1 STAFF REPORT
DATE: May 7, 2024
TO: Justin Hess, City Manager
FROM: Jennifer Becker, Financial Services Director
BY: Leana Mkrtchyan, Deputy Financial Services Director Susan Langford, Revenue Manager
Joy Escalante, Budget Manager
Nathan Lightell, Senior Administrative Analyst
SUBJECT: Review the Proposed Fiscal Year 2024-25 Budget
RECOMMENDATION
Review the proposed recommendations for the Fiscal Year (FY) 20 24-25 Budget and Citywide Fee Schedule.
BACKGROUND
The City of Burbank continues to experience consistent growth and resilience after economic fluctuations in the years following the COVID-19 pandemic (pandemic), providing a positive financial outlook for the upcoming fiscal year. With the City’s current unemployment rate below average , several large -scale development projects on the horizon, and the opening of new businesses around town, the City’s revenues are increasing steadily. Nationally, given the recent easing of inflation and the likely end to related interest rate hikes, economists are hopeful for steady growth in 2024 as the overall economic data related to labor markets, industrial production, and construction related activities shows improvement.
Despite the positive outlook, the City must proceed with caution moving forward with this proposed financial plan for FY 2024 -25. The e ntertainment related labor strikes in late 2023 had a profound (albeit short-term) impact on Burbank’s business economy, and
2 more potential labor disputes are on the horizon. Additionally, the November 2024 election has the potential to create instability within financial markets and the federal government itself, and those impacts would certainly trickle down to local governmen ts.
Fortunately, prior City Council decisions to increase reserves and set aside funds for future liabilities have placed Burbank in a favorable position to weather any future economic events.
The FY 2024-25 Proposed Budget was developed using a conservative and responsible approach for both revenues and appropriations while meeting the community’s needs and addressing the goals established by the City Council for the upcoming year. The FY 2024- 25 Proposed Budget is balanced ; however, the five -year financial forecast reflects a recurring budget deficit starting in FY 2027-28 and increasing to $1.7 million in year five 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 202 4-25 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 2024-25 General Fund Budget Overview
Based on the projected FY 20 24-25 revenues and proposed recurring appropriations, staff is projecting a recurring balance of approximately $2.2 million in FY 20 24-25 (see detail included within the FY 20 24-25 Budget Matrix in Attachment 1). This does not include a number of proposed discussion papers that are addressed later in this report.
Factoring in the anticipated ending balance from FY 20 23-24, contributions to reserves, proposed one -time appropriations, staff is expecting an available one-time balance of $7.2 million in the General Fund at the end of FY 2024-25.
FY 2024-25 Recurring General Fund Revenue:
Economic growth in FY 2023-24 surpassed consensus expectations, with businesses and households maintaining spending levels despite the elevated interest rates and continued inflation. Although not as robust as FY 202 3-24, Burbank is expected to see moderate growth in revenues for FY 2024-25, in line with state and federal economic forecasts. It is anticipated that as inflation begins to stabilize, the Federal Reserve will slowly decrease interest rates in 2024 . This could result in lower mortgage rates, a rise in consumer
3 confidence to bolster spending, and more investments by businesses due to the lowered borrowing costs.
Burbank’s General Fund recurring revenue estimates of $246.7 million for FY 202 4-25 represent a 5 .7% increase over the revised FY 202 3-24 projections. Sales tax and property tax continue to be the General Fund's largest revenue sources, representing 56% of recurring revenue.
Table 1 shows the actual FY 2022-23 revenue, the adopted and revised estimates for FY 2023-24, and the projection for FY 202 4-25. For further detail on the City’s revenues, please refer to the “Revenues” section of the FY 2024-25 Proposed Budget.
Table 1 - General Fund Recurring Revenues FY 2024-25
REVENUE
CATEGORY
ACTUAL
TOTAL
FY 2022-23
ADOPTED
RECURRING
FY 2023-24
REVISED
RECURRING
FY 2023-24
PROPOSED
RECURRING
FY 2024-25
%
CHANGE
Sales Tax $ 61,697,887 $ 60,002,899 $ 63,103,399 $ 64,412,066 2.1% Property Tax 69,425,311 65,817,908 69,817,908 74,955,921 7.4% Utility Users Tax 18,645,937 17,997,000 18,884,000 19,639,000 4.0% Services Charges - Intra City 13,380,003 14,621,839 14,621,839 15,657,042 7.1% Services Charges 22,729,064 22,740,816 22,740,816 25,458,890 12.0% In Lieu of Tax 9,077,939 9,512,850 9,512,850 9,893,000 4.0% Interest/Use of Money 4,004,406 3,248,614 4,248,614 4,318,156 1.6% Parking/Traffic/Other Fines 1,198,285 2,401,000 2,401,000 2,601,000 8.3% Transient Occupancy Tax 12,208,382 10,759,000 12,259,000 13,853,000 13.0% Building Permits/License Fees 5,129,260 5,995,478 6,656,678 6,152,195 -7.6% Transient Parking Tax 4,302,522 3,772,980 4,272,980 4,401,000 3.0% Business Taxes 2,316,840 2,464,190 2,464,190 2,464,190 0.0% Franchises 1,538,954 1,442,000 1,442,000 1,519,650 5.4% Intergovernmental Revenues 1,823,976 1,067,051 1,067,051 1,385,781 29.9%
TOTAL REVENUE
$229,630,915
$221,843,625
$233,492,325
$246,710,891
5.7%
NOTE: FY 2022-23 includes $2.1M of non-recurring revenue.
• Sales Tax: Sales tax results for the second quarter of FY 202 3-24 (fourth quarter calendar year 2023) were recently released. Burbank’s receipts from October through December were 1.7% above the fourth quarter of the prior year, on an adjusted basis.
Burbank experienced a positive growth rate for the quarter compared to the County
4 and State with declines of 4.6% and 2.5%, respectively. The Autos and Transportation category experienced a 61.1% increase in this quarter , due to revised reporting of revenue from an auto dealer. Restaurants and Hotels increased by 2.1%, attributable to casual dining and catering. Business and Industry experienced a 28.9% decline as motion picture sales fell by 47.1%, impacted by the Writers Guild of America Strike and SAG-AFTRA labor disputes that ended in November.
Measure P, which is the City’s Transaction and Use Tax (TUT), experienced a decline of 7.2% for the fourth quarter of 2023 versus the same period in 2022. Measure P is a district tax that the City receives only if goods are delivered or first used in Burbank, so it did not benefit from the aforementioned increase in auto sales.
Overall, s ales tax revenues are anticipated to grow by 2. 1% for FY 202 4-25.
Consumer spending, which shifted sharply toward goods and away from services during the pandemic, has returned to pre -pandemic patterns of consumption.
Consumers are shifting away from buying retail goods and spending more on travel and entertainment, and this trend is expected to continue into FY 2024-25.
• 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 osition 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 202 4-25, 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 2-23, the AV for the entire city increased by 9.7% for FY 2023-
24. General Fund related AV increased by 8.9%. The citywide AV increase between FY 2022-23 and FY 2023-24 was $2.8 billion. The largest AV increase was reported on several large industrial parcels that merged under one company which triggered a reassessment due to the change of ownership. The parcels added over $ 700 million to the tax roll.
The median price of homes continue s to increase when compared to the prior year , however sales volume remains low due to the elevated interest rate environment. The median price for a single -family home in Burbank was up nearly 16% for the first quarter of 2024 when compared to the prior quarter and up 5.2% from a year ago. The median sale price was $1,275,000 and the average price was $1,439,024, exceeding
5 $1.4 million for the first time. Staff is projecting property tax revenue to increase by
7.4% for FY 2024-25, reflecting the recent growth in development throughout the City.
If inflation normalizes, the Federal Reserve has indicated that it will begin to lower rates in 2024. This trend , combined with the high demand for housing and state policies promoting new home building, should mean a good recovery for the housing sector.
• Utility Use r’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 FY 2024 -25 rates for electricity were adopted a t the public hearing in May of 2023. UUT revenue is anticipated to increase by 4% for FY 2024-25. The growth is attributable to the 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 because 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 costs incurred for providing these services. The high demand for passport applications and renewals, the construction of large developments throughout the City, and the increased participation in recreation activities contributed to the increased service charge revenues for FY 2023-
24. For FY 2024-25, Parks and Recreation will see an increase in revenues due to a projected rise in special events and tournaments for golf. Revenues are also expected to increase for plan check fees for large developments within the City. Acc essory Dwelling Units (ADU s) will continue to bolster revenue due to legislation that accelerates the review process. The Burbank Fire Department is revising its Emergency Medical Service (EMS) and medical transport service fees as recommended by the EMS Fee Study performed in November of 2023 . Considering the above factors, staff is forecasting an increase in service charge revenues of 12% for FY 2024-25.
• Parking/Traffic/Other Fines : Parking fines are issued by the Burbank Police Department and represent a small portion of the General Fund revenue. Fines are dependent on the amount of the fine, the number of citations issued, and the amount retained by the County and State agencies. For FY 2024-25, revenue in this category is anticipated to increase by 8.3% from the revised FY 2023 -24 budget with the implementation of a third-party agreement to manage citywide parking enforcement.
The Burbank Police Department is proposing an expansion of this program that will generate additional revenues for the City.
6 • Transient Occupancy Tax (TOT): The City receives 10% TOT on short-term lodging rentals within the city limits. TOT has finally recovered to pre-pandemic levels .
Although hotel occupancy rates for February 2024 were at 66.5% compared to the prior year’s occupancy rate of 70.8%, this can be attributed to the opening of the new Cambria Hotel which added 150 more rooms to the total inventory. According to the Visit California website for the February 2024 update, California domestic visitation is expected to reach 98% of pre -pandemic levels in 2024. For FY 202 4-25, TOT is anticipated to increase by 13% from the revised FY 2023-24 projection, primarily due to the addition of the Cambria Hotel.
• Transient Parking Tax (TPT): The current rate for TPT is 12% and is charged by parking lot operators (e.g., airport s, businesses, hotels, and restaurants) for short- term parking. With approximately 85% 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. Passenger counts at the airport increased by 3% in 2023 compared to 2022. Staff anticipates that trend to con tinue in FY 2024 -25, with TPT revenues expected to increase by 3%, compared to the revised budget of FY 2023-24.
FY 2024-25 Recurring General Fund Expenditures:
The Mid-Year Financial Report was presented to the City Council on February 27, 2024, and projected a recurring General Fund balance of $6 million heading into FY 202 4-25.
While current inflation has steadily slowed down and supply chain inventory is improving, the price of consumer goods and services along with labor costs continue to escalate. In addition, the hardened insurance market in California has significantly impacted indemnification, driving general liability and property insurance rates higher. Proposed recurring General Fund appropriations for FY 2024-25 are $244.5 million, an increase of approximately 12.3% over last year’s adopted recurring budget of $217.7 million.
As part of the budget process, the City Manager reviewed proposed budget requests from all City departments . New budget requests 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 departments identified immediate needs that required funding as well as a number of opportunities for service enhancements that align with the City Council’s identified goals. Additionally, Internal Service Fund rates increased by an average of 9 % in order to meet actuarial liabilities and provide for the replacement of equipment such as vehicles and technology items, all of which have been impacted by inflation.
Roughly $5.7 million in new General Fund recurring budget requests ($2.5 million net of revenue) and $5.3 million in one -time requests ($5.2 million net of revenue) were
7 incorporated into the FY 2024-25 Proposed Budget. The following are some of the notable new budget requests:
➢ The Burbank Fire Department (BFD) is requesting funding to expand the EMS division by implementing a peak-hour ambulance pilot program. This includes the upgrade of three Emergency Incident Technicians to Fire Captains and the procurement of a new ambulance. One -time appropriation requests for turnouts, supplies, and staffing will support a Fire Recruitment Academy. Additionally, BFD is requesting the replacement of defibrillators and new Lund University Cardiopulmonary Assist System (LUCAS) Devices to maximize the availability on responding apparatus and increase positive patien t outcomes for cardiac arrest calls.
➢ The Community Development Department is proposing to add a Parking Technician to assist parking management functions related to residential and commercial permits , a Building Inspector II to support the increase in building inspections due to construction and new developments, and an Intermediate Clerk to assist with processing business licenses and tax applications. With the passage of Assembly Bill (AB) 434, the Building Division will need to establish a City-specific pre-approved ADU program that will cost $ 260,000. Other Professional Services requests include long-range planning consultants for the Housing Element and the review of three specific plans including the Golden State, Media District, and th e Downtown Burbank Transit Oriented Development (TOD).
➢ The Burbank Police Department is requesting funding to formalize and expand the pilot parking control program that was launched last fiscal year including additional parking enforcement officers and patrol vehicles. The expansion and formalization of this program will assist in enforcing parking laws , such as illegal parking in restricted areas, overtime parking in commercial areas and residential neighborhoods, 72-hour parking restrictions, and street sweeping violations.
➢ The Parks and Recreation Department is adding funding to enhance sports camps, classes, and other activities for the community. Additional one -time funding is being requested to continue the reforestation plan that would remove and replace mature parkway trees. Adaptive sports funding was added to further the department's Diversity, Equity, and Inclusion (DEI) goals by continuing to host an annual adaptive sports day and other special events aimed at increasing inclusiveness and awareness of people living with disabilities in the community.
The following chart summarizes the total new propos ed General Fund budget requests (net of revenue) by department. A comprehensive listing of all budget requests by
8 department is included in the Proposed FY 202 4-25 Budget Document under the “New Budget Requests” tab.
DEPARTMENT NEW BUDGET
ITEMS (Recurring)
NEW BUDGET
ITEMS
(One-Time)
TOTAL
REVENUE
OFFSET
NET TOTAL
City Attorney $13,554 $13,554
City Clerk $39,590 $14,590 $25,000
City Treasurer $62,941 $30,000 $92,941
Community Development $618,287 $575,000 $500,461 $692,826 Financial Services $426,092 $55,000 $118,794 $362,299 Fire $841,782 $2,985,000 $591,782 $3,235,000
Library Services $150,000 $45,974 $20,974 $175,000
Management Services $591,702 $205,099 $85,000 $711,801
Non-Departmental $45,000 $45,000
Park & Recreation $2,143,251 $1,350,000 $1,796,829 $1,696,422 Police $731,127 $200,000 $531,127
Public Works $75,000 $11,404 $86,404
TOTALS: $5,738,326 $5,257,477 $3,328,430 $7,667,374
Discussion Papers:
At this time, four items have been identified as discussion papers for FY 2024-25. In total, these items have a General Fund recurring impact of $912,601 plus a one -time cost of $100,000. Should the City Council approve all discussion papers as proposed, t he General Fund recurring balance would be reduced to $1.3 million in FY 2024-25, and the year end projected cash balance would drop to $6.2 million.
A summary of these items along with the individual discussion papers can be found in the “Discussion Papers” tab of the Proposed Budget Document. Throughout the Budget presentation process, City Council members will have the opportunity to identify additional items that they would like to consider for discussion papers. These will be compiled and reviewed at the final Budget presentation on May 21st.
Citywide Fee Schedule
The FY 2024-25 Proposed Fee Schedule remains in compliance with the City Council’s adopted policy, which provides a set of principles to determine when, and if, cost recovery is appropriate for different types of fees for services based on the benefits a user receives above a general taxpayer. Some of the more notable changes to the Fee Schedule for FY 2024-25 include a hearing fee for potentially dangerous or vicious animals, a new program offering batting cage rentals to the community, and permit fees for electric vehicle chargers and energy storage systems.
9 For FY 2024 -25, staff is proposing to increase all fees Citywide in accordance with the cost recovery policy established by the City Council in FY 2017 -18. The goal was to establish a consistent and objectively based fee structure to align with industry-accepted best practices and reaffirm the City’s compliance with Proposition 26 that limits certain fees collected to the reasonable cost of providing the service. A citywide User Fee Study was done in FY 2022 -23 to review the City’s fee structure and determine an accurate accounting for the true cost of providing various programs an d services. Staff is recommending a CPI adjustment to maintain the level of recovery for fees.
It is important to note that the Burbank Program, Activity, and Service Subsidy (PASS) Program provides financial assistance for Burbank residents to afford th em the opportunity to 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 on the department’s website.
City Utility Rates
At the April 26, 2022 City Council meeting, City Council directed staff to complete a two - year budget for Burbank Water and Power electric and water rates and for Public Works sewer and refuse rates. The two-year budget enabled the utilities to communicate longer term plans to customers, including two years of utility rates instead of one. The June 6, 2023 public hearing followed all Proposition 218 noticing requirements and included the adoption of utility rates for both FY 2023-24 and FY 2024-25. Electric rates for FY 2024- 25 will see an 8% increase while water rates will increase by 9% to reflect the increasing costs of providing water and power to Burbank residents and businesses.
The Sewer Fund budget incorporates a 4% rate increase for FY 2024-25 due to higher charges from the City of L os Angeles for sewage treatment services and capital improvement projects. The Refuse Fund will increase by 6% to meet rising operational costs, particularly those associated with new State mandates, and to continue providing comprehensive refuse services.
FY 2024-25 State Budget Proposal
In early January, Governor Newsom released his proposed budget for FY 2024-25, which serves as the beginning of deliberations in the State Legislature leading to final budget adoption in June 2024. The proposal calls for a $291.5 billion budget, with a General Fund total of $208.7 billion.
The proposed budget estimates a $37.9 billion shortfall in FY 2024-25, partly attributable to the revenue deficit from the FY 2023 -24 budget. The State will manage this shortfall by drawing on reserves, reducing programs, shifting certain expenditures from the
10 General Fund to other funds, and d elaying the funding for multiple items by spreading them across a three-year period beginning in FY 2025-26.
The budget shortfall for FY 2024 -25 is rooted in two separate but related developments during the past two years - the delay in income tax collections for 2023 and the substantial decline in the stock market that drove down revenues in FY 2022 -23. Following natural disasters that impacted the State in January 2023, the IRS extended various income tax filings and payment deadlines from April 2023 to N ovember 2023. These unforeseen extensions caused the State Administration to go without critical cash data from the prior year and current year taxes that are utilized to determine projected revenues for the FY 2023-24 budget and make any necessary adjustm ents. Due to the extensions through November 2023, the State was unable to make necessary revenue adjustments for FY 2023-24 and was required to adjust along with the newly proposed FY 2024 -25 budget due in early January 2024. The stock market decline drove down revenues in 2022 after having growth over the past two fiscal years. The 2022 decline resulted in a revision of FY 2022-23 revenues and continued to 2023.
The FY 2024-25 Budget proposes to pull back $131.3 million of the $439 million in one - time General Fund support for the Local Library Infrastructure Grant Program in the 2021 Budget Act and forego planned one -time General Fund investments of $33 million, $33 million, and $34 million, respectively through FY 2026 -27. The City of Burbank was allocated a $10 million grant and received $5 million, or 50% of the allocation in February of 2024. Burbank remains on schedule to be paid out 40% after a year and proof of project progress, and 10% at completion in FY 2026-27.
The administration is continuing to implement the Road Repair and Accountability Act of 2017, Senate Bill 1 (SB-1), which provides funding for both state and local transportation infrastructure. SB-1 increased the gas fuel tax by 12 cents, providing a stable and ongoing increase in state transportation funding. SB-1 funding is protected under Article 19 of the California state constitution for transportation purposes only and is not impacted by the reduction to revenues. The City of Burbank is estimated to receive SB-1 funding of $2.7 million in FY 2024 -25, which assumes the inflationary adjustment. Staff will continue to monitor developments in the state budget process and provide updates to Council as necessary.
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 financial decisions today while fully understanding the future financial impacts of decisions.
11 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 24- 25 through FY 202 8-29) will average 4.1% while recurring expenditures will average
5.7%. 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 2.5% for Sales Tax and 5.5% 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 comprise approximately 74% of the General Fund recurring budget. As such, the City’s MOU negotiation process for the various bargaining groups plays a significant role in determining the City’s financial position. While all of the City’s bargaining groups have MOUs in place for the current fiscal year, the Burbank City Employees Association (BCEA), the Burbank Police Officer Association (BPOA), and the Burbank Fire Fighters – Chief Officers Unit (BFFCOU) have contracts up for negotiation for FY 2024 -25. 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 employee groups.
Market rates are determined through salary and benefits survey s which compare the City’s job classifications to those of similar organizations throughout the region. The City of Burbank calculates the average salary paid for the compatible positions to determine whether employee salaries are at market value.
Public Employees Retirement System (PERS) Costs
Managing costs associated with CalPERS pensions continues to be a challenge for CalPERS cities throughout California, and Burbank is no exception. In recent years, the City has taken measures towards mitigating pen sion cost increases including sending Additional Discretionary Payments (ADPs) to CalPERS over the City’s required contributions, establishing a Section 115 trust to offset future pension volatility , and increasing employee contributions towards their pension rates.
12 In July of 2023, the City received the CalPERS actuarial reports for the FY 2024 -25 budget. Based on the most recent reports, Burbank currently has an Unfunded Actuarial Liability (UAL) of just under $433 million across the City’s three pension plans, with the funded status for the City’s three plans at 76.5% for Miscellaneous, 69.8% for Police, and
75.4% for Fire. Table 3 shows the actual CalPERS employer rates and UAL contributions for the three employee classifications for the previous fiscal year (FY 2022 -23), the adopted fiscal year (FY 2023-24), and the projected employer rates and contributions for the following two fiscal years (FY 2024-25 and FY 2025-26).
Table 2 – City of Burbank Pension Costs FY 2022-23 – FY 2025-26
Classification
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25*
Projected
FY 2025-26
Police 3% @ 50 Rate 22.05% 24.01% 23.20% 22.60%
Police Liability Payment $8,152,664 $7,175,729 $7,997,927 $8,697,000 Fire 3% @ 55 Rate 17.71% 18.80% 18.42% 18.00%
Fire Liability Payment $5,028,014 $4,465,006 $5,066,096 $5,597,000 Misc 2.5% @ 55 Rate 10.00% 11.11% 10.96% 10.70%
Misc Liability Payment $21,224,820 $18,843,953 $20,417,782 $22,415,000 * Amounts shown are the total amounts due for FY 2024-25 if the City were to pay CalPERS on a monthly basis. For FY 2024-25, staff is proposing to prepay the CalPERS liability payments, which will result in a cumulative net savings of $1,059,630 citywide.
As part of the FY 2023 -24 budget process , the City Council adopted a new pension funding plan, committing $9 million in Additional Discretionary Payments (ADP) towards the City’s unfunded pension liabilities over a two-year period. In July 2023, the City made the first ADP of $4.5 million to CalPERS. In September 2023, CalPERS provided the City with an update of the UAL payment amounts for FY 2024-25, which accounts for the July payment. The total savings generated were $735,492 citywide ($499,920 General Fund).
At the February 27 Council Meeting (Mid-Year Financial Report), the City Council directed staff to consider the feasibility of contributing additional dollars to CalPERS in the upcoming budget process in order to generate more recurring savings for the City. Staff analyzed the availability of one -time funding within each of the City’s fun ds and is recommending that the City Council consider an expanded pension funding plan which doubles the citywide ADP contribution from $4.5 million to $9 million in FY 2024-25, and adds another $4.5 million ADP in FY 2025 -26 to extend the plan out to a third year .
Roughly 65%, or $8.7 million of the remaining total will come from the General Fund. The combined contributions from all three years of the plan are estimated to generate a cumulative citywide recurring pension savi ngs of $3 million ($1.9 million General Fund)
13 at the end of FY 2025-26, offsetting a portion of the projected deficit in the later years of the General Fund forecast and providing operating savings to the City’s utilities and other special purpose funds.
The City continues to maintain the Section 115 trust for pension obligations, which was established in June of 2020 in accordance with the City Council’s Pension Funding Commitment Policy. The Section 115 Trust allows the City to set aside funds that coul d be used to help support future pension -related economic volatility. In adherence to the policy, which requires the City to contribute half of any year-end General Fund balance in excess of 6% of the General Fund’s budgeted recurring appropriations, staff is proposing to contribute another $6.3 million to the trust in FY 2024-25. As of April 2024, the current balance in the trust is $23.9 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 , 5% to a designated emergency reserve, and up to 5% to a Budget Stabilization reserve, as adopted by the City Council in previous years. Based on the current figures for the proposed budget as presented, the City will contribute the following amounts to the reserves for FY 2024-25:
➢ $4,021,417 to the Working Capital Reserve
➢ $1,340,472 to the Emergency Reserve
➢ $1,340,472 to the Budget Stabilization Reserve
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 in the operating budget. As of June 30, 2023, the City’s total General Fund accrued leave payout liability is estimated at $ 15.8 million. Currently, the City has $3.5 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 $379,379 in FY 2024-25.
Infrastructure Funding
Adhering to the City Council’s adopted Infrastructure Maintenance, Repair, and Improvement Policy, the FY 2024-25 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.
14 The FY 2024 -25 Proposed Capital Improvement Program (CIP) continues the City’s efforts towards addressing the infrastructure needs, with just over $33 million in proposed general city capital spending from 15 different funds and funding sources, alongside $4.7 million in annual Fund 534 maintenance dollars . Included in the proposed infrastructure program is an increase to the annual investment in the City’s streets and sidewalks from $8 million to $11.3 million, 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 funded projects include the restoration and modernization of the City Hall fountain , Orange Grove parking structure renovation and repairs, and playground improvements at McCambridge, Brace Canyon, and Ma ple Street parks, in addition to the annual residential and arterial pavement rehabilitation program.
The proposed CIP projects were presented to the Infrastructure Oversight Board (IOB) for review at two public meetings on February 22 and March 28, 2024, 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 2024 -25 can be found in the “Capital Improvement Program” tab of the FY 2024 -25 Proposed Budget Document.
ENVIRONMENTAL REVIEW
This activity includes the FY 2024-25 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 $2.2 million in FY 2024-25, with that balance giving way to a budget deficit of approximately $1.7 million by FY 2028-29, prior to the consideration of discussion papers . The City’s cash position remains s teady, with a projected year -end non -recurring General Fund balance of $7.2 million at the end of FY 2024-25, if the budget is adopted as proposed. It should be noted that there are seve ral risks associated with our projections, including further potential changes to CalPERS assumptions, impacts of local development projects, and potential fluctuations in the overall economy.
15 Chart 1 - General Fund Financial Forecast FY 2024-25 through FY 2028-29 (in millions)
Burbank is heading into FY 202 4-25 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 Council has consistently pursued sound fiscal policies and strategies like strengthening revenues, payin g down pension liabilities, building up reserves, and utilizing one -time funds to make strategic investments to reduce future recurring expenses. In addition to the projected FY 202 4-25 year-end General Fund Balance of $7.2 million, Burbank’s formal reserves total approximately $54.4 million. These funds will allow Burbank to make strategic investments to offset future costs and weather any potential economic fluctuations over the next several years. Staff will continue to monitor any economic conditions or legislative actions that may impact the City’s financial position and provide updates to the Council.
A dedicated City Council meeting to review the proposed FY 202 4-25 Budget is scheduled for May 7, 2024, with continued discussion planned for May 21, 2024. The public hearing and adoption of the citywide budget and fee schedule is scheduled for June 4, 2024. Per the City’s Charter, the FY 2024-25 Budget must be adopted by June 30, 2024.
$246.7
$255.8
$265.4
$275.1
$284.8
$244.5
$254.2
$265.4
$275.3
$286.6
$200
$210
$220
$230
$240
$250
$260
$270
$280
$290
$300
2024-25 2025-26 2026-27 2027-28 2028-29
Revenue Expenses
Balance/
(Deficit): $2.2 $1.6 $0.02 ($0.2) ($1.7)
16 ATTACHMENTS:
Attachment 1: General Fund Projected Spendable Fund Balance FY 2024-25 Attachment 2: General Fund Financial Forecast FY 2024-25 through FY 2028-29
REVISED CHANGES PROPOSED
REVENUE BUDGET GROWTH BUDGET
NO. CATEGORY FY 23-24 (REDUCTIONS) FY 24-25
1 Sales Tax 63,103,399 1,308,667 64,412,066 2 Property Taxes 69,817,908 5,138,013 74,955,921 3 Utility Users Tax 18,884,000 755,000 19,639,000 4 Services Charges - Intra City 14,621,839 1,035,203 15,657,042 5 Services Charges 22,740,816 2,718,074 25,458,890 6 In Lieu of Tax 9,512,850 380,150 9,893,000 7 Interest/Use of Money 4,248,614 69,542 4,318,156 8 Parking/Traffic/Other Fines 2,401,000 200,000 2,601,000 9 Transient Occupancy Tax 12,259,000 1,594,000 13,853,000 10 Building Permits/License Fees 6,656,678 (504,483) 6,152,195 11 Transient Parking Tax 4,272,980 128,020 4,401,000 12 Business Taxes 2,464,190 - 2,464,190 13 Franchises 1,442,000 77,650 1,519,650 14 Intergovernmental Revenues 1,067,051 318,730 1,385,781 TOTAL REVENUES 233,492,325$ 13,218,566$ 246,710,891$ TOTAL RECURRING REVENUES 246,710,891$ (1)
PROPOSED PROPOSED PROPOSED
EXPENDITURE SALARY & BENEFITS MS & S EXPENDITURES
NO. CATEGORY FY 2024-25 FY 2024-25 FY 2024-25
1 City Council (582,850) (1,026,698) (1,609,548) 2 City Manager (2,587,853) (447,828) (3,035,681) 3 City Clerk (1,475,553) (485,421) (1,960,974) 4 City Treasurer (890,664) (186,886) (1,077,550) 5 City Attorney (5,417,873) (422,851) (5,840,724) 6 Management Services (5,593,860) (2,375,364) (7,969,224) 7 Financial Services (6,346,098) (1,180,614) (7,526,712) 8 Parks & Recreation (18,965,231) (15,764,743) (34,729,974) 9 Library Services (7,150,480) (2,560,663) (9,711,143) 10 Community Development (12,005,414) (4,873,583) (16,878,997) 11 Public Works (13,153,710) (7,347,047) (20,500,757) 12 Fire (42,417,637) (7,071,928) (49,489,565) 13 Police (61,188,496) (13,601,486) (74,789,982) 14 Non-Departmental (4,076,687) (5,317,168) (9,393,855) TOTAL EXPENDITURES (181,852,408)$ (62,662,280)$ (244,514,686)$ TOTAL RECURRING EXPENSES (244,514,686)$ (2)
Proposed Recurring Discussion Papers (912,601)$ (3) RECURRING BALANCE / (DEFICIT) 1,283,604$ (4) = (1) + (2) + (3) Attachment 1
CITY OF BURBANK
Proposed FY 2024-25 Budget
---------------------------------------------------------------------END OF RECURRING-------------------------------------------------------------------------------- General Fund Projected Spendable Fund Balance for June 30, 2025 Attachment 1 - Page 1
Attachment 1
CITY OF BURBANK
Proposed FY 2024-25 Budget
General Fund Projected Spendable Fund Balance for June 30, 2025
NON-RECURRING
PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2024 25,776,668$ (5) Formal Reserve Adjustment (FY 2024-25) (6,702,362)$ (6) Contribution to Compensated Absences Reserve (FY 2024-25) (379,380)$ (7) ADJUSTED BEGINNING SPENDABLE BALANCE - JULY 1, 2024: 18,694,927$ (8) = (5) thru (7) Non-Recurring Revenue/Use of Resources 384,765$ (9) Estimated Budget Savings (FY 2024-25) 4,890,294$ (10) Proposed One-Time Budget Items (6,771,242)$ (11) Additional Contribution to CalPERS (5,828,400)$ (12) Deposit to 115 Trust (6,357,177)$ (13)
Proposed One-Time Discussion Papers (100,000)$ (14) NET TOTAL NON-RECURRING ITEMS (13,781,760)$ (15) = (9) thru (14) NON-RECURRING BALANCE POST PROPOSED ITEMS 4,913,167$ (16) = (8) + (15) RECURRING BALANCE / (DEFICIT) 1,283,604$ (17) = (4) PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2025 6,196,771$ (18) = (16) + (17) Attachment 1 - Page 2
ITEM
DEPARTMENT DESCRIPTION TOTAL
SALARIES & BENEFITS:
Fire Department 40 Hour Ambulance Pilot Program 650,000 Fire Department Fire Recruit Academy 630,000
Fire Department Paramedic Training Backfill 400,000
Management Services Police Recruitment Program 205,099
1,885,099
MATERIALS, SUPPLIES & SERVICES
City Treasurer Policies and Procedures Update 30,000$
Community Development Consultant Services - Long Range Planning 250,000 Community Development Opioid Settlement 100,000
Community Development Review of Parking Garage Leases 50,000 Community Development Specific Plan Review 165,000
Financial Services Laptops and Software 10,000
Financial Services Procurement Policy Update - Phase II 45,000 Fire Department Recruit Academy Supplies 30,000
Fire Department Strategic Plan Update 75,000
Library Services English as a Second Language Services 20,974 Library Services Sister City Committee 25,000
Parks & Recreation Consulting Services for Art in Public Places1 50,000 Parks & Recreation Meridian Rigid Barriers 135,000
Parks & Recreation Park & Rec 100th Birthday Celebration 50,000 Parks & Recreation Performing Arts2 50,000
Parks & Recreation Urban Reforestation 1,100,000
Parks & Recreation Utility Box Beautification Program1 15,000 2,200,974
CAPITAL OUTLAY
Community Development Pick-up Trucks (2) 110,000
Fire Department Defibrillators & Monitors 360,000
Fire Department LUCAS devices 100,000
Fire Department Rescue Ambulance 650,000
Fire Department Turnouts for Fire Recruits 90,000
Public Works Engineering Plotter 11,404
1,321,404
CONTRIBUTIONS TO OTHER FUNDS
Non-Departmental FY 24-25 Citywide Information Technology Projects3 1,114,259$ Non-Departmental FY 24-25 Parks Capital Improvement Projects4 249,506 1,363,765
GRAND TOTAL ONE-TIME ITEMS FY 2024-25 6,771,242
1 Funded by Art in Public Places Funds
2 Funded by Performing Arts set-aside
4 Use of Park Development Fees to fund the First Street Pocket Park Attachment 1
SCHEDULE A
PROPOSED ONE-TIME ITEMS
GENERAL FUND - FY 2024-25
3 $20,259 of the citywide IT projects are funded with American Rescue Plan Act (ARPA) funds. The net impact to the General Fund is $1,094,000.
Attachment 1 - Page 3
2024-25 2025-26 2026-27 2027-28 2028-29
Recurring Items:
Revenues
Sales Tax 64,412 66,180 67,834 69,530 71,268 Property Taxes 74,956 78,704 82,639 86,771 91,109 Utility Users Tax 19,639 20,326 21,038 21,669 22,319 Services Charges - Intra City 15,657 16,127 16,611 17,109 17,622 Services Charges 25,459 26,350 27,272 28,090 28,933 In Lieu of Tax 9,893 10,190 10,495 10,758 11,027 Interest/Use of Money 4,318 4,383 4,427 4,427 4,427 Parking/Traffic/Other Fines 2,601 2,653 2,706 2,760 2,815 Transient Occupancy Tax 13,853 14,546 15,600 16,731 17,568 Building Permits/License Fees 6,152 6,368 6,590 6,788 6,992 Transient Parking Tax 4,401 4,533 4,669 4,809 4,953 Business Taxes 2,464 2,538 2,614 2,693 2,773 Franchises 1,520 1,520 1,520 1,520 1,520 Intergovernmental Revenues 1,386 1,413 1,442 1,471 1,500 Total General Fund Revenues 246,711$ 255,830$ 265,457$ 275,125$ 284,827$ Expenditures
City Council (1,610)$ (1,700)$ (1,777)$ (1,849)$ (1,900)$ City Manager (3,036) (3,151) (3,270) (3,358) (3,441) City Clerk (1,961) (2,043) (2,123) (2,186) (2,242) City Treasurer (1,078) (1,120) (1,162) (1,195) (1,224) City Attorney (5,841) (6,046) (6,268) (6,424) (6,579) Management Services (7,969) (8,317) (8,650) (8,920) (9,148) Financial Services (7,527) (7,815) (8,111) (8,333) (8,539) Parks & Recreation (34,730) (36,449) (37,989) (39,339) (40,386) Library Services (9,711) (10,122) (10,522) (10,841) (11,116) Community Development (16,879) (17,610) (18,311) (18,879) (19,361) Public Works (20,501) (21,442) (22,318) (23,053) (23,652) Fire (49,490) (51,636) (53,819) (55,914) (58,487) Police (74,790) (78,043) (81,381) (84,512) (88,090) Non-Departmental (9,394) (8,754) (9,741) (10,537) (12,410) Total General Fund Expenditures (244,515) (254,248) (265,442) (275,339) (286,575) RECURRING BALANCE SUBTOTAL 2,196$ 1,582$ 15$ (214)$ (1,748)$ Proposed Recurring Discussion Papers (913) (913) (913) (913) (913) RECURRING BALANCE / (DEFICIT) 1,284$ 669$ (898)$ (1,127)$ (2,661)$
PROJECTED
Attachment 2
General Fund
Financial Forecast FY 2024-25 through FY 2028-29
Proposed FY 2024-25 Budget
(Amounts in Thousands)
Attachment 2 - Page 1
2024-25 2025-26 2026-27 2027-28 2028-29
PROJECTED
Attachment 2
General Fund
Financial Forecast FY 2024-25 through FY 2028-29
Proposed FY 2024-25 Budget
(Amounts in Thousands)
Non-Recurring Revenue/Savings Items:
Non-Recurring Revenue/Resources 385$
Estimated Annual Budget Savings 4,890 5,085 5,309 5,507 5,731 Non-Recurring Revenue/Savings Total: 5,275 5,085 5,309 5,507 5,731 Plus Beginning Balance June 30th 25,777$ 6,197$ 6,604$ 8,216$ 10,122$ Working Capital Reserve (4,021) (1,460) (1,679) (1,485) (1,685) Emergency Reserve (1,340) (487) (560) (495) (562) Budget Stabilization Reserve (1,340) (487) (560) (495) (562) Compensated Absences Reserve (379) - - - - Adjusted Beginning Balance July 1st 18,695 3,764 3,805 5,742 7,313 Less Non-Recurring Expenses
Proposed One-Time Budget Items (6,771)
Discussion Papers - One-Time (100)
Contributions to CalPERS (5,828) (2,914)
Deposit to 115 Trust (6,357)
Subtotal Non-Recurring Items (19,057) (2,914) - - -
EXCESS/(DEFICIENCY) OF REVENUE
OVER APPROPRIATIONS 4,913$ 5,934$ 9,114$ 11,249$ 13,045$ PLUS RECURRING BALANCE (ABOVE) 1,284 $ 669 $ (898)$ (1,127)$ (2,661)$ ENDING SPENDABLE FUND BALANCE 6,197 $ 6,604 $ 8,216 $ 10,122 $ 10,384 $ FORMAL RESERVE BALANCES 61,129 $ 63,562 $ 66,361 $ 68,835 $ 73,881 $ Attachment 2 - Page 2
Description 2024-25 2025-26 2026-27 2027-28 2028-29
Revenues:
Sales Tax 2.1% 2.7% 2.5% 2.5% 2.5%
Property Taxes 7.4% 5.0% 5.0% 5.0% 5.0%
Utility Users Tax 4.0% 3.5% 3.5% 3.0% 3.0%
Services Charges - Intra City 7.1% 3.0% 3.0% 3.0% 3.0%
Service Charges 12.0% 3.5% 3.5% 3.0% 3.0%
In-Lieu of Tax 4.0% 3.0% 3.0% 2.5% 2.5%
Interest/Use of Money 1.6% 1.5% 1.0% 0.0% 0.0%
Parking/Traffic/Other Fines 8.3% 2.0% 2.0% 2.0% 2.0%
Transient Occupancy Tax 13.0% 5.0% 7.3% 7.3% 5.0%
Building Permits/License Fees (7.6%) 3.5% 3.5% 3.0% 3.0% Transient Parking Tax 3.0% 3.0% 3.0% 3.0% 3.0%
Business Taxes 0.0% 3.0% 3.0% 3.0% 3.0%
Franchise Fees 5.4% 0.0% 0.0% 0.0% 0.0%
Intergovernmental Revenues 29.9% 2.0% 2.0% 2.0% 2.0%
Expenditures:
Salaries & Wages* - - - - -
Utilities 8.5% 5.0% 4.0% 3.0% 3.0%
Contracts/Services/Other 3.0% 3.0% 3.0% 3.0% 3.0%
Internal Service Funds 9.0% 7.0% 5.0% 5.0% 3.0%
*confidential
BUDGET PARAMETERS
Proposed FY 2024-25 Budget
Attachment 2
Attachment 2 - Page 3
Recurring Recurring One-Time
City Attorney 13,554$ - $ - $ - $ 13,554$ - $ 13,554$ -$ - $ 13,554$ City Clerk 14,590$ 25,000$ - $ - $ 39,590$ 14,590$ 25,000$ -$ - $ 25,000$ City Treasurer 62,941$ -$ 30,000 $ -$ 62,941$ - $ 62,941$ 30,000$ - $ 92,941$ Community Development 358,287$ 260,000$ 465,000$ 110,000$ 618,287$ 500,461$ 117,826$ 575,000$ - $ 692,826$ Financial Services 415,592$ 10,500$ 55,000$ -$ 426,092$ 118,794$ 307,299$ 55,000$ - $ 362,299$ Fire Department 806,782$ 35,000$ 105,000$ 1,200,000$ 841,782$ 591,782$ 250,000$ 2,985,000$ - $ 3,235,000$ Library Services - $ 150,000$ 45,974$ -$ 150,000$ - $ 150,000$ 45,974$ 20,974$ 175,000$ Management Services 388,702$ 203,000$ -$ - $ 591,702$ 85,000$ 506,702$ 205,099$ - $ 711,801$ Non-Departmental - $ 45,000$ - $ - $ 45,000$ - $ 45,000$ -$ - $ 45,000$ Parks & Recreation 477,135$ 1,666,116$ 1,350,000$ -$ 2,143,251$ 1,731,829$ 411,422$ 1,350,000$ 65,000$ 1,696,422$ Police Department 145,065$ 586,062$ -$ - $ 731,127$ 200,000$ 531,127$ -$ - $ 531,127$ Public Works - $ 75,000$ - $ 11,404$ 75,000$ - $ 75,000$ 11,404$ - $ 86,404$ TOTAL 2,682,648$ 3,055,678$ 2,050,974$ 1,321,404$ 5,738,326$ 3,242,456$ 2,495,871$ 5,257,477$ 85,974$ 7,667,374$ FISCAL YEAR (FY) 2024-25
BUDGET EXCEPTION REQUESTS - General Fund
In Order By Department
Total
Recurring
Total
One-Time
MS&S Exceptions
DEPARTMENT
Total 2024-25
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 Administrative Officer (Z)
(Upgrade)
Recurring 6,750 - 6,750 The Senior Administrative Analyst in the City Attorney’s Office (CAO) is tasked with duties usually carried out by the
Administrative Officer position. Currently, the Senior
Administrative Analyst is working out of class with an
Administrative Officer title. This upgrade is to ensure the title and corresponding responsibilities are properly budgeted and compensated.
2 Proposed Z position
(Senior Litigation Paralegal)
(Upgrade)
Recurring 6,804 - 6,804 The Litigation Paralegal has been assigned the supervisory role over administrative staff within the Litigation Unit. This upgrade to Senior Litigation Paralegal ensures proper
compensation for the personnel-managing duties added to the Litigation Paralegal position.
$ 13,554 $ - $ 13,554
Recurring One Time
13,554
-
$ 13,554 $ -
Total Requests
Revenue Offset
Total General Fund Impact
Total Positions
CITY ATTORNEY DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
2 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 City Clerk's Office Reorganization Recurring 14,590 14,590 - The City Clerk’s Office is reorganizing and seeks to add a Senior Administrative Analyst and three (3.000 FTEs)
Intermediate Clerk positions. To offset the cost of these position changes, the department will be eliminating an Administrative Analyst II (M) and three (3.000 FTEs) Clerical Workers positions. The cost for these position upgrades is offset by Passport Acceptanc e Program revenue. These
changes in staffing better represent the high-level
performance, customer service, and workload expectations of these positions.
$ 14,590 $ 14,590 $ -
2 Legal Advertisement Recurring 25,000 - 25,000 The City Clerk’s Office is responsible for the Legal Ad vertising of the City, all ordinances adopted by the City Council, and other citywide public legal notices. Advertisements are required by law to be published in an adjudicated newspaper, which has been determined by the City to be the Los Angeles Times. To protect important tenant rights in a timely manner, and due to rapidly changing state legislation, the cost of the City’s legal advertisements has increased significantly. $ 25,000 $ - $ 25,000
Recurring One-Time
39,590 -
14,590 -
$ 25,000 - Total General Fund Impact
CITY CLERK DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
Revenue Offset
Total Requests
Total Positions
Total MS&S Exceptions
3 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Intermediate Clerk to Senior
Administrative Analyst (Upgrade)
Recurring 62,941 - 62,941 An upgrade from Intermediate Clerk to Senior Administrative Analyst position is requested to ease the management duties to focus more on medium and long-term strategic initiatives for the department. The responsibilities for this upgrade include managing the daily balancing worksheets, cash
requirements, and fund accounting ledger summary, among other daily tasks.
62,941 - 62,941
2 Private Contractual Services One-Time 30,000 - 30,000 Written policies and procedures for the Treasurer's Office were last revised in 2010-2017. Due to changes in personnel and systems, most written policies and procedures are
outdated. An objective third-party consultant can guide industry best practices and develop updated policies and procedures.
$ 30,000 $ - $ 30,000
Recurring One Time
62,941 30,000
- -
$ 62,941 $ 30,000
CITY TREASURER
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total General Fund Impact
Total Positions
Total MS&S Exceptions
Total Requests
Revenue Offset
4 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Intermediate Clerk to Proposed
Job (Parking Permit Technician -
BCEA) (Upgrade)
Recurring 6,933 - 6,933 An upgrade from an Intermediate Clerk to a Parking Permit Technician position is needed to implement existing and future parking management functions related to residential and commercial permits, Large Non-Commercial Vehicle (LNCV) permits, curb painting and signage requests, curb management, permit parking petition processing, customer service, and other parking needs.
2 Proposed Job (Parking Permit
Technician - BCEA)
(New)
Recurring 92,267 46,650 45,617 A Parking Permit Technician is needed to support existing and future parking management functions related to residential and commercial permits, LNCV permits, curb painting and signage requests, curb management, permit parking petition processing, customer service, and other parking needs. This position is needed to oversee the migration of parking permits and
enforcement functions online. Funds for this position will be partially offset by the cost of residential parking and monthly Downtown parking permits.
3 Building Inspector II
(New)
Recurring 116,273 116,273 - A Building Inspector position is needed to support building inspections. The number of building inspections has increased since FY 2020-21 by 30 percent and additional staff has not been added to support the growth. As building permits and construction continues, such as the Airport Replacement Passenger Terminal project, the Warner Bros. Ranch Lot
development, and the Pickwick residential development, this position is needed to inspect construction projects to ensure they conform to code and plans. This position can be supported by the Building’s permit and plan check revenues which have been consistently exceeding forecasted estimates.
COMMUNITY DEVELOPMENT DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
5 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
COMMUNITY DEVELOPMENT DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
4 Intermediate Clerk
(New)
Recurring 72,561 72,561 - To streamline the business permit process, an Intermediate Clerk position is needed to assist with business license and business tax operations and support the administration of business licenses and business tax for over 11,500 businesses in the City. Additionally, this position will support the Building Division in enforcing the upcoming human trafficking ordinance.
This position is offset by the Building’s permit and plan check revenues, which have been consistently exceeding forecasted estimates.
5 Building Inspector I to Building
Inspector II
(Upgrade)
Recurring 4,977 4,977 - Upgrade from a Building Inspector I to a Building Inspector II position to support building inspections. The number of building inspections has increased by 30 percent since FY 2020-21 with significant developments such as the Airport Replacement Passenger Terminal project, the Warner Bros. Ranch Lot
development, and the Pickwick residential development moving into the construction phase. This position is needed to inspect projects and ensure that they conform to code and adhere to plans. This position is offset by Building’s permit and plan check revenues which has been consistently exceeding forecasted estimates.
6 Senior Transportation Planner
(General Fund Allocation Increase)
Recurring 65,276 - 65,276 This costing allocation change and increase is to shift employee compensation from Fund 127 (Development Impact Fees or
DIF) to Fund 001 (General Fund or GF), to reflect the duties performed. This would change the breakdown from 65 percent Fund 127, 5 percent Fund 001, and 30 percent Prop C to the following: 20 percent DIF, 50 percent GF, and 30 percent Prop C. The increase in General Fund is needed to align with this position's duties that are General Fund related including specific plan developments.
$ 358,287 $ 240,461 117,826 Total Positions 6 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
COMMUNITY DEVELOPMENT DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
7 Parking Garage Leases -
Transportation Division
One-Time 50,000 - 50,000 One-time funds will be used for real estate and/or legal services to review all existing parking garage leases with the City and parking garage owners. Information is needed to expand
parking management in Downtown to the parking garages.
8 Private Contractual Services -
Building Division
Recurring 260,000 260,000 - By January 2025, the Building Division is mandated by Assembly Bill (AB) 434 to establish a City-specific pre-approved Accessory Dwelling Unit (ADU) program. Staff anticipates approximately 10 submittals per month to be added to the pre- approved options list. The plans submitted through this program will require more thorough analysis compared to standard plan check submittals as these ADUs may be built repeatedly. Plan check consultant services costs will be fully covered by the applicant.
9 Other Professional Services -
Planning
One-Time 250,000 - 250,000 The Planning division needs to hire a consultant for mid-cycle 2025 for long-range planning. This consultant will be working on the Housing Element along with regulations for short-term rentals.
10 Other Professional Services -
Planning
One-Time 165,000 - 165,000 To assist both the Community Development Department and City Attorney’s Office in the review of environmental documents for three specific plans (Golden State Specific Plan, Media District Specific Plan, and Downtown Burbank Transit Oriented Development (TOD) Specific Plan), a one-time request for $165,000 will be used to hire a consultant to review items throughout the comprehensive environmental review process for three specific plans.
$ 725,000 $ 260,000 $ 465,000 Total MS&S Exceptions 7 NO ITEM
NEW/
REPLACE COST BALANCE FUND JUSTIFICATION
11 Toyota Pick-up Trucks
(Two vehicles)
New 110,000 110,000 001 The department is requesting two new vehicles for Building Inspectors. The first is for the Building Division License and Code Inspector II position which was approved as part of the FY 2023-24 budget but currently does not have an assigned vehicle. This position’s duties include inspections and issuing citations and require staff to use a vehicle regularly to perform site visits. As a temporary solution to ensure that the Code Enforcement staff operates efficiently and effectively, the Building Division kept one vehicle past its useful life for use by the new License and Code Inspector II. As a permanent
solution, a new vehicle is being requested to support the Building Division with enforcing existing and new City
ordinances. Both vehicles cost $55,000 each. The department has over 30,000 building inspections per year and the two vehicles ensure that each inspector has an assigned vehicle. $ 110,000 $ 110,000
Recurring One-Time
618,287 575,000
500,461
117,826 575,000
Total Requests
Revenue Offset
Total General Fund Impact
Total Capital Outlay Requests
COMMUNITY DEVELOPMENT DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
8 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Payroll Technician I
(1 FTE)
(New)
Recurring 88,182 - 88,182 Additional Payroll support is needed to address new mandates, including updated Fair Labor Standards Act (FLSA) guidance, new and more labor-intensive CALPERS reporting
requirements, and the implementation of Self Service Time entry over the next few years. This extra resource will also allow for faster processing of retroactive payments as a result of new Memorandums of Understanding (MOUs).
2 Administrative Analyst I (M)
(1 FTE)
(New)
Recurring 99,679 - 99,679 Per auditor recommendation, the coordination of vendor Electronic Funds Transfer (EFT) information management will be transferred from the City Treasurer’s Office to Financial Services. An Administrative Analyst I position is needed to provide supervisor verification for EFT enrollment and changes and provide oversight to clerical staff who have access to vendor records. Additionally, this position will take
responsibility for the administration of the City’s Procurement Card program as it moves from a paper process to an online transaction management and accounting system, as well as other administrative functions that will enable Procurement to free up more time for the Buyers to serve City customers. 3 Accountant
(1 FTE)
(New)
Recurring 108,938 - 108,938 Per auditor recommendation, Financial Services is requesting an Accountant position to allow for the monthly bank
reconciliation process and the administration of the
escheatment program to be tr ansferred to the Accounting Division. This will help the City align with Government Finance Officers Association (GFOA) best practices and provide proper segregation of duties between the City Treasurer's Office to Financial Services and maintain appropriate levels of internal controls.
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
FINANCIAL SERVICES DEPARTMENT
9 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
FINANCIAL SERVICES DEPARTMENT
4 Buyer II
(1 FTE)
(New)
Recurring 118,794 118,794 - The Procurement Division is requesting a Buyer II position to specifically focus on infrastructure and utility contracting support for Burbank Water and Power’s (BWP) growing
programs. The current BWP buyer also provides support to three other departments as well as supervises the day-to-day activities of three support staff. The complexity of electrical and water delivery projects, as well as ancillary programs for ongoing water and power needs, necessitates a specialized procurement resource for this critical service area. Revenue offset.
$ 415,592 $ 118,794 $ 296,799
5 Special Department Supplies One-Time 10,000 - 10, 000 Financial Services is requesting one-time funds fo rt h e purchase of laptops and software for new staff. These devices will allow new finance staff to remotely access financial systems.
6 Special Department Supplies Recurring 2,500 - 2,500 Additional funds are needed due to increased cost so f processing Taxpayer Identification Number (TIN) checks. TIN checks are a key component of the procurement process and are used to verify vendor identification before entering information into the Oracle address book.
7 Memberships and Dues Recurring 2,000 - 2,000 Additional funding is needed due to increases in membershi ps and dues costs. These organizations include Government
Finance Officers Association (GFOA), California Society for Municipal Finance Officers (CSMFO), National Institute of Governmental Purchasing, Inc (NIGP), California Association of Public Procurement Officials (CAPPO), and National
Procurement Institute (NPI).
Total Positions
10 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
FINANCIAL SERVICES DEPARTMENT
8 Other Professional Services One-Time 45,000 - 45,000 Civic Initiatives supports and augments the Procur ement Services Division development of an ongoing training portfolio for Citywide staff. Topics may include procurement process basic training, deciphering when each type of solicitation Request For Information (RFI), Invitation For Bid (IFB), Request For Qualifications (RFQuals), Request For Proposal (RFP), Request For Quote (RFQ)) is appropriate,
Ethics/Conflict of Interest/F inancial and Non-Financial influence training, and RFP training including how to develop effective Statements of Work.
9 Training and Travel Recurring 6,000 - 6, 000 The Procurement Division is requesting additional funds for training and travel. This request will provide funding for additional training events offered by the NIGP, OpenGov, and CAPPO and cover increased conference and travel costs.
$ 65,500 $ - $ 65,500
Recurring One Time
426,092 55,000.00
118,794 -
$ 307,299 $ 55,000
Total MS&S Exceptions
Total Requests
Revenue Offset
Total General Fund Impact
11 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
1 Fire Recruit Academy One-Time 630,000 - 630,000 The Fire Department diligent ly attempts to project retirements and promotions to be able to proactively plan for the recruitment and training of new firefighters. By aiming to maintain full staffing levels the Department can limit forced overtime hours and promote recruitment and retention. This request encompasses staffing costs
related to a Fire Recruit Academy.
2 Fire Suppression and
Emergency Medical Services
(EMS) -
Overtime Safety
Recurring 250,000 - 250,000 The Fire Department is requesting phase three of four ,t o increase the Fire Suppression and EMS Overtime Safety
budgets to address funding gaps created during periods
of budget reductions and achieve the appropriate
allocation and balance of overtime funds moving forward into future fiscal years.
3 Staffing for Peak-Hour
Ambulance Pilot Program -
(Overtime)
One-Time 650,000 - 650,000 The Fire Department is requesting funding to implemen t a peak-hour ambulance pilot program staffed with two
firefighter/paramedics for one year. The Department has operated with three rescue ambulances for the past
twenty-four years and call volume has increased
substantially during that time. The pilot program will
increase EMS transport capacity and ambulance
availability and allow the Department time to evaluate the efficacy of the program.
4 Fire Battalion Chief
(New)
(1 FTE)
Recurring 306,282 306,282 - The Fire Department is requesting a new position that will function as an Administration/Logistics Battalion
Chief (BC). This will enhance efficiency, align with
neighboring jurisdictions of similar size, and improve
capacity to manage operational responsibilities such as Fire Department facilities and the procurement and
maintenance of apparatus and equipment as well as
administrative duties including recruitment, retention, and policy development. Offset with EMS Transport
revenues.
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
FIRE DEPARTMENT
JUSTIFICATION
12 GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
FIRE DEPARTMENT
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
5 Emergency Incident Technician
to Fire Captain
(3 FTEs)
Recurring 175,000 175,000 - The City Council previously approved the addition of three Firefighter positions to serve as Emergency
Incident Technicians (EITs). These play a critical role in the command and control of emergency incidents as
related to firefighter safety and accountability. Ancillary duties include management of daily staffing, shift
training, and assistance with administrative functions, which better align with a Fire Captain classification.
Upgrading these positions to Captains would also
support succession planning.
6 Fire Captain to Fire Battalion
Chief
(Upgrade)
Recurring 33,866 33,866 - In line with recommendations from an operational analysis of the EMS Division conducted by AP Triton in
2021, the Fire Department is requesting to upgrade its
EMS Captain to an EMS Battalion Chief (BC) to expand
administrative capacity and ensure the Department
remains a top-tier provider of emergency medical
services. The EMS BC would expand upon administrative
oversight capacity, be actively engaged in representing the Department at both the local and state levels, serve as a liaison to community partners, manage an EMS
delivery model that serves the evolving needs of the
community, and design and implement innovative
solutions that anticipate the future landscape of EM S. 7 Fire Engineer to Fire Captain
(Upgrade)
Recurring 41,634 41,634 - The Fire Department is requesting to upgrade its Fi re Engineer position currently assigned to the Training and Safety Division to a 40-hour Fire Captain, which would
perform additional operational and administrative tasks that are more aligned with the Fire Captain classification, including facilitating state- mandated tri-shift training; oversight of the Department’s Firefighter Academy and
maintenance of accreditation status; participation in
succession planning; design and delivery of recruitment examinations; and development and review of safety
policies and protocol. Offset with EMS Transport
revenues.
JUSTIFICATION
13 GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
FIRE DEPARTMENT
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
8 Overtime -
Paramedic Training Backfill
One-Time 400,000 - 400,000 The agency has faced challenges in the past with retaining qualified paramedics and has not been able to meet its minimum staffing level of 27
firefighters/paramedics per shift since 2016. Maintaining minimum staffing levels is crucial to retention,
operational efficiency, and positive patient outcomes. To achieve this goal and in anticipation of potential
promotions or attrition, the department anticipates
sending five to six firefighters to paramedic school next fiscal year. In addition to training fees, the department covers the cost of backfilling these positions while
personnel attend paramedic school full-time. A one-time increase to the Safety Overtime budget will help the
agency move closer to its goal of minimum
firefighter/paramedic staffing and explore expanded
paramedic services.
$ 2,486,782 $ 556,782 $ 1,930,000 Total Positions
JUSTIFICATION
14 GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
FIRE DEPARTMENT
NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE
9 Special Department Supplies -
Fire Suppression
One-Time 30,000 - 30,000 The Fire Department diligently attempts to project retirements and promotions to be able to proactively plan for the recruitment and training of new firefighters. By aiming to maintain full staffing levels, the Department can limit forced overtime hours and promote recruitment and retention. This request encompasses costs related to
supplies and background investigations for a Fire Recruit Academy.
10 Training -
Emergency Medical Services
(EMS)
Recurring 20,000 20,000 - In an effort to adequately staff the City’s paramed ic rescue ambulances, the Fire Department aims to
maintain a minimum of 27 paramedic assignments. Due
to attrition and promotions, the Department sends a
select number of firefighters to paramedic school each
year. The cost for paramedic training has increased
substantially and the Department is requesting further
training monies to maintain its minimum paramedic
assignment.
11 Private Contractual Services -
Fire Administration
One-Time 75,000 - 75,000 Every five years, the Fire Department updates its Strategic Plan, which serves as a roadmap for achieving Department objectives, meeting community needs, and
is also a requirement for obtaining reaccreditation
through the Commission on Fire Accreditation
International (CFAI). Funds will be used towards
consultant services to coordinate stakeholder input and facilitate updates to the Strategic Plan.
12 Wellness -
Fire Administration
Recurring 15,000 15,000 - The Department is requesting additional funding t o support a behavioral health and wellness program to
meet the unique needs of first responders. Programming
includes a chaplain program, mental health and wellness resources, the provision of critical incident stress
debriefings, and training on effective stress management or coping tools. By continuing to grow its behavioral
health and wellness program, the Department aims to
meet the City’s employee retention objectives.
$ 140,000 $ 35,000 $ 105,000
JUSTIFICATION
Total MS&S Exceptions
15 GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
FIRE DEPARTMENT
NO ITEM
NEW/
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
13 Turnouts New 90,000 - 90,000 001 This request encompasses costs related to tu rnouts and protective equipment for firefighter recruits. The
department diligently attempts to project retirements and promotions to be able to proactively plan for the
recruitment and training of new firefighters. By aiming to maintain full staffing levels, forced overtime hours can be limited and promote recruitment and retention.
14 Monitors/Defibrillators Replacement 843,762 483,762 360,000 001 and
533
The Fire Department is requesting funds for the
replacement of ZOLL monit ors/defibrillators. The
department currently equips each engine, truck, and
rescue ambulance with a defibrillator. A
monitor/defibrillator aids paramedics in restoring
heartbeat in cardiac arrest patients and monitoring a
patient’s vitals and determining the efficacy of CPR
efforts. This equipment is critical to positive patient outcomes and a requirement for the department to
operate as an ALS provider in LA County.
15 Rescue Ambulance New 650,000 - 650,000 001 The Fire Department is requesting funds to purchase a rescue ambulance in anticipation of expanding its EMS
program. Due to increased production, time, and supply
chain issues the department is requesting funds to begin the procurement process for a new rescue ambulance in
Fiscal Year 2024-25.
16 Lund University
Cardiopulmonary Assist
System (LUCAS) Device
New 100,000 - 100,000 001 The Fire Department is requesting one-time funds to procure three additional LUCAS devices which provide
automated chest compression and enable paramedics to
perform hands-free, consistent, and uninterrupted CPR.
Currently, the Burbank Fire Department equips 3 of its 6 engines and all 3 rescue ambulances with a LUCAS
device. Procurement of three additional devices will
maximize availability on responding apparatus and
increase positive outcomes for cardiac arrest calls.
$ 1,683,762 $ 483,762 $ 1,200,000 Recurring One-Time
841,782 2,985,000
591,782 -
$ 250,000 $ 2,985,000
Total Requests
Revenue Offset
Total General Fund Impact
Total Capital Requests
16 NO ITEM
ONE-TIME /
RECURRING COST OFFSET BALANCE FUND JUSTIFICATION
1 Principal Technology Product
Managers (2 FTEs)
(Upgrade)
Recurring 143,467 - 143,467 537 Upgrading two vacant Technology Product Manager positions to two Principal Technology Product Manager
positions. Upgrading these positions aligns with
Information Technology's (IT) mission to drive the
development and execution of high-priority, highly
complex projects such as Oracle Online Time Entry,
Oracle Enterprise Resource Planning (ERP), Hyperion,
and Web Access Management (WAM) upgrades.
At
this level, IT can attract and acquire senior talent who have the ability to support the City's Oracle financial and Human Resources Management Software
systems (HRMS), as well as collaborate with our
business partners and lead the teams who support and
use these systems.
$ 143,467 $ - $ 143,467
2 Cyber Incident Response
Plan Consulting
Recurring 30,000 - 30,000 537 Quarterly testing of our on-premises network, Wi-Fi, and data center equipment's Cyber Security state to
identify any potential vulnerabilities that Information Technology (IT) must address.
3 WiFi Consulting One-Time 24,000 - 24,000 537 Consulting services to help e nsure reliable Wi- Fi/wireless connectivity for staff and guests while in the City facilities.
4 Solution Consulting One-Time 24,000 - 24,000 537 Consulting services to p rovide data and reports to help IT identify, source, and procure hardware, software,
and other services related to technology that align with the City's specific needs.
5 Transportation and Mobility
Consulting
One-Time 40,000 - 40,000 537 Consulting services to provide the City with tec hnology solutions that will improve the transportation and
mobility experience while reducing parking issues and
concerns, congestion, and C02 emissions.
$ 118,000 $ - $ 118,000
Total Positions
Total MS&S Exceptions
INFORMATION TECHNOLOGY
FY 2024-25 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
17 INFORMATION TECHNOLOGY
FY 2024-25 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
NO ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
6 Nutanix Node Replace 193,533 193,533 - 537 The City's servers and storage inf rastructure have reached its end of life and are due for replacement.
These nodes connect the switches to the servers
which houses all of the City's network data.
Replacement funds have been collected through Fund
537 rental rates.
7 Nutanix Infrastructure &
Storage System
Replace 399,672 399,672 - 537 The City's Server and Storage infrastructure hardware has reached its end of life and is due for replacement.
These servers house all of the City's network data.
Replacement funds have been collected through Fund
537 rental rates.
$ 593,205 $ 593,205 $ -
Recurring One-Time
173,467 681,205
593,205
$ 173,467 $ 88,000
Total Requests
Revenue Offset
Total Non-General Fund
Impact
Total Capital Requests
18 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Library Resource Materials Recurring 50,000 - 50,000 Due to rising production, labor, and transportation costs, the Library's material vendors have increased costs for books, DVDs, audiobooks, magazines, and similar materials. In order for the Library to maintain the current level of service, an adjustment is needed; otherwise, the same funds will result in fewer new purchases to meet public demand.
2 Library Materials: Electronics Recurring 50,000 - 50,000 California State Library funding for a suite of workforce-related online resources will cease in September 2024. Due to
Burbank's success with workforce services, the Library
requests funding to maintain access to two of the original six resources: LinkedIn Learning and LearningExpress Library (Job and Career Accelerator), which are core elements of the Job Connect service and valued by general Library patrons as well.
3 Private Contractual Recurring 25,000 - 25,000 The Library is renegotiating its contract with its primary software vendor, SirsiDynix, and anticipates requiring
increased funds due to inflation and additional services required as more digital services need to be integrated with core systems.
4 Library Programming Recurring 25,000 - 25,000 Increased demand for Library programs utilizing expert instructors, primarily for the Spark! Digital Media Lab and workforce-related programs require additional ongoing support.
These programs directly support the City Council goals related to economic development.
LIBRARY DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
19 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
LIBRARY DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
5 Sister City Committee One-Time 25,000 - 25,000 In FY 2023-24, at the City Council direction, staff developed a vision for Sister City activities based on best practices and public input. Staff proposes one-time funding of $75,000, to be allocated as $25,000/year for three years, to support Sister City activities and carry out the vision. This will provide time to carry out activities, measure impact, and determine the appropriate recurring allocation for these activities, while also exploring revenue offset opportunities.
6 Literacy One-Time 20,974 20,974 - In FY 2023-24, the Library began providing English as a Second Language (ESL) services through grant funding from the California State Library. State funding for Burbank has already been awarded for FY 2024-25 and FY 2025-26. This request allows the City Council to accept and appropriate the FY 2024-25 grant allocation, which has already been received and will be used after July 1, 2024, to offer a continuation of Library ESL programs for adult learners.
195,974 20,974 175,000
Recurring One-Time
150,000 45,974
20,974
$ 150,000 $ 25,000 Total General Fund Impact
Total MS&S Exceptions
Total Requests
Revenue Offset
20 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 DEI Officer
(New)
(1 FTE)
Recurring 164,689 - 164,689 Pursuant to the City Council's direction, City staff worked over the last year with the National League of Cities (NLC) Race, Equity, and Leadership (REAL) program to take the City's initial steps toward addressing issues of Diversity, Equity, and Inclusion (DEI). To build on these initial steps and move toward addressing DEI on an ongoing basis, staff is requesting funding for a full-time position in the Management Services Department dedicated to guiding the City on its journey toward more inclusive and equitable processes and outcomes for both City employees and the Burbank community.
2 Administrative Analyst II (Z)
(New)
(1 FTE)
Recurring 129,644 - 129,644 An Administrative Analyst II (Z) is needed to assist with increased demand for recruitment, selection, and onboarding. Since FY 2016-17, the recruitment workloadhas increased significantly and the number of personnel requisitions has increased by
approximately 62 percent, while staffing has remained the same.
This request will assist with the increase of personnel requisitions in accordance with the City Council’s goal of reducing employee vacancy rates and recruiting and retaining quality employees.
Additionally, it will allow us to better serve departments by improving recruitment and onboarding processes.
3 Human Resources Technician II
(New)
(1 FTE)
Recurring 94,369 - 94,369 A Human Resources Technician II is needed to assist with increased demand for recruitment, selection, and onboarding.
Since FY 2016-17, the recruitment workload has increased significantly, and the number of personnel requisitions has increased by approximately 62 percent while staffing has remained the same. This request will assist with the increase of personnel requisitions in accordance with the City Council’s goal of reducing employee vacancy rates and recruiting and retaining quality employees. Additionally, it will allow us to better serve departments by improving recruitment and onboarding
processes.
4 Temporary Staffing
(Two Temporary Human Resources
Technicians I)
One-Time 200,099 - 200,099 Recruitment staff in the Management Services Department continue to aggressively assist the Police Department with their recruitment efforts to fill all sworn vacancies. Funds for two temporary Human Resources Technician I positions are being requested for FY 2024-25.
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
MANAGEMENT SERVICES DEPARTMENT
21 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
MANAGEMENT SERVICES DEPARTMENT
5 Overtime One-Time 5,000 - 5,000 Staff is requesting overtime dollars for four hours per month eac h 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.
$ 593,801 $ - $ 593,801
6 Public Information -
Employment Services
Recurring 35,000 - 35,000 In support of the City Council’s goal to reduce the employee vacancy rate by 25 percent and recruit and retain quality employees, Management Services is strategically enhancing its LinkedIn initiatives. This enhancement aims to improve the City’s presence on LinkedIn by broadening our regional reach,
effectively drawing more job seekers to visit our main page, and engage with our job opportunities. Currently, the City’s job postings are only visible to the individuals who follow the City’s LinkedIn page. With LinkedIn Career Pages, the City’s job postings could potentially reach over 250,000 individuals. 7 Private Contractual Services -
Employment Services
Recurring 50,000 - 50,000 Funding is needed for two existing programs that were implemented in 2023 to support in-time testing network services:
Test Genius and Spark Hire. These programs aim to shorten and improve the recruitment process to meet the high demand of filling vacancies and achieve the City Council's goal of meeting the hiring needs of the departments. Funds will also be utilized to support additional testing services National Testing Network (NTN) and the Firefighter Candidate Testing Center (FCTC). 8 Office Supplies -
Employment Services
Recurring 110,000 85,000 25,000 The City of Burbank has a thriving passport program that generates significant revenue. However, with the increase in mailings associated with the passport program, the Management Services postage account has been depleted. The cost for postage associated with the passport program is paid by the citizen applying for a passport. Additionally, the cost of United States postage has surged by over 30 percent. Management Services has not requested additional funding to cover the escalating cost until now. The department is seeking additional funds to mitigate the impact of increasing postage costs and ensure the continued smooth operation of our mail delivery services. Revenue Offset.
Total Positions
22 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
MANAGEMENT SERVICES DEPARTMENT
9 Office Supplies -
Youth Employment
Recurring 5,000 - 5,000 The Management Services Department is requesting additional funding to ensure the sustainability of the City of Burbank's Summer Trails Enhancement Program (STEP) youth employment program. The STEP program serves approximately 35 youths annually. In recent years, the costs related to landscaping tools and machinery have steadily risen and a significant portion of our tools have reached the end of their operational life, necessitating replacement. Furthermore, we have started incurring expenses for the utilization of Community Development Department (CDD) buses which was not the case in previous years. The STEP participants and leaders use the CDD buses to get to and from their worksites on the hills. The proposed budget increase is essential to cover transportation charges and address the pressing need for tool replacement thereby maintaining the program's effectiveness.
10 Training -
Youth Employment
Recurring 3,000 - 3,000 The Management Services Department is seeking additional funding to sustain the Burbank Employment and Student Training (BEST), City Resources Employing Students Today (CREST), and Summer Trails Enhancement Program (STEP) youth
employment programs. These programs serve approximately 130 youths annually. Over the years, the expenses associated with training and transportation, particularly fuel costs for the buses have seen consistent increases. Despite these rising costs we have not pursued a budget adjustment. The requested funds are essential to ensure that our youth employment participants can continue to access valuable training opportunities such as traveling to the Museum of Tolerance or the Ronald Reagan Presidential Library and cover the transportation expenses required to reach these training sessions.
$ 203,000 $ 85,000 $ 118,000
Recurring One-Time
591,702 205,099
85,000 -
506,702 205,099
Revenue Offset
Total General Fund Impact
Total MS&S Exceptions
Total Requests
23 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Administrative Analyst II (Z)
(New)
(1 FTE)
Recurring 129,644 - 129,644 530 Staff is requesting a new Administrative Analyst II (Z) position to address the growing needs of the
General Liability and Insurance Office. This
includes delivering comprehensive insurance
training to City employees, working closely with
project managers to address insurance disputes
with third parties, and dedicating attention to on
going insurance inquiries. The proposal aims to
enhance the management of insurance aspects in
City agreements, safeguarding the organization’s
interests, and reducing delays in completing
Professional Service Agreements.
2 Work Compensation
Representative II to Work
Compensation
Representative III
(Upgrade)
(1 FTE)
Recurring 25,543 - 25,543 531 An upgrade from Workers’ Compensation Representative II to Workers’ Compensation
Representative III (WCRIII) is requested to dedicate
resources to resolving complex claims that include
legal representation, severe injuries, and/or
employees losing time from work. This role is
essential to maintaining quality claim handling in
accordance with the standards set by the Division
of Workers’ Compensation – Department of
Industrial Relations. Furthermore, upgrading to
WCR III will assist in successfully passing state-
mandated workers’ compensation audits, which will
allow for the City to maintain its self-administered
status.
$ 155,187 $ - $ 155,187
MANAGEMENT SERVICES DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
Total Positions
24 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
MANAGEMENT SERVICES DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
3 Insurance Recurring 1,725,000 - 1,725,000 530 Due to the volatile insurance market for pub lic agencies, staff is seeking an increase across
various insurance categories, encompassing
citywide property coverage, power generation,
property insurance, cyber liability, environmental
liability, auto physical damage, earthquake, and
crime insurance. The request for an increase also
arises from claims submitted by the City throughout
the fiscal year to recuperate losses.
$ 1,725,000 $ - $ 1,725,000
Recurring One-Time
1,880,187 -
- -
$ 1,880,187 $ -
Total Requests
Revenue Offset
Total Non-General Fund Impact
Total MS&S
25 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Non-Departmental -
Employee Breakfast
Recurring 30,000 - 30,000 The funds are requested to maintain the long-standing tradition of the annual employee breakfast. FY 2018-19 was the last increase in funds for the employee banquet. Since then, the cost of labor and food has been steadily increasing.
Additionally, to comply with the adopted waste reduction ordinance, the procurement of eco-friendly and biodegradable materials is essential which are priced at a premium.
2 Non-Departmental -
Education Reimbursement
Recurring 15,000 - 15,000 To remain competitive and address challenges of recruitment and retention, the City of Burbank provides tuition
reimbursement to employees continuing their education
pursuant to MOUs and Resolutions. This program positions the City to attract and retain high-caliber staff. The program invests in professional development which benefits the employee and contributes to the growth and success of the City. The Burbank Management Association (BMA) MOU, stipulates an annual
cap of $30,000 for the group. The annual tuition
reimbursements submitted for BMA have surpassed the
current cap. Therefore, additional funds are needed to continue to provide tuition reimbursement. This request will provide the funding for an increased cap which is subject to negotiations with BMA.
45,000 - 45,000
Recurring One-Time
45,000 -
- -
$ 45,000 $ -
NON-DEPARTMENTAL
FY 2024-25 PROPOSED BUDGET REQUESTS
GENERAL FUND
Total MS&S Exceptions
Total Requests
Revenue Offset
Total General Fund Impact
26 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Overtime Recurring 34,864 34,864 - The Burbank Animal Shelter operates seven days a week toc a r e for animals housed at the Shelter and to answer service calls.
Notably, staff are also required to work on holidays to meet community needs. This causes overtime to be accrued, as well as standard shift coverages for illnesses, vacations, Animal Control Officer stand-by-pay, and emergency callouts. Historically the Animal Shelter exceeded its overtime budget, and the overage was absorbed within the Police Department's operating budget. The Parks and Recreation Department's budget does not have sufficient funding to absorb recurring or additional increases in overtime costs. For this reason, the department is requesting that the budget be increased to accurately meet the needs of the Animal Shelter. 2 Work Trainee I (2)
(New)
(0.5 FTE)
Recurring 52,376 13,094 39,282 The Senior Nutrition Program provides essential meals to participants 60 years of age and older and the disabled. This program maximizes seniors’ independence while remaining at home. Last year, the Program provided 124,481 nutritious and balanced meals. This position will provide valuable operational support to the Central Kitchen, Congregate, and Home Delivery Meals Programs. The Program is partially funded by a grant from the Los Angeles Area Agency on Aging.
3 Resizing Sumer Camp Positions
(2 Work Trainee I, 1 Recreation
Leader)
(FTE Increase)
Recurring 29,575 29,575 - To meet the needs of the community for additional full-day summer camps, the Department will be expanding the half-day Nature Experiences Summer Day Camp from 9 am to 12pm to 9am to 4pm in summer 2025. The expanded camp will require increasing seasonal staff hours. The camp fees will increase from $80 to $90 per week in summer 2024. As a result of the expanded program, the camp fee will increase again in the summer of 2025 from $90 to $190 per week for 25 additional camp hours. Revenue offset. 4 Senior Recreation Leader
(New)
(.9 FTE)
Recurring 70,517 70,517 - Due to the community's increasing demand for full-day summer day camp programming, Ovrom Community Center will be added as a Summer Daze Campsite. Additional season staffing is required to operate the camp. Summer Daze Camp fees will be increased by 15 percent to market value. This is comparable to similar programs in surrounding communities. Revenue offset.
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
27 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
5 Administrative Analyst I (M) to
Administrative Analyst II (M)
(Upgrade)
(1 FTE)
Recurring 7,643 7,643 - This request to upgrade from an Administrative Analyst I (AAI) position to an Administrative Analyst II (AAII) will better align with duties including statistical analysis, budget preparation, grant administration, evaluation and development of policies, coordination of public records requests, public vaccine clinics, promotion of new health and wellness pet companionship
marketing initiatives, coordination, volunteer opportunities, identification of partnerships for future dog park, and management of the Burbank 311 application.
6 Work Trainee I (.5 FTE) to Utility
Worker (.5FTE) (5)
(Upgrade)
Recurring 36,604 36,604 - Upgrading the Park part-time weekend staff positions from Work Trainee I to Utility Workers to better reflect the scope of work. This crew works weekends and holidays to ensure park grounds are maintained for permit and general park users to enjoy. Revenue offset with single park development fees.
7 Clerical Worker
(FTE Increase)
(.455 FTE to 1 FTE)
Recurring 46,508 46,508 - With an increase in park and facility permits year-over-year, additional staffing is required to adequately provide support in processing department permits. Revenue offset.
8 Facilities Attendant II (3)
(New)
(.45 FTE)
Recurring 55,350 55,350 - With an increase in Department's general contract class programming, additional staffing is required to appropriately staff facilities. These positions will be assigned to recreation and aquatics facilities. Revenue offset.
9 Facilities Attendant II
(FTE Increase)
(.241 FTE to .45 FTE)
Recurring 9,085 9,085 - With an increase in Department's contract class programming, additional staffing is required to appropriately staff facilities.
Revenue offset.
10 Sports Program Staff Right-Size
Reorganization
(Right-sizing 4 Recreation Leaders to
.48 FTE and 16 to .38 FTE)
(FTE Increase)
Recurring 96,548 96,548 - Right-sizing Recreation Leader staff in Sports Programming to ensure adequate coverage at facilities for Sports Programming. 11 Facilities Attendant II
(New)
(.45 FTE)
Recurring 18,450 18,450 - Additional staff is needed to right-size the over usage of staff due to a limited number of positions utilized for recreation center staffing.
Revenue offset.
28 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
12 Facilities Attendant II
(FTE Increase)
(.165 FTE to .45 FTE)
Recurring 11,972 11,972 - During the summer season, the McCambridge pool will be expanding programming to include Saturday operations. This includes expanding swim lessons, Go! Parties, and Recreation Swim. This position will operate the front desk and locker rooms.
Revenue offset.
13 Administrative Analyst I (M) to
Administrative Analyst II (M)
(Upgrade)
(1 FTE)
Recurring 7,643 7,643 - This position is responsible for administering the Burbank Program, Activity, and Service Subsidy (PASS) program. The scope and level of responsibilities are expanding to support the Department's goal of obtaining additional grant funding, coordinating grant reimbursements, and providing budget support. Revenue offset with rental permit fees.
$ 477,135 $ 437,853 $ 39,282
14 Private Contractual Services -
Urban Reforestation
One-Time 1,100,000 - 1,100,000 Funding for the development of an Urban Forest Master Plan includes updating the City's park and street tree inventory; conducting a health assessment of all city-owned trees; completing an urban canopy study; reviewing the City's tree policies; and procedures, and assessing the citywide pruning cycles. This also includes funding for the California Environmental Quality Act (CEQA) compliance process of the Urban Forest Master Plan. 15 Special Dept Supplies -
Supplemental Nutrition
Recurring 237,000 237,000 - The Senior Nutrition Program provides essential meals to participants 60 years of age and older and the disabled. This program maximizes seniors’ independence while remaining at home. Last year, the Program provided 124,481 nutritious and balanced meals. The cost of food and the number of meals served in the Senior Nutrition Program have significantly increased since COVID-19. The Program is partially funded by a grant from the Los Angeles Area Agency on Aging.
Total New Positions
29 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
16 Special Dept Supplies -
Animal Shelter
Recurring 60,000 - 60,000 Funds are requested for the rising costs of medical supplies and medicines for animals housed at the Animal Shelter. These costs have more than doubled since 2021. Flea medication expenses have nearly tripled since 2021. The number of animals received and housed at the Animal Shelter has also increased by 47 percent since 2021. Animals that take longer to find homes result in additional vaccines, flea treatments, medicines, and medical supplies. A larger animal population has caused the need to implement additional measures for disease control.
17 Special Dept Supplies -
Animal Shelter
Recurring 6,100 6,100 - Funds are requested to cover the rising costs of pet food utilized to feed the animals housed at the Animal Shelter. Costs for pet food have increased overall by 29 percent since 2021. The number of animals received and housed by the Animal Shelter has also increased by 47 percent since 2021. The combination of increased food costs and animal population has created the need for additional funding.
18 Custodial Services -
Park Landscape
Recurring 42,620 - 42,620 In accordance with price increases for custodial services, the department anticipates a 3.5% service increase in the contract.
This request also includes quarterly deep cleaning of all park restrooms, in addition to mid-afternoon cleaning of bathroom stalls, floors, and sinks; restocking of supplies; and emptying trash receptacles. During the peak seasons of sports leagues and picnics, March through November, the parks experience a significant increase in park users. With programs operating from 7 am to 9 pm on weekends, a bathroom porter is needed to maintain the sanitation of the outdoor park restrooms.
19 Private Contractual Services -
Starlight Bowl
Recurring 60,000 - 60,000 To comply with Senate Bill 1383, the City is required to have zero waste events at the Starlight Bowl. In the past, the City received grant funding to offset recycling costs. However, grant funds are no longer available. The service will need to be utilized at City- sponsored and Private Rental concerts.
30 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
20 Special Dept Supplies -
Commerical and Special Events
One-Time 50,000 - 50,000 In 2025, the Department will be celebrating its Centennial Anniversary. The Department has been planning several
Centennial celebrations for the community to participate including a 100th Birthday Party at the Starlight Bowl, a Spring Pupapalooza which includes a pet expo and adoption fair, a retro campout, and many other activities and events throughout the year. Funding is needed to support the planning and execution efforts for the Department's 100th Anniversary.
21 Special Recreation Contract Services
- Day Camp and Afterschool Program
Recurring 13,200 13,200 - The department offers robust summer day camp programs that are in high demand. Due to the demand, Ovrom Community Center will be added as a Summer Daze Campsite. The camp fee includes field trips that require bus transportation. This request will account for increases in transportation costs. Revenue offset.
22 Private Contractual Services -
Day Camp and Afterschool Program
Recurring 28,000 28,000 - The department offers robust summer day camp programs that are in high demand. Due to the demand, Ovrom Community Center will be added as a Summer Daze site. The camp fee includes field trips. Admission fees to engaging destinations continue to increase.
Additional funds are needed for destination entrance fees. Revenue offset.
23 Special Dept Supplies -
Stough Canyon Nature Center
Recurring 2,500 2,500 - To meet the community, need for additional summer camp programming, the department will be expanding the operating hours of the Nature Experiences Summer Day Camp from 9 am-12 pm to 9 am-4 pm in summer 2025. The increase in programming hours will result in increased costs of camp supplies needed to offer extended programming. Revenue offset.
24 Special Dept Supplies -
Day Camp and Afterschool Program
Recurring 3,000 3,000 - Due to increasing demand for summer day camp programming, the department will develop an additional Summer Daze camp located at the Ovrom Community Center. Additional program supply funds are required to operate the camp. Revenue offset.
25 Private Contractual Services -
Park Administration
Recurring 6,364 - 6,364 Per the contractual obligation with Catholic Charities to ope rate and manage the Burbank Temporary Worker Center, the total
compensation will be increased on an annual basis in accordance with the Consumer Price Index (CPI), estimated at 5.43%. As stipulated in the Agreement, the CPI is adjusted by the rate of change in the CPI experienced in January in the preceding calendar year. Additional funds are needed to cover the increase. 31 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
26 Governmental Services -
Park Administration
Recurring 17,904 - 17,904 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 to cover the anticipated 2024 contractual increase. CPI is estimated at 3.5% in 2024 based on a 12-month CPI average in 2023.
27 Special Recreation Contract Services
- Organized Sports
Recurring 38,000 38,000 - League official's pay has increased to continue to attract and retain quality officials for all sports leagues offered throughout the year.
Revenue offset.
28 Other Professional Services
- Golf Course
Recurring 460,076 460,076 - The DeBell Golf Course is forecasted to continue operating successfully and exceed revenue projections. The department is requesting to increase DeBell's operating budget to offset increased 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 costs. Notably, an increase in events, tournaments, and golf play also leads to an increase in revenues.
Revenue offset.
29 Special Recreation Contract Services
- Aquatics
Recurring 79,200 79,200 - The Department provides engaging classes through third-party contracted instructors using an Instructional Services Agreement (ISA). Through an ISA, the department generates revenue by splitting all registration fees with the contractor. These classes include Breakthrough Sports aquatics and aqua fitness classes.
Revenue offset.
30 Special Recreation Contract Services
- Orgainized Sports
Recurring 91,500 91,500 - The department provides engaging classes through third-party contract instructors using an Instructional Services Agreement (ISA). Through an ISA, the department generates revenue by splitting all registration fees with the contractor. These classes and camps include the following The Next Fun Thing - Kickball League, Amazing Athletes Camp, Junior Derby Camp, Brit West Soccer Camp, and Softball Camp. Revenue offset.
32 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
31 Special Recreation Contract Services
- Olive Recreation Center
Recurring 75,000 75,000 - The department provides engaging camps, contract classes, and activities through third-party contracted instructors using an Instructional Services Agreement (ISA). Through an ISA, the department generates revenue by splitting all registration fees with the contractor. Revenue offset.
32 Special Recreation Contract Services
- Verdugo Park
Recurring 45,000 45,000 - The department provides engaging camps, contract classes, and activities through third-party contracted instructors using an Instructional Services Agreement (ISA). Through an ISA, the department generates revenue by splitting all registration fees with the contractor. Revenue offset.
33 Special Recreation Contract Services
- Cultural Services
Recurring 37,000 37,000 - The department provides engaging camps, contract classes, and activities through third-party contracted instructors using an Instructional Services Agreement (ISA). Through an ISA, the department generates revenue by splitting all registration fees with the contractor. Revenue offset.
34 Special Dept Supplies
- Organized Sports
Recurring 30,000 - 30,000 In an effort to further the department's Diversity, Equity, and Inclusion (DEI) goals, this request is to continue hosting an annual adaptive sports day and other special events aimed at increasing inclusiveness and awareness of people living with disabilities in the community.
35 Special Dept Supplies
- Organized Sports
Recurring 8,500 8,500 - The Park and Play mobile recreation program provided equal access to inclusive course offerings that advance the community's health and quality of life. The goal of the Park and Play mobile recreation vehicle is to extend services past barriers to connect underserved communities with engaging programming. Supplies for pop-up events include sports equipment, board games, and art supplies. The department provided service to 3,520 youth participants during the pilot period.
36 Other Professional Services
- Starlight Bowl
Recurring 100,000 100,000 - Due to increases in entertainment costs, contract services (custodial parking and street closure services production concessions), Burbank Transportation costs, and additional venue repairs due to aging infrastructure, additional funding is necessary to operate the venue for the 2024 concert season. Revenue offset. 33 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
37 Holiday Decorations
- Senior Recreation
Recurring 7,000 7,000 - Annually, the Rock A Hula and Egg-stravaganza are well-attended community events. Rock A Hula draws over 200 members of our 55+ Adult community to the free event that includes food, activities, and entertainment. Egg-stravaganza draws 1,000 youth for the registered egg hunts, while 300+ additional youth can participate in fun activities in the park. This request is partially revenue offset from fees collected at the Egg-Stravaganza event. With increasing costs of rentals and supplies, these events are running at a deficit.
Egg-Stravaganza is projected to increase revenue by $1,500 by increasing registration fees for residents and non-residents. 38 Independence Day Celebration
- Commerical and Special Events
Recurring 2,000 2,000 - The cost of the pyrotechnic vendor hired for the 4th of July Fireworks has increased. 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. The vendor last increased prices in 2023 for which staff requested additional funding at that time. The total annual cost for a 20-minute fireworks display will be $39,000.
39 Holiday Decorations
- Commerical and Special Events
Recurring 6,000 6,000 - The City's annual Mayor's Tree Lighting vendor costs have increased for supplies and labor. The Mayor's Annual Tree Lighting is a free, non-revenue generating event that is well attended by the Burbank community. These funds are needed for increases in hired services including lighting, holiday tree rental, road closures, and Public Works labor.
40 Other Professional Services -
Cultural Services
One-Time 15,000 15,000 - The Art in Public Places Committee recommends that $15,000 of Public Art funds (restricted dollars) be allocated to fund Phase 8 of the Burbank Cultural Arts Commission's (BCAC) Burbank Arts Utility Box Beautification Program. This request will be used to commission the artists to paint 10 additional utility boxes along Glenoaks Boulevard. BCAC remains committed to raising additional funding for ongoing maintenance and the artist reception. 34 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
41 Private Contractual Services -
Art in Public Places (APP) Consultant
One-Time 50,000 50,000 - This request is for art consulting services for the Art in Public Places program. Services will support staff with strategically planning art projects and installations, including artist selection, community engagement, artwork design, fabrication, installation, and closing activities and documentation. Services will ensure that artistic endeavors align with the City Council's goal of increasing visibility and access to arts in the community.
42 Special Dept Supplies -
Athletic Leagues
One-Time 135,000 - 135,000 Annually, the department's Sports Division hosts the Civitan and Jamboree Celebration to commemorate the end of the Youth Hap Minor Baseball and Ponytail Softball season. New safety standards placed by the City's permitting process, City's Traffic Engineer, and Burbank Police Traffic Division require the use of a temporary rigid barrier system for street closure when pedestrians are expected to occupy the roadway. Meridian rigid barriers have a faster set-up and take-down time that allows the roadway to open promptly after the event ends and meets all safety standards. The Department will purchase additional city-owned barriers to reduce the rental expense.
43 Equipment Rental -
Animal Shelter
Recurring 5,000 5,000 - Funds are requested to cover cell phone charges Animal Control Officers (ACOs) and medical staff at the Animal Shelter. Photos are taken and shared by staff members for animal care, medical consultation, and documentation. ACOs utilize these phones to communicate with the Animal Shelter and police dispatch when unable to utilize the radio due to sensitive information and to contact members of the public when additional information for service calls is needed. Medical staff utilize these phones to communicate regularly with the public about animals and their needs while in the foster program. Medical consultations are done utilizing video calls when. Medical staff also communicate with each other regarding animal medical care when working various schedules.
44 Utilities -
Department-wide
Recurring 128,732 - 128,732 Additional funds are needed to cover increased utility costs for several divisions throughout the department.
45 Office Supplies -
Park Administration
Recurring 15,000 15,000 - Additional funding is needed to address the rising cost of office supplies and ensure the continuance of accurate and efficient operations in the department's Administration office. Revenue offset with rental permit fees.
35 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PARKS AND RECREATION DEPARTMENT
46 Bank Service Charges -
Park Administration
Recurring 26,520 - 26,520 Due to the increase in bank credit card processing fees, in additi on to increased credit card transactions for park permit participant registrations and refunds, this funding will cover the increased charges.
47 Reimbursable Materials -
Cultural Services
Recurring 3,700 3,700 - Additional funds are needed to purchase clay and glaze for a variety of pottery classes offered at the Betsy Lueke Creative Arts Center. The department has experienced a consistent increase in clay costs due to nationwide price increases for goods and services. Pottery students are currently charged $17 per bag of clay and $35 for specialized clay. Variable pricing will be introduced ranging from $17 to $21 per bag and $40 for specialized clay depending on the type of clay being purchased. Revenue offset by increased instructor fees.
48 Special Dept Supplies -
Olive Recreation Center
Recurring 5,000 5,000 - Annually, the department hosts a Summer Specialty Camp Fair event with an attendance of up to 400. This free interactive community event showcases over 10 summer camp exhibitors, which include activities, opportunity drawings, and demonstrations.
Families are offered an opportunity to engage and interact with camp instructors and learn more about summer offerings. This request is for equipment rental and supplies. Revenue offset by increased specialty camp registration.
49 Reimbursable Materials -
Athletic Leagues
Recurring 26,200 26,200 - The department is expanding community events at local professional sporting facilities in FY 2024-25. City of Burbank LA Galaxy Night and LA Kings Day will be added to the annual City of Burbank Dodgers and Clippers Days events. Revenue offset with ticket sales.
$ 3,016,116 $ 1,358,976 $ 1,657,140
Recurring One-Time
2,143,251 1,350,000
1,731,829 65,000
$ 411,422 $ 1,285,000 Total General Fund Impact Total MS&S Exceptions
Total Requests
Revenue Offset
36 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Private Contractual Services -
Forestry Services
One-Time 500,000 - 500,000 534 City trees are one of the most important and valuable assets. To meet residents' expectations, this request will fund a private tree trimming service provider. The City’s Urban Forest consists of 33,000 trees that help provide a healthy and clean environment for our community.
Preserving and properly maintaining trees plays a vital role in removing carbon dioxide from the atmosphere.
Most of the City's trees were planted 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.
2 Ballfield Maintenance -
Facility Planning and
Development
Recurring 65,000 - 65,000 534 Additional funds are requested for annual ballfield maintenance to include laser leveling, edge amendment,
warning track maintenance, base anchor replacement,
batter box, and pitching mound repair on 15 ballfields
citywide. Ballfield maintenance is crucial to the safety of users and enhances opportunities for recreation sports
leagues and rentals. The current funding in the amount
is not sufficient for the 15 ballfields citywide to properly maintain the ballfields.
$ 565,000 $ - $ 565,000
NO ITEM
NEW/
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
3 Walk-In Refrigerator for
Nutrition Program
Replace 12,837 10,004 2,833 533 Replace the walk-in refrigerator at the Central Kitchen.
The new equipment will allow Senior Nutrition operations to continue at a higher level and with no disruptions.
$ 12,837 $ 10,004 $ 2,833
Recurring One-Time
565,000 2,833
- -
$ 565,000 $ 2,833
Total Requests
Revenue Offset
Total Non-General Fund Impact
PARKS AND RECREATION DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
Total MS&S
Total Capital Outlay
37 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Forensic Specialist
(New)
(1 FTE)
Recurring 108,065 - 108,065 The Police Department Forensics Bureau is requesting a new position. This request stems from the increasing
complexity and volume of criminal cases handled by the
Forensics Bureau. The Forensic Specialists play a pivotal role in crime investigation and prosecution utilizing their expertise in photography laborat ory work and computer
analysis to gather examine and process evidence from crime scenes. The additional position will address current
workloads, eliminate backlogs, and proactively prepare for spikes in caseloads. It will also improve efficiency, lead to faster turnaround times for investigations, and contribute to the quick and accurate delivery of justice for victims. 2 Parking Control Officer to Community
Service Officer (Proposed Position)
(Upgrade)
(2 FTE)
Recurring 25,000 - 25,000 Per City Council direction, approval of these upgraded positions will support the implementation of a Community Service Officer (CSO) program. The program will create a team of non-sworn personnel to manage non-emergency
calls including traffic incident s, parking issues, vehicle impounds, and lost/found property reports. CSOs will also assist with parking enforcement, community outreach
events, and support public safety during film productions. 3 Overtime Recurring 12,000 - 12,000 As directed by the City Council, since 2022 the Police Department has instituted an annual Gun Buyback Event.
The funding request specifically addresses personnel costs associated with organizing and conducting this community event.
$ 145,065 $ - $ 145,065
GENERAL FUND
POLICE DEPARTMENT
FY 2024-25PROPOSED BUDGET REQUESTS
Total Positions
38 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
POLICE DEPARTMENT
FY 2024-25PROPOSED BUDGET REQUESTS
4 Private Contractual Services -
Administration
Recurring $516,062 200,000 316,062 In April 2023, the City Council approved an agreement with LAZ Parking California LLC to conduct a parking
enforcement pilot program. Year 1 of the pilot program was fully funded utilizing salary savings from vacant Parking Control Officer positions. At mid-year, the Department
requested one-time funding to expand the staffing level to a total of eight personnel through the end of FY 2023-24. The pilot program has been successful, and the services
provided by LAZ have exceeded the Department’s
expectations. The Department is requesting funding to
formalize the parking enforcement program with LAZ for FY 2024-25. This includes funding for personnel and covers the operations costs of the program. The cost of the program will be offset by increasing parking fines and utilizing salary savings from vacant Parking Control positions.
5 Equipment Rental -
General
Recurring 30,000 - 30,000 Enhance public safety and law enforcement capabilities by deploying 40 Automated License Plate Reader (ALPR)
cameras. ALPR technology is a highly effective tool in aiding criminal investigations, locating stolen vehicles, and
enhancing overall security. The deployment of 40 Flock
ALPR cameras will enhance the Department’s ability to
monitor and analyze vehicular movements, prevent and
solve crime, and ensure swift response to incidents. The lease of these ALPR cameras aligns with the Department’s commitment to use leading-edge technology to ensure the safety and well-being of the community. This request is split between the General Fund and the Drug Asset Forfeiture
Fund (Fund 124).
6 Private Contractual Services - Jail
Operations
Recurring 25,000 - 25,000 The Department is requesting additional funding to address increased costs in Professional Services Agreements
associated with Jail Operations and Services. These include specialized janitorial services, cleaning equipment and supplies, HAZMAT cleaning services, and inmate tracking software. While many vendors have maintained stable
pricing for several years, recent notices to the Department indicate a significant increase in costs.
39 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
GENERAL FUND
POLICE DEPARTMENT
FY 2024-25PROPOSED BUDGET REQUESTS
7 Other Professional Services -
Patrol
Recurring 15,000 - 15,000 The City has an agreement with a service provider for the provision of third-party security services at City Council meetings. The third-party security personnel conduct security screenings, operate metal detection equipment, perform
visual checks, monitor room capacities, address citizen inquiries, and provide information and assist Police
Department personnel as needed. In FY 2023-24, security costs have increased 21 percent year to date from FY 2022- 23 due to the extended duration of meetings. The
Department is requesting additional funding to pay for the increased cost associated with the security services.
$ 586,062 $ 200,000 $ 386,062
Recurring One-Time
731,127 -
200,000 -
$ 531,127 $ - Total General Fund Impact
Total MS&S Exceptions
Total Requests
Revenue Offset
40 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET
REQUESTED
AMOUNT FUND JUSTIFICATION
9 Equipment Rental -
General
Recurring 100,000 - 100,000 124 Enhance public safety and law enforcement capabilities by deploying 40 Automated License Plate
Reader (ALPR) cameras. ALPR technology is a highly
effective tool in aiding criminal investigations, locating stolen vehicles, and enhancing overall security. The
deployment of 40 Flock ALPR cameras will enhance
the Department’s ability to monitor and analyze
vehicular movements, prevent and solve crime, and
ensure swift response to incidents. The lease of these
ALPR cameras aligns with the Department’s
commitment to use leading-edge technology to ensure
the safety and well-being of the community. This
request is split between the General Fund and the
Drug Asset Forfeiture Fund (Fund 124). Restricted
Funding.
$ 100,000 $ - $ 100,000
Recurring One-Time
100,000 -
- -
$ 100,000 $ - Total Non-General Fund
Revenue Offset
Total Requests
POLICE DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
NON-GENERAL FUND
Total MS&S Exceptions
41 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE JUSTIFICATION
1 Utilities -
Facilities Maintenance
Recurring 55,000 - 55,000 Staff is requesting an increase of approximately 8 percent to cover the planned increased rate of electricity, water, sewer, and solid waste services for FY 2024-25. This account pays for City Hall, the Community Services Building, the
Administrative Services Building (and the adjacent trailer), and the building at 2244 North Buena Vista Street while it is vacant.
2 Utilities -
Roadway and Parkway
Maintenance
Recurring 20,000 - 20,000 Staff is requesting an increase of 8 percent to cover the planned increased rate of electricity and water for FY 2024-25.
This account pays for the irrigation of medians and right-of- ways throughout the City.
$ 75,000 $ - $ 75,000
NO ITEM
NEW/
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
3 Colorwave 3800 (4 Roll)
Engineering Plotter
Replace 50,000 38,596 11,404 001
and
537
The current Océ ColorWave 650 plotter in Public Works
Engineering is at the end of its life cycle and needs to be replaced. Engineering Division staff draft and prepare many construction drawings in-house using AutoCAD system such as street improvement plans, signing and striping plans, traffic loop replacement plans, traffic control plans, and the
engineering plotter is a critical tool that allows staff to print these plans to scale to use on the job site during construction. $ 50,000 $ 38,596 $ 11,404 Recurring One-Time
75,000 11,404
- -
$ 75,000 $ 11,404
GENERAL FUND
FY 2024-25 PROPOSED BUDGET REQUESTS
PUBLIC WORKS DEPARTMENT
Total General Fund Impact
Total Requests
Revenue Offset
Total Capital Outlay
Total MS&S
42 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Work Trainee I (.5 FTE) to
Clerical Work (1 FTE)
(Upgrade)
Recurring 45,823 - 45,823 498 Public Works Field Services is requesting to upgra de a part-time Work Trainee I position to a full-time
Clerical Worker position. The clerical team handles
approximately 4,000 calls per month and responds to
residents’ emails, Burbank 311 app requests, radio
calls from field crews, and assists customers at the
counter while performing day-to-day duties. Having a
full-time Clerical Worker would allow the position to
handle the increasing demand for bulky item requests
and help with general data entry needs. This request
will also allow the team to better service residents
during vacations, sick time, and after holidays.
$ 45,823 $ - $ 45,823
2 Private Contractual Services - Recurring 400,000 - 400,000 534 Private contra ctual services funds are requested for increases in consulting and material costs and the
implementation of preventive maintenance. Public
Works has supplemented overages through budget
transfers in the past, but it is not possible to continue this practice. Public Works requested $400,000 in the
FY 2022-23 and FY 2023-24 mid-year request for
facilities maintenance work. Given this three-year
pattern and projecting continually increasing costs
Public Works is requesting an additional $400,000 in
FY 2024-25.
3 Private Contractual Services -
Facilities Maintenance
Recurring 30,000 - 30,000 534 Public Works is initiating a window washing progra m for larger buildings such as City Hall, the
Administration Services Building, and Police/Fire
Headquarters as well as acid washing required at the
Community Services Building. There has never been
a regular maintenance program for the windows and
Public Works has received a significant number of
complaints about the appearance of the windows and
buildings. This program will help prevent permanent
spotting and damage to the windows and provide a
professional appearance to match the professionals
who work inside and make the community proud.
$ 430,000 $ - $ 430,000
PUBLIC WORKS DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
Total Positions
Total MS&S Exceptions
43 PUBLIC WORKS DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
NO ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
4 2012 Autocar ACX Side Loader Replace 600,000 298,072 301,928 498 This is a planned replacemen t of a side-loader trash truck. The truck has reached the end of its service life and needs to be replaced for Solid Waste to continue
to provide high-level services to the City of Burbank.
This request was previously in the FY 2022-23 budget
but has not been purchased due to the market in the
last few years.
5 2004 Chevy 2500HD 4x4 Replace 65,000 25,490 39,510 498 This truck is utilized by the Land fill Supervisor to navigate the hills of the open and closed landfills and after 20 years has reached the end of its service life. 6 Organic Waste Sorting
Equipment - Mobile Trommel
Screen and Picking Station
New 750,000 - 750,000 498 Implementation of Senate Bill (SB) 1383 has caused an increase in organic waste disposal at the Landfill in contaminated organic waste, which must be sorted to
remove non-organic material. Much of the Landfill
staff’s time has been redirected towards physically
handpicking through organic waste to remove non-
organics. The department is requesting funds for
GreenWaste sorting equipment to separate materials
to a picking station, where staff can easily remove
residual non-organic materials that remain such as
bottle caps, coffee pods, plastic utensils, etc. This
equipment will significantly reduce the time Landfill
staff spends hand sorting through the organics pile
each day, allowing them to focus on their normal
duties of operating the Landfill in a compliant manner.
This sorting equipment will also “clean” organics
material to a much higher degree which will be
required when the City starts composting in the future. 44 PUBLIC WORKS DEPARTMENT
FY 2024-25 PROPOSED BUDGET REQUESTS
NON-GENERAL FUNDS
NO ITEM
NEW /
REPLACE COST
ACCUMULATED
DEPRECIATION BALANCE FUND JUSTIFICATION
7 Chevrolet Bolt EV New 45,000 - 45,000 498 Currently, two Solid Waste Supervis ors share one truck for use throughout the day, borrowing other
vehicles when both employees need to be in the field.
This has not been a sustainable practice since the
supervisors are needed in the field often. This new
electric car will be used for service calls to residents, doing field checks requested by clerical staff,
checking properties for cart and bin locations, stock
and resident compliance, and meeting with residents
for new signups. Service calls are frequent throughout
the day, requiring prompt response which
necessitates a vehicle. A new car is vital to this
section to continue the prompt service expected by
City residents. Although a new pickup truck was
considered, an electric vehicle is less expensive to
purchase and maintain and will be suitable for quickly
running to service calls while the existing pickup can
be focused on calls that require picking up large items on service calls.
8 Vehicle Equipment
Replacement- Equipment
Maintenance
Replace 7,543,790 - 7,543,790 532 Fund 532 items scheduled for replacement in FY 2024-25 are 94 fully depreciated pieces of equipment
and 94 replacements have been deferred to a future
year. High-impact replacements include an
International 5500i, 10 Police Patrol vehicles, and two Ford F-550 trucks used for traffic signal maintenance.
$ 9,003,790 $ 323,561 $ 8,680,229 Recurring One-Time
475,823 8,680,229
- -
$ 475,823 $ 8,680,229 Total Non-General Fund Impact Revenue Offset
Total Requests
Total Capital Outlay
45 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
1 Administrative Officer BWP to
Assistant General Manager
Utility Administrative Services
(Upgrade)
Recurring 33,925 33,925 496 BWP is in need of a position upgrade to an Assistant General Manager-Utility Administrative Services to perform additional duties of the BWP Administrative Officer. These duties include human resources (HR) management, labor relations, employee training and development; to act as departmental liaison and coordinate assigned activities with other divisions,
departments, and outside agencies; and to manage
administrative support personnel and the Environmental Health and Safety (EHS) section .
2 Customer Service
Representative II to
Administrative Analyst II (BMA)
(Upgrade)
Recurring 47,184 47,184 496 Upgrade Customer Service Representative II to Administrative Analyst II (BMA). The Energy Services and Utility Rates Manager needs analytical assistance with the utility's ongoing cost of service studies, rate design, setting and adjusting bi- annual utility rates, and project management with consultants. 3 Part-Time Customer Service
Representative II to Full-Time
(Upgrade)
Recurring 23,772 23,772 496 Upgrade part-time Customer Service Representative II to full- time to enhance the customer experience, reduce wait times, and to field electric service calls and service orders. Customer calls have increased for commercial applications, meter sets, Burbank Utility Service Subsidy (BUSS) Program, and
sustainability questions.
4 Part-Time Customer Service
Representative II to Full-Time
Field Services Representative
(Upgrade)
Recurring 23,772 23,772 496 Upgrade part-time Customer Service Representative II to full- time Field Services Representative. BWP is in the process of moving residential customers to Time of Use (TOU) rates. This upgrade is necessary to support TOU customers with non- reporting meters and to estimate usage for missing interval reporting.
5 Customer Service
Representative III to Utility
Business Systems Analyst
(Proposed BCEA position)
(Upgrade)
Recurring 24,666 24,666 496 Upgrade Customer Service Representative III to Utility Business Systems Analyst (Proposed BCEA position). This upgrade request is necessary to maintain and improve BWP's billing and customer engagement business systems. The
position will be responsible for system tests, ad-hoc reports, documenting and improving procedures, training and
enhancing business systems processes.
BURBANK WATER AND POWER
FY 2024-25 PROPOSED BUDGET REQUESTS
46 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
BURBANK WATER AND POWER
FY 2024-25 PROPOSED BUDGET REQUESTS
6 Customer Service
Representative II (New) (3 FTE)
Recurring 297,672 - 297,672 496 BWP is asking to add staff to its Customer Service Section to enhance the customer experience, reduce wait times, and to field electric service customer calls and service orders.
Customer calls have increased for commercial applications, meter sets, Burbank Utility Service Subsidy (BUSS) Program, and sustainability questions.
7 Line Mechanic Apprentice to
Senior Line Mechanic G
(Upgrade) (2 FTE)
Recurring 98,204 98,204 496 Upgrade Line Mechanic Apprentice to Senior Line Mechanic G position. BWP needs to shorten the City's 12kV conversion timeline from 22 years to 10-15 years. This required additional senior line mechanics to lead crews for conversion work. 8 Junior Engineering Aide BWP to
Senior Electrical Engineer BWP
(Upgrade)
Recurring 101,440 101,440 496 Upgrade Junior Engineering Aide BWP to Senior Electrical Engineer BWP. BWP is experiencing new developments in the City that include plans to energize 2,000 residential units and is in the process of building two new kV substations. This upgrade is required to meet these needs and AB 2234, the Review of Completeness mandate (mandatory timeframes for local agencies to issue post-entitlement permits).
9 Civil Engineering Assistant BWP
to Senior Civil Engineering
Assistant BWP (Upgrade)
Recurring 58,268 58,268 497 Upgrade Civil Engineering Assistant BWP to Senior Civil Engineering Assistant BWP position. BWP is experiencing new developments in the City, requiring experienced engineers to coordinate and review project plans/permits. In addition, this upgrade is needed to comply with newly legislated Assembly Bill (AB) 2234 mandates (mandatory timeframes for local agencies to issue post-entitlement permits).
10 Engineering Aide to Engineering
Technician (Upgrade)
Recurring 17,854 17,854 496 Upgrade Engineering Aide to Engineering Technician. This upgrade is needed to maintain and grow ONE Burbank
revenues, which partially keeps utility rate increases to a minimum.
47 NO ITEM
ONE-TIME/
RECURRING COST
REVENUE
OFFSET BALANCE FUND JUSTIFICATION
BURBANK WATER AND POWER
FY 2024-25 PROPOSED BUDGET REQUESTS
11 Principal Electrical Engineer to
Power Systems Operation
Supervisor (Upgrade)
Recurring 42,341 42,341 496 Upgrade Principal Electrical Engineer to Power Systems Operation Supervisor. BWP is in the process of switching to the Transmission Data Management System (TDMS) which
requires managers who can also do switching and dispatching tasks as needed. International Brotherhood of Electrical Workers (IBEW) supervisors can perform both tasks. The
supervisor position will also support the Energy Control Center (ECC) Manager in running the control center.
12 Principal Power Systems
Operator to Power Systems
Operation Supervisor (Upgrade)
Recurring 25,503 25,503 496 Upgrade Principal Power Systems Operator to Power Systems Operation Supervisor. BWP is in the process of switching to the Transmission Data Management System (TDMS) which
requires managers who can also do switching and dispatching tasks as needed. International Brotherhood of Electrical Workers (IBEW) supervisors can perform both tasks. The
supervisor position will also support the Energy Control Center (ECC) Manager in running the control center.
13 Customer Service
Representative III to Senior
Administrative Analyst (BMA)
(Upgrade)
Recurring 45,335 45,335 496 Upgrade Customer Service Representative III to Senior Administrative Analyst (BMA) to improve sustainability program management, marketing, and data analysis.
14 Customer Service
Representative II to Senior
Administrative Analyst (BMA)
(Upgrade)
Recurring 66,298 66,298 496 Upgrade Customer Service Representative II to Senior Administrative Analyst (BMA) to improve sustainability program management, marketing, and data analysis.
15 Customer Service
Representative I to
Administrative Analyst II (BMA)
(Upgrade)
Recurring 62,146 62,146 496 Upgrade Customer Service Representative I to Administrative Analyst II (BMA) to improve sustainability program
management, marketing, and data analysis.
16 Information Systems Analyst II to
Senior Administrative Analyst
(BMA) (Upgrade)
Recurring 16,174 16,174 496 Upgrade Information Systems Analyst II to Senior Administrative Analyst (BMA) to improve sustainability program management, marketing, and data analysis.
17 Information Systems Analyst I to
Administrative Analyst II (BMA)
(Upgrade)
Recurring 25,535 25,535 496 Upgrade Information Systems Analyst I to Administrative Analyst II (BMA) to improve sustainability program
management, marketing, and data analysis.
$ 1,010,089 $ - $ 1,010,089Total Positions/Upgrade Requests 48 NO ITEM
NEW /
REPLACE
COST/
UNIT TOTAL FUND
1 Energy Control Center Va n Replace 100,000 100,000 496 R eplacement is needed due to decreased reliability and increased maintenance costs. The existing asset has reached its end of life.
2 Electric Equipment Meter Replace 100,000 100,000 496 Replace electric equipment meters that have reached the end of life as they were utilized over the maximum service life. 3 Material Truck New 200,000 200,000 496 Additional funds are needed to purchase a truck for new crew
7. The crew has been using a retired water truck.
4 Crew Cab Pickup Truck with Lift
Gate
Replace 100,000 100,000 496 Replacement is needed as the existing asset (20 years old) has reached its end of life.
5 Crew Cab Pick Up Truck with Lift
Gate
Replace 100,000 100,000 496 Replacement is needed as the existing asset (20 years old) has reached its end of life.
6 Overhead Distribution
Transformers
New 750,000 750,000 496 New transformers are needed to fulfill overhead distribution transformer orders.
7 Pad Mount Distribution
Transformers
New 2,550,000 2,550,000 496 New transformers are needed to fulfill pad mount distribution transformer orders.
8 Submersible Distribution
Transformers
New 400,000 400,000 496 New transformers are needed to fulfill submersible distribution transformer orders.
9 Electric Revenue Meters Replace 400,000 400,000 496 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 Information Technology Plan
Placeholders
Replace 154,875 154,875 496 Replacement of equipment related to technology operations. 11 Backhoe Replace 250,000 250,000 497 Replacement is needed due to decreased reliability and increased maintenance costs. The existing asset has reached its end of life.
BURBANK WATER AND POWER
FY 2024-25 PROPOSED BUDGET REQUESTS
JUSTIFICATION
49 NO ITEM
NEW /
REPLACE
COST/
UNIT TOTAL FUND
BURBANK WATER AND POWER
FY 2024-25 PROPOSED BUDGET REQUESTS
JUSTIFICATION
12 Big Crane Truck - Pump
Mechanic
Replace 300,000 300,000 497 Replacement is needed due to decreased reliability and increased maintenance costs. The existing asset has reached its end of life.
13 Asphalt Zipper Replace 265,000 265,000 497 Replacement is needed due to California Air Resources Board (CARB) regulatory compliance.
14 Programable Light Boar d New 60,000 60,000 497 The t wo new programable light boards will be utilized to assist in street delineation and traffic control.
15 Information Technology Plan
Placeholders
Replace 20,125 20,125 497 Replacem ent of equipment related to technology operations. 5,750,000 Total Capital Outlay Requests:
50 1 BWP /
FN
ARPA Hyperion Upgrade Upgrade the existing Hyperion
platform.
$16,025 $20,259 $180,000
2 CC General Fund ECM (Enterprise
Content
Management)
Expand adoption of Hyland
OnBase Enterprise Content
Management solution for
scanned documents to continue
digitizing historical records.
$125,000 $37,500
3 CDD General Fund Metrolink Parking
Management
Implement citywide permit
parking solution - Metrolink
Year 1 - $130,300
Year 2 - $110,050
Year 3 - $115,900
Total - $356,250
$150,000 $130,300
4 CDD General Fund ProjectDOX Upgrade Upgrade and Migrate ProjectDox to cloud.
$130,000 $40,000
5 IT General Fund M365 Backup Implement backup of M365
cloud assets email,
OneDrive, SharePoint to
Cohesity in Gov cloud. $72,000
annually.
$72,000 $72,000
6 IT General Fund Cyber Incident
Response Plan
Develop a Cyber Incident
Response Plan and integrate
it with the City's Emergency
response plans. Estimated one-
time cost of $30,000.
$30,000
Maintenance
Costs BWP Funds
INFORMATION TECHNOLOGY DEPARTMENT
FY 2024-25 PROJECTS LIST
# General Fund
Asset
Owner
Expected
Fund Source Project Name Description
ARPA
Funding
Non-General
Funds
51 Maintenance
Costs BWP Funds
INFORMATION TECHNOLOGY DEPARTMENT
FY 2024-25 PROJECTS LIST
# General Fund
Asset
Owner
Expected
Fund Source Project Name Description
ARPA
Funding
Non-General
Funds
7 IT General Fund Windows 11 Upgrade Upgrade all desktops/laptops to Windows 11 before October
2025. The estimate is $180 per
device x 1,400 devices =
$252,000.
$252,000
8 IT General Fund Network Access
Control
Implement a Network Access
Control (NAC) solution to
implement policy- based
protection on all devices and
network ports preventing
unauthorized access to the
network.
$170,000 $50,000
9 IT General Fund Managed Print
Service
Implement a new Managed Print
Service for the City. Establish
the processes, maintenance,
billing methods, and deploy print
services based on details from
the study. Printer Leases: Year 1
- $300,000, Year 2 to 4 -
$300,000, Total: $1,500,000.
Does not include priting costs.
Current printing costs are
$100,000 per year billed back to
departments.
$153,000 $147,000 $100,000
10 IT General Fund /
BWP
Wi-Fi Authentication
and Access Upgrade
Upgrade Aruba ClearPass which
is currently out of support.
Consulting costs are $24,000
which are split with Burbank
Water and Power (BWP).
$12,000 $12,000 $7,200
TOTALS: $1,094,000 $12,000 $163,025 $20,259 $617,000
52 FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding FY 2024‐25 New Projects
FY 2024‐25 Annual Sidewalk Rehabilitation 24949 2,300,000$ ‐ ‐ FY 2024‐25 Annual Residential Pavement Rehabilitation 24950 6,000,000$ 2,100,000 ‐ FY 2024‐25 Annual Arterial Pavement Rehabilitation 24951 3,000,000$ 1,200,000 ‐ FY 2024‐25 Annual Facilities Small Capital Improvement 24955 1,625,000$ 1,625,000 ‐ CAO Reconfiguration 24982 189,750$ 189,750 ‐ New EOC at City Hall 24956 829,792$ 211,917 ‐ PD Forensics Services Area Modernization 24952 212,750$ 212,750 ‐ Community Services Building (CSB) Office Spaces 25007 150,000$ 150,000 ‐ Olive Park Ballfield Shade Structures on Fields 1, 2, 4 24976 418,600$ 418,600 ‐ Maple Street Park Playground Replacement 24977 460,000$ 460,000 ‐ Brace Canyon Park Playground Replacement 24978 1,063,750$ 1,063,750 ‐ McCambridge Park Playground Replacement 24816 1,959,600$ 1,059,600 ‐ First Street Pocket Park 24994 400,000$ ‐ ‐ 18,609,242$ 8,691,367$ ‐$
11 12
13 Total New Projects
5 6
7 8
9 10
1 2
3 4
Project
NumberProject NameItem Fiscal Year
2024‐25
Municipal
Infrastructure
Fund 534
Measure R
Fund 107
1 FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding FY 2024‐25 New Projects
FY 2024‐25 Annual Sidewalk Rehabilitation 24949
FY 2024‐25 Annual Residential Pavement Rehabilitation 24950 FY 2024‐25 Annual Arterial Pavement Rehabilitation 24951 FY 2024‐25 Annual Facilities Small Capital Improvement 24955 CAO Reconfiguration 24982
New EOC at City Hall 24956
PD Forensics Services Area Modernization 24952
Community Services Building (CSB) Office Spaces 25007
Olive Park Ballfield Shade Structures on Fields 1, 2, 4 24976 Maple Street Park Playground Replacement 24977
Brace Canyon Park Playground Replacement 24978
McCambridge Park Playground Replacement 24816
First Street Pocket Park 24994
11 12
13 Total New Projects
5 6
7 8
9 10
1 2
3 4
Project
NumberProject NameItem
1,400,000 ‐ ‐ 900,000
200,000 ‐ 2,700,000 1,000,000
1,500,000 ‐ 300,000 ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
3,100,000$ ‐$ 3,000,000$ 1,900,000$ Measure M
Fund 108
Measure W
Fund 109
RMRA Fund
123
Gas Tax Fund
125
2 FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding FY 2024‐25 New Projects
FY 2024‐25 Annual Sidewalk Rehabilitation 24949
FY 2024‐25 Annual Residential Pavement Rehabilitation 24950 FY 2024‐25 Annual Arterial Pavement Rehabilitation 24951 FY 2024‐25 Annual Facilities Small Capital Improvement 24955 CAO Reconfiguration 24982
New EOC at City Hall 24956
PD Forensics Services Area Modernization 24952
Community Services Building (CSB) Office Spaces 25007
Olive Park Ballfield Shade Structures on Fields 1, 2, 4 24976 Maple Street Park Playground Replacement 24977
Brace Canyon Park Playground Replacement 24978
McCambridge Park Playground Replacement 24816
First Street Pocket Park 24994
11 12
13 Total New Projects
5 6
7 8
9 10
1 2
3 4
Project
NumberProject NameItem
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐$ ‐ $ ‐ $
Development
Impact Fees
Fire
127
Development
Impact Fees
Police
127
Development
Impact Fees
Transportation
127
3 FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding FY 2024‐25 New Projects
FY 2024‐25 Annual Sidewalk Rehabilitation 24949
FY 2024‐25 Annual Residential Pavement Rehabilitation 24950 FY 2024‐25 Annual Arterial Pavement Rehabilitation 24951 FY 2024‐25 Annual Facilities Small Capital Improvement 24955 CAO Reconfiguration 24982
New EOC at City Hall 24956
PD Forensics Services Area Modernization 24952
Community Services Building (CSB) Office Spaces 25007
Olive Park Ballfield Shade Structures on Fields 1, 2, 4 24976 Maple Street Park Playground Replacement 24977
Brace Canyon Park Playground Replacement 24978
McCambridge Park Playground Replacement 24816
First Street Pocket Park 24994
11 12
13 Total New Projects
5 6
7 8
9 10
1 2
3 4
Project
NumberProject NameItem
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
150,494 ‐ ‐ 249,506
150,494$ ‐ $ ‐ $ 249,506$ Park
Development
Fees (PDF) 001
Central Library
Capital
Holding Fund
370
Development
Impact Fees
Parks
127
Library
Improvements
Holding
Account
370
4 FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding FY 2024‐25 New Projects
FY 2024‐25 Annual Sidewalk Rehabilitation 24949
FY 2024‐25 Annual Residential Pavement Rehabilitation 24950 FY 2024‐25 Annual Arterial Pavement Rehabilitation 24951 FY 2024‐25 Annual Facilities Small Capital Improvement 24955 CAO Reconfiguration 24982
New EOC at City Hall 24956
PD Forensics Services Area Modernization 24952
Community Services Building (CSB) Office Spaces 25007
Olive Park Ballfield Shade Structures on Fields 1, 2, 4 24976 Maple Street Park Playground Replacement 24977
Brace Canyon Park Playground Replacement 24978
McCambridge Park Playground Replacement 24816
First Street Pocket Park 24994
11 12
13 Total New Projects
5 6
7 8
9 10
1 2
3 4
Project
NumberProject NameItem
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ 617,875
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
900,000 ‐ ‐
‐ ‐ ‐
900,000$ ‐ $ 617,875$
Grants
ContributionMeasure A
Vehicle
Equipment
Fund 532
5 FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding Project
NumberProject NameItem Fiscal Year
2024‐25
Municipal
Infrastructure
Fund 534
Measure R
Fund 107
FY 2024‐25 Multi‐Year Projects
Main Street/Elm Avenue Intersection Improvement 24739 325,000$ 325,000 ‐ Interstate‐5 Arterial Phase 3 23779 700,000$ ‐ 700,000 First Street Bike Lane 23016 752,045$ ‐ ‐ Rancho Providencia NPP 24274 80,000$ ‐ ‐ Downtown San Fernando Blvd. Reconfig (Phase 1) 24206 358,000$ ‐ 358,000 CSB Security Enhancement 24375 139,966$ 139,966 ‐ Orange Grove Parking Structure Restoration and Repairs 22365 383,286$ 383,286 ‐ City Hall Fountain Restoration and Modernization 24827 852,000$ 852,000 ‐ Exhaust Systems Modernization 24893 200,000$ ‐ ‐ Fire Station 11 Kitchen Modernization 24824 500,000$ 200,000 ‐ Foy Park & Parking Area Light and
Lighting Infrastructure Modernization 24825 356,500$ 356,500 ‐ Fire Station No. 12 and No.16 Fuel Tank Replacement 24546 200,000$ ‐ ‐ PD HQ/Fire 11 Parking Area Waterproofing and Restoration 24826 1,276,500$ 1,276,500 ‐ Vehicle Lift Equipment Modernization 24547 500,000$ ‐ New Burbank Central Library & Civic Center 24218 3,880,152$ 3,100,000 ‐ Police/Fire Headquarters Flooring 21305 130,000$ ‐ ‐ FY 2024‐25
to FY 2028‐29 Storm Drain Pump Station and Catch Basin Upgrades 21310 210,000$ 210,000 ‐ McCambridge Park Stormwater Capture Multi‐Benefit Project 24822 492,200$ ‐ ‐ Dick Clark Dog Park 24253 600,000$ ‐ ‐
DeBell Golf Improvements 24561 580,750$ 580,750 ‐ Verdugo Recreation Center Basketball Side Backboards Replacement 24215 172,500$ 172,500 ‐ Ballfield Lighting Modernization at Schafer Ballfield 24813 178,250$ 178,250 ‐ George
Izay Park Master Plan 23468 900,000$ ‐ ‐
Valley Park Ballfield Shade Structures (New Project Name) 24818 94,000$ 94,000 ‐ Starlight Bowl Amphitheatre Transformation 24980 425,000$ 425,000 ‐ Olive Avenue Bridge Replacement 24975 150,000$ ‐ ‐ 14,436,149$ 8,293,752$ 1,058,000$
33,045,391$ 16,985,119$ 1,058,000$
24 25
26 Total Ongoing Projects
Total Total Proposed CIP Budget
20 21
22 23
17 18
19 13
14 15
16 9
10 11
12 5
6 7
8 2
3 4
1 6
FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding Project
NumberProject NameItem
FY 2024‐25 Multi‐Year Projects
Main Street/Elm Avenue Intersection Improvement 24739
Interstate‐5 Arterial Phase 3 23779
First Street Bike Lane 23016
Rancho Providencia NPP 24274
Downtown San Fernando Blvd. Reconfig (Phase 1) 24206
CSB Security Enhancement 24375
Orange Grove Parking Structure Restoration and Repairs 22365 City Hall Fountain Restoration and Modernization 24827
Exhaust Systems Modernization 24893
Fire Station 11 Kitchen Modernization 24824
Foy Park & Parking Area Light and Lighting Infrastructure Modernization 24825 Fire Station No. 12 and No.16 Fuel Tank Replacement 24546 PD HQ/Fire
11 Parking Area Waterproofing and Restoration 24826
Vehicle Lift Equipment Modernization 24547
New Burbank Central Library & Civic Center 24218
Police/Fire Headquarters Flooring 21305
FY 2024‐25 to FY 2028‐29 Storm Drain Pump Station and Catch Basin Upgrades 21310 McCambridge Park Stormwater Capture Multi‐Benefit Project 24822 Dick Clark Dog Park 24253
DeBell Golf Improvements 24561
Verdugo Recreation Center Basketball Side Backboards Replacement 24215 Ballfield Lighting
Modernization at Schafer Ballfield 24813
George Izay Park Master Plan 23468
Valley Park Ballfield Shade Structures (New Project Name) 24818 Starlight Bowl Amphitheatre Transformation 24980
Olive Avenue Bridge Replacement 24975
24 25
26 Total Ongoing Projects
Total Total Proposed CIP Budget
20 21
22 23
17 18
19 13
14 15
16 9
10 11
12 5
6 7
8 2
3 4
1 Measure M
Fund 108
Measure W
Fund 109
RMRA Fund
123
Gas Tax Fund
125
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ 492,200 ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐$ 492,200$ ‐ $ ‐ $ 3,100,000$ 492,200$ 3,000,000$ 1,900,000$
7 FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding Project
NumberProject NameItem
FY 2024‐25 Multi‐Year Projects
Main Street/Elm Avenue Intersection Improvement 24739
Interstate‐5 Arterial Phase 3 23779
First Street Bike Lane 23016
Rancho Providencia NPP 24274
Downtown San Fernando Blvd. Reconfig (Phase 1) 24206
CSB Security Enhancement 24375
Orange Grove Parking Structure Restoration and Repairs 22365 City Hall Fountain Restoration and Modernization 24827
Exhaust Systems Modernization 24893
Fire Station 11 Kitchen Modernization 24824
Foy Park & Parking Area Light and Lighting Infrastructure Modernization 24825 Fire Station No. 12 and No.16 Fuel Tank Replacement 24546 PD HQ/Fire
11 Parking Area Waterproofing and Restoration 24826
Vehicle Lift Equipment Modernization 24547
New Burbank Central Library & Civic Center 24218
Police/Fire Headquarters Flooring 21305
FY 2024‐25 to FY 2028‐29 Storm Drain Pump Station and Catch Basin Upgrades 21310 McCambridge Park Stormwater Capture Multi‐Benefit Project 24822 Dick Clark Dog Park 24253
DeBell Golf Improvements 24561
Verdugo Recreation Center Basketball Side Backboards Replacement 24215 Ballfield Lighting
Modernization at Schafer Ballfield 24813
George Izay Park Master Plan 23468
Valley Park Ballfield Shade Structures (New Project Name) 24818 Starlight Bowl Amphitheatre Transformation 24980
Olive Avenue Bridge Replacement 24975
24 25
26 Total Ongoing Projects
Total Total Proposed CIP Budget
20 21
22 23
17 18
19 13
14 15
16 9
10 11
12 5
6 7
8 2
3 4
1 Development
Impact Fees
Fire
127
Development
Impact Fees
Police
127
Development
Impact Fees
Transportation
127
‐ ‐ ‐
‐ ‐ ‐
752,045 ‐ ‐
80,000 ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ 300,000 ‐
‐ ‐ ‐
200,000 ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ 130,000
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
150,000 ‐ ‐
1,182,045$ 300,000$ 130,000$
1,182,045$ 300,000$ 130,000$
8 FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding Project
NumberProject NameItem
FY 2024‐25 Multi‐Year Projects
Main Street/Elm Avenue Intersection Improvement 24739
Interstate‐5 Arterial Phase 3 23779
First Street Bike Lane 23016
Rancho Providencia NPP 24274
Downtown San Fernando Blvd. Reconfig (Phase 1) 24206
CSB Security Enhancement 24375
Orange Grove Parking Structure Restoration and Repairs 22365 City Hall Fountain Restoration and Modernization 24827
Exhaust Systems Modernization 24893
Fire Station 11 Kitchen Modernization 24824
Foy Park & Parking Area Light and Lighting Infrastructure Modernization 24825 Fire Station No. 12 and No.16 Fuel Tank Replacement 24546 PD HQ/Fire
11 Parking Area Waterproofing and Restoration 24826
Vehicle Lift Equipment Modernization 24547
New Burbank Central Library & Civic Center 24218
Police/Fire Headquarters Flooring 21305
FY 2024‐25 to FY 2028‐29 Storm Drain Pump Station and Catch Basin Upgrades 21310 McCambridge Park Stormwater Capture Multi‐Benefit Project 24822 Dick Clark Dog Park 24253
DeBell Golf Improvements 24561
Verdugo Recreation Center Basketball Side Backboards Replacement 24215 Ballfield Lighting
Modernization at Schafer Ballfield 24813
George Izay Park Master Plan 23468
Valley Park Ballfield Shade Structures (New Project Name) 24818 Starlight Bowl Amphitheatre Transformation 24980
Olive Avenue Bridge Replacement 24975
24 25
26 Total Ongoing Projects
Total Total Proposed CIP Budget
20 21
22 23
17 18
19 13
14 15
16 9
10 11
12 5
6 7
8 2
3 4
1 Park
Development
Fees (PDF) 001
Central Library
Capital
Holding Fund
370
Development
Impact Fees
Parks
127
Library
Improvements
Holding
Account
370
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ 150,076 630,076 ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
600,000 ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
900,000 ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
1,500,000$ 150,076$ 630,076$ ‐ $
1,650,494$ 150,076$ 630,076$ 249,506$ 9 FY 2024‐25 Proposed Capital Improvement Program (CIP) Funding Project
NumberProject NameItem
FY 2024‐25 Multi‐Year Projects
Main Street/Elm Avenue Intersection Improvement 24739
Interstate‐5 Arterial Phase 3 23779
First Street Bike Lane 23016
Rancho Providencia NPP 24274
Downtown San Fernando Blvd. Reconfig (Phase 1) 24206
CSB Security Enhancement 24375
Orange Grove Parking Structure Restoration and Repairs 22365 City Hall Fountain Restoration and Modernization 24827
Exhaust Systems Modernization 24893
Fire Station 11 Kitchen Modernization 24824
Foy Park & Parking Area Light and Lighting Infrastructure Modernization 24825 Fire Station No. 12 and No.16 Fuel Tank Replacement 24546 PD HQ/Fire
11 Parking Area Waterproofing and Restoration 24826
Vehicle Lift Equipment Modernization 24547
New Burbank Central Library & Civic Center 24218
Police/Fire Headquarters Flooring 21305
FY 2024‐25 to FY 2028‐29 Storm Drain Pump Station and Catch Basin Upgrades 21310 McCambridge Park Stormwater Capture Multi‐Benefit Project 24822 Dick Clark Dog Park 24253
DeBell Golf Improvements 24561
Verdugo Recreation Center Basketball Side Backboards Replacement 24215 Ballfield Lighting
Modernization at Schafer Ballfield 24813
George Izay Park Master Plan 23468
Valley Park Ballfield Shade Structures (New Project Name) 24818 Starlight Bowl Amphitheatre Transformation 24980
Olive Avenue Bridge Replacement 24975
24 25
26 Total Ongoing Projects
Total Total Proposed CIP Budget
20 21
22 23
17 18
19 13
14 15
16 9
10 11
12 5
6 7
8 2
3 4
1 Grants
ContributionMeasure A
Vehicle
Equipment
Fund 532
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐
‐ ‐ ‐
‐ 200,000 ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ 500,000 ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
‐$ 700,000$ ‐ $
900,000$ 700,000$ 617,875$
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) (i.e. Grant or Fund Type, Description) $ 1,400,000.00 $ - 1,400,000.00$
900,000.00 - 900,000.00
- - - - - - - $ - $ 2,300,000.00 $ - $ - $ - $ - $ - 2,300,000.00$ $ - $ - $ - $ - $ - $ - $ - -$ 2,087,500.00 - 2,087,500.00
212,500.00 - 212,500.00
$ - $ 2,300,000.00 $ - $ - $ - $ - $ - 2,300,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Annual Project
June 30, 2025
ONGOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance. Costs are determined annually.
Artin Megerdichian, Principal Civil Engineer
IOB COMMENTS
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design is estimated to take place from July 2024 to October 2024. Construction is estimated to take place from February 2025 to June 2025.
FORECASTED COMPLETION DATE
State Gas Tax Fund (Fund 125)
Totals
Expenditures
1. Design
Years 6-10 TOTALS
PROJECT DESCRIPTION
Public Works
Public Works
New
Please indicate if more than one funding source is required (if yes , please list out below):
Measure M (Fund 108)
This projectis a continuationof the City’songoing efforts to maintain its sidewalks. The project will removeand reconstruct damaged curbs, gutters, sidewalks, driveways,and pedestrian rampsin targeted areas throughout the City (in Zones 1, 2, 19,20). It is intended to be scheduled ahead of the Annual Residential Pavement Rehabilitation Projectto complete the concrete work priorto paving. The City’s sidewalk rehabilitation program essentially ensures thatannually sidewalks are inspected and repaired on streets rated poor and below in targeted areas throughout the City.
PROJECT JUSTIFICATION
The sidewalk rehabilitation projectis intended to be scheduled ahead of the Annual Residential Pavement Rehabilitation Projectto complete the concrete work priorto paving. The City’s sidewalk rehabilitation program'sgoal essentially ensures thatannually sidewalks are inspectedand repaired on streets that are ratedpoor and belowin targeted areas throughout the City. The additional Funds areneeded since in the last coupleof years the constructionbids received from all bidders havebeen higher-than-anticipated, which are reflectiveof the inflationary effectson labor and materials and are alsodue to unforeseen price increasesof the main itemof the work (concrete) whichis an energy-dependent product.
Furthermore, the additional Funds will allow to address more locations with upheavals in the targeted areas throughout the City.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Traffic, Transportation & Pedestrian Access FY2024/25 Request 2,300,000.00$ FY 2024-25 Annual Sidewalk Rehabilitation Project Number (type TBD if New) 24949 (1) 108.PW21A.70002.0000.24949 (2) 125.PW21A.70002.0000.24949 (3) (4) (5) 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) (i.e. Grant or Fund Type, Description) $ - $ 200,000.00 $ - 200,000.00$
- 2,100,000.00 - 2,100,000.00
- 2,700,000.00 - 2,700,000.00
- 1,000,000.00 - 1,000,000.00
$ - $ 6,000,000.00 $ - $ - $ - $ - $ - 6,000,000.00$ $ 286,666.67 $ - 286,666.67$
5,376,666.67 - 5,376,666.67
336,666.67 - 336,666.67
$ 6,000,000.00 $ - $ - $ - $ - $ - 6,000,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Traffic, Transportation & Pedestrian Access FY2024/25 Request 6,000,000.00$ FY 2024-25 Annual Residential Pavement Rehabilitation (Phase IV of Cycle 2) Project Number (type TBD if New) 24950 (1) 108.PW21A.70002.0000.24950 (2) 534.PW21A.70002.0000.24950 (3) 123.PW21A.70002.0000.24950 (4) 125.PW21A.70002.0000.24950 (5)
PROJECT DESCRIPTION
Public Works
Public Works
New
Please indicate if more than one funding source is required (if yes , please list out below):
Measure M (Fund 108)
Year 4 of 5 of the new residential pavement program to achieve a Citywide pavement condition index (PCI) of 73 by FY 2030-31. FY 2024-25 will perform grind and overlay on streets in poor and below condition primarily in sections 3, 4, 13, 14.
PROJECT JUSTIFICATION
In 2018, the City Council committed$8M annually to fund the Citywide paving program. The annual residential pavement rehabilitationis a major partof the overall program. This project wouldbe funded primarily with Measure P (534 Fund) and SB1 (123 Fund) andis focused on bringing local/residential streets from "poor" condition PCI (55 and below)to "good" condition (PCI 70+). The additional Funds are needed sincein the last coupleof years the construction bids received from all bidders have been higher-than-anticipated, which are reflectiveof the inflationary effectson labor and materials and are also dueto unforeseen price increasesof the main itemof the work rubberized asphalt, whichis an energy-dependent product.
Furthermore, the Citywide Pavement Management Program (PMP) Reportwill be updated in 2025 to obtain the current Network Pavement Condition Index (for allof the City's roadways) and the updated data and report recommendationswill be used to plan the next 5-year cycle.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design is estimated to take place from August 2024 to December 2024. Construction is estimated to take place from July 2025 to December 2025.
FORECASTED COMPLETION DATE
Municipal Infrastructure Fund
Road Maintenance and Rehabilitation (RMRA) (Fund 123)
State Gas Tax Fund (Fund 125)
Totals
Expenditures
1. Design
Prioritization Score (1)
Annual Project
December 30, 2025
ONGOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance. Costs are determined annually.
Artin Megerdichian, Principal Civil Engineer
IOB COMMENTS
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) (i.e. Grant or Fund Type, Description) $ 1,200,000.00 1,200,000.00$
1,500,000.00 1,500,000.00
- 300,000.00 300,000.00
- - -
$ - $ 3,000,000.00 $ - $ - $ - $ - $ - 3,000,000.00$ $ - $ 155,250.00 155,250.00$
- 2,684,750.00 2,684,750.00
- 160,000.00 160,000.00
$ - $ 3,000,000.00 $ - $ - $ - $ - $ - 3,000,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Traffic, Transportation & Pedestrian Access FY2024/25 Request 3,000,000.00$ FY 2024-25 Annual Arterial Pavement Rehabilitation Project Number (type TBD if New) 24951 (1) 534.PW21A.70002.0000.24951 (2) 108.PW21A.70002.0000.24951 (3) 123.PW21A.70002.0000.24951 (4) (5)
PROJECT DESCRIPTION
Public Works
Public Works
New
Please indicate if more than one funding source is required (if yes , please list out below):
Municipal Infrastructure Fund
The arterial pavement program continuesto address major and secondary arterials and collector roadways rated poor and below conditionto achieve a Citywide pavement condition index (PCI)of 73by FY 2030-31. Combined with the residential pavement program Public Works expects to achieve a citywide PCI of 73 by FY 2030-31.
PROJECT JUSTIFICATION
In 2018, the City Council committed$8 million annuallyto fund the Citywide paving program. The annual arterial pavement rehabilitationis a major partof the overall program. This project wouldbe funded primarily with Measure P (534 Fund) and Measure M (Fund108) and is focused on bringing arterial streets from "poor" condition PCI (55 and below)to "good" condition (PCI 70+). The additional Measure P Funds are needed sincein the last coupleof years the construction bids received from all bidders have been higher-than-anticipated, which are reflectiveof the inflationary effectson labor and materials and are also dueto unforeseen price increasesof the two main itemsof work (asphalt and concrete) which are both energy- dependent products.In addition, continuous arterial segments with pavement condition ratingsof poor and below canbe repaved with one project whichwill minimize construction-related inconvenience and impactto the adjacent businesses, residents, and commutersin the City. Furthermore, the Citywide Pavement Management Program (PMP) Reportwill be updated in 2025 to obtain the current Network Pavement Condition Index (for allof the City's roadways) and the updated data and report recommendations will be used to plan the next 5-year cycle.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design is estimated to take place from July 2024 to April 2025. Construction is estimated to take place from September 2025 - December 2025.
FORECASTED COMPLETION DATE
Measure M (Fund 108)
Road Maintenance and Rehabilitation (RMRA) (Fund 123)
Totals
Expenditures
1. Design
Prioritization Score (1)
Annual Project
December 2025
ONGOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance. Costs are determined annually.
Artin Megerdichian, Principal Civil Engineer
IOB COMMENTS
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) (i.e. Grant or Fund Type, Description) $ 3,250,000.00 $ 1,625,000.00 4,875,000.00$
- - - -
- - - -
- - - -
$ 3,250,000.00 $ 1,625,000.00 $ - $ - $ - $ - $ - 4,875,000.00$ $ 812,500.00 $ 406,250.00 $ - 1,218,750.00$ 2,437,500.00 1,218,750.00 - 3,656,250.00
- - - -
$ 3,250,000.00 $ 1,625,000.00 $ - $ - $ - $ - $ - 4,875,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Dean Pearson, Construction Superintendent
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required for the efficient operation of all installed infrastructure and systems.
Annual Project
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design and construction are ongoing throughout the year for small capital projects. All small capital projects will be completed by the end of the fiscal year.
Totals
Expenditures
1. Design
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
Facility capital program/small capital planned and unplanned replacement/modernization/new building components, all aspectsof facility-related infrastructure such as; Interior building systems, electrical panels and lighting systems, HVAC, roofs and waterproofing systems, plumbing, and elevators. Small Capital programs do not include general maintenance and small repairs.
PROJECT JUSTIFICATION
The Facility capital program/small capital project workis planned, designed/engineered, and completedis necessary to manage strategic replacementor modernizations of facility system components throughout the year that are too smallto be large capital/bid schedule projects. Effective managementof small capital projects promotes the timely, cost-saving, and proactive strategyof 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.70019.0000.24955 (2) (3) (4) (5)
FY2024/25 Annual Facilities Small Capital Improvement Project Number (type TBD if New) 24955 Public Works
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 1,625,000.00$
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) (i.e. Grant or Fund Type, Description) $ - $ 189,750.00 $ - $ - $ - $ - 189,750.00$ - - - - - - - - - - - - - - - - $ - $ 189,750.00 $ - $ - $ - $ - $ - 189,750.00$ $ - $ 11,500.00 $ - $ - $ - $ - $ - 11,500.00$ - 172,500.00 - - - - - 172,500.00 - 5,750.00 - - - - - 5,750.00 $ - $ 189,750.00 $ - $ - $ - $ - $ - 189,750.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
City Attorney Office Reconfiguration Project Number (type TBD if New) 24982 City Attorney
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 189,750.00$
PROJECT DESCRIPTION
The existing City Attorney Administration area was renovated approximately15 years ago and now requires reorganizationof the existing office layoutto include improvements and efficiencies.In addition to reorganizing seven office areas, this project will also repurpose storage areas, modernize the existing lobby areato address safety and security concerns, and install adoor from the City Attorney's Office storage vault into the copy room for direct access. Other necessary infrastructure and required facility improvementsto support best work practices and the master plan for the facility will include modernizing lighting and thermostat rebalancing for appropriate air temperaturein office areas. Reconfigurationof the City Attorney's Officeis required to create a more private environmentas well as more workspaces for increasing staff levels. Outdated office furniture will alsobe replaced as it has reached the endof its useful life. This project will require design and special coordination to accommodate continuous operation during construction.
PROJECT JUSTIFICATION
Two goals willbe accomplished with this reconfiguration: staffing levelsin the City Attorney's Office are increasing and the office needsto be reconfigured to create more working spaces/offices for attorneys and other professional staff, and the front office reception area is aging and replacement of furniture and cubicles is overdue.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PW33A.70019.0000.24982 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
With approval, the design is estimated to commence in October 2024.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Construction Superintendent
IOB COMMENTS
FORECASTED COMPLETION DATE
Construction will begin in May 2025. Estimated completion October 2025.
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required to maintain the safe and effective operation of the modernized areas.
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) (i.e. Grant or Fund Type, Description) $ - $ 617,875.00 $ 617,875.00 $ - $ - $ - $ - 1,235,750.00$ - 211,917.00 200,000.00 - - - - 411,917.00 - - - - - - - - - - - - - - $ - $ 829,792.00 $ 817,875.00 $ - $ - $ - $ - 1,647,667.00$ $ - $ 169,625.00 $ 169,625.00 $ - $ - $ - $ - 339,250.00$ - 654,208.49 654,208.50 - - - - 1,308,417.00 - - - - - - - - $ - $ 823,833.49 $ 823,833.50 $ - $ - $ - $ - 1,647,667.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
New EOC at City Hall Project Number (type TBD if New) 24956 Fire
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 829,792.00$
PROJECT DESCRIPTION
The Fire Department has secured a FEMA Mitigation Grant under the "401 Mitigation Program"in the amount of $1,235,750, whichwill provide the meansto renovate the northwest portionof City Hall's basementto construct a new City Emergency Operations Center (EOC). Demolition of existing walls will be required to reorganize the space to properly serve as the City's EOC. A 25 percent City match is required ($411,917).
PROJECT JUSTIFICATION
While the City hasan EOC locatedat the Fire Training Facility,it isoutdated. Staff is taking the grant opportunityto not only improve and modernize the EOC,but also to relocate it within the Civic Center blockto provide a more centralized and effective locationin City Hall. A dedicated EOCis an absolute requirement during emergency incidentsas well as planned and spontaneous events that warrant a command, control, and intelligence centerto monitor, prioritize, and direct city resources.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PW33A.70019.0000.24956 (2) 370.PW33A.70019.0000.24956 (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Grant Funding
Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design will commence in FY 2024-25. The grant's current completion dateis February 2026; however, FEMA already delayed the startof the projectby eight months comparedto the schedule staff submitted with the application dueto their processing delays. An extension is anticipated to be approved.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Construction Superintendent
IOB COMMENTS
FORECASTED COMPLETION DATE
February 2026
ONGOING OPERATING & MAINTENANCE IMPACT
On-going operating and maintenance will include general facilities maintenance and janitorial services. This space will not be used daily, so general housekeeping and upkeep will be minimal except during activations of the EOC. The space is located within City Hall, so building maintenance would be part of the overall building maintenance plan.
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) (i.e. Grant or Fund Type, Description) $ - $ 212,750.00 $ 1,667,500.00 $ - $ - $ - $ - 1,880,250.00$ - - - - - - - - - - - - - - - - - - - - - - - $ - $ 212,750.00 $ 1,667,500.00 $ - $ - $ - $ - 1,880,250.00$ $ - $ 106,375.00 $ 106,375.00 $ - $ - $ - $ - 212,750.00$ - 793,500.00 793,500.00 - - - 1,587,000.00 - - 40,250.00 40,250.00 - - - 80,500.00 $ - $ 106,375.00 $ 940,125.00 $ 833,750.00 $ - $ - $ - 1,880,250.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
PD Forensic Services Area Modernization Project Number (type TBD if New) 24952 Police
Public Works
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 212,750.00$
PROJECT DESCRIPTION
Complete modernizationof existing 25-year-old forensic work area; Renovate two existing areas: Forensic Services Laboratory and Administration areas and the Forensic Services Evidence Garage locatedon the facility's lower level. The Administration and Laboratory areaswill be reorganized to accommodate the current mandated program and operational requirements. Each areawill be designed to Forensic Industry Standards and obtain Accreditation for use. The Laboratory area will require reprogramming of the existing administration areasto a new modern Laboratory, chemical storage, secure evidence storage, evidence lockers, computer workstations, fingerprint downflow station, camera and photography office, and staff office and workstations. The existing Evidence Garagewill include renovationof the existing work area with medical-grade cabinets, countertops, and equipment. The areawill be designed accordingto the current code and safety requirements for occupation by Staff. The project will include Design and Construction.
PROJECT JUSTIFICATION
The existing evidence processing area was constructed over25 years agoto operational standards and requirements that are not currently applicable. The existing work areas are beyond their serviceable life anddo not support current safetyor agency standards and requirements. The current laboratory cabinetry was constructedof particle board and has been infiltrated with water, chemicals, andis not repairable. The existing Evidence Garage was not designed originally for its current use and requires redesign and construction to operate and support the current operation safe operation and program requirements of the Forensic Services division.
Please indicate if more than one funding source is required (if yes , please list out below):
534.PW33A.70019.0000.24952 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design will commence and be completed in FY 2024-25. Construction is estimated to start in FY 2025-26.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Construction Superintendent
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2027
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required to maintain the safe and effective operation of the modernized areas.
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) (i.e. Grant or Fund Type, Description) $ - $ 150,000.00 $ - $ - $ - $ - $ - 150,000.00$ - - - - - - - - - - - - - - - $ - $ 150,000.00 $ - $ - $ - $ - $ - 150,000.00$ $ - $ 12,000.00 $ - $ - $ - $ - $ - 12,000.00$ - 138,000.00 - - - - - 138,000.00 - - - - - - - - $ - $ 150,000.00 $ - $ - $ - $ - $ - 150,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
David Kriske, Assistant Community Development Director - Transportation
IOB COMMENTS
PROJECT STATUS UPDATE
The design is estimated to begin in July 2024 and be completed by November 2024. Construction will take place from March 2025 to July 2025.
FORECASTED COMPLETION DATE
Aug-25
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required to maintain the safe and effective operation of the modernized areas.
Totals
Expenditures
1. Design
2. Construction
3. Inspection
Totals
Municipal Infrastructure Fund
PROJECT DESCRIPTION
This projectis to split one office into two officeson the second floorof the Community Services Building. Staff shall hire a consultantto design the layout, build a drywall splitting the offices,add fire sprinklers, ceiling lights,and anadditional wood door to the entrance.
PROJECT JUSTIFICATION
Office spaces are needed to support the additional servicesand programs within the Transportation Division. The additional office spaceis for staff whoare handling residential parking permits, the proposed Parking Management Plan for Downtown Burbank, and other parking permits. There are no more office spaces on the second floor of the Community Services Building.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Public Works
New
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.CD23A.70019 (2) (3) (4) (5)
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 150,000.00$
Community Services Building (CSB) Office Spaces Project Number (type TBD if New) 25007 Community Development
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) (i.e. Grant or Fund Type, Description) $ 418,600.00 $ - $ - $ - $ - $ - 418,600.00$ - - - - - - - - - - - - - $ - $ 418,600.00 $ - $ - $ - $ - $ - 418,600.00$ $ 20,125.00 $ - $ - $ - $ - $ - 20,125.00$ 385,250.00 - - - - - 385,250.00 13,225.00 - - - - - 13,225.00 $ - $ 418,600.00 $ - $ - $ - $ - $ - 418,600.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Prioritization Score (1)
Public Works
Parks
Diego Cevallos, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING 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.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Installation of shade structures will occur in FY 2024-25 Totals
Expenditures
1. Design
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
Installation of cantilever bleacher shade structuresat Olive Park Ballfield Diamonds1, 2,and 4. Scope of work to include design, engineering calculations, site plans, manufacturingof structure, permitting, project management, and installationof a shade structure over aluminum bleachers for program participants, employees, and the community to enjoy.
PROJECT JUSTIFICATION
Installation of these shade structure will promote sun safety, reduce the potential for heat-related illnesses, and enhance the permit group and program revenue opportunities for the Department. The Parks and Recreation Board and Burbank Athletic Federation Board have identified shade structuresin parks as a priority. The Department will systematically install shade structures over spectator bleachers. The Department programs have 13,000 games and activities every year with over 20,000 participants. This number does not reflect the number of spectators, permit groups, and passive visitors that use the ballfields. The Park and Recreation Board (Board) supported this project at the November 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.***** (2) (3) (4) (5)
Olive Park Ballfield Shade Structures on Fields 1, 2, 4 Project Number (type TBD if New) 24976 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 Request 418,600.00$
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) (i.e. Grant or Fund Type, Description) $ 460,000.00 $ - $ - $ - $ - $ - 460,000.00$ - - - - - - - - - - - - - - - $ - $ 460,000.00 $ - $ - $ - $ - $ - 460,000.00$ $ - $ - $ - $ - $ - $ - $ - -$ 460,000.00 - - - - - 460,000.00 - - - - - - $ - $ 460,000.00 $ - $ - $ - $ - $ - 460,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Prioritization Score (1)
Public Works
Parks
Mike del Campo, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance and improves operational efficiencies. Costs are determined annually.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
The project delivery method will be design-build. Design and construction will occur in FY 2024-25 Totals
Expenditures
1. Design
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
Installation of new play equipmentat Maple Street Park Playgroundto meet the needsof the community. This new playground will provide a varietyof the latest play features and experiences for childrenof all abilitiesin a fun atmosphere and include five elements of inclusion play for cognitive, strength, social/emotional, sensory, and motor engagement. The play area will also include a new Poured-in-Place surfacing and shade structure.
PROJECT JUSTIFICATION
Playgrounds/Fitness Equipment was the second highest prioritized project identifiedby the community.To ensure the longevity and safetyof playground equipment, the Parks and Recreation Department maintains a replacement scheduleto track the installationof new equipment and replace dated equipment before they exceed their useful life. The replacement scheduleis based on age, conditionof the equipment, industry standards, and compliance regulations. The existing Maple Street Park playground was installed in 2011. The Parks and Recreation Board supported this project at the November 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.***** (2) (3) (4) (5)
Maple Street Park Playground Replacement Project Number (type TBD if New) 24977 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 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
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) (i.e. Grant or Fund Type, Description) $ - $ 1,063,750.00 $ - $ - $ - $ - $ - 1,063,750.00$ - - - - - - - - - - - - - - - $ - $ 1,063,750.00 $ - $ - $ - $ - $ - 1,063,750.00$ $ - $ - $ - $ - $ - $ - -$ - 1,063,750.00 - - - - - 1,063,750.00 - - - - - - - - $ - $ 1,063,750.00 $ - $ - $ - $ - $ - 1,063,750.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Mike del Campo, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance and improves operational efficiencies. Costs are determined annually.
Prioritization Score (1)
Public Works
Parks
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
The project delivery method will be design-build. Design and construction will occur in FY 2024-25.
Totals
Expenditures
1. Design
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
Installation of new play equipmentto include a wide rangeof inclusive and adaptive equipmentat Brace Canyon Park Playgroundto meet the needsof the community. This new playground will provide a varietyof the latest play features and experiences for childrenof all abilitiesin a fun atmosphere and include five (5) elementsof inclusion play for cognitive, strength, social/emotional, sensory, and motor engagement. The play area will also include new Poured-in-Place surfacing and an integrated shade structure.
PROJECT JUSTIFICATION
Playgrounds/Fitness Equipment was the second highest prioritized project identifiedby the community.To ensure the longevity and safetyof playground equipment, the Parks and Recreation Department maintains a replacement scheduleto track the installationof new equipment and replace dated equipment before they exceed their useful life. The replacement scheduleis based on age, conditionof the equipment, industry standards, and compliance regulations. The existing Brace Canyon Park playground was installed in 2011.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003 (2) (3) (4) (5)
Brace Canyon Park Playground Replacement Project Number (type TBD if New) 24978 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 Request 1,063,750.00$
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) (i.e. Grant or Fund Type, Description) $ 1,059,600.00 $ - $ - $ - $ - $ - 1,059,600.00$ - 900,000.00 - - - - - 900,000.00 - - - - - - - $ - $ 1,959,600.00 $ - $ - $ - $ - $ - 1,959,600.00$ $ - $ - $ - $ - $ - $ - $ - -$ - 1,955,000.00 - - - - - 1,955,000.00 - 4,600.00 - - - - - 4,600.00 $ - $ 1,959,600.00 $ - $ - $ - $ - $ - 1,959,600.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Mike del Campo, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance and improves operational efficiencies. Costs are determined annually.
Prioritization Score (1)
Public Works
Parks
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
The project delivery method will be design-build. Design and construction will occur in FY 2024-25 Totals
Expenditures
1. Design
Measure A
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
Installation of new play equipmentto include a wide rangeof inclusive and adaptive equipmentat McCambridge Park Playgroundto meet the needsof the community. This new playground will provide a varietyof the latest play features and experiences for childrenof all abilitiesin a fun atmosphere and include five elementsof inclusion play for cognitive, strength, social/emotional, sensory, and motor engagement. The play area will also include a new Poured-in-Place surfacing and shade structure.
PROJECT JUSTIFICATION
Playgrounds/Fitness Equipment was the second highest prioritized project identifiedby the community.To ensure the longevity and safetyof playground equipment, the Parks and Recreation Department maintains a replacement scheduleto track the installationof new equipment and replace dated equipment before they exceed their useful life. The replacement scheduleis based on age, conditionof the equipment, industry standards, and compliance regulations. The existing McCambridge Park playground was installed in 2011. The Parks and Recreation Board supported this project at the November 9, 2023 Board meeting.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24816 (2) 370.PR28A.70003 (3) (4) (5) McCambridge Park Playground Replacement Project Number (type TBD if New) 24816 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 Request 1,959,600.00$
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) i.e. Grant or Fund Type, Description $ - $ 249,506.00 $ - $ - $ - $ - $ - 249,506.00$ - 150,494.00 - - - - - 150,494.00 - - - - - - - - - - - - - - - - - - - - - - - $ - $ 400,000.00 $ - $ - $ - $ - $ - 400,000.00$ $ - $ - $ - $ - $ - $ - $ - -$ - 400,000.00 - - - - - 400,000.00 - - - - - - - - $ - $ 400,000.00 $ - $ - $ - $ - $ - 400,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
N/A
IOB COMMENTS
FORECASTED COMPLETION DATE
TBD
ONGOING OPERATING & MAINTENANCE IMPACT
N/A - Developer to maintain park facilities.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Totals
Expenditures
1. Design
Development Impact Fees
Park Development Fees
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6 - 10 TOTALS
PROJECT DESCRIPTION
The First Street Village project includes the developmentof a pocket park. Per the Development Agreement, the Developer will contribute toward the constructionof the Park.To ensure the park includes all elementsas designed, the City will partner in the construction cost. The Developer will be responsible for the maintenance costs of the Park.
PROJECT JUSTIFICATION
City's contribution to the development of a public/private pocket park in Downtown Burbank.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 127.PR28A.70003.0000 (2) (3) (4) (5)
First Street Pocket Park Project Number (type TBD if New) 24994 Parks and Recreation
Parks and Recreation
New
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 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
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) (i.e. Grant or Fund Type, Description) $ - $ 325,000.00 $ - $ - $ - $ - 325,000.00$ 50,000.00 - - - - - - 50,000.00 - - - - - - - $ 50,000.00 $ 325,000.00 $ - $ - $ - $ - $ - 375,000.00$ $ 50,000.00 $ - $ - $ - $ - $ - $ - 50,000.00$ - 306,300.00 - - - - - 306,300.00 - 18,700.00 - - - - - 18,700.00 $ 50,000.00 $ 325,000.00 $ - $ - $ - $ - $ - 375,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Main Street/Elm Avenue Intersection Improvement Project Number (type TBD if New) 24739 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Traffic, Transportation & Pedestrian Access FY2024/25 Request 325,000.00$
PROJECT DESCRIPTION
This project will construct apedestrian/equestrian crossing with warnings and signal lights consistingof rectangular rapid flashing beacons(RRFB) at the intersectionof Elm Avenueacross Main Street. Another improvement will also includeADA ramps and street lighting at the crossing. The design has been funded through Measure R.
PROJECT JUSTIFICATION
This project was a part of the terms and conditions of the Settlement Agreement and Release for the Pickwick Investors, LLC vs. City of Burbank and City Council of the City of Burbank lawsuit, approved on October 3rd, 2022.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 107.CD23A.70002.0000.24739 (2) 534.PW21A.70002.0000.24739 (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6 - 10 TOTALS
Municipal Infrastructure Fund
Measure R Local Return (Fund 107)
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design is to be completed by August of 2024. Construction is scheduled to start by June 2025.
Totals
Expenditures
1. Design
Prioritization Score (1)
Edward Yu, Traffic Engineering Manager
IOB COMMENTS
FORECASTED COMPLETION DATE
December 2025
ONGOING OPERATING & MAINTENANCE IMPACT
Minor ongoing 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
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) (i.e. Grant or Fund Type, Description) $ 700,000.00 $ - $ - $ - $ - 700,000.00$ - $ 700,000.00 - - - - - 700,000.00 - - - - - - - $ 700,000.00 $ 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
IOB COMMENTS
PROJECT STATUS UPDATE
The designis complete as part ofthe MR310.55 Alameda Signal Sync Project. Traffic signal equipment (poles, controllers, cabinets,etc.) procurement is anticipated to begin in June 2024. Construction is anticipated to begin in July 2025. The expiration date for funds has not been set because there is currently 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
ONGOING OPERATING & MAINTENANCE IMPACT
No ongoing operating and maintenance impact.
Totals
Expenditures
1. Design
2. Construction
3. Inspection
Totals
Measure R Local Return (Fund 107)
Measure R Highway Operations
PROJECT DESCRIPTION
This project will reconstruct 4of the 8 traffic signals thatwere designed as a part ofthe Alameda Signal Sync Project. These signalsare 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 Highway funds.
PROJECT JUSTIFICATION
In October 2018, the City Counciladopted Resolution 18-29,038 to approve the I-5 Arterial Phase 3 project. The purposeof this project is to upgrade old signal equipmentto improve the efficiency and safetyof the outdated traffic signal infrastructure. Improvements will include traffic signal poles, indications, LED lighting, signal cabinets, electric service, and ADA ramps.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6 - 10 TOTALS
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) 107.CD33A.70002.23779 (3) (4) (5)
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Traffic, Transportation & Pedestrian Access FY2024/25 Request 700,000.00$ Interstate-5 Arterial Phase 3 Project Number (type TBD if New) 23779 Public Works
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) (i.e. Grant or Fund Type, Description) $ 150,000.00 $ 752,045.00 $ - $ - $ - $ - $ - 902,045.00$ 599,206.00 - - - - - 599,206.00 100,000.00 100,000.00
90,794.00 - - - - 90,794.00 $ 940,000.00 $ 752,045.00 $ - $ - $ - $ - $ - 1,692,045.00$ $ 381,045.00 $ - $ - $ - $ - $ - $ - 381,045.00$ - 1,219,000.00 - - - - - 1,219,000.00 - 92,000.00 - - - - - 92,000.00 $ 381,045.00 $ 1,311,000.00 $ - $ - $ - $ - $ - 1,692,045.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Vikki Davtian, Principal Engineer
IOB COMMENTS
FORECASTED COMPLETION DATE
February 2025
ONGOING OPERATING & MAINTENANCE IMPACT
Additional $10,000 annually for hand sweeping and device maintenance
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design from February 2022 to June 2024. Construction from December 2024 to February 2025.
Transportation Development Act (TDA) Funds
Totals
Expenditures
1. Design
Measure R Local Return (Fund 107)
Development Impact Fees
(5) 534.PW21A.70002.0000.23016
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6 - 10 TOTALS
Municipal Infrastructure Fund
First Street Bike Lane Project Number (type TBD if New) 23016 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Traffic, Transportation & Pedestrian Access FY2023/24 Request 752,045.00$
PROJECT DESCRIPTION
This project will design and constructan approximately 0.8-mileprotected Class IV bikeway on North First Street from North San Fernando Boulevardto East Verdugo Avenue. The project will also incorporate pavement improvements along the alignment where the pavementis inpoor condition. The project will also closeaccess to Bonnywood Placefrom the intersectionof Olive Avenue and FirstStreet to improve pedestrian safety for those accessing Downtown Burbankto and from the Downtown Burbank Metrolink station.
PROJECT JUSTIFICATION
This facility is identified as a top priority connection in the City's BicycleMaster Plan and will provide safety benefitsfor bicyclists in the Downtown Burbankarea to connect the Downtown Burbank Metrolink Station, commercial corridors, residential areas, and employment centers.As a resultof the City Council's direction, this project will implement aprotected bicycle facility to support housing developmentin the Downtownarea and will integrate with contributionsfrom future developments. Bonnywood Place closure from the intersection of Olive Ave. and First St. to improve pedestrian safety 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) 107.CD33A.70002.0000.23016 (2) 127.CD33A.70002.0000.23016 (3) 370.CD33A.70002.0000.23016 (4) 370.PW22A.70002.0000.23016 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) (i.e. Grant or Fund Type, Description) $ 180,000.00 $ 80,000.00 $ 280,000.00 $ - $ - $ - $ - 540,000.00$ - - - - - - - - - - - - - - - $ 180,000.00 $ 80,000.00 $ 280,000.00 $ - $ - $ - $ - 540,000.00$ $ 180,000.00 $ 50,000.00 $ - $ - $ - $ - 230,000.00$ - 30,000.00 280,000.00 - - - - 310,000.00 - - - - - - - - $ 180,000.00 $ 80,000.00 $ 280,000.00 $ - $ - $ - $ - 540,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
David Kriske, Assistant Community Development Director - Transportation
IOB COMMENTS
FORECASTED COMPLETION DATE
Summer 2026
ONGOING OPERATING & MAINTENANCE IMPACT
Minor maintenance needs for permanent closure.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Neighborhood Protection Plan Update adoptedby the City Councilon December 5, 2023. Residents to petition for speed humpsin the Spring of 2024 andinstallation to follow accordinglyin the next 3 years. Staffto determine if installing permanent closure by December 2024.
Totals
Expenditures
1. Design
Development Impact Fees
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
The Rancho Providencia Neighborhood Protection Plan (NPP)is a seriesof street improvements adoptedby the City Councilin 1998 to reduce cut-through trafficin the residential neighborhoodbounded byBuena Vista Street, Olive Avenue, Victory Boulevard, Main Street,and Alameda Avenue. On June 22, 2021, the City Council directed staffto commence an update to the Rancho Providencia NPPin response to the potential for increased cut-through trafficin the residential neighborhood.
PROJECT JUSTIFICATION
Study traffic conditionsto update the Rancho Providencia Neighborhood Protection Planand install traffic mitigation measures where necessaryto address cut-through trafficand vehicle speeding. The study recommended speed hump installation in 15 locations and a possible upgrade of temporary closure at Orchard Drive and Olive Avenue with a permanent curb and gutter.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 127.CD33A.70002.0000.24274 (2) (3) (4) (5)
Rancho Providencia Neighborhood Protection Plan Project Number (type TBD if New) 24274 Community Development
Community Development
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Traffic, Transportation & Pedestrian Access FY2024/25 Request 80,000.00$ 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) (i.e. Grant or Fund Type, Description) $ 1,187,000.00 $ 358,000.00 $ - $ - $ - $ - $ - 1,545,000.00$ - - - - - - - - - - - - - - - $ 1,187,000.00 $ 358,000.00 $ - $ - $ - $ - $ - 1,545,000.00$ $ 393,905.00 $ - $ - $ - $ - $ - $ - 393,905.00$ 564,680.00 586,415.00 - - - - 1,151,095.00 - - - - - - - - $ 393,905.00 $ 564,680.00 $ 586,415.00 $ - $ - $ - $ - 1,545,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Downtown San Fernando Blvd. Reconfiguration (Ph. 1) Project Number (type TBD if New) 24206 Community Development
Community Development
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Traffic, Transportation & Pedestrian Access FY2024/25 Request 358,000.00$
PROJECT DESCRIPTION
This project reconfigures San Fernando Boulevardin Downtown Burbank to implement one lane of one-way traffic northbound, install signageand modify roadway signaland striping, reconfigure parking,and add additional outdoor dining opportunities.
PROJECT JUSTIFICATION
As one ofthe Complete Streets Plan Top-Priority projects, the project would enhance vehicularand pedestrian safety, support Burbank’s economic recoveryby encouraging safe outdoor dining,and improve the qualityof life of Burbank residents and visitors by allowing them to enjoy Downtown Burbank more safely. If successful, a Phase 2 project could be implemented to construct a more long-term improvement with permanent wide sidewalks and traffic calming.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 107.CD33A.70002.0000.24206 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Measure R Local Return (Fund 107)
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
A twelve-month pilot project implementation is expected to begin in Winter of 2024.
Totals
Expenditures
1. Design
Prioritization Score (1)
David Kriske, Assistant Community Development Director - Transportation
IOB COMMENTS
FORECASTED COMPLETION DATE
Spring-2025
ONGOING OPERATING & MAINTENANCE IMPACT
Ongoing maintenance costs will be estimated as part of the final design process.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
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) (i.e. Grant or Fund Type, Description) $ 97,799.00 $ - $ - $ - $ - $ - $ - 97,799.00$ 385,000.00 139,966.00 - - - - - 524,966.00 - - - - - - - - - - - - - - - $ 482,799.00 $ 139,966.00 $ - $ - $ - $ - $ - 622,765.00$ $ 114,465.00 $ - $ - $ - $ - $ - $ - 114,465.00$ 327,750.00 65,550.00 - - - - - 393,300.00 80,500.00 34,500.00 - - - - - 115,000.00 $ 522,715.00 $ 100,050.00 $ - $ - $ - $ - $ - 622,765.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
David Null, Senior Civil Engineer
IOB COMMENTS
FORECASTED COMPLETION DATE
January 2025
ONGOING OPERATING & MAINTENANCE IMPACT
No operating and maintenance impact.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Project is currently in design. Design to schedule to be completed by February 2024. Construction to start in September 2024.
Totals
Expenditures
1. Design
Municipal Infrastructure Fund
HUD (Fund 128)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
The projectwill enhance securityto the CSB with improvementsto the following partsto the building:1) elevator security,by incorporating the existing City’s security system,2) screen the second floor cable rail for privacy,3) secure accessto the second and third floors during regular business hours, from the general public, and 4) upgrade first floor counter swing doors at four locations.
PROJECT JUSTIFICATION
The CSB was openedon August 19, 2008.The three-story, 60,000 square foot building consolidated many City services into one location.As the City’s first “green” building with LEED Gold certification, the interior features a dramatic, three-story central atrium that visually unites the spaces, while minimizing artificial lighting. Natural light from surrounding windows and clerestories fills the two upper office levels and the public permit counters and lobby on the first floor.
Since the openingof the CSB, there has beenan increased awarenessof enhancing safetyin open, publicly accessible spaces and buildings.To that end, the Community Development Department’s (CDD) Economic and Housing Division expressed the desire to enhance safety for the visiting public and City staff in the CSB, and in collaboration with all City Departments, has designed this Project that is ready for construction.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 128.CD25A.70019.0000.24375 (2) 534.PW33A.70019.0000.24375 (3) (4) (5) Community Services Building Security Enhancements Project Number (type TBD if New) 24375 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 139,966.00$
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): (1) 310.PW22F.70019.0000.22365 (2) 534.PW32A.70019.0000.22365 Funding Source(s) (i.e. Grant or Fund Type, Description) $ 995,000.00 $ - $ - $ - $ - $ - 995,000.00$ - 383,286.00 - - - - - 383,286.00 - - - - - - - - - - - - - - - $ 995,000.00 $ 383,286.00 $ - $ - $ - $ - $ - 1,378,286.00$ $ 97,574.00 $ 23,000.00 $ - $ - $ - $ - $ - 120,574.00$ 1,036,180.00 - - - - - 1,036,180.00 221,532.00 - - - - - 221,532.00 $ 97,574.00 $ 1,280,712.00 $ - $ - $ - $ - $ - 1,378,286.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Orange Grove Parking Structure Restoration and Repairs Project Number (type TBD if New) 22365 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 383,286.00$
PROJECT DESCRIPTION
This projectwill repair the delaminated exterior plaster, repair stairs, and paint the entire parking structure exteriorof the Orange Grove parking structure. The wall and stair repairs are necessaryto correct structural deficiencies and the paintwill help preserve the infrastructure of the parking facility.
PROJECT JUSTIFICATION
The $523,000 August2018 Project Budget more than doubled andis driven by: the inclusionof 3rd-party Inspection and architecturalCA services; remediation scope expansion, and increased and commensurate Project Contingency and a 19.2 percent construction escalation from August 2018 through March 2023. A 10 percent construction escalation was added from March 2023 through June 2024.
Please indicate if more than one funding source is required (if yes , please list out below):
(3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Parking Authority Fund
Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Bid Documents are being finalized. Construction is slated for October 2024 to June 2025.
Totals
Expenditures
1. Design
Prioritization Score (1)
David Null, Senior Civil Engineer
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required to maintain the safe and effective operation of the modernized areas.
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) (i.e. Grant or Fund Type, Description) $ 103,500.00 $ 852,000.00 $ - $ - $ - $ - 955,500.00$ - - - - - - - - - - - - - - - - - - - - - - - $ 103,500.00 $ 852,000.00 $ - $ - $ - $ - $ - 955,500.00$ $ 113,000.00 $ - $ - $ - $ - $ - 113,000.00$ - 773,500.00 - - - - - 773,500.00 - 69,000.00 - - - - - 69,000.00 $ - $ 955,500.00 $ - $ - $ - $ - $ - 955,500.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
City Hall Fountain Restoration and Modernization Project Number (type TBD if New) 24827 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 852,000.00$
PROJECT DESCRIPTION
Restore the existing historic fountain, modernize, improve the operation and infrastructure of the water feature to use recycled water, increase performance, energy efficiency, and sustainability.
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 modernization of the plumbing and electrical systems.
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 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
The project is anticipated to be advertised in May 2024 with construction from September 2024 to May 2025.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Construction Superintendent
IOB COMMENTS
FORECASTED COMPLETION DATE
May 2025
ON-GOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required for the fountain to maintain operation.
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) (i.e. Grant or Fund Type, Description) $ 25,000.00 $ 200,000.00 $ - $ - $ - $ - $ - 225,000.00$ 400,000.00 - - - - - 400,000.00 400,000.00 - - - - 400,000.00 - - - - - - - - $ 825,000.00 $ 200,000.00 $ - $ - $ - $ - $ - 1,025,000.00$ $ 87,881.00 $ - $ - $ - $ - $ - $ - 87,881.00$ 887,119.00 - - - - - 887,119.00 50,000.00 - - - - - 50,000.00 $ 87,881.00 $ 937,119.00 $ - $ - $ - $ - $ - 1,025,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 200,000.00$
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PW33A.70019.0000.24893 (2) 534.PW34A.70019.0000.24893 (3) (4) (5) Exhaust Systems Modernization Project Number (type TBD if New) 24893 Public Works
Public Works
Ongoing
2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
This project replaces specialized ventilation equipment that collects and expels diesel fumes, carbon monoxide, particulates, and other harmful airborne products occurring in fire stations and vehicle repair shops.
The workwill occur at the Fire Apparatus roomat the Police/Fire Headquarters, the vehicle maintenance baysat the City Yard, andin all Fire Stations (12,13, 14, 15,and 16). The workwill include replacing leakingor inoperable ductwork, new magnetic connectors, new rails, ductwork overhead, new fans, and automatic controls.
Each part of the project will include design and construction. The Federal Emergency Management Agency (FEMA) Grant expires in December 2024, but can be extended.
PROJECT JUSTIFICATION
The existing systems are all more than25 years old and range from10 to 20 years beyond their serviceable life. Each existing systemis either leaking, inoperable, obsolete,or damaged beyond cost-effective repair,or requires modernization for either code or safety compliance. This project was created to eliminate diesel and carbon dioxide/carbon monoxide fumes and other harmful airborne particulates within the fire stations, and during apparatus repair and maintenance work. 2025-26
Vehicle Equipment Replacement Fund
Municipal Infrastructure Fund
Prioritization Score (1)
Dean Pearson, Construction Superintendent
IOB COMMENTS
FORECASTED COMPLETION DATE
January 2025
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required for proper operation.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Construction is estimated to start in August 2024 and be completed in January 2025.
Grant Funding
Totals
Expenditures
1. Design
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25
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) (i.e. Grant or Fund Type, Description) $ 46,000.00 $ 300,000.00 $ - $ - $ - $ - 346,000.00$ - 200,000.00 - - - - - 200,000.00 - - - - - - - - - - - - - - - $ 46,000.00 $ 500,000.00 $ - $ - $ - $ - $ - 546,000.00$ $ 46,000.00 $ 24,000.00 $ - $ - $ - $ - $ - 70,000.00$ - 446,000.00 - - - - - 446,000.00 - 30,000.00 - - - - - 30,000.00 $ 46,000.00 $ 500,000.00 $ - $ - $ - $ - $ - 546,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
PROJECT DESCRIPTION
Comprehensive modernizationof existing 25-year-old kitchen: repair and replace cabinets, counters, appliances, and lighting, replacing ceiling tiles, new flooring, replace existing interior finishes, and selective furnishings. The projectwill include design and construction.
PROJECT JUSTIFICATION
The existing kitchen was constructedto the standardsof the time and currently cannotbe repaired and provide a safe and hygienic working environment. The casework was constructedof particle board and has been infiltrated with water andis not repairable. The kitchen's rotting particle board emits a foulodor ona consistent basis. The kitchen requires commercial-level quality and equipmentto provide 24/7 food storage, preparation, and service area for approximately40 firefighters.
The kitchen needsto be upgraded to meet ADA compliance requirements. The kitchen receives a high levelof wear and high useas it isused as a primary dining and living area for firefighters. The kitchen also servesas a critical services facility for EOC and other emergency events.
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 500,000.00$
Fire Station 11 Kitchen Modernization Project Number (type TBD if New) 24824 Public Works
Public Works
Ongoing
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 127.CD33B.70019.0000.24824 (2) 534.PW33A.70019.0000.24824 (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Development Impact Fees
Municipal Infrastructure Fund
Planning and design will commence in collaboration with the Fire Department in Spring 2024 and should be ready for permit submittal to the Building Official's office in the Summer of 2024. Construction should be completed by Fall 2025.
Totals
Expenditures
1. Design
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
FORECASTED COMPLETION DATE
Fall 2025
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required.
Prioritization Score (1)
Anna Hartounianmishehparaei, Civil Engineering Associate
IOB COMMENTS
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) (i.e. Grant or Fund Type, Description) $ 356,500.00 $ - $ - $ - $ - 356,500.00$ - - - - - - - - - - - - - - - - - - - - - - $ - $ 356,500.00 $ - $ - $ - $ - $ - 356,500.00$ $ - $ 34,500.00 $ - $ - $ - $ - $ - 34,500.00$ - 287,500.00 - - - - - 287,500.00 - 34,500.00 - - - - - 34,500.00 $ - $ 356,500.00 $ - $ - $ - $ - $ - 356,500.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Foy Park & Parking Area Light and Lighting Infrastructure Modernization Project Number (type TBD if New) 24825 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 356,500.00$
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) 534.PW33A.70019.00000.24825 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
The design will take place from January 2024 - June 2024. Construction will take place in FY 2024-25.
Totals
Expenditures
1. Design
Prioritization Score (1)
Jose I. Rodriguez, Civil Engineering Associate
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required.
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) (i.e. Grant or Fund Type, Description) $ 660,000.00 $ - $ - $ - $ - 660,000.00$ - 200,000.00 - - - - 200,000.00 - - - - - - - - - - - - - - - $ 660,000.00 $ 200,000.00 $ - $ - $ - $ - $ - 860,000.00$ $ 24,808.00 $ 75,192.00 $ - $ - $ - $ - $ - 100,000.00$ 660,000.00 - - - - - 660,000.00 100,000.00 - - - - - 100,000.00 $ 24,808.00 $ 835,192.00 $ - $ - $ - $ - $ - 860,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
Dean Pearson, Construction Superintendent
IOB COMMENTS
FORECASTED COMPLETION DATE
January 2025
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required to maintain safe operation and maintain the integrity of the system.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Construction will occur from September 2024 to January 2025.
Totals
Expenditures
1. Design
Development Impact Fees
Vehicle Equipment Replacement Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
There are two existing underground 1,000-gallon unleaded gasoline and diesel tanks that were installedat Fire Station#12 and Fire16 in 1989. Due to their age and leak detection confirmedat the diesel fuel tank, the recommendation was made to replace both tanks and related operating systemsto meet the latest applicable codes andEPA regulations. Soil testing for hazardous materials around Fire12's diesel tank proximate area was performedin April 2021 and no contaminants were detected. Testing at Fire Station 16 is not complete.
The primary scope includes the removal and replacement with EPA-approved 1,000-gallon fuel tanksin the same location and proximate configurationas the existing tanks, new utility connections and feed & vent piping, system controls, compliance testing, programming, and agency inspections. All site work and required repairs to concrete surfaces will be addressed to return the affected drive areas to their pre-existing conditions.
PROJECT JUSTIFICATION
The City confirmed, through independent testing, that thereis an existing fuel leak between the double-walled diesel fuel tankat Fire Station No.12 and 16. The Burbank Fire Department “red-tagged” this tank systemin July 2021 and it isno longer in operational use. Fire Station No. 12 and 16 vehicles 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)
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 2024-25
Municipal Facilities FY2024/25 Request 200,000.00$
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) (i.e. Grant or Fund Type, Description) $ 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
N/APrioritization Score (1)
Dean Pearson, Construction Superintendent
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2027
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required to maintain manufacturer warranties and to maintain the expected usable service life of the waterproofing systems.
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Design development is ongoing. Design is planned for FY 2024-25 with Phase 1 of construction planned for September 2024 - June 2027.
Totals
Expenditures
1. Design
Municipal Infrastructure Fund
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS
PROJECT DESCRIPTION
Design repair and restore all waterproofing systems for the facility including, subterranean waterproofing, architectural planters, and all parking areas. The work includes remediationof all cracks and openingsin the concrete substrate and replacement of the entire parking area waterproofing and drainage systems including,but not limitedto expansion systems, closed cell foam compressible flashings, and engineered profiles. Dueto the depth excavation required, disruptive construction impacts a phased restoration will be done over the course of several years.
PROJECT JUSTIFICATION
Rain eventsin late December2021 and numerous sourcesof water intrusion have illuminated the urgencyof repairing and restoring the integrityof the facility's waterproofing and drainage systems. The current waterproofing systems are failing and require complete restoration. Dueto the extentof damage and crackingto the existing traffic bearing coating system and underlying system,we recommend the complete removalof the existing systems downto the bare concrete decking and installationto maintain structural integrityof the building's foundation and other systems. Waterproofing system restoration and repairs are essentialto maintaining the facility's general condition and structural integrity andto avoid the damaging effects of water intrusion such as damage to the facilities structure, infrastructure, unsafe conditions, and health and safety concerns for Staff and 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
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 1,276,500.00$
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) (i.e. Grant or Fund Type, Description) $ 100,000.00 $ 500,000.00 $ 600,000.00 $ 600,000.00 $ 600,000.00 $ 600,000.00 $ 1,800,000.00 4,800,000.00$ - - - - - - - - - - - - - - - - - - - - - - - $ 100,000.00 $ 500,000.00 $ 600,000.00 $ 600,000.00 $ 600,000.00 $ 600,000.00 $ 1,800,000.00 4,800,000.00$ $ 13,769.00 $ 186,231.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 300,000.00 900,000.00$ - 400,000.00 500,000.00 500,000.00 500,000.00 500,000.00 1,500,000.00 3,900,000.00 - - - - - - - - $ 13,769.00 $ 586,231.00 $ 600,000.00 $ 600,000.00 $ 600,000.00 $ 600,000.00 $ 1,800,000.00 4,800,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Vehicle Lift Equipment Modernization Project Number (type TBD if New) 24547 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 500,000.00$
PROJECT DESCRIPTION
Complete modernization of fourteen vehicle lifts to accommodate current Fleet requirements including all City light and heavy-duty vehicles. Public Works will modernize approximately two lifts per year until all of them are complete.
PROJECT JUSTIFICATION
The existing equipment was originally installed in approximately 1962 and is beyond its repairable service life. Currently, 3 of 14 lifts are out of service because they are obsolete, unsafe, or otherwise require modernization to operate.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 532.PW34A.15042.0000.24547 (2) (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Vehicle Equipment Replacement Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
The design will be done from January 2025 to April 2025. Construction will start in FY 2025-26.
Totals
Expenditures
1. Design
Prioritization Score (1)
Dean Pearson, Construction Superintendent
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2032
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required
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) (i.e. Grant or Fund Type, Description) $ 3,445,076.00 $ 630,076.00 $ - $ - $ - $ - 4,075,152.00$ 599,924.00 150,076.00 - - - - - 750,000.00 2,100,000.00 3,100,000.00 3,100,000.00 2,100,000.00 10,400,000.00 10,000,000.00 10,000,000.00
- - - 10,000,000.00 - - - 10,000,000.00 Unfunded 50,000,000.00 50,000,000.00 100,000,000.00 $ 6,145,000.00 $ 3,880,152.00 $ 3,100,000.00 $ 22,100,000.00 $ 50,000,000.00 $ 50,000,000.00 $ - 135,225,152.00$ $ 1,037,955.00 $ 1,500,000.00 $ 1,500,000.00 $ - $ - $ - $ - 4,037,955.00$ - - - 31,187,197.00 50,000,000.00 50,000,000.00 - 131,187,197.00 - - - - - - - - $ 1,037,955.00 $ 1,500,000.00 $ 1,500,000.00 $ 31,187,197.00 $ 50,000,000.00 $ 50,000,000.00 $ - 135,225,152.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Ongoing
Please indicate if more than one funding source is required (if yes, please list out below):
Central Library Capital Holding
This project will resultin the constructionof a new Central Library,open space, and parking on the Civic Center blockbounded byOlive, Glenoaks, Orange Grove,and Third Street.FY 2023-24 continued the workon Phase 3of a multi-year project that willlead the projectto a Request for Quote (RFQ)/ Request for Proposal (RFP) procurement processto identify a development partnerto potentially enter into a Public-Private Partnership (P3) with the Cityto design, construct, finance, operate and maintain the City infrastructureas well as develop housingto help meet Council goals. The Phase 3 workbuilds uponPhase 1, the previously completed Burbank Central Library Vision Study (2021);and Phase 2, the Civic CenterP3 Feasibility Study (completed in September 2022). Phase 3 is providing the technical studies that will further define the project to assist the development of the RFQ/RFP documents.
PROJECT JUSTIFICATION
Based on the Civic CenterP3 Feasibility Study, the City Council gave directionin 2022 for staffto continue studyingand advancing the project. This project wouldbe Burbank's first P3. Dueto the legal and financial complexitiesof structuring such a deal, staff require services from outside technical, financial,and legal experts to write the RFQ/RFP, advise throughout the selection process,and support negotiations. Phase 3is estimated to be completed in the Fallof 2024 andthen transition into Phase 4, which will include Preliminary Design for the RFP portionof the procurement documents; Environmental Documentation; preparing the RFQ/RFP itself;and Selection and Execution of anAgreement with a Developer/Contractor Team that will designand buildthe amenities.In addition to these costs, a Fund534 set-aside of $2.1 millionper year leading up to the first yearof construction is needed to ensure fundingis available for project payments, ensuringat least 75 percent of Fund 534 revenue remains available for non-Civic Center uses once annual project payments start in FY 2027-28. The set-aside funding is maintained in a reserve account for the project established by the City Council in 2022.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Building Forward Library Improvement Grant
Totals
Expenditures
1. Design
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Final planning, conceptual design, scoping, budgeting, scheduling analysis and completion of technical studies that will further define the project and deal points for RFQ/RFP are being completed this FY.
Library Improvements Holding Account
Municipal Infrastructure Fund
Civic Center Reserve
Prioritization Score (1)
FORECASTED COMPLETION DATE
Execute an agreement with the selected P3 project team by December 2025.
ONGOING OPERATING & MAINTENANCE IMPACT
To be determined as the project is developed.
Ken Berkman, Public Works Director
IOB COMMENTS
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 3,880,152.00$
New Burbank Central Library & Civic Center Project Number (type TBD if New) 24218 (1) 370.PW33A.70019.0000.24218 (2) 534.PW33A.70019.0000.24218 (3) 534.ND000.30015.1056 (4) 370.ND000.48010.0000.24919 (5)
PROJECT DESCRIPTION
Public Works
Public Works
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) (i.e. Grant or Fund Type, Description) $ 350,000.00 $ - $ - $ - $ - $ - $ - 350,000.00$ 210,000.00 - - - - - - 210,000.00 350,000.00 130,000.00 - - - 480,000.00 - - - - - - - - $ 910,000.00 $ 130,000.00 $ - $ - $ - $ - $ - 1,040,000.00$ $ 5,000.00 $ 184,069.00 $ - $ - $ - $ - $ - 189,069.00$ 50,000.00 680,000.00 - - - - - 730,000.00 110,931.00 10,000.00 - - - - - 120,931.00 $ 165,931.00 $ 874,069.00 $ - $ - $ - $ - $ - 1,040,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
Anna Hartounianmishehparaei, Civil Engineering Associate
IOB COMMENTS
PROJECT STATUS UPDATE
Construction of Phase I is estimated to take place from March 2023 to June 2023. Construction of Phase II, from March 2024 to July 2024. The subsequent phase will begin construction upon completion of Phase II.
FORECASTED COMPLETION DATE
ONGOING OPERATING & MAINTENANCE IMPACT
Regular planned maintenance will be required.
Development Impact Fees
Totals
Expenditures
1. Design
2. Construction
3. Inspection
Totals
Prioritization Score (1)
July 2025
Municipal Infrastructure Fund
Infrastructure Reserve
PROJECT DESCRIPTION
This projectwill replace the worn-out existing flooring that consistsof broadloom carpet, carpet tiles, linoleum, vinyl composition tile, specialty flooringin the gym, and a few other typesof flooring. This is the second phaseof 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 are 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 will be removed, flooring replaced, and the partitions and furniture will be reinstalled.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Public Works
Ongoing
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)
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 130,000.00$
Police/Fire Headquarters Flooring Project Number (type TBD if New) 21305 Public Works
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) (i.e. Grant or Fund Type, Description) $ 250,000.00 $ - $ - $ - $ - $ - $ - 250,000.00$ 220,000.00 210,000.00 95,000.00 95,000.00 95,000.00 95,000.00 - 810,000.00 - - - - - - - - - - - - - - - $ 470,000.00 $ 210,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ - 1,060,000.00$ $ 192,244.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ - 292,244.00$ 277,756.00 190,000.00 75,000.00 75,000.00 75,000.00 75,000.00 - 767,756.00 - - - - - - - - $ 470,000.00 $ 210,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ 95,000.00 $ - 1,060,000.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
FY 2024-25 to FY 2028-29 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 2024-25
Municipal Facilities FY2024/25 Request 210,000.00$
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.
In FY 2023-24, budgeted funds were used to make emergency repairs to a damaged 42-inch CMP storm drain pipe and inlets located at 5 W. Magnolia Avenue; therefore, $115,000 is being requested in FY 2024-25 to replenish these funds.
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)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Infrastructure Reserve
Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Work is nearing completion at the Victory Place Storm Drain Pump Station to install new valves and improve ventilation for safety and at the Hollywood Way and San Fernando Storm Drain Pump Station to install a new sump pump, starter equipment, and recondition pump motors. In FY 2024-25, upgrades are scheduled for the Empire Avenue, Hollywood Way/San Fernando, and Victory Place Storm Drain Pump Stations.
Totals
Expenditures
1. Design
Prioritization Score (1)
Stephen Walker, Assistant Public Works Director - Wastewater Systems
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING OPERATING & MAINTENANCE IMPACT
The project reduces ongoing maintenance. Costs are determined annually.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
40 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s) (i.e. Grant or Fund Type, Description) $ 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/A
McCambridge Park Stormwater Capture Multi-Benefit Project Project Number (type TBD if New) 24822 Public Works
Public Works
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 492,200.00$
PROJECT DESCRIPTION
This is a stormwater capture multi-benefit project. The scopeof work includes the following improvements:an underground stormwater capture system (infiltration gallery), bioswalesin two parking lots, plantingof native trees, improved ADA paths, picnic tables with shade structures, fitness stations, and a nine-hole disc golf course, Light-Emitting Diode (LED) pedestrian and/or ballfield lighting throughout the 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, which are to: improve water quality through multi-benefit stormwater capture,to increase groundwater supply by capturing stormwater, and to provide 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) Measure W - Stormwater
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Grant Funding
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
The feasibility study has been completed and submittedto LA County. In addition, a grant funding application for $2.93M for design work was submittedto LA County and finished just outsideof those projects receiving funding. The design funds requested for FY 2023-24 and FY 2024-25 are to further the design and make the project more competitive when submitting future applications for grant funds from the County and other sources (as shown in FY 2025-26).
Totals
Expenditures
1. Design
Prioritization Score (1)
Funded by Measure W
Stephen Walker, Assistant Public Works Director, Wastewater Systems Division
IOB COMMENTS
FORECASTED COMPLETION DATE
FY 2028-29
ONGOING OPERATING & MAINTENANCE IMPACT
The initial O&M costs were estimated by a consultant at approximately $430k per year.
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
41 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s) (i.e. Grant or Fund Type, Description) $ 150,000.00 $ - $ - $ - $ - $ - $ - 150,000.00$ 370,048.00 - - - - - 370,048.00 243,440.00 - - - - 243,440.00 713,255.00 600,000.00 1,313,255.00
457,540.00 457,540.00
$ 1,934,283.00 $ 600,000.00 $ - $ - $ - $ - $ - 2,534,283.00$ $ 83,843.95 $ 59,436.05 $ - $ - $ - $ - $ - 143,280.00$ - 2,391,003.00 - - - - - 2,391,003.00 - - - - - - - - $ 83,843.95 $ 2,391,003.00 $ - $ - $ - $ - $ - 2,534,283.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Dick Clark Dog Park Project Number (type TBD if New) 24253 Parks and Recreation
Parks and Recreation
Ongoing
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 Request 600,000.00$
PROJECT DESCRIPTION
Preserve and expandopen space to develop an off-leash dog park that promotes exercise and wellness for dogs and their owners. Park design will include planting, landscape, irrigation, fencing, site furnishings, lighting, drinking fountains, and parking.
PROJECT JUSTIFICATION
The developmentof anoff-leash dog park in the City hasbeen a topicof discussion intermittently since1997, and has remained oneof the Parks and Recreation Department’s long-term goals. Addingan outdoor spaceto promote exercise and wellness for dogs and ownersis a viable project which aligns with the Department’s overall mission.In 2020, the City Council accepted a sponsorship donation from the Kari and Dick Clark Foundation for the developmentof the Dick Clark Dog Park.
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)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Donation
LADWP
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
The project is in the construction document phase. 100% design development is expected in February 2024. An informational community meeting will take place in early 2024. The anticipated completion date is Summer 2024.
Prop 68 Per Capita Grant Funds
Totals
Expenditures
1. Design
Development Impact Fees
Municipal Infrastructure Fund
Mike del Campo, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
July 2024
ONGOING OPERATING & MAINTENANCE IMPACT
Moderate on-going maintenance. Department will create a "Friends of Dog Park" volunteer group to assist with moderate on-going maintenance.
Prioritization Score (1)
Public Works
Parks
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
42 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s) (i.e. Grant or Fund Type, Description) $ 1,162,700.00 $ 580,750.00 $ 425,500.00 $ - $ - $ - 2,168,950.00$ - - - - - - - - - - - - - - - $ 1,162,700.00 $ 580,750.00 $ 425,500.00 $ - $ - $ - $ - 2,168,950.00$ $ 127,050.00 $ 63,250.00 $ 57,500.00 $ - $ - $ - $ - 247,800.00$ 1,035,650.00 494,500.00 345,000.00 - - - - 1,875,150.00 - 23,000.00 23,000.00 - - - - 46,000.00 $ 1,162,700.00 $ 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
DeBell Golf Improvements Project Number (type TBD if New) 24561 Parks and Recreation
Parks and Recreation
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 Request 580,750.00$
PROJECT DESCRIPTION
This is a multi-year project with each year focusingon different improvements to the DeBell Golf Course.FY 2023-24 marked the third yearof the DeBell Golf Course's five-year capital improvement program. Improvements forFY 2023-24 included but were not limited to the renovation of the fairway bunkers, driving range cover structure,and replacement of the tee boxes. The fairway bunkersand tee boxes havenot been renovated in a number of years. The golf course grounds have deferred maintenance and need to be addressed. This will improve operational efficiencies. The driving range cover structure will enhance playability, thus increasing revenue.
PROJECT JUSTIFICATION
Annual DeBell Golf Course improvements are requiredto maintain safe facility grounds while enhancing the qualityof community recreation. These improvements are necessaryto increase the safetyof players and the overall community.
Maintaining a safeand attractive facility for visitorsand players is vital to the continued successof the DeBell Golf Course operations. Improvements from prior fiscal years included sand bunker renovations, clubhouse improvements, irrigation repairs, irrigation system replacementat holes 10-18 and 7, anddriving range enhancements.FY 2024-25 improvements will complement previous projects further enhancing the DeBell Golf Course facilityand amenities. The Parksand 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)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Improvements have been made to the clubhouse, sand bunkers, irrigation, netting, the driving range, sand bunkers, and the Hilltop Clubhouse banquet space.
Totals
Expenditures
1. Design
Grace Coronado, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
Jun-26
ONGOING OPERATING & MAINTENANCE IMPACT
The project will reduce staff time with daily maintenance at the golf course towards fairway bunkers and tee boxes.
Prioritization Score (1)
Public Works
Parks
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
43 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s) (i.e. Grant or Fund Type, Description) $ 50,900.00 $ - $ - $ - $ - $ - $ - 50,900.00$ - 172,500.00 - - - - - 172,500.00 - - - - - - - $ 50,900.00 $ 172,500.00 $ - $ - $ - $ - $ - 223,400.00$ $ - $ - $ - $ - $ - $ - -$ 43,000.00 180,400.00 - - - - - 223,400.00 - - - - - - - $ 43,000.00 $ 180,400.00 $ - $ - $ - $ - $ - 223,400.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Verdugo Recreation Center Basketball Side Backboards Replacement Project Number (type TBD if New) 24215 Parks and Recreation
Parks and Recreation
Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 Request 172,500.00$
PROJECT DESCRIPTION
Replace four basketball side backboards at the Verdugo Recreation Center with height-adjustable backboards.
PROJECT JUSTIFICATION
The current basketball side backboards, originally installedin 1961, are in a stateof disrepair and require replacement. Replacementof four (4) basketball side backboards will ensure safety and playability for 2,838 youth/adult league participants.
Height adjustable backboards allow staffto expand youth programs and will further enhance the facility which received a new floor replacementin 2020. Additional funding for wall enforcementis necessary to complete the project. The Park and Recreation Board supported this project at the November 9, 2023 Board meeting.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 370.PR32F.70003.0000.24215 (2) 534.PR21A.700003.0000.24215 (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Burbank Athletic Federation
Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Parks and Recreation and Public Works Facilities are coordinating the final design. The Plan Check and Building permit process have been completed. Public Works will assist in developing the scope of work to bid the reinforcement of the walls.
Totals
Expenditures
1. Design
Diego Cevallos, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
December 2024
ONGOING OPERATING & MAINTENANCE IMPACT
Prioritization Score (1)
Public Works
Parks
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
44 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s) (i.e. Grant or Fund Type, Description) $ 50,000.00 $ - $ - $ - $ - $ - 50,000.00$ 247,850.00 178,250.00 - - - - - 426,100.00 - - - - - - - $ 297,850.00 $ 178,250.00 $ - $ - $ - $ - $ - 476,100.00$ $ 28,750.00 $ 28,750.00 $ - $ - $ - $ - $ - 57,500.00$ 257,600.00 138,000.00 - - - - - 395,600.00 11,500.00 11,500.00 - - - - - 23,000.00 $ 297,850.00 $ 178,250.00 $ - $ - $ - $ - $ - 476,100.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Diego Cevallos, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING OPERATING & MAINTENANCE IMPACT
The project will decrease ongoing maintenance by reducing light bulb replacement. The manufacturer of LED lights will provide materials and labor to maintain the lighting system operational for 10 years after installation.
Prioritization Score (1)
Public Works
Parks
Totals
PROJECT STATUS UPDATE
The project delivery method will be design-build. Design and construction will occur in FY 2024-25.
Totals
Expenditures
1. Design
Burbank Athletic Federation
Municipal Infrastructure Fund
2. Construction
3. Inspection
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 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 withan energy-efficient LED system will provide utility and maintenance cost savings, improve fieldof play visibility, a safer play environment for users, and a reductionof light spillover into surrounding residential areas. The reductionof energy costsis estimated at 40percent over typical1500W metal halide, further reducing the City's carbon footprint. The Parks and Recreation Board (Board) and Burbank Athletic Federation Board have identified ballfield lighting modernizationin parks as a priority. Thisis a continuationof anexisting project withan expanded scopeof work to include additional infrastructure work thatis supported by Public Works. This project will now include the design and installation of a new underground conduit. The Board supported additional project funding at the November 9, 2023, Board meeting.
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) Ongoing
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 Request 178,250.00$
Ballfield Lighting Modernization at Schafer Ballfield Project Number (type TBD if New) 24813 Parks and Recreation
Parks and Recreation
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
45 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s) (i.e. Grant or Fund Type, Description) $ 250,425.00 $ 900,000.00 1,150,425.00$
100,000.00 100,000.00
78,425.00 - - - - - 78,425.00 Unfunded $ 2,000,000.00 $ 900,000.00 $ 26,750,000.00 $ 4,100,000.00 $ 21,975,000.00 55,725,000.00 $ 428,850.00 $ 900,000.00 $ - $ - $ - $ - $ - 57,053,850.00$ $ 24,100.00 $ 900,000.00 $ 2,000,000.00 $ 900,000.00 $ 26,750,000.00 $ 4,100,000.00 $ 21,975,000.00 56,649,100.00$ 53,425.00 350,900.00 - - - - - 404,325.00 - - - - - - - - $ 77,525.00 $ 1,250,900.00 $ 2,000,000.00 $ 900,000.00 $ 26,750,000.00 $ 4,100,000.00 $ 21,975,000.00 57,053,425.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
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 2024-25
Parks and Recreation FY2024/25 Request 900,000.00$
PROJECT DESCRIPTION
Phase threeof the George Izay Park Master Plan includes the design developmentof the Burbank Little Theater, the Olive Recreation Center, and park amenities. The design development package will include plans and details for the site development as it relates to the landscape architectural, architectural, civil, structural, mechanical, electrical systems, and materials and finishes. This phase will include the advancementof the City approved schematic floorplan package. Refined plans, exhibits, and preliminary cost estimates shallbe prepared to describe the scope and characterof these buildingsin relation to the overall existing site conditions and other necessary improvements requiredto achieve the City Council approved master plan vision for the pedestrian plaza, parking area, and turnaround.
PROJECT JUSTIFICATION
This is a multi-phased project that will ultimately resultin the renovationof George Izay Park. City Council approved the George Izay Park Master Planat the October11, 2022meeting and authorized the City Managerto direct staffto strategically implement the Master Plan. The George Izay Park Master Plan was also presentedto the Parks and Recreation Boardat the August11, 2022Board meeting. The Park and Recreation Board supported PhaseIII of this projectat the November9, 2023 Board meeting.
Phase twoof the Master Planis currently in progress and includesan aerial topographic and field survey, phasing feasibility studies, floorplans, and a3D rendering of the redesign. The Olive Recreation Center floorplans, once completed, will include office spaceto move approximately25 full-time staff from the third floorof the Community Services Building. This will make spaceto house staff from other Departments. The estimated cost for the complete implementationof the George Izay Park Master Plan is approximately $57 million.
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)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Development Impact Fees
Burbank Athletic Federation
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
The first phase of the project was completed in FY 2022-23. The second phase of the project was completed in FY 2023-24. The third phase will begin in FY 2024-25.
Municipal Infrastructure Fund
Totals
Expenditures
1. Design
Diego Cevallos, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING 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 structure still in place today. The building has exceeded its useful life. The George Izay Park Master Plan will address major operational deficiencies related to aging infrastructure.
Prioritization Score (1)
Public Works
Parks
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
46 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s) (i.e. Grant or Fund Type, Description) $ 108,400.00 $ 94,000.00 $ - $ - $ - $ - $ - 202,400.00$ - - - - - - - - - - - - - - $ 108,400.00 $ 94,000.00 $ - $ - $ - $ - $ - 202,400.00$ $ 34,500.00 $ - $ - $ - $ - $ - $ - 34,500.00$ 163,300.00 - - - - - 163,300.00 4,600.00 - - - - - 4,600.00 $ 34,500.00 $ 167,900.00 $ - $ - $ - $ - $ - 202,400.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
HS SC JL CO CI Total
N/A
Valley Park Ballfield Shade Structures **New Project Name** Project Number (type TBD if New) 24818 Parks and Recreation
Parks and Recreation
Ongoing
FISCAL YEAR 2024-25
Parks and Recreation FY2024/25 Request 94,000.00$
PROJECT DESCRIPTION
Installation of cantilever bleacher shade structuresat Valley Park Ballfield. Scopeof work to include design, engineering calculations, site plans, manufacturingof structure, project management, and installationof shade structures over aluminum ballfield bleachers for program participants and the community to enjoy.
PROJECT JUSTIFICATION
Installation of these shade structures will promote sun safety and reduce the potential for heat-related illnesses. The Parks and Recreation Board and Burbank Athletic Federation Board have identified shade structuresin parks as a priority. The Department will systematically install shade structures over spectator bleachers. The Department programs have 13,000 games and activities every year with over 20,000 participants. This numberdoes not reflect the numberof spectators, permit groups, and passive visitors that use the ballfields.
Please indicate if more than one funding source is required (if yes , please list out below):
(1) 534.PR21A.70003.0000.24818 (3) (4) (5)
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6-10 TOTALS Municipal Infrastructure Fund
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
Installation of shade structures would occur in FY 2024-25.
Totals
Expenditures
1. Design
Diego Cevallos, Assistant Director of Parks and Recreation
IOB COMMENTS
FORECASTED COMPLETION DATE
June 2025
ONGOING 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
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
47 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s) (i.e. Grant or Fund Type, Description) $ 32,000.00 $ 425,000.00 $ - $ - $ - $ - 457,000.00$ 3,932.41 - - - - - - 3,932.41 417,627.17 - - - - - 417,627.17 - - - - - 88,181,552.00 88,181,552.00 $ 453,559.58 $ 425,000.00 $ - $ - $ - $ - $ 88,181,552.00 89,060,111.58$ $ 453,559.58 $ 425,000.00 $ - $ - $ - $ - $ - 878,559.58$ - - - - - - 88,181,552.00 88,181,552.00 - - - - - - - - $ 453,559.58 $ 425,000.00 $ - $ - $ - $ - $ 88,181,552.00 89,060,111.58$ Project Manager, Title
HS SC JL CO CI Total
N/APrioritization Score (1)
June 2033
ONGOING OPERATING & MAINTENANCE IMPACT
Kristen Smith, Assistant Parks and Recreation Director
IOB COMMENTS
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
In 2013, a facility needs assessment was completedby Lehrer Architects. The assessment included a code summary, narratives, community outreach, phased redesign, refurbishment summary, business plan models and drawings, and cost estimate. In 2014, Lehrer Architects were rehiredto complete the schematic design for Phase 1of the work outlinedin the Starlight Bowl Refurbishment Plan.In December 2018, Lehrer Architects completed the schematic designof a redesigned venue, along with enhanced services including a traffic study, funding for Arts and Management, and Cost Consultants, referredto as Starlight Bowl Amphitheater Transformation - Schematic Design and Programming.In 2023, Lehrer Architects was retained to provide visual renderings of the proposed design with an updated cost estimate.
The next stepsin the Project areto focus on extensive community outreachto showcase the new schematic design and renderingsof the new amphitheater. The scopeof work includes community outreach, updated traffic management study utilizing the new renderings, determining a management model for future use, and addressing any civil engineering needs.
FORECASTED COMPLETION DATE
General Fund (Fund 001)
Capital Projects Holding
Totals
Expenditures
1. Design
Years
6 - 10 TOTALS
PROJECT DESCRIPTION
Parks and Recreation
Parks and Recreation
Future
Please indicate if more than one funding source is required (if yes , please list out below):
Municipal Infrastructure Fund
The Starlight Bowl Amphitheatre Transformation Project consistsof a complete renovationof the amphitheater with additional amenitiesto the site and adjacent facilities. The Projectis comprised of a modernized performing arts venue which includes stage renovations that provide a larger, more accessible area for performers, upper restrooms and concessions, onsite parking and drop areato accommodate ride share and buses, a new seating area, along with renovationof the adjacent Stough Park to include a smaller amphitheater. The entire Project will address accessibility needs, and ensure all ADA and code requirements are met.
PROJECT JUSTIFICATION
The Starlight Bowl Amphitheatre was builtin the 1950s with additional construction completedin the 1960s.In 1971, the existing fiberglass seats were installed. Since that time,no major renovations have occurredat the venue. The current venue presents challenges for accessibility, ongoing maintenance, and aging infrastructure in need of immediate renovations. Moreover, there is a need for additional performing arts venues in the city.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Municipal Facilities FY2024/25 Request 425,000.00$
Starlight Bowl Amphitheatre Transformation Project Number (type TBD if New) 24980 (1) 534.PR21A.70003 (2) 370.PR31D.70003 (3) 370.PR31D.70003.0000.20517.00000 (4) (5) YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
48 Project Category
Project Name
Requesting Department
Responsible Department
Project Status
From Unfunded Needs List
Strategic Alignment
Account Number
Account Number(s):
Funding Source(s) (i.e. Grant or Fund Type, Description) $ 19,353.56 $ - $ - $ - 19,353.56$ 149,378.44 - - - - - 149,378.44 - 150,000.00 - - - 150,000,000.00 150,150,000.00 - - - - - - - - - - - - - - - - $ 168,732.00 $ 150,000.00 $ - $ - $ - $ - $ 150,000,000.00 150,318,732.00$ $ 168,732.00 $ 150,000.00 $ - $ - $ - $ - 318,732.00$ - - - - - - 150,000,000.00 150,000,000.00 - - - - - - - - $ 168,732.00 $ 150,000.00 $ - $ - $ - $ - $ 150,000,000.00 150,318,732.00$ Project Manager, Title
HS SC JL CO CI Total
N/A
CAPITAL IMPROVEMENT PROJECT REQUEST FORM
FISCAL YEAR 2024-25
Traffic, Transportation & Pedestrian Access FY2024/25 Request 150,000.00$ Olive Avenue Bridge Replacement Project Number (type TBD if New) 24975 (1) 127.CD33A.70002.0000.24975 (2) (3) (4) (5)
PROJECT DESCRIPTION
Public Works
Public Works
Future
Please indicate if more than one funding source is required (if yes , please list out below):
State Gas Tax Fund (Fund 125)
The Olive Avenue Bridge was constructedin 1959 and spans over the Burbank Western Channel, the Metrolink Tracks, Interstate5, and several local streets including Bonnywood Place and Front Street.It is 1,420 feet long including the approach roadways. The first three spans (east end) are owned and maintainedby Caltrans and the remaining seven spans are ownedby the Cityof Burbank. The City-owned structures are maintainedby the Countyof LosAngeles under contract with the City of Burbank. The Bridge (and Magnolia) had a Feasibility Study completedin 2016 to potentially widen the bridges. This projectwill update that studyto determine the best rehabilitation strategy for the Bridgeas well as consider the new needs based upon the upcoming Bus Rapid Transit (BRT) line that Metro is going to implement on Olive Avenue.
PROJECT JUSTIFICATION
With the pending construction and operationof the new Metro Pasadenato NoHo BRTin Olive Avenue, the needto significantly update, retrofit, widen, and/or completely replace the Bridge and also include a true vertical connection between the rail lines below the Bridge and the BRTis critical. The first phaseof this projectwill be to update the Widening Feasibility Study preparedin October 2016 to define a potential projectin consideration of pursuing State and Federal fundingin collaboration with Metro.
ESTIMATED PROJECT FUNDING AND EXPENDITURES
Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Years 6 - 10 TOTALS
1. Design
2. Construction
3. Inspection
Totals
PROJECT STATUS UPDATE
New project phase.
General City Capital Projects Fund (Fund 370)
Development Impact Fees
Totals
Expenditures
Prioritization Score (1)
FORECASTED COMPLETION DATE
June 2024
ONGOING OPERATING & MAINTENANCE IMPACT
TBD, Chief Assistant PWD/City Engineer
IOB COMMENTS
YES
NO
Transportation/Traffic
Economic Recovery/Responsible Development
Housing/Homelessness
Sustainability
Master Plan
Quality of Life
YES
NO
Infrastructure
City Services
49 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
Proposed Budget by Fund and Prior Year Appropriations and Expenditures 4 FY 2024-25 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) 2024-25 City of Burbank Annual Budget in summary form. This section is organized as follows:
1 BUDGET SUMMARIES
Total City Resources
General Fund Resources
$781,813,828
SOURCE OF FUNDS - FY 2024-25
$247,807,039
General Fund,
$247,807,039
Proprietary,
Special Revenue,
Successor Agency,
Housing Authority
& Parking
Authority,
$534,006,789
Property Tax,
$74,955,921
Sales Tax,
$64,412,066
Utility Users Tax,
$19,639,000
Services Charges -
Intra City,
$15,657,042
Transient
Occupancy
Tax,
$13,853,000
Service
Charges,
$25,458,890
In Lieu Taxes,
$9,893,000
Transient Parking
Tax, $4,401,000
Building
Permits/License
Fees, $6,152,195
Business Taxes,
$2,464,190
Parking/Traffic/Other
Fines, $2,601,000
Franchise
Fees,
$1,519,650
Interest/Use of
Money, $4,318,156
Intergovernmental
Revenues,
$2,481,929
2 BUDGET SUMMARIES
Total City Appropriations
General Fund Appropriations 257,114,328$
USE OF FUNDS - FY 2024-25
$868,291,333
General Fund ,
$257,114,328
Proprietary,
Special Revenue,
Successor
Agency, Housing
Authority &
Parking Authority,
$611,177,005
General
Administration ,
$13,554,477
Fire, $52,474,564
Management
Services, $8,174,323
Public Works,
$20,512,161
Community
Development,
$17,553,998
Financial Services,
$7,581,712
Library Services,
$9,757,117
Police, $74,789,982
Parks & Recreation,
$36,129,974
Non-Departmental
Expenses,
$16,586,020
3 FY 2024-25 PROPOSED BUDGET BY FUND AND
PRIOR YEAR APPROPRIATIONS/EXPENDITURES
FUND 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
NO. DEPARTMENT/FUND NAME ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED 001 City Attorney 3,832,181$ 3,907,153$ 4,300,189$ 4,676,297$ 5,092,612$ 5,840,724$ 001 City Clerk 1,206,752 1,562,296 1,442,206 1,669,147 1,801,047 1,960,974 001 City Council 600,128 614,949 562,306 635,443 1,003,365 1,609,548 001 City Manager 3,136,332 2,538,193 2,388,498 2,597,218 2,926,401 3,035,681 001 City Treasurer 744,825 788,673 825,088 816,165 907,388 1,107,550 001 Community Development 10,192,634 11,716,569 12,819,189 13,829,295 16,972,027 17,554,000 001 Financial Services 5,653,190 5,526,021 5,153,434 5,747,302 6,248,566 7,581,712 001 Fire 38,714,502 41,331,474 40,255,182 43,821,432 47,066,335 52,474,564 001 Library Services 7,182,207 7,245,605 7,622,413 8,016,117 9,152,361 9,757,117 001 Management Services 5,496,558 5,313,588 5,014,959 5,988,753 7,046,672 8,174,323 001 Parks and Recreation 22,928,241 23,108,907 25,406,580 28,705,761 31,883,204 36,129,973 001 Police 61,737,561 61,185,484 60,993,936 63,651,629 65,894,240 74,789,982 001 Public Works 15,324,160 15,745,283 15,988,630 17,330,442 19,444,296 20,512,161 001 Non-Departmental 16,301,673 20,483,950 15,822,386 21,563,918 17,092,558 16,586,020 GENERAL FUND TOTAL BUDGET 193,050,945$ 201,068,145$ 198,594,996$ 219,048,916$ 232,531,072$ 257,114,328$ 370 General City Capital Projects 5,934,090$ 10,383,644$ 1,658,964$ 2,325,411$ 11,023,401$ 2,547,533$
SPECIAL REVENUE FUNDS
104 Prop A Transportation 2,504,484$ 2,268,412$ 2,237,397$ 2,476,158$ 2,676,775$ 2,855,162$ 105 Prop C Transportation 1,858,053 2,116,390 2,375,596 1,599,198 3,434,620 3,646,026 106 Transportation (AQMD) 135,532 111,072 142,186 99,325 178,073 181,182 107 Measure R Transportation 1,324,948 1,842,907 417,512 2,210,795 1,321,812 2,133,911 108 Measure M Transportation 2,226,107 1,514,574 - 2,371,827 2,211,722 3,119,659 109 Measure W Transportation 17,960 108,660 139,062 1,180,059 1,122,140 121 General City Grant Fund 306,349 318,665 393,494 410,486 122 Comm Dev Block Grants (CDBG) 721,454 3,265,727 1,065,750 371,745 1,539,234 1,028,113 123 Road Maintenance and Rehab (RMRA) 1,601,433 2,264,441 2,694,320 1,712,267 2,527,171 3,020,238 124 Drug Asset Forfeiture 35,050 18,244 28,415 34,725 45,000 100,000 125 State Gas Tax 2,549,837 3,223,367 2,270,668 2,498,781 2,246,779 4,395,716 127 Public Improvements 7,370,027 7,021,779 2,137,033 1,792,020 3,808,920 4,471,531 128 HUD Affordable Housing Fund 410,198 510,599 537,690 785,833 655,362 679, 269 129 Street Lighting 2,360,896 2,521,760 2,757,210 2,456,844 3,919,361 5,919,677 130 Youth Endowment Services 20 25
131 Community Service (BCSF) 719 20 25 133 Tieton Hydropower Project 3,414,404 3,161,807 1,954,137 1,929,763 1,879,774 2,007,717 483 Magnolia Power Plant 20,313,842 24,031,859 20,363,544 23,296,418 27,809,365 30,565,471 47,133,334$ 54,209,603$ 39,483,662$ 44,185,246$ 55,434,028$ 65,245,813$
INTERNAL SERVICE FUNDS
530 General Liability Insurance 8,935,902$ 4,358,632$ 9,162,310$ 17,052,102$ 12,493,153$ 14,475,711$ 531 Workers' Comp Insurance 8,030,609 3,008,213 10,827,442 9,125,369 10,518,030 10,544,282 532 Vehicle Equipment Replacement 9,025,966 9,204,366 8,900,727 10,290,706 24,688,994 19,402,788 533 Office Equipment Replacement 1,376,274 959,391 711,849 658,610 1,983,214 1,592,669 534 Municipal Infrastructure 6,036,790 8,413,977 11,423,161 14,331,525 22,647,480 23,196,271 535 Communication Equip Replacement 4,153,889 3,336,717 3,473,898 4,558,851 5,119,944 4,407,928 537 Information Technology 9,512,184 9,733,349 10,682,888 12,976,003 18,857,964 17,644,313 47,071,614$ 39,014,644$ 55,182,276$ 68,993,164$ 96,308,779$ 91,263,960$
ENTERPRISE FUNDS
494 Water Reclamation and Sewer (PW) 20,903,423$ 19,412,648$ 13,532,616$ 16,048,653$ 22,063,451$ 25,640,343$ 496 E
lectric Fund (BWP) 213,598,123 204,995,965 197,113,282 278,093,880 322,096,138 330,798,601 497 Water Fund (BWP) 36,967,327 32,153,419 32,465,296 38,890,475 54,359,328 51,293,944 498 Refuse Collection and Disposal (PW) 16,090,161 18,699,045 18,243,409 23,218,343 33,653,163 26,626,862 287,559,034$ 275,261,076$ 261,354,602$ 356,251,350$ 432,172,080$ 434,359,750$ 4 FY 2024-25 PROPOSED BUDGET BY FUND AND
PRIOR YEAR APPROPRIATIONS/EXPENDITURES
FUND 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
NO. DEPARTMENT/FUND NAME ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED
SUCCESSOR AGENCY
208 Administration/Debt Service 11,541,882 9,438,340 6,975,202 7,412,412 7,446,068 2,507,087 11,541,882$ 9,438,340$ 6,975,202$ 7,412,412$ 7,446,068$ 2,507,087$
HOUSING AUTHORITY
117 Housing Vouchers 10,692,438$ 11,853,334$ 12,119,188$ 13,212,305$ 13,128,201$ 13,327,910$ 305 Low/Moderate Income Housing 953,197 839,736 635,296 529,782 1,089,990 1,093,117 11,645,635$ 12,693,069$ 12,754,484$ 13,742,087$ 14,218,191$ 14,421,026$
PARKING AUTHORITY
310 Parking Authority 661,521$ 635,201$ 558,398$ 556,416$ 791,914$ 831,834$ 661,521$ 635,201$ 558,398$ 556,416$ 791,914$ 831,834$ TOTAL CITY 604,598,054$ 602,703,722$ 576,562,582$ 712,515,004$ 849,925,532$ 868,291,333$ 5 FY 2024-25 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2024-25
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED FUND 001 GENERAL FUND
CL01A CITY COUNCIL 582,850$ 1,026,698$ 1,609,548$ CITY CLERK 1,475,553$ 485,421$ -$ -$ 1,960,974$ CC01A Services 395,374 166,042 561,416 CC01B Elections 156,308 169,671 325,979 CC01C Legal Advertising 77,795 71,954 149,749 CC01D Records Management 350,368 48,453 398,821 CC01E Passport Services 495,708 29,301 525,009 CT01A CITY TREASURER 890,664$ 216,886$ 1,107,550$ CITY ATTORNEY 5,417,873$ 422,851$ -$ -$ 5,840,724$ CA01A Dept Services-Admin 3,007,741 287,223 3,294,964 CA02A Litigation 1,207,848 61,307 1,269,155 CA03A Prosecution 1,202,284 74,321 1,276,605 CITY MANAGER 2,587,853$ 447,828$ -$ -$ 3,035,681$ CM01A Operations 1,415,379 194,727 1,610,106 CM02A PIO 1,172,474 253,101 1,425,575 MANAGEMENT SERVICES 5,798,959$ 2,375,364$ -$ 8,174,323$ MS01A General Administration 816,422 383,216 1,199,638 MS01B Reprographics Printing Services 303,541 259,187 562,728 MS01C LiveScan 117,963 55,007 172,970 MS01E Labor Relations 567,583 148,531 716,114 MS02C Youth Employment 594,555 83,606 678,161 MS02D Employment Services 1,509,124 699,712 2,208,836 MS02E Employee Services 1,364,797 195,143 1,559,940 MS03A Environmental Health & Safety 524,974 550,962 1,075,936 FINANCIAL SERVICES 6,346,098$ 1,235,614$ 7,581,712$ FN01A Accounting/Administration 3,628,480 799,287 4,427,767 FN02A Budget/Purchasing/Revenue 1,279,316 282,098 1,561,414 FN03A Procurement 1,438,302 154,229 1,592,531 PARKS and RECREATION 18,965,231$ 17,164,743$ 36,129,974$ Landscape & Forestry 5,332,888 3,997,782 9,330,670 PR21A Facility Planning & Development 872,134 872,134 PR22A Forestry Services 2,095,888 1,780,902 3,876,790 PR23A Park Landscape Program 3,237,000 1,304,746 4,541,746 PR26A Urban Reforestation 40,000 40,000 Administration 2,979,806 5,435,260 - - 8,415,066 PR28A Administration 2,979,806 1,377,263 4,357,069 PR27A Golf Course 4,057,997 4,057,997
Community Services 5,518,869 2,985,716 8,504,585 PR31D Starlight Bowl 230,081 417,930 648,011 PR31E Stough Canyon Nature Center 403,507 79,455 482,962 PR31F Youth Resource Programs 274,257 274,257 PR31H Ovrom Park 247,776 140,860 388,636 PR32D Cultural Services 449,898 291,273 741,171 PR32E Commercial & Special Events 11,927 134,745 146,672 PR41A Retired & Senior Volunteer Program 126,239 173,119 299,358 PR42A-C Supplemental Nutrition 1,424,231 615,834 2,040,065 PR43A Information & Assistance 4,720 4,720 PR45A Senior Recreation 501,311 279,410 780,721 PR46A Human Services 61,828 33,002 94,830 PR47A Animal Shelter 2,062,072 541,111 2,603,183 6 FY 2024-25 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2024-25
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED Recreation Services 5,133,668 4,745,985 - - 9,879,653 PR31A McCambridge Park 219,734 2,014,137 2,233,871 PR31B Verdugo Park 409,273 305,297 714,570 PR31C Olive Recreation 908,585 516,234 1,424,819 PR32A Daycamp and Afterschool Program 1,330,239 331,380 1,661,619 PR32B Organized Sports 1,253,704 977,294 2,230,998 PR32C Aquatics 1,012,133 239,772 1,251,905 PR32F Athletic Leagues 361,871 361,871
LIBRARY SERVICES 7,150,480$ 2,606,637$ -$ -$ 9,757,117$ LB01A Technical Services 1,547,129 1,178,163 2,725,292 LB02A Public Services 5,603,351 1,428,474 7,031,825 COMMUNITY DEVELOPMENT 12,005,412$ 5,438,586$ 110,000$ 17,553,998$ CD11A Administration 677,769 276,029 953,798 Economic Development & Housing 1,747,561 1,493,818 - - 3,241,379 CD23A Affordable Housing 392,837 833,531 1,226,368 CD23B Economic Development 869,346 489,274 1,358,620 CD23C Real Estate 485,378 171,013 656,391
CD31A Planning 3,650,717 1,659,311 5,310,028 Transportation 790,332 367,107 - - 1,157,439 CD32A Transportation 790,332 367,107 1,157,439 CD42A Building Division 5,139,033 1,642,321 110,000 6,891,354 PUBLIC WORKS 13,153,710$ 7,347,047$ 11,404$ -$ 20,512,161$ PW11A Administration 1,775,933 320,516 2,096,449 Engineering Design & Construction 5,376,899 1,473,746 11,404 - 6,862,049 PW21A Street Design & Construction 1,389,993 327,701 11,404 1,729,098 PW21B Permits 1,113,192 332,061 1,445,253 PW22A Engineering & Design 818,923 187,161 1,006,084 PW22B Signs and Painting 711,736 219,674 931,410 PW22D Traffic Signal Maintenance 806,448 293,564 1,100,012 PW22H Traffic Management Center 536,607 113,585 650,192 Street and Sanitation 1,161,489 3,532,663 - - 4,694,152 PW32A Roadway & Parkway Maintenance 1,044,880 3,435,662 4,480,542 PW32B Weed Abatement 31,899 33,320 65,219 PW32D Flood Control 84,710 63,681 148,391 Fleet & Building Maintenance 3,914,747 1,711,028 - - 5,625,775 PW33A Facilities Maintenance 2,122,171 1,101,935 3,224,106 PW33B Custodial Services 1,792,576 609,093 2,401,669 PW35A Field Services - Administration 924,642 309,094 1,233,736 FIRE 44,097,636$ 7,176,928$ 1,200,000$ 52,474,564$ FD01A Fire Prevention 3,042,657 2,215,545 5,258,202 FD01B Hazardous Materials Program 374,682 30,272 404,954 FD02A Fire Suppression 22,286,916 3,521,640 1,200,000 27,008,556 FD03A Emergency Medical Services 14,933,959 812,613 15,746,572 FD04A Emergency Management 231,460 94,609 326,069 FD05A Fire Apparatus and Equipment 318,809 34,921 353,730 FD06A Training and Safety 1,133,516 141,117 1,274,633 FD07A Administration 1,775,637 326,211 2,101,848 7 FY 2024-25 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2024-25
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED POLICE 61,188,496$ 13,601,486$ -$ -$ 74,789,982$ PD01A-H Patrol Division 31,675,454 8,546,210 40,221,664 PD02A-D Investigation Division 13,063,445 1,042,281 14,105,726 PD03A-E Administrative Services 6,964,967 2,199,315 9,164,282 PD05A Parking Enforcement 1,633,164 257,569 1,890,733 PD06C Communication Center 2,756,521 108,993 2,865,514 PD07A-E Support Services 2,940,381 248,109 3,188,490 PD08A Air Support Unit 701,059 826,448 1,527,507 PD09A Jail Division 1,453,505 372,561 1,826,066 ND01A NON-DEPARTMENTAL 9,905,087$ 597,168$ 6,083,765$ 16,586,020$ TOTAL GENERAL FUND 189,565,902$ 60,143,257$ 1,321,404$ 6,083,765$ 257,114,328$ 370 GENERAL CITY CAPITAL PROJECTS 2,547,533$ 2,547,533$
SPECIAL REVENUE FUNDS
104 PROP A TRANSPORTATION 1,597,008$ 1,040,978$ -$ 217,176$ 2,855,162$ CD32B Transportation 512,448 217,176 729,624 CD33A Administration 1,597,008 528,530 2,125,538 105 PROP C TRANSPORTATION 406,706$ 3,239,320$ -$ -$ 3,646,026$ CD32B BurbankBus Operations 3,071,820 3,071,820 CD33A Administration 406,706 167,500 574,206 106 TRANSPORTATION (AQMD) 159,116$ 22,066$ 181,182$ 107 MEASURE R TRANSPORTATION 70,440$ 1,005,472$ 1,058,000$ -$ 2,133,912$ CD33A Transportation 70,440 1,005,472 1,058,000 2,133,912 108 MEASURE M TRANSPORTATION 19,659$ 3,100,000$ 3,119,659$ 109 MEASURE W STORMWATER 174,940$ 455,000$ 492,200$ 1,122,140$ 122 CDBG 85,205$ 942,908$ 1,028,113$ 123 ROAD MAINTENANCE & REHABILITATION 20,238$ 3,000,000$ 3,020,238$ 124 DRUG ASSET FORFEITURE 100,000$ 100,000$ 125 STATE GAS TAX 2,172,867$ 322,847$ 1,900,000$ -$ 4,395,714$ PW21A Street Design & Construction 538,409 66,794 1,900,000 2,505,203 PW21E Select Streets 103,053 103,053
PW22A Engineering & Design 300,655 153,000 453,655 PW32A Roadway & Parkway Maintenance 1,333,803 1,333,803 127 PUBLIC IMPROVEMENTS 241,843$ 927,148$ 3,302,539$ -$ 4,471,530$ CD33A Transportation 241,843 927,148 1,182,045 2,351,036 FD07A Fire 300,000 300,000
PD03A Police 130,000 130,000
LB01A Library 40,000 40,000
PR28A Parks & Recreation 1,650,494 1,650,494 128 HUD AFFORDABLE HOUSING 68,600$ 610,669$ -$ -$ 679,269$ CD25A Grants 68,600 22,408 91,008 CD25C Grants - PSH 588,261 588,261
129 STREET LIGHTING 819,348$ 956,669$ 4,143,660$ -$ 5,919,677$ PS61A O&M 819,348 956,669 1,776,017 PS61B Capital 4,143,660 4,143,660
133 TIETON HYDROPOWER PROJECT 1,955,449$ 52,268 $ 2,007,717$ 483 MAGNOLIA POWER PLANT 16,788,669 12,658,768$ 1,118,033$ 30,565,471$ TOTAL SPECIAL REVENUE FUNDS 22,584,743$ 24,277,191$ 18,166,700$ 217,176$ 65,245,813$ 8 FY 2024-25 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2024-25
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED
INTERNAL SERVICE FUNDS
530 GENERAL LIABILITY INSURANCE 597,572$ 13,878,138$ 14,475,710$ 531 WORKERS' COMP INSURANCE 899,174$ 9,645,108$ 10,544,282$ 532 VEHICLE EQUIP REPLACEMENT 1,857,816$ 8,651,181$ 8,893,790$ 19,402,787$ 533 OFFICE EQUIP REPLACEMENT 546,070$ 1,046,599$ 1,592,669$ 534 MUNICIPAL INFRASTRUCTURE 6,211,152$ 16,985,119$ -$ 23,196,271$ CD23A Affordable Housing 68,000 150,000 218,000 PR21A Park Facilities Maintenance 1,860,000 4,452,450 6,312,450 PW21A Street Design and Construction 50,000 3,835,000 3,885,000 PW22A Engineering and Design 440,000 440,000 PW32A Roadway and Parkway Maintenance 220,000 383,286 603,286 PW33A Facilities Maintenance 3,573,152 8,164,383 11,737,535 COMM EQUIP REPLACEMENT 1,332,061$ 2,710,867$ 365,000$ -$ 4,407,928$ PS71A-B Telephone System 658,756 1,446,777 350,000 2,455,533 PS72A-B Radio System 673,305 1,264,090 15,000 1,952,395 537 INFORMATION TECHNOLOGY 5,974,985$ 9,631,839$ 2,037,489$ -$ 17,644,313$ IT01A Administration 1,693,844 1,778,909 3,472,753 IT02A Networking 2,028,264 2,983,549 1,546,205 6,558,018 IT03A Geographic Information System (GIS) 261,358 236,500 497,858 IT04A Applications 950,445 689,076 125,000 1,764,521 IT04B Enterprise Resource Planning 1,041,074 1,613,148 36,284 2,690,506 Miscellenous Cost Centers 2,330,657 330,000 2,660,657 TOTAL INTERNAL SERVICE FUNDS 10,661,608$ 51,274,355$ 29,327,997$ 91,263,960$
ENTERPRISE FUNDS
494 WATER RECLAMATION & SEWER 2,473,831$ 17,807,622$ 5,358,891$ -$ 25,640,344$ PW23A Engineering & Design 793,666 1,391,946 2,185,612 PW23B Industrial Waste Permit/Inspection 259,870 2,682,393 2,942,263 PW23C Plant Operations & Maintenance 212,020 12,124,272 5,203,891 17,540,183 PW23D Sewer Maintenance 1,208,275 1,609,011 155,000 2,972,286
BURBANK WATER & POWER 54,402,800$ 268,548,892$ 59,115,853$ 25,000$ 382,092,545$ 496 Electric Fund 45,889,389 234,513,278 50,370,934 25,000 330,798,601 497 Water Fund 8,513,411 34,035,614 8,744,919 51,293,945 498 REFUSE COLLECTION & DISPOSAL 9,040,020$ 14,270,007$ 3,316,835$ -$ 26,626,862$ PW31A Refuse Collection 6,093,915 6,850,112 645,000 13,589,027 PW31B Refuse Disposal 933,070 3,148,951 2,171,835 6,253,856 PW31C Recycling 1,215,618 3,246,322 500,000 4,961,940 PW32C Street Sweeping 797,417 1,024,622 1,822,039 TOTAL ENTERPRISE FUNDS 65,916,650$ 300,626,521$ 67,791,579$ 25,000$ 434,359,751$
SUCCESSOR AGENCY
208 SUCCESSOR AGENCY 2,507,087$ -$ - $ 2,507,087$ CD27A Administration 334,918 334,918
CD28E Debt Service 2,172,169 2,172,169
TOTAL SUCCESSOR AGENCY FUNDS 2,507,087$ 2,507,087$ 9 FY 2024-25 PROPOSED BUDGET
BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2024-25
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED
HOUSING AUTHORITY
117 Section 8 Voucher Program 1,057,449 12,270,461 13,327,910 305 Low/Moderate Income Housing 502,987 590,130 1,093,117 TOTAL HOUSING AUTHORITY FUNDS 1,560,436$ 12,860,591$ 14,421,027$
PARKING AUTHORITY
310 Parking Authority 831,834 831,834
TOTAL PARKING AUTHORITY FUNDS 831,834$ 831,834$ TOTAL CITY 290,289,342$ 452,520,836$ 119,155,213$ 6,325,941$ 868,291,333$ 10 BONDED DEBT SERVICE REQUIREMENTS
Estimated Payments - All Funds
FY 2024-25 - FY 2052-2053
Final Total Total
Issue Maturity Outstanding Outstanding Total
Date Description Date Principal Interest Outstanding
Burbank Water & Power: Funds 496, 497
2010B Water Revenue Bonds 6/1/2040 26,045,000 14,363,452 40,408,452 2010B Electric Revenue Bonds 6/1/2040 50,455,000 29,719,145 80,174,145 2021 6/1/2051 22,980,000 14,803,850 37,783,850 2023 Electric Revenue Bonds 6/1/2053 120,000,000 117,441,000 237,441,000 Total Burbank Water & Power: 219,480,000 176,327,447 395,807,447 Water Reclamation & Sewer: Fund 494
2014 Wastewater Treatment Revenue Bonds 6/1/2033 1,395,000 218,537 1,613,537 Total Water Reclamation & Sewer Fund: 1,395,000 218,537 1,613,537 Successor Agency: Fund 208
2015 Successor Agency Tax Alloc Refunding 12/1/2033 2,770,000 434,240 3,204,240 2017 Successor Agency Tax Alloc Refunding 12/1/2043 20,865,000 7,871,988 28,736,988 Total Successor Agency Funds: 23,635,000 8,306,228 31,941,228 TOTAL DEBT SERVICE FOR ALL FUNDS: 244,510,000$ 184,852,212$ 429,362,212$ Water Revenue Refunding Bonds
11 BONDED DEBT SERVICE REQUIREMENT
Estimated Payments - All Funds
FY 2024-25
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 1,085,000 1,475,489 2,560,489 2010B Electric Revenue Bonds 4.15% 6/1/2040 2,295,000 3,159,780 5,454,780 2021 Water Revenue Refunding Bonds 4.50% 6/1/2051 470,000 969,450 1,439,450 2023 Electric Revenue Bonds 5.00% 6/1/2053 - 6,000,000 6,000,000 3,850,000 11,604,719 15,454,719
Water Reclamation & Sewer: Fund 494
2014 Wastewater Treatment Revenue Bonds 2.04% 6/1/2033 90,000 39,875 129,875 Total Water Reclamation & Sewer Fund: 90,000 39,875 129,875 Successor Agency: Fund 208
2015 Successor Agency Tax Alloc Refunding 1.95% 12/1/2033 375,000 100,319 475,319 2017 Successor Agency Tax Alloc Refunding 3.00% 12/1/2043 930,000 748,850 1,678,850 Total Successor Agency Funds: 1,305,000 849,169 2,154,169 TOTAL DEBT SERVICE FOR ALL FUNDS: 5,245,000$ 12,493,763$ 17,738,763$
12 GENERAL FUND SUMMARY OF RESERVES [1]
AS OF JUNE 30, 2024
Reserve Account Description Amount
Working Capital Per the City Council's adopted financial policies, the City maintains a designated General Fund working capital reserve equivalent to 15% of the General Fund's operating budget.
32,655,786$
Emergency Contingency Per the City Council's adopted financial policies, the City maintains a designated General Fund emergency reserve equivalent to 5% of the General Fund's operating budget.
10,885,262
Budget Stabilization Per the City Council's adopted financial policies, the City maintains a designated budget stabilization reserve of up to 5% of the General Fund's operating budget.
10,885,262
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. 3,569,462
Loan repayment funds from the former RDA to the General Fund. 927,884 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.
1,068,078
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. 126,767
Fees paid by cable providers that are restricted for capital and supplies in support of PEG channels.
1,337,031
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 fac ilities. Funds are used for financing park development and/or park capital improvement projects. Fee is assessed at $157 per bedroom.
286,454
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.
133,437
Tennis Center CIP Per Agreement, the Tennis Center Operator pays $500 per month for the Tennis Center capital improvements.
26,461
Burbank Athletic Federation (BAF) Revenues from athletic fees to fund improvements to the City's sports facilities.
176,757
General Plan Fee In FY 2014-15, the General Plan fee was adopted as part of Article III, Section 4 of the Citywide Fee schedule to set aside funds for future updates of the City's General Plan. The fee is based on 10% of the building and planning permit valuation.
1,056,594
Youth Endowment General fund unrestricted dollars to fund youth programs. 13,372 TOTAL GENERAL FUND RESERVES AND BALANCES: 63,148,607$
SPECIAL ACCOUNTS D escription Amount
Balance of the City of Burbank's Section 115 Trust with CalPERS, which can be used for future employee pension costs.
23,989,944
Bank accounts utilized to manage contract operations of the DeBell Golf Course, and payments for organized sports program officials. 390,746
[1] All of the figures contained in this table represent staff's estimates as of April 2024. The actual figures will likely vary, and will be known officially when the 2023-24 Annual Financial Report is completed in December 2024.
Section 115 Trust
Golf and Arbiter
Redevelopment Agency (RDA)
Loan Repayments
Public, Educational, and
Government (PEG) Fees
13 COMPARATIVE STAFF-YEARS AUTHORIZED
FY 2022-23 through FY 2024-25
DESCRIPTION FY 2022-23 FY 2023-24 FY 2024-25
City Council 3.000 2.000 2.000 City Clerk 10.475 10.475 10.475 City Treasurer 5.000 5.000 5.000 City Attorney 19.000 21.000 22.000 1.000 City Manager 12.500 13.000 13.000 Management Services 45.487 45.912 48.997 3.085 Financial Services 34.000 36.000 40.000 4.000 Parks & Recreation
Administration Division 17.329 17.455 18.725 1.270 Landscape and Forestry Services 49.000 49.000 49.000 Recreation Services Division 68.819 71.618 74.660 3.042 Community Services Division 48.979 48.907 51.239 2.332 Library Services 65.488 66.288 66.288 Community Development
Administration Division 3.000 3.000 3.000 Building Division 31.000 32.000 34.000 2.000 Economic Development & Housing Division 8.810 10.810 10.810 Planning Division 18.000 23.000 23.000 Transportation Division 4.280 4.170 5.620 1.450 Public Works
Administration 8.635 9.635 9.785 0.151 Engineering, Design & Construction 30.203 33.203 33.800 0.597 Field Services Administration 6.300 5.300 5.050 (0.249) Street and Sanitation 10.150 10.150 10.150 Fleet and Building Maintenance 34.940 34.940 34.940 Fir
e 137.000 143.000 144.000 1.000 Police 262.780 264.780 265.780 1.000 TOTAL GENERAL FUND 934.175 960.641 981.319 20.679 Fund 104 - Prop A Transportation 15.098 15.098 15.098 Fund 105 - Prop C Transportation 2.245 2.245 1.675 (0.570) Fund 106 - AQMD Transportation 0.350 0.350 0.350 Fund 107 - Measure R Transportation 0.150 0.340 0.340 Fund 109 - Measure W Stormwater 0.700 1.000 1.000 Fund 117 - Housing & Grants 5.800 6.800 6.800 Fund 122 - CDBG 0.710 0.710 0.710 Fund 125 - State Gas Tax Fund 16.500 16.000 16.000 Fund 127 - Public Improvements Fund 1.530 1.530 1.080 (0.450) Fund 128 - HUD Home Program 0.430 0.430 0.430 Fund 305 - Low & Moderate Housing 1.950 2.950 2.950 Fund 530 - General Liability Insurance Fund 3.000 3.000 4.000 1.000 Fund 531 - Workers Comp. Insurance Fund 6.500 6.500 6.500 Fund 532 - Vehicle Equipment Replacement 12.650 13.650 13.650 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 292.500 296.000 300.000 4.000 Fund 497 - BWP Water 54.000 54.000 54.000 Fund 494 - Water Reclamation & Sewer 13.197 14.897 14.897 Fund 498 - Refuse Collection & Disposal 62.973 67.970 68.470 0.500 TO
TAL ALL FUNDS 1,463.458 1,502.611 1,528.269 25.658
CHANGE FROM
PRIOR YEAR
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 budgetstabilization reserve equivalent to up to5 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 $4.7 million. The baseline GeneralFund annual commitment is based on the average of the previous three year’s recurring General Fund infrastructure maintenance and repair funding prior to the voter approval of the Measure P (FY 2015-16, FY 2016-17, FY 2017-18).
17. To ensure employee pension benefits are responsibly funded, the City will require that any year-end General Fund balance, in excess of 6% of the General Fund’s budgeted recurring appropriations, be used to fund employee pension liabilities (either through a 115 trust or through direct payment to thebenefits administrator i.e.
CalPERS). This annual funding commitment will be required if employee pension benefits are less than 90% funded.
13. We will comply with all the requirements of “Generally Accepted Accounting Principles.”
14. Subject to these Financial Policies:
16 ESTIMATED REVENUES
A. Estimated Citywide Resources PAGE
• Revenue Summary - All Funds 2
B. Estimated Fund Revenues
• General Fund Revenue Summary 3
• General Fund Revenue Description Summary 4
• Special Revenue Fund Description Summary 6
• Internal Services Fund Revenue Description Summary 7
• Enterprise Fund Revenue Description Summary 8
• Successor Agency Administration Summary 8
• Housing Authority Revenue Description Summary 8
• Parking Authority Revenue Description Summary 8
This section presents the Proposed FY 2024-25 City of Burbank estimated revenues for all funds.
The section is organized as follows:
1 ESTIMATED REVENUES
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED
CITY GOVERNMENTAL FUNDS
General Fund, Fund 001 200,886,539$ 215,883,005$ 229,630,915$ 222,293,625$ 247,807,039$ Proposition A, Fund 104 2,389,601 2,927,877 3,202,255 3,337,808 3,558,027 Proposition C, Fund 105 2,191,250 2,603,062 2,946,523 3,131,333 3,061,839 AQMD, Fund 106 138,949 121,973 139,446 147,568 146,539 Measure R, Fund 107 1,340,144 1,507,923 2,269,679 2,342,688 2,256,213 Measure M, Fund 108 1,517,006 1,779,147 1,961,696 2,256,282 2,167,189 Measure W, Fund 109 1,422,091 1,378,871 1,413,171 1,523,029 1,539,782 General City Grant Fund, Fund 121 282,329 428,889 510,997 441,180 441,860 CDBG, Fund 122 2,104,718 1,972,275 738,562 1,075,422 1,075,383 RMRA, Fund 123 2,001,426 2,152,948 2,428,433 2,728,358 5,455,224 Drug Asset Forfeiture, Fund 124 13,808 16,160 6,003 33,998 24,245 State Gas Tax, Fund 125 2,309,802 2,447,809 2,708,451 3,045,993 5,968,924 Public Improvements, Fund 127 2,470,711 2,242,859 4,370,491 1,527,652 841,413 HUD Affordable Housing, Fund 128 377,771 507,737 1,021,245 622,712 624,864 Street Lighting, Fund 129 2,602,087 2,901,190 2,921,865 3,945,805 4,813,805 YES Fund, Fund 130 2 (21) 5 Community Service (BCSF), Fund 131 1,408 2 Tieton Hydropower Project, Fund 133 3,161,807 1,954,137 1,929,763 1,879,774 2,007,717 Magnolia Power Project, Fund 483 24,031,859 20,363,544 23,296,418 27,809,365 30,565,470 General City Capital Projects, Fund 370 5,631,037 (534,399) 1,599,295 11,062,657 3,340,439
PROPRIETARY FUNDS
General Liability Insurance, Fund 530 6,155,282 5,516,571 12,253,772 13,028,314 13,896,022 Workers Comp Insurance, Fund 531 8,841,695 5,068,491 8,551,437 12,450,604 12,040,714 Vehicle Equip Replacement, Fund 532 8,378,347 6,773,627 9,623,411 14,086,054 12,589,150 Office Equip Replacement, Fund 533 879,644 784,308 1,074,777 1,668,054 1,322,346 Municipal Infrastructure, Fund 534 18,008,696 19,907,766 20,691,658 21,990,104 21,791,817 Communication Equip, Fund 535 3,072,384 2,888,372 3,192,628 3,244,181 3,229,372 Information Technology, Fund 537 11,831,347 12,950,719 19,908,664 17,818,285 16,034,566 Water Reclamation & Sewer, Fund 494 17,620,011 16,848,535 18,822,887 20,906,422 21,652,731 BWP Electric, Fund 496 204,788,031 186,584,381 226,016,518 268,270,016 278,637,556 BWP Water, Fund 497 35,326,107 34,794,992 35,613,501 42,495,609 46,180,216 Refuse Collection & Disposal, Fund 498 18,139,504 18,399,115 21,316,322 22,110,433 22,826,130
SUCCESSOR AGENCY
Successor Agency Administration, Fund 208 17,793,167 8,688,135 7,483,574 2,651,818 2,391,021
HOUSING AUTHORITY
Section 8 Vouchers, Fund 117 12,339,769 12,240,838 12,844,645 12,229,184 12,315,000 Low/Moderate Income Housing, Fund 305 363,806 475,519 291,535 571,005 527,154
PARKING AUTHORITY
Parking Authority, Fund 310 524,489 271,106 352,129 694,748 684,061 TOTAL 618,936,624$ 592,847,462$ 681,132,672$ 743,420,080$ 781,813,828$
REVENUE SUMMARY- ALL FUNDS (RECURRING & NON-RECURRING)
FY 2020-21 through FY 2024-25
2 CITY OF BURBANK
SUMMARY OF GENERAL FUND REVENUES
ACTUAL ADOPTED REVISED PROPOSED
REVENUE TOTAL RECURRING RECURRING RECURRING
NO. CATEGORY FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25 1 Sales Tax 61,697,887 $ 60,002,899 $ 63,103,399$ 64,412,066$ 2 Property Taxes 69,425,311 65,817,908 69,817,908 74,955,921 3 Utility Users Tax 18,645,937 17,997,000 18,884,000 19,639,000 4 Services Charges - Intra City 13,380,003 14,621,839 14,621,839 15,657,042 5 Services Charges 22,729,064 22,740,816 22,740,816 25,458,890 6 In Lieu of Tax 9,077,939 9,512,850 9,512,850 9,893,000 7 Interest/Use of Money 4,004,406 3,248,614 4,248,614 4,318,156 8 Parking/Traffic/Other Fines 1,198,285 2,401,000 2,401,000 2,601,000 9 Transient Occupancy Tax 12,208,382 10,759,000 12,259,000 13,853,000 10 Building Permits/License Fees 5,129,260 5,995,478 6,656,678 6,152,195 11 Transient Parking Tax 4,302,522 3,772,980 4,272,980 4,401,000 12 Business Taxes 2,316,840 2,464,190 2,464,190 2,464,190 13 Franchises 1,538,954 1,442,000 1,442,000 1,519,650 14 Intergovernmental Revenues 1,823,976 1,067,051 1,067,051 1,385,781 TOTAL REVENUE 229,630,915$ 221,843,625$ 233,492,325$ 246,710,891$ Note: FY 2022-23 includes $2.1M of non-recurring revenue. 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) 2024-25 rev enue budget was prepared using assumptions about the growth of projected revenues based on property values, expected economic growth, the Consumer Price Index (CPI), and proposed fee increases. Although not as robust as FY 2023-24, it is expected that there will be moderate growth in revenues for FY 2024-25, in line with state and federal economic expectations. General Fund revenues are expected to increase by 5.7% over the revised revenue estimates for FY 2023-24. Sales tax and property tax continue to be the General Fund’s largest revenue sources, representing 56% of recurring revenue.
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.
Inflation has increased the price of goods and commodities, resulting in higher sales tax revenues. Consumer spending, which shifted sharply towards goods and away from services during the Pandemic, has returned to pre-pandemic patterns of consumption. Retail sales have slowed and consumers are spending more on travel and entertainment; this trend is expected to continue into FY 2024-25. The projected grow th is attributable to inflationary prices as well as a rebound in business and industry following the recent labor strikes. Overall, sales tax revenues are anticipated to grow by 2.1% for FY 2024-25.
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 Angeles (LA) County Assessor. Under Proposition 13, AV on parcels with continuing ownership may change by inflation as defined by the CPI, up to a maximum increase of 2%. The State has released CPI growth, and for FY 2024-25 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. Staff is projecting property tax revenue to increase by 7.4% for FY 2024- 25, reflecting the recent growth in dev elopment throughout the City. If inflat ion normalizes, the Federal Reserve has indicated that it will begin to lower rates in 2024. This trend combined with the high demand for housing and state policies promoting new home building should mean a good recovery for the housing sector.
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 FY 2024-25 rates for electricity were adopted during the public hearing in May of 2023.
UUT revenue is anticipated to increase by 4% for FY 2024-25. The growth is attributable to the 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 Co mmission (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 7.1% for FY 2024-25.
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 high demand for passport applications and renewals, the construction of large developments throughout the City, a nd the full participation in recreation ac tivities contributed to the increased service charge revenues for FY 2023-24. For FY 2024-25, Parks and Recreation will see an increase in revenues due to a projected rise in special events and tournaments for gol f. Revenues are also expected to increase for plan check
REVENUE SOURCES AND DESCRIPTIONS
5 fees for large developments within the City. Accessory Dwelling Units (ADUs) will continue to bolster revenue due to legislation that accelerates the review process. The Burbank Fire Department is revising its Emergency Medical Service (EMS) and medical transport service fees as recommended by the EMS Fee Study perform ed in November of 2023.
Considering the above factors, staff is forecasting an increase in service charges of 12% for FY 2024-25.
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 fo r essential City services. In-Lieu of tax is anticipated to increase by 4% for FY 2024-25.
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 2.5% during FY 2024-25.
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, the number of cita tions issued, and the amount retained by the county and state agencies. For FY 2024-25, revenue in this category is anticipated to increase by 8.3% from the revised FY 2023- 24 budget with the expansion of the newly implemented parking enforcement program.
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.
TOT has finally recovered to the pre-pandemic levels. Although hotel occupancy rates for February 2024 were at 66.5% compared to the prior year’s occupancy rate of 70.8%, this can be attributed to the opening of the new Cambria Hotel which added 150 more rooms to the total inventory. A m onth-over-month comparison shows significant increases in occupancy with January 2024 at 60.6%. For FY 2024-25, TOT is anticipated to increase by 13% from the revised FY 2023-24 projection, due to the addition of the Cambria Hotel.
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. While there will be notable activity for building permits during FY 2024-25, it will not be as significant as the prior year due to several large development permits that were issued in FY 2023-24. For FY 2024-25, permits are anticipated to decrease by 7.6%.
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 85% 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 3% for 2023 when compared to 2022. Staff antic ipates that trend to continue in FY 2024-25, with TPT revenues expected to increase by 3% compared to the revised budget of FY 2023-24.
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 remain unchanged for FY 2024-25.
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. Franc hise fees are expected to increase by 5.4% in FY 2024-25, reflecting the increase in natural gas prices passed on to consumers.
REVENUE SOURCES AND DESCRIPTIONS
6 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 2024-25, intergovernm ental revenues will increase by 29.9%, primarily due to increased grant funding for the nutrition programs and literacy programs.
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.
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.
REVENUE SOURCES AND DESCRIPTIONS
7 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 323 megawatts with a forecasted year ly production of 1,571,091 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’ Co mpensation 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 the 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.
At the April 26, 2022, City Council meeting, City Council directed staff to complete a two-year budget for Burbank Water and Power electric and water rates and for Public works sewer and refuse rates. The two-year budget would enable customers to see longer-term plans. The biennial budget for the utility rate s was implemented in FY 2023-24 and included FY 2024-25 rates for adoption.
For FY 2024-25, the Electric rate will increase by 8% to co ver the escalated cost of f uel 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 ga s neutral electric supply by 2045. Burbank electric rates remain competitive, both locally and regionally.
The Water Fund's budget includes a 9% rate increase for FY 2024-25 as funds will be used to recover the elevated costs of purchased water, operations and maintenance, conservation, and capital improvement programs.
The Water Reclamation and Sewer Fund’s budget reflects an overall rate increase of 4% for FY 2024-25. The increase in sewer charges is due to the escalating charges from the City of Los Angeles for sewage treatment services, capital improvement projects, and labor, chemical, and electrical costs to operate the Burbank Water Reclamation Plant (BWRP).
The Refuse Collection and Disposal Fund will include a rate increase of 6% for FY 2024-25 to meet rising operational costs, particularly those associated with new State mandate SB 1383 rela ted to organics (food) diversion for greenhouse gas reductions, and to continue providing compre hensive 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
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 2.000 2.000 Salaries & Benefits 494,618$ 498,880$ 582,850$ 83,970$ Materials, Supplies & Services 140,825 504,485 1,026,698 522,213 TOTAL 635,443$ 1,003,365$ 1,609,548$ 606,183$
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 the 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 operating 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 $2,191 $1,200 $20,755 $331 $93 $3,500 $111 $255 $160 $3,000 $31,596 $10,955 $6,000 $103,775 $1,653 $465 $17,500 $554 $1,277 $798 $15,000 $157,978
DEPARTMENT SUMMARY
I. ANNUAL COMPENSATION BUDGETED FOR COUNCIL MEMBERS
Monthly Salary
$1,900
$1,900$22,800
Annual Salary
II. ANNUAL FRINGE BENEFITS BUDGETED FOR COUNCIL MEMBERS $1,900
$9,500
$1,900
$1,900
$114,000
$22,800
$22,800
$22,800
Mayor
Vice Mayor
Council Member
Council Member
Council Member
Total (All
Members)
Each Council Member's salary amount is subject to all applicable federal and state income taxes. In addition, the City contributes a percentage of each Council Member’s salary to the Public Employees’ Retirement System. $22,800
*Individual medical/dental insurance options actually selectedvary. The $20,755 figure represents the amount budgeted. Actual annual costs may range between $0 and $20,755. 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).
2023-24
$1,003,365 2024-25
$1,609,548
$498,880
$582,850
$504,485
$1,026,698
MATERIALS, SUPPLIES, &
SERVICES
SALARIES & BENEFITS
2 City Council
001.CL01A
EXPENDITURES
FY2022-23
BUDGET
FY2023-2
4 BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 2.000 2.000 60001.0000 Salaries & Wages 280,060$ 264,366$ 299,538$ 35,172$ 60012.0000 Fringe Benefits 117,475 158,222 190,906 32,684 60012.1008 Fringe Benefits:Retiree Benefits 7,404 2,588 7,178 4,590 60012.1509 Fringe Benefits:Employer Paid PERS 21,057 25,855 28,786 2,931 60012.1528 Fringe Benefits:Workers Comp 4,071 2,326 3,355 1,029 60012.1531 Fringe Benefits:PERS UAL 57,814 41,690 48,744 7,054 60015.0000 Wellness Program Reimbursement 497 - - 60022.0000 Car Allowance 173 - - 60027.0000 Payroll Taxes Non-Safety 4,485 3,833 4,343 510 60031.0000 Payroll Adjustments 1,583 - - Salaries & Benefits 494,618 498,880 582,850 83,970 62000.0000 Utilities -$ 982$ 982$ 62015.0000 BUSD - Close Up Program - 8,000 8,000 62085.0000 Other Professional Services 11,200 - - 62135.1012 Govt Svcs:Council Reorganization 4,593 5,500 5,500 62220.0000 Insurance 6,706 350,057 873,199 523,142 62300.0000 Special Dept Supplies 4,592 6,800 6,800 62310.0000 Office Supplies, Postage & Printing 2,260 5,000 5,000 62420.0000 Books & Periodicals - 350 350 62440.0000 Office Equip Maint & Repair 557 2,000 2,000 62485.0000 Fund 535 Communications Rental Rate 7,218 7,218 7,218 62496.0000 Fund 537 Computer System Rental 31,299 29,047 28,118 (929) 62700.0000 Memberships & Dues 42,772
37,952 37,952
62710.0000 Travel 12,250 37,500 37,500 62895.0000 Miscellaneous Expenses 17,379 14,079 14,079 Materials, Supplies & Services 140,825 504,485 1,026,698 522,213 Total Expenses 635,443$ 1,003,365$ 1,609,548$ 606,183$
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
FY2022-23
STAFF YEARS
FY2023-24
STAFF YEARS
FY2024-25
CHANGE FROM
PRIOR YEAR
EXEC AST 2.000 1.000 1.000
COMMUNITY ASSISTANCE CORD 1.000 1.000 1.000
TOTAL STAFF YEARS 3.000 2.000 2.000
4 CITY CLERK
DEPARTMENT SUMMARY
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 10.475 10.475 10.475 Salaries & Benefits 1,084,668$ 1,324,464$ 1,475,553$ 151,089$ Materials, Supplies & Services 584,479 476,583 485,421 8,838 TOTAL 1,669,147$ 1,801,047$ 1,960,974$ 159,927$ The City Clerkis an Elected Official who servesas 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 Officeis committed to pursuing excellence through professionalism, transparency,and accountability. This Office is committed to providing quality public service and connecting the community with the legislative process. The Office strives to ensure that the City's legislative process remainsopen by providing a stronglink between citizens and government. Through efficient useof City resources, the City Clerk's Officeis able to ensure the preservationof Burbank's legislative history.
ABOUT THE CITY CLERK'S OFFICE
The City Clerk's Officeis charged with the responsibilityof archiving all official City records; preserving a completeand accurate recordof allCity Council, Successor Agency, Parking Authority, Housing Authority, YES Fund Board,and Public Financing Authority and related proceedings; accurately codifying of the Burbank City Charter and Municipal Code; conducting municipal electionsin 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 publicationof Public Hearing noticesand other legal notices; accepting claims, summonses,and subpoenas filed against the Cityand responding to requests forpublic 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 andrenewal services annually. In addition, the Office manages the appointment processof 22 City boards, commissions, and committees.
2023-24
$1,801,047 2024-25
$1,960,974
$1,324,464
$1,475,553
$476,583
$485,421
DEPARTMENT SUMMARY
MATERIALS, SUPPLIES, &
SERVICES
SALARIES & BENEFITS
1 Services Division
001.CC01A
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CHANGES FROM PRIOR YEAR
An Administrative Analyst II position was upgraded to Senior Administrative Analyst to better represent the high-level performance, customer service, and workload expectations of this position.
Provide greater transparency forpublic 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, recordingand indexing the actionsof each, and finalizes resolutions, ordinances, agreements, recorded documents, grants, tract maps, and other official documents. All official documents arepublic information and this Division is committed to providing access to these recordsto the public, elected officials,and City Departmentsin a transparentand efficient manner. Direct access to records provides staff with the abilityto serve thepublic while respondingto requests. The Services Divisionis 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 for the public at 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 Charterand Municipal Code, providing accessto revisions upon the City Council's adoptionof an Ordinance via "Code Alert" notifications.
2 Services Division
001.CC01A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 2.424 2.074 2.074 0.000 60001.0000 Salaries & Wages 251,241$ 236,782$ 258,124$ 21,342$ 60006.0000 Overtime - Non-Safety - 1,501 1,501 60012.0000 Fringe Benefits 39,707 47,687 48,391 704 60012.1008 Fringe Benefits:Retiree Benefits 2,569 2,048 2,127 79 60012.1509 Fringe Benefits:Employer Paid PERS 20,456 23,076 24,718 1,642 60012.1528 Fringe Benefits:Workers Comp 5,046 3,139 4,611 1,472 60012.1531 Fringe Benefits:PERS UAL 50,534 49,721 47,671 (2,050) 60022.0000 Car Allowance 2,985 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 3,481 3,433 3,743 310 60031.0000 Payroll Adjustments (1,116) - - Salaries & Benefits 374,905 371,875 395,374 23,499 62170.0000 Private Contractual Services 9,202$ 21,700$ 21,200$ (500)$ 62220.0000 Insurance 15,105 26,113 27,279 1,166 62300.0000 Special Dept Supplies 1,469 1,300 1,300 62310.0000 Office Supplies, Postage & Printing 2,695 3,400 3,400 62440.0000 Office Equip Maint & Repair - 150 150 62455.0000 Equipment Rental 2,142 4,000 4,000 62470.0000 Fund 533 Office Equip Rental Rate 750 750 2,293 1,543 62485.0000 Fund 535 Communications Rental Rate 10,105 10,105 10,105 62496.0000 Fund 537 Computer System Rental 90,910 84,260 80,700 (3,560) 62700.0000 Memberships & Dues 455 2,100 2,100 62710.0000 Travel 2,604 4,015 5,000 985 62755.0000 Training 5,322 8,400 7,515 (885) 62895.0000 Miscellaneous Expenses 48 600 1,000 400$ Materials, Supplies & Services 140,809 166,893 166,042 (851) Total Expenses 515,714$ 538,768$ 561,416$ 22,648$ 3 Elections Division
001.CC01B
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EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 0.950 0.850 0.850 60001.0000 Salaries & Wages 44,933$ 102,820$ 111,543$ 8,723$ 60006.0000 Overtime - Non-Safety - 655 655 60012.0000 Fringe Benefits 6,952 20,205 20,423 218 60012.1008 Fringe Benefits:Retiree Benefits 383 733 872 139 60012.1509 Fringe Benefits:Employer Paid PERS 3,761 10,056 10,719 663 60012.1528 Fringe Benefits:Workers Comp 1,800 1,199 1,741 542 60012.1531 Fringe Benefits:PERS UAL 25,658 9,419 8,738 (681) 60022.0000 Car Allowance 689 - - 60027.0000 Payroll Taxes Non-Safety 629 1,491 1,617 126 60031.0000 Payroll Adjustments (291) - - Salaries & Benefits 84,514 146,578 156,308 9,730 62170.0000 Private Contractual Services 223,175$ 122,481$ 122,481$ 62170.1001 Temp Staffing 29,258 - - 62170.1017 Translation Services 1,619 - - 62170.1018 Voter Outreach 6,081 - - 62310.0000 Office Supplies, Postage & Printing 214 300 300 62420.0000 Books & Periodicals - 250 250 62470.0000 Fund 533 Office Equip Rental Rate 863 863 863 62496.0000 Fund 537 Computer System Rental 1,461 4,020 3,777 (243) 62530.0000 Legal Advertismt & Printing Ordinances 199 40,000 40,000 62895.0000 Miscellaneous Expenses 138 2,000 2,000 Materials, Supplies & Services 263,007 169,914 169,671 (243) Total Expenses 347,521$ 316,492$ 325,979$ 9,487$ The Elections Divisionis responsible for overseeing consolidated municipal elections with the Countyof Los Angeles and standalone municipal electionsin accordance with all applicable city, state,and federal laws. Other responsibilities include processing initiatives, referendums, and recall petitions; participating in voter outreach and educational programs in local schools; and providing election-related informationto Burbank voters during election season. The Elections Divisionis also responsible for coordinatingand educating the voters regarding voter registration services with the Countyof LosAngeles, monitoring State legislationto maintain appropriate procedures,and ensuring that Title 2 Chapter 3 Electionsof 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 registrationby participating in community engagement and encouraging early 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 disseminationof election-related information via the City's website, cable channel, Mayor's announcementsat City Council Meetings,and on social media platforms suchas Twitter, Facebook, and Nextdoor; involvement in educating students at Burbank Unified District Schools on the importance of civic engagement; and the distribution of election-related flyers throughout the community. 4 Legal Advertising Division
001.CC01C
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EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 0.450 0.450
60001.0000 Salaries & Wages 45,654$ 45,145$ 51,410$ 6,265$ 60012.0000 Fringe Benefits 7,811 10,009 10,109 100 60012.1008 Fringe Benefits:Retiree Benefits 546 216 461 245 60012.1509 Fringe Benefits:Employer Paid PERS 4,114 4,415 4,941 526 60012.1528 Fringe Benefits:Workers Comp 597 397 576 179 60012.1531 Fringe Benefits:PERS UAL 5,507 7,685 9,553 1,868 60022.0000 Car Allowance 230 - - 60027.0000 Payroll Taxes Non-Safety 648 655 745 90 60031.0000 Payroll Adjustments (36) - - Salaries & Benefits 65,071 68,522 77,795 9,273 62496.0000 Fund 537 Computer System Rental 1,836$ 2,036$ 1,954$ (82)$ 62530.0000 Legal Advertismt & Printing Ordinances 92,030 45,000 70,000 25,000 Materials, Supplies & Services 93,866 47,036 71,954 24,918 Total Expenses 158,937$ 115,558$ 149,749$ 34,191$
CHANGES FROM PRIOR YEAR
Due to the significant increase in legal notices required by law, a $25,000 recurring increase wasadded to the Legal Advertising cost center. The City Clerk's Officeis responsible for the Legal Advertising of the City, e.g. all ordinances adopted by the City Council and other citywide public legal notices. Advertisements are required to be published in an adjudicated newspaper, which has been determined by the City to be the Los Angeles Times.
Prepare, publish, post,and mail notices forall Public Hearings priorto the City Council, Successor Agency,and other advisory body meetings.
The Legal Advertising Division arranges for the publicationof all ordinances adopted by the City Counciland advertises other citywide public legal notices as required by law.
OBJECTIVES
Publish all notices for Planning Board Meetings, bid openings, and other legal notices as required by law. 5 Records Management Division
001.CC01D
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The Records Management Division administers the Citywide Records Management Program for all City departmentsand maintains a collection of historical records. Establishedin 1972, the Program providesan organized structure for the oversightof the utilization, maintenance, retention, preservation, destruction, and disposition of City records. This objective enables the Cityto conduct its business by ensuring that important records are organized and maintained in a manner that allows for their effective storage, identification, and retrieval; provides for the transferof inactive records for storagein the Records Center; preserves records with long- term or permanent valueas well as records of historical or archival valueby scanning and indexing them; protects records vitalto the City in the event of a disaster; and monitors the accumulationof records in offices through a systematic dispositionof records that have met their retention requirements for legal compliance. The Division also provides timely responsesto public records requestsin accordance with the California Public Records Act.
OBJECTIVES
Administer and maintain the Citywide Records Management Program.
Continue to prepare records for retentionand scanning into a database for Public Records Portalaccess ata future date consistent with the current Citywide Records Management Program and Policies.
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 the annual citywide destruction event.
Oversee the implementationof anEnterprise Content Management System (ECMS)to benefit the entire Cityin the areaof records and information management.
The City Clerk's Office established a Records Technician positionto replace a Senior Clerk. This position upgrade wasnecessary due to an increase in the volumeof Public Records Requestsand the work associated with the Citywide Records Management Program.
The City Clerk's Office launched the Public Records Portal which allows the publicto access vital City records and historical documents. The City Clerk's Officehas beenworking with the Information Technology (IT) Departmenton a long-term planto fund the continued scanning, indexing, migrating,and importing of vital City records into the City's Enterprise Content Management System (ECMS). The Records Divisionhas continued this multi-year projectby digitizing the microfilm recordsof the City.To prevent potential loss due to a naturalor other unexpected disaster,it isprudent for the Cityto continue to prioritize the archivingof various recordsto ensure Burbank's historyis securely preservedand protected in an open andtransparent manner and eventually made availableto members of the public and City staff.
CHANGES FROM PRIOR YEAR
Continue to train departmental records coordinatorson newlaws and bestpractices to ensure adherence with the California Public Records Act.
Provide training and support to all staff liaisons of the Records Committee to facilitate the Citywide Records Management Program. 6 Records Management Division
001.CC01D
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 2.698 2.648 2.648 60001.0000 Salaries & Wages 165,403$ 196,552$ 225,113$ 28,561$ 60006.0000 Overtime - Non-Safety 3 - - 60012.0000 Fringe Benefits 30,331 51,628 53,936 2,308 60012.1008 Fringe Benefits:Retiree Benefits 3,127 2,974 2,715 (259) 60012.1509 Fringe Benefits:Employer Paid PERS 13,664 19,061 21,457 2,396 60012.1528 Fringe Benefits:Workers Comp 11,638 7,697 12,036 4,339 60012.1531 Fringe Benefits:PERS UAL 44,030 32,906 31,847 (1,059) 60022.0000 Car Allowance 459 - - 60027.0000 Payroll Taxes Non-Safety 2,205 2,850 3,264 414 60031.0000 Payroll Adjustments 175 - - Salaries & Benefits 271,035 313,668 350,368 36,700 62085.0000 Other Professional Services 2,840$ 2,095$ 2,095$ 62170.0000 Private Contractual Services - 4,955 4,955 62170.1001 Temp Staffing 11,084 - - 62300.0000 Special Dept Supplies 72 1,000 1,000 62310.0000 Office Supplies, Postage & Printing 289 600 600 62420.0000 Books & Periodicals - 168 168 62440.0000 Office Equip Maint & Repair 191 1,000 1,000 62496.0000 Fund 537 Computer System Rental 52,367 50,344 32,130 (18,214) 62700.0000 Memberships & Dues 615 805 805 62710.0000 Travel 47 1,500 1,500 62755.0000 Training 1,821 4,000 4,000 62895.0000 Miscellaneous Expenses - 200 200 Materials, Supplies & Services 69,326 66,667 48,453 (18,214) Total Expenses 340,361$ 380,335$ 398,821$ 18,486$ 7 Passport Services Division
001.CC01E
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EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.904 4.454 4.454 60001.0000 Salaries & Wages 197,728$ 272,955$ 327,223$ 54,268$ 60006.0000 Overtime - Non-Safety 21 - - 60012.0000 Fringe Benefits 37,708 75,865 79,471 3,606 60012.1008 Fringe Benefits:Retiree Benefits 2,927 3,066 4,567 1,501 60012.1509 Fringe Benefits:Employer Paid PERS 17,941 25,320 29,949 4,629 60012.1528 Fringe Benefits:Workers Comp 9,735 5,659 8,348 2,689 60012.1531 Fringe Benefits:PERS UAL 19,163 36,998 41,405 4,407 60022.0000 Car Allowance 230 - - 60027.0000 Payroll Taxes Non-Safety 2,789 3,958 4,745 787 60031.0000 Payroll Adjustments 901 - - Salaries & Benefits 289,144 423,821 495,708 71,887 62170.0000 Private Contractual Services 1,948$ 2,000$ 2,000$ 62300.0000 Special Dept Supplies - - - 62310.0000 Office Supplies, Postage & Printing 4,902 8,000 8,000 62496.0000 Fund 537 Computer System Rental 10,148 15,573 18,801 3,228 62895.0000 Miscellaneous Expenses 472 500 500 Materials, Supplies & Services 17,470 26,073 29,301 3,228 Total Expenses 306,614$ 449,894$ 525,009$ 75,115$ Three Clerical Workers positions were upgradedto Intermediate Clerks. The upgrade was necessaryto better represent the high-level performance, customer service, and workload expectations of these positions.
Provide 24-hour access to an online self-service passport appointment system.
October 2023 marked the eighth yearof the City Clerk's Office Passport Acceptance Program. This programhas been a huge success and this public service benefits the residentsof Burbank and surrounding cities by providing all applicants with a locationto efficiently and securely process their U.S. passport applications. The Officeis a full-service acceptance facility providing forms, photos, appointments,and application processing 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 servicesby offering additional appointmentsand walk- in availability.
Process passport applications with confidentiality, efficiency, and superior customer service.
Provide the residents of Burbank and surrounding communities easy access to a convenient and secure passport acceptance facility.
CHANGES FROM PRIOR YEAR
8 CITY CLERK
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
STAFF YEARS
FY2024-25
CHANGE FROM
PRIOR YEAR
ADM ANALYST II (M) 3.000 2.000 1.000 -1.000
AST CTY CLK 1.000 1.000 1.000
CLERICAL WKR 4.000 3.000 0.000 -3.000
CTY CLK 1.000 1.000 1.000
INTERMEDIATE CLK 0.000 0.000 3.000 3.000
RCRDS TECH 0.000 1.000 1.000
RCRDS MGR (Z) 1.000 1.000 1.000
SR ADM ANALYST (M) 0.000 1.000 2.000 1.000
WK TRAINEE I 0.475 0.475 0.475
TOTAL STAFF YEARS 10.475 10.475 10.475
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10 CITY TREASURER
DEPARTMENT SUMMARY
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 5.000 5.000 5.000 Salaries & Benefits 710,320$ 728,752$ 890,664$ 161,912$ Materials, Supplies & Services 105,845 178,636 216,886 38,250 TOTAL 816,165$ 907,388$ 1,107,550$ 200,162$
MISSION STATEMENT
DEPARTMENT SUMMARY
It is the missionof the City Treasurer's Officeto act as the City's receiptingand disbursing agent of all publicmonies in order to maximize the investment of idle funds.
ABOUT CITY TREASURER
The City Treasureris chosen by the voteof the people ata municipal electionin the same manneras members of the Council. The City Treasurer's Officeis responsible for receiving, disbursing, depositing,and investing all publicfunds 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 balancesby fund and reconciled bank balances, are provided to the Financial Services Director.
The City Treasurer's Office also provides monthly reports indicating the typeand amount of investments and deposits, the institutionsin which these deposits are made, market values, maturity dates,and rates of interest forall outstanding investments, as well as others that matured during the month,to the City Council, the 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 Waterand Power (BWP) Chief Financial Officer, and members of the Treasurer's Oversight Review Committee. 2023-24
$907,388 2024-25
$1,107,550
$728,752
$890,664
$178,636
$216,886
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 CITY TREASURER
001.CT01A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 5.000 5.000 5.000 60001.0000 Salaries & Wages 463,338$ 484,628$ 591,405$ 106,777$ 60012.0000 Fringe Benefits 80,844 79,171 109,955 30,784 60012.1008 Fringe Benefits:Retiree Benefits 4,627 4,314 5,127 813 60012.1509 Fringe Benefits:Employer Paid PERS 44,762 47,397 56,834 9,437 60012.1528 Fringe Benefits:Workers Comp 14,895 8,390 10,625 2,235 60012.1531 Fringe Benefits:PERS UAL 90,250 93,337 103,655 10,318 60015.0000 Wellness Program Reimbursement 312 - - 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 6,786 7,027 8,575 1,548 Salaries & Benefits 710,320 728,752 890,664 161,912 62170.0000 Private Contractual Services 39,359$ 58,000$ 90,000$ 32,000$ 62220.0000 Insurance 7,953 13,402 13,743 341 62300.0000 Special Dept Supplies 1,958 6,500 6,500 62310.0000 Office Supplies, Postage & Printing 2,558 2,500 2,500 62420.0000 Books & Periodicals 115 500 500 62440.0000 Office Equip Maint & Repair - 3,000 3,000 62455.0000 Equipment Rental - 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 45,626 43,982 51,891 7,909 62700.0000 Memberships & Dues 295 700 700 62710.0000 Travel 1,805 3,000 3,000 62755.0000 Training 1,324 3,000 5,000 2,000 62830.0000 Bank Service Charges (1,598) 36,000 32,000 (4,000) 62895.0000 Miscellaneous Expenses 648 2,000 2,000 Materials, Supplies & Services 105,845 178,636 216,886 38,250 Total Expenses 816,165$ 907,388$ 1,107,550$ 200,162$ 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.
CHANGES FROM PRIOR YEAR
An Intermediate Clerk position was upgradedto Senior Administrative Analystto ease the management dutiesto focus more on medium and long-term strategic initiatives for the department.In addition, $30,000 in one-time funding is budgeted for Private Contracutual Services to develop updated policies and procedures. 2 CITY TREASURER
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
STAFF YEARS
FY2024-25
CHANGE FROM
PRIOR YEAR
AST CTY TREASURER 1.000 1.000 1.000
CTY TREASURER 1.000 1.000 1.000
INTERMEDIATE CLK 1.000 1.000 0.000 -1.000
TREASURER TECH 2.000 2.000 2.000
SR ADM ANALYST (M) 0.000 0.000 1.000 1.000
TOTAL STAFF YEARS 5.000 5.000 5.000
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CITY ATTORNEY
DEPARTMENT SUMMARY
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 19.000 21.000 22.000 1.000 Salaries & Benefits 4,308,376$ 4,646,876$ 5,417,873$ 770,997$ Materials, Supplies & Services 367,921 445,736 422,851 (22,885) TOTAL 4,676,297$ 5,092,612$ 5,840,724$ 748,112$
MISSION STATEMENT
DEPARTMENT SUMMARY
The Burbank City Attorney's Office strivesto efficiently deliver professionaland ethical legal adviceto the City Council, Commissions, Boards, City Officers,and staff. The Office actively advises the Cityand advocates the City's positions across a wide spectrum of municipal interests, vigorously represents the Cityin civil litigation and other adversarial proceedings, and protects the communityby effectively prosecuting misdemeanorsand 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 Servicesand Administration, Litigation,and Prosecution, with thirteen attorneys besides the City Attorney, one Paralegal, an Administrative Officer, and support staff members.
CHANGES FROM PRIOR YEAR
The City Attorney's Officeadded a Senior Assistant City Attorney position forFY 2024-25. This addition will alleviatean increasing workload relatedto Burbank Water and Power matters. Additionally, the City Attorney's Office upgraded two existing positions.The Litigation Paralegalhas beenupgraded to Senior Litigation Paralegaland the Senior Administrative Analyst position has been upgraded to an Administrative Officer. The upgrades were necessary to properly reflect the responsibilities assigned to these positions.
2023-24
$5,092,612 2024-25
$5,840,724
$4,646,876
$5,417,873
$445,736
$422,851
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Departmental Services and
Administration Division
001.CA01A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 8.250 8.300 10.250 1.950 60001.0000 Salaries & Wages 1,617,524$ 1,750,070$ 2,130,493$ 380,423$ 60012.0000 Fringe Benefits 214,885 251,029 280,807 29,778 60012.1008 Fringe Benefits:Retiree Benefits 7,635 6,686 7,178 492 60012.1509 Fringe Benefits:Employer Paid PERS 140,066 171,157 204,740 33,583 60012.1528 Fringe Benefits:Workers Comp 18,084 15,401 23,862 8,461 60012.1531 Fringe Benefits:PERS UAL 306,048 204,295 323,769 119,474 60022.0000 Car Allowance 5,120 6,000 6,000 60027.0000 Payroll Taxes Non-Safety 23,890 25,376 30,892 5,516 60031.0000 Payroll Adjustments 25,738 - - Salaries & Benefits 2,358,990 2,430,014 3,007,741 577,727 62170.0000 Private Contractual Services 1,612$ -$ -$ 62170.1001 Temp Staffing 60,767 - - 62220.0000 Insurance 59,619 126,787 77,133 (49,654) 62300.0000 Special Dept Supplies 20 109 109 62310.0000 Office Supplies, Postage & Printing 6,418 8,033 8,033 62425.0000 Library Resource Materials 24,441 36,350 36,350 62440.0000 Office Equip Maint & Repair 670 1,000 1,000 62455.0000 Equipment Rental 3,990 8,017 8,017 62485.0000 Fund 535 Communications Rental Rate 17,322 18,044 18,044 62496.0000 Fund 537 Computer System Rental 68,763 89,741 101,752 12,011 62700.0000 Memberships & Dues 7,637 8,850 8,850 62710.0000 Travel 60 1,655 1,655 62755.0000 Training 18,874 25,000 25,000 62895.0000 Miscellaneous Expenses 971 1,280 1,280 Materials, Supplies & Services 271,165 324,866 287,223 (37,643) Total Expenses 2,630,155$ 2,754,880$ 3,294,964$ 540,084$ The overallgoal ofthe Administration Divisionis to carry out the policiesand directives establishedby the City Council. This Division provides legal advice addressing complex legal issues; preparesor reviews all resolutionsand ordinances; and drafts, negotiates, reviews, and approves contracts from the routineto the very complex. Division attorneys,in addition to the City Attorney, advise Boards, Commissions, and City staff on all legal matters suchas 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 Officeand provides ongoing in-service trainingto City staff, as well as elected and appointed officials.
CHANGES FROM PRIOR YEAR
A Senior Assistant City Attorney positionhas been addedto the Departmental Servicesand Administration divisionto assist with the specialized and increasing needs ofBurbank Waterand Power. Historically, matters pertainingto BWP were primarily servicedby one attorney. This additional attorney position is critical to supporting BWP's increasing workload and mission. 2 Litigation Division
001.CA02A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 4.900 5.400 5.400 60001.0000 Salaries & Wages 658,911$ 747,644$ 830,652$ 83,008$ 60006.0000 Overtime - Non-Safety 142 - - 60012.0000 Fringe Benefits 113,585 121,146 124,602 3,456 60012.1008 Fringe Benefits:Retiree Benefits 4,535 3,796 5,025 1,229 60012.1509 Fringe Benefits:Employer Paid PERS 61,600 73,120 79,826 6,706 60012.1528 Fringe Benefits:Workers Comp 12,966 9,784 13,751 3,967 60012.1531 Fringe Benefits:PERS UAL 113,847 115,701 141,948 26,247 60022.0000 Car Allowance 602 - - 60027.0000 Payroll Taxes Non-Safety 9,467 10,841 12,044 1,203 60031.0000 Payroll Adjustments 7,735 - - Salaries & Benefits 983,391 1,082,032 1,207,848 125,816 62140.0000 Special Services 3,150$ 3,150$ 3,150$ -$ 62496.0000 Fund 537 Computer System Rental 37,667 49,619 58,157 8,538 Materials, Supplies & Services 40,817 52,769 61,307 8,538 Total Expenses 1,024,208$ 1,134,801$ 1,269,155$ 134,354$ The Litigation Divisionis responsible for representing the City, its officers,and employees in litigation filedby andagainst the City,as well as assisting in the administrationof governmental tort claims filed against the City. Litigation ranges from simple trip and fall, and other allegations of dangerous conditions to complex, multi-party, civil rights or employment cases, as well as litigation concerning issues unique to public agencies. This Division also interacts proactively with various City departments to implement best practices and policies to prevent/decrease the City's liability exposure. 3 Prosecution Division
001.CA03A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 5.850 7.300 6.350 (0.950) 60001.0000 Salaries & Wages 628,850$ 787,269$ 814,092$ 26,823$ 60012.0000 Fringe Benefits 112,645 135,651 139,195 3,544 60012.1008 Fringe Benefits:Retiree Benefits 5,414 5,910 6,255 345 60012.1509 Fringe Benefits:Employer Paid PERS 59,222 76,995 78,234 1,239 60012.1528 Fringe Benefits:Workers Comp 18,317 11,404 14,923 3,519 60012.1531 Fringe Benefits:PERS UAL 125,830 106,186 137,781 31,595 60015.0000 Wellness Program Reimbursement 383 - - 60022.0000 Car Allowance 301 - - 60027.0000 Payroll Taxes Non-Safety 8,993 11,415 11,804 389 60031.0000 Payroll Adjustments 6,041 - - Salaries & Benefits 965,995 1,134,830 1,202,284 67,454 62060.0000 Prosecution Assistance 2,282$ 4,800$ 4,800$ 62140.0000 Special Services 3,825 3,825 3,825 62496.0000 Fund 537 Computer System Rental 49,832 59,476 65,696 6,220 Materials, Supplies & Services 55,939 68,101 74,321 6,220 Total Expenses 1,021,934$ 1,202,931$ 1,276,605$ 73,674$ The Prosecution Division prosecutes State misdemeanor violations suchas domestic violence, sex abuse, and Driving Under the Influence (DUI) cases,as well as violations of City ordinances. The Prosecution staff also manage diversion programs and are responsible, in conjunction with the Police Department, for processing court-ordered restitution collected on behalf of victims and City Departments.
4 CITY ATTORNEY
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
STAFF YEARS
FY2024-25
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (Z) 1.000 0.000 0.000
ADM ANALYST II (Z) 0.000 1.000 1.000
ADM OFCR 0.000 0.000 1.000 1.000
AST CTY ATTORNEY 2.000 1.000 1.000
DEP CTY ATTORNEY 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 2.000 2.000
LEGAL SEC 4.000 3.000 3.000
LITIGATION PARALEGAL 1.000 1.000 0.000 -1.000
PROPOSED JOB - Z GROUP 0.000 0.000 1.000 1.000
SR ADM ANALYST (Z) 1.000 1.000 0.000 -1.000
SR AST CTY ATTORNEY 8.000 9.000 10.000 1.000
TOTAL STAFF YEARS 19.000 21.000 22.000 1.000
5 (This Page Left Intentionally Blank)
8 CITY MANAGER
DEPARTMENT SUMMARY
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 12.500 13.000 13.000
Salaries & Benefits 2,174,568$ 2,421,927$ 2,587,853$ 165,926$ Materials, Supplies & Services 422,649 504,474 447,828 (56,646) TOTAL 2,597,218$ 2,926,401$ 3,035,681$ 109,280$
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 departments in full accordance with the policies established by the City Council. The overall departmental objective is to carry outthe 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 dissemination of information regarding City services and activities using print, internet, video, and other emerging technology.
2023-24
$2,926,401 2024-25
$3,035,681
$2,421,927
$2,587,853
$504,474 $447,828
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Administrative Division
001.CM01A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 5.000 6.000 6.000 60001.0000 Salaries & Wages 881,434$ 923,260$ 956,228$ 32,968$ 60006.0000 Overtime - Non-Safety 487 - - 60012.0000 Fringe Benefits 103,222 147,458 153,130 5,672 60012.1008 Fringe Benefits:Retiree Benefits 4,627 4,314 4,102 (212) 60012.1509 Fringe Benefits:Employer Paid PERS 74,489 90,295 91,893 1,598 60012.1528 Fringe Benefits:Workers Comp 14,759 9,973 13,297 3,324 60012.1531 Fringe Benefits:PERS UAL 205,350 183,925 172,376 (11,549) 60022.0000 Car Allowance 10,528 10,488 10,488 60027.0000 Payroll Taxes Non-Safety 13,350 13,387 13,865 478 60031.0000 Payroll Adjustments 1,884 - - Salaries & Benefits 1,310,131 1,383,100 1,415,379 32,279 62135.1017 Governmental Services:Grant Reporting -$ 50,000$ -$ (50,000) 62170.0000 Private Contractual Services 27,517 34,684 34,684 62220.0000 Insurance 22,450 46,271 43,566 (2,705) 62300.0000 Special Dept Supplies 22 1,500 1,500 62310.0000 Office Supplies, Postage & Printing - 3,000 3,000 62420.0000 Books & Periodicals 677 1,350 1,350 62440.0000 Office Equip Maint & Repair 2,281 6,000 6,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 6,184 10,383 11,960 1,577
62485.0000 Fund 535 Communications Rental Rate 8,959 8,959 8,959 62496.0000 Fund 537 Computer System Rental 56,987 65,523 57,636 (7,887) 62700.0000 Memberships & Dues 2,145 10,000 10,000 62710.0000 Travel 1,124 5,200 5,200 62755.0000 Training 48,057 8,000 8,000 62895.0000 Miscellaneous Expenses 2,609 2,872 2,872 Materials, Supplies & Services 179,012 253,742 194,727 (59,015) Total Expenses 1,489,143$ 1,636,842$ 1,610,106$ (26,736)$ Continue to meet regularly with employee associations and unions to maintain positive management-labor relations.
Together with the City Council, ensure adherence to fiscal policies and maintenance of a healthy financial outlook.
Engage with the community through events, activit ies, and programs and be responsive to community needs.
OBJECTIVES
The primary function of the Administrative Division is to carry out the policies established by the City Council in their endeavor to maintain and improve the quality of life in Burbank.
Oversee the creation and implementation of the City Council's Citywide Goals and Objectives and provide ongoing support to the City Council.
Serve as Chief Executive Officer for the City of Burbank, overseeing approximately 1,400 employees and collaborating with department executives to ensure employees are equippedwith the proper tools to provide high-quality services to residents.
In alignment with the City's adopted Legislative Platform, pro-actively monitor and lobby legislation affecting the City of Burbank, and collaborate with elected representatives to promote Burbank's interests. 2 Public Information Office
001.CM02A
OBJECTIVES
The Public Information Office (PIO) strives to provide clear, concise, proactive, transparent, and timely information to our residents, businesses, media outlets, and employees. The PIO works with all city departments to facilitate strategic communication of programs, events, and news to the public. 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 its efforts. These include:
Providing transparent and truthful information to Burbank stakeholders with complete, accurate, and timely news that helps make informed decisions.
The PIO continues to provide the community with live and recorded access to various public meetings, community forums, local events, public service announcements, and other significant updates through television, YouTube, social media, and short-form video content utilizing Instagram Reels.
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 information 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 coordinating 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.
Increase collaboration with other departm ents along with the Burbank community.
Create internal planning and systems to guide the PIO team and marketing sections across other departments.
The PIO is committed to being proactive, 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.
Provide clear and transparent access to City information and happenings.
Develop social media/digital media campaigns that inform, 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
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 7.500 7.000 7.000 60001.0000 Salaries & Wages 560,516$ 703,713$ 804,985$ 101,272$ 60006.0000 Overtime - Non-Safety 239 629 629 60012.0000 Fringe Benefits 100,733 143,465 148,030 4,565 60012.1008 Fringe Benefits:Retiree Benefits 6,311 6,471 5,127 (1,344) 60012.1509 Fringe Benefits:Employer Paid PERS 50,095 68,823 77,359 8,536 60012.1528 Fringe Benefits:Workers Comp 9,464 6,193 9,016 2,823 60012.1531 Fringe Benefits:PERS UAL 127,891 99,329 115,656 16,327 60015.0000 Wellness Program Reimbursement 495 - - 60027.0000 Payroll Taxes Non-Safety 7,879 10,204 11,672 1,468 60031.0000 Payroll Adjustments 814 - - Salaries & Benefits 864,438 1,038,827 1,172,474 133,647 62170.0000 Private Contractual Services 38,699$ 44,500$ 44,500$ 62300.0000 Special Dept Supplies 2,012 2,500 2,500 62300.1016 Sp Dept Supplies:Burbank Channel 81,385 67,595 67,595 62310.0000 Office Supplies, Postage & Printing 2,075 2,500 2,500 62316.0000 Software & Hardware 90 320 320 62420.0000 Books & Periodicals - 100 100 62435.0000 General Equipment Maint & Repair 332 900 900 62440.0000 Office Equip Maint & Repair 202 2,300 2,300 62485.0000 Fund 535 Communications Rental Rate 10,190 10,190 10,190 62496.0000 Fund 537 Computer
System Rental 91,491 100,534 102,903 2,369 62617.0000 Marketing and Advertising 11,382 6,400 6,400 62620.0000 Burbank Civic Pride Committee 910 1,600 1,600 62700.0000 Memberships & Dues 2,869 4,000 4,000 62710.0000 Travel - 1,500 1,500 62755.0000 Training 710 4,100 4,100 62895.0000 Miscellaneous Expenses 1,290 1,693 1,693 Materials, Supplies & Services 243,637 250,732 253,101 2,369 Total Expenses 1,108,075$ 1,289,559$ 1,425,575$ 4 CITY MANAGER
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
STAFF YEARS
FY2024-25
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (M) 1.000 0.000 0.000
ADM ANALYST II (M) 1.000 2.000 2.000
ADM ANALYST I (Z) 0.000 1.000 1.000
ADM ANALYST II (Z) 1.000 0.000 0.000
AST CTY MGR 1.000 1.000 1.000
AST TO THE CTY MGR 0.000 1.000 1.000
CLERICAL WKR 0.500 0.000 0.000
COMM MGR 1.000 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
SECRETARY TO THE CTY MGR 1.000 1.000 1.000
SR VIDEO PROD ASSOC 2.000 2.000 2.000
TOTAL STAFF YEARS 12.500 13.000 13.000
5 6
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MANAGEMENT SERVICES
DEPARTMENT SUMMARY
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 44.912 45.912 48.997 3.085
Salaries & Benefits 4,374,962$ 4,808,747$ 5,798,959$ 990,212$ Materials, Supplies & Services 1,613,791 2,207,925 2,375,364 167,439 Capital Expenses - 30,000 - (30,000)
TOTAL 5,988,753$ 7,046,672$ 8,174,323$ 1,127,651$
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 managementprograms in a timely and cost-efficient manner. In order to fulfill our mission to the public, Management Services is committed to fostering positive relationships between City employees and the community by promoting professional development and unity through mutual respect and sensitivity to the diversity of our population.
ABOUT MANAGEMENT SERVICES
The Management Services Department consists of several sections including Employment Services, General Liability, Employee Benefits, Labor Relations, Workers' Compensation, and Environmental Health and Safety. The Department provides support services involving a wide range of internal administrative functions to City departments and plays an integral role in enhancing each department's ability to better serve the Burbank community.
DEPARTMENT SUMMARY
OBJECTIVES
The major and underlying mission of the Management Services Department is to ensure that the City in general, and each department in particular, uses its technical, organizational, administrative, and human resources in the most efficient, effective, and economical manner possible. The Department willcontinue 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.
2023-24
$7,046,672 2024-25
$8,174,323
$4,808,747
$5,798,959
$2,207,925 $2,375,364
$30,000
CAPITAL EXPENSES
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 General Administration
001.MS01A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 4.000 1.000 60001.0000 Salaries & Wages 416,699$ 395,905$ 556,693$ 160,788$ 60006.0000 Overtime - Non-Safety - 929 929
60012.0000 Fringe Benefits 86,468 73,703 98,942 25,239 60012.1008 Fringe Benefits:Retiree Benefits 2,776 2,588 3,076 488 60012.1509 Fringe Benefits:Employer Paid PERS 34,831 38,720 53,498 14,778 60012.1528 Fringe Benefits:Workers Comp 4,951 3,484 9,820 6,336 60012.1531 Fringe Benefits:PERS UAL 86,316 51,354 80,904 29,550 60022.0000 Car Allowance 4,505 4,488 4,488
60027.0000 Payroll Taxes Non-Safety 6,077 5,741 8,072 2,331 60031.0000 Payroll Adjustments 3,459 - -
Salaries & Benefits 646,084 576,912 816,422 239,510 62085.0000 Other Professional Services 6,916$ 50,000$ 50,000$ 62220.0000 Insurance 60,331 196,392 130,970 (65,422) 62300.0000 Special Dept Supplies 1,590 3,000 3,000 62310.0000 Office Supplies, Postage & Printing 3,260 6,250 6,250 62420.0000 Books & Periodicals 842 1,000 1,000 62440.0000 Office Equip Maint & Repair - 500 500
62455.0000 Equipment Rental 1,477 2,500 2,500
62485.0000 Fund 535 Communications Rental Rate 7,939 7,939 7,939 62496.0000 Fund 537 Computer
System Rental 94,109 92,840 141,776 48,936 62700.0000 Memberships & Dues 3,739 4,433 4,433 62710.0000 Travel 12,574 7,099 7,099
62755.0000 Training 18,508 26,135 26,135
62895.0000 Miscellaneous Expenses 1,420 1,614 1,614 Materials, Supplies & Services 212,705 399,702 383,216 (16,486) Total Expenses 858,789$ 976,614$ 1,199,638$ 223,024$
CHANGES FROM PRIOR YEAR
A new Diversity, Equity, and Inclusion (DEI) Officer position has been added and will be dedicated to the City's DEI programs.
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 financialtools 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 co mpliance with applicable state and federal legislation.
Serve as staff support for the Civil Service Board.
2 Reprographics Printing Services
001.MS01B
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 158,547$ 166,208$ 175,205$ 8,997$ 60006.0000 Overtime - Non-Safety - 800 800 60012.0000 Fringe Benefits 42,361 51,360 54,536 3,176 60012.1008 Fringe Benefits:Retiree Benefits 2,776 2,588 3,076 488 60012.1509 Fringe Benefits:Employer Paid PERS 14,442 16,255 16,837 582 60012.1528 Fringe Benefits:Workers Comp 16,820 11,402 17,100 5,698 60012.1531 Fringe Benefits:PERS UAL 26,339 25,231 33,447 8,216 60015.0000 Wellness Program Reimbursement 495 - - 60027.0000 Payroll Taxes Non-Safety 1,478 2,410 2,540 Salaries & Benefits 263,257 276,254 303,541 27,287 62170.0000 Private Contractual Services -$ 450$ 450$ 62300.0000 Special Dept Supplies 45,146 60,704 60,704 62310.0000 Office Supplies, Postage & Printing 388 2,800 2,800 62435.0000 General Equipment Maint & Repair 67,531 129,000 129,000 62485.0000 Fund 535 Communications Rental Rate 4,331 4,331 4,331 62496.0000 Fund 537 Computer System Rental 15,393 22,298 29,602 7,304 62755.0000 Training - 150 150 62895.0000 Miscellaneous Expenses - 150 150 63235.1000 Leased Property:Reprographic Equip 6,143 32,000 32,000 Materials, Supplies & Services 138,932 251,883 259,187 7,304
70023.0537 Capital Contribution:Fund 537 - 30,000 - (30,000) Capital Expenses - 30,000 - (30,000) Total Expenses 402,189$ 558,137$ 562,728$ 4,591$ Maintain the Department's commitment to customer service.
Develop and distribute a service menu to better market reprographic services.
Reprographics is the City's in-house print shop. This section assists each and every department in obtaining a wide range of services and printed materials, using a centralized printing facility.
OBJECTIVES
Review printing price agreements for effectiveness.
Continue to provide Citywide training classes to enhance efficiencies.
Provide fast, reliable, and economical black and white as well as color printing and copying services to all City departments.
3 LiveScan
001.MS01C
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 1.000 1.000 1.000 60001.0000 Salaries & Wages 68,195$ 67,417$ 73,592$ 6,175$ 60012.0000 Fringe Benefits 19,887 17,392 18,403 1,011 60012.1008 Fringe Benefits:Retiree Benefits 925 863 1,025 162 60012.1509 Fringe Benefits:Employer Paid PERS 6,011 6,593 7,072 479 60012.1528 Fringe Benefits:Workers Comp 4,321 2,191 2,885 694 60012.1531 Fringe Benefits:PERS UAL 13,439 12,221 13,919 1,698 60015.0000 Wellness Program Reimbursement 248 - - 60027.0000 Payroll Taxes Non-Safety 968 978 1,067 89 Salaries & Benefits 113,993 107,655 117,963 10,308 62145.0000 Identification Services 52,654$ 45,000$ 45,000$ 62170.0000 Private Contractual Services - 2,500 2,500 62496.0000 Fund 537 Computer System Rental 6,886 8,009 7,507 (502) Materials, Supplies & Services 59,540 55,509 55,007 (502) Total Expenses 173,533$ 163,164$ 172,970$ 9,806$ This revenue offset program fulfills the mandated Departmentof Justice (DOJ) fingerprintscreening 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 Serv ices 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
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.000 3.000 3.000 60001.0000 Salaries & Wages 220,656$ 333,837$ 404,102$ 70,265$ 60012.0000 Fringe Benefits 26,789 69,344 72,101 2,757 60012.1008 Fringe Benefits:Retiree Benefits 2,776 2,588 2,051 (537) 60012.1509 Fringe Benefits:Employer Paid PERS 17,269 32,649 38,834 6,185 60012.1528 Fringe Benefits:Workers Comp 9,879 2,938 4,526 1,588 60012.1531 Fringe Benefits:PERS UAL 40,740 42,421 40,110 (2,311) 60027.0000 Payroll Taxes Non-Safety 2,592 4,841 5,859 1,018 60031.0000 Payroll Adjustments 1,457 - - Salaries & Benefits 322,158 488,618 567,583 78,965 62085.0000 Other Professional Services 39,971$ 100,000$ 100,000$ 62125.0000 Medical Services - 8,000 8,000 62496.0000 Fund 537 Computer System Rental 27,680 38,656 40,531 1,875 Materials, Supplies & Services 67,651 146,656 148,531 1,875 Total Expenses 389,809$ 635,274$ 716,114$ 80,840$ 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 inter active process with employees and residents. 5 Youth Employment
001.MS02C
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 13.387 13.387 13.387 60001.0000 Salaries & Wages 293,388$ 452,983$ 501,270$ 48,287$ 60006.0000 Overtime - Non-Safety 84 - - 60012.0000 Fringe Benefits 24,741 22,819 23,626 807 60012.1008 Fringe Benefits:Retiree Benefits 12,389 11,550 13,728 2,178 60012.1509 Fringe Benefits:Employer Paid PERS 8,780 5,869 6,143 274 60012.1528 Fringe Benefits:Workers Comp 29,080 16,124 22,457 6,333 60012.1531 Fringe Benefits:PERS UAL 10,448 19,285 20,063 778 60027.0000 Payroll Taxes Non-Safety 4,290 6,568 7,268 700 60031.0000 Payroll Adjustments 137 - - Salaries & Benefits 383,338 535,198 594,555 59,357 62300.0000 Special Dept Supplies 10,652$ 6,000$ 6,000$ 62310.0000 Office Supplies, Postage & Printing 939 2,350 7,350 5,000 62455.0000 Equipment Rental - 2,000 2,000 62496.0000 Fund 537 Computer System Rental 47,368 57,070 60,875 3,805 62755.0000 Training 666 1,520 4,520 3,000 62895.0000 Miscellaneous Expenses 2,829 2,861 2,861 Materials, Supplies & Services 62,454 71,801 83,606 11,805 Total Expenses 445,792$ 606,999$ 678,161$ 71,162$
CHANGES FROM PRIOR YEAR
An additional $5,000 was added to the Office Supplies account for tools and machinery utilized by the Summer Trails Enhancement Program (STEP). An additional $3,000 has been budgeted inthe Training account for transportation for the participants of the City's Youth Employment Programs to training opportunities.
Continue to provide work-related training to youth tohelp 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 UnifiedSchool District (BUSD); Burbank Chamber of Commerce; and local businesses.
OBJECTIVES
Continue to provide paid City internships and life-skills training for at-risk youth.
Continue to develop and expand the effectiveness and types of programs and training available to youth, at-risk youth, students, and other workers.
Provide greater employment opportunities for local youth (ages 14-21) by increasing our funding sources through outside grants, donations, sponsorships, fundr aisers, 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 byincreasing 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.
6 Employment Services
001.MS02D
Employment Services is responsible for the City's centralizedrecruitment and selection, Equal Employment Opportunity (EEO) program, youth employment programs,and adult employment, including, but not limitedto, 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 applic ation process through training videos and hands-on assistance.
CHANGES FROM PRIOR YEAR
An Administrative Analyst II and a Human Resources Technician II positions have been added to assist with increased demand in recruitment, selection, and onboarding. A one-time funding of $205,099 has been added to support two temporary Human Resources Tech I positions and overtime to assist wi th recruitment and examinations for the Police Department.
An additional $50,000 was added to the Private Contractual Services account for two new programs that allow the City to conduct remote recruitment testing. An additional $35,000 is budgeted in PublicInformation account to increase the City's presence on LinkedIn. Finally, an additional $110,000 is budgeted in the Office Supplies, Postage, and Printing account. The cost of postage has increased by 30 percent since the last time funds were added to the postage account. Also, the City's Passport Program has increased significantly resulting in higher mailing co sts associated with passport services. 7 Employment Services
001.MS02D
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE
FROM
PRIOR YEAR
Staff Years 8.950 8.950 10.950 2.000
60001.0000 Salaries & Wages 678,580$ 752,069$ 1,040,377$ 288,308$ 60006.0000 Overtime - Non-Safety 3,399 5,576 6,000 424 60012.0000 Fringe Benefits 110,018 157,560 205,341 47,781 60012.1008 Fringe Benefits:Retiree Benefits 7,751 7,765 9,178 1,413 60012.1509 Fringe Benefits:Employer Paid PERS 58,581 59,638 80,751 21,113 60012.1528 Fringe Benefits:Workers Comp 28,018 14,494 23,417 8,923 60012.1531 Fringe Benefits:PERS UAL 137,246 100,727 131,876 31,149 60027.0000 Payroll Taxes Non-Safety 10,594 8,842 12,184 3,342 60031.0000 Payroll Adjustments 2,543 - -
Salaries & Benefits 1,036,729 1,106,671 1,509,124 402,453 62085.0000 Other Professional Services 4,874$ 7,000$ 7,000$ 62125.0000 Medical Services 87,712 75,000 75,000 62145.0000 Identification Services 28,176 32,000 32,000 62170.0000 Private Contractual Services 42,374 77,000 87,000 10,000 62300.0000 Special Dept Supplies 783 7,590 7,590 62310.0000 Office Supplies, Postage & Printing 164,817 145,000 63,000 (82,000) 62310.1000 Office supplies, postage & printing:Postage Citywide - - 82,000 82,000 62310.1001 Office supplies, postage & printing:Postage Passport - - 110,000 110,000 62316.0000 Software & Hardware 40,000 40,000 40,000 62420.0000 Books & Periodicals - 500 500
62440.0000 Office
Equip Maint & Repair 1,649 3,730 3,730
62455.0000 Equipment Rental 6,143 13,175 13,175 62475.0000 Fund 532 Vehicle Equip Rental Rate 8,744 13,101 12,360 (741) 62470.0000 Fund 533 Office Equip Rental Rate - - 3,720 3,720 62485.0000 Fund 535 Communications Rental Rate 9,468 9,468 10,912 1,444 62496.0000 Fund 537 Computer System Rental 59,646 73,909 80,425 6,516 62520.0000 Public Information 253 20,000 55,000 35,000 62520.1005 Public Information Advertising 300 15,000 5,000 (10,000) 62700.0000 Memberships & Dues 90 900 900
62710.0000 Travel 1,517 1,000 1,000
62755.0000 Training 1,000 1,000 1,000
62895.0000 Miscellaneous Expenses 19,272 8,400 8,400 Materials, Supplies & Services 476,817 543,773 699,712 155,939 Total Expenses 1,513,546$ 1,650,444$ 2,208,836$ 558,392$ 8 Employee Services
001.MS02E
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 9.075 10.075 10.160 0.085 60001.0000 Salaries & Wages 686,987$ 803,842$ 892,223$ 88,381$ 60006.0000 Overtime - Non-Safety 232 - - 60012.0000 Fringe Benefits 139,917 192,048 203,429 11,381 60012.1008 Fringe Benefits:Retiree Benefits 8,227 8,282 7,255 (1,027) 60012.1509 Fringe Benefits:Employer Paid PERS 62,618 75,874 82,592 6,718 60012.1528 Fringe Benefits:Workers Comp 27,065 16,071 21,945 5,874 60012.1531 Fringe Benefits:PERS UAL 156,231 118,316 144,416 26,100 60015.0000 Wellness Program Reimbursement 135 - - 60027.0000 Payroll Taxes Non-Safety 10,030 11,656 12,937 1,281 60031.0000 Payroll Adjustments 3,094 - - Salaries & Benefits 1,094,536 1,226,089 1,364,797 138,708 62170.0000 Private Contractual Services 8,615$ 10,000$ 10,000$ 62310.0000 Office Supplies, Postage & Printing 13,071 6,250 6,250 62455.0000 Equipment Rental 2,806 7,500 7,500 62485.0000 Fund 535 Communications Rental Rate 1,231 1,231 1,953 722 62496.0000 Fund 537 Computer System Rental 29,667 38,708 42,827 4,119 62760.0000 Training:Citywide 139,091 125,000 125,000 62895.0000 Miscellaneous Expenses 1,118 1,613 1,613 Materi
als, Supplies & Services 195,598 190,302 195,143 4,841 Total Expenses 1,290,134$ 1,416,391$ 1,559,940$ 143,549$ Negotiate new insurance contracts, where nece ssary, for better benefits, rates, and service.
Employee Services is responsible for carrying out City policiesin processing employee benefits, processing all personnel changes, maintaining the Classification and Compensation Plan, developing and administering Citywide training programs, supporting Employee Assistance Program se rvices, and ensuring compliance with t he 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 c lassifications 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 i mmediate families in times of crisis.
CHANGES FROM PRIOR YEAR
An Administrative Analyst I (M) and an Administrative Analyst II (M) were converted to An Administrative Analyst I (Z) position and an Administrative Analyst II (Z) position. The FTEfor a Work Trainee I position was increased from .425 to .51 to help offset the expanded workload of the position.
9 Environmental Health and Safety
001.MS03A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.500 3.500 3.500
60001.0000 Salaries & Wages 336,583$ 310,617$ 345,637$ 35,020$ 60006.0000 Overtime - Non-Safety - 250 250
60012.0000 Fringe Benefits 46,032 71,938 73,547 1,609 60012.1008 Fringe Benefits:Retiree Benefits 3,405 3,020 3,589 569 60012.1509 Fringe Benefits:Employer Paid PERS 25,396 30,378 33,216 2,838 60012.1528 Fringe Benefits:Workers Comp 6,151 3,775 5,241 1,466 60012.1531 Fringe Benefits:PERS UAL 92,117 66,868 58,482 (8,386) 60027.0000 Payroll Taxes Non-Safety 4,588 4,504 5,012 508 60031.0000 Pa
yroll Adjustments 596 - -
Salaries & Benefits 514,868 491,350 524,974 33,624 62085.0000 Other Professional Services 3,090$ 22,000$ 22,000$ 62125.0000 Medical Services 181,087 246,141 246,141 62210.0000 Drug Testing (DOT) - 14,000 14,000
62300.0000 Special Dept Supplies - 1,700 1,700
62310.0000 Office Supplies, Postage & Printing 69 3,647 3,647 62420.0000 Books & Periodicals - 812 812
62440.0000 Office Equip Maint & Repair - 243 243
62455.0000 Equipment Rental 2,577 9,220 9,220
62475.0000 Fund 532 Vehicle Equip Rental Rate 2,648 2,917 3,463 546 62485.0000 Fund 535 Communications Rental Rate 3,694 3,694 3,694 62496.0000 Fund 537 Computer System Rental 33,411 36,385 38,502 2,117 62635.0000 Emergency Preparedness 458 9,500 9,500 62700.0000 Memberships & Dues 820 1,715 1,715 62710.0000 Travel - 2,584 2,584
62745.0000 Safety Program 134,866 146,291 146,291
62755.0000 Training 7,243 9,450 9,450
62770.0000 Hazardous Materials Disposal 29,990 36,000 36,000 62895.0000 Miscellaneous Expenses 95 2,000 2,000 Materials, Supplies & Services 400,046 548,299 550,962 2,663 Total Expenses 914,914$ 1,039,649$ 1,075,936$ 36,287$ Environmental Health and Safety Division administers th e 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 ofTransportation (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 meetingsto address safety concerns before the commencement of any construction project.
10 MANAGEMENT SERVICES
Authorized Positions
CLASSIFICATION TITLES STAFF YEARS
FY2022-23
STAFF YEARS
FY2023-24
STAFF YEARS
FY2024-25
CHANGE FROM
PRIOR YEAR
ADM ANALYST I (M) 1.000 1.000 0.000 -1.000
ADM ANALYST I (Z) 0.000 0.000 1.000 1.000
ADM ANALYST II (M) 0.000 1.000 0.000 -1.000
ADM ANALYST II (Z) 5.000 5.000 7.000 2.000
AST MGT SRVS DIR 1.000 2.000 2.000
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 2.000 2.000
HR SPECIALIST 1.000 1.000 1.000
HR TECH I 3.000 5.000 5.000
HR TECH II 1.000 1.000 2.000 1.000
INTERMEDIATE CLK 5.000 3.000 3.000
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
PROPOSED JOB - Z GROUP 0.000 0.000 1.000 1.000
SIGN LANG INTERPRETER 0.150 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 2.460 0.085
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 44.912 45.912 48.997 3.085
11 12
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FINANCIAL SERVICES
DEPARTMENT SUMMARY
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 34.000 36.000 40.000 4.000 Salaries & Benefits 4,717,837$ 5,231,281$ 6,346,098$ 1,114,817$ Materials, Supplies & Services 1,029,465 992,285 1,235,614 243,329 Capital Expenses - 25,000 - (25,000) TOTAL 5,747,302$ 6,248,566$ 7,581,712$ 1,333,146$
MISSION STATEMENT
The Financial Services Department is committed to quality and excellence, 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 quantitative financial information as well as qualitative fiscal management of City funds. This enables the City Council, Citydepartments, 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 payable, accounting, deferred compensation administration, Public Employees' Retirement System (PERS) reporting, debt management, and internal audit management.
DEPARTMENT SUMMARY
2023-24
$6,248,566 2024-25
$7,581,712
$5,231,281
$6,346,098
$992,285
$1,235,614 $25,000
CAPITAL EXPENSES
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Administration and Accounting Services Division
001.FN01A
CHANGES FROM PRIOR YEAR
An Accountant position has been added to the Division in FY 2024-25 to assume the administration of the monthly bank reconciliation process and the administration of the escheatment program. The Special Department Supplies account includes $10,000 in one-time funds to purchase supplies for newly added positions. The Other Professional Services account was increased to account for contractual increases for citywide audit services.
Facilitate citywide debt administration and continuing disclosure.
Update monthly spendable and Fund Position Summary reports and recommend corrective 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.
Coordinate the City's Internal Audit Program with an outside Certified Public Accountant (CPA) firm, and present reports and findings to the Audit Committee.
Issue the 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. Additionally, this section coordinates with the City's consultants for the audits of of the Transient Occupancy Tax and Transient Parking Tax.
OBJECTIVES
Prepare, publish, and maintain a balanced Annual Operating and CIP Budget.
Monitor potential economic impacts to Burbank from the State budget and other State and Federal legislation, and recommend and/or take measures to mitigate or minimize those impacts.
Work with departments to update and maintain five-year cash flows analysis for Enterprise funds, Transportation funds, Housing funds, and Internal Service funds as needed.
Work with Information Technology to implement ongoing enhancements for the Enterprise Resource Planning (ERP) 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 Enterprise Resource Planning (ERP) users.
Complete the annual State Controller's Reports, Street Reports, Recognized Obligation Payment Schedule (ROPS) and other required State and Federal financial reporting within applicable deadlines. 2 Administration and Accounting Services Division
001.FN01A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE
FROM PRIOR
Staff Years 19.000 19.000 20.000 1.000 60001.0000 Salaries & Wages 2,059,325$ 2,115,554$ 2,450,762$ 335,208$ 60006.0000 Overtime - Non-Safety 457 8,000 8,000 60012.0000 Fringe Benefits 341,542 402,944 431,838 28,894 60012.1008 Fringe Benefits:Retiree Benefits 16,658 16,392 18,458 2,066 60012.1509 Fringe Benefits:Employer Paid PERS 177,313 206,901 235,518 28,617 60012.1528 Fringe Benefits:Workers Comp 34,082 22,306 32,570 10,264 60012.1531 Fringe Benefits:PERS UAL 361,473 313,196 411,310 98,114 60015.0000 Wellness Program Reimbursement 495 - - 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 30,091 30,676 35,536 4,860 60031.0000 Payroll Adjustments 9,662 - - Salaries & Benefits 3,035,604 3,120,457 3,628,480 508,023 62085.0000 Other Professional Services 305,128$ 330,034$ 347,107$ 17,073$ 62170.1001 Temp Staffing 56,605 - - 62300.0000 Special Dept Supplies 9,556 10,246 18,733 8,487 62310.0000 Office Supplies, Postage & Printing 7,661 8,804 8,804 62420.0000 Books & Periodicals 325 335 335 62440.0000 Office Equip Maint & Repair 215 224 224 62455.0000 Equipment Rental 2,629 9,406 8,000 (1,406) 62485.0000 Fund 535 Communications Rental Rate 26,705 26,705 26,705 62496.0000 Fund 537 Com
puter System Rental 249,012 291,458 362,894 71,436 62700.0000 Memberships & Dues 2,280 2,348 2,803 455 62710.0000 Travel 10,136 2,794 2,794 62755.0000 Training 16,696 19,414 19,414 62895.0000 Miscellaneous Expenses 5,096 1,474 1,474 Materials, Supplies & Services 692,044 703,242 799,287 96,045 70023.0537 Capital Contribution:Fund 537 -$ 25,000$ -$ (25,000)$ Capital Expenses - 25,000 - (25,000) Total Expenses 3,727,648 $ 3,848,699$ 4,427,767$ 579,068$ 3 Fiscal Operations Division
001.FN02A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEA
R
Staff Years 15.000 8.000 9.000 1.000 60001.0000 Salaries & Wages 1,038,052$ 684,068$ 820,130$ 136,062$ 60006.0000 Overtime - Non-Safety (9,207) 3,500 3,500 60012.0000 Fringe Benefits 207,124 154,156 178,157 24,001 60012.1008 Fringe Benefits:Retiree Benefits 13,882 12,941 8,204 (4,737) 60012.1509 Fringe Benefits:Employer Paid PERS 95,018 66,902 78,814 11,912 60012.1528 Fringe Benefits:Workers Comp 40,937 13,836 20,846 7,010 60012.1531 Fringe Benefits:PERS UAL 275,786 132,063 157,773 25,710 60015.0000 Wellness Program Reimbursement 1,485 - - 60027.0000 Payroll Taxes Non-Safety 15,209 9,919 11,892 1,973 60031.0000 Payroll Adjustments 3,947 - - Salaries & Benefits 1,682,233 1,077,385 1,279,316 201,931 62085.0000 Other Professional Services 37,735$ 8,500$ 8,500$ -$ 62170.1001 Temp Staffing 60,481 - - 62220.0000 Insurance 52,024 88,785 94,262 5,477 62300.0000 Special Dept Supplies 5,570 3,832 3,832 62310.0000 Office Supplies, Postage & Printing 9,540 4,311 4,311 62420.0000 Books & Periodicals 32 206 206 62440.0000 Office Equip Maint & Repair 215 101 101 62455.0000 Equipment Rental 1,278 8,789 8,789 62485.0000 Fund 535 Communications Rental Rate 7,939 2,887 2,887 62496.0000 Fund 537 Computer System Rental 145,127 61,832 148,917 87,085 62700.0000 Memberships & Dues 2,108 390 400 10 62710.0000 Travel 4,288 1,161 1,161 62755.0000 Training 8,827 8,068 8,068 62895.0000 Miscellaneous Expenses 2,258 664 664 Materials, Supplies & Services 337,421 189,526 282,098 92,572 Total Expenses 2,019,654$ 1,266,911$ 1,561,414$ 294,503$ 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.
Increase vendor enrollment in electronic payments to advance the goal of a paperless payment 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 for both current and prior period, or retroactive, payments, and assisting employees 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.
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.
CHANGES FROM PRIOR YEAR
Administer the City's deferred compensation program, and coordinate regular updates and presentations to the Retirement Planss Committee
In FY 2024-25, the Payroll Division will add a Payroll Technician I position to address ongoing mandates and citywide initiatives, including updated Fair Labor Standards Act (FLSA) guidance, CalPERS reporting, and the implementation of self- service timecard entry.
4 Procurement Services Division
001.FN03A
EXPENDITURES
FY2022-23
BUDGET
FY2023-2
4 BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years - 9.000 11.000 2.000 60001.0000 Salaries & Wages -$ 722,302$ 1,024,561$ 302,259$ 60012.0000 Fringe Benefits - 159,979 216,553 56,574 60012.1008 Fringe Benefits:Retiree Benefits - 7,178 7,178 60012.1509 Fringe Benefits:Employer Paid PERS - 70,641 98,460 27,819 60012.1528 Fringe Benefits:Workers Comp - 9,946 16,596 6,650 60012.1531 Fringe Benefits:PERS UAL - 60,098 60,098 60027.0000 Payroll Taxes Non-Safety - 10,473 14,856 4,383 Salaries & Benefits - 1,033,439 1,438,302 404,863 62085.0000 Other Professional Services -$ 26,594$ 80,000$ 53,406$ 62300.0000 Special Dept Supplies - - 2,530 2,530 62310.0000 Office Supplies, Postage & Printing - 3,244 4,000 756 62420.0000 Books & Periodicals - 124 300 176 62440.0000 Office Equip Maint & Repair - 82 63 (19) 62485.0000 Fund 535 Communications Rental Rate - 5,052 5,052 62496.0000 Fund 537 Computer System Rental - 54,832 43,184 (11,648) 62700.0000 Memberships & Dues - 865 2,400 1,535 62710.0000 Travel - 1,029 7,000 5,971 62755.0000 Training - 7,152 7,200 48 62895.0000 Miscellaneous Expenses - 543 2,500 1,957 Materials, Supplies & Services - 99,517 154,229 54,712 Total Expenses -$ 1,132,956$ 1,592,531$ 459,575$ In FY 2024-25, the Procurement Services Division will add a Buyer II and an Administrative Analyst I (M) positions. These positions will facilitate the growth in both the volume and complexity of the division's workload, due to vendor management and record maintenance, increasing project load at BWP, and the expansion of the City's annual Infrastructure program as a result of Measure P. $45,000 in one-time funding will be appropriated for Phase Two of the procurement manual development and training program. Special Department Supplies increased to cover the cost of Tax Identification Number (TIN) checks. Training and Memberships & Dues accounts were increased to support education and development for new and existing employees.
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 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, and on-call services agreements 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
FY2022-23
STAFF YEARS
FY2023-24
STAFF YEARS
FY2024-25
CHANGE FROM
PRIOR YEAR
ACCOUNT CLERK 5.000 5.000 5.000
ACCOUNTANT 3.000 2.000 3.000 1.000
ACCTG&AUDIT MGR 1.000 1.000 1.000
ADM ANALYST I (M) 0.000 0.000 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 2.000 2.000
BUYER II 1.000 1.000 2.000 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 2.000 1.000
PAYROLL TECH II 2.000 2.000 2.000
PRIN ACCOUNTANT 1.000 1.000 1.000
CONTRACTS ADMINISTRATOR 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 2.000 2.000
SR ADM ANALYST (M) 1.000 1.000 1.000
SR ADM ANALYST (Z) 1.000 1.000 1.000
SR BUYER 1.000 1.000 1.000
SUPVG ACCOUNT CLK 1.000 1.000 1.000
TOTAL STAFF YEARS 34.000 36.000 40.000 4.000
6 PARKS and RECREATION
DEPARTMENT SUMMARY
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 184.127 186.980 193.624 6.644 Salaries & Benefits 14,828,504$ 16,972,061$ 18,965,231$ 1,993,170$ Materials, Supplies & Services 13,874,757 14,907,143 17,164,743 2,257,600 Capital Expenses - 4,000 - (4,000) Contributions to Other Funds 2,500 - - TOTAL 28,705,761$ 31,883,204$ 36,129,974$ 4,246,770$
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 and RECREATION
The Parks and Recreation Department is responsible for providing well-maintained recreational facilities, and programs and activities designed to meet the recreational,cultural, social, and human service needs of the Burbank community. In addition, the Department is responsible for the maintenance and improvements of all municipal grounds and parkway trees, the DeBell Golf Course, as well as the Burbank Animal Shelter. The Department is organized into four divisions: Landscape and Forestry Serv ices; Administration/Business Services; Recreation Services; and Community Services.
DEPARTMENT SUMMARY
OBJECTIVES
In addition to operating and maintaining 42 public parks and facilities, the Department maintains many of the publicly- owned landscaped areas and all parkway trees throughout the City. The Department also provides recreation service programs that include special interest classes; youth and adult sports programs; day camps; after school programs; youth resource programs; environmental and educational nature programs; cultural arts activities, including visual and performing arts; commercial recreation services; volunteer programs for residents of all ages; and year-round special events. Moreover, the Department provides a variety of senior and human service programs. These include a congregate and home-delivered meal program, information and assistance services for all ages, senior recreation activities, programs for the disabled, and advocacy services. The Department also oversees the citywide Program, Activity, and Service Subsidy (PASS) Program, and the Burbank Animal Shelter. The Parks and Recreation Board, Senior Citizen Board, Art in Public Places Committee, Burbank Cultural Arts Commission, and Youth Board, as well as a number of other City Council and Non-Council appointed advisory boards and committees, work in an advisory capacity with Department staff, cooperatively striving to identify and meet the recreational and human service needs of the community.
2024-25
$31,883,204 2023-24
$36,129,974
$16,972,061
$18,965,231
$14,907,143
$17,164,743
$4,000
CAPITAL EXPENSES
MATERIALS, SUPPLIES,
& SERVICES
SALARIES & BENEFITS
1 Landscape and Forestry Services Division
Facility Planning and Development Program
001.PR21A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
62170.0000 Private Contractual Services 505$ 1,000$ 1,000$ 62220.0000 Insurance 863,781 804,256 569,925 (234,331) 62300.0000 Special Dept Supplies - 5,000 5,000 62345.0000 Taxes 917 1,000 1,000 62450.0000 Building Grounds Maint & Repair 136 - - 62475.0000 Fund 532 Vehicle Equip Rental Rate 59,760 84,109 148,221 64,112 62485.0000 Fund 535 Communications Rental Rate 134,388 135,620 135,620 62496.0000 Fund 537 Computer System Rental 18,646 12,817 11,368 (1,449) 62895.0000 Miscellaneous Expenses 97 - - Materials, Supplies & Services 1,078,230 1,043,802 872,134 (171,668)
85101.0370 Transfers to Fund 370 2,500$ -$ -$ Contribution to Other Funds 2,500 - - Total Expenses 1,080,730$ 1,043,802$ 872,134$ (171,668)$ 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
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 17.500 18.000 18.000 60001.0000 Salaries & Wages 483,880$ 1,153,004$ 1,347,531$ 194,527$ 60006.0000 Overtime - Non-Safety 55,181 36,502 36,502 60012.0000 Fringe Benefits 112,252 316,419 336,319 19,900 60012.1008 Fringe Benefits:Retiree Benefits 16,195 15,529 17,433 1,904 60012.1509 Fringe Benefits:Employer Paid PERS 38,718 112,764 129,498 16,734 60012.1528 Fringe Benefits:Workers Comp 90,767 72,218 119,185 46,967 60012.1531 Fringe Benefits:PERS UAL 114,247 99,715 89,881 (9,834) 60015.0000 Wellness Program Reimbursement 1,125 - - 60027.0000 Payroll Taxes Non-Safety 7,554 16,719 19,539 2,820 60031.0000 Payroll Adjustments 1,566 - - Salaries & Benefits 921,486 1,822,870 2,095,888 273,018 62170.0000 Private Contractual Services 13,280$ 875,000$ 1,205,000$ 330,000$ 62170.1001 Temp Staffing 315,252 - - 62180.0000 Landscape Contractual Services 16,000 16,000 16,000 62300.0000 Special Dept Supplies 34,263 32,350 32,350 62305.0000 Reimbursable Materials - 1,500 1,500 62380.0000 Chemicals 21,500 21,500 21,500 62435.0000 General Equipment Maint & Repair 413 500 500 62450.0000 Building Grounds Maint & Repair 84 - - 62475.0000
Fund 532 Vehicle Equip Rental Rate 301,588 407,572 408,458 886 62496.0000 Fund 537 Computer System Rental 66,600 70,337 94,824 24,487 62700.0000 Memberships & Dues 1,037 770 770 62895.0000 Miscellaneous Expenses 1,517 - - Materials, Supplies & Services 771,535 1,425,529 1,780,902 355,373 Total Expenses 1,693,021$ 3,248,399$ 3,876,790$ 628,391$
CHANGES FROM PRIOR YEAR
One-time funding in the amount of $1,100,000 was added to the Private Contractual Services budget to complete an Urban Forest Master Plan and environmental review.
Support the City's annual Plant-A-Tree and National Arbor Day events.
The Forestry Services Program is responsible for the planting, maintenance, and removal of trees in parks, parkways, and public grounds.
Prune 4,000 street trees and trim 8,000 street and park trees.
Oversee the implementation of the 15-year Reforestation Plan on Magnolia Boulevard and Hollywood Way.
Support and implement directives of the Burbank 2035 General Plan.
Continue the "Plant for a Greener Burbank" initiative by planting trees throughout the city to improve the carbon footprint and reduce the impacts of global warming.
OBJECTIVES
Oversee the implementation of a block pruning program that will provide for all parkway trees to be pruned once every six years.
Continue to work with BWP to assist with their "Made in the Shade" program.
Review and implement the adopted Street Tree Master Plan.
Continue to develop strategies to improve the City's overall tree canopy and increase shade tree canopy with a goal of planting up to 100 street trees in residential and commercial parkways. 3 Landscape and Forestry Services Division
Park Landscape Program
001.PR23A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEA
R
Staff Years 31.500 31.000 31.000 60001.0000 Salaries & Wages 1,377,690$ 1,723,747$ 1,957,475$ 233,728$ 60006.0000 Overtime - Non-Safety 106,179 18,050 18,050 60012.0000 Fringe Benefits 346,916 522,077 549,400 27,323 60012.1008 Fringe Benefits:Retiree Benefits 29,152 27,177 31,790 4,613 60012.1509 Fringe Benefits:Employer Paid PERS 117,651 168,582 188,113 19,531 60012.1528 Fringe Benefits:Workers Comp 171,750 115,049 191,050 76,001 60012.1531 Fringe Benefits:PERS UAL 383,161 345,063 272,738 (72,325) 60015.0000 Wellness Program Reimbursement 3,229 - - 60027.0000 Payroll Taxes Non-Safety 21,004 24,994 28,383 3,389 60031.0000 Payroll Adjustments 2,543 - - Salaries & Benefits 2,559,275 2,944,739 3,237,000 292,261 62000.0000 Utilities 59,252$ 104,715$ 104,715$ 62170.0000 Private Contractual Services 177,995 330,900 330,900 62225.0000 Custodial Services 100,199 112,906 155,526 42,620 62300.0000 Special Dept Supplies 24,858 50,300 50,300 62305.0000 Reimbursable Materials 12 2,000 2,000 62380.0000 Chemicals 55,177 29,500 29,500 62435.0000 General Equipment Maint & Repair 583 300 300 62450.0000 Building Grounds Maint & Repair 20,921 25,000 25,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 359,965 431,737 451,144 19,407 62496.0000 Fund 537 Computer System Rental 114,091 138,171 154,131 15,960 62700.0000 Memberships & Dues 645 630 630 62755.0000 Training 1,136 - - 62895.0000 Miscellaneous Expenses 786 600 600 Materials, Supplies & Services 915,619 1,226,759 1,304,746 77,987 Total Expenses 3,474,893$ 4,171,498$ 4,541,745$ 370,247$ 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.
Continue phasing in handheld electric equipment where suitable to reduce the Department's carbon footprint.
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
Five Work Trainee I positions were upgraded to Utility Workers to better reflect the scope of work provided by part-time landscape positions. An additional $42,620 was added to the Custodial Services account for contractual service fee increases based on the Consumer Price Index (CPI) and increases to park restroom maintenance including quarterly deep cleaning and mid-day cleaning on weekends of all park restrooms.
Assist with the administration and evaluation of current and future infrastructure needs. 4 Landscape and Forestry Services Division
Urban Reforestation Program
001.PR26A
EXPENDITURE
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
62365.0000 Urban Reforestation - Measure 1 19,610$ 40,000$ 40,000$ Materials, Supplies & Services 19,610 40,000 40,000 Total Expenses 19,610$ 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, is responsible for parkway tree planting, the expansion of the urban forestry canopy, and restitution.
OBJECTIVES
Continue the Tree Stewardship program to enhance urban forestation within the City. 5 Golf Course
001.PR27A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
62085.0000 Other Professional Services 3,678,113 $ 3,594,319 $ 4,054,395$ 460,076$ 62470.0000 Fund 533 Office Equip Rental Rate 3,602 3,602 3,602 Materials, Supplies & Services 3,681,715 3,597,921 4,057,997 460,076 Total Expenses 3,681,715$ 3,597,921$ 4,057,997$ 460,076$ 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 $460,076 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.
An additional $15,000 was added to the Office Supplies, Posting, and Printing account for increases to Marketing supplies for community outreach and administration-related supplies. An additional $26,250 was added to the Bank Services Charges account for the increase in Credit Card transaction fees and transaction volume.
An additional $17,904 was added to the Governmental Services account for the Burbank Unified School District (BUSD) Joint Use Agreement annual cost. The Department's agreement with Catholic Charities for the management of the Burbank Temporary Skilled Labor Center was also increased by $6,364. Both of which are contractual obligations increased based on Consumer Price Index (CPI). An additional $50,000 has been added to the Art in Public Places account for art consultant services to support the Art in Public Places Program.
Administer the Art in Public Places program.
To meet the Department's operational needs, an Administrative Analyst I (M) position was upgraded to an Administrative Analyst II (M), and a Clerical Worker position's FTE was increased from .455 to 1.000.
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 the 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
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 17.329 17.455 18.725 1.270 60001.0000 Salaries & Wages 1,308,074$ 1,724,171$ 1,994,771$ 270,600$ 60006.0000 Overtime - Non-Safety 4,070 1,995 1,995 60012.0000 Fringe Benefits 231,736 359,607 394,419 34,812 60012.1008 Fringe Benefits:Retiree Benefits 17,148 15,382 12,772 (2,610) 60012.1509 Fringe Benefits:Employer Paid PERS 118,438 166,826 191,697 24,871 60012.1528 Fringe Benefits:Workers Comp 59,823 48,282 76,634 28,352 60012.1531 Fringe Benefits:PERS UAL 314,983 240,490 274,106 33,616 60015.0000 Wellness Program Reimbursement 270 - - 60022.0000 Car Allowance 4,505 4,488 4,488 60027.0000 Payroll Taxes Non-Safety 19,646 25,000 28,924 3,924 60031.0000 Payroll Adjustments 25,709 - - Salaries & Benefits 2,104,404 2,586,241 2,979,806 393,565 62085.0000 Other Professional Services 1,646$ 20,000$ 20,000$ 62135.0000 Governmental Services 502,830 519,472 537,376 17,904 62170.0000 Private Contractual Services 117,106 117,193 123,557 6,364 62170.1011 Art in Public Places - 20,000 70,000 50,000 62300.0000 Special Dept Supplies 19,520 22,770 22,770 62300.1018 Wellness 25,278 27,000 27,000 62305.0000 Reimbursable Materials - 7,200 7,200 62310.0000 Office Supplies, Postage & Printing 14,355 12,770 27,770 15,000 62420.0000 Books & Periodicals 6 - - 62455.0000 Equipment Rental 17,400 5 0,863 50,863 62470.0000 Fund 533 Office Equip Rental Rate 29,421 29,421 33,757 4,336 62496.0000 Fund 537 Computer System Rental 253,217 223,077 256,922 33,845 62520.0000 Public Information 40,668 40,564 40,564 62655.0000 Burbank On Parade - 22,000 22,000 62700.0000 Memberships & Dues 1,397 1,730 1,730 62710.0000 Travel - 3,500 3,500 62755.0000 Training 20,335 55,654 55,654 62830.0000 Bank Service Charges 70,985 49,680 76,200 26,520 62895.0000 Miscellaneous Expenses 599 10,400 400 (10,000) 63050.0000 Non-Capitalized Assets 2,303 - - Materials, Supplies & Services 1,117,066 1,233,294 1,377,263 143,969 Total Expenses 3,221,469$ 3,819,535$ 4,357,069$ 537,534$ 8 Recreation Services Division
McCambridge Park Program
001.PR31A
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.950 1.700 2.150 0.450 60001.0000 Salaries & Wages 143,893$ 120,835$ 144,931$ 24,096$ 60006.0000 Overtime - Non-Safety 983 3,003 3,003 60012.0000 Fringe Benefits 44,476 24,389 26,022 1,633 60012.1008 Fringe Benefits:Retiree Benefits 1,573 3,408 1,743 (1,665) 60012.1509 Fringe Benefits:Employer Paid PERS 12,319 11,137 11,594 457 60012.1528 Fringe Benefits:Workers Comp 2,797 1,228 1,832 604 60012.1531 Fringe Benefits:PERS UAL 26,635 29,445 28,507 (938) 60015.0000 Wellness Program Reimbursement 371 - - 60027.0000 Payroll Taxes Non-Safety 2,042 1,752 2,102 350 Salaries & Benefits 235,089 195,197 219,734 24,537 62000.0000 Utilities 1,565,790$ 1,582,067$ 1,686,067$ 104,000$ 62165.0000 Special Recreation Contract Services 67,065 97,400 97,400 62220.0000 Insurance 69,407 112,359 137,724 25,365 62300.0000 Special Dept Supplies 2,639 4,577 4,577 62300.1011 Sp Dept Supplies:Military Banner 2,400 2,700 2,700 62305.0000 Reimbursable Materials 1,510 2,020 2,020 62310.0000 Office Supplies, Postage & Printing 1,113 1,000 1,000 62485.0000 Fund 535 Communications Rental Rate 39,359 40,080 40,802 722 62496.0000 Fund 537 Computer System Rental 22,765 34,823 29,847 (4,976) 62670.0000 W
W II Commemoration 9,219 12,000 12,000 Materials, Supplies & Services 1,781,268 1,889,026 2,014,137 125,111 Total Expenses 2,016,357$ 2,084,223$ 2,233,871$ 149,648$ 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
An additional $104,000 in funding was added to the Utilities account to cover increased costs.
OBJECTIVES
9 Recreation Services Division
Verdugo Park Program
001.PR31B
EXPENDITURES
FY2022-23
BUDGET
FY2023-2
4 BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.190 4.175 4.175 60001.0000 Salaries & Wages 127,048$ 261,112$ 290,984$ 29,872$ 60006.0000 Overtime - Non-Safety 345 3,000 3,000 60012.0000 Fringe Benefits 16,732 52,225 55,668 3,443 60012.1008 Fringe Benefits:Retiree Benefits 3,184 2,752 2,230 (522) 60012.1509 Fringe Benefits:Employer Paid PERS 11,556 20,322 22,951 2,629 60012.1528 Fringe Benefits:Workers Comp 2,739 2,504 3,511 1,007 60012.1531 Fringe Benefits:PERS UAL 51,723 39,481 26,710 (12,771) 60027.0000 Payroll Taxes Non-Safety 1,835 3,786 4,219 433 60031.0000 Payroll Adjustments 248 - - Salaries & Benefits 215,408 385,182 409,273 24,091 62000.0000 Utilities 135,752$ 95,789$ 95,789$ 62135.1013 Govt Svcs:Youth Leadership Program 6,389 7,000 7,000 62165.0000 Special Recreation Contract Services 146,380 100,050 145,050 45,000 62300.0000 Special Dept Supplies 11,191 10,420 10,420 62305.0000 Reimbursable Materials 15,051 11,559 11,559 62310.0000 Office Supplies, Postage & Printing 987 1,000 1,000 62315.0000 Radio Supplies & Maint 517 - - 62475.0000 Fund 532 Vehicle Equip Rental Rate 6,455 7,122 8,283 1,161 62496.0000 Fund 537 Computer System Rental 16,739 22,075 26,196 4,121 Materials, Supplies & Services 339,460 255,015 305,297 50,282 Total Expenses 554,868$ 640,197$ 714,570$ 74,373$
CHANGES FROM PRIOR YEAR
An additional
$45,000 was added to the Special Recreation Contract Services account to support third-party contract instructors using an Instructional Services Agreement (ISA) for contract classes.
Coordinate youth development programs, including the Youth Leadership Program (YLP) and the Counselor in Training Program (CIT).
OBJECTIVES
Coordinate citywide teen events.
Coordinate and supervise activities at the skate/BMX park facility.
Provide liaison support to the City's Youth Board.
The Verdugo Park Program provides a variety of enrichment experiences, including over 150 instructional classes per year, various recreation programs, and drop-in recreational activities for community members of all ages. Verdugo Park is also the home of a variety of teen programs which include events and various youth development programs. In addition, this program provides oversight and supervision at the Valley Skate/BMX Park.
Offer on a quarterly basis, a variety of special interest classes and programs for all ages.
Provide facility accessibility and equipment for community organizations.
Coordinate seasonal day camp programs conducted on-site. 10 Recreation Services Division
Olive Recreation Center Program
001.PR31C
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEA
R
Staff Years 13.543 16.243 17.687 1.444 60001.0000 Salaries & Wages 406,467$ 675,569$ 747,524$ 71,955$ 60006.0000 Overtime - Non-Safety 2,619 924 924 60012.0000 Fringe Benefits 34,339 67,465 57,308 (10,157) 60012.1008 Fringe Benefits:Retiree Benefits 11,836 11,684 16,195 4,511 60012.1509 Fringe Benefits:Employer Paid PERS 21,449 22,995 18,053 (4,942) 60012.1528 Fringe Benefits:Workers Comp 8,037 6,477 9,020 2,543 60012.1531 Fringe Benefits:PERS UAL 33,315 39,751 48,722 8,971 60015.0000 Wellness Program Reimbursement 135 - - 60027.0000 Payroll Taxes Non-Safety 6,148 9,796 10,839 1,043 60031.0000 Payroll Adjustments 1,080 - - Salaries & Benefits 525,424 834,661 908,585 73,924 62000.0000 Utilities 19,712$ 12,099$ 12,099$ 62165.0000 Special Recreation Contract Services 313,602 272,228 347,228 75,000 62300.0000 Special Dept Supplies 9,972 15,700 20,700 5,000 62305.0000 Reimbursable Materials - 50 50 62310.0000 Office Supplies, Postage & Printing 494 1,700 1,700 62485.0000 Fund 535 Communications Rental Rate 1,231 1,231 1,231 62496.0000 Fund 537 Computer System Rental 108,214 118,402 133,226 14,824 Materials, Supplies & Services 453,225 421,410 516,234 94,824 Total Expenses 978,648$ 1,256,071$ 1,424,819$ 168,748$
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, four part-time Facility Attendant II positions were added to the budget. One part- time Facility Attendant II position was moved from PR32B to cost center PR31C, and two Facility Attendant II positions were increased to 0.45 FTE.
Funds in the amount of $5,000 have been added to the Special Department Supplies account to offset the cost of the Summer Specialty Camp Fair. An additional $75,000 was added to the Special Recreation Contract Services account to support third- party contract instructors using an Instructional Services Agreement (ISA) for contract classes. 11 Community Services Division
Starlight Bowl
001.PR31D
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEA
R
Staff Years 1.700 1.700 1.700
60001.0000 Salaries & Wages 212,682$ 125,949$ 143,022$ 17,073$ 60006.0000 Overtime - Non-Safety 1,721 - - 60012.0000 Fringe Benefits 37,010 25,312 26,349 1,037
60012.1008 Fringe Benefits:Retiree Benefits 1,602 1,467 1,743 276 60012.1509 Fringe Benefits:Employer Paid PERS 18,458 11,159 12,536 1,377 60012.1528 Fringe Benefits:Workers Comp 2,199 1,389 1,954 565 60012.1531 Fringe Benefits:PERS UAL 32,316 33,170 42,403 9,233 60015.0000 Wellness Program Reimbursement 68 - - 60027.0000 Payroll Taxes Non-Safety 3,144 1,826 2,074 248 60031.0000 Payroll Adjustments 46 - - Salaries & Benefits 309,245 200,272 230,081 29,809
62085.0000 Other Professional Services 144,028$ 124,684$ 210,000$ 85,316$ 62170.0000 Private Contractual Services 100,997 89,727 158,725 68,998 62300.0000 Special Dept Supplies 20,649 29,291 29,291
62496.0000 Fund 537 Computer System Rental 8,020 9,246 9,478 232 62700.0000 Memberships & Dues - 750 6,436 5,686 62895.0000 Miscellaneous Expenses - 4,000 4,000 Materials, Supplies & Services 273,694 257,698 417,930 160,232 Total Expenses 582,939$ 457,970$ 648,011$ 190,041$ 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.
CHANGES FROM PRIOR YEAR
An additional $60,000 was added to the Private Contractual Services account to comply with Senate Bill (SB) 1383 to provide Zero Waste events. An additional $100,000 was added to the Other Professional Services account to offset increases in entertainment costs, contract services, and venue repairs due to aging infrastructure. Funds were reallocated in Other Professional Services, Private Contractual Services, and Memberships and Dues accounts to better reflect expenditures.
Facilitate and develop a plan to address the amphitheater's infrastructure needs over the next 10 years.
Continue to implement Zero Waste practices in all venue areas.
Facilitate and oversee alternative uses at the amphitheater.
Continue the Corporate Sponsorship Program.
Enhance the Starlight Bowl website and online ticket sales. 12 Recreation Services Division
Stough Canyon Nature Center
001.PR31E
EXPENDITURES
FY2022-23
BUDGET
FY2023-2
4 BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 3.318 3.318 4.650 1.332
60001.0000 Salaries & Wages 194,053$ 188,301$ 264,022$ 75,721$ 60006.0000 Overtime - Non-Safety 2,715 1,500 1,500 60012.0000 Fringe Benefits 31,549 41,718 65,458 23,740 60012.1008 Fringe Benefits:Retiree Benefits 3,071 2,863 3,403 540 60012.1509 Fringe Benefits:Employer Paid PERS 16,870 16,571 22,150 5,579 60012.1528 Fringe Benefits:Workers Comp 3,206 2,104 3,896 1,792 60012.1531 Fringe Benefits:PERS UAL 36,611 26,335 39,250 12,915 60015.0000 Wellness Program Reimbursement 56 - - 60027.0000 Payroll Taxes Non-Safety 2,891 2,730 3,828 1,098 Salaries & Benefits 291,023 282,122 403,507 121,385 62000.0000 Utilities 28,592$ 22,015$ 23,247$ 1,232$ 62085.0000 Other Professional Services 510 600 600 62165.0000 Special Recreation Contract Services 717 13,000 13,000 62300.0000 Special Dept Supplies 8,546 8,867 11,367 2,500 62305.0000 Reimbursable Materials 997 3,900 3,900 62310.0000 Office Supplies, Postage & Printing 1,094 1,000 1,000 62496.0000 Fund 537 Computer System Rental 17,254 20,434 24,941 4,507 62685.0000 Holiday Decorations - City 2,303 1,400 1,400 Materials, Supplies & Services 60,013 71,216 79,455 8,239 Total Expenses 351,036$ 353,338$ 482,962$ 129,624$
OBJECTIVES
Provide an active adult docent program and a 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.
CHANGES FROM PRIOR YEAR
The Nature Experiences summer camp will increase operations to a full-day camp in the summer of 2025. Staffing changes include FTE increases for one Recreation Leader and two Work Trainee I positions. $2,500 was been added to the Special Department Supplies account. An additional $1,232 in funding was added to the Utilities account to offset increased utility costs.
Enhance the use of the facility through private rentals and the Go Party! Program.
Coordinate the Haunted Adventure Halloween event.
Conduct seasonal half-day nature camps for youth.
Provide program opportunities and classes for the public including special events and themed hikes.
Coordinate educational program opportunities for groups such as schools, outside camps, and scout groups. 13 Recreation Services Division
Youth Resource Programs
001.PR31F
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
62085.0000 Other Professional Services 43$ -$ -$ 62305.0000 Reimbursable Materials 35 - - 62135.1002 Govt Svcs:Counseling 245,000 - - 62135.1010 Govt Svcs:Middle School Drop-In 18,750 - - 62496.0000 Fund 537 Computer System Rental 3,787 4,188 3,428 (760) 62895.0000 Miscellaneous Expenses - 829 829 62970.0000 Holding - 270,000 270,000 Materials, Supplies & Services 267,615 275,017 274,257 (760) Total Expenses 267,615$ 275,017$ 274,257$ (760)$ 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
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEA
R
Staff Years 2.850 2.850 2.850
60001.0000 Salaries & Wages 57,598$ 169,543$ 185,794$ 16,251$ 60006.0000 Overtime - Non-Safety 545 1,500 1,500 60012.0000 Fringe Benefits 3,962 31,352 33,432 2,080 60012.1008 Fringe Benefits:Retiree Benefits 2,638 2,459 2,923 464 60012.1509 Fringe Benefits:Employer Paid PERS 2,035 12,865 14,046 1,181 60012.1528 Fringe Benefits:Workers Comp 3,150 2,065 2,811 746 60012.1531 Fringe Benefits:PERS UAL 31,701 11,222 4,575 (6,647) 60027.0000 Payroll Taxes Non-Safety 867 2,458 2,694 236 60031.0000 Payroll Adjustments 3 - - Salaries & Benefits 102,499 233,464 247,775 14,311 62000.0000 Utilities 32,247 $ 37,100 $ 37,100 $ 62165.0000 Special Recreation Contract Services 44,042 70,750 70,750 62300.0000 Special Dept Supplies 9,903 8,000 8,000 62305.0000 Reimbursable Materials 711 1,000 1,000 62310.0000 Office Supplies, Postage & Printing 1,639 1,800 1,800 62496.0000 Fund 537 Computer System Rental 18,322 21,401 20,210 (1,191) 62685.0000 Holiday Decorations - City 1,809 2,000 2,000 Materials, Supplies & Services 108,773 142,051 140,860 (1,191) Total Expenses 211,272 $ 375,515 $ 388,635 $ 13,120 $
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
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 21.485 21.485 21.485 60001.0000 Salaries & Wages 1,074,773$ 937,109$ 984,580$ 47,471$ 60006.0000 Overtime - Non-Safety 6,193 12,192 12,192 60012.0000 Fringe Benefits 120,862 86,534 80,701 (5,833) 60012.1008 Fringe Benefits:Retiree Benefits 20,115 18,536 22,032 3,496 60012.1509 Fringe Benefits:Employer Paid PERS 68,280 36,811 37,507 696 60012.1528 Fringe Benefits:Workers Comp 30,461 17,475 22,723 5,248 60012.1531 Fringe Benefits:PERS UAL 108,214 106,629 156,228 49,599 60015.0000 Wellness Program Reimbursement 495 - - 60027.0000 Payroll Taxes Non-Safety 15,987 13,588 14,276 688 60031.0000 Payroll Adjustments 4,311 - - Salaries & Benefits 1,449,691 1,228,874 1,330,239 101,365 62165.0000 Special Recreation Contract Services 38,221$ 45,898$ 59,098$ 13,200 62170.0000 Private Contractual Services 40,674 42,951 70,951 28,000 62300.0000 Special Dept Supplies 51,302 43,600 46,600 3,000 62305.0000 Reimbursable Materials 46,021 40,004 40,004 62310.0000 Office Supplies, Postage & Printing 14 3,250 3,250 62475.0000 Fund 532 Vehicle Equip Rental Rate 10,051 10,176 13,378 3,202 62496.0000 Fund 537 Computer System Rental 75,364 90,460 95,099 4,639 62700.0000
Memberships & Dues - 1,000 1,000 62895.0000 Miscellaneous Expenses 1,976 2,000 2,000 Materials, Supplies & Services 263,622 279,339 331,380 52,041 Total Expenses 1,713,313$ 1,508,213$ 1,661,619$ 153,406$
CHANGES FROM PRIOR YEAR
An additional Summer Daze camp location will be offered at the Ovrom Community Center in the summer of 2025. To support this offering a new Senior Recreation Leader position was added at .9 FTE and additional allocations of $3,000 to Special Department Supplies, $13,200 to Special Recreation Contract Services, and $28,000 to Private Contractual Services accounts were appropriated.
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
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 11.781 12.785 13.933 1.148 60001.0000 Salaries & Wages 915,319 $ 781,219 $ 886,187 $ 104,968 $ 60006.0000 Overtime - Non-Safety 7,877 7,854 7,854 60012.0000 Fringe Benefits 153,036 101,134 106,449 5,315 60012.1008 Fringe Benefits:Retiree Benefits 9,647 10,164 10,085 (79) 60012.1509 Fringe Benefits:Employer Paid PERS 74,964 41,573 45,010 3,437 60012.1528 Fringe Benefits:Workers Comp 12,156 8,347 11,930 3,583 60012.1531 Fringe Benefits:PERS UAL 128,026 164,212 173,339 9,127 60015.0000 Wellness Program Reimbursement 773 - - 60027.0000 Payroll Taxes Non-Safety 13,611 11,328 12,850 1,522 60031.0000 Payroll Adjustments 5,906 - - Salaries & Benefits 1,321,315 1,125,831 1,253,704 127,873 62085.0000 Other Professional Services 4,457$ 11,000$ 11,000$ 62165.0000 Special Recreation Contract Services 625,067 647,210 347,710 (299,500) 62165.1000 Spec Rec Contract Svcs:League Officials - - 429,000 429,000 62300.0000 Special Dept Supplies 6,592 35,085 50,585 15,500 62305.0000 Reimbursable Materials 1,005 2,250 28,450 26,200 62310.0000 Office Supplies, Postage & Printing 5,393 6,200 6,200 62475.0000 Fund 532 Vehicle Equip Rental Rate 20,870 26,795 31,393 4,598 62496.0000 Fund 537 Computer System Rental 53,609
64,887 72,956 8,069
Materials, Supplies & Services 716,993 793,427 977,294 183,867 Total Expenses 2,038,308$ 1,919,258$ 2,230,998$ 311,740$
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, and Civitan Jamboree Day).
CHANGES FROM PRIOR YEAR
All Sports Recreation Leader positions were right-sized, four Recreation Leaders FTE were increased to .48 and 16 were increased to .38 FTE to ensure adequate coverage at facilities for Department Sports programming.
Funds in the amount of $38,500 were added to the Special Department Supplies account to support the Park and Play mobile recreation program ($8,500), and to host an Adaptive Sports Day aimed at increasing inclusiveness and awareness of people living with disabilities in the community ($30,000). An additional $26,200 was added to the Reimbursable Materials account to offset the cost of purchasing tickets for local professional sporting events held throughout the year.
An additional $129,500 was added to the Special Recreation Contract Services, League Officials account to support officials and third-party contract instructors using an Instructional Services Agreement (ISA) for sports classes and camps. 17 Recreation Services Division
Aquatics Program
001.PR32C
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 14.870 15.230 15.230
60001.0000 Salaries & Wages 734,813 $ 707,307 $ 765,864 $ 58,557 $ 60006.0000 Overtime - Non-Safety 23,426 9,386 9,386 60012.0000 Fringe Benefits 76,133 76,943 76,320 (623) 60012.1008 Fringe Benefits:Retiree Benefits 15,182 12,829 14,592 1,763 60012.1509 Fringe Benefits:Employer Paid PERS 41,343 29,384 31,433 2,049 60012.1528 Fringe Benefits:Workers Comp 7,893 6,224 8,578 2,354 60012.1531 Fringe Benefits:PERS UAL 75,784 60,035 94,855 34,820 60015.0000 Wellness Program Reimbursement 37 - - 60027.0000 Payroll Taxes Non-Safety 11,338 10,256 11,105 849 60031.0000 Payroll Adjustments 2,225 - - Salaries & Benefits 988,174 912,364 1,012,133 99,769 62165.0000 Special Recreation Contract Services 40,986$ 36,000 $ 115,200 $ 79,200 $ 62170.0000 Private Contractual Services 8,047 10,000 10,000 62300.0000 Special Dept Supplies 37,832 29,800 29,800 62305.0000 Reimbursable Materials 1,599 1,980 1,980 62310.0000 Office Supplies, Postage & Printing 2,378 2,390 2,390 62496.0000 Fund 537 Computer System Rental 68,094 72,613 80,402 7,789 62755.0000 Training 2,541 - - 62895.0000 Miscellaneous Expenses 375 - - Materials, Supplies & Services 161,853 152,783 239,772 86,989 Total Expenses 1,150,027$
1,065,147$ 1,251,905$ 186,758$
CHANGES FROM PRIOR YEAR
An additional $79,200 was added to the Special Recreation Contract Services account to support third-party contract instructors using an Instructional Services Agreement (ISA) for aquatic classes.
Provide pool party rental opportunities through the Go! Party Program during the spring, summer, and fall seasons.
The Aquatics Program provides a comprehensive aquatic program for participants of all ages at the McCambridge Park 50- meter pool (seasonal) and the Verdugo Aquatic Facility 50-meter and activity pool (year-round).
OBJECTIVES
Conduct various special events for aquatic patrons including Polar Plunge, Rock-a-Hula, Summer Kickoff, 4th of July Celebration, Splashtastic, and Floating Pumpkin Patch.
Organize and oversee American Red Cross training programs for lifeguarding and water safety instruction.
Provide American Red Cross Learn-to-Swim lessons and aquatics fitness programs for all ages.
Coordinate and provide programming for lap swim, master swim team, youth water polo, synchronized swim team, and youth swim teams.
18 Community Services Division
Cultural Services Program
001.PR32D
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 4.260 4.260 4.260
60001.0000 Salaries & Wages 258,983$ 270,693$ 296,614$ 25,921$ 60006.0000 Overtime - Non-Safety 590 1,386 1,386 60012.0000 Fringe Benefits 57,618 59,251 61,772 2,521 60012.1008 Fringe Benefits:Retiree Benefits 3,972 3,675 4,369 694 60012.1509 Fringe Benefits:Employer Paid PERS 22,375 23,499 25,493 1,994 60012.1528 Fringe Benefits:Workers Comp 4,516 2,907 4,013 1,106 60012.1531 Fringe Benefits:PERS UAL 51,991 54,302 51,950 (2,352) 60015.0000 Wellness Program Reimbursement 68 - - 60027.0000 Payroll Taxes Non-Safety 3,659 3,925 4,301 376 60031.0000 Payroll Adjustments 132 - - Salaries & Benefits 403,903 419,638 449,898 30,260 62085.0000 Other Professional Services 15,514$ 14,100$ 17,850$ 3,750 62165.0000 Special Recreation Contract Services 103,607 70,120 82,120 12,000 62165.1001 Spec Rec Contract Svcs:Art Experience - - 25,000 25,000 62300.0000 Special Dept Supplies 9,011 10,854 13,547 2,693 62300.1014 Sp Dept Supplies:Cultural Arts Items 8,151 5,000 5,000 62305.0000 Reimbursable Materials 11,888 13,886 17,586 3,700 62310.0000 Office Supplies, Postage & Printing 2,135 3,000 3,000 62435.0000 General Equipment Maint & Repair 709 2,693 - (2,693) 62496.0000 Fund 537 Computer System Rental 23,088 2 7,365 26,512 (853)
62660.0000 Performing Arts Grant Program 1,000 100,000 100,000 62895.0000 Miscellaneous Expenses - 658 658 Materials, Supplies & Services 175,104 247,676 291,273 43,597 Total Expenses 579,007$ 667,314$ 741,171$ 73,857$
OBJECTIVES
Art in Public Places one-time restrictive funding in the amount of $15,000 has been added to the Special Departmental Supplies account to pay for Phase 8 of the Burbank Arts Utility Box Beautification Program that will commission artists to paint a total of ten new utility boxes. Since its inception, a total of 69 utility boxes have been painted. An additional $3,700 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.
An additional $37,000 was added to the Special Recreation Contract Services account to support third-party contract instructors using an Instructional Services Agreement (ISA) for specialty art camps. Funds were reallocated from General Equipment Maintenance Repair to Special Department Supplies to better reflect expenditures.
Offer quarterly visual and performing art classes for youth and adults.
The Cultural Services Program provides a variety of performing and visual arts programs, exhibits, instructional classes, workshops, and special events to the Burbank community.
Maintain and update content on the Burbank Arts website.
Coordinate the annual Youth Art Expo with the Burbank Unified School District.
Coordinate with the Fine Arts Federation to provide a membership show and the Holiday Boutique.
Coordinate and conduct at least ten gallery shows each year at the Betsy Lueke Creative Arts Center Gallery. 19 Community Services Division
Commercial and Special Events Program
001.PR32E
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 0.050 0.050 0.050
60001.0000 Salaries & Wages 6,684$ 5,930$ 6,565$ 635$ 60006.0000 Overtime - Non-Safety - 2,185 2,185 60012.0000 Fringe Benefits 1,335 1,103 1,100 (3) 60012.1008 Fringe Benefits:Retiree Benefits 50 43 51 8 60012.1509 Fringe Benefits:Employer Paid PERS 530 580 631 51 60012.1528 Fringe Benefits:Workers Comp 73 52 74 22 60012.1531 Fringe Benefits:PERS UAL 939 1,036 1,227 191 60027.0000 Payroll Taxes Non-Safety 93 86 95 9 Salaries & Benefits 9,706 11,015 11,928 913 62300.0000 Special Dept Supplies 16,248$ 16,516$ 66,516$ 50,000 62305.0000 Reimbursable Materials - 2,135 2,135 62496.0000 Fund 537 Computer System Rental 14,528 16,228 13,246 (2,982) 62680.0000 Independence Day Celebration 51,850 37,000 39,000 2,000 62685.0000 Holiday Decorations - City 5,236 6,848 12,848 6,000 62895.0000 Miscellaneous Expenses 850 1,000 1,000 Materials, Supplies & Services 88,713 79,727 134,745 55,018 Total Expenses 98,418$ 90,742$ 146,673$ 55,931$ An additional $2,000 was added for the Independence Day Celebration event. Funding in the amount of $6,000 has been added to offset increased event costs to host the City's annual Mayor's Tree Lighting. One-time funding in the amount of $50,000 was added to the Special Department Supplies account to help fund the department's 100th anniversary events planned throughout the year.
The Commercial and Special Events Program coordinates, provides, and facilitates various citywide events with a variety of civic groups and organizations.
OBJECTIVES
CHANGES FROM PRIOR YEAR
Coordinate and conduct holiday and seasonal special events, including the annual Fourth of July celebration at the Starlight Bowl and the Mayor's Tree Lighting Ceremony.
20 Recreation Services Division
Athletic Leagues
001.PR32F
EXPENDITURES
FY2022-23
BUDGET
FY2023-2
4 BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
62085.0000 Other Professional Services 2,901$ 17,500$ 17,500$ 62300.0000 Special Dept Supplies 39,667 47,600 182,600 135,000 62305.0000 Reimbursable Materials 84,217 92,600 92,600 62450.0000 Building Grounds Maint & Repair 9,978 50,000 50,000 62475.0000 Fund 532 Vehicle Equip Rental Rate 9,482 9,804 13,252 3,448 62496.0000 Fund 537 Computer System Rental 5,774 6,389 5,119 (1,270) 62700.0000 Memberships & Dues - 800 800 Materials, Supplies & Services 152,018 224,693 361,871 137,178 Total Expenses 152,018$ 224,693$ 361,871$ 137,178$ 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
One-time funding in the amount of $135,000 was added to the budget to purchase street barricades for the department's annual Civitan/Jamboree Day.
21 Community Services Division
Provide approximately 750 volunteers to around 40 volunteer stations, delivering 130,000 hours of service annually.
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 1.500 1.500 1.500
60001.0000 Salaries & Wages - $ 80,429$ 88,624 $ 8,195 $ 60006.0000 Overtime - Non-Safety - 177 177 60012.0000 Fringe Benefits - 24,155 24,565 410 60012.1008 Fringe Benefits:Retiree Benefits 1,388 1,294 1,538 244 60012.1509 Fringe Benefits:Employer Paid PERS - 7,866 8,517 651 60012.1528 Fringe Benefits:Workers Comp 1,916 1,109 1,533 424 60012.1531 Fringe Benefits:PERS UAL 14,996 5,183 - (5,183) 60027.0000 Payroll Taxes Non-Safety - 1,166 1,285 119 Salaries & Benefits 18,300 121,379 126,239 4,860 62085.0000 Other Professional Services 5,681 $ 12,000 $ 12,000 $ 62170.0000 Private Contractual Services - 1,000 1,000 62220.0000 Insurance 43,978 102,602 115,929 13,327 62300.0000 Special Dept Supplies 8,374 7,970 7,970 62310.0000 Office Supplies, Postage & Printing 2,158 2,907 2,907 62485.0000 Fund 535 Communications Rental Rate 25,262 25,262 25,262 62496.0000 Fund 537 Computer System Rental 6,758 8,046 8,051 5 Materials, Supplies & Services 92,211 159,787 173,119 13,332 Total Expenses 110,512 $ 281,166 $ 299,358 $ 18,192 $ 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
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
62300.0000 Special Dept Supplies 603,708$ 288,084$ 525,084$ 237,000$ 62310.0000 Office Supplies, Postage & Printing 2,344 1,000 1,000 62435.0000 General Equipment Maint & Repair 8,841 25,467 25,467 62475.0000 Fund 532 Vehicle Equip Rental Rate 18,928 37,066 57,119 20,053 62496.0000 Fund 537 Computer System Rental 5,647 6,187 5,919 (268) 62700.0000 Memberships & Dues - 160 160 62895.0000 Miscellaneous Expenses 1,411 1,085 1,085 Materials, Supplies & Services 640,879 359,049 615,834 256,785 Total Expenses 640,879$ 359,049$ 642,778$ 283,729$ 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, inconjunction 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 livehealthy, 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 90,000 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
An additional $237,000 was added to the Special Department Supplies account to cover the increased cost of food and meals served to seniors.
Provide nutritionally well-balanced meals that meet the requirements of the Federal Older American Act and provide at least one-third of the United States Department of Agriculture (USDA) requirements for adults 60 years of age and over.
Provide liaison support to the Burbank Nutrition Advisory Group.
Coordinate a holiday meal program that provides home-delivered Thanksgiving and Christmas dinners for homebound seniors.
23 Community Services Division
Congregate Meals
001.PR42B
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 8.435 8.899 10.074 1.175
60001.0000 Salaries & Wages 478,970$ 533,923$ 623,271$ 89,348$ 60006.0000 Overtime - Non-Safety 669 766 766 60012.0000 Fringe Benefits 101,632 123,978 159,266 35,288 60012.1008 Fringe Benefits:Retiree Benefits 7,855 7,277 8,203 926 60012.1509 Fringe Benefits:Employer Paid PERS 41,319 49,666 57,066 7,400 60012.1528 Fringe Benefits:Workers Comp 25,225 18,026 27,850 9,824 60012.1531 Fringe Benefits:PERS UAL 81,060 79,886 83,133 3,247 60015.0000 Wellness Program Reimbursement 1,114 - - 60027.0000 Payroll Taxes Non-Safety 6,881 7,742 9,037 1,295 60031.0000 Payroll Adjustments 1,329 - - Salaries & Benefits 746,053 821,264 968,592 147,328 Total Expenses 746,053$ 821,264$ 968,592$ 147,328$
EXPENDITURES
FY2022-23
BUDGET
FY2023-24
BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 5.795 5.259 5.084 (0.175)
60001.0000 Salaries & Wages 241,985$ 257,375$ 257,906$ 531$ 60006.0000 Overtime - Non-Safety 338 - - 60012.0000 Fringe Benefits 51,346 76,347 84,576 8,229 60012.1008 Fringe Benefits:Retiree Benefits 5,874 5,000 5,290 290 60012.1509 Fringe Benefits:Employer Paid PERS 20,875 24,191 23,545 (646) 60012.1528 Fringe Benefits:Workers Comp 23,396 14,040 19,689 5,649 60012.1531 Fringe Benefits:PERS UAL 72,510 54,005 60,893 6,888 60015.0000 Wellness Program Reimbursement 563 - - 60027.0000 Payroll Taxes Non-Safety 3,476 3,732 3,740 8 60031.0000 Payroll Adjustments 671 - - Salaries & Benefits 421,034 434,690 455,639 20,949 Total Expenses 421,034$ 434,690$ 455,639$ 20,949$ Home Delivery
001.PR42C
CHANGES FROM PRIOR YEAR
To meet the department's operational needs of providing home delivery and congregate meals to seniors, two 0.5 Full-Time Equivalent (FTE) Work Trainee I positions were added to the budget, and FTE for four Food Services Aide positions increased to 0.75 FTE which was offset by reducing FTE from a Senior Food Services Aide. 24 Community Services Division
Information and Assistance Program
001.PR43A
EXPENDITURES
FY2022-23
BUDGET
FY2023-2
4 BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
62300.0000 Special Dept Supplies -$ 1,028$ 1,028 $ 62310.0000 Office Supplies, Postage & Printing 213 300 300 62496.0000 Fund 537 Computer System Rental 1,792 1,991 3,242 1,251 62895.0000 Miscellaneous Expenses - 150 150 Materials, Supplies & Services 2,005 3,469 4,720 1,251 Total Expenses 2,005 $ 3,469 $ 4,720 $ 1,251 $ 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 needs. 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
FY2022-23
BUDGET
FY2023-2
4 BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 5.071 5.071 5.071
60001.0000 Salaries & Wages 282,152$ 299,132$ 326,202$ 27,070$ 60006.0000 Overtime - Non-Safety - 176 176 60012.0000 Fringe Benefits 60,649 74,840 75,884 1,044
60012.1008 Fringe Benefits:Retiree Benefits 4,714 4,375 5,200 825 60012.1509 Fringe Benefits:Employer Paid PERS 23,241 28,288 30,367 2,079 60012.1528 Fringe Benefits:Workers Comp 5,935 3,669 4,943 1,274 60012.1531 Fringe Benefits:PERS UAL 66,348 53,571 53,809 238 60015.0000 Wellness Program Reimbursement 248 - - 60027.0000 Payroll Taxes Non-Safety 4,056 4,337 4,730 393 60031.0000 Payroll Adjustments 813 - - Salaries & Benefits 448,156 468,388 501,311 32,923
62000.0000 Utilities 76,789$ 77,305$ 93,305$ 16,000$ 62165.0000 Special Recreation Contract Services 4,405 14,000 14,000 62300.0000 Special Dept Supplies 11,933 12,043 12,043
62305.0000 Reimbursable Materials - 60,000 60,000 62310.0000 Office Supplies, Postage & Printing 2,403 3,200 3,200 62475.0000 Fund 532 Vehicle Equip Rental Rate 2,476 5,840 6,257 417 62496.0000 Fund 537 Computer System Rental 73,224 78,669 81,605 2,936 62685.0000 Holiday Decorations - City - 2,000 9,000 7,000 Materials, Supplies & Services 171,231 253,057 279,410 26,353 Total Expenses 619,387$ 721,445$ 780,721$ 59,276$
CHANGES FROM PRIOR YEAR
An additional $16,000 was added to the Utilities account to offset the rising costs. Funds in the amount of $7,000 were added to the Holiday Decorations account for the annual Rock-A-Hula and Egg-stravaganza community events.
Provide liaison support for the Senior Citizen Board.
OBJECTIVES
The Senior Recreation Program plans and provides a variety of recreation programs geared for adults ages 55 and older.
This program is housed at both the Joslyn Adult Center and Tuttle Center, and is responsible for the coordination, supervision, marketing, and administration of group activities, educational programs, day excursions, health education and screenings, special events, contract classes, and various recreational activities.
Provide 12 health screenings and 12 seminars annually.
Coordinate and conduct holiday and seasonal special events including the Spring Egg-Stravaganza.
Conduct 40 area programs and activities for adults 55 years of age and over.
Partner with 30 senior organizations to provide meeting rooms and programming opportunities.
Provide community education programs that focus on aging issues and provide resource and referral materials.
Provide 25 instructional and support programs annually.
Provide special events for Older Americans Month.
Coordinate the annual Burbank Senior Games.
Coordinate the holiday program for older adults and persons with disabilities.
Coordinate the selection and recognition for Older Americans Month and Senior Volunteer recognition.
Coordinate 50 fitness, dance, and wellness programs.
26 Community Services Division
Human Services Program
001.PR46A
EXPENDITURES
FY2022-23
BUDGET
FY2023-2
4 BUDGET
FY2024-25
CHANGE FROM
PRIOR YEAR
Staff Years 0.500 0.500 0.500
60001.0000 Salaries & Wages -$ 41,117$ 46,330$ 5,213 60012.0000 Fringe Benefits - 8,864 9,342 478 60012.1008 Fringe Benefits:Retiree Benefits - 431 513 82 60012.1509 Fringe Benefits:Employer Paid PERS - 4,021 4,452 431 60012.1528 Fringe Benefits:Workers Comp 494 362 519 157 60027.0000 Payroll Taxes Non-Safety - 596 672 76 Salaries & Benefits 494 55,391 61,828 6,437 62310.0000 Office Supplies, Postage & Printing -$ 100$ 100$ 62496.0000 Fund 537 Computer System Rental 16,165 19,989 32,902 12,913 Materials, Supplies & Services 16,165 20,089 33,002 12,913 Total Expenses 16,659$ 75,480$ 94,830$ 19,350$
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.