Approved:
CALEA
Effective Date: March 10, 2022
CHAPTER 7 - EQUIPMENT
Military Equipment
709.1 PURPOSE AND SCOPE
This policy provides guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072). 709.
1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):
Governing body – The elected or appointed body that oversees the Department.
Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two- and-one-half-ton trucks, five -ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.
• Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of .50 caliber or greater, excluding standard- issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, except for standard-issue firearms.
EXHIBIT A
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Burbank Police Department
Michael Albanese, Chief of Police
Policy
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• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray. • Area denial electroshock devices, microwave weapons, water cannons, long-range acoustic devices (LRADs), acoustic hailing devices, and sound cannons. • Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.
709.
2 POLICY
It is the policy of the Burbank Police Department that members of this Department comply with the provisions of Government Code § 7071 with respect to military equipment. 7 09.3 MILITARY EQUIPMENT COORDINATOR
The Administrative Division Captain is the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
a. Acting as a liaison to the governing body for matters related to the requirements of this policy. b. Identifying Department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
c. Conducting an inventory of all military equipment at least annually. d. Collaborating with any allied agency that may use military equipment within the jurisdiction of the Burbank Police Department (Government Code § 7071). e. Preparing for, scheduling, and coordinating the annual community engagement meeting to include:
1. Publicizing the details of the meeting.
2. Preparing for public questions regarding the Department’s funding, acquisition, and use of equipment.
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f. Preparing the annual military equipment report for submission to the Chief of Police and ensuring the report is made available on the Department website (Government Code § 7072). g. Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
709.
4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department:
- See the Annual Military Equipment Report by clicking HERE. 709.
5 APPROVAL
The Burbank Police Department or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Burbank Police Department or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the Department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
a. Requesting military equipment made available pursuant to 10 USC § 2576a. b. Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in- kind donations, or other donations or transfers.
c. Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
d. Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this Department.
e. Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
f. Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
g. Acquiring military equipment through any means not provided above. 341
Burbank Police Department
Michael Albanese, Chief of Police
Policy
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7 09.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy. 7 09.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).
The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the Department website for as long as the military equipment is available for use.
The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in inventory.
7 09.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
709.
9 COMPLIANCE
1. The Administrative Division Captain will ensure that all Department members comply with this policy. The Administrative Division Captain will conduct an annual audit with the assistance of the Professional Standards Bureau. All instances of noncompliance will be reported to City Council via the annual Military Equipment use report.
2. Any member of the public can register a question, concern, or complaint regarding Military Equipment use either in person or telephonically by contacting the Burbank Police Department's Community Outreach and Personnel Services Bureau (818-238-3231). Complaints may also be submitted electronically via the Police Department's website at:
https://www.burbankpd.org/online-services/complaint-form/ A response to the question, concern, or complaint shall be completed by the Department in a timely manner.
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ATTACHMENT 3
Assembly Bill No. 481
CHAPTER 406
An act to add Chapter 12.8 (commencing with Section 7070) to Division 7 of Title 1 of the Government Code, relating to military equipment.
[Approved by Governor September 30, 2021. Filed with
Secretary of State September 30, 2021.]
legislative counsel’s digest
AB 481, Chiu. Law enforcement and state agencies: military equipment:
funding, acquisition, and use.
Existing law designates the Department of General Services as the agency for the State of California responsible for distribution of federal surplus personal property, excepting food commodities, and requires the department to, among other things, do all things necessary to the execution of its powers and duties as the state agency for the distribution of federal personal surplus property, excepting food commodities, in accordance with specified federal law. Existing law, the Federal Surplus Property Acquisition Law of 1945, authorizes a local agency, as defined, to acquire surplus federal property without regard to any law which requires posting of notices or advertising for bids, inviting or receiving bids, or delivery of purchases before payment, or which prevents the local agency from bidding on federal surplus property.
Existing federal law authorizes the Department of Defense to transfer surplus personal property, including arms and ammunition, to federal or state agencies for use in law enforcement activities, subject to specifi conditions, at no cost to the acquiring agency.
This bill would require a law enforcement agency, defined to include specified entities, to obtain approval of the applicable governing body, by adoption of a military equipment use policy, as specified, by ordinance at a regular meeting held pursuant to specified open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment, as defined. The bill would also require similar approval for the continued use of military equipment acquired prior to January 1, 2022. The bill would allow the governing body to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it determines that the military equipment meets specified standards. The bill would require the governing body to annually review the ordinance and to either disapprove a renewal of the authorization for a type, as defined, of military equipment or amend the military equipment use policy if it determines, based on an annual military equipment report prepared by the law enforcement agency, as provided, that the military equipment does not comply with the above-described standards for approval. The bill would specify these provisions do not preclude a county or local municipality from implementing
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AUTHENTICATED
ELECTRONIC LEGAL MATERIAL
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additional requirements and standards related to the purchase, use, and reporting of military equipment by local law enforcement agencies.
This bill would also require a state agency, as defined, to create a military equipment use policy before engaging in certain activities, publish the policy on the agency’s internet website, and provide a copy of the policy to the Governor or the Governor’s designee, as specified. The bill would also require a state agency that seeks to continue use of military equipment acquired prior to January 1, 2022, to create a military equipment use policy.
This bill would also include findings that the changes proposed by this bill address a matter of statewide concern rather than a municipal affair and, therefore, apply to all cities, including charter cities.
By adding to the duties of local officials with respect to the funding, acquisition, and use of military equipment, this bill would impose a state- mandated local program.
The California Constitution requires local agencies, for the purpose of ensuring public access to the meetings of public bodies and the writings of public officials and agencies, to comply with a statutory enactment that amends or enacts laws relating to public records or open meetings and contains fi demonstrating that the enactment furthers the constitutional requirements relating to this purpose.
This bill would make legislative findings to that effect.
The California Constitution requires the state to reimburse local agencies and school districts for certain costs mandated by the state. Statutory provisions establish procedures for making that reimbursement.
This bill would provide that no reimbursement is required by this act for a specified reason.
The people of the State of California do enact as follows:
SECTION 1. The Legislature finds and declares all of the following:
(a) The acquisition of military equipment and its deployment in our communities adversely impacts the public’s safety and welfare, including increased risk of civilian deaths, signifi risks to civil rights, civil liberties, and physical and psychological well-being, and incurment of significant financial costs. Military equipment is more frequently deployed in low-income Black and Brown communities, meaning the risks and impacts of police militarization are experienced most acutely in marginalized communities.
(b) The public has a right to know about any funding, acquisition, or use of military equipment by state or local government officials, as well as a right to participate in any government agency’s decision to fund, acquire, or use such equipment.
(c) Decisions regarding whether and how military equipment is funded, acquired, or used should give strong consideration to the public’s welfare, safety, civil rights, and civil liberties, and should be based on meaningful public input.
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(d) Legally enforceable safeguards, including transparency, oversight, and accountability measures, must be in place to protect the public’s welfare, safety, civil rights, and civil liberties before military equipment is funded, acquired, or used.
(e) The lack of a public forum to discuss the acquisition of military equipment jeopardizes the relationship police have with the community, which can be undermined when law enforcement is seen as an occupying force rather than a public safety service.
SEC. 2. Chapter 12.8 (commencing with Section 7070) is added to Division 7 of Title 1 of the Government Code, to read:
Chapter 12.8. Funding, Acquisition, and Use of Military Equipment
7070. For purposes of this chapter, the following definitions shall apply:
(a) “Governing body” means the elected body that oversees a law enforcement agency or, if there is no elected body that directly oversees the law enforcement agency, the appointed body that oversees a law enforcement agency. In the case of a law enforcement agency of a county, including a sheriff’s department or a district attorney’s office, “governing body” means the board of supervisors of the county.
(b) “Law enforcement agency” means any of the following:
(1) A police department, including the police department of a transit agency, school district, or any campus of the University of California, the California State University, or California Community Colleges. (2) A sheriff’s department.
(3) A district attorney’s office.
(4) A county probation department.
(c) “Military equipment” means the following:
(1) Unmanned, remotely piloted, powered aerial or ground vehicles. (2) Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.
(3) High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humvees, two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.
(4) Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion. (5) Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. (6) Weaponized aircraft, vessels, or vehicles of any kind. (7) Battering rams, slugs, and breaching apparatuses that are explosive in nature. However, items designed to remove a lock, such as bolt cutters,
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or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.
(8) Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this subdivision.
(9) Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision. (10) Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency. (11) Any fi or fi accessory that is designed to launch explosive projectiles.
(12) “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,” excluding standard, service-issued handheld pepper spray.
(13) Taser Shockwave, microwave weapons, water cannons, and the Long Range Acoustic Device (LRAD).
(14) The following projectile launch platforms and their associated munitions: 40mm projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons.
(15) Any other equipment as determined by a governing body or a state agency to require additional oversight.
(16) Notwithstanding paragraphs (1) through (15), “military equipment” does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency.
(d) “Military equipment use policy” means a publicly released, written document governing the use of military equipment by a law enforcement agency or a state agency that addresses, at a minimum, all of the following:
(1) A description of each type of military equipment, the quantity sought, its capabilities, expected lifespan, and product descriptions from the manufacturer of the military equipment.
(2) The purposes and authorized uses for which the law enforcement agency or the state agency proposes to use each type of military equipment. (3) The fiscal impact of each type of military equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment.
(4) The legal and procedural rules that govern each authorized use. (5) The training, including any course required by the Commission on Peace Officer Standards and Training, that must be completed before any offi , agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of military equipment to ensure the full protection of the public’s welfare, safety, civil rights, and civil liberties and full adherence to the military equipment use policy.
(6) The mechanisms to ensure compliance with the military equipment use policy, including which independent persons or entities have oversight
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authority, and, if applicable, what legally enforceable sanctions are put in place for violations of the policy.
(7) For a law enforcement agency, the procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of military equipment, and how the law enforcement agency will ensure that each complaint, concern, or question receives a response in a timely manner.
(e) “State agency” means the law enforcement division of every state offi offi , department, division, bureau, board, and commission or other state body or agency, except those agencies provided for in Article IV (except Section 20 thereof) or Article VI of the California Constitution. (f) “Type” means each item that shares the same manufacturer model number.
7071. (a) (1) A law enforcement agency shall obtain approval of the governing body, by an ordinance adopting a military equipment use policy at a regular meeting of the governing body held pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M.
Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable, prior to engaging in any of the following:
(A) Requesting military equipment made available pursuant to Section 2576a of Title 10 of the United States Code.
(B) Seeking funds for military equipment, including, but not limited to, applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers. (C) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(D) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the territorial jurisdiction of the governing body.
(E) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body pursuant to this chapter.
(F) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of, military equipment. (G) Acquiring military equipment through any means not provided by this paragraph.
(2) No later than May 1, 2022, a law enforcement agency seeking to continue the use of any military equipment that was acquired prior to January 1, 2022, shall commence a governing body approval process in accordance with this section. If the governing body does not approve the continuing use of military equipment, including by adoption pursuant to this subdivision of a military equipment use policy submitted pursuant to subdivision (b), within 180 days of submission of the proposed military equipment use policy to the governing body, the law enforcement agency shall cease its use of
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the military equipment until it receives the approval of the governing body in accordance with this section.
(b) In seeking the approval of the governing body pursuant to subdivision (a), a law enforcement agency shall submit a proposed military equipment use policy to the governing body and make those documents available on the law enforcement agency’s internet website at least 30 days prior to any public hearing concerning the military equipment at issue. (c) The governing body shall consider a proposed military equipment use policy as an agenda item for an open session of a regular meeting and provide for public comment in accordance with the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable.
(d) (1) The governing body shall only approve a military equipment use policy pursuant to this chapter if it determines all of the following:
(A) The military equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety. (B) The proposed military equipment use policy will safeguard the public’s welfare, safety, civil rights, and civil liberties. (C) If purchasing the equipment, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.
(D) Prior military equipment use complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance. (2) In order to facilitate public participation, any proposed or fi military equipment use policy shall be made publicly available on the internet website of the relevant law enforcement agency for as long as the military equipment is available for use.
(e) (1) The governing body shall review any ordinance that it has adopted pursuant to this section approving the funding, acquisition, or use of military equipment at least annually and, subject to paragraph (2), vote on whether to renew the ordinance at a regular meeting held pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M.
Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable.
(2) The governing body shall determine, based on the annual military equipment report submitted pursuant to Section 7072, whether each type of military equipment identified in that report has complied with the standards for approval set forth in subdivision (d). If the governing body determines that a type of military equipment identifi in that annual military equipment report has not complied with the standards for approval set forth in subdivision (d), the governing body shall either disapprove a renewal of the authorization for that type of military equipment or require modifi
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to the military equipment use policy in a manner that will resolve the lack of compliance.
(f) Notwithstanding subdivisions (a) to (e), inclusive, if a city contracts with another entity for law enforcement services, the city shall have the authority to adopt a military equipment use policy based on local community needs.
7072. (a) A law enforcement agency that receives approval for a military equipment use policy pursuant to Section 7071 shall submit to the governing body an annual military equipment report for each type of military equipment approved by the governing body within one year of approval, and annually thereafter for as long as the military equipment is available for use. The law enforcement agency shall also make each annual military equipment report required by this section publicly available on its internet website for as long as the military equipment is available for use. The annual military equipment report shall, at a minimum, include the following information for the immediately preceding calendar year for each type of military equipment:
(1) A summary of how the military equipment was used and the purpose of its use.
(2) A summary of any complaints or concerns received concerning the military equipment.
(3) The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response. (4) The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.
(5) The quantity possessed for each type of military equipment. (6) If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.
(b) Within 30 days of submitting and publicly releasing an annual military equipment report pursuant to this section, the law enforcement agency shall hold at least one well-publicized and conveniently located community engagement meeting, at which the general public may discuss and ask questions regarding the annual military equipment report and the law enforcement agency’s funding, acquisition, or use of military equipment. 7073. (a) A state agency shall create a military equipment use policy prior to engaging in any of the following:
(1) Requesting military equipment made available pursuant to Section 2576a of Title 10 of the United States Code.
(2) Seeking funds for military equipment, including, but not limited to, applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers. (3) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
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(4) Collaborating with a law enforcement agency or another state agency in the deployment or other use of military equipment within the territorial jurisdiction of the governing body.
(5) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body pursuant to this chapter.
(6) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, or to apply to receive, acquire, use, or collaborate in the use of, military equipment. (7) Acquiring military equipment through any means not provided by this subdivision.
(b) No later than May 1, 2022, a state agency seeking to continue the use of any military equipment that was acquired prior to January 1, 2022, shall create a military equipment use policy.
(c) A state agency that is required to create a military equipment use policy pursuant to this section shall do both of the following within 180 days of completing the policy:
(1) Publish the military equipment use policy on the agency’s internet website.
(2) Provide a copy of the military equipment use policy to the Governor or the Governor’s designee.
7074. The Legislature fi and declares that ensuring adequate oversight of the acquisition and use of military equipment is a matter of statewide concern rather than a municipal affair as that term is used in Section 5 of Article XI of the California Constitution. Therefore, this chapter applies to all cities, including charter cities and shall supersede any inconsistent provisions in the charter of any city, county, or city and county. 7075. N othing in this chapter shall preclude a county or local municipality from implementing additional requirements and standards related to the purchase, use, and reporting of military equipment by local law enforcement agencies.
SEC. 3. The Legislature finds and declares that Section 1 of this act, which adds Chapter 12.8 (commencing with Section 7070) to Division 7 of Title 1 of the Government Code, furthers, within the meaning of paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the purposes of that constitutional section as it relates to the right of public access to the meetings of local public bodies or the writings of local public officials and local agencies. Pursuant to paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the Legislature makes the following findings:
Requiring local agencies to hold public meetings prior to the acquisition of military equipment further exposes that activity to public scrutiny and enhances public access to information concerning the conduct of the people’s business.
SEC. 4. No reimbursement is required by this act pursuant to Section 6 of Article XIII B of the California Constitution because the only costs that may be incurred by a local agency or school district under this act would 92 350
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result from a legislative mandate that is within the scope of paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution.
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1 STAFF REPORT
DATE: March 10, 2026
TO: Justin Hess, City Manager
FROM: Marisa Garcia, Parks and Recreation Director
VIA: Kristen Smith, Assistant Parks and Recreation Director BY: Roxana Tabibi, Social Services Supervisor - Nutrition SUBJECT: Acceptance of an Additional $200,000 from the Los Angeles County Aging and Disabilities Department - Funding for the Contracted Elderly Nutrition Program Older Americans Act Title III C-1 and Related Amendment of the Fiscal Year 2025-26 Adopted Budget
RECOMMENDATION
1. Accept $ 200,000 from the Los Angeles County Aging and Disabilities Department (County) One-Time-Only (OTO) Funding to extend the Contracted Elderly Nutrition Program (ENP) Older Americans Act Title III C-1 Services and approve the executed Elderly Nutrition Program Amendment Two.
2. Amend the FY 2025-26 Adopted Budget as follows upon receipt of the grant funds in FY 2025-26 by appropriating $200,000 One-Time-Only (OTO) Funding from revenue account 001.PR000.48010.1007.000000 (General Fund, Other Intergovernmental Revenue, Los Angeles County Aging and Disabilities Department Nutrition State C1) to expenditure account 001.PR42A.62300.0000.000000 (General Fund, Supplemental Nutrition Program, Special Department Supplies).
BACKGROUND
Since 1973, the City of Burbank (City) has been committed to providing congregate meals (C-1) and home -delivered meals (C-2) to seniors through its Supplemental Nutrition Services Program (Program). The Program serves over 100,000 C-1 and C-2 meals annually. The primary goal of the Program is to provide nutritious , balanced meals in a safe, friendly, supportive group setting in conjunction with a variety of community -based services that maximize seniors’ independence and quality of life.
Consent Calendar
Item #7
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2 In 2003, the Los Angeles (LA) County Department of Workforce Development, Aging and Community Services established its ENP and entered into an agreement with the State of California to implement the nutrition program. LA County receives funding to support the ENP and partners with in local agencies to assist in providing congregate meals and supportive service programs. Funds are allocated to sub -recipients for a one -year ENP sub-award term with three annual renewal options for a maximum term of four years. The City is a sub-recipient of the County’s ENP program and has successfully received grant funding on an annual basis. In July 2025, the City was awarded baseline funding in the amount of $690,000. Most recently, in October 2025, the City was awarded baseline Net County Cost (NCC), Modernizing Older Californias Act (MOCA), and Nutrition Services Incentive Program (NSIP) funding in the amount of $382,630.
C-1: The Hybrid Meal Distribution Program
C-1 provides mobile seniors with nutritious lunches in a congregate setting five days a week and a grab -and-go service two days a week at three sites (Joslyn Adult Center, Tuttle Center, and McCambridge Recreation Center). The three-course, on-site lunches in a group setting provide opportunities for socialization and companionship.
C-2: The Home Delivered Meal Program
C-2 offers meals seven days a week for individuals who meet the following criteria: frail and homebound by reason of illness, disability, or otherwise isolated; the spouse of any older individual who is in the program (regardless of age or condition); and any disabled person who resides at a home with an older individual. In addition, the C-2 Program offers a grab-and-go service two days a week. Home delivered meals are transported from the Program’s central kitchen at McCambridge Recreation Center via City-owned vehicles to eligible recipients or via approved registered Burbank Volunteer Program (BVP) volunteers equipped with City hot bags and ice chests to ensure proper food temperatures.
Meals for both Programs are currently being prepared by Trio Community Meals, a caterer on the LA County Approved Caterers list. City staff located at the McCambridge Recreation Center’s central kitchen also contribute to meal preparation. The meals comply with State and County laws, ensuring the safe and sanitary management of food, equipment, and supplies, encompassing storage, preparation, service, and delivery.
The ENP grant prohibits the City from charging seniors for their meals, and income verification is not required to participate in the program. However, voluntary contributions are accepted and welcomed . The suggested contribution for C-1 program participants aged 60 and older is $2 per meal, while individuals aged 59 and younger are required to pay a $4 fee per meal. The suggested contribution amount for C-2 program participants is $3 per meal.
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3 DISCUSSION
Since March 2020, with the onset of the COVID-19 pandemic, the operation and demand of the City’s Nutrition Program have increased significantly and continue to evolve. As a result, the City’s Nutrition Team implemented various meal distribution models, including innovative approaches such as drive-thru service and grab-and-go meals, in addition to the traditional congregate meal and home -delivery meals. While the drive-thru method has since been discontinued, the grab -and-go option remains in place, reflecting sustained and increased demand for senior nutrition services.
Although the number of meals served has grown substantially, County funding has not kept pace with the demand, resulting in a higher level of City subsidy required to adequately support program operations. Staff have been proactive in working with the County by providing all required documentation and successfully securing baseline funding in the amount of $690,000 for FY 2025-26. Recognizing that this baseline funding alone is insufficient to offset the increased costs to support ongoing operational needs, staff promptly initiated efforts to secure additional financial support. In October 2025, the City ENP was awarded an additional $382,630 in NCC, MOCA, and NSIP C -1 and C-2 funding from the County . These funds have sustained the existing lunch program for seniors, extending services for several additional months, helping to reduce the reliance on the City’s general fund.
As a result of staff’s continued efforts and demonstrated need for additional resources, the County approved and awarded the City $200,000 in OTO C-1 funding in January 2026 to partially support program operations through the end of FY 2025-26.
Consistent with the City’s Administrative Procedure I -10, Grants Administration, grants greater than $5,000 or more should be formally accepted by the City Council (Council) at a regularly scheduled meeting.
ENVIRONMENTAL REVIEW
This activity involves fiscal activities that fund food services to senior and disabled populations and administrative changes to the FY 2025-26 Adopted Budget , 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).
354
4 FISCAL IMPACT
Funding for the City’s Supplemental Nutrition Services Program is included in the FY 2025-26 Adopted Budget. The ENP funding from the County provides revenue to offset a portion of the program costs.
Staff requests that Council accept the additional $200,000 OTO funding and amend the FY 202 5-26 Adopted Budget as follows: Appropriate $ 200,000 from revenue account 001.PR000.48010.1007.000000 (General Fund, Parks and Recreation General, Other Intergovernmental Revenue, Los Angeles County Aging and Disabilities Department Nutrition State C1) to expenditure account 001.PR42A.62300.0000.000000 (General Fund, Supplemental Nutrition Program, Special Department Supplies).
CONCLUSION
The City’s Supplemental Nutrition Services Program provides vital services that enhance the independence, socialization, and quality of life for senior residents . City Council’s acceptance and approval of an additional $200,000 in OTO funding from the LA County Aging and Disabilities Department will further support the City’s valued congregate and home-delivered meals services.
ATTACHMENTS
Attachment 1 – FY 2025-26 County of L os Angeles Aging and Disabilities Department ENP Allocation Letter for OTO funding.
Attachment 2 – Executed Elderly Nutrition Program Amendment Two 355
BOARD OF SUPERVISORS
Hilda L. Solis
Holly J. Mitchell
Lindsey P. Horvath
Janice Hahn
Kathryn Barger
EXECUTIVE LEADERSHIP
Maral V. Karaccusian
Director
Lorenza C. Sánchez
Chief Deputy Director
Susan Huff
Administrative Deputy II
Anna Avdalyan
Assistant Director
Dr. Solomon Shibeshi
Assistant Director
Victoria Jump
Assistant Director
Ivan Pacheco
Chief Information Officer
GET I N TOUCH
510 S. Vermont Avenue, Suite 1100
Los Angeles, CA 90020
ad.lacounty. gov
[email protected]
Aging & Adult Information & Assistance Line:
(800) 510 -2020
Report Elder Abuse:
(877) 477 -3646
Community & Senior Centers:
(800) 689 -8514
Disability Information &
Access Line:
(888) 677 -1199
January 20, 2026
City of Burbank
Attention: Justin Hess
1301 West Olive Avenue
Burbank, CA 91506
FISCAL YEAR 2025-26 ONE-TIME-ONLY FUNDING
ALLOCATION FOR ELDERLY NUTRITION
PROGRAM SERVICES
Dear Mr. Hess:
County of Los Angeles Aging and Disabilities Department (County) intends to amend City of Burbank’s (Subrecipient’s) Elderly Nutrition Program (ENP) Subaward. The Subaward
Amendment information is outlined below
• Purpose: Subrecipient will utilize One -Time-Only (OTO) funding to provide additional defined and contracted ENP Congregate Meal Services during Fiscal Year (FY) 2025-26. • Subaward Number: ENP252601
• Amendment Number: Two
• Subaward Term: July 1, 2025 through June 30, 2026
• Total Funding Allocation: $200,000
• Period Funds are available for use (Subject to execution of Amendment): July 1, 2025 – June 30, 2026
• Service Area: Supervisorial District 5
• Funding Source(s) and Service Category(ies) are as follows:
ATTACHMENT 1
356
FY 2025-26 OTO Funding Allocation
Elderly Nutrition Program
City of Burbank
Funding
Source
Service Category Unit Rate
Allocation Amount Total
Allocation
Amount Baseline
Additional
Baseline
NCC
OTO
OAA Title
III C-1
Congregate Meals $12.21 $278,600 $87,000 $200,000 $565,6001 OTO Funding $200,000
Additional Funding
(Refer to FY 2025-26 Additional Funding Allocation Letter) $382,630 Original Baseline and MOCA Funding
(Refer to FY 2025-26 Original Baseline and MOCA Funding Allocation Letter) $690,000 Subaward Sum Year 1 (SSY1)
(OTO, Additional Baseline NCC, Additional MOCA, NSIP, Original Baseline and MOCA Funding)
$1,272,630
1 Complete one (1) budget and one (1) MPS for the total allocation amount.
If you have any questions, please contact Lynn Tran of my staff by phone or e-mail as follows:
(323) 513-4214 or [email protected].
Thank you.
Irma Panosian
Irma Panosian, Administrative Services Manager III
Contracts Management Division
357
ELDERLY NUTRITION PROGRAM (ENP)
SUBAWARD PERIOD JULY 2025 - JUNE 2026
SUBAWARD NUMBER ENP252601
AMENDMENT TWO
This Amendment is made and entered into by and between
COUNTY OF LOS ANGELES THROUGH ITS
AGING AND DISABILITIES DEPARTMENT
( Count D
510 South Vermont Avenue
Los Angeles, CA 90020
and
CITY OF BURBANK
(
Subrecipient )
Subrecipient usiness Address
1301 West Olive Avenue
Burbank, CA 91506
WHEREAS, reference is made to that certain document originally entitled "Elderly Nutrition Program (ENP) Subaward Number ENP252601 Subaward Period July 2025 - June 2026 dated July 1, 2025, ( Subaward ); and
WHEREAS, the parties hereto have previously entered into the above referenced Subaward for the purpose of providing Elderly Nutrition Program (ENP) Services, which include serving congregate meals and home-delivered meals as well as conducting telephone reassurance to the older adult population in Los Angeles County (excluding the City of Los Angeles); and
WHEREAS, County and Subrecipient recognize and agree that specific terms (including, but not limited to, Contract, Subaward, Contractor, Subrecipient, Subcontract, Lower Tier Subaward, Subcontractor and Lower Tier Subrecipient) are used interchangeably throughout this Amendment in order to comply with Federal, State, and County regulations; and
WHEREAS, it is the intent of the parties to amend this Subaward to allocate Older Americans Act (OAA) Title III-C1 (Nutrition Services) One-Time-Only (OTO) funding in the amount of $200,000 , which will be reimbursed to Subrecipient in exchange for additional defined and contracted ENP Congregate Meal Services as specified herein to be provided by Subrecipient during Fiscal Year (FY) 2025-26; and ATTACHMENT 2
358
Elderly Nutrition Program Subaward Number ENP252601 Amendment Two Page 2 WHEREAS, it is the intent of the parties to also amend this Subaward to provide for the other changes set forth herein; and WHEREAS, the Subaward provides that changes to its terms may be made in the form of a written Amendment, which is formally approved and executed by the parties. NOW THEREFORE, THE PARTIES HERETO AGREE AS FOLLOWS: I. This Amendment will commence upon execution by all parties. II. Subparagraph 5.1.3 is deleted in its entirety and replaced as follows: 5.1.3 Subaward Sum Year 1 Funding Source(s) 5.1.3.1 The Subaward Sum Year 1 for this Subaward is comprised of monies which are identified by the funding source(s) or governing statue(s) listed below. The funding source(s) and governing statute(s) authorize County to use these monies to provide Program Services. 5.1.3.2 Older Americans Act (OAA) Title III-B (Supportive Services and Senior Centers) original baseline funds 5.1.3.2.1 Subaward Sum: $1,300 5.1.3.2.2 Service Area: Supervisorial District 5 5.1.3.2.3 Period of Performance: July 1, 2025 June 30, 2026 (consistent with California Department of Aging MOU #AAA-2425-19, Funding Revision # 2526-03) 5.1.3.2.4 Allocation Letter: Fiscal Year 2025-26 Original Baseline and Modernizing Older Californians Act Funding Allocation for Elderly Nutrition Program Services 5.1.3.3 OAA Title III C-1 (Nutrition Services) original baseline funds 5.1.3.3.1 Subaward Sum: $278,600 5.1.3.3.2 Service Area: Supervisorial District 5 5.1.3.3.3 Period of Performance: July 1, 2025 June 30, 2026 (consistent with California Department of Aging MOU #AAA -2425-19, Funding Revision # 2526-03) 359
Elderly Nutrition Program Subaward Number ENP252601 Amendment Two Page 3
5.1.3.3.4 Allocation Letter: Fiscal Year 2025-26 Original Baseline and Modernizing Older Californians Act Funding Allocation for Elderly Nutrition Program Services 5.1.3.4 OAA Title III C-2 (Nutrition Services) original baseline funds 5.1.3.4.1 Subaward Sum: $320,700 5.1.3.4.2 Service Area: Supervisorial District 5 5.1.3.4.3 Period of Performance: July 1, 2025 June 30, 2026 (consistent with California Department of Aging MOU #AAA -2425-19, Funding Revision # 2526-03) 5.1.3.4.4 Allocation Letter: Fiscal Year 2025-26 Original Baseline and Modernizing Older Californians Act Funding Allocation for Elderly Nutrition Program Services 5.1.3.5 Modernizing Older Californians Act (MOCA) funds for ENP Congregate Meal Services 5.1.3.5.1 Subaward Sum: $24,300 5.1.3.5.2 Service Area: Supervisorial District 5 5.1.3.5.3 Period of Performance: July 1, 2025 June 30, 2026 (consistent with California Department of Aging contract #NM-2324-19) 5.1.3.5.4 Allocation Letter: Fiscal Year 2025-26 Original Baseline and Modernizing Older Californians Act Funding Allocation or Elderly Nutrition Program Services 5.1.3.6 MOCA funds for ENP Home-Delivered Meal Services 5.1.3.6.1 Subaward Sum: $65,100 5.1.3.6.2 Service Area: Supervisorial District 5 5.1.3.6.3 Period of Performance: July 1, 2025 June 30, 2026 (consistent with California Department of Aging contract #NM-2324-19) 360
Elderly Nutrition Program Subaward Number ENP252601 Amendment Two Page 4
5.1.3.6.4 Allocation Letter: Fiscal Year 2025-26 Original Baseline and Modernizing Older Californians Act Funding Allocation for Elderly Nutrition Program Services 5.1.3.7 Additional baseline NCC funds for ENP Congregate Meal 5.1.3.7.1 Subaward Sum: $87,000 5.1.3.7.2 Service Area: Supervisorial District 5 5.1.3.7.3 Period of Performance: July 1, 2025 June 30, 2026 5.1.3.7.4 Allocation Letter: Fiscal Year 2025-26 Additional Funding Allocation for Elderly Nutrition Program Services 5.1.3.8 Additional MOCA funding for ENP Congregate Meal Services 5.1.3.8.1 Subaward Sum: $250,000 5.1.3.8.2 Service Area: Supervisorial District 5 5.1.3.8.3 Period of Performance: July 1, 2025 June 30, 2026 (consistent with California Department of Aging contract #NM-2324-19) 5.1.3.8.4 Allocation Letter: Fiscal Year 2025-26 Additional Funding Allocation for Elderly Nutrition Program Services 5.1.3.9 NSIP C1 5.1.3.9.1 Subaward Sum: $25,930 5.1.3.9.2 Service Area: Supervisorial District 5 5.1.3.9.3 Period of Performance: July 1, 2025 June 30, 2026 (consistent with California Department of Aging MOU #AAA-2425-19, Funding Revision # 2526-04) 361
Elderly Nutrition Program Subaward Number ENP252601 Amendment Two Page 5
5.1.3.9.4 Allocation Letter: Fiscal Year 2025-26 Additional Funding Allocation for Elderly Nutrition Program Services 5.1.3.10 NSIP C2 funds for ENP Home-Delivered Meal Services 5.1.3.10.1 Subaward Sum: $19,700 5.1.3.10.2 Service Area: Supervisorial District 5 5.1.3.10.3 Period of Performance: July 1, 2025 June 30, 2026 (consistent with California Department of Aging MOU #AAA-2425-19, Funding Revision # 2526-04) 5.1.3.10.4 Allocation Letter: Fiscal Year 2025-26 Additional Funding Allocation for Elderly Nutrition Program Services 5.1.3.11 OAA Title III C-1 (Nutrition Services) OTO funds 5.1.3.11.1 Subaward Sum: $200,000 5.1.3.11.2 Service Area: Supervisorial District 5 5.1.3.11.3 Period of Performance: July 1, 2025 - June 30, 2026 (consistent with California Department of Aging MOU #AAA-2425-19, Funding Revision # 2526-06) 5.1.2.11.4 Allocation Letter: Fiscal Year 2025-26 One-Time-Only Funding Allocation for Elderly Nutrition Program Services III. Subparagraph 5.10.7 is deleted in its entirety and replaced as follows: 5.10.7 Amount of Federal Funds Obligated by this Action: 5.10.7.1 Original Subaward: $690,000 5.10.7.1.1 Original baseline funds: $600,600 5.10.7.1.2 MOCA funds: $89,400 (State funds) 5.10.7.2 Amendment One: $382,630 5.10.7.2.1 Additional baseline NCC funds: $87,000 362
Elderly Nutrition Program Subaward Number ENP252601 Amendment Two Page 6
5.10.7.2.2 Additional MOCA funds: $250,000 (State funds) 5.10.7.2.3 NSIP funds: $45,630 5.10.7.3 Amendment Two: $200,000 IV. Subparagraph 5.10.8 is deleted in its entirety and replaced as follows: 5.10.8 Total Amount of Federal Funds Obligated to Subrecipient (Subaward Sum Year 1): $933,230 (funds identified in Subparagraphs 5.10.7.1.2 and 5.10.7.2.2 are excluded) V. Subparagraph 5.10.9 is deleted in its entirety and replaced as follows: 5.10.9 Total Amount of Federal Award (Maximum Subaward Sum): $933,230 (funds identified in Subparagraphs 5.10.7.1.2 and 5.10.7.2.2 are excluded) VI. 2 {FY 2025-26 One-Time-Only Fundingadded as an addendum to "Exhibit B1.1 (Budget) is incorporated herein by reference. VII. 2 {FY 2025-26 One-Time-Only Fundingas an addendum to "Exhibit C1.1 (Mandated Program Service) is incorporated herein by reference. VIII. The Fiscal Year 2025-26 One-Time-Only Funding Allocation for Elderly Nutrition Program Servicesfunding allocation letter is incorporated herein by reference. All other terms and conditions of the Subaward will remain in full force and effect. // // // // // // // // // // // // // // // 363
IN WITNESS WHEREOF, the Board of Supervisors of the County of Los Angeles has caused this Amendment Two to be subscribed on its behalf by the Director of Aging and Disabilities Department, and the Subrecipient has subscribed the same through its Authorized Representative. The Authorized Representative(s) signing on behalf of Subrecipient warrants under penalty of perjury that he or she is authorized to bind Subrecipient. COUNTY OF LOS ANGELES By Maral V. Karaccusian, Director Date County of Los Angeles Aging & Disabilities Department SUBRECIPIENT City of Burbank Subrecipient ENP252601 Subaward Number By Name of Authorized Date Representative Title Approved as to Form: Signature OFFICE OF COUNTY COUNSEL Dawyn R. Harrison, County Counsel By Name of Authorized Representative Date By Airionna Whitaker Deputy County Counsel Title Signature 364
Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
N/A
Date: 2/10/2026
-$ [Enter]
50,000$
(5) Funding Amount for Equipment (Other) reflected as SF must match the Equipment (Other) Funding Amount reflected in Exhibit C1.1 (Mandated Program Services), Section I (Units of Service Summary). (6) Grand Total Funding Amount under Column (F) Total Funding Amount must match Grand Total Funding Amount reflected in Exhibit C1.1 (Mandated Program Services), Section I (Units of Service Summary), Column (E) Funding Amount.
[Enter] -$
352,914$ -$
COUNTY USE ONLY
Assigned Program Analyst:
Assigned Contract Analyst:
Lynn Tran
Jorge Pena
[Enter]
NOTE:
(1) The SSY1 for each Service Category must match the SSY1 Cash Other reflected in Exhibit C1.1 (Mandated Program Services), Section I (Units of Service Summary) for each Service Category. (2) The SF for each Service Category must match the SF reflected in Exhibit C1.1 (Mandated Program Services), Section I (Units of Service Summary) for each Service Category. (4) Funding Amount for Equipment (Purchase(s)) reflected under SSY1 and SF must match the Equipment (Purchase(s)) Funding Amount reflected in Exhibit C1.1 (Mandated Program Services), Section I (Units of Service Summary).
Grand Total (6)
(3) The minimum required total mach is twelve percent (12%) of SSY1.
Equipment Purchase(s) Approved by:
565,600$ -$
Equipment (Purchases) (4)
(818) 238 5402
Phone Number
Social Services Supervisor- Nutrition
(2)
IN-KIND
Phone Number
1,119,401$
(F)
TOTAL
FUNDING
(B+C+D+E)
[Enter]
(2)
IN-KIND
(1)
CASH
Job Title
(1)
CASH
OTHER
(2)
CASH
NSIP
Prefix
Congregate Meals N/A
(D)
NON-MATCH
(E)
PROGRAM
INCOME
Project Manager
(1)
CASH
50,000$
SUBRECIPIENT'S FUNDS (SF) (2)
(C)
MATCH (3)
(A)
SERVICE CATEGORY
(B)
SUBAWARD SUM
YEAR 1
(SSY1) (1)
[Enter] [email protected]
Prefix
Erin Barrows
Ext. E-Mail AddressAuthorized Representative
Recreation Services Manager
Job Title
Ms.
Ms.
Angela O'Connor
Prefix Budget Analyst Job Title
Ms.
[email protected](818) 238 5358 [Enter]Roxana Tabibi Zip Code
Two Modification Number: N/A
Principal Accountant (818) 238 5490
150,887$
[Enter] [email protected]
Phone Number Ext. E-Mail Address
PROGRAM FUNDING SUMMARY
352,914$ [Enter]565,600$
(1)
CASH
[Enter]
Older Americans Act Title III C1
Five
E-Mail AddressExt.
EXHIBIT B1.1 (BUDGET)
AMENDMENT 2 {FY 2025-26 ONE-TIME-ONLY FUNDING)
CA 91506
Zip CodeState
State
CA 91506
Congregate Meal Services
2025-2026
Select Region
City of Burbank
ENP252601
Subrecipient's Legal Name:
1301 W. Olive Ave.
Main Administrative Office Address
Burbank
Mailing Address (if different from above) City
(2)
SF
(1)
SSY1
12.21$ 11.96$
(3)
TOTAL
24.17$
ALL COSTS REPORTED ON THIS BUDGET MUST BE ALLOWABLE, NECESSARY, AND REASONABLE FOR THE PROGRAM SERVICES TO BE PROVIDED.
Lynn Tran
[Enter] N/A
Budget Reviewed and Approved by:
Equipment (Other) (5)
(G)
UNIT RATE
City
Same as above Burbank
-$ 150,887$ 1,119,401$
365
Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Subrecipient's Legal Name:
$051,576$ 51,576$
25,788$ 11$ 25,777$
51,576$ 51,576$
38,316$ 1,536$
Site manager at Tuttle site/ Social
Services Coordinator/ Sylvia 100% 6,256$ 12 75,072$ 2,000$ $0
Food Service Aid// McCambridge kitchen
/ Luis Angel 50% 4,298$
Principal Clerk/ Angela 50% 7,572$ 12
1,000$ 2,880$ 71,192$
45,432$ 2,735$ $042,697$ 45,432$ 75,072$ $0
$02,880$ 70,192$ 75,072$
Congregate Meal Services
2025-2026
Older Americans Act Title III C1
I. BUDGET DETAIL - PERSONNEL
DIRECT
$062,880$
39,852$ $0
Select Region
Five
ENP252601
Two Modification Number:
(F)
SSY1
SF (J)
TOTAL
FUNDING
AMOUNT
(K)
VARIANCE
(G)
MATCH
(H)
NON-MATCH
(I)
PROGRAM
INCOME
(B*C*D) (1)
CASH OTHER
(1)
CASH
(2)
IN-KIND
(1)
CASH
(2)
IN-KIND
(1)
CASH
(F+G+H+I) (E - J)
51,576$
Recreation Leader 20% 4,986$
(A)
POSITION TITLE (1)
(B)
% OF TIME
ON
PROGRAM
(2)
(C)
MONTHLY
SALARY
(D)
NO. OF
MONTHS
(E)
TOTAL COSTS
12 75,072$
12 25,788$
Food Service manager /Supervisor/Site
Manager at Mccambridge 50% 6,642$ 12 39,852$
Food Service Aid/ Tuttle/ /Gina 100% 4,298$ 12 51,576$ Project Manager/Social Service
Supervisor- Nutrition 50% 10,480$ 12 62,880$ 30,000$ 2,418$ Site manager at Joslyn site/ Social
Services Coordinator/ Ruby 100% 6,256$
Food Service Aid / Joslyn /Alexis 100% 4,298$
Work trainee - Mc and HDM- Jerry 50% 3,616$ 12 43,392$
12 11,966$
Work trainee/ Joslyn/ Viollete 100% 3,616$ 12 43,392$ 21,696$
Work trainee/ - Mc Abdulah 100% 3,616$ 12 43,392$ 11,966$ 11,966$
21,696$
43,392$
$0
43,392$
43,392$ $0
City of Burbank
30,462$
N/A
21,696$ $0
$0
$0
12 Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 2366 I. BUDGET DETAIL - PERSONNEL
(F)
SSY1
SF (J)
TOTAL
FUNDING
AMOUNT
(K)
VARIANCE
(G)
MATCH
(H)
NON-MATCH
(I)
PROGRAM
INCOME
(B*C*D) (1)
CASH OTHER
(1)
CASH
(2)
IN-KIND
(1)
CASH
(2)
IN-KIND
(1)
CASH
(F+G+H+I) (E - J)
(A)
POSITION TITLE (1)
(B)
% OF TIME
ON
PROGRAM
(2)
(C)
MONTHLY
SALARY
(D)
NO. OF
MONTHS
(E)
TOTAL COSTS
(2): If an individual's time is allocated to multiple Program Services, that individual's time must not exceed 100% when his/her time is totaled for Congregate Meal Services, Home-Delivered Meal Services, and Telephone Reassurance Services.
[Complete as
needed]
[Complete as
needed]
[Complete as
needed] -$
Do indirect costs exceed the fifteen percent (15%) maximum? (5): The maximum reimbursable amount allowable for indirect costs is fifteen percent (15%) of Subrecipient's modified total direct cost reflected under Column F (SSY1 Cash Other). Indirect costs in excess of the fifteen percent (15%) maximum may be budgeted as a match in-kind contribution and used to meet the match requirement (subject to County's prior written approval). 787,509$ $0
NOTE:
(1): Enter the title of each position. List all mandatory staffing positions noted in Exhibit A (Statement of Work and Attachments). If a mandatory position is performed by staff under a different position/payroll title then list both the position title noted in Exhibit A (Statement of Work and Attachments) and the payroll title (e.g., Project Director/Recreation Director). (3): Enter the amount of funding that Subrecipient will use to fund any portion of the total cost for taxes. (4): Enter the amount of funding that Subrecipient will use to fund any portion of the total cost for benefits.
GRAND TOTAL
GRAND TOTAL PERSONNEL 787,509$ 304,831$ 129,764$ -$ 352,914$ -$ -$ Indirect Costs (Personnel)
[Complete as
needed] (5)
[Complete as
needed]
[Complete as
needed]
556,740$ $0
352,914$ -$ -$ 787,509$ $0
INDIRECT
(4) (4) (4) 222,696$ $0
TOTAL DIRECT PERSONNEL 787,509$ 304,831$ 129,764$ -$ Benefits 40.00% 222,696$ 222,696$ (4) (4) Taxes 1.45% 8,073$ 8,073$ (3)
SUBTOTAL DIRECT PERSONNEL 556,740$ 74,062$ 129,764$ -$ (3) (3) (3) (3) 8,073$ $0
352,914$ -$ -$
[Enter title]
9,046$ 9,046$ 123,769$
[Enter title]
[Enter title]
[Enter title]
[Enter title]
[Enter title]
[Enter title]
Facility attendant
[Enter title]
$09,046$ 20%
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 3367 Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Subrecipient's Legal Name:
NOTE:
(1): When using volunteer services as an in-kind match to meet the minimum required match, this in-kind match must not exceed more than fifty percent (50%) of the minimum required match. For example, if volunteer services total $2,000 and the minimum required match is $1,500 then a maximum of $750 of volunteer services will count toward meeting the minimum required match. Additionally, Subrecipient does not have to change the amount of volunteer services reflected as in-kind match since only a portion of it may be counted toward meeting the minimum required match. Using the previous example, Subrecipient may reflect $2,000 (as opposed to $750) as in-kind match for volunteer services but only $750 of this amount will be counted toward meeting the minimum required match.
GRAND TOTAL
GRAND TOTAL VOLUNTEERS -$ -$ -$ -$ $0
INDIRECT
Indirect Costs (Volunteers)
[Complete
as needed]
[Complete as
needed]
[Complete as
needed]
TOTAL DIRECT VOLUNTEERS -$ -$ -$ -$ $0 [Enter title]
[Enter title]
[Enter title]
[Enter title]
[Enter title]
[Enter title]
[Enter title]
(G)
MATCH (1)
(H)
NON-MATCH
DIRECT
City of Burbank
[Enter title]
[Enter title]
Congregate Meal Services
Two Modification Number:
2025-2026
(B*C*D*E) (1)
IN-KIND
(1)
IN-KIND
(G + H) (F - I)
II. BUDGET DETAIL - VOLUNTEERS
(A)
POSITION TITLE
(B)
NUMBER
OF
POSITIONS
(C)
% OF TIME
ON PROGRAM
(D)
MONTHLY
SALARY
EQUIVALENT
(E)
NO. OF
MONTHS
(F)
TOTAL
SALARY
EQUIVALENT
SF (I)
TOTAL
IN-KIND
Older Americans Act Title III C1
Select Region
Five
ENP252601
N/A
(J)
VARIANCE
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 4368 Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Subrecipient's Legal Name:
(1) Effective January 1, 2025, County’s approved mileage rate is $0.66 per mile and State's mileage rate is available online at: http://www.calhr.ca.gov/employees/Pages/travel-reimbursements.aspx. Reimbursement for mileage must not exceed the lesser of County's rate and State's rate. (2): The maximum reimbursable amount allowable for indirect costs is fifteen percent (15%) of Subrecipient's modified total direct cost reflected under Column F (SSY1 Cash Other). Indirect costs in excess of the fifteen percent (15%) maximum may be budgeted as a match in-kind contribution and used to meet the match requirement (subject to County's prior written approval). -$ -$ -$ -$ $0
NOTE:
Do indirect costs exceed the fifteen percent (15%) maximum?
GRAND TOTAL
GRAND TOTAL VOLUNTEER
EXPENSES -$ -$ -$ -$
[Complete
as needed]
[Complete
as needed]
[Complete
as needed]
[Complete
as needed]
[Complete
as needed] Indirect Costs (Volunteer Expenses) (2)
-$ -$ -$ -$ $0
INDIRECT
TOTAL DIRECT VOLUNTEER
EXPENSES -$ -$ -$ -$
[Enter description of other expenses]
[Enter description of other expenses]
[Enter description of other expenses]
[Enter description of other expenses]
[Enter description of other expenses]
[Enter description of other expenses]
DIRECT
Training
Mileage (Cost/Mile) (1)
(A)
DESCRIPTION
(B)
UNIT COST
(C)
NUMBER OF
UNITS
(D)
NO. OF
MONTHS
(E)
TOTAL COSTS
(F)
SSY1
SF (J)
TOTAL
FUNDING
(K)
VARIANCE
(G)
MATCH
(H)
NON-MATCH
(I)
PROGRAM
INCOME
(B*C*D) (1)
CASH OTHER
(1)
CASH
(2)
IN-KIND
(1)
CASH
(2)
IN-KIND
(1)
CASH
(F+G+H+I) (E - J)
Congregate Meal Services
ENP252601
Two Modification Number: N/A
City of Burbank
III. BUDGET DETAIL - VOLUNTEER EXPENSES
2025-2026
Older Americans Act Title III C1
Select Region
Five
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 5369 Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Subrecipient's Legal Name:
Congregate Meal Services
2025-2026
Older Americans Act Title III C1
Select Region
Five
ENP252601
N/A
City of Burbank
IV. BUDGET DETAIL - SUBAWARD(S)/SUBCONTRACT(S) FOR CATERED FOOD Two Modification Number:
(1)
CASH
(2)
IN-KIND
(1)
CASH
(2)
IN-KIND
(2)
CASH
NSIP
(G+H+I+J)
(I)
NON-MATCH
(1)
CASH
OTHER
(H)
MATCH
-$ -$
[Complete as
needed]
260,769$ -$ 260,769$ -$ -$ -$ -$ -$ -$ -$
INDIRECT
260,769$ 260,769$
(1): Use this Budget Detail to report Lower Tier Subaward(s)/Subcontract(s) with caterers by entering the name of the caterer. The information provided herein must be included in Exhibit T (List of Lower Tier Subawards). Subrecipient must obtain prior written approval from County before executing Subaward(s).
(2): The maximum reimbursable amount allowable for indirect costs is fifteen percent (15%) of Subrecipient's modified total direct cost reflected under Column G (SSY1 Cash Other). Indirect costs in excess of the fifteen percent (15%) maximum may be budgeted as a match in-kind contribution and used to meet the match requirement (subject to County's prior written approval).
Do indirect costs exceed the fifteen percent (15%) maximum? Indirect Costs
(Lower Tier Subaward(s)/Subcontract(s) for Catered Food)
TOTAL DIRECT LOWER TIER
SUBAWARD(S)/SUBCONTRACT(S) FOR CATERED FOOD -$
GRAND TOTAL LOWER TIER
SUBAWARD(S)/SUBCONTRACT(S) FOR CATERED FOOD
[Complete as
needed]
[Complete as
needed]
[Complete as
needed]
[Complete as
needed]
GRAND TOTAL
(2)
NOTE:
260,769$ $0-$
260,769$ $0
DIRECT
(A)
LOWER TIER
SUBRECIPIENT'S/SUBCONTRACTOR(S)
NAME (1)
(C)
UNIT COST
(D)
NO. OF
UNITS
(E)
NO. OF
MONTHS
(C*D*E) (F - K)
All Congregate Meals 6.17$ 3,522 260,769$ 260,769$ $0Trio Community Food (J)
PROGRAM
INCOME
(1)
CASH
(B)
SERVICE CATEGORY
(G)
SSY1 SF
(F)
TOTAL COSTS
(K)
TOTAL FUNDING
(L)
VARIANCE
[Enter caterer's name]
[Enter caterer's name]
Select Description
Select Description
[Enter caterer's name] Select Description
[Enter caterer's name] Select Description
[Enter caterer's name]
[Enter caterer's name] Select Description
Select Description
260,769$ 12
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 6370 Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Subrecipient's Legal Name:
NOTE:
7,466$ $07,466$ -$ -$ 7,466$ -$ -$ -$ (1): The maximum reimbursable amount allowable for indirect costs is fifteen percent (15%) of Subrecipient's modified total direct cost reflected under Column F (SSY1 Cash Other). Indirect costs in excess of the fifteen percent (15%) maximum may be budgeted as a match in-kind contribution and used to meet the match requirement (subject to County's prior written approval).
INDIRECT
GRAND TOTAL
Indirect Costs (Raw Food)
$0GRAND TOTAL RAW FOOD 7,466$ -$ -$ 7,466$ -$ -$ -$ -$ 7,466$ [Complete as
needed]
[Complete as
needed]
[Complete as
needed] (1)
Do indirect costs exceed the fifteen percent (15%) maximum? -$
[Complete
as needed]
Congregate Meal Services
2025-2026
Older Americans Act Title III C1
Select Region
ENP252601
Five
N/A
City of Burbank
TOTAL DIRECT RAW FOOD
Congregate Meals 6.16$ 101 12 7,466$
[Complete
as needed]
(1)
CASH
$07,466$
DIRECT
7,466$
Two Modification Number:
(2)
IN-KIND
(1)
CASH
(F+G+H+I) (E - J)
V. BUDGET DETAIL - RAW FOOD
(A)
SERVICE CATEGORY
(B)
UNIT COST
(C)
NO. OF
UNITS
(D)
NO. OF
MONTHS
(2)
IN-KIND
(1)
CASH
(G)
MATCH
(H)
NON-MATCH
(I)
PROGRAM
INCOME
(E)
TOTAL COSTS
SF(F)
SSY1
(J)
TOTAL FUNDING
(K)
VARIANCE
(B*C*D) (1)
CASH
OTHER
(2)
CASH
NSIP
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 7371 Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Subrecipient's Legal Name:
[Enter name and description]
[Enter name and description]
(1): Please submit supporting documentation with this Budget for any unit cost, which exceeds $2.00 per square foot, that will be supported by the SSY1. (2): The maximum reimbursable amount allowable for indirect costs is fifteen percent (15%) of Subrecipient's modified total direct cost reflected under Column F (SSY1 Cash Other). Indirect costs in excess of the fifteen percent (15%) maximum may be budgeted as a match in-kind contribution and used to meet the match requirement (subject to County's prior written approval). -$ -$ -$ -$ $0
NOTE:
Do indirect costs exceed the fifteen percent (15%) maximum?
GRAND TOTAL
GRAND TOTAL SPACE -$ -$ -$ -$ [Complete
as needed]
[Complete
as needed]
[Complete
as needed]
[Complete
as needed]
[Complete
as needed] Indirect Costs (Space) (2)
-$ -$ -$ -$ $0
INDIRECT
TOTAL DIRECT SPACE -$ -$ -$ -$ [Enter name and description]
[Enter name and description]
[Enter name and description]
[Enter name and description]
[Enter name and description]
[Enter name and description]
DIRECT
(A)
NAME OF LOCATION AND DESCRIPTION
(B)
UNIT COST
(1)
(C)
NO. OF
UNITS
(D)
NO. OF
MONTHS
(E)
TOTAL
COSTS
(F)
SSY1
SF (J)
TOTAL
FUNDING
(K)
VARIANCE
(G)
MATCH
(H)
NON-MATCH
(I)
PROGRAM
INCOME
(B*C*D) (1)
CASH
OTHER
(1)
CASH
(2)
IN-KIND
(1)
CASH
(2)
IN-KIND
(1)
CASH
(F+G+H+I) (E - J)
Two Modification Number:
VI. BUDGET DETAIL - SPACE
Congregate Meal Services
2025-2026
Older Americans Act Title III C1
Select Region
Five
ENP252601
N/A
City of Burbank
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 8372 Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Subrecipient's Legal Name:
NOTE:
-$ $0
GRAND TOTAL
TOTAL DIRECT EQUIPMENT -$ -$ -$ -$ -$ -$ -$ [Enter description] Select
[Enter description] Select
[Enter description]
[Enter description]
(1)
CASH
(2)
IN-KIND
(1)
CASH
[Enter description]
Congregate Meal Services
2025-2026
Older Americans Act Title III C1
Select Region
Five
ENP252601
N/A
City of Burbank
(J)
TOTAL
FUNDING
(G)
MATCH
(H)
NON-MATCH
(I)
PROGRAM
INCOME
(A)
DESCRIPTION (1)
(B)
EQUIPMENT
TYPE
(2) or (3)
(C)
UNIT COST
(D)
NO. OF
UNITS
(E)
TOTAL COSTS
(F)
SSY1
SF
(F+G+H+I)(C*D) (1)
CASH
OTHER
(1)
CASH
(2)
IN-KIND
(1) County's approval of Subrecipient's Budget does not constitute approval for Subrecipient to purchase the Equipment/Asset. Prior approval is needed for all computing devices, regardless of cost (including but not limited to, workstations, servers, laptops, personal digital assistants, notebook computers, tablets, smartphones and cellphones) as well as all portable electronic storage media, regardless of cost (including but not limited to, thumb/flash drives and portable hard drives), and/or when Subrecipient will use $500 or more of the SSY1 to purchase the Equipment/Asset.
Subrecipient shall obtain prior written approval from County at least thirty (30) days in advance of the date/time that Subrecipient intends to purchase the Equipment using CSY2 and no later than March 31st of the Fiscal Year.
Equipment must be ordered or purchased no later than May 31st of the Fiscal Year.
Subrecipient must submit a minimum of three (3) bids when requesting approval for Equipment that is $500 or more.
Subrecipient must ensure that the description and amount of the Equipment purchase(s) on the Budget are the same as the actual item(s) purchased.
The Grand Total Equipment purchase amount reflected under column (F) CSY2 shall match the total equipment amount reflected in the Mandated Program Services, Section I (Service Unit Summary). (2) Purchase includes any equipment that Subrecipient intends to purchase. Subreciept must report this using any combination of SSY1, Match Cash, and Non-match Cash. (3) Other includes any equipment (except for leased equipment) which is not purchased by Subrecipient (e.g. donated items). Subrecipient must report this using any combination of Match In-kind and/or Non-match In-kind.
Two Modification Number:
VII. BUDGET DETAIL - EQUIPMENT
(K)
VARIANCE
(E - J)
DIRECT
[Enter description]
[Enter description]
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 9373 Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Subrecipient's Legal Name:
(4): Effective January 1, 2025, County’s approved mileage rate is $0.66 per mile and State's mileage rate is available online at: http://www.calhr.ca.gov/employees/Pages/travel-reimbursements.aspx. Reimbursement for mileage must not exceed the lesser of County's rate and State's rate. (5): Subrecipient must obtain prior written approval from County if utilizing SSY1 for Travel (Other). (6): Subrecipient must contact their assigned Contract Analyst if there is a cost(s) that Subrecipient would like to add that is not included in the drop down list. Subrecipient must provide detailed explanation of the cost to County (7): The maximum reimbursable amount allowable for indirect costs is fifteen percent (15%) of Subrecipient's modified total direct cost reflected under Column F (SSY1 Cash Other). Indirect costs in excess of the fifteen percent (15%) maximum may be budgeted as a match in-kind contribution and used to meet the match requirement (subject to County's prior written approval). (6)
[Complete
as needed]
[Complete
as needed]
[Complete
as needed]
[Complete as
needed] Indirect Costs (Other Costs)
NOTE:
(6)
(6)
(6)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
(1): Allowable costs are identified in accordance with Title 2 Code of Federal Regulations (CFR) Part 200 and Title 45 Code of Federal Regulations (CFR) Part 75. (2): Subrecipient must obtain prior written approval from County if utilizing SSY1 for Conferences. (3): Subrecipient must provide the following information to your assigned Contract Analyst: (a) Kind of equipment, (b) Indicate whether the equipment lease is program specific or a shared cost, (c) If a shared cost, provide the cost distribution methodology for County review and (d) Length of the lease. -$ -$ 50,000$ 63,657$ $0
Do indirect costs exceed the fifteen percent (15%) maximum?
GRAND TOTAL
GRAND TOTAL OTHER COSTS 63,657$ -$ 13,657$ -$ [Complete
as needed] (7)
-$ -$ 50,000$ 63,657$ $0
INDIRECT
TOTAL DIRECT OTHER COSTS 63,657$ -$ 13,657$ -$ Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
Select Description (2) (3) (4) (5)
4,000$ 4,000$ $0
Select Description (2) (3) (4) (5)
1 1 125$
Maintenance and Repairs (2 CFR 200.452 & 45 CFR
75.452) 1,000.00$ 1 4 4,000$
Maintenance and Repairs (2 CFR 200.452 & 45 CFR
75.452) 292.00$ 1 12 3,504$
Training and Education (2 CFR 200.472 & 45 CFR 75.472) 125.00$ $03,504$ 3,504$
125$ 125$ $0
42,371$ 56,028$ $0
DIRECT
Materials and Supplies (2 CFR 200.453 & 45 CFR 75.453) 4,669.00$ 1 12 56,028$ 13,657$ (A)
DESCRIPTION (1)
(B)
UNIT COST
(C)
NO. OF
UNITS
(D)
NO. OF
MONTHS
(E)
TOTAL COSTS
(F)
SSY1
SF (J)
TOTAL
FUNDING
(K)
VARIANCE
(G)
MATCH
(H)
NON-MATCH
(I)
PROGRAM
INCOME
(B*C*D) (1)
CASH
OTHER
(1)
CASH
(2)
IN-KIND
(1)
CASH
(2)
IN-KIND
(1)
CASH
(F+G+H+I) (E - J)
Two Modification Number:
VIII. BUDGET DETAIL - OTHER COSTS
Congregate Meal Services
2025-2026
Older Americans Act Title III C1
Select Region
Five
ENP252601
N/A
City of Burbank
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 10374 Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Subrecipient's Legal Name:
2 Congregate Meal Services
2025-2026
Older Americans Act Title III C1
Select Region
Five
ENP252601
Two Modification Number: N/A
City of Burbank
IX. BUDGET SUMMARY
(A)
COST CATEGORIES
(B)
COSTS (1)
(C)
FUNDING CATEGORIES
(D)
FUNDING (1)
(1)
Total Budgeted Costs
Cash NSIP
(SSY1) -$
(1)
Total Budgeted Costs
DIRECT
1 Personnel
Cash Other
(SSY1) 304,831$
1 SSY1
Cash Other
(SSY1) 565,600$
Volunteers In-Kind (SF)
-$
3 Volunteer Expenses
Cash (SF)
482,678$
In-Kind (SF)
-$
Cash (SF)
-$
In-Kind (SF)
-$
2 Subtotal 565,600$
4 Lower Tier Subaward(s)/Subcontract(s) for
Catered Food
Cash Other
(SSY1) 260,769$
Cash NSIP
(SSY1) -$
Cash (SF)
-$
Match
In-Kind (SF)
-$
Cash (SF) 150,887$
-$ In-Kind (SF)
Cash Other
(SSY1) -$
5 Raw Food
Cash Other
(SSY1) -$
3 Non-Match
6 Space
Cash Other
(SSY1) -$
In-Kind (SF) -$ Cash (SF)
-$
In-Kind (SF)
-$
Cash (SF) 352,914$
Cash NSIP
(SSY1) -$
Cash (SF)
7,466$
In-Kind (SF)
-$
7 Equipment
Cash Other
(SSY1) -$
4 Program Income
8 Other Costs
In-Kind (SF)
-$
Cash (SF) 50,000$
Cash (SF)
-$
In-Kind (SF)
-$
Cash Other
(SSY1) -$
Cash (SF)
63,657$
Cash Other
(SSY1) 565,600$
Cash NSIP
(SSY1) -$
Cash NSIP
(SSY1) -$ 9 Subtotal Direct Costs Cash Other
(SSY1) 565,600$
5 Subtotal Funding for
Direct Costs
Cash (SF)
553,801$
Variance (Costs-Funding)
Cash
In-Kind
Cash (SF)
553,801$
In-Kind (SF)
-$
In-Kind (SF)
-$
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 11375 IX. BUDGET SUMMARY
(A)
COST CATEGORIES
(B)
COSTS (1)
(C)
FUNDING CATEGORIES
(D)
FUNDING (1)
(1)
Total Budgeted Costs
(1)
Total Budgeted Costs
11 21 12
INDIRECT
10 Personnel
Cash Other
(SSY1) -$
6 SSY1Volunteers
12 Volunteer Expenses Cash (SF)
Match
-$
In-Kind (SF)
-$
Cash Other
(SSY1) -$
Cash (SF)
-$
In-Kind (SF)
-$
In-Kind (SF)
-$
Cash Other
(SSY1) -$
In-Kind (SF) -$
Cash (SF) -$
13 Lower Tier Subaward(s)/Subcontract(s) for
Catered Food
Cash Other
(SSY1) -$
Cash (SF)
-$
In-Kind (SF)
-$
7 14 Raw Food
Cash Other
(SSY1) -$
8 Non-Match
15 Space
Cash Other
(SSY1) -$
In-Kind (SF) -$ Cash (SF)
-$
In-Kind (SF)
-$
Cash (SF) -$ Cash (SF)
-$
In-Kind (SF)
-$
Cash (SF) -$ Cash (SF)
-$
In-Kind (SF)
-$
16 Other Costs
Cash Other
(SSY1) -$
9 Program Income
Cash Other
(SSY1) -$
Cash (SF)
-$
Cash (SF)
-$
17 Subtotal Indirect Costs
Cash Other
(SSY1) -$
10 Subtotal Funding for
Indirect Costs
In-Kind (SF)
-$
Subrecipeint meets minimum match requirement. Match Met NOTE:
(1): Costs and Funding must match.
In-Kind (SF)
-$
In-Kind (SF)
-$
GRAND TOTAL COSTS
1,119,401$
GRAND TOTAL FUNDING
1,119,401$
20 Total Costs
Cash Other
(SSY1) 565,600$
11 Total Funding
Cash Other
(SSY1) 565,600$
Cash NSIP
(SSY1)
Variance (Costs-Funding) $0
-$
Cash NSIP
(SSY1) -$
Cash (SF)
553,801$
Cash (SF)
553,801$
GRAND TOTAL
In-Kind (SF)
-$
Variance (Costs-Funding)
Cash
In-Kind
Exhibit B1.1 (Budget) Amendment 2 (FY 2025-26 OTO Funding) Page 12376 Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
[Enter]
Ext.
[Enter]
Phone Number Ext.
[Enter]
Phone Number Ext.
City
Congregate Meal Services
2025-26
Older Americans Act Title III C-1
Select Region
ENP252601
City of Burbank
Two N/AModification Number:
Five
Budget Analyst Job Title E-Mail Address
Burbank CA 91506
Principal Accountant (818) 238 5490 [email protected] Mailing Address (if different from above) City State Zip Code Prefix Authorized Representative Job Title
EXHIBIT C1.1 (MANDATED PROGRAM SERVICES)
AMENDMENT 2 {FY 2025-26 ONE-TIME-ONLY FUNDING}
Subrecipient's Legal Name:
Same as above
Recreation Services Manager [email protected]
State Zip Code
1301 W. Olive Ave. Burbank CA 91506
Main Administrative Office Address
E-Mail Address
Ms. Erin Barrows (818) 238 5402
Phone Number
Social Services Supervisor- Nutrition [email protected] Prefix Project Manager Job Title E-Mail Address
Ms. Roxana Tabibi (818) 238 5358
Ms. Angela O'Connor
Prefix
MPS Reviewed and Approved by: Jorge Pena Date: 2/9/2026
COUNTY USE ONLY
Assigned Program Analyst: Jorge Pena
Assigned Contract Analyst: Lynn Tran
377
Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
Equipment (Other) (9)
NOTE:
(1) Please Enter the total number of unduplicated clients that will be served by your agency. Unduplicated clients are individuals who meet the eligibility requirements outlined in Exhibit A (Statement of Work and Attachments). These individuals are counted only once within a FY for reporting purposes.
All Congregate Meals
[Enter Approved
Amount]
46,323
46,323
565,600$
24.17$
1,200
GRAND TOTAL SERVICES/FUNDING 1,200 46,323 1,119,401$ SF (7)
(Cash and In-Kind)
Total (4)
(5) The Total and Grand Total amounts under column (E) Funding Amount must match the Total and Grand Total amounts reflected in Exhibit B1.1 (Budget) (cover page) column (F) Total Funding.
(9) Enter the amount of equipment (other) that is reflected in Exhibit B1.1 (Budget).
I. UNITS OF SERVICE SUMMARY
(6) SSY1: Subaward Sum Year 1
(7) SF: Subrecipient's Funds
(8) Enter the approved amount of equipment purchase(s) that is reflected in Exhibit B1.1 (Budget).
Equipment (Purchases) (8) [Enter Approved
Amount]
(2) Please Enter the Unit Rates: a) for SSY1 (Cash Other) (i.e., approved rate to be reimbursed by County as reflected in the funding allocation letter) and b) for SF (amount of Match, Non-Match, and Program Income - reflected as a rate - that will be funded by Subrecipient for the Services). (3) Please enter the number of Units for the Service Category to be provided using SSY1 (Cash Other) and SF. (4) The Total Unduplicated Units for the Service Category under column (C) Units of Service must match the corresponding Total Units reflected in Section II, (Services by Month) column (P) Total.
Modification Number: N/ATwo
(E)
FUNDING AMOUNT (5)
(F)
NO. OF UNDUPLICATED
CLIENTS (1)
(C)
UNITS OF
SERVICE (3)
(D)
UNIT RATE (2)
(A)
SERVICE CATEGORY
(B)
FUNDING SOURCE
Subrecipient's Legal Name: City of Burbank
Congregate Meal Services
2025-26
Older Americans Act Title III C-1
Select Region
ENP252601
Five
SSY1 (6)
(Cash Other)
46,323 1,119,401$
12.21$
11.96$ 553,801$
Exhibit C1.1 (Mandated Program Services) Amendment 2 (FY 2025-26 OTO Funding)
Program Services:
Fiscal Year:
Funding Type:
Los Angeles County Region:
Supervisorial District:
Subaward Number:
Amendment Number:
(A)
LINE
NO.
(C)
NO. OF
UNDUP.
CLIENTS
(D)
JUL
(E)
AUG
(F)
SEP
(G)
OCT
(H)
NOV
(I)
DEC
(J)
JAN
(K)
FEB
(L)
MAR
(M)
APR
(N)
MAY
(O)
JUN
(P)
TOTAL (1)
1 700 3,397 3,283 3,210 3,300 432 2,000 3,000 3,000 2,000 3,000 26,622 2 200 2,171 2,085 2,056 2,000 600 600 1,000 600 11,112
3 300 1,831 1,819 1,844 1,840 100 100 1,000 55 8,589
4 0
5 0
6 0
7 0
8 0
9 0
10 0
11 0
12 0
13 0
14 0
15 0
1,200 7,399 7,187 7,110 7,140 432 0 0 2,000 3,700 3,700 4,000 3,655 46,323 NOTE:
(1) The Grand Total Units under column (P) Total must match the Total reflected in Section I (Units of Service Summary) column (C) Units of Service Total.
Subrecipient's Legal Name: City of Burbank
Modification Number:Two N/A
ENP252601
Congregate Meal Services
2025-26
Older Americans Act Title III C-1
Select Region
Five
II. SERVICES BY MONTH - ALL CONGREGATE MEALS
(B)
SITE NAME
Joslyn Adult Center
McCambridge
Tuttle Senior Center
Grand Total
Exhibit C1.1 (Mandated Program Services) Amendment 2 (FY 2025-26 OTO Funding) Page 3379
BOARD OF SUPERVISORS
Hilda L. Solis
Holly J. Mitchell
Lindsey P. Horvath
Janice Hahn
Kathryn Barger
EXECUTIVE LEADERSHIP
Maral V. Karaccusian
Director
Lorenza C. Sánchez
Chief Deputy Director
Susan Huff
Administrative Deputy II
Anna Avdalyan
Assistant Director
Dr. Solomon Shibeshi
Assistant Director
Victoria Jump
Assistant Director
Ivan Pacheco
Chief Information Officer
GET I N TOUCH
510 S. Vermont Avenue, Suite 1100
Los Angeles, CA 90020
ad.lacounty. gov
[email protected]
Aging & Adult Information & Assistance Line:
(800) 510 -2020
Report Elder Abuse:
(877) 477 -3646
Community & Senior Centers:
(800) 689 -8514
Disability Information &
Access Line:
(888) 677 -1199
January 20, 2026
City of Burbank
Attention: Justin Hess
1301 West Olive Avenue
Burbank, CA 91506
FISCAL YEAR 2025-26 ONE-TIME-ONLY FUNDING
ALLOCATION FOR ELDERLY NUTRITION
PROGRAM SERVICES
Dear Mr. Hess:
County of Los Angeles Aging and Disabilities Department (County) intends to amend City of Burbank’s (Subrecipient’s) Elderly Nutrition Program (ENP) Subaward. The Subaward
Amendment information is outlined below
• Purpose: Subrecipient will utilize One -Time-Only (OTO) funding to provide additional defined and contracted ENP Congregate Meal Services during Fiscal Year (FY) 2025-26. • Subaward Number: ENP252601
• Amendment Number: Two
• Subaward Term: July 1, 2025 through June 30, 2026
• Total Funding Allocation: $200,000
• Period Funds are available for use (Subject to execution of Amendment): July 1, 2025 – June 30, 2026
• Service Area: Supervisorial District 5
• Funding Source(s) and Service Category(ies) are as follows:
380
FY 2025-26 OTO Funding Allocation
Elderly Nutrition Program
City of Burbank
Funding
Source
Service Category Unit Rate
Allocation Amount Total
Allocation
Amount Baseline
Additional
Baseline
NCC
OTO
OAA Title
III C-1
Congregate Meals $12.21 $278,600 $87,000 $200,000 $565,6001 OTO Funding $200,000
Additional Funding
(Refer to FY 2025-26 Additional Funding Allocation Letter) $382,630 Original Baseline and MOCA Funding
(Refer to FY 2025-26 Original Baseline and MOCA Funding Allocation Letter) $690,000 Subaward Sum Year 1 (SSY1)
(OTO, Additional Baseline NCC, Additional MOCA, NSIP, Original Baseline and MOCA Funding)
$1,272,630
1 Complete one (1) budget and one (1) MPS for the total allocation amount.
If you have any questions, please contact Lynn Tran of my staff by phone or e-mail as follows:
(323) 513-4214 or [email protected].
Thank you.
Irma Panosian
Irma Panosian, Administrative Services Manager III
Contracts Management Division
381
1 STAFF REPORT
DATE: March 10, 2026
TO: Justin Hess, City Manager
FROM: Patrick Prescott, Community Development Director
VIA: Fred Ramirez, Assistant Community Development Director Scott Plambaeck, Planning Manager
Amanda Landy, Principal Planner
BY: Sara Durghalli, Assistant Planner
SUBJECT: Approval of the 2025 General Plan Annual Progress Report and 2025 Housing Element Annual Progress Report
RECOMMENDATION
1. Approve the 2025 General Plan Annual Implementation Progress Report (Attachment 1).
2. Approve the 2025 Housing Element Annual Progress Report (Attachment 3).
BACKGROUND
State-Required Annual Reporting on Local General Plans and Housing Elements California Government Code Section 65400 requires cities and counties to submit annual reports on the implementation of their General Plan and Housing Element. These reports—the General Plan Annual Progress Report (APR) and Housing Element APR — must be submitted to the Governor’s Office of Land Use and Climate Innovation (LCI) and the Department of Housing and Community Development (HCD) by April 1 st each year for the prior calendar year. Reports must also be reviewed by the local governing body, either before or after submission, and may be updated if directed by the City Council.
LCI uses the General Plan APR to assess local planning efforts against statewide goals, while HCD provides a template for the Housing Element APR to track housing production, affordability, program implementation, and progress toward the City’s Regional Housing Needs Assessment (RHNA) allocation.
COMMUNITY
DEVELOPMENT
Consent Calendar
Item #8
382
2 A
lthough state- mandated, these reports also inform the City Council and community about progress on Burbank2035—the City’s long-range General Plan adopted in 2013— and the Housing Element, adopted in 2022 for the 2021 –2029 planning period.
Burbank2035 guides physical, economic, and environmental development, while the Housing Element addresses housing needs and strategies, including the City Council’s Affordable Housing Strategy to facilitate up to 12,000 new units by 2035.
DISCUSSION
Burbank2035 General Plan APR Highlights
Burbank2035 includes the following State-mandated elements – Air Quality and Climate Change, Land Use, Mobility, Noise, Safety, Open Space and Conservation, and Housing – plus an optional Plan Realization Element . In 2022, the City also adopted updated Housing and Safety Elements as well as Environmental Justice policies. The optional Plan Realization Element establishes measurable programs to carry out the Plan’s goals and policies. Implementation responsibilities are shared among Community Development, Parks and Recreation, Public Works, Fire, Police, and Burbank Water and Power. The 2025 General Plan APR (Attachment 1) provides a summary of updates on various General Plan goals and policies within the 2025 reporting year. A table summary of the completed goals, policies, and implementation measures to date on the Burbank2035’s Plan Realization chapter is included (Attachment 2).
H
ighlights of key accomplishments from 2025 include:
• Extension of Urgency Ordinance Extending Interim Development Standards in Response to Senate Bill 423
• Amendments to the Streamlined Ministerial Review and Approval Process for Development Projects Subject to Streamlined Ministerial Review • Adoption of an Ordinance Establishing Updated Project Appeal Procedures • Adoption of an Ordinance Establishing Conditional Use Permit and Administrative Use Permit Minor Modification Processes
• Implementation of New Parking Management Strategies for Downtown Burbank • Adoption of Safer Streets Burbank Action Plan
• Olive Avenue Bridge Replacement Feasibility Study
H
ousing Element APR
The Housing Element APR describes the City’s progress toward implementation of the Housing Element programs within the reporting period of 2025. In particular, the report documents how much net new housing development, and at which affordability levels, has occurred during the reporting year. The housing units are tracked by calculating the number of development applications submitted, project entitlements approved, building permits issued, and building permits that received Certificate of Occupancy approval. The 383
3 APR a
lso includes status updates on the City’s progress in meeting the objectives for each of the numerous programs noted in the Housing Element.
Regional Housing Needs Assessment (RHNA) – 6th Cycle Summary Progress toward achieving the mandated RHNA allocation is a key component of the annual Housing Element APR submitted to HCD and LCI. The RHNA establishes exactly how many new homes , and at what affordability levels , a jurisdiction is required to plan for within an eight-year planning cycle to address regional and State housing needs.
Through the RHNA allocation, each jurisdiction is assigned its “fair share” of housing production at specified affordability levels. The 2025 APR for Burbank, and all jurisdictions within the Southern California Association of Governments (SCAG) region (inclusive of the counties of Los Angeles, Orange, Imperial, San Bernardino, Ventura, and Riverside), falls within the 6th RHNA cycle extending from 2021 through calendar year 2029.
T
he City’s RHNA allocation and progress for the 2021- 2029 6th planning cycle is shown in the summary table below, which is taken directly from “Table B” of the 2025 Housing Element APR provided in Attachment 3 . As identified in the table, 284 net new housing units were issued building permits in 2025, to be counted toward the City’s 8,772 total unit allocation for the 6th planning cycle.
T
able B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
Income Level
RHNA
Allocation
by Income
Level
(2022-
2029)
Projec
tion
Period
totals
(6/30/2
021-
10/14/
2021)
2021 2022 2023 2024 2025
Total
Units
to
Date
(all
years)
Total
Remain
ing
RHNA
by
Income
Level
Acutely Low Deed Restricted
-
- - - - - -
90 - Non-Deed Restricted - - - - - 90
Extremely
Low
Deed Restricted -
- - - - 10 - 156 -
Non-Deed Restricted - - - - 141 5
Very Low
Deed Restricted
2,553
- 3 - - - - 280
2,273 Non-Deed Restricted - - - - - 31
Low
Deed Restricted
1,418
- 5 - - - - 502 916 Non-Deed Restricted 64 56 116 136 66 59 Moderate
Deed Restricted
1,409
- 0 69 - - -
162 1,247 Non-Deed Restricted 7 1 25 30 16 14
Above Moderate 3,392 31 52 630 153 130 85 1,081 2,311
Total Burbank RHNA Allocation 8,772
Subtotals 102 117 840 319 363 284 2,025 6,747
384
4 Additional Reporting on Housing Applications In-Process Housing units that count toward satisfying the City’s RHNA allocation may only include those for which building permits have been issued. However, the Housing Element APR provides a complete picture of the City’s housing production and progress toward the RHNA allocation within the reporting year by acknowledging housing projects that are still in the construction and development pipeline process (i.e., projects submitted in 2025 that have not yet been approved, or projects that received an entitlement, but have not yet been issued a building permit). Table A of the Housing Element APR (Attachment 3) indicates that 546 housing units were submitted during the 2025 reporting period. Table B of the Housing Element APR (Attachment 3) indicates that in 2025, 284 residential units received building permits. Overall, the City continues to make progress beyond what is captured in the RHNA table.
Accessory Dwelling Units (ADUs) and Affordability
The City is also required to identify housing reported by affordability level based on the household income limits published annually by the State. An ADU rent survey (Attachment 4) was completed in 2025 by the Planning Division and can be used for the 2025 report.1 As part of the ADU rent survey, the City received 105 ADU responses, of which 86 provided full rent information. Using the standard that households should spend no more than 30% of gross income on housing costs, staff determined the affordability distribution of the units (assuming the household size is one- person in single units, two persons in one-bedroom units, and three persons in two bedroom units).
C
ity staff applied the affordability distribution to the total number of ADUs that received building permits in 2025. The analysis determined that of the 241 ADUs that received building permits in 2025, 126 are projected to be affordable to very -low Income households, 59 are projected to be affordable to Lower Income households, 14 are projected to be affordable to Moderate Income households with the remaining 42 being affordable to households with an above-moderate income level.
Not Net Loss Monitoring Program
The City will maintain and regularly update a centralized Housing Element Sites Inventory to track development activity, entitlements, and remaining housing capacity by income category. Development of Housing Element Inventory sites will be monitored on an ongoing basis and formally reviewed at least annually to ensure sufficient site capacity remains to meet the City’s remaining RHNA. The City will conduct No Net Loss analyses when sites are developed or modified and will replace any lost capacity within required timeframes. Eligible housing projects will be processed by-right using objective standards, consistent with State law. Monitoring results will be reported annually to HCD and the City Council, with corrective actions initiated if site adequacy is no longer maintained. 1 Referenced in the Notes Column in Section A2 of Attachment 3 385
5 Submittal to HCD and LCI
Government Code Section 65400 requires the local planning agency to provide the APRs to the legislative body (i.e., City Council or Commission ), HCD, and LC I by April 1 st of each year for the prior calendar year reporting period. If the APRs are approved by Council, then staff will provide notification to HCD and LC I of the Council’s approval of both reports. If the City Council makes changes to one or both reports, then staff will submit the updated reports to HCD and LCI.
ENVIRONMENTAL REVIEW
The APR’s are administrative activities conducted by the City that will not result in direct or indirect physical changes in the environment, as such, they do not qualify as a project as defined in the California Code of Regulations Title 14, Section 15378(a) . Further, the Annual Progress Reports are also exempt from review under the California Environmental Quality Act (CEQA) , pursuant to California Code of Regulations Title 14, Section 15061(b)(3). The activity is covered by the commonsense exemption that CEQA applies only to projects , which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question, such as the APR’s, may have a significant effect on the environment, the activity is not subject to CEQA.
FISCAL IMPACT
There is no fiscal impact associated with City Council review and City submission of these annual reports to HCD and LCI.
CONCLUSION
The General Plan and Housing Element APRs describe the progress of the City’s ongoing efforts to implement and assess identified goals, policies and objectives in the General Plan and Housing Element. Demonstrating ongoing compliance with State- required reporting ensures that the City maintains eligibility and competitiveness for ongoing grant funding opportunities that may help to implement these goals and policies.
S
taff recommends that the City Council approve the 2025 General Plan Annual Progress Report and the 2025 Housing Element Annual Progress Report. Future progress reports will continue to be provided to the City Council on an annual basis.
ATTACHMENTS
Attachment 1 – 2025 General Plan Annual Implementation Progress Report Attachment 2 – 2025 Burbank 2035 General Plan Realization Element APR Update Table Attachment 3 – 2025 Housing Element Annual Progress Report Attachment 4 – Accessory Dwelling Unit Rent Survey and Affordability Analysis 386
1 ATTACHMENT 1 - 1
CITY OF
BURBANK
GENERAL PLAN
Annual Implementation Progress Report
2025
Annual
Implementation
Progress
Report
2013
-
2017
Burbank, CA 91502
Prepared by:
Community Development Department
Planning Division
150
N. Third
Street
Burbank, CA 91502
Draft Presented to City Council on
March 10, 2026
ATTACHMENT 1
387
2 ATTACHMENT 1 - 2
Contents
I. INTRODUCTION .............................................................................................................................. 3 A. BURBANK2035 GENERAL PLAN ................................................................................................... 3 B. PURPOSE OF THE ANNUAL PROGRESS REPORT ............................................................................ 3 II. STATUS OF BURBANK2035 GENERAL PLAN ...................................................................................... 3 A. GENERAL PLAN IMPLEMENTATION STATUS .................................................................................. 3 B. MUNICIPAL CODE UPDATES ........................................................................................................ 4 C. GENERAL PLAN AMENDMENTS ................................................................................................... 8 D. SPECIFIC PLANS .......................................................................................................................... 8 III. CITY OF BURBANK HOUSING ELEMENT ANNUAL PROGRESS REPORT ............................................ 15 A. UPDATES TO HOUSING PROGRAMS .......................................................................................... 15 IV. OTHER PLANNING ACTIVITIES ...................................................................................................... 27 A. MAJOR DEVELOPMENT PROJECTS ............................................................................................ 27 B. OPEN SPACE AND CONSERVATION PROJECTS............................................................................. 28 C. MOBILITY PROJECTS ................................................................................................................. 30 D. AIR QUALITY AND CLIMATE CHANGE PROJECT .......................................................................... 32 E. SAFETY PROJECTS ..................................................................................................................... 33 V. BURBANK GOALS & LONG-TERM STRATEGIC PLAN ....................................................................... 34 A. DEVELOP A SEISMIC RETROFIT PROGRAM FOR PRIVATELY OWNED BUILDINGS .......................... 34 C. HOMELESSNESS PLAN 2022-2027 .............................................................................................. 36 D. AFFORDABLE HOUSING ANALYSIS AND STRATEGY ..................................................................... 37 E. BURBANK FIRE DEPARTMENT STRATEGIC PLAN 2025-2030 ........................................................ 39 F. GOALS, POLICIES, OBJECTIVES, STANDARDS OR OTHER PLAN PROPOSALS THAT NEED TO BE ADDED OR WERE DELETED, AMENDED OR OTHERWISE ADJUSTED. ................................................ 40
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3 ATTACHMENT 1 - 3
I. INTRODUCTION
A. BURBANK2035 GENERAL PLAN
On February 19, 2013, the Burbank City Council adopted the Burbank2035 General Plan.
Subsequently, the City Council adopted the Burbank 2021-2029 Housing Element on September 27, 2022.
Burbank2035, including the 2021-2029 Housing Element, enables the City to better define and ultimately achieve its physical, economic, and environmental goals. Included amongst these goals are: allowing businesses to better compete in the local and regional marketplace; maintaining valued community characteristics by ensuring responsible development and protecting residential neighborhoods; address local and regional transportation and environmental concerns; and building better neighborhoods for Burbank residents to live, work, and play.
The goals and policies within Burbank2035 affect a wide range of issues including housing, traffic circulation and mobility, parks and recreation, resource conservation, and public safety.
Burbank2035 anticipates and plans for change occurring in the community and should be continually revised to be meaningful and relevant based on the current state of the community, with an eye toward the future. Burbank has experienced growth since the adoption of the General Plan in the past nine years.
B. PURPOSE OF THE ANNUAL PROGRESS REPORT
California Government Code Section 65400 mandates that cities submit an annual report on the status of the General Plan and progress in its implementation to their legislative bodies, the Governor’s Office of Planning and Research (OPR) and the California Department of Housing and Community Development (HCD) each year. Burbank’s Annual Progress Report is based on OPR and HCD guidance documents that are intended to assist local governments with the development of the General Plan Annual Progress Report. The Annual Progress Report is a tool used by the State to help monitor the success of implementing the General Plan and determine if changes to the plan or its implementation programs are necessary to comply with State law.
This General Plan Annual Progress Report provides status updates for the reporting period of calendar year 202 5. The California Government Code Section 65400 also mandates cities to prepare an annual Housing Element Annual Progress Report that includes cities’ progress in implementing the adopted Housing Element and in meeting the City’s Regional Housing Needs Allocation (RHNA). Both the General Plan Annual Progress Report and Housing Element Annual Progress Report will be presented to City Council on March 10, 2026.
II. STATUS OF BURBANK2035 GENERAL PLAN
A. GENERAL PLAN IMPLEMENTATION STATUS
In 2025, the City achieved a number of measures established in the Land Use, Open Space, Safety, Plan Realization, and Mobility Elements contained in the Burbank2035 General Plan. Below is a 389
4 ATTACHMENT 1 - 4
summary of notable projects in each element. More details about each project are listed in Sections II though IV of this report.
• Air Quality and Climate Change Element
• GHG Emissions Inventory Update
• Land Use Element
• Amendments to the Appeal Procedures
• Conditional Use Permit and Administrative Use Permit Minor Modification Processes
• Mobility Element
• Downtown Sidewalk Enhancement Project
• Olive Avenue Bridge Replacement
• Safer Streets Burbank Action Plan
• Open Space and Conservation Element
• Citywide Parks Master Plan
• Safety Element
• Lil' Squirt's Fire Safety Challenge
In 2025, the City continued to make progress toward the Land Use Goals by streamlining projects by amending appeal procedures in the Municipal Code, and introducing a Minor Modification Process for discretionary permits . The most ambitious goals are listed in the Housing Element, particularly in meeting its Regional Housing Needs Assessment (RHNA) allocation. The City has been actively working to align existing policy documents, such as Affordable Housing Strategy Plan adopted in 2017 , to develop a strategy to increase the availability of housing and housing affordable to all segments of the community that live or work in Burbank with current goals to facilitate the creation and availability of housing affordable to Burbank households at all income levels.
Attachment 2 to this report includes a table summary of the completed goals, policies, and implementation measures to date on the Burbank2035’s Plan Realization chapter.
B. MUNICIPAL CODE UPDATES
1. Extension of Urgency Ordinance Extending Interim Development Standards in Response to Senate Bill 423 (Ordinance 24-4,017)
On November 19, 2024, the City Council adopted an ordinance amending the Burbank Municipal Code to extend Urgency Ordinance No. 23 -4,003 for a second time. The urgency ordinance, originally adopted on December 12, 2023, established interim development stan dards clarifying that multifamily residential housing projects are permitted on sites within the Rancho Commercial Land Use Designation with a Conditional Use Permit.
390
5 ATTACHMENT 1 - 5
The interim standards also clarified that, for sites within the Rancho Commercial Land Use Designation, the phrase “with discretionary approval” in footnote 1 of the General Plan Consistency Tables means “with a Conditional Use Permit.” The urgency ordinance provided that the development standards would remain in effect until the temporary exemption period under SB 423 expired on July 1, 2025.
Department: Community Development, Planning Division
General Plan Goal: Land Use Element Goal No. 3: Community Design and Character; General Plan Policy: Land Use Policy 3.2 Preserve unique neighborhoods and use specific plans to distinguish neighborhoods and districts by character and appearance and address physical and visual distinction, architecture, edge and entry treatment, landscape, streetscape, and other elements
2. Amendments to the Streamlined Ministerial Review and Approval Process for Development Projects Subject to Streamlined Ministerial Review (Ordinance 24-4, 023) On December 17, 2024, the City Council adopted an ordinance to amend the Burbank Municipal Code to update the streamlined ministerial review process for multifamily housing development projects submitted in compliance with State law, including Senate Bill (SB) 35 and Assembly Bill (AB) 2011, codified as California Government Code Section 65913.4 and 65912.100 et seq., respectively. Specifically, this Ordinance removes the mandatory City Council public oversight and design review hearing requirement from BMC Section 10-1-19302 to comply with SB 423 (2023) and AB 2243 (2024), shortens the project resubmittal review timeline to 30 days as required by AB 3122 (2024) and AB 2243 (2024), and makes other minor clarifying changes. The ordinance took effect on January 17, 2025.
Department: Community Development, Planning Division
General Plan Goal: Land Use Element Goal No. 8 Low Density Residential Land Use General Plan Policy: Land Use Policy 8.2 Limit building to a size and scale that is consistent with the predominant neighborhood character and avoids overbuilding. New, remodeled, and expanded homes should respect existing neighborhood character.
3. Amendment to Burbank Municipal Code to Implement Burbank 2021- 2029 Housing Element Program No. 22 Related to the Update of Project Appeal Procedures (Ordinance 25-4, 024) On March 11, 2025, City Council adopted an ordinance to amend the project appeal procedures in the Burbank Municipal Code, to streamline project review and approvals by: (1) making the 391
6 ATTACHMENT 1 - 6
Planning Commission the final reviewing body on appeals of entitlement decisions that originate with the Community Development Director (Director); (2) making the City Council the final reviewing body on appeals of entitlement decisions that originate with the Planning Commission; (3) modifying the entitlement process for projects involving multifamily residential with nonresidential uses (commonly known as “mixed-use” projects) so that they are approved by the Director through an Administrative Use Permit (AUP) and appealable to the Planning Commission; and (4) establishing a process in accordance with California Public Resources Code Section 21151(c) for appeals of certain environmental decisions made by the Director or the Planning Commission to be direct ly submitted to the City Council. The Ordinance also updated Title 9, Chapter 3 (Environmental Protection) to ensure that the City’s local public notice of environmental decisions and associated appeals to align with State law.
Department: Community Development, Planning Division
General Plan Goal: Housing Element Goal No. 2 Adequate Housing Sites; Housing Element Goal No. 4 Constraints to Housing
General Plan Policy: Housing Element Policy 2.2 Update land use regulations that facilitate new opportunities for developing a variety of housing types that include, but are not limited to, small lot development, condominiums, townhomes, live-work units, micro -units and accessory dwelling units (ADUs), to accommodate the City’s diverse housing needs.
Housing Element Policy 2.4 Allow residential units in traditionally non-residential areas including mixed use areas and allow for adaptive reuse of non-residential buildings for residential and live - work units, including potential ground-floor opportunities.
Housing Element Policy 4.1 Facilitate use of regulatory incentives, concessions and waivers, including through density bonuses and inclusionary housing requirements that result in modified development standards, which offset or reduce the costs and/or reduce the physical impediments to the development of affordable housing.
Housing Element Policy 4. 2 Establish objective development standards to create greater certainty for developers on community expectations for the building of new housing that helps to build neighborhoods and streamline the development review and permitting process.
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7 ATTACHMENT 1 - 7
4. Establishing Conditional Use Permit and Administrative Use Permit Minor Modification Processes and Clarification of Application Withdrawal Process (Ordinance 25-4,027) On June 24, 2025, the City Council adopted an ordinance to amend the Burbank Municipal Code to establish a streamlined procedure to process minor modifications of existing Conditional Use Permits (CUPs) and Administrative Use Permits (AUPs) without the need to file a full CUP or AUP application. This process is intended to be utilized in instances where the proposed changes do not result in a substantial alteration or material deviation from the original operational requirements or conditions of approval of the underlying permit. The streamlining that will result from the allowance of minor modifications to existing permits will facilitate the necessary adjustments that support the reasonable operation of the previously approved use while maintaining the intent and purpose of the original approval. Additionally, the Ordinance clarifies the process for withdrawing a land use entitlement application and requesting refunds of related application fees.
Department: Community Development, Planning Division
General Plan Goal: Land Use Element Goal No. 3: Community Design and Character; Land Use Element Goal No. 6: Economic Vitality and Diversity General Plan Policy: Land Use Policy 3.11 Carefully consider the evolution of community character over time. Evaluate projects with regard to their impact on historic character, their role in shaping the desired future community character, and how future generations will view today’s Burbank.
Land Use Policy 6.4: Recognize that locally owned “mom and pop” businesses are important to the local economy and community character, and help these businesses maintain a long-term presence in the community.
Land Use Policy 6.5: Consult with the Chamber of Commerce and local businesses to facilitate business retention and expansion.
5. Ordinance to Adopt by Reference the 2025 California Building Standards Codes and Related Codes Enforced by the City (Ordinance 25-4,034)
On October 28, 2025, the City Council approved an ordinance adopting the 2025 California Building Standards Code, the California Wildland–Urban Interface Code, City of Burbank local amendments, and the 2024 International Property Maintenance Code into Title 9 of the Burbank Municipal Code.
The adopted codes took effect on January 1, 2026.
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Department: Community Development, Building and Safety Department General Plan Goal: Land Use Goal No. 2 Sustainability
General Plan Policy: Land Use Policy 2.5 Require the use of sustainable construction practices, building infrastructure, and
materials in new construction and substantial remodels of existing buildings
C. GENERAL PLAN AMENDMENTS
No amendments to the Burbank2035 General Plan were made in the last year. General Plan Amendments related to the Specific Plan efforts, discussed in Section D. are currently in progress.
D. SPECIFIC PLANS
1. Golden State Specific Plan – In Progress
The Burbank2035 General Plan Realization Land Use Program LU -3 calls for the City to prepare a s p e c i fi c p l a n f o r t h e G o l d e n S t a t e A r e a1 to provide a comprehensive framework for future development and mobility improvements consistent with Goal 12 of the Land Use Element, and other existing planning documents ( e.g., Housing Element, Burbank2035 Mobility Element, Complete our Streets Plan, Greenhouse Gas Reduction Plan), which create a sense of place, foster neighborhood identity, and address issues that are specific to the area. In 2016, the City Council directed staff to begin implementing this program by developing the Golden State Specific Plan (Specific Plan).
The approximately 640-acre Golden State Area (Specific Plan Area) is located south and east of the Hollywood-Burbank Airport and is generally bounded by Cohasset Street and Interstate 5 to the north; Buena Vista Street to the east; Vanowen Street and Pacific Avenue to the South; and the Hollywood-Burbank Airport and the Cit y boundary with Los Angeles to the west. It includes land zoned for industrial, commercial, and residential uses and two existing Metrolink stations, the Hollywood-Burbank Airport, and a potential High Speed Rail station within the Specific Plan Area.
Home to Lockheed from the 1940s to the 1990s, the Specific Plan Area has traditionally been seen as one of the City’s industrial hubs and a major employment center. With Lockheed’s departure in the 1990s, there was a slowdown in activity within the area. More recently, this area experienced a resurgence through recent development projects and evolution into a major employment and transit hub that includes an eclectic mix of commercial, office, media, hospitality, industrial, and technology businesses, as well as residential developments.
1 The name Golden State was the name of the former Redevelopment Project Area taken from the name of Interstate 5; “Golden State Freeway”.
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9 ATTACHMENT 1 - 9
As part of the Specific Plan development, staff has been analyzing land use, infrastructure, transportation, pedestrian, and bicycle amenities, as well as opportunities for new housing that is affordable for all income levels, including the City’s workforc e and other in -fill development in proximity to major employment and transit centers. Staff is also analyzing vehicle, bicycle, and pedestrian connectivity within the Specific Plan Area (e.g., neighborhood services, airport, transit, employers, lodging) by confirming consistency with the Burbank2035 General Plan Mobility Element, Bicycle Master Plan, and Complete Our Streets Plan, and studying ways to take advantage of economic development opportunities and job creation around the stations. In conjunction with the Specific Plan, a Program Environmental Impact Report (EIR) is being drafted that provides a comprehensive analysis of the Specific Plan's potential environmental impacts.
Specific Plan development began in the Fall of 2016. The current goal is to present a complete policy recommendation to City Council in the Summer of 2026 . The Community Development Department has divided the formulation of the Specific Plan into the following five phases:
• Phase 1 – Discovery (Completed)
• Phase 2 – Visioning (Completed)
• Phase 3 – Alternatives Development & Plan Preparation (Present) • Phase 4 – Public Review (Spring 2026)
• Phase 5 – Adoption and Implementation (Summer 2026)
Community participation throughout every phase of the Specific Plan’s development has been identified as a priority to facilitate a shared community vision that preserves local control in the land development process. City staff and the consultant team continue to work on completing a draft of the Specific Plan and Program EIR with an anticipated release of both for public review in Spring 2026. Staff anticipates both the Specific Plan and Program EIR will be brought to City Council for review and consideration of approval in Summer 2026.
Department: Community Development, Planning Division
General Plan Goal:
Land Use Element Goals No. 1 -7 Quality of Life; Sustainability; Community Design and Character; Public Spaces and Complete Streets; Housing; Economic Vitality and Diversity; Community Participation
Land Use Element Goal No. 12. Golden State Commercial/Industrial Land Use
General Plan Policy: Land Use Policy No. 3.2 Preserve unique neighborhoods through specific plans that define character and appearance, addressing physical and visual distinction, architecture, edges and entries, landscape, streetscape, and related elements.
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10 ATTACHMENT 1 - 10
Land Use Policy No. 12.1 Direct heavy industrial uses and other uses with potential adverse effects to locate in appropriate areas away from residential areas and other sensitive uses.
Pending. Anticipating Adoption Date: Summer 2026
2. Downtown Burbank Transit Oriented Development (TOD) Specific Plan (Consolidation of the Burbank Center Plan and North San Fernando Boulevard Master Plan) - In Progress
The Burbank Center Plan (BCP) was adopted in 1997 as an economic revitalization plan for Downtown Burbank and surrounding areas. Since its adoption in 1997, much of the development in Downtown has changed. The City’s General Plan Realization Land Use Program LU-3 encourages the City to “review the three existing specific plans through a public process to determine whether the vision, goals, and policies established by the plans remain applicable and appropriate. Revise the plans as necessary to ensure that they reflect current desires for each of the three areas.”
To implement this General Plan program, staff applied for and was awarded $310,000 in funds from the California Department of Housing and Community Development (HCD) under the SB2 Planning Grant Program and $410,000 from Los Angeles Country Metropolitan Tr ansit Authority (Metro) under the TOD Planning Grant Program. Collectively, these grant funds will facilitate a new Downtown Burbank TOD Specific Plan that proposes to incorporate an update to the 1997 Burbank Center Specific Plan, 2012 North San Fernando Boulevard Master Plan, and surrounding areas of both plans into one comprehensive planning document. As part of the project, the new specific plan will include an update to the General Plan elements and undertake the appropriate environmental assessment pursuant to the California Environmental Quality Act (CEQA).
The approximately 965 -acre Specific Plan area encompasses two adopted planning areas (the Burbank Center Plan and the North San Fernando Boulevard Master Plan), which includes Downtown Burbank and the Downtown Burbank Metrolink Station. The Specific Plan’s development will include analysis of existing and proposed land uses, infrastructure, transportation, pedestrian and bicycle amenities, opportunities for new housing and other in- fill development opportunities. The Specific Plan will also analyze vehicle, bicycle, and pedestrian access to the Downtown Burbank Metrolink Station and study ways to take advantage of economic development opportunities and job creation around the station.
The approximately 965 -acre Specific Plan area is in the central southeastern portion of the City and is generally bounded by Lake Street, Victory Boulevard, and Mariposa Street to the west; San Fernando Boulevard and Andover Drive to the north; Glenoaks Bo ulevard and Fifth Street to the east; and Tujunga Avenue and the City boundary with Glendale to the south. It encompasses two adopted planning areas (the Burbank Center Plan and the North San Fernando Boulevard Master 396
11 ATTACHMENT 1 - 11
Plan), Downtown Burbank, and the Downtown Burbank Metrolink Station (Exhibit A). The Specific Plan is analyzing land use, infrastructure, transportation, pedestrian and bicycle amenities, and opportunities for new housing that is affordable for all income levels including our workforce and other in-fill development. The Specific Plan will also analyze vehicle, bicycle, and pedestrian access to the Downtown Burbank Metrolink Station consistent with the City’s Complete Our Streets Plan and study ways to take advantage of economic development opportunities and job creation around the station.
Work on the Specific Plan commenced in May 2020 and the current goal is to present a complete policy recommendation to the City Council by Summer 2026. The Community Development Department has divided the formulation of the Specific Plan into the following five (5) phases:
• Phase 1 – Discovery (Summer 2020 – Winter 2021)
• Phase 2 – Visioning (Winter 2021 – Winter 2022)
• Phase 3 – Alternatives/Plan Preparation (Winter 2022 – Winter 2026) • Phase 4 – Public Review (Spring 2026)
• Phase 5 – Adoption and Implementation (Summer 2026)
Community participation throughout every phase of the Specific Plan’s development has been identified as a priority to facilitate a shared community vision. Consistent with Council goals of facilitating greater community engagement, the City has undertaken multiple community workshops, online surveys, stakeholder interviews, a technical working group, and engagement of the various Burbank Boards, Commissions, and Committees.
Staff and the Consultant team will continue to work on the completion of a draft of the Specific Plan and Program EIR with anticipated release of both for public review by Spring 2026. Additional Community Workshops; presentations to the select Burbank Boa rds, Commissions, and Committees; and key stakeholder meetings will be held leading up to the release of the draft documents and during the review of the documents. Staff anticipates both the Specific Plan Policy Document and Program EIR will be brought to the City Council for review and consideration of approval by July 2026.
Department: Community Development, Planning Division
General Plan Goal:
Land Use Element Goals No. 1 -7 Quality of Life; Sustainability; Community Design and Character; Public Spaces and Complete Streets; Housing; Economic Vitality and Diversity; Community Participation
General Plan Policy: Land Use Policy No. 1.1 Accommodate a mix of residential and nonresidential land uses in appropriate locations that support the diverse needs of Burbank residents, businesses, and visitors. Provide opportunities for living, commerce, employment, recreation , 397
12 ATTACHMENT 1 - 12
education, culture, entertainment, civic engagement, and socializing.
Land Use Policy No. 3.2 Preserve unique neighborhoods through specific plans that define character and appearance, addressing physical and visual distinction, architecture, edges and entries, landscape, streetscape, and related elements.
Pending. Anticipating Adoption Date: July 2026
3. Media District Specific Plan Update - In Progress
The Media District Specific Plan area is roughly bounded by Clybourne Avenue, Keystone Street, Oak Street, and the Los Angeles River . The MDSP area is located on the southwestern edge of the City of Burbank. The 0.85 -square mile area is a major employment center, with approximately 69,000 people on average coming daily into the Media District to work. The MDSP area is home to numerous media and entertainment companies, including The Walt Disney Company, Warner Bros. Entertainment, and the Burbank Studios as well as a mix of commercial, office, and residential uses. Healthcare, recreation, and educational facilities can also be found within or immediately adjacent to the MDSP area.
The Media District Specific Plan (MDSP) was adopted in 1991 and regulates development in the Media District, with a strong emphasis on preserving the character of the predominantly single - family residential neighborhoods adjacent to the MDSP area. The MDSP achieved this by establishing appropriate land uses, minimizing development -related traffic impacts, providing sufficient development opportunity for media and medical uses at strategic locations within the MDSP area and ensuring adequate infrastructure to support new development. However, in the time since, the physical, economic, and regulatory context has changed significantly and the MDSP is being updated and refined to respond effectively to these changes, maintain or strengthen the existing neighborhood protections and to facilitate the development of residential units that can make best use of, and coordination with, the rich existing and future transportation resources that serve the MDSP .
T h e M D S P U p d a t e k i c k e d o ff i n A p r i l 2 0 2 2 w i t h t h e g o a l t o p r e s e n t a c o m p l e t e p o l i c y recommendation to the City Council in the Summer of 2023. As part of the overall outreach efforts staff also met with key property and business owners, residents, and devel opers who have expressed interest in developing within the proposed Media District. These efforts included one - on-one meetings with interested residents or property owners, neighborhood group walkabouts, and ongoing correspondence with other interested mem bers of the public. During 2023, the project team and consultants have taken the extensive community feedback and conducted analysis, drafted objective development standards, and initiated the Program EIR process. Draft 398
13 ATTACHMENT 1 - 13
policy documents were made available for public review in June 2024 . Over the course of 2025 staff prepared updates and revisions to the draft policy document in response to public comments, and continued to prepare the analysis for the Draft Environmental Impact Report. Staff presented a summary of the changes to the draft policy to the City Council on November 18, 2025, which was well received by the City Council.
Department: Community Development, Planning Division
General Plan Goal:
Land Use Element Goals No. 1 -7 Quality of Life; Sustainability; Community Design and Character; Public Spaces and Complete Streets; Housing; Economic Vitality and Diversity; Community Participation
General Plan Policy: Land Use Policy No. 1.1 Accommodate a mix of residential and nonresidential land uses in appropriate locations that support the diverse needs of Burbank residents, businesses, and visitors. Provide opportunities for living, commerce, employment, recreation , education, culture, entertainment, civic engagement, and socializing.
Land Use Policy No. 3.2 Preserve unique neighborhoods through specific plans that define character and appearance, addressing physical and visual distinction, architecture, edges and entries, landscape, streetscape, and related elements.
Pending. Anticipating Adoption Date: June 2026
4. Burbank Rancho Neighborhood Specific Plan - In Progress
Located along the southern edge of Burbank, the Rancho encompasses approximately 315 acres.
It is comprised of two non -contiguous areas – East and West Rancho. East Rancho is bounded generally by Alameda Avenue and Oak Street to the north, Victory Boulevar d to the east, Los Angeles River to the south, and Keystone Street to the west. West Rancho occupies a smaller geography bounded by Reval Court to the north, Bob Hope Drive to the east, the Los Angeles River to the south, and California Street to the west.
On March 28, 2023, Burbank City Council directed staff to proceed with the preparation of the Burbank Rancho Neighborhood Specific Plan (RNSP) and indicated that it addresses, at a minimum, the following:
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14 ATTACHMENT 1 - 14
• Establishment of objective standards that are aligned with the community's vision, including balancing demands for responsible development, retaining local control, and preservation of the equestrian lifestyle;
• Incorporation of the City's Complete Our Streets Plan Equestrian Design Guidelines; • Possible rezoning of land to comply with applicable state and local housing and land use laws, including an assessment of existing M-1 (industrial) zoned property;
• Evaluation of a potential historic district and/or equestrian overlay; and • Assessment of potential impacts to city services and infrastructure from proposed development and implementation of the Plan.
In 2023 Council directed Staff to pursue Specific Plan for the Rancho Neighborhood. $1.4 million in funding was allocated for the RNSP Project in the Fiscal Year 2023-24 Adopted Budget on May 16, 2023. Dudek was selected as project consultant following a c ompetitive bid process. The project kicked off in November of 2024.
The RNSP process is broken in t o f ou r p hases. T o da t e, P hase 1 has bee n c omple t ed w it h t h e Study Session of City Council on January 13, 2026. The phases are listed below:
Phase 1 – Discovery, Analysis and Visioning (Spring/Summer 2025) The first phase will consist of analysis to understand existing conditions, within the Rancho across the topics of land use, mobility, environmental, open space, demographics, history, culture, economics, and more. Starting with this phase, the project team will listen and learn from the community across a series of community activities to better understand their concerns, ideas, and aspirations for the future.
Phase 2 – Alternatives/Community Design Options (Winter/Spring 2026) The second phase will consist of developing and testing future planning alternatives for the Rancho. They will be evaluated in partnership with the community on how they address and perform against the goals established in the first phase.
Phase 3 – Preferred Plan (Winter/Spring 2027)
In the third phase, the project team will refine a preferred alternative that will form the basis of the Burbank Rancho Neighborhood Specific Plan (RNSP).
Phase 4 – Adoption and Implementation (Fall 2027)
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15 ATTACHMENT 1 - 15
The final phase includes the development of the necessary environmental review subject to California Environmental Quality Act (CEQA), as well as the public hearing process for the adoption of the final deliverable – the Burbank Rancho Neighborhood Specific Plan.
Department: Community Development, Planning Division
General Plan Goal:
Land Use Element Goal No. 1-7 Land Use Element Goals No. 1-7.
Quality of Life; Sustainability; Community Design and Character; Public Spaces and Complete Streets; Housing; Economic Vitality and Diversity; Community Participation
General Plan Policy: Land Use Policy No. 1.1 Accommodate a mix of residential and nonresidential land uses in appropriate locations that support the diverse needs of Burbank residents, businesses, and visitors. Provide opportunities for living, commerce, employment, recreation , education, culture, entertainment, civic engagement, and socializing.
Land Use Policy No. 3.2 Preserve unique neighborhoods through specific plans that define character and appearance, addressing physical and visual distinction, architecture, edges and entries, landscape, streetscape, and related elements.
Pending. Anticipating Adoption Date: Fall 2027
III. CITY OF BURBANK HOUSING ELEMENT ANNUAL PROGRESS REPORT A. UPDATES TO HOUSING PROGRAMS
The Housing Element of the Burbank2035 General Plan is required by the State to be updated by the City and certified by the California Department of Housing and Community Development (HCD) every 8 years, pursuant to Government Code section 65580 et seq. The City Council adopted the Burbank 2021 -2029 Housing Element on September 27, 2022. T he table below describes progress of all 27 programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the City Housing Element.
Existing Housing and Neighborhood Conditions
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16 ATTACHMENT 1 - 16
Name of Program
Objective Timeframe Status of Program
Implementation
1. Neighborhood
Revitalization/
Community
Building
Acquire and
rehabilitate 24 housing
units and preserve as
long-term affordable
housing
Ongoing The planning entitlement for
the Burbank Housing
Corporation (BHC) Fairview
project, which includes 60
affordable housing units, is
expected to be completed in
February 2026.
1a. Committed
Assistance
Acquire, rehabilitate
and purchase
affordability covenants
on ten market rate
rental units within the
first three years of the
Housing Element to
qualify for RHNA credit.
By October 2024,
enter into a legally
enforceable
agreement. Report
to HCD on the status
of purchasing
affordability
covenants no later
than July 1, 2025,
and to the extent an
agreement is not in
place, amend the
Housing Element as
necessary to identify
additional sites.
Ongoing.
The Housing Division is working
with other developers, including
the developer for 2021 W. Olive
Avenue, to acquire and
rehabilitate additional units.
2. Community
Preservation
Program
Preserve and protect
Burbank’s existing
neighborhoods
Implement
Community
Preservation
Program by 2023
The Code Enforcement Division
is continuously working to
maintain quality of life and
ensure compliance with
applicable standards
throughout the community.
3. Preserve &
Protect Existing
Housing & Tenants
Adopt a City Council
goal as part of
Burbank’s Affordable
Housing Strategy that
acknowledges and
disseminates the rules
and requirements of
state and federal laws
to protect existing
tenants from
displacement, including
the current work of the
Adopt Council goal
by 2023
Completed. In July 2024,
Burbank City Council adopted
an ordinance that increased
relocation assistance for certain
no-fault evictions and added
local anti-retaliation tenant
protection measures. In March
2024, the City Council updated
local tenant protection
ordinance, adding an
exemption from the increased
relocation assistance payment
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17 ATTACHMENT 1 - 17
Landlord Tenant
Commission to educate
tenants and landlords
of their rights and
responsibilities, and
programs to assist
households at risk of
homelessness and
displacement
obligation for no-fault evictions
due to owner or owner’s
relative moving into the unit
and adding regulations
prohibiting harassment.
Further, in August 2024, the
City Council approved an inter-
departmental Housing
Enforcement Unit to enforce
the City's Tenant Protection
Ordinance.
On October 28, 2025 Council
requested staff to return with a
draft ordinance for heightened
requirements for renovation
evictions, extending just cause
eviction protections to all rental
units in Burbank, and for a soft
rent cap of 4% for covered units
and 10% for exempt units.
Additionally, the Council asked
staff to return with a City-
sponsored enhanced relocation
assistance program for qualified
households. This program will
be administered by a local
service provider.
4. Rental
Assistance
Vouchers
Maintain current levels
of Section 8 funding;
apply for additional
funds as available.
Ongoing Ongoing.
The BHA has been allocated 5
Foster Youth to Independence
Vouchers. Housing Dept. will
issue vouchers after
appropriation of funds in
December.
The BHA implemented Project
Based Vouchers in its
administrative policy to utilize
for future developments.
Adequate Housing Sites
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18 ATTACHMENT 1 - 18
Name of Program Objective Timeframe Status of Program
Implementation
5. Housing
Opportunity Sites
and Rezone
Program
Provide adequate sites
to accommodate
Burbank’s RHNA
allocation through
adoption and update of
Specific Plans and
provide incentives for
site development
Adopt Downtown
TOD and Golden
State Specific Plans
in fiscal year 2022-
2023, and Media
District Specific Plan
in 2023. Market
opportunity sites to
the development
community starting
in 2022. Conduct a
mid-cycle review in
2025 to evaluate
housing production
levels in comparison
to the RHNA, and if
falling significantly
short, commit to
additional rezoning
to increase capacity
Ordinance 24-4,022 was
adopted on December 17, 2024
which amends the BMC to
create a new 2021-2029
Housing Element Opportunity
Sites Overlay Zone. Became
effective in 2025.
6a. Promote
Accessory
Dwelling Units
(ADUs)
Achieve the production
of an average of 200
ADUs annually, for a
total of 1,600 ADUs
over the planning
period, including 80%
in high and highest
resource
neighborhoods
Add ADU Cost
Calculator to City
website in 2022. By
2023, establish
expedited processing
for smaller ADUs,
reduced fees for
ADUs that
incorporate
accessibility features,
and pre-approved
ADU plans. Annually
monitor ADU
production as part of
Annual Performance
Report (APR) on the
Housing Element.
Ongoing. Planning is working
with B&S to create an ADU cost
estimate worksheet that will be
uploaded to the city website.
Cost estimate will only include
city related fees, not cost of
construction.
In compliance with AB1332, the
Building and Safety Division
created and rolled out a
Preapproval ADU program
which expanded the by-right
ADU plans for
architects/designers/contractors
in 2025.
The city issued 241 building
permits for ADUs in 2025.
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19 ATTACHMENT 1 - 19
6b. Track and
Monitor ADUs
Establish an ADU
tracking system to
monitor production,
affordability and
location within high
and highest resource
neighborhoods
Conduct ADU survey
and establish
tracking system in
2022. Conduct
review of production
and affordability
every two years
(2023, 2025, 2027,
2029) and as
appropriate, conduct
expanded marketing
and outreach within
6 months, or
rezoning additional
site(s) within one
year.
Staff has created an ADU rent
survey that will be issued at
least bi-annually to obtain
information on ADU rent
affordability in the city.
7. Monitoring No
Net Loss &
Development on
Sites from Prior
Planning Periods
Develop a procedure to
monitor the
development of sites in
the Housing Element
Sites Inventory and
ensure that adequate
sites are available to
meet the remaining
RHNA by income
category. Monitor
development
entitlements on prior
Housing Element sites,
and provide by-right
development as
required under State
law
Establish No Net Loss
monitoring
procedures in 2022.
Ongoing monitoring
of entitlements on
prior Housing
Element sites
Monitoring is ongoing as
projects are submitted, entitled,
and constructed.
8. Public/ Private
Partnerships on
City Land
Partner with private
developers to provide
housing on publicly
owned land
Issue an RFP by 2023
and select a
developer for the
Civic Center Plan by
2024. Incorporate a
TDR program within
the Downtown TOD
Specific Plan (2022).
By-right housing projects that
comply with objective standards
to be considered as part of a
proposed update to the Density
Bonus Ordinance and
Community Benefits Program.
Development of Affordable Housing
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20 ATTACHMENT 1 - 20
Name of Program Objective Timeframe Status of Program
Implementation
9. Facilitate
Development of
Affordable
Housing on Non-
Vacant Site
Provide regulatory and
financial assistance as
well as out reach to the
development
community in support
of affordable and mixed
income housing on
Housing Element sites
Within one year of
Housing Element
Adoption
Ongoing.
The Housing Division is in
communication with developers
of 2021 W. Olive Avenue to
facilitate rehabilitation of 39
vacant units to long term
affordable units.
In 2025, the Economic
Development Division updated
the informational sheets
highlighting the City’s Housing
Element opportunity sites and
made them available online for
public access. The updates
occurs annually.
10. Inclusionary
Housing
Ordinance
Update the
Inclusionary Housing
Ordinance to enhance
the program’s
effectiveness in
producing affordable
housing and continue
to provide incentives
for units suitable for
large families and for
persons with
disabilities
2022-2023 A proposed Inclusionary
Housing ordinance will be
presented to the City Council
for consideration in Fall 2026.
11. Density Bonus
Ordinance
Update the Density
Bonus Ordinance to
align with State law and
the updated
Inclusionary Housing
Ordinance
2022-2023 Density Bonus Ordinance draft
and Community Benefits
structure has been completed.
A proposed the Density Bonus
ordinance will be presented to
the City Council for
consideration in Fall 2026.
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21 ATTACHMENT 1 - 21
12. Affordable
Homeownership
Program
Promote first-time
homebuyer
opportunities in high
resource
neighborhoods through
both regulatory and
financial incentives.
Conduct affirmative
marketing to promote
equal access to
homeownership
opportunities.
2023 This effort is ongoing. Staff is
seeking funding opportunities
through the Burbank, Glendale,
Pasadena Regional Housing
Trust to develop a homebuyer
program.
A Cal HOME application was
submitted to HCD in March
2025. Although federal funding
is uncertain, staff continues to
pursue all applicable funding
opportunities.
In addition to the 10 affordable
units at the Pickwick Project,
there will be three new
affordable units at 529 and 537
E. Palm Avenue, which will be
available for sale in 2026.
13. Employer
Assisted Housing
Engage major
employers in the City to
discuss and determine
feasibility of
establishing employer
assisted housing
programs
Ongoing Ongoing
14. Development
Impact Fees for
Affordable
Housing
Evaluate establishing
an impact fee on non-
residential
development to
provide an additional
source of revenue for
the Housing Trust Fund
2023 Ongoing
15. Sustainability
and Green
Building Design
Update the GGRP plan
and evaluate
establishment of
additional
sustainability green
building development
standards for large
projects
2022 The city adopted the 2025
Building Code.
The 2025 Building Code Update
incorporated electric vehicle
charging standards for new
construction up to CalGreen Tier
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22 ATTACHMENT 1 - 22
2 levels, per the City’s previous
requirements.
The A local amendment was
adopted as part of the 2025
Building Code update. The
amendment brought cool-roof
standards for new construction
and remodels up to CalGreen
Tier 2 levels.
16. Transitional
and Supportive
Housing
Investigate outside
funding sources to
augment HOME funds
in support of
transitional and
supportive housing
Ongoing Ongoing. Housing Division
continues to seek funding to
augment funds. The Housing
Division also secured HOME
ARP funding (1.8 mil) to
develop transitional
units/emergency shelters at the
Homeless Solution Center
(Piano Store Site) located at
323-333 South Front Street.
In addition, the City has
obtained permits to construct
four tiny homes for transitional
housing at the Buena Vista
Homeless Access Center/HALA
located at 2244 N. Buena Vista
Street. The transitional housing
at the Buena Vista Homeless
Access Center/ Hala will be
operational before the end of
2026.
Remove Constraints to Housing
Name of Program Objective Timeframe Status of Program
Implementation
17. Objective
Development
Standards
Establish objective
development standards
and streamlined
processing procedures
Adopt Downtown
TOD and Golden
State specific plans in
2022, and Media
The three Specific Plans
currently in progress emphasize
clear, predictable development
standards to provide certainty
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23 ATTACHMENT 1 - 23
in conjunction with the
new and updated
specific plans
District Specific Plan
in 2023
for housing providers, while
also considering streamlined
procedures beyond the City’s
standard processes, including
ministerial approval options for
certain projects.
The plans will be presented to
Council in 2026.
18. Updated Multi-
Family
Development
Standards
Update and simplify
the City’s multi-family
development standards
to enhance
development feasibility
2024 Development standards within
the City’s Multi-Family Zones
are currently being reviewed to
identify provisions that are not
objective. In addition, standards
that pose barriers to housing
production are being evaluated,
and a comprehensive update to
the Multi-Family development
standards is forecasted for
2026.
19. Development
Fee Waiver
Continue to waive
development impact
fees on affordable units
Ongoing Pursuant to the City’s Current
Fee Schedule, Development
Impact Fees (otherwise known
as Community Facilities Fees),
are reduced for affordable
residential units. Fee waivers on
affordable units and fee
deferrals on moderate units
until issuance of certificate of
occupancy are currently only
allowed as a Tier 3 request with
City Council approval.
Modifications to the fee
waiver/deferral options are
being considered as part of the
Inclusionary Housing Ordinance
update (Program 10).
20. Lot
Consolidation
Program
Conduct outreach to
property owners and
adopt Lot
Consolidation Program
2023. Conduct a mid-
cycle review in 2025
to evaluate the
success of the
Lot consolidation incentives will
be considered as part of the
Downtown TOD Specific Plan
and Golden State Specific Plan
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24 ATTACHMENT 1 - 24
program and make
modifications as
necessary
(GSSP) and possibly expanded
to areas outside of those
specific plan if appropriate. The
following incentives will
incorporated in the GSSP &
Downtown TOD Specific Plans:
• Flexible development
standards such as
reduced setbacks,
increased lot coverage,
increased heights,
reduced parking
• Streamlined permit
processing through
administrative staff
review
21. Zoning Text
Amendments for
Special Needs
Housing
Facilitate housing for
Burbank’s special needs
and extremely low
income populations.
Develop 10 two plus-
bedroom units for large
families through
nonprofit housing
partners and BHC.
Amend the Zoning
Code by 2024
Amendments to the Zoning
Code may be initiated in 2026.
Completed four ADUs in
conjunction with BHC. The units
are as follows: 1
bedroom/lower (high home), 2
bedroom/very low (low home),
1 bedroom/ extremely low (low
home), and a 3 bedroom/lower
(high home).
22. Updated
Project Appeal
Procedures
Streamline the project
review and approval
process
Amend the
Municipal Code,
Update the Project
Appeals Form, and
Add Applicable
Language to Public
Notices and Agendas
by 2023.
On March 11, 2025, the City
Council adopted an ordinance
(Ordinance 24-4, 023) amending
project appeal procedures in
the Burbank Municipal Code to
streamline project review and
approvals.
Equal Housing Opportunities and Special Needs
Name of Program Objective Timeframe Status of Implementation 410
25 ATTACHMENT 1 - 25
23. Fair Housing/
Affirmatively
Furthering Fair
Housing
Continue to contract
with a qualified fair
housing service
provider for fair
housing services to
Burbank residents and
property owners
Ongoing Ongoing. Two workshops to
promote Fair Housing in the city
were held in collaboration with
the Housing Rights Center in
2025.
24. Landlord –
Tenant Services
and Mediation
Continue to provide
landlord-tenant
counseling and
referrals, and offer
mediation services
through the Landlord-
Tenant Commission
Ongoing The City Council will be looking
into updating the duties and
responsibility of the Landlord-
Tenant Commission to better
serve the community.
The City Council approved a legal
mediation Program under the
purview of the City Attorney's
Office, with attorneys available
to mediate housing related
disputes, providing additional
support to the landlords and
tenants.
Housing Enforcement Unit (HEU)
has partnered with the Housing
Rights Center (HRC) to provide
Housing Clinics --where an
attorney from HRC is present for
private, 20 -minute sessions to
give information on housing
related concerns.
HEU has partnered with Home
Again LA to provide a low-
income legal services program,
where qualified tenants or
landlords can receive legal
representation and legal help.
25. Homeless
Housing and
Services
Implement the
strategies and actions
identified in the
Burbank Homelessness
Plan, and update the
Plan for the 2022-2027
Ongoing. Open Tiny
Home Village by July
2024
The City has increased its
homeless outreach staff to 5
employees, thereby increasing
homeless engagements and
connections to services, and
reducing encampments. The
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26 ATTACHMENT 1 - 26
time period with
measurable outcomes,
funding and time
frames for
implementation.
City continues to operate a
shower and storage program
through a partnership with The
Salvation Army. Twenty-six (26)
households have been assisted
through the rapid rehousing
program, over 400 affordable
units have been approved, and
mental health services have
been provided to 20 voucher
assisted households.
There are 2 tiny home projects
currently being evaluated. One
is the Homeless Solutions
Center (323-333 South Front
Street), which consists of 52 tiny
home units, 17 safe parking
spaces, a shower and storage
program, and case management
services. Currently, staff is in the
process of completing the NEPA
environmental review for the
project, and the project is
undergoing plan check review.
The other project is the Buena
Vista Homeless Access
Center/HALA, (2244 N. Buena
Vista St), which will include 4
tiny home units for families, and
renovations to the existing
structure to allow for case
management services. The
NEPA environmental review for
the project was completed in
July of 2025. The City Council
approved the construction
agreement in January 2026 for
this project, putting it in the
execution/pre-construction
phase. Mobilization and
construction is expected to
begin in 2026.
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27 ATTACHMENT 1 - 27
26. Housing for
Persons with
Disabilities
Expand the range of
housing options
available and accessible
to persons with
disabilities
Update Reasonable
Accommodation
Procedures and
provide developers
with HCDs Universal
Design Checklist by
2023
City staff has initiated the
process to update
administrative procedures to
streamline Reasonable
Accommodation Requests. The
updated application and other
templates are with
Management Services and
Planning will provide training on
the new process when the new
Administrative Procedures go
into effect.
27. Housing for
Extremely Low
Income
Households
Facilitate the provision
of a variety of housing
types to address the
needs of Burbank’s
extremely low income
households
2022- 2023.
Additional funding
allocations to be
made annually in
conjunction with
Burbank’s Annual
Action Plan
BHC Fairview Project will
provide affordable rental
housing to low and extremely
low-income households. In
addition to that the transitional
housing at 2244 Buena Vista site
will provide interim housing to
individuals and families
experiencing homelessness.
Further, the City was allocated 5
Foster Youth Independence
Vouchers to provide critical
support to young adults
transitioning out of foster care
who are homeless or at risk of
homelessness.
IV. OTHER PLANNING ACTIVITIES
A. MAJOR DEVELOPMENT PROJECTS
The City Council, the Planning Commission and/or the Community Development Director have approved the following new development projects:
1. 257 W Linden Ave (DR) – Deemed Approved by the Director on September 5, 2025 The Project proposed a 75 unit, six-story multifamily development on a 9,184 sq. ft. lot located at 257 W Linden Ave . The Project was submitted to the City as a Development Review Application.
The project was approved subject to conditions of approval including but not limited to the project being developed at a lower density up to a maximum of 11 residential units. 413
28 ATTACHMENT 1 - 28
Department: Community Development, Planning Division Project No.:
25-0002550
General Plan Goal:
Land Use Element Goal No. 5: Housing
General Plan Policy: Land Use Element Policy 5.1 Provide for a variety of residential neighborhoods with varying densities and housing types.
B. OPEN SPACE AND CONSERVATION PROJECTS
1. Joint-Use Agreements for Parks and Open Space – 2025 Throughout 2025, the City’s Parks and Recreation Department continued to strengthen its partnership with the Burbank Unified School District (BUSD) through facility improvements and expanded youth programming. Early in the year, on January 15, 2025, windscreens at the Burbank High School Tennis Courts were fully replaced, enhancing the functionality and appearance of the shared athletic facility.
During the 2025 summer season, Parks and Recreation and BUSD collaborated to expand summer youth camp programming, with school campuses playing a critical role in accommodating increased enrollment, improving geographic access, and enhancing overall program delivery. This collaboration supported greater program sustainability and generated increased revenue while better serving families citywide.
In August 2025, Parks and Recreation partnered with BUSD to host the Dalton Rushing Youth Baseball Camp at Burbank High School, demonstrating the effective use of school facilities for community recreation programming through close coordination with district leadership, school administration, and athletic staff. That same month, the Olive Ballfield Shade Structure Project was completed, providing permanent shade that improves comfort, safety, and usability of the shared- use athletic fields. The project miti gates heat exposure and supports consistent use of the fields for school practices, competitions, and community events, reinforcing the City’s investment in high-quality facilities that support student athletics and community participation.
In October 2025, Parks and Recreation successfully relocated the After School Daze program onto BUSD elementary school campuses. This transition significantly improved student safety and access by eliminating the need for approximately 160 children to trav el from school sites to park locations for afterschool care. The relocation strengthened integration with school sites, reduced transportation barriers for families, and aligned programming more closely with the school day.
Throughout the year, Parks and Recreation continued to coordinate with BUSD on a range of school-site-based youth activities and initiatives, reinforcing a shared commitment to student 414
29 ATTACHMENT 1 - 29
enrichment, physical activity, and community -centered programming beyond the traditional school day.
Department: Parks, Recreation and Community Services Department General Plan Goal: Open Space & Conservation Element Goal 4: Recreation Programs General Plan Policy: Open Space & Conservation Element Policy 4.2 Enhance and expand existing recreation programs in response to community
demographics and needs;
Open Space & Conservation Element Policy 4.3 Continue the joint use of facilities owned by the Burbank Unified School District
2. Citywide Parks Master Plan – 2025
In September 2023, Parks and Recreation initiated the Citywide Parks Master Plan process. A City Parks Master Plan will identify local community needs and offer specific recommendations to support the local community. Furthermore, the City Parks Master Plan will serve as a guide for the management and development of parks, recreation facilities, and programs. The Parks and Recreation team began to work on collecting previous planning materials and establishing lines of coordination with the City of Burbank’ s t e a m m e m b e r s a n d s e tti n g u p t h e p r o j e c t w e b s i t e f o r community outreach and information sharing. In December 2023, the Burbank City Park Master Plan project website was launched. Extensive community engagement, the launch of a project website, stakeholder interviews, community workshops, demographic assessment, park inventory assessment, and community needs assessment.
The Burbank Parks and Recreation Board expressed unanimous support for the Plan at their meeting on November 14, 2024. The City Parks Master Plan was presented to City Council on Tuesday, January 14, 2025 at the Council Chambers, and was approved.
Department: Parks, Recreation and Community Services Department General Plan Goal:
Open Space & Conservation Element Goals 1-4: Resource
Management; Parks, Open Space, and Recreation Facilities; Parks & Recreation Facilities Maintenance; Recreation Programs; and Open Space & Conservation Element Goal 6: Open Space Resources General Plan Policy: Open Space & Conservation Element Policy 1.1 Encourage citizen interest and participation in open space management and development;
Open Space & Conservation Element Policy 2.1 – Identify areas of the city that are currently underserved and focus park expansion and open space acquisition in these areas;
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30 ATTACHMENT 1 - 30
Open Space & Conservation Element Policy 2.4 - Seek opportunities to develop additional parks and open space in areas where needed, including pocket parks, dog parks, athletic fields, amphitheaters, gardens, and shared facilities;
Open Space & Conservation Element Policy 3.1 - Improve and rehabilitate existing parks and recreation facilities;
Open Space & Conservation Element Policy 4.2 - Enhance and expand existing recreation programs in response to community demographics and needs;
Open Space & Conservation Element Policy 6.1 - Recognize and maintain cultural, historical, archeological, and paleontological structures and sites essential for community life and identity
C. MOBILITY PROJECTS
1. Downtown Burbank Parking Management Strategies – March 2025 In March 2025, Community Development Department (CDD) Transportation staff implemented new Parking Management Strategies for Downtown Burbank. These strategies aim to improve access for visitors to downtown businesses by more effectively managing parking demand in some of the City’s most heavily used areas. Key elements of the program include the introduction of a parking fee to encourage turnover, ensure greater av ailability of short -term parking throughout the day, and redirect long-term parking to peripheral parking garages.
Department: Community Development, Transportation Division General Plan Goal: Mobility Element Goal No. 7 Parking General Plan Policy: Mobility Element Policy 7.1 Effectively manage citywide parking to improve convenience while maximizing use at all times of the day.
2. Downtown Sidewalk Enhancement Project Grant (MAT Cycle II) Award – July 2025 In spring 2025, Community Development Department (CDD) Transportation staff secured funding through Metro’s Active Transportation Cycle 2 Program to support mobility improvements within a half-mile radius of the future Olive/San Fernando Bus Rapid Transit (BRT) station. The station is designated as a Metro First/Last Mile site, making it eligible for connectivity investments. Through this award, Metro will provide the City with $6.2 million for the Downtown Mobility Improvements Project, which includes new curb extensions and enhanced crosswalks at First Street and Olive Avenue, First Street and Magnolia Boulevard, and Olive Avenue and San 416
31 ATTACHMENT 1 - 31
Fernando Boulevard, as well as the second phase of the Downtown San Fernando Boulevard Reconfiguration Project.
Department: Community Development, Transportation Division General Plan Goal: Mobility Element No. 5 Bicycle and Pedestrian Mobility; Mobility Element Goal 9 Safety, Accessibility, Equity
General Plan Policy: Mobility Element Policy 5.1 Maximize pedestrian and bicycle safety, accessibility, connectivity, and education throughout Burbank to create neighborhoods where people choose to walk or ride between nearby destinations;
Mobility Element Policy 9.1 Ensure safe interaction between all modes of travel that use the street network, specifically the interaction of bicyclists, pedestrians, and equestrians with motor vehicles.
3. Safer Streets Burbank Action Plan – August 2025
In August 2025, the City Council adopted the Safer Streets Burbank Action Plan (Resolution No. 25-29,639), establishing a framework to improve roadway safety citywide. The Plan defines the principles, methodologies, and tools the City will use to reduce serious injuries and fatalities, with a focus on rapidly addressing safety issues on the highest -priority corridors. The Action Plan identifies key policies and infrastructure projects to make streets safer and more welcoming for all users and modes of trave l. The Plan streamlines and advances the existing Complete Streets framework, addresses immediate safety needs through quick-build improvements, and supports pilot projects that inform long-term, permanent infrastructure investments.
Department: Community Development, Transportation Division General Plan Goal: Mobility Element Goal No. 3 Complete Streets General Plan Policy: Mobility Element Policy 3.3 Provide attractive, safe street designs that improve transit, bicycle, pedestrian, and equestrian connections between homes and other destinations
4. Olive Avenue Bridge Replacement STBG/CMAG Grant Award – November 2025 In November 2025, the Southern California Association of Governments (SCAG) awarded the City a $2.1 million grant through the Surface Transportation Block Grant (STBG) and Congestion Mitigation and Air Quality (CMAQ) Improvement Programs. Earlier that fall, Community Development Department (CDD) Transportation staff submitted a successful application to SCAG, 417
32 ATTACHMENT 1 - 32
via Metro, to fund activities associated with the Olive Avenue Bridge Replacement Project. The grant will support early design work and the initiation of environmental analyses, ensuring continuity of the capital improvement project following completion of the Olive Avenue Bridge Replacement Feasibility Study.
Department: Community Development, Transportation Division General Plan Goal: Mobility Element Goal No. 9 Safety, Accessibility, Equity General Plan Policy: Mobility Element Policy 9.1 Ensure safe interaction between all modes of travel that use the street network, specifically the interaction of bicyclists, pedestrians, and equestrians with motor vehicles.
5. Olive Avenue Bridge Replacement Feasibility Study – December 2025 Transportation staff, in coordination with the Public Works Department, completed a feasibility report evaluating rehabilitation, partial replacement, and full replacement options for the Olive Avenue Bridge, which was constructed in 1959. The report asses ses existing structural and operational deficiencies and identifies future needs, including Complete Streets enhancements; improved pedestrian, bicycle, and transit accommodations; integration with planned NoHo – Pasadena Bus Rapid Transit (BRT) stations; connectivity to the Downtown Metrolink station; and remaining traffic, civil, seismic, utility, right -of-way, and transit requirements. The analysis includes a comprehensive comparison of bridge alternatives and conceptual renderings to assist the City Council in defining a long -term vision for the bridge and identifying a preferred project approach.
Department: Community Development, Transportation Division and Public Works Department
General Plan Goal: Mobility Element Goal No. 2 Sustainability General Plan Policy: Mobility Element Policy 2.3 Prioritize investments in transportation projects and programs that support viable alternatives to automobile use.
D. AIR QUALITY AND CLIMATE CHANGE PROJECT
1. Greenhouse Gas Reduction Plan – Adopted May 2022
The City Council adopted an updated Greenhouse Gas Reduction Plan (GGRP) on May 3, 2022, to address climate change and promote sustainability in the community. The adopted GGRP establishes goals and policies that will help the City achieve its goal to reduce emissions by 86,555 MT CO2e by 2030, 232,235 MT CO2e by 2035, and 531,203 MT CO2e by 2045. Since adoption, the 418
33 ATTACHMENT 1 - 33
GGRP has guided more focused communitywide effort s of activities that result in reducing greenhouse gas emissions and encouraged more concrete strategies that help reduce those emissions in the future. The GGRP also includes measures to ensure regular accountability.
The City contracted with Rincon Consultants to prepare a GHG emissions inventory update using data from 2022. An inter -departmental data collection process, led by BWP and CDD staff was completed in July 2024.
In 2025, staff presented a status update on the Greenhouse Gas Reduction Plan (GGRP) to the City Council and continued implementation of the plan’s strategies, actions, and measures.
Burbank Water and Power (BWP) contracted with Rincon Consultants to prepa re an updated, community-wide greenhouse gas (GHG) emissions inventory using 2024 data, the most recent year with complete information available . In addition, an inaugural interdepartmental working group meeting is scheduled for March 2026 to allow staff t o share progress, discuss challenges, collaborate across departments, and provide input on future GGRP updates.
Department: Community Development Department, Burbank Water and Power, City Manager’s Office, Community Development Department, Fire Department, Information Technology, Parks and Recreation, and Public Works.
General Plan Goal:
Air Quality & Climate Change Element No. 3 Reduction of Greenhouse Gas Emissions;
Air Quality & Climate Change Element Goal No. 4 Climate Change General Plan Policy: Air Quality & Climate Change Element Policy 3.7 Update Burbank’s communitywide greenhouse gas emissions inventory every 3 –5 years
E. SAFETY PROJECTS
1. Lil' Squirt's Fire Safety Challenge – 2025
The Burbank Fire Department, with the support of the City Council, has launched a community outreach initiative aimed at promoting home fire safety and emergency preparedness among elementary and middle school students. Through the Burbank Fire Department website, participants can access a checklist of activities to complete with a guardian for the chance to receive two promotional items: a Fire Safety Champion challenge coin and an additional item of their choice.
The activities include creating a home escape plan, testing smoke alarms, conducting a home fire drill, practicing “Stop, Drop, and Roll,” performing a home hazard hunt, learning pet safety, 419
34 ATTACHMENT 1 - 34
reviewing kitchen safety, and preparing an emergency evacuation bag. Once all activities are completed, families can visit Fire Station 11 to claim their items.
The initiative’s goal is to encourage families to engage in meaningful discussions about fire safety and to develop practical plans for emergency situations in the home.
Department: Fire Department
General Plan Goal: Safety Element Goal No. 1. Emergency Response and Preparation General Plan Policy: Safety Element Policy 1.3 Sponsor and support public education programs for emergency preparedness and disaster response.
V. BURBANK GOALS & LONG-TERM STRATEGIC PLAN
A. DEVELOP A SEISMIC RETROFIT PROGRAM FOR PRIVATELY OWNED BUILDINGS
In October 2019, City Council directed staff to develop a “Soft-Story Seismic Retrofit Program” for Council review. Consistent with the City’s direction to build and protect neighborhoods, such a program will provide for a higher level of building -safety for Burbank residents and will allow greater preparedness for inevitable earthquakes.
The Building and Saf ety Division released a Request f or Proposals on December 20, 2023. From which, a candidate, JLee Engineering Inc, was selected to assist the Division in the development of the program with a service commencement date of February 12, 2024.
The proposed program will have an immediate focus on soft -story structures. Such an initiation will be a major step in the City reaching the goal of seismic resiliency. Elements of a Soft -Story Seismic Retrofit Program can include:
• Discuss potential incentives among City Departments;
• Staff to conduct a public Study Session with City Council; • Present City Council with a “Soft -Story Seismic Retrofit Program” Staff Report and Ordinance that includes mandatory retrofit of Soft-Story structures; • Include elements such as noticing to building owners, technical standards compliance timeframes, compliance appeals and extensions, enforcement action, appeals, and protection for tenants;
• Develop protocols and procedures for noticing of building owners; • Conduct community outreach meetings with building owners, apartment tenants;
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35 ATTACHMENT 1 - 35
City staff has drafted a program for City Council to consider in Winter 2025. The City Council adopted an ordinance (Ordinance No. 24-4,021) in Winter 2024, establishing the Soft Story Seismic Retrofit Program, further requiring mandatory earthquake hazard reduction in existing wood frame residential buildings with soft, weak, or open front wall lines (Soft -Story Buildings) standards. The program took effect in January 2025 and will run until 2030.
Department:
Community Development, Building & Safety Division
General Plan Goal:
Safety Element Goal No.5: Seismic Safety
General Plan Policy: Safety Element Policy 5.3 Enforce seismic design provisions of the current California Building Standards Code related to geologic, seismic, and slope hazards; and Safety Policy No. 5.4 Encourage and facilitate retrofits of seismically high-risk buildings to reduce risks from seismic ground shaking.
B. ECONOMIC DEVELOPMENT STRATEGIC PLAN 2024-2028
Burbank’s economic development efforts are dedicated to creating a safe, beautiful and thriving community. This is achieved through the facilitation of job growth, inspiring innovation and entrepreneurship, attracting new investment, increasing revenues, creating vibrant neighborhoods and supporting businesses. The 2024-2028 Five-Year Economic Development Strategic Plan (Plan) was developed to build upon the current success of economic development while also positioning the City for future growth and diversification for the next five-years.
In April 2023, staff presented an Economic Development Update Report to City Council providing an overview of Burbank’s economy while looking at our strengths, opportunities, and additional a r e a s o f f o c u s . T h e R e p o r t w a s t h e fi r s t s t e p i n t h e m u l ti-phased process that helped lay the groundwork data for the five-year Plan.
The proposed Plan aligns economic development priorities and activities with the City Council’s goals, the City’s strengths, and future opportunities. If adopted, the Plan will become the guiding d o c u m e n t f o r E c o n o m i c D e v e l o p m e n t f o r t h e n e x t fi v e-years. Previously, the Economic Development Strategic Plan (2018 -2022) and the Economic Recovery Plan were the two guiding documents for economic development. Both documents were developed internally by staff.
The goals set forth in the future Economic Strategic Plan will help the City continue to grow and diversify the employment base and housing stock, create vibrant, walkable, and safe neighborhoods, and attract retail/restaurant options that can compete with ecommerce. This and more are necessary to sustain a thriving, clean, safe, and flourishing Burbank.
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36 ATTACHMENT 1 - 36
The City Council adopted the Economic Development Strategic Plan 2024-2028 on March 19, 2024.
In July 2025, the Economic Development Team launched the Creative Industry Taskforce aimed to convene a group of industry experts to discuss current and future strategies to enhance the creative economy in Burbank. The Taskforce represents Goal 4.1 within the Plan. Staff also launched the Film Burbank campaign marketing campaign designed to promote filming and production in Burbank while reaffirming Burbank’s position as the Media Capital of the World, working to attract businesses and talent to the city. T he Film Burbank campaign correlates with Goal 6.2 within the Plan.
Department:
Community Development, Economic Development Division
General Plan Goal:
Land Use Goal No. 6: Economic Vitality and Diversity
General Plan Policy: Land Use Policy 6.1: Recruit and attract new businesses. Use these businesses to act as catalysts to attract other businesses. Continue to utilize public -private partnerships and other incentives to enhance economic vitality.
C. HOMELESSNESS PLAN 2022-2027
The City of Burbank has developed a five-year (Fiscal Years 2022/23 through 2027/28) Homeless Plan that continues and expands the City’s Council adopted three-year (2018-2021) Homeless Plan.
Under the new five-year plan, the City will continue to collaborate with partners that support our efforts along with advancing new strategic actions and goals for the City to achieve during the planning period. To ensure local and regional support is provided to Burbank, the actions and goals outlined in the five-year Plan are strategically aligned with regional frameworks and evidenced-based practices. Listed within the five-year Plan are six action areas each including planned goals, responsible partner(s), funding, and annual deliverables. This area within the five-year Plan is the City’s Strategic Playbook providing a step-by-step scheme to deliver desired outcomes. Each year, staff will provide updates to City Council sharing the status of each planned action and deliverables along with making any pivotal adjustments along the way.
Notably, the Strategic Playbook is aspirational due to its reliance on unbudgeted additional funding and staffing.
The action areas of the Strategic Playbook include:
1. Capacity Building
2. Advocacy
3. Access, Outreach, & Engagement
4. Shelter & Housing Accessibility
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37 ATTACHMENT 1 - 37
5. Health & Stabilization
6. Homelessness Prevention
The Burbank Strategic Playbook is a path forward designed to address the everyday experiences of homelessness. We believe that every person experiencing homelessness should have basic needs and dignity afforded to them and a safe and warm living environment. The five -year Plan will n ot resolve the systemic challenges of homelessness, but it will create a Burbank -centric homeless eco-system of partners and outside funding to deliver assistance to Burbank’s unhoused residents.
In addition, t he City of Burbank established five new agency partnerships to improve homeless response capabilities under Capacity Building (Action Area 1). Additionally, the city expanded its Homeless Management Information System (HMIS data input by adding several new users to improve our data collection and client inputs in the Coordinated Entry System.
Under Outreach and Engagement (Action Area 3), the city expanded its outreach capabilities by adding an outreach coordinator to work closely with the homeless population as well as supervise homeless services liaison team in the field. The city also expanded outreach staffing to include two (2) additional homeless services liaisons for a total of five (5). Furthermore, the city expanded the services offered at the SAFE by purchasing a shower trailer.
The strategies being pursued under Shelter & Housing Accessibility (Action Area 4) include:
1. Potential development of a Homeless Solutions Center: The City Council will consider a report on Homeless Solutions Center at a city -owned property located at 323 -333 Front Street in in March 2026 to provide a place for Burbank’s homeless to receive assistance and basic needs. Additionally, the City Council adopted a Resolution declaring a Shelter Crisis within the City of Burbank to streamline development of emergency shelters within the city.
2. Allocation of parking spaced toward a Safe Parking Program: On May 23, 2023, the Council received a discussion report and presentation on Sage Parking for Vehicle Dwellers. As of the reporting year, the project remains under consideration.
Department: Community Development, Planning Division
General Plan Goal:
Land Use Element Goal 5: Housing
General Plan Policy: Land Use Policy 5.1 Provide for a variety of residential neighborhoods with varying densities and housing types.
D. AFFORDABLE HOUSING ANALYSIS AND STRATEGY
Only July 11, 2017, City Council adopted the Burbank Affordable Housing Analysis and Strategy. It described some of the causes of Burbank’s current affordability crisis and suggested some solutions to be considered by the City Council. Contained within the Analysis and Strategy is the 423
38 ATTACHMENT 1 - 38
Burbank Affordable Housing Action Plan. The Plan lays out a work plan for staff’s future efforts and policy considerations to be discussed with City Council in the future.
The seven policy proposals include:
1. Promote responsible development of new housing units within the Downtown/San Fernando, Media District, and Golden State specific planning areas while still protecting and preserving single-family residential neighborhoods.
2. Adopt standardized definitions for the different levels of affordability for Burbank. Note:
The monthly rent will change slightly each year as new median household income and average rent adjusts.
3. Focus on building affordable Burbank rental and “For Sale” housing, supplemented by Subsidized and Market Rate Housing.
4. Champion the idea that future affordable housing does not have to adhere to the traditional notion of one family, one unit and can be a variety of housing design concepts.
5. Embrace the idea of smaller units and “micro units” along with increased densities that provide affordable housing.
6. Hold developers to high standards using Burbank’s definition of Responsible Development that includes private and public amenities that help build better neighborhoods for Burbank residents as a whole.
7. Continue to look at nontraditional ways of obtaining affordable housing that include those established through the First Street Village Mixed-use Project and other jurisdictions’ best practices.
The development of the Affordable Housing Analysis and Strategy guides staff in their evaluation of housing and mixed- use projects that are currently being evaluated and are projected to be presented to City Council in the future. The housing strategies and the level of housing growth as described in the Housing Analysis and Strategy Plan, have been integrated within the 2021-2029 Housing Element.
Consistent with the adopted 2017 Burbank Affordable Housing Analysis and Strategy, and the 2021-2029 Housing Element, there are 2 tiny home projects are currently being analyzed. One is the Homeless Solutions Center(323-333 South Front Street), which consists of 52 tiny home units, 17 safe parking spaces, a shower and storage program, and case management services. Currently, staff is in the process of completing the NEPA environmental review for the project, and the project is undergoing plan check review.
The other project is the Buena Vista Homeless Access Center /HALA (2244 N. Buena Vista St ), consisting of 4 tiny home units for families, and renovation to a facility for case management services. The City has obtained permits to construct the four tiny homes for transitional housing and the Buena Vista Homeless Access Center. Hala will be operational before the end of 2026.
Department: Community Development, Business and Economic Development 424
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General Plan Goal: Housing Element Goal Nos. 2 and 3: Variety of Housing Sites General Plan Policy: Housing Element Policy No. 2.2. Consistent with the Land Use Element, promote opportunities for a variety of housing types, including small lot development, live-work units and mixed-use development, to accommodate the City’s diverse housing needs.
Housing Element Policy No. 2.3: Encourage and facilitate the adaptive re-use of underutilized commercial and industrial buildings in appropriate locations to augment the supply of housing in the community and to create additional opportunities for providing affordable housing.
E. BURBANK FIRE DEPARTMENT STRATEGIC PLAN 2025-2030
The Burbank Fire Department (BFD) Strategic Plan was adopted in 2025 and was written in accordance with the guidelines set forth by the Commission on Fire Accreditation International (CFAI) and the Center for Public Safety Excellence (CPSE). Strategic planning is a critical mechanism to ensure that fire departments, or any organization, make the best use of limited resources in order to meet the demands and challenges of the present as well as the future. The purpose of the Strategic Plan is to clearly define the mission, vision, values, and goals of BFD while also developing a guide for decisions and actions for the five-year period that the plan encompasses.
The following goals were defined in the Strategic Plan:
• Goal 1: Enhance Response Capacity to Meet Increasing Service Demand, Relieve High Response Workloads, and Maintain Necessary Fire Suppression Capacity • Goal 2: Enhanced Administrative Support Capacity
• Goal 3: Improved Facilities and Apparatus Fleet
• Goal 4: Organizational Improvements
BFD tracks progress on its Strategic Plan and publishes an annual report on its website highlighting department activities, statistics, and program and project updates . Each Goal is comprised of several Strategic Objectives, for a total of 41 objectives that encompass significant departmental improvements, including implementation of a customer -friendly inspection payment portal; instituting professional development and promotional pathways for sworn classifications; pursuing technological enhancements; and prioritizing facilities and apparatus upgrades. As BFD works to achieve the Goals set forth in its new five -year strategic plan , the Department continues to prioritize effective resource management, training, community engagement, and process improvements that help it remain agile and responsive to the changing needs of the community.
Department: Fire Department
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General Plan Goal: Safety Element Goal No. 4: Fire Protection General Plan Policy: Safety Element Policy No. 4.2. Provide adequate staffing, equipment, technology, and funding for the Burbank Fire Department to meet existing and projected service demands and response times.
Safety Element Policy No. 4.3. Implement fire prevention and suppression programs in areas of high fire hazard risk, including both urban and wildland areas.
F. GOALS, POLICIES, OBJECTIVES, STANDARDS OR OTHER PLAN PROPOSALS THAT NEED TO BE ADDED OR WERE DELETED, AMENDED OR OTHERWISE ADJUSTED.
There are no changes to goals, policies, objectives, standards, or other plan proposals.
426
ANNUAL REPORT ON GENERAL PLAN IMPLEMENTATION PROGRAMS - PLAN REALIZATION STATUS UPDATE Program
No.
Responsible
Agency/
Department
Title Program Description Goal
2025 Status Updates
AQCC-1 CDD Greenhouse Gas
Reduction Plan
Prepare and adopt a Greenhouse Gas Reduction Plan addressing communitywide and municipal sources of greenhouse gas (GHG) emissions identified in the emissions inventory and projections for 2010, 2020, and 2035.
Concurrently
with
Burbank2035
In 2025, staff provided a GGRP status update to City Council and staff continued to implement GGRP strategies, actions, and measures.
An inaugural inter-departmental working group meeting is scheduled for March 2026 for staff to share successes, challenges, collaborate, and gather feedback on GGRP updates.
AQCC-2 CDD Updates to
Communitywide
Greenhouse Gas
Inventory
Work with Los Angeles County, the Southern California Association of Governments (SCAG), the South Coast Air Quality Management District (SCAQMD), and the California Air Resources Board (ARB) to update the communitywide GHG emissions inventory every 3–5 years.
Every 3–5 years,
beginning in
2016
BWP staff contracted with Rincon Consultants to prepare a community-wide GHG emissions inventory update using data from 2024 (the most recent year with complete data).
AQCC-3 CDD Carbon Offset Fee
Pro
gram
Support carbon offset programs, according to established protocols, and encourage local application of regional GHG offset fees. Research the feasibility of implementing and enforcing such programs in Burbank.
Completed Fire component has been completed.
AQCC-4 CDD Health Risk
Assessment for
Stationary and Mobile
Sources
Require project proponents to prepare health risk assessments in accordance with SCAQMD recommended procedures as part of environmental review when projects could have associated air emissions that have been designated by the State of California as a toxic air contaminant or, similarly, by the federal government as a hazardous air pollutant; Also require health risk assessments for projects that would place sensitive land uses near Bob Hope Airport, the UPRR rail line, or major freeways or arterials.
Ongoing Ongoing - Health Risk Assessments ar e required to be prepared as part of a large residential development project submittal and Environmental Impact Report (EIR) review, including those involving a Planned Development with Development Agreement ; 3 Specific Plans as part of the EIR they are including a Health Risk Assessment AQCC-5 CDD Environmental Review For new projects: Provide health risk assessment guidance for use in the CEQA process; use the SCAQMD CEQA Guidelines and thresholds to evaluate the significance of GHG emissions resulting from projects or plans; Establish appropriate project application and mitigation requirements necessary for project or plan a
pproval.
Ongoing Ongoing during the Development Review process.
AQCC-6 CDD Air Quality Mitigation
Plans
Establish a process to require project applicants to prepare an Air Quality Management Plan for proposed projects with the potential to result in substantial air quality impacts exceeding SCAQMD’s operational thresholds for reactive organic gases and NOx. These plans shall outline how a project will incorporate design or operational features that reduce emissions by 15% from the level that would be produced by an unmiti
gated project.
Ongoing Ongoing. Require design fe atures that address site air quality issues on a project-by-project basis. (being reviewed in the Specific Plans)
AQCC-7 CDD, Parks
and
Recreation,
Public Works
Reforestation
Program
Develop a comprehensive re-forestation program to expand the City’s tree canopy. Seek out grant funding opportunities and partner with non-profit organizations in order to maximize efforts.
Ongoing In progress. Urban Forest Master Plan (UFMP) should be completed mid 2026.
AQCC-8 CDD Smoke Reduction
from Retail Food
Operations
Cooperate with SCAQMD on requiring measures to prevent smoke emissions (i.e., grease shields, top fired broilers) for retail food grilling, smoking, barbequing, and cooking with wood-fired stoves (indoor and outdoor). Cooperate with SCAQMD on requiring such operations to implement control measures such as filterin
g and scrubbing, before discharging cooking fumes to the atmosphere.
Ongoing Ongoing
AQCC-9 Financial
Services
Preference for City
Contractors
Give preference to qualified contractors and vendors using reduced-emission equipment and sustainable business practices for City construction projects and contracts for services, as well as businesses that practice sustainable operations.
Ongoing Ongoing. The Financial Services Department assists with processing City contractors. Potential vendors are assessed with various criteria on a case-by-case basis, and advanced technology (such as reduced-emission equipment) may be considered.
LU-1 CDD Zoning Ordinance Implement Floor Area Ratios (FAR's), for each land use designation; Amend the Zone Map as needed; Establish criteria for exceptional projects that advance goals of Burbank2035; establish development and design standards for single family residential development; maintain special hillside development standards; etc.
2016 Ongoing. The City Council has been providing policy direction for the ongoing updates to existing specific plans (i.e., Media District and Burbank Center Plan) through the proposed Downtown Burbank Transit Oriented Development Specific Plan, Golden State Specific Plan, and Burbank Rancho Neighborhood Specific Plan.
LU-2 CDD Subdivision
Regulations
Revise lot design standards to limit the creation of flag lots; Revise street design standards to require a grid street pattern for all development; review lot design standards; require dedication of parkland at a ratio of
3.0 acres
per 1,000 residents.
Ongoing The City has initiated efforts to update City's zoning and subdivision regulations.
LU-3 CDD Specific Plans Review the three existing specific plans through a public process to determine whether the vision, goals, and policies established by the plans remain applicable and appropriate. Revise the plans as necessary to ensure that they reflect current desires for each of the three areas. -
C
onsider creating new specific plan areas to create a sense of place, foster neighborhood identity, and a
ddress issues that are specific to each area.
- P
repare a specific plan for the Golden State Commercial/Industrial Area to provide a framework for future devel
opment in the area consistent with Goal 13 in the Land Use Element.
Ongoing; Golden
State
Commercial/Indu
strial Area
Specific Plan
completed by
2016
Ongoing.
AIR QUALITY AND CLIMATE CHANGE PROGRAMSLAND USE PROGRAMS ATTACHMENT 2 - 1
427
ANNUAL REPORT ON GENERAL PLAN IMPLEMENTATION PROGRAMS - PLAN REALIZATION STATUS UPDATE Program
No.
Responsible
Agency/
Department
Title Program Description Goal
2025 Status Updates
LU-4 CDD Historic Preservation
Plan
Review, revise, and maintain the Historic Preservation Plan to ensure that it is informed by current resource data and its goals and policies are consistent with the Land Use Element; Establish a list of Eligible Historic Resources to be maintained by the Community Development Director; Periodically review and revise the Historic Resource Management Ordinance; Require evaluation by a qualified architectural historian for projects subject to CEQA involving buildings constructed more than 45 years prior to the project application; Require assessment by a qualified archeologist for projects subject to CEQA involving ground disturbing activities on previously undisturbed land to identify the potential to encounter buried historical resources.
Ongoing; historic
resource list
updates every
five (5) years
Planning Staff continued to implement the Historic Preservation Plan by maintaing the list of Eligible and Designated Historic Resources, the review of applications for new Historic Resource Designations and Permits to Alter Designated Historic Resource, and by providing training and recommendations to the Heritage Commission in support of their ongoing work. The review of CEQA impacts to Designated Historic Resources occurs on a project-by-project basis in coordination with lead agencies.
LU-5 CDD Public Participation Comprehensively update the General Plan every 5-10 years; Provide the City Council with an annual report on implementation of Burbank2035; Create an organized public outreach program that delivers a consistent message about planning; Continuously create and update informational handouts and Web pages; Continuously review and update methods of providing planning information to the public and soliciting public input; Keep up with technological advances and identify opportunities to use new and advanced technologies; Engage active neighborhood groups, homeowners’ associations, and other similar groups in the planning process; Require applicants of larger projects to conduct community outreach and meetings.
Ongoing Ongoing. As part of the discretionary review process, staff provides public no tices to owners and occupants for proposed projects within or near their neighborhoods and includes them in all steps of the planning process. In addition, as part of the City's long range planning efforts to develop the Golden State Specific Plan, Burbank Center Plan Update, Rancho Neighborhood Specific Plan, the City will be undertaking an extensive public outreach process for each that will include workshops, study sessions, and stakeholder meetings to obtain robust public input.
LU-6 CDD Building and Other
Municipal Codes
Review and revise policies related to green building practices. Provide incentives for the construction of green buildings; Update building and fire codes to incorporate increased energy efficiency and green building and sustainable development strategies; Develop a new code providing regulations for public streets and sidewalks.
Ongoing Ordinance passed to adopt the 2025 California Building Standards Code, California Wildland-Urban Interface, City of Burb ank local amendments, and the 2024 International Property Maintenance Code to the Title 9 Municipal Code. New code to be in effect January 1st, 2026
LU-7 CDD, Public
Works, City
Attorney's
Office
Environmental Review
and Impact Analysis
All discretionary projects are required to undergo environmental review by CEQA.
The City will create formal thresholds of significance for environmental impacts and use these thresholds to guide future CEQA documents and decisions.
Ongoing Long-term planning: Continue to look at the development of Master Environmental Impact Reports for Golden State Specific Plan, Media District Specific Plan, and Burbank Center Plan Updates, Rancho Neighborhood Specific Plan, which could result in a more streamlined CEQA review process. Reports for the new Golden State and Burbank Center Specific Plan, Rancho Neighborhood Specific Plan updates are ongoing. A program EIR will be prepared for the Media District update commenced in 2022. Once the Specific Plans are adopted, staff will reconcile all the EIRs for those projects with the General Plan EIR and establish the formal thresholds of significance
LU-8 CDD, Parks
a
nd
Recreation
Development Impact
Fees and Art in Public
Places
Update the transportation impact fee program to implement Land Use Element and Mobility Element goals; Review and revise the community facilities fee program to ensure that fees are adequately addressing impacts on City services caused by new development; Review the art value and in-lieu fee requirements of the Art in Public Places program to ensure that they remain adequate; Consider creating a public benefits program where project applicants for large projects must provide public benefits through methods such as incorporating design features or programs into the project.
Ongoing The Development Impact Fee study is complete and was ad opted by the City Council in May 2022. An updated Development Impact Fee ordinance was set in place for use in starting in Fiscal Year 2022-2023 and the first annual DIFs update was presented to City Council on December 2023. Transportation delivers an annual update to Council every December.
LU-9 CDD Code Enforcement Enforce zoning, building, and other codes to ensure property maintenance, quality, and safety; Use proactive code enforcement strategies in targeted neighborhoods;
Continue proactive enforcement of conditions of approval placed upon development projects; Work with local organizations to provide information to property owners and tenants of residential and non-residential properties regarding property maintenance; Provide grants, low interest loans, and other economic assistance to enable improvement of poorly maintained and deteriorated buildings.
Ongoing Ongoing.
LU-10 CDD Inter-Agency
Consultation
Identify opportunities for public/private partnerships to provide affordable housing and/or address public and social needs; Continue to consult with the Burbank-Glendale-Pasadena Airport Authority, California High Speed Rail Authority (CHSRA), Los Angeles County Metropolitan Transportation Authority (MTA), Southern California Regional Rail Authority (SCRRA), SCAG, and other agencies to ensure that the City’s interests are represented; Refer major land use actions as defined by the Los Angeles County Airport Land Use Commission Review Procedures Section 1.5.3, occurring within the Airport Influence Area, to ALUC for review and consistency determination.
Ongoing Burbank is part of the Arroyo Ver dugo Communities Joint Powers Authority (JPA), which includes working with Cities of Glendale, La Canada Flintridge, Pasadena, South Pasadena, and Los Angeles County. Since the passage of Measure M (Transportation), the Arroyo Verdugo JPA was formed in order to receive, program, coordinate, and spend this funding on transportation projects in the subregion.
This helped transportation funding to become available to the cities and county areas of the Arroyo Verdugo subregion.
The City will be cooordinating a Development Review process in the immediate vicinity of the Airport/ALUC for Airport Review of project and associated environmental assessment.
M-1 CDD, Public
Works
Infrastructure
Blueprint
Capital Improvement Program+D22 is updated as part of the annual budget. Community Development Department (Transportation staff) monitors and pursues funding opportunities to implement Capital Improvement Projects and reduce impacts to local funds.
Fee study
completed by
2016, ongoing
implementation
Ongoing
OGRAMS
ATTACHMENT 2 - 2
428
ANNUAL REPORT ON GENERAL PLAN IMPLEMENTATION PROGRAMS - PLAN REALIZATION STATUS UPDATE Program
No.
Responsible
Agency/
Department
Title Program Description Goal
2025 Status Updates
M-2 CDD, Public
Works
Capital Improvement
Program
Develop a CIP that identifies and allocates local, regional, state, and federal funds on a project level and schedules necessary improvements; Update the CIP on an annual basis as part of the City’s yearly budget cycle; Aggressively seek regional, state, and federal funds to leverage local Transportation Impact Fee money earmarked for projects listed in the CIP.
CIP updates
every 5 years,
Ongoing
CIP projects constructed in 2025 include: completion of Downtown Burbank San Fernando Blvd. Reconfiguration Phase 1 pilot, Metrolink Station elevator retrofit, East Olive Avenue Reconfiguration, Olive Avenue Bridge Replacement Feasibility Report M-3 CDD Transportation
Management Districts
Transportation Management Districts (TMDs) establish limits to determine whether a project takes more than its fair share of roadway capacity. Projects are subject to different limits based on the TMD in which the project is located. Exceeding this limit may result in additional environmental review to study cumulative traffic impacts; Develop a CEQA cumulative threshold of significance based on the TMDs; Revise OE-FARs to reflect changing development patterns and traffic conditions over time.
CEQA thresholds
adopted by 2013;
Ongoing
CEQA thresholds updated as part of the Burbank Center Plan Update. Updated thresholds adopted by 2021. City using interim thresholds from California Office of Planning and Research.
M-4 CDD, Public
Works
California
Environmental Quality
Act Program Review
Process
Develop new traffic impact significance thresholds and measures of mobility that identify the level at which increased traffic is considered to be significant under CEQA. Consider alternative thresholds that recognize the mobility of people rather than only vehicles; Review the City’s Traffic Study Guidelines for new development to ensure that methods for measuring traffic congestion are consistent with Mobility Element and modify, where needed, to address inconsistencies.
CEQA thresholds
adopted by 2013;
ongoing
implementation
Ongoing. CEQA thresholds will be updated as part of the Downtown Burbank TOD Specific Plan Project, which is currently underway and is expected to be adopted on 2026.
M-5 CDD, Public
Works
Dedications Map and
Ordinance
The BMC provides for right-of-way dedication as needed to facilitate street improvements identified in the Mobility Element and Infrastructure Blueprint; Update BMC Title 7 (Public Ways and Property) and Title 11 (Subdivisions) to reflect revised street dedications required to facilitate street improvements identified in the Mobility Element and Infrastructure Blueprint. Ensure that these revised dedication requirements include accommodations for pedestrian, bicycle, and transit facilities; Update the master street dedications map to identify necessary dedications, including dedications necessary at intersections. 2016 Ongoing.
M-6 CDD Transit System Pursue funding opportuniti es to expand BurbankBus transit service; Consult with LA MTA regarding relinquishment of certain local transit routes to local agencies; Develop a short-range transit plan for BurbankBus; Work with MTA to develop the regional transit connections identified in the Long Range Transportation Plan; Consult with Metrolink and Amtrak to improve commuter and intercity rail services; etc.
Ongoing Transportation staff continue collaborating with Metro to develop BRT design. Additionally, in 2025 Transportation staff began working on and will be completing a Comprehensive Transit Operational Analysis in 2026 to possibly expand public transit service.
M-7 CDD, Public
Works
Bicycle Master Plan
and Pedestrian
Master Plan
Prepare a Pedestrian Master Plan; Update the Bicycle Master Plan to reflect completed bicycle projects and to identify additional bicycle improvements; Revise city roadway standards to better accommodate all users, including pedestrians, bicyclists, motorists, and transit riders of all ages and abilities.
Ongoing Ongoing
M-8 Public Works Neighborhood
Protection Plans
Monitor existing and identify new neighborhood protection program areas to ensure that implementation measures are effective at reducing cut-through vehicle traffic. - Revise the City’s Traffic Study Guidelines to ensure potential cut-through traffic caused by new development is considered and mitigated.
Revisions to the
Traffic Study
Guidelines
completed by
2016; ongoing
implementation
Golden State Neighborhood Protection Plan (NPP) Phase 1 public outreach and data collection in progress. Phase 1 of the Golden State PP expected to be completed in 2026. Virtual Community Meeting scheduled for January 2026, and In Person Community meting Scheduled for February 2026.
M-9 CDD Parking Management Revise the City’s parking requirements to implement Burbank2035 goals and policies. Expand innovative parking techniques, such as use of shared parking districts, parking in-lieu fees, parking information systems, and parking pricing and/or validation programs.
Ongoing Downtown Parking Strategy launched in March 2025.
M-10 CDD, Public
Works
Transportation
Demand Management
Expand the City’s employer-based TDM ordinance to include the Golden State and Empire Corridor areas; Update the citywide TDM ordinance to better encourage the use of incentives including free transit passes, parking cash out, and free shuttles; Revise the City’s TDM reporting and participation requirements to facilitate employer participation with TDM programs; Use TDM to mitigate traffic impacts resulting from new development. Provide incentives and/or require mitigations to reduce trips; require reporting to ensure trip reduction targets are met; Integrate TDM programs and measurements in the City’s traffic study review process and travel demand model.
Ongoing Transportation staff currently work ing through specific plans development process to develop policies to expand TMO.
MOBILITY PRO
ATTACHMENT 2 - 3
429
ANNUAL REPORT ON GENERAL PLAN IMPLEMENTATION PROGRAMS - PLAN REALIZATION STATUS UPDATE Program
No.
Responsible
Agency/
Department
Title Program Description Goal
2025 Status Updates
M-11 CDD Performance
Measures
Revise performance standards for bicycle travel and develop pedestrian standards for the City’s sidewalk system; Develop performance measures for local and regional transit; Develop measures of neighborhood traffic intrusion to help the City measure the effectiveness of its neighborhood protection programs; Review the data collection and measuring methodology used to determine TDM reduction to ensure that it accurately measures the level of trips reduced and increases in alternative transportation modes.
Ongoing CEQA thresholds will be updated as part of the Burbank Down town TOD Plan to be adopted in 2026. In July 2020 the City established interim thresholds based on guidance from the California Office of Planning and Research.
M-12 CDD, Public
Works
Funding and Regional
Interaction
Continue to compete for regional funding to implement transportation projects through the MTA Call for Projects competitive grant process; Continue to consult with MTA to study the feasibility of implementing a regional development impact fee program.
Ongoing Ongoing. In 2025 Transportation staff secured $2 Million in grant funding offered through Southern California Association of Governement's (SCAG) Sustainable Transportation Block Grant Program to advance early design and environmental analysis for the replacement of the Olive Avenue Bridge. Transportation staff also secured $6 Million in grant funding offered through Metro's Activite Transportation Cycle 2 Program for the second phase of the Downtown Burbank San Fernando Blvd. reconfiguration and other transit/ped improvements that will improve First/Last-Mile connectivity betweenDowntown and the upcoming BRT Station at San Fernando Blvd. and Olive Ave.
M-13 Public Works Railroad Connections Continue to monitor progress of the Buena Vi sta/San Fernando grade crossing design and construction as part of the Empire Interchange Project.
- Pursue feasibility of a new railroad grade crossing at Clybourn Avenue and Empire Avenue/ Vanowen Street to provide a continuous connection between
-Provide maximum at-grade crossing improvements to the Buena Vista Street crossing.
Completed The Buena Vista / San Fernando grade crossing was completed in 2017 as part of the Empire Interchange Project. This i tem has been completed.
A feasibility study of a new railroad grade crossing at Clybourn Avenue and Empire / Vanowen was completed in 2013 and identified four grade separation alternatives at a cost of about $50 million. The Golden State Specific Plan will evaluate whether this project should be pursued as part of the transportation improvements identified for the Specific Plan. This item has been completed.
Maximum at-grade crossing improvements have been constructed at the Buena Vista crossing, and a quiet zone was implemented in 2021. This item has been completed.
N-1 CDD, Police Noise Control
Ordinance
Limit the hours of deliveries to commercial, mixed-use, and industrial uses adjacent to residential; Limit the hours of operation for commercial and retail uses to limit noise intrusion; Limit commercial and industrial noise levels; Require the placement of all commercial heating, ventilation, and air conditioning (HVAC) machinery within mechanical equipment rooms wherever possible.
Ongoing; Noise
Control
Ordinance
revisions
complete by
2014
Various departments are looking at a potential Noise Ordinace in specific areas like downtown.
N-2 CDD Written Warning of
Noise Intrusion
Provide written warning to potential residents about noise intrusion as a condition of project approval, assistance, or facilitation when the City exercises discretionary review, provides financial assistance, or otherwise facilitates residential development in a non-residential area, as provided for by Land Use Element policy.
Ongoing Ongoing. Implemented on a project-by-project basis N-3 Public Works Noise Standards and
Compatibility Criteria
Review development proposals to ensure that noise standards and compatibility criteria are met; Consult Noise Element guidelines and standards for noise compatible land uses; Enforce the California Noise Insulation Standards.
Ongoing Ongoing. Incorporated into project-specific design fe atures of large development projects near noise generators.
N-4 CDD Noise Impact Analysis
Guidelines and
Acoustical Studies
Limit the hours of deliveries to commercial, mixed-use, and industrial uses; limit the hours of operation for commercial and retail use to limit noise intrusion; limit commercial and industrial noise levels; etc.
Ongoing Ongoing. Part of environmental asse ssment/EIRs for large development projects.
N-5 CDD, Public
Works
Vehicle Noise
Reduction
Review and designate local truck routes to reduce truck traffic in noise-sensitive land use areas. - Use alternative paving materials, such as rubberized asphalt, to reduce traffic noise where determined feasible and cost efficient.
Ongoing Ongoing. Part of environmanal asse ssments/DIR's for large development projects. Public Works continues to utilize rubbized asphalt on all City funded paving projects.
N-6 CDD, Public
Works
Construction Noise Maintain construction equipment per manufacturers’ specifications and fit equipment with the best available noise suppression devices; Shroud or shield all impact tools and muffle or shield all intakes and exhaust ports on power equipment; Comply with the operational hours outlined in the Burbank Noise Control Ordinance; Prohibit idling of construction equipment for extended periods of time in the vicinity of noise sensitive receptors; Locate fixed and/or stationary equipment as far as possible from noise-sensitive receptors; Shroud or shield all impact tools and muffle or shield all intakes and exhaust ports on powered construction equipment; Place temporary barriers, where feasible, as close to the noise source or as close to the receptor as possible.
Ongoing Ongoing. Part of environmental assessment/EIRs for large development projects, as well as City construction noise regulations.
N-7 CDD, Public
Works
Regional Roadway
Noise Abatement
Plan for noise abatement along freeways and highways; Install, maintain, and update freeway and highway right-of-way buffers and sound walls.
Ongoing Ongoing
NOISE PROGRAMS
ATTACHMENT 2 - 4
430
ANNUAL REPORT ON GENERAL PLAN IMPLEMENTATION PROGRAMS - PLAN REALIZATION STATUS UPDATE Program
No.
Responsible
Agency/
Department
Title Program Description Goal
2025 Status Updates
N-8 CDD Aircraft Noise
Abatement
Regulate the siting and operation of heliports/helistops through the Conditional Use Permit process; Implement flight profiles, tracks, and operating parameters for noise control with heliport/helistop operators (e.g., police, fire, hospital, private); Work with the Burbank-Glendale-Pasadena Airport Authority in im
plementing the Residential Acoustical Treatment Program.
Ongoing Ongoing on a project-by-project basis and ongoing coordi antion between the City, Burbank-Glendale-Pasadena Airport Authority, and the FAA in addressing noise issues.
N-9 CDD Mixed-Use Noise
Notification
Re
quirement
Notify residents in mixed-use projects located adjacent to commercial or retail land uses that they could be affected by noise from adjacent uses.
Ongoing Ongoing on a project-by-project basis.
OSC-1 CDD, Parks
and
Recreation,
BWP
Public Involvement
and Education
Continue to implement the City’s docent program to provide outdoor educational experiences for the public.
Consult with non-profit organizations to establish docent programs in an effort to provide outdoor educational experiences for the public. Provide public information regarding water conservation measures, including low-water landscaping.
Ongoing In 2025, BWP replaced public-facing educational signage at the BWP EcoCampus along Lake St. The original signage was weathered.
The new signs explain the water conservation and stormwater runoff reduction strategies that have been implemented.
OSC-2 CDD, Parks
and
Recreation
Park, Recreation, and
Community Services
Master Plan
Development of a Park, Recreation, and Community Services Master Plan would direct long-term acquisition, operation, management, and programming for parks, open space, and recreation facilities.
Completed Completed. The City Parks Master Plan was presented to City Council on Tuesday, January 14, 2025 at the Council Chambers, and was approved.
OSC-3 Parks and
Recreation
Park, Recreation, and
Community Services
Acquisition Funding
Explore funding sources to support acquisition and development of new or expanded parks, open space areas, trails, and bikeways that include County, State, and Federal funds; donations; and grants.
Ongoing The City of Burbank and RJM Design launched the Olive Re creation Center and Theater Building Replacement project on November 13, 2025, with a kick-off meeting to review renovation plans, department requirements, and the site program.
Project Timeline:
Design Development: February – June 2026
Construction Documents: June – Dec 2026
Bidding & Construction Administration: January 2027 onward
The project is progressing on schedule toward modernized, community-focused recreation and theater facilities.
On December 18, 2025, City of Burbank staff and Jones & Madhavan held the kick-off meeting for the McCambridge Park Replacement Project. The purpose of the meeting was to review pool and facility renovation plans, discuss department requirements, and conduct a site walk to assess existing conditions.
Project Schedule
Pre-Design Phase: January 5, 2026 – February 13, 2026
Schematic Design Phase: February 16, 2026 – April 10, 2026 Design Development Phase: April 13, 2026 – July 3, 2026 Construction Documents Phase: July 6, 2026 – September 25, 2026 Plan Review Phase: September 28, 2026 – November 20, 2026 Bid and Award Phase: November 23, 2026 – January 15, 2027
OPEN SPACE AND CONSERVATION PROGRAMS
ATTACHMENT 2 - 5
431
ANNUAL REPORT ON GENERAL PLAN IMPLEMENTATION PROGRAMS - PLAN REALIZATION STATUS UPDATE Program
No.
Responsible
Agency/
Department
Title Program Description Goal
2025 Status Updates
OSC-4 CDD, Parks
and
Recreation
Joint-Use Agreements
for Parks and Open
Space
Continue to implement and expand the use of joint-use agreements to increase parks and open space resources available to Burbank residents. Specifically, seek to expand joint-use agreements with school districts. Investigate conversion or joint use of surplus or otherwise underutilized lands, including railroad and public utility rights-of-way, for open space use.
Ongoing On January 15, 2025, all windscreens at the Burbank High School Tennis Courts were replaced.
In October 2025, Parks and Recreation successfully relocated the After School Daze program directly onto BUSD elementary school campuses. This collaboration significantly improved student safety and access by eliminating the need for approximately 160 children to walk from school sites to park locations for afterschool care. The move strengthened school site integration, reduced transportation barriers for families, and aligned programming more closely with the school day.
During the 2025 Summer Season, Parks and Recreation and BUSD collaborated on the expansion of summer youth camp programming. School campuses played a key role in supporting increased enrollment, improved geographic coverage, and enhanced program delivery. This partnership also contributed to increased program sustainability and revenue.
The Olive Ballfield Shade Structure Project, completed in August 2025, enhances shared-use athletic facilities that support Burbank Unified School District programs by improving comfort, safety, and overall usability. The addition of permanent shade helps mitigate heat exposure and supports consistent use of the fields during school practices, competitions, and community events.
These improvements strengthen the school district’s ability to host athletic activities, encourage greater family and community participation, and reflect the City’s ongoing investment in high-quality facilities that support student athletics through its partnership with Burbank Unified School District.
In August 2025, Parks and Recreation partnered with BUSD to host the Dalton Rushing Youth Baseball Camp at Burbank High School, a BUSD facility. The event represented a successful use of a school site for community recreation programming and included coordination with BUSD leadership, school administration, and athletic staff.
Throughout the year, Parks and Recreation coordinated with BUSD on various school-site based youth activities and initiatives, reinforcing a shared commitment to student enrichment, physical activity, and community-centered programming beyond the traditional school day.
OSC-5 Parks and
Recreation
Regional Consultation Consult with adjacent jurisdictions regarding programs to fulfill regional recreation goals. Meet with adjacent jurisdictions to pursue: Regional recreation planning and programs in developing regional park facilities in the Verdugo Mountains; Development of park, trail, and bikeway linkages; and Development of a Verdugo Hills Trails Master Plan.
Ongoing Ongoing.
OSC-6 Parks and
Recreation
Open Space
Management
Establish a management program for open space that provides appropriate public access for all segments of the population while recognizing preservation goals; Develop a program for the ongoing monitoring of natural resources identified by the California Department of Fish and Game Natural Diversity Data Base and sensitive habitats identified in the City; Evaluate and monitor the impact of public access on habitat.
Ongoing Burbank’s Trail Access program launched on Saturday, January 31, 2026, expanding inclusive outdoor recreation by using a n all terrain Action Trackchair to provide people with mobility limitations safe, meaningful access to the Stough Canyon Fire Trail while supporting trail preservation through controlled use that minimizes environmental impact.
OSC-7 CDD Development Review Encourage applicants to use native plants a nd low-water landscaping methods; Promote the use of native plant species in landscaping areas adjacent to open space; Evaluate change to the total mountain area for any proposed development in the Verdugo Mountains; and more.
Ongoing Parks is currently in the process of developing a Urban Forest Master Plan with Davey Tree. This will provide a detailed outlook and map for the future to all our plantings and tree maintenance. The Urban Forest Master Plan is projected to be completed by Summer/Fall 2026.
OSC-8 CDD, Parks
and
Recreation,
Public Works
Capital Improvement
Program
Continue to use the City’s CIP to prioritize, finance, and complet e parks and infrastructure improvements,
including:
- construction of new parks and improvements to current parklands and park facilities to the standards mentioned in policies above;
- construction of a network of multi-use trails that connects the City’s parks and open spaces; and - maintenance of City-owned and operated recreation facilities.
Ongoing Santa Anita Playarea was replaced in October 2025. McCamb ridge completed February 2025. We will be asking for funding to compleate Carson and Maxam in 2026.
OSC-9 CDD, BWP Regional Water
Consultation
Consult with Metropolitan Water District of Southern California and the Los Angeles Regional Water Quality Control Board (RWQCB) to: Maintain groundwater recharge areas to protect water quality; Reduce the amount of water used for landscaping and increase use of native and drought tolerant plants; Encourage the production, and use of recycled water for landscaping; Maintain water quality objectives for urban runoff; Comply with all provisions of the NPDES permit, and support regional efforts by the Los Angeles RWQCB to improve and protect surface water quality.
Ongoing All areas that can have recycled water have recycled water with our parks.
In 2025, BWP, in coordination with the Metropolitan Water District of Southern California and the Los Angeles Regional Water Quality Control Board, continued to advance integrated water supply reliability, conservation, and water quality protection objectives. BWP maintained managed groundwater recharge and recovery practices supported by regulated treatment and monitoring to protect basin water quality, while continuing to reduce outdoor water demand through turf replacement programs, drought-tolerant landscaping incentives, and permanent water-use efficiency standards that minimize runoff. The expansion and use of recycled water for large landscape irrigation remained a strategic priority, supported by customer conversion assistance and recycled-water use policies.
Concurrently, BWP remained in compliance with MS4/NPDES permit requirements.
ATTACHMENT 2 - 6
432
ANNUAL REPORT ON GENERAL PLAN IMPLEMENTATION PROGRAMS - PLAN REALIZATION STATUS UPDATE Program
No.
Responsible
Agency/
Department
Title Program Description Goal
2025 Status Updates
OSC-10 CDD, Parks
and
Recreation
Open space
Preservation
Organizations and
Agencies
Continue to work with adjacent jurisdictions, the Santa Monica Mountains Conservancy, and federal and state agencies to identify, conserve, and protect urban open space, hillside areas, and lands accessible for public use. Pursue grants and other resources to plan for open space preservation and, as appropriate, purchase properties to be included in the open space system. Use conservation easements where feasible as part of the City’s open space acquisition program.
Ongoing Ongoing.
OSC-11 CDD, BWP,
Public Works
Burbank Urban Water
Management Plan
and Recycled Water
Master Plan
Continue to update the Burbank Urban Water Management Plan and Recycled Water Master Plan every five years to serve as foundational documents and source of information for Water Supply Assessments and Written Verifications of Water Supply. Include estimates for population, water demand, and water supply with projections in five-year increments to 2035. Use the Recycled Water Master Plan to ensure the use of recycled water wherever allowed and feasible.
Ongoing In 2025, BWP continued to maintain and rely on the Urban Water Management Plan (UWMP) and the Recycled Water Master Plan as foundational planning documents for long-term water supply reliability and regulatory compliance. These plans provide the technical basis for Water Supply Assessments and Written Verifications of Water Supply, incorporating updated population forecasts, water demand projections, and diversified water supply portfolios. BWP is currently updating its UWMP and is on track to complete this effort by July 1, 2026. The Recycled Water Master Plan continues to guide system expansion and project prioritization, and will be updated near the conclusion of the Potable Reuse Feasibility Study so the results of the study may be incorporated and prioritized in the master plan accordingly.
OSC-12 CDD, Public
Works, BWP
Sustainability Element
and Sustainability
Coordinator
Prepare a Burbank2035 Sustainability Element to provide comprehensive direction regarding how best to incorporate sustainability in all City policies and operations. To ensure quality and efficiency in implementing City sustainability policies, it is important that the City identifies an internal resource person with dedicated job-hours to carry out the GGRP and Sustainability Element. The City will establish a Sustainability Coordinator position to manage interdepartmental efforts and the work of the Sustainable Burbank Commission to prioritize and implement sustainability in all City policies and operations. 2015 Ongoing. City staff are carrying out GGRP strategies, actions, and measures identified in the 2022 GGRP. The Sustainability Officer will lead an interdepartmental working group session in March 2026.
OSC-13 CDD, Public
Works
Stormwater Master
Plan
Prepare a Stormwater Master Plan to evaluate the feasibility of capturing stormwater and recharging groundwater as part of a comprehensive storm water system. Advocate use of low-impact development (LID) strategies in the Stormwater Master Plan.
2015 Ongoing. The GGRP Implementation Status Report and GHG emissions inventory (2022 data) was completed and was schedule to be presented on February 11, 2025. The status report includes an update on the progress of the emissions reduction measures in the GGRP.
The City has made meaningful strides in implementing the GGRP and reporting is organized by sector/focus area (e.g., Building and Efficiency, Electricity Generation, Transportation, Solid Waste, Water, Carbon Sequestration, City Governance).
Initiatives and projects such as BWP's Energy Efficiency Rebate and Incentive Program, support for Zero-Emission Vehicle adoption, and use of renewable electricity are already making positive impacts across the community. Additionally, the City has begun work on and completed many actions that lay the groundwork for long-term GHG reductions from reduced natural gas usage, increased active transportation, as well as enhanced resilience.
S-1 CDD, Police,
Fire
Review and Update
Safety Plans on a
Regular Basis
Regularly review and update the City’s safety plans every five years: All-Hazard Mitigation Plan, Multi-Hazard Functional Plan, Police Strategic Plan, Fire Strategic Plan, and Hazardous Materials Area Plan.
Every 5 years No longer Multi-Hazard Functional Plan. Per CPG 101 Guide Lines it is now Renamed The Emergency Operations Plan. And is Maintained by the Emergency Management Division.
S-2 CDD, Po
lice,
Fire
Review Critical
Facilities
Review critical facilities proposed for development or expansion to ensure that hazardous conditions are mitigated or hazard reduction features are incorporated to the satisfaction of the responsible agencies.
Critical facilities include power and water utilities, roads, hospitals, fire and police stations, emergency operation centers, communication centers, high-risk or high-occupancy facilities, and dependent care facilities with s
pecial evacuation considerations.
Ongoing No Comments/Updates
S-3 CDD, Fire Fire Protection
Requirements
Regularly update fire protection requirements, especially in transition areas between developed and undeveloped land. Enforce stringent construction and design standards, and work to preserve open space where wildfire hazards exist.
Ongoing The 2025 version of the California Fire Code was adopted by the City of Burbank along with the new Fire Hazard Severity Zone Map.
The 2025 Fire Code will be in effect January 1 2026.
S-4 CDD Evaluate Liquefaction
Potential
Evaluate the liquefaction potential of a site when, during the course of a geotechnical investigation, shallow groundwater (50 feet or less) and unconsolidated sandy alluvium soils are found. Fault investigations in the Verdugo Fault zone should be encouraged where feasible. The state geologist should be informed of any findings pertinent to the activity designation of the fault.
Ongoing No updates
S-5 CDD, Public
Works
Review Floodplain
Mapping
Annually review floodplain mapping provided by the Federal Emergency Management Agency, the California Department of Water Resources, and others. Update Burbank2035 as necessary to incorporate any changes to floodplain or flood hazard areas.
Annually Mitigation measures related to flood hazard mitiga tion in the Safety Element (updated in 2022) are ongoing.
SAFETY PROGRAMS
ATTACHMENT 2 - 7
433
ANNUAL REPORT ON GENERAL PLAN IMPLEMENTATION PROGRAMS - PLAN REALIZATION STATUS UPDATE Program
No.
Responsible
Agency/
Department
Title Program Description Goal
2025 Status Updates
S-6 CDD Compliance with
California Building
Standards Code and
BMC.
Verify that new development complies with the California Building Standards Code’s seismic design standards and the BMC. Verify that structural and architectural features are designed in accordance with the seismic provisions of the California Building Standards Code.
Ongoing Ongoing. Case by Case permit applic ation review. Mitigation measures related to flood hazard mitigation in the Safety Element (updated in 2022) are ongoing.
S-7 CDD Manage Safety
Information with GIS
Technology
Existing and future geotechnical and seismic data contained in public, private, and City archives. - T
he locations and details of hazardous structures, critical lifelines and critical facilities. Data about these facilities should include the building's age, function, occupancy, and structural risk. -
A
listing of disaster response plans and resources available so these can be implemented immediately in ca
se of emergency.
- A
n overlay of seismic constraints to assist in emergency response planning.
Ongoing Ongoing coordination between Communi ty Development Department, Information Technology, Public Works Department, Police and Fire Departments to ensure existing GIS database is updated on an annual basis to address hazardous structures, new location of new development sites, and existing infrastructure that may be impacted in the event of natural disasters or other emergency events.
ATTACHMENT 2 - 8
434
No. Name of Program Responsible Agency/ Department Program Section Objective Timeframe 2025 Status Updates 1 Neighborhood Revitalization/Community Building 1a. Committed Assistance CDD Housing / Econ Dev
Acquire and rehabilitate 24 housing units and preserve as long-term affordable housing. Ongoing
The planning entitlement for the Burbank Housing Corporation (BHC) Fairview project, which includes 60 affordable housing units, is expected to be completed in February 2026.
1a Committed Assistance CDD
Housing / Econ Dev
Acquire, rehabilitate and purchase affordability covenants on ten market rate rental units within the first three years of the Housing Element to qualify for RHNA credit.
By October 2024, enter into a legally enforceable agreement. Report to HCD on the status of purchasing affordability covenants no later than July 1, 2025, and to the extent an agreement is not in place, amend the Housing Element as necessary to identify additional sites.
Ongoing.
The Housing Division is working with other developers, including the developer for 2021 W. Olive Avenue, to acquire and rehab ilitate additional units. 2 Community Preservation Program CDD
Housing / Econ Dev Preserve and protect Burbank’s existing neighborhoods Implement Community Preservation Program by 2023 The Code Enforcement Division is continuously working to maintain quality of life and ensure compliance with applicable standards throughout the community.
3 Preserve and Protect Existing Housing and Tenants
CDD/ Planning
Housing / Econ Dev
Burbank Housing Authority
Adopt a City Council goal as part of Burbank’s Affordable Housing Strategy that acknowledges and disseminates the rules and requirements of state and federal laws to protect existing tenants from displacement, including the current work of the Landlord Tenant Commission to educate tenants and landlords of their rights and responsibilities, and programs to assist households at risk of homelessness and displacement
Adopt Council goal by 2023
Completed. In July 2024, Burbank City Council adopted an ordinance that increased relocation assistance for certain no-fault evictions and added local anti-retaliation tenant protection measures. In March 2024, the City Council updated local tenant protection ordinance, adding an exemption from the increased relocation assistance payment obligation for no-fault evictions due to owner or owner’s relative moving into the unit and adding regulations prohibiting harassment. Further, in August 2024, the City Council approved an inter-departmental Housing Enforcement Unit to enforce the City's Tenant Protection Ordinance.
On October 28, 2025 Council requested staff to return with a draft ordinance for heightened requirements for renovation evictions, extending just cause eviction protections to all rental units in Burbank, and for a soft rent cap of 4% for covered units and 10% for exempt units. Additionally, the Council asked staff to return with a City-sponsored enhanced relocation assistance program for qualified households. This program will be administered by a local service provider.
4 Rental Assistance Vouchers Burbank Housing Authority Maintain current levels of assistance and continue to apply to HUD for additional funding as available Ongoing
Ongoing.
The BHA has been allocated 5 Foster Youth to Independence Vouchers. Housing Dept. will issue vouchers after appropriation of funds in December.
The BHA implemented Project Based Vouchers in its administrative policy to utilize for future developments.
5 Housing Opportunity Sites and Rezone Program CDD/ Planning Provide adequate sites to accommodate Burbank’s RHNA allocation through adoption and update of Specific Plans and provide incentives for site development
Adopt Downtown TOD and Golden State Specific Plans in fiscal year 2022- 2023, and Media District Specific Plan in 2023. Market opportunity sites to the development community starting in 2022. Conduct a mid-cycle review in 2025 to evaluate housing production levels in comparison to the RHNA, and if falling significantly short, commit to additional rezoning to increase capacity.
Ordinance 24-4,022 was adopted on December 17, 2024 which amends the BMC to create a new 2021-2029 Housing Element Opportunity Sites Overlay Zone.
Became effective in 2025. 6a Promote Accessory Dwelling Units (ADUs) CDD/Planning Achieve the production of an average of 200 ADUs annually, for a total of 1,600 ADUs over the planning period, including 80% in high and highest resource neighborhoods.
Add ADU Cost Calculator to City website in 2022. By 2023, establish expedited processing for smaller ADUs, reduced fees for ADUs that incorporate accessibility features, and pre-approved ADU plans. Annually monitor ADU production as part of Annual Performance Report (APR) on the Housing Element.
Ongoing. Planning is working with B&S to create an ADU cost estimate worksheet that will be uploaded to the city website. Cost estimate will only include city related fees, not cost of construction.
In compliance with AB1332, the Building and Safety Division created and rolled out a Preapproval ADU program which expanded the by-right ADU plans for architects/designers/contractors in 2025.
The city issued 241 building permits for ADUs in 2025. . 6b Track and Monitor ADUs CDD/ Planning Establish an ADU tracking system to monitor production, affordability and location within high and highest resource neighborhoods Conduct ADU survey and establish tracking system in 2022. Conduct review of production and affordability every two years (2023, 2025, 2027, 2029) and as appropriate, conduct expanded marketing and outreach within 6 months, or rezoning additional site(s) within one year.
Staff has created an ADU rent survey that will be issued at least bi-annually to obtain information on ADU rent affordability in the city. 7 Monitoring No Net Loss and Development on Sites from Prior Planning Periods CDD/ Planning Develop a procedure to monitor the development of sites in the Housing Element Sites Inventory and ensure that adequate sites are available to meet the remaining RHNA by income category. Monitor development entitlements on prior Housing Element sites, and provide by-right development as required under State law.
Establish No Net Loss monitoring procedures in 2022. Ongoing monitoring of entitlements on prior Housing Element sites
Monitoring to be completed as projects are submitted, entitled, and constructed.
8 Public/Private Partnerships on City Land CDD/Planning Partner wi th private developers to provide housing on publicly owned land Issue an RFP by 2023 and select a developer for the Civic Center Plan by 2024.
Incorporate a TDR program within the Downtown TOD Specific Plan (2022).
By-right housing projects that comply with objective standards to be considered as part of a proposed update to the Density Bonus Ordinance and Community Benefits Program.
9 Facilitate Development of Affordable Housing on Non-Vacant Sites CDD/ Planning
Housing / Econ Dev
Provide regulatory and financial assistance as well as outreach to the development community in support of affordable and mixed income housing on Housing Element sites
Within one year of Housing Element adoption
Ongoing.
The Housing Division is in communication with developers of 2021 W. Olive Avenue to facilitate rehabilitation of 39 vacant units to long term affordable units.
In 2025, the Economic Development Division updated the informational sheets highlighting the City’s Housing Element opportunity sites and made them available online for public access. The updates occurs annually. 10 Inclusionary Housing Ordinance CDD/ Planning
Housing / Econ Dev
Update the Inclusionary Housing Ordinance to enhance the program’s effectiveness in producing affordable housing and continue to provide incentives for units suitable for large families and for persons with disabilities 2022 - 2023 A proposed Inclusionary Housing ordinanc e will be presented to the City Council for consideration in Fall 2026.
11 Density Bonus Ordinance CDD/ Planning
Housing / Econ Dev
Update the Density Bonus Ordinance to align with State law and the updated Inclusionary Housing Ordinance 2022 - 2023
Density Bonus Ordinance draft and Community Benefits structure has been completed. A proposed the Density Bonus ordinance will be presented to the City Council for consideration in Fall 2026.
Housing Plan
Existing Housing and
Neighborhood
Conditions
Housing Plan
Adequate Housing
Sites
ATTACHMENT 2 - 9
435
No. Name of Program Responsible Agency/ Department Program Section Objective Timeframe 2025 Status Updates 12 Affordable Homeownership Program CDD/ Planning
Housing / Econ Dev
Promote first-time homebuyer opportunities in high resource neighborhoods through both regulatory and financial incentives. Conduct affirmative marketing to promote equal access to homeownership opportunities. 2023
This effort is ongoing. Staff is seeking funding opportunities through the Burbank, Glendale, Pasadena Regional Housing Trust to develop a homebuyer program.
A Cal HOME application was submitted to HCD in March 2025. Although federal funding is uncertain, staff continues to pursue all applicable funding opportunities.
In addition to the 10 affordable units at the Pickwick Project, there will be three new affordable units at 529 and 537 E. Palm Avenue, which will be available for sale in 2026..
13 Employer Assisted Housing CDD/ Planning
Housing / Econ Dev
Engage major employers in the City to discuss and determine feasibility of establishing employer assisted housing programs Ongoing Ongoing. 14 Development Impact Fees for Affordable Housing CDD/ Planning Transportation
Evaluate establishing an impact fee on non-residential development to provide an additional source of revenue for the Housing Trust Fund 2023 Ongoing. 15 Sustainability and Green Building Design
CDD
Building and Safety
BWP
Update the GGRP plan and evaluate establishment of additional sustainability/ green building development standards for large projects 2022 The city adopted the 2025 Building Code.
The 2025 Building Code Update incorporated electric vehicle charging standards for new construction up to CalGreen Tier 2 levels, per the City’s previous requirements.
The A local amendment was adopted as part of the 2025 Building Code update.
The amendment brought cool-roof standards for new construction and remodels up to CalGreen Tier 2 levels.
16 Transitional and Supportive Housing CDD/ Planning
Housing/ Econ Dev
Investigate outside funding sources to augment HOME funds in support of transitional and supportive housing ongoing
Ongoing. Housing Division continues to seek funding to augment funds. The Housing Division also secured HOME ARP funding (1.8 mil) to develop transitional units/emergency shelters at the Homeless Solution Center (Piano Store Site) located at 323-333 South Front Street.
In addition, the City has obtained permits to construct four tiny homes for transitional housing at the Buena Vista Homeless Access Center/HALA located at 2244 N. Buena Vista Street. The transitional housing at the Buena Vista Homeless Access Center/ Hala will be operational before the end of 2026. 17 Objective Development Standards CDD/ Planning Establish objective development standards and streamlined processing procedures in conjunction with the new and updated specific plans Adopt Downtown TOD and Golden State specific plans in 2022, and Media District Specific Plan in 2023
The three Specific Plans currently in progress emphasize clear, predictable development standards to provide certainty for housing providers, while also considering streamlined procedures beyond the City’s standard processes, including ministerial approval options for certain projects.
The plans will be presented to Council in 2 026.
18 Updated Multi-family Development Standards CDD/ Planning Update and simplify the City’s multi-family development standards to enhance development feasibility 2024
Development standards within the City’s Multi-Family Zones are currently being reviewed to identify provisions that are not objective. In addition, standards that pose barriers to housing production are being evaluated, and a comprehensive update to the Multi-Family development standards is forecasted for 2026.
19 Development Fee Waivers CDD/ Planning Continue to waiv e development impact fees on affordable units ongoing Pursuant to the City’s Current Fee Schedule, Development Impact Fees (otherwise known as Community Facilities Fees), are reduced for affordable residential units. Fee waivers on affordable units and fee deferrals on moderate units until issuance of certificate of occupancy are currently only allowed as a Tier 3 request with City Council approval. Modifications to the fee waiver/deferral options are being considered as part of the Inclusionary Housing Ordinance update (Program 10).
20 Lot Consolidation Program CDD/ Planning Conduct outreach to property owners and adopt Lot Consolidation Program 2023. Conduct a mid-cycle review in 2025 to evaluate the success of the program and make modifications as necessary
Lot consolidation incentives will be considered as part of the Downtown TOD Specific Plan and Golden State Specific Plan (GSSP ) and possibly expanded to areas outside of those specific plan if appropriate. The following incentives will incorporated in the GSSP & Do wntown TOD Specific Plans:
•Flexible development standards such as reduced setbacks, increased lot coverage, increased heights, reduced parking
•Streamlined permit processing through administraƟve staff review 21 Zoning Text Amendments for Special Needs Housing CDD/ Planning Facilitate housing for Burbank’s special needs and extremely low income populations. Develop 10 two plus-bedroom units for large families through nonprofit housing partners and BHC.
Amend the Zoning Code by 2024.
Amendments to the Zoning Code may be initiated in 2026. Completed four ADUs in conjunction with BHC. The units are as follows: 1 bedroom/lower (high home), 2 bedroom/very low (low home), 1 bedroom/ extremely low (low home), and a 3 bedroom/lower (high home).
22 Updated Project Appeal Procedures CDD/ Planning St reamline the project review and approval process Amend the Municipal Code, Update the Project Appeals Form, and Add Applicable Language to Public Notices and Agendas by 2023.
On March 11, 2025, the City Council adopted an ordinance (Ordinance 24-4, 024) amending project appeal procedures in the Burbank Municipal Code to streamline project review and approvals.
23 Fair Housing/ Affirmatively Furthering Fair Housing NA Table B-11 objectives Ongoing Ongoing. Two workshops to promote Fair Housing in the city were held in collaboration with the Housing Rights Center in 2025.
Housing Plan
Development of
Affordable Housing
Housing Plan
Remove Constraints
to Housing
ATTACHMENT 2 - 10
436
No. Name of Program Responsible Agency/ Department Program Section Objective Timeframe 2025 Status Updates 24 Landlord - Tenant Services and Mediation CDD/ Planning Housing/ Econ Dev
Continue to provide landlord-tenant counseling and referrals, and offer mediation services through the Landlord-Tenant Commission Ongoing The City Council will be looking into updating the duties and responsibility of the Landlord-Tenant Commission to better serve the community.
The City Council approved a legal mediation Program under the purview of the City Attorney's Office, with attorneys available to mediate housing related disputes, providing additional suppo rt to the landlords and tenants.
Housing Enforcement Unit (HEU) has partnered with the Housing Rights Center (HRC) to provide Housing Clinics--where an attorney from HRC is present for private, 20-minute sessions to give information on housing related concerns.
HEU has partnered with Home Again LA to provide a low-income legal services program, where qualified tenants or landlords can receive legal representation and legal help.
25 Homeless Housing and Services CDD/ Planning
Housing/ Econ Dev
Implement the strategies and actions identified in the Burbank Homelessness Plan, and update the Plan for the 2022-2027 time period with measurable outcomes, funding and time frames for implementation
Ongoing.
Open Tiny Home Village by July 2024.
The City has increased its homeless outreach staff to 5 employees, thereby increasing homeless engagements and connections to services, and reducing encampments. The City continues to operate a shower and storage program through a partnership with The Salvation Army. Twenty-six (26) households have been assisted through the rapid rehousing program, over 400 affordable units have been approved, and mental health services have been provided to 20 voucher assisted households.
There are 2 tiny home projects currently being evaluated. One is the Homeless Solutions Center (323-333 South Front Street), which consists of 52 tiny home units, 17 safe parking spaces, a shower and storage program, and case management services. Currently, staff is in the process of completing the NEPA environmental review for the project, and the project is undergoing plan check review.
The other project is the Buena Vista Homeless Access Center/HALA, (2244 N.
Buena Vista St), which will include 4 tiny home units for families, and renovations to the existing structure to allow for case management services.
The NEPA environmental review for the project was completed in July of 2025.
The City Council approved the construction agreement in January 2026 for this project, putting it in the execution/pre-construction phase. Mobilization and construction is expected to begin in 2026.
26 Housing for Persons with Disabilities
CDD/ Planning
Housing/ Econ Dev
Transportation
Building and Safety
Management Services
CAO
Expand the range of housing options available and accessible to persons with disabilities
Update Reasonable Accommodation Procedures and provide developers with HCDs Universal Design Checklist by 2023
City staff has initiated the process to update administrative procedures to streamline Reasonable Accommodation Requests. The updated application and other templates are with Management Services and Planning will provide training on the new process when the new Administrative Procedures go into effect.
27 Housing for Extremely Low Income Households CDD/ Planning Housing/ Econ Dev
Facilitate the provision of a variety of housing types to address the needs of Burbank’s extremely low income households
2022- 2023. Additional funding allocations to be made annually in conjunction with Burbank’s Annual Action Plan
BHC Fairview Project will provide affordable rental housing to low and extremely low-income households. In addition to that the transitional housing at 2244 Buena Vista site will provide interim housing to individuals and families experiencing homelessness. Further, the City was allocated 5 Foster Youth Independence Vouchers to provide critical support to young adults transitioning out of foster care who are homeless or at risk of homelessness.
Housing Plan
Equal Housing
Opportunities
ATTACHMENT 2 - 11
437
ATTACHMENT 3
HOUSING ELEMENT
ANNUAL PROGRESS REPORT 2025
**Not Attached**
The Housing Element Annual Progress Report
2025 may be viewed via the following link:
https://cloud.burbankca.gov/s/8tksyjSTQxLr5da
438
275 EAST OLIVE AVENUE
BURBANK, CA 91502
BURBANKCA.GOV
[email protected]
ADU Re
nt Survey Results
I
n accordance with Program 6b of the City of Burbank’s 2021–2029 Housing Element, the City is required to track newly constructed accessory dwelling units (ADUs) to collect information on their use and affordability. To establish baseline data on how ADUs are being utilized, the City distributed a survey to all property owners who have been issued an ADU building permit since 2018. The survey requested information related to ADU occupancy and rent levels to better understand the affordability characteristics of these units. The rent levels provided in the survey reflect the 2024 State income limits and apply the standard that households should spend no more than 30% of gross income on housing costs.
A
total of 893 surveys were distributed, and 105 responses were received. Of those responses, seven did not include a property address and 19 did not provide rent range information. The survey requested respondents to identify ADU rent levels within predefined affordability categories based on household income, including acutely low, extremely low, very low, low, moderate, and above moderate-income levels. The results summarized in this report reflect the responses received and provide insight into the affordability characteristics of ADUs currently in use throughout the City.
S
tudio ADUs
21 units are studio ADUs.
8 1
2 8
2 0 0
8 0
1 2
3 4
5 6
7 8
9 $0 (rent-free)
acutely low
$259 - $728
extremely
low
$729 -
$1,213 very
low
$1,214 -
$1,942 low
$1,943 -
$2,062
moderate
2063 above
moderate
Higher than
$2,063
No response
# of responses
rent range
Studio
ATTACHMENT 4 - 1
439
1 Bedroom ADUs
46 units are 1-bedroom ADUs.
2 Bedroom ADUs
19 units are 2-bedroom ADUs
18 1
6 12
3 0
6 5
0 2
4 6
8 10
12 14
16 18
20 $0 (rent-free)
acutely low
$295 - $832
extremely
low
$833 -
$1,385 very
low
$1,386 -
$2,199 low
$2,200 -
$2,357
moderate
2358 above
moderate
Higher than
$2,358
No response
# of responses
rent range
1 Bedroom
6 0
3 1
3 6 6
0 1
2 3
4 5
6 7
$0 (rent-free)
acutely low
$333 - $935
extremely
low
$936 -
$1,559 very
low
$1,560 -
$2,497 low
$2,498 -
$2,650
moderate
$2,651
above
moderate
Higher than
$2,651
No response
# of responses
rent range
2 Bedroom
ATTACHMENT 4 - 2
440
Accessory Dwelling Unit Affordability Distribution
Income Level Studio
(1 person)
1 Bedroom
(2 people)
2 Bedroom
(3 people)
Acutely Low 8 (38%) 18 (39%) 6 (32%)
Extremely Low 1 (4%) 1 (2%) -
Very Low 2 (10%) 6 (13%) 3 (16%)
Low 8 (38%) 12 (26%) 1 (5%)
Moderate 2 (10%) 3 (7%) -
Above moderate - 6 (13%) 9 (47%)
Number of Units 21 46 19
Total Number of
Units
86 units
(** No rent-range response: 19 units)
Accessory Dwelling Unit Affordability by Income Level
Income Category # of ADUs in Rent Survey Rent Distribution
Acutely Low
(0-15% AMI)
32 37.21%
Extremely Low
(15-30% of AMI)
2 2.33%
Very Low
(30 to 50% of AMI)
11 12.79%
Low
(50% to 80% AMI)
21 24.42%
Moderate
(80% to 120% AMI)
5 5.81%
Above Moderate
(Greater than 120% AMI)
15 17.44%
Source: 2025 City ADU Rent Survey
Income levels reflect the 2024 Official State Income Limits using the State’s definition of “affordable housing cost”
ATTACHMENT 4 - 3
441
Conclusion:
The 2025 ADU rent survey received a total of 86 ADU responses which provided full rent information. Based on these responses, 37.21% of ADUs were affordable to households earning acutely low incomes, 2.33% to extremely low incomes, 12.79% to very low incomes, 24.42% to low incomes, 5.81% to moderate incomes, and 17.44% to above- moderate incomes. Income categories are defined by the California Depart ment of Housing and Community Development (HCD) as follows:
• Acutely low income: 0-15% of area median income
• Extremely low income: 15-30% of area median income
• Very low income: 30% to 50% of area median income
• Lower income: 50% to 80% of area median income
• Moderate income: 80% to 120% of area median income
The results of this ADU rent survey and affordability analysis may be utilized as a proxy for the assumed income distribution of accessory dwelling units being produced in Burbank. This information will support the City’s Housing Element monitoring efforts , including the City’s Annual Progress Report submitted to the State Department of Housing and Community Development (HCD) to demonstrate progress in addressing its Regional Housing Needs Allocation (RHNA).
ATTACHMENT 4 - 4
442
1 STAFF REPORT
DATE: March 10, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Kimberley Clark, City Clerk
SUBJECT: Approval of the Amended City Council Expectations of Board, Commission, and Committee Members
RECOMMENDATION
Approve the amended City Council Expectations of Board, Commission, and Committee Members (Attachment 1).
BACKGROUND
Council has established various Boards, Commissions, and Committees ( BCCs) to review City programs, projects, and community issues. BCC members (Members) serve in an advisory capacity with limited decision -making authority. Each BCC can provide input and make recommendations to the Council; however, they do not determine or establish City policy or administrative direction with the exception of the Planning Commission, which conducts public hearings, makes decisions on applications for discretionary projects such as Conditional Use Permits and Variances, and considers appeals of decisions by the Community Development Director on certain types of project applications.
At the February 4, 2025, City Council (Council) Meeting, suggestions were made by both Council and staff to strengthen the City Council Expectations of Board, Commission, and Committee Members (Council Expectations). This document serves as a code of conduct and provides guidance to BCCs on collaboration with colleagues and staff, transparency and accountability to members of the public, and appropriate conduct as an appointed official. At the April 8, 2025, Council Meeting, Council was presented with a first step report on proposed changes to the Council Expectations, and the updated document was approved by Council on May 6, 2025.
Consent Calendar
Item #9
443
2 DISCUSSION
On August 26, 2025, Council adopted Ordinance No. 25 -4,032 relating to the City’s Boards, Commissions, and Committees (BCC). As part of this amended Ordinance, the Council simplified the BCC attendance policy . The new attendance policy has been incorporated into the online application form and applicants are required to affirm their understanding by selecting a designated acknowledgement checkbox prior to submission of their application.
Additionally, the City Clerk’s Office now provides a copy of the Council Expectations via email to BCC Members at the time of their appointment, and each appointee is asked to review and sign a physical copy when the City Clerk administers the Oath of Offi ce. The signed document is filed with and maintained in the City Clerk’s Office serving as each member’s acknowledgement of receipt of Council’s expectations. However, the Council Expectations document has not yet been updated to align with the new attendance policy as stated in the Ordinance.
Therefore, the City Clerk’s Office is recommending that the policy be added to the Council Expectations document as follows:
• Attendance: Members are expected to attend meetings on a regular basis and comply with the BCC Attendance Policy , as set forth in the Burbank Municipal Code Section 2-1-403: ABSENCES, VACANCIES, AND ADDITIONAL REASONS FOR REMOVAL. A summary of the policy is provided below:
Two absences in the 12-month period from August 1 to July 31 will result in a written warning issued via email from City staff . The third absence may result in a member’s removal by Council. Should the Council excuse the member’s accrued absences, and the member misses an additional meeting within the following 12-month absence reporting period, the City Clerk may proceed with the member’s automatic removal by City staff.
Despite efforts to increase awareness of the attendance policy , absences and unscheduled vacancies continue to be a challenge for the City’s BCCs. Since the new term commenced on August 1, 2025, there have been 52 absences, 10 second-absence warnings issued, and 8 unscheduled vacancies. Updating the Council Expectations document is intended to further enhance BCC members’ awareness of attendance requirements and the importance of consistent participation.
ENVIRONMENTAL REVIEW
This activity involves review of a City document and has no potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical 444
3 change in the environment. As such, it is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) Guidelines (14 Cal. Code Regs § 15378).
FISCAL IMPACT
There is no fiscal impact associated with this report.
CONCLUSION
Approval of the proposed update to the City Council Expectations of Board, Commission, and Committee Members will align the document with the City’s adopted policies and Council expectations regarding attendance. Regular attendance by members is critical to the effective functioning and success of the City’s Boards and Commissions.
Incorporating the attendance policy to the City Council Expectations of Board, Commission and Committee Members will ensure that appointed members are fully informed of Council’s expectations related to attendance and accountability.
ATTACHMENT
Attachment 1 – Updated Council Expectations
445
ATTACHMENT 1 Adopted: TBD
1 | Page
CITY COUNCIL EXPECTATIONS OF
BOARD, COMMISSION, AND COMMITTEE MEMBERS
EXPECTATIONS:
Personal agendas must be set aside, and decisions must be made in the best interest of the Burbank community.
Go “through the Chair ” to facilitate orderly discussion. Give all members an opportunity to state their opinion or position and encourage healthy deliberation and openness to consider all ideas.
Work together efficiently, even when disagreements arise on an issue.
Demonstrate respect, friendliness, and remain polite to effectively make decisions. Refrain from making comments that may be seen as divisive, unnecessary, or inappropriate.
Avoid lengthy conversations on an agenda item once it has been voted on. If necessary, briefly articulate the reasoning behind your vote. Unanimous votes are not necessary . It is encouraged to express your personal opinions or positions.
Share any relevant information and documents received from the public with designated City staff as soon as possible so it can be properly distributed to all members.
Form connections with fellow members before, during, and after meetings, but be sure to do so in a manner not in violation of California’s open meeting law, the Brown Act.
Members will conduct themselves within the confines of the law, including the Brown Act and Political Reform Act, to ensure transparency and accountability to members of the public.
Members shall disclose any bias, conflicts of interest or potential conflict s of interest, and must recuse themselves from participating in any matter that could significantly impact (positively or negatively) their personal interests. Requests that are consistent with the duties, scope, or agenda of the Board, Commission, or Committee shall be made to the appropriate staff or staff liaison at a relevant period during the meeting. Members will not otherwise direct work to other department staff members.
Once the Council has taken a position and voted on an item, it should be considered a non-issue for further discussion by Members, unless the item is being brought back to Council for review.
446
ATTACHMENT 1 Adopted: TBD
2 | Page
Members shall not step down from the dais during meetings to speak during public comment on matters not appearing on the agenda and shall instead reserve any non-agenda comments to areas of the agenda that allow for this type of discussion in compliance with the Brown Act exceptions listed in Government Code section 54954.2(a)(3).
When presenting individual opinions and positions, members must speak only for themselves as an individual and explicitly state that they are presenting on their own behalf and are not representing the Board, Commission, or Committee, or other members, especially if approached by the media. Best practice is to direct any media inquiries to the Board, Commission, or Committee’s staff liaison.
Members shall be responsible for conducting themselves in a professional manner that best represents the City when in attendance of events or gatherings outside of regular meetings.
Members are encouraged to wear respectful attire at public meetings and when on official City business.
Attendance: Members are expected to attend meetings on a regular basis and comply with the BCC Attendance Policy, as set forth in the Burbank Municipal Code Section 2-1-403: ABSENCES, VACANCIES, AND ADDITIONAL REASONS FOR REMOVAL. A summary of the policy is provided below:
Two absences in the 12-month period from August 1 to July 31 will result in a written warning issued via email from City staff. The third absence may result in a member’s removal by Council. Should the Council excuse the member’s accrued absences, and the member misses an additional meeting within the following 12-month absence reporting period, the City Clerk may proceed with the member’s automatic removal by City staff.
Violation of these expectations may result in a member’s dismissal.
COUNCIL EXPECTATIONS OF THE CHAIR/VICE CHAIR:
The Chair should work with City staff to ensure that agenda topics are within the scope of the Board, Commission, or Committee’s mission, have a clear purpose, and align with the City Council’s goals.
The Chair and Vice Chair shall work with City staff to receive training on how to effectively facilitate a meeting.
The Chair should meet with City staff as needed to discuss matters related to conduct of the meeting.
The Chair shall apply a two- hour initial time limit to meetings. In the event that a meeting may exceed two hours, the Chair shall confer with the staff liaison to 447
ATTACHMENT 1 Adopted: TBD
3 | Page
review the status of the remaining items and determine the best manner to proceed.
The Chair shall follow City Council meeting guidelines where applicable (e.g., guidelines for respectful engagement, public comment speaking time limits, etc.).
COUNCIL EXPECTATIONS OF CITY STAFF:
Staff should clearly communicate the City Council’s goals and priorities as established during the annual City Council Goal Setting Meeting.
Staff should assist the Chair with conducting the meeting in an efficient and effective manner and advise regarding proceeding with the Board, Commission, and Committee’s business in accordance with the Brown Act.
Council Expectations shall be agendized and reviewed with Members at the first meeting following biennial August appointments.
Reports and presentations on agenda items will provide an objective analysis on the issue and will not favor a particular point of view. Alternatives and options on item actions should be presented.
Staff will remain impartial and strive to maintain cooperative and supportive relationships with all members, regardless of any differences in opinion that may exist or arise.
Staff will take requests from the Board, Commission, or Committee as a body, and not from individual members , if such request is relevant to the duties, scope or agenda of the Board, Commission, or Committee.
Staff will work with the Board, Commission , or Committee to obtain a vote on advisory matters being presented to the City Council.
CERTIFICATION:
As a member of a City of Burbank Board, Commission, or Committee, I certify that:
I have read and acknowledge the City Council’s Expectations for Board, Commission, and Committee Members and will ensure its application for the entirety of my term while serving in my capacity.
Print Name: ___________________________________ Date: ________________
Signature: _____________________________________
Board, Commission, or Committee: _______________________________________ 448
Reports to Council
Item #1
449
2 budget requests outlined in Attachment 5.
DISCUSSION
General Fund’s Financial Status - Updated FY 2025-26 Budget Based on the FY 2025-26 starting balance, prev iously revised revenue projections, and adopted appropriations, staff is projecting a recurring General Fund budget deficit of $1.5 million. After factoring in the proposed mid-year adjustments discussed later in this report, staff is expecting an available one-time balance of approximatel y $34.2 million in the General Fund (Attachment 3).
Fiscal Year 2025-26 General Fund Revenues
For the first six months of the fiscal year , the General Fund received $88.6 million in recurring revenues, representing 34% of the revised revenue forecast. For perspective, revenues for the first six months of FY 2024-25 were $86.4 million, and 34% of the forecast. The economy continues to show resilience, driven by strong consumer spending and ongoing investment in technology, even as the labor market slows and concerns grow about the rising national debt. During the first quarter report to Council in November 2025, staff recommended $2.8 million of adjustments to the City’s General Fund recurring revenue projections. Staff is not recommending any further adj ustments to forecasted revenues.
Table 1 outlines the FY 2025-26 recurring General Fund revenue projections by category.
This is the best estimate of General Fund re venue available at this time, which is based on actual receipts from the prior year and the first half of the current fiscal year, along with general economic trends and activity.
Table 1 - General Fund Recurring Revenues as of December 31, 2025
REVENUE
CATEGORY
ACTUAL
TOTAL
F Y 2024-25
ADOPTED
RECURRING FY
2025-26
CHANGE FROM
ADOPTED
1Q25
REVISED
RECURRING FY
2025-26
ACTUAL
RECURRING
12/31/25
% OF
REVISED
RECV'D
Sales Tax 61,777,433 $ 63,381,000 $ (3,400,000) $ 59,981,000 $ 19,551,814 $ 32.6% Property Tax 79,552,424 82,557,013 82,557,013 19,966,368 24.2% Utility Users Tax 18,938,967 20,802,308 20,802,308 8,231,629 39.6% Services Charges - Intra City 15,259,193 17,590,495 17,590,495 8,768,216 49.8% Services Charges 29,073,007 28,529,794 500,000 29,029,794 12,310,685 42.4% In Lieu of Tax 10,378,721 10,694,333 10,694,333 4,969,928 46.5% Interest/Use of Money 5,165,152 4,612,156 4,612,156 1,827,949 39.6% Parking/Traffic/Other Fines 3,373,211 2,864,000 300,000 3,164,000 1,720,519 54.4% Transient Occupancy Tax 13,352,395 14,407,120 (200,000) 14,207,120 4,539,017 31.9% Building Permits/License Fees 9,603,976 7,072,531 7,072,531 3,624,287 51.2% Transient Parking Tax 5,273,058 4,889,040 4,889,040 1,371,732 28.1% Business Taxes 2,600,906 2,538,000 2,538,000 612,008 24.1% Franchises 1,281,162 1,535,400 1,535,400 195,248 12.7% Intergovernmental Revenues 3,199,208 1,985,961 1,985,961 864,503 43.5%
TOTAL RECURRING
REVENUE 258,828,812$ 263,459,151 $ (2,800,000) $ 260,659,151$ 88,553,903 $ 34.0% 450
3 The following is a brief summary of Burbank’s largest General Fund revenue sources as of the end of the second quarter of FY 2025-26:
Sales Tax: The California Department of Tax and Fee Administration (CDTFA) has released sales tax information for sales occurring in the third quarter (July to September) of the calendar year 2025. A fter correcting for one-time adjustments, traditional Bradley Burns sales tax receipts were down 11.4% compared to the same quarter in the prior year. Receipts declined in all major industry tax groups except for General Consumer Goods and Restaurants and Hotels. The Auto and Transportation category reported the largest decline of 47.4% due to a change in the total taxpayers’ statewide allocation. This loss also resulted in the City’s share of the countywide tax pool diminishing, resulting in a 17.2% dec line in related pool revenues. Fuel and Service Station results were down 9.4%, dire ctly related to crude oil prices and a decline in consumption. The Business and Industry category reported a 7.6% decline, primarily due to one-time payments that occurred in the prior year.
The City’s Transactions and Use Tax (TUT ) revenues, which are derived from Measure P, experienced an increase of 1.7% when compared to the prior year, and a better result in comparison to the decreases in the Bradley Burns tax. The General Consumer Goods category increased 6.6% and Business and Industry was up 4.7%.
The largest gains were reported from in-s tore and online retail sales. Of the $19.6 million that was received in sales tax for the first six months of FY 2025-26, $4 million was generated from TUT revenue, which r epresents the General Fund’s 50% share of Measure P.
Property Tax: A total tax of 1% is levied on the Assessed Value (AV) of property as determined by the Los Angeles County A ssessor. The City of Burbank receives approximately 18.5% of the 1% levy on AV. Compared to FY 2024-25, the AV for the entire City increased by approximately $1.6 billion, or 4.9%. General Fund related AV increased by $854 million or 2.6% from the prior fiscal year. The City received a recent quarterly report on home sales in Burbank from our property tax consultant, HdL Coren and Cone. The median sales price of a detached single-family residential home in Burbank for the fourth quarter of 2025 was $1,238,000. This is a slight 1.4% decrease from the third quarter of 2025 and a 2.9% decline from the fourth quarter of 2024. The housing market has experienced a cool-down, with median home prices stagnating and homes staying on the market longer. As sales activity declines, the market appears to be moving toward a more balanced state compared to last year’s high-demand conditions.
Transient Occupancy Tax (TOT):
Local tourism has been impacted by decreas ed international travel, public safety concerns, and increased competition from other destinations. In line with Los Angeles 451
4 County results, Burbank’s hotel occupancy rates are down slightly at 74.4% for the six months to December 2025 compared to 76.1% for the comparable prior year period.
The Average Daily Rate (ADR) was also do wn 2.9% for the six-month period. TOT revenues for the first six months of FY 2025-26 are $4.5 million, a 10% decrease over the same period from the prio r year. Staff anticipates an increase in both occupancy rates and ADR towards the end of FY 2025-26 with the opening of the FIFA World Cup in Los Angeles. Chart 1 compares Burbank hotel occupancy rates for FY 2021- 22 through FY 2025-26 to date.
Chart 1 – Burbank Hotel Occupancy Rates
Utility Users Tax (UUT): The City of Burbank collects a 7% tax on qualifying electricity, natural gas, and telecommuni cation utility charges. Unlike many other cities, Burbank does not assess UUT on wate r or cable television. Projected UUT revenue growth is attributable to an electric rate increase that went into effect in January 2026, along with hi gher natural gas prices. This growth is offset by reduced electric usage due to efficiencies as well as the decline in telecom revenue as a result of the Federal Communications Commission (F CC) reclassification of data to non- taxable information services.
Fiscal Year 2025-26 General Fund Expenditures
As of December 31, 2025, 47% of the General Fund’s appropriations have been expended, coinciding with the general expectati on of 50% for the halfway point of the fiscal year. For perspective, 47.4% of appropriations were expended for the same period $0
$50
$100
$150
$200
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2021 2022 2023 2024 2025
(to date)
Occupancy Rate ADR
452
5 last year. Table 2 provides the budget to actual re sults by department for the General Fund expenditures at the end of the second quarter. Expenditures for the Fire Department are trending slightly higher above expectations six months into the fiscal year at 51.5% due to higher overtime costs resulting from reimbursable strike team participation and Industrial Accident leave.
Table 2 - General Fund Expenditures as of December 31, 2025*
EXPENDITURE APPROPRIATIONS EXPENDITURES PERCENT
NO. CATEGORY FY 2025-26 as of 12/31/2025 EXPENDED
1 City Attorney 6,789,857 3,292,830 48.5%
2 City Clerk 2,687,987 751,773 28.0%
3 City Council 2,383,499 1,150,682 48.3%
4 City Manager 4,205,520 1,928,500 45.9%
5 City Treasurer 1,250,490 528,032 42.2%
6 Community Development 27,813,423 9,575,542 34.4%
7 Financial Services 8,379,311 3,948,325 47.1%
8 Fire 54,919,661 28,267,408 51.5%
10 Library Services 12,106,191 5,562,932 46.0%
11 Management Services 8,341,982 3,399,005 40.7%
12 Non-Departmental 26,730,655 14,492,907 54.2%
13 Parks and Recreation 42,121,359 18,332,496 43.5%
14 Police 81,105,880 40,251,897 49.6%
15 Public Works 21,462,254 9,718,173 45.3%
TOTALS 300,298,070 141,200,499 47.0%
*Appropriations include all carryovers as well as any additional General Fund budget amendments approved by the City Council since the adoption of the FY 2025-26 Budget. The original General Fund adopted budget totals $275,367,900.
Mid-Year Budget Adjustments
Departments were asked to identify necessary adjustments to their budgets resulting from unexpected circumstances and/or unanticipat ed expenses that exceed their budget authority. Each of the r equested adjustments (both appr opriations and revenues) are itemized and described in detail in Attachment 5.
General Fund appropriation requests tota l $1,951,820 and are offset by revenue adjustments and the use of restricted funding of $61,000 for a net impact of $1,890,820.
Requests include funding in support of t he Federation Internationale de Football Association (FIFA) Fan Zone event production for the World Cup taking place in July 2026. Other requests include co st-of-service increases fo r the DeBell Golf Course program, additional funding for the Nutrit ion program, and contractual increases for custodial services.
453
6 Non-General Fund appropriation requests total $3,029,329 and are offset by revenue adjustments of $147,536 for a net impact of $2,881,793. General City Capital and Infrastructure Fund requests include funds to repair roof and st ructural damage at Starlight Bowl, funding for ur gent maintenance and repairs to the Uninterruptible Power Supplies (UPS) at several City facilities, and funds to complete repairs to the City Hall Fountain. The Refuse Fund is seeking an appropriation to cover a significant repair to the landfill compactor and Burbank Water and Power (BWP) is requesting additional funds to cover electricity for recycled water pumping costs.
General Fund Financial Forecast
The purpose of the Financial Fo recast is to provide insi ght and analysis of long-term financial trends for the General Fund. Based on current assumptions, staff expects that General Fund recurring revenues will increase by an average of 3.6% over the next five years of our forecast. General Fund expenditures are projected to grow by an average of
4.6% over the same time period.
Projected Revenues
Forecasted revenues are driven by the parameters included in Attachment 3. The forecast assumes continued economic growth in FY 2025-26 and beyond at a more conservative level. The average revenue growth projected in the five-year forecast includes increases in Sales Tax by 0.8%, Property Tax by 4.5%, and UUT by 5.7%. Projected sales tax revenues reflect a decline in receipts for FY 2025-26, followed by moderate growth in years two through five. Property tax revenues are expected to remain strong due to ongoing increases in property values as well as new development in the City. Growth in UUT revenue is primarily driven by anticipated rate increases for electric and natural gas services.
The revenue projections included in this forecast represent staff’s best estimates and may vary due to economic cycles or legislative changes. Staff will continue to closely monitor revenue trends throughout the year and will prov ide updates to the City Council as new information becomes available.
Memorandum of Understanding (MOU) Projected Costs
Salaries and benefits currently comprise approximately 73% of the General Fund recurring budget. As such, the MOU negotiation process for the various bargaining groups plays a significant role in determining t he City’s financial position. All bargaining groups have current MOUs in place for FY 2025-26. Aligning with Council’s Financial Policies related to employee compensation, the General Fund forecast includes assumptions for salary and benefit growth over the next five years based on projected market rates for all employee groups. Market rates are determined through salary and benefits surveys which compare the City’s job classifications to those of similar organizations throughout the 454
7 region. The City of Burbank calculates the average salary paid for comparable positions to determine whether employee salaries are at market value.
Public Employees Retirement System (CalPERS) Costs
Managing costs associated with pensions continues to be a challenge for CalPERS cities throughout California, and Burbank is no exception. In previous years, the City has taken measures toward mitigating pension cost increases, including:
Sending Additional Discr etionary Payments (ADPs) to CalPERS over the City’s required contributions to decrease Burbank’s unfunded liability Establishing a Section 115 Trust to offset future pension volatility Increasing employee contributio ns toward their pension costs Based on the recent actuarial reports, Burbank has an Unfunded Actuarial Liability (UAL) of just under $435 million across the City’s three pension plans. The funded status for the City’s three plans is currently 79% for Miscellaneous, 73% for Police, and 75% for Fire, for an average of 75%, up just slightly from 74% in the prior year. Table 3 shows the actual CalPERS employer rates and UAL contributions for the three employee classifications for the current FY 2025-26, the upcoming FY 2026-27, and the projected employer rates and contributions for the fo llowing two fiscal years (FY 2027-28 and FY 2028-29).
Table 3 – City of Burbank Pension Costs FY 2025-26 – FY 2028-29
Classification
Actual
FY 2025-26*
Actual
FY 2026-27
Projected
FY 2027-28
Projected
FY 2028-29
Police 3% @ 50 Rate 22.80% 21.72% 21.10% 20.60%
Police Liability Payment $8,314,615 $8,871,926 $9,706,000 $10,824,000 Fire 3% @ 55 Rate 18.32% 17.50% 17.10% 16.70%
Fire Liability Payment $5,818,144 $7,081,964 $7,667,000 $8,547,000 Misc 2.5% @ 55 Rate 10.76% 10.49% 10.30% 10.10%
Misc Liability Payment $21,711,502 $24,614,685 $26,298,000 $29,636,000 *Amounts shown are the total employer contribution am ounts required for FY 2025-26. The City has completed the prepayment of the additional UAL payment to CalPERS, which will result in a net savings of $1,331,066 citywide.
As part of the FY 2025-26 budget process, Council approved a citywide ADP to CalPERS of $7.5 million to help reduce future pension liability. This payment, made in July 2025, completes the adopted three-year pension funding plan totaling $21 million. In September 2025, CalPERS provided the City with an up dated UAL payment schedule for FY 2026- 27, which accounts for the July payment. T he total savings generated were $1.3 million citywide ($1 million General Fund).
455
8 Burbank also maintains a Section 115 trust for pension obligations, which was established in June 2020. The Section 115 Trust allows the City to set aside funds that could be used to help support future pension-related econom ic volatility. The trust has a balance of $35.4 million as of December 2025
The Council’s Pension Funding Commitment Policy requires the City to contribute half of any year-end General Fund balance over 6% of the budgeted recurring appropriations to fund employee pension liabilities. This funding is required if employee pension benefits are less than 90% funded. As such, staff wil l bring forth options for a new proposed pension funding plan as part of the FY 2026-27 Budget process.
FY 2026-27 State Budget Proposal
In early January, Governor Newsom released his proposed State of California budget for FY 2026-27. This proposal serves as the beginning of deliberat ions in the State Legislature, leading to final budget adoption in June 2026. The proposal calls for a $348.9 billion budget, with a General Fund total of $248.3 billion. The proposed budget estimates $2.9 billion in various budget solutions to cl ose a modest shortfall in FY 2026-27. Last year, the administration was proactive by taking a multi-year approach and addressing shortfalls ahead of time. This approach, along with a surge in tech-driven revenues, has contributed to a stronger fiscal position for the upcoming year. Revenue receipts continued to improve since June 2025 and have contributed to strong growth for FY’s 2025-26 and 2026-27.
The proposed budget includes three categories of discretionary proposals:
Short-term proposals providing $2.8 b illion of budget savi ngs primarily by suspending a required "true-up" deposit into the Rainy-Day Fund. New discretionary General Fund spending of $570 million for various priority programs and $180 million for the extension of existing tax incentives, such as the California Competes Tax Credit.
New discretionary reserve balance of $4. 5 billion for the Special Fund for Economic Uncertainties (SFEU), to pr ovide the State support to deal with unanticipated cost increases, such as for wildfires, federal policy shifts, or declines in the AI sector.
The Governor is revising the revenue fore cast from the 2025 B udget Act due to the stronger than anticipated perfo rmance of the economy, particularly in the high-wage technology sector. The three main drivers of the revision are as follows:
Personal income tax ($16.4 billion)
Corporation tax ($24.6 billion)
Pooled money interest ($1.2 billion)
456
9 The 2025 Budget Act assumed withdrawals from the Budget Stabilization Account (BSA), also known as the Rainy-Day Fund, of $7.1 billion in FY 2025-26. The BSA receives 1.5% of the General Fund tax revenue as well as a portion from capital gains. The FY 2026-27 proposed budget maintains the planned withdrawal but also proposes a new $3 billion deposit for the upcoming year to bolster long -term stability. The State has maintained a disciplined approach to reserves, projecting a to tal of $23 billion in combined insurance funds by the end of the fiscal year.
The state of Californi a utilizes revenue from per-gall on fuel taxes and motor vehicle registration charges to fund road and transit improvements. Local city and county shares are distributed through the Highway Us ers Tax Account (HUTA) and the Road Maintenance and Rehabilitation Account (RMRA) established by Senate Bill 1 (SB-1).
Under SB-1, rates are adjusted annually using the California Consumer Price Index (CPI), effective July 1 and January 1 of every year for fuel taxes and vehicle registration rates.
While fuel prices have increased substantia lly recently, rates are based on a per-gallon levy. Despite lower fuel consumption, schedul ed rate increases stipulated in SB-1 have kept local allocations of revenue growing at a modest pace, thou gh this growth is expected to flatten out by FY 2027-28. To offset the decline in fuel tax, vehicle registration tax revenues such as the Transportation Improvement Fee and the Zero Emission Vehicle (ZEV)Road Improvement Fee) ar e forecasted to increase , however, this growth is only compensating for the shortfall in fuel tax revenue rather than generating extra money for new projects For FY 2026-27, the City of Bur bank is estimated to receive $3.0 million in RMRA revenue, an increase of 3.6% from FY 2025-26 projections. HUTA is anticipated to receive $3.1 million, an increase of 1.7% from the prior year. Staff will continue to monitor developments in the state budget process and provide updates to the City Council as necessary.
FY 2026-27 Budget Development Process
The FY 2026-27 budget process is underway, and City departments are currently working on their respective budgets. Staff is projecti ng a General Fund defic it of approximately $4.2 million heading into the 2026-27 fiscal y ear and continuing through the remaining years of the Five-Year Forecast due to ri sing expenses outpacing revenue growth. Staff will continue to focus on strengthening reve nues and developing additional cost-saving initiatives to provide long-term fiscal stability and prevent future structural imbalances in the City’s financial forecast.
Despite the forecasted budget deficit, the City strives to avoid any significant budget cuts during this budget process that would negat ively impact programs and services that benefit the Burbank community. This will be accomplished through a combination of actions, including limiting new budget items to only mandated or otherwise unavoidable expenses, exploring long term options to e nhance City revenues, working with labor to 457
10 implement joint solutions, and taking advant age of the City’s strong cash position to bridge the remaining gap with one-time funds. The City Manager’s Office is in the process of reviewing each department’s proposed budget and incorporating revisions as needed, to prepare a Proposed FY 2026- 27 Budget for Council review in early May. Should Council Members have specific items for di scussion for the upcoming fiscal year, staff encourages Council to inform them prior to t hat time to provide for adequate research time, if necessary.
ENVIRONMENTAL REVIEW
This activity includes amendments to the FY 2025-26 Adopt ed Budget and has no potential for resulting in either a direct or a reasonably foreseeable indirect physical change in the environment. As such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs § 15378.
FISCAL IMPACT
If approved, the requested mid-year adjustm ents for the General Fund will total $1,951,820 and are offset by revenue adjustment s and the use of restricted funding of $61,000 for a net impact of $1, 890,820. Overall, mid-year appropriation requests for all funds total $4,772,613 net of revenue, with total appropriations of $4,981,149.
CONCLUSION
As future expenses continue to escalate and outpace the forecasted growth of revenues, staff projects recurring deficits in all five years of the General Fund Financial Forecast.
Increases in labor agreements and pension costs and inflationary impacts on the prices of goods and services, combined with declining revenue growth have all contributed to the deficit that the City current ly faces. As inflation eases, the challenge will be for the City to maintain the expenditure growth in line with the slower revenue expectations. As shown in Chart 3, the General Fund's five-year financial forecast includes a deficit of approximately $1.5 million for the current fiscal year, growing to roughly $4.2 million heading into the FY 2026-27 budget process. It should be noted that several risks may impact the City’s financial projections, including economic and political uncertainties at home and abroad, impacts of MOU negotiations, and potentia l impacts of CalPERS returns and assumption changes.
458
11 Chart 3 - General Fund Financial Forecast FY 2025-26 through FY 2029-30
The City Council has consistently implement ed sound fiscal policies and strategies like strengthening revenues, working with labor groups to implement pension cost sharing, paying down pension liabilities, building up reserves, and utilizing one-time funds to make strategic investments to reduce future recurring expenses. Although the five-year forecast shows a recurring deficit in fu ture years, the City still maintains a strong General Fund cash position. In addition to the projected FY 2025-26 year-end General Fund Balance of $34.2 million, Burbank’s working capital, emergency, and budget stabilization reserves total approximately $65.7 million. In addition, the Section 115 Trust balance is $35.4 million. These funds will allow Burbank to withstand any potential economic fluctuations over the next several years. Staff will conti nue to monitor any economic conditions or legislative actions that may impact the City’s financial position and provide updates to the City Council.
ATTACHMENTS
Attachment 1 – Mid-Year Resolution General City
Attachment 2 – Mid-Year Resolution Parking Authority
Attachment 3 – General Fund Projected Spendable Fund Balance for June 30, 2026 Attachment 4 – General Fund Financial Forecast FY 2025-26 through FY 2029-30 Attachment 5 – Mid-Year Appropriation Requests and Revenue Adjustments $260.7
$271.1
$282.2
$293.9
$304.2
$262.2
$275.3
$286.1
$297.8
$306.8
$200
$220
$240
$260
$280
$300
$320
$340
2025-26 2026-27 2027-28 2028-29 2029-30
Revenue Expenses
Balance/
(Deficit): ($1.5) ($4.2) ($3.9) ($3.9) ($2.6) 459
Attachment 1
1 RESOLUTION NO. _________
A RESOLUTION OF THE COUNCIL OF THE CITY OF
BURBANK AMENDING THE B UDGET OF FISCAL YEAR
2025-26 FOR THE PURPOSE OF MID-YEAR
ADJUSTMENTS
THE COUNCIL OF THE CITY OF BURBANK RESOLVES:
1. The City’s Fiscal Y ear 2025-2026 Annual General Fund (Fund 001) Budget is amended by appropriating $1,951,820 from the Unassigned Fund Balance Account 001.ND000.30010 to the following Expenditure Accounts:
001.CD23B.62615.1004.25317 $625,000.00 Economic Development: Marketing and Advertising
001.FN03A.62085.0000.000000 $26,000.00 Other Professional Services 001.ND01A.62300.0000.000000 $75,000.00 Special Department Supplies 001.ND01A.62085.0000.00000
$92,500.00
Other Professional Services
001.ND01A.62085.0000.00000 $82,000.00 Other Professional Services 001.PR27A.62085.0000.000000 $450,000.00 Other Professional Services 001.PR32B.62165.0000.000000 $32,000.00 Special Recreation Contract Services 001.PR32C.62165.0000.000000 $29,000.00 Special Recreation Contract Services 001.PR32E.62680.0000.000000 $52,000.00 Special Department Supplies 001.PR42A.62300.0000.000000 $100,000.00 Special Department Supplies 001.PD01A.62170.0000.000000 $50,000.00 Patrol - Private Contractual Services 001.PD09A.62300.0000.24283 $30,000.00 Special Departmental Supplies - Inmate Welfare Funds
001.PD03A.62300.0000.22500 $78,320.00 Special Departmental Supplies - Recruitment Plan
001.PD01A.62085.0000.000000 $40,000.00 Patrol - Other Professional Services 001.PW33B.62170.1001.000000 $190,000.00 Custodial Temporary Staffing
460
Attachment 1
2 2. The City’s Fiscal Year 2025-2026 Budget for the Measure R Transportation Fund (Fund 107) is amended by appropriating $72,651.93 from the Assigned Fund Balance Account 107.ND000.30011 to Expenditure Account
107.CD33A.70002.0000.22377.00000.
3. The City’s Fiscal Year 2025-2026 Co mmunity Development Block Grant Fund (Fund 122) is amended by appropriating $168,514.00 from the Assigned Fund Balance Account 122.ND000.30011 to Expenditure Account
122.CD25A.63051.0000.24310.
4. The City’s Fiscal Year 2025-2026 B udget for the General City Capital Projects Fund (Fund 370) is amended by appropriating $477,536.00 from the Assigned Fund Balance Account 370.ND000.30011 to various Expenditure Accounts as detailed in the Mid-Year Request Attachment.
5. The City’s Fiscal Year 2025-2026 B udget for the Water Fund (Fund 497) is amended by appropriating $493, 000.00 from the Assigned Fund Balance Account 497.ND000.30011 to Expenditure Account 497.PS52B.62005.0000.61150.
6. The City’s Fiscal Year 2025-2026 Budget for the Refuse Collection and Disposal Fund (Fund 498) is amended by appropr iating $300,000.00 from the Assigned Fund Balance Account 498.ND000.30011 to Expenditure Account 498.PW31B.62170.
7. The City’s Fiscal Year 2025-2026 B udget for the Vehicle Equipment Replacement Fund (Fund 532) is amended by appropriating $100,000.00 from the Assigned Fund Balance Account 533.ND000.30011 to Expenditure Account 532.FD05A.62430.0000.000000.
8. The City’s Fiscal Year 2025-2026 Bu dget for the Office Equipment Replacement Fund (Fund 533) is amended by appropriating $93,77 2.10 from the Assigned Fund Balance Account 533.ND000.30011 to various Expenditure Accounts as detailed in the Mid-Year Request Attachment.
9. The City’s Fiscal Year 2025-2026 Budget for the Municipal Infrastructure Fund (Fund 534) is amended by appropriating $1,093,270.00 from the Assigned Fund Balance Account 534.ND000.30011 to various Expenditure Accounts as detailed in the Mid-Year Request Attachment.
10. The City’s General Fund (Fund 001) revenue accounts will also be revised to reflect changes that net to an overall increase of approximately $61,000.00.
11. The City’s General City Capital Pr ojects Fund (Fund 370) revenue accounts will also be revised to reflect changes that net to an overall increase of approximately $77,536.00.
461
Attachment 1
3 12. The Financial Services Director is aut horized to make such other revisions, changes in summaries, fund totals, and other portions of the Budget document as necessary to reflect and implement the programs specified in this Resolution.
PASSED AND ADOPTED this ____ day of March, 2026.
__________________________
Tamala Takahashi Mayor
Approved as to Form:
Attest: Office of the City Attorney
__________________________ By: _______________________ Kimberley Clark, City Clerk Joseph H. McDougall City Attorney
STATE OF CALIFORNIA )
CITY OF BURBANK ) ss.
COUNTY OF LOS ANGELES )
I, Kimberley Clark, City Clerk of the Cit y of Burbank, do hereby certify that the foregoing Resolution was duly and regularly passed and adopted by a majority vote of the Council of the City of Bu rbank at its regular meeting held on the ___ day of March, 2026 by the following vote:
AYES:
NOES:
ABSENT:
____________________________
Kimberley Clark, City Clerk
462
Attachment 2
1 PARKING AUTHORITY
OF THE
CITY OF BURBANK, CALIFORNIA
RESOLUTION NO. P-________
A RESOLUTION OF THE PARKING AUTHORITY
OF THE CITY OF BURBANK AMENDING THE
BUDGET OF THE FISCAL YEAR (FY) 2025-26
FOR THE PURPOSE OF MID -YEAR
ADJUSTMENTS
THE PARKING AUTHORITY OF THE CITY OF BURBANK RESOLVES:
1. The Fiscal Year 2025-2026 Budget for the Parking Authority (Fund 310) is amended by appropriating $230,585.00 from the Assigned Fund Balance Account 310.ND000.30011 to various expenditure accounts as detailed in the Mid- Year Request Attachment.
2. The City’s Parking Authority (Fund 310) revenue accounts will also be revised to reflect changes that net to an overall increase of approximately $70,000.00.
3. The Financial Services Director is authorized to make such other revisions, changes in summaries, fund totals, and other portions of the Budget document as necessary to reflect and implement the programs specified in this Resolution.
PASSED AND ADOPTED this __ day of March, 2026.
____________________________
Tamala Takahashi
Chairperson of the Parking
Authority of the City of Burbank
Approved as to Form:
Attest: Office of the City Attorney
________________________ By: _________________________ Kimberley Clark, Clerk Joseph H. McDougall Counsel to the Parking Authority
463
Attachment 2
2 STATE OF CALIFORNIA )
CITY OF BURBANK ) ss.
COUNTY OF LOS ANGELES )
I, Kimberley Clark, Clerk of the Parking Authority of the City of Burbank, do hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the Parking Authority of the City of Burbank at its regular meeting held on the __ day of March, 2026 by the following vote:
AYES:
NOES:
ABSENT:
_________________________
Kimberley Clark, Clerk
464
ADOPTED CHANGES REVISED
REVENUE BUDGET GROWTH BUDGET
NO. CATEGORY FY 25-26 (REDUCTIONS) FY 25-26
1 Sales Tax 63,381,000 (3,400,000) 59,981,000 2 Property Taxes 82,557,013 - 82,557,013 3 Utility Users Tax 20,802,308 - 20,802,308 4 Services Charges - Intra City 17,590,495 - 17,590,495 5 Services Charges 28,529,794 500,000 29,029,794 6 In Lieu of Tax 10,694,333 - 10,694,333 7 Interest/Use of Money 4,612,156 - 4,612,156 8 Parking/Traffic/Other Fines 2,864,000 300,000 3,164,000 9 Transient Occupancy Tax 14,407,120 (200,000) 14,207,120 10 Building Permits/License Fee s 7,072,531 - 7,072,531 11 Transient Parking Tax 4,889,040 - 4,889,040 12 Business Taxes 2,538,000 - 2,538,000 13 Franchises 1,535,400 - 1,535,400 14 Intergovernmental Revenues 1,985,961 - 1,985,961 TOTAL REVENUES 263,459,151$ (2,800,000) $ 260,659,151 $ TOTAL RECURRING REVENUES 260,659,151$ (1)
ADOPTED ADOPTED ADOPTED
EXPENDITURE SALARY & BENEFITS MS & S EXPENDITURES
NO. CATEGORY FY 2025-26 FY 2025-26 FY 2025-26
1 City Council (587,013) (1,789,823) (2,376,836) 2 City Manager (3,139,875) (780,044) (3,919,919) 3 City Clerk (1,609,072) (556,649) (2,165,721) 4 City Treasurer (934,441) (197,615) (1,132,056) 5 City Attorney (6,053,313) (505,314) (6,558,627) 6 Management Services (5,676,550) (2,289,285) (7,965,835) 7 Financial Services (6,815,047) (1,304,994) (8,120,041) 8 Parks & Recreation (21,209,647) (16,957,051) (38,166,698) 9 Library Services (8,251,807) (2,980,910) (11,232,717) 10 Community Development (13,534,833) (6,197,265) (19,732,098) 11 Public Works (14,008,438) (6,892,893) (20,901,331) 12 Fire (43,069,950) (7,866,548) (50,936,498) 13 Police (62,834,424) (15,435,525) (78,269,949) 14 Non-Departmental (4,870,827) (5,830,593) (10,701,420) TOTAL EXPENDITURES (192,595,239)$ (69,584,509) $ (262,179,746) $ TOTAL RECURRING EXPENSES (262,179,746)$ (2)
RECURRING BALANCE / (DEFICIT) (1,520,595)$ (3) = (1) + (2) Attachment 3
CITY OF BURBANK
Mid-Year FY 2025-26
-------------------------------------------------------------END OF RECURRING------------------------------------------------------------------------ General Fund Projected Spendable Fund Balance for June 30, 2026 Attachment 3 - Page 1 465
Attachment 3
CITY OF BURBANK
Mid-Year FY 2025-26
General Fund Projected Spendable Fund Balance for June 30, 2026
NON-RECURRING
PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2025 46,736,368$ (4) Formal Reserve Adjustment (FY 2025-26) (4,131,896)$ (5) Contribution to Compensated Absences Reserve (FY 2025-26) (77,783)$ (6) ADJUSTED BEGINNING SPENDABLE BALANCE - JULY 1, 2025: 42,526,690$ (7) = (4) thru (6) Non-Recurring Revenue/Use of Resources 1,361,757$ (8) Estimated Budget Savings (FY 2025-26) 5,243,595$ (9) Adopted One-Time Budget Items (4,366,856)$ (10) ERP Ramp-up Contribution (1,202,469)$ (11)
Additional Contribution to CalPERS (5,914,200)$ (12) Mid-Year Budget Requests (net of revenue) (1,890,820)$ (13) NET TOTAL NON-RECURRING ITEMS (6,768,993)$ (14) = (8) thru (13) NON-RECURRING BALANCE POST PROPOSED ITEMS 35,757,696$ (15) = (7) + (14) RECURRING BALANCE / (DEFICIT) (1,520,595)$ (16) = (3) PROJECTED SPENDABLE FUND BALANCE - JUNE 30, 2026 34,237,101$ (17) = (15) + (16) Attachment 3 - Page 2 466
2025-26 2026-27 2027-28 2028-29 2029-30
Recurring Items:
Revenues
Sales Tax 59,981 60,926 62,647 64,589 66,643 Property Taxes 82,557 85,859 89,723 93,760 97,980 Utility Users Tax 20,802 22,425 23,546 24,723 25,960 Services Charges - Intra City 17,590 18,646 19,578 20,361 21,074 Services Charges 29,030 30,046 31,097 32,030 32,991 In Lieu of Tax 10,694 11,753 12,341 12,958 13,606 Interest/Use of Money 4,612 4,704 4,751 4,799 4,847 Parking/Traffic/Other Fines 3,164 3,322 3,488 3,628 3,737 Transient Occupancy Tax 14,207 14,633 15,585 16,909 16,656 Building Permits/License Fees 7,073 7,426 7,723 7,994 8,233 Transient Parking Tax 4,889 5,133 5,390 5,660 5,829 Business Taxes 2,538 2,614 2,693 2,773 2,857 Franchises 1,535 1,551 1,566 1,582 1,598 Intergovernmental Revenues 1,986 2,026 2,066 2,108 2,150 Total General Fund Revenues 260,659 $ 271,065 $ 282,195 $ 293,874 $ 304,159 $ Expenditures
City Council (2,377) $ (2,490) $ (2,598) $ (2,692) $ (2,789) $ City Manager (3,920) (4,088) (4,204) (4,315) (4,433) City Clerk (2,166) (2,260) (2,327) (2,391) (2,459) City Treasurer (1,132) (1,180) (1,213) (1,245) (1,278) City Attorney (6,559) (6,832) (7,004) (7,175) (7,356) Management Services (7,966) (8,313) (8,570) (8,810) (9,063) Financial Services (8,120) (8,465) (8,697) (8,922) (9,160) Parks & Recreation (38,167) (39,885) (41,285) (42,552) (43,884) Library Services (11,233) (11,720) (12,075) (12,409) (12,761) Community Development (19,732) (20,597) (21,248) (21,853) (22,491) Public Works (20,901) (21,821) (22,519) (23,166) (23,848) Fire (50,936) (54,311) (56,744) (59,388) (61,390) Police (78,270) (81,519) (84,912) (88,451) (91,124) Non-Departmental (10,701) (11,781) (12,724) (14,459) (14,768) Total General Fund Expenditures (262,180) (275,262) (286,121) (297,827) (306,804) RECURRING BALANCE / (DEFICIT) (1,521) $ (4,198) $ (3,926) $ (3,952) $ (2,645) $ Attachment 4
PROJECTED
General Fund
Financial Forecast FY 2025-26 through FY 2029-30
Mid-Year FY 2025-26
(Amounts in Thousands)
Attachment 4 - Page 1 467
2025-26 2026-27 2027-28 2028-29 2029-30
Attachment 4
PROJECTED
General Fund
Financial Forecast FY 2025-26 through FY 2029-30
Mid-Year FY 2025-26
(Amounts in Thousands)
Non-Recurring Revenue/Savings Items:
Non-Recurring Revenue/Resources 1,362$
Estimated Annual Budget Savings 5,244 5,505 5,722 5,957 6,136 Non-Recurring Revenue/Savings Total: 6,605 5,505 5,722 5,957 6,136 Plus Est. Beginning Balance June 30th 46,736$ 34,237 $ 21,217 $ 13,394 $ 6,468 $ Working Capital Reserve (2,479) (1,962) (1,629) (1,756) (1,347) Emergency Reserve (826) (654) (543) (585) (449) Budget Stabilization Reserve (826) (654) (543) (585) (449) Compensated Absences Reserve (78) -
Adjusted Beginning Balance July 1st 42,527 30,966 18,503 10,467 4,224 Less Non-Recurring Expenses
One-Time Budget Items (4,367)$
ERP Ramp-up (1,202) (1,804) (2,405) (1,503) Contributions to CalPERS (5,914) (4,500) (4,500) (4,500) (4,500) Deposit to 115 Trust (4,753)
Mid-Year Budget Requests (1,891)
Subtotal Non-Recurring Items (13,374) (11,057) (6,905) (6,003) (4,500)
EXCESS/(DEFICIENCY) OF REVENUE
OVER APPROPRIATIONS 35,758 $ 25,415 $ 17,320 $ 10,421 $ 5,860 $ PLUS RECURRING BALANCE (ABOVE) (1,521)$ (4,198) $ (3,926) $ (3,952) $ (2,645) $ ENDING SPENDABLE FUND BALANCE 34,237$ 21,217 $ 13,394 $ 6,468 $ 3,215 $ FORMAL RESERVE BALANCES 65,545 $ 68,816 $ 71,530 $ 74,457 $ 76,701 $ Attachment 4 - Page 2 468
Appropriations Revenues Net Impact
Total General Fund Appropriation Requests 1,951,820 $ 61,000 $ 1,890,820$ Non-General Funds
Public Improvements Fund - Transportation (Fund 107) 72,652 - 72,652 Community Development Block Grant (Fund 122) 168,514 - 168,514 Parking Authority Fund (Fund 310) 230,585 70,000 160,585 General City Capital Projects Fund (Fund 370) 477,536 77,536 400,000 Water Fund (Fund 497) 493,000 - 493,000 Refuse Collection and Disposal (Fund 498) 300,000 - 300,000 Vehicle Equipment Replacement (Fund 532) 100,000 - 100,000 Office Equipment Replacement (Fund 533) 93,772 - 93,772 Municipal Infrastructure Fund (Fund 534) 1,093,270 - 1,093,270 Total Non-General Fund Appropriation Requests 3,029,329$ 147,536 $ 2,881,793 $ 4,981,149$ 208,536 $ 4,772,613 $
ATTACHMENT 5
CITY OF BURBANK
SUMMARY OF MID-YEAR REQUESTS
FISCAL YEAR (FY) 2025-26
Grand Total All Funds Appropriation Requests