Burbank City Council
May 20, 2025

1 STAFF REPORT
DATE: May 6, 2025
TO: Justin Hess, City Manager
FROM: Jennifer Becker, Financial Services Director
BY: Leana Mkrtchyan, Deputy Financial Services Director Susan Langford, Revenue Manager
Joy Escalante, Budget Manager
Nathan Lightell, Senior Administrative Analyst
SUBJECT: Review the Proposed Fiscal Year 2025-26 Budget

RECOMMENDATION
Review the proposed recommendations for the Fiscal Year (FY) 20 25-26 Budget and Citywide Fee Schedule.

BACKGROUND
The City of Burbank experience d several years of consistent growth in the three years following the COVID-19 pandemic; however, Burbank’s economy has experienced more mixed results in 2025. There are positive signs, such as the recovery of the local entertainment industry from recent labor disputes , a healthy growth in tourism, and the continued investment in new businesses and development throughout the City. However, there are also several factors of concern, including sluggish sales tax returns, an uptick in unemployment, the security of Burbank’s federal funding sources and the impacts of shifting federal policies on the stock market and the overall U.S. economy. This level of uncertainty warrants caution as the City moves forward with its proposed financial plan for FY 202 5-26. Fortunately, prior City Council decisions to increase reserves and set aside funds for future liabilities have placed Burbank in a favorable position to weather any future economic instability in the coming years.

The FY 2025-26 Proposed Budget was developed using a conservative and responsible approach for both revenues and appropriations while meeting the community’s needs and

2 addressing the goals established by the City Council for the upcoming year. The FY 2025- 26 Proposed Budget is balanced ; however, the five -year financial forecast reflects a recurring budget deficit starting in FY 2026-27 through FY 2029-30. While expenses are outpacing revenues in succeeding years, s taff is committed to mitigating the future recurring deficit by implementing prior cost-saving initiatives and identifying future efficiencies, revenue -generating opportunities, and financial policies that will provide long-term recurring savings to the City. The Proposed FY 2025-26 Budget also includes additional one -time funding towards paying down pension liabilities and the ongoing investment in maintaining and improving the City’s infrastructure, in support of continuous improvement and financial sustainability.

DISCUSSION
FY 2025-26 General Fund Budget Overview
Based on the projected FY 20 25-26 revenues and proposed recurring appropriations, staff i s projecting a recurring balance of approximately $1 million in FY 20 25-26 (see details included within the FY 20 25-26 Budget Matrix in Attachment 1). This does not include several proposed discussion papers addressed later in this report. Factoring in the anticipated ending balance from FY 2024-25, contributions to reserves, and proposed one-time appropriations, staff is expecting an available one-time balance of $21.1 million in the General Fund at the end of FY 2025-26.

FY 2025-26 Recurring General Fund Revenue
Despite elevated interest rates and continued inflation, households and businesses largely maintained spending levels in recent quarters. However, the types of spending has shifted since the end of the pandemic, with consumers preferring travel and experiences over the purchase of tangible items like automobiles and home furnishings.

As a result, economic growth in FY 2024-25 has not been as robust as the years following the Pandemic. The impact of tariffs, recent Federal polic y changes , and local wildfire recovery remains uncertain. Burbank’s diverse revenue sources will help to sustain the City’s economy, with moderate revenue growth expected in FY 2025 -26. The impact of tariffs, recent Federal policy changes, and local wildfire recovery remains uncertain as to how it may impact forecasted revenues in the coming year. As a result, staff took a conservative approach to forecasting revenues, particularly those categories that are most susceptible to fluctuations in the economy.

Burbank’s General Fund recurring revenue estimates of $263.5 million for FY 202 5-26 represent a 3.5% increase over the revised FY 202 3-24 projections. Sales tax and property tax continue to be the General Fund's largest revenue sources, representing 56% of recurring revenue.

3 Table 1 shows the actual FY 2023-24 revenue, the adopted and revised estimates for FY 2024-25, and the projection for FY 202 5-26. For further detail on the City’s revenues, please refer to the “Revenues” section of the FY 2025-26 Proposed Budget.

Table 1 - General Fund Recurring Revenues FY 2025-26

REVENUE

CATEGORY
ACTUAL
TOTAL
FY 2023-24

ADOPTED

RECURRING
FY 2024-25

REVISED

RECURRING
FY 2024-25

PROPOSED

RECURRING
FY 2025-26
%
CHANGE

Sales Tax $ 63,522,092 $ 64,412,066 $ 64,412,066 $ 63,381,000 -1.6% Property Tax 76,196,111 74,955,921 78,625,921 82,557,013 5.0% Utility Users Tax 18,687,489 19,639,000 19,639,000 20,802,308 5.9% Services Charges - Intra City 15,439,505 15,657,042 15,657,042 17,590,495 12.3% Services Charges 27,747,054 25,558,890 27,858,890 28,529,794 2.4% In Lieu of Tax 9,564,335 9,893,000 9,893,000 10,694,333 8.1% Interest/Use of Money 9,494,890 4,318,156 4,818,156 4,612,156 -4.3% Parking/Traffic/Other Fines 2,167,922 2,601,000 2,601,000 2,864,000 10.1% Transient Occupancy Tax 13,184,332 13,853,000 13,853,000 14,407,120 4.0% Building Permits/License Fees 9,006,020 6,152,195 6,902,195 7,072,531 2.5% Transient Parking Tax 4,564,487 4,401,000 4,701,000 4,889,040 4.0% Business Taxes 2,294,821 2,464,190 2,464,190 2,538,000 3.0% Franchises 1,741,869 1,519,650 1,519,650 1,535,400 1.0% Intergovernmental Revenues 7,652,019 2,011,018 1,511,018 1,985,961 31.4% TOTAL REVENUE $261,352,449 $247,436,128 $254,456,128 $263,459,151 3.5%

NOTE: FY 2023-24 includes $11.7M of non-recurring revenue.

• Sales Tax: Sales tax results for the second quarter of FY 202 4-25 (fourth quarter calendar year 2024) were recently released. Burbank’s receipts from October through December were 0.5% above the fourth quarter of the prior year, on an adjusted basis.

Burbank experienced a positive growth rate for the quarter compared to the County and State with declines of 2.8% and 1.2%, respectively. The Business and Industry category experienced a 28% increase this quarter due to the purchase of office equipment for media storage. Entertainment equipment also contributed to the increase in this category which may be indicative of a recovery from the writer s’ and actor’s strikes that took place in 2023 . Restaurants and Hotels increased by 3.2%, attributable to increases in casual dining and catering.

Measure P, which is the City’s Transaction and Use Tax (TUT), experienced a 4% increase for the fourth quarter of 2024 versus the same period in 2023. Measure P is a district tax that the City receives only if goods are delivered or first used in Burbank. 4 Overall, Burbank’s sales tax revenues are anticipated to decline 1.6% for FY 2025-26 based on the forecast from, the City’s sales tax consultant, HdL. Consumer confidence has waned in response to recent Federal policy shifts and the resulting economic instability. Industries like automobiles and electronics will be impacted by tariffs as well as continued elevated interest rates. Household consumption has shifted away from goods to non-taxable items like services, travel, and entertainment. This trend is expected to continue into FY 202 5-26 with a forecasted softening in revenue from taxable sales.

• Property Tax: A total tax of 1% is levied on the Assessed Value (AV) of property as determined by the Los Angeles (LA) County Assessor. The City of Burbank receives approximately 18.5% of the 1% levy on the AV. Under Prop osition 13, AV on parcels with continuing ownership may change by inflation as defined by the California Consumer Price Index (CPI), up to a maximum increase of 2%. The State has released CPI growth, and for FY 202 5-26, the AV of properties will increase by 2%.

Other sources of AV growth are change of ownership, new construction, recapture of prior Prop 8 impairments of value, change to values for unsecured items such as aircraft, and post Redevelopment residual distribution.

Compared to FY 202 3-24, the AV for the entire city increased by 4.9% for FY 2024-

25. General Fund related AV increased by 5%. The citywide AV increase between FY 2023-24 and FY 202 4-25 was $1.6 billion. The largest AV increase s were due to assessments in unsecured property with several e ntertainment companies. This added $92.5 million to the tax roll. Staff is projecting property tax revenue to increase by 5% for FY 2025 -26, reflecting the continued growth with larger developments throughout the City.

Despite market fluctuations, t he price for a single -family home in Burbank remained flat for the first quarter of 202 5, with the median sale price at $1,270,000 and the average sale price at $1,358,308. However, sales volume remain ed low due to the elevated interest rate environment.

While the housing market and local development efforts are expected to remain strong in 2025, there are some hurdles that could present risks to Burbank’s revenues in the upcoming year, namely inflation, policy changes from the Federal government, and the impact of property tax deferrals and supplemental refunds to homeowners affected by the Eaton and Palisades Fires. Because the fires occurred halfway through the fiscal year, it is likely that the losses may translate into secured negative supplemental assessments for those properties. The impact of these reassessments will be spread across all agencies in Los Angeles County in FY 2024-25 and/or 2025-26, depending on the timing of work to be done by the Los Angeles County Assessor, Auditor Controller, and Tax Collector. The potential exposure to Burbank is estimated at up to 5 $840,000 in lost or deferred property tax revenue, but foretunately those impacts will be one time in nature.

• Utility User’s Tax (UUT): The UUT rate of 7% is applied to telephone, gas, and electric usage. Unlike other cities, Burbank does not apply this tax to water, cable television, sewer, and refuse collection usage/sales. The FY 2025 -26 rates for electricity will be adopted at the publ ic hearing on May 20, 2025. UUT revenue is anticipated to increase by 5.9% for FY 2025 -26. The growth is attributable to the electric rate increase and higher natural gas prices which are offset by the continual decline in wireless revenue with the reclassification of data to non-taxable information services and the reduced electric usage due to efficiencies.

• Service Charges: Service charges are fees charged to users of city-provided services and are designed to at least partially cover the costs incurred for providing these services. The construction of large developments throughout the City, and the elevated participation in recreation activities contributed to the increased service charge revenues for FY 2024 -25. For FY 2025-26, Parks and Recreation will see an increase in revenues from the expansion of the afterschool program and a growing demand for aquatics classes. Fire inspections and new processing fees for real estate services are expected to boost revenues. While it is also anticipated that plan check fees will increase from the sizable developments planned within the City, the tariffs introduced by the Federal government could slow down activity to residential renovation projects over pricing concerns on construction materials. Considering the above factors, sta ff is forecasting a modest increase in service charge revenues of

2.4% for FY 2025-26.

• Parking/Traffic/Other Fines: Parking fines are issued by the Burbank Police Department and represent a small portion of the General Fund revenue. Fines are dependent on the amount of the fine, the number of citations issued, and the amount retained by the County and State agencies. For FY 2025-26, revenue in this category is anticipated to increase by 10.1% from the revised FY 2024 -25 budget with expanded citywide parking enforcement, collections, and administration now managed by a third-party.

• Transient Occupancy Tax (TOT): The City receives 10% TOT on short-term lodging rentals within the city limits. The continued economic recovery, economic development efforts, and aggressive marketing of by the Tourism Based Improvement District (TBID) have all led to increasing TOT reven ues. Hotel occupancy rates for February 2025 were at 79.1% compared to the prior year’s occupancy rate of 66.5%.

According to the Visit California website for the February 2024 update, California domestic visitation is expect ed to increase by 2.4% while international visitation is expected to grow by 11%. For FY 2025-26, TOT is anticipated to increase by 4% from 6 the revised FY 2024-25 projection.

• Transient Parking Tax (TPT): The current rate for TPT is 12% and is charged by parking lot operators (e.g., airports, businesses, hotels, and restaurants) for short - term parking. With approximately 85% of the parking tax revenue derived from lots at or directly serving the Hollywood B urbank Airport, the City’s TPT is dependent on travel demand. Passenger counts at the airport increased by 8.5% in 2024 compared to 2023. Staff anticipates that trend to continue in FY 2025 -26, with TPT revenues expected to increase by 4%, compared to the revised budget of FY 2024-25.

FY 2025-26 Recurring General Fund Expenditures:

The Mid-Year Financial Report was presented to the City Council on February 25, 2025, and projected a recurring General Fund balance of $1.8 million heading into FY 2025-26.

While current inflation has slowed down, the price of consumer goods and services along with labor costs continue to escalate. In addition, the hardened insurance market in California has significantly impacted indemnification, driving general liability and property insurance rates higher. Proposed recurring General Fund appropriations for FY 2025-26 are $262.4 million, an increase of approximately 6.8% over last year’s adopted recurring budget of $245.7 million.

As part of the budget process, the City Manager reviewed proposed budget requests from all City departments . New budget requests were prioritized in accordance with their adherence to the City Council’s stated goals for the year. Staff has made significant efforts to maintain spending at existing budget levels citywide. However, several departments identified immediate needs that required funding as well as a number of opportunities for service enhancements that align with the City Council’s identified goals.

Roughly $2.2 million in new General Fund recurring budget requests ($1.7 million net of revenue) and $4 million in one -time requests were incorporated into the FY 202 5-26 Proposed Budget. The following chart summarizes the total new proposed General Fund budget requests (net of revenue) by department. A comprehensive listing of all budget requests by department is included in the Proposed FY 2025-26 Budget Document under the “New Budget Requests” tab.

7 Table 2 - General Fund Budget Requests by Department FY 2025-26

DEPARTMENT NEW BUDGET
ITEMS (Recurring)

NEW BUDGET
ITEMS
(One-Time)
TOTAL

REVENUE
OFFSET

NET TOTAL
City Attorney $62,383 50,000 $112,383
Community Development $321,689 $1,001,736 $508,485 $814,940 Financial Services $18,374 $18,374
Fire $346,064 $2,605,000 $66,064 $2,885,000
Library Services $213,942 $4,000 $20,974 $217,942
Management Services $60,217 $180,620 $240,837
Non-Departmental $12,400 $12,400
Park & Recreation $553,877 $20,500 $124,477 $449,900
Police $476,528 $175,000 $218,000 $433,528
Public Works $115,000 $115,000
TOTALS: $2,228,464 $4,036,856 $917,026 $5,348,294

The following are some of the notable new items included in the Proposed FY 2025 -26 Budget:

➢ The Burbank Fire Department is requesting one-time funding to expand the EMS division by increasing the peak-hour ambulance pilot program from 40 hours to a 24/7 schedule. Other one-time appropriation requests for supplies and staffing will support a Fire Recruitment Academy in FY 2025-26.

➢ The Community Development Department is proposing to add a new Parking Services Manager to support parking management strategies for Downtown Burbank, parking leases, and parking permits. In addition, a one-time request to increase the number of service contractors for homeless outreach services from three to five.

➢ The Burbank Police Department is requesting funding to expand the parking control program to Downtown Burbank. Additional funding is requested for citation processing costs due to the higher volume of citations issued by the City’s third - party parking enforcement vendor. One-time funds are requested for the digital scanning of records to enhance accessibility, reduce physical storage needs, and ensure long-term preservation of critical documents.

➢ The Parks and Recreation Department is adding funding to solidify the pilot Park Patrol Program launched in November 2024. This will enhance safety measures and improve the overall experience for park users citywide. Funding is also requested for additional tree trimming services, as well as the expansion of day camps and aquatics programming.
8 Discussion Papers:

At this time, eight items have been identified as discussion papers for FY 202 5-26. In total, these items have a General Fund recurring impact of $507,091 plus a one-time cost of $1,176,000. Should the City Council approve all discussion papers as proposed, the General Fund recurring balance would be reduced to $519,000 in FY 2025-26, and the year-end projected cash balance would drop to $19.4 million.

A summary of these items , along with the individual discussion papers , can be found in the “Discussion Papers” tab of the Proposed Budget Document. Throughout the Budget presentation process, City Council members will have the opportunity to identify additional items that they would like to consider for discussion papers. These will be compiled and reviewed at the Budget presentation on May 20th.

Citywide Fee Schedule
The FY 2025-26 Proposed Fee Schedule remains in compliance with the City Council’s adopted policy, which provides a set of principles to determine when, and if, cost recovery is appropriate for different types of fees for services based on the benefits a user receives above a general taxpayer. Some of the more notable changes to the Fee Schedule for FY 2025-26 include new fees for the temporary encroachment in the paid parking meter zone, processing fees for real estate services, additional recycling and organics carts, vegetation clearance, and parking violations for large non-commercial vehicles.

For FY 202 5-26, staff is proposing to increase all fees Citywide in accordance with the City Council’s cost recovery policy. The goal of this policy is to establish a consistent and objectively based fee structure to align with industry-accepted best practices and reaffirm the City’s compliance with Proposition 26 , which limits certain fees collected to the reasonable cost of providing the service. The most recent citywide User Fee Study was done in FY 2022 -23 to review the City’s fee structure and determine an accurate accounting for the true cost of providing various programs and services. In accordance with the recommendations from that study, staff is recommending the majority of the City’s fees be adjusted by CPI in order to maintain the current level of recovery.

It is important to note that the Burbank Program, Activity, and Service Subsidy (PASS) Program provides financial assistance for Burbank residents to afford them the opportunity to participate in Citywide services. 857 participants are currently enrolled in the program, with subsidy amounts ranging from 40%-80% depending on the activity or service. The Parks and Recreation Department oversees the administration of the PASS program, and detailed information can be found on the department’s website.

FY 2025-26 State Budget Proposal
In early January, Governor Newsom released his proposed budget for FY 2025 -26. This proposal serves as the beginning of deliberations in the State Legislature, leading to final 9 budget adoption in June 2025. The proposal calls for a $322.2 billion budget, with a General Fund total of $228.9 billion. The proposed budget estimates $23 billion in various budget solutions in FY 2025 -26. Last year, the administration was proactive by t aking a multi-year approach and addressing shortfalls ahead of time to propose a balanced budget for the upcoming year. Revenue receipts continued to improve since June 2024 and have contributed to strong growth for fiscal years 2024-25 and 2025-26.

The budget includes three categories of discretionary proposals:
• Short-term proposals providing budget savings of $2.2 billion, of which $1.6 billion is related to schools and community colleges.
• New discretionary General Fund spending of $570 million for various programs and $150 million for expansions of existing/new tax expenditures. • New discretionary reserve balance of $4.5 billion for the Special Fund for Economic Uncertainties (SFEU), to provide the State support to deal with unanticipated cost increases, such as for wildfires and modest revenue declines.

The governor is revising the revenue forecast from the 2024 Budget Act due to the stronger than anticipated performance of the economy, stock market, and cash receipts.

The three main drivers of the revision are as follows:
• Personal income tax ($12.6 billion)
• Corporation tax ($2.5 billion)
• Pooled money interest ($2.0 billion)

The 2024 Budget Act assumed withdrawals from the Budget Stabilization Account (BSA), also known as the Rainy -Day Fund, of $5.1 billion in FY 2024 -25 and $7.1 billion in FY 2025-26. The BSA receives 1.5% of the General Fund tax revenue as well as a portion from capital gains. The FY 2025 -26 proposed budget maintains the planned $7.1 billion withdrawal from BSA. The State has only used half of the budget reserves to date.

The administration is continuing to implement the Road Repair and Accountability Act of 2017, Senate Bill 1 (SB-1), which provides funding for both state and local transportation infrastructure. SB-1 increased the gas fuel tax by 12 cents, providing a stable and ongoing increase in state transportation funding. SB-1 funding is protected under Article 19 of the California state constitution for transportation purposes only. The City of Burbank is estimated to receive SB -1 funding of $2. 8 million in FY 202 5-26, which assumes the inflationary adjustment. Staff will continue to monitor developments in the state budget process and provide updates to Council as necessary.

General Fund Financial Forecast
The intended purpose of the financial forecast is to foster an understanding of long -term financial trends and their impact on the City’s overall financial picture. This long -term 10 perspective allows the City Council and City management to make informed financial decisions today while fully understanding the future financial impacts of decisions.

Projected Revenues and Expenditures:

Forecasted revenues are driven by the parameters included in Attachment 2 . These assumptions are inherently conservative; however, there is a risk that certain revenues may not perform as projected due to economic cycles, changing legislation, and other external factors. Staff will update projected revenues periodically throughout the year as new information becomes available.

It is staff’s expectation that recurring revenue growth over the next five years (FY 20 25- 26 through FY 202 9-30) will average 3.9% while recurring expenditures will average

4.6%. Revenue expectations have been revised based on the most recent economic data available, as well as recent and planned business openings and developments . The average revenue growth in the current forecast includes projections of 1.4% for Sales Tax and 5% for Property Tax, the City’s largest general fund revenue sources.

The two main drivers of expenditures for the General Fund are salaries and benefits, including the CalPERS rates that are applied to the base salaries. The forecasted expenditure growth assumes the following costs:

Memorandum of Understanding (MOU) Projected Costs:

Salaries and benefits currently comprise approximately 74% of the General Fund recurring budget. As such, the City’s MOU negotiation process for the various bargaining groups plays a significant role in determining the City’s financial position . All bargaining groups have current MOUs for FY 2024 -25 except for the Burbank City Employees Association (BCEA) and the International Brotherhood of Electrical Workers (IBEW).

Aligning with Council’s Financial Policies related to employee compensation, the General Fund forecast includes assumptions for salary and benefit growth over the next five years based on projected market rates for all employee groups. Market rates are determined through salary and benefits surveys, which compare the City’s job classifications to those of similar organizations throughout the region. The City of Burbank calculates the average salary paid for comparable positions to determine whether they are at market value.

Public Employees Retirement System (CalPERS) Costs:

Managing costs associated with pensions continues to be a challenge for CalPERS cities throughout California, including Burbank. Based on the City’s most recent CalPERS actuarial reports, Burbank has an Unfunded Actuarial Liability (UAL) of just over $439 million across the City’s three pension plans. The funded status for the City’s three plans is currently 77.1% for Miscellaneous, 70.9% for Police, and 74.6% for Fire, for an average of 74.2%, up just slightly from 73.9% in the prior year. Table 3 shows the actual CalPERS employer rates and UAL contributions for the three employee classifications for the 11 current fiscal year (FY 2024-25), the upcoming fiscal year (FY 2025-26), and the projected amounts for the following two fiscal years (FY 2026-27 and FY 2027-28).

Table 3 – City of Burbank Pension Costs FY 2024-25 – FY 2027-28

Classification
Actual
FY 2024-25
Actual
FY 2025-26*
Projected
FY 2026-27
Projected
FY 2027-28
Police 3% @ 50 Rate 23.20% 22.80% 22.30% 21.80%
Police Liability Payment $7,997,927 $8,314,615 $9,314,000 $9,906,000 Fire 3% @ 55 Rate 18.42% 18.32% 17.90% 17.50%
Fire Liability Payment $5,066,096 $5,818,144 $6,579,000 $7,014,000 Misc 2.5% @ 55 Rate 10.96% 10.76% 10.60% 10.40%
Misc Liability Payment $20,417,782 $21,711,502 $24,828,000 $26,482,000 * Amounts shown are the are the total employer contribution amounts required for FY 2025-26 if the City were to pay CalPERS on a monthly basis . For FY 2025-26 staff is proposing to prepay the UAL payment to CalPERS, which will result in a net savings of $1,159,879 citywide.

It is important to note that Burbank’s projected liability payments are based on an annual actuarial study that assumes CalPERS will meet their expected rate of return of 6.8% annually. Recent volatility in the market has resulted in investment losses throughout the country, and CalPERS was no exception. At their April 15 board meeting, CalPERS CEO Marcie Frost announced that the agency lost $26 billion in market value in the two weeks following President Trump’s tariff announcements. Additionally , the agen cy embarked upon a new experience study that will analyze current assumptions such as life expectancy, disability rates, and inflation, which is slated for release in September 2025.

Any investment losses experienced in the current fiscal year or changes to actuarial assumptions will impact Burbank’s funded status as well as the City’s required UAL payments beginning in fiscal year 2027-28.

The City continues to take measures toward mitigating future pension cost increases , including sending Additional Discretionary Payments (ADPs) to CalPERS over the City’s required contributions to decrease Burbank’s unfunded liability . As part of the FY 2024 - 25 budget process, Council adopted an expanded pension funding plan , which includes a citywide contribution of $9 million in FY 2024 -25 and another $4.5 million ADP in FY 2025-26 to help reduce future pension liability. Included in the Proposed FY 2025 -26 Budget is an additional $3 million General Fund contribution, which will bring the total ADP to $7.5 million for the coming fiscal year. This investment will generate an estimated additional $500,000 in recurring budget savings, and aligns with the City Council’s Pension Funding Commitment Policy, which requires the City to contribute half of any 12 year-end General Fund balance in excess of 6% of the General Fund’s budgeted recurring appropriations
Burbank also maintains a Section 115 trust for pension obligations, which was established in June of 2020. The Section 115 Trust allows the City to set aside funds that could be used to help support future pension -related economic volatility. As of March 2025, the current balance in the trust is $32.1 million.

Financial Reserves
The City of Burbank continues to fulfill the City Council’s Financial Policies by fully funding our financial reserves. The City’s policy is to designate 15% of the General Fund’s operating budget to its working capital reserve , 5% to a designated emergency reserve, and up to 5% to a Budget Stabilization reserve, as adopted by the City Council in previous years. Based on the current figures for the proposed budget as presented, the City will contribute the following amounts to the reserves for FY 2025-26:
➢ $2,517,175 to the Working Capital Reserve
➢ $839,059 to the Emergency Reserve
➢ $839,059 to the Budget Stabilization Reserve
The City also maintains a Compensated Absences reserve, which was established to offset the City’s unfunded accrued leave payout liability and fund estimated annual payoffs that are not included in the operating budget. As of June 30, 2024, the City’s total General Fund accrued leave payout liability is estimated at $16.1 million. Currently, the City has $3.9 million set aside in the Compensated Absences reserve. To fulfill the policy approved by the City Council that this reserve is maintained at or above 25% of the General Fund’s total outstanding liability, staff is recommending a contribution of $77,783 in FY 2025-26.

Infrastructure Funding
Adhering to the City Council’s adopted Infrastructure Maintenance, Repair, and Improvement Policy, the FY 2025-26 Proposed Budget continues to contribute half of the Measure P sales tax revenue to the Municipal Infrastructure Fund 534, in addition to the annual $4.7 million General Fund maintenance of effort.

The FY 202 5-26 Proposed Capital Improvement Program (CIP) continues the City’s efforts towards addressing the infrastructure needs, with just over $31.5 million in proposed general city capital spending from 15 different funds and funding sources , alongside $4.7 million in annual Fund 534 maintenance dollars. Included in the proposed infrastructure program is an investment in the City’s streets and sidewalks of $4.9 million, along with a variety of capital projects which include building improvements, park playground and facility upgrades, street and pedestrian improvements, and funding 13 towards the future development of a new Central Library and Civic Center. Proposed Municipal Infrastructure funded projects include the restoration and modernization of the Police Department’s Forensic Services area, facility improvements at 2244 N. Buena Vista, planning and development for the replacement of the Olive Recreation Center, Palm Avenue paseo upgrades, and shade structure installations at Johnny Carson, Gross, and Valley Parks, in addition to the annual facilities small capital improvements.

The proposed CIP projects were presented to the Infrastructure Oversight Board (IOB) for review at two public meetings on February 2 7 and March 2 7, 2025, the second of which the IOB formally approved the capital plan for inclusion in the Proposed Budget.

Information on individual CIP project appropriations proposed for FY 202 5-26 can be found in the “Capital Improvement Program” tab of the FY 202 5-26 Proposed Budget Document.

ENVIRONMENTAL REVIEW
This activity includes the FY 2025-26 Proposed Budget and has no potential for resulting in either a direct or a reasonably foreseeable indirect physical change in the environment.

As such, it is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs § 15378.

CONCLUSION
As illustrated in Chart 1, staff is projecting a recurring General Fund balance of $1 million in FY 20 25-26, with that balance giving way to a budget deficit of approximately $ 2.4 million in FY 2026-27, prior to the consideration of discussion papers . The City’s cash position remains strong, with a projected year -end non-recurring General Fund balance of $21 million at the end of FY 202 5-26, if the budget is adopted as proposed . It should be noted that there are several risks associated with our projections, including potential CalPERS losses and changes to assumptions, impacts of federal actions, and general fluctuations in the economy.

14 Chart 1 - General Fund Financial Forecast FY 2025-26 through FY 2029-30 (in millions)

Burbank is heading into FY 202 5-26 with a proposed budget that reflects the City Council’s goals and priorities but still adheres to the City’s values of fiscal responsibility.

The City Council has consistently pursued sound fiscal policies and strategies like strengthening revenues, paying down pension liabilities, building up reserves, and utilizing one -time funds to make strategic investments to reduce future recurring expenses. In addition to the projected FY 202 5-26 year-end General Fund Balance of $21 million, Burbank’s formal reserves total approximately $61.4 million and will increase with the adoption of this budget. These funds will allow the City to mitigate the impact of a potential economic downturn on the Burbank community over the next several years.

Staff will continue to monitor any economic conditions or legislative actions that may impact the City’s financial position and provide updates to the Council.

A dedicated City Council meeting to review the proposed FY 202 5-26 Budget is scheduled for May 6, 2025, with continued discussion planned for May 20, 2025. The public hearing and adoption of the citywide budget and fee schedule are scheduled for June 3, 2025. Per the City’s Charter, the FY 2025-26 Budget must be adopted by June 30, 2025.

$263.5
$273.3
$284.2
$296.2
$307.4
$262.4
$275.7
$286.2
$298.5
$307.6
$200
$220
$240
$260
$280
$300
$320
$340
2025-26 2026-27 2027-28 2028-29 2029-30
Revenue Expenses
Balance/
(Deficit): $1.0 ($2.4) ($2.0) ($2.4) ($0.2) 15 ATTACHMENTS
Attachment 1 – General Fund Projected Spendable Fund Balance FY 2025-26 Attachment 2 – General Fund Financial Forecast FY 2025-26 through FY 2029-30

REVISED CHANGES PROPOSED

REVENUE BUDGET GROWTH BUDGET
NO. CATEGORY FY 24-25 (REDUCTIONS) FY 25-26
1 Sales Tax 64,412,066 (1,031,066) 63,381,000 2 Property Taxes 78,625,921 3,931,092 82,557,013 3 Utility Users Tax 19,639,000 1,163,308 20,802,308 4 Services Charges - Intra City 15,657,042 1,933,453 17,590,495 5 Services Charges 27,858,890 670,904 28,529,794 6 In Lieu of Tax 9,893,000 801,333 10,694,333 7 Interest/Use of Money 4,818,156 (206,000) 4,612,156 8 Parking/Traffic/Other Fines 2,601,000 263,000 2,864,000 9 Transient Occupancy Tax 13,853,000 554,120 14,407,120 10 Building Permits/License Fees 6,902,195 170,336 7,072,531 11 Transient Parking Tax 4,701,000 188,040 4,889,040 12 Business Taxes 2,464,190 73,810 2,538,000 13 Franchises 1,519,650 15,750 1,535,400 14 Intergovernmental Revenues 1,511,018 474,943 1,985,961 TOTAL REVENUES 254,456,128$ 9,003,023$ 263,459,151$ TOTAL RECURRING REVENUES 263,459,151$ (1)

PROPOSED PROPOSED PROPOSED

EXPENDITURE SALARY & BENEFITS MS & S EXPENDITURES
NO. CATEGORY FY 2025-26 FY 2025-26 FY 2025-26
1 City Council (587,013) (1,789,823) (2,376,836) 2 City Manager (3,018,444) (780,044) (3,798,488) 3 City Clerk (1,571,765) (556,649) (2,128,414) 4 City Treasurer (930,877) (197,615) (1,128,492) 5 City Attorney (6,021,336) (505,314) (6,526,650) 6 Management Services (5,474,377) (2,289,285) (7,763,662) 7 Financial Services (6,517,828) (1,304,994) (7,822,822) 8 Parks & Recreation (20,468,233) (16,957,051) (37,425,284) 9 Library Services (7,910,904) (2,980,910) (10,891,814) 10 Community Development (13,734,478) (5,890,174) (19,624,652) 11 Public Works (13,467,773) (6,892,893) (20,360,666) 12 Fire (43,014,657) (7,866,548) (50,881,205) 13 Police (62,000,318) (15,435,525) (77,435,843) 14 Non-Departmental (8,437,918) (5,830,593) (14,268,511) TOTAL EXPENDITURES (193,155,923)$ (69,277,418)$ (262,433,339)$ TOTAL RECURRING EXPENSES (262,433,339)$ (2)
RECURRING BALANCE / (DEFICIT) 1,025,812$ (3) = (1) + (2) Attachment 1

CITY OF BURBANK
Proposed Budget FY 2025-26
---------------------------------------------------------------------END OF RECURRING-------------------------------------------------------------------------------- General Fund Projected Spendable Fund Balance for June 30, 2026 Attachment 1 - Page 1
Attachment 1

CITY OF BURBANK
Proposed Budget FY 2025-26
General Fund Projected Spendable Fund Balance for June 30, 2026

NON-RECURRING
PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2025 28,665,263$ (4) Formal Reserve Adjustment (FY 2025-26) (4,195,294)$ (5) Contribution to Compensated Absences Reserve (FY 2025-26) (77,783)$ (6) ADJUSTED BEGINNING SPENDABLE BALANCE - JULY 1, 2025: 24,392,186$ (7) = (4) thru (6) Non-Recurring Revenue/Use of Resources 1,361,757$ (8) Estimated Budget Savings (FY 2025-26) 5,248,667$ (9) Proposed One-Time Budget Items (3,849,017)$ (10) ERP Ramp-up Contribution (1,202,469)$ (11)
Additional Contribution to CalPERS (5,914,200)$ (12) NET TOTAL NON-RECURRING ITEMS (4,355,262)$ (13) = (8) thru (12) NON-RECURRING BALANCE POST PROPOSED ITEMS 20,036,924$ (14) = (7) + (13) RECURRING BALANCE / (DEFICIT) 1,025,812$ (15) = (3) PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2026 21,062,736$ (16) = (14) + (15) Attachment 1 - Page 2
ITEM

DEPARTMENT DESCRIPTION TOTAL
SALARIES & BENEFITS:

Fire Department 24/7 Ambulance Pilot Program 1,600,000$ Fire Department Fire Recruit Academy 650,000
Management Services Police Recruitment Program 176,620
2,426,620

MATERIALS, SUPPLIES & SERVICES
City Attorney Land Surveyor Consultant 50,000$
Community Development Allied Homeless Services 591,736
Community Development Citywide Professional Real Property Support 150,000 Community Development Plan Check and Building Inspection Consultant Services 260,000 Community Development Records Bureau Digital Scanning Project 175,000 Fire Department Community Outreach and Risk Reduction Programming 35,000 Fire Department Firefighter Recruit Personal Protective Equipment and Supplies 320,000 Library Services Hotspot devices for public lending 4,000 Management Services NeoGov Software 4,000
Parks & Recreation Utility Box Beautification Program1 7,500 Parks & Recreation Military Service Banner Recognition Program 13,000 Parks & Recreation Performing Arts2 50,000
1,660,236

CONTRIBUTIONS TO OTHER FUNDS
Non-Departmental ERP Project Ramp-up 1,022,130
Non-Departmental FY 25-26 Capital Improvement Program (CIP) Projects3 1,522,130 2,544,260
GRAND TOTAL ONE-TIME ITEMS FY 2024-25 6,631,116
1 Funded by Art in Public Places Funds
2 Funded by Performing Arts set-aside
3 Use of RDA Loan Repayment Set-aside ($927,874), Burbank Athletic Federation ($65,000), Park Development ($109,256), Art in Public Places ($420,000) funds towards FY 2025-26 CIP Projects Attachment 1

SCHEDULE A

PROPOSED ONE-TIME ITEMS
GENERAL FUND - FY 2025-26
Attachment 1 - Page 3

2025-26 2026-27 2027-28 2028-29 2029-30
Recurring Items:

Revenues
Sales Tax 63,381 63,077 64,956 66,970 69,100 Property Taxes 82,557 86,685 91,019 95,570 100,349 Utility Users Tax 20,802 22,425 23,210 24,138 24,862 Services Charges - Intra City 17,590 18,558 19,300 20,072 20,775 Services Charges 28,530 29,528 30,414 31,327 32,266 In Lieu of Tax 10,694 11,753 12,223 12,773 13,220 Interest/Use of Money 4,612 4,681 4,728 4,775 4,823 Parking/Traffic/Other Fines 2,864 2,950 3,038 3,130 3,192 Transient Occupancy Tax 14,407 14,983 16,070 17,556 18,434 Building Permits/License Fees 7,073 7,355 7,613 7,879 8,116 Transient Parking Tax 4,889 5,085 5,288 5,500 5,664 Business Taxes 2,538 2,614 2,693 2,773 2,857 Franchises 1,535 1,551 1,566 1,582 1,598 Intergovernmental Revenues 1,986 2,026 2,066 2,108 2,150 Total General Fund Revenues 263,459 $ 273,271 $ 284,185 $ 296,153 $ 307,406 $ Expenditures
City Council (2,377)$ (2,491)$ (2,599)$ (2,692)$ (2,789)$ City Manager (3,798) (3,965) (4,078) (4,186) (4,295) City Clerk (2,128) (2,222) (2,289) (2,352) (2,416) City Treasurer (1,128) (1,178) (1,210) (1,242) (1,273) City Attorney (6,527) (6,806) (6,976) (7,146) (7,314) Management Services (7,764) (8,109) (8,360) (8,595) (8,832) Financial Services (7,823) (8,163) (8,387) (8,605) (8,821) Parks & Recreation (37,425) (39,136) (40,516) (41,766) (43,035) Library Services (10,892) (11,374) (11,720) (12,046) (12,372) Community Development (19,625) (20,498) (21,136) (21,733) (22,332) Public Works (20,361) (21,273) (21,957) (22,592) (23,231) Fire (50,881) (53,729) (55,998) (58,835) (60,893) Police (77,436) (81,395) (84,590) (88,269) (90,919) Non-Departmental (14,269) (15,378) (16,388) (18,476) (19,126) Total General Fund Expenditures (262,433) (275,716) (286,207) (298,536) (307,646) RECURRING BALANCE SUBTOTAL 1,026 $ (2,445)$ (2,022)$ (2,383)$ (241)$ RECURRING BALANCE / (DEFICIT) 1,026 $ (2,445)$ (2,022)$ (2,383)$ (241)$

PROJECTED
General Fund
Financial Forecast FY 2025-26 through FY 2029-30
Proposed Budget FY 2025-26
(Amounts in Thousands)
Attachment 2
Attachment 2 - Page 1
2025-26 2026-27 2027-28 2028-29 2029-30

PROJECTED
General Fund
Financial Forecast FY 2025-26 through FY 2029-30
Proposed Budget FY 2025-26
(Amounts in Thousands)
Attachment 2
Non-Recurring Revenue/Savings Items:

Non-Recurring Revenue/Resources 1,362$
Estimated Annual Budget Savings 5,249 5,514 5,724 5,971 6,153 Non-Recurring Revenue/Savings Total: 6,610 5,514 5,724 5,971 6,153 Plus Est. Beginning Balance June 30th 28,665$ 21,063$ 16,349$ 15,024$ 14,026$ Working Capital Reserve (2,517) (1,992) (1,574) (1,849) (1,366) Emergency Reserve (839) (664) (525) (616) (455) Budget Stabilization Reserve (839) (664) (525) (616) (455) Compensated Absences Reserve (78) -
Adjusted Beginning Balance July 1st 24,392 17,742 13,727 11,941 11,748 Less Non-Recurring Expenses
One-Time Budget Items (3,849)$
ERP Ramp-up (1,202) (1,804) (2,405) (1,503) Contributions to CalPERS (5,914)
Deposit to 115 Trust (2,658)
Subtotal Non-Recurring Items (10,966) (4,462) (2,405) (1,503) -

EXCESS/(DEFICIENCY) OF REVENUE
OVER APPROPRIATIONS 20,037$ 18,794$ 17,046$ 16,409$ 17,901$ PLUS RECURRING BALANCE (ABOVE) 1,026 $ (2,445)$ (2,022)$ (2,383)$ (241)$ ENDING SPENDABLE FUND BALANCE 21,063 $ 16,349 $ 15,024 $ 14,026 $ 17,661 $ FORMAL RESERVE BALANCES 65,608 $ 68,929 $ 71,552 $ 74,634 $ 76,912 $ Attachment 2 - Page 2
Description 2025-26 2026-27 2027-28 2028-29 2029-30
Revenues:

Sales Tax (1.6%) (0.5%) 3.0% 3.1% 3.2%
Property Taxes 5.0% 5.0% 5.0% 5.0% 5.0%
Utility Users Tax 5.9% 7.8% 3.5% 4.0% 3.0%
Services Charges - Intra City 12.3% 5.5% 4.0% 4.0% 3.5% Service Charges 2.4% 3.5% 3.0% 3.0% 3.0%
In-Lieu of Tax 8.1% 9.9% 4.0% 4.5% 3.5%
Interest/Use of Money (4.3%) 1.5% 1.0% 1.0% 1.0%
Parking/Traffic/Other Fines 10.1% 3.0% 3.0% 3.0% 2.0%
Transient Occupancy Tax 4.0% 4.0% 7.3% 9.3% 5.0%
Building Permits/License Fees 2.5% 4.0% 3.5% 3.5% 3.0%
Transient Parking Tax 4.0% 4.0% 4.0% 4.0% 3.0%
Business Taxes 3.0% 3.0% 3.0% 3.0% 3.0%
Franchise Fees 1.0% 1.0% 1.0% 1.0% 1.0%
Intergovernmental Revenues 31.4% 2.0% 2.0% 2.0% 2.0%
Expenditures:

Salaries & Wages* - - - - -
Utilities 5.0% 5.0% 3.0% 3.0% 3.0%
Contracts/Services/Other 3.0% 3.0% 3.0% 3.0% 3.0%
Internal Service Funds 7.0% 5.0% 5.0% 4.0% 4.0%
*confidential
Attachment 2

BUDGET PARAMETERS
Proposed Budget FY 2025-26
Attachment 2 - Page 3
Recurring Recurring One-Time
City Attorney 62,383$ -$ 50,000$ -$ 62,383$ -$ 62,383$ 50,000$ -$ 112,383$ City Manager 47,990$ -$ -$ -$ 47,990$ -$ 47,990$ -$ -$ 47,990$ Community Development 321,689$ -$ 1,001,736$ -$ 321,689$ 168,485$ 153,204$ 1,001,736$ 340,000$ 814,940$ Financial Services -$ 18,374$ -$ -$ 18,374$ -$ 18,374$ -$ -$ 18,374$ Fire Department 316,064$ 30,000$ 355,000$ -$ 346,064$ 66,064$ 280,000$ 2,605,000$ -$ 2,885,000$ Library Services 28,942$ 185,000$ 4,000$ -$ 213,942$ -$ 213,942$ 4,000$ 217,942$ Management Services 30,217$ 30,000$ 4,000$ -$ 60,217$ -$ 60,217$ 180,620$ -$ 240,837$ Non-Departmental -$ 12,400$ -$ -$ 12,400$ -$ 12,400$ -$ -$ 12,400$ Parks & Recreation 90,477$ 463,400$ 20,500$ -$ 553,877$ 116,977$ 436,900$ 20,500$ 7,500$ 449,900$ Police Department 333,188$ 143,340$ 175,000$ -$ 476,528$ 218,000$ 258,528$ 175,000$ -$ 433,528$ Public Works -$ 115,000$ -$ -$ 115,000$ -$ 115,000$ -$ -$ 115,000$ TOTAL 1,230,950$ 997,514$ 1,610,236$ -$ 2,228,464$ 569,526$ 1,658,938$ 4,036,856$ 347,500$ 5,348,294$ Total
One-Time
Revenue
Offset For
One-Time
Requests
Total 25-26
General Fund
Impact
FISCAL YEAR (FY) 2025-26
BUDGET EXCEPTION REQUESTS - General Fund
In Order By Department

DEPARTMENT
Positions/
Overtime MS&S Exceptions Capital
Outlay
Total
Recurring
Revenue
Offset For
Recurring
Requests
Recurring
General
Fund Impact
1 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
CA - 1 F001 Upgrade Senior Assistant City
Attorney to Chief Assistant City
Attorney
The City Attorney's Office requests to upgrade a
Senior Assistant City Attorney to a Chief Assistant
City Attorney. The upgraded position will oversee the
Litigation Unit, including a new Housing Enforcement
Program.
19,190 19,190
CA - 2 F001 Upgrade Deputy City Attorney to
Assistant City Attorney
This upgrade from a Deputy City Attorney to an
Assistant City Attorney is necessary for the
reorganization of the Litigation Unit. It will create
efficiencies while assigning resources to the Housing
Enforcement Program.
43,193 43,193
CA - 3 F001 Land Surveyor Consultant The City Attorney's Office needs a land surveyor firm(s) to assist in real estate transactions.
50,000 50,000
$ 62,383 $ 50,000 $ 112,383
City Attorney
General Fund Total
Non-General Fund Total

SUMMARY OF REQUESTS
2 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
CM - 1 F001 Overtime The Public Information Office has operated the control room for live televised City Council and
various Boards and Commission meetings with the
absence of a budget for overtime. These meetings
often have unpredictable adjournment times and to
ensure fair compensation for control room employees
eligible for overtime, it is recommended an overtime
budget be permanently established for FY 2025-26.
13,625 13,625
CM - 2 F001 New Video Production Associate
(two part-time positions)
Two part-time Video Production Associates are
needed to ensure control room coverage for City
Council meetings and other televised Boards and
Commissions meetings.
34,365 34,365
$ 47,990 $ 47,990
City Manager
General Fund Total
Non-General Fund Total

SUMMARY OF REQUESTS
3 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
CD - 1 F001/
F310
New Parking Services Manager
(Transportation)
The Parking Services Manager is needed to support
the ongoing efforts for parking management
strategies for Downtown Burbank, management of
parking leases, parking permits, parking structures,
and lots. Revenue offset by Fund 310 for $99,731.
199,462 99,731 99,731
CD-2 F001 Upgrade Housing Authority
Manager to Assistant Community
Development Director - Business
and Economic Development
(Affordable Housing)
The Housing Authority Manager is making significant
changes to the City’s relationship with the Burbank
Housing Corporation and is acting as the liaison for
the Fairview project. While these two projects will end in a couple of years, there will be new projects to
replace them as Council continues to desire more
assistance for tenants and increased City regulation.

During the past few years, the Section has also
added 67 Emergency Vouchers and 35 other
Vouchers with additional applications underway.

Further, the section has taken on affordability
agreements for all new development projects that
contain thousands of affordable units. It is no longer
feasible for the Housing Authority Manager to
continue fully working on projects while also
supervising the team, therefore we are requesting an
upgrade to Assistant Director.
9,852 9,852
CD-3 F001 Upgrade Housing Specialist to
Housing Development Manager
(Affordable Housing)
The workload for the current position has increased
with the addition of new vouchers (67 Emergency
Housing Vouchers (EHV), 20 Permanent Supportive
Housing (PSH), and 15 Veterans Affairs Supportive
Housing (VASH). Additionally, the complexity of the
position has increased with two new staff and
additional requirements and regulations from HUD
including several program changes to be
implemented with the next five-year plan. This
position manages a program budget for all voucher
programs of close to $13 million. The complexity of
the workload is comparable to that of the other
Housing development managers within the section.
6,636 6,636
Community Development

SUMMARY OF REQUESTS
4 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Community Development

SUMMARY OF REQUESTS
CD-4 F001 New Intermediate Clerk
(Affordable Housing)
An additional Intermediate Clerk is warranted as the
Housing Division continues to grow, and the number
of calls/emails has increased largely due to
information requested for tenant protections, including the new Tenant Protection Ordinance and Housing
Enforcement unit. Furthermore, as additional
vouchers and housing programs are added, additional
requests for information have been generated.

Lastly, as the work and staffing have increased, so
has the need for tracking and clerical duties including invoicing and payroll for additional programs and
staff. Funding will be 50% from the General Fund
and 50% revenue offset from Housing Urban
Development (HUD).
73,970 36,985 36,985
CD-5 F001/
F105
Upgrade Senior Transportation
Planner to Principal
Transportation Planner
(Transportation)
Position upgrade is needed to manage and implement
projects from new development projects, new capital
improvement projects like the Olive and Magnolia
bridges, Complete Our Streets, and Safer Streets
Burbank. Fund 105 will fund the total cost of the
upgrade.
12,779 12,779
CD-6 F001/
F104/
F105
Upgrade Senior Transportation
Planner to Principal
Transportation Planner
(Transportation)
Position upgrade is needed to manage and implement
projects from new development projects, new capital
improvement projects like the Olive and Magnolia
bridges, Complete Our Streets, and Safer Streets
Burbank. Funds 104 and 105 will fund the total cost of
the upgrade.
12,779 12,779
CD-7 F001 Real Property Support Services
(Real Estate)
Real Estate is requesting $150,000 in one-time funds
to support the increased volume of Citywide
professional real property support services. For FY
2025-26, Real Estate conservatively projects ten site
surveys at an average cost of approximately $8,000
each ($80,000 total) and ten fair market appraisals at
an average cost of approximately $7,000 each
($70,000 total).
150,000 150,000
5 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Community Development

SUMMARY OF REQUESTS
CD-8 F001 Upgrade Building Inspector II to
Senior Code Compliance
Inspector (Building and Safety)
Requesting an upgrade of a Building Inspector II
position to a Senior Code Compliance Inspector. As
building permits and construction continue with
significant developments such as the Airport
Replacement Passenger Terminal project, the
Warner Brothers Ranch Lot development, and the
Pickwick residential development, support is needed
to efficiently inspect projects to ensure that projects conform to code and adhere to plans. Additional
ordinances have been put into place which require a
higher level of assessment by Code Compliance. This
request also supports the City Council's goal to retain quality employees. The upgrade cost is fully offset by
permit and citation revenue.
6,211 6,211
CD-9 F001 Consultant Services (Building
and Safety)
Funds are needed to retain consultant services to
support the plan check and building inspection
functions. As building permits and construction
continue with significant developments such as the
Airport Replacement Passenger Terminal project, the
Warner Brothers Ranch Lot development, and the
Pickwick residential development, support is needed
to efficiently inspect projects to ensure they conform
to code and adhere to plans. This request is
supported by building revenue, including permit
revenue which has consistently exceeded budgeted
estimates and code enforcement inspection revenue
from citations.
260,000 260,000
6 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Community Development

SUMMARY OF REQUESTS
CD-10 F001 Allied Homeless Services Homelessness continues to be a persistent and complex issue nationwide, particularly in major
metropolitan areas such as Los Angeles. In Burbank,
the number of individuals experiencing homelessness
has remained relatively stable in recent years.

However, the community has seen a recent uptick
and some fluctuation that could be due to changes
happening at the County of Los Angeles level and
with the local continuum of care. In preparation,
Council has requested an increase in homeless
outreach services. These funds will be used to
increase the current outreach with Allied Universal
from three contractors to five. The total cost will be
offset by $80,000 from Private Contractual Services.
591,736 80,000 511,736
$ 321,689 $ 1,001,736 383,196 $ 940,229
125,289$
General Fund Total
Non-General Fund Total
7 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
FN - 1 F001 Other Professional Services
Increases
Increased funding is needed to address professional
service agreement cost increases for financial
reporting and audit services.
18,374 18,374
$ 18,374 $ 18,374
Finance Department
General Fund Total
Non-General Fund Total

SUMMARY OF REQUESTS
8 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
FD - 1 F001 Backfill for 24/7 Ambulance Pilot The Fire Department is requesting funding to expand its current peak-hour ambulance pilot program from a
40-hour assignment to a 24/7 schedule, staffed with
two firefighters/paramedics per shift for one year. The Department has operated with three rescue
ambulances as part of its deployment model since
2000, and call volume has increased substantially
during that time. Since July 2024, the 40-hour
ambulance pilot program has demonstrated an
increase in EMS transport capacity and ambulance
availability in the City of Burbank, and the Department continues to evaluate the efficacy of adding a fourth
rescue ambulance to its deployment model by
extending this pilot program for another year.
1,600,000 1,600,000
FD - 2 F001 Firefighter Recruit Academy
Staffing
The Fire Department diligently attempts to project
retirements and promotions in effort to proactively
plan for the recruitment and training of new
firefighters. By aiming to maintain full staffing levels, the Department can limit forced overtime hours and
promote recruitment and retention. This request
encompasses staffing costs related to a Firefighter
Recruit Academy.
650,000 650,000
FD - 3 F001 Firefighter Recruit Academy
Personal Protective Equipment
and Supplies
The Fire Department diligently attempts to project
retirements and promotions in effort to proactively
plan for the recruitment and training of new
firefighters. By aiming to maintain full staffing levels, the Department can limit forced overtime hours and
promote recruitment and retention. This request
encompasses costs related to personal protective
equipment, supplies, and background investigations
for a Firefighter Recruit Academy.
320,000 320,000
Fire

SUMMARY OF REQUESTS
9 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Fire

SUMMARY OF REQUESTS
FD - 4 F001 Administrative and Clerical
Reorganization
The Burbank Fire Department requests to upgrade
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 in anticipation of expanded
job duties related to increased inspection and billing
activity, the implementation of in-house billing
procedures to provide improved customer service to
the community, and administrative support for state-
mandated monitoring of Department hazard mitigation
and life safety activities. The Department also aims to create operational redundancy, enable developmental
and promotional opportunities for civilian
administrative staff, and promote retention in light of high turnover amongst clerical and administrative
support staff in recent years.
66,064 66,064
FD - 5 F001 Community Outreach and Risk
Reduction Programming
The Fire Department is requesting funding for
materials and supplies costs related to community
outreach and risk reduction programming for Fiscal
Year 2025-26, to include expanded public education
on fire and life safety, staff training to facilitate
community workshops and administer life safety
programming, and recruitment initiatives to introduce
youth to the fire service.
35,000 35,000
FD - 6 F001 Overtime Phase IV The Fire Department is requesting part four of a phased increase to its overtime budget for Fire
Suppression and EMS personnel. This increase will
address funding gaps created during periods of
budget reductions and aims to achieve an allocation
that is commensurate with anticipated operational
needs and overtime costs in future fiscal years.
250,000 250,000
10 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Fire

SUMMARY OF REQUESTS
FD - 7 F001 Brush Clearance for Parcel
Donation
This request encompasses brush clearance and
vegetation management costs for 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. Due to the parcels'
location in a designated Very High Fire Hazard
Severity Zone (VHFHSZ) adjacent to the Verdugo
Mountains Open Space and their proximity to
residential areas, the Burbank Fire Department must
conduct annual brush clearance and vegetation
management on this property in compliance with the
California Government Code and Burbank Municipal
Code. This maintenance is estimated to cost $30,000
per year, and costs are based on factors such as
acreage, grade, and manual labor required to conduct
brush clearance and vegetation management in this
hillside area.
30,000 30,000
$ 346,064 $ 2,605,000 $ 66,064 $ 2,885,000General Fund Total Non-General Fund Total
11 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
IT - 1 F537 Department Reorganization The Information Technology (IT) Department is in the final phases of a multi-year reorganization to
modernize its structure, processes, and operations,
aligning them with current technology and
organizational objectives. This reorganization
includes updating existing job specifications and
implementing new ones to better align with the
required job functions and responsibilities of each
position. This year, IT is requesting to upgrade three
positions associated with the reorganization: one
Network Support Analyst III to Network Support
Analyst IV, one Lead Technology Product Manager to
Principal Technology Product Manager, and one
Information Security Analyst to IT Security Manager.

By aligning these positions with current
responsibilities and industry standards, the
department will be better equipped to drive
innovation, improve efficiency, and contribute to the
City’s long-term technological goals.
112,600 112,600
Information Technology

SUMMARY OF REQUESTS
12 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Information Technology

SUMMARY OF REQUESTS
IT - 2 F537 Two New Client Technology
Specialists
The IT Service Desk is the City’s central hub for
managing and resolving IT issues, serving as the
primary point of contact for users technical support.

The team supports over 1,500 city personnel, over
1,800 desktop and laptop computers, and various
critical software, network, and data systems. Handling
over 12,000 service requests annually, the Service
Desk is responsible for incident resolution (e.g.
hardware problems, software troubleshooting,
network outages), equipment deployment, and asset
management. Staff assess incident severity and
urgency to ensure timely resolutions, minimizing
service disruptions. The team also maintains a robust
knowledge base of City systems with Frequently
Asked Questions (FAQs), how-to guides, and other
resources and facilitates communication between IT
staff and end-users. As the City’s technology footprint and workforce have expanded, additional Client
Technology Specialists are needed to maintain
adequate response times to incidents and high-quality
customer support. Increasing the Service Desk staff
from four to six positions will enhance service
delivery, improve user experience, and support the
City’s continued IT growth.
245,898 245,898
358,498$ 358,498$
General Fund Total
Non-General Fund Total
13 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
LB - 1 F001 Private Contractual Services
- Outreach and Security
To provide outreach and security ambassadors at
Library branches who support the Library with de-
escalation, education, and enforcement of Library
Rules of Conduct.
150,000 150,000
LB - 2 F001 Upgrade Social Services
Supervisor from .500 to 1.000
FTE - partial offset from
allocation changes
Upgrade Social Services Supervisor position from
.500 FTE to 1.000 FTE for the Library Services
Department. This is partially offset from position
allocation adjustments reflecting current staffing
levels. (Librarian to Library Assistant, Library
Assistant allocation from .625 FTE to .500 FTE, and
Library Associate from .600 FTE to .575 FTE).
28,942 28,942
LB - 3 F001 Private Contractual Services
- Job Fair and Workforce-
Related Events
Equipment, rental, speaker fees, professional
services, catering, supplies, and advertising for
industry-related job fairs and workforce development
events throughout the year. The Department hosted a
successful Media Industry Job Fair and Expo on
August 1, 2024, with over 3,500 attendees and in
collaboration with 50 partners. A recurring expense
would allow the Department to continue executing
large-scale and small-scale events to connect job
seekers and employers based on industry needs.
35,000 35,000
LB - 4 F001 Library Materials - Technology The Library has seen increasing demand for circulating technology. This will provide a total of 50 hotspot devices for public lending to better ensure
greater access for digital equity.
4,000 4,000
$ 213,942 $ 4,000 $ 217,942
Library
General Fund Total
Non-General Fund Total

SUMMARY OF REQUESTS
14 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
MS - 1 F001 Upgrade two Intermediate Clerks
to Human Resources Technician
I positions
The Employment Services section handles an
abundance of human resources related, confidential,
complicated, and timely requests pertaining to
employment activities that are critical to the success
of recruitment and onboarding processes. The
Intermediate Clerk position has evolved and
upgrading this position will not only allow staff to
continue to meet our customers' needs in a timely
manner but will also increase the efficiency across
the section, establish critical back-ups, and improve
City services overall. Additionally, elevating the
position to Human Resources Technician I provides a
more attractive career trajectory and assists with
employee retention. Reducing employee vacancy
rates and recruiting and retaining quality employees is a City Council goal that Management Services strives
to meet.
18,537 18,537
MS - 2 F001 Upgrade Work Trainee I to
Intermediate Clerk
The Employment Services section handles an
abundance of human resources related, confidential,
complicated, and timely requests pertaining to
employment activities which is critical to the success
of recruitment and onboarding processes. The overall
work of the Work Trainee I has evolved. Upgrading
this position will not only allow staff to continue to
meet our customers’ needs in a timely manner,
increase the efficiency across the section, and assist
with employee retention. Reducing employee vacancy
rates and recruiting and retaining quality employees is a City Council goal that Management Services strives
to meet.
11,681 11,681
Management Services

SUMMARY OF REQUESTS
15 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Management Services

SUMMARY OF REQUESTS
MS - 3 F530 ADA Case Management
Support
The City Council previously approved a one-time
allocation of $150,000 for the Management Services
Department's Labor Relations section to hire a
consultant for a one-year pilot program to assess their ability to ensure compliance with the Americans with
Disabilities Act (ADA) by helping to manage the City's
high volume of ADA cases. The pilot program has
proven highly effective, demonstrating the significant
value of having a dedicated ADA consultant. Their
specialized expertise has strengthened the City's
ADA program, thereby reducing liability risks by
ensuring compliance with legal requirements under
ADA. The consultant's insights have also supported
Management Services Department (MSD) staff in
creating a more positive and cohesive experience for
employees, particularly where ADA, Workers'
Compensation, and Family and Medical Leave Act
(FMLA) programs intersect. To maintain these
benefits, MSD is requesting ongoing funding for ADA
case management support. This funding would be
included in the General Liability fund, reflecting ADA's essential role in mitigating liability risks for the City. 300,000 300,000
16 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Management Services

SUMMARY OF REQUESTS
MS - 4 F530
50%
Fund
531
50%
New Administrative Analyst II (Z) Management Services previously hired a consultant to support the City's sole ADA Coordinator, an
Administrative Analyst II in Labor Relations, in
managing the City's high volume of ADA cases. With
the consultant’s guidance, the ADA Coordinator has
strengthened the ADA program and greatly enhanced
the employee experience by streamlining navigation
through the interconnected systems of ADA, Workers’
Compensation (WC), and the FMLA. To sustain and
expand these improvements, staff is requesting
funding for a full-time position in the Management
Services Department. This position would be split
between WC and General Liability, to continue
strengthening the City's compliance with legal
obligations, reducing liability risks, and creating a
more seamless and cohesive experience for
employees. Furthermore, this position will allow the
current Administrative Analyst II to assist with the
heavy workload in Labor Relations, ensuring
adequate support across these critical functions.
123,004 123,004
MS - 5 F530 Insurance Due to the volatile insurance market for public agencies, staff is seeking additional funding to cover
anticipated increases across various insurance
categories, encompassing citywide property
coverage, power generation, property insurance,
cyber liability, environmental liability, auto physical damage, earthquake, and crime insurance.
600,000 600,000
MS - 6 F530 Judgments - Uninsured
Losses
The City self-insures the first $1 million for each
liability claim. As legal and medical costs continue to rise, and with the increasing frequency of complex
claims, allocating additional funds ensures the City
has sufficient funds to cover these costs and any
unexpected spikes in claims activity or litigation
expenses.
500,000 500,000
17 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Management Services

SUMMARY OF REQUESTS
MS - 7 F531 Workers' Compensation
Insurance: Claim Payments
The cost of medical treatment, ancillary services, and
litigation defense has risen over the past few years.

Additionally, the increase is to allow for claim
settlements.
209,000 209,000
MS - 8 F531 Software and Hardware The request is essential to keep up with the annual increases of the City's claims management software,
purchase additional modules to enhance the
software, and purchase support hours to address and
mitigate challenges. Continuous investment now will
prevent costly disruptions and enable long-term
productivity improvements.
25,000 25,000
MS - 9 F001 Medical Services In response to the higher costs for pre-employment and promotional medical examinations, additional
funds are requested. This will allow the City to
continue to recruit and promote employees without
delay and ensure compliance with health and safety
standards for medical examinations.
25,000 25,000
MS - 10 F001 Software and Hardware Due to an increase in cost for Neogov, the software used for Recruitment and Onboarding, and as part of
Management Services ongoing efforts to ensure
operational efficiency in Recruitment and Selection,
additional funds are requested. The additional funds
are essential to maintain our recruitment capabilities. 4,000 4,000
MS - 11 F001 Private Contractual Services Due to an increase in cost for examination testing services, and as part of Management Services'
ongoing efforts to ensure operational efficiency in
Recruitment and Selection, additional funds are
requested for our private contractual services. The
additional funds are essential to maintain our
recruitment capabilities.
5,000 5,000
18 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
Management Services

SUMMARY OF REQUESTS
MS - 12 F001 Two New Human Resources
Technician I Positions and
Overtime
Recruitment staff within Management Services
continues to aggressively assist the Police
Department with recruitment efforts to fill sworn
vacancies. We are requesting funds for the salaries
of two temporary HR Tech I positions for the FY 2025-

26. In addition, staff is requesting overtime costs for four hours per month for one permanent HR
Technician I and one permanent HR Technician II
($5,000), as these permanent positions assist with
PD examinations outside of their regular workweek.
176,620 176,620
MS - 13 F530 Training Provides training to keeping with industry changes presented at conferences, seminars, and workshops.

Training includes but is not limited to Public Agency
Risk Management Associates (PARMA), Public Risk
Management Association (PRIMA), and the
Combined Claims Conference (CCC).
1,500 1,500
MS - 14 F530 Travel Additional funds are needed for attendance at out-of- town conferences and special meetings (Public
Agency Risk Management Association (PARMA),
Public Risk Management Association (PRIMA), and
Combined Claims Conference (CCC)) in order to
keep abreast of legislative/industry changes.
750 750
MS - 15 F530 Miscellaneous Expenses Provides funds for miscellaneous supplies, meals, parking fees, and mileage reimbursement.
250 250
MS - 16 F531 Training Increasing the budget is crucial to ensure that employees and management remain well-versed in
the latest regulations, compliance requirements, and
best practices. The overall cost of training has
increased. Additionally, the increase is to afford
training for new staff that has joined the City.
500 500
$ 60,217 $ 180,620 $ 240,837
$ 1,760,004 $ 1,760,004
General Fund Total
Non-General Fund Total
19 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue Offset/
Accumulated
Depreciation
Fiscal
Impact
ND - 1 F001 Employee Appreciation Week Staff requests a recurring amount of $10,000 to support the annual Employee Appreciation Week
events. This request accounts for increased costs
associated with the annual employee breakfast,
including vendor services and food expenses. The
City is committed to maintaining this event to show
appreciation to employees and boost overall morale.

Employee Appreciation Week serves as an
opportunity to celebrate the contributions of our
workforce while reinforcing the City’s mission and
values. This funding will ensure the continuation of
meaningful recognition efforts that foster a positive
workplace culture and demonstrate our dedication to
employee well-being.
10,000 10,000
ND - 2 F001 Parking Citation Mediation
Private Contractual Services
Increase
The increase addresses rising agreement expenses
and ensures continued access to professional
services. The current cost structure no longer covers
the administrative and legal requirements associated
with parking citation disputes. Adjusting the fees will ensure that the hearing officer(s) are fairly
compensated for their expertise and time. This
adjustment will also help sustain the program while
minimizing the financial impact on the City's budget.
2,400 2,400
$ 12,400 $ 12,400
Non-Departmental
General Fund Total
Non-General Fund Total

SUMMARY OF REQUESTS
20 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue Offset/
Accumulated
Depreciation
Fiscal
Impact
PR - 1 F001 Park Patrol Program Following the successful launch of the Park Patrol Pilot program in November 2024, the department
seeks ongoing funding to sustain and enhance the
program. This request includes funding for four
Security Ambassador contract positions, ensuring
comprehensive security services across City parks.

Strengthening this program will enhance safety
measures and improve the overall experience for
park users citywide. Upgrading an existing
Administrative Analyst II position to Senior
Administrative Analyst will more accurately reflect
the role’s expanded responsibilities, improve
operational efficiency, and provide a dedicated staff
member to oversee and manage the program, and
serve as the department's homelessness liaison.
350,000 350,000
PR - 2 F534 Tree Trimming Services The City's Urban Forest is one of the most important and valuable assets. Preserving and properly
maintaining mature trees plays a vital role in
removing carbon dioxide (CO2) from the
atmosphere. Many of the City's trees are original
plantings from when the neighborhoods were
developed. Mature trees require exponentially more
maintenance. To successfully maintain mature trees
and meet residents' expectations of timely services,
this request will pay for the private tree trimming
service provider that supports the Forestry division.
500,000 500,000
PR - 3 F534 Aquatic Slides Maintenance Additional funds are requested for annual slide maintenance at the Verdugo Aquatic facility. This
maintenance ensures the safety, functionality, and
longevity of the slides, providing a secure and
enjoyable experience for all visitors.
31,000 31,000
Parks and Recreation

SUMMARY OF REQUESTS
21 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue Offset/
Accumulated
Depreciation
Fiscal
Impact
Parks and Recreation

SUMMARY OF REQUESTS
PR - 4 F001 Veterinarian
Services Contract
Additional funds are needed to pay for the
veterinarian services contract due to the increase in
the number of animal in-takes at the Animal Shelter.

Since 2020, there has been a 48 percent increase in
animals received. In 2024, the Volunteers of the
Burbank Animal Shelter (VBAS) assisted by
providing specialized medical services for serious
medical issues in the amount of $253,000.
50,000 50,000
PR - 5 F001 Military Service Banner
Recognition Program
The Military Service Recognition program has been
on hold since 2022 due to wind load concerns of the
light standards. Burbank Water and Power (BWP)
approved specific hardware to resume the street
pole banner program. Funds are needed to replace
and maintain all 50 banners and the corresponding
new hardware.
13,000 13,000
PR - 6 F001 Cellular Services Funding is required to ensure reliable cellular connectivity for field equipment used by department
staff in the Animal Shelter and Afterschool Daze
programming.
5,600 5,600
PR - 7 F001 Contractual Obligations This funding request is for contractual obligation increases with various organizations based on the
Consumer Price Index (CPI) including the Burbank
Unified School District (BUSD) Joint Use Agreement,
Catholic Charities Temporary Worker Center, and
Parkwood Landscape Services.
31,300 31,300
PR - 8 F001 Work Trainees To maintain quality supervision and ensure the safety of participants in the After School Daze (ASD)
program, additional Full-Time Equivalents (FTEs)
are needed to expand the substitute staffing pool on
an as-needed basis. This request is fully revenue-
offset through an increase in ASD registration fees,
ensuring no impact on the General Fund while
enhancing program reliability and support. This
request is a Revenue offset.
49,784 49,784
22 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue Offset/
Accumulated
Depreciation
Fiscal
Impact
Parks and Recreation

SUMMARY OF REQUESTS
PR - 9 F001 Day Camp Programming -
Rec Leader Increase
To meet the community need for additional full-day
camp offerings, the Art Experiences Summer Camp
will shift from a half-day model to a full-day model in Summer 2025. Additional funds are needed for camp
materials and field trips transportation in Summer
2026. Revenue Offset.
24,834 24,834
PR - 10 F001 Aquatic Contract Class, Upgrade
Recreation Supervisor to
Aquatics Supervisor
The Department provides engaging classes through
third-party Contract Instructors using an Instructional Services Agreement (ISA). Through an ISA, the
Department generates revenue by splitting all
registration fees with the contractor. These classes
include Breakthrough Sports Aquatics classes, and
Aqua Fitness classes. The increasing demand for
swim lessons, fitness classes, and recreational swim
has highlighted the need for additional leadership
and supervision to maintain safe and efficient
operations. The upgraded Aquatics Supervisor
position will provide consistent oversight, enhance
emergency response capabilities, and ensure strict
adherence to safety protocols. By adding this role,
we can continue delivering high-quality aquatic
programs while prioritizing participant safety and
program effectiveness. Revenue offset.
23,345 23,345
PR - 11 F001 Upgrade Work Trainee I to
Recreation Leader
Upgrading the Betsy Lueke Creative Arts Center
(BLCAC) Work Trainee I position to Recreation
Leader to better reflect the scope of work. Revenue
offset by an increase in Art Classes fees.
3,083 3,083
PR - 12 F001 Upgrade Intermediate Clerk to
Senior Clerk
Funding is requested to upgrade the Intermediate
Clerk position to Senior Clerk, aligning with the
expanded responsibilities of coordinating parks,
facilities, and large event permits.
8,932 8,932
23 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue Offset/
Accumulated
Depreciation
Fiscal
Impact
Parks and Recreation

SUMMARY OF REQUESTS
PR - 13 F001 Art in Public Places Utility Boxes The Art in Public Places (APP) Committee recommends that $7,500 of Public Art funds
(restricted dollars) be allocated to fund Phase 9 of
the Burbank Cultural Arts Commission's (BCAC)
Burbank Arts Utility Box Beautification Program. This
request will be used to commission the artists to
paint six additional utility boxes along Verdugo
Avenue. BCAC remains committed to raising
additional funding for ongoing maintenance and the
artist reception. Revenue offset by APP funds.
7,500 7,500
PR - 14 F001 Burbank Community Sports
Events
The Department is expanding community events at
local professional sporting facilities in FY 2025-26.

City of Burbank LA Lakers Night will be added to the
annual City of Burbank Dodgers, LA Clippers, LA
Kings, and LA Galaxy Days events. Revenue offset.
7,000 7,000
$ 553,877 $ 20,500 $ 124,477 $ 449,900 $ 31,000 $ 500,000 $ 531,000
General Fund Total
Non-General Fund Total
24 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue Offset/
Accumulated
Depreciation
Fiscal
Impact
PD - 1 F001 Additional Funding to Pay for
Increased Citation Processing
Fees
Additional funding is required 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. The expanded enforcement
efforts have led to increased administrative and
operational costs for processing these citations.
120,000 120,000
PD - 2 F001 Parking Enforcement
Representatives for
Downtown Parking
Management Plan
On November 19, 2024, the City Council approved
parking management strategies for Downtown
Burbank. The Department is requesting funding to
cover parking enforcement services related to these
strategies, including funding for three (3) parking
enforcement representatives who will be assigned to
the Downtown Burbank area to support the approved
parking management strategies.
317,948 98,000 219,948
PD - 3 F001 Professional Services
Agreement
This subscription was included in the Department’s
previous Computer-Aided Dispatch (CAD)/Records
Management System (RMS) contract but was not
carried over into the new contract with Versaterm.

The web-based, cross-jurisdictional data exchange
software improves collaboration by enabling regional
data sharing for more efficient crime investigations. It provides real-time access to crime data, allowing the
Department to address crime trends and enhance
public safety. The software is crucial for maintaining
the Department's operational effectiveness and
public safety initiatives.
23,340 23,340
PD - 4 F001 Records Bureau Digital
Scanning Project
Funding for the Police Records Bureau digital
scanning project is essential to modernize record-
keeping and improve efficiency. Digitizing records
will enhance accessibility, reduce physical storage
needs, and ensure long-term preservation of critical
documents. This project will streamline retrieval
processes, allowing staff to quickly access important
records for investigations and public requests.

Investing in digital scanning aligns with the
Department’s commitment to leveraging technology
for improved operations and public service.
175,000 175,000
Police Department

SUMMARY OF REQUESTS
25 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue Offset/
Accumulated
Depreciation
Fiscal
Impact
Police Department

SUMMARY OF REQUESTS
PD - 5 F001 Upgrade Police Technician to
Police Records Technician
The Department is seeking to upgrade one Police
Technician position to a Records Technician to
improve records management efficiency, ensure
compliance with data retention policies, and enhance
support of the Department’s operations.
15,240 15,240
PD - 6 F532 Helicopter Appropriation On November 19, 2024, Council approved an agreement to purchase an Airbus H125 helicopter
for the Burbank Glendale Police Joint Air Support
Unit. The Department is requesting the remaining
balance from the Vehicle Replacement Fund, which
is due upon delivery in December 2025. The reserve
fund fully covers the cost of the new helicopter.
2,377,875 2,377,875
$ 476,528 $ 175,000 $ 218,000 $ 433,528 $ 2,377,875 $ 2,377,875
General Fund Total
Non-General Fund Total
26 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset/
Accumulated
Depreciation
Fiscal
Impact
PW - 1 F532 FY 2025-26 Vehicle
Equipment Replacement List
Fund 532 items scheduled for replacement in FY
2025-26. 118 fully depreciated pieces of equipment
are scheduled for replacement and 88 replacements
have been deferred because they are well-maintained
and/or have low mileage or infrequent use, so they do
not need to be replaced at the end of their forecasted
usable life. High-impact replacements include one
Fire engine, one Fire patrol truck, a concrete mixer
truck, and two aerial lift trucks.
11,480,895 11,480,895
PW - 2 F498 Replace 2015 (1) and 2016 (6)
Autocar ACX's
These side loader refuse trucks have reached the
end of their useful lives and will be replaced with front load Curotto Can trucks. These new trucks are
ergonomically better for our drivers and should help
reduce accidents, since the driver can see the carts
being picked up at the front of the vehicle rather than on the side and behind them.
5,250,000 2,391,068 2,858,932
PW - 3 F498 New Organics Shredder This organics shredder completes the trommel and pick station system that was purchased in FY 2024-

25. The shredder sits at the end of the operation and
grinds remaining organics and larger wood debris.

Currently, the debris is hauled off separately from our organics, adding to expenses. The shredder grinds
down these larger items, increasing the amount of
compost created and reducing hauling costs.

Additionally, a shredder will be needed when the
Landfill starts its composting operation, which will
keep organics in the City.
800,000 800,000
PW - 4 F498 Upgrade Utility Worker to
Household Hazardous Waste
Technician
This request is to upgrade a Utility Worker position to the newly established Household Hazardous Waste
Technician position. This position assists with drop-
off operations at the Recycle Center to help ensure
that the City remains in compliance with federal,
state, and local regulations related to household
hazardous/universal waste. The Household
Hazardous Waste Technician will also log data from
universal and electronic waste drop-offs and
shipments.
12,153 12,153
Public Works

SUMMARY OF REQUESTS
27 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset/
Accumulated
Depreciation
Fiscal
Impact
Public Works

SUMMARY OF REQUESTS
PW - 5 F498 Upgrade Utility Worker to
Household Hazardous Waste
Leadworker
This request is to upgrade a Utility Worker position to the newly established Household Hazardous Waste
Leadworker position. This position oversees the drop-
off operations at the Recycle Center to ensure that
the City remains in compliance with federal, state,
and local regulations related to household
hazardous/universal waste, as well as tracks data on
universal waste and supervises the Household
Hazardous Waste Technician.
45,404 45,404
PW - 6 F498 Upgrade six temporary part-time
Solid Waste Truck Operators to
three full-time
Public Works requests to upgrade six of the seven
budgeted temporary part-time Solid Waste Truck
Operator positions to three full-time positions.

Training new Operators is time-consuming and costly;
Solid Waste has to re-train temporary Operators
every six months. Investing in full-time Operators will help ensure employee longevity and reduce
accidents. Besides handling their routes, full-time
employees can learn to cover other routes, which is
important for coverage.
109,711 109,711
PW - 7 F498 Upgrade Part-Time Solid Waste
Truck Operator to Full-Time
Utility Worker
Public Works requests to upgrade the seventh
of seven temporary part-time Solid Waste
Truck Operator position to one full-time Utility
Worker. This temporary position is generally
underfilled as a Utility Worker and handles
mattress and electronic waste collection, and the
delivery of carts and bins. A full-time position
helps reduce training costs and accidents.
33,409 33,409
PW - 8 F498 New Utility Worker This Utility Worker position is urgently needed at the Burbank Landfill to assist in maintaining 86 acres
of landscaping, which was previously performed
by a contractor at $250,000 per year. The Landfill
currently has a temporary agency employee
performing these duties; the hourly rate with
markup is about $33.00 per hour; a Utility Worker
is about $34.00 per hour (including benefits).
71,088 71,088
28 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset/
Accumulated
Depreciation
Fiscal
Impact
Public Works

SUMMARY OF REQUESTS
PW - 9 F498 New Solid Waste Leadworker A new Solid Waste Leadworker position is needed immediately to assist an overburdened management
team in Solid Waste Collection, assisting in leading
approximately 30 employees for residential and
commercial accounts. The implementation of State
mandates, as well as the new billing systems
overseen by BWP, has proven to be challenging at
current staffing levels. Additionally, this will allow for a better balance of direct reports and succession
planning in the Solid Waste Section.
112,052 112,052
PW - 10 F001 Custodial - Private
Contractual Services
Requesting an increase to fund temporary staffing
needs and rising labor costs, including an upcoming
minimum wage increase of 15 percent. Over the past
few years, there has been an increase in temporary
labor costs to support Parks and Recreation summer
programs, specialized/non-routine cleaning, and labor
support to cover vacancies and long-term injury
leave. This account has not had additional funding
since FY 2008-09 when it was increased for services
at the Police/Fire parking structure and exterior lot.
100,000 100,000
PW - 11 F001 Custodial - Supplies Requesting an increase to fund the rising costs of custodial supplies. This account has not been
increased since FY 2008-09 to add funding for the
completion of the Community Services Building and
Ovrom Park Recreation Center. Furthermore, the
higher-than-normal inflation in recent years has
significantly increased the price of frequently
purchased supplies.
15,000 15,000
$ 115,000 $ 115,000
$ 383,817 $ 17,530,895 $ 2,391,068 $ 15,523,644 General Fund Total
Non-General Fund Total
29 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-1 F496 /
F497
Upgrade Assistant General
Manager (Power Supply) to New
Proposed Z position (Chief
Assistant General Manager)
BWP requests to upgrade a current Assistant
General Manager position to a proposed Z
position titled "Chief Assistant General
Manager". The BWP General Manager (GM)
currently has ten direct reports, which is
relatively high compared to surrounding
municipalities. The upgraded position of Chief
Assistant General Manager (AGM role) will be
tasked with reducing the direct reports from
the GM to a more manageable count while
also serving as second-in-command in the
absence of the General Manager.
96,907 96,907
BW-2 F496 /
F497
Upgrade Customer Service
Representative III to Manager
Customer Service Operations
BWP requests to upgrade a Customer Service
Representative (CSR) III position to a
Manager, Customer Service Operations
(MCSO). As attrition creates vacancies in the
CSR III position, staff is proposing to fill one of
these vacancies with MCSO. This position will
manage staff, implement process
improvements and new technology, and
develop, monitor, and report on performance
metrics and reporting, to reduce customer hold
times and improve accurate and timely billing.
83,041 83,041
BW-3 F496 /
F497
Upgrade Customer Service
Representative III to Customer
Service Supervisor
BWP requests to upgrade a CSR III position to
a Customer Service Supervisor (CSS). As
attrition creates vacancies in the CSR III
position, staff is proposing to fill one of these
vacancies with a CSS. With state mandates,
BWP expects an increase in new development
and each new account requires coordination
with other city departments to accurately set
up new services and accounts.
19,899 19,899
Burbank Water and Power

SUMMARY OF REQUESTS
30 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-4 F496 /
F497
Upgrade Customer Service Rep
II to Customer Service Rep III (2)
BWP requests to upgrade two Customer
Service Representative (CSR) II positions to
CSR III positions. As attrition creates
vacancies in the CSR II position, staff is
proposing to fill these vacancies with CSR III
positions. The CSR III position is a lead
position with the knowledge and skills to
perform and train on all tasks in the customer
service field These positions will reduce
customer hold times and improve accurate and
timely billing.
45,634 45,634
BW-5 F496 /
F497
New Financial Analyst There are existing tasks that have increased in volume and new recurring tasks that the BWP
Finance team has incorporated into its ongoing
business procedures to provide high-quality
fiscal support to BWP divisions, the General
Manager, and the BWP Board. Some of these
tasks include ongoing monitoring of the BWP
Finance Division budget variances, providing
support for preparing staff reports and
presentations, support with the preparation
and analysis of the biennial budget process,
support with fiscal year-end tasks, general
ledger reconciliations, as well as other ad hoc
reporting and inquiries.
158,838 158,838
BW-6 F496 /
F497
New Security Guard BWP operates a 24/7 business operation, which requires 24/7 security coverage that
includes providing first level customer service
phone support for numerous city departments.

BWP currently has a staff of four full-time
security guards. Recent events have resulted
in an increased threat level, with several
crimes occurring on or near BWP facilities.

Adding an additional security guard will allow
BWP staff to increase our security coverage
and preparedness for these threats.
85,990 85,990
31 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-7 F496 /
F497
New Senior Utility Business
System Analyst
BWP requests to add a Senior Utility Business
Systems Analyst for its Business Applications
section. This lead position will support
business system applications and process
improvements to improve the customer
experience and lower costs for our rate
payers. This experienced lead will serve as
project manager for large scale customer
service application projects and software
upgrades, supervise, assess and solve
complex business process issues, and
oversee the integration of new technologies to
boost efficiencies within business applications.
158,166 158,166
BW-8 F496 /
F497
New Utility Business System
Analyst
BWP requests to add a Utility Business
Systems Analyst for the Business Applications
section, supporting Customer Service. This
position will support business system
applications and process improvements to
improve the customer experience and lower
costs for our rate payers. This position will
perform testing, provide documentation to
implement software upgrades and service
enhancements through large scale customer
service application projects.
133,894 133,894
BW-10 496 New Principal Engineering
Technician
BWP requests to add a Principal Engineering
Technician to its Electrical Engineering
section. The introduction of AB 2234 placed
pressure on service planners to be detailed in
reviewing plans in the limited time of an initial
review. Average lead times are currently at 3
weeks - with the addition of this position BWP
is targeting an average of 1-week lead time.

The fiscal impact of this position will be offset
by the updated Aid-in-Construction flat fees
and newly implemented service fees that
developers are now paying as part of their
permitting review process.
167,547 167,547
32 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-11 F496 /
F497
New Proposed Z position (Chief
of Staff)
BWP requests to add a Chief of Staff to its
General Manager's (GM) management staff.

The Chief of Staff will work with the GM,
traveling nationwide to secure additional
funding and support for various BWP projects.
and represent the GM's Office in their
absence. This position will help the GM
prepare policy directives and
recommendations to the City Council and
assist the GM with the utility's modernization,
building trust with the community and utility
employees, and being more transparent with
the public.
212,107 212,107
BW-12 F496 /
F497
New Proposed Z position
(Intergovernmental Affairs
Manager)
BWP requests to add a proposed Z position to
be titled "Intergovernmental Affairs Manager"
to its General Manager's (GM) management
staff. BWP has had a single legislative analyst,
and the ability to implement Council goals has
become more reactionary rather than
proactive. This position will expand BWP
advocacy by adding specialists to address
these issues, which will allow other BWP
employees to focus on their primary job duties,
and position BWP to have the appropriate
staffing resources to effectively execute
Council objectives and priorities while also
protecting ratepayers.
223,477 223,477
33 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-13 496 New Senior Administrative
Analyst (Z)
BWP requests to add a Senior Administrative
Analyst (Z) to its Utility Administration Services
division. With the many new City Council
adopted plans to make the community more
sustainable, BWP requires more staff to take
on a substantial amount of new work that
includes twice as many action items and work
compared to the previous 2013 Greenhouse
Gas Reduction Plan. Additional staff are
required to design and implement programs
and projects, manage vendors, and conduct
compliance reporting. The Senior
Sustainability Analyst will coordinate with
external partners on related opportunities to
improve specific environmental indicators and
planning.
147,200 147,200
BW-14 496 New Electricians (2) BWP requests to add two Electricians to its Electrical Equipment section. AB 2037 recently
passed, requiring annual testing of all EV
charging stations for billing accuracy. With in-
house crews already managing the EV
program, BWP can save the cost of the testing
that otherwise would be paid to Los Angeles
County. More than two-thirds of these tasks
are Aid-in-Construction driven and have no
impact on utility rates, and the remaining third
are system maintenance driven that will not
decrease over time.
317,648 317,648
34 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-16 496 New Electrical Engineer BWP requests a new Electrical Engineer position for its Electrical Engineering section.

BWP is on the path to install three new
community substations over the next seven
years. Staff estimates an in-house-led
installation of a substation will save the utility
approximately $8-10 million per installation.

With two of the three stations likely to be built
in-house, an additional engineer is required to
sustain such workload and realize the cost
savings. BWP collects an Aid-in-Construction
capacity charge from developers to pay for
station capacity being built, the addition of this
labor resource will be paid by the capacity
charge.
167,547 167,547
BW-18 F496 /
F497
New Security Guard BWP operates a 24/7 business operation, which requires 24/7 security coverage that
includes providing first-level customer service
phone support for numerous city departments.

BWP currently has a staff of four full-time
security guards. Recent events have resulted
in an increased threat level, with several
crimes occurring on or near BWP facilities.

Adding a Security Guard position will allow
BWP staff to increase our security coverage
and preparedness for these threats.
85,990 85,990
BW-20 496 New Proposed BMA position
(Power Resources Supervisor)
BWP requests a proposed BMA position to be
titled "Power Resources Supervisor" for its
Power Systems division. This position will
supervise staff in the City's goal to maintain
the ongoing reliability, resiliency, and
sustainability of the city's electrical system and
supply by ensuring that energy needs are met
in a cost-effective, reliable, and sustainable
manner, while meeting the city's zero carbon
goal by 2040 and state-mandated compliance
obligations.
241,859 241,859
35 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-22 497 New Proposed BMA position
(Director of Water Engineering)
BWP requests a proposed BMA position to be
titled "Director of Water Engineering" for its
Water division. Under the guidance and
direction of the Assistant General Manager
(AGM)-Water, the Director of Water
Engineering will oversee the Manager of
Engineering, the Manager of Production and
Operations, and the Superintendent of
Maintenance and Construction so that the
AGM-Water can engage on external issues
that require building partnerships within the
water and wastewater community, and actively
participate in the development of the
Metropolitan Water District's business model,
climate adaptation master plan, treated water
surcharges and rates, and engage/coordinate
with other member agencies in this process.
292,972 292,972
BW-24 496 New Power System Operator
Trainee
BWP requests a Power System Operator
Trainee position for its Energy Control Center.

BWP needs to add an additional position due
to the length of time it takes to fully train a new
operator. Having just one position has created
a shortage of fully trained operators that are
needed to fully staff the Energy Control Center.
197,358 197,358
BW-25 F496 /
F497
New Customer Service
Representative III (2)
BWP requests two Customer Service
Representative III positions for its Customer
Service division. These positions are critical to
ensure call hold times are reduced and BWP
continues to provide customers with timely and
accurate billing.
194,520 194,520
BW-26 F496 /
F497
Upgrade Manager Security
Systems to Manager Technology
BWP requests to upgrade the Manager
Security Systems to Manager Technology.

BWP continues to streamline and standardize
technology management roles across the
organization for positions with the same
essential duties and responsibilities in order to
provide consistency and equity organization-
wide.
14,113 14,113
36 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-27 496 Upgrade Manager
Telecommunications to Manager
Technology
BWP requests to upgrade the Manager
Telecommunications to Manager Technology.

BWP continues to streamline and standardize
technology management roles across the
organization for positions with the same
essential duties and responsibilities in order to
provide consistency and equity organization-
wide.
16,839 16,839
BW-28 497 Upgrade Senior Engineering
Technician to Principal Civil
Engineer - BWP
BWP requests to upgrade a Senior
Engineering Technician to a Principal Civil
Engineer - BWP. The industry has moved
away from technicians or "drafters" to convert
line work into computer-aided drafting.

Recruiting for a Senior Engineering Technician
is difficult as most applicants would be those
with 4-year engineering degrees, and thus,
overqualified for the job.
49,046 49,046
BW-29 497 Upgrade Water Quality Analyst to
Water Quality Manager
BWP requests to upgrade a Water Quality
Analyst to a Water Quality Manager. This
position will serve as the BWP water quality
subject matter expert for communications and
collaboration with state, federal, and local
regulatory agencies, presenting the Public
Health Goals Report to the BWP governing
bodies (the BWP Board and Burbank City
Council), deliver water quality update
presentations during quarterly committee
meetings, and attend water quality
conferences and seminars.
47,051 47,051
37 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-30 F496 /
F497
Upgrade Graphics Media
Designer to Marketing Associate
BWP requests to upgrade a Media Graphics
Designer to a Marketing Associate. There has
been an increase in marketing communication
due to increased community outreach (IRP,
sustainable water use, rates), engagement by
the BWP GM, rate communications, and new
programs. This increase resulted in less focus
on the cohesiveness with the website and
social media content. BWP has brought on a
temp resource short-term to manage content
and it has proven to be a solid solution which
reduces customer confusion and drives
program engagement.
40,950 40,950
BW-31 F496 /
F497
Upgrade Account Clerk to
Principal Clerk (2)
BWP requests to upgrade two Account Clerks
to Principal Clerks. The BWP Finance Account
Clerks regularly perform duties more aligned
with those of the Principal Clerk position.
49,712 49,712
BW-32 496 Upgrade Utility Line Mechanic-G
to Senior Line Mechanic-G
BWP requests to upgrade a Utility Line
Mechanic - G to a Senior Line Mechanic - G
for its Utility Admin Services division.

Currently, BWP has an Electrician splitting
time as a field safety coordinator via a MOU
side letter. This request is to memorialize the
side letter into a permanent position, and to
make it available for the Sr. Electrician, Sr.

Line Mechanic, and Sr. Test Tech
classifications.
34,121 34,121
BW-33 F496 Padmount Distribution
Transformers
To fulfill padmount distribution transformer
orders.
2,600,000 2,600,000
BW-34 F496 Mobile Rough Terrain 90-Ton
Crane
The Power Plant requires a larger capacity
crane to maximize cost savings, reduce risk,
and increase operational efficiency.
825,000 825,000
BW-35 F496 Overhead Distribution
Transformers
To fulfill overhead distribution transformer
orders.
800,000 800,000
38 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-36 F496 Submersible Distribution
Transformers
To fulfill submersible distribution transformer
orders.
500,000 500,000
BW-37 F496 #331 Bucket Truck Replacement is needed based on age, reliability, and obsolete parts.
400,000 400,000
BW-38 F496 Electric Revenue Meters Necessary to fulfill orders of residential, commercial, and industrial electric revenue
meters compatible with the Advanced Metering
Infrastructure (AMI).
400,000 400,000
BW-39 F496 Material Handler Replacement is needed due to age, reliability, and lack of available parts.
250,000 250,000
BW-40 F496 Material Truck A new material truck is needed for the new fifth crew.
225,000 225,000
BW-41 F496 City IT Plan, Years 1 and 2 City IT Plan placeholder for computer equipment, accessories, and peripherals.
150,000 150,000
BW-41 F497 City IT Plan, Years 1 and 2 City IT Plan placeholder for computer equipment, accessories, and peripherals.
20,000 20,000
BW-42 F496 Rubber Goods Safety Tester Replace current equipment due to age, cost, and availability of parts.
150,000 150,000
BW-43 F496 Meter Test Environment A meter warm-up board for testing meter configurations is needed to replace current
equipment due to age, cost, and availability of
parts.
150,000 150,000
BW-44 F496 Bottle Truck 1 Replacement is necessary due to the age of vehicle and requirement within the department.
125,000 125,000
BW-45 F496 Meter Test Station Replace current equipment due to age and parts availability.
125,000 125,000
BW-46 F496 EHS Team Electric
Pickup
Replacement is necessary due to the age of
equipment, reliability, and downtime issues.

The change in vehicle type accommodates the
Environment, Health, and Safety needs to
support Field Services routine and emergency
work. Aligns with Burbank Water and Power
carbon emission reduction goals.
100,000 100,000
39 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-47 F496 #455 Fully Electric Pickup Truck,
Model F150 Lightning
Replacement is necessary due to age,
reliability, and parts obsolescence of existing
equipment.
100,000 100,000
BW-48 F496 #283 Pickup 1 ton Replacement is necessary due to age, reliability, and parts obsolescence of existing
equipment.
100,000 100,000
BW-49 F496 Bucket Trucks Upgrade two bucket trucks to utilize Jobsite Energy Management System units for
efficiency.
100,000 100,000
BW-50 F496 Relay test set Replace current equipment due to age, lack of software support, cost, and availability of parts
with Smart Relay Test (SMRT).
100,000 100,000
BW-51 F497 Truck # 730 Replace due to age, reliability, and lack of available parts.
100,000 100,000
BW-52 F497 Supervisor Truck #383 Replace equipment due to end-of-life expectancy.
100,000 100,000
BW-53 F496 Vehicle Replacement Replacing 2014 Ford Focus vehicle 471, due to age and reliability.
45,000 45,000
BW-53 F497 Vehicle Replacement (Water
Split)
Replacing 2014 Ford Focus vehicle 471, due
to age and reliability.
45,000 45,000
BW-54 F497 Valve Truck # 445 Replace equipment due to end-of-life expectancy.
75,000 75,000
BW-55 F496 Cable Fault Locator with trailer Equipment is necessary to enable rapid response to locate the faults in the
underground cables and reduce outage time.
65,000 65,000
BW-56 F496 IR Camera w/ Gas
detection
Replacement is necessary due to age,
reliability, and parts obsolescence of existing
equipment. New vehicle will include gas
detection equipment.
65,000 65,000
BW-57 F496 #336 GMC Aerial Rehose existing vehicle to extend the life of the vehicle.
60,000 60,000
BW-58 F496 Vehicle Replacement Replace aging Operational Technology Absorbent Glass Mat vehicle.
53,100 53,100
40 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-58 F497 Vehicle Replacement Replace aging Operational Technology Absorbent Glass Mat vehicle.
6,900 6,900
BW-59 F496 Current Transformer
Testing for Metering
Replace current equipment due to age, cost
and availability of parts.
55,000 55,000
BW-60 F496 #150 Dump Truck Upfit Heavy Duty hitch is needed for dump truck to repurpose vehicle and use for turret trailer.

Vehicle life extended.
50,000 50,000
BW-61 F496 Commercial Service Planning
Car
Replacement is needed due to age, reliability,
and parts obsolescence.
50,000 50,000
BW-62 F496 Residential Service
Planning Car
Necessary for increased Service Planning staff
for new and upgraded services.
50,000 50,000
BW-63 F535 Vehicle - Communication Shop Replace due to age, reliability, and lack of available parts.
50,000 50,000
BW-64 F496 Electric/Hybrid Truck New equipment is needed for Field Service Representatives.
43,750 43,750
BW-64 F497 Water Split - Electric/Hybrid
Truck
New equipment is needed for Field Service
Representatives.
6,250 6,250
BW-65 F496 16 Foot Enclosed Trailer Enclosed trailer for Doble test equipment to keep all equipment together and protected
from the elements.
40,000 40,000
BW-66 F496 Battery Load Test Replacement is needed based on age, reliability and obsolete parts.
35,000 35,000
BW-67 F496 CMS Trailer Changeable message sign is necessary for frequent signage/notice permit requirements
used in the public right of way work. Vehicle
will reduce cost of rentals.
35,000 35,000
BW-68 F496 CMS Trailer Changeable message sign is necessary for frequent signage/notice permit requirements
used in the public right of way work. Vehicle
will reduce cost of rentals.
35,000 35,000
BW-69 F496 Portable 12-ton AC Backup cooling for Emergency Communication Center room.
30,000 30,000
BW-70 F496 Conduit Inspection Camera Pipe inspection vehicle used to check conduit before pulling cable.
30,000 30,000
41 Priority Fund Request Description Justification
Recurring
Request
Amount
One-time
Request
Amount
Revenue
Offset
Fiscal
Impact
BW-71 F496 Electrical Asset Aerial
Inspection Device
Equipment to perform aerial inspection of
electrical assets to improve the tree clearance
verification, infrared with visual and lidar
inspection of overhead assets, record creation
of construction activities, and wildfire
mitigation.
25,000 25,000
BW-72 F496 Engineering Plotter Large
Format Printer
Replacement is needed based on age and
reliability.
15,000 15,000
BW-73 F496 Vacuum Bottle Tester and Timer New equipment is needed for the increase of vacuum circuit breakers in the system.
11,000 11,000
$ 3,282,426 $ 8,396,000 $ 11,678,426Non-General Fund Total 42 1 CC General Fund Upgrade Hyland OnBase
Enterprise Content
Management (ECM)
Upgrade End of Life (EOL) software. 30,000$ N/A 2 FD General Fund Upgrade Telestaff Platform Upgrade End of Life (EOL) software. 30,000$ $9,000 3 IT General Fund Payment Card Industry
Compliance (PCI)
Engage a third party consultant to perform
an independant PCI compliance
assessment including a comprehensive
review of global merchant services to
determine merchant-of-record status and
assess whether associated transactions
fall within PCI scope.
60,000$ N/A
4 Citywide General Fund Centralized Scheduling
System
Consolidate five existing staff scheduling
systems into a single centralized platform
or fewer systems overall.
60,000$ $18,000
5 IT General Fund Chatbot for City Website Implement conversational software to simulate human interaction, answer
citizen questions, and guide users to
relevant City website information via voice
or text.
50,000$ $15,000
6 Citywide General Fund Public Records Act
Efficiency FY 25-26
Streamline the Public Records Act
process by minimizing manual and
redundant tasks and implementing a
document review tool.
100,000$ $30,000
7 CDD General Fund Electric Vehicle Online
Permits
Expand online permitting to include
residential electric vehicle (EV) charging
station installations.
100,000$ $30,000
8 IT General Fund Conference Room
Technology Upgrades FY
25-26
Implement comprehensive audio and
video conferencing and presentation
solutions in select conference rooms.
70,000$ $21,000
TOTALS: $500,000 $0 $0 $0 $123,000
Maintenance
Costs
BWP
Funds

INFORMATION TECHNOLOGY DEPARTMENT
FY 2025-26 PROJECTS LIST
#
General
Fund
Asset
Owner
Fund
Source Project Name Description
ARPA
Funding
Non-
General
Funds
FY 2025-26 New Projects
FY 2025-26 Annual Sidewalk Rehabilitation 25103 1,400,000$ - - FY 2025-26 Annual Residential Pavement Rehabilitation (Phase V of Cycle 2) 25104 3,500,000$ - - FY 2025-26 Annual Facilities Small Capital Improvement 25118 1,625,000$ 1,625 ,000 - Access Control System Modernization - Multiple Facilities 25105 110,000$ 110,0 00 - McCambridge Central Kitchen Remodel 25106 150,000$ 150,0 00 - FY 2025-26 Storm Drain Pump Station and Catch Basin Upgrades 25110 150,000$ 150,0 00 - Traffic Signal at Buena Vista St and Jeffries Ave 25102 200,000$ - - Downtown Burbank Mobility Network Improvement Project 25131 900,000$ - - FY 2025-26 Annual Complete Streets Missing Sidewalk Program 25132 250,000$ - - Palm Avenue Paseo Upgrades 25130 500,000$ 500,0 00 - Gross Park Ballfield Lighting Modernization - Fields 1 and 2 25125 925,740$ - - Gross Park Ballfield Shade Structures - Fields 1 and 2 25124 279,030$ - - Lundigan Park Bathroom Renovation 25126 100,000$ - - McCambridge Park Bathroom Renovation 25127 100,000$ - - Valley Skate Park Shade Structures 25128 212,705$ - - Olive Recreation Center and Theater Building Replacement 25122 3,450,800$ 3,450 ,800 - DeBell Clubhouse Sierra Room Expansion 25123 100,000$ 100,0 00 - 13,953,275$ 6,085,800$ -$
Project
Number
5 6
Fiscal Year
2025-26
Municipal
Infrastructure
Fund 534
Measure R
Fund 107
1 2
3 4
Item Project Name
13 14
15 16
17 Total New Projects
10 11
12 7
8 9
1 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding FY 2025-26 New Projects
FY 2025-26 Annual Sidewalk Rehabilitation 25103 1,400,000$ FY 2025-26 Annual Residential Pavement Rehabilitation (Phase V of Cycle 2) 25104 3,500,000$ FY 2025-26 Annual Facilities Small Capital Improvement 25118 1,625,000$ Access Control System Modernization - Multiple Facilities 25105 110,000$ McCambridge Central Kitchen Remodel 25106 150,000$
FY 2025-26 Storm Drain Pump Station and Catch Basin Upgrades 25110 150,000$ Traffic Signal at Buena Vista St and Jeffries Ave 25102 200,000$ Downtown Burbank Mobility Network Improvement Project 25131 900,000$ FY 2025-26 Annual Complete Streets Missing Sidewalk Program 25132 250,000$ Palm Avenue Paseo Upgrades 25130 500,000$
Gross Park Ballfield Lighting Modernization - Fields 1 and 2 25125 925,740$ Gross Park Ballfield Shade Structures - Fields 1 and 2 25124 279,030$ Lundigan Park Bathroom Renovation 25126 100,000$
McCambridge Park Bathroom Renovation 25127 100,000$
Valley Skate Park Shade Structures 25128 212,705$
Olive Recreation Center and Theater Building Replacement 25122 3,450,800$ DeBell Clubhouse Sierra Room Expansion 25123 100,000$
13,953,275$
Project
Number
5 6
Fiscal Year
2025-26
1 2
3 4
Item Project Name
13 14
15 16
17 Total New Projects
10 11
12 7
8 9
1,400,000 -
200,000 3,300,000
- -
- -
- -
- -
200,000 -
- -
250,000 -
- -
- -
- -
- -
- -
- -
- -
- -
2,050,000$ 3,300,000$
RMRA Fund
123
Measure M
Fund 108
2 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding FY 2025-26 New Projects
FY 2025-26 Annual Sidewalk Rehabilitation 25103 1,400,000$ FY 2025-26 Annual Residential Pavement Rehabilitation (Phase V of Cycle 2) 25104 3,500,000$ FY 2025-26 Annual Facilities Small Capital Improvement 25118 1,625,000$ Access Control System Modernization - Multiple Facilities 25105 110,000$ McCambridge Central Kitchen Remodel 25106 150,000$
FY 2025-26 Storm Drain Pump Station and Catch Basin Upgrades 25110 150,000$ Traffic Signal at Buena Vista St and Jeffries Ave 25102 200,000$ Downtown Burbank Mobility Network Improvement Project 25131 900,000$ FY 2025-26 Annual Complete Streets Missing Sidewalk Program 25132 250,000$ Palm Avenue Paseo Upgrades 25130 500,000$
Gross Park Ballfield Lighting Modernization - Fields 1 and 2 25125 925,740$ Gross Park Ballfield Shade Structures - Fields 1 and 2 25124 279,030$ Lundigan Park Bathroom Renovation 25126 100,000$
McCambridge Park Bathroom Renovation 25127 100,000$
Valley Skate Park Shade Structures 25128 212,705$
Olive Recreation Center and Theater Building Replacement 25122 3,450,800$ DeBell Clubhouse Sierra Room Expansion 25123 100,000$
13,953,275$
Project
Number
5 6
Fiscal Year
2025-26
1 2
3 4
Item Project Name
13 14
15 16
17 Total New Projects
10 11
12 7
8 9
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
860,740 -
279,030 -
- -
- -
103,449 -
- -
- -
1,243,219$ -$
Metro
Measure R
Highway Fund
Grant
Development
Impact Fees
Transportation
127
3 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding FY 2025-26 New Projects
FY 2025-26 Annual Sidewalk Rehabilitation 25103 1,400,000$ FY 2025-26 Annual Residential Pavement Rehabilitation (Phase V of Cycle 2) 25104 3,500,000$ FY 2025-26 Annual Facilities Small Capital Improvement 25118 1,625,000$ Access Control System Modernization - Multiple Facilities 25105 110,000$ McCambridge Central Kitchen Remodel 25106 150,000$
FY 2025-26 Storm Drain Pump Station and Catch Basin Upgrades 25110 150,000$ Traffic Signal at Buena Vista St and Jeffries Ave 25102 200,000$ Downtown Burbank Mobility Network Improvement Project 25131 900,000$ FY 2025-26 Annual Complete Streets Missing Sidewalk Program 25132 250,000$ Palm Avenue Paseo Upgrades 25130 500,000$
Gross Park Ballfield Lighting Modernization - Fields 1 and 2 25125 925,740$ Gross Park Ballfield Shade Structures - Fields 1 and 2 25124 279,030$ Lundigan Park Bathroom Renovation 25126 100,000$
McCambridge Park Bathroom Renovation 25127 100,000$
Valley Skate Park Shade Structures 25128 212,705$
Olive Recreation Center and Theater Building Replacement 25122 3,450,800$ DeBell Clubhouse Sierra Room Expansion 25123 100,000$
13,953,275$
Project
Number
5 6
Fiscal Year
2025-26
1 2
3 4
Item Project Name
13 14
15 16
17 Total New Projects
10 11
12 7
8 9
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- 65,000
- -
- -
- -
109,256 -
- -
- -
109,256$ 65,000$
Burbank
Athletic
Federation
001
Park
Development
Fees (PDF) 001
4 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding (BAF)
Fund
FY 2025-26 New Projects
FY 2025-26 Annual Sidewalk Rehabilitation 25103 1,400,000$ FY 2025-26 Annual Residential Pavement Rehabilitation (Phase V of Cycle 2) 25104 3,500,000$ FY 2025-26 Annual Facilities Small Capital Improvement 25118 1,625,000$ Access Control System Modernization - Multiple Facilities 25105 110,000$ McCambridge Central Kitchen Remodel 25106 150,000$
FY 2025-26 Storm Drain Pump Station and Catch Basin Upgrades 25110 150,000$ Traffic Signal at Buena Vista St and Jeffries Ave 25102 200,000$ Downtown Burbank Mobility Network Improvement Project 25131 900,000$ FY 2025-26 Annual Complete Streets Missing Sidewalk Program 25132 250,000$ Palm Avenue Paseo Upgrades 25130 500,000$
Gross Park Ballfield Lighting Modernization - Fields 1 and 2 25125 925,740$ Gross Park Ballfield Shade Structures - Fields 1 and 2 25124 279,030$ Lundigan Park Bathroom Renovation 25126 100,000$
McCambridge Park Bathroom Renovation 25127 100,000$
Valley Skate Park Shade Structures 25128 212,705$
Olive Recreation Center and Theater Building Replacement 25122 3,450,800$ DeBell Clubhouse Sierra Room Expansion 25123 100,000$
13,953,275$
Project
Number
5 6
Fiscal Year
2025-26
1 2
3 4
Item Project Name
13 14
15 16
17 Total New Projects
10 11
12 7
8 9
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- 100,000 -
- 100,000 -
- - -
- - -
- - -
-$ 200,000$ -$
Measure A
Art in Public
Places
Fund 001
Vehicle
Equipment
Fund 532
5 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding FY 2025-26 New Projects
FY 2025-26 Annual Sidewalk Rehabilitation 25103 1,400,000$ FY 2025-26 Annual Residential Pavement Rehabilitation (Phase V of Cycle 2) 25104 3,500,000$ FY 2025-26 Annual Facilities Small Capital Improvement 25118 1,625,000$ Access Control System Modernization - Multiple Facilities 25105 110,000$ McCambridge Central Kitchen Remodel 25106 150,000$
FY 2025-26 Storm Drain Pump Station and Catch Basin Upgrades 25110 150,000$ Traffic Signal at Buena Vista St and Jeffries Ave 25102 200,000$ Downtown Burbank Mobility Network Improvement Project 25131 900,000$ FY 2025-26 Annual Complete Streets Missing Sidewalk Program 25132 250,000$ Palm Avenue Paseo Upgrades 25130 500,000$
Gross Park Ballfield Lighting Modernization - Fields 1 and 2 25125 925,740$ Gross Park Ballfield Shade Structures - Fields 1 and 2 25124 279,030$ Lundigan Park Bathroom Renovation 25126 100,000$
McCambridge Park Bathroom Renovation 25127 100,000$
Valley Skate Park Shade Structures 25128 212,705$
Olive Recreation Center and Theater Building Replacement 25122 3,450,800$ DeBell Clubhouse Sierra Room Expansion 25123 100,000$
13,953,275$
Project
Number
5 6
Fiscal Year
2025-26
1 2
3 4
Item Project Name
13 14
15 16
17 Total New Projects
10 11
12 7
8 9
- -
- -
- -
- -
- -
- -
- -
900,000 -
- -
- -
- -
- -
- -
- -
- -
- -
- -
900,000$ -$
RDA Loan
Repayment
Grants
Contribution
6 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding Project
Number
Fiscal Year
2025-26
Municipal
Infrastructure
Fund 534
Measure R
Fund 107Item Project Name
FY 2025-26 Multi-Year Projects
New Burbank Central Library & Civic Center 24218 3,100,000$ 3,100, 000 - PD Forensic Services Area Modernization 24952 1,667,500$ 1,667, 500 - Roof Repair/Restoration to Multiple Roofs* 21472 270,275$ 270,27 5 - Underground Storage Tank Replacement at Fire Sts 12 and 16 24546 700,000$ - - Jail Door Control System Modernization 23049 150,000$ 150,00 0 - Vehicle Lift Equipment Modernization 24547 600,000$ - - McCambridge Park Stormwater Capture Multi-Benefit 24822 1,000,000$ - - Interstate-5 Arterial Phase 3 23779 1,500,000$ - - Victory Boulevard Signal Synchronization 23780 125,000$ - - Downtown San Fernando Blvd. Reconfiguration 24206 100,000$ - 100,00 0 Rancho Providencia Neighborhood Protection Plan 24274 280,000$ - - 2244 North Buena Vista Facility Improvements* 24747 3,364,049$ - - McCambridge Pool Replacement 24979 1,000,000$ - - Animal Shelter Kennel Flooring 24565 75,000$ 75,000 - Burbank Channel Bikeway Public Art 24558 200,000$ - - Johnny Carson Park Shade Structure 24819 240,000$ - - DeBell Golf Improvements 24561 625,500$ 625,50 0 - Starlight Bowl Amphitheatre Transformation 24980 1,920,000$ 1,920, 000 - Homeless Solutions Center at 323 South Front Street 24970 665,530$ - - 17,582,854$ 7,808,275$ 100,000$
31,536,129$ 13,894,075$ 100,000$
3 1
2 4
5 6
15 7
8 9
10 11
12 13
14 Total Total Proposed CIP Budget
Total Ongoing Projects
19 16
17 18
7 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding * Projects 24172 and 24747 include funding from additional sources. Please see the project sheet for more details.

Project
Number
Fiscal Year
2025-26Item Project Name
FY 2025-26 Multi-Year Projects
New Burbank Central Library & Civic Center 24218 3,100,000$ PD Forensic Services Area Modernization 24952 1,667,500$ Roof Repair/Restoration to Multiple Roofs* 21472 270,275$ Underground Storage Tank Replacement at Fire Sts 12 and 16 24546 700,000$ Jail Door Control System Modernization 23049 150,000$
Vehicle Lift Equipment Modernization 24547 600,000$
McCambridge Park Stormwater Capture Multi-Benefit 24822 1,000,000$ Interstate-5 Arterial Phase 3 23779 1,500,000$
Victory Boulevard Signal Synchronization 23780 125,000$ Downtown San Fernando Blvd. Reconfiguration 24206 100,000$ Rancho Providencia Neighborhood Protection Plan 24274 280,000$ 2244 North Buena Vista Facility Improvements* 24747 3,364,049$ McCambridge Pool Replacement 24979 1,000,000$
Animal Shelter Kennel Flooring 24565 75,000$
Burbank Channel Bikeway Public Art 24558 200,000$
Johnny Carson Park Shade Structure 24819 240,000$
DeBell Golf Improvements 24561 625,500$
Starlight Bowl Amphitheatre Transformation 24980 1,920,000$ Homeless Solutions Center at 323 South Front Street 24970 665,530$ 17,582,854$
31,536,129$
3 1
2 4
5 6
15 7
8 9
10 11
12 13
14 Total Total Proposed CIP Budget
Total Ongoing Projects
19 16
17 18
RMRA Fund
123
Measure M
Fund 108
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
-$ -$
2,050,000$ 3,300,000$
8 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding * Projects 24172 and 24747 include funding from additional sources. Please see the project sheet for more details.

Project
Number
Fiscal Year
2025-26Item Project Name
FY 2025-26 Multi-Year Projects
New Burbank Central Library & Civic Center 24218 3,100,000$ PD Forensic Services Area Modernization 24952 1,667,500$ Roof Repair/Restoration to Multiple Roofs* 21472 270,275$ Underground Storage Tank Replacement at Fire Sts 12 and 16 24546 700,000$ Jail Door Control System Modernization 23049 150,000$
Vehicle Lift Equipment Modernization 24547 600,000$
McCambridge Park Stormwater Capture Multi-Benefit 24822 1,000,000$ Interstate-5 Arterial Phase 3 23779 1,500,000$
Victory Boulevard Signal Synchronization 23780 125,000$ Downtown San Fernando Blvd. Reconfiguration 24206 100,000$ Rancho Providencia Neighborhood Protection Plan 24274 280,000$ 2244 North Buena Vista Facility Improvements* 24747 3,364,049$ McCambridge Pool Replacement 24979 1,000,000$
Animal Shelter Kennel Flooring 24565 75,000$
Burbank Channel Bikeway Public Art 24558 200,000$
Johnny Carson Park Shade Structure 24819 240,000$
DeBell Golf Improvements 24561 625,500$
Starlight Bowl Amphitheatre Transformation 24980 1,920,000$ Homeless Solutions Center at 323 South Front Street 24970 665,530$ 17,582,854$
31,536,129$
3 1
2 4
5 6
15 7
8 9
10 11
12 13
14 Total Total Proposed CIP Budget
Total Ongoing Projects
19 16
17 18
Metro
Measure R
Highway Fund
Grant
Development
Impact Fees
Transportation
127
- -
- -
- -
- -
- -
- -
- -
- 1,500,000
- 125,000
- -
280,000 -
- -
1,000,000 -
- -
- -
20,000 -
- -
- -
- -
1,300,000$ 1,625,000$
2,543,219$ 1,625,000$
9 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding * Projects 24172 and 24747 include funding from additional sources. Please see the project sheet for more details.

Project
Number
Fiscal Year
2025-26Item Project Name
FY 2025-26 Multi-Year Projects
New Burbank Central Library & Civic Center 24218 3,100,000$ PD Forensic Services Area Modernization 24952 1,667,500$ Roof Repair/Restoration to Multiple Roofs* 21472 270,275$ Underground Storage Tank Replacement at Fire Sts 12 and 16 24546 700,000$ Jail Door Control System Modernization 23049 150,000$
Vehicle Lift Equipment Modernization 24547 600,000$
McCambridge Park Stormwater Capture Multi-Benefit 24822 1,000,000$ Interstate-5 Arterial Phase 3 23779 1,500,000$
Victory Boulevard Signal Synchronization 23780 125,000$ Downtown San Fernando Blvd. Reconfiguration 24206 100,000$ Rancho Providencia Neighborhood Protection Plan 24274 280,000$ 2244 North Buena Vista Facility Improvements* 24747 3,364,049$ McCambridge Pool Replacement 24979 1,000,000$
Animal Shelter Kennel Flooring 24565 75,000$
Burbank Channel Bikeway Public Art 24558 200,000$
Johnny Carson Park Shade Structure 24819 240,000$
DeBell Golf Improvements 24561 625,500$
Starlight Bowl Amphitheatre Transformation 24980 1,920,000$ Homeless Solutions Center at 323 South Front Street 24970 665,530$ 17,582,854$
31,536,129$
3 1
2 4
5 6
15 7
8 9
10 11
12 13
14 Total Total Proposed CIP Budget
Total Ongoing Projects
19 16
17 18
Park
Development
Fees (PDF) 001
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
-$ -$
109,256$ 65,000$
10 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding Burbank
Athletic
Federation
001
(BAF)
Fund
* Projects 24172 and 24747 include funding from additional sources. Please see the project sheet for more details.

Project
Number
Fiscal Year
2025-26Item Project Name
FY 2025-26 Multi-Year Projects
New Burbank Central Library & Civic Center 24218 3,100,000$ PD Forensic Services Area Modernization 24952 1,667,500$ Roof Repair/Restoration to Multiple Roofs* 21472 270,275$ Underground Storage Tank Replacement at Fire Sts 12 and 16 24546 700,000$ Jail Door Control System Modernization 23049 150,000$
Vehicle Lift Equipment Modernization 24547 600,000$
McCambridge Park Stormwater Capture Multi-Benefit 24822 1,000,000$ Interstate-5 Arterial Phase 3 23779 1,500,000$
Victory Boulevard Signal Synchronization 23780 125,000$ Downtown San Fernando Blvd. Reconfiguration 24206 100,000$ Rancho Providencia Neighborhood Protection Plan 24274 280,000$ 2244 North Buena Vista Facility Improvements* 24747 3,364,049$ McCambridge Pool Replacement 24979 1,000,000$
Animal Shelter Kennel Flooring 24565 75,000$
Burbank Channel Bikeway Public Art 24558 200,000$
Johnny Carson Park Shade Structure 24819 240,000$
DeBell Golf Improvements 24561 625,500$
Starlight Bowl Amphitheatre Transformation 24980 1,920,000$ Homeless Solutions Center at 323 South Front Street 24970 665,530$ 17,582,854$
31,536,129$
* Projects 24172 and 24747 include funding from additional sources. Please see the project sheet for more details. 3 1
2 4
5 6
15 7
8 9
10 11
12 13
14 Total Total Proposed CIP Budget
Total Ongoing Projects
19 16
17 18
Measure A
Art in Public
Places
Fund 001
Vehicle
Equipment
Fund 532
- - -
- - -
- - -
- - 700,000
- - -
- - 600,000
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
200,000 - -
220,000 - -
- - -
- - -
- -
420,000$ -$ 1,300,000 $
420,000$ 200,000$ 1,300,000 $
11 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding

Project
Number
Fiscal Year
2025-26Item Project Name
FY 2025-26 Multi-Year Projects
New Burbank Central Library & Civic Center 24218 3,100,000$ PD Forensic Services Area Modernization 24952 1,667,500$ Roof Repair/Restoration to Multiple Roofs* 21472 270,275$ Underground Storage Tank Replacement at Fire Sts 12 and 16 24546 700,000$ Jail Door Control System Modernization 23049 150,000$
Vehicle Lift Equipment Modernization 24547 600,000$
McCambridge Park Stormwater Capture Multi-Benefit 24822 1,000,000$ Interstate-5 Arterial Phase 3 23779 1,500,000$
Victory Boulevard Signal Synchronization 23780 125,000$ Downtown San Fernando Blvd. Reconfiguration 24206 100,000$ Rancho Providencia Neighborhood Protection Plan 24274 280,000$ 2244 North Buena Vista Facility Improvements* 24747 3,364,049$ McCambridge Pool Replacement 24979 1,000,000$
Animal Shelter Kennel Flooring 24565 75,000$
Burbank Channel Bikeway Public Art 24558 200,000$
Johnny Carson Park Shade Structure 24819 240,000$
DeBell Golf Improvements 24561 625,500$
Starlight Bowl Amphitheatre Transformation 24980 1,920,000$ Homeless Solutions Center at 323 South Front Street 24970 665,530$ 17,582,854$
31,536,129$
3 1
2 4
5 6
15 7
8 9
10 11
12 13
14 Total Total Proposed CIP Budget
Total Ongoing Projects
19 16
17 18
RDA Loan
Repayment
Grants
Contribution
- -
- -
- -
- -
- -
- -
1,000,000
- -
- -
- -
- -
2,846,632 517,417
- -
- -
- -
- -
- -
- -
255,073 410,457
4,101,705 $ 927,874$
5,001,705 $ 927,874$
12 FY 2025-26 Proposed Capital Improvement Program (CIP) Funding * Projects 24172 and 24747 include funding from additional sources. Please see the project sheet for more details.

FY 2025-26 CITY OF BURBANK CIP
TRAFFIC, TRANSPORTATION, and PEDESTRIAN ACCESS
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure M Fund 108 1,400,000 1,400,000
-
Totals 1,400,000 - - - - - 1,400,000
Expenditure Plan
Project Description
This project is a continuation of the City’s ongoing efforts to maintain its sidewalks. The project will remove and reconstruct damaged curbs, gutters, sidewalks, driveways, and pedestrian ramps in targeted areas throughout the City (Zones 9 and 10). It is intended to be scheduled ahead of the Annual Residential Pavement Rehabilitation Project to complete the concrete work prior to paving. The City’s sidewalk rehabilitation program ensures that annually sidewalks are inspected and repaired on streets rated poor and below in targeted areas throughout the City.

Project Status
Design is estimated to take place July 2025 to November 2025. Construction is estimated to take place from May 2026 to July 2026.

Estimated Annual O&M
Impact/(Savings)
Estimated Completion Date:

Funding Source:

Project Status:

Project Name:

Managing Department:

Project Number:

FY 2025-26 Annual Sidewalk Rehabilitation
Public Works
25103
New Project Requesting an Appropriation
July 2026
108.PW21A.70002.0000.25103
13 FY 2025-26 CITY OF BURBANK CIP
TRAFFIC, TRANSPORTATION, and PEDESTRIAN ACCESS
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure M Fund 108 200,000 200,000
Road Maintenance and
Rehabilitation (RMRA)
Fund 123 3,300,000 3,300,000
Totals 3,500,000 - - - - -
3,500,000
Expenditure Plan
Project Description
Year 5 of the new residential pavement program to achieve a Citywide pavement condition index (PCI) of 73 by FY 2030-31. FY 2025-26 will perform grind and overlay on streets in poor and below condition primarily in sections 1, 2, 19, and 20.

Project Status
Design is estimated to take place from August 2025 to December 2025. Construction is estimated to take place from July 2026 to December 2026.

Estimated Annual O&M
Impact/(Savings)
Estimated Completion Date:

Funding Source:

Project Status:

Project Name:

Managing Department:

Project Number:

FY 2025-26 Annual Residential Pavement Rehabilitation (Phase V of Cycle 2) Public Works
25104
New Project Requesting an Appropriation
December 2026
108.PW21A.70002.0000.25104
123.PW21A.70002.0000.25104
14 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal
Infrastructure Fund 1,625,000 1,625,000
-
Totals - 1,625,000 - - - - - 1,625,000
Expenditure Plan
Project Description
Facility capital program/small capital planned and unplanned replacement/modernization/new building components, all aspects of facility- related infrastructure such as Interior building systems, electrical panels and lighting systems, Heating, Ventilation, and Air Conditioning (HVAC), roofs and waterproofing systems, plumbing, and elevators. Small Capital programs do not include general maintenance and small repairs.

Project Status
The Citywide Facilities Condition Assessments have been completed and the work is being prioritized in FY 2025-26. Design and construction is a continuous process for these small capital improvements and all funding is tactfully utilized within the fiscal year.

Estimated Annual O&M
Impact/(Savings)
Estimated Completion Date: June 2026
Funding Source: 534.PW33A.70019.0000.25118
Project Status:

Project Name:

Managing Department:

Project Number:

FY 2025-26 Annual Facilities Small Capital Improvement
Public Works
25118
New Project Requesting an Appropriation
15 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal
Infrastructure Fund 110,000 500,000 635,000 1,245,000 -
Totals 110,000 500,000 635,000 - - - 1,245,000 Expenditure Plan
Project Description
This project will modernize the City's existing Winpac/Honeywell facility access control systems at multiple City facilities. Existing numeric keypads and supporting equipment will be replaced with Radio Frequency Identification (RFID) readers that will enable employee badges to be used as access keys for secured City Facilities. The project will include design, engineering, and construction.Project Status The design will be completed in FY 2025-26 with construction to occur in the following two fiscal years.

Estimated Annual O&M
Impact/(Savings)
Estimated Completion Date: June 2026
Funding Source: 534.PW33A.70019.0000.25105
Project Status:

Project Name:

Managing Department:

Project Number:

Access Control System Modernization - Multiple Facilities Public Works
25105
New Project Requesting an Appropriation
16 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal
Infrastructure Fund 150,000 150,000
Unfunded 1,600,000 1,600,000
Totals - 150,000 1,600,000 - - - - 1,750,000 Expenditure Plan
Project Description
The McCambridge Recreation Center was originally built in 1956. The project will renovate the Central Kitchen to bring it up to current codes and standards, and
add walk-in refrigeration and freezer spaces to adequately serve the community. The kitchen serves over 10,000 meals each month to the City's senior community and requires reliable refrigeration. Currently, there is inadequate refrigeration and freezer spaces. Additionally, the kitchen and storage area needs to be thoroughly renovated to meet the LA County Aging and Disability Department Food Service Operation Procedures for the Elderly Nutrition Program Standards, and to ensure food and supplies are stored at appropriate temperatures in clean and well-ventilated areas.

Project Status
Design will be completed in FY 2025-26 with construction slated to be completed by June 2027.

Estimated Annual O&M
Impact/(Savings)
TBD
Project Name:

Managing Department:

Project Number:

McCambridge Central Kitchen Remodel
Public Works
25106
New Project Requesting an Appropriation
Project Status:

Estimated Completion Date: June 2027
Funding Source: 534.PW33A.70019.0000.25106
17 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal
Infrastructure Fund 150,000 150,000
Totals - 150,000 - - - - - 150,000
Project Description
Project Name:

Managing Department:

Project Number:

Project Status:

Estimated Completion Date:

Funding Source:

FY 2025-26 Storm Drain Pump Station and Catch Basin
Upgrades Public Works
25110
New Project Requesting an Appropriation
June 2026
534.PW21A.71000.0000.25110
Expenditure Plan
This project is to implement capital improvements to the City's storm drain pump stations and catch basins/connector pipes, and related facilities to improve system reliability and reduce the chance of flooding during significant rain events.

Project Status
Work was generally completed at the Victory Place Storm Drain Pump Station to purchase and install new valves and improve ventilation; at the Hollywood Way and San Fernando Storm Drain Pump Station to install a new sump pump, starter equipment, and recondition pump motors; and at the Empire Storm Drain Pump Station to upgrade the programmable logic controls. In FY 2025-26, upgrades are scheduled at the Empire Storm Drain Pump Station to upgrade the alarm/callout system, and at the Victory Place Storm Drain Pump Station to upgrade the pump controls and safety guard equipment.

Estimated Annual O&M
Impact/(Savings)
18 FY 2025-26 City of Burbank CIP
TRAFFIC, TRANSPORTATION, and PEDESTRIAN ACCESS
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure M Fund
108 200,000 550,000 750,000
-
Totals - 200,000 550,000 - - - - 750,000 Funding Source:

The design is slated for completion in FY 2025-26. Construction is expected to occur from early 2027 to June 2027.

Expenditure Plan
Project Description
This project will construct a new traffic signal at the intersection of Buena Vista Street and Jeffries Avenue warranted by a Traffic Signal study that was completed by Public Works. Improvements will include new traffic signal with video cameras, Light-Emitting Diode (LED) street lighting, vehicle detection, and high visibility crosswalks at the intersection. This project will achieve Council Goal Number 5: Traffic and Parking, General Plan Policy 1.3: Maintain and Enhance Streets, Policy 3.2: Complete Streets, and Policy 5.1: Maximize Pedestrian and Bicycle Safety.

Project Status
Estimated Annual
O&M
Impact/(Savings)
$3,500/year
Project Status:

Estimated Completion Date:

Project Name:

Managing Department:

Project Number:

Traffic Signal at Buena Vista St and Jeffries Ave
Public Works
25102
New Project Requesting an Appropriation
June 2027
108.PW22A.70002.0000.25102
19 FY 2025-26 City of Burbank CIP
TRAFFIC, TRANSPORTATION, and PEDESTRIAN ACCESS
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
SCAG SCP Grant
(fronted by
Transportation
Development Impact
Fees) 900,000 900,000
-
Totals - 900,000 - - - - - 900,000
Expenditure Plan
Project Description
This project will further implement the City’s Complete Our Streets Plan and pending Safer Streets Burbank Plan to install quick-build protected / buffered bike lane and pedestrian intersection improvements to Bicycle and Pedestrian Priority Streets in and around Downtown, including Third Street, Angeleno Avenue, Orange Grove Avenue, and Providencia Avenue. The project is funded by the Southern California Association of Governments (SCAG) Sustainable Communities Program Active Transportation and Safety Project Grant.

Project Status
SCAG plans to disburse funding in Summer 2025 to begin project design. Construction is expected in mid-2026.

Estimated Annual O&M
Impact/(Savings)
Project Name:

Managing Department:

Project Number:

Downtown Burbank Mobility Network Improvement Project
Community Development
25131
New Project Requesting an Appropriation
Project Status:

Estimated Completion Date: Fall 2026
Funding Source: 127.CD33A.70002.0000.25131
20 Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure M Local
Return 250,000 250,000
-
Totals - 250,000 - - - - - 250,000
Expenditure Plan
Project Description
The Complete Streets Missing Sidewalk Program provides design and construction of missing sidewalks that are identified in the Burbank Complete Our Streets Plan. Sidewalk segments are prioritized in accordance with the Complete Streets Plan, including sidewalks near schools, parks, libraries, senior centers, and transit stops. Sidewalks are constructed in coordination with the City's Annual Sidewalk Rehabilitation Project.

Funding for this program will be provided by Measure M Local Return and potentially augmented by other regional funding or grant programs.

Project Status
Sidewalk segments for the first year of the program will be prioritized and designed. Funding in subsequent years will be allocated to construct sidewalks designed this year, and to prioritize and design additional sidewalks to be constructed in the subsequent year.Estimated Annual O&M Impact/(Savings)
Project Name:

Managing Department:

Project Number:

FY 2025-26 Annual Complete Streets Missing Sidewalk Program Public Works
25132
New Project Requesting an Appropriation
Project Status:

Estimated Completion Date: Summer 2026
Funding Source: 108.PW21A.70002.0000.25132
21 FY 2025-26 City of Burbank CIP
TRAFFIC, TRANSPORTATION, and PEDESTRIAN ACCESS
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal
Infrastructure 500,000 500,000
-
Totals - 500,000 - - - - - 500,000
Project Description
Quick-build improvements to the highly trafficked outdoor AMC Walkway/Palm Paseo (Paseos adjacent to 107-180 East Palm Avenue) with landscaping, art, furniture, and various landscape elements intended to beautify the space, and add amenities for residents, visitors, and employees. Staff is in the process of retaining Robert Nava, Landscape Architect, to create site plan options for the space.

This project will modernize and improve the Palm Paseo’s infrastructure, increasing usability and aesthetics for the four million annual Downtown Burbank visitors.

Project Status
The project design will begin in 2025 and is estimated to be completed by the end of October 2025. Construction is estimated to begin in mid- 2026 and the estimated project completion is the end of 2026.

Maintenance will need to be added to the Citywide Landscaping contractor's scope of work. Property and Business Improvement District (PBID) may be able to provide some operating and maintenance funding support.

Estimated Annual O&M
Impact/(Savings)
$60,000
Expenditure Plan
Project Name:

Managing Department:

Project Number:

Palm Avenue Paseo Upgrades
Community Development
25130
New Project Requesting an Appropriation
Project Status:

Estimated Completion Date: December 2027
Funding Source: 534.CD23B.70002.0000.25130
22 FY 2025-26 City of Burbank CIP
TRAFFIC, TRANSPORTATION, and PEDESTRIAN ACCESS
FY 2025-26 City of Burbank CIP

PARKS AND RECREATION
Project Status:
370.PR21A.70003.0000.25125
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Development Impact
Fees 860,740 860,740
Burbank Athletic
Federation 65,000 65,000
Totals - 925,740
- - - - - 925,740
Modernize ballfield lighting with energy-efficient Light Emitting Diode (LED) systems at Robert E. Gross Park. Replacing the current metal halide lighting with an energy-efficient LED system will provide utility and maintenance cost savings, improve visibility on the field, create a safer play environment for users, and reduce light spillover into surrounding residential areas. The estimated reduction in energy costs is 40 percent compared to typical 1500W metal halide systems, further lowering the City's carbon footprint. The Parks and Recreation Board and the Burbank Athletic Federation Board have identified the modernization of ballfield lighting in parks as a priority. This project includes infrastructure work supported by and in coordination with Public Works and will involve the design and installation of a new underground conduit. The Boards provided support for this project at the November 14, 2024, meeting.

Project Status
The project delivery method will be design-build. Design and construction will occur in FY 2025-26.

Estimated Annual O&M
Impact/(Savings)
Project Description
Estimated Completion Date: June 2026
Funding Source: 127.PR21A.70003.0000.25125
Expenditure Plan
Project Name:

Gross Park Ballfield Lighting
Modernization - Fields 1 & 2
Managing Department:

Project Number:

Parks and Recreation
25125
New Project Requesting an Appropriation
23 FY 2025-26 City of Burbank CIP

PARKS AND RECREATION
Project Status
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Development Impact
Fees 279,030 279,030
Totals - 279,030 - - - - - 279,030
Estimated Annual O&M
Impact/(Savings)
The project delivery method will be design-build. Design and construction will occur in FY 2025-26.

Estimated Completion Date: June 2026
Funding Source: 127.PR21A.70003.0000.25124
Expenditure Plan
Project Description
Installation of cantilever bleacher shade structures at Gross Park Ballfields 1 and 2. The scope of work includes design, engineering calculations, site plans, manufacturing of the structure, project management, and installation of shade structures over aluminum ballfield bleachers for the enjoyment of program participants and the community.

Project Status
Project Name:

Managing Department:

Project Number:

Gross Park Ballfield Shade Structures - Fields 1 and 2
Parks and Recreation
25124
New Project Requesting an Appropriation
24 FY 2025-26 City of Burbank CIP

PARKS AND RECREATION
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure A 100,000 500,000 600,000
-
Totals 100,000 500,000 - - - - 600,000 The project delivery method will be design, bid, and build. Design will occur in FY 2025-26.

Estimated Annual O&M
Impact/(Savings)
Project Status
Estimated Completion Date: June 2026
Funding Source: 370.PR21A.70003.0000.25126
Expenditure Plan
Project Description
Renovate the interior of the existing restroom facility at Lundigan Park including fixtures, partitions, flooring, paint, wood replacement, etc. The existing restroom facility is in need of repair due to extensive use. It has been over 20 years since improvements have been made to these bathrooms.

Project Name:

Managing Department:

Project Number:

Lundigan Park Bathroom Renovation
Parks and Recreation / Public Works
25126
New Project Requesting an Appropriation
25 FY 2025-26 City of Burbank CIP

PARKS AND RECREATION
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure A 100,000 500,000 600,000
-
Totals 100,000 500,000 - - - - 600,000 The project delivery method will be design, bid, build. Design will occur in FY 2025-26.

Estimated Annual O&M
Impact/(Savings)
Project Status
Estimated Completion Date: June 2026
Funding Source: 370.PR21A.70003.0000.25127
Expenditure Plan
Project Description
Renovate the interior of the existing restroom facility at McCambridge Park including fixtures, partitions, flooring, paint, wood replacement, etc. The existing restroom facility is in need of repair due to extensive use. It has been over 20 years since improvements have been made to these bathrooms.

Project Name:

Managing Department:

Project Number:

McCambridge Park Bathroom Renovation
Parks and Recreation / Public Works
25127
New Project Requesting an Appropriation
26 FY 2025-26 City of Burbank CIP

PARKS AND RECREATION
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Park Development
Fees 109,256 109,256
Development Impact
Fees 103,449 103,449
Totals - 212,705 - - - - - 212,705
Project Status
The project delivery method will be design-build. Design and construction will occur in FY 2025-26.

Estimated Annual O&M
Impact/(Savings)
Installation of a cantilever shade structure at Valley Skate Park. The scope of work includes design, engineering calculations, site plans, manufacturing of the structures, project management, and installation of shade structures over aluminum ballfield bleachers for the enjoyment of program participants and the community.

Estimated Completion Date: June 2026
Funding Source: 370.PR21A.70003.0000.25128
127.PR21A.70003.0000.25128
Expenditure Plan
Project Description
Project Name:

Managing Department:

Project Number:

Valley Skate Park Shade Structures
Parks and Recreation
25128
New Project Requesting an Appropriation
27 FY 2025-26 City of Burbank CIP

PARKS AND RECREATION
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal Infrastructure Fund 3,450,800 3,450,800
Unfunded 1,035,000 26,750,000 4,100,000 21,975,000 53,860,000 Totals - 3,450,800 1,035,000 26,750,000 4,100,000 21,975,000 - 57,310,800 Project Name:

Managing Department:

Project Number:

The Izay Master Plan was completed in FY 2021-22. Topographic survey and 3D renderings were approved by Council in December 2024. The architect was selected to perform schematic design and design development. Once funding is in place, the design agreement can be awarded in July 2025 and the design is anticipated to be completed by spring 2027. If construction funding is approved in FY 2027-28, construction can start in fall 2028 and is anticipated to be completed by spring 2030.

Estimated Completion Date:

Funding Source:

Olive Recreation Center and Theater Building Replacement Parks and Recreation
25122
New Project Requesting an Appropriation
June 2025
534.PR21A.70003.0000.25122
Expenditure Plan
Project Description
The City Council approved the George Izay Park Master Plan on October 11, 2022. This is a multi-phased project that will ultimately result in the renovation of George Izay Park. The first segment of this project will include a new recreation center and performing arts center and new exterior park restrooms.

The funding request includes California Environmental Quality Act (CEQA) analysis and Construction Document Development. This phase also includes engaging project Management services to represent the Department.

Project Status
Estimated Annual O&M
Impact/(Savings)
28 FY 2025-26 City of Burbank CIP

PARKS AND RECREATION
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal Infrastructure
Fund 100,000 100,000
-
Totals - 100,000 - - - - - 100,000
Project Description
This project seeks to expand the DeBell Clubhouse Sierra Room, a space currently utilized for special events, tournaments, meetings, and weddings. The expansion will enhance the room’s functionality and flexibility, transforming it into a more adaptable venue that can accommodate a higher capacity for both meetings and special events.

Project Status
Design will begin in FY 2025-26.

Estimated Annual O&M
Impact/(Savings)
Expenditure Plan
Estimated Completion Date:

Funding Source:

Project Name:

Managing Department:

Project Number:

DeBell Clubhouse Sierra Room Expansion
Parks and Recreation
25123
New Project Requesting an Appropriation
June 2026
534.PR21A.70003.0000.25123
29 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
534.PW33A.70019.0000.24218
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Central Library
Capital Holding 4,075,152 10,000,000 14,075,152
Library
Improvements
Holding Account 750,000 10,000,000 10,750,000
Municipal
Infrastructure Fund 5,200,000 3,100,000 2,100,000 10,400,000 Unfunded 65,000,000 65,000,000 130,000,000
Totals 10,025,152 3,100,000 22,100,000 65,000,000 65,000,000 - - 165,225,152 Expenditure Plan
Project Description
This project will result in the construction of a new Central Library and functional open space on the Civic Center block bounded by Olive Avenue, Glenoaks Boulevard, Orange Grove Avenue and 3rd Street. The project will be delivered via a progressive design/build procurement process that will also contractually consider the long-term operation and maintenance needs of the new Library. Work completed in Prior Years includes Phase 1, the Burbank Central Library Vision Study (2021); Phase 2, the Civic Center P3 Feasibility Study (September 2022); and Phase 3, which included alternative project analyses and technical studies that provided the current project scope and site plan as well as concluded the design/build delivery method was optimal for the project (March 2024).

Project Status
FY 2025-26 work will include the procurement of a full-service Project Management consultant team via a competitive Request for Quote/Proposal (RFQ)/P process. The Project Manager (PM) will be responsible for assisting staff with the delivery of the project from procuring a progressive design/builder through project completion. The first task will be to work with staff to refine the project scope/budget/schedule and draft the RFQ/P for the design/builder. The PM RFQ/P is slated for release in February 2026.

Estimated Annual O&M
Impact/(Savings)
Estimated Completion Date: To be determined
Funding Source: 370.PW33A.70019.0000.24218
Project Status:

Project Name:

Managing Department:

Project Number:

New Burbank Central Library and Civic Center
Public Works
24218
Ongoing Project Requesting an Appropriation
30 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal
Infrastructure Fund 212,750 1,667,500 1,880,250
-
Totals 212,750 1,667,500 - - - - - 1,880,250 Expenditure Plan
Project Description
Complete modernization of existing 25-year-old forensic work area; Renovate two existing areas: Forensic Services Laboratory and Administration areas and the Forensic Services Evidence Garage located on the facility's lower level. The Administration and Laboratory areas will be reorganized to accommodate the current mandated program and operational requirements. Each area will be designed to Forensic Industry Standards and obtain Accreditation for use. The Laboratory area will require reprogramming of the existing administration areas to a new modern Laboratory, chemical storage, secure evidence storage, evidence lockers, computer workstations, fingerprint downflow station, camera and photography office, and staff office and workstations. The existing Evidence Garage will include renovation of the existing work area with medical grade cabinets, counter tops, and equipment. The area will be designed according to the current code and safety requirements for occupation by Staff. The project will include Design and Construction.

Project Status
The design is scheduled for completion by June 2025. Construction is estimated to start in FY 2025-26 and be completed in FY 2026-27.

Estimated Annual O&M
Impact/(Savings)
Estimated Completion Date: June 2027
Funding Source: 534.PW33A.70019.0000.24952
Project Status:

Project Name:

Managing Department:

Project Number:

PD Forensic Services Area Modernization
Public Works
24952
Ongoing Project Requesting an Appropriation
31 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
370.PW33A.70019.0000.21472
494.PW23C.70019.0000.21472
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Infrastructure
Reserve 285,500 285,500
Municipal
Infrastructure Fund 1,040,500 270,275 1,310,775
Water Rec and Sewer 229,725 229,725
Totals 1,326,000 500,000 - - - - - 1,826,000 Expenditure Plan
Project Description
This project will repair and restore various roof systems on multiple facilities at the Olive Recreation Center, Joslyn Adult Center, Betsy Lueke Creative Art Center, Pottery Building, Burbank Animal Shelter, and the Water Reclamation Administration building.

Project Status
The design is complete and the project will be advertised in January 2025. Construction is scheduled from May 2025 to December 2025.

Estimated Annual O&M
Impact/(Savings)
Project Status:

Estimated Completion Date: December 2025
Funding Source: 534.PW33A.70019.0000.21472
Project Name:

Managing Department:

Project Number:

Roof Repair/Restoration to Multiple Roofs
Public Works
21472
Ongoing Project Requesting an Appropriation
32 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Vehicle Equipment
Replacement Fund 860,000 700,000 1,560,000
-
Totals 860,000 700,000 - - - - - 1,560,000 Expenditure Plan
Project Description
Underground fuel storage tanks at Fire Stations 12 and 16 were installed prior to 1990. Recently, tanks at each station developed leaks and were removed. The scope of this project will include the replacement of one (1) new Owner Furnished Contractor Installed (OFCI) above ground (2,000-gallon combined (1,000- Diesel and 1,000-Unleaded) at Fire Station 12 and one (1) new OFCI above ground 2,000-gallon (Diesel) fuel tank system at Fire Station 16. Each new tank will be installed adjacent to the previously removed underground storage tank locations. New fuel dispensers and a new tank management system including consoles, probes, sensors, and detector systems will be installed. Other construction efforts will include the selective demolition, replacement of affected concrete and/or asphalt paving, planting, irrigation, and site drainage. The Project will be inspected and tested to meet all applicable local, county, and state regulatory agency requirements.

Project Status
Tanks at Fire Stations 12 and 16 were removed in June 2024 to address immediate environmental concerns. The project will be advertised in March 2025 with construction slated for completion by the end of the year. Supplementary funding is requested for additional scope (converting underground tanks to above ground tanks in multiple phases) and cost escalation.

Estimated Annual O&M
Impact/(Savings)
Project Status:

Estimated Completion Date: November 2025
Funding Source: 532.PW34A.15032.0000.24546
Project Name:

Managing Department:

Project Number:

Underground Storage Tank Replacement at Fire Stations 12 & 16 Public Works
24546
Ongoing Project Requesting an Appropriation
33 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
127.PW33A.70019.0000.23049
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal
Infrastructure Fund 405,700 150,000 555,700
Development
Impact Fees 224,355 224,355
Totals 630,055 150,000 - - - - - 780,055 Expenditure Plan
Project Description
This project will replace and modernize the 24-year-old legacy jail door locking system and components. The modernization will include the complete integration and installation of all electronics, software, hardware, casework, and fixtures required to replace and modernize the existing system.

Project Status
This project is anticipated to be advertised in April 2025. Construction is estimated to take place from September 2025 - March 2026. Focused maintenance will be provided in the interim to ensure uninterrupted operation of this critical existing system.

Estimated Annual O&M
Impact/(Savings)
Project Name:

Managing Department:

Project Number:

Jail Door Control System Modernization
Public Works
23049
Ongoing Project Requesting an Appropriation
Project Status:

Estimated Completion Date: March 2026
Funding Source: 534.PW33A.70019.0000.23049
34 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Vehicle Equipment
Replacement Fund 600,000 600,000 600,000 600,000 600,000 600,000 1,200,000 4,800,000 -
Totals 600,000 600,000 600,000 600,000 600,000 600,000 1,200,000 4,800,000 Expenditure Plan
Project Description
Complete modernization of fourteen vehicle lifts to accommodate current Fleet requirements including all City light, medium, and heavy-duty vehicles. Public Works will split the project into six phases (one phase per year). Phases 1 and 2 will replace all light-duty and medium-duty lifts (total of seven lifts), Phases 3-6 will be the replacement of Heavy-duty lifts (one lift per phase).

Project Status
Design for the entire project to be completed from February to March 2025. Phase 1 construction is anticipated to start in FY 2024- 25 through a co-op agreement.

Estimated Annual O&M
Impact/(Savings)
Project Name:

Managing Department:

Project Number:

Vehicle Lift Equipment Modernization
Public Works
24547
Ongoing Project Requesting an Appropriation
Project Status:

Estimated Completion Date: Fiscal Year 2031-32
Funding Source: 532.PW34A.15042.0000.24547
35 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
370.PW23A.71000.0000.24822
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure W -
Stormwater 1,124,700 1,000,000 2,124,700
Grant Funding 1,000,000 2,369,500 41,537,695 44,907,195 Totals 1,124,700 1,000,000 3,369,500 - - - 41,537,695 47,031,895 Expenditure Plan
Project Description
This is a stormwater capture multi-benefit project. The scope of work includes the following improvements: an underground stormwater capture system (infiltration gallery), bioswales in two parking lots, planting of native trees, improved Americans with Disabilities Act (ADA) paths, picnic tables with shade structures, fitness stations, a 9-hole disc golf course, LED pedestrian and/or ballfield lighting throughout the park, and solar power at the recreation center and basketball court.

Project Status
The feasibility study has been completed and submitted to LA County. In FY 2023-24 and FY 2024-25, a grant funding application for $2.93 million for design work was submitted to LA County, but the project was not selected to receive funding. The design funds requested for FY 2023-24 and FY 2024-25 are to further the design and make the project more competitive when submitting future applications for grant funds from the County and other sources (as shown in FY 2025-26 and FY 2026-27).

Estimated Annual O&M
Impact/(Savings)
Estimated Completion Date: FY 2028-29
Funding Source: 109.PW23A.71000.0000.24822
Project Status:

Project Name:

Managing Department:

Project Number:

McCambridge Park Stormwater Capture Multi-Benefit Project Public Works
24822
Ongoing Project Requesting an Appropriation
36 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
107.CD33A.70002.0000.23779
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure R
Highway
Operations 700,000 1,500,000 2,200,000
Measure R Local
Return 700,000 700,000
Totals 1,400,000 1,500,000 - - - - - 2,900,000 Expenditure Plan
Project Description
This project will reconstruct 4 of the 8 traffic signals that were designed in FY 2023-24 as a part of the Alameda Signal Sync Project. The four signals to be reconstructed are: Victory Boulevard/Elmwood Avenue, Magnolia Boulevard/Reese Place, Magnolia Boulevard/Mariposa Street, and Magnolia Boulevard/Screenland Drive. The project is 100 percent funded by Metro Measure R Highway funds.

Project Status
The design was completed as part of the MR310.55 Alameda Signal Sync Project. Traffic signal equipment procurement (for signal poles, controllers, cabinets, etc.)
began in December 2024. Construction is scheduled to begin in November 2025 and completed by June 2026. In July 2024, LA Metro approved project funding increase from $1.4 million to $2.9 million. The project cost for traffic signal improvements increased from $1.4 million to $2.9 million due to inflation that impacted material and labor costs. In addition, workforce shortages and high contractor demand have caused bids to increase.

Estimated Annual O&M
Impact/(Savings)
Project Status:

Estimated Completion Date: June 2026
Funding Source: 370.PW22A.70002.0000.23779
Project Name:

Managing Department:

Project Number:

Interstate-5 Arterial Phase 3
Public Works
23779
Ongoing Project Requesting an Appropriation
37 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure R
Highway
Operations 250,000 125,000 375,000
-
Totals 250,000 125,000 - - - - - 375,000 Expenditure Plan
Project Description
This project will collect data and analyze the synchronization of 24 traffic signals on Victory Boulevard between Buena Vista and Alameda and on Buena Vista Street between Interstate 5 and Glenoaks Boulevard. In addition to synchronization analysis, traffic signal controllers, electrical service, cameras, and wiring will be upgraded at three locations. Project Design will include data collection/analysis, signal timing adjustments, and procurement of traffic signal upgrade equipment through City contracts, and implementation of the synchronization analysis. Project Construction only includes signal equipment upgrades to three intersections.

Project Status
Staff is working with Metro on the funding agreement and plans to issue the Request for Proposal (RFP) by March 2025.

Consultant will be onboard by April 2025 with the design phase beginning in May 2025. The anticipated completion date of the project is December 2026. Operating and maintenance costs will remain since the traffic signals in this project are already part of the City's maintenance program.

Estimated Annual O&M
Impact/(Savings)
Project Status:

Estimated Completion Date: December 2026
Funding Source: 370.PW22A.70002.0000.23780
Project Name:

Managing Department:

Project Number:

Victory Boulevard Signal Synchronization
Public Works
23780
Ongoing Project Requesting an Appropriation
38 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Measure R Local
Return 545,000 100,000 100,000 745,000
Caltrans PLBP
Grant Funds 1,000,000 1,000,000
Totals 1,545,000 100,000 100,000 - - - - 1,745,000 Expenditure Plan
Project Description
This project reconfigures San Fernando Boulevard in Downtown Burbank to implement one lane of one-way traffic northbound, install signage and modify roadway signal and striping, reconfigure parking, and add additional outdoor dining opportunities. As one of the Complete Streets Plan Top-Priority projects, the project would enhance vehicular and pedestrian safety, support Burbank’s economic recovery by encouraging safe outdoor dining, and improve the quality of life of Burbank residents and visitors by allowing them to enjoy Downtown Burbank more safely. If successful, a Phase 2 project could be implemented to construct a more long-term improvement with permanent wide sidewalks and traffic calming.

Project Status
The Project was installed in March 2024, kicking off Phase 1’s 12-month pilot period to be completed in March 2025. Staff provided a 6-month pilot project update to the City Council in October 2024, and will provide a 12-month update and formal recommendation on the future of the project in the Summer of 2025. Maintenance for restriping, replacing plastic bollards, signage, and planters is expected to be needed during the upcoming fiscal year. Additionally, the budget for commencing work for the project’s second phase is already available and could begin during the upcoming fiscal year depending on staff’s recommendation and the City Council’s decision.

Estimated Annual O&M
Impact/(Savings)
Estimated Completion Date: Spring 2028
Funding Source: 107.CD33A.70002.0000.24206
Project Status:

Project Name:

Managing Department:

Project Number:

Downtown San Fernando Blvd. Reconfiguration
Community Development
24206
Ongoing Project Requesting an Appropriation
39 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Development
Impact Fees 260,000 280,000 540,000
-
Totals 260,000 280,000 - - - - - 540,000 Expenditure Plan
Project Description
The Rancho Providencia Neighborhood Protection Plan (NPP) is a series of street improvements adopted by the City Council in 1998 to reduce cut-through traffic in the residential neighborhood bounded by Buena Vista Street, Olive Avenue, Victory Boulevard, Main Street, and Alameda Avenue. On June 22, 2021, Council directed staff to commence an update to the Rancho Providencia Neighborhood Protection Plan (NPP) in response to the potential for increased cut-through traffic in the residential neighborhood. Study traffic conditions to update the Rancho Providencia NPP and install traffic mitigation measures where necessary to address cut-through traffic and vehicle speeding. The study recommended speed hump installation in 15 locations and a possible upgrade of temporary closure at Orchard Drive and Olive Avenue with a permanent curb and gutter.

Project Status
Neighborhood Protection Plan Update adopted by Council on December 5, 2023. Funding has been allocated to allow residents to petition for speed humps on streets that were qualified for them in the Plan. Should the City Council approve construction of a permanent Orchard street closure, design will commence in Fall 2025 and the construction will be complete by Spring 2027.

Estimated Annual O&M
Impact/(Savings)
Project Status:

Estimated Completion Date: Summer 2026
Funding Source: 127 CD33A.70002.0000.24274
Project Name:

Managing Department:

Project Number:

Rancho Providencia Neighborhood Protection Plan
Community Development
24274
Ongoing Project Requesting an Appropriation
40 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
2244 N. Buena Vista Facility Improvements
370.CD25A.70019.0000.24747
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Community
Development Block
Grant
1,216,272 1,216,272
RDA Loan Repayment 817,417 517,417 1,334,834
Home Again LA 50,000 950,000 1,000,000
HOME Investment
Partnerships American
Rescue Plan Program
2,846,632 2,846,632
Totals 2,083,689 4,314,049 - - - - - 6,397,738 This project is the vacant Boys and Girls Club/Fire Station 12 and currently fully funded pending receipt of a final grant and allocation of FY 2024-25 Community Development Block Grant (CDBG) funds. It is currently vacant and after reconstruction and refurbishment will be the new corporate office of Home Again Los Angeles (HALA), a non-profit organization that supports homelessness families helping to get them into permanent housing. The project will include rehabilitation of the existing building and the addition of four tiny homes. A long-term lease will be executed with HALA pending Council approval.

Project Status
The project is on time with permit submittal, entitlement, and construction documents completed in February 2025. Permitting and Bid package are to occur between February and May. Bidding negotiations, City Council approval, and Notice to Proceed slated to occur between June and August. Leases with HALA will be executed in August, 2025 . Construction is estimated to occur from September 2025 through July 2026. HALA's anticipated move-in date is August 1, 2026.

Estimated Annual O&M
Impact/(Savings)
Project Name:

Project Description
Managing Department: Public Works
Project Number: 24747
Project Status:

Estimated Completion Date:

Ongoing Project Requesting an Appropriation
June 2026
Funding Source: 122.CD25A.70019.0000.24747
Expenditure Plan
41 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Grant Funding 1,500,000 1,500,000
Development Impact Fees 1,000,000 1,000,000
Unfunded 7,850,000 7,850,000 15,700,000
-
Totals 1,500,000 1,000,000 7,850,000 7,850,000 - - - 18,200,000 Expenditure Plan
Project Description
This project will provide a complete overhaul of the McCambridge Pool Facility. Upgrades include a new lap swim pool, activity pool, waterslides, play features, pool deck, equipment room, locker room renovations, and staff offices. The Architect for the design work has been selected. Design work is estimated for completion in December 2025.

Funding request for FY 2025-26 will
provide the means to complete the California Environmental Quality Act (CEQA) analysis, as well as move this project to the Bid Phase after the pre-construction documents are completed. This phase also includes hiring a Project Manager to represent the City during design development.

Project Status
An Aquatics Facility Needs Assessment Report with extensive community engagement was completed in FY 2021-22. This project is supported by the City Parks Master Plan's, Goal 2.1 – Swimming Pool Improvements, approved by Council in FY 2024-25.

The project delivery method will be design-build., and is estimated to be completed in FY 2027-28.

Project Name:

Managing Department:

Project Number:

Estimated Completion Date:

Funding Source:

McCambridge Pool Replacement
Parks and Recreation
24979
Ongoing Project Requesting an Appropriation
June 2028
127.PR21A.70003.0000.24979
370.PR21A.70003.0000.24979
Estimated Annual O&M
Impact/(Savings)
42 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal
Infrastructure Fund 165,000 75,000 240,000 -
Totals 165,000 75,000 - - - - - 240,000 Expenditure Plan
Project Description
This project will provide the Burbank Animal Shelter the installation of a new nonslip coating system to the existing flooring in the two kennel buildings including the main public walkways. The Shelter was built in 1990 and since has not had repairs or improvements made to the floors. The current concrete flooring has numerous cracks and erosion allowing water to accumulate which causes pathogens to thrive. Repairing and sealing the floor in the two kennel buildings (dog kennels and public walkways) with a nonslip coating system will provide a smooth surface to allow for proper cleaning and disinfecting, reducing the number of pathogens in the environment, and promoting a healthy kennel population. In addition to the health benefits, a new floor will modernize the kennels, leading to the attraction of more patrons which in turn leads to increased adoptions. A new, nonslip floor will also provide a safer environment for staff, volunteers, and the public.

Project Status
Public Works, Parks and Recreation, and the consultant are discussing options to repair and refinish the existing concrete flooring. Consultant to provide specs for bidding documents and estimate the costs for the new project plan. Construction to be completed in FY 2025-26.

Estimated Annual O&M
Impact/(Savings)
Estimated Completion Date: November 2025
Funding Source: 534.PR21A.70003.0000.24566
Project Name:

Managing Department:

Project Number:

Animal Shelter Kennel Flooring
Parks and Recreation
24565
Ongoing Project Requesting an Appropriation
43 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Art in Public Places 400,000 200,000 600,000
Totals 400,000 200,000 - - - - - 600,000 Project Status
Staff is scheduling a meeting with the Los Angeles County Flood Control District to discuss the project and receive feedback and approval. The request for qualifications will be issued in Spring 2025.

Estimated Annual O&M
Impact/(Savings)
Covered
by Art in
public
Places
This project will design, construct, and install up to seven public art pieces along the Burbank Channel Bikeway from the Downtown Metrolink Station to
Alameda Avenue. Phase II of the Burbank Channel Bikeway is a three-quarter-mile bicycle and pedestrian path that runs along the Burbank Western Flood Control channel. The Bikeway connects to the existing quarter-mile path, completed in 2021.

Estimated Completion Date:

Funding Source:

Expenditure Plan
Project Description
Project Name:

Managing Department:

Project Number:

Burbank Channel Bikeway Public Art
Parks and Recreation
24558
Ongoing Project Requesting an Appropriation
August 2025
370.PR21A.70003.0000.24558
44 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Art in Public Places 460,000 220,000 680,000 Development Impact
Fees 20,000 20,000
Totals 460,000 240,000 - - - - - 700,000 Project Status
A request for qualifications occurred in FY 2024-25 with final artist selection occurring in FY 2025-26. Request for proposal will be issued in Summer 2025.

Estimated Annual O&M
Impact/(Savings)
Installation of a shade structure over the stage at Johnny Carson Park. This is an Art in Public Places project.

Estimated Completion Date:

Funding Source:

Expenditure Plan
Project Description
Project Name:

Managing Department:

Project Number:

Johnny Carson Park Shade Structure
Parks and Recreation
24819
Ongoing Project Requesting an Appropriation
September 2025
370.PR21A.70003.0000.24819
127.PR21A.70003.0000.24819
45 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Project Status:

Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal Infrastructure Fund 1,743,450 625,500 2,368,950 -
Totals 1,743,450 625,500 - - - - - 2,368,950 Project Status
In FY 2020-21, improvements to the clubhouse, sand bunkers, and irrigation repairs were completed. In FY 2021-22, irrigation replacement at holes 10-18 and 7, as well as netting replacement was completed. In FY 2022-23, driving range enhancements, additional sand bunker replacement, and Hilltop Clubhouse banquet space improvements were completed. In FY 2024-25, Fairway Bunker renovations were completed, tee box improvements, and cart path replacements.

In FY 2025-26, additional cart paths will be replaced, tee box improvements, a mobile driving range shade structure as well as improvements to the Par 3 course.

Estimated Annual O&M
Impact/(Savings)
This is a multi-year project with each year focusing on different improvements to the DeBell Golf Course. FY 2025-26 will mark the final year of the DeBell Golf Course's five-year capital improvement program. Improvements for FY 2025-26 include but are not limited to a driving range cover structure, replacement of the remaining tee boxes, and Par 3 course improvements. The golf course grounds have deferred maintenance and need to be addressed. This will improve operational efficiencies. The driving range cover structure will enhance playability, thus increasing revenue.

Estimated Completion Date:

Funding Source:

Expenditure Plan
Project Description
Project Name:

Managing Department:

Project Number:

DeBell Golf Improvements
Parks and Recreation
24561
Ongoing Project Requesting an Appropriation
June 2026
534.PR21A.70003.0000.24561
46 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Project Status:
370.PR31D.70003.0000.24980
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Municipal Infrastructure Fund
457,000 1,920,000 2,377,000
General City Capital Projects Fund 3,932 3,932 Capital Projects Holding 417,627 417,627
Unfunded 96,411,827 96,411,827
Totals 878,560 1,920,000 - - - - 96,411,827 99,210,387 The next phase of the project will involve submitting it to the City’s Planning Division for entitlement review and initiating an environmental review in compliance with the California Environmental Quality Act (CEQA). The scope includes hiring an environmental consultant and a skilled Project Manager to manage the technical aspects and complexities of the project. Both external and internal consultants will be engaged to conduct feasibility studies, such as assessing utility capacity. Lehrer Architects will handle the schematic design and develop conceptual plans for the final project.

CEQA clearance is expected by the end of 2027.

Estimated Annual O&M
Impact/(Savings)
Project Status
Project Description
Expenditure Plan
The Starlight Bowl Amphitheatre Transformation Project consists of a complete renovation of the amphitheater with additional amenities to the site and adjacent Stough Canyon Park. The Project is comprised of a modernized performing arts venue which includes stage renovations that provide a larger, more accessible area for performers, upper restrooms and concessions, onsite parking and a drop area to accommodate ride share and buses, new seating area, along with renovation of the adjacent Stough Park to include a smaller amphitheater. The entire Project will address accessibility needs, and ensure all Americans with Disabilities Act (ADA), and code requirements are met. In June 2023, Phase 1 of the project was completed with schematic design, updated costing, and video flythrough rendering. In 2024, a Community Engagement Plan was developed as part of Phase 2 and extensive community outreach efforts on the project will conclude in June 2025.

Estimated Completion Date:

Funding Source: 534.PR21A.70003.00000.24980
Project Name:

Managing Department:

Project Number:

Starlight Bowl Amphitheatre Transformation
Parks and Recreation
24980
Ongoing Project Requesting an Appropriation
June 2032
47 FY 2025-26 City of Burbank CIP

MUNICIPAL FACILITIES
Funding Source Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Years 6 - 10 Totals
Community Block Grant
337,317 337,317
Grant Funds
3,450,000 3,450,000
RDA Loan Repayment
500,000 410,457 910,457
Measure H
255,073 255,073
Totals 837,317 665,530 - - - - 4,952,847 The Project is within the Council-approved 5-year Homeless Plan that continues through FY 2027-28. The plans and specifications are complete and permit approval is expected in Spring 2025. The Project could be completed in two phases. The Safe Parking and the building improvements (Phase 1), along with project entitlements, will be completed in FY 2025-26. The interior tenant improvements and the Tiny Homes will follow when funding is provided, potentially in FY 2026-27. Entitlements and the environmental documents need to be completed to add the new homes, and a final cost estimate needs to be prepared to ensure future funding requests are adequate to complete the work.

Construction for Phase I is slated to start in Fall 2025 and be completed in Summer 2026 at an approximate cost of $4.5 million. Phase 2 has an approximate cost estimate of $12 million. Operating and maintenance costs for the Safe Parking are yet to be determined. It is estimated that the entire project, once completed, will require $1 million/year to be incurred by the service provider. These funds could possibly come from Measure A and/or Permanent Local Housing Allocation (PLHA).

Estimated Annual O&M Impact/(Savings)
Project Status
Project Description
Expenditure Plan
Project Name:

The development of a Homeless Solutions Center at 323-333 Front Street, its adjacent site at 10 East Verdugo, and the ability to use a small portion of the Metrolink Parking lot will continue the work toward developing a Homeless Solutions Center in the City and in return will help eradicate homelessness through programs and services provided by the center.

Staff hired Kadre Architects to create site plan options for the location that includes parcels at 323-333 South Front Street (Hollywood Piano building), 10 Verdugo Avenue (currently used as the SAFE – Homeless storage) and a portion of the adjacent Front Street Metrolink parking lot. Community Development Department (CDD) staff has held various meetings with other City departments to receive input on the design to address ingress and egress concerns, existing utilities, and potential future development options for Permanent Supportive Housing.

Managing Department:

Project Number:

Project Status:

Estimated Completion Date:

Funding Source:

Homeless Solutions Center at 323 S. Front Street
Community Development
24970
Ongoing Project Requesting an Appropriation
Project is part of the 5-year Homelessness Plan
122.CD25A.70019.0000.24970
370.CD25A.70019.0000.24970
48 BUDGET SUMMARIES
A. Revenue & Appropriations Summaries PAGE
 Source of Funds (Revenues) Chart, General Fund 2
 Use of Funds (Appropriations) Chart, General Fund 3
B. Fund Tables 4
C. Proposed Appropriations
 Proposed Budget by Fund and Prior Year Appropriations and Expenditures 6  FY 2025-26 Budgets by Department and Cost Center 8
 Outstanding Bonded Debt Service Requirements 13
D. Reserves
 Summary of General Fund Reserves 15
E. Citywide Personnel
 Comparative Staff-Years Summary by Department/Program 16 F. Financial Policies
 City of Burbank Financial Policies 17
The Budget Summaries Section presents, through a seriesof charts, graphs, and tables, the Proposed Fiscal Year (FY) 2025-26 City of Burbank Annual Budget in summary form. This section is organized as follows:
1 BUDGET SUMMARIES
Total City Resources
General Fund Resources
$851,137,945
SOURCE OF FUNDS - FY 2025-26
$264,820,908
General Fund,
$264,820,908
Proprietary,
Special Revenue,
Successor Agency,
Housing Authority
& Parking
Authority,
$586,317,037
WHERE

THE MONEY

COMES FROM
Property Tax,
$82,557,013
Sales Tax,
$63,381,000
Utility Users Tax,
$20,802,308
Services Charges -
Intra City,
$17,590,495
Transient
Occupancy
Tax,
$14,407,120
Service
Charges,
$28,529,794
In Lieu Taxes,
$10,694,333
Transient Parking
Tax, $4,889,040
Building
Permits/License
Fees, $7,340,031
Business Taxes,
$2,538,000
Parking/Traffic/Other
Fines, $2,864,000 Franchise Fees,
$1,535,400
Interest/Use of
Money, $4,612,156
Intergovernmental
Revenues,
$3,080,218
2 BUDGET SUMMARIES
Total City Appropriations
General Fund Appropriations 275,158,994$
USE OF FUNDS - FY 2025-26
$1,008,988,882
General Fund ,
$275,158,994
Proprietary,
Special Revenue,
Successor
Agency, Housing
Authority &
Parking Authority,
$733,829,888
General
Administration,
$16,039,663
Fire, $53,486,204
Management
Services, $7,913,499
Public Works,
$20,360,666
Community
Development,
$20,626,388 Financial Services,
$7,822,822
Library Services,
$10,895,814
Police, $77,610,844
Parks & Recreation,
$37,495,784
Non-Departmental
Expenses,
$22,907,310

HOW THE

MONEY IS
SPENT
3 4

CITY COUNCIL,

CITY MANAGER,
CLERK,

TREASURER &

CITY ATTORNEY
General Fund
(001)

FINANCIAL

SERVICES
General Fund
(001)
Office Equip
Replacement
Fund (533)
Successor
Agency (208)
General City
Capital Projects
Fund (370)

MANAGEMENT

SERVICES
General Fund
(001)
General Liability
Insurance Fund
(530)
Workers Comp
Insurance Fund
(531)

LIBRARY

SERVICES
General Fund
(001)
Public
Improvements
Fund (127)
FIRE
General Fund
(001)
POLICE
General Fund
(001)
Gen City Grant
Fund (121)
Drug Asset
Forfeiture Fund
(124)

COMMUNITY

DEVELOPMENT
General Fund
(001)
Prop A (104)
Prop C (105)
AQMD (106)
Measure R
(107)
CDBG (122)
Public Improv
Fund (127)
HUD Affordable
Housing (128)
Section 8 (117)
Low Mod (305)

PARKS &

RECREATION
General Fund
(001)
Municipal
Infrastructure
Fund (534)
Public
Improvements
Fund (127)

INFORMATION

TECHNOLOGY
Information
Technology
Fund (537)

PUBLIC WORKS
General Fund
(001)
Measure M
(108)
RMRA (123)
State Gas Tax
Fund (125)
Vehicle Equip
Replacement
Fund (532)
Municipal
Infrastructure
Fund(534)
Water
Reclamation &
Sewer Fund
(494)
Refuse
Collection &
Disposal Fund
(498)
Measure W
(109)
Parking
Authority (310)

BURBANK WATER
& POWER
Water Fund
(497)
Electric Fund
(496)
Street Lighting
(129)
Tieton
Hydropower
Project (133)
Magnolia
Power Project
(483)
Comm Equip
Replacement
Fund (535)
City Departments
General Fund
Internal Service Funds
Special Revenue Funds
General City Capital Projects
Successor Agency
Housing Authority
Water and Refuse Fund
Parking Authority
Public Service (BWP) Fund
5 FY 2025-26 PROPOSED BUDGET BY FUND AND

PRIOR YEAR APPROPRIATIONS/EXPENDITURES
FUND 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
NO. DEPARTMENT/FUND NAME ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED 001 City Attorney 3,907,153$ 4,300,189$ 4,676,297$ 5,064,350$ 6,372,026$ 6,576,650$ 001 City Clerk 1,562,296 1,442,206 1,669,147 1,461,131 1,960,974 2,128,414 001 City Council 614,949 562,306 635,443 997,994 1,609,548 2,376,836 001 City Manager 2,538,193 2,388,498 2,597,218 3,100,897 3,050,681 3,829,272 001 City Treasurer 788,673 825,088 816,165 929,885 1,107,550 1,128,492 001 Community Development 11,716,569 12,819,189 13,829,295 17,909,032 18,344,512 20,626,388 001 Financial Services 5,526,021 5,153,434 5,747,302 6,572,054 7,581,712 7,822,822 001 Fire 41,331,474 40,255,182 43,821,432 52,668,849 52,474,565 53,486,204 001 Library Services 7,245,605 7,622,413 8,016,117 9,189,921 9,757,117 10,895,814 001 Management Services 5,313,588 5,014,959 5,988,753 7,125,937 8,174,323 7,913,499 001 Parks and Recreation 23,108,907 25,406,580 28,705,761 33,043,799 36,357,635 37,495,784 001 Police 61,185,484 60,993,936 63,651,629 68,845,031 74,789,982 77,610,843 001 Public Works 15,745,283 15,988,630 17,330,442 18,864,556 20,527,161 20,360,666 001 Non-Departmental 20,483,950 15,822,386 21,563,918 14,053,213 16,586,020 22,907,310 GENERAL FUND TOTAL BUDGET 201,068,145$ 198,594,996$ 219,048,917$ 225,091,869$ 258,693,806$ 275,158,994$ 370 General City Capital Projects 10,383,644$ 1,658,964$ 2,325,411$ 2,593,124$ 2,547,533$ 7,448,835$

SPECIAL REVENUE FUNDS
104 Prop A Transportation 2,268,412$ 2,237,397$ 2,476,158$ 2,790,263$ 2,855,162$ 3,033,900$ 105 Prop C Transportation 2,116,390 2,375,596 1,599,198 3,025,862 3,646,026 3,846,537 106 Transportation (AQMD) 111,072 142,186 99,325 103,218 221,592 61,249 107 Measure R Transportation 1,842,907 417,512 2,210,795 718,335 1,941,912 979,946 108 Measure M Transportation 1,514,574 - 2,371,827 532,713 3,119,659 2,086,171 109 Measure W Transportation 17,960 108,660 139,062 294,523 1,122,140 637,572 121 General City Grant Fund 318,665 393,494 410,486 400,726 122 Comm Dev Block Grants (CDBG) 3,265,727 1,065,750 371,745 345,974 1,028,113 1,055,583 123 Road Maintenance and Rehab (RMRA) 2,264,441 2,694,320 1,712,267 2,315,279 3,020,238 3,319,718 124 Drug Asset Forfeiture 18,244 28,415 34,725 41,005 100,000 100,000 125 State Gas Tax 3,223,367 2,270,668 2,498,781 2,546,136 4,395,716 2,626,624 127 Public Improvements 7,021,779 2,137,033 1,792,020 5,666,623 4,271,531 4,670,474 128 HUD Affordable Housing Fund 510,599 537,690 785,833 920,089 764,506 699,408 129 Street Lighting 2,521,760 2,757,210 2,456,844 2,362,064 5,919,677 5,168,335 130 Youth Endowment Services 20 25 20
131 Community Service (BCSF) 20 25 20
133 Tieton Hydropower Project 3,161,807 1,954,137 1,929,763 1,781,184 2,007,717 2,182,858 483 Magnolia Power Plant 24,031,859 20,363,544 23,296,418 24,942,953 30,565,470 30,062,957 54,209,603$ 39,483,662$ 44,185,246$ 48,786,987$ 64,979,459$ 60,531,332$

INTERNAL SERVICE FUNDS
530 General Liability Insurance 4,358,632$ 9,162,310$ 17,052,102$ 12,673,059$ 14,475,710$ 16,110,067$ 531 Workers' Comp Insurance 3,008,213 10,827,442 9,125,369 8,975,552 10,544,282 10,944,580 532 Vehicle Equipment Replacement 9,204,366 8,900,727 10,290,706 12,124,961 19,602,787 26,601,563 533 Office Equipment Replacement 959,391 711,849 658,610 676,313 1,632,290 913,106 534 Municipal Infrastructure 8,413,977 11,423,161 14,331,525 19,252,902 23,196,271 20,473,470 535 Communication Equip Replacement 3,336,717 3,473,898 4,558,851 4,797,871 4,428,929 6,597,396 537 Information Technology 9,733,349 10,682,888 12,976,003 14,408,718 17,644,313 18,575,798 39,014,644$ 55,182,276$ 68,993,164$ 72,909,376$ 91,524,582$ 100,215,980$

ENTERPRISE FUNDS
494 Water Reclamation and Sewer (PW) 19,412,648$ 13,532,616$ 16,048,653$ 30,916,425$ 25,596,228$ 30,732,030$ 496 Electric Fund (BWP) 204,995,965 197,113,282 278,093,880 242,558,309 331,794,959 413,757,273 497 Water Fund (BWP) 32,153,419 32,465,296 38,890,475 50,235,088 51,493,697 71,229,130 498 Refuse Collection and Disposal (PW) 18,699,045 18,243,409 23,218,343 23,295,351 26,626,862 28,832,960 275,261,076$ 261,354,602$ 356,251,350$ 347,005,173$ 435,511,746$ 544,551,393$ 6 FY 2025-26 PROPOSED BUDGET BY FUND AND

PRIOR YEAR APPROPRIATIONS/EXPENDITURES
FUND 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
NO. DEPARTMENT/FUND NAME ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED

SUCCESSOR AGENCY
208 Administration/Debt Service 9,438,340 6,975,202 7,412,412 7,442,194 2,507,087 2,256,769 9,438,340$ 6,975,202$ 7,412,412$ 7,442,194$ 2,507,087$ 2,256,769$

HOUSING AUTHORITY
117 Housing Vouchers 11,853,334$ 12,119,188$ 13,212,305$ 15,838,414$ 14,227,910$ 16,353,450$ 305 Low/Moderate Income Housing 839,736 635,296 529,782 1,029,793 1,179,868 996,644 12,693,069$ 12,754,484$ 13,742,087$ 16,868,207$ 15,407,778$ 17,350,094$

PARKING AUTHORITY
310 Parking Authority 635,201$ 558,398$ 556,416$ 603,202$ 831,834$ 1,475,486$ 635,201$ 558,398$ 556,416$ 603,202$ 831,834$ 1,475,486$ TOTAL CITY 602,703,722$ 576,562,582$ 712,515,004$ 724,653,051$ 872,003,825$ 1,008,988,882$ 7 FY 2025-26 PROPOSED BUDGET

BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2025-26
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED FUND 001 GENERAL FUND
CL01A CITY COUNCIL 587,013$ 1,789,823$ 2,376,836$ CITY CLERK 1,571,765$ 556,649$ -$ -$ 2,128,414$ CC01A Services 587,814 214,094 801,908
CC01B Elections 157,422 179,368 336,790
CC01C Legal Advertising 57,104 72,061 129,165
CC01D Records Management 347,246 58,343 405,589
CC01E Passport Services 422,179 32,783 454,962
CT01A CITY TREASURER 930,877$ 197,615$ 1,128,492$ CITY ATTORNEY 6,021,336$ 555,314$ -$ -$ 6,576,650$ CA01A Dept Services-Admin 3,075,310 396,859 3,472,169
CA02A Litigation 1,882,218 77,933 1,960,151
CA03A Prosecution 1,063,808 80,522 1,144,330
CITY MANAGER 3,049,228$ 780,044$ -$ -$ 3,829,272$ CM01A Operations 1,496,648 221,447 1,718,095
CM02A PIO 1,243,313 314,940 1,558,253
CM03A Reprographics Services 309,267 243,657 552,924
MANAGEMENT SERVICES 5,620,214$ 2,293,285$ -$ 7,913,499$ MS01A General Administration 841,002 454,175 1,295,177
MS01B Reprographics Printing Services
MS01C LiveScan 122,051 58,214 180,265
MS01E Labor Relations 559,761 153,897 713,658
MS02C Youth Employment 688,954 88,868 777,822
MS02D Employment Services 1,473,548 765,554 2,239,102
MS02E Employee Services 1,379,005 199,648 1,578,653
MS03A Environmental Health & Safety 555,892 572,929 1,128,821 FINANCIAL SERVICES 6,517,828$ 1,304,994$ 7,822,822$ FN01A Accounting/Administration 3,663,366 862,235 4,525,601 FN02A Budget/Purchasing/Revenue 1,310,181 320,879 1,631,060 FN03A Procurement 1,544,281 121,880 1,666,161
PARKS and RECREATION 20,468,233$ 17,027,551$ 37,495,784$ Landscape & Forestry 5,493,656 3,026,204 8,519,860
PR21A Facility Planning & Development - 946,212 946,212 PR22A Forestry Services 2,147,176 688,338 2,835,514
PR23A Park Landscape Program 3,346,480 1,351,654 4,698,134 PR26A Urban Reforestation 40,000 40,000
Administration 2,821,690 6,004,493 - - 8,826,183
PR28A Administration 2,821,690 1,840,579 4,662,269
PR27A Golf Course 4,163,914 4,163,914
Community Services 5,797,835 3,192,803 8,990,638
PR31D Starlight Bowl 235,071 418,909 653,980
PR31E Stough Canyon Nature Center 416,453 85,118 501,571 PR31F Youth Resource Programs 277,537 277,537
PR31H Ovrom Park 328,081 179,253 507,334
PR32D Cultural Services 650,872 267,399 918,271
PR32E Commercial & Special Events 12,382 97,309 109,691 PR41A Retired & Senior Volunteer Program 211,198 198,188 409,386 PR42A-C Supplemental Nutrition 1,397,492 609,972 2,007,464 PR43A Information & Assistance 4,658 4,658
PR45A Senior Recreation 493,414 309,858 803,272
PR46A Human Services 407 30,851 31,258
PR47A Animal Shelter 2,052,466 713,751 2,766,217
8 FY 2025-26 PROPOSED BUDGET

BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2025-26
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED Recreation Services 6,355,052 4,804,051 - - 11,159,103
PR31A McCambridge Park 207,426 2,118,725 2,326,151
PR31B Verdugo Park 506,638 308,233 814,871
PR31C Olive Recreation 1,373,291 531,571 1,904,862
PR32A Daycamp and Afterschool Program 1,721,512 349,875 2,071,387 PR32B Organized Sports 1,398,680 993,327 2,392,007
PR32C Aquatics 1,147,505 265,809 1,413,314
PR32F Athletic Leagues 236,511 236,511
LIBRARY SERVICES 7,910,904$ 2,984,910$ -$ -$ 10,895,814$ LB01A Technical Services 1,682,964 1,541,989 3,224,953
LB02A Public Services 6,227,940 1,442,921 7,670,861
COMMUNITY DEVELOPMENT 13,734,478$ 6,891,910$ -$ 20,626,388$ CD11A Administration 707,035 510,516 1,217,551
Economic Development & Housing 2,635,687 2,822,376 - - 5,458,063 CD23A Affordable Housing 1,101,845 1,832,124 2,933,969
CD23B Economic Development 1,029,357 657,123 1,686,480
CD23C Real Estate 504,484 333,129 837,613
CD31A Planning 3,857,538 1,267,383 5,124,921
Transportation 998,022 292,029 - - 1,290,051
CD32A Transportation 998,022 292,029 1,290,051
CD42A Building Division 5,536,196 1,999,606 7,535,802
PUBLIC WORKS 13,467,773$ 6,892,893$ -$ -$ 20,360,666$ PW11A Administration 1,761,372 494,195 2,255,567
Engineering Design & Construction 5,686,464 1,680,836 - - 7,367,300 PW21A Street Design & Construction 1,443,149 384,345 1,827,494 PW21B Permits 1,200,759 338,292 1,539,051
PW22A Engineering & Design 899,612 208,485 1,108,097
PW22B Signs and Painting 765,389 223,026 988,415
PW22D Traffic Signal Maintenance 818,534 392,565 1,211,099 PW22H Traffic Management Center 559,021 134,123 693,144 Street and Sanitation 1,241,191 2,575,195 - - 3,816,386 PW32A Roadway & Parkway Maintenance 1,116,342 2,496,308 3,612,650 PW32B Weed Abatement 33,426 33,369 66,795
PW32D Flood Control 91,424 45,518 136,942
Fleet & Building Maintenance 3,870,933 1,868,072 - - 5,739,005 PW33A Facilities Maintenance 2,127,651 1,128,002 3,255,653 PW33B Custodial Services 1,743,282 740,070 2,483,352
PW35A Field Services - Administration 907,813 274,595 1,182,408 FIRE 45,264,656$ 8,221,548$ -$ 53,486,204$
FD01A Fire Prevention 2,937,480 2,612,272 5,549,752
FD01B Hazardous Materials Program 400,855 29,231 430,086 FD02A Fire Suppression 22,758,448 4,216,139 26,974,587 FD03A Emergency Medical Services 15,361,280 735,923 16,097,203 FD04A Emergency Management 225,650 133,645 359,295
FD05A Fire Apparatus and Equipment 329,359 37,844 367,203 FD06A Training and Safety 1,037,770 168,604 1,206,374
FD07A Administration 2,213,814 287,890 2,501,704
9 FY 2025-26 PROPOSED BUDGET

BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2025-26
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED POLICE 62,000,318$ 15,610,525$ -$ -$ 77,610,843$ PD01A-H Patrol Division 31,886,069 10,017,793 41,903,862 PD02A-D Investigation Division 13,312,747 975,385 14,288,132 PD03A-E Administrative Services 7,147,771 2,566,876 9,714,647 PD05A Parking Enforcement 1,792,908 257,939 2,050,847
PD06C Communication Center 2,786,988 112,107 2,899,095
PD07A-E Support Services 2,943,084 384,027 3,327,111
PD08A Air Support Unit 668,785 911,373 1,580,158
PD09A Jail Division 1,461,966 385,025 1,846,991
ND01A NON-DEPARTMENTAL 14,352,118$ 610,593$ 7,944,599$ 22,907,310$ TOTAL GENERAL FUND 201,496,741$ 65,717,654$ -$ 7,944,599$ 275,158,994$ 370 GENERAL CITY CAPITAL PROJECTS 7,448,835$ 7,448,835$

SPECIAL REVENUE FUNDS
104 PROP A TRANSPORTATION 1,738,607$ 1,166,330$ -$ 128,963$ 3,033,900$ CD32B Transportation 636,303 128,963 765,266
CD33A Administration 1,738,607 530,027 2,268,634
105 PROP C TRANSPORTATION 382,029$ 3,464,508$ -$ -$ 3,846,537$ CD32B BurbankBus Operations 3,297,008 3,297,008
CD33A Administration 382,029 167,500 549,529
106 TRANSPORTATION (AQMD) 39,292$ 21,957$ 61,249$ 107 MEASURE R TRANSPORTATION 74,570$ 805,376$ 100,000$ -$ 979,946$ CD33A Transportation 74,570 805,376 100,000 979,946 PW21A Street Design & Construction 108 MEASURE M TRANSPORTATION 36,171$ 2,050,000$ 2,086,171$ 109 MEASURE W STORMWATER 182,572$ 455,000$ 637,572$ 122 CDBG 74,079$ 981,503$ 1,055,583$
123 ROAD MAINTENANCE & REHABILITATION 19,718$ 3,300,000$ 3,319,718$ 124 DRUG ASSET FORFEITURE 100,000$ 100,000$
125 STATE GAS TAX 2,285,808$ 340,816$ -$ -$ 2,626,624$ PW21A Street Design & Construction 577,510 70,291 647,801 PW21E Select Streets 117,525 117,525
PW22A Engineering & Design 330,805 153,000 483,805
PW32A Roadway & Parkway Maintenance 1,377,493 1,377,493 127 PUBLIC IMPROVEMENTS 207,210$ 980,045$ 3,483,219$ -$ 4,670,474$ CD33A Transportation 207,210 980,045 1,180,000 2,367,255 CD33B Fire -
CD33C Police -
CD33D Library 40,000 40,000
CD33E Parks & Recreation 2,263,219 2,263,219
128 HUD AFFORDABLE HOUSING 66,262$ 633,146$ -$ -$ 699,408$ CD25A Grants 66,262 22,874 89,136
CD25C Grants - PSH 610,272 610,272
129 STREET LIGHTING 793,955$ 1,063,380$ 3,311,000$ -$ 5,168,335$ PS61A O&M 793,955 1,063,380 1,857,335
PS61B Capital 3,311,000 3,311,000
133 TIETON HYDROPOWER PROJECT 2,129,545$ 53,313$ 2,182,858$ 483 MAGNOLIA POWER PLANT 15,051,600 14,836,357$ 175,000$ 30,062,957$ TOTAL SPECIAL REVENUE FUNDS 20,895,984$ 27,033,852$ 12,472,532$ 128,963$ 60,531,331$ 10 FY 2025-26 PROPOSED BUDGET

BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2025-26
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED

INTERNAL SERVICE FUNDS
530 GENERAL LIABILITY INSURANCE 658,451$ 15,451,616$ 16,110,067$ 531 WORKERS' COMP INSURANCE 978,529$ 9,966,051$ 10,944,580$ 532 VEHICLE EQUIP REPLACEMENT 1,916,099$ 9,526,694$ 15,158,770$ 26,601,563$ 533 OFFICE EQUIP REPLACEMENT 913,106$ -$ 913,106$ 534 MUNICIPAL INFRASTRUCTURE 6,579,395$ 13,894,075$ -$ 20,473,470$ CD23A Affordable Housing 68,296 - 68,296
CD23B Economic Development 500,000
PR21A Park Facilities Maintenance 1,899,338 6,171,300 8,070,638 PW21A Street Design and Construction 54,859 150,000 204,859 PW22A Engineering and Design 673,413 673,413
PW32A Roadway and Parkway Maintenance 250,120 250,120
PW33A Facilities Maintenance 3,633,369 7,072,775 10,706,144 535 COMM EQUIP REPLACEMENT 1,488,584$ 2,798,812$ 2,310,000$ -$ 6,597,396$ PS71A-B Telephone System (409,782) 1,520,449 375,000 1,485,667 PS72A-B Radio System 1,898,366 1,278,363 1,935,000 5,111,729 537 INFORMATION TECHNOLOGY 7,222,819$ 10,852,979$ 500,000$ -$ 18,575,798$ IT01A Administration 1,720,842 1,883,124 3,603,966
IT02A Networking 2,665,190 5,549,554 130,000 8,344,744
IT03A Geographic Information System (GIS) 226,362 236,500 462,862 IT04A Applications 995,877 1,570,716 370,000 2,936,593
IT04B Enterprise Resource Planning 1,614,547 1,613,084 - 3,227,632 Miscellenous Cost Centers - - -
TOTAL INTERNAL SERVICE FUNDS 12,264,482$ 56,088,653$ 31,862,845$ 100,215,980$

ENTERPRISE FUNDS
494 WATER RECLAMATION & SEWER 2,481,679$ 17,731,426$ 10,518,925$ -$ 30,732,030$ PW23A Engineering & Design 804,705 1,257,258 2,061,963
PW23B Industrial Waste Permit/Inspection 265,276 1,785,596 2,050,872 PW23C Plant Operations & Maintenance 214,747 12,782,410 10,063,925 23,061,082 PW23D Sewer Maintenance 1,196,951 1,906,162 455,000 3,558,113 BURBANK WATER & POWER 59,652,469$ 264,951,296$ 160,382,638$ -$ 484,986,402$ 496 Electric Fund 50,804,064 229,208,082 133,745,127 413,757,273 497 Water Fund 8,848,405 35,743,214 26,637,511 71,229,130 498 REFUSE COLLECTION & DISPOSAL 9,851,017$ 14,303,011$ 4,678,932$ -$ 28,832,960$ PW31A Refuse Collection 6,477,566 6,606,035 2,858,932 15,942,533 PW31B Refuse Disposal 1,060,096 3,305,811 1,200,000 5,565,907 PW31C Recycling 1,496,170 3,368,147 620,000 5,484,317
PW32C Street Sweeping 817,185 1,023,018 1,840,203
TOTAL ENTERPRISE FUNDS 71,985,164$ 296,985,733$ 175,580,495$ -$ 544,551,392$

SUCCESSOR AGENCY
208 SUCCESSOR AGENCY 2,256,769$ -$ -$ 2,256,769$
CD27A Administration 349,850 349,850
CD28E Debt Service 1,906,919 1,906,919
TOTAL SUCCESSOR AGENCY FUNDS 2,256,769$ 2,256,769$
11 FY 2025-26 PROPOSED BUDGET

BY DEPARTMENT AND COST CENTER
FUND/ Salaries Materials Capital Contrib to 2025-26
COST CTR DEPARTMENT/PROGRAM & Benefits Supp & Svcs Other Funds PROPOSED

HOUSING AUTHORITY
117 Section 8 Voucher Program 868,823 15,484,627 16,353,450 305 Low/Moderate Income Housing 413,507 583,137 996,644 TOTAL HOUSING AUTHORITY FUNDS 1,282,330$ 16,067,764$ 17,350,094$

PARKING AUTHORITY
310 Parking Authority 89,586 1,385,900 1,475,486
TOTAL PARKING AUTHORITY FUNDS 1,385,900$ 1,475,486$ TOTAL CITY 308,014,289$ 465,536,324$ 227,364,707$ 8,073,562$ 1,008,988,882$ 12 BONDED DEBT SERVICE REQUIREMENTS
Estimated Payments - All Funds
FY 2025-2026 - FY 2052-2053
Final Total Total
Issue Maturity Outstanding Outstanding Total
Date Description Date Principal Interest Outstanding
Burbank Water and Power: Funds 496, 497
2021 6/1/2051 22,510,000 13,834,400 36,344,400
2023 Electric Revenue Bonds 6/1/2053 120,000,000 105,525,250 225,525,250 2024 Water Revenue Refunding Bonds 6/1/2040 22,585,000 10,053,750 32,638,750 2024 Electric Revenue Refunding Bonds 6/1/2040 44,055,000 19,390,250 63,445,250 Total Burbank Water and Power: 209,150,000 148,803,650 357,953,650 Water Reclamation and Sewer: Fund 494
2014 Wastewater Treatment Revenue Bonds 6/1/2033 1,305,000 178,662 1,483,662 Total Water Reclamation and Sewer Fund: 1,305,000 178,662 1,483,662 Successor Agency (former Redevelopment Agency): Funds 208 2015 Successor Agency Tax Alloc Refunding 12/1/2033 2,395,000 333,922 2,728,922 2017 Successor Agency Tax Alloc Refunding 12/1/2043 19,935,000 7,123,138 27,058,138 Total Successor Agency Funds: 22,330,000 7,457,060 29,787,060 TOTAL DEBT SERVICE FOR ALL FUNDS: 232,785,000$ 156,439,372$ 389,224,372$ Water Revenue Refunding Bonds
13 BONDED DEBT SERVICE REQUIREMENTS
Estimated Payments - All Funds
FY 2025-26
Average Final
Issue Interest Maturity
Date Description Rate Date Principal Interest Total
Burbank Water and Power: Funds 496, 497
2021 Water Revenue Refunding Bonds 5.00% 6/1/2051 510,000 945,950 1,455,950 2023 Electric Revenue Bonds 5.00% 6/1/2053 2,055,000 6,000,000 8,055,000 2024 Water Revenue Refunding Bonds 5.00% 6/1/2040 1,045,000 1,129,250 2,174,250 2024 Electric Revenue Refunding Bonds 5.00% 6/1/2040 2,085,000 2,202,750 4,287,750 Total Burbank Water and Power: 5,695,000 10,277,950 15,972,950 Water Reclamation and Sewer: Fund 494
2014 Wastewater Treatment Revenue Bonds 2.04% 6/1/2033 150,000 37,625 187,625 Total Water Reclamation and Sewer Fund: 150,000 37,625 187,625 Successor Agency: Fund 208
2015 Successor Agency Tax Alloc Refunding 5.00% 12/1/2033 385,000 81,319 466,319 2017 Successor Agency Tax Alloc Refunding 5.00% 12/1/2043 720,000 707,600 1,427,600 Total Successor Agency Funds: 1,105,000 788,919 1,893,919 TOTAL DEBT SERVICE FOR ALL FUNDS: 6,950,000$ 11,104,494$ 18,054,494$ 14 GENERAL FUND SUMMARY OF RESERVES
AND BALANCES 1 as of June 30, 2025
Reserve Account Description Amount
15% Working Capital Per the City Council's adopted financial policies, we maintain a designated General Fund working capital reserve equivalent to 15% of the General Fund's operating budget.
36,847,825$
5% Emergency Contingency Per the City Council's adopted financial policies, we maintain a designated General Fund designated emergency reserve equivalent to 5% of the General Fund's operating budget.
12,282,608
Budget Stabilization 5% of the General Fund's operating budget. 12,282,608 Compensated Absences Per CIty Council Policy, these funds are set aside to cover the annual cost of employee leave cash-outs upon separation from the City. The City’s policy is to reserve 25% of the total General Fund payout liability. 3,948,842
RDA Loan Repayments Loan repayment funds from the former Redevelopment Agency (RDA), which were designated by the City Council in FY 2015-16 to be utilized for infrastructure projects.
927,884
Art in Public Places Per the Art in Public Places ordinance, this account was established for the purpose of collecting fees paid in lieu of developers committing their minimum allocation to an on-site art project. Such funds shall be used for financing art projects located at public buildings or on public grounds as recommended by the Art in Public Places Committee and approved by the City Council.
1,177,065
Inmate Telephone Revenues received from the phone company from payphones in the City's jail. These funds are designated by law for use in inmate care. 131,257
PEG Fees Fees paid by cable providers that are restricted for capital and supplies in support of Public, Educational, and Governmental access (PEG) channels. 1,234,138
Park Development Per the Burbank Municipal Code, this account was established for the purpose of collecting fees paid by developers to address impacts on existing parks/park facilities. Such funds shall be used for financing park development and/or park capital improvement projects. Fee is assessed at $150 per bedroom.
166,151
Performing Arts Established in FY 2005-06 for the purpose of utilizing interest earned to fund the Perform Arts Grant Program. The Perform Arts Grant Program was implemented in 1993 to foster, develop, and assist with funding the performing arts in Burbank, but was eliminated in FY 2004-05. 87,137
Tennis Center CIP Per Agreement, Tennis Center Operator pays City $500 per month specifically identified as funding for Tennis Center Capital Improvements. 30,961
Burbank Athletic Federation (BAF) Revenues received from athletic fees to fund improvements to the City's sports facilities.
251,027
General Plan Fee In FY 2014-15, the General Plan fee was adopted as part of Article III, Section 4 of the Citywide Fee schedule to set aside funds for future updates of the City's General Plan. The fee is based on 10% of building and planning permit valuation.
1,988,213
Youth Endowment General fund unrestricted dollars set aside by the City Council to fund youth programs.
13,844
Changes to Imprest, Continuing Appropriations, Encumbrances, GASB 31, Inventories and Prepaids.
28,522,455
TOTAL GENERAL FUND RESERVES AND BALANCES: 99,892,015$
Special Accounts Description Amount
Balance of the City of Burbank's Section 115 Trust with CalPERS, which can be used for future employee pension costs.
32,136,928
Bank accounts utilized to manage contract operations of the DeBell Golf Course, and payments for organized sports program officials. 592,143
Other Restricted/Assigned
Accounts
Section 115 Trust
Golf and Arbiter
1 All of the figures contained in this table represent staff's estimatesas of June 30, 2025. The actual figures will likely vary,and will be known officially when the FY 2024-25 Annual Comprehensive Financial Report (ACFR) is completed in December 2025. 15 COMPARATIVE STAFF-YEARS AUTHORIZED
FY 2023-24 through FY 2025-26
DESCRIPTION FY 2023-24 FY 2024-25 FY 2025-26
City Council 2.000 2.000 2.000
City Clerk 10.475 10.475 11.000 0.525
City Treasurer 5.000 5.000 5.000
City Attorney 21.000 24.000 24.000
City Manager 13.000 13.000 16.500 3.500
Management Services 45.912 59.497 57.497 (2.000)
Financial Services 36.000 40.000 40.000
Parks & Recreation
Administration Division 17.455 18.000 17.750 (0.250)
Landscape and Forestry Services 49.000 49.000 49.000
Recreation Services Division 71.618 74.010 83.195 9.185 Community Services Division 48.907 53.614 45.540 (8.074) Library Services 66.288 66.288 66.650 0.362
Community Development
Administration Division 3.000 3.000 3.000
Building Division 32.000 35.000 36.000 1.000
Economic Development & Housing Division 10.810 13.810 16.810 3.000 Planning Division 23.000 23.000 23.000
Transportation Division 4.170 5.620 6.620 1.000
Public Works
Administration 9.635 9.785 9.785
Engineering, Design & Construction 33.203 33.800 33.800 Field Services Administration 5.300 5.050 5.050
Street and Sanitation 10.150 10.150 10.150
Fleet and Building Maintenance 34.940 34.940 34.940
Fire 143.000 144.000 144.000
Police 264.780 265.780
TOTAL GENERAL FUND 960.641 998.819 1,007.067 8.248 Fund 104 - Prop A Transportation 15.088 15.088 14.980 (0.108) Fund 105 - Prop C Transportation 2.175 2.175 1.970 (0.205) Fund 106 - AQMD Transportation 0.280 0.280 0.280
Fund 107 - Measure R Transportation 0.340 0.340 0.340 Fund 109 - Measure W Stormwater 1.000 1.000 1.000
Fund 117 - Housing & Grants 6.800 6.800 5.300 (1.500) Fund 122 - CDBG 0.710 0.710 0.710
Fund 125 - State Gas Tax Fund 16.000 16.000 16.000
Fund 127 - Public Improvements Fund 1.530 1.080 0.880 (0.200) Fund 128 - HUD Home Program 0.430 0.430 0.430
Fund 305 - Low & Moderate Housing 2.950 2.950 2.450 (0.500) Fund 310 - Parking Management 0.500 0.500
Fund 530 - General Liability Insurance Fund 3.000 4.000 4.500 0.500 Fund 531 - Workers Comp. Insurance Fund 6.500 6.500 7.000 0.500 Fund 532 - Vehicle Equipment Replacement 13.650 13.650 13.650 Fund 535 - Communication Equipment 6.000 6.000 6.000
Fund 537 - Information Technology Fund 33.000 33.000 35.000 2.000 Fund 496 - BWP Electric 296.000 300.000 319.000 19.000 Fund 497 - BWP Water 54.000 54.000 52.000 (2.000)
Fund 494 - Water Reclamation & Sewer 14.897 14.897 14.897 Fund 498 - Refuse Collection & Disposal 67.970 68.470 72.728 4.258 TOTAL ALL FUNDS 1,502.961 1,546.190 1,576.682 30.492

CHANGE FROM

PRIOR YEAR
16 265.780
City of Burbank Financial Policies

1. We will maintain a designated General Fund working capital reserve equivalent to 15 percent of the General Fund's operating budget, a designated emergency reserve equivalent to 5 percent of the General Fund's operating budget, and a budget stabilization reserve equivalent to up to 5 percent of the General Fund’s operating budget.

2. We will maintain a balanced operating budget for all governmental funds with recurring revenues equal to or greater than recurring expenditures. Appropriations of available fund balance will only be permitted for "one- time" non-recurring expenditures.

3. We will assume that normal revenue inflation and/or growth will go to pay normal inflation expenditures. In no event will normal expenditure increases be approved which exceed normal revenue inflation and/or growth. Any new or expanded programs will be required to identify new funding sources and/or offsetting reductions in expenditures in other programs.

4. We will require that all Enterprise Funds have revenues (customer charges, interest income, and all other income) sufficient to meet all cash operating expenses, depreciation expense, and prescribed cash reserve policies per financial policies as recommended for each enterprise activity. Additionally, each Enterprise Fund will maintain debt service coverage requirements set forth in any related bond covenants.

5. We will require that each Internal Service Fund which includes vehicles, equipment, and building maintenance have revenues, (City user charges, interest income, and all other income) sufficient to meet all cash operating expenses and depreciation expenses. The related revenues should also be sufficient to maintain cash reserves, which provide sufficient cash to replace vehicles and equipment in accordance with replacement policies.

6. We will maintain appropriate reserves in the Risk Management Self-Insurance Fund and the Workers' Compensation Self–Insurance Fund to meet statutory requirements and actuarially projected needs.

7. We will maintain a general operating reserve, which will support operations for each Enterprise Fund during times of financial emergencies. The amount of the general operating reserves will be determined based on a risk assessment of each Enterprise Fund.

8. We will maintain other Enterprise Fund reserves such as debt reduction and capital funding reserves, fleet replacement reserves, and general plant reserves (in addition to the general operating reserve and other reserves) as necessary and prudent for the operation of the specific Enterprise Fund. Such reserves will be reviewed as necessary during the annual budget process, or at least every two years.

9. We will maintain a long-range fiscal perspective using an annual operating budget, a five-year capital improvement plan, and a five-year financial forecast.

10. We will use long-term financing methods or cash accumulated in excess of policy requirements for major capital improvements and acquisitions. These improvements will be planned via the annual capital improvement plan process.

11. We will issue bonds or incur other terms of indebtedness only for appropriate purposes and only if the debt service does not affect the City’s ability to meet future operating, capital, and reserve requirements. (Refer to Debt Management Policy located on page 19)

12. We will require each budget appropriation request to include a fiscal impact analysis.

13. We will comply with all the requirements of “Generally Accepted Accounting Principles.” 17 14. Subject to these Financial Policies:

A. To recruit and retain a well-qualified workforce to provide exceptional services, we will compensate employees at a level commensurate with the average of Burbank’s relevant labor market.

B. The City and employees will evenly share the Normal Cost of employee pensions.

C. To effectively manage workload demand and personnel costs, we will staff services and programs based on the operational needs of the City.

15. We will require responsible funding of City provided post -employment benefits. The objective being to maintain all benefits fully funded, understanding that due to the use of actuarial assumptions, actual results will vary leading to years of either over or under-funded status. In all years, the City will include the greater of the actual actuarially calculated annual post-employment benefit-cost or the actuarially calculated annual normal cost of the post-employment benefit as a recurring cost in the City’s annual budget. In other words, the City will pay as we go annually the cost of retirement benefits for current or past employment service.

Further, the funding status of po st-employment benefits will be reported to the City Council and the public as an integral part of each year’s public budget presentation.

16. The City’s objective is to maintain citywide infrastructure. To help ensure a minimum, reliable funding source for General Fund infrastructure improvements, maintenance, and repairs, the City will dedicate no less than 50 percent of the revenues generated through the Burbank Infrastructure and Community Services Protection Measure (Measure P, §BMC 2 -4-2101, et. seq.) toward this purpose. This dedicated revenue does not supplant the previously existing General Fund commitment but is in addition to the baseline General Fund annual commitment of $4.7 million. The baseline General Fund annual commitment is based on the average of the previous three year’s recurring General Fund infrastructure maintenance and repair funding prior to the voter approval of the Measure P (FY 2015-16, FY 2016-17, FY 2017-18).

17. To ensure employee pension benefits are responsibly funded, the City will require that any year-end General Fund balance, in excess of 6 percent of the General Fund’s budgeted recurring appropriations, be used to fund employee pension liabilities (either through a 115 trust or through direct payment to the benefit administrator i.e., CalPERS). This annual funding commitment will be required if employee pension benefits are less than 90 percent funded.
18 City of Burbank Financial Services
Debt Management
Policy
April 2025
19 Burbank Financial Services
Debt Management Policy

OUTLINE
I. INTRODUCTION
II. PURPOSE
III. OBJECTIVES
IV. ACCEPTABLE USES OF DEBT PROCEEDS
A. Long Term Debt
B. Short Term Debt
C. Financing on Behalf of Other Entities
V. STANDARDS FOR USE OF DEBT FINANCING
VI. TYPES OF DEBT
A. General Obligation Bonds (GO Bonds)
B. Revenue Bonds
C. Certificates of Participation (COP’s)/Joint Powers Authority (JPA) Lease Revenue Bonds
D. Loans
E. Special Assessment/Special Tax Debt
F. Conduit Financing
G. Short Term Debt
H. Refunding Bonds
I. Pension Obligation Bonds (POB’s)
VII. STRUCTURE AND TERM OF DEBT ISSUES
A. Term of Debt
B. Debt Repayment Structure
C. Bond Maturity Options
D. Credit Enhancement
E. Debt Service Reserve Fund/ Surety Policy
F. Call Provisions
VIII. STRUCTURE OF SECURITIES
A. Public Sale
B. Private Placement
20 Burbank Financial Services
Debt Management Policy

IX. RELATIONSHIP TO CAPITAL IMPROVEMENT PROGRAM AND

OPERATING BUDGET
X. POLICY GOALS
XI. INTERNAL CONTROL PROCEDURES
XII. AMENDMENT AND WAIVERS OF DEBT POLICY
XIII. SB 1029 COMPLIANCE
21 Burbank Financial Services
Debt Management Policy

I. INTRODUCTION
This Debt Management Policy (“Debt Policy”) provides guidelines for debt issuance, management and post-issuance for the City of Burbank (the “City”).

II. PURPOSE
The purpose of this Debt Policy is to establish guidelines and parameters for the effective governance, management and administration of debt and other financing obligations issued by the City and its related entities. This Debt Policy is intended to direct decision making, assist with structure of debt issuance, identify policy goals, and demonstrate a commitment to long- term planning. Adherence to a debt policy helps to ensure the City’s debt is issued and managed effectively to maintain a sound financial position and credit worthiness. When used in this Debt Policy, “debt” refers to all indebtedness and financing obligations of the City and its related entities. The debt policy is subject to and limited by applicable provisions of state and federal law and prudent debt management principles.

III. OBJECTIVES
This Debt Policy is intended to comply with the requirements of Senate Bill 1029 (SB 1029) codified as part of California Government Code Section 8855, effective on January 1, 2017, and shall govern all debt undertaken by the City. This Debt Policy follows the best practices provided by the Government Finance Officers Association (GFOA).

The primary objectives of the City’s debt and financing related activities are to:

A. Maintain the City’s sound financial position;
B. Protect the City’s credit worthiness;
C. Ensure the City has the flexibility to respond to possible changes in future service obligations, revenues, and operating expenses;
D. Ensure that all debt is structured in order to protect both current and future stakeholders of the City;
E. Ensure the City’s debt is consistent with the City’s planning goals and objectives and capital improvement or budget as applicable; and
F. Ensure the City is in compliance with all relevant State and Federal securities laws and other applicable laws and regulations.

IV. ACCEPTABLE USES OF DEBT PROCEEDS
The City will consider the use of debt financing primarily for assets and capital projects only if the term of debt shall not exceed the asset(s) or project’s useful life or will otherwise comply with federal tax law requirements. An exception to this long-term driven focus is the potential issuance of short-term instruments, such as Tax and Revenue Anticipation Notes (TRAN’s), 22 Burbank Financial Services
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which may not be used for reasonable cash management purposes, as described below. Bonded debt shall not be issued to finance normal operating expenses. General Fund debt will not be issued to support ongoing operational costs unless such debt issuance achieves net operating cost savings, and such savings are verified by independent analysis.

A. Long-Term Debt
i. Long- term debt may be issued to finance the construction, acquisition, and rehabilitation of capital improvements and facilities, equipment, and land to be owned and/or operated by the City. Long-term debt financings are appropriate when any of the following conditions exist:

1. When the project to be financed is necessary to provide basic municipal services, or other projects for the benefit of the City’s stakeholders;

2. When the project to be financed will provide benefit to the City’s stakeholders over a duration of more than one year;

3. When the total debt financing would not impose an unreasonable burden on the City and its stakeholders, as applicable; or

4. When the debt is used to refinance outstanding debt to produce savings or benefit from debt restructuring.
ii. The City may use long-term debt financings subject to each of the following conditions:

1. The project to be financed has been or will be considered and approved by the City Council;

2. The average life of the debt (or portion of the debt allocated to the project) will not exceed 120% of the average economic life of the project to be financed;

3. The City estimates that sufficient revenues will be available to service the debt through its maturity; and

4. The City determined that the issuance of the debt will comply with the applicable requirements of State and Federal law.

B. Short-Term Debt
i. Short term debt may be issued to provide financing for the City’s operational cash flows to maintain a steady balance in the event of temporary shortfalls due to timing of receipt of revenues and the lack of cash on hand to cover temporary deficits.

Short-term debt may also be used to finance the City’s short-lived capital projects, such as undertaking lease-purchase financing for equipment.

C. Financing on Behalf of Other Entities
i. In order to further the public purposes of the City, debt may be issued on behalf of other governmental agencies. Prior to issuance, the City shall confirm the financial 23 Burbank Financial Services
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feasibility of the project being financed, the financial solvency of the borrower, and the compliance with this Debt Policy.

V. STANDARDS FOR USE OF DEBT FINANCING
The City recognizes that there are numerous types of financing structures and funding sources available, each with specific benefits, costs, and risks. The City will consider debt issuance only in those cases where public policy, equity and economic efficiency favor debt financing over cash funding. Prior to the issuance of debt or other financing obligations, the City will carefully consider the overall long-term affordability of the proposed debt issuance by conducting an objective analysis of the City’s ability to support additional debt service payments. The City will consider its long-term revenue and expenditure trends, the impact on operational flexibility and overall debt burden on the stakeholders. The evaluation process shall include a review of generally accepted measures of affordability and will strive to achieve and/or maintain debt levels consistent with its current operating and capital needs.

VI. TYPES OF DEBT
To maximize the financial obligations available to benefit the public, it is the City’s policy to allow the consideration of issuing all generally accepted types of debt with careful review and analysis to determine whether it meets the City’s long-term objectives. The review shall include an analysis of all available and projected funding sources and how proposed debt structure would fit within the overall debt portfolio of the City. The generally acceptable types of debt the City may consider include the following:

A. General Obligation (GO) Bonds:
i. GO bonds are suitable for use in the construction or acquisition of improvements to real property that benefit the public at large. The California Government Code, Division 4, Chapter 4, Article 1 commencing with section 43600 authorizes cities to finance certain municipal improvements through GO bonds when a city determines the public interest and necessity demands the acquisition, construction or completion of such municipal improvements, including property or structures necessary or convenient to carry out the objects, purposes, and powers of a city.

1. Examples of projects include but are not limited to libraries, parks, public services, and public safety facilities. All GO bonds must be authorized by the requisite number of voters. California State Constitution, Article 16- Public Finance, Section 18, requires that the issuance of GO Bond must be approved by a two-thirds majority of those voting on that Bond proposition.

B. Revenue Bonds:
i. Revenue bonds are limited-liability obligations tied to a specific enterprise or special fund revenue stream where the projects financed clearly benefit or relate to the enterprise or are otherwise permissible uses of the special revenue. Generally, 24 Burbank Financial Services
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no voter approval is required to issue this type of obligation but in some cases, the City must comply with proposition 218 regarding rate adjustments.

1. An example of projects that would be financed by a Revenue Bond would be improvements to a water system, which would be paid back with money raised from rates and charges to water users.

C. Certificates of Participation (COPs)/Joint Powers Authority (JPA) Lease Revenue Bonds:
i. These are lease obligations secured by an installment sale or lease-back arrangement between the City and another public entity. The City may obtain financing payable from the General Fund through the issuance of debt by a public benefit corporation or joint exercise of powers agency with such debt payable from amounts paid by the City under a lease, installment sale agreement, or contract of indebtedness. Lease-back debt does not constitute indebtedness under the state or City’s constitutional debt limit and does not require voter approval.

D. Loans:
i. The City is authorized to enter into loans, installment payment obligations, or other similar funding structures secured by a prudent source or sources of repayment.

E. Special Assessment/Special Tax Debt:
i. The City will consider requests from developers for the use of debt financing secured by property-based assessments or special taxes to provide for necessary infrastructure for new development under guidelines adopted by City Council, which may include minimum value-to-lien ratios and maximum tax burdens. To protect bondholders as well as the City’s credit rating, the City will also comply with all State guidelines regarding the issuance of special tax or special assessment debt.

1. Examples of this type of debt are Assessment Districts (ADs) and Community Facilities Districts (CFDs).

F. Conduit Financing:
i. Conduit financing involves the issuance of securities by a government agency to finance a third party’s project such as a non-profit organization or other private entity. Conduit financings are typically not secured by the City’s credit. The City may sponsor conduit financings for those activities that have a general public purpose and are consistent with the City’s overall service and strategic objectives.

While conduit financings do not constitute a general obligation of the City, the same level of due diligence prior to bond issuance is required. 25 Burbank Financial Services
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1. Examples include industrial development bonds and financings for affordable rental housing and qualified 501(c)(3) organizations.

G. Short-Term Debt:
i. Short-term borrowing, such as commercial paper, TRAN’s, and lines of credit, will be considered as an interim source of funding in anticipation of long-term borrowing and may be issued to generate funding for cash flow needs. The final maturity of the debt issued to finance the project shall be consistent with the useful life of the project.
ii. Short-term debt may also be used to finance short-lived capital projects such as lease purchase financing for equipment.

H. Refunding Bonds:
i. The City may refinance debt pursuant to the amortization that is provided under California law, including but not limited to Articles 10 and 11 of Chapter 3 of Part 1 of Division 2 of Title 5 of the California Government Code, as market opportunities arise. Refunding may be undertaken in order to:

1. Take advantage of lower interest rates and achieve debt service cost savings;

2. Eliminate restrictive or burdensome bond covenants; or

3. Restructure debt to relieve debt service spikes, reduce volatility in interest rates or free up reserve funds,
ii. Generally, the City shall strive to achieve a minimum of 3.00% net present value savings as recommended by GFOA. The net present value assessment shall factor in all costs, including issuance, escrow, and foregone interest earnings of any contributed funds on hand. Refunding’s which produce a net present value savings of less than 3% will be considered on a case-by-case basis. Upon the advice of the Financial Services Director or Chief Financial Officer, and with the assistance of a municipal advisor and bond counsel, the City will consider undertaking refunding’s for other than economic purposes based upon a finding that such a restructuring is in the City’s overall best financial interest.

I. Pension Obligation bonds (POBs):
i. The City may utilize POBs, which are financing instruments used to pay some or all of an entity’s unfunded pension liability. The bonds must be issued on a taxable basis and the proceeds are transferred to the issuer’s pension system as a prepayment of all or part of the issuer’s unfunded pension liability. The proceeds are then invested by the pension system. These bonds function as arbitrage instruments and come with interest rate return risks.
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J. Tax Increment Financing
i. Tax Increment Financing provides options to finance infrastructure and economic development projects using as a repayment stream property tax revenues generated above an established “base year” value (tax increment). The City may consider tax increment financing to the extent permitted under State law. When considering tax increment financing mechanisms permitted by law, the City should analyze the practical viability of the proposed financing and take into account the potential impact of the proposed structure on existing debt limitations.

1. Examples include Enhanced Infrastructure Financing Districts (EIFDs) or Community Revitalization and Investment Authorities (CRIAs) It is possible the City finds that other forms of debt would be beneficial to further its public purposes and may approve such debt without amendment of this Debt Policy. However, the other form or forms of debt must comply with this Debt Policy.

Debt shall be issued as fixed rate debt unless the City determines a variable rate issue would be beneficial to the City based on the circumstances.

VII. STRUCTURE AND TERM OF DEBT ISSUES
The City will establish all terms and conditions related to the issuance of debt, and will control, manage and invest all debt proceeds. The following restrictions will be followed unless otherwise authorized by the City.

A. Term of Debt
i. Debt will be structured for the shortest practicable period, consistent with a fair allocation of costs to current and future users. Typically, the term of long-term debt borrowing is 5-30 years. Generally, the average life of the debt should be equal to or less than 120% of the average economic life of the projects or equipment being financed, unless there are specific circumstances that would mitigate the extension of time to repay the debt and it would not result in violation of any covenants to maintain the tax-exempt status of such debt, if applicable.

Tax Code and the Regulations prohibit the issuance of debt by public agencies that may “overburden” the tax exempt bond market. Bonds with a term that exceeds 120% of the average reasonably expected economic life of the financed capital projects may be evidence of the fact that the bonds may remain outstanding longer than necessary.

B. Debt Repayment Structure
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i. In structuring a debt issue, the City will manage the amortization of debt and, to the extent possible, match its cash flow to the anticipated debt service payments. The City shall design the repayment of debt to take best advantage of market conditions, provide flexibility, and as practical, to recapture or achieve its best credit rating. The City will evaluate alternative debt structures to ensure the most cost-efficient financing under prevailing market conditions.
ii. The City will generally seek to structure debt with aggregate level annual debt service payments over the life of the debt. Structures with non-level debt service will be considered when one or more of the following exist:

1. Natural Disasters or extraordinary unanticipated external factors prohibit debt payments in the early years of the issuance.

2. Such structuring is beneficial to the City’s aggregate overall debt payment schedule.

3. Such structuring will allow debt service to more closely match project revenues.

C. Bond Maturity Options
i. For each bond issuance, the City will select serial bonds or term bonds, or both. On occasions where circumstances warrant, capital appreciation bonds (CABs) may be used. The decision to use serial bonds, term bonds or CABs or any combination is typically based on market conditions and investor demand.

D. Credit Enhancement
i. Credit enhancement may be used to improve or establish a credit rating on a City debt obligation. Types of credit enhancement include letters of credit, bond insurance and surety policies. The City’s municipal advisor may recommend the use of credit enhancement if it reduces the overall cost of the proposed financing or if the use of such credit enhancement furthers the City’s overall financing objectives.

E. Debt Service Reserve Fund/Surety Policy
i. Debt Service Reserve funds are held by the bond trustee to make principal and interest payments to bondholders in the event that pledged revenues are insufficient to do so. The City will fund debt service reserve funds when it is in the City’s overall best financial interest.
ii. Under federal tax law, the size of the reserve fund is generally limited to the lesser of 10% of par amount of bonds, 125% of average annual debt service, and 100% of maximum annual debt service.
iii. In lieu of holding cash reserve. The City may substitute a surety bond or other credit instrument in its place. The decision to cash fund a reserve fund rather than to 28 Burbank Financial Services
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use a credit facility is dependent on the cost of the credit instrument and the investment opportunities.
iv. The City may decide not to utilize a reserve fund or to fund a partial reserve fund if the Financial Services Director or Chief Financial Officer, assisted by the City’s municipal advisor, determines there would be no adverse impact on the City’s credit rating or interest rates.

F. Call Provisions
i. A call option or optional redemption provision gives the City the right to prepay or retire a debt prior to its stated maturity date. The option may permit the City to achieve interest savings in the future through the refunding of the debt. Because the cost of call options can vary depending on market conditions, an evaluation will be conducted in connection with each issuance.
ii. In general, the City’s debt issues will include a call feature that is no later than ten (10) years from the date of delivery of the debt. The City will generally avoid the sale of non-callable debt. The use of a call option will be evaluated and recommended on a case-by-case basis.

VIII. STRUCTURE OF SECURITIES
The City will determine on a case-by-case basis whether to sell its bonds through a public sale or private placement.

A. Public Sale- there are two methods of public sale of debt, competitive and negotiated.

Both methods of sale shall be considered for all issuance of debt to the extent allowed by law, as each method has the potential to achieve the lowest financing cost given the right conditions.
i. Competitive Sale- when a competitive bidding process is deemed the most advantageous method of sale for the City, award shall be based upon, among other factors, the lowest offered True Interest Cost (“TIC”), as long as the bid adheres to requirements set forth in the official notice of sale.
ii. Negotiated Sale- When a negotiated sale process is deemed the most advantageous method of sale for the City, selection shall be based upon, among other factors, qualifications, experience, pricing ability, and fees.

B. Private Placement- such method of sale shall be considered if it is deemed to result in cost savings or provide other advantages relative to other methods of debt issuance, or if it is determined that access to the public market is unavailable and timing considerations require that a financing be completed.
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IX. RELATIONSHIP TO CAPITAL IMPROVEMENT PROGRAM AND

OPERATING BUDGET
The City intends to issue debt for the purposes stated in this Debt Policy and the decision to incur new indebtedness should be integrated with the City Council-adopted annual Operating Budget and Capital Improvement Program Budget. Prior to the issuance of revenue bonds, a reliable revenue source shall be identified to secure repayment of the debt and the annual debt service payments shall be included in the Operating Budget.

The City shall integrate its debt issuances with the goals of its Capital Improvement Program by timing the issuance of debt to ensure that projects are available when needed in furtherance of the City’s public purposes.

X. POLICY GOALS RELATED TO PLANNING GOALS AND OBJECTIVES A. The City is committed to financial planning, maintaining appropriate reserves levels and employing prudent practices in governance, management and budget administration. The City intends to issue debt for the purposes stated in this Debt Policy and to implement policy decisions incorporated in the City’s annual Operating Budget;
B. It is a policy goal of the City to protect stakeholders by utilizing conservative financing methods and techniques to obtain the highest practical credit ratings, if applicable, and the lowest practical borrowing costs;
C. It is a policy of the City to reduce unfunded liabilities for employee pension and other post-employment benefits (OPEB);
D. The City will comply with applicable State and Federal Law as it pertains to the maximum term of debt and the procedures for levying and imposing any related taxes, assessments, rates and charges; and
E. When refinancing debt, it shall be the policy goal of the City to achieve, whenever possible and subject to any overriding non-financial policy, minimum aggregate net present value savings of at least [[3%]] of the refunded principal amount.

XI. INTERNAL CONTROL PROCEDURES
When issuing debt, in addition to complying with the terms of this Debt Policy, the City shall comply with any other applicable policies regarding initial bond disclosure, continuing disclosure, post-issuance compliance, and investment of bond proceeds. The City will use GFOA best practices to periodically review this Debt Policy and incorporate changes highlighted by GFOA.

A. The City will periodically review the requirements of and will remain with the following:
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i. Federal securities law, including any continuing disclosure undertakings under SEC Rule 15c2-12.
ii. Any federal tax compliance requirements including without limitation arbitrage and rebate compliance, related to any prior bond issues;
iii. The City’s investment policies as they relate to the investment of bond proceeds; and
iv. Government Code section 8855(k) and the annual reporting requirements therein.

The City shall be vigilant in using bond proceeds in accordance with the stated purpose at the time that such debt was issued. The City Manager, Financial Services Director or Chief Financial Officer will monitor the expenditure of bond proceeds to ensure they are used only for the purpose and authority for which the bonds were issued.

XII. AMENDMENT AND WAIVERS OF DEBT POLICY
This Debt Policy shall undergo periodic review and updates as necessary. The review process will incorporate changes in industry best practices, drawing from professional sources such as the California Debt and Investment Advisory Commission (CDIAC), Government Finance Officers Association (GFOA), and California Society of Municipal Finance Officers (CSMFO).

Any amendments to this Debt Policy are subject to specific City Council approval.

While adherence to this Debt Policy is required in all applicable circumstances, on rare occasions there might be circumstances when strict adherence to a provision of this Debt Policy is not possible or not in the best interest of the City. If the City staff has determined that a waiver of one or more provisions of this Debt Policy should be considered by the City Council, it will prepare an analysis for the City Council describing the rationale for the waiver and the impact of the waiver on the proposed debt issuance and on stakeholders, if applicable. Upon a majority vote of the City Council, one or more provisions of this Debt Policy may be waived for a debt financing.

The failure of a debt financing to comply with one or more provisions of this Debt Policy shall no way affect the validity of any debt issued by the City in accordance with applicable laws.

XIII. SB 1029 COMPLIANCE
SB 1029, enacted on September 12, 2016 and effective on January 1, 2017, requires issuers to adopt policies addressing each of the five items below:

A. The purposes for which the debt proceeds may be used. i. Section IV. Acceptable uses of Debt Proceeds
B. The types of debt that may be issued.
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i. Section VI. Types of Debt
C. The relationship of the debt to, and integration with, the issuer’s capital improvement program or budget, if applicable.
i. Section IX. Relationship to Capital Improvement Program and Operating Budget D. Policy goals related to the issuer’s planning goals and objectives. i. Section III. Debt Policy Objective and Section X Policy Goals Related to Planning Goals and Objectives
E. The internal control procedures that the issuer has implemented, or will implement, to ensure that the proceeds of the proposed debt issuance will be directed to the intended use.
i. Section XI. Internal Control Procedures
32 ESTIMATED REVENUES
A. Estimated Citywide Resources PAGE
• Revenue Summary - All Funds 2
B. Estimated Fund Revenues
• General Fund Revenue Summary 3
• General Fund Revenue Description Summary 4
• Special Revenue Fund Description Summary 6
• Internal Services Fund Revenue Description Summary 7
• Enterprise Fund Revenue Description Summary 8
• Successor Agency Administration Summary 8
• Housing Authority Revenue Description Summary 8
• Parking Authority Revenue Description Summary 8
This section presents the Proposed FY 2025-26 City of Burbank estimated revenues for all funds.

The section is organized as follows:
1 ESTIMATED REVENUES
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26

ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED

CITY GOVERNMENTAL FUNDS
General Fund, Fund 001 215,883,005$ 229,630,915$ 261,352,449$ 247,436,128$ 264,820,908$ Proposition A, Fund 104 2,927,877 3,202,255 3,636,700 3,558,027 3,295,464 Proposition C, Fund 105 2,603,062 2,946,523 3,395,700 3,061,839 2,815,237 AQMD, Fund 106 121,973 139,446 163,485 146,539 148,207 Measure R, Fund 107 1,507,923 2,269,679 1,966,302 2,256,213 2,182,469 Measure M, Fund 108 1,779,147 1,961,696 2,121,409 2,167,189 2,048,736 Measure W, Fund 109 1,378,871 1,413,171 1,651,384 1,539,782 1,565,705 General City Grant Fund, Fund 121 428,889 510,997 434,390 441,860 443,672 CDBG, Fund 122 1,972,275 738,562 337,619 1,075,383 1,074,408 RMRA, Fund 123 2,152,948 2,428,433 2,848,629 2,805,165 2,887,149 Drug Asset Forfeiture, Fund 124 16,160 6,003 23,414 24,245 23,838 State Gas Tax, Fund 125 2,447,809 2,708,451 2,925,308 2,944,538 3,017,160 Public Improvements, Fund 127 2,242,859 4,370,491 5,636,787 2,386,413 2,521,620 HUD Affordable Housing, Fund 128 507,737 1,021,245 921,273 670,000 747,900 Street Lighting, Fund 129 2,901,190 2,921,865 3,213,383 4,813,805 4,813,805 YES Fund, Fund 130 (21) 5 34 Community Service (BCSF), Fund 131 2 1 Tieton Hydropower Project, Fund 133 1,954,137 1,929,763 1,781,184 2,007,717 2,182,858 Magnolia Power Project, Fund 483 20,363,544 23,296,418 24,942,953 30,565,470 30,062,959 General City Capital Projects, Fund 370 (534,399) 1,599,295 3,076,681 3,340,439 7,399,677

PROPRIETARY FUNDS
General Liability Insurance, Fund 530 5,516,571 12,253,772 15,653,483 13,896,022 16,956,806 Workers Comp Insurance, Fund 531 5,068,491 8,551,437 13,500,439 12,040,714 9,960,657 Vehicle Equip Replacement, Fund 532 6,773,627 9,623,411 18,341,089 12,589,150 12,499,641 Office Equip Replacement, Fund 533 784,308 1,074,777 2,125,802 1,322,346 1,046,527 Municipal Infrastructure, Fund 534 19,907,766 20,691,658 22,703,009 21,791,817 21,668,437 Communication Equip, Fund 535 2,888,372 3,192,628 3,367,786 3,229,372 3,229,372 Information Technology, Fund 537 12,950,719 19,908,664 18,265,559 16,034,566 18,833,787 Water Reclamation & Sewer, Fund 494 16,848,535 18,822,887 22,799,807 21,652,731 22,663,966 BWP Electric, Fund 496 186,584,381 226,016,518 217,156,164 278,637,556 319,966,158 BWP Water, Fund 497 34,794,992 35,613,501 40,135,013 46,180,216 46,730,497 Refuse Collection & Disposal, Fund 498 18,399,115 21,316,322 24,040,635 22,826,130 24,398,493

SUCCESSOR AGENCY
Successor Agency Administration, Fund 208 8,688,135 7,483,574 2,743,071 2,391,021 2,340,213

HOUSING AUTHORITY
Section 8 Vouchers, Fund 117 12,240,838 12,844,645 16,074,820 14,242,910 16,515,000 Low/Moderate Income Housing, Fund 305 475,519 291,535 624,548 608,554 570,592

PARKING AUTHORITY
Parking Authority, Fund 310 271,106 352,129 1,151,978 684,061 1,706,027 TOTAL 592,847,462$ 681,132,672$ 739,112,288$ 779,367,918$ 851,137,945$

REVENUE SUMMARY- ALL FUNDS (RECURRING & NON-RECURRING)
FY 2021-22 through FY 2025-26
2 CITY OF BURBANK

SUMMARY OF GENERAL FUND REVENUES

ACTUAL ADOPTED REVISED PROPOSED

REVENUE TOTAL RECURRING RECURRING RECURRING
NO. CATEGORY FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 1 Sales Tax 63,522,092$ 64,412,066$ 64,412,066$ 63,381,000$ 2 Property Taxes 76,196,111 74,955,921 78,625,921 82,557,013 3 Utility Users Tax 18,687,489 19,639,000 19,639,000 20,802,308 4 Services Charges - Intra City 15,439,505 15,657,042 15,657,042 17,590,495 5 Services Charges 27,747,054 25,558,890 27,858,890 28,529,794 6 In Lieu of Tax 9,564,335 9,893,000 9,893,000 10,694,333 7 Interest/Use of Money 9,494,890 4,318,156 4,818,156 4,612,156 8 Parking/Traffic/Other Fines 2,167,922 2,601,000 2,601,000 2,864,000 9 Transient Occupancy Tax 13,184,332 13,853,000 13,853,000 14,407,120 10 Building Permits/License Fees 9,006,020 6,152,195 6,902,195 7,072,531 11 Transient Parking Tax 4,564,487 4,401,000 4,701,000 4,889,040 12 Business Taxes 2,294,821 2,464,190 2,464,190 2,538,000 13 Franchises 1,741,869 1,519,650 1,519,650 1,535,400 14 Intergovernmental Revenues 7,652,019 2,011,018 1,511,018 1,985,961 TOTA
L REVENUE 261,352,449$ 247,436,128$ 254,456,128$ 263,459,151$ Note: FY 2023-24 includes $11.7M of non-recurring revenue. 3 REVENUE SOURCES AND DESCRIPTIONS

4 The General Fund Revenue section provides background in formation describing trends, economic factors, and their impact on City revenues. The Fiscal Year (FY) 2025-26 revenue budget was prepared using assumptions about projected revenue growth based on property values, expected economic growth, the Consumer Price Index (CPI), and proposed fee increases. Despite elevated interest rates and continued inflation, households and businesses maintained healthy spending levels in recent quarters. However, the types of spending has shifted since the end of the Pandemic, with consumers preferring travel and experienced over the purchase of tangible items like automobiles and home furnishings. As a result, economic growth in FY 2024-25 has not been as robust as the years following the Pandemic.

The impact of tariffs, recent Federal policy changes, and lo cal wildfire recovery remains uncertain. Burbank’s diverse revenue sources will help to sustain the City economy, with moderate revenue growth expected in FY 2025-26. General Fund revenues are expected to increase by 5.7% ov er the revised revenue estimates for FY 2024-25. Sales tax and property tax continue to be the General Fund’s largest revenue sources, representing 56% of recurring revenue.

GENERAL FUND

Sales Taxes are imposed on all applicable retail and commercial businesses selling goods in the City and represent the City’s second-largest revenue source. This tax is based on the sales price of any taxable transaction relating to taxable personal property. In accordance with the City’s Br adley-Burns Uniform Sales Tax ordinance, the California Department of Tax and Fee Administration (CDTFA) allocates the City’s sales tax, 1% of taxable sales occurring in Burbank.

On November 6, 2018, the City of Burbank voters approved Measure P, also known as the Burbank Infrastructure and Community Services Protection Measure. Measure P is a general-purpose ¾ cent local Transaction and Use Tax (TUT)
in which 50% of the revenue is dedicated to infrastructu re repairs, maintenance, and improvements and 50% will go towards General Fund operations.

Consumer confidence has waned in response to recent F ederal policy shifts and the resulting economic instability.

Industries like automobiles and electroni cs will be impacted by tariffs as well as continued elevated interest rates.

Household consumption has shifted away from goods to non-taxable items like services, travel, and entertainment.

This trend is expected to continue into FY 2025-26 with a softening in revenue from taxable sales. Overall, sales tax revenues are anticipated to decline by 1.6% for FY 2025-26.

Property Taxes are the General Fund’s top revenue source. This tax is imposed on real property (land and permanently attached improvements, such as buildings) and tangible personal property (such as airplanes) located within the City.

A total tax of one percent (1%) is levied on the Assessed Value (AV) of property as det ermined by the LA County Assessor. The City of Burbank receives approximately 18.5% of the 1% levy on the AV.

Provisions contained in Proposition 13 have, over the years, created a buffer between current market value and AV as determined by the Los Angeles (LA) County Assessor. Under Proposition 13, AV on parcels with continuing ownership may change by inflation as defined by the CPI, up to a maximum increase of 2%. The State has released CPI growth, and for FY 2025-26, AV on properties will increase by 2%. Other sources of AV growth are changes in ownership, new construction, recapture of prior Proposit ion 8 impairments of value, changes to values for unsecured items such as aircraft, and post-Redevelopment residual distribution. Staff is projecting property tax revenues to increase by 5% for FY 2025-26, reflecting the continued growth with larger developments throughout the City. However, while the housing market is expected to improve further in 2025, there are some hurdles that could present challenges for the market in the upcoming year, namely inflation, pol icy changes from the Federal governm ent, and the impact of property tax deferrals and supplemental refunds to homeowners affected by the Eaton and Palisades Fires.

Utility Users Taxes (UUT) are applied to telephone (hardwired and cellular), natural gas, and electric usage at the rate of seven percent (7%). Unlike other cities, Burbank does not apply this tax to water, cable television, sewer, and refuse collection usage/sales. The FY 2025-26 rates for electricity will be adopted at the public hearing on May 20, 2025. UUT revenue is anticipated to increase by 5.9% for FY 2025-26. The growth is attributable to an 9.9% electric rate increase and higher natural gas prices, which are offset by the continual decline in wireless revenue with the reclassification of data to non-taxable information services and the reduced electric usage due to efficiencies.

Intra-City Service Charges, or indirect charges, are derived from charges for General Fund staff and services that are utilized to support non-General Fund activities such as payroll, human resources, and legal services. Charges are determined by an annual cost allocation plan which allocates costs of General Fund centra l support functions to the respective departments and funds. Based on the results of the most recent cost allocation plan, revenues are expected to increase by 12.3% for FY 2025-26.

REVENUE SOURCES AND DESCRIPTIONS

5 Service Charges are fees charged to users of city-provided services and are designed to at least partially cover the costs incurred when providing these services. The construction of large developments throughout the City, and the elevated participation in recreation activities contributed to the increased service charge revenues for FY 2024-25. For FY 2025-26, Parks and Recreation will see an increase in revenues from the expansion of the afterschool program and a growing demand for aquatics classes. Fire inspections and new processing fees for real estate services are also expected to boost revenues. While it is also anticipated that plan check fees will increase from sizable developments planned within the City, the tariffs in troduced by the Federal government could slow down activity to residential renovation projects over pricing concerns on construction materials. Considering the above factors, staff is forecasting a modest increase in service charge revenues of 2.4% for FY 2025-26.

In-Lieu of Tax is a charge of 7% on retail electric sales collected from the Burbank Water and Power (BWP) Department instead of paying other taxes and fees that a private utility would pay to the City. This charge is deposited into two funds: the General Fund (Fund 001) receives 5.5% and the Street Lighting Fund (Fund 129) receives the remaining

1.5%. On June 5, 2018, Measure T was approved by Burbank residents, allowing the City to continue transferring revenue from BWP to the General Fund to preserve funding fo r essential City services. In-Lieu of tax is anticipated to increase by 8.1% for FY 2025-26.

Interest/Use of Money includes interest, rent, and lease income received by the City. The City Treasurer invests static funds in various investment instruments and the City’s portfolio receives interest income. The main goal is to protect each investment while achieving the highest rate of return . The City Treasurer’s goal is to achieve an average annual investment portfolio yield of 2.5% during FY 2025-26.

This will allow flexibility with short-term maturity dates, in order to minimize market value fluctuations as rates normalize.

Parking Fines are issued by the Police Department and represen t a small portion of General Fund revenues. Fines are dependent on the amount of the fine, the number of cita tions issued, and the amount retained by the county and state agencies. For FY 2025-26, revenue in this category is anticipated to increase by 10.1% from the revised FY 2024- 25 budget with expanded citywide parking enforcement, collections, and administration now managed by a third-party.

Traffic Fines are collected from moving violations issued by the Police Department. They are issued for both City and California Highway Patrol traffic violations, with the majority of the revenue going to the State of California.

Transient Occupancy Tax (TOT), otherwise known as a “Bed Tax,” is a 10% tax applied to the cost of occupying a room in a hotel, inn, motel, tourist home, or other lodging facilities within the City’s jurisdiction. This tax collects revenue for the use of City services by non-residents who would not likely otherwise contribute to the provision of these services.

The continued economic recovery, ec onomic development efforts, and aggressive marketing by the Tourism Based Improvement District (TBID) have all led to increasing TOT revenues. Occupancy rates for February 2025 were at

79.1% compared to the prior year’s occupancy rate of 66.5%. For FY 2025-26, TOT is anticipated to increase by 4% from the revised FY 2024-25 projection.

Building Permits are required by the City to ensure that structures meet specific standards. Permits are issued to all businesses with physical addresses within the City to ensure proper zoning and maintenance. The City requires various construction permits for activities such as the installation of electric, plumbing, and sewage facilities. A fee is levied for these permits in order to recover only the costs incurred. While there will be some activity for building permits during FY 2025-26, it will not be as robust as the prior year due to several large development permits that were issued in FY 2024-25. For FY 2025-26, permits are anticipated to increase by 2.5%.

License fees are collected for certain type s of activities within City boundaries such as business licenses and pet licenses.

Transient Parking Tax (TPT) is a 12% tax charged to customers and collected and remitted to the City by parking lot operators who charge for parking services for short periods (e .g., airport, businesses, hotels, and restaurants). With approximately 85% of the parking tax revenue derived from lots at or directly serving Hollywood Burbank Airport, the City’s TPT revenue is dependent on the tr avel demand. Passenger counts at the airport increased by 8.5% in 2024 when compared to 2023. Staff anticipates that trend to continue in FY 2025-26, with TPT revenues expected to increase by 4% compared to the revised budget of FY 2024-25.

Business Taxes are imposed for the privilege of conducting business within the City. Burbank’s business taxes are considerably lower than many other LA County cities. Fees range from a flat amount to a graduated formula based on sales, number of employees, and square footage. Revenue for this category is anticipated to increase by 3% for FY 2025-26.

REVENUE SOURCES AND DESCRIPTIONS

6 Franchise Fees are imposed on various companies using “public rights-of-way” to conduct their business operations.

Such fees include a 5% Franchise Fee on cable television gross receipts, a 1% fee on natural gas gross receipts, a 2% fee on receipts arising from electricit y transmission by private companies, and a 2% fee on receipts arising from the use of pipelines within the City. Franchise fees are expected to increase by 1% in FY 2025-26.

Intergovernmental Revenues are generally grants received from federal, state, and local governments to fund various City programs such as public safety, literacy, senior serv ices, and nutrition. Other items within this category include reimbursements for state-mandated progra ms and reimbursements for Fire Depart ment strike teams sent to battle wildfires throughout the state. For FY 2025-26, intergovernm ental revenues will increase by 31.4%, primarily due to increased grant funding for the nutrition program.

SPECIAL REVENUE FUNDS/CAPITAL PROJECTS FUND

Fund 104 Proposition A – Transportation: Proposition A revenues represent the City’s portion of a special LA County ½ cent Sales Tax passed by the voters in 1980. Cities are ent itled to 25% of all the ½ c ent revenues. Distribution to each city is prorated based on each ci ty’s population. These revenues are used to fund the BurbankBus transit programs and maintenance of the Downtown Burbank Metrolink and other transit facilities. Revenue growth for these funds is contingent on the County’s overall sales growth.

Fund 105 Proposition C – Transportation: Proposition C revenues represent the City’s portion of a special LA County ½ cent Sales Tax approved by voters in 1990. Cities are entitled to 20% of all the ½ cent revenues. Distribution to each city is prorated based on each city’s population. These revenues are used to fund the services and projects that provide BurbankBus Fixed-Route Transit Services.

Fund 106 AQMD Fees – Transportation: The South Coast Air Quality Management District (AQMD) receives a small portion of the annual vehicle registration license fees. The AQMD remits a porti on of these revenues to cities for selected anti-pollution/transportation projects. Burbank’s revenues are deposited into a special AQMD Fees– Transportation Fund for ride-sharing and anti-pollution projects.

Fund 107 Measure R – Transportation: Measure R revenues represent the Cit y’s portion of a special LA County ½ cent Sales Tax approved by voters in 2008. Cities are entitl ed to 15% of all the ½ cent revenues for a period of 30 years. Distribution to each city is prorated based on eac h city’s population. A portion of Measure R supplements Proposition C to pay for the BurbankBus Fixed-Route Transit Program. Measure R funds are also used for other transportation-related projects and programs, including Acti ve (Bicycle and Pedestrian) Transportation improvements and maintenance of the Burbank Airport-North Metrolink Station.

Fund 108 Measure M – Transportation: Measure M revenues represent the City’s portion of a special LA County ½ cent Sales Tax approved by voters in 2016. Cities are entitl ed to 17% of all the ½ cent revenues. Distribution to each city is prorated based on each city’s population. Funds will be utilized for Citywide roadway-related capital improvement projects administered by the Public Works Department.

Fund 109 Measure W – Safe, Clean Water Program: Measure W is the LA County Safe, Clean Water Municipal Program (SCW) special parcel tax approved by voters in 2018. Cities are entitled to 40% of the revenues collected by the County. Distribution to each city is proportional to the tax revenues collected within each boundary. Funds will be utilized to capture, treat, and recycle stormwater.

Fund 121 General City Grant Fund: This fund accounts for revenues and expenditures related to certain recurring public safety grants. The granting agenci es may be federal, state, or county, including the Office of Traffic Safety, Citizens’ Option for Public Safety, and the Department of Justice (DOJ).

Fund 122 Community Development Block Grant (CDBG): The Federal Department of Housing and Urban Development (HUD) created the CDBG program to revitalize low and moderate-income areas within American cities.

Burbank’s CDBG revenues change each year and have specific restrictions.

Fund 123 Road Maintenance and Rehabilitation Account (RMRA): As a result of the Road Repair and Accountability Act of 2017, Senate Bill 1 (SB1), funds are derived from the taxes on gasoline and diesel fuel and registration taxes on motor vehicles with allocations from the State of California for local streets and roads and other transportation purposes.

Fund 124 Drug Asset Forfeiture: The Drug Asset Forfeiture Fund was established to account for revenues and expenditures. Revenue estimates and appropriations will be made only after drug assets are seized, and the revenues are remitted to the City. Amounts will vary depending on the level of participation by Burbank’s officers.

REVENUE SOURCES AND DESCRIPTIONS

7 Fund 125 State Gas Taxes: State Gas Taxes are derived from State of California taxes on gasoline purchases and are allocated, on a share basis to cities. These revenues are broken down into Sections 2105, 2106, and 2107 and are restricted and can only be used on public street construction, improvements, and/or maintenance. Another Section 2107.5, restricts revenue usage to public street engineering costs and administrative/labor expenditures.

Fund 127 Public Improvements: This fund provides for Public Improvements through the imposition of Development Impact Fees. Public Improvement projects included in this fund are restricted to those desi gnated in the Infrastructure Blueprint and the Community Facilities Element. Activities are restricted to specific projects in the Community Development, Fire, Information Technology, Library, Parks and Recreation, and Police Departments.

Fund 128 HOME Program: This program provides Housing and Urban Development (HUD) funding to increase the affordable housing supply in the City.

Fund 129 Street Lighting: This fund receives 1.5% of the 7% BWP In-Lieu of Tax transfer revenue for the purpose of maintaining citywide streetlights. With the approval of M easure T on June 5, 2018, fund ing for street lighting will continue, preserving this essential City service. Most cities directly charge residents for this service through assessment districts. BWP administers the Street Lighting Fund.

Fund 133 Tieton Hydropower Project: The Tieton Hydropower Project is a hydroelectric power generating plant located at the Tieton Dam on the Tiet on River in Yakima County, Washington. This facility was purchased by the Southern California Public Power Authority (SCPPA) in November 2009, with 50% shares belonging to each of the cities of Burbank and Glendale. The average annual output is 48,000 megawatt-hours (MWh). Revenues are billed to recover expenses incurred by the operating agent, Burbank Water and Power.

Fund 483 Magnolia Power Project: The Magnolia Power Project (MPP) is a combined-cycle natural gas-fired, higher efficiency, low-polluting generation plant located in Burbank. MPP is jointly owned by the following SCPPA participating cities: Anaheim, Burbank, Cerritos, Colton, Glendale, and Pasadena. MPP commenced commercial operations in September 2005. The peak capacity is 323 megawatts with a forecasted year ly production of 1,571,091 MWh.

Revenues are billed to recover expenses incurred by the operating agent, Burbank Water and Power.

Fund 370 Capital Projects Fund – General City: This fund accounts for capital projects within the City of Burbank.

The majority of the funding for this f und comes from contributions from the General Fund (Fund 001), grant sources, and restricted budgetary reserves.

INTERNAL SERVICE FUNDS

Fund 530, 531 General Li ability and Workers’ Co mpensation Insurance: These funds are used to finance and account for the City’s Workers’ Compensation, General Liability, and Property Insurance programs. Revenue for these programs is collected through rates charged to each City department based on claims history.

Fund 532 Vehicle Equipment Replacement: This fund is used to account for the operation, maintenance, and timely replacement of the vehicular fleet and equipment utilized by general government (non-BWP) departments on a rental fee basis. Rental rates are collected from each department based on their vehicles’ annual depreciation, in addition to Operating and Maintenance (O&M) costs, including fuel.

Fund 533 Office Equipment Replacement: This fund is used to account for the acquisition, maintenance, and replacement of office equipment utilized by the General Fund departments. Funds are collected through rental rates charged to departments based on asset depreciation amounts.

Fund 534 Municipal Infrastructure Fund: This fund provides for the maintenance and replacement of all general City infrastructure (non-enterprise). This fund receives 50% of the City’s Transaction and Use Tax revenue, resulting from the passage of Measure P in November 2018, in addition to an annual General Fund Maintenance of Effort (MOE) contribution of $4.7 million.

Fund 535 Communications Equipment Replacement: This fund is used to account for the maintenance and timely replacement of the City’s communication equipment, such as telephones and radios. Revenue is collected through a rental rate charged to each department based on the total number of radios and phone lines.

Fund 537 Information Technology: This fund is used to account for the acquisition, maintenance, and replacement of technology infrastructure including computer equipm ent, hardware, and software utilized by City departments.

Revenue is collected from departments and funds based on an annual citywide Information Technology (IT) cost of service study.

REVENUE SOURCES AND DESCRIPTIONS

8 ENTERPRISE FUNDS

Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprise. The City of Burbank currently has four Enterprise Funds: Electric, Water (operated by BWP), Water Reclamation and Sewer (operated by Public Works), and Refuse Collection and Disposal (operated by Public Works).

Each fund must ensure that its revenues cover operating expenses (includi ng depreciation) of providing goods and services to users/customers. Revenues may be comprised of service charges, fees, sales, interest, and other income.

Utility rates are approved very two years. A public hearin g, scheduled for May 20, 2025, will include the adoption of utility rates for both FY 2025-26 and FY 2026-27.

For FY 2025-26, the Electric rate will increase by 9.9% due to state unfunded mandates, t he higher cost associated with procuring renewables, increased transmission, capital, and operating costs, and to replenish cash reserves from multiple years of under collection. Burbank electric rates remain competitive, both locally and regionally.

The Water Fund's budget includes a 14% rate increase for FY 2025-26 as funds will be used to recover the elevated costs of purchased water, operations and maintenance, conservation, and capital improvement programs.

The Water Reclamation and Sewer Fund’s budget reflects an overall rate increase of 6% for FY 2025-26. The increase in sewer charges is due to the escalating charges from the City of Los Angeles for sewage treatment services, capital improvement projects, and labor, chemical, and electrical costs to operate the Burbank Water Reclamation Plant (BWRP).

The Refuse Collection and Disposal Fund will include a rate increase of 8% for FY 2025-26 to meet rising operational costs, particularly those associated with state mandates, and to continue providing comprehensive refuse services that include household trash disposal, organics composting, recyclable collections and processing, and bulky item pick-ups.

SUCCESSOR AGENCY ADMINISTRATION FUND

Legislation enacted by the State in June 2011, effectively ending Redevel opment Agencies (RDA) statewide on February 1, 2012, also provided local agencies the authority to appoint their city as the Successor Agency to the redevelopment agency. Burbank elected to pursue this option. The City of Burbank currently serves as the Successor Agency and is responsible for administrative functions of both post-RDA and affordable housing functions. These include ensuring continuation payments on existing bonds and contractual obligations during the wind-down phase are accurate and timely. An administrative allowance (3% of approved continuation payments) is allocated to the Successor Agency to partially cover the costs of these functions.

HOUSING AUTHORITY FUNDS

The Burbank Housing Authority was formed in 1975 to adminis ter the Section 8 Rental As sistance Program which is funded by the United States Department of Housing and Urban Developm ent (HUD). This Program provides rent subsidy payments directly to landlords on behalf of eligible tenants in order to increase the supply and quality of affordable housing within the City. The Section 8 Program provides an additional resource for assisting very low-income renters in Burbank.

Starting in 1977, redevelopment agencies had been required to set-aside twenty percent (20%) of their incremental property tax revenues into the Low and Moderate Housin g Fund (Fund 305) to be used solely for low and moderate housing development. The set aside ceased with the elimination of RDAs in February 2012, after which Fund 305 was shifted to the Housing Authority. The Housing Authority is responsible for administering existing contracts and ensuring all applicable regulations are adhered to during the wind-down phase.

PARKING AUTHORITY FUND

The Parking Authority has one fund which is administered by the Community Development Department (CDD). The main source of revenue include parking permits, lease fees , the Downtown Public Facility Maintenance District levy, and metered parking along Downtown San Fernando Boulevar d. In addition, AMC Theaters provide funds to offset downtown parking structure maintenance costs.

CITY COUNCIL

MISSION STATEMENT

ABOUT CITY COUNCIL
The City Council is committed to improving the overall quality of life in the City of Burbank by enhancing our neighborhoods, delivering exceptional public services, preserving and enhancing the City's economic prosperity, embracing the diversity of our citizens, and making Burbank a desirable, safe City in which to live, work, and raise a family.

The City Council serves as the elected legislative and policy-making body of the City of Burbank, enacting all laws  and directing any actions necessary to provide for the general welfare of the community through appropriate programs, services, and activities. The City Council reviews and adopts the operating budget, holds public hearings to solicit advice, and hears feedback from the public. The City Council authorizes contracts and the purchase and sale of City property, approves agreements with other governmental agencies, and appoints City commissions, boards, and committees. In addition, the City Council serves as the Burbank Parking Authority, Burbank Housing Authority, and Public Finance Authority.

FY 2024-25
$1,609,548
FY 2025-26
$2,376,836

DEPARTMENT SUMMARY
Materials, Supplies & Services
Salaries & Benefits
$582,850 $587,013
$1,026,698
$1,789,823

DEPARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years
Salaries & Benefits $ 504,452 $ 582,850 $ 587,013 $ 4,163 Materials, Supplies & Services 493,542 1,026,698 1,789,823 763,125 Capital Assets (6,300) - -
TOTAL $ 991,694 $ 1,609,548 $ 2,376,836 $ 767,288

2.0002.000 2.000
1 General Fund
City Council
001.CL01A

OBJECTIVES

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 31
1,135 $ 299,538 $ 302,150 $ 2,612
116,089 190,906 194,713 3,807
2,370 7,178 5,694 (1,484)
24,402 28,786 28,342 (444)
2,326 3,355 3,837 482
41,690 48,744 47,896 (848)
1,497 - -
4,942 4,343 4,381 38
504,452 582,850 587,013 4,163
$ - $ 982 $ 982
- 8,000 8,000
9,600 - -
1,635 5,500 5,500
350,057 873,199 1,610,568 737,369
6,722 6,800 6,800
2,129 5,000 5,000
- 350 350
618 2,000 2,000
7,218 7,218 7,218
29,047 28,1
18 43,374 15,256
85 - -
52,954 37,952 37,952
16,496 37,500 48,000 10,500
200 - -
16,781 14,079 14,079
493,542 1,026,698 1,789,823 763,125
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
60015.0000 Wellness program reimbursement
60027.0000 Taxes - non safety
Salaries & Benefits
62000.0000 Utilities
62015.0000 BUSD - Close Up Program
62085.0000 Other Professional Services
62135.1012 Governmental Services:Council
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62420.0000 Books & periodicals
62440.0000 Office Equip Maint & Repair
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62575.0000 Boards/commissions award dinner
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 997,994 $ 1,609,548 $ 2,376,836 $ 767,288
-Provide legislative policy directives for City programs and services. -Represent the interests of Burbank citizens at all levels of government. -Continue to concentrate on communication and cooperative efforts with City residents. -Approve programs for the City's physical, cultural, and socio-economic development. -Encourage cooperation among community leaders, civic groups, and citizens to resolve area-wide problems. -Work to maintain high-quality City programs and services. -Actively participate in state and federal legislative processes. -Work closely with the Southern California Area Governments (SCAG), League of California Cities (Cal Cities), and other organizations to focus attention on problems facing local government.

2.0002.000 2.000
2 CITY COUNCIL
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS STAFF YEARS CHANGES FROM FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR

1.000

1.000

COMITY ASSISTANCE CORD

EXEC AST

TOTAL STAFF YEARS

1.000

1.000

1.000

1.000

2.000 2.0002.000
3 (This Page Left Intentionally Blank)
4 CITY CLERK

MISSION STATEMENT

ABOUT CITY CLERK

DEPARTMENT SUMMAR
Y

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 10.475 10.475 11.000 0.525
Salaries & Benefits $ 1,146,434 $ 1,475,553 $ 1,571,765 $ 96,212 Materials, Supplies & Services 314,698 485,421 556,649 71,228 TOT
AL $ 1,461,132 $ 1,960,974 $ 2,128,414 $ 167,440
The City Clerk's Office is committed to pursuing excellence through professionalism, transparency, and accountability, providing quality public service, and connecting the community with the legislative process. The Office strives to ensure that the City's legislative process remains open by providing a strong link between citizens and government. Through efficient use of City resources, the City Clerk's Office is able to ensure the preservation of Burbank's legislative history.

The City Clerk is an Elected Official who serves as Clerk to the City Council, Successor Agency, Parking Authority, Housing Authority, Youth Endowment Services (YES) Fund Board, and Public Financing Authority. The City Clerk's Office is organized into five divisions: City Clerk Services, Elections, Legal Advertising, Records Management, and Passport Services.

The City Clerk's Office is charged with the responsibility of archiving all official City records; preserving a complete and accurate record of all City Council, Successor Agency, Parking Authority, Housing Authority, YES Fund Board, and Public Financing Authority and related proceedings; accurately codifying the Burbank City Charter and Municipal Code; conducting municipal elections in accordance with all applicable city, state, and federal laws; acting as Filing Officer for required disclosures under the Political Reform Act for the City's elected officials, local candidates, designated employees, and board, commission, and committee members; providing publication of Public Hearing and other legal notices; accepting claims, summonses, and subpoenas filed against the City; responding to requests for public records; and administering the Citywide Records Management Program, which includes records storage, retention, disposition, and scanning for archival purposes.

The City Clerk's Office also serves as a full-service Passport Acceptance Facility. In addition, the Office manages the appointment process for the City's 23 boards, commissions, and committees. 1 CITY CLERK

GENERAL FUND SUMMARY
Materials, Supplies & Services
Salaries & Benefits
$1,475,553 $1,571,765
$485,421
$556,649
FY 2024-25
$1,960,974
FY 2025-26
$2,128,414
2 General Fund
Services Division
001.CC01A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Maintain all official City records.
- Publish and post notices of legislative meetings in compliance with the provisions of the Ralph M. Brown Act. - Prepare and distribute City Council meeting agendas and minutes to elected officials, City staff, and subscribers on the City website, in addition to providing hard copies for the public at City facilities. - Codify the Burbank Charter and Municipal Code, providing access to revisions upon the City Council's adoption of an ordinance.
- Provide elected officials, City departments, and the public with general public information, and conduct specific record research.
- Accept Statements of Economic Interests as required by the FPPC and the City's Conflict of Interest Code. - Oversee the recruitment process and management of services for the City's 23 boards, commissions, and committees, consisting of approximately 130 members.
- Provide public access to board, commission, and committee meeting agendas, minutes, and reports available on the City's website.

The City Clerk Services Division prepares weekly meeting agendas, reports, videos, and minutes for the City Council, Successor Agency, Parking Authority, Housing Authority, Youth Endowment Services Fund Board, and Public Financing Authority, recording and indexing the actions of each, and finalizing resolutions, ordinances, agreements, recorded documents, grants, tract maps, and other official documents. All official documents are public information, and this Division is committed to providing access to these records to elected officials, City departments, and the public in a transparent and efficient manner. Direct access to records provides staff with the ability to serve the public while responding to requests. The Services Division is responsible for distributing, publishing, and posting public notices and meeting agendas as required by law. It also oversees the codification of the Burbank Charter and Municipal Code and implements the requirements of the Fair Political Practices Commission (FPPC).

Staffing changes include an upgrade of a Senior Administrative Analyst to an Administrative Officer, a downgrade of a Senior Administrative Analyst to an Administrative Analyst II, and a new Clerical Worker as part of the department reorganization.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 2.074 2.074 3.650 1.576
60001.0000 Salaries & wages $ 241,214 $ 258,124 $ 407,012 $ 148,888 60006.0000 Overtime - non safety 16 1,501 1,501
60012.0000 Fringe benefits 36,605 48,391 74,865 26,474
60012.1008 Fringe benefits:Retiree benefits 1,938 2,127 2,954 827 60012.1509 Fringe benefits:Employer paid PERS 24,492 24,718 37,685 12,967 60012.1528 Fringe benefits:Workers Comp 3,139 4,611 7,481 2,870 60012.1531 Fringe benefits:Employer Paid PERS 49,721 47,671 47,932 261 60022.0000 Car allowance 2,917 4,488 2,468 (2,020)
60023.0000 Uniform & tool allowance - - 60 60
60027.0000 Taxes - non safety 3,578 3,743 5,855 2,112
60031.0000 Payroll adjustment 3,725 - -
Salaries & Benefits 367,347 395,374 587,814 192,440
3 General Fund
Services Division
001.CC01A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
62170.0000 Private Contractual Services $ 11,098 $ 21,200 $ 21,200 $ 62220.0000 Insurance 26,113 27,279 35,677 8,398
62300.0000 Special Departmental Supplies 717 1,300 1,300 62310.0000 Office supplies, postage & printing 2,901 3,400 3,400 62440.0000 Office Equip Maint & Repair - 150 150
62455.0000 Equipment rental 2,045 4,000 4,000
62470.0000 Fund 533 Office Equip Rental Rate 750 2,293 2,293 62485.0000 Fund 535 communications rental rate 10,105 10,105 10,105 62496.0000 Fund 537 computer system rental 84,260 80,700 120,354 39,654 62700.0000 Memberships & Dues 2,225 2,100 2,100
62710.0000 Travel 5,083 5,000 5,000
62755.0000 Training - general 2,150 7,515 7,515
62895.0000 Miscellaneous expenses 1,136 1,000 1,000
Materials, Supplies & Services 148,584 166,042 214,094 48,052 Total Expenses $ 515,931 $ 561,416 $ 801,908 $ 240,492
4 General Fund
Elections Division
001.CC01B

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Increase voter outreach by providing election-related information via the City's website, cable channel, Mayor's announcements at City Council Meetings, Constant Contact email blasts, and on social media platforms such as X, Facebook, Nextdoor, and Instagram.
- Encourage voter registration by participating in community engagement. - Accept and monitor campaign statement filings to comply with Fair Political Practices Commission regulations. - Maintain an up-to-date Elections Code.
- Partner with the Burbank Unified School District to educate students on the importance of civic engagement and to promote early voter registration for eligible local youth through the annual "Clerk's Cup" initiative.

The Elections Division is responsible for overseeing consolidated municipal elections with the County of Los Angeles and standalone municipal elections in accordance with all applicable city, state, and federal laws. Other responsibilities include processing initiatives, referendums, and recall petitions; participating in voter outreach and educational programs in local schools; and providing election-related information to Burbank voters during election season. The Elections Division is also responsible for coordinating and educating the voters regarding voter registration services with the County of Los Angeles, monitoring state legislation to maintain appropriate procedures, and ensuring that the Election Sections of the Burbank Municipal Code and Charter are updated as necessary and properly codified.

Staffing changes include an upgrade of a Senior Administrative Analyst to an Administrative Officer, and a downgrade of a Senior Administrative Analyst to an Administrative Analyst II.

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

0.850 0.850 0.800 (0.050)
$ 50,306 $ 1
11,543 $ 1
14,479 $ 2,936
- 655 655
7,275 20,423 16,427 (3,996)
692 872 651 (221)
5,173 10,719 10,514 (205)
1,199 1,741 1,874 133
9,419 8,738 10,062 1,324
673 - 1,122 1,122
745 1,617 1,638 21
504 - -
75,986 156,308 157,422 1,1
14 $ 1,732 $ 122,481 $ 122,481 $
- 300 300
444 250 250
863 863 863
4,020 3,777 13,474 9,697
- 40,000 40,000
63 - -
- 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
60022.0000 Car allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62310.0000 Office supplies, postage & printing
62420.0000 Books & periodicals
62470.0000 Fund 533 Office Equip Rental Rate
62496.0000 Fund 537 computer system rental
62530.0000 Legal Advert & Printing Ordinance
62710.0000 Travel
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
7,122 169,671 179,368 9,697
5 General Fund
Legal Advertising Division
001.CC01C

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Prepare, publish, post, and mail notices, when required, for Public Hearings prior to the City Council and other advisory body meetings.
- Publish notices for Planning Commission meetings, bid openings, and other legal notices as required by law.

The Legal Advertising Division arranges for the publication of ordinances adopted by the City Council and citywide public legal notices as required by law.

Staffing changes include changes to the allocation of some positions as part of the department reorganization.

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

0.450 0.450 0.300 (0.150)
$ 42,619 $ 51,410 $ 37,816 $ (13,594)
6,515 10,109 5,424 (4,685)
208 461 244 (217)
4,471 4,941 3,502 (1,439)
397 576 475 (101)
7,685 9,553 8,877 (676)
224 - 224 224
644 745 542 (203)
1,298 - -
64,061 77,795 57,104 (20,691)
$ 2,036 $ 1,954 $ 2,061 $ 107
76,458 70,000 70,000
78,494 71,954 72,061 107
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
60022.0000 Car allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62496.0000 Fund 537 computer system rental
62530.0000 Legal Advert & Printing Ordinance
Materials, Supplies & Services
Total Expenses
$ 142,555 $ 149,749 $ 129,165 $ (20,584)
6 General Fund
Records Management Division
001.CC01D

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Administer and maintain the Citywide Records Management Program. - Train departmental records liaisons on best practices to ensure adherence with the California Public Records Act. - Utilize the Enterprise Content Management System for records and information management. - Centralize and continue the preservation of historical documents. - Implement procedures and guidelines for the Records Centers and City staff. - Maintain an updated citywide records retention schedule in compliance with current statutes. - Coordinate departmental and citywide destruction events. - Digitize records for access on the Public Records Portal. - Provide training and support to all staff liaisons to facilitate the Citywide Records Management Program.

The Records Management Division administers the Citywide Records Management Program for all City departments and maintains a collection of historical records. Established in 1972, the Program provides an organized structure for the utilization, maintenance, retention, preservation, destruction, and disposition of City records. This objective ensures the City organizes and maintains City records in a manner that allows for their effective storage, identification, and retrieval; preserves records with long-term or permanent value as well as records of historical or archival value; protects records vital to the City in the event of a disaster; and monitors the disposition of records that have met their retention requirements for legal compliance. The Division also provides timely responses to public records requests in accordance with the California Public Records Act.

Staffing changes include changes to the allocation of some positions as part of the department reorganization.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 2.647 2.647 2.400 (0.247)
60001.0000 Salaries & wages $ 167,749 $ 225,1
13 $ 222,424 $ (2,689)
60006.0000 Overtime - non safety 33 - -
60012.0000 Fringe benefits 35,458 53,936 53,364 (572)
60012.1008 Fringe benefits:Retiree benefits 2,765 2,715 1,947 (768) 60012.1509 Fringe benefits:Employer paid PERS 17,974 21,457 20,774 (683) 60012.1528 Fringe benefits:W
orkers Comp 7,697 12,036 9,950 (2,086)
60012.1531 Fringe benefits:Employer Paid PERS 32,906 31,847 35,106 3,259 60022.0000 Car allowance 449 - 449 449
60023.0000 Uniform & tool allowance - - 20 20
60027.0000 Taxes - non safety 2,438 3,264 3,213 (51)
60031.0000 Payroll adjustment 3,360 - -
Salaries & Benefits 270,829 350,368 347,246 (3,122)
62085.0000 Other Professional Services $ 1,494 $ 2,095 $ 2,095 $ 62170.0000 Private Contractual Services 1,474 4,955 4,955 62300.0000 Special Departmental Supplies 807 1,000 1,000 7 General Fund
Records Management Division
001.CC01D

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
62310.0000 Office supplies, postage & printing 584 600 600 62420.0000 Books & periodicals - 168 168
62440.0000 Office Equip Maint & Repair - 1,000 1,000
62496.0000 Fund 537 computer system rental 50,344 32,130 42,020 9,890 62700.0000 Memberships & Dues 800 805 805
62710.0000 Travel - 1,500 1,500
62755.0000 Training - general 450 4,000 4,000
62895.0000 Miscellaneous expenses - 200 200
Materials, Supplies & Services 55,953 48,453 58,343 9,890 Total Expenses $ 326,782 $ 398,821 $ 405,589 $ 6,768
8 General Fund
Passport Services Division
001.CC01E

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide the residents of Burbank and surrounding communities access to a convenient and secure passport acceptance facility.
- Process passport applications with confidentiality, efficiency, and superior customer service. - Continue to meet the increasing demand for passport acceptance services by offering special walk-in events. - Provide 24-hour access to an online self-service passport appointment system.

Established in 2015, the City Clerk's Office Passport Acceptance Program has been a huge success, benefiting the residents of Burbank and surrounding cities by providing applicants with a location to efficiently and securely process their U.S. passport applications. The acceptance facility is full-service, providing forms, photo services, and appointments Monday through Friday during regular business hours with walk-in services offered on a limited basis.

Staffing changes include an upgrade of a Senior Administrative Analyst to an Administrative Officer, a downgrade of a Senior Administrative Analyst to an Administrative Analyst II, a new Clerical Worker, and the elimination of a Work Trainee as part of the department reorganization.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 4.454 4.454 3.850 (0.604)
60001.0000 Salaries & wages $ 240,846 $ 327,223 $ 266,454 $ (60,769) 60006.0000 Overtime - non safety 280 - -
60012.0000 Fringe benefits 45,009 79,471 68,425 (1
1,046)
60012.1008 Fringe benefits:Retiree benefits 2,881 4,567 3,127 (1,440) 60012.1509 Fringe benefits:Employer paid PERS 24,840 29,949 24,949 (5,000) 60012.1528 Fringe benefits:W
orkers Comp 5,659 8,348 6,366 (1,982)
60012.1531 Fringe benefits:Employer Paid PERS 36,998 41,405 48,756 7,351 60022.0000 Car allowance 224 - 224 224
60023.0000 Uniform & tool allowance - - 20 20
60027.0000 Taxes - non safety 3,530 4,745 3,858 (887)
60031.0000 Payroll adjustment 7,943 - -
Salaries & Benefits 368,21
1 495,708 422,179 (73,529)
62170.0000 Private Contractual Services $ 1,280 $ 2,000 $ 2,000 $ 62310.0000 Office supplies, postage & printing 7,192 8,000 8,000 62496.0000 Fund 537 computer system rental 15,573 18,801 22,283 3,482 62895.0000 Miscellaneous expenses 500 500 500
Materials, Supplies & Services 24,545 29,301 32,783 3,482 Total Expenses $ 392,756 $ 525,009 $ 454,962 $ (70,047) 9 CITY CLERK
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 II (M) 2.000 1.000 2.000 1.000
ADM OFCR - - 1.000 1.000
AST CTY CLK 1.000 1.000 1.000
CLERICAL WKR 3.000 - 1.000 1.000
CTY CLK 1.000 1.000 1.000
INTERMEDIATE CLK - 3.000 3.000
RCRDS MGR (Z) 1.000 1.000 1.000
RCRDS TECH 1.000 1.000 1.000
SR ADM ANALYST (M) 1.000 2.000 - (2.000)
WK TRAINEE I 0.475 0.475 - (0.475)
TOTAL STAFF YEARS 10.475 10.475 11.000 0.525
10 CITY TREASURER

MISSION STATEMENT

ABOUT CITY TREASURER

DEPARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Y
ears 5.000 5.000 5.000 0.000
Salaries & Benefits $ 784,473 $ 890,664 $ 930,877 $ 40,213 Materials, Supplies & Services 145,412 216,886 197,615 (19,271) TOTAL $ 929,885 $ 1,107,550 $ 1,128,492 $ 20,942
It is the mission of the City Treasurer's Office to act as the City's receipting and disbursing agent of all public monies in order to maximize the investment of idle funds.

The City Treasurer is chosen by the vote of the people at a municipal election in the same manner as members of the Council. The City Treasurer's Office is responsible for receiving, disbursing, depositing, and investing all public funds for the City, the Youth Endowment Services (YES) Fund, the Parking Authority, the Public Financing Authority, the Successor Agency, and the Housing Authority. Monthly reports, including cash balances by fund and reconciled bank balances, are provided to the Financial Services Director.

The City Treasurer's Office also provides monthly reports indicating the type and amount of investments and deposits, the institutions in which these deposits are made, market values, maturity dates, and rates of interest for all outstanding investments, as well as others that matured during the month, to the City Council, the YES Fund Board, the Parking Authority, the Public Financing Authority, the Successor Agency, and the Housing Authority. These monthly reports are also provided to the City Manager, Financial Services Director, Burbank Water and Power (BWP) Chief Financial Officer, and members of the Treasurer's Oversight Review Committee.
1 General Fund
City Treasurer
001.CT01A

OBJECTIVES
The primary objective of the City Treasurer's Office is the safekeeping of City funds. Safety, liquidity, and yield are always considered (in that order) when investing idle funds.

FUND SUMMARY
Materials, Supplies & Services
Salaries & Benefits
$890,664 $930,877
$216,886 $197,615
FY 2024-25
$1,107,550
FY 2025-26
$1,128,492
2 General Fund
City Treasurer
001.CT01A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 5.000 5.000 5.000
60001.0000 Salaries & wages $ 509,065 $ 591,405 $ 625,136 $ 33,731 60012.0000 Fringe benefits 88,075 109,955 1
10,651 696
60012.1008 Fringe benefits:Retiree benefits 3,950 5,127 4,067 (1,060) 60012.1509 Fringe benefits:Employer paid PERS 55,488 56,834 57,679 845 60012.1528 Fringe benefits:Workers Comp 8,390 10,625 11,027 402 60012.1531 Fringe benefits:Employer Paid PERS 93,337 103,655 108,900 5,245 60015.0000 Wellness program reimbursement 704 - -
60022.0000 Car allowance 4,488 4,488 4,488
60027.0000 T
axes - non safety 7,734 8,575 8,929 354
60031.0000 Payroll adjustment 13,243 - -
Salaries & Benefits 784,473 890,664 930,877 40,213
62170.0000 Private Contractual Services $ 47,253 $ 90,000 $ 60,000 $ (30,000) 62220.0000 Insurance 13,402 13,743 19,604 5,861
62300.0000 Special Departmental Supplies 5,255 6,500 6,500 62310.0000 Of
fice supplies, postage & printing 2,341 2,500 2,500
62420.0000 Books & periodicals 245 500 500
62440.0000 Office Equip Maint & Repair 2,045 3,000 3,000 62455.0000 Equipment rental - 250 250
62470.0000 Fund 533 Office Equip Rental Rate 750 750 750 62485.0000 Fund 535 communications rental rate 5,052 5,052 5,052 62496.0000 Fund 537 computer system rental 43,982 51,891 56,759 4,868 62700.0000 Memberships & Dues 530 700 700
62710.0000 T
ravel 3,159 3,000 3,000
62755.0000 T
raining - general 3,077 5,000 5,000
62830.0000 Bank service charges 17,884 32,000 32,000
62895.0000 Miscellaneous expenses 438 2,000 2,000
Materials, Supplies & Services 145,412 216,886 197,615 (19,271) T
otal Expenses $ 929,885 $ 1,107,550 $ 1,128,492 $ 20,942 3 CITY TREASURER
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS STAFF YEARS CHANGES FROM FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
AST CTY TREASURER 1.000 1.000 1.000
CTY TREASURER 1.000 1.000 1.000
SR ADM ANALYST (M) - 1.000 1.000
TREASURER TECH 2.000 2.000 2.000
TOT
AL STAFF YEARS 4.000 5.000 5.000
4 CITY ATTORNEY

MISSION STATEMENT

ABOUT CITY ATTORNEY
DEP

ARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Y
ears 21.000 24.000 24.000
Salaries & Benefits $ 4,593,132 $ 5,849,175 $ 6,021,336 $ 172,161 Materials, Supplies & Services 471,218 522,851 555,314 32,463 TOTAL $ 5,064,350 $ 6,372,026 $ 6,576,650 $ 204,624
The Burbank City Attorney's Office strives to efficiently deliver professional and ethical legal advice to the City Council, Commissions, Boards, City Officers, and staff. The Office actively advises the City and advocates the City's positions across a wide spectrum of municipal interests, vigorously represents the City in civil litigation and other adversarial proceedings, and protects the community by effectively prosecuting misdemeanors and infractions committed within the City.

The City Attorney is appointed by the City Council as the City's top legal advisor. The Office is comprised of three divisions:

Departmental Services and Administration, Litigation, and Prosecution, with fourteen attorneys besides the City Attorney, one Paralegal, an Administrative Officer, and support staff members.

CHANGES FROM PRIOR YEAR
The City Attorney's Office upgraded a Senior Assistant City Attorney to a Chief Assistant City Attorney position for FY 2025-26. This position will oversee the Litigation Division, including the newly implemented Housing Enforcement Program. An additional upgrade was made to a Deputy City Attorney position in the Prosecution Division. These upgrades were necessary to properly reflect the new responsibilities assigned to these positions. 1 CITY ATTORNEY
FY 2024-25
$6,372,026
FY 2025-26
$6,576,650

DEPARTMENT SUMMARY
Materials, Supplies & Services
Salaries & Benefits$5,849,175 $6,021,336
2 General Fund
Departmental Services and Administration
001.CA01A

CHANGES FROM PRIOR YEAR

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

8.300 10.250 10.200 (0.050)
$ 1,869,716 $ 2,130,493 $ 2,182,017 $ 51,524
247,030 280,807 274,883 (5,924)
6,123 7,178 8,175 997
175,045 204,740 203,278 (1,462)
15,401 23,862 27,532 3,670
204,295 323,769 342,890 19,121
5,100 6,000 5,100 (900)
27,842 30,892 31,435 543
29,317 - -
2,579,869 3,007,741 3,075,310 67,569
$ - $ - $ 50,000 $ 50,000
14,785 - -
32,735 - -
126,787 77,133 131,855 54,722
- 109 109
5,773 8,033 8,033
27,229 36,350 36,350
466 1,000 1,000
2,519 8,017 8,017
18,044 18,044 18,044
89,741 101,752 106,666 4,914
7,603 8,850 8,850
1,062 1,655 1,655
21,869 25,000 25,000
1,204 1,280 1,280
349,818 287,223 396,859 109,636
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
60022.0000 Car allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62000.0000 Utilities
62085.0000 Other Professional Services
62170.1001 Temporary Staffing
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62425.0000 Library resource materials
62440.0000 Office Equip Maint & Repair
62455.0000 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
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 2,929,687 $ 3,294,964 $ 3,472,169 $ 177,205
The overall goal of the Administration Division is to carry out the policies and directives established by the City Council. This Division provides legal advice addressing complex legal issues; prepares or reviews all resolutions and ordinances; and drafts, negotiates, reviews, and approves contracts from the routine to the very complex. Division attorneys, in addition to the City Attorney, advise Boards, Commissions, and City staff on all legal matters such as land use, real estate, personnel, purchasing, and contracts. This Division dedicates attorneys to the specialized legal needs of Burbank Water and Power (BWP). This Division also handles administrative functions of the City Attorney's Office and provides ongoing in-service training to City staff, as well as elected and appointed officials.

A one-time request for a land surveyor consultant for $50,000 is budgeted to assist in real estate transactions. 3 General Fund
Litigation Division
001.CA02A

CHANGES FROM PRIOR YEAR

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 5.400 7.400 8.450 1.050
60001.0000 Salaries & wages $ 745,913 $ 1,172,973 $ 1,350,518 $ 177,545 60006.0000 Overtime - non safety 39 - -
60012.0000 Fringe benefits 110,964 169,018 202,433 33,415 60012.1008 Fringe benefits:Retiree benefits 3,476 5,025 6,996 1,971 60012.1509 Fringe benefits:Employer paid PERS 78,005 1
12,723 126,514 13,791
60012.1528 Fringe benefits:W
orkers Comp 9,784 20,455 22,165 1,710
60012.1531 Fringe benefits:Employer Paid PERS 1
15,701 141,948 153,433 1
1,485
60022.0000 Car allowance 600 - 600 600
60027.0000 T
axes - non safety 1
1,152 17,008 19,558 2,550
60031.0000 Payroll adjustment 24,012 - -
Salaries & Benefits 1,099,646 1,639,150 1,882,218 243,068 62000.0000 Utilities $ - $ - $ 8,857 $ 8,857
62085.0000 Other Professional Services - 100,000 - (100,000) 62140.0000 Special Services 3,150 3,150 3,150
62496.0000 Fund 537 computer system rental 49,619 58,157 65,926 7,769 Materials, Supplies & Services 52,769 161,307 77,933 (83,374) T
otal Expenses $ 1,152,415 $ 1,800,457 $ 1,960,151 $ 159,694 The Litigation Division is responsible for representing the City, its officers, and employees in litigation filed by and against the City, as well as assisting in the administration of governmental tort claims filed against the City. Litigation ranges from simple trip and fall and other allegations of dangerous conditions to complex, multi-party, civil rights or employment cases, as well as litigation concerning issues unique to public agencies. This Division also interacts proactively with various City departments to implement best practices and policies to prevent/decrease the City's liability exposure. The newly implemented Housing Enforcement Program, also part of the Litigation Division, will work with the Community Development Department to provide continuity and coordinated case management regarding tenant concerns, from intake through enforcement.

Staffing changes include an upgrade of a Senior Assistant City Attorney to a Chief Assistant City Attorney, and a Deputy City Attorney to an Assistant City Attorney.
4 General Fund
Prosecution Division
001.CA03A

CHANGES FROM PRIOR YEAR

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 7.300 6.350 5.350 (1.000)
60001.0000 Salaries & wages $ 603,065 $ 814,092 $ 713,464 $ (100,628) 60006.0000 Overtime - non safety 436 - -
60012.0000 Fringe benefits 105,346 139,195 132,531 (6,664) 60012.1008 Fringe benefits:Retiree benefits 5,412 6,255 5,165 (1,090) 60012.1509 Fringe benefits:Employer paid PERS 62,348 78,234 66,841 (1 1,393)
60012.1528 Fringe benefits:Workers Comp 11,404 14,923 13,294 (1,629) 60012.1531 Fringe benefits:Employer Paid PERS 106,186 137,781 121,880 (15,901) 60015.0000 W
ellness program reimbursement 225 - -
60022.0000 Car allowance 300 - 300 300
60027.0000 T
axes - non safety 8,769 1
1,804 10,333 (1,471)
60031.0000 Payroll adjustment 10,126 - -
Salaries & Benefits 913,617 1,202,284 1,063,808 (138,476) 62060.0000 Prosecution Assistance $ 5,627 $ 4,800 $ 4,800 $ 62140.0000 Special Services 2,904 3,825 3,825
62496.0000 Fund 537 computer system rental 59,476 65,696 71,897 6,201 62755.0000 T
raining - general 625 - -
Materials, Supplies & Services 68,632 74,321 80,522 6,201 T
otal Expenses $ 982,249 $ 1,276,605 $ 1,144,330 $ (132,275) The Prosecution Division prosecutes State misdemeanor violations such as domestic violence, sex abuse, and Driving Under the Influence (DUI) cases, as well as violations of City ordinances. The Prosecution staff also manage diversion programs and are responsible, in conjunction with the Police Department, for processing court-ordered restitution collected on behalf of victims and City Departments. With a recent position upgrade in the Prosecution Division, the Division is currently staffed by two Assistant City Attorneys and a Deputy City Attorney overseen by a Chief Assistant City Attorney.

Staffing changes include an upgrade of a Senior Assistant City Attorney to a Chief Assistant City Attorney, and a Deputy City Attorney to an Assistant City Attorney.
5 CITY ATTORNEY
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS
FY 2023-24

STAFF YEARS
FY 2025-26

CHANGE FROM

PRIOR YEAR
ADM ANALYST II (Z) 1.000 1.000
ADM OFCR - 1.000
AST CTY ATTORNEY 1.000 2.000 1.000
DEP CTY ATTORNEY 1.000 -1.000
CHIEF AST CTY ATTORNEY 1.000 2.000 1.000
CTY ATTORNEY 1.000 1.000
LEGAL AST 2.000 3.000
LEGAL SEC 3.000 3.000
LITIGATION PARALEGAL 1.000 -
SR LITIGATION PARALEGAL - 1.000
SR ADM ANALYST (Z) 1.000 -
SR AST CTY ATTORNEY 9.000 10.000 -1.000
TOTAL STAFF YEARS 21.000

STAFF YEARS
FY 2024-25

1.000

1.000

1.000

1.000

1.000

1.000

3.000

3.000
-

1.000
-

11.000

24.000 24.000
6 -

CITY MANAGER

MISSION STATEMENT

ABOUT CITY MANAGER

DEPARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 13.000 13.000 16.500 3.500
Salaries & Benefits $ 2,567,514 $ 2,590,853 $ 3,049,227 $ 458,374 Materials, Supplies & Services 573,562 581,003 780,044 199,041 Capital Assets (6,093) - -
TOT
AL $ 3,134,98 $ 3,171,856 $ 3,829,271 $ 657,415
The City Manager's Office is committed to providing ongoing quality municipal services and to promoting the overall safety, health, and general well-being of the community through the teamwork of the City Council, City Boards and Commissions, City Staff, and all of Burbank's citizenry.

Appointed by the City Council to serve as the City's Chief Executive Officer, the City Manager is responsible for setting goals and providing administrative direction for all City departments in full accordance with the policies established by the City Council. The overall departmental objective is to carry out the policies established by the City Council, in an effort to maintain and improve the quality of life in Burbank.

The City Manager’s Office includes the Public Information Office (PIO), which provides the City with a comprehensive communication program, including the dissemination of information regarding City services and activities using print, digital media, social media, video, and other emerging technologies. The City’s Reprographics Services Division (internal print shop) is also housed in the Public Information Office.

DEPARTMENT SUMMARY
Materials, Supplies & Services
Salaries & Benefits
$2,590,853
$3,049,227
$581,003
$780,044
FY 2024-25
$3,171,856
FY 2025-26
$3,829,271
3 1
General Fund
Administrative Division
001.CM01A

OBJECTIVES

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

CHANGES FROM

PRIOR YEAR

6.000 6.000 6.000
$ 1,026,581 $ 956,228 $ 1,026,430 $ 70,202
3,000
126,878
- 3,000
153,130 147,273 (5,857)
3,950 4,102 4,881 779
93,582 91,893 92,798 905
9,973 13,297 14,353 1,056
183,925 172,376 183,010 10,634
10,445 10,488 10,488
14,941 13,865 14,415 550
13,720 - -
1,483,995 1,418,379 1,496,648 78,269
$ 27,290 $ 34,684 $ 34,684 $
46,271 43,566 55,284 11,718
1,433 1,500
605
- 12,000
3,000
601 1,350
1,646 6,000
1,500
- (12,000)
3,000
1,350
6,000
10,383 11,960 16,119 4,159
8,959 8,959 8,959
65,523 57,636 68,479 10,843
7,164 10,000 10,000
918 5,200 5,200
99,918 8,000 8,000
- Oversee the creation and implementation of the City Council's Citywide Goals and Objectives and provide ongoing support to the City Council.
- Serve as Chief Executive Officer for the City of Burbank, overseeing approximately 1,400 employees and collaborating with department executives to ensure employees are equipped with the proper tools to provide high-quality services to residents. - In alignment with the City's adopted Legislative Platform, pro-actively monitor and lobby legislation affecting the City of Burbank, and collaborate with elected representatives to promote Burbank's interests. - Continue to meet regularly with employee associations and unions to maintain positive management-labor relations. - Together with the City Council, ensure adherence to fiscal policies and maintenance of a healthy financial outlook. - Engage with the community through events, activities, and programs and be responsive to community needs.

The primary function of the Administrative Division is to carry out the policies established by the City Council in their endeavor to maintain and improve the quality of life in Burbank. 53,352 2,872 2,872
324,062 206,727 221,447 14,720
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
60022.0000 Car allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62300.1019 Spec Dept Sup:Leadership Burbank
62310.0000 Office supplies, postage & printing
62420.0000 Books & periodicals
62440.0000 Office Equip Maint & Repai r
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
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 1,808,05 $ 1,625,106 $ 1,718,095 $ 92,9897
2 General Fund
Public Information Office
001.CM02A

OBJECTIVES

CHANGES FROM PRIOR YEAR

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

7.000 7.000 7.500 0.500
$ 740,943 $ 804,985 $ 821,700 $ 16,715
- 629 14,254 13,625
108,117 148,030 149,982 1,952
6,203 5,127 5,694 567
77,633 77,359 77,075 (284)
6,193 9,016 10,436 1,420
99,329 115,656 152,051 36,395
450 - -
11,338 11,672 12,121 449
33,312 - -
1,083,519 1,172,474 1,243,313 70,839
$ 7,110 $ 44,500 $ 44,500 $
2,888 2,500 2,500
60,795 67,595 67,595
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
62300.1016 Spec Dept Supplies:Burbank Channel
62310.0000 Office supplies, postage & printing
2,135 2,500 2,500
The PIO is committed to being proactive, original, creative, and innovative in our communication design. The following goals for the Office have been established and are in alignment with City Council goals and policies. - Continue to be a leading source of Burbank information. - Provide clear and transparent access to City information and happenings. - De
velop social media/digital media campaigns that inform, entice, and engage the community. - Increase communication with internal employees.
- Continue to provide and interact with the media supplying timely and accurate information. - Create high-quality production content.
- In
crease collaboration with other departments along with the Burbank community. - Create internal planning and systems to guide the PIO team and marketing sections across other departments.

The Public Information Office (PIO) strives to provide clear, concise, proactive, transparent, and timely information to our residents, businesses, media outlets, and employees. The PIO works with all city departments to facilitate strategic communication of programs, events, and news to the public. As such, the Office has established Guiding Principles that are incorporated into all its efforts. These include:

Two part-time video associate positions were added to the Public Information Office to ensure consistent coverage and support for various live and recorded public meetings, including City Council meetings and other Board, Commission, and Committee meetings.
3 General Fund
Public Information Office
001.CM02A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
199 320 320
64 100 100
857 900 900
2,292 2,300 2,300
10,190 10,190 10,190
100,534 102,903 164,742 61,839
8,855 6,400 6,400
888 1,600 1,600
6,177 4,000 4,000
1,165 1,500 1,500
2,028 4,100 4,100
3,144 1,693 1,693
209,321 253,101 314,940 61,839
62316.0000 Software & hardware
62420.0000 Books & periodicals
62435.0000 General equipment maintenance
62440.0000 Office Equip Maint & Repair
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62617.0000 Marketing & Advertising
62620.0000 Burbank civic pride
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 1,292,840 $ 1,425,575 $ 1,558,253 $ 132,678
4 General Fund
Reprographics Services
001.CM03A
Reprographics Services is the City's in-house print shop. This section assists each and every department in obtaining a wide range of services and printed materials, using a centralized printing facility. In FY 2024-25, the Reprographics Services section transitioned from the Management Services Department to the City Manager’s Office.

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide fast, reliable, and economical black and white as well as color printing and copying services to all City departments. - Review printing price agreements for effectiveness.
- Continue to provide Citywide training classes to enhance efficiencies. - Maintain the Department's commitment to customer service. - Develop and distribute a service menu to better market reprographic services.

The Reprographics section transitioned from the Management Services Department to the City Manager’s Office.

EXPENDITURES
FY 2023-24

BUDGET BUDGET
FY 2024-25 FY 2025-26

CHANGES FROM

PRIOR YEAR
- - 3.000 3.000
$ - $ - $ 181,978 $ 181,978
- 800 800
- 64,124 64,124
- 2,440 2,440
- 17,070 17,070
- 9,421 9,421
- 30,783 30,783
-
-
-
-
-
-
-
- 2,650 2,650
- - 309,267 309,267
$ - $ - $ 450 $ 450
- 60,704 60,704
- 2,800 2,800
- 129,000 129,000
- 4,331 4,331
- 14,072 14,072
- 150 150
- 150 150
-
-
-
-
-
-
-
-
- 32,000 32,000
- - 243,657 243,657
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
Salaries & Benefits
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62435.0000 General equipment maintenance
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62895.0000 Miscellaneous expenses
- - $ 552,924 $ 552,924
63235.1000 Leased property:Reprographic
Materials, Supplies & Services
Total Expenses
5 CITY MANAGER
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 (Z) 1.000 1.000 1.000
ADM ANALYST II (M) 2.000 2.000 2.000
AST CTY MGR 1.000 1.000 1.000
AST TO THE CTY MGR 1.000 1.000 1.000
COMM MGR 1.000 1.000 1.000
CTY MGR 1.000 1.000 1.000
DUPLICATING MACHINE OP - - 1.000 1.000
EXEC AST 1.000 1.000 1.000
GRAPHICS MEDIA DESIGNER 1.000 1.000 1.000
OFFSET PRESS OP - - 1.000 1.000
PUBLIC INFO SPECIALIST 1.000 1.000 1.000

SECRETAR
Y TO THE CTY MGR 1.000 1.000 1.000
SR VIDEO PROD ASSOC 2.000 2.000 2.000
SUPVG OFFSET PRESS OP - - 1.000 1.000
VIDEO PROD ASSOC - - 0.500 0.500
TOT
AL STAFF YEARS 13.000 13.000 16.500 3.500
6 MANAGEMENT SERVICES

MISSION ST

ATEMENT

ABOUT MANAGEMENT SER
VICES
DEP

ARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Y
ears 55.412
Salaries & Benefits $ 5,754,402 $ 7,295,705 $ 7,257,193 $ (38,512) Materials, Supplies & Services 22,990,146 25,898,610 27,710,952 1,794,342 Management Services is dedicated to promoting organizational effectiveness through creative leadership that is responsive to our community, employees, and the public while providing courteous and quality human resources, employee services, labor relations, safety, and risk management programs in a timely and cost-efficient manner. In order to fulfill our mission to the public, Management Services is committed to fostering positive relationships between City employees and the community by promoting professional development and unity through mutual respect and sensitivity to the diversity of our population.

The Management Services Department consists of several sections, including Employment Services, General Liability, Employee Services, Labor Relations, Workers' Compensation, and Environmental Health and Safety. The Department provides support services involving a wide range of internal administrative functions to City departments and plays an integral role in enhancing each department's ability to better serve the Burbank community.

The major and underlying mission of the Management Services Department is to ensure that the City in general, and each department in particular, uses its technical, organizational, administrative, and human resources in the most efficient, effective, and economical manner possible. The Department will continue to maintain its commitment to customer service and the focus for each division will continue to be on providing timely and efficient responses to each and every request for information, services, and analytical support.

59. 497
1 57.497 (2.000)
Capital Expenses 30,000 - -
TOTAL $ 28,774,548 $ 33,194,315 $ 34,968,145 $ 1,755,830

MANAGEMENT SERVICES
001 - General Fund 530 - General Liability Insurance Fund 531 - Workers Compensation Insurance Fund $ 7,913,499
$ 10,944,580
$ 16,110,067

DEPARTMENT SUMMARY
FY 2025-26: $ 34,968,145

GENERAL FUND SUMMARY
2 Materials, Supplies & Services
Salaries & Benefits
$5,798,959 $5,620,214
$2,375,364 $2,293,285
FY 2024-25
$8,174,323
FY 2025-26
$7,913,499
General Fund
General Administration
001.MS01A

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

CHANGES FROM

PRIOR YEAR

3.000 4.000 4.000
$ 455,069 $ 556,693 $ 563,434 $ 6,741
929
91,097
- 929
98,942 123,566 24,624
2,370 3,076 3,254 178
40,400 53,498 51,616 (1,882)
3,484 9,820 7,000 (2,820)
51,354 80,904 78,710 (2,194)
4,488 4,488 4,488
6,603 8,072 8,006 (66)
2,458 - -
657,323 816,422 841,002 24,580
$ 3,355 $ 50,000 $ 50,000 $
196,392 130,970 195,999 65,029
2,324 3,000 3,000
3,970 6,250 6,250
208 1,000 1,000
- 500
938 2,500
- - 9,841 9,841
7,939
500
2,500
7,939 7,939
92,840 141,776 137,865 (3,911)
2,369 4,433
8,075
4,433
7,099 7,099
27,223 26,135 26,135
6,226 1,614 1,614
351,859 383,216 454,175 70,959
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
60022.0000 Car allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62420.0000 Books & periodicals
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
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 1,009,182 $ 1,199,638 $ 1,295,177 $ 95,539

OBJECTIVES
- Develop alternatives for more efficient and effective administrative activities. - Serve as staff support for the Civil Service Board.
- Improve and/or develop procedures to ensure compliance with applicable state and federal legislation. - Maintain the Department's webpage and keep it updated with current information. - Coordinate and manage all Departmental activities and ensure excellent service to our customers. - Provide cost-effective coverage or alternative financial tools to ensure continued City operations, which might otherwise be negatively affected as a result of some unforeseen event. - Develop and implement metrics to help track and achieve Departmental and Citywide goals.

General Administration is responsible for the overview of the Management Services Department, including interdivisional and interdepartmental coordination of administrative activities, budget coordination, and public relations. These responsibilities
include implementing all Civil Service system responsibilities and complying with state and federal regulations regarding employment law.
3 General Fund
Reprograhics Printing Services
001.MS01B
Reprographics Services is the City's in-house print shop. This section assists each and every department in obtaining a wide range of services and printed materials, using a centralized printing facility. In FY 2024-25, the Reprographics Services section transitioned from the Management Services Department to the City Manager’s Office.

The Reprographics section transitioned from the Management Services Department to the City Manager’s Office.

BUDGET BUDGET

CHANGES

FROMEXPENDITURES
FY 2023-24 4-Y 202FY F Y 202FY F 5- PRIOR YEAR

3.000 3.000 -
$ 168,276 $ 175,205 $ - $
(3.000)
(175,205)
40,181
- 800
54,536
2,370 3,076
15,581 16,837
11,402 17,100
25,231 33,447
- (800)
- (54,536)
- (3,076)
- (16,837)
- (17,100)
- (33,447)
338 -
1,876 2,540
13,025 -
-
- (2,540)
-
278,280 303,541 - (303,541)
$ - $ 450 $ - $ (450)
46,025 60,704
921 2,800
71,825 129,000
4,331 4,331
22,298 29,602
- 150
- 150
- 32,000
- (60,704)
- (2,800)
- (129,000)
- (4,331)
- (29,602)
- (150)
- (150)
- (32,000)
145,400 259,187
$ 30,000 $ - $
- (259,187)
-
30,000 - -
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 PER
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid
60015.0000 Wellness program reimbursemen t
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 & printin g
62435.0000 General equipment maintenance
62485.0000 Fund 535 communications rental
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62895.0000 Miscellaneous expenses
63235.1000 Leased property:Reprographics
Materials, Supplies & Services
70023.0537 Capital contribution:Fund 537
Capital Expenses
Total Expenses $ 453,680 $ 562,728 - $ (562,728)

CHANGES FROM PRIOR YEAR

OBJECTIVES
- Provide fast, reliable, and economical black and white as well as color printing and copying services to all City departments. - Review printing price agreements for effectiveness.
- Continue to provide Citywide training classes to enhance efficiencies. - Maintain the Department's commitment to customer service. - Develop and distribute a service menu to better market reprographic services. 25 26
4 General Fund
LiveScan
001.MS01C

OBJECTIVES
- Continue to maintain high-quality fingerprinting processing for prospective employees, City volunteers, and the public. - Continue to process Parks and Recreation Services and Fire Corps volunteer applications. - Maintain the Department's commitment to customer service. - Increase Live Scan revenue by exploring new marketing strategies.

This revenue offset program fulfills the mandated Department of Justice (DOJ) fingerprint screening process for background investigation on prospective City employees and volunteers, as well as other outside individuals and non-profit agencies.

Live Scan, ink fingerprinting, and notary services are offered to the general public, generating additional revenue through related fees. A fee is charged for fingerprinting volunteers and applicants from outside organizations such as the Burbank Unified School District (BUSD), the Department of Motor Vehicles (DMV), the Department of Real Estate, Notary Publics, Board of Teacher Credentialing, private schools, Department of Social Services and others. This program also disburses Burbank Fire Corps applications.

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

CHANGES FROM

PRIOR YEAR

1.000 1.000 1.000
$ 80,688 $ 73,592 $ 73,592 $
21,535
18,403 21,564 3,161
790 1,025 813 (212)
8,008 7,072 6,903 (169)
2,191 2,885 2,392 (493)
12,221 13,919 15,720 1,801
225 - -
1,223 1,067 1,067
5,250 - -
132,131 117,963 122,051 4,088
$ 41,612 $ 45,000 $ 45,000
2,500
8,009
- 2,500
7,507 10,714 3,207
49,621 55,007 58,214 3,207
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 benef
its:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60015.0000 Welln
ess program reimbursement
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62145.0000 Identification Services
62170.0000 Private Contractual Services
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses $ 181,752 $ 172,970 $ 180,265 $ 7,295
25 26
5 General Fund
Labor Relations
001.MS01E

OBJECTIVES
- Maintain effective employee relations with the collective bargaining groups. - Prepare for negotiations with applicable unions.
- Continue to engage in a timely, good-faith ADA interactive process with employees and residents.

Labor Relations is responsible for establishing current labor contracts and maintaining positive employer-employee relations; interpreting rules, regulations and policies; conducting investigations into allegations of harassment, discrimination, or retaliation; and ensuring compliance with the Americans with Disabilities Act (ADA).

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

CHANGES FROM

PRIOR YEAR

3.000 3.000 3.000
$ 330,071 $ 404,102 $ 381,189 $ (22,913)
48,647 72,101 61,604 (10,497)
2,370 2,051 2,440 389
34,844 38,834 35,756 (3,078)
2,938 4,526 4,841 315
42,421 40,110 68,404 28,294
4,895 5,859 5,527 (332)
4,093 - -
470,279 567,583 559,761 (7,822)
$ 145,519 $ 100,000 $ 100,000 $
271 8,000 8,000
38,656 40,531 45,897 5,366
184,446 148,531 153,897 5,366
Staff Years
60001.0000 Salaries & wages
60012.0000 Fringe benefits
60012.1008 Fringe benefits:Retiree benefits
60012.1509 Fringe benefits:Employer paid PERS
60 012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
6 0027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62125.0000 Medical Services
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses $ 654,725 $ 716,114 $ 713,658 $ (2,456)
25 26
6 General Fund
Youth Employment
001.MS02C

OBJECTIVES
- Continue to provide work-related training to youth to help them enhance their employment-seeking and performance skills. - Continue to provide paid City internships and life-skills training for at-risk youth. - Apply for grants to provide work experience and training to local youth. - Continue to develop and expand the effectiveness and types of programs and training available to youth, at-risk youth, students, and other workers.
- Provide effective and appropriate job and life-skills training, career exploration, and work experience to participants in the City's youth employment programs.
- Provide greater employment opportunities for local youth (ages 14-21) by increasing our funding sources through outside grants, donations, sponsorships, fundraisers, and local business interests. - Further enhance the City's youth employment programs by increasing our collaborative efforts with local businesses, BUSD, City of Glendale, Chamber of Commerce, Career Technical Education, the National Academy Foundation, and other agencies.
- Maintain the Department's commitment to customer service.

The Youth Employment section provides funds for training programs and paid work opportunities for young individuals in our community between the ages of 14 and 21. Staff creates and maintains a youth workforce development program and information network using existing City resources; public-private partnerships; community organizations; State, Federal, and local legislative and policy-making entities; Burbank Unified School District (BUSD); Burbank Chamber of Commerce; and local businesses.

BUDGET

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

CHANGES FROM

PRIOR YEAR

13.387 13.387
$ 265,854 $ 501,270 $ 488,825 $ (12,445)
81 - -
15,753 23,626 103,045 79,419
10,576 13,728 10,583 (3,145)
7,935 6,143 45,972 39,829
16,124 22,457 17,833 (4,624)
19,285 20,063 15,609 (4,454)
4,017 7,268 7,088 (180)
4,348 - -
343,974 594,555 688,954 94,399
$ 4,030 $ 6,000 $ 6,000 $
1,940 7,350 7,350
2,000
57,070
- 2,000
60,875 66,137 5,262
2,901 4,520 4,520
5,611 2,861 2,861
71,552 83,606 88,868 5,262
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
60012.152
8 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid PERS
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62455.0000 Equipment rental
62496.0000 Fund 537 computer system rental
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses $ 415,526 $ 678,161 $ 777,822 $ 99,661

13.387
7 General Fund
Employment Services
001.MS02D

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide information and assistance to those individuals seeking employment with the City of Burbank. - Assist individuals with the City's online employment application process through training videos and hands-on assistance. - Further enhance the City's cultural diversity and increase the participation of minorities and women in the workforce. - Continue to enhance the Online Employment Center in an effort to ease use by all applicants. - Continue to administer the City's various youth employment programs. - Maintain the Department's commitment to customer service.

Employment Services is responsible for the City's centralized recruitment and selection, Equal Employment Opportunity (EEO) program, youth employment programs, and adult employment, including, but not limited to, posting employment opportunities. Additionally, this section includes the Mail Center, which is responsible for sorting and delivering U.S. and inter-City mail, as well as United Parcel Service and FedEx packages.

Upgraded two Intermediate Clerk positions to two Human Resources Technician I positions. Upgraded a Work Trainee to Intermediate Clerk. $25,000 was added to the medical services account due to higher costs associated with pre-employment and promotional medical examinations. $4,000 was allocated for NEOGOV software. Private contractual services were increased to cover the rising cost for examination testing services. $176,620 was allocated to one-time salary and overtime for two temporary Human Resources Technician I positions. 8 General Fund
Employment Services
001.MS02D

EXPENDITURES BUDGET BUDGET

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

8.950 10.950
$ 765,538 $ 1,040,377 $ 1,009,244 $ (31,133)
1,978 6,000 6,000
119,809 205,341 206,985 1,644
7,1
10 9,178 8,915 (263)
71,072 80,751 78,908 (1,843)
14,494 23,417 20,454 (2,963)
100,727 131,876 130,882 (994)
1 1,617 12,184 12,160 (24)
32,053 - -
1,124,397 1,509,124 1,473,548 (35,576)
$ 758 $ 7,000 $ 7,000 $
98,852 75,000 100,000 25,000
39,352 32,000 32,000
67,584 87,000 92,000 5,000
4,716 7,590 7,590
196,804 63,000 63,000
- 82,000 82,000
35,000 110,000 1
10,000
- 40,000 44,000 4,000
- 500 500
- 3,730 3,730
5,847 13,175 13,175
- 3,720 3,720
13,101 12,360 7,384 (4,976)
9,468 10,912 10,912
73,909 80,425 1
17,243 36,818
12,231 55,000 55,000
- 5,000 5,000
185 900 900
1,064 1,000 1,000
190 1,000 1,000
10,510 8,400 8,400
569,572 699,712 765,554 65,842
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 PER
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62125.0000 Medical Services
62145.0000 Identification Services
62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62310.1000 Office supplies, postage & printing
62310.1001 Office supplies, postage & printing
62316.0000 Software & hardware
62420.0000 Books & periodicals
62440.0000 Office Equip Maint & Repair
62455.0000 Equipment rental
62470.0000 Fund 533 Office Equip Rental Rate
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental
62496.0000 Fund 537 computer system rental
62520.0000 Public information
62520.1005 Public information:Advertising
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 1,693,969 $ 2,208,836 $ 2,239,102 $ 30,266

10.950
9 General Fund
Employee Services
001.MS02E

OBJECTIVES
- Ensure continued compliance with the Family and Medical Leave Act (FMLA)/California Family Rights Act (CFRA) including oaccurate tracking and timely notifications.
- Negotiate new insurance contracts, where necessary, for better benefits, rates, and service. - Continue to review and revise job specifications for all classifications in the Classification and Compensation Plan. - Continue to review, enhance, and track Citywide training, in order to maintain current levels and expand osupervisory/leadership training.
- Confidentially assist employees and their immediate families in times of crisis. - Update the Department's webpage with current classifications, organizational charts, and salary schedule information.

Employee Services is responsible for carrying out City policies in processing employee benefits, processing all personnel changes, maintaining the Classification and Compensation Plan, developing and administering Citywide training programs, supporting Employee Assistance Program services, and ensuring compliance with the Family and Medical Leave Act (FMLA) and the California Family Rights Act (CFRA).

BUDGET BUDGETEXPENDITURES
FY 2023-24 252024-FY 262025-FY

CHANGES FROM

PRIOR YEAR

10.075 10.160 10.160
$ 842,622 $ 892,223 $ 893,339 $ 1,116
141,778 203,429 199,250 (4,179)
7,654 7,255 8,265 1,010
82,398 82,592 83,911 1,319
16,071 21,945 19,658 (2,287)
118,316 144,416 161,629 17,213
12,475 12,937 12,953 16
26,877 - -
1,248,190 1,364,797 1,379,005 14,208
$ 106,344 $ 10,000 $ 10,000 $
8,551 6,250 6,250
2,420 7,500 7,500
1,231 1,953 1,953
38,708 42,827 47,332 4,505
135,706 125,000 125,000
2,450 1,613 1,613
295,410 195,143 199,648 4,505
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 F
ringe 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
62310.0000 Office supplies, postage & printing
62455.0000 Equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62760.0000 Training - citywide
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses $ 1,543,600 $ 1,559,940 $ 1,578,653 $ 18,713 10 General Fund
Environmental Health and Safety
001.MS03A

OBJECTIVES
- Monitor the City Safety Program for compliance with Senate Bill (SB) 198 (Injury and Illness Prevention Program). - Review all accidents for cause and make recommendations for preventing recurrence. - Manage disposal of hazardous waste generated by City departments and maintain legal documents. - Administers and manages the Department of Transportation (DOT) Drug and Alcohol Program for all City-employed commercial drivers.
- Actively participate in all Department Safety Committee meetings and encourage employee feedback on safety and health concerns.
- Conduct and coordinate Citywide safety training as required by the California Occupational Safety and Health Administration, or Cal-OSHA.
- Continue the Citywide facility inspection program to identify and correct workplace hazards. - Conduct, as necessary, ergonomic assessments of office workstations and field operations. - Continue to participate in pre-construction IIPP meetings to address safety concerns before the commencement of any construction project.
- Maintain the Department's commitment to customer service. - Deploy injury resources for employees.

Environmental Health and Safety Division administers the City's Injury and Illness Prevention Program (IIPP). The Environmental Health and Safety function is responsible for the safety of all City employees and ensures compliance with all federal and state safety regulations to reduce all injuries and illnesses. 11 General Fund
Environmental Health and Safety
001.MS03A

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

3.500 3.500 3.500
$ 420,938 $ 345,637 $ 345,266 $ (371)
- 250 250
66,791 73,547 84,991 11,444
2,904 3,589 2,847 (742)
40,614 33,216 32,386 (830)
3,775 5,241 5,354 1
13 66,868 58,482 79,788 21,306
6,282 5,012 5,010 (2)
13,175 - -
621,347 524,974 555,892 30,918
$ - $ 22,000 $ 22,000
314,143 246,141 246,141
- 14,000 14,000
1 16 1,700 1,700
9 3,647 3,647
- 812 812
- 243 243
3,188 9,220 9,220
2,917 3,463 (3,463)
3,694 3,694 3,694
36,385 38,502 63,932 25,430
1,298 9,500 9,500
1,309 1,715 1,715
2,134 2,584 2,584
142,350 146,291 146,291
9,529 9,450 9,450
30,991 36,000 36,000
4,095 2,000 2,000
552,158 550,962 572,929 21,967
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
62125.0000 Medical Services
62210.0000 Drug And Alcohol Compliance (DOT)
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62420.0000 Books & periodicals
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
62635.0000 Emergency preparedness
62700.0000 Memberships & Dues
62710.0000 Travel
62745.0000 Safety program
62755.0000 Training - general
62770.0000 Hazardous materials disposal
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 1,173,505 $ 1,075,936 $ 1,128,821 $ 52,885
12 General Liability Insurance Fund
Risk Management
530.MS04A

CHANGES FROM PRIOR YEAR
This fund provides a centralized funding mechanism that protects the City's assets through a comprehensive risk management program. The total cost of the Fund is charged to the departments through their 62220 account line-item charges. The General Liability Insurance Fund covers the cost of Citywide insurance premiums and self-insurance programs, including general liability, property, earthquake, crime, volunteer, accidental death and dismemberment, and related broker services. The Fund also covers the cost of all litigated and non-litigated general liability claims against the City, including defense costs, settlements, judgments, and civil service arbitrations. The Management Services Department, Risk Management and Safety Division, administers the General Liability Insurance Fund.

Materials, Supplies & Services
Salaries & Benefits$13,878,138
$15,451,616
FY 2024-25
$14,475,710
FY 2025-26
$16,110,067
The insurance account was increased by $600,000 to cover increases across various insurance categories, encompassing citywide property coverage, power generation, property insurance, cyber liability, environmental liability, auto physical damage, earthquake, and crime insurance. An increase of $500,000 was made to the uninsured losses account to ensure funding for self-insured liability claims. Other professional services increased by $300,000 for Americans with Disabilities Act (ADA) case management support. The training, travel, and miscellaneous accounts were increased to provide additional funding for conferences, seminars, and workshops. Additionally, a new New Administrative Analyst II (Z) position that is 50% funded by Fund 530 was created to serve as ADA coordinator.

Management Services General Liability Insurance Fund Summary 13 $597,572 $658,451
General Liability Insurance Fund
Risk Management
530.MS04A

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

3.000 4.500 .500
$ 199,517 $ 380,286 $ 439,272 $ 58,986
37,159 99,117 1
10,579 11,462
2,370 3,076 3,254 178
23,543 36,545 41,204 4,659
2,624 4,259 5,579 1,320
46,949 56,175 45,894 (10,281)
6,300 12,600 6,300 (6,300)
3,437 5,514 6,369 855
7,338 - -
329,237 597,572 658,451 60,879
$ 261,532 $ 345,000 $ 345,000
42,341 100,000 100,000
80,699 225,000 525,000 300,000
- 10,000 10,000
7,312,586 9,550,000 10,150,000 600,000
- 100,000 100,000
- 3,000 3,000
635,342 722,217 906,803 184,586
7,679 60,000 60,000
1,444 1,444 1,444
25,510 61,477 47,869 (13,608)
- - 750 750
- - 1,500 1,500
3,139,486 2,500,000 3,000,000 500,000
562,512 - -
274,628 200,000 200,000
64 - 250 250
12,343,822 13,878,138 15,451,616 1,573,478
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
62055.0000 Outside Legal Services
62070.1001 Litigation:Civil service
62085.0000 Other Professional Services
62115.0000 Contingency Reserve - Airport
62220.0000 Insurance
62220.1000 Insurance:Accidental Death
62220.1005 Insurance:Special Event
62235.0000 Services Of Other Departments
62316.0000 Software & hardware
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
62710.0000 Travel
62755.0000 Training - general
62875.0000 Judgements - uninsured losses
62875.1001 Judgements - uninsured losses
62890.0000 Unemployment insurance
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 12,673,059 $ 14,475,710 $ 16,1
10,067 $ 1,634,357

4.000 0
14 Workers Compensation Insurance Fund
Risk Management
531.MS04A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- The Workers' Compensation Division has the responsibility to safeguard the City's financial exposure. - The Workers' Compensation Division shall investigate, determine, pursue the information needed, and take the appropriate oactions needed to mitigate and move the claim toward a conclusion. - Provide benefits to injured employees as expeditiously as possible to mitigate the negative impact of injury or disability. - Complete Workers' Compensation audits to effectuate efficiencies and cost-saving measures. - Maintain the Department's commitment to customer service.

This fund provides for the City's Workers' Compensation Program in an effort to help reduce costs and better serve City employees. Each department contributes to this Fund through the applicable expenditure accounts. The Management Services Department, Risk Management and Safety Division administers this Fund.

The City currently covers all claims up to the first two million dollars, and the Fund also covers the costs of purchasing excess Workers' Compensation. Other costs that fall under this Fund include Riskconnect, formerly known as Ventiv Tech, which hosts IVOS, the City's claim management software; professional services such as training and medical services for first aid administered immediately after a minor injury; and the State Self Insurance Fee, which is the amount the City pays to the State in order to be self-insured.

The largest portion of the Fund covers direct costs for Workers' Compensation claims incurred by City employees, including the following expenses:
-Medical - This portion of the Fund covers payments for doctors, physicians, hospitals, diagnostic testing centers, surgeries, post-operative care, physical therapy, acupuncture, pharmaceuticals, and chiropractic care for all claims and future medical claims with medical care provisions for life. The Fund also covers the cost of bill review charges, the City's utilization review management program, as well as nurse care management when necessary. -Salary Continuation - This portion of the Fund covers salary continuation for authorized leave due to a work injury.   Safety members are entitled to 4850 benefits for up to one year of full salary. Miscellaneous employees receive up to six months of their full salary. Once that length of time is exceeded and the employee is still authorized to be off work, the benefits are then paid as Temporary Total Disability benefits, which is 2/3 of an employee's salary with a maximum   payout of $1,680.29 per week. This is an increase of $61.14 per week as of January 1, 2025. This benefit is not to   exceed 104 weeks. -Permanent Disability - Permanent Disability (PD) is any lasting disability from a work injury or illness that affects an employee's ability to earn a living. This Fund covers PD benefits, advances, life pension awards, and final awards. -Legal Expenses - This portion of the Fund covers claims that are litigated and require outside counsel. The City has a legal panel of six law firms specializing in various forms of California Workers' Compensation to assist with litigation. -Photocopying Services - This covers photocopying of our files and offsite medical records as well as any deposition-related fees.
-Investigative Services - This portion of the Fund covers all investigative needs required to justify all Workers' Compensation claims by way of statements, data searches, and surveillance.Claim payments were increased by $209,000 due to the rising cost of medical treatment, ancillary services, and litigation defense.  $25,000 was allocated for claim management software. The training account was increased to ensure staff remains up to date on industry standards and best practices. Additionally, a new New Administrative Analyst II (Z) position that is 50% funded by Fund 530 was created to serve as ADA coordinator. 15 Workers Compensation Insurance Fund
Risk Management
531.MS04A
Materials, Supplies & Services
Salaries & Benefits
$899,174 $978,529
$9,645,108 $9,966,051
FY 2024-25
$10,544,282
FY 2025-26
$10,944,580
Management Services Workers Compensation Insurance Fund Summary 16 Workers Compensation Insurance Fund
Risk Management
531.MS04A

EXPENDITURES BUDGET BUDGET

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

6.500 7.000 0
$ 346,168 $ 593,271 $ 669,978 $ 76,707
22 3,354 3,354
49,693 141,849 140,199 (1,650)
5,344 6,666 5,287 (1,379)
33,587 57,013 62,799 5,786
8,761 9,766 11,121 1,355
81,431 56,453 64,928 8,475
11,100 22,200 11,100 (11,100)
4,731 8,602 9,763 1,161
8,409 - -
549,245 899,174 978,529 79,355
$ 107,797 $ 157,105 $ 157,105 $
(22,850) 20,000 20,000
5,139 11,000 11,000
399,633 443,750 443,750
62,718 488,451 488,451
687,709 733,371 778,425 45,054
2,077 5,000 5,000
84,188 134,442 159,442 25,000
729 2,248 2,248
- 1,000 1,000
298 4,000 4,000
5,052 5,052 5,052
112,400 38,302 79,691 41,389
2,025 2,000 2,000
3,876 6,580 6,580
6,204 6,000 6,500 500
411 - -
5,894,285 5,791,000 6,000,000 209,000
46,123 - -
170,769 300,000 300,000
- 52,000 52,000
857,587 1,442,607 1,442,607
138 1,200 1,200
8,426,307 9,645,108 9,966,051 320,943
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 PER
60012.1528 Fringe benefits:Workers Comp
60012.1531 Fringe benefits:Employer Paid
60012.1532 Fringe benefits:PERS One Time
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62125.0000 Medical Services
62170.0000 Private Contractual Services
62220.0000 Insurance
62220.1004 Insurance:State Self-Insurance
62235.0000 Services Of Other Departments
62310.0000 Office supplies, postage & printing
62316.0000 Software & hardware
62420.0000 Books & periodicals
62440.0000 Office Equip Maint & Repair
62455.0000 Equipment rental
62485.0000 Fund 535 communications rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62880.0000 Workers Comp Insurance Claim
62880.1000 Workers Comp Insurance Claim
62880.1001 Workers Comp Insurance Claim
62884.0000 Industrial Disability Retirement
62884.1000 Industrial Disability Retirement
62885.0000 Workers Comp Statutory
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 8,975,552 $ 10,544,282 $ 10,944,580 $ 400,298

6.500 .500
17 MANAGEMENT SERVICES
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS ST

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

5.000

2.000

0.500
-

1.000

1.000

1.000

1.000

2.000

1.000

5.000

1.0002.000

3.000

1.450

1.000

1.000
-

0.150

1.000

1.000

2.375
-
-
-
-

0.500

0.644

0.808

10.485

43.912

1.000
-

1.000

2.000
-
5 .000

1.000

1.000

1.000

1.000

1.000

2.000

1.000
6 .000

1.000

1.000

2.000

3.000

1.450

1.000

1.000

0.150

2.375

0.500

0.644

0.808

10.485

3.000

1.000

1.000

2.000
-

55.412

ADM ANALYST I (M)

ADM ANALYST I (Z)

ADM ANALYST II (M)

ADM ANALYST II (Z)

AST MGT SRVS DIR

AST MGT SRVS DIR-RK MGT&SFTY

DEI MANAGER

DUPLICATING MACHINE OP

ENVIRONMENTAL HEALTH & SFTY CORD

ENVIRONMENTAL HEALTH & SFTY OFCR

EXEC AST
HR MGR

HR SPECIALIST

HR TECH I

HR TECH II

INTERMEDIATE CLK

MAIL RM AST

MGT SRVS DIR

OFFSET PRESS OP

PROPOSED JOB - Z GROUP

SIGN LANG INTERPRETER

SR ADM ANALYST (Z)

SUPVG OFFSET PRESS OP

WK TRAINEE I

WORKERS' COMP ADMSTR

WORKERS' COMP AND RK MGT REP I

WORKERS' COMP REP II

WORKERS' COMP REP III

YOUTH EMPLOYMT CORD

YOUTH EMPLOYMT JR TEAM LDR

YOUTH EMPLOYMT TEAM LDR

YOUTH SRVS WKR

TOTAL STAFF YEARS

1.000
460

-

1.000

2.000
-
5 .000

1.000

1.000

1.000

1.000

1.000

2.000

1.000
.000

1.000

3.000

1.450

1.000

1.000

0.150

2. 0.500

0.644

0.808

10.485

3.000

1.000

1.000
-
9 3.000

1.000

59. 497

10.000

7.000

2.000
-

2.000

1.000

57.497
460
-

1.000

2.000
-

1.000

1.000

1.000

1.000

1.000

2.000

1. 1.000

1.450

1.000

0.150

0.500

0.644

0.808

10.485

3.000

1.000
-

3.000

1.000
-
-

1.000

1.000
(1.000)
(1.000)
(1.000)
(1.000)
(1.000)
(1.000)
(2.000)

2.000
18 *The Reprographics Services Section was moved to The City Manager Department.

FINANCIAL SERVICES

MISSION STATEMENT

ABOUT FINANCE

DEPARTMENT SUMMARY
Capital Assets 173,441 - - -
Capital Expenses 25,000 - -
TOTAL $ 6,572,053 $ 7,581,712 $ 7,822,822 $ 241,110
The Financial Services Department is committed to quality and excellence, ensuring the financial integrity of the City and its related agencies while providing efficient, courteous service.

The Financial Services Department is responsible for providing quantitative financial information as well as qualitative fiscal management of City funds. This enables the City Council, City departments, and agencies to make informed decisions on the allocation of available resources through the careful analysis of revenues and expenditures. The department also maintains a balanced City budget and provides the City's financial condition and the results of its operations in the fiscal year-end Annual Comprehensive Financial Report (ACFR).

The department provides a wide range of services including budget, procurement, accounts receivable and revenue collection, fixed asset management, payroll, accounts payable, accounting, deferred compensation administration, Public Employees' Retirement System (PERS) reporting, debt management, and internal audit management.

FY 2024-25
$7,581,712
FY 2025-26
$7,822,822

DEPARTMENT SUMMARY
Materials, Supplies & Services
Salaries & Benefits
$6,346,098 $6,517,828
$1,235,614 $1,304,994

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 36.000 40.000 40.000
Salaries & Benefits $ 5,363,151 $ 6,346,098 $ 6,517,828 $ 171,730 Materials, Supplies & Services 1,183,902 1,235,614 1,304,994 69,380 1 General Fund
Administration and Accounting Services Division
001.FN01A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Prepare, publish, and maintain a balanced Annual Operating and CIP Budget. - Monitor potential economic impacts to Burbank from the State budget and other State and Federal legislation, and recommend and/or take measures to mitigate or minimize those impacts. - Issue the Annual Comprehensive Financial Report (ACFR) that meets the Government Finance Officers Association (GFOA) award program guidelines for excellence in financial reporting. - Coordinate the annual cost allocation plan.
- Provide the City Manager and City Council with ongoing status reports on the City's financial condition. - Complete the annual State Controller's Reports, Street Reports, Recognized Obligation Payment Schedule (ROPS) and other required State and Federal financial reporting within applicable deadlines. - Work with Information Technology to transition from an older, on-premise ERP to a newer, cloud-based solution to improve performance, functionality, and integration with modern tools. - Work with departments to update and maintain a five-year cash flow analysis for Enterprise Funds, Transportation Funds, Housing Funds, and Internal Service Funds as needed.
- Facilitate citywide debt administration and continuing disclosure. - Coordinate the City's Internal Audit Program with an outside Certified Public Accountant (CPA) firm and present reports and findings to the Audit Committee.
- Update spendable and fund position summary reports quarterly and recommend corrective actions as needed. - Provide departments with analytical support for special studies such as revenue analysis for proposed new fees and funding sources.
- Facilitate the budget process using the Oracle Cloud Enterprise Performance Management (EPM) Platform. - Ensure all biweekly, quarterly, and annual tax remittances and report filings are completed accurately and timely.

The Administration and Accounting Services Division is made up of four sections: Administration, Accounting, Budget, and Revenue. The Administration Section provides support to the operations of all divisions within the Financial Services Department, including the development of long-range financial planning, the coordination of the department's technology improvements, and other special projects.

The Accounting Section is responsible for the development, implementation, and maintenance of effective financial accounting systems and controls. It is also responsible for the management of the City's internal audit program, debt management, accounting, and financial reporting. The Section provides for management control over the City's financial operations to present fairly, and with full disclosure on a timely basis, the financial position of the City.

The Budget Section is responsible for the preparation, development, and publication of the Annual Adopted Budget and the Capital Improvement Program (CIP) documents. The Budget staff works with all City departments in obtaining revenue estimates, analyzing expenditures, and assisting with budget amendments during the fiscal year. This section also provides reports regarding the financial status of the City during the fiscal year.

The Revenue Section is responsible for managing and forecasting the revenue operations of the City by monitoring the City's major revenues, such as Sales Tax and Property Tax. It is also responsible for the City's billed receivables, including the collection of citywide delinquent accounts. Additionally, this section coordinates with the City's consultants for the audits of the Transient Occupancy Tax and Transient Parking Tax.

The Other Professional Services account was increased to address professional service agreement cost increases for financial reporting and audit services.
2 General Fund
Administration and Accounting Services Division

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

19.000 20.000 20.000
$ 2,134,160 $ 2,450,762 $ 2,500,050 $ 49,288
- 8,000 3,000 (5,000)
327,847 431,838 426,619 (5,219)
15,358 18,458 16,269 (2,189)
208,171 235,518 233,009 (2,509)
22,306 32,570 35,211 2,641
313,196 41
1,310 408,609 (2,701)
450 - -
4,488 4,488 4,488
32,111 35,536 36,111 575
64,309 - -
3,122,396 3,628,480 3,663,366 34,886
$ 408,300 $ 347,107 $ 365,481 $ 18,374
34,660 - -
30,659 18,733 11,500 (7,233)
8,251 8,804 9,000 196
222 335 335
215 224 500 276
2,255 8,000 8,000
26,705 26,705 26,705
291,458 362,894 41
1,964 49,070
2,290 2,803 3,300 497
6,776 2,794 3,000 206
13,619 19,414 19,450 36
4,226 1,474 3,000 1,526
829,635 799,287 862,235 62,948
$ 25,000 $ - $ - $
25,000 - -
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
60022.0000 Car allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62170.1001 Contractual Services:Temp Staffing
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62420.0000 Books & periodicals
62440.0000 Office Equip Maint & Repair
62455.0000 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
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
70023.0537 Capital contribution:Fund 537
Capital Expenses
Total Expenses
$ 3,977,031 $ 4,427,767 $ 4,525,601 $ 97,834
001.FN01A
3 General Fund
Fiscal Operations Division
001.FN02A

OBJECTIVES

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 8.000 9.000 9.000
60001.0000 Salaries & wages $ 798,586 $ 820,130 $ 834,009 $ 13,879 60006.0000 Overtime - non safety 33,945 3,500 6,500 3,000 60012.0000 Fringe benefits 167,436 178,157 193,459 15,302 60012.1008 Fringe benefits:Retiree benefits 12,128 8,204 7,321 (883) 60012.1509 Fringe benefits:Employer paid PERS 81,201 78,814 78,230 (584) 60012.1528 Fringe benefits:Workers Comp 13,836 20,846 19,113 (1,733) 60012.1531 Fringe benefits:Employer Paid PERS 132,063 157,773 159,362 1,589 60015.0000 Wellness program reimbursement 788 - -
60027.0000 Taxes - non safety 12,640 11,892 12,187 295
60031.0000 Payroll adjustment 44,865 - -
Salaries & Benefits 1,297,487 1,279,316 1,310,181 30,865 62085.0000 Other Professional Services $ 12,189 $ 8,500 $ 8,500 $ 62220.0000 Insurance 88,785 94,262 136,938 42,676
62300.0000 Special Departmental Supplies 7,748 3,832 3,832 62310.0000 Office supplies, postage & printing 8,349 4,311 4,700 389 - Ensure all employee and vendor payments are processed on time and in compliance with City, State, and Federal requirements.
- Implement imported credit card transactions from our Access Online system. - Increase vendor enrollment in electronic payments to advance a paperless payment run. - Issue all employee and vendor tax statements accurately and within applicable deadlines. - Provide ongoing training to all departments on Oracle Time and Labor (OTL). - Provide citywide support for Oracle Employee Self-Service access to pay slips and W2 forms electronically. - Implement, test, and revise pay codes, as required by negotiated labor contract changes. - Implement, and support post go live, an online set of timekeeping tools including Absence Management and Online Timekeeping.
- Administer the City's deferred compensation program and coordinate regular updates and presentations to the Retirement Plans Committee.

The Fiscal Operations Division is made up of two sections: Accounts Payable and Payroll. Accounts Payable, in coordination with the City Treasurer, is responsible for the issuance of supplier payments, monthly and quarterly reports, and remittance of sales and withholding tax payments. It is also responsible for filing Employment Development Department (EDD) Independent Contractor Reports, processing annual 1099 and 592 tax forms, and providing audit support to all City Departments.

Payroll is responsible for all City payroll processes to ensure employees are paid accurately and timely for both current and prior periods, or retroactive payments, and assisting employees with payroll and deferred compensation matters. In addition, Payroll is responsible for ensuring all payroll deductions are paid to the proper agencies, and for reporting payroll information correctly and timely to the Public Employees' Retirement System (PERS). Lastly, Payroll reports wages and taxes on a quarterly basis to the EDD and the United States Treasury. 4 General Fund
Fiscal Operations Division
001.FN02A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
62420.0000 Books & periodicals - 206 100 (106)
62440.0000 Office Equip Maint & Repair 129 101 200 99
62455.0000 Equipment rental 533 8,789 8,789
62485.0000 Fund 535 communications rental rate 2,887 2,887 2,887 62496.0000 Fund 537 computer system rental 61,832 148,917 146,033 (2,884) 62700.0000 Memberships & Dues 150 400 600 200
62710.0000 Travel (10) 1,161 1,200 39
62755.0000 Training - general 155 8,068 6,600 (1,468)
62895.0000 Miscellaneous expenses 852 664 500 (164)
Materials, Supplies & Services 183,599 282,098 320,879 38,781 Total Expenses $ 1,481,086 $ 1,561,414 $ 1,631,060 $ 69,646 5 General Fund
Procurement Services Division
001.FN03A

OBJECTIVES

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

9.000 1

1.000 11.000
$ 656,798 $ 1,024,561 $ 1,051,085 $ 26,524
2,084 - 2,000 2,000
98,539 216,553 215,569 (984)
- 7,178 8,948 1,770
69,153 98,460 98,592 132
9,946 16,596 16,970 374
60,098 60,098 135,848 75,750
450 - -
10,037 14,856 15,270 414
36,162 - -
943,268 1,438,302 1,544,281 105,979
$ 91,504 $ 80,000 $ 35,000 $ (45,000)
10,721 - -
- 2,530 200 (2,330)
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
62085.0000 Other Professional Services
62170.1001 Contractual Services:Temp Staffing
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
272 4,000 200 (3,800)
- Provide ongoing training to all departments on the Oracle Purchasing module. - Support citywide procurement needs by assisting departments in the development and preparation of bid specifications, requests for proposals, as well as negotiation of contract terms. - Manage the City's procurement platform, PlanetBids, in the broadcast of competitive solicitation opportunities to the public, such as RFQs, RFPs, Invitations for Bids, and other public procurement solicitation methods. - Support the City's vendor management by ensuring Payee Registration Forms, Electronic Funds Transfers (ETFs), and Check Payment Requests (CPRs) are processed in a timely manner, and verifying insurance requirements are met by vendors according to service category.
- Enhance inter-departmental communications and customer service through training and frequent department outreach. - Assess procurement and surplus disposition practices in an effort to seek continuous program improvements. - Align processes with nationally recognized public procurement best practices and standards, i.e. The Institute for Public Procurement (NIGP).
- Administer the City's procurement card program.

The Procurement Services (formerly Purchasing) Division provides acquisition support to all City Departments by procuring all goods, services, and equipment needed to serve the City's constituents. Our buyers conduct all formal competitive solicitations, such as Invitations for Bids, Requests for Proposals (RFPs), and Requests for Quotations (RFQs) for their assigned departments. They support the development of all capital improvement projects and oversee the agreements supporting the ongoing maintenance of the City facilities. The Division provides centralized control to ensure compliance with Federal, State, and local procurement requirements as incorporated into the Burbank Municipal Code (BMC) and Administrative Procedures (APs). It issues all Purchase Orders (POs) for Departments and oversees the management of a robust suite of contracts, such as construction agreements, professional services agreements, classroom training agreements, legal services agreements, price agreements, and on-call services agreements used to conduct the business of the City. 6 General Fund
Procurement Services Division
001.FN03A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
62420.0000 Books & periodicals 15 300 100 (200)
62440.0000 Office Equip Maint & Repair - 63 300 237
62455.0000 Equipment rental 508 - -
62485.0000 Fund 535 communications rental rate 5,052 5,052 5,052 62496.0000 Fund 537 computer system rental 54,832 43,184 60,328 17,144 62700.0000 Memberships & Dues 1,405 2,400 3,200 800
62710.0000 Travel 751 7,000 7,500 500
62755.0000 Training - general 3,507 7,200 7,500 300
62895.0000 Miscellaneous expenses 2,101 2,500 2,500
Materials, Supplies & Services 170,668 154,229 121,880 (32,349) Total Expenses $ 1,113,936 $ 1,592,531 $ 1,666,161 $ 73,630 7 FINANCIAL SERVICES
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS STAFF YEARS CHANGES FROM FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
ACCOUNTANT 2.000 3.000
ACCOUNT CLERK 5.000 5.000
ACCTG&AUDIT MGR 1.000 1.000
ADM ANALYST I (M) - 1.000
ADM ANALYST I (Z) 1.000 1.000
ADM ANALYST II (M) 3.000 3.000
AST FINANCIAL SRVS DIR 1.000 1.000
BUDGET MGR 1.000 1.000
BUYER I 2.000 2.000
BUYER II 1.000 2.000
CONTRACTS ADMSTR 1.000
DEP FINANCIAL SRVS DIR 1.000 1.000
EXEC AST 1.000 1.000
FINANCIAL SRVS DIR 1.000 1.000
FINANCIAL SYS MGR 1.000 1.000
INTERMEDIATE CLK 2.000 2.000
PA
YROLL TECH I 1.000 2.000
PAYROLL TECH II 2.000 2.000
PRIN ACCOUNTANT 1.000 1.000
PURCHASING MGR (Z) 1.000 1.000
REVENUE MGR 1.000 1.000
SR ACCOUNTANT 2.000 2.000
SR ADM ANALYST (M) 1.000 1.000
SR ADM ANALYST (Z) 1.000 1.000
SR BUYER 1.000 1.000
SUPVG ACCOUNT CLK 1.000 1.000
TOT
AL STAFF YEARS 40.000

3.000

5.000

1.000

1.000

1.000

3.000

1.000

1.000

2.000

2.000

1.000

1.000

1.000

1.000

1.000

2.000

2.000

2.000

1.000

1.000

1.000

2.000

1.000

1.000

1.000

1.000

40.000

1.000

36.000
8 MISSION STATEMENT

ABOUT INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Y
ears 33.000 33.000 35.000 2.000
Salaries & Benefits $ 5,721,060 $ 5,974,985 $ 7,222,819 $ 1,247,834 Materials, Supplies & Services 5,902,597 9,631,839 10,852,979 1,221,140 Capital Assets 2,860,872 2,037,489 500,000 (1,537,489)
Contributions to Other Funds 1
15,500 - -
TOTAL $ 14,600,029 $ 17,644,313 $ 18,575,798 $ 931,485
The City of Burbank Information Technology (IT) Department works with all City departments to deliver innovative solutions developed in alignment with the City's goals that are reliable, sustainable, and customer-oriented to support the City and constituents.

The IT Department is a team of professionals who are the custodians of technology for all 15 departments in the City of Burbank. IT serves as a partner, advisor, and service provider to our City counterparts. The IT Department guides City staff with the selection, development, implementation, deployment, security, and maintenance of new and innovative technology solutions in support of their mission to serve the community. IT helps identify the City's needs and improve processes and services. The core principles driving the IT Department include contemporary frameworks to drive process improvement, improved digital product design, and agile delivery of technology solutions. IT's frameworks enable collaborative team efforts to improve performance by schematically removing inefficiencies and reducing variation, with a focus on the elimination of defects, waiting, non-utilized talent, inventory, and extra-processing to name a few. In addition, iterative processes are utilized, focusing on the people IT designs and delivers solutions for. The IT Department supports more than 257 different business applications, in addition to enterprise-wide email, human resources/payroll, financials, enterprise permitting and licensing, utility billing, public safety systems, and collaboration tools. The IT Department is committed to cultivating collaborative partnerships with our City partners while providing the most reliable and comprehensive IT services to all departments.

INFORMATION TECHNOLOGY
The Information Technology Fund (Fund 537) supports the City's Technology Infrastructure, Data and DevOps; Application Services; Enterprise Resource Planning (ERP); and Geographic Information System (GIS). This fund is responsible for the maintenance and lifecycle replacements of Citywide infrastructure including desktops, laptops, mobile devices, network, and operations equipment. Citywide technology hardware and licensing contracts are also maintained in this fund. The Information Technology Fund provides project management services to successfully implement innovative technology solutions enabling departments to better serve their constituents. These activities are coordinated through the Information Technology Department.
1 INFORMATION TECHNOLOGY
FY 2024-25
$17,644,313
FY 2025-26
$18,575,798
Capital Assets
Materials, Supplies & Services
Salaries & Benefits
$5,974,985 $7,222,819
$9,631,839
$10,852,979
$2,037,489

$500,000
2 Information Technology Fund
IT Administration
537.IT01A

OBJECTIVES

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

7.000 7.000 7.000
$ 1,303,229 $ 1,057,964 $ 1,143,667 $ 85,703
130,853 182,562 158,424 (24,138)
4,740 7,178 6,508 (670)
108,715 101,670 106,214 4,544
10,561 13,219 15,385 2,166
189,262 197,423 212,725 15,302
57,000 1
14,000 57,000 (57,000)
4,488 4,488 4,488
17,197 15,340 16,432 1,092
28,284 - -
1,854,329 1,693,844 1,720,842 26,998
$ 30,542 $ 34,500 $ 39,675 $ 5,175
1 - -
190,545 221,832 283,944 62,1
12 1,002,507 1,302,872 1,306,706 3,834
3,593 5,300 4,800 (500)
3,671 4,500 5,000 500
1,801 - -
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
60022.0000 Car allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62170.1001 Private Contractual Services:Temp
62220.0000 Insurance
62235.0000 Services Of Other Departments
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62316.0000 Software & hardware
62455.0000 Equipment rental
9,21
1 18,000 18,000
- Prepare departmental budget and provide fiscal administration. - Prepare budget and manage the Internal Service Fund 537, Information Technology Fund. - Establish and monitor rental rates and service charges for the fund. - Build and adhere to technology standards and drive technology lifecycle management. - Develop and implement new technology policies and procedures. - Utilize Scaled Agile Framework (SAFe) to deliver technology solutions for departmental and Citywide initiatives. - Develop and execute strategic planning initiatives.

The Administration Division provides administrative support to the Department and is responsible for managing the business operations of IT. The division provides a vision for the organization and develops plans for the future of technology in the City.

The Administrative staff's responsibilities include the coordination of administrative activities between divisions, financial management and budget preparation, procurement and accounts payable for all technology purchases citywide, product license, software, and maintenance contract management, personnel administration, statistical analysis and reporting, preparation of staff reports to the City Council, as well as interdepartmental project management, and executive-level departmental communications.
3 Information Technology Fund
IT Administration
537.IT01A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
9,248 9,665 8,476 (1,189)
24,540 24,540 24,540
134,652 126,500 145,475 18,975
8,409 10,000 10,000
15,922 20,000 20,000
316 1,200 1,200
10,303 - 10,308 10,308
192,270 - -
- - 5,000 5,000
1,637,530 1,778,909 1,883,124 104,215
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62895.0000 Miscellaneous expenses
63015.0000 Depreciation expense-Machinery
63040.0000 Depreciation expense-Computers
63050.0000 Non-capitalized assets
Materials, Supplies & Services
Total Expenses
$ 3,491,859 $ 3,472,753 $ 3,603,966 $ 131,213
4 Information Technology Fund
Technology, Infrastructure, Data and
DevOps
537.

IT02A

OBJECTIVES

CHANGES FROM PRIOR YEAR

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

15.000 15.000 14.000 (1.000)
$ 1,329,249 $ 1,293,435 $ 1,818,006 $ 524,571
8,689 20,000 20,000
193,859 337,992 335,560 (2,432)
10,896 15,382 8,134 (7,248)
134,877 124,299 170,529 46,230
14,735 14,486 23,089 8,603
177,275 203,915 263,221 59,306
225 - -
20,120 18,755 26,651 7,896
66,628 - -
1,956,553 2,028,264 2,665,190 636,926
$ 1
11,663 $ 518,000 $ 518,000 $
49,960 - -
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
843 6,500 6,500
- Ensure the City's information system is accessible, available, and secure by minimizing unplanned downtime while 0appropriately managing risk.
- Monitor network and server performance and take corrective and proactive action as needed. - Manage the network capacity plan to minimize unplanned downtime and disruption of services. - Strengthen and enhance cyber security measures and meet all regulatory compliance requirements and other regulatory 0obligations.
- Utilize Scaled Agile Framework (SAFe) to deliver technology solutions for departmental and Citywide initiatives to maximize 0return on investment.
- Replace computers and peripheral equipment to ensure reliable and comprehensive IT availability.

The Technology Infrastructure, Data, and DevOps division is responsible for the planning, design, implementation, and management of complex technology products and service portfolios for all departments of the City, covering the following business domains: Business Intelligence (BI), Data and Analytics, Technology Infrastructure and Cloud, DevOps, Cyber Security,  Collaboration, Workplace Technology, Technology Management, Field Engineering, Operations and Support, and Infrastructure Management. The core principles driving the division include: Access Anywhere Anytime, engagement and partnership, business outcome-driven decision-making, continuous improvement, and design thinking.

Staffing changes include the upgrade of a Network Support Analyst III to a Network Support Analyst IV, an upgrade of an Information Security Analyst to an IT Security Manager, and two new Client Technology Specialists. Increases in software renewals are budgeted in the software and hardware account. 5 Information Technology Fund
Technology, Infrastructure, Data and
DevOps
537.

IT02A

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
(12,209) 1,680,000 3,846,535 2,166,535
- - 4,557 4,557
516 1,500 1,500
13,443 27,500 27,500
147,562 - -
433,991 - -
101,085 75,049 344,962 269,913
216,811 375,000 500,000 125,000
109,348 300,000 300,000
1,173,015 2,983,549 5,549,554 2,566,005
$ 130,310 $ 698,205 $ - $ (698,205)
(86,491) 836,000 130,000 (706,000)
- 12,000 - (12,000)
62316.0000 Software & hardware
62496.0000 Fund 537 computer system rental
62710.0000 Travel
62755.0000 Training - general
62895.0000 Miscellaneous expenses
62976.1001 Property Amortization:GASB 96
63040.0000 Depreciation expense-Computers
63050.0000 Non-capitalized assets
63050.1000 Non-capitalized assets:Comp Repl
Materials, Supplies & Services
15111.0000 Computers & software - clearing
15112.0000 Computers & software-Work In Prog
15122.0000 Other non-utility assets
Capital Assets 43,819 1,546,205 130,000 (1,416,205)
99,000 $ - $ - $
99,000 - -
85101.0496 Transfers to other funds:Electric $
Contributions to Other Funds
Total Expenses $ 3,272,387 $ 6,558,018 $ 8,344,744 $ 1,786,726 6 Information Technology Fund
Geographic Information System
537.IT03A

OBJECTIVES

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 1.000 1.000 1.000 1.000
60001.0000 Salaries & wages $ 132,566 $ 172,496 $ 149,595 $ (22,901) 60012.0000 Fringe benefits 15,767 27,007 28,794 1,787
60012.1008 Fringe benefits:Retiree benefits 1,719 1,025 813 (212) 60012.1509 Fringe benefits:Employer paid PERS 14,877 16,577 14,032 (2,545) 60012.1528 Fringe benefits:Workers Comp 1,495 1,932 1,900 (32) 60012.1531 Fringe benefits:Employer Paid PERS 45,944 39,820 29,059 (10,761) 60027.0000 Taxes - non safety 1,995 2,501 2,169 (332)
60031.0000 Payroll adjustment 4,529 - -
Salaries & Benefits 218,893 261,358 226,362 (34,996)
62170.0000 Private Contractual Services $ 603 $ 150,000 $ 150,000 $ 62310.0000 Office supplies, postage & printing - 1,000 1,000 62316.0000 Software & hardware 19,576 80,000 80,000
62710.0000 Travel - 3,500 3,500
62755.0000 Training - general - 2,000 2,000
62976.1001 Property Amortization:GASB 96 57,800 - -
Materials, Supplies & Services 77,979 236,500 236,500
Total Expenses $ 296,872 $ 497,858 $ 462,862 $ (34,996) - Assist end-users by providing training on GIS applications to further enhance their ability to gather data. - Provide a conduit by which various departments can access and utilize data from different departments to more efficiently 0manage their infrastructure and complete daily tasks.
- Assist with the implementation of "mission critical" applications by providing clean and relevant GIS data. - Respond to requests for land-based data from other departments and provide maps, documentation, and media to meet 0their needs.
- Participate in local and county GIS consortiums to leverage technical resources, enhance the capability to respond to 0emergency situations, enable smooth data sharing, and reduce costs. - Be knowledgeable and aware of customer departments' needs and collaborate to bring about positive, productive 0technology changes.

The Geographic Information System (GIS) division is responsible for the planning, design, implementation, and management of complex technology products and service portfolios for all departments of the City, covering the Land and Facilities business domain. The core principles driving the division include: engagement and partnership, business outcome-driven decision-making, continuous improvement, efficiency focus, digital focus, enterprise integration, and design thinking. 7 Information Technology Fund
Applications
537.IT04A

OBJECTIVES

CHANGES FROM PRIOR YEAR

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

5.000 5.000 5.000
$ 670,512 $ 635,289 $ 662,486 $ 27,197
1,024 - -
104,384 118,537 1
16,745 (1,792)
4,298 4,102 4,067 (35)
67,457 61,051 62,141 1,090
4,898 7,115 8,414 1,299
97,891 1
15,139 132,418 17,279
(39,863) - -
(1
1,090) - -
10,123 9,212 9,606 394
33,060 - -
942,692 950,445 995,877 45,432
$ 150,986 $ 200,000 $ 260,000 $ 60,000
298,712 450,000 1,287,216 837,216
1,322 1,500 1,500
3,085 22,000 22,000
9,309 - -
15,583 15,576 - (15,576)
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
60020.1000 Projects salaries:Capitalized
60021.1000 Projects salaries overhead:Capitalize
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62170.0000 Private Contractual Services
62316.0000 Software & hardware
62710.0000 Travel
62755.0000 Training - general
62976.1001 Property Amortization:GASB 96
63040.0000 Depreciation expense-Computers
Materials, Supplies & Services
478,997 689,076 1,570,716 881,640
- Provide high-quality technical support for the evaluation, procurement, implementation, and ongoing maintenance of 0applications throughout the City.
- Upgrade application systems and tools to efficiently support the systems in use throughout the City. - Maximize the return on investment for existing software to lower operational costs and make more efficient use of current 0resources and staff.
- Collaborate with individual departments to improve business processes and ensure available technology is fully leveraged 0for maximum effectiveness.
- Utilize Scaled Agile Framework (SAFe) to deliver technology solutions for departmental and citywide initiatives. - Evaluate the performance and effectiveness of existing applications, identifying areas for enhancement and optimizing 0processes to keep pace with evolving technology.

The Applications Services division is responsible for the planning, design, implementation, and management of complex technology products and service portfolios for all departments of the City, covering the following business domains: General Administration, Fire Protection, Governing and Public Affairs, Law Enforcement, Legal and Compliance, Economic Development and Public Information, and Marketing. The core principles driving the division include: engagement and partnership, business outcome-driven decision-making, continuous improvement, efficiency focus, digital focus, enterprise integration, and design thinking.
.Software renewals have been moved to this cost center in the software and hardware account. 8 Information Technology Fund
Enterprise Resource Planning
537.IT04B

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide reliable and comprehensive IT services for the Enterprise Resource Planning systems for all City Departments. - Cultivate partnerships with City counterparts fostering collaborative efforts to better perform evaluation, procurement, 0implementation, system upgrades, and ongoing maintenance of enterprise-level computer applications. - Support and follow IT's defined change management policy and processes. - Create and maintain clear and comprehensive documentation of ERP and related systems, processes, and services. -
Provide project lifecycle management standards and services for departmental and Citywide initiatives. - Work with City counterparts on continuous business process improvements to ensure available technology is utilized to   its 0fullest potential and return on investment is maximized and cost-effective. - Utilize Scaled Agile Framework (SAFe) to deliver technology solutions for departmental and citywide initiatives. - Create a versatile ERP system capable of adapting to the evolving needs of the organization. - Streamline and automate core functions such as finance, human resources, procurement, asset management, and time 0entry to eliminate redundancies and reduce administrative overhead.

The Enterprise Resource Planning (ERP) division is responsible for the planning, design, implementation, and management of complex technology products and service portfolios for all departments of the City, covering the following business domains: Library Services, Supply Chain Management, Asset Management, Human Capital Management, Sourcing and Procurement, Community Services, and Accounting and Finance. The core principles driving the division include:
engagement and partnership, business outcome-driven decision-making, continuous improvement, efficiency focus, digital focus, enterprise integration, and design thinking.

Staffing changes include the upgrade of a Lead Technology Product Manager to a Principal Technology Product Manager, the upgrade of a Network Support Analyst III to a Network Support Analyst IV, and upgrade of an Information Security Analyst to an IT Security Manager.
9 Information Technology Fund
Enterprise Resource Planning
537.IT04B

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 5.000 5.000 8.000 3.000
60001.0000 Salaries & wages $ 580,256 $ 760,010 $ 1,154,383 $ 394,373 60012.0000 Fringe benefits 66,403 122,125 214,566 92,441 60012.1008 Fringe benefits:Retiree benefits 6,017 5,127 7,321 2,194 60012.1509 Fringe benefits:Employer paid PERS 50,805 73,037 108,281 35,244 60012.1528 Fringe benefits:Workers Comp 4,898 8,512 14,661 6,149 60012.1531 Fringe benefits:Employer Paid PERS 72,457 61,243 98,598 37,355 60020.1000 Projects salaries:Capitalized (37,801) - -
60021.1000 Projects salaries overhead:Capitalize (14,911) - - 60027.0000 Taxes - non safety 9,369 11,020 16,739 5,719 60031.0000 Payroll adjustment 27,606 - -
Salaries & Benefits 765,098 1,041,074 1,614,547 573,473 62170.0000 Private Contractual Services $ 447,975 $ 700,000 $ 700,000 $ 62170.1001 Private Contractual Services:Tempor 67,104 - - 62316.0000 Software & hardware 587,373 715,000 714,936 (64) 62700.0000 Memberships & Dues 900 - -
62710.0000 Travel 407 1,500 1,500
62755.0000 Training - general 2,925 22,000 22,000
62895.0000 Miscellaneous expenses 96,169 - -
63040.0000 Depreciation expense-Computers & 174,639 174,648 174,648 Materials, Supplies & Services 1,377,492 1,613,148 1,613,084 (64) 15112.0000 Computers & software-W
ork In Pro $ 6,228 $ 36,284 $ - $ (36,284)
Capital Assets 6,228 36,284 - (36,284)
85101.0496 Transfers to other funds:Electric ut $ 16,500 $ - $ - $ Contributions to Other Funds 16,500 - -
Total Expenses $ 2,165,318 $ 2,690,506 $ 3,227,631 $ 537,126 10 Information Technology Fund
537 ALL

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
62085.0000 Other Professional Services $ - $ -
62170.0000 Private Contractual Services 20,501 60,000 (60,000) 62300.0000 Special Departmental Supplies - -
62316.0000 Software & hardware 1,108,295 2,062,675 (2,062,675) 62976.1001 Property Amortization:GASB 96 5,932 -
10,308 (10,308)
97,674 (97,674)
-
-
- 100,000
- $
-
-
-
-
-
-
-
(100,000)
63015.0000 Depreciation expense-Machinery
63040.0000 Depreciation expense-Computers
63050.0000 Non-capitalized assets
Materials, Supplies & Services 1,134,728 2,330,657 - (2,330,657) 1511

1.0000 Computers & software - clearing $ - $ 50,000 $ (50,000) 15112.0000 Computers & software-W
ork In Pro 2,517,680 280,000
- $
- (280,000)
Capital Assets 2,517,680 330,000 - (330,000)
$ 3,652,408 $ 2,660,657 - $ (2,660,657)
11 INFORMATION TECHNOLOGY
Authorized Positions

CLASSIFICATION TITLES STAFF YEARS STAFF YEARS STAFF YEARS CHANGES FROM FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
ADM OFCR 1.000 1.000 1.000
AST CHIEF INFO OFCR 3.000 3.000 3.000
CHIEF INFO OFCR 1.000 1.000 1.000
CLIENT TECHNOLOGY SPECIALIST - - 2.000 2.000
INFO SECURITY ANALYST - 1.000 - (1.000)
INFO TECH SEC MGR - - 1.000 1.000
INTERMEDIATE CLK 1.000 1.000 1.000
LEAD SYS ENG 2.000 2.000 2.000
LEAD TECHNOLOGY PRODUCT MGR 3.000 3.000 2.000 (1.000)
MGR TECHNOLOGY 3.000 3.000 3.000

NETWORK SUPPORT ANAL
YST I - 1.000 1.000

NETWORK SUPPORT ANAL
YST II - 1.000 1.000
NETWORK SUPPORT ANALYST III - 2.000 1.000 (1.000)

NETWORK SUPPORT ANAL
YST IV - - 1.000 1.000

PRIN DAT
A ENG 1.000 1.000 1.000
PRIN GIS SPECIALIST 1.000 1.000 1.000
PRIN TECHNOLOGY PRODUCT MGR - 2.000 3.000 1.000
PROPOSED JOB - BMA 9.000 - -
PROPOSED JOB - Z GROUP 1.000 - -
RELEASE TRAIN ENG - 1.000 1.000
SR ADM ANALYST (Z) - 1.000 1.000
SYS ENG 1.000 1.000 1.000
TECHNL SUPPORT ANALYST I - 1.000 1.000

TECHNL SUPPORT ANAL
YST II - 1.000 1.000
TECHNL SUPPORT ANALYST III - 1.000 1.000
TECHNOLOGY PRODUCT MGR 6.000 4.000 4.000
TOT
AL STAFF YEARS 33.000 33.000 35.000 2.000
12 PARKS and RECREATION

MISSION ST

ATEMENT
ABOUT PARKS and RECREATION
DEP

ARTMENT SUMMARY

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Y
ears 186.980 194.624 195.485 0.860
Salaries & Benefits $ 16,519,478 $ 19,077,892 $ 20,468,233 $ 1,390,341 Materials, Supplies & Services 18,076,052 19,139,743 18,926,889 (212,854) The Parks and Recreation Department strives to be the heart of the community by providing enriching opportunities through dedicated people, beautiful parks, and inspiring programs.

The Parks and Recreation Department is responsible for providing well-maintained recreational facilities, and programs and activities designed to meet the recreational, cultural, social, and human service needs of the Burbank community. In addition, the Department is responsible for the maintenance and improvements of all municipal grounds and parkway trees, the DeBell Golf Course, as well as the Burbank Animal Shelter. The Department is organized into four divisions: Landscape and Forestry Services; Administration/Business Services; Recreation Services; and Community Services.

In addition to operating and maintaining 42 public parks and facilities, the Department maintains many of the publicly-owned landscaped areas and all parkway trees throughout the City. The Department also provides recreation service programs that include special interest classes; youth and adult sports programs; day camps; after school programs; youth resource programs; environmental and educational nature programs; cultural arts activities, including visual and performing arts; commercial recreation services; volunteer programs for residents of all ages; and year-round special events. Moreover, the Department provides a variety of senior and human service programs. These include a congregate and home-delivered meal program, information and assistance services for all ages, senior recreation activities, programs for the disabled, and advocacy services. The Department also oversees the citywide Program, Activity, and Service Subsidy (PASS) Program and the Burbank Animal Shelter. The Parks and Recreation Board, Senior Citizen Board, Art in Public Places Committee, Burbank Cultural Arts Commission, and Youth Board, as well as a number of other City Council and Non-Council appointed advisory boards and committees, work in an advisory capacity with Department staff, cooperatively striving to identify and meet the recreational and human service needs of the community.

Capital Expenses 4,663,312 7,252,450 9,228,775 1,976,325 TOTAL $ 39,258,841 $ 45,470,085 $ 48,623,897 $ 3,153,812 1 PARKS and RECREATION
001 - General Fund
127 - Public Improvements Fund
370 - General City Capital Project Fund
534 - Municipal Infrastructure Fund
$ 8,070,638
$ 794,256
$ 2,263,219
$ 37,495,784
FY 2025-26: $ 48,623,897

DEPARTMENT SUMMARY
Materials, Supplies & Services
Salaries & Benefits
$19,077,892
$20,468,233
$17,279,743 $17,027,551
FY 2024-25
$36,357,635
FY 2025-26
$37,495,784

GENERAL FUND SUMMARY
2 Landscape and Forestry Services Division
Facility Planning and Development Program
001.PR21A

OBJECTIVES
- Modernize ballfield lighting with Light-Emitting Diodes (LED) to increase safety and cost-effectiveness. - Develop plans and specifications and complete the replacement of playground equipment at the City parks. - Modernize the irrigation controllers and replace outdated irrigation systems throughout various City-owned parks and open ospaces for water conservation and efficiency.

The Facility Planning and Development Program is responsible for assisting and performing project management for the Department's Capital Improvement Program, which includes building/grounds improvement projects at park facilities.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 505 $ 1,000 $ 1,000
804,256 569,925 658,628 88,703
798 5,000 5,000
852 1,000 1,000
84,109 148,221 131,577 (16,644)
135,620 135,620 135,620
12,817 1
1,368 13,387 2,019
1,038,958 872,134 946,212 74,078
62170.0000 Private Contractual Services
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62345.0000 Taxes
62475.0000 Fund 532 vehicle equipment rental
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses
$ 1,038,958 $ 872,134 $ 946,212 $ 74,078
3 Landscape and Forestry Services Division
Foresty Service Program
001.PR22A

OBJECTIVES
- Prune 4,000 street trees and trim 8,000 street and park trees. - Continue to develop strategies to improve the City's overall tree canopy and increase shade tree canopy with a goal of oplanting up to 100 street trees in residential and commercial parkways. - Continue to work with Burbank Water and Power (BWP) to assist with their "Energy-Savings Trees" program. - Review and implement the adopted Street Tree Master Plan. - Oversee the implementation of a block pruning program that will provide for all parkway trees to be pruned once every six oyears.
- Oversee the implementation of the 15-year Reforestation Plan on Magnolia Boulevard and Hollywood Way. - Support and implement directives of the Burbank 2035 General Plan. - Support the City's annual Plant-A-Tree and National Arbor Day events. - Continue the "Plant for a Greener Burbank" initiative by planting trees throughout the city to improve the carbon footprint o
and reduce impacts of global warming.

The Forestry Services Program is responsible for the planting, maintenance, and removal of trees in parks, parkways, and public grounds.

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

CHANGES FROM

PRIOR YEAR

18.000 18.000
$ 535,039 $ 1,347,531 $ 1,362,602 $ 15,071
57,488 36,502 36,502
116,510 336,319 399,171 62,852
14,220 17,433 14,642 (2,791)
48,394 129,498 127,812 (1,686)
72,218 119,185 91,472 (27,713)
99,715 89,881 94,688 4,807
900 - -
8,225 19,539 20,287 748
3,313 - -
956,022 2,095,888 2,147,176 51,288
$ 438,037 $ 1,205,000 $ 105,000 $ (1,100,000)
563,748 - -
7,181 16,000 16,000
21,310 32,350 32,350
883 1,500 1,500
33,592 21,500 21,500
1,479 500 500
290 - -
407,572 408,458 414,857 6,399
70,337 94,824 95,861 1,037
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
62180.0000 Landscape Contractual Services
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62380.0000 Chemicals
62435.0000 General equipment maintenance
62450.0000 Building grounds maintenance
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
1,085 770 770
475 - -
1,545,990 1,780,902 688,338 (1,092,564)
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses $ 2,502,013 $ 3,876,790 $ 2,835,514 $ (1,041,276)

18.000
4 Landscape and Forestry Services Division
Park Landscape Program
001.PR23A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide ongoing grounds maintenance for City parks and facilities. - Administer the maintenance of public properties at multiple non-park sites. - Continue phasing-in handheld electric equipment where suitable to reduce the Department's carbon footprint. - Assist with the administration and evaluation of current and future infrastructure needs. - Provide ongoing maintenance to park facilities through the Municipal Infrastructure Fund 534. - Implement organic practices in City parks and landscapes through the purchase of products, materials, and supplies.

The Park Landscape Program is responsible for maintaining public park grounds and outdoor sports facilities, park irrigation systems, and all landscaped municipal grounds.

An additional $10,000 was added to the Professional Services account for landscape contractual service cost increases based on the Consumer Price Index (CPI).

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

CHANGES FROM PRIOR YEAR

31.000 31.000
$ 1,689,787 $ 1,957,475 $ 2,064,769 $ 107,294
177,618 18,050 18,050
364,409 549,400 566,590 17,190
24,885 31,790 25,217 (6,573)
150,112 188,113 194,532 6,419
115,049 191,050 151,852 (39,198)
345,063 272,738 294,001 21,263
2,475 - -
- - 1,250 1,250
26,395 28,383 30,219 1,836
3,814 - -
2,899,608 3,236,999 3,346,480 109,481
$ 94,307 $ 104,715 $ 104,715
352,196 330,900 340,900 10,000
67,824 155,526 155,526
55,213 50,300 50,300
2,000
77,230 29,500
792 300
70,219
- 2,000
29,500
300
25,000 25,000
431,737 451,144 483,816 32,672
138,171 154,131 158,367 4,236
590 630 630
354 600 600
1,288,633 1,304,746 1,351,654 46,908
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
62170.0000 Private Contractual Services
62225.0000 Custodial Services
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62380.0000 Chemicals
62435.0000 General equipment maintenance
62450.0000 Building grounds maintenance
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 4,188,241 $ 4,541,745 $ 4,698,134 $ 156,389

31.000
5 Landscape and Forestry Services Division
Urban Reforestation Program
001.PR26A

OBJECTIVES
- Continue the Tree Stewardship program to enhance urban forestation within the City. - Add butterfly and pollinator gardens throughout the City to improve the urban forest and the environmental health of the oCity.

The Urban Reforestation Program, in conjunction with the Forestry Services Program, is responsible for parkway tree planting, the expansion of the urban forestry canopy, and restitution.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
62365.0000 Urban reforestation - measure 1 $ 25,447 $ 40,000 $ 40,000 Materials, Supplies & Services 25,447 40,000 40,000
Total Expenses $ 25,447 $ 40,000 $ 40,000
6 Golf Course
001.PR27A

OBJECTIVES
- Maintain exceptional customer service for golf and dining experiences for the community. - Provide a consistently high-quality golf course and dining experience that delivers value at affordable prices. - Improve and maintain the condition of the overall facilities and curb appeal. - Enhance opportunities to increase playability through private events, tournaments, special events, and activities for oall members of the community.
- Improve operational efficiencies at the DeBell Golf Course.

The City of Burbank, under the supervision of the Parks and Recreation Department, owns and operates the DeBell Golf Course facility which consists of an 18-hole course, a 9-hole course, a 3-par course, a driving range, a pro shop, and a 13,760 square foot clubhouse.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 4,203,573 $ 4,054,395 $ 4,054,395
3,602 3,602 - (3,602)
- - 104,502 104,502
- - 5,017 5,017
4,207,175 4,057,997 4,163,914 105,917
62085.0000 Other Professional Services
62470.0000 Fund 533 Office Equip Rental Rate
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses $ 4,207,175 $ 4,057,997 $ 4,163,914 $ 105,917 7 Administration
001.PR28A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Oversee Department budget, purchasing, grants, and other financial systems. - Provide administrative leadership, support, and assistance to other divisions and service areas. - Develop and implement new policies and procedures.
- Monitor contract compliance for the Department's contracts/agreements. - Coordinate departmental activities and special projects. - Review and approve all agenda bills, staff reports, resolutions, ordinances, and agreements for the City Council and Parks o
and Recreation Board meetings.
- Monitor and implement City Council goals, priorities, and objectives. - Administer the Art in Public Places program.
- Manage the Joint Use Agreement with the Burbank Unified School District (BUSD). - Administer the commercial permit program.
- Coordinate the production and distribution of the Department's quarterly recreation guide. - Administer and create the quarterly City Manager's Report, which provides updates and highlights on the Department's o
activities, projects, and budget.
- Administer the Department picnic reservation and film permit programs. - Coordinate the Residents Inspiring Service and Empowerment (RISE) Program. - Provide liaison support to the Burbank Tournament of Roses Association and Burbank on Parade. - Administer the Burbank PASS Program.
- Manage the Park Patrol Program.

The Administration/Business Services Division provides support to the operations of all divisions within the Parks and Recreation Department. Activities conducted within this Division include financial management and budget preparation, clerical support, personnel administration, departmental policies and procedures, departmental marketing, legislative monitoring, coordination of technology improvements, and coordination of special projects.

The Division provides administrative support for the Art in Public Places Committee, Burbank Cultural Arts Commission, Parks and Recreation Board, and Youth Board.

This Division provides project management support for the Department's Capital Improvement Program (CIP), which includes building/grounds improvement projects for park facilities.

The Division oversees the Park Patrol Program.

An additional $17,500 was added to the Governmental Services account for the BUSD Joint Use Agreement annual fee. The Department's agreement with Catholic Charities for the management of the Burbank Temporary Skilled Labor Center was also increased by $3,800. Both are contractual obligations including Consumer Price Index (CPI) increases.

To meet the Department's operational needs, an Intermediate Clerk position was upgraded to Senior Clerk and a Clerical Worker was decreased from 1.000 Full-Time Equivalent (FTE) to 0.75 FTE. A Senior Administrative Analyst position was upgraded to a Recreation Services Manager.

An additional $350,000 was added to the Professional Services Account to continue the Park Patrol Program. 8 Administration
001.PR28A

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

17.455 17.750 (0.250)
$ 1,718,063 $ 1,953,376 $ 1,882,331 $ (71,045)
2,424 1,995 1,995
274,169 387,867 327,126 (60,741)
14,641 12,772 13,829 1,057
167,353 187,719 175,274 (12,445)
48,282 76,170 61,735 (14,435)
240,490 274,106 327,624 53,518
4,488 4,488 4,488
- - 150 150
25,530 28,324 27,139 (1,185)
28,640 - -
2,524,079 2,926,817 2,821,690 (105,127)
$ 701 $ 20,000 $ 20,000
548,376 537,376 554,876 17,500
151,390 123,557 477,357 353,800
37,750 70,000 20,000 (50,000)
35,494 22,770 22,770
27,296 27,000 27,000
6 7,200 7,200
13,777 27,770 27,770
13,316 50,863 50,863
29,421 33,757 33,757
223,077 256,922 398,938 142,016
35,858 40,564 40,564
- 22,000 22,000
7,202 1,730 1,730
3,071 3,500 3,500
20,104 55,654 55,654
76,491 76,200 76,200
10,358 15,400 400 (15,000)
- 100,000 - (100,000)
284 - -
1,233,971 1,492,263 1,840,579 348,316
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
60022.0000 Car allowance
60023.0000 Uniform & tool allowance
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62135.0000 Governmental Services
62170.0000 Private Contractual Services
62170.1011 Private Contractual Services:Art
62300.0000 Special Departmental Supplies
62300.1018 Special Departmental Supplies
62305.0000 Reimbursable materials
62310.0000 Office supplies, postage & printing
62455.0000 Equipment rental
62470.0000 Fund 533 Office Equip Rental Rate
62496.0000 Fund 537 computer system rental
62520.0000 Public information
62655.0000 Burbank on parade
62700.0000 Memberships & Dues
62710.0000 Travel
62755.0000 Training - general
62830.0000 Bank service charges
62895.0000 Miscellaneous expenses
62895.1005 Miscellaneous expenses:Community
63050.0000 Non-capitalized assets
Materials, Supplies & Services
Total Expenses
$ 3,758,050 $ 4,419,080 $ 4,662,269 $ 243,189

18.000
9 Recreation Services Division
McCambridge Park Program
001.PR31A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Offer on a quarterly basis, a variety of special interest classes and programs for all ages. - Provide facility accessibility and equipment for a variety of community groups for scheduled activities. - Provide holiday and seasonal special events including the Halloween Carnival. - Coordinate seasonal day camp programs.
- Coordinate and maintain the Military Service Recognition Banner Program, Veterans Day Ceremony, and Memorial Day oCeremony.
- Provide liaison support to the Burbank Veterans Committee.

The McCambridge Park Program provides a variety of enrichment experiences, including over 150 instructional classes per year, various recreation programs, and drop-in recreational activities for community members of all ages. $13,000 in one-time funding was added to the Special Department Supplies, Military Banner account to replace and maintain all 50 banners and new hardware.

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

CHANGES FROM

PRIOR YEAR

1.700 2.075
$ 185,552 $ 142,571 $ 128,999 $ (13,572)
1,906 3,003 3,003
43,099 26,005 24,856 (1,149)
3,121 1,743 1,692 (51)
16,648 11,594 12,078 484
1,228 2,211 2,090 (121)
29,445 28,507 32,795 4,288
281 - -
2,737 2,067 1,914 (153)
3,174 - -
287,191 217,701 207,426 (10,275)
$ 1,492,620 $ 1,686,067 $ 1,686,067
62,285 97,400 97,400
112,359 137,724 217,735 80,011
2,978 4,577 17,577 13,000
9,997 2,700 2,700
2,020
790
- 2,020
1,000 1,000
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
62000.0000 Utilities
62165.0000 Special Recreation Contract Service
62220.0000 Insurance
62300.0000 Special Departmental Supplies
62300.1011 Special Departmental Supplies
62305.0000 Reimbursable materials
62310.0000 Office supplies, postage & printing
62485.0000 Fund 535 communications rental rate
40,080 40,802 40,802
34,823 29,847 41,424 11,577
13,822 12,000 12,000
1,769,755 2,014,137 2,118,725 104,588
62496.0000 Fund 537 computer system rental
62670.0000 WW II commemoration
Materials, Supplies & Services
Total Expenses $ 2,056,945 $ 2,231,838 $ 2,326,151 $ 94,313

2.075
10 Recreation Services Division
Verdugo Park Program
001.PR31B

OBJECTIVES
- Offer on a quarterly basis, a variety of special interest classes and programs for all ages. - Provide facility accessibility and equipment for community organizations. - Coordinate seasonal day camp programs conducted on-site. - Coordinate citywide teen events.
- Coordinate and supervise activities at the skate/BMX park facility. - Provide liaison support to the City's Youth Board.
- Coordinate youth development programs, including the Youth Leadership Program (YLP) and the Counselor in Training oProgram (CIT).

The Verdugo Park Program provides a variety of enrichment experiences, including instructional classes, various recreation programs, and drop-in recreational activities for community members of all ages. Verdugo Park is also the home of a variety of teen programs which include events and various youth development programs. In addition, this program provides oversight and supervision at the Valley Skate/BMX Park.

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

4.175 4.350
$ 164,307 $ 299,502 $ 364,335 $ 64,833
272 3,000 3,000
30,961 55,727 60,856 5,129
2,520 2,230 4,140 1,910
15,175 22,951 34,424 11,473
2,504 3,606 4,824 1,218
39,481 26,710 29,732 3,022
113 - -
2,372 4,343 5,326 983
257,705 418,069 506,638 88,569
$ 127,394 $ 95,789 $ 95,789
7,915 7,000 7,000
137,384 145,050 145,050
11,903 10,420 10,420
9,403 11,559 11,559
653 1,000 1,000
7,122 8,283 7,952 (331)
22,075 26,196 29,463 3,267
323,849 305,297 308,233 2,936
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
Salaries & Benefits
62000.0000 Utilities
62135.1013 Governmental Services:Youth leader
62165.0000 Special Recreation Contract Service
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62310.0000 Office supplies, postage & printing
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses
$ 581,554 $ 723,366 $ 814,871 $ 91,505

4.350
11 Recreation Services Division
Olive Recreation Center Program
001.PR31C

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide facility access and equipment for drop-in recreational activities. - Provide support for the Department's online registration program used for classes, active camps, and special event oregistration.
- Coordinate and provide a variety of quarterly special interest classes for the public at eight recreation facilities, and off-site
olocations.
- Coordinate the Department's annual Summer Camps and Recreation Fair. - Administer and provide support for department special interest contract classes. - Monitor the use of facilities and facility permits.
- Provide facility attendant support to recreation facilities.

The Olive Recreation Center Program serves as the hub to coordinate all computerized registration for citywide instructional classes and Facility Attendant operational support. This program is responsible for  coordinating recreation programs, special events, and drop-in recreational activities for citizens of all ages, and serves as a liaison to coordinate building maintenance and custodial services at all recreation facilities.

To meet the Department's operational needs, one .850 FTE Senior Recreation Leader position was upgraded to a Recreation Coordinator, one Senior Recreation Leader was increased from 0.730 full-time equivalent (FTE) to 0.900 FTE, one Recreation Leader was increased from 0.090 FTE to 0.500 FTE, one Facility Attendant II was reduced from .450 FTE to .120 FTE, one Facility Attendant II was reduced from .450 FTE to .210 FTE, and two .450 FTE Facility Attendant II positions were eliminated.

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

CHANGES FROM

PRIOR YEAR

16.243 18.862 18.052 (0.740)
$ 613,340 $ 805,748 $ 1,002,517 $ 196,769
1,169 924 924
54,809 63,978 156,799 92,821
10,699 16,195 16,253 58
38,285 22,031 94,248 72,217
6,477 9,673 13,205 3,532
39,751 48,722 74,795 26,073
56 - -
9,179 11,683 14,550 2,867
1,118 - -
774,883 978,954 1,373,291 394,337
$ 9,807 $ 12,099 $ 12,099
218,634 347,228 347,228
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 benef
its: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
62000.0000 Utilities
62165.0000 Special Recreation Contract Service
62300.0000 Special Departmental Supplies 19,062 20,700 20,700 50 1,143 1,700
1,231
- 50
1,700
1,231 1,231
118,402 133,226 148,563 15,337
368,278 516,234 531,571 15,337
62305.0000 Reimbursable materials
62310.0000 Office supplies, pos
tage & printing
62485.0000 Fund 535 communications rental rate
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses $ 1,143,162 $ 1,495,188 $ 1,904,862 $ 409,674 12 Community Services Division
Starlight Bowl
001.PR31D

OBJECTIVES
- Provide six community-based, summer concerts for approximately 16,000 concert-goers, including an aerial fireworks 0display on the Fourth of July.
- Implement an effective, comprehensive marketing strategy for the Starlight Bowl as a City revenue-based venture. - Enhance the use of the facility through creative partnerships, such as private rentals. - Facilitate and oversee alternative uses at the amphitheater. - Continue the Corporate Sponsorship Program.
- Enhance the Starlight Bowl website and online ticket sales. - Continue to implement Zero Waste practices in all venue areas. - Provide management support for the Starlight Bowl Transformation Project.

The Starlight Bowl Program coordinates and provides a summer season of community-based programming at the Starlight Bowl outdoor amphitheater. This program is supported by Starlight Bowl ticket sales, parking revenue, a sponsorship program, and private rentals.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 1.700
60001.0000 Salaries & wages $ 251,084 $ 143,022 $ 138,625 $ (4,397) 60006.0000 Overtime - non safety 2,051 - -
60012.0000 Fringe benefits 35,951 26,349 28,686 2,337
60012.1008 Fringe benefits:Retiree benefits 1,367 1,743 1,383 (360) 60012.1509 Fringe benefits:Employer paid PERS 24,948 12,536 12,981 445 60012.1528 Fringe benefits:Workers Comp 1,389 1,954 1,834 (120) 60012.1531 Fringe benefits:Employer Paid PERS 33,170 42,403 49,553 7,150 60015.0000 Wellness program reimbursement 56 - -
60027.0000 Taxes - non safety 3,644 2,074 2,010 (64)
60031.0000 Payroll adjustment 2,140 - -
Salaries & Benefits 355,801 230,081 235,071 4,990
62085.0000 Other Professional Services $ 186,745 $ 210,000 $ 210,000 $ 62170.0000 Private Contractual Services 98,108 158,725 158,725 62300.0000 Special Departmental Supplies 40,989 29,291 29,291 62496.0000 Fund 537 computer system rental 9,246 9,478 10,457 979 62700.0000 Memberships & Dues - 6,436 6,436
62895.0000 Miscellaneous expenses 4,027 4,000 4,000
Materials, Supplies & Services 339,116 417,930 418,909 979 Total Expenses $ 694,917 $ 648,011 $ 653,980 $ 5,969

1.700 1.700
13 Recreation Services Division
Stough Canyon Nature Center
001.PR31E

OBJECTIVES
- Provide an active adult docent program and junior docent program. - Provide program opportunities and classes for the public including special events and themed hikes. - Conduct seasonal full-day nature camps for youth.
- Coordinate educational program opportunities for groups such as schools, outside camps, and scout groups. - Coordinate the Haunted Adventure Halloween event.
- Enhance the use of the facility through private rentals and the Go Party! Program.

The Stough Canyon Nature Center, nestled in the Verdugo Mountains, provides the public with a convenient way to enjoy an oasis of natural habitat and beautiful surroundings. The Nature Center offers a variety of opportunities for the public to learn more about the wildlife, flora, fauna, and habitat in this area of Los Angeles County through planned activities, exhibits, and nature hikes. Partial funding is provided by a maintenance and servicing agreement with the Los Angeles County - Regional Park and Open Space District.

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

CHANGES FROM

PRIOR YEAR

3.318
$ 168,642 $ 264,022 $ 294,078 $ 30,056
896 1,500 1,500
35,914 65,458 50,451 (15,007)
2,621 3,403 3,465 62
15,640 22,150 27,735 5,585
2,104 3,896 4,221 325
26,335 39,250 30,716 (8,534)
113 - -
2,369 3,828 4,286 458
684 - -
255,317 403,507 416,453 12,946
$ 23,426 $ 23,247 $ 23,247
465 600 600
7,487 13,000 13,000
9,442 11,367 11,367
3,689 3,900 3,900
922 1,000 1,000
20,434 24,941 30,604 5,663
1,369 1,400 1,400
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
62000.0000 Utilities
62085.0000 Other Professional Services
62165.0000 Special Recreation Contract Service
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62310.0000 Office supplies, postage & printing
62496.0000 Fund 537 computer system rental
62685.0000 Holiday decorations - City
Materials, Supplies & Services 67,233 79,455 85,118 5,663 Total Expenses $ 322,551 $ 482,962 $ 501,571 $ 18,609

4.6504.650
14 Recreation Services Division
Youth Resource Program
001.PR31F

OBJECTIVES
- Provide administrative support for FSA to provide youth counseling services throughout the BUSD. - Provide administrative support for BGC to provide a middle-school afterschool program.

The Youth Resource Program oversees contracts/agreements with the Family Service Agency (FSA) and Boys and Girls Club (BGC) to provide youth development and enrichment opportunities.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
245,000 $ - $ -
31,250 - -
4,188 3,428 6,708 3,280
682 829 829
- 270,000 270,000
281,120 274,257 277,537 3,280
62135.1002 Governmental Services:Counseling
$ 62135.1010 Gov Services:Middle school
62496.0000 Fund 537 computer system rental
62895.0000 Miscellaneous expenses
62970.0000 Holding
Materials, Supplies & Services
Total Expenses
$ 281,120 $ 274,257 $ 277,537 $ 3,280
15 Recreation Services Division
Ovrom Park Program
001.PR31H

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Offer on a quarterly basis, a variety of special interest classes and programs for all ages. - Provide facility accessibility and equipment for community organizations. - Monitor the use of the facility by permit users.
- C
oordinate the specialty day camps for children ages 5-14 years during the summer. - Coordinate the Seasonal Breakfast with Santa special event. - Coo
rdinate the after-school programs offered at the various park and elementary school sites throughout the City.

The Ovrom Park Program provides recreation programs, instructional classes, summer camps, and drop-in recreational activities for citizens of all ages.
$25,000 in special recreation services funding was transferred from the Cultural Services Program section (PR32D) to the Ovrom Park Program (PR31H). Art Experiences day camp transferred to Ovrom Park Program. $1,000 in funding for special department supplies was was transferred from the Cultural Services Program section to the Ovrom Park Program.

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

CHANGES FROM

PRIOR YEAR

2.850
$ 133,656 $ 200,263 $ 229,169 $ 28,906
470 1,500 1,500
18,535 33,534 46,732 13,198
2,252 2,923 2,733 (190)
9,936 14,046 21,451 7,405
2,065 3,378 3,905 527
11,222 4,575 19,245 14,670
1,986 2,904 3,345 441
1,268 - -
181,389 263,123 328,081 64,958
$ 32,442 $ 37,100 $ 37,100 $
- - 2,850 2,850
62,914 70,750 70,750
- - 25,000 25,000
7,315 8,000 9,000 1,000
548 1,000 1,000
2,254 1,800 1,800
21,401 20,210 29,753 9,543
2,238 2,000 2,000
129,112 140,860 179,253 38,393
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
62000.0000 Utilities
62085.0000 Other Professional Services
62165.0000 Special Recreation Contract Service
62165.1001 Special Recreation Contract Service
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62310.0000 Office supplies, postage & printin g
62496.0000 Fund 537 computer system rental
62685.0000 Holiday decorations
Materials, Supplies & Services
Total Expenses
$ 310,501 $ 403,983 $ 507,334 $ 103,351

3.2253.225
16 Recreation Services Division
Daycamp and Afterschool Program
001.PR32A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide a comprehensive program of day camp activities, including games, sports, aquatics, and excursions. - Provide day camp extended care before and after regular operating hours to better serve working parents. - Provide after-school programming for eight elementary schools. - Coordinate and oversee after-school care for kindergarteners through Kinder Club. - Provide a separate day camp program designed specifically for youth ages 11 to 14, to include a variety of activities, oexcursions, and special events.

The Summer Daycamp and Afterschool Program provides day camps during the summer, winter, and spring breaks, and the Afterschool Daze Program during the school year. The Afterschool Daze Program and Kinder Club Program service eight Burbank Unified elementary schools with a total of 10 programs. The program offers a structured, enriching, and safe environment for over 500 elementary-age children during after-school hours. Summer day camps are offered for children ages 5-14 and provide an opportunity for children to experience and enjoy a variety of fun and exciting summer activities.

To maintain quality supervision and enhance the safety of participants in the After School Daze (ASD) program, additional seven Work Trainee II positions were increased to .300 Full-Time Equivalents (FTEs). Increased four Recreation Leaders from .380 FTE to .630 FTE. An additional $2,700 was added to Special Department Supplies account to for cellular field equipment used by Department staff for Afterschool Daze programming. Private Contractual Services and Special Recreation Contract Services accounts were increased to cover field trip and bus costs.

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

CHANGES FROM

PRIOR YEAR

21.485 22.680 2.120
$ 1,181,162 $ 947,125 $ 1,204,720 $ 257,595
8,983 12,192 12,192
95,745 80,438 161,300 80,862
16,973 22,032 17,465 (4,567)
85,421 37,507 114,934 77,427
17,475 21,494 25,649 4,155
106,629 156,228 167,608 11,380
394 - -
17,497 13,733 17,645 3,912
1,065 - -
1,531,345 1,290,749 1,721,512 430,763
$ 52,804 $ 59,098 $ 67,098 $ 8,000
46,230 70,951 80,251 9,300
44,055 46,600 49,300 2,700
57,375 40,004 40,004
2,878 3,250 3,250
10,176 13,378 13,337 (41)
90,460 95,099 93,635 (1,464)
750 1,000 1,000
2,055 2,000 2,000
306,783 331,380 349,875 18,495

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
62165.0000 Special Recreation Contract Services

62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62310.0000 Office supplies, postage & printing
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses $ 1,838,127 $ 1,622,129 $ 2,071,387 $ 449,258

20.560
17 Recreation Services Division
Organized Sports Program
001.PR32B

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Offer year-round organized sports leagues for adults. - Organize broad year-round sports programs and leagues for youth. - Coordinate special events for participants in youth sports programs including Civitan Jamboree Day. - Coordinate community events at local professional sporting events including LA Lakers LA Dodgers, LA Clippers, LA Kings, oand LA Galaxy Days.
- Recruit, instruct, and certify game officials and scorekeepers for the City's organized sports leagues. - Develop and conduct training for volunteer coaches working with youth teams. - Provide liaison and program support for the Burbank Athletic Federation (BAF). - In coordination with the BAF, provide liaison staff and program support for the Burbank Athletics Walk of Fame.

The Organized Sports Program provides youth and adult sports programs, including volleyball, basketball, track and field, softball, baseball, pickleball, cross country, and flag football. This section also trains game officials and scorekeepers and provides seasonal instructional leagues, sports camps, and several major citywide special events.

An additional $7,000 was added to the Reimbursable Materials account to offset the cost of purchasing tickets for local professional sporting events, including LA Lakers, for several community events held throughout the year.

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

CHANGES FROM

PRIOR YEAR

12.785
$ 916,146 $ 886,187 $ 983,536 $ 97,349
5,560 7,854 7,854
143,426 106,449 131,055 24,606
9,377 10,085 11,331 1,246
73,223 45,010 92,166 47,156
8,347 11,930 13,908 1,978
164,212 173,339 144,455 (28,884)
641 - -
13,436 12,850 14,375 1,525
15,570 - -
1,349,937 1,253,704 1,398,680 144,976
$ 3,867 $ 11,000 $ 11,000
680,491 347,710 347,710
429,000
73,549
- 429,000
50,585 50,585
2,056 28,450 35,450 7,000
6,676 6,200 6,200
745 - -
26,795 31,393 27,841 (3,552)
64,887 72,956 85,541 12,585
859,064 977,294 993,327 16,033
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
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62085.0000 Other Professional Services
62165.0000 Special Recreation Contract Service
62165.1000 Special Recreation Contract Service
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62310.0000 Office supplies, postage & printing
62450.0000 Building grounds maintenance
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses
$ 2,209,001 $ 2,230,998 $ 2,392,007 $ 161,009

13.93313.933
18 Recreation Services Division
Aquatics Program
001.PR32C

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide American Red Cross Learn-to-Swim lessons and aquatics fitness programs for all ages. - Organize and oversee American Red Cross training programs for lifeguarding and water safety instruction. - Coordinate and provide programming for lap swim, master swim team, youth water polo, synchronized swim team, and oyouth swim teams.
- Conduct various special events for aquatic patrons including Polar Plunge, Rock-a-Hula, Summer Kickoff,  4th of July Celebration, and Floating Pumpkin Patch.
- Provide pool party rental opportunities through the Go! Party Program during the spring, summer, and fall seasons.

The Aquatics Program provides a comprehensive aquatic program for participants of all ages at the McCambridge Park 50- meter pool (seasonal) and the Verdugo Aquatic Facility 50-meter and activity pool (year-round).

An additional $19,500 was added to the Special Recreation Contract Services account to support third-party contract instructors using an Instructional Services Agreement (ISA) for aquatic classes. To meet the Department's operational needs, a Recreation Supervisor was upgraded to Aquatics Supervisor.

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

CHANGES FROM

PRIOR YEAR

15.230
$ 786,477 $ 702,870 $ 811,302 $ 108,432
3,212 9,386 9,386
70,493 58,074 124,682 66,608
11,782 14,592 12,486 (2,106)
45,586 25,379 76,653 51,274
6,224 7,872 10,304 2,432
60,035 94,855 90,792 (4,063)
34 - -
11,777 10,192 11,900 1,708
1,745 - -
997,365 923,220 1,147,505 224,285
$ 93,339 $ 115,200 $ 134,700 $ 19,500
9,773 10,000 10,000
43,562 29,800 29,800
1,980 1,980 1,980
1,573 2,390 2,390
72,613 80,402 86,939 6,537
222,840 239,772 265,809 26,037
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
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
62165.0000 Special Recreation Contract

62170.0000 Private Contractual Services
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62310.0000 Of fice supplies, postage & printing
62496.0000 Fund 537 computer system rental
Materials, Supplies & Services
Total Expenses $ 1,220,204 $ 1,162,992 $ 1,413,314 $ 250,322

14.230 14.230
19 Community Services Division
Cultural Services Program
001.PR32D

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Offer quarterly visual and performing art classes for youth and adults. - Maintain and update content on the Burbank Arts website. - Provide liaison support to the Burbank Cultural Arts Commission and other arts organizations. - Coordinate and conduct at least ten gallery shows each year at the Betsy Lueke Creative Arts Center Gallery. - Coordinate the annual Youth Art Expo with the Burbank Unified School District. - Coordinate with the Fine Arts Federation to provide a membership show and the Holiday Boutique.

The Cultural Services Program provides a variety of performing and visual arts programs, exhibits, instructional classes, workshops, and special events to the Burbank community.

Art in Public Places one-time restrictive funding in the amount of $7,500 has been added to the Special Departmental Supplies account to pay for Phase 9 of the Burbank Arts Utility Box Beautification Program that will commission artists to paint a total of six new utility boxes. Since its inception, a total of 68 utility boxes have been painted. Two Work Trainee I positions were downgraded from .350 FTE and .150 FTE to .100 FTE each and to Recreation Leader from .500 FTE to .600 FTE to better reflect the scope of work. $25,000 in special recreation services funding was transferred from the Cultural Services Program section (PR32D) to the Ovrom Park Program (PR31H). Art Experiences day camp transferred to Ovrom Park Program. $1,000 in funding for special department supplies was was transferred from the Cultural Services Program section to the Ovrom Park Program.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 4.260 (0.200)
60001.0000 Salaries & wages $ 297,956 $ 378,097 $ 448,659 $ 70,562 60006.0000 Overtime - non safety 2,762 1,386 1,386
60012.0000 Fringe benefits 60,808 83,027 84,666 1,639
60012.1008 Fringe benefits:Retiree benefits 3,390 4,369 4,279 (90) 60012.1509 Fringe benefits:Employer paid PERS 29,088 33,323 42,344 9,021 60012.1528 Fringe benefits:Workers Comp 2,907 4,926 6,400 1,474 60012.1531 Fringe benefits:Employer Paid PERS 54,302 51,950 56,612 4,662 60015.0000 Wellness program reimbursement 56 -
-
60027.0000 Taxes - non safety 4,320 5,482 6,526 1,044
60031.0000 Payroll adjustment 3,067 - -
Salaries & Benefits 458,656 562,560 650,872 88,312
62085.0000 Other Professional Services $ 15,679 $ 17,850 $ 7,500 $ (10,350) 62165.0000 Special Recreation Contract Service 113,611 82,120 82,120 62165.1001 Special Recreation Contract Service - 25,000 (25,000) 62300.0000 Special Departmental Supplies 6,924 13,547 12,547 (1,000)

5.0605.260
-
20 Community Services Division
Cultural Services Program
001.PR32D

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
3,845 5,000 5,000
13,844 17,586 17,586
1,580 3,000 3,000
539 - -
27,365 26,512 38,988 12,476
70,388 100,000 100,000
199 658 658
253,974 291,273 267,399 (23,874)
62300.1014 Special Department Supplies:Cultural
62305.0000 Reimbursable materials
62310.0000 Office supplies, postage & printing
62435.0000 General equipment maintenance
62496.0000 Fund 537 computer system rental
62660.0000 Performing arts
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 712,630 $ 853,833 $ 918,271 $ 64,438
21 Community Services Division
Commercial and Special Events Program
001.PR32E

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Coordinate and conduct holiday and seasonal special events, including the annual Fourth of July celebration at the Starlight Bowl and the Mayor's Tree Lighting Ceremony.

The Commercial and Special Events Program coordinates, provides, and facilitates various citywide events with a variety of civic groups and organizations.
$2,135 was transferred from reimbursable materials to holiday decorations and $500 was transferred from special department supplies to miscellaneous expenses to better reflect expenditures.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 0.050 0.050
60001.0000 Salaries & wages $ 6,837 $ 6,565 $ 6,565 $
60006.0000 Overtime - non safety - 2,185 2,185
60012.0000 Fringe benefits 1,414 1,100 1,473 373
60012.1008 Fringe benefits:Retiree benefits 43 51 41 (10) 60012.1509 Fringe benefits:Employer paid PERS 658 631 616 (15) 60012.1528 Fringe benefits:W
orkers Comp 52 74 83 9
60012.1531 Fringe benefits:Employer Paid PERS 1,036 1,227 1,292 65 60027.0000 T
axes - non safety 101 95 127 32
60031.0000 Payroll adjustment 255 - -
Salaries & Benefits 10,395 1
1,928 12,382 454
62300.0000 Special Departmental Supplies $ 16,472 $ 66,516 $ 16,016 $ (50,500) 62305.0000 Reimbursable materials - 2,135 0 (2,135)
62496.0000 Fund 537 computer system rental 16,228 13,246 25,810 12,564 62680.0000 Independence day celebration 38,000 39,000 39,000 62685.0000 Holiday decorations - City 6,795 12,848 14,983 2,135 62895.0000 Miscellaneous expenses 1,000 1,000 1,500 500 Materials, Supplies & Services 78,495 134,745 97,309 (37,436) Total Expenses $ 88,890 $ 146,673 $ 109,691 $ (36,982)

0.050
22 Recreation Services Division
Athletic Leagues
001.PR32F

OBJECTIVES
- Provide support and assurance that each league is conducted in a safe and organized manner. - In coordination with the Burbank Athletic Federation, establish procedures and administer required discipline for game oinfractions.
- Ensure that the majority of needed resources for league operations are collected through Athletic League fees. - Provide oversight of all sports facilities.
- Establish and support a code of conduct for participants, coaches, managers, officials, and spectators to ensure good osportsmanship.
- Provide for awards, schedules, supplies, registration fees, uniforms, game forfeitures, and program improvements.

The Athletic Leagues program provides the operational and resource support for the delivery of year-round youth and adult athletic leagues conducted at a variety of the City's athletic facilities.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 3,244 $ 17,500 $ 17,500 $
68,914 182,600 47,600 (135,000)
113,558 92,600 92,600
43,860 50,000 50,000
9,804 13,252 17,645 4,393
6,389 5,119 10,366 5,247
800 800 800
246,570 361,871 236,511 (125,360)
62085.0000 Other Professional Services
62300.0000 Special Departmental Supplies
62305.0000 Reimbursable materials
62450.0000 Building grounds maintenance
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
Materials, Supplies & Services
Total Expenses $ 246,570 $ 361,871 $ 236,511 $ (125,360) 23 Community Services Division
Burbank Volunteer Programs
001.PR41A

OBJECTIVES
- Recruit, screen, and place prospective individuals of all ages to become volunteers. - Recruit volunteer stations where volunteers can be assigned. - Provide approximately 750 volunteers to around 40 volunteer stations, delivering 130,000 hours of service annually. - Recruit station supervisors to assist in the training of volunteers. - Coordinate the publication of the volunteer newsletter, which is distributed to over 800 volunteers four times per year. - Provide instructional meetings for volunteers.
- Coordinate the annual Burbank Volunteer Program Recognition and Fair. - Administer a National Background screening for volunteers. - Administer Project Hope to pair Burbank residents 55+ with a volunteer to assist with errands, grocery shopping, and ocompanionship.
- Coordinate Phone Pals a volunteer telephone companionship program.

The Burbank Volunteer Program (BVP) provides the personnel necessary to recruit, interview, screen, and refer volunteers in needed areas and programs throughout the City. This program benefits the community, in particular, the community member participants who "get involved," utilizing their individual abilities to provide service throughout the community.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
Staff Years 1.500
60001.0000 Salaries & wages $ 54,000 $ 120,293 $ 148,823 $ 28,530 60006.0000 Overtime - non safety - 177 177
60012.0000 Fringe benefits 11,269 30,973 32,301 1,328
60012.1008 Fringe benefits:Retiree benefits 1,185 1,538 1,781 243 60012.1509 Fringe benefits:Employer paid PERS 5,060 11,560 14,239 2,679 60012.1528 Fringe benefits:Workers Comp 1,109 1,862 2,257 395 60012.1531 Fringe benefits:Employer Paid PERS 5,183 - 9,460 9,460 60027.0000 Taxes - non safety 782 1,744 2,160 416
60031.0000 Payroll adjustment 642 - -
Salaries & Benefits 79,231 168,147 211,198 43,051
62085.0000 Other Professional Services $ 6,623 $ 12,000 $ 12,000 $ 62170.0000 Private Contractual Services 1,000 1,000 1,000 62220.0000 Insurance 102,602 115,929 136,366 20,437
62300.0000 Special Departmental Supplies 3,065 7,970 7,970 62310.0000 Office supplies, postage & printing 1,415 2,907 2,907 62485.0000 Fund 535 communications rental rate 25,262 25,262 25,262 62496.0000 Fund 537 computer system rental 8,046 8,051 12,683 4,632 Materials, Supplies & Services 148,013 173,119 198,188 25,069 Total Expenses $ 227,244 $ 341,266 $ 409,386 $ 68,120

2.1872.187
24 Community Services Division
Supplemental Nutrition Program
001.PR42A

OBJECTIVES

CHANGES FROM PRIOR YEAR
- Provide 90,000 congregate and home-delivered meals to seniors over the age of 60. - Provide recreational opportunities and special events in conjunction with the congregate meal program. - Provide annual recognition events to volunteers who help serve the congregate meals and deliver the home-delivered omeals.
- Provide nutritionally well-balanced meals that meet the nutritional requirements of the Federal Older American Act and oprovide at least one-third of the United States Department of Agriculture (USDA) requirements for adults 60 years of age oand over.
- Provide liaison support to the Burbank Nutrition Advisory Group. - Coordinate a holiday meal program that provides home-delivered Thanksgiving and Christmas dinners for homebound oseniors.

The Supplemental Nutrition Services Program is partially funded by a grant from the Los Angeles Area Agency on Aging to provide congregate and home-delivered meal programs in Burbank. The Congregate Meal Program provides nutritious, balanced meals in a safe, friendly, and supportive group setting, in conjunction with a variety of community-based services that maximize the seniors' independence and quality of life. The Home Delivered Meal Program assists frail and disabled homebound adults 60 years of age and older so they may live healthy, dignified lives, and remain independent and self- sufficient in their own homes as long as possible. Meals are prepared in the central kitchen five days per week at McCambridge Recreation Center and are distributed to the Joslyn Adult Center and the Tuttle Adult Center congregate sites, as well as home-delivery recipients.
$5,000 was transferred from the Special Department Supplies account to Miscellaneous Expenses to better reflect anticipated expenditures.

EXPENDITURES BUDGET BUDGET CHANGES FROM
FY 2023-24 FY 2024-25 FY 2025-26 PRIOR YEAR
$ 862,308 $ 525,084 $ 520,084 $ (5,000)
2,288 1,000 1,000
12,407 25,467 25,467
37,066 57,119 45,095 (12,024)
6,187 5,919 12,081 6,162
- 160 160
514 1,085 6,085 5,000
920,770 615,834 609,972 (5,862)
62300.0000 Special Departmental Supplies
62310.0000 Office supplies, postage & printing
62435.0000 General equipment maintenance
62475.0000 Fund 532 vehicle equipment rental
62496.0000 Fund 537 computer system rental
62700.0000 Memberships & Dues
62895.0000 Miscellaneous expenses
Materials, Supplies & Services
Total Expenses
$ 920,770 $ 615,834 $ 609,972 $ (5,862)
25 Community Services Division
Congregate Meals
001.PR42B

CHANGES FROM PRIOR YEAR
To meet the Department's operational needs providing home delivery and congregate meals to seniors, two.950 FTE Social Services Coordinator positions were upgraded to 1.000 FTE, and one Senior Food Services Aide position was downgraded from 1.000 FTE to 0.900 FTE.

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

CHANGES FROM

PRIOR YEAR

8.899
$ 558,143 $ 479,884 $ 503,658 $ 23,774
102 766 766
95,498 129,600 102,608 (26,992)
6,664 8,203 6,804 (1,399)
47,870 44,167 47,595 3,428
18,026 23,015 19,713 (3,302)
79,886 83,133 81,302 (1,831)
903 - -
8,101 6,958 7,314 356
201 - -
815,394 775,726 769,762 (5,964)
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
Total Expenses $ 815,394 $ 775,726 $ 769,762 $ (5,964)

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

CHANGES FROM

PRIOR YEAR

5.259
$ 268,100 $ 401,293 $ 407,017 $ 5,724
49 - -
45,933 114,242 93,454 (20,788)
4,578 5,290 5,535 245
22,990 36,444 38,156 1,712
14,040 24,524 19,632 (4,892)
54,005 60,893 58,034 (2,859)
391 - -
3,887
5,819 5,902 83
97 - -
414,071 648,505 627,730 (20,775)
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
6 0015.0000 Wellness program reimbursement
60027.0000 Taxes - non safety
60031.0000 Payroll adjustment
Salaries & Benefits
Total Expenses $ 414,071 $ 648,505 $ 627,730 $ (20,775) Home Delivery
001.PR42C

6.847

8.3128.312

6.847
26 Community Services Division
Information and Assistance Program
001.PR43A