2 while meeting the community’s needs and addressing the goals established by the City Council for the upcoming year . The FY 202 3-24 Proposed Budget is balanced on a recurring basis. However, the five-year financial forecast reflects a recurring budget deficit starting in FY 2026-27 as growing expenses outpace anticipated revenue growth. Staff is committed to mitigating the future recurring deficit by implementing prior cost saving initiatives and identifying future efficiencies, revenue -generating opportunities, and financial policies that will provide long -term recurring savings to the City . The Proposed FY 2023 -24 Budget also includes additional one -time funding towards paying down pension liabilities and the ongoing investment in maintaining and improving the City’s infrastructure, in support of continuous improvement and financial sustainability.
DISCUSSION
FY 2023-24 General Fund Budget Overview:
Based on the projected FY 2023-24 revenue and proposed recurring appropriations, staff is projecting a recurring balance of approximately $4.8 million in FY 2023-24 (see detail contained within the FY 20 23-24 Budget Matrix in Attachment 1). Factoring 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 $ 19 million in the General Fund at the end of FY 2023-24.
FY 2023-24 Recurring General Fund Revenue Projections and Trends:
Economic growth in FY 2022 -23 surpassed consensus expectations despite the continued increases to the Federal interest rates to calm inflation . Households and businesses maintained a surprising amount of activity and spending. Although not as robust as FY 202 2-23, it is expected that there will be moderate growth in revenues for FY 2023-24, as the economy is expected to grow but at a slower rate. If the Federal Reserve continues to increase rates aggressively, this could result in higher mortgage rates, businesses investing less, and consumers cutting back on spending.
Burbank’s General Fund recurring revenue estimates for FY 2023-24 represent a 5.9% increase over the revised FY 2022-23 projections. Sales tax and property tax continue to be the General Fund's largest revenue sources, representing 57% of recurring revenue.
Table 1 shows the actual FY 2021-22 revenue, the adopted and revised estimates for FY 2022-23, and the projection for FY 202 3-24. For further detail on the City’s revenues, please refer to the “Revenues” section of the FY 2023-24 Proposed Budget.
3 Table 1 - General Fund Recurring Revenues FY 2023-24
REVENUE
CATEGORY
ACTUAL
TOTAL
FY 2021-22
ADOPTED
RECURRING
FY 2022-23
REVISED
RECURRING
FY 2022-23
PROPOSED
RECURRING
FY 2023-24
%
CHANGE
Sales Tax $ 58,548,585 $ 54,417,033 $ 58,417,033 $ 60,002,899 2.7% Property Tax 63,295,371 61,786,895 63,286,895 65,817,908 4.0% Utility Users Tax 16,391,931 16,312,400 17,222,400 17,997,000 4.5% Services Charges - Intra City 13,360,309 13,499,790 13,499,790 14,621,839 8.3% Services Charges 21,585,346 18,405,990 18,935,990 22,740,816 20.1% In Lieu Tax 8,484,508 8,728,076 9,103,076 9,512,850 4.5% Interest/Use of Money 2,602,548 2,271,472 2,471,472 3,248,614 31.4% Parking/Traffic/Other Fines 1,666,688 2,002,000 1,370,000 2,401,000 75.3% Transient Occupancy Tax 10,525,619 10,048,000 10,548,000 10,759,000 2.0% Building Permits/License Fees 7,420,263 5,593,503 5,593,503 5,995,478 7.2% Transient Parking Tax 3,691,234 3,339,000 3,699,000 3,772,980 2.0% Business Taxes 2,378,814 2,400,000 2,400,000 2,464,190 2.7% Franchises 1,487,933 1,471,179 1,471,179 1,442,000 -2.0% Intergovernmental Revenues 631,575 1,558,715 1,558,715 1,067,051 -31.5% TOTAL REVENUE $ 215,883,005 $ 201,834,053 $ 209,577,053 $ 221,843,625 5.9%
• Sales Tax: Sales tax results for the second quarter of FY 202 3-24 (fourth quarter calendar year 2022) were recently released. Burbank’s receipts from October through December were 4.8% above the fourth quarter of the prior year, on an adjusted basis.
The Business and Industry sales tax category experienced a 19.3% increase in the fourth quarter of 2022 (4Q22) , driven by the sale of motion picture equipment and supplies generated from the bustling activity at local production studios . General Consumer Goods increased by 5.4% for 4Q22 when compared to 4Q21 , which , indicates a slowdown from the double digit increases experienced in prior quarters .
As prices continue to climb, retailers are experiencing a shift in consumer spending away from buying retail goods , with overall growth just slightly below the level of inflation. However, spending on travel and entertainment remains strong, with the Restaurants and Hotels category experiencing a robust 12.1% increase in 4Q22.
Measure P, which is the City’s Transaction and Use Tax (TUT), is performing better than anticipated since this r evenue is collected based on the location where goods are delivered. Measure P revenues experienced a 6.9% increase for the fourth quarter of 2022 versus the same period in 2021. Measure P revenues performed well, largely
4 due to the high volume of new and used car purchases among Burbank residents.
Overall, sales tax revenues are anticipated to grow by 2.7% for FY 2023 -24 largely due to higher than anticipated receipts in the current fiscal year and the continued strong performance of Burbank’s destination-based TUT revenue.
• 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 2023-24, 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.
Compared to FY 202 1-22, the AV for the entire city increased by 8.5% for FY 2022-
23. General Fund related AV increased by 6.8%. The Citywide AV increase between FY 2021-22 and FY 2022-23 was $2.3 billion. The reappraisal of a recently completed large development added over $258.55 million in value to the property tax base. While recent interest rate hikes had a negative impact to both home sale volume and the price of homes, prices seem to be steadily on the rise again. The median sales price for a single-family home in Burbank during the first quarter of 2023 was $1.2 million, an increase of 9% from the fourth quarter of 2022, bu t still slightly below the peak of just under $1.3 million in the second quarter of 2022 . Though future AV growth and sales volume may be somewhat tempered by higher interest rates , staff is still projecting property tax revenue to increase by 4% for FY 202 3-24, buoyed by the steady growth in development throughout the City.
• 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 4.5% for FY 2023-24. The growth is attributable to the proposed 8.5% electric rate increase and higher natural gas prices, but 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) reclassification 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 incurred costs. The full reopening of
5 indoor park facilities, the surge in passport applications and renewals, and the resumption of the film industry have all contributed to the growth in this category. This resulted in increased service charge revenues during FY 2022-23. It is anticipated that Parks and Recreation related revenues will increase by 15% for FY 2023-24 due to a rise in special events at DeBell Golf Club and the soccer league pilot program. With the new legislation passed in January of 2023, AB 3182 shortened the approval process for permits for an Accessory Dwelling Unit (ADU) or Junior Accessory Dwelling Unit (JADU) to 60 days. As a result, Plan Check fees are anticipa ted to increase by 25% for FY 2023 -24. The Burbank Fire Department is restructuring the emergency medical service fees based on the First Responder and Ambulance Fee Study. The bundled service fee will increase revenues from insurance payouts by $205,000. Lastly Burbank conducted a Citywide Fee Study during FY 2022-23, which, if approved as proposed, will increase service charge revenues for the General Fund by approximately $2.9 million annually. (Further discussion of the Fee Study can be found later in this report.) Considering the above factors, staff is forecasting an increase in service charges of 20% for FY 2023-24.
• Interest/Use of Money: This category 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 City Treasurer’s goal is to achieve an average annual investmen t portfolio yield of 3% for FY 2023 -24 due to the increased impact of inflationary interest rates.
• Transient Occupancy Tax (TOT): The City receives 10% TOT on short-term lodging rentals within the city limits. The return of travel following the Pandemic has precipitated more frequent and longer stays for both business and leisure travelers.
Although not fully recovered to pre-pandemic levels, hotel occupancy rates for March 2023 were at 80.5% compared to the prior year’s occupancy rate of 77%, indicating continued moderate improvement for Burbank’s tourism industry. The average daily rate for a hotel in Burbank increased by 5% during that same time period, reflecting increased demand for lodging as well as inflation. For FY 2023-24, TOT is anticipated to increase by a steady 2% from the revised FY 2022-23 projection.
• 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 occupancy, airport activity has experienced an increase from the previous year result ing from the pent-up demand for leisure travel. Passenger counts at the airport increased by 58% in 2022 when
6 compared to 2021. As the airport is largely back to full activity , staff anticipates TPT revenues to increase by a modest 2% in FY 2023-24, compared to the revised budget of FY 2022-23.
FY 2022-23 Recurring General Fund Expenditures:
At the Mid -Year Financial Report on February 28, 2023, staff projected a recurring balance of $8.1 million heading into FY 2023 -24. The high rates of inflation reflected widespread price increases among goods and services, labor costs, and contracts with service providers. In addition, the rental rates collected from department s to support the City’s Internal Services funds were significantly impacted by cost increases related to vehicles as well as various insurance rates including general liability and property insurance. Proposed recurring General Fund appropriations for FY 2 023-24 are $217 million, an increase of approximately 7.7% over last year’s adopted recurring budget of $201 million.
As part of the budget process, the City Manager met with all City departments and reviewed in detail the proposed budget requests from Fe bruary through April. New appropriations were prioritized in accordance with their adherence to the City Council’s stated goals for the year. Staff has made significant efforts to maintain spending at existing budget levels citywide. However, several depar tments did identify immediate needs for items that required funding. Roughly $4.8 million in new General Fund recurring budget items ($2.4 million net of revenue) and $7.9 million in one-time items ($7.5 million net of revenue) were incorporated into the F Y 2023-24 Proposed Budget. The following are some of the notable new budget items:
➢ The Fire Department is prop osing to enhance the Emergency Medical Services (EMS) program by adding three Firefighter/Emergency Incident Technicians, a Fire Captain, two Ci vilian Fire Inspectors, and equipment. These enhancements are Center for Public Safety Excellence (CPSE) strategic recommendations and will vastly enhance operations and service levels for the community.
➢ The Community Development Department is proposing t o add an Administrative Analyst I and an Administrative Analyst II for Homeless Services to implement the City’s five -year homeless plan (2022 -2027). Several planning positions and upgrades are proposed to support long-range planning efforts, including the City’s Burbank 2035 Plan Realization, the 2022 Housing Element’s Programs, the 2022 Greenhouse Reduction Plan, and the Rancho Specific Plan.
➢ The Public Works Department ’s proposed budget includes enhanced staffing within the Engineering Division to support increased workloads in the Capital
7 Improvement Program (CIP) and Inspection, Land Development and Permits, and Traffic Sections.
➢ The Parks and Recreation Department is adding funding to enhance sports camps, classes, and other activities for the community. Additional one-time funding is also requested for a reforestation plan that would remove and replace mature parkway trees.
➢ Additional funding has been incorporated across all departments in anticipation of increased utility costs for City buildings, parks, and facilities.
The following chart summarizes the total new proposed General Fund budget requests (net of revenue) by departm ent. A comprehensive listing of all budget requests by department is included in the Proposed FY 2023 -24 Budget under the “New Budget Requests” tab.
DEPARTMENT
NEW BUDGET
ITEMS
(Recurring)
NEW
BUDGET
ITEMS
(One-Time)
TOTAL
REVENUE
OFFSET
NET
TOTAL
City Attorney $88,871 $88,871
City Clerk $20,576 $20,576
City Council
City Manager $7,448 $7,448
City Treasurer
Community
Development $934,445 $1,720,000 $869,666 $1,784,779
Financial Services $195,328 $195,328
Fire $897,317 $4,862,773 $809,317 $4,950,773
Library Services $60,401 $169,080 $229,481
Management Services $166,149 $226,847 $392,996
Non-Departmental $584,032 $100,000 $684,032
Park & Recreation $1,459,737 $839,114 $982,438 $1,316,413 Police $184,366 $50,000 $234,366
Public Works $269,805 $243,053 $26,752
TOTALS: $4,868,475 $7,967,814 $2,925,050 $9,911,239
Fee Study
As mentioned previously, i n FY 2022 -23, the City contracted with Willdan Financial Services (Willdan) to conduct a comprehensive citywide Fee Study to review the City’s fee structure and determine an accurate accounting for the true cost of providing various programs and services within city operations. The goal was to establish a consistent and objectively based fee structure to align with industry-accepted best practices, reaffirm the
8 City’s compliance with Proposition 26 , and realign fees with the City Council’s Cost Recovery Policy. Proposition 26, approved by California voters in 2016, limits certain fees collected to the reasonable cost of providing the service.
Departments worked collaboratively with Willdan to determine the proper time allocation for positions involved in prov iding city services related to fees and allocating overhead accurately amongst these positions. The City Council’s Cost Recovery Policy provides further guidance on how to set fees based on the benefits a user receives above a general taxpayer, offering greater fairness in pricing services to users. The City’s cost recovery policy consists of three categories:
➢ Public Benefit or Core Services – Core services provide the broadest public and community benefit to the City. The cost of providing core services could be a significant General Fund subsidy.
➢ Public and Individual Benefit or Important Services – Important services deliver a higher benefit to the user than the general taxpayer. The cost of important services could be shared between general taxes and fees paid by participants via program and/or rental fees.
➢ Individual or Value-Added Services – These services primarily provide a benefit to the individual utilizing the program or service. The goal should be full, or close to full cost recovery through user and rental fees.
Most General City (non-utility) fees and services were included in the study, with some notable exceptions such as fines, penalties, taxes, and development impact fees . The recommended fee changes are included in the FY 2023-24 Proposed Fee Schedule and the corresponding revenues have been incorporated in to the FY 2023 -24 Proposed Budget.
It is important to note that t he Burbank Program, Activity, and Service Subsidy (PASS) Program continues to provide Burbank residents in need of financial assistance the opportunity to engage and participate in Citywide services. Subsidy amounts vary from 40%-80% depending on the activity or service. The Parks and Recreation department oversees the administration of the PASS program, and detailed information can be found under the department’s website.
City Utility Rates
Utility expenses are rising due to infrastructure costs impacted by inflation, government regulations and policy, higher consumption, overseas politics affecting commodity
9 supplies, and forces of nature. Adapting to climate change, manag ing unprecedented costs for resources like natural gas, potable water, and equipment, and maintaining Burbank’s critical infrastructure are just some of the challenges that require Burbank Water and Power (BWP) rates to reflect the increasing costs of providing water and power to the City of Burbank. In order to meet the community’s largest challenges, BWP is proposing an 8.5% increase in electric rates for FY 2023-24 and an 8% increase for FY 2024-25. Similar increases are proposed for water rates, with 9% increases proposed for both FY 2023-24 and FY 2024-25.
The Public Works Department is also proposing increases to rates for citywide sewer and refuse services. The proposed Sewer Fund budget incorporates 4% rate increases for both FY 2023-24 and FY 2024-25 due to higher charges from the City of Los Angeles for sewage treatment services and capital improvement projects. The Refuse Fund is proposing 6% rates increases in FY 2023-24 and FY 2024-25 to meet rising operational costs, particularly those associated with new State mandates, and to continue providing comprehensive refuse services.
For the typical residential customer, the total proposed fees and charges for FY 2023-24 reflect monthly increases of approximately $ 12.77 for electric services, $6.44 for water services, $1.05 for sewer services, and $2.09 for refuse services. The public hearing for all utility rates is scheduled for June 6, 2023 . 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 requirements include mailed notices to all rate 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 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 $25.5 million from the ARPA funding. To date, the City has committed $23. 4 million and proposes to spend the approximately $2 million in remaining ARPA funds on the following projects:
10 ➢ Computer-Aided Dispatch (CAD) / Record Management Systems (RMS) Equipment
➢ Integrate Mobile 311 application with required internal systems ➢ Personnel Action Form (PAF) process automation
➢ Electronic Onboarding/Offboarding
➢ Probabilistic Risk Assessment (PRA) Efficiency
➢ Agenda Management Software
FY 2023-24 State Budget Proposal
In early January, Governor Newsom released his proposed budget for FY 2023 -24. This proposal serves as the beginning of deliberations in the State Legislature leading to final budget adoption in June 2023. The proposal calls for a $297 billion budget, with a General Fund total of approximately $224 billion. After years of budget surpluses, the proposed budget is projected to have a deficit of $22.5 billion in FY 2023-24. To deal with the deficit, the Governor proposes to delay funding for new programs, and in some cases tie new program implementation to future year revenue. The budget also shifts certain expenditures from the General Fund to other funds. The Governor’s proposal avoids major cuts, retains significant budget reserves, and maintains investments from previous budgets. The spiraling inflation and weakened stock market, particularly in the California- based tech sector, has clouded the economic forecast for the state, which depends heavily on capital gains from its wealthiest residents.
Additionally, $3.9 billion in “trigger reductions,” or cuts from the budget would be restored in the future if economic conditions improve. The proposed forecast does not currently account for a recession. If economic conditions worsen, inflati on drops more gradually than expected, or the Federal Reserve enacts policies to further slow the economy, the administration may propose withdrawals from reserve accounts, as well as additional program reductions.
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 transpo rtation funding. The federal Infrastructure Investment and Jobs Act (IIJA) provided a large influx of funding for California to continue prioritizing transportation infrastructure. The City of Burbank is estimated to receive SB 1 funding of $2.6 million in FY 2023-24, 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.
11 General Fund Financial Forecast
The intended purpose of the financial forecast is to foster an understanding of long -term financial trends and their impact on the City’s overall financial picture. This long -term perspective allows the City Council and City management to make informed fin ancial decisions today while fully understanding the future financial impacts of decisions.
Projected Revenues and Expenditures:
Forecasted revenues are driven by the parameters included in Attachment 2 . These assumptions are inherently conservative; however, there is a risk that certain revenues may not perform as projected due to economic cycles, new legislation, and other external factors. Staff will update p rojected 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 23- 24 through FY 202 7-28) will average 3.8% while recurring expenditures will average
5.1%. Revenue expectations have been revised based on the most recent economic data available, as well as recent and planned business openings and developments . The average revenue growth in the current forecast includes projections of 2.2% for Sales Tax and 4.0% for Property Tax, the City’s largest general fund revenue sources.
The two main drivers of expenditures for the General Fund are salaries and benefits, including the CalPERS rates that are applied to the base salaries. The forecasted expenditure growth assumes the following costs:
Memorandum of Understanding (MOU) Projected Costs:
Salaries and benefits currently account for approximately 80% of the General Fund ’s recurring budget. As such, the City’s MOU negotiation process for the City’s bargaining groups plays a significant role in determining the City’s financial position. Currently, all of the City’s bargaining groups have MOUs except for the Burbank City Employees’ Association (BCEA) , Burbank Management Association (BMA) , and the International Brotherhood of Electrical Workers (IBEW). Aligning with the City Council’s Financial Policies related to employee compensation, the General Fund forecast includes assumptions for salary and benefit growth over the next five years based on projected market rates for all 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 comparable positions to determine whether employee salaries are at market value. Financial policies also dictate that the City and employees evenly share 50% of the normal cost of the CalPERS pension benefits which has been implemented according to the provisions of each MOU.
12 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 toward mitigating pension cost increases including:
➢ Sending Additional Discretionary Payments (ADPs) to CalPERS over the City’s required contributions to decrease the City’s unfunded liability ➢ Establishing a Section 115 trust to offset future pension volatility ➢ Increasing employee contributions toward their pension rates ➢ Implementing the changes directed by the Public Employees’ Pension Reform Act (PEPRA) adopted by the State of California in 2012.
Burbank currently has an Unfunded Actu arial Liability (UAL) of just under $248 million across the City’s three pension plans. The funded status for the City’s three pension plans is as follows: 86.8% for Miscellaneous, 79.7% for Police, and 85.8% for Fire. Table 2 shows the actual CalPERS employer rates and UAL contributions for the three employee classifications for the previous fiscal year (FY 2021-22), the adopted fiscal year (FY 2022- 23), and the projected employer rates and contributions for the following two fiscal years (FY 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
Actual
FY 2023-24*
Projected
FY 2024-25
Police 3% @ 50 Rate 23.10% 22.05% 24.01% 23.20%
Police Liability Payment $7,300,248 $8,152,664 $7,175,729 $7,064,000 Fire 3% @ 55 Rate 17.55% 17.71% 18.80% 18.40%
Fire Liability Payment $4,561,502 $5,028,014 $4,465,006 $4,306,000 Misc 2.5% @ 55 Rate 10.38% 10.00% 11.11% 10.90%
Misc Liability Payment $19,578,570 $21,224,820 $18,843,953 $18,221,000 * Amounts shown are the total amounts due for FY 202 3-24 if the City were to pay CalPERS on a monthly basis. For FY 2023-24, staff is proposing to prepay the liability payments, which will result in a net savings of $932,860 citywide.
In July 2021, CalPERS reported a 21.3% net return on investments for FY 2020-21. This investment return decreased the City’s UAL payment amount by $1.7 million for FY 2023- 24 and increased the overall funded status of all three plans from an average of 72.9% to an average of 84.1%. Offsetting the investment gains was CalPERS’ 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, all of which resulted in an increase
13 to the normal cost rates for each plan. In July 2022, CalPERS reported a negative (6.1%) investment loss for FY 202 1-22. This loss will result in an increase to UAL payments in FY 2024-25 that will nearly negate the reduction the City received for FY 2023 -24. The forecast accounts for the FY 2021-22 CalPERS investment results but does not account for any potential losses in FY 2022-23. Barring a complete turnaround in the stock market, it is unlikely that CalPERS will achieve its 6.8% expected rate of return for FY 2022 -23, which will impact the City’s pension costs beginning in 2025-26.
As part of the City Council’s pension funding plan, the City made $53 million in ADPs to CalPERS across all funds over a four-year period ending in FY 2022 -23. to help reduce future pension obligations . Over $6 million in recurring annual savings ($4.2 millio n General Fund) was generated as a result of this effort. Given the success of this plan and the recent volatility of CalPERS’ annual investment earnings, staff is recommending that the City Council consider funding additional pension payments for the next two fiscal years to further mitigate pension cost increases. For FY 2023 -24 and FY 2024 -25, staff is proposing a citywide ADP contribution of $4.5 million for each year for a total of $ 9 million. Roughly 65%, or $5.8 million of this total will come from the General fund. These additional discretionary payments are estimated to generate a cumulative citywide recurring pension savings of $ 1.5 million ($1 million General Fund) at the end of the second year, offsetting a large portion of the projected deficit in the later years of the General Fund forecast.
The City continues to maintain the Section 115 trust for pension obligations, which was established in June of 2020 in accordance with the City Cou ncil’s Pension Funding Commitment Policy. The Section 115 Trust allows the City to set aside funds that could be used to help support future pension -related economic volatility. In adherence to the aforementioned policy, staff is proposing to contribute another $5.8 million to the trust in FY 2023-24. As of March 2023, the current balance in the trust is $16.8 million.
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 5% to a designated emergency reserve and up to 5% to a Budget Stabilization reserve, as adopted by the City Council during the prior budget adoption process. Based on the current figures for the proposed budget as presented, the City will contribute the following amounts to the reserves for FY 2023-24:
➢ $2,339,489 to the Working Capital Reserve
➢ $779,830 to the Emergency Reserve
➢ $779,830 to the Budget Stabilization Reserve
14 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 operat ing budget. As part of the FY 2022 -23 budget adoption process, the City Council also approved an increase to the funding level of the compensated absences reserve from 20% to 25% of the Gen eral Fund’s total liability. As of June 30, 2022, the City’s total General Fund accrued leave payout liability is estimated at $ 14.5 million. Currently, th e City ha s $3.4 million set aside in the Compensated Absences reserve. To fulfill the policy approved by the City Council that this reserve is maintained at or above 25% of the General Fund’s total outstanding liability, staff is recommending a contribution of $259,405 in FY 2023-24.
Infrastructure Funding
Adhering to the City Council’s adopted Infrastructure Maintenance, Repair , and Improvement Policy, the FY 2023-24 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 2023 -24 Proposed CIP continues the City’s efforts towards addressing the infrastructure needs, with nearly $37.3 million in capital spending proposed, alongside $4.6 million in annual Fund 534 maintenance dollars. Included in the $37.3 million proposed infrastructure appropriation 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, street and pedestrian improvements, and funding towards the future development of a new Central Library and Civic Center. Proposed Municipal Infrastructure projects include the Brace Canyon Park ballfield improvements, irrigation replacements at DeBell Golf Course and McCambridge Park, and the annual residential and arterial pavement rehabilitation program. 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 23 and April 27, 2023, 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 2023-24 can be found in the “ Capital Improvement Program ” tab of the FY 2023 -24 Proposed Budget.
15 Environmental Review
This activity includes the FY 2023-24 Proposed Budget and has no potential for resulting in either a direct or a reasonably foreseeable indirect physical change in the environment.
As such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs § 15378.
CONCLUSION:
As illustrated in Chart 1, staff is projecting a recurring General Fund balance of $4.8 million in FY 2023-24, with that balance giving way to a budget deficit of approximately $2 million by FY 2027-28. The City’s cash position remains strong, with a projected year- end non-recurring General Fund balance of $19 million at the end of FY 2023-24, if the budget is adopted as proposed . It should be noted that there are still several risks associated with our projections, including outstanding labor agreements, potential changes to future CalPERS assumptions, future developments, and the overall health of the economy.
Chart 1 - General Fund Financial Forecast FY 2023-24 through FY 2027-28 (in millions)
$221.8
$230.4
$237.8
$245.4
$252.6
$217.0
$229.8
$237.7
$246.6
$254.6
$200
$210
$220
$230
$240
$250
$260
$270
2023-24 2024-25 2025-26 2026-27 2027-28
Revenue Expenses
Balance/
(Deficit): $4.8 $0.6 $0.1 ($1.2) ($2.0)
16 Burbank is heading into FY 2023 -24 with a proposed budget that reflects the City Council’s goals and priorities, but still adheres to the City’s values of fiscal responsibility.
The City is realizing higher revenues in the current inflationary environment and at the same time dealing with an increased cost of providing services to the community. The volatilities in the stock market are impacting pension costs, resulting in significant increases starting in FY 2024-25 and beyond. All these factors combined continue to drive expenditure growth at a faster pace than the growth in revenues. There is still a question of an impending recession that may result from rising interest rates, decreasing consumer confidence, and continued instability in the stock market and banking industry . Staff is committed to implementing the City Council’s strategic initiatives to enhance re venues and invest one-time funds in order to eliminate future recurring budget gaps and ensure the long-term fiscal health of the City.
A dedicated City Council meeting to review the proposed FY 202 3-24 Budget is scheduled for May 9, 2023, with continued discussion scheduled for May 16, 2023. The public hearing and adoption of utility rates is scheduled for June 6, 2023, and the public hearing and adoption of the citywide budget and fee schedule is scheduled for June 13, 2023. Per the City’s Charter, the FY 2023-24 Budget must be adopted by June 30, 2023.
ATTACHMENTS:
Attachment 1: General Fund Projected Spendable Fund Balance FY 2023-24 Attachment 2: General Fund Financial Forecast FY 2023-24 through FY 2027-28
REVISED CHANGES PROPOSED
REVENUE BUDGET GROWTH BUDGET
NO. CATEGORY FY 22-23 (REDUCTIONS) FY 23-24
1 Sales Tax 58,417,033 1,585,866 60,002,899 2 Property Taxes 63,286,895 2,531,013 65,817,908 3 Utility Users Tax 17,222,400 774,600 17,997,000 4 Services Charges - Intra City 13,499,790 1,122,049 14,621,839 5 Services Charges 18,935,990 3,804,826 22,740,816 6 In Lieu of Tax 9,103,076 409,774 9,512,850 7 Interest/Use of Money 2,471,472 777,142 3,248,614 8 Parking/Traffic/Other Fines 1,370,000 1,031,000 2,401,000 9 Transient Occupancy Tax 10,548,000 211,000 10,759,000 10 Building Permits/License Fees 5,593,503 401,975 5,995,478 11 Transient Parking Tax 3,699,000 73,980 3,772,980 12 Business Taxes 2,400,000 64,190 2,464,190 13 Franchises 1,471,179 (29,179) 1,442,000 14 Intergovernmental Revenues 1,558,715 (491,664) 1,067,051 TOTAL REVENUES 209,577,053$ 12,266,572$ 221,843,625$ TOTAL RECURRING REVENUES 221,843,625$ (1)
PROPOSED PROPOSED PROPOSED
EXPENDITURE SALARY & BENEFITS MS & S EXPENDITURES
NO. CATEGORY FY 2023-24 FY 2023-24 FY 2023-24
1 City Council (498,880) (504,485) (1,003,365) 2 City Manager (2,420,225) (450,974) (2,871,199) 3 City Clerk (1,324,464) (476,583) (1,801,047) 4 City Treasurer (728,752) (178,636) (907,388) 5 City Attorney (4,413,907) (445,736) (4,859,643) 6 Management Services (4,661,900) (2,157,925) (6,819,825) 7 Financial Services (5,231,281) (992,285) (6,223,566) 8 Parks & Recreation (16,937,197) (14,042,893) (30,980,090) 9 Library Services (6,643,169) (2,236,174) (8,879,343) 10 Community Development (10,508,228) (4,043,799) (14,552,027) 11 Public Works (11,874,674) (7,569,622) (19,444,296) 12 Fire (37,522,878) (6,641,560) (44,164,438) 13 Police (54,770,696) (11,073,544) (65,844,240) 14 Non-Departmental (3,432,153) (5,252,627) (8,684,780) TOTAL EXPENDITURES (160,968,406)$ (56,066,843)$ (217,035,247)$ TOTAL RECURRING EXPENSES (217,035,247)$ (2)
RECURRING BALANCE / (DEFICIT) 4,808,378$ (4) = (1) + (2) + (3) Attachment 1
CITY OF BURBANK
Proposed Budget FY 2023-24
---------------------------------------------------------------------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 2023-24
General Fund Projected Spendable Fund Balance for June 30, 2023
NON-RECURRING
PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2023 29,522,466$ (5) Formal Reserve Adjustment (FY 2023-24) (3,899,148)$ (6) Contribution to Compensated Absences Reserve (FY 2023-24) 0$ (7) ADJUSTED BEGINNING SPENDABLE BALANCE - JULY 1, 2023: 25,623,318$ (8) = (5) thru (7) Non-Recurring Revenue/Use of Resources 2,607,401$ (9) Estimated Budget Savings (FY 2023-24) 4,340,705$ (10) Proposed One-Time Budget Items (9,679,634)$ (11) Additional Contribution to CalPERS (2,914,200)$ (12) Deposit to 115 Trust (5,800,000)$ (13)
NET TOTAL NON-RECURRING ITEMS (11,445,728)$ (14) = (9) thru (13) NON-RECURRING BALANCE POST PROPOSED ITEMS 14,177,590$ (15) = (8) + (14) RECURRING BALANCE / (DEFICIT) 4,808,378$ (16) = (4) PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2023 18,985,968$ (17) = (15) + (16) Attachment 1 - Page 2
ITEM
DEPARTMENT DESCRIPTION TOTAL
SALARIES & BENEFITS:
Library Services Library Monitors 39,080$
Management Services Police Recruitment Program 146,847
Parks & Recreation Animal Shelter Overtime 34,864
220,791
MATERIALS, SUPPLIES & SERVICES
City Manager Grant Reporting and Management 50,000$
Community Development Airport Replacement Terminal Consuting and Plan Check 250,000 Community Development Parking Permit Fulfillment 60,000 Community Development Rancho Specific Plan 1,400,000
Fire EMS Office Retrofit 10,000
Fire Equipment and Supplies 7,590
Library Services Electronic Library Materials 75,000
Library Services Safety and DEI Training 55,000
Management Services ProctorU and Spark Hire 50,000
Non-Departmental AB 1482 Study Session 50,000
Non-Departmental Employee Childcare Pilot Program 257,000 Parks & Recreation Adaptive Day 23,000
Parks & Recreation Reforestation Program 770,000
Parks & Recreation Utility Box Beautification Program1
11,250
Police Police Recruitment Program 50,000
3,118,840
CAPITAL OUTLAY
CDD/Parks & Recreation Data Ticket Citation Collection 14,000$ Financial Services Debtbook Software 25,000
Fire Replacement of Three Fire Engines 1,922,171
Fire Self Contained Breathing Apparatus (SCBA) 836,569
Fire Water Tender Replacement 20,000
Management Services Large Format Printer 30,000
2,847,740
CONTRIBUTIONS TO OTHER FUNDS
Non-Departmental FY 23-24 Citywide Information Technology Projects2 3,492,263$ 3,492,263
GRAND TOTAL ONE-TIME ITEMS FY 2022-23 9,679,634$
1 Funded by Art in Public Places Funds
2 $2,028,556 of the citywide IT projects are proposed to be funded with American Rescue Plan Act funds. The net impact to the General Fund is $1,463,707
Attachment 1
PROPOSED ONE-TIME ITEMS
GENERAL FUND - FY 2023-24
SCHEDULE A
Attachment 1 - Page 3
2023-24 2024-25 2025-26 2026-27 2027-28
Recurring Items:
Revenues
Sales Tax 60,003 61,323 62,549 63,800 65,076 Property Taxes 65,818 68,451 71,189 74,036 76,998 Utility Users Tax 17,997 18,717 19,372 19,953 20,552 Services Charges - Intra City 14,622 15,207 15,663 16,133 16,617 Services Charges 22,741 23,650 24,478 25,213 25,969 In Lieu of Tax 9,513 9,893 10,190 10,445 10,706 Interest/Use of Money 3,249 3,411 3,479 3,549 3,620 Parking/Traffic/Other Fines 2,401 2,449 2,498 2,548 2,599 Transient Occupancy Tax 10,759 12,182 12,889 13,826 14,241 Building Permits/License Fees 5,995 6,175 6,361 6,551 6,748 Transient Parking Tax 3,773 3,867 3,964 4,063 4,165 Business Taxes 2,464 2,538 2,614 2,693 2,773 Franchises 1,442 1,428 1,428 1,428 1,428 Intergovernmental Revenues 1,067 1,088 1,110 1,132 1,155 Total General Fund Revenues 221,844 $ 230,380 $ 237,784 $ 245,370 $ 252,646 $ Expenditures
City Council (1,003)$ (1,056)$ (1,093)$ (1,132)$ (1,173)$ City Manager (2,871) (2,976) (3,048) (3,124) (3,205) City Clerk (1,801) (1,875) (1,927) (1,982) (2,040) City Treasurer (907) (942) (966) (991) (1,018)
City Attorney (4,860) (5,022) (5,133) (5,251) (5,376) Management Services (6,820) (7,118) (7,326) (7,546) (7,778) Financial Services (6,224) (6,527) (6,685) (6,852) (7,030) Parks & Recreation (30,980) (32,528) (33,617) (34,766) (35,976) Library Services (8,879) (9,241) (9,492) (9,758) (10,039) Community Development (14,552) (15,162) (15,587) (16,036) (16,511) Public Works (19,444) (20,359) (21,000) (21,677) (22,391) Fire (44,164) (46,431) (47,685) (48,939) (50,124) Police (65,844) (70,385) (73,058) (76,508) (79,130) Non-Departmental (8,685) (10,165) (11,111) (12,044) (12,809) Total General Fund Expenditures (217,035) (229,786) (237,726) (246,608) (254,599) RECURRING BALANCE SUBTOTAL 4,808 $ 594 $ 58 $ (1,238)$ (1,953)$ RECURRING BALANCE / (DEFICIT) 4,808 $ 594 $ 58 $ (1,238)$ (1,953)$
PROJECTED
(Amounts in Thousands)
General Fund
Financial Forecast FY 2023-24 through FY 2027-28
FY 2023-24 Proposed Budget
Attachment 2 - Page 1
2023-24 2024-25 2025-26 2026-27 2027-28
PROJECTED
(Amounts in Thousands)
General Fund
Financial Forecast FY 2023-24 through FY 2027-28
FY 2023-24 Proposed Budget
Non-Recurring Revenue/Savings Items:
Non-Recurring Revenue/Resources 2,607$
Estimated Annual Budget Savings 4,341 4,596 4,755 4,932 5,092 Non-Recurring Revenue/Savings Total: 6,948 4,596 4,755 4,932 5,092 Plus Beginning Balance June 30th 29,522$ 18,986$ 18,074$ 20,901$ 22,375$ Working Capital Reserve (2,339) (1,913) (1,191) (1,332) (1,199) Emergency Reserve (780) (638) (397) (444) (400) Budget Stabilization Reserve (780) (638) (397) (444) (400) Compensated Absences Reserve - - - - - Adjusted Beginning Balance July 1st 25,623 15,798 16,089 18,681 20,377 Less Non-Recurring Expenses
Proposed One-Time Items (9,680)
Contributions to CalPERS (2,914) (2,914)
Deposit to 115 Trust (5,800)
Subtotal Non-Recurring Items (18,394) (2,914) - - -
EXCESS/(DEFICIENCY) OF REVENUE
OVER APPROPRIATIONS 14,178$ 17,480$ 20,843$ 23,613$ 25,469$ PLUS RECURRING BALANCE (ABOVE) 4,808$ 594$ 58$ (1,238)$ (1,953)$ ENDING SPENDABLE FUND BALANCE 18,986$ 18,074$ 20,901$ 22,375$ 23,516$ FORMAL RESERVE BALANCES 54,259$ 57,447$ 59,432$ 61,652$ 63,650$ Attachment 2 - Page 2
Description 2023-24 2024-25 2025-26 2026-27 2027-28
Revenues:
Sales Tax 2.7% 2.2% 2.0% 2.0% 2.0%
Property Taxes 4.0% 4.0% 4.0% 4.0% 4.0%
Utility Users Tax 4.5% 4.0% 3.5% 3.0% 3.0%
Services Charges - Intra City 8.3% 4.0% 3.0% 3.0% 3.0%
Service Charges 20.1% 4.0% 3.5% 3.0% 3.0%
In-Lieu of Tax 4.5% 4.0% 3.0% 2.5% 2.5%
Interest/Use of Money 31.4% 5.0% 2.0% 2.0% 2.0%
Parking/Traffic/Other Fines 75.3% 2.0% 2.0% 2.0% 2.0%
Transient Occupancy Tax 2.0% 13.2% 5.8% 7.3% 3.0%
Building Permits/License Fees 7.2% 3.0% 3.0% 3.0% 3.0%
Transient Parking Tax 2.0% 2.5% 2.5% 2.5% 2.5%
Business Taxes 2.7% 3.0% 3.0% 3.0% 3.0%
Franchise Fees (2.0%) (1.0%) 0.0% 0.0% 0.0%
Intergovernmental Revenues (31.5%) 2.0% 2.0% 2.0% 2.0%
Expenditures:
Salaries & Wages* - - - - -
Utilities 9.0% 8.5% 5.0% 5.0% 5.0%
Contracts/Services/Other 3.0% 3.0% 3.0% 3.0% 3.0%
Internal Service Funds 12.0% 7.5% 5.0% 5.0% 5.0%
*confidential
BUDGET PARAMETERS
Forecast - FY 2023-24 Proposed Budget
Attachment 2 - Page 3
Recurring Recurring One-Time
City Attorney 84,871$ 4,000 $ - $ - $ 88,871$ - $ 88,871$ -$ - $ 88,871$ City Clerk 20,576$ -$ - $ - $ 20,576$ 20,576$ - $ - $ - $ -$ City Manager 7,448$ - $ - $ - $ 7,448$ - $ 7,448$ - $ - $ 7,448$ Community Development 934,445$ -$ 1,720,000 $ -$ 934,445$ 609,666$ 324,779$ 1,720,000$ 260,000$ 1,784,779$ Financial Services 170,328$ 25,000$ - $ - $ 195,328$ - $ 195,328$ -$ - $ 195,328$ Fire Department 868,716$ 28,600$ 17,590$ 4,845,183$ 897,317$ 647,317$ 250,000$ 4,862,773$ 162,000$ 4,950,773$ Library Services 60,401$ 130,000$ -$ 60,401$ -$ 60,401$ 169,080$ - $ 229,481$ Management Services 166,149$ 50,000$ 30,000$ 166,149$ - $ 166,149$ 226,847$ - $ 392,996$ Non-Departmental - $ 841,032$ 100,000$ -$ 841,032$ - $ 841,032$ 100,000$ - $ 941,032$ Parks & Recreation 247,167$ 955,570$ 804,250$ -$ 1,202,737$ 971,188$ 231,549$ 839,114$ 11,250$ 1,059,413$ Police Department 184,366$ -$ 50,000 $ 184,366$ - $ 184,366$ 50,000$ - $ 234,366$ Public Works 269,805$ -$ - $ - $ 269,805$ 243,053$ 26,752$ -$ - $ 26,752$ TOTAL 3,014,272$ 1,854,202$ 2,871,840$ 4,875,183$ 4,868,475$ 2,491,800$ 2,376,675$ 7,967,814$ 433,250 $ 9,911,239$ FISCAL YEAR (FY) 2023-24
BUDGET EXCEPTION REQUESTS - General Fund
In Order By Department
Total
Recurring
Total
One-Time
MS&S Exceptions
DEPARTMENT
Total 23-24
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 Legal Secretary
(New)
Recurring 84,871 - 84,871 City Attorney's Office (CAO) is requesting a Legal Secretary position. As service demands have increased over the years, attorney positions have been increased to previous staffing levels to handle the workload, however, we've had an overall net reduction in support staff. This reduction in the support staff has created a workload imbalance, specifically in the Prosecution Unit, forcing a need to hire temporary staffing to maintain current criminal case filing levels, at an overall higher cost to the City than hiring a permanent lower-level position. $ 84,871 $ - $ 84,871
2 Department Services and
Administration - Training
Recurring 4,000 - 4,000 The current training budget allows for each of our attorneys to attend training to maintain up-to-date knowledge of their practice areas, keep abreast of l egislative updates, and meet their compliance requirements. Two attorneys are expanding their practice areas and will need to attend training exceeding their current allotment.
$ 4,000 $ - $ 4,000
Recurring One Time
88,871 -
- -
$ 88,871 -
Revenue Offset
Total General Fund Impact
Total Requests
Total MS&S Exceptions
Total Positions
CITY ATTORNEY DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
2 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Senior Administrative Analyst (M)
(Upgrade)
Recurring 11,402 11,402 - Staff is requesting to upgrade an Administrative Analyst II to a Senior Administrative Analyst. This position has 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, this position requires increased job knowledge and
professional proficiency respons ible for implementing certain office efficiencies, regularly assisting colleagues, and consistently performing job functions beyond the scope of an Administrative Analyst II position. This request is offset by passport revenues.
2 Proposed BCEA position
(Records Technician)
(Upgrade)
Recurring 9,174 9,174 - Staff is requesting to upgrade a Clerical Worker to a Records Technician. This position has not been upgraded in 15 years.
The daily job responsibilities of this position have increased due to the high volume of Public Records Requests and the work associated with the Citywide Records Management
Program. Therefore, to align the position with the increased duties, a position upgrade to Records Technician is being requested. This request is offset by passport revenues. $ 20,576 $ 20,576 $ -
Recurring One-Time
20,576 -
20,576 -
$ - - Total General Fund Impact Total Requests
Revenue Offset
Total Positions
CITY CLERK DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
3 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 City Manager's Office Reorganization Recurring 7,448 - 7,448 The City Manager’s Office is conducting a reorganization which will add an Assistant to City Manager and Administrative Analyst II (M). To offset the cost of these position changes, the department will be eliminating an Executive Assistant, a Clerical Worker, and an Administrative Analyst II (Z). This update better represents the high-level performance and workload expectations of the positions. This reorganization will help ensure the high-level service the community expects from the office as well as better streamline responsibilities and tasks.
7,448 - 7,448
Recurring One Time
7,448 -
- -
$ 7,448 $ -
FY 2023-24 PROPOSED BUDGET REQUESTS
CITY MANAGER and CITY COUNCIL DEPARTMENTS
Total Requests
Revenue Offset
Total General Fund Impact
Total Positions
GENERAL FUND
4 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Administrative Analyst I (M)
Homeless Services
(New)
Recurring 93,740 - 93,740 Funds are needed for an Administrative Analyst I position to implement the City’s five-year homeless plan (2022-27), strategies around legal encam pment clean-ups, homeless data analysis, grant writing, research, and utilizing the Homeless Management Information System.
2 Administrative Analyst II (M)
Homeless Services
(New)
Recurring 114,864 - 114,864 Funds are needed for an Administrative Analyst II position to implement the City’s five-year homeless plan (2022-27) for internal compliance with Los Angeles County, Federal, and philanthropic grants for homelessness, homeless reporting, implementing quality assurance measures, management of
sub-recipient agreements, and a specialist in the Coordinated Entry System.
3 Senior Administrative Analyst (M)
(New)
Recurring 130,413 130,413 - This position will manage the Planning Division's budget, revenue, and grants. Duties include managing $3 million in grants for the three Specif ic Plans, all environmental assessment contracts, revenue from planning entitlement permits, and contractual services for Senate Bill (SB) 9, Firearms, Drive Through, AirBnB, and Cannabis regulations.
The Planning Division anticipates more opportunities to apply for Federal and State grants to support long-range planning efforts. In addition, this person would be tasked with
Professional Service Agreements (PSAs), vendor invoice
payments, and reimbursement requests for outstanding grant funds. This request is revenue offset by a 5% increase in the General Plan (GP) Maintenance Fee.
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
COMMUNITY DEVELOPMENT DEPARTMENT
5 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
COMMUNITY DEVELOPMENT DEPARTMENT
4 Senior Plan Check Engineer to
Principal Plan Check Engineer
(Upgrade)
Recurring 7,157 7,157 - Upgrade from Senior Plan Check Engineer to Principal Plan Check Engineer. The Building and Safety Division is in need of an engineer who can review and coordinate approval of complex and specialized plans and calculations including architectural, structural, and geotechnical documents. Projects include the Airport SB 35 development, land development coordination, further development of the Pre-Approved
Accessory Dwelling Unit (ADU) program, aiding in the
implementation of a tiny home shelter, and ensuring Assembly Bill (AB) 2234 timelines are being me t.
5 Building Inspector II to Building
Inspector III
(Upgrade)
Recurring 4,176 4,176 - Upgrade from a Building Inspector II to Building Inspector III.
The Building and Safety Division is in need of a building inspector who can review and inspect more complex
development projects such as the Airport SB 35 development.
A higher skill level is required for these projects.
6 Permit Technician to Permit
Coordinator
(Upgrade)
Recurring 3,769 3,769 - Upgrade Permit Technician to Permit Coordinator. The Building and Safety Division monitors over 2,000 plan checks per year. This position is needed to ensure all plan checks are reviewed and are in compliance with AB 2234 Permit
Processing deadlines. This position will also help small businesses by working to streamline the business permit process.
6 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
COMMUNITY DEVELOPMENT DEPARTMENT
7 License and Code Inspector II
(New)
Recurring 93,497 93,497 - This position is needed to support code enforcement services for Single-Use Plastics Ordinance, Human Trafficking
Ordinance, Local Inspection program for gun stores, etc. The position will help Economic Development by helping preserve neighborhoods and keep them compliant with property
maintenance codes. Duties include inspections, issuing
citations, and follow-ups. This request is revenue offset from additional citations that we anticipate to issue for the single- use plastics ban ordinance.
8 Associate Planner
(New)
Recurring 113,682 113,682 - This position is needed for long-range planning, supporting the development and implementation of specific plans,
implementation of the more than 100 programs, policies, and action items found in the City's Burbank2035 Plan Realization.
In addition, this position will support the 2022 Housing Element's Programs (27 pr ograms in total), the 2022
Greenhouse Gas Reduction Plan, and the development and
implementation of objective development, design, and
subdivision standards. Funded by the General Fund permitting and processing fees, and an additional 5% increase in the General Plan (GP) maintenance fee.
9 Assistant Planner
2 FTEs
(New)
Recurring 209,134 209,134 - This position is needed for long-range planning, supporting the development and implementation of specific plans of the more than 100 programs, policies, and action items found in the City's Burbank2035 Plan Realization, the 2022 Housing Element's Programs (27 pr ograms in total), the 2022
Greenhouse Gas Reduction Plan, and the development and
implementation of objective design and subdivision standards.
Funded by the General Fund permitting and processing fees, and an additional 5% increase in the GP Maintenance Fee. 7 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
COMMUNITY DEVELOPMENT DEPARTMENT
10 Associate Planner
(New)
Recurring 116,175 - 116,175 At the direction of the City Council on March 28, 2023, this position was requested to specifically conduct planning work related to the Rancho Specific Plan. This plan is the fourth specific plan effort to be initiated in the last six years and facilitates collaboration between the City Council, the community, and staff to develop a plan that complies with state land use and environmental laws, protects existing neighborhoods, and facilitates sustainable development while supporting the equestrian lifestyle found in the Rancho Neighborhood. This position will facilitate the development and implementation of this plan including analysis on design and construction, researching and applying for funding options, analyzing potential traffic hazards, and proposing potential future projects in the Rancho area.
11 Planning Position Upgrades
(Two Associate Planners to Two
Senior Planners; and Two Senior
Planners to Two Principal
Planners)
Recurring 47,838 47,838 - Planning position upgrades are being requested to support current and long-term planning goals, objectives, and policies outlined in the City's Burbank 2035 General Plan, as well as being proactive to State-mandates for housing development projects to facilitate responsible development that protects neighborhoods and preserves local control. The work is highly complex and requires specialized teams with different areas of focus to complete. These upgrades will also support the continuity of the high-level of service to ensure City and State mandated timelines are being achieved. This request is
revenue offset by permitting and processing fees.
$ 934,445 $ 609,666 324,779 Total Positions 8 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
COMMUNITY DEVELOPMENT DEPARTMENT
12 Private Contractual Services -
Planning Division
One-Time 1,400,000 - 1,400,000 On March 28, 2023, the City Council directed staff to prepare a Rancho Specific Plan and companion General Plan
Amendments. The planning process for developing a specific plan for the Rancho neighborhood would include a discussion of existing and proposed changes to underlying zoning and general plan land use designations for all properties within the proposed Rancho planning area. The Burbank2035 General
Plan Exhibit LU-2 (Specific Plan Areas) identifies the boundary of a Rancho Specific Plan and is in the process of being developed. The next steps include bringing a second-step report to the City Council on the design, construction, and funding options of an equestrian trail in the Rancho which will include an analysis of traffic hazards along Main and Riverside Drive including approved and protentional future projects in the Rancho area.
13 Private Contractual Services -
Building Division
One-time 250,000 250,000 - Consultant services are needed to manage the Airport replacement terminal project and plan check services. Duties include meeting with the Airport on a monthly basis and reviewing the plans before building permits are issued. This is a five-year effort and staff anticipates consultants are needed during this period and will adjust requests accordingly in the future. The efficient processing of the Airport terminal replacement project will have a positive impact on the
Economic Development of the City by creating jobs and
adding to Burbank's brand. This request is revenue offset by Airport developer fees.
14 Other Professional Services -
Building Division
One-Time 10,000 10,000 - Services agr eement with Data Ticket which will be issuing citations for code enforcement violations on behalf of the City.
This request is revenue offset by the collection of citation fees.
Staff anticipates revenue projections of $24,000 per year. This request is an upfront cost to pay for the consultant services from Data Ticket during the fiscal year.
9 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
COMMUNITY DEVELOPMENT DEPARTMENT
15 Private Contractual Services -
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, partic ularly during the permit renewal process. During the three 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 to provide general permit customer service. This allows staff to review and approve parking permit cr edentials through the City's online permit renewal system and manage the other parking program services (commercial permits, managing parking lots and structures, curb managemen t, and other activities). $ 1,720,000 $ 260,000 $ 1,460,000
Recurring One-Time
934,445 1,720,000
609,666 260,000
324,779 1,460,000
Revenue Offset
Total General Fund Impact
Total MS&S Exceptions
Total Requests
10 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Buyer I
(New)
Recurring 97,609 - 97,609 The Purchasing Divis ion has experienced 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.
The addition of the Buyer I position will increase the Division's capacity to address the additional workload.
2 Contract Administrator
(New)
Recurring 72,719 - 72,719 The re-organiza tion and development of the Purchasing Division is seeing its function shift to a more strategic role in order to more adequately service all of the contracting, service, facilities, and development projects in various stages of planning and execution throughout the City. A Contract
Administrator position is needed to alleviate some of the burdens of document preparation placed on the end user
departments and the City Attorney’s office. This position will help to expedite professional services and other categories of contract preparation and administration work.
$ 170,328 $ - $ 170,328
3 Lease Software Recurring 25,000 - 25,000 The City is required to comply with Governmental Accounting Standards Board (GASB) Statement 87 for Leases and
Statement 96 for Subscription-Based Information Technology Agreements. The usage of specialized software will assist with the implementation and compliance. The total cost of the software is $50,000 which will be split between the Financial Services Department and Burbank Water and Power.
$ 25,000 $ - $ 25,000
Recurring One Time
195,328 -
- -
$ 195,328 $ -
GENERAL FUND
FY 2023-24 PROPOSED BUDGET REQUESTS
FINANCIAL SERVICES DEPARTMENT
Total Positions
Total MS&S Exceptions
Total Requests
Revenue Offset
Total General Fund Impact
11 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
1 Fire Suppression and
Emergency Medical Services
(EMS) - Overtime Safety
Recurring 250,000 - 250,000 Burbank Fire Department (BFD) is requesting phase tw o of four to increase the Fire Suppression and 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.
2 New Firefighter/Emergency
Incident Technician (EIT)
(3 FTEs)
Recurring 216,861 216,861 - The organizational enhancement of the Emergency Medical Services (EMS) Division includes the addition of three new Firefighter/Emergency Incident Technician
(EIT) positions. They will serve critical support functions and be responsible for Code 3 emergency driving,
command post organization, and incident accountability
as well as responsible for daily staffing, operational
planning, and divisional programs.
3 Overtime Increase - Firefighter
/ EIT
Recurring 108,431 108,431 - This request includes the associated overtime/back fill funding necessary for the three new Firefighter/EIT
positions.
4 New Fire Captain (EMS)
(1 FTE)
Recurring 106,432 106,432 - The organizational enhancement of the EMS Division includes recurring funding for a new EMS Captain for the management and oversight of the EMS program. As the
EMS program continues to grow and change in
complexity, it is essential to address the deficiency in its administrative component and provide required
administrative oversight.
5 New Fire Inspector I (Civilian)
(2 FTE)
Recurring 186,993 186,993 - The organizational enhancement of the Fire Preventi on Division includes two new civilian Fire Inspector I
positions to perform State-mandated fire and life safety inspections and replace the two existing Fire Engineer
positions who will be reassigned to the Fire Prevention Bureau as a Public Education position and to the
Training and Safety division.
$ 868,717 $ 618,717 $ 250,000 Total Positions
JUSTIFICATION
GENERAL FUND
FY 2023-24 PROPOSED BUDGET REQUESTS
FIRE DEPARTMENT
12 GENERAL FUND
FY 2023-24 PROPOSED BUDGET REQUESTS
FIRE DEPARTMENT
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
6 Emergency Medical Services -
Special Department Supplies
Recurring 12,000 12,000 - EMS is requesting an increase to the Special Departmental Supplies account to address the increase
in costs for medical supplies, pharmaceuticals, and
narcotics.
7 Emergency Medical Services -
Training
Recurring 10,000 10,000 - EMS Division is requesting an increase to the Train ing account in order to fund the increased cost of tuition for sending firefighters to paramedic training.
8 Emergency Medical Services
(EMS) - Governmental Services
Recurring 5,000 5,000 - EMS is requesting an increase to the Governmenta l Services account to cover increased costs of local, state, and federal Paramedic and Emergency Medical
Technician (EMT) license renewals, certifications, and
fees.
9 Fire Suppression - Building
Maintenance and Building
Grounds Maintenance and
Repair
One Time 7,590 - 7,590 BFD is requesting an increase in funding due to the progressive increase of supply costs over time to fund
equipment and supply needs for all six fire stations.
10 Office Equipment One Time 10,000 10,000 - BFD is requesting one-time fun ding to retrofit the EMS Office including office furniture, computers, and phones. 11 Office Equipment Recurring 1,600 1,600 - BFD is requesting addition al, recurring funding for ongoing EMS material, services, and supply costs for the EMS office.
$ 46,190 $ 38,600 $ 7,590
JUSTIFICATION
Total MS&S Exceptions
13 GENERAL FUND
FY 2023-24 PROPOSED BUDGET REQUESTS
FIRE DEPARTMENT
NO ITEM
NEW/
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
12 Fire Engines (3) Replace 3,459,294 1,537,123 1,922,171 001 BFD is requesting funding to replace three fire engines .
Due to several factors such as inflation and supply chain shortages, the cost of specialized apparatus has
increased tremendously and approximately an additional
$2 million is necessary.
13 Self-Contained Breathing
Apparatus (SCBA's) - Phase II
Funding
Replace 1,188,531 367,531 821,000 001 BFD is requesting Phase II funding for the replacement of its Self-Contained Breathing Apparatus (SCBA). The
manufacturer of the current fleet is no longer in business and cannot maintain its parts, service, repairs, and
support of these assets. Factors such as inflation and
supply chain issues have compounded the cost of this
purchase.
14 SCBA Mask Fit Testing System
(1) and Flow Testing System
Replace 25,358 9,789 15,569 001 BFD is requesting funding to purchase new SCBA Mask Fit Testing and Flow Testing Systems and the correlating purchase of the correct testing systems.
15 Water Tender - Phase III
Funding
Replace 20,000 - 20,000 001 BFD is requesting Phase III funding to replace its wa ter tender of which $20,000 of remaining funding is required for the final outfitting of the asset.
16 Radios One Time 72,000 72,000 - 001 BFD is requesting six new staff radios f or proposed organizational enhancements.
17 Fire Utility Trucks One Time 80,000 80,000 - 001 BFD is requesting two n ew staff utility trucks for proposed organizational enhancements.
$ 4,845,183 $ 2,066,443 $ 2,778,740 Recurring One-Time
897,317 4,862,773
647,317 162,000
$ 250,000 $ 4,700,773
Total Capital Requests
Total Requests
Revenue Offset
Total General Fund Impact
14 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Library Assistant Reorganization
► 5 Library Assistants to 5 Library Operations
Supervisors ($51,075)
►2 Library Assistants to 2 Librarians ($9,326)
Recurring 60,401 - 60,401 As part of a job specifications update, seven Library Assistant positions will be upgraded. Two will become Librarians. Five will become Library Operations Supervisors. the Management Services Department is in the process of establishing the salary for the new Library Operations Supervisor title so it is assumed to be equivalent to Librarian for budget purposes.
This reclassification resolves numerous inequities related to workload and duties in the current system and sets the Library up for future operations.
2 Temporary Staffing
(Library Monitor)
(New)
(2)
One-Time 39,080 - 39,080 Two temporary Library Monitor positions will provide additional security at Library branches. Safety was a top concern
expressed by both staff and patrons in recent surveys. One year of funding for these positions will ease concerns while providing staff with the time to identify the best long-term solutions.
99,481 - 99,481
GENERAL FUND
FY 2023-24 PROPOSED BUDGET REQUESTS
LIBRARY DEPARTMENT
Total Positions
15 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2023-24 PROPOSED BUDGET REQUESTS
LIBRARY DEPARTMENT
3 Library Materials: Electronic One-Time 75,000 - 75,000 A recent survey of 1,500 Library users showed deficiencies in the eBook collection to be a common complaint. This one-time funding will allow the Library to build up its back collection and make the eBook collection more comparable in quality to the physical collection.
4 Training One-Time 25,000 - 25,000 Building on the Library's justice, equity, diversity, and inclusion work. This one-time funding would provide for the development of a base curriculum for all new employees. After it has been tested in the Library, the training could be used by all City departments.
5 Training One-Time 30,000 - 30,000 Safety concerns topped recent Library surveys of both staff and the public. Since reopening doors after the COVID closure, libraries have seen an increase in people presenting with symptoms of mental illness, addiction, and/or homelessness.
This one-time funding would develop a series of trauma- informed trainings for staff to expand their toolsets and comfort for serving this population.
130,000 - 130,000
Recurring One-Time
60,401 169,080
- -
$ 60,401 $ 169,080 Total General Fund Impact
Total MS&S Exceptions
Total Requests
Revenue Offset
16 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Human Resources Manager to
Assistant Management Services
Director
(Upgrade)
Recurring 33,360 - 33,360 Staff is requesting to upgrade an existing Human Resources Manager to an Assistant Management Services Director. The position currently oversees Labor Relations and would continue to do so but at a higher level. The Assistant Director would be expected to plan and carry out the strategic direction of contract negotiations and eventually serve as chief negotiator with one or two of the City's six labor groups. Currently, the Management Services Director serves as chief negotiator for all six groups which take time and focus away from overseeing Management Services as a whole.
2 Temporary Staffing
(Two Temporary Human Resources
Technicians I)
One-Time 142,271 - 142,271 In 2016, the Police Department (PD) Recruitment plan was approved by the City Council which included a budget for temporary staffing dedicated to recruitment. The funds allocated at that time were exhausted. As part of the mid-year appropriation requests, City Council approved PD recruitment temporary staffing funds for the remainder of FY 2022-23. Recruitment staff in Management Services continues to aggressively assist PD with their recruitment efforts. Management Services is requesting funds for the salaries of two temporary Human Resources Technician I positions for FY 2023-24.
3 Overtime One-Time 4,576 - 4,576 Staff is requesting overtime dollars for four hours per month each for one permanent Human Resources Technician I and one
permanent Human Resources Technician II, as they assist with PD examinations outside of their regular workweek. These permanent positions assist with the Police Department
examinations outside of their regular workweek.
MANAGEMENT SERVICES DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
17 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
MANAGEMENT SERVICES DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
4 Administrative Analyst II (M)
(New)
Recurring 114,864 - 114,864 Regulatory compliance as statutorily required per the Affordable Care Act (ACA) Healthy Work place Healthy Family Act (AB 1522), CalPERS Out-of-Class Hours Worked reporting (AB 1487), and other regulations have impacted the Employee Services Section’s service levels. The increasing demand on staff for regulatory compliance takes away from their ability to timely serve and provide the necessary support to departments and
employees. Staff handles complicated and timely requests pertaining to contractual and resolution language, labor relations, benefits, etc. Providing additional staff will increase efficiency across the section, help the City remain compliant, and allow staff to provide more responsive and timely customer service. 5 Intermediate Clerk to Human
Resources Technician I (2)
(Upgrade)
Recurring 17,924 - 17,924 The Employee Se rvices Section is responsible for complicated, time-sensitive, and confidential requests pertaining to employee benefits and contractual compliance. The workload assigned to the Intermediate Clerk desk has grown and become more
specialized over time. Upgrading these positions will better align with the increased duties and assist in the retention of employees. It will also allow staff to continue to meet our customer's needs in a timely manner, increase efficiency across the Section, establish critical back-ups, ensure compliance, and improve city services overall.
$ 312,995 $ - $ 312,995Total Positions 18 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
MANAGEMENT SERVICES DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
6 Private Contractual Services -
Employment Services
One-Time 50,000 - 50,000 Staff is requesting recurring funding for two programs implemented by Employment Serv ices in January 2023 to support testing network services for in-time testing: ProcturU and Spark Hire. These programs shorten the recruitment timeframe and improve the recruitment process to meet high demand. ProcturU and Spark Hire will make a significant contribution toward achieving the City Council's goal for Management Services of meeting the hiring needs of departments. Funds will also support additional testing services from the National Testing Network (NTN) and Firefighter Candidate Testing Center (FCTC).
$ 50,000 $ - $ 50,000
7 Large Format Printer One-Time 30,000 - 30,000 The Reprographics division is requesting funds to re place an outdated printer which is essential to providing services to the City with a new industry standard model. Replacement will ensure quality services to City staff while expanding printing capabilities and saving the City money by reducing the need to outsource large format projects. The current large format printer (HP Design Jet 1055CM+) was given to Reprographics in 2007 by the
Burbank Fire Department. However, this model does not have the full capacity to meet the needs of City staff. The manufacturer no longer makes the ink required to print or the parts to maintain the machine.
$ 30,000 $ - $ 30,000
Recurring One-Time
166,148 226,847
- -
166,148 226,847
Revenue Offset
Total General Fund Impact
Total MS&S Exceptions
Total Requests
Total Capital Outlay
19 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Governmental Services -
Grant Reporting and Management
Services
One-Time 50,000 - 50,000 As part of the City Manager’s commitment to pursue all available state and federal grants and funding opportunities, this request will allow the City Manager’s Office to work with a Consultant who will provide grant writing and management services including researching, preparing, and submitting quality application proposals for multiple departments. 2 Consultant Services One-Time 50,000 - 50,000 Required consultant services to prepare and present a Study Session on AB 1482 (California Tenant Protection Act) that was requested at the City Council Meeting of January 31, 2023. This Study Session was requested before a second-step report on tenant protections and will be presented to the City Council.
3 Employee Referral Care Program Recurring 257,000 - 257,000 The pilot Employee Referral Program is for three years. This recruitment and retention program includes support in the following areas: Primary Childcare, Academics, Elder Care, and Household.
4 Utilities - Citywide Recurring 584,032 - 584,032 Additional funds are needed to cover the increased utility costs for all General Fund departments. This funding will be
distributed among different cost centers to cover utility cost increases across City facilities.
941,032 - 941,032
Recurring One-Time
841,032 100,000
- -
$ 841,032 $ 100,000
NON-DEPARTMENTAL
FY 2023-24 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total MS&S Exceptions
Total Requests
Revenue Offset
Total General Fund Impact
20 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Parks and Recreation Deputy Director
Right-Size Reorganization
(Deputy Director, Landscape and
Forestry Superintendent, and Admin
Officer to 3 Assistant Director
positions)
(Upgrade)
Recurring 52,589 52,589 - Over the last five years, the Department added programs and services including the Animal Shelter, direct management of DeBell, DIG Burbank, Plant for a Greener Burbank, sports contract classes, summer Sports Camps, Park and Play, pilot soccer and kickball programs, and project management
responsibilities. Additionally, the Los Angeles County
Department of Public Health recently adopted an ordinance that places new regulations on day camps. A reorganization is needed to accurately reflect job scope and responsibilities, elevate standards of childcare as a measure of best practice, and enhance community engagement. This reorganization is offset by revenues from the DeBell Golf Course, Afterschool Daze fees, and Summer Daze camp fees.
2 Recreation Coordinator to Recreation
Supervisor
(Upgrade)
Recurring 6,889 6,889 - As part of the Department's proposed reorganization, the Los Angeles County Department of Public Health recently adopted an ordinance that places new regulations on day camps. This upgrade is needed to accurately reflect job scope and
responsibilities and elevate standards of childcare as a measure of best practice. This request is offset by revenues from the Afterschool Daze and Summer Daze camp fees.
3 Recreation Leader to Senior
Recreation Leader
(Upgrade)
Recurring 67,355 67,355 - As part of the Department's proposed reorganization, the Los Angeles County Department of Public Health recently adopted an ordinance that places new regulations on day camps. This upgrade is needed to accurately reflect job scope and
responsibilities and elevate standards of childcare as a measure of best practice. This request is offset by revenues from the Afterschool Daze and Summer Daze camp fees.
GENERAL FUND
PARKS AND RECREATION DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
21 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
PARKS AND RECREATION DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
4 Administrative Analyst I (M) to Graphic
Media Designer
(Upgrade)
Recurring 12,637 12,637 - The Parks and Recreation Department has added programs and services over the last five years, including the Animal Shelter, management of DeBell, DIG Burbank, Plant for a Greener Burbank, sports contract classes, summer Sports Camps, Park and Play, pilot soccer and kickball programs, and project management responsibilities. A Graphic Media Designer position is needed to accurately reflect the job scope and responsibilities and enhance community engagement and communication. This request is offset by revenues from the Afterschool Daze and Summer Daze camp fees.
5 Aquatic Program Coordinator to
Recreation Supervisor
(Upgrade)
Recurring 6,942 6,942 - The current position is responsible for supervising 61 part-ti me aquatic personnel, including Lifeguards , Lifeguard Instructors, Senior Lifeguards, and a Senior Recreation Leader.
Responsibility for this role includes continuous recruitment, onboarding, training, supervision, and staff evaluation. In addition, this position oversees annual revenues of
approximately $500,000 and an operating budget of $997,000.
This upgrade will appropriately align and provide internal equity with essential job functions to the corresponding position within the Department. The cost of this upgrade will be offset by fee increases based on the fee study results. 6 Senior Recreation Leader to
Recreation Coordinator
(Upgrade)
Recurring 21,102 21,102 - The Los Angeles County Department of Public Health recently adopted an ordinance that places new regulations on day camps, including staffing requirements and an on-site Health Supervisor. This upgrade will help the department to align with regulations as a measure of best practice and to ensure the City meets the elevated standard of childcare. The new
regulations require additional planning and updating of items such as contractor coordination, camper health plans, and emergency procedures. A total of 886 campers attended 31 different sports camps during the 11-week summer season in 2022. That number is up by 225 in new participants over the previous year. In FY 2021-22, contract revenue in the Sports section grew by $260,888. The gross available net revenue after instructor expenses is $45,655, which will offset the cost of the position upgrade.
22 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
PARKS AND RECREATION DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
7 Facility Attendant II
(.45 FTE)
(New)
Recurring 18,493 18,493 - A shift in responsibilities equivalent to a Facility Attendant (F A) II duties was transitioned to Locker Room Attendants.
Similarly, Locker Room Attendants and FA IIs are responsible for processing Department activity, registration, and monetary transactions using computer software, completing standard forms, facility set-up and breakdown, and opening and closing procedures of the facility. Conv erting Locker Room Attendants to FA IIs will appropriately align and provide internal equity with essential job functions to the corresponding positions.
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 lifeguard personnel to focus on providing the necessary life safety to participants in the pool.
This request will be offset with contract instructor revenues. 8 Recreation Leader (2)
(.25 FTE)
(New)
Recurring 26,066 5,400 20,666 In April 2022, the Parks and Recreation Department launched the Park and Play pilot mobile recreation vehicle program. The program extends services past systemic barriers to connect Burbank’s underserved communities in park-poor
neighborhoods. The Program has partnered with the Burbank Housing Corporation, Afterschool Daze, participated in
National Night Out, Police and Fire Service Day, and Civitan Jamboree. The program requir es 80 hours of support from two part-time Recreation Leader positions annually. The Park and Play vehicle has generated inter est for private rentals and special event appearances, which will be pursued to aid in offsetting program expenses.
9 Recreation Leader
(FTE increase from .2 to .235)
Recurring 1,908 1,908 - In fall 2022, the Sports Division launched a pilot program for a 7v7 Soccer League utilizing the Burbank High School soccer field through the Joint Use Agreement. The winter 2023
league registration has expanded to include both a men's and women's league. The program will have the capacity in future years to expand to a total of 36 teams with multiple divisions.
Currently, this offering is the only official adult soccer program available in Burbank. Funds are being requested to increase staff hours to maintain efficiency in this pilot program through the anticipated growth. Revenue from this program will offset this request.
23 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
PARKS AND RECREATION DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
10 Facility Attendant II
(.45 FTE)
(New)
Recurring 18,493 18,493 - In fall 2022, the Sports Division launched a pilot program for a 7v7 Soccer League utilizing the Burbank High School soccer field through the Joint Use Agreement. The winter 2023
league registration has expanded to include both a men's and women's league. The program will have the capacity in future years to expand to a total of 36 teams with multiple divisions.
Currently, this offering is the only official adult soccer program available in Burbank. Funds are being requested for a part- time Facility Attendant II to maintain efficiency in this pilot program through the anticipat ed growth. Revenue from this program will offset this request.
11 Overtime One-Time 34,864 - 34,864 The Parks and Recreation Department is seeking a one-ti me increase to the Burbank Animal Shelter (BAS) overtime
budget to allow sufficient time to carefully review, analyze, and modify the BAS overtime policy. The BAS is a 7-day-a-week operation that cares for the animals housed at the shelter and answers service calls throughout the City. Consequently, staff must work on holidays, respond to after-hour emergency calls, and cover standard shifts due to vacations and illnesses, thus the need for overtime. In recent years, the BAS has exceeded its overtime budget. The additional overtime cannot be
absorbed. Through thoughtful changes to current staffing practices, overtime expenses can be reduced while still meeting the needs of the Shelter and community.
12 Lifeguard (2)
(FTE increase from .02 to .2 )
Recurring 14,693 14,693 - On August 23, 2022, the City Council approved a Memorandum of Understanding (MOU) between the Burbank
Unified School District (BUSD) and the City of Burbank for the cooperative use of Pools. The MOU calls for the City to be fully compensated for direct expenses to operate the pool.
This request is to increase Lifeguard hours to support BUSD’s needs. At the May 4, 2021, Joint Use Committee meeting, the City learned of the closure of Burbank High School (BHS) swimming pools for emergency repairs. BHS repairs require the pool to remain closed for approximately 5 years until the design, bid, and build are completed. The increased revenues from this agreement will offset the cost of this request. $ 282,031 $ 226,501 $ 55,530 Total New Positions 24 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
PARKS AND RECREATION DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
13 Other Professional Services - Golf
Course
Recurring 400,000 400,000 - DeBell Golf Course is expected to continue to run a successf ul operation and generate additional revenues exceeding
projections. The Department is requesting to increase DeBell's operating budget to offset the increased cost of expenditures.
The increase in expenditures is partially due to a nationwide increase in costs of goods and labor. Additionally, DeBell has seen an increase in events, tournaments, and golf play which led to additional labor, supplies, and maintenance costs.
Notably, an increase in events, tournaments, and golf play also leads to an increase in revenues.
14 Building Grounds Maintenance and
Repair -
Athletic Leagues
Recurring 40,000 40,000 - Sports league fees are collected and deposited into a holding account which is earmarked for the maintenance and
improvement of buildings, grounds, and ballfields. These funds are used to ensure the safety and playability of ballfields in support of various sports leagues. League fees are
projected to generate $103,000, which will fully offset this request.
15 Custodial Services - Park Landscape Recurring 9,406 - 9,406 In accordance with p rice increases for custodial services, the Department anticipates a 7.7% service increase in the
contract.
16 Governmental Services -
Administration
Recurring 36,976 - 36,976 In accordance with the Joint Use Agreement (JUA) between the City and the School District, the City pays an annual user fee and capital contribution for the use of District-owned facilities. The JUA outlines the annual user fee, and the capital contribution shall be increased on an annual basis in
accordance with the Consumer Price Index (CPI). Additional funds are required in the amount of $36,976 to cover the anticipated 2023 contractual increase. CPI is estimated at
7.5% in 2023 based on a 12-month CPI average in 2022.
17 Private Contractual Services -
Administration
Recurring 8,601 - 8,601 Per the contractual obligation with Catholic Charities to operate and manage the Burbank Te mporary Worker Center, the total compensation will be increased on an annual basis in accordance with the CPI, estimated at 7.7%. As stipulated in the Agreement, increases are adjusted by the rate of change in the Consumer Price Index (CPI) experienced in the month of January in the preceding calendar year.
25 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
PARKS AND RECREATION DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
18 Special Recreation Contract Services -
Olive Recreation Center
Recurring 25,000 25,000 - The Department has experienced a significant increase in program participation as a result of the success of the PASS program. Additional funding is needed to continue to support the program. This request is offset by revenue generated from citywide fee increases.
19 Special Dept Supplies -
Organized Sports
One-Time 8,000 - 8,000 The Parks and Recreation Department is committed to providing equal access to programs and services, inclusive programming, and diverse course offerings to advance the community's overall health and quality of life. The goal of the Park and Play mobile recreation vehicle program is to extend services past systemic barriers to connect underserved
communities with adaptive programming. Special Department Supplies for pop-up events include mobile skate ramps and sports equipment. In addition, the Department is actively seeking grant opportunities to provide additional funding to continue offering inclusive programming.
20 Special Recreation Contract Services
-
Organized Sports
Recurring 241,605 241,605 - The Department provides several engaging sports camps, classes, and activities through t hird-party Contract Instructors using an Instructional Services Agreement (ISA). Through an ISA, the Department generates revenue by splitting all
registration fees with the cont ractor. The Sports Section is forecasting registration fees of $371,700 for this program. The Department is requesting $241,605 to pay the contract
instructors a 65% revenue split per the ISA.
21 Private Contractual Services -
Day Camp and Afterschool Program
Recurring 12,500 12,500 - Due to the COVID-19 Pandemic, Day Camp field trips were reduced in quantity for several years. However, field trips are resuming to pre-COVID-19 levels. In 2019, field trips and special activities totaled $39,000 and the expected increase in costs is approximately 10% since 2019. The current budget for field trips is $30,451. The cost of this request is offset by Daycamp Revenues.
26 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
PARKS AND RECREATION DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
22 Special Recreation Contract Services -
Organized Sports
Recurring 16,896 16,896 - In the fall of 2022, the Sports Division launched a pilot program for a 7v7 Soccer League utilizing Burbank Unified School District soccer fields through the Joint Use Agreement.
The winter 2023 league registration is expected to expand to include both a men's and women's league. The Sports Office will offer 264 soccer matches annually with officials’ fees set at $64 per game for a total cost is $16,896. The $16,896 request is collected in the registration fee and will be used to pay for Officials. Funds are being requested to continue to offer this program in FY 2023-24 and will be evaluated for growth and sustainability.
23 Special Dept Supplies -
Organized Sports
Recurring 5,800 5,800 - In the Fall of 2022, the Sports Division launched a pilot program for a 7v7 Soccer League utilizing the Burbank High School soccer field through the Joint Use Agreement. The winter 2023 league registration has expanded to include both a men's and women's league. The $5,800 request is collected in the registration fee and will be used to purchase 6 soccer goals, 8 sets of corner flags, 4 soccer balls, and 6
replacement goal nets. The revenue from this program will outpace expenditures. Funds are being requested to continue to offer this program in FY 2023-24 and will be evaluated for growth and sustainability.
24 Reimbursable Materials -
Cultural Services
Recurring 2,886 2,886 - The D epartment has experienced a consistent increase in clay costs due to nationwide price increases for goods and
services. Pottery students are currently charged $14 per bag of clay. The price per bag will be increased by $2 in the spring of 2023 to $16, and an additional $1 beginning in the summer of 2023, bringing the price to $17 per bag. This will allow the department to generate an additional $2,886 in revenue to offset this request.
27 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
PARKS AND RECREATION DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
25 Independence Day Celebration -
Commercial and Special Events
Recurring 3,500 - 3,500 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 3,800
community members. This event is part of the overall Starlight Bowl Summer Concert Season (Summer Concerts). The
vendor last increased prices in 2022, for which staff requested additional funding at the time. The total annual cost for a 20- minute firework display will be $37,000.
26 Other Professional Services -
Cultural Services
One-Time 11,250 11,250 - The Art in Public Places Committee recommends that $11,250 of Public Art funds (restricted dollars) be allocated to fund Phase 7 of the Burbank Cultural Arts Commission's (BCAC) 'Burbank Arts Utility Box Beautif ication Program. The request will be used to commission the artists to paint nine additional utility boxes. BCAC remains committed to raising additional funding for ongoing maintenance and the artist reception. 27 Aleppo Tree Removal One-Time 770,000 - 770,000 The Parks and Recreation Department underst ands the importance of being more proactive with the City’s Urban Forest considering the changing climate and maturity of our trees. As such, the Department is proposing a reforestation plan that would remove and replace substantial mature
parkway trees, including but not limited to Aleppo Pines on Niagara Street and Pass Avenue. The plan which may take up to two years to complete consists of removing
approximately 125 trees and replacing them with more
appropriate tree species for the Parkway.
28 Private Contractual Services -
Park Landscape
Recurring 152,400 - 152,400 In accordance w ith price increases for landscape services, the request reflects the landscape services provided on behalf of the Department.
28 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
PARKS AND RECREATION DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
29 Adaptive Day -
Supplies and Permits
One-Time 15,000 - 15,000 To further the diversity, equity, and inclusion goal for the City of Burbank, the Parks and Recreation Department is
requesting funds to host an Adaptive Sports Day aimed at increasing inclusiveness and awareness of people living with disabilities in the community. The Department will seek valuable partnerships and potential grants to support the proposed event.
$ 1,759,820 $ 755,937 $ 1,003,883
Recurring One-Time
1,202,737 839,114
971,188 11,250
$ 231,549 $ 827,864 Total General Fund Impact Total MS&S Exceptions
Total Requests
Revenue Offset
29 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Communications Operators (2)
(New)
Recurring 184,366 - 184,366 The Police Department Communications Center is currently staffed with 12 Communications Operators. Staff provides call-taking and dispatching responsibilities for both
emergency and non-emergency public safety service calls.
Communications Operators are the first point of contact for community members in need of assistance, and they
regularly manage stressful, life or death situations while exercising sound decision-making skills. The
Communications Center is a critical 24-hour, seven days a week operation that must be staffed appropriately with
qualified, well-trained professionals . An evaluation of staffing models compared to other jurisdictions as well as an internal review of operations indicates the current staffing level in the Center is below what is needed to ensure the continued
efficient response to calls for service.
184,366 - 184,366
GENERAL FUND
FY 2023-24 PROPOSED BUDGET REQUESTS
POLICE DEPARTMENT
Total Positions
30 GENERAL FUND
FY 2023-24 PROPOSED BUDGET REQUESTS
POLICE DEPARTMENT
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
2 Special Department Supplies-
Administration
One-Time 50,000 - 50,000 This funding will support the evaluation of a variety of recruitment initiatives to assist the Department in remaining an attractive career option in today's challenging
employment landscape. Consideration will be given to
initiatives such as enhanced social media outreach,
increased participation in recr uitment events, implementation of new methods to engage potential candidates, and
exploration of a new-hire referral program. The department will explore delivery options for these initiatives. In an effort to achieve and retain a well-qualified workforce at full authorized strength and continue to provide first-class public safety services to the community, it is imperative that the Department remains competitive with other agencies to
attract the highest quality candidates and be creative and agile in its implementation of c ontemporary recruitment practices.
$ 50,000 $ - $ 50,000
Recurring One-Time
184,366 50,000
- -
$ 184,366 $ 50,000 Total General Fund Impact Total MS&S Exceptions
Total Requests
Revenue Offset
31 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Construction Inspector I to
Construction Inspector II
(Upgrade)
Recurring 11,994 11,994 - This position upgrade is requested to be consistent with the series of reclassifications approved by the City Council on August 23, 2022. The changes are intended to create a
comprehensive, tiered series with each level having a greater degree of responsibility. The Construction Inspector II position requires additional experience and/or education than
Construction Inspector I. This position will allow employees opportunities for advancement based on their experience and education as well as support employee retention and improve succession planning. This position is revenue offset by inspection fees.
2 Construction Inspector I to
Senior Construction Inspector
(Upgrade)
Recurring 4,307 4,307 - This position upgrade is requested to be consistent with the series of reclassifications approved by the City Council on August 23, 2022. The changes are intended to create a
comprehensive tiered series with each level having a greater degree of responsibility. The Senior Construction Inspector position requires additional exper ience and/or education than the Construction Inspector II and certain licenses and/or certifications. This position will allow employees opportunities for advancement based on their experience, education, and incentive to acquire additional licenses/certificates as well as support employee retention and improve succession planning.
This position is revenue offset by inspection fees.
3 Civil Engineering Associate
(New)
Recurring 126,752 100,000 26,752 The responsibilities of this position include management of annual paving projects, assisting with the development and delivery of the Citywide pavement management program,
managing multiple CIP projects, p reparing bid specifications, staff reports, construction bid documents, managing
consultants, and responding to claims, complaints, and Public Records Act requests. This position will also be cross-trained to prepare development review responses, permit issuance, assist with as-built plan indexing, and filing and Geographic Information Systems (GIS) conversions. Permit and inspection fee revenue will partially offset the fiscal impact of this position.
FY 2023-24 PROPOSED BUDGET REQUESTS
PUBLIC WORKS DEPARTMENT
GENERAL FUND
32 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
FY 2023-24 PROPOSED BUDGET REQUESTS
PUBLIC WORKS DEPARTMENT
GENERAL FUND
4 Engineering Associate - Traffic
(New)
Recurring 126,752 126,752 - The Traffic Section is requesting this new position due to increasing workloads from reviewing permits, traffic control plans, citizen requests (i.e., stop signs, speed humps, signal operations, City Council requests, and overall traffic safety and operations), development reviews and CIP consultation, film permit traffic control plan reviews, special events, and conducting investigations for traffic safety and operations. The additional Traffic Engineering Assistant will help meet increasing demands, provide critical engineering and field services to ensure public health and safety in the public Right of Way (ROW), and provide timely reviews of public works permits and development plans from private development
projects. Planning fees will offset the proposed new position and minimize the need for an outside consultant.
$ 269,805 $ 243,053 $ 26,752
Recurring One-Time
269,805 -
243,053 -
$ 26,752 $ - Total General Fund Impact
Total Positions
Total Requests
Revenue Offset
33 NO DEPARTMENT ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Community
Development
Associate Transportation
Planner to Senior
Transportation Planner
(Upgrade)
Recurring 27,014 27,014 - 107 Upgrade from Associate Transportation Planner to a Senior Transportation Planner. Project management
is needed at a Senior Transportation Planner level.
This position will manage and support Vision Zero
activities. New duties include managing the
consultant services budget, Vision Zero Plan, and
quick-build projects. This is offset by Measure R
funds.
2 Public Works Civil Engineering
Associate (2)
(New)
Recurring 38,432 38,432 - 109 These positions are needed to address the continually increasing wastewater regulations related
to the Burbank Water Reclamation Plant (BWRP)
including special studies and annual reporting. BWRP
operates under three wastewater regulatory National
Pollutant Discharge Elimination System (NPDES)
Permits/ Waste Discharge Requirements (WDRs).
This position would assist with work on CIP projects
and review/condition the numerous development
projects which have already exceeded staff's capacity
to process in a timely manner. The number of
projects is expected to increase due to the City's
recent Housing Element updates and continuing state
legislation on housing. These positions are offset by
revenues from Sewer rates. This position will be paid
85% by the Water Reclamation and Sewer Fund and
15% by the Measure W Stormwater Fund.
$ 65,446 $ 65,446 $ - Total Positions
SPECIAL REVENUE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
34 NO DEPARTMENT ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
SPECIAL REVENUE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
3 Community
Development
Other Professional
Services
One-Time 250,000 250,000 - 107 A Vision Zero program can streamline and focus the implementation of Complete Streets policies while
providing clear guidance on how to implement them
more efficiently. The foundation of a program is a
clear effective plan that outlines priorities, methods, and measures for future road safety projects. The
plan will be developed in coordination with a
consultant team that has dem onstrated effectiveness
in plan development for other cities in California. This request is offset by Measure R funds.
4 Community
Development
Private Contractual
Services
Recurring 300,000 300,000 - 107 Vision Zero programs require a dedicated consultant team of transportation, planning, and traffic
engineering professionals spec ifically assigned to
analyzing robust data s ets and implementing
improvements to address collision patterns. While
City staff will lead the team, a more flexible method is to utilize consultants to run ongoing plan
implementation. This reques t is offset by Measure R
funds.
5 Community
Development
Building Grounds
Maintenance and Repair
Recurring 200,000 200,000 - 107 Vision Zero programs utilize temporary materials like bollards and striping to improve safety in the short-
term while staff seeks funding for upgrades to make
the improvements permanent. These types of quick-
build projects will necessitate regular maintenance
and intermittent bollard replacement. This request is
offset by Measure R funds.
35 NO DEPARTMENT ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
SPECIAL REVENUE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
6 Police
Department
State Asset Forfeiture
funds Appropriation
One-Time 45,000 - 45,000 124 Appropriation of State Asset Forfeiture funds. These funds are utilized to support a variety of training,
technology, and equipment needs. Uses include
annual training and equipment for the canine unit,
annual lease for night optic vision devices,
specialized training pertaining to cellular forensics
technology, specialized training on narcotics detection and interdiction, and annual f ees for investigative
software systems that provide real-time and historical
cross-jurisdictional data s haring capabilities. These
funds are restricted and can only be used for law
enforcement purposes. Restricted Funding.
7 Library Services Private Contractual
Services
One-Time 75,000 - 75,000 127 This one-time funding is for a staffing model study to prepare the Library for the most efficient operation of the new Central Library. It will identify a path toward a combined service point model, which creates more
redundancy in staff skillsets and provides a better
user experience.
870,000 750,000 120,000
Recurring One-Time
565,446 370,000
565,446 250,000
- 120,000 Total Special Revenue Fund Impact
Total MS&S Exceptions
Total Requests
Revenue Offset
36 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Housing Development
Manager
(New)
Recurring 154,785 83,351 71,434 305 This newly requested Housing Development Manager position will implement, manage, and monitor compliance for the new affordable housing agreements, projects, and
programs in the approved newly adopted Housing Element.
In addition, the position will track legislation and respond with letters of support or opposition, manage the new Housing Trust Fund, and assist with new affordable housing entities such as the Burbank Glendale Pasadena Regional Housing
Trust. Finally. the positio n will conduct research, budget development, and analysis for utilizing restricted housing funds for the creation of new affordable housing in the community. This request is partially offset by a decrease in private contractual services.
2 Housing Assistant
(New)
Recurring 107,430 107,430 - 117 The Housing Quality Standards (HQS) Housing Assistant position request is to supplement existing and future voucher programs (Housing Choice Vouchers Permanent Supportive
Housing and Emergency Housin g Vouchers) for inspections that are currently conducted by a consultant. In addition, the position will conduct required case work as additional special needs vouchers are awarded to the City. Rental assistance vouchers is a program in th e newly adopted Housing
Element. This request is revenue offset and will be 100% funded by the administrative funds from Section 8 Permanent Supportive Housing Vouc her and Emergency Housing
voucher administrative fees.
$ 262,215 $ 190,781 $ 71,434
Recurring One-Time
262,215 -
190,781 -
71,434 -
Total Requests
Revenue Offset
Total Housing Authority Impact
HOUSING AUTHORITY
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
Total Positions
37 NO DEPARTMENT ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Public Works Intermediate Clerk
(New)
Recurring 67,270 - 67,270 532 Currently, the Construction Superintendent Facilities Maintenance Manager and Fleet Superintendent are
performing many administrative duties which impacts
their abilities to perform core responsibilities. These administrative duties include FASTER and Oracle data
entry, maintaining Fleet’s warehouse inventory data,
updating construction activity logs and building
maintenance databases, and documenting standards
and procedures. This position will provide the necessary support to perform these work activities and thus free up the supervisors to perform critical crew supervision and leadership and customer service delivery tasks.
2 Information
Technology
Lead Technology
Product Manager
(New)
Recurring 156,803 - 156,803 537 The Lead Technology Product Manager position will provide technology product leadership for new business
value streams that are being added to the IT portfolio
(Traffic and Transportation and Parking Management).
Currently, there is no Technology Product Manager
managing the City infrastructure technologies. The
position aligns with the reorganization that focuses on bringing additional value to the business value streams of the City.
3 Information
Technology
Lead Client Technology
Specialist
(New)
Recurring 113,042 - 113,042 537 The Lead Client Technology Specialist position will alleviate major capacity issues with technical support for the City. The IT Department 2022 IT Services
Satisfaction Survey and the Chief Information Office
(CIO) Visions Survey both showed major IT capacity
concerns from City staff. Also, the Service Desk's time to respond, resolutions, and unresolved incident metrics
are not acceptable.
INTERNAL SERVICE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
38 INTERNAL SERVICE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
NO DEPARTMENT ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
4 Information
Technology
Intermediate Clerk
(New)
Recurring 67,871 - 67,871 537 The Intermediate Clerk position will help maintain administrative responsibilities. The IT department has no administrative positions to handle routine administrative tasks. Required tasks are either forgone or handled by
higher-level roles causing significant process waste and hindering the department’s ability to deliver new value to the City.
5 Information
Technology
Total Savings from
Department
Reorganization
Recurring - 267,116 - 537 The reorganization allows the department to orga nize along value streams and transform into a more adept
and agile time by refocusing on delivering real value for the city. It develops a culture of innovation, growth,
advancement, and continuous improvement by focusing
on product ownership principles and agile
methodologies.
$ 404,986 $ 267,116 $ 137,870 Positions 39 INTERNAL SERVICE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
NO DEPARTMENT ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
6 Management
Services
Insurance Recurring 1,325,000 - 1,325,000 530 Given the extremely hard market for insurance fo r public agencies, staff is planning for a 40% increase in overall costs for general liability, a 15% increase for Citywide property insurance, and a 10% increase for all other
lines of insurance, including power generation property coverage, cyber liability, environmental liability, auto physical damage, earthquake, and crime.
7 Parks and
Recreation
Tree Trimming Services One-Time 500,000 - 500,000 534 City trees are one of the most i mportant and valuable assets. Burbank’s Urban Forest consists of 33,000 trees that help provide a healthy and clean environment for
our community. Preserving and properly maintaining
mature trees plays a vital role in removing carbon
dioxide (CO2) from the atmosphere. Most of the City's
trees are original plantings when the neighborhoods
were developed. Mature trees require exponentially
more maintenance but increase property values, attract
natural wildlife, and provide tenfold the benefits as young trees do to our community. To successfully maintain
these trees and meet the residents' expectations of
timely services, this request will be used to fund the
private tree trimming service provider that supports the Forestry Division.
40 INTERNAL SERVICE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
NO DEPARTMENT ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
8 Parks and
Recreation
Other Professional
Services -
Animal Shelter
Recurring 4,000 - 4,000 537 With the Burbank Animal Shelter's transition to the Pa rks and Recreation Department, Animal Control Officers will now issue administrative citations instead of criminal
citations. The City will contract with Data Ticket Inc. to provide administrative citation processing and collection services, administrative hearing coordination, accounting services, and customer service through a web-based
system. Data Ticket will provide the necessary
administrative support to manage administrative
citations.
$ 1,829,000 $ - $ 1,829,000Total MS&S
41 INTERNAL SERVICE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
NO DEPARTMENT ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
9 Public Works Heavy Duty Tire
Changer
Replace 30,000 12,166 17,834 532 Public Works Fleet needs to replace the heavy-duty tire changing machine. This machine is used daily and will
ensure the safer removal of large tires and vehicle safety to comply with the California Highway Patrol Basic
Inspection of Terminals (BIT) inspections. The current
machine is at the end of its useful life and has become unreliable, and when it goes down prevents Fleet from
changing large tires.
10 Public Works Fall Protection System New 170,000 - 170,000 532 Public Works needs a fall p rotection system for the Fleet Maintenance Section to safely maintain Streets and
Sanitation Division’s heavy equipment. The system is an Occupational Safety and Health Administration (OSHA)
requirement that allows technicians to perform repairs
while standing or kneeling on top of solid waste
collection trucks and large construction equipment while working in the Fleet Shop or the Landfill in a safe
manner. The current method to do this work is to send
the vehicle to a vendor; however, this costs much more
than using available in-house expertise and causes
delays in turn-around time since vehicles need to be
transported to the vendor, wait for service, and then be transported back to the Public Works Yard. This system
will provide a safe working environment for staff and
save time and money.
11 Public Works Above Ground Vehicle
Hoists
New 60,000 - 60,000 532 Fleet needs to purchase two additional above-ground wireless hoists. The hoists will be used in series with the four current lifts to allow the lifting of three-axle trucks.
This would expand our ability to use the portable lifts on all of the large trucks in our fleet. Currently, trucks must wait for service until a lift is available causing delays in maintenance times.
42 INTERNAL SERVICE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
NO DEPARTMENT ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
12 Public Works Vehicle Equipment
Replacement-
Equipment
Maintenance
Replace 9,206,244 - 9,206,244 532 Fund 532 items scheduled for replacement in FY 2023-
24. 87 fully depreciated pieces of equipment are
scheduled for replacement and 100 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 three Seagrave Fire Engines, a Freightliner
truck, an Elgin Crosswind Sweeper, and a Caterpillar
D5K LGP Crawler dozers.
13 Police
Department
High-Performance
Graphics Printer for
Investigation Forensic
Services
Replace Asset
206281
19,376 19,376 - 533 High-performance printer used in the Forensics section to print photos and graphics for Detectives conducting
investigations, to review and analyze crime scenes, to
present as evidence in court proceedings, perform
comparison prints, and print departmental
photos/marketing materials. It was purchased seven
years ago, is no longer under warranty, replacement
parts are unavailable, and the model has been
discontinued by the manufacturer. The printer frequently malfunctions with a variety of error messages and can
no longer print any size photo other than 4x6 (larger
photos are often required for investigative analysis and court purposes). This aging equipment is not reliable and replacement is necessary to support critical operation.
This asset has been fully depreciated.
43 INTERNAL SERVICE FUNDS
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
NO DEPARTMENT ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
14 Public Works Genie Lift (2) New 100,000 - 100,000 533 The current genie lifts used by the Facilities Maintenance team are approximately 20-25 years old
and have reached the end of their service life. These lifts are primarily used to change lights at various buildings including CSB, Police/Fire Headquarters, City Hall, Fire apparatus floors, and Fleet bays. It is essential these lifts are replaced, as they are used frequently at heights and are not up to current standard. There are two different lifts, one is estimated to cost $25,000 and the other is $75,000.
15 BWP Equipment for Multiple
Uninterruptible Power
Supply (UPS) Sites
New 15,000 - 15,000 535 UPS Equipment for Lifecycle Replacement. 16 Information
Technology
Cisco Nexus 9K Switch Replace 87,500 69,873 17,627 537 Seven of the City's Cisco 9K switches h ave reached their end of life and are due for replacement. These
switches connect all edge switches to the core network.
Replacement funds have been collected through Fund
537 rental rates.
$ 9,688,120 $ 101,415 $ 9,586,705
Recurring One-Time
1,733,986 10,188,120
267,116 101,415
$ 1,466,870 $ 10,086,705
Revenue Offset
Total Internal Service Fund
Total Capital Outlay
Total Requests
44 NO ITEM
ONE-TIME/
RECURRIN
G COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Civil Engineering Associate
(2)
(New)
Recurring 217,779 217,779 - 494 These positions are needed to address the continually increasing wastewater regulations related to the Burbank Water Reclamation Plant (BWRP) including special
studies and annual reporting. BWRP operates under
three wastewater regulatory National Pollutant Discharge Elimination System (NPDES) Permits/ Waste Discharge
Requirements (WDRs). This position would assist with
work on CIP projects and review/condition the numerous
development projects which have already exceeded
staff's capacity to process in a timely manner. The
number of projects is expected to increase due to the
City's recent Housing Element updates and continuing
state legislation on housing. These positions are offset by revenues from Sewer rates. This position will be paid 85% by the Water Reclamation and Sewer Fund and 15% by
the Measure W Stormwater Fund.
2 Intermediate Clerk
(New)
Recurring 67,270 67,270 - 498 There is currently only one clerical position at the Bur bank Recycle Center (BRC). This has posed a particular
problem in providing service to our residents over the
years due to a lack of resources. With the additional
constraints placed upon BRC staff by recent state
mandates having only one position has become
untenable. This new position will allow for the public
service that the residents of Burbank have come to
expect while also helping pull together data that will help the City remain in compliance with state mandates.
3 Utility Worker (2)
(New)
Recurring 143,712 143,712 - 498 These positions are needed to clean the organics stream to remain in compliance with mandated organics
recycling. With the addition of food waste in the green waste stream (organics) there has been a great deal of
contamination, by plastics in particular. To transfer the organics to a composting processor they must be cleaned to prevent the loads from being rejected. These positions are offset by revenues from Refuse rates.
ENTERPRISE FUNDS - PUBLIC WORKS DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
45 ENTERPRISE FUNDS - PUBLIC WORKS DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
NO ITEM
ONE-TIME/
RECURRIN
G COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
4 Administrative Analyst I (M)
(New)
Recurring 94,649 - 94,649 498
5 Administrative Analyst II (M)
(New)
Recurring 116,031 - 116,031 498
$ 639,441 $ 428,761 $ 210,680 As part of SB 1383 regulations, Burbank is required to
track over 400 business/multi-family applicants requesting a waiver from organics and/or recycling collection,
oversee the roll-out of organics collection at City facilities, develop online complaint portal, provide support to the solid waste collection team, manage multiple consultants to conduct quarterly residential and commercial
contamination audits, manage consultants to conduct
inspections of edible food generating businesses and
food recovery organizations, and Updating the City’s solid waste plan for Construction and Demolition diversion per CalGreen 2019. Additionally, the Burbank Recycle Center (BRC) staff is developing processes to find, educate, and enforce regulations for residential or commercial
generators that are not subscribed or participating in
organics collection, and Edible food generating
businesses that are not complying with food donation.
With the City’s Plastics Reduction Policy expected to pass in the Fall of 2023, BRC staff is now required to manage consultants to provide stakeholder engagement for the
development of the policy, promote education to
businesses, and create a mechanism for infraction
complaints, provide inspections, issue Notices of Violation (NOV), and assign administrative fines. BRC still has the same staffing levels that it had when it opened in the late 1980s. With the additional strain brought on by years of other state mandates and now SB 1383, there are no
further staffing resources to either take on new
consultants or implement new programs.
Total Positions
46 ENTERPRISE FUNDS - PUBLIC WORKS DEPARTMENT
FY 2023-24 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
NO ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
6 2004 Chevy 2500HD 4X4 3/4
Ton Pick-up Truck
Replace 80,000 25,490 54,510 498 This vehicle has reached the end of its useful life and needs replacement. Funding has been set aside in the
Fund 498 Refuse Collection and Disposal fund.
7 2009 Caterpillar D-5K Replace 600,000 183,506 416,494 498 This vehicle has reached the end of its use ful life and needs replacement. Funding has been set aside in the
Fund 498 Refuse Collection and Disposal fund.
8 2013 GMC Sierra Truck Replace 100,000 37,501 62,499 498 Both bin-handling trucks used for haul ing bins from remote locations and subterranean parking structures
have reached the end of their useful lives and need
replacement. Funding has been set aside in the Fund 498 Refuse Collection and Disposal fund.
9 2015 GMC TC Bin Handling
Truck
Replace 100,000 40,477 59,523 498 Both bin-handling trucks used for hauling bins from remote locations and subterranean parking structures
have reached the end of their useful lives and need
replacement. Funding has been set aside in the Fund 498 Refuse Collection and Disposal fund.
10 2016 Caterpillar Scraper Replace 500,000 500,000 - 498 The scraper at the landfill ne eds to be replaced by a dump truck. This is part of ongoing operational efficiency upgrades and will result in a cost savings of
approximately $200 per equipment hour. Funding has
been set aside in the Fund 498 Refuse Collection and
Disposal fund.
$ 1,380,000 $ 786,974 $ 593,026
Recurring One-Time
639,441 1,380,000
428,761 786,974
$ 210,680 $ 593,026
Total Requests
Revenue Offset
Total Enterprise Public Works Fund Impact
Total Capital Outlay
47 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Assistant Manager Customer
Service Operations to a Manager
of Technology
(Upgrade)
Recurring 215,750 164,490 51,260 496 Customer Service Operations is seeking to upgrade the Assistant Manager of Customer Service Operations to a
Manager of Technology. This position will manage an expanded scope of customer-focused technology systems and applications which will improve the Burbank Water and Power (BWP)
customer experience and lower costs for our ratepayers.
Upcoming system implementations include a cloud-based
customer information system, a smart meter data management system, a customer portal system to process online payments and manage water and power consumption, chatbots, and other artificial intelligence adoption to expand customer self-service options and streamline business processes.
2 Senior Electric Service Planner
(New)
Recurring 146,170 - 146,170 496 The electrical engineering section is seeing an unpreced ented amount of development requests including large site
developments, major housing developments, and ADUs. Since 2012, BWP has seen a 116% increase in service planning site visits and has energized about 400 new residential units. Based on the current proposed development, we're expected to
energize more than 2000 new residential units in the next three to four years. This is a tenfold increase in the amount of development. In addition, Governor Newsom signed Assembly Bill 2234 on September 28, 2022, establishing permit review time limits and missing the time limits places the City in violation of the Housing Accountability Act. BWP cannot complete the additional workload under the new time limits with the existing staff and the electrical engineering section will need to staff accordingly to be in compliance.
3 Manager of Technology (M)
(Upgrade)
Recurring 215,750 186,909 28,841 496 BWP is centralizing both water and electrics Geographic Information System (GIS) and associated applications support into one group. The Manager of Technology position will manage this group responsible for updates of the GIS and its associated applications to meet the needs of the utility.
Centralization will lead to more effective and efficient operation and management of BWP assets. To date, the group has
realized more than 15,000 hours of yearly labor savings.
ENTERPRISE FUNDS - BURBANK WATER AND POWER
FY 2023-24 PROPOSED BUDGET REQUESTS
48 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
ENTERPRISE FUNDS - BURBANK WATER AND POWER
FY 2023-24 PROPOSED BUDGET REQUESTS
4 Construction and Maintenance
Worker
(New)
Recurring 103,410 - 103,410 496 BWP is requesting to add a Construction and Maintenance Worker to support the Facilities Section. This position will allow facilities to address safety concerns such as emergency services on fire safety, HVAC, plumbing, roofing, and Corrective and Preventative Action Plans (CAPAs) related to environmental health and safety and other critical issues quicker and more efficiently. The facilities section processes 100+ work orders and projects per month and supervises over 50 outside vendors and contractors. During January 2023, winter storm alone, we had over 30 roof leaks on 8 out of 10 buildings on the eco-campus.
In 2022 alone, we had 119 repairs due to HVAC issues and 4 HVAC units had to be replaced. We had over 80 plumbing
issues, 22 CAPAs, 7 elevator repairs, over 20 ergonomic requests, security gate issues, and a slew of other items. The BWP buildings are approaching the 20-year life mark and we expect issues to be on the rise due to the aging assets. 5 Account Clerk to Senior Utility
Accounting Analyst
(Upgrade)
Recurring 148,130 85,858 62,272 496 The Finance Division of BWP is requesting one new upgrade from a part-time Account Clerk to a full-time Senior Utility Accounting Analyst. The existing part-time AC initially assisted with middle and back-office functions specifically with daily energy trading confirmations and power monthly invoicing. Over time the job requirements have grown beyond its initial duties to include accounting and analytical duties for its existing 11 renewable resources resulting in more complex monthly power supply accounting and increased year-end reporting and
financial audit requirements. On the risk management side, BWP is continuously looking to add to its existing 106
counterparties for risk diversification and secure credit support to mitigate risk during times of higher volatility and higher energy prices. This position will assist with managing BWP's growing counterparty list. This upgrade will also promote employee retention, create a more sustainable operation for Finance, and provide backup for the Financial Analyst position.
49 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
ENTERPRISE FUNDS - BURBANK WATER AND POWER
FY 2023-24 PROPOSED BUDGET REQUESTS
6 System Engineer- BMA
(New)
Recurring 163,847 - 163,847 496 BWP operates multiple mission-critical complex Operati ons Technology (OT) and Information Technology (IT) computing environments as well as new systems such as the Transmission Distribution Management System (TDMS) and other critical systems required to meet the sustainability challenges and regulatory requirements. A Systems Engineer is required to provide focused, high-level, consistent, and timely ongoing support. BWP has over 65 physical servers and 463 virtual servers to maintain. Due to a lack of resources and staffing shortages, OT and IT do not have the bandwidth to support these computing environments at the level BWP requires. Not having this position presents an unworkable long-term challenge to the utility's expanding system management needs and a significant operational and security risk.
$ 993,057 $ 437,257 $ 555,800 Total Positions/Upgrade Requests 50 NO ITEM
NEW /
REPLACE
COST/
UNIT TOTAL FUND
1 Material Handler Replace 100,000 100,000 496 Additional funds are needed to cover the current cost of replacement equipment.
2 Electric Cart Replace 10,000 10,000 496 Additional funds are needed to cover the current cost of replacement equipment.
3 3-Axle Dump Truck Replace 100,000 100,000 496 Additional funds are needed to cover the current cost of replacement equipment.
4 Cart Replace 10,000 8,850 496 Replacement is needed due to decreased reliability and increased maintenance costs. The existing asset has reached its end of life.
5 Cart Replace 10,000 8,850 496 Replacement is needed due to decreased reliability and increased maintenance costs. The existing asset has reached its end of life.
6 Overhead Distribution
Transformers
New 500,000 500,000 496 New transformers are needed to fulfill overhead distribution transformer orders.
7 Pad Mount Distribution
Transformers
New 1,800,000 1,800,000 496 New transformers are needed to fulfill overhead distribution transformer orders.
8 Submersible Distribution
Transformers
New 300,000 300,000 496 New transformers are needed to fulfill submersible distribution transformer orders.
9 Electric Revenue Meters Replace 700,000 700,000 496 New meters are needed to fulfill orders of residential, commercial, and industrial electric revenue meters that are compatible with the Advanced Metering Infrastructure (AMI). 10 Electric Cart Replace 10,000 10,000 496 Additional funds are needed to cover the increase in cost for replacement.
11 Electric Cart Replace 10,000 10,000 496 Additional funds are needed to cover the increase in cost for replacement.
ENTERPRISE FUNDS - BURBANK WATER AND POWER
FY 2023-24 PROPOSED BUDGET REQUESTS
JUSTIFICATION
51 NO ITEM
NEW /
REPLACE
COST/
UNIT TOTAL FUND
ENTERPRISE FUNDS - BURBANK WATER AND POWER
FY 2023-24 PROPOSED BUDGET REQUESTS
JUSTIFICATION
12 Electric Equipment Meter Van Replace 75,000 75,000 496 Replacement is needed as the existing asset has reached its end of life.
13 Enclosed Trailer 6 x 12 New 10,000 10,000 496 Purchase of new transformer test equipment storage and transport trailer.
14 Pick Up Truck with Service Body
(possibly electric)
Replace 100,000 100,000 496 Equipment replacement is needed for this high-mileage vehicle. An electric vehicle is to replace a gas-fueled vehicle. 15 Utility Bucket Truck with Aerial
Lift
Replace 300,000 300,000 496 Replacement of aging equipment. BWP will keep the old vehicle for emergency purposes.
16 Utility Bucket Truck with Aerial
Lift
Replace 300,000 300,000 496 Replacement of high mileage, older equipment that runs poorly.
17 Digger/Derrick Truck Replace 100,000 100,000 496 Additional funds are needed to continue the replacement of Digger/Derrick Truck due to lag times from COVID/supply chain/inflation increases.
18 Pick Up Truck with Service Body
(possibly electric)
New 100,000 100,000 496 New equipment is needed for the new crew. 19 Valve Insertion Equipment New 280,000 280,000 497 Equipment is needed for the installation of new water valves to minimize outages in the distribution system.
20 Street Saw - Tier 4 California Air
Resources Board (CARB)
Compliant
Replace 75,000 75,000 497 Replacement is needed due to California Air Resources Board (CARB) regulatory compliance.
21 Valley Pumping Plant (VPP)
Backup Generator
Replace 200,000 200,000 497 Replacement is needed, the existing asset has reached its end of life.
22 Supervisory Control and Data
Acquisition (SCADA) Server
Replace 70,000 70,000 497 Replacement is needed, the existing asset has reached its end of life and support capability.
52 NO ITEM
NEW /
REPLACE
COST/
UNIT TOTAL FUND
ENTERPRISE FUNDS - BURBANK WATER AND POWER
FY 2023-24 PROPOSED BUDGET REQUESTS
JUSTIFICATION
23 Survey Truck Replace 100,000 100,000 497 Replacement is needed, the existing asset has reached its end of life.
24 Cart Replace 10,000 1,150 497 Replacement is needed, the existing asset has reached its end of life.
25 Cart Replace 10,000 1,150 497 Replacement is needed, the existing asset has reached its end of life.
26 F-250 Pickup Truck New 20,000 20,000 496 Additional funds needed for truck due to inflation rate increases in cost. Truck used for new crew established in FY 2021-22.
27 City IT Plan Capital Outlay
Placholders
Replace 177,000 177,000 496 Capital Outlay for Operations Technology 28 City IT Plan Capital Outlay
Placholders
Replace 23,000 23,000 497 Capital Outlay for Operations Technology 5,480,000 Total Capital Outlay Requests:
53 # Asset Owner
Expected
Fund Source Project Name Description General Fund BWP Funds Non General
Funds
ARPA
Funding
Maintenance
Costs
1 Police Department
(PD)
American Rescue
Plan Act (ARPA)
Computer‐Aided
Dispatch
(CAD)/Record
Management
Systems (RMS)
Equipment
Equipment to support the new
CAD/RMS solution.
406,000$
2 Public Information
Office (PIO) / BWP /
Public Works (PW )/
Community
Development
Department (CDD) /
City Wide (CW)
ARPA 311 Integrations Integrate Mobile 311 application
with required internal systems.
263,000$ 40,000$
3P I O Public
Educational and
Governmental
(PEG) Fund
Council Chamber
Equipment Refresh
Replace and refresh aging
technology equipment in the
Council Chamber.
$ 70,000
4 CDD Environmental Land
Management
System (ELMS) Civic
Efficiency Solution
Study (ePals)
Execute a Study to determine
the most efficient
implementation of a new ELMS
solution.
$ 150,000
5F N / MS Roth 457 Create the required Payroll
elements to allow for post ‐tax
deductions so the City can
implement a Roth 457 program
for employees.
$ 138,000
6 PD Automated Citation
Writers (Patrol)
Transition from manual citation
books to mobile electronic
citation issuance devices and
printers.
$ 95,000 $ 15,000
INFORMATION TECHNOLOGY DEPARTMENT
FY 2023-24 PROJECTS LIST
54 # Asset Owner
Expected
Fund Source Project Name Description General Fund BWP Funds Non General
Funds
ARPA
Funding
Maintenance
Costs
INFORMATION TECHNOLOGY DEPARTMENT
FY 2023-24 PROJECTS LIST
7P D A x o n Investigate Refresh Axon Investigate
Platform (Video Forensics
Investigations).
$ 95,000 $ 2,200
8 FN ARPA OpenGov New
Modules
Includes the addition of two
modules to automate/enhance
the City’s procurement process ‐
solicitation and contract
development module and
contract management/insurance
management module
Year 1 ‐ $147,707
Year 2‐3 ‐ $64,707
$ 147,707
9 FN: 1
MS: 4
BWP: 1
PR: 3
LB: 2
PW: 1
ARPA Electronic Timecards
(Online Time Entry) ‐
Phase 1 of 3
(Standard Time
Keeping)
Implement online time entry for
staff. Scope includes standard
time keeping only. Automate
approval processes.
236,262$
10 IT Managed Print
Services Study /
Implementation
Execute a s
tudy to determine the
most efficient implementation of
client print services.
$ 88,000
11 CC Enterprise Content
Management (ECM)
Expand adoption of Hyland
OnBase Enterprise Content
Management solution for
scanned documents ‐ continued
digitizing of historical records.
$ 140,000 $ 20,000
55 # Asset Owner
Expected
Fund Source Project Name Description General Fund BWP Funds Non General
Funds
ARPA
Funding
Maintenance
Costs
INFORMATION TECHNOLOGY DEPARTMENT
FY 2023-24 PROJECTS LIST
12 BWP Enterprise Asset
Management
(EAM) Study
(Work and Asset
Management
(WAM)/Workforce
Management
(WFM)
Assessment for EAM to
determine future Citywide &
BWP WAM/WFM alternate
solution.
$ 70,000 $ 70,000
13 IT Conference Room
Technology
Upgrades
Implement comprehensive self
service conference room audio
and video conferencing and
presentation solution in select
conference rooms.
95,000$ $ 3,000
14 PD / PW Replace PDs Video
Surveillance System
Installation of additional video
cameras/monitoring equipment
in the jail facility.
$ 230,000 $ 15,000
15 Management Services
(MS)/ BWP
ARPA Personnel Action
Form (PAF) Process
Automation
Implement PAF workflow
automation.
28,050$ 283,971$
16 IT / MS / BWP / CW ARPA Electronic
Onboarding /
Offboarding
Process i
mprovements and
automation of tasks needed for
employees who start or
terminate employment with the
City .
122,100$ 418,323$
17 PD / City Attorney
(CA)/ PR
ARPA Probabilistic Risk
Assessment (PRA)
Efficiency
Improve PRA process to reduce
manual and duplicated work.
$ 163,000
18 City Clerk ARPA Agenda
Management
Implement Agenda Management
solution.
163,000$ 65,000$
56 # Asset Owner
Expected
Fund Source Project Name Description General Fund BWP Funds Non General
Funds
ARPA
Funding
Maintenance
Costs
INFORMATION TECHNOLOGY DEPARTMENT
FY 2023-24 PROJECTS LIST
19 IT ARPA Enterprise
Integration
Enhancements ‐
Phase 1 of 3
Inventory, assess, and document
existing system and data
integrations. Develop and
document integration policies
and standards. Implement first
wave of enhanced integrations.
$ 250,000
20 IT / CC / PW ARPA Contract Lifecycle
Management
Contract Tracking Software to
manage the full contract process
including funding and date
tracking.
290,000$ 125,000$
1,463,707$ 220,150$ 300,000$ 2,028,556$ 285,200$ IT CAPACITY LIMIT SUMMARY 57 FY 2023‐24 Proposed Capital Improvement Program (CIP) Funding STREETS AND SIDEWALKS MUNICIPAL FACILITIES
Catch Basins
and Pump
Stations
City Hall
Fountain
Restoration and
Modernization
Civic Center
and New
Central Library
F‐104D
Starfighter
Aircraft
Fund Source Description
24812 24820 24811 24821 21310 24827 24218 24545 24566
Unrestricted Funds
001 General Fund Balance
001 RDA Loan Repayment Set‐aside
001 Youth Endowment
001 Sustainability Holding Account
370 Library Improvements Holding Account 599,924
370 Capital Projects ‐ Library Holding 1,250,076
534 Municipal Infrastructure Fund 1,200,000 2,100,000 1,625,000 95,000 103,500 2,100,000 400,000 150,000 534 Civic Center Set‐aside
Restricted: Transit/Streets
104 Proposition A ‐ Transportation
105 Proposition C ‐ Transportation
107 Measure R ‐ Transportation
108 Measure M ‐ Transportation 400,000 400,000 1,400,000 123 RMRA Fund 2,500,000
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
122 Community Development Block Grants (CDBG)
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 400,000
TOTAL FUNDS: 1,600,000$ 5,000,000$ 1,400,000$ 1,625,000$ 95,000$ 103,500$ 3,950,000$ 800,000$ 150,000$ FY 23‐24
Annual
Residential
Pavement
Rehabilitation
FY 23‐24
Annual Arterial
Pavement
Rehabilitation
FY 23‐24
Annual
Sidewalk
Rehabilitation
FY 2023‐24‐
Facilities Small
Capital
Improvement
Exhaust
Systems
Replacement
1 FY 2023‐24 Proposed Capital Improvement Program (CIP) Funding 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
534 Civic Center Set‐aside
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
122 Community Development Block Grants (CDBG)
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
Fire Station
No.11 Kitchen
Modernization
Fire Station
No. 12 & 16
Fuel Tank
Replacement
Foy Park and
Parking Area
Light and
Lighting
Infrastructure
Modernization
Jail Access
Systems
Modernization
McCambridge
Park
Stormwater
Capture Multi‐
Benefit Project
Police‐Fire H.Q.
Facility
Surviellance
Video
Management
System Storage
Police‐Fire H.Q.
Parking Area
Wate
rproofing
and Restoration
Police‐Fire
Headquarters
Flooring
Boys & Girls
Club Facility
Restoration
24824 24546 24825 23049 24822 24823 24826 21305 24656
800,000
400,000
632,500
34,500
500,000
46,000
224,355 230,000 350,000
400,000
46,000$ 400,000$ 34,500$ 224,355$ 632,500$ 230,000$ 400,000$ 350,000$ 1,300,000$ 2 FY 2023‐24 Proposed Capital Improvement Program (CIP) Funding 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
534 Civic Center Set‐aside
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
122 Community Development Block Grants (CDBG)
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 AND RECREATION
Brace Canyon
Park Ballfield
DeBell Golf
Course Annual
Improvements
DeBell
Irrigation
Replacement
Dick Clark Dog
Park
Foy Park
Irrigation
Replacement
George Izay
Park Master
Plan
Johnny Carson
Park Shade
Structure
24813 23441 24561 23859 24253 24814 23468 24819 24815
247,850 3,514,640 687,700 1,840,000 457,540 50,000
28,750 28,750
460,000
713,255 125,000
247,866
297,850$ 3,514,640$ 687,700$ 1,840,000$ 1,418,661$ 28,750$ 125,000$ 460,000$ 28,750$ Maxam
Memorial Park
Irrigation
Replacement
Ballfield
Lighting
Modernization
at Schafer
Ballfield
3 FY 2023‐24 Proposed Capital Improvement Program (CIP) Funding 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
534 Civic Center Set‐aside
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
122 Community Development Block Grants (CDBG)
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 AND RECREATION TRAFFIC AND TRANSPORTATION
Picnic Facility
Improvements
at
McCambridge
Park
Santa Anita
Park
First Street
Bike Lane
Glenoaks
Boulevard and
First Street
Signal
Improvements
Interstate‐5
Arterial Phase 3
24559 24817 24659 24818 23016 22690 23779 19056
‐
800,000
‐
‐
599,924
1,250,076
1,725,000 176,698 108,400 16,931,328 ‐
‐
‐
217,206 217,206 2,200,000
2,500,000
‐
632,500
84,500
‐
57,500
460,000
38,800 38, 800 ‐
500,000
‐
1,070,086 1,070,086
‐
46,000
‐
804,355
153,927 992,182 ‐
‐
‐
400,000
94,000 32,794 1,027,105 500,000 5,424,836 7,726,601 1,725,000$ 330,625$ 38,800$ 202,400$ 250,000$ 1,027,105$ 500,000$ 6,494,922$ 37,311,058$ Total Proposed
Infrastructure Spending
McCambridge
Irrigation
Replacement
San Fernando
Bikeway
Valley Park
Ballfield and
Skate Park
Shade
Structures
4 Number Project Name Department Prioritization
Scoring
Prior Year
Appropriation
Proposed
Budget
Proposed
Budget
Proposed
Budget
FY 23-24 FY 24-25 FY 25-26
1 FY 2023-24 Annual Sidewalk Rehabilitation Public Works 1,400,000 1,400,000 1,400,000 2 FY 2023-24 Annual Arterial Pavement Rehabilitation Public Works 1,600,000 1,600,000 1,600,000 3 FY 2023-24 Annual Residential Pavement Rehabilitation Public Works 5,000,000 5,000,000 5,000,000 4 FY 2023-24 Facilities Small Capital Improvement Public Works 1,625,000 1,625,000 1,625,000 5 McCambridge Park Stormwater Capture Multi-Benefit Project Public Works 632,500 4,922,000 3,369,500 6 PD HQ Fire 11 Facility Surviellance Video Management System Storage Public Works 23 230,000 7 Fire Station 11 Kitchen Modernization Public Works 22 46,000 322,000 8 Foy Park & Parking Area Light and Lighting Infrastructure Modernization Public Works 22 34,500 322,000 9 Foy Park Irrigation Replacement Parks and Rec 17 28,750 1,380,000 10 Maxam Memorial Park Irrigation Replacement Parks and Rec 17 28,750 1,265,000 11 Johnny Carson Park Shade Structure Parks and Rec 6 460,000 12 PD HQ/Fire 11 Parking Area Waterproofing and Restoration Public Works 24 400,000 1,276,500 1,920,500 13 Ballfield Lighting Modernization at Schafer Ballfield Parks and Rec 18 297,850 14 City Hall Fountain Restoration and Modernization Public Works 18 103,500 552,000 15 Valley Park Ballfield and Skate Park Shade Structures Parks and Rec 14 202,400 16 Picnic Facility Improvements at McCambridge Park Parks and Rec 10 330,625 Subtotal Appropriations -$ 12,419,875$ 19,664,500$ 14,915,000$ 17 San Fernando Bikeway CDD 1,380,290 6,494,922 - - 18 Brace Canyon Park Ballfield Parks and Rec 1,644,622 3,514,640 - - 19 DeBell Golf Improvements Parks and Rec 475,000 687,700 580,750 425,500 20 DeBell Irrigation Replacement Parks and Rec 1,235,786 1,840,000 - - 21 Dick Clark Dog Park Parks and Rec 515,622 1,418,661 - - 22 George Izay Park Master Plan Parks and Rec 250,000 125,000 - - 23 McCambridge Irrigation Replacement Parks and Rec 43,000 1,725,000 - - 24 Jail Control System Modernization Public Works 405,700 224,355 - - 25 Fire Station No. 12 and No.16 Fuel Tank Replacement Public Works 260,000 400,000 - - 26 FY 23/24 Storm Drain Pump Station and Catch Basin Upgrades Public Works 375,000 95,000 95,000 95,000 27 Police/Fire Headquarters Flooring Public Works 560,000 350,000 130,000 - 28 New Burbank Central Library & Civic Center Public Works 1,560,654 3,950,000 1,100,000 - 29 Exhaust Systems Modernization Public Works 25,000 800,000 - 30 F-104D Starfighter Aircraft Public Works 15,000 150,000 - - 31 Interstate-5 Arterial Phase 3 Public Works 200,000 500,000 700,000 - 32 Glenoaks Boulevard and First Street Signal Improvements Public Works 4,172,895 1,027,105 - - 33 First Street Bike Lane Public Works 690,000 250,000 - - 34 Boys and Girls Club2244 - N. Buean Vista Building Improvements Public Works 400,000 1,300,000 - - 35 Santa Anita Park Parks and Rec 38,800 38,800 - - Subtotal Appropriations 14,247,369 24,891,183 2,605,750 520,500 Total Appropriations $14,247,369 $37,311,058 $22,270,250 $15,435,500 FY 2023-24 Proposed CIP
New Projects
Multi-Year Projects
5 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 1,400,000. 00 $ 1,400,000.00 $ 1,400,000.00 $ 1,400,000.00 $ 1,400,000.00 $ - 7,000,000.00$ $ - $ 1,400,000. 00 $ 1,400,000.00 $ 1,400,000.00 $ 1,400,000.00 $ 1,400,000.00 $ - 7,000,000.00$ - 1,187,500.00 1,187,500.00 1,187,500.00 1,187,500.00 1,187,500.00 - 5,937,500.00 - 212,500.00 212,500.00 212,500.00 212,5 00.00 212,500.00 - 1,062,500.00 $ - $ 1,400,000. 00 $ 1,400,000.00 $ 1,400,000.00 $ 1,400,000.00 $ 1,400,000.00 $ - 7,000,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
FY 2023-24 Annual Sidewalk Rehabilitation (Phase III) Project Number (type TBD if New) 24811 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Traffic, Transportation & Pedestrian Access FY2023/24 Request 1,400,000.00$
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, gutter s, sidewalks, driveways, and pedestrian ramps in targeted areas throughout the City. It is intended to be scheduled ahead of the Annual Residential Pavement Rehab ilitation Project to complete the concrete work prior to paving. The City’s sidewalk r ehabilitation program essentially ensures that annually sidewalks are inspected and repaired on streets rated poor and bel ow in targeted areas throughout the City.
PROJECT JUSTIFICATION
The sidewalk rehab ilitation project is int ended to be scheduled ahead of the Annual Residential Pavement Rehab ilitation Project to complete the concrete work prior to paving. The City’s sidewalk r ehabilitation program's goal essentially ensures that annually sidewalks are inspected and repaired on str eets that are rated poor and below in targeted areas throughou t the City.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 108.PW21A.70002.0000.24811 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Measure M (Fund 108)
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design from July 2023 to October 2023. Construction from February 2024 to June 2024.
Totals
Expenditures
Prioritization Score (1)
Artin Megerdichian, Senior Civil Engineer
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 30, 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
Project reduces ongoing maintenance. Costs are determined annually.
Annual Project
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
6 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 1,200,000. 00 $ 1,200,000.00 $ 1,200,000.00 $ 1,200,000.00 $ 1,200,000.00 $ 1,200,000.00 7,200,000.00$ - 400,000.00 400,000.00 400,000.00 400,0 00.00 400,000.00 400,000.00 2,400,000.00 $ - $ 1,600,000. 00 $ 1,600,000.00 $ 1,600,000.00 $ 1,600,000.00 $ 1,600,000.00 $ 1,600,000.00 9,600,000.00$ $ - $ 155,250.00 $ 155,250.00 $ 155,250.00 $ 155,250.00 $ 155,250.00 $ 155,250.00 931,500.00$ - 1,284,750.00 1,284,750.00 1,284,750.00 1,284,750.0 0 1,284,750.00 1,284,750.00 7,708,500.00 - 160,000.00 160,000.00 160,000.00 160,0 00.00 160,000.00 160,000.00 960,000.00 $ - $ 1,600,000. 00 $ 1,600,000.00 $ 1,600,000.00 $ 1,600,000.00 $ 1,600,000.00 $ 1,600,000.00 9,600,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Diana Reznik, Civil Engineering Associate
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
November 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance. Costs are determined annually.
Annual Project
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design from July 2023 to April 2024. Constructi on is scheduled from September 2024 - November 2024.
Totals
Expenditures
1. Design
Measure M (Fund 108)
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
The arterial pavement program continues to address major and secondary art erials and collector roadways rated poor and below condition to achieve a C itywide Pavement Condition Index (PCI) of 73 by FY 2030-31. Combined with residential pavement program, Public Works expects to achieve a Citywide PCI of 73 by FY 2030-31.
PROJECT JUSTIFICATION
In 2018, the City Council committed $8 m illion annually to fund the Citywide paving program. The annual arterial pavement rehab ilitation is a major part of the overall program. This project would be f unded primarily with Measure P (534 Fund) and State Gas Tax (Fund 125) and is focused on bringing arte rial streets from "poor" condition PCI (55 and below) to "goo d" condition (PCI 70+).
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PW21A.70002.0000.24812 (2) 125.PW21A.70002.0000.24812 (3) (4) (5) FY 2023-24 Annual Arterial Pavement Rehabilitation Project Number (type TBD if New) 24812 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Traffic, Transportation & Pedestrian Access FY2023/24 Request 1,600,000.00$
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
7 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 400,000.00 $ 400,000.00 $ 400,000.00 $ 400,000.00 $ 400,000.00 $ - 2,000,000.00$ - 2,100,000.00 3,500,000.00 3,500,000.00 3,500,000.00 3,500,000.00 - 16,100,000.00 - 2,500,000.00 1,100,000.00 1,100,000.00 1,100,000.00 1,100,000.00 - 6,900,000.00 $ - $ 5,000,000. 00 $ 5,000,000.00 $ 5,000,000.00 $ 5,000,000.00 $ 5,000,000.00 $ - 25,000,000.00$ $ - $ 286,666.67 $ 286,666.67 $ 286,666.67 $ 286,666.67 $ 286,666.67 $ - 1,433,333.33$ - 4,376,666.67 4,376,666.67 4,376,666.67 4,376,666.67 4,376,666.67 - 21,883,333.33 - 336,666.67 336,666.67 336,666.67 336,6 66.67 336,666.67 - 1,683,333.33 $ - $ 5,000,000. 00 $ 5,000,000.00 $ 5,000,000.00 $ 5,000,000.00 $ 5,000,000.00 $ - 25,000,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Artin Megerdichian, Senior Civil Engineer
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
August 30, 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
Project reduces ongoing maintenance. Costs are determined annually.
Annual Project
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design from August 2023 to December 2023. Construction from February 2024 to August 2024.
Road Maintenance and Rehabilitation (RMRA) (Fund 123)
Totals
Expenditures
1. Design
Municipal Infrastructure Fund
(i.e. Grant or Fund Type, Description)
Measure M (Fund 108)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Year three of five of the new residential pavement program to achieve a Citywide pavement condition index (PCI) of 73 by FY 2030-31. In FY 2023-24, staff will perform grind and overlay on streets in poor and below condition primarily in sections 15, 16, 17, and 18.
PROJECT JUSTIFICATION
In 2018, the City Council committed $8 m illion annually to fund the Citywide paving program. The annual residential pavement rehab ilitation is a major part of the overall program. This project would be f unded primarily with Measure P (534 Fund) and SB1 (123 Fund) and is focused on bringing local/re sidential streets from "poor" condition PCI (55 and below) to "good" condition (PCI 70+).
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 108.PW21A.70002.0000.24820 (2) 534.PW21A.70002.0000.24820 (3) 123.PW21A.70002.0000.24820 (4) (5) FY 2023-24 Annual Residential Pavement Rehabilitation (Phase III of Cycle 2) Project Number (type TBD if New) 24820 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Traffic, Transportation & Pedestrian Access FY2023/24 Request 5,000,000.00$
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
8 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 1,625,000. 00 $ 1,625,000.00 $ 1,625,000.00 $ 1,625,000.00 $ 1,625,000.00 $ 1,625,000.00 9,750,000.00$ $ - $ 1,625,000. 00 $ 1,625,000.00 $ 1,625,000.00 $ 1,625,000.00 $ 1,625,000.00 $ 1,625,000.00 9,750,000.00$ $ - $ 406,250.00 $ 406,250.00 $ 406,250.00 $ 406,250.00 $ 406,250.00 $ 406,250.00 2,437,500.00$ - 1,218,750.00 1,218,750.00 1,218,750.00 1,218,750.0 0 1,218,750.00 1,218,750.00 7,312,500.00 $ - $ 1,625,000. 00 $ 1,625,000.00 $ 1,625,000.00 $ 1,625,000.00 $ 1,625,000.00 $ 1,625,000.00 9,750,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
FY 2023-24 Annual Facilities Small Capital Improvement Project Number (type TBD if New) 24821 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 1,625,000.00 $
PROJECT DESCRIPTION
This project consists of Facility capital program/small capital pl anned and unplanned replacement/modernization/new building components, all aspects of fac ility-related infrastructure such as 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
The Facility capital program/small capital project work is pl anned, designed, engineered, and completed as necessary to manage strategic replacement or modernizations of fac ility system components throughout the year that are too small to be large capital/bid schedule projects. Effective management of small capital projects promotes the timely, cost-saving, and proactive st rategy of managing the City's aging infrastructure and building systems. These programs are essential for proper capital investment prioritization and effective cost management.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PW33A.70019.0000.24821 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
2. Construction
Totals
PROJECT STATUS UPDATE
Design and construction are ongoing throughout the year for sm all capital projects. All small capital projects w ill be completed by the end of the fiscal year.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
Reduces maintenance costs.
Annual Project
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
9 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 632,500.00 $ 492,200.00 $ - $ - $ - $ - 1,124,700.00$ - - - 3,369,500.00 - - 42,537,695.00 45,907,195.00 $ - $ 632,500.00 $ 492,200.00 $ 3,369,500.00 $ - $ - $ 42,537,695.00 47,031,895.00$ $ - $ 632,500.00 $ 492,200.00 $ 3,369,500.00 $ - $ - $ - 4,494,200.00$ - - - - - - 42,537,695.00 42,537,695.00 $ - $ 632,500.00 $ 492,200.00 $ 3,369,500.00 $ - $ - $ 42,537,695.00 47,031,895.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Stephen Walker, Assistant Public Works Di rector, Wastewater Systems Division Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2029
ON-GOING OPERATING & MAINTENANCE IMPACT
The initial O&M costs were estimated by consultant at approximately $430,000 per year.
Funded by Measure W
2. Construction
Totals
PROJECT STATUS UPDATE
The feasibility study has been completed and submitted to Los Angeles (LA) County. In addition, a grant funding application was submitted for $2.93 m illion for design work and is currently being reviewed by LA C ounty. The design funds requested for FY 2023-24 and FY 2024-25 would be the City's lo cal match for grant funds requested from the County.
Totals
Expenditures
1. Design
Grant Funding
(i.e. Grant or Fund Type, Description)
Measure W - Stormwater
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
This is a stormwater capture multi-benefit project. The scope of work includes an underground stormwater capture system (infiltration gallery), bi oswales in two parking lots, planting of native trees, improved Americans with Disabilities Act (ADA) paths, picnic tables with shade structures, fitness stations, a 9-hole disc golf course, Light Emmiting Diode (LED) pedestrian and/or ballfield lighting throughout park, and solar power at the recreation center and basketball court.
PROJECT JUSTIFICATION
The project is required for National Pollutant Discharge Elimination System (NPDES) MS4 permit compliance. There are three main project goals inclu ding improving water quality through multi-benefit stormwater capture, increasing groundwater supply by capturing stormwater, and providing investments in disadvantaged communities.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 109.PW23A.71000.0000.24822 (2) Grant Funding (TBD) (3) (4) (5) McCambridge Park Stormwater Capture Multi-Benefit Project Project Number (type TBD if New) 24822 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 632,500.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
10 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 230,000.00 $ - $ - $ - $ - $ - 230,000.00$ $ - $ 230,000.00 $ - $ - $ - $ - $ - 230,000.00$ $ - $ 10,000.00 $ - $ - $ - $ - $ - 10,000.00$ - 220,000.00 - - - - - 220,000.00 $ - $ 230,000.00 $ - $ - $ - $ - $ - 230,000.00$ Project Manager, Title
HS SC JL CO CI Total
25538 23
PD HQ Fire 11 Facility Surveillance Vi deo Management System Storage Project Number (type TBD if New) 24823 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 230,000.00 $
PROJECT DESCRIPTION
Install new Ocularis Platform Video Manage System (VMS) equipped with sufficient storage to provide the required 1-year surveil lance retention for the facility.
PROJECT JUSTIFICATION
The surveillance system that includes facility cameras and cameras within the jail area are f ederally mandated requiring 1-year retention/storage. The existing camera system is obsolete and can no longer be serviced or maintained, as parts are no longer available. The storage period cannot be expanded as the vendor’s (Pelco) storage is proprietary and storage servers are also no lon ger available. Therefore, retaining the requisite 1-year storage cannot be provided with the existing system now or in the future.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 127.PW33A.70019.0000.24823 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Development Impact Fees
2. Construction
Totals
PROJECT STATUS UPDATE
Material procurement will occur from July 2023 to August 2023. Installation will begin in September 2023.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
September 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal maintenance cost
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
11 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 46,000.00 $ 322,000.00 $ - $ - $ - $ - 368,000.00$ $ - $ 46,000.00 $ 322,000.00 $ - $ - $ - $ - 368,000.00$ $ - $ 46,000.00 $ - $ - $ - $ - $ - 46,000.00$ - - 287,500.00 - - - - 287,500.00 - - 34,500.00 - - - - 34,500.00 $ - $ 46,000.00 $ 322,000.00 $ - $ - $ - $ - 368,000.00$ Project Manager, Title
HS SC JL CO CI Total
61 00 0 6 22
Fire Station 11 Kitchen Modernization Project Number (type TBD if New) 24824 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 46,000.00 $
PROJECT DESCRIPTION
Comprehensive modernization of existing 25-year-old kitchen. The scope includes repairing and replacing cabinets, counters, appliances, lighti ng, existing interior finishes, and selectiv e furnishings. The project covers design and construction.
PROJECT JUSTIFICATION
The existing kitchen was constructed to the standards of the time and curr ently cannot be repaired and provide a safe and hygienic working environment. The casework was constructed of particle board and has been infiltrated with water and is not repairable. The kitchen's rotting particle board emits a foul odor o n a consistent basis. The kitchen requires commercial-level quality an d equipment to provide 24/7 food storage, preparation, and service area for approximately 40 firefighters. The kitchen receives a high-level of wear and hi gh use as it is used as a primary dining and living area for f irefighters. The kitchen also serves as a critical services fac ility for EOC and other emergency events.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 127.PW33A.70019.0000.24824 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Development Impact Fees
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Planning and design will commence in collaboration with the Fire Department in Fall 2023 and should be ready for permit submittal to the Building Official's office in S pring of 2024. Construction should be completed by Fall 2024.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
Fall 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
O&M will be reduced with the new kitchen in place for many years to come.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
12 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 34,500.00 $ 322,000.00 $ - $ - $ - $ - 356,500.00$ $ - $ 34,500.00 $ 322,000.00 $ - $ - $ - $ - 356,500.00$ $ - $ 34,500.00 $ - $ - $ - $ - $ - 34,500.00$ - - 287,500.00 - - - - 287,500.00 - - 34,500.00 - - - - 34,500.00 $ - $ 34,500.00 $ 322,000.00 $ - $ - $ - $ - 356,500.00$ Project Manager, Title
HS SC JL CO CI Total
61 00 0 6 22
Foy Park & Parking Area Light and Lighting Infrastructure Modernization Project Number (type TBD if New) 24825 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 34,500.00 $
PROJECT DESCRIPTION
Validate current photometric requirements for the parking area and interconnected, adjacent park lighting. Design new lighting and replace required infrastructure.
PROJECT JUSTIFICATION
The existing lighting is old and deteriorating beyond repair and is currently disconnected. Other areas of the lighting system are near failure and require replacement.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PW33A.70019.0000.24825 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Burbank Athletic Federation
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design to commence in January 2024 and be completed by June 2024. Construction w ill occur in FY 2024-25.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal maintenance cost
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
13 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 28,750.00 $ 1,380,000.00 $ - $ - $ - $ - 1,408,750.00$ $ - $ 28,750.00 $ 1,380,000.00 $ - $ - $ - $ - 1,408,750.00$ $ - $ 28,750.00 $ - $ - $ - $ - $ - 28,750.00$ - - 1,380,000.00 - - - - 1,380,000.00 $ - $ 28,750.00 $ 1,380,000.00 $ - $ - $ - $ - 1,408,750.00$ Project Manager, Title
HS SC JL CO CI Total
25037 17
HS SC JL CO CI Total
61 00 01 0 26
Mike del Campo, Landscape and Forestry Services Superintendent Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The project reduces on-going maintenance minimizing staff res ources needed to identify leaks and increases watering efficiency. Costs are determined annually.
Prioritization Score (1)
Public Works
Parks
2. Construction
Totals
PROJECT STATUS UPDATE
Design will occur in FY 2023-24 and construction will occur in FY 2024-25.
Totals
Expenditures
1. Design
(i.e. Grant or Fund Type, Description)
Park Development Fees
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Upgrade the irrigation system at Ralph Foy Park.
PROJECT JUSTIFICATION
Irrigation systems are generally good for 30-40 years before they exceed their useful life. The irrigation system at Foy Park is 50 years old and has lon g exceeded its useful life. The new irrigation system will water 10 acres in Foy Park, including one ballfield, and reduce water usage by an average of 20-25 percent per year. Additionally, this project will complement the existing smar t controllers which instantly identify water leakage, saving time and staff resources to troubleshoot problems. The Parks and Recreation Board suppor ted this project at the November 10, 2022 meeting.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24814 (2) (3) (4) (5)
Foy Park Irrigation Replacement Project Number (type TBD if New) 24814 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 28,750.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
14 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 28,750.00 $ 1,265,000.00 $ - $ - $ - $ - 1,293,750.00$ $ - $ 28,750.00 $ 1,265,000.00 $ - $ - $ - $ - 1,293,750.00$ $ - $ 28,750.00 $ - $ - $ - $ - $ - 28,750.00$ - - 1,265,000.00 - - - - 1,265,000.00 $ - $ 28,750.00 $ 1,265,000.00 $ - $ - $ - $ - 1,293,750.00$ Project Manager, Title
HS SC JL CO CI Total
25037 17
HS SC JL CO CI Total
61 00 01 0 26
Mike del Campo, Landscape and Forestry Services Superintendent Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The project reduces on-going maintenance minimizing staff res ources needed to identify leaks and increases watering efficiency. Costs are determined annually.
Prioritization Score (1)
Public Works
Parks
2. Construction
Totals
PROJECT STATUS UPDATE
Design will occur in FY 2023-24 and construction will occur in FY 2024-25.
Totals
Expenditures
1. Design
(i.e. Grant or Fund Type, Description)
Park Development Fees
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Upgrade the irrigation system at Larry L. Maxam Memorial Park.
PROJECT JUSTIFICATION
Irrigation systems are generally good for 30-40 years before they exceed their useful life. The irrigation system at Maxam Park is 60 years old and has l ong exceeded its useful life. The new irrigation system will water 5.29 acres in Maxam Park, including one ballfield, and reduce water usage by an average of 20-25 percent per year. Additionally, this project will complement the existin g smart controllers which instantly identify w ater leakage, saving time and staff resources to troubleshoot problems. The Parks and Recreation Board s upported this project at the November 10, 2022 meeting.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24815 (2) (3) (4) (5)
Maxam Memorial Park Irrigation Replacement Project Number (type TBD if New) 24815 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 28,750.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
15 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 460,000.00 $ - $ - $ - $ - $ - 460,000.00$ $ - $ 460,000.00 $ - $ - $ - $ - $ - 460,000.00$ - 455,400.00 - - - - - 455,400.00 - 4,600.00 - - - - - 4,600.00 $ - $ 460,000.00 $ - $ - $ - $ - $ - 460,000.00$ Project Manager, Title
HS SC JL CO CI Total
21003 6
HS SC JL CO CI Total
21 00 01 0 22
Paula Ohan, Senior Administrative Analyst
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
December 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
Unknown
Prioritization Score (1)
Public Works
Parks
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Call for artists and artist selection would occur in FY 2023-24. Shade structure installation is scheduled to start in FY 2023- 24 and will be completed in December of 2024.
Totals
Expenditures
(i.e. Grant or Fund Type, Description)
Art in Public Places Funds
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Installation of a shade structure over the Johnny Carson Park stage. Parks and Recreation will coordinate the structure location with Public Works (PW) and it will be plan checked and permitted by the Community Development Department (CDD) Building Division.
PROJECT JUSTIFICATION
Johnny Carson Park is one of the City's largest and heavily used community parks. When renovated in 2016, the park was redesigned to host community even ts. The park includes a stage, however it lacks a shade structure which limits its use, particularly during hot summer months. To properly provide prote ction from the sun, an angled or cantile vered structure specially designed for this location is needed to support City and community events. This project has the potential to generate additional revenue through permitted group gatherings , rentals, and community events. Parks and Recreation will coordinate structure locations with PW and will be plan checked and permitted by the CDD Building Division.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PR21A.70003.0000.24819 (2) (3) (4) (5)
Johnny Carson Park Shade Structure Project Number (type TBD if New) 24819 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 460,000.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
16 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 400,000.00 $ 1,276,500.00 $ 1,920,500.00 $ 1,230,500.00 $ - $ - 4,827,500.00$ $ - $ 400,000.00 $ 1,276,500.00 $ 1,920,500.00 $ 1,230,500.00 $ - $ - 4,827,500.00$ $ - $ 400,000.00 $ 34,500.00 $ 34,500.00 $ 34,500 .00 $ - $ - 503,500.00$ - - 1,150,000.00 1,840,000.00 1, 150,000.00 - - 4,140,000.00 - - 92,000.00 46,000.00 46,000.00 - - 184,000.00 $ - $ 400,000.00 $ 1,276,500.00 $ 1,920,500.00 $ 1,230,500.00 $ - $ - 4,827,500.00$ Project Manager, Title
HS SC JL CO CI Total
10 10 0 0 4 24Prioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2027
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal maintenance cost
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design is scheduled to commence in Fall 2023 and require about a year to complete. Construction for phase 1 is slated to occur in Spring 2025 to be completed before November 2025.
Totals
Expenditures
1. Design
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Design, repair, and restore all waterproofing systems for the fac ility including, subterr anean waterproofing, architectural planters, and all parking areas. The work includes remediation of all cracks and openings in the concrete substr ate and replacement of the entire parking area, waterproofing, and drainage systems including, but not limited to expansion systems, closed cell foam co mpressible flashings, and engineered profiles. Due to the depth excavation required, disruptive construction impacts a phased restoration will be done over the course of several years.
PROJECT JUSTIFICATION
During the rain events in late December 2021, numerous sources of water intrusion have illuminated the ur gency of repairing and restoring the integrity of the facility's waterproofing and stormwater drai nage systems. The current waterproofing systems are fa iling and r equire complete restoration. Due to the extent of damage and cracking to the existing traffic-bearing coating system and underlying system, we recom mend the complete removal of the existing systems down to the bare concrete decking and installation to maintain the structural integrity of the building's foundation and other systems. Wate rproofing system restoration and repairs are essential to maintaining the fac ility's general condition and structural integrity and to avoid the damaging effects of water intrusion such as damage to the fac ility's structure, infrastructure, unsafe c onditions, and health and safety concerns for staff and the public.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PW33A.70019.0000.24826 (2) (3) (4) (5)
PD HQ/Fire 11 Parking Area Waterproofing and Restoration Project Number (type TBD if New) 24826 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 400,000.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
17 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 50,000.00 $ - $ - $ - $ - $ - 50,000.00$ - 247,850.00 - - - - - 247,850.00 $ - $ 297,850.00 $ - $ - $ - $ - $ - 297,850.00$ $ - $ 28,750.00 $ - $ - $ - $ - $ - 28,750.00$ - 257,600.00 - - - - - 257,600.00 - 11,500.00 - - - - - 11,500.00 $ - $ 297,850.00 $ - $ - $ - $ - $ - 297,850.00$ Project Manager, Title
HS SC JL CO CI Total
25038 18
HS SC JL CO CI Total
6003 1 0 19
Diego Cevallos, Deputy Director of Parks and Recreation Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The project will decrease on-going maintenance by reducing light bulb replacem ent. Manufacturer of LED lights will provide materials and labor to maintain lighting system operational for 10 years after installation.
Prioritization Score (1)
Public Works
Parks
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Project delivery method will be design-build. Design and construction will occur in FY 2023-24.
Totals
Expenditures
1. Design
Municipal Infrastructure Fund
(i.e. Grant or Fund Type, Description)
Burbank Athletic Federation
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Modernize ballfield lighting with energy-efficient Light Emitting Diode (LED) systems at Schafer Ballfield at Ralph Foy Park.
PROJECT JUSTIFICATION
Replacement of the current metal halide lighting with an energy-efficient LED system will provide utility and maint enance cost savings, improve the field of play visib ility, a safer play environment for users, and a r eduction of light spill-over into surrounding residential areas. The reduction of energy costs is estimated at 40 percent over typical 1500watt (W) metal halide, further reducin g the City's carbon footprint. The Parks and Recreation and Burbank Athletic Federation Boards have identified ballfield lighting modernization in parks as a priority for FY 2023-24.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PR32F.70003.0000.24813 (2) 534.PR21A.70003.0000.24813 (3) (4) (5) Ballfield Lighting Modernization at Schafer Ballfield Project Number (type TBD if New) 24813 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 297,850.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
18 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 103,500.00 $ 552,000.00 $ - $ - $ - $ - 655,500.00$ $ - $ 103,500.00 $ 552,000.00 $ - $ - $ - $ - 655,500.00$ $ - $ 103,500.00 $ 23,000.00 $ - $ - $ - $ - 126,500.00$ - - 460,000.00 - - - - 460,000.00 - - 69,000.00 - - - - 69,000.00 $ - $ 103,500.00 $ 552,000.00 $ - $ - $ - $ - 655,500.00$ Project Manager, Title
HS SC JL CO CI Total
21 00 0 6 18
City Hall Fountain Restoration and Modernization Project Number (type TBD if New) 24827 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 103,500.00 $
PROJECT DESCRIPTION
Restore the existing historic fountain, modernize, improve the operation and infrastructure of the water feature to use recycle d water, and increase performance, energy efficiency, and sustainab ility.
PROJECT JUSTIFICATION
The historic water feature was restored in 1998. However, the water feature is now at the end of its serviceable life and requires restoration and moder nization prior to complete material and system failure which will require more extensive or complete reconstruction.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PW33A.70019.0000.24827 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design in FY 2023-2024. Modernization and construction in FY 2024-2025.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
January 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal maintenance cost
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
19 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 108,400.00 $ - $ - $ - $ - $ - 108,400.00$ - 94,000.00 - - - - - 94,000.00 $ - $ 202,400.00 $ - $ - $ - $ - $ - 202,400.00$ $ - $ 34,500.00 $ - $ - $ - $ - $ - 34,500.00$ - 163,300.00 - - - - - 163,300.00 - 4,600.00 - - - - - 4,600.00 $ - $ 202,400.00 $ - $ - $ - $ - $ - 202,400.00$ Project Manager, Title
HS SC JL CO CI Total
61007 14
HS SC JL CO CI Total
2550 1 0 22
Diego Cevallos, Deputy Director of Parks and Recreation Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
This project will have minimal operating and maintenance impact. Shade fabric has a useful life of 10-12 years. Shade structures have a useful life of 25 years.
Prioritization Score (1)
Public Works
Parks
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Installation of shade structures would occur in FY 2023-24.
Totals
Expenditures
1. Design
Private Funding
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Installation of cantilever bleacher shade structure at Valley Park Ballfield and Skate Park. Scope of work to include design, engineering calculati ons, site plans, manufacturing of structure, project management, and installation of a shade structure over aluminum bleachers for program participants, employees, and the community to enjoy. Parks and Recreation will coordinate structure locations with Public Works and will be plan checked and permitted by the Community Development Department Building Division.
PROJECT JUSTIFICATION
Installation of shade structures will promote sun safety, reduce the potential for heat-related illnesses, and enhance the permit and program revenue opportunities for t he Department. The Parks and Recreation and Burbank Athletic Federation Boards have identified shade structures in parks as a priority. The Department will systematically install shade structures over specta tor bleachers. The Department program has 13,000 games and activities every year with over 20,000 participants. This number does not reflect the number of spectators, permit groups, and visitors that use the ballf ields and skate park. This project will be partially f unded using T-Mobile funds.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24818 (2) 370.PR21A.70003.0000.24818 (3) (4) (5) Valley Park Ballfield and Skate Park Shade Structures Project Number (type TBD if New) 24818 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 202,400.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
20 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 153,927.00 $ - $ - $ - $ - $ - 153,927.00$ - 176,698.00 - - - - - 176,698.00 $ - $ 330,625.00 $ - $ - $ - $ - $ - 330,625.00$ $ - $ 43,125.00 $ - $ - $ - $ - $ - 43,125.00$ - 287,500.00 - - - - - 287,500.00 $ - $ 330,625.00 $ - $ - $ - $ - $ - 330,625.00$ Project Manager, Title
HS SC JL CO CI Total
21007 10
HS SC JL CO CI Total
2100 1 0 13
Mike del Campo, Landscape and Forestry Services Superintendent Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
New and improved picnic facilities will reduce maintenance and minimize operating impact.
Prioritization Score (1)
Public Works
Parks
2. Construction
Totals
PROJECT STATUS UPDATE
Construction to begin in FY 2023-24.
Totals
Expenditures
1. Design
Municipal Infrastructure Fund
(i.e. Grant or Fund Type, Description)
Development Impact Fees
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Add new picnic benches and shade structure(s) to the outdoor picnic area by the tennis courts at McCambridge Park.
PROJECT JUSTIFICATION
Shade structures will enhance the visitor experience and provide increased safety from harmful Ultraviolet (UV) radiation. Shade structures and new picnic benches have the potential to generate additional revenue through permitted group gatherings and rentals. The Parks and Recreation Board has identified this project as a top priority and supported the project at the November 10 , 2022 meeting. The need for additional shade structures was determined when the Parks and Recreation Department (Department) completed a series of community engagement workshops. Over 750 Parks and Recreation Department picnic facility reservations are scheduled each year.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24817 (2) 127.CD33E.70003.0000.24817 (3) (4) (5) Picnic Facility Improvements at McCambridge Park Project Number (type TBD if New) 24817 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 330,625.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
21 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 569,724.00 $ 1,070,086.00 $ - $ - $ - 1,639,810.00$ 748,000.00 5,424,836.00 - - - 6,172,836.00 62,566.00 - - - - - 62,566.00 $ 1,380,290.00 $ 6,494,922.00 $ - $ - $ - $ - $ - 7,875,212.00$ $ 1,037,043.80 $ - $ - $ - $ - $ - $ - 1,037,043.80$ - 4,444,808.65 2,393,359.55 - - - - 6,838,168.20 $ 1,037,043.80 $ 4,444,808.65 $ 2,393,359.55 $ - $ - $ - $ - 7,875,212.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
San Fernando Bikeway Project Number (type TBD if New) 19056 Community Development
Community Development
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Traffic, Transportation & Pedestrian Access FY2023/24 Request 6,494,922.00$
PROJECT DESCRIPTION
The San Fernando Bikeway is a Class I bike path that will be constructed along San Fernando Boulevard and Victory Place between Cohassett Street and Emp ire Avenue and along the Burbank Western Channel between Cypress Avenue and the Downtown Metrolink Station. This project completes the final three miles in a 12-mile regional bike path. This project connects with th e Chandler Bikeway Extension to carry cyclists on Chandler to the Downtown Burbank Metrolink Station.
PROJECT JUSTIFICATION
The completion of this project will help close the gap in a regional Class I bike path network as well as the City's bike path network. This gap is identified in the Burbank 2035 General Plan, the Bicycle Master Plan, and the Complete Streets Plan. The Greenhouse Gas Reduction Plan calls for the buildout of the City's Bicycle Master Plan and Complete Streets P lan as a means to reduce the City's greenhouse gas emissions caused by vehicle miles traveled.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 127.CD33A.70002.0000.19056 (2) 370.CD33A.70002.0000.19056 (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Development Impact Fees
Metro Grant
2. Construction
Totals
PROJECT STATUS UPDATE
Final documents are being completed and staff is preparing approv als from county and regional agencies, and preparing construct ion bid documents.
Transportation Development Act (TDA) Funds
Totals
Expenditures
1. Design
Prioritization Score (1)
David Kriske, Assistant Community Development Director - Transportation Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ON-GOING OPERATING & MAINTENANCE IMPACT
Routine pavement, landscaping, and other maintenance costs. The exact dollar amount w ill be determined as part of the design process.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
22 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 825,000.00 $ - $ - $ - $ - $ - 825,000.00$ 725,000.00 - - - - - 725,000.00 94,622.00 - - - - - 94,622.00 - 3,514,640.00 - - - - 3,514,640.00 $ 1,644,622.00 $ 3,514,640.00 $ - $ - $ - $ - $ - 5,159,262.00$ $ 384,370.00 $ - $ - $ - $ - $ - $ - 384,370.00$ - 4,315,752.00 - - - - - 4,315,752.00 - 114,784.00 344,356.00 - - - - 459,140.00 $ 384,370.00 $ 4,430,536.00 $ 344,356.00 $ - $ - $ - $ - 5,159,262.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Mike del Campo, Forestry and Landscape Superintendent
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024.
ON-GOING OPERATING & MAINTENANCE IMPACT
The project will reduce on-going maintenance and potable water usage. Costs are determined annually.
Public Works
Parks
Prioritization Score (1)
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Project delivery method will be design-build. Design will occur in FY 2022-23 and construction will occur in FY 2023-24.
Park Development Fees
Municipal Infrastructure Fund
Totals
Expenditures
1. Design
Measure A
(i.e. Grant or Fund Type, Description)
Development Impact Fees
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Replacement of the current natural turf on the Brace Canyon Park Ballfields with artificial turf.
PROJECT JUSTIFICATION
The Brace Canyon Park Ballfield is located above a potable water aquifer. The use of fertilizers on top of any potable water aquifer is restricted by the state. Natural turf will not survive much longer without the use of fertilizer due to the extensive programming. This project will replace the natural turf with synthetic turf to continue to program and utilize the heavily used recreational space. The community has long expressed a desire for soccer fields, which this project will fulfill. Additionally, this project will s upport youth Football, Lacrosse, Softball, and Baseba ll. A rubberized running tra ck around the perimeter will support the City's track program and community use.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 127.CD33E.70003.0000.23441 (2) 370.PR21A.70003.0000.23441 (3) 534.PR21A.70003.0000.23441 (4) (5) Brace Canyon Park Ballfield Project Number (type TBD if New) 23441 Parks and Recreation
Parks and Recreation
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 3,514,640.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
23 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 475,000.00 $ 687,700.00 $ 580,750.00 $ 425,500.00 $ - $ - $ - 2,168,950.00$ $ 475,000.00 $ 687,700.00 $ 580,750.00 $ 425,500.00 $ - $ - $ - 2,168,950.00$ $ 50,000.00 $ 77,050.00 $ 63,250.00 $ 57,500.00 $ - $ - $ - 247,800.00$ 425,000.00 610,650.00 494,500.00 345,000.00 - - - 1,875,150.00 - - 23,000.00 23,000.00 - - - 46,000.00 $ 475,000.00 $ 687,700.00 $ 580,750.00 $ 425,500.00 $ - $ - $ - 2,168,950.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Grace Coronado, Administrative Officer
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2026
ON-GOING OPERATING & MAINTENANCE IMPACT
Project will reduce staff time with daily maintenance at the golf course towards fairway bunkers and tee boxes.
Prioritization Score (1)
Public Works
Parks
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
In FY 2020-21, improvements to the clubhouse, sand bunkers, and irrigation r epairs were completed. In FY 2021-22, irrigation replacement at holes 10-18 and 7, as well as netting replacement was completed. In FY 2022-23, driving range enhancements, additional sand bunker replacement, and Hilltop Clubhouse banquet space improvements were completed.
Totals
Expenditures
1. Design
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
This is a multi-year project with each year focusing on different improvements to the DeBell Golf Courses. FY 2023-24 will mark the third year of the DeBell Golf Course five-year capital improvement program. Improvements for FY 2023- 24 include but are not limited to the renovation of the fairway bunkers, drivin g range cover structure, and replacement of the tee boxes. The fairway bunkers and tee boxes have not been renovated in a number of years. The golf course grounds have deferred maintenance and need to be addressed. This w ill improve operational efficiencies. The driving range cover structure w ill enhance playability, thus increasing rev enue.
PROJECT JUSTIFICATION
Annual DeBell Golf Course improvements are required to maintain safe fac ility grounds while enhancing the quality of community recreation. These improvements are necessary to increase the safety of players and the overall commun ity.
Maintaining a safe and attractive facility for visitors and players is vital to the conti nued success of the DeBell Golf Course operations. Improvements fro m Fiscal Years 2020-21, 2021-22, and 2022-23 included sand bunker renovations, clubhouse improvements, irrigation repairs, irrigation system replacement at holes 10-18 and 7, and driving range enhancements. Fiscal Year 2023- 24 improvements will complement previous projects further enhancing the DeBell Golf Course facility and amenities. The Parks and Recreation Board supported this project at the November 10, 2022 meeting.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24561 (2) (3) (4) (5)
DeBell Golf Improvements Project Number (type TBD if New) 24561 Parks and Recreation
Parks and Recreation
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 687,700.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
24 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 1,235,786.00 $ 1,840,000.00 $ - $ - $ - $ - $ - 3,075,786.00$ $ 1,235,786.00 $ 1,840,000.00 $ - $ - $ - $ - $ - 3,075,786.00$ $ 73,500.00 $ - $ - $ - $ - $ - $ - 73,500.00$ 1,162,286.00 1,840,000.00 - - - - - 3,002,286.00 $ 1,235,786.00 $ 1,840,000.00 $ - $ - $ - $ - $ - 3,075,786.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Mike del Campo, Landscape and Forestry Services Superintendent Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
This project reduces on-going maintenance, significantly decreases water usage, and in creases watering efficiency. Costs are determined annually.
Prioritization Score (1)
Public Works
Parks
2. Construction
Totals
PROJECT STATUS UPDATE
Irrigation has been replaced on hole 10-18 and 7. The irrigation on holes 1-6 and 8-9 w ill be replaced in FY 2023-24.
Totals
Expenditures
1. Design
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
This is a continued project to complete the replacement of the existing and outdated irrigation system on the 18-hole and par 3 golf courses. In FY 2020-21, the irrigation system was designed for the entire DeBell golf course. In FY 2022- 23, the irrigation was replaced on holes 10-18 and 7 to improve watering and staffing efficiencies. The FY 2023-24 project will replace the irrigation on holes 1-6 and 8-9. This project will also include new technology allowing DeBell staff to control specific irrigation lines , along with individual sprinkler heads.
PROJECT JUSTIFICATION
Overall, this project is achieving its goal of enhancing and improving irri gation head coverage, efficiency, and customer experience. This will pro vide significant cost savings and increase water conservation. Replacement of the current irrigation system will reduce water usage and maximize watering efficiencies to ensure that the course is well-maintained and safe for play. The Parks and Recreation Board supported this project at the November 10, 2022 meeting.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.23859 (2) (3) (4) (5)
DeBell Irrigation Replacement Project Number (type TBD if New) 23859 Parks and Recreation
Parks and Recreation
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 1,840,000.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
25 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 150,000.00 $ - $ - $ - $ - $ - $ - 150,000.00$ 187,670.00 182,378.00 - - - - - 370,048.00 177,952.00 65,488.00 - - - - 243,440.00 - 713,255.00 - - - - - 713,255.00 - 457,540.00 - - - - - 457,540.00 $ 515,622.00 $ 1,418,661.00 $ - $ - $ - $ - $ - 1,934,283.00$ $ 143,280.00 $ - $ - $ - $ - $ - $ - 143,280.00$ - 1,791,003.00 - - - - - 1,791,003.00 $ 143,280.00 $ 1,791,003.00 $ - $ - $ - $ - $ - 1,934,283.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Mike del Campo, Landscape and Forestry Services Superintendent Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The Parks and Recreation Department will create a "Friends of Dog Park" volunteer group to assist with moderate on-going maintenance.
Prioritization Score (1)
Public Works
Parks
2. Construction
Totals
PROJECT STATUS UPDATE
Construction of the site will commence once the LADWP RSC Improvement Project is complete.
Prop 68 Per Capita Grant Funds
Development Impact Fees
Municipal Infrastructure Fund
Totals
Expenditures
1. Design
LADWP
(i.e. Grant or Fund Type, Description)
Donation
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Preserve and expand open space to develop an off-leash dog park that promot es exercise and wellness for dogs and their owners. Park design will include planting, landscape, irrigation, walls, site furnishings, water fountains, and benches.
PROJECT JUSTIFICATION
The development of an off-leash dog park in the City has been a topic of discussion intermittently since 1997 and has remained one of the Parks and Recrea tion Department’s long-term goals. Adding an outdoor space to promote exercise and wellness for dogs and owners is a viable project which aligns with the Parks and Recreation Department's overall mission. In August 2019, PR negotiated a new agreement with the Los Angeles Department of Water and Power (LADWP) to leave the River Supply Conduit (RSC) Improvement project site at Johnny Carson Park (JCP) graded. Additionally, The Kari and Dick Cla rk Foundation donated $150,000 towards developing the dog park, which the Parks and Recreation Board supported the acceptance of in May 2020. City Council approved the development of a dog park at Johnny Carson Park and accepted the sponsorship donation of $150,000 from The Kari and Dick Clark Foundation in July 2020.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24253 (2) 370.PR21A.70003.0000.24253 (3) 127.CD33E.70003.0000.24253 (4) (5) Dick Clark Dog Park Project Number (type TBD if New) 24253 Parks and Recreation
Parks and Recreation
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 1,418,661.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
26 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 250,000.00 $ 125,000.00 $ - $ - $ - $ - $ - 375,000.00$ $ 250,000.00 $ 125,000.00 $ - $ - $ - $ - $ - 375,000.00$ $ 126,175.29 $ 248,824.71 $ - $ - $ - $ - $ - 375,000.00$ $ 126,175.29 $ 248,824.71 $ - $ - $ - $ - $ - 375,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Diego Cevallos, Deputy Director of Parks and Recreation Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The Olive Recreation Center was originally built in 1941 and was remodeled in 1973 with much of the existing 81 year old struct ure still in place today. The building has exceeded its useful lif e. The George Izay Park Master Plan will address major operational deficiencies related to aging infrastructure.
Prioritization Score (1)
Public Works
Parks
Totals
PROJECT STATUS UPDATE
The first phase of the project was completed in FY 2022-23. The second phase is scheduled to commence in FY 2023-24.
Totals
Expenditures
1. Design
(i.e. Grant or Fund Type, Description)
Development Impact Fees
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
This is a multi-phased project that will ultimately result in the renovatio n of George Izay Park. The City Council approved the George Izay Park Master Plan at the October 11, 2022 meeting and authorized the City Manager to direct staff to strategically implement the Master Plan. Phase two of the Master Plan will include an aerial topographic and field survey, phasing feasib ility studies, and a 3D r endering of the redesign. Future phases of the project will include design and construction for landscape improvements, parking and pedestrian walkw ay improvements, Olive Recreation Center, Burbank Little Theater renov ations, and minor interior and exterior im provements to the Betsy Lueke Creative Art Center and Joslyn Adult Center. The estimated cost for the complete implementation of the Master Plan is $56,465,000.
PROJECT JUSTIFICATION
The George Izay Park Master Plan was presented to the Parks and Recreation Board at the August 11, 2022 Board meeting. At the October 11, 2022, City Council (Council) meeting, Council approved the George Izay Park Master Plan and authorized the City Manager to proceed with the implementation of the Master Plan.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 127.CD33E.70003.0000.23468 (2) 370.PR28A.70003.0000.23468 (3) 534.PR21A.70003.0000.23468 (4) (5) George Izay Park Master Plan Project Number (type TBD if New) 23468 Parks and Recreation
Parks and Recreation
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 125,000.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
27 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 43,000.00 $ 1,725,000.00 $ - $ - $ - $ - $ - 1,768,000.00$ $ 43,000.00 $ 1,725,000.00 $ - $ - $ - $ - $ - 1,768,000.00$ $ 43,000.00 $ - $ - $ - $ - $ - $ - 43,000.00$ - 1,725,000.00 - - - - - 1,725,000.00 $ 43,000.00 $ 1,725,000.00 $ - $ - $ - $ - $ - 1,768,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Mike del Campo, Landscape and Forestry Services Superintendent Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
December 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The project reduces on-going maintenance minimizing staff res ources needed to identify leaks and increases watering efficiency. Costs are determined annually.
Prioritization Score (1)
Public Works
Parks
2. Construction
Totals
PROJECT STATUS UPDATE
Project is currently in design. Construction is anticipated to begin in FY 2023-24.
Totals
Expenditures
1. Design
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
Construction for the replacement of the McCambridge Park irrigation system.
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 a nd 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, this project will compleme nt the existing smart controllers which instantly identify water leakage, saving time and staff resources to troubleshoot problems. The Parks and Recreation Board supported this project at the November 10, 2022 meetin g.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24559 (2) (3) (4) (5)
McCambridge Irrigation Replacement Project Number (type TBD if New) 24559 Parks and Recreation
Parks and Recreation
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 1,725,000.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
28 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 405,700.00 $ - $ - $ - $ - $ - 405,700.00$ - $ 224,355.00 - - - - - 224,355.00 $ 405,700.00 $ 224,355.00 $ - $ - $ - $ - $ - 630,055.00$ $ - $ 30,000.00 $ - $ - $ - $ - $ - 30,000.00$ - 570,055.00 - - - - - 570,055.00 - 30,000.00 - - - - - 30,000.00 $ - $ 630,055.00 $ - $ - $ - $ - $ - 630,055.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Jail Control System Modernization Project Number (type TBD if New) 23049 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 224,355.00 $
PROJECT DESCRIPTION
This project will replace and modernize the 24-year old legacy jail locking system and components. The modernization will include the complete integ ration and installation of all electronics, software, hardware, casework, and fixtures required to replace and modernize the existing system.
PROJECT JUSTIFICATION
The existing software was installed with the building's completion in 1998 and is no longer being supported by the manufacturer. In April 2016, the equ ipment was estimated to cost approximately $160,000. The scope and cost of the project have now been validated with an engineer's estimate. The current Project Budget is projected to be $570,000. The variance is attributable to e scalation, actual current equipment and installation cost estimates, design and engineering not originally included, and other validated project budget increases.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PW33A.70019.0000.23049 (2) 127.PW33A.70019.0000.23049 (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
Development Impact Fees
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Construction from May 2023 to October 2023.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
October 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal operating and maintenance impact.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
29 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 260,000.00 $ 400,000.00 $ - $ - $ - $ - 660,000.00$ $ 260,000.00 $ 400,000.00 $ - $ - $ - $ - $ - 660,000.00$ $ - $ 100,000.00 $ - $ - $ - $ - $ - 100,000.00$ - 460,000.00 - - - - - 460,000.00 - 100,000.00 - - - - - 100,000.00 $ - $ 660,000.00 $ - $ - $ - $ - $ - 660,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Fire Station No. 12 and No.16 Fuel Tank Replacement Project Number (type TBD if New) 24546 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 400,000.00 $
PROJECT DESCRIPTION
There are two existing underground 1,000-gallon unleaded gasoline and diesel tanks that were installed at Fire Stations No. 12 and 16 in 1989. Due to th eir age and confirmed leak detection at the diesel fuel tank, the recommendation was made to replace both tanks and related operating systems to meet the latest applicable codes and EPA regulations. Soil testing for hazardous mater ials around Fire Station No. 12's diesel tank proximate area was performed in April 2021 and no contaminants were detected. Testing at Fire Station No. 16 is not complete.
The primary scope includes the removal and replacement with EPA approved 1, 000 gallon fuel tanks in the same location and proximate configuration as t he existing tanks, new utility c onnections and feed/vent piping, system controls, compliance testing, programming, and agency inspections. All si te work and required repairs to concrete surfaces will be addressed to return the affected drive areas to their pre-existing conditions.
PROJECT JUSTIFICATION
The City confirmed, through independent testing, that there is an existing fuel leak between the double-walled diesel fuel tank at Fire Stations No. 1 2 and 16. The Burbank Fire Department “red-tagged” this tank system in July 2021 and it is no longer in operational use. Fire Stations No. 12 and 16 vehicl es must now fuel at alternate stations with increased travel burdens and increasing refueling frequencies at other Stations.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 532.PW34A.15032.0000.24546 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Vehicle Equipment Replacement Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design from January 2023 to March 2023; Construction from July 2023 to October 2023.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
October 2023
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal operating and maintenance impact.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
30 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 250,000.00 $ - $ - $ - $ - $ - $ - 250,000.00$ 125,000.00 95,000.00 95,000.00 95,000.00 95,000.00 95,000.00 - 600,000.00 $ 375,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ - 850,000.00$ $ 172,244.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ - 272,244.00$ 202,756.00 75,000.00 75,000.00 75,000.00 75,000.00 75,000.00 - 577,756.00 $ 375,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ - 850,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Stephen Walker, Assistant Public Works Director - Wastewater Systems Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
Project reduces ongoing maintenance. Costs are determined annually.
2. Construction
Totals
PROJECT STATUS UPDATE
Work is on-going at the Victory Place Storm Drain Pump Station to install new valves and improve ventilation for safety. The Hollywood Way and San Fernando Storm Drain Pump Station is undergoing an install of a new sump pump, starter equipment, and reconditioned pump motors.
Totals
Expenditures
1. Design
Municipal Infrastructure Fund
(i.e. Grant or Fund Type, Description)
Infrastructure Reserve
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
This is a multi-year project to implement capital improvements to the City's storm drain pump stations and catch basins/connector pipes, and related facilities.
PROJECT JUSTIFICATION
This project will improve the condition of storm drain facilities, thereby increasing the system reliability and reducing the chance of flooding during significant rain events.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PW21A.71000.0000.21310 (2) 534.PW21A.71000.0000.21310 (3) (4) (5) FY 23/24 Storm Drain Pump Station and Catch Basin Upgrades Project Number (type TBD if New) 21310 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 95,000.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
31 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 350,000.00 $ - $ - $ - $ - $ - $ - 350,000.00$ 210,000.00 - - - - - - 210,000.00 - 350,000.00 130,000.00 - - - 480,000.00 $ 560,000.00 $ 350,000.00 $ 130,000.00 $ - $ - $ - $ - 1,040,000.00$ $ 129,069.00 $ 50,000.00 $ 10,000.00 $ - $ - $ - $ - 189,069.00$ 185,000.00 445,000.00 100,000.00 - - - - 730,000.00 45,931.00 65,000.00 10,000.00 - - - - 120,931.00 $ 360,000.00 $ 560,000.00 $ 120,000.00 $ - $ - $ - $ - 1,040,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Diana Reznik, Civil Engineering Associate
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ON-GOING OPERATING & MAINTENANCE IMPACT
Project will help reduce the floor maintenance cost for the building.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Construction of Phase I from March 2023 to June 2023. Subsequent phases in future fiscal years.
Development Impact Fees
Totals
Expenditures
1. Design
Municipal Infrastructure Fund
(i.e. Grant or Fund Type, Description)
Infrastructure Reserve
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
This project will replace the worn-out existing flooring that consists of broadloom carpet, carpet tiles, linoleum, vinyl composition tile, specia lty flooring in the gym, and a few other types of fl ooring. This is the second phase of a four-phase project that will replace approximately 120,000 square feet of flooring.
PROJECT JUSTIFICATION
The flooring materials in the Police/Fire Headquarters, which ar e 17 years old, have reached the end of their life expectancy. A needs evaluation and survey were completed to determine the priority of the remaining flooring replacement based on safety needs. This work will be performed in phases throughout the building. Partitions and furniture w ill be removed, flooring replaced, and the partitions and furniture will be reinstalled.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PW33A.70019.0000.21305 (2) 534.PW33A.70019.0000.21305 (3) (4) (5) Police/Fire Headquarters Flooring Project Number (type TBD if New) 21305 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 350,000.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
32 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 1,560,654.00 $ 1,250,076.00 $ 1,100,000.00 $ - $ - $ - $ - 3,910,730.00$ - 599,924.00 - - - - - 599,924.00 - 2,100,000.00 2,100,000.00 2,100,000.00 2,100,000.0 0 8,400,000.00 $ 1,560,654.00 $ 3,950,000.00 $ 3,200,000. 00 $ 2,100,000.00 $ 2,100,000.00 $ - $ - 12,910,654.00$ $ 1,560,654.00 $ 1,850,000.00 $ 1,100,000.00 $ - $ - $ - $ - 4,510,654.00$ - - - - - 8,400,000.00 - 8,400,000.00 $ 1,560,654.00 $ 1,850,000.00 $ 1,100,000.00 $ - $ - $ 8,400,000.00 $ - 12,910,654.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
New Burbank Central Library & Civic Center Project Number (type TBD if New) 24218 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 3,950,000.00 $
PROJECT DESCRIPTION
This project will result in the construction of a new Central Library, open space and parking on the Civic Center block bounded by Olive, Glenoaks, Oran ge Grove, and 3rd Street. The current funding request for FY 2023-24 is for the continuation of Phase 3 of a multi-year project that will involve a Request for Proposal (RFP) process to identify a development partner to enter into a public-private partnership (P3) with the City of Burbank to design, construct, finance, operate, and maintain the City infrastructure, as well as develop housing to meet Council goals. The FY 2023-24 work builds on Phase 1, the previously c ompleted Burbank Central Library Vision Study (2021), Phase 2, the Civic Center P3 Feasibility Study (completed in September 2022), and current Phase 3 work, technical studies that w ill further define the project and deal points.
PROJECT JUSTIFICATION
Based on the Civic Center P3 Feasibility Study, City C ouncil gave direction in 2022 for staff to continue studying and advancing the project. This projec t would be Burbank's first P3. Due to the legal and fi nancial complexities of structuring such a deal, staff requires services from outside technical, financial, and legal experts to write the RFP, advise throughout the selection process, and support negotiations. The FY23-24 request will put the City in a position to move to the final stage, Phase 4, to enter into an agreement and begin the design and construc tion of the new amenities. In addition to project planning costs, a set -aside of $2.1 million per year for each of the next four years balances the burden on Fund 534 once project payments begin, ensuring at least 75 percent of Fund 534 revenue remains available for non-Civic Center u ses once annual project payments start in FY 2027-28. This set-aside w ill go into a reserve account for the project established by City Council in 2022.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PW33A.70019.0000.24218 (2) 534.ND000.30015.1056 (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Central Library Capital Holding
Library Improvements Holding Account
2. Construction
Totals
PROJECT STATUS UPDATE
Phase 2 - the Civic Center P3 Feasibility Study was completed in September 2022. Current Phase 3 work consists of technical studies that w ill further define the project and deal points for RFQ/RFP.
Municipal Infrastructure Fund
Totals
Expenditures
1. Design
Prioritization Score (1)
Ken Berkman, Public Works Director
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
Execute an agreement with the selected P3 project team by March 2025.
ON-GOING OPERATING & MAINTENANCE IMPACT
To be determined as the project is developed.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
33 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 25,000.00 $ - $ - $ - $ - $ - $ - 25,000.00$ - 400,000.00 - - - - - 400,000.00 - 400,000.00 - - - - 400,000.00 $ 25,000.00 $ 800,000.00 $ - $ - $ - $ - $ - 825,000.00$ $ 4,025.00 $ 20,975.00 $ - $ - $ - $ - $ - 25,000.00$ - 750,000.00 - - - - - 750,000.00 - 50,000.00 - - - - - 50,000.00 $ 4,025.00 $ 820,975.00 $ - $ - $ - $ - $ - 825,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Exhaust Systems Modernization Project Number (type TBD if New) 24545 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 800,000.00 $
PROJECT DESCRIPTION
This project replaces specialized ventilation equipment that collects and expels diesel fumes, carbon monoxide, particulates, and other harmful a irborne products occurring in fire stations and 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. FEMA Grant expires in August 2024.
PROJECT JUSTIFICATION
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, i noperable, obsolete, or damaged beyond cost-effective repair, or requires modernization for either code or safety compliance. This project was creat ed 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.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 532.PW34A.15042.0000.24545 (2) 534.PW33A.70019.0000.24545 (3) 370.PW33A.70019.0000.24545 (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Vehicle Equipment Replacement Fund
Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design from July 2022 to July 2023. Construction will start and complete in FY 2023-24.
Grant Funding
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal operating and maintenance impact.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
34 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 15,000.00 $ 150,000.00 $ - $ - $ - $ - $ - 165,000.00$ $ 15,000.00 $ 150,000.00 $ - $ - $ - $ - $ - 165,000.00$ $ 15,000.00 $ - $ - $ - $ - $ - $ - 15,000.00$ - 130,000.00 - - - - - 130,000.00 - 20,000.00 - - - - - 20,000.00 $ 15,000.00 $ 150,000.00 $ - $ - $ - $ - $ - 165,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
F-104D Starfighter Aircraft Project Number (type TBD if New) 24566 Parks and Recreation
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 150,000.00 $
PROJECT DESCRIPTION
Rehabilitate the F-104D Starfighter Aircraft at George Izay Park. Structural evaluation and condition assessment is complete. Upgrades to F-104D w ill be based on the evaluation.
PROJECT JUSTIFICATION
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 evaluated the structural integrity of the jet. Phase 2 will include any identified structural work and refresh the paint to mainta in the condition of the aircraft and the safety of the displa y.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24566 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
(i.e. Grant or Fund Type, Description)
Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Structural analysis complete. Construction is scheduled to start in February 2024.
Totals
Expenditures
1. Design
Prioritization Score (1)
Omar Moheize, Principal Civil Engineer
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
March 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
Minimal operating and maintenance impact.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
35 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 200,000.00 $ 500,000.00 $ 700,000.00 $ - $ - $ - $ - 1,400,000.00$ $ 200,000.00 $ 500,000.00 $ 700,000.00 $ - $ - $ - $ - 1,400,000.00$ - 500,000.00 847,000.00 - - - - 1,347,000.00 - - 53,000.00 - - - - 53,000.00 $ - $ 500,000.00 $ 900,000.00 $ - $ - $ - $ - 1,400,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Vikki Davtian, Principal Engineer - Traffic
Internal Use Only:
IOB COMMENTS
PROJECT STATUS UPDATE
The design is currently ongoing as part of the MR310.55 Alameda Signal Synchronization Project. The design is anticipated to be completed by June 2023 . Traffic signal equipment (poles, controllers, cabinets, etc.) procurement is anticipated to begin in June 2024. Construction is anticipated to begin in J uly 2025. The expiration date for funds has not been set because there is cur rently no Funding Agreement (FA) between Burbank and Metro. The FA will be executed as the construction date approaches to provide sufficient time to complete the construction.
FORECASTED COMPLETION DATE
December 2025
ON-GOING OPERATING & MAINTENANCE IMPACT
No on-going operating and maintenance impact.
Totals
Expenditures
2. Construction
3. Inspection
Totals
(i.e. Grant or Fund Type, Description)
Measure R Highway Operations
PROJECT DESCRIPTION
This project will reconstruct four of the eight traffic signals that were des igned as a part of the Alameda Signal Synchronization Project. These sign als are: Victory Boulevard/Elmwood Avenue, Magnolia Boulevard/Reese Place, Magnolia Boulevard/Mariposa Street, and Magnolia Boulevard/Screenland Drive. The project is 100 percent funded by Metro Measure R Highwa y funds.
PROJECT JUSTIFICATION
In October 2018, the City Council adopted Resolution 18-29,038 to approve the I- 5 Arterial Phase 3 project. The purpose of this project is to upgrade ol d signal equipment to improve the efficiency and safety of the outdated traffic signal infrastructure. Improvements will include traffic signal poles, indications, Light-Emitting Diode (LED) lighting, signal cabinet, electric service, and American with Disabilities Act (ADA) ramps.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
Public Works
Public Works
Ongoing
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PW22A.70002.0000.23779 (2) (3) (4) (5)
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Traffic, Transportation & Pedestrian Access FY2023/24 Request 500,000.00$
Interstate-5 Arterial Phase 3 Project Number (type TBD if New) 23779 YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
36 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 4,172,895.00 $ 1,027,105.00 $ - $ - $ - $ - $ - 5,200,000.00$ $ 4,172,895.00 $ 1,027,105.00 $ - $ - $ - $ - $ - 5,200,000.00$ $ 177,105.00 $ - $ - $ - $ - $ - $ - 177,105.00$ - 4,806,895.00 - - - - - 4,806,895.00 - 216,000.00 - - - - - 216,000.00 $ 177,105.00 $ 5,022,895.00 $ - $ - $ - $ - $ - 5,200,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Vikki Davtian, Principal Engineer
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
No on-going operating and maintenance impact.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Scheduled for Bid in March 2023. Construction is anticipated to begin in August 2023.
Totals
Expenditures
1. Design
(i.e. Grant or Fund Type, Description)
Measure R Highway Operations
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
In March 2017, Council adopted Resolution 17-28,911 to approve the Metro LA0G1396/310.46, Glenoaks Arterial Project. The project will reconstruct 13 signals along Glenoaks Boulevard and one signal on First Street to achieve Council Goal No. 5: Traffic and Parking, General Plan Policy 1.3: Maintain and Enhance Streets, Policy 3.2: Complete Streets, and Policy 5.1: Maximize Pedest rian and Bicycle Safety. This project is 100 percent funded by Metro Measure R Highway funds.
PROJECT JUSTIFICATION
In March 2017, Metro approved $3,200,000 for MR310.46, the Glenoaks Arterial Project. Material shortages during the COVID-19 pandemic caused substantial price increases for construction materials such as steel, copper, and concrete. Staff re-evaluated the construction cost estimate and det ermined that the project is underfunded by approximately $2,000,000 due to labo r and material price increases caused by the pandemic and the recent increase in inflation rates. In June 2022, Metro approved an additional $2,000,000 for this pro ject to adjust for the cost increase. The current revised project b udget is $5,200,000. This project is 100 percent funded by Metro Measure R Highway funds.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PW22A.70002.0000.22690 (2) (3) (4) (5)
Glenoaks Boulevard and First Street Signal Improvements Project Number (type TBD if New) 22690 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Traffic, Transportation & Pedestrian Access FY2023/24 Request 1,027,105.00$
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
37 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 150,000.00 $ - $ - $ - $ - $ - $ - 150,000.00$ 382,000.00 217,206.00 - - - - - 599,206.00 100,000.00 - - - - - 100,000.00 58,000.00 32,794.00 - - - - - 90,794.00 $ 690,000.00 $ 250,000.00 $ - $ - $ - $ - $ - 940,000.00$ $ 232,635.00 $ - $ - $ - $ - $ - $ - 232,635.00$ - 659,365.00 - - - - - 659,365.00 - 48,000.00 - - - - - 48,000.00 $ 232,635.00 $ 707,365.00 $ - $ - $ - $ - $ - 940,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Vikki Davtian, Principal Engineer
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
August 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
Additional $10,000 annually for hand sweeping and device maintenance.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design from February 2022 to August 2023. Construction from November 2023 to August 2024.
Municipal Infrastructure Fund
Transportation Development Act (TDA) Funds
Totals
Expenditures
1. Design
Measure R Local Return (Fund 107)
(i.e. Grant or Fund Type, Description)
Development Impact Fees
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
This project will design and construct an approxim ately 0.8-mile protected Class IV bikeway on Nor th First Street from North San Fernando Boulevard t o East Verdugo Avenue. The project will also incorporate pavement improvements along the alignment where the pavement is in poor condition and close access to Bonnywood Place from the intersecti on of Olive Avenue and First Street t o improve pedestrian safety for those accessing Downtown Burbank to and from the Downtown Burbank Metrolink station.
PROJECT JUSTIFICATION
This facility is identified as a top priority connection in the City's Bicycle Master Plan and will provide safety benefits for bicyclists in the Downtown Burbank area t o connect the Downtown Burbank Metrolink Station, commercial corridors, residential areas, and employment centers. As a result of the City C ouncil's direction, this project will implement a protected bicycle fac ility to s upport housing development in the Downtown area and will integrate with contributions from future developments. Bonnywood Place closure from the intersection of Olive Avenue and First Street to improve pedestrian safet y for those accessing Downtown Burbank to and from the Downtown Burbank Metrolink station.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 127.CD33A.70002.0000.23016 (2) 107.CD33A.70002.0000.23016 (3) (4) (5) First Street Bike Lane Project Number (type TBD if New) 23016 Community Development
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Traffic, Transportation & Pedestrian Access FY2023/24 Request 250,000.00$
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
38 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ - $ 800,000.00 $ - $ - $ - $ - $ - 800,000.00$ 413,756.00 500,000.00 - - - - - 913,756.00 $ 413,756.00 $ 1,300,000.00 $ - $ - $ - $ - $ - 1,713,756.00$ $ - $ 316,250.00 $ - $ - $ - $ - $ - 316,250.00$ - 1,265,256.00 - - - - - 1,265,256.00 - 132,250.00 - - - - - 132,250.00 $ - $ 1,713,756.00 $ - $ - $ - $ - $ - 1,713,756.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Dean Pearson, Public Works
Internal Use Only:
IOB COMMENTS
FORECASTED COMPLETION DATE
November 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The City's portion of the going maintenance w ill be calculated in the eventual lease agreement as negotiated.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Negotiations with a proposed tenant is ongoing. Design w ill start in July 2023 and Construction is anticipated to start in February 2024.
Totals
Expenditures
1. Design
Community Development Block Grant
(i.e. Grant or Fund Type, Description)
RDA Loan Repayment
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
The City is in negotiations with a non-profit entity to lease the property at 2244 N. Buena Vista Street. The City will negotiate with the non-profit par tner concerning the modernization of the fac ility, tenant improvements, and rental costs.
Additionally, the non-profit must be able to provide low- and/or no-cost serv ices and resources to the Burbank community consistent with the City Cou ncil priorities and goals. The building was constructed in 1949 and now requires modernization including seismic strengthening, infrastructure moderniza tion, ADA, Fire Life Safety, and other required investments. In additio n, this project will include tenant improvements to accommodate current programming requirements.
PROJECT JUSTIFICATION
The building served as a City Fire Station, which was vacated and leased 27 years ago to the Boys and Girls Club. During this time, they provided a variety of programs and services to the Burbank community until they recently relocated to another building in Burbank. The lease created 27 years ago did not account for the cost of building and cosmetic improvements or long-term maintena nce nor did the City set aside funds for building upkeep at this time. These factors have contributed to the City not addressing maintenance and the building requires significant repairs and rehab ilitation before it can be occupied.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 122.CD25A.63051.0000.24656 (2) RDA Loan Repayment string TBD (3) (4) (5) 2244 N. Buena Vista Facility Improvements Project Number (type TBD if New) 24656 Community Development
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Municipal Facilities FY2023/24 Request 1,300,000.00 $
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
39 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s)
$ 318,855.00 $ 38,800.00 $ - $ - $ - $ - $ - 357,655.00$ $ 282,328.00 - - - - - - 282,328.00 $ 601,183.00 $ 38,800.00 $ - $ - $ - $ - $ - 639,983.00$ - 637,983.00 - - - - - 637,983.00 - 2,000.00 - - - - - 2,000.00 $ - $ 639,983.00 $ - $ - $ - $ - $ - 639,983.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Santa Anita Playlot Playground Replacement Project Number (type TBD if New) 24659 Parks and Recreation
Parks and Recreation
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2023-24
Parks And Recreation FY2023/24 Request 38,800.00 $
PROJECT DESCRIPTION
Installation of new play equipment at Santa Anita Pl aylot Playground to meet the needs of the community.
PROJECT JUSTIFICATION
Playgrounds/Fitness equipment was the second highes t prioritized project identified by the community. To ensure the longevity and safety of playgr ound equipment, the Parks and Recreation 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. The replacement schedule is based on age, condition of the equipment, industry standards, and compliance regulations. The existing Santa Anita Playlot play ground was installed in 2011. The Park and Recreation Board supported and provided feedback on this project at the February 9, 2023 Board meeting.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24659 (2) 122.CD25A.63051.0000.24659 (3) (4) (5) (i.e. Grant or Fund Type, Description)
Measure A
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Years 6 - 10 TOTALS
Community Development Block Grant
Totals
Expenditures
FORECASTED COMPLETION DATE
June 2024
ON-GOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance and improves operational efficiencies. Costs are determined annually.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Project delivery method will be design-build. Design and construction will occur in FY 2023-24.
Prioritization Score (1)
Public Works
Parks
Mike del Campo, Landscape and Forestry Services Superintendent Internal Use Only:
IOB COMMENTS
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
40 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 2023-24 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) 2023-24 City of Burbank Annual Budget in summary form. This section is organized as follows:
1 BUDGET SUMMARIES
Total City Resources
General Fund Resources
$734,649,628
SOURCE OF FUNDS - FY 2023-24
$222,293,625
General Fund,
$222,293,625
Proprietary,
Special Revenue,
Successor Agency,
Housing Authority
& Parking
Authority,
$512,356,003
Property Tax,
$65,817,908
Sales Tax,
$60,002,899
Utility Users Tax,
$17,997,000
Services Charges -
Intra City,
$14,621,839
Transient
Occupancy
Tax,
$10,759,000
Service
Charges,
$22,990,816
In Lieu Taxes,
$9,512,850
Transient Parking
Tax, $3,772,980
Building
Permits/License
Fees, $5,995,478
Business Taxes,
$2,464,190
Parking/Traffic/Other
Fines, $2,401,000 Franchise Fees,
$1,442,000
Interest/Use of
Money, $3,248,614
Intergovernmental
Revenues,
$1,267,051
2 BUDGET SUMMARIES
Total City Appropriations
General Fund Appropriations 229,629,081$
USE OF FUNDS - FY 2023-24
$848,314,610
General Fund ,
$229,629,081
Proprietary,
Special Revenue,
Successor
Agency, Housing
Authority &
Parking Authority,
$618,685,529
General
Administration,
$11,492,642
Fire, $46,960,768
Management
Services, $7,046,672
Public Works,
$19,444,296 Community
Development,
$16,272,027
Financial Services,
$6,248,566
Library Services,
$9,048,423
Police, $65,894,240
Parks & Recreation,
$31,823,204
Non-Departmental
Expenses,
$15,398,243
3 FY 2023-24 PROPOSED BUDGET BY FUND AND
PRIOR YEAR APPROPRIATIONS/EXPENDITURES
FUND 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24
NO. DEPARTMENT/FUND NAME ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED 001 City Attorney 3,971,892$ 3,832,181$ 3,907,153$ 4,300,189$ 4,672,478$ 4,859,643$ 001 City Clerk 1,266,648 1,206,752 1,562,296 1,442,206 2,009,047 1,801,047 001 City Council 559,957 600,128 614,949 562,306 761,150 1,003,365 001 City Manager 2,166,429 3,136,332 2,538,193 2,388,498 2,738,861 2,921,199 001 City Treasurer 685,310 744,825 788,673 825,088 909,978 907,388 001 Community Development 9,833,809 10,192,634 11,716,569 12,819,189 14,010,528 16,272,027 001 Financial Services 4,993,922 5,653,190 5,526,021 5,153,434 6,118,513 6,248,566 001 Fire 37,126,328 38,714,502 41,331,474 40,255,182 39,445,982 46,960,768 001 Library Services 6,591,121 7,182,207 7,245,605 7,622,413 8,564,649 9,048,423 001 Management Services 5,145,773 5,496,558 5,313,588 5,014,959 6,716,382 7,046,672 001 Parks and Recreation 21,161,166 22,928,241 23,108,907 25,406,580 28,933,096 31,823,204 001 Police 57,580,906 61,737,561 61,185,484 60,993,936 62,464,593 65,894,240 001 Public Works 14,005,519 15,324,160 15,745,283 15,988,630 18,555,504 19,444,296 001 Non-Departmental 7,474,509 16,301,673 20,483,950 15,822,386 23,730,069 15,398,243 GENERAL FUND TOTAL BUDGET 172,563,289$ 193,050,945$ 201,068,145$ 198,594,995$ 219,630,830$ 229,629,081$ 370 General City Capital Projects 6,785,492$ 5,934,090$ 10,383,644$ 1,658,964$ 3,177,962$ 11,033,401$
SPECIAL REVENUE FUNDS
104 Prop A Transportation 2,374,786$ 2,504,484$ 2,268,412$ 2,237,397$ 2,687,659$ 2,676,775$ 105 Prop C Transportation 1,787,530 1,858,053 2,116,390 2,375,596 2,984,461 3,434,620 106 Transportation (AQMD) 89,789 135,532 111,072 142,186 179,954 178,073 107 Measure R Transportation 1,757,799 1,324,948 1,842,907 417,512 677,924 1,321,812 108 Measure M Transportation 2,226,107 1,514,574 1,866,576 2,211,722 109 Measure W Transportation 17,960 108,660 105,545 1,180,059 121 General City Grant Fund 408,869 306,349 318,665 393,494 122 Comm Dev Block Grants (CDBG) 812,935 721,454 3,265,727 1,065,750 1,063,677 1,539,234 123 Road Maintenance and Rehab (RMRA) 20,334 1,601,433 2,264,441 2,694,320 2,322,284 2,527,171 124 Drug Asset Forfeiture 69,062 35,050 18,244 28,415 45,000 125 State Gas Tax 2,213,544 2,549,837 3,223,367 2,270,668 2,764,318 2,246,779 127 Public Improvements 4,781,837 7,370,027 7,021,779 2,137,033 1,673,326 3,808,920 128 HUD Affordable Housing Fund 1,054,569 410,198 510,599 537,690 660,758 655,362 129 Street Lighting 2,713,193 2,360,896 2,521,760 2,757,210 3,436,632 3,919,361 130 Youth Endowment Services 20 25
131 Community Service (BCSF) 1,103 719 20 25 133 Tieton Hydropower Project 2,251,462 3,414,404 3,161,807 1,954,137 2,082,085 1,879,774 483 Magnolia Power Plant 18,560,424 20,313,842 24,031,859 20,363,544 24,151,444 27,809,365 38,897,236$ 47,133,334$ 54,209,603$ 39,483,662$ 46,656,644$ 55,434,028$
INTERNAL SERVICE FUNDS
530 General Liability Insurance 6,701,345$ 8,935,902$ 4,358,632$ 7,662,310$ 10,961,326$ 12,493,153$ 531 Workers' Comp Insurance 7,315,260 8,030,609 3,008,213 10,827,442 10,481,109 10,518,030 532 Vehicle Equipment Replacement 8,851,947 9,025,966 9,204,366 8,900,727 16,930,192 23,071,871 533 Office Equipment Replacement 1,543,766 1,376,274 959,391 711,849 664,763 1,533,894 534 Municipal Infrastructure 2,945,576 6,036,790 8,413,977 11,423,161 18,344,151 26,037,480 535 Communication Equip Replacement 2,946,506 4,153,889 3,336,717 3,688,608 4,416,753 5,119,944 537 Information Technology 8,864,834 9,512,184 9,733,349 10,682,888 20,267,037 18,857,964 39,169,234$ 47,071,614$ 39,014,644$ 53,896,986$ 82,065,331$ 97,632,336$
ENTERPRISE FUNDS
494 Water Reclamation and Sewer (PW) 19,467,496$ 20,903,423$ 19,412,648$ 13,532,616$ 23,091,080$ 22,109,632$ 496 Electric Fund (BWP) 208,993,451 213,598,123 204,995,965 197,246,174 313,086,220 322,016,034 497 Water Fund (BWP) 34,856,664 36,967,327 32,153,419 32,418,753 60,665,742 54,350,763 498 Refuse Collection and Disposal (PW) 20,093,495 16,090,161 18,699,045 18,243,409 21,440,601 33,653,163 283,411,106$ 287,559,034$ 275,261,076$ 261,440,952$ 418,283,642$ 432,129,592$ 4 FY 2023-24 PROPOSED BUDGET BY FUND AND
PRIOR YEAR APPROPRIATIONS/EXPENDITURES
FUND 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24
NO. DEPARTMENT/FUND NAME ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED
SUCCESSOR AGENCY
208 Administration/Debt Service 9,486,478 11,541,882 9,438,340 6,975,202 7,416,505 7,446,068 9,486,478$ 11,541,882$ 9,438,340$ 6,975,202$ 7,416,505$ 7,446,068$
HOUSING AUTHORITY
117 Housing Vouchers 9,676,092$ 10,692,438$ 11,853,334$ 12,119,188$ 13,091,334$ 13,128,201$ 305 Low/Moderate Income Housing 1,421,470 953,197 839,736 635,296 980,299 1,089,990 11,097,562$ 11,645,635$ 12,693,069$ 12,754,484$ 14,071,633$ 14,218,191$
PARKING AUTHORITY
310 Parking Authority 706,816$ 661,521$ 635,201$ 558,398$ 1,226,915$ 791,914$ 706,816$ 661,521$ 635,201$ 558,398$ 1,226,915$ 791,914$ TOTAL CITY 562,117,213$ 604,598,054$ 602,703,722$ 575,363,642$ 792,529,462$ 848,314,610$ 5 FY 2023-24 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2023-24
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED FUND 001 GENERAL FUND
CL01A CITY COUNCIL 498,880$ 504,485$ 1,003,365$ CITY CLERK 1,324,464$ 476,583$ -$ -$ 1,801,047$ CC01A Services 371,875 166,893 538,768 CC01B Elections 146,578 169,914 316,492 CC01C Legal Advertising 68,522 47,036 115,558 CC01D Records Management 313,668 66,667 380,335 CC01E Passport Services 423,821 26,073 449,894 CT01A CITY TREASURER 728,752$ 178,636$ 907,388$ CITY ATTORNEY 4,413,907$ 445,736$ -$ -$ 4,859,643$ CA01A Dept Services-Admin 2,197,045 324,866 2,521,911 CA02A Litigation 1,082,032 52,769 1,134,801 CA03A Prosecution 1,134,830 68,101 1,202,931 CITY MANAGER 2,420,225$ 500,974$ -$ -$ 2,921,199$ CM01A Operations 1,381,398 250,242 1,631,640 CM02A PIO 1,038,827 250,732 1,289,559 MANAGEMENT SERVICES 4,808,747$ 2,207,925$ 30,000$ 7,046,672$ MS01A General Administration 576,912 399,702 976,614 MS01B Reprographics Printing Services 276,254 251,883 30,000 558,137 MS01C LiveScan 107,655 55,509 163,164 MS01E Labor Relations 488,618 146,656 635,274 MS02C Youth Employment 535,198 71,801 606,999 MS02D Employment Services 1,106,671 543,773 1,650,444 MS02E Employee Services 1,226,089 190,302 1,416,391 MS03A Environmental Health & Safety 491,350 548,299 1,039,649 FINANCIAL SERVICES 5,231,281$ 992,285$ 25,000$ 6,248,566$ FN01A Accounting/Administration 3,120,457 703,242 25,000 3,848,699 FN02A Budget/Purchasing/Revenue 1,077,385 189,526 1,266,911 FN03A Procurement 1,033,439 99,517 1,132,956 PARKS and RECREATION 16,972,061$ 14,847,143$ 4,000$ 31,823,204$ Landscape & Forestry 4,767,609 3,736,090 8,503,699 PR21A Facility Planning & Development 1,043,802 1,043,802 PR22A Forestry Services 1,822,870 1,425,529 3,248,399 PR23A Park Landscape Program 2,944,739 1,226,759 4,171,498 PR26A Urban Reforestation 40,000 40,000 Administration 2,586,241 4,821,215 - - 7,407,456 PR28A Administration 2,586,241 1,223,294 3,809,535 PR27A Golf Course 3,597,921 3,597,921
Community Services 4,936,102 2,274,145 7,214,247 PR31D Starlight Bowl 200,272 257,698 457,970 PR31E Stough Canyon Nature Center 282,122 71,216 353,338 PR31F Youth Resource Programs 275,017 275,017 PR31H Ovrom Park 233,464 142,051 375,515 PR32D Cultural Services 419,638 197,676 617,314 PR32E Commercial & Special Events 11,015 79,727 90,742 PR41A Retired & Senior Volunteer Program 121,379 159,787 281,166 PR42A-C Supplemental Nutrition 1,255,954 359,049 1,615,003 PR43A Information & Assistance 3,469 3,469 PR45A Senior Recreation 468,388 253,057 721,445 PR46A Human Services 55,391 20,089 75,480 PR47A Animal Shelter 1,888,479 455,309 4,000 2,347,788 6 FY 2023-24 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2023-24
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED Recreation Services 4,682,109 4,015,693 - - 8,697,802 PR31A McCambridge Park 195,197 1,889,026 2,084,223 PR31B Verdugo Park 385,182 255,015 640,197 PR31C Olive Recreation 834,661 421,410 1,256,071 PR32A Daycamp and Afterschool Program 1,228,874 279,339 1,508,213 PR32B Organized Sports 1,125,831 793,427 1,919,258 PR32C Aquatics 912,364 152,783 1,065,147 PR32F Athletic Leagues 224,693 224,693
LIBRARY SERVICES 6,682,249$ 2,366,174$ -$ -$ 9,048,423$ LB01A Technical Services 1,248,561 1,200,988 2,449,549 LB02A Public Services 5,433,688 1,165,186 6,598,874 COMMUNITY DEVELOPMENT 10,508,228$ 5,753,799$ 10,000$ 16,272,027$ CD11A Administration 629,373 371,888 1,001,261 Economic Development & Housing 1,579,833 859,853 - - 2,439,686 CD23A Affordable Housing 362,580 297,618 660,198 CD23B Economic Development 769,735 393,215 1,162,950 CD23C Real Estate 447,518 169,020 616,538
CD31A Planning 3,298,523 2,532,016 5,830,539 Transportation 567,582 318,236 - - 885,818 CD32A Transportation 567,582 318,236 885,818 CD42A Building Division 4,432,917 1,671,806 10,000 6,114,723 PUBLIC WORKS 11,874,674$ 7,569,622$ -$ -$ 19,444,296$ PW11A Administration 1,499,464 448,511 1,947,975 Engineering Design & Construction 4,903,967 1,490,375 - - 6,394,342 PW21A Street Design & Construction 1,306,946 332,663 1,639,609 PW21B Permits 988,496 318,698 1,307,194 PW22A Engineering & Design 751,234 184,391 935,625 PW22B Signs and Painting 656,270 201,994 858,264 PW22D Traffic Signal Maintenance 724,815 336,165 1,060,980 PW22H Traffic Management Center 476,206 116,464 592,670 Street and Sanitation 1,063,642 3,507,718 - - 4,571,360 PW32A Roadway & Parkway Maintenance 960,721 3,400,113 4,360,834 PW32B Weed Abatement 28,981 34,501 63,482 PW32D Flood Control 73,940 73,104 147,044 Fleet & Building Maintenance 3,559,023 1,652,825 - - 5,211,848 PW33A Facilities Maintenance 1,933,218 1,047,234 2,980,452 PW33B Custodial Services 1,625,805 605,591 2,231,396 PW35A Field Services - Administration 848,578 470,193 1,318,771 FIRE 37,522,878$ 6,659,150$ 2,778,740$ 46,960,768$ FD01A Fire Prevention 2,581,963 2,135,760 4,717,723 FD01B Hazardous Materials Program 335,651 23,150 358,801 FD02A Fire Suppression 19,287,794 3,264,830 2,778,740 25,331,364 FD03A Emergency Medical Services 12,626,503 744,143 13,370,646 FD04A Emergency Management 208,365 103,609 311,974 FD05A Fire Apparatus and Equipment 290,648 33,377 324,025 FD06A Training and Safety 741,801 142,627 884,428 FD07A Administration 1,450,153 211,654 1,661,807 7 FY 2023-24 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2023-24
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED POLICE 54,770,696$ 11,123,544$ -$ -$ 65,894,240$ PD01A-H Patrol Division 28,009,065 6,915,130 34,924,195 PD02A-D Investigation Division 11,578,544 841,639 12,420,183 PD03A-E Administrative Services 6,512,641 1,601,325 8,113,966 PD05A Parking Enforcement 1,501,661 244,833 1,746,494 PD06C Communication Center 2,427,022 92,649 2,519,671 PD07A-E Support Services 2,772,492 260,246 3,032,738 PD08A Air Support Unit 603,705 823,661 1,427,366 PD09A Jail Division 1,365,566 344,061 1,709,627 ND01A NON-DEPARTMENTAL 6,346,353$ 839,627$ 8,212,263$ 15,398,243$ TOTAL GENERAL FUND 164,103,395$ 54,465,683$ 2,847,740$ 8,212,263$ 229,629,081$ 370 GENERAL CITY CAPITAL PROJECTS 11,033,401$ 11,033,401$
SPECIAL REVENUE FUNDS
104 PROP A TRANSPORTATION 1,444,056$ 1,020,203$ -$ 212,516$ 2,676,775$ CD32B Transportation 494,944 212,516 707,460 CD33A Administration 1,444,056 525,259 1,969,315 105 PROP C TRANSPORTATION 355,098$ 3,079,522$ -$ -$ 3,434,620$ CD32B BurbankBus Operations 2,912,022 2,912,022 CD33A Administration 355,098 167,500 522,598 106 TRANSPORTATION (AQMD) 156,137$ 21,936$ 178,073$ 107 MEASURE R TRANSPORTATION 63,827$ 1,040,779$ 217,206$ -$ 1,321,812$ CD33A Transportation 63,827 1,040,779 217,206 1,321,812 PW21A Street Design & Construction
108 MEASURE M TRANSPORTATION 11,722$ 2,200,000$ 2,211,722$ 109 MEASURE W STORMWATER 147,559$ 400,000$ 632,500$ 1,180,059$ 122 CDBG 81,405$ 957,829$ 500,000$ 1,539,234$ 123 ROAD MAINTENANCE & REHABILITATION 27,171$ 2,500,000$ 2,527,171$ 124 DRUG ASSET FORFEITURE 45,000$ 45,000$ 125 STATE GAS TAX 1,920,883$ 325,896$ -$ -$ 2,246,779$ PW21A Street Design & Construction 486,895 66,318 553,213 PW21E Select Streets 106,578 106,578
PW22A Engineering & Design 247,290 153,000 400,290 PW32A Roadway & Parkway Maintenance 1,186,698 1,186,698 127 PUBLIC IMPROVEMENTS 274,802$ 581,495$ 2,952,623$ -$ 3,808,920$ CD33A Transportation 274,802 506,495 1,070,086 1,851,383 CD33B Fire 46,000 46,000
CD33C Police 804,355 804,355
CD33D Library 75,000 40,000 115,000 CD33E Parks & Recreation 992,182 992,182
128 HUD AFFORDABLE HOUSING 65,020$ 590,342$ -$ -$ 655,362$ CD25A Grants 65,020 22,081 87,101 CD25C Grants - PSH 568,261 568,261
129 STREET LIGHTING 807,185$ 1,102,990$ 2,009,186$ -$ 3,919,361$ PS61A O&M 807,185 1,102,990 1,910,175 PS61B Capital 2,009,186 2,009,186
133 TIETON HYDROPOWER PROJECT 1,828,531$ 51,243$ 1,879,774$ 483 MAGNOLIA POWER PLANT 14,599,288 12,020,528$ 1,189,550$ 27,809,365$ TOTAL SPECIAL REVENUE FUNDS 19,915,260$ 23,008,944$ 12,297,308$ 212,516$ 55,434,028$ 8 FY 2023-24 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2023-24
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED
INTERNAL SERVICE FUNDS
530 GENERAL LIABILITY INSURANCE 462,857$ 12,030,296$ 12,493,153$ 531 WORKERS' COMP INSURANCE 844,486$ 9,673,544$ 10,518,030$ 532 VEHICLE EQUIP REPLACEMENT 1,661,297$ 8,222,159$ 13,188,415$ 23,071,871$ 533 OFFICE EQUIP REPLACEMENT 577,949$ 955,945$ 1,533,894$ 534 MUNICIPAL INFRASTRUCTURE 5,716,152$ 20,321,328$ -$ 26,037,480$ CD23A Affordable Housing 68,000 68,000 PR21A Park Facilities Maintenance 1,795,000 8,967,828 10,762,828 PW21A Street Design and Construction 50,000 3,395,000 3,445,000 PW22A Engineering and Design 440,000 440,000 PW32A Roadway and Parkway Maintenance 220,000 220,000 PW33A Facilities Maintenance 3,143,152 7,958,500 11,101,652 COMM EQUIP REPLACEMENT 1,308,595$ 2,446,349$ 1,365,000$ -$ 5,119,944$ PS71A-B Telephone System 666,781 1,063,887 350,000 2,080,668 PS72A-B Radio System 641,814 1,382,462 1,015,000 3,039,276 537 INFORMATION TECHNOLOGY 6,016,304$ 8,606,747$ 4,234,913$ -$ 18,857,964$ IT01A Administration 1,651,691 1,446,840 3,098,531 IT02A Networking 2,437,644 2,706,032 1,235,923 6,379,599 IT03A Geographic Information System (GIS) 263,722 237,075 500,797 IT04A Applications 843,478 673,500 716,000 2,232,978 IT04B Enterprise Resource Planning 819,769 1,438,500 688,283 2,946,552 Miscellenous Cost Centers 2,104,800 1,594,707 3,699,507 TOTAL INTERNAL SERVICE FUNDS 10,293,539$ 47,273,196$ 40,065,601$ 97,632,336$
ENTERPRISE FUNDS
494 WATER RECLAMATION & SEWER 2,236,876$ 17,023,562$ 2,849,194$ -$ 22,109,632$ PW23A Engineering & Design 772,805 1,300,056 55,000 2,127,861 PW23B Industrial Waste Permit/Inspection 227,563 2,329,744 2,557,307 PW23C Plant Operations & Maintenance 193,081 11,879,448 2,639,194 14,711,723 PW23D Sewer Maintenance 1,043,427 1,514,314 155,000 2,712,741
BURBANK WATER & POWER 47,522,371$ 261,647,129$ 66,574,146$ 623,150$ 376,366,797$ 496 Electric Fund 39,108,766 227,993,649 54,290,469 623,150 322,016,034 497 Water Fund 8,413,605 33,653,480 12,283,677 54,350,763 498 REFUSE COLLECTION & DISPOSAL 7,862,395$ 13,967,742$ 11,823,026$ -$ 33,653,163$ PW31A Refuse Collection 5,218,828 6,416,795 11,635,623 PW31B Refuse Disposal 840,710 3,148,802 11,593,026 15,582,538 PW31C Recycling 1,075,581 2,978,395 230,000 4,283,976 PW32C Street Sweeping 727,276 1,423,750 2,151,026 TOTAL ENTERPRISE FUNDS 57,621,642$ 292,638,433$ 81,246,366$ 623,150$ 432,129,592$
SUCCESSOR AGENCY
208 SUCCESSOR AGENCY 7,446,068$ -$ -$ 7,446,068$ CD27A Administration 355,149 355,149
CD28E Debt Service 7,090,919 7,090,919
TOTAL SUCCESSOR AGENCY FUNDS 7,446,068$ 7,446,068$ 9 FY 2023-24 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2023-24
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED
HOUSING AUTHORITY
117 Section 8 Voucher Program 896,855 12,231,346 13,128,201 305 Low/Moderate Income Housing 470,927 619,063 1,089,990 TOTAL HOUSING AUTHORITY FUNDS 1,367,782$ 12,850,409$ 14,218,191$
PARKING AUTHORITY
310 Parking Authority 791,914 791,914
TOTAL PARKING AUTHORITY FUNDS 791,914$ 791,914$ TOTAL CITY 253,301,619$ 438,474,647$ 147,490,416$ 9,047,929$ 848,314,610$ 10 BONDED DEBT SERVICE REQUIREMENTS
Estimated Payments - All Funds
FY 2023-24 - FY 2050-2053
Final Total Total
Issue Maturity Outstanding Outstanding Total
Date Description Date Principal Interest Outstanding
Burbank Water & Power: Funds 496, 497
2010B Water Revenue Bonds 6/30/2040 27,095,000 15,890,296 42,985,296 2010B Electric Revenue Bonds 6/1/2040 52,665,000 34,302,845 86,967,845 2021 6/30/2051 23,410,000 15,794,800 39,204,800 2023 Electric Revenue Bonds 6/1/2053 120,000,000 124,724,333 244,724,333 Total Burbank Water & Power: 223,170,000 190,712,274 413,882,274 Water Reclamation & Sewer: Fund 494
2014 Wastewater Treatment Revenue Bonds 6/1/2033 2,525,000 314,912 2,839,912 Total Water Reclamation & Sewer Fund: 2,525,000 314,912 2,839,912 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 TOTAL DEBT SERVICE FOR ALL FUNDS: 255,375,000$ 200,366,333$ 455,741,333$ Water Revenue Refunding Bonds
11 BONDED DEBT SERVICE REQUIREMENTS
Estimated Payments - All Funds
FY 2023-24
Average Final
Issue Interest Maturity
Date Description Rate Date Principal Interest Total
Burbank Water & Power: Funds 496, 497
2010B Water Revenue Bonds 3.41% 6/1/2040 1,050,000 1,526,844 2,576,844 2010B Electric Revenue Bonds 4.15% 6/1/2040 2,210,000 3,295,098 5,505,098 2021 Water Revenue Refunding Bonds 4.50% 6/30/2051 430,000 990,950 1,420,950 2023 Electric Revenue Bonds 5.00% 6/1/1953 - 6,000,000 6,000,000 3,690,000 11,812,892 15,502,892
Water Reclamation & Sewer: Fund 494
2014 Wastewater Treatment Revenue Bonds 2.04% 6/1/2033 1,130,000 96,375 1,226,375 Total Water Reclamation & Sewer Fund: 1,130,000 96,375 1,226,375 Successor Agency: Fund 208
2015 Successor Agency Tax Alloc Refunding 1.95% 12/1/2033 3,915,000 207,569 4,122,569 2017 Successor Agency Tax Alloc Refunding 3.00% 12/1/2043 2,130,000 825,350 2,955,350 Total Successor Agency Funds: 6,045,000 1,032,919 7,077,919 TOTAL DEBT SERVICE FOR ALL FUNDS: 10,865,000$ 12,942,186$ 23,807,186$
12 GENERAL FUND SUMMARY OF RESERVES [1]
AS OF JUNE 30, 2023
Reserve Account Description Amount
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.
30,215,798$
Emergency Contingency Per the City Council's adopted financial policies, we maintain a designated General Fund emergency reserve equivalent to 5% of the General Fund's operating budget.
10,071,933
Budget Stabilization Per the City Council's adopted financial policies, we maintain a designated budget stabilization reserve of up to 5% of the General Fund's operating budget.
10,071,933
Compensated Absences Per Council Policy, funds set-aside for the annual cost of employee leave cash-outs upon separation from the City. The City’s policy is to reserve 25% of the total General Fund payout liability. 3,371,105
Loan repayment funds from the former RDA to the General Fund. 1,727,884 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. Funds are 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.
1,594,328
Inmate Telephone Revenues received from the phone company from payphones in the City's jail. These funds are designated by law for use in inmate care. 147,095
Fees paid by cable providers that are restricted for capital and supplies in support of PEG channels.
1,160,600
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. Funds are used for financing park development and/or park capital improvement projects. Fee is assessed at $157 per bedroom.
311,091
Performing Arts Established in FY 2005-06 for the purpose of utilizing interest earned to fund the Performing Arts Grant Program. The program was implemented in 1993 to actively foster and develop the funding of the performing arts in Burbank, but was eliminated as a budget reduction in FY 2004-05.
227,070
Tennis Center CIP Per Agreement, the Tennis Center Operator pays $500 per month for the Tennis Center capital improvements.
20,461
Burbank Athletic Federation (BAF) Revenues from athletic fees to fund improvements to the City's sports facilities.
137,021
General Plan Fee In FY 2014-15, the General Plan fee was adopted as part of Article III, Section 4 of the Citywide Fee schedule to set aside funds for future updates of the City's General Plan. The fee is based on 10% of the building and planning permit valuation.
542,970
Youth Endowment General fund unrestricted dollars to fund youth programs. 12,961 TOTAL GENERAL FUND RESERVES AND BALANCES: 59,612,250$
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.
16,313,737
Bank accounts utilized to manage contract operations of the DeBell Golf Course, and payments for organized sports program officials. 138,663
[1] All of the figures contained in this table represent staff's estimates as of June 30, 2023. The actual figures will likely vary, and will be known officially when the 2022-23 Annual Financial Report is completed in December 2023.
Section 115 Trust
Golf and Arbiter
Redevelopment Agency (RDA)
Loan Repayments
Public, Educational, and
Government (PEG) Fees
13 COMPARATIVE STAFF-YEARS AUTHORIZED
FY 2021-22 through FY 2023-24
DESCRIPTION FY 2021-22 FY 2022-23 FY 2023-24
City Council 3.000 3.000 2.000 (1.000) City Clerk 10.100 10.475 10.475 City Treasurer 5.000 5.000 5.000 City Attorney 19.000 19.000 20.000 1.000 City Manager 11.500 12.500 13.000 0.500 Management Services 46.062 45.487 45.912 0.425 Financial Services 33.000 34.000 36.000 2.000 Parks & Recreation
Administration Division 17.900 17.329 17.455 0.126 Landscape and Forestry Services 49.000 49.000 49.000 Recreation Services Division 66.403 68.819 71.618 2.799 Community Services Division 33.584 48.979 48.907 (0.072) Library Services 64.327 65.488 65.288 (0.200) Community Development
Administration Division 3.000 3.000 3.000 Building Division 30.000 31.000 32.000 1.000 Economic Development & Housing Division 8.760 8.810 10.810 2.000 Planning Division 18.000 18.000 23.000 5.000 Transportation Division 4.080 4.280 4.170 (0.110) Public Works
Administration 7.435 8.635 9.635 1.000 Engineering, Design & Construction 23.403 30.203 33.203 3.000 Field Services Administration 6.303 6.300 5.300 (1.000) Street and Sanitation 16.150 10.150 10.150 Fleet and Building Maintenance 34.940 34.940 34.940 (0.000) Fire 136.000 137.000 143.000 6.000 Police 274.280 262.780 264.780 2.000 TOTAL GENERAL FUND 921.227 934.175 958.641 24.468 Fund 104 - Prop A Transportation 14.888 15.098 15.098 Fund 105 - Prop C Transportation 1.805 2.245 2.245 Fund 106 - AQMD Transportation 0.950 0.350 0.350 Fund 107 - Measure R Transportation 0.150 0.340 0.190 Fund 109 - Measure W Stormwater 0.700 1.000 0.300 Fund 117 - Housing & Grants 5.000 5.800 6.800 1.000 Fund 122 - CDBG 0.710 0.710 0.710 Fund 125 - State Gas Tax Fund 16.500 16.500 15.500 (1.000) Fund 127 - Public Improvements Fund 1.860 1.530 1.530 Fund 128 - HUD Home Program 0.230 0.430 0.430 Fund 305 - Low & Moderate Housing 1.950 1.950 2.950 1.000 Fund 530 - General Liability Insurance Fund 3.000 3.000 3.000 Fund 531 - Workers Comp. Insurance Fund 6.500 6.500 6.500 Fund 532 - Vehicle Equipment Replacement 12.643 12.650 13.650 1.000 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 287.500 292.500 296.000 3.500 Fund 497 - BWP Water 53.000 54.000 54.000 Fund 494 - Water Reclamation & Sewer 11.897 13.197 14.897 Fund 498 - Refuse Collection & Disposal 62.973 62.973 67.970 4.997 TOTAL ALL FUNDS 1,441.633 1,463.458 1,500.611 37.154
CHANGE FROM
PRIOR YEAR
Nathan
14 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.
1. We will maintain a designated General Fund working capital reserve equivalent to 15 percent of the General Fund's operating budget, a designated emergency reserve equivalent to 5 percent of the General Fund's operating budget, and a budget stabilization reserve equivalent to up to 5 percent of the General Fund's operating budget.
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.
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. 15 City of Burbank Financial Policies
A. 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.
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. 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 $4.7 million. The baseline General Fund annual commitment is based on the average of the previous three year’s recurring General Fund infrastructure maintenance and repair funding prior to the voter approval of the Measure P (FY 2015-16, FY 2016-17, FY 2017-18).
17. To ensure employee pension benefits are responsibly funded, the City will require that any year-end General Fund balance, in excess of 6% of the General Fund’s budgeted recurring appropriations, be used to fund employee pension liabilities (either through a 115 trust or through direct payment to the benefits administrator i.e. CalPERS). This annual funding commitment will be required if employee pension benefits are less than 90% funded.
13. We will comply with all the requirements of “Generally Accepted Accounting Principles.”
14. Subject to these Financial Policies:
16 ESTIMATED REVENUES
A. Estimated Citywide Resources PAGE
• Revenue Summary - All Funds 2
B. Estimated Fund Revenues
• General Fund Revenue Summary 3
• General Fund Revenue Description Summary 4
• Special Revenue Fund Description Summary 6
• Internal Services Fund Revenue Description Summary 8
• Enterprise Fund Revenue Description Summary 8
• Successor Agency Administration Summary 9
• Housing Authority Revenue Description Summary 9
• Parking Authority Revenue Description Summary 9
This section presents the Proposed FY 2023-24 City of Burbank estimated revenues for all funds.
The section is organized as follows:
1 ESTIMATED REVENUES
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED
CITY GOVERNMENTAL FUNDS
General Fund, Fund 001 191,581,874$ 200,886,539 $ 215,883,005 $ 202,382,129 $ 222,293,625 $ Proposition A, Fund 104 2,507,713 2,389,601 2,927,877 2,762,689 3,337,808 Proposition C, Fund 105 2,270,828 2,191,250 2,603,062 2,656,740 3,131,333 AQMD, Fund 106 150,118 138,949 121,973 138,327 147,568 Measure R, Fund 107 2,474,750 1,340,144 1,507,923 1,926,984 2,342,688 Measure M, Fund 108 1,528,175 1,517,006 1,779,147 1,827,044 2,256,282 Measure W, Fund 109 1,422,091 1,378,871 1,473,839 1,523,029 General City Grant Fund, Fund 121 301,542 282,329 428,889 430,053 441,180 CDBG, Fund 122 618,821 2,104,718 1,972,275 1,088,374 1,075,422 RMRA, Fund 123 1,865,412 2,001,426 2,152,948 2,345,563 2,728,358 Drug Asset Forfeiture, Fund 124 74,560 13,808 16,160 22,104 33,998 State Gas Tax, Fund 125 2,422,186 2,309,802 2,447,809 2,854,794 3,045,993 Public Improvements, Fund 127 7,410,768 2,470,711 2,242,859 1,381,339 1,527,652 HUD Affordable Housing, Fund 128 613,865 377,771 507,737 621,535 622,712 Street Lighting, Fund 129 2,900,747 2,602,087 2,901,190 3,365,860 3,945,805 YES Fund, Fund 130 218 2 (21) Community Service (BCSF), Fund 131 1,000 1,408 2 Tieton Hydropower Project, Fund 133 3,414,404 3,161,807 1,954,137 2,082,085 1,879,774 Magnolia Power Project, Fund 483 20,313,841 24,031,859 20,363,544 24,151,444 27,809,365 General City Capital Projects, Fund 370 6,009,359 5,631,037 (534,399) 5,635,516 1,934,056
PROPRIETARY FUNDS
General Liability Insurance, Fund 530 8,129,890 6,155,282 5,516,571 9,266,637 13,028,314 Workers Comp Insurance, Fund 531 13,068,043 8,841,695 5,068,491 8,783,856 12,450,604 Vehicle Equip Replacement, Fund 532 10,763,309 8,378,347 6,773,627 8,892,393 14,086,054 Office Equip Replacement, Fund 533 1,721,849 879,644 784,308 791,571 1,668,054 Municipal Infrastructure, Fund 534 17,455,500 18,008,696 19,907,766 19,802,759 21,990,104 Communication Equip, Fund 535 3,357,171 3,072,384 2,888,372 3,241,460 3,244,181 Information Technology, Fund 537 10,350,123 11,831,347 12,950,719 19,853,988 18,176,435 Water Reclamation & Sewer, Fund 494 20,379,347 17,620,011 16,848,535 19,236,000 20,906,422 BWP Electric, Fund 496 192,167,201 204,788,031 186,584,381 238,767,844 268,270,016 BWP Water, Fund 497 35,112,714 35,326,107 34,794,992 37,380,676 42,495,608 Refuse Collection & Disposal, Fund 498 19,815,362 18,139,504 18,399,115 19,623,484 22,110,433
SUCCESSOR AGENCY
Successor Agency Administration, Fund 208 19,926,006 17,793,167 8,688,135 7,467,969 2,651,818
HOUSING AUTHORITY
Section 8 Vouchers, Fund 117 10,790,905 12,339,769 12,240,838 13,054,625 12,229,184 Low/Moderate Income Housing, Fund 305 390,722 363,806 475,519 423,210 571,005
PARKING AUTHORITY
Parking Authority, Fund 310 780,132 524,489 271,106 679,247 694,748 TOTAL 610,668,455$ 618,936,624$ 592,847,462$ 664,412,139$ 734,649,628$
REVENUE SUMMARY- ALL FUNDS (RECURRING & NON-RECURRING)
FY 2019-20 through FY 2023-24
2 CITY OF BURBANK
SUMMARY OF GENERAL FUND REVENUES
ACTUAL ADOPTED REVISED PROPOSED
REVENUE TOTAL RECURRING RECURRING RECURRING
NO. CATEGORY FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 1 Sales Tax 58,548,585 $ 54,417,033 $ 58,417,033$ 60,002,899$ 2 Property Taxes 63,295,371 61,786,895 63,286,895 65,817,908 3 Utility Users Tax 16,391,931 16,312,400 17,222,400 17,997,000 4 Services Charges - Intra City 13,360,309 13,499,790 13,499,790 14,621,839 5 Services Charges 21,585,346 18,405,990 18,935,990 22,740,816 6 In Lieu of Tax 8,484,508 8,728,076 9,103,076 9,512,850 7 Interest/Use of Money 2,602,548 2,271,472 2,471,472 3,248,614 8 Parking/Traffic/Other Fines 1,666,688 2,002,000 1,370,000 2,401,000 9 Transient Occupancy Tax 10,525,619 10,048,000 10,548,000 10,759,000 10 Building Permits/License Fees 7,420,263 5,593,503 5,593,503 5,995,478 11 Transient Parking Tax 3,691,234 3,339,000 3,699,000 3,772,980 12 Business Taxes 2,378,814 2,400,000 2,400,000 2,464,190 13 Franchises 1,487,933 1,471,179 1,471,179 1,442,000 14 Intergovernmental Revenues 631,575 1,558,715 1,558,715 1,067,051 TOTAL REVENUE 215,883,005$ 201,834,053$ 209,577,053$ 221,843,625$ Note: FY 2021-22 includes $3.8M of non-recurring revenue which was not part of the adopted budget. 3 REVENUE SOURCES AND DESCRIPTIONS
4 The General Fund Revenue section provides background information describing trends and economic factors and their impact on City revenues. The Fiscal Year (FY) 2023-24 rev enue budget was prepared using assumptions about the growth of projected revenues based on property values, ex pected economic growth, and proposed fee increases as part of the Citywide Fee Study t hat was conducted in FY 2022-23. Economic growth in FY 2022-23 surpassed consensus expectations despite continued increases to the Federal interest rates to calm inflation. Although not as robust as FY 2022-23, it is expected that there will be moderate growth in revenues for FY 2023-24. If the Federal Reserve continues to increase rates, this could result in higher borrowing costs, businesses investing less, and consumers cutting back on spending, impa cting certain sector s of the economy. Burbank’s General Fund recurring revenue estimates for FY 2023-24 represent a 5.9% increase over the revised FY 2022-23 projections. Sales and Property taxes are the largest sources of revenues, representing 57% 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 Br adley-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 infrastructu re 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 implem ent the Wayfair decision, AB 147 (Burke) was approved in 2019 by the California Legislature allo wing the state to impose a use tax colle ction duty on remote retailers with specified levels of economic activity in California even though they do not have a physical presence in the State.
A strong demand for consumer goods, buoyed by inflation has increased the price of goods, resulting in higher sales tax revenue. The trend is that consumers are shifting away from buying retail goods and spending more on travel and entertainment. Although not as robust of an increase, the slight growth is attri butable to inflationary prices. Overall, sales tax revenues are anticipated to grow by 2.7% for FY 2023-24 largely due to higher than anticipated receipts in the current fiscal year and the continued strong performance of destination-based Transaction and Use Tax revenue.
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 det ermined 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 bet ween current market value and AV as determined by the Los Angles (LA) County Assessor. Unde r 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 2023-24 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 value, change to values for unsecured items such as aircraft, and post Redevelopment residual distribution. Though AV growth and sales volume may be somewhat tempered by higher interest rates, staff is still projecting property ta x revenue to increase by 4% for FY 2023-24, buoyed by the steady growth in development throughout the City.
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 4.5% for FY 2023-24. The proposed electric rate increase and higher natural gas prices 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) reclassification of data to non-taxable information services.
Intra-City Service Charges, or indirect 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 costs of General Fund centra l support functions to the respective departments and funds. Based on the results of the most recent cost allocation plan, revenues are expected to increase by 8.3% for FY 2023-24.
REVENUE SOURCES AND DESCRIPTIONS
5 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 full participation in recreation activities, the high demand for passport applications and renewals, and the resumption of the film industry, contributed to the increased service charge revenues for FY 2022-23. For FY 2023-24, Parks and Recreation will see an increase in revenues due to a rise in special events for golf and with a new soccer league pilot program. Revenues are also expected to increase for plan check fees due to new legislation for Accessory Dwelling Units (ADU) t hat accelerates the review process. The Burbank Fire Department is restructuring the emergency medical servic e fees based on the First Responder and Ambulance Fee Study. Lastly, Burbank conducted a Fee Study during FY 2022-23, which, if approved as proposed, will increase service charge revenues for the General Fund. Considering the above factors, staff is forecasting an increase in service charges of 20% for FY 2023-24.
In-Lieu of Tax is a charge of 7% on retail electric sales colle cted 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 Treasurer’s goal is to achieve an average annual investment portfolio yield of 3% during FY 2023-24. 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 represen t 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. After a period of minimal enforcement following the Pandemic, parking fines are projected to increase by
75.3% for FY 2023-24 with the addition of a third party agreement that will enable the Po lice Department to manage parking enforcement.
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.
The return of travel following the Pandemic has precip itated more frequent and longer stays for both business and leisure travelers. Although not fully recovered to pre-pande mic levels there is contin ued moderate improvement for Burbank’s tourism industry. For FY 2023-24, TOT is anticipated to increase by a steady 2% from the revised FY 2022- 23 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. For FY 2023-24, building permits are anticipated to increase
9.3% due to anticipated permit applications for major development projects.
License fees are collected for certain type s of activities within City boundaries such as business licenses and pet licenses.
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, the City’s TPT revenue is dependent on the travel demand. Passenger counts at the airport have increased by 58% for 2022 when compared to 2021, generating a significant recovery in TPT. For FY 2023-24, staff anticipates TPT revenues to increase by 2% from the FY 2022-23 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 2.7% for FY 2023-24.
REVENUE SOURCES AND DESCRIPTIONS
6 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 electr icity transmission by private companies, and a 2% fee on receipts arising from the use of pipelines within the City. Fr anchise fees are expected to decrease by 2% in FY 2023-24, reflecting the continued slowing in the 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 serv ices, and nutrition. Other items within this category include reimbursements for state-mandated progra ms and reimbursements for Fire Depart ment strike teams sent to battle wildfires throughout the state. For FY 2023-24, intergovernmental revenues will decrease by 31.5% primarily due to revised projections for Measure H funds and Permanent Local Housing Allocation (PLHA) Program Funds.
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 ent itled to 25% of all the ½ c ent revenues. Distribution to each city is pro-rated based on each city’s population. 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 porti on 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 Cit y’s portion of a special LA County ½ cent Sales Tax approved by voters in 2008. Cities are entitl ed to 15% of all the ½ cent revenues for a period of 30 years. Distribution to each city is pro-rated based on eac h 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, including Acti ve (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 entitl ed 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 t he tax revenues collected within each boundary. Funds will be utilized to capture, treat, and recycle stormwater.
Fund 121 General City Grant Fund: This fund accounts for revenues and expenditures related to certain recurring public safety grants. The granting agenci es 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.
REVENUE SOURCES AND DESCRIPTIONS
7 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 desi gnated in the Infrastructure Blueprint and the Community Facilities Element. Activities 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 M easure T on June 5, 2018, fund ing for street lighting will 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 310 megawatts with a forecasted yearly production in excess of 1,320,480 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 f und comes from contributions from the General Fund (Fund 001), grant sources, and restricted budgetary reserves.
INTERNAL SERVICE FUNDS
Fund 530, 531 General Li ability and Workers’ Compensation 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 general 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 Replacement: 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 equipm ent, hardware, and software utilized by City departments.
Revenue is collected from departments and funds based on an annual citywide Information Technology (IT) cost of service study.
REVENUE SOURCES AND DESCRIPTIONS
8 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 (includi ng 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 a proposed electric rate increase to cover the escalated cost of fuel and power, replenish cash reserves from multiple years of under collection, and for capital financing needed to meet growing demand and to comply with the requirement to have a 100% greenhouse gas neutral electric supply by 2045. BWP is proposing an 8.5% increase in electric rates for FY 2023-24 and an 8% increase in FY 2024-25. 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% increase in water rates for both FY 2023-24 and FY 2024-25.
The Water Reclamation and Sewer Fund’s proposed budget reflects an overall rate increase of 4% for FY 2023-24 and a 4% increase in FY 2024-25. The proposed increases for sewer charges are due to increased charges from the City of Los Angeles for sewage treatment services, capital improvement projects, and labor, c hemical, and electrical costs to operate the Burbank Water Reclamation Plant (BWRP).
The Refuse Collection and Disposal Fund is proposing a 6% for FY 2023-24 and a 6% increase in FY 2024-25. The refuse collection fee increases are needed to meet rising operational costs, particularly those associated with new State mandate SB 1383 related to organics (food) diversion fo r greenhouse gas reductions, and to continue providing comprehensive refuse services that include household trash disposal, organics composting, recyclable collections and processing, and bulky item pick-ups.
SUCCESSOR AGENCY ADMINISTRATION FUND
Legislation enacted by the State in June 2011, effectively ending Redevel opment 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 adminis ter the Section 8 Rental As sistance Program which is funded by the United States Department of Housing and Urban Developm ent (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 Housin g 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, after which Fund 305 was shifted to the Housing Authority. The Housing Authority is responsible for administering existing contracts and ensuring all applicable regulations are adhered to during the wind down phase.
PARKING AUTHORITY FUND
The Parking Authority has one fund which is administered by the Community Development Department (CDD). The main source of revenue includes 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.
CITY COUNCIL
DEPARTMENT SUMMARY
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 2.000 (1.00) Salaries & Benefits 449,227$ 597,764$ 498,880$ (98,884)$ Materials, Supplies & Services 113,078 163,386 504,485 341,099 TOTAL 562,306$ 761,150$ 1,003,365$ 242,215$
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 $1,817 $1,200 $14,508 $269 $93 $3,500 $191 $173 $130 $3,000 $24,881 $9,084 $6,000 $72,541 $1,347 $465 $17,500 $956 $864 $650 $15,000 $124,406 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 Council Member’s salary to the Public Employees’ Retirement System. $18,576
*Individual medical/dental insurance options actually selected vary. The $14,508 figure represents the amount budgeted. Actual annual costs may range between $0 and $14,508. 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).
Annual Salary
II. ANNUAL FRINGE BENEFITS BUDGETED FOR COUNCIL MEMBERS $1,547.99
$7,740
$1,547.99
$1,547.99
$92,879
$18,576
$18,576
$18,576
DEPARTMENT SUMMARY
I. ANNUAL COMPENSATION BUDGETED FOR COUNCIL MEMBERS
Monthly Salary
$1,547.99
$1,547.99$18,576
2022-23
$761,150 2023-24
$1,003,365
$597,764
$498,880
$163,386
$504,485
MATERIALS, SUPPLIES, &
SERVICES
SALARIES & BENEFITS
2 City Council
001.CL01A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEA
R
Staff Years 3.000 3.000 2.000 (1.00) 60001.0000 Salaries & Wages 262,492$ 330,956$ 264,366$ (66,590)$ 60012.0000 Fringe Benefits 107,033 165,959 158,222 (7,737) 60012.1008 Fringe Benefits:Retiree Benefits 186 6,563 2,588 (3,975) 60012.1509 Fringe Benefits:Employer Paid PERS 19,683 27,602 25,855 (1,747) 60012.1528 Fringe Benefits:Workers Comp 1,840 4,071 2,326 (1,745) 60012.1531 Fringe Benefits:PERS UAL 53,840 57,814 41,690 (16,124) 60027.0000 Payroll Taxes Non-Safety 4,154 4,799 3,833 (966) Salaries & Benefits 449,227 597,764 498,880 (98,884) 62000.0000 Utilities -$ 982$ 982$ 62015.0000 BUSD - Close Up Program 5,000 8,000 8,000 62135.1012 Govt Svcs:Council Reorganization 1,151 5,500 5,500 62220.0000 Insurance 4,859 6,706 350,057 343,351 62300.0000 Special Dept Supplies 4,094 6,800 6,800 62310.0000 Office Supplies, Postage & Printing 1,960 5,000 5,000 62420.0000 Books & Periodicals - 350 350 62440.0000 Office Equip Maint & Repair 1,436 2,000 2,000 62485.0000 Fund 535 Communications Rental Rate 7,218 7,218 7,218 62496.0000 Fund 537 Computer System Rental 28,222 31,299 29,047 (2,252) 62700.0000 Memberships & Dues 38,308 37,952 37,952 62710.0000 Travel 8,300 37,500 37,500 62895.0000 Miscellaneous Expenses 12,530 14,079 14,079 Materials, Supplies & Services 113,078 163,386 504,485 341, 099 Total Expenses 562,306$ 761,150$ 1,003,365$ 242,215$
CHANGES FROM PRIOR YEAR
As part of the FY 2023-24 budget process, salary savings from eliminating an unfilled Executive Assistant position were used to offset the cost of the City Manager's Office reorganization. This change will enhance the efficiency of the City Council's Office and streamline responsibilities. Insurance costs increased by $343,351 due to an increase in claims.
OBJECTIVES
Work closely with the Southern California Area Governments (SCAG), League of California Cities (Cal Cities), and other organizations to focus attention on problems facing local government.
Provide legislative policy directives for City programs and services.
Represent the interests of Burbank citizens at all levels of government.
Continue to concentrate on communication and cooperative efforts with City residents.
Approve programs for the City's physical, cultural, and socio-economic development.
Encourage cooperation among community leaders, civic groups, and citizens to resolve area-wide problems.
Work to maintain high-quality City programs and services.
Actively participate in state and federal legislative processes. 3 CITY COUNCIL
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
CHANGE FROM
PRIOR YEAR
EXEC AST 2.000 2.000 1.000 -1.000
COMMUNITY ASSISTANCE CORD 1.000 1.000 1.000
TOTAL STAFF YEARS 3.000 3.000 2.000 -1.000
4 CITY CLERK
DEPARTMENT SUMMARY
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 10.100 10.475 10. 475 Salaries & Benefits 1,202,763$ 1,306,983$ 1, 324,464$ 17, 481$ Materials, Supplies & Services 239,443 702,064 476, 583 ( 225,481) TOTAL 1,442,206$ 2,009,047$ 1, 801,047$ ( 208,000)$ 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
The City Clerk's Office is committed to pursuing excellence 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, the 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 Authority and related proceedings; accurately codifying of the Burbank City Charter and Municipal Code; conducting municipal elections in accordance with all applicable city, state, and federal laws; acting as Filing Officer for required disclosures under the Political Reform Act for City elected officials, candidates, board/commission/committee members, and designated employees, 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 Management 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 16,000 new and renewal services annually. In addition, the Office manages the appointment process of 22 City boards, commissions, and committees. 2022-23
$2,009,047 2023-24
$1,801,047
$1,306,983
$1,324,464
$702,064 $476,583
DEPARTMENT SUMMARY
MATERIALS, SUPPLIES, &
SERVICES
SALARIES & BENEFITS
1 Services Division
001.CC01A
Provide greater transparency for public access to Board, Commission, and Committee meeting agendas, minutes, and reports available on the City's 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 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 upon the City Council's adoption of an Ordinance via "Code Alert" notifications.
2 Services Division
001.CC01A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 2.724 2.424 2. 424 60001.0000 Salaries & Wages 293,722$ 268,401$ 236, 782$ ( 31,619)$ 60006.0000 Overtime - Non-Safety - 1,501 1, 501 60012.0000 Fringe Benefits 46,773 51,154 47, 687 ( 3,467) 60012.1008 Fringe Benefits:Retiree Benefits 148 2,196 2, 048 ( 148) 60012.1509 Fringe Benefits:Employer Paid PERS 27,716 22,318 23, 076 758 60012.1528 Fringe Benefits:Workers Comp 2,842 5,046 3, 139 ( 1,907) 60012.1531 Fringe Benefits:PERS UAL 42,845 50,534 49, 721 ( 813) 60015.0000 Wellness Program Reimbursement 658 - - 60022.0000 Car Allowance 2,917 4,488 4, 488 60027.0000 Payroll Taxes Non-Safety 4,204 3,892 3, 433 ( 459) 60031.0000 Payroll Adjustments 765 - - Salaries & Benefits 422,590 409,530 371, 875 ( 37,655) 62170.0000 Private Contractual Services 6,815$ 21,700$ 21, 700$ 62220.0000 Insurance 10,000 15,105 26, 113 11, 008 62300.0000 Special Dept Supplies 393 1,300 1, 300 62310.0000 Office Supplies, Postage & Printing 3,191 3,400 3, 400 62440.0000 Office Equip Maint & Repair - 150 150 62455.0000 Equipment Rental 3,839 4,000 4, 000 62470.0000 Fund 533 Office Equip Rental Rate 750 750 750 62485.0000 Fund 535 Communications Rental Rate 10,105 10,105 10, 105 62496.0000 Fund 537 Computer System Rental 96,993 90,910 84, 260 ( 6,650) 62700.0000 Memberships & Dues 1,675 2,000 2, 100 100 62710.0000 Travel 1,646 3,015 4, 015 1, 000 62755.0000 Training 3,605 9,500 8, 400 ( 1,100) 62895.0000 Miscellaneous Expenses 9 600 600 Materials, Supplies & Services 139,021 162,535 166, 893 4, 358 Total Expenses 561,611$ 572,065$ 538, 768$ ( 33,297)$ 3 Elections Division
001.CC01B
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 0.400 0.950 0.950 60001.0000 Salaries & Wages 50,714$ 112,912$ 102, 820$ ( 10,092)$ 60006.0000 Overtime - Non-Safety - 655 655 60012.0000 Fringe Benefits 7,831 20,746 20, 205 ( 541) 60012.1008 Fringe Benefits:Retiree Benefits 73 328 733 405 60012.1509 Fringe Benefits:Employer Paid PERS 4,782 9,417 10, 056 639 60012.1528 Fringe Benefits:Workers Comp 284 1,800 1, 199 ( 601) 60012.1531 Fringe Benefits:PERS UAL 26,562 25,658 9, 419 ( 16,239) 60015.0000 Wellness Program Reimbursement 166 - - 60022.0000 Car Allowance 688 - - 60027.0000 Payroll Taxes Non-Safety 733 1,637 1, 491 ( 146) 60031.0000 Payroll Adjustments 133 - - Salaries & Benefits 91,966 173,153 146, 578 ( 26,575) 62170.0000 Private Contractual Services 500$ 322,481$ 122, 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 382 250 250 62470.0000 Fund 533 Office Equip Rental Rate 863 863 863 62496.0000 Fund 537 Computer System Rental 4,076 1,461 4, 020 2, 559 62530.0000 Legal Advertismt & Printing Ordinances 823 40,000 40, 000 62895.0000 Miscellaneous Expenses - 3,000 2, 000 ( 1,000) Materials, Supplies & Services 6,830 403,355 169, 914 ( 233,441) Total Expenses 98,796$ 576,508$ 316, 492$ ( 260,016)$ The Elections Division is responsible for overseeing consolidated municipal elections with the County of Los Angeles and standalone municipal elections in accordance with all applicable city, state, and federal laws. Other responsibilities include processing initiatives, referendums, recall petitions, participating in voter outreach and educational programs in local schools, and providing election-related information to Burbank voters during election season. This Division is also responsible for coordinating and educating the voters regarding voter registration services with the County of Los Angeles, monitoring State legislation to maintain appropriate 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 participating in community engagement and encourage pre-voter registration for those eligible to vote after the age of 16 or 17.
Accept and monitor campaign statement filings to comply with FPPC regulations.
Continue voter outreach efforts through the dissemination of election-related information via the City's 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 Burbank Unified District Schools, and distribution of flyers throughout the community.
4 Legal Advertising Division
001.CC01C
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 0.550 0.500 0. 500 60001.0000 Salaries & Wages 47,356$ 48,556$ 45, 145$ ( 3,411)$ 60012.0000 Fringe Benefits 8,125 10,303 10, 009 ( 294) 60012.1008 Fringe Benefits:Retiree Benefits 19 451 216 ( 235) 60012.1509 Fringe Benefits:Employer Paid PERS 4,698 4,050 4, 415 365 60012.1528 Fringe Benefits:Workers Comp 280 597 397 ( 200) 60012.1531 Fringe Benefits:PERS UAL 4,982 5,507 7, 685 2, 178 60015.0000 Wellness Program Reimbursement 50 - - 60022.0000 Car Allowance 225 - - 60027.0000 Payroll Taxes Non-Safety 676 704 655 ( 49) 60031.0000 Payroll Adjustments 86 - - Salaries & Benefits 66,498 70,168 68, 522 ( 1,646) 62496.0000 Fund 537 Computer System Rental 969$ 1,836$ 2, 036$ 200$ 62530.0000 Legal Advertismt & Printing Ordinances 42,045 45,000 45, 000 Materials, Supplies & Services 43,014 46,836 47, 036 200 Total Expenses 109,512$ 117,004$ 115, 558$ ( 1,446)$ Prepare, publish, post, and mail notices for all Public Hearings 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
A Clerical Worker position was upgraded to Senior Clerk. This position upgrade was necessary due to the increase in the daily responsibilities of the high volume of Public Records Requests and the work associated with the Citywide Records Management Program. 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.
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.
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 disposition of City records. This objective enables the City to 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.
6 Records Management Division
001.CC01D
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 3.323 2.698 3. 698 1. 000 60001.0000 Salaries & Wages 222,400$ 201,970$ 196, 552$ ( 5,418)$ 60012.0000 Fringe Benefits 41,867 50,141 51, 628 1, 487 60012.1008 Fringe Benefits:Retiree Benefits 147 2,724 2, 974 250 60012.1509 Fringe Benefits:Employer Paid PERS 19,153 16,711 19, 061 2, 350 60012.1528 Fringe Benefits:Workers Comp 9,713 11,638 7, 697 ( 3,941) 60012.1531 Fringe Benefits:PERS UAL 38,928 44,030 32, 906 ( 11,124) 60015.0000 Wellness Program Reimbursement 226 - - 60022.0000 Car Allowance 457 - - 60027.0000 Payroll Taxes Non-Safety 2,840 2,929 2, 850 ( 79) 60031.0000 Payroll Adjustments 1,267 - - Salaries & Benefits 336,996 330,143 313, 668 ( 16,475) 62085.0000 Other Professional Services 1,255$ 2,095$ 2, 095$ 62170.0000 Private Contractual Services - 4,955 4, 955 62300.0000 Special Dept Supplies 432 1,000 1, 000 62310.0000 Office Supplies, Postage & Printing 502 600 600 62420.0000 Books & Periodicals - 168 168 62440.0000 Office Equip Maint & Repair 770 1,000 1, 000 62496.0000 Fund 537 Computer System Rental 29,515 52,367 50, 344 ( 2,023) 62700.0000 Memberships & Dues 495 805 805 62710.0000 Travel - 1,500 1, 500 62755.0000 Training 325 4,000 4, 000 62895.0000 Miscellaneous Expenses - 200 200 Materials, Supplies & Services 33,295 68,690 66, 667 (2,023) Total Expenses 370,290$ 398,833$ 380, 335$ ( 18,498)$ 7 Passport Services Division
001.CC01E
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 3.104 3.904 4. 904 1. 000 60001.0000 Salaries & Wages 204,346$ 212,127$ 272, 955$ 60, 828$ 60012.0000 Fringe Benefits 35,424 60,784 75, 865 15, 081 60012.1008 Fringe Benefits:Retiree Benefits 112 2,547 3, 066 519 60012.1509 Fringe Benefits:Employer Paid PERS 18,212 16,557 25, 320 8, 763 60012.1528 Fringe Benefits:Workers Comp 6,746 9,735 5, 659 ( 4,076) 60012.1531 Fringe Benefits:PERS UAL 15,964 19,163 36, 998 17, 835 60015.0000 Wellness Program Reimbursement 58 - - 60027.0000 Payroll Taxes Non-Safety 2,854 3,076 3, 958 882 60031.0000 Payroll Adjustments 780 - - Salaries & Benefits 284,714 323,989 423, 821 99, 832 62170.0000 Private Contractual Services 243$ 2,000$ 2, 000$ 62300.0000 Special Dept Supplies 2,998 - - 62310.0000 Office Supplies, Postage & Printing 5,566 8,000 8, 000 62496.0000 Fund 537 Computer System Rental 7,977 10,148 15, 573 5, 425 62895.0000 Miscellaneous Expenses 500 500 500 Materials, Supplies & Services 17,284 20,648 26, 073 5, 425 Total Expenses 301,998$ 344,637$ 449, 894$ 105, 257$ An Administrative Analyst II position was upgraded to Senior Administrative Analyst. The upgrade is necessary to maintain a high level of service in the Passport Office while meeting the increased demand and additional responsibilities.
Provide convenient access to an online self-service passport appointment system.
October 2022 marked the seventh year of 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
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
8 CITY CLERK
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (M) 2.000 0.000 0.000
ADM ANALYST II (M) 1.000 3.000 2.000 -1.000
AST CTY CLK 1.000 1.000 1.000
CLERICAL WKR 3.625 4.000 3.000 -1.000
CTY CLK 1.000 1.000 1.000
PROPOSED JOB - BCEA 0.000 0.000 1.000 1.000
RCRDS MGR (Z) 1.000 1.000 1.000
SR ADM ANALYST (M) 0.000 0.000 1.000 1.000
WK TRAINEE I 0.475 0.475 0.475
TOTAL STAFF YEARS 10.100 10.475 10.475
9 (This Page Left Intentionally Blank)
10 CITY TREASURER
DEPARTMENT SUMMARY
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 5.000 5.000 5. 000 Salaries & Benefits 658,993$ 735,147$ 728, 752$ ( 6,395)$ Materials, Supplies & Services 166,096 174,831 178, 636 3, 805 TOTAL 825,088$ 909,978$ 907, 388$ ( 2,590)$
MISSION STATEMENT
DEPARTMENT SUMMARY
It is the mission of the City Treasurer's Office to act as 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 receiving, 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 month, to the City Council, the Youth Endowment Services (YES) Fund Board, the Parking Authority, the Public Financing Authority, the Successor Agency, and the Housing Authority. These monthly reports are also provided to the City Manager, Financial Services Director, Burbank Water and Power (BWP) General Manager, Chief Financial Officer (BWP), and members of the Treasurer's Oversight Review Committee.
2022-23
$909,978 2023-24
$907,388
$735,147 $728,752
$174,831
$178,636
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 CITY TREASURER
001.CT01A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 5.000 5.000 5. 000 60001.0000 Salaries & Wages 446,386$ 477,963$ 484, 628$ 6, 665$ 60012.0000 Fringe Benefits 67,159 96,657 79, 171 ( 17,486) 60012.1008 Fringe Benefits:Retiree Benefits 117 4,102 4, 314 212 60012.1509 Fringe Benefits:Employer Paid PERS 44,631 39,862 47, 397 7, 535 60012.1528 Fringe Benefits:Workers Comp 12,960 14,895 8, 390 ( 6,505) 60012.1531 Fringe Benefits:PERS UAL 76,079 90,250 93, 337 3, 087 60015.0000 Wellness Program Reimbursement 100 - - 60022.0000 Car Allowance 4,505 4,488 4, 488 60027.0000 Payroll Taxes Non-Safety 6,487 6,930 7, 027 97 60031.0000 Payroll Adjustments 570 - - Salaries & Benefits 658,993 735,147 728, 752 ( 6,395) 62170.0000 Private Contractual Services 50,435$ 55,000$ 58, 000$ 3, 000$ 62220.0000 Insurance 5,749 7,953 13, 402 5, 449 62300.0000 Special Dept Supplies - 6,000 6, 500 500 62310.0000 Office Supplies, Postage & Printing 2,168 2,500 2, 500 62420.0000 Books & Periodicals 56 500 500 62440.0000 Office Equip Maint & Repair 1,066 2,500 3, 000 500 62455.0000 Equipment Rental 65 250 250 62470.0000 Fund 533 Office Equip Rental Rate 750 750 750 62485.0000 Fund 535 Communications Rental Rate 5,052 5,052 5, 052 62496.0000 Fund 537 Computer System Rental 43,316 45,626 43, 982 ( 1,644) 62700.0000 Memberships & Dues 195 700 700 62710.0000 Travel 1,058 2,000 3, 000 1, 000 62755.0000 Training 789 2,000 3, 000 1, 000 62830.0000 Bank Service Charges 55,370 42,000 36, 000 ( 6,000) 62895.0000 Miscellaneous Expenses 27 2,000 2, 000 Materials, Supplies & Services 166,096 174,831 178, 636 3, 805 Total Expenses 825,088$ 909,978$ 907, 388$ ( 2,590)$ 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
FY21-22
STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
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 (This Page Left Intentionally Blank)
CITY ATTORNEY
DEPARTMENT SUMMARY
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 19.000 19.000 20.000 1.000 Salaries & Benefits 3,817,953$ 4,248,206$ 4,413,907$ 165,701$ Materials, Supplies & Services 482,236 424,272 445,736 21,464 TOTAL 4,300,189$ 4,672,478$ 4, 859,643$ 187, 165$
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 actively advises the City and advocates the City's positions across a wide spectrum of municipal interests, vigorously represents the City in civil litigation and other adversarial proceedings, and protects the community by effectively prosecuting 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 Administration, Litigation, and Prosecution, with ten attorneys besides the City Attorney, one paralegal, a senior analyst, and support staff members.
CHANGES FROM PRIOR YEAR
The City Attorney's Office is undergoing a reorganization this year. An Assistant City Attorney position was downgraded to provide funding for two Legal Assistants, upgraded from two Legal Secretary positions in the Litigation Division. The downgrade also funded the upgrade of an Administrative Analyst I to an Administrative Analyst II in the Departmental Services and Administration Division. Lastly, due to continuing workload increases, the City Attorney's Office is requesting the addition of a Legal Secretary that will assist all divisions. 2022-23
$4,672,478 2023-24
$4,859,643
$4,248,206
$4,413,907
$424,272 $445,736
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Departmental Services and
Administration Division
001.CA01A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 7.750 8.250 7. 250 ( 1.000) 60001.0000 Salaries & Wages 1,512,817$ 1,470,239$ 1,564,388$ 94,149$ 60012.0000 Fringe Benefits 146,279 197,407 226,228 28,821 60012.1008 Fringe Benefits:Retiree Benefits 200 6,768 6,686 (82) 60012.1509 Fringe Benefits:Employer Paid PERS 112,367 122,618 152,997 30,379 60012.1528 Fringe Benefits:Workers Comp 8,475 18,084 13,767 (4,317) 60012.1531 Fringe Benefits:PERS UAL 249,600 306,048 204,295 (101,753) 60022.0000 Car Allowance 4,582 4,488 6,000 1,512 60027.0000 Payroll Taxes Non-Safety 21,195 21,318 22,684 1,366 60031.0000 Payroll Adjustments 13,121 - - Salaries & Benefits 2,068,635 2,146,970 2, 197,045 50, 075 62170.1001 Temp Staffing 132,398$ 93,000$ -$ (93,000)$ 62220.0000 Insurance 38,176 59,619 126,787 67,168 62300.0000 Special Dept Supplies - 109 109 62310.0000 Office Supplies, Postage & Printing 6,643 8,033 8,033 62425.0000 Library Resource Materials 30,830 36,350 36,350 62440.0000 Office Equip Maint & Repair 519 1,000 1,000 62455.0000 Equipment Rental 8,528 8,017 8,017 62485.0000 Fund 535 Communications Rental Rate 17,322 17,322 18,044 722 62496.0000 Fund 537 Computer System Rental 84,735 68,763 89,741 20,978 62700.0000 Memberships & Dues 6,572 8,850 8,850 62710.0000 Travel 1,206 1,655 1,655 62755.0000 Training 18,499 21,000 25,000 4,000 62895.0000 Miscellaneous Expenses 2,072 1,280 1,280 Materials, Supplies & Services 347,500 324,998 324, 866 ( 132) Total Expenses 2,416,135$ 2,471,968$ 2, 521,911$ 49, 943$ The overall goal of the Administration Division is to carry out the policies and directives established by the City Council. This Division provides legal advice addressing complex legal issues; prepares 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 on all legal matters such as land use, real estate, personnel, purchasing, and contracts. This Division dedicates attorneys to the specialized legal needs of Burbank Water and Power (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
Funded by the downgrade of an Assistant City Attorney position, an Administrative Analyst I position has been upgraded to an Administrative Analyst II in the Departmental Services and Administration Division to assist with more complex tasks. In addition to this upgrade, two attorneys are expanding their practice areas and will need to attend training exceeding their current allotment. The City Attorney's Office requested an increase of $4,000 for training purposes. 2 Litigation Division
001.CA02A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 4.400 4.900 3.400 (1.500) 60001.0000 Salaries & Wages 582,463$ 681,292$ 747,644$ 66,352$ 60012.0000 Fringe Benefits 79,635 101,710 121,146 19,436 60012.1008 Fringe Benefits:Retiree Benefits 100 4,020 3,796 (224) 60012.1509 Fringe Benefits:Employer Paid PERS 51,868 56,820 73,120 16,300 60012.1528 Fringe Benefits:Workers Comp 9,050 12,966 9,784 (3,182) 60012.1531 Fringe Benefits:PERS UAL 108,234 113,847 115,701 1,854 60022.0000 Car Allowance 539 - - 60027.0000 Payroll Taxes Non-Safety 7,972 9,879 10,841 962 60031.0000 Payroll Adjustments 4,148 - - Salaries & Benefits 844,011 980,534 1, 082,032 101, 498 62140.0000 Special Services 3,150$ 3,150$ 3,150$ 62496.0000 Fund 537 Computer System Rental 57,360 37,667 49,619 11,952 Materials, Supplies & Services 60,510 40,817 52, 769 11, 952 Total Expenses 904,521$ 1,021,351$ 1, 134,801$ 113, 450$ 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.
CHANGES FROM PRIOR YEAR
In May of 2022, the Civil Service Board and the City Council approved the upgrade of two Legal Secretary positions to two Legal Assistant positions in the Litigation Division. An Assistant City Attorney position is being downgraded to fund these upgrades.
3 Prosecution Division
001.CA03A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 6.600 5.600 6. 100 0. 500 60001.0000 Salaries & Wages 601,237$ 778,559$ 787,269$ 8,710$ 60012.0000 Fringe Benefits 103,419 116,976 135,651 18,675 60012.1008 Fringe Benefits:Retiree Benefits 118 4,799 5,910 1,111 60012.1509 Fringe Benefits:Employer Paid PERS 57,527 64,932 76,995 12,063 60012.1528 Fringe Benefits:Workers Comp 14,341 18,317 11,404 (6,913) 60012.1531 Fringe Benefits:PERS UAL 114,882 125,830 106,186 (19,644) 60015.0000 Wellness Program Reimbursement 495 - - 60022.0000 Car Allowance 270 - - 60027.0000 Payroll Taxes Non-Safety 8,577 11,289 11,415 126 60031.0000 Payroll Adjustments 4,441 - - Salaries & Benefits 905,307 1,120,702 1, 134,830 14, 128 62060.0000 Prosecution Assistance 6,071$ 4,800$ 4,800$ 62140.0000 Special Services 3,825 3,825 3,825 62496.0000 Fund 537 Computer System Rental 64,331 49,832 59,476 9,644 Materials, Supplies & Services 74,227 58,457 68, 101 9, 644 Total Expenses 979,534$ 1,179,159$ 1, 202,931$ 23, 772$ 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.
CHANGES FROM PRIOR YEAR
An Assistant City Attorney position in the Prosecution Division has been downgraded to Deputy City Attorney, to fund an overall reorganization in the City Attorney's Office, in an effort to provide attorneys with more support staff. In addition to this effort, the City Attorney's Office is requesting a Legal Secretary in this division that will assist with prosecutorial tasks as well as general office tasks.
4 CITY ATTORNEY
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
CHANGE
FROM PRIOR
YEAR
ADM ANALYST I (Z) 1.000 1.000 0.000 -1.000
ADM ANALYST II (Z) 0.000 0.000 1.000 1.000
AST CTY ATTORNEY 2.000 2.000 1.000 -1.000
DEP CTY ATTORNEY 0.000 0.000 1.000 1.000
CHIEF AST CTY ATTORNEY 1.000 1.000 1.000
CTY ATTORNEY 1.000 1.000 1.000
LEGAL AST 0.000 0.000 2.000 2.000
LEGAL SEC 4.000 4.000 3.000 -1.000
LITIGATION PARALEGAL 1.000 1.000 1.000
SR ADM ANALYST (Z) 1.000 1.000 1.000
SR AST CTY ATTORNEY 8.000 8.000 8.000
TOTAL STAFF YEARS 19.000 19.000 20.000 1.000
5 (This Page Left Intentionally Blank)
8 CITY MANAGER
DEPARTMENT SUMMARY
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 11.550 12.500 13.000 0.500 Salaries & Benefits 2,044,244$ 2,333,486 $ 2,420,225 $ 86,739 $ Materials, Supplies & Services 344,254 405,375 500,974 95,599 TOTAL 2,388,498$ 2,738,861 $ 2,921,199 $ 182,338 $
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.
2022-23
$2,738,861 2023-24
$2,921,199
$2,333,486
$2,420,225
$405,375 $500,974
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Administrative Division
001.CM01A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 5.000 5.000 6.000 1.000 60001.0000 Salaries & Wages 902,201 $ 871,544 $ 921,772 $ 50,228 $ 60012.0000 Fringe Benefits 98,840 117,901 147,425 29,524 60012.1008 Fringe Benefits:Retiree Benefits 117 4,102 4,314 212 60012.1509 Fringe Benefits:Employer Paid PERS 80,626 72,687 90,149 17,462 60012.1528 Fringe Benefits:Workers Comp 8,941 14,759 9,959 (4,800) 60012.1531 Fringe Benefits:PERS UAL 157,407 205,350 183,925 (21,425) 60022.0000 Car Allowance 10,528 8,977 10,488 1,511 60027.0000 Payroll Taxes Non-Safety 13,773 12,637 13,366 729 60031.0000 Payroll Adjustments 6,183 - - Salaries & Benefits 1,278,617 1,307,957 1,381,398 73,441 62135.1017 Governmental Services:Grant Reporting - $ - $ 50,000$ 50,000 62170.0000 Private Contractual Services 26,400 31,184 31,184 62220.0000 Insurance 27,307 22,450 46,271 23,821 62300.0000 Special Dept Supplies 367 1,500 1,500 62310.0000 Office Supplies, Postage & Printing 14 3,000 3,000 62420.0000 Books & Periodicals 567 1,350 1,350 62440.0000 Office Equip Maint & Repair 4,706 6,000 6,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 5,727 6,184 10,383 4,199 62485.0000 Fund 535 Communications R
ental Rate 8,959 8,959 8,959 62496.0000 Fund 537 Computer System Rental 48,367 56,987 65,523 8,536 62700.0000 Memberships & Dues 2,435 10,000 10,000 62710.0000 Travel 570 1,200 5,200 4,000 62755.0000 Training 10,220 12,000 8,000 (4,000) 62895.0000 Miscellaneous Expenses 1,835 2,872 2,872 Materials, Supplies & Services 137,475 163,686 250,242 86,556 Total Expenses 1,416,092$ 1,471,643$ 1,631,640$ 159,997$
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 1,368 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.
CHANGES FROM PRIOR YEAR
$50,000 was added to support the City Manager's commitment to pursuing all available state and federal grant and funding opportunities. These funds will cover the cost of a consultant wh o will provide grant management services. As part of the FY 2023-24 Budget process, the City Manager's Office conducted a reorganization which added an Assistant to the City Manager and Administrative Analyst II (M). The salary savings from eliminating an Executive Assistant, Clerical Worker, and Administrative Analyst II (Z) were used to help offset the cost of the reorganization. This r eorganization will help ensure the high-level service the community expects from the office, and better represents the high-level performance and workload expectations of the positions.
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. 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 City Manager's Office reorganization, a part-time (.5 FTE) Clerical Worker was eliminated.
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. As 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 PIO solicits and listens to feedback along with providing 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 6.550 7.500 7.000 (0.500) 60001.0000 Salaries & Wages 511,811 $ 677,824 $ 703,713 $ 25,889 $ 60006.0000 Overtime - Non-Safety - 629 629 60012.0000 Fringe Benefits 66,192 137,989 143,465 5,476 60012.1008 Fringe Benefits:Retiree Benefits 429 5,373 6,471 1,098 60012.1509 Fringe Benefits:Employer Paid PERS 52,606 56,531 68,823 12,292 60012.1528 Fringe Benefits:Workers Comp 4,546 9,464 6,193 (3,271) 60012.1531 Fringe Benefits:PERS UAL 121,059 127,891 99,329 (28,562) 60015.0000 Wellness Program Reimbursement 495 - - 60027.0000 Payroll Taxes Non-Safety 7,486 9,828 10,204 376 60031.0000 Payroll Adjustments 1,004 - - Salaries & Benefits 765,627 1,025,529 1,038,827 13,298 62170.0000 Private Contractual Services 46,153 $ 44,500 $ 44,500 $ 62300.0000 Special Dept Supplies 1,885 2,500 2,500 62300.1016 Sp Dept Supplies:Burbank Channel 35,099 67,595 67,595 62310.0000 Office Supplies, Postage & Printing 1,892 2,500 2,500 62316.0000 Software & Hardware 227 320 320 62420.0000 Books & Periodicals - 100 100 62435.0000 General Equipment Maint & Repair 182 900 900 62440.0000 Office Equip Maint & Repair 1,578 2,300 2,300 62485.0000 Fund 535 Communications Rental Rate 12,356 10,190 10,190 62496.0000 Fund 537 C
omputer System Rental 90,422 91,491 100,534 9,043 62617.0000 Marketing and Advertising 6,971 6,400 6,400 62620.0000 Burbank Civic Pride Committee - 1,600 1,600 62700.0000 Memberships & Dues 4,123 4,000 4,000 62710.0000 Travel - 1,500 1,500 62755.0000 Training 4,780 4,100 4,100 62895.0000 Miscellaneous Expenses 1,112 1,693 1,693 Materials, Supplies & Services 206,779 241,689 250,732 9,043 Total Expenses 972,406$ 1,267,218$ 1,289,559$ 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 2.000 1.000
ADM ANALYST II (Z) 1.000 1.000 0.000 -1.000
AST CD DIR-BUSINESS & ECON DEV 0.050 0.000 0.000
AST CTY MGR 1.000 1.000 1.000
AST TO THE CTY MGR 0.000 0.000 1.000 1.000
CLERICAL WKR 0.500 0.500 0.000 -0.500
COMM MGR 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
TOTAL STAFF YEARS 11.550 12.500 13.000 0.500
* 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 46.062 44.912 45.912 1.000 Salaries & Benefits 3,737,940$ 4,602,859 $ 4,808,747 $ 205,888$ Materials, Supplies & Services 1,277,018 2,113,523 2,207,925 94,402 Capital Expenses - - 30,000 30,000 TOTAL 5,014,959$ 6,716,382$ 7,046,672$ 330,290$
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 developm ent and unity through mutual respect and sensitivity to the diversity of our population.
ABOUT MANAGEMENT SERVICES
The Management Services Department consists of severa l 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 D epartment is to ensure that the City in general, and each department in particular, uses its technical, organizational, adminis trative, 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.
2022-23
$6,716,382 2023-24
$7,046,672
$4,602,859
$4,808,747
$2,113,523
$2,207,925
$30,000
CAPITAL EXPENSES
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 General Administration
001.MS01A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 310,389 $ 402,487 $ 395,905 $ (6,582) $ 60006.0000 Overtime - Non-Safety - 929 929 60012.0000 Fringe Benefits 50,809 68,076 73,703 5,627 60012.1008 Fringe Benefits:Retiree Benefits 69 2,461 2,588 127 60012.1509 Fringe Benefits:Employer Paid PERS 26,928 33,567 38,720 5,153 60012.1528 Fringe Benefits:Workers Comp 2,195 4,951 3,484 (1,467) 60012.1531 Fringe Benefits:PERS UAL 100,587 86,316 51,354 (34,962) 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 4,547 5,836 5,741 (95) 60031.0000 Payroll Adjustments 1,155 - - Salaries & Benefits 501,184 609,111 576,912 (32,199) 62085.0000 Other Professional Services 39,742 $ 50,000 $ 50,000 $ 62220.0000 Insurance 43,618 60,331 196,392 136,061 62300.0000 Special Dept Supplies 487 3,000 3,000 62310.0000 Office Supplies, Postage & Printing 4,069 6,250 6,250 62420.0000 Books & Periodicals 208 1,000 1,000 62440.0000 Office Equip Maint & Repair 142 500 500 62455.0000 Equipment Rental 2,075 2,500 2,500 62485.0000 Fund 535 Communications Rental Rate 7,939 7,939 7,939 62496.0000 Fund 537 Computer System Rental 99,141 94,109 92,840 (1,269)
62700.0000 Memberships & Dues 4,425 4,433 4,433 62710.0000 Travel 4,931 7,099 7,099 62755.0000 Training 18,073 26,135 26,135 62895.0000 Miscellaneous Expenses 1,171 1,614 1,614 Materials, Supplies & Services 226,020 264,910 399,702 134,792 Total Expenses 727,204$ 874,021$ 976,614$ 102,593$ 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 121,155 $ 166,208 $ 166,208 $ 60006.0000 Overtime - Non-Safety - 800 800 60012.0000 Fringe Benefits 27,730 49,486 51,360 1,874 60012.1008 Fringe Benefits:Retiree Benefits 69 2,461 2,588 127 60012.1509 Fringe Benefits:Employer Paid PERS 12,395 13,862 16,255 2,393 60012.1528 Fringe Benefits:Workers Comp 10,300 16,820 11,402 (5,418) 60012.1531 Fringe Benefits:PERS UAL 38,187 26,339 25,231 (1,108) 60015.0000 Wellness Program Reimbursement 495 - - 60027.0000 Payroll Taxes Non-Safety 934 2,410 2,410 Salaries & Benefits 211,265 278,386 276,254 (2,132) 62170.0000 Private Contractual Services - $ 450$ 450 $ 62300.0000 Special Dept Supplies 26,273 60,704 60,704 62310.0000 Office Supplies, Postage & Printing 1,797 2,800 2,800 62435.0000 General Equipment Maint & Repair 77,728 129,000 129,000 62485.0000 Fund 535 Communications Rental Rate 4,331 4,331 4,331 62496.0000 Fund 537 Computer System Rental 14,670 15,393 22,298 6,905 62755.0000 Training - 150 150 62895.0000 Miscellaneous Expenses - 150 150 63235.1000 Leased Property:Reprographic Equip 18,896 32,000 32,000 Materials, Supplies & Services 143,695 244,978 251,883 6,905 70023.0537 C
apital Contribution:Fund 537 - - 30,000 30,000 Capital Expenses - - 30,000 30,000 Total Expenses 354,960$ 523,364$ 558,137$ 34,773$
CHANGES FROM PRIOR YEAR
A $30,000 contribution to Fund 537 was added for the purchase of a new large-format printer for the Reprographics Division.
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 w ell as color printing and copying services to all City departments.
3 LiveScan
001.MS01C
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 1.000 1.000 1.000 60001.0000 Salaries & Wages 67,766 $ 67,417 $ 67,417 $ 60012.0000 Fringe Benefits 16,400 16,669 17,392 723 60012.1008 Fringe Benefits:Retiree Benefits 23 820 863 43 60012.1509 Fringe Benefits:Employer Paid PERS 6,979 5,623 6,593 970 60012.1528 Fringe Benefits:Workers Comp 4,389 4,321 2,191 (2,130) 60012.1531 Fringe Benefits:PERS UAL 13,342 13,439 12,221 (1,218) 60015.0000 Wellness Program Reimbursement 248 - - 60027.0000 Payroll Taxes Non-Safety 977 978 978 Salaries & Benefits 110,124 109,267 107,655 (1,612) 62145.0000 Identification Services 21,755 $ 45,000 $ 45,000 $ 62170.0000 Private Contractual Services - 2,500 2,500 62496.0000 Fund 537 Computer System Rental 6,067 6,886 8,009 1,123 Materials, Supplies & Services 27,822 54,386 55,509 1,123 Total Expenses 137,946 $ 163,653 $ 163,164 $ (489) $ This revenue offset program fulfills the mandated Department of Justice (DOJ) 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEA
R
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 218,822$ 303,974$ 333,837$ 29,863$ 60012.0000 Fringe Benefits 34,322 63,174 69,344 6,170 60012.1008 Fringe Benefits:Retiree Benefits 69 2,461 2,588 127 60012.1509 Fringe Benefits:Employer Paid PERS 21,160 25,351 32,649 7,298 60012.1528 Fringe Benefits:Workers Comp 9,065 9,879 2,938 (6,941) 60012.1531 Fringe Benefits:PERS UAL 33,950 40,740 42,421 1,681 60027.0000 Payroll Taxes Non-Safety 3,321 4,408 4,841 433 60031.0000 Payroll Adjustments 8,162 - - Salaries & Benefits 328,872 449,987 488,618 38,631 62085.0000 Other Professional Services 1,964$ 250,000$ 100,000$ (150,000)$ 62125.0000 Medical Services - 8,000 8,000 62485.0000 Fund 535 Communications Rental Rate 2,463 - - 62496.0000 Fund 537 Computer System Rental 27,784 27,680 38,656 10,976 Materials, Supplies & Services 32,211 285,680 146,656 (139,024) Total Expenses 361,083$ 735,667$ 635,274$ (100,393)$
CHANGES FROM PRIOR YEAR
The Human Resources Manager position has been upgraded to Assistant Management Services Director that oversees Labor Relations.
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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 2.000 - - 60012.0000 Fringe Benefits (2,356) $ - $ - $ 60012.1008 Fringe Benefits:Retiree Benefits 46 - - 60012.1528 Fringe Benefits:Workers Comp 5,868 - - 60012.1531 Fringe Benefits:PERS UAL 6,315 - - Salaries & Benefits 9,873 - - 62000.0000 Utilities 48 $ - $ - $ 62310.0000 Office Supplies, Postage & Printing 119 - - 62455.0000 Equipment Rental 1,867 - - 62485.0000 Fund 535 Communications Rental Rate 12,992 - - 62496.0000 Fund 537 Computer System Rental 19,292 - - Materials, Supplies & Services 34,318 - - Total Expenses 44,191 $ - $ - $ 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.
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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 13.387 13.387 13.387 60001.0000 Salaries & Wages 138,348 $ 441,671 $ 452,983 $ 11,312 $ 60006.0000 Overtime - Non-Safety 224 - - 60012.0000 Fringe Benefits 13,927 20,011 22,819 2,808 60012.1008 Fringe Benefits:Retiree Benefits 312 10,982 11,550 568 60012.1509 Fringe Benefits:Employer Paid PERS 7,902 4,971 5,869 898 60012.1528 Fringe Benefits:Workers Comp 25,677 29,080 16,124 (12,956) 60012.1531 Fringe Benefits:PERS UAL 13,700 10,448 19,285 8,837 60027.0000 Payroll Taxes Non-Safety 2,402 6,404 6,568 164 60031.0000 Payroll Adjustments 22,503 - - Salaries & Benefits 224,994 523,567 535,198 11,631 62300.0000 Special Dept Supplies 370 $ 6,000$ 6,000 $ 62310.0000 Office Supplies, Postage & Printing 3,590 2,350 2,350 62455.0000 Equipment Rental - 2,000 2,000 62496.0000 Fund 537 Computer System Rental 45,743 47,368 57,070 9,702 62755.0000 Training 180 1,520 1,520 62895.0000 Miscellaneous Expenses 657 2,861 2,861 Materials, Supplies & Services 50,541 62,099 71,801 9,702 Total Expenses 275,535 $ 585,666 $ 606,999 $ 21,333 $ 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.
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.
7 Employment Services
001.MS02D
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 8.375 8.950 8.950 60001.0000 Salaries & Wages 509,605$ 619,669$ 752,069$ 132,400$ 60006.0000 Overtime - Non-Safety 2,732 1,000 5,576 4,576 60012.0000 Fringe Benefits 63,433 147,428 157,560 10,132 60012.1008 Fringe Benefits:Retiree Benefits 195 6,870 7,765 895 60012.1509 Fringe Benefits:Employer Paid PERS 51,474 51,680 59,638 7,958 60012.1528 Fringe Benefits:Workers Comp 25,378 28,018 14,494 (13,524) 60012.1531 Fringe Benefits:PERS UAL 132,253 137,246 100,727 (36,519) 60015.0000 Wellness Program Reimbursement 158 - - 60027.0000 Payroll Taxes Non-Safety 8,931 8,985 8,842 (143) 60031.0000 Payroll Adjustments 1,568 - - Salaries & Benefits 795,725 1,000,896 1,106,671 105,775 62000.0000 Utilities 48$ -$ -$ 62085.0000 Other Professional Services 3,163 7,000 7,000 62125.0000 Medical Services 52,117 75,000 75,000 62145.0000 Identification Services 26,012 32,000 32,000 62170.0000 Private Contractual Services 44,958 27,000 77,000 50,000 62300.0000 Special Dept Supplies 812 7,590 7,590 62310.0000 Office Supplies, Postage & Printing 151,447 145,000 145,000 62316.0000 Software & Hardware 19,183 40,000 40,000 62420.0000 Books & Periodicals 300 500 500
62440.0000 Office Equip Maint & Repair 42 3,730 3,730 62455.0000 Equipment Rental 10,092 13,175 13,175 62475.0000 Fund 532 Vehicle Equip Rental Rate 7,592 8,744 13,101 4,357 62485.0000 Fund 535 Communications Rental Rate 5,774 9,468 9,468 62496.0000 Fund 537 Computer System Rental 54,989 59,646 73,909 14,263 62520.0000 Public Information 15,351 20,000 20,000 62520.1005 Public Information Advertising - 15,000 15,000 62700.0000 Memberships & Dues 326 900 900 62710.0000 Travel - 1,000 1,000 62755.0000 Training 500 1,000 1,000 62895.0000 Miscellaneous Expenses 6,521 8,400 8,400 Materials, Supplies & Services 399,227 475,153 543,773 68,620 Total Expenses 1,194,953$ 1,476,049$ 1,650,444$ 174,395$ 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.
CHANGES FROM PRIOR YEAR
One-time funding is budgeted for two temporary Human Resources Technicians, dedicated to recruitment for the Police Department. An additional $50,000 in one-time funding is budgeted to the Private Contractual Services for two new programs, ProctorU and Spark Hire, to support testing network services for in-time testing. 8 Employee Services
001.MS02E
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 8.800 9.075 10.075 1.000 60001.0000 Salaries & Wages 658,944 $ 693,387 $ 803,842 $ 110,455 $ 60012.0000 Fringe Benefits 109,057 166,511 192,048 25,537 60012.1008 Fringe Benefits:Retiree Benefits 297 7,219 8,282 1,063 60012.1509 Fringe Benefits:Employer Paid PERS 57,970 56,690 75,874 19,184 60012.1528 Fringe Benefits:Workers Comp 24,404 27,065 16,071 (10,994) 60012.1531 Fringe Benefits:PERS UAL 135,944 156,231 118,316 (37,915) 60015.0000 Wellness Program Reimbursement 248 - - 60027.0000 Payroll Taxes Non-Safety 9,340 10,054 11,656 1,602 60031.0000 Payroll Adjustments 5,447 - - Salaries & Benefits 1,001,651 1,117,157 1,226,089 108,932 62170.0000 Private Contractual Services 6,337 $ 10,000 $ 10,000 $ 62310.0000 Office Supplies, Postage & Printing 2,753 6,250 6,250 62455.0000 Equipment Rental 5,138 7,500 7,500 62485.0000 Fund 535 Communications Rental Rate - 1,231 1,231 62496.0000 Fund 537 Computer System Rental 29,912 29,667 38,708 9,041 62760.0000 Training:Citywide 68,288 125,000 125,000 62895.0000 Miscellaneous Expenses 546 1,613 1,613 Materials, Supplies & Services 112,974 181,261 190,302 9,041 Total Expenses 1,114,625 $ 1,298,418$ 1,416,391$ 117,973$
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.
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.
CHANGES FROM PRIOR YEAR
Two Intermediate Clerks have been upgraded to Human Resources Technician I positions and one Administrative Analyst II was added to the budget to allow staff to continue to meet the City's increasing needs in a timely manner. 9 Environmental Health and Safety
001.MS03A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 3.500 3.500 3.500
60001.0000 Salaries & Wages 378,960$ 314,889$ 310,617$ (4,272)$ 60006.0000 Overtime - Non-Safety - 250 250 60012.0000 Fringe Benefits 49,228 67,382 71,938 4,556 60012.1008 Fringe Benefits:Retiree Benefits 278 2,871 3,020 149 60012.1509 Fringe Benefits:Employer Paid PERS 32,506 26,262 30,378 4,116 60012.1528 Fringe Benefits:Workers Comp 5,003 6,151 3,775 (2,376) 60012.1531 Fringe Benefits:PERS UAL 81,022 92,117 66,868 (25,249) 60027.0000 Payroll Taxes Non-Safety 5,339 4,566 4,504 (62) 60031.0000 Pa
yroll Adjustments 1,916 - - Salaries & Benefits 554,251 514,488 491,350 (23,138) 62085.0000 Other Professional Services -$ 22,000$ 22,000$ 62125.0000 Medical Services 111,563 246,141 246,141 62210.0000 Drug Testing (DOT) - 14,000 14,000 62300.0000 Special Dept Supplies - 1,700 1,700 62310.0000 Office Supplies, Postage & Printing 506 3,647 3,647 62420.0000 Books & Periodicals 65 812 812 62440.0000 Office Equip Maint & Repair - 243 243 62455.0000 Equipment Rental 6,115 9,220 9,220 62475.0000 Fund 532 Vehicle Equip Rental Rate 1,523 2,648 2,917 269 62485.0000 Fund 535 Communications Rental Rate 3,694 3,694 3,694 62496.0000 Fund 537 Computer System Rental 30,152 33,411 36,385 2,974 62635.0000 Emergency Preparedness - 9,500 9,500 62700.0000 Memberships & Dues 870 1,715 1,715 62710.0000 Travel - 2,584 2,584 62745.0000 Safety Program 70,466 146,291 146,291 62755.0000 Training 2,868 9,450 9,450 62770.0000 Hazardous Materials Disposal 22,389 36,000 36,000 62895.0000 Miscellaneous Expenses - 2,000 2,000 Materials, Supplies & Services 250,211 545,056 548,299 3,243 Total Expenses 804,462$ 1,059,544$ 1,039,649$ (19,895)$ Environmental Health and Safety Division 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.
Monitor the City Safety Program for compliance with Senate Bill (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.
10 MANAGEMENT SERVICES
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (M) 1.000 1.000 2.000 1.000
ADM ANALYST II (Z) 5.000 5.000 5.000
AST MGT SRVS DIR 1.000 1.000 2.000 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 2.000 -1.000
HR SPECIALIST 1.000 1.000 1.000
HR TECH I 4.000 3.000 5.000 2.000
HR TECH II 1.000 1.000 1.000
INTERMEDIATE CLK 5.000 5.000 3.000 -2.000
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 0.150 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 2.375
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 44.912 45.912 1.000
11 7KLV3DJH/HIW,QWHQWLRQDOO\%ODQN
12 FINANCIAL SERVICES
DEPARTMENT SUMMARY
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 33.000 34.000 36.000 2.000 Salaries & Benefits 4,354,693$ 5,139,340$ 5,231,281$ 91,941$ Materials, Supplies & Services 798,740 979,173 992,285 13,112 Capital Expenses - - 25,000 25,000 TOTAL 5,153,434$ 6,118,513$ 6,248,566$ 130,053$
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 careful 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 (ACFR).
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
2022-23
$6,118,513 2023-24
$6,248,566
$5,139,340
$5,231,281
$979,173 $992,285
$25,000
CAPITAL EXPENSES
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Administration and Accounting Services Division
001.FN01A
CHANGES FROM PRIOR YEAR
The City is required to comply with Governmental Accounting Standards Board (GASB) Statement 87 for Leases and Statement 96 for Subscription-Based Information Technology Agreements. The FY 2023-24 budget includes $25,000 as a contribution to Fund 537 to pay for the usage of specialized software to assist with implementation and compliance.
Facilitate debt administration for all bond issues.
Coordinate the City's Internal Audit Program and annual financial audits with 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, 2023 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) Work with 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 with 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 ACFR within applicable deadlines. 2 Administration and Accounting Services Division
001.FN01A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE
FROM PRIOR
Staff Years 18.000 19.000 19.000 60001.0000 Salaries & Wages 1,792,933$ 2,121,369$ 2,115,554$ (5,815)$ 60006.0000 Overtime - Non-Safety 2,778 8,000 8,000 60012.0000 Fringe Benefits 290,877 374,495 402,944 28,449 60012.1008 Fringe Benefits:Retiree Benefits 880 14,766 16,392 1,626 60012.1509 Fringe Benefits:Employer Paid PERS 164,668 176,922 206,901 29,979 60012.1528 Fringe Benefits:Workers Comp 32,525 34,082 22,306 (11,776) 60012.1531 Fringe Benefits:PERS UAL 314,554 361,473 313,196 (48,277) 60015.0000 Wellness Program Reimbursement 1,125 - - 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 25,863 30,760 30,676 (84) 60031.0000 Payroll Adjustments 5,160 - - Salaries & Benefits 2,635,868 3,126,355 3,120,457 (5,898) 62085.0000 Other Professional Services 199,123 $ 381,118 $ 330,034 $ (51,084) $ 62300.0000 Special Dept Supplies 3,676 10,246 10,246 62310.0000 Office Supplies, Postage & Printing 5,743 9,071 8,804 (267) 62420.0000 Books & Periodicals 90 400 335 (65) 62440.0000 Office Equip Maint & Repair 798 231 224 (7) 62455.0000 Equipment Rental 6,759 9,406 9,406 62485.0000 Fund 535 Communications Rental Rate 26,705 26,705 26,705 62496.0000 Fund 537 Computer System Rental 223,306 249,012 291,458 42,446 62700.0000 Memberships & Dues 1,375 1,750 2,348 598 62710.0000 Travel 3,571 2,779 2,794 15 62755.0000 Training 10,137 19,308 19,414 106 62895.0000 Miscellaneous Expenses 1,898 1,518 1,474 (44) Materials, Supplies & Services 483,180 711,544 703,242 (8,302) 70023.0537 Capital Contribution:Fund 537 - $ - $ 25,000$ 25,000 $ Capital Expenses - - 25,000 25,000 Total Expenses 3,119,049 $ 3,837,899 $ 3,848,699 $ 10,800 $ 3 Fiscal Operations Division
001.FN02A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE
FROM PRIOR
YEAR
Staff Years 15.000 15.000 8.000 (7.000) 60001.0000 Salaries & Wages 1,136,671 $ 1,284,882 $ 684,068 $ (600,814) $ 60006.0000 Overtime - Non-Safety 8,615 3,500 3,500 60012.0000 Fringe Benefits 166,233 269,785 154,156 (115,629) 60012.1008 Fringe Benefits:Retiree Benefits 626 12,305 12,941 636 60012.1509 Fringe Benefits:Employer Paid PERS 103,520 107,159 66,902 (40,257) 60012.1528 Fringe Benefits:Workers Comp 19,804 40,937 13,836 (27,101) 60012.1531 Fringe Benefits:PERS UAL 263,272 275,786 132,063 (143,723) 60015.0000 Wellness Program Reimbursement 855 - - 60027.0000 Payroll Taxes Non-Safety 16,484 18,631 9,919 (8,712) 60031.0000 Payroll Adjustments 2,746 - - Salaries & Benefits 1,718,825 2,012,985 1,077,385 (935,600) 62085.0000 Other Professional Services 102,351 $ 21,642 $ 8,500 $ (13,142)$ 62220.0000 Insurance 38,540 52,024 88,785 36,761 62300.0000 Special Dept Supplies 4,988 3,832 3,832 62310.0000 Office Supplies, Postage & Printing 6,662 6,684 4,311 (2,373) 62420.0000 Books & Periodicals - 200 206 6 62440.0000 Office Equip Maint & Repair - 169 101 (68) 62455.0000 Equipment Rental 6,160 8,789 8,789 62485.0000 Fund 535 Communications Rental Rate 7,939 7,939 2,887 (5,052) 62496.0000 Fund 537 Computer System Rental 136,395 145,127 61,832 (83,295) 62700.0000 Memberships & Dues 1,010 2,451 390 (2,061) 62710.0000 Travel 1,879 2,221 1,161 (1,060) 62755.0000 Training 5,800 15,432 8,068 (7,364) 62895.0000 Miscellaneous Expenses 3,836 1,119 664 (455) Materials, Supplies & Services 315,560 267,629 189,526 (78,103) Total Expenses 2,034,385 $ 2,280,614 $ 1,266,911 $ (1,013,703) $ Provide citywide support for Oracle Employee Self Service access to pay slips and W2 forms electronically.
Issue all employee and vendor tax statements accurately and within applicable deadlines.
Review and plan for future improvements to credit card processing, including cloud-based online approvals.
Improve participation in the electronic submission of payment requests to advance the goal of a paperless check run.
The Fiscal Operations Division is made up of two sections: Accounts Payable and Payroll. Accounts Payable, in coordination with the City Treasurer, is responsible for the issuance of supplier payments, monthly and quarterly reports, and remittance of sales and withholding tax payments. It is also 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 ensure employees are paid accurately and timely, assisting them with payroll and deferred compensation matters. In 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 EDD and the United States Treasury.
OBJECTIVES
Ensure all employee and vendor payments are processed on time and in compliance with City, State, and Federal requirements.
Implement a process of accounts payable automation through an Oracle workflow process.
Provide ongoing training to all departments on Oracle Time and Labor (OTL).
Implement, test, and revise pay codes, as required by negotiated labor contract changes.
Design and plan an online set of timekeeping tools that integrate with Oracle workflow processes.
Implement Roth deferred compensation option for employees.
CHANGES FROM PRIOR YEAR
For FY 2023-24, Procurement Services (formerly Purchasing) was moved out of Fiscal Operations and placed into a separate cost center.
4 Procurement Services Division
001.FN03A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE
FROM PRIOR
YEAR
Staff Years - - 9.000 9.000 60001.0000 Salaries & Wages -$ -$ 722,302$ 722,302$ 60012.0000 Fringe Benefits - - 159,979 159,979 60012.1509 Fringe Benefits:Employer Paid PE - - 70,641 70,641 60012.1528 Fringe Benefits:Workers Comp - - 9,946 9,946 60012.1531 Fringe Benefits:PERS UAL - - 60,098 60,098 60027.0000 Payroll Taxes Non-Safety - - 10,473 10,473 Salaries & Benefits 1,033,439 1,033,439
62085.0000 Other Professional Services -$ -$ 26,594$ 26,594$ 62310.0000 Office Supplies, Postage & Printin - - 3,244 3,244 62420.0000 Books & Periodicals - - 124 124 62440.0000 Office Equip Maint & Repair - - 82 82 62485.0000 Fund 535 Communications Rental - - 5,052 5,052 62496.0000 Fund 537 Computer System Renta - - 54,832 54,832 62700.0000 Memberships & Dues - - 865 865 62710.0000 Travel - - 1,029 1,029 62755.0000 Training - - 7,152 7,152 62895.0000 Miscellaneous Expenses - - 543 543 Materials, Supplies & Services - - 99,517 99,517 Total Expenses -$ -$ 1,132,956$ 1,132,956$ The Procurement Services Division (formerly Purchasing) has been placed into this newly created cost center. In FY 2023-24, the Division will add two new positions: a Buyer I, and a Contract Administrator. These positions will facilitate the growth in both the volume and complexity of the Division's workload, due to state regulations regarding prevailing wage, an increase in procurements funded by federal government programs that require special handling to meet grant requirements, and the expansion of the City’s annual Infrastructure program as a result of Measure P.
The Procurement Services (formerly Purchasing) Division provides acquisition support to all City departments by procuring all goods, services, and equipment needed to serve the City's constituents. Our buyers conduct all formal competitive solicitations, such as Invitations for Bids, Requests for Proposals (RFPs), and Requests for Quotations (RFQs) for their assigned departments. They support the development of all capital improvement projects and oversee the agreements supporting the ongoing maintenance of the City facilities. The Division provides centralized control to ensure compliance with Federal, State, and local procurement requirements as incorporated into the Burbank Municipal Code (BMC) and Administrative Procedures (APs). It issues all Purchase Orders (POs) for the Departments and oversees the management of a robust suite of contracts, such as construction agreements, professional services agreements, classroom training agreements, legal services agreements, price agreements, on-call services agreements, and the like, used to conduct the business of the City.
OBJECTIVES
Manages the City's procurement platform, PlanetBids, in the broadcast of competitive solicitation opportunities to the public, such as RFQs, RFPs, Invitations for Bids, and other public procurement solicitation methods.
Support the City's vendor management by ensuring Payee Registration Forms and Check Payment Requests (CPRs) are processed in a timely manner, and verifying insurance requirements are met by vendors according to service category.
CHANGES FROM PRIOR YEAR
Provide ongoing training to all departments on the Oracle Purchasing module.
Support citywide procurement needs by assisting departments in the development and preparation of bid specifications, requests for proposals, as well as negotiation of contract terms.
Assess procurement and surplus disposition practices in an effort to seek continuous program improvements.
Align processes with nationally recognized public procurement best practices and standards, i.e. The Institute for Public Procurement (NIGP).
Administer the City's procurement card program.
Enhance inter-departmental communications and customer service through training and frequent department outreach. 5 FINANCIAL SERVICES
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
CHANGE FROM
PRIOR YEAR
ACCOUNT CLERK 3.000 5.000 5.000
ACCOUNTANT 3.000 3.000 2.000 -1.000
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 2.000 1.000
BUYER II 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
PROPOSED JOB - BMA 0.000 0.000 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 2.000 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 1.000 1.000
SR CLK 1.000 0.000 0.000
SUPVG ACCOUNT CLK 1.000 1.000 1.000
TOTAL STAFF YEARS 33.000 34.000 36.000 2.000
6 PARKS and RECREATION
DEPARTMENT SUMMARY
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 166.887 184.127 186.980 2.853 Salaries & Benefits 12,244,799$ 16,393,100 $ 16,972,061 $ 578,961$ Materials, Supplies & Services 13,161,781 12,484,781 14,847,143 2,362,362 Capital Expenses - 55,215 4,000 (51,215) TOTAL 25,406,580$ 28,933,096 $ 31,823,204 $ 2,890,108 $
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 fo r the maintenance and improvements of all municipal grounds and parkway trees, the DeBell Golf Course, as w ell as the Burbank Animal Shelter. The Department is organized into four divisions: Landscape and Forestry Serv ices; Administration/Business Services; Recreation Services; and Community Services.
DEPARTMENT SUMMARY
OBJECTIVES
In addition to operating and maintaining 42 public parks and facilit ies, the Department maintains many of the publicly- owned landscaped areas and all parkway trees throughout the Cit y. 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 var iety of senior and human service programs. These include a congregate and home-delivered meal progr am, information and assistance s ervices 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 Bur bank Animal Shelter. The Pa rks and Recreation Board, Senior Citizen Board, Art in Public Places Committee, Bur bank 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.
2022-23
$28,933,096 2023-24
$31,823,204
$16,393,100
$16,972,061
$12,484,781 $14,847,143
$55,215 $4,000
CAPITAL EXPENSES
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Landscape and Forestry Services Division
Facility Planning and Development Program
001.PR21A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
62170.0000 Private Contractual Services 55,664$ 1,000$ 1,000$ 62220.0000 Insurance 1,424,934 863,781 804,256 (59,525) 62300.0000 Special Dept Supplies 3,888 5,000 5,000 62345.0000 Taxes 812 1,000 1,000 62450.0000 Building Grounds Maint & Repair 89 - - 62475.0000 Fund 532 Vehicle Equip Rental Rate 60,967 59,760 84,109 24,349 62485.0000 Fund 535 Communications Rental Rate 132,945 134,388 135,620 1,232 62496.0000 Fund 537 Computer System Rental 22,848 18,646 12,817 (5,829) Materials, Supplies & Services 1,702,146 1,083,575 1,043,802 (39,773)
Total Expenses 1,702,146 $ 1,083,575 $ 1,043,802 $ (39,773) $ 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 with Light-Emitting Diodes (LED) to increase safety and cost-effectiveness.
Develop plans and specifications and complete the replacement of playground equipment at the City parks. 2 Landscape and Forestry Services Division
Forestry Services Program
001.PR22A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 17.500 17.500 18.000 0.500 60001.0000 Salaries & Wages 544,500 $ 1,062,120$ 1,153,004 $ 90,884 $ 60006.0000 Overtime - Non-Safety 43,547 36,502 36,502 60012.0000 Fringe Benefits 102,669 291,956 316,419 24,463 60012.1008 Fringe Benefits:Retiree Benefits 408 14,356 15,529 1,173 60012.1509 Fringe Benefits:Employer Paid PERS 48,741 88,581 112,764 24,183 60012.1528 Fringe Benefits:Workers Comp 56,014 90,767 72,218 (18,549) 60012.1531 Fringe Benefits:PERS UAL 126,976 114,247 99,715 (14,532) 60015.0000 Wellness Program Reimbursement 1,395 - - 60027.0000 Payroll Taxes Non-Safety 8,266 15,401 16,719 1,318 60031.0000 Payroll Adjustments (110) - - Salaries & Benefits 932,407 1,713,930 1,822,869 108,939 62170.0000 Private Contractual Services 192,847 $ 105,000 $ 875,000 $ 770,000 $ 62170.1001 Temp Staffing 218,533 - - 62180.0000 Landscape Contractual Services 730 16,000 16,000 62300.0000 Special Dept Supplies 22,954 32,350 32,350 62305.0000 Reimbursable Materials - 1,500 1,500 62380.0000 Chemicals 8,850 21,500 21,500 62435.0000 General Equipment Maint & Repair 21 500 500 62450.0000 Building Grounds Maint & Repair 1,179 - - 62475.
0000 Fund 532 Vehicle Equip Rental Rate 275,241 301,588 407,572 105,984 62496.0000 Fund 537 Computer System Rental 64,377 66,600 70,337 3,737 62700.0000 Memberships & Dues 1,388 770 770 62895.0000 Miscellaneous Expenses 1,284 - - Materials, Supplies & Services 787,403 545,808 1,425,529 879,721 Total Expenses 1,719,810$ 2,259,738$ 3,248,398$ 988,660$
CHANGES FROM PRIOR YEAR
As part of a Department reorganization, the Landscape and Forestry Services Superintendent position was upgraded to Assistant Director.
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 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 to be 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEA
R
Staff Years 31.500 31.500 31.000 (0.500) 60001.0000 Salaries & Wages 1,641,037$ 1,796,016$ 1,723,747$ (72,269)$ 60006.0000 Overtime - Non-Safety 63,133 18,050 18,050 60012.0000 Fringe Benefits 350,223 508,251 522,077 13,826 60012.1008 Fringe Benefits:Retiree Benefits 734 25,841 27,177 1,336 60012.1509 Fringe Benefits:Employer Paid PERS 157,859 149,788 168,582 18,794 60012.1528 Fringe Benefits:Workers Comp 108,682 171,750 115,049 (56,701) 60012.1531 Fringe Benefits:PERS UAL 344,937 383,161 345,063 (38,098) 60015.0000 Wellness Program Reimbursement 3,971 - - 60027.0000 Payroll Taxes Non-Safety 24,468 26,042 24,994 (1,048) 60031.0000 Payroll Adjustments 7,499 - - Salaries & Benefits 2,702,542 3,078,899 2,944,740 (134,159) 62000.0000 Utilities 104,369 $ 61,994 $ 104,715 $ 42,721 $ 62170.0000 Private Contractual Services 178,755 178,500 330,900 152,400 62225.0000 Custodial Services 70,321 103,500 112,906 9,406 62300.0000 Special Dept Supplies 34,266 50,300 50,300 62305.0000 Reimbursable Materials - 2,000 2,000 62380.0000 Chemicals 14,202 29,500 29,500 62435.0000 General Equipment Maint & Repair - 300 300 62450.0000 Building Grounds Maint & Repair 14,899 25,000 25,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 306,156 359,965 431,737 71,772 62496.0000 Fund 537 Computer System Rental 111,381 114,091 138,171 24,080 62700.0000 Memberships & Dues 702 630 630 62895.0000 Miscellaneous Expenses - 600 600 Materials, Supplies & Services 835,050 926,380 1,226,759 300,379 Total Expenses 3,537,593 $ 4,005,279 $ 4,171,499 $ 166,220 $ 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.
CHANGES FROM PRIOR YEAR
An additional $9,406 was added to the Custodial Services account for contractual service fee increases. $152,400 was added to Private Contractual Services to cover the increased cost of the Parkwood landscaping contract.
Assist with the administration and evaluation of current and future infrastructure needs. 4 Landscape and Forestry Services Division
Urban Reforestation Program
001.PR26A
EXPENDITURE
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
62365.0000 Urban Reforestation - Measure 1 21,552$ 40,000 $ 40,000 $ Materials, Supplies & Services 21,552 40,000 40,000 Total Expenses 21,552 $ 40,000 $ 40,000 $ Add butterfly and pollinator gardens throughout the City to im prove the urban forest and the environmental health of the City.
The Urban Reforestation Program, in conjunction with the Forestry Services Program, i s 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
62085.0000 Other Professional Services 3,684,886$ 3,194,319 $ 3,594,319 $ 400,000 $ 62470.0000 Fund 533 Office Equip Rental Rate 3,602 3,602 3,602 Materials, Supplies & Services 3,688,488 3,197,921 3,597,921 400,000 70023.0532 Capital Contribution:Fund 532 - $ 15,215$ -$ (15,215)$ Capital Expenses - 15,215 - (15,215) Total Expenses 3,688,488 $ 3,213,136 $ 3,597,921 $ 384,785 $ 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 operational efficiencies at the DeBell Golf Course.
An additional $400,000 was added to the Other Professional Services account for operating costs that are offset by a year-over- year increase in revenue.
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, a 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.
As part of a Department reorganization, Deputy Director and Administrative Officer positions were upgraded to two Assistant Director positions. Additionally, an Administrative Analyst I position was upgraded to Graphics Media Designer, a Recreation Services Manager was downgraded to a Senior Administrative Analyst, and a Clerical Worker was increased from .329 Full- Time Equivelent (FTE) to .455 FTE. An Administrative Analyst II position was eliminated to offset the cost of these upgrades.
Administer the Art in Public Places program.
An additional $36,976 was added to the Governmental Services account for the BUSD Joint Use Agreement annual fee. The Department's agreement with Catholic Charities for the management of the Burbank Temporary Skilled Labor Center was also increased by $8,601. Both are contractual obligations including Consumer Price Index (CPI) increases.
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 (CIP), 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's 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 17.900 17.329 17.455 0.126 60001.0000 Salaries & Wages 1,355,433$ 1,681,728$ 1,724,171$ 42,443$ 60006.0000 Overtime - Non-Safety 2,579 1,995 1,995 60012.0000 Fringe Benefits 199,769 337,781 359,607 21,826 60012.1008 Fringe Benefits:Retiree Benefits 1,038 14,684 15,382 698 60012.1509 Fringe Benefits:Employer Paid PERS 122,560 139,062 166,826 27,764 60012.1528 Fringe Benefits:Workers Comp 40,929 59,823 48,282 (11,541) 60012.1531 Fringe Benefits:PERS UAL 300,833 314,983 240,490 (74,493) 60015.0000 Wellness Program Reimbursement 495 - - 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 19,534 24,385 25,000 615 60031.0000 Payroll Adjustments 21,309 - - Salaries & Benefits 2,068,984 2,578,929 2,586,241 7,312 62085.0000 Other Professional Services 3,654$ 20,000$ 20,000$ 62135.0000 Governmental Services 587,794 482,496 519,472 36,976 62170.0000 Private Contractual Services 124,288 108,592 117,193 8,601 62170.1011 Art in Public Places 52,763 20,000 20,000 62300.0000 Special Dept Supplies 13,329 22,770 22,770 62300.1018 Wellness 18,414 27,000 27,000 62305.0000 Reimbursable Materials - 7,200 7,200 62310.0000 Office Supplies, Postage & Printing 16,683 12,770 12,770 62455.0000 Equipment Rental 26,583 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
245,695 253,217 223,077 (30,140) 62520.0000 Public Information 31,696 40,564 40,564 62655.0000 Burbank On Parade - 22,000 22,000 62700.0000 Memberships & Dues 4,018 1,730 1,730 62710.0000 Travel 1,165 3,500 3,500 62755.0000 Training 17,751 55,654 55,654 62755.1001 Training:Mariposa Leadership 270 - - 62830.0000 Bank Service Charges 61,682 49,680 49,680 62895.0000 Miscellaneous Expenses 231 400 400 Materials, Supplies & Services 1,235,437 1,207,857 1,223,294 15,437 Total Expenses 3,304,422$ 3,786,786$ 3,809,535$ 22,749$ 8 Recreation Services Division
McCambridge Park Program
001.PR31A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 1.700 3.950 1.700 (2.250)
60001.0000 Salaries & Wages 142,150 $ 198,992 $ 120,835 $ (78,157) $ 60006.0000 Overtime - Non-Safety 1,370 3,003 3,003 60012.0000 Fringe Benefits 40,636 22,600 24,389 1,789 60012.1008 Fringe Benefits:Retiree Benefits 39 1,395 3,408 2,013 60012.1509 Fringe Benefits:Employer Paid PERS 13,769 9,219 11,137 1,918 60012.1528 Fringe Benefits:Workers Comp 1,066 2,797 1,228 (1,569) 60012.1531 Fringe Benefits:PERS UAL 33,185 26,635 29,445 2,810 60015.0000 Wellness Program Reimbursement 371 - - 60027.0000 Payroll Taxes Non-Safety 2,033 2,885 1,752 (1,133) Salaries & Benefits 234,620 267,526 195,197 (72,329) 62000.0000 Utilities 1,436,857 $ 1,305,093 $ 1,582,067 $ 276,974 $ 62165.0000 Special Recreation Contract Services 35,947 97,400 97,400 62220.0000 Insurance 55,209 69,407 112,359 42,952 62300.0000 Special Dept Supplies 3,773 4,577 4,577 62300.1011 Sp Dept Supplies:Military Banner 746 2,700 2,700 62305.0000 Reimbursable Materials 274 2,020 2,020 62310.0000 Office Supplies, Postage & Printing 615 1,000 1,000 62485.0000 Fund 535 Communications Rental Rate 39,359 39,359 40,080 721 62496.0000 Fund 537 Computer System Rental 20,987 22,765 34,823 12,058 62670.0000 WW II Commemoration 9,999 12,000 12,000 Materials, Supplies & Services 1,603,767 1,556,321 1,889,026 332,705 Total Expenses 1,838,387 $ 1,823,847 $ 2,084,223 $ 260,376 $ 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 Ceremon
y.
CHANGES FROM PRIOR YEAR
Five Facility Attendant II positions were reallocated from PR31A to PR31C.
OBJECTIVES
9 Recreation Services Division
Verdugo Park Program
001.PR31B
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-2
4 CHANGE FROM
PRIOR YEAR
Staff Years 3.440 3.190 (3.190) 60001.0000 Salaries & Wages 184,770 $ 187,243 $ 261,112 $ 73,869 $ 60006.0000 Overtime - Non-Safety 1,603 3,000 3,000 60012.0000 Fringe Benefits 20,296 32,117 52,225 20,108 60012.1008 Fringe Benefits:Retiree Benefits 80 2,822 2,752 (70) 60012.1509 Fringe Benefits:Employer Paid PERS 18,105 11,257 20,322 9,065 60012.1528 Fringe Benefits:Workers Comp 2,145 2,739 2,504 (235) 60012.1531 Fringe Benefits:PERS UAL 53,039 51,723 39,481 (12,242) 60027.0000 Payroll Taxes Non-Safety 2,712 2,715 3,786 1,071 60031.0000 Payroll Adjustments (121) - - Salaries & Benefits 282,630 293,616 385,182 91,566 62000.0000 Utilities 96,349 $ 54,403 $ 95,789 $ 41,386 $ 62135.1013 Govt Svcs:Youth Leadership Program 7,154 7,000 7,000 62165.0000 Special Recreation Contract Services 110,478 100,050 100,050 62300.0000 Special Dept Supplies 13,360 10,420 10,420 62305.0000 Reimbursable Materials 8,029 11,559 11,559 62310.0000 Office Supplies, Postage & Printing 1,000 1,000 1,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 4,914 6,455 7,122 667 62496.0000 Fund 537 Computer System Rental 15,624 16,739 22,075 5,336 Materials, Supplies & Services 256,908 207,626 255,015 47,389 Total Expenses 539,538$ 501,242$ 640,197$ 138,955$
CHANGES FROM PRIOR YEAR
As part of a Department reorganization, Recreation Coordinator and part-time Recreation Leader positions were upgraded to a Recreation Supervisor and a full-time Senior Recreation Leader.
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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEA
R
Staff Years 12.789 13.543 16.243 2.700 60001.0000 Salaries & Wages 350,033$ 568,296$ 675,569$ 107,273$ 60006.0000 Overtime - Non-Safety 1,012 924 924 60012.0000 Fringe Benefits 19,703 59,756 67,465 7,709 60012.1008 Fringe Benefits:Retiree Benefits 329 10,491 11,684 1,193 60012.1509 Fringe Benefits:Employer Paid PERS 20,032 18,744 22,995 4,251 60012.1528 Fringe Benefits:Workers Comp 3,019 8,037 6,477 (1,560) 60012.1531 Fringe Benefits:PERS UAL 29,568 33,315 39,751 6,436 60015.0000 Wellness Program Reimbursement 169 - - 60027.0000 Payroll Taxes Non-Safety 5,269 8,240 9,796 1,556 60031.0000 Payroll Adjustments 1,237 - - Salaries & Benefits 430,370 707,803 834,661 126,858 62000.0000 Utilities 13,399$ 6,579$ 12,099$ 5,520$ 62165.0000 Special Recreation Contract Services 288,609 247,228 272,228 25,000 62300.0000 Special Dept Supplies 9,764 15,700 15,700
62305.0000 Reimbursable Materials - 50 50 62310.0000 Office Supplies, Postage & Printing 1,976 1,700 1,700 62485.0000 Fund 535 Communications Rental Rate 1,231 1,231 1,231 62496.0000 Fund 537 Computer System Rental 113,078 108,214 118,402 10,188 Materials, Supplies & Services 428,057 380,702 421,410 40,708 Total Expenses 858,427$ 1,088,505$ 1,256,071$ 167,566$
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 Department's annual Summer Camp Fair.
Coordinate the evening park gate closures.
Provide facility attendant support to recreation centers.
CHANGES FROM PRIOR YEAR
To meet the department's operational needs, five part-time Facility Attendant II positions were moved to PR31C from PR31A and an additional Facility Attendant II (.450 FTE) was added to the budget.
Funds in the amount of $25,000 have been added to the Special Recreation Contract Services account to offset the financial subsidy provided to lower-income residents through the Burbank PASS program. 11 Community Services Division
Starlight Bowl
001.PR31D
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-2
4 CHANGE FROM
PRIOR YEAR
Staff Years 1.700 1.700 1.700
60001.0000 Salaries & Wages 153,717$ 130,477$ 125,949$ (4,528)$ 60006.0000 Overtime - Non-Safety 943 - - 60012.0000 Fringe Benefits 28,515 24,029 25,312 1,283
60012.1008 Fringe Benefits:Retiree Benefits 72 1,395 1,467 72 60012.1509 Fringe Benefits:Employer Paid PERS 14,894 9,925 11,159 1,234 60012.1528 Fringe Benefits:Workers Comp 1,426 2,199 1,389 (810) 60012.1531 Fringe Benefits:PERS UAL 27,243 32,316 33,170 854 60015.0000 Wellness Program Reimbursement 203 - - 60027.0000 Payroll Taxes Non-Safety 2,232 1,892 1,826 (66) 60031.0000 Payroll Adjustments 405 - - Salaries & Benefits 229,650 202,233 200,272 (1,961)
62085.0000 Other Professional Services 49,914 $ 124,684 $ 124,684 $ 62170.0000 Private Contractual Services 6,639 89,727 89,727 62300.0000 Special Dept Supplies 16,514 29,291 29,291
62300.1000 Special Dept Supplies:Fire Fighting 412 - - 62496.0000 Fund 537 Computer System Rental 8,443 8,020 9,246 1,226 62700.0000 Memberships & Dues - 750 750 62895.0000 Miscellaneous Expenses - 4,000 4,000 Materials, Supplies & Services 81,923 256,472 257,698 1,226 Total Expenses 311,573 $ 458,705 $ 457,970 $ (735) $ 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, and private rentals.
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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-2
4 CHANGE FROM
PRIOR YEAR
Staff Years 3.318 3.318 3.318
60001.0000 Salaries & Wages 175,763$ 180,098$ 188,301$ 8,203$ 60006.0000 Overtime - Non-Safety 1,003 1,500 1,500 60012.0000 Fringe Benefits 17,276 37,768 41,718 3,950 60012.1008 Fringe Benefits:Retiree Benefits 77 2,722 2,863 141 60012.1509 Fringe Benefits:Employer Paid PERS 14,869 13,425 16,571 3,146 60012.1528 Fringe Benefits:Workers Comp 2,170 3,206 2,104 (1,102) 60012.1531 Fringe Benefits:PERS UAL 26,144 36,611 26,335 (10,276) 60015.0000 Wellness Program Reimbursement 158 - - 60027.0000 Payroll Taxes Non-Safety 2,608 2,611 2,730 119 Salaries & Benefits 240,068 277,941 282,122 4,181 62000.0000 Utilities 18,015$ 22,015$ 22,015$ 62085.0000 Other Professional Services 1,524 600 600 62165.0000 Special Recreation Contract Services - 13,000 13,000 62300.0000 Special Dept Supplies 5,366 8,867 8,867 62305.0000 Reimbursable Materials 4,228 3,900 3,900 62310.0000 Office Supplies, Postage & Printing 719 1,000 1,000 62496.0000 Fund 537 Computer System Rental 14,571 17,254 20,434 3,180 62685.0000 Holiday Decorations - City 1,254 1,400 1,400 Materials, Supplies & Services 45,676 68,036 71,216 3,180 Total Expenses 285,744$ 345,977$ 353,338$ 7,361$
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 a maintenance and servicing agreement with the Los Angeles County - Regional Park and Open Space District.
Enhance the 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, outside camps, and scout groups. 13 Recreation Services Division
Youth Resource Programs
001.PR31F
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
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 3,053 3,787 4,188 401 62895.0000 Miscellaneous Expenses - 829 829 62970.0000 Holding - 270,000 270,000 Materials, Supplies & Services 273,053 274,616 275,017 401 Total Expenses 273,053$ 274,616$ 275,017$ 401$ Provide administrative support for BGC to provide a middle-school afterschool program.
Provide administrative support for FSA to provide youth counseling services throughout the 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEA
R
Staff Years 2.850 2.850 2.850
60001.0000 Salaries & Wages 70,179$ 158,116$ 169,543$ 11,427$ 60006.0000 Overtime - Non-Safety 577 1,500 1,500 60012.0000 Fringe Benefits 9,340 28,671 31,352 2,681 60012.1008 Fringe Benefits:Retiree Benefits 67 2,338 2,459 121 60012.1509 Fringe Benefits:Employer Paid PERS 5,564 10,103 12,865 2,762 60012.1528 Fringe Benefits:Workers Comp 2,289 3,150 2,065 (1,085) 60012.1531 Fringe Benefits:PERS UAL 30,022 31,701 11,222 (20,479) 60015.0000 Wellness Program Reimbursement 158 - - 60027.0000 Payroll Taxes Non-Safety 988 2,293 2,458 165 60031.0000 Payroll Adjustments 132 - - Salaries & Benefits 119,315 237,872 233,464 (4,408) 62000.0000 Utilities 33,137 $ 32,071 $ 37,100 $ 5,029 $ 62165.0000 Special Recreation Contract Services 38,958 70,750 70,750 62300.0000 Special Dept Supplies 9,394 8,000 8,000 62305.0000 Reimbursable Materials 93 1,000 1,000 62310.0000 Office Supplies, Postage & Printing 3,512 1,800 1,800 62496.0000 Fund 537 Computer System Rental 16,159 18,322 21,401 3,079 62685.0000 Holiday Decorations - City 1,786 2,000 2,000 Materials, Supplies & Services 103,040 133,943 142,051 8,108 Total Expenses 222,355 $ 371,815 $ 375,515 $ 3,700 $
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.
Monitor the use of the facility by permit users.
Coordinate the specialty 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 21.735 21.485 21.485 60001.0000 Salaries & Wages 852,185 $ 898,818 $ 937,109 $ 38,291 $ 60006.0000 Overtime - Non-Safety 2,722 12,192 12,192 60012.0000 Fringe Benefits 71,776 74,221 86,534 12,313 60012.1008 Fringe Benefits:Retiree Benefits 506 17,830 18,536 706 60012.1509 Fringe Benefits:Employer Paid PERS 53,256 29,868 36,811 6,943 60012.1528 Fringe Benefits:Workers Comp 26,933 30,461 17,475 (12,986) 60012.1531 Fringe Benefits:PERS UAL 104,332 108,214 106,629 (1,585) 60015.0000 Wellness Program Reimbursement 495 - - 60027.0000 Payroll Taxes Non-Safety 12,555 13,033 13,588 555 60031.0000 Payroll Adjustments 1,785 - - Salaries & Benefits 1,126,545 1,184,637 1,228,874 44,237 62165.0000 Special Recreation Contract Services 29,820$ 45,898 $ 45,898 $ 62170.0000 Private Contractual Services 30,181 30,451 42,951 12,500 62300.0000 Special Dept Supplies 26,121 43,600 43,600 62305.0000 Reimbursable Materials 36,201 40,004 40,004 62310.0000 Office Supplies, Postage & Printing 4 3,250 3,250 62475.0000 Fund 532 Vehicle Equip Rental Rate 5,997 10,051 10,176 125 62496.0000 Fund 537 Computer System Rental 75,355 75,364 90,460 15,096 62700.0000 Memberships & Dues 750 1,000 1 ,000
62895.0000 Miscellaneous Expenses 78 2,000 2,000 Materials, Supplies & Services 204,507 251,618 279,339 27,721 Total Expenses 1,331,052$ 1,436,255$ 1,508,213$ 71,958$
CHANGES FROM PRIOR YEAR
An additional $12,500 was added to the Private Contractual Services account for day camp field trips.
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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 10.379 11.781 12.785 1.004 60001.0000 Salaries & Wages 885,683 $ 714,233 $ 781,219 $ 66,986 $ 60006.0000 Overtime - Non-Safety 2,144 7,854 7,854 60012.0000 Fringe Benefits 140,655 91,058 101,134 10,076 60012.1008 Fringe Benefits:Retiree Benefits 288 8,514 10,164 1,650 60012.1509 Fringe Benefits:Employer Paid PERS 81,007 33,339 41,573 8,234 60012.1528 Fringe Benefits:Workers Comp 7,620 12,156 8,347 (3,809) 60012.1531 Fringe Benefits:PERS UAL 100,164 128,026 164,212 36,186 60015.0000 Wellness Program Reimbursement 829 - - 60027.0000 Payroll Taxes Non-Safety 12,888 10,356 11,328 972 60031.0000 Payroll Adjustments 2,091 - - Salaries & Benefits 1,233,370 1,005,536 1,125,831 120,295 62085.0000 Other Professional Services 5,219 $ 11,000 $ 11,000 $ 62165.0000 Special Recreation Contract Services 498,154 388,709 647,210 258,501 62300.0000 Special Dept Supplies 6,567 6,285 35,085 28,800 62305.0000 Reimbursable Materials 1,847 2,250 2,250 62310.0000 Office Supplies, Postage & Printing 4,875 6,200 6,200 62475.0000 Fund 532 Vehicle Equip Rental Rate 18,625 20,870 26,795 5,925 62496.0000 Fund 537 Computer System Rental 49,345 53,609 64,887 11,278 62700.0000 Memberships & Dues 800 - -
Materials, Supplies & Services 585,430 488,923 793,427 304,504 Total Expenses 1,818,800$ 1,494,459$ 1,919,258$ 424,799$
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).
CHANGES FROM PRIOR YEAR
A Senior Clerk was upgraded to a Principal Clerk. To meet the Department's operational needs with the Adult Soccer League (League), a Facility Attendant II position (.450 FTE) was added to the budget. One Recreation Leader position was increased from .200 FTE to .235 FTE, and another was decreased from .350 FTE to .269 FTE. Two Recreation Leader positions were added at .250 FTE each. Additionally, a Senior Recreation Leader was upgraded to a Recreation Funds in the amount of $28,800 was added to the Special Department Supplies account to support League equipment, the Park and Play mobile recreation program, and to host an Adaptive Sports Day aimed at increasing inclusiveness and awareness of people living with disabilities in the community.
An additional $258,501 was added to the Special Recreation Contract Services Supplies account to support League officials and pay for instructional services.
17 Recreation Services Division
Aquatics Program
001.PR32C
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 16.360 14.870 15.230 0.360
60001.0000 Salaries & Wages 531,433 $ 641,669 $ 707,307 $ 65,638 $ 60006.0000 Overtime - Non-Safety 17,408 9,386 9,386 60012.0000 Fringe Benefits 48,313 69,255 76,943 7,688 60012.1008 Fringe Benefits:Retiree Benefits 427 13,421 12,829 (592) 60012.1509 Fringe Benefits:Employer Paid PERS 28,924 22,492 29,384 6,892 60012.1528 Fringe Benefits:Workers Comp 3,852 7,893 6,224 (1,669) 60012.1531 Fringe Benefits:PERS UAL 86,909 75,784 60,035 (15,749) 60015.0000 Wellness Program Reimbursement 37 - - 60027.0000 Payroll Taxes Non-Safety 8,418 9,304 10,256 952 60031.0000 Payroll Adjustments 11,602 - - Salaries & Benefits 737,324 849,204 912,364 63,160 62165.0000 Special Recreation Contract Services 25,832$ 36,000 $ 36,000 $ 62170.0000 Private Contractual Services 25,384 10,000 10,000 62300.0000 Special Dept Supplies 23,240 29,800 29,800 62305.0000 Reimbursable Materials 2,042 1,980 1,980 62310.0000 Office Supplies, Postage & Printing 2,532 2,390 2,390 62496.0000 Fund 537 Computer System Rental 63,601 68,094 72,613 4,519 Materials, Supplies & Services 142,633 148,264 152,783 4,519 Total Expenses 879,957 $ 997,468 $ 1,065,147 $ 67,679 $
CHANGES FROM PRIOR YEAR
To support the BUSD's use of City pools through the Memorandum of Understanding (MOU) for cooperative use of pools, two Lifeguard positions were each increased from .020 FTE to .200 FTE. Additionally, the Aquatic Program Coordinator position was upgraded to Recreation Supervisor.
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, Rock-a-Hula, Summer Kickoff, 4th of July Celebration, Splashtastic, 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, synchronized swim team, and youth swim teams.
18 Community Services Division
Cultural Services Program
001.PR32D
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 4.260 4.260 4.260
60001.0000 Salaries & Wages 243,800 $ 274,937$ 270,693$ (4,244)$ 60006.0000 Overtime - Non-Safety 288 1,386 1,386 60012.0000 Fringe Benefits 48,888 53,424 59,251 5,827 60012.1008 Fringe Benefits:Retiree Benefits 132 3,495 3,675 180 60012.1509 Fringe Benefits:Employer Paid PERS 23,717 20,476 23,499 3,023 60012.1528 Fringe Benefits:Workers Comp 2,844 4,516 2,907 (1,609) 60012.1531 Fringe Benefits:PERS UAL 45,428 51,991 54,302 2,311 60015.0000 Wellness Program Reimbursement 203 - - 60027.0000 Payroll Taxes Non-Safety 3,441 3,987 3,925 (62) 60031.0000 Payroll Adjustments 250 - - Salaries & Benefits 368,991 414,212 419,638 5,426 62085.0000 Other Professional Services 3,896$ 2,850$ 14,100$ 11,250 62165.0000 Special Recreation Contract Services 64,274 70,120 70,120 62300.0000 Special Dept Supplies 11,026 10,854 10,854 62300.1014 Sp Dept Supplies:Cultural Arts Items 11,257 17,000 5,000 (12,000) 62305.0000 Reimbursable Materials 11,000 11,000 13,886 2,886 62310.0000 Office Supplies, Postage & Printing 2,188 3,000 3,000 62435.0000 General Equipment Maint & Repair - 2,693 2,693 62496.0000 Fund 537 Computer System Rental 20,937 23,088 27,365 4,277 62660.0000 Performing Arts Grant Program - 100,000 50,000 ( 50,000)
62700.0000 Memberships & Dues 630 - - 62805.0000 Purchased Power: 30 - - 62895.0000 Miscellaneous Expenses 612 658 658 Materials, Supplies & Services 125,850 241,263 197,676 (43,587) Total Expenses 494,841$ 655,475$ 617,314$ (38,161)$ 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
Art in Public Places one-time restrictive funding in the amount of $11,250 has been added to the special departmental supplies account to pay for Phase 7 of the Burbank Arts Utility Box Beautification Program that will commission artists to paint a total of nine new utility boxes. Since its inception, a total of 60 utility boxes have been painted. An additional $2,886 was added to the Reimbursable Materials account for increased clay costs.
CHANGES FROM PRIOR YEAR
Coordinate the Art Experiences day camp for children ages 5½-11 years during the summer.
Provide liaison support to the Burbank Cultural Arts Commission and other arts organizations.
Offer quarterly visual and performing art classes for youth and adults.
The Cultural Services Program provides a variety of performing and visual arts programs, exhibits, instructional classes, workshops, and special events to the Burbank community.
Maintain and update content on the Burbank Arts website.
Coordinate the annual Youth Art Expo with the Burbank Unified School District. 19 Community Services Division
Commercial and Special Events Program
001.PR32E
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 0.050 0.050 0.050
60001.0000 Salaries & Wages 5,953$ 5,930$ 5,930$ 60006.0000 Overtime - Non-Safety - 2,185 2,185 60012.0000 Fringe Benefits 1,173 1,019 1,103 84 60012.1008 Fringe Benefits:Retiree Benefits 6 41 43 2 60012.1509 Fringe Benefits:Employer Paid PERS 550 495 580 85 60012.1528 Fringe Benefits:Workers Comp 35 73 52 (21) 60012.1531 Fringe Benefits:PERS UAL 957 939 1,036 97 60027.0000 Payroll Taxes Non-Safety 83 86 86 Salaries & Benefits 8,756 10,768 11,015 247 62300.0000 Special Dept Supplies 13,296$ 16,516$ 16,516$ 62305.0000 Reimbursable Materials 2,050 2,135 2,135 62496.0000 Fund 537 Computer System Rental 11,051 14,528 16,228 1,700 62680.0000 Independence Day Celebration 29,000 33,500 37,000 3,500 62685.0000 Holiday Decorations - City 7,020 6,848 6,848 62895.0000 Miscellaneous Expenses 1,000 1,000 1,000 Materials, Supplies & Services 63,418 74,527 79,727 5,200 Total Expenses 72,174$ 85,295$ 90,742$ 5,447$ An additional $3,500 was added to the Independence Day Celebration account for the Independence Day Celebration event.
The Commercial and Special Events Program coordinates, provides, and facilitates various citywide events with a variety of civic groups and organizations.
OBJECTIVES
Coordinate and conduct holiday and seasonal special events, including the annual Fourth of July celebration at the Starlight Bowl and the Mayor's Tree Lighting Ceremony.
CHANGES FROM PRIOR YEAR
20 Recreation Services Division
Athletic Leagues
001.PR32F
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-2
4 CHANGE FROM
PRIOR YEAR
62085.0000 Other Professional Services 19,805$ 17,500$ 17,500$ 62300.0000 Special Dept Supplies 55,256 47,600 47,600 62305.0000 Reimbursable Materials 99,108 92,600 92,600 62450.0000 Building Grounds Maint & Repair 14,041 10,000 50,000 40,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 6,317 9,482 9,804 322 62496.0000 Fund 537 Computer System Rental 4,978 5,774 6,389 615 62700.0000 Memberships & Dues 596 800 800 Materials, Supplies & Services 200,100 183,756 224,693 40,937 Total Expenses 200,100$ 183,756$ 224,693$ 40,937$ 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 the City's 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
An additional $40,000 was added to the Building Grounds Maintenance and Repair account for ballfield maintenance and repair.
21 Community Services Division
Provide approximately 750 volunteers to around 40 volunteer stations, delivering 130,000 hours of service annually.
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 1.500 1.500 1.500
60001.0000 Salaries & Wages 23,491 $ 79,524 $ 80,429 $ 905 $ 60006.0000 Overtime - Non-Safety - 177 177 60012.0000 Fringe Benefits 1,973 22,352 24,155 1,803 60012.1008 Fringe Benefits:Retiree Benefits 35 1,231 1,294 63 60012.1509 Fringe Benefits:Employer Paid PERS 2,106 6,632 7,866 1,234 60012.1528 Fringe Benefits:Workers Comp 1,396 1,916 1,109 (807) 60012.1531 Fringe Benefits:PERS UAL 11,530 14,996 5,183 (9,813) 60027.0000 Payroll Taxes Non-Safety 330 1,153 1,166 13 Salaries & Benefits 40,861 127,981 121,379 (6,602) 62085.0000 Other Professional Services 4,975 $ 18,500 $ 12,000 $ (6,500)$
62170.0000 Private Contractual Services - 1,000 1,000 62220.0000 Insurance 31,567 43,978 82,161 38,183 62300.0000 Special Dept Supplies 7,760 7,970 7,970 62310.0000 Office Supplies, Postage & Printing 1,795 2,907 2,907 62485.0000 Fund 535 Communications Rental Rate 25,262 25,262 25,262 62496.0000 Fund 537 Computer System Rental 6,415 6,758 8,046 1,288 Materials, Supplies & Services 77,773 106,375 139,346 32,971 Total Expenses 118,634 $ 234,356 $ 260,725 $ 26,369 $ 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.
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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
62300.0000 Special Dept Supplies 453,431$ 308,084$ 288,084$ (20,000)$ 62310.0000 Office Supplies, Postage & Printing 2,143 1,000 1,000 62435.0000 General Equipment Maint & Repair 3,725 5,467 25,467 20,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 19,206 18,928 37,066 18,138 62496.0000 Fund 537 Computer System Rental 56,034 5,647 6,187 540 62700.0000 Memberships & Dues - 160 160 62895.0000 Miscellaneous Expenses 1,273 1,085 1,085 Materials, Supplies & Services 535,811 340,371 359,049 18,678 Total Expenses 535,811$ 340,371$ 359,049$ 18,678$ 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 over the age of 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.
CHANGES FROM PRIOR YEAR
Reallocated $20,000 from the Special Department Supplies to the General Equipment Maintenance and Repair account to cover increased maintenance costs for an additional dishwashing machine at the McCambridge Recreation Center.
Provide nutritionally well-balanced meals that meet the nutritional requirements of the Federal Older American Act and provides at least one-third of the United States Department of Agriculture (USDA) requirements for adults 60 years of age and over.
Provide liaison support to the Burbank Nutrition Advisory Group.
Coordinate a holiday meal program that provides home-delivered Thanksgiving and Christmas dinners for homebound seniors.
23 Community Services Division
Congregate Meals
001.PR42B
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 8.488 8.435 8.899 0.464
60001.0000 Salaries & Wages 370,135$ 487,901$ 533,923$ 46,022$ 60006.0000 Overtime - Non-Safety 241 766 766 60012.0000 Fringe Benefits 69,983 102,232 123,978 21,746 60012.1008 Fringe Benefits:Retiree Benefits 198 6,963 7,277 314 60012.1509 Fringe Benefits:Employer Paid PERS 35,661 38,582 49,666 11,084 60012.1528 Fringe Benefits:Workers Comp 16,361 25,225 18,026 (7,199) 60012.1531 Fringe Benefits:PERS UAL 91,040 81,060 79,886 (1,174) 60015.0000 Wellness Program Reimbursement 963 - - 60027.0000 Payroll Taxes Non-Safety 5,255 7,075 7,742 667 Salaries & Benefits 589,837 749,804 821,264 71,460 Total Expenses 589,837$ 749,804$ 821,264$ 71,460$
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years 6.348 5.795 5.259 (0.536)
60001.0000 Salaries & Wages 295,888$ 297,061$ 257,375$ (39,686)$ 60006.0000 Overtime - Non-Safety 193 - - 60012.0000 Fringe Benefits 55,945 79,931 76,347 (3,584) 60012.1008 Fringe Benefits:Retiree Benefits 148 5,207 5,000 (207) 60012.1509 Fringe Benefits:Employer Paid PERS 28,507 23,963 24,191 228 60012.1528 Fringe Benefits:Workers Comp 15,598 23,396 14,040 (9,356) 60012.1531 Fringe Benefits:PERS UAL 63,572 72,510 54,005 (18,505) 60015.0000 Wellness Program Reimbursement 770 - - 60027.0000 Payroll Taxes Non-Safety 4,201 4,307 3,732 (575) Salaries & Benefits 464,822 506,375 434,690 (71,685) Total Expenses 464,822$ 506,375$ 434,690$ (71,685)$ Home Delivery
001.PR42C
CHANGES FROM PRIOR YEAR
The Senior Clerk position that was split between cost centers PR42B and PR42C was upgraded to a Principal Clerk and is now allocated in PR42B. The Senior Food Services Aide FTE was reduced from .700 FTE to .628 FTE. 24 Community Services Division
Information and Assistance Program
001.PR43A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-2
4 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 1,334 1,792 1,991 199 62895.0000 Miscellaneous Expenses - 150 150 Materials, Supplies & Services 1,334 3,270 3,469 199 Total Expenses 1,334 $ 3,270 $ 3,469 $ 199 $ 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 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-2
4 CHANGE FROM
PRIOR YEAR
Staff Years 5.071 5.071 5.071
60001.0000 Salaries & Wages 279,715$ 295,094$ 299,132$ 4,038$ 60006.0000 Overtime - Non-Safety 316 176 176 60012.0000 Fringe Benefits 41,895 67,739 74,840 7,101
60012.1008 Fringe Benefits:Retiree Benefits 141 4,160 4,375 215 60012.1509 Fringe Benefits:Employer Paid PERS 27,565 23,813 28,288 4,475 60012.1528 Fringe Benefits:Workers Comp 4,277 5,935 3,669 (2,266) 60012.1531 Fringe Benefits:PERS UAL 45,477 66,348 53,571 (12,777) 60015.0000 Wellness Program Reimbursement 563 - - 60027.0000 Payroll Taxes Non-Safety 4,032 4,279 4,337 58 60031.0000 Payroll Adjustments 1,147 - - Salaries & Benefits 405,129 467,544 468,388 844
62000.0000 Utilities 69,563$ 66,956$ 77,305$ 10,349$ 62165.0000 Special Recreation Contract Services 1,054 14,000 14,000 62300.0000 Special Dept Supplies 8,003 12,043 12,043
62305.0000 Reimbursable Materials - 60,000 60,000 62310.0000 Office Supplies, Postage & Printing 2,729 3,200 3,200 62475.0000 Fund 532 Vehicle Equip Rental Rate 8,279 2,476 5,840 3,364 62496.0000 Fund 537 Computer System Rental 60,060 73,224 78,669 5,445 62685.0000 Holiday Decorations - City - 2,000 2,000 Materials, Supplies & Services 149,688 233,899 253,057 19,158 Total Expenses 554,817$ 701,443$ 721,445$ 20,002$ Provide liaison support for the Senior Citizen Board.
OBJECTIVES
The Senior Recreation Program plans and provides a variety of recreation programs geared for adults ages 55 and older.
This program is housed at both the Joslyn Adult Center and Tuttle Center, and 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-2
4 CHANGE FROM
PRIOR YEAR
Staff Years - 0.500 0.500
60001.0000 Salaries & Wages -$ 40,130$ 41,117$ 987 60012.0000 Fringe Benefits - 16,275 8,864 (7,411) 60012.1008 Fringe Benefits:Retiree Benefits - - 431 431 60012.1509 Fringe Benefits:Employer Paid PERS - 3,347 4,021 674 60012.1528 Fringe Benefits:Workers Comp - 494 362 (132) 60027.0000 Payroll Taxes Non-Safety - 582 596 14 Salaries & Benefits - 60,828 55,391 (5,437) 62310.0000 Office Supplies, Postage & Printing -$ 100$ 100$ 62496.0000 Fund 537 Computer System Rental 12,146 16,165 19,989 3,824 Materials, Supplies & Services 12,146 16,265 20,089 3,824 Total Expenses 12,146$ 77,093$ 75,480$ (1,613)$
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. It 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 and Recreation Department's 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.
An additional one-time funding of $34,864 was added to the Ovetime-Non-Safety account to address operational and community needs. A $4,000 contribution to the Information Technology Fund (Fund 537) was added for a contract with Data Ticket to provide Administrative Citation support through a web-based system.
Enhance the quality of life and adoption rates of long-term resident dogs through the Adult Dog Foster Program.
Provide a broader presence in parks to assist with education and enforcement of pertinent laws.
CHANGES FROM PRIOR YEAR
The Animal Shelter is part of the Community Services Division and is responsible for enforcing all laws related to the regulation, care, treatment, and impounding of animals, including licensing, inspection of kennels, stables and pet stores, and investigation of complaints. It is a full-service Animal Shelter that provides animal recovery, temporary shelter, adoption services, education, and enforcement to protect the welfare of animals and the community we serve.
OBJECTIVES
Provide timely responses to citizen calls for service concerning loose domesticated animals, animal concerns, or complaints.
Operate an efficient animal registration program.
Maintain an active spay/neuter education program.
28 Community Services Division
Animal Shelter
001.PR47A
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGE FROM
PRIOR YEAR
Staff Years - 15.500 15.500 60001.0000 Salaries & Wages 19,765$ 981,433$ 1,127,458$ 146,025$ 60006.0000 Overtime - Non-Safety 1,813 45,136 80,000 34,864 60012.0000 Fringe Benefits 4,285 264,038 280,499 16,461 60012.1008 Fringe Benefits:Retiree Benefits - 10,254 13,373 3,119 60012.1509 Fringe Benefits:Employer Paid PERS 1,871 81,852 110,265 28,413 60012.1528 Fringe Benefits:Workers Comp - 15,196 12,566 (2,630) 60012.1531 Fringe Benefits:PERS UAL - 171,031 164,507 (6,524) 60015.0000 Wellness Program Reimbursement 540 - - 60016.1528 Fringe Safety: Workers Comp - 74,291 83,463 9,172 60027.0000 Payroll Taxes Non-Safety 306 14,231 16,348 2,117 Salaries & Benefits 28,578 1,657,462 1,888,479 231,017 62000.0000 Utilities -$ 73,987$ 78,575$ 4,588$ 62085.0000 Other Professional Services - 14,000 14,000 62170.0000 Private Contractual Services - 16,000 16,000 62300.0000 Special Dept Supplies 589 207,125 125,125 (82,000) 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 12,943 (22,249) 62485.0000 Fund 535 Communications Rental Rate - 28,067 30,742 2,675 62496.0000 Fund 537 Computer System Rental -
107,295 142,597 35,302
62700.0000 Memberships & Dues - 425 425 62710.0000 Travel - 450 450 62755.0000 Training - 2,500 2,500 Materials, Supplies & Services 589 516,993 455,309 (61,684) 70023.0532 Capital Contribution:Fund 532 -$ 40,000$ -$ (40,000)$ 70023.0537 Capital Contribution:Fund 537 - - 4,000 4,000 Capital Expenses - 40,000 4,000 36,000 Total Expenses 29,167$ 2,214,455$ 2,347,788$ 133,333$ 29 PARKS and RECREATION
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
CHANGE FROM
PRIOR YEAR
INTERMEDIATE CLK 2.000 3.000 3.000
ADM ANALYST I (M) 3.000 3.000 2.000 -1.000
SR CLK 4.000 4.000 2.000 -2.000
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 0.000 0.000
PRIN CLK 0.000 1.000 3.000 2.000
REC CORD 7.000 6.000 5.000 -1.000
ADM OFCR 1.000 1.000 0.000 -1.000
AQUATIC PROG CORD 1.000 1.000 0.000 -1.000
KENNEL ATTENDANT 0.000 3.000 3.000
LIFEGUARD 4.711 4.711 5.071 0.360
LIFEGUARD-INSTRUCTOR 5.375 5.375 5.375
SR ANIMAL CTRL OFCR 0.000 1.000 1.000
REC LDR 17.065 19.115 20.554 1.439
REC SRVS MGR 4.000 4.000 3.000 -1.000
CLERICAL WKR 1.000 0.329 0.455 0.126
GRAPHICS MEDIA DESIGNER 0.000 0.000 1.000 1.000
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 9.000 2.000
SR ADM ANALYST (M) 1.000 1.000 3.000 2.000
VETERINARY TECH 0.000 1.500 1.500
WK TRAINEE I 19.694 19.794 19.794
LANDSCAPE AND FORESTRY SRVS SUPT 1.000 1.000 0.000 -1.000 PRCS DIR 1.000 1.000 1.000
ADM ANALYST II (M) 2.000 4.000 3.000 -1.000
AST PRCS DIR 1.000 1.000 4.000 3.000
DEP DIR-PRCS 1.000 1.000 0.000 -1.000
ANIMAL SHELTER SUPT 0.000 1.000 1.000
ANIMAL CTRL OFCR 0.000 5.000 5.000
SOC SRVS CORD 3.045 2.940 2.940
VETERINARIAN 0.000 1.000 1.000
SR FOOD SRVS AIDE 2.700 2.700 2.628 -0.072
SR LIFEGUARD 2.284 2.284 2.284
SR REC LDR 10.090 9.190 9.290 0.100
SR TREE TRIMMER 7.000 7.000 7.000
SOC SRVS PROG SUPV-NUTR 0.000 1.000 1.000
SOC SRVS SUPV 0.500 0.500 0.500
FORESTRY SVCS SUPV 2.000 2.000 2.000
FACILITY ATTENDANT II 9.900 11.656 12.556 0.900
TREE TRIMMER HELPER 3.000 3.000 3.000
IRRIG SPEC 1.000 1.000 1.000
TOTAL STAFF YEARS 166.887 184.127 186.980 2.853
30 LIBRARY SERVICES
Strengthen the community by connecting users with resources to meet their needs.
Build resilience in the community and the staff.
Demonstrate value in space, operations, and resources.
DEPARTMENT SUMMAR
Y
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGES FROM
PRIOR YEAR
Staff Years 64.327 65.488 65.288 (0.200) Salaries & Benefits 5,741,085 6,434,376 6,682,249 247,873 Materials, Supplies & Services 1,881,328 2,130,273 2,366,174 235,901 TOTAL 7,622,413$ 8,564,649 $ 9,048,423 $ 483,774 $
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, program s, and services. Three Library sites - the Central Library, the Buena Vista Branch Library, and the Northwest Br anch Library - offer access to a collection of more than 1 million items including books, audiobooks, large print books, movies, music, magaz ines, historical material, eBooks, eAudiobooks, and online research resources. Staff provides basic and in-depth resear ch help, assists with digital liter acy needs using the libraries' high-speed internet access, and connects users to a variety o f 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:
Early literacy programming for babies thr ough age five to prepare all children for school.
Job Connect, which offers assistance and technology access to job seekers.
The Burbank in Focus collection of digitized historical photos.
Regular educational and cultural events for all ages to support lifelong learning.
Adult Literacy Services, which provides one-on-one tutoring to adults who read below an 8th-grade level.
OBJECTIVES
The mission of Burbank Public Library is to connect the comm unity to opportunities for learning, growth, and discovery.
The Library Services Department creates a stronger Bu rbank community by supporting educational and recreational needs for access to information, literature, technology, cult ure, and learning. The Library's S trategic Plan includes these objectives:
Technology training for all ages to build a digitally literat e community, including the Spark! Digital Media Lab.
School-year and summer programs for K-12 students to maint ain and improve skills and promote a lifetime love of reading.
Support individuals and families by providing programs and services that support reading and learning throughout the lifespan.
Improve opportunity and equity by expanding services fo r workforce development, ent repreneurship, and technology access.
1 LIBRARY SERVICES
DEPARTMENT SUMMARY
2022-23
$8,564,649 2023-24
$9,048,423
$6,434,376
$6,682,249
$2,130,273 $2,366,174
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
2 Administration and Technical Services
001.LB01A
Develop system-wide policies and procedures.
EXPENDITURES
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGES FROM
PRIOR YEAR
Staff Years 5.500 8.500 8.500 60001.0000 Salaries & Wages 589,454$ 869,573$ 857,850$ (11,723)$ 60006.0000 Overtime - Non-Safety - 126 126 60012.0000 Fringe Benefits 75,358 171,632 185,203 13,571 60012.1008 Fringe Benefits:Retiree Benefits 128 4,512 7,333 2,821 60012.1509 Fringe Benefits:Employer Paid PERS 46,303 72,522 83,898 11,376 60012.1528 Fringe Benefits:Workers Comp 6,768 13,340 10,910 (2,430) 60012.1531 Fringe Benefits:PERS UAL 119,405 118,123 86,314 (31,809) 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 8,307 12,609 12,439 (170) 60031.0000 Payroll Adjustments (23) - - Salaries & Benefits 850,206 1,266,925 1,248,561 (18,364)
62000.0000 Utilities 306,787 $ 347,810 $ 397,810 $ 50,000 $ 62170.0000 Private Contractual Services 181,237 244,063 180,200 (63,863) 62220.0000 Insurance 54,133 74,426 125,002 50,576 62300.0000 Special Dept Supplies 40,569 31,000 30,000 (1,000) 62300.1017 Metro TAP Cards 9,616 500 500 62310.0000 Office Supplies, Postage & Printing 16,821 14,134 14,049 (85) 62440.0000 Office Equip Maint & Repair - 525 525 62455.0000 Equipment Rental 3,725 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 4,268 5,750 6,241 491 62485.0000 Fund 535 Communications Rental Rate 67,720 85,042 85,042 62496.0000 Fund 537 Computer System Rental 206,135 231,074 243,558 12,484 62690.0000 Sister City Committee 11,033 14,000 14,000 62700.0000 Memberships & Dues 283 750 750 62710.0000 Travel 44 500 500 62755.0000 Training 30,258 29,500 84,500 55,000 62830.1000 Credit Card Merchant Fees 386 1,750 1,000 (750) 62895.0000 Miscellaneous Expenses 121 400 400 Materials, Supplies & Services 945,897 1,098,135 1,200,988 102,853 Total Expenses 1,796,103$ 2,365,060$ 2,449,549$ 84,489$
CHANGES FROM PRIOR YEAR
One-time funding in Training supports development in two areas: Core staff training in justice, equity, diversity, and inclusion, and enhanced training in working with patrons experiencing homelessness or mental health or addiction issues.
Act as liaison to the 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.
Ov
ersee 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
FY2021-22
BUDGET
FY2022-23
BUDGET
FY2023-24
CHANGES FROM
PRIOR YEAR
Staff Years 58.827 56.988 56.788 (0.200) 60001.0000 Salaries & Wages 3,358,545$ 3,374,382$ 3,548,073$ 173,691$ 60006.0000 Overtime - Non-Safety 8,248 6,165 6,165 60012.0000 Fringe Benefits 573,572 764,551 811,393 46,842 60012.1008 Frin
ge Benefits:Retiree Benefits 1,645 49,899 49,166 (733) 60012.1509 Fringe Benefits:Employer Paid PERS 301,601 251,107 308,878 57,771 60012.1528 Fringe Benefits:Workers Comp 7,535 12,904 44,245 31,341 60012.1531 Fringe Benefits:PERS UAL 571,952 640,993 596,036 (44,957) 60015.0000 Wellness Program Reimbursement 4,073 - - 60027.0000 Payroll Taxes Non-Safety 62,287 67,450 69,732 2,282 60031.0000 Payroll Adjustments 1,421 - - Salaries & Benefits 4,890,879 5,167,451 5,433,688 266,237 62425.0000 Library Resource Materials 243,467 $ 242,050 $ 218,500 $ (23,550) 62425.1001 Library Materials:Electronic 118,196 168,500 287,000 118,500 62425.1002 Library Materials:Technology 289 500 500 62425.1003 Library Materials:Audiovisual 85,994 37,915 29,800 (8,115) 62460.0000 Library Programming 21,596 31,000 27,000 (4,000) 62470.0000 Fund 533 Office Equip Rental Rate 7,278 7,278 4,262 (3,016) 62496.0000 Fund 537 Computer System Rental 445,804 514,895 589,624 74,729 62625.0000 Literacy 12,328 29,500 8,000 (21,500) 62895.0000 Miscellaneous Expenses 479 500 500 Materials, Supplies & Services 935,431 1,032,138 1,165,186 133,048 Total Expenses 5,826,309 $ 6,199,589 $ 6,598,874 $ 399,285 $ Participate in system-wide efforts to plan and improve Library services.
Operate the Job Connect service for job seekers and provide workforce training.
Develop and offer programming for all ages, including literacy, learning, technology, cultural, and entertainment programs.
An increase to Salaries & Wages supports updates to modernize the Library's job specifications. One-time funding for temporary Library Monitors was added in the amount of $39,080 to provide additional security. One-time funds in the amount of $75,000 are budgeted in Library Materials: Electronic to enhance the Library's eBook collection.
CHANGES FROM PRIOR YEAR
Coordinate special programs 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.
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 access, youth, and adult/information service points at all three Library branches.
Evaluat
e, 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.
Attend community events and work with community partners, including Burbank Unified School District (BUSD), to extend the reach of Library services.
Operate the Spark! Digital Media Lab and provide specialized technical 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. 4 LIBRARY
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2021-22
STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
CHANGE FROM
PRIOR YEAR
AST LIB SRVS DIR 1.000 1.000 1.000
ADM ANALYST I (M) 0.000 1.000 1.000
ADM ANALYST II (M) 0.000 2.000 2.000
EXEC AST 1.000 1.000 1.000
LIBRARIAN 15.338 15.113 17.113 2.000
LIBRARY AST 8.375 8.375 1.375 -7.000
LIBRARY CLK 14.375 14.375 14.300 -0.075
LIBRARY MONITOR 1.500 1.500 1.500
LIBRARY PAGE/PT 8.625 8.000 8.000
LIBRARY SRVS DIR 1.000 1.000 1.000
PROPOSED JOB 0.000 0.000 5.000 5.000
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 1.000 0.000 -1.000
SR LIBRARIAN 4.114 4.125 5.000 0.875
SUPVG LIBRARIAN 3.000 3.000 3.000
UTILITY WKR 0.500 0.500 0.500
TOTAL STAFF YEARS 64.327 65.488 65.288 (0.200)
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6 COMMUNITY DEVELOPMENT
MISSION STATEMENT
ABOUT COMMUNITY DEVELOPMENT
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 2023-24 objectives are described below.
The Planning Division is responsible for implementing the Burbank2035 General Plan goals/policies/programs, 2021-2029 Housing Element, City Council's strategic goals, the City's 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 for all economic segments of the community 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 Commission, 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 Our Streets Plan.