Tag Archives: City of Burbank

Public Submissions Needed for Police Commission Vacancy

Release by the City of Burbank:

The Burbank City Clerk’s Office is accepting applications for the Police Commission beginning June 21, 2019 through July 22, 2019. To apply, please visit www.burbankca.gov/bccapplication or pick up an application in the City Clerk’s Office located in City Hall at 275 East Olive Avenue. Applications may be submitted online. For more information, please contact the City Clerk’s Office at (818) 238-5851 or by email at cityclerks@burbankca.gov.

BOARD/COMMISSION/COMMITTEETERMNO. OF VACANCIESSPECIFIC REQUIREMENTSFORM 700
Police CommissionUnexpired
term until

7-31-2021

1NoneNot

Required

The deadline for submitting an application to the City Clerk’s Office is Monday, July 22, 2019 by 5:00 p.m. Applications may be submitted online at www.burbankca.gov/bccapplication. The appointment is tentatively scheduled to be made at the July 30, 2019, City Council Regular Meeting. All City Board, Commission, and Committee members serve without compensation from the City. No individual shall serve on more than one Board, Commission, or Committee at the same time. All applicants must be electors of, and actually lives in the City of Burbank, with the exception of the Burbank Cultural Arts Commission and the Sustainable Burbank Commission. (Per BMC Sections 2-1-405, 2-1-406, 2-1-407)

Chick-fil-A Officially Opens In Burbank

It’s finally official. The long-awaited Burbank Chick-fil-A located at Olive Avenue and Alameda Street has opened for business. City officials, Burbank Chamber of Commerce ambassadors and Chick-fil-A management held a ribbon-cutting ceremony Thursday morning, January 10.

(Photo by Ross A Benson)

Burbank Mayor Emily Gabel-Luddy presented franchise owner Kenny Schopp with a City certificate and welcomed the new business to Burbank. The Mayor was joined by fellow City Councilmembers Jess Talamantes and Bob Frutos.

Following the official ribbon cutting, the officials took a bite of a chicken sandwich as part of an ongoing Chick-fil-A tradition.

The store had opened at 6:00 a.m. for the breakfast crowd and for the winners from the overnight opening party. The store was crowded with lines reaching 30 deep most of the day.

(Photo by Ross A Benson)

The Burbank store does not have regular drive-up window service but guests can order online with the Chick-fil-A app and park in designated spots and have the pre-ordered meal delivered to your car.

The Burbank location will employ more than 100 full- and part-time team members, who will have benefits including scholarships, flexible schedules and Sundays off to spend time with family and friends.

 

 

 

 

 

 

 

New Operator Chosen to Run DeBell Golf Course / Restaurant

Staff of the Burbank Parks and Recreation Department has selected Touchstone Golf, LLC as the new operator of the DeBell Golf Club.

In a memo from Parks and Recreation Director Judy Wilke to Burbank City Manager Ron Davis, Touchstone Golf was picked after an extensive selection process which included interviews, site visits, and reference checks. “Touchstone has a 12 year track record of success and cost effectively managing golf courses, delivering a first-class experience for golfers, providing a stimulating workplace for employees, and optimizing operational and financial outcomes for the golf course owners.” according to the memo.

Touchstone will provide management of the 18 hole golf course, par three golf course, driving range, as as the food and beverage facilities. They will also handle the landscape and golf maintenance. In the also oversee hiring of personnel and marketing, oversee accounting and payroll and bring in special events and tournaments.

While an agreement has not been finalized yet and must go in front of the city Council, the terms of the contract is for five years with an option for an extension of additional five years. Touchstone will pay the city of Burbank $8,000 per month for their services with the terms of the agreement not to change for 10 years. A revenue-sharing component is still being discussed were Touchstone would be eligible to earn 15% of any increases in annual net operating income over the prior year.

Touchstone has agreed to keep the golf fees and membership programs at the same price until they have reviewed all of the pricing. Any proposed change in fees will need to be approved by the city Council. All current golf course, food and beverage,  landscape and maintenance employees will have the opportunity to  keep their jobs. A general manager, golf professional, food and beverage director and golf course superintendent will also be established for DeBell.

Wilke expects to have the negotiations finalized for the City Council’s meeting on November 27. If the Council agrees Touchstone can start operations as soon as December 1.

 

Voters Approve Measure P, Measure QS Fails by Less Than 5 Percent

Burbank voters took to the polls on Tuesday with just two local issues on the line: a sales tax increase to help Burbank City services and a school parcel tax that would allow schools to keep some programs.

Measure P, which was named Burbank Infrastructure And Community Services Protection on the ballot would approve an ordinance establishing a 3/4¢ sales tax providing approximately $20,000,000 annually until ended by voters.

It passed by slightly over 60% with 16,039 votes with only 10, 685 opposed.

Measure P will increase the General Fund’s sales tax percentage share from 1.00% to 1.75%, which would use up the remaining sales tax potential of 0.75% and boost the local sales tax rate from 9.50% to the maximum 10.25%.

The General Fund’s sales tax revenues is estimated to increase by an estimated $20 million, from an estimated $34 million to $54 million. The City will use this additional $20 million to meet increased pension liability payments and to fund needed capital improvements within Burbank, including more street repaving.

The extra 0.75% in sales tax will take effect beginning April 1, 2019, and it will continue until ended by the voters. There’s no automatic sunset provision.

Measure QS which would have levied 10 cents per square foot of improved property annually, providing approximately $9,000,000 in annual local funding, actually was supported by a higher percentage than Measure P, but fell just short of its 65 % passage. Yes votes were 16,354, no 10,161, which gave the measure only 61.68%.

A press release was issued on Wednesday by the Burbank Unified School District:

Despite earning the support of almost 62% of voters in Tuesday’s election, Measure QS does not appear to be on track for passage as the County works to finalize its vote count over the next few weeks. Measure QS would have raised over $9 million a year to address the District’s structural deficit, recruit and retain employees, and maintain and expand supports for our students. 

While Measure QS did not attain the 66.7% threshold as required by law, we greatly appreciate the support of the nearly 62% of voters who were willing to increase their financial commitment to Burbank’s schools. This was by far the greatest demonstration of public support for Burbank’s schools that the District has ever seen with 16,354 votes and counting.

Over the next few months the District will be scheduling a series of listening sessions to solicit public feedback as the Board and District administration consider the cuts necessary to address the structural deficit of the District. Some of the areas that will be considered for reduction include professional development programs, campus administration and support personnel, elementary music, secondary arts, college and career programs, the Gifted and Talented Education (GATE) program, and elementary physical education. 

While we know we face significant challenges ahead we remain committed to the fight for quality schools in Burbank. 

—The Burbank Board of Education and Superintendent Matt Hill 

myBurbank Recommends ‘YES’ Vote on Both Measures P & QS

myBurbank recommends a ‘YES’ vote for the City of Burbank’s Propositions P and the Burbank Unified School District’s Measure QS.Please take the time to read both of our Proposition fact pieces written by Greg Simay.

Measure QS 

Measure P

Here is our reasoning for supporting both:

MEASURE QS

We recommend a “YES” on Measure QS.

We thought a long time about this one.

The parcel tax will hit hardest large enterprises; many of them have been the strongest donors and supporters of Burbank schools.  For every 100,000 square feet of taxable real estate they own, they could be paying $10,000 a year more each year.  There will likely be some senior citizen apartment dwellers who could see a $10+ per month increase in their rents, if their landlords decide to pass along the costs of the parcel tax to renters.

And a lot of people in-between are hurting financially, even in an employment powerhouse like Burbank. 

But we’re asking you to vote yes anyway.  The Burbank Unified School District is in a pickle not of their making.  Since 2014, Sacramento has, without so much as a by-your-leave, been making local school districts pay more for teacher retirements so that it can pay less.  By 2020, our District will be paying $13 million more per year in pension payments compared to 2014.

If any state government deserves a pitchfork-and-torchlight parade, it’s Sacramento.  But don’t expect reform anytime soon.

Meanwhile, the schools face a $2.5 million deficit beginning in 2019 even if teachers receive no salary increase and even if no new education initiatives are launched.  Existing programs, including college and career courses, elementary school music programs and some physical education instruction, will be facing the ax.

The District has eliminated some top administrative positions, and the City of Burbank continues to pay for crossing guards and school resource officers, as well as helping out the District in other ways.  But at the end of the day, wages and salaries account for 88% of the District’s budget.  Making substantial cuts would immediately translate into larger classrooms and fewer programs.

We wished that the District had been beating the drums sooner about what Sacramento has done and will be doing through 2020.  Going forward, whether Measure QS passes or not, the District must do a better job of alerting the public to any funding challenges that lie ahead. 

If Measure QS passes, the District must pledge to go the extra mile in being accountable and making sure that we know that the Measure QS funds are really, truly making a difference in students’ lives.  To use an movie industry term, they need to show us that the “money made it to the screen.”

It’s been said that our children will not have it as good as we will.  And that may well be true if they don’t bring high skills to the marketplace, and especially true if they are saddled with college debt in the bargain.  But what if quality public schools could aim students in the right direction, being a strong candidate for an apprentice program for a high-demand trade or craft? Or shaving a year or so off college?  And not having to accomplish this by resorting to a private school?

Parents and relatives of Burbank students: we think you already know that Burbank schools are those quality schools.  That’s why so many of you paid a premium to buy homes here (and ok, maybe for a shorter commute as well.)

And that’s why we’re coming down on the side of voting “YES” for Measure QS.

MEASURE P

We recommend that you vote “yes” on Measure P.

The City is squarely facing its General Fund capital funding and operating budget shortfalls. A lot of its capital funding dried up when the State curtailed redevelopment in 2012.  Burbank’s redevelopment efforts had been very successful and as a consequence, had been able to support quite a few capital improvement projects that would otherwise have fallen to the General Fund.

The operating shortfall had been a self-inflicted wound; in prior decades, the City (along with most other California cities) took “pension holidays” rather than build a rainy day fund for tougher times, which came with a vengeance in 2008.  But during those times, the City did create a legacy of signature facilities, including upgraded fire stations and a signature Buena Vista Library 2.0.

The City has not waited until now to address the pension elephant.  It got its proprietary funds healthy enough to address their portions of the retirement burden, while still keeping rates and fees competitive.   For all new hires, including those in the General Fund, pension programs are significantly less generous than before, and the new hires are paying a higher percentage of the cost—50%.  A chunk of cashed-out redevelopment money was used to reduce future pension liability by $750,000 per year.

Over the last several years, the City has cut General Fund staffing by about 5%, not counting the further savings generated by the temporary hiring and salary freeze. As a result, emergency funds are fully stocked, and by the end of this fiscal year, the City will have generated over $14 million spendable surpluses.  More recently, the City is making progress in generating $9.0 million in savings per year, including having all employees—not just new hires—contributing to their retirements at the 50% level.

All of these efforts do not eliminate a need for the extra sales tax of ¾ penny per dollar.  Without it, there would have to be cuts in City services and capital improvements deferred.

But, the City has shrunk the elephant to the point that this tax would not only eliminate the operating shortfall, but could also inject over $10 million in annual capital funding.  And because of the spendable surplus, the City Council has the flexibility to decide how much to further accelerate the pension liability payments so as to reduce future payments.  In any case, the capital monies spent, by policy, would be in addition to a baseline funding level.  No shell games here.

And as taxes go, the sales tax is less onerous than most, and one-third will come from non-residents spending money here.  There will be watchdog committees in place as well, beyond the ongoing scrutiny from various Council watchers.

In other words, the City is firmly under adult supervision, to the envy of many of our neighbors.

There’s also the consideration that if we don’t raise the sales tax rate by ¾% to the maximum allowed rate of 10 ¼%, some other County or regional agency will.   At best, only a portion of the money wiould return to Burbank with—how to put this politely—distant accountability.   And hard-to-see results.  Even with a magnifying glass.

We’d rather the money stay in Burbank under the control of local officials that are accessible and accountable, rather than distant and unknown.

Vote “yes” on Measure P.

Measure P – A Complete Breakdown of the Measure for the Burbank Voter

Editor’s Note: Greg Simay worked for the City of Burbank for over 40 years and retired in 2009. He has written for myBurbank for a number of years as our Entertainment Reporter. He has a vast knowledge of the City of Burbank and its workings. We asked him to break down both the Measure P and Measure QS ballot measures on the November 6 ballot. – cs

In the November 6 election next Tuesday, the Burbank City Council hopes voters will approve Measure P (City Ordinance No. 18-3,904.)  It would add 0.75% (¾%) to the local sales tax rate.  Measure P can pass with a simple majority of the votes cast.

The current total local sales tax rate in Burbank is 9.50%, divvied up as follows: 5.00% goes to the State of California, 3.5% goes to various Los Angeles County agencies, and 1.00% currently goes to the City of Burbank’s General Fund.  For California, the maximum sales tax, with the local sales tax rate included, is 10.25%.

Measure P would increase the General Fund’s sales tax percentage share from 1.00% to 1.75%, which would use up the remaining sales tax potential of 0.75% and boost the local sales tax rate from 9.50% to the maximum 10.25%.

The General Fund’s sales tax revenues would increase by an estimated $20 million, from an estimated $34 million to $54 million.  The City would use this additional $20 million to meet increased pension liability payments and to fund needed capital improvements within Burbank, including more street repaving.

The extra 0.75% in sales tax would take effect beginning April 1, 2019, and it would continue until ended by the voters.  There’s no automatic sunset provision.

Impacts of Measure P on the taxpayer and the City’s General Fund.

The impacts of the sales tax include those on the taxpayers and the City’s General Fund.

Impacts on the taxpayer. 

For a hundred dollar purchase of household goods, the proposed ¾% would increase the sales tax by 75 cents, from $9.50 to $10.25.  In contrast, many of the food items on a $100 purchase at the local supermarket would be exempt from the sales tax. 

On the other hand, the impact on big-ticket items would be noticeable.  For a $40,000 car purchase, for example, the proposed ¾% would increase the sales tax amount by $300, from $2,850 to $3,150.

Neighboring Glendale and Pasadena are also asking their voters to up the local sales tax rate on November 6.  Sales tax shopping looks to be a bit harder.

Impacts on the City’s General Fund. 

The extra $20 million would start flowing into City coffers by June 2019, in time to be available for the City’s 2019-20 fiscal year.  Measure P revenues would be used to eliminate the General Fund’s operating deficit and substantially reduce the General Fund’s capital improvement funding shortfalls.

Eliminating the operating deficit.  Absent cost cutting or additional revenues, the City’s General Fund will face a long-term operating deficit of $9.5 million, driven by increased pension liability payments, within four years.

  • The General Fund’s required annual payment for the City’s unfunded pension liability will be increasing by $14.6 million, from the current $12.9 million to a forecasted $27.5 million by FY 2022-23, less than four years from now. These higher-level payments are forecasted to continue for over 20 years before dropping back to the $12.9 million.  
  • Earlier this year, the potential operating deficit in FY 2022-23 was expected to be $30.5 million per year, but Burbank voters passed Measure T and preserved the In-Lieu Transfer, which provides $12.5 million annually. So now the potential operating deficit is down to $18.0 million.   
  • However, the City is actively working to reduce General Fund labor-based operating expenses so that by FY 2022-23, the deficit will have shrunk to $9.5 million. A major reform will be to require all existing employees, including Police and Fire, to pay one-half of their pension costs going forward; this requirement already applies to new hires.

Addressing capital improvement shortfalls.  To meet 75% of currently unfunded capital improvement needs over the next 25 years, the General Fund would need to provide $17.9 million per year in additional capital funding from a new revenue source.  

  • The City has identified $683.0 million worth of the infrastructure needs that would rely on the General Fund: $151.5 million for streets,  $99.5 million for facilities, $94.0 million for parks, $126.2 million for storm drains and $213.1 million for new assets. 
  • An extensive laundry list of unfunded infrastructure needs will have projects competing to be high priority, and not every proposed project will merit the green light. However, significant annual outlays would have to occur to make any significant progress on projects that do make the cut. Funding at the 75% level would allow the City to tackle its priority infrastructure needs.
  • To have a steady program of street pavement improvements, the City would need $8.0 million annually. Currently the City can devote $3.0 million from existing annual funding and $2.5 million from SB1 annual revenue, for a total of $5.5 million. 

If Measure P passes, the City could make significant progress toward the $17.9 million funding at the 75% level.  If a persistent $9.5 million per year is needed to meet what would otherwise be an operating deficit, then up to $10.5 million in annual Measure P revenues could be devoted toward the $17.9 million target on a pay-as you-go basis.  For example, the City could provide an additional $2.5 million for street paving, bringing the total funding to the $8.0 million needed for a continuous paving program

Measure P revenues could also be leveraged to support a higher level of capital funding, if it were used in bond financing.  The General Fund is nearly debt-free; the one outstanding bond will be paid off in June 2023.  So it seems feasible for the City to keep debt servicing well within the Measure P revenues available for capital funding, and avoid overleveraging.

How the General Fund got into trouble.

Deferred pension payments caused the operating shortfall; the end of redevelopment hurt capital funding.

Deferred pension funding has long been the proverbial elephant in the room, one that, in the past several years, the City has started to seriously face.

  • Typically, the California Public Employees Retirement System (CalPERS) needs annual contributions from Burbank and other member cities in order to meet its pension obligations to them. But during the go-go 90s, CalPERS had achieved very healthy rates of return, healthy enough to stand in for the California cities’ annual contributions.  By 2002, the City’s retirement plans were between 130% and 140% funded.  Burbank, along with most other California cities, decided to defer the pension payments.
  • In fairness, the City had suffered budget blows as Lockheed, from 1989 through 1994, withdrew from Burbank as the classic Cold War ended and the political center of gravity shifted eastward. Not having to fund pensions for was a welcome break.  The 90s also saw the successful retention of the major studios as well as major progress in attracting new developments, progress that continued into the 00s.    Sales tax revenues were rising and property values were roaring back.
  • But California cities generally—not just Burbank—should’ve realized that the fat times were getting leaner. CalPERS funding sank below 100%.  Rates of return became volatile, especially during the “Great Recession.”  In those turbulent times, CalPERS suffered nearly a 25% loss in a single year.

In hindsight, the city councils of yesteryear should’ve taken advantage of the good times and established rainy day funds, or at least resumed pension payments to keep retirements from becoming less than 100% funded.  As well, CalPERS should’ve begun earlier to base their earnings projections on lower, more stable rates of return.

Instead, the City embraced an ambitious building program: rebuilding fire stations, adding a signature library, and building modern headquarters for police, fire and other customer services.  All worthy projects benefitting the community, and leaving a legacy of quality facilities for years to come.  Unfortunately, there’s now also a legacy of revenue shortfalls.

Beginning earlier this decade, the City has been shrinking the pension elephant.   For new hires in all categories, including Police and Fire, the City offers significantly reduced retirement plans. New hires must also pay 50% of their retirement.  As the years pass, these reforms will increasingly reduce the City’s pension liability exposure. And as will be described in greater detail later, the City has been making progress on other reforms independently of Measure P. 

But meanwhile, the pension elephant is still formidable.  Today, the City’s pension plans are funded between 70.2% and 76.5%.  A wiser CalPERS now aims for lower-but-more-stable returns on investment, recently lowering their long term investment rate-of-return target from 7.5% to 7%, phased in over the next three years.   And this, along with the need to re-achieve 100% retirement funding, means the City will be contributing more, much more, to CalPERS.

The discontinuance of redevelopment has been a blow to capital funding. 

  • Under redevelopment the City had been able to keep the difference between the property tax revenues from new projects, and the taxes from the old facilities they replaced. The additional revenue was used to support bond funding, which in turn often supported various capital improvement projects. 
  • Although these projects had to have a nexus to the City’s redevelopment efforts, they often overlapped with projects that the City would have had to undertake anyway. So in practice redevelopment became an important source of capital funding, worth tens of millions annually in the 00’s.
  • For a variety of reasons, including the State’s desire to reclaim tax increment revenues for itself and its counties, redevelopment ended in February 2012, setting the stage for the underfunding of he City’s infrastructure projects.

Meanwhile, the City’s infrastructure needs to be replaced, retrofitted or otherwise overhauled.

There is some good news: Several important funds are not facing operating and capital budget shortfalls.  Water, power, refuse and sewer services are not in trouble. These services are supported by separate water, power, refuse and sewer rates, and rate revenues flow into various proprietary funds, which are distinct from the General Fund.  Proprietary funds will continue to cover their share of employee retirement obligations, to meet their various capital needs and to keep their reserve funds strong.  Moreover, the City’s rates are very competitive with those of neighboring agencies, while supporting high levels of customer service.

Evaluating Measure P against alternative solutions

From most desirable to least desirable, there are three basic ways the City can address the General Fund’s operating deficit and underfunded capital improvements:

  • Reduce costs in a manner that allows high levels of customer service to continue and infrastructure investment to occur.
  • Increase revenues, such as by passing Measure P.
  • Reduce costs by reducing the scope and quality of customer service and infrastructure maintenance, but without endangering public health and safety.

Whichever alternative is adopted, the General Fund’s emergency reserves of about $33 million would remain untouched by policy. 

These alternatives are discussed in reverse order, beginning with the least desirable alternative.

Cut costs by cutting the scope and quality of services?

Even with a very cautious approach to preserving public health and safety, there could still be a number of across-the-board service cuts that would immediately reduce the quality of services and further reduce them over the long term, as streets and other public infrastructure deteriorate.  And to the extent one City service is spared the ax, all the other services would suffer deeper cuts.

It appears that a strong majority of Burbank citizens do not want service cuts.  Some cities, with smaller revenue bases than Burbank’s, no longer have their own municipal police and fire departments (or never had them in the first place,) electing to rely on the County Sherriff or County Fire.  These cities made the decision to accept an adequate, but less tailored, level of service for a lower cost.  Other cities have scaled back recreational activities, or limited hours of operation.   Their citizens hopefully have at least a lower tax burden to offset a reduced quality of municipal services.

But in Burbank’s case, strong public sentiment to preserve the City’s high standard of public services continues to be very strong.  In November/December 2017, over 2,600 Burbank registered voters were surveyed on City services. (This is a large enough sampling to allow the Council to reliably take the pulse of the voting public.)  Last January the City Council learned that 90% of the respondents thought it extremely important or very important to maintain high levels of police, fire and 911 response.  For keeping neighborhoods safe and clean, it was 86%; for maintaining park and recreation facilities and programs, it was 73%.  Overall, 82% of those polled agreed that maintaining the City’s essential services was extremely or very important.

As is often asserted, do the quality of Burbank schools and City services significantly boost property values?  For each of the 86 Los Angeles County communities surveyed, today’s residential real estate prices were compared to the previous, pre-Great Recession peak prices.  Results: 30 communities are still below their previous peaks; nine have peaks up to 5% greater than their previous peaks; for 12, an increase of 5+% to 10%; and for 16, an increase of 10+% to 20%.

There were 19 communities whose current property values are more than 20% above their previous peaks.  With an increase of 26% over its pre-recession peak, Burbank is firmly within this last group.  It shares the spotlight with wealthy enclaves like Beverly Hills, San Marino, and South Pasadena; and with beach communities like Santa Monica and Hermosa Beach. 

Burbank is prosperous, but with a median income of around $66,000, it’s no Beverly Hills.  Nor would Pacific waves crash over Riverside Drive, even if all the ice were to melt.  That leaves the quality of schools and City services (with an assist from the housing/employment imbalance) as the likely driver of property values in Burbank.  While not necessarily relieving any cash flow challenges presented by property ownership, property appreciation does confer a long-term advantage that must be weighed against tax measures seeking to preserve that advantage.   

Increase revenues by passing Measure P and increasing sales tax revenues?

Even in Burbank, there are a lot of people living paycheck-to-paycheck, with household budgets in worse shape than the City’s General Fund.  Nevertheless, Burbank voters by a 4-to-1 margin voted last June to retain the In-Lieu Transfer, an important source of revenue for the General Fund.

But it’s one thing to agree to retain a tax of long standing (since 1958) with no increase in the rates, only an updating of the enabling language.  It’s another thing to propose a tax increase.  Even so, 69% of those polled in the November/December 2017 survey stated they would vote to support a local sales tax increase of ¾%.

Perhaps that’s because if a tax hike is the only alternative to deep cuts in services, upping the sales tax is one of the less-painful methods.  Because of its wide applicability, a modest increase in the sales tax rate can generate millions in revenue. As mentioned earlier, passing Measure P and changing the sales tax rate from 9.5% to 10.25% would generate an extra $20 million annually for the General Fund, beginning in FY 2019-20. 

Past trends suggest that about one-third of the Burbank’s sales tax revenue comes from residents, one-third from local businesses and one-third from non-residents shopping in local Burbank businesses.  It’s true that Transient Occupancy Taxes (the “bed taxes”) get almost all their revenue from non-residents, but increases in the TOT within the bounds of reason wouldn’t raise as much revenue.  It’s also worth noting that individuals and businesses have direct control over their purchasing and, to that extent, some control over how much sales tax they’re prepared to pay.  As mentioned earlier, many food items are exempt from sales taxes, making them less regressive for low-and-moderate-income purchasers.

If Burbank citizens might be taxed anyway, shouldn’t they at least keep the money within Burbank? If Burbank doesn’t capture the remaining 0.75% of sales tax potential, some other agency probably will, and sooner rather than later.  Recent history fuels this concern.  In March 2017, Los Angeles County persuaded voters to pass Measure H, which added 0.25% to the sales tax rate for countywide funding for services to the homeless.  But here’s the kicker: Although Burbank is contributing about $8.0 million for this purpose, the County is under no obligation to dedicate any local return to Burbank or, for that matter, to any of the other cities within Los Angeles County.  In fact, the County had to receive after-the-fact special state legislation that allowed them to grab the 0.25% that would have otherwise been available to cities like Burbank.

According to the survey mentioned earlier, 90% of the respondents favor a requirement that all funds from additional taxes be used in Burbank.  That seems preferable to having to pay an additional ¾% anyway, but to some other agency with no special accountability to Burbank voters.  And if the recently approved Measure H is any indication, there may not even be one dollar of revenue flowing back to Burbank.  Think of what the City, with active citizen involvement, could have done with the $8.0 million now captured by Measure H.

Active citizen involvement is key for the success of Measure P. Burbank voters definitely want accountability: 69% of the survey respondents want to require audits, and 68% want to require citizens’ oversight over any additional revenues raised.

The City Council has heeded the calls for accountability over the use of additional revenues. Measure P explicitly calls for oversight of the use of the additional sales tax revenues.  At Council direction, staff is working to create a new board and strengthen others:

  • Create a new Infrastructure Oversight Board that includes City residents. Responsibilities would include, at a minimum, annual review of proposed infrastructure spending as well as the status of funded projects. 
  • Expand the responsibilities for the existing Retirement Plans Committee to include at least an annual review of the City’s pension funding and benefits.
  • Expand the responsibilities for the Audit Committee to make sure, among other things, that all Measure P proceeds are used in the City of Burbank.

It’s worth mentioning that the City has a track record of being available to citizens and businesses.  It hasn’t hurt that the City has had more than its share of watchdogs, especially during times of controversy.  And while the quality of the watchdoggery has been highly variable, the overall effect has led to a City government with a healthier regard for public opinion.  Having additional oversight for Measure P funds would be in keeping with the City’s culture of citizen involvement and so would be more than a rubber stamp exercise.

The City Council is committed to making Measure P revenues a genuine increase in capital funding. The Council will establish a baseline of capital funding based on the past several years.  Any Measure P funds devoted to capital improvements are to be in addition to this baseline capital spending rather than a substitute for it.

The Council is also requiring that the annual normal cost of the City’s pension plans be funded, with explicit and transparent funding goals that would allow the City to absorb future pension funding charges.  If this policy had been in place in the 90s and early 00s, a substantial pension “rainy day” fund could have been created.

Can enough costs be cut to avoid raising taxes or cutting services?

Measure P appears to be politically viable, and far preferable to reducing the scope or quality of customer services.  Beyond the pension reforms for new hires mentioned earlier, can the City find ways to cut enough costs so that it can avoid raising taxes altogether?  

The number of budgeted positions has significantly decreased.  Over the past 20 years General Fund staffing had roughly fluctuated between 934 and 1,023 full time equivalent positions; but several years ago, the number of positions has continually decreased, dropping to 903 positions.  When redevelopment ended in 2012, most of the 21 budgeted redevelopment positions were eliminated.  Staffing was retained for the real estate section, which had traditionally been a planning function and for which there was an ongoing need.  

The General Fund continues to provide various administrative services for the proprietary funds.  The consolidated approach makes these services more labor efficient; and the General fund is reimbursed for the shared support through its cost allocation plan.

Significant new cost cutting is underway. The City has in fact identified several savings initiatives that, if fully realized as planned within four years, will generate $7.8 million in savings without hurting city services:

  • Have all employees, not just new hires, pay 50% of their pension costs, a greater share than many employees pay presently. Serious discussions are underway.  Estimated savings: $3.7 million.
  • Avoid paying more in salaries that what market competitiveness demands. Estimated savings: $2.0 million.
  • Improve worker safety and reduce lost hours due to injury, which will enable reduced Workers Compensation costs. Estimated savings: $1.2 million.
  • Pre-pay the CalPERS Liability annually. Estimated interest rate savings: $0.9 million.

Note that $3.7 million in savings would come from General Fund employees assuming a greater share of the pension payment burden, and to that extent reducing the potential burden on taxpayers.

A fee study and fee changes have already been completed, which are expected to generate $1.2 million.  These targeted fee increases are preferable to a general tax increase, especially when coupled with the introduction of the PASS program, which allows lower income residents to pay reduced fees for many City services.

In total, these measures could reduce the operating deficit to $9.5 million by FY 2022-23.  But that’s still a big deficit, and capital funding needs remain unaddressed.

The freeze on hiring and compensation will generate several million in savings.  Of the 903 budgeted General Fund positions, a total of 112 person years’ worth of staffing has remained vacant due to the hiring freeze. The General Fund budget is $168 million, with about 80% due to wages/salaries and benefits for the 903 budgeted positions.  Doing the math reveals that each budgeted position is, on average, $150,000 per year.  For 112 positions that totals to $16.8 million per year.

However, it would be a mistake to suppose that most of the $16.8 million would be available as savings.  In many cases, existing staff has had to work extra overtime, at time-and-a-half or greater, to maintain service levels in spite of the vacancies.  For example, 15 vacancies are sworn positions that often must be filled in with overtime to maintain minimum readiness levels. Moreover, some maintenance has been deferred and must eventually be done. 

Nevertheless, there’s likely is to be several million or so in one-time net savings by the time most of these positions are filled, which would take about a year.  And some vacancies may well be permanent; the hiring freeze is an opportunity to increase labor efficiencies without layoffs. 

The decision to save budget surpluses has led to a $14 million spendable balance (i.e., beyond required reserves, in the General Fund.  Even in a typical year, there are a certain number of vacant positions that arise from retirements, resignations, etc.  The resulting net salary savings had been customarily treated as a spendable surplus.  But over the last several years, the surpluses have been accumulating instead, and can now be used to defend against pension liability payments when they are higher than currently estimated. 

Or, they can accelerate the reduction of the pension liability when required payments are lower than estimated. A long-term cost reduction had already occurred in the recent past, when the General Fund was receiving monies from Redevelopment as a consequence of its dissolution. Former Mayor Gary Bric, who served on the Council from 2007 to 2015, recalls successfully advocating for using these monies to pay down some of the pension deficits, which has been saving the City $750,000 per year. 

Or, the spendable surplus could also be used to tackle the General Fund’s needed capital improvement projects sooner rather than later.

The City has achieved a running start on the General Fund’s looming challenges.  The $14-plus million (keeping in mind additional savings from the hiring freeze) can stave off an immediate crisis but without Measure P revenues, the annual operating deficit of $9.5 million would exhaust this amount within two years. 

Attempting to generate $9.5 million purely through staff cuts would require hundreds of permanent vacancies, with resulting drops in service levels that even huge overtime expenses could not overcome.  Parks and fire stations alike would face closures.

But with Measure P revenues, the $18 million could remain available indefinitely.  While the Council and citizenry is considering the best use of these funds, they will be earning around 5% ($900,000 per year) in a special trust fund, versus the usual rate of 1.5% ($270,000) per year. 

So there’s good reason to believe that the City can mitigate General Fund operating and capital budget shortfalls through internal savings, but it would also need to have at its disposal Measure P revenues.

City of Burbank Honored As Family Service Agency Celebrates 65 Years

(Photo by Ross A Benson)

On Friday evening, October 5, at the outdoor terrace of Burbank’s newly renovated Town Center Mall, 325 guests enjoyed a spectacular sunset and dancing under the stars as they celebrated Family Service Agency’s 65th anniversary at the annual Imagine A City Gala.

Master of Ceremonies, Disney’s Joan McCarthy, ensured the evening was a successful tribute to the agency’s longstanding covenant with the Burbank community, while Marsha Ramos, former Burbank Mayor and FSA Board member, delivered the blessing.  “In a time when so many are divided we came together as one community to reflect and celebrate the immeasurable treasure that is FSA,” said Ramos.

BUSD’s Peggy Flynn and Chris Krohn encouraged donations to help FSA continue their important work in the schools, with veterans, the homeless and with victims of domestic abuse. Sunder Ramani, chair of the Burbank Healthcare Foundation, raised his paddle and committed $50,000 from his organization.

“BHF is pleased to continue our partnership with Family Service Agency in our mutual goal to better community wellness,” said Ramani, “FSA is a trusted source for mental health care and BHF is a trusted foundation to provide financial resources as we all try to help our community heal and grow.”

(Photo by Ross A Benson)

2017 honoree, Michael Cusumano presented this year’s Mary Alice O’Connor Visionary Award to Mayor Emily Gabel-Luddy, who was joined at the podium by City Council members Bob Frutos, Tim Murphy, Sharon Springer and Jess Talamantes. Cusumano highlighted the City’s support of the school-based counseling program that began in 2002 thanks to the groundwork laid by the Mayor’s Youth Task Force. The program, which started on three middle school campuses and at Community Day School, is now providing individual and group care to students on all 19 Burbank Unified School District campuses, impacting over 1000 students each year. FSA has three additional contracts with BUSD:  Counseling and Parent Advocacy for Foster and Homeless Youth, Mental Health Care for the Special Education program and the Student Care Centers at John Burroughs and Burbank High Schools.

“No person or organization has been so crucial to the success of the Family Services Agency as the City of Burbank, and so it is entirely fitting that the City is recognized with the 2018 Mary Alice O’Connor Visionary Award,” said Cusumano. “The city was the first to financially support FSA’s development of school-based counseling, and today school districts from all over the region are coming to Burbank to see how our program is changing students’ lives for the better.”

Back in 2005, when Marsha Ramos was Mayor, the City supported FSA in establishing their first long-term transitional shelter for battered women and their children. Mary Alvord was City Manager and Sue Georgino was heading up the Community Development Department at the time, and they helped ensure that the CARE Cottages became safe and secure homes that continue to change lives today. The success of the Cottages then leads to two additional long-term therapeutic homes – one for homeless families and one for homeless young adults and emancipated youth.

Fifteen years ago, FSA was in many ways “homeless” itself. The Agency did not have a purpose-designed facility for the first 50 years of its existence. But that changed in 2005 when FSA and the City entered into a long-term lease for the agency’s current home on Burbank Boulevard. “That was a game changer for FSA,” said Cusumano, “And it could not have happened without the support of the City of Burbank.”

(Photo by Ross A Benson)

As Cusumano shared, the City of Burbank not only provided much needed financial assistance, but it has provided critical leadership support. Not surprisingly, so many of the community leaders that have been the core leadership of FSA have also been senior management and elected officials of the City of Burbank including Ron Davis and our current council members, to past city stewards such as Marsha Ramos, Gary Bric, Dave Golonski, Mike Flad, Sue Georgino, Mary Alvord, Teri Stein, and Mike Albanese.

Bric generously hosted the bar and served as bartender for the evening while Alvord and Stein joined Chris Krohn, Christine Ramos, Renee Williamson, Sue Hoon, Robin Schwer, Sara Sherman, Pat Smola, and FSA Executive Director Laurie Bleick on the Gala committee. Platinum sponsors for the evening were The Walt Disney Company, The Cusumano Family and Cartoon Network Studios.

(Photo by Ross A Benson)

BUSD’s support for student mental health care was evident with Superintendent Dr. Matt Hill, and Board of Education members Dr. Roberta Reynolds, Dr. Armond Aghakhanian, Stever Fritner, and Charlene Tabet on hand to celebrate FSA’s commitment to Burbank’s children. State Senator Anthony Portantino and State Assemblywoman Laura Friedman also shared in the celebration with pride in the important work being done in their districts.

“The City of Burbank can take great pride in the success of the Family Services Agency and the important role that it has played in our community for the past 65 years,” said Cusumano. The evening proved that FSA has many supporters as the Agency remains committed to expanding to meet the mental health care needs of Burbank’s students, individuals, and families.

City Looking to Fill Sustainable Burbank Commission Vacancies

Press Release from City Clerk’s office:

The City Clerk’s Office is accepting applications for the Sustainable Burbank Commission beginning September 27, 2018, through October 29, 2018. Those interested in applying for the vacancies may complete an application online at the City’s Website: http://www.burbankca.gov/bccapplication or pick up the application form in the City Clerk’s Office at City Hall, 275 East Olive Avenue.

BOARD/COMMISSION/ COMMITTEETERMNO. OF
VACANCIES
SPECIFIC REQUIREMENTSFORM 700
Sustainable Burbank CommissionUnexpired term until

7-31-2019

1Resident Requirement 
Sustainable Burbank CommissionUnexpired term until

7-31-2021

1Resident/Non-Resident
Requirement
 

 

The deadline for submitting an application to the City Clerk’s Office is 5:00 p.m., Monday, October 29, 2018. Applications may be dropped off, mailed, emailed or faxed to the City Clerk’s Office. The appointments are tentatively scheduled to be made at the November 13, 2018, City Council Meeting. All City Board, Commission, and Committee members serve without compensation from the City. No individual shall serve on more than one Board, Commission or Committee at the same time. All applicants must be electors of, and actually reside in the City of Burbank, with the exception of the Burbank Cultural Arts Commission and the Sustainable Burbank Commission. (Per BMC Section 2-1-405, 2-1-406, 2-1-407)

City of Burbank Release DUI/License Checkpoint Results

Release from City of Burbank:

The Burbank Police Department Traffic Bureau conducted a DUI and driver license checkpoint on August 25, 2018. The checkpoint was held in the vicinity of Olive Avenue and Lake Street between the hours of 7:00 P.M. and 2:00 A.M.

DUI checkpoints are placed in locations based on collision statistics and frequency of DUI arrests, affording the greatest opportunity for achieving drunk and drugged driving deterrence. Locations are chosen with safety considerations for both police officers and the public.  

In recent years, California has seen a disturbing increase in alcohol and drug-impaired driving crashes. The Burbank Police Department supports the new effort from the Office of Traffic Safety that aims to educate all drivers that “DUI Doesn’t Just Mean Booze.” 

According to Sergeant Todd Fatta of the Burbank Police Traffic Bureau, about 822 vehicles passed through the checkpoint, all of which were screened. The average travel time for vehicles passing through the checkpoint was about 23 seconds. Of the 822 vehicles screened, the following are the results from the checkpoint:

  • Six citations were issued for driving without a valid driver license.
  • Three citations were issued for driving with a suspended driver license.
  • One citation was given for a vehicle equipment violation.

There were no arrests made for DUI, a very promising statistic. Burbank Police Officers noted the high volume of ride sharing services passing through the checkpoint (e.g., Uber and Lyft), which is another indication that the public is making good choices by arranging transportation to avoid placing people at risk by driving under the influence.

The goal of a DUI checkpoint is not to make arrests.  The deterrent effect of high-visibility enforcement, using both DUI checkpoints and DUI saturation patrols, has proven to lower the number of persons killed and injured in alcohol and drug impaired crashes. Research shows that collisions involving an impaired driver can be reduced by up to 20% when well-publicized, proactive DUI operations are conducted. The Burbank Police Department is committed to lowering the number of deaths and injuries upon our roadways and will continue to conduct DUI checkpoints and saturation patrols on an ongoing basis.

This DUI checkpoint was funded by a grant from the California Office of Traffic Safety, through the National Highway Traffic Safety Administration, reminding everyone to “Report Drunk Drivers – Call 9-1-1.”

Burbank Welcomes New Postmaster

New Postmaster Pember is sworn in by Jolene Fischer Operations Manager. ( Photo by Ross A Benson)

A large crowd of postal workers, officials and family gathered for the swearing in of Burbank’s new postmaster, Amber Pember, last month. 

Pember was sworn in by the Manager of Post Office Operations, Jolene Fischer, and Mayor Emily Gabel-Luddy was on hand to present Pember with a city certificate.  The mayor was joined by City Councilmen Jess Talamantes and Bob Frutos.  Pember is a long time United States Postal Service worker and was previously the postmaster at Wasco city post office.

Postmaster Pember and Burbank Mayor Emily Gabel-Luddy using an old mailbox to mail letters ( Photo by Ross A Benson)

Pember started her postal career in 2006 as a part time-letter carrier, and within three years she was promoted to supervisor of customer service at the south station post office in Bakersfield.  By 2012 Pember was postmaster of the City of Wasco post office.

Pember’s stellar career has garnered recognition and awards for her work and leadership, including the Area Vice President’s Award for Outstanding Leadership and Top Performance.  Pember aspires to have the post office work with and be committed to the city. 

“As the postmaster of this media city, my desire is to build a solid relationship of trust through community involvement and exceptional customer service,” Pember said.

During Pember’s acceptance speech, she mentioned that the first piece of Burbank mail was a letter from studio head Jack Warner.

The previous postmaster was Angelina Ines-Batugo, who retired.

Pember will manage all post office operations including 115 city routes delivering to 69,933 addresses and PO Boxes, and she will lead 199 employees.  The post office distributes an average of 219,243 pieces of mail daily.

Postmaster Pember is joined by her family Husband Jason, daughters Sally and Brooke and her father Glenn. (Photo by Ross A Benson)

City Councilmembers Jess Talamantes and Bob Frutos along with Mayor Emily Gabel-Luddy presents a City Certificate to Postmaster Pember. ( Photo by Ross A Benson)

Pember lives with her family in Oxnard.