport, the City’s TPT is dependent on travel demand. Similar to the increase in hotel o ccupancy, airport activity has experienced a rebound from the Pandemic due to the pent -up demand for leisure travel. Passenger counts at the airport have increased by 87% for 2021 when compared to 2020. For FY 2022-23, staff anticipates TPT revenues to increase by 5% from the revised budget of FY 2021-22.
Building Permits/License Fees: The City requires permits for various construction activities. FY 2021 -22 revenue is expected to end the year above forecast due to recent legislative actions that removed several restrictions around building accessory dwelling units (ADUs). The 16.1% increase projected for FY 2022 -23 reflects the continuation of ADU related increases in addition to anticipated permit applications for major development projects.
6 FY 2022-23 Recurring General Fund Expenditures:
At the Mid-Year Financial Report on March 1, 2022, staff projected a recurring deficit of $880,000 heading into FY 202 2-23. After adjusting FY 2022 -23 revenue projections to account for a stronger than anticipated revenue recovery from the Pandemic, the budget as proposed has a balance of approximately $280,605 for FY 202 2-23. Proposed recurring General Fund appropriations for FY 202 2-23 are just under $202 million, an increase of approximately 4.6% over last year’s adopted recurring budget of $193 million.
Staff has made significant efforts to maintain spending at existing budget levels citywide; however, several departments did identify immediate needs for items that required funding. Roughly $1.3 million in new General Fund recurring budget items (net of revenue) and $1.7 million in one-time items (net of revenue) were incorporated into the FY 2022-23 Proposed Budget. The City Manager reviewed in detail the proposed budget requests during the months of February and March. New appropriations were prioritized in accordance with their adherence to the City Council’s stated goals for the year . The following chart summarizes the total new proposed General Fund budget requests (net of revenue) by department. A comprehensive listing of all budget requests by department is included in the Proposed FY 2022-23 Budget under the “New Budget Requests” tab.
DEPARTMENT
NEW BUDGET
ITEMS
(Recurring)
NEW
BUDGET
ITEMS
(One-Time)
NET PERCENTAGE
CHANGE TO
TOTAL BUDGET
City Attorney $93,000 2.1%
City Clerk $3,100 $236,000 14.6%
City Council 0.0%
City Manager $19,849 0.8%
City Treasurer 0.0%
Community Development $141,496 $60,000 1.5%
Financial Services $86,516 $90,000 3.1%
Fire $441,731 $850,000 3.4%
Information Technology 0.0%
Library Services $15,000 1.9%
Management Services $115,000 $150,000 4.1%
Parks & Recreation $66,330 $46,500 0.4%
Police $155,290 $15,000 0.3%
Public Works $302,341 $200,000 3.0%
TOTALS: $1,346,653 $1,740,500 1.73%
7 Citywide Fee Schedule
The FY 2022-23 Proposed Fee Schedule remains in compliance with the City Council’s adopted policy, which provides a set of principles to determine when, and if, cost recovery is appropriate for different types of fees for services based on the benefits a user receives above a general taxpayer. Some of the more notable changes to the Fee Schedule for FY 2022-23 include container fees for commercial businesses as mandated by the State, the restructuring of medical emergency service fees, cost recovery for issuance of student film permits, the establishment of a brush inspection fee , and an inclusionary fee for monitoring affordable housing.
The City Council’s adopted cost recovery policy dictates that all fees be adjusted annually by the CPI, to maintain the current level of cost recovery for City Services. However, the FY 2022-23 Fee Schedule does not propose to increase fees by the full CPI, which ended the 2021 calendar year at 7% due to impacts from inflation . Instead, the proposed fees are based on a 3-year average of CPI, calculated at 3.4%. Staff is proposing to complete a new Citywide Fee Study in the coming fiscal year to give the City Council an opportunity to review the recovery levels for the City’s various service fees and maintain compliance with Proposition 218. A detailed listing of all proposed new fees and changes can be found in the “Fee Schedule Changes” section of the FY 2022-23 Proposed Budget.
The Burbank Program Activity and Service Subsidy (PASS) remains in effect citywide.
This popular program provides financial assistance to low -income residents for City services and has served as a valuable resource for residents who have been financially impacted by the Pandemic. To date, 840 Burbank residents have been enrolled in the PASS program.
City Utility Rates
For FY 2022 -23 Burbank Wat er and Power (BWP) staff is recommending increases to both the Electric and Water Funds. The Electric Fund is proposing a 6% increase to balance the need to have a 100% Greenhouse Gas (GHG) neutral electric supply by 2045 while keeping rates affordable and the system reliable. The Water Fund is proposing a 9% increase to cover elevated costs of purchased water, operations and maintenance, conservation, and capital improvement programs. The Sewer Fund is proposing a 2% increase due to higher cost from the City of LA for sewage treatment services and capital improvement projects. The Refuse Fund is proposing a 4% increase to meet rising operational costs, particularly those associated with new State mandates, and to continue providing comprehensive refuse serv ices. For the typical single -family residential customer, the total proposed fees and charges for FY 2022-23 reflect monthly increases of approximately $7.91 for electric services, $6.46 for water services, $0.51 for sewer services, and $1.34 for refuse services. The public hearing for all utility rates is scheduled
8 for May 17, 2022. Staff has complied with the noticing requirements established by the California Supreme Court in 2006 in the Bighorn-Desert View Water Agency v. Verjil decision. The noticing requirements include mailed notice to all fee payers at least 45 days prior to the public hearing at which the fees may be imposed or increased. These noticing requirements apply to the City’s water rates, sewer service charges, and refuse collection fees.
American Rescue Plan Act of 2021 (ARPA)
In response to the Pandemic, the U.S. government enacted a series of measures to mitigate the effects of the health and economic crises. In March 2020, Congress passed the Coronavirus Aid, Relief, and Economic Security Act (CARES Act). The American Rescue Plan Act (ARPA) was signed into law in March 2021. ARPA included an extension of many CARES Act programs. ARPA established the Coronavirus State and Local Fiscal Recovery Funds (SLFRF), providing $350 billion to state, local, territorial, and Tribal governments.
The City of Burbank was allocated $25.6 million from the ARPA funding. The City received the first installment of $12.8 million in May of 2021 and is expected to receive the second installment of $12.8 million in May of 2022. The allocation from the ARPA funding will be utilized for the following eligible categories:
Public Sector Revenue-Loss to fund General Fund services. ($17.4 million) Support the Pandemic public health and economic response to the public sector by funding projects for the City’s technological infrastructure shown below by department* ($5.8 million):
Fire and Police Departments ($4,795,000)
Financial Services Department ($125,000)
Information Technology ($283,000)
Projects involving multiple departments ($642,000)
*A detailed listing of the specific projects can be found in the FY 2022-23 Proposed Budget. Support the Pandemic public health and economic response through Public Sector Capacity and Workforce by opening up positions that were frozen during the Pandemic ($2.4 million)
FY 2022-23 State Budget Proposal
In early January, Governor Newsom released his proposed budget for FY 2022 -23. This proposal serves as the beginning of deliberations in the State Legislature leading to final budget adoption in June 2022. The proposal calls for a $286.4 billion budget, wi th a General Fund total of $213.1 billion. The budget proposes a series of emergency investments to respond to the public health effects of the Pandemic and a combination of
9 one-time and ongoing investments to provide greater support for the health and economic well-being of Californians. The state entered the Pandemic recession on a strong fiscal foundation after years of building reserves and a focus on maintaining balanced budgets over the long term. The budget reflects the utilization of $34 billion fro m budgetary reserves and discretionary surplus. Although the Pandemic has been devastating to many Californians, the state has recently experienced unprecedented revenue growth due to factors including surging incomes among the wealthy, the booming stock m arket, steep growth in corporate profits, and strong retail sales. According to current estimates, the state exceeded its Appropriations Limit or “Gann Limit” by $19 billion in FY 2020 -21 and is expected to be under the limit by $16.4 billion in FY 2021 -22. The difference between the two fiscal years of $2.6 billion is the projected amount to surpass the Gann Limit. Any funds above this limit are constitutionally required to be allocated evenly between schools and a refund to taxpayers.
To prepare for un certainties with future variants, the administration proposes additional funding to bolster vaccination and booster efforts, expand testing capacity, and support health care workers. The administration proposes a total of $2.7 billion to mitigate the spread of the virus and protect the health of Californians. Of this amount, the administration requests that $1.4 billion be included in an early action package before the June budget. The proposed budget would provide a comprehensive Medi -Cal plan for Californians who are undocumented, provide cash assistance for low-income households through state tax credits, invest in homelessness prevention and housing, invest in behavioral health, and commit additional funding across education systems, from early learning to K-12 to higher education. The budget would also provide temporary tax credits for companies investing in climate change mitigation and green energy technologies that are headquartered in California.
The administration is continuing to implement the Road Repair and Accountability Act of 2017, Senate Bill 1 (SB-1), which provides funding for both state and local transportation infrastructure. SB-1 increased the gas fuel tax by 12 cents, providing a stable and ongoing increase in state transportation fu nding. To provide relief to consumers and lower gasoline and fuel prices, the budget proposes to suspend the annual inflation adjustment to the per-gallon fuel excise tax rate scheduled for July 1, 2022. Based on an estimated
5.6% inflation rate, fuel tax revenues would be reduced by $523 million in FY 2022 -23.
The Governor and the Legislature have committed to backfill any revenue impact on local streets and roads allocations to make them whole. The City of Burbank is estimated to receive SB -1 funding of $ 2.4 million in FY 2022 -23, which assumes the inflationary adjustment. Staff will continue to monitor developments in the state budget process and provide updates to the City Council as necessary.
10 General Fund Financial Forecast
The intended purpose of the financial forecast is to foster an understanding of long -term financial trends, and their impact to the City’s overall financial picture. This long -term perspective allows the City Council and City management to make informed fi nancial decisions today while fully understanding the future financial impacts of decisions.
Projected Revenues and Expenditures:
Forecasted revenues are driven by the parameters included within Attachment 2. These assumptions are inherently conservative; however, there is a risk that certain revenues may not perform as projected due to economic cycles and legislation. Staff will update projected revenues periodically throughout the year as new information becomes available.
It is staff’s expectation that recurring revenue growth over the next five years (FY 20 22- 23 through FY 202 6-27) will average 3.6% while recurring expenditures will average
3.4%. Revenue expectations assume a continued economic recovery from the Pandemic for TOT and TPT, which still have yet to fully recover from pre-pandemic levels. Sales Tax and Property Tax rebounded quicker than anticipated and are expected to have moderate growth in future years. The average revenue growth in the current forecast includes the following projections for the City’s largest general fund revenues: Sales Tax
2.7% and Property Tax 3.8%.
The two main drivers of expenditures for the General Fund are salaries and benefits, most notably the CalPERS rates that are applied to the base salaries. The expenditure growth assumes the following costs:
Memorandum of Understanding (MOU) Projected Costs:
Salaries and benefits account for approximately 75% of the General Fund ’s operating budget. As such, the MOU negotiation process for the City’s bargaining groups plays a significant role in determining the City’s financial position. The City’s Financial Policies dictate that Burbank strives to pay market rates to all of the City’s labor groups. Market rates are determined through salary and benefit s surveys which compare the City’s job classifications to those of similar organizations throughout the region. The City of Burbank calculates the average salary paid for the comparable positions to determine whe ther employee salaries are at market value. The General Fund forecast includes recently adopted MOUs as well as assumptions for salary and benefit growth over the next five years based on projected market rates for the City’s bargaining groups. At present time, all the City’s bargaining groups have MOUs established for FY 2022-23 with the exception of the Burbank Fire Fighters (BFF), the Burbank City Employees Association (BCEA), and the Burbank Management Association (BMA).
11 Public Employees Retirement System (PERS) Costs:
Managing costs associated with CalPERS pensions continues to be a challenge for the City, leading to a significant fiscal constraint. In recent years, Burbank has taken measures towards mitigating pension cost increases, including send ing lump sum contributions to CalPERS to decrease the City’s unfunded liability, establishing a Section 115 trust to offset future pension volatility, increasing employee contributions towards their pension rates, and implementing the changes directed by t he Public Employees’ Pension Reform Act (PEPRA) adopted by the State of California in 2012.
In July of 2021, the City received the CalPERS actuarial reports for the FY 2022 -23 budget year. Based on the most recent reports, Burbank currently has an Unfunde d Actuarial Liability (UAL) of just under $385 million across the City’s three pension plans.
Table 2 shows the actual CalPERS employer rates and UAL contributions for the three employee classifications for the current year (FY 2021-22), next fiscal year (FY 2022-23), and the projected employer rates and contributions for the following two fiscal years (F Y 2023-24 and FY 2024-25).
Table 2 – City of Burbank Pension Costs FY 2021-22 – FY 2024-25
Classification
Actual
FY 2021-22
Actual
FY 2022-23*
Projected
FY 2023-24
Projected
FY 2024-25
Police 3% @ 50 Rate 23.1% 22.05% 21.5% 21.1%
Police Liability Payment $7,300,248 $8,152,664 $8,733,000 $9,341,000 Fire 3% @ 55 Rate 17.55% 17.71% 17.3% 17.0%
Fire Liability Payment $4,561,502 $5,028,014 $5,413,000 $5,856,000 Misc 2.5% @ 55 Rate 10.38% 10.00% 9.8% 9.6%
Misc Liability Payment $19,578,570 $21,224,820 $22,627,000 $24,294,000 * Amounts shown are the total amounts due for FY 2022 -23 if the City were to pay CalPERS on a monthly basis. For FY 2022-23, staff will propose prepaying the liability payments, which will result in a net savings of $1,094,974 citywide.
It should be noted that several of CalPERS actions subsequent to the issuance of the 2021 actuarial reports are not yet factored into the rates provided above but will definitely impact Burbank’s projected pension costs beginning in FY 2023 -24. The 21.3% fiscal year-end investment returns earned by CalPERS in 2021 will decrease the City’s UAL payment amount and increase the overall funded status of Burbank’s three plans by as much as 10%. Offsetting the investment gains is CalPERS’ recent decision to lower the discount rate from 7% to 6.8%, as well as the adoption of new assumptions regarding retirement age, life expectancy, and salary inflation. These revised assumptions are projected to increase the normal cost rates for each plan by a range of 1.7% to 3%.
Overall, CalPERS estimates that the UAL savings from investment gains will offset the
12 normal cost increases and still provide a nominal net benefit to the City, but this is contingent upon CalPERS meeting their projected rate of return in future fiscal years.
Staff continues to implement the City Council’s multi-year pension funding plan approved as part of the FY 2019-20 Budget process to help reduce future pension payments, wit h a proposed payment to CalPERS of $12 million included in the FY 2022 -23 proposed budget. To date, $41 million in one -time resources across all City funds were sent to CalPERS, with a total of $53 million in planned contributions over a four -year period ending in FY 2022 -23. The General Fund portion of this commitment is approximately 68% ($36 million). To date, the City has achieved $4.6 million in recurring savings as a result of the City Council’s pension funding plan. Following the final contribution o f the multi-year pension funding plan of $12 million during the upcoming fiscal year, staff will reevaluate various options to continue the City’s pension funding plan and provide a recommendation for the City Council’s consideration.
Financial Reserves
The City of Burbank has continued to fulfill the City Council’s Financial Policies by fully funding our financial reserves. The City’s policy is to designate 15% of the General Fund’s operating budget to its working capital reserve and a designated emergenc y reserve equivalent to 5% of the General Fund’s operating budget. Based on the current figures for the proposed budget as presented, the City will contribute $1,089,445 and $363,148 to each of these reserves respectively for FY 2022-23.
The City also maintains a Compensated Absences reserve, which was established to offset the City’s unfunded accrued leave payout liability and fund estimated annual payoffs that are not included within the operating budget. As of June 30, 2021, the City’s total General Fund accrued leave payout liability is estimated at $14.3 million. The City is projected to have $2.5 million set aside in the Compensated Absences reserve at the end of FY 20 21-22. To fulfill the policy approved by the City Council that this reserve is maintained at or above 20% of the General Fund’s total outstanding liability, staff is recommending a contribution of $383,918 in FY 2022-23.
Infrastructure Funding
Adhering to the City Council’s adopted Infrastructure Maintenance, Repair , and Improvement Policy, the FY 2022-23 Proposed Budget continues to contribute half of the Measure P sales tax revenue to the Municipal Infrastructure Fund 534, in addition to the annual $4.7 million General Fund maintenance of effort.
The FY 20 22-23 Proposed Capital Improvement Program (CIP) continues the City’s efforts towards addressing the City’s infrastructure needs, with nearly $22.5 million in capital spending proposed, alongside $ 4.6 million in annual Fund 534 maintenance
13 dollars. Included in the $22.5 million is an $8 million annual investment in the City’s streets and sidewalks, along with a variety of capital projects which include building improvements, park playground and facility upgrades, and street and pedestrian improvements. Proposed projects were given a prioritization score based on five categories, including health and safety, system condition, joint agreement/legal requirements, coordination opportunity, and community interest. The prioritized projects were then presented to the Infrastructure Oversight Board (IOB) for review at two public meetings on February 2 4 and March 2 4, 2022, the second of which the IOB formally approved the capital plan for inclusion in the Proposed Budget. Information on individual CIP project appropriations proposed for FY 20 22-23 can be found in the “Infrastructure Investment Plan” tab of the FY 2022-23 Proposed Budget.
CONCLUSION:
With the solid economic recovery from the Pandemic along with several large -scale development projects on the h orizon, t he City’s revenues are recovering at a pace significantly above expectation, placing Burbank’s fiscal health in a more sustainable position over the next five years of our forecast. In addition, the City’s pension obligation bonds are largely paid off, leaving the General Fund free of bonded debt by the end of FY 2022-23.
As illustrated in Chart 1, staff is projecting a recurring General Fund balance of $280,605 in FY 2022-23, increasing to $1.7 million in FY 2026-27, as revenues continue to recover.
It should be noted that there are several risks associated with our projections, including outstanding labor agreements, potential changes to future CalPERS assumptions, and the overall health of the economy. Should the budget be adopted as proposed, the City is projected to have a year-end non-recurring balance of $29.6 million for the FY 2021-22 General Fund.
14 Chart 1 - General Fund Financial Forecast FY 2022-23 through FY 2026-27 (in millions)
A dedicated City Council Budget Study Session to review the proposed FY 2022 -23 Budget is scheduled for April 26, 2022, with a continued discussion scheduled for May 3.
The public hearing and adoption of utility rates is scheduled for May 17, 2022, and the public hearing and adoption of the citywide budget and fee schedule is scheduled for May 24, 2022. Per the City’s Charter, the FY 2022-23 Budget must be adopted by June 30, 2022.
ATTACHMENTS:
Attachment 1: General Fund Projected Spendable Fund Balance FY 2022-23 Attachment 2: General Fund Financial Forecast FY 2022-23 through FY 2026-27 $201.8
$208.6
$216.1
$222.7
$229.5
$201.6
$208.6
$215.2
$221.5
$227.8
$160
$170
$180
$190
$200
$210
$220
$230
$240
2022-23 2023-24 2024-25 2025-26 2026-27
Revenue Expenses
Balance: $0.3 $0.1 $0.8 $1.2 $1.7
REVISED CHANGES REVISED
REVENUE BUDGET GROWTH BUDGET
NO. CATEGORY FY 21-22 (REDUCTIONS) FY 22-23
1 Sales Tax 52,576,463 1,840,570 54,417,033 2 Property Taxes 59,821,784 1,965,111 61,786,895 3 Utility Users Tax 15,707,000 605,400 16,312,400 4 Services Charges - Intra City 13,396,765 103,025 13,499,790 5 Services Charges 16,801,612 1,604,378 18,405,990 6 In Lieu of Tax 8,392,381 335,695 8,728,076 7 Interest/Use of Money 2,013,006 258,466 2,271,472 8 Parking/Traffic/Other Fines 2,202,000 (200,000) 2,002,000 9 Transient Occupancy Tax 8,373,000 1,675,000 10,048,000 10 Building Permits/License Fees 4,819,895 773,608 5,593,503 11 Transient Parking Tax 3,180,000 159,000 3,339,000 12 Business Taxes 2,300,000 100,000 2,400,000 13 Franchises 1,524,179 (53,000) 1,471,179 14 Intergovernmental Revenues 859,475 699,240 1,558,715 TOTAL REVENUES 191,967,560$ 9,866,493$ 201,834,053$ TOTAL RECURRING REVENUES 201,834,053$ (1)
ADOPTED ADOPTED ADOPTED
EXPENDITURE SALARY & BENEFITS MS & S EXPENDITURES
NO. CATEGORY FY 22-23 FY 22-23 FY 22-23
1 City Council (597,764) (163,386) (761,150) 2 City Manager (2,333,487) (405,375) (2,738,862) 3 City Clerk (1,306,982) (466,064) (1,773,046) 4 City Treasurer (735,148) (174,831) (909,979) 5 City Attorney (4,248,206) (331,272) (4,579,478) 6 Management Services (4,602,857) (1,963,523) (6,566,380) 7 Financial Services (5,139,341) (889,173) (6,028,514) 8 Parks & Recreation (16,393,097) (12,416,281) (28,809,378) 9 Library Services (6,434,377) (2,053,210) (8,487,587) 10 Community Development (9,521,405) (3,859,177) (13,380,582) 11 Public Works (11,744,625) (6,610,880) (18,355,505) 12 Fire (32,521,649) (6,036,995) (38,558,644) 13 Police (52,098,346) (10,351,246) (62,449,592) 14 Non-Departmental (2,880,520) (5,274,229) (8,154,749) TOTAL EXPENDITURES (150,557,806)$ (50,995,642)$ (201,553,448)$ TOTAL RECURRING EXPENSES (201,553,448)$ (2)
RECURRING BALANCE / (DEFICIT) 280,605$ (3) = (1) + (2) Attachment 1
CITY OF BURBANK
Proposed Budget FY 2022-23
---------------------------------------------------------------------END OF RECURRING-------------------------------------------------------------------------------- General Fund Projected Spendable Fund Balance for June 30, 2023 Attachment 1 - Page 1
Attachment 1
CITY OF BURBANK
Proposed Budget FY 2022-23
General Fund Projected Spendable Fund Balance for June 30, 2023
NON-RECURRING
PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2022 31,217,654$ (4) Estimated Budget Savings (FY 2022-23) 3,023,302$ (5) Formal Reserve Adjustment (FY 2022-23) (1,452,593)$ (6) Contribution to Compensated Absences Reserve (FY 2022-23) (383,918)$ (7) ADJUSTED BEGINNING SPENDABLE BALANCE - JULY 1, 2022: 32,404,445$ (8) = (4) thru (7) Use of American Rescue Plan Funding 5,845,000$ (9) Other Non-Recurring Revenue/Use of Resources 8,667,671$ (10) Additional Contribution to CalPERS (7,968,000)$ (11) Proposed Non-Recurring Budget Items (9,592,564)$ (12) NET TOTAL NON-RECURRING ITEMS (3,047,893)$ (13) = (9) thru (12) NON-RECURRING BALANCE POST PROPOSED ITEMS 29,356,552$ (14) = (8) + (13) RECURRING BALANCE / (DEFICIT) 280,605$ (15) = (3) PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2023 29,637,157$ (16) = (14) + (15) Attachment 1 - Page 2
ITEM
DEPARTMENT DESCRIPTION TOTAL
SALARIES & BENEFITS:
Fire Fire Recruit Academy Staffing 150,000$
150,000
MATERIALS, SUPPLIES & SERVICES
City Attorney Temporary Staffing 93,000$
City Clerk Private Contractual Services 200,000
City Clerk Election-Related Translation Services 25,000 City Clerk Election-Related Voter Outreach Services 10,000 City Clerk Records Destruction Service 1,000
Community Development Permanent Local Housing Allocation (5 year grant)1 548,076 Community Development Residential Parking Permit Program 60,000 Financial Services Citywide Fee Study 90,000
Fire Emergency Management 150,000
Fire Fire Recruit Academy Supplies 150,000
Library Central Library Technology Improvements 77,063
Management Services American Disabilities Act (ADA) Consultant 150,000 Parks & Recreation Burbank Volunteer Program (BVP) Screening 6,500 Parks & Recreation Burbank Arts Utility Box Beautification Program2 12,000 Police Personal Protective Equipment (PPE) Supplies 15,000 Public Works Engineering and Design - Private Contractual Services 200,000 1,787,639
CAPITAL OUTLAY
Fire Fire Inspection Crew Cab Truck 35,000$
Fire Self Contained Breathing Apparatus (SCBA) 400,000
Fire Water Tender Replacement 139,000
Parks & Recreation Animal Shelter Vehicle 40,000
Parks & Recreation Fairway Aerifier 15,215
629,215
CONTRIBUTIONS TO OTHER FUNDS
Non-Departmental FY 22-23 Citywide Information Technology Projects3 7,025,710$ 7,025,710
GRAND TOTAL ONE-TIME ITEMS FY 2022-23 9,592,564$
1 Funded by a 5 year Permanent Local Housing Allocation grant 2 Funded by Art in Public Places Funds
3 $5,485,000 of the citywide IT projects are proposed to be funded with American Rescue Plan Act funds. The net impact to the General Fund is $1,540,710.
Attachment 1
PROPOSED ONE-TIME ITEMS
GENERAL FUND - FY 2022-23
SCHEDULE A
Attachment 1 - Page 3
2022-23 2023-24 2024-25 2025-26 2026-27
Recurring Items:
Revenues
Sales Tax 54,417$ 56,050 57,731 58,886 60,063 Property Taxes 61,787 63,949 66,507 69,168 71,934 Utility Users Tax 16,312 16,557 16,805 17,058 17,313 Services Charges - Intra City 13,500 13,837 14,252 14,680 15,120 Services Charges 18,406 19,050 19,622 20,210 20,817 In Lieu of Tax 8,728 8,903 9,081 9,262 9,448 Interest/Use of Money 2,271 2,317 2,340 2,363 2,387 Parking/Traffic/Other Fines 2,002 2,102 2,144 2,187 2,231 Transient Occupancy Tax 10,048 11,103 12,469 13,391 14,365 Building Permits/License Fees 5,594 5,761 5,934 6,112 6,296 Transient Parking Tax 3,339 3,495 3,582 3,672 3,763 Business Taxes 2,400 2,472 2,546 2,623 2,701 Franchises 1,471 1,442 1,427 1,413 1,399 Intergovernmental Revenues 1,559 1,590 1,622 1,654 1,687 Total General Fund Revenues 201,834$ 208,628$ 216,063$ 222,679$ 229,525$ Expenditures
City Council (761)$ (788)$ (807)$ (826)$ (846)$ City Manager (2,739) (2,834) (2,900) (2,966) (3,035) City Clerk (1,773) (1,834) (1,880) (1,926) (1,974) City Treasurer (910) (941) (964) (987) (1,010) City Attorney (4,579) (4,738) (4,843) (4,949) (5,058) Management Services (6,566) (6,794) (6,966) (7,141) (7,321) Financial Services (6,029) (6,237) (6,382) (6,529) (6,679) Parks & Recreation (28,809) (29,810) (30,620) (31,447) (32,298) Library Services (8,488) (8,782) (8,997) (9,216) (9,441) Community Development (13,381) (13,844) (14,193) (14,548) (14,912) Public Works (18,356) (18,992) (19,490) (19,997) (20,518) Fire (38,559) (39,301) (40,608) (41,781) (43,002) Police (62,450) (65,164) (67,232) (69,174) (71,133) Non-Departmental (8,155) (8,493) (9,353) (9,982) (10,623) Total General Fund Expenditures (201,553) (208,553) (215,236) (221,469) (227,850) RECURRING BALANCE / (DEFICIT) 281$ 75$ 827$ 1,210$ 1,675$ General Fund
Attachment 2
PROJECTED
(Amounts in Thousands)
Proposed Budget FY 2022-23
Financial Forecast FY 2022-23 through FY 2026-27
Attachment 2 - Page 1
2022-23 2023-24 2024-25 2025-26 2026-27
General Fund
Attachment 2
PROJECTED
(Amounts in Thousands)
Proposed Budget FY 2022-23
Financial Forecast FY 2022-23 through FY 2026-27
Non-Recurring Revenue/Savings Items:
American Rescue Plan Funding 5,845$
Other Non-Recurring Revenue/Resources 8,668
Estimated Annual Budget Savings 3,023 3,128 3,229 3,322 3,418 Non-Recurring Revenue/Savings Total: 17,536 3,128 3,229 3,322 3,418 Plus Beginning Balance June 30th 31,218$ 29,637$ 31,440$ 34,159$ 37,444$ Working Capital Reserve (1,089) (1,050) (1,002) (935) (957) Emergency Reserve (363) (350) (334) (312) (319) Compensated Absences Reserve (384) - - - - Adjusted Beginning Balance July 1st 29,381 28,237 30,104 32,912 36,168 Less Non-Recurring Expenses
Proposed One-Time Items (9,593)
Contributions to CalPERS (7,968)
Subtotal Non-Recurring Items (17,561) - - - -
EXCESS/(DEFICIENCY) OF REVENUE
OVER APPROPRIATIONS 29,357$ 31,366$ 33,332$ 36,234$ 39,586$ PLUS RECURRING BALANCE (ABOVE) 281$ 75$ 827$ 1,210$ 1,675$ ENDING SPENDABLE FUND BALANCE 29,637$ 31,440$ 34,159$ 37,444$ 41,260$ Attachment 2 - Page 2
Description 2022-23 2023-24 2024-25 2025-26 2026-27
Revenues:
Sales Tax 3.5% 3.0% 3.0% 2.0% 2.0%
Property Taxes 3.3% 3.5% 4.0% 4.0% 4.0%
Utility Users Tax 3.9% 1.5% 1.5% 1.5% 1.5%
Services Charges - Intra City 0.8% 2.5% 3.0% 3.0% 3.0%
Service Charges 9.5% 3.5% 3.0% 3.0% 3.0%
In-Lieu of Tax 4.0% 2.0% 2.0% 2.0% 2.0%
Interest/Use of Money 12.8% 2.0% 1.0% 1.0% 1.0%
Parking/Traffic/Other Fines (9.1%) 5.0% 2.0% 2.0% 2.0%
Transient Occupancy Tax 20.0% 10.5% 12.3% 7.4% 7.3%
Building Permits/License Fees 16.1% 3.0% 3.0% 3.0% 3.0% Transient Parking Tax 5.0% 4.7% 2.5% 2.5% 2.5%
Business Taxes 4.3% 3.0% 3.0% 3.0% 3.0%
Franchise Fees (3.5%) (2.0%) (1.0%) (1.0%) (1.0%)
Intergovernmental Revenues 81.4% 2.0% 2.0% 2.0% 2.0%
Expenditures:
Salaries & Wages* - - - - -
Utilities 3.0% 3.0% 3.0% 3.0%
Contracts/Services/Other 2.5% 2.5% 2.5% 2.5%
Internal Service Funds 3.5% 3.5% 3.5% 3.5%
*confidential
BUDGET PARAMETERS
Forecast - Proposed Budget FY 2022-23
Attachment 2
Attachment 2 - Page 3
New
Program
One-Time Recurring Recurring One-Time
City Attorney 93,000$ 93,000$ 93,000 $
City Clerk 21,416$ 7,100 $ 236,000$ 28,516$ 25,416$ 3,100$ 236,000$ 239,100 $ City Manager 19,849$ 19,849$ 19,849 $ - $ 19,849$ Community Development 109,496$ 40,000$ 60,000$ 149,496$ 8,000$ 141,496$ 60,000$ 201,496$ Financial Services 86,516$ 90,000$ 86,516$ 86,516$ 90,000$ 176,516$ Fire Department 300,000$ 341,363$ 248,943$ 150,000$ 435,000$ 590,306$ 148,575$ 441,731$ 885,000$ 35,000$ 1,291,731$ Library Services 40,000$ 77,063$ 40,000$ 25,000$ 15,000$ 77,063$ 77,063$ 15,000$ Management Services 115,000$ 150,000$ 115,000$ 115,000$ 150,000$ 265,000$ Parks & Recreation 240,102$ 77,375$ 18,500$ 55,215$ 317,477$ 251, 147$ 66,330$ 73,715$ 27,215$ 112,830$ Police Department 132,750$ 22,540$ 15,000$ 155,290$ 155,290$ 15,000$ 170,290$ Public Works 252,049$ 300,000$ 200,000$ 552,049$ 249,708$ 302,341$ 200,000$ 502,341$ TOTAL 300,000$ 1,203,541$ 850,958 $ 1,089,563$ 490,215$ 2,054,499$ 707,846$ 1,346,653$ 1,879,778$ 139,278 $ 3,087,153$ FISCAL YEAR (FY) 2022-23
BUDGET EXCEPTION REQUESTS - General Fund
In Order By Department
Total
Recurring
Total
One-Time
MS&S Exceptions
DEPARTMENT
Total 22-23
General Fund
Impact
New
Positions Capital
Outlay
Revenue
Offset For
Recurring
Requests
Recurring
General
Fund Impact
Revenue
Offset For
One-Time
Requests
1 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Temporary Staffing One-Time 93,000 93,000 At peak staffing levels, the City Attorney’s Office had twelve attorneys and nine support positions. Subsequent reductions in staffing did not correspond to reductions in service, on the contrary, service demands have increased. Attorney positions have since been restored to previous staffing levels to handle the workload in the City Attorney’s Office. However, we’ve had an overall net reduction in support staff. In addition to the overall net reduction in support staff, there have been recent recruiting challenges and ov erlapping leaves of absence amongst employees, leaving the office with a staff shortage.
We are requesting one-time funding to hire temporary staffing to maintain the operational needs of the office.
$ 93,000
$ - $ 93,000
R
ecurring One Time
- 93,000
-
-
$ - $ 93,000
R
evenue Offset
Total General Fund Impact
CITY ATTORNEY DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total Requests
Total MS&S
2 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Administrative Analyst II (M)
(Upgrade from AAI)
(2.000 FTEs)
Recurring 21,416 21,416 These positions have increased daily responsibilities by assisting with the high volume of the Passport Acceptance Program and the Citywide Records Management Program. In addition to carrying out daily duties, these positions require increased job knowledge and professional proficiency, are responsible for implementing certain office efficiencies, regularly assisting colleagues, and have consistently
performed job functions beyond the scope of an
Administrative Analyst I, thus resulting in an overall
demonstration of a higher level of commitment to the City of Burbank. As a result of having served as integral pieces of the City Clerk’s operation during the COVID-19 pandemic, they are now prepared to address complex assignments in the
Office. These positions have also successfully obtained Certified Municipal Clerk designations. Offset by passport revenues.
21,416 21,416 -
CITY CLERK DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total Positions
3 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
CITY CLERK DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
2 Private Contractual Services One-Time 200,000 200,000 An increase is needed to ensure that all election-related costs are covered.
3 Private Contractual Services -
Election-Related Translation Services
One-Time 25,000 25,000 New one-time funding is needed during an election season for proper accounting of the County of Los Angeles election- related translation services.
4 Private Contractual Services -
Election-Related Voter Outreach
Services
One-Time 11,000 11,000 New one-time funding is needed during an election season for proper accounting of election-related voter outreach and marketing efforts and to cover the rising costs of election- related expenses.
5 Private Contractual Services -
Records Destruction Service
Recurring 3,100 3,100 Additional funding is needed to address the increase in the cost of shredding and secured destruction services in
accordance with the Citywide Records Management Program. 6 Online Passport Appointment Booking
System
Recurring 2,000 2,000 Private Contractual Services funding is needed to provide passport applicants with an online appointment booking
system and to service existing office equipment. Offset by passport revenues.
7 Office Supplies Recurring 2,000 2,000 Additional funding is needed to address the rising costs of office supplies to ensure the continuance of accurate and efficient operations in the office. Offset by passport revenues. $ 243,100 $ 4,000 $ 239,100
Recurring One-Time
28,516 236,000
25,416 -
$ 3,100 236,000 Total General Fund Impact Total MS&S Exceptions
Total Requests
Revenue Offset
4 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Communications Manager (Z)
(New)
Recurring 19,849 19,849 The City Manager’s Office is requesting to bring back the Communications Manager position that was eliminated as a budget savings initiative a few years back. Currently, the Assistant Director in the Community Development Department (CDD) oversees the Public Information Office (PIO), but that is a temporary solution. A full-time Communications Manager is necessary to ensure PIO can effectively provide the
community with prompt and accurate information. The City Manager’s Office currently has two unfilled Executive
Assistant positions. The savings from these two positions will provide a salary savings of $141,544 that will help offset the Communications Manager position.
$ 19,849 $ - $ 19,849 Recurring One Time
19,849 -
- -
$ 19,849 $ -
Total Requests
Revenue Offset
Total General Fund Impact
CITY MANAGER and CITY COUNCIL DEPARTMENTS
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total Positions
5 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Administrative Analyst II
(Upgrade)
Recurring 18,839 18,839 This position's allocation change adds $18,839 to the General Fund. The new allocation: General Fund - 41 percent, Fund 104 - 20 percent, 105 - 19 percent, Fund 106 - 20 percent. The previous allocation to the General Fund was 20 percent. This allocation adjustment funds a portion of this position’s functions which will shift to support the Park ing program. Responsibilities include the procurement and implementation of technology systems related to commercial and residential parking as well as the development of technological solutions to efficiently manage the City’s parking garages and structures. Because this position is funded primarily with special revenue funds that are restricted and/or subject to audits, the allocation change reflects the actual time spent on various projects by funding source including charging the General Fund for staff support for Parking, and other non-special revenue projects.
2 Intermediate Clerk
(Costing Change)
Recurring 5,100 5,100 This position's allocation change adds $5,100 to the General Fund. The new allocation to the General Fund is 7%. This request reflects the position's support of the Parking program as well as time spent on special revenue fund projects.
3 Permit Technician
(New)
Recurring 85,557 85,557 Building and Safety Permit Technicians issue over 4,000 building permits and process approximately 2,000 plan check applications each year. They are responsible for responding to customers on two fronts – the physical counter and the
electronic inbox. The previous 12,000 customers who were helped at the Building Permit Counter are now split between in- person and email service, with 1,500 customers seen at the counter and 1,200 permits issued via email from July 1 - December 31, 2021. The addition of a Permit Technician
position will increase customer response time by 50 percent. $ 109,496 $ - 109,496
COMMUNITY DEVELOPMENT DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total Positions
6 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
COMMUNITY DEVELOPMENT DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
4 Residential Parking Permit
Program
Recurring 40,000 8,000 32,000 Funds are needed to continue the implementation of the City's residential parking permit program, which started an annual renewal process in FY 2021-22. This item also includes hiring a consultant to perform municipal code-required surveys for new permit parking zone requests, which costs approximately $15,000 per study. Given the current queue, staff plans to complete four permit zone requests per year.
5 Residential Parking Permit
Program - Temporary Staffing
One-time 60,000 60,000 This item is needed to help provide efficient and prompt parking permit fulfillment and customer service to residents in permit parking zones, particularly during the permit renewal process.
During the 3-month permit renewal period, temporary staff responds to approximately 150 phone calls per week, takes approximately 300 permit renewal appointments, responds to email permit inquiries, and mails 4,000 permit stickers to residents. Part-time staffing is needed for the rest of the year to provide general permit customer service. This temporary staffing help allows City parking staff to review and approve parking permit credentials through the City's online permit renewal system and manage the other parking program
services (commercial permits, managing parking lots and structures, curb management, and other activities). This cost is recurring for three years, but will not be necessary when the City implements license plate parking enforcement. Therefore staff proposes to provide this i nterim permit fulfillment and customer service role with temporary staffing.
$ 100,000 $ 8,000 92,000
Recurring One-Time
149,496 60,000
8,000 -
141,496 60,000
Total Requests
Revenue Offset
Total General Fund Impact
Total MS&S Exceptions
7 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
6 Housing Assistant
(New)
Recurring 103,659 103,659 117 and
128
Hiring a new Housing Assist ant has become imperative as the Housing Authority continues to accept additional Housing Vouchers to supplement rents f or our some of the most needy residents. Most recently, the City accepted 67 Emergency Housing Vouchers (EHV) that are used for the homeless and take a long time to process. The City has already been
allocated 1,014 Section 8 Vouchers along with a total of 35 others under the following pr ograms: Veterans Affairs
Supportive Housing (VASH), and Permanent Supporting
Housing (PSH).
Implementing these new v oucher programs has been done
without adding staff and has now become a substantial
burden. Not meeting Federal is suance requirements could result in the City losing voucher funding. These voucher programs provide administrative funds which would be used to hire a new Housing Assistant to ensure we met Federal
Guidelines and maintain our housing vouchers without asking for General Fund Revenue.
$ 103,659 $ 103,659 $ -
Recurring One-Time
103,659 -
103,659 -
- -
Total Requests
Revenue Offset
Total Non-General Fund Impact
COMMUNITY DEVELOPMENT DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
Total Position
8 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Purchasing Reorganization Recurring 86,516 86,516 The Purchasing Divis ion has experienced a growth in both the volume and complexity of its workload due to state regulations regarding prevailing wage, an increase in procurements
funded by federal government pr ograms that require special handling to meet grant requirements, and the expansion of the City’s annual Infrastructure program as a result of Measure P.
This proposed reorganization w ill add clerical staff support to the Purchasing Division and provide enhanced expertise
through the upgrade of a Buyer position to a Sr. Buyer.
Providing more internal clerical support will free up the Buyers’ time to expedite projects and provide enhanced customer service to city departments. The Sr. Buyer position will support the City’s more complex proc urements and construction
projects as well as assume the s upervision of the Division’s clerical staff.
86,516 - 86,516
2 Fee Study One-time 90,000 90,000 In 2017, a citywide fee study was conducted and the City Council adopted a cost recovery policy to provide guidance for establishing fees for City ser vices. Industry accepted best practices recommend cities per iodically (approximately every three to five years) conduct a study to determine whether their fees for services accurately reflect the cost of providing those services to the public. In order to ensure that the City remains in compliance with Prop 218 as well as the City Council’s cost recovery policy, staff is recommending a new fee study be completed in FY 2022-23.
90,000 - 90,000
Recurring One Time
86,516 90,000
- -
$ 86,516 $ 90,000
FINANCIAL SERVICES DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total Positions
Total Requests
Revenue Offset
Total General Fund Impact
Total MS&S Exceptions
9 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
300,000 - 300,000
FIRE DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
JUSTIFICATION
Total Programs
300,000 300,000 One-Time Fire Recruit Academy1 The Burbank Fire Department (BFD) is requesting recurring funds of $300,000 for Fire Recruit Academies. BFD diligently attempts to project retirements and promotions to be able to proactively plan for the recruitment and training of new firefighters. Traditionally, BFD has requested one-time funding through the budget development process.
However, timing and unforeseen circumstances continue to be a significant challenge for BFD with regard to planning and funding Fire Recruit Academies. Recently, BFD has been utilizing salary savings from vacant positions to fund Fire Recruit Academies when the need for funding does not align with fiscal year budget development.
However, solely relying on this salary savings practice or requesting one-time funding through the budget development process has not been optimal. To continue to improve and better balance the planning, timing, and funding of Fire Recruit Academies, BFD will utilize the $300,000 funding to initiate Fire Recruit Academies and smooth out consequences that occur due to timing and lack of funding. BFD will either carryover funds if Fire Academies do not take place, utilize only what is necessary during a specific fiscal year, and/or supplement with salary savings when additional funds are required to complete Fire Recruit Academies. This hybrid funding option will allow BFD to stay agile on an on-demand basis, plan successfully, and not be inhibited by timing and funding in order to recruit and train new firefighters. 10 FIRE DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
2 Fire Inspector I
(New)
Recurring 91,363 91,363
3 Increase Safety Overtime
(Upgrade)
Recurring 250,000 250,000
341,363 91,363 250,000 Total Positions
JUSTIFICATION
The Fire Prevention Bureau is requesting a civilian Fire Inspector I position to implement Senate Bill 1205, which requires fire departments to annually report state-mandated fire inspection activities. Prior to COVID-19, the Fire Prevention Bureau reported a 78 percent compliance rate for inspections within Residential Group R occupancies that include hotels, motels, apartments (three units or more), and certain residential care facilities. All other state-mandated fire inspections maintained 100 percent compliance. Current fiscal year figures are drastically lower due to COVID-19 restrictions and shutdowns, therefore those figures are not typical and should not be used for analysis purposes. A new civ ilian Fire Inspector I position will allow the Fire Prevention Bureau to reach 100 percent compliance with all occupancy categories. This position will also assume additional responsibilities within the Fire Film Safety Office to spot inspect over 1000 temporary film permit locations that currently are not inspected due to staffing. This request will be 100 percent revenue offset via new and increased fire permits/inspections as well as film permits.
Proposed increase to Fire Suppression and Emergency Medical Services (EMS) Overtime Safety budgets to address funding gaps created during periods of budget reductions, and the appropriate allocation and balance of overtime funds moving forward into future fiscal years.
11 FIRE DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
4 Brush Clearance -
Private Contractual Services
Recurring 160,943 54,212 106,731 5 Hose Testing Service -
Private Contractual Services
Recurring 15,000 15,000
JUSTIFICATION
The Fire Prevention Bureau is responsible for the annual brush clearance of City property in the Very High Fire Hazard Severity Zone.
Currently, the existing budget for City-owned hillside brush clearance is limited to $89,000 and provides for a single cutting per year. In order to maintain an appropriate brush clearance program, the Fire Prevention Bureau is requesting an additional $160,943 in funds. This increase in funding will reinstate the past and more effective practice of two cuttings per year which was reduced due to multiple years of budget reductions. These funds will also be utilized to address the removal of dead trees strategically identified by Fire and Parks and Recreation staff. There is a partial revenue offset for this request through new and increased fire permit/inspection fees.
The Fire Suppression Division is requesting funds to utilize a professional hose testing vendor to conduct annual fire hose testing of approximately 60,000 feet of supply structure and forestry hose.
Currently, Fire Suppression conducts in-house hose testing that requires 8 personnel, 4 hours a day, for 12 days to complete. During this period, personnel must be out of service. Testing could be better administered and documented by professional vendors. In-house testing has led to several industrial accidents which have increased leave time and are causing tremendous maintenance concerns for fire engine pumps. Fire engines are not technically built to conduct hose testing which requires engine pumps to maintain static pressures of 300psi for 5 minutes on each test. The $15,000 investment for an outside professional vendor to conduct annual hose testing is an important transition towards efficiency and effectiveness. Utilizing professional vendors will also enable BFD to maintain the appropriate National Fire Protection Association (NFPA) safety standards, and prevent accidental workplace injuries.
12 FIRE DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
6 Emergency Medical Services -
Special Department Supplies
Recurring 70,000 70,000
7 Credit Card Merchant Fees Recurring 3,000 3,000 8 Emergency Management One-Time 150,000 150,000 398,943 57,212 341,731 Total MS&S Exceptions
JUSTIFICATION
The Emergency Medical Services (EMS) Division is requesting an increase to its Special Departmental Supplies budget which funds all EMS consumable supplies, pharmaceuticals, and narcotics. This account was last increased in FY 2018-19. However, medical treatment and supply costs continue to rise at a rapid pace more so accelerated with the COVID-19 pandemic. The EMS Division has been drawing down funds at a quicker pace and for two fiscal years now has been at a zero balance by the beginning of the 3rd quarter requiring budget transfers from other program budgets to sustain appropriate levels of EMS supplies. As such in order to maintain the supplies, pharmaceuticals, and narcotics necessary without drawing away funds from other departmental programs, the EMS Division is requesting its funding to be increased. The EMS Division will also allocate funding to implement an EMS supplies inventory system to enhance the technology used to track and maintain inventory levels.
Fire is requesting funding to utilize professional services to develop Continuity of Operations Plans for all City of Burbank departments.
These plans are necessary for the City's continuity of operations during the course of a major disaster and thereafter. Utilizing professional services will allow the City to take into account Federal and State law, as well as to attain nationwide best practices.
Fire is requesting to utilize revenues from the three percent administrative fee charged for all credit card payments to offset merchant fees paid by the department when customers use credit cards to pay for fees and permits.
13 FIRE DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
NO ITEM
NEW /
REPLACE COST
REVENUE
OFFSET BALANCE
9 Crew Cab Truck New 35,000 35,000 10 Self-Contained Breathing
Apparatus (SCBA's)
Replace 400,000 400,000
$ 435,000 $ 35,000 400,000 Recurring One-Time
590,306 885,000
148,575 35,000
$ 441,731 $ 850,000
BFD is requesting $400,000 in FY 2022-23 to begin a 2-year phased approach for funding the replacement of its Self-Contained Breathing Apparatus (SCBA’s). The manufacturer of BFD’s current fleet of SCBA’s is no longer in business and provided notice of their exist from this industry. The manufacturer was to maintain its parts, service, and repair support of current SCBA’s, however, there has been a dramatic decline in all support services and parts availability. In addition, there has been a sharp increase in part costs and associated repair times.
Los Angeles County Fire, Los Angeles City Fire, and the majority of Area C fire agencies including Burbank, Glendale, and Pasadena have all begun the process of purchasing new SCBA’s to maintain the proper Personal Protective Equipment (PPE) for firefighting. Life safety, equipment integrity, and reliable maintenance are critical components that must continue to be met for firefighter safety. A two- year funding cycle will allow BFD to complete its assessment of SCBA manufacturers and proceed to replace its fleet. There are some 533 capitalized funds available to help offset the cost of the final purchase, this offset will be applied in FY 2023-24, as part of the 2nd funding phase.
Total Requests
Revenue Offset
Total General Fund Impact
Total Capital Requests
JUSTIFICATION
A new crew cab truck is necessary for the proposed new Fire Inspector I position. This request will be 100 percent revenue offset via proposed increases to fire permits/inspections as well as film permits.
There is an annual recurring rental rate of $12,547 for the vehicle. 14 NO ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION
REQUESTED
AMOUNT FUND JUSTIFICATION
11 Projection Systems (2 units) Replace 12,221 12,221 533 Requesting capitalized funds to replace the p rojectors at the Emergency Operations Center (EOC).
12 Chemical Detection System Replace 6,928 6,928 533 Requesting capitalized funds to replace the ch emical detection system.
$ 19,149 $ 19,149 $ - One-Time
19,149
19,149
$ -
Revenue Offset
Total Non-General Fund Impact
FIRE DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
Total Capital Requests
Total Requests
15 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Private Contractual Services -
Central Library Technology
One-Time 77,063 77,063 As part of the 777 Front Street project approved by the City Council, the developer is providing community benefit funds to several departments. This requests the allocation of funds for Central Library technology improvements to a Library account and is revenue offset. Funds will be spent on improvements for public access technology, digital literacy, and the Spark! Digital Media Lab.
2 Private Contractual Services -
Translation Services
Recurring 15,000 15,000 As part of the Library's commitment to more diverse and inclusive services, staff is requesting annual funding for translation services. Historically, translation has been done by staff who are not trained for official documents. Translation will be focused on making key documents such as library card applications and the rules of conduct available in Spanish and Armenian, in addition to English.
3 Literacy (Grant) Recurring 25,000 25,000 The Library has consistently received an annual grant from the California State Library to provide literacy services to adults who read below an 8th-grade level. Due to the state budget cycle, funds are not received until up to six months into the fiscal year. In FY 2016-17, Council began providing partial funding through the annual budget process to allow services to operate year-round, with funds reimbursed once the grant is received. Starting in FY 2022-23, staff is requesting an increase to this advance payment based on changes to
expense cycles. The full amount will continue to be reimbursed to the City by the grant.
117,063 102,063 15,000
Recurring One-Time
40,000 77,063
25,000 77,063
$ 15,000 - Total General Fund Impact
LIBRARY DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total MS&S Exceptions
Total Requests
Revenue Offset
16 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Other Professional Services One-Time 150,000 150,000 The Management Services Department (MSD) is seeking services for the ongoing support of caseload under the Fair Employment and Housing Act (FEHA) and the Americans with Disabilities Act (ADA). An ADA consultant will assist with comprehensive management of the City’s disability
compliance obligations, to ensure that the City is making sound reasonable accommodation decisions. The consultant will manage the caseload resulting from the Workers’
Compensation process, ensur ing that there is no conflict of interest and the City is protected from liabilities. The City’s sole ADA Coordinator does not have the capacity to manage the current caseload, which was 248 cases over the last year.
An ADA consultant will suppor t City staff by overseeing approximately 40-50 cases for a total of $150,000 annually. 2 Other Professional Services Recurring 15,000 15,000 This account provides funds for outside consulting services for occupational environmental fact ors, ergonomics, and special testing. The additional funds will be used for Noise Dosimetry Surveys requested for the Animal Shelter and to assess other City job specifications noise ex posures such as Public Works Street Maintenance, Fleet Services, Solid Waste, Street Sweepers, Parks and Recreation Landscapers, Forestry, and other occupational exposures.
MANAGEMENT SERVICES DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
17 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
MANAGEMENT SERVICES DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
3 Medical Services Recurring 100,000 100,000 This account provides funds for employee medical services (non-Workers' Compensation). T his includes the Firefighter Annual Fitness Assessments, Department of Motor Vehicle (DMV) Medical Examinations, Annual Respiratory and
Audiometric testing, etc. Pursuant to the City's Memorandum of Understanding (MOU) with the Burbank Fire Fighters
Association (BFF), the City pr ovides a Wellness program that must comply with national standards. A review of the
Wellness program identified the need to add certain cancer screenings to the annual testing panel in order to fully meet the national standards. These funds will ensure the City fully meets its Wellness program obligations under the BFF MOU. $ 265,000 $ - $ 265,000
Recurring One-Time
115,000 150,000
- -
115,000 150,000
Revenue Offset
Total General Fund Impact
Total MS&S Exceptions
Total Requests
18 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
4 Outside Legal Services Recurring 195,000 195,000 530 The department's Labor Relations division is requesting additional funds for workplace
investigations. Usually, workplace investigations are
handled by one staff member who conducts
investigations in-house and an outside investigator.
However, the number of workplace investigations has
dramatically increased. According to the Association
of Workplace Investigators (AWI), of which MSD staff
is a member, organizations across the United States
have seen an increase in workplace investigations
due to dramatic changes in wo rkplace culture driven
by sexual harassment and racial justice. Depending
on the complexity, a dedicated staff member can
handle approximately six workplace investigations per
year, with the remaining investigations being
conducted by outside investigators. The average
investigation costs approximately $60,000. Staff is
estimating seven outside investigations for FY 2022-
23, totaling $420,000. The current budgeted amount is
$225,000 annually. Staff is requesting an additional
$195,000 to be able to complete the anticipated
investigations.
5 Insurance Recurring 2,000,000 2,000, 000 530 Given the extremely hard market for insurance for public agencies, staff is planning for a 35 percent
increase in overall costs for general liability, a 25
percent increase for Citywide property insurance, and
a 10 percent increase for all other lines of insurance, including power generation property coverage, cyber
liability, environmental liability, auto physical damage, earthquake, and crime.
MANAGEMENT SERVICES DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
19 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
MANAGEMENT SERVICES DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
6 Industrial Disability
Retirement
Recurring 300,000 300,000 531 The increased funds would be used to cover the City's ongoing cost to comply with CalPERS Industrial
Disability Retirement process. The City is responsible
to pay for the Independent Medical Evaluation (IME)
and litigation cost.
7 Office of Administrative
Hearings
Recurring 52,000 52,000 531 The increased funds would be used to cover the City's ongoing cost to comply with CalPERS Industrial
Disability Retirement (IDR) process. The City is
responsible to pay for the cost associated with the
administrative hearing if the employee disagrees with
the City's IDR decision.
8 Insurance: State Self-
Insurance Fee
Recurring 238,451 238,451 531 The increased funds would be used to cover the City's ongoing assessments collected by the State to
support administrative and regulatory programs
associated with self-insured programs.
9 Insurance Recurring 143,750 143,750 531 The increased funds would be used to cover the City's ongoing cost to secure excess Workers'
Compensation insurance.
10 Software and Hardware Recurring 17,273 17,273 531 The increased funds would be used to cover the structured annual 3-5 percent increase for the Ventiv
agreement as well as licensing fees. Ventiv is the
City's claims management system and serves as the
central repository for and source of Workers'
Compensation data.
$ 2,946,474 $ - $ 2,946,474 Recurring One-Time
2,946,474 -
- -
$ 2,946,474 $ -
Total Requests
Revenue Offset
Total Non-General Fund Impact
Total MS&S
20 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Animal Shelter Reorganization Recurring 170,641 115,931 54,710 As part of the transition of the Burbank Animal Shelter from the Police Department to the Parks and Recreation
Department, personnel changes within the Animal Shelter are inevitable both for function and efficiency. Animal Control Officers will get the opportunity to have a broader presence, taking on various duties while patrolling the parks and City facilities, and responding to calls for service in the evenings.
The other inevitable change from the transition will be the stand-alone administration function of the Animal Shelter to manage and support the Shelter’s operational needs. These needs are currently supported by the Police Department
Administration personnel. Recurring grant dollars from the California Tobacco Grant for community-wide education of the City's park patrol ordinances will be used to offset this request. The grant revenue is recurring for the next three years.
2 Veterinary Technician (.5 FTE)
(New)
Recurring 35,341 35,341 Staff is proposing to enhance Animal Shelter services for the community to include monthly vaccine and microchip clinics and low-cost spay and neuter programs for dogs and cats. By providing minimal services pet owners need for their pets, these services will increase adoption and reduce the number of household pets surrendered to the Animal Shelter.
Revenue will be collected from the enhanced services and licensing efforts to completely offset this request. The new, part-time staff member will provide the support necessary to operate the vaccine and microchip clinics.
PARKS AND RECREATION DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
21 PARKS AND RECREATION DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
3 14 Locker Room Attendant (FTE .125)
Positions to 5 Facility Attendant II
(FTE .45) Positions
(Upgrade)
Recurring 34,120 35,000 (880) The Department’s robust and popular Aquatic program continues to increase and broaden services to the community.
Due to increased demand, it is essential that the operation is right-sized to meet the needs of the community and
appropriately staff the facility. In the past, Locker Room Attendant responsibilities were shared with other Aquatic staff including Lifeguards and Senior Lifeguards. However, a shift in responsibilities was transitioned to Locker Room Attendants whereas the positions perform duties equivalent to a Facility Attendant II (FA II). Converting Locker Room Attendants to FA IIs will appropriately align and provide internal equity with essential job functions to the corresponding position of a FA II.
Staffing FA IIs at the aquatic centers will provide enhanced customer service to the public with a standardized approach throughout all facility operations in the Department. More importantly, it will allow for lifeguard personnel to focus on providing the required necessary life safety to participants in the pool. The Department’s Aquatics section will offset 16 percent ($16,000) of the annual cost with an overall three percent CPI increase to aquatic fees. In addition, the
continued demand and ongoing increase in attendance in lap swim have increased revenues by $19,000 which will offset the position cost.
$ 240,102 $ 186,272 $ 53,830 Total New Positions 22 PARKS AND RECREATION DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
4 Uniforms and Tools -
Burbank Animal Shelter
Recurring 1,500 1,500 Funds are requested to cover uniform costs for the following three new positions: Animal Control Officer (ACO),
Veterinarian Technician, and Intermediate Clerk. Uniforms are needed to maintain a professional appearance and to meet the working demands of staff, specifically for ACOs working in the field and the Shelter's medical personnel.
5 Special Department Supplies -
Burbank Animal Shelter
Recurring 14,875 14,875 The Burbank Animal Shelter is requesting to increase the number of vaccines and microchips purchased to provide
monthly low-cost vaccine clinics to the public. A new vaccine clinic program would aim to provide 300 dogs and 180 cats low-cost vaccine alternatives to ensure owners are able to keep their pets healthy and out of shelters. Vaccines to be purchased include DHLPP, Bordetella, rabies, FVCRP, and canine flu. Additionally, syringes and cleaning supplies will also be needed to ensure a successful vaccine clinic program for the community. The cost of this purchase is 100% offset with vaccine clinic revenues.
6 Special Department Supplies -
Cultural Arts Items
One-Time 12,000 12,000 The Art in Public Places Committee recommends that $12,000 of Public Art funds be allocated to fund Phase 6 of the Burbank Cultural Arts Commission's (BCAC) Burbank Arts Utility Box Beautification Program. The request will be used to commission artists to paint 12 utility boxes. BCAC remains committed to raising additional funding for ongoing
maintenance and the artist reception.
23 PARKS AND RECREATION DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
7 Independence Day Celebration Recurring 6,000 6,000 The City's pyrotechnic company has increased the cost of the 4th of July Fireworks. The Independence Day event is the City's premier special event attended by over 4,000
community members. This event is part of the overall Starlight Bowl Summer Concert Season (Summer Concerts). As a
standalone event, it would be a 100 percent revenue offset.
However, revenue generated from this event helps to support the entire Summer Concerts series. The vendor last increased prices in 2019, for which staff requested additional funding at the time. The current cost for the event is $27,500. With the increase, the cost will go up to $33,500.
8 Special Department Supplies - Annual
Tree Lighting
Recurring 3,000 3,000 Vendors supporting the City's annual Mayor's Tree Lighting have increased their costs for both supplies and labor. The Mayor's Tree Lighting is a free, non-revenue generating event that is well attended by the Burbank community each year.
These funds are needed for increases in hired services
including lighting rental of the holiday tree and road closures.
The cost of the hired services alone is about $23,000. The current event budget does not cover the cost of the increase in the hired services. To continue offering the ceremony, additional funds are needed.
9 WWII Commemoration Recurring 2,000 2,000 The new War Memorial structure at McCambridge Park includes the display of seven flags year-round (U.S.A
California and five military branch flags). Flags are exposed to harsh outdoor elements and therefore they need to be
replaced on a regularly.
24 PARKS AND RECREATION DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
10 Other Professional Services -
Background Screening
One-Time 6,500 6,500 The Burbank Volunteer Program (BVP) is preparing for an influx of volunteers from the Burbank Animal Shelter (BAS).
An additional 350 volunteers will be required to go through bi- annual nationwide background screening to meet the
requirements of BVP. Each screening costs $18.50.
Currently, the Burbank Police Department processes the initial background screening for new BAS volunteers. However, with the transition of the BAS to the Parks and Recreation
Department, BVP will assume the initial and reoccurring background duties and responsibilities.
11 Special Recreation Contract Services Recurring 50,000 50,000 Since its inception in FY 2017-18, the Burbank Program, Activity, and Service Subsidy (PASS) Program has been very successful and well-received by the community. In FY 2021- 22, PASS qualified 710 residents (499 adults and 211
children), which is almost a 65 percent growth from its onset.
The Parks and Recreation Department manages the program and while the Department was able to absorb the
expenditures associated with the program, this is no longer sustainable with the growth and popularity of the program.
The Department is requesting $50,000 to pay for expenditures allocated toward City programs, activities, and services. This request is 100 percent supported through revenue generated from citywide fee increases.
$ 95,875 $ 76,875 $ 19,000 Total MS&S Exceptions 25 PARKS AND RECREATION DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
NO ITEM
NEW /
REPLACE COST
REVENUE
OFFSET BALANCE JUSTIFICATION
12 Ford Transit Connect New 40,000 40,000 The Burbank Animal Shelter currently has three vehicles assigned to five Animal Control Officers (ACO). With the addition of a sixth ACO, three vehicles are not sufficient to meet the needs of the Animal Shelter, including the additional responsibilities of patrolling parks. A vehicle retrofitted to meet the performance needs of an ACO is a prerequisite for the demands of the shelter. With the additional ACO expected to assume some park patrol duties, a Ford Transit Connect is ideal to support all of the needs of this operation. A vehicle shortage will result in delayed responses to calls for services.
There is an annual recurring rental rate of $7,824 for this vehicle.
13 Fairway Aerifier New 15,215 15,215 To achieve the sustained benefits of aeration, it is recommended that golf courses routinely aerate at least once every six weeks, if not more frequently. The purchase of a fairway aerifier will build resilience in the soil, reduce compaction, and keep the grass healthy and thriving.
Moreover, the Golf Course will have the ability to aerate on a more frequent basis which will increase play at DeBell. There is an annual recurring rental rate of $7,700 for the aerifier.
This request will be revenue offset by the DeBell Golf Course revenues.
$ 55,215 $ 15,215 $ 40,000
Recurring One-Time
317,477 73,715
251,147 27,215
$ 66,330 $ 46,500
Total Requests
Revenue Offset
Total General Fund Impact
Total Capital Outlay
26 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE Fund JUSTIFICATION
14 Tree Trimming Services Recurring 500,000 500,000 534 City trees are one of the City’s most important and valuable assets. Burbank’s Urban Forest consists of 33,000 trees that help provide a healthy and clean environment for our
community. Mature trees increase property values and attract natural wildlife that are also beneficial to our community. Of these 33,000 trees, most are original plantings when the neighborhoods were developed, thus resulting in very mature trees. Mature trees require exponentially more maintenance than young trees. It should be noted that mature trees provide tenfold the benefits of young trees. To successfully maintain these trees, be able to stay on and improve a 6-year tree maintenance cycle by meeting the residents' expectations of timely services, this request will be used to fund the private tree trimming contractor that supports the Forestry Division. 15 Building Grounds Maintenance and
Repair - Flooring at Joslyn Adult
Center, Ovrom Community Center
and McCambridge Park
One-Time 50,000 50,000 534 The flooring at the several City facilities including the Joslyn Adult Center, Ovrom Community Center, and McCambridge
Park (ramp and Volleyball cover) require repair. In some instances, there is termite and water damage that needs to be restored for public safety. The Department prides itself in maintaining facilities that are safe and accessible to the public. 16 Building Grounds Maintenance and
Repair - Sports Court and Dance
Floor Resurfacing
Recurring 70,000 70,000 534 Funds are requested for the annual sports court and dance floor resurfacing citywide. Maintenance of these surfaces is crucial to the safety of users and enhances opportunities for resident recreation. These funds are being transitioned away from a capital improvement program request and into a
Building Ground Maintenance and Repair account which more accurately reflects the nature of the work performed.
PARKS AND RECREATION DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
27 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE Fund JUSTIFICATION
PARKS AND RECREATION DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
17 Parks Master Plan One -Time 210,000 210,000 534 The Parks Master Plan was completed in 1990 and an update is long overdue. The plan will help guide the Department's investment in parks, facilities, trails, and open spaces. This long-range plan will also assist in prioritizing park projects for the next ten years. The Parks Master Plan will provide an overarching investment strategy to address high-priority, ongoing, and unmet park system needs. Moreover, it will address park access and equity issues on a citywide scale, recommend park and facility improvement projects and
examine park maintenance challenges. Overall, the master plan will support community livability, park safety, trail connectivity, health and wellness, and quality of life. 18 Building Grounds Maintenance and
Repair - Mary Alvord Recreation
Center
One-Time 10,000 10,000 534 At the January 25 City Council meeting, the renaming of the Verdugo Recreation Center to the Mary Alvord Recreation Center was approved. This request is to fund the installation of new signage and plaques, updating marketing materials, and revising department directories to reflect the name change.
Current facility signage outside of the California Street facing entrance includes raised letters denoting “Verdugo Park Recreation Center” and a dedication plaque at the second- story entrance of the gym also denoting “Verdugo Park
Recreation Center.” The total cost to develop and finalize a design concept, fabricate, and install these new elements is estimated to be $10,000. This includes staffing costs
associated with updating marketing materials, directories, website, and electronic information to reflect the name change.
$ 840,000 $ - $ 840,000
Recurring One-Time
570,000 270,000
$ 570,000 $ 270,000
Total Requests
Revenue Offset
Total Non-General Fund Impact
Total MS&S Exceptions
28 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Police Communications Manager
(New)
Recurring 132,750 132,750 The Communications Center has been managed by a sworn Police Lieutenant for the past 30 years. For a variety of reasons, this is a rotational assignment that presents
challenges in attaining a sufficient level of knowledge to effectively manage the Center. This position manages one of the most critical and essential operations within the City, requiring an in-depth understandi ng of involved technologies (e.g. radio phone mapping and computer-aided dispatch), staff training requirements, national and state performance criteria, evolving technological advancements in the field, and call management. Utilizing a non-sworn staff member as a permanent placement in this pos ition will provide a manager who ideally has experience working as a Communications
Operator and/or a Communications Supervisor, and therefore can effectively provide the appropriate level of management needed for this critical operation and ensure stability and continuity in the role. Having a non-sworn manager also creates a career advancement oppor tunity for civilians within the Department to promote staff retention and provides for appropriate reallocation of sworn personnel.
132,750 - 132,750
POLICE DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total Positions
29 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
POLICE DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
2 Special Department Supplies-
Administration
One-Time 15,000 15,000 The unprecedented onset of the COVID-19 pandemic has presented unforeseen and c ontinued health and safety
concerns for the Department. In an effort to mitigate exposure to and spreading of the virus, the Department implemented measures to ensure staff is properly equipped with Personal Protective Equipment (PPE) and supplies including surgical masks, N95 masks, gloves, hand sanitizer, disinfecting wipes and spray, and safety eyewear. As the circumstances
surrounding the pandemic continue, PPE supply needs are ongoing for the provision of public safety services. During FY 2020-21 and FY 2021-22, some of these costs were paid by funding received through th e Coronavirus emergency funding program - these grant funds have been exhausted.
3 Safety Program -
Patrol
Recurring 22,540 22,540 In an effort to enhance safety for officers assigned to the Department's Motors Unit, the City provides each Motor
Officer with two pairs of Kevlar pants annually. Kevlar is made of strong fibers that prevent t ears, are puncture-resistant, resist abrasion, and provide a m ore durable and safe uniform for officers who routinely operate a motorcycle as their primary duty assignment. The transition to Kevlar pants was made for safety reasons in 2018, however additional funding was not allocated to support the increased costs of $1,610 per officer annually. This funding will ensure adequate funding to outfit the Motors unit with this safety equipment.
$ 37,540 $ - $ 37,540
Recurring One-Time
155,290 15,000
- -
$ 155,290 $ 15,000
Total Requests
Revenue Offset
Total General Fund Impact
Total MS&S Exceptions
30 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Construction and Maintenance
Worker to Carpenter
(Upgrade)
Recurring 9,708 9,708 - This position upgrade from a Construction and Maintenance (C&M) Worker to Carpenter is requested
due to the increase of carpentry door hardware and lock work throughout City facilities. The Carpenter Shop
currently has one Lead Carpenter, one Carpenter, and
one C&M Worker. The Carpenter position performs
highly skilled and technical work while the C&M Worker
performs semi-skilled work. The Carpenter Shop has
been upgraded with modern equipment and is utilized to
produce high-quality shelves, cabinets, and doors, such as Council Chamber and Closed Session Room and
equipped City facilities with COVID-19 safety barriers.
The shop has a growing backlog of facility repairs for
roofs, facias, sidings, cabinets, doors, hardware, and
windows. This upgrade will maintain a position within the team commensurate with the tasks and expertise
needed to provide expected customer services.
2 Senior Civil Engineer
(New)
Recurring 156,784 90,574 66,210 This request is for a new Senior Civil Engineer position in the Engineering Division. Along with the increase of permits with utilities that are plan checked by the Permits Section, there has been a workload increase in private
development in recent years. This position will oversee the permit process including processing deposit refunds, land development offsite conditions, and managing
multiple Capital Improvement Projects (CIPs), requiring in-depth knowledge of right-of-way and the ability to
make time-sensitive decis ions to remain on schedule.
The position also requires the ability to effectively
communicate engineering principles and includes
supervising and training engi neering staff, responding to resident complaints, preparing b id specifications, writing staff reports, and presenting to City Council and the
Infrastructure Oversight Boar d. The position will provide needed depth in the newly streamlined organizational
structure of the Engineering Division and aid in
employee retention and succession planning. Permit and
inspection fee revenue will partially offset the fiscal impact of this position.
PUBLIC WORKS DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
31 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
PUBLIC WORKS DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
3 Permit Technician
(New)
Recurring 85,557 49,426 36,131 This request is for a new Permit Technician position in the Engineering Division. The Permit Section has
experienced an increase in utility work for cell sites and Wireless Telecommunication Facilities to accommodate
new technology (5G, fiber optics, and data collectors).
In addition, the State has passed increasingly
aggressive housing legislation in the past few years,
which has exponentially increased the number of
permits processed by Public Works staff. The proposed
position will aid the Permit Section in handling Wireless Telecommunication Facility and Accessory Dwelling Unit
(ADU) permit requests with more efficiency. Consultant
permit clerks are being us ed on a consistent basis to
process the very significant amount of permit
applications we receive. The addition of a Permit
Technician would minimize the need for these consultant services. This permanent position will also bring
consistent experience and City knowledge while
providing excellent customer service and reducing the
need to train new consultants. Permit fee revenue will
partially offset the fiscal impact of this position.
$ 252,049 $ 149,708 $ 102,341 Total Positions 32 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
PUBLIC WORKS DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
GENERAL FUND
4 Private Contractual Services -
Street Design and Construction
Recurring 100,000 100,000 Anticipating increased workload and finite staff resources, Public Works obtained the services of six on- call civil engineering consulting firms last year with
Council's approval. Public Works requires consultant
assistance for studies as well as design and project
management support for a variety of special pilot
projects that come up throughout the year. This would
also include implementing elements of the Complete
Streets Plan, surveys, geotechnical investigations,
inspection services, and general staff support.
5 Private Contractual Services -
Permits
Recurring 200,000 100,000 100,000 Anticipating increased workload and finite staff resources, Public Works obtained the services of six on- call civil engineering consulting firms last year with
Council's approval. Public Works requires consultant
assistance for civil, traffic, and right-of-way disciplines needed for design review of development plans and
general staff support. These funds are also needed for
consulting staff to augment the Permit counter staff to assist the public, provide timely permit reviews, permit issuance, and permit inspec tion. Permit and developer
fee revenue will partially offset the fiscal impact of this request.
6 Private Contractual Services
- Engineering and Design
One-Time 200,000 200,000 Similar to the request for a recurring increase to the Permits and Land Development private contractual
services account, funding is needed for Public Works to procure on-call consultant se rvices to support the Traffic Section of the Engineering Division. Work is anticipated to include conducting traffic studies and preparing plans for future traffic calming projects, Neighborhood
Protection plans, and impacts on the housing element.
$ 500,000 $ 100,000 $ 400,000
Recurring One-Time
552,049 200,000
249,708 -
$ 302,341 $ 200,000
Total Requests
Revenue Offset
Total General Fund Impact
Total MS&S Exceptions
33 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
7 Collection Systems Leadworker
(New)
Recurring 110,768 - 110,768 494 This Collection Systems team lacks a Leadworker position, which is a key position in any full-service
Public Works crew. A Leadworker provides daily full-
time, working leadership in the field during scheduled
maintenance efforts. For the Sewer crew, this
includes overseeing the cleaning and video inspection
of sewer pipelines, responses to requests for services
and investigations, and handling after-hours
emergencies or call-outs. Additionally, and quite
critically for the City, this position will improve staff development and provide for proper succession
planning as well as an optimized organizational
structure for the section that matches other sections
throughout the Department's field operations. This
position will be funded by the Water Reclamation and
Sewer Fund 494.
8 Civil Engineering Associate
(Fund 109 - 50%, and Fund
494 - 50%)
(New)
Recurring 124,936 - 124,936 109 and
494
This Civil Engineering Associate position is requested
to address the continually increasing complexity and
the number of wastewater regulations related to the
Burbank Water Reclamation Plant (BWRP), which
includes special studies and annual reporting. For
reference, the BWRP operates under three
wastewater regulatory National Pollutant Discharge
Elimination System (NP DES) Permits/ Waste
Discharge Requirements (WDR). In addition, this
position would assist with regulatory compliance for
stormwater under three stormwater NPDES Permits.
This Associate would also review and condition
development projects, which have already exceeded
staff's capacity to process in the timeframe expected
by internal and external customers and are
anticipated to increase due to the state's housing
requirements. This position will be funded 50 percent
by Fund 494 and 50 percent by Fund 109.
$ 235,704 $ - $ 235,704
PUBLIC WORKS DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
Total Positions
34 PUBLIC WORKS DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
NO ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
9 Replacement of 2012 Autocar
ACX Side Loader
Replace 450,000 450,000 498 This is a planned replacement of a side loader trash truck. The truck has reached the end of its service life and needs to be replaced for Solid Waste to continue
to provide high-level services to the City of Burbank.
10 Replacement of 2012 Ford
F150
Replace 35,000 35,000 498 This is a planned replacement of the pickup to tow a utility trailer used to collect mattresses. This truck has reached the end of its service life and needs to be
replaced to continue to provide this essential service. 11 Replacement of 2013 Ford
F250 with Service Body
Replace 40,000 40,000 498 This is a planned replacement of the pickup used in residential and commercial cart repairs and cart
exchanges. This truck has reached the end of its
service life and needs to be replaced.
12 Replacement of 2013 GMC Bin
Truck
Replace 55,000 55,000 498 This is a planned replacement of the truck used to move bins in and out of subterranean garages and
difficult-to-reach areas. This truck has reached the
end of its service life and needs to be replaced.
13 Replacement of 2013 Carson
Trailer
Replace 5,000 5,000 498 This is a planned replacement. This unit is used to collect/pick up mattresses and electronics. This truck
has reached the end of its service life and needs to
be replaced for Solid Waste to continue to provide
services to the City of Burbank and its residents.
14 Replacement of 2012 Ford
F150
Replace 35,000 35,000 498 This is a planned replacement. This unit is used to collect/pick up mattresses and electronics. This truck
has reached the end of its service life and needs to
be replaced for Solid Waste to continue to provide
services to the City of Burbank and its residents.
15 Replacement of 2015 GMC Bin
Truck
Replace 55,000 55,000 498 This is a planned replacement. This unit is used for service bin pick-ups in the subterranean areas. This
truck has reached the end of its service life and needs to be replaced for Solid Waste to continue to provide
services to the City of Burbank and its residents.
35 PUBLIC WORKS DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
NO ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
16 Replacement of 2016 Elgin
Crosswind
Replace 450,000 324,239 125,761 498 This is a planned replacement of a sweeper that has reached the end of its service life and needs to be
replaced so that the City can continue to provide
weekly street sweeping. The total cost of this asset is $450,000. There is currently $324,239.03 in
accumulated depreciation in Fund 532, the remaining
balance will be covered by fund 498.
17 Replacement of 2012
Freightliner Combo Truck
Replace 600,000 399,044 200,957 494 This is a planned replacement. This vehicle is used for sewer maintenance and has jet flush and vacuum
capabilities. The total cost of this asset is $600,000.
There is currently $399,043.50 in accumulated
depreciation in Fund 532, the remaining balance will
be covered by fund 494.
18 Tire Carousel Storage Racks New 200,000 200,000 532 Public Works' Fleet Section is completely reorganizing and updating the City Yard Warehouse
to provide a safer and more efficient workspace. This
funding will be used to purchase two automated
vertical tire storage racks for staff installation allowing safer and more efficient access to the approximately
300 tires stored and accessed daily in the warehouse.
This new system will replace the current tire storage
racks on a much smaller footprint; one-third the size
of the existing system, which will provide additional
storage space for other Fleet and Public Works
commodities. The rack will come assembled and
dropped in place. Construction work is not necessary
for this request only minor electrical hook up.
36 PUBLIC WORKS DEPARTMENT
FY 2022-23 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
NO ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
19 Vehicle Equipment
Replacement- Equipment
Maintenance
Replace 6,610,232 6,610,232 532 Fund 532 items scheduled for replacement in FY 2022-23. 92 fully depreciated pieces of equipment are
scheduled for replacement and 76 replacements have
been deferred to a future year. Fleet is currently
finalizing a Fleet Optimization Study to better
understand department needs and to ensure the most
optimal-sized and cost-effective fleet. High impact
replacements include ei ght Police Interceptor
vehicles, two radar trailers with license plate
recognition, four brush chippers, five busses, and a
freightliner truck.
$ 8,535,232 $ 723,283 $ 7,811,949 Recurring One-Time
235,704 8,535,232
- 723,283
$ 235,704 $ 7,811,949 Total Non-General Fund Impact Revenue Offset
Total Requests
Total Capital Outlay
37 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Utility Project Manager (BMA
Proposed)
(New)
Recurring 183,773 183,773 497 A new proposed BMA position (Utility Project Manager) is needed to develop and manage technology projects across all Burbank Water and Power divisions to support a three-year Automated Metering Infrastructure (AMI) project, implement enhanced asset management toolsets that enable identification of the most critical assets (a four-year project), and modernize operational technology to increase efficiency across the Water division.
2 Electrical Engineer
(New)
Recurring 167,892 167,892 496 Requesting a new Electrical Engineer for BWP's Electrical Engineering section. BWP is experiencing an unprecedented amount of development requests including large site
developments, major housing developments, and ADUs. In the last decade, BWP has energized about 400 new residential units. Based on the current proposed development BWP is on the path to energize more than 2,000 new residential units in the next 3 to 4 years. This is a ten-fold increase in the amount of development. If this level of work continues, the Electrical Engineering section will need to staff accordingly to
accommodate for the development work and resulting capital projects and simultaneously keep up with the maintenance work that has currently been placed on hold. Major developments have also increased prompting BWP to build two new 12kV substations (Ontario and the upcoming Willow) within four years to keep up with the load. Electrical Engineering needs 17 staff members for its Transmission and Distribution Engineering section. Currently, there are only 12 budgeted positions. In the unlikely scenario, the capital projects were to stop after the next five years the Full-Time Equivalent (FTE) count will normalize through attrition back to their current levels.
BURBANK WATER AND POWER
FY 2022-23 PROPOSED BUDGET REQUESTS
38 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
BURBANK WATER AND POWER
FY 2022-23 PROPOSED BUDGET REQUESTS
3 Electrical Engineering Associate II
(New)
Recurring 155,319 155,319 496 Requesting an additional Electrical Engineering Associate II for its Electrical Engineering section. BWP is experiencing an unprecedented amount of development requests including large site developments, major housing developments, and ADUs.
Major developments have also increased prompting BWP to build two new 12kV substations (Ontario and the upcoming Willow) within four years to keep up with the load. This capital effort will likely be continual and require dedicated labor resources for at least the next decade. In addition to increased development projects, BWP is planning to get back on track with building local solar generation and storage to meet mandated renewable requirements. Part of this effort requires significant engineering and project management labor from BWP’s
Engineering Group. This position will support the Engineering Group on the capital projects and the additional data
management of substation assets currently being put into the GIS for integration with the new Transmission and Data
Management System (TDMS). More than 100 new attributes will be added to GIS for the TDMS requiring additional ongoing engineering and GIS support.
39 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
BURBANK WATER AND POWER
FY 2022-23 PROPOSED BUDGET REQUESTS
327,545
5 Senior Utility Accounting Analyst
(New)
Recurring 145,053 145,053 496 BWP is requesting an additional Senior Utility Accounting Analyst for its Finance section to address increased workloads that are recurring in nature and expected to continue
perpetually. In recent years, accounting staff has taken on additional functions and many existing functions have increased in complexity due to new accounting standards requiring more staff time to complete. The proposed addition would allow the department to reduce staff overtime, sustain the additional and more complex work, and implement new tasks that have been recommended per recent audit findings. It is important that BWP has the necessary staff to perform the tasks recommended by the auditors and to meet reporting requirements to maintain transparency and credit rating agency and investor confidence. $ 1,092,083 $ 112,500 $ 979,583
112,500 496 The Power Supply Division of BWP is requesting two new BMA positions titled Principal Power Resources Planner (PPRP). In comparison to local utilities, current staffing at BWP is two for resource planning and compliance whereas Pasadena Anaheim and Riverside have 6-20 staff members. The title will assist in attracting and retaining the right staff for the work that is needed.
Collectively there are about 6,500 hours of additional work that need to occur annually for BWP to stay in compliance with regulatory and legislative mandates and to assist with new projects such as energy storage and renewable resource
projects. To prevent $147 million in penalties, we need to procure 6-8 additional renewable contracts (one contract can take 12-18 months to negotiate) and staff needs to research and analyze the potential for new resources and be proactive in new reporting requirements. Over the last 6 years, BWP has only procured one renewable contract and is at risk of non-
compliance in 2024. In addition, we need to complete the Integrated Resource Plan (IRP) which is due in January 2024.
We are building in-city renewable resources and need
assistance on compliance and project management, and robust assistance on the regulatory and legislative analysis. We need additional staff to represent BWP at committees and
commissions for resources and working groups (such as the Intermountain Power Project). Partial revenue offset by the elimination of a temporary support contract.
Total Positions/Upgrade Requests
4 Principal Power Resources
Planner (2)
(BMA Proposed)
(New)
Recurring 440,045
40 NO ITEM
NEW /
REPLACE
COST/
UNIT TOTAL FUND
31 Material Handler R-Replace 150,000 150,000 496 32 Taylor Dunn Electric Cart R-Replace 15,000 13,275 496 33 Taylor Dunn Electric Cart R-Replace 15,000 15,000 496 34 Honda Clarity Plug-In Hybrid (or
equivalent)
R-Replace 45,000 45,000 496
35 Overhead Distribution
Transformers
N-New 400,000 400,000 496
36 Padmount Distribution
Transformers
N-New 1,400,000 1,400,000 496
37 Submersible Distribution
Transformers
N-New 200,000 200,000 496
38 Electric Revenue Meters R-Replace 650,000 650,000 496 39 Multi-Purpose Flat Bed Large
Truck
R-Replace 200,000 200,000 497
40 Industrial Vacuum Mounted on
Truck
R-Replace 100,000 100,000 497
41 1/2 Ton Extra Cab R-Replace 75,000 75,000 497 42 1 Ton 4-wheel Drive Truck R-Replace 75,000 75,000 497 43 RAV 4 Electric R-Replace 75,000 75,000 496 44 F-250 Extra Cab Pickup w/
Service Body and Accessories
N-New 80,000 80,000 496
45 All Electric Vehicle R-Replace 22,500 22,500 535 Replacement of Electric Revenue Meters are needed to fulfill orders of residential commercial and industrial electric revenue meters that is compatible with the Advanced Metering Infrastructure (AMI).
Replacement needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
Replacement needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
Replacement needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
Replacement needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
A new vehicle is needed due to a new crew to be established FY 2021-
22. Replacement is needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
BURBANK WATER AND POWER
FY 2022-23 PROPOSED BUDGET REQUESTS
Replacement needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
Replacement needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
Replacement needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
Replacement needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
Needed to fulfill overhead distribution transformer orders.
New Padmount Distribution Transformers are needed to fulfill padmount distribution transformer orders.
New Submersible Distribution Transformers are needed to fulfill submersible distribution transformer orders.
JUSTIFICATION
Replace due to regulatory compliance.
41 NO ITEM
NEW /
REPLACE
COST/
UNIT TOTAL FUND
BURBANK WATER AND POWER
FY 2022-23 PROPOSED BUDGET REQUESTS
JUSTIFICATION
46 All Electric Vehicle R-Replace 22,500 22,500 535 47 Replace Industrial Control
Systems Firewalls
R-Replace 13,500 47,790 496
48 Replace F5 Networking Devices R-Replace 80,000 141,600 496 49 Replace Industrial Control
Systems Firewalls
R-Replace 13,500 6,210 497
50 Equipment for Multiple UPS Sites R-Replace 14,000 14,000 535 51 Replace F5 Networking Devices R-Replace 80,000 18,400 497 52 Underground Cable Cart R-Replace 220,000 220,000 496 53 Chevy Mini Van Hybrid as
Available.
R-Replace 75,000 75,000 496
54 Electric Cart Taylor Dunn R-Replace 15,000 15,000 496 55 Traffic Lane Message Board N-New 20,000 20,000 496 56 Taylor Dunn Electric Cart R-Replace 15,000 1,725 497 4,083,000 Total Capital Outlay Requests:
Replacement is needed due to reaching the end of life and end of support.
Replacement is needed due to reaching the end of life and end of support.
UPS equipment for life cycle replacement of radio sites.
Replacement is needed due to reaching the end of life and end of support.
Not able to carry the types of cable reels and is out of specification used. BWP needs useable equipment with all the development.
Not able to carry the types of cable reels and is out of specification used. BWP needs useable equipment with all the development.
Replacement is needed due to end of life.
This item was discussed in the previous year. It would be used when crews are working large jobs to notify residents of utility work in the area.
Replacement is needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
Replacement is needed due to reaching the end of life and end of support.
Replacement is needed due to reaching the end of life, decreased reliability, and increased maintenance cost.
42 No Asset
Owner
Expected
Fund Source Project Name Description
Current
Available
Budget
General
Fund
Potential
ARPA
Funds
Non-General
Funds
1 FD General Fund Fire Department
Pharmaceutical
Inventory
Pharmaceutical inventory
and tracking software.
$15,000
2 IT General Fund /
Potential ARPA
Police and Fire
Department
Conference Room
Technology
Upgrade
Implement comprehensive
self-service conference
room audio and video
conferencing and
presentation solution.
$60,000
3 IT General Fund /
Potential ARPA
Community
Services Building
(CSB) Conference
Room Technology
Upgrade
Implement comprehensive
self-service conference
room audio and video
conferencing and
presentation solution.
$98,000
4 PW / BWP /
FD / FN / PD
General Fund /
Potential ARPA
Online Time
Entry
Implement online time entry
for staff and automate
approval processes in a
phased approach (two
departments in FY 2022-
23).
$171,000 $85,000
5 PD General Fund Police Department
Body-Worn
Cameras
The Police Department
needs 26 more body worn
cameras to ensure required
staff, including Jailers and
Parking Control Officers,
encounters are being
recorded.
$93,920
INFORMATION TECHNOLOGY DEPARTMENT
FY 2022-23 PROJECTS LIST
43 No Asset
Owner
Expected
Fund Source Project Name Description
Current
Available
Budget
General
Fund
Potential
ARPA
Funds
Non-General
Funds
INFORMATION TECHNOLOGY DEPARTMENT
FY 2022-23 PROJECTS LIST
6 IT General Fund Kaizen Process
Improvements
Funding for Kaizen events
to improve citywide
processes.
$185,000
7 PD General Fund /
Potential ARPA
Mobile Command
Post Comm
Upgrade
Add communication
capability to two desktops in
the Mobile Command Post
to make and receive
dispatch calls.
$125,000
8 CC General Fund Enterprise Content
Management
(ECM)
Enhancements
Enhance and Expand
adoption of Hyland OnBase
Enterprise Content
Management solution for
scanned documents,
including a self -service
portal for internal and public
use along with digitizing
historical records.
$140,000
9 PIO / BWP /
PW / CDD
BWP - $66,000
GF - $235,000
311 Integrations Integrate Mobile 311
application with required
internal systems.
$66,000 $235,000
10 IT GF - $118,750 Robotic
Processing
Automation
Robotic process automation
will enable the City to easily
configure software robots to
automate repetitive, routine
work between multiple
systems, filling in
automation gaps to improve
business processes.
$118,750
44 No Asset
Owner
Expected
Fund Source Project Name Description
Current
Available
Budget
General
Fund
Potential
ARPA
Funds
Non-General
Funds
INFORMATION TECHNOLOGY DEPARTMENT
FY 2022-23 PROJECTS LIST
11 PD General Fund In -Time Cloud
Upgrade
Upgrade current Police
Department time -keeping
system to the Cloud for
enhanced features and
security.
$21,000
12 PD General Fund /
Potential ARPA
Replace Police
Department
Website
Create new Police
Department website that
has mobile access
capability and streamlines
workflows for transactions
and information postings.
$195,000
13 FN General Fund /
Potential ARPA
Accounts Payable
(AP) Automation
Automation of various
currently-manual and/or
paper-based AP processes
and workflows.
$125,000
14 IT General Fund Information
Technology (IT)
Agile Service
Management
Solution
IT Service Management
system that supports
Operational service delivery
processes using Agile
framework and methods.
$95,000
15 CM / PIO General Fund /
Potential ARPA
Conference Room
Technology
Upgrades
Implement comprehensive
self-service conference
room audio and video
conferencing and
presentation solution.
$135,000
45 No Asset
Owner
Expected
Fund Source Project Name Description
Current
Available
Budget
General
Fund
Potential
ARPA
Funds
Non-General
Funds
INFORMATION TECHNOLOGY DEPARTMENT
FY 2022-23 PROJECTS LIST
16 FN GF- $170,000 Annual
Comprehensive
Financial Report
(ACFR)
Implement automated
ACFR solution.
$170,000
17 IT General Fund /
Potential ARPA
IT Infrastructure
Automation
Infrastructure as Code
solution that enables
automated delivery of
servers, storage, and
network as platforms for
Agile development projects.
$125,000
18 CDD General Fund Citywide Parking
Management
Implement citywide permit
parking solution for Large
Non-Commercial Vehicles
(LNCV).
$135,000
19 MS General Fund Americans with
Disabilities Act
(ADA) Case
Management
Program
Tracking software for ADA
Case Management.
$185,000
20 PD General Fund Wireless
Enablement of
Police Department
In-Car Mobile Data
Terminals (MDT)
Update MDTs to enable
wireless connection for
faster connection and sign
in while cradlepoint is
coming online. Cost
includes one -time costs,
plus first year of SIM
subscription for 29 cars.
$22,040
46 No Asset
Owner
Expected
Fund Source Project Name Description
Current
Available
Budget
General
Fund
Potential
ARPA
Funds
Non-General
Funds
INFORMATION TECHNOLOGY DEPARTMENT
FY 2022-23 PROJECTS LIST
21 FD General Fund /
Potential ARPA
Replace Fire
Department
Website
Create new Fire Department
website that has mobile
access capability and
streamlines workflows for
transactions and information
postings.
$195,000
22 CDD / PW /
PD
General Fund /
Potential ARPA
Permit Application
Submission
Online permit application
submission, routing, and
tracking.
$187,000
23 LS PEG / 127 Buena Vista
Library
Audio/Video (A/V)
Upgrade
Upgrade Buena Vista
Library A/V solution.
$250,000
24 PD General Fund /
Potential ARPA
Police Department
Computer Aided
Dispatch (CAD)
Replacement
Implement new Police
Department CAD
replacement solution
(MUST DO - Current CAD
operating system
unsupported as of 10/2023).
$316,800 $4,280,000
$553,800 $1,180,710 $5,845,000 $250,000
47 FY 2022‐23 Proposed Capital Improvement Program (CIP) Funding STREETS & SIDEWALKS MUNICIPAL FACILITIES
Bridge Repairs
Catch Basins
and Pump
Stations
City Building
Seismic Retrofit
and ADA
Upgrade
City Yard
Services
Building (CYSB)
Civic Center
and Central
Library
Redevelopment
Phase 3
Fund Source Description R
24541 24543 24542 24544 14550 21310 23021 24547 21739 24218 Unrestricted Funds
001 General Fund Balance
001 RDA Loan Repayment Set‐aside
001 Youth Endowment
001 Sustainability Holding Account
370 Library Improvements Holding Account
370 Capital Projects ‐ Library Holding 1,270,000
534 Municipal Infrastructure Fund 1,350,000 2,300,000 1,475,000 95,000 150,000 3,050,000 Restricted: Transit/Streets
104 Proposition A ‐ Transportation
105 Proposition C ‐ Transportation
107 Measure R ‐ Transportation
108 Measure M ‐ Transportation 400,000 1,400,000 50,000 123 RMRA Fund S 2,300,000
125 State Gas Tax S 250,000
Restricted: Storm Water
109 Measure W S
Restricted: Other
001 Burbank Athletic Federation
001 Capital Improvements ‐ Tennis Center
001 Capital Improvements ‐ Park Development
001 Art in Public Places Reserve
001 Measure A
001 PEG Fees
127 Public Improvements (Development Impact Fees)
Transportation
CDD Admin
Fire
Library
Police
Parks
128 HUD Home Program Fund
305 Low Mod Housing Fund
310 Parking Authority
532 Vehicle Equipment Replacement Fund 150,000 100,000 Grants / Developer Contributions
TOTAL FUNDS: 1,600,000$ 5,000,000$ 1,400,000$ 1,625,000$ 50,000$ 95,000$ 150,000$ 100,000$ 3,050,000$ 1,270,000$ R
e
s
t
r
i
c
FY 22‐23
Annual
Residential
Pavement
Rehabilitation
FY 22‐23
Annual Arterial
Pavement
Rehabilitation
FY 22‐23
Annual
Sidewalk
Rehabilitation
FY 22‐23
Annual
Facilities Small
Capital Program
City Yard ‐
Fleet Vehicle
Lift Equipment
Modernization
1 FY 2022‐23 Proposed Capital Improvement
Fund Source Description
Unrestricted Funds
001 General Fund Balance
001 RDA Loan Repayment Set‐aside
001 Youth Endowment
001 Sustainability Holding Account
370 Library Improvements Holding Account
370 Capital Projects ‐ Library Holding
534 Municipal Infrastructure Fund
Restricted: Transit/Streets
104 Proposition A ‐ Transportation
105 Proposition C ‐ Transportation
107 Measure R ‐ Transportation
108 Measure M ‐ Transportation
123 RMRA Fund
125 State Gas Tax
Restricted: Storm Water
109 Measure W
Restricted: Other
001 Burbank Athletic Federation
001 Capital Improvements ‐ Tennis Center
001 Capital Improvements ‐ Park Development
001 Art in Public Places Reserve
001 Measure A
001 PEG Fees
127 Public Improvements (Development Impact Fees)
Transportation
CDD Admin
Fire
Library
Police
Parks
128 HUD Home Program Fund
305 Low Mod Housing Fund
310 Parking Authority
532 Vehicle Equipment Replacement Fund
Grants / Developer Contributions
TOTAL FUNDS:
MUNICIPAL FACILITIES
Community
Service Building
Security
Downtown
Metrolink
Station Water
Proofing and
Elevator
Modernization
Fire Station No.
12 Fuel Tank
Replacement
Fueling
Systems
Modernization
Jail Access
Controls
Modernization
Larry L. Maxam
Park Restroom
Renovation
Orange Grove
Parking
Structure
Restoration and
Repairs
Police‐Fire H.Q.
Roof and
Envelope
Waterproofing
Police‐Fire
Headquarters
Flooring
24375
21272 24545 24546 23018 23049 22756 22365 24548 21305
385,000 395,706 405,700 377,233 725,000 210,000 450,000
25,000 260,000 245,000
385,000$ 395,706$ 25,000$ 260,000$ 245,000$ 405,700$ 377,233$ 450,000$ 725,000$ 210,000$ Exhaust
Systems
Replacement
2 FY 2022‐23 Proposed Capital Improvement
Fund Source Description
Unrestricted Funds
001 General Fund Balance
001 RDA Loan Repayment Set‐aside
001 Youth Endowment
001 Sustainability Holding Account
370 Library Improvements Holding Account
370 Capital Projects ‐ Library Holding
534 Municipal Infrastructure Fund
Restricted: Transit/Streets
104 Proposition A ‐ Transportation
105 Proposition C ‐ Transportation
107 Measure R ‐ Transportation
108 Measure M ‐ Transportation
123 RMRA Fund
125 State Gas Tax
Restricted: Storm Water
109 Measure W
Restricted: Other
001 Burbank Athletic Federation
001 Capital Improvements ‐ Tennis Center
001 Capital Improvements ‐ Park Development
001 Art in Public Places Reserve
001 Measure A
001 PEG Fees
127 Public Improvements (Development Impact Fees)
Transportation
CDD Admin
Fire
Library
Police
Parks
128 HUD Home Program Fund
305 Low Mod Housing Fund
310 Parking Authority
532 Vehicle Equipment Replacement Fund
Grants / Developer Contributions
TOTAL FUNDS:
PARKS & RECREATION
Burbank
Channel
Bikeway Phase
II Public Art
Projects
DeBell
Clubhouse
Improvements
DeBell Golf
Course Annual
Improvements
F‐104D
Starfighter
Aircraft
Rehabilitation
Irrigation
Controller
System
Izay Irrigation
Replacement
24565 24562 24557 24558 24221 24561 24566 23437 23858 24556 160,000 60,000 15,000 475,000 15,000 220,000 470,860 75,310
104,700
400,000
‐
585,890
160,000$ 60,000$ 661,200$ 400,000$ 15,000$ 475,000$ 15,000$ 220,000$ 470,860$ 104,700$ Animal Shelter
Kennel Flooring
McCambridge
1 Ballfield
Bleacher
Shade
Structure
Ballfield
Lighting
Modernization
Project at
McCambridge 1
& 2
Animal Shelter
Shade Structure
3 FY 2022‐23 Proposed Capital Improvement
Fund Source Description
Unrestricted Funds
001 General Fund Balance
001 RDA Loan Repayment Set‐aside
001 Youth Endowment
001 Sustainability Holding Account
370 Library Improvements Holding Account
370 Capital Projects ‐ Library Holding
534 Municipal Infrastructure Fund
Restricted: Transit/Streets
104 Proposition A ‐ Transportation
105 Proposition C ‐ Transportation
107 Measure R ‐ Transportation
108 Measure M ‐ Transportation
123 RMRA Fund
125 State Gas Tax
Restricted: Storm Water
109 Measure W
Restricted: Other
001 Burbank Athletic Federation
001 Capital Improvements ‐ Tennis Center
001 Capital Improvements ‐ Park Development
001 Art in Public Places Reserve
001 Measure A
001 PEG Fees
127 Public Improvements (Development Impact Fees)
Transportation
CDD Admin
Fire
Library
Police
Parks
128 HUD Home Program Fund
305 Low Mod Housing Fund
310 Parking Authority
532 Vehicle Equipment Replacement Fund
Grants / Developer Contributions
TOTAL FUNDS:
PARKS & RECREATION TRAFFIC & TRANSPORTATION
Playground
Replacement
Valley and
Ovrom Parks
24559 24213 24560 24563 23008 23016 22690
‐
‐
‐
‐
‐
1,270,000
43,000 178,000 112,500 240,000 12,907,999 ‐
‐
100,000 240,000 340,000 1,850,000
2,300,000
250,000
‐
75,310
‐
104,700
400,000
‐
‐
‐
‐
‐
‐
‐
‐
585,890
‐
‐
450,000
780,000
1,150,000 1,150,000 43,000$ 178,000$ 112,500$ 240,000$ 100,000$ 240,000$ 1,150,000$ 22,463,899$ Total Proposed
Infrastructure Spending
McCambridge
Irrigation
Replacement
Downtown Pedestrian
Improvements
Whitnall
Highway Park
Fitness
Equipment
Glenoaks Bl Arterial
and First Street Signal
Improvements
First Street Class IV
Bike Lane
Verdugo Water
Slides
4 Number Project Name Department Prioritization
Scoring
Prior Year
Appropriation
Proposed
Budget
Proposed
Budget
Proposed
Budget
FY 22‐23 FY 23‐24 FY 24‐25
1F Y 22‐23 Annual Residential Pavement Rehabilitation Public Works 5,000,000 5,000,000 5,000,000 2F Y 22‐23 Annual Arterial Pavement Rehabilitation Public Works 1,600,000 1,600,000 1,600,000 3F Y 22‐23 Annual Sidewalk Rehabilitation Public Works 1,400,000 1,400,000 1,400,000 4F Y 22‐23 Annual Facilities Maintenance Program Public Works 1,625,000 1,625,000 1,625,000 5 McCambridge Irrigation Replacemen t Parks and Rec 25 43,000 1,500,000 6 Police‐Fire H.Q. ‐ Roof and Envelope Waterproofing Public Works 23 725,000 7 Verdugo Aquatic Facility Water Slides Parks and Rec 21 112,500 8 Exhaust Systems Replacement Public Works 20 25,000 800,000 9 DeBell Golf Course Annual Improvements Parks and Rec 17 475,000 865,000 550,000 10 Fire Station #12 ‐ Fuel Tank Replacement Public Works 17 260,000 11 Whitnall Highway Park Fitness Equipment Parks and Rec 16 240,000 12 Animal Shelter Shade Structure Parks and Rec 16 60,000 13 McCambridge 1 Ballfield Bleacher Shade Structure Parks and Rec 14 104,700 14 F‐104D Starfighter Aircraft Rehabilitation Parks and Rec 13 15,000 150,000 15 Ballfield Lighting Modernization at McCambridge 1 & 2 Parks and Rec 12 661,200 16 Animal Shelter Kennel Flooring Resurfacing Parks and Rec 12 160,000 17 Burbank Channel Bikeway Phase II Public Art Projects Parks and Rec 11 400,000 18 City Yard ‐ Fleet Vehicle Lift Equipment Modernization Public Works 11 100,000 500,000 500,000 Subtotal Appropriations 13,006,400$ 13,440,000$ 10,675,000$ 1 City Yard Services Building Public Works 8,250,000 3,050,000 2 Civic Center and Central Library Redevelopment Phase 3 Public Works 275,000 1,270,000 230,000 3 Glenoaks Blvd. Arterial & First St Signal Improvements Public Works 3,200,000 1,150,000 4 Izzay Irrigation Replacement Parks and Rec 948,933 470,860 5 Orange Grove Parking Structure Restoration Repair Public Works 545,000 450,000 6 Police‐Fire Jail Access Control System Public Works 160,000 405,700 7 Downtown Metro Station Elevator Public Works 1,060,000 395,706 8 Community Service Building Security Public Works 97,799 385,000 9 Maxam Park Restroom and Building Project Public Works 772,767 377,233 10 EJ Ward Fuel System Modernization Public Works 125,000 245,000 11 First Street Class IV Bike Lane CDD 450,000 240,000 12 Irrigation Controller Systems Parks and Rec 599,500 220,000 13 Police/Fire Headquarters Floorin g Public Works 350,000 210,000 350,000 130,000 14 Park Playground Equipment and Replacement Valley and Ovrom Parks Parks and Rec 825,000 178,000 15 City Building Seismic Retrofit Public Works 944,000 150,000 16 Downtown Pedestrian Improvements CDD 150,000 100,000 17 Catch Basins and Pump Stations Public Works 37,500 95,000 95,000 95,000 18 Bridge Repairs Public Works 1,109,226 50,000 50,000 50,000 19 DeBell Clubhouse Improvements Parks and Rec 38,500 15,000 Subtotal Appropriations 19,938,225 9,457,499 725,000 275,000 Total Appropriations $19,938,225 $22,463,899 $14,165,000 $10,950,000 FY 2022‐23 Proposed CIP
New Projects
Multi‐Year Projects
5 7KLV3DJH/HIW,QWHQWLRQDOO\%ODQN
6 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
Years
6 - 10
2,300,000 1,100,000 1,100,000 1,100,000 1,100,000 6,700,000 400,000 400,000 400,000 400,000 400,000 2,000,000 2,300,000 3,500,000 3,500,000 3,500,000 3,500,000 16,300,000 5,000,000$ 5,000,000$ 5,000,000$ 5,000,000$ 5,000,000$ 25,000,000$ Expenditures
150,000 150,000 150,000 150,000 150,000 750,000 4,100,000 4,100,000 4,100,000 4,100,000 4,100,000 20,500,000 200,000 200,000 200,000 200,000 200,000 1,000,000 410,000 410,000 410,000 410,000 410,000 2,050,000 140,000 140,000 140,000 140,000 140,000 700,000 5,000,000$ 5,000,000$ 5,000,000$ 5,000,000$ 5,000,000$ 25,000,000$ Project Manager:
ON-GOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance. Costs are determined annually.
Artin Megerdichian, Senior Engineer
August 30, 2023
Totals
1. Design
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
PROJECT STATUS UPDATE
Design from August 2022 to November 2022. Construction from February 2023 to August 2023.
FORECASTED COMPLETION DATE
TOTALS
Funding Sources
SB1 RMRA Program (Fund 123)
Measure M (Fund 108)
2025-26 2026-27
Municipal Infrastructure (Fund 534)
Prior Years 2022-23 2023-24 2024-25
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Public Works
Continued
Quality of life
PROJECT DESCRIPTION
Year two of five of the new residential pavement program to achieve a Citywide Pavement Condition Index (PCI) of 73 by FY 2030-31. In FY 2022-23, construction activities include performing grinding and overlay on streets in poor and below condition primarily in sections 5,6,7, and
8. PROJECT JUSTIFICATION
In 2018, the City Council committed $8 million annually to fund the Citywide pavement program. The annual residential pavement rehabilitation is a major part of the overall program. This project will be funded primarily with Measure P (Fund 534) and Senate Bill (SB) 1 (Fund 123) and is focused on bringing local/residential streets from "poor" condition PCI (55 and below) to "good" condition (PCI 70 +).
Prioritization Score:
Annual Project
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Traffic, Transportation, and Pedestrian Access
FY 22-23 Annual Residential Pavement Rehabilitation Project Number: 24543 7 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
Years
6 - 10
1,350,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 7,350,000 250,000 400,000 400,000 400,000 400,000 400,000 2,250,000 1,600,000$ 1,600,000$ 1,600,000$ 1,600,000$ 1,600,000 $ 1,600,000$ 9,600,000$
1. Design 150,000 150,000 150,000 150,000 150,000 150,000 900,000 1,130,000 1,130,000 1,130,000 1,130,000 1,130,000 1,130,000 6,780,000 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 80,000 80,000 80,000 80,000 80,000 80,000 480,000 40,000 40,000 40,000 40,000 40,000 40,000 240,000 1,600,000$ 1,600,000$ 1,600,000$ 1,600,000$ 1,600,000 $ 1,600,000$ 9,600,000$ Project Manager:
The project reduces ongoing maintenance. Costs are determined annually.
Diana Reznik, Associate Engineer
Totals
PROJECT STATUS UPDATE
Design from July 2022 to December 2022. Construction from March 2023 - June 2023.
FORECASTED COMPLETION DATE
June 30, 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
Totals
Expenditures
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
Municipal Infrastructure (Fund 534)
State Gas Tax Fund 125
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27
In 2018, Council committed $8 million annually to fund the Citywide pavement program. The annual arterial pavement rehabilitation is a major part of the overall program. This project would be funded primarily with Measure P (Fund 534) and State Gas Tax (Fund 125) and is focused on bringing arterial streets from "poor" condition PCI (55 and below) to "good" condition (PCI 70+).
Prioritization Score:
Annual Project
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Public Works
Continued
Quality of life
PROJECT DESCRIPTION
The arterial pavement program continues to address major and secondary arterials and collector roadways rated poor and below condition to achieve a Citywide PCI of 73 by FY 2030-31. Combined with the residential pavement program, Public Works expects to achieve a Citywide PCI of 73 by FY 2030-31.
PROJECT JUSTIFICATION
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Traffic, Transportation, and Pedestrian Access
FY 22-23 Annual Arterial Pavement Rehabilitation Project Number: 24541 TOTALS
Funding Sources
Fund/ Description/Grant
8 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
Years
6 - 10
1,400,000 1,400,000 1,400,000 1,400,000 1,400,000 7,000,000 1,400,000$ 1,400,000$ 1,400,000$ 1,400,000$ 1,400,000$ 7,000,000$
2. Construction 1,125,000 1,125,000 1,125,000 1,125,000 1,125,000 5,625,000 150,000 150,000 150,000 150,000 150,000 750,000 125,000 125,000 125,000 125,000 125,000 625,000 1,400,000$ 1,400,000$ 1,400,000$ 1,400,000$ 1,400,000$ 7,000,000$ Project Manager: Artin Megerdichian, Senior Engineer.
The project reduces ongoing maintenance. Costs are determined annually.
Totals
Expenditures
1. Design
3. Management/Inspection
4. Contingencies
Totals
PROJECT STATUS UPDATE
Design from July 2022 to October 2022. Construction from February 2023 to June 2023.
FORECASTED COMPLETION DATE
June 30, 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
TOTALS
Funding Sources
Measure M - Metro (Fund 108)
2025-26 2026-27Prior Years 2022-23 2023-24 2024-25
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Public Works
Continued
Quality of life
PROJECT DESCRIPTION
This project is a continuation of the City’s ongoing efforts to maintain its sidewalks. The project will remove and reconstruct damaged curbs, gutters, sidewalks, driveways, and pedestrian ramps in targeted areas throughout the City. The City is divided into twenty roughly-equal sections. Each year, at least four of the twenty sections are physically walked and marked by an engineer to determine what needs complete replacement or grinding, based on the condition of the sidewalk. In addition to the sidewalk repairs, the project includes the removal and reconstruction of damaged curbs, gutters, driveway aprons, and pedestrian ramps to maintain and accommodate the various means of active transportation.
PROJECT JUSTIFICATION
The sidewalk rehabilitation project is intended to be scheduled ahead of the Annual Residential Pavement Rehabilitation project to complete the concrete work prior to paving. The City’s sidewalk rehabilitation program's goal ensures that more than 365 miles of sidewalks are inspected and repaired every five years.
Prioritization Score:
Annual Project
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Traffic, Transportation, and Pedestrian Access
FY 22-23 Annual Sidewalk Rehabilitation Project Number: 24542 9 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
Years
6 - 10
1,475,000 1,475,000 1,475,000 4,425,000
150,000 150,000 150,000 450,000
$1,625,000 $1,625,000 $1,625,000 $4,875,000
$ 406,250 $ 406,250 $ 406,250 1,218,750
$1,218,750 $1,218,750 $1,218,750 3,656,250
$ 35,000 $ 35,000 $ 35,000 105,000 Bldg FC 2 Openings $ 150,000 $ 150,000 $ 150,000 450,000 Bldg FC 3 Interior Finishes $ 50,000 $ 50,000 $ 50,000 150,000 Bldg FC 4 Plumbing $ 100,000 $ 100,000 $ 100,000 300,000 Bldg FC 5 Electrical $ 150,000 $ 150,000 $ 150,000 450,000 $ 395,000 $ 395,000 $ 395,000 1,185,000
$ 200,000 $ 200,000 $ 200,000 600,000
Bldg FC 8 Elevators $ 100,000 $ 100,000 $ 100,000 300,000 Bldg FC 9 Pools, Fountains $ 50,000 $ 50,000 $ 50,000 150,000 $ 50,000 $ 50,000 $ 50,000 150,000 Bldg FC 11 Special $ 50,000 $ 50,000 $ 50,000 150,000 Bldg FC 12 Safety Systems $ 25,000 $ 25,000 $ 25,000 75,000 Bldg FC 13 Regulatory $ 20,000 $ 20,000 $ 20,000 60,000 Bldg FC 14 Site $ 100,000 $ 100,000 $ 100,000 300,000 $ 150,000 $ 150,000 $ 150,000 450,000
$1,625,000 $1,625,000 $1,625,000 $4,875,000
Project Manager:
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Municipal Facilities
FY 22-23 Annual Facilities Small Capital Program Project Number: 24544 2026-27 TOTALS
Funding Sources
Municipal Infrastructure Fund 534
The facility capital program/small capital project work is planned, designed, engineered, and completed as necessary to manage strategic replacement or modernizations of facility system components throughout the year. These include projects that are too small to be large capital/bid schedule projects. Effective management of small capital projects promotes the timely, cost-saving, and proactive strategy of managing the City's aging infrastructure and building systems. These programs are essential for proper capital investment prioritization and effective cost management.
Prioritization Score:
Annual Maintenance Budget
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26
Public Works
New
General Plan/ Master Plan
PROJECT DESCRIPTION
The facility capital program/small capital projects are planned and unplanned replacement and modernization of new building components, all aspects of facility-related infrastructure such as the interior building systems, electrical panels and lighting systems, Heating, Ventilation, and Air Conditioning (HVAC), roofs, and waterproofing systems, plumbing, and elevators. Small capital programs do not include general maintenance and small repair.
PROJECT JUSTIFICATION
Vehicle Equipment Fund 532
Totals
June 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
No operating and maintenance impact.
Dean Pearson, Public Works
Bldg FC 10 Lowvoltage Systems
Bldg FC 15 Fuel System
Totals
PROJECT STATUS UPDATE
Design and construction are ongoing throughout the year for small capital projects. All small capital projects will be completed by the end of the fiscal year.
FORECASTED COMPLETION DATE
Expenditures
1. Design
2. Construction
Bldg FC 1 Building Envelope
Bldg FC 6 HVAC - MECH SYS
Bldg FC 7 Communication Systems
10 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
25558 25
Years
6 - 10
43,000 1,500,000 1,543,000
$43,000 $1,500,000 $1,543,000
$ 43,000 43,000
1,350,000 1,350,000
0 150,000 150,000
0 $43,000 $1,500,000 $1,543,000
Project Manager:
ON-GOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance. Costs are determined annually.
Mike del Campo
1. Design
2. Construction
4. Contingencies
5. Other (List)
Totals
PROJECT STATUS UPDATE
Design from August 2022 to November 2022. Construction in FY 2023-2024.
FORECASTED COMPLETION DATE
September 2023
3. Management/Inspection
Funding Sources
Municipal Infrastructure (Fund 534)
2025-26 2026-27Prior Years 2022-23 2023-24 2024-25 TOTALS Totals
Expenditures
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Parks and Recreation
Continued
Sustainability
PROJECT DESCRIPTION
Design for the upgrade of the irrigation system at McCambridge Park.
PROJECT JUSTIFICATION
Irrigation systems are generally good for 30-40 years before they exceed their useful life. The irrigation system at McCambridge Park is 91 years old and has long exceeded its useful life. The new irrigation system will water 17.36 acres in McCambridge Park, including two ballfields, and reduce water usage by an average of 20-25 percent per year. Additionally, installed smart controllers could instantly identify water leakage, saving time and staff resources to troubleshoot problems.
Prioritization Score:
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
McCambridge Irrigation Replacement Project Number: 24559 11 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
10 10 3 0 0 23
Years
6 - 10
725,000 725,000
$725,000 $725,000
75,000 75,000
540,000 540,000
40,000 40,000
70,000 70,000
$725,000 $725,000
Project Manager:
May 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
No operating and maintenance impact.
Dean Pearson, Public Works
4. Contingencies
5. Other (List) - Permits and Misc.
Totals
PROJECT STATUS UPDATE
Design from July 2022 to September 2022. Construction from October 2022 to May 2023.
FORECASTED COMPLETION DATE
3. Management/Inspection
Funding Sources
Municipal Infrastructure (Fund 534)
Totals
Expenditures
1. Design and CA Services
2. Construction
The roof and the building envelope include the following vertical surfaces: windows, doors, architectural features, and projections on the exterior of the building are failing and require immediate attention. Rain events in late December 2021 resulted in numerous sources of water intrusion and have illuminated the urgency of repairing and restoring the integrity of the facility's waterproofing and stormwater drainage systems. A third-party waterproofing systems engineer has performed a leak investigation and identified numerous sources of the water intrusion and waterproofing system deficiencies. The restoration of the building's waterproofing system is needed in FY 2022-23 to mitigate water intrusion into the facility. Ongoing water intrusion can lead to structural issues for the facility and can cause health and safety concerns for staff and the public.
Prioritization Score:
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS
PROJECT JUSTIFICATION
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Municipal Facilities
Police/Fire Headquarters Roof and Envelope Waterproofing Project Number: 24548 Public Works
New
Sustainability
PROJECT DESCRIPTION
This project will design, repair, and restore all water intrusion-related deficiencies related to the roof, drain, and building envelope.
The building envelope waterproofing includes the following vertical surfaces: windows, doors, and architectural features/projections on the exterior of the building.
12 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
65505 21
Years
6 - 10
112,500 112,500
$112,500 $112,500
99,000 99,000
13,500 13,500
$112,500 $112,500
Project Manager:
The project reduces ongoing maintenance. Costs are determined annually.
Diego Cevallos, Deputy Director of Parks and Recreation
ON-GOING OPERATING & MAINTENANCE IMPACT
Expenditures
1. Design
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
PROJECT STATUS UPDATE
The project delivery method is design-build. Design and construction from July 2022 to April 2023.
FORECASTED COMPLETION DATE
April 2023
Totals
The Verdugo Aquatic Facility water slides are experiencing cracking, resulting in potential rider hazards. These water slides have not been resurfaced in the last seven years. As such, they are worn down due to oxidation, harsh weather conditions, and normal wear and tear. Visible surface abrasions are present that can result in potential rider hazards. The Verdugo Aquatic Facility water slides need to be resurfaced as soon as possible to prevent any liability to the City of Burbank and to meet the California Occupational Safety and Health Administration (Cal/OSHA), Amusement Ride and Tramway Unit safety requirements. The water slides at the Verdugo Aquatic Facility are considered Permanent Amusement Rides (PAR) and are required to successfully complete a Cal/OSHA Qualified Safety Inspection (QSI) annually to operate, under Title 8 of the California Code of Regulation section 344.8 (c).
During a normal inspection, Cal/OSHA observes and records of operation, training, and maintenance; daily pre-opening inspection tasks; ride elements and their support equipment; and water quality inspection and equipment.
The Verdugo Aquatic Facility is a heavily used community facility. The activity pool specifically supports families, day camp groups, and schools.
Prioritization Score:
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS Funding Sources
Municipal Infrastructure (Fund 534)
PROJECT JUSTIFICATION
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
Verdugo Water Slides Project Number: 24560
Parks and Recreation
New
City Services
PROJECT DESCRIPTION
Application of gel coating to the interior and exterior of two water slides. 13 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
10 10 0 0 0 20
Years
6 - 10
25,000 800,000 825,000
25,000 $ 800,000$ 825,000 $
25,000 25,000
725,000 725,000
25,000 25,000
50,000 50,000
25,000 $ 800,000$ 825,000 $
Project Manager:
No operating and maintenance impact.
Dean Pearson, Public Works
Totals
PROJECT STATUS UPDATE
Design from July 2022 to July 2023. Construction will start and complete in FY 2023-24.
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
1. Design
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
Expenditures
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Municipal Facilities
Exhaust Systems Replacement Project Number: 24545
2026-27 TOTALS
Funding Sources
Vehicle Equipment Fund 532
The existing systems are all more than 25 years old and range from 10 to 20 years beyond their serviceable life. Each existing system is either leaking, inoperable, obsolete, or damaged beyond cost-effective repair, or requires modernization for either code or safety compliance. This project was created to eliminate diesel and carbon dioxide/carbon monoxide fumes and other harmful airborne particulates within the fire stations, and during apparatus repair and maintenance work.
Prioritization Score:
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26
Public Works
New
City Services
PROJECT DESCRIPTION
This project replaces specialized ventilation equipment that collects and expels diesel fumes, carbon monoxide, particulates, and other harmful airborne products occurring in fire stations, and in-vehicle repair shops. The work will occur at the Fire Apparatus room at the Police/Fire Headquarters, the vehicle maintenance bays at the City yard, and in all fire stations (12, 13, 14, 15, and 16). The work will include replacing leaking or inoperable ductwork, new magnetic connectors to fire apparatus and ambulance diesel exhaust pipes, new rails to maintain the ductwork overhead, and new fans and automatic controls.
Each part of the project will include design and construction.
PROJECT JUSTIFICATION
14 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
250551 7
Years
6 - 10
475,000 865,000 550,000 300,000 2,190,000
$475,000 $865,000 $550,000 $300,000 $2,190,000
50,000 75,000 55,000 50,000 230,000
365,000 725,000 430,000 200,000 1,720,000
20,000 20,000 40,000
60,000 65,000 45,000 30,000 200,000
0 $475,000 $865,000 $550,000 $300,000 $2,190,000
Project Manager:
Improvements are expected to begin in late summer 2022 and continue throughout the course of the year.
FORECASTED COMPLETION DATE
Ongoing
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal ongoing maintenance. Costs are determined annually.
Touchstone Golf/ Michael del Campo, Landscape and Forestry Services Superintendent
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List) Soils Engineer Rep.
Totals
PROJECT STATUS UPDATE
Totals
Expenditures
1. Design
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS DeBell Golf Course improvements meet the goals set forth in the DeBell Master Plan, which include but are not limited to improving conditions, mitigating liability areas, improving and establishing cart paths, creating better drainage conditions, and managing arbor assets. The improvements will be coordinated and timed appropriately with other projects that could potentially impact user access and play, as well as to leverage funds.
DeBell is projected to generate a combined $4.3 million in revenue from the 40,000 visitors that patronize the facility annually. This is an increase of approximately $800,000 from the previous fiscal year. Investment in improving the golf course will positively impact revenue while increasing golf interest and play as well as community special events.
Planned improvements or enhancements at the golf course were presented to the Parks and Recreation board for input at the November 2021 board meeting. The board was supportive of the project and is looking forward to bringing these improvements to completion.
Prioritization Score:
Parks and Recreation
New
City Services
PROJECT DESCRIPTION SCOPE OF WORK
Annual DeBell Golf Course improvements are required to maintain safe facility grounds while enhancing the quality of community recreation. Improvements include but are not limited to sand bunker renovation, course netting replacement, tree removal, tee level/widening, irrigation improvements, converting dirt cart paths to concrete, and the removal and replacement of netting at the driving range and perimeter of the golf course. These improvements are necessary to increase the safety of players and the overall community. Maintaining a safe and attractive facility for visitors and players is vital to the continued success of DeBell Golf Course operations. Projects are outlined in a five-year capital improvement program and will occur in a phased plan approach.
PROJECT JUSTIFICATION
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
DeBell Golf Course Annual Improvements Project Number: 24561 Funding Sources
Municipal Infrastructure (Fund 534)
15 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI
Total
2 1 0 500 17
Years
6 - 10
260,000 260,000
260,000$ 260,000 $
10,000 10,000
190,000 190,000
22,500 22,500
31,000 31,000
3,000 3,000
3,500 3,500
260,000$ 260,000 $
Project Manager:
ON-GOING OPERATING & MAINTENANCE IMPACT
No operating and maintenance impact.
Dean Pearson, Public Works
b. Misc. Project Related Services
Totals
PROJECT STATUS UPDATE
Design from January 2023 to March 2023. Construction from July 2023 to October 2023.
FORECASTED COMPLETION DATE
October 2023
1. Design
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
a. Agency Permits and Fees
Totals
Expenditures
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Municipal Facilities
Fire Station No.12 Fuel Tank Replacement Project Number: 24546 TOTALS
Funding Sources
Vehicle Equipment Replacement
(Fund532)
The City confirmed, through independent testing, that there is an existing fuel leak between the double-walled diesel fuel tank. The Burbank Fire Department “red-tagged” this tank system in July 2021 and it is no longer in operational use. Fire Station No. 12 vehicles must now fuel at alternate stations with increased travel burden, and increasing refueling frequencies at other stations.
Prioritization Score:
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27
Public Works
New
City Services
PROJECT DESCRIPTION
There are two existing underground 1,000-gallon unleaded gasoline and diesel tanks that were installed at Fire Station #12 in 1989.
Due to their age and leak detection confirmed at the diesel fuel tank, the recommendation was made to replace both tanks and related operating systems to meet the latest applicable codes and Environmental Protection Agency (EPA) regulations. Soils testing for hazardous materials around the diesel tanks' proximate area was performed in April 2021 and no contaminants were detected.
The primary scope includes the removal and replacement with EPA-approved 1,000-gallon fuel tanks in the same location and proximate configuration as the existing tanks, new utility connections, and feed and vent piping, system controls, compliance testing, programming, and agency inspections. All site work and required repairs to concrete surfaces will be addressed to return the affected drive areas to their pre-existing conditions.
PROJECT JUSTIFICATION
16 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
65005 16
Years
6 - 10
240,000 240,000
$240,000 $240,000
230,000 230,000
10,000 10,000
$240,000 $240,000
Project Manager:
ON-GOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance. Costs are determined annually.
Mike del Campo
May 2023
Totals
Expenditures
1. Design
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
PROJECT STATUS UPDATE
The project delivery method will be design and build. The design will occur from December 2022 to May 2023.
FORECASTED COMPLETION DATE
Playgrounds and fitness equipment were the second-highest prioritized project identified by the community. To ensure the longevity and safety of fitness equipment, the department maintains a replacement schedule to track the installation of new equipment and replace dated equipment before they exceed their useful life and become a hazard. Fitness equipment should be replaced every 15 years per industry standards. The fitness equipment at Whitnall Highway Park was last installed in 2003. The department is replacing this 19-year-old equipment with like equipment, similar to what was completed at Foy Park.
The Parks and Recreation Board supports the department's playground and fitness equipment replacement schedule.
Consequently, this particular project is listed as a board priority project.
Prioritization Score:
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS Funding Sources
Municipal Infrastructure (Fund 534)
PROJECT JUSTIFICATION
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
Whitnall Highway Park Fitness Equipment Project Number: 24563 Parks and Recreation
New
City Services
PROJECT DESCRIPTION
Replacement of outdated fitness equipment at Whitnall Highway Park South. 17 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL
CO CI Total
65005 16
Years
6 - 10
60,000 60,000
$60,000 $60,000
50,000 50,000
10,000 10,000
$60,000 $60,000
Project Manager: Kristen Smith, Deputy Director of Parks and Recreation
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
PROJECT STATUS UPDATE
The project delivery method will be design and build. The design and construction will occur from August 2022 to March 2023.
FORECASTED COMPLETION DATE
March 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal ongoing maintenance. Costs are determined annually.
Municipal Infrastructure (Fund 534)
Totals
Expenditures
1. Design
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 TOTALS Prioritization Score:
Funding Sources
Currently, there is no shade over the crate and small animal housing cleaning area where staff members, student workers, and volunteers clean and disinfect items from waste and blood daily. A new shade structure will provide a more comfortable and safer environment for those cleaning crates, protect them from the elements, and allow them to properly clean and disinfect.
Proper cleaning and disinfection lead to a reduction in disease transmission and promote a healthy animal population.
Currently, there is no shade over the kennels. Installation of shade covering over 50 outside kennels will provide dogs with shade and refuge from the heat during hot days, allow for maximum usage of the outside portion of the kennel and improve the quality of life for dogs housed at the Animal Shelter.
Both items will enhance the care provided for the dogs and other animals housed at the Burbank Animal Shelter.
PROJECT JUSTIFICATION
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
Animal Shelter Shade Structure Project Number: 24562
Parks and Recreation
New
City Services
PROJECT DESCRIPTION
This project will provide a new outside shade structure for Burbank Animal Shelter and shade covering for 50 kennels. 18 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
25007 14
Years
6 - 10
104,700 104,700
$104,700 $104,700
8,000 8,000
89,000 89,000
0 7,700 7,700
0 $104,700 $104,700
Project Manager:
Minimal ongoing maintenance. Costs are determined annually.
Diego Cevallos, Deputy Director of Parks and Recreation
ON-GOING OPERATING & MAINTENANCE IMPACT
Expenditures
1. Design
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
PROJECT STATUS UPDATE
The project delivery method will be design and build. The design and construction will occur from August 2022 to April 2023.
FORECASTED COMPLETION DATE
April 2023
Park Development Funds 001
Totals
2026-27 TOTALS
Funding Sources
Prior Years 2022-23 2023-24 2024-25 2025-26
Installation of this shade structure will promote sun safety, reduce the potential for heat-related illnesses, and enhance the permit and program revenue opportunities for the department. The Parks and Recreation Board and Burbank Athletic Federation (BAF) Board have identified shade structures in parks as a priority. The department has 15 ballfields. The department will systematically install shade structures over bleachers at all ballfields. The Youth and Adult Sports Section programs have 13,000 games every year with over 20,000 participants. This number does not reflect the number of spectators, permit groups, and passive visitors that use the ballfields. This is a joint-use project that will be shared with the school district.
This project is a priority project for the Burbank Athletic Federation Board.
Prioritization Score:
ESTIMATED PROJECT FUNDING AND EXPENDITURES
PROJECT JUSTIFICATION
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
McCambridge 1 Ballfield Bleacher Shade Structure Project Number: 24556 Parks and Recreation
New
Quality of Life
PROJECT DESCRIPTION SCOPE OF WORK
Installation of a cantilever ballfield bleacher shade structure at McCambridge softball field 1. Work to include design, engineering calculations, manufacturing of structure, and installation of a sheltered area over aluminum bleachers for program participants, employees, and the community to enjoy.
19 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
21505 13
Years
6 - 10
15,000 150,000 165,000
$15,000 $150,000 $165,000
15,000 15,000
135,000 135,000
15,000 15,000
$15,000 $150,000 $165,000
Project Manager:
Design from September 2022 to December 2022. Construction in FY 2023-24.
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The project will reduce ongoing maintenance. Costs are determined annually.
Public Works
Expenditures
1. Design
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
PROJECT STATUS UPDATE
Totals
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
F-104D Starfighter Aircraft Project Number: 24566
2026-27 TOTALS
Funding Sources
Municipal Infrastructure (Fund 534)
In 1984, the City was gifted the F-104D Starfighter aircraft which was refurbished, painted, and prepared for display. Since then, the aircraft has not been routinely maintained. Phase 1 of this project will evaluate the structural integrity of the jet. Phase 2 will include any identified structural work and refresh the paint to maintain the condition of the aircraft and the safety of the display.
Prioritization Score:
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26
Parks and Recreation
New
Quality of Life
PROJECT DESCRIPTION
Rehabilitate the F-104D Starfighter aircraft at George Izay Park.
PROJECT JUSTIFICATION
20 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO
CI Total
25005 12
Years
6 - 10
585,890 585,890
75,310 75,310
$661,200 $661,200
551,000 551,000
0 110,200 110,200
0 $661,200 $661,200
Project Manager: Mike del Campo
PROJECT STATUS UPDATE
Project delivery method will be design and build. Design and construction from February 2023 to July 2023.
FORECASTED COMPLETION DATE
July 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance. Costs are determined annually.
1. Design
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
Parks Development Fund 001
Totals
Expenditures
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
Ballfield Lighting Modernization at McCambridge 1 & 2 Project Number: 24557 TOTALS
Funding Sources
Public Improvement Fund 127
Replacement of the current metal halide lighting with an energy-efficient LED system will provide utility and maintenance cost- savings, improve the field of play visibility, a safer play environment for users, and a reduction in light spill-over into surrounding residential areas. The reduction of energy cost is estimated at 40 percent over a typical 1500W metal halide, further reducing the City’s carbon footprint. The Youth and Adult Sports Section programs 13,000 games every year with over 20,000 participants. This number does not reflect the number of spectators, permit groups, and passive visitors that use the ballfields. The existing lighting standards are over 60 years old and cannot support the new equipment, and therefore must be replaced. The BallTracker® technology that will be used provides low-level, targeted light that is emitted upward. This optimizes the visibility of the ball in aerial sports by creating a higher contrast between the ball and the sky, Total Light Control (TLC) for LED’s to target more light down onto the field, and the elimination of glare from the player’s line of sight. This increases playability and safety for players. The City has received compliments from the community for the upgraded lights and the increased visibility. Reaction from the community is very positive. The community wants more upgraded lighting. There is great community interest in this project as it will be shared with the school district. The project is a design and build. This project is also a priority for the BAF Board.
Prioritization Score:
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27
Parks and Recreation
New
Sustainability
PROJECT DESCRIPTION SCOPE OF WORK
Modernize ballfield lighting with energy-efficient light-emitting diode (LED) systems at McCambridge Fields 1 and 2. The existing eleven light standards will also be replaced. The scope will include pre-cast concrete bases with integrated lighting grounding and light poles.
PROJECT JUSTIFICATION Why Necessary
21 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC
JL CO CI Total
25005 12
Years
6 - 10
160,000 160,000
$160,000 $160,000
160,000 160,000
$160,000 $160,000
Project Manager:
PROJECT STATUS UPDATE
The project delivery method will be design and build. The design and construction will occur from August 2022 to December 2022.
FORECASTED COMPLETION DATE
December 2022
ON-GOING OPERATING & MAINTENANCE IMPACT
The project will reduce ongoing maintenance. Costs are determined annually.
Kristen Smith, Deputy Director of Parks and Recreation
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
TOTALS
Funding Sources
Municipal Infrastructure Fund 534
Totals
Expenditures
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27
1. Design
2. Construction
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Parks and Recreation
New
City Services
PROJECT DESCRIPTION
This project will provide the Burbank Animal Shelter installation of a new nonslip epoxy coating system for the existing flooring in the two kennel buildings, including the main public walkways.
PROJECT JUSTIFICATION
The Burbank Animal Shelter was built in 1990 and has not had repairs or improvements made to the floors inside the two kennel buildings, including the main public walkways. The current concrete flooring has numerous cracks and erosion allowing water to accumulate. These conditions allow for pathogens to thrive. Repairing and sealing the floor in the two kennel buildings (dog kennels and public walkways) with a nonslip epoxy coating system will provide a smooth surface to allow for proper cleaning and disinfecting, reducing the number of pathogens in the environment, and promoting a healthy kennel population. In addition to the health benefits, a new floor will modernize and beautify the kennels and building, leading to the attraction of more patrons which in turn leads to increased adoption. A new, nonslip floor will also provide a safer environment for staff, volunteers, and the public.
Prioritization Score:
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
Animal Shelter Kennel Flooring Project Number: 24565
22 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO
CI Total
21008 11
Years
6 - 10
400,000 400,000
$0 $400,000 $0 $0 $0 $0 $0 400,000
40,000 40,000
360,000 360,000
$0 $400,000 $0 $0 $0 $0 $0 $400,000
Project Manager:
PROJECT STATUS UPDATE
Design from November 2022 to January 2023. Construction from May 2023 to July 2023.
FORECASTED COMPLETION DATE
July 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal maintenance impact to staff as artist will maintain their work. Costs are determined annually and will be funded with Art in Public Places Funds.
Paula Ohan, Administrative Analyst II
3. Management/Inspection
4. Contingencies
5. Other (List)
Totals
TOTALS
Funding Sources
Art in Public Places Fund (Fund 001)
Totals
Expenditures
Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27
1. Design
2. Construction
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Parks and Recreation
New
Quality of Life
PROJECT DESCRIPTION
This project will design, construct, and install up to seven public art pieces along Phase II of the Burbank Channel Bikeway (from the Downtown Metrolink Station to Alameda Avenue).
PROJECT JUSTIFICATION
Phase II of the Burbank Channel Bikeway is a three-quarter mile bicycle and pedestrian path that runs along the Burbank Western Flood Control Channel. The bikeway connects to the existing quarter-mile path, completed in 2021. As part of the bikeway's design, public artwork locations were identified to continue enhancing the City's Art in Public Places program.
All public artwork installations and maintenance are funded by the Art in Public Places Fund, consisting of restricted dollars for the financing of art projects on City-owned public grounds. Pursuant to BMC 10-1-1114, the City Council appointed Art in Public Places Committee recommends funding for artwork located at City-owned public buildings or on City-owned public grounds. The Committee strongly supports this project and unanimously approved a recommendation to the City Council to fund this project in the amount of $400,000 at their February 7, 2022 meeting.
IOB COMMENTS
Prioritization Score:
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Parks and Recreation
Burbank Channel Bikeway Phase II Public Art Project Project Number: 24558 23 Project Category:
Project Name:
Requesting Department:
Project Status:
Strategic Alignment:
HS SC JL CO CI Total
6 5000 11
Years
6 - 10
100,000 500,000 500,000 1,100,000
- $ 100,000$ 500,000 $ 500,000 $ -$ - $ - $ 1,100,000$ 100,000 20,000 20,000 140,000
390,000 390,000 780,000
50,000 50,000 100,000
35,000 35,000 70,000
5,000 5,000 10,000
- $ 100,000$ 500,000 $ 500,000 $ -$ - $ - $ 1,100,000$ Project Manager:
1. Design and CA Services
Dean Pearson, Public Works
2. Construction
3. Management/Inspection
4. Contingencies
5. Other (List) - Permits and Misc. Services
Totals
PROJECT STATUS UPDATE
Design from July 2022 to February 2023. Construction in future years.
FORECASTED COMPLETION DATE
June 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
No operating and maintenance impact.
Funding Sources
Vehicle Equipment Replacement (Fund 532)
2025-26
Expenditures
Totals
Prior Years 2022-23 2023-24 2024-25 2026-27 TOTALS
The existing equipment was originally installed in approximately 1962 and is beyond its repairable service life. Currently, three of 14 lifts are out of service because they are obsolete, unsafe, or otherwise require modernization to operate. Modernizing this equipment is necessary to provide efficient, safe, and adequate maintenance to the more than 450 rolling units (vehicles) that Public Works maintains.
Prioritization Score:
ESTIMATED PROJECT FUNDING AND EXPENDITURES
PROJECT JUSTIFICATION
CAPITAL IMPROVEMENT PROJECT REQUEST
FISCAL YEAR 2022-23
Municipal Facilities
City Yard - Fleet Vehicle Lift Equipment Modernization Project Number: 24547 Public Works
New
Sustainability
PROJECT DESCRIPTION
Complete modernization of fourteen vehicle lifts to accommodate current fleet requirements, including all City light and heavy-duty vehicles.
The project includes design, and engineering for lift modernization. The scope of the project will also include hazardous materials mitigation, which includes soils testing.
24 BUDGET SUMMARIES
A. Revenue & Appropriations Summaries PAGE
Source of Funds (Revenues) Chart, General Fund 2
Use of Funds (Appropriations) Chart, General Fund 3
B. Proposed Appropriations
Expenditure and Appropriation History for all Funds 4 FY 2022-23 Budgets by Department and Cost Center 6
Outstanding Bonded Debt Service Requirements 11
C. Reserves
Summary of General Fund Reserves 13
D Citywide Personnel
Comparative Staff-Years Summary by Department/Program 14 E Financial Policies
City of Burbank Financial Policies 15
The Budget Summaries Section presents, through a series of charts, graphs, and tables, the Proposed Fiscal Year (FY) 2022-23 City of Burbank Annual Budget in summary form. This section is organized as follows:
1 BUDGET SUMMARIES
Total City Resources
General Fund Resources
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
TOTAL CITY
$666,835,437
SOURCE OF FUNDS - FY 2022-23
$202,487,129
General Fund,
$202,487,129
Proprietary,
Special Revenue,
Successor Agency,
Housing Authority
& Parking
Authority,
$464,348,308
Property Tax,
$61,786,895
Sales Tax,
$54,417,033
Utility Users Tax,
$16,312,400
Services Charges -
Intra City,
$13,499,790
Transient
Occupancy
Tax,
$10,048,000
Service
Charges,
$18,405,990
In Lieu Taxes,
$8,728,076
Transient Parking
Tax, $3,339,000
Building
Permits/License
Fees, $5,593,503
Business Taxes,
$2,400,000
Parking/Traffic/Other
Fines, $2,002,000 Franchise Fees,
$1,471,179
Interest/Use of
Money, $2,271,472
Intergovernmental
Revenues,
$2,211,791
2 BUDGET SUMMARIES
Total City Appropriations
General Fund Appropriations
City Attorney
City Clerk
City Treasurer
City Council
City Manager
General Administration
Fire
Management Services
Public Works
Community Development
Finance
Library
Police
Parks & Recreation
Non-Departmental Expenses
TOTAL CITY
219,694,022$
USE OF FUNDS - FY 2022-23
$791,810,038
General Fund ,
$219,694,022
Proprietary,
Special Revenue,
Successor
Agency, Housing
Authority &
Parking Authority,
$572,116,016,
General
Administration,
$11,091,514
Fire, $39,582,644
Management
Services,
$6,716,382
Public Works,
$18,555,504
Community
Development,
$13,988,659 Financial Services,
$6,118,513
Library Services,
$8,564,649
Police, $62,464,593
Parks & Recreation,
$29,463,105
Non-Departmental
Expenses,
$23,148,459
3 FY 2022-23 PROPOSED BUDGET BY FUND AND
PRIOR YEAR APPROPRIATIONS/EXPENDITURES
FUND 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
NO. DEPARTMENT/FUND NAME ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED 001 City Attorney 3,629,162$ 3,971,892$ 3,832,181$ 3,907,153$ 4,402,045$ 4,672,478$ 001 City Clerk 1,185,527 1,266,648 1,206,752 1,562,296 1,632,889 2,009,047 001 City Council 567,034 559,957 600,128 614,949 724,974 761,150 001 City Manager 2,590,953 2,166,429 3,136,332 2,538,193 2,426,938 2,738,861 001 City Treasurer 678,271 685,310 744,825 788,673 859,809 909,978 001 Community Development 8,392,644 9,833,809 10,192,634 11,716,569 13,585,972 13,988,659 001 Financial Services 4,710,194 4,993,922 5,653,190 5,526,021 5,623,985 6,118,513 001 Fire 38,237,361 37,126,328 38,714,502 41,331,474 37,652,549 39,582,644 001 Information Technology 4,885,939
001 Library Services 6,344,606 6,591,121 7,182,207 7,245,605 8,045,793 8,564,649 001 Management Services 5,029,194 5,145,773 5,496,558 5,313,588 6,522,077 6,716,382 001 Parks & Recreation 18,529,828 21,161,166 22,928,241 23,108,907 26,725,017 29,463,105 001 Police 56,659,402 57,580,906 61,737,561 61,185,484 61,721,360 62,464,593 001 Public Works 13,437,784 14,005,519 15,324,160 15,745,283 16,894,687 18,555,504 001 Non-Departmental 7,753,153 7,474,509 16,301,673 20,483,950 17,166,754 23,148,459 GENERAL FUND TOTAL BUDGET 172,631,052$ 172,563,289$ 193,050,945$ 201,068,144$ 203,984,849$ 219,694,022$ 320 Public Financing Authority 44,328,775$
370 General City Capital Projects 12,220,753$ 6,785,492$ 5,934,090$ 10,383,644$ 236,333$ 3,177,962$
SPECIAL REVENUE FUNDS
104 Prop A Transportation 2,196,996$ 2,374,786$ 2,504,484$ 2,268,412$ 2,901,374$ 2,687,659$ 105 Prop C Transportation 2,126,310 1,787,530 1,858,053 2,116,390 2,081,287 2,984,461 106 Transportation (AQMD) 97,481 89,789 135,532 111,072 251,110 179,954 107 Measure R Transportation 1,387,672 1,757,799 1,324,948 1,842,907 1,615,411 677,924 108 Measure M Transportation 2,226,107 1,514,574 2,258,568 1,866,576 109 Measure W Transportation 17,960 700,000 105,545 121 General City Grant Fund 364,123 408,869 306,349 318,665 122 Comm Dev Block Grants (CDBG) 1,064,465 812,935 721,454 3,265,727 1,178,579 1,063,677 123 Road Maintenance & Rehabilitation (RMRA) 20,334 1,601,433 2,264,441 2,306,871 2,322,284 124 Drug Asset Forfeiture 116,661 69,062 35,050 18,244 125 State Gas Tax 2,574,173 2,213,544 2,549,837 3,223,367 2,916,334 2,764,318 127 Public Improvements 2,829,174 4,781,837 7,370,027 7,021,779 1,457,469 1,423,326 128 HUD Affordable Housing Fund 1,000,032 1,054,569 410,198 510,599 684,122 660,758 129 Street Lighting 2,400,131 2,713,193 2,360,896 2,521,760 2,804,478 3,436,632 130 Youth Endowment Services 8,199 20
131 Community Service (BCSF) 1,103 719 20 133 Tieton Hydropower Project 2,298,753 2,251,462 3,414,404 3,161,807 2,388,124 2,082,085 483 Magnolia Power Plant 17,817,430 18,560,424 20,313,842 24,031,859 22,730,505 24,151,444 36,281,600$ 38,897,236$ 47,133,334$ 54,209,603$ 46,274,232$ 46,406,644$
INTERNAL SERVICE FUNDS
530 General Liability Insurance 1,007,840$ 6,701,345$ 8,935,902$ 4,358,632$ 8,767,905$ 10,961,326$ 531 Workers' Comp Insurance 9,973,944 7,315,260 8,030,609 3,008,213 9,773,514 10,481,109 532 Vehicle Equipment Replacement 8,261,919 8,851,947 9,025,966 9,204,366 13,645,187 16,910,031 533 Office Equipment Replacement 713,932 1,543,766 1,376,274 959,391 828,034 664,763 534 Municipal Infrastructure 1,773,296 2,945,576 6,036,790 8,413,977 16,303,457 18,344,151 535 Communication Equip Replacement 3,886,160 2,946,506 4,153,889 3,336,717 6,926,568 4,416,753 537 Information Technology 3,343,572 8,864,834 9,512,184 9,733,349 14,213,081 20,267,037 28,960,663$ 39,169,234$ 47,071,614$ 39,014,644$ 70,457,746$ 82,045,170$
ENTERPRISE FUNDS
494 Water Reclamation and Sewer (PW) 15,944,377$ 19,467,496$ 20,903,423$ 19,412,648$ 21,153,131$ 22,591,080$ 496 Electric Fund (BWP) 216,454,793 208,993,451 213,598,123 204,995,965 270,110,507 313,086,220 497 Water Fund (BWP) 31,969,888 34,856,664 36,967,327 32,153,419 45,812,702 60,665,742 498 Refuse Collection and Disposal (PW) 20,840,261 20,093,495 16,090,161 18,699,045 19,801,041 21,440,601 285,209,319$ 283,411,106$ 287,559,034$ 275,261,076$ 356,877,382$ 417,783,643$ 4 FY 2022-23 PROPOSED BUDGET BY FUND AND
PRIOR YEAR APPROPRIATIONS/EXPENDITURES
FUND 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
NO. DEPARTMENT/FUND NAME ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED
SUCCESSOR AGENCY
208 Administration/Debt Service 52,544,516 9,486,478 11,541,882 9,438,340 6,991,922 7,416,505 52,544,516$ 9,486,478$ 11,541,882$ 9,438,340$ 6,991,922$ 7,416,505$
HOUSING AUTHORITY
117 Housing Vouchers 9,685,512$ 9,676,092$ 10,692,438$ 11,853,334$ 12,753,531$ 13,078,879$ 305 Low/Moderate Income Housing 575,860 1,421,470 953,197 839,736 850,674 980,299 10,261,372$ 11,097,562$ 11,645,635$ 12,693,069$ 13,604,205$ 14,059,178$
PARKING AUTHORITY
310 Parking Authority 820,449$ 706,816$ 661,521$ 635,201$ 751,201$ 1,226,915$ 820,449$ 706,816$ 661,521$ 635,201$ 751,201$ 1,226,915$ TOTAL CITY 643,258,499$ 562,117,213$ 604,598,054$ 602,703,722$ 699,177,870$ 791,810,038$ 5 FY 2022-23 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2022-23
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED FUND 001 GENERAL FUND
CL01A CITY COUNCIL 597,764$ 163,386$ 761,150$ CITY CLERK 1,306,983$ 702,064$ -$ -$ 2,009,047$ CC01A Services 409,530 162,535 572,065 CC01B Elections 173,153 403,355 576,508 CC01C Legal Advertising 70,168 46,836 117,004 CC01D Records Management 330,143 68,690 398,833 CC01E Passport Services 323,989 20,648 344,637 CT01A CITY TREASURER 735,147$ 174,831$ 909,978$ CITY ATTORNEY 4,248,206$ 424,272$ -$ -$ 4,672,478$ CA01A Dept Services-Admin 2,146,970 324,998 2,471,968 CA02A Litigation 980,534 40,817 1,021,351 CA03A Prosecution 1,120,702 58,457 1,179,159 CITY MANAGER 2,333,486$ 405,375$ -$ -$ 2,738,861$ CM01A Operations 1,307,957 163,686 1,471,643 CM02A PIO 1,025,529 241,689 1,267,218 MANAGEMENT SERVICES 4,602,859$ 2,113,523$ -$ -$ 6,716,382$ MS01A General Administration 609,111 264,910 874,021 MS01B Reprographics Printing Services 278,386 244,978 523,364 MS01C LiveScan 109,267 54,386 163,653 MS01E Labor Relations 449,987 285,680 735,667 MS02C Youth Employment 523,567 62,099 585,666 MS02D Employment Services 1,000,896 475,153 1,476,049 MS02E Employee Services 1,117,157 181,261 1,298,418 MS03A Environmental Health & Safety 514,488 545,056 1,059,544 FINANCIAL SERVICES 5,139,340$ 979,173$ -$ -$ 6,118,513$ FN01A Accounting/Administration 3,126,355 711,544 3,837,899 FN02A Budget/Purchasing/Revenue 2,012,985 267,629 2,280,614 PARKS and RECREATION 16,393,099$ 12,434,781$ 55,215$ 580,010$ 29,463,105$ Landscape & Forestry 4,792,829 2,595,763 7,893,292 PR21A Facility Planning & Development 1,083,575 504,700 1,588,275 PR22A Forestry Services 1,713,930 545,808 2,259,738 PR23A Park Landscape Program 3,078,899 926,380 4,005,279 PR26A Urban Reforestation 40,000 40,000 Administration 2,617,715 4,405,778 15,215 - 7,038,708 PR28A Administration 2,617,715 1,207,857 3,825,572 PR27A Golf Course 3,197,921 15,215 3,213,136 Community Services 4,674,233 2,216,030 40,000 6,930,263 PR31D Starlight Bowl 202,233 256,472 458,705 PR31E Stough Canyon Nature Center 277,941 68,036 345,977 PR31F Youth Resource Programs 274,616 274,616 PR31H Ovrom Park 237,872 133,943 371,815 PR32D Cultural Services 414,212 191,263 605,475 PR32E Commercial & Special Events 10,768 74,527 85,295 PR41A Retired & Senior Volunteer Program 127,981 106,375 234,356 PR42A-C Supplemental Nutrition 1,256,179 340,371 1,596,550 PR43A Information & Assistance 3,270 3,270 PR45A Senior Recreation 467,544 233,899 701,443 PR46A Human Services 60,828 16,265 77,093 PR47A Animal Shelter 1,618,675 516,993 40,000 2,175,668 6 FY 2022-23 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2022-23
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED Recreation Services 4,308,322 3,217,210 - 75,310 7,600,842 PR31A McCambridge Park 267,526 1,556,321 1,823,847 PR31B Verdugo Park 293,616 207,626 501,242 PR31C Olive Recreation 707,803 380,702 1,088,505 PR32A Daycamp and Afterschool Program 1,184,637 251,618 1,436,255 PR32B Organized Sports 1,005,536 488,923 1,494,459 PR32C Aquatics 849,204 148,264 997,468 PR32F Athletic Leagues 183,756 75,310 259,066 LIBRARY SERVICES 6,434,376$ 2,130,273$ -$ -$ 8,564,649$ LB01A Technical Services 1,266,925 1,098,135 2,365,060 LB02A Public Services 5,167,451 1,032,138 6,199,589 COMMUNITY DEVELOPMENT 9,521,406$ 4,467,253$ -$ -$ 13,988,659$ CD11A Administration 654,819 426,743 1,081,562 Economic Development & Housing 1,351,159 1,377,731 - - 2,728,890 CD23A Affordable Housing 132,155 844,739 976,894 CD23B Economic Development 768,384 365,357 1,133,741 CD23C Real Estate 450,620 167,635 618,255
CD31A Planning 2,621,593 1,065,430 3,687,023 Transportation 556,411 291,895 - - 848,306 CD32A Transportation 556,411 291,895 848,306 CD42A Building Division 4,337,424 1,305,454 5,642,878 PUBLIC WORKS 11,744,624$ 6,810,880$ -$ -$ 18,555,504$ PW11A Administration 1,530,282 318,769 1,849,051 Engineering Design & Construction 4,458,213 1,513,811 - - 5,972,024 PW21A Street Design & Construction 1,000,181 272,640 1,272,821 PW21B Permits 881,732 310,810 1,192,542 PW22A Engineering & Design 637,430 336,499 973,929 PW22B Signs and Painting 649,749 180,871 830,620 PW22D Traffic Signal Maintenance 793,558 302,258 1,095,816 PW22H Traffic Management Center 495,563 110,733 606,296 Street and Sanitation 1,097,179 3,053,883 - - 4,151,062 PW32A Roadway & Parkway Maintenance 992,516 2,960,825 3,953,341 PW32B Weed Abatement 27,603 34,175 61,778 PW32D Flood Control 77,060 58,883 135,943 Fleet & Building Maintenance 3,713,912 1,522,847 - - 5,236,759 PW33A Facilities Maintenance 2,036,995 934,789 2,971,784 PW33B Custodial Services 1,676,917 588,058 2,264,975 PW35A Field Services - Administration 945,038 401,570 1,346,608 FIRE 32,671,649$ 6,336,995$ 574,000$ -$ 39,582,644$ FD01A Fire Prevention 2,449,017 1,897,709 35,000 4,381,726 FD01B Hazardous Materials Program 321,209 19,481 340,690 FD02A Fire Suppression 16,745,566 3,160,266 539,000 20,444,832 FD03A Emergency Medical Services 11,010,492 645,067 11,655,559 FD04A Emergency Management 199,066 260,300 459,366 FD05A Fire Apparatus and Equipment 263,313 26,703 290,016 FD06A Training and Safety 480,459 137,936 618,395 FD07A Administration 1,202,527 189,533 1,392,060 7 FY 2022-23 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2022-23
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED POLICE 52,098,347$ 10,366,246$ -$ -$ 62,464,593$ PD01A-H Patrol Division 26,918,638 6,513,272 33,431,910 PD02A-D Investigation Division 10,571,910 764,997 11,336,907 PD03A-E Administrative Services 6,235,752 1,416,299 7,652,051 PD05A Parking Enforcement 1,542,334 209,033 1,751,367 PD06C Communication Center 2,190,957 78,221 2,269,178 PD07A-E Support Services 2,685,187 238,245 2,923,432 PD08A Air Support Unit 608,105 812,023 1,420,128 PD09A Jail Division 1,345,464 334,156 1,679,620 ND01A NON-DEPARTMENTAL 10,848,520$ 554,229$ 11,745,710$ 23,148,459$ TOTAL GENERAL FUND 158,675,806$ 48,063,281$ 629,215$ 12,325,720$ 219,694,022$ 370 GENERAL CITY CAPITAL PROJECTS 3,177,962$ 3,177,962$
SPECIAL REVENUE FUNDS
104 PROP A TRANSPORTATION 1,515,642$ 987,017$ -$ 185,000$ 2,687,659$ CD32B Transportation 473,273 185,000 658,273 CD33A Administration 1,515,642 513,744 2,029,386 105 PROP C TRANSPORTATION 373,867$ 2,610,594$ -$ -$ 2,984,461$ CD32B BurbankBus Operations 2,443,094 2,443,094 CD33A Administration 373,867 167,500 541,367 106 TRANSPORTATION (AQMD) 156,310$ 23,644$ 179,954$ 107 MEASURE R TRANSPORTATION 34,794$ 303,130$ 340,000$ -$ 677,924$ CD33A Transportation 34,794 303,130 340,000 677,924 PW21A Street Design & Construction
108 MEASURE M TRANSPORTATION 16,576$ 1,850,000$ 1,866,576$ 109 MEASURE W STORMWATER 105,545$ 105,545$
122 CDBG 82,804$ 980,873$ 1,063,677$ 123 ROAD MAINTENANCE & REHABILITATION 22,284$ 2,300,000$ 2,322,284$ 125 STATE GAS TAX 2,192,456$ 321,862$ 250,000$ -$ 2,764,318$ PW21A Street Design & Construction 660,593 54,565 250,000 965,158 PW21E Select Streets 114,297 114,297
PW22A Engineering & Design 248,691 153,000 401,691 PW32A Roadway & Parkway Maintenance 1,283,172 1,283,172 127 PUBLIC IMPROVEMENTS 319,123$ 478,313$ 625,890$ -$ 1,423,326$ CD33A Transportation 319,123 478,313 797,436 CD33B Fire -
CD33D Library 40,000 40,000
CD33E Parks & Recreation 585,890 585,890
128 HUD AFFORDABLE HOUSING 70,038$ 590,720$ -$ -$ 660,758$ CD25A Grants 70,038 21,103 91,141 CD25C Grants - PSH 569,617 569,617
129 STREET LIGHTING 302,400$ 992,632$ 2,141,600$ -$ 3,436,632$ PS61A O&M 302,400 992,632 1,295,032 PS61B Capital 2,141,600 2,141,600
133 TIETON HYDROPOWER PROJECT 1,921,326$ 160,759$ 2,082,085$ 483 MAGNOLIA POWER PLANT 13,058,455 10,534,665$ 558,324$ 24,151,444$ TOTAL SPECIAL REVENUE FUNDS 18,211,434$ 19,783,637$ 8,226,573$ 185,000$ 46,406,644$ 8 FY 2022-23 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2022-23
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED
INTERNAL SERVICE FUNDS
530 GENERAL LIABILITY INSURANCE 450,773$ 10,510,553$ 10,961,326$ 531 WORKERS' COMP INSURANCE 874,122$ 9,606,987$ 10,481,109$ 532 VEHICLE EQUIP REPLACEMENT 1,602,862$ 7,697,098$ 7,610,071$ 16,910,031$ 533 OFFICE EQUIP REPLACEMENT 645,615$ 19,148$ 664,763$ 534 MUNICIPAL INFRASTRUCTURE 5,436,152$ 12,907,999$ -$ 18,344,151$ CD23A 323-333 S. Front Street 68,000 68,000 PR21A Park Facilities Maintenance 1,565,000 2,366,593 3,931,593 PW21A Street Design and Construction 3,745,000 3,745,000 PW22A Engineering and Design 440,000 440,000 PW32A Roadway and Parkway Maintenance 220,000 220,000 PW33A Facilities Maintenance 3,143,152 6,796,406 9,939,558 COMM EQUIP REPLACEMENT 1,230,946$ 2,176,806$ 1,009,000$ -$ 4,416,753$ PS71A-B Telephone System 611,695 1,037,278 372,500 2,021,473 PS72A-B Radio System 619,251 1,139,528 636,500 2,395,279 537 INFORMATION TECHNOLOGY 5,895,212$ 7,178,115$ 7,193,710$ -$ 20,267,037$ IT01A Administration 1,559,278 1,210,135 185,000 2,954,413 IT02A Networking 1,914,699 2,036,032 618,000 4,568,731 IT03A Geographic Information System (GIS) 393,716 137,075 530,791 IT04A Applications 811,194 628,500 353,750 1,793,444 IT04B Enterprise Resource Planning 1,216,325 1,303,500 210,000 2,729,825 Miscellenous Cost Centers 1,862,873 5,826,960 7,689,833 TOTAL INTERNAL SERVICE FUNDS 10,053,915$ 43,251,326$ 28,739,928$ 82,045,170$
ENTERPRISE FUNDS
494 WATER RECLAMATION & SEWER 2,091,258$ 16,815,696$ 3,684,126$ -$ 22,591,080$ PW23A Engineering & Design 501,762 1,019,182 1,520,944 PW23B Industrial Waste Permit/Inspection 226,949 2,213,680 2,440,629 PW23C Plant Operations & Maintenance 191,817 12,191,303 3,328,169 15,711,289 PW23D Sewer Maintenance 1,170,730 1,391,531 355,957 2,918,218
BURBANK WATER & POWER 53,748,299$ 230,128,397$ 89,469,266$ 405,999$ 373,751,961$ 496 Electric Fund 45,671,225 200,523,967 66,485,029 405,999 313,086,220 497 Water Fund 8,077,074 29,604,430 22,984,237 60,665,741 498 REFUSE COLLECTION & DISPOSAL 7,776,317$ 12,863,523$ 800,761$ -$ 21,440,601$ PW31A Refuse Collection 5,543,589 5,898,936 675,000 12,117,525 PW31B Refuse Disposal 711,717 3,064,631 3,776,348 PW31C Recycling 802,289 2,907,594 3,709,883 PW32C Street Sweeping 718,722 992,362 125,761 1,836,845 TOTAL ENTERPRISE FUNDS 63,615,874$ 259,807,616$ 93,954,153$ 405,999$ 417,783,642$
SUCCESSOR AGENCY
208 SUCCESSOR AGENCY 7,416,505$ -$ -$ 7,416,505$ CD27A Administration 346,336 346,336
CD28E Debt Service 7,070,169 7,070,169
TOTAL SUCCESSOR AGENCY FUNDS 7,416,505$ 7,416,505$ 9 FY 2022-23 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2022-23
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED
HOUSING AUTHORITY
117 Section 8 Voucher Program 896,704 12,182,175 13,078,879 305 Low/Moderate Income Housing 306,591 673,708 980,299 TOTAL HOUSING AUTHORITY FUNDS 1,203,295$ 12,855,883$ 14,059,178$
PARKING AUTHORITY
310 Parking Authority 776,915 450,000 1,226,915 TOTAL PARKING AUTHORITY FUNDS 776,915$ 1,226,915$ TOTAL CITY 251,760,325$ 391,955,163$ 134,727,831$ 12,916,719$ 791,810,038$ 10 BONDED DEBT SERVICE REQUIREMENTS
Estimated Payments - All Funds
FY 2021-22 - FY 2050-2051
Final Total Total
Issue Maturity Outstanding Outstanding Total
Date Description Date Principal Interest Outstanding
Burbank Water & Power: Funds 496, 497
2012A Electric Revenue Bonds 6/1/2022
2010B Water Revenue Bonds 6/30/2040 27,945,000 17,458,714 45,403,714 2010B Electric Revenue Bonds 6/1/2040 52,665,000 37,597,943 90,262,943 2021 6/30/2051 23,970,000 16,813,750 40,783,750 Total Burbank Water & Power: 104,580,000 71,870,407 176,450,407 Water Reclamation & Sewer: Fund 494
2014 Wastewater Treatment Revenue Bonds 6/1/2033 3,595,000 464,787 4,059,787 Total Water Reclamation & Sewer Fund: 3,595,000 464,787 4,059,787 Successor Agency: Fund 208
2015 Successor Agency Tax Alloc Refunding 12/1/2033 6,685,000 641,809 7,326,809 2017 Successor Agency Tax Alloc Refunding 12/1/2043 22,995,000 8,697,338 31,692,338 Total Successor Agency Funds: 29,680,000 9,339,147 39,019,147 General City: Fund 001
2004 Pension Obligation Bonds 6/1/2023 175,000 10,378 185,378 Total General City: 175,000 10,378 185,378 TOTAL DEBT SERVICE FOR ALL FUNDS: 138,030,000$ 81,684,719$ 219,714,719$ Water Revenue Refunding Bonds
11 BONDED DEBT SERVICE REQUIREMENTS
Estimated Payments - All Funds
FY 2022-23
Average Final
Issue Interest Maturity
Date Description Rate Date Principal Interest Total
Burbank Water & Power: Funds 496, 497
2012A Electric Revenue Bonds 2.42% 6/1/2022
2010B Water Revenue Bonds 3.41% 6/1/2040 850,000 1,568,418 2,418,418 2010B Electric Revenue Bonds 4.15% 6/1/2040 3,295,098 3,295,098 2021 Water Revenue Refunding Bonds 4.50% 6/30/2051 560,000 1,018,950 1,578,950 1,410,000 5,882,466 7,292,466
Water Reclamation & Sewer: Fund 494
2014 Wastewater Treatment Revenue Bonds 2.04% 6/1/2033 1,070,000 149,875 1,219,875 Total Water Reclamation & Sewer Fund: 1,070,000 149,875 1,219,875 Successor Agency: Fund 208
2015 Successor Agency Tax Alloc Refunding 1.95% 12/1/2033 3,705,000 398,069 4,103,069 2017 Successor Agency Tax Alloc Refunding 3.00% 12/1/2043 2,020,000 929,100 2,949,100 Total Successor Agency Funds: 5,725,000 1,327,169 7,052,169 General City: Fund 001
2004 Pension Obligation Bonds 5.93% 6/1/2023 175,000 10,378 185,378 Total General City: 175,000 10,378 185,378 TOTAL DEBT SERVICE FOR ALL FUNDS: 8,380,000$ 7,369,888$ 15,749,888$
12 GENERAL FUND SUMMARY OF RESERVES [1]
AS OF JUNE 30, 2022
Reserve Account Description Amount
15% Working Capital Per the City Council's adopted financial policies, we maintain a designated General Fund working capital reserve equivalent to 15% of the General Fund's operating budget.
29,143,572$
5% Emergency Contingency Per the City Council's adopted financial policies, we maintain a designated General Fund designated emergency reserve equivalent to 5% of the General Fund's operating budget.
9,714,524
Compensated Absences Per Council Policy, these funds are set aside to cover the annual cost of employee leave cash-outs upon separation from the City. The City’s policy is to reserve 20% of the total General Fund payout liability.
2,471,652
Loan repayment funds from the former RDA, which were designated by the City Council in FY 2015-16 to be utilized for infrastructure projects.
9,245,696
Art in Public Places Per the Art in Public Places ordinance, this account was established for the purpose of collecting fees paid in lieu of developers committing their minimum allocation to an on-site art project. Such funds shall be used for financing art projects located at public buildings or on public grounds as recommended by the Art in Public Places Committee and approved by the City Council.
876,226
Inmate Telephone Revenues are received from the phone company from payphones in the City's jail. These funds are designated by law for use in inmate care.
143,756
Fees paid by cable providers that are restricted for capital and supplies in support of PEG channels.
1,060,856
Park Development Per the Burbank Municipal Code, this account was established for the purpose of collecting fees paid by developers to address impacts on existing parks/park facilities. Such funds shall be used for financing park development and/or park capital improvement projects. Fee is assessed at $150 per bedroom.
141,750
Performing Arts Established in FY 2005-06 for the purpose of utilizing interest earned to fund the Perform Arts Grant Program. The Perform Arts Grant Program was implemented in 1993 to actively foster, develop, and assist with funding the performing arts in Burbank, but was eliminated as a budget reduction in FY 2004-05.
222,465
Tennis Center CIP Per Agreement, Tennis Center Operator pays City $500 per month specifically identified as funding for Tennis Center Capital Improvements.
14,460
Burbank Athletic Federation (BAF) Revenues are received from athletic fees to fund improvements to the City's sports facilities.
123,688
General Plan Fee In FY 2014-15, the General Plan fee was adopted as part of Article III, Section 4 of the Citywide Fee schedule to set aside funds for future updates of the City's General Plan. The fee is based on 10% of the building and planning permit valuation.
360,057
Youth Endowment General fund unrestricted dollars set aside by the City Council to fund youth programs.
12,698
Advances to Fund 127 and Redevelopment, Changes to Imprest, Continuing Appropriations, Encumbrances, GASB 31, Inventories, and Prepaids.
14,162,896
TOTAL GENERAL FUND RESERVES AND BALANCES: 67,694,296$
SPECIAL ACCOUNTS Description Amount
Balance of the City of Burbank's Section 115 Trust with CalPERS, which can be used for future employee pension costs.
10,735,669
Bank accounts utilized to manage contract operations of the DeBell Golf Course, and payments for organized sports program officials. 668,340
[1] All of the figures contained in this table represent staff's estimates as of June 30, 2022. The actual figures will likely vary, and will be known officially when the 2021-22 Annual Financial Report is completed in December 2022.
Other Restricted/Assigned
Accounts
Section 115 Trust
Golf and Arbiter
Redevelopment Agency (RDA)
Loan Repayments
Public, Educational, and
Governmental (PEG) Fees
Joy
13 COMPARATIVE STAFF-YEARS AUTHORIZED
FY 2020-21 through FY 2022-23
DESCRIPTION FY 2020-21 FY 2021-22 FY 2022-23
City Council 3.000 3.000 3.000 City Clerk 9.535 10.100 10.475 0.375 City Treasurer 5.000 5.000 5.000 City Attorney 18.000 19.000 19.000 City Manager 11.500 11.500 12.500 1.000 Management Services 46.062 46.062 45.487 (0.575) Financial Services 33.000 33.000 34.000 1.000 Parks & Recreation
Administration Division 17.900 17.900 18.829 0.929 Landscape and Forestry Services 49.000 49.000 49.000 Recreation Services Division 67.753 66.403 68.819 2.416 Community Services Division 33.585 33.585 48.479 14.894 Library Services 64.265 64.327 65.488 1.161 Community Development
Administration Division 3.000 3.000 3.000 Building Division 29.000 30.000 31.000 1.000 Economic Development & Housing Division 7.760 8.760 8.810 0.050 Planning Division 16.000 18.000 18.000 Transportation Division 4.080 4.080 4.280 0.200 Public Works
Administration 8.435 7.435 8.635 1.200 Engineering, Design & Construction 10.000 23.403 30.203 6.800 Traffic Division 19.403
Field Services Administration 5.410 6.303 6.300 (0.003) Street and Sanitation 10.150 16.150 10.150 (6.000) Fleet and Building Maintenance 34.940 34.940 34.940 Fire 136.000 136.000 137.000 1.000 Police 274.280 274.280 262.780 (11.500) TOTAL GENERAL FUND 917.058 921.228 935.175 13.947 Fund 104 - Prop A Transportation 14.888 14.888 15.098 0.210 Fund 105 - Prop C Transportation 1.805 1.805 2.245 0.440 Fund 106 - AQMD Transportation 0.950 0.950 0.350 (0.600) Fund 107 - Measure R Transportation 0.150 0.150 Fund 109 - Measure W Stormwater 0.700 0.700 Fund 117 - Housing & Grants 5.000 5.000 5.800 0.800 Fund 122 - CDBG 0.710 0.710 0.710 Fund 125 - State Gas Tax Fund 16.500 16.500 16.500 Fund 127 - Public Improvements Fund 1.860 1.860 1.460 (0.400) Fund 128 - HUD Home Program 0.230 0.230 0.430 0.200 Fund 305 - Low & Moderate Housing 1.950 1.950 1.950 Fund 530 - General Liability Insurance Fund 2.000 3.000 3.000 Fund 531 - Workers Comp. Insurance Fund 5.500 6.500 6.500 Fund 532 - Vehicle Equipment Replacement 12.657 12.643 12.650 0.007 Fund 535 - Communication Equipment 6.000 6.000 6.000 Fund 537 - Information Technology Fund 33.000 33.000 33.000 Fund 496 - BWP Electric 286.000 287.500 292.500 5.000 Fund 497 - BWP Water 53.000 53.000 54.000 1.000 Fund 494 - Water Reclamation & Sewer 11.897 11.897 13.197 Fund 498 - Refuse Collection & Disposal 62.851 62.973 62.973 0.000 TOTAL ALL FUNDS 1,433.856 1,441.633 1,464.388 22.755
CHANGE FROM
PRIOR YEAR
14 9. We will maintain a long-range fiscal perspective through the use of an annual operating budget, a five- year capital improvement plan, and a five-year financial forecast.
10. We will use long-term financing methods or cash accumulated in excess of policy requirements for major capital improvements and acquisitions. These improvements will be planned via the annual capital improvement plan process.
11. We will issue bonds or incur other terms of indebtedness only for appropriate purposes and only if the debt service does not affect the City’s ability to meet future operating, capital, and reserve requirements.
12. We will require each budget appropriation request to include a fiscal impact analysis.
5. We will require that each Internal Service Fund which includes vehicles, equipment, and building maintenance have revenues, (City user charges, interest income, and all other income) sufficient to meet all cash operating expenses and depreciation expenses. The related revenues should also be sufficient to maintain cash reserves, which provide sufficient cash to replace vehicles and equipment in accordance with replacement policies.
6. We will maintain appropriate reserves in the Risk Management Self-Insurance Fund and the Workers' Compensation Self–Insurance Fund to meet statutory requirements and actuarially projected needs.
7. We will maintain a general operating reserve, which will support operations for each Enterprise Fund during times of financial emergencies. The amount of the general operating reserves will be determined based on a risk assessment of each Enterprise Fund.
8. We will maintain other Enterprise Fund reserves such as debt reduction and capital funding reserves, fleet replacement reserves, and general plant reserves (in addition to the general operating reserve and other reserves) as necessary and prudent for the operation of the specific Enterprise Fund. Such reserves will be reviewed as necessary during the annual budget process, or at least every two years.
1. We will maintain a designated General Fund working capital reserve equivalent to 15% of the General Fund's operating budget and a designated emergency reserve equivalent to 5% of the General Fund's operating budget.
2. We will maintain a balanced operating budget for all governmental funds with recurring revenues equal to or greater than recurring expenditures. Appropriations of available fund balance will only be permitted for "one-time" non-recurring expenditures.
3. We will assume that normal revenue inflation and/or growth will go to pay normal inflation expenditures. In no event will normal expenditure increases be approved which exceed normal revenue inflation and/or growth. Any new or expanded programs will be required to identify new funding sources and/or offsetting reductions in expenditures in other programs.
City of Burbank Financial Policies
4. We will require that all Enterprise Funds have revenues (customer charges, interest income, and all other income) sufficient to meet all cash operating expenses, depreciation expenses, and prescribed cash reserve policies per financial policies as recommended for each enterprise activity. Additionally, each Enterprise Fund will maintain debt service coverage requirements set forth in any related bond covenants. 15 City of Burbank Financial Policies
A. In order to recruit and retain a well-qualified workforce to provide exceptional services, we will compensate employees at a level commensurate with the average of Burbank’s relevant labor market.
B. The City and employees will evenly share the Normal Cost of employee pensions.
C. To effectively manage workload demand and personnel costs, we will staff services and programs based on the operational needs of the City.
16. The City’s objective is to maintain citywide infrastructure. To help ensure a minimum, reliable funding source for General Fund infrastructure improvements, maintenance, and repairs, the City will dedicate no less than 50% of the revenues generated through the Burbank Infrastructure and Community Services Protection Measure (Measure P, §BMC 2-4-2101, et. seq.) toward this purpose. This dedicated revenue does not supplant the previously existing General Fund commitment but is in addition to the baseline General Fund annual commitment of $4.7 million. The baseline General Fund annual commitment is based on the average of the previous three year’s recurring General Fund infrastructure maintenance and repair funding prior to the voter approval of the Measure P (FY 2015-16, FY 2016-17, FY 2017-18).
17. In an effort to ensure employee pension benefits are responsibly funded, the City will require that any year-end General Fund balance, in excess of 6% of the General Fund’s budgeted recurring appropriations, be used to fund employee pension liabilities (either through a 115 trust or through direct payment to the benefits administrator i.e. CalPERS). This annual funding commitment will be required if employee pension benefits are less than 90% funded.
13. We will comply with all the requirements of “Generally Accepted Accounting Principles.”
14. Subject to these Financial Policies:
15. We will require responsible funding of City provided post-employment benefits. The objective is to maintain all benefits fully funded, understanding that due to the use of actuarial assumptions, actual results will vary leading to years of either over or underfunded status. In all years, the City will include the greater of the actual actuarially calculated annual post-employment benefit cost or the actuarially calculated annual normal cost of the post-employment benefit as a recurring cost in the City’s annual budget. In other words, the City will pay as we go annually the cost of retirement benefits for current or past employment service.
Further, the funding status of post-employment benefits will be reported to the City Council and the public as an integral part of each year’s public budget presentation. 16 ESTIMATED REVENUES
A. Estimated Citywide Resources PAGE
• Revenue Summary - All Funds 2
B. Estimated Fund Revenues
• General Fund Revenue Summary 3
• General Fund Revenue Description Summary 4
• Special Revenue Fund Description Summary 6
• Internal Services Fund Revenue Description Summary 8
• Enterprise Fund Revenue Description Summary 8
• Successor Agency Administration Summary 9
• Housing Authority Revenue Description Summary 9
• Parking Authority Revenue Description Summary 9
This section presents the Proposed FY 2022-23 City of Burbank estimated revenues for all funds.
The section is organized as follows:
1 ESTIMATED REVENUES
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
ACTUAL ACTUAL ACTUAL ADOPTED ADOPTED
CITY GOVERNMENTAL FUNDS
General Fund, Fund 001 184,859,343$ 191,581,874$ 200,886,539$ 200,225,912$ 202,487,129$ Proposition A, Fund 104 2,559,142 2,507,713 2,389,601 2,355,132 2,762,689 Proposition C, Fund 105 2,249,797 2,270,828 2,191,250 2,131,842 2,656,740 AQMD, Fund 106 153,398 150,118 138,949 136,080 138,327 Measure R, Fund 107 1,493,907 2,474,750 1,340,144 1,666,195 1,926,984 Measure M, Fund 108 1,541,589 1,528,175 1,517,006 1,526,994 1,827,044 Measure W, Fund 109 1,422,091 1,415,404 1,473,839 General City Grant Fund, Fund 121 440,394 301,542 290,705 303,427 430,053 CDBG, Fund 122 782,531 618,821 2,104,718 1,147,378 1,088,374 RMRA, Fund 123 2,004,364 1,865,412 2,001,426 2,059,670 2,413,199 Drug Asset Forfeiture, Fund 124 60,125 74,560 13,808 31,516 22,104 State Gas Tax, Fund 125 2,241,133 2,422,186 2,309,802 2,541,473 3,013,582 Public Improvements, Fund 127 2,249,243 7,410,768 8,497,389 1,302,881 1,381,339 HUD Affordable Housing, Fund 128 869,691 613,865 377,771 621,535 621,535 Street Lighting, Fund 129 2,783,674 2,900,747 2,571,181 2,907,840 3,365,860 YES Fund, Fund 130 17 218 2 Community Service (BCSF), Fund 131 6 1,000 1,408 Tieton Hydropower Project, Fund 133 2,251,462 3,414,404 3,161,807 2,388,124 2,082,085 Magnolia Power Project, Fund 483 18,560,424 20,313,841 24,031,859 22,730,505 24,151,444 General City Capital Projects, Fund 370 10,718,671 6,009,359 7,405,516 7,232,539 5,635,516
PROPRIETARY FUNDS
General Liability Insurance, Fund 530 9,132,310 8,129,890 6,155,282 6,756,629 9,266,637 Workers Comp Insurance, Fund 531 13,942,696 13,068,043 8,841,695 7,287,954 8,783,856 Vehicle Equip Replacement, Fund 532 9,792,739 10,763,309 8,378,347 7,837,261 8,892,393 Office Equip Replacement, Fund 533 2,249,021 1,721,849 879,644 745,359 791,571 Municipal Infrastructure, Fund 534 6,179,090 17,455,500 18,008,696 17,720,796 19,802,759 Communication Equip, Fund 535 3,256,228 3,357,171 3,072,384 3,138,181 3,241,460 Information Technology, Fund 537 8,694,315 10,350,123 11,831,347 13,090,260 19,853,988 Water Reclamation & Sewer, Fund 494 19,709,874 20,379,347 17,620,011 19,415,000 19,236,000 BWP Electric, Fund 496 206,961,954 192,167,201 206,961,815 239,681,745 238,767,844 BWP Water, Fund 497 32,974,072 35,112,714 36,001,743 35,332,441 37,380,676 Refuse Collection & Disposal, Fund 498 19,847,431 19,815,362 18,139,504 18,549,036 19,623,484
SUCCESSOR AGENCY
Successor Agency Administration, Fund 208 17,735,108 19,926,006 17,793,167 8,677,218 8,685,284
HOUSING AUTHORITY
Section 8 Vouchers, Fund 117 9,625,000 10,790,905 12,339,769 12,431,627 13,929,184 Low/Moderate Income Housing, Fund 305 623,635 390,722 363,806 335,489 423,210
PARKING AUTHORITY
Parking Authority, Fund 310 848,197 780,132 524,489 552,111 679,247 TOTAL 597,390,581$ 610,668,455$ 629,564,669$ 644,275,553$ 666,835,437$
REVENUE SUMMARY- ALL FUNDS (RECURRING & NON-RECURRING)
FY 2018-19 through FY 2022-23
2 CITY OF BURBANK
SUMMARY OF GENERAL FUND REVENUES
ACTUAL ADOPTED REVISED PROPOSED
REVENUE TOTAL RECURRING RECURRING RECURRING
NO. CATEGORY FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23 1 Sales Tax 46,363,192$ 49,788,463$ 52,576,463$ 54,417,033$ 2 Property Taxes 62,106,513 59,021,784 59,821,784 61,786,895 3 Utility Users Tax 15,595,788 16,707,000 15,707,000 16,312,400 4 Services Charges - Intra City 14,730,469 13,396,765 13,396,765 13,499,790 5 Services Charges 16,398,662 16,051,612 16,801,612 18,405,990 6 In Lieu of Tax 8,287,655 8,792,381 8,392,381 8,728,076 7 Interest/Use of Money 2,153,171 2,013,006 2,013,006 2,271,472 8 Parking/Traffic/Other Fines 2,074,373 2,202,000 2,202,000 2,002,000 9 Transient Occupancy Tax 5,531,388 7,000,000 8,373,000 10,048,000 10 Building Permits/License Fees 4,851,794 4,819,895 4,819,895 5,593,503 11 Transient Parking Tax 1,282,537 1,680,000 3,180,000 3,339,000 12 Business Taxes 2,063,546 2,300,000 2,300,000 2,400,000 13 Franchises 1,698,249 1,524,179 1,524,179 1,471,179 14 Intergovernmental Revenues 16,646,110 859,475 859,475 1,558,715 TOTAL REVENUE 200,886,539$ 186,156,560$ 191,967,560$ 201,834,053$ Notes: FY 2020-21 includes $20.1M of non-recurring revenue which was not part of the adopted budget.
Table does not include one-time grant funding of $653,076 for FY 2022-23 3 4
The General Fund Revenue section provides background information describing trends and economic factors. The Fiscal Year (FY) 202 2-23 revenue budget was prepared using assumptions about the growth of projected revenues based on property values, expected economic growth, the Consumer Price Index (CPI), and proposed fee increases.
Since the economy was at the lowest point in the second quarter of 2020, economic growth has surpassed consensus expectations formed at the beginning of the Pandemic. Federal and state response to the COVID economic shutdown likely prevented a more severe or long -term recession. Direct support to households propped up consumer demand.
Reflecting on the continued projected recovery, Burbank’s General Fund recurring revenue estimates for FY 202 2-23 represent a 5.1% increase over the revised FY 2021-22 projections. Sales and Property taxes are the largest sources of revenues, representing 58% of total General Fund resources.
GENERAL FUND
Sales Taxes are imposed on all applicable retail and commercial businesses selling goods in the City and represent the City’s second -largest revenue source. This tax is based on the sales price of any taxable transaction relating to taxable personal property. In accordance with the City’s Bradley -Burns Uniform Sales Tax ordinance, the California Department of Tax and Fee Administration (CDTFA) allocates the City’s sales tax, 1% of taxable sales occurring in Burbank.
On November 6, 2018, the City of Burbank voters approved Measure P, also known as the Burbank Infrastructure and Community Services Protection Measure. Measure P is a general-purpose ¾ cent local Transaction and Use Tax (TUT) in which 50% of the revenue is dedicated to infrastructure repairs, maintenance , and improvements and 50% will go towards General Fund operations.
In 2018, the U.S. Supreme Court addressed the under-collection of billions in local sales and use tax revenues across the country due to the rapid growth in online sales. The South Dakota v. Wayfair decision imposed a collection requirement on out -of-state vendors. To properly implement the Wayfair decision, AB 147 (Burke) was approved in 2019 by the California Legislature allowing the state to impose a use tax collection duty on remote retailers with specified levels of economic activity in California even though they do not have a physical presence in the State.
The economy continues to rebound from the Pandemic. Restaurants and hotels are recovering stronger than anticipated with more people moving about after long periods of quarantine and isolation from the COVID -19 restrictions. As businesses, commuters, and travelers returned to the road with increased gas prices, fuel and service stations experienced a dramatic recovery in FY 2021-22. A strong demand for consumer goods, buoyed by inflation has increased the price of goods, resulting in higher sales tax revenue. It is expected that for FY 2022-23, inflation will continue to remain high and impact the cost of goods, as interest rates are increased by the Federal Reserve. Impacted by Ukraine -Russia crisis, fuel prices remain volatile. As the global conflicts continue, supply chain and material interruptions could disrupt some sales. Taking these factors into consideration, a 3.5% increase is anticipated for FY 2022-23.
Property Taxes are the General Fund’s top revenue source. This tax is imposed on real property (land and permanently attached improvements, such as buildings) and tangible personal property (such as airplanes) located within the City.
A total tax of one percent (1%) is levied on the Assessed Value (AV) of property as determined by the LA County Assessor. The City of Burbank receives approximately 18.5% of the 1% levy on the AV.
Provisions contained in Proposition 13 have over the years created a buffer between current market value and AV as determined by the Los Angles (LA) County Assessor. Under Proposition 13, AV on parcels with continuing ownership may change by inflation as defined by the CPI, up to a maximum increase of 2%. The State has released CPI growth, and for FY 2022-23 AV on properties will increase by 2%. Other sources of AV growth are change in ownership, new construction, recapture of prior Prop 8 impairments of va lue, change to values for unsecured items such as aircraft, and post Redevelopment residual distribution. Fueled by low inventory and low mortgage rates, the housing market continued to see considerable strength in 2021. The trend is expected to continue in 2022, though it may be tempered by rising interest rates. Based on the continued positive growth, it is anticipated that property tax will increase by 3.3% for FY 2022-23.
Utility Users Taxes (UUT) are applied to telephone (hardwired and cellular), natural gas, and electric usage at the rate of seven percent (7%). Unlike other cities, Burbank does not apply this tax to water, cable television, sewer, and refuse collection usage/sales. The UUT revenue is anticipated to increase by 3.9% for FY 2022-23. The proposed electric rate increase and the strong performance of natural gas revenues are offset by reduced electric usage due to efficiencies
5 as well as the decline in telecom revenue as a result of the Federal Communications Commission (FCC) reclassification of data to non-taxable information services.
Intra-City Service Charges are derived from charges for General Fund staff and services that are utilized to support non-General Fund activities such as payroll, human resources, and legal services. Charges are determined by an annual cost allocation plan which allocates the program and service cost s to the respective departments and funds.
Based on the results of the most recent cost allocation plan, revenues are expected to increase by 0.8% for FY 2022-
23. Service Charges are fees charged to users of city -provided services and are designed to at least partially cover the costs incurred providing these services. The easing of the public health restrictions allowed for the reopening of indoor park facilities, the surge in passport applications and renewals, and the resumption of the film industry. This resulted in increased service charge revenues during the 2021-22 fiscal year. With reopening of City facilities and the return of full participation in recreation activities, staff is forecasting an increase in service charges of 9% for FY 2022-23.
In-Lieu of Tax is a charge of 7% on retail electric sales collected from the Burbank Water and Power Department (BWP) instead of paying other taxes and fees that a private utility would pay to the City. This charge is deposited into two funds: the General Fund (Fund 001) receives 5.5% and the Street Lighting Fund (Fund 129) receives the remaining
1.5%. On June 5, 2018, Measure T was approved by Burbank residents, allowing the City to continue transferring revenue from BWP to the General Fund to preserve funding for essential City services.
Interest/Use of Money includes interest, rent, and lease income received by the City. The City Treasurer invests static funds in various investment instruments and the City’s portfolio receives interest income. The main goal is to protect each investment while achieving the highest rate of return. The City Trea surer’s goal is to achieve an average annual investment portfolio yield of 1 .5% during FY 2022-23. This will allow flexibility with short -term maturity dates, in order to minimize market value fluctuations as rates normalize.
Parking Fines are issued by the Police Department and represent a small portion of General Fund revenues. Fines are dependent on the amount of the fine, number of citations issued, and the amount retained by the county and state agencies. Parking fines are projected to decrease by 10% for FY 2022-23 due to projected staffing shortages.
Traffic Fines are collected from moving violations issued by the Police Department. They are issued for both City and California Highway Patrol traffic violations, with the majority of the revenue going to the State of California.
Transient Occupancy Tax (TOT) , otherwise known as a “Bed Tax,” is a 10% tax applied to the cost of occupying a room in a hotel, inn, motel, tourist home, or other lodging facilities within the City’s jurisdiction. This tax collects revenue for the use of City services by non-residents who would not likely otherwise contribute to the provision of these services.
Despite the threats of the COVID variants, the pent-up demand for domestic leisure travel generated a strong recovery for the hospitality industry for FY 2021 -22. Business travel and international tourism are expected to gain mo re momentum for FY 2022-23 with more people returning to the office and fewer restrictions on air travel. Although not fully recovered to pre-pandemic levels, hotel occupancy is rebounding faster than anticipated. For FY 2022-23, TOT is anticipated to increase by 18.8% from the revised FY 2021-22 projection.
Building Permits are required by the City to ensure that structures meet specific standards. Permits are issued to all businesses with physical addresses within the City to ensure proper zoning and maintenance. The City requires various construction permits for activities such as the installation of electric, plumbing and sewage facilities. A fee is levied for these permits in order to recover only the costs incurred. FY 2021-22 revenue is expected to end the year above forecast due to recent legislative actions th at removed several restrictions around building Accessory Dwelling Units (ADUs). The 16.1% increase projected for FY 2022-23 reflects the continuation of ADU related increases in addition to anticipated permit applications for major development projects.
License fees are collected for certain types of activities within C ity boundaries such as business licenses and pet registrations. The Animal shelter will fully transition over from the Police Department to Parks and Recreation for FY 2022-23 and animal licenses are anticipated to increase by 14.5%.
Transient Parking Tax (TPT) is a 12% tax charged to customers and collected and remitted to the City by parking lot operators who charge for parking services for short periods of time (e.g., airport, businesses, hotels, and restaurants).
With approximately 80% of the parking tax revenue derived from lots at or directly serving Hollywood Burbank Airport,
6 the City’s TPT revenue is dependent on the travel demand . Airport activity has experienced a rebound from the Pandemic due to the pent -up demand for leisure travel. Passenger counts at the airport have increased by 87% for 2021 when compared to 2020, generating a significant recovery in TPT. For FY 2022-23, staff anticipates TPT revenues to increase by 5% from the FY 2021-22 revised budget.
Business Taxes are imposed for the privilege of conducting business within the City. Burbank’s business taxes are considerably lower than many other LA County cities. Fees range from a flat amount to a graduated formula based on sales, number of employees, and square footage. Revenue for this category is anticipated to increase by 4.3% for FY 2022-23 due to businesses reopening post-pandemic.
Franchise Fees are imposed on various companies using “public rights-of-way” to conduct their business operations.
Such fees include: a 5% Franchise Fee on cable television gross receipts , a 1% fee on natural gas gross receipts , a 2% fee on receipts arising from electri city transmission by private companies , and a 2% fee on receipts arising from the use of pipelines within the City. Franchise fees are expected to decrease by 3.5% in FY 2022-23, reflecting the slowing cable television market as more consumers transition to streaming services.
Intergovernmental Revenues are generally grants received from federal, state, and local governments to fund various City programs such as public safety, literacy, senior services , and nutrition. Other items within this category includ e reimbursements for state-mandated programs and reimbursements for Fire Department strike teams sent to battle wildfires throughout the state. For FY 2022-23, intergovernmental revenues will see a significant increase from the prior year due to Measure H funds being allocated to Burbank from the County of Los Angeles.
SPECIAL REVENUE FUNDS/CAPITAL PROJECTS FUND
Fund 104 Proposition A – Transportation: Proposition A revenues represent the City’s portion of a special LA County ½ cent Sales Tax passed by the voters in 1980. Cities are entitled to 25% of all the ½ cent revenues. Distribution to each city is pro -rated based on each city’s po pulation. These revenues are used to fund the BurbankBus transit programs and maintenance of the Downtown Burbank Metrolink and other transit facilities. Revenue growth for these funds is contingent on the County’s overall sales growth.
Fund 105 Proposition C – Transportation: Proposition C revenues represent the City’s portion of a special LA County ½ cent Sales Tax approved by voters in 1990. Cities are entitled to 20% of all the ½ cent revenues. Distribution to each city is pro -rated based on each city ’s population. These revenues are used to fund the uses and projects that provide BurbankBus Fixed-Route Transit Services.
Fund 106 AQMD Fees – Transportation: The South Coast Air Quality Management District (AQMD) receives a small portion of the annual vehicle registration license fees. The AQMD remits a portion of these revenues to cities for selected anti -pollution/transportation projects. Burbank’s revenues are deposited into a special AQMD Fees – Transportation Fund for ride-sharing and anti-pollution projects.
Fund 107 Measure R – Transportation: Measure R revenues represent the City’s portion of a special L A County ½ cent Sales Tax approved by voters in 2008. Cities are entitled to 15% of all the ½ cent revenues for a period of 30 years. Distribution to each city is pro -rated based on each city’s population. A portion of Measure R supplements Proposition C to pay for the BurbankBus Fixed -Route Transit Program. Measure R funds are also used for other transportation-related projects and programs, includ ing Active (Bicycle and Pedestrian) Transportation improvements and maintenance of the Burbank Airport-North Metrolink Station.
Fund 108 Measure M – Transportation: Measure M revenues represent the City’s portion of a special LA County ½ cent Sales Tax approved by voters in 2016. Cities are entitled to 17% of all the ½ cent revenues . Distribution to each city is pro-rated based on each city’s population. Funds will be utilized for Citywide roadway-related capital improvement projects administered by the Public Works Department.
Fund 109 Measure W – Safe, Clean Water Program: Measure W is the LA County Safe, Clean Water Municipal Program (SCW) special parcel tax approved by voters in 2018. Cities are entitled to 40% of the revenues collected by the County. Distribution to each city is proportional to the tax revenues collected within each boundary. Funds will be utilized to capture, treat, and recycle stormwater.
7 Fund 121 General City Grant Fund: This fund accounts for revenues and expenditures related to certain recurring public safety grants. The granting agencies may be federal, state , or county; including the Office of Traffic Safety, Citizens’ Option for Public Safety, and the Department of Justice.
Fund 122 Community Development Block Grant (CDBG): The Federal Department of Housing and Urban Development (HUD) created the CDBG program to revitalize low and moderate-income areas within American cities.
Burbank’s CDBG revenues change each year and have specific restrictions.
Fund 123 Road Maintenance and Rehabilitation Account (RMRA): As a result of the Road Repair and Accountability Act of 2017, Senate Bill 1 (SB1), funds are derived from the taxes on gasoline and diesel fuel and registration taxes on motor vehicles with allocations from the State of California for local streets and roads and other transportation purposes.
Fund 124 Drug Asset Forfeiture: The Drug Asset Forfeiture Fund was established to account for revenues and expenditures. Revenue estimates and appropriations will be made only after drug assets are seized, and the revenues are remitted to the City. Amounts will vary depending on the level of participation by Burbank’s officers.
Fund 125 State Gas Taxes: State Gas Taxes are derived from State of California taxes on gasoline purchases and are allocated, on a share basis to cities. These revenues are broken down into Sections 2105, 2106, and 2107 and are restricted and can only be used on public street construction, improvements, and/or maintenance. Another Section 2107.5, restricts revenue usage to public street engineering costs and administrative/labor expenditures.
Fund 127 Public Improvements: This fund provides for Public Improvements through the imposition of Development Impact Fees. Public Improvement projects included in this fund are restricted to those designated in the Infrastructure Blueprint and the Community Facilities Element. Activi ties are restricted to specific projects in the Community Development, Fire, Library, Parks and Recreation, and Police Departments.
Fund 128 HOME Program: This program provides Housing and Urban Development (HUD) funding to increase the affordable housing supply in the City.
Fund 129 Street Lighting: This fund receives 1.5% of the 7% BWP In-Lieu of Tax transfer revenue for the purpose of maintaining citywide streetlights. With the approval of Measure T on June 5, 2018, funding for street lighting wi ll continue, preserving this essential City service. Most cities directly charge residents for this service through assessment districts. BWP administers the Street Lighting Fund.
Fund 133 Tieton Hydropower Project: The Tieton Hydropower Project is a hydroelectric power generating plant located at the Tieton Dam on the Tieton River in Yakima County, Washington. This facility was purchased by Southern California Public Power Authority (SCPPA) in November 2009 with 50% shares belonging each to the cities of Burbank and Glendale. The average annual output is 48,000-megawatt-hours (MWh). Revenues are billed to recover expenses incurred by the operating agent, Burbank Water and Power.
Fund 483 Magnolia Power Project: The Magnolia Power Project (MPP) is a combined-cycle natural gas-fired, higher efficiency, low polluting generation plant located in Burbank. MPP is jointly owned by the following SCPPA participating cities: Anaheim, Burbank, Cerritos, Colton, Glendale, and Pasadena. MPP commenced commercial operations in September 2005. The peak capacity is 295 megawatts with a forecasted yearly production in excess of 1,472,864 MWh. Revenues are billed to recover expenses incurred by the operating agent, Burbank Water and Power.
Fund 370 Capital Projects Fund – General City: This fund accounts for capital projects within the City of Burbank.
The majority of the funding for this fund comes from contributions from the General Fund (Fund 001) , grant sources, and restricted budgetary reserves.
8 INTERNAL SERVICE FUNDS
Fund 53 0, 531 City Self Insurance: These funds are used to finance and account for the City’s Workers ’ Compensation, General Liability, and Property Insurance programs. Revenue for these programs is collected through rates charged to each City department based on claims history.
Fund 532 Vehicle Equipment Replacement: This fund is used to account for the operation, maintenance, and timely replacement of the vehicular fleet and equipment utilized by g eneral government (non-BWP) departments on a rental fee basis. Rental rates are collected from each department based on their vehicles’ annual depreciation, in addition to Operating and Maintenance (O&M) costs, including fuel.
Fund 533 Office Equipment R eplacement: This fund is used to account for the acquisition, maintenance, and replacement of office equipment utilized by the General Fund departments. Funds are collected through rental rates charged to departments based on asset depreciation amounts.
Fund 534 Municipal Infrastructure Fund: This fund provides for the maintenance and replacement of all general City infrastructure (non-enterprise). This fund receives 50% of the City’s Transaction and Use Tax revenue, resulting from the passage of Measure P in November 2018, in addition to an annual General Fund Maintenance of Effort (MOE) contribution of $4.7 million.
Fund 535 Communications Equipment Replacement: This fund is used to account for the maintenance and timely replacement of the City’s communication equipment, such as telephones and radios. Revenue is collected through a rental rate charged to each department based on their total number of radios and phone lines.
Fund 537 Information Technology: This fund is used to account for the acquisition, maintenance, and replacement of technology infrastructure including computer equipment, hardware, and software utilized by City departments.
Revenue is collecte d from departments and funds based on an annual citywide Information Technology (IT) cost of service study.
ENTERPRISE FUNDS
Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprise. The City of Burbank currently has four Enterprise Funds: Electric, Water (operated by BWP), Water Reclamation and Sewer (operated by Public Works), and Refuse Collection and Disposal (operated by Public Works).
Each fund must ensure that its revenues cover operating expenses (including depreciation) of providing goods and services to users/customers. Revenues may be comprised of service charges, fees, sales, interest, and other income.
The Electric Fund's budget highlights include power supply improvements as well as distribution expansion and improvements. To keep up with inflation and obtain renewable energy, electric rates are proposed to increase by 6.0% for FY 2022-23. Burbank electric rates remain competitive, both locally and regionally.
The Water Fund's budget highlights include a proposed water rate increase as necessary to recover the elevated costs of purchased water, operations and maintenance, conservation, and capital improvement programs. BWP is proposing a 9.0% increase in water rates for FY 2022-23.
The Water Reclamation and Sewer Fund’s proposed budget reflects an overall rate increase of 2.0% for FY 2022-23.
The increase is needed because of higher charges from the City of L A for sewage treatment services, capital improvement projects, and labor, chemical, and electrical costs to operate the Burbank Water Reclamation Plant (BWRP).
The Refuse Collection and Disposal Fund is proposing a 4.0% for FY 2022-23. The refuse collection fee increases are needed to meet rising operational costs, particularly those associated with new State mandates, and continue providing comprehensive refuse services that include household trash disposal, green waste recycling, recyclable collections, and weekly bulky item pick-up.
9 SUCCESSOR AGENCY ADMINISTRATION FUND
Legislation enacted by the State in June 2011, effectively ending R edevelopment Agencies (RDA) statewide on February 1, 2012 , also provided local agencies the authority to appoint their city as the Successor Agency to the redevelopment agency. Burbank elected to pursue this option. The City of Burbank currently serves as the Successor Agency and is responsible for administrative functions of both post -RDA and affordable housing functions. These include ensuring continuation payments on existing bonds and contractual obligations during the wind-down phase are accurate and timely. An administrative allowance (3% of approved continuation payments) is allocated to the successor agency to partially cover the costs of these functions.
HOUSING AUTHORITY FUND
The Burbank Housing Authority was formed in 1975 to administer the Section 8 Rental Assistance Program which is funded by the U nited States Department of Housing and Urban Development (HUD). This Program provides rent subsidy payments directly to landlords on behalf of eligible tenants in order to increase the supply and quality of affordable housing within the City. The Section 8 Program provides an additional resource for assisting very low-income renters in Burbank.
Starting in 1977, redevelopment agencies had been required to set aside twenty percent (20%) of their incremental property tax revenues into the Low and Moderate Housing Fund (Fund 305) to be used solely for low and moderate housing development. The set aside ceased with the elimination of RDAs in February 2012. Fund 305 was shifted to the Housing Authority post RDA. The Housing Authority is responsible for administering existing contracts and ensuring all applicable regulations are adhered to during the wind down phase. As dictated by Assembly Bill (AB) 1484, excess housing funds were given back during FY 2012 -13, with counties responsible for distributing these fund s to all the applicable taxing agencies. The Housing Authority now receives debt reimbursement payments associated with the debt between the former RDA and the City. As required by State law, 20% of the reimbursement payments are restricted to affordable housing purposes only.
PARKING AUTHORITY FUND
The Parking Authority has one fund which is administered by the Community Development Department (CDD). The main source of revenue include parking permits, lease fees, and the Downtown Public Facility Maintenance District levy. In addition, AMC Theaters provide funds to offset downtown parking structure maintenance costs.
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10 CITY COUNCIL
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 Salaries & Benefits 517,130$ 566,512 $ 597,764 $ 31,252 $ Materials, Supplies & Services 97,819 158,462 163,386 4,924 TOTAL 614,949$ 724,974 $ 761,150 $ 36,176 $
MISSION STATEMENT
The City Council is committed to improving the overall quality of life in the City of Burbank by enhancing our neighborhoods, delivering exceptional public services, preserving and enhancing t he City's economic prosperity, embracing the diversity of our citizens, and making Burbank a desirable, safe City in which to live, work and raise a family.
ABOUT CITY COUNCIL
The City Council serves as the elected legislative and policy-making body of the City of Burbank, enacting all laws and directing any actions necessary to provide for the general welfare of the community through appropriate programs, services, and activities. The City Council reviews and adopts the oper ating budget, holds public hearings to solicit advice, and hears feedback from the public. The City Council authorizes contracts and the purchase and sale of City property, approves agreements with other governmental agencies, and appoints City commissions, boards, and committees. In addition, the City Council serves as the Burbank Parking Authority, Burbank Housing Authority, and Public Finance Authority. 1 CITY COUNCIL
Position
Total
Medical/ Employee
PERS Other Dental/Vision Medicare Assistance Other Life Workers Travel Retirement Retirement Insurance* (1.45%) Program Health Ins. Comp OPEB Allowance Total Member $1,537 $1,200 $12,649 $267 $78 $3,500 $191 $227 $129 $3,000 $22,778 $7,684 $6,000 $63,244 $1,336 $390 $17,500 $956 $1,133 $645 $15,000 $113,888
DEPARTMENT SUMMARY
I. ANNUAL COMPENSATION BUDGETED FOR COUNCIL MEMBERS
Monthly Salary
$1,535.58
$1,535.58$18,427
Annual Salary
II. ANNUAL FRINGE BENEFITS BUDGETED FOR COUNCIL MEMBERS $1,535.58
$7,678
$1,535.58
$1,535.58
$92,135
$18,427
$18,427
$18,427
Mayor
Vice Mayor
Council Member
Council Member
Council Member
Total (All
Members)
Each Council Member's salary amount is subject to all applic able federal and state income taxes. In addition, the City contributes a percentage of each C ouncil Member’s salary to the Public Employees’ Retirement System. $18,427
*Individual medical/dental insurance options actually selected vary. The $12,649 figure represents the amount budgeted. Actual annual costs may range between $0 and $12,649. Each Council Member also has the option of receiving an annual physical examination at a maximum cost of $500. If utilized, it is charged to the Management Services Department's Medical Services line-item appropriation account (001.MS01A.62125).
2021-22
$724,974 2022-23
$761,150
$566,512
$597,764
$158,462 $163,386
MATERIALS, SUPPLIES, &
SERVICES
SALARIES & BENEFITS
2 City Council
001.CL01A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEA
R
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 313,948 $ 311,787 $ 330,956 $ 19,169 $ 60012.0000 Fringe Benefits 113,343 159,292 165,959 6,667 60012.1008 Fringe Benefits:Retiree Benefits 127 6,423 6,563 140 60012.1509 Fringe Benefits:Employer Paid PERS 28,117 28,809 27,602 (1,207) 60012.1528 Fringe Benefits:Workers Comp 2,805 1,840 4,071 2,231 60012.1531 Fringe Benefits:PERS UAL 53,911 53,840 57,814 3,974 60027.0000 Payroll Taxes Non-Safety 4,878 4,521 4,799 278 Salaries & Benefits 517,130 566,512 597,764 31,252 62000.0000 Utilities - $ 982$ 982 $ 62015.0000 BUSD - Close Up Program - 8,000 8,000 62135.1012 Govt Svcs:Council Reorganization 923 5,500 5,500 62220.0000 Insurance 6,838 4,859 6,706 1,847 62300.0000 Special Dept Supplies 3,701 6,800 6,800 62310.0000 Office Supplies, Postage & Printing 2,437 5,000 5,000 62420.0000 Books & Periodicals - 350 350 62440.0000 Office Equip Maint & Repair 1,354 2,000 2,000 62485.0000 Fund 535 Communications Rental Rate 7,213 7,218 7,218 62496.0000 Fund 537 Computer System Rental 22,549 28,222 31,299 3,077 62700.0000 Memberships & Dues 38,952 37,952 37,952 62710.0000 Travel 550 37,500 37,500 62895.0000 Miscellaneous Expenses 13,303 14,079 14,079 Materials, Supplies & Services 97,819 158,462 163,386 4,924 Total Expenses 614,949 $ 724,974 $ 761,150 $ 36,176 $
OBJECTIVES
Work closely with the Southern California Area Governments (SCAG), League of California Cities (Cal Cities), and other organizations to focus attention on problems facing local government.
Provide legislative policy directives for City programs and services.
Represent the interests of Burbank citizens at all levels of government.
Continue to concentrate on communication and cooperative efforts with City residents.
Approve programs for the City's physical, cultural, and socio-economic development.
Encourage cooperation among community leaders, civic groups, and citizens to resolve area-wide problems.
Work to maintain high-quality City programs and services.
Actively participate in state and federal legislative processes. 3 CITY COUNCIL
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
EXEC AST 2.000 2.000 2.000
COMMUNITY ASSISTANCE CORD 1.000 1.000 1.000
TOTAL STAFF YEARS 3.000 3.000 3.000
4 CITY CLERK
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 9.535
10.100 10.475 0.375
Salaries & Benefits 1,067,647$
1,196,222$ 1,306,983$ 110,761$
Materials, Supplies & Services 494,649
436,667 702,064 265,397
TOTAL 1,562,296$ 1,632,889$ 2,009,047$ 376,158$ The City Clerk is an Elected Official who serves as Clerk to the City Council, Successor Agency, Parking Authority, Housing Authority, Youth Endowment Services (YES) Fund Board, and Public Financing Authority. The City Clerk's Office is organized into five divisions: City Clerk Services, Elections, Legal Advertising, Records Management, and Passport Services.
MISSION STATEMENT
DEPARTMENT SUMMARY
The City Clerk's Office is committed to pursuing excellenc e through professionalism, transparency, and accountability. We are committed to providing quality public service and connecting the community with the legislative process. The Department strives to ensure that the City's legislative process remains open by providing a strong link between citizens and government. Through efficient use of City resources, th e City Clerk's Office is able to ensure the preservation of Burbank's legislative history.
ABOUT CITY CLERK
The City Clerk's Office is charged with the responsibility of archiving all official City records; preserving a complete and accurate record of all City Council, Successor Agency, Parking Authority, Housing Authority, Youth Endowment Services Fund Board, and Public Financing Authorit y and related proceedings; accurately codifying of the Burbank City Charter and Municipal Code; conducting municipal elections in accordance w ith all applicable city, state, and federal laws; acting as Filing Officer for required disclosures under the Politic al Reform Act for City elected officials, candidates, board/commission/committee members, and designated employ ees, providing publication of Public Hearing notices and other legal notices; accepting claims, summonses, and subpoenas filed against the City and responding to requests for public records; and administering the Citywide Records Managem ent Program, which includes records storage, retention, disposition, and scanning for archival purposes. The City Clerk's Office also serves as a full-service Passport Acceptance Facility, handling up to approximately 12,500 new and renewal services annually. In addition, the Office manages the appointment process of 22 City boards, commissions, and committees. 2021-22
$1,632,889 2022-23
$2,009,047
$1,196,222
$1,306,983
$436,667
$702,064
DEPARTMENT SUMMARY
MATERIALS, SUPPLIES, &
SERVICES
SALARIES & BENEFITS
1 Services Division
001.CC01A
Provide greater transparency for public access to City Board, Commission, and Committee meeting agendas, minutes, and reports available on the City website.
Provide the public, City departments, and elected officials with general public information and conduct specific record(s) research.
Oversee the recruitment process and management of services for approximately 22 Boards, Commissions, and Committees, consisting of approximately 130 Board/Commission/Committee members.
The City Clerk Services Division prepares weekly meeting agendas, reports, videos, and minutes for the City Council, Successor Agency, Parking Authority, Housing Authority, YES Fund Board, and Public Financing Authority, recording and indexing the actions of each, as well as finalizes resolutions, ordinances, agreements, recorded documents, grants, tract maps, and other official documents. All official documents are public information, and this Division is committed to providing access to these records to the public, elected officials, and City Departments in a transparent and efficient manner. Direct access to records provides staff with the ability to serve the public while responding to requests. This Division is responsible for distributing, publishing, and posting public notices and meeting agendas as required by law. It also oversees the codification of the Burbank Charter and Municipal Code and implements the requirements of the Fair Political Practices Commission (FPPC).
OBJECTIVES
Prepare and distribute meeting agendas and minutes to elected officials, City staff, and subscribers on the City website, in addition to providing hard copies at public City facilities.
Maintain all official City records.
Accept and monitor Statements of Economic Interests as required by the FPPC and the City's Conflict of Interest Code.
Publish and post notices of legislative meetings in compliance with the provisions of the Ralph M. Brown Act.
Codify the Burbank Charter and Municipal Code, providing access to revisions and upon the City Council's adoption of an Ordinance via "Code Alert" notifications.
2 Services Division
001.CC01A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 2.396 2.724 2.424 (0.300) 60001.0000 Salaries & Wages 263,685 $ 288,051 $ 268,401 $ (19,650) $ 60006.0000 Overtime - Non-Safety - 1,501 1,501 60012.0000 Fringe Benefits 46,374 54,994 51,154 (3,840) 60012.1008 Fringe Benefits:Retiree Benefits 64 1,923 2,196 273 60012.1509 Fringe Benefits:Employer Paid PERS 26,645 26,619 22,318 (4,301) 60012.1528 Fringe Benefits:Workers Comp 3,228 2,842 5,046 2,204 60012.1531 Fringe Benefits:PERS UAL 40,082 42,845 50,534 7,689 60015.0000 Wellness Program Reimbursement 553 - - 60022.0000 Car Allowance 1,795 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 3,796 4,177 3,892 (285) 60031.0000 Payroll Adjustments 774 - - Salaries & Benefits 386,997 427,440 409,530 (17,910) 62170.0000 Private Contractual Services 12,697 $ 21,700 $ 21,700 $ 62220.0000 Insurance 9,363 10,000 15,105 5,105 62300.0000 Special Dept Supplies 224 1,300 1,300 62310.0000 Office Supplies, Postage & Printing 3,046 3,400 3,400 62440.0000 Office Equip Maint & Repair - 150 150 62455.0000 Equipment Rental 3,772 4,000 4,000 62470.0000 Fund 533 Office Equip Rental Rate 750 750 750 62485.0000 Fund 535 Communications Rental Rate 10,098 10,105 10,105 62496.0000 Fund 537 Computer System Rental 59,462 96,993 90,910 (6,083) 62700.0000 Memberships & Dues 665 1,500 2,000 500 62710.0000 Travel - 3,015 3,015 62755.0000 Training 2,470 10,000 9,500 (500) 62895.0000 Miscellaneous Expenses 302 600 600 Materials, Supplies & Services 102,849 163,513 162,535 (978) Total Expenses 489,846$ 590,953 $ 572,065 $ (18,888) $ 3 Elections Division
001.CC01B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 1.150 0.400 0.950 0.550 60001.0000 Salaries & Wages 127,429 $ 48,124 $ 112,912 $ 64,788$ 60006.0000 Overtime - Non-Safety - 655 655 60012.0000 Fringe Benefits 23,722 8,434 20,746 12,312 60012.1008 Fringe Benefits:Retiree Benefits 30 923 328 (595) 60012.1509 Fringe Benefits:Employer Paid PERS 12,987 4,447 9,417 4,970 60012.1528 Fringe Benefits:Workers Comp 2,144 284 1,800 1,516 60012.1531 Fringe Benefits:PERS UAL 19,858 26,562 25,658 (904) 60015.0000 Wellness Program Reimbursement 257 - - 60022.0000 Car Allowance 816 - - 60027.0000 Payroll Taxes Non-Safety 1,831 698 1,637 939 60031.0000 Payroll Adjustments 479 - - Salaries & Benefits 189,553 90,127 173,153 83,026 62170.0000 Private Contractual Services 260,086 $ 122,481 $ 322,481 $ 200,000 $ 62170.1017 Translation Services - - 25,000 25,000 62170.1018 Voter Outreach - - 10,000 10,000 62310.0000 Office Supplies, Postage & Printing 186 300 300 62420.0000 Books & Periodicals 354
250 250
62470.0000 Fund 533 Office Equip Rental Rate 863 863 863 62496.0000 Fund 537 Computer System Rental 3,650 4,076 1,461 (2,615) 62530.0000 Legal Advertismt & Printing Ordinances 26,365 40,000 40,000 62895.0000 Miscellaneous Expenses - 2,000 3,000 1,000 Materials, Supplies & Services 291,504 169,970 403,355 233,385 Total Expenses 481,057 $ 260,097 $ 576,508 $ 316,411 $ The Elections Division is responsible for overseeing c onsolidated municipal elections with the County of Los Angeles and standalone municipal elections in accordance with all applicable ci ty, state, and federal laws. Other responsibilities include processing initiatives, referendums, and recall petitions, par ticipating in voter outreach and educational programs in local schools, and providing election-related information to Bur bank voters during election season. This Division is also responsible for coordinating and educating the voters regarding vo ter registration services with the County of Los Angeles, monitoring State legislation to maintain appr opriate procedures, and ensuring that Title 2 Chapter 3 (Elections) of the Burbank Municipal Code and Election Sections 800-815 of the Charter, are updated as necessary, and properly codified.
OBJECTIVES
Maintain an up-to-date Elections Code.
Increase voter registration, by parti cipating in community engagement and encourage pre-voter registration for those eligible to vote after age 16 or 17.
Accept and monitor campaign statement f ilings to comply with Fair Political Practices Commission (FPPC) regulations.
Continue voter outreach efforts through the dissemination of election-related information via the City website, cable channel, Mayor's announcements at City Council Meetings, and posts on social media platforms such as Twitter, Facebook, and Nextdoor, involvement in educating students at B urbank Unified District Schools, and distribution of flyers throughout the community.
4 Legal Advertising Division
001.CC01C
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 0.250
0.550 0.500 (0.050)
60001.0000 Salaries & W
ages 24,916$
47,399$ 48,556$ 1,157$
60012.0000 Fringe Benefits 4,586
10,843 10,303 (540)
60012.1008 Fringe Benefits:R
etiree Benefits 8
201
451
250
60012.1509 Fringe Benefits:Employ
er Paid PERS 2,527
4,380 4,050 (330)
60012.1528 Fringe Benefits:W
orkers Comp 230
280
597
317
60012.1531 Fringe Benefits:PER
S UAL 5,262
4,982 5,507 525
60015.0000 W
ellness Program Reimbursement 50
-
-
60022.0000 C
ar Allowance 163
-
-
60027.0000 Pay
roll Taxes Non-Safety 357
687
704
17 60031.0000 Pay
roll Adjustments 61
-
-
Salar
ies & Benefits 38,160
68,772 70,168 1,396
62496.0000 Fund 537 C
omputer System Rental 845$
969$
1,836$ 867$
62530.0000 Legal Adv
ertismt & Printing Ordinances 54,409
45,000 45,000
Materials, Supplies & Services 55,254
45,969 46,836 867
Total Expenses 93,414$
114,741$ 117,004$ 2,263$
Prepare, publish, post, and mail notices for all Public Hear ings prior to the City Council, Successor Agency, and other advisory body meetings.
The Legal Advertising Division arranges for the publication of all ordinances adopted by the City Council and advertises other citywide public legal notices as required by law.
OBJECTIVES
Publish all notices for the Planning Board Meetings, bid openings, and other legal notices as required by law. 5 Records Management Division
001.CC01D
The Records Management Division administers the Citywide Records Management Program for all City departments and maintains a collection of historical records. In 1972, the Program was established to provide an organized structure for the oversight of the utilization, maintenance, retention, preservation, destruction, and dispos ition of City records. This objective enables the City to effectively conduct its business by ensuring that important records are organized and maintained in a manner that allows for the effective storage, identification, and retrieval; providing for the transfer of inactive records for storage into the Records Center; scanning and indexing to preserve records with long-term or permanent value as well as records of historical or archival value; protecting records vital to the City in the event of a disaster; and stabilizing the growth of records in offices through a systematic disposition of records that have met their retention requirements for legal compliance. The Division also provides timely responses to public records requests in accordance with the California Public Records Act.
OBJECTIVES
Administer and maintain the Citywide Records Management Program.
Consistent with the current Citywide Records Management Program and Policies, continue to prepare records for retention and scanning into a database for public portal access at a future date.
Complete safety assessment reports for the Records Centers.
Implement procedures and guidelines for the Records Centers and staff.
Centralize and continue the preservation of historical documents.
Implement safety practices and records storage guidelines for all departments.
Maintain an updated citywide records retention schedule in compliance with current statutes.
Coordinate annual citywide destruction event.
Oversee the implementation of an Enterprise Content Management System (ECMS) to benefit the entire City in the area of records and information management.
Part of the ongoing efforts by the City Clerk's Office is to preserve, protect, and make available to the public vital City records and historical documents via a public portal. The City Clerk's Office has been working with the Information Technology (IT) Department on a long-term plan to fund the continued scanning, indexing, migrating, and importing of vital City records into the City's Enterprise Content Management System (ECMS). The Records Division has successfully completed Phase II of this multi-year Project by digitizing the entire legislative records of the City. To prevent potential loss due to a natural or another unexpected disaster, it is prudent for the City to continue to prioritize the archival of various records to ensure Burbank's history is securely preserved in an open and transparent manner, and eventually made available to members of the public and City staff. The Records Division also procured and implemented a new Citywide software program that allows the Records Division to efficiently manage the inventory of the City's physical records and boxes located in the Records Center.
CHANGES FROM PRIOR YEAR
Continue to train Departmental Records Coordinators on new laws and best practices to ensure adherence to the California Public Records Act.
Continue to provide training and support to all staff liaisons of the Records Committee to facilitate the Citywide Records Management Program.
6 Records Management Division
001.CC01D
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 3.316
3.323 2.698 (0.625)
60001.
0000 Salaries & Wages 178,963$ 217,781$ 201,970$ (15,811)$ 60012.0000 Fringe Benefits 42,207
54,338 50,141 (4,197)
60012.
1008 Fringe Benefits:Retiree Benefits 81
2,662 2,724 62
60012.
1509 Fringe Benefits:Employer Paid PERS 18,506
20,871 16,711 (4,160)
60012.
1528 Fringe Benefits:Workers Comp 11,682
9,713 11,638 1,925
60012.
1531 Fringe Benefits:PERS UAL 22,111
38,928 44,030 5,102
60015.
0000 Wellness Program Reimbursement 204
-
-
60022.
0000 Car Allowance 490
-
-
60027.
0000 Payroll Taxes Non-Safety 2,536
3,158 2,929 (229)
60031.
0000 Payroll Adjustments 1,538
-
-
Sal
aries & Benefits 278,317 347,451 330,143 (17,308) 62085.0000 Other Professional Services 500$
2,095$ 2,095$
62170.0000 Private Contractual Services 2,771 1,
855 4,955 3,100
62300.
0000 Special Dept Supplies - 1,
000
1,000
62310.0000 Office Supplies, Postage & Printing 252
600
600
62420.
0000 Books & Periodicals - 168 168
62440.
0000 Office Equip Maint & Repair - 1,
000
1,000
62496.0000 Fund 537 Computer System Rental 26,256
29,515
52,367 22,852
62700.0000 Memberships & Dues 605
805
805
62710.
0000 Travel - 1,
500
1,500
62755.0000 Training 85
4,000
4,000
62895.0000 Miscellaneous Expenses - 200
200
M
aterials, Supplies & Services 30,470
42,738 68,690 25,952 Total Expenses 308,786$ 390,189$ 398,833$ 8,644$ 7 Passport Services Division
001.CC01E
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 2.424 3.104 3.904 0.800 60001.0000 Salaries & Wages 121,586$ 173,322 $ 212,127 $ 38,805 $ 60012.0000 Fringe Benefits 24,416 46,298 60,784 14,486 60012.1008 Fringe Benefits:Retiree Benefits 48 1,946 2,547 601 60012.1509 Fringe Benefits:Employer Paid PERS 9,914 15,643 16,557 914 60012.1528 Fringe Benefits:Workers Comp 736 6,746 9,735 2,989 60012.1531 Fringe Benefits:PERS UAL 15,787 15,964 19,163 3,199 60015.0000 Wellness Program Reimbursement 3 - - 60027.0000 Payroll Taxes Non-Safety 1,724 2,513 3,076 563 60031.0000 Payroll Adjustments 406 - - Salaries & Benefits 174,620 262,432 323,989 61,557 62170.0000 Private Contractual Services -$ - $ 2,000$ 2,000 $ 62300.0000 Special Dept Supplies 4,098 3,000 - (3,000) 62310.0000 Office Supplies, Postage & Printing 3,382 3,000 8,000 5,000 62496.0000 Fund 537 Computer System Rental 6,601 7,977 10,148 2,171 62895.0000 Miscellaneous Expenses 491 500 500 Materials, Supplies & Services 14,573 14,477 20,648 6,171 Total Expenses 189,193$ 276,909 $ 344,637 $ 67,728 $ Generate revenue to the General Fund.
Continue to meet the increasing demand for passport acceptance services by offering additional appointments and walk- in availability.
Process passport applications with integrity, efficiency, and superior customer service.
To provide the residents of Burbank and surrounding cities easy access to a convenient and secure passport acceptance facility.
CHANGES FROM PRIOR YEAR
A part-time Clerical Worker position was upgraded to full-time during FY 2021-22. This upgrade was necessary to maintain a high level of service in the Passport Office while meeting increased demand.
Provide convenient access to an online self-service passport appointment system.
October 2021 marked the sixth year for the City Clerk's Office Passport Acceptance Program. This program has been a huge success and this Facility benefits the residents of Burbank and surrounding cities by providing all applicants with a location to efficiently and securely process their U.S. passport applications. The Office is a full-service acceptance facility providing applications, photos, and appointments Monday through Friday, during regular business hours. Walk-in services are also offered on a limited basis.
OBJECTIVES
8 CITY CLERK
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (M) 2.000 2.000 0.000 -2.000
ADM ANALYST II (M) 1.000 1.000 3.000 2.000
AST CTY CLK 1.000 1.000 1.000
CLERICAL WKR 1.625 3.625 4.000 0.375
CTY CLK 1.000 1.000 1.000
RCRDS MGR (Z) 1.000 1.000 1.000
WK TRAINEE I 1.910 0.475 0.475
TOTAL STAFF YEARS 9.535 10.100 10.475 0.375
9 7KLV3DJH/HIW,QWHQWLRQDOO\%ODQN
10 CITY TREASURER
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 5.000 5.000 5.000 Salaries & Benefits 634,635$ 689,492 $ 735,148 $ 45,656 $ Materials, Supplies & Services 154,038 170,317 174,831 4,514 TOTAL 788,673$ 859,809 $ 909,979 $ 50,170 $
MISSION STATEMENT
DEPARTMENT SUMMARY
It is the mission of the City Treasurer's Office to act a s the City's receipting and disbursing agent of all public monies in order to maximize the investment of idle funds.
ABOUT CITY TREASURER
The City Treasurer is chosen by the vote of the people at a municipal election in the same manner as members of the Council. The City Treasurer's Office is responsible for r eceiving, disbursing, depositing, and investing all public funds for the City, the Youth Endowment Services (YES) Fund, the Parking Authority, the Public Financing Authority, the Successor Agency, and the Housing Authority. Monthly reports, including cash balances by fund and reconciled bank balances, are provided to the Financial Services Director.
The City Treasurer's Office also provides monthly reports indicating the type and amount of investments and deposits, the institutions in which these deposits are made, market values , maturity dates, and rates of interest for all outstanding investments, as well as others that matured during the mont h, to the City Council, the Youth Endowment Services (YES) Fund Board, the Parking Authority, the Public Financing Author ity, the Successor Agency, and the Housing Authority. These monthly reports are also provided to the City Manager, Financ ial Services Director, Burbank Water and Power (BWP) General Manager, Chief Financial Officer (BWP), and members of the Treasurer's Oversight Review Committee. 2021-22
$859,809 2022-23
$909,979
$689,492 $735,148
$170,317 $174,831
MATERIALS, SUPPLIES, &
SERVICES
SALARIES & BENEFITS
1 CITY TREASURER
001.CT01A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE
FROM PRIOR
YEAR
Staff Years 5.000 5.000 5.000 60001.0000 Salaries & Wages 420,824 $ 450,182 $ 477,963 $ 27,781 $ 60012.0000 Fringe Benefits 69,654 91,660 96,657 4,997 60012.1008 Fringe Benefits:Retiree Benefits 79 4,014 4,102 88 60012.1509 Fringe Benefits:Employer Paid PERS 43,992 43,581 39,862 (3,719) 60012.1528 Fringe Benefits:Workers Comp 11,884 12,960 14,895 1,935 60012.1531 Fringe Benefits:PERS UAL 68,716 76,079 90,250 14,171 60015.0000 Wellness Program Reimbursement 82 - - 60022.0000 Car Allowance 3,264 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 6,134 6,528 6,930 402 60031.0000 Payroll Adjustments 10,006 - - Salaries & Benefits 634,635 689,492 735,148 45,656 62170.0000 Private Contractual Services 48,695 $ 52,000 $ 55,000 $ 3,000 $ 62220.0000 Insurance 5,773 5,749 7,953 2,204 62300.0000 Special Dept Supplies - 5,500 6,000 500 62310.0000 Office Supplies, Postage & Printing 2,674 2,000 2,500 500 62420.0000 Books & Periodicals - 500 500 62440.0000 Office Equip Maint & Repair 941 1,000 2,500 1,500 62455.0000 Equipment Rental 78 250 250 62470.0000 Fund 533 Office Equip Rental Rate 750 750 750 62485.0000 Fund 535 Communications Rental Rate 5,049 5,052 5,052 62496.0000 Fund 537 Computer System Rental 48,828 43,316 45,626 2,310 62700.0000 Memberships & Dues 170 700 700 62710.0000 Travel - 1,000 2,000 1,000 62755.0000 Training - 1,000 2,000 1,000 62830.0000 Bank Service Charges 40,955 50,000 42,000 (8,000) 62895.0000 Miscellaneous Expenses 125 1,500 2,000 500 Materials, Supplies & Services 154,038 170,317 174,831 4,514 Total Expenses 788,673 $ 859,809 $ 909,979 $ 50,170 $ The primary objective of the City Treasurer's Office is the safekeeping of City funds. Safety, liquidity, and yield are always considered (in that order) when investing idle funds.
2 CITY TREASURER
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
AST CTY TREASURER 1.000 1.000 1.000
CTY TREASURER 1.000 1.000 1.000
INTERMEDIATE CLK 1.000 1.000 1.000
TREASURER TECH 2.000 2.000 2.000
TOTAL STAFF YEARS 5.000 5.000 5.000
3 7KLV3DJH/HIW,QWHQWLRQDOO\%ODQN
4 CITY ATTORNEY
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 18.000 19.000 19.000 Salaries & Benefits 3,660,863$ 4,042,052 $ 4,248,206 $ 206,154 $ Materials, Supplies & Services 246,290 359,993 424,272 64,279 TOTAL 3,907,153$ 4,402,045 $ 4,672,478 $ 270,433 $
MISSION STATEMENT
DEPARTMENT SUMMARY
The Burbank City Attorney's Office strives to efficiently deliver professional and ethical legal advice to the City Council, Commissions, Boards, City Officers, and staff. The Office ac tively advises the City and advocates the City's positions across a wide spectrum of municipal inter ests, vigorously represents the City in civil litigation and other adversarial proceedings; and protects the community by effectively pros ecuting misdemeanors and infractions committed within the City.
ABOUT CITY ATTORNEY
The City Attorney is appointed by the City Council as the City's top legal advisor. The Office is comprised of three divisions: Departmental Services and Ad ministration, Litigation and Prosecution, with ten attorneys besides the City Attorney, one paralegal, a senior analy st, and support staff members. 2021-22
$4,402,045 2022-23
$4,672,478
$4,042,052
$4,248,206
$359,993
$424,272
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Departmental Services an d Administration Division
001.CA01A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 7.750 7.750 8.250 0.500 60001.0000 Salaries & Wages 1,404,205 $ 1,436,516 $ 1,470,239 $ 33,723 $ 60012.0000 Fringe Benefits 148,785 185,589 197,407 11,818 60012.1008 Fringe Benefits:Retiree Benefits 137 6,905 6,768 (137) 60012.1509 Fringe Benefits:Employer Paid PERS 130,549 132,734 122,618 (10,116) 60012.1528 Fringe Benefits:Workers Comp 12,776 8,475 18,084 9,609 60012.1531 Fringe Benefits:PERS UAL 258,502 249,600 306,048 56,448 60022.0000 Car Allowance 4,096 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 20,909 20,829 21,318 489 60031.0000 Payroll Adjustments 52,328 - - Salaries & Benefits 2,032,286 2,045,136 2,146,970 101,834 62170.1001 Temp Staffing - $ - $ 93,000$ 93,000 $ 62220.0000 Insurance 27,294 38,176 59,619 21,443 62300.0000 Special Dept Supplies - 109 109 62310.0000 Office Supplies, Postage & Printing 8,153 8,033 8,033 62425.0000 Library Resource Materials 29,832 36,350 36,350 62440.0000 Office Equip Maint & Repair - 1,000 1,000 62455.0000 Equipment Rental 8,567 9,017 8,017 (1,000) 62485.0000 Fund 535 Communications Rental Rate 17,312 17,322 17,322 62496.0000 Fund 537 Computer System Rental 78,066 84,735 68,763 (15,972) 62700.0000 Memberships & Dues 5,940 7,850 8,850 1,000 62710.0000 Travel - 1,655 1,655 62755.0000 Training 7,796 21,000 21,000 62895.0000 Miscellaneous Expenses 677 1,280 1,280 Materials, Supplies & Services 183,638 226,527 324,998 98,471 Total Expenses 2,215,924 $ 2,271,663 $ 2,471,968 $ 200,305 $ The overall goal of this Division is to carry out the policies and directives established by the City Council. This Division provides legal advice addressing complex legal issues; prepar es or reviews all resolutions and ordinances; and drafts, negotiates, reviews, and approves contracts from the routine to the very complex. Division attorneys, in addition to the City Attorney, advise Boards, Commissions, and City staff o n all legal matters such as land use, real estate, personnel, purchasing, and contracts. This Division dedicates attor neys to the specialized legal needs of BWP. This Division also handles administrative functions of the City Attorney's Office and provides ongoing in-service training to City staff, as well as elected and appointed officials.
CHANGES FROM PRIOR YEAR
Due to recruitment-related challenges and overlapping leaves of absence amongst staff, $93,000 in one-time funding was added to the City Attorney's Office budget for temporar y staffing to maintain the operational needs of the office. 2 Litigation Division
001.CA02A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 4.400 4.400 4.900 0.500 60001.0000 Salaries & Wages 545,096 $ 645,660 $ 681,292 $ 35,632 $ 60012.0000 Fringe Benefits 88,487 96,884 101,710 4,826 60012.1008 Fringe Benefits:Retiree Benefits 69 3,452 4,020 568 60012.1509 Fringe Benefits:Employer Paid PERS 54,086 60,668 56,820 (3,848) 60012.1528 Fringe Benefits:Workers Comp 9,764 9,050 12,966 3,916 60012.1531 Fringe Benefits:PERS UAL 113,517 108,234 113,847 5,613 60022.0000 Car Allowance 482 - - 60027.0000 Payroll Taxes Non-Safety 8,009 9,362 9,879 517 60031.0000 Payroll Adjustments 14,643 - - Salaries & Benefits 834,152 933,310 980,534 47,224 62140.0000 Special Services 3,150 $ 3,150 $ 3,150 $ 62496.0000 Fund 537 Computer System Rental 23,933 57,360 37,667 (19,693) Materials, Supplies & Services 27,083 60,510 40,817 (19,693) Total Expenses 861,235 $ 993,820 $ 1,021,351 $ 27,531 $ The Litigation Division is responsible for representing the City, its officers, and employees in litigation filed by and against the City, as well as assisting in the administration of governmental tort claims filed against the City. Litigation ranges from simple trip and fall and other allegations of dangerous conditions to complex multi-party civil rights or employment cases, as well as litigation concerning issues unique to public agencies. This Division also interacts proactively with various City departments to implement best practices and policies to prevent/decrease the City's liability exposure. 3 Prosecution Division
001.CA03A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 5.850 6.850 5.850 (1.000) 60001.0000 Salaries & Wages 518,900 $ 737,685 $ 778,559 $ 40,874 $ 60012.0000 Fringe Benefits 82,652 111,821 116,976 5,155 60012.1008 Fringe Benefits:Retiree Benefits 81 4,095 4,799 704 60012.1509 Fringe Benefits:Employer Paid PERS 51,952 70,086 64,932 (5,154) 60012.1528 Fringe Benefits:Workers Comp 14,586 14,341 18,317 3,976 60012.1531 Fringe Benefits:PERS UAL 112,755 114,882 125,830 10,948 60015.0000 Wellness Program Reimbursement 135 - - 60022.0000 Car Allowance 241 - - 60027.0000 Payroll Taxes Non-Safety 7,273 10,696 11,289 593 60031.0000 Payroll Adjustments 5,849 - - Salaries & Benefits 794,425 1,063,606 1,120,702 57,096 62060.0000 Prosecution Assistance 1,817 $ 4,800 $ 4,800 $ 62140.0000 Special Services 3,825 3,825 3,825 62300.0000 Special Dept Supplies 114 - - 62496.0000 Fund 537 Computer System Rental 29,814 64,331 49,832 (14,499) Materials, Supplies & Services 35,570 72,956 58,457 (14,499) Total Expenses 829,994 $ 1,136,562$ 1,179,159 $ 42,597 $ The Prosecution Division prosecutes State misdemeanor violations such as domestic violence, sex abuse, and driving under the influence (DUI) cases, as well as violations of City ordinances. The Prosecution staff is also responsible, in conjunction with the Police Department, for processing court-ordered restitution collected on behalf of victims and City Departments. 4 CITY ATTORNEY
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (Z) 1.000 1.000 1.000
AST CTY ATTORNEY 1.000 2.000 2.000
CHIEF AST CTY ATTORNEY 0.000 1.000 1.000
CTY ATTORNEY 1.000 1.000 1.000
LEGAL SEC 4.000 4.000 4.000
LITIGATION PARALEGAL 1.000 1.000 1.000
PROPOSED JOB - Z GROUP 1.000 0.000 0.000
SR ADM ANALYST (Z) 1.000 1.000 1.000
SR AST CTY ATTORNEY 8.000 8.000 8.000
TOTAL STAFF YEARS 18.000 19.000 19.000
5 7KLV3DJH/HIW,QWHQWLRQDOO\%ODQN
6 CITY MANAGER
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 11.550
11.550
12.500
0.950
Salaries & Benefits 2,105,781$
2,026,870$ 2,333,486$ 306,616$
Materials, Supplies & Services 334,415
400,068 405,375 5,307
Capital Expenses 97,997
-
-
TO
TAL 2,538,193$ 2,426,938$ 2,738,861$ 311,923$
MISSION STATEMENT
DEPARTMENT SUMMARY
The City Manager's Office is committed to providing ongoing quality municipal services and to promoting the overall safety, health, and general well-being of the community through the teamwork of the City Council, City Boards and Commissions, City Staff, and all of Burbank's citizenry.
ABOUT THE CITY MANAGER
Appointed by the City Council to serve as the City's Chief Executive Officer, the City Manager is responsible for setting goals and providing administrative direction for all City departm ents in full accordance with the policies established by the City Council. The overall departmental objective is to carry out the policies established by the City Council, in an effort to maintain and improve the quality of life in Burbank.
The City Manager's Office includes the Public Information Office (PIO), which provides the City with a comprehensive communication program, including the disse mination of information regarding City se rvices and activities using print, internet, video, and other emerging technology.
2021-22
$2,426,938 2022-23
$2,738,861
$2,026,870
$2,333,486
$400,068 $405,375
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Administrative Division
001.CM01A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 5.000 5.000 5.000
60001.0000 Salaries & Wages 962,506$ 788,257$ 871,544$ 83,287$ 60012.0000 Fringe Benefits 101,420 114,903 117,901 2,998 60012.1008 Fringe Benefits:Retiree Benefits 79 4,014 4,102 88 60012.1509 Fringe Benefits:Employer Paid PERS 80,963 72,835 72,687 (148)
60012.1528 Fringe Benefits:W
orkers Comp 11,365 8,941 14,759 5,818 60012.1531 Fringe Benefits:PERS UAL 155,945 157,407 205,350 47,943 60022.0000 Car Allowance 10,528 8,977 8,977 60027.0000 Payroll Taxes Non-Safety 13,463 11,430 12,637 1,207 60031.0000 Payroll Adjustments 10,059 -
-
Salar
ies & Benefits 1,346,328 1,166,764 1,307,957 141,193 62170.0000 Private Contractual Services 26,490$ 29,000$ 31,184$ 2,184 62220.0000 Insurance 15,385 27,307 22,450 (4,857) 62300.0000 Special D
ept Supplies 49 1,500 1,500
62310.0000 Office Supplies, Postage & Printing -
4,000
3,000 (1,000)
62420.0000 Books & Periodicals
617 350
1,350 1,000
62440.0000 Office Equip Maint & Repair 6,303 6,000
6,000
62475.0000 Fund 532 Vehicle Equip Rental Rate 11,476 5,727 6,184 457
62485.0000 Fund 535 Communications Rental Rate 8,949 8,959 8,959 62496.0000 Fund 537 C
omputer System Rental 44,532 48,367 56,987 8,620 62700.0000 Memberships & Dues 2,125 10,000 10,000 62710.0000 Travel -
1,200
1,200
62755.0000 Training 969 12,000
12,000
62895.0000 Miscellaneous Expenses 934 2,872 2,872 Materials, Supplies & Services 117,829 157,282 163,686 6,404 Total Expenses 1,464,157$ 1,324,046$ 1,471,643$ 147,597$ Continue to meet regularly with employee associations and unions to maintain positive management-labor relations.
Together with the City Council, ensure adherence to fiscal policies and maintenance of a healthy financial outlook.
Engage with the community through events, activit ies, and programs and be responsive to community needs.
OBJECTIVES
The primary function of the Administrative Division is to carry out the policies established by the City Council in their endeavor to maintain and improve the quality of life in Burbank.
Oversee the creation and implementation of the City C ouncil's Citywide Goals and Objectives and provide ongoing support to City Council.
Serve as Chief Executive Officer for the City of Bur bank, overseeing 1,362 employees and collaborating with department executives to ensure employees are equipped with the proper tools to provide high-quality services to residents.
In alignment with the City's adopted Legislative Platform, pro -actively monitor and lobby legislation affecting the City of Burbank, and collaborate with elected representatives to promote Burbank's interests. 2 Public Information Office
001.CM02A
OBJECTIVES
Work towards implementing Council's adopted City brand.
Create internal planning and systems to guide the PIO team.
Increase interaction with other departm ents along with the Burbank community.
The PIO is committed to being original, creative, and innovative in our communication design. The following goals for the Office have been established and are in alignment with City Council goals and policies.
Continue to be a leading source of Burbank information.
As part of the FY 2022-23 Budget process, the salary savings from two unfilled Executive Assistant positions were used to help offset the addition of a full-time Communications Manager position. The Communications Manager will oversee PIO and ensure the office provides the community with prompt and accurate information.
The Public Information Office (PIO) strives to provide clear, c oncise, proactive, transparent , and timely information to our residents, businesses, media outlets, and employees. Additionally , the PIO works with the Economic Development team assisting with visitor and tourist communications. A s such, the Office has established Guiding Principles that are incorporated into all of its efforts. These include:
Providing transparent and truthful infor mation to Burbank stakeholders with complete, accurate, and timely news that helps make informed decisions.
The PIO continues to provide the community with live and re corded access to various public meetings, community forums, local events, public service announcements, and other signific ant updates through television, YouTube, social media, and a new segment called "Hey Burbank!".
The Public Information Office encourages a positive relationship with a variety of news media outlets by releasing notable updates and information promptly and accurately through media advisories, press releases, press conferences, and press tours.
Offering open two-way communication to ensure informa tion is accessible throughout the community. Additionally, the Office solicits and listens to feedback along with pr oviding timely and accurate responses to questions.
Proactively communicating regular updates on information, major developments, and concerns while striving to explain why things are occurring.
Creating engagement offering platforms where the community has the opportunity to provide input to City concerns.
Helping to ensure safety and crisis management by coordinat ing with City and partnering safety agencies to provide emer
gency information.
Creating inclusiveness by striving to ensure everyone who wishes to participate has a chance to do so.
CHANGES FROM PRIOR YEAR
Provide clear and transparent access to city information and happenings.
Develop social media/digital media campaigns that entice and engage the community.
Increase communication with internal employees.
Continue to provide and interact with the m edia supplying timely and accurate information.
Create high-quality production content.
3 Public Information Office
001.CM02A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 6.550 6.550 7.500 0.950 60001.0000 Salaries & Wages 523,503 $ 552,055 $ 677,824 $ 125,769 $ 60006.0000 Overtime - Non-Safety 178 629 629 60012.0000 Fringe Benefits 73,764 114,393 137,989 23,596 60012.1008 Fringe Benefits:Retiree Benefits 396 5,259 5,373 114 60012.1509 Fringe Benefits:Employer Paid PERS 55,292 54,160 56,531 2,371 60012.1528 Fringe Benefits:Workers Comp 6,088 4,546 9,464 4,918 60012.1531 Fringe Benefits:PERS UAL 88,435 121,059 127,891 6,832 60015.0000 Wellness Program Reimbursement 135 - - 60027.0000 Payroll Taxes Non-Safety 7,663 8,005 9,828 1,823 60031.0000 Payroll Adjustments 3,998 - - Salaries & Benefits 759,452 860,106 1,025,529 165,423 62170.0000 Private Contractual Services 52,370 $ 44,500 $ 44,500 $ 62300.0000 Special Dept Supplies 2,215 2,500 2,500 62300.1016 Sp Dept Supplies:Burbank Channel 41,978 67,595 67,595 62310.0000 Office Supplies, Postage & Printing 2,786 2,500 2,500 62315.0000 Radio Supplies & Maint 188 - - 62316.0000 Software & Hardware 304 320 320 62420.0000 Books & Periodicals - 100 100 62435.0000 General Equipment Maint & Repair - 900 900 62440.0000 Office Equip Maint & Repair 792 2,300 2,300 62485.0000 Fund 535 Communications Rental Rate 12,342 12,356 10,190 (2,166) 62496.0000 Fund 537 Computer System Rental 85,281 90,422 91,491 1,069 62615.1004 Econ Dev:Marketing & Advertising 14,588 - - 62617.0000 Marketing and Advertising - 6,400 6,400 62620.0000 Burbank Civic Pride Committee - 1,600 1,600 62700.0000 Memberships & Dues 2,210 4,000 4,000 62710.0000 Travel - 1,500 1,500 62755.0000 Training 777 4,100 4,100 62895.0000 Miscellaneous Expenses 755 1,693 1,693 Materials, Supplies & Services 216,587 242,786 241,689 (1,097) 70011.0000 Operating Equipment 97,997 $ - $ - $ Capital Expenses 97,997 - - Total Expenses 1,074,036 $ 1,102,892 $ 1,267,218 $ 164,326 $ 4 CITY MANAGER
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (M) 1.000 1.000 1.000
ADM ANALYST II (M) 1.000 1.000 1.000
ADM ANALYST II (Z) 1.000 1.000 1.000
AST CD DIR-BUSINESS & ECON DEV 0.050 0.050 0.000 -0.050 AST CTY MGR 1.000 1.000 1.000
CLERICAL WKR 0.500 0.500 0.500
COMM MGR 0.050 0.000 1.000 1.000
CTY MGR 1.000 1.000 1.000
EXEC AST 1.000 1.000 1.000
GRAPHICS MEDIA DESIGNER 1.000 1.000 1.000
PUBLIC INFO SPECIALIST 1.000 1.000 1.000
SEC TO CTY MGR 1.000 1.000 1.000
SR VIDEO PROD ASSOC 2.000 2.000 2.000
VIDEO PROD ASSOC 0.000 0.000 0.000
TOTAL STAFF YEARS 11.550 11.550 12.500 0.950
* The Communications Manager position was previously filled by the Assistant CDD Director-Business and Economic Development
5 7KLV3DJH/HIW,QWHQWLRQDOO\%ODQN
6 MANAGEMENT SERVICES
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 46.062 46.062 45.487 (0.575) Salaries & Benefits 4,080,684$ 4,656,350$ 4,602,857$ (53,493)$ Materials, Supplies & Services 1,232,904 1,865,727 2,113,523 247,796 TOTAL 5,313,588$ 6,522,077$ 6,716,380$ 194,303$
MISSION STATEMENT
Management Services is dedicated to promoting organizational effectiveness through creative leadership that is responsive to our community, employees, and the public while providing courteous and quality human resources, employee services, labor relations, safety, and risk management programs in a timely and cost-efficient manner. In order to fulfill our mission to the public, Management Services is committed to fostering positive relationships between City employees and the community by promoting professional development and unity through mutual respect and sensitivity to the diversity of our population.
ABOUT MANAGEMENT SERVICES
The Management Services Department consists of several sections including Employment Services, General Liability, Employee Benefits, Labor Relations, Workers' Compensation, and Environmental Health and Safety. The Department provides support services involving a wide range of internal administrative functions to City departments and plays an integral role in enhancing each department's ability to better serve the Burbank community.
DEPARTMENT SUMMARY
OBJECTIVES
The major and underlying mission of the Management Services Department is to ensure that the City in general, and each department in particular, uses its technical, organizational, administrative, and human resources in the most efficient, effective, and economical manner possible. The Department will continue to maintain its commitment to customer service and the focus for each division will continue to be on providing timely and efficient responses to each and every request for information, services, and analytical support.
2021-22
$6,522,077 2022-23
$6,716,380
$4,656,350
$4,602,857
$1,865,727 $2,113,523
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 General Administration
001.MS01A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 354,984$ 372,040$ 402,487$ 30,447$ 60006.0000 Overtime - Non-Safety - 929 929 60012.0000 Fringe Benefits 61,794 63,725 68,076 4,351 60012.1008 Fringe Benefits:Retiree Benefits 48 2,409 2,461 52 60012.1509 Fringe Benefits:Employer Paid PERS 34,041 34,377 33,567 (810) 60012.1528 Fringe Benefits:Workers Comp 3,385 2,195 4,951 2,756 60012.1531 Fringe Benefits:PERS UAL 88,230 100,587 86,316 (14,271) 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 5,241 5,395 5,836 441 Salaries & Benefits 552,229 586,145 609,110 22,965 62085.0000 Other Professional Services 45,008$ 50,000$ 50,000$ 62220.0000 Insurance 41,266 43,618 60,331 16,713 62300.0000 Special Dept Supplies 727 3,000 3,000 62310.0000 Office Supplies, Postage & Printing 5,072 6,250 6,250 62420.0000 Books & Periodicals 208 1,000 1,000 62440.0000 Office Equip Maint & Repair 151 500 500 62455.0000 Equipment Rental 1,840 2,500 2,500 62485.0000 Fund 535 Communications Rental Rate 7,935 7,939 7,939 62496.0000 Fund 537 Computer System Rental 94,162 99,141 94,109 (5,032) 62700.0000 Memberships & Dues 4,085 4,433 4,433 62710.0000 Travel - 7,099 7,099 62755.0000 Training 12,012 26,135 26,135 62895.0000 Miscellaneous Expenses 326 1,614 1,614 Materials, Supplies & Services 212,791 253,229 264,910 11,681 Total Expenses 765,020$ 839,374$ 874,020$ 34,646$ General Administration is responsible for the overview of the Management Services Department, including interdivisional and interdepartmental coordination of administrative activities, budget coordination, and public relations. These responsibilities include implementing all Civil Service system responsibilities; providing for all City insurance needs, including all property, casualty, and self-insured programs; administering the Liability Claims program; and complying with state and federal regulations regarding employment law.
Develop and implement metrics to help track and achieve Departmental and Citywide goals.
Offer fair, expeditious settlements whenever the City is liable for losses or injury.
Provide cost-effective coverage or alternative financial tools to ensure continued City operations, which might otherwise be negatively affected as a result of some unforeseen event.
Coordinate and manage all Departmental activities and ensure excellent service to our customers.
Maintain the Department's webpage and keep it updated with current information.
Develop alternatives for more efficient and effective administrative activities.
OBJECTIVES
Improve and/or develop procedures to ensure compliance with applicable state and federal legislation.
Serve as staff support for the Civil Service Board.
2 Reprographics Printing Services
001.MS01B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 166,467$ 165,597$ 166,208$ 611$ 60006.0000 Overtime - Non-Safety - 800 800 60012.0000 Fringe Benefits 36,652 47,894 49,486 1,592 60012.1008 Fringe Benefits:Retiree Benefits 48 2,409 2,461 52 60012.1509 Fringe Benefits:Employer Paid PERS 14,176 17,189 13,862 (3,327) 60012.1528 Fringe Benefits:Workers Comp 19,689 10,300 16,820 6,520 60012.1531 Fringe Benefits:PERS UAL 34,122 38,187 26,339 (11,848) 60015.0000 Wellness Program Reimbursement 585 - - 60027.0000 Payroll Taxes Non-Safety 1,593 2,401 2,410 9 60031.0000 Payroll Adjustments 1,022 - - Salaries & Benefits 274,355 284,777 278,387 (6,390) 62170.0000 Private Contractual Services 6,500$ 450$ 450$ 62300.0000 Special Dept Supplies 21,344 60,704 60,704 62310.0000 Office Supplies, Postage & Printing 161 2,800 2,800 62435.0000 General Equipment Maint & Repair 66,441 129,000 129,000 62485.0000 Fund 535 Communications Rental Rate 4,328 4,331 4,331 62496.0000 Fund 537 Computer System Rental 13,244 14,670 15,393 723 62755.0000 Training - 150 150 62895.0000 Miscellaneous Expenses - 150 150 63235.1000 Leased Property:Reprographic Equip 18,779 32,000 32,000 Materials, Supplies & Services 130,797 244,255 244,978 723 Total Expenses 405,152$ 529,032$ 523,365$ (5,667)$ Maintain the Department's commitment to customer service.
Develop and distribute a service menu to better market reprographic services.
Reprographics is the City's in-house print shop. This section assists each and every department in obtaining a wide range of services and printed materials, using a centralized printing facility.
OBJECTIVES
Review printing price agreements for effectiveness.
Continue to provide Citywide training classes to enhance efficiencies.
Provide fast, reliable, and economical black and white as well as color printing and copying services to all City departments.
3 LiveScan
001.MS01C
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 1.000 1.000 1.000 60001.0000 Salaries & Wages 67,127$ 67,417$ 67,417$ 60012.0000 Fringe Benefits 15,397 16,141 16,669 528 60012.1008 Fringe Benefits:Retiree Benefits 16 803 820 17 60012.1509 Fringe Benefits:Employer Paid PERS 7,042 6,998 5,623 (1,375) 60012.1528 Fringe Benefits:Workers Comp 3,720 4,389 4,321 (68) 60012.1531 Fringe Benefits:PERS UAL 12,840 13,342 13,439 97 60015.0000 Wellness Program Reimbursement 293 - - 60027.0000 Payroll Taxes Non-Safety 977 978 978 (0) 60031.0000 Payroll Adjustments 598 - - Salaries & Benefits 108,009 110,068 109,266 (802) 62145.0000 Identification Services 5,781$ 45,000$ 45,000$ 62170.0000 Private Contractual Services - 2,500 2,500 62496.0000 Fund 537 Computer System Rental 5,671 6,067 6,886 819 Materials, Supplies & Services 11,452 53,567 54,386 819 Total Expenses 119,461$ 163,635$ 163,652$ 17$ This revenue offset program fulfills the mandated Department of Justice fingerprint screening process for background investigation on prospective City employees and volunteers, as well as other outside individuals and non-profit agencies.
Live Scan, ink fingerprinting, and notary services are offered to the general public, generating additional revenue through related fees. A fee is charged for fingerprinting volunteers and applicants from outside organizations such as the Burbank Unified School District (BUSD), the Department of Motor Vehicles (DMV), the Department of Real Estate, Notary Publics, Board of Teacher Credentialing, private schools, Department of Social Services and others. This program also disburses Burbank Fire Corps applications.
OBJECTIVES
Continue to process Parks and Recreation Services and Fire Corps volunteer applications.
Maintain the Department's commitment to customer service.
Increase Live Scan revenue by exploring new marketing strategies.
Continue to maintain high-quality fingerprinting processing for prospective employees, City volunteers, and the public. 4 Labor Relations
001.MS01E
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 293,419$ 310,883$ 303,974$ (6,909)$ 60012.0000 Fringe Benefits 52,786 60,574 63,174 2,600 60012.1008 Fringe Benefits:Retiree Benefits 48 2,409 2,461 52 60012.1509 Fringe Benefits:Employer Paid PERS 28,637 28,726 25,351 (3,375) 60012.1528 Fringe Benefits:Workers Comp 8,898 9,065 9,879 814 60012.1531 Fringe Benefits:PERS UAL 32,943 33,950 40,740 6,790 60027.0000 Payroll Taxes Non-Safety 4,223 4,508 4,408 (100) 60031.0000 Payroll Adjustments 2,650 - - Salaries & Benefits 423,604 450,115 449,987 (128) 62085.0000 Other Professional Services 11,564$ 100,000$ 250,000$ 150,000$ 62125.0000 Medical Services - 8,000 8,000 62485.0000 Fund 535 Communications Rental Rate 2,458 2,463 - (2,463) 62496.0000 Fund 537 Computer System Rental 8,300 27,784 27,680 (104) Materials, Supplies & Services 22,322 138,247 285,680 147,433 Total Expenses 445,926$ 588,362$ 735,667$ 147,305$
CHANGES FROM PRIOR YEAR
Additional one-time funds of $150,000 were budgeted in Other Professional Services for the ongoing support of ADA caseloads.
Labor Relations is responsible for establishing current labor contracts and maintaining positive employer-employee relations; interpreting rules, regulations and policies; conducting investigations into allegations of harassment, discrimination, or retaliation; and ensuring compliance with the Americans with Disabilities Act (ADA).
OBJECTIVES
Maintain effective employee relations with the collective bargaining groups.
Prepare for negotiations with applicable unions.
Continue to engage in a timely, good faith ADA interactive process with employees and residents. 5 Workforce Connection
001.MS02B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 2.000 2.000 - (2.000) 60001.0000 Salaries & Wages 33,715$ 90,144$ -$ (90,144)$ 60012.0000 Fringe Benefits 6,014 31,637 - (31,637) 60012.1008 Fringe Benefits:Retiree Benefits 32 1,606 - (1,606) 60012.1509 Fringe Benefits:Employer Paid PERS 3,627 9,357 - (9,357) 60012.1528 Fringe Benefits:Workers Comp 4,273 5,868 - (5,868) 60012.1531 Fringe Benefits:PERS UAL 13,034 6,315 - (6,315) 60027.0000 Payroll Taxes Non-Safety 495 1,307 - (1,307) 60031.0000 Payroll Adjustments 2,135 - - Salaries & Benefits 63,325 146,234 - (146,234) 62000.0000 Utilities 509$ 674$ -$ (674)$ 62310.0000 Office Supplies, Postage & Printing 2,995 3,600 - (3,600) 62440.0000 Office Equip Maint & Repair - 550 - (550) 62455.0000 Equipment Rental 1,394 4,900 - (4,900) 62485.0000 Fund 535 Communications Rental Rate 12,984 12,992 - (12,992) 62496.0000 Fund 537 Computer System Rental 16,421 19,292 - (19,292) 62895.0000 Miscellaneous Expenses 46 2,350 - (2,350) Materials, Supplies & Services 34,350 44,358 - (44,358) Total Expenses 97,675$ 190,592$ -$ (190,592)$ WorkForce Connection is a grant-funded, self-assisted employment program that services the public by allowing them access to a variety of media venues that provide various job search techniques as well as job opportunities. This satellite resource center for the Verdugo Jobs Center includes access to the internet, phone, scan, and fax amenities to assist individuals in their employment search.
CHANGES FROM PRIOR YEAR
In the Fiscal Year 2021-22, the Workforce Connection transferred to the Library Services Department and became the Burbank Employment Connection.
6 Youth Employment
001.MS02C
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 13.387 13.387 13.387 60001.0000 Salaries & Wages 82,630$ 418,675$ 441,671$ 22,996$ 60012.0000 Fringe Benefits 11,821 19,598 20,011 413 60012.1008 Fringe Benefits:Retiree Benefits 212 10,748 10,982 234 60012.1509 Fringe Benefits:Employer Paid PERS 5,279 5,857 4,971 (886) 60012.1528 Fringe Benefits:Workers Comp 21,126 25,677 29,080 3,403 60012.1531 Fringe Benefits:PERS UAL 10,236 13,700 10,448 (3,252) 60027.0000 Payroll Taxes Non-Safety 1,430 6,071 6,404 333 60031.0000 Payroll Adjustments 3,006 - - Salaries & Benefits 135,740 500,326 523,566 23,240 62300.0000 Special Dept Supplies -$ 6,000$ 6,000$ 62310.0000 Office Supplies, Postage & Printing - 2,350 2,350 62455.0000 Equipment Rental - 2,000 2,000 62496.0000 Fund 537 Computer System Rental 38,321 45,743 47,368 1,625 62755.0000 Training - 1,520 1,520 62895.0000 Miscellaneous Expenses - 2,861 2,861 Materials, Supplies & Services 38,321 60,474 62,099 1,625 Total Expenses 174,061$ 560,800$ 585,665$ 24,865$ Continue to provide work-related training to youth to help them enhance their employment seeking and performance skills.
The Youth Employment section provides funds for training programs and paid work opportunities for young individuals in our community between the ages of 14 and 21. Staff creates and maintains a youth workforce development program and information network using existing City resources; public-private partnerships; community organizations; State, Federal, and local legislative and policy-making entities; Burbank Unified School District (BUSD); Burbank Chamber of Commerce; and local businesses.
OBJECTIVES
Continue to provide paid City internships and life-skills training for at-risk youth.
Continue to develop and expand the effectiveness and types of programs and training available to youth, at-risk youth, students, and other workers.
Provide greater employment opportunities for local youth (ages 14-21) by increasing our funding sources through outside grants, donations, sponsorships, fundraisers, and local business interests.
Apply for grants to provide work experience and training to local youth.
Maintain the Department's commitment to customer service.
Coordinate the Workforce Innovation and Opportunity Act (WIOA), Workability, and Foothill Special Education Local Plan Area (SELPA) programs to address the needs of youth with disabilities and to place students in paid work experience positions.
Further enhance the City's youth employment programs by increasing our collaborative efforts with local businesses, BUSD, City of Glendale, Chamber of Commerce, and other agencies.
Provide effective and appropriate job and life-skills training, career exploration, and work experience to participants in the City's youth employment programs.
7 Employment Services
001.MS02D
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 9.375 8.375 8.950 0.575 60001.0000 Salaries & Wages 575,156$ 595,178$ 619,669$ 24,491$ 60006.0000 Overtime - Non-Safety 3,692 1,000 1,000 60012.0000 Fringe Benefits 105,104 126,868 147,428 20,560 60012.1008 Fringe Benefits:Retiree Benefits 133 6,724 6,870 146 60012.1509 Fringe Benefits:Employer Paid PERS 63,642 56,955 51,680 (5,275) 60012.1528 Fringe Benefits:Workers Comp 22,282 25,378 28,018 2,640 60012.1531 Fringe Benefits:PERS UAL 111,624 132,253 137,246 4,993 60015.0000 Wellness Program Reimbursement 68 - - 60027.0000 Payroll Taxes Non-Safety 9,680 8,630 8,985 355 60031.0000 Payroll Adjustments 10,582 - - Salaries & Benefits 901,962 952,986 1,000,896 47,910 62085.0000 Other Professional Services 8,585$ 7,000$ 7,000$ 62125.0000 Medical Services 72,764 75,000 75,000 62145.0000 Identification Services 15,256 15,000 32,000 17,000 62170.0000 Private Contractual Services 45,694 27,000 27,000 62300.0000 Special Dept Supplies 3,576 7,590 7,590 62310.0000 Office Supplies, Postage & Printing 162,032 162,000 145,000 (17,000) 62316.0000 Software & Hardware - 40,000 40,000 62420.0000 Books & Periodicals - 500 500 62440.0000 Office Equip Maint & Repair 2,437 3,730 3,730 62455.0000 Equipment Rental 8,526 13,175 13,175 62475.0000 Fund 532 Vehicle Equip Rental Rate 7,293 7,592 8,744 1,152 62485.0000 Fund 535 Communications Rental Rate 5,771 5,774 9,468 3,694 62496.0000 Fund 537 Computer System Rental 46,144 54,989 59,646 4,657 62520.0000 Public Information 15,221 20,000 20,000 62520.1005 Public Information Advertising - 15,000 15,000 62700.0000 Memberships & Dues - 900 900 62710.0000 Travel - 1,000 1,000 62755.0000 Training - 1,000 1,000 62895.0000 Miscellaneous Expenses 17,064 8,400 8,400 Materials, Supplies & Services 410,363 465,650 475,153 9,503 Total Expenses 1,312,326$ 1,418,636$ 1,476,049$ 57,413$ Employment Services is responsible for the City's centralized recruitment and selection, Equal Employment Opportunity (EEO) program, youth employment programs, and adult employment, including, but not limited to, posting employment opportunities. Additionally, this section includes the Mail Center, which is responsible for sorting and delivering U.S. and inter-City mail, as well as United Parcel Service and FedEx packages.
Continue to enhance the Online Employment Center in an effort to ease use by all applicants.
Further enhance the City's cultural diversity and increase the participation of minorities and women in the workforce.
Provide information and assistance to those individuals seeking employment with the City of Burbank.
OBJECTIVES
Continue to administer the City's various youth employment programs.
Maintain the Department's commitment to customer service.
Assist individuals with the City's online employment application process through training videos and hands-on assistance.
8 Employee Services
001.MS02E
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 7.800 8.800 9.650 0.850 60001.0000 Salaries & Wages 673,441$ 700,121$ 693,387$ (6,734)$ 60012.0000 Fringe Benefits 120,525 154,176 166,511 12,335 60012.1008 Fringe Benefits:Retiree Benefits 231 7,065 7,219 154 60012.1509 Fringe Benefits:Employer Paid PERS 67,489 64,647 56,690 (7,957) 60012.1528 Fringe Benefits:Workers Comp 23,252 24,404 27,065 2,661 60012.1531 Fringe Benefits:PERS UAL 115,836 135,944 156,231 20,287 60015.0000 Wellness Program Reimbursement 293 - - 60027.0000 Payroll Taxes Non-Safety 9,862 10,152 10,054 (98) 60031.0000 Payroll Adjustments 6,092 - - Salaries & Benefits 1,017,105 1,096,509 1,117,157 20,648 62170.0000 Private Contractual Services 5,624$ 10,000$ 10,000$ 62310.0000 Office Supplies, Postage & Printing 1,669 6,250 6,250 62455.0000 Equipment Rental 3,660 7,500 7,500 62485.0000 Fund 535 Communications Rental Rate - - 1,231 1,231 62496.0000 Fund 537 Computer System Rental 23,384 29,912 29,667 (245) 62760.0000 Training:Citywide 35,347 125,000 125,000 62895.0000 Miscellaneous Expenses 100 1,613 1,613 Materials, Supplies & Services 69,784 180,275 181,261 986 Total Expenses 1,086,889$ 1,276,784$ 1,298,418$ 21,634$ Continue to review and revise job specifications for all classifications in the Classification and Compensation Plan.
Continue to review, enhance, and track Citywide training, in order to maintain current levels and expand supervisory/leadership training.
Update the Department's webpage with current classifications, organizational charts, and salary schedule information.
Confidentially assist employees and their immediate families in times of crisis.
Negotiate new insurance contracts, where necessary, for better benefits, rates, and service.
Employee Services is responsible for carrying out City policies in processing employee benefits, processing all personnel changes, maintaining the Classification and Compensation Plan, developing and administering Citywide training programs, supporting Employee Assistance Program services, and ensuring compliance with the Family and Medical Leave Act (FMLA) and the California Family Rights Act (CFRA).
OBJECTIVES
Ensure continued compliance with the Family and Medical Leave Act (FMLA)/California Family Rights Act (CFRA) including accurate tracking and timely notifications.
9 Environmental Health and Safety
001.MS03A
Monitor the City Safety Program for compliance with SB 198 (Injury and Illness Prevention Program).
Manage disposal of hazardous waste generated by City departments and maintain legal documents.
Continue the Citywide facility inspection program to identify and correct workplace hazards.
Conduct, as necessary, ergonomic assessments of office workstations and field operations.
Actively participate in all Department Safety Committee meetings and encourage employee feedback on safety and health concerns.
Maintain the Department's commitment to customer service.
Continue to participate in pre-construction IIPP meetings to address safety concerns before the commencement of any construction project.
Additional funds were budgeted in Medical Services to enhance the Burbank Fire Fighters Wellness Program. The Other Professional Services account was also increased in the amount of $15,000 for noise dosimetry surveys and exposures.
Environmental Health and Safety administers the City's Injury and Illness Prevention Program (IIPP). The Environmental Health and Safety function is responsible for the safety of all City employees and ensures compliance with all federal and state safety regulations to reduce all injuries and illnesses.
OBJECTIVES
Review all accidents for cause and make recommendations for preventing recurrence.
Conduct and coordinate Citywide safety training as required by the California Occupational Safety and Health Administration, or Cal-OSHA.
Administers and manages the Department of Transportation (DOT) Drug and Alcohol Program for all City-employed commercial drivers.
CHANGES FROM PRIOR YEAR
10 Environmental Health and Safety
001.MS03A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 3.500 3.500 3.500
60001.0000 Salaries & Wages 411,797$ 336,514$ 314,889$ (21,625)$ 60006.0000 Overtime - Non-Safety 36 250 250 60012.0000 Fringe Benefits 62,825 66,636 67,382 746 60012.1008 Fringe Benefits:Retiree Benefits 255 3,211 2,871 (340) 60012.1509 Fringe Benefits:Employer Paid PERS 39,711 31,675 26,262 (5,413) 60012.1528 Fringe Benefits:Workers Comp 4,527 5,003 6,151 1,148 60012.1531 Fringe Benefits:PERS UAL 77,309 81,022 92,117 11,095 60027.0000 Payroll Taxes Non-Safety 5,944 4,879 4,566 (313) 60031.0000 Payroll Adjustments 1,949 - - Salaries & Benefits 604,355 529,190 514,487 (14,703) 62085.0000 Other Professional Services -$ 7,000$ 22,000$ 15,000$ 62125.0000 Medical Services 120,443 146,141 246,141 100,000 62210.0000 Drug Testing (DOT) - 14,000 14,000 62300.0000 Special Dept Supplies 1,696 1,700 1,700 62310.0000 Office Supplies, Postage & Printing 1,034 3,647 3,647 62420.0000 Books & Periodicals 438 812 812 62440.0000 Office Equip Maint & Repair - 243 243 62455.0000 Equipment Rental 6,600 9,220 9,220 62475.0000 Fund 532 Vehicle Equip Rental Rate 1,777 1,523 2,648 1,125 62485.0000 Fund 535 Communications Rental Rate 3,686 3,694 3,694 62496.0000 Fund 537 Computer System Rental 31,444 30,152 33,411 3,259 62635.0000 Emergency Preparedness 5,837 9,500 9,500 62700.0000 Memberships & Dues 801 1,715 1,715 62710.0000 Travel - 2,584 2,584 62745.0000 Safety Program 83,223 146,291 146,291 62755.0000 Training 6,379 9,450 9,450 62770.0000 Hazardous Materials Disposal 39,366 36,000 36,000 62895.0000 Miscellaneous Expenses - 2,000 2,000 Materials, Supplies & Services 302,724 425,672 545,056 119,384 Total Expenses 907,078$ 954,862$ 1,059,543$ 104,681$ 11 MANAGEMENT SERVICES
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (M) 1.000 1.000 1.000
ADM ANALYST II (Z) 5.000 5.000 5.000
AST MGT SRVS DIR 1.000 1.000 1.000
AST MGT SRVS DIR-RK MGT&SFTY 0.500 0.500 0.500
DUPLICATING MACHINE OP 1.000 1.000 1.000
ENVIRONMENTAL HEALTH & SFTY CORD 1.000 1.000 1.000
ENVIRONMENTAL HEALTH & SFTY OFCR 1.000 1.000 1.000
EXEC AST 1.000 1.000 1.000
HR MGR 3.000 3.000 3.000
HR SPECIALIST 1.000 1.000 1.000
HR TECH I 4.000 4.000 3.000 -1.000
HR TECH II 1.000 1.000 1.000
INTERMEDIATE CLK 5.000 5.000 5.000
MAIL RM AST 1.450 1.450 1.450
MGT SRVS DIR 1.000 1.000 1.000
OFFSET PRESS OP 1.000 1.000 1.000
SIGN LANG INTERPRETER 0.300 0.300 0.150 -0.150
SR ADM ANALYST (Z) 1.000 1.000 1.000
SUPVG OFFSET PRESS OP 1.000 1.000 1.000
WK TRAINEE I 2.375 2.375 2.950 0.575
YOUTH EMPLOYMT CORD 0.500 0.500 0.500
YOUTH EMPLOYMT JR TEAM LDR 0.644 0.644 0.644
YOUTH EMPLOYMT TEAM LDR 0.808 0.808 0.808
YOUTH SRVS WKR 10.485 10.485 10.485
TOTAL STAFF YEARS 46.062 46.062 45.487 -0.575
12 FINANCIAL SERVICES
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 33.000 33.000 34.000 1.000 Salaries & Benefits 4,819,160$ 4,806,959 $ 5,139,340 $ 332,381$ Materials, Supplies & Services 706,862 817,026 979,173 162,147 TOTAL 5,526,022$ 5,623,985 $ 6,118,513 $ 494,528 $
MISSION STATEMENT
The Financial Services Department is committed to quality and ex cellence, ensuring the financial integrity of the City and its related agencies while providing efficient, courteous service.
ABOUT FINANCIAL SERVICES
The Financial Services Department is responsible for providing quant itative financial information as well as qualitative fiscal management of City funds. This enables the City Council, City departments, and agencies to make informed decisions on the allocation of available resources through the caref ul analysis of revenues and expenditures. The department also maintains a balanced City budget, and provides the City's financial condition and the results of its operations in the fiscal year-end Annual Comprehensive Financial Report.
The department provides a wide range of services inc luding budget, purchasing, accounts receivable and revenue collection, fixed asset management, payroll, accounts pay able, accounting, deferred compensation administration, Public Employees' Retirement System (PERS) reporting, debt management, and internal audit management.
DEPARTMENT SUMMARY
2021-22
$5,623,985 2022-23
$6,118,513
$4,806,959
$5,139,340
$817,026
$979,173
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Administration and Accounting Services Division
001.FN01A
Facilitate debt administration for all bond issues.
Coordinate the City's Internal Audit Program and annual financial audits with our outside Certified Public Accountant (CPA) firm, and issue Special Audit Reports.
Update monthly spendable fund reports and recommend actions as needed.
Ensure all biweekly, quarterly, and annual tax remittances and report filings are completed accurately and timely.
Provide departments with analytical support for special studies such as revenue analysis for proposed new fees and funding sources.
Facilitate the budget process using the Oracle Hyperion Public Sector Planning and Budgeting module.
Issue the June 30, 2022 Annual Comprehensive Financial Report (ACFR) that meets the Government Finance Officers Association (GFOA) award program guidelines for excellence in financial reporting.
The Administration and Accounting Services Division is made up of four sections: Administration, Accounting, Budget, and Revenue. The Administration Section provides support to the operations of all divisions within the Financial Services Department, including the development of long-range financial planning, the coordination of the department’s technology improvements, and other special projects.
The Accounting Section is responsible for the development, implementation, and maintenance of effective financial accounting systems and controls. It is also responsible for the management of the City’s internal audit program, debt management, accounting, and financial reporting. The Section provides for management control over the City's financial operations to present fairly, and with full disclosure on a timely basis, the financial position of the City.
The Budget Section's functions include the preparation, development, and publication of the Annual Adopted Budget and the Capital Improvement Program (CIP) documents. The Budget staff works with all City departments in obtaining revenue estimates, analyzing expenditures, and assisting with budget amendments during the fiscal year. This section also provides reports regarding the financial status of the City during the fiscal year.
The Revenue Section is responsible for managing and forecasting the revenue operations of the City by monitoring the City's major revenues, such as Sales Tax and Property Tax. It is also responsible for the City's billed receivables, including the collection of citywide delinquent accounts.
OBJECTIVES
Prepare, publish, and maintain a balanced Annual Operating and CIP Budget.
Anticipate potential economic impacts from changing conditions, State budget impacts to Burbank, State and Federal legislation to the City, and recommend and/or take measures to mitigate or minimize those impacts.
Work with Information Technology to implement ongoing enhancements for the Enterprise Resource Planning (ERP) system.
Work with other departments to update and maintain a five-year cash flow analysis for Refuse, Sewer, Gas Tax, Parking Authority, Transportation funds, Housing funds, and Internal Service funds.
Coordinate the annual cost allocation plan.
Provide the City Manager and City Council ongoing status reports on the City's financial condition.
Provide initial and ongoing training for all Oracle Financial users.
Complete State Controller's Reports, Street Reports, and Annual Financial Report within applicable deadlines. 2 Administration and Accounting Services Division
001.FN01A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 18.000 18.000 19.000 1.000 60001.0000 Salaries & Wages 1,766,794 $ 1,791,122 $ 2,121,369 $ 330,247 $ 60006.0000 Overtime - Non-Safety 644 8,000 8,000 60012.0000 Fringe Benefits 304,170 326,722 374,495 47,773 60012.1008 Fringe Benefits:Retiree Benefits 762 14,451 14,766 315 60012.1509 Fringe Benefits:Employer Paid PERS 171,676 173,794 176,922 3,128 60012.1528 Fringe Benefits:Workers Comp 33,152 32,525 34,082 1,557 60012.1531 Fringe Benefits:PERS UAL 352,352 314,554 361,473 46,919 60015.0000 Wellness Program Reimbursement 405 - - 60022.0000 Car Allowance 2,607 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 25,402 25,971 30,760 4,789 60031.0000 Payroll Adjustments 12,809 - - Salaries & Benefits 2,670,773 2,691,627 3,126,355 434,728 62085.0000 Other Professional Services 172,700 $ 187,501 $ 381,118 $ 193,617 $ 62170.1001 Temp Staffing 64 - - 62300.0000 Special Dept Supplies 10,207 9,500 10,246 746 62310.0000 Office Supplies, Postage & Printing 9,053 9,405 9,071 (334) 62420.0000 Books & Periodicals 112 500 400 (100) 62440.0000 Office Equip Maint & Repair - 200 231 31 62455.0000 Equipment Rental 6,664 8,700 9,406 706 62485.0000 Fund 535 Communications Rental Rate 26,689 26,705 26,705 62496.0000 Fund 537 Computer System Rental 172,945 223,306 249,012 25,706 62700.0000 Memberships & Dues 1,248 1,588 1,750 162 62710.0000 Travel - 495 2,779 2,284 62755.0000 Training 13,529 21,112 19,308 (1,804) 62895.0000 Miscellaneous Expenses 1,189 1,625 1,518 (107) Materials, Supplies & Services 414,400 490,637 711,544 220,907 Total Expenses 3,085,173 $ 3,182,264 $ 3,837,899 $ 655,635 $ 3 Fiscal Operations Division
001.FN02A
The Fiscal Operations Division is made up of three sect ions; Accounts Payable, Payroll, and Purchasing. Accounts Payable, in coordination with the City Treasurer, is responsible for the issuance of supplier payments, monthly/quarterly reports, and remittance of sales and withholding tax payments. It is als o responsible for filing Employment Development Department (EDD) Independent Contractor Reports, processing annual 1099 and 592 tax forms, and providing audit support to all City Departments.
Payroll is responsible for all City payroll processes to ensur e City employees are paid accurately and timely, assisting City employees with payroll and deferred compensation matters. I n addition, Payroll is responsible for ensuring all payroll deductions are paid to the proper agencies and for reporting payroll information correctly and timely to the Public Employees' Retirement System (PERS). Lastly, Payroll reports wages and taxes on a quarterly basis to the Employment Development Department and the United States Treasury.
Purchasing conducts all competitive bidding for City public improvement projects, maintenance contracts, and capital equipment. It provides centralized control to ensure conform ance with Federal, State, and loc al procurement requirements, incorporated into the Burbank Municipal Code and Administrat ive Procedures, and the issuance of purchase orders and contracts.
OBJECTIVES
Ensure all employee and vendor payments are processed o n time and in compliance with City, State, and Federal requirements.
Develop a process of accounts payable automat ion through an Oracle workflow process.
Issue all employee and vendor tax statements accurately and within applicable deadlines.
Provide ongoing training to all departments on Oracle Time and Labor (OTL).
Provide citywide support for Oracle Employee Self Serv ice access to payslips and W2 forms electronically.
Improve participation in electronic submi ssion of payment requests to advanc e on the goal of a paperless check run.
Increase employee and vendor EFT enrollments to ens ure timely processing of direct deposits.
Enhance inter-departmental communicat ions and customer service through training and department meetings.
Work with IT to implement Accounts Payable and Payr oll enhancements for the Enterprise Resource Planning (ERP) system.
Implement, test, and revise pay codes, as required by negotiated labor contract changes.
Provide ongoing training to all departments on the Oracle Purchasing module.
Support Citywide purchasing needs by assi sting departments in preparing bid spec ifications and requests for proposals as well as negotiating contract terms.
Broadcast Requests for Quote (RFQs) and Requests for Pr oposal (RFPs) on PlanetBids to obtain a broader range of bidders.
Ensure Payee Registration Forms and Check Payment Requests are processed in a timely manner. 4 Fiscal Operations Division
001.FN02A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 15.000 15.000 15.000 60001.0000 Salaries & Wages 1,509,475 $ 1,388,821 $ 1,284,882 $ (103,939) $ 60006.0000 Overtime - Non-Safety 2,220 3,500 3,500 60012.0000 Fringe Benefits 209,552 274,201 269,785 (4,416) 60012.1008 Fringe Benefits:Retiree Benefits 526 12,043 12,305 262 60012.1509 Fringe Benefits:Employer Paid PERS 129,551 133,553 107,159 (26,394) 60012.1528 Fringe Benefits:Workers Comp 21,409 19,804 40,937 21,133 60012.1531 Fringe Benefits:PERS UAL 243,239 263,272 275,786 12,514 60015.0000 Wellness Program Reimbursement 355 - - 60027.0000 Payroll Taxes Non-Safety 19,905 20,138 18,631 (1,507) 60031.0000 Payroll Adjustments 12,153 - - Salaries & Benefits 2,148,387 2,115,332 2,012,985 (102,347) 62085.0000 Other Professional Services 96,489 $ 101,034 $ 21,642 $ (79,392) $ 62220.0000 Insurance 37,385 38,540 52,024 13,484 62300.0000 Special Dept Supplies 6,373 4,578 3,832 (746) 62310.0000 Office Supplies, Postage & Printing 4,070 6,350 6,684 334 62420.0000 Books & Periodicals - 100 200 100 62440.0000 Office Equip Maint & Repair 236 200 169 (31) 62455.0000 Equipment Rental 6,762 9,495 8,789 (706) 62485.0000 Fund 535 Communications Rental Rate 7,935 7,939 7,939 62496.0000 Fund 537 Computer System Rental 120,557 136,395 145,127 8,732 62700.0000 Memberships & Dues 1,717 1,835 2,451 616 62710.0000 Travel 242 456 2,221 1,765 62755.0000 Training 7,756 17,677 15,432 (2,245) 62895.0000 Miscellaneous Expenses 2,940 1,790 1,119 (671) Materials, Supplies & Services 292,462 326,389 267,629 (58,760) Total Expenses 2,440,849 $ 2,441,721 $ 2,280,614 $ (161,107) $ 5 FINANCIAL SERVICES
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
ACCOUNT CLK 3.000 3.000 5.000 2.000
ACCOUNTANT 3.000 3.000 3.000
ACCTG&AUDIT MGR 1.000 1.000 1.000
ADM ANALYST I (Z) 1.000 1.000 1.000
ADM ANALYST II (M) 3.000 3.000 3.000
AST FINANCIAL SRVS DIR 1.000 1.000 1.000
BUDGET MGR 1.000 1.000 1.000
BUYER I 1.000 1.000 1.000
BUYER II 2.000 2.000 1.000 -1.000
DEP FINANCIAL SRVS DIR 1.000 1.000 1.000
EXEC AST 1.000 1.000 1.000
FINANCIAL SRVS DIR 1.000 1.000 1.000
FINANCIAL SYS MGR 1.000 1.000 1.000
INTERMEDIATE CLK 2.000 2.000 2.000
PAYROLL TECH I 1.000 1.000 1.000
PAYROLL TECH II 2.000 2.000 2.000
PRIN ACCOUNTANT 1.000 1.000 1.000
PURCHASING MGR 1.000 1.000 1.000
REVENUE MGR 1.000 1.000 1.000
SR ACCOUNTANT 1.000 1.000 1.000
SR ADM ANALYST (M) 1.000 1.000 1.000
SR ADM ANALYST (Z) 1.000 1.000 1.000
SR BUYER 0.000 0.000 1.000 1.000
SR CLK 1.000 1.000 0.000 -1.000
SUPVG ACCOUNT CLK 1.000 1.000 1.000
TOTAL STAFF YEARS 33.000 33.000 34.000 1.000
6 PARKS and RECREATION
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 168.237 166.887 183.627 16.740 Salaries & Benefits 12,312,201$ 14,367,048$ 16,393,099$ 2,026,051$ Materials, Supplies & Services 10,796,706 12,357,969 12,434,781 76,812 Capital Expenses - - 55,215 55,215 Contributions to Other Funds - - 580,010 580,010 TOTAL 23,108,907$ 26,725,017$ 29,463,105$ 2,738,088$
MISSION STATEMENT
The Parks and Recreation Department strives to be the heart of the community by providing enriching opportunities through dedicated people, beautiful parks, and inspiring programs.
ABOUT PARKS & RECREATION
The Parks and Recreation Department is responsible for providing well-maintained recreational facilities, and programs and activities designed to meet the recreational, cultural, social, and human service needs of the Burbank community. In addition, the Department is responsible for the maintenance and improvements of all municipal grounds and parkway trees, the DeBell Golf Course, as well as the Burbank Animal Shelter. The Department is organized into four divisions: Landscape and Forestry Services; Administration/Business Services; Recreation Services; and Community Services.
DEPARTMENT SUMMARY
OBJECTIVES
In addition to operating and maintaining 42 public parks and facilities, the Department maintains many of the publicly- owned landscaped areas and all parkway trees throughout the City. The Department also provides recreation service programs that include special interest classes; youth and adult sports programs; day camps; after school programs; youth resource programs; environmental and educational nature programs; cultural arts activities, including visual and performing arts; commercial recreation services; volunteer programs for residents of all ages; and year-round special events. Moreover, the Department provides a variety of senior and human service programs. These include a congregate and home-delivered meal program, information and assistance services for all ages, senior recreation activities, programs for the disabled, and advocacy services. The Department also oversees the citywide Program, Activity, and Service Subsidy (PASS) Program, and the Burbank Animal Shelter. The Parks and Recreation Board, Senior Citizen Board, Art in Public Places Committee, Burbank Cultural Arts Commission, and Youth Board, as well as a number of other City Council and Non-Council appointed advisory boards and committees, work in an advisory capacity with Department staff, cooperatively striving to identify and meet the recreational and human service needs of the community.
2021-22
$26,725,017 2022-23
$29,463,105
$14,367,048
$16,393,099
$12,357,969 $12,434,781
$55,215
$580,010
CONTRIBUTION TO OTHER
FUNDS
CAPITAL EXPENSES
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Landscape and Forestry Services Division
Facility Planning and Development Program
001.PR21A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
62170.0000 Private Contractual Services 27,791$ 35,000$ 1,000$ (34,000)$ 62220.0000 Insurance 987,906 1,424,934 863,781 (561,153) 62300.0000 Special Dept Supplies 120 5,000 5,000 62345.0000 Taxes 801 1,000 1,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 89,607 60,967 59,760 (1,207) 62485.0000 Fund 535 Communications Rental Rate 132,740 132,945 134,388 1,443 62496.0000 Fund 537 Computer System Rental 22,771 22,848 18,646 (4,202) Materials, Supplies & Services 1,261,736 1,682,694 1,083,575 (599,119) 85101.0370 Transfers to Fund 370 -$ -$ 504,700$ 504,700$ Contribution to Other Funds - - 504,700 504,700 Total Expenses 1,261,736$ 1,682,694$ 1,588,275$ (94,419)$
CHANGES FROM PRIOR YEAR
Funds in the amount of $504,700 are being contributed to Fund 370 for capital improvement projects that include the McCambridge Ballfield Bleacher Shade Structure, and Phase II of the Burbank Channel Bikeway public art project.
Modernize the irrigation controllers and replace outdated irrigation systems throughout various city-owned parks and open spaces for water conservation and efficiency.
OBJECTIVES
The Facility Planning and Development Program is responsible for assisting and performing project management for the Department's Capital Improvement Program, which includes building/grounds improvement projects at park facilities.
Modernize ballfield lighting at McCambridge fields 1 and 2 with LED to increase safety and cost-effectiveness.
Develop plans and specifications and complete the replacement of playground equipment at Valley and Ovrom Parks, and fitness equipment at Whitnall Highway Park.
2 Landscape and Forestry Services Division
Forestry Services Program
001.PR22A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 17.500 17.500 17.500 60001.0000 Salaries & Wages 505,392$ 1,064,901$ 1,062,120$ (2,781)$ 60006.0000 Overtime - Non-Safety 42,432 36,502 36,502 60012.0000 Fringe Benefits 115,788 282,571 291,956 9,385 60012.1008 Fringe Benefits:Retiree Benefits 278 14,050 14,356 306 60012.1509 Fringe Benefits:Employer Paid PERS 51,270 109,696 88,581 (21,115) 60012.1528 Fringe Benefits:Workers Comp 100,966 56,014 90,767 34,753 60012.1531 Fringe Benefits:PERS UAL 149,760 126,976 114,247 (12,729) 60015.0000 Wellness Program Reimbursement 855 - - 60027.0000 Payroll Taxes Non-Safety 7,745 15,441 15,401 (40) 60031.0000 Payroll Adjustments 5,382 - - Salaries & Benefits 979,867 1,706,151 1,713,930 7,779 62170.0000 Private Contractual Services 92,272$ 105,000$ 105,000$ 62170.1001 Temp Staffing 471,429 - - 62180.0000 Landscape Contractual Services 16,000 16,000 16,000 62300.0000 Special Dept Supplies 17,113 32,350 32,350 62305.0000 Reimbursable Materials - 1,500 1,500 62380.0000 Chemicals 21,246 21,500 21,500 62435.0000 General Equipment Maint & Repair - 500 500 62475.0000 Fund 532 Vehicle Equip Rental Rate 309,439 275,241 301,588 26,347 62496.0000 Fund 537 Computer System Rental 54,916 64,377 66,600 2,223 62700.0000 Memberships & Dues 872 770 770 62895.0000 Miscellaneous Expenses 2,212 - - Materials, Supplies & Services 985,500 517,238 545,808 28,570 Total Expenses 1,965,367$ 2,223,389$ 2,259,738$ 36,349$ Support the City's annual Plant-A-Tree and National Arbor Day events.
The Forestry Services Program is responsible for the planting, maintenance, and removal of trees in parks, parkways, and on public grounds.
Prune 4,000 street trees and trim 8,000 street and park trees.
Oversee the implementation of the 15-year Reforestation Plan on Magnolia Boulevard and Hollywood Way.
Support and implement directives of the Burbank 2035 General Plan.
OBJECTIVES
Oversee the implementation of a block pruning program that will provide for all parkway trees being pruned once every six years.
Continue to work with Burbank Water & Power (BWP) to assist with their "Made in the Shade" program.
Review and implement the adopted Street Tree Master Plan.
Continue to develop strategies to improve the City's overall tree canopy and increase shade tree canopy with a goal of planting up to 100 street trees in residential and commercial parkways. 3 Landscape and Forestry Services Division
Park Landscape Program
001.PR23A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 31.500 31.500 31.500 60001.0000 Salaries & Wages 1,677,012$ 1,810,257$ 1,796,016$ (14,241)$ 60006.0000 Overtime - Non-Safety 31,665 18,050 18,050 60012.0000 Fringe Benefits 365,824 493,078 508,251 15,173 60012.1008 Fringe Benefits:Retiree Benefits 500 25,290 25,841 551 60012.1509 Fringe Benefits:Employer Paid PERS 167,631 187,063 149,788 (37,275) 60012.1528 Fringe Benefits:Workers Comp 191,731 108,682 171,750 63,068 60012.1531 Fringe Benefits:PERS UAL 306,604 344,937 383,161 38,224 60015.0000 Wellness Program Reimbursement 2,163 - - 60027.0000 Payroll Taxes Non-Safety 24,534 26,249 26,042 (207) 60031.0000 Payroll Adjustments 30,037 - - Salaries & Benefits 2,797,700 3,013,606 3,078,899 65,293 62000.0000 Utilities 109,989$ 61,994$ 61,994$ 62170.0000 Private Contractual Services 187,269 178,500 178,500 62225.0000 Custodial Services 105,125 103,500 103,500 62300.0000 Special Dept Supplies 53,293 50,300 50,300 62305.0000 Reimbursable Materials 46 2,000 2,000 62380.0000 Chemicals 22,922 29,500 29,500 62435.0000 General Equipment Maint & Repair 276 300 300 62450.0000 Building Grounds Maint & Repair 10,498 25,000 25,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 312,883 306,156 359,965 53,809 62496.0000 Fund 537 Computer System Rental 94,016 111,381 114,091 2,710 62700.0000 Memberships & Dues 1,045 630 630 62895.0000 Miscellaneous Expenses 408 600 600 Materials, Supplies & Services 897,770 869,861 926,380 56,519 Total Expenses 3,695,471$ 3,883,467$ 4,005,279$ 121,812$ Assist with the administration and evaluation of current and future infrastructure needs.
The Park Landscape Program is responsible for maintaining public park grounds and outdoor sports facilities, park irrigation systems, and all landscaped municipal grounds.
OBJECTIVES
Provide ongoing grounds maintenance for City parks and facilities.
Administer the maintenance of public properties at multiple non-park sites.
Complete implementation of a new cloud-based computer irrigation system in all parks.
Provide ongoing maintenance to park facilities through the Municipal Infrastructure Fund 534.
Implement organic practices in City parks and landscapes through the purchase of products, materials, and supplies. 4 Landscape and Forestry Services Division
Urban Reforestation Program
001.PR26A
EXPENDITURE
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
62365.0000 Urban Reforestation - Measure 1 31,914$ 40,000$ 40,000$ Materials, Supplies & Services 31,914 40,000 40,000 Total Expenses 31,914$ 40,000$ 40,000$ Add butterfly and pollinator gardens throughout the City to improve the urban forest and the environmental health of the City.
The Urban Reforestation Program, in conjunction with the Forestry Services Program, is responsible for parkway tree planting, the expansion of the urban forestry canopy, and restitution.
OBJECTIVES
Continue the Tree Stewardship program to enhance urban forestation within the City. 5 Golf Course
001.PR27A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
62085.0000 Other Professional Services 2,939,150$ 3,194,319$ 3,194,319$ 62470.0000 Fund 533 Office Equip Rental Rate 3,602 3,602 3,602 Materials, Supplies & Services 2,942,752 3,197,921 3,197,921 70023.0532 Capital Contribution:Fund 532 -$ -$ 15,215$ 15,215$ Capital Expenses 15,215 15,215
Total Expenses 2,942,752$ 3,197,921$ 3,213,136$ 15,215$ Improve and maintain the condition of the overall facilities and curb appeal.
Enhance opportunities to increase playability through private events, tournaments, special events, and activities for all members of the community.
CHANGES FROM PRIOR YEAR
Improve the DeBell Golf Course Driving Range, 18 hole and 3-par Golf Course, and Clubhouse.
Funds have been budgeted for the purchase of a Fairway Aerifier for the routine maintenance of the golf course which will strengthen the soil, reduce compaction, and keep the turf healthy and thriving.
The City of Burbank, under the supervision of the Parks and Recreation Department, owns and operates the DeBell Golf Course facility which consists of an 18-hole course, a 9-hole course, 3-par course, a driving range, a pro shop, and a 13,760 square foot clubhouse.
Provide a consistently high-quality golf course and dining experience that delivers value at affordable prices.
OBJECTIVES
Maintain exceptional customer service for golf and dining experiences for the community. 6 Administration
001.PR28A
Provide liaison support to the Burbank Tournament of Roses Association and Burbank on Parade.
Administer the Art in Public Places program.
An additional $5,503 was added to the budget for the BUSD Joint Use Agreement fee charged annually. The department's agreement with Catholic Charities for the management of the Burbank Temporary Skilled Labor Center was also increased by $3,292. Both are contractual obligations.
CHANGES FROM PRIOR YEAR
Coordinate the Residents Inspiring Service and Empowerment (RISE) Program.
Administer the Burbank PASS Program.
The Administration/Business Services Division provides support to the operations of all divisions within the Parks and Recreation Department. Activities conducted within this Division include financial management and budget preparation, clerical support, personnel administration, departmental policies and procedures, departmental marketing, legislative monitoring, coordination of technology improvements, and coordination of special projects. The Division also provides administrative support for the Art in Public Places Committee, Burbank Cultural Arts Commission, Parks and Recreation Board, and Youth Board.
This Division also provides project management support for the Department's Capital Improvement Program, which includes building/grounds improvement projects for park facilities.
Administer and create the Quarterly City Manager's Report which provides updates and highlights on Department activities, projects, and budget.
Administer the Department picnic reservation and film permit programs.
Manage the Joint Use Agreement with the Burbank Unified School District (BUSD).
Administer the commercial permit program.
Coordinate the production and distribution of the Department's quarterly recreation guide.
Oversee Department budget, purchasing, grants, and other financial systems.
Provide administrative leadership, support, and assistance to other divisions and service areas.
Develop and implement new policies and procedures.
OBJECTIVES
Monitor contract compliance for the Department's six revenue-generating contracts/agreements and the Day Laborer Center.
Coordinate departmental activities and special projects.
Review and approve all agenda bills, staff reports, resolutions, ordinances, and agreements for the City Council and Parks and Recreation Board meetings.
Monitor and implement City Council goals, priorities, and objectives. 7 Administration
001.PR28A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 17.900 17.900 17.829 (0.071) 60001.0000 Salaries & Wages 1,414,623$ 1,688,045$ 1,708,612$ 20,567$ 60006.0000 Overtime - Non-Safety 3,125 1,995 1,995 60012.0000 Fringe Benefits 247,002 332,357 343,677 11,320 60012.1008 Fringe Benefits:Retiree Benefits 939 13,568 14,684 1,116 60012.1509 Fringe Benefits:Employer Paid PERS 135,806 149,580 141,304 (8,276) 60012.1528 Fringe Benefits:Workers Comp 58,101 40,929 59,823 18,894 60012.1531 Fringe Benefits:PERS UAL 294,721 300,833 314,983 14,150 60015.0000 Wellness Program Reimbursement 585 - - 60016.1528 Fringe Safety:Workers Comp - - 3,374 3,374 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 19,693 22,940 24,775 1,835 60031.0000 Payroll Adjustments 5,301 - - Salaries & Benefits 2,184,402 2,554,735 2,617,715 62,980 62085.0000 Other Professional Services 1,914$ 20,000$ 20,000$ 62135.0000 Governmental Services 337,634 464,478 482,496 18,018 62170.0000 Private Contractual Services 114,054 105,299 108,592 3,293 62170.1011 Art in Public Places 11,040 20,000 20,000 62300.0000 Special Dept Supplies 26,265 22,770 22,770 62300.1018 Wellness 4,902 27,000 27,000 62305.0000 Reimbursable Materials 276 7,200 7,200 62310.0000 Office Supplies, Postage & Printing 13,697 12,770 12,770 62455.0000 Equipment Rental 34,461 50,863 50,863 62470.0000 Fund 533 Office Equip Rental Rate 29,421 29,421 29,421 62496.0000 Fund 537 Computer System Rental 186,088 245,695 253,217 7,522 62520.0000 Public Information 14,766 40,564 40,564 62655.0000 Burbank On Parade - 22,000 22,000 62700.0000 Memberships & Dues 3,171 1,730 1,730 62710.0000 Travel - 3,500 3,500 62755.0000 Training 7,452 55,654 55,654 62830.0000 Bank Service Charges 44,440 49,680 49,680 62895.0000 Miscellaneous Expenses - 400 400 63050.0000 Non-Capitalized Assets 19 - - Materials, Supplies & Services 829,601 1,179,024 1,207,857 28,833 Total Expenses 3,014,002$ 3,733,759$ 3,825,572$ 91,813$ 8 Recreation Services Division
McCambridge Park Program
001.PR31A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 1.700 1.700 3.950 2.250 60001.0000 Salaries & Wages 136,409$ 116,870$ 198,992$ 82,122$ 60006.0000 Overtime - Non-Safety 1,363 3,003 3,003 60012.0000 Fringe Benefits 40,731 21,504 22,600 1,096 60012.1008 Fringe Benefits:Retiree Benefits 28 1,365 1,395 30 60012.1509 Fringe Benefits:Employer Paid PERS 13,487 11,472 9,219 (2,253) 60012.1528 Fringe Benefits:Workers Comp 1,285 1,066 2,797 1,731 60012.1531 Fringe Benefits:PERS UAL 26,516 33,185 26,635 (6,550) 60015.0000 Wellness Program Reimbursement 101 - - 60027.0000 Payroll Taxes Non-Safety 1,970 1,695 2,885 1,190 60031.0000 Payroll Adjustments 1,088 - - Salaries & Benefits 222,978 190,160 267,526 77,366 62000.0000 Utilities 1,243,830$ 1,305,093$ 1,305,093$ 62165.0000 Special Recreation Contract Services 4,561 117,400 97,400 (20,000) 62220.0000 Insurance 93,388 55,209 69,407 14,198 62300.0000 Special Dept Supplies 2,230 4,577 4,577 62300.1011 Sp Dept Supplies:Military Banner 1,923 2,700 2,700 62305.0000 Reimbursable Materials 982 2,020 2,020 62310.0000 Office Supplies, Postage & Printing 665 1,000 1,000 62485.0000 Fund 535 Communications Rental Rate 39,325 39,359 39,359 62496.0000 Fund 537 Computer System Rental 20,073 20,987 22,765 1,778 62670.0000 WW II Commemoration 3,933 10,000 12,000 2,000 Materials, Supplies & Services 1,410,911 1,558,345 1,556,321 (2,024) Total Expenses 1,633,889$ 1,748,505$ 1,823,847$ 75,342$ The McCambridge Park Program provides a variety of enrichment experiences, including over 150 instructional classes per year, various recreation programs, and drop-in recreational activities for community members of all ages.
Offer on a quarterly basis, a variety of special interest classes and programs for all ages.
Provide liaison support to the Burbank Veterans Committee.
Provide facility accessibility and equipment for a variety of community groups for scheduled activities.
Provide holiday and seasonal special events including the Halloween Carnival.
Coordinate seasonal day camp programs.
Coordinate and maintain the Military Service Recognition Banner Program, Veterans Day Ceremony, and Memorial Day Ceremony.
CHANGES FROM PRIOR YEAR
An additional $2,000 was added to the World War II Commemoration account to cover the cost and replacement of seven display flags at the year-round War Memorial. Each flag is replaced three times a year.
OBJECTIVES
9 Recreation Services Division
Verdugo Park Program
001.PR31B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 3.440 3.440 3.190 (0.250) 60001.0000 Salaries & Wages 218,855$ 198,346$ 187,243$ (11,103)$ 60006.0000 Overtime - Non-Safety 758 3,000 3,000 60012.0000 Fringe Benefits 24,595 31,380 32,117 737 60012.1008 Fringe Benefits:Retiree Benefits 56 2,762 2,822 60 60012.1509 Fringe Benefits:Employer Paid PERS 20,974 14,327 11,257 (3,070) 60012.1528 Fringe Benefits:Workers Comp 2,389 2,145 2,739 594 60012.1531 Fringe Benefits:PERS UAL 51,251 53,039 51,723 (1,316) 60027.0000 Payroll Taxes Non-Safety 3,209 2,876 2,715 (161) 60031.0000 Payroll Adjustments 1,527 - - Salaries & Benefits 323,614 307,875 293,616 (14,259) 62000.0000 Utilities 82,816$ 54,403$ 54,403$ 62135.1013 Govt Svcs:Youth Leadership Program 1,564 6,000 7,000 1,000 62165.0000 Special Recreation Contract Services 58,939 115,750 100,050 (15,700) 62300.0000 Special Dept Supplies 5,584 10,420 10,420 62305.0000 Reimbursable Materials 14,323 12,559 11,559 (1,000) 62310.0000 Office Supplies, Postage & Printing 1,000 1,000 1,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 5,175 4,914 6,455 1,541 62496.0000 Fund 537 Computer System Rental 14,178 15,624 16,739 1,115 62685.0000 Holiday Decorations - City - - - Materials, Supplies & Services 183,580 220,670 207,626 (13,044) Total Expenses 507,194$ 528,545$ 501,242$ (27,303)$ Coordinate youth development programs, including the Youth Leadership Program (YLP) and the Counselor in Training Program (CIT).
OBJECTIVES
Coordinate citywide teen events.
Coordinate and supervise activities at the skate/BMX park facility.
Provide liaison support to the City's Youth Board.
The Verdugo Park Program provides a variety of enrichment experiences, including over 150 instructional classes per year, various recreation programs, and drop-in recreational activities for community members of all ages. Verdugo Park is also the home of a variety of teen programs which include events and various youth development programs. In addition, this program provides oversight and supervision at the Valley Skate/BMX Park.
Offer on a quarterly basis, a variety of special interest classes and programs for all ages.
Provide facility accessibility and equipment for community organizations.
Coordinate seasonal day camp programs conducted on-site. 10 Recreation Services Division
Olive Recreation Center Program
001.PR31C
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 14.139 12.789 13.543 0.754 60001.0000 Salaries & Wages 225,964$ 511,722$ 568,296$ 56,574$ 60006.0000 Overtime - Non-Safety - 924 924 60012.0000 Fringe Benefits 12,530 41,520 59,756 18,236 60012.1008 Fringe Benefits:Retiree Benefits 225 11,352 10,491 (861) 60012.1509 Fringe Benefits:Employer Paid PERS 16,256 17,350 18,744 1,394 60012.1528 Fringe Benefits:Workers Comp 4,518 3,019 8,037 5,018 60012.1531 Fringe Benefits:PERS UAL 27,008 29,568 33,315 3,747 60015.0000 Wellness Program Reimbursement 34 - - 60027.0000 Payroll Taxes Non-Safety 3,419 7,420 8,240 820 60031.0000 Payroll Adjustments 3,942 - - Salaries & Benefits 293,896 622,875 707,803 84,928 62000.0000 Utilities 11,390$ 6,579$ 6,579$ 62165.0000 Special Recreation Contract Services 160,007 177,028 247,228 70,200 62300.0000 Special Dept Supplies 7,265 6,700 15,700 9,000 62305.0000 Reimbursable Materials - 50 50 62310.0000 Office Supplies, Postage & Printing 337 1,700 1,700 62485.0000 Fund 535 Communications Rental Rate 1,229 1,231 1,231 62496.0000 Fund 537 Computer System Rental 100,571 113,078 108,214 (4,864) Materials, Supplies & Services 280,800 306,366 380,702 74,336 Total Expenses 574,696$ 929,241$ 1,088,505$ 159,264$
OBJECTIVES
Provide facility access and equipment for drop-in recreational activities.
Provide support for the department's online registration program used for classes, active camps, and special event registration.
The Olive Recreation Center Program serves as the hub to coordinate all computerized registration for citywide instructional classes, Facility Attendant operational support, and evening park gate closure staffing. This program is responsible for coordinating recreation programs, special events, and drop-in recreational activities for citizens of all ages, and serves as a liaison to coordinate building maintenance and custodial services at all recreation facilities.
Monitor the use of facilities and facility permits.
Coordinate and provide a variety of quarterly special interest classes for the public at eight recreation facilities, and off-site locations.
Administer and provide support for department special interest contract classes.
Coordinate the Spring Fling event.
Coordinate the evening park gate closures.
Provide facility attendant support to recreation centers.
CHANGES FROM PRIOR YEAR
In the FY 2022-23, 14 Locker Room Attendant positions were upgraded to five (5) Facility Attendant II positions for increased work flexibility.
Funds in the amount of $50,000 have been added to the recreation and contract services account to offset the financial subsidy provided to lower-income residents through the Burbank Program, Activity, and Service Subsidy (PASS) program. This increase is entirely offset by fees for various City services.
11 Community Services Division
Starlight Bowl
001.PR31D
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 1.700 1.700 1.700
60001.0000 Salaries & Wages 135,650$ 130,407$ 130,477$ 70$ 60006.0000 Overtime - Non-Safety 272 - - 60012.0000 Fringe Benefits 29,889 23,326 24,029 703
60012.1008 Fringe Benefits:Retiree Benefits 61 1,365 1,395 30 60012.1509 Fringe Benefits:Employer Paid PERS 11,965 11,918 9,925 (1,993) 60012.1528 Fringe Benefits:Workers Comp 1,573 1,426 2,199 773 60012.1531 Fringe Benefits:PERS UAL 28,542 27,243 32,316 5,073 60015.0000 Wellness Program Reimbursement 68 - - 60027.0000 Payroll Taxes Non-Safety 1,977 1,891 1,892 1 60031.0000 Payroll Adjustments 985 - - Salaries & Benefits 210,981 197,576 202,232 4,656
62085.0000 Other Professional Services 8,853$ 124,684$ 124,684$ 62170.0000 Private Contractual Services 16,650 89,727 89,727 62300.0000 Special Dept Supplies 12,479 29,291 29,291
62300.1000 Special Dept Supplies:Fire Fighting 132 - - 62496.0000 Fund 537 Computer System Rental 7,812 8,443 8,020 (423) 62700.0000 Memberships & Dues - 750 750 62895.0000 Miscellaneous Expenses 135 4,000 4,000
Materials, Supplies & Services 46,061 256,895 256,472 (423) Total Expenses 257,041$ 454,471$ 458,704$ 4,233$ The Starlight Bowl Program coordinates and provides a summer season of community-based programming at the Starlight Bowl outdoor amphitheater. This program is supported by Starlight Bowl ticket sales, parking revenue, a sponsorship program, private rentals, and an annual General Fund contribution.
Provide six community-based, summer concerts for approximately 14,000 concert-goers, including an aerial fireworks display on the Fourth of July.
Implement an effective comprehensive marketing strategy for the Starlight Bowl as a City revenue-based venture.
OBJECTIVES
Enhance the use of the facility through creative partnerships, such as private rentals.
Facilitate and develop a plan to address the amphitheater's infrastructure needs over the next 10 years.
Continue to work with the Burbank Recycle Center to become a Zero Waste venue.
Facilitate and oversee alternative uses at the amphitheater.
Continue the Corporate Sponsorship Program.
Enhance the Starlight Bowl website and online ticket sales. 12 Recreation Services Division
Stough Canyon Nature Center
001.PR31E
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 3.318 3.318 3.318
60001.0000 Salaries & Wages 130,682$ 193,011$ 180,098$ (12,913)$ 60006.0000 Overtime - Non-Safety 1,117 1,500 1,500 60012.0000 Fringe Benefits 13,855 37,105 37,768 663 60012.1008 Fringe Benefits:Retiree Benefits 52 2,664 2,722 58 60012.1509 Fringe Benefits:Employer Paid PERS 12,914 18,226 13,425 (4,801) 60012.1528 Fringe Benefits:Workers Comp 2,390 2,170 3,206 1,036 60012.1531 Fringe Benefits:PERS UAL 27,864 26,144 36,611 10,467 60015.0000 Wellness Program Reimbursement 68 - - 60027.0000 Payroll Taxes Non-Safety 1,965 2,799 2,611 (188) 60031.0000 Payroll Adjustments 947 - - Salaries & Benefits 191,854 283,619 277,942 (5,677) 62000.0000 Utilities 17,509$ 22,015$ 22,015$ 62085.0000 Other Professional Services 250 600 600 62165.0000 Special Recreation Contract Services - 18,500 13,000 (5,500) 62300.0000 Special Dept Supplies 4,862 8,867 8,867 62305.0000 Reimbursable Materials 2,588 3,900 3,900 62310.0000 Office Supplies, Postage & Printing 628 1,000 1,000 62496.0000 Fund 537 Computer System Rental 13,044 14,571 17,254 2,683 62685.0000 Holiday Decorations - City 1,881 1,900 1,400 (500) Materials, Supplies & Services 40,762 71,353 68,036 (3,317) Total Expenses 232,616$ 354,972$ 345,978$ (8,994)$
OBJECTIVES
Provide an active adult docent program and junior docent program.
The Stough Canyon Nature Center, nestled in the Verdugo Mountains, provides the public with a convenient way to enjoy an oasis of natural habitat and beautiful surroundings. The Nature Center offers a variety of opportunities for the public to learn more about the wildlife, flora, fauna, and habitat in this area of Los Angeles County through planned activities, exhibits, and nature hikes. Partial funding is provided by maintenance and servicing agreement with the Los Angeles County - Regional Park and Open Space District.
Enhance use of the facility through private rentals and the Go Party! Program.
Coordinate the Haunted Adventure Halloween event.
Conduct seasonal half-day nature camps for youth.
Provide program opportunities and classes for the public including special events and themed hikes.
Coordinate educational program opportunities for groups such as schools, homeschool programs, outside camps, and scout groups.
13 Recreation Services Division
Youth Resource Programs
001.PR31F
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
62135.1002 Govt Svcs:Counseling 245,000$ -$ -$ 62135.1010 Govt Svcs:Middle School Drop-In 25,000 - - 62496.0000 Fund 537 Computer System Rental 3,354 3,053 3,787 734 62895.0000 Miscellaneous Expenses - 829 829 62970.0000 Holding - 270,000 270,000 Materials, Supplies & Services 273,354 273,882 274,616 734 Total Expenses 273,354$ 273,882$ 274,616$ 734$ Provide administrative support for BGC to provide a middle-school afterschool program.
Provide administrative support for FSA to provide youth counseling services throughout the Burbank Unified School District (BUSD).
OBJECTIVES
The Youth Resource Program oversees contracts/agreements with the Family Service Agency (FSA) and Boys and Girls Club (BGC) to provide youth development and enrichment opportunities. 14 Recreation Services Division
Ovrom Park Program
001.PR31H
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 2.850 2.850 2.850
60001.0000 Salaries & Wages 154,865$ 164,948$ 158,116$ (6,832)$ 60006.0000 Overtime - Non-Safety 831 1,500 1,500 60012.0000 Fringe Benefits 24,473 28,045 28,671 626 60012.1008 Fringe Benefits:Retiree Benefits 45 2,288 2,338 50 60012.1509 Fringe Benefits:Employer Paid PERS 15,762 13,390 10,103 (3,287) 60012.1528 Fringe Benefits:Workers Comp 2,395 2,289 3,150 861 60012.1531 Fringe Benefits:PERS UAL 18,242 30,022 31,701 1,679 60015.0000 Wellness Program Reimbursement 68 - - 60027.0000 Payroll Taxes Non-Safety 2,283 2,392 2,293 (99) 60031.0000 Payroll Adjustments 2,214 - - Salaries & Benefits 221,179 244,874 237,872 (7,002) 62000.0000 Utilities 35,848$ 32,071$ 32,071$ 62165.0000 Special Recreation Contract Services 11,288 70,750 70,750 62300.0000 Special Dept Supplies 3,819 8,000 8,000 62305.0000 Reimbursable Materials 564 1,000 1,000 62310.0000 Office Supplies, Postage & Printing 1,089 1,800 1,800 62496.0000 Fund 537 Computer System Rental 15,104 16,159 18,322 2,163 62685.0000 Holiday Decorations - City 33 1,500 2,000 500 Materials, Supplies & Services 67,744 131,280 133,943 2,663 Total Expenses 288,923$ 376,154$ 371,815$ (4,339)$
OBJECTIVES
The Ovrom Park Program provides recreation programs, instructional classes, summer camps, and drop-in recreational activities for citizens of all ages.
Provide facility accessibility and equipment for community organizations.
Offer on a quarterly basis, a variety of special interest classes and programs for all ages.
Coordinate the after-school programs offered at the various park and elementary school sites throughout the City.
Provide drop-in activities for children during school breaks.
Monitor the use of the facility by permit users.
Coordinate the summer day camps for children ages 5-14 years during the summer.
Coordinate the Seasonal Breakfast with Santa special event. 15 Recreation Services Division
Daycamp and Afterschool Program
001.PR32A
Provide a comprehensive program of day camp activities, including games, sports, aquatics, and excursions. Provide day camp extended care before and after regular operating hours to better serve working parents.
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 21.735 21.735 21.485 (0.250) 60001.0000 Salaries & Wages 759,227$ 902,571$ 898,818$ (3,753)$ 60006.0000 Overtime - Non-Safety 1,857 12,192 12,192 60012.0000 Fringe Benefits 74,146 73,598 74,221 623 60012.1008 Fringe Benefits:Retiree Benefits 344 17,450 17,830 380 60012.1509 Fringe Benefits:Employer Paid PERS 51,422 38,499 29,868 (8,631) 60012.1528 Fringe Benefits:Workers Comp 23,066 26,933 30,461 3,528 60012.1531 Fringe Benefits:PERS UAL 101,876 104,332 108,214 3,882 60015.0000 Wellness Program Reimbursement 135 - - 60027.0000 Payroll Taxes Non-Safety 10,966 13,087 13,033 (54) 60031.0000 Payroll Adjustments 6,031 - - Salaries & Benefits 1,029,069 1,188,662 1,184,637 (4,025) 62165.0000 Special Recreation Contract Services 5,157$ 45,898$ 45,898$ 62170.0000 Private Contractual Services 27,470 30,451 30,451 62300.0000 Special Dept Supplies 32,797 43,600 43,600 62305.0000 Reimbursable Materials 39,903 40,004 40,004 62310.0000 Office Supplies, Postage & Printing 917 3,250 3,250 62475.0000 Fund 532 Vehicle Equip Rental Rate 6,085 5,997 10,051 4,054 62496.0000 Fund 537 Computer System Rental 63,002 75,355 75,364 9 62700.0000 Memberships & Dues 750 1,000 1,000 62895.0000 Miscellaneous Expenses 10 2,000 2,000 Materials, Supplies & Services 176,091 247,555 251,618 4,063 Total Expenses 1,205,160$ 1,436,217$ 1,436,255$ 38$ Provide a separate day camp program designed specifically for youth ages 11 to 14, to include a variety of activities, excursions, and special events.
Provide after-school programming for eight elementary schools.
OBJECTIVES
Coordinate and oversee after-school care for kindergarteners through Kinder Club.
The Summer Daycamp and Afterschool Program provides day camps during the summer, winter, and spring breaks, and the Afterschool Daze Program during the school year. The Afterschool Daze Program and Kinder Club Program service eight Burbank Unified elementary schools with a total of 10 programs. The program offers a structured, enriching, and safe environment for over 500 elementary-age children during after-school hours. Summer day camps are offered for children ages 5-14 and provide an opportunity for children to experience and enjoy a variety of fun and exciting summer activities. 16 Recreation Services Division
Organized Sports Program
001.PR32B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 10.379 10.379 11.781 1.402 60001.0000 Salaries & Wages 663,274$ 638,983$ 714,233$ 75,250$ 60006.0000 Overtime - Non-Safety 849 7,854 7,854 60012.0000 Fringe Benefits 114,202 87,909 91,058 3,149 60012.1008 Fringe Benefits:Retiree Benefits 213 8,333 8,514 181 60012.1509 Fringe Benefits:Employer Paid PERS 59,152 40,165 33,339 (6,826) 60012.1528 Fringe Benefits:Workers Comp 8,561 7,620 12,156 4,536 60012.1531 Fringe Benefits:PERS UAL 85,847 100,164 128,026 27,862 60015.0000 Wellness Program Reimbursement 226 - - 60027.0000 Payroll Taxes Non-Safety 9,941 9,265 10,356 1,091 60031.0000 Payroll Adjustments 23,014 - - Salaries & Benefits 965,279 900,293 1,005,535 105,242 62085.0000 Other Professional Services 2,627$ 11,000$ 11,000$ 62165.0000 Special Recreation Contract Services 226,279 422,700 388,709 (33,991) 62300.0000 Special Dept Supplies 5,019 6,285 6,285 62305.0000 Reimbursable Materials 511 2,250 2,250 62310.0000 Office Supplies, Postage & Printing 5,777 6,200 6,200 62475.0000 Fund 532 Vehicle Equip Rental Rate 17,728 18,625 20,870 2,245 62496.0000 Fund 537 Computer System Rental 43,317 49,345 53,609 4,264 Materials, Supplies & Services 301,259 516,405 488,923 (27,482) Total Expenses 1,266,538$ 1,416,698$ 1,494,458$ 77,760$
OBJECTIVES
The Organized Sports Program provides youth and adult sports programs, including volleyball, basketball, track and field, softball, baseball, pickleball, cross country, and flag football. This section also trains game officials and scorekeepers and provides seasonal instructional leagues, sports camps, and several major citywide special events.
Provide liaison and program support for the Burbank Athletic Federation (BAF).
Offer year-round organized sports leagues for adults.
In coordination with the BAF, provide liaison staff and program support for the Burbank Athletics Walk of Fame.
Organize broad year-round sports programs and leagues for youth.
Recruit, instruct, and certify game officials and scorekeepers for the City's organized sports leagues.
Develop and conduct training for volunteer coaches working with youth teams.
Coordinate special events for participants in youth sports programs (Burbank Dodger, Clippers, and Kings Day; Civitan Jamboree Day).
17 Recreation Services Division
Aquatics Program
001.PR32C
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 16.360 16.360 14.870 (1.490)
60001.0000 Salaries & Wages 623,342$ 652,816$ 641,669$ (11,147)$ 60006.0000 Overtime - Non-Safety 1,573 1,386 9,386 8,000 60012.0000 Fringe Benefits 61,990 67,848 69,255 1,407 60012.1008 Fringe Benefits:Retiree Benefits 307 13,135 13,421 286 60012.1509 Fringe Benefits:Employer Paid PERS 35,861 26,284 22,492 (3,792) 60012.1528 Fringe Benefits:Workers Comp 5,423 3,852 7,893 4,041 60012.1531 Fringe Benefits:PERS UAL 84,474 86,909 75,784 (11,125) 60015.0000 Wellness Program Reimbursement 10 - - 60027.0000 Payroll Taxes Non-Safety 9,810 9,466 9,304 (162) 60031.0000 Payroll Adjustments 17,499 - - Salaries & Benefits 840,290 861,696 849,204 (12,492) 62165.0000 Special Recreation Contract Services 24,497$ 21,000$ 36,000$ 15,000$ 62170.0000 Private Contractual Services 14,947 28,000 10,000 (18,000) 62300.0000 Special Dept Supplies 22,047 22,800 29,800 7,000 62305.0000 Reimbursable Materials 470 1,980 1,980 62310.0000 Office Supplies, Postage & Printing 2,338 2,390 2,390 62496.0000 Fund 537 Computer System Rental 55,466 63,601 68,094 4,493 Materials, Supplies & Services 119,765 139,771 148,264 8,493 Total Expenses 960,056$ 1,001,467$ 997,468$ (3,999)$
CHANGES FROM PRIOR YEAR
In the FY 2022-23, 14 Locker Room Attendant positions were upgraded to five (5) Facility Attendant II positions for increased work flexibility. Staff from this cost center was moved to the Olive Recreation Center Program to reflect the department's operations.
Provide pool party rental opportunities through the Go! Party Program during the spring, summer, and fall seasons.
The Aquatics Program provides a comprehensive aquatic program for participants of all ages at the McCambridge Park 50- meter pool (seasonal) and the Verdugo Aquatic Facility 50-meter and activity pool (year round).
OBJECTIVES
Conduct various special events for aquatic patrons including Polar Plunge, Recycled Boat Regatta, Dive-in-Movie, Rock-a- Hula, Family Night, and Floating Pumpkin Patch.
Organize and oversee American Red Cross training programs for lifeguarding and water safety instruction.
Provide American Red Cross Learn-to-Swim lessons and aquatics fitness programs for all ages.
Coordinate and provide programming for lap swim, master swim team, youth water polo, and youth swim teams. 18 Community Services Division
Cultural Services Program
001.PR32D
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 4.260 4.260 4.260
60001.0000 Salaries & Wages 242,696$ 274,813$ 274,937$ 124$ 60006.0000 Overtime - Non-Safety 272 1,386 1,386 60012.0000 Fringe Benefits 51,627 52,292 53,424 1,132 60012.1008 Fringe Benefits:Retiree Benefits 101 3,420 3,495 75 60012.1509 Fringe Benefits:Employer Paid PERS 24,765 25,096 20,476 (4,620) 60012.1528 Fringe Benefits:Workers Comp 3,220 2,844 4,516 1,672 60012.1531 Fringe Benefits:PERS UAL 49,043 45,428 51,991 6,563 60015.0000 Wellness Program Reimbursement 68 - - 60027.0000 Payroll Taxes Non-Safety 3,452 3,985 3,987 2 60031.0000 Payroll Adjustments 1,874 - - Salaries & Benefits 377,118 409,264 414,212 4,948 62085.0000 Other Professional Services 1,813$ 2,850$ 2,850$ 62165.0000 Special Recreation Contract Services 26,088 70,120 70,120 62300.0000 Special Dept Supplies 10,006 10,854 10,854 62300.1014 Sp Dept Supplies:Cultural Arts Items 17,143 15,000 17,000 2,000 62305.0000 Reimbursable Materials 11,166 11,000 11,000 62310.0000 Office Supplies, Postage & Printing 2,536 3,000 3,000 62435.0000 General Equipment Maint & Repair - 2,693 2,693 62496.0000 Fund 537 Computer System Rental 18,995 20,937 23,088 2,151 62660.0000 Performing Arts Grant Program - 50,000 50,000 62700.0000 Memberships & Dues 465 - - 62895.0000 Miscellaneous Expenses - 658 658 Materials, Supplies & Services 88,212 187,112 191,263 4,151 Total Expenses 465,331$ 596,376$ 605,475$ 9,099$ Coordinate with the Fine Arts Federation to provide a membership show and the Holiday Boutique.
Coordinate and conduct at least ten gallery shows each year at the Betsy Lueke Creative Arts Center Gallery.
OBJECTIVES
Non-recurring, Art in Public Places restrictive funds in the amount of $12,000 have been added to the special departmental supplies account to pay for Phase 6 of the Burbank Arts Utility Box Beautification Program that will commission artists to paint a total of twelve new utility boxes. Since its inception, a total of 48 utility boxes have been painted.
CHANGES FROM PRIOR YEAR
Coordinate the Art Experiences day camp for children ages 5 ½-11 years during the summer.
Provide liaison support to the Burbank Cultural Arts Commission and other arts organizations.
Offer quarterly visual and performing art classes for youth and adults.
The Cultural Services Program provides a variety of performing and visual arts programs, exhibits, instructional classes, workshops, and special events to the Burbank community.
Maintain and update content on the Burbank Arts website.
Coordinate the annual Youth Art Expo with the Burbank Unified School District. 19 Community Services Division
Commercial and Special Events Program
001.PR32E
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 0.050 0.050 0.050
60001.0000 Salaries & Wages 5,874$ 5,851$ 5,930$ 79$ 60006.0000 Overtime - Non-Safety - 2,185 2,185 60012.0000 Fringe Benefits 1,207 993 1,019 26 60012.1008 Fringe Benefits:Retiree Benefits 5 40 41 1 60012.1509 Fringe Benefits:Employer Paid PERS 563 541 495 (46) 60012.1528 Fringe Benefits:Workers Comp 54 35 73 38 60012.1531 Fringe Benefits:PERS UAL 1,658 957 939 (18) 60027.0000 Payroll Taxes Non-Safety 83 85 86 1 Salaries & Benefits 9,444 10,687 10,767 80 62165.0000 Special Recreation Contract Services -$ 3,300$ -$ (3,300)$ 62300.0000 Special Dept Supplies - 10,216 16,516 6,300 62305.0000 Reimbursable Materials - 2,135 2,135 62496.0000 Fund 537 Computer System Rental 11,850 11,051 14,528 3,477 62680.0000 Independence Day Celebration - 27,500 33,500 6,000 62685.0000 Holiday Decorations - City 1,620 6,848 6,848 62895.0000 Miscellaneous Expenses - 1,000 1,000 Materials, Supplies & Services 13,470 62,050 74,527 12,477 Total Expenses 22,913$ 72,737$ 85,294$ 12,557$ Additional funds in the amount of $6,000 were budgeted in the Independence Day Celebration account. The Special Department Supplies account was also increased by $3,000 for the annual Mayor's Tree Lighting ceremony.
The Commercial and Special Events Program coordinates, provides, and facilitates various citywide events with a variety of civic groups and organizations.
OBJECTIVES
Coordinate and conduct holiday and seasonal special events, including the annual Fourth of July celebration at the Starlight Bowl and Mayor's Tree Lighting Ceremony.
CHANGES FROM PRIOR YEAR
20 Recreation Services Division
Athletic Leagues
001.PR32F
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
62085.0000 Other Professional Services 1,656$ 17,500$ 17,500$ 62300.0000 Special Dept Supplies 66,420 47,600 47,600 62305.0000 Reimbursable Materials 57,344 92,600 92,600 62450.0000 Building Grounds Maint & Repair 11,601 10,000 10,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 6,346 6,317 9,482 3,165 62496.0000 Fund 537 Computer System Rental 5,371 4,978 5,774 796 62700.0000 Memberships & Dues 955 800 800 Materials, Supplies & Services 149,693 179,795 183,756 3,961 85101.0370 Transfers to Fund 370 -$ -$ 75,310$ 75,310 Contributions to Other Funds - - 75,310 75,310 Total Expenses 149,693$ 179,795$ 259,066$ 79,271$ The Athletic Leagues program provides the operational and resource support for the delivery of year-round youth and adult athletic leagues conducted at a variety of City athletic facilities.
OBJECTIVES
Establish and support a code of conduct for participants, coaches, managers, officials, and spectators to ensure good sportsmanship.
Provide support and assurance that each league is conducted in a safe and organized manner.
Ensure that the majority of needed resources for league operations are collected through Athletic League Fees.
Provide oversight of all sports facilities.
Provide for awards, schedules, supplies, registration fees, uniforms, game forfeitures, and program improvements.
In coordination with the Burbank Athletic Federation, establish procedures and administer required discipline for game infractions.
CHANGES FROM PRIOR YEAR
A contribution to the General City Capital Projects Fund (Fund 370) in the amount of $75,310 is budgeted for the modernization of the ballfield lighting at McCambridge Park. 21 Community Services Division
Provide approximately 750 volunteers to around 40 volunteer stations, delivering 130,000 hours of service annually.
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 1.500 1.500 1.500
60001.0000 Salaries & Wages 58,193$ 77,308$ 79,524$ 2,216$ 60006.0000 Overtime - Non-Safety - 177 177 60012.0000 Fringe Benefits 9,867 21,768 22,352 584 60012.1008 Fringe Benefits:Retiree Benefits 24 1,204 1,231 27 60012.1509 Fringe Benefits:Employer Paid PERS 6,194 8,025 6,632 (1,393) 60012.1528 Fringe Benefits:Workers Comp 1,361 1,396 1,916 520 60012.1531 Fringe Benefits:PERS UAL 16,267 11,530 14,996 3,466 60027.0000 Payroll Taxes Non-Safety 827 1,121 1,153 32 60031.0000 Payroll Adjustments 970 - - Salaries & Benefits 93,703 122,529 127,980 5,451 62085.0000 Other Professional Services 3,534$ 12,000$ 18,500$ 6,500$ 62170.0000 Private Contractual Services - 1,000 1,000 62220.0000 Insurance 30,608 31,566 43,978 12,412 62300.0000 Special Dept Supplies 3,772 7,970 7,970 62310.0000 Office Supplies, Postage & Printing - 2,907 2,907 62485.0000 Fund 535 Communications Rental Rate 25,246 25,262 25,262 62496.0000 Fund 537 Computer System Rental 5,802 6,415 6,758 343 Materials, Supplies & Services 68,961 87,120 106,375 19,255 Total Expenses 162,664$ 209,649$ 234,355$ 24,706$ Burbank Volunteer Programs
001.PR41A
OBJECTIVES
Recruit, screen, and place prospective individuals of all ages to become volunteers.
Coordinate the annual Burbank Volunteer Program Recognition and Fair.
Recruit station supervisors to assist in the training of volunteers.
Provide instructional meetings for volunteers.
Coordinate the publication of the volunteer newsletter, which is distributed to over 800 volunteers four times per year.
Recruit volunteer stations where volunteers can be assigned.
The Burbank Volunteer Program (BVP) provides the personnel necessary to recruit, interview, screen and refer volunteers in needed areas and programs throughout the City. This program benefits the community, in particular, the community member participants who "get involved," utilizing their individual abilities to provide service throughout the community.
CHANGES FROM PRIOR YEAR
One-time funds in the amount of $6,500 were budgeted in the Other Professional Services account to help the Burbank Volunteer Program (BVP) pay for the bi-annual nationwide background screenings coming from the influx of volunteers from the Burbank Animal Shelter's (BAS) transition to the Parks and Recreation Department.
Coordinate Phone Pals a volunteer telephone companionship program.
Administer Project Hope to pair Burbank residents 55+ with a volunteer to assist with errands, grocery shopping, and companionship.
Administer a National Background screening for volunteers. 22 Community Services Division
Supplemental Nutrition Program
001.PR42A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
62300.0000 Special Dept Supplies 404,621$ 308,084$ 308,084$ 62310.0000 Office Supplies, Postage & Printing 805 1,000 1,000 62435.0000 General Equipment Maint & Repair 1,976 5,467 5,467 62475.0000 Fund 532 Vehicle Equip Rental Rate 25,304 19,206 18,928 (278) 62496.0000 Fund 537 Computer System Rental 44,855 56,034 5,647 (50,387) 62700.0000 Memberships & Dues - 160 160 62895.0000 Miscellaneous Expenses 1,857 1,085 1,085 Materials, Supplies & Services 479,419 391,036 340,371 (50,665) Total Expenses 479,419$ 391,036$ 340,371$ (50,665)$ Provide nutritionally well-balanced meals that meet the nutritional requirements of the Federal Older American Act and provides at least one-third of the USDA requirements for adults 60 years of age and over.
Provide liaison support to the Burbank Nutrition Advisory Group.
Coordinate a holiday meal program that provides home-delivered Thanksgiving and Christmas dinners for homebound seniors.
The Supplemental Nutrition Services Program is partially funded by a grant from the Los Angeles Area Agency on Aging to provide congregate and home-delivered meal programs in Burbank. The Congregate Meal Program provides nutritious, balanced meals in a safe, friendly, and supportive group setting, in conjunction with a variety of community-based services that maximize the seniors' independence and quality of life. The Home Delivered Meal Program assists frail and disabled homebound adults 60 years of age and older so they may live healthy, dignified lives, and remain independent and self- sufficient in their own homes as long as possible. Meals are prepared in the central kitchen five days per week at McCambridge Recreation Center and are distributed to the Joslyn Adult Center and the Tuttle Adult Center congregate sites, as well as home-delivery recipients.
OBJECTIVES
Provide 70,000 congregate and home-delivered meals to seniors age 60+.
Provide recreational opportunities and special events in conjunction with the congregate meal program.
Provide annual recognition events to volunteers who help serve the congregate meals and deliver the home-delivered meals.
23 Community Services Division
Congregate Meals
001.PR42B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 8.488 8.488 8.435 (0.052)
60001.0000 Salaries & Wages 345,386$ 474,901$ 487,901$ 13,000$ 60006.0000 Overtime - Non-Safety 96 766 766 60012.0000 Fringe Benefits 72,382 99,874 102,232 2,358 60012.1008 Fringe Benefits:Retiree Benefits 136 6,814 6,963 149 60012.1509 Fringe Benefits:Employer Paid PERS 33,104 46,429 38,582 (7,847) 60012.1528 Fringe Benefits:Workers Comp 25,680 16,361 25,225 8,864 60012.1531 Fringe Benefits:PERS UAL 73,580 91,040 81,060 (9,980) 60015.0000 Wellness Program Reimbursement 464 - - 60027.0000 Payroll Taxes Non-Safety 4,975 6,886 7,075 189 60031.0000 Payroll Adjustments 3,220 - - Salaries & Benefits 559,024 743,071 749,804 6,733 Total Expenses 559,024$ 743,071$ 749,804$ 6,733$
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years
60001.0000 Salaries & Wages 339,788$ 340,416$ 297,061$ (43,355)$ 60006.0000 Overtime - Non-Safety 94 - - 60012.0000 Fringe Benefits 71,209 86,148 79,931 (6,217) 60012.1008 Fringe Benefits:Retiree Benefits 100 5,096 5,207 111 60012.1509 Fringe Benefits:Employer Paid PERS 32,568 34,085 23,963 (10,122) 60012.1528 Fringe Benefits:Workers Comp 24,979 15,598 23,396 7,798 60012.1531 Fringe Benefits:PERS UAL 54,540 63,572 72,510 8,938 60015.0000 Wellness Program Reimbursement 456 - - 60027.0000 Payroll Taxes Non-Safety 4,894 4,936 4,307 (629) 60031.0000 Payroll Adjustments 3,168 - - Salaries & Benefits 531,797 549,851 506,375 (43,476) Total Expenses 531,797$ 549,851$ 506,375$ (43,476)$ Home Delivery
001.PR42C
24 Community Services Division
Information and Assistance Program
001.PR43A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
62300.0000 Special Dept Supplies -$ 1,028$ 1,028$ 62310.0000 Office Supplies, Postage & Printing - 300 300 62496.0000 Fund 537 Computer System Rental 1,555 1,334 1,792 458 62895.0000 Miscellaneous Expenses - 150 150 Materials, Supplies & Services 1,555 2,812 3,270 458 Total Expenses 1,555$ 2,812$ 3,270$ 458$ Host programs for service agencies that provide medical, legal counseling, visual, and Medicare assistance.
Train and supervise volunteers who provide referral services to our community.
OBJECTIVES
The Information and Assistance Program provides the critical services of collecting, assisting, and disseminating information about senior adult services and directs callers to an agency or organization that can extend the assistance necessary to resolve the client's issues or need. In some cases, staff works directly with supportive service agencies to ensure that needy clients receive proper attention. The telephone reassurance and friendly visitation programs provide outreach services to homebound individuals who need social interaction. This program also provides some supportive services. Clients are often referred through various City departments such as Police, Fire, Public Works, and Burbank Water and Power.
Link older persons and their family members who need assistance to the appropriate service agency.
Provide telephone and friendly visitation contact to distribute information and reassure and comfort clients who are unable to leave their place of residence.
Provide volunteer shopping services.
25 Community Services Division
Senior Recreation Program
001.PR45A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 5.071 5.071 5.071
60001.0000 Salaries & Wages 331,724$ 304,403$ 295,094$ (9,309)$ 60006.0000 Overtime - Non-Safety - 176 176 60012.0000 Fringe Benefits 54,304 66,417 67,739 1,322
60012.1008 Fringe Benefits:Retiree Benefits 105 4,071 4,160 89 60012.1509 Fringe Benefits:Employer Paid PERS 33,042 30,289 23,813 (6,476) 60012.1528 Fringe Benefits:Workers Comp 3,873 4,277 5,935 1,658 60012.1531 Fringe Benefits:PERS UAL 48,162 45,477 66,348 20,871 60015.0000 Wellness Program Reimbursement 653 - - 60027.0000 Payroll Taxes Non-Safety 4,818 4,414 4,279 (135) 60031.0000 Payroll Adjustments 3,325 - - Salaries & Benefits 480,006 459,524 467,544 8,020
62000.0000 Utilities 57,046$ 66,956$ 66,956$ 62165.0000 Special Recreation Contract Services - 14,000 14,000 62300.0000 Special Dept Supplies 6,549 12,043 12,043
62305.0000 Reimbursable Materials 88 60,000 60,000
62310.0000 Office Supplies, Postage & Printing 3,154 3,200 3,200 62475.0000 Fund 532 Vehicle Equip Rental Rate 7,222 8,279 2,476 (5,803) 62496.0000 Fund 537 Computer System Rental 58,528 60,060 73,224 13,164 62685.0000 Holiday Decorations - City - 2,000 2,000 62700.0000 Memberships & Dues 150 - - Materials, Supplies & Services 132,737 226,538 233,899 7,361 Total Expenses 612,743$ 686,062$ 701,443$ 15,381$ Provide liaison support for the Senior Citizen Board.
OBJECTIVES
The Senior Recreation Program plans and provides a variety of recreation programs geared for adults age 55 and older. This program is housed at both the Joslyn Adult Center and Tuttle Center. This program is responsible for the coordination, supervision, marketing, and administration of group activities, educational programs, day excursions, health education and screenings, special events, contract classes, and various recreational activities.
Provide 12 health screenings and 12 seminars annually.
Coordinate and conduct holiday and seasonal special events including the Spring Egg-Stravaganza.
Conduct 40 area programs and activities for adults 55 years of age and over.
Partner with 30 senior organizations to provide meeting rooms and programming opportunities.
Provide community education programs that focus on aging issues and provide resource and referral materials.
Provide 25 instructional and support programs annually.
Provide special events for Older Americans Month.
Coordinate the annual Burbank Senior Games.
Coordinate the holiday program for older adults and persons with disabilities.
Coordinate the selection and recognition for Older Americans Month and Senior Volunteer recognition.
Coordinate 50 fitness, dance, and wellness programs.
26 Community Services Division
Human Services Program
001.PR46A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
62310.0000 Office Supplies, Postage & Printing -$ 100$ 100$ 62496.0000 Fund 537 Computer System Rental 13,060 12,146 16,165 4,019 Materials, Supplies & Services 13,060 12,246 16,265 4,019 Total Expenses 13,060$ 12,246$ 16,265$ 4,019$
OBJECTIVES
The Human Services Program provides a special information and referral program designed to respond to the service needs of the Burbank community. This program provides information and referrals, working with County services and non-profit organizations to improve the quality of life for seniors and residents with disabilities. This program also acts as a liaison to the Supporters of Senior Services in Burbank.
Collaborate with non-profit organizations and foundations providing supportive services and assistance.
Provide support for Senior and Human Services.
Provide information and social service referrals on an annual basis to senior and disabled community members.
Provide liaison support for the Supporters of Senior Services in Burbank. 27 Community Services Division
Animal Shelter
001.PR47A
Continue to promote the microchip animal identification program.
Actively promote animal adoption and public education through community events, the Parks & Recreation Department website, social media, and other media outlets.
Promote kitten adoption by nurturing and socializing newborn kittens through the Kitten Foster Program.
Provide responsible animal care and the adoption of healthy animals by diagnosing and treating animals through the medical and vaccination program.
Continue educating elementary school students on animal care and other animal-related topics to foster compassion and understanding and diminish the potential for animal cruelty.
Educate the community on co-existing with the various wildlife indigenous to Burbank.
Actively apply for grants to enhance and support animal care programs.
Actively seek community partnerships to enhance the services provided to the community and the animals served by the Shelter.
Utilize volunteers to maximize the Shelter's operational effectiveness.
In the FY 2021-22, the Animal Shelter transitioned from the Police Department to the Parks and Recreation Department. This resulted in staffing changes including upgrading the part-time Administrative Analyst I position to full-time, combining the two part-time Veterinarian positions to one full-time position, revising the Police Technician position to a Senior Clerk, adding an Intermediate Clerk position and an Animal Control Officer position.
Additional changes include adding a part-time Veterinary Technician and full-time Work Trainee I to provide monthly vaccine and microchip clinics, support low-cost spay and neuter programs for dogs and cats, and to open the Shelter to the public on Sundays.
Enhance the quality of life and adoption rates of long-term resident dogs through the Adult Dog Foster Program.
Provide a broader presence in parks to assist with education and enforcement of pertinent laws.
CHANGES FROM PRIOR YEAR
The Animal Shelter is part of the Community Services Division and is responsible for enforcing all laws related to the regulation, care, treatment, and impounding of animals, including licensing, inspection of kennels, stables and pet stores, and investigation of complaints. It is a full-service Animal Shelter that provides animal recovery, temporary shelter, adoption services, education, and enforcement to protect the welfare of animals and the community we serve.
OBJECTIVES
Provide timely responses to citizen calls for service concerning loose domesticated animals, animal concerns, or complaints.
Operate an efficient animal registration program.
Maintain an active spay/neuter education program.
28 Community Services Division
Animal Shelter
001.PR47A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years - - 15.500 15.500 60001.0000 Salaries & Wages -$ -$ 954,549$ 954,549$ 60006.0000 Overtime - Non-Safety - - 45,136 45,136 60012.0000 Fringe Benefits - - 258,142 258,142 60012.1008 Fringe Benefits:Retiree Benefits - - 10,254 10,254 60012.1509 Fringe Benefits:Employer Paid PERS - - 79,609 79,609 60012.1528 Fringe Benefits:Workers Comp - - 15,196 15,196 60012.1531 Fringe Benefits:PERS UAL - - 171,031 171,031 60016.1528 Fringe Safety: Workers Comp - - 70,917 70,917 60027.0000 Payroll Taxes Non-Safety - - 13,841 13,841 Salaries & Benefits - - 1,618,676 1,618,676 62000.0000 Utilities -$ -$ 73,987$ 73,987$ 62085.0000 Other Professional Services - - 14,000 14,000 62170.0000 Private Contractual Services - - 16,000 16,000 62300.0000 Special Dept Supplies - - 207,125 207,125 62310.0000 Office Supplies, Postage & Printing - - 18,500 18,500 62405.0000 Uniforms & Tools - - 8,000 8,000 62420.0000 Books & Periodicals - - 200 200 62435.0000 General Equipment Maint & Repair - - 500 500 62455.0000 Equipment Rental - - 1,900 1,900 62470.0000 Fund 533 Office Equip Rental Rate - - 2,852 2,852 62475.0000 Fund 532 Vehicle Equip Rental Rate - - 35,192 35,192 62485.0000 Fund 535 Communications Rental Rate - - 28,067 28,067 62496.0000 Fund 537 Computer System Rental - - 107,295 107,295 62700.0000 Memberships & Dues - - 425 425 62710.0000 Travel - - 450 450 62755.0000 Training - - 2,500 2,500 Materials, Supplies & Services - - 516,993 516,993 Total Expenses -$ -$ 2,175,669$ 2,175,669$ 29 PARKS and RECREATION
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
INTERMEDIATE CLK 2.000 2.000 2.000
ADM ANALYST I (M) 3.000 3.000 4.000 1.000
SR CLK 4.000 4.000 4.000
SPECIAL PROJ CREW LDR 0.500 0.500 0.500
LANDSCAPE SRVS SUPV 2.000 2.000 2.000
FOOD SRVS AIDE 4.200 4.200 4.200
GROUNDSKEEPER 14.000 14.000 14.000
EXEC AST 1.000 1.000 1.000
TREE TRIMMER 5.000 5.000 5.000
LOCKER RM ATTENDANT 1.490 1.490 0.000 -1.490
PRIN CLK 0.000 0.000 1.000 1.000
REC CORD 7.000 7.000 6.000 -1.000
ADM OFCR 1.000 1.000 1.000
AQUATIC PROG CORD 1.000 1.000 1.000
KENNEL ATTENDANT 0.000 0.000 3.000 3.000
LIFEGUARD 4.711 4.711 4.711
LIFEGUARD-INSTRUCTOR 5.375 5.375 5.375
SR ANIMAL CTRL OFCR 0.000 0.000 1.000 1.000
REC LDR 17.065 17.065 19.115 2.050
REC SRVS MGR 4.000 4.000 4.000
CLERICAL WKR 1.000 1.000 0.329 -0.671
GROUNDSKEEPER HELPER 6.000 6.000 6.000
SR GROUNDSKEEPER 5.000 5.000 5.000
FOOD SRVS SUPV 1.000 1.000 1.000
PROG SPECIALIST 1.333 1.333 1.333
REC SUPV 7.000 7.000 7.000
SR ADM ANALYST (M) 1.000 1.000 1.000
VETERINARY TECH 0.000 0.000 1.500 1.500
WK TRAINEE I 19.694 19.694 19.794 0.100
LANDSCAPE AND FORESTRY SRVS SUPT 1.000 1.000 1.000
PRCS DIR 1.000 1.000 1.000
ADM ANALYST II (M) 2.000 2.000 4.000 2.000
AST PRCS DIR 1.000 1.000 1.000
DEP DIR-PRCS 1.000 1.000 1.000
ANIMAL SHELTER SUPT 0.000 0.000 1.000 1.000
ANIMAL CTRL OFCR 0.000 0.000 5.000 5.000
SOC SRVS CORD 3.045 3.045 2.940 -0.105
VETERINARIAN 0.000 0.000 1.000 1.000
SR FOOD SRVS AIDE 2.700 2.700 2.700
SR LIFEGUARD 2.284 2.284 2.284
SR REC LDR 10.090 10.090 9.190 -0.900
SR TREE TRIMMER 7.000 7.000 7.000
SOC SRVS PROG SUPV-NUTR 0.000 0.000 1.000 1.000
SOC SRVS SUPV 0.500 0.500 0.000 -0.500
FORESTRY SVCS SUPV 2.000 2.000 2.000
FACILITY ATTENDANT II 11.250 9.900 11.656 1.756
TREE TRIMMER HELPER 3.000 3.000 3.000
IRRIG SPEC 1.000 1.000 1.000
TOTAL STAFF YEARS 168.237 166.887 183.627 16.740
30 LIBRARY SERVICES
Strengthen community by connecting users with resources to meet their needs.
Build resilience in the community and in the staff.
Demonstrate value in space, operations, and resources.
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 64.265 64.327 65.488 1.161
Salaries & Benefits 5,482,110 6,154,344 6,434,377 280,033 Materials, Supplies & Services 1,763,495 1,891,449 2,130,273 238,824 TOTAL 7,245,605$ 8,045,793$ 8,564,650$ 518,857$ Support individuals and families by providing programs and services that support reading and learning throughout the lifespan.
Improve opportunity and equity by expanding services for workforce development, entrepreneurship, and technology access.
MISSION STATEMENT
ABOUT LIBRARY SERVICES
Burbank Public Library connects the community to opportunities for growth, inspiration, and discovery.
The Library Services Department provides access to formal and informal learning opportunities and information, reading, and culture through its collection, programs, and services. Three Library sites - the Central Library, the Buena Vista Branch Library, and the Northwest Branch Library - offer access to a collection of almost 500,000 items including books, audiobooks, large print books, movies, music, magazines, historical material, eBooks, eAudiobooks, and online research resources. Staff provides basic and in-depth research help, assists with digital literacy needs using the libraries' high- speed internet access, and connects users to a variety of other services throughout the City and region. The three libraries are open a combined 154 hours per week, including evenings and weekends, and serve 750,000 people annually.
Flagship programs include:
Adult Literacy Services, which provides one-on-one tutoring to adults who read below an 8th-grade level.
Early literacy programming for babies through age five to prepare all children for school.
Technology training for all ages to build a digitally literate community, including the Spark! Digital Media Lab.
The Burbank in Focus collection of digitized historical photos.
Regular educational and cultural events for all ages to support lifelong learning.
School-year and summer programs for K-12 students to maintain and improve skills and promote a lifetime love of reading.
OBJECTIVES
The mission of Burbank Public Library is to connect the community to opportunities for learning, growth, and discovery.
The Library Services Department creates a stronger Burbank community by supporting educational and recreational needs for access to information, literature, technology, culture, and learning. The Library's Strategic Plan includes these objectives:
Burbank Employment Connection, offering assistance and technology access to job seekers. 1 LIBRARY SERVICES
DEPARTMENT SUMMARY
2021-22
$8,045,793 2022-23
$8,564,650
$6,154,344
$6,434,377
$1,891,449
$2,130,273
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
2 Administration and Technical Services
001.LB01A
Develop system-wide policies and procedures.
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 5.500 5.500 8.500 3.000 60001.0000 Salaries & Wages 578,513$ 607,901$ 869,573$ 261,672$ 60006.0000 Overtime - Non-Safety - 126 126 60012.0000 Fringe Benefits 77,237 106,476 171,632 65,156 60012.1008 Fringe Benefits:Retiree Benefits 87 4,416 4,512 96 60012.1509 Fringe Benefits:Employer Paid PERS 50,477 56,982 72,522 15,540 60012.1528 Fringe Benefits:Workers Comp 9,633 6,768 13,340 6,572 60012.1531 Fringe Benefits:PERS UAL 103,222 119,405 118,123 (1,282) 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 8,471 8,815 12,609 3,794 Salaries & Benefits 832,492 915,377 1,266,926 351,549 62000.0000 Utilities 303,512$ 347,810$ 347,810$ 62170.0000 Private Contractual Services 145,019 152,000 244,063 92,063 62220.0000 Insurance 51,237 54,133 74,426 20,293 62300.0000 Special Dept Supplies 23,544 40,700 31,000 (9,700) 62300.1017 Metro TAP Cards 593 500 500 62310.0000 Office Supplies, Postage & Printing 14,019 15,800 14,134 (1,666) 62440.0000 Office Equip Maint & Repair - 525 525 62455.0000 Equipment Rental 3,719 4,150 4,150 62470.0000 Fund 533 Office Equip Rental Rate 12,761 12,761 12,761 62475.0000 Fund 532 Vehicle Equip Rental Rate 4,528 4,268 5,750 1,482 62485.0000 Fund 535 Communications Rental Rate 67,670 67,720 85,042 17,322 62496.0000 Fund 537 Computer System Rental 188,654 206,135 231,074 24,939 62690.0000 Sister City Committee 1,030 14,000 14,000 62700.0000 Memberships & Dues 334 750 750 62710.0000 Travel - 500 500 62755.0000 Training 18,892 29,500 29,500 62830.1000 Credit Card Merchant Fees 279 1,750 1,750 62895.0000 Miscellaneous Expenses 308 400 400 Materials, Supplies & Services 836,097 953,402 1,098,135 144,733 Total Expenses 1,668,590$ 1,868,779$ 2,365,061$ 496,282$
CHANGES FROM PRIOR YEAR
The increase in Private Contractual Services will be used to support the expanded translation of Library forms and marketing materials into Spanish and Armenian. Additional one-time funds in the amount of $77,063 are also budgeted for technology improvements for public access technology, digital literacy, and the Spark! Digital Media Lab. Staffing changes are related to the transition of the Workforce Connection to the Burbank Employment Connection.
Act as liaison to Board of Library Trustees, Burbank Sister City Committee, and Friends of the Burbank Public Library.
Administer rental of Library meeting rooms.
The Administration and Technical Services Division oversees administrative work for the entire Burbank Public Library system. It includes office staff and behind-the-scenes activities, such as finance, human resources, technology, planning, legal, marketing, and infrastructure. This division also provides staff support to the Board of Library Trustees, the Burbank Sister City Committee, and the Friends of the Burbank Public Library.
OBJECTIVES
Maintain and improve Library operations through planning and analysis.
Ensure proper administration of department budget, purchasing, grants, and other financial matters.
Oversee hiring and development of staff.
Monitor and implement City Council goals, priorities, and objectives.
Create and distribute marketing material in print, online, and social media to promote Library programs and services. 3 Public Services Division
001.LB02A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 58.765 58.827 56.988 (1.839) 60001.0000 Salaries & Wages 3,151,644$ 3,470,287$ 3,374,382$ (95,905)$ 60006.0000 Overtime - Non-Safety 2,862 6,165 6,165 60012.0000 Fringe Benefits 553,837 748,553 764,551 15,998 60012.1008 Fringe Benefits:Retiree Benefits 1,313 47,180 49,899 2,719 60012.1509 Fringe Benefits:Employer Paid PERS 287,114 317,271 251,107 (66,164) 60012.1528 Fringe Benefits:Workers Comp 25,376 7,535 12,904 5,369 60012.1531 Fringe Benefits:PERS UAL 538,046 571,952 640,993 69,041 60015.0000 Wellness Program Reimbursement 2,465 - - 60027.0000 Payroll Taxes Non-Safety 54,240 70,024 67,450 (2,574) 60031.0000 Payroll Adjustments 32,720 - - Salaries & Benefits 4,649,618 5,238,967 5,167,451 (71,516) 62300.0000 Special Dept Supplies 1,133$ -$ -$ 62310.0000 Office Supplies, Postage & Printing 1,192 - - 62425.0000 Library Resource Materials 250,815 242,050 242,050 62425.1001 Library Materials:Electronic 103,823 120,000 168,500 48,500 62425.1002 Library Materials:Technology - 500 500 62425.1003 Library Materials:Audiovisual 98,176 86,415 37,915 (48,500) 62460.0000 Library Programming 1,302 31,000 31,000 62470.0000 Fund 533 Office Equip Rental Rate 51,870 7,278 7,278 62496.0000 Fund 537 Computer System Rental 400,129 445,804 514,895 69,091 62625.0000 Literacy 18,457 4,500 29,500 25,000 62895.0000 Miscellaneous Expenses 500 500 500 Materials, Supplies & Services 927,397 938,047 1,032,138 94,091 Total Expenses 5,577,015$ 6,177,014$ 6,199,589$ 22,575$ Additional funds in the amount of $25,000 are budgeted for Adult Literacy Services. This will allow the program to operate year- round rather than waiting for the State budget cycle. The entire amount is reimbursed by grant funding.
CHANGES FROM PRIOR YEAR
The Public Services Division represents all public-facing activities of the Library Services Department. It includes day-to-day operations for the three branches: Central, Buena Vista, and Northwest, supported by system-wide Community Connections, Digital Services, and User Experience divisions. Staff in these divisions assist the public at service points, provide programming and access to information, and conduct community engagement efforts.
OBJECTIVES
Offer front-line service at circulation, youth, and adult/information service points at all three Library branches.
Evaluate, select, and purchase items for the Library collection, including print and online materials.
Answer research and informational questions in person, by phone, and online.
Provide assistance with public computer usage and basic technology needs.
Develop and offer programming for all ages, including literacy, learning, technology, cultural, and entertainment programs.
Attend community events and work with community partners, including Burbank Unified School District, to extend the reach of Library services.
Operate the Spark! Digital Media Lab and provide technology training.
Administer Adult Literacy Services, offering one-on-one tutoring to adults who read below an eighth-grade level.
Obtain and digitize historical images for the Burbank in Focus collection.
Coordinate special programming such as Summer Reading and Burbank Reads.
Deliver Library materials to Burbank residents who are unable to get to the Library due to age or illness, plus connect users with impaired vision to the Braille Institute's library.
Participate in system-wide efforts to plan and improve Library services. 4 LIBRARY
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
AST LIB SRVS DIR 1.000 1.000 1.000
ADM ANALYST I (M) 0.000 0.000 1.000 1.000
ADM ANALYST II (M) 0.000 0.000 2.000 2.000
EXEC AST 1.000 1.000 1.000
LIBRARIAN 15.451 15.338 15.113 -0.225
LIBRARY AST 8.250 8.375 8.375
LIBRARY CLK 15.000 14.375 14.375
LIBRARY MONITOR 1.500 1.500 1.500
LIBRARY PAGE/PT 7.950 8.625 8.000 -0.625
LIBRARY SRVS DIR 1.000 1.000 1.000
SOC SRVS SUPV 0.500 0.500 0.500
SR ADM ANALYST (Z) 1.000 1.000 1.000
SR CLK 2.000 2.000 2.000
SR LIB AST 2.000 2.000 1.000 -1.000
SR LIBRARIAN 4.114 4.114 4.125 0.011
SUPVG LIBRARIAN 3.000 3.000 3.000
UTILITY WKR 0.500 0.500 0.500
TOTAL STAFF YEARS 64.265 64.327 65.488 1.161
5 7KLV3DJH/HIW,QWHQWLRQDOO\%ODQN
6 COMMUNITY DEVELOPMENT
MISSION STATEMENT
ABOUT COMMUNITY DEVELOPMENT
The Community Development Department's mission of working together for a safe, beautiful, and thriving community is to provide the core services necessary to maintain strong community ties, safe and quality development, economic vitality, affordable housing, well-planned residential and commercial neighborhoods, and effective transportation planning. Staff is committed to providing these services to our customers and co-workers in an effective and efficient manner.
OBJECTIVES
The overall objective of the Department is to provide long-range physical, economic, transportation, and community building for the City of Burbank. Additionally, each division's FY 2022-23 objectives are described below.
The Planning Division is responsible for implementing the Burbank2035 General Plan goals/policies/programs, the City Zoning Code, and adopting specific plans. The Division works to foster an effective partnership with the residents and businesses in the community by providing an open and transparent planning process with an emphasis on citizen involvement and participation that results in a fair, objective, predictable, and accountable planning process. The Planning Division seeks to implement responsible development that builds community and protects existing single-family neighborhoods; provides for a range of housing types and increases job opportunities; focuses development in the City's primary commercial, employment and transit districts; creates vibrant neighborhoods; and promotes the long-term economic vitality of the City in order to continue the high level of City services. The Planning Division also functions as the professional and technical advisor to the Planning Board, Heritage Commission, and City Council on policy matters and issues concerning the physical development of the community.
The Transportation Division manages transportation planning and funding, BurbankBus transit operations, and active transportation programs for the City to enhance mobility for all users of the City's streets. It manages transportation projects such as street improvements and bikeways, analyzes traffic impacts of new development, seeks outside funding, and coordinates with regional agencies like Metro and Caltrans. The Transportation Division also oversees the City's residential and commercial parking programs and implements the long-range transportation vision in the Burbank2035 Mobility Element and projects in the Complete Streets Plan.
The Economic Development and Housing Division includes the following sections: Economic Development, Real Estate, Housing Authority, Community Development Block Grant (CDBG), Affordable Housing/Housing and Urban Development (HUD) Funding, and while not a section, the implementation of the City's Homelessness Strategy. The Real Estate Section provides support services to the general public, all City departments, and outside agencies, including the acquisition, sale, and lease of real property as well as right-of-way vacations and dedications citywide. The Economic Development Section seeks to diversify and strengthen the City's economy through business retention, expansion, and attraction efforts, along with marketing and tourism.
The Building and Safety Division verifies life-safety in the built environment while assisting the public with building inspections, business permits, plan checks, and code enforcement. The Division anticipates generating approximately $2.5 million via the Business License and Business Tax Programs, investigating approximately more than over 1,200 citizen complaints, issuing over 4,000 building permits, processing over 1,700 plan checks, generating $2 million in permit and plan check fees, and providing over 22,000 building inspections.
The Community Development Department (CDD) consists of five divisions: Administration, Building and Safety, Planning, Transportation, and Economic Development and Housing (please note that the Housing Authority budget is located in a separate section of the budget). Each division enforces City, State, County, and Federal codes related to their work and develops and implements policies applicable to their areas of expertise and responsibilities. Together, these divisions serve Burbank residents by managing the physical development of the city, preserving single-family residential neighborhoods, maintaining the overall transit programs within the city boundaries, developing housing programs to benefit our workforce and low and moderate-income persons, addressing homelessness, collecting business taxes, and reviewing building and safety issues.
1 COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 59.840 63.840 65.090 1.250 Salaries & Benefits 7,862,539$ 9,165,231$ 9,521,406$ 356,175$ Materials, Supplies & Services 3,854,030 4,420,741 4,467,253 46,512 TOTAL 11,716,569$ 13,585,972$ 13,988,659$ 402,687$
DEPARTMENT SUMMARY
The Housing Authority has an allotment of 1,029 Section 8 Vouchers (for households whose income falls below 50 percent of the median in Los Angeles County), although high rents and Federal funding constraints limit the actual number of vouchers issued. Included in the total are 15 Veterans Affairs Supportive Housing (VASH) Vouchers allocated to Burbank.
In addition, the Housing Authority also functions as the Successor Housing Agency and implements the low and moderate- income housing efforts. The CDBG and Affordable Housing Sections administer funds from the U.S. Department of Housing and Urban Development (HUD) for activities that primarily benefit persons of low and moderate-income and homeless persons. Some funds for homeless programs also come from Measure H grant funding. 2021-22
$13,585,972 2022-23
$13,988,659
$9,165,231
$9,521,406
$4,420,741
$4,467,253
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
2 Administration
001.CD11A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 399,491$ 413,250$ 447,363$ 34,113$ 60012.0000 Fringe Benefits 42,666 64,319 68,723 4,404 60012.1008 Fringe Benefits:Retiree Benefits 48 2,409 2,461 52 60012.1509 Fringe Benefits:Employer Paid PERS 41,601 38,184 37,310 (874) 60012.1528 Fringe Benefits:Workers Comp 3,768 2,438 5,503 3,065 60012.1531 Fringe Benefits:PERS UAL 74,761 92,018 82,484 (9,534) 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 6,059 5,992 6,487 495 60031.0000 Payroll Adjustments 4,952 - - Salaries & Benefits 577,852 623,098 654,819 31,721 62170.0000 Private Contractual Services 44,990$ -$ -$ 62300.0000 Special Dept Supplies 225 - - 62310.0000 Office Supplies, Postage & Printing 3,494 3,500 3,500 62470.0000 Fund 533 Office Equip Rental Rate 8,378 8,378 8,378 62485.0000 Fund 535 Communications Rental
Rate
10,606 10,614 10,614
62496.0000 Fund 537 Computer System Rental 383,092 347,213 388,472 41,259 62700.0000 Memberships & Dues - 1,000 1,000 62710.0000 Travel - 500 500 62755.0000 Training - 9,279 9,279 62895.0000 Miscellaneous Expenses 3,847 5,000 5,000 Materials, Supplies & Services 454,632 385,484 426,743 41,259 Total Expenses 1,032,484$ 1,008,582$ 1,081,562$ 72,980$ The Administration Division is responsible for the coordination of the four divisions in the Community Development Department and inter-divisional and inter-departmental coordination relating to all matters of the department. Activities conducted within these divisions include budget development and financial management, personnel administration, organizational analysis, coordination of the department's technology improvements, and various other special projects.
Coordinate inter-divisional and inter-departmental communication and team-building strategies.
Represent the department at local and regional meetings.
Coordinate departmental budget development and provide fiscal administration.
Review and approve all agenda bills, staff reports, resolutions, ordinances, and agreements for City Council and Housing Authority meetings.
OBJECTIVES
Complete and monitor departmental goals and objectives as identified in the City's 10-year Strategic Plan, Economic Recovery Plan, Affordable Housing Strategy, and ensure alignment with City Council goals. 3 Economic Development and Housing Division
DIVISION SUMMARY
EXPENDITURES BUDGET BUDGET CHANGE FROM
FY2020-21 FY2021-22 FY2022-23 PRIOR YEAR
Staff Years 7.760 8.760 8.810 0.050 Salaries & Benefits 1,040,131$ 1,333,351$ 1,351,158$ 17,807$ Materials, Supplies, Services 455,419 1,315,060 1,377,731 62,671 Capital Outlay
TOTAL 1,495,550$ 2,648,411$ 2,728,889$ 80,478$ The Economic Development and Housing Division encompasses the following sections: Economic Development, Real Estate, Housing Authority, Community Development Block Grant, and Affordable Housing - Housing and Urban Development (HUD), and while not a section, homelessness concerns. Within current fiscal limitations, the Division's activities and programs continue to demonstrate its mission to help ensure a diverse mix of service-enriched affordable housing, foster a climate that generates jobs, reduces homelessness, and promotes economic, social, and environmental sustainability.
Create and monitor affordable housing for all segments of the live and work population and administer programs that provide affordable housing opportunities to Burbank’s residents.
Plan and support necessary infrastructure investments that benefit low to moderate-income persons and explore alternate funding mechanisms.
Continue to consolidate and manage the City's real estate functions.
Continue to implement the City's Homelessness Strategy.
OBJECTIVES
Economic Development strives to create jobs, encourage innovation and new ideas, attract new investment, increase sales tax revenue, create vibrant neighborhoods, and improve the quality of life for all.
Work closely with other divisions within CDD and other City departments to further the initiatives in the Economic Recovery Plan.
4 Economic Development and Housing Division
Affordable Housing Section
001.CD23A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 0.110 1.110 1.110 60001.0000 Salaries & Wages 8,893$ 96,884$ 96,749$ (135)$ 60012.0000 Fringe Benefits 931 21,565 22,122 557 60012.1008 Fringe Benefits:Retiree Benefits 3 88 911 823 60012.1509 Fringe Benefits:Employer Paid PERS 858 8,952 8,069 (883) 60012.1528 Fringe Benefits:Workers Comp 137 572 1,190 618 60012.1531 Fringe Benefits:PERS UAL 1,983 3,750 1,711 (2,039) 60027.0000 Payroll Taxes Non-Safety 137 1,405 1,403 (2) 60031.0000 Payroll Adjustments 479 - - Salaries & Benefits 13,422 133,216 132,155 (1,061) 62085.0000 Other Professional Services -$ 12,375$ 12,375$ 62170.0000 Private Contractual Services 3,512 780,000 828,076 48,076 62496.0000 Fund 537 Computer System Rental 742 2,235 4,288 2,053 62755.0000 Training 15 - - Materials, Supplies & Services 4,269 794,610 844,739 50,129 Total Expenses 17,691$ 927,826$ 976,894$ 49,068$ The Affordable Housing Section represents two primary functions: 1) monitoring existing affordable housing covenants and 2) developing, managing, and implementing projects and programs to serve homeless families and individuals in the community.
In prior years, through the use of former Redevelopment Agency Housing Set-Aside funds and Federal HOME funds, Burbank invested millions of dollars to create more than 1,600 affordable homes for the community. The use of a limited amount of General Fund monies to monitor affordability covenants serves to preserve the City's historical investment of more than $103 million. Furthermore, the General Fund will support the implementation of the City Council-adopted Homelessness Plan that includes actions and strategies to prevent and combat homelessness.
OBJECTIVES
Preserve the 1,400 affordable housing units through compliance monitoring.
Promote the use of available resources toward the development and implementation of effective and efficient homeless programs and projects.
CHANGES FROM PRIOR YEAR
The FY 2022-23 Proposed Budget includes $548,076 in Permanent Local Housing Allocation (PLHA) Grant funding.
These funds are part of a 5-year PLHA Grant totaling $2.86 million from Senate Bill (SB) 2 and are allocated for the production and preservation of affordable housing and homelessness. The changes are being made to support the City Council's Goal of addressing homelessness.
In FY 2022-23, the City's homelessness efforts will continue as approved in FY 2021-22, which include the addition of one Administrative Analyst II position, and hiring a Homeless Services Liaison provider for outreach. 5 Economic Development and Housing Division
Economic Development Section
001.CD23B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 4.975 4.975 5.000 0.025 60001.0000 Salaries & Wages 444,711$ 517,733$ 503,851$ (13,882)$ 60006.0000 Overtime - Non-Safety 262 - - 60012.0000 Fringe Benefits 70,584 96,607 99,605 2,998 60012.1008 Fringe Benefits:Retiree Benefits 463 3,994 4,081 87 60012.1509 Fringe Benefits:Employer Paid PERS 41,470 48,138 42,021 (6,117) 60012.1528 Fringe Benefits:Workers Comp 5,969 4,608 7,557 2,949 60012.1531 Fringe Benefits:PERS UAL 68,089 95,242 103,963 8,721 60027.0000 Payroll Taxes Non-Safety 6,244 7,507 7,306 (201) 60031.0000 Payroll Adjustments 1,508 - - Salaries & Benefits 639,300 773,829 768,383 (5,446) 62085.0000 Other Professional Services 37,764$ 40,125$ 27,800$ (12,325)$ 62170.0000 Private Contractual Services 76 - - 62220.0000 Insurance 10,796 12,622 19,873 7,251 62310.0000 Office Supplies, Postage & Printing 6,115 5,500 5,500 62475.0000 Fund 532 Vehicle Equip Rental Rate 5,992 6,350 6,539 189 62485.0000 Fund 535 Communications Rental Rate 6,492 6,496 6,496 62496.0000 Fund 537 Computer System Rental 37,189 39,834 43,309 3,475 62615.1004 Econ Dev:Marketing & Advertising 83,124 62,000 99,620 37,620 62615.1005 Entrepreneurial & Small Business Dev 68,397 142,460 119,140 (23,320) 62675.0000 Downtown PBID Assessment 5,964 6,000 6,000 62700.0000 Memberships & Dues 19,153 18,915 20,310 1,395 62710.0000 Travel 634 1,000 1,000 62755.0000 Training 206 9,770 9,770 Materials, Supplies & Services 281,903 351,072 365,357 14,285 Total Expenses 921,203$ 1,124,901$ 1,133,740$ 8,839$ Economic Development remains a top priority for City Council in FY 2022-23 with a specific focus on implementing the strategies and goals outlined in the City Council's adopted Economic Recovery Plan. Economic Development will focus on recovery and resiliency efforts to provide stability for industries that have been negatively impacted by the effects of the Pandemic. Economic Development will strive to create jobs, encourage innovation and new ideas, attract new investment, increase sales tax revenue, and create vibrant neighborhoods, to maintain Burbank's reputation as a safe, beautiful, and thriving community. As State mandates and travel restrictions continue to lessen, Economic Development will continue to focus on increasing Transient Occupancy Tax (TOT) and sales tax revenue by managing the public/private partnerships between the City and the Downtown Burbank Property-Based Business Improvement District (P-BID) as well as the Tourism Business Improvement District (T-BID) for the hospitality industry.
Support tourism in Burbank in collaboration with the Burbank Hospitality Association (T-BID), positioning Burbank as a tourist destination by intensifying marketing strategies targeting overnight stays through the Universal Studios Hollywood Partner Hotel Program, and marketing to the road trip and non-stop flight markets feeding into the Hollywood Burbank Airport to increase TOT revenue for the General Fund.
Attract new businesses and guide them through the City's entitlement process through the Business Concierge Program.
Diversify Burbank's workforce and business portfolio by focusing on entrepreneurs and tech start-ups.
Continue to provide business retention programming to support small, medium, and large businesses through the Business Visitation Program.
Strategically market and promote the City as a competitive regional and statewide destination to attract new businesses and developments.
Support the P-BID Management District Plan by continuing to recover and build resiliency among the Downtown businesses and increase sales tax revenue.
Continue to implement goals and strategies from the Economic Recovery Plan.
Pursue and strengthen relationships with civic and professional organizations, both internally and externally.
OBJECTIVES
6 Economic Development and Housing Division
Real Estate Section
001.CD23C
Create a user-friendly database showing information about all City of Burbank-owned properties.
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 2.675 2.675 2.700 0.025 60001.0000 Salaries & Wages 257,231$ 290,604$ 297,960$ 7,356$ 60012.0000 Fringe Benefits 40,804 51,544 53,688 2,144 60012.1008 Fringe Benefits:Retiree Benefits 205 2,148 2,194 46 60012.1509 Fringe Benefits:Employer Paid PERS 25,310 27,151 24,850 (2,301) 60012.1528 Fringe Benefits:Workers Comp 3,823 3,268 5,024 1,756 60012.1531 Fringe Benefits:PERS UAL 54,793 47,377 62,584 15,207 60027.0000 Payroll Taxes Non-Safety 3,736 4,214 4,320 106 60031.0000 Payroll Adjustments 1,508 - - Salaries & Benefits 387,410 426,306 450,620 24,314 62040.0000 Engineering Services 495$ 5,000$ 5,000$ 62045.0000 Appraisal Services 4,568 20,000 20,000 62085.0000 Other Professional Services 18,476 14,000 14,000 62085.1000 Professional Services:Real Estate 98,429 89,750 89,750 62170.0000 Private Contractual Services 16,675 - - 62310.0000 Office Supplies, Postage & Printing 3,311 4,000 4,000 62450.0000 Building Grounds Maint & Repair 265 2,000 2,000 62485.0000 Fund 535 Communications Rental Rate 4,328 4,331 4,331 62496.0000 Fund 537 Computer System Rental 16,184 20,297 18,554 (1,743) 62700.0000 Memberships & Dues 50 - - 62710.0000 Travel 328 500 500 62755.0000 Training 1,146 4,500 4,500 62875.0000 Judgements - Uninsured Losses 18 - - 62895.0000 Miscellaneous Expenses 4,977 5,000 5,000 Materials, Supplies & Services 169,247 169,378 167,635 (1,743) Total Expenses 556,656$ 595,684$ 618,255$ 22,571$ Evaluate opportunities to better utilize certain City-owned properties for housing, municipal, or other purposes through public-private partnerships.
The Real Estate Section provides support services to the general public, multiple City departments, and outside agencies.
Essential municipal real estate duties and functions include the acquisition, sale, and lease of real property as well as right-of- way vacations and dedications citywide. In addition, this function includes services for City-owned properties, real estate projects, and infrastructure improvements.
OBJECTIVES
Provide informed and efficient real estate services to the community, including, managing real property acquisitions and sales, processing right-of-way vacations and dedications, coordinating right-of-entry processes and related tasks.
Coordinate with other governmental agencies on local and regional transportation projects.
Help facilitate the re-use of the City-owned property at 10 West Magnolia Boulevard by negotiating a ground lease for the Burbank Common Project, a proposed multi-use facility with a restaurant, café, event, and open space uses.
Oversee property management and reuse of 323-333 Front Street. 7 Planning Division
001.CD31A
Participate in regional planning efforts and projects including High-Speed Rail, Metro's regional rapid transit efforts and corridor planning, and the Southern California Association of Government's Sustainable Communities Strategy to ensure that Burbank's interests are represented.
OBJECTIVES
The Planning Division plans the physical development of the city to ensure consistency with the City's Burbank 2035 General Plan land use goals and policies. Responsibilities include working with residents, business owners, and developers to accommodate growth consistent with the community character and values expressed in the General Plan. Extensive community engagement is the backbone of the Division's work. The Planning Division maintains Burbank's community character through community-based planning efforts and development review practices that seek to balance the competing interests of providing a high quality of life for Burbank residents while responding to business needs and facilitating economic growth and diversity. The Planning Division seeks to implement responsible development that builds community and protects existing neighborhoods; provides for a range of housing types and increases job opportunities; focuses development in the City's primary commercial, employment and transit districts; creates vibrant neighborhoods; and promotes the long-term economic vitality of the City in order to continue the high level of City services.
The Planning Division reviews and processes current planning applications and other entitlements and conducts environmental reviews under the California Environmental Quality Act (CEQA). Community-wide Planning responsibilities include maintaining and updating the General Plan and Zoning Ordinance, processing Zone Text and Zone Map Amendments, and preparing and updating City specific plans. As part of the division goals, there is a renewed effort to ensure the implementation of State mandates related to development and housing while collaborating with the residents, businesses, and decision makers to preserve local control while working together to build a safe, beautiful, and thriving community.
Implement Burbank2035 General Plan through ordinances, resolutions, policies, and procedures to achieve the community's vision and goals, which include updating the City's Housing Element, Greenhouse Gas Reduction Plan, all four of the City's Specific Plans and updates to zoning regulations to implement state law while preserving local control.
Continue work on specific plans and associated environmental assessments for the proposed Airport District/Golden State Specific Plan, and updates to the City's and Media District Specific Plans, and Burbank Center Plan in order to capitalize on the existing transportation infrastructure, create new housing opportunities near critical employment centers, and enhance the economic future of the City.
Present recommendations to the community and City Council on density bonus and inclusionary housing regulations, design standards for mixed-use places, update to the R1 zoning regulations, and updates to the City's specific plans in order to encourage responsible development that build community by: 1) protecting and respecting the character of existing single family residential neighborhoods; 2) providing a range of housing and job opportunities; 3) focusing development in the City's primary commercial, employment, and transit districts (Media District, Downtown, and Airport); 4) creating vibrant neighborhoods; and 5) promoting the long term economic resilience that facilitates the high level of City services to the community.
Provide high-quality staff support to the Heritage Commission, Planning Board, City Council, and the public by providing complete and accurate information and thorough analysis.
Work closely with the Transportation Division, Building and Safety Division, and the Public Works Department to coordinate land use and transportation concerns focused on maintaining a high quality of life in Burbank.
Continue to refine the City's development review process to foster greater communication across City divisions and departments in order to reduce wait times in the processing of new projects that help in the recycling of underutilized sites and facilitate adaptive reuse of existing structures.
8 Planning Division
001.CD31A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 16.000 18.000 18.000 60001.0000 Salaries & Wages 1,273,347$ 1,718,325$ 1,781,306$ 62,981$ 60006.0000 Overtime - Non-Safety 14,827 1,500 1,500 60012.0000 Fringe Benefits 183,306 316,347 327,012 10,665 60012.1008 Fringe Benefits:Retiree Benefits 638 12,846 14,766 1,920 60012.1509 Fringe Benefits:Employer Paid PERS 131,262 169,366 148,561 (20,805) 60012.1528 Fringe Benefits:Workers Comp 24,073 24,376 33,565 9,189 60012.1531 Fringe Benefits:PERS UAL 197,870 243,834 289,054 45,220 60015.0000 Wellness Program Reimbursement 135 - - 60027.0000 Payroll Taxes Non-Safety 18,719 24,916 25,829 913 60031.0000 Payroll Adjustments 20,953 - - Salaries & Benefits 1,865,129 2,511,510 2,621,593 110,083 62050.0000 Planning, Survey & Design 58,318$ 39,363$ 39,363$ 62085.0000 Other Professional Services 881,287 469,783 447,914 (21,869) 62170.0000 Private Contractual Services 2,863 302,000 302,000 62220.0000 Insurance 60,423 80,024 39,769 (40,255) 62261.0000 Other Grant Expenses 372,828 - - 62300.0000 Special Dept Supplies 8,562 4,500 4,500 62310.0000 Office Supplies, Postage & Printing 10,347 10,150 10,150 62420.0000 Books & Periodicals - 1,000 1,000 62455.0000 Equipment Rental 7,635 13,540 13,540 62475.0000 Fund 532 Vehicle Equip Rental Rate 9,025 8,874 11,285 2,411 62485.0000 Fund 535 Communications Rental Rate 18,754 13,714 13,714 62496.0000 Fund 537 Computer System Rental 136,199 146,104 160,283 14,179 62700.0000 Memberships & Dues 2,250 4,000 4,000 62710.0000 Travel - 200 200 62755.0000 Training 395 14,112 14,112 62830.1000 Credit Card Merchant Fees 4,092 600 600 62895.0000 Miscellaneous Expenses 3,128 3,000 3,000 Materials, Supplies & Services 1,576,107 1,110,964 1,065,430 (45,534) Total Expenses 3,441,236$ 3,622,474$ 3,687,023$ 64,549$ 9 Transportation Division
001.CD32A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
Staff Years 4.080 4.080 4.280 0.200 60001.0000 Salaries & Wages 318,401$ 348,010$ 363,411$ 15,401$ 60006.0000 Overtime - Non-Safety - 5,233 5,233 60012.0000 Fringe Benefits 38,522 73,253 80,678 7,425 60012.1008 Fringe Benefits:Retiree Benefits 117 3,276 3,347 71 60012.1509 Fringe Benefits:Employer Paid PERS 25,480 33,654 30,309 (3,345) 60012.1528 Fringe Benefits:Workers Comp 5,569 4,656 6,942 2,286 60012.1531 Fringe Benefits:PERS UAL 26,355 34,946 61,222 26,276 60027.0000 Payroll Taxes Non-Safety 4,179 5,046 5,269 223 60031.0000 Payroll Adjustments 2,028 - - Salaries & Benefits 420,651 508,074 556,411 48,337 62000.0000 Utilities -$ 50,000$ 50,000$ 62170.0000 Private Contractual Services - 75,000 - (75,000) 62170.1001 Temp Staffing - - 60,000 60,000 62300.0000 Special Dept Supplies 460 61,400 101,400 40,000 62310.0000 Office Supplies, Postage & Printing 1,642 2,000 2,000 62420.0000 Books & Periodicals - 450 450 62485.0000 Fund 535 Communications Rental Rate 6,492 6,496 6,496 62496.0000 Fund 537 Computer System Rental 25,826 38,176 61,415 23,239 62700.0000 Memberships & Dues 970 2,050 2,050 62710.0000 Travel - 165 165 62755.0000 Training 760 7,119 7,119 62895.0000 Miscellaneous Expenses 1,699 800 800 Materials, Supplies & Services 37,849 243,656 291,895 48,239 Total Expenses 458,500$ 751,730$ 848,306$ 96,576$ Monitor revenues from Local Return, fare box, and regional pass reimbursement, and transit vehicle advertising to ensure that the City's transportation programs remain financially sustainable. Identify transit system changes and enhancements to ensure local return expenditures are spent on effective transportation programs.
Implement the Complete Streets Plan to ensure the City's transportation system serves all mobility users as prescribed in the General Plan.
Continue to pursue grant funding to leverage local funds for transportation projects and programs.
Work with the Planning Division to complete a specific plan for the development of the Golden State District and Downtown Burbank Metrolink Station Transit Oriented Development (TOD) plan to capitalize on the existing transportation infrastructure and enhance the economic future of the City.
Funds in the amount of $60,000 have been budgeted in the Private Contractual Services temporary staffing account for the residential parking permit program renewal process. Additional funds in the amount of $40,000 are also budgeted in Special Department Supplies to continue implementation of the City's residential parking permit program and for consultant services to perform municipal code-required surveys for new parking zone requests.
The Transportation Division is responsible for long-range planning and traffic forecasting, seeking out and managing outside transportation grants and funding, capital project design, and coordination with transportation agencies. This Division serves as the administrator for Local Return funds allocated by Metro, Development Impact Fee funds, and other local and regional transportation subsidies. Staff also evaluates the traffic impacts of development, implements roadway, non-motorized, and transit projects. This Division also manages the City's Transportation Demand Management (TDM) Ordinance and works closely with the Burbank Transportation Management Organization (TMO) in reducing peak-time traffic from major employers in the Media District and Downtown areas. Additionally, the Transportation Division oversees the City's parking functions, including the residential and commercial preferential parking program.
CHANGES FROM PRIOR YEAR
OBJECTIVES
Continue to manage and monitor the Caltrans I-5 / Empire Interchange Project.
Implement Burbank2035 Mobility Element goals through revising the City's measures of a project's impact on mobility to be consistent with Burbank2035 and new State guidelines (SB 743), and administering the transportation impact fee program.
Oversee, manage, and administer the City's residential and commercial preferential parking program.
Manage the City Parking Authority and City parking lots and structures. 10 Building and Safety Division
001.CD42A
Perform 22,000 building inspections per year.
Collect approximately $2.5 million in annual business taxes from over 11,500 businesses.
Promote customer service through an emphasis on technological improvements such as e-commerce solutions, electronic plan checks, and document imaging of permit records.
Advise, encourage, and enforce design and construction practices that incorporate green building materials, material resource conservation, water conservation, energy efficiency, sustainable building practices, and alternate materials and building methods.
Enforce the Burbank Municipal Code and State statutes relative to the licensing and taxing of businesses both in commercial and residential zones while providing customer oriented service at the permit counter.
Respond to over 1,200 complaints per year about private and public property maintenance and alleged violations of zoning and other Municipal, County, and State codes.
Register and license over 1,000 businesses requiring special regulation and issue regulatory permits.
Further reduce plan check review timeframes.
Ensure 100 percent compliance with the State-mandated 60-day review time for Accessory Dwelling Units (ADUs).
The Building and Safety Division provides protection and preservation of neighborhoods consistent with the mission of the Community Development Department. The Division confirms safe occupancy of buildings, protection of Burbank citizens and visitors through the built environment, and community preservation through zoning and building code enforcement. The Building and Safety Division consists of four sections: Building Inspection, Building Plan Check, Code Enforcement, and Administration of Permits and Business License. In enforcing the California Building Standards Law and the City of Burbank Municipal Code, the Division verifies the highest standard of care in building and neighborhood compliance. The Division also serves as the administrator of business tax accounts and business licenses.
Building and Safety's focus is first-rate customer service while verifying safe buildings or conducting investigations of zoning or building code violations. The Division achieves customer satisfaction with counter plan review services, next day inspection requests, consultation to homeowners and contractors, and immediate response to citizens' complaints of zoning or building violations. The Division ensures professional service to the public with the latest in technical building code training and certification of its technical staff.
Issue approximately 4,000 building permits together with 1,700 plan checks per year generating approximately $2 million in revenue to partially offset costs.
Enforce standards for excavation, shoring, grading, and drainage for community preservation and life-safety conformance.
Confirm and enforce accessibility standards for Persons-With-Disabilities consistent with State and Federal Standards to the Americans with Disabilities Act (ADA).
CHANGES FROM PRIOR YEAR
Staffing changes include a new Permit Technician position to assist customers and reduce plan check timeframes.
OBJECTIVES
Enforce building standards to safeguard life, health, and property through plan review and inspection procedures.
Expand the online citizen access portal for online building permitting. 11 Building and Safety Division
001.CD42A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGE FROM
PRIOR YEAR
STAFF YEARS 29.000 30.000 31.000 1.000
60001.0000 Salaries & Wages 2,666,414$ 2,759,079$ 2,858,320$ 99,241$ 60006.0000 Overtime - Non-Safety 24,516 1,000 1,000 60012.0000 Fringe Benefits 435,828 549,382 585,290 35,908 60012.1008 Fringe Benefits:Retiree Benefits 1,995 23,283 24,610 1,327 60012.1509 Fringe Benefits:Employer Paid PERS 260,376 264,542 238,384 (26,158) 60012.1528 Fringe Benefits:Workers Comp 43,887 42,259 61,947 19,688 60012.1531 Fringe Benefits:PERS UAL 471,286 509,646 526,427 16,781 60015.0000 Wellness Program Reimbursement 1,231 - - 60027.0000 Payroll Taxes Non-Safety 38,390 40,007 41,446 1,439 60031.0000 Payroll Adjustments 14,851 - - Salaries & Benefits 3,958,775 4,189,198 4,337,424 148,226 62085.0000 Other Professional Services 53,837$ 195,000$ 15,000$ (180,000)$ 62145.0000 Identification Services 544 3,000 3,000 62170.0000 Private Contractual Services 614,580 431,000 431,000 62220.0000 Insurance 33,970 38,359 71,647 33,288 62300.0000 Special Dept Supplies 24,530 30,509 30,509 62310.0000 Office Supplies, Postage & Printing 7,897 16,000 13,222 (2,778) 62420.0000 Books & Periodicals 3,107 2,000 2,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 77,504 71,227 78,857 7,630 62485.0000 Fund 535 Communications Rental Rate 63,900 63,987 63,987 62496.0000 Fund 537 Computer System Rental 343,959 407,540 489,277 81,737 62645.0000 Strong Motion Education - 470 470 62700.0000 Memberships & Dues 790 2,000 2,000 62755.0000 Training 18,800 63,485 63,485 62830.1000 Credit Card Merchant Fees 86,078 40,000 40,000 62895.0000 Miscellaneous Expenses 528 1,000 1,000 Materials, Supplies & Services 1,330,023 1,365,577 1,305,454 (60,123) Total Expenses 5,288,798$ 5,554,775$ 5,642,878$ 88,103$ 12 COMMUNITY DEVELOPMENT
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (M) 0.200 0.200 1.000 0.800
ADM ANALYST II (M) 4.000 5.000 3.300 -1.700
ADM OFCR 1.000 1.000 1.000
ASSOC PLNER 5.000 6.000 6.000
AST CD DIR-BLDG OFFICIAL 1.000 1.000 1.000
AST CD DIR-BUSINESS & ECONOMIC DEV 0.950 0.950 1.000 0.050 AST CD DIR-TRANS&PLNG 1.200 1.200 1.200
AST PLNER 3.000 3.000 3.000
BLDG ADMINISTRATION MGR 1.000 1.000 1.000
BLDG INSP I 5.000 5.000 4.000 -1.000
BLDG INSP II 3.000 3.000 5.000 2.000
BLDG INSP III 4.000 4.000 3.000 -1.000
BUILDING INSPECTION MANAGER 1.000 1.000 1.000
CD DIR 1.000 1.000 1.000
CODE ENF MGR 1.000 1.000 1.000
PLNG MGR 1.000 1.000 1.000
ECONOMIC DEV MGR 1.000 1.000 1.000
EXEC AST 1.000 1.000 1.000
HSG DEV MGR 0.110 0.110 0.110
INTERMEDIATE CLK 3.000 3.000 3.100 0.100
PARKING ANALYST 1.000 1.000 1.000
PERMIT CORD 1.000 1.000 1.000
PERMIT TECH 4.000 4.000 5.000 1.000
PLAN CHECK ENG 1.000 1.000 1.000
PLAN CHECK MGR 1.000 1.000 1.000
PLNG TECH 2.000 2.000 2.000
PRIN CLK 2.000 2.000 2.000
PRIN PLNER 0.000 1.000 1.000
REAL ESTATE&PROJ MGR 0.700 0.700 0.700
SR ADM ANALYST (M) 0.130 0.130 1.130 1.000
SR CLK 1.000 1.000 1.000
SR CODE ENF INSP 1.000 1.000 1.000
SR PLAN CHECK ENG 3.000 4.000 4.000
SR PLNER 3.550 3.550 3.550
TOTAL STAFF YEARS 59.840 63.840 65.090 1.250
13 (This Page Left Intentionally Blank)
14 PUBLIC WORKS
The Engineering Design and Construction Division includes CIP and Inspection, Land Development and Permits, and Traffic Sections. The CIP and Inspection Section is primarily re sponsible for planning, designing, constructing, and monitoring the City's infrastructure improvements for streets, alleys, and sidewalks, overseeing all work in the public right-of-way for public safety, and adherence to City standards. The Traffic Section includes Traffic Engineering, Traffic Signal Maintenance, Traffic Sign Maintenance, and the Traffic Management Center. T he Traffic Engineering Section oversees traffic capital improvement projects, traffic design, tra ffic control plan checking, development review , and traffic-related requests. Traffic Signal Maintenance oversees the maintenance/installation of tra ffic signal equipment, detection, and traffic cameras. The Signs and Painting Section oversees the installation/m aintenance of traffic signs and markings on streets, curbs, crosswalks, and bikeways. The Traffic Management Center ov ersees the monitoring, operat ion, and synchronization of all the City's signalized intersections by using Intelligent Transporta tion System (ITS) devices connected to the City's high- speed fiber-optic network. The Land Development and Permits S ection is primarily responsible for oversight of all work performed in the public right-of-way by others. The w ork includes planning, design review, and permitting of major, discretionary, or ministerial/over-the- counter projects, in coordination with other City Departments, as well as a myriad of private utility permits.
MISSION STATEMENT
ABOUT PUBLIC WORKS
The Administration Division provides administrative, project management, financial, legislative, and employee relations support for the department.
Public Works consists of five divisions: Administrat ion, Engineering Design and Construction, Fleet and Building Maintenance, Refuse Collection and Disposal, and Water Rec lamation and Sewer. Both Water Reclamation and Sewer and Refuse Collection and Disposal are Enterprise Funds t hat are included under a separate tab in the budget document.
The Public Works Department plans, designs, builds, operates , and maintains the City's public works systems in a financially and environmentally responsible manner while responding to the community's changing needs.
The Fleet and Building Maintenance Division maintains and repairs all City equipment and buildings except for Fire equipment and Burbank Water and Power (BWP) equipment/facilities . The Fleet Services Section repairs a diverse range of conventional and alternative-fueled vehicles and equipment, including the City's Compressed Natural Gas (CNG) infrastructure. The Building Maintenance section consis ts of Facilities Maintenance and Custodial Services and is responsible for the operations, maintenance, upgrades, and repair s of all non-BWP City facilities. Facilities Maintenance provides construction and maintenance services for over 1.3 million square feet of public space located within 145 buildings.
Custodial Services cleans and maintains approximately 640,000 square feet of occupied space in 28 buildings.
The Streets and Sanitation Division includes Road and Parkway Maintenance, Weed Abatement, Street Sweeping, and Flood Control. This Division also oversees the Refuse C ollection, Refuse Disposal (which includes Landfill Engineering and Operations), Recycling, and Street Sweeping sections, which a re a part of the Refuse Enterprise Fund. The Roadway and Parkway Maintenance Section consists of three separat e repair areas: Asphalt Crew, Concrete Crew, and General Maintenance. This section maintains streets, alleys, sidewal ks, parking lots, overpasses, and underpasses throughout the City, coordinates the City's graffiti removal program, and oversees the citywide landscape maintenance contract. The Weed Abatement Section handles weed maintenance. The Flood Contro l Section is responsible for maintaining the City's flood control system, emergency flood response, debris removal, and flow abatement.
The Water Reclamation and Sewer Division includes th e Engineering and Design, Industrial Waste Permitting and Inspection, Plant Operations and Maintenance, and Sewer Maint enance Sections. The Division is responsible for sewer design and construction, managing the operations of the City's w astewater treatment and reclamation plant, issuing sewer permits, establishing sewer fees, creating and updating the C ity's Sewer Master Plan and subsequently implementing recommended improvements based thereon, oversight of the Cit y's stormwater program, and coordinating administrative activities with the City of Los Angeles, State and Federal regulating agencies. 1 PUBLIC WORKS
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 88.338 88.231 90.231 2.000 Salaries & Benefits 9,908,438$ 11,195,491 $ 11,744,624 $ 549,133 $ Materials, Supplies & Services 5,836,846 5,699,196 6,810,880 1,111,684 TOTAL 15,745,283$ 16,894,687 $ 18,555,504 $ 1,660,817 $
DEPARTMENT SUMMARY
2021-22
$16,894,687 2022-23
$18,555,504
$11,195,491 $11,744,624
$5,699,196 $6,810,880
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
2 Administration
001.PW11A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 8.435 7.435 8.635 1.200 60001.0000 Salaries & Wages 780,870 $ 798,457 $ 1,069,836 $ 271,379 $ 60006.0000 Overtime - Non-Safety 521 1,000 1,000 60012.0000 Fringe Benefits 134,949 142,141 172,091 29,950 60012.1008 Fringe Benefits:Retiree Benefits 211 6,772 6,099 (673) 60012.1509 Fringe Benefits:Employer Paid PERS 75,152 75,596 89,224 13,628 60012.1528 Fringe Benefits:Workers Comp 17,488 14,156 20,991 6,835 60012.1531 Fringe Benefits:PERS UAL 128,632 144,460 151,040 6,580 60015.0000 Wellness Program Reimbursement 293 - - 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 11,266 11,578 15,513 3,935 60031.0000 Payroll Adjustments 2,475 - - Salaries & Benefits 1,156,363 1,198,648 1,530,282 331,634 The Administration Division provides administrative, project management, financial, legislative, and employee relations support for the department.
OBJECTIVES
Coordinate interdivisional and interdepartmental activities and provide organizational analysis.
Review and approve all agenda bills, staff reports, res olutions, ordinances, and agreements for City Council.
Schedule mandatory physical exams, as required for pers onnel to meet California Occupational Safety and Health Administration (Cal-OSHA) regulations.
Use/monitor radio communications with field units fo r routine and emergency responses as necessary.
Process payroll, invoices, purchase or ders, warehouse/purchase requisitions, wa rrants, budget transfers, and accounts receivable.
Process evaluations and step increases, and maintain divisional personnel records.
CHANGES FROM PRIOR YEAR
The Administration Division was reorganized and the costing of one Senior Clerk position was moved to Field Services Administration. The costing for the Capital Projects Pr ogram Manager and a Civil Engineering Associate positions was moved from the CIP and Inspection Section to Administration. The Executive Assistant position was upgraded to a Construction Inspector, which was moved to the Land Development and Permits Section.
Respond to citizen notifications/complaints regarding illegally dumped items and possible hazards.
Provide research and analysis of Public Works legislation and major issues.
Coordinate departmental budget development and provide fiscal administration.
Coordinate and monitor progress toward achiev ing the Department's Work Program goals.
Prepare and track safety-related records such as saf ety shoe/eyeglass requisitions and invoices, Department of Motor Vehicles (DMV) medical forms, vehicular and industrial acc ident/illness incidents, open workers' compensation files, tailgate and review monthly inspection reports.
Respond to phone calls involving customer inquiries, complaints, and requests for extra services.
Process correspondence, maintain records/files, and assist the customers with information.
Coordinate requests for public records.
3 Administration
001.PW11A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
62170.0000 Private Contractual Services 150 $ 500 $ 500 $ 62220.0000 Insurance 10,393 10,750 13,849 3,099 62300.0000 Special Dept Supplies 176 2,400 2,400 62310.0000 Office Supplies, Postage & Printing 3,934 6,000 6,000 62420.0000 Books & Periodicals 352 400 400 62440.0000 Office Equip Maint & Repair 487 1,500 1,500 62455.0000 Equipment Rental 13,312 15,000 15,000 62470.0000 Fund 533 Office Equip Rental Rate 8,378 8,378 8,378 62485.0000 Fund 535 Communications Rental Rate 40,767 40,802 40,802 62496.0000 Fund 537 Computer System Rental 171,667 194,223 211,420 17,197 62700.0000 Memberships & Dues 450 1,070 1,070 62710.0000 Travel 125 2,000 2,000 62755.0000 Training 2,763 13,450 13,450 62895.0000 Miscellaneous Expenses 1,655 2,000 2,000 Materials, Supplies & Services 254,610 298,473 318,769 20,296 Total Expenses 1,410,972 $ 1,497,121 $ 1,849,051 $ 351,930 $ 4 Engineering Design and Construction Division
DIVISION SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 27.403 29.403 30.203 0.800 Salaries & Benefits 3,860,177$ 4,365,365 $ 4,458,213 $ 92,848 $ Materials, Supplies, Services 1,606,022 955,994 1,513,811 557,817 TOTAL 5,466,199$ 5,321,359 $ 5,972,024 $ 650,665 $ The Engineering Design and Construction Division includes the CIP and Inspection, Land Development and Permits, and Traffic Sections. The CIP and Inspection Section is responsible for planning, designing, and constructing projects that maintain and improve the City's horizontal and vertical infrastructure, overseeing all work in the public right-of-way for public safety, and adherence to City standards. The Traffic Section includes Traffic Engineering, Traffic Signal Maintenance, Signs and Painting, and the Traffic Management Center. The Traffic Engineering Unit oversees traffic capital improvement projects, traffic design, traffic control plan checking, development review, and traffic-related requests. The Land Development and Permits Section regulates all work performed in the public right-of-way including new development.
5 Engineering Design and Construction Divison
CIP and Inspection Section
001.PW21A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 5.500 6.500 3.500 (3.000) 60001.0000 Salaries & Wages 784,481 $ 875,048 $ 657,277 $ (217,771) $ 60006.0000 Overtime - Non-Safety 19,674 8,500 8,500 60012.0000 Fringe Benefits 117,688 132,831 112,273 (20,558) 60012.1008 Fringe Benefits:Retiree Benefits 231 4,416 5,332 916 60012.1509 Fringe Benefits:Employer Paid PERS 76,047 83,583 54,817 (28,766) 60012.1528 Fringe Benefits:Workers Comp 5,927 5,163 8,085 2,922 60012.1531 Fringe Benefits:PERS UAL 105,808 118,537 144,366 25,829 60015.0000 Wellness Program Reimbursement 101 - - 60027.0000 Payroll Taxes Non-Safety 11,394 12,688 9,531 (3,157) 60031.0000 Payroll Adjustments 4,191 - - Salaries & Benefits 1,125,543 1,240,766 1,000,180 (240,586) 62170.0000 Private Contractual Services 24,892 $ 27,000 $ 127,000 $ 100,000 $ 62170.1001 Temp Staffing 72,908 - - 62220.0000 Insurance 12,496 13,540 20,571 7,031 62300.0000 Special Dept Supplies 2,550 2,550 2,550 62420.0000 Books & Periodicals 200 200 200 62455.0000 Equipment Rental 269 800 800 62475.0000 Fund 532 Vehicle Equip Rental Rate 36,715 36,392 36,183 (209)
62485.0000 Fund 535 Communications Rental Rate 4,915 4,926 4,926 62496.0000 Fund 537 Computer System Rental 44,173 59,180 68,060 8,880 62700.0000 Memberships & Dues 455 500 500 62710.0000 Travel - 600 600 62755.0000 Training 2,690 6,750 6,750 62895.0000 Miscellaneous Expenses 4,500 4,500 4,500 Materials, Supplies & Services 206,763 156,938 272,640 115,702 Total Expenses 1,332,305 $ 1,397,704 $ 1,272,820 $ (124,884) $
CHANGES FROM PRIOR YEAR
The Engineering Division was reorganized, and the costing of Capital Projects Program Manager and Civil Engineering Associate positions were moved to Administration. An exist ing Principal Civil Engineer position will oversee the Inspection Unit. The costing for the Traffic Engineering Manager was moved to the Traffic Section as the position's primary task is to oversee Traffic staff.
The Private Contractual services budget was increased to pr ovide necessary design and construction support services to staff. Consultants will assist staff with the delivery of Capit al Improvement Projects, Engineer ing and Inspection support, and other specialized expertise and services on an as-needed basis.
Provide plan reviews and inspection of constr uction work in the public right-of-way.
Respond in a timely manner to citizen complaints of potential City code violations on or in public property under Public Works' purview.
Address unsafe or improper construction activities.
The CIP and Inspection Section program s, designs, constructs, and inspects projec ts to improve the public right-of-way and public facilities. The Section will also assist with land development cases and permits review and processing.
OBJECTIVES
Manage and deliver assigned capital improvement projec ts in accordance with the approved scope, budget, and schedule.
Provide timely engineering and administrative support to other City departments.
Respond to public inquiries and concerns on engineering matters. 6 Engineering Design and Construction Division
Land Development and Permits Section
001.PW21B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 2.500 4.500 7.300 2.800 60001.0000 Salaries & Wages 426,934 $ 498,525 $ 612,291 $ 113,766 $ 60006.0000 Overtime - Non-Safety 4,446 - - 60012.0000 Fringe Benefits 52,036 76,950 112,184 35,234 60012.1008 Fringe Benefits:Retiree Benefits 119 3,613 3,692 79 60012.1509 Fringe Benefits:Employer Paid PERS 36,567 50,838 51,065 227 60012.1528 Fringe Benefits:Workers Comp 4,589 2,941 10,664 7,723 60012.1531 Fringe Benefits:PERS UAL 83,142 85,725 82,958 (2,767) 60015.0000 Wellness Program Reimbursement 82 - - 60027.0000 Payroll Taxes Non-Safety 5,602 7,229 8,878 1,649 60031.0000 Payroll Adjustments 6,177 - - Salaries & Benefits 619,695 725,821 881,732 155,911 62170.0000 Private Contractual Services 19,875 $ 16,500 $ 216,500 $ 200,000 $ 62170.1001 Temp Staffing 23,232 - - 62300.0000 Special Dept Supplies 5,000 5,000 5,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 10,730 9,812 11,355 1,543 62496.0000 Fund 537 Computer System Rental 67,607 65,047 74,055 9,008 62755.0000 Training 920 3,350 3,350 62895.0000 Miscellaneous Expenses (28) 550 550 Materials, Supplies & Services 127,336 100,259 310,810 210,551 Total Expenses 747,031 $ 826,080 $ 1,192,542 $ 366,462 $
CHANGES FROM PRIOR YEAR
The Engineering Division was reorganized, and a new Senior Civil Engineer position was added to oversee the Permit Section and assist with managing capital projects. An Executi ve Assistant position moved from Administration and upgraded to Construction Inspector and moved into the Land Development and Permits Section. This will provide inspection of various cell sites and telecommunication facilit ies constructed in the public-right-of-way and assist permit staff with excavation permit applications. A new Permit Technician position was added to aid the Section in handling Wireless Transmitted Facilities permits and ADU permits. The Senior Civil Engineer ing and Permit Technician positions are partially revenue offset from fee increases. The Constr uction Inspector positins is funded 80 percent by the General Fund, 10 percent by Fund 494, and 10 percent by Fund 498.
The Private Contractual services budget was increased to provide consultant assistance with civil, traffic, and right-of-way responsibilities and external requests fo r services, including design review of development plans, and general staff support.
Coordinate Department-wide responses to De velopment Reviews in a timely manner.
The Land Development and Permits Section regulates all work performed in the public right-of-way. This Section also maintains City records and files, including constructions plans, s urvey data, and cadastral plat maps. This Section will also assist with CIP and Inspection services delivery.
OBJECTIVES
Respond in a timely manner to other departments, contractor s, and the public on development, construction issues, and other engineering matters concerning the public right-of-way and utility easements.
Maintain and update engineering records and City maps.
Issue and monitor permits for all work and encroachments in the public right-of-way. 7 Engineering Design and Construction Division
Traffic Section
001.PW22A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEA
R
Staff Years 4.403 3.403 4.403 1.000 60001.0000 Salaries & Wages 398,977 $ 347,098 $ 417,619 $ 70,521 $ 60006.0000 Overtime - Non-Safety 675 - - 60012.0000 Fringe Benefits 57,035 60,842 65,426 4,584 60012.1008 Fringe Benefits:Retiree Benefits 332 3,535 2,792 (743) 60012.1509 Fringe Benefits:Employer Paid PERS 38,161 34,170 34,829 659 60012.1528 Fringe Benefits:Workers Comp 4,933 2,048 5,137 3,089 60012.1531 Fringe Benefits:PERS UAL 117,866 107,388 105,572 (1,816) 60015.0000 Wellness Program Reimbursement 68 - - 60027.0000 Payroll Taxes Non-Safety 4,049 5,033 6,055 1,022 60031.0000 Payroll Adjustments 4,222 - - Salaries & Benefits 626,318 560,114 637,431 77,317 62170.0000 Private Contractual Services 74,598 $ 25,000 $ 225,000 $ 200,000 $ 62170.1001 Temp Staffing 16,835 - - 62220.0000 Insurance 577,856 31,465 42,496 11,031 62300.0000 Special Dept Supplies 5,856 7,500 7,500 62485.0000 Fund 535 Communications Rental Rate 13,491 13,502 13,502 62496.0000 Fund 537 Computer System Rental 50,660 46,426 42,301 (4,125) 62700.0000 Memberships & Dues 1,238 2,500 1,000 (1,500) 62755.0000 Training 543 3,000 500 (2,500) 62830.0000 Bank Service Charges - 200 200 62895.0000 Miscellaneous Expenses - - 4,000 4,000 Materials, Supplies & Services 741,077 129,593 336,499 206,906 Total Expenses 1,367,395 $ 689,707 $ 973,930 $ 284,223 $
CHANGES FROM PRIOR YEAR
The Engineering Division was reorganized, and the costing for the Traffic Engineering Manager was moved from the CIP and Inspection Section as the position's primary task is to oversee Traffic staff. The Private Contractual Services budget was increased to provide consultant assistance with traffic studies, preparing plans for future traffic calming projects, neighborhood protection plans, and anticipated increased workload from new housing construction.
The Traffic Section oversees traffic capital improvement projects, traffic design, traffic control plan checking, development reviews, and traffic-related requests from the public.
Coordinate with the Community Development Department on transportation plans and projects.
OBJECTIVES
Oversee, manage, and administer traffic related capital improvement projects.
Oversee and manage databases for traffic collisions and speed surveys.
Plan check traffic designs for all projects.
Review and approve traffic control plans.
Review and approve traffic-related elements for developments.
Receive, investigate, and resolve parking and traffic-related requests.
Monitor and manage traffic flow throughout the City.
8 Engineering Design and Construction Division
Signs and Painting Section
001.PW22B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 6.000 6.000 6.000 60001.0000 Salaries & Wages 265,513 $ 386,596 $ 399,890 $ 13,294 $ 60006.0000 Overtime - Non-Safety 631 3,061 3,061 60012.0000 Fringe Benefits 48,927 99,587 102,922 3,335 60012.1008 Fringe Benefits:Retiree Benefits 191 4,817 4,922 105 60012.1509 Fringe Benefits:Employer Paid PERS 26,742 39,048 33,351 (5,697) 60012.1528 Fringe Benefits:Workers Comp 44,406 24,046 40,469 16,423 60012.1531 Fringe Benefits:PERS UAL 37,869 52,850 59,336 6,486 60027.0000 Payroll Taxes Non-Safety 3,731 5,606 5,798 192 60031.0000 Payroll Adjustments 2,162 - - Salaries & Benefits 430,172 615,611 649,749 34,138 62170.0000 Private Contractual Services 3,268 $ 5,000 $ 5,000 $ 62300.0000 Special Dept Supplies 55,604 55,000 55,000 62405.0000 Uniforms & Tools 1,783 3,000 2,000 (1,000) 62475.0000 Fund 532 Vehicle Equip Rental Rate 64,260 64,428 73,642 9,214 62496.0000 Fund 537 Computer System Rental 32,523 34,703 38,029 3,326 62755.0000 Training 347 3,000 3,000 62840.0000 Small Tools 968 1,200 1,200 62895.0000 Miscellaneous Expenses 671 2,000 3,000 1,000 Materials, Supplies & Services 159,425 168,331 180,871 12,540 Total Expenses 589,597 $ 783,942 $ 830,620 $ 46,678 $ Maintain 11,000 traffic regulatory and warning signs.
Maintain 16 miles of curb markings and 160 miles of traffic striping.
Maintain 80,000 square feet of pavement markings (words and symbol legends).
Install signs for new parking restrictions and traffic control regulations.
Collect traffic counts and vehicle speeds.
The Signs and Painting Section oversees the installation/maintenance of traffic signs and markings on streets, curbs, crosswalks, and bikeways.
OBJECTIVES
Administer traffic marking and sign maintenance programs.
Maintain 10,000 street sweeping and parking signs.
9 Engineering Design and Construction Divison
Traffic Signal Maintenance
001.PW22D
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 6.000 6.000 6.000 60001.0000 Salaries & Wages 345,703 $ 472,570 $ 496,436 $ 23,866 $ 60006.0000 Overtime - Non-Safety 29,085 24,618 24,618 60012.0000 Fringe Benefits 57,010 100,827 104,316 3,489 60012.1008 Fringe Benefits:Retiree Benefits 191 4,817 4,922 105 60012.1509 Fringe Benefits:Employer Paid PERS 32,572 47,854 41,403 (6,451) 60012.1528 Fringe Benefits:Workers Comp 40,354 26,070 40,778 14,708 60012.1531 Fringe Benefits:PERS UAL 65,739 85,234 72,887 (12,347) 60015.0000 Wellness Program Reimbursement 293 - - 60023.0000 Uniform and Tool Allowance 1,288 1,000 1,000 60027.0000 Payroll Taxes Non-Safety 5,510 6,852 7,198 346 60031.0000 Payroll Adjustments 2,470 - - Salaries & Benefits 580,215 769,842 793,558 23,716 62000.0000 Utilities 90,368 $ 91,331 $ 91,331 $ 62135.0000 Governmental Services 3,081 7,000 7,000 62170.0000 Private Contractual Services 4,649 2,500 2,500 62300.0000 Special Dept Supplies 38,982 40,000 40,000 62405.0000 Uniforms & Tools 2,145 3,000 3,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 97,039 94,710 91,352 (3,358) 62485.0000 Fund 535 Communications Rental Rate 6,144 6,157 6,157 62496.0000 Fund 537 Computer System Rental 34,212 40,325 46,918 6,593 62755.0000 Training 100 3,000 3,000 62840.0000 Small Tools 5,457 7,500 7,500 62895.0000 Miscellaneous Expenses 210 3,500 3,500 Materials, Supplies & Services 282,386 299,023 302,258 3,235 Total Expenses 862,601 $ 1,068,865$ 1,095,816 $ 26,951 $ Replace damaged poles, wiring, and equipment.
Inspect traffic signal construction projects.
Coordinate traffic system operations and maintenance with Traffic Management Center staff.
The Traffic Signal Maintenance Section oversees the maintenance/installation of traffic signal equipment, detection, electronic information signs, and traffic cameras.
OBJECTIVES
Administer traffic signal maintenance programs.
Maintain 200 traffic signals, 2,500 detectors, 350 traffic cameras, and 25 changeable message signs.
Respond to and repair emergency traffic signal malfunctions. 10 Engineering Design and Construction Divison
Traffic Management Center
001.PW22H
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 324,251 $ 302,491 $ 335,416 $ 32,925 $ 60006.0000 Overtime - Non-Safety 4,960 - - 60012.0000 Fringe Benefits 56,538 52,869 54,904 2,035 60012.1008 Fringe Benefits:Retiree Benefits 144 2,409 2,461 52 60012.1509 Fringe Benefits:Employer Paid PERS 30,198 30,092 27,974 (2,118) 60012.1528 Fringe Benefits:Workers Comp 8,043 8,572 10,394 1,822 60012.1531 Fringe Benefits:PERS UAL 46,588 51,930 59,088 7,158 60015.0000 Wellness Program Reimbursement 68 - - 60023.0000 Uniform and Tool Allowance - 462 462 60027.0000 Payroll Taxes Non-Safety 4,746 4,386 4,864 478 60031.0000 Payroll Adjustments 2,697 - - Salaries & Benefits 478,234 453,211 495,563 42,352 62170.0000 Private Contractual Services 27,691 $ 30,000 $ 30,000 $ 62300.0000 Special Dept Supplies 8,878 10,000 13,000 3,000 62496.0000 Fund 537 Computer System Rental 44,123 48,350 57,233 8,883 62755.0000 Training 250 2,000 2,000 62840.0000 Small Tools 2,095 5,500 2,500 (3,000) 62895.0000 Miscellaneous Expenses 6,000 6,000 6,000 Materials, Supplies & Services 89,036 101,850 110,733 8,883 Total Expenses 567,270 $ 555,061 $ 606,296 $ 51,235 $ Monitor and adjust signal timing to minimize traffic delays and congestion.
Upgrade and integrate traffic signal devices to the City's fiber-optic network.
Operate changeable message signs.
Coordinate traffic signal timing with the County and neighboring cities.
The Traffic Management Center oversees the monitoring, operation, and synchronization of all the City's signalized intersections by using Intelligent Transportation System (ITS) devices connected to the City's high-speed fiber-optic network.
OBJECTIVES
Oversee and manage the Traffic Management Center in Burbank.
Monitor and adjust signal timing to minimize traffic delays and congestion for 200 traffic signals.
Develop, install, and maintain efficient traffic signal synchronization plans. 11 Street and Sanitation Division
DIVISION SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 10.150 10.150 10.150 Salaries & Benefits 981,778$ 1,083,505 $ 1,097,179 $ 13,674 $ Materials, Supplies, Services 2,090,648 2,701,244 3,053,883 352,639
TOTAL 3,072,426$ 3,784,749 $ 4,151,062 $ 366,313 $ The Streets and Sanitation Division includes the Road and Parkway Maintenance Section, Weed Abatement Section, and Flood Control Section. The Street and Sanitation Division also oversees the removal of graffiti and a citywide contract for landscape maintenance of medians, streetscapes, and bike paths. The Refuse Collection and Disposal Section is handled through the Enterprise Fund 498, included under a separate tab in the budget document. 12 Street and Sanitation Division
Roadway and Parkway Maintenance Section
001.PW32A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 9.350 9.350 9.350 60001.0000 Salaries & Wages 537,259 $ 584,519 $ 588,532 $ 4,013 $ 60006.0000 Overtime - Non-Safety 2,324 5,080 5,080 60012.0000 Fringe Benefits 106,603 151,305 156,292 4,987 60012.1008 Fringe Benefits:Retiree Benefits 182 7,507 7,670 163 60012.1509 Fringe Benefits:Employer Paid PERS 54,367 60,254 49,084 (11,170) 60012.1528 Fringe Benefits:Workers Comp 63,049 36,357 59,559 23,202 60012.1531 Fringe Benefits:PERS UAL 106,508 127,564 117,765 (9,799) 60015.0000 Wellness Program Reimbursement 537 - - 60027.0000 Payroll Taxes Non-Safety 7,820 8,476 8,534 58 60031.0000 Payroll Adjustments 6,656 - - Salaries & Benefits 885,305 981,062 992,516 11,454 62000.0000 Utilities 172,926 $ 291,000 $ 291,000 $ 62170.0000 Private Contractual Services 393,406 716,425 600,000 (116,425) 62220.0000 Insurance 749,762 1,000,730 1,360,528 359,798 62300.0000 Special Dept Supplies 91,870 87,108 203,533 116,425 62405.0000 Uniforms & Tools 10,593 9,600 9,600 62475.0000 Fund 532 Vehicle Equip Rental Rate 453,015 387,003 384,356 (2,647) 62485.0000 Fund 535 Communications Rental Rate 68,945 69,087 69,087 62496.0000 Fund 537 Computer System Rental 30,793 35,949 33,097 (2,852) 62700.0000 Memberships & Dues - 374 374 62710.0000 Travel - 2,150 2,150 62755.0000 Training 2,610 7,100 7,100 Materials, Supplies & Services 1,973,920 2,606,526 2,960,825 354,299 Total Expenses 2,859,225 $ 3,587,588 $ 3,953,341 $ 365,753 $ Manage the Citywide landscape maintenance contract.
The Roadway and Parkway Maintenance Section consists of three separate repair areas: Asphalt Crew, Concrete Crew, and General Maintenance. This Section maintains streets, alleys, sidewalks, parking lots, overpasses, and underpasses throughout the City.
OBJECTIVES
Clean up drains, channels, catch basin inlets, pedestrian tunnels, over/underpasses, parking lots, and designated properties at locations across the City.
Remove and reconstruct tree root-damaged concrete sidewalks, driveways, curbs, and gutters.
Oversee the Citywide graffiti removal contract.
13 Street and Sanitation Division
Weed Abatement Section
001.PW32B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEA
R
Staff Years 0.200 0.200 0.200 60001.0000 Salaries & Wages 17,876 $ 18,040 $ 18,040 $ 60006.0000 Overtime - Non-Safety 19 106 106 60012.0000 Fringe Benefits 2,330 3,294 3,400 106 60012.1008 Fringe Benefits:Retiree Benefits 3 161 164 3 60012.1509 Fringe Benefits:Employer Paid PERS 1,889 1,873 1,505 (368) 60012.1528 Fringe Benefits:Workers Comp 2,039 1,122 1,826 704 60012.1531 Fringe Benefits:PERS UAL 3,353 3,867 2,300 (1,567) 60015.0000 Wellness Program Reimbursement 46 - - 60027.0000 Payroll Taxes Non-Safety 257 262 262 60031.0000 Payroll Adjustments 160 - - Salaries & Benefits 27,973 28,725 27,603 (1,122) 62170.0000 Private Contractual Services - $ 32,000$ 32,000 $ 62300.0000 Special Dept Supplies 346 440 440 62475.0000 Fund 532 Vehicle Equip Rental Rate 1,401 889 1,046 157 62496.0000 Fund 537 Computer System Rental 757 791 689 (102) Materials, Supplies & Services 2,504 34,120 34,175 55 Total Expenses 30,477 $ 62,845 $ 61,778 $ (1,067) $ Maintain an effective weed abatement program and provide the necessary notification to property owners of the related regulations.
The Weed Abatement Section handles the City's weed removal from sidewalks, alleys, and private property. This Section is responsible for administering weed abatement.
OBJECTIVES
Safely complete the citywide weed control program.
Administer anti-litter and litter nuisance programs.
14 Street and Sanitation Division
Flood Control Section
001.PW32D
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 0.600 0.600 0.600 60001.0000 Salaries & Wages 42,295 $ 44,805 $ 45,258 $ 453 $ 60006.0000 Overtime - Non-Safety 142 2,943 2,943 60012.0000 Fringe Benefits 8,350 10,047 10,368 321 60012.1008 Fringe Benefits:Retiree Benefits 19 482 492 10 60012.1509 Fringe Benefits:Employer Paid PERS 4,377 4,531 3,774 (757) 60012.1528 Fringe Benefits:Workers Comp 4,958 2,787 4,580 1,793 60012.1531 Fringe Benefits:PERS UAL 7,266 7,473 8,989 1,516 60015.0000 Wellness Program Reimbursement 18 - - 60027.0000 Payroll Taxes Non-Safety 616 650 656 6 60031.0000 Payroll Adjustments 458 - - Salaries & Benefits 68,500 73,718 77,060 3,342 62085.0000 Other Professional Services 94,121 $ - $ - $ 62170.0000 Private Contractual Services 3,210 34,000 34,000 62300.0000 Special Dept Supplies - 8,827 8,827 62475.0000 Fund 532 Vehicle Equip Rental Rate 14,634 15,315 13,897 (1,418) 62496.0000 Fund 537 Computer System Rental 2,259 2,456 2,159 (297) Materials, Supplies & Services 114,224 60,598 58,883 (1,715) Total Expenses 182,724 $ 134,316 $ 135,943 $ 1,627 $ The Flood Control Section is responsible for managing the City's flood control efforts involving the following tasks:
emergency flood response, placing sandbags, offering free sandbags to residents during emergencies, cleaning storm drains and storm drain easements, and cleaning up mudslides, rocks, and debris from streets/debris basins.
OBJECTIVES
Clean storm drains, storm drain easements, and debris basins in accordance with State requirements.
Clean mudslides, rocks, and debris from streets during and after heavy rainstorms.
Procure sandbags for emergency water diversion.
15 Fleet and Building Maintenance Division
DIVISION SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 34.940 34.940 34.940 Salaries & Benefits 3,134,299$ 3,644,573 $ 3,713,912 $ 69,339 $ Materials, Supplies, Services 1,736,136 1,533,331 1,522,847 (10,484)
TOTAL 4,870,435$ 5,177,904 $ 5,236,759 $ 58,855 $ The Fleet and Building Maintenance Division operates, maintains and repairs all non-BWP, City-owned equipment and buildings. The Fleet Services Section repairs a diverse range of conventional and alternative-fueled vehicles and equipment. This Section also maintains the physical infrastructure for the City's vehicle fueling systems, which includes citywide underground fuel storage tanks and the Compressed Natural Gas (CNG) and Hydrogen fueling stations.
Funding for the Fleet is provided via the Internal Services Fund 532. The Building Maintenance Section consists of Facilities Maintenance and Custodial Services and manages the maintenance, repairs, and life cycle replacements of all non-BWP, City-owned facilities and infrastructure.
16 Fleet and Building Maintenance Division
Facilities Maintenance Section
001.PW33A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 14.940 14.940 14.940 60001.0000 Salaries & Wages 1,075,223 $ 1,173,972 $ 1,214,421 $ 40,449 $ 60006.0000 Overtime - Non-Safety 66,123 66,733 66,733 60012.0000 Fringe Benefits 194,869 250,261 257,974 7,713 60012.1008 Fringe Benefits:Retiree Benefits 430 12,043 12,256 213 60012.1509 Fringe Benefits:Employer Paid PERS 109,007 119,371 101,283 (18,088) 60012.1528 Fringe Benefits:Workers Comp 107,406 60,735 104,583 43,848 60012.1531 Fringe Benefits:PERS UAL 204,635 225,116 261,755 36,639 60015.0000 Wellness Program Reimbursement 851 - - 60023.0000 Uniform and Tool Allowance - 381 381 60027.0000 Payroll Taxes Non-Safety 16,666 17,023 17,609 586 60031.0000 Payroll Adjustments 17,067 - - Salaries & Benefits 1,792,277 1,925,635 2,036,995 111,360 62000.0000 Utilities 596,259 $ 647,008 $ 647,008 $ 62170.0000 Private Contractual Services 7,032 - - 62300.0000 Special Dept Supplies 550 - - 62405.0000 Uniforms & Tools 6,903 6,200 6,200 62450.0000 Building Grounds Maint & Repair 250 - - 62475.0000 Fund 532 Vehicle Equip Rental Rate 143,099 109,212 116,878 7,666 62485.0000 Fund 535 Communications Rental Rate 81,748 81,816 81,816 62496.0000 Fund 537 Computer System Rental 72,717 88,729 77,387 (11,342) 62755.0000 Training 2,095 5,500 5,500 Materials, Supplies & Services 910,654 938,465 934,789 (3,676) Total Expenses 2,702,931 $ 2,864,100 $ 2,971,784 $ 107,684 $ The Public Works Facilities Maintenance Division oversees a variety of projects related to the improvement of existing municipal facilities and general infrastructure. These accounts support salaries, utilities, uniforms, training, and internal charges for the Facilities Maintenance Section, including the Construction and Maintenance, Carpenter, and Paint crews.
Funding for Materials, Supplies, and Services (MS&S) of the work performed by this Section is included in the Internal Services Fund 534 budget.
OBJECTIVES
Support salaries, utilities, uniforms, and training.
17 Fleet and Building Maintenance Division
Custodial Services Section
001.PW33B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 20.000 20.000 20.000 60001.0000 Salaries & Wages 752,990 $ 1,004,287$ 959,713 $ (44,574) $ 60006.0000 Overtime - Non-Safety 27,862 14,215 14,215 60012.0000 Fringe Benefits 206,355 320,852 330,745 9,893 60012.1008 Fringe Benefits:Retiree Benefits 414 16,057 16,407 350 60012.1509 Fringe Benefits:Employer Paid PERS 76,815 103,366 80,040 (23,326) 60012.1528 Fringe Benefits:Workers Comp 108,162 62,467 97,123 34,656 60012.1531 Fringe Benefits:PERS UAL 147,262 183,132 164,758 (18,374) 60015.0000 Wellness Program Reimbursement 563 - - 60027.0000 Payroll Taxes Non-Safety 11,209 14,562 13,916 (646) 60031.0000 Payroll Adjustments 10,392 - - Salaries & Benefits 1,342,022 1,718,938 1,676,917 (42,021) 62170.0000 Private Contractual Services 300,222 $ 387,517 $ 317,809 $ (69,708) $ 62170.1001 Temp Staffing 285,685 - - 62300.0000 Special Dept Supplies 165,195 105,000 165,000 60,000 62405.0000 Uniforms & Tools 3,886 4,500 4,500 62435.0000 General Equipment Maint & Repair 493 1,601 1,601 62475.0000 Fund 532 Vehicle Equip Rental Rate 8,438 19,161 21,077 1,916 62496.0000 Fund 537 Computer System Rental 61,199 73,587 74,571 984 62755.0000 Training 364 3,500 3,500 Materials, Supplies & Services 825,482 594,866 588,058 (6,808) Total Expenses 2,167,504 $ 2,313,804 $ 2,264,975 $ (48,829) $ Provide furniture set-up for meetings and other events.
Provide recycling container servicing.
Investigate and facilitate the use of green products when available.
Provide building security lock-up service.
The Custodial Services Section is responsible for cleaning general City buildings.
OBJECTIVES
Provide housekeeping services, including vacuuming, mopping, dusting, sweeping, buffing floors, and emptying trash.
Provide sanitary cleaning services for restrooms.
Provide service of delivering special mail.
18 Field Services Administration
001.PW35A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEA
R
Staff Years 5.410 6.303 6.303 60001.0000 Salaries & Wages 518,657$ 598,107 $ 639,928 $ 41,821 $ 60006.0000 Overtime - Non-Safety 212 3,055 3,055 60012.0000 Fringe Benefits 71,978 112,371 116,845 4,474 60012.1008 Fringe Benefits:Retiree Benefits 170 4,343 5,171 828 60012.1509 Fringe Benefits:Employer Paid PERS 49,020 58,077 53,370 (4,707) 60012.1528 Fringe Benefits:Workers Comp 13,622 18,129 20,960 2,831 60012.1531 Fringe Benefits:PERS UAL 112,108 100,645 96,430 (4,215) 60015.0000 Wellness Program Reimbursement 340 - - 60027.0000 Payroll Taxes Non-Safety 7,740 8,673 9,279 606 60031.0000 Payroll Adjustments 1,974 - - Salaries & Benefits 775,821 903,400 945,038 41,638 62170.0000 Private Contractual Services -$ 1,000$ 1,000 $ 62220.0000 Insurance 32,804 66,102 248,231 182,129 62300.0000 Special Dept Supplies 1,808 400 400 62310.0000 Office Supplies, Postage & Printing 10,241 11,000 16,752 5,752 62420.0000 Books & Periodicals - 500 - (500) 62440.0000 Office Equip Maint & Repair 6,947 7,752 3,000 (4,752) 62455.0000 Equipment Rental - 2,500 2,000 (500) 62475.0000 Fund 532 Vehicle Equip Rental Rate 23,077 23,897 21,970 (1,927) 62485.0000 Fund 535 Communications Rental Rate 27,142 27,174 27,174 62496.0000 Fund 537 Computer System Rental 46,146 60,899 72,113 11,214 62700.0000 Memberships & Dues 266 330 330 62710.0000 Travel - 2,900 2,900 62755.0000 Training 1,001 5,700 5,700 Materials, Supplies & Services 149,430 210,154 401,570 191,416 Total Expenses 925,251$ 1,113,554 $ 1,346,608 $ 233,054 $ Prepare and track safety related records such as safety shoe/eyeglass requisitions and invoices, DMV medical forms, vehicular and industrial accident/illness incidents, open workers' compensation files, tailgate, and monthly inspection reports.
Handle delivery and pick-up of uniforms for all Public Works employees; maintain the records and resolve uniform issues.
Prepare and process special projects as needed.
Provide meeting support to the Sustainable Burbank Commission and the Infrastructure Oversight Board.
The Field Services Administration Section provides administrative services primarily to the Streets and Sanitation Division, as well as the Fleet and Building Division.
OBJECTIVES
Maintain daily computer updates for over 26,000 commercial, special horse services, and residential refuse accounts.
Schedule mandatory physical exams, as required for personnel to meet Cal-OSHA regulations.
Schedule and maintain records of bulky collection requests and graffiti removal requests.
Process correspondence, maintain records/files, and assist customers.
Respond to phone calls involving customer inquiries, complaints, and requests for services.
Respond to citizen notifications/complaints regarding illegally dumped items and possible hazards.
Maintain files on anti-litter ordinance violations and prepare notices to property owners not in compliance.
Process evaluations and step increases, and maintain divisional personnel records.
Maintain tonnage records of solid waste materials deposited at the City landfill, as well as diversion of recycled materials, tires, asphalt and concrete materials, scrap metal and greenwaste; prepare interdepartmental invoices; and process all regulatory fees.
Use/monitor radio communications with field units for routine and emergency response as necessary. 19 PUBLIC WORKS
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2020-21
STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
CHANGE FROM
PRIOR YEAR
ADM ANALYST II (M) 1.783 0.903 1.000 0.097
ADM OFCR 0.710 0.710 0.710
AST PW DIR-FLEET&BLDG 1.000 1.000 1.000
AST PW DIR-STR&SANT 0.650 0.650 0.650
AST PW DIR-TRAF 1.000 0.000 0.000
AST TRAF SIGNL TECH 1.000 1.000 1.000
CAP PROJS PROG MGR 1.000 1.000 1.000
CARPENTER 1.000 1.000 2.000 1.000
CARPENTER LEADWKR 1.000 1.000 1.000
CEMENT FINISHER 0.950 0.950 0.950
CHIEF AST PW DIR-CTY ENG 0.725 0.725 0.725
CIVIL ENGNRG ASSOC 3.000 2.000 2.000
CONST AND MAINT WKR 5.000 5.000 4.000 -1.000
CONST INSP 1.000 1.000 1.800 0.800
CONST SUP
T 1.000 1.000 1.000
CONST&MAINT LEADWKR 1.000 1.000 1.000
CUSTODIAL LEADWKR 2.000 2.000 2.000
CUSTODIAL SUPV 1.000 1.000 1.000
CUSTODIAN 17.000 17.000 17.000
ENGNRG AST-TRAF 1.000 1.000 1.000
ENGNRG TECH 2.000 2.000 2.000
EXEC AS
T 0.800 0.800 0.000 -0.800
FACILITIES MAINT MGR 1.000 1.000 1.000
FINANCIAL ANALYST (Z) 0.500 0.500 0.403 -0.097
HEAVY EQUIP OP 0.700 0.700 0.700
HEAVY TRUCK DRIVER 1.200 1.200 1.200
INTELLIGENT TRANS SYS SPECIALIST 1.000 1.000 1.000
INTERMEDIATE CLK 1.000 1.000 1.000
LABORER 2.500 2.500 2.500
PAINTE
R 3.000 3.000 3.000
PAINTER LEADWKR 1.000 1.000 1.000
PERMIT TECH 0.000 0.000 1.000 1.000
PRIN CIVIL ENG (M) 1.500 1.500 1.500
PRIN CLK 0.880 0.880 0.880
PRIN ENG-TRAF 0.500 0.500 0.500
PW JOURNEYMAN 1.900 1.900 1.900
PW SUPV 1.450 1.450 1.450
PW DIR 1.000 1.000 1.000
RIGHT OF WAY SPECIALIST 1.000 1.000 1.000
SKILLED WKR 3.940 3.940 3.940
SR ADM ANALYST (M
) 0.800 1.573 1.573
SR CIVIL ENGNRG AST 1.000 1.000 1.000
SR CIVIL ENG 0.000 1.000 2.000 1.000
SR CLK 3.900 3.900 3.900
SR SEC 1.000 1.000 1.000
STR MAINT LEADWKR 1.450 1.450 1.450
SUPVG CONST INSP 0.500 0.500 0.500
TRAF CTRL JOURNEYMAN 3.000 3.000 3.000
TRAF ENGNRG MG
R 0.000 1.000 1.000
TRAF SIGNL MAINT SUPV 1.000 1.000 1.000
TRAF SIGNL OPERATIONS SPECIALIST 1.000 1.000 1.000
TRAF SIGNL TECH 3.000 3.000 3.000
TRANS MGT CTR MG
R 1.000 1.000 1.000
UTILITY WKR 1.000 1.000 1.000
TOTAL STAFF YEARS 88.338 88.231 90.231 2.000
20 FIRE
DEPARTMENT SUMMARY
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 136.000 136.000 137.000 1.000 Salaries & Benefits 34,483,317$ 31,191,881$ 32,671,649$ 1,479,768$ Materials, Supplies & Services 6,717,474 6,298,145 6,336,995 38,850 Capital Expenses 130,683 162,523 574,000 411,477 TOTAL 41,331,474$ 37,652,549$ 39,582,644$ 1,930,095$
MISSION STATEMENT
ABOUT FIRE
The Fire Department consists of seven divisions: Fire Prevention, Fire Suppression, Emergency Medical Services (EMS), Emergency Management, Fire Apparatus and Equipment, Training and Safety, and Administration. These divisions function in a manner that allows the department to effectively serve the community in emergency and non-emergency situations.
The mission of the Burbank Fire Department is to protect and serve the community by mitigating the impacts of fires, medical emergencies, and hazardous situations on lives, property, and the environment through prevention, public education, and preparedness while adhering to the department's shared values.
DEPARTMENT SUMMARY
2021-22
$37,652,549 2022-23
$39,582,644
$31,191,881
$32,671,649
$6,298,145 $6,336,995
$162,523 $574,000
CAPITAL OUTLAY
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Fire Prevention Division
001.FD01A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 10.700 10.700 11.200 0.500 60001.0000 Salaries & Wages 231,937$ 277,500$ 324,803$ 47,303$ 60002.0000 Salaries & Wages - Safety 840,264 935,426 988,726 53,300 60002.3505 Safety Holiday Pay 18,792 19,207 8,397 (10,810) 60006.0000 Overtime - Non-Safety 3,250 1,653 1,653 60007.0000 Overtime - Safety 459,624 265,630 265,630 60012.0000 Fringe Benefits 51,642 76,794 87,794 11,000 60012.1008 Fringe Benefits:Retiree Benefits 75 4,576 4,676 100 60012.1509 Fringe Benefits:Employer Paid PERS 24,255 28,146 27,089 (1,057) 60012.1528 Fringe Benefits:Workers Comp 9,370 9,967 11,763 1,796 60012.1531 Fringe Benefits:PERS UAL 45,067 52,123 51,991 (132) 60015.0000 Wellness Program Reimbursement 146 - - 60016.0000 Fringe Benefits - Safety 104,502 117,639 132,211 14,572 60016.1008 Fringe Safety:Retiree Benefits 1,987 7,112 7,199 87 60016.1509 Fringe Safety:Employer Paid PERS 138,613 132,217 143,586 11,369 60016.1528 Fringe Safety:Workers Comp 129,850 105,392 93,730 (11,662) 60016.1531 Fringe Safety:PERS UAL 263,257 234,849 275,601 40,752 60023.0000 Uniform and Tool Allowance 5,000 5,000 5,000 60027.0000 Payroll Taxes Non-Safety 3,448 4,024 4,710 686 60028.0000 Payroll Taxes Safety 18,686 13,842 14,458 616 60031.0000 Payroll Adjustments 4,622 - - Salaries & Benefits 2,354,387 2,291,097 2,449,017 157,920 The primary responsibility of the Fire Prevention Division is to anticipate and reduce the potential for fire, life safety, and environmental hazards by enforcing relative laws, codes, and ordinances through inspections of all occupancies, permitting applicable processes, and providing safety education programs. This will also be accomplished through community risk analysis providing for community risk reduction programs. This division is also responsible for the investigation of fires and the prosecution of those individuals found liable for fires of an incendiary or arson-related nature.
CHANGES FROM PRIOR YEAR
The Fire Prevention Division received funding for a civilian Fire Inspector I position to implement Senate Bill (SB) 1205, which requires fire departments to annually report state-mandated fire inspection activities. A new crew cab truck will be purchased for the use of the new Fire Inspector. The Fire Prevention Division also received a funding increase of $160,943 for the citywide brush clearance program.
Review emergency responses to ensure optimal service and reduction of false alarms.
Provide fire safety education to students at public and parochial schools.
OBJECTIVES
Investigate all complaints received.
Provide timely review of building fire alarm and fire suppression plans for fire code approval.
Provide plan checks for commercial and residential development and fire prevention system tests.
Investigate all significant or suspicious fires to determine the cause.
Conduct approximately 6,000 commercial, industrial, and residential fire inspections.
Provide guidance and approval to produce film and television programs, including live audience productions. 2 Fire Prevention Division
001.FD01A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
62170.0000 Private Contractual Services 121,454$ 89,057$ 250,000$ 160,943$ 62220.0000 Insurance 434,080 266,056 418,979 152,923 62300.0000 Special Dept Supplies 1,764 2,000 2,000 62300.1006 Sp Dept Supplies:Public Education 7,500 7,500 7,500 62310.0000 Office Supplies, Postage & Printing 19 - - 62316.0000 Software & Hardware 4,081 4,000 4,000 62420.0000 Books & Periodicals 118 1,075 1,075 62470.0000 Fund 533 Office Equip Rental Rate 7,607 - - 62475.0000 Fund 532 Vehicle Equip Rental Rate 105,252 105,977 126,939 20,962 62485.0000 Fund 535 Communications Rental Rate 728,758 729,725 803,167 73,442 62496.0000 Fund 537 Computer System Rental 206,741 187,886 266,549 78,663 62700.0000 Memberships & Dues 340 1,000 1,000 62710.0000 Travel - 500 500 62755.0000 Training 1,855 6,000 6,000 62830.1000 Credit Card Merchant Fees 2,953 6,000 9,000 3,000 62895.0000 Miscellaneous Expenses 805 1,000 1,000 Materials, Supplies & Services 1,623,327 1,407,776 1,897,709 489,933 70011.0000 Operating Equipment -$ -$ 35,000 35,000$ Capital Expenses - - 35,000 35,000 Total Expenses 3,977,714$ 3,698,873$ 4,381,726$ 682,853$ 3 Hazardous Materials Program
001.FD01B
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 2.300 2.300 2.800 0.500 60001.0000 Salaries & Wages 157,582$ 171,966$ 212,334$ 40,368$ 60006.0000 Overtime - Non-Safety 3,250 - - 60012.0000 Fringe Benefits 32,668 38,868 48,501 9,633 60012.1008 Fringe Benefits:Retiree Benefits 85 1,847 1,887 40 60012.1509 Fringe Benefits:Employer Paid PERS 16,210 17,192 17,709 517 60012.1528 Fringe Benefits:Workers Comp 3,253 3,097 4,554 1,457 60012.1531 Fringe Benefits:PERS UAL 31,210 25,367 33,145 7,778 60015.0000 Wellness Program Reimbursement 146 - - 60031.0000 Payroll Adjustments 1,398 - - 60027.0000 Payroll Taxes Non-Safety 2,305 2,494 3,079 585 Salaries & Benefits 248,106 260,831 321,209 60,378 62170.0000 Private Contractual Services -$ 1,000$ 1,000$ 62420.0000 Books & Periodicals - 925 925 62475.0000 Fund 532 Vehicle Equip Rental Rate 6,936 2,359 2,810 451 62496.0000 Fund 537 Computer System Rental 6,021 10,265 11,126 861 62710.0000 Travel - 500 500 62755.0000 Training - 3,000 3,000 62895.0000 Miscellaneous Expenses 50 120 120 Materials, Supplies & Services 13,007 18,169 19,481 1,312 Total Expenses 261,113$ 279,000$ 340,690$ 61,690$ The Hazardous Materials Program administers the State-mandated Hazardous Materials Disclosure and Underground Storage Tank programs. The budgeted expenses of this program are offset by revenue derived from hazardous materials disclosure and underground storage tank fees.
Generate an estimated $300,000 through the Certified Unified Program Agency (CUPA) Program billing for Hazardous Material handling and storage, permits/installation/removal and upgrades to underground storage tanks, permits, plan check fees, and system tests.
Provide plan review, site inspections, and permits to install, remove, or operate underground storage tanks.
OBJECTIVES
Administer a program of site inspection, records review, and storage control of the handling and use of hazardous materials by local businesses and industry.
Review preliminary site investigation work plans to identify and mitigate contamination from unauthorized release of hazardous materials.
CHANGES FROM PRIOR YEAR
Staffing changes include funding for a civilian Fire Inspector I position to implement SB 1205, which requires fire departments to annually report State-mandated fire inspection activities. 4 Fire Suppression
001.FD02A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 67.200 67.200 67.200 60001.0000 Salaries & Wages 271,201$ -$ -$ 60002.0000 Salaries & Wages - Safety 7,587,695 8,068,720 8,004,771 (63,949) 60002.2002 Salaries & wages - Deputy chief 10,498 - - 60002.3505 Safety Holiday Pay 527,965 566,438 626,145 59,707 60006.0000 Overtime - Non-Safety 8,215 - - 60007.0000 Overtime - Safety 3,386,343 1,475,358 1,704,884 229,526 60012.0000 Fringe Benefits 41,907 - - 60012.1008 Fringe Benefits:Retiree Benefits 49,278 - - 60012.1509 Fringe Benefits:Employer Paid PERS 26,119 - - 60016.0000 Fringe Benefits - Safety 1,018,729 1,251,113 1,412,016 160,903 60016.1008 Fringe Safety:Retiree Benefits (66,431) 94,094 95,268 1,174 60016.1509 Fringe Safety:Employer Paid PERS 1,328,434 1,195,969 1,242,852 46,883 60016.1528 Fringe Safety:Workers Comp 1,124,887 953,321 811,306 (142,015) 60016.1531 Fringe Safety:PERS UAL 2,237,192 2,313,791 2,507,776 193,985 60018.0000 Holding:Salaries - - 150,000 150,000 60023.0000 Uniform and Tool Allowance 60,005 65,400 65,400 60027.0000 Payroll Taxes Non-Safety 3,716 - - 60028.0000 Payroll Taxes Safety 158,315 125,210 125,148 (62) 60031.0000 Payroll Adjustments 19,029 - - Salaries & Benefits 17,793,097 16,109,414 16,745,566 636,152 The Fire Suppression Division received one-time funding of $300,000 for a Fire Recruit Academy to occur in FY2022-23. The Fire Suppression Division also received a $125,000 increase to the Fire Suppression Overtime Safety budget and funding of $15,000 to utilize a professional vendor to conduct annual fire hose testing.
Funds have been allocated to begin the replacement of Self-Contained Breathing Apparatus (SCBAs) equipment. Additional funding of $139,000 will be contributed to Fund 532 to supplement the replacement of a water tender for fire suppression and wildland services.
CHANGES FROM PRIOR YEAR
OBJECTIVES
The Fire Suppression Division is the most visible departmental operation. Providing trained personnel and equipment at all emergency scenes, the Division responds quickly and efficiently to all types of 911 emergencies, including fires (residential, commercial, industrial, high-rise, wildland, chemical, aircraft, railway, vehicle, electrical, etc.), engaging or assisting in any actions necessary to mitigate threats to life, property or the environment.
Respond to an estimated 11,000 emergencies annually, including fires, emergency medical service incidents, hazardous material incidents, technical rescues, and miscellaneous calls for assistance.
Utilize Federal UASI (Urban Areas Security Initiative) grant monies allocated to the Burbank Fire Department to fund training programs that will enhance the department's capability to respond to a terrorist incident.
Maintain established 90th percentile benchmarks for all fire incidents.
Suppression personnel also respond throughout the City, providing basic and advanced life support services in support of our paramedics. Additionally, a full-service highly trained and certified Hazardous Materials Response Team and equipment are available to respond to all hazardous material incidents both locally and within the region. 5 Fire Suppression
001.FD02A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
62000.0000 Utilities 363,080$ 325,827$ 325,827$ 62135.0000 Governmental Services 651,257 617,588 817,588 200,000 62135.1016 Strike Team 18,043 - - 62170.0000 Private Contractual Services 12,867 15,000 30,000 15,000 62300.0000 Special Dept Supplies 51,972 3,500 3,500 62300.1000 Special Dept Supplies:Fire Fighting 34,678 33,400 33,400 62300.1001 Special Dept Supplies:Training 385,248 - - 62300.1002 Special Dept Supplies:Rescue 2,222 5,000 5,000 62300.1003 Special Dept Supplies:Appliances 12,500 12,500 12,500 62300.1004 Special Dept Supplies:Hazmat 10,738 10,960 10,960 62300.1008 Sp Dept Supplies:Communications 4,283 4,000 4,000 62300.1012 Sp Dept Supplies:Tri-City Fire Acdmy - - 150,000 150,000 62316.0000 Software & Hardware 6,771 41,620 26,620 (15,000) 62405.0000 Uniforms & Tools 37,110 46,500 46,500 62420.0000 Books & Periodicals 500 500 500 62435.0000 General Equipment Maint & Repair 8,347 12,000 12,000 62435.1001 Equip Maint & Repair:Cylinder Service 6,115 6,000 6,000 62450.0000 Building Grounds Maint & Repair 19,831 17,700 17,700 62451.0000 Building Maintenance 20,458 20,250 20,250 62455.0000 Equipment Rental 54,138 45,000 60,000 15,000 62470.0000 Fund 533 Office Equip Rental Rate 119,907 160,631 222,240 61,609 62475.0000 Fund 532 Vehicle Equip Rental Rate 797,510 882,710 956,082 73,372 62496.0000 Fund 537 Computer System Rental 258,720 296,389 312,229 15,840 62635.0000 Emergency Preparedness 16,743 - - 62700.0000 Memberships & Dues - 450 450 62820.0000 Bond Interest & Redemption 131,957 71,649 4,670 (66,979) 62840.0000 Small Tools 3,571 3,500 3,500 62845.0000 Bond/Cert Principal Redemption 1,017,000 1,129,500 78,750 (1,050,750) Materials, Supplies & Services 4,045,567 3,762,174 3,160,266 (601,908) 70011.0000 Operating Equipment -$ -$ 400,000$ 400,000$ 70023.0532 Capital Contribution:Fund 532 - 139,000 139,000 Capital Expenses - 139,000 539,000 400,000 Total Expenses 21,838,664$ 20,010,588$ 20,444,832$ 434,244$ 6 Emergency Medical Services
001.FD03A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 45.800 45.800 45.800 60001.0000 Salaries & Wages 273,631$ 113,644$ 122,204$ 8,560$ 60002.0000 Salaries & Wages - Safety 5,048,058 5,379,147 5,336,514 (42,633) 60002.2002 Salaries & wages - Deputy chief 6,999 - - 60002.3505 Safety Holiday Pay 351,978 377,626 417,430 39,804 60006.0000 Overtime - Non-Safety 5,477 696 696 60007.0000 Overtime - Safety 2,257,560 592,432 821,958 229,526 60012.0000 Fringe Benefits 48,115 19,808 20,435 627 60012.1008 Fringe Benefits:Retiree Benefits 16 803 2,133 1,330 60012.1509 Fringe Benefits:Employer Paid PERS 27,209 10,501 10,192 (309) 60012.1528 Fringe Benefits:Workers Comp 7,295 7,398 7,833 435 60012.1531 Fringe Benefits:PERS UAL 27,426 20,706 67,865 47,159 60016.0000 Fringe Benefits - Safety 678,973 834,075 941,344 107,269 60016.1008 Fringe Safety:Retiree Benefits (10,598) 62,729 62,200 (529) 60016.1509 Fringe Safety:Employer Paid PERS 885,623 797,313 828,568 31,255 60016.1528 Fringe Safety:Workers Comp 749,925 635,548 540,871 (94,677) 60016.1531 Fringe Safety:PERS UAL 1,466,182 1,522,534 1,701,445 178,911 60023.0000 Uniform and Tool Allowance 40,003 43,600 43,600 60027.0000 Payroll Taxes Non-Safety 3,801 1,648 1,772 124 60028.0000 Payroll Taxes Safety 105,393 83,473 83,432 (41) 60031.0000 Payroll Adjustments 12,686 - - Salaries & Benefits 11,985,752 10,503,681 11,010,492 506,811 The Emergency Medical Services (EMS) Division provides properly trained personnel and equipment to respond to calls for medical assistance with basic and advanced life support skills, as well as ambulance services to transport sick or injured persons to the appropriate medical facilities. In addition to Emergency Medical Technician (EMT), paramedic, and assessment paramedic duties, divisional personnel also perform regular fire suppression duties.
Continue to provide a Medical Director and an EMS Nurse Specialist to monitor, evaluate, and ensure that Paramedics are delivering the best, up-to-date, pre-hospital medical care to the Burbank community.
OBJECTIVES
Respond to an estimated 9,000 EMS calls annually.
Transport an estimated 4,500 patients to appropriate medical facilities annually.
Maintain established 90th percentile benchmarks for all EMS incidents.
CHANGES FROM PRIOR YEAR
The EMS Division received a $125,000 increase to the Overtime Safety budget, and $70,000 for the Special Departmental Supplies to fund all consumable supplies, pharmaceuticals, and narcotics. 7 Emergency Medical Services
001.FD03A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
62135.0000 Governmental Services 9,629$ 7,000$ 7,000$ 62170.0000 Private Contractual Services 116,583 67,000 67,000 62300.0000 Special Dept Supplies 177,879 130,000 200,000 70,000 62435.0000 General Equipment Maint & Repair 1,492 2,000 2,000 62470.0000 Fund 533 Office Equip Rental Rate 96,752 101,959 113,720 11,761 62475.0000 Fund 532 Vehicle Equip Rental Rate 160,363 164,646 68,486 (96,160) 62496.0000 Fund 537 Computer System Rental 147,241 175,007 175,716 709 62700.0000 Memberships & Dues 495 495 495 62710.0000 Travel - 250 250 62755.0000 Training 10,062 10,000 10,000 62895.0000 Miscellaneous Expenses 400 400 400 Materials, Supplies & Services 720,896 658,757 645,067 (13,690) 70011.0000 Operating Equipment -$ 23,523$ -$ (23,523) 70023.0532 Capital Contribution:Fund 532 130,683 - - Capital Expenses 130,683 23,523 - (23,523) Total Expenses 12,837,331$ 11,185,961$ 11,655,559$ 469,598$ 8 Emergency Management
001.FD04A
EXPENDITURES
FY2020-21
BUDGET
FY2021-22
BUDGET
FY2022-23
CHANGES FROM
PRIOR YEAR
Staff Years 1.000 1.000 1.000 60001.0000 Salaries & Wages 123,135$ 122,647$ 131,992$ 9,345$ 60006.0000 Overtime - Non-Safety - 5,743 5,743 60012.0000 Fringe Benefits 14,336 20,466 21,501 1,035 60012.1008 Fringe Benefits:Retiree Benefits 16 803 820 17 60012.1509 Fringe Benefits:Employer Paid PERS 12,387 11,333 11,008 (325) 60012.1528 Fringe Benefits:Workers Comp 1,128 724 1,624 900 60012.1531 Fringe Benefits:PERS UAL 24,780 24,474 24,198 (276) 60023.0000 Uniform and Tool Allowance - 266 266 60027.0000 Payroll Taxes Non-Safety 1,778 1,778 1,914 136 Salaries & Benefits 177,559 188,234 199,066 10,832 62170.0000 Private Contractual Services 10,000$ 10,000$ 160,000$ 150,000$ 62300.0000 Special Dept Supplies 10,000 10,000 10,000 62420.0000 Books & Periodicals - 750 750 62470.0000 Fund 533 Office Equip Rental Rate 5,211 5,211 5,211 62496.0000 Fund 537 Computer System Rental 50,466 49,657 61,039 11,382 62635.0000 Emergency Preparedness 150 - - 62635.1000 Emergency Preparedness:EOC 7,200 7,200 7,200 62635.1001 Emergency Preparedness:CDV 1,445 2,500 2,500 62635.1002 Emergency Prep:Zone Wardens 398 1,000 1,000 62635.1003 Emergency Prep:Disaster Container 46 6,000 6,000 62700.0000 Memberships & Dues - 350 350 62710.0000 Travel - 250 250 62755.0000 Training - 5,000 5,000 62895.0000 Miscellaneous Expenses 414 1,000 1,000 Materials, Supplies & Services 85,330 98,918 260,300 161,382 Total Expenses 262,889$ 287,152$ 459,366$ 172,214$ The Emergency Management Division makes Burbank a safer place in which to live and work. This is done by developing, implementing, and maintaining a comprehensive program to ensure that the City and the community are ready for various threats including earthquakes, hazardous material incidents, brush fires, plane crashes, riots, and terrorism. Critical elements of the program include disaster preparedness, hazard mitigation, response procedures, and recovery operations.