Agenda packet — Burbank City Council, January 13, 2026 (part 4 of 4)

Increase (Decrease)
Total Pension
Liability
Plan Fiduciary
Net Position
Net Pension
Liability
Balances at measurement date June 30, 2023 $ 379,746$ 273,031$ 106,715 Changes in the Year:

Service cost 6,888 - 6,888
Interest on the total pension liability 25,718 - 25,718 Difference between actual and expected experience 497 - 497 Contribution - employer - 11,794 (11,794)
Contribution - employee - 3,250 (3,250)
Net investment income - 26,039 (26,039)
Administrative expenses - (222) 222
Benefit payments, including refunds of employee contributions (21,910) (21,910) - Net Changes 11,193 18,951 (7,758)
Balance at measurement date June 30, 2024 $ 390,939$ 291,982$ 98,957 75 559
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(17) PENSION PLANS (CONTINUED)
C - Changes in the Net Pension Liability (CONTINUED)
The changes in the net pension liability for the Fire Plan are as of the measurement date are as follows (actual amounts):

Increase (Decrease)
Total Pension
Liability
Plan Fiduciary
Net Position
Net Pension
Liability
Balances at measurement date June 30, 2023 $ 288,735$ 221,969$ 66,766 Changes in the Year:

Service cost 4,805 - 4,805
Interest on the total pension liability 19,892 - 19,892 Difference between actual and expected experience 5,190 - 5,190 Contribution - employer - 8,162 (8,162)
Contribution - employee - 2,599 (2,599)
Net investment income - 21,157 (21,157)
Administrative expenses - (181) 181
Benefit payments, including refunds of employee contributions (16,066) (16,066) - Net Changes 13,821 15,671 (1,850)
Balance at measurement date June 30, 2024 $ 302,556$ 237,640$ 64,916 Sensitivity of the Net Pension Liability to Changes in the Discount Rate The following presents the net pension liability of the City for each Plan, calculated using the discount rate for each Plan, as well as what the City’s net pension liability would be if it were calculated using a discount rate that is 1-percentage point lower or 1-percentage point higher than the current rate (actual amounts):

Miscellaneous Pension Plan
1% DecreaseCurrent Discount Rate1% Increase
Percent 5.90% 6.90% 7.90%
Net Pension Liability $354,675 $209,248 $89,356
Police Pension Plan
1% DecreaseCurrent Discount Rate1% Increase
Percent 5.90% 6.90% 7.90%
Net Pension Liability $150,771 $98,957 $56,467
Fire Pension Plan
1% DecreaseCurrent Discount Rate1% Increase
Percent -% 6.90% 7.90%
Net Pension Liability $104,669 $64,916 $32,158
Pension Plan Fiduciary Net Position
Detailed information about each pension plan’s fiduciary net position is available in the separately issued CalPERS financial reports.
76 560
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(17) PENSION PLANS (CONTINUED)
D - Pension Expenses and Deferred Outflows/Inflows of Resources Related to Pensions For the measurement year ended June 30, 2024, the City recognized pension expense/(income) of $38,015 for Miscellaneous, $14,996 for Police and $10,420 for Fire. At June 30, 2025, the City reported deferred outflows of resources and deferred inflows of resources related to pensions from the three City Plans: Miscellaneous, Police and Fire.

Miscellaneous Plan
Deferred
Outflows
of Resources
Deferred
Inflows
of Resources
Pension contributions subsequent to measurement date $ 30,771$ - Differences between actual and expected experience 5,851 216 Change of assumptions 1,840 -
Net differences between projected and actual earnings on plan investments13,086 - Total $ 51,548$ 216
The $30,771 reported as deferred outflows of resources related to contributions subsequent to the measurement date will be recognized as a reduction of the net pension liability in the year ending June 30, 2026. Other amounts reported as deferred outflows and inflows of resources related to pensions will be recognized as pension expense as follows:

Year Ending
June 30 Amount
2026 $ 3,865
2027 24,667
2028 (3,370)
2029 (4,601)
Thereafter -
Police plan
Deferred
Outflows
of Resources
Deferred
Inflows
of Resources
Pension contributions subsequent to measurement date $ 11,794$ - Differences between actual and expected experience 2,095 1,195 Change of assumptions 2,837 -
Net differences between projected and actual earnings on plan investments4,192 - Total $ 20,918$ 1,195
77 561
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(17) PENSION PLANS (CONTINUED)
D - Pension Expenses and Deferred Outflows/Inflows of Resources Related to Pensions (CONTINUED) Police plan (CONTINUED)
The $11,794 reported as deferred outflows of resources related to contributions subsequent to the measurement date will be recognized as a reduction of the net pension liability in the year ending June 30, 2026. Other amounts reported as deferred outflows and inflows of resources related to pensions will be recognized as pension expense as follows:

Year Ending
June 30 Amount
2026 $ 2,341
2027 8,126
2028 (1,049)
2029 (1,489)
Thereafter -
Fire plan
Deferred
Outflows
of Resources
Deferred
Inflows
of Resources
Pension contributions subsequent to measurement date $ 8,162$ - Differences between actual and expected experience 4,579 - Change in assumptions 2,657 -
Net differences between projected and actual earnings on plan investments3,567 - Total $ 18,965$ -
The $8,162 reported as deferred outflows of resources related to contributions subsequent to the measurement date will be recognized as a reduction of the net pension liability in the year ending June 30, 2026. Other amounts reported as deferred outflows and inflows of resources related to pensions will be recognized as pension expense as follows:

Year Ending
June 30 Amount
2026 $ 2,657
2027 8,256
2028 232
2029 (342)
Thereafter -
(18) POST EMPLOYMENT BENEFITS OTHER THAN PENSIONS
The City contributes to three post retirement medical benefit plans:

PEMHCA
The CalPERS Public Employees' Medical and Hospital Care Act (PEMHCA) plan under the authority of section 22750 to 22948 of the state of California's government code, is a defined benefit agent multiple employer plan.

The City pays the required PEMHCA minimum contribution for all miscellaneous and safety employees retiring directly from the City who enroll in a CalPERS medical plan. The 2025 PEMHCA minimum contribution 78 562
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(18) POST EMPLOYMENT BENEFITS OTHER THAN PENSIONS (CONTINUED)

PEMHCA (CONTINUED)
amount is $158 per month. In addition, the City pays retiree health contribution amounts of $100 per month for 12 management retirees, and $188 per month for 9 IBEW retirees. For these management/IBEW retirees, the PEMHCA minimum required contribution of $158 is paid in addition to the retiree health contribution amounts.

The PEMHCA benefit provisions are established and amended through negotiations between the City and its unions.

BERMT
The Burbank Employees Retiree Medical Trust (BERMT) is a defined contribution plan. The BERMT was established in April 2003 by the city's employee associations to provide post-retirement medical benefits to all non-safety employees, including elected and appointed officials. BERMT members represented by a bargaining group are required to contribute $50 per pay period, and the City contributes $50 per pay period for these members. BERMT members unrepresented by a bargaining group are not able to make employee contributions, and the City contributes $100 per pay period for these members and $50 per pay period for City Council members that are eligible to participate in BERMT. BERMT plan provisions and contribution requirements are established by and may be amended by the BERMT board. The trust is controlled by the seven voting members from the various employee associations appointed to three-year terms. The City appoints an eighth member to the board, but that member is non-voting. Investments are determined by the BERMT plan trustees, and are governed by ERISA provisions. Eligibility for benefits requires that members are retired from the City and have reached age 58 with a minimum of 5 years of contributions into the plan. The benefit ranges from $150 to $630 in reimbursements per month based on number of contributions, for eligible medical expenses. For the fiscal year 2024-25, the City contributed $1,630 to BERMT.

URMT
The Utility Retiree Medical Trust is a defined benefit agent multiple employer plan, established during the 2008- 09 fiscal year for IBEW members and 12 management employees as a supplement to benefit payments from BERMT and PEMHCA. The total target benefit is $1,200/month for individuals age 50 to age 64 and $750/month for those age 65 and above, with the exception that for qualifying employees who retire after December 16, 2015 and who have not contributed to Medicare while employed at Burbank and who are also not otherwise eligible for premium-free Medicare Part A at age 65 and older, the maximum amount at age 65 and older shall be $975/month, including payments from BERMT, PEMHCA minimum and Utility Retiree Medical Trust. For the fiscal year 2024-25, the City contributed $48.

The City has pre-funded the PEMHCA and URMT Plans through CalPERS OPEB Trust (CERBT) and has a policy of contributing 100% of the City's Actuarially Determined Contribution (ADC) each year. For the fiscal year 2024-25 (measurement period of June 30, 2024), the City contributed $4,768 consisting of $1,782 in implied subsidy payment contributions netted against $3,138 in benefit payments and administrative expense. The City's General Fund is the major fund used to liquidate the PEMHCA Plan while the Electric Utility Fund is the sole source of liquidation for the URMT Plan.

The CERBT is a tax qualified irrevocable trust, organized under Internal Revenue Code (IRC) Section 115, established to pre-fund OPEB as described in GASB Statement 45. The CERBT issues a publicly available financial report that includes financial statements and required supplementary information for the City, not individualized, but in aggregate with the other CERBT participating agencies. This report may be obtained at the following address:

PEMHCA CERBT - State of California PERS - 400 Q St. - Sacramento, CA 95811 The Utility Retiree Medical Trust does not issue a separate financial statement. 79 563
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(18) POST EMPLOYMENT BENEFITS OTHER THAN PENSIONS (CONTINUED) Employees Covered
As of June 30, 2025 valuation date, the following current and former employees were covered by the plans:

PEMHCA URMT
Inactive employees or beneficiaries currently receiving benefits641 72 Inactive employees entitled to but not yet receiving benefits586 - Active employees 1,367 151
Total 2,594 223
Contributions
The URMT and PEMHCA contribution requirements are established by City policy and may be amended. The annual contribution is based on the actuarially determined contribution. For the fiscal year ended June 30, 2025, the City's total contributions of $4,230 consist of payments to the trust of $4,178 to PEHMCA; $52 to URMT.

Net OPEB Liability
The City's net OPEB liability was measured as of June 30, 2024 and the total OPEB liability used to calculate the net OPEB liability was determined by an actuarial valuation dated June 30, 2023. A summary of the principal assumptions and methods used to determine the total OPEB liability is shown below.

PEMHCA URMT
Valuation Date June 30, 2023 June 30, 2023
Measurement Date June 30, 2024 June 30, 2024
Actuarial Cost Method
Entry-Age Normal
Cost Method
Entry-Age Normal
Cost Method
Actuarial Assumptions:

Discount Rate 6.25% 6.25%
Inflation 2.50% 2.50%
Payroll Growth 2.75% 2.75%
Projected Salary Increase 2.75% 2.75%
Expected long term investment rate of return 6.25% 6.25% Healthcare cost trend rates (PEMHCA) 6.25% Medicare (Kaiser)

7.50% Medicare (non-Kaiser)

8.5% Non-Medicare
decreasing to 3.45% in 2076 and later
Benefit Increase trend rates (URMT) 0% to 2023, then 3.5% after Pre-retirement turnover Derived from CALPERS pension plan Mortality (2) (2)
(2)The probabilities of mortality are derived using the CalPERS 2000-2019 Experience Study.

The actuarial assumptions used in the June 30, 2024 valuation were based on a standard set of assumptions the actuary has used for similar valuations, modified as appropriate for the City. 80 564
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(18) POST EMPLOYMENT BENEFITS OTHER THAN PENSIONS (CONTINUED) Net OPEB Liability (CONTINUED)
The long-term expected rate of return was determined using a building-block method in which best-estimate ranges of expected future real rates of return (expected returns, net of OPEB plan investment expense and inflation) are developed for each major asset class. These ranges are combined to produce the long-term expected rate of return by weighing the expected future real rates of return by the target asset allocation percentage and by adding expected inflation. Best estimates of arithmetic real rates of return for each major asset class included in the OPEB plan's target asset allocation are summarized in the following table:

Asset Class Component
Target
Allocation
CERBT-
Strategy 1
Expected
Real Return
Global Equity 49.00% 4.56%
Fixed Income 23.00% 1.56%
TIPS 5.00% -0.08%
REITs 20.00% 4.06%
Commodities 3.00% 1.22%
Total 100.00%
The discount rate used to measure the total OPEB liability was 6.25%. The projection of cash flows used to determine the discount rate assumed that the City's contributions will be made at rates equal to the actuarially determined contribution rates. Based on those assumptions, the plan's fiduciary net position was projected to be available to make all projected OPEB payments for current active and inactive employees and beneficiaries. Therefore, the long-term expected rate of return on plan investments was applied to all periods of projected benefit payments to determine the total OPEB liability.

Change of Discount Rate
The discount rate used in the June 30, 2024 valuation was 6.25%, which did not change from the June 30, 2023 valuation discount rate of 6.25%.

Changes in the net OPEB liability - PEMHCA
Increase (Decrease)
Total
OPEB
Liability
Plan
Fiduciary
Net Position
Net
OPEB
Liability
Balances at June 30, 2023 (Measurement date) $ 57,912$ 44,054$ 13,858 Changes in the year:

Service cost 1,395 - 1,395
Interest on the total OPEB liability 3,610 - 3,610
Contributions - employer - 4,768 (4,768)
Net investment income - 4,950 (4,950)
Administrative expenses - (32) 32
Benefit payments (3,106) (3,106) -
Net changes 1,899 6,580 (4,681)
Balance at June 30, 2024 (Measurement date) $ 59,811$ 50,634$ 9,177 81 565
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(18) POST EMPLOYMENT BENEFITS OTHER THAN PENSIONS (CONTINUED) Changes in the net OPEB liability/(asset) - URMT
Increase (Decrease)
Total
OPEB
Liability
Plan
Fiduciary
Net Position
Net
OPEB
Liability/(Asset)
Balances at June 30, 2023 (Measurement date) $ 10,997$ 13,811$ (2,814) Changes in the year:

Service cost 308 - 308
Interest on the total OPEB liability 698 - 698
Contributions - employer - 70 (70)
Contributions - employee - 22 (22)
Net investment income - 1,517 (1,517)
Administrative expenses - (4) 4
Benefit payments (245) (245) -
Net changes 761 1,360 (599)
Balance at June 30, 2024 (Measurement date) $ 11,758$ 15,171$ (3,413) Sensitivity of the net OPEB liability/(asset) to changes in the discount rate The following presents the net OPEB liability/(asset) of the City, as well as what the City's net OPEB liability/(asset) would be if it were calculated using a discount rate that is 1 percentage point lower or higher than the current discount rate:

PEMHCA
1% Decrease Current Discount Rate1% Increase
Percent 5.25% 6.25% 7.25%
Net OPEB Liability $16,927 $9,177 $2,713
URMT
1% Decrease Current Discount Rate1% Increase
Percent 5.25% 6.25% 7.25%
Net OPEB Liability/(Asset) $(1,353) $(3,413) $(5,052)
Sensitivity of the net OPEB liability/(asset) to changes in healthcare cost trend rates The following presents the net OPEB liability/(asset) of the City, as well as what the City's net OPEB liability/(asset) would be if it were calculated using healthcare cost trend rates that are 1 percentage point lower or higher than the current healthcare cost trend rates:

PEMHCA
1% Decrease Current Trend 1% Increase
Net OPEB Liability $1,633 $9,177 $18,408
URMT
1% Decrease Current Trend 1% Increase
Net OPEB Liability/(Asset) $(6,312) $(3,413) $282
82 566
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(18) POST EMPLOYMENT BENEFITS OTHER THAN PENSIONS (CONTINUED) OPEB expense and deferred outflows/inflows of resources related to OPEB For the fiscal year ended June 30, 2025 the City recognized OPEB expense of ($1,224) and ($251) for PEMHCA and URMT, respectively. At June 30, 2025, the City reported deferred outflows of resources and deferred inflows of resources related to OPEB from the following sources:

PEMHCA
Deferred
Outflows
of Resources
Deferred
Inflows
of Resources
OPEB contributions subsequent to measurement date $ 4,178$ - Differences between actual and expected experience - 8,597 Change in assumptions 3,840 3,171
Differences between projected and actual earnings 290 - Total $ 8,308$ 11,768
URMT
Deferred
Outflows
of Resources
Deferred
Inflows
of Resources
OPEB contributions subsequent to measurement date $ 52 $ - Differences between actual and expected experience 86 1,109 Change in assumptions 157 1,137
Differences between projected and actual earnings 127 - Total $ 422$ 2,246
The $4,178 and $52 reported as deferred outflows of resources related to contributions subsequent to the measurement date for PEMHCA and URMT respectively, will be recognized as a reduction of the net OPEB liability in the year ending June 30, 2026. Other amounts reported as deferred outflows of resources and deferred inflows of resources related to OPEB will be recognized as OPEB expense as follows:

Year Ending
June 30 PEMHCA URMT
2026 $ (3,682)$ (448)
2027 411 32
2028 (1,115) (595)
2029 (1,351) (598)
2030 (1,901) (267)
Thereafter - -
$ (7,638)$ (1,876)
83 567
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(19) ADDITIONAL INFORMATION
Burbank Operable Unit (BOU)
Pursuant to a consent decree of March 25, 1992, Lockheed Martin Corporation (Lockheed) constructed a groundwater treatment system, now known as the BOU, on property within and owned by the City, designed to treat volatile organic compounds contaminating groundwater in parts of the San Fernando Groundwater Basin. A second consent decree, dated May 28, 1997, provided that Lockheed was responsible for the cost of operation and maintenance of the BOU, through at least December 11, 2018. The City recognized ownership of the BOU on December 1, 1998. However, due to the major uncertainties that existed concerning the realizability within reasonable limits of a fair value of the BOU, the City did not recognize any value associated with the BOU in the accompanying basic financial statements. On December 12, 2000, the commencement date, the City became responsible for oversight of the BOU. The BOU represents an ongoing obligation of Lockheed to mitigate damages to the aforementioned basin groundwater.

On June 8, 2018, the United States Environmental Protection Agency (EPA) issued a Unilateral Administrative Order (UAO) requiring Lockheed to design, construct and operate wells and conveyance piping that will enable Lockheed to pump and convey groundwater from the eastern portion of the North Hollywood Operable Unit (NHOU) to the BOU, and then cause the extracted groundwater to be treated at the BOU and delivered to the City of Los Angeles (Los Angeles). On September 11, 2018 the Burbank City Council approved two agreements concerning Lockheed’s obligations under the UAO. The first agreement between Lockheed and the City obligates Lockheed to design and construct wells and conveyance piping, in conjunction with continued funding of the City's operation of the BOU Treatment Facility, and to pay for the delivery of water to Los Angeles, until such time as the EPA issues an order that “no further action” is required to remediate the basin groundwater. The second agreement between Los Angeles and the City sets forth the terms and conditions for the City’s delivery of treated groundwater to Los Angeles. Neither agreement requires changes to financial obligations for the City’s operation of the BOU or the City’s operation of any new or additional facilities required under these agreements. It is projected that remediation activities to clean the basin groundwater and reach a condition of “no further action" required is more than 20 years into the future.

On July 17, 2025, The State Water Resources Control Board Division of Drinking Water issued Permit Amendment No. 1910179PA-005 that recognizes that the BOU treats elevated levels of perfluorooctanoic acid (PFOA), perfluorooctane sulfonic acid (PFOS) and perfluorohexane sulfonic acid (PFHxS) to below their respective individual Consumer Confidence Report Detection Levels.

Deficit Net Position
The Successor Agency Private-Purpose Trust fund has a deficit net position of $21,055, which is expected to be offset by future tax increment revenues to the extent that they are received. (20) HEDGE POLICIES AND OUTSTANDING HEDGE CONTRACTS
The Electric Utility Fund utilizes natural gas hedging as outlined in its Energy Risk Management Policy. The purpose of hedging is to protect against fluctuating prices and deliver stable and competitive rates to its retail customers.

Derivative Instruments
In accordance with GASB Statement No. 53, the Electric Fund recorded the fair values of its financial natural gas hedges on the statement of net position. As June 30, 2025, the fair value of the financial natural gas hedges was approximately $1,162, and was recorded as current assets and deferred inflow of resources on the Statement of Net Position. 84 568
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(20) HEDGE POLICIES AND OUTSTANDING HEDGE CONTRACTS (CONTINUED) Derivative Instruments (CONTINUED)
The Electric Utility Fund entered into natural gas hedging contracts to stabilize the cost of gas needed to produce electricity to serve its customers. It is designed to cap gas prices over a portion of the forecasted gas requirements. The Electric Utility Fund does not speculate when entering into financial transactions. Financial hedges are variable to fixed- price swaps, and hedge transactions are layered in to achieve dollar cost averaging. For the prior fiscal year, the Electric Fund entered three FY 2024-25 gas hedging contracts that resulted in the purchase of natural gas and were recorded in the Power supply expenses-retail account. As such, the related deferrals recorded in FY 2023-24 have been eliminated.

As of June 30, 2025, the Electric Fund's financial natural gas hedges are as follows:

Gas Hedging
Contract
Contract
Quantity
Contract
Price
First
Effective Date
Last
Effective Date Fair Value
FY25-28 1,826,000 MMBtu*$6.162 avg July 1, 2025 June 30, 2028 ($1,162) *one million British thermal units
The fair value of the natural gas hedges was affected by a decrease in the contracted natural gas prices during the year.

All fair values were estimated using a third party forward curve subscription by StoneX Financial Inc. (21) CALIFORNIA CAP-AND-TRADE PROGRAM AND RENEWABLE PORTFOLIOS The California Air Resources Board (CARB), the lead agency for the state's air quality management and climate change programs, administers the Cap-and-Trade Program, which includes the California Carbon Allowances (CCAs) and the Low Carbon Fuel Standard (LCFS) Programs. California Assembly Bill 32 (the California Global Warming Solutions Act of 2006) and the Senate Bill 32 (California Global Warming Solutions Act of 2016) established statewide targets to reduce greenhouse gas (GHG) emissions. SB-32 requires GHG emissions to be reduced to 40% below the 1990 levels by 2030.

In addition, Senate bill 100 (SB100), signed in September 2018, requires a joint agency report to the Legislature every four years and establishes a policy requiring that 100% of California’s electric retails sales be supplied by renewable energy and zero-carbon resources by 2045. These legislative acts collectively form the foundation for the California’s Energy Commissions Renewable Portfolio Standard (RPS) and long-term decarbonization goals for electric utilities statewide.

The Cap-and-Trade Program sets a statewide limit on the total amount of GHG emissions from large industrial facilities in California. Under this program, CARB allocates CCAs to load serving entities, which give agencies the right to emit a specific amount of carbon dioxide equivalent or CO2e. On June 30, 2025, the City of Burbank had sufficient allocated GHG allowances to covers its retail sales. At that date, the City had CCAs with a market value of $65,390. Additionally, as of June 30, 2025, the LCFS Program had a restricted cash balance of $2,053, compared to the prior fiscal year-end balance of $2,469. During the fiscal year, no LCFS credits were sold, thus no revenues were recorded.

The California Renewable Portfolio Standard (RPS) Program, administered by the California Energy Commission (CEC) and the California Public Utilities Commission (CPUC), tracks compliance with state laws such as SB 100 and SB 350 that require a percentage of retail electricity sales to come from renewable sources. Renewable Energy Credits (REC) are tracked through the Western Renewable Energy Generation Information System (WREGIS), where each certificate represents 1 MWh of renewable generation and are classified as one of three Portfolio Content Categories (PCCs). REC types include PCC1 (bundled energy and attributes), PCC2 (firmed and shaped unbundled energy), and PCC3 (unbundled or tradable attributes only). As of June 30th, 2025, the City of Burbank had RECs with a market value of $3,913, which are a combination of PCCs of the RPS Program.
85 569
City of Burbank

NOTES TO THE BASIC FINANCIAL STATEMENTS
For the Year Ended June 30, 2025
(in thousands)
(22) Restatement of Beginning Net Position or Fund Balances During fiscal year 2025, changes to or within the financial reporting entity and change in accounting principle resulted in adjustments to and restatements of beginning net position and fund net position, as follows:

Reporting Units Affected by Adjustments to and Restatements of Beginning Balances
Funds Government-Wide
ISF Fund 534
Municipal
Infrastructure
Nonmajor
Governmental
Governmental
Activities
Business-Type
Activities
Net position or fund balances at beginning of year,
as previously reported $ 44,904 $ 88,986 $ 935,097 $ 510,278 Change within reporting entity:

Change from internal service fund to nonmajor
governmental fund (44,904)A 44,904 A - -
Change in accounting principle (GASB 101) - - (870)B (196)B Net position or fund balances at beginning
of year, as restated $ - $ 133,890 $ 934,227 $ 510,082
(A) Restatement of beginning fund net position in municipal infrastructure previously shown as an internal service fund to nonmajor governmental fund.
(B) Restatement of beginning fund net position for the governmental and business-type activities as a result of change in accounting principle related to compensated absences.
86 570
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

MISCELLANEOUS PLAN
(in thousands)
Last Ten Fiscal Years
Fiscal year ended 2025 2024 2023 2022 2021
Measurement period: 2024 2023 2022 2021 2020
Total pension liability:

Service cost $ 16,486$ 15,841$ 16,210$ 14,577$ 14,013
Interest on total pension liability 73,497 71,034 68,905 67,399 65,128 Changes in assumptions - - 29,438 - -
Differences between expected and actual experience7,492 2,185 (3,450) 2,475 (1,637) Benefit payments, including refunds of employee
contributions (59,858) (58,116) (54,409) (51,190) (49,072) Net change in total pension liability 37,617 30,944 56,694 33,261 28,432 Total pension liability - beginning of year 1,079,372 1,048,428 991,734 958,473 930,041 Total pension liability - end of year (a) $ 1,116,989$ 1,079,372$ 1,048,428$ 991,734$ 958,473 Plan fiduciary net position:

Contributions - employer $ 30,771$ 35,876$ 34,659$ 33,911$ 34,628 Contributions - employee 8,445 7,299 6,932 6,840 6,366
Net investment income 80,771 50,594 (67,749) 167,618 35,639 Benefit payments (59,858) (58,116) (54,409) (51,190) (49,072) Plan to plan resource movement - - - - -
Administrative expense (690) (598) (557) (737) (1,003)
Other miscellaneous income/(expense) - - - - -
Net change in plan fiduciary net position 59,439 35,055 (81,124) 156,442 26,558 Plan fiduciary net position - beginning of year 848,302 813,247 894,371 737,929 711,371 Plan fiduciary net position - end of year (b) $ 907,741$ 848,302$ 813,247$ 894,371$ 737,929 Net pension liability - ending (a)-(b) $ 209,248$ 231,070$ 235,181$ 97,363$ 220,544 Plan fiduciary net position as a percentage of the total pension liability %81.27 %78.59 %77.57 %90.18 %76.99
Covered payroll $ 91,184$ 86,611$ 87,809$ 86,409$ 80,859 Net pension liability as a percentage of
covered payroll %229.48 %266.79 %267.83 %112.68 %272.75 Notes to schedule:

Benefit changes:

The figures above include any liability impact that may have resulted from voluntary benefit changes that occurred on or before the Measurement Date. However, offers of Two Years Additional Service Credit (a.k.a. Golden Handshakes) that occurred after the Valuation Date is not included.

Changes in assumptions:
-No assumption changes. Effective with June 30, 2021 valuation date (2022 measurement date) -The discount rate was reduced from 7.15% to 6.90%. In addition, demographic assumptions and the inflation rate assumption were changed in accordance with the 2021 CalPERS Experience Study and Review of Actuarial Assumptions. -The accounting discount rate was 7.15% for measurement dates 2017 through 2021, and 7.65% for measurement dates 2015 through 2016.
87 571
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

MISCELLANEOUS PLAN
(in thousands)
Last Ten Fiscal Years
Fiscal year ended 2020 2019 2018 2017 2016
Measurement period: 2019 2018 2017 2016 2015
Total pension liability:

Service cost $ 14,097$ 14,127$ 13,740$ 12,370$ 12,555
Interest on total pension liability 63,160 60,798 59,537 58,556 56,944 Changes in assumptions - (3,975) 49,266 - (13,841)
Differences between expected and actual experience 3,662 (8,843) (12,763) (9,763) (12,737) Benefit payments, including refunds of employee
contributions (47,051) (44,019) (42,023) (39,699) (37,451) Net change in total pension liability 33,868 18,088 67,757 21,464 5,470 Total pension liability - beginning of year 896,173 878,085 810,328 788,864 783,394 Total pension liability - end of year (a) $ 930,041$ 896,173$ 878,085$ 810,328$ 788,864 Plan fiduciary net position:

Contributions - employer $ 21,362$ 19,060$ 16,774$ 15,318$ 13,697 Contributions - employee 6,083 6,415 6,161 6,148 6,443
Net investment income 44,748 54,901 66,930 3,282 13,820 Benefit payments (47,051) (44,019) (42,023) (39,699) (37,451) Plan to plan resource movement - (2) - - -
Administrative expense (490) (1,018) (895) (379) (700)
Other miscellaneous income/(expense) 2 (1,933) - - -
Net change in plan fiduciary net position 24,654 33,404 46,947 (15,330) (4,191) Plan fiduciary net position - beginning of year 686,717 653,313 606,366 621,696 625,886 Plan fiduciary net position - end of year (b) $ 711,371$ 686,717$ 653,313$ 606,366$ 621,695 Net pension liability - ending (a)-(b) $ 218,670$ 209,456$ 224,772$ 203,962$ 167,169 Plan fiduciary net position as a percentage of the total pension liability %76.49 %76.63 %74.40 %74.83 %78.81
Covered payroll $ 80,246$ 81,437$ 78,991$ 78,910$ 78,721 Net pension liability as a percentage of
covered payroll %272.50 %257.20 %284.55 %258.47 %212.36 Notes to schedule:

Benefit changes:

Changes in assumptions:
-No assumption changes. Effective with June 30, 2021 valuation date (2022 measurement date):
-The discount rate was reduced from 7.15% to 6.90%. In addition, demographic assumptions and the inflation rate assumption were changed in accordance with the 2021 CalPERS Experience Study and Review of Actuarial Assumptions.
-The accounting discount rate was 7.15% for measurement dates 2017 through 2021, and 7.65% for measurement dates 2015 through 2016.
88 572
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

MISCELLANEOUS PLAN
(in thousands)
Last Ten Fiscal Years
2025 2024 2023 2022 2021
Actuarially determined contribution $ 27,771$ 27,876$ 26,659$ 21,822$ 25,913 Contributions in relation to the actuarially
determined contributions (30,771) (35,876) (34,659) (29,822) (33,913) Contribution deficiency (excess) $ (3,000)$ (8,000)$ (8,000)$ (8,000)$ (8,000) Covered payroll $ 101,933$ 91,184$ 82,961$ 85,068$ 80,860 Contributions as a percentage of covered payroll %30.19 %39.34 %41.78 %35.06 %41.94 Notes to schedule:

Valuation date June 30, 2022June 30, 2021June 30, 2020June 30, 2019June 30, 2018 Methods and assumptions used to
determine contribution rates:

Actuarial cost methods Entry Age Actuarial Cost Method
Amortization method For details, see June 30, 2022, funding valuation report.

Asset valuation method Fair Value of Assets. For details, see June 30, 2022, funding valuation report.

Inflation 2.3%
Salary increases Varies by entry age and service
Payroll growth 2.8%
Investment rate of return 6.80%, net of pension plan investment and administrative expenses, includes inflation.

Retirement age The probabilities of retirement are based on the 2021 CalPERS Experience Study and Review of Actuarial Assumptions.

Mortality The probabilities of mortality are based on the 2021 CalPERS Experience Study and Review of Actuarial Assumptions. Mortality rates incorporate full generational mortality improvement using 80% of Scale MP-2020 published by the Society of Actuaries.
89 573
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

MISCELLANEOUS PLAN
(in thousands)
Last Ten Fiscal Years
2020 2019 2018 2017 2016
Actuarially determined contribution $ 24,622$ 21,348$ 19,042$ 15,318$ 13,697 Contributions in relation to the actuarially
determined contributions (34,622) (21,348) (19,042) (15,318) (13,697) Contribution deficiency (excess) $ (10,000)$ - $ - $ - $ - Covered payroll $ 80,246$ 81,437$ 78,991$ 78,910$ 78,721 Contributions as a percentage of covered payroll %43.14 %26.21 %24.11 %19.41 %17.40 Notes to schedule:

Valuation date June 30, 2017 June 30, 2016 June 30, 2015 June 30, 2014 June 30, 2013 Methods and assumptions used to
determine contribution rates:

Actuarial cost methods Entry Age Actuarial Cost Method
Amortization method For details, see June 30, 2022, funding valuation report.

Asset valuation method Fair Value of Assets. For details, see June 30, 2022, funding valuation report.

Inflation 2.3%
Salary increases Varies by entry age and service
Payroll growth 2.8%
Investment rate of return 6.80%, net of pension plan investment and administrative expenses, includes inflation.

Retirement age The probabilities of retirement are based on the 2021 CalPERS Experience Study and Review of Actuarial Assumptions.

REQUIRED SUPPLEMENTARY INFORMATION

POLICE PLAN
(in thousands)
Last Ten Fiscal Years
Fiscal year ended 2025 2024 2023 2022 2021
Measurement period 2024 2023 2022 2021 2020
Total pension liability:

Service cost $ 6,888$ 6,726$ 6,513$ 5,693$ 5,678
Interest on total pension liability 25,719 24,977 24,046 23,696 22,806 Changes in assumptions - - 12,291 - -
Differences between expected and actual experience 496 3,452 (5,181) 3,158 (1,386) Benefit payments, including refunds of employee
contributions (21,910) (21,154) (20,114) (19,523) (18,870) Net change in total pension liability 11,193 14,001 17,555 13,024 8,228 Total pension liability - beginning of year 379,746 365,745 348,190 335,166 326,938 Total pension liability - end of year (a) $ 390,939$ 379,746$ 365,745$ 348,190$ 335,166 Plan fiduciary net position:

Contributions - employer $ 11,794$ 14,247$ 13,396$ 13,040$ 13,195 Contributions - employee 3,250 3,034 2,905 2,751 1,819
Net investment income 26,039 16,217 (21,859) 53,915 11,485 Benefit payments (21,910) (21,154) (20,114) (19,523) (18,870) Plan to plan resource movement - - - - -
Administrative expense (222) (192) (179) (236) (324)
Other miscellaneous income/(expense) - - - - -
Net change in plan fiduciary net position 18,951 12,152 (25,851) 49,947 7,305 Plan fiduciary net position - beginning of year $ 273,031$ 260,879$ 286,730$ 236,783$ 229,478 Plan fiduciary net position - end of year (b) $ 291,982$ 273,031$ 260,879$ 286,730$ 236,783 Net pension liability - ending (a)-(b) $ 98,957$ 106,715$ 104,866$ 61,460$ 98,383 Plan fiduciary net position as a percentage of the
total pension liability %74.69 %71.90 %71.33 %82.35 %70.65 Covered payroll $ 20,860$ 20,224$ 19,236$ 18,359$ 17,856 Net pension liability as a percentage of
covered payroll %474.39 %527.67 %545.15 %334.77 %550.98 Notes to schedule:

Benefit changes:

Changes in assumptions:
-No assumption changes. Effective with June 30, 2021 valuation date (2022 measurement date).:
-The discount rate was reduced from 7.15% to 6.90%. In addition, demographic assumptions and the inflation rate assumption were changed in accordance with the 2021 CalPERS Experience Study and Review of Actuarial Assumptions. -The accounting discount rate was 7.15% for measurement dates 2017 through 2021, and 7.65% for measurement dates 2015 through 2016.
91 575
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

POLICE PLAN
(in thousands)
Last Ten Fiscal Years
Fiscal year ended 2020 2019 2018 2017 2016
Measurement period 2019 2018 2017 2016 2015
Total pension liability:

Service cost $ 6,110$ 5,928$ 5,939$ 5,345$ 5,322
Interest on total pension liability 22,193 21,287 20,593 20,170 19,539 Changes in assumptions - (1,765) 16,968 - (4,702)
Differences between expected and actual experience 2,436 1,142 (3,062) (1,822) (2,164) Benefit payments, including refunds of employee
contributions (17,406) (16,726) (15,691) (15,040) (14,546) Net change in total pension liability 13,333 9,866 24,747 8,653 3,449 Total pension liability - beginning of year 313,605 303,739 278,992 270,339 266,890 Total pension liability - end of year (a) $ 326,938$ 313,605$ 303,739$ 278,992$ 270,339 Plan fiduciary net position:

Contributions - employer $ 9,132$ 8,543$ 7,665$ 6,464$ 5,800 Contributions - employee 1,794 1,870 1,816 1,583 1,550
Net investment income 14,472 17,740 21,724 1,023 4,432
Benefit payments (17,406) (16,726) (15,691) (15,040) (14,546) Plan to plan resource movement - (1) - - -
Administrative expense (158) (329) (289) (123) (227)
Other miscellaneous income/(expense) 1 (625) - - -
Net change in plan fiduciary net position 7,835 10,472 15,225 (6,093) (2,991) Plan fiduciary net position - beginning of year$ 221,643$ 211,171$ 195,946$ 202,039$ 205,030 Plan fiduciary net position - end of year (b) $ 229,478$ 221,643$ 211,171$ 195,946$ 202,039 Net pension liability - ending (a)-(b) $ 97,460$ 91,962$ 92,568$ 83,046$ 68,300 Plan fiduciary net position as a percentage of the
total pension liability %70.19 %70.68 %69.52 %70.23 %74.74 Covered payroll $ 19,071$ 18,221$ 17,901$ 17,303$ 17,293 Net pension liability as a percentage of
covered payroll %511.04 %504.70 %517.11 %479.95 %394.96 Notes to schedule:

Benefit changes:

REQUIRED SUPPLEMENTARY INFORMATION

POLICE PLAN
(in thousands)
Last Ten Fiscal Years
2025 2024 2023 2022 2021
Actuarially determined contribution $ 10,894$ 11,247$ 10,388$ 8,566$ 10,037 Contributions in relation to the actuarially
determined contributions (11,794) (14,247) (13,388) (11,566) (13,037) Contribution deficiency (excess) $ (900)$ (3,000)$ (3,000)$ (3,000)$ (3,000) Covered payroll $ 21,958$ 20,860$ 16,941$ 18,359$ 17,856 Contributions as a percentage of covered payroll %53.71 %68.30 %79.03 %63.00 %73.01 Notes to schedule:

Valuation date June 30, 2022June 30, 2021June 30, 2020June 30, 2019June 30, 2018 Methods and assumptions used to
determine contribution rates:

Actuarial cost methods Entry Age Actuarial Cost Method
Amortization method For details, see June 30, 2022, funding valuation report.

Asset valuation method Fair Value of Assets. For details, see June 30, 2022, funding valuation report.

Inflation 2.3%
Salary increases Varies by entry age and service
Payroll growth 2.8%
Investment rate of return 6.80%, net of pension plan investment and administrative expenses; includesg inflation.

Retirement age The probabilities of retirement are based on the 2021 CalPERS Experience Study and Review of Actuarial Assumptions.

Mortality The probabilities of mortality are based on the 2021 CalPERS Experience Study and Review of Actuarial Assumptions. Mortality rates incorporate full fenerational mortality improvement using 80% of Scale MP-2020 published by the Society of Actuaries.
93 577
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

POLICE PLAN
(in thousands)
Last Ten Fiscal Years
2020 2019 2018 2017 2016
Actuarially determined contribution $ 10,194$ 9,151$ 8,548$ 6,464$ 5,800 Contributions in relation to the actuarially
determined contributions (13,194) (9,151) (8,548) (6,464) (5,800) Contribution deficiency (excess) $ (3,000)$ - $ - $ - $ - Covered payroll $ 19,071$ 18,221$ 17,901$ 17,303$ 17,294 Contributions as a percentage of covered payroll %69.18 %50.22 %47.75 %37.36 %33.54 Notes to schedule:

Valuation date June 30, 2017 June 30, 2016 June 30, 2015 June 30, 2014 June 30, 2013 Methods and assumptions used to
determine contribution rates:

Actuarial cost methods Entry Age Actuarial Cost Method
Amortization method For details, see June 30, 2022, funding valuation report.

Asset valuation method Fair Value of Assets. For details, see June 30, 2022, funding valuation report.

Inflation 2.3%
Salary increases Varies by entry age and service
Payroll growth 2.8%
Investment rate of return 6.80%, net of pension plan investment and administrative expenses; includesg inflation.

Retirement age The probabilities of retirement are based on the 2021 CalPERS Experience Study and Review of Actuarial Assumptions.

REQUIRED SUPPLEMENTARY INFORMATION

FIRE PLAN
(in thousands)
Last Ten Fiscal Years
Fiscal year ended 2025 2024 2023 2022 2021
Measurement period 2024 2023 2022 2021 2020
Total pension liability:

Service cost $ 4,805$ 4,297$ 4,337$ 3,635$ 3,762
Interest on total pension liability 19,892 18,981 18,384 17,958 17,419 Changes in assumptions - - 7,346 - -
Differences between expected and actual
experience 5,190 682 273 329 (2,554)
Benefit payments, including refunds of employee
contributions (16,066) (14,969) (14,481) (14,114) (13,676) Net change in total pension liability 13,821 8,991 15,859 7,808 4,951 Total pension liability - beginning of year 288,735 279,744 263,885 256,077 251,126 Total pension liability - end of year (a) $ 302,556$ 288,735$ 279,744$ 263,885$ 256,077 Plan fiduciary net position:

Contributions - employer $ 8,162$ 8,063$ 8,551$ 8,489$ 8,194 Contributions - employee 2,599 2,041 1,957 1,558 1,303
Net investment income 21,157 13,097 (17,847) 44,278 9,428 Benefit payments (16,066) (14,969) (14,481) (14,114) (13,677) Administrative expense (181) (157) (147) (196) (269)
Other miscellaneous income/(expense) - - - - -
Net change in plan fiduciary net position15,671 8,075 (21,967) 40,015 4,979 Plan fiduciary net position - beginning of year$ 221,969$ 213,894$ 235,861$ 195,846$ 190,867 Plan fiduciary net position - end of year (b)$ 237,640$ 221,969$ 213,894$ 235,861$ 195,846 Net pension liability - ending (a)-(b) $ 64,916$ 66,766$ 65,850$ 28,024$ 60,231 Plan fiduciary net position as a percentage of the
total pension liability %78.54 %76.88 %76.46 %89.38 %76.48 Covered payroll $ 17,372$ 15,559$ 15,539$ 13,940$ 14,498 Net pension liability as a percentage of
covered payroll %373.68 %429.11 %423.77 %201.03 %415.44 Notes to schedule:

Benefit changes:

The figures above include any liability impact that may have resulted from voluntary benefit changes that occurred on or before the Measurement Date. However, offers of Two Additional Service Credit (a.k.a. Golden Handshakes) that occurred after the Valuation Date are not included.

Changes in assumptions:
-No assumption changes. Effective with June 20, 2021 valuation date (2022 measurement date):
-The discount rate was reduced from 7.15% to 6.90%. In addition, demographic assumptions and the inflation rate assumptions were changed in accordance with the 2021 CalPERS Experience Study and Review of Actuarial Assumptions. -The accounting discount rate was 7.15% for measurement dates 2017 through 2021, and 7.65% for measurement dates 2015 through 2016.:
95 579
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

FIRE PLAN
(in thousands)
Last Ten Fiscal Years
Fiscal year ended 2020 2019 2018 2017 2016
Measurement period 2019 2018 2017 2016 2015
Total pension liability:

Service cost $ 3,748$ 3,775$ 3,856$ 3,381$ 3,239
Interest on total pension liability 17,071 16,480 16,106 15,827 15,385 Changes in assumptions - (1,250) 13,011 - (3,638)
Differences between expected and actual
experience 1,046 (1,046) (2,465) (1,841) (594)
Benefit payments, including refunds of employee
contributions (13,151) (12,885) (11,914) (11,323) (10,836) Net change in total pension liability 8,714 5,074 18,594 6,044 3,556 Total pension liability - beginning of year 242,412 237,338 218,744 212,700 209,144 Total pension liability - end of year (a) $ 251,126$ 242,412$ 237,338$ 218,744$ 212,700 Plan fiduciary net position:

Contributions - employer $ 5,294$ 4,514$ 3,998$ 3,407$ 2,879 Contributions - employee 1,303 1,338 1,354 1,348 1,238
Net investment income 11,944 14,935 18,413 854 3,875
Benefit payments (13,151) (12,885) (11,914) (11,322) (10,836) Administrative expense (132) (278) (246) (105) (194)
Other miscellaneous income/(expense) - (528) - - -
Net change in plan fiduciary net position 5,258 7,096 11,605 (5,818) (3,038) Plan fiduciary net position - beginning of year$ 185,609$ 178,513$ 166,908$ 172,726$ 175,764 Plan fiduciary net position - end of year (b)$ 190,867$ 185,609$ 178,513$ 166,908$ 172,726 Net pension liability - ending (a)-(b) $ 60,259$ 56,803$ 58,825$ 51,836$ 39,974 Plan fiduciary net position as a percentage of the
total pension liability %76.00 %76.57 %75.21 %76.30 %81.21 Covered payroll $ 14,389$ 14,434$ 14,513$ 14,392$ 13,802 Net pension liability as a percentage of
covered payroll %418.79 %393.54 %405.33 %360.17 %289.62 Notes to schedule:

Benefit changes:

Changes in assumptions:
-No assumption changes. Effective with June 20, 2021 valuation date (2022 measurement date)::
-The discount rate was reduced from 7.15% to 6.90%. In addition, demographic assumptions and the inflation rate assumptions were changed in accordance with the 2021 CalPERS Experience Study and Review of Actuarial Assumptions. -The accounting discount rate was 7.15% for measurement dates 2017 through 2021, and 7.65% for measurement dates 2015 through 2016.:
96 580
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

FIRE PLAN
(in thousands)
Last Ten Fiscal Years
2025 2024 2023 2022 2021
Actuarially determined contribution $ 7,562$ 7,063$ 6,551$ 6,489$ 6,194 Contributions in relation to the actuarially
determined contributions (8,162) (8,063) (8,551) (8,489) (8,194) Contribution deficiency (excess) $ (600)$ (1,000)$ (2,000)$ (2,000)$ (2,000) Covered payroll $ 20,349$ 15,559$ 15,539$ 13,940$ 14,498 Contributions as a percentage of covered payroll %40.11 %51.82 %55.03 %60.90 %56.52 Notes to schedule:

Valuation date June 30, 2022June 30, 2021June 30, 2020June 30, 2019June 30, 2018 Methods and Assumptions Used to Determine Contribution
Rates:

Actuarial cost methods Entry Age Actuarial Cost Method
Amortization method For details, see June 30, 2022, funding valuation report.

Asset valuation method Fair Value of Assets. For details, see June 30, 2022, funding valuation report.

Inflation 2.3%
Salary increases Varies by entry age and service
Payroll growth 2.8%
Investment rate of return 6.80%, net of pension plan investment and administrative expenses; includes inflation.

Retirement age The probabilities of retirement are based on the 2021 CalPERS Experience Study and Review of Actuarial Assumptions.

REQUIRED SUPPLEMENTARY INFORMATION

FIRE PLAN
(in thousands)
Last Ten Fiscal Years
2020 2019 2018 2017 2016
Actuarially determined contribution $ 5,295$ 4,515$ 3,998$ 3,407$ 2,879 Contributions in relation to the actuarially
determined contributions (5,295) (4,515) (3,998) (3,407) (2,879) Contribution deficiency (excess) $ - $ - $ - $ - $ -
Covered payroll $ 14,389$ 14,434$ 14,513$ 14,392$ 13,802 Contributions as a percentage of covered payroll %36.80 %31.28 %27.55 %23.67 %20.86 Notes to schedule:

Valuation date June 30, 2017June 30, 2016June 30, 2015June 30, 2014June 30, 2013 Methods and Assumptions Used to Determine Contribution
Rates:

Actuarial cost methods Entry Age Actuarial Cost Method
Amortization method For details, see June 30, 2022, funding valuation report.

Asset valuation method Fair Value of Assets. For details, see June 30, 2022, funding valuation report.

Inflation 2.3%
Salary increases Varies by entry age and service
Payroll growth 2.8%
Investment rate of return 6.80%, net of pension plan investment and administrative expenses; includes inflation.

Retirement age The probabilities of retirement are based on the 2021 CalPERS Experience Study and Review of Actuarial Assumptions.

REQUIRED SUPPLEMENTARY INFORMATION

SCHEDULE OF CHANGES IN THE NET OPEB LIABILITY AND RELATED RATIOS (in thousands)
Last Ten Fiscal Years

PEMHCA URMT PEMHCA URMT PEMHCA URMT
Fiscal year end 6/30/2025 6/30/2025 6/30/2024 6/30/2024 6/30/2023 6/30/2023 6/30/2024 6/30/2024 6/30/2023 6/30/2023 6/30/2022 6/30/2022 Total OPEB Liability:

Service cost $ 1,395$ 308$ 1,448$ 289$ 1,409$ 282
Interest on total OPEB liability 3,610 698 4,024 686 3,865 645 Actual vs. expected experience - - (8,295) (689) - -
Assumption changes - - (716) 145 - -
Benefit payments (3,106) (245) (2,952) (248) (2,610) (287) Net change in total OPEB liability 1,899 761 (6,491) 183 2,664 640 Total OPEB liability - beginning of year 57,912 10,997 64,403 10,814 61,739 10,174 Total OPEB liability - end of year (a) $ 59,811$ 11,758$ 57,912$ 10,997$ 64,403$ 10,814 Plan fiduciary net position:

Contributions - employer $ 4,768$ 70$ 5,505$ 323$ 1,592$ 229 Contributions - employee - 22 - 76 - 229
Net investment income 4,950 1,517 2,627 843 (6,187) (1,966) Administrative expenses (32) (4) (28) (4) (27) (4)
Benefit payments (3,106) (245) (2,952) (248) (2,610) (287) Net change in plan fiduciary net position 6,580 1,360 5,152 990 (7,232) (1,799) Plan fiduciary net position - beginning of year 44,054 13,811 38,902 12,821 46,134 14,620 Plan fiduciary net position - end of year (b)$ 50,634$ 15,171$ 44,054$ 13,811$ 38,902$ 12,821 Net OPEB liability - ending (a)-(b) $ 9,177$ (3,413)$ 13,858$ (2,814)$ 25,501$ (2,007) Plan fiduciary net position as a percentage of the
total OPEB liability %84.66 %129.03 %76.07 %125.59 %60.40 %118.56 Covered employee payroll $ 144,240$ 17,306$ 113,396$ 18,164$ 111,714$ 18,164 Net OPEB liability as a percentage of
covered employee payroll %6.36 %-19.72 %12.22 %(15.49) %22.83 %(11.05) Notes to schedule:

Benefit changes:

There were no changes in benefits.

Changes in assumptions:

There were no changes in assumptions.
* Fiscal year ended June 30, 2018, was the first year of implementation, therefore only eight years are shown. 99 583
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

SCHEDULE OF CHANGES IN THE NET OPEB LIABILITY AND RELATED RATIOS (in thousands)
Last Ten Fiscal Years

PEMHCA URMT PEMHCA URMT PEMHCA URMT
Fiscal year end 6/30/2022 6/30/2022 6/30/2021 6/30/2021 6/30/2020 6/30/2020 6/30/2021 6/30/2021 6/30/2020 6/30/2020 6/30/2019 6/30/2019 Total OPEB Liability:

Service cost $ 1,396$ 351$ 1,355$ 340$ 1,645$ 299
Interest on total OPEB liability 3,732 862 3,574 802 4,704 715 Actual vs. expected experience (4,297) (1,134) - - (3,095) 320 Assumption changes 8,228 (2,197) - - (17,049) 178
Benefit payments (2,452) (254) (2,787) (266) (2,537) (285) Net change in total OPEB liability 6,607 (2,372) 2,142 876 (16,332) 1,227 Total OPEB liability - beginning of year 55,132 12,546 52,990 11,670 69,322 10,443 Total OPEB liability - end of year (a) $ 61,739$ 10,174$ 55,132$ 12,546$ 52,990$ 11,670 Plan fiduciary net position:

Contributions - employer $ 2,801$ 228$ 3,956$ 170$ 3,941$ 167 Contributions - employee - 230 - 168 - 167
Net investment income 10,116 3,154 1,162 405 2,052 657
Administrative expenses (28) (4) (32) (5) (20) (2)
Benefit payments (2,452) (254) (2,787) (266) (2,537) (285) Net change in plan fiduciary net position10,437 3,354 2,299 472 3,436 704 Plan fiduciary net position - beginning of year 35,697 11,266 33,398 10,794 29,962 10,090 Plan fiduciary net position - end of year (b)$ 46,134$ 14,620$ 35,697$ 11,266$ 33,398$ 10,794 Net OPEB liability - ending (a)-(b) $ 15,605$ (4,446)$ 19,435$ 1,280$ 19,592$ 876 Plan fiduciary net position as a percentage of the
total OPEB liability %74.72 %143.70 %64.75 %89.80 %63.03 %92.49 Covered employee payroll $ 114,377$ 17,448$ 124,607$ 19,521$ 112,032$ 17,698 Net OPEB liability as a percentage of
covered employee payroll %13.64 %(25.48) %15.60 %6.56 %17.49 %4.95 Notes to schedule:

Benefit Changes:

There were no changes in benefits.

Changes in Assumptions:

There were no changes in assumptions.
* Fiscal year ended June 30, 2018, was the first year of implementation, therefore only eight years are shown. 100
584
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

SCHEDULE OF CHANGES IN THE NET OPEB LIABILITY AND RELATED RATIOS (in thousands)
Last Ten Fiscal Years

PEMHCA URMT PEMHCA URMT
Fiscal year end 6/30/2019 6/30/2019 6/30/2018 6/30/2018 6/30/2018 6/30/2018 6/30/2017 6/30/2017
Total OPEB Liability:

Service cost $ 1,597$ 291$ 1,550$ 283
Interest on total OPEB liability 4,470 668 4,246 623
Actual vs. expected experience - - - -
Assumption changes - - - -
Benefit payments (2,735) (256) (2,331) (222)
Net change in total OPEB liability 3,332 703 3,465 684
Total OPEB liability - beginning of year 65,990 9,740 62,525 9,056 Total OPEB liability - end of year (a) $ 69,322$ 10,443$ 65,990$ 9,740 Plan fiduciary net position:

Contributions - employer $ 3,959$ 154$ 3,168$ 148
Contributions - employee - 154 - 148
Net investment income 2,212 717 2,548 889
Administrative expenses (68) (17) (29) (5)
Benefit payments (2,735) (256) (2,331) (222)
Net change in plan fiduciary net position 3,368 752 3,356 958 Plan fiduciary net position - beginning of year 26,594 9,338 23,238 8,380 Plan fiduciary net position - end of year (b)$ 29,962$ 10,090$ 26,594$ 9,338 Net OPEB liability - ending (a)-(b) $ 39,360$ 353$ 39,396$ 402 Plan fiduciary net position as a percentage of the
total OPEB liability %43.22 %96.62 %40.30 %95.87
Covered employee payroll $ 110,329$ 17,084$ 109,489$ 18,086 Net OPEB liability as a percentage of
covered employee payroll %35.68 %2.07 %35.98 %2.22
Notes to schedule:

Benefit Changes:

There were no changes in benefits.

Changes in Assumptions:

There were no changes in assumptions.
* Fiscal year ended June 30, 2018, was the first year of implementation, therefore only eight years are shown. 101
585
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

SCHEDULE OF CONTRIBUTIONS - OPEB
(in thousands)
Last Ten Fiscal Years

PEMHCAURMT PEMHCAURMT PEMHCAURMT
6/30/2025 6/30/20256/30/2024 6/30/2024 6/30/2023 6/30/2023 Actuarially determined contribution $ 2,585$ 39 $ 2,934$ 18 $ 2,854$ 17 Contributions in relation to the actuarially determined contributions(4,178) (52) (4,768) (70) (5,505) (323) Contribution deficiency (excess) $ (1,593)$ (13)$ (1,834)$ (52)$ (2,651)$ (306) Covered employee payroll 156,271 24,092 144,240 17,306 113,396 18,164 Contributions as a percentage of covered employee payroll %2.67 %0.22 %3.31 %0.40 %4.85 %1.78 Notes to schedule:

Methods and assumptions used to
determine contribution rates:

Actuarial cost method Entry age normal, Level percentage of pay Amortization method Level percentage of pay
Amortization period 19-year fixed period for 2024/25
Asset valuation method Market value
Discount rate 6.25%
Inflation 2.50%
Investment rate of return 6.25%
Mortality CalPERS 2000-2019 experience study
* Fiscal year 2018 was the first year of implementation, therefore only eight years are shown. 102
586
City of Burbank

REQUIRED SUPPLEMENTARY INFORMATION

SCHEDULE OF CONTRIBUTIONS - OPEB
(in thousands)
Last Ten Fiscal Years

PEMHCA URMT PEMHCA URMT PEMHCA URMT
6/30/2022 6/30/2022 6/30/2021 6/30/2021 6/30/2020 6/30/2020 Actuarially determined contribution $ 2,798$ 231 $ 2,714$ 224 $ 4,112$ 170 Contributions in relation to the actuarially determined contributions(1,592) (229) (2,801) (228) (3,992) (170) Contribution deficiency (excess) $ 1,206$ 2 $ (87)$ (4)$ 120$ - Covered employee payroll 111,714 17,448 114,377 18,172 124,607 19,521 Contributions as a percentage of covered employee payroll %1.43 %1.31 %2.45 %1.25 %3.20 %0.87 Notes to schedule:

Methods and assumptions used to
determine contribution rates:

REQUIRED SUPPLEMENTARY INFORMATION

SCHEDULE OF CONTRIBUTIONS - OPEB
(in thousands)
Last Ten Fiscal Years

PEMHCAURMT PEMHCAURMT
6/30/2019 6/30/2019 6/30/2018 6/30/2018
Actuarially determined contribution $ 4,027$ 167 $ 3,959$ 154 Contributions in relation to the actuarially determined contributions (4,027) (167) (3,959) (154) Contribution deficiency (excess) $ - $ - $ - $ -
Covered employee payroll 112,032$ 17,698 110,329 17,084 Contributions as a percentage of covered employee payroll %3.59 %0.94 %3.59 %(0.90) Notes to schedule:

Methods and assumptions used to
determine contribution rates:

NONMAJOR GOVERNMENTAL FUNDS
This section of the Annual Comprehensive Financial Report provides information on each individual governmental fund, except for General Fund and Low and Moderate Income Housing Fund, which are major governmental funds reported in the basic financial statements. This section includes the following special revenue, debt service, and capital projects funds:

SPECIAL REVENUE FUNDS
104 - Proposition A Transportation Fund – To account for monies received from a portion of sales tax revenue restricted to fund transportation related activities.
105 - Proposition C Transportation Fund – To account for monies received from a portion of sales tax revenue restricted to fund local transit related activities.
106 - Air Quality Management District (AQMD) Transportation Fund – To account for monies received and expended on the City’s rideshare program. Monies received include participant fees and funds received from the Southern California AQMD Fund.
107 - Measure R Transportation Fund – To account for monies received and expended from Los Angeles (LA) County sales tax increase.
108 - Measure M Transportation Fund – To account for Citywide roadway related capital improvements for monies received and expended from LA County sales tax increase. 109 – Measure W Stormwater Fund – To account for monies received from LA County Flood Control District generated from special parcel tax on private properties to address local stormwater and urban runoff challenges. 117 - Section 8 Voucher Program Fund – To account for monies received and expended in housing assistance to low and moderate income families. Funds are provided by receipts from the Federal Section 8 Voucher Program.
121 - General City Grant Fund – To account for grant monies received and spent from federal programs used to supplement the City’s law enforcement program.
122 - Community Development Block Grant (CDBG) Fund – To account for monies received and expended by the City as a participant in the Federal CDBG Programs. 123 - Road Maintenance and Rehabilitation (RMRA) Fund – To account for monies received from a portion of State Gas Tax and Vehicle Registration, used for road maintenance and safety projects. 124 - Drug Asset Forfeiture Fund – To account for monies and property seized as a result of judicial forfeitures. 125 - State Gas Tax Fund – To account for monies received and expended from state gas tax allocation. 128 - HUD Affordable Housing Fund – To account for the U. S. Department of Housing and Urban Development funding to increase the supply of affordable housing to the City. 129 - Street Lighting Fund – To account for monies received from a portion of the in-lieu tax on electricity, used for maintenance, repairs, and upgrade of the City’s street light system. 131 - Community Services Fund – To account for charitable donations to promote and assist with supportive activities and services such as fund raising, volunteer services, and educational services. 133 - Tieton HydroPower Project – To account for the operation of Southern California Public Power Authority’s (SCPPA) joint power plant located in Washington State.
483 - Magnolia Power Project – To account for the operation of SCPPA joint power plant located at the City’s electric utility.

NONMAJOR

GOVERNMENTAL FUNDS
589

NONMAJOR

GOVERNMENTAL FUNDS

CAPITAL PROJECTS FUNDS
127 - Public Improvements Fund – To account for monies received through developer fees and grants, used for infrastructure improvements throughout the City.
130 - Youth Endowment Services Fund (YES) – To account for financial resources used for new capital facilities for youth oriented programs to benefit the youth of Burbank. The YES Fund was previously funded by a pledge from the Burbank Redevelopment Agency of 5% of the new tax increment in each of the Golden State, City Centre, and West Olive Project areas.
310 - Parking Authority Fund – To account for financial resources to be used for the acquisition or construction of public parking facilities on a citywide basis. The primary source of funds has been parking permit fees. 370 - General City Capital Projects Fund – To account for financial resources to be used for the acquisition or construction of major facilities other than those financed by Proprietary, Special Assessment, and/or Trust Funds.

The primary source of the fund is contributions from the General Fund (Fund 001). 534 - Municipal Infrastructure Fund – To account for the operation, maintenance, and replacement of all general City infrastructure (non-enterprise). This fund receives 50 percent 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. 590
City of Burbank

COMBINING BALANCE SHEET

NONMAJOR GOVERNMENTAL FUNDS
June 30, 2025
(in thousands)
Special Revenue Funds
Prop. A
Transp.

Prop. C
Transp.

AQMD
Transp.

Affordable
Housing
Program
Commun.

Dev Block
Grants
Section 8
Housing
Road Maint
& Rehab.

Assets:

Pooled cash and investments $ 5,006$ 5,062$ 607 $ 74 $ 1,188$ 2,021$ 5,809 Accounts receivable 327 14 37 113 49 22 515
Interest receivable 21 19 2 - 5 - 22
Loans receivable, net - - - - - - -
Interfund receivable - - - - 24 51 -
Prepaid items and deposits - 9 - - - - -
Total assets $ 5,354$ 5,104$ 646 $ 187 $ 1,266$ 2,094$ 6,346 Liabilities:

Accounts payable $ 65 $ 746 $ 1 $ 12 $ 22 $ 41 $ -
Accrued liabilities - - - - - 18 -
Unearned revenue - - - - - - -
Interfund payable - - - 12 - 167 -
Deposits - - - - - - -
Total liabilities 65 746 1 24 22 226 -
Deferred inflow of resources - - - - - - -
Fund balances:

Nonspendable: - - - - - - -
Prepaid items and deposits - 9 - - - - -
Restricted:

Transportation 5,289 4,349 - - - - 6,346
Federal and state grants - - 645 163 1,244 1,868 -
Public safety - - - - - - -
Capital projects - - - - - - -
Committed:

Transportation - - - - - - -
Continuing Appropriations - - - - - - -
Unassigned (deficit) - - - - - - -
Total fund balances (deficits) 5,289 4,358 645 163 1,244 1,868 6,346 Total liabilities and fund balances $ 5,354$ 5,104$ 646 $ 187 $ 1,266$ 2,094$ 6,346 (Continued)
105
591
City of Burbank

COMBINING BALANCE SHEET

NONMAJOR GOVERNMENTAL FUNDS
June 30, 2025
(in thousands)
Special Revenue Funds
State Gas Tax
Street
Lighting
General City
Grants
Comm.

Services
Drug Asset
Forfeiture
Measure R
Transp.

Assets:

Pooled cash and investments $ 1,771$ 3,446$ 406 $ 29 $ 256 $ 9,190 Accounts receivable 253 459 22 - - 37
Interest receivable 7 13 3 - 1 36
Loans receivable, net - - - - - -
Interfund receivable - - - - - -
Prepaid items and deposits - - - - - -
Total assets $ 2,031$ 3,918$ 431 $ 29 $ 257 $ 9,263
Liabilities:

Accounts payable $ 18 $ 51 $ 5 $ - $ - $ 297
Accrued liabilities - - - - - -
Unearned revenue - - - - - 1,000
Interfund payable - - - - - -
Deposits - 1,321 - - - -
Total liabilities 18 1,372 5 - - 1,297
Deferred inflow of resources - - - - - 38
Fund balances:

Nonspendable: - - - - - -
Prepaid items and deposits - - - - - -
Restricted:

Transportation 2,013 2,546 - - - 7,928
Federal and state grants - - - 29 - -
Public safety - - 426 - 257 -
Capital projects - - - - - -
Committed:

Transportation - - - - - -
Continuing Appropriations - - - - - -
Unassigned (deficit) - - - - - -
Total fund balances (deficits) 2,013 2,546 426 29 257 7,928 Total liabilities and fund balances $ 2,031$ 3,918$ 431 $ 29 $ 257 $ 9,263 (Continued)
106
592
City of Burbank

COMBINING BALANCE SHEET

NONMAJOR GOVERNMENTAL FUNDS
June 30, 2025
(in thousands)
Special Revenue Funds
Magnolia
Power Project
Tieton Hydro
Power
Measure M
Transp.

Measure W
Stormwater
Assets:

Pooled cash and investments $ 1,140$ 284 $ 5,508$ 6,766 Accounts receivable 1,854 454 - -
Interest receivable 3 - 21 26
Loans receivable, net - - - -
Interfund receivable - - - -
Prepaid items and deposits 111 9 - -
Total assets $ 3,108$ 747 $ 5,529$ 6,792
Liabilities:

Accounts payable $ 784$ 309 $ 37 $ 62
Accrued liabilities 1 - - -
Unearned revenue - - - -
Interfund payable - 276 - -
Deposits 2,323 162 - -
Total liabilities 3,108 747 37 62
Deferred inflow of resources - - - -
Fund balances:

Nonspendable: - - - -
Prepaid items and deposits 111 9 - -
Restricted:

Transportation - - 5,492 -
Federal and state grants - - - -
Public safety - - - -
Capital projects - - - 6,730
Committed:

Transportation - - - -
Continuing Appropriations - - - -
Unassigned (deficit) (111) (9) - -
Total fund balances (deficits) - - 5,492 6,730
Total liabilities and fund balances $ 3,108$ 747 $ 5,529$ 6,792 107
593
City of Burbank

COMBINING BALANCE SHEET

NONMAJOR GOVERNMENTAL FUNDS
June 30, 2025
(in thousands)
Capital
Projects Funds
Total
Nonmajor
Public
Improve.

Parking
Authority
Municipal
Infrastructure
General
Capital
Projects
Governmental
Funds
Assets:

Pooled cash and investments $ 27,912$ 2,863$ 52,483$ 35,739$ 167,560 Accounts receivable 52 167 2,831 1,662 8,868
Interest receivable 108 10 205 140 642
Loans receivable, net - - - 26 26
Interfund receivable - - - - 75
Prepaid items and deposits - - 43 - 172
Total assets $ 28,072$ 3,040$ 55,562$ 37,567$ 177,343
Liabilities:

Accounts payable $ 252$ 12 $ 2,949$ 1,391$ 7,054
Accrued liabilities - 60 - - 79
Unearned revenue 2,854 - - 4,975 8,829
Interfund payable - - - - 455
Deposits - - - - 3,806
Total liabilities 3,106 72 2,949 6,366 20,223
Deferred inflow of resources 45 - - 1,659 1,742
Fund balances:

Nonspendable: - - - - -
Prepaid items and deposits - - 43 - 172
Restricted:

Transportation - - - - 33,963
Federal and state grants - - - - 3,949
Public safety - - - - 683
Capital projects - 2,968 52,570 - 62,268
Committed:

Transportation 24,921 - - - 24,921
Continuing Appropriations - - - 29,542 29,542
Unassigned (deficit) - - - - (120)
Total fund balances (deficits) 24,921 2,968 52,613 29,542 155,378 Total liabilities and fund balances $ 28,072$ 3,040$ 55,562$ 37,567$ 177,343 108
594
City of Burbank

COMBINING STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES

NONMAJOR GOVERNMENTAL FUNDS
For the Year Ended June 30, 2025
(in thousands)
Special Revenue Funds
Prop. A
Transp.

Prop. C
Transp.

AQMD
Transp.

Affordable
Housing
Program
Commun.

Dev Block
Grants
Section 8
Housing
Road Maint
& Rehab.

Revenues:

Taxes $ 2,872$ 2,275$ - $ - $ - $ - $ -
Use of money or property 249 306 28 - 63 30 138
Intergovernmental 192 - 141 471 466 18,252 2,924
Charges for services 107 89 - - - - -
Total revenues 3,420 2,670 169 471 529 18,282 3,062
Expenditures:

General government:

Public safety:

Police - - - - - - -
Environmental:

Community development 2,593 4,197 77 470 470 17,797 -
Capital outlay:

Street improvements - - - - - - 19
General capital improvements - - - - - - -
Capital outlay Library - - - - - - -
Capital outlay Public Safety - - - - - - -
Capital outlay Community Development - - - - - - -
Capital outlay parks and recreation - - - - - - -
Total capital outlay - - - - - - 19
Total expenditures 2,593 4,197 77 470 470 17,797 19
Excess (deficiency) of revenues
over expenditures 827 (1,527) 92 1 59 485 3,043
Other financing sources (uses):

Transfers in - 321 - - - - -
Transfers out (321) - - - - - -
Total other financing sources (uses) (321) 321 - - - - - Net change in fund balance 506 (1,206) 92 1 59 485 3,043 Fund balances, (deficits), July 1, 2024, as previously
presented 4,783 5,564 553 162 1,185 1,383 3,303
Restatement - change within reporting entity - - - - - - - Fund balances, (deficits), July 1, 2024, as restated 4,783 5,564 553 162 1,185 1,383 3,303 Fund balances, (deficits), June 30, 2025 $ 5,289$ 4,358$ 645 $ 163 $ 1,244$ 1,868$ 6,346 (Continued)
109
595
City of Burbank

COMBINING STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES

NONMAJOR GOVERNMENTAL FUNDS
For the Year Ended June 30, 2025
(in thousands)
Special Revenue Funds
State Gas Tax
Street
Lighting
General City
Grants
Comm.

Services
Drug Asset
Forfeiture
Measure R
Transp.

Revenues:

Taxes $ - $ - $ - $ - $ - $ 1,706
Use of money or property 47 224 29 - 12 432
Intergovernmental 2,976 - 563 - 30 -
Charges for services - 2,848 - - - -
Total revenues 3,023 3,072 592 - 42 2,138
Expenditures:

General government:

Public safety:

Police - - 354 - 4 -
Environmental:

Community development - - - - - -
Capital outlay:

Street improvements 2,555 3,351 - - - 382
General capital improvements - - - - - 310
Capital outlay Library - - - - - -
Capital outlay Public Safety - - - - - -
Capital outlay Community Development - - - - - -
Capital outlay parks and recreation - - - - - -
Total capital outlay 2,555 3,351 - - - 692
Total expenditures 2,555 3,351 354 - 4 692
Excess (deficiency) of revenues
over expenditures 468 (279) 238 - 38 1,446
Other financing sources (uses):

Transfers in - - - - - -
Transfers out - - (245) - - -
Total other financing sources (uses) - - (245) - - -
Net change in fund balance 468 (279) (7) - 38 1,446
Fund balances, (deficits), July 1, 2024, as previously
presented 1,545 2,825 433 29 219 6,482
Restatement - change within reporting entity - - - - - - Fund balances, (deficits), July 1, 2024, as restated 1,545 2,825 433 29 219 6,482 Fund balances, (deficits), June 30, 2025 $ 2,013$ 2,546$ 426 $ 29 $ 257 $ 7,928 (Continued)
110
596
City of Burbank

COMBINING STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES

NONMAJOR GOVERNMENTAL FUNDS
For the Year Ended June 30, 2025
(in thousands)
Special Revenue Funds
Magnolia
Power Project
Tieton Hydro
Power
Measure M
Transp.

Measure W
Stormwater
Revenues:

Taxes $ - $ - $ - $ 1,424
Use of money or property 6 8 268 288
Intergovernmental - - 1,933 -
Charges for services 30,209 1,825 - -
Total revenues 30,215 1,833 2,201 1,712
Expenditures:

General government:

Public safety:

Police - - - -
Environmental:

Community development 30,215 1,833 - -
Capital outlay:

Street improvements - - 1,604 -
General capital improvements - - - 287
Capital outlay Library - - - -
Capital outlay Public Safety - - - -
Capital outlay Community Development - - - -
Capital outlay parks and recreation - - - -
Total capital outlay - - 1,604 287
Total expenditures 30,215 1,833 1,604 287
Excess (deficiency) of revenues
over expenditures - - 597 1,425
Other financing sources (uses):

Transfers in - - - -
Transfers out - - - -
Total other financing sources (uses) - - - -
Net change in fund balance - - 597 1,425
Fund balances, (deficits), July 1, 2024, as previously presented - - 4,895 5,305 Restatement - change within reporting entity - - - -
Fund balances, (deficits), July 1, 2024, as restated - - 4,895 5,305 Fund balances, (deficits), June 30, 2025 $ - $ - $ 5,492$ 6,730 (Continued)
111
597
City of Burbank

COMBINING STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES

NONMAJOR GOVERNMENTAL FUNDS
For the Year Ended June 30, 2025
(in thousands)
Capital
Projects Funds
Total
Nonmajor
Public
Improve.

Parking
Authority
Municipal
Infrastructure
General
Capital
Projects
Governmental
Funds
Revenues:

Taxes $ - $ - $ 16,065$ - $ 24,342
Use of money or property 1,424 117 2,586 1,849 8,104
Intergovernmental 3,380 - - 2,974 34,302
Charges for services 1,612 1,017 - - 37,707
Total revenues 6,416 1,134 18,651 4,823 104,455
Expenditures:

General government:

Public safety:

Police - - - - 358
Environmental:

Community development - - - - 57,652
Capital outlay:

Street improvements 1,945 - - - 9,856
General capital improvements - - 15,642 4,571 20,810
Capital outlay Library 55 - - - 55
Capital outlay Public Safety 441 - - - 441
Capital outlay Community Development - 882 - 523 1,405
Capital outlay parks and recreation 108 - - - 108
Total capital outlay 2,549 882 15,642 5,094 32,675
Total expenditures 2,549 882 15,642 5,094 90,685
Excess (deficiency) of revenues
over expenditures 3,867 252 3,009 (271) 13,770
Other financing sources (uses):

Transfers in - 821 4,700 2,442 8,284
Transfers out - - - - (566)
Total other financing sources (uses) - 821 4,700 2,442 7,718 Net change in fund balance 3,867 1,073 7,709 2,171 21,488 Fund balances, (deficits), July 1, 2024, as previously presented 21,054 1,895 - 27,371 88,986 Restatement - change within reporting entity - - 44,904 - 44,904 Fund balances, (deficits), July 1, 2024, as restated 21,054 1,895 44,904 27,371 133,890 Fund balances, (deficits), June 30, 2025 $ 24,921$ 2,968$ 52,613$ 29,542$ 155,378 112
598
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
PROP. A TRANSP.

For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Taxes $ 3,157$ 3,157$ 2,872$ (285)
Use of money or property 105 105 249 144
Intergovernmental 292 292 192 (100)
Charges for services 3 3 107 104
Total revenues 3,557 3,557 3,420 (137)
Expenditures:

Environmental:

Community development 2,638 3,097 2,593 504
Total expenditures 2,638 3,097 2,593 504
Excess (deficiency) of revenues over (under) expenses 919 460 827 367 Other financing sources (uses):

Transfers out (217) (217) (321) (104)
Total other financing sources (uses) (217) (217) (321) (104) Net change in fund balance 702 243 506 263
Fund balance, July 1, 2024 4,783 4,783 4,783 -
Fund balance, June 30, 2025 $ 5,485$ 5,026$ 5,289$ 263
113
599
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
PROP. C TRANSP.

For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Taxes $ 2,439$ 2,439$ 2,275$ (164)
Use of money or property 306 306 306 -
Charges for services 100 100 89 (11)
Total revenues 2,845 2,845 2,670 (175)
Expenditures:

Environmental:

Community development 3,646 6,485 4,197 (2,288)
Total expenditures 3,646 6,485 4,197 2,288
Excess (deficiency) of revenues over (under) expenses (801) (3,640) (1,526) 2,114 Other financing sources (uses):

Transfers in 217 217 321 104
Total other financing sources (uses) 217 217 321 104
Net change in fund balance (584) (3,423) (1,206) 2,217
Fund balance, July 1, 2024 5,564 5,564 5,564 -
Fund balance, June 30, 2025 $ 4,980$ 2,141$ 4,358$ 2,217 114
600
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
AQMD TRANSP.

For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 11$ 11 $ 28 $ 17
Intergovernmental 135 135 141 6
Total revenues 146 146 169 23
Expenditures:

Environmental:

Community development 222 238 77 (161)
Total expenditures 222 238 77 161
Excess (deficiency) of revenues over (under) expenses (76) (92) 92 184 Fund balance, July 1, 2024 553 553 553 -
Fund balance, June 30, 2025 $ 477$ 461$ 645$ 184
115
601
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

AFFORDABLE HOUSING PROGRAM
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Intergovernmental $ 670$ 1,092$ 471$ (621)
Total revenues 670 1,092 471 (621)
Expenditures:

Environmental:

Community development 765 1,187 470 (717)
Total expenditures 765 1,187 470 717
Excess (deficiency) of revenues over (under) expenses (95) (95) (1) 94 Fund balance, July 1, 2024 162 162 162 -
Fund balance, June 30, 2025 $ 67$ 67 $ 163$ 96
116
602
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
COMMUN. DEV BLOCK GRANTS
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 28$ 28 $ 63 $ 35
Intergovernmental 1,047 3,368 466 (2,902)
Total revenues 1,075 3,396 529 (2,867)
Expenditures:

Environmental:

Community development 1,028 3,720 470 (3,250)
Total expenditures 1,028 3,720 470 3,250
Excess (deficiency) of revenues over (under) expenses 47 (324) 59 383 Fund balance, July 1, 2024 1,185 1,185 1,185 -
Fund balance, June 30, 2024 $ 1,232$ 861$ 1,244$ 383
117
603
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
SECTION 8 HOUSING
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 15$ 15 $ 30 $ 15
Intergovernmental 14,228 16,848 18,252 1,404
Total revenues 14,243 16,863 18,282 1,419
Expenditures:

Environmental:

Community development 14,228 18,194 17,797 (397)
Total expenditures 14,228 18,194 17,797 397
Excess (deficiency) of revenues over (under) expenses 15 (1,331) 484 1,815 Fund balance, July 1, 2024 1,383 1,383 1,383 -
Fund balance, June 30, 2025 $ 1,398$ 52 $ 1,868$ 1,816
118
604
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
ROAD MAINT & REHAB.

For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 62 $ 62 $ 138$ 76
Intergovernmental 2,744 2,744 2,924 180
Total revenues 2,806 2,806 3,062 256
Expenditures:

Capital outlay:

Street improvements 3,010 5,522 19 (5,503)
Total expenditures 3,010 5,522 19 5,503
Excess (deficiency) of revenues over (under) expenses (204) (2,716) 3,044 5,760 Fund balance, July 1, 2024 3,303 3,303 3,303 -
Fund balance, June 30, 2025 $ 3,099$ 587$ 6,346$ 5,759
119
605
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

STATE GAS TAX
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 28$ 28 $ 47 $ 19
Intergovernmental 2,916 2,916 2,976 60
Total revenues 2,944 2,944 3,023 79
Expenditures:

Capital outlay:

Street improvements 4,396 3,598 2,555 (1,043)
Total expenditures 4,396 3,598 2,555 1,043
Excess (deficiency) of revenues over (under) expenses (1,452) (654) 468 1,122 Fund balance, July 1, 2024 1,545 1,545 1,545 -
Fund balance, June 30, 2025 $ 93$ 891$ 2,013$ 1,122
120
606
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

STREET LIGHTING
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 62$ 62 $ 224$ 162
Charges for services 4,752 4,752 2,848 (1,904)
Total revenues 4,814 4,814 3,072 (1,742)
Expenditures:

Capital outlay:

Street improvements 5,920 9,852 3,351 (6,501)
Total expenditures 5,920 9,852 3,351 6,501
Excess (deficiency) of revenues over (under) expenses (1,106) (5,038) (278) 4,760 Fund balances, July 1, 2024 2,825 2,825 2,825 -
Fund balances, June 30, 2024 $ 1,719$ (2,213)$ 2,546$ 4,759 121
607
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

GENERAL CITY GRANTS
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 17$ 17 $ 29 $ 12
Intergovernmental 425 1,005 563 (442)
Total revenues 442 1,022 592 (430)
Expenditures:

Public safety:

Police - 555 354 (201)
Total expenditures - 555 354 201
Excess (deficiency) of revenues over (under) expenses 442 467 237 (230) Other financing sources (uses):

Transfers out - 245 (245) -
Total other financing sources (uses) - (245) (245) -
Net change in fund balances 442 222 (7) (229)
Fund balance, July 1, 2024 433 433 433 -
Fund balance, June 30, 2024 $ 875$ 655$ 426$ (229)
122
608
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
COMM. SERVICES
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ - $ - $ - $ -
Total revenues - - - -
Expenditures:

Environmental:

Community development - 7 - 7
Total expenditures - 7 - 7
Excess (deficiency) of revenues over (under) expenses - 7 - 7 Fund balance, July 1, 2024 29 29 29 -
Fund balance, June 30, 2024 $ 29$ 22 $ 29 $ 7
123
609
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

DRUG ASSET FORFEITURE
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 6 $ 6 $ 12 $ 6
Intergovernmental 18 18 30 12
Total revenues 24 24 42 18
Expenditures:

Public safety:

Police 100 134 4 (130)
Total expenditures 100 134 4 130
Excess (deficiency) of revenues over (under) expenses (76) (110) 38 148 Fund balance, July 1, 2024 219 219 219 -
Fund balance, June 30, 2024 $ 143$ 109$ 257$ 148
124
610
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
MEASURE R TRANSP.

For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Taxes $ 1,829$ 1,829$ 1,706$ (123)
Use of money or property 142 142 432 290
Charges for services 285 285 - (285)
Total revenues 2,256 2,256 2,138 (118)
Expenditures:

Capital outlay:

Street improvements 1,058 3,028 382 (2,646)
General capital improvements 884 1,560 310 (1,250)
Total expenditures 1,942 4,588 692 3,896
Excess (deficiency) of revenues over (under) expenses 314 (2,332) 1,446 3,778 Fund balance, July 1, 2024 6,482 6,482 6,482 -
Fund balance, June 30, 2025 $ 6,796$ 4,150$ 7,928$ 3,778 125
611
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

MAGNOLIA POWER PROJECT
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ - $ - $ 6 $ 6
Charges for services 30,565 30,011 30,209 198
Total revenues 30,565 30,011 30,215 204
Expenditures:

Environmental:

Community development 30,565 35,756 30,215 (5,541)
Total expenditures 30,565 35,756 30,215 5,541
Excess (deficiency) of revenues over (under) expenses - (5,745) - 5,745 Other financing sources (uses):

Net change in fund balances - (5,745) - 5,745
Fund balance, July 1, 2024 - - - -
Fund balance, June 30, 2025 $ - $ (5,745)$ - $ 5,745
126
612
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

TIETON HYDROPOWER
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ - $ - $ 8 $ 8
Charges for services 2,008 2,008 1,825 (183)
Total revenues 2,008 2,008 1,833 (175)
Expenditures:

Environmental:

Community development 1,955 2,009 1,833 (176)
Capital outlay:

General capital improvements 52 53 - (53)
Total expenditures 2,007 2,062 1,833 229
Excess (deficiency) of revenues over (under) expenses 1 (54) - 54 Fund balance, July 1, 2024 - - - -
Fund balance, June 30, 2025 $ 1 $ (54)$ - $ 54
127
613
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
MEASURE M TRANSP.

For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 94$ 94 $ 268$ 174
Intergovernmental 2,073 2,073 1,933 (140)
Total revenues 2,167 2,167 2,201 34
Expenditures:

Capital outlay:

Street improvements 3,120 7,148 1,604 (5,544)
Total expenditures 3,120 7,148 1,604 5,544
Excess (deficiency) of revenues over (under) expenses (953) (4,981) 597 5,578 Fund balance, July 1, 2024 4,895 4,895 4,895 -
Fund balance, June 30, 2025 $ 3,942$ (86)$ 5,492$ 5,578 128
614
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

MEASURE W STORMWATER
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Taxes $ 1,437$ 1,437$ 1,424$ (13)
Use of money or property 103 103 288 185
Total revenues 1,540 1,540 1,712 172
Expenditures:

Capital outlay:

General capital improvements 1,122 2,390 287 (2,103)
Total expenditures 1,122 2,390 287 2,103
Excess (deficiency) of revenues over (under) expenses 418 (850) 1,424 2,274 Fund balance, July 1, 2024 5,305 5,305 5,305 -
Fund balance, June 30, 2025 $ 5,723$ 4,455$ 6,730$ 2,275 129
615
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL
PUBLIC IMPROVE.

For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 535$ 535$ 1,424$ 889
Intergovernmental - 5,417 3,380 (2,037)
Charges for services 1,851 1,851 1,612 (239)
Total revenues 2,386 7,803 6,416 (1,387)
Expenditures:

Capital outlay:

Street improvements 2,151 11,357 1,945 (9,412)
Capital outlay Library 40 52 55 3
Capital outlay Public Safety 430 1,250 441 (809)
Capital outlay parks and recreation 1,650 3,505 108 (3,397) Total expenditures 4,271 16,164 2,549 13,615
Excess (deficiency) of revenues over (under) expenses (1,885) (8,361) 3,867 12,228 Other financing sources (uses):

Net change in fund balances (1,885) (8,361) 3,867 12,228 Fund balance, July 1, 2024 21,054 21,054 21,054 -
Fund balance, June 30, 2025 $ 19,169$ 12,693$ 24,921$ 12,228 130
616
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

PARKING AUTHORITY
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 37$ 37 $ 117$ 80
Charges for services 647 647 1,017 370
Total revenues 684 684 1,134 450
Expenditures:

Capital outlay:

Capital outlay Community Development 832 2,921 882 (2,039) Total expenditures 832 2,921 882 2,039
Excess (deficiency) of revenues over (under) expenses (148) (2,237) 254 2,491 Transfers in - 821 821 -
Total other financing sources (uses) - 821 821 -
Fund balance, July 1, 2024 1,895 1,895 1,895 -
Fund balance, June 30, 2025 $ 1,747$ 479$ 2,968$ 2,489
131
617
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

MUNICIPAL INFRASTRUCTURE
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Taxes $ 15,948$ 15,948$ 16,065$ 117
Use of money or property 1,144 1,144 2,586 1,442
Total revenues 17,092 17,092 18,651 1,559
Expenditures:

Capital outlay:

General capital improvements 23,196 53,647 15,642 (38,005) Total expenditures 23,196 53,647 15,642 38,005
Excess (deficiency) of revenues over (under) expenses (6,104) (36,555) 3,009 39,564 Other financing sources (uses):

Transfers in 4,700 4,700 4,700 -
Total other financing sources (uses) 4,700 4,700 4,700 - Net change in fund balances (1,404) (31,855) 7,709 39,564 Fund balances, (deficit) July 1, 2024 - - - -
Restatement - change within reporting entity 44,904 44,904 44,904 - Fund balances, (deficit) July 1, 2024, as restated 44,904 44,904 44,904 - Fund balances, (deficit) June 30, 2025 $ 43,500$ 13,049$ 52,613$ 39,564 132
618
City of Burbank

SCHEDULE OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE

BUDGET AND ACTUAL

GENERAL CAPITAL PROJECTS
For the Year Ended June 30, 2025
(in thousands)
Original
Budget
Final
Budget Actual
Variance
with Final
Positive
(Negative)
Revenues:

Use of money or property $ 758$ 758$ 1,849$ 1,091
Intergovernmental 2,333 22,334 2,974 (19,360)
Total revenues 3,091 23,092 4,823 (18,269)
Expenditures:

Capital outlay:

General capital improvements 2,548 21,351 4,571 (16,780) Capital outlay Community Development - 7,478 523 (6,955) Total expenditures 2,548 28,829 5,094 23,735
Excess (deficiency) of revenues over (under) expenses 543 (5,737) (271) 5,466 Other financing sources (uses):

Transfers in 250 2,442 2,442 -
Total other financing sources (uses) 250 2,442 2,442 -
Net change in fund balances 793 (3,295) 2,171 5,466
Fund balances, (deficit) July 1, 2024 28,361 28,361 27,371 (990) Fund balances, (deficit) June 30, 2025 $ 29,154$ 25,066$ 29,542$ 4,476 133
619

INTERNAL SERVICE FUNDS

INTERNAL SERVICE FUNDS
This section of the Annual Comprehensive Financial Report provides information on each individual internal service fund. Internal service funds are used by the City to centralize certain services and then allocate the cost of those services to the user departments on a cost reimbursement basis. User fund charges from internal service funds with capital assets typically consist of two components:
a maintenance/service component and a capital replacement component. User fund charges from self-insurance internal service funds generally are based on the claims experience of the user department.
530 - General Liability Insurance Fund – To finance and account for the City’s general liability claims program. 531 - Workers Compensation Insurance Fund – To finance and account for the City’s workers’ compensation claims program.
532 - Vehicle Equipment Replacement Fund – To account for the operation, maintenance, and timely replacement of vehicular fleet and equipment utilized by general government departments on a rental fee basis.
533 - Office Equipment Replacement Fund – To account for the operation, maintenance, and timely replacement of office equipment utilized by general government departments on a rental fee basis. 535 - Communications Equipment Replacement Fund – To account for the operation, maintenance, and timely replacement of the electronic communication equipment utilized by City departments on a rental basis.
537 - Information Technology Fund – To account for the operation, acquisition, maintenance, and replacement of technology infrastructure (including computer equipment, hardware, and software) utilized by City departments.
620
City of Burbank

COMBINING STATEMENT OF NET POSITION

INTERNAL SERVICE FUNDS
June 30, 2025
(in thousands)
General
Liability
Insurance
Workers
Compensation
Insurance
Vehicle
Equipment
Replacement
Office
Equipment
Replacement
Communication
Equipment
Replacement
Assets:

Current assets:

Pooled cash and investments $ 29,811$ 64,834$ 31,449$ 5,134$ 3,771 Accounts receivable 9,425 469 108 - 6
Interest receivable 115 258 122 20 15
Interfund receivable 4 1 - - 1
Inventories - - 594 - 174
Prepaid expenses 74 4 6,560 39 37
Total current assets 39,429 65,566 38,833 5,193 4,004
Capital assets:

Buildings and improvements - - 2,777 - 3,491
Accumulated depreciation - - (2,294) - (1,990)
Machinery and equipment - - 49,208 9,964 18,590
Accumulated depreciation - - (32,552) (6,526) (15,172)
Lease assets - - - - 540
Buildings - rights to use - - - - (227)
Equipment - right to use - - - - -
Subscription assets - - - - -
Accumulated depreciation - - - - -
Construction in progress - - 860 - 708
Total assets 39,429 65,566 56,832 8,631 9,944
Liabilities:

Current liabilities:

Accounts payable 10,103 87 2,181 39 100
Compensated absences 1 3 39 - 3
Deposits 9,416 - - - -
Lease payable - - - - 56
Outstanding claims - self insurance 3,285 7,638 - - -
Subscriptions - - - - -
Total current liabilities 22,805 7,728 2,220 39 159
Long-term liabilities (net of current portion):

Compensated absences 51 79 133 - 264
Lease payable - - - - 291
Subscriptions - - - - -
Outstanding claims - self insurance 7,682 29,078 - - -
Total long-term liabilities 7,733 29,157 133 - 555
Total liabilities 30,538 36,885 2,353 39 714
Net position:

Net investment in capital assets - - 17,658 3,437 5,592 Unrestricted 8,891 28,681 36,821 5,155 3,638
Total net position $ 8,891$ 28,681$ 54,479$ 8,592$ 9,230 134
621
City of Burbank

COMBINING STATEMENT OF NET POSITION

INTERNAL SERVICE FUNDS
June 30, 2025
(in thousands)
Information
Technology Fund Total
Assets:

Current assets:

Pooled cash and investments $ 21,710$ 156,709
Accounts receivable - 10,008
Interest receivable 84 614
Interfund receivable 14 20
Inventories - 768
Prepaid expenses 1,116 7,830
Total current assets 22,924 175,949
Capital assets:

Buildings and improvements - 6,268
Accumulated depreciation - (4,284)
Machinery and equipment 19,964 97,726
Accumulated depreciation (18,768) (73,018)
Lease assets 620 1,160
Buildings - rights to use - (227)
Equipment - right to use (10) (10)
Subscription assets 1,681 1,681
Accumulated depreciation (584) (584)
Construction in progress 8,629 10,197
Total assets 34,456 214,858
Liabilities:

Current liabilities:

Accounts payable 578 13,088
Compensated absences 66 112
Deposits - 9,416
Lease payable 271 327
Outstanding claims - self insurance - 10,923
Subscriptions 595 595
Total current liabilities 1,510 34,461
Long-term liabilities (net of current portion):

Compensated absences 570 1,097
Lease payable 349 640
Subscriptions 83 83
Outstanding claims - self insurance - 36,760
Total long-term liabilities 1,002 38,580
Total liabilities 2,512 73,041
Net position:

Net investment in capital assets 10,116 36,803
Unrestricted 21,828 105,014
Total net position $ 31,944$ 141,817
135
622
City of Burbank

COMBINING STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION

INTERNAL SERVICE FUNDS
For the Year Ended June 30, 2025
(in thousands)
General
Liability
Insurance
Workers
Compensation
Insurance
Vehicle
Equipment
Replacement
Office
Equipment
Replacement
Municipal
Infrastructure
Operating revenues:

Charges for services $ 13,278$ 10,861$ 10,885$ 665$ -
Total operating revenues 13,278 10,861 10,885 665 -
Operating expenses:

Operations and maintenance 24,601 7,100 8,389 215 -
Depreciation/amortization - - 3,228 817 -
Total operating expenses 24,601 7,100 11,617 1,032 -
Operating income (loss) (11,323) 3,761 (732) (367) -
Non-operating income (expense):

Interest income 1,453 3,311 1,642 247 -
Gain (loss) on disposal of capital assets - - 198 8 -
Other income (expense) 50 6 1,276 769 -
Total non-operating income (expense) 1,503 3,317 3,116 1,024 - Income (loss) before transfers and
capital contributions (9,820) 7,078 2,384 657 -
Transfers in - - - - -
Change in net position (9,820) 7,078 2,384 657 -
Net position, July 1, 2024, as previously presented 18,711 21,603 52,095 7,935 44,904 Adjustments - - - - (44,904)
Net position, beginning of year as adjusted 18,711 21,603 52,095 7,935 - Net position, June 30, 2025 $ 8,891$ 28,681$ 54,479$ 8,592$ - (Continued)
136
623
City of Burbank

COMBINING STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION

INTERNAL SERVICE FUNDS
For the Year Ended June 30, 2025
(in thousands)
Communication
Equipment
Replacement
Information
Technology Fund Total
Operating revenues:

Charges for services $ 3,113$ 14,297$ 53,099
Total operating revenues 3,113 14,297 53,099
Operating expenses:

Operations and maintenance 3,076 12,766 56,147
Depreciation/amortization 1,050 1,145 6,240
Total operating expenses 4,126 13,911 62,387
Operating income (loss) (1,013) 386 (9,288)
Non-operating income (expense):

Interest income 229 1,318 8,200
Gain (loss) on disposal of capital assets - - 206
Other income (expense) 27 40 2,168
Total non-operating income (expense) 256 1,358 10,574
Income (loss) before transfers and
capital contributions (757) 1,744 1,286
Transfers in - 1,114 1,114
Change in net position (757) 2,858 2,400
Net position, July 1, 2024, as previously presented 9,987 29,086 184,321 Adjustments - - (44,904)
Net position, beginning of year as adjusted 9,987 29,086 139,417 Net position, June 30, 2025 $ 9,230$ 31,944$ 141,817
137
624
City of Burbank

COMBINING STATEMENT OF CASH FLOWS

Cash received from customers $ 3,861$ 10,825$ 10,831$ 668 $ 3,113 Cash paid to suppliers (3,569) (8,799) (8,508) (254) (1,717) Cash paid to employees (517) (648) (1,817) - (1,489)
Other income 50 6 1,276 769 27
Net cash provided by (used in) operating activities $ (175)$ 1,384$ 1,782$ 1,183$ (66) Cash flows from noncapital financing activities :

Transfers from other funds - - - - -
Net cash provided by noncapital financing activities - - - - - Cash flows from capital and related financing activities:

Proceeds from sales of capital assets - - 198 8 -
Acquisition and construction of capital assets - - (4,389) (1,298) (919) Net cash provided by (used in) capital and related financing activities - - (4,191) (1,290) (919)
Cash flows from investing activities:

Interest received 776 1,883 922 149 121
Change in fair value 631 1,314 671 88 104
Net cash provided by investing activities 1,407 3,197 1,593 237 225 Net increase (decrease) in cash and cash equivalents 1,232 4,581 (816) 130 (760) Cash and cash equivalents July 1, 2024 28,579 60,253 32,265 5,004 4,531 Cash and cash equivalents, June 30, 2025 $ 29,811$ 64,834$ 31,449$ 5,134$ 3,771 (Continued)
138
625
City of Burbank

COMBINING STATEMENT OF CASH FLOWS

INTERNAL SERVICE FUNDS
For the Year Ended June 30, 2025
(in thousands)
Information
Technology Fund Total
Cash flows from operating activities:

Cash received from customers $ 14,311$ 43,609
Cash paid to suppliers (7,891) (30,738)
Cash paid to employees (6,179) (10,650)
Other income 40 2,168
Net cash provided by (used in) operating activities $ 281 $ 4,389 Cash flows from noncapital financing activities :

Transfers from other funds 1,114 1,114
Net cash provided by noncapital financing activities 1,114 1,114 Cash flows from capital and related financing activities:

Proceeds from sales of capital assets - 206
Acquisition and construction of capital assets (6,742) (13,348) Net cash provided by (used in) capital and related financing activities (6,742) (13,142) Cash flows from investing activities:

Interest received 706 4,557
Change in fair value 590 3,398
Net cash provided by investing activities 1,296 7,955
Net increase (decrease) in cash and cash equivalents (4,051) 316 Cash and cash equivalents July 1, 2024 25,761 156,393
Cash and cash equivalents, June 30, 2025 $ 21,710$ 156,709 (Continued)
139
626
City of Burbank

COMBINING STATEMENT OF CASH FLOWS

Net income/loss from operating activities $ (11,323)$ 3,761$ (732)$ (367)$ (1,013) Adjustments to reconcile operating income (loss)
to net cash provided by (used in) operating activities:

Depreciation/amortization - - 3,228 817 1,050
Other income (expense) 50 6 1,276 769 27
(Increase) decrease in inventories - - (65) - -
(Increase) decrease in accounts receivable (9,416) (36) (54) 3 1 (Increase) decrease in prepaid items 24 68 608 (28) (30) Increase (decrease) in accounts payable 9,783 (274) (2,505) (11) (86) Increase (decrease) in outstanding claims payable 1,282 (2,155) - - - Increase (decrease) in compensated absences 9 14 26 - 38 Increase (decrease) in customer deposits 9,416 - - - -
Increase (decrease) in net lease liability - - - - (53) Total adjustments 11,148 (2,377) 2,514 1,550 947
Net cash provided (used) by operating activities $ (175)$ 1,384$ 1,782$ 1,183$ (66) (Continued)
140
627
City of Burbank

COMBINING STATEMENT OF CASH FLOWS

INTERNAL SERVICE FUNDS
For the Year Ended June 30, 2025
(in thousands)
Information
Technology Fund Total
Reconciliation of operating income (loss) to
net cash provided by operating activities:

Net income/loss from operating activities $ 386 $ (9,288) Adjustments to reconcile operating income (loss)
to net cash provided by (used in) operating activities:

Depreciation/amortization 1,145 6,240
Other income (expense) 40 2,168
(Increase) decrease in inventories - (65)
(Increase) decrease in accounts receivable 14 (9,488)
(Increase) decrease in prepaid items (763) (121)
Increase (decrease) in accounts payable (882) 6,025
Increase (decrease) in outstanding claims payable - (873) Increase (decrease) in compensated absences 51 138
Increase (decrease) in customer deposits - 9,416
Increase (decrease) in net lease liability 290 237
Total adjustments (105) 13,677
Net cash provided (used) by operating activities $ 281 $ 4,389 141
628

STATISTICAL SECTION (UNAUDITED)
The statistical section provides mostly trend data and nonfinancial information useful in assessing the City’s financial condition. Because of the special character of the data presented in the statistical section (i.e., data of prior years, nonfinancial data), the section does not fall within the scope of the independent audit.

Financial Trends – These schedules contain trend information to help the reader understand how the government’s financial performance and well-being have changed over time.

Revenue Capacity – These schedules contain information to help the reader assess the government’s most significant local revenue source, electric utility fees.

Demographic – These schedules offer demographic and economic indicators to help the reader understand the environment within which the government’s financial activities take place.

Operating Information – These schedules contain service and infrastructure data to help the reader understand how the information in the government’s financial report relates to the services the government provides and the activities it performs.

STATISTICAL SECTION
(UNAUDITED)
629
City of Burbank
Table 1 - Net Position by Component
Last Ten Fiscal Years (accrual basis)
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021
Governmental activities:

Net investment in capital assets $ 711,841$ 701,659$ 690,046$ 687,067$ 682,223 Restricted 130,105 113,452 97,747 86,422 81,986
Unrestricted 115,957 119,986 85,053 57,022 1,325
Total governmental activities 957,903 935,097 872,846 830,511 765,534 Business-type activities:

Net investment in capital assets 394,290 386,335 404,244 397,850 389,957 Restricted 3,413 2,814 2,007 10,939 9,243
Unrestricted 143,153 121,129 83,740 82,247 90,772
Total business-type activities net position 540,856 510,278 489,991 491,036 489,972 Primary government:

Net investment in capital assets 1,106,131 1,087,994 1,094,290 1,084,917 1,072,180 Restricted 133,518 116,266 99,754 97,361 91,229
Unrestricted 259,110 241,115 168,793 139,269 92,097
Total primary government net position $ 1,498,759$ 1,445,375$ 1,362,837$ 1,321,547$ 1,255,506 (Continued)
SOURCE: City Financial Services Department
142
630
City of Burbank
Table 1 - Net Position by Component
Last Ten Fiscal Years (accrual basis)
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2020 2019 2018 2017 2016
Governmental activities:

Net investment in capital assets $ 681,697$ 684,259$ 688,278$ 682,070$ 688,518 Restricted 72,123 102,820 61,628 63,610 63,051
Unrestricted (11,932) (56,055) (42,672) (9,364) (11,249) Total governmental activities 741,888 731,024 707,234 736,316 740,320 Business-type activities:

Net investment in capital assets 388,772 363,419 340,870 323,782 312,885 Restricted 2,603 - - - -
Unrestricted 76,516 92,639 106,078 107,628 87,055
Total business-type activities net position 467,891 456,058 446,948 431,410 399,940 Primary government:

Net investment in capital assets 1,070,469 1,047,678 1,029,148 1,005,852 1,001,403 Restricted 74,726 102,820 61,628 63,610 63,051
Unrestricted 64,584 36,584 63,406 98,264 75,806
Total primary government net position $ 1,209,779$ 1,187,082$ 1,154,182$ 1,167,726$ 1,140,260 SOURCE: City Financial Services Department
143
631
City of Burbank
Table 2 - Changes in Net Position
Last Ten Fiscal Years (accrual basis)
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021
Expenses
Governmental activities:

General government $ 24,682$ 29,072$ 25,880$ 9,479$ 16,578 Police 89,841 82,709 74,326 51,038 62,074
Fire 69,835 64,421 50,190 32,432 41,232
Public works 43,882 40,800 45,499 19,428 36,837
Community development 119,471 80,577 63,803 53,055 61,168 Parks and recreation 45,960 41,265 34,765 21,937 24,880 Library 12,036 8,986 8,118 6,169 7,759
Interest on long-term debt - - 10 147 282
Total governmental activities expenses 405,707 347,830 302,591 193,685 250,810 Business-type activities:

Water reclamation & sewer 18,933 19,066 15,028 14,300 17,491 Golf course - - - - -
Electric utility 230,907 204,429 233,172 189,599 197,359 Water utility 39,956 37,354 33,815 32,291 32,679
Refuse collection & disposal 23,288 22,595 20,991 18,153 18,307 Total business-type activities expenses 313,084 283,444 303,006 254,343 265,836 Total primary government expenses $ 718,791$ 631,274$ 605,597$ 448,028$ 516,646 Program revenues
Governmental activities:

Charges for services:

General government $ 6,083$ 9,610$ 10,944$ 1,824$ 2,108 Police 18,075 18,120 14,167 3,879 3,493
Fire 19,362 19,194 10,878 5,158 3,832
Public works 4,555 11,564 6,758 2,243 1,799
Community development 36,302 24,625 19,902 12,439 11,609 Parks and recreation 17,785 12,975 14,702 9,618 6,461
Library 1,869 4,322 1,063 19 38
Operating grants and contributions 72,066 57,410 51,232 52,221 68,456 Capital grants and contributions 2,974 107 762 415 -
Total governmental activities program revenues 179,071 157,927 130,408 87,816 97,796 Business-type activities:

Charges for services:

Water reclamation & sewer 19,470 19,559 18,135 18,225 17,198 Electric 230,478 203,597 212,886 182,390 200,974
Water 43,182 36,636 33,967 33,959 34,025
Refuse collection & disposal 23,682 21,453 20,218 19,127 17,789 Operating grants and contributions 438 1,465 876 2,316 6 Capital grants and contributions 6,908 2,981 7,508 3,243 4,274 Total business-type activities program revenues 324,161 285,691 293,590 259,260 274,266 Total primary government program revenues $ 503,229$ 443,618$ 423,998$ 347,076$ 372,062 Net (expense)/revenue
Governmental activities $ (226,636)$ (189,903)$ (172,183)$ (105,869)$ (153,014) Business-type activities 11,074 2,247 (9,416) 4,917 8,430 Total primary government net expense $ (215,562)$ (187,656)$ (181,599)$ (100,952)$ (144,584) (Continued)
SOURCE: City Financial Services Department
144
632
City of Burbank
Table 2 - Changes in Net Position
Last Ten Fiscal Years (accrual basis)
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2020 2019 2018 2017 2016
Expenses
Governmental activities:

General government $ 18,763$ 7,613$ 15,475$ 17,252$ 13,335 Police 64,315 59,907 59,865 55,824 47,318
Fire 40,217 37,855 41,417 36,504 30,174
Public works 41,521 37,664 35,468 30,064 34,119
Community development 54,619 49,786 48,726 47,832 43,219 Parks and recreation 26,199 23,732 18,790 19,613 20,660 Library 8,528 7,484 7,203 6,671 6,919
Interest on long-term debt 404 512 565 2,762 2,943
Total governmental activities expenses 254,566 224,553 227,509 216,522 198,687 Business-type activities:

Water reclamation & sewer 17,472 18,340 14,832 13,925 13,961 Golf course - - - 664 703
Electric utility 188,119 189,486 177,330 178,993 186,306 Water utility 33,699 30,523 32,525 28,969 28,924
Refuse collection & disposal 15,506 17,117 15,699 14,158 13,871 Total business-type activities expenses 254,796 255,466 240,386 236,709 243,765 Total primary government expenses $ 509,362$ 480,019$ 467,895$ 453,231$ 442,452 Program revenues
Governmental activities:

Charges for services:

General government $ 1,817$ 632 $ 526 $ 642 $ 220
Police 3,878 4,182 4,242 4,065 3,784
Fire 5,012 4,803 5,053 4,301 4,383
Public works 2,417 1,041 1,643 1,665 1,896
Community development 13,464 10,206 8,392 6,632 5,862
Parks and recreation 5,425 6,139 4,158 4,004 3,903
Library 117 163 148 193 194
Operating grants and contributions 44,268 38,788 43,547 41,238 19,340 Capital grants and contributions - 50 77 - -
Total governmental activities program revenues 76,398 66,004 67,786 62,740 39,582 Business-type activities:

Charges for services:

Water reclamation & sewer 18,901 17,778 17,514 17,214 17,321 Electric 181,091 193,050 204,375 205,634 207,850
Water 33,257 31,211 34,040 30,503 28,367
Refuse collection & disposal 17,765 17,974 17,365 17,420 16,700 Operating grants and contributions 141 149 119 269 886
Capital grants and contributions 7,088 8,786 7,338 1,648 4,040 Total business-type activities program revenues 258,243 268,948 280,751 272,688 275,164 Total primary government program revenues $ 334,641$ 334,952$ 348,537$ 335,428$ 314,746 Net (expense)/revenue
Governmental activities $ (178,168)$ (158,549)$ (159,723)$ (153,782)$ (159,105) Business-type activities 3,447 13,482 40,365 35,979 31,399 Total primary government net expense $ (174,721)$ (145,067)$ (119,358)$ (117,803)$ (127,706) (Continued)
SOURCE: City Financial Services Department
145
633
City of Burbank
Table 2 - Changes in Net Position
Last Ten Fiscal Years (accrual basis)
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021
General revenues and other changes in net position
Governmental activities:

Property tax $ 78,967$ 75,169$ 68,099$ 62,088$ 61,375
Sales tax 77,843 79,217 77,734 74,398 59,300
Utility users tax 18,939 18,687 18,646 16,392 15,596
Franchise tax 2,042 2,768 3,087 5,235 4,690
Transient occupancy taxes 12,949 13,183 12,208 10,526 5,531 Transient parking tax 5,273 4,564 4,303 3,833 1,283
Unrestricted investment earnings 26,210 21,690 1,974 (10,641) 5,393 Other
Other taxes 13,209 12,170 11,554 14,344 -
Grants/contributions not restricted to specific programs - 17 70 180 - Other $ 13,821$ 24,215$ 16,122$ (5,923)$ 23,512
Other 27,030 36,402 27,746 8,601 23,512
Extraordinary gain on dissolution of redevelopment agency 206 191 373 - - Transfers (17) 268 348 414 (20)
Total governmental activities 249,442 252,139 214,518 170,846 176,660 Business-type activities:

Unrestricted investment earnings 15,778 15,239 4,330 (4,957) 1,041 Other 3,259 3,660 3,271 1,518 3,064
Gain from sale of capital assets 450 (608) - - -
Transfers 17 (268) (348) (414) 20
Total business-type activities 19,504 18,023 7,253 (3,853) 4,125 Total primary government $ 268,946$ 270,162$ 221,771$ 166,993$ 180,785 Change in net position
Governmental activities $ 22,806$ 62,236$ 42,335$ 64,977$ 23,646 Business-type activities 30,578 20,270 (2,163) 1,064 12,555 Total primary government $ 53,384$ 82,506$ 40,172$ 66,041$ 36,201 (Continued)
SOURCE: City Financial Services Department
146
634
City of Burbank
Table 2 - Changes in Net Position
Last Ten Fiscal Years (accrual basis)
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2020 2019 2018 2017 2016
General revenues and other changes in net position
Governmental activities:

Property tax $ 55,042$ 54,980$ 52,848$ 48,924$ 47,113
Sales tax 61,326 43,747 34,605 35,197 34,228
Utility users tax 16,761 17,520 18,702 19,185 19,384
Franchise tax 5,169 5,161 5,470 5,596 9,352
Transient occupancy taxes 9,344 11,112 11,734 11,204 10,595 Transient parking tax 2,813 3,462 3,353 3,190 2,955
Unrestricted investment earnings 12,752 11,625 1,005 5,445 10,052 Other
Other taxes - - - - -
Grants/contributions not restricted to specific programs - - - - - Other $ 25,474$ 33,923$ 26,161$ 10,772$ 35,198
Other 25,474 33,923 26,161 10,772 35,198
Extraordinary gain on dissolution of redevelopment agency - - - - - Transfers 351 (91) 17,089 10,265 11,077
Total governmental activities 189,032 181,439 170,967 149,778 179,954 Business-type activities:

Unrestricted investment earnings 6,976 8,116 986 565 3,654 Other 1,761 1,921 2,046 5,191 2,621
Gain from sale of capital assets - - - - -
Transfers (351) 91 (17,089) (10,265) (11,077)
Total business-type activities 8,386 10,128 (14,057) (4,509) (4,802) Total primary government $ 197,418$ 191,567$ 156,910$ 145,269$ 175,152 Change in net position
Governmental activities $ 10,864$ 22,890$ 11,244$ (4,004)$ 20,849 Business-type activities 11,833 23,610 26,308 31,470 26,597 Total primary government $ 22,697$ 46,500$ 37,552$ 27,466$ 47,446 SOURCE: City Financial Services Department
147
635
City of Burbank
Table 3 - Fund Balances of Governmental Funds
Last Ten Fiscal Years (modified accrual basis)
(in thousands)
(Unaudited)
GASB 54 Fund Balance Fiscal year ended June 30,
2025 2024 2023 2022 2021 2020 2019 2018 2017 2016
General fund
Nonspendable $ 348 $ 389 $ 220 $ 1,431$ 10,113$ 16,773$ 23,477$ 31,838$ 33,281$ 44,081 Restricted 35,120 26,100 18,431 11,129 12,281 712 1,491 1,319 1,476 1,281 Assigned 16,280 16,211 11,330 6,222 3,447 2,851 6,222 1,557 2,060 3,551 Unassigned (deficit) 127,071 119,107 110,685 111,260 86,907 92,567 86,404 67,319 63,708 57,097 Total general fund 178,819 161,807 140,666 130,042 112,748 112,903 117,594 102,033 100,525 106,010 All other governmental funds
Nonspendable 172 - 5 123 67 88 237 161 213 174
Restricted 148,063 88,056 80,430 75,290 69,705 71,411 70,769 65,996 105,796 106,781 Committed 24,921 21,054 21,084 18,508 19,129 17,580 16,883 20,177 17,873 20,392 Assigned 29,542 27,371 27,634 29,252 30,964 33,581 33,456 29,705 31,353 29,645 Unassigned (deficit) (120) - (5) (172) (166) (36) (187) (13) (71) - Total all other
governmental
funds 202,578 136,481 129,148 123,001 119,699 122,624 121,158 116,026 155,164 156,992 Total governmental funds$ 381,397$ 298,288$ 269,814$ 253,043$ 232,447$ 235,527$ 238,752$ 218,059$ 255,689$ 263,002 SOURCE: City Financial Services Department
148
636
City of Burbank
Table 4 - Changes in Fund Balances of Governmental Funds Last Ten Fiscal Years (modified accrual basis)
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021
Revenues
Sales tax $ 61,777$ 63,522$ 61,698$ 74,398$ 59,300
Property tax 64,137 61,366 55,917 62,088 61,375
Utility users tax 18,939 18,687 18,646 16,392 15,596
Other taxes
Other taxes 39,996 5,618 (2,251) 5,382 16,019
Hotel occupancy tax 13,352 - - - -
Franchise tax 1,455 - - - -
Other taxes 54,803 37,581 35,699 5,618 (2,251)
Total taxes 199,656 181,156 171,960 158,496 134,020
Licenses & permits 12,205 11,301 7,464 9,799 6,915
Fines, forfeitures and penalties 3,373 2,168 1,198 1,667 2,074 Use of money or property 19,809 14,550 3,216 (5,467) 4,827 Intergovernmental 61,394 48,605 43,471 43,672 57,803
Charges for services 68,329 63,006 54,812 50,844 50,164 Total revenues 364,766 320,786 282,121 259,011 255,803
Expenditures
General government 21,805 18,853 21,024 20,285 20,452
Public safety 131,851 121,619 107,385 98,648 99,988
Environmental 93,272 87,208 73,830 68,650 79,008
Culture and recreation 45,878 42,214 36,720 33,029 30,354 Capital outlay 32,675 13,902 13,715 9,237 20,952
Debt service:

Principal - - 175 2,510 2,260
Interest - - 10 159 293
Lease payable 19 457 525 495 -
Subscription payables 341 2,196 1,920 - -
Total expenditures 325,841 286,449 255,304 233,013 253,307 Excess (deficiency) of revenue over (under) expenditures 38,925 34,337 26,817 25,998 2,496 Other financing sources (uses)
Transfers in 8,529 2,358 1,103 1,266 6,854
Transfers out (9,660) (10,877) (13,594) (7,165) (12,432) Other revenues - 1 - 2 2
Subscriptions issued 413 - - - -
Total other financing sources (uses) (718) (8,518) (12,491) (5,897) (5,576) Net change in fund balances $ 38,207$ 25,819$ 14,326$ 20,101$ (3,080) Debt service as a percentage of non-capital expenditures %0.8 %1.0 %1.1 %1.4 %1.1 (Continued)
SOURCE: City Financial Services Department
149
637
City of Burbank
Table 4 - Changes in Fund Balances of Governmental Funds Last Ten Fiscal Years (modified accrual basis)
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2020 2019 2018 2017 2016
Revenues
Sales tax $ 61,326$ 43,747$ 34,605$ 35,197$ 34,228
Property tax 55,042 54,980 52,848 48,924 47,113
Utility users tax 16,761 17,520 18,702 19,185 19,384
Other taxes
Other taxes 11,915 10,324 14,013 27,370 -
Hotel occupancy tax - - - - -
Franchise tax - - - - -
Other taxes 5,382 16,019 11,915 10,324 14,013
Total taxes 138,511 132,266 118,070 113,630 114,738
Licenses & permits 7,284 6,543 5,907 5,928 4,929
Fines, forfeitures and penalties 1,896 2,286 2,529 2,406 2,380 Use of money or property 9,988 9,533 6,303 4,303 7,188
Intergovernmental 36,484 36,201 38,025 29,001 29,639
Charges for services 48,652 41,804 37,522 38,166 31,940 Total revenues 242,815 228,633 208,356 193,434 190,814
Expenditures
General government 22,643 12,605 16,308 18,776 12,900
Public safety 98,014 92,470 92,699 91,108 84,953
Environmental 69,966 62,726 58,357 59,847 52,196
Culture and recreation 30,109 27,752 24,875 24,190 24,567 Capital outlay 16,305 13,240 18,368 10,592 14,899
Debt service:

Principal 2,035 1,825 45,960 3,920 3,670
Interest (414) 522 740 2,779 2,959
Lease payable - - - - -
Subscription payables - - - - -
Total expenditures 239,486 211,140 257,307 211,212 196,144 Excess (deficiency) of revenue over (under) expenditures 3,329 17,493 (48,951) (17,778) (5,330) Other financing sources (uses)
Transfers in 2,699 5,611 17,193 16,505 15,896
Transfers out (6,017) (5,658) (5,894) (6,064) (4,793)
Other revenues 4 7 22 24 152
Subscriptions issued - - - - -
Total other financing sources (uses) (3,314) (40) 11,321 10,465 11,255 Net change in fund balances $ 15 $ 17,453$ (37,630)$ (7,313)$ 5,925 Debt service as a percentage of non-capital expenditures %1.1 %1.2 %19.5 %3.3 %3.7 SOURCE: City Financial Services Department
150
638
City of Burbank
Table 5 - Electricity Sold by Type of Customer
Last Ten Fiscal Years
(in thousands)
(Unaudited)
Fiscal Year Residential Commercial
Large
Commercial Wholesale Other
2024-25 59,217 52,872 69,047 22,452 16,079
2023-24 49,794 48,736 67,060 23,197 6,961
2022-23 48,931 46,242 66,082 40,324 8,466
2021-22 43,974 42,876 60,875 21,486 6,598
2020-21 45,553 39,436 58,345 42,088 6,512
2019-20 43,495 42,238 66,381 15,442 5,910
2018-19 43,287 44,485 69,916 21,784 4,696
2017-18 45,387 48,837 74,360 21,252 7,866
2016-17 44,978 49,961 72,470 23,512 8,554
2015-16 45,021 49,301 71,761 27,150 8,931
Effective July 1, 2018, instead of passing through the Electric Fund, the in-lieu transfer is accounted for directly in the General Fund.

Source: Burbank Water and Power
151
639
City of Burbank
Table 6 - Electricity Rates
Last Ten Fiscal Years
(Unaudited)
Fiscal Year Residential Commercial
Large
Commercial
2024-25 0.21499 0.19829 0.16534
2023-24 0.19250 0.18510 0.16019
2022-23 0.17120 0.17326 0.15052
2021-22 0.16005 0.16208 0.14082
2020-21 0.15865 0.16020 0.13963
2019-20 0.15834 0.16071 0.13933
2018-19 0.15810 0.15890 0.13660
2017-18 0.16570 0.16760 0.14480
2016-17 0.16510 0.16490 0.14550
2015-16 0.16160 0.16080 0.14310
Effective July 1, 2018, instead of passing through the Electric Fund, the in-lieu transfer is accounted for directly in the General Fund.

Source: Burbank Water and Power
152
640
City of Burbank
Table 7 - Water Meter Sold by Type of Customer
Last Ten Fiscal Years
(in thousands)
(Unaudited)
Fiscal Year Residential Commercial Other Recycled
2024-25 22,189 3,187 1,189 262
2023-24 21,955 3,189 1,177 276
2022-23 22,211 3,206 1,192 262
2021-22 22,216 3,211 1,195 256
2020-21 22,188 3,212 1,184 250
2019-20 22,161 3,205 1,171 240
2018-19 22,173 3,235 1,160 236
2017-18 22,216 3,213 1,145 234
2016-17 22,262 3,248 1,138 228
2015-16 22,223 3,246 1,134 217
153
641
City of Burbank
Table 8 - Water Rates
Last Ten Fiscal Years
(Unaudited)
Fiscal Year Residential Commercial
Weighted Average Water
Rate Potable
2024-25 0.58384 0.54093 0.57462
2023-24 0.54630 0.51156 0.53851
2022-23 0.50394 0.48542 0.49977
2021-22 0.43314 0.42472 0.43145
2020-21 0.41788 0.42876 0.41976
2019-20 0.42141 0.41695 0.42046
2018-19 0.40424 0.38694 0.40030
2017-18 0.38201 0.36553 0.37830
2016-17 0.37511 0.35567 0.37055
2015-16 0.37119 0.32900 0.36056
154
642
City of Burbank
Table 9 - Ratios of Outstanding Debt by Type
Last Ten Fiscal Years
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021 2020 2019 2018 2017 2016
Governmental activities:

Lease payables $ 1,004$ 457 $ 525 $ 495 $ - $ - $ - $ - $ - $ - Subscription payables 1,930 2,197 1,920 - - - - - - -
Pension obligation bonds - - - 175 2,685 4,945 6,980 8,805 10,440 11,895 Revenue bonds - - - - - - - - 44,325 46,790
Total governmental
activities 2,934 2,654 2,445 670 2,685 4,945 6,980 8,805 54,765 58,685 Business-type activities:

Lease payables: 459 516 1,138 1,372 - - - - - -
Subscription payables: 826 1,647 1,283 - - - - - - -
Revenue bonds 233,346 235,947 241,700 113,390 87,549 90,475 110,517 117,833 124,988 131,993 Loans - - - - 5,530 5,973 6,404 6,825 7,234 7,634
Total business-type
activities 234,631 238,110 244,121 114,762 93,079 96,448 116,921 124,658 132,222 139,627 Total primary government $ 237,565$ 240,764$ 246,566$ 115,432$ 95,764$ 101,393$ 123,901$ 133,463$ 186,987$ 198,312 Percentage of personal income (1) %2.97 %2.89 %3.15 %1.54 %1.38 %1.58 %2.00 %2.24 %3.33 %3.82 Per capita (2) 2.24 2.28 2.36 1.10 0.92 0.95 1.15 1.25 1.78 1.89 (1) This ratio is calculated using personal income for two prior calendar years. (2) This ratio is calculated using population for the prior calendar year.

SOURCE: City Financial Services Department
155
643
City of Burbank
Table 10 - Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
(in thousands)
(Unaudited)
Outstanding General Bonded Debt
Fiscal Year Revenue Bonds
Pension
Obligation
Bonds
Total
General
Debt
Pct. of
Assessed
Value (1)
Per
Capita (2)
2024-25 - - - -% -
2021-22 - 175 175 -% -
2020-21 - 2,685 2,685 0.01% 0.03
2019-20 - 4,945 4,945 0.02% 0.05
2018-19 - 6,980 6,980 0.04% 0.07
2017-18 - 8,805 8,805 0.04% 0.08
2016-17 44,325 10,440 54,765 0.26% 0.52
2015-16 46,790 11,895 58,685 0.28% 0.56
(1) Assessed value has been used as the actual value of taxable property is not readily available in the State of California. (2) This ratio is calculated using the prior year's population.

SOURCE: City Financial Services Department
156
644
City of Burbank
Table 11 - Schedule of Direct and Overlapping Debt
June 30, 2025
(in thousands)
(Unaudited)
City assessed valuation $ 23,516,332
Redevelopment agency incremental valuation 9,875,921
Total assessed valuation $ 33,392,253
Percentage
Applicable (1)
Outstanding
Debt 24/25
Estimated Share of
Overlapping Debt
Los Angeles County %1.589 3,036,637 48,252
Burbank Unified School District %100.000 190,941 190,941 Los Angeles Community College District %2.810 4,919,505 138,238 Total overlapping debt 8,147,083 377,431

City direct debt:

Pension obligation bonds -
Lease payables 1,004
Subscription payables 1,930
Total city direct debt 2,934

Total direct and overlapping debt $ 380,365

Note: (1) For debt repaid with property taxes, the percentage of overlapping debt applicable is estimated using taxable assessed property values. Applicable percentages were estimated by determining the portion of another governmental unit's taxable assessed value that is within City boundaries and dividing it by each unit's total taxable assessed value.

Sources: City Financial Services Department
HDL Coren & Cone
157
645
City of Burbank
Table 12 - Legal Debt Margin Information
Last Ten Fiscal Years
(in thousands)
(Unaudited)
Fiscal Year Debt Limit
Total
Net
Debt
Legal
Debt
Margin Pct(1)
2024-25 5,008,838 22,330 4,986,508 0.45%
2023-24 4,775,739 23,635 4,752,104 0.49%
2022-23 5,516,201 29,680 5,486,521 0.54%
2021-22 4,012,823 35,405 3,977,418 0.88%
2020-21 3,935,284 40,390 3,894,894 1.03%
2019-20 3,750,928 47,535 3,703,393 1.27%
2018-19 3,592,248 54,385 3,537,863 1.51%
2017-18 3,463,247 54,050 3,409,197 1.56%
2016-17 3,218,528 66,525 3,152,003 2.07%
2015-16 3,111,620 72,949 3,038,671 2.34%
Note: (1) Full title: Total net debt applicable to the limit as a percentage of the debt limit Net assessed value $ 33,392,253
Debt limit - 15% of assessed value 5,008,838
Amount of debt applicable to debt limit:

Successor agency - tax allocation bonds(1) 22,330
Total 22,330
Less:

Reserves in debt service funds available for payment of principal:

Successor Agency -
Total -
Total amount of debt applicable to debt limit 22,330
Legal debt margin $ 4,986,508
(1) Reflected in the Fiduciary Trust Fund statements
SOURCE: City Financial Services Department
158
646
City of Burbank
Table 13 - Pledged Revenue Coverage
Last Ten Fiscal Years
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021
Electric Utility Fund
Gross revenues (1) $ 241,234$ 213,096$ 218,908$ 183,439$ 203,907 Operations & maintenance expenses (2)210,604 182,572 211,879 167,942 178,196 Net revenues 30,630 30,524 7,029 15,497 25,711
Debt service requirement (3) 10,046 11,505 4,578 3,295 7,049 Times coverage 3.05 2.65 1.54 4.70 3.65
Water Utility Fund
Gross revenues 44,536 39,985 35,215 34,297 34,677
Operations & maintenance expenses 35,819 32,807 29,337 27,998 28,471 Net revenues 8,717 7,178 5,878 6,299 6,206
Debt service requirement 3,373 3,998 3,997 2,995 2,592
Times coverage 2.58 1.80 1.47 2.10 2.39
Refuse Collection and Disposal Fund
Gross revenues 27,192 24,111 21,356 17,893 18,011
Operations & maintenance expenses 22,335 20,945 20,222 16,840 16,058 Net revenues 4,857 3,166 1,134 1,053 1,953
Debt service requirement - - - - 753
Times coverage - - - - 2.59
Water Reclamation and Sewer Fund
Gross revenues 23,767 22,798 18,823 16,848 17,620
Operations & maintenance expenses 15,765 15,788 11,854 11,148 14,321 Net revenues 8,002 7,010 6,969 5,700 3,299
Debt service requirement 129 1,226 1,220 1,221 1,225
Times coverage 62.03 5.72 5.71 4.67 2.69
(Continued)(Continued)
Notes:
(1) Gross revenues include total operating revenues, interest income, intergovernmental revenues, rental income, and other income.
(2) Total operating expenses exclude depreciated cost.
(3) Debt service represents cash requirements during the year.

SOURCE: City Financial Services Department
159
647
City of Burbank
Table 13 - Pledged Revenue Coverage
Last Ten Fiscal Years
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2020 2019 2018 2017 2016
Electric Utility Fund
Gross revenues (1) $ 185,688$ 198,589$ 206,505$ 207,257$ 211,450 Operations & maintenance expenses (2)167,957 171,205 159,938 161,947 168,081 Net revenues 17,731 27,384 46,567 45,310 43,369
Debt service requirement (3) 7,465 7,468 7,468 7,465 7,469 Times coverage 2.38 3.67 6.24 6.07 5.81
Water Utility Fund
Gross revenues 34,386 32,368 34,664 31,115 27,542
Operations & maintenance expenses 29,627 26,594 28,842 28,969 22,918 Net revenues 4,759 5,774 5,822 2,146 4,624
Debt service requirement 2,593 2,596 2,596 2,593 2,593
Times coverage 1.84 2.22 2.24 0.83 1.78
Refuse Collection and Disposal Fund
Gross revenues 19,439 19,532 17,597 18,143 17,870
Operations & maintenance expenses 14,029 15,665 14,724 14,675 13,782 Net revenues 5,410 3,867 2,873 3,468 4,088
Debt service requirement 749 748 748 752 759
Times coverage 7.22 5.17 3.84 4.61 5.39
Water Reclamation and Sewer Fund
Gross revenues 20,379 19,710 17,679 17,358 18,352
Operations & maintenance expenses 14,079 14,599 10,794 13,925 10,466 Net revenues 6,300 5,111 6,885 3,433 7,886
Debt service requirement 1,216 1,217 1,217 1,222 1,222
Times coverage 5.18 4.20 5.66 2.81 6.45
SOURCE: City Financial Services Department
160
648
City of Burbank
Table 13 - Pledged Revenue Coverage
Last Ten Fiscal Years
(in thousands)
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021
Tax allocation bonds
Tax increment $ 2,257$ 2,436$ 7,314$ 8,838$ 17,824
Debt service:

Principal 1,305 6,045 5,725 4,985 7,145
Interest 849 1,033 1,327 1,595 1,887
Times coverage 1.05 0.34 1.04 1.34 1.97
Fiscal year ended June 30,
2020 2019 2018 2017 2016
Tax allocation bonds
Tax increment $ 17,549$ 17,431$ 18,746$ 13,239$ 19,500
Debt service:

Principal 6,850 6,525 6,655 6,425 6,805
Interest 2,203 3,583 3,583 3,853 4,081
Times coverage 1.94 1.72 1.83 1.29 1.79
SOURCE: City Financial Services Department
161
649
City of Burbank
Table 14 - Demographic and Economic Statistics
Last Ten Fiscal Years
(Unaudited)
Fiscal Year Population (1)
Personal
Income (2)
Per Capita
Personal
Income (3)
Unemployment
Rate (4)
2024-25 106,146 8,763,054 82,557 7.4%
2023-24 105,603 8,268,926 78,302 7.0%
2022-23 104,535 7,750,433 74,142 7.4%
2021-22 104,966 7,409,130 70,586 5.4%
2020-21 103,969 6,933,069 66,684 10.8%
2019-20 106,801 6,417,352 60,087 22.6%
2018-19 107,691 6,189,610 58,419 5.7%
2017-18 107,149 5,960,056 55,624 5.2%
2016-17 105,033 5,621,471 53,521 3.8%
2015-16 105,110 5,192,434 49,400 4.3%
Note:
(1) State of California Department of Finance
(2) (3) X (1); in thousands
(3) Bureau Economic Analysis, Department of Commerce. Los Angeles County: CA1-3 per capital personal income (Metropolitan divisions). The BEA's report does not have personal income and per capita personal income available for 2025, so an average of the last five years was used.
(4) State of California Economic Development Department 162
650
City of Burbank
Table 15 - Principal Employers
Current Year and Nine Years Ago
(Unaudited)
2025 2016
Number of
Employees %
Number of
Employees %
Warner Bros. Discovery 8,230 5.0% 5,000 7.6%
The Walt Disney Company 6,284 3.8% 3,900 5.9%
Hollywood Burbank Airport 3,106 1.9% 2,200 3.4%
Providence St. Joseph Medical Center 2,542 1.5% 2,850 4.3% Burbank Unified School District 2,300 1.4% 1,800 2.7%
City of Burbank 1,564 0.9% 1,600 2.4%
Cast & Crew 655 0.4% - -%
Nickelodeon 634 0.4% 602 0.9%
Entertainment Partners 579 0.4% - -%
Walmart 540 0.3% - -%
Other employers 138,566 84.0% 47,650 72.6%
(1) 165,000 100% 65,602 100%

(1) The total employees figure includes all employees in agencies which are required to report their employee counts to the City. Non-profit agencies are not required to report this information.

Source: City of Burbank Economic Development Department 163
651
City of Burbank
Table 16 - Full-Time and Part-Time City Employees by Function Last Ten Fiscal Years
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021
General government 197 193 191 233 229
Police 266 266 263 274 271
Fire 144 144 137 136 136
Public works 124 125 107 88 90
Community development 112 110 93 64 58
Parks and recreation 195 194 185 167 168
Library 67 67 65 64 64
Water reclamation and sewer 15 15 13 12 12
Electric utility 73 300 293 287 286
Water utility 319 54 54 53 53
Refuse collection & disposal 52 68 63 63 63
1,564 1,536 1,464 1,441 1,430
Fiscal year ended June 30,
2020 2019 2018 2017 2016
General government 229 186 158 220 165
Police 274 269 269 271 271
Fire 136 136 136 136 136
Public works 88 88 88 111 111
Community development 60 51 51 51 51
Parks and recreation 168 167 166 165 231
Library 64 65 65 65 65
Water reclamation and sewer 12 12 12 11 11
Electric utility 286 286 286 286 286
Water utility 53 53 53 51 53
Refuse collection & disposal 63 62 62 55 56
1,433 1,375 1,346 1,422 1,436
SOURCE: City Financial Services Department
164
652
City of Burbank
Table 17 - Operating Indicators by Function, concluded
Last Ten Fiscal Years
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021
Police:

Arrests 4,016 4,170 4,019 3,832 -
Reports taken 8,635 10,209 10,392 11,596 -
Service calls 37,119 43,211 41,351 41,338 -
Animals entering shelter 1,494 1,544 1,357 1,115 -
Moving violations issued 4,209 7,622 9,690 8,425 -
Fire:

Safety employees 125 124 120 120 120
Fire incidents 1,274 1,140 1,430 1,274 1,193
Medical incidents 11,203 10,704 10,369 9,490 8,467
Community development:

Building permits 5,210 4,597 4,481 4,200 3,967
Burbank bus ridership 221,926 211,543 171,507 161,971 139,823 Business licenses 450 645 865 900 854
Business tax registrations 11,500 11,467 11,750 11,500 11,840 Parks and recreation:

Number of street trees 30,805 30,780 30,749 30,749 -
Sports participants 14,417 13,854 11,781 17,799 -
Afterschool and daycamp participants 4,679 4,631 4,498 3,317 - Special interest participants 10,137 10,323 7,768 5,814 - Volunteer hours served 57,350 42,790 41,161 - -
Library:

Number of books 246,074 252,608 266,430 293,487 312,031 Number of audiovisual recordings 58,944 59,878 64,413 64,933 67,003 Water reclamation & sewer:

Customer accounts 46,661 46,377 46,504 46,377 46,233
Electric utility:

Number of meters 56,235 55,422 54,922 54,445 54,172
Generating capacity (KW) 225,000 225,000 225,000 225,000 225,000 Peak demand (KW) 309,000 322,000 290,400 322,000 292,000 Water utility:

Number of meters 27,158 27,139 27,106 27,082 27,065
Average daily gallons used 13,740 11,560 11,530 13,520 14,080 Refuse collection & disposal:

Customer accounts 49,267 49,154 48,913 48,680 48,485
Golf course:

Rounds of full golf 62,324 64,094 60,232 70,199 -
Rounds of 3 par golf 8,586 10,721 8,617 7,381 -
(Continued)
165
653
City of Burbank
Table 17 - Operating Indicators by Function, concluded
Last Ten Fiscal Years
(Unaudited)
Fiscal year ended June 30,
2020 2019 2018 2017 2016
Police:

Arrests 3,659 4,785 4,699 4,964 5,155
Reports taken 10,662 10,808 11,830 14,976 13,016
Service calls 42,026 45,816 50,587 48,923 47,432
Animals entering shelter 1,188 1,496 1,796 1,944 2,013
Moving violations issued 8,059 8,025 11,665 12,672 12,019 Fire:

Safety employees 120 120 120 120 135
Fire incidents 1,330 1,961 1,409 1,348 1,331
Medical incidents 8,690 8,622 9,127 9,004 8,759
Community development:

Building permits 4,250 3,961 4,245 4,097 4,372
Burbank bus ridership 248,267 278,272 280,363 300,118 330,103 Business licenses 978 915 940 960 965
Business tax registrations 12,260 12,455 12,567 12,639 12,903 Parks and recreation:

Number of street trees 27,875 27,875 28,051 28,375 28,532 Sports participants 10,389 19,875 14,830 15,599 15,709
Afterschool and daycamp participants 766 1,200 1,787 1,488 4,935 Special interest participants 7,881 11,495 10,966 11,421 11,000 Volunteer hours served 59,979 109,206 109,206 128,881 138,407 Library:

Number of books 322,177 348,223 403,172 423,707 438,872 Number of audiovisual recordings 69,287 70,871 69,397 75,301 88,869 Water reclamation & sewer:

Customer accounts 45,869 47,766 47,620 47,506 47,529
Electric utility:

Number of meters 53,884 55,885 55,902 55,885 53,153
Generating capacity (KW) 225,000 225,000 225,000 225,000 225,000 Peak demand (KW) 283,000 322,000 322,000 279,467 309,000 Water utility:

Number of meters 27,012 27,923 27,811 27,670 26,820
Average daily gallons used 13,650 13,560 14,180 13,023 12,095 Refuse collection & disposal:

Customer accounts 47,871 53,307 52,073 51,475 50,728
Golf course:

Rounds of full golf 46,617 45,710 44,983 54,000 51,200
Rounds of 3 par golf 3,949 3,281 3,747 6,000 7,852
166
654
City of Burbank
Table 18 - Capital Asset Statistics
Last Ten Fiscal Years
(Unaudited)
Fiscal year ended June 30,
2025 2024 2023 2022 2021
Police:

Stations 1 1 1 1 1
Fire:

Stations 6 6 6 6 6
Public works:

Miles of streets 280 280 280 230 228
Miles of alleys 50 50 50 50 49
Miles of sidewalks 369 369 369 368 368
Street lights 9,867 9,690 9,690 9,568 9,568
Miles of storm drains 63 63 63 63 63
Signalized intersections 201 197 197 198 196
Parks and recreation:

Number of parks 27 27 32 32 27
Swimming pools 2 2 2 2 2
Tennis courts 22 22 22 22 21
Ballfields 15 15 15 15 15
Community gymnasiums 3 3 3 3 3
Library:

Main and branch libraries 3 3 3 3 3
Water reclamation & sewer:

Miles of sewers 230 230 230 230 230
Electric utility:

Transmission & distribution lines (miles) 412 424 415 424 424 Water utility:

Miles of water mains 278 280 276 310 280
(Continued)
167
655
City of Burbank
Table 18 - Capital Asset Statistics
Last Ten Fiscal Years
(Unaudited)
Fiscal year ended June 30,
2020 2019 2018 2017 2016
Police:

Stations 1 1 1 1 1
Fire:

Stations 6 6 6 6 6
Public works:

Miles of streets 228 228 228 228 228
Miles of alleys 49 49 49 49 49
Miles of sidewalks 368 368 368 368 368
Street lights 9,568 9,568 9,568 9,551 9,335
Miles of storm drains 63 63 63 63 63
Signalized intersections 196 196 196 196 196
Parks and recreation:

Number of parks 27 32 32 32 28
Swimming pools 2 2 2 2 2
Tennis courts 21 21 23 21 21
Ballfields 15 15 15 15 13
Community gymnasiums 3 3 3 3 3
Library:

Main and branch libraries 3 3 3 3 3
Water reclamation & sewer:

Miles of sewers 230 230 230 225 225
Electric utility:

Transmission & distribution lines (miles) 421 421 412 407 421 Water utility:

Miles of water mains 280 280 280 280 280
168
656
City of Burbank
Table 19 - Schedule of Credits
June 30, 2025
(Unaudited)
Jennifer Becker
Financial Services Director General Overview
Management's Discussion & Analysis
Letter of Transmittal
Leana Mkrtchyan
Assistant Financial Services Director General Overview
Management's Discussion & Analysis
Letter of Transmittal
Heidi Okimoto
Accounting and Audit Manager ACFR and Audit Coordination Management's Discussion & Analysis
Financial Statements
Notes to Financial Statements
Angela O'Connor
Principal Accountant General Fund
Successor Agency - Private Purpose Trust Fund
Management's Discussion & Analysis
Financial Statements
Notes to Financial Statements
Eva Felipe
Senior Accountant Enterprise Funds
Special Revenue Funds
Notes to Financial Statements
Monina Marin
Senior Accountant Enterprise Funds
Special Revenue Funds
Management's Discussion & Analysis
Notes to Financial Statements
Emer Shum
Senior Accountant Internal Service Funds
Special Revenue Funds
GASB Implementations
Grant Activity Report for Single Audit
Notes to Financial Statements
Marysol Corea
Accountant Capital Assets Accounting
Internal Service Funds
Notes to Financial Statements
Aylin Vartani
Accountant Projects Accounting
169
657
City of Burbank
Table 19 - Schedule of Credits
June 30, 2025
(Unaudited)
Eldon Tsan
Accountant Housing Funds
Cash Reconciliations
Statistical Section
Steven Villagran
Administrative Analyst I Parking Authority Funds
Special Revenue Funds
Management's Discussion and Analysis
Notes to Financial Statements
170
658
275 E. OLIVE AVE. • BURBANK • CALIFORNIA • 91502
WWW.BURBANKCA.GOV
659
1 STAFF REPORT
DATE: January 13, 2026
TO: Justin Hess, City Manager
FROM: Courtney Padgett, Assistant City Manager
BY: Kylene Pecor, Community Assistance Coordinator
SUBJECT: Approval of the Proposed City Council Meeting Schedule for March 2026 through February 2027

RECOMMENDATION
Approve the proposed City Council Meeting Schedule for March 2026 through February 2027.

BACKGROUND
Article 4, § 400 of the City’s Charter states that City Council shall hold at least two meetings per month, and, per Resolution 27,515, the City Manager shall determine the City Council’s annual meeting schedule. With the adoption of Ordinance 19- 3,913 on March 26, 2019, the annual Council Reorganization was changed from May to December.

To align approval of the City Council Meeting Schedule (schedule) with Council Reorganization, the schedule will be presented at the beginning of each calendar year for Council approval.

DISCUSSION
The schedule, if approved by the Council, will structure future Council meeting schedules to include at least two regular meetings every month. Staff is seeking approval of the schedule for March 2026 through February 2027 (Attachment 1).

Approval of the attached schedule allows Council, the public, and staff to adequately plan and schedule agenda items for future meeting dates. The schedule meets, or exceeds, the required two meetings per month as prescribed by the City Charter. Consistent with past practice, dark meetings have been scheduled around observed holidays and CITY MANAGER’S
OFFICE
Consent Calendar
Item #15
660
2 has been adjusted to account for the City’s potential hosting of an official FIFA World Cup Fan Zone event in July of 2026. The dates proposed for the City Council calendar from March 2026 through Februar y 202 7 are subject to change based on extenuating circumstances. These circumstances could include, but are not limited to, special meetings, community meetings, or additional study sessions. City Council and the public will be informed prior to any changes.

The schedule is laid out in calendar and list form (Attachment 1) for ease of use by those attending Council meetings. Once approved, all meeting dates will be updated on the calendar on the City website.

ENVIRONMENTAL REVIEW
This activity has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and as such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs § 15378.

FISCAL IMPACT
There is no fiscal impact associated with this report and recommendation.

CONCLUSION
After review and approval from all city departments, staff recommends that the City Council approve the schedule for the twelve-month period of March 202 6 through February 2027 as presented (Attachment 1).

ATTACHMENT
Attachment 1 – City Council Meeting Schedule: March 2026 – February 2027 scheduled City events, such as National Night Out . In addition, the proposed calendar 661
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30 31
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6 7 8 9 10 11 12 3 4 5 6 7 8 9 7 8 9 10 11 12 13
13 14 15 16 17 18 19 10 11 12 13 14 15 16 14 15 16 17 18 19 20 20 21 22 23 24 25 26 17 18 19 20 21 22 23 21 22 23 24 25 26 27 27 28 29 30 31 24 25 26 27 28 29 30 28
31 Gray: No Meeting
September 2026
March 2026
October 2026
April 2026
June 2026 July 2026
Yellow: Regular Council Meeting
Green: National Night Out
Red: Observed City Holiday
Purple: Council Reorganization
Blue: Boards, Commissions, and Committees Recognition
Orange: Election Day
City Council Meeting Schedule
March 2026 - February 2027
ATTACHMENT 1-1
December 2026 January 2027 February 2027
May 2026
November 2026
August 2026
662
March 3 No Meeting Oct 6 No Meeting
March 10 Regular Meeting Oct 13 Regular Meeting
March 17 No Meeting (BUSD Spring Recess) Oct 20 Boards, Commissions, and Committees Recognition March 24 Regular Meeting Oct 27 Regular Meeting
March 31 Dolores Huerta Day - Holiday
Nov 3 No Meeting (Election Day)
April 7 Regular Meeting Nov 10 Regular Meeting
April 14 No Meeting Nov 11 Veterans Day Holiday
April 21 Regular Meeting Nov 17 No Meeting
April 28 No Meeting Nov 24 Regular Meeting
Nov 26 Thanksgiving Day
Nov 27 Day After Thanksgiving Day
May 5 Regular Meeting (Dedicated Budget Meeting)
May 12 No Meeting
May 19 Regular Meeting (Budget Continuation) Dec 1 No Meeting May 25 Memorial Day Holiday Dec 8 Regular Meeting
May 26 No Meeting (follows Memorial Day) Dec 14 City Council Reorganization Dec 15 Regular Meeting
Dec 22 No Meeting
June 2 Regular Meeting (Public Hearing - Budget Adoption) Dec 25 Christmas Day June 9 No Meeting Dec 29 No Meeting
June 16 Regular Meeting
June 19 Juneteenth Holiday
June 23 No Meeting Jan 1 New Year's Day
June 30 Regular Meeting Jan 5 No Meeting
Jan 12 Regular Meeting
Jan 18 Martin Luther King, Jr. Day
July 3 City Observed Independence Day Holiday Jan 19 No Meeting (follows MLK Jr. Day) July 4 Independence Day Holiday Jan 26 Regular Meeting
July 7 No Meeting
July 14 No Meeting
July 21 Regular Meeting Feb 2 No Meeting
July 28 Regular Meeting Feb 9 Regular Meeting
Feb 15 President's Day
Feb 16 No Meeting (follows President's Day)
August 4 No Meeting (National Night Out) Feb 23 Regular Meeting August 11 Regular Meeting
August 18 No Meeting
August 25 Regular Meeting
Sept 1 No Meeting
Sept 7 Labor Day Holiday
Sept 8 No Meeting (follows Labor Day Holiday)
Sept 15 Regular Meeting
Sept 22 No Meeting (Cal Cities Conference Sept 23-25)
Sept 29 Regular Meeting
ATTACHMENT 1-2
City Council Meeting Schedule
March 2026 - February 2027
March 2026
April 2026
August 2026
September 2026
October 2026
November 2026
May 2026
December 2026
January 2027
February 2027
June 2026
July 2026
663
1 STAFF REPORT
DATE: January 13, 2026
TO: Justin Hess, City Manager
FROM: Courtney Padgett, Assistant City Manager
BY: Cathryn LaBrado, Assistant to the City Manager
SUBJECT: Appointment of City Council Members to Committee and Liaison Roles for the 2026 Calendar Year

RECOMMENDATION
Appoint members of the City Council to Committee and Liaison roles for the 202 6 calendar year.

BACKGROUND
On an annual basis, following City Council’s reorganization, the Council engages in a discussion resulting in the appointment of Council members to serve as committee members and liaisons to various boards, commissions, committees, and task forces. This process ensures consistency in Council appointments, affords Council members the opportunity to represent the City’s interests, and creates an avenue for orderly reporting of activities of these various entities to City Council and the general public.

DISCUSSION
City Council approved the 2025 appointments to subcommittees and liaison roles at the January 14, 2025 City Council meeting. The current Committee and Liaison list is included (Attachment 1) and is intended to assist the City Council in selecting the 2026 appointments.

Certain committee and liaison appointments are pre-determined pursuant to the Burbank Municipal Code (BMC) or have traditionally been assigned to the Mayor and/or Vice Mayor. BMC Section 5-2- 103(A) stipulates the Mayor shall be the chairman of the Disaster Council. It is also customary for the Mayor and Vice Mayor to serve on the Airport CITY MANAGER’S
OFFICE
Reports to Council
Item #1
664
2 Los Angeles Division, and League of California Cities, Annual Statewide Voting Delegate, has traditionally been the Mayor, with the Vice Mayor as the alternate. Should the Mayor and Vice Mayor not attend the General Assembly’s Annual Business Meeting at the Cal Cities Conference in October, a present Council Member could step in as the voting delegate. If more than two Council Members are present, the voting delegate would be assigned based on seniority, then votes received.

Existing Appointments
American Public Power Association Policy Makers Council At the October 29, 2024 City Council Meeting, Council Member Perez was selected as a nominee for consideration on the APPA PMC. She was selected by APPA to serve on the PMC in December 2024 and her three-year term will expire in December 2027.

Burbank-Glendale-Pasadena Regional Housing Trust
At the March 25, 2025 City Council Meeting, Council approved an amended Burbank - Glendale-Pasadena Regional Housing Trust Joint Exercise of Powers Agreement (JPA) and re-appointed then Mayor Perez to serve on the Board of Directors for a two- year term, expiring in 2027. Council Member Mullins was also re- appointed to serve as the alternate for the same two-year term.

Metro San Fernando Valley Service Council
The nominating authorities for two seats on the Metro San Fernando Valley Service Council (Service Council) are the Cities of Burbank, Glendale, and San Fernando and the seats generally rotate between the three cities. Former Mayor Jess A. Talamantes served on the Service Council from July 2015 through June 2024. The two seats are currently filled with representatives from the cities of San Fernando and Glendale. It is anticipated that the next vacant seat on the Service Council will be in July 2026.

Southern California Association of Governments – District 42 Representative The District 42 Representative for the Southern California Association of Governments is generally filled by either t he City of Burbank or the City of Glendale. Council Member Anthony served as the representative from 2022 – 2024 and Mayor Perez was appointed to a two-year term in May 2024, expiring in 2026.

Reporting on Council Liaison and Appointments to Committees City Council will continue to have the opportunity to report on their respective Council committee assignments during Council meetings under the agenda item titled “ Council Committee Assignment Report”. This will give Council an opportunity to provide the public updates, a summary of the meeting, important information, and resources from the Committees.

Ad Hoc Committee. Additionally, the liaison to the League of California Cities (Cal Cities), 665
3 To provide transparency to the public and assist City Council in its decision- making, a summary of the primary purpose of each board, commission, committee, and task force is provided as Attachment 2.

FISCAL IMPACT
There is no fiscal impact associated with this report.

CONCLUSION
City Staff recommends Council make the necessary liaison and committee appointments for the 2026 calendar year. For the Council’s reference, Attachment 3 provides the “Liaison Definition of Role and Purpose Policy” that was adopted at the June 12, 2018 Council Meeting. Staff will provide an updated liaison list after Council’s appointments.

ATTACHMENTS
Attachment 1 – Council and Agency Liaison to Committees and Coalitions List Attachment 2 – Description of Committees and Coalitions Attachment 3 – City Council Liaison Definition of Role and Purpose Policy 666
ATTACHMENT 1

BOARD/COMMISSION STAFF SUPPORT

MEETING
FREQUENCY 2025 COUNCIL LIAISON 2026 COUNCIL LIAISON
1 Affordable Housing Advisory
Committee
Patrick Prescott (CDD)
Simone McFarland (CDD)
CAO Support
As needed N.Perez
T.Takahashi 1. ______________________

2. ______________________
2 Airport Ad Hoc Committee
Joe McDougall* (CAO)
Justin Hess (CM)
Patrick Prescott (CDD)
As needed Mayor (N.Schultz)
Vice Mayor (N.Perez)
Mayor (T.Takahashi)
Vice Mayor (Z.Mullins)
3 Audit Committee
Jennifer Becker* (FS)
Krystle Palmer (CTO)
Justin Hess (CM)
Courtney Padgett (CM)
Joseph Lillio (BWP)
CAO Support
Quarterly
Z.Mullins
N.Perez

1. ________________________________

2. ________________________________
4 Burbank Unified School
District/City Council
Committee
Justin Hess* (CM) Quarterly
or as needed
Mayor (N.Schultz)
Vice Mayor (N.Perez)
Mayor (T.Takahashi)
Vice Mayor (Z.Mullins)
5 Economic Development
Subcommittee
Patrick Prescott* (CDD)
Justin Hess (CM) As needed C.Rizzotti
Z.Mullins

1. ________________________________

2. ________________________________
6 Fiscal and Treasurer's Review
Group
Krystle Palmer* (CTO)
Jennifer Becker (FS)
Justin Hess (CM)
Joseph Lillio (BWP)
Semi-annually
or as needed
K.Anthony
Z.Mullins

1. ________________________________

2. ________________________________
7 Public Information Office
Advisory Committee
Courtney Padgett* (CM)
Jonathan Jones (PIO)
Quarterly
or as needed
Mayor (N.Perez)
Vice Mayor (T.Takahashi)

1. ________________________________

2. ________________________________

COUNCIL SUBCOMMITTEES
Council Liaisons and Appointments to Committees and Coalitions 2026 667
8 American Public Power
Association Policy Makers
Council
*Appointed 12/2024 (three-year
term)
Jason Maruca* (BWP)
Monthly calls
and twice per
year
Washington,
D.C. meetings
N.Perez N.Perez
9 Arroyo Verdugo Communities
Subregion Joint Powers
Authority
Patrick Prescott (CDD)
David Kriske (CDD)
Six times per
year - 1st
Thursday of the
month
Z.Mullins
C.Rizzotti (Alt.)

1. ________________________________
Atl. ________________________________
10 Burbank Glendale Pasadena
Regional Housing Trust Board
of Directors
*Appointed 03/2025 (two-year
term )
Patrick Prescott* (CDD) Annually or as
needed
N.Perez
Z.Mullins (Alt.)
11 Disaster Council
(Mayor designated by BMC) Eric Baumgardner (FD) Semi-annually or as needed
Mayor (N.Perez)
Vice Mayor (T.Takahashi)
Mayor (T.Takahashi)
Vice Mayor (Z.Mullins)
12 Domestic Violence Task Force
Courtney Padgett* (CM)
CAO Support
Cathryn LaBrado (CM)
Captain Ruiz (BPD)
Bimonthly- 1st
Wednesday
of the month
K.Anthony
Z.Mullins

1. ________________________________

2. ________________________________
13 Cal Cities
Annual Statewide Voting
Delegate
Justin Hess* (CM)
Courtney Padgett (CM)
Cathryn LaBrado (CM)
Annually
Mayor (N.Perez)
Vice Mayor (T.Takahashi) (Alt.)
Council Members (Second Alt.)
Mayor (T.Takahashi)
Vice Mayor (Z.Mullins) (Alt.)
Council Members (Second Alt.)
14 Cal Cities
(Los Angeles Division)
Justin Hess* (CM)
Courtney Padgett (CM)
Cathryn LaBrado (CM)
Monthly Mayor (N.Perez)
Vice Mayor (T.Takahashi)
Mayor (T.Takahashi)
Vice Mayor (Z.Mullins)
15 San Fernando Valley
Council of Governments
(SFVCOG)
Patrick Prescott (CDD)
David Kriske (CDD) Quarterly T.Takahashi
N.Perez (Alt.)

1. ________________________________
Atl. ________________________________

EXTERNAL COMMITTEE MEMBERS
668
16 San Fernando Valley Service
Sector Governance Council
(Metro)
*Appointment ended
06/2024
David Kriske (CDD) Monthly -
1st Wednesday No Seat Currently Available
17 Southern California
Association of Governments
(SCAG)
District 42 Representative
*Burbank represents the District
through 05/2026
Patrick Prescott (CDD)
Fred Ramirez (CDD)
Monthly -
1st Thursday N.Perez
18 Southern California
Association of Governments
(SCAG)
Annual General Assembly
Voting Delegate
Patrick Prescott (CDD) Annually Mayor (N.Perez)
Vice Mayor (T.Takahashi) (Alt.)

1. ________________________________
Alt. ________________________________
19 Valley Economic Alliance
Board of Directors
Patrick Prescott* (CDD)
Justin Hess (CM)
Monthly -
4th Thursday
N.Perez
T.Takahashi

1. ________________________________

2. ________________________________
20 Board of Library Trustees Eric Lashley (LS) Monthly - 2nd Wed. N.Perez 1. ________________________________
21 Burbank Cultural Arts
Commission
Marisa Garcia (P&R)
Erin Barrows (P&R)
Kris Smith (P&R)
Monthly -
2nd Thurs.

T.Takahashi
K.Anthony (Alt.)

1. ________________________________
Atl. ________________________________
22 Infrastructure Oversight
Board (IOB)
Damian Skinner (PW) Monthly -
4th Thurs.

Mayor (N.Perez)
Vice Mayor (T.Takahashi)
Mayor (T.Takahashi)
Vice Mayor (Z.Mullins)
23 Parks and Recreation Board Marisa Garcia (P&R) Monthly - 2nd Thurs.

K.Anthony
C.Rizzotti (Alt.)

1. ________________________________
Atl. ________________________________
24 Planning Commission
Patrick Prescott (CDD)
Fred Ramirez (CDD) Bi-monthly 2nd
and 4th Mon. C.Rizzotti 1. ________________________________ 25 Police Commission Chief Rafael Quintero (PD) Monthly - 3rd Wed.

Z.Mullins
C.Rizzotti (Alt.)

1. ________________________________
Alt. ________________________________

CITY BOARDS/COMMISSIONS
669
26 Senior Citizen Board
Marisa Garcia (P&R)
Erin Barrows (P&R)
Kris Smith (P&R)
Monthly -
4th Wed.

Z.Mullins
K.Anthony (Alt.)

1. ________________________________
Alt. ________________________________
27 Sustainable Burbank
Commission
Damian Skinner (PW)
John Molinar (PW)
Amber Duran (PW)
Monthly -
3rd Monday
N.Perez
T.Takahashi

1. ________________________________

2. ________________________________
28 Transportation Commission Patrick Prescott (CDD)
David Kriske (CDD)
Monthly -
4th Wed.

Z.Mullins
C.Rizzotti (Alt.)

1. ________________________________
Alt. ________________________________
29 Youth Board
Marisa Garcia (P&R)
Noah Altman (P&R)
Diego Cevallos (P&R)
Monthly -
1st Wed. N.Perez 1. ________________________________
30 Burbank Association of
Realtors
Patrick Prescott (CDD)
Simone McFarland (CDD)
Fred Ramirez (CDD)
As Requested Z.Mullins
C.Rizzotti (Alt.)

1. ________________________________
Alt. ________________________________
31 Burbank Chamber of
Commerce
Justin Hess* (CM)
Courtney Padgett (CM)
Monthly -
3rd Thursday Mayor (N.Perez) Mayor (T.Takahashi)
32 Upper Los Angeles River &
Tributaries Working Group Marisa Garcia (P&R) As Requested N.Perez K.Anthony (Alt.)

1. ________________________________
Atl. ________________________________

LIAISONS TO EXTERNAL COMMITTEES
670

1 City of Burbank
Committees and Coalitions
Descriptions and Liaison Roles

COUNCIL SUBCOMMITEES

Affordable Housing Advisory Committee: This subcommittee of the Council consists of two Council appointees and meets on an as needed basis to review and advise on affordable housing efforts and City -sponsored programs and activities for the homeless.

The Community Development Director and Assistant Community Development Director of Housing serve as staff support to the subcommittee , as well as a member from the City Attorney’s Office.

Airport Ad Hoc Committee: This subcommittee of the Council meets with a subcommittee of the Burbank-Glendale-Pasadena Airport Authority to report on issues of mutual concern.

It is customary for the Mayor and Vice Mayor to serve on the Airport Ad Hoc Committee.

The City Attorney, City Manager, and Community Development Director serve as staff support to the subcommittee, which meets on an as needed basis.

Audit Committee*: The primary purpose of the Audit Committee is to provide oversight of the financial reporting process, the audit process, the system of internal controls , and compliance with laws and regulations. The A udit Committee consists of two Council appointees and meets quarterly to review significant accounting and reporting issues and recent professional and regulatory pronouncements to understand the potential impact on financial statements. Support for this subcommittee includes the Financial Services Director, City Treasurer, City Manager, Assistant City Manager, and Chief Financial Officer of Burbank Water and Power, as well as a member from the City Attorney’s Office.

Burbank Unified School District/City Council Committee: This subcommittee of the City Council meets with a subcommittee of the Burbank Unified School District (BUSD) Board of Education to report and review programs, resources, and issues of mutual concern. The committee is comprised of the BUSD Board President, Vice President, and Superintendent and Burbank Mayor, Vice Mayor, and City Manager. The Committee meets quarterly or as needed.

Economic Development Subcommittee: This subcommittee of the Council consists of two appointees and meets on an as needed basis to review economic development activities, programs, events, and campaigns and provide input on policies and projects that encourage job growth and development in Burbank . The subcommittee also receives updates on the City’s two Business Improvement Districts, the Downtown Burbank Property & Business Improvement District and the Burbank Hospitality Association’s Tourism Business Improvement District. Staff support for this subcommittee includes the City Manager and Community Development Director.

ATTACHMENT 2
671

2 Fiscal & Treasurer’s Review Group*: The purpose of the Fiscal & Treasurer’s Review Group, per the City’s Investment Policy, is to meet at least semi -annually to review the portfolio report that will be presented to City Council by the City Treasurer. The City Manager, Financial Services Director, and Chief Financial Officer of Burbank Water and Power are part of this group. Two Council appointees serve on this subcommittee.

Public Information Office Advisory Committee: This sub committee of the Council provides recommendations to staff on how to promote and project a positive and favorable image of the City via branding campaigns and marketing techniques. The subcommittee consists of two Council appointees and meets on an as needed basis. Staff support includes the Assistant City Manager as well as the Public Information Officer.

EXTERNAL GOVERNMENTAL COMMITTEES

American Public Power Association Policy Makers Council: The American Public Power Association ( APPA) is the voice of not -for-profit, community -owned utilities that power 2,000 towns and cities nationwide. They represent public power before the federal government to protect the interests of the more than 49 million customers that public power utilities serve, and the 96,000 people they employ. The Association advocates and advises on electricity policy, technology, trends, training, and operations. The Policy Makers Council (PMC) assists APPA in promoting federal legislation that is important to public power utilities and opposing harmful legislation. The PMC is comprised of locally elected and appointed officials from public power communities across the country. The Legislative Analyst in Burbank Water and Power serves as the staff support.

Arroyo Verdugo Communities Subregion Joint Powers Authority (JPA)*: The Arroyo Verdugo Communities Subregion provides a forum for discussion on regional issues of mutual interest amongst the cities of Burbank, Glendale, La Cañada Flintridge, Pasadena, South Pasadena, and the unincorporated communities of Montrose/La Crescenta. The JPA meets six times a year, once per scheduled month, to consider regional programs and initiatives related to transportation and to program Metro Measure M transportation funding allocated to the subregion. The Arroyo Verdugo Communities Subregion JPA is represented on the Metro Technical Advisory Committee, which makes transportation policy and funding recommendations to the Metro Board of Directors. Staff support for Council participation in this external committee includes the Community Development Director and Assistant Community Development Director of Transportation. Staff recommends Council appoint one member and an alternate to serve on the JPA.

Burbank Glendale Pasadena Regional Housing Trust Board of Directors *: The Burbank-Glendale-Pasadena Regional Housing Trust (BGPRHT) was formed as a result of SB 1177, authored by State Senator Anthony Portantino in 2022. The BGPRHT was created to fund housing to assist families with extremely low, very low, low, and moderate incomes and homeless individuals. The BGPRHT Board of Directors is comprised of one Council Member from Burbank, Pasadena, and Glendale. Staff support for this external committee is provided by the Community Development Director or representative. The group meets at least annually, but more often as needed.
672

3 Disaster Council *: The Disaster Council is responsible for the guidance of the City’s disaster preparedness, response and recovery efforts. Per Burbank Municipal Code (BMC) Section 5- 2-103, the Mayor serves as Chairman of the Disaster Council, which further consists of the City Manager, Assistant City Manager, and various City departments with response or recovery operations roles along with partner agency stakeholders such as the Burbank Hollywood Airport, Providence Saint Joseph Medical Center, Burbank Unified School District, and American Red Cross. The Emergency Management Coordinator serves as staff support for the Disaster Council, which meets semi-annually or as needed.

Domestic Violence Task Force* : This external committee meets on an as needed basis and is composed of different stakeholders in the Burbank community that focus on providing services to victims of domestic violence. The task force provides an opportunity to identify existing gaps in service and collaborate on programs, resources, and educational opportunities to spread awareness and provide support to victims of domestic violence. The task force consists of two Council appointees, as well as the Assistant City Manager, Assistant City Attorney, and Assistant to the City Manager.

Cal Cities (Annual Statewide Voting Delegate): The City is a member of Cal Cities, an association of California city officials who advocate for the common interests of local jurisdictions in California and seek to influence State and Federal policy decisions that impact municipal governments. Cal Cities hosts a three-day Annual Conference which consists of breakout sessions, discussion forums, and keynote speeches on current issues cities face. The 2025 Cal Cities Conference is scheduled for October 8-10, 2025 at the Long Beach Convention Center in Long Beach, California. An Annual Business Meeting takes place on the last day of the Conference during the General Assembly , where representatives from each member City vote on proposed conference resolutions. These resolutions serve as policy guidance for Cal Cities, and each City Council is encouraged to consider the proposed resolutions, determine a city position, and direct an appointed voting delegate to represent the City accordingly at the General Assembly. Traditionally, the Mayor has served in this capacity, with the Vice Mayor as an alternate. Should the Mayor and Vice Mayor not be in attendance, a present Council Member could step in as the voting delegate.

If more than two Council Members are present, the ap pointment would be based, first, on seniority in City Council or, second, on votes received in the election.

Cal Cities (L os Angeles Division): Cal Cities (Los Angeles Division) consists of 16 regional divisions led by a regional public affairs manager and serve as the grassroots advocacy core of Cal Cities . The City is a member of the Los Angeles County Division, which is made up of 86 member cities and provides a forum for cooperative advocacy on region-specific legislative and regulatory goals. Staff from the City Manager’s Office interface with the regional public affairs manager and other Cal Cities staff to represent the City’s interests and provide support to the Mayor, who traditionally represent s the City in monthly meetings of Cal Cities’ Los Angeles Division and serves as the City’s voting delegate at Division Budget and Nomination Committee meetings.

San Fernando Valley Council of Governments (S FVCOG)*: The SFVCOG is a joint 673

4 powers authority of cities within the San Fernando Valley which meets quarterly to develop and implement subregional policies and plans for transportation and other issues that affect the region. The SFVCOG also conducts studies and projects designed to improve transportation systems and other governmental responsibilities of member cities. Council appoints one member and one alternate to the Council of Governments, and the Community Development Director and Assistant Community Development Director of Trans portation serve as staff support for the City’s representation in SFVCOG.

San Fernando Valley Service Sector Governance Council (Metro) *: The Service Council meets every first Wednesday of the month to advise on Metro service and planning and implementation of bus service within the San Fernando Valley. The Service Council holds public hearings on proposed bus service changes and gives residents an opportunity to provide direct input on bus service issue s. Council appoints one representative to the Service Council. Members receive a stipend of $100 per meeting, for up to two meetings per month.

Southern California Association of Governments (SCAG)*: SCAG is a j oint powers authority established as an association of local governments and agencies that voluntarily convene every 1
st Thursday of the month to address regional issues. Under federal law, SCAG is designated as a Metropolitan Planning Organization and is responsible for maintaining the region’s air quality compliance under the Clean Air Act. The agency develops long-range regional transportation plans including growth forecast components, regional transportation improvement programs, regional housing needs allocations (RHNA), and a portion of the South Coast Air Quality management plans. The City is part of SCAG Regional Council District 42 and generally alternates representation with the City of Glendale every two years. Council separately appoints a voting delegate for SCAG’s annual Regional Conference and General Assembly. Traditionally, the Mayor serves as the voting delegate, with the Vice Mayor as alternate. The Community Development Director and Assistant Community Development Director of Planning provide staff support for the City’s participation in SCAG.

Valley Economic Alliance (VEA): The VEA is a private, nonprofit economic development and marketing corporation that serves businesses in the five- city region of B urbank, Calabasas, Glendale, Los Angeles, and San Fernando. The organization seeks to elevate the economic vitality and stability of the region by promoting business, education, and outreach in collaboration with local governments. Council appoints two members to the Alliance’s Board of Directors, which meets every fourth Thursday of the month. The City Manager and the Community Development Director serve as staff support for the City’s representation in the VEA.

INTERNAL LIAISONS

Board of Library Trustees*: This Board acts in an advisory capacity to the Council in all matters pertaining to the Burbank Public Library, including rules and regulations for maintenance and improvements. Council appoints one member to serve as liaison to this Board, wh ose meetings take place every second Wednesday of the month and are 674

5 coordinated by the Library Services Department.

Burbank Cultural Arts Commission* : As an advisory group, this Commission make s policy and funding recommendations to the C ouncil on matters related to the implementation of the City’s Cultural Arts Plan to help engage the community by participating in various public education, outreach, and promotional activities related to cultural arts and other duties as requested by the Council. Parks and Recreation staff provide support for Commission meetings, which occur every 2 nd Thursday of the month.

Council appoints two members as liaisons to this Commission.

Infrastructure Oversight Board (IOB)*: The IOB oversees and makes recommendations to the Council regarding infrastructure in t he City. The mission of the Board is, in part, to ensure the reliability, maintenance, and safety of the City’s infrastructure. The Public Works Department provides staff support to the IOB. Council appoints two liaisons, typically the Mayor and Vice Mayor, to the IOB, which meets every fourth Thursday of the month.

Parks and Recreation Board*: This Board serves in an advisory capacity to the Council in all matters pertaining to parks, open space and grounds of the City. They prepare and recommend, for adoption by the Council, rules and regulations for the use and improvement of the public parks, as well as the acquisition of park sites by the City. Council appoints one member as liaison to this Board. The Parks and Recreation Department helps coordinate meetings of the Parks Board, which occur every second Thursday of the month.

Planning Commission*: This commission consists of five members and is responsible for reviewing applications for discretionary projects, conducting public hearings on land use related matters, and serves as an advisory body to the City Council on certain land use issues. The Commission meets on the 2
nd and 4th Monday of the month. Council appoints
one member to serve as liaisons to the Planning Commission.

Police Commission*: This Commission provides civilian oversight to advocate for best practices and law enforcement policies that benefit the Burbank community. The Commission monitors the Burbank Police Department to achieve and maintain a culture of respect and professionalism through accountability and transparency . The Commission meets monthly. Council appoints one member to serve as a liaison to the Police Commission, which is supported by staff from the Burbank Police Department.

Senior Citizen Board *: This Board works in an advisory capacity with the Parks and Recreation Department to identify and meet the recreational and human service needs of aging adults in the Burbank community by offering programming in arts, technology, lifelong learning and fitness. The Board meets every fourth Wednesday of the month. Council appoints one member as a liaison to the Board.

Sustainable Burbank Commission* : The purpose of this Commission is to advise and make recommendations to the Council on matters related to the implementation of the City’s Sustainability Action Plan and help engage the community by participating in various public education, outreach, and promotional activities related to environmental sustainability. The 675

6 Public Works Department provides staff support to the Sustainable Burbank Commission.

Council appoints two members as liaisons to this Commission, which meets every third Monday of the month.

Transportation Commission*: The Transportation Commission shall serve as an advisory commission to make recommendations to the City Council on transportation planning issues including, but not limited to, the transportation element of the General Plan and its components; the expenditure of Proposition A funds, Proposition C funds, air quality funds and bonds, fees, loans and grants for the purpose of funding transportation improvements; transportation plans, policies and programs, such as pedestrian orientation, telecommuting, intermodal transportation centers and new technologies; and, t o perform such advisory functions as are delegated to it by the provisions of this code or other action of the Council.

Youth Board*: This Board serves as an advisory board to make recommendations to City Council on matters of interest to youth in the community. The Board meets the first Wednesday of the month, generally during November through May. Council appoints one member as a liaison to the Youth Board.

EXTERNAL LIAISONS

Burbank Association of Realtors: The Burbank Association of Realtors is a professional trade association representing real estate agents and affiliate members engaged in real estate business. Council appoints two liaisons to meet with the Association, as requested, to update them on matters which might impact residential real estate in the City.

Burbank Chamber of Commerce: The Chamber works with the City and local businesses to strengthen and promote economic development and stimulate the local economy. The Chamber’s Board of Directors meets monthly, on the third Thursday of the month. Council appoints one liaison, traditionally the Mayor, to provide a brief update at the Chamber’s Board meetings on City events, programs, and policies that may impact the local business community.

Upper Los Angeles River & Tributaries Working Group: Assembly Bill 466 (AB 466) established, within the Santa Monica Mountains Conservancy, the Upper Los Angeles River and Tributaries Working Group. The Working Group is charged with developing a revitalization plan for the Upper Los Angeles River, the tributaries of the Pacoima Wash, Tujunga Wash, and Verdugo Wash and any additional tributary waterway that the working group determines to be necessary. Working Group members shall prioritize planning efforts that represent disadvantaged communities, while developing a revitalization plan that addresses the unique and diverse needs of these waterways and the communities through which they pass, including a master planning process with community engagement and outreach to disadvantaged communities.
_____________________________________________________________________

*Brown Act Compliance: Committees denoted with an asterisk follow Brown Act regulations. Non-appointed Council members and liaisons may attend meetings of these 676

7 committees but may not partake in policy discussions. 677

CITY COUNCIL

LIAISON DEFINITION OF ROLE AND PURPOSE
POLICY

1. COUNCIL LIAISONS. The Council Liaison is the Council Member who is specifically
assigned to be the liaison between the Commission and the City Council. The primary role of the Liaison is that of facilitator of communications from the Commission to the Council. A Council Member who is appointed to sit as a member of a board, commission or committee is not a liaison for purposes of this definition. a. Definition of the Role. The Council Liais on shall
facilitate communications between the Commission and the Council. The Liaison should not be an advocate for the Commission, give direction or influence a decision of the Commission. The Liaison may, however, assist and provide information.
b. Purpose. The Liaison acts as:
i. Spokesperson on behalf of the Council when so directed by the Council when seated as a body.
ii. Contact person, if the Commission or an individual Commissioner wants such a channel of communication.
iii. Monitor the Commission to identify procedural and structural issues relating to the effective functioning of the Commission for Council.
c. Participation Expectation. Attendance is discretionary with the Council Member, although attendance at Commission
meetings is not required, it is encouraged. Liaisons shall have no vote on the Commission and shall not act as an ex officio member of a Commission.

Approved June 12, 2018
ATTACHMENT 3-1
Attachment 3
678

Burbank City CouncilJanuary 13, 2026

Burbank City Council
January 13, 2026