On the agenda: Burbank BWP Board Meeting - Apr 03, 2025 — datacenter (Apr 3)

CITY OF BURBANK
BURBANK WATER AND POWER BOARD
APRIL 03, 2025
A regular meeting of the Burbank Water and Power Board will be held on April 03, 2025, at 5:00
p.m. in the board room on the third floor of the BWP Ron E. Davis Administration Building – 164
West Magnolia Boulevard, Burbank, California. This facility is disabled accessible. Auxiliary aids and
services are available for individuals with speech, hearing, or visual impairments (48-hour notice is
required). To make arrangements, please contact Armando Casillas via email at
[email protected] or by phone at (818) 238-3550.
Interpretation Requests:
If you would like to participate in public comments and require an interpreter, please telephone the
City Clerk’s Office at (818) 238-5851 at least 48 hours before the meeting.
Si desea participar en los comentarios públicos y necesita un intérprete, por favor llame a la Oficina
de la Secretaria Municipal al (818) 238-5851 al menos 48 horas antes de la reunión.
Եթե ցանկանում եք մասնակցել հանրային մեկնաբանություններին և թարգմանիչ եք
պահանջում, խնդրում ենք զանգահարել քաղաքապետարանի գրասենյակ՝ (818) 238-5851
հեռախոսահամարով հանդիպումից 48 ժամ առաջ
Each member of the public will have a total of three minutes to speak regarding the business of the
utility and have the option to participate in the meeting in person and/or telephonically for general
public comment, provided that the board reserves the right to adjust the time if there is a large
number of speakers. The public may also submit written comments regarding the business of the
utility by emailing [email protected] by noon on the regular meeting date.
To speak during public comment, members of the public may speak for three minutes in person in
the board room on the third floor of the BWP Ron E. Davis Administration Building – 164 West
Magnolia Boulevard, Burbank, California, or by calling 818-238-3627. Members of the public who
attend the meeting in person will speak first, and those who choose to call in will speak once those
in person attendees have completed.
AGENDA
1.

FLAG SALUTE

2.

ROLL CALL

3.

ORAL COMMUNICATIONS
During this portion of the agenda, any person may address the board on any matter
concerning the department’s business or any item on tonight’s agenda.

4.

BOARD AND STAFF RESPONSE TO ORAL COMMUNICATIONS

5.

GENERAL MANAGER REPORT
The General Manager will provide updates on any notable events.

Burbank Water and Power Board – April 03, 2025 Agenda

6.

Page 2

CONSENT CALENDAR (Item A) Roll Call Vote
The board may pull any of the listed consent items for further discussion, which will take
place at the end of the reports to the board.
A.
MINUTES
The board may approve the minutes of the regular meeting on March 06, 2025.
Recommendation
Approve as submitted.
END OF CONSENT CALENDAR

7.

REPORTS TO THE BOARD
A.
BWP OPERATIONS AND FINANCIAL REPORTS
Joe Lillio, Chief Financial Officer, will present BWP’s monthly operating results for the
period ending February 2025 and the year-to-date financial report for the period
ending January 2025.
Recommendation
This is an information item only. No action is required.
B.

PROPOSED FISCAL YEARS 2025-26 AND 2026-27 BUDGETS
Mandip Samra, General Manager – BWP, will present the updates to BWP’s
proposed Fiscal Year (FY) 2025-26 and FY 2026-27 budgets.
Recommendation
Staff requests that the BWP Board recommend approval of the utility’s updated
proposed FYs 2025-26 and 2026-27 budgets as presented at the April 3, 2025 BWP
Board meeting to the Burbank City Council for Funds 496, 497, 483, 133, 129, and
535.

C.

ELECTRIC COST OF SERVICE STUDY, WATER COST OF SERVICE STUDY, AND
PROPOSED FISCAL YEAR 2025-26 AND FISCAL YEAR 2026-27 ELECTRIC AND WATER
RATES
Joe Lillio, Chief Financial Officer, will present BWP’s Electric and Water Cost of Service
Studies and the proposed Fiscal Year (FY) 2025-26 and FY 2026-27 electric and water
rates.
Recommendation
Staff requests that the BWP Board recommend approval to the Burbank City Council
of the utility’s proposed FY 2025-26 and FY 2026-27 electric rate increase of 9.9% to
go into effect January 1, 2026, and 9.9% to go into effect January 1, 2027.
Staff also requests that the BWP Board recommend approval to the Burbank City
Council of the utility’s proposed FY 2025-26 and FY 2026-27 water rate increase of
14% to go into effect January 1, 2026, and 14% to go into effect January 1, 2027.

Burbank Water and Power Board – April 03, 2025 Agenda

D.

Page 3

UPDATE TO BURBANK WATER AND POWER’S EFFICIENCY AND ELECTRIFICATION
PORTFOLIO AND CUSTOMER INCENTIVES
Drew Johnstone, Sustainability Officer, and Drew Kidd, Marketing Associate, will
present updates to the existing portfolio of energy efficiency and electrification
incentives, including electric vehicle incentives.
Recommendation
Staff requests that the BWP Board recommend that the City Council approve the
proposed changes to BWP’s incentive portfolio that will:
1.
Update incentivized measures and increase the incentive cap for business
and affordable housing.
2.
Add incentives for renewable energy storage.
3.
Add incentives for efficiency and electrification for low-income customers
and affordable housing.
4.
Update incentives for used electric vehicles and charging infrastructure.

8.

INFORMATION FROM STAFF
A.
LEGISLATIVE UPDATE – Jason Maruca
B.

CUSTOMER SERVICE UPDATE – none

C.

WATER DIVISION UPDATE – none

D.

POWER SUPPLY UPDATE – Erik Olsen

E.

SUSTAINABILITY UPDATE – none

F.

ELECTRIC SERVICES UPDATE – none

G.

COMMUNICATION AND OUTREACH UPDATE – none

9.

COMMENTS AND REQUESTS FROM BOARD MEMBERS

10.

ADJOURNMENT
The next regular board meeting is scheduled for Thursday, May 01, 2025.

Burbank Water and Power Board – March 06, 2025 Meeting Minutes

BURBANK WATER AND POWER BOARD
MINUTES OF MEETING
MARCH 06, 2025

6A.
UNAPPROVED

Mr. Luddy called the meeting of the Burbank Water and Power Board to order at 5:01 p.m. in the
third-floor board room of the BWP Ron E. Davis Administration Building, 164 West Magnolia
Boulevard, Burbank, California.
Mr. Luddy called for the Pledge of Allegiance to the Flag.
ROLL CALL
BOARD PRESENT:

Mr. Cherry; Mr. Eskandar; Mr. LeMasters; Mr. Luddy; Mr. Malotte;
Mr. Smith; Ms. Tenenbaum

BOARD ABSENT:

None.

STAFF PRESENT:

Ms. Samra, General Manager – BWP; Mr. Prestia, Assistant General
Manager – Utility Administrative Services; Mr. Olsen, Assistant General
Manager – Power Supply; Mr. Sleiman, Assistant General Manager –
Electric Services; Mr. Wilson, Assistant General Manager – Water
Systems; Mr. Lillio, Chief Financial Officer; Mr. Wilson, acting Assistant
General Manager – Chief Technology Officer; Mr. Aquino, Assistant
General Manager – Customer Services Operations; Mr. Johnstone,
Sustainability Officer; Mr. Casillas, Senior Administrative Analyst; Mr.
Chwang, Senior Assistant City Attorney; Ms. Covarrubias, Administrative
Analyst II; Ms. Gonzalez, acting Senior Secretary; Ms. Momayez, Energy
Services & Utility Rates Manager; Ms. Flores, Senior Administrative
Analyst; Ms. Kalomian, Financial Planning & Risk Manager; Mr. Schneider,
Senior Utility Accounting Analyst; Mr. Maruca, Legislative Analyst; Mr.
Lippert, acting Manager Technology; Mr. Cranmer; Environmental Safety
Manager; Ms. Sarkissian, Manager Customer Service Operations; Ms.
Osborne, acting Financial Account Manager; Mr. Messineo, Power
Production Manager; Mr. Canyon, Marketing Manager; Mr. Beckett,
Water Maintenance and Construction Superintendent; Ms. Young, Power
Resources Associate II

ORAL COMMUNICATIONS
None.
BOARD AND STAFF RESPONSE TO ORAL COMMUNICATIONS
None.

1

Burbank Water and Power Board – March 06, 2025 Meeting Minutes

GENERAL MANAGER REPORT
Ms. Samra began her report by informing the board of the impacts on the power grid’s reliability
and water delivery directly resulting from the federal government layoffs. Then, Ms. Samra
highlighted her recent travel to Washington, D.C., to advocate on behalf of BWP and thanked
Mayor Perez, Mr. Maruca, Mr. D’Aquila, Mr. Sleiman, and Mr. Wilson for being there alongside
her.
Lastly, Ms. Samra shared with the board details of an upcoming electric vehicle event happening
on Saturday, March 22, 2025. Ms. Samra continued by highlighting that BWP is sponsoring this
event, where you can test drive a variety of popular electric cars.
CONSENT CALENDAR
MINUTES
It was moved by Mr. Malotte, seconded by Ms. Tenenbaum, and carried 5 – 0 to approve the
meeting minutes of the regular meeting of February 06, 2025 (Mr. Eskandar and Mr. LeMasters
abstained).
REPORTS TO THE BOARD
BWP OPERATIONS AND FINANCIAL REPORTS
Mr. Lillio presented BWP’s financial update for the month of December 2024.
This was an information item only. No action was taken.
PROPOSED FISCAL YEAR 2025-26 AND FISCAL YEAR 2026-27 BUDGETS
Ms. Samra and Mr. Lillio presented BWP’s proposed FYs 2025-26 and 2026-27 biannual budget.
The BWP Board Chair called for a recess at 7:32 p.m.
The BWP Board Chair called the meeting back to order at 7:42 p.m.
Ms. Samra, Mr. Lillio, Mr. Sleiman, and Ms. Osborne responded to board member questions.
It was agreed upon by the board and staff that voting would not take place during the March 06,
2025 BWP Board meeting, and be rescheduled for the April 03, 2025 BWP Board meeting.
ELECTRIC COST OF SERVICE STUDY, WATER COST OF SERVICE STUDY, AND PROPOSED FISCAL
YEAR 2025-26 AND FISCAL YEAR 2026-27 ELECTRIC AND WATER RATES
Mr. Lillio and Ms. Momayez presented BWP’s Electric Cost of Service Study and Water Cost of
Service Study, and the proposed FYs 2025-26 and 2026-27 electric and water rates.
Ms. Momayez, Mr. Lillio, Ms. Samra, and Mr. Wilson responded to board member questions.
It was agreed upon by the board and staff that voting would not take place during the March 06,
2025 BWP Board meeting, and be rescheduled for the April 03, 2025 BWP Board meeting.
2

Burbank Water and Power Board – March 06, 2025 Meeting Minutes

INFORMATION FROM STAFF
LEGISLATIVE UPDATE
Mr. Maruca updated the board on federal and state legislative issues and highlighted legislation
that BWP is monitoring.
Mr. Maruca responded to board member questions.
SUSTAINABILITY UPDATE
Mr. Johnstone informed the board of a future March BWP City Council agenda item regarding a
charging station license agreement with the Hollywood Burbank Airport.
Mr. Johnstone responded to board member questions.
COMMENTS AND REQUESTS FROM BOARD MEMBERS
Mr. Eskandar thanked his fellow board members for engaging in a healthy discussion around the
proposed budget, and thanked staff for their hard work towards creating the proposed budget.
Mr. LeMasters echoed Mr. Eskandar’s comments and highlighted Ms. Samra’s due diligence in
answering all of Mr. LeMaster’s questions relating to the budget.
ADJOURNMENT
The regular meeting was adjourned at 9:29 p.m.
The next regular board meeting is scheduled for April 03, 2025, and will be held in the third-floor
board room at Burbank Water and Power Ron E. Davis Administration Building.

Armando Casillas
Senior Administrative Analyst
Recording Secretary

Mandip Kaur Samra
General Manager – BWP
Secretary to the Board

Bill Luddy, BWP Board Chair

3

7A.

STAFF REPORT
WATER AND
POWER
DATE:

April 3, 2025

TO:

Burbank Water and Power Board

FROM:

Mandip Kaur Samra, General Manager – Burbank Water and Power

SUBJECT: February 2025 Operating Results
*Please note that changes from last month’s report are in BOLD.
SAFETY
Corrective & Preventative Action Items (May 2019 – Present) (90% goal as of 2025):
Staff tracks action items for Environmental Health and Safety (EHS) events from the start
to closure to prevent the recurrence of injury or damage to the City or public property;
BWP has closed 90.4%. of corrective and preventative action items since capturing and
tracking in May 2019.

Employee Engagement - Incidents, Near Misses, and Observations:
BWP continues to improve employee engagement, as measured by the number of
incidents, near misses, and observation reports received from employees. By reporting
these events, we create opportunities to learn and prevent harm to people, the
1

environment, and property. From January 1, 2025, to December 31, 2025, BWP has
received 33 EHS-related reports to count towards the 2025 annual goal of 275.

OSHA Total Recordable Incident Rate (January 2014 – Present):
BWP received two recordable injuries in this reporting period. BWP’s 12-month rolling
average OSHA total recordable incident rate is 3.5, as seen in the graph below.
A Line Mechanic fell off a bike and suffered a laceration on the left side of his neck
from an auxiliary arm he was holding. EHS and the Line Section communicated the
importance of bike safety BWP-wide. He returned to full-duty work.
A Fleet Technician injured his left shoulder while starting a concrete saw. He’s
currently on light duty work.

2

Electric Financial Results

In January 2025, the Electric Fund’s favorable variance was primarily driven by lowerthan-expected retail power supply & transmission costs and higher than expected
other income. These factors contributed to an actual net loss of -$946,914, which was
$2,332,731 higher than the projected net loss of -$3,279,644. While higher-thananticipated operating expenses as well as lower than expected operating revenues
partially offset these positive drivers, overall financial performance exceeded
expectations.

As of January 2025, the year-to-date favorable variance for the Electric Fund was
primarily driven by lower operating costs, including reduced retail power supply &
transmission expenses and lower overall operating expenses. Additionally, higher
3

other operating income resulting from emissions credits and increased indirect income
from insurance proceeds further contributed to the positive results. These gains were
partially offset by interest expenses related to refunding the 2010B revenue bonds as
well as lower than forecasted retail sales revenues. As a result, actual net income stands
at $10,747,880, significantly exceeding the budgeted net loss by $12,305,129.
Water Financial Results

For January 2025, the Water Fund’s month-to-date favorable variance was primarily
driven by higher-than-planned potable water revenues, increased interest income, and
lower bond interest expenses due to refunding the 2010B revenue bonds. These
positive factors were partially offset by lower-than-expected recycled water sales. As a
result, the actual net income for the month was $298,647, exceeding the budgeted net
income by $295,148.

4

As of January 2025, the year-to-date unfavorable variance for the Water Department was
primarily driven by unplanned expenses related to premiums on bond redemption and
lower-than-expected operating revenues, including both potable and recycled water
sales. These shortfalls were partially offset by lower-than-planned operating expenses,
water supply costs, and bond interest expenses. As a result, the actual net income
was $1,566,703, falling short of the projected net income by -$1,208,415.
For additional details, please see the attached financial statements.
Vacancies
The table below shows the number of vacant positions throughout the utility. As of
January 2025, 10.3% of the budgeted positions were vacant, compared to 8.9% at the
beginning of the fiscal year. These vacancies result from employees leaving for other jobs
that offer a more competitive salary and benefits package, retirements, personnel actions,
and ongoing recruitment challenges.
Total Budgeted Positions
Total Positions Filled
Total Positions Vacant

360
323
37

WATER DIVISION
Burbank’s Water Use
The table below shows water use in Burbank during February 2025 compared to
February 2020, measured in gallons per capita per day (gpcd).
Average Monthly Use
126 gpcd
107 gpcd

February 2020
February 2025

5

Burbank Operating Unit (BOU) Water Production
The table below provides the BOU's operational data for February 2025.
Month

BOU
Capacity Factor

BOU
Ave. Flow Rate
gpm

Total System
Blend %
MWD/BOU

Feb-25

86.69%

7,802

15%/85%

12-Month Average

84.20%

7,578

19%/81%

The total system blend percentage represents the total amount of water purchased from
the Metropolitan Water District (MWD) vs. the amount treated by the BOU. This, along
with the capacity factor, is an important efficiency measure. The capacity factor may
fluctuate based on demand and plant production. The amount of MWD water needed is
determined by demand, availability of BOU water, and O&M outages.
Key Performance Indicators
The graphs below illustrate the water division's progress on key performance indicators
through February.

6

Project Updates
Click here for a link to the project updates.
Leak Alert Notifications
BWP provides leak alert services to residents who registered to receive notifications. This
service, called WaterSmart, works by receiving hourly water usage from the meter and
analyzing this data to determine if a leak might be present based on continuous usage.

Water Meters Communication Module Endpoints
At last count, 12,323 water meters were not communicating due to the failure of
communication module endpoints on the meters. The number of endpoints that do not
read data is no longer available due to work on the AMI/CSS system. However, staff reads
these meters manually to ensure accurate billing.
ELECTRIC DISTRIBUTION
Electric Reliability
In February 2025, BWP experienced one sustained feeder outage. In the past 12
months, automatic reclosing has reduced customer outage time by approximately
1,532,715 customer minutes.

7

Reliability Measurement
Average Outages Per Customer Per Year
(SAIFI)
Average Outage Time Experienced Per
Year (SAIDI)
Average Restoration Time (CAIDI)
Average Service Availability
Average Momentary Outages Per
Customer Per Year (MAIFI)
No. of Sustained Feeder Outages
No. of Sustained Outages by Mylar
Balloons
No. of Sustained Outages by Animals
No. of Sustained Outages by Palm Fronds

March 2023 –
February 2024

*March 2024 –
February 2025

0.2484

0.3146

16.19 minutes

13.81 minutes

65.18 minutes
99.997%

43.89 minutes
99.997%

0.1557

0.3661

23

28

3

3

1
1

4
6

*The reliability metrics do not include the outages due to the January 2025 wind
event because they are classified as major outage events.
Supply Chain
The pandemic has heavily impacted the electric utility industry over the last several years.
Pricing and lead times for equipment have increased at an accelerated pace. Below is a
list of lead times for the most common distribution equipment:
Equipment

Typical Lead Time

Current Lead Time

Transformers

12-16 weeks

20-158 weeks

Meters

4-6 weeks

38+ weeks

Cable

12-16 weeks

52+ weeks

Poles

6-8 weeks

30+ weeks

Residential and Commercial Service Planning Activities
Due to the high volume of service requests, Electrical Service Planning has added some
self-service options for its customers to enhance the customer experience and to help
manage the Service Planning team’s availability for field visits. This includes launching a
new portal so customers can self-schedule field visits for meter spots, solar, plan reviews,
and counter visits. The scheduling system checks the employee calendars for availability,
collects required information from customers, and sends automatic reminders and followup emails. The scheduling portal is available on the BWP website:
www.burbankwaterandpower.com/electric/electricplanning

8

Environmental, Health and Safety (EHS) Improvements at McCambridge Substation
As a result of the Environmental Health and Safety (EHS) walks at BWP
substations, we have identified several safety-related items, such as concrete and
asphalt cracking, which were identified as tripping hazards. In the past, BWP
performed several improvements at various substations, such as concrete and
asphalt repairs.
In FY 2024-25, it was determined that the entire driveway at McCambridge
Substation needed to be repaved since most of it had cracked asphalt. In February
2025, the McCambridge Substation driveway was completely repaved. Pictures can
be seen below.

9

McCambridge Substation Driveway Pre-paving

McCambridge Substation Driveway Post-paving

STREET LIGHTING
LED Replacement Program
To date, 95.81% of the total streetlight luminaires have been converted to LEDs,
translating to an annualized energy savings of 5,588MWh or a 60.29% reduction in
energy consumption. LED conversions have also reduced the evening load by 1,295 kW,
shortening the “neck of the duck curve” and reducing the energy generation BWP needs.
Marbelite and Octaflute posts across the City have completely transitioned to LED
lighting. The remainder of LED light conversions are associated with decorative posts.
BWP has 202 decorative LED lights remaining for conversion. The images below show
some proposed solutions for converting the decorative lights. The Ameron Delphi, Tripole,

10

and Gooseneck decorative streetlight standards have been fully converted using the
Keystone LED bulbs. The 3-ring halo LED retrofits will arrive soon and will be installed
shortly after.

Keystone LED Bulb

3-Ring Halo LED

Driver and Housing

CUSTOMER SERVICE OPERATIONS
The charts below reflect the total arrears data as of March 10, 2025.

11

As of March 10, 2025, 1,480 residential customers had at least 60-plus days of arrears.
Of these 1,480 residential customers, 48 receive the Lifeline rate for low-income seniors
over the age of 62 or disabled customers, and 88 receive the Burbank Utility Service
Subsidy (BUSS) rate. The chart below reflects the breakdown of residential customers
with 61-plus-day arrears.

As of March 10, 2025, no Lifeline or BUSS customers have been disconnected for nonpayment.

12

BWP Call Center Call Volume
Month
Feb-24
Mar- 24
Apr - 24
May-24
June-24
July-24
Aug - 24
Sep - 24
Oct - 24
Nov- 24
Dec-24
Jan-24
Feb - 25
Change from previous month (% )

Call Volume
3,816
3,811
3,734
3,894
3,524
4,132
3,594
2,911
3,451
3,489
3,935
4,682
3,462
-26%

SUSTAINABILITY, MARKETING, AND STRATEGY
Social Media and Web Engagement
On social media, February 2025 included invitations to the community to join
BWP’s General Manager at community meetups as well as recommendations to
turn off outdoor irrigation systems during and after the rain storms.
BWP has also engaged with the community with promotions for a “Turf
Replacement On A Budget.” presentation on social media, leading to a full capacity
turnout, and a personal message from Mandip to educate customers on renewable
sources.
BWP’s social media accounts continued to gain subscribers, though slower than
the previous month, which had customers coming to our social media account for
direct updates on the fire and outages. In most cases, the number of subscribers
on each platform rose between 8 and 35, except for X, which had a loss of
subscribers.

13

14

15

Key Account Activity
The Key Account Manager (KAM) completed 20 in-person meetings and 70
maintenance/discovery calls in February.

February 2025
FY to date

Customer
in-person meetings
20
137

Customer maintenance
calls/discovery calls
70
802

BWP’s Customer Sustainability Programs
BWP continues to manage a comprehensive portfolio of resource efficiency programs for
residential and commercial customers, focusing on energy efficiency, peak load reduction,
water conservation, greenhouse gas savings, and building & transportation electrification.
Business Rebates
There was one business rebate application processed in February. Budderfly (Dave’s
Hot Chicken) submitted a refrigeration rebate application. The total rebate was $231.30.

February 2025

1

Energy Savings
(annual kWh)
4,626

FY to date

6

984,357

Customers (#)

Demand Savings
(kW)
0.87
437

Business Bucks
February’s promotion of the Business Bucks (BB) program for small businesses was put
on pause due to the end of the task order with the program’s vendor.

February 2025
FY to date

Customer
Audits (#)
0
64

Customer
Installs (#)
0
48

Energy Savings
(annual kWh)
0
114,520

Demand
Savings (kW)
0
39

Home Improvement Program (HIP)
The HIP offers all Burbank residential customers energy-water surveys and efficiency
measure installations. The HIP services include in-home energy and water surveys and
direct installation of indoor and outdoor energy and water conservation measures.

February2025
FY to date

Customers Energy Savings
(#)
(annual kWh)
38
31,213
294
212,562

BWP’s Energy-Saving Trees Program
16

Demand
Savings (kW)
12
110

Water Savings
(gallons)
603,845
2,484,325

BWP partners with the Arbor Day Foundation, a 501(c)(3) nonprofit, to provide the
Energy-Saving Trees Program to the Burbank community.

February2025
FY to date

Trees
Requested
8
146

Trees
Delivered
22
164

Energy Savings
(annual kWh)
4,444
33,128

Demand
Savings (kW)
1
8

Home Rewards Rebates
BWP offers rebates to make customers’ homes more comfortable with energy-efficient
improvements and by purchasing EnergyStar-certified appliances.

February2025
FY to date

Rebates
(#)
12
195

Energy Savings (annual kWh)

Demand Savings (kW)

2,983
55,992

0
16

Building Electrification Rebates
BWP offers rebates to residential customers who replace gas appliances with efficient
electric alternatives.
HVAC
February2025
FY to date

7
60

Heat-Pump
Water Heater
0
1

Cooktop/Range
0
6

Clothes
Dryer
0
1

Panel
Upgrade
2
15

Cool Rewards Program Participation
Below are the stats for enrollment to date:
Time Period
Program Launch to Date

Thermostats Enrolled Total Estimated Capacity (kW)
748
1,122

Enrollments for this program are ongoing, customers can continue to enroll at all times.
Across the six events during the summer of 2024, 1.926MW of demand was reduced.
The maximum demand reduction in a single event for the duration of the event was
0.399MW.
Water Conservation Programs
BWP continues to offer various water conservation programs and incentives to the
community. BWP gives away low-flow showerheads and aerators at no cost and, through
the HIP, provides direct installation of water efficiency measures. BWP sends leak alerts
to customers, which often results in quick repairs. Burbank residents and businesses are
eligible for various water-saving technology and turf replacement rebates funded and
administered by the Metropolitan Water District’s (MWD) Regional Incentive Program.

17

Turf
Replacement
(#)
3
22

February 2025
FY to date

Device
Rebates
(#)
21
157

HIP
Measures
(#)
89
375

Leaks
Detected
1434
19687

Water
Savings
(gallons)
1,241,209
9,032,446

Energy Efficiency Savings FYTD 2023-2024 Period ending on 2/28/2025
Demand Savings to Date

1% Demand Goal = 2.93 MW

Savings by Program

GOAL

13%

22%

78%

2% 8%
77%

Savings!
(MW):

0.65

Remaining
(MW):

Business Rebates
Home Improvement Program
Residential Rebates
Business Bucks, Trees, LivingWise

2.27

1% Consumption Savings Goal = 10,042 MWh
Savings by Program
Savings to Date

2%

GOAL

25%

6%

Business Rebates

75%

39%
44%

Savings!
(MWh):

2,502

Remaining
(MWh):

Home Improvement Program
Home Energy Reports
Residential Rebates

9%

7,540

Business Bucks, Trees, LivingWise

Water Efficency Program Savings
Gallons of Potable Water

2,376,525

2,484,325

4,171,596

0

MWD Regional Programs
Home Improvement Program
Water Leak Detection
LivingWise

9,032,446

Gallons of Water Saved for FY 23/24

Efficiency Direct Program Costs* FYTD 2024-2025

**Electric Programs: $952,421

$158,580
$476,211

Water Programs: $258,921

Residential Programs

$88,828 $79,894

Commercial Programs

$317,631

Both Residential and
Commercial Programs

$90,199

Water Leak Detection
MWD Regional Program
Home Improvement Program
LivingWise

**The sum of the program values may differ
from the total due to rounding to the nearest
dollar.

*Direct program costs reflect rebates and payments to program implementers, they do not include marketing and administration costs

18

Electric Vehicle (EV) Charging Program
Public BWP-owned charging stations continue to receive consistent usage,
although charging sessions, energy delivered, and revenue were about 5% lower
in February compared to recent months. This was likely due to an issue with one
of the DC fast chargers which has since been addressed.
The Residential EV Charging Station Rebate Program (four new approved applications)
and the Used EV Program (six new applications) continue to see consistent participation.

Distributed Solar and Battery Installations
Customer-owned rooftop solar system installations continue to grow. As of February
2025, the City of Burbank has 16.8MW of installed customer solar and 610kW of installed
battery capacity.
New Proposed Solar Net Billing Program
The web page for Solar Net Billing is active as of 8/14/24. BWP staff received City Council
approval of the new program in February 2025. Staff will implement the new program by
January 1, 2026.

19

TECHNOLOGY
Broadband Services (ONEBurbank)
February 2025
Revenues for
New Orders
February 2025
Lit
2
$151,218
Dark
0
$170,135
Total
2
$321,353

20

FYTD 2024-25
Revenues
$1,182,369
$1,318,138
$2,500,507

FYTD Budget
$1,440,000
$1,560,000
$3,000,000

POWER SUPPLY
BWP SYSTEM OPERATIONS

YEAR
2025
2024
2023
2022
2021
2020
2019

MAX LOAD
144.2 MW
310.6 MW
265.2 MW
292.8 MW
248.5 MW
292.3 MW
282.66 MW

MAX DATE
26-Feb-25 15:56
6-Sep-24 15:54
28-Aug-23 15:35
06-Sep-22 15:58
15-Jun-21 14:57
18-Aug-20 15:22
04-Sep-19 15:31

The table below shows the average spot (delivery next day or next few days) natural gas
prices for SoCal. It shows that spot natural gas prices in 2025 year-to-date are higher
(1.4) than in 2020.
Calendar Year
2017
2018
2019
2020
2021
2022
2023
2024
2025 (YTD)
Change since 2020

$/MMBtu
$3.41
$5.14
$4.08
$3.01
$6.99
$9.27
$6.78
$2.47
$4.26
1.4X
21

Also, we procure much of our natural gas needs well before delivery. This is done to
follow our risk policy and to guard against potential price spikes, which could have a major
impact on the budget. This is referred to as hedging. As a result of hedging, our
procurement cost is more aligned with forward (delivery in the future, typically 1-3 years
out) prices. The table below provides the average annual price ($/MMBtu) of natural gas
delivered in the future, as of specific dates in time at SoCal Citygate, from FY 2025-26
through FY 2028-29.
SoCal Citygate Future Delivery Pricing
Average $/MMBtu
FY 25/26
FY 26/27
FY 27/28
As of date:
$6.15
$6.40
$6.65
12/4/2024
$6.00
$6.40
$6.45
1/8/2025
$6.25
$6.50
$6.75
2/6/2025
$6.30
$6.50
$6.90
3/5/2025
*Monthly Market Quotes

FY 28/29
$6.85
$6.90
$7.10
$7.15

ELECTRICITY GENERATION:
BWP Generating Facilities

Net Heat
Unit
Availability
MWH (Net)
Rate
(Btu/kWh)
Lake 1
100%
9
327
11,278
MPP
99%
666
111,236
7,840
Lake 1 was placed online one time during the month of February.
Operating
Hrs

Magnolia Power Project (MPP)
Availability
Unit Capacity Factor
(240 MW)

February
99%

FYTD
95%

YTD
100%

69%

76%

74%

Number
of Starts
2
0

Duct burner testing was performed on February 6, 2025, to determine whether
recent modifications improved the system's output. Based on the test results, the
duct burner capacity will be increased by 15 MW.
MPP was shut down on February 28, 2025, to perform a minor inspection,
combustion turbine rotor replacement, boiler inspection, and balance of plant
maintenance. MPP is scheduled to be restarted on April 21, 2025.
Tieton Hydropower Project (Tieton)
Generation concluded for 2024 ended on September 30, when the water supply was no
longer available. Annual maintenance is complete. Rimrock reservoir capacity is

22

significantly lower than this time last year. As a result, it is anticipated generation
will begin later than last year and may occur later this month.
ENVIRONMENTAL
Air Quality
The Lake 1 unit ammonia slip air quality testing was performed on February 5, 2025,
as required by its SCAQMD permit to operate. The test results showed compliance
with the permit limits.
Power Resources
Renewable Portfolio Standard (RPS) Compliance

The chart above shows RPS progress to date through calendar year 2030 where
we must meet 60% of our retails sales with renewable energy. We continue to
experience challenges with negotiations and delivery of new long-term contracts for
renewables.
The 15-year Tule Hydro Project (Tule), a small hydro power plant, was approved
unanimously (4-0) by City Council on December 5, 2023. After a year or more of delays
with the approvals and processes of the Federal Energy Regulatory Commission,
Southern California Edison, and/or California Independent System Operator, the
project reached Commercial Operations on February 12, 2025. It is now producing
renewable energy that will count towards BWP’s RPS requirements. As of February
28, 2025, 2,655 MWh have been produced, including 1,999 MWh with PCC1 REC.
656 MWh produced before COD does not qualify as renewable energy per the CEC
RPS rules and does not create REC, so we paid a reduced price for the energy
associated with testing.
Staff continues to negotiate long-term renewable contracts. All of these projects
anticipate commercial operation in calendar year 2027 or 2028. We recently
dropped out of one of the three contracts due to challenges with negotiations that
23

caused cost uncertainty and to keep the Sothern Transmission System (STS)
available for more baseload resources that will allow us to ensure the reliability of
resources to serve load. The larger of the contract has reached the end of
negotiations and is expected to be presented to the board in the next month or so.
The third project is on hold due to the developer changing outside legal and the
departure of their lead negotiator. These two remaining projects combined could add
approximately 145,000 PCC1 MWh annually to our renewable energy supply.
Intermountain Power Project (Delta, UT) Renewal Progress
The IPP coal facility converts to the IPP Renewal project, composed of natural gas and
hydrogen, in mid to late -2025. Below are details of the contract and estimated costs.
Item
STS total share

Existing
Contract
(1987-2027)
2400 MW

Renewable
Contract (20272077)
2400 MW

BWP % share of STS

4.49%

4.2%

BWP MW of STS
BWP % share of
generation
BWP MW of generation

107.95 MW
4.17%

101.4 MW
3.33%

89.28 MW
coal, 35.028
MW of
natural gas

28 MW

Cost (BWP)
$2.5 billion total
project cost in
2019, now $5
billion. BWP’s
share was $86.5
million in 2019 and
now is $183 million
(without debt
service, interest
and hydrogen
component)

IPP returned to a two-unit operation on June 23, 2024, and will continue until March 31,
2025. Discussions continue to determine the operations of the coal plants through their
end of life and when they will be taken out of service. IPP Natural Gas Unit 3 achieved
its first fire on 2/26/2025, and Unit 4 is planned for late March 2025. These occurred later
than planned, and the plan is to reach commercial operations in mid-2025. There is a
possibility that the project commercial operation date may be delayed and as a result IPA
is evaluating the option to buy additional coal to allow for one or more of the coal units to
remain in operations through the summer to ensure that they are available to support
energy demand and the Southern Transmission System through September 2025.

24

Financial Report

January 2025

Burbank Water and Power
Electric Fund (496)
Statement of Changes in Net Assets (1) (2)
MTD and FYTD January 2025
($ in 000's except MWh Sales)

MTD Actual

MTD Budget

$

%

YTD Actual

YTD Budget

$

%

FY 24-25

FY 24-25

Variance

Variance

FY 24-25

FY 24-25

Variance

Variance

81,305

(4,427)

(5%)

670,731

(44,388)

(7%)

(6,977)

(5%)

76,878

(a)

NEL MWh

626,343

(A)

Retail
$

14,304

$

15,291

$

(988)

(6%)

Retail Sales

$

119,974

$

126,952

$

374

633

(259)

(41%)

(b)

Other Revenues (3)

5,999

4,431

1,568

35%

(B)

9,173

12,810

3,637

28%

(c)

Retail Power Supply & Transmission

77,243

86,388

9,145

11%

(C)

5,505

3,114

2,391

77%

Retail Margin

48,730

44,995

3,736

8%

Wholesale
120

585

(465)

(79%)

Wholesale Sales

4,638

24,555

(19,918)

(81%)

113

574

461

80%

Wholesale Power Supply

3,951

24,064

20,113

84%

8

12

(4)

(36%)

Wholesale Margin

686

491

195

40%

5,513

3,126

2,387

76%

Gross Margin

49,417

45,486

3,931

9%

Operating Expenses

$

1,952

958

(994)

(104%)

(d)

Distribution

8,198

6,704

(1,494)

(22%)

124

148

24

16%

(e)

General Manager’s Office

1,038

1,040

3

0%

54

96

42

44%

(f)

Utility Administrative Services

483

673

190

28%

(E)

477

390

(87)

(22%)

(g)

Finance, Fleet & Materials

3,146

2,745

(401)

(15%)

(F)

617

618

0

0%

Transfer to General Fund for Cost Allocation

4,321

4,324

3

0%

437

533

96

18%

(h)

Customer Service

4,358

3,912

(445)

(11%)

(G)

186

260

74

29%

(i)

Marketing & Sustainability

829

1,819

990

54%

(H)

288

534

246

46%

(j)

Public Benefits

1,669

3,737

2,068

55%

(I)

256

160

(96)

(60%)

(k)

Security/Oper Technology

1,891

1,129

(761)

(67%)

(J)

81

150

69

46%

(l)

Telecom

1,057

1,048

(9)

(1%)

257

274

17

6%

Facilities

1,646

1,920

275

14%

1,707

2,017

310

15%

Depreciation

11,983

14,122

2,139

15%

6,382

6,039

(343)

(6%)

Total Operating Expenses

40,117

42,490

2,373

6%

2,044

70%

Operating Income/(Loss)

6,304

210%

(869)

$

(2,913)

$

1

$

9,299

$

2,996

$

(D)

(K)

Burbank Water and Power
Electric Fund (496)
Statement of Changes in Net Assets (1) (2)
MTD and FYTD January 2025
($ in 000's)

MTD Actual

MTD Budget

$

%

FY 24-25

FY 24-25

Variance

Variance

$

(869)

$

(2,913)

$

Operating Income/(Loss)

70%

2,044

$

YTD Actual

YTD Budget

$

%

FY 24-25

FY 24-25

Variance

Variance

6,304

210%

9,299

$

2,996

$

Other Income/(Expenses)
647

284

363

128%

6

113

(107)

(95%)

(731)

(763)

32

4%

(78)

(367)

289

(947)

(3,280)

54

807

(893)

$

$

(2,473)

$

(m)

3,923

1,987

1,936

97%

5,273

(1,196)

6,470

541%

Bond Interest/ (Expense)

(7,748)

(5,343)

(2,404)

(45%)

79%

Total Other Income/(Expense)

1,449

(4,553)

6,002

132%

2,333

71%

Net Income

10,748

(1,557)

12,305

790%

(752)

(93%)

Capital Contributions (AIC)

478

5,647

(5,169)

(92%)

1,580

64%

7,136

174%

1.   

     

This report may not foot due to rounding.

2.   

(n)
(o)

(p)

Interest Income
Other Income/(Expense)

(4)

Net Change in Net Assets

$

11,226

$

4,090

$

     

( ) = Unfavorable.

3.

        

Other Revenues include transmission, telecom and internet revenues as well as other items such as revenues related to Low Carbon Fuel Standard credits,
damaged property recovery, connection fees, late fees, and tampering fees.

4.

        

Other Income/(Expense) includes a one-time payment to CalPERS (for pension) and miscellaneous revenue from the sale of scrap materials, inventory, and
assets, as well as BABS subsidy.

2

(L)
(M)
(N)

(O)

Burbank Water and Power
Electric Fund (496)
Statement of Changes in Net Assets - Footnotes
MTD January 2025
($ in 000's)
Footnote #

Accounts/Description

(a)

Electric Usage in MWh

(b)

Other Revenues

(c)

Actual

Budget

Variance
to Budget

Explanation

76,878

81,305

(4,427) -

374

633

(259) -

Other revenues include transmission, telecom and internet revenues as well as other items such as
damaged property recovery, connection fees, late fees, and tampering fees, which tend to fluctuate.

Retail Power Supply & Transmission

9,173

12,810

3,637

The favorable variance is attributable to various components within Retail Power Supply and
Transmission. Please refer to page 5 for additional details.

(d)

Distribution

1,952

958

(994) -

The unfavorable variance is primarily attributable to higher than planned overtime work and lower than
planned capital work.

(e)

General Manager’s Office

124

148

24

-

The favorable variance is primarily attributable to one vacancy and to the timing of memberships and
training.

(f)

Utility Administrative Services

54

96

42

-

The favorable variance is primarily attributable to the timing of professional services, training and higher
than planned work for other departments.

(g)

Finance, Fleet & Materials

477

390

(87) -

The unfavorable variance is primarily attributable to the the timing of utilities, private contractual
services and fleet recovery allocations.

(h)

Customer Service

437

533

96

-

The favorable variance is primarily attributable to the the timing of software and hardware support.
Additionally, moving customer service staff to the newly created BWP IT Applications cost center in
addition to existing vacancies is creating a favorable variance in salaries.

(i)

Marketing & Sustainability

186

260

74

-

The favorable variance is primarily attributable to vacancies and to the timing of customer rebates.

(j)

Public Benefits

288

534

246

-

The favorable variance is primarily attributable to lower than planned program spending.

(k)

Security/Operations Technology

256

160

(96) -

The unfavorable variance is mainly due to unbudgeted salaries from staff transferred from customer
service to the newly established BWP IT Applications department, as well as lower-than-expected
capital work and interdepartmental projects.

(l)

Telecom

81

150

69

-

The favorable variance is primarily attributable to the timing of private contractual services and a return
of unused fiber optic parts to the warehouse.

(m)

Interest Income

647

284

363

-

The favorable variance is attributable to interest earned on the funds from the 2023 Electric Revenue
Bonds, based on higher than planned balances related to the timing of bond drawdowns as well as an
increasing interest rate environment resulting in higher investment returns.

(n)

Other Income/(Expense)

6

113

(107) -

Other Income/(Expense) includes miscellaneous revenue from the sale of scrap materials, inventory,
and assets. Miscellaneous revenue from the sale of scrap materials, inventory, and assets tend to
fluctuate.

(o)

Bond Interest Expense

(731)

(763)

32

(p)

Capital Contributions (AIC)

54

807

(752) -

-

-

NEL is 5% lower than budget. The average high temperature in January was 70°F, compared to the 15year average high temperature of 70°F. The average low temperature was 38°F, compared to the 15year average low temperature of 42°F. MTD CDD were 0 versus the 15-year average of 4. HDD was
336 versus the 15-year average of 267.

The favorable variance is primarily attributable to interest expense changes associated with the
refundings of the 2010B revenue bonds.
The unfavorable variance is attributable to the timing of AIC projects.

3

Burbank Water and Power
Electric Fund (496)
Statement of Changes in Net Assets - Footnotes
FYTD January 2025
($ in 000's)
Footnote #

Accounts/Description

Actual

Budget

626,343

670,731

Variance to
Budget

Explanation

(A)

Electric Usage in MWh

(B)

Other Revenues

5,999

4,431

1,568 - Other revenues include transmission, telecom and internet revenues as well as other items such as damaged
property recovery, connection fees, late fees, and tampering fees which tend to fluctuate. Included in this year-todate analysis, proceeds from energy and emissions credits were substantial, accounting for a significant portion
of the observed variance.

(C)

Retail Power Supply &
Transmission

77,243

86,388

9,145 - The favorable variance is attributable to various components within Retail Power Supply & Transmission. Please
refer to page 6 for additional details.

(D)

Distribution

8,198

6,704

(1,494) - The unfavorable variance is primarily attributable to higher than planned overtime, meters and the BCEA Retro
Payroll adjustment; offset by higher than planned capital work as well as the timing of private contractual services.

(E)

Utility Administrative
Services

483

673

190 - The favorable variance is primarily driven by greater-than-expected electrical capital work performed by the
electrical services trainer, who is budgeted under utility admin services and also supports other departments.
Additionally, lower-than-anticipated spending on professional services and training contributed to the variance.

(F)

Finance, Fleet, &
Warehouse

3,146

2,745

(401) - The unfavorable variance is primarily attributable to higher than planned private contractual services and the
allocation to other departments for fleet car usage was lower than planned.

(G)

Customer Service

4,358

3,912

(445) - The unfavorable variance is primarily attributable to the BCEA Retro Payroll adjustment and higher than planned
uncollectible receivables due to the elimination of previous collection restrictions related to Covid; offset by lower
than planned professional services and higher than planned capital work and work for other departments.

(H)

Marketing & Sustainability

829

1,819

990 - The favorable variance is primarily attributable to vacancies, and lower than planned customer rebates,
professional services, private contractual services and memberships.

(I)

Public Benefits

1,669

3,737

2,068 - The favorable variance is primarily attributable to lower than planned program spending.

(J)

Security/Oper Technology

1,891

1,129

(761) - The unfavorable variance is primarily attributable to lower than planned capital work and work for other
departments.

(K)

Facilities

1,646

1,920

275 - The favorable variance is primarily attributable to vacancies, and to lower than planned custodial services and
building grounds maintenance & repair.

(L)

Interest Income

3,923

1,987

1,936

(M)

Other Income/(Expense)

5,273

(1,196)

6,470 - Other Income/(Expense) includes a one-time payment to CalPERS (for pension) and miscellaneous revenue
from the sale of scrap materials, inventory, and assets, as well as BABS subsidy. Miscellaneous revenue from the
sale of scrap materials, inventory, and assets tend to fluctuate. Included in this year-to-date analysis, proceeds
from insurance claim settlements were substantial, accounting for a significant portion of the observed variance.

(N)

Bond Interest Expense

(7,748)

(5,343)

(2,404) - The unfavorable variance to budget is attributable to the unplanned bond refunding of the 2010B Series bonds
and the reissue of new debt that includes a redemption bond premium.

(O)

Capital Contributions (AIC)

478

5,647

(5,169) - The unfavorable variance is attributable to the timing of AIC projects.

(44,388) - NEL is 7% lower than budget. The YTD average high temperature was 83°F, compared to the 15-year average
high temperature of 78°F. The YTD average low temperature was 51°F, compared to the 15-year average low
temperature of 52°F. YTD CDD were 1,154 versus the 15-year average of 1,416.

The favorable variance is attributable to interest earned on the funds from the 2023 Electric Revenue Bonds,
based on higher than planned balances related to the timing of bond drawdowns as well as an increasing interest
rate environment resulting in higher investment returns.

4

January 2025 Budget to Actual P&L Variance Highlights - Electric Fund
($ in 000's)

Variance Month-to-Date
Favorable
Items
MTD NET INCOME/(LOSS): $(947)

$

2,333

Unfavorable
Items
$

-

$

Budget to
Actual
Variance
2,333

MTD GROSS MARGIN VARIANCE
Retail Sales
Power Supply and Transmission:
- Lower retail load
- Lower than planned renewables cost and other
- Lower transmission
- Higher energy prices
- Minimum operation for IPP and Hydrogen Betterment
- Lower O&M
- Retail load management and economic dispatch
- Timing True-up and prior period adjustments
Other Revenues
Wholesale Margin
Total
MTD O&M AND OTHER VARIANCES
Distribution
General Manager’s Office
Utility Administrative Services
Utility Administrative Services - Allocation
Finance, Fleet & Materials
Customer Service
Marketing & Sustainability
Public Benefits
Security/Operations Technology
Telecom
Facilities
Depreciation
All other
Total

5

-

(988)

(988)

215
1,940
350
690
785
3,980

(21)
(322)
(259)
(4)
(1,594)

215
1,940
350
(21)
(322)
690
785
(259)
(4)
2,387

24
42
96
74
246
69
17
310
289
1,166

(994)
(43)
(87)
(96)
(1,220)

(994)
24
42
(43)
(87)
96
74
246
(96)
69
17
310
289
(54)

January 2025 Budget to Actual P&L Variance Highlights - Electric Fund
($ in 000's)

Variance Fiscal Year-to-Date
Budget to
Favorable
Unfavorable
Actual
Items
Items
Variance
FYTD NET INCOME/(LOSS): $10,748

$

-

12,305

$

12,305

FYTD GROSS MARGIN VARIANCE
Retail Sales
Power Supply and Transmission
- Lower retail load
- Lower than planned renewables cost and other
- Lower transmission
- Lower O&M
- Retail load management and economic dispatch
- SCPPA True-up and prior period adjustments
Other Revenues
Wholesale Margin
Total

$

FYTD O&M AND OTHER VARIANCES
Distribution
General Manager’s Office
Utility Administrative Services
Utility Administrative Services - Allocation
Finance, Fleet & Materials
Customer Service
Marketing & Sustainability
Public Benefits
Security/Oper Technology
Telecom
Facilities
Depreciation
All other
Total

-

(6,977)

(6,977)

955
827
1,276
4,281
1,235
571
1,568
195

-

955
827
1,276
4,281
1,235
571
1,568
195

10,908

$

(6,977)

$

(1,494)
(185)
(401)
(445)
(761)
(9)
(3,295)

-

$

6

3
190
990
2,068
275
2,139
6,005
11,670

$

3,931

$

(1,494)
3
190
(185)
(401)
(445)
990
2,068
(761)
(9)
275
2,139
6,005
8,374

Electric Fund (496)
(a)
Statement of Changes in Cash and Investment Balances
($ in 000's)
Recommended
Reserves
Sep-24

Dec-24

Jan-25

Jun-24

Jun-23

Low

Minimum

High

Reserves

Cash and Investments
General Operating Reserve

$

140,898

$

145,741

$

102,069

$

101,785

$

52,200

$

82,003

$

123,004

(d)

$

53,814

BWP Projects Reserve Deposits at SCPPA

4,976

4,947

4,848

4,808

4,580

-

-

-

Sub-Total Cash and Investments

145,874

150,687

106,918

106,593

56,780

82,003

123,004

53,814

Customer Deposits

(44,745)

(46,027)

(27,946)

(22,519)

(10,976)

-

-

-

Public Benefits Obligation

(10,747)

(11,192)

(11,322)

(10,829)

(10,710)

-

-

-

Low Carbon Fuel Standard (b)

(2,189)

(2,295)

(2,460)

(2,469)

(3,289)

-

-

-

88,194

91,173

65,191

70,777

31,806

82,003

123,004

53,814

47,553

49,559

66,209

71,430

120,107

Commitments

Sub-Total Cash and Investments (less Commitments)
Bond Proceeds
Bond Proceeds on Deposit with Trustee
Total Cash and Investments and Bond Proceeds (less Commitments)
(a)
(b)
(c)
(d)

$

135,748

$

140,733

$

131,399

$

142,207

The Statement of Cash Balances may not add up due to rounding.
Denotes funds reserved related to the sale of Low Carbon Fuel Standard (LCFS) credits, net of Electric Vehicle charger infrastructure expenditures.
Reversal of IPP decommission reserve.
New financial reserve policy was adopted by City Council on April 25, 2023.

7

$

151,913

$

82,003

$

123,004

$

53,814

(d)

Burbank Water and Power
Water Fund (497)
Statement of Changes in Net Assets (1) (2)
MTD and FYTD January 2025
MTD Actual
FY 24-25

($ in 000's except Gallons)

%
Variance

MTD Budget
FY 24-25

$
Variance

438

358

80

22%

64

89

(24)

(28%)

(a)

YTD Actual
FY 24-25

YTD Budget
FY 24-25

Water put into the system in Millions of Gallons

3,074

3,190

(116)

(4%)

Metered Recycled Water in Millions of Gallons

662

724

(62)

(9%)

(1,627)

(7%)

(A)
(B)

$
Variance

%
Variance

Operating Revenues
$

2,946

$

2,745

$

201

7%

(b)

Potable Water

$

21,624

$

23,252

$

347

500

(153)

(31%)

(c)

Recycled Water

3,567

4,084

(518)

(13%)

141

118

23

20%

(d)

Other Revenue

(3)

747

824

(77)

(9%)

3,434

3,362

72

2%

Total Operating Revenues

25,938

28,160

(2,221)

(8%)

1,209

1,185

(24)

(2%)

Water Supply Expense

8,526

9,841

1,315

13%

2,225

2,177

48

2%

Gross Margin

17,412

18,319

(907)

(5%)

Operations & Maintenance - Potable

7,412

6,526

(886)

(14%)

(D)

(C)

Operating Expenses
942

932

(10)

(1%)

83

144

61

42%

(e)

Operations & Maintenance - Recycled

691

1,006

315

31%

(E)

306

421

115

27%

(f)

Operations & Maintenance - Shared Services

2,163

2,877

714

25%

(F)

125

125

0

0%

Transfer to General Fund for Cost Allocation

873

873

0

0%

387

397

10

3%

Depreciation

2,704

2,777

73

3%

1,843

2,018

176

9%

Total Operating Expenses

13,843

14,060

217

2%

383

159

224

141%

Operating Income/(Loss)

3,569

4,259

(690)

(16%)

267

233

34

14%

(G)

(912)

(114)

(799)

(703%)

(H)
(I)

Other Income/(Expenses)

$

73

33

39

118%

(g)

Interest Income

15

41

(25)

(62%)

(h)

Other Income/(Expense)

(172)

(229)

57

25%

(i)

Bond Interest/(Expense)

(1,357)

(1,604)

247

15%

(84)

(155)

71

46%

Total Other Income/(Expenses)

(2,002)

(1,484)

(519)

(35%)

299

3

295

8435%

Net Income/(Loss)

1,567

2,775

(1,208)

(44%)

6

53

(47)

(88%)

Capital Contributions (AIC)

315

370

(55)

(15%)

249

441%

(1,263)

(40%)

305

$

56

$

(j)

(4)

Net Change in Net Assets

$

1,881

$

3,145

1.

         This report may not foot due to rounding.

2.   

       ( ) = Unfavorable

3.

         Other Revenue includes items such as fire protection services, damaged property recovery, connection fees, late fees, and tampering fees.

4.

         Other Income/(Expense) includes a one-time payment to CalPERS (for pension) and miscellaneous revenue from the sale of scrap materials, inventory, and assets.

8

$

Burbank Water and Power
Water Fund (497)
Statement of Changes in Net Assets - Footnotes
MTD January 2025
($ in 000's except Gallons)

Budget

Variance
to Budget

438

358

80

- Water use in January 2025 exceeded the budget by 22%, primarily due to increased reservoir
levels in response to the High Wind/Red Flag event.

Potable Water Revenue

2,946

2,745

201

- Potable water revenue during January 2025 was 7% above budget due primarily to lack of
rainfall. Burbank is currently in Stage III of the Sustainable Water Use Ordinance. Outdoor
watering is limited to Saturdays only (November 1st - March 31st). Rainfall MTD measured 0.81
inches compared to the average of 2.97 inches.

(c)

Recycled Water Revenue

347

500

(d)

Other Revenue

141

118

23

(e)

Operations & Maintenance Recycled

83

144

61 - The favorable variance is primarily attributable to lower than planned maintenance on the
recycled system and electricity for water pumping.

(f)

Operations & Maintenance Shared Services

306

421

115 - The favorable variance is attributable to lower than planned shared expenses (Marketing &
Sustainability, Operations Technology and Security, and GM Admin & Safety) from the electric
fund.

(g)

Interest Income

73

33

39

(h)

Other Income/(Expense)

15

41

(25) - Other Income/(Expense) includes miscellaneous revenue from the sale of scrap materials,
inventory, and assets, which tend to fluctuate.

(i)

Bond Interest/(Expense)

(172)

(229)

(j)

Capital Contributions (AIC)

6

53

Foot-note #

Accounts/Description

(a)

Water put into the system in
Millions of Gallons

(b)

Actual

Explanation

(153) - Recycled water revenues were lower than planned primarily due to conservation.
- Other revenues include items such as fire protection services, damaged property recovery,
connection fees, late fees, and tampering fees, which tend to fluctuate.

- The favorable variance is primarily attiributable to interest earned on a higher than planned cash
balance.

57 - The favorable variance is primarily attributable to interest expense changes associated with the
refundings of the 2010B revenue bonds.
(47) - The unfavorable variance is attributable to the timing of AIC projects.

9

Burbank Water and Power
Water Fund (497)
Statement of Changes in Net Assets - Footnotes
FYTD January 2025
($ in 000's except Gallons)

Variance to
Budget

Foot-note #

Accounts/Description

(A)

Potable Water Revenue

21,624

23,252

(B)

Recycled Water Revenue

3,567

4,084

(518) - Recycled water revenues were lower than planned primarily due to conservation.

(C)

Water Supply Expense

8,526

9,841

1,315 - The favorable variance is a result of lower demand and using less imported MWD water than
planned.

(D)

Operations &
Maintenance - Potable

7,412

6,526

(886) - The unfavorable variance is primarily attributable to unplanned bond isuance costs as well as
higher than planned work performed by other departments, as well as BCEA retro pay
adjustments.

(E)

Operations &
Maintenance - Recycled

691

1,006

315 - The favorable variance is primarily attributable to higher than planed work performed for other
departments, lower than planned maintenance on the recycled system, lower than planned
electricity for water pumping, and lower than planned professional services.

(F)

Operations &
Maintenance - Shared
Services

2,163

2,877

714 - The favorable variance is attributable to lower than planned shared expenses (Marketing &
Sustainability, Construction & Maintenance, and GM-Admin & Safety) from the electric fund.

(H)

Other Income/(Expense)

(912)

(114)

(799) - The unfavorable variance is due primarily to the accounting loss on the 2010B Series bond
refunding.

Actual

Budget

Explanation

(1,627) - Potable water revenue fiscal year to date was 7% below budget due primarily to conservation.
Burbank is currently in Stage III of the Sustainable Water Use Ordinance. Outdoor watering is
limited to Saturdays only (November 1st - March 31st). Rainfall FYTD measured .91inches
compared to the average of 6.41 inches.

10

January 2025 Budget to Actual P&L Variance Highlights - Water Fund
($ in 000's)

Variance Month-to-Date

MTD NET INCOME (LOSS): $299

Favorable
Items

Unfavorable
Items

Budget to
Actual
Variance

$

$

-

$

295

$

(153)
(24)
(176)

$

201
(153)
23
(24)
48

$

(10)
(10)

$

(10)
61
115
10
71
247

295

MTD GROSS MARGIN VARIANCE
Potable Revenues
Recycled Revenues
Other Revenue
Water Supply Expense
Total

201
23
225

MTD O&M AND OTHER VARIANCES
Potable O&M
Recycled Water O&M
Allocated O&M
Depreciation
All Other
Total

61
115
10
71
257

$

11

January 2025 Budget to Actual P&L Variance Highlights - Water Fund
($ in 000's)

Variance Fiscal Year-to-Date
Budget to
Favorable
Unfavorable
Actual
Items
Items
Variance

FYTD NET INCOME: $1,567

$

-

$

1,315
1,315

$

315
714
73
1,103

$

(1,208)

$

(1,627)
(518)
(77)
(2,221)

$

(886)
(519)
(1,405)

$

(1,208)

$

(1,627)
(518)
(77)
1,315
(907)

$

(886)
315
714
73
(519)
(302)

FYTD GROSS MARGIN VARIANCE
Potable Revenues
Recycled Revenues
Other Revenue
Water Supply Expense
Total

FYTD O&M AND OTHER VARIANCES
Potable O&M
Recycled Water O&M
Allocated O&M
Depreciation
All Other
Total

12

Water Fund (497)
Statement of Changes in Cash and Investment Balances (a)
($ in 000's)

Jan-25

Dec-24

Sep-24

Recommended
Reserves
Low
High

Jun-23

Jun-24

Minimum
Reserves

Cash and Investments
General Operating Reserves

$

Sub-Total Cash and Investments

27,116

$

26,730

$

23,030 (d) $

19,184

$

23,924

$

18,878

$

28,316 (b) $

11,327

27,116

26,730

23,030

19,184

23,924

18,878

28,316

11,327

(522)

(555)

(655)

(585)

(511)

-

-

-

26,595

26,174

22,375

18,599

23,413

18,878

28,316

11,327

-

-

3,074

6,545 (c)

19,465

Commitments
Customer Deposits
Sub-Total Cash and Investments (less Commitments)
Bond Proceeds
Bond Proceeds on Deposit with Trustee
Total Cash and Investments and Bond Proceeds (less Commitments)

$

26,595

$

26,174

The Statement of Cash Balances may not add up due to rounding.
(b) New financial reserve policy was adopted by City Council on April 25, 2023.
(c) Reduction in bond proceeds primarily related to VRDN Investment.
(a)

13

$

25,449

$

25,144

$

42,878

$

18,878

$

28,316

$

11,327

7B.

STAFF REPORT
WATER AND
POWER

DATE:

April 3, 2025

TO:

Burbank Water and Power Board

FROM:

Mandip Kaur Samra, General Manager, Burbank Water and Power

SUBJECT:

Proposed Fiscal Year 2025-26 and FY 2026-27 Budgets

RECOMMENDATION
Staff requests that the Burbank Water and Power (BWP) Board recommend approval of
the utility’s proposed Fiscal Year (FY) 2025-26 and FY 2026-27 budgets to the Burbank
City Council (Council) for the Electric Fund, the Water Fund, the Magnolia Power Project
(MPP) Operating Fund, the Tieton Operating Fund, the Street Lighting Fund, and the
Communications Fund.
BACKGROUND
At the direction of Council, staff prepared a bi-annual budget for FY 2023-24 and FY 202425 for the first time. Staff is continuing this direction for the next bi-annual budget cycle
for FY 2025-26 and FY 2026-27. The proposed FY 2025-26 and FY 2026-27 budgets
were presented to the BWP Board on March 6, 2025. As a result of this meeting, the
BWP Board had feedback for staff on the budget and asked staff to return to the Board
on April 3, 2025. Also, there were additional changes to the budget since the March 6,
2025 BWP Board meeting, primarily in Power Supply, that have been incorporated into
the proposed budgets.
DISCUSSION
BWP’s top priority and purpose remains supplying sustainable, affordable, and reliable
electricity and water to Burbank’s residents and businesses. Staff foresees many issues
and challenges to this goal in FY 2025-26 and FY 2026-27, including inflation and supply
chain issues, sourcing and delivering renewable energy, meeting State unfunded
mandates and regulatory compliance, modernizing aging infrastructure, continued
conservation, and a possible drought. Additionally, the budgets must address significant
revenue under collections in both the Electric and Water Funds from prior years that
1

resulted in reserves being depleted by 62% (from ~$80M to ~$30M) in the Electric Fund
from June 2018 through June 2023 and 42% in the Water Fund from June 2018 through
June 2021. While the prior two years of rate increases partially helped replenish these
depleted reserves and get the funds to recommended reserve levels, there are still
challenges with achieving and maintaining adequate reserve levels in the foreseeable
future. At BWP, we are able to partially mitigate rate impacts by hedging gas and energy,
our economic energy dispatch strategy, and revenues from wholesale, ONEBurbank,
aid-in-construction, and grant funding. Additionally, BWP staff has risen to the challenge
by finding cost savings and avoidance opportunities of approximately $20 million in the last
12 months. Some of those efforts include grants awarded, wholesale revenues, and
refunding of bonds resulting in net present value savings.
Electric Fund
In the Electric Fund, Burbank is facing the growing challenge of balancing the need to
reduce our impact on the climate, our commitment to keeping rates affordable for BWP
customers, government mandates that regulate how we approach energy consumption,
and the complicated nature of securing and distributing new sources of renewable energy.
The future of BWP’s power will become more complex and costly as we transition to
renewable energy in a way that is reliable and affordable in the long term. The budget
drivers include unfunded State mandates (SB35 and SB100), prior policy decisions that resulted in
revenue under collections and unfunded reserves, lower sales due to customer conservation
response, an increase in power supply and transmission costs, costs associated with
repowering IPP with natural gas, investments in future sustainability, inflation-driven
higher operating and maintenance expenses, increase in capital improvements, and
continued supply chain issues.
Water Fund
In the Water Fund, Burbank faces challenges such as adapting to climate change,
modernizing Burbank’s water infrastructure, and our commitment to keeping rates
affordable for BWP customers. Staff is working hard to improve the water infrastructure
to make the system more sustainable, reliable, and cost-effective in the long-term. BWP
must invest in our infrastructure to protect our water supply and continue delivering the
reliability Burbank depends on. The budget drivers include prior policy decisions that
resulted in revenue under collections from prior periods, lower sales due to customer
conservation response, higher water supply costs, increased capital improvements,
capital financing, and inflation-driven higher operating and maintenance expenses.
Electric and Water Rate Increases
The Burbank City Charter requires that the funds have rates that achieve full cost recovery
and staff is proposing to ramp in rate increases over a five-year period (FY 2025-26
2

through FY 2029-30) to achieve this requirement. For the Electric Fund, staff is proposing
a two-year rate increase; 9.9% rate increase to go into effect on January 1, 2026, a 9.9%
rate increase to go into effect on January 1, 2027, the use of proceeds from the 2023 bond
issuance for capital improvements, and the use of cash reserves for operating expenses
and capital improvements.
For the Water Fund, staff is proposing a 14% rate increase to go into effect on January 1,
2026, a 14% rate increase to go into effect on January 1, 2027, and the use of cash
reserves for operating expenses and capital improvements. The 2021 bond proceeds
were fully depleted during FY 2024-25, and staff will be looking for both grant
opportunities as well as funding from the State’s 2024 Climate Bond, Proposition 4, that
will release $2.7 billion in funding opportunities for local agencies for capital infrastructure
projects related dam infrastructure, safe drinking water and drought resilience, wildfire
and forest resilience, and clean energy. Staff will also look at the possibility of another
bond issuance in FY 2026-27 and available federal and state loan programs for water
infrastructure projects.
The budget is designed to continue balancing the requirements of providing safe and
reliable electric and water services to the residents and businesses of Burbank while
meeting the City’s vision to do so in responsible and sustainable ways with affordable and
competitive rates. The electric and water services provided by BWP are amongst the
safest and most reliable in the nation, and BWP’s rates are amongst the most competitive
in Southern California.
The proposed Electric Fund budget is $412,554,140, for FY 2025-26 and $340,131,307 in
FY 2026-27. The proposed Water Fund budget is $70,518,855 in FY 2025-26 and
$93,802,690 in FY 2026-27. The proposed MPP Operating Fund budget is $30,062,957 in
FY 2025-26 and $32,113,333 in FY 2026-27. The proposed Tieton Operating Fund budget
is $2,205,858 in FY 2025-26 and $2,290,329 in FY 2026-27. The proposed Street Lighting
Fund budget is $5,168,335 in FY 2025-26 and $3,995,496 in FY 2026-27. The proposed
Communications Fund budget is $6,311,688 in FY 2025-26 and $5,985,022 in FY 202627. These proposed budgets reflect staff’s dedication to operating a lean, efficient, and
accountable utility. This was achieved through several months of BWP staff prioritizing
projects and identifying operational efficiencies. Many hard decisions were made to
develop this budget while prioritizing the board’s strategic goals and maintaining our
customers’ high expectations and satisfaction.
CONCLUSION
Staff is requesting that the BWP Board recommend approval of the utility’s proposed FY
2025-26 and FY 2026-27 budgets to Council for the Electric Fund, the Water Fund, the
3

MPP Operating Fund, the Tieton Operating Fund, the Street Lighting Fund, and the
Communications Fund. The budget may be subject to additional immaterial changes
between now and Council adoption.
ATTACHMENT
Attachment 1 – Executive Summary of Updates to Burbank Water and Power's Proposed
Fiscal Years 2025-26 and 2026-27 Budgets

4

ATTACHMENT 1

MEMORANDUM
WATER AND
POWER

DATE:

April 3, 2025

TO:

Burbank Water and Power Board

FROM:

Mandip Kaur Samra, General Manager – Burbank Water and Power
BY: Armando Casillas, Senior Administrative Analyst

SUBJECT: Executive Summary of Updates to Burbank Water and Power’s Proposed
Fiscal Years 2025-26 and 2026-27 Budgets
BACKGROUND
Keeping in mind the community’s feedback that was provided during the Integrated
Resource Plan efforts in 2023, BWP staff spent nearly seven months developing the
proposed FYs 2025-26 and 2026-27 budgets with a focus on reliability (ranked #1 by the
community), affordability (ranked #2 by the community), and sustainability (ranked #3 by
the community) at the forefront.
At the March 6, 2025 BWP Board meeting, staff presented the proposed FYs 2025-26
and 2026-27 budgets to the board. Significant highlights that were presented include that
rates are driven by Council’s approved reserve policy, which is necessary to maintain our
bond rating and allows for BWP to borrow funds at much lower costs. This also allows us
to start much-needed capital projects, which have already been pushed back. For the
capital projects, the costs only continue to increase due to factors outside of our control,
including the Ukraine war and potential tariff increases. For example, the Ontario
substation, which was completed in 2019, cost less than $17 million to develop. Our
current projections for substation buildouts range from $40-50 million. In addition, the
impacts of the federal tariffs are not included in the budget or rates. Another major driver
includes BWP’s load being more realistic; over the last few years, BWP’s load has been
declining. With the commercial load making up most of BWP’s load (over 70%) and with
the writer’s and screen actor’s strikes, the studio’s load is still at pandemic levels. A more
realistic load, which is lower than in past years, also lowers revenue projections. This
leads to higher rates. As a reminder, the budget process is completely separate from the
rates process.

A1-1

ATTACHMENT 1

After the presentation, the board members had the opportunity to provide feedback.
Based on the feedback and questions provided, staff determined the key components
that were asked by the BWP Board were the following:
1. Provide a detailed justification for the request for increased funds for operations &
maintenance (O&M) accounts budget line items relating to salaries & wages, other
professional services, private contractual services, travel, training, and software &
hardware.
2. Provide a detailed justification for capital improvement projects over $500,000.00.
3. Provide a detailed justification for all position requests, including the current
department organization chart and the proposed updated organization chart with the
proposed positions.
DISCUSSION
BWP staff created a spreadsheet that captures detailed justification for requests relating
to the increase in funds to O&M accounts for each division (Attachment 1), and has added
further justification to existing capital improvement project summary sheets for projects
over $500,000 (Attachment 2). Furthermore, additional justification was added to all
position requests (Attachment 3), the current department organization chart (Attachment
4), and the proposed updated organization chart was created (Attachment 5).
O&M Accounts
Although additional justification is provided for the increase in funds to O&M accounts
budget line items, these increases have little impact on rates. The bulk of the budget is
associated with the capital improvement projects needed to maintain infrastructure and
our BWP Board-recommended and City Council-adopted cash reserves policy, which
also impacts our bond rating. Our current bond credit rating for the Water Fund is AAA,
and Aa3 and AA- for the Electric Fund. Reducing the recommended cash reserve levels
could lead to lower rate increases in the near term. However, rating agencies conduct
annual reviews of BWP and may adjust our bond rating accordingly. Lower reserves
increase the risk of not being able to withstand a catastrophic event, potentially leading
to a credit downgrade. A downgrade would raise the cost of future borrowings, which
would ultimately result in higher expenses that would need to be covered by future rate
increases. Therefore, while reducing cash reserve levels may lower rates in the short
term, it could trigger a downgrade in our credit rating, leading to higher rate increases in
the future. BWP’s General Manager and Chief Financial Officer do not recommend
lowering recommended reserve levels. In addition to potentially jeopardizing our credit
rating, in the event of a catastrophic disaster, BWP needs funds upfront. Reimbursements
from FEMA happen years after the event. Additionally, BWP’s current reserve policy is
insufficient to fund future capital. BWP plans to update the current financial reserve policy
in FY 2025-26. These increases are a direct result of ongoing cost adjustments for costs

A1-2

ATTACHMENT 1
out of our control (i.e., the Intermountain Power Project (IPP) costs), significant and
ongoing increases in the cost of goods, and responding to industry and regulatory
mandates through continuous advocacy efforts by the General Manager and staff at the
local, state, and federal levels (i.e., travel), and enhanced safety training to ensure our
staff has the right knowledge and tools readily available to do their jobs safely. It is worth
noting that these budgetary increases do not take into account the upcoming salary
increases associated with current bargaining group negotiations or the ongoing federal
tariffs, which would raise capital costs and some O&M costs by a minimum of 20% – 50%.
Capital Improvement Projects
With reliability as a main budget driver, our capital improvement projects allow us to
maintain reliable and safe utility services. BWP is a medium-sized utility, partly due to its
population of 102,755, according to the 2023 U.S. Census Bureau data, and its high
daytime population as a job center. Our utility ranks in the top 5% of reliable electric
services – an honor bestowed upon only 5% of the nation's estimated 2,200 publicly
owned utilities. Senate Bill 35, which mandates additional houses, will only further
increase our population 1 . By investing in our community’s infrastructure now through
capital improvement projects, BWP is keeping outages and costs to a minimum, too. We
must show full encumbrance (the total amount of the project) in year one of the budget in
order to plan for it, secure vendors, and start the work. It is possible some of our capital
projects will take years to complete, but we have to budget for the money in year one. If
we do not fund these, the costs will only go up, and there will be a negative impact on
safety and reliability. Specifically, a delay will impact the airport, our local hospital, the
entertainment industry (which also impacts the statewide economy) as well as all of our
customers. For example, for the water fund, we must rebuild Reservoir 2. This reservoir
can hold up to 2.5 million gallons of water, but it has been leaking for years. The maximum
water it can hold today is only 1.25 million gallons. The reservoir is 90 years old, and it
must be rebuilt to current regulatory standards. In order to store water, this is an essential
capital improvement that cannot be delayed.
Position Requests
Staff has spread its position requests out over a three-year period and added more
context to the justification of each request, capturing the need for these positions. One of
the many reasons behind the need for these new position requests includes keeping up
with current utility-wide trends and creating brand-new classifications that align with our
operating needs. At the direction of Council and the importance of the City’s adopted
Greenhouse Gas Reduction Plan initiatives, BWP is developing a new Sustainability
Analyst series. Additionally, to minimize budgetary costs, a portion of the position
requests are paid for through capital improvement projects and some aid-in-construction
funds.
1

Decennial Census Counts, 1990 Through 2020 & Census Estimates for 2023* 15 Most Populous Cities

A1-3

ATTACHMENT 1
CONCLUSION
BWP staff has carefully developed the proposed FYs 2025-26 and 2026-27 budgets,
strongly emphasizing reliability, affordability, and sustainability—key priorities identified
by our community. Through a transparent and data-driven approach, staff has provided
detailed justifications for increases in O&M accounts, critical capital improvement
projects, and necessary position requests to ensure the continued strength of BWP’s
operations.
By proactively addressing infrastructure needs, maintaining financial stability, and
aligning with the City’s long-term sustainability goals, these budgets support BWP’s
mission to deliver safe, reliable, and cost-effective services to our community. The
proposed budgets reflect our commitment to accountability and prudent financial
management while keeping the best interests of our customers at the forefront, ensuring
that the final adopted budgets align with both community priorities and BWP's long-term
success.
Lastly, even with our updated rates, BWP continues to maintain lower rates than our
neighbors while providing high-quality and reliable services.
ATTACHMENTS
Attachment 1 – Fiscal Years 2025-26 and 2026-27 Operations & Maintenance Accounts
Justifications
Attachment 2 – Fiscal Years 2025-26 and 2026-27 Capital Improvement Projects (over
$500,000) Justifications
Attachment 3 – Fiscal Years 2025-26 and 2026-27 Updated Position Requests
Attachment 4 – Current Department Organization Chart, Fiscal Year 2024-25
Attachment 5 – Proposed Updated Department Organization Chart

A1-4

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

GENERAL MANAGER'S OFFICE

FY 24-25 BUDGET FY 24-25 YTD ACTUALS
Total Compensation $
1,150,030 $
535,717

62085.0000 - Other Professional Services $

105,000

62170.0000 - Private Contractual Services $

40,000

-

$

201,223

$

FY 25-26 BUDGET
1,148,753

FY 25-26 % DIFFERENCE FROM FY 24-25
0%

FY 26-27 BUDGET
$
1,768,921

$

600,000

471%

$

$

157,000

293%

$

A1-5

FY 26-27 % DIFFERENCE FROM FY 24-25
54%

JUSTIFICATION FOR INCREASE/DECREASE
In order to better position BWP for effective leadership, operational efficiency, and proactive
engagement with legislative and regulatory developments, it is essential to increase the budget to add
three key positions: Chief Assistant General Manager, (which is a promotional position and moves that
position to this Division), Chief of Staff, and Intergovernmental Affairs Manager. These roles will
enhance the utility’s capacity to manage its expanding responsibilities, address the increasing
complexity of regulatory and policy landscapes, and ensure seamless leadership and strategic
alignment across divisions. These three positions will strengthen BWP’s leadership structure, improve
organizational efficiency, and enhance the utility’s ability to respond to internal and external
challenges. Adding these positions will enable BWP to be more proactive in its operations, advocacy,
and leadership, ultimately supporting the utility’s mission to serve Burbank residents and businesses
effectively.

600,000

471%

The proposed budget increase for other professional services is essential to support several key
initiatives that will enhance BWP’s operations, ensure long-term sustainability, and meet evolving
organizational needs. These investments will strengthen BWP’s leadership structure, improve internal
processes, and enhance the organizational structure and utility’s ability to navigate legislative and
regulatory challenges . The increase in budget is primarily driven by allocating funds for possible BWP
executive/manager level recruitments, succession planning to maintain organizational stability and
prepare the next generation of leaders, enhancing our retention programs to ensure top talent
remains within BWP, which ultimately results in the reduction of high costs associated with turnover
and maintaining operational continuity. Investment in organizational development efforts will help
improve overall efficiency, team dynamics, and employee performance, contributing to the
organization's growth and adaptability. Enhancing records management capabilities is necessary for
compliance, operational efficiency, and accessibility of important information, ensuring smooth
workflows and safeguarding organizational knowledge. Also, increased funding will support the
preparation and analysis of large-scale reports such as studies on small modular reactors, resiliency,
and board requests, which are critical for informed decision-making, meeting regulatory
requirements, and driving innovation in key areas.

170,000

325%

By increasing the budget for essential contractual services such as State and Federal legislative
advocacy services, the organization will enhance its legislative influence, improve communication and
transparency, and better align with regulatory and policy changes at both state and federal levels. As
the regulatory environment becomes more complex, BWP needs to expand its advocacy efforts at the
state level. The budget will allocate resources to hire external state legislative advocacy services,
ensuring that BWP has the necessary support to engage with policymakers, protect the utility’s
interests, and shape legislative outcomes that impact operations and rates. Similarly, the increased
budget will fund federal legislative advocacy services, which will help BWP stay engaged with federal
policymakers and respond to federal legislation that may impact the utility. This will help secure
favorable policy outcomes, safeguard ratepayers’ interests, and ensure BWP’s voice is heard in
Washington. Also, another essential contractual service is the videotape and audio services for our
Monthly BWP Board Meetings, which enhances transparency and ensures accessibility for the public.
This will enable Burbank residents and other stakeholders to stay informed on key decisions and utility
operations.

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

62710.0000 - Travel $

70,000

$

16,299

$

225,000

221%

$

225,000

221%

The proposed increase in the travel budget is necessary to accommodate a significant expansion in the
number of employees attending key conferences and events that are essential for BWP’s operations
and strategic goals. Historically, the travel budget was allocated for the General Manager and a few
travel opportunities for board members and City Council. However, given the growing need for
broader representation and participation from multiple divisions within the organization, the travel
budget must now be adjusted to support the advocacy of up to four employees. The additional
attendees will include key staff members such as the Chief Assistant General Manager, Chief of Staff,
and the Intergovernmental Affairs Manager. These individuals are integral to supporting the GM’s
efforts and will need to attend conferences and events such as the CMUA, APPA, SCPPA, EPRI, RMEL,
CAISO, National Hydro Power Association, and EUCI. These conferences are critical for staying
informed on industry trends, networking with key stakeholders, advocating for BWP’s interests, and
gaining insights into regulatory and legislative developments that directly impact BWP’s operations
and strategies. With more staff members attending these events, the organization will benefit from a
broader range of expertise and perspectives, thereby enhancing BWP’s ability to strategically navigate
challenges and seize new opportunities. In addition, advocacy at the State and local level in essentially
and historically, has saved tens of millions (RPS delays, ACF exemptions, etc), Board membership to
represent BWP at the state level (CMUA) and securing millions in grant funding (APPA, $50 million
from the CEC for MPP, etc.)

62755.0000 - Training $

140,000

$

29,122

$

100,000

-29%

$

100,000

-29%

The decision to decrease the training budget by $40,000 and reallocate those funds to the travel
budget is a strategic adjustment to align resources with BWP’s evolving operational priorities. While
training is an important part of employee development, the increased need for travel to critical
industry conferences and events has become a higher priority at this time, particularly as BWP’s
leadership team and key staff will need to participate in several essential conferences and advocacy
efforts to build partnerships as we embark on new projects (like transmission buildout, innovative
technologies on our eco-campus and small modular reactor development). The reallocation of the
$40,000 from the training budget to the travel budget ensures that BWP has sufficient resources to
cover the expanded travel needs for these important events. This adjustment reflects the increased
demand for in-person representation and engagement at conferences/policy meetings/advocacy
efforts, which is critical for BWP’s continued success in a rapidly changing regulatory environment.

62316.0000 - Software & Hardware $

22,000

$

3,648

$

13,000

-41%

$

13,000

-41%

The decrease in budgetary funds for the hardware and software account reflects a strategic approach
to resource allocation while ensuring essential needs are met. The requested funds are specifically
allocated for the replacement of laptops that have reached or are nearing their end of life, ensuring
continued efficiency and security in operations. Additionally, a portion of the budget is designated for
software that will assist in tracking state legislation, enhancing our ability to stay informed and
compliant with regulatory changes. By focusing on these critical areas, we are optimizing expenditures
while maintaining the necessary technological infrastructure to support our operations effectively.

A1-6

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

UTILITY ADMINISTRATIVE SERVICES

FY 24-25 BUDGET FY 24-25 YTD ACTUALS
Total Compensation $
567,283 $
317,882

62085.0000 - Other Professional Services $

225,412

62170.0000 - Private Contractual Services

$

61,359

$

-

FY 25-26 BUDGET
$573,063

FY 25-26 % DIFFERENCE FROM FY 24-25
10%

FY 26-27 BUDGET
$1,183,477

$698,750

31%

$717,788

-

-

-

62710.0000 - Travel $

26,461

$

6,966

$102,632

39%

$96,362

62755.0000 - Training $

149,000

$

46,510

$313,500

21%

$321,235

62316.0000 - Software & Hardware $

45,000

$

35,735

$238,200

53%

$96,700

A1-7

FY 26-27 % DIFFERENCE FROM FY 24-25
JUSTIFICATIONS
21% ADMINISTRATION/HUMAN RESOURCES did not previously exist in this cost center and therefore the
increase in budget is due to the addition of two new positions (Assistant General Manager and Senior
Administrative Analyst (Z) and the transfer of two positions (Senior Administrative Analyst (M) and
Senior Secretary). Also, we are requesting a position upgrade from EHS Officer to Principal EHS
Engineer.
32% ADMINISTRATION/HUMAN RESOURCES did not previously exist in this cost center, and therefore,
some of the budget increase is due to new Administrative/Human Resources work, the addition of two
new positions (Assistant General Manager and Senior Administrative Analyst (Z), and the transfer of
two positions (Senior Administrative Analyst (M) and Sr. Secretary).
Cattus Consulting - These services will support BWP technology improvement and sustainability efforts
by modernizing and improving the efficiencies of administrative functions and internal business
services for multiple BWP Divisions (Administration and Safety, Finance, Marketing and Sustainability,
and the General Manager’s office).
- 6th Street Consulting - Contractual services to support SharePoint migration and ongoing

36% ADMINISTRATION/HUMAN RESOURCES did not previously exist in this cost center, and therefore,
some of the budget increase is due to new Administrative/Human Resources work, the addition of two
new positions (Assistant General Manager and Senior Administrative Analyst (Z), and the transfer of
two positions (Senior Administrative Analyst (M) and Sr. Secretary).
ADMINISTRATION/HUMAN RESOURCES
CalPELRA Conference - Employee Relations and California Public Labor Law conference for annual
updates to California Labor Law, with two attendees: Assistant General Manager & Senior
Administration Analyst (Z).
APPA Conference - American Public Power Association with two attendees training for Assistant and
conference for Senior Administration Analyst (Z) or Safety Manager.
ATD - Association for Talent Development, conference and training for practitioners of leadership
development, training, talent management, performance management, retention, and engagement.
Two attendees: Assistant General Manager & Senior Administrative Analyst (M).
SAFETY
22% ADMINISTRATION/HUMAN RESOURCES did not previously exist in this cost center, and therefore,
some of the budget increase is due to new Administrative/Human Resources work, the addition of two
new positions (Assistant General Manager and Senior Administrative Analyst (Z)), and the transfer of
two positions (Senior Administrative Analyst (M) and Sr. Secretary).
ADMINISTRATION/HUMAN RESOURCES
21% ADMINISTRATION/HUMAN RESOURCES did not previously exist in this cost center, and therefore,
some of the budget increase is due to new Administrative/Human Resources work, the addition of two
new positions (Assistant General Manager and Senior Administrative Analyst (Z)), and the transfer of
two positions (Senior Administrative Analyst (M) and Sr. Secretary).
ADMINISTRATION/HUMAN RESOURCES
Asana - collaborative project management and record-keeping software for the team (important to

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

ELECTRIC DISTRIBUTION

FY 24-25 BUDGET Fy 24-25 YTD ACTUALS
Total Compensation $
20,268,810 $
10,191,743

$

FY 25-26 BUDGET
20,383,139

FY 25-26 % DIFFERENCE FROM FY 24-25
0.56%

FY 26-27 BUDGET
$
24,751,995

FY 26-27 % DIFFERENCE FROM FY 24-25
22.12%

JUSTIFICATIONS
Apprentice positions in FY 25/26 will not be completely filled and the positions that will be filled will be
at the bottom step of the salary range. More positions will be filled closer to FY 26/27 as space for
Apprentices becomes available (due to locker room expansion and training area updates).

62085.0000 - Other Professional Services $

370,000

$

46,502

$

390,000

5.41%

$

390,000

5.41%

FY 24/25 usage will pick up towards the end of the fiscal year. In general, budgeting for Professional
Service Agreements under O&M is typically done for authority to execute agreements in case of
emergencies or a limitation in labor resources. The funds may not be used, however, they are there in
case the sudden need for expertise is required without having to wait 5-6 months for an RFP process to
be complete. This allows the utility to stay nimble and able to address concerns relatively quickly. In
FY 25/26 and beyond it's expected that consultant labor rates will increase.

62170.0000 - Private Contractual Services $

1,852,250

$

649,784

$

1,785,000

-3.63%

$

1,835,000

-0.93%

Private contractual services is anticipated to decrease as BWP is implementing a fee for vegetation
management on private customer property who are not maintaining vegetation from growing around
the power pole clearance areas per Rules and Regulations. Currently BWP (and by extension the
ratepayers) pay for tree clearance on private property that otherwise should be paid for by the
property owners. While BWP's fee is still lower cost than getting a private party to do vegeration
clearance, staff anticipates that many homeowners may opt to remove trees entirely instead. The
decrease in vegetation clearance is eventually offset by increases in contractor labor costs in FY 26/27
and beyond.

62710.0000 - Travel $

86,779

$

13,798

$

93,650

7.92%

$

93,650

7.92%

62755.0000 - Training $

155,200

$

50,731

$

175,500

13.08%

$

167,500

7.93%

Conferences and specialized training are an important part of a successful utility's continuous
improvement, they are typically done at out-of-state locations as they are more national and regional
as opposed to local. Hiring new staff requires additional travel to conferences and specilized training
out of state and costs for travel have increased quite drastically. The bulk of FY 24/25 travel is
anticipated to occur in Q2 of 2025 as major utility conferences such as Distibutech and APPA's E&O
conference take place during this time.
BWP is skilling up it's workforce on the installation and maintenance of EV Chargers, Solar Panels,
inverters, Battery Storage, and new AMI meters. In addition, new staff will require the basic utility
training offered at the entry-level as well as supervisory level for new supervisors. It is anticipated that
the cost of training will be increasing with labor cost over the next few years.

62316.0000 - Software & Hardware $

263,200

$

96,236

$

256,000

-2.74%

$

259,500

-1.41%

A1-8

BWP field staff is transitioning from expensive rugged field laptops to much cheaper and more userfriendly tablets. Staff has also transitioned away from more expensive remote connection software to
a more reliable and less expensive option. The yearly subscription and software maintenance costs
have increased for utility-specific software such as planning, modeling, and analystics software.

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

POWER SUPPLY & FACILITIES
Total Compensation

FY 24-25 BUDGET Fy 24-25 YTD ACTUALS
$17,384,512
$9,005,785

FY 25-26 BUDGET
$17,556,897

FY 25-26 % DIFFERENCE FROM FY 24-25 FY 26-27 BUDGET
11.14%
$20,119,520

FY 26-27 % DIFFERENCE FROM FY 24-25
JUSTIFICATIONS
16.95% The addition of new positions: Power Resources Supervisor, Principle Electrical Engineer, Power
Systems Operator Trainee, and Power Systems Supervisor. The year-to-date budget is lower due to
vacancies, including the Assistant General Manager, underfilled positions, and vacancies currently in
the recruitment process. All vacant positions are in various stages of recruitment.

62085.0000 - Other Professional Services

$4,996,375

$692,915

$5,887,367

17.83%

$5,828,250

62170.0000 - Private Contractual Services

$967,933

$167,061

$6,786,975

601.18%

$1,514,650

62710.0000 - Travel

$108,950

$11,943

$75,820

-30.41%

$77,186

-29.15% The General Manager has been traveling on behalf of Power Supply. The cost has been attributed to
the General Manager's administration budget. Travel decreased by about 52k for PS12Z for both fiscal
years.

62755.0000 - Training

$234,688

$43,867

$529,297

125.53%

$543,913

131.76% Local Generation is up 222k due to new mandatory safety training. This is BWP-specific and cannot be
charged to MPP. The timing of training and invoices is attributable to the lower actuals. The filling of
current vacancies will drive training costs higher.

62316.0000 - Software & Hardware

$366,610

$172,263

$1,565,033

326.89%

$1,628,854

344.30% We are on track with current expenditures. Drivers of software and hardware costs include the new
AspenTech transmission and distribution software support contract, which was previously included
with a capital contract. It is not budgeted in O&M. Support and licensing costs for existing software
and hardware increased, as did one upgrade for GIS compatibility.

A1-9

16.65% Local Generation up by 585k in 25-26 related to Olive 1 and 2 asbestos abatements. A hygienist is
contracted for the asbestos abatement. We are conducting the asbestos abatement now to avoid a $1
million cost increase in late 2026. We are saving at least $1 million by performing the mandatory
abatement in the earlier years as opposed to down the line. 100k is budgeted for GIS upgrade support
in both fiscal years (New). The budget for SCADA-related engineering support has doubled from 75k to
150k in both fiscal years. Sizable Purchase Service Agreement (PSA) contracts were not fully fulfilled
due to the Assistant General Manager's promotion to General Manager. Once a permanent Assistant
General Manager is in place, the contracts will resume. We expect prices for OATT to increase in the
future, we budgeted for an increase in the contract with LADWP, which has been delayed. Tule Hydro
charges from ACES have been delayed.
56.48% Up 5,707,042 for Local Generation for FY 2025-26 for Olive 1 & 2 asbestos abatement. Funds will be
utilized for the actual abatement. We are conducting the asbestos abatement now to avoid a $ 1
million cost increase in late 2026. It is necessary to do this work to prepare for future generation
resources on site. The asbestos abatement has started this year, but the timing of invoices is
attributable to lower-than-expected expenditures.

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

WATER DIVISION

FY 24-25 BUDGET Fy 24-25 YTD ACTUALS
Total Compensation $
8,880,430 $
3,984,244

$

FY 25-26 BUDGET
8,618,631

FY 25-26 % DIFFERENCE FROM FY 24-25
-2.9%

FY 26-27 BUDGET
$
8,945,665

FY 26-27 % DIFFERENCE FROM FY 24-25
0.7%

JUSTIFICATIONS
This is due to vacancies. We expect costs to increase slightly in future year, as we upgrade several
positions.

62085.0000 - Other Professional Services $

701,939

$

298,767

$

719,855

2.6%

$

752,807

7.2%

Items included in FY 24/25 that are no longer present include on-call GIS support, arc flash study,
grant application support, and a reduction in the requested amount for water main condition
assessments. Modest increases on other regularly requested PSAs, coupled with the total reduction
from the PSA removed (as discussed above), resulted in a slightly higher variance.

62170.0000 - Private Contractual Services $

250,606

$

228

$

192,122

-23.3%

$

201,620

-19.5%

Emergency Pipeline and/or repair work ($150,000), miscellaneous painting, reservoir inspections,
water quality testing, and GIS support. The costs were reduced by eliminating Water GIS labor support
because the work is now done in-house.

62710.0000 - Travel $

36,266

$

7,757

$

26,607

-26.6%

$

27,000

-25.6%

Travel is used for meetings with legislatures, regulators, and other agencies. Conferences are used for
training. Travel associated with conferences was removed and added to training, lowering the travel
budget.

62755.0000 - Training $

69,793

$

9,682

$

153,769

120.3%

$

161,777

131.8%

Training increased to attend additional conferences on desalination and potable reuse (IPR/DPR), stay
abreast of new technologies, and advocate for partnership and funding for sustainability and
reliability. This is especially critical, given our partnership on a desalinization project and a potential
potable reuse project in Burbank.

62316.0000 - Software & Hardware $

152,526

$

111,365

$

190,976

25.2%

$

200,338

31.3%

Software license renewals for Infowater (hydraulic model), GIS, Netmotion (VPN), Bluebeam (plan
reviews), Syncta (cross-connection program), and Aveva (PI Enterprise agreement) remain from FY
24/25. New software for AutoCAD Civil 3D ($25K), Epals ($1.5K, permit fee collection), and a modest
increase in budget to replace aging computers/hardware ($8K) are the primary drivers for the ~$35K
increase.

A1-10

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

FINANCE, FLEET, & MATERIALS

FY 24-25 BUDGET Fy 24-25 YTD ACTUALS
Total Compensation $
4,506,070 $
1,984,205

$

FY 25-26 BUDGET
4,344,829

FY 25-26 % DIFFERENCE FROM FY 24-25
-4%

FY 26-27 BUDGET
$
4,732,861

FY 26-27 % DIFFERENCE FROM FY 24-25
5%

JUSTIFICATIONS
New Financial Analyst position (+$158,435 for both Fiscal years). Offset by a change in budgeting
methodology from TOR (top-of-range) to Step 7 or mid-range costing for FY 25/26 variances. FY 26/27
includes a new budgeted position for a Senior Utility Accounting Analyst that has since been planned
for FY 27/28 ($147,477).

62085.0000 - Other Professional Services $

228,500

$

79,096

$

424,850

86%

$

281,600

23%

New PSA for cost of service consultant in FY 25/26 only for $120,250. Finance plans to purchase
additional Insight (Hubble) licenses ($35,000 for FY 25/26) for division staff to use for actuals to
budget monitoring, as well as other financial analyses. Two Hubble licenses will be reserved for the
Financial Accounting Manager new hire and the new Financial Analyst position. New PSA ($25,000 for
Fiscal Years 25/26 & 26/27) for KNN, BWP's municipal advisor. New PSA for Moody's credit agency
($14,500 and $15,000 for Fiscal Years 25/26 and 26/27, respectively).

62170.0000 - Private Contractual Services $

83,500

$

164,359

$

110,000

32%

$

112,500

35%

Increase in budgeted temps for Finance (+$39,000 and $41,500 for Fiscal Years 25/26 and 26/27,
respectively) to assist with utility budget on a new cloud-based system, year-end audit, and backfill for
training to the Financial Accounting Manager and two new Financial Analyst positions which are
currently vacant.

62710.0000 - Travel $

-

$

-

$

37,000

100%

$

38,100

100%

Transferred from Training budget (+$22,287). Additional conference budgets for APPA, CSMFO, GFOA,
and other conference attendance for Finance staff, including newly hired Financial Accounting
Manager, and the two new hires in the Financial Analyst positions (+$15,000 for FY 25/26 and
+$16,100 for FY 26/27).

62755.0000 - Training $

44,582

$

22,537

$

102,130

129%

$

102,130

129%

Increase for SCPPA training to include the new Financial Accounting Manager and two new Financial
Analyst positions (+$22,425 for both Fiscal Years). New NAES (North American Energy Services)
training (+$15,000 for both Fiscal Years). New bond disclosure and gas counterparties training
(+$10,000 for both Fiscal Years). New DOT hazardous materials training for the Warehouse (+$5,160
for both Fiscal Years). New State hazardous waste management training for Warehouse (+$5,605 for
both Fiscal Years).

62316.0000 - Software & Hardware $

238,455

$

145,451

$

157,500

-34%

$

114,400

-52%

Eliminated Hyperion technical support (-$110,250) since it has been replaced with a cloud-based
system. Awaiting a new quote from City IT for EPM cloud-based system technical support budget.
Fleet software system upgrade coordinated with City IT in FY25/26 (+$41,500) and lowered in FY
26/27 with revised maintenance budget (-$40,000).

A1-11

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

TECHNOLOGY, SECURITY, & TELECOM

FY 24-25 BUDGET Fy 24-25 YTD ACTUALS
Total Compensation $
3,412,035 $
1,737,474

$

FY 25-26 BUDGET
3,282,868

FY 25-26 % DIFFERENCE FROM FY 24-25
-4%

FY 26-27 BUDGET
$
4,958,928

FY 26-27 % DIFFERENCE FROM FY 24-25
45%

JUSTIFICATIONS
Application Support’s cost center, which was originally housed in Customer Service, was moved to
Operational Technology for FY 25/26.

62085.0000 - Other Professional Services $

410,000

$

-

$

2,208,000

439%

$

2,519,500

515%

Application Support’s cost center was moved to Operational Technology for FY 25/26. Includes $1.7M
in PSAs for FY 25/26 and $2M in PSAs for FY 26/27.

62170.0000 - Private Contractual Services $

1,100,000

$

119,875

$

1,112,404

1%

$

1,184,338

8%

The rate charged by various service providers, such as contracted security and technology services
increased.

62710.0000 - Travel $

23,820

$

650

$

62,400

162%

$

71,900

202%

Application Support’s cost center was moved to Operational Technology for FY 25/26. Includes $40k in
Travel for FY 25/26 and $50k in Travel for FY 26/27.

62755.0000 - Training $

78,000

$

12,423

$

128,000

64%

$

143,000

83%

Application Support’s cost center was moved to Operational Technology for FY 25/26. Includes $50k in
Training for FY 25/26 and $65k in Training for FY 26/27.

62316.0000 - Software & Hardware $

1,476,920

$

778,316

$

1,568,600

6%

$

1,623,550

10%

Various software licenses and hardware support increased in price.

A1-12

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

STRATEGY, MARKETING & SUSTAINABILITY

FY 24-25 BUDGET Fy 24-25 YTD ACTUALS
Total Compensation $
2,723,207 $
892,052

$

JUSTIFICATIONS
FY 25-26 BUDGET FY 25-26 % DIFFERENCE FROM FY 24-25FY 26-27 BUDGET
FY 26-27 % DIFFERENCE FROM FY 24-25
2,566,136
-6%
$
2,722,994
0%
Actuals are lower than budget due to vacancies.

62085.0000 - Other Professional Services $

1,320,051 $

308,282 $

1,627,000

23%

$

2,837,000

115%

For water conservation, FY 24-25 budget was $60k for vendors that implement energy and water
conservation programs and leak assistance for customers. For Fiscal Years 25-27 the requested budget
authority is $255k for comprehensive leak detection and repair services to replace the Home
Improvement Program's water conservation program and $5k for water leak assistance for low-income
customers.
For communications and outreach, in FY 24-25 budgeted $545k for website maintenance, creative
support, technical writing support, rate education, press releases, communications, advertising, and
grant writing. In Fiscal Years 25-27, the budget was increased to $583k and $722k, respectively. Costs
adjusted for inflation and accounting for additional assistance for website upgrades, maintenance, and
marketing support.
For transportation electrification, FY 24-25 budget was $320k for education and outreach, a
Chargepoint cloud license, charger maintenance, and customer advisory services. In Fiscal Years 25-27,
the budget was increased to $433k and $529k, respectively. Added budget authority is to fund a peak
load reduction program, customer advisory services, EV charging station replacement parts and
maintenance and charger software licenses.
For public benefits, FY 24-25 budget was $414k for demand response programs, rate engagement,
efficiency kits, and low-income program capitation services. For Fiscal Years 25-27 the budget was
reduced to $351k and then increased to $1.326M, respectively. The decrease in FY 25-26 is due to rate
engagement being delayed. The increase in FY 26-27 is due to the requested budget authority to
implement an electrification direct install pilot for low-income customers.

62170.0000 - Private Contractual Services $

3,080,100 $

553,718 $

2,835,700

-8%

$

3,143,600

2%

For water conservation, FY 24-25 budget was $307k for the Home Improvement Program, online rebate
processing services, and the Burbank Unified School District student conservation program. For Fiscal
Years 25-27, the budget was reduced to $45 and $48k, respectively. The scope of work for the Home
Improvement Program was moved from Private Contractual Services to Other Professional Services.
For communications and outreach, Fiscal Years 25-27 have budget requests of $52k and 14k,
respectively, to fund print ads, outdoor signage, and customer data segmentation.
For public benefits, FY 24-25 budget was $2.7M for low-income assistance programs, Home
Improvement Program, Business Bucks, Energy Saving Trees, upstream efficiency services, educational
displays, engineering support services, regulatory reporting tools, and online rebate application
processing services. In Fiscal Years 25-27, the budget was adjusted to $2.738M and $3.08M,
respectively. The budget was adjusted for inflation and new upstream incentive program.

62710.0000 - Travel $

50,700 $

510 $

28,000

-45%

$

32,700

-36%

Travel budget for the sustainability, water conservation, and communications and outreach teams. Staff
reduced the budget to $2k for each staff person.

62755.0000 - Training $

85,000 $

15,258 $

46,000

-46%

$

96,750

14%

Training budget for the sustainability, water conservation, and communications and outreach teams.
About $2.7k was budgeted for each staff member's annual training.

A1-13

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

62316.0000 - Software & Hardware $

577,780 $

79,105 $

830,455

44%

$

A1-14

1,164,392

102%

For water conservation, the FY 24-25 budget was $110k for WaterSmart. In Fiscal Years 25-27, the
budget was reduced to $100k each year.
For communications and outreach, the FY 24-25 budget was $86k for Oracle Opower solar customer
engagement, Oracle email marketing, and AdobePro. For Fiscal Years 25-27, the requested budget
authority increased to $190k and $274k, respectively, to fund marketing software such as Constant
Contact, SurveyMonkey, Grammarly, Contact Monkey, and Adobe Creative Cloud.
For public benefits, the FY 24-25 budget was $381k for Oracle OPower energy updates, high bill alerts,
and a self-service web portal. For Fiscal Years 25-27, the requested budget authority increased to $540
annually to account for inflation and potential new Oracle services.

ATTACHMENT 1

OPERATIONS MAINTENANCE ACCOUNT JUSTIFICATIONS

CUSTOMER SERVICE

FY 24-25 BUDGET Fy 24-25 YTD ACTUALS
4,243,860 $
2,186,893
Total Compensation $

$

FY 25-26 BUDGET
4,032,216

FY 25-26 % DIFFERENCE FROM FY 24-25
-5%

62085.0000 - Other Professional Services $

1,510,050

$

404,176

$

2,298,000

52%

62170.0000 - Private Contractual Services

NA

$

65,692 $

400,000

NA

FY 26-27 BUDGET
$
3,820,521

$

FY 26-27 % DIFFERENCE FROM FY 24-25
-10%

JUSTIFICATIONS
Salaries have been reduced due to the transfer of (5) staff members to Operational Technology for
Business Application Support. This has been offset by the increase of (2) new Lead Customer Service
Representative III’s in the FY 25/26 budget, which will be assigned to process complex billing
exceptions and meter exchanges to improve billing delays and to backfill for frontline operations in
call center and credit/collections.
Increases are driven by professional services to support cloud services for our Oracle billing system,
Meter Data Management System, Field Workforce Management tool, Advanced Metering
Infrastructure, and other integrated systems. These systems will supplement staff to assist with
performing quarterly cloud updates and to implement best practices to maximize these systems to
improve customer service. Professional services also include call center overflow services to improve
call times and tech improvements to offer IVR callback and automated customer surveys.

2,579,500

71%

NA

NA

This increase covers temporary services for operational staffing in billing, call center, collections, and
field services. Due to turnover and multiple project activities, backfilling of operational personnel is
required to ensure continued high levels of customer service.
In FY 23/24, Customer Service Operations had one manager and one supervisor overseeing four
distinct sections. In FY 25/26, there will be two managers and four supervisors overseeing the
operation and they will travel to attend industry meetings to collaborate with other organizations to
discuss best practices and learn new methods to improve call center, collections, billing, and field
service operations leading to better customer experience, improved collections, and customer
satisfaction.
In FY 23/24, Customer Service Operations had one manager and one supervisor overseeing four
distinct sections. In FY 25/26, there will be two managers and four supervisors overseeing the
operation. Training will be provided to learn utility operations and new customer service strategies,
leadership skills, and how to manage cloud technology operations to improve customer satisfaction,
faster hold times, and improved collections.

62710.0000 - Travel $

24,000 $

-

$

65,000

171%

$

75,000

213%

62755.0000 - Training $

56,000 $

8,370

$

120,000

114%

$

135,000

141%

62316.0000 - Software & Hardware $

1,274,450 $

638,981 $

1,667,000

31%

$

1,733,940

36%

A1-15

Software and hardware cost increases are driven by licensing and support for cloud applications
critical to the business, such as the utility billing system, meter data management system, advanced
metering infrastructure network, and the customer online account portal where customers can view
and pay their utility bills.

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1
2

M. Wang

Header
Citywide Solar, Storage, and Innovative Projects
Power Supply Improvement Projects

Forecast
5,000,000

54

3/20/2025 2:04 PM

A1-16

Forecast
2,000,000 * F474EcoCampus Solar project is part of the EcoCampus
initiative to drive sustainable energy by showcasing
technology that will help BWP achieve a carbon free energy
mix. The solar will contribute to BWP’s RPS and showcase the
utility’s dedication to the goal of carbon free energy.
* Carport solar project will re-power the existing custom built
solar structure at the employee parking lot on Lake st. The
(260kW) array is end of life and currently only producing
80kW. A repower with newer vintage panels is expected to
increase the capacity of the solar system by at least 30% and
be able to fully charge the ironflow battery with solar energy
in addition to helping offset energy consumption at the
service center warehouse building
* The long duration grant project will showcase a new nonlithium long duration storage system. The cost of the project
will cover the interconnection of the battery system with our
12kV feeder system. We expect to receive 50% grant funding
($2.7M) to go towards the $5.4M expenditure.
* EcoCampus Solar - We are currently working on the RFP
package for release towards the middle of the year and plan
to enter into a design build contract by end of calendar year.
Depending on the federal government, there may be some
changes to the IRA ITC tax credit for solar in the 2026
calendar year, we could possibly qualify for 2025 ITC tax law

2

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1
2

Y. Chedid

57
63

73
77
79

Header
Olive A3 Transformer Replacement
Power Supply Improvement Projects

Facility Related
S. Spence Operations Technology

Header
Header

3/20/2025 2:04 PM

Forecast
3,500,000

Operations Technology
Online Account Manager Portal Implementation Project

2,000,000

Sub-Total

2,750,000

Distribution Expansion Projects

A1-17

Forecast
The Olive A3 transformer is approximately 65 years old and
recent transformer analysis have shown the transformer is
near end of life, thus requiring replacement. If not replaced, it
is likely to fail in 3 years. We need to order it starting this next
budget year because it has a 2-3 year lead time. The project
will be complete after the transformer arrives and it gets
installed. If it fails, Lake One Power Plant generation will be
limited to partial generation. If there is a problem with other
equipment and this transformer fails at the same time, Lake
One Power Plant generation could be restricted to zero. In
some scenarios, a failure of this transformer can also limit
Magnolia Power Project generation.

The Online Account Management platform enables BWP's
online service activation, account management, and
payment processing both online and through the IVR.
However, at nine years old, it is no longer cost-competitive,
lacks essential functionality - including a mobile experience and does not serve all BWP customer segments including
ONE Burbank. This project implements a modern solution to
address these deficiencies and reduce ongoing payment
processing costs. Delaying this project hurts our customer
service and presents security risks from using old software.

300,000

3

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1
2

Y. Chedid

Header
Distribution Expansion Projects Station Remote Terminal Unit (RTU) Replacement

Forecast
600,000

Forecast
600,000 Replace existing Remote Terminal Units (RTU) with new
equipment in order to eliminate double entry configuration of
data from Intelligent Equipment Devices (IED) to BWP's
Supervisory Control and Data Acquisition (SCADA); and to
eliminate communication and data issues attributed to
existing RTU equipment. Existing RTU has been difficult to
configure, troubleshoot, and maintain when compared to
BWP's current standard. New relays would improve
maintenance by removing problematic equipment and
utilizing current standards which simplifies maintenance and
troubleshooting of equipment. Delaying this project would
introduce risks of communication issues with safety devices
in stations and the ECC operating desk.

387,000

1,420,000 Procure and construct Electric Vehicle (EV) charging stations
at various locations citywide. Installing charging stations
throughout the city will reduce range anxiety and encourage
residents and visitors to purchase electric vehicles. Electric
vehicles provide a potential revenue stream for the utility
while reducing air pollution. This project is paid by LCFS
restricted funds.

219

Distribution Expansion Projects Electric Vehicle Charging Program
C. Clark/A. Azarian

225

3/20/2025 2:04 PM

A1-18

4

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1
2

C. Clark

Header
Distribution Expansion Projects Electric Distribution Masterplan Update

Forecast
500,000

Forecast
The Electric Distribution Masterplan Update is on a 3-year
cycle. The engineering section will look at existing and
projected system conditions (5, 10, 20-year outlook) and
identify system inefficiencies to be resolved. The update
utilizes advanced system load-flow studies and AMI data
along with EV, PV, housing and economic development
projections to challenge the current system's ability to serve
load reliably under different critical component failure
scenarios. The result of this study shapes BWP's future CIP
and maintenance programs. Delaying or not completing this
study may result in gaps in our system capacity that may
impact the security and reliability of power served in
Burbank. The previous Masterplan identified the 4kV system's
inability to serve load beyond the 10-year horizon prompting
BWP to accelerate the conversions and saving the utility from
certain deficiencies.

226

Distribution Expansion Projects Replace Work Asset Management Software (WAM)
W. Wickersheim

1,200,000 This project is for the replacement of our Work and Asset
Management system. Our current system is reaching the end
of life without support from the developer for the current
version beyond 2026. There is a need to replace or upgrade
the existing system, with upgrading the system being a much
more costly option than implementing a new system based
on the current solutions on the market today. A replacement
of the existing system is estimated to achieve initial
implementation and O&M savings immediately. Delaying this
project would place the existing system out of support and
vulnerable to cyber-attacks.

262

Y.Chedid

Distribution Expansion Projects Warner Transformer Bank Replacement (New Unit)

1,450,000

1,000,000 This Project is to replace the warner transformer bank that
was damaged by a substation fire. The costs of this
replacement will be reimbursed by the insurance company.

263

3/20/2025 2:04 PM

A1-19

5

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1

C. Clark

Header
Distribution Expansion Projects Expansion of Interconnection Capacity

Y. Chedid

Distribution Expansion Projects Airport Substation (Dept share)

2

Forecast
1,000,000

Forecast
This project is to study the expansion of interconnection
capacity to meet the demands of forecasted load growth as
identified in the IRP and Electric Distribution Masterplan.
Expanding system capacity will allow Burbank to serve
additional load from the expected increase in housing &
commercial developments, EVs, and datacenters.

264

266
268
269
270

Header
Header
Header

3/20/2025 2:04 PM

14,373,407

Sub-Total

20,344,867

This Project is to cover the BWP portion of the construction of
a new community substation for the new airport terminal.
Based on the Golden State Specific Plan the airport area is
expected to grow in load with limited substation capacity to
serve. This project allows BWP to serve customers from the
airport substation that would otherwise be serving only the
airport but maintained at the cost of BWP.
6,042,500

Distribution Replacement Projects

A1-20

6

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1
2

Header
V. Akerson Distribution Replacement Projects
4kV to 12kV Conversions

299
300 Y. Chedid

Forecast
8,000,000

Forecast
8,000,000 This program converts all existing 4 kilovolt (kV) circuits to
12kV. The scope includes rebuilding all assets on existing 4kV
circuits to 12kV standards and transferring the load to the
12kV system. Conversion to a higher voltage will reduce
operating line losses on each converted circuit by
approximately 90 percent. Rebuilding facilities to modern
standards will ensure continued reliability and safety. In
2024, BWP updated its 20-year T&D masterplan, and the
results of the system studies show a sharp increase in system
load over the next decade that is a result of building
electrification, transportation electrification, and additional
housing. Unfortunately, the remaining 4kV system cannot
withstand the loads we are anticipating over the next 10
years, and BWP cannot keep the current pace of conversions
(20 years) without having a catastrophic impact on reliability
and safety in the remaining 4kV areas. For BWP to speed up
its conversion process, additional budget is required for the
next 10-year period so the conversion process can be
expedited. The early retirement of the 4kV stations, their
maintenance, and the system losses foregone from the
shortened conversion timeline will offset the additional
budget.

Media District 12kV Capacity
Distribution Replacement Projects

3/20/2025 2:04 PM

A1-21

7

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

Sub Division 2
Project Manager

E

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1
2

Header
V. Akerson Distribution Replacement Projects
Underground Existing Overhead Electric Lines

Forecast
3,595,928

Forecast
420,000 Per City Council direction, BWP sets aside $400,000 annually
for underground existing overhead lines to accommodate the
Community Development and Public Works departments
street widening objectives and to improve aesthetics. Efforts
are underway to form the City's second underground utility
district along North San Fernando Boulevard from Burbank
Boulevard to Grismer Avenue. Undergrounding electric lines
reduces the likelihood of some types of outages and
improves the aesthetics in the major view corridors in
Burbank.

1,247,954

This is a part of the Underground Existing Overhead Electric
Lines project and designated as Underground Utility District 2
- North San Fernando Boulevard. BWP sets aside $400,000
annually for underground existing overhead lines to
accommodate Community Development and Public Works
departments' street widening objectives and to improve
aesthetics. Efforts are underway to form the City's second
underground utility district along North San Fernando
Boulevard from Burbank Boulevard to Grismer Avenue.
Undergrounding electric lines reduces the likelihood of some
types of outages and improves the aesthetics in the major
view corridors in Burbank.

304

V. Akerson Distribution Replacement Projects
Underground Utility District - North San Fernando

305

3/20/2025 2:04 PM

A1-22

8

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

Header
V. Akerson Distribution Replacement Projects
Replace Deteriorated Underground Electrical Dist. Lines

Forecast
1,000,000

Forecast
1,000,000 Replace distribution manholes, vaults and underground
facilities that are deteriorated, fail inspection or fail loading
analysis. The number of facilities that fail varies from year to
year. Replacing overloaded or deteriorated substructures
allows BWP to maintain safety and reliability. Delaying
repairs to infrastructure will create unsafe conditions in the
public right of way including weakened manholes under
vehicular traffic or vault covers exposed to daily pedestrian
foot traffic.

Sub Division 2
Project Manager
1
2

306

C. Clark

Replace Deteriorated Overhead Electrical Dist. Lines
Distribution Replacement Projects

3,000,000

3,000,000 Replace overhead electrical facilities that are deteriorated,
fail inspection or fail loading analysis. Replacing overloaded
or deteriorated overhead facilities allows BWP to maintain
safety and reliability. Delaying replacements of deteriorated
power poles will create unsafe conditions for residents and
will expose the system to more damage during natural
disasters such as windstorms and earthquakes.

S. Knauth

Replace Services
Distribution Replacement Projects

1,200,000

1,260,000 Replace electric services that are deteriorated or overloaded.
The number of services that require replacement varies from
year to year. Replacing overloaded or deteriorated services
allows BWP to maintain safety and reliability. Most of these
replacements are completed as part of a customer's service
installation or upgrade and the cost is recovered through
fees.

307

309

3/20/2025 2:04 PM

A1-23

9

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1

C. Clark

Header
Replace 69 kV and 34.5 kV Lines Due to Deterioration
Distribution Replacement Projects

J. Holt

Replacement of AMI
Distribution Replacement Projects

2

Forecast
600,000

Forecast
600,000 Replace sub-transmission facilities that are deteriorated, fail
inspection or fail loading analysis. Replacing deteriorated or
overloaded facilities allows Burbank Water and Power (BWP)
to maintain safety and reliability. Delaying replacements of
deteriorated power poles will create unsafe conditions for
residents and will expose the system to more damage during
natural disasters such as windstorms and earthquakes.

5,500,000

5,500,000 The existing Advanced Metering Infrastructure (AMI) is at its
end of life in 2026. This project will scope, procure, and
install the full replacement of the AMI system. Replacement
of the AMI will maintain reliability through proactive
replacement of these assets before failure. The current
2.4Ghz system requires the operation and maintenance of
more than 400 field communication device locations,
compared to a modern 900Mhz system's 5 locations. In
addition, the current AMI vendor's prices are much higher
than the new vendor (Sensus) and the communication
system is outdated and much slower than the modern
900Mhz system. Since the meters that were installed 14
years ago are going to be replaced, staff have decided to
replace them with the 900Mhz system to eliminate the more
costly 2.4Ghz communication system. Delaying this
deployment will mean that BWP maintains the 2.4Ghz legacy
communication system and eventually replaces the existing
meters at a higher cost in the upcoming 3-5 year period and
therefore committing to an older and more costly technology
for another 15 years.

314

315

3/20/2025 2:04 PM

A1-24

10

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1
2

Header
V. Akerson Distribution Replacement Projects
Burbank Bridge Infrastructure Rebuild

Forecast
1,400,000

Forecast
This project will replace and rebuild conduits in the old
Burbank Bridge overpass over Lake St and the Railroad
(between Victory and Front St) that are deteriorated and
broken down. This part of the bridge contains subtransmission cable as well as multiple 12kV feeders that
support the downtown area which is currently lacking 12kV
capacity. Delaying this project would eliminate connections
necessary to feed upcoming CIP projects and limit the
system flexibility in case of a major disaster impacting San
Jose substation (the only 12kV station North of the I-5
freeway). The sub-transmission impacts include the limited
capacity at McCambridge as it's currently being temporarily
fed from another 34kV source until the Burbank Bridge
conduits are repaired.

361
376 Y. Chedid

Y. Chedid

Distribution Replacement Projects
Burbank Bridge Infrastructure Rebuild
RSE Transformers Firewall Addition
Distribution Replacement Projects

500,000 This project funds the installation of a firewall between the
substation transformers at San Jose. The firewalls protect
each transformer from being damaged by an incident
impacting the other. San Jose is the only 12kV substation
North of the I-5 freeway within Burbank and therefore is of
importance to the 12kV conversions and current downtown
developments. Delaying this project introduces the risk of
losing the entire San Jose substation, repairs will likely take 4
years as that is currently the lead time to procure substation
transformers.

377

3/20/2025 2:04 PM

A1-25

11

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1

Y. Chedid

Header
Spare Transformers/Mobile Transformer Purchase
Distribution Replacement Projects

Y. Chedid

Olive Bridge Infrastructure Rebuild
Distribution Replacement Projects

2

Forecast
4,600,000

Forecast
5,000,000 Current lead times for power transformers have increased
from 4-6 months to about 4 years. This Project is to purchase
a spare transformer and a mobile transformer to increase
reliability in the likelihood of a transformer failure at the
69kV/34kV level or 12kV/4kV level. An incident last summer
of 5 substations having abnormal conditions concurrently
with only one mobile substation available has prompted staff
to study the purchase of another mobile substation for
redundancy purposes. Having only one mobile substation
was adequate when transformer lead times were 4-6 months,
in today's reality your only mobile substation may be in use
for 3-4 years while a replacement transformer is being
purchased leaving you without backup for an extended
period. Delaying these purchases increases the risk BWP will
be in a situation where the system is limited on capacity for
up to a 4-year period.

381

382
386

Header
3/20/2025 2:04 PM

500,000 This project will replace and rebuild conduits in the Olive Blvd
Bridge that are deteriorated and broken down. In recent
years installation of new cable has resulted in failures and
breakdown of conduits, leaving no more conduits to be
utilized across Olive Bridge and therefore limiting 12kV
capacity support for downtown Burbank. This bridge contains
sub-transmission cable as well as multiple 12kV feeders that
support the downtown area which is currently lacking 12kV
capacity. Delaying this project would eliminate connections
necessary to feed upcoming CIP projects and limit the
system flexibility in case of a major disaster impacting San
Jose substation (the only 12kV station North of the I-5
freeway).

Sub-Total

A1-26

32,668,882

28,308,500
12

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

Forecast

Forecast

1
2
387
388

Header
Header
Header
Aid In Construction (AIC)

Aid In Construction (AIC)
Build New Customer Transformer Stations, 750 kVA & Under

1,600,000

1,800,000 This project will build new customer transformers stations
750 kilo-volt-amperes and below for Aid-in-Construction
projects.

V. Akerson Aid In Construction (AIC)

Build Service to Large Project Over 1 MVA

5,000,000

5,000,000 This aid-in-construction funded project will build services to
large projects over 1 megavolt amperes.

V. Akerson Aid In Construction (AIC)

Airport Substation - Subtransmission and Distribution

49,092,763

This Project is to build sub-transmission to the new airport
substation and distribution to the new service for the Airport
Replacement Terminal Project

C. Clark
389
394

422
428
429
430
431
432

Header
Header
Header
Facility Related
Facility Related

3/20/2025 2:04 PM

Sub-Total

56,285,663

7,050,000

Electric Total

108,647,052

40,678,500

Facility Renovations

A1-27

13

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

1
2

D. Herr

436
470
471
472

473
483
484

Header
Facility Related

Header
Header
Header
D. Lippert ONE Burbank

Header
Facility Related

3/20/2025 2:04 PM

Forecast
545,610

HVAC Upgrade for Campus Buildings

Sub-Total
ONE Burbank
ONE Burbank Network Infrastructure Expansion

Sub-Total

A1-28

2,145,610

Forecast
466,300 Implement Heating Ventilation and Air Conditioning (HVAC)
repairs, replacements, and upgrades at the BWP campus
facilities as recommended by the study performed. We have
40+ HVAC units that are between 25-30 years old, exceeding
the typical useful life of 15-25 years for commercial HVAC
systems. As units age, they become less reliable, leading to
increased maintenance requirements, higher energy
consumption, and potential system failures. Our strategic
plan includes a phased approach to analysis and
replacement to minimize operational disruptions while
optimizing energy efficiency and cost savings. If we delay
these replacements, we will continue to experience an
increase in system failures, leading to higher Operations &
Maintenance (O&M) costs, unexpected downtime, and
emergency replacements, which are significantly more
expensive than planned upgrades. Additionally, older
systems are less energy efficient, resulting in increased utility
costs and a larger carbon footprint. Delaying replacement
could also lead to comfort and air quality issues, potentially
impacting productivity and occupant satisfaction.

1,291,300

500,000

500,000 Provide fiber optic and internet services to commercial and
industrial customers citywide. On average, this project
creates $3 in fiber revenues for every dollar spent.

525,000

500,000

14

ATTACHMENT 1

DRAFT
Subject to Review and Change

Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Electric Fund Capital Improvement Projects (CIP)
A

E

Sub Division 2
Project Manager

F

CE

CF

CG

New Customer Removal and Modification of Services

FY 25-26 Forecast

FY 26-27
Forecast

Justification from EPM

Forecast

Forecast

1
2
485

W. Smith

Header
Facility Related
Finance, Warehouse and Fleet Facility
Finance, Warehouse and Fleet Facility
Vertical Lift Modules

490
503 C. Osborne Finance, Warehouse and Fleet Facility
Oracle to Cloud or ERP Replacement *
512
Header
*
513
Header
Driven by City Finance
514
Facility Related
515
Facility Related
Customer Service

A. SarkissianFacility Related

528
531
532
533
544
562
565
566
567
568
569
570

800,000

Sub-Total

Cashiering Area Remodel for improved safety

-

750,000

Header
Sub-Total
Header
Header
Sustainability and Marketing
Header
Sub-Total
Water Fund's Share of Common Projects
Water Fund's Share of Common Projects
Header
Header
Grand Total Electric Fund CIP Projects
Header
Carryover Projects
Carryover Projects
Header
Header
Total Cash Required for the Year

3/20/2025 2:04 PM

800,000

Vertical Lift Modules for BWP Warehouse. Parts are now
obsolete for current lift modules

A1-29

Repurpose cashiering area in the lobby to improve the
customer experience and safety. The project includes
installing ergonomic appropriate cashiering stations which
improve audio quality and customer privacy while installing
safety glass to enhance protecting staff from bad actors.

1,050,000

-

205,000
(822,745)

130,000
(259,250)

125,727,277

46,388,051

43,064,949
168,792,226

46,388,051

15

ATTACHMENT 1
Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Water Fund Capital Improvement Projects
A

D

1 Project Manager
4 Potable Distribution

Project
Potable Distribution

DRAFT
Subject to Review and Change

H

CD

CE

CF

Code

FY 25-26
Forecast

FY 26-27
Forecast

Justification from EPM

5

System Replacement/AIC
System Expansion Services

6

7 B. Nahhas
11
12
13

D-10

Sub-Total
Potable Small Water Mains
Potable Small Water Mains

117 B. Nahhas
126
127
131

800,000

AIC
D-20
D-21S

Sub-Total

883,762

3,025,000

2,750,000 This project will replace sub-standard 4 inch
and 6 inch deteriorated cast iron water
mains with 8 inch ductile iron pipes. This will
improve system reliability, water quality, and
fire flow.

4,112,745

3,707,346

Potable Large Water Mains
Potable Large Water Mains

D-21L
D-21L

650,000

600,000 This project will replace 12 inch cast iron
pipes in various locations throughout the
City. Replacement of old mains will improve
system reliability, water quality, and fire
flow.

Design-Build Pipeline Project

D-21L

10,400,000

BWP received $400,000 to conduct a
planning study for a an IPR and/or DPR
potable reuse project in Burbank. The study
entails public outreach, groundwater
hydraulic modeling, 1211 water right
petition, site selection, conceptual design,
cost estimate and environmental
compliance documentations.

175 B. Nahhas

178 B. Nahhas

3/20/2025

825,000 As the only water purveyor in the City, BWP
must provide the water services needed for
development, re-development or ADU
projects in the City.
908,762

2:29 PM

A1-30

2

ATTACHMENT 1
Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Water Fund Capital Improvement Projects
A

1 Project Manager

D

185
186

CD

CF

12,684,900

Total for Potable Small & Large Mains

15,709,900

18,033,900

Total for Potable Distribution

17,681,407

19,900,008

Code
D-20

Sub-Total

FY 25-26
Forecast
1,334,900

CE

FY 26-27
Forecast
Justification from EPM
14,683,900 In August 2022, the Water Division applied
for a $16,067,400 Federal Emergency
Management Agency (FEMA) grant to retrofit
old cast iron pipelines that cross the
Verdugo fault. Although is not currently
active, the Verdugo fault is capable to
produce up to 7.0 earthquake on the Richter
scale, which would cause extensive
damages/service disruption in the water
distribution system. If the grant was
awarded, approximately 5.75 of various sizes
pipelines will be replaced with modern
earthquake resistant pipes.
15,283,900

Project
FEMA Seismic Pipeline Retrofit Grant

179 B. Nahhas
182
183
184

H

DRAFT
Subject to Review and Change

187
193

3/20/2025

2:29 PM

A1-31

3

ATTACHMENT 1
Burbank Water and Power
Fiscal Years 2025-26 and 2026-27 Proposed Budget
Water Fund Capital Improvement Projects
A

1 Project Manager
203
215
235
277
278
279
282

288 A. Sheikh
290 A. Sheikh
291 A. Sheikh

3/20/2025

D

Project

H

CD

CE

CF

Code

FY 25-26
Forecast

FY 26-27
Forecast

Justification from EPM

Total for Potable Production

5,538,200

Potable Storage - Reservoirs and Tanks
Reservoir #2 Replacement

D-50
D-50

Exterior Painting (Full Strip and Abatement)
Exterior Painting (Overcoat)

D-56
D-56

2:29 PM

A1-32

DRAFT
Subject to Review and Change

747,000

23,805,000 Complete demolition and replacement of
Reservoir No. 2. The reservoir has reached its
end of life and improvements are required to
address operational deficiencies.
Replacement was also recommended as
part of a recently completed Risk and
Resiliency Assessment (RRA) of the water
system, as well as the most recent Sanitary
Survey conducted by the California State
Water Resources Board Division of Drinking
Water (DDW).
Reservoir 2 leaks when it is approximately
half full, causing Operators to keep water
levels below the leak. Two other water
storage tanks are hydraulicly linked to
Reservoir 2 and cannot be filled to their full
capacity due to the leak in Reservoir 2,
thereby reducing our overall stored water
supply.
Reservoir 2 is the only reservoir in our system
which has redwood columns and wood roof
struture. It does not meet current seismic
standards and its wood roof make it
susceptible to fire.
Reservoir 2 will be replaced with a pre-

4

ATTACHMENT 1

POSITION REQUESTS - NEW

Cost Center

Position Name

Count

New Salary

Benefits

Total Compensation

Fiscal Year

Justification

CUSTOMER SERVICE

PS42A

Customer Service Representative III

2

$

69,248.66

$

31,674.36

$

201,846.04

25-26

BWP requests two Customer Service Representative III positions for its Customer Service Division. These positions
are critical to ensure call hold times are reduced and that bills and payments are processed accurately and in a timely
manner in order to provide excellent customer service to the community. Due to increased development, service
requests, and customer engagement to learn more about their usage and bills, customer contacts are more timeintensive. In recent years, positions in this division were re-purposed for other critical positions at BWP to support
engineering and sustainability efforts, leaving a shortage of staff available to assist customers. Staff has also been
engaged in multiple projects to update the utility billing system, customer portal, and metering infrastructure
network, which requires subject matter experts in the Division, placing an increasing strain on staff to perform
required tasks within our usual timelines. This has led to increased billing delays, longer than usual hold times, and
reduced processing accuracy. These two positions will mitigate these impacts and improve customer service to the
community.

SUSTAINABILITY

PS44B/PS44L Senior Sustainability Analyst

1

$

143,497.00

$

45,765.57

$

189,262.57

26-27

OPERATIONAL TECHNOLOGY

A1-33

The City of Burbank has multiple City Council-adopted plans to make the community more sustainable, including, but
not limited to, the Burbank 2035 General Plan, BWP Integrated Resources Plan (IRP) (updated every five years),
Urban Water Master Plan (updated every five years), and the Greenhouse Gas Reduction Plan (GGRP) Update (2022).
These plans provide pathways for resource sustainability, reductions in greenhouse gas emissions, and improvements
in the quality of life for residents and workers. The plans include a substantial amount of new work that must be
implemented by staff. The GGRP alone has 12 strategies (aspirational statements regarding future achievements in
key sectors), 21 measures (long-range statements and goals to measure emission reduction), and 124 action items
(specific programs or steps that support GHG reduction measures). This is twice as many action items and work
compared to the previous 2013 Greenhouse Gas Reduction Plan. These plans also have commitments to regularly
report on progress made. Given the substantial commitments and work needed to accomplish these goals, additional
staff are required to design and implement programs and projects, manage vendors, and conduct compliance
reporting. Hiring staff that are committed to developing and implementing GGRP policies, programs, and projects is
critical to success. This position will support BWP's sustainability planning, programming, and analysis. Under general
direction, the Senior Sustainability Analyst will perform a variety of professional, technical, and administrative duties
in support of assigned functions, operations, programs, and/or divisions; implement and monitor sustainability
programs and activities, including demand-side management, efficiency, water conservation, renewable energy, and
transportation electrification programs for residential and commercial customers; monitors legislative mandates to
ensure compliance; assists in research and statistical analyses related to rates, customer usage, program metrics and
targets; builds spreadsheets, dashboards and performs research to be utilized in complex data analyses and
forecasts; and performs related work as required. The Senior Sustainability Analyst will also coordinate with external
partners on related opportunities to improve specific environmental indicators and planning. The budget for this
position also takes into account existing and new mandates and regulations that have or will go into effect, which
have not been previously budgeted for. This adjustment ensures compliance and adequate funding to meet the
ongoing changes in mandates/regulations.

ATTACHMENT 1

POSITION REQUESTS - NEW

PS43C

Security Guard

2

$

59,056.20

$

30,216.17

$

178,544.74

25-26

PS45A

Data Engineer

1

$

145,671.00

$

40,039.10

$

185,710.10

26-27

PS45B

Senior Utility Business Systems Analyst

1

$

117,390.30

$

37,030.10

$

154,420.40

25-26

PS45B

Utility Business Systems Analyst

1

$

95,239.10

$

35,106.85

$

130,345.95

25-26

GENERAL MANAGER'S OFFICE

A1-34

BWP has a 24/7 business operation, which requires 24/7 security coverage, including providing first-level customer
service phone support for numerous City departments. BWP currently has a staff of four full-time Security Guards.
Recent events have resulted in an increased threat level, with several crimes occurring on or near BWP facilities.
Adding an additional Security Guard will allow BWP staff to increase our security coverage and preparedness for
these threats.
A Data Engineer will help to optimize our data infrastructure, improve decision-making capabilities, and support our
core applications. The Data Engineer position will allow for cross-training and added operation support for our
operational and business-critical systems. With BWP’s business critical systems (Customer Cloud Service (CCS)/Meter
Data Management (MDM)/Geographic Information Systems (GIS)) moving to a cloud environment, it now becomes
necessary to run major updates to those systems 3 to 4 times per year. This position will be instrumental in those
update processes and will help to lessen the dependency on outside consultant services, bringing the expertise inhouse and saving the utility money. The position will also allow for continued 24-hour operational support of BWP’s
business (CCS/MDM/GIS/etc.) and critical Transmission Distribution Management Systems (TDMS).
Requesting one Senior Utility Business Systems Analyst for the Business Applications section, to support business
system applications and process improvements for a better customer experience. This position will serve as project
manager for large-scale customer service application projects and software upgrades, supervise, assess, and solve
complex business process issues, and oversee the integration of new technologies to boost efficiencies within
business applications such as meter data management systems, customer information system, and online account
manager, among other applications to ensure timely and accurate bills.
Requesting one Utility Business Systems Analyst for the Business Applications section, supporting Customer Service.
This position will support business system applications and process improvements for a better customer experience.
This position will perform testing, and provide documentation to implement software upgrades and service
enhancements through large-scale customer service application projects such as meter data management systems,
customer information systems, and online account managers, among other applications, to ensure timely and
accurate bills. Business process improvements will bring significant savings to the utility as this position will evaluate
inefficient business processes and improve them to boost productivity, improving customer call hold times, customer
satisfaction, and timely payment collections.

ATTACHMENT 1

POSITION REQUESTS - NEW

PS41A

Chief of Staff

1

$

165,000.00

$

47,983.65

$

212,983.65

25-26

A1-35

The Chief of Staff position is integral to the effective functioning and continued success of the General Manager’s
office and BWP's modernization efforts. As the General Manager will be advocating nationwide to secure critical
funding and support for various BWP projects, the Chief of Staff will serve as an essential liaison and extension of the
General Manager’s leadership. This role is crucial in ensuring continuity of operations and leadership while the
General Manager is engaged with external stakeholders and partners. The Chief of Staff will collaborate closely with
the General Manager to not only attend key events on behalf of the office but also manage key initiatives that
require a leadership presence in the absence of the General Manager. This will include representing the General
Manager at high-level meetings, conferences, and public events. By stepping in as the face of the General Manager’s
office, the Chief of Staff will ensure that ongoing projects and priorities remain on track and that the General
Manager’s strategic direction is communicated effectively. Furthermore, the Chief of Staff will play a pivotal role in
assisting the General Manager in the preparation of policy directives and recommendations to the City Council. In
particular, the position will help facilitate the development of policies and strategies that align with BWP's
modernization goals, which focus on enhancing transparency, trust-building, and improving the workplace culture.
The Chief of Staff will ensure that these directives are aligned with the General Manager’s vision for BWP’s future and
will assist in articulating these recommendations in a way that resonates with Council members and the public. As
BWP continues its transformation and moves toward an era where the General Manager will be more accessible to
the public, the Chief of Staff will provide direct support in addressing community concerns. This is especially
important as the utility works to improve its transparency and communication with the public on critical issues such
as rate impacts and other community concerns. The Chief of Staff will serve as a trusted representative, working
alongside the General Manager to engage with the public, respond to questions, and help resolve any issues or
misunderstandings that may arise. The budget for this position also takes into account existing and new mandates
and regulations that have or will go into effect, which have not been previously budgeted for. This adjustment
ensures compliance and adequate funding to meet the ongoing changes in mandates/regulations.

ATTACHMENT 1

POSITION REQUESTS - NEW

PS41A

Intergovernmental Affairs Manager

1

$

175,000.00

$

47,983.65

$

222,983.65

25-26

UTILITY ADMINISTRATIVE SERVICES

PS43X

Senior Administrative Analyst (Z)

1

$

107,917.68

$

40,731.69

$

148,649.37

25-26

FINANCE

A1-36

The creation of the Intergovernmental Affairs Manager position is critical for BWP to effectively navigate and respond
to the rapidly evolving landscape of legislative and regulatory affairs. In 2024 alone, over 3,000 bills spanning Senate,
Assembly, and Congressional platforms were introduced, each with the potential to impact BWP’s operations
significantly. Given the volume and complexity of these legislative and regulatory developments, it is imperative that
BWP adopts a more systematic and integrated approach to managing these affairs. This position will provide the
necessary leadership and oversight to ensure that BWP stays ahead of legislative changes and has the strategic
capacity to proactively shape policy outcomes rather than simply reacting to them. Historically, BWP has managed its
legislative affairs with a single legislative analyst responsible for covering both legislative and regulatory issues. While
this structure worked in the past, the increasing volume and complexity of regulatory directives, coupled with a
constantly shifting policy environment, have created significant challenges. As a result, the process of responding to
legislation and regulations has often been reactionary, making it difficult to implement Council goals in a timely and
coordinated manner. The need for specialized oversight and advocacy in this area has never been more urgent. The
budget for this position also takes into account existing and new mandates and regulations that have or will go into
effect, which have not been previously budgeted for. This adjustment ensures compliance and adequate funding to
meet the ongoing changes in mandates/regulations. The Intergovernmental Affairs Manager will report directly to
the General Manager, ensuring a cohesive and strategic alignment with BWP’s broader organizational goals. This
direct reporting structure is essential for providing a comprehensive view of policy developments and their potential
impact across all divisions of BWP. Legislative and regulatory changes at the state and federal levels can profoundly
affect BWP’s operations, including rate structures, service delivery, and the overall financial health of the utility. It is
critical that BWP has a dedicated resource to not only track these developments but to also shape and influence
policy discussions in ways that benefit the utility and its stakeholders, including Burbank residents and businesses.
This new role will expand BWP’s advocacy efforts by adding specialized professionals who will focus on legislative
and regulatory affairs. Moreover, the Intergovernmental Affairs Manager will play a crucial role in advancing BWP’s
efforts to execute City Council objectives and priorities effectively. With the addition of this position, BWP will be
better equipped to navigate the complex regulatory environment, ensure that the utility’s interests are protected,
and support the execution of Council goals. This position is also essential for safeguarding the interests of ratepayers,
ensuring that any policy changes at the state and federal levels do not result in undue financial burdens on Burbank
residents and businesses.
This position is for the newly established division, Utility Administrative Services. This position will focus on the laborrelations side of human resources (HR) and administration - union relations, investigations and discipline,
memorandum of understandings (MOU) and bargaining concerns, classification, and compensation, as well as being a
general HR support resource for the utility - specifically for management and supervisors. The budget for this position
also takes into account existing and new mandates, and regulations that have or will go into effect, which have not
been previously budgeted for. This adjustment ensures compliance and adequate funding to meet the ongoing
changes in mandates/regulations.

ATTACHMENT 1

POSITION REQUESTS - NEW

PS41B

PS41B

Financial Analyst

Senior Utility Accounting Analyst

1

1

$

$

120,351.66

109,288.40

$

$

38,083.44 $

36,603.51

$

158,435.10

145,891.91

25-26

27-28

There are existing tasks that have increased in volume and new recurring tasks that the BWP Finance team has
incorporated into its ongoing business procedures in order to provide high quality fiscal support to BWP divisions,
the General Manager, and the BWP Board. Some of these tasks include ongoing monitoring of the BWP Finance
Division budget variances, provide support for preparing staff reports and presentations, support with the
preparation and analysis of the biennial budget process, support with fiscal year-end tasks, general ledger
reconciliations, as well as other ad hoc reporting and inquiries.
BWP has become very proactive in applying for grants, which has increased the volume of awarded grants and grant
administration. BWP currently has grant management decentralized. Each BWP division manages its own grant
submissions, reimbursements, reconciliations, periodic reporting, close-out, and any subsequent audits. This
position will centralize these grant tasks and bring them under the BWP Finance Division. Centralizing this function
will streamline the grant management process and ensure industry best practices are utilized. In addition, the process
of billing for damage to BWP property is decentralized and handled by each operational division. This process will
become centralized under this position, streamlining the billing and collections process. There are also budget and
audit tasks that will be assigned to this position.

POWER SUPPLY

PS12Z

PS12Z

Power Resources Supervisor

Principal Electrical Engineer

1

1

$

$

193,364.40

164,116.42

$

$

56,434.39 $

43,937.85

$

249,798.79

208,054.27

25-26

26-27

A1-37

The position supports the City Council's goal of having diverse resources in our energy portfolio to provide
affordable, reliable, and sustainable power. The position is also responsible for meeting the City of Burbank's zerocarbon goal by 2040 as well as the state-mandated compliance obligations such as achieving 60% Renewable
Portfolio Standards by 2030 as well as zero-carbon by 2045. Currently, the Power Resources Manager manages
settlements, energy trading, contracts management, and compliance. The addition of a Power Resources Supervisor
will reduce the direct reports for the Power Resources Manager and develop a position to manage and lead the
integrated resources plan - which was managed in the past by our current General Manager. The budget for this
position also takes into account existing and new mandates and regulations that have or will go into effect, which
have not been previously budgeted for. This adjustment ensures compliance and adequate funding to meet the
ongoing changes in mandates/regulations.
The division has been utilizing a consultant and former BWP engineer to meet the minimum regulatory obligations
and operational needs. This consultant is no longer available, and these minimum services are needed on a
permanent and ongoing basis. As we plan to pilot more innovative technologies on the eco-campus, an engineer is
needed to manage the work (we also plan to pursue additional grant/funding opportunities that this team member
will manage). The budget for this position also takes into account existing and new mandates and regulations that
have or will go into effect, which have not been previously budgeted for. This adjustment ensures compliance and
adequate funding to meet the ongoing changes in mandates/regulations.

ATTACHMENT 1

POSITION REQUESTS - NEW

PS12E

PS12E

Power System Operator Supervisor

Power System Operator Trainee

1

1

$

$

193,364.34

143,769.34

$

$

56,434.39

43,913.21

$

$

249,798.73

187,682.55

26-27

25-26

This position supervises and trains Power System Operator staff in the Energy Control Center (ECC) to maintain the
needs of the City of Burbank's electrical system and electric supply by ensuring that energy needs are met in a costeffective, reliable, and sustainable manner during normal and emergency operations. This is a versatile position- a
team member who manages members of the ECC team and is North American Electric Reliability Corporation (NERC)
certified so they can also work on the desk. This will reduce overtime significantly. The budget for this position also
takes into account existing and new mandates and regulations that have or will go into effect, which have not been
previously budgeted for. This adjustment ensures compliance and adequate funding to meet the ongoing changes in
mandates/regulations.
Adding a trainee position would address the need created by the lengthy training process for new staff, assist in
mitigating potential shortfalls due to retirements and promotions, and maintain full staffing for continuous support
during normal operations or emergencies. This group manages real-time energy trading, switching, and dispatching,
which is instrumental in maintaining the reliability of the electric grid.

ELECTRIC SERVICES

PS31A

Electrician

2

$

120,292.90

$

40,242.20

$

321,070.20

25-26

A1-38

In the last 14 years, BWP has added services and functions to its repertoire without adding corresponding field labor
to support it. Instead, we've relied on staff doing additional overtime or delaying some maintenance items. Some of
these new tasks include electric vehicle (EV) installation and maintenance, 5G/small cell installations on streetlights,
security camera installations around critical assets such as substations, WiFi communication equipment installation
and maintenance, refurbishment of transformers, and the upcoming utility-scale solar installation and maintenance.
Assembly Bill 2037 recently passed, requiring the testing of all EV charging stations to be tested annually for billing
accuracy; with in-house crews already managing the EV program, BWP can save the cost of the testing that otherwise
would be paid to Los Angeles County. More than two-thirds of these tasks are aid-in-construction driven and have no
impact on utility rates, and the other third are system maintenance driven that will not decrease over time. Staff
must be hired to perform this additional work so that the utility does not fall too far behind on the maintenance of
the system.

ATTACHMENT 1

POSITION REQUESTS - NEW

PS31A

PS31B

Line Mechanic - G

Line Mechanic - G

4

3

$

$

147,110.60

147,110.60

$

$

44,435.68

44,435.68

$

$

766,185.12

574,638.84

26-27

27-28

A1-39

Two (2) New Line Mechanic-G positions (Service Planning): Service planning requests have more than doubled in
the last 12 years. Historically, lead times for service planning were 2-3 days on average. However, the passing of
Senate Bill 35 and Senate Bill 9 has fueled an unprecedented amount of developments and accessory dwelling unit
(ADU) additions, resulting in the current lead times sometimes exceeding a month. Throughout this workload
increase, we have not increased the field staffing by any positions; the additional work was being done on overtime.
The amount of field staff overtime being utilized today is at the highest it's been in decades, and developments are
anticipated to increase over the next decade. Hence, we must adjust to the workload with appropriate staffing. The
addition of two (2) Line Mechanics will allow BWP to complete customer service requests in an acceptable amount of
time and lower the amount of overtime required. The fiscal impact of these positions will be offset by the updated
Aid-in-Construction flat fees and newly implemented service fees that developers are now paying as part of their
permitting process.
Two (2) New Line Mechanic-G positions (12kV Conversions): In 2024, BWP updated its 20-year Transmission &
Distribution masterplan, and the results of the system studies show a sharp increase in system load over the next
decade that is a result of building electrification, transportation electrification, and additional housing. BWP has had
a long-term plan to convert the entire distribution system from the legacy 4kV system to the more reliable and higher
capacity 12kV system; we passed the midway point of this plan and still have roughly 20 years left to complete the
system conversion. Unfortunately, the remaining 4kV system cannot withstand the loads we are anticipating over the
next 10 years, and BWP cannot keep the current pace of conversions (20 years) without having a catastrophic impact
on reliability and safety in the remaining 4kV areas. For BWP to speed up its conversion process, we would need to
hire an additional crew of 5 Line Mechanics (two FY26/27 and three FY27/28) for the next 10-year period so that we
can expedite the conversion process. While adding labor is an additional cost, the early retirement of the 4kV
stations, their maintenance, and the system losses foregone from the shortened conversion timeline will offset the
labor costs. Once the 12kV conversions are complete, BWP will relinquish these positions through attrition.

Three (3) New Line Mechanic-G positions (12kV Conversions): in 2024, BWP updated its 20-year Transmission &
Distribution masterplan, and the results of the system studies show a sharp increase in system load over the next
decade that is a result of building electrification, transportation electrification, and additional housing. BWP has had
a long-term plan to convert the entire distribution system from the legacy 4kV system to the more reliable and higher
capacity 12kV system; we passed the midway point of this plan and still have roughly 20 years left to complete the
system conversion. Unfortunately, the remaining 4kV system cannot withstand the loads we are anticipating over the
next 10 years, and BWP cannot keep the current pace of conversions (20 years) without having a catastrophic impact
on reliability and safety in the remaining 4kV areas. For BWP to speed up its conversion process, we would need to
hire an additional crew of 5 Line Mechanics (two FY26/27 and three FY27/28) for the next 10-year period so that we
can expedite the conversion process. While adding labor is an additional cost, the early retirement of the 4kV
stations, their maintenance, and the system losses foregone from the shortened conversion timeline will offset the
labor costs. Once the 12kV conversions are complete, BWP will relinquish these positions through attrition.

ATTACHMENT 1

POSITION REQUESTS - NEW

PS31E

PS31E

Electrical Engineer

Principal Engineering Technician

1

1

$

$

128,011.00

128,010.78

$

$

39,108.03

38,779.88

$

$

167,119.03

166,790.66

25-26

25-26

Based on the existing and new developments happening within Burbank, BWP is on the path to installing three (3)
new community substations over the next 7 years. Staff went out to bid twice in the last two years for the
construction of a substation, and costs were above the market price for such installations. BWP has the knowledge
and staff experience to manage the construction of a substation in-house; however, contracting out the installation
has always been a practice we utilize because it has had a relatively small increase in cost over an in-house managed
installation. Due to the recent increase in the cost of contract construction, staff estimates an in-house-led
installation of a substation will save the utility approximately $8-10M per installation. With two of the three stations
likely to be built in-house, an additional engineer is required to sustain such workload and realize the cost savings.
BWP collects an aid-in-construction capacity charge from developers to pay for the station capacity being built. The
addition of this labor resource will be paid by the capacity charge.
Service planning requests have more than doubled in the last 12 years. Historically, lead times for service planning
were 2-3 days on average. However, the passing of Senate Bill 35 and Senate Bill 9 has fueled an unprecedented
amount of developments and accessory dwelling unit (ADU) additions, resulting in the current lead times sometimes
exceeding a month. The introduction of Assembly Bill 2234 placed pressure on service planners to be detailed in
reviewing plans in the limited time of an initial review. Average lead times are currently at 3 weeks; with the addition
of this position, BWP is targeting an average of 1-week lead time. The fiscal impact of this position will be offset by
the updated aid-in-construction flat fees and newly implemented service fees that developers are now paying as part
of their permitting review process.

WATER

PS51D

Director of Water Engineering

1

$

238,316.58

$

54,603.98

$

292,920.56

25-26

A1-40

BWP requests a proposed BMA position to be titled "Director of Water Engineering" for its Water Division. The new
position will match the work that needs to be done. Under the guidance and direction of the Assistant General
Manager (AGM)-Water Systems, the Director of Water Engineering will execute the AGM's strategic plans, develop
and integrate new water resources, including direct potable reuse and desalination, and water transfers and
exchanges; oversee the Manager of Engineering, the Manager of Production and Operations, and the Superintendent
of Maintenance and Construction. The Director of Water Engineering will add an additional resource that will allow
the AGM-Water Systems to build and strengthen partnerships within the water and wastewater community, work
with Metropolitan Water District (MWD) staff and other water utilities on water policy issues, and attend MWD
board meetings and participate in their committees and sub-committees on water policy that directly affects Burbank
and to work closely with Burbank’s representative on MWD’s board regarding water policies and programs. The
budget for this position also takes into account existing and new mandates and regulations that have or will go into
effect, which have not been previously budgeted for. This adjustment ensures compliance and adequate funding to
meet the ongoing changes in mandates/regulations.

ATTACHMENT 1

POSITION REQUESTS - UPGRADES

Cost Center

Old Position

New Position

Count

Fiscal Year

Old Salary

Old Benefits

Total Old Salary

New Salary

New Benefits

Total New Salary

Difference

Justification

CUSTOMER SERVICE

PS42A

Customer Service Rep III

Manager, Customer Service

1

25-26

$

80,268.76

$ 29,947.89

$

110,216.65

$

162,376.56

$

43,866.84 $

206,243.40 $

PS42A

Customer Service Rep III

Customer Service Supervisor

1

25-26

$

80,268.76

$ 29,947.89

$

110,216.65

$

95,046.96

$

37,030.01 $

132,076.97 $

PS42A

Customer Service Rep II

Customer Service Rep III

2

25-26

$

69,987.88

$ 28,507.94

$

196,991.64

$

69,248.66

$

31,674.36 $

201,846.04 $

BWP requests to upgrade a Customer Service Representative (CSR) III position to a Manager, Customer Service
Operations (MCSO). As attrition creates vacancies in the CSR III position, staff is proposing to fill one of these
96,026.75 vacancies with MCSO. This position will manage staff, implement process improvements and new technology, and
develop, monitor, and report on performance metrics and reporting to reduce customer hold times and improve
accurate and timely billing.
BWP requests to upgrade a CSR III position to a Customer Service Supervisor (CSS). As attrition creates vacancies in
the CSR III position, staff is proposing to fill one of these vacancies with a CSS. With state mandates, BWP will
continue to see an increase in new development, and this supervisor will oversee field services, including
21,860.32
coordination with other city departments and utility service planners to ensure a seamless experience for customers
when starting, changing, or stopping service with BWP.
BWP requests to upgrade two Customer Service Representative (CSR) II positions to CSR III positions. As attrition
creates vacancies in the CSR II position, staff is proposing to fill these vacancies with CSR III positions. The CSR III
4,854.40 position is a lead position with the knowledge and skills to perform and train on all tasks in the customer service
field. These positions will reduce customer hold times and improve accurate and timely billing.

OPERATIONAL TECHNOLOGY
PS43C

PS81A

Manager Security Systems

Manager Telecommunications

Manager Technology

Manager Technology

1

1

25-26

25-26

$ 186,447.56

$ 186,447.56

$ 44,974.45

$ 46,311.47

$

$

231,422.01

232,759.03

$

$

205,543.32

205,543.32

$

$

46,576.87

46,576.87

$

$

252,120.19

252,120.19

$

$

BWP requests to upgrade the Manager Security Systems to Manager Technology. BWP continues to streamline and
standardize technology management roles across the organization for positions with the same essential duties and
20,698.18
responsibilities in order to provide consistency and equity organization-wide.
BWP requests to upgrade the Manager Telecommunications to Manager Technology. BWP continues to streamline
and standardize technology management roles across the organization for positions with the same essential duties
19,361.16
and responsibilities in order to provide consistency and equity organization-wide.

STRATEGY, COMMUNICATIONS, AND OUTREACH

PS44M

Graphics Media Designer

Marketing Associate

1

25-26

$ 110,359.86

$ 32,067.80

$

142,427.66

$

130,954.72

$

39,501.81

$

170,456.53

$

BWP requests to upgrade a Media Graphics Designer to a Marketing Associate. There has been an increase in
marketing communication due to increased community outreach (Integrated Resource Plan, sustainable water use,
rates, etc.), engagement by the BWP General Manager, rate communications, and new programs. This increase
resulted in less focus on the cohesiveness of the website and social media content. BWP has brought on a temp
28,028.87
resource short-term to manage content, and it has proven to be a solid solution that reduces customer confusion
and drives program engagement. The Marketing Associate position encompasses more tasks and responsibilities
that better align with the needs of the division.

GENERAL MANAGER'S OFFICE

PS41A

Assistant General Manager - BWP
(Power Supply)

Chief Assistant General Manager

1

25-26

$ 264,796.22

$ 57,439.31

$

322,235.53

$

325,000.00

UTILITY ADMINISTRATIVE SERVICES

A1-41

$

78,015.61

$

403,015.61

$

The Chief Assistant General Manager (Chief AGM) position is a crucial step in enhancing the operational efficiency
and leadership structure of BWP. Currently, the General Manager has ten direct reports, a relatively high number
compared to neighboring utilities like Los Angeles Department Water & Power (LADWP), Glendale Water & Power,
and Pasadena Water & Power, each of which has a Chief Assistant General Manager to oversee multiple divisions.
These utilities recognize the importance of having a high-level executive who can serve as the second-in-command
and a central point of contact for the organization in the absence of the General Manager. Given the growing
demands on the General Manager's time, particularly with extensive meetings with the public and advocacy efforts
on behalf of the utility, the establishment of a Chief AGM position will provide essential leadership continuity and
streamline management. As BWP moves into an era where the General Manager will spend a considerable amount
of time with the community and advocating for the utility, it is vital that a central, local figure remains in place to
provide consistent leadership. The Chief AGM will ensure that the organization maintains stability and direction
during the General Manager's absence, eliminating the need for rotating coverage between multiple Assistant
General Managers (AGMs). This will create a more transparent, more structured leadership framework, ensuring
80,780.08 that all key decisions and communications flow through a single, highly capable point of contact. The Chief AGM will
also take on a critical role in reducing the General Manager's direct reports to a more manageable level. By assuming
direct oversight of several key positions, including the AGM of Operational Technology, the Sustainability Officer,
and the AGM of Strategy/Communication/Outreach, the Chief AGM will help streamline the management structure
and allow the General Manager to focus on broader strategic goals and external relations. This restructuring will
reduce the General Manager's direct report count from ten to seven, creating a more efficient and effective chain of
command while maintaining a high level of oversight across critical operational and strategic functions.
Furthermore, the Chief AGM will provide additional support to the General Manager by overseeing the day-to-day
operations of the divisions under their direct supervision, ensuring that each division operates cohesively and in
alignment with the broader goals of BWP. The budget for this position also takes into account existing and new
mandates and regulations that have or will go into effect, which have not been previously budgeted for. This
adjustment ensures compliance and adequate funding to meet the ongoing changes in mandates/regulations. The
role will be pivotal in fostering collaboration between departments and ensuring that the utility’s strategic initiatives
are executed smoothly. This centralized management structure will also enhance accountability and responsiveness
within the organization, with a single, experienced leader overseeing key areas of operations. Lastly, this creates a

ATTACHMENT 1

POSITION REQUESTS - UPGRADES

PS43X

Utility Line Mechanic-G

Sr. Line Mechanic-G

1

25-26

$ 135,724.42

$ 43,615.89

$

179,340.31

$

158,143.18

$

46,160.85

$

204,304.03

$

This is a request to upgrade the position to create a permanent role for work currently done via side letter
appointment. This position will work primarily with the Safety team and will also perform work in the field. There is
24,963.72 an ongoing value to having this be a permanent position. We recommend a permanent classification to reduce risk
to the utility, amplify our safety culture, and improve retention. This is needed to secure a permanent safety lead for
field staff.

FINANCE
PS43B

Storekeeper

Lead Storekeeper

1

26-27

$

70,206.24

$ 30,898.80

$

101,105.04

$

77,226.86

$

35,552.30 $

112,779.16 $

11,674.12

PS41B

Account Clerk

Principal Clerk

2

25-26

$

63,091.86

$ 27,244.77

$

180,673.26

$

71,556.48

$

33,896.23 $

210,905.42 $

30,232.16

In case of an emergency or when the Warehouse Manager needs to be away, there is no lead to take over the
warehouse manager's responsibilities and oversee the operations of the BWP warehouse. The creation of this
position creates succession planning as well as continuous oversight in this section.
BWP requests to upgrade two Account Clerks to Principal Clerks. The BWP Finance Account Clerks regularly perform
duties more aligned with those of the Principal Clerk position. These upgraded titles would better align with the
work that is currently being done by individuals occupying these positions.

WATER

PS51D

Civil Engineering Assistant - BWP

Principal Civil Engineer - BWP

1

26-27

$ 110,291.22

$ 32,220.80

$

142,512.02

$

157,146.24

$

48,672.89 $

205,819.13 $

PS51D

Senior Engineering Technician

Principal Civil Engineer - BWP

1

25-26

$ 119,268.50

$ 36,085.28

$

155,353.78

$

157,146.24

$

48,672.89 $

205,819.13 $

PS51B

Water Quality Analyst

Water Quality Manager

1

25-26

$ 123,473.48

$ 39,549.87

$

163,023.35

$

143,870.10

$

42,790.04 $

186,660.14 $

A1-42

Multiple water engineering staff members are working to obtain their Professional Engineer (PE) license. Upgrading
this position to Principal Civil Engineer-BWP is necessary to give our junior engineers a path to licensure and market63,307.11 rate salaries for obtaining their PE license. This upgrade encourages professional development and promotion of
internal staff and improves retention of experienced staff who are familiar with our water system.
BWP requests to upgrade a Senior Engineering Technician to a Principal Civil Engineer-BWP. The industry has moved
away from technicians or "drafters" to convert line work into computer-aided drafting. Recruiting for a Senior
50,465.35
Engineering Technician is difficult as most applicants would be those with 4-year engineering degrees, and thus,
overqualified for the job.
BWP requests to upgrade a Water Quality Analyst to a Water Quality Manager. This position will serve as the BWP
water quality subject matter expert for communications and collaboration with state, federal, and local regulatory
agencies, presenting the Public Health Goals Report to the BWP governing bodies (the BWP Board and City Council),
deliver water quality update presentations during quarterly committee meetings, and attend water quality
conferences and seminars. The budget for this position also takes into account existing and new mandates and
23,636.79
regulations that have or will go into effect, which have not been previously budgeted for. This adjustment ensures
compliance and adequate funding to meet the ongoing changes in mandates/regulations. The existing Water Quality
Analyst has been exceeding the level and quality of work for that position and is equal to the work and quality of the
work of a Water Quality Manager.

ATTACHMENT 1

CITY OF

BURBANK
ORGANIZATIONAL
CHARTS
FISCAL YEAR 2024-2025
A1-43

ATTACHMENT 1

CITY OF BURBANK
FY 2024-25 Organizational Charts

Burbank
Water and Power
The mission of Burbank Water and Power (BWP) is to provide
electric and water services to our customers in a safe and reliable
manner while providing stable and competitive rates.

A1-44

ATTACHMENT 1

Burbank Water and Power

General Manager - BWP
1/E/e

Assistant General
Manager-Utility
Administrative Services
1/Z/e

Senior
Administrative Analyst
1/M

Environmental and
Safety Manager
1/M

Utility Line Mechanic
1/I

Strategy, Communications,
and Outreach
Customer Service

Assistant General
Manager-Customer
Service and
Marketing
1/Z/e

Assistant General
Manager-Customer
Service and
Marketing
1/Z/e

Senior
Administrative Analyst
1/Z/e

Environmental, Health,
and Safety Officer
1/M

Electric Services

Finance

Power Supply

Operational
Technology

Water Systems

Sustainability

Assistant General
Manager
1/Z/e

Chief Financial
Officer
1/Z/e

Assistant General
Manager
1/Z/e

Assistant General
Manager
1/Z/e

Assistant General
Manager
1/Z/e

Sustainability
Officer
1/Z/e

A1-45

ATTACHMENT 1

Burbank Water and Power – Customer Service
Assistant General Manager
Customer Service Operations
1/Z/e

Senior Secretary
1/B

Manager
Customer Service
Operations
1/M

Manager
Technology
1/M

Customer Service
Supervisor
1/B

Customer Service
Supervisor
1/B

Customer Service
Supervisor
1/B

Customer Service
Representative III
1/B

Customer Service
Representative III
2/B

Customer Service
Representative III
1/B

Customer Service
Representative II
5/B

Customer Service
Representative II
4/B

Customer Service
Representative II
5/B

Field Service
Representative
4/B

Customer Service
Representative I
3/B

Assistant Manager
Customer Service
Operations
1/M

Information Systems
Analyst II
1/B

Information Systems
Analyst I
3/B

A1-46

ATTACHMENT 1

Burbank Water and Power –
Strategy, Communications, and Outreach
Assistant General Manager
Customer Service and Marketing
1/Z/e

Senior Clerk
1/B

Information Systems
Analyst II
1/M

Electrical Engineering
Associate II
1/B

Marketing Manager
1/M

Marketing Associate
1/M

Information Systems
Analyst I
1/B

Customer Service
Representative II
1/B

A1-47

Graphics Media
Designer
1/B

Electrical Engineering
Associate II
1/B

ATTACHMENT 1

Burbank Water and Power – Sustainability

Sustainability Officer
1/Z/e

Marketing Associate
1/M

Marketing Associate
1/M

Customer Service
Representative I
1/B

A1-48

Customer Service
Representative III
1/B

ATTACHMENT 1

Burbank Water and Power – Electric Services
Assistant General Manager
Electric Services
1/Z/e

Administration

Apps and Records

Distribution

Electrical Equipment a nd Testing

Senior Secretary
1/B

Manager of
Technology
1/M

Manager Electrical
Distribution
1/M

Manager Electrical
Equipment
1/M

Senior Clerk
1/B

Principal GIS
Specialist
1/B

Line Mechanic
Supervisor
5/I

Engineering

Manager
Transmission and
Distribution
Engineering
1/M

Electrical
Supervisor
4/I

Test Technician
Supervisor
2/I

Principal Electrical
Engineer
1/M

Principal Electrical
Engineer
1/M

Senior
Electrical Engineer
1/M

Principal Electrical
Engineer
1/M

Senior Electrician
6/I

Senior Test
Technician
4/I

Senior Electrical
Engineer
1/M

Electrical Engineer
2/M

Senior Electric
Service Planner
2/B

Senior Electrical
Engineer
1/M

Electrician
16/I

Test Technician
5/I

Electrical
Engineering
Associate II
2/B

Electrical
Engineering
Associate II
1/B

Electrical Service
Planner
1/B

Electrical Engineer
2/M

Senior
GIS Specialist
1/B

Electrical
Engineering
Associate I
1/B

GIS Specialist
1/B

Senior Conduit
Mechanic
1/I

Senior Line
Mechanic
7/I

Line Mechanic
23/I

Line Mechanic
Apprentice
1/I/e

Electrical
Engineering
Associate II
1/B

Electrical
Engineering
Associate I
1/B

A1-49

ATTACHMENT 1

Burbank Water and Power – Finance

Chief Financial Officer
1/Z/e

Administrative Technician
1/B

Rates

Accounting

Energy Services and
Utility Rates Manager
1/M

Financial Accounting
Manager
1/M

Financial Planning

Fleet Maintenance

Warehouse

Financial Planning
and Risk Manager
1/M

Fleet Manager-BWP
1/M

Warehouse
Manager-BWP
1/M

Heavy

Financial Analyst
1/M

Administrative Analyst II
1/M

Principal Utility
Accounting Analyst
1/M

Senior Utility
Accounting Analyst
2/M

Light

Senior Utility
Accounting Analyst
1/M
Principal Clerk
1/B

Account Clerk
2/B
Financial Analyst
1/M

A1-50

Senior Fleet Maintenance
Technician
1/B

Senior Fleet Maintenance
Technician
1/B

Fleet Maintenance
Technician
4/B

Fleet Maintenance
Technician
2/B

Storekeeper
5/B

ATTACHMENT 1

Burbank Water and Power – Operational Technology
Assistant General Manager
Operational Technology
1/Z/e

Administration

Communications

Administrative Analyst II
1/M

Manager
Communications Systems
1/M

Senior Clerk
1/B

Fiber Services and One Burbank

Operational Technology

Security

Manager
Telecommunications
1/M

Manager Technology
1/M

Manager Security Systems
1/M

Communications Technician
Supervisor
1/I

Fiber Services Supervisor
1/B

Principal Data Engineer
1/M

Senior Security Guard
1/B

Senior Communications
Technician
1/I

Engineering Technician
1/B

Data Engineer
1/M

Security Guard
3/B

Communications Technician
3/I

Engineering Aide
1/B

Applications Development
Analyst IV
1/M

Communications Network
Engineer
2/M

System Engineer
1/M

A1-51

ATTACHMENT 1

Burbank Water and Power – Power Supply
Assistant General Manager
Power Supply
1/Z/e

Senior Administrative Analyst
1/M

Senior Secretary
1/B

Senior Clerk
2/B

Manager Energy
Control Center
1/M

Power Resources Manager
1/M

Legislative Analyst
1/M

Facilities Maintenance
Manager
1/M

Utility Facilities Supervisor
1/I

Energy Trader Scheduler
3/M
Principal Electrical Engineer
1/M

Power System Operator
Supervisor
2/I

Senior Electrical Engineer
1/M
Skilled Worker
1/B

Power Supply Scheduler
1/B
Electrical Engineer
1/M

Power System Operator
12/I

Principal Power Resources
Planner
1/M

Construction Maintenance Worker
2/B
Power System Operator Trainee
2/I/e

Power Resources Planning
Associate I
1/B

Custodial Leadworker
2/B

Principal Engineer
1/M

Custodian
3/B

A1-52

ATTACHMENT 1

Burbank Water and Power – Power Supply (Continued)
Assistant General Manager
Power Supply
1/Z/e

Power Production Manager
1/M

Power Production Engineer
1/M

Assistant Power
Production Superintendent
1/M

Power Plant
Maintenance Supervisor
2/I

Senior Power Plant Mechanic
4/I

Principal Electrical Engineer
2/M

Assistant Power
Production Superintendent
1/M

Senior Environmental
Engineer
1/M

Power Plant Shift Supervisor
5/I

Environmental Engineer
1/M

Instrument Controls Supervisor
1/I

Senior Control Operator
4/I

Senior Instrument Controls
Technician
1/I

Power Plant Operator
14/I
Power Plant Mechanic
6/I

Instrument Controls Technician
2/I

A1-53

ATTACHMENT 1

Burbank Water and Power – Water Engineering and Planning
Assistant General Manager
Water Systems
1/Z/e

Manager Water
Engineering
and Planning
1/M

Principal Civil
Engineer-BWP
1/M

Civil Engineering
Associate-BWP
2/B

Senior Engineering
Technician
1/B

Principal Civil
Engineer-BWP
1/M

Civil Engineer-BWP
1/M

Civil Engineering
Assistant
1/B

Civil Engineering
Assistant
1/B

A1-54

Senior Civil
Engineer-BWP
1/M

Cross Connection
Control Specialist
1/B

Water Services
Planner
1/B

ATTACHMENT 1

Burbank Water and Power – Water Systems
Assistant General Manager
Water Systems
1/Z/e

Senior Secretary
1/B

Senior Clerk
1/B

Construction

Operations

Water Maintenance/
Construction Superintendent
1/M

Manager Water
Production/Operations
1/M

Water Supervisor
1/I

Water Supervisor
1/I

Pipefitter/Operator
2/B

Pipefitter/Operator
1/B

Water Supervisor
1/I

Pipefitter
3/B
Pipefitter
3/B

Utility Worker
1/B

Water Supervisor
1/I

Senior Water Plant Mechanic
2/B

Senior Water Plant Operator
3/B

Water Quality Analyst
1/B

Water Plant Operator
3/B

Water Meter Mechanic
2/B

Pipefitter
3/B
Pipefitter Apprentice
2/B/e

Pipefitter Apprentice
1/B/e

Water Supervisor
1/I

Pipefitter Apprentice
1/B/e

A1-55

ATTACHMENT 1

Understanding City of Burbank Organizational Charts
The City of Burbank utilizes ‘Hierarchical’ Organizational Charts (also known as the “Chain of Command”) to demonstrate the
structure of our organization. The example chart, descriptions, and abbreviations below are provided to assist users review
and comprehend the City’s Organizational Charts for Fiscal Year 2024-25.

Abbreviations

1. Horizontal lines (example: see letter a at right) denote lateral or
‘side by side’ relationships—relationships between employees
(and/or divisions) who are at the same, equal level of authority. In
this example, both Assistant Directors report to the Director.
2. Vertical lines (see letters b and c) denote line relationships—
direct relationships between superior and subordinate(s). For
example, under Accounting, the Analyst reports to the Manager,
who reports to the Assistant Director, who—in turn—reports to the
Director.
3. When (multiple) rectangles are connected (see letter d) this
indicates that more than one employee reports to the same
supervisor. In this example, three Clerks (on an equal footing)
report to the Senior Administrative Analyst in the Planning Division.
4. A position shown attached horizontally outside of the vertical
hierarchy (see letter e) indicates a employee who falls outside of
the normal chain of command. Positions such as this report to
someone on a higher tier than other employees, but those
employees do not report up to them (the Assistant Director reports
to the Director, but not to the Executive Assistant in the example
shown).

B:

Director

Name of the Unit
(i.e., Division
or Section)

Accounting

e

Executive
Assistant

Planning

a

Assistant
Director

Assistant
Director

Burbank City Employees’ Association
(BCEA)
E: Executive
e: Civil Service Exempt
F: Burbank Fire Fighters (BFF)
I: International Brotherhood of Electrical
Workers (IBEW)
M: Burbank Management Association
(BMA)
P: Burbank Police Officers’ Association
(BPOA)
U: Fire Fighter Recruit and Police Recruit
Y: Burbank Fire Fighters Chief Officers’
Unit (BFFCOU)
Z: Unrepresented

b

5. A solid line indicates a direct relationship while a dashed line
(not shown) indicates that an employee (or division) is more
indirectly associated with another. The employee might assist one
manager, but report to and is evaluated by a different manager.

Manager

6. A double-lined rectangle represents Executive, BMA,
Unrepresented positions and Battalion Chiefs (an example is the
Senior Administrative Analyst).

Analyst

Senior
Administrative Analyst

c
Senior Clerk

d

7. A single-lined rectangle represents all non-management
positions (an example is the Intermediate Clerk).

Intermediate Clerk
2/B

8. Letter f (see the arrow at right) is reflective of the number of fulltime equivalents (FTE) budgeted and the employee group the
classification falls under. For example, “3.8(8)/B” would signify that
8 employees are budgeted at 3.8 FTEs and these employees are
part of the Burbank City Employees’ Association.

f

A1-56

The Management Services Department of the City of Burbank
prepares and manages the City’s Organizational Charts.

ATTACHMENT 1

CITY OF

BURBANK
PROPOSED
ORGANIZATIONAL
CHARTS
FISCAL YEAR 2025-26 - 2027-28
A1-57

ATTACHMENT 1

CITY OF BURBANK PROPOSED
FY 2025-26 - 2027-28 Organizational Charts

The mission of Burbank Water and Power (BWP) is to provide
electric and water services to our customers in a safe and reliable
manner while providing stable and competitive rates.

LEGEND:

NEW POSITION
UPGRADED POSITION

A1-58

ATTACHMENT 1

Burbank Water and Power

General Manager - BWP
1/E/e

Chief Assistant General
Manager
1/Z/e

Chief of Staff
1/Z/e

Intergovernmental
Affairs Manager
1/Z/e

Senior
Administrative
Analyst
1/Z/e

Legislative Analyst
1/M

Strategy, Communications,
and Outreach
Customer Service

Assistant General
Manager-Utility
Administrative
Services
1/Z/e

Assistant General
Manager-Customer
Service and
Marketing
1/Z/e

Assistant General
Manager-Customer
Service and
Marketing
1/Z/e

Electric Services

Finance

Power Supply

Operational
Technology

Water Systems

Sustainability

Assistant General
Manager
1/Z/e

Chief Financial
Officer
1/Z/e

Assistant General
Manager
1/Z/e

Assistant General
Manager
1/Z/e

Assistant General
Manager
1/Z/e

Sustainability
Officer
1/Z/e

A1-59

ATTACHMENT 1

Burbank Water and Power – Utility Administrative Services

General Manager - BWP
1/E/e

Assistant General
Manager-Utility
Administrative
Services
1/Z/e

Senior
Administrative
Analyst
1/Z/e

Senior
Administrative
Analyst
1/M

Environmental and
Safety Manager
1/M

Senior Line
Mechanic-G
1/I

A1-60

Senior Secretary
1/B

Environmental,
Health, and Safety
Officer
1/M

ATTACHMENT 1

Burbank Water and Power – Customer Service
Assistant General Manager
Customer Service Operations
1/Z/e

Senior Secretary
1/B

Manager
Customer Service
Operations
1/M

Manager
Customer Service
Operations
1/M

Customer Service
Supervisor
1/B

Customer Service
Supervisor
1/B

Customer Service
Supervisor
1/B

Customer Service
Supervisor
1/B

Customer Service
Representative III
1/B

Customer Service
Representative III
1/B

Customer Service
Representative III
2/B

Customer Service
Representative III
2/B

Customer Service
Representative II
4/B

Customer Service
Representative II
4/B

Customer Service
Representative II
2/B

Customer Service
Representative II
2/B

Customer Service
Representative I
3/B

Field Service
Representative
4/B

A1-61

ATTACHMENT 1

Burbank Water and Power –
Strategy, Communications, and Outreach
Assistant General Manager
Customer Service and Marketing
1/Z/e

Senior Clerk
1/B

Information Systems
Analyst II
1/M

Electrical Engineering
Associate II
1/B

Marketing Manager
1/M

Marketing Associate
1/M

Information Systems
Analyst I
1/B

Marketing Associate
1/M

Customer Service
Representative II
1/B

A1-62

Electrical Engineering
Associate II
1/B

ATTACHMENT 1

Burbank Water and Power – Sustainability

Sustainability Officer
1/Z/e

Marketing Associate
1/M

Marketing Associate
1/M

Customer Service
Representative I
1/B

A1-63

Customer Service
Representative III
1/B

Senior Sustainability Analyst
1/M

ATTACHMENT 1

Burbank Water and Power – Electric Services
Assistant General Manager
Electric Services
1/Z/e

Administration

Apps and Records

Distribution

Electrical Equipment a nd Testing

Senior Secretary
1/B

Manager of
Technology
1/M

Manager Electrical
Distribution
1/M

Manager Electrical
Equipment
1/M

Senior Clerk
1/B

Principal GIS
Specialist
1/B

Line Mechanic
Supervisor
5/I

Facility Technology
Coordinator
1/B

GIS Specialist
1/B

Senior Land
Surveyor
1/B

Land Surveyor
1/B

Senior Conduit
Mechanic
1/I

Senior Line
Mechanic
7/I

Line Mechanic
30/I

Engineering

Manager
Transmission and
Distribution
Engineering
1/M

Electrical
Supervisor
4/I

Test Technician
Supervisor
2/I

Principal Electrical
Engineer
1/M

Principal Electrical
Engineer
1/M

Senior
Electrical Engineer
1/M

Principal Electrical
Engineer
1/M

Senior Electrician
6/I

Senior Test
Technician
4/I

Senior Electrical
Engineer
1/M

Electrical Engineer
3/M

Principal
Engineering
Technician
1/M

Senior Electrical
Engineer
1/M

Electrician
18/I

Test Technician
5/I

Electrical
Engineering
Associate II
2/B

Electrical
Engineering
Associate II
1/B

Senior Electric
Service Planner
2/B

Electrical Engineer
2/M

Senior
GIS Specialist
1/B

Electrical
Engineering
Associate I
1/B

Electrical Service
Planner
1/B

Electrical
Engineering
Associate II
1/B

Line Mechanic
Apprentice
1/I/e

Electrical
Engineering
Associate I
1/B

A1-64

ATTACHMENT 1

Burbank Water and Power – Finance

Chief Financial Officer
1/Z/e

Administrative Technician
1/B

Financial Analyst
1/M

Rates

Accounting

Energy Services and
Utility Rates Manager
1/M

Financial Accounting
Manager
1/M

Financial Planning

Fleet Maintenance

Warehouse

Financial Planning
and Risk Manager
1/M

Fleet Manager-BWP
1/M

Warehouse
Manager-BWP
1/M

Heavy
Financial Analyst
1/M

Administrative Analyst II
1/M

Senior Fleet Maintenance
Technician
1/B

Principal Utility
Accounting Analyst
1/M

Senior Utility
Accounting Analyst
3/M

Light

Senior Utility
Accounting Analyst
1/M
Principal Clerk
3/B

Financial Analyst
1/M

A1-65

Fleet Maintenance
Technician
4/B

Senior Fleet Maintenance
Technician
1/B

Fleet Maintenance
Technician
2/B

Lead Storekeeper
1/B

Storekeeper
4/B

ATTACHMENT 1

Burbank Water and Power – Operational Technology
Assistant General Manager
Operational Technology
1/Z/e

Fiber Services
and One Burbank

Administration

Application Support

Communications

Administrative
Analyst II
1/M

Manager
Technology
1/M

Manager
Communications
Systems
1/M

Manager Technology
1/M

Manager Technology
1/M

Manager Technology
1/M

Senior Clerk
1/B

Principal Utility
Business
Systems Analyst
1/M

Communications
Technician
Supervisor
1/I

Fiber Services
Supervisor
1/B

Principal Data
Engineer
1/M

Senior Security Guard
1/B

Senior Utility
Business
Systems Analyst
2/M

Senior
Communications
Technician
1/I

Engineering
Technician
1/B

Data Engineer
1/M

Security Guard
5/B

Utility Business
Systems Analyst
4/B

Communications
Technician
3/I

Engineering Aide
1/B

Applications
Development Analyst
IV
1/M

Operational Technology

Communications
Network
Engineer
2/M

System Engineer
1/M

A1-66

Security

ATTACHMENT 1

Burbank Water and Power – Power Supply
Assistant General Manager
Power Supply
1/Z/e

Senior Administrative Analyst
1/M

Senior Secretary
1/B

Senior Clerk
2/B

Manager Energy
Control Center
1/M

Power Resources Manager
1/M

Legislative Analyst
1/M

Power Resources Supervisor
1/M

Utility Facilities Supervisor
1/I
Principal Electrical Engineer
2/M

Energy Trader Scheduler
3/M

Power Supply Scheduler
1/B

Principal Power Resources
Planner
1/M

Facilities Maintenance
Manager
1/M

Power System Operator
Supervisor
3/I

Senior Electrical Engineer
1/M
Skilled Worker
1/B

Electrical Engineer
1/M

Power System Operator
12/I
Construction Maintenance Worker
2/B
Power System Operator Trainee
3/I/e
Custodial Leadworker
2/B

Power Resources Planning
Associate I
1/B
Custodian
3/B
Principal Engineer
1/M

A1-67

ATTACHMENT 1

Burbank Water and Power – Power Supply (Continued)
Assistant General Manager
Power Supply
1/Z/e

Power Production Manager
1/M

Power Production Engineer
1/M

Assistant Power
Production Superintendent
1/M

Power Plant
Maintenance Supervisor
2/I

Senior Power Plant Mechanic
4/I

Principal Electrical Engineer
2/M

Assistant Power
Production Superintendent
1/M

Senior Environmental
Engineer
1/M

Power Plant Shift Supervisor
5/I

Environmental Engineer
1/M

Instrument Controls Supervisor
1/I

Senior Control Operator
4/I

Senior Instrument Controls
Technician
1/I

Power Plant Operator
14/I
Power Plant Mechanic
6/I

Instrument Controls Technician
2/I

A1-68

ATTACHMENT 1

Burbank Water and Power – Water Systems
Assistant General Manager
Water Systems
1/Z/e

Director of Engineering
1/M

Construction

Operations

Water Maintenance/
Construction Superintendent
1/M

Manager Water
Production/Operations
1/M

Water Supervisor
1/I

Water Supervisor
1/I

Pipefitter/Operator
2/B

Pipefitter/Operator
1/B

Water Supervisor
1/I

Pipefitter
3/B
Pipefitter
3/B

Utility Worker

Water Supervisor
1/I

Senior Water Plant Mechanic
2/B

Senior Water Plant Operator
3/B

Water Quality Manager
1/M

Water Plant Operator
3/B

Water Meter Mechanic
2/B

Pipefitter
3/B
Pipefitter Apprentice
2/B/e

Pipefitter Apprentice
1/B/e

Water Supervisor
1/I

Pipefitter Apprentice
1/B/e

A1-69

ATTACHMENT 1

Burbank Water and Power – Water Engineering and Planning
Assistant General Manager
Water Systems
1/Z/e

Senior Secretary
1/B

Director of
Engineering
1/M

Senior Clerk
1/B

Manager Water
Engineering
and Planning
1/M

Utility Project
Manager
1/M

Principal Civil
Engineer-BWP
3/M

Civil Engineer-BWP
1/M

Civil Engineering
Associate-BWP
2/B

Civil Engineering
Assistant
1/B

A1-70

Principal Civil
Engineer-BWP
1/M

Senior Civil
Engineer-BWP
1/M

Cross Connection
Control Specialist
1/B

Water Services
Planner
1/B

ATTACHMENT 1

Understanding City of Burbank Organizational Charts
The City of Burbank utilizes ‘Hierarchical’ Organizational Charts (also known as the “Chain of Command”) to demonstrate the
structure of our organization. The example chart, descriptions, and abbreviations below are provided to assist users review
and comprehend the City’s Organizational Charts for Fiscal Year 2025-26.

Abbreviations

1. Horizontal lines (example: see letter a at right) denote lateral or
‘side by side’ relationships—relationships between employees
(and/or divisions) who are at the same, equal level of authority. In
this example, both Assistant Directors report to the Director.
2. Vertical lines (see letters b and c) denote line relationships—
direct relationships between superior and subordinate(s). For
example, under Accounting, the Analyst reports to the Manager,
who reports to the Assistant Director, who—in turn—reports to the
Director.
3. When (multiple) rectangles are connected (see letter d) this
indicates that more than one employee reports to the same
supervisor. In this example, three Clerks (on an equal footing)
report to the Senior Administrative Analyst in the Planning Division.
4. A position shown attached horizontally outside of the vertical
hierarchy (see letter e) indicates a employee who falls outside of
the normal chain of command. Positions such as this report to
someone on a higher tier than other employees, but those
employees do not report up to them (the Assistant Director reports
to the Director, but not to the Executive Assistant in the example
shown).

Name of the Unit
(i.e., Division
or Section)

Accounting

e

Executive
Assistant

Planning

a

Assistant
Director

Assistant
Director

Burbank City Employees’ Association
(BCEA)
E: Executive
e: Civil Service Exempt
F: Burbank Fire Fighters (BFF)
I: International Brotherhood of Electrical
Workers (IBEW)
M: Burbank Management Association
(BMA)
P: Burbank Police Officers’ Association
(BPOA)
U: Fire Fighter Recruit and Police Recruit
Y: Burbank Fire Fighters Chief Officers’
Unit (BFFCOU)
Z: Unrepresented

b

5. A solid line indicates a direct relationship while a dashed line
(not shown) indicates that an employee (or division) is more
indirectly associated with another. The employee might assist one
manager, but report to and is evaluated by a different manager.

Manager

6. A double-lined rectangle represents Executive, BMA,
Unrepresented positions and Battalion Chiefs (an example is the
Senior Administrative Analyst).

Analyst

Senior
Administrative Analyst

c
Senior Clerk

d

7. A single-lined rectangle represents all non-management
positions (an example is the Intermediate Clerk).

Intermediate Clerk
2/B

8. Letter f (see the arrow at right) is reflective of the number of fulltime equivalents (FTE) budgeted and the employee group the
classification falls under. For example, “3.8(8)/B” would signify that
8 employees are budgeted at 3.8 FTEs and these employees are
part of the Burbank City Employees’ Association.

Fiscal year 2025-2026

B:

Director

f

A1-71

The Management Services Department of the City of Burbank
prepares and manages the City’s Organizational Charts.

7C.

STAFF REPORT

DATE:

April 3, 2025

TO:

Burbank Water and Power Board

FROM:

Mandip Kaur Samra, General Manager, Burbank Water and Power
BY: Joseph Lillio, Chief Financial Officer

SUBJECT:

Proposed Fiscal Year 2025-26 and FY 2026-27 Electric and Water Rates

RECOMMENDATION
Staff requests that the Burbank Water and Power (BWP) Board recommend approval to
the Burbank City Council (Council) of the utility’s proposed Fiscal Years (FY) 2025- 2026
and 2026-2027 average electric rate increase of 9.9% to go into effect January 1, 2026,
and 9.9% to go into effect January 1, 2027.
Staff also requests that the BWP Board recommend approval to Council of the utility’s
proposed FYs 2025-2026 and 2026-2027 average water rate increase of 14% to go into
effect January 1, 2026, and 14% to go into effect January 1, 2027.
BACKGROUND
The fee-setting process for electric and water rates was changed from annual to bi-annual
in 2022. Switching to a bi-annual process allows the Council to approve two years of rate
setting with one public hearing. Approval of two years of rates versus the annual ratesetting process creates numerous business efficiencies, resulting in budgetary savings
and staff efficiencies and a more transparent process for ratepayers and policymakers.
Staff recommends continuing the successful business practice of a two-year rate-setting
process and possibly going to a four-year rate-setting process in subsequent years. The
next two-year rate approval would be for FY 2025-26 and 2026-27.
The prior two-year rate increase was for FY 2023-24 and 2024-25. The approved rate
increases for these years were 9% each year for water and 8.5% and 8%, respectively,
for electric use. These rate increases took effect July 1, 2023, and July 1, 2024.

1

DISCUSSION
BWP has traditionally implemented new rate increases to be effective July 1. This was
done to align with the start of the new fiscal year and implement rates by associating the
rate increase with the development of the budget. While this has been the business
practice, it is not ideal timing from a customer service perspective to implement new rates
at this time of year. Demand for electric and water use, particularly for residential
customers, typically increases substantially from June to July due to higher summer
temperatures and little to no precipitation during July. This electricity and water use
increase and rate increases have an adverse bill impact on many ratepayers. The City
and BWP management discussed options and collaborated on a solution with the most
positive outcome for the ratepayer. The solution is to decouple the rate increase from the
budget process and shift the implementation of rates to be effective in January.
Most BWP customers experienced a notable decrease in electricity and water use,
transitioning from December to January. Also, due to the holidays, most electric
customers use substantially more electricity in December. In a typical year, the average
rainfall in Burbank for January is 35% more than in December (3.3 inches compared to
2.44 inches). As a result, water usage for most BWP customers decreases from
December to January. By implementing a rate increase in January, the bill impact will be
subtle for most customers and may result in an unassuming bill impact compared to their
December bill. From a customer service perspective, this is a much better business
approach to implementing rate increases.
With the next rate increase, staff plans to shift from a July 1 rate implementation to a
January 1 rate implementation. By pushing out the rate increase by six months, the utility
is anticipating losing six months of additional revenue associated with the rate
implementation that traditionally took place on July 1. However, staff has integrated this
new implementation date into the overall five-year financial outlook with the goal of
obtaining reserve levels that meet the BWP Board and Council’s policy of recommended
reserve levels for both electric and water funds. Staff vigorously went through the inputs
of the rate study to keep the proposed rate increases as low as possible, shifting the rate
implementation to January while maintaining the financial integrity of the electric and
water funds.
BWP is proposing a 9.9% increase to the overall electric rates for each year due to State
unfunded mandates (SB35 & SB100), higher costs to procure renewables and meet
regulatory mandates and RPS targets; increased costs for transmission, capital costs, and
operating costs; lower than expected load demand; Intermountain Power Project (IPP)
repowered with Natural Gas; and prior policy decisions of no rate increases or insufficient
rate increases that contributed towards under-collection and depleted reserves.
2

BWP is proposing a 14% increase to the overall water rates for each year due to increases
in the Metropolitan Water District of Southern California’s (MWD) rates of 8.5% for
January 2025 and 2026 and projected increases of 11% for January 2027 and 2028,
which will increase BWP water supply expenses; an increase in MWD meter charges
(Fixed Charges); increased capital costs due to maintaining and modernizing
infrastructure; and a reduction in demand for potable sales due to successful conservation
efforts.
As part of the rate-setting process, it is vital to have financial assistance programs to
assist those in the community who may require aid. BWP has robust financial assistance
programs; after reevaluating the existing programs, BWP is proposing an increase in
financial aid to our most vulnerable customers.
The following financial assistance programs are currently offered by BWP:




Burbank Utility Service Subsidy (BUSS) Program
The BUSS Program offers an ongoing 12% discount on electric service to incomequalified residents. Most participants will have an average savings of $90-180 per
year on their electric bills.
Low Income Home Energy Assistance Program (LIHEAP)
LIHEAP is a federally funded program that offers eligible applicants with a credit
ranging between $152-1000 towards their utility bills. It is administered by two
providers. Interested customers may contact them directly to determine eligibility
and to apply.



Project Share
Our Project Share program provides income-qualified customers with payment
assistance of up to $100 in the form of a bill credit.



Lifeline Program
The Lifeline program offers income-qualified customers (ranging from an annual
household income of $44,150 for a one-person household up to $83,250 for an
eight-person household) with at least one member of the household being sixtytwo years old or permanently disabled, a reduced rate and exemptions from the
monthly customer service charge and Utility User’s Tax.
Utility Bill Payment Arrangements
Available to customers having trouble paying their bills and may need additional
time beyond the due date to pay the amount owed. This is a one-time option that
customers may exercise.
BWP is proposing an increase to the following financial assistance programs:



3



Burbank Utility Service Subsidy (BUSS) Program
The BUSS Program offers an ongoing 14% discount on electric service to incomequalified residents. Most participants will have an average savings of $90-180 per
year on their electric bills; an increase of 2% from the current 12% discount.




Project Share
Our Project Share program provides income-qualified customers with
payment assistance of $250 in the form of an overall bill credit; an increase
of $150 from the current $100 credit.
Lifeline Program
The Lifeline program offers income-qualified customers (ranging from an
annual household income of $44,150 for a one-person household up to
$83,250 for an eight-person household) with at least one member of the
household being sixty- two years old or permanently disabled, a 45%
reduction in electric rate and exemptions from the monthly customer
service charge and Utility User’s Tax; an increase of 5% from the current
40% discount.

CONCLUSION
Staff requests that the BWP Board recommend approval to Council of the utility’s
proposed FY 2025-2026 and FY 2026-2027 average electric rate increase of 9.9% to
go into effect January 1, 2026, and 9.9% to go into effect January 1, 2027. Staff also
requests that the BWP Board recommend approval to the Burbank City Council of the
utility’s proposed FY 2025-2026 and FY 2026-2027 average water rate increase of 14%
to go into effect January 1, 2026, and 14% to go into effect January 1, 2027.
ATTACHMENT
None.

4

7D.

STAFF REPORT
WATER AND
POWER
DATE:

April 3, 2025

TO:

Burbank Water and Power Board

FROM:

Mandip Kaur Samra, General Manager, Burbank Water and Power
VIA: Drew Johnstone, Sustainability Officer
BY: Drew Kidd, Marketing Associate

SUBJECT: Updates to Burbank Water and Power’s Portfolio of Customer Rebates for
Efficiency and Electrification
RECOMMENDATION
Staff recommends that the Burbank Water and Power (BWP) Board recommend that the
City Council (Council) approve the proposed changes to BWP’s rebate portfolio and adopt
a motion that, effective July 1, 2025, will:
1. Update rebated measures and increase the rebate cap for business rebate programs;
2. Add rebates for renewable energy storage;
3. Update residential rebates for efficiency and electrification; and
4. Update rebates for used electric vehicles and charging infrastructure.
BACKGROUND
Every year, BWP strives to achieve energy and water consumption reduction goals
through a comprehensive and cost-effective portfolio of residential and business
programs and services. Annually, the efficiency portfolio is reviewed for sound revisions
and additions. For years, BWP has grown services, seeking to meet the entire
community’s needs, from income-challenged families to thriving enterprises. These
services certainly assist those participating in the programs, but they also help BWP
contain resource costs for everyone in Burbank. The recommendations in this report
continue this practice.
BWP’s annual goal is to reduce energy and water consumption throughout Burbank by
1% of sales. This goal translates to about 10 million kilowatt-hours (kWh) and about 49
million gallons of potable water. While 1% may not sound very ambitious, it is actually a
stretch goal that is difficult to achieve, especially year after year. 10 million kWh is the
equivalent of 1,100 homes’ energy usage for an entire year, and 49 million gallons of
water is the equivalent of 364 homes’ usage for a year. The table below shows the last
1

three years of community-wide savings attributed to BWP’s energy and water
conservation portfolio.
Fiscal Year
2019-20
2020-21
2021-22
2022-23
2023-24

Energy Reduction
7.3 million kWh (69% of goal)
4.6 million kWh (46% of goal)
6.8 million kWh (68% of goal)
5.1 million kWh (51% of goal)
7.7 million kWh (77% of goal)

Water Reduction
40.2 million gallons (83% of goal)
25.5 million gallons (52% of goal)
34.6 million gallons (70% of goal)
46.8 million gallons (94% of goal)
18.2 million gallons (37% of goal)

The rebate programs in this report for low-income customers, efficiency, and
electrification are funded by BWP’s Public Benefits Fund, which is mandated by the state
and requires BWP to set aside 2.85% of electric revenues to invest in these types of
programs and services. BWP’s Electric Vehicle (EV) charger rebates and used EV
rebates are funded through the California Air Resources Board’s (CARB) Low Carbon
Fuel Standards program and do not directly impact customer rates.
DISCUSSION
Updating BWP’s programs to align with modern industry standards is essential to
increasing participation and continuing the program portfolio’s success. BWP proposes
implementing a new suite of rebates for common energy efficiency and electrification
measures, as noted in Attachment 1. The proposed changes will be implemented by the
start of the new Fiscal Year (FY) on July 1, 2025.
Business Rebates
The Business Rebate Program, named initially Energy Solutions, is over 20 years old and
was last updated in 2009. Since FY 2020-21, the program has achieved an average of
4,186 megawatt-hours (MWh) in annual energy savings and an average 1.12-megawatt
(MW) reduction in demand. The proposed updates ensure that the rebates offered
maintain BWP’s cost-effective rebate portfolio. In summary, staff are recommending the
following updates:
1. Add rebates for common food service measures, such as efficient commercial
ovens, commercial refrigeration measures, and new commercial electrification
measures, such as heat pump water heaters.
2. Increase the deemed incentive cap from 25% to 100% of project cost.
3. Increase the annual customer cap from $100,000 to $200,000 per year.
Commercial Landscape Equipment Battery Rebate
Providing a rebate for electric landscape equipment helps local businesses with the
upfront cost of converting equipment while also promoting a healthier, quieter community.
Council approved a rebate program on October 1, 2019, which enabled BWP to provide
2

Burbank-based landscape companies that participate in the South Coast Air Quality
Management District’s (SCAQMD) Commercial Electrical Lawn and Garden Equipment
Incentive and Exchange Program with an additional rebate for an extra battery. Having
spare batteries is important for electric landscape equipment to ensure continuous
operation, increased efficiency, battery life management, and emergency preparedness.
BWP staff are recommending the following updates to the existing program:
1. Add an enhanced rebate for municipal, educational, and non-profit customers for
up to 85% of the cost of spare battery(ies), not to exceed $2,500.
2. For all other commercial customers, the general incentive will provide a rebate for
up to 85% of the cost of spare battery(ies), not to exceed $500.
New Renewable Energy Storage Rebate
Storing solar energy for use after the sun goes down is an essential strategy for achieving
Burbank’s carbon-free energy goals and increasing local energy resilience. When
installed alongside a solar system, batteries allow a customer to use stored solar energy
when the solar system is no longer generating when the sun goes down. This allows for
greater grid support during summer peak periods, reducing the utility's carbon footprint
and lessening the cost of electricity to the utility during extreme peak conditions.
BWP plans to launch the Council-adopted Solar Net Billing program in January 2026.
Introducing this rebate ahead of the new program's launch will help support solar
customers on the solar net billing rate and make batteries more cost-effective for both
new and existing solar customers.
The new rebate has two main objectives: increase the general installation of battery
storage systems in Burbank to support the grid and integrate more renewable energy and
to provide focused support to aging 4kV systems in BWP’s distribution infrastructure.
Therefore, a rebate of $275/kWh is proposed as a general rebate, and an enhanced
rebate of $350/kWh is proposed for customers currently on one of BWP’s 4kV circuits.
Given a 10-year battery lifespan, those receiving the general rebate break even around
year seven, and those with the enhanced 4kV rebate break even around year six. If the
Federal Tax Credit (FTC) ceases, then the BWP rebate would need to be increased by
$255/kWh to achieve the same results. $255/kWh is the current average value of the 30%
FTC for battery storage systems.
Greater detail on the research conducted to determine the rebate amounts can be found
in Attachment 1. In summary, based on research and the financial estimation completed,
below are recommendations for a pilot program with a $156,000 budget:
•

Create a rebate program with two categories:
1. General: $275/kWh one-time rebate (or $530/kWh if the FTC ceases)
3

•
•
•
•

•

2. Enhanced 4kV: $325/kWh one-time rebate ($580/kWh if the FTC ceases)
Open to residential and non-residential customers;
This program is for new battery storage systems, not existing ones. This is meant
to spur additional battery storage installed alongside solar;
Battery must have a minimum capacity of 5 kWh;
Customers participating in the program have no limit to battery capacity outside of
BWP’s rules and regulations, however, BWP will only provide a rebate for the first
100kWh of battery capacity per site; and
BWP will apply an early termination fee if the customer removes a functioning
battery before the end of year ten. The fee would be pro-rated, and BWP will
provide exceptions for situations where the battery stops functioning on its own.

Residential Rebates for Efficiency and Electrification
BWP offers the Home Rewards Rebate Program and the Residential Building
Electrification Program to all residential customers regardless of income. Both programs
can lower overall utility bills while minimizing our customers’ dependence on fossil fuels,
contributing to a healthier, more sustainable community.
Often, the most energy-efficient technologies come at a premium, making choosing them
a challenge for customers. To make energy efficiency more accessible to more
customers, BWP staff proposes enhanced rebates for low-income customers. To qualify
for the enhanced rebates, the applicant must either be an affordable housing provider
installing the measure(s) in an affordable housing unit or a low-income residential
customer enrolled in BWP’s Lifeline Program or Burbank Utility Service Subsidy (BUSS).
A table of proposed rebates and background research conducted can be found in
Attachment 1. The recommended rebate amounts are what BWP would need to provide
low-income customers, in addition to the existing BWP rebates, to cover up to the full cost
of the measure, but never more than the amount that the customer pays after state and
federal rebates. For FY 25-26, BWP has allocated $275,000 of the Public Benefits budget
for residential rebates.
Used Electric Vehicle (EV) Rebate
The Used EV Rebate Program was launched in 2020 to provide rebates to customers
who purchased a used electric vehicle. This program is funded through the California Air
Resources Board’s (CARB) Low Carbon Fuel Standards (LCFS) program, which was
established to accelerate transportation electrification in the state. The intent of the
program was to reduce the cost of used EV purchases since most local, state, and federal
incentives are for new EVs only. The current rebate for a used EV is $1,000, with a limit
of two rebates per account. As of January 2025, BWP has provided used EV rebates to
175 customers.
4

Staff proposes the following enhancements to the Used EV Rebate Program:
1. Increasing the rebate from $1,000 to $4,000 for low-income customers enrolled in
BWP’s programs, such as the Burbank Utility Business Subsidy (BUSS) or Lifeline.
2. Adding a price limit of $25,000 for used EVs to be eligible for the proposed low-income
rebate of $4,000.
The proposed changes will make it easier for BWP to meet LCFS requirements to spend
at least 50% of LCFS proceeds in disadvantaged communities, low-income communities,
or for low-income customers. Additionally, the proposed rebate and price limit match
those of the Used Clean Vehicle Credit, a tax credit offered by the Internal Revenue
Service (IRS). Customers who qualify for a used EV rebate from BWP are also likely to
qualify for a federal tax credit of $4,000. When combined, customers could receive up to
an $8,000 incentive, or up to 32% off the purchase price of a used EV.
Commercial EV Charging Station Rebate Program
This program has been in place since 2015 and provides rebates to commercial and multifamily customers who install EV chargers at their properties. It is funded through CARB’s
LCFS program. As of January 2025, BWP has provided 165 EV charger rebates. Staff
proposes the following enhancement to the Commercial EV Charging Station Rebate
Program:
1. Update rebates for municipal, educational, and non-profit customers to provide up
to 75% of the total project cost or $200,000, whichever is less.
In the coming years, the City’s fleet will undergo a conversion to zero-emission vehicles,
and charging infrastructure is needed to power these vehicles. The proposed rebates for
municipal EV charging projects will help reduce spending from the City’s General Fund.
Similarly, educational and non-profit customers, who often have limited funds for new
infrastructure, will have more rebates to install EV charging for their staff, students, fleet,
or visitors.
COMMUNITY OUTREACH
BWP staff will market the updated programs and new rebates to the community. The
residential and low-income programs are marketed through numerous channels,
including BWP’s bill inserts, bus shelter ads, and web platforms, which include the main
website, and customer portals. BWP staff will also participate in community events,
workshops, and meetings with seniors – many of whom are low-income. Flyers and
handouts will be placed in the lobbies of BWP, the Community Services Building, and the
Joslyn Adult Center.

5

BWP is developing a supplemental guide for the business rebate program that details
eligibility requirements and it be available when the new program launches. Since this is
the first time BWP’s business rebate program will include measures for food services and
commercial refrigeration, staff plans to target those customers via the Burbank Chamber
of Commerce and Burbank Hospitality Association. The Key Account Manager will
promote the commercial program updates directly with large business customers and
educational sector customers via email, phone, and in-person meetings.
BWP will also utilize social media, newsletters, and myburbank.com to inform the broader
community about program updates.
FISCAL IMPACT
As a result of the proposed additions and updates for the efficiency, electrification, and
renewable energy programs, the rebate budget, currently set at $650,000 for FY 202425, would be increased to $1.386 million for FY 2025-26. The funding source is BWP’s
Public Benefits Fund, which has sufficient funds to cover all the recommended changes
to BWP’s programs and does not directly impact customer rates.
The proposed changes to the transportation electrification rebates would increase the
budget, which is currently set at $675,000 in FY 2024-25, to $705,000 in FY 2025-26.
These programs are funded through CARB’s Low Carbon Fuel Standards program and
do not directly impact customer rates.
CONCLUSION
Based on a review of the existing customer program portfolio, the updates to the efficiency
and electrification rebates recommended in this staff report will improve customer
satisfaction and make more effective use of public benefits and LCFS funds. The
enhancements help the BWP program portfolio align with the goals of the City Counciladopted Greenhouse Gas Reduction Plan and Integrated Resource Plan.
Therefore, staff recommends that the BWP Board recommend that Council approve the
proposed changes to BWP’s rebate portfolio and adopt a motion that, effective July 1,
2025, will:
1. Update rebated measures and increase the rebate cap for business rebate programs.
2. Add rebates for renewable energy storage.
3. Add rebates for efficiency and electrification for low-income customers and affordable
housing.
4. Update rebates for used electric vehicles and charging infrastructure.
ATTACHMENT
Attachment 1 – Supplemental Information
6

ATTACHMENT 1

Updates to Burbank Water and Power’s Portfolio of Customer
Rebates for Efficiency and Electrification
Date: April 3, 2025

Contents

Introduction ..................................................................................................................... 1
Business Rebates ........................................................................................................... 1
Commercial Landscape Equipment Battery Rebate ........................................................ 6
Battery Energy Storage Incentive .................................................................................... 6
Residential Rebates for Efficiency and Electrification...................................................... 8
Used EV Rebates .......................................................................................................... 10
Commercial EV Charging Station Rebates ................................................................... 11

Introduction

This attachment contains supplemental information to support the recommendations in
the Updates to Burbank Water and Power’s Portfolio of Customer Rebates for Efficiency
and Electrification staff report.

Business Rebates

The parameters of the existing program are as follows:
1. Customer must have a commercial electric account.
2. Each customer account is limited to $100,000 in rebates per year.
3. Reimbursement is limited to 25% of installed cost, or $100,000, whichever is less.
4. Rebates are set at either a specific value per measure or at $0.05 per kWh in
estimated annual energy savings when no specific measure is available, otherwise
known as a custom incentive.
5. Annually, BWP has allocated $450,000 to the program, but the annual average
spending since fiscal year (FY) 2020-21 has been $290,993.
Burbank Water and Power has contracted with Alternative Energy Systems Consulting,
Inc. (AESC), the winning bidder from a Southern California Public Power Authority
(SCPPA) request for proposal, to audit BWP’s efficiency program and recommend new,
cost-effective measures for the business community that meet the current needs of the
community.

A1-1

ATTACHMENT 1
Many of the measures on offer are outdated, either in their approach to compensation or
as a technology solution. For example, the Business Rebates program still offers a
specific measure for thermal energy storage, an uncommon energy-saving device that
BWP has rebated once in the program's history. It also offers power factor correction,
now commonly removed from utility rebate programs as quality power factor is seen as
an obligation of our customers, not an optional measure.
Based on the recommendations from AESC, BWP staff proposes implementing a new
suite of deemed incentive measures. “Deemed incentives” refer to offering specific
incentives for specific common energy efficiency or electrification measures. A “measure”
refers to the specific action being taken in order to receive the incentive.
In summary, staff are recommending the following updates:
1. Add rebates for common food service measures, such as efficient commercial
ovens, commercial refrigeration measures, and new commercial electrification
measures, such as heat pump water heaters.
2. For lighting measures, products must be on the Design Lights Consortium’s (DLC)
Qualified Product List.
3. Increase the deemed incentive cap from 25% to 100% of project cost.
4. Increase the annual customer cap from $100,000 to $200,000 per year.
5. Allocate $800,000 of the Public Benefits budget for business rebates.
In the table below, measures are organized by technology type in column one, and the
specific measure is described in column two. The recommended rebate values in column
three in the table below were determined by capping the incentive at either 50% of the
gross measure cost, or 100% of the incremental measure cost, which is the cost
difference between the standard efficiency measure and the high-efficiency measure, or
at a cap that, if the incentive were any higher, would make the measure less than costeffective. Column four describes the unit for each incentive, as some incentives are per
measure, and some incentives are determined by the size/impact of the measure, such
as per ton for HVAC. The incremental cost in column five is the difference in cost between
the energy-efficient measure and the standard measure. The average measure cost in
column six is the average full cost to install each measure.
Table 1 – New Deemed Incentive Measures
Technology
Rebate/
Measure
Type

Food
Service

Commercial Door-Type
Dishwasher

Unit

Incentive
(up to)
Each
$250

A1-2

Incremental
Cost
$267.30

Average
Measure
Cost
$6,791.24

ATTACHMENT 1
Food
Service

Electric Hand-Wrap
Machine

$250

Each

$252.03

$1,857.90

Food
Service

$950

Each

$960.23

$8,611.80

$475

Each

$495.89

$7,152.75

Food
Service

Efficient Commercial
Convection Oven, Full,
Electric
Efficient Commercial
Convection Oven, Half,
Electric
Commercial Deck Oven,
Electric

$2,500

Each

$2,619.24

$13,830.81

Food
Service

Electric Combination Oven,
>15 Pans

$1,500

Each

$2,270.79

$31,053.92

Food
Service
Food
Service

Efficient Commercial Fryer,
Electric
Efficient Commercial
Griddle, Electric

$650

Each

$652.37

$15,269.24

$700

Len-ft

$711.74

$3,531.09

HVAC

Package Heat Pump, Under
24 kBtu/hr

$125

Ton

$126.94

$1,890.66

HVAC

Package Terminal Air
Conditioner, Under 24
kBtu/hr

$150

Ton

$153.13

$1,925.00

HVAC

VFD for Packaged Singlezone DX HVAC unit

$100

Each

$144.74

$271.09

HVAC

VSD on HVAC fan control

$125

RatedHP

$257.76

$257.76

HVAC FuelSubstitution
HVAC FuelSubstitution
Lighting

Package Heat Pump,
<65kBtuh, Fuel Substitution

$450

Ton

$470.55

$2,439.11

Split Heat Pump, <65kBtuh,
Fuel Substitution

$350

Ton

$347.56

$2,159.44

2x4, 2x2, 1x4 New Interior
LED Troffer or Integrated
retrofit kits, ≥ 125 LPW

$6

KiloLu
men

$6.29

$52.04

Lighting

Interior LED Direct/Indirect
$6
Linear Ambient 2', 4' or 8' ft.
New Luminaire or retrofit kit,
≥ 125 LPW

KiloLu
men

$7.20

$55.71

Lighting

4-foot LED T8 Lamp

Lamp

$1.06

$31.21

Food
Service

$1

A1-3

ATTACHMENT 1
Outdoor
Lighting*

Outdoor
Lighting*

Outdoor
Lighting*

Outdoor
Lighting*

Outdoor
Lighting*

Outdoor
Lighting*

Outdoor
Lighting*

Outdoor
Lighting*

Outdoor
Lighting*

Outdoor
Lighting*

Refrigeration

LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 35 W
LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 50 W
LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 70 W
LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 100 W
LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 150 W
LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 200 W
LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 250 W
LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 310 W
LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 360 W
LED Mogul Base Lamp
HID Retrofits for Outdoor
Area/Pole and Decorative
Fixtures, 400 W
Display Case Anti-Sweat
Heater, Low-Temp

$5

Lamp

$1.98

$139.97

$8

Lamp

$2.61

$144.35

$15

Lamp

$4.46

$157.38

$30

Lamp

$6.82

$173.87

$50

Lamp

$11.09

$203.77

$70

Lamp

$15.06

$231.53

$90

Lamp

$18.78

$257.55

$125

Lamp

$26.48

$311.49

$145

Lamp

$30.24

$337.83

$160

Lamp

$33.26

$358.92

$60

Len-ft

$118.36

$118.35

A1-4

ATTACHMENT 1
Refrigeration

Display Case Anti-Sweat
Heater, Med-Temp

$30

Len-ft

$66.58

$66.57

Refrigeration

ECM Retrofit for a Walk-in
Cooler or Freezer

$125

Each

$347.31

$347.31

Refrigeration

Fan Motor Retrofit for
Refrigerated Display Case

$50

Each

$102.78

$104.91

Refrigeration

Floating Head Pressure
Controls

$80

CapTons

$203.66

$239.05

Refrigeration

New Display Case with
Doors, Freezer

$300

Len-ft

$331.79

$1,970.38

Refrigeration

New Display Case with
Doors, Cooler

$500

Len-ft

$505.61

$1,762.22

Refrigeration

Medium-Temperature Case
Doors, with LEDs

$275

Len-ft

$562.88

$562.87

Refrigeration

Medium-Temperature Case
Doors, without LEDs

$250

Len-ft

$523.53

$523.53

Water
Heating
Water
Heating
Water
Heating

Heat Pump Water Heater
>=45 to <=55 gallons
Heat Pump Water Heater
>55 gallons
Heat Pump Water Heater,
>= 45 to <= 75 gallons, Fuel
Substitution
Heat Pump Water Heater,
>75 gallons, Fuel
Substitution
Large Heat Pump Water
Heater, Commercial and
Multifamily, Fuel
Substitution
Fryer, Commercial, Fuel
Substitution

$1,000

Each

$1,039.66

$2,290.47

$400

Each

$401.58

$3,167.40

$1,000

Each

$1,036.25

$2,584.34

$700

Each

$703.98

$2,935.11

$60

CapOu
t-kBtuh

$62.10

$178.94

$1,500

Each

$4,448.88

$9,840.41

Water
Heating
Water
Heating

Food
Service

*The proposed rebate for outdoor lighting fixtures exceeds the incremental cost. This is
due to the small incremental measure cost relative to the full measure cost and a high
total resource cost (TRC) ratio for the measure. The TRC ratio refers to the value of the
measure's benefits compared to its total costs. In the case of these LED outdoor fixtures,
the high energy savings allow for a rebate higher than the incremental costs but still less
than 50% of the gross measure cost.
A1-5

ATTACHMENT 1

Commercial Landscape Equipment Battery Rebate

Providing an incentive for electric landscape equipment helps local businesses with the
upfront cost of converting equipment while also promoting a healthier, quieter community.
According to the California Air Resources Board, a commercial operator using one
backpack leaf blower for one hour generates the same smog-forming emissions as a car
driving 1,100 miles.
The South Coast Air Quality Management District (SCAQMD) manages a rebate program
called the Commercial Electric Lawn and Garden Equipment Program that provides up to
85% discount on electric equipment, which enables competitive pricing with gas-powered
alternatives. The Burbank City Council approved a rebate program on October 1, 2019,
which enabled BWP to provide Burbank-based landscape companies that participate in
the SCAQMD’s program with an additional $475 rebate for an extra battery. Having spare
batteries is important for electric landscape equipment to ensure continuous operation,
increased efficiency, battery life management, and emergency preparedness.
Typical prices for spare batteries used with handheld equipment have decreased in recent
years, ranging from $100 to $375, in contrast to prices in 2020, when the range was $135$500. Larger battery backpacks range in price from $700 to $1,200. With current battery
prices, BWP seeks to use the timing as an opportunity to provide local commercial
landscapers with extra batteries at even more of a discount than before to encourage
continuous use of electric equipment.
BWP staff are recommending the following updates to the existing program:
1. Add an enhanced rebate for municipal, educational, and non-profit customers for
up to 85% of the cost of spare battery(ies), not to exceed $2,500.
2. For all other commercial customers, the general incentive will provide a rebate for
up to 85% of the cost of spare battery(ies), not to exceed $500.
3. Allocate $10,000 of the Public Benefits budget for the program.

Battery Energy Storage Incentive

BWP plans to launch the Council-adopted Solar Net Billing program in January 2026. This
program introduces new solar customers to a seasonal time-of-use rate. The value of this
rate is maximized when a customer pairs solar with a battery; however, in most cases,
batteries are not cost-effective from utility bill savings alone. Adding resiliency and backup
power capability adds considerable value, but the value is not easily quantified.
Staff researched what level of incentive would make battery storage cost-effective from
utility bill savings alone. The results were used to identify an incentive amount for a battery
storage incentive pilot program. Below are the research assumptions:
A1-6

ATTACHMENT 1

•
•

•

•
•
•
•
•
•
•
•

Calculations with a 13.5 kWh battery storage unit
Customer does not discharge battery down to 0% and does not start charging
battery from 0%. The customer discharges only 10 kWh of the 13.5 kWh back to
the grid
Customer uses stored energy during peak periods because this is when energy
delivered from the utility is priciest. This maximizes the money they can save on
their energy bill.
Battery and installation costs a total of $11,500
Battery has a 10-year expected life
Sun shines for most of the time during on-peak periods
Customer has a medium size service
Oversizing solar is not factored into estimates
Customer takes advantage of the 30% Federal Solar Tax Credit
Customer is enrolled in the soon-to-launch BWP Solar Net Billing Program
Customer submits a new Interconnection Agreement to participate

Below (Table 2) is the comparison between an average customer’s bill without a battery
and with a battery. The difference between these two bills is a savings of $614.55/year.
Assuming a battery lasts ten years, lifetime savings would be $6,145.50 for a customer
with a battery.
Table 2. Comparing Customer Bills – No Battery vs. with Battery
Summer
Winter
Annual Bill
Original (no battery)
$784.25
$690.48
$1,474.73
New (with battery)
$472.73
$387.45
$860.18
Assuming battery and installation costs are $11,500 and factoring in the 30% Federal Tax
Credit, upfront battery costs are $8,050. Without a BWP incentive, a customer does not
break even on their battery investment from utility bill savings alone until year 14 (i.e., a
simple payback calculated by taking the $8,050 in battery costs divided by $614.55 in
annual battery savings). To support a positive return on investment (ROI) for the customer
within the battery’s 10-year lifespan, a BWP incentive must be larger than $1,904.50. This
figure comes from taking upfront battery costs and subtracting 10-year battery savings:
$8,050 - $6,145.50 = $1,904.50.
Using the 13.5 kWh battery size as a base case, and aiming for a seven-year payback
period, the incentive would be $3,700. To provide a greater incentive for 4kV systems,
aiming for a six-year payback period results in an incentive level of $4,400. However,
some batteries on the market are smaller than 13.5 kWh, so staff has converted these
A1-7

ATTACHMENT 1
base cases into a $/kWh incentive by taking the incentive amount, and dividing it by the
13.5 kWh system size. This results in a $275/kWh incentive for general installations, and
a $325/kWh incentive for installations on 4kV circuits.
For the base case of a 13.5 kWh battery, if the Federal Tax credit is discontinued, then
the cost will increase by $3,450. The BWP incentive would need to be increased by
$3,450 or $255/kWh to achieve the same results.
Given a 10-year battery lifespan, those receiving the general rebate break even around
year seven, and those with the enhanced 4kV rebate break even around year six. A sixto-seven-year payback period aligns with existing payback periods for solar systems and
ensures that the battery system pays back the customer investment before the expected
end-of-life

Residential Rebates for Efficiency and Electrification

The Home Rewards Rebate Program is a long-standing residential efficiency program
that has served Burbank residents since the early 1990s. The program currently provides
incentives for Energy Star measures, such as refrigerators, ceiling fans, room ACs, and
other home efficiency measures, including attic and wall insulation, smart thermostats,
and variable speed pool pumps. Since FY 2020-21, BWP has budgeted $100,000
annually for the program, but the average spend is $83,616, with an average of 496
rebates processed per year.
BWP’s Residential Building Electrification Program, also known as Electrify Your Home,
was introduced in 2023 and includes incentives to swap out fossil-fuel equipment with
efficient electric alternatives for various home functions, such as space heating and
cooling, water heating, cooking, and clothes drying. Since the program's launch, BWP
has issued 95 rebates to customers totaling $269,500.
Heat-pump heating, ventilation, and cooling (HVAC) incentives are currently set at
$1,000/ton with no cap. HVAC incentives for general residential customers are consuming
most of the program’s budget and faster than expected. Based on this experience and
the staff’s research on other utility incentives, staff recommend capping the heat-pump
HVAC incentive at $2,500 for general residential customers and $5,000 for low-income.
This proposed incentive cap is in line with other leading jurisdictions that offer heat-pump
HVAC rebates such as Glendale Water and Power and the City of Palo Alto.
To qualify for the newly proposed enhanced rebates, the applicant must either be an
affordable housing provider installing the measure(s) in an affordable housing unit or a
low-income residential customer enrolled in BWP’s Lifeline Program or Burbank Utility
Service Subsidy (BUSS). The Lifeline Program income limit is based on figures
A1-8

ATTACHMENT 1
appearing in the Burbank Fee Schedule with the most recent figures for "very low family
income" households (50% of area median income) published by the US Department of
Housing and Urban Development (HUD). The BWP BUSS program income limit is based
on 60% of the average Burbank household income limit, which is the same as the City of
Burbank’s PASS program.
BWP staff researched incentives from other public utilities as well as related State and
Federal incentives. AESC gathered measure cost data from a statewide industrystandard database called the Energy Risk and Trade Management (eTRM) system. The
recommended incentive amounts are what BWP would need to provide low-income
customers, in addition to the existing BWP rebates, to cover up to the full cost of the
measure, but never more than the amount that the customer pays after State and Federal
incentives.
The California Energy Commission (CEC) manages a related program for incomequalified California residents called Home Electrification and Appliance Rebates
(HEEHRA). HEEHRA is federally funded by the Inflation Reduction Act which is overseen
by the US Department of Energy and managed by the CEC. To qualify, homeowners must
use a TECH Clean California-certified contractor trained in HEEHRA rebates.
The HEEHRA rebate available for single-family buildings is for heat pump space heating
and cooling (HVAC). Single-family homes include buildings with four or fewer units
(fourplexes, duplexes, singles), condos, and manufactured or mobile homes. Burbank
residents who qualify for Lifeline, BUSS and PASS fall within the 80 percent AMI and
would be eligible for up to an $8,000 rebate. For that reason, no low-income enhancement
is recommended for single-family HVAC measures.
Table 3 – Single-Family Low-Income Recommended Incentives
Average Recommended
Existing
BWP
Low-Income
Measure
Unit
Measure
Rebate
Adder
Cost
Ceiling Insulation,
Residential
Wall Insulation,
Residential
Refrigerator or
Freezer, Residential
Electric range with
electric resistance
cooktop, Fuel
Substitution

Total BWP
Incentive
(up to)

Area-ft2

$0.15

$2.35

$1.00

$1.15

Area-ft2

$0.15

$1.70

$1.00

$1.15

Each

$75

$900

$800

$875

Each

$500

$1,346

$500

$1,000

A1-9

ATTACHMENT 1
Electric range with
induction cooktop,
Fuel Substitution
Electric resistance wall
oven, Fuel
Substitution
Induction cooktop,
Fuel Substitution
Heat Pump Clothes
Dryer, Residential,
Fuel Substitution

Each

$500

$2,735

$1,500

$2,000

Each

$200

$2,498

$1,800

$2,000

Each

$200

$2,411

$1,800

$2,000

Each

$200

$1,680

$400

$600

Multi-family HEEHRA rebates are available for heat pumps for HVAC, heat pump water
heaters, electric cooking ranges and ovens, and heat pump clothes dryers. These rebates
are included in Table 4 in the Outside Available Rebates column. Multifamily properties
include properties that are five or more residential units and must meet specific lowincome housing requirements to be eligible for the HEEHRA rebates.
Table 4 – Multi-Family Low-Income Recommended Incentives

Total
Recommended
BWP
Low-Income
Incentive
Adder
(up to)

Existing
BWP
Rebate

Average
Measure
Cost

Outside
Available
Rebates

$0.15

$2.35

NA

$1.00

$1.15

$0.15

$1.70

NA

$1.00

$1.15

Each

$75

$900

NA

$800

$875

Each

$500

$2,735

$840

$1,000

$1,500

Each

$200

$2,498

$840

$1,000

$1,200

Each

$200

$2,411

$840

$1,000

$1,200

Each

$200

$1,680

$840

$400

$600

Measure

Unit

Ceiling Insulation,
Residential
Wall Insulation,
Residential
Refrigerator or
Freezer,
Residential
Electric range with
induction cooktop,
Fuel Substitution
Electric resistance
wall oven, Fuel
Substitution
Induction cooktop,
Fuel Substitution
Heat Pump Clothes
Dryer, Residential,
Fuel Substitution

Area
-ft2
Area
-ft2

Used EV Rebates

BWP’s current rebate for a used EV is $1,000 with a limit of two rebates per account. Staff
proposes the following enhancements to the Used EV Rebate Program:

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ATTACHMENT 1
1. Increasing the rebate from $1,000 to $4,000 for low-income customers enrolled in
BWP’s programs, such as the Burbank Utility Business Subsidy (BUSS) or Lifeline.
2. Adding a price limit of $25,000 for used EVs to be eligible for the proposed lowincome rebate of $4,000.
For comparison, the following rebates are offered by other California electric utilities for
the purchase of used electric vehicles. BWP is proposing an enhanced rebate of $4,000
for low-income customers enrolled in the Burbank Utility Service Subsidy (BUSS) or
Lifeline programs.
Utility
Burbank Water and Power
Colton Electric Utility
Los Angeles Department of Water and Power
Pasadena Water and Power
Pacific Gas and Electric
Riverside Public Utilities
Southern California Edison
San Diego Gas and Electric

Standard
Rebate
$1,000
$1,000
$1,500
$250 - $500
$1,000
$1,000
$1,000
$1,000

Low-Income
Rebate (up to)
$4,000 (proposed)
$1,500
$4,000
$1,250 - $1,500
$4,000
$2,500
$4,000
$4,000

Commercial EV Charging Station Rebates

BWP offers EV charging station rebates to both residential and commercial customers.
To better enable City of Burbank departments, education institutions, and local non-profits
in the transition from fossil-fuel-powered vehicles to plug-in electric vehicles, staff is
recommending enhanced rebates for these customers.
The following utilities offer enhanced commercial EV charging station rebates for
municipal, educational, and/or non-profit customers. Each utility has a unique incentive
structure. BWP is proposing enhanced rebates of 75% of project costs for municipal,
educational, or non-profit customers, capped at $200,000 per customer.
Glendale Water and Power (GWP)
GWP offers enhanced rebates for educational properties, non-profit organizations, lowincome housing structures, disadvantaged communities, or DC fast chargers. Enhanced
rebates are capped at $75,000. Standard rebates are capped at $50,000
Standard Rebate
50% of total costs

Enhanced Rebate
75% of total costs

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ATTACHMENT 1
Pasadena Water and Power (PWP)
PWP offers enhanced rebates for educational properties, low-income housing structures,
disadvantaged communities, or DC fast chargers. Rebates are capped at $75,000.
Standard Rebate
$3,000 per port

Enhanced Rebate
$6,000 per port

Anaheim Public Utilities (APU)
APU offers standard and enhanced rebates for public and fleet EV chargers. Enhanced
public rebates are available for schools or public DC fast chargers. Enhanced fleet
rebates are available for schools or municipal facilities. Rebates are capped at 10
charging stations for public chargers, $45,000 for standard fleets, and $95,000 for school
and municipal fleets.
Charger Location
Public
Fleet

Standard Rebate
$3,500 per port
$5,000 per port

Enhanced Rebate
$7,500 per port
$10,000 per port

Riverside Public Utilities (RPU)
RPU offers enhanced rebates for schools, affordable housing developments, and publicly
accessible DC fast chargers. Rebates are capped at 5 per location
Standard Rebate
$5,000 per charger

Enhanced Rebate
$10,000 per charger

Roseville Electric Utility (REU)
REU offers enhanced rebates for multi-family and non-profit customers. Level 2 EV
charger rebates are limited to 10 ports. DC fast charger rebates are limited to $20,000
per charger.
Charger Type
Level 2
DC fast charger

Standard Rebate
$3,000 per port
N/A

Enhanced Rebate
$4,000 per port
$20,000 per charger

City of Palo Alto
Palo Alto offers rebates for multi-family and non-profit customers only. Rebates are
capped at $80,000 or 75% of total costs, whichever is less.
Standard Rebate
N/A

Enhanced Rebate
$8,000 per port
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ATTACHMENT 1
San Diego Gas and Electric (SDG&E)
SDG&E offers rebates of up to $75,000 per charger for fleets at transit agencies, school
districts, or companies in disadvantaged communities that are not Fortune 1,000
companies only.
Charger power
Up to 19.2 kW
19.3 – 50 kW
50.1 – 150 kW
150.1 kW or greater

Rebate
$3,000 per charger
$15,000 per charger
$45,000 per charger
$75,000 per charger

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