FY 2025-26 Proposed Budget — Burbank City Council, May 20, 2025 (part 2 of 2)

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Monitor existing covenants and outstanding loans and obligations. - Monitor funding availability to continue affordable housing developments and programs for low and moderate-income Oresidents.
- Utilize available funding to create affordable housing for the Burbank Workforce through mixed-use housing developments Othat revitalize neighborhoods with mixed-income households. - Expand our capacity to support the delivery of services that address the systemic issues surrounding homelessness. - Utilize the County's framework to implement the use of a cohesive and comprehensive system by connecting the homeless Oto services, service providers, case management, and housing. - Build
a multi-faceted partnership and strategy with residents, businesses, and service groups to engage homeless Oindividuals and families resistant to services.
- Create affordable housing for the Burbank Workforce by partnering with non-profit and for-profit organizations on residential Oand mixed-use development projects.

The Housing Authority, as the Successor Housing Agency, administers the Low and Moderate Income Housing Fund. In this capacity, the Housing Authority develops new affordable housing opportunities and preserves existing housing stock. The primary source of revenue for the fund includes program income from existing loans and grants and through debt reimbursement payments associated with the debt between the former Redevelopment Agency and the City. Since 1971, more than $103 million has been invested to create more than 1,600 affordable homes and in the process strengthened and improved neighborhoods, created jobs, built public infrastructure improvements, and enhanced the lives of countless families through its efforts. The goals of the housing programs are to ensure that there is a diverse mix of service-enriched housing; to preserve existing affordable housing; and to provide housing to special needs populations including, but not limited to, the elderly, persons with disabilities, large families, United States Veterans who are homeless or at risk of homelessness, and other vulnerable segments of the Burbank community. Finally, the Housing Authority continues to monitor existing affordable housing units, as monitoring efforts will preserve affordability and safeguard historical investments.

The Other Professional Services account was increased to $275,500 to pay for expenses related to increased monitoring costs and environmental reviews required for affordable housing projects. In FY 2025-26, staff will oversee the sixth Cycle Housing Element program. Additionally, staff will oversee the affordable housing agreements with developers.

Materials, Supplies & Services
Salaries & Benefits
$502,987 $413,507
$676,881
$583,137
FY 2024-25
$1,179,868
FY 2025-26
$996,644
Community Development Low and Moderate Income Housing Fund Summary 39 Low and Moderate Income Housing Fund
Affordable Housing Section
305.CD23A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY2023-24 FY2024-25 FY2025-26 PRIOR YEAR

2.950 2.950 2.450 (.500)
$ 225,353 $ 356,438 $ 279,040 $ (77,398)
45,746 68,575 54,367 (14,208)
1,676 3,025 2,400 (625)
24,572 34,254 26,174 (8,080)
2,875 3,992 3,544 (448)
33,867 29,735 43,036 13,301
900 1,800 900 (900)
4,806 5,168 4,046 (1,122)
10,727 - -
350,521 502,987 413,507 (89,480)
$ - $ 50,000 $ 50,000 $
88,714 275,000 275,000
- 75,000 50,000 (25,000)
401,429 150,000 50,000 (100,000)
35,000 - -
135,760 102,760 131,927 29,167
1,385 2,000 2,000
722 722 722
12,332 16,399 16,488 89
- - 2,000 2,000
3,930 5,000 5,000
679,272 676,881 583,137 (93,744)
Staff Years
60001.0000 Salaries & wages
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60012.1532 Fringe benefits:PERS One Time Pay
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62045.0000 Appraisal Services
62085.0000 Other Professional Services
62155.0000 Relocation & Negotiation
62170.0000 Private Contractual Services
62170.1001 Private Contractual Services:Temp
62235.0000 Services Of Other Depts - Indirect
62310.0000 Office supplies, postage & printing
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 1,029,793 $ 1,179,868 $ 996,644 $ (183,224)
40 Parking Authority Fund
Transportation Division
310.CD32A

OBJECTIVES
- Operate and maintain downtown public parking lots and structures. - Administer parking maintenance agreements including agreements for the Collection, Courthouse, A.P.X., Village Walk, 0 Gangi structures, Burbank Unified School District (BUSD) lot, and Downtown Public Facility Maintenance Assessment 0District Number 1.
- Manage permit parking programs including residential and commercial, City and private employee parking permits, valet 0operators, Large Non-Commercial Vehicle (LNCV) permits, and leased parking agreements. - Coordinate with the Police Department to provide parking and staging areas for filming activities in the Downtown Burbank 0area for the film permit program.
- Implement the City Council's adopted Parking Management Principles.

Established in 1970, the City of Burbank Parking Authority is administered by the Community Development Department.

The Parking Authority Fund was created for the acquisition, construction, maintenance, and operation of all City-owned or operated public parking lots and structures within the City of Burbank. Revenue sources include monthly parking permit fees, lease fees, the Downtown Public Facility Maintenance District levy, and various public-private parking agreements within the downtown area. Parking Authority Fund also oversees the paid parking program that was established for
Downtown Burbank, and that includes managing the paid parking operations, hardware, and software for the program.

Materials, Supplies & Services
Salaries & Benefits
$831,834
$1,385,900
FY 2024-25
$831,834
FY 2025-26
$1,475,486
Community Development Parking Authority Fund Summary

BUDGET BUDGETEXPENDITURES
FY2023-24 FY2024-25 FY2025-26

CHANGES FROM

PRIOR YEAR
$ 37,429 $ 64,212 $ 64,212 $
492,499 704,775 750,000 45,225
59,344 54,168 162,326 108,158
7,456 8,000 8,000
583 679 1,362 683
597,311 831,834 985,900 154,066
62000.0000 Utilities
62170.0000 Private Contractual Services
62235.0000 Services Of Other Dept - Indirect
62300.0000 Special Departmental Supplies
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses $ 597,311 $ 831,834 $ 985,900 $ 154,066
41 Parking Authority Fund
Parking Management
310.CD32C

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Implement the City Council's adopted Parking Management Principles. - Oversee the paid parking management program for Downtown Burbank. - Develop key parking management regulations and strategies regarding parking meter zones, time limits, parking fees, and time periods for efficient use of parking spaces.
- Monitor parking occupancy level goals as a key performance measure. - Establish consensus of parking management revenue policies. - Compare parking fees, technology solutions, and best practices from other jurisdictions. - Coordinate with Burbank Police Department to ensure compliance with parking management regulations.

This cost center was established in FY 2025-26 for the new parking management program. A new Parking Services Manager will support the ongoing efforts for parking management of parking leases, parking permits, and parking structures.

BUDGET BUDGETEXPENDITURES
FY2023-24 FY2024-25 FY2025-26

CHANGES FROM

PRIOR YEAR
- - 0.500 0.500
$ - $ - $ 68,773 $ 68,773
- 12,492 12,492
- 6,451 6,451
- 873 873
-
-
-
-
- 997 997
Staff Years
60001.0000 Salaries & wages
60012.0000 Fringe benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60027.0000 Taxes - non safety
Salaries & Benefits
- - 89,586 89,586
- $ - $ 400,000 $ 400,000
- - 400,000 400,000
62170.1020 Private Contractual Services:Parki $
Materials, Supplies & Services
Total Expenses - - $ 489,586 $ 489,586
42 General City Capital Project Fund
Grants
370.CD25A
Fund 370 was created to account for large one-time General City capital projects. The majority of the funding comes from contributions from the General Fund (Fund 001), as well as a variety of grant sources and restricted budgetary reserves.

Capital projects include funding for 2244 North Buena Vista Facility Improvements and the Homeless Solutions Center at 323 S. Front Street.

Capital Expenses
$4,029,579
FY 2025-26
$4,029,579
Community Development General City Capital Project Fund Summary 43 COMMUNITY DEVELOPMENT
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS STAFF YEARS CHANGES FROM FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
ADM ANALYST I (M) 3.590 3.590 3.000 (0.590)
ADM ANALYST II (M) 4.410 4.410 5.000 0.590
ADM OFCR 1.000 1.000 1.000
ASSOC PLNER 5.000 5.000 5.000
AST CD DIR-BLDG OFFICIAL 1.000 1.000 1.000

AST CD DIR-BUSINESS & ECONOMIC
DEV 1.000 1.000 2.000 1.000
AST CD DIR-TRANS&PLNG 2.000 2.000 2.000
AST PLNER 5.000 5.000 5.000
BLDG ADMINISTRATION MGR 1.000 1.000 1.000
BLDG INSPECTION MANAGER 1.000 1.000 1.000
BLDG INSP I 4.000 3.000 3.000
BLDG INSP II 4.000 6.000 5.000 (1.000)
BLDG INSP III 4.000 4.000 4.000
CD DIR 1.000 1.000 1.000
CLERICAL WKR 0.900 0.900 0.900
CODE COMPLIANCE INSP II - - 2.000 2.000
CODE COMPLIANCE MGR 1.000 1.000 1.000
ECONOMIC DEV MGR 1.000 1.000 1.000
EXEC AST 1.000 1.000 1.000
HSG AST 5.000 5.000 5.000
HSG AUTHORITY MGR 1.000 1.000 - (1.000)
HSG DEV MGR 2.000 2.000 3.000 1.000
HSG SPECIALIST 1.000 1.000 - (1.000)
HSG SRVS AST - 1.000 1.000
INTERMEDIATE CLK 5.000 5.000 6.000 1.000
PARKING ANALYST 1.000 1.000 1.000
PARKING PERMIT TECH - - 2.000 2.000
PARKING SRVS MGR - - 1.000 1.000
PERMIT CORD 2.000 2.000 2.000
PERMIT TECH 4.000 4.000 4.000
PLAN CHECK ENG 1.000 1.000 1.000
PLAN CHECK MGR 1.000 1.000 1.000
PLNG MGR 1.000 1.000 1.000
PLNG TECH 2.000 2.000 2.000
PRIN CLK 2.000 2.000 2.000
PRIN PLAN CHECK ENG 1.000 1.000 1.000
PRIN PLNER 3.000 3.000 3.000
PRIN TRANS PLNR - - 2.000 2.000
PROPOSED JOB - BCEA - 2.000 - (2.000)

REAL ESTA
TE&PROJ MGR 1.000 1.000 1.000
SOC SRVS SUPV - 1.000 1.000
44 COMMUNITY DEVELOPMENT
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS ST

AFF YEARS CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

SR ADM ANAL
YST (M) 3.000 4.000 3.990 (0.010)
SR CLK 1.000 1.000 1.000
SR CODE COMPLIANCE INSP 1.000 1.000 3.000 2.000
SR PLAN CHECK ENG 3.000 3.000 3.000
SR PLNER 5.000 3.100 3.000 (0.100)
SR TRANS PLNER 1.000 2.900 1.000 (1.900)
TRANS OPERATIONS SUPV 1.000 1.000 1.000
TRANS SCHEDULER 2.000 2.000 2.000

TRANS SR
VS DRIVER 9.383 9.383 9.380 (0.003)
TRANS SRVS MGR 1.000 1.000 1.000
T
OTAL STAFF YEARS 103.281 110.293 1

13.270 2.977
45 (This Page Left Intentionally Blank)
46 PUBLIC WORKS

MISSION STATEMENT

ABOUT PUBLIC WORKS
The Public Works Department plans, designs, builds, operates, and maintains the City's public works systems in a financially and environmentally responsible manner while responding to the community's changing needs.

Public Works consists of five divisions: Administration, Engineering Design and Construction, Fleet and Buildings Maintenance, Streets and Waste Management, and Water Reclamation and Sewer.

The Administration Division provides departmental support for project management, finances, safety, legislation, customer service, and employee relations.

The Engineering Design and Construction Division includes CIP and Inspection, Land Development and Permits, and Traffic Sections. The CIP and Inspection Section is primarily responsible for planning, designing, constructing, and monitoring the City's infrastructure improvements for streets, alleys, and sidewalks, overseeing all work in the public right-of-way for public safety, and adherence to City standards. The Traffic Section includes Traffic Engineering, Traffic Signal Maintenance, Traffic Sign Maintenance, and the Traffic Management Center. The Traffic Engineering Section oversees traffic capital improvement projects, traffic design, traffic control plan checking, development review, and traffic-related requests. Traffic Signal Maintenance oversees the maintenance/installation of traffic signal equipment, detection, and traffic cameras. The Signs and Painting Section oversees the installation/maintenance of traffic signs and markings on streets, curbs, crosswalks, and bikeways. The Traffic Management Center oversees the monitoring, operation, and synchronization of all the City's signalized intersections by using Intelligent Transportation System (ITS) devices connected to the City's high-speed fiber-optic network.

The Land Development and Permits Section is primarily responsible for the oversight of all work performed in the public right- of-way by others. The work includes planning, design review and permitting of major, discretionary, or ministerial/over-the- counter projects in coordination with other City Departments, as well as overseeing a myriad of private utility permits.

The Fleet and Buildings Maintenance Division maintains and repairs all City equipment and buildings except Fire Engines and Ambulances and BWP equipment/facilities. The Fleet Services Section repairs a diverse range of conventional and alternative-fueled vehicles and equipment, including the City's Compressed Natural Gas (CNG) infrastructure and underground fuel tanks. The Buildings Maintenance section consists of Facilities Maintenance and Custodial Services and is responsible for the operations, maintenance, upgrades, and repairs of all non-BWP City facilities. Facilities Maintenance provides construction and maintenance services for over 1.3M square feet of public space located within 146 buildings.

Custodial Services cleans and maintains 640,000 square feet of occupied space in 28 buildings.

The Streets and Waste Management Division includes Road and Parkway Maintenance, Weed Abatement, and Flood Control. This Division also oversees the Refuse Collection, Refuse Disposal (which includes Landfill Engineering and Operations), Recycling, and Street Sweeping sections, which are all part of the Refuse Enterprise Fund. The Roadway and Parkway Maintenance Section consists of three separate repair areas: Asphalt Crew, Concrete Crew, and General Maintenance. This section maintains streets, alleys, sidewalks, parking lots, overpasses, and underpasses throughout the City, coordinates the City's graffiti removal program, and oversees the citywide landscape maintenance contract. The Weed Abatement Section handles weed maintenance. The Flood Control Section is responsible for maintaining the City's flood control system, emergency flood response, debris removal, and flow abatement.

The Water Reclamation and Sewer Division includes the Engineering and Design, Industrial Waste Permitting and Inspection, Plant Operations and Maintenance, and Sewer Maintenance Sections. The Division is responsible for sewer design and construction, managing the operations of the City's wastewater treatment and reclamation plant, issuing sewer permits, establishing sewer fees, creating and updating the City's Sewer Master Plan and subsequently implementing recommended improvements based thereon, oversight of the City's stormwater program, and coordinating administrative activities with the City of Los Angeles, State, and Federal regulating agencies. 1 PUBLIC WORKS

DEPARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Y
ears 206.745 207.742 212.000 4.258
Salaries & Benefits $ 24,816,531 $ 28,873,186 $ 30,184,948 $ 1,311,763 Materials, Supplies & Services 51,513,821 52,847,637 53,617,490 769,853 Capital Assets 14,947,403 17,119,516 27,749,027 10,629,511 Capital Expenses 13.441,521 22,284,300 15,427,500 (6,856,800) TOTAL $ 104,719,276 $ 121,124,639 $ 126,978,965 $ 5,854,326 2 PUBLIC WORKS

DEPARTMENT SUMMARY
FY 2025-26: $ 126,978,96 5
001 - General Fund
108 - Measure M Transportation Fund
109 - Measure W Stormwater Fund
123 - Road Maintenance and Rehabilitation Fund
125 - State Gas Tax Fund
370 - General City Capital Project Fund
494 - Water Reclamation and Sewer Fund
498 - Refuse Collection and Disposal
532 - Vehicle Equipment Replacement Fund
534 - Municipal Infrastructure Fund
$ 20,360,666
$ 2,086,171
$ 637,572
$ 3,319,718
$ 2,626,624
$ 2,625,000
$ 30,732,030
$ 11,834,536
$ 23,923,688
$ 28,832,960
Capital Expenses
Materials, Supplies & Services
Salaries & Benefits
$13,153,710 $ 13,467,773
$7,362,047 $6,892,893
$11,404
FY 2024-25
$20,527,161
FY 2025-26
$20,360,666

GENERAL FUND SUMMARY
3 General Fund
Administration
001.PW11A

OBJECTIVES
- Coordinate interdivisional and interdepartmental activities and provide organizational analysis. - Assist with the preparation and processing of all Public Works agenda bills, staff reports, resolutions, ordinances, and oagreements for City Council.
- Provide research and analysis of Public Works legislation and major Public Works issues. - Coordinate departmental budget development and provide fiscal administration. - Assist the Financial Services Department with the preparation of the City's annual Capital Improvement Program, and the oPublic Works Department's operating and Enterprise budgets. - Coordinate and monitor progress toward achieving the Public Works Department Work Program goals. - Coordinate requests for public records.
- Prepare and track safety-related records such as safety shoe/eyeglass requisitions and invoices, review vehicular and oindustrial accident/illness incidents, open workers' compensation files, and assist in the implementation of the City's local oemergency action plan (LEAP).
- Respond to phone calls involving customer inquiries, complaints, and requests for additional services. - Respond to citizen notifications/complaints regarding illegally dumped items and possible hazards. - Use/monitor radio communications with field units for routine and emergency responses as necessary. - Process payroll, invoices, purchase orders, warehouse/purchase requisitions, budget transfers, and accounts receivable. - Process evaluations and step increases, and maintain divisional personnel records. - Provide meeting support to the Infrastructure Oversight Board. - Process correspondence, maintain records/files, and assist customers with information.

The Administration Division provides departmental support for administrative project management, finances, safety, legislation, customer service, and employee relations.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

9.635 9.785 9.785
$ 839,783 $ 1,195,740 $ 1,221,234 $ 25,494
45 1,000 1,000
145,052 213,582 236,563 22,981
6,891 7,727 7,960 233
70,585 114,911 113,205 (1,706)
14,464 20,138 20,201 63
140,651 201,009 139,194 (61,815)
1,039 - -
4,488 4,488 4,488
11,648 17,338 17,527 189
4,881 - -
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60022.0000 Car allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
1,239,526 1,775,933 1,761,372 (14,561)
4 General Fund
Administration
001.PW11A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
62170.0000 Private Contractual Services $ - $ 500 $ 500 $ 62220.0000 Insurance 27,232 29,504 38,142 8,638
62300.0000 Special Departmental Supplies 395 2,400 2,400 62310.0000 Office supplies, postage & printing 6,204 6,000 6,000 62420.0000 Books & periodicals - 400 400
62440.0000 Office Equip Maint & Repair - 1,500 1,500
62455.0000 Equipment rental 9,882 15,000 15,000
62470.0000 Fund 533 Office Equip Rental Rate 8,378 8,378 8,378 62485.0000 Fund 535 communications rental rate 42,034 42,034 42,034 62496.0000 Fund 537 computer system rental 326,547 196,280 361,321 165,041 62700.0000 Memberships & Dues 380 1,070 1,070
62710.0000 Travel - 2,000 2,000
62755.0000 Training - general 11,580 13,450 13,450
62895.0000 Miscellaneous expenses 1,886 2,000 2,000
Materials, Supplies & Services 434,518 320,516 494,195 173,679 Total Expenses $ 1,674,045 $ 2,096,449 $ 2,255,567 $ 159,118 5 Engineering Design and Construction

DIVISION SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 33.203 33.800 33.800
Salaries & Benefits $ 4,499,130 $ 5,376,899 $ 5,686,464 $ 309,565 Materials, Supplies & Services 1,368,483 1,473,746 1,680,836 207,090 Capital Expenses - 11,404 - (11,404)
TOTAL $ 5,867,613 $ 6,850,645 $ 7,367,300 $ 516,655
The Engineering Design and Construction Division includes the CIP and Inspection, Land Development and Permits, and Traffic Sections. The CIP and Inspection Section is responsible for planning, designing, and constructing projects that maintain and improve the City's horizontal and vertical infrastructure, overseeing all work in the public right-of-way for public safety, and adherence to City standards. The Traffic Section includes Traffic Engineering, Traffic Signal Maintenance, Signs and Painting, and the Traffic Management Center. The Traffic Engineering Unit oversees traffic capital improvement projects, traffic design, traffic control plan checking, development review, and traffic-related requests. The Land Development and Permits Section regulates all work performed in the public right-of-way, including new development. 6 General Fund
Engineering Design and Construction
CIP and Inspection Section
001.PW21A

OBJECTIVES
- Manage and deliver assigned capital improvement projects in accordance with the approved scope, budget, and schedule. - Provide timely engineering and administrative support to other City departments. - Respond to public inquiries and concerns on engineering matters. - Provide plan reviews and inspection of construction work in the public right-of-way. - Respond in a timely manner to citizen complaints of potential City code violations on or in public property under Public oWorks' purview. - Address unsafe or improper construction activities.

The CIP and Inspection Section programs, designs, constructs, and inspects projects to improve the public right-of-way and facilities. The Section will also assist with land development cases and permits review and processing.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

4.500 5.000
$ 671,467 $ 965,770 $ 999,388 $ 33,618
55,633 8,500 8,500
115,159 163,364 166,845 3,481
2,974 4,102 6,508 2,406
71,712 92,810 93,743 933
7,668 10,817 12,692 1,875
161,518 130,626 140,859 10,233
394 - -
10,745 14,004 14,614 610
27,537 - -
1,124,806 1,389,993 1,443,149 53,156
$ 98,809 $ 110,000 $ 110,000 $
60,046 62,984 89,351 26,367
128 5,000 5,000
1,000
800
61,309 47,322 (636)
4,926 4,926
65,982
- 1,000
- 800
47,958
4,926
71,433 102,346 30,913
360 2,000 2,000
2,000
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62420.0000 Books & periodicals
62455.0000 Equipment rental
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
5,103
- 2,000
9,500 9,500

5.000
3,589 10,100 10,100
300,253 327,701 384,345 56,644
$ - $ 11,404 $ - $ (11,404)
- 11,404 -
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
70023.0537 Capital contribution:Fund 537
Capital Expenses
Total Expenses $ 1,425,059 $ 1,729,098 $ 1,827,494 $
(11,404)
98,396
7 General Fund
Engineering Design and Construction
Land Development and Permits Section
001.PW21B

OBJECTIVES
- Respond in a timely manner to other departments, contractors, and the public on development, construction issues, and oother engineering matters concerning the public right-of-way and utility easements. - Maintain and update engineering records and City maps. - Issue and monitor permits for all work and encroachments in the public right-of-way. - Coordinate Department-wide responses to Development Reviews in a timely manner.

The Land Development and Permits Section regulates all work performed in the public right-of-way. This Section also maintains City records and files, including construction plans, survey data, and cadastral plat maps. This Section will also assist with CIP and Inspection services delivery. EXPENDITURES BUDGET BUDGET CHANGES FROM FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

8.300 8.300
$ 493,240 $ 796,383 $ 869,929 $ 73,546
143 - -
79,638 142,273 1
19,281 (22,992)
5,837 3,589 5,938 2,349
50,319 76,532 81,599 5,067
7,506 10,778 12,500 1,722
58,245 72,089 98,897 26,808
1 13 - -
7,077 1
1,548 12,614 1,066
6,296 - -
708,414 1,1
13,192 1,200,759 87,567
$ 171,156 $ 214,000 $ 214,000 $
282 5,000 5,000
13,106 23,259 15,912 (7,347)
82,692 85,902 99,480 13,578
180 3,350 3,350
77 550 550
267,493 332,061 338,292 6,231
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 975,907 $ 1,445,253 $ 1,539,051 $ 93,798

8.300
8 General Fund
Engineering Design and Construction
Traffic Section
001.PW22A

OBJECTIVES
- Oversee, manage, and administer traffic related capital improvement projects. - Manage and deliver assigned capital improvement projects in accordance with the approved scope, budget and schedule. - Oversee and manage databases for traffic and speed surveys. - Monitor and manage traffic flow throughout the City.
- Plan check traffic designs for all projects.
- Review and approve traffic control plans and excavation permits. - Review and approve traffic related elements for private developments. - Receive, investigate, and resolve traffic-related requests. - Coordinate with the Community Development Department on transportation plans and projects. - Provide support to various agencies, entities, and departments. - Coordinate with other departments to develop City policies and procedures. - Coordinate with the Burbank Police Department on traffic circulation issues and complaints. - Prepare and review traffic-related studies and investigations.

The Traffic Engineering Section oversees traffic capital improvement projects, traffic designs, traffic control plan checking, development reviews, traffic-related concerns from the public, and provides traffic-related support to other Departments and entities.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

5.403 5.500
$ 482,446 $ 577,701 $ 633,419 $ 55,718
71,623 90,559 87,224 (3,335)
3,478 3,660
50,658 55,517
- 3,660
59,415 3,898
4,616 6,470 8,044 1,574
69,481 80,299 98,665 18,366
7,150 8,377 9,185 808
15,758 - -
705,212 818,923 899,612 80,689
$ 23,045 $ 25,000 $ 25,000 $
50,589 40,860 50,147 9,287
4,810 7,500 7,500
13,502 14,223 14,223
82,100 93,878 105,915 12,037
945 1,000 1,000
437 500 500
Staff Years
60001.0000 Salaries & wages
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62755.0000 Training - general
62830.0000 Bank service charges
- 200 200

5.500
1,497 4,000 4,000
176,925 187,161 208,485 21,324
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses $ 882,137 $ 1,006,084 $ 1,108,097 $ 102,013 9 General Fund
Engineering Design and Construction
Signs and Painting Section
001.PW22B

OBJECTIVES
- Administer traffic marking and sign maintenance programs. - Maintain and install street sweeping and parking signs. - Maintain and install traffic regulatory and warning signs. - Maintain and install curb markings and traffic striping. - Maintain and install pavement markings (words and symbol legends). - Install signs for new parking restrictions and traffic control regulations. - Collect traffic counts and vehicle speeds.
- Manage and respond to traffic marking and sign requests. - Provide support to various other departments.
- Provide emergency response and special events support.

The Signs and Painting Section oversees the installation/maintenance of traffic signs and markings on streets, curbs, crosswalks, and bikeways.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

6.000 6.000 6.000
$ 327,296 $ 437,241 $ 477,752 $ 40,511
13,526 3,061 3,061
91,215 113,090 124,984 11,894
4,740 4,881
34,245 42,019 2,794
27,447 42,675 (7,560)
67,796 67,310
- 4,881
44,813
35,115
67,811 501
5,069 6,340 6,972 632
16,581 - -
587,916 711,736 765,389 53,653
$ 4,332 $ 5,000 $ 5,000 $
57,023 55,000 55,000
1,677 2,000 2,000
88,716 107,153 96,054 (11,099)
44,078 43,321 57,772 14,451
200 3,000 3,000
737 1,200 1,200
3,261 3,000 3,000
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62405.0000 Uniforms & tools
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62840.0000 Small tools
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
200,025 219,674 223,026 3,352
Total Expenses $ 787,941 $ 931,410 $ 988,415 $ 57,005
10 General Fund
Engineering Design and Construction
Traffic Signal Maintenance
001.PW22D

OBJECTIVES
- Administer traffic signal maintenance programs.
- Maintain traffic signals, detectors, traffic cameras, and changeable message signs. - Respond to and repair emergency traffic signal malfunctions. - Replace damaged poles, wiring, and equipment.
- Inspect traffic signal construction projects.
- Coordinate traffic system operations and maintenance with Traffic Management Center staff. - Provide support for emergency response and special events. - Provide support to other departments and agencies.
- Manage and respond to concerns regarding traffic signal issues.

The Traffic Signal Maintenance Section oversees the City's traffic signal network and infrastructure which includes maintenance/installation of traffic signal equipment, detection, electronic information signs, and traffic cameras.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

6.000 6.000 6.000
$ 482,024 $ 503,291 $ 513,723 $ 10,432
53,969 24,618 24,618
70,284 114,066 103,383 (10,683)
4,740 4,881
43,237 48,366 56
23,050 35,578 (7,084)
67,674 72,231
- 4,881
48,422
28,494
84,671 12,440
225 - -
1,500 1,000 2,500 1,500
8,045 7,298 7,842 544
21,786 - -
776,534 806,448 818,534 12,086
$ 94,547 $ 91,331 $ 91,331 $
3,010 7,000 7,000
5,676 2,500 2,500
35,066 40,000 40,000
2,589 3,000 3,000
117,977 79,653 154,731 75,078
6,157 6,157 6,157
54,200 49,923 73,846 23,923
2,205 3,000 3,000
2,713 7,500 7,500
2,942 3,500 3,500
327,082 293,564 392,565 99,001
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:W orkers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 W ellness program reimbursement
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62000.0000 Utilities
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62405.0000 Uniforms & tools
62475.0000 Fund 532 vehicle equipment rental

62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62840.0000 Small tools
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses $ 1,103,616 $ 1,100,012 $ 1,211,099 $ 111,087 11 General Fund
Engineering Design and Construction
Traffic Management Center
001.PW22H

OBJECTIVES
- Oversee and manage the Traffic Management Center in Burbank. - Monitor and adjust signal timing for the City's traffic signal network. - Develop, install, and maintain efficient traffic signal synchronization plans. - Assistance in the maintenance and operation of the City's traffic signal network. - Upgrade and integrate traffic signal devices to the City's fiber optic network. - Provide support to capital improvement and development projects. - Coordinate traffic signal timing with the County and neighboring cities. - Provide support to other departments.
- Manage and review concerns regarding traffic signal timing issues. - Manage public record requests for traffic signals.

The Traffic Management Center oversees the monitoring, operation, and synchronization of all the City's signalized intersections by using Intelligent Transportation System (ITS) devices connected to the City's high speed fiber optic network.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

3.000 3.000 3.000
$ 403,092 $ 358,606 $ 358,593 $ (13)
3,863 - -
78,311 59,981 78,452 18,471
2,370 2,440
37,426 34,462 (826)
5,752 7,820 (576)
56,042 70,076
- 2,440
33,636
7,244
73,456 3,380
225 - -
- (462)
5,891
- 462
5,200 5,200
3,276 - -
596,247 536,607 559,021 22,414
$ 11,263 $ 30,000 $ 30,000 $
18,149 13,000 13,000
62,964 60,085 80,623 20,538
- 2,000
- 2,500
4,330
2,000
2,500
6,000 6,000
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe
benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62840.0000 Small tools
62895.0000 Miscellaneous expenses
Materials, Supplies & Services 96,706 113,585 134,123 20,538 Total Expenses $ 692,953 $ 650,192 $ 693,144 $ 42,952
12 Streets and Waste Management
The Streets and Waste Management Division includes the Road and Parkway Maintenance Section, Weed Abatement Section, and Flood Control Section. The Streets and Waste Management Division also oversees the removal of graffiti and a citywide contract for landscape maintenance of medians, streetscapes, and bike paths. The Refuse Collection and Disposal Section is handled through the Enterprise Fund 498.

DIVISION SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 10.150 10.150 10.150
Salaries & Benefits $ 1,052,053 $ 1,161,489 $ 1,241,192 $ 79,703 Materials, Supplies & Services 3,321,482 3,532,663 2,575,195 (957,468) TOTAL $ 4,373,535 $ 4,694,152 $ 3,816,387 $ (877,765)
13 Streets and Waste Management
Roadway and Parkway Maintenance
Section
001.

PW32A

OBJECTIVES
- Clean up drains, channels, catch basin inlets, pedestrian tunnels, over/underpasses, parking lots, and designated oproperties at locations across the City.
- Remove and reconstruct damaged concrete sidewalks, driveways, curbs, and gutters. - Oversee the Citywide graffiti removal contract.
- Manage the Citywide landscape maintenance contract.

The Roadway and Parkway Maintenance Section consists of three separate repair areas: Asphalt Crew, Concrete Crew, and General Maintenance. This Section maintains streets, alleys, sidewalks, parking lots, overpasses, and underpasses throughout the City.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

9.350 9.350 9.350
$ 574,708 $ 633,793 $ 688,910 $ 55,117
24,862 5,080 5,080
126,629 172,537 176,285 3,748
7,456 9,588 7,606 (1,982)
57,565 60,907 64,620 3,713
39,934 61,858 50,635 (11,223)
97,392 91,927 113,143 21,216
293 - -
8,722 9,190 10,063 873
9,839 - -
947,399 1,044,880 1,116,342 71,462
$ 206,579 $ 270,000 $ 270,000 $
461,106 639,100 639,100
1,648,367 1,643,803 582,398 (1,061,405)
254,926 203,533 203,533
11,440 11,500 11,500
530,282 544,994 667,468 122,474
67,856 67,856 67,856
39,851 45,252 44,829 (423)
- 374
- 2,150
4,775
374
2,150
7,100 7,100
3,225,182 3,435,662 2,496,308 (939,354)
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursemen t
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62000.0000 Utilities
62170.0000 Private Contractual Services
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62405.0000 Uniforms & tools
62475.0000 Fund 532 vehicle equipment rental

62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
Materials, Supplies & Services
Total Expenses
$ 4,172,581 $ 4,480,542 $ 3,612,650 $ (867,892)
14 Streets and Waste Management
Weed Abatement Section
001.PW32B

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Safely complete the citywide weed control program.
- Administer anti-litter and litter nuisance programs.
- Maintain an effective weed abatement program and provide the necessary notification to property owners of the related oregulations.

The Weed Abatement Section handles the City's weed removal from sidewalks, alleys, and private property. This Section is responsible for administering weed abatement.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

0.200 0.200 0.200
$ 20,871 $ 20,078 $ 20,078 $
1 12 106 106
5,392 3,760 5,529 1,769
158 205 163 (42)
1,989 1,929 1,883 (46)
1,238 1,960 1,476 (484)
3,816 3,570 3,899 329
45 - -
301 291 293 2
267 - -
34,189 31,899 33,426 1,527
$ - $ 32,000 $ 32,000 $
4,976 440 440
1,236 - -
825 880 929 49
7,037 33,320 33,369 49
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses
$ 41,227 $ 65,219 $ 66,795 $ 1,576
15 Streets and Waste Management
Flood Control Section
001.PW32D

OBJECTIVES
- Clean storm drains, storm drain easements, and debris basins in accordance with State requirements. - Clean mudslides, rocks, and debris from streets during and after heavy rainstorms. - Procure sandbags for emergency water diversion
The Flood Control Section is responsible for managing the City's flood control efforts involving the following tasks: emergency flood response, placing sandbags, offering free sandbags to residents during emergencies, cleaning storm drains and storm drain easements, and cleaning up mudslides, rocks, and debris from streets/debris basins.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

0.600 0.600 0.600
$ 42,561 $ 51,585 $ 56,348 $ 4,763
3,423 2,943 2,943
7,088 11,504 12,588 1,084
544 615 488 (127)
4,470 4,957 5,285 328
3,059 5,035 4,142 (893)
6,941 7,323 8,770 1,447
692 748 860 112
1,687 - -
70,465 84,710 91,424 6,714
$ 53,000 $ - $ - $
5,959 34,000 34,000
27 8,827 8,827
27,761 18,239 - (18,239)
2,516 2,615 2,691 76
89,263 63,681 45,518 (18,163)
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies

62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses $ 159,728 $ 148,391 $ 136,942 $ (11,449) 16 Fleet and Building Maintenance

DIVISION SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 34.940 34.940 34.940
Salaries & Benefits $ 3,214,345 $ 3,914,747 $ 3,870,933 $ (43,814) Materials, Supplies & Services 2,427,379 1,711,028 1,868,072 157,044 TOTAL $ 5,641,724 $ 5,625,775 $ 5,739,005 $ 113,230
The Fleet and Buildings Maintenance Division operates, maintains and repairs all non-BWP, City-owned equipment and buildings. The Fleet Services Section repairs a diverse range of conventional and alternative fueled vehicles and equipment.

This Section also maintains the
physical infrastructure for the City's vehicle fueling systems, which includes citywide underground fuel storage tanks and Compressed Natural Gas (CNG) and Hydrogen fueling stations. Funding for the Fleet is provided via the Internal Services Fund 532. The Buildings Maintenance Section consists of Facilities Maintenance and Custodial Services and manages the maintenance, repairs, and life cycle replacements of all non-BWP, City-owned facilities, and infrastructure.
17 Fleet and Building Maintenance
Facilities Maintenance Section
001.PW33A

OBJECTIVES
The Public Works Facilities Maintenance Division oversees a variety of projects related to the improvement of existing municipal facilities and general infrastructure. These accounts support salaries, utilities, uniforms, training, and internal charges for the Facilities Maintenance Section, including the Construction and Maintenance, Carpentry, and Paint crews.

Funding for Materials, Supplies, and Services (MS&S) of the work performed by this Section is included in the Internal Services Fund 534 budget.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

14.940 14.940 14.940
$ 1,267,608 $ 1,273,165 $ 1,296,042 $ 22,877
103,473 66,733 66,733
244,001 282,978 298,331 15,353
11,942 14,295 12,153 (2,142)
118,794 122,351 121,569 (782)
67,172 102,442 79,906 (22,536)
215,941 241,365 233,157 (8,208)
1,456 -
19,705
- 381
18,461 19,760
-
- (381)
1,299
20,698 - -
2,070,791 2,122,171 2,127,651 5,480
$ 631,850 $ 752,008 $ 752,008 $
6,790 6,200 6,200
161,637 158,542 161,721 3,179
81,816 81,816 81,816
95,073 97,869 120,757 22,888
6,036 5,500 5,500
983,203 1,101,935 1,128,002 26,067
Support salaries, utilities, uniforms, and training.

62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
Materials, Supplies & Services
Total Expenses $ 3,053,994 $ 3,224,106 $ 3,255,653 $ 31,547 18 Fleet and Building Maintenance
Custodial Services Section
001.PW33B
The Custodial Services Section is responsible for cleaning City buildings.

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide housekeeping services, including vacuuming, mopping, dusting, sweeping, buffing floors, and emptying trash. - Provide sanitary cleaning services for restrooms.
- Provide service of delivering special mail.
- Provide building security lock-up service.
- Provide furniture set-up for meetings and other events. - Provide trash, organics, and recycling container servicing. - Provide trash, organics, and recycling container servicing.

The Special Department Supplies budget was increased by 16 percent due to the rise in the cost of custodial supplies used in all facilities maintained by the City. The Private Contractual line item was increased by 31 percent due to the minimum wage increase for temporary staff hired to fill vacancies, support summer programs, and provide specialized cleaning services in facilities citywide.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

20.000 20.000 20.000
$ 641,685 $ 1,068,526 $ 1,052,594 $ (15,932)
65,361 14,215 14,215
151,884 364,838 351,230 (13,608)
15,870 20,509 16,269 (4,240)
60,192 102,685 98,733 (3,952)
65,093 104,288 77,366 (26,922)
131,517 102,021 117,407 15,386
1,463 - -
10,240 15,494 15,469 (25)
250 - -
1,143,554 1,792,576 1,743,282 (49,294)
$ 38,330 $ 317,809 $ 417,809 $ 100,000
1,107,321 - -
182,507 165,000 180,000 15,000
2,838 4,500 4,500
1,601

Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62170.1001 Private Contractual Services:Temp
62300.0000 Special Departmental Supplies
62405.0000 Uniforms & tools
62435.0000 General equipment maintenance
62475.0000 Fund 532 vehicle equipment rental
23,266
- 1,601
22,478 30,944 8,466
89,915 94,205 101,716 7,511
- 3,500 3,500
1,444,176 609,093 740,070 130,977
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
Materials, Supplies & Services
Total Expenses $ 2,587,730 $ 2,401,669 $ 2,483,352 $ 81,683 19 Field Services Administration
001.PW35A

OBJECTIVES
The Field Services Administration Section provides customer service support and administrative services for the Streets and Waste Management Division and the Fleet and Buildings Division.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

5.300 5.050 5.050
$ 575,171 $ 603,482 $ 596,310 $ (7,172)
1,820 3,055 3,055
78,664 105,583 112,024 6,441
5,031 5,435 4,108 (1,327)
58,945 57,995 55,934 (2,061)
9,174 12,612 11,570 (1,042)
95,452 127,730 116,121 (11,609)
8,411 8,750 8,691 (59)
5,550 - -
838,218 924,642 907,813 (16,829)
$ - $ 1,000 $ 1,000 $
- 15,000
309,754 136,926 102,080
- (15,000)
(34,846)
77 400 400
30,550 16,752 16,752
221 3,000 3,000
2,000
32,532 35,803 7,525
27,174 27,174
68,651
- 2,000
28,278
27,174
84,634 77,456 (7,178)
- 330
- 2,900
463
330
2,900
5,700 5,700
469,422 324,094 274,595 (49,499)
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62170.1019 Private Contractual Services:Sustain
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62440.0000 Office Equip Maint & Repair
62455.0000 Equipment rental
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
Materials, Supplies & Services
Total Expenses
$ 1,307,639 $ 1,248,736 $ 1,182,408 $ (66,328)
- Process correspondence, maintain records/files, and assist customers - Respond to phone calls involving customer inquiries, complaints, and requests for services - Respond to phone calls involving customer inquiries, complaints, and requests for services - Use/monitor radio communications with field units for routine and emergency response as necessary. - Maintain files on anti-litter ordinance violations and prepare notices to property owners not in compliance - Process evaluations and step increases, and maintain divisional personnel records - Process and track invoices and maintain financial records - Maintain tonnage records of solid waste materials deposited at the City landfill, as well as diversion of recycled materials otires, asphalt and concrete materials, scrap metal, and green waste; prepare interdepartmental invoices; and process all oregulatory fees.
- Maintain daily computer updates for all residential, commercial, and special horse services refuse accounts - Schedule and maintain records of bulky collection requests and graffiti removal requests. - Handle delivery and pick-up of uniforms for all Public Works employees; maintain the records and resolve uniform issues. - Prepare and process special projects as needed
- Provide meeting support to the Sustainable Burbank Commission - Prepare and track safety-related records such as vehicular and industrial accident/illness incidents, claims/complaints, oopen workers' compensation files, and other reports.
20 Measure M Transportation Fund
CIP and Inspection Section
108.PW21A
Capital Expenses
Materials, Supplies & Services
$36,171
$2,050,000
FY 2024-25
$3,119,659
FY 2025-26
$2,086,171
Measure M is the fourth of four ½ cent sales taxes approved by Los Angeles County voters in 2016 to provide public transportation improvements. This program provides funding for roadway-related capital improvement projects administered by the Public Works Department.

Measure M funds will be combined with other funding sources and applied to construction-related activities for the repair and rehabilitation of the City's streets, alleys, concrete sidewalks, curbs, gutters, and pedestrian ramps. These improvements will take place on the City's local/residential streets as well as collectors and arterials.

Public Works Measure M Transportation Fund Summary

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY FY 2024- 5- FY FY 202

CHANGES FROM

PRIOR YEAR
$ 11,722 $ 19,659 $ 36,171 $ 16,512
11,722 19,659 36,171 16,512
$ 520,991 $ 3,100,000 $ 2,050,000 $ (1,050,000)
520,991 3,100,000 2,050,000 (1,050,000)
62235.0000 Services Of Other Departments
Materials, Supplies & Services
70002.0000 Street improvements
Capital Expenses
Total Expenses $ 532,713 $ 3,119,659 $ 2,086,171 $ (1,033,488) 25 26
$3,100,000
$19,659
21 Measure W Stormwater Fund
Sewer Engineering & Design
109.PW23A
Measure W is the Los Angeles County Safe, Clean Water Municipal Program (SCW) special parcel tax approved by voters in 2018 to augment efforts to capture, treat, and recycle stormwater.

Measure W will fund infrastructure projects to capture, treat, infiltrate, and recycle stormwater. Improvements will strengthen the capacity to improve water quality and increase water supplies, as well as reduce pollution from urban runoff. Measure W will also create funding for stormwater cleanup required by federal law.

Capital Expenses
Materials, Supplies & Services
Salaries & Benefits
$174,940 $182,572
$455,000 $455,000
$492,200
FY 2024-25
$1,122,140
FY 2025-26
$637,572
Public Works Measure W Stormwater Fund Summary

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY FY 2024- FY FY 2025-

CHANGES FROM

PRIOR YEAR

1.000 1.000
$ 80,268 $ 130,630 $

1.000
125,702 $ (4,928)
13,399 21,821 24,294 2,473
577 205
813 608
8,342 12,554 11, 791 (763)
987 1,463 1,596 133
392 6,373 16,553 10,180
1,118 1,894 1,823 (71)
105,083 174,940 182,572 7,632
$ 47,411 $ 160,000 $ 160,000
25,000
97,831
- 25,000
150,000 150,000
- 50,000
- 1,000
44,169
50,000
1,000
55,000 55,000
2,000
28 - 2,000
12,000 12,000
189,440 455,000 455,000
$ - $ 492,200 $ - $ (492,200)
- 492,200 -
Staff Years
60001.0000 Salaries & wages
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60027.0000 Taxes - non safety
Salaries & Benefits
62085.0000 Other Professional Services
62140.0000 Special Services
62170.0000 Private Contractual Services
62435.0000 General equipment maintenance
62700.0000 Memberships & Dues
62735.0000 Emission credits
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
71000.0000 Infrastructure improvements
Capital Expenses
Total Expenses
$ 294,523 $ 1,122,140 $ 637,572 $
(492,200)
(484,568)
25 26
22 Road Maintenance and Rehabilitation Fund
CIP and Inspection Section
123.PW21A

CHANGES FROM PRIOR YEAR
The Road Maintenance and Rehabilitation Fund (RMRA) addresses deferred maintenance on the local street and road system. This program, administered by the Public Works Department, provides funding for basic road maintenance, rehabilitation, and critical safety projects through the use of gas tax revenues and the Transportation Improvement Fee that took effect on January 1, 2018.

RMRA funds will be combined with other funding sources and applied to construction-related activities for the repair and rehabilitation of the City's streets, alleys, concrete sidewalks, curbs, gutters, and pedestrian ramps. These improvements will take place on the City's local/residential streets as well as collectors and arterials. $3,300,000 was allocated for the FY 2025-26 Annual Residential Pavement Rehabilitation project.

Capital Expenses
Materials, Supplies & Services$3,300,000
Public Works Road Maintenance and Rehabilitation Fund Summary

BUDGET BUDGETEXPENDITURES
FY 2023-24 Y 2024- FY F 5- FY FY 202

CHANGES FROM

PRIOR YEAR
$ $ 20,136 $ 19,612 $ (524)-
102 106 4
- 20,238 19,718 (520)
$ 2,288,108 $ 3,000,000 $ 3,300,000 $ 300,000
2,288,108 3,000,000 3,300,000 300,000
62235.0000 Services Of Other Departments
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
70002.0000 Street improvements
Capital Expenses
Total Expenses $ 2,288,108 $ 3,020,238 $ 3,319,718 $ 299,480 25 26
FY 2025-26
$3,319,718
$3,000,000
$19,718
FY 2024-25
$3,020,238
$20,238
-
23 State Gas Tax Fund
CIP and Inspection Section
125.PW21A/E/PW22A/PW32A
This Fund provides for the construction and maintenance of part of the City's street system, including traffic signals and lighting. The Public Works Department administers this fund. Specific project information is available in the City's annual Capital Improvement Program (CIP) Budget document.

Gas Tax funds will be combined with other funding sources and applied to construction-related activities for the repair and rehabilitation of streets, alleys, concrete sidewalks, curbs, gutters, and pedestrian ramps. Gas Tax funds are also applied to the maintenance of traf
fic signals and regulatory guide signs. These improvements will take place on the City's local/residential streets as well as collectors and arterials.

Capital Expenses
Materials, Supplies & Services
Salaries & Benefits
$2,172,869 $2,285,808
$1,900,000
FY 2024-25
$4,395,716
FY 2025-26
$2,626,624
Public Works State Gas Tax Fund Summary
$322,847 $340,816
24 State Gas Tax Fund
CIP and Inspection Section

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

16.000
$ 1,307,311 $ 1,347,149 $

1,449,389 $ 102,240
41,264 - -
251,323 289,865 292,323 2,458
13,233 16,408 12,202 (4,206)
135,914 129,462 135,953 6,491
52,544 81,397 68,825 (12,572)
200,875 209,854 266,501
39,600
506 -
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60012.1532 Fringe benefits:PERS One-Time
60015.0000 Wellness program reimbursement
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62235.0000 Services Of Other Departments
62240.0000 Services Of Other Departments
62300.0000 Special Departmental Supplies
62435.1003 General equipment maintenance
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
70002.0000 Street improvements
Capital Expenses
Total Expenses
125.PW21A/E/PW22A/PW32A

16.000 16.000
-
19,881 19,534 21,016
(39,600)
47,632 - -
2,110,084 2,172,869 2,285,808 112,939
$ $ 103,053 $ 117,525
3 66,318
153,000
69,443 3,494
316,944 322,847 340,816 17,969
$ 119,108

$ 1,900,000 $ -

$ (1,900,000)
119,108 1,900,000 -
$ 2,546,136

$ 4,395,716 $ 2,626,624 $
(1,900,000)
(1,769,092)
79,20039,600
1,482
56,647
144,048
106,578
845
65,949
153,000
848
25 Parking Authority Fund
Parking Authority
310.PW22F
Established in 1970, the City of Burbank Parking Authority is administered by the Community Development Department. The Parking Authority Fund was created for the acquisition, construction, maintenance, and operation of all City-owned or operated public parking lots and structures within the City of Burbank. Revenue sources include monthly parking permit fees, lease fees, the Downtown Public Facility Maintenance District levy, and various public-private parking agreements within the downtown area. This section accounts for Parking Authority activities associated with the Public Works Department.

EXPENDITURES
FY 2023-24

BUDGET BUDGET
FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
$ 5,891 $ - $ -
5,891 - -
70019.0000 Building improvements
Capital Expenses
Total Expenses $ 5,891 - -
26 General City Capital Project Fund
Traffic Section
370.PW ALL

CHANGES FROM PRIOR YEAR
Fund 370 was created to account for large or one-time General City capital projects. The majority of the funding comes from contributions from the General Fund (Fund 001), as well as a variety of grant sources and restricted budgetary reserves. This section supports Fund 370 related activities for the Public Works Department. $2,625,000 was allocated for the Interstate-5 Arterial Phase 3, Victory Boulevard Signal Synchronization, and McCambridge Park Stormwater Capture Multi-Benefit projects.

Capital Expenses
$2,625,000
FY 2024-25
-
Public Works General City Capital Project Fund Summary

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY F 4- Y 202 5- Y 202 FY F

CHANGES FROM

PRIOR YEAR
$ 1,463,840 $ $ 1,625,000 $ 1,625,000
2,172,653
70002.0000 Street improvements
70019.0000 Building improvements
71000.0000 Infrastructure improvements
Capital Expenses
Total Expenses $ 2,172,653
1,226,973
25 26
683,765
25,048 1,000,000
2,625,000 $$$
-
-
1,398,027
1,398,027
1,398,027
FY 2025-26
$2,625,000$1,398,027
$1,398,027
(1,398,027)
1,000,000
2,625,000
1,226,973
27 Vehicle Equipment Replacement Fund
Equipment Maintenance
532.PW All
This Fund provides for the replacement, repair, and maintenance of all motorized equipment. This includes refuse, utility, police, and light duty vehicles, and small equipment such as mowers and chainsaws. The Capital Outlay Vehicles account reflects the cumulative dollars identified for vehicle replacement in the Fiscal Year 2025-26.

Capital Assets
Materials, Supplies & Services
Salaries & Benefits
$1,857,816 $1,916,099
$8,351,181 $9,226,694
$8,443,790
$12,780,895
FY 2024-25
$18,652,787
FY 2025-26
$23,923,688
Public W
orks Vehicle Equipment Replacement Fund Summary

CHANGES FROM PRIOR YEAR
In this fiscal year, the maintenance of 25 light-duty vehicles moved from the Fire Department to the Public Works Fleet.

Funding remains in the 532 Fire account. $600,000 was allocated for Vehicle Lift Equipment Modernization. $700,000 is budgeted for the replacement of underground fuel storage tanks at Fire Stations 12 and 16. $11,480,895 has been allocated to the scheduled replacement of fully depreciated vehicles. 28 Vehicle Equipment Replacement Fund
Equipment Maintenance
532.PW All

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

13.650 13.65013.650
$ 980,859 $ 1,121,033 $ 1,195,610 $ 74,577
21,411 9,000 9,000
195,895 272,848 286,973 14,125
10,109 12,972 11,103 (1,869)
96,613 107,731 112,595 4,864
47,955 72,847 60,874 (11,973)
173,008 189,330 189,745 415
27,900 55,800 27,900 (27,900)
902 - -
3,685 - 4,763 4,763
14,741 16,255 17,536 1,281
29,212 - -
1,602,290 1,857,816 1,916,099 58,283
$ 152,839 $ 234,767 $ 234,767
88,393 169,400 169,400
137,555 149,695 191,196 41,501
878,878 902,133 1,047,309 145,176
- 844 847 3
26,746 40,000 40,000
6,840 8,877 8,877
1,878,817 2,117,500 2,117,500
162
27,000 27,000
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60012.1532 Fringe benefits:PERS One Time Pay
60015.0000 Wellness program reimbursement
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62000.0000 Utilities
62170.0000 Private Contractual Services
62220.0000 Insurance
62235.0000 Services Of Other Departments
62240.0000 Services Of Other Departments
62300.0000 Special Departmental Supplies
62405.0000 Uniforms & tools
62430.0000 Auto equipment maintenance & repair
62435.0000 General equipment maintenance
62450.0000 Building grounds maintenance
62455.0000 Equipment rental
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62645.0000 Strong motion education

62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62780.0000 Fuel - oil
62875.0000 Judgements - uninsured losses
63010.0000 Depreciation expense-Infrastructure
63015.0000 Depreciation expense-Machinery
63035.0000 Depreciation expense-Vehicles
63131.1002 Overhead recovery:Warehouse
63310.0000 Inventory overhead
Materials, Supplies & Services
60,000
106,054
- 60,000
137,564 140,436 2,872
15,752 15,752 15,752
112,171 109,676 129,074 19,398
562
-
-
275 800 800
2,000
34,682
- 2,000
35,000 35,000
1,545,379 1,911,800 1,911,800
50,000
127,716 111,423 (705)
40,584
- 50,000
112,128
255,371 255,276 (95)
1,655,937 1,970,874 2,638,237 667,363
25,664 - -
35,052 40,000 40,000
6,875,469 8,351,181 9,226,694 875,513
5,411
-
29 Vehicle Equipment Replacement Fund
Equipment Maintenance
532.PW All

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
25,314 - -
13,162 700,000 600,000 (100,000)
1,984,946 7,543,790 11,480,895 3,937,105
2,135,596 8,443,790 12,780,895 4,337,105
$ (118,544) $ - $ -
(118,544) - -
15032.0000 Infrastructure-work in progress
15041.0000 Machinery and equipment-clearing
15042.0000 Machinery and equipment-work
15101.0000 Vehicles - clearing
Capital Assets
70019.0000 Building improvements
Capital Expenses
Total Expenses $ 10,949,811 18,652,787 23,923,688$ 5,270,901 $ 112,174 $ 200,000 $ 700,000 $ 500,000
$ $
30 Municipal infrastructure Fund
The Municipal Infrastructure Fund provides for the maintenance and replacement of the City's infrastructure (non-enterprise).

The Public Works Department administers this Fund, in direct collatoboration with all City departments. Funding for the Municipal Infratstructure Fund comes from an annual contributiion from the GeneraFund, as well as 50 percent of the Measure P sales tax approved on November 6, 2018.

Capital Expenses
Materials, Supplies & Services
$4,283,152 $4,611,761
$12,382,669
$7,222,775
FY 2024-25
$16,665,821
FY 2025-26
$11,834,536
Public Works Municipal infrastructure Fund Summary

FUND SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 4,888,395 $ 4,283,152 $ 4,611,761 $ 328,609
8,453,315 12,382,669 7,222,775 (5,159,894)
$ 13,341,710 $ 16,665,821 $ 11,834,536 $ (4,831,285)
Capital Expenses
Materials, Supplies & Services
TOTAL
31 Municipal Infrastructure Fund
CIP and Inspection Section
534.PW21A
Public Works Street Design and Construction Section programs, designs, and constructs projects to resurface/reconstruct deteriorated streets, alleys, and concrete citywide.

This account provides funding to improve streets, sidewalks, driveway aprons, curbs, gutters, and pedestrian ramps.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY FY 2024- 5-Y 202FY F

CHANGES FROM

PRIOR YEAR
40 $ - $ -
- 50,000 50,000
- - 4,859 4,859
62450.0000 Building grounds maintenance $
62450.1004 Building grounds maintenance
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services 40 50,000 54,859 4,859
$ 5,031,910 $ 3,625,000 $ - $ (3,625,000)
261,622 210,000 150,000 (60,000)
5,293,532 3,835,000 150,000 (3,685,000)
70002.0000 Street improvements
71000.0000 Infrastructure improvements
Capital Expenses
Total Expenses $ 5,293,572 $ 3,885,000 $ 204,859 $ (3,680,141) 25 26
32 Municipal Infrastructure Fund
Traffic Section
534.PW22A
The Public Works Engineering and Design Division is responsible for overseeing traffic control designs, plan checking and permitting, and neighborhood protection plans to improve citywide traffic infrastructure.

This account provides maintenance funding to replace/upgrade traffic signals, poles, signal heads, cameras and fiber optics, traffic signs, and crosswalks citywide. Additional funding for the Engineering and Design Section's traffic-related work is sourced from Fund 125 Gas Tax as well as the Section's General Fund.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY FY 2024- FY FY 2025-

CHANGES FROM

PRIOR YEAR
$ 131,728 $ 165,000 $ 200,012 $ 35,012
10 - -
306,858 275,000 472,829 197,829
- - 572 572
438,596 440,000 673,413 233,413
$ 11,314 $ - $ -
11,314 - -
62170.1013 Private Contractual Services:Traffic
62350.0000 Taxes (in-lieu of Giddens lease)
62435.1003 General equipment maintenance
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
70002.0000 Street improvements
Capital Expenses
Total Expenses $ 449,910 $ 440,000 $ 673,413 $ 233,413
25 26
33 Municipal Infrastructure Fund
Roadway and Parkway Maintenance Section
534.PW32A
The Public Works Roadway and Parkway Maintenance Section consists of three separate repair areas: asphalt crew, concrete crew, and general maintenance. The Private Contractual Services and Special Departmental Supplies accounts are used for annual maintenance of streets, alleys, sidewalks, parking lots, overpasses, and underpasses Citywide.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY FY 2024- FY FY 2025-

CHANGES FROM

PRIOR YEAR
$ 144,825 $ 120,000 $ 120,165 $ 165
80,429 100,000 129,165 29,165
- - 790 790
39 - -
225,293 220,000 250,120 30,120
$ - $ 383,286 $ - $ (383,286)
- 383,286 -
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62496.0000 Fund 537 computer system rental
63200.0000 Line transformers
Materials, Supplies & Services
70019.0000 Building improvements
Capital Expenses
Total Expenses $ 225,293 $ 603,286 $ 250,120 $
(383,286)
(353,166)
25 26
34 Municipal Infrastructure Fund
Facilities Maintenance Section
534.PW33A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide safe and secure working environments for general government employees use at all City-owned facilities. - Respond to urgent and emergency facility maintenance requests including electrical, plumbing, roofs, heating, ventilation oand air conditioning (HVAC), and carpentry.
- Perform routine and preventative maintenance work for buildings, equipment, and apparatus. - Paint interior and exterior buildings and auxiliary components. - Maintain compliance with all regulatory requirements. - Replace and/or modernize various building components such as lighting, doors, cabinets, and counters and reconfigure ooffice and cubicle spaces.
- Remove graffiti from City-owned buildings.
- Administer vendor services and contracts for various facility needs. - Oversee scope, design, and work activities for building and facility tasks. - Manage life cycle replacement and asset management tasks.

The Public Works - Buildings Maintenance Section consists of three maintenance workgroups: Construction and Maintenance, Carpentry, and Painting. They oversee a variety of projects related to the improvement of existing municipal facilities and general infrastructure. These accounts are used to fund service contracts and materials and supplies. $7,072,775 was allocated for capital improvement projects including annual facilities small capital improvement, access control system modernization, remodeling the central kitchen at McCambridge Park, modernization of the Police Department's forensic area, roof repair and restoration, jail door access control modernization, and the new central library.

BUDGET BUDGETEXPENDITURES
FY 2023-24 4-FY FY 202 Y 202FY F 5-

CHANGES FROM

PRIOR YEAR
$ 3,493,570 $ 2,745,450 $ 2,761,570 $ 16,120
9,451 50,000
46,259 50,000
20,100 40,000
228,976 - 54,112
- (50,000)
- (50,000)
- (40,000)
54,112
141 40,000
2,452 25,000
46,930 250,000 250,000
4,284 30,000 1,050
372,304 342,702 566,637
- (40,000)
- (25,000)
(28,950)
223,935
4,224,466 3,573,152 3,633,369 60,217
$ 2,278,995 $ 8,164,383 $ 7,072,775 $ (1,091,608)
869,474 - -
3,148,469 8,164,383 7,072,775 (1,091,608)
62170.0000 Private Contractual Services
62170.1004 Private Contractual Services:City
62170.1005 Private Contractual Services:Hazard
62170.1006 Private Contractual Services:Roof
62170.1007 Private Contractual Services:Facilities
62170.1008 Private Contractual Services:Seismic
62170.1009 Private Contractual Services:Elevator
62170.1015 Private Contractual Services
62300.0000 Special Departmental Supplies
62450.0000 Building grounds maintenance
Materials, Supplies & Services
70019.0000 Building improvements
71000.0000 Infrastructure improvements
Capital Expenses
Total Expenses $ 7,372,935 $ 11,737,535 $ 10,706,144 $ (1,031,391) 25 26
35 ABOUT THE WATER RECLAMATION AND SEW FUND
The Wastewater Systems Division, which administers the Water Reclamation and Sewer Fund, is comprised of four sections:

Engineering and Design, Industrial Waste Permitting and Inspection, Plant Operations and Maintenance, and Collection System Maintenance. Engineering and Design and Collection System Maintenance are provided by City staff. Operation and maintenance of the City's Water Reclamation Plant, Industrial Waste Monitoring, and some aspects of enforcement are all provided by contracted professional services.

Other program functions consist of issuing sewer permits, collecting and updating sewer fees, preparing reports and studies relating to the City's Sewer System Management Plan (SSMP) Update and infrastructure needs, repair of existing sewer infrastructure, and design/construction of new sewer infrastructure. Additionally, this division is responsible for answering and addressing customer billing inquiries, processing Sewer Lateral User Rebate Program (SLURP) rebates, and coordinating activities with the City of Los Angeles, state and federal regulating agencies.

The City's Water Reclamation Plant and Sewer System is run as a separate enterprise, funded exclusively by sewer connection fees and monthly charges. General Fund revenues are not used to support this fund's operations, which are administered by the Public Works Department.

Water Reclamation and Sewer Fund
Capital Expenses
Capital Assets
Materials, Supplies & Services
Salaries & Benefits
17,763,506 $17,731,426
$5,358,891
$10,289,200
FY 2024-25
$25,596,228
FY 2025-26
$30,732,030
Public Works Water Reclamation and Sewer Fund Summary
$229,725

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years
Total Revenue $ 22,799,807 $ 21,652,731 $ 22,663,966 $ 1,011,235 Salaries & Benefits $ 1,945,701 $ 2,473,831 $ 2,481,679 $ 7,848 Materials, Supplies & Services 17,079,996 17,763,506 17,731,426 Capital Assets 11,866,110 5,358,891

14.897 14.89714.897
$ 30,891,807 $ 25,596,228 $ 30,732,030 $
Capital Assets - - 229,725
5,135,802
10,289,200
(32,080)
4,930,309
229,725
36 $2,481,679$2,473,831
Water Reclamation and Sewer Fund
Sewer Engineering & Design
494.PW23A

OBJECTIVES
- Administer the operation and maintenance contract for the City's Water Reclamation Plant and associated treatment ofacilities.
- Coordinate with other City departments on projects related to sewage collection, treatment, and disposal. - Issue sewer/ excavation permits for properties repairing an existing private sewer lateral or installing a new lateral oconnection.
- Answer and address customer billing inquiries.
- Process Sewer Lateral User Rebate Program (SLURP) rebates. - Condition private development for industrial pretreatment (i.e., grease interceptor, clarifier) and sewer system infrastructure oand improvements.
- Coordinate with the City of Los Angeles for all activities related to contracts between Burbank and LA for the conveyance, otreatment, and disposal of wastewater and waste sludge to the LA Wastewater Treatment System. - Coordinate with U.S. Environmental Protection Agency (EPA), State and Regional Water Quality Control Boards, and South oCoast Air Quality Management District for regulations pertaining to the Burbank Water Reclamation Plant. - Plan, design, and construct capital improvement projects for the wastewater system. - Perform all tasks related to the establishment and implementation of sewer service and facilities charges.

The Engineering and Design Section provides for present and future needs of the community related to the collection, treatment, and disposal of residential, commercial, and industrial wastewater in compliance with federal, state, and local regulatory agencies; coordinates with other public agencies and organizations for wastewater management and permitting; and organizes, plans, and performs all administrative, operational, and maintenance functions for wastewater related facilities and capital improvement projects.
37 Water Reclamation and Sewer Fund
Sewer Engineering & Design
494.PW23A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

4.797
$ 326,474 $ 557,256 $

563,441 $ 6,185
1,249 3,255 3,255
42,651 101,644 112,046 10,402
2,509 2,564 3,905 1,341
27,031 53,552 52,851 (701)
4,767 6,430 7,289 859
78,147 60,885 53,702 (7,183)
116,039 - -
28,194 - -
3,869 8,080 8,217 137
612 - -
631,541 793,666 804,705 11,039
$ 378,303 $ 660,000 $ 660,000
380 3,000 3,000
375,351 291,020 39,764 (251,256)
282,467 341,261 442,476 101,215
- 619 - (619)
75 1,500 1,500
- 200 200
20,138 32,016 35,720 3,704
18,089 18,089 18,089
30,251 35,181 47,449 12,268
65 - -
1,682 5,000 5,000
440 1,000 1,000
3,062 3,060 3,060
1,110,303 1,391,946 1,257,258 (134,688)
$ 8,217,299 $ - $ -
(3,292) - -
8,214,007 - -
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60020.0000 Projects salaries
60021.0000 Projects salaries overhead
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62140.0000 Special Services
62220.0000 Insurance
62235.0000 Services Of Other Departments
62240.0000 Services Of Other Departments
62300.0000 Special Departmental Supplies
62420.0000 Books & periodicals
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62755.0000 Training - general
62895.0000 Miscellaneous expenses
63010.0000 Depreciation expense-Infrastructure
Materials, Supplies & Services
15001.0000 Land-clearing
15090.0000 Furniture
Capital Assets
Total Expenses
$ 9,955,851 $ 2,185,612 $ 2,061,963 $ (123,649)

4.7974.797
38 Water Reclamation and Sewer Fund
Industrial Waste & Inspection
494.PW23B

OBJECTIVES
- Develop and enforce the local pretreatment program and enforcement regulations in full conformance with the U.S. EPA, oCalifornia Regional Water Quality Control Board, State Water Resources Control Board, and other local agency regulations. - Coordinate with appropriate federal, state, and local agencies regarding industrial/commercial wastewater management. - Administer the contract for field activities of the local pretreatment program/enforcement. - Plan, design, and construct industrial waste capital improvement projects. - Coordinate and facilitate U.S. EPA Pretreatment Compliance inspections/audits. - Ensure citywide compliance with the
National Pollution Discharge Elimination System (NPDES) MS4 and Industrial Storm oWater permits.

The Industrial Waste Permitting and Inspection Section provides industrial/commercial wastewater management to fully comply with federal, state, and local regulations.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 2025-26FY

CHANGES FROM

PRIOR YEAR

1.250 1.2501.250
$ 132,434 $ 180,809 $ 188,481 $ 7,672
363 - -
16,906 29,434 26,025 (3,409)
1,029 1,282 1,017 (265)
13,871 17,376 17,680 304
1,447 2,025 2,394 369
13,280 26,322 26,947 625
46,823 - -
13,875 - -
1,877 2,622 2,733 111
31 - -
241,937 259,870 265,276 5,406
$ 90,769 $ 170,000 $ 170,000
2,336,367 2,311,252 1,386,000 (925,252)
128,832 141,486 158,650 17,164
1,000
17,659
- 1,000
28,524 37,750 9,226
6,115 6,841 8,906 2,065
22,515
575
27 - 22,515
- 575
200 200
2,579,769 2,682,393 1,785,596 (896,797)
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:W orkers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60020.0000 Projects salaries
60021.0000 Projects salaries overhead
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62170.0000 Private Contractual Services

62235.0000 Services Of Other Departments
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 2,821,706 $ 2,942,263 $ 2,050,872 $ (891,391)
39 Water Reclamation and Sewer Fund
Plant Operations & Maintenance
494.PW23C

OBJECTIVES
- Treat approximately eight million gallons per day of industrial, commercial, and residential wastewater at the City's Water oReclamation Plant.
- Produce a consistently reliable source of recycled water for City use. - Oversee contract operation of the City's Water Reclamation Plant and Beachwood Pump Station. - Coordinate
with U.S. EPA, State Water Resources Control Board, and California Regional Water Quality Control Board orelative to obtaining and complying with necessary permits and reporting requirements. - Plan, design, and construct capital improvement projects needed to meet the City's Water Reclamation Plant NPDES permit orequirements.

The Plant Operations and Maintenance Section manages the treatment and disposal of residential, commercial, and industrial wastewater generated in the City and protects the receiving water bodies' quality.

BUDGET BUDGET EXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

0.850 0.850
$ 123,901 $ 145,276 $

0.850
147,048 $ 1,772
252 - -
17,710 21,536 24,701 3,165
1,503 872 691 (181)
12,475 13,961 13,793 (168)
1,182 1,627 1,868 241
19,754 26,641 24,514 (2,127)
(162,862) - -
(42,069) - -
1,713 2,107 2,132 25
10 - -
(26,430) 212,020 214,747 2,727
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60020.0000 Projects salaries
60021.0000 Projects salaries overhead
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
40 Water Reclamation and Sewer Fund
Plant Operations & Maintenance
494.PW23C

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
$ 224,861 $ 3,612,291 $ 4,888,200 $ 1,275,909
1,749,592 840,000 4,946,000 4,106,000
794,598 - -
$ 709,751 $ 850,000 $ 850,000 $
471,611 320,000 320,000
1,976,693 2,125,800 2,147,200 21,400
3,853,058 4,160,198 4,699,000 538,802
660,000 660,000 660,000
413,164 429,381 486,087 56,706
602,077 - -
- 12,000 12,000
112,443 - -
150
88,798
- 150
128,062 129,500 1,438
7,832 9,072 14,800 5,728
154,500 200,000 200,000
395
91,667
- 395
39,688 39,688
(88,763) (80,900) (80,900)
1,800 2,000 2,000
15,846 12,000 12,000
38 150 150
802,969 803,196 816,384 13,188
1,116,629 1,117,200 1,142,460 25,260
278,438 278,448 278,448
1,008,419 1,013,316 1,053,048 39,732
12,276,967 12,080,156 12,782,410 702,254
883,053 751,600 - (751,600)
3,652,103 5,203,891 9,834,200 4,630,309
$ - $ - $ 229,725 $ 229,725
- - 229,725 229,725
62000.0000 Utilities
62085.0000 Other Professional Services
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62230.0000 PSD Billing Service
62235.0000 Services Of Other Departments
62262.0000 Rebates
62316.0000 Software & hardware
62415.0000 Uncollectible receivables
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62496.0000 Fund 537 computer system rental
62735.0000 Emission credits
62755.0000 Training - general
62820.0000 Bond interest & redemption
62825.0000 Bond issuance costs
62830.0000 Bank service charges
62830.1000 Bank service charges:Credit card
62895.0000 Miscellaneous expenses
63005.0000 Depreciation expense-Buildings
63010.0000 Depreciation expense-Infrastructure
63015.0000 Depreciation expense-Machinery
63020.0000 Depreciation expense-Interest
Materials, Supplies & Services
15022.0000 Buildings-work in progress
15032.0000 Infrastructure-work in progress
15050.0000 Interest in other facilities
15052.0000 Interest in other facilities-work
Capital Assets
70019.0000 Building improvements
Capital Expenses
Total Expenses
$15,902,639 17,496,06717 23,061,082 $ 5,565,015$
41 Water Reclamation and Sewer Fund
Sewer Maintenance
494.PW23D

OBJECTIVES
- Clean 230 miles of the City's sewer system pipelines. - Respond to all reported sewer stoppages.
- Check and clean the Mariposa pump house twice a month and check five stormwater pump houses before and during o
storms for operational readiness.
- Check and clean various trouble areas, siphons, manholes, restaurants, and mainlines with root problems on a monthly obasis.
- Oversee the sewer maintenance hole pest prevention spraying efforts. - Repair and remodel manholes, and construct and repair sewer and drainage lines. - Inspect main sewer lines for damage assessment using a sewer camera.

The Collection System Maintenance Section cleans approximately all 230 miles of the City's sewer collection system each year and video inspects approximately 45 miles per year. 42 Water Reclamation and Sewer Fund
Sewer Maintenance
494.PW23D

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

8.000 8.0008.000
$ 722,288 $ 694,018 $ 715,857 $ 21,839
1 1,550 32,906 32,906
126,381 161,231 162,690 1,459
5,600 7,178 6,508 (670)
58,929 66,695 65,740 (955)
43,009 67,736 51,513 (16,223)
75,304 97,648 1
15,480 17,832
35,400 70,800 35,400 (35,400)
788 - -
10,713 10,063 10,857 794
8,692 - -
1,098,653 1,208,275 1,196,951 (1
1,324)
$ - $ 34,000 $ 34,000
7,350 13,300 13,300
393,055 700,000 700,000
388,675 542,428 651,946 109,518
- 619 624 5
10,347 22,550 22,550
- 10,900 10,900
3,645 3,300 4,300 1,000
16,719 43,326 43,326
101,353 69,782 102,051 32,269
1 1,295 12,527 12,527
127,967 98,631 188,718 90,087
826 1,500 1,500
1,575 6,000 6,000
350 348 348
49,801 49,800 1
14,072 64,272
1,1
12,957 1,609,01
1 1,906,162 297,151
$ - $ 30,000 $ 330,000 $ 300,000
- 125,000 125,000
- 155,000 455,000 300,000
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60012.1532 Fringe benefits:PERS One Time Pay
60015.0000 Wellness program reimbursement
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62000.0000 Utilities
62135.1011 Governmental Services:Sewer rebate
62170.0000 Private Contractual Services
62235.0000 Services Of Other Departments
62240.0000 Services Of Other Departments
62300.0000 Special Departmental Supplies
62380.0000 Chemicals
62405.0000 Uniforms & tools
62435.0000 General equipment maintenance
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62755.0000 Training - general
63010.0000 Depreciation expense-Infrastructure
63035.0000 Depreciation expense-Vehicles
Materials, Supplies & Services
15032.0000 Infrastructure-work in progress
15042.0000 Machinery and equipment-work
Capital Assets
Total Expenses
$ 2,21
1,611 $ 2,972,286 $ 3,558,1
13 $ 585,827
43 Refuse Collection and Disposal Fund
The Refuse Fund consists of four sections: Refuse Collection, Refuse Disposal (which includes Landfill Engineering and Operations), Street Sweeping, and Recycling (which includes managing and reporting City compliance with federal, state and local mandates). Revenues are generated from user fees charged to all residents and commercial/industrial users.

Capital Assets
Materials, Supplies & Services
Salaries & Benefits
$9,040,020 $9,851,017
$14,270,007 $14,303,011
$4,678,932
FY 2024-25
$26,626,862
FY 2025-26
$28,832,960
$3,316,835
Public Works Refuse Collection and Disposal Summary

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 67.970 68.470 72.728 4.258
Total Revenue $ 24,040,635 $ 22,826,130 $ 24,398,493 $ 1,572,363 Salaries & Benefits $ 8,249,070 $ 9,040,020 $ 9,851,017 $ 810,997 Materials, Supplies & Services 14,100,583 14,270,007 14,303,011 33,004 Capital Assets 945,698 3,316,835 4,678,932 1,362,097
$ 23,295,351 $ 26,626,862 $ 28,832,960 $ 2,206,098
44 Refuse Collection and Disposal
Refuse Collection
498.PW31A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Maintain the City's high rate of solid waste diversion through the development and implementation of source reduction, orecycling, and organics collection programs.
- Provide excellent customer service while safely collecting refuse, organics, recyclables, and bulky items, and disposing owaste at appropriate receiving facilities.
- Maintain accurate and retrievable records related to refuse, organics, and recycling collection. - Address contamination issues with education and if necessary appropriate enforcement.

The Refuse Collection Section is responsible for servicing all single-family residential units, approximately 60 percent of the multi-family residential units in the City, and 10 percent of all commercial/industrial customers in the City. Collection services include refuse, organics, recyclables, and bulky items.

Six of seven temporary part-time Solid Waste Truck Operator (SWTO) positions were upgraded to three full-time SWTO positions. These upgrades will help improve workforce stability with recruitment, retention and succession planning, reduce accidents, and improve route coverage. The seventh temporary part-time SWTO was upgraded to a full-time Utility Worker.

This upgraded position will handle mattress and electronic waste collection and delivery of carts and bins to residents. A second Solid Waste Leadworker position was added to assist in the management of 30 employees for residential and commercial solid waste accounts.
45 Refuse Collection and Disposal
Refuse Collection
498.PW31A

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

45.973 3.258
$ 3,448,803 $ 3,590,824 $ 3,981,067 $ 390,243
56,366 39,167 39,167
740,174 887,520 981,052 93,532
36,585 47,036 37,805 (9,231)
321,626 335,572 373,737 38,165
174,054 283,008 244,805 (38,203)
572,386 606,721 632,153 25,432
126,000 252,000 126,000 (126,000)
2,592 - -
209,962 - -
62,751 - -
1,876 3,437
48,383 52,067
- 3,437
58,343 6,276
66,486 - -
5,868,044 6,093,915 6,477,566 383,651
$ - $ 6,750 $ 1,000 $ (5,750)
62,206 280,000 70,000 (210,000)
351,711 400,000 0 (400,000)
563,139 505,865 967,565 461,700
730,205 730,205 730,205
1,276,132 1,153,428 1,248,576 95,148
3,684 4,164 4,141 (23)
269,209 260,000 200,000 (60,000)
55,330 - -
12,020 14,000 14,490 490
112,188 - -
845 5,000 5,000
1,713,795 2,257,823 2,156,244 (101,579)
60,891 64,586 64,586
197,375 213,575 227,376 13,801
328 700 0 (700)
1,075 2,000 0 (2,000)
444 5,000 15,000 10,000
1,649 - -
4,066 4,068 4,068
941,626 942,948 897,784 (45,164)
6,357,917 6,850,112 6,606,035 (244,077)
$ (3,195) $ - $ - $
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60012.1532 Fringe benefits:PERS One Time Pay
60015.0000 Wellness program reimbursement
60020.0000 Projects salaries
60021.0000 Projects salaries overhead
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62170.1001 Private Contractual Services:Tempor
62220.0000 Insurance
62230.0000 PSD Billing Service
62235.0000 Services Of Other Departments - Ind
62240.0000 Services Of Other Departments - Dir
62300.0000 Special Departmental Supplies
62300.1009 Special Departmental Supplies:Refus
62405.0000 Uniforms & tools
62415.0000 Uncollectible receivables
62440.0000 Office Equip Maint & Repair
62475.0000 Fund 532 vehicle equipment rental ra
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
63000.0000 Depreciation expense-Land improve
63010.0000 Depreciation expense-Infrastructure
63035.0000 Depreciation expense-Vehicles
Materials, Supplies & Services
15090.0000 Furniture
15101.0000 Vehicles - clearing
281,279 645,000 2,858,932 2,213,932
Capital Assets 278,084 645,000 2,858,932 2,213,932
Total Expenses $ 12,504,045 13,589,027 15,942,533 $ 2,353,506

46.470 49.728
46 Refuse Collection and Disposal
Refuse Disposal
498.PW31B

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Maintain safe and adequate landfill operations.
- Compact and cover refuse each day with alternative daily cover (reusable tarps). - Maintain all records, complete all reports, and comply with permit conditions required by agencies that regulate the landfill. - Maintain landscaping and irrigation improvements as required by the Conditional Use Permit and the Regional Water oQuality Control Board.
- Expand the landfill gas collection system in Landfill No. 3 and operate and maintain the landfill gas collection system. -
Provide landfill gas emissions monitoring, testing, analysis, and reporting. - Provide groundwater and surface water quality monitoring, including sampling, analysis, and reporting. - Operate the City's organics transfer site at the landfill. - Support operations to implement state mandates for organic recycling for residents (SB 1383) and commercial organics o
recycling (AB 1826).

The Refuse Disposal Section operates the City's landfill in accordance with federal, state, county, and local regulations and permits. Based on the present rate of disposal, the permitted landfill capacity is designed to last until the year 2118.

A new Utility Worker position was added to assist in maintaining 86 acres of landscaping at the Burbank Landfill. This new position will handle duties that were previously performed by a contractor for substantial cost savings. 47 Refuse Collection and Disposal
Refuse Disposal
498.PW31B

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

1.0008.000
$ 573,705 $ 569,747 $ 655,902 $ 86,155
12,806 19,977 19,977
1 13,673 140,340 148,208 7,868
4,020 5,127 5,694 567
59,441 54,753 61,71
1 6,958
28,517 44,378 40,454 (3,924)
89,850 90,487 1
16,321 25,834
450 - -
- - 2,000 2,000
7,223 8,261 9,829 1,568
16,896 - -
906,581 933,070 1,060,096 127,026
$ 56,129 $ 150,000 $ 10,000 $ (140,000)
166,323 180,000 180,000
959,063 1,200,000 1,242,000 42,000
69,005 - 0
364,551 356,981 351,01
1 (5,970)
23,366 35,000 35,000
3,146 3,000 3,105 105
504,140 540,026 707,041 167,015
23,040 33,108 35,466 2,358
595 650 0 (650)
- 3,000 0 (3,000)
3,572 2,750 9,000 6,250
- - 2,000 2,000
284 1,000 1,000
546,403 200,000 200,000
92,381 94,104 79,876 (14,228)
475 480 480
69,657 69,648 69,648
324,187 279,204 380,184 100,980
3,206,316 3,148,951 3,305,81
1 156,860
$ 18,388 $ 1,356,835 $ 400,000 $ (956,835)
598,374 815,000 800,000 (15,000)
616,761 2,171,835 1,200,000 (971,835)
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62000.0000 Utilities
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62170.1001 Private Contractual Services:Temp
62235.0000 Services Of Other Departments
62300.0000 Special Departmental Supplies
62405.0000 Uniforms & tools
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62830.0000 Bank service charges
62830.1000 Bank service charges:Credit card
62920.0000 Trust fund set aside
63000.0000 Depreciation expense-Land
63005.0000 Depreciation expense-Buildings
63010.0000 Depreciation expense-Infrastructure
63035.0000 Depreciation expense-Vehicles
Materials, Supplies & Services
15032.0000 Infrastructure-work in progress
15101.0000 Vehicles - clearing
Capital Assets
Total Expenses
$ 4,729,658 $ 6,253,856 $ 5,565,907 $ (687,949)

7.000 7.000
48 Refuse Collection and Disposal
Recycling
498.PW31C

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Continue the Source Reduction and Recycling Element, as required by the California Integrated Waste Management Act of o1989. Work with the business community to assist them in developing recycling and source reduction plans as mandated oby Assembly Bill (AB) 341, AB 1826, and SB 1383.
- Continue a comprehensive public awareness program to inform residents about the recycling of solid waste and household ohazardous waste.
- Operate the Learning Center area with "hands-on" exhibits and displays at the Recycle Center. Increase recycling goals to oreduce the waste deposited in the landfill by targeting businesses to raise the overall level of business recycling. - Implement, track, and report progress on the Waste Reduction Ordinance (plastics reduction). - Lead and support operations to implement plans to comply with the state's organics mandates.

The Recycling Section activities include processing materials from the curbside collection of recyclables for single-family residential, a portion of multi-family residential, and commercial recycling collection. This section is responsible for tracking and reporting the City's compliance with waste management and related greenhouse gas mandates and the local plastics reduction mandate. They also provide public education and outreach on numerous environmental issues, operating several other recycling programs such as used oil recycling, e-waste recycling, battery and fluorescent bulb diversion, and composting. The operation to process recyclables at the Recycle Center is conducted by a private contractor and administered by the Streets and Waste Management Division, while in-house City staff conducts the public outreach and administers the other recycling programs.

Two Utility Worker positions were upgraded to one Household Hazardous Waste Technician and one Household Hazardous Waste Leadworker. These upgraded positions will assist with drop-off operations at the Recycle Center to ensure that the City complies with Federal, State, and local regulations related to household hazardous/universal waste. 49 Refuse Collection and Disposal
Recycling
498.PW31C

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

9.000 9.000 9.000
$ 637,300 $ 788,111 $ 1,021,676 $ 233,565
1,735 4,000 4,000
141,565 192,198 188,875 (3,323)
4,949 6,153 7,321 1,168
68,647 75,738 95,833 20,095
16,022 23,604 29,702 6,098
87,406 114,386 133,891 19,505
225 - -
2,267 - -
9,182 1
1,428 14,872 3,444
16,819 - -
986,1
16 1,215,618 1,496,170 280,552
$ 2,400,970 $ 2,513,878 $ 2,599,000 $ 85,122
- 15,000 15,000
528,019 506,308 547,442 41,134
56,573 75,000 50,000 (25,000)
8,241 16,000 14,500 (1,500)
1,780 2,000 2,000
- - 1
1,044 11,044
15,031 15,031 15,031
47,467 61,267 75,820 14,553
2,394 6,300 - (6,300)
- 4,000 - (4,000)
3,098 5,000 15,000 10,000
30,430 - -
5,275 4,842 3,564 (1,278)
6,642 6,636 4,686 (1,950)
15,057 15,060 15,060
3,120,977 3,246,322 3,368,147 121,825
$ 50,852 $ 500,000 $ 620,000 $ 120,000
50,852 500,000 620,000 120,000
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60020.0000 Projects salaries
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62170.1012 Private Contractual Services:Pop Up
62235.0000 Services Of Other Departments
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62405.0000 Uniforms & tools
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62976.1001 Property Amortization:GASB 96
63005.0000 Depreciation expense-Buildings
63035.0000 Depreciation expense-Vehicles
63040.0000 Depreciation expense-Computers
Materials, Supplies & Services
15022.0000 Buildings-work in progress
Capital Assets
Total Expenses
$ 4,157,945 $ 4,961,940 $ 5,484,317 $ 522,377
50 Refuse Collection and Disposal
Street Sweeping
498.PW32C

OBJECTIVES
- Sweep 44,000 curb miles of City streets and alleys annually. - Remove sweeper debris and haul it to the landfill for recycling. - Meet State requirements to provide an acceptable level of street and alley sweeping.

The Street Sweeping Section is responsible for sweeping the streets in the industrial, commercial, and residential areas of the City. This Section also manages the transportation of debris from street dumping sites to the organics recycler.

BUDGET BUDGETEXPENDITURES
FY 2023-24 4- Y 202 FY FFY F 5- Y 202

CHANGES FROM

PRIOR YEAR

6.000 6.0006.000
$ 446,808 $ 486,008 $ 504,688 $ 18,680
7,220 1,044 1,044
97,775 117,878 130,683 12,805
4,740 6,153 4,881 (1,272)
42,987 46,705 47,340 635
30,369 47,434 37,095 (10,339)
86,853 85,148 84,122 (1,026)
1,013 - -
98,129 - -
43,993 - -
6,569 7,047 7,333 286
8 - -
866,463 797,417 817,185 19,768
$ 270,243 $ 297,682 $ 257,098 $ (40,584)
663 4,300 4,300
1,110,059 685,391 713,885 28,494
34,407 34,349 44,835 10,486
- 400
- 2,500 2,900
- (400)
400
1,415,373 1,024,622 1,023,018 (1,604)
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60020.0000 Projects salaries
60021.0000 Projects salaries overhead
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62235.0000 Services Of Other Departments
62300.0000 Special Departmental Supplies
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62710.0000 Travel
62755.0000 Training - general
Materials, Supplies & Services
Total Expenses
$ 2,281,836 $ 1,822,039 $ 1,840,203 $ 18,164
25 26
51 PUBLIC WORKS
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS ST

AFF YEARS CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

1.000 1.000

2.000 3.000

1.000 1.000
- 1.000

1.000 1.000

2.000 2.000

1.000 1.000

2.000 2.000

1.000 1.000

8.000 8.000

1.000 1.000
- 1.000

3.000 3.000

1.000 1.000

3.000 3.000

1.000 1.000

4.000 4.000

1.000 1.000

2.000 2.000

1.000 1.000

17.000 17.000

2.000 2.000

1.000 1.000

2.000 2.000

1.000 1.000

1.000 -

9.000 9.000

1.000 1.000

4.000 4.000

ADM ANALYST I (M)

ADM ANALYST II (M)

ADM OFCR

AST CTY ENG

AST PW DIR-FLEET&BLDGS

AST PW DIR-STRS&WASTEMGT

AST PW DIR-WASTEWTR SYS

AST TRAF SIGNL TECH

CAP PROJS PROG MGR

CARPENTER

CARPENTER LEADWKR

CEMENT FINISHER

CHIEF AST PW DIR-CTY ENG

CIVIL ENGNRG ASSOC

CIVIL ENGNRG AST

CLERICAL WKR

COLLECTION SYS JOURNEYMAN

COLLECTION SYS LEADWKR

COLLECTION SYS SUPV

COLLECTION SYS WKR

CONST & MAINT LEADWKR

CONST AND MAINT WKR

CONST INSP I

CONST INSP II

CONST INSP MGR

CONST SUPT

CUSTODIAL LEADWKR

CUSTODIAL SUPV

CUSTODIAN

ENGNRG ASSOC-TRAF

ENGNRG AST-TRAF

ENGNRG TECH

FACILITIES MAINT MGR

FINANCIAL ANALYST (Z)

FLEET MAINT TECH

FLEET SRVS SUPV

FLEET SUPT

HEAVY EQUIP OP
HEAVY TRUCK DRIVER 4.000 4.000

1.000

3.000

1.000

2.000

1.000

2.000

1.000

8.000

1.000

3.000

1.000

3.000

1.000

4.000

1.000

2.000

1.000

17.000

2.000

1.000

2.000

1.000
-

9.000

1.000

4.000

4.000
52 PUBLIC WORKS
Authorized Positions

CLASSIFICATION TITLES

HH HAZ WASTE LEADWKR

HH HAZ WASTE TECH

INTELLIGENT TRANS SYS SPECIALIST

INTERMEDIATE CLK

LABORER

LANDFILL LEADWKR

LANDFILL SUPV

MOTOR SWEEPER OP

PAINTER

PAINTER LEADWKR

PERMIT TECH

PRIN CIVIL ENG (M)

PRIN CLK

PRIN ENG-TRAF
PW DIR

PW JOURNEYMAN

PW SUPV

RECYCLING CORD

RECYCLING SPECIALIST

RIGHT OF WAY SPECIALIST

SKILLED WKR

SOLID WASTE LEADWKR

SOLID WASTE SUPV

SOLID WASTE TRUCK OP

SOLID WASTE UTILITY WKR

SR ADM ANALYST (M)

SR CIVIL ENG

SR CIVIL ENGNRG AST
SR CLK

SR CONST INSP

SR FLEET MAINT TECH

SR SECRETARY

STR MAINT LEADWKR

TIRE MAINT WKR

TRAF CTRL JOURNEYMAN

TRAF ENGNRG MGR

TRAF SIGNL MAINT SUPV

TRAF SIGNL OPERATIONS SPECIALIST

TRAF SIGNL TECH

TRANS MGT CTR MGR

UTILITY WKR
WELDER

WORK TRAINEE I

TOTAL STAFF YEARS

STAFF YEARS STAFF YEARS STAFF YEARS
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

1.000 1.000

1.000

5.000

1.000

5.000

3.000

1.000

4.000

1.000

4.000

3.000

1.000

5.000

2.000 1.000

2.000

27.000 1.257

2.000

3.000

2.000

1.000

6.000

1.000

4.000

3.000

1.000

3.000

1.000

3.000

1.000

8.000

1.000
-
212.000 4.257
-
-

1.000

5.000

1.000

5.000

3.000

1.000

4.000

1.000

4.000

3.000

1.000

5.000

1.000

2.000

25.743

2.000

3.000

2.000

1.000

6.000

1.000

4.000

3.000

1.000

3.000

1.000

3.000

1.000

8.000

1.000
-
207.743
-
-

1.000

5.000

1.000

5.000

3.000

1.000

4.000

1.000

4.000

3.000

1.000

5.000

2.000

25.743

2.000

1.000

6.000

1.000

4.000

3.000

1.000

3.000

1.000

3.000

1.000

8.000

1.000

1.000
206.743
53 (This Page Left Intentionally Blank)
54 FIRE

MISSION ST

ATEMENT

ABOUT FIRE
DEP

ARTMENT SUMMARY
The mission of the Burbank Fire Department is to protect and serve the community by mitigating the impacts of fires, medical emergencies, and hazardous situations on lives, property, and the environment through prevention, public education, and preparedness while adhering to the Department's shared values.

The Department has adopted the following core values: Respect - Protecting the rights and dignity of all individuals as determined by the United States Constitution and the laws of the State of California; Integrity - Commitment to ethical conduct and acceptance of personal responsibility and accountability for every action and decision; and Excellence - Pursuit of quality through continuous improvement.

To fulfill its mission, the Department operates through four major divisions: Patrol, Investigations, Administrative Services, and Support Services.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 143.000
Salaries & Benefits $ 43,223,640 $ 44,097,637 $ 45,264,656 $ 1,167,019 Materials, Supplies & Services 7,546,100 7,476,928 8,521,548 1,044,620 Capital Assets 38,860 650,000 - (650,000)
Capital Expenses 2,803,240 1,500,000 - (1,500,000)
TOTAL $ 53,611,840 $ 53,724,565 $ 53,786,204 $ 61,639
144.000 144.000
1 FIRE
001 - General Fund 532 - Vehicle Equipment Replacement Fund $ 300,000
$ 53,486,204
FY 2025-26: $ 53,786,204

DEPARTMENT SUMMARY

GENERAL FUND SUMMARY
Capital Expenses
Materials, Supplies & Services
Salaries & Benefits
$45,264,656
$8,221,548
FY 2024-25
$52,474,565
FY 2025-26
$53,486,204
2 $44,097,637
$1,200,000
$7,592,602
General Fund
Fire Prevention Division
001.FD01A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Conduct approximately 7,500 commercial, industrial, and residential fire inspections. - Investigate all complaints received.
- Investigate all significant or suspicious fires to determine the cause. - Provide timely review of architectural and fire protection plans for fire code approval. - Issue filming, construction, assembly, and miscellaneous permits and conduct associated billing as necessary. - Provide guidance and approval to produce film and television programs, including live audience productions. - Review emergency responses to ensure optimal service and reduction of false alarms. - Provide fire safety education to students at schools and the public at community events.

The primary responsibility of the Fire and Life Safety Division is to mitigate and prepare for potential fire, life safety, and environmental hazards by enforcing relative laws, codes, and ordinances through inspections, permitting applicable processes, and providing safety education and outreach. This will also be accomplished through community risk analysis providing for community risk reduction programs. This division is also responsible for the investigation of fires and the prosecution of those individuals found liable for fires of an incendiary or arson-related nature. $30,000 was added to private contractual services for the brush clearance and vegetation management of four parcels of land that were donated to the City of Burbank from the Melvin Hoffman Revocable Living Trust and which were formally accepted by the City Council at the October 1, 2024 Council meeting. $35,000 was allocated for materials and supplies costs related to community outreach and risk reduction programming.

EXPENDITURES BUDGET BUDGET

CHANGES
FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

12.200 12.200
$ 562,316 $ 555,973 $ 600,884 $ 44,911
951,700 1,161,907 1,022,784 (139,123)
16,735 - -
13,941 1,653 1,653
248,830 308,331 308,331
122,932 134,255 127,417 (6,838)
5,100 12,511 6,670 (5,841)
56,252 53,429 56,363 2,934
7,599 11,162 10,326 (836)
45,952 73,183 110,280 37,097
90 - -
112,775 113,766 142,953 29,187
7,065 1,295 5,668 4,373
152,709 181,838 189,628 7,790
137,639 161,156 66,443 (94,713)
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60002.3505 Salaries & wages - safety:Holiday
60006.0000 Overtime - non safety
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60016.0000 Fringe benefits - safety

60016.1008 Fringe benefits - safety:Retiree
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60016.1531 Fringe benefits - safety:Employer 209,855 242,288 254,208 11,920

12.200
3 General Fund
Fire Prevention Division
001.FD01A

EXPENDITURES BUDGET BUDGET

CHANGES
FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
4,500 5,000 5,750 750
7,996 8,062 8,737 675
19,206 16,848 19,385 2,537
115,952 - -
2,799,144 3,042,657 2,937,480 (105,177)
$ 174,705 $ 250,000 $ 280,000 $ 30,000
613,731 683,891 925,145 241,254
32 2,000 2,000
7,418 7,500 42,500
1,992 4,000 3,000 (1,000)
490 1,075 1,075
35,000
159,974 193,624 192,832 (792)
803,889 804,610 804,610
276,091 251,345 343,610 92,265
587 1,000 1,000
500 500 500
5,229 6,000 6,000
2,934 9,000 9,000
716 1,000 1,000
2,048,288 2,215,545 2,612,272 396,727
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62300.1006 Special Departmental Supplies:Public
62316.0000 Software & hardware
62420.0000 Books & periodicals
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62830.1000 Bank service charges:Credit card
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 4,847,431 $ 5,258,202 $ 5,549,752 $ 291,550
4 General Fund
Hazardous Materials Program
001.FD01B

OBJECTIVES
- Administer a program of site inspection, records review, and storage control of the handling and use of hazardous materials oby local businesses and industries.
- Provide plan review, site inspections, and permits to install, remove, or operate underground storage tanks. - Review preliminary site investigation work plans to identify and mitigate contamination from the unauthorized release of ohazardous materials.
- Generate an estimated $330,000 through the Certified Unified Program Agency (CUPA) Program billing for Hazardous oMaterial handling and storage; permits, installation, removal, and upgrades to underground storage tanks; plan check fees; oand system tests.

The Hazardous Materials Program administers the State-mandated Hazardous Materials Disclosure and Underground Storage Tank programs. The budgeted expenses of this program are offset by revenue derived from hazardous materials disclosure and underground storage tank fees.

BUDGET BUDGETEXPENDITURES
FY 2023-24 4- Y 202 FY FY 2025- FY F

CHANGES FROM

PRIOR YEAR

3.800 2.800
$ 201,144 $ 254,055 $ 267,890 $ 13,835
9,912 - -
50,344 53,605 58,043 4,438
2,247 2,871 2,278 (593)
20,196 24,415 25,128 713
2,820 4,079 4,076 (3)
32,993 31,973 39,556 7,583
23 - -
2,955 3,684 3,884 200
2,261 - -
324,894 374,682 400,855 26,173
$ - $ 1,000 $ 1,000 $
310 925 925
4,391 5,468 5,247 (221)
13,214 19,259 18,439 (820)
500 500 500
2,190 3,000 3,000
120 120 120
20,726 30,272 29,231 (1,041)
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62420.0000 Books & periodicals
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62710.0000 Travel
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 345,620 $ 404,954 $ 430,086 $ 25,132

2.800
5 General Fund
Fire Suppression
001.FD02A

OBJECTIVES
- Respond to an estimated 12,000 emergencies annually, including fires, emergency medical service incidents, hazardous omaterial incidents, technical rescues, and miscellaneous calls for assistance. - Maintain established 90th percentile benchmarks for all fire incidents. - Utilize federal Urban Areas Security Initiative (UASI) grant monies to fund trainings and equipment that will enhance the oDepartment's response capability for chemical, biological, radiological, nuclear, or explosives incidents.

The Fire Suppression Division is the most visible departmental operation. Providing trained personnel and equipment at incidents, the Division responds quickly and efficiently to all types of 911 emergencies, including fires (residential, commercial, industrial, high-rise, wildland, chemical, aircraft, railway, vehicle, electrical, etc.), engaging or assisting in any necessary actions to mitigate threats to life, property or the environment.

Suppression personnel also respond to medical calls, providing basic and advanced life support services. Additionally, a full-service highly trained and certified Hazardous Materials Response Team are available to respond to hazardous material incidents both locally and within the region.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 252024- 2025-26FY

CHANGES FROM

PRIOR YEAR

71.200 68.600
$ 61,776 $ 361,724 $ - $ (361,724)
9,542,265 9,902,342 10,490,869 588,527
756,498 684,184 656,351 (27,833)
3,090,365 2,966,968 3,578,899 611,931
54,285 - -
2,778 19,335 1,627 (17,708)
1,271,680 1,436,572 1,503,678 67,106
92,847 95,268 92,665 (2,603)
1,822,732 1,713,401 2,002,614 289,213
1,481,524 1,518,522 724,716 (793,806)
2,300,768 2,596,460 3,045,087 448,627
390,000 12,000
66,785 71,300 5,900
205,364
- 378,000
65,400
158,750 200,643 41,893
1,177,560 - -
21,927,225 21,896,926 22,758,448 861,522
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60002.3505 Salaries & wages - safety:Holiday
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60016.0000 Fringe benefits - safety
60016.1008 Fringe benefits - safety:Retiree
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60016.1531 Fringe benefits - safety:Employer
60018.0000 Holding account
60023.0000 Uniform & tool allowance
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits

68.600
6 General Fund
Fire Suppression
001.FD02A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 406,377 $ 377,827 $ 377,827
689,546 689,546 689,546
26,881 - -
29,724 30,000 30,000
23,343 3,500 3,500
48,684 63,400 33,400 (30,000)
4,129 5,000 5,000
10,259 12,500 12,500
9,487 10,960 10,960
3,927 4,000 4,000
18,327 - 320,000
20,378 26,620 26,620
89,417 46,500 46,500
500
7,865
- 500
12,000 12,000
4,084 6,000 6,000
17,108 17,700 17,700
25,124 - -
20,250
60,738
- 20,250
60,000 60,000
245,447 272,104 573,218 301,114
1,199,765 1,379,123 1,422,876 43,753
368,355 396,740 456,372 59,632
450 450 450
320,000
4,670
3,146
- 4,670
3,500 3,500
- 78,750 78,750
3,312,561 3,521,640 4,216,139 694,499
$ 1,942,171 $ 650,000 $ - $ (650,000)
857,569 550,000 - (550,000)
2,799,740 1,200,000 - (1,200,000)
62000.0000 Utilities
62135.0000 Governmental Services
62135.1016 Governmental Services:Strike team
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62300.1000 Special Dept Supplies:Fire Fighting
62300.1002 Special Dept Supplies:Rescue
62300.1003 Special Departmental Supplies
62300.1004 Special Dept Supplies:Hazmat
62300.1008 Special Dept Supplies:Communications
62300.1012 Special Dept Supp:Tri City Fire Academy
62316.0000 Software & hardware
62405.0000 Uniforms & tools
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62435.1001 General equipment maintenance
62450.0000 Building grounds maintenance
62451.0000 Building maintenance
62451.1000 Building maintenance:Station
62455.0000 Equipment rental
62470.0000 Fund 533 Office Equip Rental Rate
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62820.0000 Bond interest & redemption
62840.0000 Small tools
62845.0000 Bond/certificate principal redemption
Materials, Supplies & Services
70023.0532 Capital contribution:Fund 532
70023.0533 Capital contribution:Fund 533
Capital Expenses
Total Expenses
$ 28,039,526 $ 26,618,566 $ 26,974,587 $ 356,021
7 General Fund
Emergency Medical Services
001.FD03A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Respond to an estimated 10,700 EMS incidents annually. - Transport an estimated 5,000 patients to appropriate medical facilities annually. - Maintain established 90th percentile benchmarks for all EMS incidents. - Provide a Medical Director and an EMS Nurse Educator to monitor, evaluate, and ensure that EMTs and paramedics are odelivering the best, modern, pre-hospital medical care to the Burbank community.

The Emergency Medical Services (EMS) Division provides properly trained personnel and equipment to respond to incidents for medical assistance. Personnel provide basic and advanced life support treatment, as well as ambulance services to transport patients to medical facilities. In addition to Emergency Medical Technician (EMT), paramedic, and assessment paramedic duties, divisional personnel perform regular fire suppression duties. $640,000 in safety overtime funding was added to expand the current peak-hour ambulance pilot program from a 40-hour assignment to a 24/7 schedule. One-time funds were added to the salary holding account for the fire recruitment academy.
8 BUDGET BUDGET

CHANGES

FROMEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

45.800 46.600
$ 131,022 $ 612,124 $ 153,657 $ (458,467)
6,438,322 6,803,032 7,432,449 629,417
506,626 456,123 437,567 (18,556)
696
2,061,028
- 696
1,562,684 1,803,971 241,287
55,338 22,153 24,264 2,111
2,187 1,025 2,603 1,578
10,565 13,673 14,413 740
4,132 5,577 4,994 (583)
21,049 28,904 21,335 (7,569)
857,153 1,002,629 1,048,673 46,044
62,423 71,870 63,193 (8,677)
1,227,160 1,209,589 1,349,359 139,770
953,888 1,072,013 511,610 (560,403)
1,576,505 1,725,673 2,048,895 323,222
260,000 8,000
45,023
- 252,000
43,600 49,650 6,050
1,285 2,063 2,238 175
138,025 112,071 131,713 19,642
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60002.3505 Salaries & wages - safety:Holiday
60006.0000 Overtime - non safety
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60016.0000 Fringe benefits - safety
60016.1008 Fringe benefits - safety:Retiree
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60016.1531 Fringe benefits - safety:Employer
60018.0000 Holding account
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits
791,785 - -

46.600
14,883,515 14,997,499 15,361,280 363,781
General Fund
Emergency Medical Services
001.FD03A

EXPENDITURES BUDGET BUDGET

CHANGES
FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 12,089 $ 12,000 $ 12,000
87,920 77,000 77,000
224,123 212,000 212,000
6,404 1,600 1,600
- 2,000 2,000
113,720 121,698 24,945 (96,753)
74,692 112,507 103,215 (9,292)
219,986 232,663 262,018 29,355
- 495 495
- 250 250
20,132 40,000 40,000
50 400 400
759,117 812,613 735,923 (76,690)
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62300.1000 Special Dept Supplies:Fire Fighting
62435.0000 General equipment maintenance
62470.0000 Fund 533 Office Equip Rental Rate
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 15,642,631 $ 15,810,112 $ 16,097,203 $ 287,091
9 General Fund
Emergency Management
001.FD04A

OBJECTIVES
- Ensure effective and efficient community-wide response to disasters and other emergencies. - Train City employees and residents for a disaster.
- Ensure a well-prepared emergency management organization, including a functional Emergency Operations Center (EOC) and disaster plan.
- Organize and train neighborhood response teams.
- Where possible, mitigate disaster-related hazards.
- Where possible, mitigate disaster-related hazards.
- Reduce loss of life and property in the event of a disaster and return the community to normalcy as quickly as possible.

The Emergency Management Division develops, implements, and maintains a comprehensive program to ensure that the City and the community are ready for various threats including earthquakes, hazardous material incidents, brush fires, plane crashes, riots, and terrorism. Critical program elements include disaster preparedness, hazard mitigation, response procedures, and recovery operations. The Emergency Management Administrator also manages the Burbank Fire Corps, a volunteer group that provides community outreach and non-hazardous support to the Fire Department.

1.000 1.000 1.000
$ 148,277 $ 153,366 $ 153,366 $
5,743
16,252
- 5,743
24,309 18,047 (6,262)
790 1,025 813 (212)
14,779 14,738 14,386 (352)
1,176 1,718 1,948 230
28,097 28,071 29,040 969
- (266)
2,140
- 266
2,224 2,307 83
211,510 231,460 225,650 (5,810)
$ 4,792 $ 10,000 $ 10,000 $
9,963 10,000 10,000
750
5,211
- 750
5,211 5,211
54,348 45,348 84,384 39,036
5,875 7,200
1,689
7,200
2,500 2,500
1,000
6,000
- 1,000
6,000
6,000
75 350 350
185 250 250
1,252 5,000 5,000
854 1,000 1,000
90,243 94,609 133,645 39,036
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
Salaries & Benefits
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62420.0000 Books & periodicals
62470.0000 Fund 533 Office Equip Rental Rate
62496.0000 Fund 537 computer system rental
62635.1000 Emergency preparedness:EOC
62635.1001 Emergency preparedness:CDV
62635.1002 Emergency preparedness:Zone
62635.1003 Emergency preparedness:Disaster
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 301,753 $ 326,069 $ 359,295 $ 33,226

BUDGET BUDGETEXPENDITURES
FY 2023-24 F FY Y 2024- F FY Y 2025-

CHANGES FROM
PRIOR YEAR2625
10 General Fund
Fire Apparatus and Equipment
001.FD05A

OBJECTIVES
- Organize and maintain emergency apparatus and equipment - Remain current on fire apparatus and equipment technology. - Train firefighters on apparatus and equipment use.
- Provide 24-hour, on-call response.
- Keep staff well-informed on fire apparatus and equipment operations.

The Fire Apparatus and Equipment Division is staffed with two highly trained and qualified personnel who maintain all heavy emergency apparatus and equipment. These civilians are also on call for unanticipated emergencies on a 24-hour basis.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY FY 2024- FY FY 202 5-

CHANGES FROM

PRIOR YEAR

2.000 2.000 2.000
$ 196,930 $ 199 ,411 $ 210,824 $ 11,413
6,865 610 610
43,436 37,577 44,087 6,510
1,580 2,051 1,627 (424)
17,631 19,163 19,869 706
24,656 27,658 - (27,658)
37,234 28,948 34,578 5,630
225 - -
- - 13,684 13,684
1,500 500 1,000 500
2,860 2,891 3,080 189
332,918 318,809 329,359 10,550
$ 4,497 $ 3,750 $ 3,750
1,592 1,200 1,200
250 250 250
298
11,611 11,828 (1,945)
14,048
- 298
13,773
13,430 18,298 4,868
80 100 100
2,000 2,000 2,000
105 120 120
34,183 34,921 37,844 2,923
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60016.1528 Fringe benefits - safety:Workers
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
Salaries & Benefits
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62405.0000 Uniforms & tools
62435.0000 General equipment maintenance
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 367,101 $ 353,730 $ 367,203 $ 13,473
2625
11 General Fund
Training and Safety
001.FD06A

OBJECTIVES

- Provide high-level training for emergency responders in the areas of "all-risk" incidents. - Conduct a Firefighter Recruit Academy to train new recruits in the delivery of emergency services and fill current and anticipated vacancies.
- Coordinate promotional exams for sworn personnel.
- Implement appropriate phases of a flashover training program utilizing the Swede Survival System. - Develop and implement leadership training for Company Officers.

The Fire Department Training and Safety Division ensures that personnel are trained and competency is maintained to effectively, efficiently, and safely execute all responsibilities such as individual and company skills, organizational culture and values, and the numerous local, state, and federal requirements.

BUDGET BUDGETEXPENDITURES
FY 2023-24 4- Y 202 FY F 5- Y 202 FY F

CHANGES FROM

PRIOR YEAR

1.000 3.000 3.000
$ - $ 194,816 $ - $ (194,816)
394,639 453,473 564,110 110,637
12,159 - -
113,138 140,931 140,931
345 - -
39 2,417
813 (1,604)
40,393 70,139 81,704 11,565
752 820 2,834 2,014
56,848 101,457 101,960 503
56,412 89,918 36,651 (53,267)
45,706 69,145 95,247 26,102
1,885 1,000 3,250 2,250
7,083 9,400 10,270 870
23,952 - -
753,349 1,133,516 1,037,770 (95,746)
$ 25,937 $ 26,200 $ 26,200
398 - -
401 - -
2,894 3,000 3,000
3,080 1,983 1,983
16,423 17,502 16,711 (791)
16,188 14,696 42,974 28,278
346 560 560
926 500 500
32,666 30,676 30,676
5,000- 5,000
- 3,000 3,000
- 2,000
- 10,000
26,052 25,000
2,595
2,000
10,000
25,000
1,000
1,000
127,906 141,117 168,604 27,487
$ 881,255 $ 1,274,633 $ 1,206,374 $ (68,259)
25 26
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60002.3505 Salaries & wages - safety:Holiday
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60016.0000 Fringe benefits - safety
60016.1008 Fringe benefits - safety:Retiree
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60016.1531 Fringe benefits - safety:Employer
60023.0000 Uniform & tool allowance
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits
62300.0000 Special Departmental Supplies
62300.1012 Spec Dept Sup:Tri City Fire Academy
62405.0000 Uniforms & tools
62420.0000 Books & periodicals
62470.0000 Fund 533 Office Equip Rental Rate
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62755.1003 Training - general:Live fire training
62755.1004 Training - general:ASHE Active
62755.1005 Training - general:Technical rescue
62755.1006 Training - general:Professional
62755.1007 Training - general:Staffing
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
12 General Fund
Administration Division
001.FD07A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Oversee Fire Department budget, purchasing, grants, and other financial systems. - Recruit for the fire academy and hire qualified applicants to maintain appropriate staffing levels in effort to meet service demand.
- Provide administrative support and assistance to other divisions. - Develop and implement new policies and procedures.
- Coordinate interdivisional and interdepartmental activities and special projects. - R
eview and approve all agenda bills, staff reports, resolutions, ordinances, and agreements. - Monitor and implement City Council goals, priorities, and objectives.

The Administration Division provides support to the operations of all divisions within the Fire Department. Activities conducted within this division include budget preparation, grant management, personnel administration, development of departmental policies and procedures, legislative monitoring, and the coordination of technology improvements and other special projects.

The Office of the Fire Chief is also within the Administration Division.

The Administration Division has reorganized by upgrading one Intermediate Clerk position to a Senior Clerk, one Senior Clerk position to a Principal Clerk, one Principal Clerk position to an Administrative Analyst II, and one Administrative Analyst I position to an Administrative Analyst II position.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

6.000 7.800
$ 428,575 $ 673,308 $ 630,865 $ (42,443)
937,006 594,160 814,838 220,678
1,939 - -
86 - -
28,273 - -
80,420 105,339 139,715 34,376
4,810 6,153 6,345 192
36,543 42,727 59,175 16,448
6,702 8,938 10,928 1,990
80,764 159,359 71,575 (87,784)
73,597 83,549 89,803 6,254
111,065 128,778 125,354 (3,424)
71,267 114,131 51,731 (62,400)
61,820 166,268 186,439 20,171
- - 4,488 4,488
2,182 1,000 1,800 800
5,301 6,447 9,148 2,701
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60002.3505 Salaries & wages - safety:Holiday p
60006.0000 Overtime - non safety
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 F
ringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60016.0000 Fringe benefits - safety
60016.1509 Fringe benefits - safety:Employer p
60016.1528 Fringe benefits - safety:Workers Co
60016.1531 Fringe benefits - safety:Employer P
60022.0000 Car allowance
60023.0000 Uniform & tool allowance
6 0027.0000 Taxes - non safety
60028.0000 Taxes - Safety 14,007 11,931 11,611 (320)

7.800
46,727 - - -
1,991,084 2,102,088 2,213,814 111,726
60031.0000 Payroll adjustment
Salaries & Benefits
13 General Fund
Administration Division
001.FD07A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62300.1000 Special Dept Supplies:Fire Fighting
62300.1018 Special Dept Supplies:Wellness
62310.0000 Office supplies, postage & printing
62405.0000 Uniforms & tools
62435.1000 General equipment maintenance
62455.0000 Equipment rental
62470.0000 Fund 533 Office Equip Rental Rate
62496.0000 Fund 537 computer system rental
62710.0000 Travel
62745.0000 Safety program
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 82,548 $ 102,000 $ 27,000 $ (75,000)
3,391 5,000 5,000
579 5,000 5,000
15,000
9,977 10,000
35,430 28,000
1,311 2,600
6,853 23,080
37,639 57,887
61,085
- 15,000
10,000
28,000
2,600
23,080
57,887
65,394 102,073 36,679
500
1,810 2,000
8,400 8,250
3,424
- 500
2,000
8,250
1,500 1,500
252,446 326,211 287,890 (38,321)
$ 2,243,531 $ 2,428,299 $ 2,501,704 $ 73,405
14 Public Improvements Fund
Administration Division
127.FD07A
This program provides improvements through the receipt of Development Impact Fees collected by the Community Development Department. This section provides funding for capital improvement projects associated with the Fire Department.
/CD33B

BUDGET BUDGETEXPENDITURES
FY 2023-24 4-Y 202FY F Y 2025-FY F

CHANGES FROM

PRIOR YEAR
300,000 $ - $ (300,000)
-
70019.0000 Building improvements
Capital Expenses
Total Expenses - $
(300,000)
(300,000)
$ 3,500 $
3,500
$3,500
300,000
300,000 $$
Capital Expenses
$300,000
FY 2024-25
$300,000
FY 2025-26
-
Fire Department Public Improvements Fund Summary
25 26
15 Vehicle Equipment Replacement Fund
Fire Suppression
532.FDZZZ
This Fund provides for the replacement, repair, and maintenance of all motorized equipment. This section includes vehicles and small equipment used by the Fire Department.

Capital Assets$650,000
FY 2024-25
$300,000
FY 2025-26
Fire Department Vehicle Equipment Replacement Fund Summary

EXPENDITURES
FY 2023-24

BUDGET BUDGET
FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
238,677 $
-
180,611
300,000 $
-
-
62430.0000 Auto Equipment Maintenance & Repair
62780.000 Fuel - Oil
63015.0000 Depreciation expense-Machinery
63035.0000 Depreciation expense-Vehicles
Materials, Supplies & Services
900,631
$ 38,860 $ 650,000 $ - $ (650,000)
38,860 -
15101.0000 Vehicles - clearing
Capital Assets
Total Expenses $ 939,491 $ 950,000 $
(650,000)
(650,000)
$300,000
$300,000
Materials, Supplies & Services
$950,000
300,000 $
300,000
650,000
300,000
-
-
-
300,000
165,256
316,087
16 FIRE
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS ST

AFF YEARS CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

1.000 1.000

1.000 1.000
- (1.000)

2.000

1.000

31.000
(1.000)

ADM ANALYST I (M)

ADM ANALYST II (M)

AST FIRE MARSHAL

DEP FIRE CHIEF

EMERGENCY MGT ADMSTR

EMS NURSE SPECIALIST

EXEC AST

FIRE ADMSTR

FIRE BATTALION CHIEF

FIRE CAPTAIN

FIRE CHIEF

FIRE ENG

FIRE EQUIP MECH

FIRE EQUIP SPECIALIST

FIRE FIGHTER

FIRE INSP I

FIRE INSP II

INTERMEDIATE CLK

PRIN CLK
SR CLK

TOTAL STAFF YEARS

2.000- -

1.000 1.000

5.000 7.000

28.000 31.000

1.000 1.000

26.000 25.000

1.000 1.000

63.000 60.000

4.000 4.000

1.000 1.000

4.000 4.000

1.000 1.000

1.000 1.000
143.000 144.000

1.000 1.000

1.000

25.000

1.000

60.000

4.000

1.000

3.000

1.000

1.000
144.000

7.000
17 (This Page Left Intentionally Blank)
18 POLICE

MISSION STATEMENT

ABOUT POLICE DEPARTMENT

DEPARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Y
ears 264.780 265.780
Salaries & Benefits $ 57,055,367 $ 61,188,496 $ 62,000,318 $ 81 1,822
Materials, Supplies & Services 14,830,184 13,701,486 15,710,525 509,449 Capital Assets 209,504 - 2,377,875 2,377,875
Capital Expenses 94,734 130,000 - (130,000)
TOTAL $ 72,189,789 $ 75,019,982 $ $ 3,569,147
The mission of the Burbank Police Department (BPD) is to protect life and property, provide professional police services, and work in partnership with the community.

To fulfill its mission, the Department operates through four major divisions: Patrol, Investigations, Administrative Services, and Support Services.
80,088,718
1 265.780
POLICE
FY 2025-26: $ 80,088,718

DEPARTMENT SUMMARY
001 - General Fund 124 - Drug Asset Forfeiture Fund 532 - Vehicle Equipment Replacement Fund $ 2,377,875
$ 100,000
$ 77,610,843

GENERAL FUND SUMMARY
Capital Expenses
Capital Assets
Materials, Supplies & Services
Salaries & Benefits$61,188,496 $62,000,318
$13,601,486 $15,610,525
FY 2024-25
$74,789,982
FY 2025-26
$77,610,843
2 General Fund
Patrol Division
001.PD01A-H

OBJECTIVES
- Discuss current crime and traffic trends in roll call briefing prior to each shift. - Assign specific crime or traffic missions to officers or units to accomplish during each shift. - Deploy uniformed officers for high-visibility crime prevention activities across the community. - Perform daily self-initiated interactions between officers and community members. - Collect information from community contacts to enhance crime prevention efforts. - Utilize strategic crime prevention tactics based on accurate and timely crime analysis. - Enforce traffic laws, prioritize enforcement in locations with high occurrences of collisions, and assist in ensuring the orderly o
movement of traffic.
- Promptly investigate all observed or reported suspicious activities. - Prioritize the response to and investigation of violent crimes, hate crimes, and individuals driving under the influence of o
alcohol and/or drugs.
- Maintain readiness of the SWAT team for the response to and resolution of emerging threats and critical incidents. - Utilize the Joint Air Support Unit to bolster patrol, traffic operations, and investigations. - Maintain emergency preparedness of all Patrol Division personnel. - Prioritize high-visibility patrols in areas such as the Burbank Town Center, the Empire Center, Downtown Burbank, Magnolia Park, and other locations within the City with elevated risks of victimization. - Maintain liaison with Area C mutual aid law enforcement agencies. - Prioritize self-initiated park checks and enforce all relevant laws, collaborating closely with the Parks and Recreation o
Department to safeguard the safety of all users of the City's recreational facilities. - Enhance public awareness of traffic safety through education programs at schools, senior living facilities, community oorganizations, and other public forums.
- Continue to seek grant funding to support enhanced DUI and traffic enforcement activities. - Conduct timely follow-up contacts with crime victims by officers assigned to the beat where the crime occurred. - Provide timely and relevant information to victims regarding available services and resources. - Continue to support and participate in community education and public awareness programs such as Neighborhood Watch. - Continue training to develop and enhance the skill sets of the Patrol and Traffic Bureau personnel to optimize service o
delivery.

The Patrol Division is responsible for responding to all calls for service, conducting initial field investigations, and actively preventing crime through proactive patrols and enforcement measures. Its personnel serve as first responders to critical incidents and significant events. The Division consists of the Patrol Bureau, Traffic Bureau, Special Weapons and Tactics (SWAT) Team, the K-9 Unit, and the Bicycle Detail. The key objectives of the Patrol Division include crime prevention and deterrence, apprehension of offenders, recovery and return of stolen property, traffic management, ensuring traffic safety, providing public service, and swift disaster response.

The Patrol Division continuously strives to enhance its effectiveness by focusing deployments in areas with the highest call and crime volumes and by fostering improved communication throughout the organization. It regularly incorporates advancements in training, management, and equipment to support crime prevention strategies.

The Traffic Bureau, a crucial component of the Patrol Division, oversees the enforcement of traffic and parking laws for all users of the City's roadways and investigates traffic collisions. It also conducts traffic education programs for community members. In addition, the Traffic Bureau manages Parking Enforcement, which is a separate cost center, and Citation Management. Citation Management handles the processing of parking citations, scheduling citation appeal hearings, issuance of residential and commercial alarm permits, and management of associated invoices.

As a major hub for the motion picture and television industry, the City of Burbank actively fosters a positive environment for production companies that film within City limits. The Film Permit Section, overseen by the Traffic Bureau, manages the processing, approval, and staffing assignment for all permitted filming activities within the City. 3 General Fund
Patrol Division
001.PD01A-H

CHANGES FROM PRIOR YEAR
$120,000 was allocated to governmental services to pay for the increase in citation processing costs due to the higher volume of citations issued by the City’s third-party parking enforcement vendor.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
1 10.150 1

10.150 1

10.150
$ 821,347 $ 397,452 $ 403,883 $ 6,431
13,477,635 16,071,775 15,965,857 (105,918)
63,1
18 - 1
10,384 1
10,384
663,105 595,525 623,890 28,365
40,105 10,000 10,000
3,204,255 679,219 720,399 41,180
128,222 1
12,502 104,983 (7,519)
6,315 5,281 5,816 535
82,205 38,195 37,884 (31
1)
9,868 13,141 11,275 (1,866)
104,343 75,025 148,925 73,900
225 - -
2,030,714 2,477,128 2,240,326 (236,802)
109,363 1
16,966 95,127 (21,839)
2,968,983 3,020,1
15 3,051,104 30,989
2,906,776 2,473,427 2,432,901 (40,526)
4,490,041 5,220,764 5,532,619 311,855
- - 1,122 1,122
123,277 121,500 129,163 7,663
1 1,422 5,763 6,003 240
248,484 241,676 254,409 12,733
75,860 - -
31,565,662 31,675,454 31,886,069 210,615
$ 30,382 $ 46,000 $ 46,000 $
284,207 183,595 303,595 120,000
18,950 14,175 14,175
2,1
14,892 3,379,877 5,050,500 1,670,623
300,850 26,500 26,500
12,528 14,000 14,000
67,678 38,850 38,850
5,268 7,958 7,958
901 1,480 1,480
2,930 7,250 7,250
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60002.2004 Salaries & wages - safety:Field
60002.3505 Salaries & wages - safety:Holiday
60006.0000 Overtime - non safety
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60016.0000 Fringe benefits - safety
60016.1008 Fringe benefits - safety:Retiree
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60016.1531 Fringe benefits - safety:Employer
60022.0000 Car allowance
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62316.0000 Software & hardware
62405.0000 Uniforms & tools
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62455.0000 Equipment rental
1,153 2,000 2,000
4 EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
132,607 - 34,333 34,333
1,548,337 1,454,859 1,519,066 64,207
836,730 838,715 838,715
1,762,487 2,340,042 1,922,462 (417,580)
17,135 35,285 35,285
44,373 44,050 44,050
- 5,708 5,708
- 96,250 96,250
8,240 9,616 9,616
7,189,649 8,546,210 10,017,793 1,471,583
General Fund
Patrol Division
001.PD01A-H
62470.0000 Fund 533 Office Equip Rental Rate
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62745.0000 Safety program
62755.0000 Training - general
62820.0000 Bond interest & redemption
62845.0000 Bond/certificate principal redemption
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 38,755,311 $ 40,221,664 $ 41,903,862 $ 1,682,198
5 General Fund
Investigation Division
001.PD02A-K

OBJECTIVES
- Thoroughly investigate all cases, assist in the prosecution of all filed cases, and ensure the return of stolen property to ovictims.
- Properly assess all narcotics and money laundering cases for potential asset forfeiture. - Notify businesses that selling alcohol and tobacco products to minors is prohibited in an effort to reduce alcohol-related oaccidents and teen smoking.
- Conduct strategized decoy programs in an effort to prevent alcohol and cigarette sales to minors. - Provide timely and relevant information to victims regarding available services and resources. - Work with juvenile offenders to provide the proper intervention of the court and/or other social agencies in an effort to reduce o
recidivism.
- Monitor gang activity occurring in or affecting the City of Burbank and interdict illegal gang-motivated activities by gathering ocriminal intelligence and conducting enforcement details. - Thoroughly search, collect, process, and analyze criminal evidence. - Utilize technology, crime analysis, and forensic resources to prevent and/or solve crimes. - Collaborate on task forces and regional crime prevention initiatives. - Identify crime trends and utilize appropriate resources to apprehend responsible individuals. - Maintain current affiliation with
professional law enforcement organizations associated with conducting criminal oinvestigations.
- Maintain industry best practices for the packaging, storage, management, and recordation of evidence.

The Investigation Division is responsible for conducting criminal investigations and gathering and analyzing evidence to support criminal prosecutions. It consists of the Detective Bureau, Forensics Section, and High-Tech Crime Unit.

Detective Bureau
The Detective Bureau is comprised of the Crimes Against Persons Unit and the Crimes Against Property Unit. The Crimes
Against Persons Unit includes the Domestic and Family Crimes Unit, the Gang Unit, the Criminal Intelligence Detail, and the Persons Detail. The Crimes Against Property Unit is comprised of the Crimes Against Property Detail and the Special Investigations Detail.

The Domestic and Family Crimes Unit is responsible for investigating crimes committed by juveniles, conducting child abuse investigations, and investigating domestic violence and other family-related crimes. Additionally, it manages the School Resource Officer program. The Gang Unit investigates all gang-related crimes and most weapons-related crimes. The Criminal Intelligence Detail investigates hate crimes and other sensitive criminal investigations. The Persons Detail investigates violent crimes and those with the potential for violence, with the Arson/Explosive Investigator assigned to this Detail. The Property Detail investigates all types of theft, including burglary, auto theft, and fraud. The Traffic Detail investigates traffic collisions, including circumstances of traffic accidents and documenting evidence. The Special Investigations Detail investigates cases related to alcohol, commercial sex, gambling, narcotics violations, and deaths resulting from overdose.

Forensics Section
The Forensics
Section processes crime scenes to collect and preserve evidence. It conducts latent fingerprint comparisons using the Multimodal Biometric Identification System (MBIS) and the Integrated Automated Fingerprint Identification System (IAFIS) to identify suspects. The IAFIS is a national fingerprint and criminal history system managed by the Federal Bureau of Investigation (FBI), Criminal Justice Information Services (CJIS) Division, maintaining the largest biometric database globally.

High-Tech Crimes Unit
The High-Tech Crime Unit oversees the forensic search and recovery of evidence from electronic devices such as computers
and cellular phones. As part of the Internet Crimes Against Children (ICAC) Task Force, the unit aids in investigating technology-facilitated child sexual exploitation and Internet crimes against children. 6 General Fund
Investigation Division
001.PD02A-K

CHANGES FROM PRIOR YEAR
Other professional services were increased by $23,340 for the cost of the cross-jurisdictional data exchange software contract.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

47.250 49.250 49.250
$ 567,660 $ 825,586 $ 879,399 $ 53,813
4,349,974 6,632,656 6,709,904 77,248
197,883 245,605 247,330 1,725
51,765 9,800 9,800
1,010,005 144,441 159,634 15,193
84,300 188,090 152,624 (35,466)
8,046 6,409 9,151 2,742
59,692 79,339 82,488 3,149
10,194 19,496 19,237 (259)
70,912 120,566 1
16,150 (4,416)
788 - -
612,448 939,282 949,639 10,357
35,569 43,152 35,095 (8,057)
810,620 1,246,341 1,257,449 11,108
1,236,438 1,020,734 1,012,329 (8,405)
1,236,784 1,375,992 1,506,254 130,262
- - 1,122 1,122
32,239 54,250 48,413 (5,838)
8,979 1
1,971 12,902 931
76,346 99,735 103,828 4,093
5,411 - -
10,466,053 13,063,445 13,312,747 249,302
$ 20,453 $ 27,485 $ 50,825 $ 23,340
- 21,000 21,000
67,271 1
17,000 1
17,000
13,992 10,000 10,000
26,008 27,700 27,700
15,739 16,750 16,750
12,025 12,500 12,500
2,192 2,550 2,550
778 780 780
4,595 4,050 4,050
4,012 4,000 4,000
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60002.3505 Salaries & wages - safety:Holiday
60006.0000 Overtime - non safety
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60016.0000 Fringe benefits - safety
60016.1008 Fringe benefits - safety:Retiree
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60016.1531 Fringe benefits - safety:Employer
60022.0000 Car allowance
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62125.0000 Medical Services
62135.0000 Governmental Services
62140.0000 Special Services
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62405.0000 Uniforms & tools
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62455.0000 Equipment rental
62470.0000 Fund 533 Office Equip Rental Rate
- - 18,681 18,681
7 EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
262,571 296,850 253,465 (43,385)
302,163 465,066 399,534 (65,532)
901 1,100 1,100
230 500 500
30,837 34,000 34,000
992 950 950
764,760 1,042,281 975,385 (66,896)
General Fund
Investigation Division
001.PD02A-K
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62710.0000 Travel
62745.0000 Safety program
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 11,230,813 $ 14,105,726 $ 14,288,132 $ 182,406
8 General Fund
Administrative Services Division
001.PD03A-G

OBJECTIVES
- Recruit, onboard, and train qualified candidates with a focus on sustaining a diverse workforce. - Develop and mentor Police Explorers and Police Cadets to prepare them for future careers in law enforcement. - Prepare recruits for the police academy through participation in a comprehensive pre-academy training program. - Conduct mediation to support community conflict resolution for non-criminal incidents. - Maintain an employee scheduling and overtime tracking system to ensure efficient resource management. - Establish, implement, and uphold Department policies to maintain accreditation through the Commission on Accreditation o
for Law Enforcement Agencies (CALEA).
- Provide mandated training required by state, city, and accrediting agencies, coordinate both initial and ongoing training for oemployees, and foster continuous advancement in tactical, investigative, and supervisory practices. - Maintain a police shooting range to conduct high-quality firearms and defensive tactics training. - Maintain collaboration with the Los Angeles County Department of Mental Health through the MHET Program to intervene in
mental health cases and access appropriate behavioral health care services to assist individuals in need. - Provide the community with current crime information to enhance community-based policing efforts. - Develop timely crime analysis reports to direct crime prevention and enforcement efforts. - Procure necessary equipment and services in the most economically feasible manner while ensuring high-quality o
standards.
- Facilitate the Community Academy program to provide the opportunity for community members to learn more about the oDepartment's operations.
- Provide community crime prevention programs such as Neighborhood Watch, Business Watch, and safety presentations. - Provide volunteer training to assist police personnel, support public safety, maximize police responsiveness, promote o
positive relationships, and enhance trust between members of the Police Department and the community. - Work in collaboration with the City's Public Information Office to utilize City and Department websites and social media oplatforms to produce and broadcast crime prevention information. - Provide information to and liaison with media outlets. - Maintain an updated Department Policy Manual and ensure all policies are publicly available via the Department's website. - Continue to implement the personnel early intervention system by conducting audits to identify high utilizers for complaints, o
use of force incidents, vehicle pursuits, and claims against the Department. - Promote employee wellness and safety for all personnel by providing ongoing training and resources for building resilience ospecific to careers in law enforcement.
- Assist the Department and employees with workers' compensation issues. - Produce and distribute timely community crime notifications and a community newsletter. - Manage the receipt and processing of Concealed Carry Weapons (CCW) permit applications for private citizens in o
accordance with legal requirements.

The Administrative Services Division encompasses the Office of the Chief of Police, Budget and Finance, Internal Affairs, Professional Standards, Community Outreach and Personnel Services, the Mental Health Evaluation Team (MHET), and the Crime Analysis Unit, providing operational support across all departmental divisions and ensuring quality control. The Office of the Chief of Police oversees policy and procedure implementation to ensure the Department operates effectively. The Finance Section manages the Department’s budget, procurements, grant funding, and special revenue funds supporting law enforcement operations. The Internal Affairs Bureau conducts administrative investigations, including citizen complaints and personnel investigations. The Professional Standards Bureau updates policies and procedures, conducts audits, handles discovery requests, manages the body-worn and in-car camera program, and researches and assesses emerging enforcement technology and crime analysis. Within the Professional Standards Bureau, the Property and Evidence Section ensures proper storage, disposal, and chain of custody for all property in the Department’s custody, adhering to International Association for Property and Evidence (IAPE) standards. The Community Outreach and Personnel Services Bureau manages public information, training, recruitment, onboarding, and community outreach programs. The MHET provides specialized responses to mental health-related calls by pairing trained officers with licensed clinical social workers. The Crime Analysis Unit analyzes crime patterns and trends to support strategic personnel deployment for crime prevention and suppression.
9 General Fund
Administrative Services Division
001.PD03A-G

CHANGES FROM PRIOR YEAR
- Conduct internal affairs and citizen complaint investigations in an impartial, efficient, and timely manner. - Continue to improve Internal Affairs Bureau response protocols for critical incidents. - Conduct internal audits and maintain a matrix of recurring internal audits. - Provide administrative support and quality control to all divisions. - Manage the department's budget, purchasing, grants, and other financial systems as responsible stewards of public funds. - Work with the Office of Independent Review (OIR) as it relates to recommendations requiring a response from the o
department.
- Serve as the clearinghouse for all administrative projects and internal investigations. $317,948 was added to private contractual services to cover parking enforcement services including funding for three (3) parking enforcement representatives who will be assigned to the Downtown Burbank area to support the approved parking management strategies.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

31.750 30.750 30.750
$ 1,208,392 $ 1,418,557 $ 1,471,116 $ 52,559
2,331,472
2,576,268 2,650,603 74,335
1,633 - -
94,921 90,150 104,214 14,064
1,542 7,200 7,200
470,848 69,969 74,767 4,798
199,918 341,772 282,374 (59,398)
16,853 20,253 15,252 (5,001)
126,241 136,323 138,806 2,483
18,775 22,082 23,067 985
189,975 239,064 257,706 18,642
272,821 321,970 339,996 18,026
11,963 13,627 11,083 (2,544)
428,082 483,155 498,516 15,361
500,257 395,696 399,960 4,264
589,737 752,911 793,696 40,785
(43) 1,122 (3,366)
15,256 15,663 3,413
17,997 21,441 872
40,956
4,488
12,250
20,569
38,663 41,191 2,528
38,873 - -
6,576,468 6,964,967 7,147,771 182,804
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60002.2004 Salaries & wages - safety:Field
60002.3505 Salaries & wages - safety:Holiday
60006.0000 Overtime - non safety
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60016.0000 Fringe benefits - safety
60016.1008 Fringe benefits - safety:Retiree
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60016.1531 Fringe benefits - safety:Employer
60022.0000 Car allowance
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits
10 General Fund
Administrative Services Division
001.PD03A-G

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

$ 344,807

$ 370,234

$
31,592 41,100 41,100
304,442 104,800 104,800
693,791 645,662 963,610 317,948
6,579 7,900 7,900
157,976 97,650 97,650
1,740 2,725 2,725
131,564 123,000 123,000
154 2,000 2,000
660
3,714
- 660
4,750 4,750
8,862 10,000 10,000
54,887 96,690 96,690
51,131 61,245 61,245
66,879 127,900 98,654 (29,246)
286,821
318,714 397,573 78,859
4,000
12,005 17,765
12,842 14,090
26,453 39,350
112,924
- 4,000
17,765
14,090
39,350
94,060 94,060
69 1,000 1,000
8,800 - -
7,429 14,020 14,020
2,325,460 2,199,315 2,566,876 367,561
$ 24,991 $ - $ -
24,991 - -
62000.0000 Utilities
62085.0000 Other Professional Services
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62200.0000 Background Checks
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62316.0000 Software & hardware
62405.0000 Uniforms & tools
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62451.0000 Building maintenance
62455.0000 Equipment rental
62470.0000 Fund 533 Office Equip Rental Rate
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental

62525.0000 Photography
62700.0000 Memberships & Dues
62710.0000 Travel
62745.0000 Safety program
62755.0000 Training - general
62800.0000 Fuel - gas
62830.1000 Bank service charges:Credit card
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
70023.0532 Capital contribution:Fund 532
Capital Expenses
Total Expenses
$ 8,926,919 $ 9,164,282 $ 9,714,647 $ 550,365
11 General Fund
Parking Enforcement
001.PD05A

OBJECTIVES
- Implement parking enforcement to encourage voluntary compliance with state and local parking laws. - Provide a program for impounding vehicles abandoned on public property. - Ensure rapid and effective response to community complaints related to parking issues. - Assertively enforce parking violations pertaining to fire lanes and accessible designated parking spaces. - Collaborate with professional service providers to enhance the provision of parking enforcement services. - Assist children to safely cross the street as they walk or bicycle to and from school and encourage safe behaviors near otraffic.
- Conduct traffic control efforts at special events.

Parking Enforcement promotes traffic safety by enforcing parking laws, removing vehicles that obstruct roadways, and impounding abandoned vehicles. It also supports traffic control efforts during special events and manages the School Crossing Guard program, serving designated school sites within the Burbank Unified School District.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

25.280 25.280 25.280
$ 385,189 $ 1,188,279 $ 1,155,000 $ (33,279)
11,606 22,034 22,034
48,655 209,719 405,912 196,193
19,971 25,924 20,564 (5,360)
19,211 64,478 11
1,599 47,121
9,367 13,309 14,771 1,462
96,283 59,967 37,805 (22,162)
900 - -
- 150 8,040 7,890
17,518 49,304 17,184 (32,120)
2,970 - -
611,671 1,633,164 1,792,908 159,744
$ 733 $ - $ -
858 2,200 2,200
3,404 8,410 8,410
11,884 10,000 10,000
14,337 9,500 9,500
98,218 86,944 57,274 (29,670)
116,505 140,515 170,555 30,040
245,939 257,569 257,939 370
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62405.0000 Uniforms & tools
62435.0000 General equipment maintenance
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses
$ 857,610 $ 1,890,733 $ 2,050,847 $ 160,114
12 General Fund
Communication Center
001.PD06C

OBJECTIVES
- Maintain the effectiveness and efficiency of the Communication Center operation, ensuring prompt responses to calls for oservice from community members in need.
- Ensure emergency preparedness to guarantee that emergency calls can be answered in the event of a disaster or other oincident that may incapacitate the 911 Communication Center. - Maintain compliance with state and national standards. - Provide supervisors with essential training in supervision and risk management. - Continue transition to the statewide next-generation 911 system to enhance service delivery.

The Police Department operates a state-of-the-art 911 Communication Center, certified by the National Center for Missing and Exploited Children in 2013. Serving as the critical first point of contact for emergency calls to Burbank's Police and Fire Departments, the Communication Center receives and processes calls regarding potential emergencies, providing first responders with accurate, comprehensive information for rapid response. Utilizing a Computer-Aided Dispatch (CAD) system, the Communication Center efficiently manages and deploys resources for both emergency and non-emergency services.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

19.000
$ 1,175,801 $ 1,624,758 $ 1,638,597 $ 13,839
12,613 - -
512,276 259,326 259,326
225,405 355,738 378,152 22,414
13,500 17,433 15,455 (1,978)
131,897 156,139 153,832 (2,307)
45,988 63,691 53,300 (10,391)
196,127 255,877 259,385 3,508
1,125 - -
- - 1,400 1,400
24,548 23,559 27,540 3,981
18,958 - -
2,358,237 2,756,521 2,786,988 30,467
$ 6,896 $ 10,000 $ 10,000
1,826 1,500 1,500
4,543 8,600 8,600
850
775
- 850
1,000 1,000
64,199 80,543 83,657 3,114
4,656 5,500
506
5,500
1,000 1,000
83,401 108,993 112,107 3,114
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursemen t
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62405.0000 Uniforms & tools
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses $ 2,441,638 $ 2,865,514 $ 2,899,095 $ 33,581 13 19.00019.000
General Fund
Support Services Division
001.PD07A-E

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Efficiently process and maintain all police records while ensuring citizen confidentiality. - Ensure the timely and accurate provision of information to officers, detectives, and members of the public. - Continue to maintain a facility that is safe and secure for all employees and members of the public.

The Support Services Division comprises the Records Bureau and the Facility Maintenance Unit, providing operational and logistical support to other divisions and supporting the Department’s law enforcement mission.

The Records Bureau is responsible for gathering and processing all information related to arrests and criminal records. Its duties include researching and providing criminal history information to officers and detectives in the field, entering detailed and time-sensitive data related to criminal records, providing customer service at the Department’s public counter, and assisting with detainee searches in the Jail. As the custodian of records, the Bureau handles subpoenas duces tecum, conducts Department of Justice audits on various databases, seals records, and ensures compliance with state and federal laws concerning public records requests. Additionally, the Bureau maintains the Department’s records retention schedule and facilitates the approved destruction of records.

The Facility Maintenance Unit oversees and maintains facility security systems and promptly addresses building maintenance concerns, ensuring continuous, 24/7 public safety services for the community.

One Police Technician position was upgraded to a Police Records Technician. $175,000 in one-time funds were added to special department supplies for the Police Records Bureau digital scanning project. 14 General Fund
Support Services Division
001.PD07A-E

BUDGET BUDGET EXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

19.250 19.250 19.250
$ 1,313,619 $ 1,371,902 $ 1,480,292 $ 108,390
346,816 377,627 373,078 (4,549)
140,188 30,350 30,350
276,122 334,687 305,424 (29,263)
15,277 19,740 15,659 (4,081)
133,132 131,840 138,851 7,011
38,345 51,429 46,498 (4,931)
297,265 277,368 262,009 (15,359)
1,688 - -
33,425 34,345 34,979 634
57,370 68,426 65,886 (2,540)
70,039 56,040 53,392 (2,648)
167,130 142,008 106,655 (35,353)
- - 1,122 1,122
1,548 19,250 1,613 (17,638)
20,743 19,893 21,923 2,030
4,810 5,476 5,354 (122)
8,744 - -
2,926,261 2,940,381 2,943,084 2,703
$ - $ 30 $ 30
10,000 - -
8,962 8,000 183,000 175,000
11,946 12,500 12,500
2,821 6,400 6,400
515
8,644 11,990
2,820 3,640
15,647
- 515
11,990
3,640
13,588 11,271 (2,317)
190,899 180,821 144,056 (36,765)
39 225 225
7,865 10,000 10,000
- 400 400
259,643 248,109 384,027 135,918
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursemen t
60016.0000 Fringe benefits - safety
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60016.1531 Fringe benefits - safety:Employer
60022.0000 Car allowance
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printin g
62405.0000 Uniforms & tools
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62455.0000 Equipment rental
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 3,185,903 $ 3,188,490 $ 3,327,111 $ 138,621
15 General Fund
Air Support Unit
001.PD08A

OBJECTIVES
- Emphasize routine and special operations proficiency training to ensure safety as a top priority. - Integrate the helicopter program into the City's disaster planning, establishing missions and areas of responsibility. - Conduct special flight operations as necessary.
- Provide proper maintenance to ensure the safe operation of the aircraft. - Provide air insertion capability for the Special Weapons and Tactics Team (SWAT). - Familiarize department personnel with Air Support operations. - Continue to share air resources with the City of Glendale. - Continue cooperative patrol and flight schedule with the City of Pasadena.

In 2007, the cities of Burbank and Glendale combined resources to establish the Joint Air Support Unit (JASU). The collaboration aimed to enhance efficiency and cost-effectiveness while enhancing the level of airborne law enforcement. Th e JASU operates from a joint helicopter facility at the
Hollywood Burbank Airport, pursuant to a helicopter maintenance and operations lease agreement involving both cities and the Hollywood Burbank Airport Authority.

The Joint Air Support Unit conducts airborne crime suppression, responds to critical incidents, coordinates field responses for ground units, and serves as a force multiplier to enhance community and officer safety. Additionally, the unit participates in special operations, providing support for criminal investigations, code enforcement, and assisting the Fire Department in airborne command and control operations, including the deployment of firefighters and equipment.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR

2.100 2.100
$ 309,289 $ 391,208 $ 355,209 $ (35,999)
8,150 8,491
15,856 13,147
- 8,491
13,745 598
94,641 5,254 6,054 800
385 - -
91 361 81 (280)
34,918 50,454 45,962 (4,492)
2,063 2,013 1,847 (166)
57,346 73,269 68,017 (5,252)
67,980 60,006 54,940 (5,066)
82,231 93,984 106,340 12,356
2,500 5,500 2,500 (3,000)
6,295 5,863 5,597 (266)
757 - -
682,502 701,059 668,785 (32,274)
$ 409,625 $ 369,367 $ 369,367
20,915 21,619 88,856 67,237
63,405 75,000 75,000
339,392 350,813 367,523 16,710
18,987 9,649 10,627 978
852,324 826,448 911,373 84,925
Staff Years
60002.0000 Salaries & wages - safety
60002.2004 Salaries & wages - safety:Field
60002.3505 Salaries & wages - safety:Holiday
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60016.0000 Fringe benefits - safety
60016.1008 Fringe benefits - safety:Retiree
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60016.1531 Fringe benefits - safety:Employer
60023.0000 Uniform & tool allowance
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits
62135.0000 Governmental Services
62220.0000 Insurance
62220.1003 Insurance:Helicopter
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses $ 1,534,826 $ 1,527,507 $ 1,580,158 $ 52,651 16 2.100
General Fund
Jail Operations
001.PD09A

OBJECTIVES
- Maintain a jail facility that meets or exceeds federal, state, and local standards. - Ensure ongoing compliance with California Board of State and Community Corrections Title 15 standards for local odetention facilities.
- Offer continuous training and implement industry best practices for detainee supervision, suicide prevention, conducting osensitive searches, managing high-risk inmates, preventing assaults on staff, and fire and disaster response. - Perform monthly inspections to ensure emergency preparedness for critical events including fire suppression and oemergency evacuation.
- Maintain a monthly training program on policies and procedures for emergency preparedness, including fire suppression oand emergency evacuation procedures.
- Conduct ongoing review of and amend intake procedures as needed to continue the implementation of industry best opractices related to screening inmates for medical, psychological, and mental health issues.

The Jail plays a crucial role in the public safety function of any local government and is a vital component of the local criminal justice system. It serves as a facility for processing the intake and short-term detention of pre-arraigned inmates. A well- managed and professional operation ensures the provision of appropriate care and custody for all inmates, maintains a safe and clean jail environment, and minimizes liability exposure. Achieving an effective jail operation requires adherence to rigorous standards and the dedication of a well-trained and high-performing workforce.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

10.000 10.000
$ 738,797 $ 743,423 $ 760,744 $ 17,321
41,561 - -
1,796 - -
2,114 - -
199,466 162,060 162,060
13,253 - -
163,984 186,876 183,810 (3,066)
7,970 8,204 8,134 (70)
85,924 71,443 71,358 (85)
1 19,685 93,534 4,956 (88,578)
134,176 177,185 168,759 (8,426)
563 - -
3,379 - -
9,993 - -
- - 88,055 88,055
1,514 - 700 700
13,410 10,780 13,391 2,611
866 - -
22,669 - -
Staff Years
60001.0000 Salaries & wages
60002.0000 Salaries & wages - safety
60002.2004 Salaries & wages - safety:Field
60002.3505 Salaries & wages - safety:Holiday
60006.0000 Overtime - non safety
60007.0000 Overtime - safety
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Wellness program reimbursement
60016.0000 Fringe benefits - safety
60016.1509 Fringe benefits - safety:Employer
60016.1528 Fringe benefits - safety:Workers
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60028.0000 Taxes - Safety
60031.0000 Payroll adjustment
Salaries & Benefits
1,561,1
19 1,453,505 1,461,966 8,461
17 10.000
General Fund
Jail Operations
001.PD09A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 162,999 $ 163,180 $ 163,180 $
- 12,000 12,000
64,193 90,210 90,210
72,548 51,700 51,700
3,608 4,000 4,000
50 50 50
1,438 1,500 1,500
- - 11,165 11,165
40,571 44,071 45,370 1,299
5,478 5,720 5,720
6 130 130
350,892 372,561 385,025 12,464
62125.0000 Medical Services
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62405.0000 Uniforms & tools
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62470.0000 Fund 533 Office Equip Rental Rate
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses $ 1,912,012 $ 1,826,066 $ 1,846,991 $ 20,925 18 General City Grant Fund
Grants-COPS/DOJ/State
121.PD91A/B/C

EXPENDITURES
FY 2023-24

BUDGET BUDGET
FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
This fund accounts for grant funding the City receives from Federal, State, and County sources. Any grant funds received during FY 2025-26 will be presented to the City Council for appropriation. $ 307,394 $ - $ -
307,394 - -
60004.0000 State grant - salaries
Salaries & Benefits
$ 2,125 $ - $ -
2,125 - -
$ 1,703 $ - $ -
1,703 - -
62755.0000 Training - general
Materials, Supplies & Services
70011.0000 Operating equipment
Capital Expenses
Total Expenses $ 311,222 - -
19 Drug Asset Forfeiture Fund
Grants-State
124.PD91C
This fund was established to account for Drug Asset Forfeiture revenues and expenditures. Revenue estimates and appropriations will be made only after the drug assets are seized and the revenues are remitted to the City. Any additional Fund 124 revenues and/or appropriations may be approved by the City Council during the fiscal year.

Materials, Supplies & Services
$100,000 $100,000
FY 2024-25
$100,000
FY 2025-26
$100,000
Police Department Drug Asset Forfeiture Fund Summary

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
$ - $ 100,000 $ 100,000 62455.0000 Equipment rental
Materials, Supplies & Services - 100,000 100,000
41,005 $ - $ -
41,005 - -
70015.0000 Special operating equipment - drug $
Capital Expenses
Total Expenses $ 41,005 $ 100,000 $ 100,000
20 Public Improvements Fund
Administrative Services Division
127.PD03A/CD33C
This program funds public improvements through the receipt of Development Impact Fees collected by the Community Development Department. Public Improvement projects funded by this program are restricted to those identified through the impact fee program
. This section shows funding for capital improvement projects associated with the Police Department.

Capital Expenses$130,000
FY 2024-25
$130,000
FY 2025-26
-
Police Department Public Improvements Fund Summary
$ $ 130,000 $ - $ (130,000)
-
70019.0000 Building improvements
Capital Expenses
Total Expenses $
(130,000)
27,035 (130,000)130,000 - $ - $
27,035
$
27,035 130,000

EXPENDITURES
FY 2023-24

BUDGET BUDGET
FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
21 Vehicle Equipment Replacement Fund
Air Support Unit
532.PD08A

CHANGES FROM PRIOR YEAR
$2,377,875 was allocated for the purchase of an Airbus H125 helicopter for the Burbank Glendale Police Joint Air Support Unit.

This Fund provides for the replacement, repair, and maintenance of all motorized equipment. This section includes vehicles and small equipment used by the Police Department.

Capital Assets$2,377,875
FY 2024-25
-
FY 2025-26
$2,377,875
Police Department Vehicle Equipment Replacement Fund Summary

EXPENDITURES
FY 2023-24

BUDGET BUDGET
FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
236 $ -
414,425
- $
- -
$
481,155 - -
- $ 2,377,875 $ 2,377,875
-209,504 2,377,875
63015.0000 Depreciation expense-Machinery
63035.0000 Depreciation expense-Vehicles
Materials, Supplies & Services
15101.0000 Vehicles - clearin g
Capital Assets
Total Expenses $ 690,659 - $ 2,377,875 $ 2,377,875
22 62780.0000 Fuel - Oil
66,494
209,504 $
$
2,377,875
POLICE
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS ST

AFF YEARS CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

6.000 6.000 6.000

1.000 1.000 1.000
- - 2.000 2.000

14.000 14.000 14.000

4.000 4.000 4.000

2.000 2.000 2.000

14.280 14.280 14.280

1.000 1.000 1.000

3.000 4.000 4.000

1.000 1.000 1.000

7.000 7.000 7.000

1.000 1.000 1.000

2.000 2.000 2.000

10.000 8.000 8.000

1.000 1.000 1.000

3.500 3.500 3.500

4.000 4.000 4.000

1.000 1.000 1.000

9.000 9.000 9.000

95.000 95.000 95.000

ADM ANALYST I (M)

ADM ANALYST II (M)

COMITY SERV OFCR

COMM OP

COMM SUPV

CRIME ANALYST

CROSSING GUARD

EXEC AST

FORENSIC SPECIALIST

FORENSIC SPECIALIST SUPV

INTERMEDIATE CLK
JAILER

JAIL MGR

LEAD JAILER

PARKING CTRL OFCR

PARKING CTRL SUPV

POL ADMSTR

POL CADET

POL CAPTAIN

POL CHIEF

POL COMM MGR

POL LIEUTENANT

POL OFCR

POL OFCR - DETECTIVE ASSIGNMENT

POL RCRDS MGR

POL RCRDS TECH

POL RCRDS TECH SUPV

POL SERGEANT

POL TECH

PROPERTY AND EVIDENCE TECH

PROPOSED JOB - BCEA

PUBLIC SFTY FACILITY TECH

SR ADM ANALYST (M)
SR CLK

SR PROPERTY AND EVIDENCE TECH

SR RANGEMASTER-ARMORER

TOTAL STAFF YEARS

29.000 29.000 29.000

1.000 1.000 1.000

8.000 8.000 9.000 1.000

3.000 3.000 3.000

22.000 22.000 22.000

7.000 7.000 6.000 (1.000)

2.000 2.000
-

1.000

2.000

5.000

1.000

2.000

1.000

2.000

5.000

1.000

2.000
- (2.000)

1.000

2.000

5.000

1.000

1.000
264.780 265.780 265.780
23 (This Page Left Intentionally Blank)
24 BWP

ABOUT BURBANK WATER AND POWER

MISSION STATEMENT
Burbank Water and Power (BWP) is an industry leader in seeking innovative ways to serve water to 26,900 customers, electricity to 53,300 customers, and high-speed internet and fiber optics to 200 customers. This creativity by BWP’s consistently top-notch employees enables BWP to provide high reliability at some of the most affordable rates in the region. Planning for a sustainable future is a top priority. To this end, BWP is partnering with neighboring utilities and Burbank businesses on solar, storage, green hydrogen, hydropower, geothermal, nuclear, storage, and wind. BWP partnered with Burbank’s Public Works Department to generate power using captured landfill gases. Together with the Community Development Department, BWP has installed 108 public electric vehicle ports and is planning to install hundreds more by the end of this decade. BWP truly enjoys serving the Burbank community, both those who live here as well as those who share their working day with us.

BWP is committed to safely providing reliable, affordable, and sustainable utility services for our community.

ORGANIZATION
The Power Supply Division is responsible for BWP’s supply of electricity. The division plans, develops, operates, participates in, and builds facilities for the generation and transmission of energy to Burbank. The division also acquires power from a diverse number of resources, including options for energy storage, often as part of the Southern California Public Power Authority (SCPPA). The division is focused on identifying carbon-neutral generating resources (wind, solar, geothermal, nuclear, green hydrogen, biogas), storage options, carbon capture technology, and new technology to enable compliance with Senate Bill (SB) 100 which mandates renewable content of 60 percent renewable energy by 2030 and a zero-emissions resource portfolio by 2045. The City has an aspirational goal of a 100 percent greenhouse gas electricity supply by 2040. The division operates two SCPPA-owned projects: The Magnolia Power Project (MPP) at the BWP campus and the Tieton Hydropower Project (THP) in eastern Washington, as well as BWP's wholly-owned local generation resources. The division conducts wholesale power marketing efforts to minimize the cost of power through energy purchases and sales with other energy companies and submits compliance reports for renewable energy and greenhouse gas accounting. Finally, the division manages and maintains BWP’s award-winning EcoCampus, including Leadership in Energy and Environmental Design (LEED) Platinum buildings, and advanced rainwater capture and energy efficiency systems.

The Electric Services Division is responsible for the planning, engineering, construction, testing, operation, and maintenance of electric stations, power lines, service drops, and meters to deliver 99.999% reliable power to Burbank.

Staff constructs and maintains all the components of the transmission, sub-transmission, and distribution networks, both overhead and underground, which make up the BWP electric system. This division improves and maintains the City’s street lighting system, maintains electrical services for power plant and water facilities, and installs fiber-optic lines.

The Water Division plans, designs, and constructs capital improvement projects for the City’s potable and recycled water systems. The division operates and maintains water treatment production and distribution facilities including an on-site water quality laboratory, eight ground water wells, water mains and transmission lines, distribution piping, valves, meters, pump stations, pressure regulators, fire hydrants, and storage tanks to deliver potable water and recycled water with 99.999% reliability. Burbank imports all its water from the Metropolitan Water District of Southern California and the Water Division is responsible for managing the city’s water storage program in the San Fernando Groundwater Basin and maintaining water quality that meets or exceeds state and federal drinking water regulations.
1 BWP
The Customer Service Operations Division provides customer care and self-service related to all municipal services accounts, including the establishment of new services, general account information, billing, payments, collections, and online account management. The division manages the collection of revenues through the meter-to-cash process, ensuring adequate controls and efficient processes.

The Sustainability, Marketing, and Strategy Division is responsible for program design, management, and educational outreach focusing on water and energy conservation, building and transportation electrification, customer-sited solar, environmental stewardship, low-income programs, events, and the community’s youth. The division leads the implementation of customer-side actions for BWP’s Greenhouse Gas Reduction Plan measures, Integrated Resource Plan, and other strategic planning efforts.

The Administrative Services Division oversees the utility’s people operations. This division focuses on administrative services, employee and labor relations, leadership development, employee training, and environmental health and safety.

The Finance Division is responsible for the utility’s accounting, financial reporting and analysis, and budgeting for six of the City’s funds. The funds include the electric, water, street lighting, communications, MPP , and THP . In addition, the Finance Division manages energy risk, rate design, revenue requirements, access to capital markets, and long-term strategic financial planning. The utility’s warehouse, which oversees materials management and fleet operations, is also managed by this division.

The Technology Division oversees security, telecommunications, systems, applications, fiber services, and systems modernization programs for the utility. The division provides strategic oversight and alignment of technology systems with BWP’s needs. This division supports and maintains the city’s radio and telephone systems and all physical and cyber security for the utility, including aspects of North American Electric Reliability Corporation - Critical Infrastructure Protection (NERC-CIP). The division manages BWP’s mission-critical systems, networks, and wireless infrastructure, including the ONE Burbank enterprise fiber-optic services, operational software comprising customer information systems, metering head-end and supervisory control, and data acquisition systems.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 356.000 360.000 377.000 17.000
Salaries & Benefits $ 54,963,718 $ 74,559,987 $ 76,986,608 $ 2,426,621 Materials, Supplies & Services 218,450,271 286,830,648 285,779,391 (1,051,257) Capital Assets 51,815,663 59,480,853 162,692,638 103,211,785 Capital Expenses 1,043,055 5,313,961 3,539,313 (1,774,648) Contributions to Other Funds 400,400 25,000 - (25,000)
TOTAL $ 326,673,107 $ 426,210,449 $ 528,997,950 $ 102,787,501

DEPARTMENT SUMMARY
2 BWP
FY 2025-26: $ 528,997,949
129 - Street Lighting Fund
133 - Tieton Hydropower Project
483 - Magnolia Power Project
496 - Electric Fund
497 - Water Fund
535 - Communications Equipment Replacement Fund
$ 5,168,335
$ 2,182,858
$ 30,062,957$ 6,597,396
$ 71,229,130
$ 413,757,273
3 Street Lighting Fund
129

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 316,641 $ 335,799 $ 354,444 $ 18,645
2,212 - -
446,416 483,549 439,51
1 (44,038)
765,269 819,348 793,955 (25,393)
$ 645,838 $ 658,780 $ 728,436 $ 69,656
126,929 157,500 157,000 (500)
467 - 500 500
46,898 74,526 65,325 (9,201)
16,966 - 25,000 25,000
(9,348) - -
13 - -
- - 2,422 2,422
60020.0000 Projects salaries
60020.1000 Projects salaries:Capitalized
60021.0000 Projects salaries overhead
Salaries & Benefits
62000.0000 Utilities
62170.0000 Private Contractual Services
62225.0000 Custodial Services
62235.0000 Services of Other Dept - Indirect
62300.0000 Special Departmental Supplies
62415.0000 Uncollectible receivables
62430.0000 Auto equipment maintenance & repair
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
- 1,513 1,375 (138)
Capital Expenses
Materials, Supplies & Services
Salaries & Benefits
$819,348 $793,955
$956,669 $1,063,380
$4,143,660
$3,311,000
FY 2024-25
$5,919,677
FY 2025-26
$5,168,335
The General Fund directs 1.5% of the 7% Electric In-Lieu of Tax transfer revenue to the Street Lighting Fund for the purpose of maintaining citywide street lights. The Burbank Water and Power Department administers the Street Lighting Fund.
4 Street Lighting Fund
129

EXPENDITURES BUDGET BUDGET
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
62710.0000 Travel - 2,000 2,000
62725.0000 Street lighting maintenance 24,467 35,000 35,000 62755.0000 T
raining - general - 3,000 3,000
63131.0000 Overhead recovery - - 35,600 35,600
63131.1001 Overhead recovery:Fleet usage 33,156 24,350 - (24,350) 63310.0000 Inventory overhead 9,473 - 7,722 7,722
Materials, Supplies & Services 894,857 956,669 1,063,380 106,71 1 70006.0000 Street lighting improvements $ 701,938 $ 4,143,660 $ 3,31 1,000 $ (832,660)
Capital Expenses 701,938 4,143,660 3,311,000 (832,660)
T
otal Expenses $ 2,362,064 $ 5,919,677 $ 5,168,335 $ (751,342)

CHANGES FROM
5 Capital Expenses
Materials, Supplies & Services
$1,955,449 $2,129,545
FY 2024-25
$2,007,717
FY 2025-26
$2,182,858
Tieton Hydropower Project
133
Tieton Hydropower Project is located at the base of the Tieton Dam on the Tieton River in Yakima County, Washington. It is comprised of a powerhouse along with a 21-mile, 115 kV transmission line from the plant substation to the interconnection on the electrical grid. This facility was acquired by the Southern California Public Power Authority in November 2009, with 50 percent of the entitlement shares belonging to the City of Burbank (operating agent) and 50 percent of the entitlement shares belonging to the City of Glendale. The average annual generation from this plant is approximately 45,471 megawatt-hours (MWh). Expenses associated with the hydraulic plant include operations, maintenance, transmission, and general and administrative. Expenses are billed to recover costs incurred by the operating agent, Burbank Water and Power.

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26
$ 26,773 $ 22,405 $ 40,000 $ 17,595
73,140 56,012 100,000 43,988
667,275 641,110 663,549 22,439
542,826 516,000 541,000 25,000
109,572 197,019 236,423 39,404
95,763 130,000 140,000 10,000
2,017 - 1,000
(279) -
62000.0000 Utilities
62000.1003 Utilities:Telephone
62085.0000 Other Professional Services
62170.0000 Private Contractual Services
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62455.0000 Equipment rental
62710.0000 Travel
62811.0000 Interest expense
63131.0000 Overhead recovery
108,243
- 13,000
-
112,573
1,000
13,000
116,550 3,977

CHANGES FROM

PRIOR YEAR
155,855 267,330 278,023 10,693
1,781,184 1,955,449 2,129,545 174,096
$ - $ 52,268 $ 53,313 $ 1,045
- 52,268 53,313 1,045
63240.0000 Regulatory expense
Materials, Supplies & Services
70070.0000 Magnolia Power Project
Capital Expenses
Total Expenses $ 1,781,184 $ 2,007,717 $ 2,182,858 $ 175,141 $52,268
$53,313
6 EXPENDITURES BUDGET BUDGET

CHANGES
FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
60020.0000 Projects salaries $ 5,039,011 $ 6,880,602 $ 6,719,464 $ (161,138) 60021.0000 Projects salaries overhead 7,056,779 9,908,068 8,332,136 (1,575,932) Salaries & Benefits 12,095,790 16,788,670 15,051,600 (1,737,070) 62000.0000 Utilities $ 213,960 $ 375,000 $ 299,844 $ (75,156) 62000.1002 Utilities:Gas company 7,696 - -
62000.1004 Utilities:Sewer 588 1,528 1,452 (76)
62085.0000 Other Professional Services 327,024 671,401 748,679 77,278 62140.0000 Special Services 65 - -
62160.0000 Hazardous Materials Collection 8,399 - -
62170.0000 Private Contractual Services 290,154 358,685 364,685 6,000 62220.0000 Insurance 1,626,708 1,863,353 2,049,688 186,335 Capital Expenses
Materials, Supplies & Services
Salaries & Benefits
$16,788,670 $15,051,600
$12,658,767 $14,836,357
FY 2024-25
$1,118,033
FY 2025-26
$30,062,957
Magnolia Power Project
483
Magnolia Power Project (MPP) is a combined-cycle natural gas-fired electric generating plant with a nameplate capacity of up to 323 MW. MPP is a jointly owned Southern California Public Power Authority project with the Cities of Anaheim, Cerritos, Colton, Glendale, Pasadena, and Burbank (operating agent). MPP commenced commercial operations in Burbank, CA, in 2005 and was upgraded in 2021. MPP is forecasted to generate 1,571,091 MWh. Expenses associated with the plant include its operations, generation, maintenance, transmission, fuel transport, greenhouse gas allowances, site lease, system control, and general and administrative. Expenses are billed to recover costs incurred by the operating agent, Burbank Water and Power.
$30,565,470
$175,000
7 Magnolia Power Project
483

EXPENDITURES BUDGET BUDGET
FY 2023-24 FY 2024-25 FY 2025-26
1,962 - -
100,168 326,711 187,823 (138,888)
70 - -
272,090 255,683 260,343 4,660
1,294,951 1,100,820 1,288,161 187,341
53,391 119,070 136,269 17,199
360,096 378,000 432,600 54,600
42,471 62,512 71,541 9,029
174,356 199,121 221,638 22,517
22,254 33,428 34,431 1,003
89 - -
1,217,345 815,538 1,304,861 489,323
3,541 - -
2,719 - -
5,600 1
18,634 121,007 2,373
987,494 518,376 931,688 413,312
1,848,361 1,862,752 2,373,672 510,920
20,067 - -
19,736 - -
53,544 82,806 86,946 4,140
14,842 28,062 30,682 2,620
2,128 7,500 5,714 (1,786)
2,149,685 1,997,133 2,037,076 39,943
159,592 280,908 280,908
431,021 431,021 431,021
399,680 468,500 815,370 346,870
257,537 302,225 320,258 18,033
136,663 - -
12,506,046 12,658,767 14,836,357 2,177,590
$ 341,1
17 $ 1,118,033 $ 175,000 $ (943,033)
341,1
17 1,1
18,033 175,000 (943,033)
62225.0000 Custodial Services
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62316.0000 Software & hardware
62380.0000 Chemicals
62380.1000 Chemicals:Emissions controls
62381.0000 CT chemicals
62382.0000 Boiler chemicals
62383.0000 Lubrication / Gases
62383.1008 Lubrication / Gases:CEMS
62430.0000 Auto Equipment Maint & Repair
62435.0000 General Equipment Maint & Repair
62450.0000 Building grounds Maint & Repair
62455.0000 Equipment rental
62755.0000 Training - general
62770.0000 Hazardous materials disposal
62795.0000 Recycled water
62811.0000 Interest expense
62840.0000 Small tools
63130.0000 Transmission expense
63131.1000 Overhead recovery:Fleet allocation
63131.1001 Overhead recovery:Fleet usage
63165.0000 Maintenance of electric equipment
63205.0000 Accessory electric equipment
63235.0000 Leased property
63240.0000 Regulatory expense
63295.0000 Other water expense
63310.0000 Inventory overhead
Materials, Supplies & Services
70070.0000 Magnolia Power Project
Capital Expenses
Total Expenses
$ 24,942,953 $ 30,565,470 $ 30,062,957 $ (502,513)

CHANGES FROM

PRIOR YEAR
8 Electric Fund
496
Contributions to Other Funds
Capital Assets
Materials, Supplies & Services
Salaries & Benefits
$46,920,499 $50,804,064
$234,478,526 $229,208,082
$50,370,934
$133,745,127
FY 2024-25
$331,794,959
FY 2025-26
$413,757,273
The Electric Fund supplies and distributes to the City of Burbank and its consumers electricity that is reliable, sustainable and cost-efficient. The Electric Utility strives to keep rates competitive while providing sufficient funding for operations and maintenance, including covering the rising costs of energy, and providing funds for system reliability and capital improvements.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 296.000 300.000 319.000 19.000
Total Revenue $ 217,156,164 $ 278,637,556 $ 319,966,158 $ 41,328,602 Salaries & Benefits 31,881,160 46,920,499 50,804,064 3,883,565 Materials, Supplies & Services 172,416,729 234,478,526 229,208,082 (5,270,443) Capital Assets 37,855,658 50,370,934 133,745,127 83,374,193 Contributions to Other Funds 400,400 25,000 - (25,000)
$ 242,553,947 $ 331,794,959 $ 413,757,273 $ 81,962,314
$25,000
9 EXPENDITURES BUDGET BUDGET
FY 2023-24 FY 2024-25 FY 2025-26
296.000 300.000 319.000 19.000
$ 38,442,741 $ 41,438,204 $ 44,073,778 $ 2,635,574
7,986,312 4,750,789 10,154,391 5,403,602
12,412 - -
6,044,896 7,156,566 8,499,159 1,342,593
(134,341) - -
128,313 - -
253,743 322,262 265,327 (56,935)
3,721,331 3,982,213 4,147,754 165,541
1,024,978 1,077,968 698,162 (379,806)
(13,796,616) - -
14,244,680 - -
5,770,282 6,618,364 7,316,614 698,250
1,031,000 2,062,200 1,031,100 (1,031,100)
34,538 31,655 35,200 3,545
- 521,835 1,090,336 568,501
(5,903,661) (634,857) (1,205,790) (570,933)
(7,918,236) (7,767,767) (10,444,909) (2,677,142)
(8,141,048) (916,174) (1,404,820) (488,646)
- 3 - (3)
- 2 - (2)
(1
1,089,175) (1
1,180,059) (12,957,673) (1,777,614)
3,029 4,900 4,488 (412)
103,751 103,494 101,670 (1,824)
(1,390,205) (1,390,205) (1,390,205)
657,971 600,856 789,482 188,626
794,468 138,250 - (138,250)
31,881,160 46,920,499 50,804,064 3,883,565
$ 882,196 $ 1,245,127 $ 1,241,794 $ (3,333)
206 - -
88,892 99,260 92,800 (6,460)
7,599 23,600 9,500 (14,100)
1,015 15,000 15,000
53 - -
3,106,389 9,165,388 12,633,967 3,468,579
29,697 42,000 50,000 8,000
894 - -
4,566,669 7,123,783 12,787,079 5,663,296
- - 750,000 750,000
204,733 - 820,000 820,000
3,855 - -
Electric Fund
496
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60006.1510 Overtime - non safety
60012.0000 Fringe benefits
60012.1006 Fringe benefits:OPEB
60012.1007 Fringe benefits:Replacement benefit
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1529 Fringe benefits:Contra expense
60012.1530 Fringe benefits:Pension (GASB 68)
60012.1531 Fringe benefits:Employer Paid PERS
60012.1532 Fringe benefits:PERS One Time Pay
60015.0000 Wellness program reimbursement
60018.0000 Holding account
60020.0000 Projects salaries
60020.1000 Projects salaries:Capitalized
60021.0000 Projects salaries overhead
60021.0002 Projects salaries overhead:Hyperion
60021.0003 Projects salaries overhead:Hyperion
60021.1000 Projects salaries overhead:Capitalize
60022.0000 Car allowance
60023.0000 Uniform & tool allowance
60025.0000 Applied overhead recovery
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62000.0000 Utilities
62000.1000 Utilities:Long distance
62000.1001 Utilities:Cell phone
62000.1002 Utilities:Gas company
62030.0000 Property Taxes
62045.0000 Appraisal Services
62085.0000 Other Professional Services
62160.0000 Hazardous Materials Collection
62165.0000 Special Recreation Contract Service
62170.0000 Private Contractual Services
62170.1000 Private Contractual Svcs: Sp Elec
62170.1001 Private Contractual Services
62170.1014 COVID 19 Job Loss
62170.1016 Low Income Residential Assistance
130,363 - -

CHANGES FROM

PRIOR YEAR
10 EXPENDITURES BUDGET BUDGET
FY 2023-24 FY 2024-25 FY 2025-26
197,662 198,500 219,160 20,660
2,841,055 2,521,227 3,030,085 508,858
501,984 623,925 721,000 97,075
6,887,664 7,015,520 8,505,888 1,490,368
20,011 397,320 28,018 (369,302)
716,358 1,965,000 2,249,000 284,000
1,108,967 1,136,588 1,225,556 88,968
7,892 - -
79,616 237,651 259,350 21,699
1,987,735 4,264,405 6,295,788 2,031,383
- - 27,530 27,530
15,090 21,000 - (21,000)
8,194 8,925 9,517 592
17,259 25,000 27,500 2,500
15,822 27,038 26,250 (788)
- 100 - (100)
265,013 235,074 297,781 62,707
1,194,859 300,000 831,250 531,250
7,690 13,500 14,510 1,010
274,280 232,025 320,075 88,050
249,497 462,026 553,570 91,544
20,979 54,715 74,175 19,460
140 - -
418,153 729,500 735,500 6,000
- 5,000 25,000 20,000
13,128 46,750 72,000 25,250
1,841 1,800 1,926 126
375,783 386,424 415,336 28,912
15,766 46,228 90,000 43,772
123,880 1
19,720 100,000 (19,720)
299,681 725,500 589,810 (135,690)
213,741 390,710 669,502 278,792
2,444 500 1,000 500
- 1,000,000 - (1,000,000)
498,858 23,800 149,350 125,550
552,606 942,470 1,474,427 531,957
34,460 40,500 60,000 19,500
24,141 54,722 64,900 10,178
206,869 257,250 301,000 43,750
978,210 800,000 1,406,012 606,012
28,870,832 3,637,397 966,839 (2,670,558)
448,782 773,631 760,989 (12,642)
Electric Fund
496
62180.0000 Landscape Contractual Services
62220.0000 Insurance
62225.0000 Custodial Services
62235.0000 Services of Other Dept - Indirect
62240.0000 Services of Other Dept - Direct
62262.0000 Rebates
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62310.0000 Office supplies, postage & printing
62316.0000 Software & hardware
62380.0000 Chemicals
62380.1000 Chemicals:Emissions controls
62381.0000 CT chemicals
62383.0000 Lubrication / Gases
62383.1008 Lubrication / Gases:CEMS
62400.0000 Telephone supplies handling
62405.0000 Uniforms & tools
62415.0000 Uncollectible receivables
62420.0000 Books & periodicals
62430.0000 Auto equipment maintenance & repair
62435.0000 General equipment maint & repair
62440.0000 Office Equip Maint & Repair
62445.0000 Street & pavement repair
62450.0000 Building grounds Maint & Repair
62451.0000 Building maintenance
62455.0000 Equipment rental
62475.0000 Fund 532 vehicle equip rental rate
62485.0000 Fund 535 communications rental rate
62520.0000 Public information
62590.0000 Event sponsorship
62700.0000 Memberships & Dues
62710.0000 Travel
62725.0000 Street lighting maintenance
62735.1000 Emission credits:Cap and trade
62745.0000 Safety program
62755.0000 Training - general
62765.0000 Educational Reimb - Citywide
62770.0000 Hazardous materials disposal
62780.0000 Fuel - oil
62790.0000 Pacific DC Intertie-transmission
62800.0000 Fuel - gas
62800.1001 Fuel - gas:Natural gas transport
62800.1004 Fuel - SCPPA natural gas reserves
1,439,056 - -

CHANGES FROM

PRIOR YEAR
11 EXPENDITURES BUDGET BUDGET
FY 2023-24 FY 2024-25 FY 2025-26
(17,138) 20,660,530 25,623,635 4,963,105
4,406,320 - 5,660,491 5,660,491
48,147 - 43,152 43,152
11,401,362 15,990,807 20,876,319 4,885,512
2,849,996 2,91
1,128 2,992,496 81,368
620,260 617,294 651,273 33,979
4,293,523 6,990,954 6,990,954
16,714,091 21,774,750 23,181,877 1,407,127
- 8,847,249 5,200,000 (3,647,249)
1,907,817 1,873,854 1,031,027 (842,827)
2,432,818 3,506,755 3,610,216 103,461
12,103,872 49,000,000 16,000,000 (33,000,000)
1,331,334 1,663,102 1,776,000 1
12,898
213,389 394,146 5,927 (388,219)
3,718,188 - -
1,559,231 1,900,336 1,900,336
9,390,950 9,500,948 9,500,948
- 18,450 18,450
187,500 188,769 666,747 477,978
747,936 828,365 828,365
261,630 - 337,000 337,000
1,233,000 - 8,373,204 8,373,204
399,000 - -
1,717,800 - -
62,312 15,612,384 9,991,738 (5,620,646)
108,743 - -
18,666 26,481 10,426 (16,055)
38,266 15,352 9,216 (6,136)
9,283,821 9,159,780 8,085,000 (1,074,780)
(580,705) - (1,232,767) (1,232,767)
544 7,500 7,500
72,849 199,744 194,332 (5,412)
3,309 3,000 - (3,000)
676 - -
289,798 91
1,242 803,310 (107,932)
591 1,000 1,000
208,71
1 269,165 208,71
1 (60,454)
823,267 260,052 453,249 193,197
17,055,374 18,691,489 18,913,393 221,904
2,252,314 4,927,826 3,062,037 (1,865,789)
184,462 184,464 184,464
1,303 - 2,604 2,604
Electric Fund
496
62800.1005 Fuel - gas:Fuel-gas
62800.1006 Fuel - SCPPA natural gas prepaid
62805.0000 Purchased power
62805.1000 Purchased power:IPP
62805.1001 Purchased power:Palo Verde
62805.1004 Purchased power:Hoover
62805.1007 Purchased power:Spinning reserve
62805.1009 Purchased pwr:Magnolia Power Project
62805.1010 Purchased power:Renewables
62805.1012 Purchased pwr:Renewables-Pebble Spg
62805.1013 Purchased power:Renewables-Tieton
62805.1014 Purchased power:For resale
62805.1019 Purchased pwr:Milford I Wind Project
62805.1020 Purchased power:Ameresco Landfill
62805.1022 Purchased power:Morgan swap
62805.1023 Purchased pwr:Wild Rose Renewable
62805.1024 Purchased power:Copper Mountain
62805.1025 Purchased pwr:Valley Pumping Conduit
62805.1027 Purchased power:PCC3
62805.1028 Purchased power:Desert Harvest
62805.1030 Purchased power:PCC1 Powerex
62805.1031 Purchased power:PCC2
62805.1032 Purchased power:Green House Gas
62805.1033 Purchased power:PCC1
62805.1990 Purchased power:Spot power
62805.1999 Purchased power:Other
62811.1000 Interest expense:GASB 87
62811.1001 Interest expense:GASB 96
62820.0000 Bond interest & redemption
62825.0000 Bond issuance costs
62830.0000 Bank service charges
62840.0000 Small tools
62850.0000 Other bond expenses
62855.0000 Hilton deficit loan
62895.0000 Miscellaneous expenses
62895.1004 Misc:Over and Under Cash Drawer
62976.1000 Property Amortization:GASB 87
62976.1001 Property Amortization:GASB 96
63005.0000 Depreciation Expense-Buildings
63015.0000 Depreciation-Machinery & Equipment
63025.0000 Depreciation - Other Utility Assets
63035.0000 Depreciation Expense-Vehicles
63045.0000 Depreciation - Other Non-Utility
3,864 3,864 3,864

CHANGES FROM

PRIOR YEAR
12 EXPENDITURES BUDGET BUDGET
FY 2023-24 FY 2024-25 FY 2025-26
149 - -
2,786,573 4,984,000 4,477,496 (506,504)
135,586 237,000 229,929 (7,071)
151,392 147,000 269,674 122,674
481,674 414,000 492,030 78,030
3,553,621 3,803,652 3,993,835 190,183
- 450,000 - (450,000)
313,853 - 364,123 364,123
1,051,665 - 1,266,785 1,266,785
9,800 - 10,011 10,011
(393,142) (160,550) - 160,550
(370,749) (383,998) (915,145) (531,147)
(566,596) (1,339,032) (432,735) 906,297
(212,453) (1,161,456) (1,097,505) 63,951
- (14,071,1
17) (12,793,859) 1,277,258
(283,685) (234,840) (530,651) (295,811)
(2,848,855) (5,014,102) (5,932,450) (918,348)
(33,81
1) - -
(38,115) - -
125,613 129,500 126,500 (3,000)
680,361 - 302,500 302,500
90,795 83,000 90,000 7,000
469,174 875,100 227,200 (647,900)
8,829 1,154,000 1,405,000 251,000
21,643 19,456 25,000 5,544
(24,342) 170,534 664,118 493,584
172,416,729 234,478,526 229,208,082 (5,270,443)
$ 29,202,703 $ 42,279,719 $ 122,012,902 $ 79,733,183
1,991,876 4,854,875 7,992,850 3,137,975
6,661,078 3,236,340 3,739,375 503,035
37,855,658 50,370,934 133,745,127 83,374,193
$ 400,400 $ 25,000 $ - $ (25,000)
400,400 25,000 - (25,000)
Electric Fund
496
63050.0000 Non-capitalized assets
63105.0000 Southern transmission system
63106.0000 Northern transmission system
63110.0000 Mead - Phoenix
63115.0000 Mead - Adelanto
63120.0000 LADWP transmission contracts
63130.0000 Transmission expense
63130.1015 Transmission expense:Renewablea
63130.1016 Transmission expense:Tieton
63130.1018 Transmission expense:Ameresco
63131.0000 Overhead recovery
63131.1000 Overhead recovery:Fleet allocation
63131.1001 Overhead recovery:Fleet usage
63131.1002 Overhead recovery:Warehouse alloc
63131.1003 Overhead recovery:MPP Labor
63131.1004 Overhead recovery:Safety allocatio
63131.1005 Overhead recovery:Shared support
63131.1006 Overhead recovery:2nd shared supp
63155.0000 Load dispatching
63165.0000 Maintenance of electric equipment
63195.0000 Meters
63205.0000 Accessory electric equipment
63240.0000 Regulatory expense
63250.0000 Customer assistance
63295.0000 Other water expense
63310.0000 Inventory overhead
Materials, Supplies & Services
15022.0000 Buildings-work in progress
15041.0000 Machinery and equipment-clearing
15042.0000 Machinery and equip-work in progress
Capital Assets
85101.0537 Transfers to other Fund 537
Contributions to Other Funds
Total Expenses
$ 242,553,947 $ 331,794,959 $ 413,757,273 $ 81,962,314

CHANGES FROM

PRIOR YEAR
13 Water Fund
497
Capital Assets
Materials, Supplies & Services
Salaries & Benefits
$8,678,409 $8,848,405
$34,070,369 $35,743,214
$8,744,919
$26,637,511
FY 2024-25
$51,493,697
FY 2025-26
$71,229,130
The Water Division plans, designs, and constructs capital improvement projects for the City’s potable and recycled water systems. The division operates and maintains water production and distribution facilities, including water mains and transmission lines, distribution piping, valves, meters, pump stations, pressure regulators, fire hydrants, and storage tanks to deliver potable water and recycled water with 99.999%reliability. Burbank imports all its water from the Metropolitan Water District of Southern California.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 54.000 54.000 52.000 (2.000)
Total Revenue $ 40,135,013 $ 46,180,216 $ 46,730,497 $ 550,281 Salaries & Benefits 8,890,390 8,678,409 8,848,405 169,996 Materials, Supplies & Services 28,509,692 34,070,369 35,743,214 1,672,845 Capital Assets 12,835,006 8,744,919 26,637,511 17,892,592 $ 50,235,088 $ 51,493,697 $ 71,229,130 $ 19,735,433
14 EXPENDITURES BUDGET BUDGET
FY 2023-24 FY 2024-25 FY 2025-26

54.000 54.000 52.000 (2.000)
$ 6,247,571 $ 6,841,784 $ 6,573,139 $ (268,645)
396,244 356,500 475,112 118,612
917,367 1,181,115 1,148,750 (32,365)
(21,234) - -
44,736 53,016 42,211 (10,805)
575,696 657,495 616,607 (40,888)
224,292 100,829 41,750 (59,079)
(2,198,436) - -
2,232,995 - -
1,042,062 1,033,533 1,101,996 68,463
165,000 330,000 165,000 (165,000)
2,813 3,915 4,125 210
- (269,970) 40,766 310,736
432,507 231,529 489,778 258,249
(967,070) (1,069,092) (1,220,762) (151,670)
630,860 335,383 607,324 271,941
- (1) - 1
(1,063,976) (1,208,074) (1,342,837) (134,763)
1,131 1,240 3,200 1,960
92,584 99,207 102,246 3,039
135,250 - -
8,890,390 8,678,409 8,848,405 169,996
$ 43,785 $ 69,050 $ 51,197 $ (17,853)
32,819 26,471 38,720 12,249
1,244,585 1,749,545 1,183,271 (566,274)
191,939 701,939 719,855 17,916
140,804 250,606 192,122 (58,484)
122,123 137,500 52,998 (84,502)
687,649 756,715 760,268 3,553
4,914 5,869 6,322 453
1,614,303 1,494,554 1,793,935 299,381
2,715 2,841 3,005 164
632,395 - -
437,911 311,992 344,557 32,565
15,780 7,025 16,175 9,150
172,213 152,526 190,976 38,450
9 - -
398 - -
- - 5,000 5,000
189,227 418,931 448,256 29,325
Water Fund
497
Staff Years
60001.0000 Salaries & wages
60006.0000 Overtime - non safety
60012.0000 Fringe benefits
60012.1006 Fringe benefits:OPEB
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60012.1528 Fringe benefits:Workers Comp
60012.1529 Fringe benefits:Contra expense
60012.1530 Fringe benefits:Pension (GASB 68)
60012.1531 Fringe benefits:Employer Paid PERS
60012.1532 Fringe benefits:PERS One Time Pay
60015.0000 Wellness program reimbursement
60018.0000 Holding account
60020.0000 Projects salaries
60020.1000 Projects salaries:Capitalized
60021.0000 Projects salaries overhead
60021.0002 Projects salaries overhead:Hyperion
60021.1000 Projects salaries overhead:Capitalize
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62000.0000 Utilities
62000.1001 Utilities:Cell phone
62005.0000 Electricity For Water Pumping
62085.0000 Other Professional Services
62170.0000 Private Contractual Services
62180.0000 Landscape Contractual Services
62220.0000 Insurance
62225.0000 Custodial Services
62235.0000 Services of Other Depart - Indirect
62240.0000 Services of Other Depart - Direct
62262.0000 Rebates
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62316.0000 Software & hardware
62320.0000 Telephone supplies
62350.0000 Taxes (in-lieu of Giddens lease)
62360.0000 Non-vehicle equipment maintenance
62380.0000 Chemicals
62405.0000 Uniforms & tools
20,175 21,542 26,199 4,657

CHANGES FROM

PRIOR YEAR
15 Water Fund
497
62415.0000 Uncollectible receivables
62420.0000 Books & periodicals
62430.0000 Auto equipment maint & repair
62435.0000 General equip maintenance & repair
62440.0000 Office Equip Maint & Repair
62445.0000 Street & pavement repair
62450.0000 Building grounds Maint & Repair
62455.0000 Equipment rental
62485.0000 Fund 535 communications rental rate
62520.0000 Public information
62700.0000 Memberships & Dues
62710.0000 Travel
62725.0000 Street lighting maintenance
62735.0000 Emission credits
62755.0000 Training - general
62765.0000 Educational Reimb - Citywide
62775.0000 Purchase water
62780.0000 Fuel - oil
62811.0000 Interest expense
62811.1001 Interest expense:GASB 96
62820.0000 Bond interest & redemption
62825.0000 Bond issuance costs
62840.0000 Small tools
62850.0000 Other bond expenses
62895.0000 Miscellaneous expenses
62976.1001 Property Amortization:GASB 96
63005.0000 Depreciation expense-Buildings
63015.0000 Depreciation-Machinery & Equipment
63035.0000 Depreciation expense-Vehicles
63131.1000 Overhead recovery:Fleet allocation
63131.1001 Overhead recovery:Fleet usage
63131.1004 Overhead recovery:Safety allocation
63131.1005 Overhead recovery:Shared support
63131.1006 Overhead recovery:2nd shared supp
63160.0000 Electric stations
63260.0000 Wells
63280.0000 Supervisory controls
63285.0000 Pumping equipment
63290.0000 Water testing
63295.0000 Other water expense
63310.0000 Inventory overhead
Materials, Supplies & Services
229,548
37,972 - (37,972)
63,327 65,228 65,315 87
20 - -
69,306 77,200 102,254 25,054
14,645 36,266 26,607 (9,659)
98 - -
162,931 120,645 397,328 276,683
83,078 69,793 153,769 83,976
500
11,035,498
- 500
13,970,276 14,763,494 793,218
80,830 75,000 85,000 10,000
- - 745,000 745,000
- - 3,238 3,238
2,523,524 2,749,238 2,075,200 (674,038)
(263,801) - (894,818) (894,818)
29,242 31,265 44,591 13,326
12,464 8,000 - (8,000)
46,413 20,500 20,878 378
30,677
4,107,440 4,022,801
- 30,677
4,314,644
30,677
291,843
371,354 738,600 321,455 (417,145)
186 372
326,011 333,282 77,739
(16,738) (19,220) (929)
283,685 234,840
- 372
411,021
(20,149)
530,651 295,811
2,848,855 5,014,102 5,932,450 918,348
33,811 - -
695 - -
5,866 - -
278 - -
10,000 10,000
2,148 2,000
9,877 9,500
- 10,000
-
14,887
174,078 37,218 134,285
(2,000)
5,387
97,067
28,509,692 34,070,369 35,743,214 1,672,845

BUDGET BUDGETEXPENDITURES
FY 2023-24 FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
30,487 64,000 118,750 54,750
135 2,500 2,500
87,288 30,000 95,000 65,000
93,637 84,952
126,755 41,803
517 5,530 3,186 (2,344)
466,445 129,275 285,700 156,425
2,097 12,000 9,818 (2,182)
16 15022.0000 Buildings-work in progress $ 8,254,001 $ 7,357,578 $ 25,639,736 $ 18,282,158 15041.0000 Machinery and equipment-clearing 772,653 895,125 353,150 (541,975) 15042.0000 Machinery and equip-work in progress 3,808,353 492,216 644,625 152,409 Capital Assets 12,835,006 8,744,919 26,637,511 17,892,592 Total Expenses $ 50,235,088 $ 51,493,697 $ 71,229,130 $ 19,735,433

EXPENDITURES BUDGET BUDGET
FY 2023-24 FY 2024-25 FY 2025-26
Staff Years 6.000 6.000 6.000
60001.0000 Salaries & wages $ 863,836 $ 860,142 $ 916,432 $ 56,290 60006.0000 Overtime - non safety 100,396 72,100 100,000 27,900 60012.0000 Fringe benefits 161,299 151,192 197,308 46,1 16 60012.1008 Fringe benefits:Retiree benefits 5,538 7,014 5,606 (1,408) 60012.1509 Fringe benefits:Employer paid PERS 81,628 82,660 86,093 3,433 60012.1528 Fringe benefits:W
orkers Comp 26,534 23,524 13,456 (10,068)
60012.1531 Fringe benefits:Employer Paid PERS 1
15,345 141,750 159,748 17,998
60012.1532 Fringe benefits:PERS One T
ime Pay 21,000 42,000 21,000 (21,000)
60015.0000 W
ellness program reimbursement 1,125 1,200 - (1,200)
60018.0000 Holding account - (34,976) 38,190 73,166
60020.0000 Projects salaries 6,915 -
60020.1000 Projects salaries:Capitalized (36,446) (5,962) (30,422) (24,460) 60021.0000 Projects salaries overhead 9,681 -
60021.1000 Projects salaries overhead:Capitalize (51,025) (8,585) (37,724) (29,139) Capital Assets
Materials, Supplies & Services
Salaries & Benefits
$1,353,061 $1,488,584
$2,798,812
FY 2024-25
$4,428,929
FY 2025-26
$6,597,396
Communications Equipment Replacement Fund
535
This fund provides for the management, maintenance, and operational support of citywide safety and non-safety communications systems and equipment, such as telephones, radios, etc. The fund also provides infrastructure support for public address, video security, access control, and audio-visual systems. The departments are billed for these services through the Communication Rental Rate (62485) accounts. The Burbank Water and Power Department administers this fund.
$2,310,000
$2,710,868
$365,000

CHANGES FROM

PRIOR YEAR
17 Communications Equipment Replacement Fund
535

EXPENDITURES BUDGET BUDGET
FY 2023-24 FY 2024-25 FY 2025-26
5,890 8,530 4,100 (4,430)
13,568 12,472 14,798 2,326
5,825 - -
1,331,109 1,353,061 1,488,584 135,523
$ 375,916 $ 505,000 $ 15,000 $ (490,000)
4,809 4,635 4,800 165
128,132 12,000 500,000 488,000
170 - -
85,756 87,850 781,250 693,400
151,485 537,000 98,516 (438,484)
- 700 600 (100)
50,188 56,872 73,937 17,065
82 464 450 (14)
144,148 149,382 144,535 (4,847)
30,000 30,990 - (30,990)
19,410 20,000 30,000 10,000
1,686 2,000 10,000 8,000
36,568 40,000 50,000 10,000
12,849 30,950 45,600 14,650
15,595 20,000 20,000
- 25,000 70,000 45,000
9,040 8,000 12,000 4,000
- 11,000 - (11,000)
- 1,200 1,200
(2,359) - 3,289 3,289
47,977 49,416 48,908
- 43,135 30,984 (12,151)
546 2,000 2,000
3,224 14,000 34,000 20,000
9,950 46,000 46,000
11,689 10,298 8,817 (1,481)
56,818 52,528 56,818 4,290
121,537 121,006 120,900 (106)
883,533 703,879 549,019 (154,860)
100,196 100,682 - (100,682)
29,896 22,654 29,363 6,709
- 27 - (27)
12,922 2,200 10,826 8,626
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62000.0000 Utilities
62000.1001 Utilities:Cell phone
62000.1003 Utilities:Telephone
62045.0000 Appraisal Services
62085.0000 Other Professional Services
62170.0000 Private Contractual Services
62200.0000 Background Checks
62220.0000 Insurance
62225.0000 Custodial Services
62235.0000 Services of Other Dept - Indirect
62240.0000 Services of Other Dept - Direct
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62315.0000 Radio supplies
62316.0000 Software & hardware
62320.0000 Telephone supplies
62330.0000 Radio batteries
62405.0000 Uniforms & tools
62435.0000 General Equip Maint & Repair
62440.0000 Office Equip Maint & Repair
62465.0000 Building rentals
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62811.1000 Interest expense:GASB 87
62976.1000 Property Amortization:GASB 87
63005.0000 Depreciation expense-Buildings
63015.0000 Depreciation-Machinery & Equipment
63131.0000 Overhead recovery
63131.1000 Overhead recovery:Fleet allocation
63131.1001 Overhead recovery:Fleet usage
63310.0000 Inventory overhead
Materials, Supplies & Services
2,341,763 2,710,868 2,798,812 87,944
(6,485) $ 15,000 $ 50,000 $ 35,00015041.0000 Machinery and equipment-clearing $ 15042.0000 Machinery and equip-work in progress 1,131,484 350,000 2,260,000 1,910,000 (508)

CHANGES FROM

PRIOR YEAR
1,124,999 365,000 2,310,000 1,945,000Capital Assets
Total Expenses $ 4,797,871 $ 4,428,929 $ 6,597,396 $ 2,168,467 18 BWP
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS ST

AFF YEARS CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
ACCOUNT CLERK 2.000 2.000 - (2.000)
ADM ANALYST II (M) 1.000 4.000 4.000
ADM OFCR 1.000 - -
ADM TECH 1.000 1.000 1.000
APPLS DEV ANALYST IV 1.000 1.000 1.000
AST GEN MGR-BWP 4.000 4.000 3.000 (1.000)

AST GEN MGR-CUST SER
V&MRKTG 2.000 2.000 2.000
AST GEN MGR-UTILITY ADM SRVS - 1.000 1.000
AST PWR PROD SUPT 2.000 2.000 2.000
CHIEF FINANCIAL OFCR 1.000 1.000 1.000
CIVIL ENG-BWP 1.000 1.000 1.000
CIVIL ENGNRG ASSOC-BWP 2.000 2.000 2.000
CIVIL ENGNRG AST-BWP 2.000 1.000 1.000
COMM NETWORK ENG 1.000 1.000 1.000
COMM TECH 3.000 3.000 3.000
COMM TECH SUPV 1.000 1.000 1.000
CONST AND MAINT WKR 1.000 1.000 1.000
CROSS CONN CTRL SPECIALIST 1.000 1.000 1.000
CUST
ODIAL LEADWKR 2.000 2.000 2.000
CUSTODIAN 3.000 3.000 3.000

CUST SER
V REP I 3.000 3.000 3.000

CUST SER
V REP II 1

1.000 14.000 13.000 (1.000)
CUST SERV REP III 5.000 4.000 6.000 2.000

CUST SER
V SUPV 3.000 3.000 4.000 1.000
DATA ENG 1.000 1.000 1.000
ELEC ENG 3.000 3.000 4.000 1.000
ELEC ENGNRG ASSOC I 2.000 2.000 2.000
ELEC ENGNRG ASSOC II 6.000 6.000 6.000
ELEC SERV PLNER 1.000 1.000 1.000
ELEC SUPV 4.000 4.000 4.000
ELECTRICIAN 16.000 16.000 18.000 2.000

ENERGY SR

VS AND UTILITY RATES
MGR 1.000 1.000 1.000
ENERGY TRADER-SCHEDULER 3.000 3.000 3.000
ENGNRG AIDE 1.000 - -
ENGNRG TECH 1.000 2.000 2.000

ENVIRONMENT
AL&SFTY MGR 1.000 1.000 1.000

ENVIRONMENT
AL ENG 1.000 1.000 1.000

ENVIRONMENTAL HEALTH & SFTY
OFCR 1.000 1.000 1.000
F
ACILITY TECHNOLOGY CORD 1.000 1.000 1.000

FIBER SR
VS SUPV 1.000 1.000 1.000
19 BWP
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS ST

AFF YEARS CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

FIELD SER
V REP 3.000 4.000 3.000 (1.000)
FINANCIAL ACCTG MGR-BWP 1.000 1.000 1.000
FINANCIAL ANALYST (M) 3.000 3.000 4.000 1.000
FINANCIAL PLNG&RK MGR 1.000 1.000 1.000
FLEET MAINT TECH 6.000 6.000 6.000
FLEET MGR-BWP 1.000 1.000 1.000
GEN MGR-BWP 1.000 1.000 1.000
GIS SPECIALIST 1.000 1.000 1.000
GRAPHICS MEDIA DESIGNER 1.000 1.000 - (1.000)
INSTRUMENT CTRLS SUPV 1.000 1.000 1.000
INSTRUMENT CTRLS TECH 2.000 2.000 2.000
JR ENGNRG AIDE-BWP 1.000 - -

LAND SUR
VEYOR 1.000 1.000 1.000
LEGISLATIVE ANALYST 1.000 1.000 1.000
LINE MECH APPRENTICE 3.000 1.000 1.000
LINE MECH-G 23.000 23.000 23.000

LINE MECH SUPV
-G 5.000 5.000 5.000
MGR COMMUNICATION SYS 1.000 1.000 1.000
MGR CUST SERV OPERATIONS 1.000 1.000 2.000 1.000

MGR ELEC DIST
-G 1.000 1.000 1.000
MGR ELEC EQUIP 1.000 1.000 1.000
MGR ENERGY CTRL CTR 1.000 1.000 1.000
MGR SECURITY SYS 1.000 1.000 - (1.000)
MGR TECHNOLOGY 3.000 3.000 5.000 2.000
MGR TELECOMMS 1.000 1.000 - (1.000)
MGR TRNSMISSN&DIST ENGNRG 1.000 1.000 1.000
MGR WTR ENGNRG-PLNG 1.000 1.000 1.000
MGR WTR PROD-OPERATIONS 1.000 1.000 1.000
MRKTG ASSOC 3.000 3.000 4.000 1.000
MRKTG MGR 1.000 1.000 1.000
P
AINTER 1.000 1.000 1.000
PIPEFITTER 9.000 9.000 9.000
PIPEFITTER APPRENTICE 4.000 4.000 4.000
PIPEFITTER-OP 3.000 3.000 3.000
PRIN CIVIL ENG-BWP 2.000 2.000 3.000 1.000
PRIN CLK 1.000 1.000 3.000 2.000
PRIN COMM NETWORK ENG 1.000 1.000 1.000

PRIN DA
TA ENG 1.000 1.000 1.000
PRIN ELEC ENG 8.000 7.000 7.000
PRIN ENGNRG TECH - - 1.000 1.000
PRIN GIS SPECIALIST 1.000 1.000 1.000
PRIN PWR RESOURCES PLNER 2.000 2.000 2.000
PRIN PWR SYSTEM OP 1.000 - -
20 BWP
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS ST

AFF YEARS CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

PRIN UTILITY ACCTG ANAL
YST 1.000 1.000 1.000

PRIN UTILITY BUSINESS SYS
ANAL
YST - - 1.000 1.000
PROPOSED JOB - BCEA 7.000 3.000 - (3.000)
PROPOSED JOB - BMA 4.000 3.000 2.000 (1.000)
PROPOSED JOB - Z GROUP - - 3.000 3.000
PWR PLT MAINT SUPV 2.000 2.000 2.000
PWR PLT MECH 6.000 6.000 6.000
PWR PL
T OP 14.000 14.000 14.000
PWR PLT SHIFT SUPV 5.000 5.000 5.000
PWR PROD ENG 2.000 2.000 2.000
PWR PROD MGR 1.000 1.000 1.000
PWR RESOURCES MGR 1.000 1.000 1.000
PWR SUPPLY SCHEDULER 1.000 1.000 1.000
PWR SYS OP SUPV - 2.000 2.000
PWR SYSTEM OP 12.000 12.000 12.000
PWR SYSTEM OP TRAINEE 1.000 1.000 2.000 1.000
SECURITY GUARD 3.000 3.000 5.000 2.000
SKILLED WKR 1.000 1.000 1.000

SR ADM ANAL
YST (M) 1.000 4.000 4.000
SR ADM ANALYST (Z) 1.000 1.000 2.000 1.000
SR CIVIL ENG-BWP - 1.000 1.000
SR CLK 6.000 6.000 6.000
SR COMM TECH 1.000 1.000 1.000
SR CONDUIT MECH-G 1.000 1.000 1.000
SR CTRL OP 4.000 4.000 4.000
SR ELEC ENG 3.000 4.000 4.000
SR ELEC SERV PLNER 2.000 2.000 2.000
SR ELECTRICIAN 6.000 6.000 6.000
SR ENGNRG TECH 1.000 1.000 - (1.000)

SR ENVIRONMENT
AL ENG 1.000 1.000 1.000
SR FLEET MAINT TECH 2.000 2.000 2.000
SR GIS SPECIALIST 1.000 1.000 1.000
SR INSTRUMENT CTRLS TECH 1.000 1.000 1.000
SR LINE MECH-G 5.000 7.000 8.000 1.000

SR PWR PL
T MECH 4.000 4.000 4.000

SR SECRET
ARY 5.000 5.000 5.000
SR SECURITY GUARD 1.000 1.000 1.000
SR SURVEY AIDE 1.000 1.000 1.000
SR TEST TECH 4.000 4.000 4.000

SR UTILITY ACCTG ANAL
YST 3.000 3.000 3.000

SR UTILITY BUSINESS SYS ANAL
YST - - 2.000 2.000
SR WTR PLT MECH 2.000 2.000 2.000
21 BWP
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS STAFF YEARS CHANGES FROM FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
SR WTR PLT OP 3.000 3.000 3.000
STOREKEEPER 5.000 5.000 5.000
SUSTAINABILITY OFCR 1.000 1.000 1.000
SYS ENG 1.000 1.000 1.000
TEST TECH 5.000 5.000 5.000
TEST TECH SUPV 2.000 2.000 2.000
UTILITY BUSINESS SYS ANALYST - - 4.000 4.000
UTILITY FACILITIES SUPV 1.000 1.000 1.000
UTILITY LINE MECH-G 1.000 1.000 - (1.000)
UTILITY PROJ MGR - - 1.000 1.000
UTILITY WKR 1.000 1.000 1.000
WAREHOUSE MGR-BWP 1.000 1.000 1.000
WTR MAINT-CONST SUPT 1.000 1.000 1.000
WTR METER MECH 2.000 2.000 2.000
WTR PLT OP 3.000 3.000 3.000
WTR QUALITY ANALYST 1.000 1.000 - (1.000)
WTR QUALITY MGR - - 1.000 1.000
WTR SERV PLNER 2.000 2.000 2.000
WTR SUPV 5.000 5.000 5.000
TOT
AL STAFF YEARS 356.000 360.000 377.000 17.000
22 Non-Departmental

ABOUT NON-DEPARTMENTAL

DEPARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Salaries & Benefits $ 3,192,318 $ 9,905,087 $ 14,352,118 $ 4,447,031 Materials,Supplies & Services 1,281,601 1,182,859 1,523,699 340,840 Capital Assets (23,135) 1,046,599 - (1,046,599)
Contributions to Other Funds 10,278,741 6,083,765 7,944,599 1,860,834 $ 14,729,52 $ 18,218,310 $ 23,820,416 $ 5,602,106
The Non-Departmental section centrally budgets and accounts for functions not included in specific department budget sections.
5 533 - Office Equipment Replacement Fund 001 - General Fund $ 913,106
$ 22,907,310
FY 2025-26: $ 23,820,416

DEPARTMENT SUMMARY
1 General Fund
Non-Departmental
001.ND01A

OBJECTIVES
This section accounts for General Fund functions not included in specific department budget sections.

Contributions to Other Funds
Materials, Supplies & Services
Salaries & Benefits
$9,905,087
$14,352,118
$6,083,765
$7,944,599
FY 2024-25
$16,586,020
FY 2025-26
$22,907,310
Several General Fund expenses are not associated with a particular City department and thus are budgeted in Non- Departmental accounts. These items include taxes, education reimbursements for City employees, and transfers to other funds.

Continuing for FY 2025-26 is a $4.7 million transfer to the Municipal Infrastructure Fund (Fund 534). This annual contribution is the General Fund's Maintenance of Effort (MOE) that was adopted in October 2018 as part of the City Council's Financial Policies and went into effect with the passage of the Burbank Infrastructure and Community Services Protection Measure, also known as Measure P.

Non-Departmental General Fund Summary
$610,593
$597,168
2 General Fund
Non-Departmental
001.ND01A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 90,095 $ 65,000 $ 95,000 30,000
165,308 235,000 195,000 (40,000)
1,414,300 2,828,400 1,414,200 (1,414,200)
22,615 15,750 25,750 10,000
1,500,000 3,000,000 4,500,000 1,500,000
- 3,760,937 8,122,168 4,361,231
3,192,318 9,905,087 14,352,1
18 4,447,031
$ 6,650 $ 75,000 $ 75,000
63,157 - -
9,300 3,600 6,000 2,400
83,100 - -
8,386 10,000 10,000
16,930 18,000 18,000
40,000 60,000 60,000
1 1,813 2,354 3,379 1,025
27,569 67,214 77,214 10,000
5,484 15,000 15,000
110,607 86,000 86,000
198,580 250,000 250,000
- 10,000 10,000
578 - -
582,154 597,168 610,593 13,425
$ 250,000 $ - $ -
1,509,300 249,506 1,522,130 1,272,624
16,853 20,000 20,000
240,325 - -
4,700,000 4,700,000 4,700,000
3,562,263 1,1
14,259 1,702,469 588,210
10,278,741 6,083,765 7,944,599 1,860,834
60012.1004 Fringe benefits:Survivor Level 4
60012.1007 Fringe benefits:Replacement benefit
60012.1532 Fringe benefits:PERS One Time Pay
60016.1004 Fringe benefits - safety:Survivor
60016.1532 Fringe - safety:PERS One-Time
60018.0000 Holding account
Salaries & Benefits
62055.1000 Strategic Costs Legal
62085.0000 Other Professional Services
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62300.1018 Special Dept Supplies:Wellness
62345.0000 Taxes
62470.0000 Fund 533 Office Equip Rental Rate
62496.0000 Fund 537 computer system rental
62560.0000 Employee banquet & awards
62575.0000 Boards/commissions award dinner
62745.1000 Safety program:Safety Shoes
62765.0000 Educational reimbursement - city
62895.0000 Miscellaneous expenses
62895.1002 Misc: Physical Inventory Variance
Materials, Supplies & Services
85101.0127 Transfers to Fund 127
85101.0370 Transfers to Fund 370
85101.0498 Transfers to Fund 498
85101.0533 Transfers to Fund 533
85101.0534 Transfers to Fund 534
85101.0537 Transfers to Fund 537
Contributions to Other Funds
Total Expenses $ 14,053,213 $ 16,586,020 $ 22,907,310 $ 6,321,290 3 Office Equipment Replacement Fund
Non-Departmental
533.Total Cost Centers

OBJECTIVES
This fund provides for the orderly replacement and maintenance of office equipment such as furniture, tools, and machines.

These activities are coordinated through the Financial Services Department's Budget Division.

The machinery and equipment clearing account provides for the scheduled replacement of depreciated equipment that is at the end of its useful life.

Non-Departmental Office Equipment Replacement Fund Summary Capital Assets
Materials, Supplies & Services
$585,691
$913,106
$1,046,599
FY 2024-25
$1,632,290
FY 2025-26
$913,106
4 Office Equipment Replacement Fund
Non-Departmental
533.Total Cost Centers

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 2,437 $ 2,359 $ 3,217 $ 858
429,689 334,548 661,105 326,557
2,852 2,856 2,856
264,470 245,928 245,928
62496.0000 Fund 537 computer system rental
63015.0000 Depreciation expense-Machinery
63045.0000 Depreciation expense-Other
63050.0000 Non-capitalized assets
Materials, Supplies & Services 699,447 585,691 913,106 327,415 15041.0000 Machinery and equipment-clearing $ (155) $ 1,046,599 $ - $ (1,046,599) 15090.0000 Furniture (22,980) - -
Capital Assets (23,135) 1,046,599 - (1,046,599)
T
otal Expenses $ 676,31 $ 1,632,290 $ 913,106 $ (719,184)2 5 (This Page Left Intentionally Blank)
6 SUCCESSOR AGENCY

DEPARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Materials, Supplies & Services 7,442,194 2,507,087 2,256,769 (250,318) TOTAL $ 7,442,194 $ 2,507,087 $ 2,256,769 $ (250,318)
On January 31, 2012, the City Council affirmed the City of Burbank as the “Successor Agency to the Redevelopment Agency of the City of Burbank.” As of February 1, 2012, all redevelopment agencies in California were dissolved and no longer exist as public bodies. Successor agencies are given the authority, rights, powers, duties, and obligations previously vested with the former Redevelopment Agency under the Community Redevelopment Law (with some exceptions and limitations per Assembly Bill (AB)1X 26 and AB 1484. The duties of the Successor Agency are primarily to: 1) make payments on the former Redevelopment Agency's enforceable obligations; and 2) wind-down the activities of the former Redevelopment Agency, as required by law.

DEPARTMENT SUMMARY
Materials, Supplies & Services
$2,507,087
$2,256,769
FY 2024-25
$2,507,087
FY 2025-26
$2,256,769
1 Successor Agency Administration
Administration
208.CD27A

OBJECTIVES
- Continue to make payments listed on the Recognized Obligation Payment Schedule (ROPS) as approved by the Oversight Board and the California Department of Finance.
- Perform obligations required pursuant to any enforceable obligations. - Prepare ROPS for each period, including administrative cost estimates, to be paid from the Redevelopment Property Tax Trust Fund.

The Administration Section is responsible for the wind-down activities of the former Redevelopment Agency and the Successor Agency. The California Health and Safety Code (Section 34177 et. seq.) allows up to three percent of enforceable obligations (or $250,000 per fiscal year, whichever is greater) for administrative costs to be paid from the Redevelopment Obligation Retirement Fund.
2 Successor Agency Administration
Debt Service - Successor Agency
208.CD28E

CHANGES FROM PRIOR YEAR
The Successor Agency issued a Tax Allocation Refunding Bonds - Series 2017 in November 2017, and a Tax Allocation Refunding Bonds - Series 2015 in April 2015. This cost center is responsible for debt service and bond payments that were previously administered under Fund 201 (Golden State Debt Service), Fund 202 (City Centre Debt Service), Fund 203 (West Olive Debt Service), Fund 204 (South San Fernando Debt Service) and Fund 207 (Community Facilities District No. 20015-1).

For FY 2025-26, the 2015 Successor Agency Debt Service bond payment decreased due to the tax increment limits of the project areas. It will continue to decrease through the remainder of the bond term in December 2033. As a result of this, the amount of tax revenues available for the payment of debt service on the 2017 Bonds is also decreased through FY 2032-33 and then gradually increases through the remainder of the bond term in December 2043. 3 (This Page Left Intentionally Blank)
4 AGREEMENTS AND CONTRACTS LIST
Energy Northwest $663,549 Operations and maintenance services of Tieton Hydropower Project
Energy Northwest $140,000 Supply materials required for operations and maintenance of Tieton Hydropower Project
Energy Northwest $541,000 Major maintenance services of Tieton Hydropower Project and substation
PIC Group Inc. $176,250 Update Magnolia Power Project (MPP) procedures and training materials for operational personnel
Chemtreat, Inc. $192,925 Zero Liquid Discharge (ZLD) consultant for operational assurance
TBD $100,000 Engineering support for unplanned plant maintenance issues, such as equipment malfunctions and failures,
integration of regulatory or insurance safety audit
findings and recommendations, and addressing other
reliability issues to be identified
TBD $125,000 Provide environmental compliance and permitting support for MPP storm water, air quality, and waste
management activities
Chemtreat, Inc. $280,000 Water treatment chemicals, as needed to maintain process chemistry in the ZLD System
Chemtreat, Inc. $103,000 Boiler and cooling tower chemicals, as needed to maintain water chemistry in MPP within acceptable
operating limits
Purtech Industrial Water $307,172 Demineralized water production TBD $139,150 Air quality testing to meet standards and ensure regulatory compliance. Possible use of up to four
vendors
Industrial Hygiene Management $125,000 Industrial hygiene services for lead and asbestos at the Olive One power plant
Industrial Hygiene Management $125,000 Industrial hygiene services for lead and asbestos at the Olive Two power plant
Power Engineers $132,000 Relay engineering support
Aspentech $850,000 Geographic Information System (GIS) upgrade integration
Archer $250,000 North American Electric Reliability Corporation (NERC) Critical Infrastructure Protection (CIP) and Reliability Standards Compliance assistance
Aspentech $320,000 Transmission and Distribution Management System (TDMS) maintenance and support
TBD $150,000 Supervisory Control and Data Acquisition (SCADA) and related systems engineering support
Utility Data Contractors, Inc $100,000 GIS Upgrade support TBD $11,700,000 Regional Intermodal Transportation Center (RITC) Solar and Storage Project
TBD $2,500,000 Eco-campus Solar and Storage (and possible electric vehicle charging stations) Pilot Project
ESTA $100,000 Project support for SCADA Upgrade/Advanced Distribution Management System (ADMS) installation
data transition
Alliance for Cooperative Energy Services
Power Marketing, LLC. (ACES)
$500,000 Scheduling services - Tule River and backup energy and scheduling services
Baker Tilly Advisory Group, LP $150,000 Support for Inflation Reduction Act and other tax strategy, forms, and compliance

BURBANK WATER AND POWER (BWP)
1 AGREEMENTS AND CONTRACTS LIST
Duncan & Allen $750,000 Legal services regarding Federal Energy Regulatory Commission (FERC) / electric regulatory/high voltage
transmission rights. Assistance with the Open Access
Transmission Tariff
Hanna and Morton $200,000 Southern California Generation Coalition (SCGC) - natural gas pipeline access, regulatory and rate
proceedings at the California Public Utilities Commission (CPUC), and natural gas supply consulting. Gas, FERC,
and supply for Aliso Canyon
HDR Engineering, Inc. $150,000 Provide engineering, technical guidance, and studies for projects that will support BWP goals set in the
Renewable Portfolio Standard (RPS), including RITC
Solar and Storage and Eco-Campus Solar and Storage
Projects
HDR Engineering, Inc. $1,000,000 Substation and Battery Energy Storage System (BESS) design
SEL Engineering Services, Inc. $100,000 Provide engineering and technical guidance for projects that will support BWP’s goals set in the Renewable
Portfolio Standard, including RITC Solar and Storage
and EcoCampus Solar and Storage Projects
TBD $100,000 Environmental compliance support
TBD $100,000 Recruitment services for management
TBD $100,000 Regulatory consulting to address BWP-specific concerns related to new and/or modified regulations
TBD $200,000 Technology improvements for automating contracts and contract searches
TBD $200,000 Greenhouse Gas (GHG), power resources, file management, regulatory, and power supply consulting
TBD $250,000 Integrated Resources Plan (IRP) development, studies, and update
TBD $250,000 Succession planning, business continuity, retention, records management, and process improvements
TBD $250,000 Temporary and expertise staffing needs
TBD $500,000 Transmission and interconnection studies with the Los Angeles Department of Water and Power (LADWP) and
California Independent System Operator (CAISO), and
data analysis for Enterprise Information Management
(EIM) / Digital Asset Management (DAM), etc.

TBD $1,000,000 Studies to determine opportunities of joining other Balancing Authority's (BA) / overall transmission study (including CAISO and/or EIM and extended day-ahead
market in the CAISO). Studies to consider other power
resource options.

TBD $1,000,000 Power supply resiliency
SCPPA $150,000 Southern California Public Power Authority (SCPPA) services to hire interns and consultants for resource
planning
OATI $300,000 Energy trading and financial tracking software Electric Power Engineers, LLC $500,000 Engineering support in updating the Electric Distribution Master Plan
HDR Engineering $100,000 Owners' engineer services for design reviews and technical support for electrical substation work
2 AGREEMENTS AND CONTRACTS LIST
HDR Engineering $200,000 Design support for replacing obsolete equipment, system improvements, substations, and electrical and civil
infrastructure
HDR Engineering $400,000 Airport substation planning
Parkia $100,000 Substructure inspection consulting
Parkia $400,000 Design and engineering support for housing and large developments
TBD $100,000 Design and engineering support for regulatory compliance-related tasks or projects, including wildfire mitigation, NERC, and other federal or state compliance TBD $100,000 Relay replacement design support
TBD $100,000 Design support for replacing power circuit breakers TBD $200,000 Substation Remote Terminal Unit (RTU) replacement design support
TBD $100,000 Substation Ground Grid Addition and Study
TBD $150,000 Bus relay replacement design support
TBD $200,000 Design and engineering support for sustainability-related projects, including electric vehicle charger installations, solar, and energy storage projects
TBD $200,000 Engineering support for planning and design of pole replacements
Tryfacta, Inc. $300,000 Temporary staffing for the engineering support of capital work
TBD $100,000 Engineering support for substructure installation inspection
HDR Engineering or TBD $1,200,000 Engineering services for Willow Substation HDR Engineering or TBD $400,000 Engineering services for Airport Substation TBD $300,000 Temporary staffing - field personnel to exchange electric meters
SSP Innovations $200,000 Application enhancements
Utility Data Contractors Inc (UDC) $800,000 GIS Upgrade Project ASCE $150,000 Engineering support for system planning, NERC compliance, and training
Electric Power Engineers, LLC $200,000 Engineering support for system planning, NERC compliance, and training
TBD $100,000 Update of 12 kV distribution standards
TBD $100,000 Joint-Pole Agreement processing support
The Ferguson Group $100,000 Grant writing support
TBD $100,000 BWP manager level recruitment
TBD $250,000 Succession planning, retention, strategic planning, organizational development, and records management
TBD $250,000 Large-scale reports such as small modular reactors, resiliency, and board requests for study cases
The Ferguson Group $100,000 Federal legislative advocacy services Robert Half $1,500,000 Temporary staffing services for finance, accounting, and other specialized skills and services for BWP
UFS $120,250 Electric Cost-of-Service (COS) consultant
TBD $750,000 Cashiering Area Remodel for improved safety TBD $300,000 Customer Service Office Reconfiguration Project TBD $300,000 Temporary Staffing - Backfill for Meter Data Management (MDM) Project
Infosend $350,000 Bill, print and mail services including for the Big Horn Mailer
TBD $150,000 Call Center overflow services
3 AGREEMENTS AND CONTRACTS LIST
TBD $150,000 Managed services for Workforce Management (WFM) TBD $200,000 System integration support
TBD $200,000 Customer Service technology efficiency implementation services
TBD $300,000 Managed services for Customer Cloud Solution Services (MDM)
TBD $860,000 Managed Services for Customer Cloud Solution Services (CIS)
TBD $400,000 Temporary staffing for operational support (Call Center, Credit, Billing)
Pacific Integrated Handling $800,000 Replacement of all three vertical lift modules for the Warehouse
TBD $110,000 Operations Technology security protection and monitoring
TBD $120,000 Consulting contracting and engineering services for physical security systems
TBD $115,000 Managed services for security incidents (Security Operation Center (SOC), Security Information
Management and Event management (SIEM))
TBD $230,000 Managed services for Security Operations Center 24x7 monitoring
TBD $210,000 Temporary security staffing
TBD $150,000 Technology upgrades and resiliency
TBD $245,000 Specialized services, supporting BWP with succession planning, document control, process mapping, and
Environmental, Health, and Safety (EHS) technical
writing for regulatory required Policies and Procedures TBD $126,000 Human Resources (HR) and employee development training, Society for Human Resource Management
(SHRM), People Manager Qualification (PMQ), and
Eagles Flight training
TBD $136,200 EHS regulatory required training
Resource Innovations $149,193 Call and rebate processing support- iEnergy RHA $264,000 Business Bucks Program
Synergy $2,244,000 Home Improvement Program
Tryfacta and / or Robert Half $300,000 Temporary staffing and interns Oracle OPower $540,000 OPower-weekly energy updates, high bill alerts, Home Energy reports, Business Energy reports, Water Usage
reports
TBD $1,112,000 Income Eligible Customer Assistance Programs TBD $110,000 Advisory services
TBD $110,000 Peak Load Reduction Pilot
Green Acres Advertising Design Inc $140,000 Creative strategy, content, and graphics for BWP marketing channels and campaigns
Pivotal Strategies $120,000 Community outreach and communications - for annual rate increases, education on utility topics, and marketing communications
TBD $185,000 Data management process improvement
Tryfacta and / or Robert Half $250,000 Temporary staff to support consistent marketing and application processing activities
TBD $100,000 Oracle Cloud architecture support
TBD $150,000 Operations Technology support for integrations 4 AGREEMENTS AND CONTRACTS LIST
TBD $2,000,000 Online Account Manager Portal Implementation Project Lanair Group $125,000 Annual cost of providing Remote Infrastructure Monitoring and Support (RIMS) for ONE Burbank
network devices
Cogent Communications $200,000 Annual cost of providing backup solution to the Level3 connection for high-speed internet access to all city
offices and ONE Burbank
Crown Castle $100,000 Leasing co-location space at 624 South Grand (One Wilshire) carrier hotel, as well as dark fiber between the BWP network and that site
Level3 Communications $475,000 Annual cost of providing high-speed internet access to all city offices and ONE Burbank customers per the City of
Burbank (COB)/Level3 Agreement
Synergy $280,500 Comprehensive water efficiency, leak detection and repair
VertexOne/Watersmart $110,000 WaterSmart Leak Alerts & Home Water Reports TerranearPMC $10,369,972 Burbank Operable Unit (BOU) Contract Operator (Calendar Year Budget)-paid out of the Lockheed Martin
Trust
METRO's Contractor $150,000 Extend 30" Pipeline casing for METRO Los Angeles County Metropolitan Transportation Authority
TBD $150,000 Valley Pumping Plant Forebay Seismic Assessment Woodard & Curran $800,000 On-call engineering services for various capital projects TBD $515,000 Chloramine Booster Station construction management services
Black & Veatch $1,035,000 Reservoir 2 engineering support during construction TBD $2,070,000 Reservoir 2 construction management services TBD $900,000 Construction management and inspection for the Design- Build Pipeline Project
TBD $9,500,000 The existing infrastructure is deteriorating at a pace that exceeds the capacity of our in-house maintenance and
construction crews. $9,500,000 is now being requested
to fund Phase 2 (construction) of the Design-Build
Pipeline Project.

TBD $750,000 Reservoir 5 Inlet/Outlet Pipe Replacement - Design TBD $512,000 Construction of new chloramine boosting systems for Reservoirs 1, 4, and 5. An additional $202,000 is being requested to fund a Professional Services Agreement
(PSA) for construction management services.

TBD $256,000 Construction of new chloramine boosting systems for Reservoirs 1, 4, and 5 - agreement for engineering
support services during construction.

Black & Veatch $800,000 On-call engineering services for various capital projects HDR $800,000 On-call engineering services for various capital projects TBD $250,000 Grant funded capital projects - for any project awarded with a local, state, or federal grant
Kopple Pipeline Services $100,000 Line stops, tapping, welding or other fabrication/welding need on water pipeline projects
TBD $100,000 Water main monitoring & condition assessment TBD $150,000 Urban Water Management Plan
5 AGREEMENTS AND CONTRACTS LIST
Katz & Associates $100,000 Engagement and public outreach for the Potable Reuse Project
TBD $1,000,000 Owner's advisor for the Potable Reuse Project Avaya $260,000 Avaya phone system subscription contract Motorola Solutions, Inc. c/o City of Glendale $250,000 ICI System maintenance and system upgrade agreement.

TOTAL $81,575,161

CITY ATTORNEY
TBD $100,000 Online Legal Research
TOTAL $100,000

CITY CLERK
LA County Registrar-Recorder County Clerk $400,000 Coordinate with Los Angeles County to run City of Burbank Elections
TOTAL $400,000
David Evans and Associates $250,000 On-call transportation planning, parking management, engineering services
David Evans and Associates $500,000 On-call transportation planning, parking management, engineering services
David Evans and Associates $1,000,000 On-call transportation planning, parking management, engineering services
Dorado Company $445,000 Program Management Services for the Complete Streets and Regional Transit Capital Projects
Dorado Company $150,000 Professional construction management services for projects with a focus on entitlement approval, plan
creation oversight, new construction, infrastructure
improvements, and ground-up projects, additions,
remodels, and/or alterations to existing facilities,
including but not limited to City-owned assets.

Evan Brooks Associates $100,000 On-call transportation planning, parking management, engineering services
Fehrs & Peers $750,000 On-call transportation planning, parking management, engineering services
Fehrs & Peers $2,000,000 On-call transportation planning, parking management, engineering services
General Technologies & Solutions $100,000 On-call transportation planning, parking management, engineering services
Gibson Transportation Consulting, Inc. $250,000 On-call transportation planning, parking management, engineering services
Gibson Transportation Consulting, Inc. $500,000 On-call transportation planning, parking management, engineering services
Iteris, Inc. $250,000 On-call transportation planning, parking management, engineering services
Kabbara Engineering $350,000 Consultant services to analyze the City intersections, including neighborhood outreach and data collection
Kimley-Horn and Associates Inc $826,609 Chandler bikeway extension Plans, Specifications, and Estimates (PS&E), 70 percent reimbursed by grants
LAZ Parking California LLC $1,500,000 Paid parking management/operations Moore and Associates $150,000 Transit marketing and outreach call center costs for BurbankBus services

COMMUNITY DEVELOPMENT DEPARTMENT
6 AGREEMENTS AND CONTRACTS LIST
MV Transportation $3,500,000 BurbankBus fixed-route transit operations ParkMobile, LLC $500,000 Paid parking mobile application TBD $300,000 Security guard services at the Downtown Burbank Metrolink Station
TBD $500,000 On-call transportation planning, traffic, and civil engineering services
TBD $150,000 On-call transportation planning project management, grant application submittal, monitoring, reporting, and review of private development projects
TBD $150,000 On-call transportation planning services, review traffic impact studies, transit facilities planning and design, and travel demand modeling
TBD $250,000 Transportation element Environmental Impact Report (EIR) and Development Impact Fees (DIF) monitoring
TBD $100,000 Bus maintenance
TBD $250,000 Transportation projects project management and consultant services
TBD $500,000 Olive/Verdugo/Sparks intersection - updated design concept PS&E (reimbursed by Measure R Highway
Funds)
TBD $750,000 Equestrian trail design, engineering, and construction plan preparation
TBD $750,000 Consultant for street design and engineering services to implement street and sidewalk improvements per city
specific plans in compliance with the City's complete
streets plan
TBD $250,000 BurbankBus Senior and Disabled scheduling and routing software
TBD $600,000 Vision Zero/Safer Streets implementation - analysis and design
TBD $400,000 Vision Zero/Safer Streets Implementation
TBD $200,000 Parking permit program software and hardware Fehrs & Peers $300,000 Comprehensive Operational Analysis for BubankBus TBD $300,000 Vehicle/charger purchase for BurbankBus
TBD $100,000 Consultant services for design of Phase 2 improvements related to Rancho Providencia Neighborhood Protection
Plan
TBD $250,000 Consultant services for design of Downtown Transit Plaza
TBD $500,000 Consultant services to assist development of Golden State Neighborhood Protection Plan
TBD $675,000 Consultant services to design and build the Safer Downtown Burbank Mobility Network Improvement
Project, bicycle and pedestrian improvements
TBD $500,000 Consultant services for conceptual design, environmental review, outreach, and PS&E for San Fernando
Reconfiguration, Phase 2
T2/Upsafety $175,000 Parking permit and services software Toole Design Group, LLC $750,000 On-call transportation planning, parking management, engineering services
Toole Design Group, LLC $500,000 On-call transportation planning, parking management, engineering services
Toole Design Group, LLC $1,500,000 On-call transportation planning, parking management, engineering services
7 AGREEMENTS AND CONTRACTS LIST
Willdan Engineering $250,000 On-call transportation planning, parking management, engineering services
Willdan Engineering $750,000 On-call transportation planning, parking management, engineering services
Willdan Engineering $1,000,000 On-call transportation planning, parking management, engineering services
Willdan Engineering $300,000 Consultant services for the Golden State Neighborhood Protection Plan
A 3 Visual Flag & Banner $155,000 Vendor for banner installation throughout Magnolia Park, Media District and Airport District
Stratiscope $100,000 Consultant Services for Environmental Development (ED) Strategic Plan Initiatives
TBD $400,000 Consultant Services for Minimum Wage Study TBD $400,000 Consultant Services for Outdoor Dining in Private Parking Lots Study
Hyder & Co $150,000 Consultant services to monitor multi-family properties with affordability covenants in the City of Burbank for annual compliance.

Home Again LA $250,000 Permanent Local Housing Allocation (PLHA) Rapid Rehousing Program Service Provider
Allied $515,221 Homeless Outreach Services
Family Service Agency $300,000 Opioid Counseling Services Boys & Girls Club $100,000 Opioid Prevention Services
Salvation Army $250,000 Navigation Center/SAFE storage and shower program AECOM $500,000 Consultant services for long-range planning, transportation planning, and environmental assessment
AECOM $750,000 On-call planning services
Arup North America, Ltd. $500,000 On-call planning services BAE Urban Economics, Inc. $250,000 On-call planning services De Novo Planning Group $500,000 Consultant Services related to the California Environmental Quality Act (CEQA) and
envi+D142ronmental review
Dudek $500,000 On-call planning and environmental assessment services Dudek $600,000 Current and long-range planning, project management Environmental Science Associates $550,000 Consultant Services related to the California Environmental Quality Act (CEQA) and environmental
review
Environmental Science Associates $500,000 On-call planning services Evan Brooks Associates $330,000 Review of accessory dwelling units and plan checks Evan Brooks Associates $400,000 On-call planning services HDR, inc. $500,000 Consulting services to prepare sewer capacity studies Keyser Marston Associates inc (KMA) $150,000 Consulting services to prepare Inclusionary Housing and Density Bonus regulations
Moorre lacofano Goltsman, Inc. $500,000 On-call planning services Moule & Polyzoides $500,000 Transit-oriented development-specific plan Rincon Consultants $750,000 California Environmental Quality Act (CEQA) and environmental review
Rincon Consultants $100,000 Green house gas reduction plan reporting tool and project implementation
TBD $280,000 Consultant services for environmental review TBD $800,000 Consultant services for long-range planning, transportation planning, and environmental assessment
8 AGREEMENTS AND CONTRACTS LIST
TBD $750,000 On-call consulting services for preparation of environmental impact reports and associated studies
TBD $500,000 On-call consulting services for CEQA review and environmental determinations
TBD $500,000 On-call consulting services for CEQA review and environmental determinations
TBD $500,000 On-call planning services for environmental assessment and studies
TBD $500,000 On-call planning services for environmental assessment and studies
TBD $500,000 On-call planning services for environmental assessment and studies
TBD $300,000 Environmental review for development project TBD $300,000 On-call planning services to assist with current planning projects and plan review submittals and permits
TBD $300,000 On-call planning services to manage long-range planning and/or large development projects
TBD $350,000 On-call planning support services to assist with design review, planning counter, and discretionary permit
reviews
TBD $500,000 On-call consulting services for general plan and housing element compliance, goals, and policy implementation
TBD $250,000 On-call services for grant application and administration services
TBD $250,000 On-call consultant services for design review and conditions compliance
TBD $300,000 Housing element update housing plan program implementation
TBD $500,000 Current and long-range planning
TBD $300,000 Current planning and council directives
TBD $300,000 Current planning, wireless services and State/Federal mandates
TBD $300,000 Ongoing implementation of Media District Specific Plan TBD $300,000 Ongoing implementation of Downtown TOD Specific Plan TBD $300,000 Ongoing implementation of Golden State Specific Plan TBD $300,000 Ongoing implementation of Burbank Rancho Specific Plan
TBD $300,000 Current planning, outdoor dining regulations TBD $500,000 Fiscal analysis related to proposed land use developments and agreements
TBD $300,000 Analysis and implementation of permitting and plan check software and enterprise system
TBD $150,000 To provide Real Estate with as-needed Right-of-Way consulting services.

TBD $250,000 To provide Real Estate with as-needed architectural and engineering services.

TBD $200,000 To provide Real Estate with as-needed construction and project management services.

CSG Consultants $575,000 Consultant services for building, architectural, structural, accessibility, mechanical, electrical, plumbing, energy, green building plan check, code compliance, inspections. 9 AGREEMENTS AND CONTRACTS LIST
J Lee Engineering $800,000 Consultant services for building, architectural, structural, accessibility, mechanical, electrical, plumbing, energy, green building plan check, code compliance, inspections.

JAS Pacific $800,000 Consultant services for building, architectural, structural, accessibility, mechanical, electrical, plumbing, energy, green building plan check, code compliance, inspections.

NV5, Inc $500,000 Consultant services for building, architectural, structural, accessibility, mechanical, electrical, plumbing, energy, green building plan check, code compliance, inspections.

TRB + Associates $800,000 Consultant services for building, architectural, structural, accessibility, mechanical, electrical, plumbing, energy, green building plan check, code compliance, inspections.

Willdan Engineering $500,000 Consultant services for building, architectural, structural, accessibility, mechanical, electrical, plumbing, energy, green building plan check, code compliance, inspections.

TBD $800,000 Consultant services for building, architectural, structural, accessibility, mechanical, electrical, plumbing, energy, green building plan check, code compliance, inspections.

TBD $250,000 Consultant services and software to maintain accurate information, ensure business compliance, and revenue
collection.

TOTAL $53,326,830

FINANCIAL SERVICES
Lance, Soll & Lunghard, LLP $220,000 External audit services Hinderliter, De Llamas & Associates $100,000 Sales Tax management and audits TOTAL $320,000

FIRE DEPARTMENT
TBD $300,000 Provide annual brush clearance on all City property and removal of dead trees as needed
Wittman Enterprises $350,000 Billing for Fire Department services, including Emergency Medical Services (Paramedic Services and
Transport) and specified Fire Prevention Bureau
activities as necessary.

Regents of the University of California, on
behalf of the UCLA Center for Prehospital Care
$200,000 Provide an Emergency Medical Services Nurse Educator to facilitate system quality improvement and continuing education for personnel
TBD $150,000 Professional services to develop a citywide Continuity of Government Plan, including a Departmental Continuity of Operations Plan to be used during the course of a major disaster and thereafter
TOTAL $1,000,000
10 AGREEMENTS AND CONTRACTS LIST

INFORMATION TECHNOLOGY (IT)
3Di $430,000 Consulting services for Our Burbank 311
6th Street Consulting $100,000 SharePoint Support and Upgrades AST $650,000 Managed Services for Oracle Enterprise Resource Planning System (ERP), Human Resources
Management System (HRMS)
AST $600,000 Online Time Entry Implementation
AST $300,000 DBA Support Services
Astrion $150,000 Website Development Services
Convergint $250,000 PD's Video Surveillance System
Dell $700,000 Microsoft Enterprise Agreement
Faster Asset Solutions $100,000 Upgrade and database migration to the Cloud InnoFin $300,000 Enterprise Performance Management (EPM) support Konica Minolta Business Solutions $150,000 Ongoing Enterprise Content Management (ECM) support/implementation/development
Miro $14,000 Collaboration platform
OpenGov $150,000 Contract Development, Management, and Solicitation Solution
SDI Presence $100,000 Land Management replacement
SDI Presence $400,000 Consult for Enterprise Resource Planning System (ERP) replacement Request for Proposal (RFP)
Tepa LLC (NorthSouth GIS) $200,000 GIS Consulting
Triden Group, LLC $150,000 Cyber Security Support Services UBEO $300,000 Managed Print Services
UX Design Consulting $100,000 Website Development Services Valiantys America Inc. $120,000 Agile IT Service Management Support Services Whitebox $300,000 Data Conversion of Police Department Records TBD $150,000 ELMS Civic Efficiency Solution Study
TBD $300,000 Contract Lifecycle Management
TBD $250,000 Enterprise Integration Enhancements
TBD $175,000 Public Records Act Efficiency Solution
TBD $550,000 Electronic Onboarding/Offboarding
TBD $600,000 Temporary Staffing Services
TBD $140,000 Record Document Scanning Services
TBD $300,000 Contract Tracking Solution
TBD $250,000 Buena Vista AV Upgrade Project
TBD $100,000 Automated Cite Writers for PD
TBD $175,000 Proof of Concept (POC) Traffic Management Solutions TBD $100,000 City Website Chatbot - Humanlike interaction with the City's website
TBD $100,000 Electric Vehicle Online Permits - continued expansion of online permits to include residential EV Charging stations TBD $100,000 Recycling "Where it goes"
TBD $250,000 EJWard upgrade
TOTAL $9,104,000
11 AGREEMENTS AND CONTRACTS LIST

LIBRARY SERVICES
TBD $375,000 Mobile Outreach Vehicle (Bookmobile) and Fabrication Baker & Taylor Co $350,000 Library print and AV materials and Customized Library Services
OverDrive Inc. $200,000 Library electronic materials
Sirsi Corporation $150,000 Private contractual services - Integrated Library Systems Software and Technical Support
Universal Protection Svc LP dba Allied
Universal
$150,000 Private contractual services - Safety and Security Ambassadors for the Library
TOTAL $1,225,000

MANAGEMENT SERVICES
AdminSure $170,000 Workers' Compensation Third Party Administrator Aon Risk Services $100,000 Citywide Broker Services
Aon Risk Services $100,000 Broker services for SCPPA projects administered by BWP
A-Tech $100,000 Environmental consulting services for sanitary sewer overflows
Atkinson, Andelson, Loya, Ruud & Romo $160,000 Fair Labor Standards Act (FLSA) review of classifications Axis Workplace $300,000 Workplace Investigations
Bardavon $135,000 Worker's Compensation physical therapy Best IRS $100,000 Temporary staffing
Best, Best, & Kreiger LLP $300,000 Tax/benefits attorney employee referral Bright Horizons $257,000 Employee Referral Program services support for Primary Childcare, Academics, Elder Care, and Household
Burke, Williams, & Sorensen, LLP $350,000 Workplace Investigations Care Fast Urgent Care $130,000 Pre/post Employment physical, drug screen, audiograms, respirator clearance
Chou Law Group, LLP $115,000 Workers' Compensation Defense firm Concentra $100,000 Respiratory and hazardous material exposure exams, counseling, medicals, Department of Transportation
(DOT) Drug and Alcohol Testing
Delta Dental $1,650,000 Group dental coverage per Memorandum of Understandings (MOUs)
Empathia Pacific, Inc. $110,000 Employee assistance program per MOUs Express Scripts $575,000 Pharmacy program
Fisher Law Ltd. $115,000 Workers' Compensation Defense firm Glendale Adventist Medical Center $130,000 To provide medical evaluations and related medical services
Glendale Adventist Occupational Medicine
Center
$130,000 Respiratory and hazardous material exposure exams, counseling, medicals, DOT Drug and Alcohol Testing
Grail Biotech $115,000 Cancer screening testing and analysis for the Burbank Fire Fighter Wellness Program
Hanna, Brophy, MacLean, McAleer & Jensen,
L.L.P.
$375,000 Internal Dispute Resolution (IDR) Legal
ISYS Solutions, Inc. $130,000 Workers' Compensation Nurse Case Management Kaiser on the Job $100,000 Respiratory and hazardous material exposure exams, counseling, medicals, DOT Drug and Alcohol Testing
Liebert Cassidy Whitmore $150,000 Labor relations training workshops, legal services, and consortium consultation
12 AGREEMENTS AND CONTRACTS LIST
Liebert Cassidy Whitmore $150,000 Labor attorney
Lien On Me $380,000 Bill review
McIntyre-St.Clair $135,000 Leadership management, training, and executive management coaching and Citywide trainingNeoGov $160,000 Recruitment and Onboarding software, recruitment advertising platform, employee background
subscription/services, and testing subscriptions
New Era $150,000 Respiratory and hazardous material exposure exams, counseling, medicals, DOT Drug and Alcohol Testing
NYL Disability $750,000 Group short-term and long-term disability coverage per MOUsNYL Group Life and AD&D $110,000 Group Life and Accidental Death and Dismemberment (AD&D) coverage per MOUsOAH $125,000 Office of Administrative Hearings Oppenheimer Investigations Group $250,000 Workplace Investigations Postmaster $279,000 United States postage (metered mail) PRG $100,000 Temporary staffing
Providence Medical Institute $100,000 Safety personnel mandatory medicals Rehab West $175,000 Utilization Review and Nurse Case Management Arduengo Investigations $250,000 Workplace Investigations TBD $300,000 Workplace Investigations
Schneider & Associates $100,000 Adjusting services following a sanitary sewer overflow Sintra Group $150,000 Employee background check services for Fire personnel Return to Work Partners $300,000 Americans with Disabilities Act (ADA) Consultant TBD $110,000 Legal services
TBD $100,000 Respiratory and hazardous material exposure exams, counseling, medicals, DOT Drug and Alcohol Testing
TBD $100,000 Respiratory and hazardous material exposure exams, counseling, medicals, DOT Drug and Alcohol Testing
Ventiv Technology Inc. $175,000 Annual license fee and hosting of Workers' Compensation software
VSP $250,000 Group vision coverage per MOU
Work Boot Warehouse $115,000 City employee safety shoes TOTAL $10,811,000

PARKS AND RECREATION
AECOM Technical Services, Inc. $200,000 On-Call Consultant Services Alison Sampson $125,000 Arts Management Consultant
All Animals Veterinary Care and Consulting PC $150,000 Veterinarian Services Burbank Unified School District $650,000 Joint Use Agreement with Burbank Unified School District (BUSD)
Catholic Charities of Los Angeles Inc. $130,000 Temporary Worker Center Clifford Design Group $300,000 Project Management Services for the George Izay Park Master Plan
Covered 6, LLC $200,000 Monitoring Services
Davey Resource Group $650,000 Urban Forest Master Plan
Davey Resource Group $150,000 Service Agreement
David Evans and Associates, Inc. $200,000 On-Call Consultant Services Dudek $800,000 On-Call Environmental Assessment Services Family Services Agency - Burbank $125,000 Social Support Services Fink Architecture $200,000 DeBell Sierra Room Expansion Design Jones & Madhavan $1,500,000 Architectural and design development services for the McCambridge Pool replacement project.

Karen Constine $125,000 Public Affairs and Arts/Culture Management Consultant 13 AGREEMENTS AND CONTRACTS LIST
Lehrer Architects LA $1,600,000 Architectural, engineering, design, and technical consulting services for the Starlight Bowl Amphitheatre Transformation Project
Mariposa Tree Management Inc. $4,000,000 Tree Trimming Services Midwest Veterinary Supply $150,000 Medical Supplies for Animal Shelter MIG $150,000 On-Call Consultant Services
Musco Lighting $1,500,000 Lighting for Parks and Ballfields National Construction Rentals $150,000 Temporary power poles, fencing, and other services for Department Events
NUVIS $200,000 On-Call Consultant Services
Professional Turf Specialties, Inc. $150,000 Infield Maintenance for Ballfields RecWest $550,000 Shade Structures at Gross Park Ballfields and Valley Skate Park
RJM Design Group, Inc. $300,000 Park Masterplan
RJM Design Group, Inc. $400,000 On-Call Consultant Services RJM Design Group, Inc. $3,500,000 Architectural and design development services for the George Izay Park Master Plan
RPW Services $300,000 Tree Treatment
RTI Consulting, Inc. $150,000 Project Management Services for the McCambridge Park Pool Replacement
Russell D. Mitchell Associates $150,000 Irrigation Design Services Pyrotecnico $200,000 Drones Show for the 4th of July
Small Animal Surgeries $150,000 On-call Veterinarian Services Susan F. Gray and Company $150,000 Art Consultant
TBD $2,050,000 DeBell Irrigation Replacement
TBD $1,500,000 George Izay Park Irrigation Replacement
TBD $1,900,000 McCambridge Park Irrigation Replacement
TBD $250,000 California Environmental Quality Act (CEQA) Consultant for McCambridge Park Pool Replacement Project
TBD $600,000 CEQA Consultant for Olive Recreation and Theater Replacement Project
TBD $600,000 CEQA Consultant for Starlight Bowl Amphitheatre Transformation Project
TBD $500,000 Project Management Consultant for the Starlight Bowl Amphitheatre Transformation Project
TBD $300,000 Feasibility Studies for the Starlight Bowl Amphitheatre Transformation Project
TBD $300,000 Design services for Park Bathroom Renovations TBD $500,000 Playground Equipment Maintenance
TBD $250,000 Environmental Health Services
TBD $200,000 On-call Veterinarian Services
TBD $240,000 Resurfacing and coating of kennel floors
TBD $680,000 Johnny Carson Park Shade Structure
TBD $200,000 Trails Maintenance Assessment
TBD $2,500,000 Dog Park Construction Services
TBD $300,000 Project Management Services
Universal Protection Services LP DBA Allied
Universal Security Services
$500,000 Provide personnel, vehicle and equipment for the Park Patrol Program
Valley Cultural Foundation $200,000 Consultant to provide event services Valley Maintenance Corp. $200,000 Custodial Services
VOLT $450,000 Lighting, sound and event services
Zoom Recreation, Inc. $650,000 Santa Anita Playground Replacement TOTAL $34,125,000
14 AGREEMENTS AND CONTRACTS LIST

POLICE DEPARTMENT
LAZ Parking California, LLC $3,200,000 Parking Enforcement Services Provider City of Glendale $550,000 Joint Air Support Unit
T2 $400,000 Parking Citation Management Processing/Collection Services
FLOCK $250,000 Automated License Plate Reader System Maintenance, Equipment, and Data Analytics
$300,000 Mental Health Evaluation Services
$200,000 Medical Examinations for Arrestees
$175,000 Records Digital Scanning Project
Los Angeles County - Department of Mental
Health
Providence St. Joseph Medical Center

ISAUSA INC
WorkCare, Inc.
$200,000 Officer Wellness Program
TOTAL $5,275,000

PUBLIC WORKS
Aquatics Design Group $200,000 As-needed pool and water feature design and consulting services
Architecture Plus $300,000 As-needed architectural and design services A-Tech $100,000 Hazardous materials consulting and environmental monitoring for multiple roof project.

A-Tech $100,000 Annual hazardous materials and environmental monitoring for exhaust system replacement project
A-Tech $200,000 As-needed facility under ground tank asset identification and compliance consulting
A-Tech $400,000 As-needed hazardous materials and environmental monitoring
Barghausen, Inc. $100,000 Facility and under ground tank systems engineering and consulting for Fire Stations 12 and 16
Barghausen, Inc. $200,000 As-needed fuels systems engineering and consulting Biggs Cardosa Associates, Inc. $200,000 Structural engineering design and inspection services Blue Ridge Services $200,000 Landfill waste cell consulting and fill sequencing planning Brandow and Johnston $200,000 As-needed seismic strengthening consultation and engineering
Brandow and Johnston $200,000 Angeleno Parking Structure Tier lll design Bureau Veritas Tech Assessments LLC $100,000 As-needed facility condition assessment reporting and consulting services
Bureau Veritas Tech Assessments LLC $350,000 Consulting for Citywide facility condition assessment Burrtec Waste Industries Inc. $300,000 Commodity processing of recycled waste Burrtec Waste Industries Inc. $1,700,000 Green waste and residual waste hauling California Consulting Inc. $100,000 As-needed grant management consulting services C-Below $100,000 Under ground utility investigations and consulting for facilities
Chang Environmental $260,000 Groundwater monitoring
Civil & Environmental Consultants, Inc. $800,000 Consulting services for Landfill permitting and engineering
Clifford Design Group $100,000 Metro Station consulting services Clifford Design Group $100,000 Project management for electrical repair and construction projects
Clifford Design Group $150,000 Project and construction management services for Exhaust System project
Clifford Design Group $150,000 Project and construction management services Fire Station Fuel Systems Replacement project
15 AGREEMENTS AND CONTRACTS LIST
Clifford Design Group $300,000 Annual project and construction management services Clifford Design Group $300,000 City Yard Services Project building construction management services
Crosstown $300,000 As-needed emergency traffic signal improvement and repair services
CWE $800,000 Engineering design of McCambridge Park Stormwater Multi-Benefit Project
Dorado Company $200,000 As-needed facility project management and construction management services
Exante 360, Inc. $200,000 As-needed physical security and low voltage systems engineering and consulting
Exante 360, Inc. $200,000 Design, engineering and consulting for citywide access system modernization for multiple facilities
FCG Consultants $250,000 Construction inspection services for street and sidewalk improvement projects
FCG Consultants $250,000 Construction management support and inspection services for various capital improvement projects
Flo-Services $200,000 Pump Station maintenance & repairs G2G Consulting $100,000 As-needed grant research and writing.

GAE Consulting $100,000 Consulting services for PD/Fire Headquarters (HQ) roof and structure waterproofing
GAE Consulting $100,000 Consulting Services for PD HQ/Fire 11 Parking Area Waterproofing and Restoration
GAE Consulting $100,000 Recycle Center roof restoration consulting services GAE Consulting $200,000 As needed roofing and waterproofing consultant for surveys and assessments
Gale/Jordan Associates, Inc. $200,000 As-needed hazardous materials abatement monitoring/inspection and environmental monitoring for
capital improvement projects
Gale/Jordan Associates, Inc. $200,000 As-needed hazardous materials and environmental monitoring
General Technologies and Solutions (GTS) $150,000 Traffic engineering design services Geo-Advantec Inc. $100,000 Quality assurance and material testing for the San Fernando Bikeway Project
Geo-Advantec Inc. $200,000 Geotechnical engineering, material testing, and pavement coring services
Go2Zero Strategies LLC $150,000 Senate Bill (SB) 1383 compliance consulting HDR Engineering, Inc. $300,000 Sewer System Management Plan (SSMP) Update Herman Architects $200,000 As-needed architectural consulting services IPD Inc. $100,000 As-needed parking area consulting
Jensen Hughes $100,000 Fire protection consulting, engineering survey and assessment
JMD Landscape Architecture $100,000 As needed landscape architecture and recycled water consulting services
Kardent $200,000 As-needed architecture and design services Kevin Smola Mechanical Engineers, Inc $100,000 As-needed mechanical engineering KSG Engineering $400,000 As needed electrical engineering, design and consulting services
Larry Walker Associates, Inc. $150,000 Total Maximum Daily Load (TMDL) Studies and Burbank Water Reclamation Plant (BWRP) Permit Studies
Larry Walker Associates, Inc. $600,000 BWRP National Pollutant Discharge Elimination System (NPDES) Permit - Temperature Study Report
16 AGREEMENTS AND CONTRACTS LIST
LCDG $100,000 Architectural design and consulting services for exhaust systems modernization project
LCDG $300,000 As-needed architectural consulting services LCDG $600,000 Architectural services for City Yard Services Building MDR Architects Inc. $200,000 As-needed architectural and ADA related consulting services
MDR Architects Inc. $200,000 Architectural and consulting services for City Hall Emergency Outreach Center (EOC)
MNS $200,000 Land surveying services for various capital improvement projects
National Plant Services $150,000 Large Sewer Line Cleaning and Video Inspection Omnis Consulting Inc. $100,000 Engineering design services P2S Engineering $100,000 Consulting for PD Jail Door Control Modernization P2S Engineering $200,000 As-needed fuel systems engineering and consulting P2S Engineering $300,000 As-needed low voltage systems engineering and consulting
Parkingology, Inc. $100,000 As needed facility parking design and consulting services for the New Burbank Library and Civic Center Project
Parkingology, Inc. $150,000 Facility parking consulting services for PD HQ/Fire 11 Parking Area Waterproofing and Restoration project
Parkingology, Inc. $200,000 As needed facility parking design and consulting services PMCS Group, Inc. $100,000 As-needed project management and construction management services
Premier Inspection (Prodigal Invest.) $200,000 As-needed project management and construction management services
ReCreate Waste Collaborative LLC $100,000 SB1383 compliance consulting Rosenberg and Associates $100,000 As-needed energy engineering and consulting Rosenberg and Associates $150,000 As needed mechanical engineering Rosenberg and Associates $200,000 Mechanical engineering for Water Reclamation Lab RTI Consulting, Inc $100,000 Project management and construction management services
RTI Consulting, Inc $200,000 Project management and construction management consulting services for Recycle Center Roof project
RTI Consulting, Inc $200,000 Construction management services for PD/Fire Headquarters roof and structure waterproofing
RTI Consulting, Inc $200,000 Project management and construction management consulting services Roof Restoration - Multiple locations RTI Consulting, Inc $300,000 As-needed project management and construction management consulting services
Staff Connection, Inc. $200,000 Temp employees for PWFS Stantec Consulting Services, Inc. $200,000 Engineering design services Sydaptic Inc. $300,000 PD Jail Control Modernization solution provider TBD $100,000 Land surveying services for the New Burbank Library and Civic Center Project
TBD $100,000 Design services for Lundigan Park Bathroom Remodel Project
TBD $100,000 Design services for McCambridge Park bathroom Remodel Project
TBD $100,000 City Yard Services Building GMP development services provider
TBD $100,000 As-needed hardware (Divisions 8,28). Door, gate consulting services
17 AGREEMENTS AND CONTRACTS LIST
TBD $100,000 Architectural consulting services
TBD $100,000 Architectural consulting services
TBD $100,000 Project management services
TBD $100,000 Under ground utility investigations and consulting for facilities
TBD $150,000 NPDES Consultation, Litigation, and Permit Support TBD $150,000 NPDES Special Study
TBD $150,000 BWRP Building/Site Improvements
TBD $150,000 Fuel systems related hardware and software management
TBD $150,000 As needed energy engineering
TBD $150,000 Physical security engineering and consulting TBD $200,000 Construction and demolition assessment, education, and outreach plan
TBD $200,000 As-needed services to maintain regulatory compliance at the Landfill
TBD $200,000 As-needed services to maintain regulatory compliance at the Landfill
TBD $200,000 Geotechnical and Phase II services for the New Burbank Library and Civic Center Project
TBD $200,000 Design services for McCambridge Kitchen Remodel Project
TBD $200,000 Construction Support Services for traffic signal improvement projects
TBD $200,000 Engineering design and construction support services for traffic capital improvement projects
TBD $250,000 Design services for New EOC at City Hall Project TBD $250,000 Design services for missing sidewalk project TBD $250,000 Emergency repairs to sewer facilities
TBD $250,000 Engineering consultant design and construction support services
TBD $300,000 Engineering design and construction support services for traffic capital improvement projects
TBD $300,000 Engineering design and construction support services for traffic capital improvement projects
TBD $300,000 As-needed emergency traffic signal improvement and repair services.

TBD $500,000 Solid Waste Collection operational review and rate study TBD $500,000 Emergency repairs to sewer facilities
TBD $500,000 Engineering consultant design and construction support services
TBD $750,000 Emergency repairs to sewer facilities
TBD $750,000 Engineering consultant design and construction support services
TBD $200,000 Landfill project observation and/or inspection Tyler & Kelly Architecture Inc. $150,000 Metro Station elevator design and construction administration
Tyler & Kelly Architecture Inc. $200,000 As-needed architectural and design services WSP USA, Inc. $550,000 Engineering and permit services for Landfill Zero Foodprint $155,000 SB1383 compost procurement compliance TOTAL $28,265,000
18 https://www.burbankca.gov/web/financial-services/revenue

CITY OF BURBANK

FINANCE DEPARTMENT
FY 2025-26 Proposed

SUMMARY OF CITYWIDE FEE CHANGES
The QR code provides a link to the City's Revenue department webpage for access to the Fee Schedule

Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 14 - Parking Fees (permits) 3.4% Fee adjustments by CPI in accordance with the City's Cost Recovery Policy.

Other Fee Adjustments
Proposed
Change Justification
Section 13 - Real Estate Services
Reconveyance Processing

44.4% Fee adjustments by CPI in accordance with the City's Cost Recovery Policy and increased to recoup labor
costs.

New Fees
Proposed
Amount Justification
Section 13 - Real Estate Services
Covenant Processing - Single Family Dwelling $262.40
Covenant Processing - Multi Family Dwelling/Commercial $524.80 Covenant Extinguishment - Single Family Dwelling $262.40 Covenant Extinguishment - Multi Family Dwelling/
Commercial
$524.80
Loan Subordination - Single Family Dwelling $262.40
Loan Subordination - Multi Family Dwelling/Commercial $524.80 Right of Way Research (4 hour minimum) $1,028.00
Additional Hours $195.00
LA County Recording and Filing Base Fee (First Page) $15.00 Additional Hours $3.00
Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 5 - Miscellaneous Sewer Charges 3.4%
Section 6 - Fees for Interstate Truck Terminals and Access Routes
Section 7 - Miscellaneous Street Fees
Section 8 - Overload Permits
Section 9 - Placement and Rental of Street Safety Devices Section 10 - News Rack Registration Fees
Section 11 - Traffic Aid for Construction
Section 12 - Subdivision Fees
Section 13 - Wireless Telecommunication Fees
Other Fee Adjustments - Refuse Rates
Proposed
Change Justification
Section 1 - Refuse Collection Fees 8%
Residential and Multi-Family Residential Premises
Multi-Family, Commercial, and Industrial Premises
Containers Approved by City
Rental Fees for Bins Furnished for Horse Manure
Diversion Collection at Residential Premises
Annual Self-Hauler Registration Fee
Private Hauler Contractor Permit Fee
AB 939 Late Fees
Landfill Tipping Fee
Green Waste Tipping Fee
Bin Handling Fee
Bin Handling Return Fee
Fee adjustments by CPI in accordance with the City's
Cost Recovery Policy.

Fee increases are necessary to meet rising operational
cost, particularly those associated with State mandates and continue to provide comprehensive services.

PROPOSED FISCAL YEAR 2025-26

CITYWIDE FEE SCHEDULE ADJUSTMENTS
Article I - Miscellaneous
Article II - Public Works
New fees proposedto recoup laborcost and align withthe
City's Cost Recovery Policy.

New fee proposed to recoup project-specific recording
and filing fees per Government Code Sections 27360-
27388.2.
2 PROPOSED FISCAL YEAR 2025-26

CITYWIDE FEE SCHEDULE ADJUSTMENTS
Other Fee Adjustments - Refuse Rates
Proposed
Change Justification
Solid Waste Return Fee 8%
Premium Rollout Service
Special Handling Fee
Change in Service Fee
Cart or Bin Contamination Fee
Other Fee Adjustments - Sewer Rates
Proposed
Change Justification
Section 2 - Sewer Connection Charges 6%
Application for Sewer Tap
Section 3 - Industrial Waste Disposal
Application Fee
Annual Inspection Fee
Follow-Up/Enforcement Inspections Weekdays
Section 4 - Sewer Charges
Sewer Service Charges
Recycled Water Cooling Tower Blowdown Return to
Sewer
Other Fee Adjustments
Proposed
Change Justification
Section 1 - Refuse Collection Fees
Temporary Bins (2 and 3 Cubic Yard bins) 6.1% and 7.4% Adjusting the increased rate just below 8% rate increase to ensure round numbers for fee.

AB939 Haulers Fee 4% Increase fee to match industry standards and matching surrounding cities.

Section 4 - Sewer Charges
Sewer Capacity Analysis 20% Fee is not part ofProp 218 requirements. The increase will cover the cost of running a computer model,
conducting an analysis, preparing, reviewing, and
approving a summary for the sewer capacity analysis,and is based on 16 hours of staff time.

Section 7 - Miscellaneous Street Fees
Streets and Public Service Easements Vacation - Single
Family Dwelling

8.8%
Streets and Public Service Easements Vacation - Multi
Family Dwelling/Commercial

5.0%
Dedication of Easement - Multi Family Dwelling/
Commercial

17.7%
Dedication of Easement - Single Family Dwelling 49.9%
New Fees
Proposed
Amount Justification
Section 1 - Refuse Collection Fees
Trash Cart Bundle
32 Gallon Each Additional Recycling Cart $7.00
32 Gallon Each Additional Organics Cart $5.00
64 Gallon Each Additional Recycling Cart $15.00
64 Gallon Each Additional Organics Cart $10.00
96 Gallon Each Additional Recycling Cart $22.00
96 Gallon Each Additional Organics Cart $15.00
Cart or Bin Contamination Fee - Subsequent Incidents
$31.55 This is a per incident contamination fee, usedto educate rate payers to put their materialsin the appropriate carts or bins, which is required by state mandates.

Temporary Bins - Skip Fee $60.00 This fee allows temporary bin users to skip a week of emptying their bin when they do not have enough
materials inside to warrant it, instead of paying the full cost of emptying the bin.

Fee increases necessary dueto increased charges from
the City of Los Angeles for sewage treatmentservices,
capital improvement projects, and increased operations
and maintenance costs.

Fee increases are necessary to meet rising operational
cost, particularly those associated with State mandates and continue to provide comprehensive services.

Currently, the cost of the first trash cart includes the organics and recycle carts. When a resident receives
additional carts, the burden of the additional materials processing is subsidized by the other rate-payers. This new fee for additional cartswill now place thecost upon the resident directly using those carts.

Fee adjustments by CPI in accordance with the City's
Cost Recovery Policy and increased to recoup labor
costs.
3 PROPOSED FISCAL YEAR 2025-26

CITYWIDE FEE SCHEDULE ADJUSTMENTS
New Fees
Proposed
Amount Justification
Section 7 - Miscellaneous Street Fees
Temporary Encroachment in Paid Parking Meter Zone $2.00 This fee will cover thecost of missed parking fees caused by the temporary encroachment.

Excavation/Construction Permit, Street Use Permit,
and Haul Route - Paid Parking Meter Zone
$2.00 This fee will cover thecost of missed parking fees caused by the excavation/construction project.

Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 1 - Zoning Procedures and Amendments 3.4%
Section 2 - Environmental Assessments
Section 3 - Subdivisions
Section 4 - Miscellaneous
Other Fee Adjustments
Proposed
Change Justification
Section 1 - Zoning Procedures and Amendments
Signs - Automobile Dealership Temporary Sign Permit 41.1% Signs - Automobile Dealership Temporary Sign Permit -
Deposit

74.7%
New Fees
Proposed
Amount Justification
Section 1 - Zoning Procedures and Amendments
Conditional Use Permits (CUP) Modification $1,800.00
New fee to process minor changes for applicants with
existing conditional use permits.

SB 330 Verification $3,079.00 Add a fee and process for applicants requestinga point-in- time verification of applicable zoning and objective
development standards forspecific addresses pursuantto
SB 330.

Section 4 - Miscellaneous
AB 2097/Vehicle Miles Traveled (VMT) Clearance $140.00
To align with the City's Cost Recovery Policy to recoup labor costs.

Other Fee Adjustments
Proposed
Change Justification
Section 2 - Registration Fees
Potentially Dangerous Dog (In addition to the registration fee)
400% Fee increase is necessary as vicious dog registration is now required. Quarterly inspections of property where
dog lives willbe required and compensation foroversight and for inspectionsis needed. Fee increasing from$150
to $750.

Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 1 - Paramedic Ambulance Services
(Excluding Treatment & Transport and EMS Membership)

3.4%
Section 2 - Public Safety Alarms
Section 4 - Miscellaneous Public Safety Charges
Section 5 - Hazardous Materials
Section 7 - Underground Tanks/Hazardous Substances,
Hazardous Waste
Section 8 - Fire Permit and Life Safety Plan Check Fees (Excluding Student Film Permits)
Article V - Public Safety
Fee adjustments by CPI in accordance with the City's
Cost Recovery Policy.

CPI increase plus aligningwith the City's Cost Recovery Policy to recoup labor costs.

Fee adjustments by CPI in accordance with the City's
Cost Recovery Policy.

Article III - Land Use and Zoning
Article IV - Animal Shelter Fees
4 PROPOSED FISCAL YEAR 2025-26

CITYWIDE FEE SCHEDULE ADJUSTMENTS
Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 12 - Off Duty Safety Services Rate (Fire Personnel) 3.4% Fee adjustments by CPI in accordance with the City's Cost Recovery Policy.

Other Fee Adjustments
Proposed
Change Justification
Section 3 - Very High Fire Hazard Severity Zone Brush
Violation
Brush Inspection in Hazard Zone 100% The fee adjustmentwill improve cost recovery for state- mandated brush inspection program and better align
inspection fees with neighboring jurisdictions.

Failure to meet brush clearance requirements by the
June 1 deadline (Third notice)
100% This fee adjustment will assist to encourage compliance with state-mandated defensible space program.

Section 5 - Hazardous Materials
California Environmental Reporting System (CERS)
Non-compliance
Reference LA County
CUPA Fee Matrix
These fees may vary based on LA County Certified
Unified Program Agency (CUPA) Inspection and
Enforcement Plan Matrix (October 2024).

Section 9 - Other Police Services
Concealed Weapons Permit Processing - New Application 298% This fee adjustment will cover the administrative costs associated with processing applications, conducting
background checks, and ensuring compliancewith state
laws. Fee increases from $100 to $298 per application.

Permit Citation Reversal Administrative Fee -50% Adjusted fee and reduced by $15.

Section 10 - Parking Violations All parking violation fees have been adjustedto reflect the following, base fee includesall state-mandated charges, delinquent amount reflects thelate payment penalty,and
the lien amount reflects an additional feeto cover DMV
charges.
(d) (dp) (l)
Parked blocking a driveway 12%, 17%, 17%
Parked on sidewalk 12%, 17%, 17%
Parked on a curb with wheelchair access 45%, 38%, 38% Parked 18 inches from right curb 21%,107%, 21%
Parked in crosshatches of handicap space 16%, 27%, 27%
Parked within 15 feet of a fire hydrant 17%, 31%, 31%
Vehicle parked in disabled sidewalk access 17%, 17%, 17% Overtime parking 8%, 30%, 30%
Commercial vehicle in excess of two hours 7%, 47%, 47% Commercial vehicle, no parking 3am - 5am 7%, 47%, 47% Parking on private property 6%, 26%, 26%
Yellow zone parking 4%, 25%, 21%
White zone parking 4%, 21%, 21%
White zone/airport terminal unattended 16%, 37%, 37%
White zone/theater 16%, 37%, 37%
White zone/taxicab stand 16%, 37%, 37%
Green zone parking 4%, 21%, 21%
Parking in alley 8%, 19%, 19%
Section 12 - Off Duty Safety Services Rate
Police Personnel 7.1% The fee increaseis needed to reflect therise inpersonnel costs and operational expenses.

These fees have been further adjusted to better align
rates with neighboring cities. There are three categories of fees, delinquent (d), delinquent with penalty (dp) and lien (l) amount. Proposed changes areto the delinquent
with penalty amounts and the lien amounts.
5 PROPOSED FISCAL YEAR 2025-26

CITYWIDE FEE SCHEDULE ADJUSTMENTS
New Fees
Proposed
Amount Justification
Section 1 - Paramedic Ambulance Services
Advanced Life Support (ALS) Response - Engine and Rescue Ambulance with Transport
$4,410.00
ALS Response - Engine and Rescue Ambulance, No
Transport
$1,065.00
ALS Response - Engine Only $822.00
Section 3 - Very High Fire Hazard Severity Zone Brush Violation AB 38 Inspection Fee $46.00 This fee adjustmentis necessary for state-mandated(AB 38) inspection of residential propertiesin high or veryhigh fire hazard severity zones prior to sale.

Section 4 - Miscellaneous Public Safety Charges
Administrative Fee - Fire Department Credit Card
Transactions (Online Services)

4.4% per transaction This fee is needed to cover credit card transaction charges for online payments.

Section 8 - Fire Permit and Life Safety Plan Check Fees Emergency Responder Radio Communications Systems
(ERRCS) Plan Check Fee
per ERRCS systems
inspection contract
This new fee is for the inspection ofERRCS systems in
new developments. ERRCS Fee is subject to change
based onCity contract with third-party plan checkservice provider and rate may be adjusted accordingly duringthe fiscal year.

ERRCS Administrative Services Fee 3% of ERRCS Plan
Check Fee
This fee is a percentage of ERRCS Plan Check Fee to
cover administrative costs related to coordination and
completion of ERRCS plan check.

Section 9 - Other Police Services
Concealed Weapons Permit Processing - Renewal Application $348.00 This fee will cover the administrative costs associated with processing applications, conducting background
checks, and ensuring compliance with state laws.

Concealed Weapons Permit - Administration Fee $100.00 This fee will cover the administrative costs associated with the permit, including permit approval and issuance.

Concealed Weapons Permit - Psychological Review up to $450 This fee will cover the cost of administering and conducting the psychological evaluation.

Concealed Weapons Permit - Live Scan Fingerprints up to $120 This fee will cover the cost of processing and submitting fingerprint records for background checks.

Chargeback fee from disputed transactions $10.00 This chargeback fee covers administrativecosts incurred from disputed transactions.

Section 10 - Parking violations
Large non-commercial vehicles and non-motorized vehicles $78 - $160 Commercial vehicles in public parking lots $78 - $160
Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 3 - Miscellaneous 3.4%
Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 1 - Administrative Charges and Penalties 3.4%
Section 4 - Business License/Permit Application - Simple Section 5 - Business License/Permit Application - Moderate Section 6 - Business License/Permit Application - Complex Fee adjustments by CPI in accordance with the City's
Cost Recovery Policy.

These new fees align the service rate with LA County's
General Public Ambulance Rates and bundles Burbank-
specific fees for dispatch, medical supplies, first
responder services, and patient care reporting in
response to AB 716.

Per the BMC and for enforcement of unauthorized
vehicles.

Article VI - Library Charges
Article VII - Schedule of Business Taxes
Fee adjustments by CPI in accordance with the City's
Cost Recovery Policy.
6 PROPOSED FISCAL YEAR 2025-26

CITYWIDE FEE SCHEDULE ADJUSTMENTS
Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 7 - Business License/Application - Regulatory (Simple) 3.4% Section 8 - Business License/Application - Regulatory
(Moderate)
Section 9 - Business License/Application - Regulatory
(Complex)
Section 10 - Miscellaneous Business License/Application Section 12 - Taxicabs
Section 13 - Code Enforcement Reinspection Fees
Other Fee Adjustments
Proposed
Change Justification
Section 1 - Administrative Charges and Penalties
State Accessibility Fee 300% The fee has been correctedto reflect the California state bill, which reverted the fee back to $4.00 from $1.00
Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 1 - Electrical Permits 3.4%
Section 2 - Building Permits
Section 3 - Development Impact Fees
Section 4 - Mechanical Permits
Section 5 - Plumbing Permits
Section 6 - Grading Permits
Section 7 - Miscellaneous Inspections and Fees
Other Fee Adjustments
Proposed
Change Justification
Section 7 - Miscellaneous Inspections and Fees
Green Building Fee -2.9% The fee is adjusted to match Building Standards Administration Special Revolving Fund surcharge
collected by the State.

New Fees
Proposed
Amount Justification
Section 1 - Electrical Permits
Commercial Generator System
Permit Fee $597.25
Plan Check Fee $280.21
Residential Generator System $298.10
Section 2 - Building Permits
Miscellaneous Plan Check Fees
Balcony Repair $416.70
New fee to offset the costs incurred by the City in
providing plan check services for balcony repairs.

Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 2 - Park Rental Fees 3.4%
Section 3 - Room and Facility Rental Fees
Fee adjustments by CPI in accordance with the City's
Cost Recovery Policy.

Article IX - Parks and Recreation
New fee to offset the costs incurred by the City in
providing permit issuance services for commercial
generator systems.

Fee adjustments by CPI in accordance with the City's
Cost Recovery Policy.

Article VIII - Electrical and Building Permits
7 PROPOSED FISCAL YEAR 2025-26

CITYWIDE FEE SCHEDULE ADJUSTMENTS
Other Fee Adjustments
Proposed
Change Justification
Section 4 - Field Reservations
Resident Group 16.7%
Non-Resident Group 15%
Non-Profit Group 20%
Commercial Group 14.7%
Section 5 - Field Preparation and Lining Charges
Resident Group 18.8%
Non-Resident Group 16.1%
New Fees
Proposed
Amount Justification
Section 3 - Room and Facility Rental Fees
Administrative Services Building
Training Room 102
Resident Group $108.50
Non-Resident Group $163.00
Non-Profit Group $54.00
Fees Adjustments by Consumer Price Index (CPI)
as of December 2024
Proposed
Change Justification
Section 10 - Miscellaneous Charges 3.4%
Utility Pole Attachment Rate (Effective 2/6/17)
Permit Processing and Plan Check Fees
Other Fee Adjustments - Electric Rates
Proposed
Change Justification
Section 1 - Residential Service (B.M.C. Sec. 30-206) 9.9% Section 2 - Schedule C: Small General Service Without
Demand
Section 3 - Schedule D: Medium General Service 20 kVA to 250 kVA
Section 4 - Schedule L-TOU Secondary, Large General Service Secondary over 250 kVA - 1,000 kVA
Section 5 - Schedule L-TOU Primary, Large General Service Primary over 250 kVA - 1,000 kVA
Section 6 - Schedule XL-TOU Secondary, Extra Large General Service Secondary Over 1,000 kVA
Section 7 - Schedule XL-TOU Primary, Extra Large General Service Primary Over 1,000kVA
Section 8 - Street Lighting, Traffic Signal, and Freeway Lighting Service
Other Fee Adjustments
Proposed
Change Justification
Section 10 - Miscellaneous Charges
Penalties
Restoration of service after payment 9.9%
Collection Activity 9.9%
Disconnect After Illegal Connection 200%
Based on cost analysis, the fee is necessary to cover
costs related to these activities. Fee increased from$100 to $300.

Service call 9.9%
Return Item Charge 9.9% Based on cost analysis, the fee is necessary to cover costs related to these activities.

The fee increaseis to offset additional costs to maintain field conditions for safe operations andto align with the current market rate.

The training room is available for community rental
opportunities. This fee covers administration costs.

Fee adjustments by CPI in accordance with the City's
Cost Recovery Policy.

ARTICLE X - ELECTRIC RATES AND CHARGES
BWP is proposing an increase due to State unfunded
mandates; higher costs associated with procuring
renewables; increased transmission, capital and operating costs; increased costs associated with repowering the
Intermountain Power Project (IPP) with natural gas and
retiring the coal plant;and t
he increase in costs due to the
rebuild of the Southern TransmissionSystem; and many
years of under collections resulting from no rate increases or insufficient rate increases.

Based on cost analysis, the fee is necessary to cover
costs related to these activities.
8 PROPOSED FISCAL YEAR 2025-26

CITYWIDE FEE SCHEDULE ADJUSTMENTS
Other Fee Adjustments
Proposed
Change Justification
Energy diversion 50% The existing fee is an insufficient deterrent forthis penalty, clarification of the violation is assessed per service.

Connections (Aid-In-Construction)
Relocation of existing overhead or underground lines
Engineering
Capacity Charge 4.7%
The feeis adjusted by the Handy Whitman weighted index
adjustment which is the industry standard used to
determine this charge.

Electric Vehicle Charging
Level 1 and Level 2 City AC Charging Stations 9.9%
DC Fast Charge Stations 9.9%
Energy Cost Adjustment Charge (ECAC) 9.9% This fee is increased in line with the ECAC from prior year.

Utility Pole Attachment Rate (Effective 2/6/17) 5.9% This fee is adjusted by Handy WhitmanPole index, the industry standard used to determine this charge.

New Fees
Proposed
Amount Justification
Section 10 - Miscellaneous Charges
Penalties
Vegetation Clearance $667.00
Currently all ratepayers pay for BWP to contract a third party to maintain clearance on private property thatshould be paid for by the property owner per Rules andRegs

1.12(f). This new charge will shift the cost to the cost- causers and offset thecost that is currently burdened to all ratepayers (including those that properly maintain
generation on their property at their own cost).

Other Fee Adjustments - Water Rates
Proposed
Change Justification
Section 1 - Single-Family Residential Service 14%
Section 2 - Multi-Family Residential Service
Section 3 - Commercial and Industrial Service
Section 4 - Irrigation
Section 6 - Temporary Potable Service
Section 7 - Private Fire Service
Section 8 - Water Cost Adjustment Charge (WCAC)
Section 10 - Recycled Water Rates
Other Fee Adjustments
Proposed
Change Justification
Section 5 - New Service Installations
Connection Fees for New Installations
Hook Up Fees
Section 6 - Temporary Potable Service
Fire Hydrant Meter Rental
Deposit 55.5% The fee increaseis due to the increased replacementcost of the backflow prevention/meter assembly.

BWP is proposing an increase due to increases in the
Metropolitan Water District of Southern California’s
(MWD) rates causing an increase in water supply
expenses; an i
ncrease in MWD meter fixed
charges; i
ncreased capital costs to maintain and
modernize infrastructure; and a r
eduction in demand for
potable sales dueto successful conservation efforts. The City has no local potable water rights andrelies 100% on purchasing water from MWD.

This fee increase is to align Electric Vehicle charging rates with typical rates seen by commercial customers.

ARTICLE XI - WATER RATES AND CHARGES
The fee increase accounts for several years of no
increases until a cost-of-service study is completed next year, at which time, new numbers will be introduced.
10%
This fee is changed to fully burdened costs from actual costs to include all costs related to providing this service.

Unit Type Change
9 PROPOSED FISCAL YEAR 2025-26

CITYWIDE FEE SCHEDULE ADJUSTMENTS
Other Fee Adjustments
Proposed
Change Justification
Section 9 - Miscellaneous Water Charges
Penalties
Restoration of Services after non- payment
10%
Disconnection after illegal connection 10%
Service Call - non payment 10%
Return Item Charge 10%
Collection Activity 10%
Emergency turn on/off customer request after hours 10%
Penalty for unauthorized connection to department
facilities
10%
Penalty for unauthorized use of water through a
department facility
10% The fee increase accounts for several years of no
increases untilwe complete thecost-of-service study next year, at which time, new numbers will be introduced.

Water Distribution Main Charge (8") 82.4% Fee adjustment necessary asthis fee was supposed to originally be $125, not $85. Now proposing a 25%
adjustment to more accurately reflect current costs
associated with 8" pipeline construction.

Water Main Replacement Fee
8-inch main 24% The proposed fee adjustmentis to more accurately reflect current costs associated with 8" pipeline construction. 12-inch main 25.7% The proposed fee adjustmentis to more accurately reflect current costs associated with 12" pipeline construction.

Miscellaneous Charges
Fire Hydrant Flow Test 10%
Fire Hydrant Flow Information 10%
Inspection Services/Flushing for customer installed
domestic/fire service

10.2%
Section 10 - Recycled Water Rates
Temporary Recycled Water Services
Fire Hydrant Meter Rental Deposit 55.5% The fee increaseis due to the increased replacementcost of the backflow prevention/meter assembly.

New Fees
Proposed
Amount Justification
Section 9 - Miscellaneous Water Charges
Water Distribution Main Charge (12") $220.00 The proposed new fee is to accurately reflect current costs associated with 12" pipeline construction.

Plan and Permit Review Fees
Water Service Review $218.63
Development Review $532.13
Excavation / Encroachment Permit Review $56.80
Utility Records Request $154.15
The proposed new feeis to cover staff time performing
the various reviews/requests.

The fee increase accounts for several years of no
increases untilwe complete thecost-of-service study next year, at which time, new numbers will be introduced.

The fee increase accounts for several years of no
increases untilwe complete thecost-of-service study next year, at which time, new numbers will be introduced.
10 ATTACHEMENT 1-1

Renter Relocation Programs in Other Cities

City TPO or
RSO
based?
Criteria for
Relocation
Assistance
Relocation Payment Amount Expanded program
for special
households?
San Francisco Yes Eviction for
owner/relative
move-in, demolition,
permanent removal,
temporary capital
improvement, or
substantial remodel
Up to $8,062 per tenant, and $24,184 per unit Yes-- elderly, disabled, or
household with minor
children.

Pasadena Yes--
TPO
Eviction for
substantial repairs,
owner move-in, unit
withdrawal,
government order,
or inability to pay
rent increase over
5%
Base Payment (based on tenancy length & # of
bedrooms), moving allowance. $6,117-$20,665.

Yes-- 60+, disabled,
terminally ill, or
minors
Long Beach Yes-
TPO
Displaced tenants
due to landlord's
actions (demolition,
remodel, etc.),
Landlords with 4+
units required to pay
Up to $4,500- or 2-months’ rent (whichever is
greater) for demolition/remodel, 1 month’s rent for
other no-fault evictions
No
Hayward Yes-
TPO
No-fault, just cause
evictions
1 month's rent or last month's rent waived No
Claremont Yes-
RSO &
TPO
No-fault evictions Based on amount of people in household and whether they have lived at the unit for more or less
than 3 years. $4,182-$13,546
Special households $6,273-14,637
Yes—62 or older,
disability, low-income

ATTACHEMENT 1-2

Culver City Yes-
TPO
No-fault, just cause
evictions
-3x greater of current rent or fair market rent +
$1,000.
-Small landlords (3 units or fewer) pay 50% and
submit certification
No
Palo Alto Yes-
TPO
No-fault evictions for
qualifying units
Based on bedroom size:
-0 bedrooms: $8,203.45
-1 bedroom: $10,547.31
-2 bedrooms: $15,235
-3+ bedrooms: $19,920.69
Additional relocation amount: $3,515.76
Yes-- low-income,
elderly, disabled, or
minor households
West
Hollywood
No No-fault eviction Based on bedroom size:
-0 bedrooms: $9,087
-1 bedroom: $12,833
-2 bedrooms: $17, 285
-3 bedrooms: $22,812
Additional relocation fees for qualified tenants:
$24,058
Based on income: $24,058 for moderate income
households, and $30,294 for lower income
households.

Yes—low and
moderate income, 62
and older, disabled,
household with
minors, terminally ill
Los Angeles Yes-
RSO
No-fault evictions Varies based on income and length of tenancy:
-Qualified tenants (senior, handicapped as defined
in Section 50072 of the California Health and Safety
Code, or disabled, as defined in Title 42 of the
United States Code, section 423; or who has one or
more minor dependent children)
-Eligible tenants (not qualified but entitled to
receive a relocation assistance amount that
depends on length of time in the unit and income.

Low-income tenant: a tenant whose income is 80%
or less of the Area Median Income, as adjusted for
household size, as defined by the U.S. Department
of Housing and Urban Development, regardless of
Yes-- Low-income
tenants may receive
higher payments

ATTACHEMENT 1-3

the length of tenancy.

Eligible= $10,300-13,500
Qualified= $21,750-$25,700

ATTACHMENT 1-1

City Highlights of Parameters
Santa Ana “Rent Registry” created in 2022 in accordance to the Rent Stabilization and Just Cause Eviction Ordinance. Requires all landlords with multi- family rental units to register and provide rental unit and tenancy information and submit notices. Allows the City to compile key data on rent-stabilized units, track allowable rent increases, monitor compliance with the City’s Ordinance, and communicate rental unit data on a regular basis to both landlords and tenants.

Pasadena “Rent Registry” requires landlords of single-family homes, condos, ADU’s, multifamily properties with more than 2 units to register. The online portal is where landlords register their rental units, update rental unit information, update tenancy information, and pay the annual rental housing fee
Sacramento “Rental Housing Registration/Inspection Program”. Inspections are required after property is registered. Exemption categories include rental properties that are less than 5 years old, or regularly inspected rental properties by another agency.

Oakland “Rent Adjustment Program” sent registration notices to owners of residential properties in January 2025. The purpose of their registry is to help both owners and tenants understand better whether their rents are in compliance with Oakland’s Rent Adjustment Ordinance. Owners will be able to more easily calculate rent increases, and tenants can verify them.

San Jose “Rent Registry” allows the city’s Rent Stabilization Program to collect data on rent-stabilized apartments, monitor changes in tenancy and rents, and track allowable rent increases
Berkeley “Rental Housing Safety Program”, based on a city ordinance implemented in 2002, requires owners of rental properties to register and perform a safety inspection each year. Rental properties may be randomly selected for a proactive inspection.

Los Angeles Beginning October 4, 2016, Los Angeles’ “Rent Registry Program” became effective. Requires annual registration of rental units subject to the Rent Stabilization Ordinance (RSO) consists of paying the annual registration fee(s) and completion of the Rent Registry registration requirements.

Beverly Hills Rent Stabilization Program requires housing providers to register rental units subject to the Rent Stabilization Ordinance (RSO).

The purpose is to collect data and information relative to apartment rentals so that the city can use that data to better understand the demographics in terms of vacancies, rent increases, etc.

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TABLE OF CONTENTS
Title Page Number
Part I: Executive Summary ............................................................................................................................ 3 Part II. An Overview ...................................................................................................................................... 6 Part III. Development of the Plan ................................................................................................................ 13 Part IV. Strategic Playbook .......................................................................................................................... 15 Part V. Future Financial Summary and Needs ............................................................................................ 41 Part VI. Summary ....................................................................................................................................... 43

Appendices
Appendix 1: Homeless Plan Five-Year Metrics and Primary Objectives under Guiding Principle Seven Appendix 2: Community Feedback
Appendix 3: Stakeholder Identified Strengths and Challenges

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PART I: EXECUTIVE SUMMARY
For the last four years, Burbank has worked to reduce the number of people experiencing homelessness (PEH) living within the City. Together with our partners, we have changed the lives of many of our unhoused neighbors. According to the 2022 Greater Los Angeles Homeless Count, there are 264 people experiencing homelessness who reside in Burbank, a 9.28% decrease from the 2020 total of 291. At the same time, Los Angeles County’s Homeless Count numbers increased overall from approximately 66,000 (2020) to 69,000 (2022), a 4.1% increase.

A main cause of the 9.28% decrease is holistic and person-centered assistance to 140 PEH through several programs including interim housing, housing vouchers, rapid rehousing, behavioral and mental health assistance, family reunification, and many others.

In Burbank, we continue to learn, embrace, and implement best practices to address homelessness. For instance, in the past three years we dedicated time and resources through proactive outreach, diversion & prevention, case management, and stabilization. Some examples of our successful programs are as follows:
• Implemented an award-winning outreach program1
• Expanded and created a diverse homeless working group of health providers and homeless practitioners serving our Burbank PEH
• Developed administrative procedures for legal clean-ups paired with supportive services and access to storage of personal belongings with the goal of connecting PEH to housing
• Created the SAFE Storage and Navigation Center
• Enhanced our response to mental and behavioral health outpatient care and referrals through a Burbank Mental Health Evaluation Team (MHET)
• Hired a social worker in our public libraries and park facilities to divert adults and families from experiencing homelessness
• Leveraged County, State, and Los Angeles City homeless resources to place individuals into shelters, Project Room Key and Home Key, and
• Received 67 Emergency Housing Vouchers for PEH
Overall, the City has made strides in creating cohesive action-oriented programs with limited funding and staffing. Nonetheless, there remains much more work to be done. To keep Burbank focused on finding solutions to the root causes of homelessness and helping our unhoused neighbors, the City has developed a five-year (Fiscal Years 2022/23 through 2027/28) Homeless Plan that continues and expands the City’s Council adopted three-year (2018-2021) Homeless Plan.

1 The Burbank Street Outreach Program was selected for a 2021 Program Excellence Award from the International City/County Management Association (ICMA) for innovation, excellence, and success in the community's wellness and enhancement in the quality of life for the homeless.

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Under the new five-year Plan, the City will continue to collaborate with partners that support our efforts along with advancing new strategic actions and goals for the City to achieve during the planning period. The five-year Plan will formalize and grow our efforts and will require additional funding as well as new staffing.

The City Council approved the following seven guiding principles, which were used to develop the new five-year Plan:

1. Burbank takes a holistic, humane approach in supporting people experiencing homelessness.

2. Burbank’s response to homelessness requires being compassionate & smart.

3. Burbank supports a variety of pathways to housing for people experiencing homelessness.

4. Recognizing that homelessness has no jurisdictional boundaries.

5. The City of Burbank is committed to addressing the needs of our students’ experiencing homelessness.

6. The City of Burbank is committed to providing annual updates and making information accessible to the public.

7. The City of Burbank is committed to reducing the number of Burbank’s unsheltered homeless population identified in the 2022 Los Angeles County Homeless County by 50% before the end of Fiscal Year 2027/28.

Based on these seven principles, number seven provides the Primary Objective for the five-year Homeless Plan. The Primary Objective provides Burbank a performance measure or metric to evaluate the overall success of the five-year Plan and will be tracked throughout. Goals and their performance measure are described further in Section IV, Strategic Playbook.

As directed by City Council, staff began the process of updating the Plan by hosting community input sessions in September and October 2021. The City engaged a diverse set of stakeholders, including staff, regional partners, homeless service providers, healthcare providers, government entities, community partners and residents. The primary purpose of the meetings was to assess the City’s strengths and needs in addressing homelessness. Additionally, staff talked to stakeholders and community leaders one-on-one. The thoughts, ideas and responses from the community participation are included within the five-year Plan. The five-year Plan proposes to bridge gaps in services for PEH and builds on existing collaboration among key service providers to meet the City’s primary, long-term objective to reduce homelessness and make a person’s homeless experience rare, brief, and one-time. This concept is called “Functional Zero.” To ensure local and regional collaboration and support is provided to Burbank, the actions and goals outlined in the five-year Plan are strategically aligned with regional frameworks and evidenced-based practices. Listed within the five-year Plan are six action areas each including planned goals, responsible partner(s), funding, and annual deliverables. This area within the five-year Plan is the City’s Strategic Playbook providing a step-by-step scheme to deliver desired P a g e | 5

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outcomes. Each year, staff will provide updates to City Council sharing the status of each planned action and deliverables along with making any pivotal adjustments along the way.

Notably, the Strategic Playbook is aspirational due to its reliance on unbudgeted additional funding and staffing. To reach all our goals during the five-year period, there will need to be a commitment of additional time and resources, which is described later in the report.

The action areas of the Strategic Playbook include:

1. Capacity Building

2. Advocacy

3. Access, Outreach, & Engagement

4. Shelter & Housing Accessibility

5. Health & Stabilization

6. Homelessness Prevention
The Burbank Strategic Playbook is a path forward designed to address the everyday experiences of homelessness. We believe that every PEH should have basic needs and dignity afforded to them and a safe and warm living environment. The five-year Plan will not resolve the systemic challenges of homelessness, but it will create a Burbank-centric homeless eco-system of partners and outside funding to deliver assistance to Burbank’s unhoused residents.

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PART II: AN OVERVIEW
Homelessness in the Region
Homelessness is not a single-jurisdictional concern. It is prevalent across all 50 states, but most visible here in California. It will take communities working together to come up with solutions to this overwhelming and complicated problem. People experience homelessness for many different reasons; therefore, it will take a person-centered approach to ultimately move an individual into housing. Many governmental bodies and cities in our region have their own homeless plans and strategies, but we all share a common goal of ending homelessness.

Los Angeles (LA) County
According to the 2022 Greater Los Angeles
Homeless Count, there was a 4.1% increase
(69,144) from the 20202 total of 66,436
individuals experiencing homelessness. Of
those, 70% (48,548) were unsheltered,
meaning sleeping in cars, outdoors, or other
places not suitable for human habitation.

There was also a 10.2% increase in chronic
homelessness compared to 2020 (26,985).

The 2022 Homeless Count also revealed that
there are more than 20,000 people residing in
shelters on any given day within Los Angeles
County, an increase of 12% over the 2020
Homeless Count. These results may be
attributed to the addition of new non-congregate shelters like Project Roomkey, Bridge Housing, and Tiny Home Projects, which ramped up during the COVID-19 pandemic. The County’s Project RoomKey Program created temporary housing, mostly by renting out unused hotel rooms for the more than 10,000 people served. More recently, RoomKey has been converted to HomeKey.3
Despite these efforts, the 2022 Homeless Count showed an increase of 17% in tents, vehicles, and makeshift shelters in Los Angeles County.

Without our own shelter in Burbank, we remain reliant upon the County’s services to help our unhoused neighbors with temporary housing, mental health & chronic health services,

2 The 2021 Homeless Count was not conducted due to the pandemic. 3 HomeKey is funded by $600M from the State of California with Los An geles County receiving $108M. The County is contributing funds from local, state, and federal sources to complete each acquisition and operate the facilities as interim housing or converted to permanent supportive housing. There are currently 10 sites; h owever, none of these are within Burbank as no local underutilized hotels are willing to participate.

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substance use counseling/treatment, and Permanent Supportive Housing (a combination of affordable housing assistance with voluntary case management). The body charged with developing policies for most of the services mentioned above is the Coordinated Entry System Policy Council for the Greater Los Angeles County. The Los Angeles Homeless Services Authority (LAHSA) is the governing body who oversees the network of service coordination for roughly 88 cities in Los Angeles County, excluding Glendale, Pasadena, and Long Beach. The Coordinated Entry System is also the pathway to match people experiencing homelessness to Permanent Supportive Housing, congregate living facilities, Project RoomKey, and Emergency Housing Vouchers.

Los Angeles Homeless Services Authority (LAHSA)
LAHSA is the lead agency in the Los Angeles Continuum of Care responsible for managing more than $580 million annually in federal, state, county, and city funds for programs that provide shelter, housing, and services to people experiencing homelessness. LAHSA’s role expanded with the passage of Measure H, and LAHSA was charged with overseeing nearly $250 million additional money annually in local funds for homeless service programs. In FY 2022-23, Measure H funded 87% of the County’s homeless plan spending allocation.4 In March 2017, voters resoundingly approved Measure H, the landmark ¼ percent increase to the County’s sales tax to provide an ongoing revenue stream for an estimated $355 million per year, for ten years, to fund services, rental subsidies, and housing. Funds for infrastructure items such as building shelters was not included in Measure H. The City of Burbank contributes approximately $9M to $11M each year to the overall funding of Measure H programs without a direct allocation back to the City. Burbank has applied for grants and to date has received $1,543,745 for planning including improvements at the SAFE Storage and Navigation Center.

LAHSA receives funding from multiple sources & develops programs to address homelessness in Los Angeles County, as well as contracts with sponsoring agencies to provide programs to the community. Recently, the Board of Supervisors established the Blue-Ribbon Commission on Homelessness to conduct a study of LAHSA’s governance structure and analyze the existing homeless service system as a whole. The Commission made seven recommended changes that are underway.5
Service Planning Areas
In addition to overall County services provided by LAHSA, the Los Angeles Continuum of Care is broken up into eight Service Planning Areas (SPAs), with Burbank falling into SPA 2. A SPA is a specific geographic region within Los Angeles County. Due to the large size of LA County (4,300 square miles) it has been divided into eight (8) geographic areas. These distinct geographic

4 https://homeless.lacounty.gov/news/la-county-prepares-to-intensify-and-refocus-its-fight-against-homelessness- as-board-of-supervisors-approves-532-6m-spending-plan-for-fy-2022-23/ 5 https://brch.lacounty.gov/report-and-recommendations
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areas allow the Continuum of Care to develop and provide more relevant services, support, and coordination through 900+ LAHSA sponsored agencies and programs. According to the 2022 Point-in-Time Count for Service Planning Areas, SPA 2 had 9,829 individuals experiencing homelessness, a 6% increase from 2020.

Tri-Cities Homeless Comparison
City staff compared the 2020 and 2022 homeless count numbers among the tri-cities, Burbank, Glendale, and Pasadena. Pasadena’s Homeless Count decreased by 2.8%, while Glendale’s Homeless Count increased by 39.6%. It’s important to note that Glendale and Pasadena are each their own Continuum of Care respectively, which means they do not fall under LAHSA’s purview. In Fiscal Year 2021-22, the combined Continuum of Care funds awarded to Glendale and Pasadena totaled approximately $7,175,367.

291
169
527
264 236
512
0 100
200
300
400
500
600
Burbank Glendale Pasadena
Tri-Cities Homeless Comparison Chart
2020 2022
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City of Burbank
2022 Homeless Count
Within the City of Burbank, there are 264 people who were unhoused as reported in the 2022 Homeless Count for the City.

Between 2020 and 2022, Burbank’s homeless population decreased by 9.28%, while Los Angeles County numbers increased by 4.1%.

From 2017-2020, the City has seen a steady rise in homelessness according to the data collected from Homeless Count reports. In 2022, we reversed the upward trend.

Figure 1. Burbank Homeless Count (2016-2022)
* The 2021 Greater Los Angeles Homeless Count was not conducted due to the pandemic.

During the 2022 Homeless Count, 77 (29%) of individuals were identified as sheltered, 66 were in transitional housing, and 11 were in an emergency shelter. The remaining 187 (71%) were designated as unsheltered; with 29% living “on the street,” 60% living within a vehicle, and 12% living in a tent and/or make-shift shelter.

Figure 2. Burbank Homeless Count Sheltered vs. Unsheltered Trends (2016-2022)

2016 2017 2018 2019 2020 2021* 2022
Sheltered 31 41 25 73 84 77
Unsheltered 120 189 175 209 207 187
Total Count 151 229 200 282 291 264

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Unsheltered individuals in Burbank are a priority, including the high number of vehicle dwellers which comprise 42% of our total PEH according to the 2022 Homeless Count. Figure 4 shows approximately 111 people living in vehicles. Staff believes this number may be over reported.

The Burbank Police Department and our own homeless outreach teams currently believe that Burbank has around 50 vehicles on any given night with people sleeping in them. And around 15/20 RVs for a total of 65 to 70 vehicle dwellers. This is based on observation and our homeless data collection.

Figure 3: 2022 Homeless Count - Burbank Sheltered Persons (77 people)

Figure 4: 2022 Homeless Count - Burbank Unsheltered Persons (187 people)

Burbank’s homeless population is primarily individual males between the ages of 18-44 years of age according to the 2022 Homeless Count. Older adults aged 65 and above totaled 16. The number of families experiencing homelessness counted in the 2022 was 11. It’s challenging to really understand how many older adults and families are impacted by homelessness because their experiences are not as visible as those represented in the 2022 Homeless Count. We believe that many older adults and families who are unhoused or at-risk of homessness are not counted and are not connected to programs. Therefore, many do not know where to turn to access help. Within the Strategic Playbook, the City will describe actions to increase public awareness and build on a network of service providers targeting older adults and families. The City will also continue to monitor these numbers during the five-year Plan period, and adjust programming to continue to work together with our partners to serve aging adults and families experiencing homelessness.
66 11
Transitional Housing Emergency Shelter
Streets, 54
Makeshift, 18
Tents, 4
Vans, 40
Cars, 39
Campers/RVs,
32 Streets
Makeshift
Tents
Vans
Cars
Campers/RVs
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Figure 5: 2022 Homeless Count - Burbank by Age

Figure 6: 2022 Homeless Count – Burbank Type

Mental Illness and Substance Use Disorder
LAHSA’s 2022 Homeless Count estimates that 39.5% of people experiencing homelessness have a serious mental illness or substance use disorder. The estimated numbers are based on self- reported health and disability indicators which are not mutually exclusive; a single person may report more than one condition and thus be represented among more than one health & disability subpopulation.

Under 18, 1
18 - 24, 3
25 -34, 60
35 -44, 95
45 -54, 68
55 -64, 21
and 65+, 16
Age Under 18 18 - 24 25 -34 35 -44 45 -54 55 -64 and 65+ Individuals, 153
People in Families, 11
Chronically Homeless,
87 Veterans, 9
Unaccompanied Youth, 4
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Staff believes these estimates to be vastly underreported. Experiencing homelessness is a traumatic experience for anyone; and a person is more likely to have underlying health conditions and disabilities caused by their homeless experience. For example, in 2019, the LA Times examined more than 4,000 questionnaires taken as part of the 2020 Point-in-Time count conducted by UCLA and found that about 67% of individuals living outside on the streets reported being, or were observed to be, affected by mental illness, substance abuse. This is much higher than the 39.5% that
LAHSA reports from the 2022
Homeless Count. The UCLA study
also found that, among those who
had been homeless for more than
three years, 92% had a physical
health condition — anything from
cancer to an abscess.6
The data from the Homeless Count
and input from our community
meetings helped inform many of the actions within the Strategic Playbook around mental illness and substance use disorder.

The City will continue to work on improving the health, behaviorial health, and social services to improve beneficiary health and well-being. Through collaborative leadership and coordination among public and private entities, a Care Coordination Work Group has emerged.

Care Coordination Work Group
The Burbank Care Coordination Work Group is committed to bringing together our stakeholders with the common goal of improving access, communication and linkage to services for vulnerable individuals and families to improve their quality of life and health outcomes. A planning committee was formed with three key partners, Providence St. Joseph Medical Center, Home Again Los Angeles, and the Burbank YMCA. The Work Group is reponsible for building relationships, education and outreach, and building the capacity of our network of service organizations to strengthen the delivery of human services to the most vulnerable in our community.

6 https://www.latimes.com/california/story/2019-10-07/homeless-population-mental-illness-disability

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PART III: DEVELOPMENT OF THE PLAN
In developing the five-year Homeless Plan, the City of Burbank hired LeSar Development Consultants (LeSar) to assist in research, planning, and development of strategies. Moreover, staff incorporated seven City Council approved guiding principles meant to lead the planning process for updating the Plan. The guiding principles are embedded in the five-year Plan.

City Council Guiding Principles

1. Burbank takes a holistic, humane approach in supporting people experiencing homelessness.

2. Burbank’s response to homelessness requires being compassionate & smart.

3. Burbank supports a variety of pathways to housing for people experiencing homelessness.

4. Recognizing that homelessness has no jurisdictional boundaries.

5. The City of Burbank is committed to addressing the needs of our students’ experiencing homelessness.

6. The City of Burbank is committed to providing annual updates and making information accessible to the public.

In accordance with the policy statements described above, the City and LeSar included a wide- reaching community engagement process to solicit input. LeSar held outreach meetings with various groups through Zoom including city staff, regional entities, homeless service providers that work directly with the homeless, healthcare providers, government entities, community members, and residents. Their input was essential in understanding concerns, challenges, and potential solutions.

Action Areas, Goals, and Metrics
As previously stated, there is still more work ahead of us. City Departments, community partners, and service providers have worked tirelessly every day to support our unhoused population and address homelessness. As we turn the page on the 2018-2021 Homeless Plan, the proposed five-year Plan will bring new ideas and new partners to support our work. These ideas are built on Guiding Principle 7 that “The City of Burbank is committed to reducing the number of Burbank’s unsheltered homeless population identified in the 2022 Homeless Count by 50% before the end of Fiscal Year 2027/28.”
In sustainable and effective ways, staff proposes six action areas that will be our Strategic Playbook. Each action area incorporates local solutions by partnering with City Departments and service providers because homelessness demands both a comprehensive response and flexibility for solutions tailored to the needs of the person and our community. Finally, after P a g e | 14

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thoughtfully developing these actions and recommended goals and metrics, the City will meet people where they are by utilizing harm-reduction strategies while striking a balance between the needs of PEH and the community. Realistic, incremental change, rather than immediate radical change, is the hallmark of harm reduction and an approach that leads to long-lasting individual change.

The Action Areas of the Strategic Playbook include:

1. Capacity Building

2. Advocacy

3. Access, Outreach, & Engagement

4. Shelter & Housing Accessibility

5. Health & Stabilization

6. Homelessness Prevention

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PART IV: Strategic Playbook
The Strategic Playbook uses the City Council’s Principle #7 as the primary objective and 5-year metric to measure our community’s and staff’s success in reducing homelessness within Burbank. Principal #7 reads: “The City of Burbank is committed to reducing the number of Burbank’s unsheltered homeless population identified in the 2022 Los Angeles County Homeless County by 50 percent by Fiscal Year 2027/28.

Action Area 1: Capacity Building
Capacity building is an important aspect to help improve our homeless response capabilities and allow all of us to do more with less. To successfully achieve the goals stated in the five-year Plan, the City will look to increase our capacity to coordinate with regional and cross-sector partners, integrate data more effectively, and support provider capacity. These efforts are an integral part of our overall efforts to end homelessness and will require shifts in orientation, investments in funding and time, and a commitment to strengthening existing partnerships. Increasing the City’s capacity to respond to the homelessness crisis will ultimately lessen the impact to public resources and strengthen the response.

Metric 1: Increase the number of Burbank partners
Primary Reason Currently, staff has been increasing our partnerships; both the number of partners and the strength of our relationships. We will continue this work. Current partners include:

• Homeless Service Providers and Social Service Providers • Los Angeles Homeless Services Authority (LAHSA)
• Los Angeles County (Homeless Initiatives, Board of Supervisors, Health Services, Mental Health, Public Health, Public Social Services, Workforce Development, Aging & Community Services)
• The City of Los Angeles
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• San Fernando Valley Council of Governments (Cities of San Fernando, Santa Clarita, and Glendale)
• California Department of Transportation (CalTrans)
• LA Metro
• Offices of Elected Officials
• Cross-sector partner (healthcare, behavioral health, mental health, substance use disorder, criminal justice, child welfare, juvenile justice, education, housing, immigration, employment, land use, transportation, and code enforcement) • Burbank Unified School District

Metric 1 Establish a Homeless Advisory Committee
Primary Reason While that City has a strong internal homeless working group made up of City Departments and augmented by some of our partners (currently StreetPlus, Home Again Los Angeles, Burbank Unified School District, and Providence Saint Joseph Medical Center) the City does not have an active Homeless Advisory Committee. A community advisory board comprised of representatives of the public, people with current or past experience of homeless living, and partnering institutions who meet together to relay information between the groups. The role of an advisory board is not to make decisions but rather to provide current knowledge, critical thinking, and analysis to aid the decision-makers who represent the community.

Goal 1.2: Increase and Strengthen Partner Collaborations Goal 1.3: Data collection
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Metric 1 Expand our Homeless Management Information System (HMIS) data input by expanding users.

Primary Reason Data is key for ensuring that entities are working together and helps to guide future actions. The City has been improving our data collection with the use of internal documentation and increased use of the HMIS and Coordinated Entry Systems.

Targeted
Achievement
(Note: This will
be updated on
an annual basis)
Target
Achievement
Projected Date
Responsible Party Funding
Amount
Needed
Funding Source
Action 1: Capacity Building

1.1 Goal 1 Increase and Strengthen Partner Collaborations Metric 1 Number of
Burbank
partners
10 partners 2022/23 CDD/Homeless
Service Partners

N/A N/A
Metric 2 Establish a
Homeless
Advisory
Committee
Creation of
committee
2022/23 CDD/Lived
Experience
Advocates

N/A N/A

1.2 Goal 2 Data collection
Metric 1 Expand our
HMIS data input
by expanding
users
5 new users 2026/27 CDD and Outreach
Partners

N/A N/A

Steps to Implement Goals
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Action 2: Advocacy
The City often advocates for increased funding and changes in laws to get people with mental health and substance use disorders the clinical support and care they need. This effort will continue. The City understands the important role it plays as a regional leader in supporting the access, service, and housing needs of people experiencing homelessness in the City and the region.

Metric 1 Meet with State and Federal lobbyist and send letters as necessary.

Primary Reason Each year, the City Council incorporates specific concerns into its Legislative Platform. The City will continue to advocate for sensible legislation that provides a balanced approach, requests more funding for services, and supports programs that incorporate best practices. Additionally, letters of support or opposition are written as necessary.

Metric 1 Monitor LAHSA Meetings and LA County Board of Supervisors Meetings Primary Reason At the regional level, City staff monitor the LAHSA and LA County Board of Supervisors meetings to advocate for a direct allocation of Measure H funding and to successfully compete for grant opportunities. In March 2017, voters resoundingly approved Measure H, the landmark ¼ percent increase to the County’s sales tax to provide an ongoing revenue stream for an estimated $355 Goal 2.1: Advocate for funding and increased services on a regional, state, and federal level along with making changes in the Laws and Public Policy
Goal 2.2: Monitor Los Angeles Homeless Services Authority and LA County Board of Supervisors Meetings; and continue to request direct funding from Measure H
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million per year, for ten years, to fund services, rental subsidies, and housing. The City contributes between $9M to $11M each year toward Measure H, but has not received corresponding benefit in return

Targeted
Achievement
(Note: This will
be updated on
an annual
basis)
Target
Achievement
Projected Date
Responsible
Party
Funding
Amount
Needed
Funding Source
Action 2: Advocacy

2.1 Goal 1 Advocate for funding and increased services on a regional, state and federal level along with making changes in the Laws and Public Policy
Metric 1 Meet with State and
Federal lobbyist and
send letters if necessary
Meet at least
twice a year
Ongoing CDD and
Outreach
Partners

N/A N/A

2.2 Goal 2 Monitor LA County Board of Supervisor Meetings and continue to request direct funding from Measure H Metric 1 Monitor County Board
of
Supervisors/Homeless
Committee Meetings
Build and
maintain
relationships
Ongoing CDD and
Outreach
Partners

N/A N/A

Steps to Implement Goals
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Action 3: Access, Outreach & Engagement
Various challenges exist for people experiencing unsheltered homelessness, including meeting physiological, shelter, safety, and psychological needs. The City will further enhance street outreach and access services, creating a unified approach centered around engagement, connection to services, and harm reduction strategies.

To reduce entries into chronic homelessness and increase the number of people in housing placements, the City will continue to implement proactive, coordinated, and human-centered responses in our outreach that includes access to services. The City will expand on the successes of our storage facility and navigation site, consider the implementation of innovative home less solutions, and effectively engage and educate the community on the hea lth, safety, and service needs of people experiencing unsheltered homelessness.

Metric 1 Continue to fund outreach services throughout the City using various funding sources.

Primary Reason Burbank’s homeless outreach model encompasses consistent outreach to people experiencing homelessness.

This strategy attempts to develop a rapport by offering services as many times as necessary. Our goal is always to help as per Guiding Principle One: “Burbank takes a holistic, humane approach in supporting people experiencing homelessness.” We currently have three contracts with outreach providers. One of these is paid for by the Downtown Business Improvement District as part of their Ambassador Program. They patrol the Downtown areas, helping visitors, ensuring cleanliness of tables and seating areas and providing general assistance to the businesses. The second contract is through our Transportation Department, funded by Proposition A - Local Return. This person patrols our Metrolink Station and may act as a back up to Downtown if necessary.

Additionally, Burbank has two Homeless Services Liaison’s that provide outreach, intakes, and support to housing and services to people experiencing homelessness city-wide. Finally, in FY 2022-23, the City added a Wrap-Around Case Manager whose primary purpose is to deliver services and case management to the unhoused that are service resistant, chronically homeless, and/or with underlying health and behavioral Goal 3.1: Maintain and Expand outreach and engagement
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diagnosed or undiagnosed conditions. The Wrap Around Case Manager is funded only through the current fiscal year and will need to find additional funding to maintain this service.

The City also has Mental Health Evaluation Team (MHET) who are more fully discussed under Action 5. It is important to note that if illegal activity occurs, the City will use legal enforcement. Additionally, the City may clean up a particular area or encampment after proper written notices are provided and connection to housing and other resources are provided. This is usually 10 days unless the area has previously been cleaned up or critical infrastructure is at risk.

To supplement outreach in our parks, the Burbank Animal Shelter from the Burbank Police Department transitioned to the Parks and Recreation Department where Animal Control Officers will have a broader presence in our parks and will engage with the homeless.

Metric 2 Creation of the Dynamic Community Program
Primary Reason To support our outreach efforts, we need to expand our community awareness efforts. This would be done through the establishment of a Dynamic Community Program made up of advocates, subject matter experts, and community volunteers. Their assignment would be to work with persons experiencing homelessness, build rapport and support outreach efforts.

Metric 1 Implement a Mobile Shower Program
Primary Reason In 2021, the City opened the SAFE Homeless Storage and Navigation Center located at the corner of S. Front Street and E. Verdugo Avenue. The SAFE is operated by the Salvation Army who offers people experiencing homelessness a container for storage of personal items and accommodates a small service center where people can sign up for homeless services including housing. Salvation Army regularly holds service events that bring in social service partners to provide things like snack packages, clothing, backpacks, and hygienic supplies. Additionally, they will sometimes include other services such as health screenings, housing referrals, and enrollment for free cell phones. Staff would like to supplement these services by adding a mobile shower Goal 3.2: Expand services offered at the SAFE Homeless Storage and Navigation Center P a g e | 22

ATTACHMENT 1
unit. Funding has been identified and staff is working with the current service provider to purchase and operate the mobile showers.

Metric 1 Number of people reporting service requests through the 311 Application Primary Reason The Information Technology Department created the 311 Application, Our Burbank. This Application makes it easy to report things such as graffiti and sidewalk defects. In Phase II, reporting persons who may be homeless and in need of help will be added. Staff will monitor service requests and deliver services to people in need.

Goal 3.3: Increase homeless reporting capabilities
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ATTACHMENT 1

Targeted
Achievement
(Note: This will be
updated on an
annual basis)
Target
Achievement
Projected
Date
Responsible
Party
Funding Amount
Needed
Funding Source
Action 3: Access, Outreach & Engagement

3.1 Goal 1 Maintain and Expand outreach and engagement
Metric 1 Continue to
fund
outreach
services
throughout
the City
using
various
funding
sources
Consistent contact
with persons
experiencing
homelessness
2022/2023 CDD, Police,
Park and
Recreation
Funded through FY
2022/23
Funded -
Downtown
Business
Improvement
District,
Department
Funding
Unfunded -
Housing Services
Liaison after FY
2022/23
Metric 2 Creation of
the
Dynamic
Community
Program
5 community
members
2022/2023 CDD N/A N/A

3.2 Goal 2 Expand services offered at the SAFE Homeless Storage Site Steps to Implement Goals
P a g e | 24

ATTACHMENT 1

Metric 1 Implement
a mobile
shower
program
Purchase a shower
trailer
2022/2023 CDD Funded Funded - One
Time
1) Measure H
Grant $40,000
2) General Fund
$40,000
Funded - On
Going
Permanent Local
Housing
Allocation
(PLHA)

3.3 Goal 3 Increase homeless reporting capabilities

Metric 1 Number of
people
reporting
service
requests
through the
311
Application
50 service requests 2022/2023 CDD &
Information
Technology
Funded Funded -
Information
Technology
Department
Budget

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ATTACHMENT 1
Action 4: Shelter & Housing Accessibility
Shelter and housing are critical to ending homelessness. Accessibility to housing is a challenge across the region and more so with high prices for rent and home ownership in greater Los Angeles County. Not only does this make it more difficult for individuals to move out of homelessness, but it also increases the number of people who are precariously housed or on the verge of housing instability.

To add to this, Burbank does not have adult shelters or interim housing options within city limits. This requires people in need of these services to relocate to options outside of Burbank. The City will explore all possible options to increase interim housing by implementing a shelter first approach as we develop permanent supportive housing solutions. By strengthening shelter and housing options, the City can make significant strides in reducing inflows into homelessness and increasing successful outcomes. Stakeholders have highlighted the critical importance for cities to develop these resources in their community.

Metric 1 Number of interim housing beds in Burbank
Primary Reason On July 12, 2022, the Burbank City Council approved moving forward with the pre-planning process to build a 27- bed interim, non-congregate emergency housing site for up to 48 individuals. Two potential sites were identified: Site 1 - Northeast corner of North Lincoln Street and North Victory Place, commonly referred to by staff as Lincoln Yard that could be built out with tiny homes; Site 2 - 323-333 N. Front Street, which includes offices and the Hollywood Piano store. This site could be adapted and re-used for interim housing.

Metric 2 Number of people assisted through the Rapid Rehousing Program Primary Reason To support the unhoused, Burbank funds the Rapid Rehousing Program providing short-term rental assistance, giving people the opportunity to quickly stabilize and then become self-sufficient as they look to longer-term solutions. This funding can also cover a participant’s security deposit.

Goal 4.1: Create interim housing for Burbank homeless
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ATTACHMENT 1

Metric 1 Apply for funding for new Federal vouchers as they become available Primary Reason Burbank has a robust Section 8 program that has been allocated funding for 1,027 Section 8 vouchers. In FY 2022/23, the City received an additional 13 Section 8 vouchers increasing the total from 1014. To supplement this, the City has 15 Veterans Affairs Supportive Housing vouchers and 20 Permanent Supportive Housing Vouchers.

With funding from federal and state partners, during the pandemic many unsheltered homeless transitioned into permanent housing with the support of Emergency Housing Vouchers. The Burbank Housing Authority received 67 Emergency Housing Vouchers and it is estimated that these will all be issued before the end of the year although some people may still be looking for a unit in which to live. In total, the budget for these voucher programs equals approximately $10M each year.

Metric 2 Number of affordable units approved by the City Primary Reason California’s Housing Element law requires that each city and county develop local housing programs to meet its “fair share” of existing and future housing needs for all income groups, as determined by the jurisdiction’s Council of Governments. For the 2021-2029 Housing Element planning period, Burbank’s forecasted housing need, also known as our Regional Housing Needs Assessment (RHNA), is at 8,772 net units distributed among four income categories. Burbank will need to meet these numbers by October 2029. Burbank will continue to provide sites for a mix of multi-family and mixed-use housing, as well as accessory dwelling units, to accommodate its RHNA numbers and the growing demand for housing. Burbank has 1,954 housing units underway. This does not include 698 Accessory Dwelling Units (ADU) permits have been issued between 2017 and March 1, 2022 (ADU), some of which are also considered affordable.

Goal 4.2: Support additional long-term affordable housing options P a g e | 27

ATTACHMENT 1

Metric 1 Number of spaces allocated toward a Safe Parking Program Primary Reason The last Point-in-Time data reflects that many more people are living within their vehicles and because of this, Safe Parking lots have become more prevalent. These are parking lots that allow overnight parking starting in the evening and ending in the morning. Based on City Council’s direction, staff will investigate adding a Safe Parking lot within the City.

Metric 1 Number of persons experiencing homelessness who are in the Emergency Housing Voucher Program receiving case management
Primary Reason With the receipt of Federal Funded Emergency Housing Vouchers issued during COVID-19 pandemic, there’s a need to assist those voucher recipients with housing stabilization and after care.

Administrative funds allow voucher recipients to receive time-limited case management. This program is extremely important as it serves a highly vulnerable population. Staff will continue to implement this program.

Goal 4.3: Create a Safe Parking Program for homeless vehicle dwellers Goal 4.4: Housing Stabilization and Aftercare for Voucher Holders P a g e | 28

ATTACHMENT 1

Targeted Achievement
(Note: This will be
updated on an annual
basis)
Target
Achievement
Projected
Date
Responsible
Party
Funding
Amount
Needed
Funding Source
Action 4: Shelter & Housing Accessibility

4.1 Goal 1 Create interim housing for Burbank homeless
Metric 1 Create interim
housing beds
in Burbank
27-50 beds available for
occupancy
2023/2024 CDD, Los
Angeles
County, future
service
operator
Funded -
One Time
$3M Capital
funding*
*(Estimated
build out –
maybe more
based on
engineering,
design, and
construction
quotes.

Unfunded
On Going
services are
shown in
Action 5.3)
Funded- One Time
1) HOME ARP
($1.8M);
2) CDBG
($500,000)
3) Measure H
($223,382)
4) PLHA (TBD)
5) Front Street
Revenue
($100,000)

6) St. Joe's grant
funds ($250,000)
7) County Interim
Housing Funds
($500,000)
Unfunded On
Going $2M
Steps to Implement Goals
P a g e | 29

ATTACHMENT 1
Metric 2 Number of
people
assisted
through the
Rapid
Rehousing
Program
Assist 40 household 2023/2024 CDD and City
Partners
On Going
$250,000
Funded - through
2023 PLHA

4.2 Goal 2 Create additional long-term affordable housing options Metric 1 Apply for
funding for
new Federal
vouchers as
they become
available
TBD as funding becomes
available
TBD CDD, Los
Angeles
County and
other partners
N/A Unfunded -
Housing of Urban
Development
(HUD)
Metric 2 Number of
units
affordable
units
approved by
the City
Facilitate the
development of 8,772
net units
2022 - 2029 City and
Developers
N/A Unfunded -
Developers

4.3 Goal 3 Create a Safe Parking Program for homeless vehicle dwellers Metric 1 Number of
spaces
allocated
toward Safe
Parking
25 spaces 2023/2024 CDD and
additional City
Departments
Funded One-
Time
$300,000.

Unfunded
On Going
$300,000
Funded - One
Time
1) CDBG Funds
(carryover from
the SAFE
Infrastructure
Improvements)
2) General Fund
(Front Street -
2021-22
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ATTACHMENT 1
Carryover)
Unfunded - On
Going Services
1) County Interim
Housing Funds
(TBD)

4.4 Goal 4 Housing Stabilization and Aftercare for Voucher Holders Metric 1 Number of
persons
experiencing
homelessness
who are in the
Emergency
Housing
Voucher
Program
receiving case
management
20 people 2022/23 CDD Funded
$80,000
Funded -
Emergency
Housing Voucher
Administrative
Funding

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ATTACHMENT 1
Action 5: Health & Stabilization
Mental health illness and substance abuse are prevalent throughout the homeless community. One key point mentioned in stakeholder feedback was the lack of supportive services to address the mental health, substance use disorder, and income needs for people experiencing homelessness. Point-in-Time Count data suggest significant increases in mental health and substance use disorder among individuals experiencing homelessness during the past three years, with services and support unable to meet the need. There are two areas of focus that must be tackled to improve access to mental health and substance abuse treatment. The first is addressed in Action 2, Advocacy. Funding and changes in law need to occur. Secondly, the City will look to expand services and cross-sector partnerships and/or staff that provides a continuum of services to the community, reaching individuals, youth, and families. Services provided could include substance use disorder and mental health treatment, HIV/AIDS and primary medical care, early intervention, and prevention education.

Metric 1 Hiring another MHET team member
Primary Reason Burbank has a Mental Health Evaluation Team (MHET) that includes a Licensed Clinical Social Worker embedded within the group to respond to mental health crisis; however, the team is not available 24/7. We need to add another Clinical Social Worker to be able to offer on-going 24/7 services.

Metric 1 Number of appointments/assessments conducted with the homeless Primary Reason For those people living on the street, physical ailments are prevalent. The ability to do tele-medicine and in-person assessments will help provide needed medical pre-screenings, medication subscriptions, and health insurance enrollment to those persons living without housing. This program would hire a health provider to conduct tele-medicine services.

Goal 5.1: Increase the availability of MHET to include a second Licensed Clinical Social Worker Goal 5.2: Provide Tele-Medicine and in-person physical health assessments for the homeless P a g e | 32

ATTACHMENT 1

Metric 1 Partner with mental health, substance abuse and physical health providers to deliver on-site services (i.e., shelter facility)
Primary Reason Providing physical health services to the homeless is important. As shared above, a UCLA study found that among those who had been homeless for more than three years, 92% had a physical health condition — anything from cancer to an abscess. Many cities are embedding physical-health professionals in with their MHET Teams and/or hiring a company to provide on-line and in-person health assessments to people experiencing homelessness. This would be done after a shelter is completed.

Metric 1 Creation of treatment and education programs for Substance-Use Disorder Primary Reason According to the LAHSA 2022 Point-In-Time count, 39.5% of people experiencing homelessness have a serious mental illness or substance use disorder. Again in 2019, the Los Angeles Times examined this number in depth and found that about 67% of individuals living outside on the streets reported being, or were observed to be, affected by mental illness, substance abuse. Even the smallest percentage is too high, and interventions must be built to support this population.

Goal 5.3: Offer on-site mental health, substance abuse and physical health services Goal 5.4: Develop Programs that address Substance-Use Disorder P a g e | 33

ATTACHMENT 1

Metric 1 Mental health services to homeless person with a housing voucher Primary Reason A person with a housing voucher that has been chronically homeless may have a higher risk of continued or repeated homelessness. However, through case management, a person that is identified as requiring a mental or behavioral assessment, care coordination, evaluation, and advocacy can achieve permanent housing stability. However, the City of Burbank relies on these services through the Los Angeles County Department of Health or Mental Health Department.

Unfortunately, prioritization of these services will depend on the level of need for a short period of time. The City should consider subcontracting for these services through mental health service providers.

Goal 5.5: Establish new mental health service partnerships P a g e | 34

ATTACHMENT 1

Targeted
Achievement
(Note: This will be
updated on an
annual basis)
Target
Achievement
Projected
Date
Responsible
Party
Funding Amount
Needed
Funding
Source
Action 5: Health & Stabilization

5.1 Goal 1 Increase the availability of MHET to include a second Licensed Clinical Social Worker Metric
1 Hiring of another MHET
team member
Contract with Los
Angeles County
Department of
Mental Health for
another Mental
Health Clinician
MHET team
member
2023/24 CDD/PD Unfunded On Going
$100,000
Unfunded
- General
Fund

5.2 Goal 2 Provide Tele-Medicine and in-person assessments for the homeless Metric
1 Number of
appointments/assessments
conducted with the
homeless
Serve 25 Serve
unduplicated adults
with health
screenings/referrals
2023/2024 CDD Funded FY 2022/23
Only. Unfunded On
Going $50,000
Funded -
FY 2022/23
from Front
Street
Revenue
Unfunded
afterward

5.3 Goal 3 Offer onsite mental health, substance abuse and physical health services Steps to Implement Goals
P a g e | 35

ATTACHMENT 1
Metric
1 Partner with a number of
mental health, substance
abuse and physical health
providers to deliver on-site
services (i.e., shelter
facility)
To be established
after a Burbank
Shelter is built
CDD, County
Public Health
Services and
LAHSA
City’s General
Fund/Grants/Los
Angeles County
Unfunded On Going
$2M annually for
wrap around
services
Unfunded

5.4 Goal 4 Develop Programs that address Substance-Use Disorder Metric
1 Creation of prevention and
education programs for
Substance-Use Disorder
TBD 2022/23 CDD/CAO Funded Approx.
$100,000 for 18
years
Funded -
Opioid
Settlement
funds

5.5 Goal 5 Establish new mental health service partnerships Metric
1 Mental health services to
homeless persons with a
housing voucher
20 people 2022/23 CDD Funded On-going
$40,000
Funding
Permanent
Supportive
Housing

P a g e | 36

ATTACHMENT 1
Action 6: Homeless Prevention
One of the best ways to reduce homelessness is to prevent it. Affordable housing is key and in Burbank, the best way to provide it is to simply build new units. As we know too well, the creation of affordable housing is expensive, and the City does not have the resources necessary to meet the housing demand. However, there are many tools at our disposal through housing legislation aimed at increasing production, promoting affordability and greater access. However, to address the new inflows into homelessness, the City is committed to focusing on homeless prevention whenever possible and on providing housing focused services. This will move us toward ensuring that when homelessness does occur, the experience is rare, brief, and non-recurring.

Preventative approaches to homelessness result in better outcomes for in dividuals and families and lower costs associated with healthcare, correctional services, and emergency services. Shifting investment away from reactive, emergency solutions toward a strengthened focus on preventative strategies will be critical to reducing the flow of people becoming homeless. This includes homeless prevention programs, housing problem solving appro aches, early identification tools, and cross -sector partnerships.

Stakeholders highlighted increasing homelessness preventions strategies as the most critical need for the City of Burbank to address.

Metric 1 Continued funding of Social Worker position
Primary Reason For people needing assistance in getting connected to social services involving food, transportation, legal aid, physical and mental healthcare, housing, government benefits, etc., the City has created a new social services position shared between the Library Services and Parks & Recreation Departments. This social worker helps navigate and provides referrals to various social service programs and agencies in LA County.

Goal 6.1: Provide personal navigational assistance
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ATTACHMENT 1

Metric 1 Establish a lead agency or agencies to support higher risk populations Primary Reason While general prevention programming and housing problem solving are effective and significant, certain populations within the City are at higher risk than others. In an effort to stem the inflows of children, youth, and families into the homelessness system, the City of Burbank will focus on strategies that target these populations within the schools working directly with BUSD and private schools along with other youth and family entry points. Other key subpopulations, including older adults, persons with disabilities, justice-involved, and utilizers of emergency services, will require targeted collaboration and creating lead partner(s).

Metric 1 Prioritize CDBG grant funding to homeless services and fund specific homeless prevention programs Primary Reason Each year, City Council allocates its Community Development Block Grant (CDBG) toward non-profit providers who assist with homeless efforts. Staff along with the Community Development Goals Committee, who make funding recommendations, have placed an emphasis on assisting programs that focus on helping those who are experiencing homelessness. Some of these programs include vision, hearing and dental assessments/treatments, and emergency assistance, short-term rent assistance, and general social services.

Goal 6.2: Partner with mainstream partners to create a stronger referral system Goal 6.3: Continue to place a priority on using Community Development Block Grant funding to support non-profits that provide homeless services
P a g e | 38

ATTACHMENT 1

Metric 1 Continue to hold Landlord Tenant Commission Meetings Primary Reason The Landlord Tenant Commission (LTC) is an important group of volunteers who meet each month to help resolve conflicts between tenants and landlords. They provide resource material and referrals to agencies that can provide further assistance. At the start of the COVID 19 pandemic, the LTC’s caseload dramatically increased by more than 50%. With this increase, the LTC handled more cases during and in between meetings to meet demand.

Metric 2 Create financial education and literacy programs such as Lifting People Up Primary Reason As average rental rates continue to rise, the City will renew its emphasis on employment and income support for individuals and families to help them achieve long-term stability. Financial literacy is one way to reduce poverty. The City has partnered with Home Again LA to create a program that offers both general education, mentoring, and financial coaching. Initially, the program was offered to those living in Burbank Housing Corporation tenants and was expanded Citywide in FY2022/23.

Goal 6.4: Provide housing and financial stability through educational opportunities P a g e | 39

ATTACHMENT 1

Targeted
Achievement
(Note: This will
be updated on
an annual basis)
Target
Achievement
Projected Date
Responsible Party Funding
Amount
Needed
Funding Source
Action 6: Homeless Prevention

6.1 Goal 1 Provide personal navigational assistance
Metric
1 Continued
funding of Social
Worker position
1 FTE Funded Existing Library/Park and
Recreation
N/A Funded - General
Fund Library and
Park and Recreation
budget.

6.2 Goal 2 Partner with mainstream partners to create a stronger referral system Metric
1 Establish a lead
agency or
agencies to
support high risk
populations
Identify
organizations
2022/23 CDD and Partners N/A N/A

6.3 Goal 3 Continue to place a priority on using Community Development Block Grant funding to support non-profits that provide homeless services

Metric
1 Prioritize CDBG
grant funding to
homeless
services and
fund specific
homeless
prevention
programs
Approve grants
to CDBG Service
Agencies with
an emphasis to
addressing
homelessness
2022/23 CDD/Goals
Committee/Non-
profits/City Council
N/A Funded Community
Development Block
Grant (CDBG)
Steps to Implement Goals
P a g e | 40

ATTACHMENT 1

6.4 Goal 4 Provide housing and financial stability through educational opportunities Metric
1 Continue to hold
Landlord Tenant
Commission
Meetings
12 meetings 2022/23 CDD N/A N/A
Metric
2 Create financial
education and
literacy
programs such
as Lifting People
Up
80 unduplicated
residents of
Burbank
annually
2022/23 CDD/City Partner Funded On
Going
$50,000
Funded - Low- and
Moderate-Income
Housing Funds

P a g e | 41

ATTACHMENT 1
PART V: FUTURE FINANCIAL NEEDS AND STAFFING

Recognizing the significance and magnitude of this work, the City of Burbank should consider further building out the Housing Development Team to encompass more positions and programs that can contribute to the overall progress and success of the Homelessness Plan.

Currently the Housing Development Team has 1.5 full-time employees. The team consists of a Housing Development Manager who splits half their time between homelessness and Community Development Block Grant (CDBG) funding and one Administrative Analyst II that oversees the efforts of our outreach team. Last year, the City Council approved an additional $80,000 on-going amount to fund a second Homeless Services Liaison. This consultant works with the chronically homeless who require more direct assistance and can often be hard to help. Further, many of the current programs rely and/or will rely on grants and Measure H funding, which will need to be renewed in 2027.

Current funding sources are listed in Part 4: Strategic Playbook under each Action Area and in Appendix – Five Year Metrics. Many sources of funding have limitations on their uses and have been budgeted for existing programs listed in each Action Area for this reason. Any new programs included within this plan will need to have new funding unless otherwise indicated.

The total needed funding to implement all programs listed within the Strategic Playbook is approximately $3.65M.

Staffing
A staffing plan is proposed below and would be more fully discussed as part of the annual budget cycle, when the City Council reviews all department needs. Staffing costs is estimated at $1.3M to fully build out staffing needs. This includes funding for existing CDD staff (1.5 Full-time employees.)

Existing staff consists of:

1. One AAII who conducts and oversees outreach, implements clean ups. Works with service partners, conducts research, maintains statistics and helps connect people to services.

2. .5 Housing Manager who oversees the homeless program and budget, implements the current Burbank Homelessness Plan, identifies and applies for grants, writes plans and City Council presentations along with staff reports, monitors existing programs, works to develop new programs and oversees the Internal Homeless Committee.

Proposed positions and duties:

1. Assistant Director
a. Search and apply for additional funding/grant opportunities b. Act as a single point of contact for service providers, community members, and those at risk of and/or already experiencing homelessness c. Oversee the implementation of portions of the Homelessness Plan P a g e | 42

ATTACHMENT 1
d. Leverage local and regional resources to ensure gaps are filled when possible e. Participate in and/or coordinate regional coordination/collaborate groups, internal/external trainings, community education/engagement opportunities, etc.

2. Analyst II (Internal Compliance)
a. Oversee quality assurance with local and regional homeless reporting requirments, management of subrecipients, and providing case management for housing voucher participants, and specialist in Coordinated Entry Systems and federal requirements; oversee grant applications.

3. Community Services Upgrade (AAII to Housing Development Manager) a. Increase duties to include more responsibility for program creation and implementation

4. Analyst I
a. Oversee the abatements, tracking of abatement information/clean-ups, serve as a back-up for AAII;
b. Provides data analysis and updates Homeless Management Information Systems and Federal Systems
c. Conducts research
d. Writes grants

5. Senior Clerk
a. Oversees all administrative duties, procurement, scheduling, and budgeting.

6. Grants Coordinator (CDBG)
a. Relieves existing Housing Development Manager of Community Development Block Grant Obligations, which is a full-time effort.

7. MHET Team Coordinator
a. Allows Burbank Police Department to expand MHET services to seven days a week.

8. Police Officer
a. Creates another outreach member forcused on homelessness.

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ATTACHMENT 1
PART VI: Summary

Solving homelessness is challenging, expensive and on-going. The City has made terrific strides as evidenced by the reduced numbers of persons experiencing homelessness. To continue our efforts, the implementation of this Playbook and Plan will be imperative as Burbank could easily be susceptible to increased numbers based on the growing populations within and around our community. Outreach, drug rehabilitation, mental health facilities and housing will be necessary along with revised legislation and grant opportunities. While implementing the Plan, Staff will monitor our action items, goals and metrics and report back to City Council annually so that we can continuously evaluate our progress, celebrate our successes, and ensure we are helping to reduce homelessness within Burbank.

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ATTACHMENT 1

APPENDICES
Exhibit 1: Homelessness Plan Five-Year Metrics and Primary Objectives under Guiding Principle Seven
To view the document, click here.

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ATTACHMENT 1
Appendix 2: Community Feedback
Burbank Community Meetings (November 4 and 10, 2021)
Questions and Answers
Engagement
Q: What's being done to help those who are unsheltered? How can the community help? A: There are many efforts toward helping individuals experiencing unsheltered homelessness in Burbank. The City has specific street outreach services that usually do the first interface with homeless persons within our community. Outreach services are provided by StreetPlus, and they can be reached at 818-397-3798. Additionally, we have community partners that assist with housing and homeless services in a variety of ways.

The City is at the end of a three-year Homelessness Plan and is in the process of creating and implementing a new five-year plan that focuses on the root causes of homelessness and how Burbank can address those causes. To learn more about our efforts and how the community can help, please visit us here.

Q: At this time, in Burbank, do we have to turn anyone away who is actively looking for shelter? If so, what happens in that situation?
A: When a person in need seeks shelter, Burbank navigates the Los Angeles County’s Coordinated Entry System to gain access to available interim housing units/beds serving our area. The lack of available units/beds will sometimes prolong a person’s unhoused status until a unit/bed is available. However, since 2019, the City has successfully housed or re-united 131 individuals and families.

The City is often confronted with individuals who have likely been experiencing homelessness for a long time. These individuals may be service resistant, meaning that they might have developed a distrust of service providers/entities for a number of reasons and, therefore, do not want to interact with them in a significant way. With those persons, it requires building rapport, meeting the individual where they are at; guiding the individual along through the stages of change with hope that they will accept services/shelter rather than having them turn away.

Q: How does Burbank work with other cities/LA county to deal with homelessness since many individuals who are homeless are nomadic?
A: The City recognizes that homelessness cannot be solved by one entity.

Through strategic partnerships, collaborations, and extensive communication with Los Angeles County, cities in the region, and stakeholders, the City has made significant strides in delivering services and housing to the homeless while protecting neighborhoods from public health and safety concerns.

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ATTACHMENT 1
The City also uses the Coordinated Entry System (CES) and Homeless Management Information System (HMIS) databases that collect client-level data. HMIS tracks services provided, contacts with clients, the number of times someone touches homeless services, etc., and this information allows for better cross-collaboration between organizations and even other jurisdictions.

Q: As someone who occasionally interacts with homeless individuals, I would like to have a handout or information I can give to someone to access homeless services.

A: There are many resources/information available to the general community on the City’s homelessness website under the “Homeless Resources” tab. In addition, if you come across someone experiencing homelessness or in need of assistance, you should call the StreetPlus Hotline number: 818-397-3798.

In the first quarter of next year, the City will debut a 311 app for smart phones. As part of the release, one of the first created segments will be a “Report a person in need of help” option within the app.

There is also a video that goes into detail about connecting with people experiencing homelessness within the community; the City encourages all to watch and to share with colleagues, friends, and family.

Q: Is there a way to get metrics on the various interventions undertaken in the last 3 years? A: In 2018, the City of Burbank (City) began implementing its three-year (2018-2021) Homelessness Plan that was adopted by City Council in December of 2017. The Plan covers three calendar years, 2018 to 2021, and includes seven strategies in addressing homelessness.

1. Developing Storage Facilities and Transportation

2. Enhancing the Quality of Life, Mental Health and Healthcare Awareness

3. Building Temporary Housing

4. Creating Affordable Housing

5. Continuing Outreach, Coordinated Care System and Community Awareness

6. Increased Homeless Prevention and Rapid Re-housing

7. Enforcing Public Health & Safety and Ordinances
Many of the goals achieved in the last three years were a result of Council’s ongoing support and staff’s dedication to addressing homelessness. Below are just a few of our achievements.
• Completing the “Burbank Safe” Storage and Help Center, which opened in September 2021.

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• Expanding our award-winning Street Outreach Program by hiring an analyst to coordinate our homeless efforts and adding a Homeless Services Liaison specialist to the outreach team.
• Placing and/or re-uniting more than 131 homeless persons with their family, in interim housing, shelters, and Project Room/Home Key.
• Adopting a City Nuisance Ordinance that established a legal and defensible process to address homeless encampments in a safe and humane manner. • Releasing a public information video on homelessness. • Receiving multiple grant awards for homeless services.

Q: In what ways are people with lived experience included in this planning process? A: In November 2021, the City began the planning process for a new five-year plan. Those that were invited to participate in the community and stakeholder meetings included people with lived experience. Our next step in the planning process is to work closely together with people having lived experience by developing a peer advocate program that will support our outreach efforts and help develop innovative solutions to addressing homelessness.

Q: What specific things is Burbank doing for preventative measures? What are the ideas, or are we starting anything new?
A: The City works with many community partners that provide emergency assistance, counseling, and diversion: Family Promise of the Verdugos, Burbank Temporary Aid Center, etc. We’ve also implemented a new social worker with the Library (all three branches) and Parks & Rec (both senior centers) to build relationships with those who rely on public spaces for shelter and support. For more information, visit the Burbank Homelessness resource page.

Q: In addition to building some sort of housing, a community education component could be useful. Similarly, if someone in the family/friends is potentially losing their home or is not sure where they can go to help, we should be able to have solutions. It should be a partnership between not just organizations but also with the community members.

A: The City is continuing to educate the community through engagement and outreach using social platforms, our website, community outreach and media.

In the first quarter of next year, the City is also hoping to debut a 3-1-1 app for smart phones. As part of the release, one of the first created segments will be a “Report a person in need of help” option within the app.

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For a person who is potentially losing their home or at risk of eviction, there are many resources that can be found on the City’s Housing website.

Housing
Q: Can we have a tiny house village in an unused area and not degrade good neighborhoods? A: Developing transitional housing is in our current 2018-2021 Homelessness Plan. City staff has been actively looking for sites that could provide interim housing including industrial buildings, hotels that could be converted into housing, and vacant land that could accommodate tiny homes. Other communities are building temporary housing solutions; Burbank must also do its part to help Burbank’s homeless by creating interim housing for our unhoused neighbors. Tiny Home Villages and the success of its residents are dependent upon services to prepare the homeless for living “off the streets.” Typically, interim housing lasts 90 days but can be extended if the homeless person is continuing to work toward a permanent housing solution.

Q: Other than visits to existing Tiny Home villages...what is Burbank's intent for future homeless housing?
A: The City of Burbank is currently updating its Homelessness Plan. The updated Plan will extend actions and strategies implemented from the 2018-2021 Burbank Homelessness Plan and will be the framework for the next five (5) years. As City staff develops and updates the City’s Homelessness Plan, City Council has created and approved seven policy statements that will serve as the guiding principles and will be embodied in the Plan. City Council will consider approving the updated Plan in early 2022. Policy Statement #3 states, “Burbank supports a variety of pathways to housing for people experiencing homelessness, including shelters, transitional housing, and motel vouchers, along with navigation centers and permanent supportive housing.” The City is also looking at a tiny homes project proposal coming to City Council by early next year.

Q: Do we have any project room key hotels in Burbank?
A: While the City itself does not have Project Room Key hotels; we are still able to place many individuals experiencing homelessness into short term housing. Since April of 2019, we have worked together to provide 131 people from Burbank into short-term housing, including Project Room Key and Home Key, Bridge Home facilities, reunification, etc.

The City is open to innovative and creative ideas, and Project Homekey is included in those.

Q: Are there any plans to look for another motel/hotel conversion opportunity for transitional housing? If so, do you happen to know what percentage of people requesting shelter are turned away?
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A: Burbank supports a variety of pathways to housing for people experiencing homelessness including shelters, transitional housing, and motel vouchers, along with navigation centers and permanent supportive housing. The City is open to all options that make sense for the community, including Project Home/Room key.

The City is often confronted with individuals who have likely been experiencing homelessness for a long time. These individuals may be service resistant, meaning that they might have developed a distrust of service providers/entities for a number of reasons, and therefore, do not want to interact with them in a significant way. With those persons, the City works to build rapport, meeting the individual where they are at; it’s guiding the individual along through the stages of change with hope that they will accept services/shelter rather than having to turn them away.

Q: Can the new deed restricted units in our upcoming large developments be utilized for those who are facing homelessness?
A: Any new Permanent Supportive Housing or interim housing constructed by a for profit/nonprofit developers would require a deed restriction as homeless housing.

However, there is a housing to jobs imbalance throughout the region, which requires more development of housing in general. The City supports new legislation and programs that assist in providing housing at all income levels, including extremely low and very-low income households within mixed-income residential developments in the city, along with the supportive services necessary for households to sustain their housing. Sometimes housing vouchers provided to the homeless can be used in tandem with these units.

Q: Is it possible to partner with local hotels to use a small percentage of their rooms as temporary or transitional housing?
A: Nonprofit social service agencies, in partnership with local hotels and churches, can provide homeless families with a hotel voucher or temporary shelter while permanent or interim housing is secured. In addition, since 2019, homeless outreach teams have worked together to help 131 people from Burbank into short-term housing, including Project Room Key and Home Key, Bridge Home facilities, reunification, etc. The City is open to all options that make sense for the community, including motel/hotel conversion. The City has explored purchasing motels or industrial sites in the past—it is open to innovative and creative ideas.

Q: Once someone is placed in housing, what follow-ups are done to ensure their ability to re- start?
A: Once individuals have been placed in temporary housing, the City moves to the next stage-- getting them into permanent housing through the use of emergency housing vouchers, permanent supportive housing, or Veteran Affairs Supportive Housing, just to name a few. Temporary housing can be an access point for the delivery of care and coordination of services. Most importantly, it transitions people experiencing P a g e | 50

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homelessness from the streets or places not meant for human habitation into long-term housing.

Q: Is there a representative from LAHSA, and if so, what is the current status of the Shallow Subsidy Prevention for 62+ first presented by the Salvation Army funded by Measure H? A: There were no representatives from LAHSA in attendance. However, the current status of the Shallow Subsidy Prevention for 62+ is provided in the link.

Q: Why has the City of Burbank not created a homeless shelter or centralized area where people can go? We’ve had several homeless people that have simply disappeared—where did they go? Why do we not have at least a temporary shelter?
A: The City opened the “Burbank Safe” Storage and Help Center located at 401 S. Front Street in September 2021. The SAFE is an accessible navigation center for the homeless providing case management, linkages to services, and a place to store personal belongings. In addition,
Burbank navigates the Los Angeles County’s Coordinated Entry System to gain access to available interim housing units/beds serving our area. The lack of available units/beds is a consistent issue not only for Burbank but throughout the region. However, since 2019, the City has successfully housed or re-united 131 individuals and families. The City is also looking at a tiny homes project proposal coming to City Council by early next year.

Delivery Systems
Q: It's discouraging to know that of the $20M collected for Measure H in Burbank, we've received back only $800K. How can I/our community lobby for a larger percentage? A: Approved by almost 70 percent of Los Angeles County voters on March 7, 2017, Measure H is a ¼-cent sales tax to raise a projected $3.5 billion over 10 years for preventing and combatting homelessness. Burbank contributes an estimated $9 million annually to Measure H.

The Measure H Funding recommendations are developed and overseen by the Los Angeles County Homeless Initiative. The City of Burbank encourages all Burbank residents to advocate for a direct formulaic return and new funding that supports Burbank’s homeless strategies. Residents are invited to participate in the inclusive funding recommendation process. For more questions, please
contact: [email protected].

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A: Yes. The City of Burbank has two positions working directly on homelessness, an analyst (outreach coordinator) and a program manager.

Q: How are we partnering with faith communities?
A: The City of Burbank utilizes an all-inclusive approach in implementing the City’s homeless efforts, which involves health and social service faith communities. Many of the City’s strongest supporters and formation of local nonprofits were created by faith-based communities.

Q: What are new sources of funding for our programs that we can pursue? Will the Build Back Better legislation on the Federal level provide additional funds to support and expand the programs we have in place?
A: As part of the homelessness planning process, the City will explore funding available to the City of Burbank that can support strategies to end and prevent homelessness. This will include existing and new funding from regional, state, and federal funding sources.

There are additional funds in the State budget this year and staff is reviewing the options to see if any align with Burbank’s needs.

Q: Is there any plan to put something like functional zero as the goal? A: Functional zero is that point when a community’s homeless services is able to prevent homelessness whenever possible and ensure that when homelessness does occur, it is rare, brief, and one-time. All communities in LA County strive to achieve this goal.

However, reaching functional zero requires reducing the number of people entering homelessness, creating permanent housing, and making an investment in rental subsidies and supportive services. The City’s updated homelessness plan will include several strategies that support key investments and solutions in these areas.

Q: How is the SAFE Storage site going?
A: On September 2021, the SAFE and Help Center opened its doors to the public. For more information about the program, please click here. We have been promoting its use and are gradually seeing our participation numbers increase.

Demographics
Q: What percentage of the increase in homeless is comprised of seniors/over 55? A: According to the 2020 Point in Time count, the City of Burbank had 9 out of 290 people over the age of 55 experiencing homelessness, or 3% of the total. Throughout Service Planning Area 2 (San Fernando Valley), there were 1,651 older adults entering homelessness in 2021 according to the Coordinated Entry System assessments. This is a P a g e | 52

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1% decrease from 2020, which had a total of 1,658 older adults. Learn more about this here.

Q: How does the City of Burbank define and identify individuals who are at risk of becoming homeless?
A: The City of Burbank follows the definitions of homeless according to those set by the Department of Housing and Urban Development (HUD). HUD defines homelessness based on criteria and divides it into four categories:

1. Literally homeless: individual or family who lacks a fixed, regular, and adequate nighttime residence; unsheltered, living in places not fit for human habitation

2. Imminent risk of homelessness: individual or family who will imminently lose their primary nighttime residence within 14 days with no subsequent residences identified and no additional resources to secure permanent housing

3. Homeless under other federal statues: Unaccompanied youth under the age of 25, or families with children and youth, who do not otherwise qualify as homeless but qualify under other federal statues, have not had a lease/occupancy agreement, have experienced persistent instability (two or more moves within the last 60 days), and can be expected to continue in these patterns if assistance is not given

4. Fleeing/attempting to flee domestic violence: any individual or family who is fleeing or is attempting to flee domestic violence, has no other residences, and lacks the resources/supports necessary to secure permanent housing Q: For the Burbank homeless counts, is there any data on what percentage of folks without shelter lived in Burbank, or lived in other communities before losing their place to live? A: During the annual Point-In-Time Homeless Count, the data collected does not track a person’s community of origin or suggest where they were living prior to being unsheltered.

Q: What percentage of homelessness is impacting children in the city? A: According to the 2020 Point in Time Count, there are approximately 2,300 homeless family members in SPA 2. A family includes households with at least one child under 18 and one adult over 18.

Q: Is anyone tracking where the homeless community in Burbank originated (per person)? A: There is a Coordinated Entry System (CES) that uses the Homeless Management Information System (HMIS), a local technology system that collects client-level data and tracks services provided, contacts with clients, etc. This system is used throughout Burbank, making it easier for cross-care collaboration between organizations, even in different locations, interacting with the same participant. Currently, the City does not have consistent reporting from LAHSA to track where people experiencing homelessness P a g e | 53

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in the City of Burbank originated from. As data sharing and tracking becomes more robust, it could expand opportunities to better understand trends and utilize data for decision making.

Q: It was mentioned that BIPOC (Black, Indigenous, People of Color) were more likely to experience homelessness—whatever the case is in Burbank, do we have the data on folks that are more likely to be impacted? And are we going to have services that target these populations?
A: Based on the numbers from 2019, individuals who identify as Black/African American experience homelessness at a rate almost 10x higher than their population in Burbank.

This is something the City takes very seriously, and it is looking at all the intersecting factors to determine how to best serve the populations most marginalized in our community. It will require more than just housing to rectify this disparity, including strategies that address systemic poverty and racism.

Q: Is anyone tracking the people who have been listed as homeless in the city of Burbank? Are they being followed so that we’re able to provide the services they need and/or to see if the City’s plans are being effective?
A: There is a Coordinated Entry System that uses the Homeless Management Information System (HMIS), a local technology system that collects client-level data and tracks services provided, contacts with clients, etc. This system is used throughout Burbank, making it easier for cross-care collaboration between organizations, even in different locations, interacting with the same participant. The City is also developing more of the interdisciplinary teams, working with the high-utilizers of public services; our goal is to bring on a wrap-around case manager to work with them to track the needs and link them to housing as well as programs that will improve their health.

As far as effectiveness of the current services are concerned, the City is constantly collecting and analyzing data through each service provider to see what other gaps exist and how those can be filled.

Community Feedback and Poll Results
The mentally ill—there’s nowhere for them to go or for the police to take them. So that’s a serious problem; there’s no mental hospitals anymore, and even the ones that are there don’t take people, or they don’t keep people.

Thinking of the tiny villages that have been built in North Hollywood—they build them in areas where it’s a completely unused property, where it’s not interfering with any other neighborhoods, and it’s bringing value to that property. So I suggest we have one in that kind of an area.

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Domestic Violence—there are statistics that say many women who become homeless do so because of domestic violence—those needs need to be addressed. Also, there is a database that is run by services to place people in the first available housing, and the problem is that it’s based on the length of time someone has been homeless, which means that someone who just became homeless (say because of DV) would be at a disadvantage because others who have been homeless longer would be prioritized.

Veterans are uniquely at risk of homelessness, mental health, addictions, etc. so it would be good if they were specifically included in the homeless plan.

It’s important to use people first language throughout the city services. Removing “transient” and other “othering” language is especially important.

The Burbank Homelessness Plan- Community Meeting
November 4 & 10, 2021
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Poll Questions

39%
15%
46%
Of these areas, in your opinion, which is the most important in addressing homelessness?
Diagnosing & treating mental
health
Treating substance use
disorders
Increase low barrier housing
opportunities
77%
10%
19%
How likely are you to support interim housing for people unhoused in Burbank?
Support
Do not support
Undecided
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Appendix 3: Stakeholder Identified Strengths & Challenges To have an in-depth understanding of the City of Burbank, and to ensure that the Homelessness Plan aligns with community feedback, our consultant assessed the strengths and challenges of the City’s current homelessness response. The findings reflected below informed the new, five- year Homelessness Plan.

Strengths
• Creation of the City’s homeless storage facility, where people experiencing homelessness can store items, along with onsite case management • Creation of position stationed at libraries/senior centers to offer support/wraparound services
• Outreach teams providing ongoing wellness checks
• Frequent homeless engagements by the Burbank Police Mental Health Evaluation Team
• Addition of mobile wrap-around case management
• Maintaining existing transitional housing with Burbank Housing Corporation, facilitating Bridge Housing partnerships, and supporting the development of tiny homes
• Continued prioritization of homelessness issues for the City and regionally ▪ City’s focus on inclusionary housing and density bonuses, accessory dwelling units, and private/public partnerships
• Continuation of Streetplus program for outreach and engagement, with the expansion of outreach services
10%
85%
5%
Do you believe your LA County Measure H tax dollars (1% sales tax) have made a notable difference in the homeless crisis? Yes
No
N/A
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• Focus on reducing the length of time people experience homelessness through Emergency Rental Assistance (ERA), Rapid Rehousing (RRH), and Emergency Housing Vouchers (EHV)
• Adoption of a “City Nuisance Ordinance,” keeping streets/spaces clean and safe, while continuing to deploy homeless intervention services ▪ Recognition that criminalization of those experiencing homelessness is not a solution
▪ Street Outreach expansion with the hiring of an analyst to coordinate homeless efforts
Challenges
• The number of people becoming homeless regionally outpaces the number of people placed into housing
• Lack of affordable and permanent supportive housing
• More than 70% of those experiencing homelessness are unhoused regionally • Overrepresentation of Black, Indigenous, and People of Color (BIPOC) • Economic challenges/insufficient social support services • Insufficient mental health and substance use disorder resources • Lack of funding for homelessness prevention
When asked, the City staff highlighted the following as the most immediate challenges:

1. A lack of substance use treatment and mental health services

2. A gap in housing (shelter, transitional, and permanent) When asked, Homeless Service Providers and Nonprofits highlighted the following as the most immediate challenges:

1. A need to expand homelessness prevention services

2. A need to increase the availability of affordable housing, permanent supportive housing, and other housing supports
When creating this Homelessness Plan, we have taken into consideration all feedback and have made recommendations based both on what the community feels needs to be prioritized as well as best practices in addressing and ending homelessness.

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Burbank City CouncilMay 20, 2025

Burbank City Council
May 20, 2025