HomeMy WebLinkAboutReso - CC - 068-2025RESOLUTION NO. 068-2025
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME ESTABLISHING
THE FY 2025-26 APPROPRIATION LIMIT FOR THE CITY OF BURLINGAME PURSUANT TO
ARTICLE XIII B OF THE CALIFORNIA CONSTITUTION
WHEREAS, in November 1979, the voters of the State of California approved Proposition
4, the Gann Appropriation Limit Initiative, which states that beginning July 1, 1980, all state and
local government budgets are limited to a formula based upon the FY 1978-79 budget, plus
adjustments for cost of living and population changes, and specific exceptions for service charges,
federal and state grants, reserve funds, etc.; and
WHEREAS, the State Legislature adopted Government Code Section 7900, implementing
Article XIII B of the California Constitution, and Proposition 111, adopted in June 1990, provided
new adjustment formulas; and
WHEREAS, in accordance with State law, the City of Burlingame has prepared
documentation establishing the FY 2025-26 appropriation limit and has made the documentation
used in the determination of the Appropriations Limit available to the public in the proposed FY
2025-26 budget more than fifteen (15) days before this resolution is being considered and
adopted.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BURLINGAME
RESOLVES AS FOLLOWS:
1. For Fiscal Year 2025-26, the City of Burlingame's appropriation limit is $115,890,966.
2. The Adopted Budget for Fiscal Year 2025-26 includes $61,609,290 in appropriations that
are subject to the limit and proceeds of taxes of $81,100,466.
3. For Fiscal Year 2025-26, the City of Burlingame is within the limits of Article XIII B of the
California Constitution.
__________________________
Peter Stevenson, Mayor
I, Meaghan Hassel-Shearer, City Clerk of the City of Burlingame, do hereby certify that
the foregoing Resolution was introduced at a regular meeting of the City Council held on the 16th
day of June 2025, and was adopted thereafter by the following vote:
AYES: Councilmembers: Brownrigg, Colson, Pappajohn. Stevenson, Thayer
NOES: Councilmembers: None
ABSENT: Councilmembers: None
__________________________
Meaghan Hassel-Shearer, City Clerk
Docusign Envelope ID: DEA0D285-3AA2-4424-9CA6-538880285E63
City of Burlingame
FY 2025-26 Proposed Budget
General Fund Five-Year Forecast
Revenue Categories
2024-25
Revised
2025-26
Proposed
2026-27
Forecast
2027-28
Forecast
2028-29
Forecast
2029-30
Forecast
Property Taxes 33,947,115 35,946,490 37,217,610 38,847,840 40,555,450 42,343,575
Sales Tax (including Measure I)17,973,660 17,062,890 17,578,830 18,140,660 18,751,100 19,384,380
Transient Occupancy Tax 21,666,000 22,821,000 23,962,000 25,160,000 26,418,000 27,739,000
Other Taxes - Franchise Tax 1,905,000 1,934,600 2,001,000 2,050,000 2,101,000 2,154,000
Other Taxes - Business Licenses 1,800,000 1,885,000 1,885,000 1,885,000 1,885,000 1,885,000
Other Taxes - Transfer Tax 400,000 400,000 408,000 416,000 424,000 432,000
Other Taxes - State HOPTR 64,000 64,000 65,000 66,000 67,000 68,000
Licenses & Permits 94,600 94,600 96,000 97,000 98,000 99,000
Fines, Forfeitures & Penalties 748,000 668,000 681,000 695,000 709,000 723,000
Use of Money & Property 245,000 1,507,000 1,770,000 1,784,000 1,798,000 1,813,000
Charges for Services 8,244,572 7,777,572 8,089,000 8,413,000 8,750,000 9,100,000
Other Revenue 387,000 137,000 137,000 137,000 137,000 137,000
State Subventions 215,000 215,000 217,150 219,322 221,515 223,730
Interest Income 2,550,000 2,000,000 2,040,000 2,081,000 2,123,000 2,165,000
Total Revenues 90,239,947 92,513,152 96,147,590 99,991,822 104,038,065 108,266,685
Expenditure Categories
Salaries & Wages (24,870,933) (24,927,867) (26,109,000) (27,017,000) (27,992,000) (29,006,000)
Benefits (16,316,622) (17,513,720) (18,493,209) (19,262,969) (20,250,969) (20,882,969)
Operating Costs (33,182,024) (32,756,433) (33,574,000) (34,786,000) (36,913,000) (38,950,000)
Internal Services (9,580,355) (10,304,692) (10,581,000) (10,866,000) (11,158,000) (11,587,000)
Capital Outlay (432,083) (335,140) (345,000) (355,000) (366,000) (377,000)
Total Expenditures (84,382,017) (85,837,852) (89,102,209) (92,286,969) (96,679,969) (100,802,969)
Revenues Over (Under) Expenditures 5,857,930 6,675,300 7,045,381 7,704,853 7,358,096 7,463,716
Transfer In (Out)
Transfer to CIP Project Funds (12,657,040) (9,961,920) (10,765,000) (9,305,000) (8,410,000) (7,810,000)
Transfer to Debt Service Fund (3,650,192) (3,121,839) (3,104,850) (3,104,150) (3,111,534) (3,120,450)
Transfers In (Out) - other funds 2,388,180 2,765,930 2,256,196 2,058,948 2,134,096 2,205,908
Net Surplus / (Deficit)(8,061,122)(3,642,529) (4,568,273) (2,645,349) (2,029,342) (1,260,826)
FUND BALANCE 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
General Fund Beginning Bal.57,407,807 49,346,685 45,704,156 41,135,883 38,490,534 36,461,192
General Fund Ending Bal.49,346,685 45,704,156 41,135,883 38,490,534 36,461,192 35,200,365
Assigned Balance:24,158,000 24,703,000 25,575,000 26,498,000 27,469,000 28,484,000
Econ. Stability Reserve @ 24% of GF Rev.21,658,000 22,203,000 23,075,000 23,998,000 24,969,000 25,984,000
Catastrophic Reserve ($2 mil.)2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
Contingency Reserve ($500,000)500,000 500,000 500,000 500,000 500,000 500,000
PARS restricted cash 20,300,835 20,300,835 20,300,835 20,300,835 20,300,835 20,300,835
Unassigned Fund Balance 4,887,850 700,321 (4,739,952)(8,308,301)(11,308,643)(13,584,470)
Docusign Envelope ID: DEA0D285-3AA2-4424-9CA6-538880285E63
General Fund Five-Year Forecast
(Continued)
29
25
21 18 16 15
-
-
2 6 8 10
0
5
10
15
20
25
30
35
40
45
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30MillionsGeneral Fund Assigned + Unassigned Balance
Fund Balance (Assigned + Unassigned)Draw from Other Sources
Econ. Stability Reserve @ 24% of GF Rev.Catastrophic Reserve ($2 mil.)
Contingency Reserve ($500,000)
Docusign Envelope ID: DEA0D285-3AA2-4424-9CA6-538880285E63
On June 16, 2025, the City Council adopted the Proposed Fiscal Year 2025-26
Operating Budget and Five-Year Capital Plan following a public hearing. All
references herein to the "proposed budget" and "budget request" should be
replaced with "adopted budget."
. . . . . . . . .
FISCAL YEAR 2025-26
PROPOSED OPERATING AND
CAPITAL BUDGET
FINANCE DEPARTMENT
501 PRIMROSE ROAD
BURLINGAME, CA 94010
CITY OF BURLINGAME, CALIFORNIA
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Budget Staff
Lisa K. Goldman, City Manager
Helen Yu-Scott, Finance Director and Treasurer
Syed Murtuza, Public Works Director
Margaret Glomstad, Parks and Recreation Director
Karen Cao, Financial Services Manager
Darlene Wong, Financial Services Manager
Hnin Phwe, Senior Accountant
John Kang, Accountant
Capital Planning Group
Kevin Okada, Assistant Public Works Director
Stephanie Brewer, Management Assistant
Finance Department
Claudia Michaels Vi Ngo Margaret Ono
Marry Susantin Andrea Torres Denise Warner
John Weingand
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TABLE OF CONTENTS
City Manager’s Transmittal Letter i
General Information
Organizational Compass 3
About the City of Burlingame 4
City Organization by Critical Service Area 5
Roster of Elected Officials and Appointees 6
Executive Team 7
Citywide Organization Chart 8
Council Priorities 9
Understanding the Budget
Guide to City Budget Process 13
Guide to Understanding the Budget 16
Gann Appropriation Limit 18
Budget Summaries, Charts & Graphs
Key Budgetary Assumptions 21
Chart – Proposed FY 2025-26 Citywide Revenue by Type 29
Budget Summary – Estimated Revenues and Interfund Transfers 30
Chart – General Fund Revenues from FY 2016 to FY 2026 41
Chart – Property Tax Revenues from FY 2016 to FY 2026 42
Chart – Where Do Your Burlingame Property Tax Dollars Go? 43
Chart – Transient Occupancy Tax Revenues from FY 2016 to FY2026 44
Chart – Sales and Use Tax Revenues from FY 2016 to FY 2026 45
Chart – Proposed 2025-26 Citywide Expenses by Type 46
Chart – Proposed 2025-26 Appropriations by Major Fund 47
Budget Summary – Expenses by Department and Type 48
Budget Summary – Revenues and Expenses by Fund 50
Budget Summary – Debt Service Obligations 51
Budget Summaries by Department 52
Authorized Full-Time Equivalent Positions 53
Projected Ending Fund Balance – General Fund, Storm Drain Special
Revenue and Measure A/Gas Tax Special Revenue
55
Projected Unrestricted Net Position – Water, Sewer and Parking
Enterprises
56
Operating Departments – Proposed Budgets & Narratives
City Council 61
City Manager 65
City Attorney 69
City Clerk 77
Central County Fire Department Joint Powers Authority 82
Community Development 89
Finance 97
Human Resources 105
Library 111
Parks and Recreation 117
Police 129
Public Works 139
Capital Improvement Program – Five Year Capital Plan
Capital Improvement Plan Definitions 161
Citywide Five-Year Summary Plan
by Major and Minor Program
164
Facilities Capital Improvement Budget 166
Parking and Garages Capital Improvement Budget 168
Parks and Trees Capital Improvement Budget 170
Sewer Capital Improvement Budget 172
Storm Drain Capital Improvement Budget 176
Streets Capital Improvement Budget 178
Water Capital Improvement Budget 182
Appendix
Community Funding Awards 189
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CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
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CITY MANAGER'S TRANSMITTAL LETTER
Date: June 16, 2025
To: Mayor Peter Stevenson & the Burlingame City
Council
From: Lisa K. Goldman, City Manager
Subject: Budget Transmittal Letter for Fiscal Year 2025-26
In accordance with the City of Burlingame Municipal Code, I am pleased to transmit to you the
recommended budget for fiscal year 2025-26. The attached document contains the funding
recommendations for all City programs and services, including those that utilize funds from the
City's various enterprise and special revenue accounts. The capital improvement projects that are
programmed for funding from all City sources are presented as well.
While the U.S. economy has shown signs of gradual recovery from the pandemic-induced
recession of 2020, a new set of challenges has emerged. Rapid shifts in trade policies have
introduced market volatility and increased concerns about a potential economic downturn.
Ongoing geopolitical tensions, including the Russia-Ukraine war and conflicts in the Middle East,
coupled with high inflation and interest rates, have contributed to a decline in consumer
confidence. Recent months have seen an increase in uncertainty regarding the economic outlook.
Despite these challenges, the City's fiscal year 2025-26 budget reflects continued cautious
optimism.
The City's priorities include increasing environmental sustainability in City operations and the
community at large, improving transportation and roadway safety, addressing housing
affordability with a focus on socioeconomic diversity, and improving the City's infrastructure.
These priorities serve as guiding principles to help the Council and City leaders determine future
initiatives, policies, and strategies.
At its annual goal-setting session in January, each Councilmember presented a project they would
like to lead over the coming year. Mayor Stevenson's project involves collaborating with the City
of San Mateo to enhance the Peninsula Corridor. Vice Mayor Brownrigg would like the City to
address the Affordable Housing Fund and determine the best way to utilize it, while also
emphasizing the importance of monitoring the Town Square project.
Councilmember Colson will focus her energy on creating the City’s Art Task Force to inventory
the City's existing art and determine the best approach to creating space for new public art. She
also wanted to focus on employee development and growth. Councilmember Pappajohn stated
that she wanted to work on the Broadway Specific Plan. Finally, Councilmember Thayer echoed
Councilmember Pappajohn’s goal. She added that she spoke with many people who were eager
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
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to provide input. (After receiving robust public comment, the City Council subsequently voted
to cancel the Broadway Specific Plan process.)
FISCAL YEAR 2024-25 DEPARTMENTAL ACCOMPLISHMENTS
The City Attorney's Office continued to provide legal advice to the City Council, Commissions,
and staff on all aspects of City operations. The Department prepared numerous ordinances and
legislation, including the Tree Ordinance Update, Smoking Ordinance Regulations,
Micromobility Ordinance, Tobacco Retailer Ordinance, and Reach Code Amendments.
The City Attorney's Office also provided extensive support on a number of development projects.
In particular, the Office provided legal advice and/or negotiations support on the
implementation of the Topgolf Ground Lease and an Easement Agreement to allow for signage,
the Mills Peninsula Hospital Solar Panels project, the Mercy High School Gym approval and
appeal, the 1440 Chapin Avenue City Hall project, the Town Square project, the Mobility Hub
project, the 1499 Old Bayshore Highway project, the 1699 Old Bayshore Highway project, and
application of Housing Laws including ADUs and Article 34.
As in prior fiscal years, the City Manager's Office continued to provide strategic direction and
general oversight over all City departments. The Office led the negotiations for the 1440 Chapin
Avenue City Hall project and is now overseeing the design of the tenant improvements for the
building. The Office also spent significant time working on the El Camino Real Roadway Renewal
project, the Broadway Grade Separation project, and the management of the City's finances. The
Office also managed the City’s website and eNews and is in the process of implementing a chat
bot for the website. Finally, the City Manager's Office oversaw the City's green initiatives,
including managing the bike-sharing program and implementing the leaf blower ban ordinance
along with an associated rebate program for electric leaf blowers.
This fiscal year, many projects approved by the City Council and/or Planning Commission in
previous years, which were processed by the Community Development Department, began or
completed construction, including over 1,200 residential units and one million square feet of
commercial and office space. Notable projects include:
Completed Construction:
• A Topgolf facility located at 250 Anza Boulevard that opened in December 2024,
consisting of 102 hitting bays across three levels, along with a restaurant, outdoor dining,
and indoor event space.
• A 242,000 square foot eight-story office/research and development building at 567
Airport Boulevard was completed in July 2024.
• A seven-story, 265-unit mixed-use residential development at one Adrian Court was
completed in October 2024.
Under Construction:
• An eight-story, 69-unit, 100% below-market-rate residential building at 1875 California
Drive.
• A five-story, 420-unit residential development at 1855 Rollins Road.
• A seven-story, 320-unit residential and commercial development at 30 Ingold Road.
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
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• An eight-story, 311-unit residential development at 1766 El Camino Real.
• A 476,000 square foot office/research and development campus consisting of two
buildings and a parking garage at 1699 Bayshore Highway.
The Building Division performed its highest volume of building permit reviews, issuances, and
inspections in the last decade. Over 1,557 building permits have been issued, and more than
12,336 building inspections have been conducted, representing a 10-30% increase in activity
compared to prior years.
The Finance Department worked with an outside consultant to conduct and assess the City's
internal controls and overall risk environment. As a result of the assessment, the City developed
a risk assessment framework to manage and mitigate financial risk on an ongoing basis. Another
major upgrade to the City's Munis® Enterprise Resource Planning (ERP) system was successfully
completed in April 2025.
Fiscal year 2024-25 marks the third year that Eaton & Associates has served as the City's
Information Technology (IT) managed services provider. They have continuously stayed busy
providing day-to-day IT services to City staff, supporting various departmental projects
throughout the City, and completing several long-overdue projects. These include M365
migration, Microsoft application expansion, Windows Server OS update, email retention
enforcement, internet service provider redundancy, and a phone system upgrade.
The Human Resources Department successfully oversaw several high-level recruitments, including
Community Development Director, Chief Building Official, Assistant City Attorney, and Chief of
Police. The Department continues to host and present at collaborative training programs,
including the Regional Training and Development Consortium and the Liebert Cassidy
Whitmore Employment Relations Consortium, to develop and grow staff. To promote positive
mental health, the Department transitioned the City’s employee assistance program to Concern
Health, which offers multiple service options and specialized providers for first responders. To
support employee financial wellness, the Department issued a request for proposals (RFP) for the
City's 457 (b) deferred compensation program's recordkeeper to ensure employees receive
investment services at a reasonable rate.
The Library Department completed a $10,000 Sustainable Living state grant this year and is
working on another $10,000 Sustainable Future grant from the Pacific Library Partnership. Both
grants require intensive staff time and preparation to educate Burlingame residents about
sustainable practices and the dangers of global warming. The Sustainable Future grant involves
incorporating artificial intelligence and virtual reality into the learning process. In addition to the
hundreds of events for kids, teens, and adults, the Library staff provided approximately 12
artificial intelligence-related programs, which are expected to increase over the next fiscal year.
Over the past year, the Recreation Division achieved significant milestones through two key
partnerships. Grants from the Burlingame School District and the Peninsula Health Care District
enabled the Recreation Division to expand its outreach and enhance programming for school-age
participants and the 55+ community.
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
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Through the Burlingame School District’s Extended Learning Opportunity Program (ELOP)
grant, the Division has provided access to Enrichment classes for students who previously faced
financial barriers to participation. This initiative has not only increased enrollment among
historically underrepresented students but also contributed to a record-low number of class
cancellations.
Additionally, funding from the Peninsula Health Care District, awarded in January 2025, has
facilitated the expansion of senior programming through the Let the Sunshine In initiative. This
program fosters social connection and engagement by offering seniors subsidized access to nature
excursions, cultural experiences, historical explorations, and community events. By the end of the
2024-25 fiscal year, the Division will have served over 250 seniors, many of whom had previously
been unable to participate due to financial constraints.
During fiscal year 2024-25, the Parks Division completed a significant number of Capital
Improvement projects (CIP). These include the Burlingame Girls Softball batting cage, the
Washington Sport Court lighting, the Washington Tennis Court resurfacing, the Cuernavaca
Athletic Turf renovation, the Mills Canyon landslide repairs, the Laguna Playground renovation,
and the Burlingame Square Transit Hub. The Division also undertook extensive tree pruning,
including the remaining large eucalyptus trees along the El Camino frontage and California Drive
and in Mills Canyon. Aside from the CIP projects, Park’s staff updated the City's Tree Ordinance,
installed automatic locking systems in the restrooms, transitioned over 90% of landscaping gas-
powered equipment to battery-powered, completed year three of the CAL FIRE fuel load
reduction in Mills Canyon, and planted more trees than ever in one year.
To address rising retail theft in the downtown shopping district, in fiscal year 2024-25, the Police
Department reinstated the Apple Store security detail and introduced a new detail at Sephora to
deter theft and enhance community relations. The Department continued to utilize grant funds
to combat the sale of flavored tobacco products throughout the city in response to California
Senate Bill 793. The Department conducted outreach, compliance checks, targeted patrols at
schools and parks, and undercover operations. The Department also conducted target
enforcement at traffic hotspots and assisted with enforcement of rules around the use of e-bikes.
The Public Works Department continued its extensive infrastructure improvement program,
overseeing the construction of approximately 5,000 linear feet of new potable water mains. Storm
drain improvements included enhancements to the drainage system in various Burlingame
neighborhoods as well as the cleaning of approximately 700 linear feet of existing pipes and
culverts to improve capacity. Utilizing the Pavement Management Program to establish
priorities, the Department paved and repaired nine streets to improve roadway conditions and
address potholes. In addition, the Department rehabilitated Parking Lot X in Washington Park
and the City-owned parking lot at Fire Station 35. The sidewalk project resulted in the installation
of 30,100 square feet of new sidewalk, 4,750 square feet of new cross gutters and driveways, and
1,500 linear feet of new curb and gutter. Facilities projects included the replacement of the roof at
the Police Station, installation of a new energy management system at the Main Library, and
various improvements at Fire Station 34 to maintain its operational condition, as well as the
construction of new bathrooms at Fire Station 36. Traffic improvements included the installation
of 17,750 linear feet of striping, 21,600 square feet of thermoplastic pavement markings, nine
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
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roadside signs, and other related enhancements such as Rectangular Rapid Flashing Beacons
(RRFB) and speed cushions. The Broadway Grade Separation project advanced toward final
design in collaboration with the San Mateo County Transportation Authority and the Peninsula
Corridor Joint Powers Board. Public Works also continued coordination with Caltrans and PG&E
in preparation for the construction of the Rule 20A undergrounding project and the El Camino
Real Renewal project.
* * * * * * * * * * * * *
The budget process for the 2025-26 fiscal year began early in the calendar year, as Department
Directors and their budget staff started their mid-year evaluation of current-year activities and
developed their budget requests for the next fiscal year. At the March Mid-Year Budget Review
for the 2024-25 fiscal year, staff discussed revenue estimates, expenditure projections, and the
five-year forecast with the City Council.
Despite uncertain economic conditions, the preliminary departmental budgets for fiscal year
2025-26 were submitted and compiled for further evaluation by the City Manager. Once adjusted,
staff presented an initial budget to the City Council at the FY 2025-26 budget study session on
May 21, 2025, for a high-level review and further direction. The General Fund's Five-Year Forecast
was updated and presented to the Council at that time. The budget was not revised significantly
before the proposed budget was finalized for presentation to the Council on June 16. The fiscal
year 2025-26 budget, outlined herein, includes funding for the City's day-to-day operations and
reflects the City's fiscal priorities, including the funding of long-term liabilities.
FISCAL SUMMARY AND ECONOMIC OUTLOOK
As always, the budget should reflect the priorities and needs of the Burlingame community while
remaining cognizant of the City's long-term financial health. This budget for FY 2025-26 utilizes
the tools available to adjust to the changing economic environment. Compared to the General
Fund budget adopted for the 2024-25 fiscal year, revenues are improving in most areas, though
ongoing inflation and trade conflicts impacted the City's sales tax receipts. Sales tax is projected
to decline slightly from the current fiscal year. Employee benefits are maintained on the
expenditure side, and a net of four full-time equivalent staff positions were added. Departmental
budgets include anticipated increases in operating costs.
The economic evaluation that informed this proposed budget for the 2025-26 fiscal year was
presented with the FY 2024-25 mid-year report. That economic picture was compiled largely from
recent reports provided by HdL Companies, the City's sales tax consultant, in partnership with
Beacon Economics, LLC. In addition, updates from The San Francisco Peninsula (formerly the
San Mateo County/Silicon Valley Convention & Visitors Bureau) helped inform forecasts of the
City's most economically sensitive revenue source – the transient occupancy tax (TOT).
Current capital projects are adequately funded through a mix of capital reserves, debt financing,
and special revenue funds. General Fund reserves were healthy going into the pandemic crisis
and should see the City through the uncertain fiscal times ahead. As of the end of fiscal year 2024-
25, the City had an estimated $49.3 million in General Fund balance.
CITY OF BURLINGAME | FISCAL YEAR 2025 - 2 6
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In the bond markets, the Burlingame name is recognized as a high-credit municipal entity given
both the City's financial strength and solid financial management. Because the City's bonds are
highly sought by investors and are fairly competitive in the marketplace, the City can borrow
funds at reasonably attractive rates.
BUDGET OVERVIEW—ALL FUNDS
The recommended City budget and capital improvements plan for the City of Burlingame for
fiscal year 2025-26 totals $162,152,166. A breakdown by major funds is as follows:
Overall, the City's budget decreased by nearly $4.0 million, or 2.4 percent, in the new fiscal year
compared with the current year's revised budget. The reduction is primarily attributed to a $10.2
million decrease in the Capital Improvement Program, which reflects a slowdown in activities
funded through the General Fund.
General Fund appropriations are $1.5 million higher than in the FY 2024-25 fiscal year, a 1.7
percent increase. Much of the increase results from increases in personnel costs, which are
partially offset by reductions in operating costs, such as contractual services.
THE GENERAL FUND
The General Fund is the City's chief operating fund. No enhancements to the level of services
offered by the City are anticipated, except for adding one Parks Maintenance Worker and one
Recreation Supervisor to the Parks and Recreation Department. Two Administrative Assistants,
one each in Public Works and Finance, are split among the General Fund (0.67 FTE), Enterprise
CITY OF BURLINGAME, CA
BUDGET SUMMARY BY FUND
FY24-25
Revised
Budget
FY25-26
Proposed
Budget
General Fund 84,382,017$ 85,837,852$
Capital Projects 37,327,040 27,159,920
Financing Authority 6,238,418 5,713,867
Water Enterprise 17,758,057 19,035,654
Sewer Enterprise 13,011,830 13,422,339
Parking Enterprise 1,254,469 1,390,530
Solid Waste Enterprise 830,775 974,011
Landfill Fund 347,417 381,322
Building Enterprise 4,069,801 4,606,935
Special Revenue Funds 340,457 856,500
Internal Service Funds 560,249 2,773,236
Total 166,120,530$ 162,152,166$
CITY OF BURLINGAME | FISCAL YEAR 2025 - 2 6
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Funds (0.66 FTE), and Internal Service Funds (0.67 FTE). The forecast indicates that the General
Fund will continue to draw down reserves for the next few years. However, debt service and
pension funding are assured, and replenishment of reserves should begin after operating
surpluses are achieved.
Revenue Highlights
The following table shows the current forecast of fiscal year 2025-26 General Fund revenue
projections in the context of recent-year actual amounts and current-year estimated amounts.
Fiscal year 2024-25 Revised Budget column includes the revenue amendments the City Council
approved with the mid-year report on March 12. These fiscal year 2025-26 projections indicate
continued improvement over the current mid-year projections for many revenue sources,
resulting in a 2.5 percent increase in General Fund revenues for the upcoming fiscal year.
Property Taxes
Burlingame has 8,761 taxable parcels, with a net assessed value in the secured property roll of
$18.2 billion. The total assessed value subject to taxes increased by 7.13 percent in fiscal year 2022-
23 and then by 8.35 percent in fiscal year 2023-24, according to the County Assessor's Roll Tracker.
As of the date of this transmittal letter, the assessed value in Burlingame is now 5.05 percent
higher than recorded for fiscal year 2024-25. While this does not directly translate to a one-to-one
increase in property tax revenues for Burlingame, it is a good indicator of growth in this area.
Staff anticipates secured property tax revenues in fiscal year 2025-26 to be approximately 4.8
percent higher than in the current fiscal year. Although the resolution of insufficient Vehicle
CITY OF BURLINGAME, CA
SUMMARY OF GENERAL FUND REVENUES
FY23-24
Actuals
FY24-25
Adopted
Budget
FY24-25
Revised
Budget
FY25-26
Proposed
Budget
Property Tax 31,562,129$ 31,417,115$ 33,947,115$ 35,946,490$
Sales and Use Tax 17,627,886 17,493,660 17,973,660 17,062,890
Transient Occupancy Tax 19,288,603 22,666,000 21,666,000 22,821,000
Other Taxes
Franchise Tax 1,861,477 1,965,000 1,905,000 1,934,600
Business Licenses 1,909,822 1,700,000 1,800,000 1,885,000
Real Property Transfer Tax 393,906 500,000 400,000 400,000
State HOPTR 61,373 64,000 64,000 64,000
Licenses & Permits 86,761 82,600 94,600 94,600
Fines, Forfeitures and Penalties 721,765 678,000 748,000 668,000
Use of Money & Property 271,931 995,000 245,000 1,507,000
Charges for Services 9,154,969 7,314,572 8,244,572 7,777,572
Other Revenue 419,730 387,000 387,000 137,000
State Subventions 272,746 215,000 215,000 215,000
Interest Income 5,864,063 1,850,000 2,550,000 2,000,000
Total, General Fund Revenue 89,497,161$ 87,327,947$ 90,239,947$ 92,513,152$
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
viii
License Fee (VLF) in-lieu revenues from the State has not been obtained, and refunds from the
County's Educational Revenue Augmentation Fund (ERAF) have never been certain, these
property tax revenues are included for the fiscal year 2025-26 budget. In total, property taxes
comprise 38.9 percent of General Fund revenues in the FY 2025-26 proposed budget, compared
to the 36.0 percent anticipated in the FY 2024-25 adopted budget.
Sales and Use Taxes
Sales and use tax revenue declined dramatically in Burlingame between 2020 and 2021, but has
rebounded in recent years. Because Burlingame is known as a highly desirable residential
community and upscale commercial location with attractive shopping districts, growth in the
general consumer goods segment has in the past come largely from spending on high-end
clothing, jewelry, and beauty products. Nearby SFO typically attracts a large number of visitors
to support a vibrant hotel and restaurant sector, complementing downtown commerce.
Ongoing trade conflicts, higher interest rates, and inflation have dampened consumer confidence
and business demand. General consumer goods contracted as shoppers opted toward necessary
purchases only. Revenues from sales and use taxes are anticipated to decline slightly in fiscal year
2025-26.
Note that these sales tax predictions are distinctly different from the forecast for the state as a
whole. Burlingame's unique sales tax base differs not simply by the various categories of taxable
transactions but by the location and type of businesses within each category.
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
ix
Sales by Business Group
Burlingame Calendar Year 2024
Sales and use taxes are forecasted to account for 18.4 percent of General Fund revenue in fiscal
year 2025-26.
Hotel Tax - Transient Occupancy Tax
Before the COVID-19 pandemic, Burlingame hotel tax revenues increased every fiscal year since
the last recession, boosted not only by the recovery of the travel industry but also by the increase
of the tax rate from 10% to 12% beginning in January 2010. In fiscal year 2019-20, the City's
transient occupancy tax (TOT) revenues were expected to exceed $28.7 million. With the
emergence of COVID-19 in the spring of 2020, actual receipts for the year totaled just over $20.4
million. The downward trend accelerated in fiscal year 2020-21 as the City finished the year with
only $5.7 million in revenue. The actual cash receipts for fiscal year 2021-22, 2022-23, and 2023-24
were $12.4 million, $18.3 million, and $19.3 million, respectively. TOT revenues are projected to
continue improving in the current and upcoming fiscal year. Nevertheless, the pandemic has
significantly impacted travel, tourism, and the hospitality industry, and the recovery process for
these sectors is complex and lengthy. Both average daily room rates (ADR) and occupancy rates
are expected to remain below those experienced prior to the pandemic for several more years.
Gradual growth is projected in the City's five-year forecast.
CITY OF BURLINGAME | FISCAL YEAR 2025 - 2 6
x
Because this revenue is so dependent on a vibrant economy that supports travel and tourism, the
risk of an economic downturn was factored into the establishment and maintenance of a
significant Economic Stability Reserve. Since these revenues are expected to remain heavily
impacted by current economic conditions, a draw on this reserve is anticipated. It is therefore
fitting that the General Fund's Economic Stability Reserve be replenished and strengthened in
times of economic growth.
Expenditure Highlights
The $92.5 million in General Fund revenue will not cover the $96.2 million in total anticipated
expenditures and transfers in the 2025-26 fiscal year; a draw on General Fund reserves will be
required. Appropriations include $85.8 million of departmental spending, shown in the summary
table above.
General Fund departmental operating expenditures of $85.8 million in the new fiscal year
represent an increase of $1.5 million, or 1.7 percent, from the current year's adjusted budget. Note
FY23-24
Actuals
FY24-25
Adopted
Budget
FY24-25
Revised
Budget
FY25-26
Proposed
Budget Change in $
Total Revenue $ 89,497,161 $ 87,327,947 $ 90,239,947 $ 92,513,152 $ 2,273,205
Expenditures
Departmental Expenditures (76,766,690) (81,032,875) (84,382,017) (85,837,852) (1,455,835)
Transfers to Debt Services (3,622,687) (3,650,192) (3,650,192) (3,121,839) 528,353
Transfers to Capital Project Fund (8,564,000) (10,840,000) (12,657,040) (9,961,920) 2,695,120
Other Transfer In (Out)1,870,940 1,961,080 2,388,180 2,765,930 377,750
Total Expenditures (87,082,437) (93,561,987) (98,301,069) (96,155,681) 2,145,388
Net Operating Surplus (Deficit)2,414,724 (6,234,040) (8,061,122) (3,642,529) 4,418,593
Change in General Fund Balance 2,414,724$ (6,234,040)$ (8,061,122)$ (3,642,529)$ 4,418,593$
CITY OF BURLINGAME, CA
GENERAL FUND OPERATING SUMMARY
CITY OF BURLINGAME | FISCAL YEAR 2025 - 2 6
xi
that the departmental budgets include the full cost of retiree medical benefits, or OPEB (Other
Post-Employment Benefits), since fiscal year 2014-15. Since that time, the City has contributed to
an irrevocable OPEB Trust Fund and now records the actuarially determined trust fund
contributions as operating expenditures. The estimated balance in the OPEB Trust Fund as of
June 30, 2025, is approximately $32.8 million.
The budget also includes nearly $10.0 million to fund specific capital projects and more than $3.1
million for net debt service payments. Transfers from other funds, largely to cover the cost of
direct and indirect services provided by the General Fund, offset nearly $2.8 million of the fund's
expenditures.
The proposed fiscal year 2025-26 expenditure budget is oriented toward sustaining the City's
current operational levels while meeting the community's service needs. Nearly $1.5 million of
the increase in anticipated General Fund departmental expenditures is attributed to personnel
costs. Increases in personnel budgets citywide reflect contractually agreed-upon increases for
most employees and anticipated increases in the cost of benefits. Increases in CalPERS pension
costs, based on the required employer contribution rates for both Safety and Miscellaneous
Employee Plans, contributed to the largest growth in personnel costs, adding more than $0.8
million to General Fund expenditures. A reduction in operating costs partially offsets this
increase in personnel costs.
The net operating deficit of $3.6 million will necessitate a draw from General Fund Reserves. With
the modest recovery of revenues, the Economic Stability Reserve will be increased by more than
$0.5 million to reflect a level of 24 percent of projected General Fund revenues, per the City's
Reserve Policy. As a result, the General Fund's unassigned fund balance is projected to decrease
by nearly $4.2 million. The City will still have a positive ending fund balance of $45.7 million,
which includes approximately $0.7 million in unassigned fund balance.
Debt Service
The chart below shows only those debt service obligations with General Fund support. Note that
while the cost of these obligations is shared in whole or in part with other funds, the debt is
CITY OF BURLINGAME, CA
SUMMARY OF GENERAL FUND EXPENDITURES
FY23-24
Actuals
FY24-25
Revised
Budget
FY25-26
Proposed
Budget
$ Change
from Prior
Year
% Change
from Prior
Year
By Expense Categories
Salaries & Wages 22,255,673$ 24,870,933$ 24,927,867$ 56,934$ 0.2%
Benefits 14,573,742 16,316,622 17,513,720 1,197,098 7.3%
Operating Costs 31,467,554 33,182,024 32,756,433 (425,591) -1.3%
Internal Services 8,295,066 9,580,355 10,304,692 724,337 7.6%
Capital Outlay 174,656 432,083 335,140 (96,943) -22.4%
Total Expenditures 76,766,690$ 84,382,017$ 85,837,852$ 1,455,835$ 1.7%
CITY OF BURLINGAME | FISCAL YEAR 2025 - 2 6
xii
secured by the General Fund. $1.0 million from Measure I revenues and $1.0 million in other
General Fund monies are being utilized to fund the nearly $2.0 million of principal and interest
due each fiscal year to fund the Community Center lease revenue bonds. The net change in
General Fund debt service obligations over the prior year will be $0.5 million, mainly due to
reduced payments for the 2006 Pension Obligation Bonds (POBs) for the next 10 years.
Central County Fire
Burlingame's cost of fire services provided by the Central County Fire Department (CCFD)
increased by 5.4 percent (approximately $0.8 million) compared to CCFD's adopted budget for
the 2024-25 fiscal year. CCFD was established through a Joint Powers Agreement between the
City of Burlingame and the Town of Hillsborough to promote more efficient administration and
effective fire and emergency medical service delivery to partner cities. In December 2014, CCFD
entered into an agreement with the City of Millbrae to provide fire and emergency medical
services to that community. Millbrae is responsible for 30 percent of CCFD's operational budget;
the remaining 70 percent is split between the City of Burlingame and the Town of Hillsborough
based on the 60/40 cost allocation formula that was in place prior to the contract with the City of
Millbrae.
Burlingame's budget for fire protection services includes contributions to CCFD, certain retained
workers' compensation program costs, and emergency preparedness activities.
Community Group Funding
The fiscal year 2025-26 budget includes funding for the City's traditional Community Group
Funding Program. The City's annual Community Group Funding Program provides grants to
local community groups that serve the public interest through the services they offer to residents
of San Mateo County and Burlingame. Traditionally, these organizations are invited to apply to
the program early in the budget process, and the Council determines the amounts to be granted
to each agency. The Finance Department compiled and tabulated each Councilmember's
CITY OF BURLINGAME, CA
GENERAL FUND DEBT SERVICE OBLIGATIONS
Description Maturity
FY24-25
Adopted
Budget
FY25-26
Proposed
Budget
$ Change
from prior
Y ear
% Change
from prior
Year
2006 Pension Obligation Bonds FY2036 1,093,085$ 564,232$ (528,853)$ -48.4%
2012 Lease Revenue Bonds (Burl Ave Streetscape)*FY2042 548,088 548,088 - 0.0%
2019 Lease Revenue Bonds (Community Center)FY2049 1,997,500 1,998,000 500 0.0%
Debt Administration Costs 11,520 11,520 - 0.0%
Subtotal, Principal and Interest 3,650,193 3,121,840 (528,353) -14.5%
Contributions from Other Funds (828,080) (695,866) 132,214 -16.0%
Net General Fund Debt Service 2,822,113$ 2,425,974$ (396,139)$ -14.0%
*100% reimbursed by the Special Assessment District and Parking Enterprise
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
xiii
preferences for allocating the $80,000 appropriation and presented the funding recommendation
to the City Council for approval on June 2, 2025. As a result of this process, 28 organizations will
be granted funding from this program with the approval of the fiscal year 2025-26 budget.
Long-Term General Fund Forecast
In preparation for the March Mid-Year Budget Review, the Finance Department updated its long-
term forecast of General Fund revenues and expenditures for fiscal year 2024-25 through fiscal
year 2029-30. Staff developed the forecast based on the most probable outcomes of each City's
revenue sources and anticipated expenditures, assuming a reasonable economic progression. The
forecast assumes a stable local economy with continued growth. However, new challenges, such
as high inflation rates, high interest rates, trade wars, the ongoing conflict between Russia and
Ukraine, and instability in the Middle East, will likely temper growth. In addition, TOT revenues
are expected to grow gradually, with a full recovery of hotel tax revenue not anticipated for
several years. Nevertheless, property taxes remain relatively strong, and other tax revenues
continue to improve. Operating expenditures are contained to the extent feasible, but as the need
for capital spending will not subside, further restrictions on spending and/or draws on the City's
Capital Investment Reserves may be needed.
One-time revenues and expenditures are excluded from the City's long-term forecast to provide
a clear picture of ongoing operations with current service standards in place. With respect to
pension obligations, the estimated rates derived through the most recent actuarial data indicate
the City's blended contribution rates (excluding employee cost-sharing and POB debt service but
including POB proceeds) will rise from the current 36.5% for Miscellaneous employees and 83.4%
for Safety employees to 40.0% and 95.2%, respectively, over the five years covered by the forecast.
A § 115 Trust Fund for Pensions was established with Public Agency Retirement Services (PARS)
in October 2017 for the exclusive purpose of funding pension obligations. The plan is designed to
protect the City's fiscal health in future years by setting aside funds for use when the City's
required CalPERS contribution rates rise above pre-established threshold rates. Fiscal year 2025-
26 will be the second year the City has decided to temporarily pause contributions to the trust
account, since its inception, to address continued budget deficits. As of June 30, 2025, the
anticipated balance in the account is approximately $25.2 million. One-time draws from other
sources, such as the OPEB trust account or other accumulated funds, are anticipated in the fiscal
years 2026-27 through 2029-30, as part of the five-year long-term outlook.
The uncertainties surrounding the course of the economy warrant frequent updates to the City's
revenue projections and five-year outlook. As the course of improvement from the current
economic environment takes shape, these updates will enable decision-makers to assess the
impact of the economic environment and to what extent the City's reserves will be drawn down
in the long term. The most current forecast can be found on the City's Finance Department
webpage, along with prior-year budgets and other financial reports.
The Capital Investment Reserve, initially known as the "Renewal and Replacement Reserve" and
established with the FY 2014-15 mid-year review, recognizes the City's many unfunded needs
that are not reflected in the City's financial reports. Unlike the remaining Capital Projects Fund
balance, which is committed to specific projects, the Capital Investment Reserve is intended to
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
xiv
prevent the further accumulation of unfunded liabilities that aging facilities and infrastructure
represent, and to provide funding for new capital projects. As such, funding is not currently
appropriated to a specific project but will be appropriated for necessary capital projects as
determined and authorized by the City Council. The City Council approved a policy in July 2017
that identified future sources and uses of this reserve within the Capital Projects Fund. In the
2019-20 fiscal year, approximately $10.6 million from this reserve was used to help fund the new
Community Center, leaving a balance of over $24.6 million in the reserve. In FY 2020-21, nearly
$3.5 million of these reserve funds were used to purchase PG&E Rule 20A credits to help with the
cost of future undergrounding of utility lines when the El Camino Real corridor is updated. In
fiscal year 2023-24 and the current fiscal year, the City transferred a total of $4.4 million to cover
the City's share of the next phase of the Broadway Grade Separation project. The current balance
in the reserve (almost $16.8 million) is entirely earmarked for funding the remaining local share
of the Broadway Grade Separation Project ($10.6 million) and the El Camino Real Utility
Undergrounding Project ($6 million). As this reserve is funded with General Fund surplus
amounts, replenishment of the balance is not anticipated to resume for several years.
General Fund Reserve Policies
In accordance with GASB (Governmental Accounting Standards Board) Statement No. 54 - Fund
Balance Reporting and Governmental Fund Type Definitions, the City Council established
funding target amounts for each of the General Fund balance assignments (reserves) in fiscal year
2010-11. General Fund assignments and targets are reviewed as the City's long-term forecast is
monitored and updated throughout the year.
In fiscal year 2014-15, the City completed a risk-based study of its General Fund Reserve levels,
determined the optimal reserve target for the City, and adopted a reserve policy. The policy
acknowledges the sensitivity of the City's major General Fund revenue sources to the general
economy and the need for adequate reserves to safeguard against future economic downturns
and provide a hedge against catastrophic events. In addition, due to the City's significant
unfunded capital planning and facility needs, and the continued impact of these needs on the
City's financial flexibility, the Council also approved the establishment of the Capital Investment
Reserve within the Capital Projects Fund.
As of June 30, 2026, a projected fund balance of approximately $45.7 million represents 51.4
percent of the 2025-26 fiscal year's General Fund operating expenditures and debt service total of
$89.0 million. Although this would usually be considered a very strong level of reserves, it is
worth noting that the City began the 2024-25 fiscal year with a $57.4 million General Fund
balance. The City's risk-based General Fund Reserve Policy targets reserve levels as a percentage
of General Fund budgeted revenues (before transfers). Because the policy is based on an
assessment of the City's revenue volatility, as well as the possibility of extreme events, the City's
reserve management strategies reflect best practices in public finance. Note, too, that
approximately $20.3 million (roughly 44.4 percent) of the General Fund balance is anticipated to
be set aside in the City's § 115 Pension Trust Fund by the end of the fiscal year.
As indicated at the Budget Study Session in May, the General Fund's projected $3.6 million
operating deficit for fiscal year 2025-26 will be funded from the City's unassigned fund balance.
CITY OF BURLINGAME | FISCAL YEAR 2025 - 2 6
xv
Resulting reserve levels will then be adjusted to those prescribed by the City's General Fund
Reserve Policy. The policy calls for an Economic Stability Reserve of 24 percent of budgeted
revenues, a Catastrophic Reserve of $2 million, and a $500,000 Contingency Reserve. The Capital
Investment Reserve will not receive any contributions from the General Fund for the sixth
consecutive year.
These funding applications will decrease the unrestricted, unassigned fund balance by nearly $4.2
million. The General Fund will have approximately $0.7 million in unassigned fund balance as of
June 30, 2026. The current assignments (projected as of June 30, 2026) are described below.
Economic Stability Reserve: This reserve is available to protect and preserve City services from
dramatic drops in General Fund revenues that are highly sensitive to economic conditions,
mainly sales taxes and transient occupancy taxes. This reserve level was established to ensure
that funds will be available to prevent future service level reductions during years of economic
stagnation when General Fund revenues diminish. This reserve has been increased to nearly $22.2
million in the FY 2025-26 budget, based on projected revenues for the fiscal year.
Catastrophic Reserve: This reserve is available to make initial repairs and begin reconstruction of
City buildings and facilities that may be damaged by natural disasters, acts of war, or terrorism.
Per the City's General Fund Reserve Policy, the Catastrophic Reserve remains at the established
target of $2.0 million in the FY 2025-26 budget.
Contingency Reserve: This reserve is available to cover unexpected expenses that may arise during
the fiscal year that were not considered during budget planning. The Contingency Reserve
maintains a funding target of $500,000.
CITY OF BURLINGAME, CA
GENERAL FUND BALANCE ASSIGNMENTS
FY23-24
Actuals
FY24-25
Revised
Budget
FY25-26
Proposed
Budget
Economic Stability Reserve 20,074,000$ 21,658,000$ 22,203,000$
Catastrophic Reserve 2,000,000 2,000,000 2,000,000
Contingency Reserve 500,000 500,000 500,000
Subtotal, Assigned Fund Balance 22,574,000 24,158,000 24,703,000
Add: Restricted for Pension Trust Fund (PARS)20,300,835 20,300,835 20,300,835
Add: Unassigned Fund Balance 14,532,972 4,887,850 700,320
Total, Ending Fund Balance 57,407,807$ 49,346,685$ 45,704,155$
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
xvi
OTHER FUNDS
Although the General Fund is the City's main operating fund, the City has a variety of other
Special Revenue Funds and Enterprise Funds to account for revenues that support specific
activities, programs, or utilities. The budgets for all of the City's funds have been carefully
reviewed and analyzed in the context of long-term fiscal planning. Staff analyzes all funds at least
monthly to ensure that they are self-sustaining and carry adequate fund balances for periods of
uncertainty. At this time, these funds appear to be self-sustaining, with operations that do not
pose a threat to the City's long-term fiscal health.
Water and Sewer Enterprise Funds
The City's Water and Sewer Enterprise Funds remain healthy, despite a challenging climate of
environmental and social changes, as well as increasing regulation.
The City relies on imported water purchased from the San Francisco Public Utilities Commission
(SFPUC) to supply the community's water needs. The SFPUC supply is received through six
metered turnouts and distributed to approximately 9,200 connections. The water distribution
system consists of six pumping stations, seven water storage tanks, and approximately 100 miles
of buried water pipes. As a result of a comprehensive water rate study conducted in the fall of
2016, the City increased water rates, effective January 1, 2017, to cover the cost of wholesale water
and to fund the ongoing capital improvements necessary to bring the City's aging water system
up to current standards.
The City's sewer collection system comprises approximately 130 miles of predominantly gravity
sewer mains, ranging in diameter from 4 inches to 36 inches. The wastewater flow is collected at
seven pump stations and transported to the City's wastewater treatment plant, where it is
thoroughly treated. The treated wastewater is ultimately pumped to the bay through a jointly
owned outfall extending from the South San Francisco/San Bruno Wastewater Treatment Plant.
In December 2021, the City Council approved average rate increases of 9 percent for the three
calendar years beginning January 1, 2022, to increase the fund's net investment in capital assets
through improvements to the City's wastewater collection system and treatment plant. Revenues
for the Sewer Fund are projected to increase 0.5 percent in fiscal year 2025-26.
The 2025-26 fiscal year budget reflects approximately $20.2 million in revenues from the sale of
water. As water consumption patterns are linked to sewer revenue, estimated revenues of $16.9
million are anticipated for the Sewer Fund in fiscal year 2025-26. Both revenue assumptions will
be continuously monitored and examined for adequacy throughout the year.
The Water Fund budget for the 2025-26 fiscal year will fund nearly $3.7 million in capital projects,
as well as combined debt service payments exceeding $2.0 million. The budget also provides for
a transfer ($640,400) to the General Fund to cover the cost of administrative services and over
$86,000 to cover the Water Fund's share of the new City Hall project. The Sewer Fund's
contribution toward capital improvements will be close to $4.8 million; approximately $2.5
million is earmarked for debt service. A $315,100 transfer will reimburse the General Fund for
administrative services and nearly $71,000 for the Sewer Fund's share of the new City Hall project.
CITY OF BURLINGAME | FISCAL YEAR 2025 - 2 6
xvii
Note that Sewer Fund expenses are budgeted in two separate divisions: Sewer Maintenance and
Wastewater Treatment. City crews perform maintenance work, and Veolia Water North America
performs treatment operations.
Storm Drainage Fund
The Storm Drainage Fund is used to account for the storm drainage fees collected, as approved
by the majority of parcel owners in the city who voted at a special election on May 5, 2009. Funds
are dedicated to making capital improvements to the City's storm drainage system and related
debt service. Annual increases in the rate may be approved each year based on the Consumer
Price Index (CPI) for the San Francisco-Oakland-San Jose area, but such increases are capped at
2.0 percent. The City will collect approximately $3.3 million in storm drainage fee revenue in FY
2025-26. Expenditures for the year include nearly $2.6 million in debt service. Storm Drain capital
improvements will draw on proceeds from the Storm Drainage Revenue Bonds, Series 2021.
Proceeds of Storm Drainage Revenue Bond issuances from prior years (Series 2010, 2012, and
2016), totaling nearly $26.7 million, fund infrastructure improvements in the City's Storm Drain
Capital Improvement Program. These proceeds were totally drawn down by February 2021. In
June 2021, the City issued Storm Drainage Revenue Bonds, Series 2021, to provide additional
funding for improvements to the storm drain system, fund a reserve account for the bonds, and
refund the Storm Drainage Revenue Bonds, Series 2012. The aggregate debt service for all the
bonds is included in the Storm Drainage Special Revenue Fund 2025-26 fiscal year budget.
Internal Service Funds
The City has several internal service funds that, through inter-departmental charges, allocate the
cost of certain city-wide activities to other funds, departments, or agencies. The centrally incurred
costs are allocated based on estimated usage or other relevant metrics.
CITY OF BURLINGAME, CA
INTERNAL SERVICE FUNDS
FY23-24
Actuals
FY24-25
Revised
Budget
FY25-26
Proposed
Budget
$ Change
from Prior
Year
% Change
from Prior
Y ear
Admin & Info Technology ISF $1,597,555 $2,585,775 $3,088,145 $502,370 19.4%
Facilities Services ISF 2,087,378 2,496,781 2,643,430 146,649 5.9%
Fleet & Equipment ISF 1,498,343 2,327,509 4,798,010 2,470,501 106.1%
OPEB Retiree Medical ISF 3,494,555 4,311,500 4,397,500 86,000 2.0%
Employment Insurance ISF 89,221 500,000 632,100 132,100 26.4%
General Liability ISF 3,299,507 4,853,500 4,957,570 104,070 2.1%
Workers' Comp ISF 550,150 1,107,950 1,186,035 78,085 7.0%
Total $12,616,709 $18,183,015 $21,702,790 $3,519,775 19.4%
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
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Several of the City's internal service funds (ISFs) are projected to experience higher costs in FY
2025-26, which will require higher allocations to the various operating department budgets. The
chart above shows only the expenditure budgets for each ISF; revenues from departmental
expense allocations serve to offset these budgets, ensuring that costs are not double counted in
the city-wide budget.
The largest budgetary increase is proposed for the Fleet and Equipment ISF. The Capital Outlay
budget for the Division varies from year to year. In 2024, the City adopted the American Public
Works Association’s vehicle replacement standard. The City plans to replace 15 vehicles to
comply with the Advanced Clean Fleet and California Air Resources Board requirements, as well
as the City's vehicle replacement policy. The Citywide allocation is expected to change very little,
as replacement costs are already factored into the annual charges to departments. However, the
higher cost of replacement vehicles and equipment will result in higher depreciation costs,
leading to an increased allocation of this ISF's expenditure budget to the various departments
over time.
The OPEB (Other Post-Employment Benefits) Internal Service Fund was established in the 2013-
14 fiscal year to account for funding of accumulated retiree medical benefits. The City makes
periodic contributions to the California Employers' Retiree Benefits Trust Fund (CERBT), an
irrevocable trust fund established specifically for this purpose, based on a percentage of payroll.
Revenues to the City's OPEB fund are comprised of these "percentage of payroll" charges to
departments, which are projected to be approximately $4.4 million in fiscal year 2025-26.
Expenses of the fund include payments of actual retiree medical premiums and costs of the
program's third-party administrator (nearly $4.2 million), with any remaining funds contributed
to the CERBT. Funds deposited in the CERBT account, established for Burlingame's OPEB
obligations, are invested alongside similar funds to accelerate the payment of the City's liability.
Once pay-as-you-go demands exceed the internal charges to departments, the trust fund will be
drawn upon to cover the excess premium payments. The balance in the trust is anticipated to be
approximately $32.8 million as of June 30, 2025; the liability is anticipated to be fully funded in
2037.
FY 2025-26 Capital Improvement Program
The citywide Capital Improvement Program (CIP) budget for FY 2025-26 is $27.2 million, a
decrease of $10.2 million as compared to the revised FY 2024-25 budget. Support from the General
Fund is projected to be nearly $10.0 million (including $2.0 million from Measure I for street
resurfacing, sidewalk improvements, and City Hall projects), which is intentionally restricted to
limit the extent of the General Fund deficit. A detailed listing of the Capital Improvement
Program projects and their funding sources is included in the budget document.
CITY OF BURLINGAME | FISCAL YEAR 2025 - 2 6
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In addition to the General Fund support, the Streets CIP will also be funded with over $1.6 million
in Measure A funds, nearly $1.0 million in Gas Tax funds, $0.8 million in SB 1 (California's Road
Repair and Accountability Act of 2017) funds, $1.9 million from Impact fees, and $0.3 million from
various grants. The remaining general government improvements are being funded by storm
drainage fees (about $2.0 million) and development impact fees ($0.6 million). Water projects
($3.7 million), sewer projects (nearly $4.8 million), and parking projects ($0.5 million) are being
funded from the respective Enterprise Funds.
CITYWIDE BUDGET ISSUES
Controlling the Increasing Costs of Employee Benefits
In compliance with Governmental Accounting Standards Board Statement No. 68, the City
reflected citywide net pension liabilities of $90.4 million in its Statement of Net Position as of June
30, 2024. As an employer contracting with the California Public Employees' Retirement System
(CalPERS), the City struggled for many years with rate increases resulting from poor investment
returns on the CalPERS portfolio in 2008. The decrease in funding and increase in liabilities since
the recession continue to put pressure on employers' contribution rates. The Public Employees'
Pension Reform Act (PEPRA), which took effect on January 1, 2013, primarily affects new
participants by providing lower benefits and was intended to control further growth in pension
liabilities. The impact of these reforms on employer rates, however, will not be significant for
many years to come.
Burlingame employees hired prior to the implementation of PEPRA continue to contribute a
portion of their base salary toward the employer's share of the CalPERS retirement contribution.
The additional employee contribution for non-sworn employees is 1.5 percent, while the
employee contribution for sworn Police personnel is 4 percent. By law, both sworn and non-
sworn PEPRA employees (those hired on or after January 1, 2013) contribute 50% of the "normal"
cost of their pensions.
CITY OF BURLINGAMECAPITAL IMPROVEMENT PROGRAM
General Fund
Enterprise
Funds
Other
Funds/Source
s
FY25-26
Proposed CIP
Budget
Streets CIP 1,100,000$ -$ 5,600,000$ 6,700,000$
Parks & Trees CIP 1,860,000 - - 1,860,000
Parking & Garages CIP - 500,000 - 500,000
Facilities CIP 7,001,920 - 600,000 7,601,920
Storm Drain CIP - - 2,025,000 2,025,000
Water CIP - 3,675,000 3,675,000
Sewer CIP - 4,798,000 - 4,798,000
All CIP Funding Sources, FY2025-26 9,961,920$ 8,973,000$ 8,225,000$ 27,159,920$
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
xx
In recent years, CalPERS has responded to these rising liabilities by adopting more realistic
actuarial assumptions, including a reduced discount rate and higher mortality rates (by age), as
well as changes to its smoothing and amortization policies. While these changes will hopefully
stabilize contribution rates over the long run and ensure the long-term sustainability of the fund,
employer contribution rates are expected to escalate.
Given the magnitude of the projected increases, the City Council approved setting aside monies
in a § 115 Trust Fund for the purpose of prefunding its pension liabilities. Funding amounts are
determined through the use of a "threshold" budget rate for the employer's contributions to
CalPERS that is higher than the current required rate. Once the CalPERS rate exceeds the
threshold rate, the trust or reserve can be drawn on to supplement CalPERS contributions. Note
that approximately 83.7 percent of these contributions are borne by the General Fund. This
funding is reflected as "restricted" fund balance in the various operating funds for financial
statement purposes. Future contributions to the prefunding trust or reserve will be determined
annually in each subsequent year's budget, as well as one-time contributions at the discretion of
the City Council.
In July 2021, CalPERS reported a 21.3 percent net return on investments for the 12-month period
that ended June 30, 2021. The double-digit return triggered a further reduction in the discount
rate used to calculate employer and Public Employees' Pension Reform Act (PEPRA) member
contributions. The discount rate dropped to 6.8 percent from its then-current level of 7 percent.
On November 15, 2021, the CalPERS Board of Directors voted to keep this discount rate – the
long-term interest rate used to fund future pension benefits. These and other actuarial assumption
changes will serve to push employer-required pension contributions upward over the course of
the next five to ten years.
The rising cost of employee benefits has been a focus of the City for many years. The funding of
prior-year liabilities for retiree health insurance was addressed through the establishment of the
OPEB trust fund in FY 2013-14. Placing the funds in a qualified trust significantly decreased both
the City's unfunded liability and its ongoing normal (annual) costs by increasing the yield
assumption earned with the fund. Although the prefunding of this large liability diminishes the
amount of available budget for other long-term needs, it enhances the City's fiscal standing with
credit rating agencies by demonstrating Burlingame's commitment to recognizing and managing
its obligations in a prudent and responsible manner. Additionally, the growth of future liabilities
has been limited by significant reductions in retiree health benefits for newer employees (those
hired after 2012, depending on the bargaining unit).
Personnel costs are expected to be approximately $60.3 million in the new fiscal year, representing
44.6 percent of overall expenditures from all funds, excluding the Capital Projects Fund. The
City's main operating fund, the General Fund, provides $42.4 million in appropriations for
personnel expenditures, accounting for approximately 49.4% of the fund's budget. Therefore, it
is prudent for the City to be ever vigilant in controlling personnel costs going forward.
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
xxi
Unfunded Infrastructure Replacement Needs
The continued existence of critical yet unfunded capital projects also presents a challenge in
developing a sustainable long-term budget. Many of the unfunded projects that were identified
and prioritized in recent years represent infrastructure (i.e., public facilities, parking lots)
replacement needs, largely due to the historical lack of set-aside funding for these capital
demands. In recognition of these growing demands on the General Fund in the long term, the
City has been funding the Capital Investment Reserve in the City's Capital Projects Fund. Since
fiscal year 2020-21, however, the City has been unable to add to the reserve due to the pandemic's
impact on the City's revenues. As described earlier, the estimated reserve balance at the end of
the 2024-25 fiscal year, which is nearly $16.8 million, is completely earmarked for funding the
Broadway Grade Separation Project ($10.8 million in local matching funds) and the El Camino
Real Utility Undergrounding Project ($6.0 million).
The development of potential funding options for each of the projects that the Council wishes to
initiate in the near future is a continued priority. Due to the nature of deferred capital
maintenance, deferral of the inevitable renewal and replacement needs of the City's existing
assets creates a capital liability that increases at a higher rate than most other liabilities. As such,
long-term funding for these capital needs is key to a truly sustainable budget.
The Economy
Current information and analyses of the economic forces likely to impact the City's operations in
the upcoming fiscal year have informed the development of this annual budget. The economic
forecast was compiled largely from recent reports provided by HdL Companies, the City's sales
tax consultant, in partnership with Beacon Economics, LLC. However, assessments of the
recovery of the area's hospitality industry, a significant factor in the health of Burlingame's
revenue picture, will be closely monitored and are likely to result in revisions to this FY 2025-26
budget after the City Council's adoption.
As intended in the City's risk-based General Fund Reserve Policy, reserves will enable the City
to meet operational demands until the economy completely recovers from the current economic
downturn. But the funding of longer-term infrastructure needs and unfunded liabilities will not
be easily accommodated. Reducing funding for these long-term demands is likely to be the
necessary response during economic uncertainty, further aggravating capital conditions, slowing
the prefunding of pension obligations, and ultimately impacting the City's fiscal health.
To maintain fiscal flexibility through all economic conditions, the City must be vigilant in
controlling operating costs, recovering the costs of discretionary municipal services, promoting
responsible economic development, finding innovative ways to partner with private interests to
achieve infrastructure renewal, continuing a pattern of saving for and leveraging investments in
the City's infrastructure, and pursuing prudent prefunding of currently unfunded pension
obligations. The City is committed to focusing on the community's priorities, ensuring that the
local quality of life is maintained, regardless of economic fluctuations.
CITY OF BURLINGAME | FISCAL YEAR 2025 -2 6
xxii
ACKNOWLEDGEMENTS
I wish to thank Mayor Stevenson and the City Council for their leadership and support during
the FY 2025-26 budget development process. By articulating budget priorities and continuing to
adhere to the long-term fiscal strategies established over a decade ago, they enabled staff to
develop a solid spending plan that minimizes draws on the City's reserves and positions the City
for a return to sustainable growth in the future. The budget for the 2025-26 fiscal year represents
a spending plan of nearly $162.2 million and will necessarily undergo further review and
updating as needed throughout the new fiscal year. Still, this continuous improvement provides
higher transparency and accountability to the Burlingame community and reflects a commitment
to advancing the Council's highest priorities.
The Department Directors and their budget staff utilized the City's ERP system in constructing a
sound budget plan that strategically allocates resources to optimally address the City Council's
goals, despite the unprecedented economic and social changes of the last few years. Their efforts
are sincerely appreciated. My thanks also go to Finance Director Helen Yu-Scott, Financial
Services Managers Karen Cao and Darlene Wong, Senior Accountant Hnin Phwe, and
Accountant John Kang for their overall management of the City's budget; Finally, I commend
Public Works Director Syed Murtuza and Assistant Public Works Director Kevin Okada for
leading their Department's efforts and resourceful approach in refining the capital budget and
providing a sustainable long-term capital plan.
Please feel free to contact the City's Finance Director or me if you need additional information on
the budget.
Respectfully submitted,
Lisa K. Goldman
City Manager
General Information
Organizational Compass
About the City of Burlingame
City Organization by Critical Service Area
Roster of Elected Officials and Appointees
Executive Team
Citywide Organization Chart
FY 2025-26 Priorities 1
2
CITY OF BURLINGAME
ORGANIZATIONAL COMPASS
The City of Burlingame is an organization that exists to serve and benefit the community. We deliver unsurpassed
municipal services that enhance the quality of life for our citizens. As employees of the City of Burlingame, we
recognize the leadership role we play in the community and we hold ourselves accountable to those we serve. We
value the partnership that exists between the organization and community and strive to foster and maintain that
relationship. As such, we are committed to the tenets of the Organizational Compass.
COMMUNITY SERVICE THAT IS RESPONSIVE TO AND MEETS THE NEEDS
OF THE PUBLIC BY:
Being dedicated to the community we serve
Involving and understanding our community
Anticipating and adapting to the changing needs of our citizens
AN ETHICAL ORGANIZATION THAT INTERACTS WITH THE PUBLIC
AND EACH OTHER IN AN HONEST AND PROFESSIONAL MANNER BY:
Treating people with respect and dignity
Taking responsibility for our decisions, statements and actions to the organization and community
Dealing with differences and conflicts in a professional, respectful and authentic fashion
ONE ORGANIZATION THAT FOSTER POSITIVE RELATIONSHIPS AND
TEAMWORK BY:
Being part of the solution
Creating and maintaining constructive relationships while respecting
individual contributions
Focusing on the issues and needs of the organization and community
Encouraging behavior that builds confidence and self esteem
Emphasizing self-initiative, constant improvement and employee involvement
POSITIVE LEADERSHIP THAT IS NURTURING AND FORWARD-THINKING BY:
Recognizing the leadership role all employees play in the community
Encouraging innovation and creativity
Leading by example
Being supportive, humanistic and compassionate
As City employees we embrace the Organizational Compass and will be guided by its points.
3
ABOUT THE CITY OF BURLINGAME
Burlingame is approximately six square miles and is
located in San Mateo County, on the western shore of the
San Francisco Bay approximately 10 miles south of San
Francisco and close to the San Francisco International
Airport.
A California general law city incorporated in 1908,
Burlingame operates under the Council-Manager form of
government. A five-member City Council is elected to
four-year terms and serves as the board of directors. The
City began shifting from at-large elections to by-district
elections in 2022. All Councilmembers are now elected by-
district. The Council annually selects a Mayor and Vice
Mayor from its members. The City Council appoints a City
Manager, who serves as the chief executive officer and is
responsible for all municipal functions. The City Council
also appoints a City Attorney to serve as chief legal advisor
for the governing body and the administration. The City
Manager appoints the City Clerk and all Department
Directors.
Municipal services include: police and fire protection,
public works, community development, parks and
recreation, library services, water, sewer, parking, solid
waste, and storm drainage. General government activities
include finance, human resources, legal services, and City
administration. An executive team helps the City Manager
lead the City organization. It includes seven Department
Directors, the City Attorney, the City Clerk, and a Fire
Chief, who is shared through the City’s participation in the
Central County Fire Department Joint Powers Authority.
Burlingame Statistics ____________________________________ Total Population (1): 31,552 Area: 6.1 square miles on 3,517 acres Persons per Household (1): 2.35 Median Household Income (2): $168,832 Housing Units(1): More than 13,991 Street Miles: 84 centerline miles Sidewalk Miles: 116 miles Sanitary Sewer: Approximately 130 miles; 8 sewer stations Water: Approximately 100 miles; 9,200 connections; 6 pump stations; 7 storage tanks Streetlights: 2,077 Street Trees: 14,428 Park Trees: 1,702 Different Species of Trees: 337 Number of Parks and Open Spaces: 25 Library Circulation: 720,000 Library Print Volumes: Approx. 221,500 Library Programs: Approx. 1,065 Library Attendance: 30,000 Sources: City of Burlingame data; (1) California Dept. of Finance (2025) (2) U.S. Census (2024)
4
CITY ORGANIZATION BY CRITICAL SERVICE AREA
General Government
City Attorney
In-house counsel, risk management, and code
enforcement
City Clerk
Elections, City records, public meetings, public
noticing, and maintenance of municipal code
City Manager
Supervision of departments, implementation
of City policy and strategy, management of
City communications and sustainability
programs
Finance
Revenue management, disbursements, budget
and forecasting, payroll, financial reporting,
treasury, purchasing, information technology,
telecom and utility billing, business licenses,
debt financing and servicing, front-desk
customer service, and solid waste
Human Resources
Salary and benefits administration,
employment, health and safety, employee
training and wellness, and collective bargaining
Public Safety
Police
Community patrol and protection, 911
communications and dispatch, crime prevention,
K-9 Program, traffic safety, parking enforcement,
and community outreach
Central County Fire Department (JPA)
Fire suppression and prevention, emergency
medical services, and disaster preparedness for
the City of Burlingame and the Town of
Hillsborough; provision of service to the City of
Millbrae via contract
Public Works
Engineering
Administration of capital improvement
program including major and minor repair and
replacement of city infrastructure
Water & Sewer
Delivery of potable water, treatment and
discharge of sanitary flows in accordance with
environmental, health, and safety guidelines
Streets & Storm Drainage
Street sweeping, transportation and regional
shuttles, streetlights, and stormwater
management and compliance
Community Development
Building
Plan checking, inspection, complaint response,
development review and consultation, and
building research and development
Planning
Public outreach, land use, economic development,
plan checks, housing programs, and code and
zoning enforcement
Economic Development and Housing
Dedicated to creating a positive business climate
within Burlingame that promotes a thriving and
vibrant business community
Leisure and Neighborhood Services
Library
City literacy advocacy, circulation of written and
digital media, special programs, and community
education for citizens, children, and teens
Parks
Operation and maintenance of urban forest,
landscaping, City parks, and infrastructure
Recreation
Recreational, educational, and after-school
programs for pre-school children, youth, and
seniors
5
ROSTER OF ELECTED OFFICIALS AND APPOINTEES
Mayor
Peter Stevenson
Vice Mayor
Michael Brownrigg
Council Member
Andrea Pappajohn
Council Member
Donna Colson
Council Member
Desiree Thayer
City Manager
Lisa K. Goldman
City Attorney
Michael Guina
6
EXECUTIVE TEAM
City Clerk
Meaghan Hassel-Shearer
City Librarian
Brad McCulley
Community Development
Director
Neda Zayer
Finance Director and
Treasurer
Helen Yu-Scott
Human Resources
Director
Maria Saguisag-Sid
Parks and Recreation
Director
Margaret Glomstad
Police Chief
Vacant
Public Works Director
Syed Murtuza
Central County Fire Chief
David Pucci
7
Citizens of BurlingameCity CouncilCity AttorneyCity Manager Public Works DirectorPolice ChiefParks & Recreation DirectorCity LibrarianHuman Resources DirectorFinance Director & TreasurerCommunity Development DirectorCity ClerkCity Commissions8
Sustainability Transportation Housing
City of Burlingame FY 2025-26 Priorities
Infrastructure
Exceed carbon reduction
targets and develop
strategies to address
changing environmental
realities.
Address affordability crisis
and retain socioeconomic
diversity of our
community.
Improve roadway safety
and reduce congestion for
all modes of
transportation (cars,
pedestrians, and cyclists).
Develop near-term, fiscally
responsible funding
strategies to renovate City
facilities.
These four priorities were developed in recent years with input gathered from the community, staff, and the City Council. These
priorities are meant to serve as the guiding principles that will help the Council and staff prioritize future initiatives, policies, and
strategies.
•The City Council has also formed subcommittees to tackle several larger projects that have been discussed during recent goal-
setting sessions. The projects include artificial intelligence (AI) program & technology initiatives, rebuilding City Hall, the City’s
Climate Action Plan, the Vision Zero Plan Project, City’s Spin Bikeshare Program that is jointly operated with the City of Millbrae,
the Mobility Grant, and various shuttle programs. The Broadway Grade Separation project remains one of the top City Council’s
priority.
9
10
Understanding the Budget
Guide to City Budget Process
Guide to understanding the Budget
Gann Appropriation Limit
11
12
GUIDE TO CITY BUDGET PROCESS
STRATEGIC AND FINANCIAL PLANNING
The budget planning process begins in January with a public goal-setting session. Although the
City’s longer-term priorities are still very much intact, the focus for fiscal year 2025-26 is on
continuing to manage the impacts of the COVID-19 pandemic and working for the City’s long-
term fiscal recovery.
Once the priorities are in place, the Finance Department prepares a multi-year forecast of
operating and maintenance expenditures for the General Fund. This long-term forecast of the
General Fund includes the ensuing fiscal year and the succeeding five years, for a total of six
budget years, along with the Mid-Year Budget Status Report, which projects the year-end balance
of the General Fund and other significant funds.
Together, the forecast and budget status report are designed to provide clarity on longer-term
revenue and expenditure outcomes for the General Fund, offering additional context for the
financial decisions made by the City Council, City Manager, and Finance Director.
The City Council may review and approve budgetary revenue assumptions and may, at its
discretion, make adjustments to City fees for services. Capital needs are also reviewed in
preparation for the five-year capital plan.
COMMUNITY ENGAGEMENT AND PUB LIC INFORMATION
The City Council encourages all Burlingame residents and business community members to
participate in the development of the City budget. The Council holds at least three public
meetings to provide guidance on the budget: the goal-setting session in January and budget study
sessions in March and May. The City Council solicits input at each of the meetings. Community
members may also submit their ideas directly to City staff and the City Council.
The City Council also holds a public hearing on the budget in June prior to adoption of the budget.
The hearing gives residents the opportunity to comment on the spending plan.
Community members seeking information on City budgets and annual financial reports can find
the documents in PDF format on the City’s website www.burlingame.org under the Finance
Department. Prior-year documents are also available for review.
BUDGET DEVELOPMENT
Under policy directives and guidance, Department Heads begin preparing their budget requests
in support of their programs in January for submission in mid-March. Expenditure assumptions
are based on known factors such as collective bargaining agreements, current pay and benefit
policies, consumer price indices, and other information available from expert third parties or
governing authorities.
13
The City also contracts with community based organizations to provide services to local
residents. The City issues a Notice of Funding Availability in March of each year. Community
organizations submit requests for funding in April, and the City Council determines the
allocation of the funding available for this purpose in June.
ROLE OF THE FINANCE DEPARTMENT
The Finance Department reviews departmental budgets and consolidates and prepares the
proposed operating and capital budget for the ensuing year.
The Finance Department may include technical adjustments to ensure citywide compliance with
City Council directives or eliminate redundant appropriations to deliver a fiscally prudent
budget on a citywide basis. The Finance Department is also responsible for the verification of
sufficient funds to support the proposed budget and properly segregating City sources to ensure
that both operating and capital expenditures are consistent with legislative and budgetary
authority and generally accepted accounting guidelines for government.
The Finance Director may also make recommendations regarding deposits/contributions to one
or more reserves or funding mechanisms: the Economic Stability Reserve, the Contingency
Reserve, the Catastrophic Reserve, the Capital Investment Reserve, the California Employers’
Retiree Benefits Trust Fund (for funding retiree medical benefits), and the § 115 Trust Fund with
Public Agency Retirement Services (for funding pension obligations).
BUDGET ADOPTION
The proposed budget, which is delivered to the City Council in May for consideration for the
fiscal year commencing July 1, shows proposed expenditures by program, authorized full-time
equivalent positions, and revenue sources.
The City Council may make adjustments to the proposed budget, which they formally adopt via
Council resolution in June. The budget becomes the legal authority for expenditure for the new
fiscal year.
BUDGET AMENDMENTS
Department Heads and the Finance Director approve budget amendments within departments,
while the Finance Director and City Manager approve budget amendments between
departments. The City Council must approve any mid-year or supplemental appropriations.
CENTRAL COUNTY FIRE DEPARTMENT JOINT POWERS AUTHORITY
Effective July 1, 2010, Burlingame Fire Department employees became employees of the Central
County Fire Department (CCFD). CCFD is a stand-alone employer recognized by CalPERS.
14
CCFD is a Joint Powers Authority (JPA) that provides fire, emergency medical, and disaster
preparedness services to the City of Burlingame and the Town of Hillsborough. It is governed
by a Fire Board consisting of two Councilmembers from the Town of Hillsborough and two from
the City of Burlingame. One of the two City Managers serves as the Chief Administrative Officer
for CCFD, and the position is rotated every two years.
On December 29, 2014, CCFD entered into a contract for fire and emergency medical services
with the City of Millbrae. As members of the CCFD JPA, Burlingame and Hillsborough generally
fund 70% of the total budget based on a 60/40 cost allocation as outlined in the JPA. The
remaining 30% is funded by the City of Millbrae.
The Fire Board adopts the CCFD budget.
A copy of the Fiscal Year 2025-26 Adopted Budget for the Central County Fire Department may be
obtained online at:
CCFD Adopted Budget
and at:
1399 Rollins Road,
Burlingame, CA 94010
(650) 558-7200
15
GUIDE TO UNDERSTANDING THE BUDGET
BUDGET PRESENTATION
The City of Burlingame employs a formal budget as a management control device during the
year. Budgets are adopted on a basis consistent with accounting principles generally accepted in
the United States of America.
The accounts of the City are organized on the basis of funds, each of which is considered a
separate accounting entity. The operations of each fund are accounted for in a separate set of self-
balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures
or expenses, as appropriate. City resources are allocated to and accounted for in individual funds
based upon the purpose for which they are to be spent and the means by which spending
activities are controlled.
The City budget includes information regarding estimated costs (or outlays) and revenue (or cash
inflows) for identified programs, projects, and levels of service to meet the needs of the City. All
annual appropriations lapse at the end of the fiscal year, except in the Capital Projects Fund,
because capital improvement projects typically span more than one fiscal year. Appropriations
for capital projects lapse when projects are completed, placed into service, accounted for as capital
assets, or abandoned at the discretion of the City or the City Council.
OVERVIEW OF KEY FUNDS
The General Fund is the general operating fund of the City. It is used to account for all financial
resources and transactions except those required to be accounted for in another fund, such as
enterprise funds. General Fund departments include those in General Government, Public Works
(Engineering and Streets and Storm Drains), Parks and Recreation, Library, Planning, and Public
Safety.
The Special Revenue Funds represent funds with a dedicated revenue source set aside for a specific
purpose. Special revenue funds include the Measure A, Gas Tax, Public TV Access, Shuttle, Storm
Drainage, and Housing funds.
The Burlingame Financing Authority issues, calls, refunds (defeases), and makes debt service
payments on behalf of the City General Fund departments. The City Manager and the Finance
Director are authorized to conduct debt financings at the direction of the City Council. The debt
service funds of the City are governed by bond indentures, with oversight for compliance and
revenue pledge requirements managed by the Finance Department. Debt service payments for
certain Special Revenue and Enterprise departments are budgeted as a component of the
operating budgets for the related Special Revenue or Enterprise fund, such as Water, Sewer, and
Storm Drainage.
The Capital Projects Fund is used to account for resources used to acquire or develop facilities or
major capital equipment. These are usually budgeted and accounted for as discrete, multi-year
projects that receive annual appropriations that do not lapse at the end of the fiscal year. Similar
16
projects are tracked under the umbrella of a capital improvement program. Appropriations that
are unspent may be carried forward to the following year, transferred to another project, or de-
appropriated to the extent that funds are unspent, at the discretion of the City Council. The
Capital Projects Fund also retains the Capital Investment Reserve, holding amounts that are not
appropriated to specific projects but may be utilized only for major capital projects for which
appropriate funding has not been identified or is not immediately available. Only the City
Council may authorize the use of Capital Investment Reserve funds.
The Enterprise Funds are used to separately account for services and activities for which a fee or
rate is charged to customers in exchange for goods or services provided by the City. These funds
are self-sustaining and include Building, Parking, Landfill, Sewer, Solid Waste, and Water.
The Internal Service Funds are used to separately account for departments that provide services to
other City departments and, therefore, incur costs that are then allocated to each receiving
department. These costs include risk management (Workers’ Comp and General Liability
programs), maintenance of fleet and equipment, information technology, administrative support
such as postage and copier use, and maintenance of City buildings and facilities.
BUDGET BASIS OF ACCOUNTING
Budgets are adopted on a basis consistent with generally accepted accounting principles
(“GAAP”).
Governmental funds (such as the General Fund and Special Revenue Funds) utilize the modified
accrual basis of accounting under which revenues and related assets are recorded when
measurable and available to finance operations during the year.
Proprietary funds (such as the Enterprise and Internal Service Funds) utilize the accrual basis of
accounting, which recognizes revenues when earned and expenses when incurred.
Generally, operating budgets are adopted on an annual basis. The Capital Projects Fund
establishes budgetary control on a project-by-project basis when applicable sources become
available by fund.
All appropriations lapse at fiscal year-end, except for the Capital Projects Fund, due to the multi-
year nature of the underlying projects.
17
2024-25 Appropriation Limit 106,171,769
State of California Inflation Factor 1.0644000
Percentage Change - City Population 2.5500000
Percentage Change - County Population 0.0700000
State of California Population Factor 1.0255000
Combined Adjustment Factor 1.0915422
2025-26 Appropriation Limit from Growth Factors 115,890,966
Proceeds of Taxes 81,100,466
Exclusions:
Qualified Capital Projects and Debt (19,491,176)
Appropriation Subject to Limit 61,609,290
2025-26 Appropriation Limit 115,890,966
Appropriation Subject to Limit 61,609,290
Over / (Under) Limit (54,281,676)
ARTICLE XIII(B) GANN APPROPRIATION LIMIT
CALCULATION OF GANN APPROPRIATION LIMIT
Article XIII(B) of the State Constitution limits all state and local government budgets to a
formula based upon the 1978-79 budget plus adjustments for cost of living and population
changes. In 1990, voters approved modifications to permit use of the percentage change in
commercial assessed valuation to increase the limit under certain conditions. In addition,
major capital improvements were excluded from the appropriation subject to the limit. Other
exceptions are allowed for service charges, federal grants, and mandated programs.
In accordance with State implementation legislation (SB1352, Chapter 1205, 1980 Statutes)
and the League of California Cities Uniform Guidelines, the following is the City's
appropriation limit calculation:
18
Budget Summaries, Charts & Graphs
Key Budgetary Assumptions
Chart – Proposed FY 2025-26 Citywide Revenue by Type
Budget Summary - Estimated Revenues and Interfund Transfers
Chart – General Fund Revenues from FY 2016 to FY 2026
Chart – Property Tax Revenues from FY 2016 to FY 2026
Chart – Where Do Your Burlingame Property Tax Dollars Go?
Chart – Transient Occupancy Tax Revenues from FY 2016 to FY 2026
Chart – Sales and Use Tax Revenues from FY 2016 to FY 2026
Chart – Proposed FY 2025-26 Expenses by Type
Chart – Proposed FY 2025-26 Appropriations by Major Fund
Budget Summary – Expenses by Department and Type
Budget Summary – Revenues and Expenses by Fund
Budget Summary – Debt Service Obligations
Budget Summaries by Department
Authorized Full-Time Equivalent Positions
Projected Ending Fund Balance – General Fund, Storm Drain Special
Revenue and Measure A/Gas Tax Special Revenue
Projected Unrestricted Net Position – Water, Sewer, and Parking
Enterprises
19
20
CITY OF BURLINGAME | FISCAL YEAR 202 5 - 2 6
KEY BUDGETARY ASSUMPTIONS
The following provides a brief overview of key budgetary assumptions used in the proposed
budget:
GENERAL ECONOMIC OUTLOOK
Five years after the declaration of the COVID-19 pandemic, the economic outlook remains
uncertain amid emerging global challenges. Escalating trade tensions, the ongoing conflict
between Russia and Ukraine, and instability in the Middle East continue to fuel volatility and
risks in the year ahead. Domestically, high inflation and rising unemployment have significantly
eroded consumer confidence. Reflecting its cautious stance, the Federal Reserve signaled its
concerns by taking a “wait-and-see” approach, delaying interest rate cuts. Despite these
headwinds, the local economy remains relatively stable, with ongoing growth projected in
property taxes and transient occupancy tax (TOT) revenue, partially offset by a decline in sales
and use tax collections.
Economic Indicator Projected
2024-25
Forecast
2025-26
U.S. Real GDP Growth 2.4% 2.0%
U.S. CPI Inflation 2.7% 3.2%
U.S. Unemployment Rate 4.2% 4.3%
California Unemployment Rate 5.1% 5.2%
California Total Nonfarm Employment Growth 1.2% 1.0%
California Median Existing Home Price $733,389 $744,794
Source: Beacon Economics
•The City's fiscal year 2025-26 budget reflects a $2.2 million increase in the City's
three largest tax revenues.
PROPERTY TAX
Property tax is applied to the net assessed property value determined by the San Mateo County
Assessor-Recorder. Proposition 13 sets the maximum tax rate at 1% (excluding voter-approved
overrides) and limits growth in the assessed property values to the lesser of inflation or 2% per
year. The City has adopted the Teeter Plan, which allows the City to receive property tax
disbursements based on amounts billed but not yet collected. San Mateo allocates property taxes
to all taxing agencies within the county; the City of Burlingame receives approximately 17.1% of
the taxes attributable to properties within its jurisdiction.
According to the County, Burlingame's assessed property values have grown nearly 5.1% since
the beginning of the fiscal year, reflecting continued health in the area's real estate market despite
thehigh borrowing rates. Such growth should translate to a healthy increase in property taxes for
the subsequent fiscal year. However, payment of amounts due from the Property Tax in Lieu of
Vehicle License Fee (VLF) swap, a State obligation agreed to in 2004, is uncertain. Adjustments in
21
CITY OF BURLINGAME | FISCAL YEAR 202 5 - 2 6
the County's Educational Revenue Augmentation Fund distributions add complexity to the City's
property tax revenue projection.
•Although assessed values of Burlingame's 2025 secured tax rolls have risen
approximately 5.1%, property tax receipts in the fiscal year 2025-26 proposed
budget are reflected as increasing 5.9%. This increase in the projection is a
combination of the rise in secured property tax and the full distribution from
the Property Tax in Lieu of VLF.
REBATE OF PROPERTY TAX FROM THE EDUCATIONAL REVENUE
AUGMENTATION FUND (ERAF)
Property tax refunds from San Mateo County's ERAF occur when the amounts contributed to the
fund by local agencies in a fiscal year exceed withdrawals. In 2013, the State significantly
increased funding distributed to schools under the Local Control Funding Formula, translating
to higher draws from county ERAFs statewide. In recent years, uncertainty about the growing
demands on ERAF monies dictated that San Mateo County jurisdictions budget ERAF refunds
conservatively, as these refunds were projected to decline and could be eliminated. However, San
Mateo County's growing economy and escalating property values have created larger
contributions to the fund at a time when property tax revenues are sufficient to fund school
district needs more fully. Therefore, ERAF refunds have grown over the years. However, there
has been some dispute about the proper allocation of ERAF monies, resulting in further
uncertainty about the future of the refunds. The City received over $3.9 million in excess ERAF
in the current fiscal year, but as this revenue is uncertain, $3.4 million has been included in
property tax revenues for fiscal year 2025-26.
•The proposed budget assumes that the City will continue to receive significant
refunds from the County's Educational Revenue Augmentation Fund.
SALES & USE TAX
Sales tax is imposed on retailers at the point of sale. Use tax is imposed on purchasers who buy
goods out-of-state for use within California. In November 2017, Burlingame voters approved
Measure I, a retail transactions and use tax of ¼ percent, effective April 1, 2018. The sales tax rate
for taxable sales transactions within Burlingame is currently 9.625%. The State's Department of
Tax and Fee Administration (CDTFA) allocates the Bradley Burns (local 1%) sales tax revenue to
the jurisdiction where the taxable sales transactions occur. The CDTFA is also responsible for
collecting Measure I revenues, which are accounted for separately from the City's regular sales
tax receipts.
Transaction data from the fourth quarter of calendar year 2024 is now available and supports the
fiscal year 2025-26 forecast. Overall, receipts from the fourth quarter were 5.1 percent below the
same sales period in 2023. Excluding reporting aberrations, actual sales were down 10.6 percent.
22
CITY OF BURLINGAME | FISCAL YEAR 202 5 - 2 6
•The City's sales and use tax revenue projection assumes that taxable sales
transactions will decline in fiscal year 2025-26.
•The City anticipates receiving $3.2 million in revenue from Measure I, which is
included in the 2025-26 fiscal year budget for General Fund Sales Tax revenues.
TRANSIENT OCCUPANCY TAX
Transient occupancy tax (TOT) is levied when a room in a hotel (or other temporary lodging) is
occupied for 30 days or less. Voters last approved an increase (from 10% to 12%) in November
2009 to preserve municipal service levels and fund capital infrastructure projects.
As the City's largest and most economically sensitive revenue source, TOT revenues were
significantly impacted by the COVID-19 pandemic. At nearly $29.4 million, TOT accounted for
approximately 34.8 percent of all General Fund revenue in fiscal year 2018-19, dropping to $20.4
million in fiscal year 2019-20, and dropping to $5.7 million in fiscal year 2020-21. The actual
receipts for fiscal years 2021-22, 2022-23, and 2023-24 were $12.4 million, $18.3 million, and $ 19.3
million, respectively. For the first nine months of fiscal year 2024-25, TOT revenue is 3.6% higher
than in the prior year.
There is little doubt that the region will again attract robust business and leisure travel over the
long term. According to data from The San Francisco Peninsula (formerly the San Mateo
County/Silicon Valley Convention and Visitors Bureau), revenue per available room for the SFO
Corridor is up 5.6 percent through March 2025. The City monitors average daily rates (ADR) on
a monthly basis and makes estimates of ADR and occupancy rates based on transient occupancy
tax receipts received for the previous month and industry reports. The average occupancy rate
year-to-date through March 2025 was 74.3 percent (vs. 73.2 percent through March 2024), and the
average room rate was $188.10 (vs. $180.67 through March 2024). The 2025-26 fiscal year budget
projects these revenues at around $22.8 million.
•The proposed fiscal year 2025-26 budget includes approximately $22.8 million
in TOT revenues. Although this amount is 5.3% higher than the estimated
receipts from the year ending June 30, 2025, this forecast represents only 77.7%
of the pre-COVID fiscal year 2018-19 level.
WATER & SEWER RATES
The City last increased water rates in January 2019; the incremental rate increases were meant to
address the higher costs and lower revenues (due to conservation efforts) created by the severe
drought conditions in northern California beginning in 2012 and finally ending in 2017. The rate
increases helped the Water Fund cover the higher cost of wholesale water purchased from the
San Francisco Public Utilities Commission (SFPUC) and provided continued funding of prudent
capital improvements in the Water utility. With improving reservoir levels and water
consumption easing back into higher, pre-drought patterns, revenues in the Water and Sewer
Utilities have been much easier to anticipate accurately.
23
CITY OF BURLINGAME | FISCAL YEAR 202 5 - 2 6
Water consumption patterns in fiscal year 2025-26 are projected to increase slightly from the
current year. As there will be no rate increases, projected revenues are anticipated to be nearly
$20.2 million. Funding of capital projects/infrastructure within the Water utility will be nearly
$3.7 million.
The City Council approved average sewer rate increases of 9% for the three calendar years
beginning January 1, 2022. Revenues for the Sewer Fund are projected to be flat in the upcoming
fiscal year. Funding of capital projects/infrastructure within the Sewer utility – both collection
system improvements and wastewater treatment plant upkeep – will be $4.8 million in fiscal year
2025-26. Note that capital spending is not included as an expense of the fund. At year-end,
infrastructure improvements are capitalized and reported as long-term assets rather than
remaining in an "unrestricted net position."
•The proposed budget assumes operating revenues of approximately $20.2
million for the Water Enterprise and $16.9 million for the Sewer Enterprise. The
assumption is based on currently enacted rates and conservative consumption
forecasts. The budget provides for sufficient capital spending to maintain the
infrastructure quality supporting these major utilities.
STORM DRAIN FEE
In May 2009, Burlingame residents approved a storm drain fee, collected as an assessment on the
property tax roll, to improve the City's aging storm drain infrastructure. The fee supported the
issuance of bonds in 2010, 2012, and 2016, yielding a total of over $30 million in bond proceeds to
implement a $39 million capital improvement program. Pursuant to the authority granted by the
voters, the City Council may increase the storm drain fee each fiscal year by the annual consumer
price index (CPI), but not to exceed 2%. The report published by the Bureau of Labor Statistics as
of March 12, 2025, was the CPI report for February 2025, which indicated a CPI increase of 2.7%.
In April 2025, the City Council authorized an increase of 2% to the storm drain fee. These revenues
will provide amounts adequate to pay the debt service on the bonds that provide funding for
identified storm drain capital projects, including the latest 2021 Storm Drainage Revenue Bonds
issuance.
•The proposed Storm Drain Special Revenue Fund budget assumes a 2.0%
increase in the storm drain fee, for estimated revenues of nearly $3.3 million.
WAGES AND BENEFITS
In recognition of the long-term obligations incurred from employment benefits, growth in the
City's workforce has been kept to a minimum in recent years. Personnel costs represent a large
investment in the City's resources, and requests for increases in full-time equivalent (FTE)
positions are carefully monitored to ensure they provide the best ongoing value towards
addressing the City's long-term goals. The 2025-26 fiscal year budget expenditures include a net
increase of 4.0 FTE personnel positions – one Park Maintenance Worker, one Recreation
Supervisor, one Administrative Assistant, and one Information Technology Manager.
24
CITY OF BURLINGAME | FISCAL YEAR 202 5 - 2 6
In general, wages have increased based on the negotiated MOU's for each bargaining unit, as has
the cost of certain benefits.
• The proposed General Fund budget assumes a $1.3 million (3.0%) increase in
the cost of wages and benefits of full-time, part-time, and seasonal employees.
CALIFORNIA PUBLIC EMPLOYEES' RETIREMENT SYSTEM (CALPERS)
As a result of heavy investment losses during the recession, lower earnings forecasted, new
actuarial methods, and a projection of longer life spans, CalPERS (the California Public
Employees' Retirement System) has raised contribution rates considerably in recent years. In
order to fund CalPERS pensions, the blended (Classic and PEPRA combined) employer
contribution rates for the City's employees for the upcoming fiscal year are 73.4% for Safety
personnel and 32.0% for Miscellaneous personnel, resulting in a city-wide budget of
approximately $12.4 million, up from the $11.2 million provided in the adopted budget for the
2024-25 fiscal year.
• The proposed budget assumes that increased employer rates and required
lump-sum payments to CalPERS will increase pension costs by 10.8%
(approximately $1.2 million) in the upcoming fiscal year.
PENSION LIABILITY STRATEGY
In recent years, CalPERS reduced its investment return assumptions following years of lower-
than-expected rates of return on its investment portfolio; the resulting shortfalls must be offset
by larger employer contributions. More realistic assumptions have added transparency to the
true level of funding needed to ensure CalPERS has the resources to meet its obligations to
retiring workers in the future. However, these changes have significantly increased the City's
unfunded pension obligations and led to an associated rise in employer contribution rates.
The City's total estimated net pension liability is over $90.4 million at June 30, 2024 (per the June
30, 2023 measurement date). To address the gap between its pension obligations and the assets
set aside to fund them, the City plans to continue to pay the required employer contributions to
CalPERS.
A § 115 Trust Fund for Pensions was established with Public Agency Retirement Services (PARS)
in October 2017. Funds in the trust, which should grow at higher rates of return than can be
obtained in the City's portfolio, will accumulate and be withdrawn when the CalPERS rates
exceed the established threshold rates for each pension plan. However, contributions to the trust
fund cannot be considered expenditures or included in the budget for each fiscal year. In addition,
the City Council must authorize the contributions, and they will be reflected as "restricted" fund
balance for financial reporting purposes. FY 2025-26 will mark the second year that the City
temporarily pauses the annual contribution since the inception of the trust account; this step is
being taken to deal with continued budget deficits.
25
CITY OF BURLINGAME | FISCAL YEAR 202 5 - 2 6
•The proposed fiscal plan does not include any contribution to the City's § 115
Trust Fund in fiscal year 2025-26.
INTERNAL SERVICE FUND CHARGES
The Internal Service Funds (ISFs) are funded through charges to City departments and account
for certain programs and services that benefit all departments. Costs are allocated to the
departments based on usage/benefit or, in the case of insurance (General Liability, Workers'
Compensation, and Employment Risk Management programs) ISFs, a historical analysis of the
severity and frequency of claims.
The Administrative/Information Technology Services Internal Service Fund (ISF) accounts
mainly for the City’s information technology and printing services, which reflect an allocation of
the citywide costs of various activities. Although the budget for the Administrative/Information
Technology Services ISF includes an increase of 2.7 percent in the base contract for IT services
with Eaton & Assoicates, several other cost increases are reflected in the fund’s budget for FY
2025-26, which will push allocations to all City departments (charges for services) higher. For
example, a server upgrade project ($225,000) and hiring one Information Technology Manager
were included in the proposed budget.
The General Liability and Workers’ Compensation ISF increases are primarily due to increased
insurance premiums.
The Fleet and Equipment ISF accounts for the costs of operating, maintaining, and repairing the
City's automotive equipment and provides for future equipment replacement.
•The proposed budget assumes an increase of $502,000 for the Information
Technology ISF and $314,000 for the General Liability, Workers' Compensation,
and Employment Insurance ISFs. Fleet & Equipment ISF costs are expected to
increase by over $2.6 million.
CENTRAL COUNTY FIRE DEPARTMENT BUDGET PRESENTATION
The proposed budget includes a General Fund appropriation for fire and emergency medical
services and disaster preparedness. The largest part of this budget reflects Burlingame's portion
of the Fire Department's budget as adopted by the Central County Fire Department (CCFD)
Board of Directors. Costs associated with the CCFD budget that are NOT reimbursed as part of
the agreement include capital improvements to City fire facilities. In addition, the costs of
workers' compensation for coverage of claims incurred prior to 2010 are included in the City's
budget. In December 2014, CCFD entered into a contract to provide fire protection and emergency
medical services to the City of Millbrae, further reducing the cost of Fire Department services per
capita for participating cities.
26
CITY OF BURLINGAME | FISCAL YEAR 202 5 - 2 6
As approved in April, CCFD's FY 2025-26 operating budget reflects a Burlingame contribution of
approximately $16.3 million, an increase of 5.4% (about $0.8 million) over current-year costs.
•The City's budget accurately reflects the total General Fund costs of providing
fire protection, emergency medical, disaster preparedness, and related services
for the upcoming fiscal year.
27
28
General Fund
62.8%
Water and Sewer
Fund - 26.3%
Enterprise Funds
4.8%
Other Funds
6.1%
Property tax
24.4%
Sales Tax
11.6%
Transient Occupancy Tax
15.5%
Other Taxes
2.9%
Charges for Services
5.3%
Other Revenues
3.1%
Water and Sewer
Services
26.3%
Building Permit Fees
3.1%
Parking Fees
1.7%
Special Revenues
5.1%
Other Revenue
1.0%
Proposed FY 2025-26 Citywide Revenues by Type
29
2023-24
ACTUAL
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
PROPERTY TAX-CURRENT SECURED 22,303,732 23,154,060 23,854,060 25,002,090
PROPERTY TAX-SEC SUPPL (SB813)588,030 550,000 250,000 275,000
PROPERTY TAX-CURRENT UNSECURED 957,178 941,910 986,910 1,039,330
PROPERTY TAX-UNSECURED-PRIOR (15,205)---
PROPERTY TAX-UNITARY TAX 381,868 380,870 405,870 408,070
PROPERTY TAX IN LIEU OF VLF 3,575,109 3,090,275 4,550,275 5,822,000
ERAF REFUND 3,771,416 3,300,000 3,900,000 3,400,000
SUBTOTAL - PROPERTY TAX 31,562,129 31,417,115 33,947,115 35,946,490
SALES & USE TAX 14,142,301 14,139,260 14,619,260 13,659,290
PUBLIC SAFETY FUND-SALES TAX 204,936 212,400 212,400 212,600
0.25% MEASURE I 3,280,648 3,142,000 3,142,000 3,191,000
SUBTOTAL - SALES TAX 17,627,886 17,493,660 17,973,660 17,062,890
TRANSIENT OCCUPANCY TAX 19,269,767 22,594,000 21,589,000 22,749,000
TOT-SHORT TERM RENTAL 18,836 12,000 17,000 12,000
SUBTOTAL - TRANSIENT OCCUPANCY TAX 19,288,603 22,606,000 21,606,000 22,761,000
TMD 1% COLLECTION 25,542 60,000 60,000 60,000
SUBTOTAL - 25,542 60,000 60,000 60,000
REAL PROPERTY TRANSFER TAX 393,906 500,000 400,000 400,000
BUSINESS LICENSE TAX 1,521,971 1,400,000 1,400,000 1,500,000
BUSINESS LICENSE TAX-PARKING 387,426 300,000 400,000 385,000
BUSINESS LIC AUDIT REVENUE 200 ---
BUSINESS LICENSE CANNABIS 225 ---
FRANCHISE TAX - GAS 188,725 180,000 180,000 180,000
FRANCHISE TAX - GAS SURCHARGE 9,671 10,000 10,000 10,000
FRANCHISE TAX - ELECTRIC 173,145 180,000 180,000 180,000
FRANCHISE TAX - ELEC SURCHARGE 209,539 210,000 210,000 210,000
FRANCHISE TAX - GARBAGE 899,581 985,000 985,000 1,014,600
FRANCHISE TAX - CABLE TV 327,263 350,000 300,000 300,000
FRANCHISE TAX - WAVE - ASTOUND 10,764 15,000 10,000 10,000
FRANCHISE TAX - AT&T VIDEO SVC 42,790 35,000 30,000 30,000
STATE HOPTR 61,373 64,000 64,000 64,000
SUBTOTAL - OTHER TAXES 4,226,578 4,229,000 4,169,000 4,283,600
TOTAL TAX REVENUE 72,730,739 75,805,775 77,755,775 80,113,980
TOBACCO RETAILER PERMIT --12,000 12,000
SUBTOTAL - --12,000 12,000
USE OF MONEY AND PROPERTY (2)---
RENTAL INCOME 271,934 995,000 245,000 1,507,000
SUBTOTAL - USE OF MONEY & PROPERTY 271,932 995,000 245,000 1,507,000
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION
GENERAL FUND
30
2023-24
ACTUAL
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION
INTEREST INCOME 4,430,060 1,850,000 2,550,000 2,000,000
INTEREST INCOME - FMV ADJ 1,434,008 ---
SUBTOTAL - INTEREST INCOME 5,864,068 1,850,000 2,550,000 2,000,000
TAXI LICENSES 84 200 200 200
TAXICAB INSPECTIONS 185 400 400 400
ALARM PERMIT FEES 70,728 70,000 70,000 67,000
OVERNIGHT PARKING PERMIT FEES 15,764 12,000 12,000 15,000
SUBTOTAL - LICENSES & PERMITS 86,761 82,600 82,600 82,600
FILING AND CERTIFICATION FEES 34 ---
SMCCVB ANNUAL FEE-BID 9,300 ---
FALSE ALARM CHARGES 16,950 20,000 20,000 20,000
DUI CHARGES --13,000 -
SPECIAL POLICE SERVICES 4,530 3,000 5,000 5,000
LIVESCAN FEES 1,226 3,000 3,000 3,000
VEHICLE RELEASE FEES 47,747 30,000 35,000 35,000
REIMBURSEMENT FOR SERVICE COST 1,201,986 -700,000 -
PUBLIC WORKS FEES & SERVICES 1,810,986 1,520,000 1,520,000 1,520,000
PLAN CHECK FEES - ENGINEERING 28,374 90,000 90,000 50,000
STORMWATER INSPECTION FEE -4,000 4,000 4,000
REIMB STATE HWAY MAINTENANCE 19,071 25,000 25,000 25,000
PLANNING FEES 299,771 350,000 350,000 300,000
ZONING/SIGN PLAN CHECKING 199,771 225,000 225,000 200,000
USE PERMIT FEES 43,934 37,000 37,000 37,000
SHORT TERM RENTAL PERMIT FEES 1,200 1,000 1,000 1,000
RECREATION FEES & SERVICES 4,416,700 3,800,000 4,100,000 4,200,000
PARK SPECIAL SERVICES 69,866 200,000 100,000 200,000
ARBORIST PLAN CHECK/SITE INSP.14,653 20,000 30,000 26,000
ARBORIST FEE-PLANNING 8,794 20,000 5,000 20,000
PROTECTED TREE APPLICATION FEE 13,068 20,000 35,000 40,000
AQUATICS REIMBURSEMENT 113,381 140,000 140,000 316,900
LIBRARY FEES & SERVICES 11,514 10,000 10,000 10,000
LIBRARY SERVICES-HILLSBOROUGH 796,572 796,572 796,572 764,672
SUBTOTAL - CHARGES FOR SERVICES 9,129,426 7,314,572 8,244,572 7,777,572
PARKING CITATIONS 660,529 625,000 695,000 625,000
VEHICLE CODE FINES 56,436 45,000 45,000 35,000
CODE ENFORCEMENT CITATIONS 4,800 8,000 8,000 8,000
SUBTOTAL - FINES, FORFEITURES & PENALTIES 721,765 678,000 748,000 668,000
STATE MOTOR VEHICLE TAX 38,604 ---
MANDATED COST REIMBURSEMENT 42 ---
POST REIMBURSEMENT 10,007 15,000 15,000 15,000
SLESF-COPS PROGRAM 186,159 200,000 200,000 200,000
STATE GRANT REVENUE 37,934 ---
31
2023-24
ACTUAL
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION
SUBTOTAL - FEDERAL & STATE SUBVENTIONS 272,746 215,000 215,000 215,000
MISCELLANEOUS REVENUES 157,153 137,000 137,000 137,000
OVERAGES/SHORTAGES 2 ---
DAMAGE RECOVERIES 7,531 ---
VB GOLF/DOUBLETREE-COST REIMB.5,043 ---
COMMUNITY BENEFITS 250,000 250,000 250,000 -
SUBTOTAL - OTHER REVENUE 419,730 387,000 387,000 137,000
TOTAL NON-TAX REVENUE 16,766,427 11,522,172 12,484,172 12,399,172
GENERAL FUND, BEFORE TRANSFERS $89,497,166 $87,327,947 $90,239,947 $92,513,152
TRANSFER IN FROM TRAFFIC SAFETY FUND ----
TRANSFER IN FROM BURL AVE ASSESSMENT DISTRICT 310,000 310,000 310,000 310,000
TRANSFER IN FROM GAS TAX FUND 6,000 6,000 6,000 6,000
TRANSFER IN FROM STORM DRAINAGE FUND 15,000 15,000 15,000 15,000
TRANSFER IN FROM OTHER LOCAL GRANTS FUND ----
TRANSFER IN FROM DEVELOPMENT FEES FUND ----
TRANSFER IN FROM PUB. FACILITIES IMP. FEES FUND --50,000 -
TRANSFER IN FROM WATER OPS FUND 666,313 724,408 743,338 799,429
TRANSFER IN FROM SEWER OPS FUND 398,489 423,784 442,714 457,989
TRANSFER IN FROM PARKING OPS FUND 344,438 348,188 348,188 350,188
TRANSFER IN FROM SOLID WASTE FUND 58,000 58,000 65,280 107,330
TRANSFER IN FROM BUILDING FUND 125,000 128,000 459,960 772,294
TRANSFER OUT TO STORM DRAINAGE FUND ----
TRANSFER OUT TO BURLINGAME TRAIN SHUTTLE FUND (52,300)(52,300)(52,300)(52,300)
TRANSFER OUT TO OTHER LOCAL GRANTS FUND ----
TRANSFER OUT TO CAPITAL IMPROVEMENT FUND ----
TRANSFER OUT TO PARKS & TREES CIP FUND (6,034,000)(1,440,000)(1,440,000)(1,860,000)
TRANSFER OUT TO FACILITIES CIP FUND -(6,400,000)(8,217,040)(6,001,920)
TRANSFER OUT TO STREETS CIP FUND (530,000)--(100,000)
TRANSFER OUT TO DEBT SERVICE FUND (2,622,687)(2,650,192)(2,650,192)(2,121,839)
TRANSFER OUT TO WATER OPS FUND ----
TRANSFER OUT TO EQUIPMENT SERVICES FUND ----
MEASURE I - TRANSFER OUT TO FACILITIES CIP FUND -(1,000,000)(1,000,000)(1,000,000)
MEASURE I - TRANSFER OUT TO STREETS CIP FUND (2,000,000)(2,000,000)(2,000,000)(1,000,000)
MEASURE I - TRANSFER OUT TO DEBT SERVICE FUND (1,000,000)(1,000,000)(1,000,000)(1,000,000)
TOTAL INTERFUND TRANSFERS (10,315,747)(12,529,112)(13,919,052)(10,317,829)
GENERAL FUND REVENUE, NET TRANSFERS $79,181,419 $74,798,835 $76,320,895 $82,195,323
32
2023-24
ACTUAL
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
BURL AVE ASSESSMENT DISTRICT
INTEREST INCOME 19,692 3,500 3,500 5,000
SPECIAL ASSESSMENT REVENUE 383,224 310,000 310,000 310,000
BURL AVE ASSESSMENT DISTRICT, BEFORE TRANSFERS 402,916 313,500 313,500 315,000
TRANSFER OUT TO GENERAL FUND (310,000)(310,000)(310,000)(310,000)
TOTAL INTERFUND TRANSFERS (310,000)(310,000)(310,000)(310,000)
BURL AVE ASSESSMENT DISTRICT, NET TRANSFERS 92,916 3,500 3,500 5,000
MEASURE A & GAS TAX
INTEREST INCOME 172,005 15,000 15,000 48,000
MEASURE A 1,013,409 1,000,000 1,000,000 1,000,000
SECTION 2103-EXCISE TAX 284,297 277,530 277,530 284,320
SECTION 2105-PROP 111 GAS TAX 189,595 194,030 194,030 198,890
SECTION 2106-NEW CONSTRUCTION 124,834 126,710 126,710 130,340
SECTION 2107-MAINT. & CONSTRUC 256,633 265,160 265,160 271,440
SECTION 2107.5-ADMINSTRATION 6,000 6,000 6,000 6,000
ROAD & MAINT REHAB (RMRA SB1) 806,517 799,840 799,840 819,720
MEASURE A & GAS TAX, BEFORE TRANSFERS 2,853,290 2,684,270 2,684,270 2,758,710
TRANSFER OUT TO GENERAL FUND (6,000)(6,000)(6,000)(6,000)
TRANSFER OUT TO STREETS CIP FUND (1,880,000)(2,875,000)(2,875,000)(3,360,000)
TOTAL INTERFUND TRANSFERS (1,886,000)(2,881,000)(2,881,000)(3,366,000)
MEASURE A & GAS TAX, NET TRANSFERS 967,290 (196,730)(196,730)(607,290)
STORM DRAINAGE FUND
INTEREST INCOME 827,456 60,000 60,000 240,000
STORM DRAIN FEES 3,168,192 3,316,800 3,316,800 3,305,990
STORM DRAINAGE FUND, BEFORE TRANSFERS 3,995,648 3,376,800 3,376,800 3,545,990
TRANSFER OUT TO GENERAL FUND (15,000)(15,000)(15,000)(15,000)
TRANSFER OUT TO DEBT SERVICE FUND (2,587,418)(2,593,583)(2,593,583)(2,596,840)
TOTAL INTERFUND TRANSFERS (2,602,418)(2,608,583)(2,608,583)(2,611,840)
STORM DRAINAGE FUND, NET TRANSFERS 1,393,230 768,217 768,217 934,150
PUBLIC TV ACCESS FUND
INTEREST INCOME 46,154 8,500 8,500 14,000
PEG ACCESS FEE 76,540 80,000 80,000 75,000
PUBLIC TV ACCESS FUND, BEFORE TRANSFERS 122,694 88,500 88,500 89,000
PUBLIC TV ACCESS FUND, NET TRANSFERS 122,694 88,500 88,500 89,000
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION
SPECIAL REVENUE FUNDS
33
2023-24
ACTUAL
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION
MEASURE W FUND
INTEREST INCOME 71,199 5,000 5,000 20,000
MEASURE W 451,278 440,000 440,000 440,000
MEASURE W FUND, BEFORE TRANSFERS 522,477 445,000 445,000 460,000
MEASURE W FUND, NET TRANSFERS 522,477 445,000 445,000 460,000
DEVELOPMENT FEES FUND
INTEREST INCOME 974,285 128,000 128,000 200,000
DEVELOPMENT FEES FUND, BEFORE TRANSFERS 974,285 128,000 128,000 200,000
TRANSFER OUT TO BAYFRONT DEV. IMPACT FEES FUND ---(1,854,000)
TRANSFER OUT TO STREETS CIP FUND (290,247)---
TOTAL INTERFUND TRANSFERS (290,247)--(1,854,000)
DEVELOPMENT FEES FUND, NET TRANSFERS 684,038 128,000 128,000 (1,654,000)
BAYFRONT DEV. IMPACT FEES FUND
BAYFRONT DEVELOPMENT FEES 713,500 ---
BAYFRONT DEV. IMPACT FEES FUND, BEFORE TRANSFERS 713,500 ---
TRANSFER IN FROMDEVELOPMENT FEES FUND ---1,854,000
TRANSFER OUT TO STREETS CIP FUND (500,000)(650,000)(650,000)-
TOTAL INTERFUND TRANSFERS (500,000)(650,000)(650,000)1,854,000
BAYFRONT DEV. IMPACT FEES FUND, NET TRANSFERS 213,500 (650,000)(650,000)1,854,000
N. BURL. DEV. IMPACT FEES FUND
N. BURLINGAME DEVELOPMENT FEE 252,652 ---
N. BURL. DEV. IMPACT FEES FUND, BEFORE TRANSFERS 252,652 ---
TRANSFER OUT TO STREETS CIP FUND (509,753)---
TOTAL INTERFUND TRANSFERS (509,753)---
N. BURL. DEV. IMPACT FEES FUND, NET TRANSFERS (257,101)---
PUB. FACILITIES IMP. FEES FUND
PUBLIC FACILITIES IMPACT FEE 3,915,933 ---
PUB. FACILITIES IMP. FEES FUND, BEFORE TRANSFERS 3,915,933 ---
TRANSFER OUT TO GENERAL FUND --(50,000)-
TRANSFER OUT TO PARKS & TREES CIP FUND (50,000)---
TRANSFER OUT TO FACILITIES CIP FUND (3,000,000)(2,000,000)(2,000,000)(600,000)
TRANSFER OUT TO STREETS CIP FUND (180,000)--(1,900,000)
TOTAL INTERFUND TRANSFERS (3,230,000)(2,000,000)(2,050,000)(2,500,000)
PUB. FACILITIES IMP. FEES FUND, NET TRANSFERS 685,933 (2,000,000)(2,050,000)(2,500,000)
34
2023-24
ACTUAL
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION
HOUSING FUND
RESIDENTIAL HOUSING IMPACT FEE ----
REIMBURSEMENT 21,482 ---
HOUSING FUND, BEFORE TRANSFERS 21,482 ---
HOUSING FUND, NET TRANSFERS 21,482 ---
FEDERAL & STATE GRANTS
BULLETPROOF VEST P'SHIP GRANT ----
PD OTS GRANT-20.600 TRAFFIC 4,333 ---
PD OTS GRANT-20.608 DUI 27,548 ---
PD TOBACCO GRANT-STATE DOJ 3,749 -86,639 -
STATE GRANT REVENUE 166,393 ---
FEDERAL & STATE GRANTS, BEFORE TRANSFERS 202,023 -86,639 -
FEDERAL & STATE GRANTS, NET TRANSFERS 202,023 -86,639 -
OTHER LOCAL GRANTS & DONATIONS
INTEREST INCOME ---
GRANT REVENUE -9,957 -
DONATIONS ---
OTHER LOCAL GRANTS FUND, BEFORE TRANSFERS -9,957 -
OTHER LOCAL GRANTS & DONATIONS, NET TRANSFERS -9,957 -
BURLINGAME TRAIN SHUTTLE FUND
GRANTS & CONTRIBUTIONS 65,000 65,000 65,000
BURLINGAME TRAIN SHUTTLE FUND, BEFORE TRANSFERS 65,000 65,000 65,000
GRANTS & CONTRIBUTIONS 52,300 52,300 52,300
TOTAL INTERFUND TRANSFERS 52,300 52,300 52,300
BURLINGAME TRAIN SHUTTLE FUND, NET TRANSFERS 117,300 117,300 117,300
17,445
57,759
430,294
505,497
505,497
59,203
59,203
52,300
52,300
111,503
35
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
WATER OPS FUND
INTEREST INCOME 225,000 225,000 430,000
UTILITY SALES 20,000,000 20,000,000 20,000,000
WATER - FIRE SERVICES 40,000 40,000 35,000
TAPS FOR NEW METERS 90,000 90,000 100,000
FIRE FLOW INSPECTION 10,000 10,000 10,000
UTILITY LATE PAYMENT PENALTIES 35,000 35,000 40,000
MISCELLANEOUS REVENUES 3,000 3,000 5,000
WATER OPS FUND, BEFORE TRANSFERS 20,403,000 20,403,000 20,620,000
TRANSFER IN FROM WATER OPERATIONS FUND 4,325,000 4,325,000 3,425,000
TRANSFER OUT TO GENERAL FUND (724,408)(743,338)(799,429)
TRANSFER OUT TO FACILITIES CIP FUND (675,000)(675,000)(250,000)
TRANSFER OUT TO WATER CAPITAL PROJECTS FUND (4,325,000) (4,325,000) (3,425,000)
TOTAL INTERFUND TRANSFERS (1,399,408) (1,418,338) (1,049,429)
WATER OPS FUND, NET TRANSFERS 19,003,592 18,984,662 19,570,571
SEWER OPS FUND
INTEREST INCOME 220,000 220,000 380,000
SEWER SERVICE CHARGES 14,800,000 14,800,000 15,000,000
HILLSBOROUGH SEWER CHARGES 1,564,900 1,564,900 1,500,000
BURLINGAME HILLS SEWER CHARGES 268,000 268,000 250,000
SEWER DISCHARGE PERMITS 125,000 125,000 100,000
SEWER CONNECTION FEES 35,000 35,000 25,000
MISCELLANEOUS REVENUES ---
SEWER OPS FUND, BEFORE TRANSFERS 17,012,900 17,012,900 17,255,000
TRANSFER IN FROM SEWER OPERATIONS FUND 4,190,000 4,190,000 4,548,000
TRANSFER OUT TO GENERAL FUND (423,784)(442,714)(457,989)
TRANSFER OUT TO FACILITIES CIP FUND (675,000)(675,000)(250,000)
TRANSFER OUT TO WATER CAPITAL PROJECTS FUND --(25,000)
TRANSFER OUT TO SEWER CAPITAL PROJECTS FUND (4,190,000) (4,190,000) (4,523,000)
TOTAL INTERFUND TRANSFERS (1,098,784) (1,117,714)(707,989)
SEWER OPS FUND, NET TRANSFERS 15,914,116 15,895,186 16,547,011
PARKING OPS FUND
INTEREST INCOME 52,000 52,000 175,000
PARKING FEES 2,100,000 2,300,000 2,200,000
MONTHLY PARKING PERMITS 120,000 120,000 120,000
EV CHARGING STATION REVENUES 30,000 50,000 40,000
PARKLET SPACE USE FEE -14,048 -
PARKING OPS FUND, BEFORE TRANSFERS 2,302,000 2,536,048 2,535,000
(2,665,000)
580,154
2,387,050
202,500
66,257
-
3,235,961
(568,489)
17,475,048
137,924
-
1,408
18,043,537
2,665,000
(398,489)
(170,000)
-
19,610,815
1,340,581
18,905,304
43,613
87,159
16,928
37,267
16,276
20,447,128
3,330,000
(666,313)
(170,000)
1,259,555
15,218,990
1,198,576
227,084
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION 2023-24
ACTUAL
ENTERPRISE FUNDS
(3,330,000)
(836,313)
36
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION 2023-24
ACTUAL
TRANSFER IN (OUT) FROM PARKING OPERATIONS FUND 400,000 400,000 500,000
TRANSFER OUT TO GENERAL FUND (348,188)(348,188)(350,188)
TRANSFER OUT TO FACILITIES CIP FUND -(165,000)-
TRANSFER IN (OUT) TO PARKING CAPITAL PROJECTS FUND (400,000)(400,000)(500,000)
TOTAL INTERFUND TRANSFERS (348,188)(513,188)(350,188)
PARKING OPS FUND, NET TRANSFERS 1,953,812 2,022,860 2,184,812
SOLID WASTE FUND
INTEREST INCOME 45,000 45,000 75,000
STEAM CLEANING DOWNTOWN 163,000 163,000 163,000
AB939 ADMINISTRATION FEE 115,000 115,000 115,000
STREET SWEEPING FEE 300,000 300,000 300,000
CITY MGMT FEE 58,000 58,000 58,000
MISCELLANEOUS REVENUES 100,000 100,000 100,000
SOLID WASTE FUND, BEFORE TRANSFERS 781,000 781,000 811,000
TRANSFER OUT TO GENERAL FUND (58,000)(65,280)(107,330)
TRANSFER OUT TO LANDFILL FUND ---
TOTAL INTERFUND TRANSFERS (58,000)(65,280)(107,330)
SOLID WASTE FUND, NET TRANSFERS 723,000 715,720 703,670
LANDFILL FUND
INTEREST INCOME 25,000 25,000 45,000
LANDFILL CLOSURE 540,000 540,000 550,000
LANDFILL FUND, BEFORE TRANSFERS 565,000 565,000 595,000
TRANSFER IN FROM SOLID WASTE FUND ---
TOTAL INTERFUND TRANSFERS ---
LANDFILL FUND, NET TRANSFERS 565,000 565,000 595,000
BUILDING FUND
INTEREST INCOME 250,000 250,000 340,000
CONSTRUCTION PERMIT FEE 2,600,000 2,600,000 2,500,000
BLDG PLAN CHECK FEES 2,500,000 2,500,000 1,500,000
IMAGING FEES 75,000 75,000 100,000
SB1186 DISABILITY ACCESS COMPL ---
MISCELLANEOUS REVENUES 100,000 100,000 100,000
BUILDING FUND, BEFORE TRANSFERS 5,525,000 5,525,000 4,540,000
TRANSFER OUT TO GENERAL FUND (128,000)(459,960)(772,294)
TOTAL INTERFUND TRANSFERS (128,000)(459,960)(772,294)
BUILDING FUND, NET TRANSFERS 5,397,000 5,065,040 3,767,706
1,172,016
4,467,276
1,033,656
176,164
18,189
188,022
7,055,323
(125,000)
(125,000)
6,930,323
162,276
562,238
724,514
1,000,000
1,000,000
1,724,514
233,152
162,800
112,448
300,000
58,000
211,200
1,077,600
(58,000)
(1,000,000)
(1,058,000)
19,600
418,590
(344,438)
(35,000)
(418,590)
(379,438)
2,856,523
37
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
INTEREST INCOME 240,500 240,500 378,000
REIMBURSEMENT ---
MISCELLANEOUS REVENUES ---
SALE OF ASSETS ---
INTERNAL SERVICE FUNDS, BEFORE TRANSFERS 240,500 240,500 378,000
INTERNAL SERVICE FUNDS, NET TRANSFERS 240,500 240,500 378,000
FEDERAL GRANT ---
AB1546 VEH. REGISTRATION FEES 120,000 120,000 120,000
SMC MEASURE A GRANT ---
SMC MEASURE W GRANT ---
STATE GRANT REVENUE ---
MISCELLANEOUS REVENUES ---
MISCELLANEOUS REVENUES ---
MISCELLANEOUS REVENUES ---
DONATIONS TO PARKS & REC ---
CAPITAL PROJECT FUNDS, BEFORE TRANSFERS 120,000 120,000 120,000
PARKS & TREES CIP FUND - TRANSFER IN FROM GENERAL FUND 1,440,000 1,440,000 1,860,000
STREETS CIP FUND - TRANSFER IN FROM GENERAL FUND --100,000
FACILITIES CIP FUND - TRANSFER IN FROM GENERAL FUND 6,400,000 8,217,040 6,001,920
STREETS CIP FUND - TRANSFER IN FROM MEASURE I FUND 2,000,000 2,000,000 1,000,000
FACILITIES CIP FUND - TRANSFER IN FROM MEASURE I FUND 1,000,000 1,000,000 1,000,000
STREETS CIP FUND - TRANSFER IN FROM GAS TAX FUND 1,750,000 1,750,000 1,750,000
STREETS CIP FUND - TRANSFER IN FROM MEASURE A FUND 1,125,000 1,125,000 1,610,000
STREETS CIP FUND - TRANSFER IN FROM DEVELOPMENT IMPACT FEE ---
STREETS CIP FUND - TRANSFER IN FROM BAYFRONT FUND 650,000 650,000 -
STREETS CIP FUND - TRANSFER IN FROM N BURLINGAME FUND ---
PARKS & TREES CIP FUND - TRANSFER IN FROM FACILITIES IMPACT FUND ---
FACILITIES CIP FUND - TRANSFER IN FROM FACILITIES IMPACT FEE 2,000,000 2,000,000 600,000
STREETS CIP FUND - TRANSFER IN FROM FACILITIES IMPACT FEE --1,900,000
STREETS CIP FUND - TRANSFER IN FROM CAPITAL IMPROVE FUND ---
STORM DRAINAGE CIP FUND - TRANSFER IN FROM BURLINGAME FINANCING
AUTHORITY FUND 1,500,000 1,500,000 2,000,000
FACILITIES CIP FUND - TRANSFER IN FROM WATER OPS FUND 675,000 675,000 250,000
FACILITIES CIP FUND - TRANSFER IN FROM SEWER OPS FUND 675,000 675,000 250,000
FACILITIES CIP FUND - TRANSFER IN FROM PARKING OPS FUND -165,000 -
PARKS & TREES CIP FUND - TRANSFER IN FROM PARKING CIP FUND -50,000 -
CAPITAL IMPROVEMENT FUND - TRANSFER OUT TO STREET CIP FUND ---
CAPITAL PROJECT FUNDS 19,215,000 21,247,040 18,321,920
CAPITAL PROJECT FUNDS, NET TRANSFERS 19,335,000 21,367,040 18,441,92018,534,816
170,000
35,000
-
(600,000)
16,564,962
3,000,000
180,000
600,000
1,215,962
170,000
430,000
290,247
500,000
509,753
50,000
530,000
-
2,000,000
-
1,450,000
33,000
51,353
1,969,853
6,034,000
1,386,785
15,827
160,000
-
4,253
CAPITAL PROJECT FUNDS (ALL FUNDS, PROGRAMS & SUB-PROGRAMS)
218,840
99,795
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION 2023-24
ACTUAL
INTERNAL SERVICE FUNDS
1,291,168
1,579
5,747
53,391
1,351,885
1,351,885
38
2024-25
BUDGET
2024-25
EST. ACTUAL
2025-26
PROPOSED
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2026
ESTIMATED REVENUES AND INTERFUND TRANSFERS
FUND AND DESCRIPTION 2023-24
ACTUAL
BURLINGAME FINANCING AUTHORITY
INTEREST INCOME 50,000 50,000 400,000
DEBT SERVICE FUND, BEFORE TRANSFERS 50,000 50,000 400,000
TRANSFER IN FROM GENERAL FUND 2,650,192 2,650,192 2,121,839
TRANSFER IN FROM MEASURE I FUND 1,000,000 1,000,000 1,000,000
TRANSFER IN FROM STORM DRAIN FUND 2,593,583 2,593,583 2,596,840
TRANSFER OUT TO STORM DRAIN CIP FUND (1,500,000)(1,500,000)(2,000,000)
TRANSFER OUT TO FUND 501 --(25,000)
TOTAL INTERFUND TRANSFERS 4,743,775 4,743,775 3,693,679
FINANCING AUTHORITY, NET TRANSFERS 4,793,775 4,793,775 4,093,6795,485,176
2,587,418
(1,215,962)
-
4,994,143
491,034
491,034
2,622,687
1,000,000
DEBT SERVICE FUND
39
40
$66.3 $68.0 $71.7
$84.5
$72.2
$62.1
$70.0
$83.6
$89.5 $90.2 $92.5
$-
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26
Estimated ProposedMillionsCity of Burlingame, CA
General Fund Revenues
41
$17.6 $18.9 $20.3
$22.0 $23.3 $24.2
$27.7
$31.3 $31.6
$33.9
$35.9
$4
$6
$8
$10
$12
$14
$16
$18
$20
$22
$24
$26
$28
$30
$32
$34
$36
$38
$40
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26
Estimated ProposedMillionsCity of Burlingame, CA
Property Taxes
42
Where do your Burlingame property tax dollars go?
Burlingame property owners pay approximately 1.1% of the assessed value of their property in taxes each year.
Proposition 13 sets the maximum tax rate at 1% (excluding voter-approved overrides), and limits growth in the
assessed property values to the lesser of inflation or 2% per year. For each property tax dollar collected, the County
of San Mateo receives 29 cents, and educational districts receive 47 cents. The City of Burlingame General Fund,
which provides critical public services including public safety, infrastructure maintenance and improvement,
operation and maintenance of parks and urban forestry, recreational programming for youth, seniors and families,
literacy programs through the City’s public libraries, and community development, receives 17 cents. The remaining
7 cents of the property tax dollar support a variety of programs and special districts, such as the Bay Area Air
Quality Management District and the Peninsula Health Care District.
43
$26.1 $26.3
$27.9
$29.4
$20.4
$5.7
$12.4
$18.3 $19.3
$21.7 $22.8
$-
$5
$10
$15
$20
$25
$30
$35
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26
Estimated ProposedMillionsCity of Burlingame, CA
Transient Occupancy Taxes
44
$12.8 $12.1 $12.3
$15.3
$12.5 $13.1
$14.6 $14.0 $14.3 $14.8 $13.9
$2.5
$2.3
$2.5
$3.0 $3.1 $3.3 $3.1
$3.2
$-
$2
$4
$6
$8
$10
$12
$14
$16
$18
$20
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
Estimated
FY26
ProposedMillionsCity of Burlingame, CA
Sales and Use Taxes
Sales Tax Measure I
45
Operating Expenses
36.17%Debt Service5.56%Proposed FY 2025-26 Citywide Expenses by Type
Employee Services
Operating Expenses
Debt Service
Internal Service Funds
Capital Outlays
46
General
Fund
52.94%
Capital Projects
16.75%
Water
Enterprise
11.74%
Financing Authority
3.52%
Building
Enterprise
2.84%
Parking Enterprise
0.86%
Solid Waste Enterprise
0.60%
Other Funds
2.47%
Proposed FY 2025-26 Appropriations by Major Fund
General Fund
Capital Projects
Water Enterprise
Sewer Enterprise
Financing Authority
Building Enterprise
Parking Enterprise
Solid Waste Enterprise
Other Funds
47
CITY OF BURLINGAME
PROPOSED BUDGET FISCAL YEAR 2025-26
EXPENSES BY DEPARTMENT & TYPE
EMPLOYEE OPERATING DEBT CAPITAL INTERNAL TOTAL
DEPARTMENT SERVICES EXPENSES SERVICE OUTLAY SERVICES RECOVERIES BUDGET
GENERAL FUND
Central County Fire Department - 16,813,243 - - 62,554 - 16,875,797
City Attorney 608,268 288,228 - - 70,682 - 967,178
City Clerk 531,515 162,376 - - 61,105 - 754,996
City Council 145,159 284,490 - - 1,682 - 431,331
City Manager 954,005 375,879 - - 101,359 - 1,431,243
Community Development - Planning 1,938,412 400,067 - - 231,374 - 2,569,853
Community Development - Economic & Housing 303,644 30,512 - - - - 334,156
Finance 2,415,164 862,851 - - 297,184 - 3,575,199
Human Resources 861,310 515,034 - - 108,723 - 1,485,067
Library 4,670,690 1,430,125 - - 1,077,220 - 7,178,035
Parks 4,619,787 2,713,943 - - 2,424,075 - 9,757,805
Police 14,982,311 2,551,797 - 194,940 2,142,772 - 19,871,820
Police - Communications 1,790,356 308,534 - - 116,505 - 2,215,395
Police - Parking Enforcement 641,767 136,189 - - 60,010 - 837,966
Public Works - Engineering 3,240,790 903,872 - - 439,742 - 4,584,404
Public Works - Street & Storm Drains 1,722,563 1,980,146 - 15,200 2,441,283 - 6,159,192
Recreation 3,015,846 2,289,148 - 100,000 668,422 - 6,073,416
Recreation - Aquatic Center - 710,000 - 25,000 - - 735,000
Total General Fund 42,441,587 32,756,433 - 335,140 10,304,692 - 85,837,852
BURLINGAME FINANCING AUTHORITY - 29,670 5,684,197 - - - 5,713,867
SPECIAL REVENUE FUNDS
Burlingame Ave. Special Assessment - - - - - - -
Development Fees - 747,000 - - - - 747,000
Federal & State Grants - - - - - - -
Gas Tax - - - - - - -
Measure A - - - - - - -
Public TV Access - - - - - - -
Shuttle Bus - 109,500 - - - - 109,500
Storm Drain - - - - - - -
Total Special Revenue Funds - 856,500 - - - - 856,500
48
CITY OF BURLINGAME
PROPOSED BUDGET FISCAL YEAR 2025-26
EXPENSES BY DEPARTMENT & TYPE
EMPLOYEE OPERATING DEBT CAPITAL INTERNAL TOTAL
DEPARTMENT SERVICES EXPENSES SERVICE OUTLAY SERVICES RECOVERIES BUDGET
INTERNAL SERVICE FUNDS*
Administrative & Information Technology 652,896 2,062,249 - 373,000 - (3,088,145) -
Facilities Services 994,309 1,522,760 - 22,000 104,361 (2,643,430) -
Fleet & Equipment Maintenance 832,200 389,486 - 3,414,000 162,324 (2,176,470) 2,621,540
OPEB Retiree Medical 4,385,000 12,500 - - - (4,397,500) -
Risk Management - General Liability 422,841 4,513,549 - - 21,180 (4,957,570) -
Risk Management - Worker's Comp 128,669 1,050,111 - - 7,255 (1,034,339) 151,696
Risk Management - Employment 88,764 540,828 - - 2,508 (632,100) -
Total Internal Service Funds 7,504,679 10,091,483 - 3,809,000 297,628 (18,929,554) 2,773,236
*Budgets are allocated to operating departments or funded via reserves.
ENTERPRISE FUNDS
Solid Waste Enterprise 631,124 118,406 - - 224,481 - 974,011
Landfill Enterprise 91,902 286,289 - - 3,131 - 381,322
Parking Enterprise 330,749 766,602 - 35,000 258,179 - 1,390,530
Building Enterprise 2,358,380 1,940,648 - - 307,907 - 4,606,935
Water Enterprise 3,843,374 12,124,589 1,943,701 34,200 1,089,790 - 19,035,654
Sewer Enterprise 3,065,323 6,533,577 2,431,832 379,700 1,011,907 - 13,422,339
Total Enterprise Fund 10,320,852 21,770,111 4,375,533 448,900 2,895,395 - 39,810,791
CAPITAL PROJECT FUNDS
Facilities CIP - - - 7,601,920 - - 7,601,920
Parking & Garages CIP - - - 500,000 - - 500,000
Parks & Trees CIP - - - 1,860,000 - - 1,860,000
Sewer CIP - - - 4,798,000 - - 4,798,000
Storm Drain CIP - - - 2,025,000 - - 2,025,000
Streets CIP - - - 6,700,000 - - 6,700,000
Water CIP - - - 3,675,000 - - 3,675,000
Total Capital Project Funds - - - 27,159,920 - - 27,159,920
TOTAL BUDGET - ALL FUNDS 60,267,118$ 65,504,197$ 10,059,730$ 31,752,960$ 13,497,715$ (18,929,554)$ 162,152,166$
49
CITY OF BURLINGAME
PROPOSED BUDGET FISCAL YEAR 2025-26
BUDGET SUMMARY - SUMMARY OF REVENUES & EXPENSES BY FUND
ESTIMATED TRANSFER NET OPERATING DEBT CAPITAL TOTAL BUDGET YEAR
REVENUES IN (OUT)REVENUES EXPENSES SERVICE OUTLAY APPROPRIATION SURPLUS / (DEFICIT)
GENERAL FUND 92,513,152$ (10,317,829)$ 82,195,323$ (85,502,712)$ -$ (335,140)$ (85,837,852)$ (3,642,529)$
SPECIAL REVENUE FUNDS
Burlingame Ave. Special Assessment 315,000 (310,000) 5,000 - - - - 5,000
Federal & State Grants - - - - - - - -
Gas Tax Fund 1,733,710 (1,756,000) (22,290) - - - - (22,290)
Other Local Grants & Donations - - - - - - - -
Measure A Fund 1,025,000 (1,610,000) (585,000) - - - - (585,000)
Measure W Fund 460,000 - 460,000 - - - - 460,000
Public TV Access Fund 89,000 - 89,000 - - - - 89,000
Development Fees Fund 200,000 (2,500,000) (2,300,000) (747,000) - - (747,000) (3,047,000)
Shuttle Bus Fund 65,000 52,300 117,300 (109,500) - - (109,500) 7,800
Storm Drain Fund 3,545,990 (2,611,840) 934,150 - - - - 934,150
Total, Special Revenue Funds 7,433,700 (8,735,540) (1,301,840) (856,500) - - (856,500) (2,158,340)
BURLINGAME FINANCING AUTHORITY 400,000 3,693,679 4,093,679 (29,670) (5,684,197) - (5,713,867) (1,620,188)
ENTERPRISE FUNDS
Water Enterprise Fund 20,620,000 (749,429) 19,870,571 (17,057,753) (1,943,701) (34,200) (19,035,654) 834,917
Sewer Enterprise Fund 17,255,000 (482,989) 16,772,011 (10,610,807) (2,431,832) (379,700) (13,422,339) 3,349,672
Solid Waste Fund 811,000 (107,330) 703,670 (974,011) - - (974,011) (270,341)
Landfill Fund 595,000 - 595,000 (381,322) - - (381,322) 213,678
Building Inspection Fund 4,540,000 (772,294) 3,767,706 (4,606,935) - - (4,606,935) (839,229)
Parking Enterprise Fund 2,535,000 (350,188) 2,184,812 (1,355,530) - (35,000) (1,390,530) 794,282
Total, Enterprise Funds 46,356,000 (2,462,230) 43,893,770 (34,986,358) (4,375,533) (448,900) (39,810,791) 4,082,979
INTERNAL SERVICE FUNDS
Administrative & Information Technology ISF 30,000 - 30,000 373,000 - (373,000) - 30,000
Facilities Maintenance ISF 33,000 - 33,000 22,000 - (22,000) - 33,000
Fleet & Equipment Maintenance ISF 115,000 - 115,000 792,460 - (3,414,000) (2,621,540) (2,506,540)
OPEB Retiree Medical ISF - - - - - - - -
Risk Management - General Liability ISF 80,000 - 80,000 - - - - 80,000
Risk Management - Worker's Comp ISF 120,000 - 120,000 (151,696) - - (151,696) (31,696)
Risk Management - Employment - - - - - - - -
Total, Internal Service Funds 378,000 - 378,000 1,035,764 - (3,809,000) (2,773,236) (2,395,236)
CAPITAL PROJECT FUNDS
Facilities CIP - 7,601,920 7,601,920 - - (7,601,920) (7,601,920) -
Parking & Garages CIP - - - - - (500,000) (500,000) (500,000)
Parks & Trees CIP - 1,860,000 1,860,000 - - (1,860,000) (1,860,000) -
Sewer CIP - - - - - (4,798,000) (4,798,000) (4,798,000)
Storm Drain CIP - 2,000,000 2,000,000 - - (2,025,000) (2,025,000) (25,000)
Streets CIP 120,000 6,360,000 6,480,000 - - (6,700,000) (6,700,000) (220,000)
Water CIP - - - - - (3,675,000) (3,675,000) (3,675,000)
CIP Renewal & Replacement Reserve - - - - - - - -
Total, Capital Project Funds 120,000 17,821,920 17,941,920 - - (27,159,920) (27,159,920) (9,218,000)
TOTAL, ALL FUNDS CITY-WIDE 147,200,852$ -$ 147,200,852$ (120,339,476)$ (10,059,730)$ (31,752,960)$ (162,152,166)$ (14,951,314)$
FUND AND DESCRIPTION
50
CITY OF BURLINGAME
FISCAL YEAR 2025-26
DEBT SERVICE OBLIGATIONS & REVENUE COVERAGE
General Fund Storm Drain Water Enterprise Sewer Enterprise Parking Enterprise Special District
REVENUE FOR DEBT SERVICE
General Fund Revenues 2,425,974 0 0 0 0 0
Storm Drain Fees 0 2,735,202 0 0 0 0
Special Assessment District (Burlingame Streetscape)0 0 0 0 241,188 310,000
Water Rates 0 0 2,022,701 0 0 0
Sewer Rates 0 0 0 2,508,007 0 0
Parking Rates - Meters & Permits 0 0 0 0 0 0
Total Revenue for Debt Service 2,425,974 2,735,202 2,022,701 2,508,007 241,188 310,000
EXPENDITURES FOR DEBT SERVICE
Principal
2006 Pension Obligation Bonds 305,000 0 0 0 0 0
2012 Burlingame Streetscape Lease Revenue Bonds 315,000 0 0 0 0 0
2019 Community Center Lease Revenue Bonds 620,000 0 0 0 0 0
2010 Storm Drain Revenue Bonds 0 345,000 0 0 0 0
2016 Storm Drain Revenue Bonds 0 385,000 0 0 0 0
2021 Storm Drain Revenue Bonds 775,000
2003 State Water Resources Control Board 0 0 0 679,668 0 0
2010 State Water Resources Control Board 0 0 0 302,674 0 0
2011 Water & Wastewater Refunding Bonds 0 0 280,000 155,000 0 0
2013 Water & Wastewater Refunding Bonds 0 0 695,000 355,000 0 0
2016 Water & Wastewater Refunding Bonds 0 0 650,000 600,000 0 0
Total Principal 1,240,000 1,505,000 1,625,000 2,092,341 0 0
Transfer (In) Out - 2006 Pension Obligation Bonds (76,250)0 38,125 38,125 0 0
Transfer (In) Out - 2012 Streetscape Lease Bonds (315,000)0 0 0 137,837 177,163
Subtotal, Transfer (In) / Out (391,250)0 38,125 38,125 137,837 177,163
Total Adjusted Principal 848,750 1,505,000 1,663,125 2,130,466 137,837 177,163
Interest
2006 Pension Obligation Bonds 259,232 0 0 0 0 0
2012 Burlingame Streetscape Lease Bonds 233,088 0 0 0 0 0
2019 Community Center Lease Revenue Bonds 1,378,000 0 0 0 0 0
2010 Storm Drain Revenue Bonds 0 398,927 0 0 0 0
2016 Storm Drain Revenue Bonds 0 266,125 0 0 0 0
2021 Storm Drain Revenue Bonds 547,000
2003 State Water Resources Control Board 0 0 0 34,408 0 0
2010 State Water Resources Control Board 0 0 0 70,356 0 0
2011 Water & Wastewater Refunding Bonds 0 0 41,463 23,438 0 0
2013 Water & Wastewater Refunding Bonds 0 0 104,438 52,888 0 0
2016 Water & Wastewater Refunding Bonds 0 0 172,800 158,400 0 0
Total Interest 1,870,319 1,212,052 318,700 339,489 0 0
Transfer (In) Out - 2006 Pension Obligation Bonds (64,808)0 32,404 32,404 0 0
Transfer (In) Out - 2012 Streetscape Lease Bonds (233,088)0 0 0 101,994 131,094
Subtotal, Transfer (In) / Out (297,895)0 32,404 32,404 101,994 131,094
Total Adjusted Interest 1,572,424 1,212,052 351,104 371,893 101,994 131,094
Debt Administration
General Long-Term Debt 11,520 0 0 0 0 0
Storm Drain Long-Term Debt 0 18,150 0 0 0 0
Enterprise Long-Term Debt 0 0 6,300 4,200 0 0
Total Debt Administration 11,520 18,150 6,300 4,200 0 0
Transfer (In) Out - 2006 Pension Obligation Bonds (3,620)0 2,172 1,448 0 0
Transfer (In) Out - 2012 Streetscape Lease Bonds (3,100)0 0 0 1,356 1,744
Subtotal, Transfer (In) / Out (6,720)0 2,172 1,448 1,356 1,744
Total Adjusted Debt Administration 4,800 18,150 8,472 5,648 1,356 1,744
Total Expenditures for Debt Service $2,425,974 $2,735,202 $2,022,701 $2,508,007 $241,188 $310,000
Recap of Debt Service-Related Expenditure
Direct Debt Service 3,110,319 2,717,052 1,943,700 2,431,830 0 0
Debt Administration 11,520 18,150 6,300 4,200 0 0
Contributions / Reimbursements via Transfers In / Out (695,865)0 72,701 71,977 241,188 310,000
Total Debt Service-Related Expenditure $2,425,974 $2,735,202 $2,022,701 $2,508,007 $241,188 $310,000
51
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2025-26
BUDGET SUMMARIES BY DEPARTMENT
FY 2024-25 FY 2025-26 % Percent Chg Chg
DEPARTMENT Adopted Proposed of Total Since PY ($)Since PY (%)
General Fund
City Council 445,336$ 431,331$ 0%(14,005) -3%
City Manager 1,349,918 1,431,243 1%81,325 6%
City Attorney 1,379,377 967,178 1%(412,199) -30%
City Clerk 764,638 754,996 0%(9,642) -1%
Finance 3,351,760 3,575,199 2%223,439 7%
Human Resources 1,445,950 1,485,067 1%39,117 3%
Community Development - Planning 2,519,562 2,569,853 2%50,291 2%
Community Development - Economic & Housing 326,530 334,156 0%7,626 2%
Library 6,772,485 7,178,035 4%405,550 6%
Police 18,862,332 19,871,820 12%1,009,488 5%
Police - Communications 2,110,750 2,215,395 1%104,645 5%
Police - Parking Enforcement 792,243 837,966 1%45,723 6%
Fire - Central County Fire Dept (CCFD)15,778,139 16,875,797 10%1,097,658 7%
Public Works - Engineering 4,272,367 4,584,404 3%312,037 7%
Public Works - Streets & Storm Drainage 5,609,078 6,159,192 4%550,114 10%
Recreation 5,251,134 6,073,416 4%822,282 16%
Parks 9,454,276 9,757,805 6%303,529 3%
Aquatics Center 547,000 735,000 0%188,000 34%
Subtotal, Operating Budget 81,032,875 85,837,852 53%4,804,977 6%
Burlingame Financing Authority 6,238,418 5,713,867 4%(524,551) -8%
Enterprise Funds
Building Inspection 4,069,801 4,606,935 3%537,134 13%
Landfill Fund 347,417 381,322 0%33,905 -
Parking Enterprise 1,254,469 1,390,530 1%136,061 11%
Sewer Enterprise (Maintenance & Treatment)12,939,330 13,422,339 8%483,009 4%
Solid Waste Enterprise 830,775 974,011 1%143,236 17%
Water Enterprise 17,740,357 19,035,654 12%1,295,297 7%
Total Operating Budget 37,182,149 39,810,791 25%2,628,642 7%
Special Revenue Funds
Burlingame Ave. Special Assessment - - 0%- -
Federal & State Grants - - 0%- -
Gas Tax - - 0%- -
Development Fees 247,000 747,000 0%500,000 202%
Shuttle Bus 83,500 109,500 0%26,000 31%
Storm Drain - - 0%- -
Public TV Access - - 0%- -
Total Operating Budget 330,500 856,500 1%526,000 159%
Other Funds
Internal Service Funds*(308,938) 2,773,236 2%3,082,174 -998%
Total Operating Budget (308,938) 2,773,236 2%3,082,174 -998%
* includes recoveries
Subtotal, Operating Expenditures 124,475,004 134,992,246 83%10,517,242 8%
Capital Improvement Programs 35,110,000 27,159,920 17%(7,950,080) -23%
TOTAL OPERATING & CAPITAL BUDGET 159,585,004$ 162,152,166$ 100%2,567,162$ 2%
52
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2025-26
AUTHORIZED FULL-TIME EQUIVALENT POSITIONS BY FUNDS
Department
2024-25
Adopted Budget
2025-26
Proposed Budget
Change Since
Prior Year
GENERAL FUND
City Attorney 3.40 2.05 (1.35)
City Clerk 1.80 2.00 0.20
City Manager 2.75 2.65 (0.10)
Community Development - Planning 9.35 9.35 0.00
Finance 11.70 12.00 0.30
Human Resources 4.00 3.45 (0.55)
Library 23.00 23.00 0.00
Parks 23.50 24.50 1.00
Police 47.00 47.00 0.00
Police - Communications 7.00 7.00 0.00
Police - Parking Enforcement 4.00 4.00 0.00
Public Works - Engineering 14.75 14.75 0.00
Public Works - Streets & Storm Drain 8.13 8.30 0.17
Recreation 11.50 12.50 1.00
Total General Fund 171.88 172.55 0.67
ENTERPRISE & INTERNAL SERVICE FUNDS
Water Enterprise 17.85 18.68 0.83
Sewer Enterprise 15.85 15.68 (0.17)
Solid Waste Enterprise 3.00 3.30 0.30
Landfill Enterprise 0.25 0.25 0.00
Parking Enterprise 2.00 2.00 0.00
Community Development - Building 11.40 10.40 (1.00)
Facilities Services ISF 4.67 4.67 0.00
Information Technology ISF - City Manager & Finance 1.00 2.30 1.30
Fleet & Equipment Maintenance ISF 3.50 3.67 0.17
Employment ISF - City Attorney & Human Resources - 0.20 0.20
Liability ISF - City Attorney - 1.25 1.25
Workers Compensation ISF - Human Resources - 0.45 0.45
Total Enterprise & Int Svc Funds 59.52 62.85 3.33
Grand Totals, City-Wide 231.40 235.40 4.00
53
54
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2025-26
PROJECTED ENDING BALANCE - GENERAL FUND, STORM DRAIN, AND MEASURE A & GAS TAX
2024-25 2025-26 2024-25 2025-26 2024-25 2025-26
EST. ACTUALS PROJECTED EST. ACTUALS PROJECTED EST. ACTUALS PROJECTED
FUND BALANCE (SPENDABLE)
Beginning of the year 57,407,807$ 49,346,685$ 10,881,134$ 11,649,351$ 4,682,638$ 4,485,908$
REVENUES
Revenues 90,239,947 92,513,152 3,376,800 3,545,990 2,684,270 2,758,710
EXPENSES
Operating Expenses (84,382,017) (85,837,852) - - - -
NET AVAILABLE REVENUES 5,857,930 6,675,300 3,376,800 3,545,990 2,684,270 2,758,710
TRANSFERS IN (OUT)
Transfers - Capital Projects Fund (12,657,040) (9,961,920) - - (2,875,000) (3,360,000)
Transfers - Burlingame Financing Authority (3,650,192) (3,121,839) (2,593,583)(2,596,840)- -
Other Transfers In (Out)2,388,180 2,765,930 (15,000)(15,000)(6,000) (6,000)
Subtotal, Transfers Out (13,919,052) (10,317,829) (2,608,583) (2,611,840) (2,881,000) (3,366,000)
CHANGE IN NET POSITION (8,061,122)(3,642,529)768,217 934,150 (196,730)(607,290)
FUND BALANCE (SPENDABLE)
End of year 49,346,685$ 45,704,155$ 11,649,351$ 12,583,501$ 4,485,908$ 3,878,618$
ASSIGNED FUND BALANCE 2024-25 2025-26 2024-25 2025-26 2024-25 2025-26
City Council Reserves (Assignments)
Economic Stabilization Reserve 21,658,000 22,203,000 - - - -
Catastrophic Reserve 2,000,000 2,000,000 - - - -
Contingency Reserve 500,000 500,000 - - - -
Operating Reserve - - 844,200 886,498 - -
Storm Drain Rate Stabilization Reserve - - 337,680 354,599 - -
Debt Service Reserve - - 2,593,583 2,596,840 - -
Capital Improvements Reserve - - - - - -
Subtotal, Assigned Fund Balance 24,158,000 24,703,000 3,775,463 3,837,937 - -
Restricted for Pension Trust Fund (PARS)20,300,835 20,300,835 - - - -
UNASSIGNED FUND BALANCE (DEFICIT)4,887,850 700,320 7,873,888 8,745,565 4,485,908 3,878,618
TOTAL FUND BALANCE (DEFICIT)49,346,685$ 45,704,155$ 11,649,351$ 12,583,501$ 4,485,908$ 3,878,618$
General Fund Storm Drain (Special Revenue)Measure A & Gas Tax
55
CITY OF BURLINGAME, CA
PROPOSED BUDGET FISCAL YEAR 2025-26
PROJECTED ENDING BALANCE - WATER, SEWER & PARKING ENTERPRISES
2024-25 2025-26 2024-25 2025-26 2024-25 2025-26
EST. ACTUALS PROJECTED EST. ACTUALS PROJECTED EST. ACTUALS PROJECTED
UNRESTRICTED NET POSITION
Beginning of the year 15,903,301$ 12,804,906$ $16,430,488 $15,123,844 $10,388,240 $10,756,631
OPERATING REVENUES
Revenues 20,178,000 20,190,000 16,792,900 16,875,000 2,484,048 2,360,000
OPERATING EXPENSES
Operating Expenses (excluding Depreciation)(8,049,756) (8,798,953) (12,596,232) (13,082,849) (1,254,469) (1,390,530)
Purchased Water (9,315,000) (9,918,000) - - - -
Total Operating Expenses (17,364,756) (18,716,953) (12,596,232) (13,082,849) (1,254,469) (1,390,530)
NET AVAILABLE REVENUES 2,813,244 1,473,047 4,196,668 3,792,151 1,229,579 969,470
INTEREST REVENUES (EXPENSES)(168,301) 111,299 (195,598) 40,510 52,000 175,000
TRANSFERS IN (OUT)
Transfers - General Fund (585,600) (640,400) (285,700) (315,100) (107,000) (109,000)
Transfers - General Fund - Contributions for Debt Service (138,808) (72,701) (138,084) (71,977) (241,188) (241,188)
Transfers - General Fund - for City Hall project (18,930) (86,328) (18,930) (70,912)
Transfers to CIP Funds (5,000,000) (3,675,000) (4,865,000) (4,798,000) (565,000) (500,000)
Subtotal, Transfers Out (5,743,338) (4,474,429) (5,307,714) (5,255,989) (913,188) (850,188)
CHANGE IN NET POSITION (3,098,395) (2,890,083)(1,306,644) (1,423,328)368,391 294,282
RESTRICTED FOR PENSION TRUST FUND (PARS)- - - - - -
End of year 12,804,906$ 9,914,823$ $15,123,844 $13,700,516 $10,756,631 11,050,913$
Water Enterprise Sewer Enterprise Parking Enterprise
56
Operating Departments
Budgets and Narratives by Department
57
58
CITY COUNCIL
59
60
CITY COUNCIL
DEPARTMENT MISSION
The City Council of the City of Burlingame is
committed to delivering unsurpassed municipal
services that enhance the quality of life for
Burlingame’s residents and business community.
DEPARTMENT OVERVIEW
The City Council is the City’s governing body. It
provides political leadership, enacts laws, adopts
resolutions, and establishes policies for the City government. The City Council adopts an annual
budget and conducts an annual audit of the City’s finances. It is composed of five members who
are elected on a non-partisan basis for four-year staggered terms. The City switched to by-district
elections in November 2022. Three seats were elected by-district in 2022, and the remaining two
seats were elected by-district in 2024. The Mayor is appointed annually by Councilmembers. The
Mayor appoints Councilmembers to working committees and subcommittees.
The City Council meets the first and third Monday of each month in formal, public session and
holds periodic study sessions. City Council agendas and minutes of the meetings are posted on
the City of Burlingame website for community members to review. The City provides a live video
stream of the meetings over YouTube and via Zoom.
The Mayor and the City Council represent the City of Burlingame on local, regional, and state
policy committees and commissions. The City Council also reviews proposed State of California
legislation and provides formal input into the legislative process.
During its goal-setting session in 2023, the City Council identified several priorities it wished to
focus on in the coming years and reaffirmed two held over from a prior session: City Hall, sea
level rise, shuttles, Vision Zero, and water reuse and retention.
The City Council and staff have made significant progress on several of these priorities since 2023,
including executing both a lease and a purchase and sale agreement for a new City Hall, located
at 1440 Chapin Avenue, and the launch of the Vision Zero Action Plan process.
KEY BUDGET CHANGES
The City Council budget remains stable for fiscal year 2025-26. The personnel costs reflect a
reduction of $26,000, or 14.99%, as the increase of $27,000 in scheduled salary and associated
benefits costs was offset by a decrease of $52,000 in the estimated cost of health insurance. Non-
personnel costs increased by $11,000, or 3.94%, mainly due to the increase of $5,000 in community
group funding awards. Another key budget change in non-personnel costs is the increase of
61
$3,000 in Other Post-Employment Benefits (OPEB). Overall, the proposed budget for the City
Council is decreasing 3.14%.
. DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in
%
Appropriations
Employee Costs 170,754 145,159 (25,595) -14.99%
Non-Personnel Costs 273,700 284,490 10,790 3.94%
Internal Services 882 1,682 800 90.70%
Total Appropriation 445,336 431,331 (14,005) -3.14%
Sources of Funds
General Fund 445,336 431,331 (14,005) -3.14%
Total Funding 445,336 431,331 (14,005) -3.14%
DEPARTMENT STAFF
FY2025
Adopted
FTE
FY2026
Budget
Request
+ / -
Change in
FTE
Full-Time Equivalents (FTE)
Council Members 5.00 5.00 0.00
Total FTE 5.00 5.00 0.00
62
\
CITY MANAGER
63
Citizens of
Burlingame
City Council
City
Commission
City
Manager
City
Attorney
Deputy City
Manager (1.0)*
Executive
Assistant
(0.50)
Sustainability
Program
Manager (0.75)*
City Clerk
Community
Development
Director
Finance
Director &
Treasurer
Human
Resources
Director
City Librarian Police Chief
Parks &
Recreation
Director
Director of
Public Works
CITY MANAGER
*Deputy City Manager position is funded by 70% General Fund and 30% Information Technology Fund
*Sustainability Coordinator position is funded by 60% General Fund and 40% Solid Waste Fund
64
OFFICE OF THE CITY MANAGER
DEPARTMENT MISSION
The mission of the City Manager's Office is to
provide professional leadership in the management
and execution of policies and objectives formulated
by the City Council; to develop and recommend
alternative solutions to community problems for
City Council consideration; and to provide
comprehensive coordination and direction for City
activities, finances, and personnel to deliver
effective, efficient, and economical municipal
services.
DEPARTMENT OVERVIEW
The City Manager is appointed by the City Council and serves as the Chief Executive Officer of
the City of Burlingame. The City Manager is responsible for the daily administration of the City
and appoints and supervises all Department Directors. The City Manager also directs the
administration of personnel relations, participates in intergovernmental relations that affect the
City of Burlingame and its constituents, and authorizes investigations of citizen complaints. The
Executive Assistant to the City Manager provides cross-collaborative support for both the City
Manager and the City Attorney and assists the City Clerk in providing staff support services to
the City Council. The City Manager’s Office also includes a Deputy City Manager, who oversees
special projects, the City’s communications initiatives, and website maintenance, and a part-time
Sustainability Program Manager, who administers the City’s green initiatives.
KEY BUDGET CHANGES
The proposed personnel cost for the City Manager’s Office for fiscal year 2025-26 reflects an increase
of $100,000, or 11.70%, due to scheduled salary increases and associated benefit costs. The increase
in personnel costs includes the reclassication of the Assistant to the City Manager position to a
Deputy City Manager. The cost of the reclassification is partially offset by the reallocation of 40% of
the 0.75 FTE Sustainability Program Manager to the Solid Waste Fund due to the nature of the
Sustainability Program Manager’s projects. The non-personnel costs reflect a reduction of $27,000,
or 6.59%, primarily due to the reallocation of the Compost Recovery Program contract from the City
Manager’s Office to the Solid Waste Fund’s contractual services account. The increase of 8.45% in
Internal Services also contributed to the 6.02% overall increase for the City Manager’s Office for
fiscal year 2025-26.
65
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 854,063 954,005 99,942 11.70%
Non-Personnel Costs 402,390 375,879 (26,511) -6.59%
Internal Services 93,465 101,359 7,894 8.45%
Total Appropriation 1,349,918 1,431,243 81,325 6.02%
Sources of Funds
General Fund 1,349,918 1,431,243 81,325 6.02%
Total Funding 1,349,918 1,431,243 81,325 6.02%
DEPARTMENT STAFF
FY2025
Adopted
FTE
FY2026
Budget
Request
+ / -
Change in
FTE
Full-Time Equivalents (FTE)
City Manager 1.00 1.00 0.00
Executive Assistant 0.50 0.50 0.00
Assistant to City Manager 1.00 0.00 -1.00
Deputy City Manager* 0.00 1.00 1.00
Sustainability Program Manager* 0.75 0.75 0.00
Total FTE 3.25 3.25 0.00
*Deputy City Manager position is funded by 70% General Fund and 30% Information Technology Fund
*Sustainability Program Manager position is funded by 60% General Fund and 40% Solid Waste Fund
66
CITY ATTORNEY
67
Citizens of
Burlingame
City Council
City
Commission
City
Manager
City
Attorney
Assistant City
Attorney (1.0)
Executive
Assistant
(0.50)
Code Compliance Officer (0.90)
City Clerk
Community
Development
Director
Finance
Director &
Treasurer
Human
Resources
Director
City Librarian Police Chief
Parks &
Recreation
Director
Director of
Public Works
CITY ATTORNEY
68
OFFICE OF THE CITY ATTORNEY
DEPARTMENT MISSION
The City Attorney’s Office strives to provide clear, effective, and cost-efficient legal advice to the
City Council and all City functions; identify and mitigate potential legal risks while supporting
the objectives of the City Council and City staff; and ensure transparent and fair administration of
the City’s municipal code.
DEPARTMENT OVERVIEW
The City Attorney provides ongoing legal advice to the Mayor, City Council, Boards,
Commissions, and City staff. The City Attorney manages all City litigation and handles all claims
filed against the City of Burlingame under the California Government Claims Act, which is
typically 85 claims per year. The City Attorney also represents the City in administrative and
litigation proceedings. The City Attorney drafts ordinances and resolutions, negotiates settlements
and contracts, and advises on personnel matters, public records, ethics and open meetings law
issues, and land use matters. The City Attorney negotiates on behalf of the City on development
approvals, real estate transactions, environmental matters, and compliance with federal and state
laws and regulations.
The City Attorney oversees the risk management program, which includes general risk mitigation
for City operations, as well as property, general liability, and excess insurance under the Pooled
Liability Assurance Network Joint Powers Authority. The City Attorney assists the Human
Resources Department with the administration of the City’s workers’ compensation plan. The City
Attorney also directs the City’s code enforcement program, working with the Senior Risk
Analyst/Code Compliance Officer and coordinating enforcement of the Burlingame Municipal
Code with various City departments.
The City Council appoints the City Attorney. The Office of the City Attorney includes an Assistant
City Attorney and a Senior Risk Analyst/Code Compliance Officer; the office shares an Executive
Assistant position with the City Manager.
69
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 981,003 1,119,873 138,870 14.2%
Non-Personnel Costs 5,666,451 5,342,605 (323,846) -5.7%
Internal Services 85,423 94,370 8,947 10.5%
Total Appropriation 6,732,877 6,556,848 (176,029) -2.6%
Sources of Funds
Charges for Svc – ISF 5,361,500 5,597,670 236,170 4.4%
Interest Income 70,000 80,000 10,000 14.3%
General Fund 1,371,377 959,178 (412,199) -30.1%
Total Funding 6,802,877 6,636,848 (166,029) -2.4%
DEPARTMENT STAFF
FY2025
Adopted
FTE
FY2026
Budget
Request
+ / -
Change in
FTE
Full-Time Equivalents (FTE)
City Attorney* 1.00 1.00 0.00
Assistant City Attorney* 1.00 1.00 0.00
Senior Risk Analyst/Code Compliance Officer 0.90 0.90 0.00
Executive Assistant* 0.50 0.50 0.00
Total FTE 3.40 3.40 0.00
*City Attorney position is funded by 50% General Fund, 40% Liability ISF and 10% Employment ISF.
*Assistant City Attorney position is funded by 40% General Fund and 60% Liability ISF.
*Executive Assistant position is funded by 25% General Fund and 25% Liability ISF.
70
CITY ATTORNEY DIVISION
KEY CITY ATTORNEY BUDGET CHANGES
The proposed budget for the City Attorney’s Office will decrease by $412,000, or 29.9%, as a result
of the reallocation of employee costs across the City Attorney and Risk Management functions.
The City Attorney position will be allocated 50% to the City Attorney Division, 40% to the Risk
Management – Liability Program, and 10% to the Risk Management – Employment Program. The
Assistant City Attorney will be allocated 40% to the City Attorney Division and 60% to the Liability
Program. The Executive Assistant will be allocated 25% to the City Attorney Division and 25% to
the Liability Program.
CITY ATTORNEY DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 981,003 608,268 (372,735) -38.0%
Non-Personnel Costs 312,951 288,228 (24,723) -7.9%
Internal Services 85,423 70,682 (14,741) -17.3%
Total Appropriation 1,379,377 967,178 (412,199) -29.9%
Sources of Funds
Charges for Svc - General Fund 8,000 8,000 0 0.00%
General Fund 1,371,377 959,178 (412,199) -30.1%
Total Funding 1,379,377 967,178 (412,199) -29.9%
71
CITY ATTORNEY – RISK MANAGEMENT
The Risk Management fund covers general liability and risk mitigation (exclusive of workers’
compensation) activities for the City. The fund is administered by the City Attorney and covers
insurance premiums, property losses, claims, settlements or verdicts, and related outside counsel
or expert fees. Certain prospective risk mitigation and loss avoidance activities are also covered
by the fund.
In the 2023-24 Fiscal Year, the City Council approved membership with the Employment Risk
Management Authority (ERMA), which serves as the first and only statewide public sector
employment practice liability risk pool, representing 220 public agencies. Started in July 1999, the
ERMA is a statewide joint powers authority designed to provide broad coverage and tailored loss
prevention services to reduce the employment practices liability (EPL) exposures of California
public entities. The City Attorney’s Office will work with the Human Resources Department to
administer this program.
KEY RISK MANAGEMENT BUDGET CHANGES
In addition to the employee cost allocation changes described in the Key City Attorney Budget
Changes section, other changes to the Risk Management budget include an increase in general
liability insurance premiums, which are expected to rise approximately $234,000 in fiscal year
2025-26. The overall decrease of 7.0% in non-personnel costs is primarily due to the claims
adjustment calculation based on a new actuarial study. The overall budget for the program is
anticipated to be $4.96 million, which is an increase of $104,000, or 2.14%, from last year’s budget.
The Employment Insurance Internal Services Fund provides for the cost of services and claims
associated with all City programs and services for employment risk management. Accordingly, its
costs are allocated to all departments based on the proportion of base salary. Approximately
$220,000 in insurance premiums, $114,000 in contractual services, and $200,000 in claims payments
are included in the upcoming fiscal year budget. The overall budget for the Employment program
is increasing by $132,000, or 26.42%, for fiscal year 2025-26.
72
RISK MANAGEMENT BUDGET SUMMARY – LIABILITY PROGRAM
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 0 422,841 422,841 -
Non-Personnel Costs 4,853,500 4,513,549 (339,951) -7.00%
Internal Services 0 21,180 21,180 -
Total Appropriation 4,853,500 4,957,570 104,070 2.14%
Sources of Funds
Charges for Svc - General Fund 4,853,500 4,957,570 104,070 2.14%
Interest Income 70,000 80,000 10,000 14.29%
Total Funding 4,923,500 5,037,570 114,070 2.32%
RISK MANAGEMENT BUDGET SUMMARY – EMPLOYMENT
PROGRAM
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 0 88,764 88,764 -
Non-Personnel Costs 500,000 540,828 40,828 8.17%
Internal Services 0 2,508 2,508 -
Total Appropriation 500,000 632,100 132,100 26.42%
Sources of Funds
Charges for Svc - General Fund 500,000 632,100 132,100 26.42%
Total Funding 500,000 632,100 132,100 26.42%
73
74
CITY CLERK
75
Citizens of
Burlingame
City Council
City
Commission
City
Manager
City
Attorney
City Clerk
Community
Development
Director
Finance
Director &
Treasurer
Human
Resources
Director
City Librarian Police Chief
Parks &
Recreation
Director
Director of
Public Works
CITY CLERK
Admin.
Assistant I
(1.0)
76
OFFICE OF THE CITY CLERK
DEPARTMENT MISSION
The City Clerk provides timely information regarding City business
and the City Council’s actions; accurately records, maintains, and
preserves City records; provides quality customer service and
inspires community involvement; fulfills and upholds legal
obligations with integrity; supports City Departments by providing
high quality and timely information processing; researches and
disseminates information to facilitate decision-making; demonstrates
professionalism; and continually strives for excellence.
DEPARTMENT OVERVIEW
The City Clerk is responsible for maintaining custody of City records and serves as clerk for the
City Council. The City Clerk records and maintains proceedings of the City Council, maintains
custody of the City Seal, administers and files Oaths of Office, notarizes and records specific
documents for the City, receives petitions concerning initiatives and referenda, gives notice of
public hearings, maintains the Municipal Code Book, accepts subpoenas, and attends bid
openings.
The City Clerk also administers City elections and maintains files for all documents related to
elections, including but not limited to campaign statements and committee terminations. The City
Clerk assists elected officials and designated employees in complying with the requirements of
the Fair Political Practices Commission.
KEY BUDGET CHANGES
The proposed personnel costs for the City Clerk’s Office are increasing $82,000, or 18.3%. This is
primarily due to scheduled salary increases and associated benefits. The increase of the
Administrative Assistant I position from 80% to 100% is another key factor contributing to the
increase in personnel costs. The Administrative Assistant I position was allocated between the
City Clerk’s Office (80%) and Finance Department (20%) starting in FY 2019-20. Another key
budgetary change is the reduction of $119,000 in Election costs as there are no scheduled by-
district elections for FY 2025-26. The increase of 15.7% in Internal Services cost allocations is
mainly due to higher cost allocations from IT/Admin and the Employment Insurance Fund.
77
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 449,287 531,515 82,228 18.3%
Non-Personnel Costs 142,554 161,376 18,822 13.2%
Election 120,000 1,000 (119,000) -99.2%
Internal Services 52,797 61,105 8,308 15.7%
Total Appropriation 764,638 754,996 (9,642) -1.3%
Sources of Funds
General Fund 764,638 754,996 (9,642) -1.3%
Total Funding 764,638 754,996 (9,642) -1.3%
DEPARTMENT STAFF
FY2025
Adopted
FTE
FY2026
Budget
Request
+ / -
Change in
FTE
Full-Time Equivalents (FTE)
City Clerk 1.00 1.00 0.00
Administrative Assistant I/II 0.80 1.00 0.20
Total FTE 1.80 2.00 0.20
DEPARTMENT STATISTICS
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Estimated
City Council meetings held (regular and
special) 31 55 50 52 51
Staff reports processed 300 380 389 400 431
Resolutions processed 140 115 135 154 155
Ordinances published 17 15 11 12 12
Elections managed 0 0 1 0 1
Residency certifications 0 5 4 4 3
78
DEPARTMENT PERFORMANCE MEASURES
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Estimated
Council meeting agendas posted 72
hours before meeting 100% 100% 100% 100% 100%
Council special meeting agendas posted
24 hours before meeting 100% 100% 100% 100% 100%
eNews subscriptions expanded Yes Yes Yes Yes 100%
79
80
CITY OF BURLINGAME, CALIFORNIA
CENTRAL COUNTY FIRE
81
CENTRAL COUNTY FIRE DEPARTMENT
DEPARTMENT MISSION
The Central County Fire Department is dedicated to
enhancing the quality of life for residents and business
community members of participating cities by
protecting their lives, property, and the environment.
The Department accomplishes this mission through
emergency mitigation, fire prevention, community
outreach, and public education.
DEPARTMENT OVERVIEW
The Central County Fire Department (CCFD) was established on April 20, 2004, through a Joint
Powers Agreement (JPA) between the City of Burlingame and the Town of Hillsborough, with
essential support services provided by the two cities. This partnership and JPA structure
promotes more efficient administration and effective delivery of services without the additional
overhead of a completely independent JPA agency. In December 2014, CCFD entered into an
agreement with the City of Millbrae to provide fire protection and emergency medical services to
the Millbrae community; 19 fire personnel and two fire stations were added to CCFD’s existing
organizational structure.
The Department is governed by a Board of Directors consisting of two City Councilmembers each
from the City of Burlingame and the Town of Hillsborough, with each representing their
respective city in determining the level of fire, emergency medical, and disaster preparedness
services to be provided by the Department. All major decisions by the Board require ratification
by the respective City Councils. The model, together with the joint budget, provides an effective
tool for maximizing the delivery of fire services, controlling costs, and maintaining local control
in determining service levels. The Burlingame and Hillsborough City Managers alternate serving
as the Chief Administrative Officer of the department for a two-year period.
The Central County Fire Department is an all-risk emergency response and community service
organization. The Department seeks to minimize risk to people, property, and the environment
by responding to all fire, medical, rescue, and hazardous materials incidents. Administrative and
non-emergency safety services include fire prevention and hazardous materials regulations,
emergency medical services system management, and emergency preparedness and training.
CCFD’s personnel (103 FTEs) serve the communities with seven engine companies and one truck
company, strategically located in seven fire stations, and administrative offices that include fire
prevention, public education, training, and emergency preparedness. The total service area is
15.51 square miles, with a population of 66,045. The value of property protected is in excess of
$16 billion.
The General Fund for the Central County Fire Department (CCFD) is funded by contributions
from the cities of Burlingame and Millbrae and the Town of Hillsborough. As members of the
82
CCFD JPA, Burlingame and Hillsborough contribute approximately 70% based on a 60/40 cost
allocation as outlined in the JPA. The remaining 30% is funded by the City of Millbrae. With the
reopening of Fire Station 36 in Burlingame in FY 2025-26, this formula may be revisited.
KEY BUDGET CHANGES
Burlingame’s budget for fire protection services includes annual contributions to CCFD, certain
retained workers’ compensation program costs, and emergency preparedness services. Overall,
the City’s FY 2025-26 proposed budget for Fire services has increased by $1,100,000, or 7.0%,
primarily due to an increase in contributions to CCFD. Burlingame’s contributions to CCFD
increased by $830,000, or 5.4%, to $16,268,543, constituting approximately 43% of CCFD’s total
funding from member agencies. CCFD has been awarded a FEMA SAFER grant in the amount of
$8.1 million over three years to fund the re-opening of Fire Station 36 and the addition of 12
firefighters, bringing the total FTE count to 103. The re-opening of Fire Station 36 will improve
the response times on the Bay-side portion of CCFD’s jurisdiction. This change is anticipated to
increase Burlingame’s contributions to CCFD.
Another key budget change is an increase of $268,000 for non-personnel costs primarily due to
the increase in cost allocations for Other Post-Employment Benefits (OPEB).
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Contributions to CCFD 15,438,339 16,268,543 830,204 5.4%
Non-Personnel Costs (Burlingame) 277,000 544,700 267,700 96.6%
Internal Services 62,800 62,554 (246) -0.4%
Total Appropriation 15,778,139 16,875,797 1,097,658 7.0%
DEPARTMENT STATISTICS
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
YTD*
Total calls for service 7,004 8,328 9,507 8,974 5,293
Medical responses 4,314 5,141 6,092 5,811 3,473
Fire suppression responses 156 153 176 159 69
83
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
YTD*
Hazardous conditions responses 169 238 273 203 106
Other responses 2,365 2,796 2,966 2,801 1,645
Plans checked 260 290 297 347 239
Plans reviewed 523 492 646 633 512
Public education activities 0 4 12 42 25
Fire origin and cause investigations 12 12 11 12 4
Fire code permits (underground
storage tank removal/modifications,
special events)
11 31 33 39 18
Engine Company inspections 1,597 1,780 904 1203 179
Construction inspections 688 654 645 772 402
Fire and life safety inspections 233 201 1,860 2222 663
Junior Fire Marshal Picnics held 0 0 1 0 0
Car seat inspections 0 0 26 21 11
General public trained for disaster
response (CERT) 14 33 158 47 102
CPR training (number of adults) 6 47 62 12 11
Training hours completed 20,491 16,665 11,549 15,831 5,392
EMS training hours 2,005 1,913 1,999 1,926 1,148
Driver training hours 1,867 2,458 2,770 1,825 916
Ops. training hours 16,619 12,294 6,780 7,851 3,328
Percent of time a first in fire engine
arrives on a structure fire scene
within six minutes of dispatch
86% 73% 71% 78% 78%
84
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
YTD*
Average response time for Priority 1
calls (emergency) 5:30 5:18 5:15 5:20 5:29
Average response time for Priority 3
calls (non-emergency) 6:37 6:38 6:33 6:28 6:27
Average response time for all calls 5:43 5:32 5:54 5:27 5:39
Plan checks completed within 10
working days 100% 100% 100% 100% 100%
Plan reviews completed within target 100% 100% 100% 100% 100%
Citizen inquiries responded to within
1 working day 100% 100% 100% 100% 100%
Complete required annual continuing
education training for all paramedics
and Emergency Medical Technicians
(EMTs)
100% 100% 100% 100% 100%
*YTD data collected as of January 31, 2025
85
86
COMMUNITY DEVELOPMENT
87
COMMUNITY DEVELOPMENT DEPT.
Citizens of
Burlingame
City Council
City
Commission City Manager City Attorney
City Clerk
Community
Development
Director
Finance
Director &
Treasurer
Human
Resources
Director
City Librarian Police Chief
Parks &
Recreation
Director
Director of
Public Works
Snior Building
Inspector (2.0)
Building Inspector
(3.0)
Senior Green
Building Specialist
(1.0)
Permit Technician
(2.0)
Economic
Development and
Housing Specialist (1.0)
Planning Manager
(1.0)
Assistant
Planner
(2.0)
Senior Planner
(2.0)
Associate Planner
(3.0)
Admin Assistant II
(1.75)
Admin Assistant I
(1.0)
Chief Building Official (1.0)
Building Division Supervisor (1.0)
Senior Green Building Specialist
(1.0)
Permit Technician
(2.0)
Management
Analyst
(1.0)
Building Inspector
(3.0)
Senior Building
Inspector (1.0)
88
COMMUNITY DEVELOPMENT DEPARTMENT
DEPARTMENT MISSION
The Community Development Department’s mission is to serve as a one-stop source of
information and guidance to residents and business owners desiring to engage in development
or business activities within the community. The Department’s goal is to provide exceptional
customer service and to seek creative solutions that will ensure a positive, streamlined customer
experience.
DEPARTMENT OVERVIEW
The Community Development Department consists of
the Planning Division, the Economic Development and
Housing Division, and the Building Division. The
Department is responsible for long-range and current
planning activities, plan checking, building permit
issuance, and field inspections of all buildings and
structures in Burlingame. The Department also serves
as a resource to assist local businesses and to attract new
businesses to the community, and manages the City’s
housing programs and activities.
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 4,536,114 4,600,436 64,322 1.4%
Non-Personnel Costs 1,920,974 2,371,227 450,253 23.4%
Internal Services 458,805 539,281 80,476 17.5%
Total Appropriation 6,915,893 7,510,944 595,051 8.6%
Sources of Funds
Charges for Svc - General Fund 613,000 538,000 (75,000) -12.2%
General Fund 2,233,092 2,366,009 132,917 6.0%
Charges for Svc - Building 5,275,000 4,200,000 (1,075,000) -20.4%
Interest Income - Building Fund 250,000 340,000 90,000 36.0%
Building Fund (1,455,199) 66,935 1,522,134 -104.6%
Total Funding 6,915,893 7,510,944 595,051 8.6%
89
DEPARTMENT STAFF
FY2025
Adopted
FTE
FY2026
Budget
Request
+ / -
Change in
FTE
Full-Time Equivalents (FTE)
Administrative Assistant I/II 2.75 1.75 -1.00
Associate/Assistant Planner 3.00 3.00 0.00
Building Inspector I/II 3.00 3.00 0.00
Senior Building Inspector 2.00 1.00 -1.00
Building Division Supervisor 0.00 1.00 1.00
Chief Building Official 1.00 1.00 0.00
Community Development Director 1.00 1.00 0.00
Economic Development & Housing Specialist 1.00 1.00 0.00
Management Analyst 1.00 1.00 0.00
Permit Technician 2.00 2.00 0.00
Planning Manager 1.00 1.00 0.00
Senior Green Building Specialist 1.00 1.00 0.00
Senior Planner 2.00 2.00 0.00
Total FTE 20.75 19.75 -1.00
DEPARTMENT STATISTICS
FY 20-21 FY 21-22 FY 22-23 FY 23-24
FY 24-25
Estimated
Planning Division
Commission Hearings
Conditional use permits 20 8 4 3 6
Variances 14 10 8 2 14
Special permits 16 23 31 20 15
Hillside area construction permits 4 6 12 5 5
Design review 61 58 50 35 27
Design review amendments 9 3 7 5 10
Other agenda items 18 13 12 18 12
Applications reviewed 81 78 74 45 51
General Plan/zoning code amendments 7 0 3 1 2
90
FY 20-21 FY 21-22 FY 22-23 FY 23-24
FY 24-25
Estimated
Council agenda items considered 13 8 10 6 10
Administrative permits issued 89 86 91 72 44
Sign permits issued 18 35 23 35 27
Home occupation permits reviewed 57 59 50 30 42
Construction plan checks performed 460 491 451 420 450
Final inspections completed 47 33 61 20 39
New single-family dwellings approved 31 27 15 15 15
New affordable dwellings units approved 71 29 35 2 5
New apt/condo units approved 749 416 440 18 18
Major projects in the process 10 10 11 7 4
Building Division
Building permits issued 1,175 1,404 1,104 1,350 1,557
Building plan checks performed 1,446 1,657 1,789 1,350 1,868
Building inspections conducted 8,100 9,546 9,374 11,260 12,336
DEPARTMENT PERFORMANCE MEASURES
FY 20-21 FY 21-22 FY 22-23 FY 23-24
FY 24-25
Estimated
Planning Division
Percentage of planning application reviews
completed within 30 days 55% 20% 35% 50% 65%
Percentage of plan checks (for new
building permits) completed within 10
business days
46% 58% 45% 50% 55%
Building Division
Percentage of plan checks completed
within 15 working days 95% 98% 98% 98% 98%
Percentage of permits issued over-the-
counter 75% 84% 74% 80% 40%
91
COMMUNITY DEVELOPMENT DEPARTMENT -
PLANNING DIVISION
The Planning Division is responsible for maintaining the City's General Plan and various specific
plans and for maintaining, updating, and administering the City's zoning regulations and sign
regulations. The zoning regulations contain the specific regulations that inform the design and
construction of new developments and additions to existing structures, including height limits,
floor area ratio, parking requirements, lot coverage, and property line setbacks. The zoning
regulations also outline design review processes for various types of projects (when design
review is required).
KEY PLANNING DIVISION BUDGET CHANGES
The Planning Division’s proposed budget for fiscal year 2025-26 reflects an increase of $50,000, or
2.0%. Personnel costs increased by $133,000, or 7.4%, due to scheduled salary increases and
associated benefit costs. Non-personnel costs decreased by $117,000, or 22.6%. This is due to a
$109,000 reduction in professional services contracts, specifically those for arborist services,
General Plan environmental impact report, and creation of a Mills Act program from the prior
year. The increase of $35,000, or 17.6%, in internal services is primarily due to IT allocations this
year.
PLANNING DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 1,805,560 1,938,412 132,852 7.4%
Non-Personnel Costs 517,213 400,067 (117,146) -22.6%
Internal Services 196,789 231,374 34,585 17.6%
Total Appropriation 2,519,562 2,569,853 50,291 2.0%
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Sources of Funds
Charges for Svc - General Fund 613,000 538,000 (75,000) -12.2%
General Fund 1,906,562 2,031,853 125,291 6.6%
Total Funding 2,519,562 2,569,853 50,291 2.0%
92
COMMUNITY DEVELOPMENT DEPARTMENT -
ECONOMIC DEVELOPMENT AND HOUSING DIVISION
The Economic Development and Housing Division of the Community Development
Department is dedicated to creating a positive business climate in Burlingame that helps local
businesses thrive.
The Economic Development responsibilities involve helping retain and expand existing
businesses and promoting new development. The Economic Development and Housing
Specialist regularly keeps in touch with local businesses, the Burlingame/SFO Chamber of
Commerce, and the Business Improvement Districts (BIDs) to offer assistance; refers businesses
to appropriate City contacts and organizations that can provide services; and seeks opportunities
to help businesses reach out to their customers and members. The Economic Development and
Housing Specialist also staffs the City Council’s Economic Development Subcommittee,
including coordination of monthly subcommittee meetings.
The Housing responsibilities involve managing the City’s affordable housing unit inventory;
providing direction to residents on available housing resources; and tracking local and state
housing legislation. The position is also responsible for managing the update and implementation
of the City’s Housing Element.
KEY BUDGET CHANGES FOR THE ECONOMIC DEVELOPMENT
AND HOUSING DIVISION
The proposed budget for the Economic Development and Housing Division for fiscal year 2025-
26 reflects an increase of $8,000, or 2.3%. The majority of the change is in personnel costs, which
increased by $10,000, or 3.4%, due to scheduled salary increases and associated benefit costs.
ECONOMIC DEVELOPMENT AND HOUSING DIVISION BUDGET
SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 293,652 303,644 9,992 3.4%
Non-Personnel Costs 32,878 30,512 (2,366) -7.2%
Total Appropriation 326,530 334,156 7,626 2.3%
Sources of Funds
General Fund 326,530 334,156 7,626 2.3%
Total Funding 326,530 334,156 7,626 2.3%
93
COMMUNITY DEVELOPMENT DEPARTMENT -
BUILDING DIVISION
The Building Division is in charge of plan checking, permit issuance, and field inspections of all
buildings and structures in Burlingame. The Division enforces the minimum requirements of the
State Building Codes, State and Federal laws, and local ordinances. The Building Division also
acts as a central clearinghouse, distributing plans to other departments to ensure that a project
complies with all of the City’s requirements. Once plans are approved and building begins, the
Division inspects the work in progress, assuring that minimum code compliance is achieved.
KEY BUILDING ENTERPRISE BUDGET CHANGES
The Building Division’s proposed budget for fiscal year 2025-26 increased by $537,000, or 13.2%,
overall. Personnel costs decreased by $79,000, or 3.2%, due to the elimination of one
Administrative Assistant position. This decrease was offset, in part, by the scheduled salary
increases and associated benefit costs. The personnel costs also included the reclassification of
one Senior Building Inspector position to Building Division Supervisor. Non-personnel costs
increased by $570,000, or 41.6%, due to contractual services for building inspections, plan checks,
and staff augmentation support. Internal services are increasing by $46,000, or 17.5%, primarily
due to IT and vehicle services allocations.
BUILDING DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 2,436,902 2,358,380 (78,522) -3.2%
Non-Personnel Costs 1,370,883 1,940,648 569,765 41.6%
Internal Services 262,016 307,907 45,891 17.5%
Total Appropriation 4,069,801 4,606,935 537,134 13.2%
Sources of Funds
Charges for Svc - Building 5,275,000 4,200,000 (1,075,000) -20.4%
Interest Income - Building Fund 250,000 340,000 90,000 36.0%
Building Fund (1,455,199) 66,935 1,522,134 -104.6%
Total Funding 4,069,801 4,606.935 537,134 13.2%
94
FINANCE
95
FINANCE DEPARTMENT
Citizens of
Burlingame
City Council
City
Commission City Manager City Attorney
City Clerk
Community
Development
Director
Finance
Director &
Treasurer
Human
Resources
Director
City Librarian Police Chief
Parks &
Recreation
Director
Director of
Public Works
DeputyFinance
Director (1)
SeniorAccountant
(1.0)
Accounting
Technician (1.0)
Accounting
Assistant I/II/III
(2.0)
Senior Accountant
(2.0)
Senior
Management)
Accounting
Technician (1.0)
Customer Services
Supervisor (1.0)
Accountant I/II (1.0)
IT Manager
(1.0)
Administrative
Assistant (1.0)
Accounting Assistant
I (1.0)
96
FINANCE
DEPARTMENT MISSION
The Finance Department ensures that the City's assets are
safeguarded, preserved, maximized, and maintained through
effective financial management, providing a sound financial base to
deliver City services. This mission is supported through the
maintenance of an efficient and effective set of information tools that
provide accurate and timely data access. The Administrative Services
and Information Technology Division provides advice on applications
of new technology and strives to provide responsive service and
support to City staff in the fulfillment of their varied missions.
DEPARTMENT OVERVIEW
The Finance Department manages the financial affairs of the City. The Department is responsible for
oversight of the annual budget and financial statement audit and reports, debt management, oversight
of the City’s investment portfolio, financial stewardship,
information technology, accounting, utility billing and collections,
business license administration, payroll, disbursements, and
administrative support for the City’s three business improvement
districts: Downtown Burlingame Avenue, Broadway, and The San
Francisco Peninsula (formerly the San Mateo County/Silicon Valley
Convention and Visitors Bureau). The Finance Director and
Treasurer serves as the City’s Chief Financial Officer. The Finance
Director also administers the City’s various franchise agreements
and represents the City on the South Bayside Waste Management
Joint Powers Authority Technical Advisory Committee and the
City’s Insurance Pool – PLAN Joint Powers Authority as an
alternative Board member.
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 2,542,418 3,068,060 525,642 20.7%
Non-Personnel Costs 2,644,408 2,925,100 280,692 10.6%
Internal Services 262,709 297,184 34,475 13.1%
Capital Outlay 488,000 373,000 (115,000) -23.6%
Total Appropriation 5,937,535 6,663,344 725,809 12.2%
97
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Sources of Funds
Charges for Services - ISF 2,585,775 3,088,145 502,370 19.4%
Interest Income - ISF 20,000 30,000 10,000 50.0%
Water Enterprise 530,600 585,600 55,000 10.4%
Sewer Enterprise 263,500 285,700 22,200 8.4%
Solid Waste Enterprise 29,000 53,665 24,665 85.1%
Measure I 3,300 3,400 100 3.0%
General Fund 2,505,360 2,616,834 111,474 4.4%
Total Funding 5,937,535 6,663,344 725,809 12.2%
DEPARTMENT STAFF
FY2025
Adopted
FTE
FY2026
Budget
Request
+ / -
Change in
FTE
Full-Time Equivalents (FTE)
Accountant I/II 1.00 1.00 0.00
Accounting Assistant I/II/III 3.00 3.00 0.00
Accounting Technician 2.00 2.00 0.00
Administrative Assistant I/II 0.20 1.00 0.80
Customer Service Supervisor 1.00 1.00 0.00
IT Manager 0.00 1.00 1.00
Finance Director & Treasurer 1.00 1.00 0.00
Financial Services Manager 2.00 2.00 0.00
Senior Accountant 2.00 2.00 0.00
Total FTE 12.20 14.00 1.80
98
DEPARTMENT STATISTICS
FY 20-21 FY 21-22 FY 22-23 FY 23-24
FY 24-25
Estimated
Total computers citywide 327 331 333 342 339
Number of utility accounts billed (annually) 10,848 11,798 10,800 10,658 10,128
Number of business license accounts
(annually) 7,520 8,319 8,549 7,884 5,050
Over-the-counter services rendered n/a* 4,215* 4,489 2,864 2,173
Utility service phone calls received (annually) 15,176 19,771 19,376 19,976 7,932**
General main line phone inquiries received
(annually) 6,020 9,914 9,716 9,045 4,860**
*Due to the COVID-19 Shelter in Place Order, City Hall was closed to the public between mid-March 2020 and early September 2021.
**Based on 30 days of calls using the new phone system integration.
DEPARTMENT PERFORMANCE MEASURES
FY 20-21 FY 21-22 FY 22-23 FY 23-24
FY 24-25
Estimated
Prepare a 5-year forecast for use by decision-
makers Yes Yes Yes Yes Yes
Prepare a comprehensive budget summary for
the City's webpage and general public Yes Yes Yes Yes Yes
Forecast annual General Fund revenues within
5% Yes Yes Yes Yes Yes
Prepare a clear and comprehensive annual
Financial Results Summary for the City's
webpage and general public
Yes Yes Yes Yes Yes
Receive an unqualified opinion on all financial
audits Yes Yes Yes Yes Yes
Post 95% of water account payments received
by mail within 24 hours Yes Yes Yes Yes Yes
Deposit all customer payments received within
1 business day Yes Yes Yes Yes Yes
Provide accurate and timely debt service
payments Yes Yes Yes Yes Yes
Maintain the City's AA+ bond rating Yes Yes Yes Yes Yes
99
FINANCE - ADMINISTRATIVE SERVICES DIVISION
Administrative Services is a division of the Finance Department. It is operated as an internal service
fund and provides services solely to City departments. Accordingly, its costs are allocated to City
departments.
The Division manages and maintains an information technology network for all departments,
including computer hardware and software for running mission-critical business applications,
technology disaster recovery, telecommunications systems, financial information management
systems, utility billing systems, email, and connectivity to the Internet and Intranet. The Division also
provides administrative support to City Hall by maintaining a staff reception desk and front-line
customer service, clerical and document management, and intra-City mailroom service.
The City of Burlingame began contracting for information technology services with Eaton & Associates
in May 2022. The City remains the owner of its software and hardware and partners with Eaton &
Associates to meet the technological needs of each department.
KEY ADMINISTRATIVE SERVICES DIVISION BUDGET CHANGES
The proposed budget for the Administrative Services Division for fiscal year 2025-26 will increase by
$502,000, or 19.4%. The employee cost increase of $372,000, or 132.7%, is due to additional positions
allocated to the Administrative Services Division for an IT Manager at 100% and an Administrative
Assistant at 50% on top of the usual scheduled salary increases and associated benefit costs.
The non-personnel cost increase of $245,000, or 13.5%, is primarily due to the implementation of a Tyler
Munis cloud-based IT administrative support system, Microsoft Office 365, and other annual licenses
and subscriptions. Capital outlay for fiscal year 2025-26 is comprised of server upgrades that will cost
$225,000 and the development and advisor support of a SharePoint site for $148,000.
ADMINISTRATIVE SERVICES DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 280,598 652,896 372,298 132.7%
Non-Personnel Costs 1,817,177 2,062,249 245,072 13.5%
Capital Outlay 488,000 373,000 (115,000) -23.6%
Total Appropriation 2,585,775 3,088,145 502,370 19.4%
Sources of Funds
Charges for Svc – ISF 2,585,775 3,088,145 502,370 19.4%
Interest Income – ISF 20,000 30,000 10,000 50.0%
Total Funding 2,605,775 3,118,145 512,370 19.7%
100
FINANCE DEPARTMENT - FINANCE DIVISION
The Finance Department manages the financial affairs of the City and invests idle cash. The Finance
Director/Treasurer serves as the Chief Financial Officer. The Department follows sound financial
recording and reporting practices in accordance with applicable laws and generally accepted
accounting principles as approved by the Governmental Accounting Standards Board.
KEY FINANCE DIVISION BUDGET CHANGES
The proposed budget for the Finance Division for fiscal year 2025-26 will increase by $223,000, or 6.7%,
with the majority of the changes coming from personnel costs. The proposed employee costs remain
relatively stable with the increase of $153,000, or 6.8%, primarily caused by the scheduled salary
increases and associated benefit costs. This proposed budget includes an additional 0.80
Administrative Assistant position (for a 1.0 FTE), which is funded equally between the Finance and
Information Technology divisions.
Non-personnel costs have increased by $36,000, or 4.3%, due to IT related subscriptions. The increase
of $34,000, or 13.1%, in internal services is mainly due to IT allocations.
FINANCE DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 2,261,820 2,415,164 153,344 6.8%
Non-Personnel Costs 827,231 862,851 35,620 4.3%
Internal Services 262,709 297,184 34,475 13.1%
Total Appropriation 3,351,760 3,575,199 223,439 6.7%
Sources of Funds
Water Enterprise 585,600 640,400 54,800 9.4%
Sewer Enterprise 285,700 315,100 29,400 10.3%
Solid Waste Enterprise 29,000 53,665 24,665 85.1%
Measure I 3,300 3,400 100 3.0%
General Fund 2,448,160 2,562,634 114,474 4.7%
Total Funding 3,351,760 3,575,199 223,439 6.7%
101
102
HUMAN RESOURCES
103
Citizens of
Burlingame
City Council
City
Commission
City
Manager
City
Attorney
City Clerk
Community
Development
Director
Finance
Director &
Treasurer
Human
Resources
Director
City Librarian Police Chief
Parks &
Recreation
Director
Director of
Public Works
HUMAN RESOURCES
HR Analyst II
(1.0)
HR Technician
(1.0)
Senior HR
Analyst (1.0)
104
HUMAN RESOURCES
DEPARTMENT MISSION
The Human Resources Department’s mission is to provide a high-quality, meaningful service
experience to applicants, employees, retirees, and the public, as well as to collaborate with
departments to recruit, develop, support, and retain diverse and talented employees who are the
key to the City of Burlingame’s service delivery, reputation, and success.
DEPARTMENT OVERVIEW
The Human Resources Department provides a full array of employment services in support of
the needs of the City and the community at large. The Department is responsible for recruitment
and retention, classification and compensation systems, workers’ compensation and employee
safety, labor and employee relations, employment policies and procedures, benefits
administration for active and retired employees, employee development and training, employee
engagement initiatives, employee recognition activities, and maintaining positive working
relationships with labor groups, staff (active and retired), and the public. The Human Resources
Department also ensures compliance with federal, state, and local laws and administers programs
within the City’s Memoranda of Understanding, the Personnel Rules and Regulations, and
Administrative Procedures.
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 936,642 989,979 53,337 5.7%
Non-Personnel Costs 1,509,707 1,565,145 55,438 3.7%
Internal Services 107,551 115,978 8,427 7.8%
Total Appropriation 2,553,900 2,671,102 117,202 4.6%
Sources of Funds
Charges for Svc - ISF 900,950 1,079,339 178,389 19.8%
Interest Income - ISF 86,500 120,000 33,500 38.7%
General Fund 1,400,950 1,440,067 39,117 2.8%
Workers Comp - ISF 165,500 31,696 (133,804) -80.8%
Total Funding 2,553,900 2,671,102 117,202 4.6%
105
DEPARTMENT STAFF
FY2025
Adopted
FTE
FY2026
Budget
Request
+ / -
Change in
FTE
Full-Time Equivalents (FTE)
Human Resources Director* 1.00 1.00 0.00
Senior Human Resources Analyst* 1.00 1.00 0.00
Human Resources Analyst II* 1.00 1.00 0.00
Human Resources Technician 1.00 1.00 0.00
Total FTE 4.00 4.00 0.00
*Human Resources Director position is funded by 75% General Fund, 15% Workers’ Compensation ISF, and 10% Employment ISF
*Senior Human Resources Analyst position is funded by 80% General Fund and 20% Workers’ Compensation ISF
*Human Resources Analyst II position is funded by 90% General Fund and 10% Workers’ Compensation ISF
DEPARTMENT STATISTICS
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Estimated
Human Resources Division
Average number of business days for a
recruitment process to establish an eligible list 44 29 36 32 32
Number of employee participants in City
training 233 300 315 366 350
Number of regular recruitments completed 16 36 30 25 32
Number of regular new hires 20 35 32 28 30
Number of labor associations 7 7 7 7 7
Number of labor agreements (MOUs)
negotiated and approved 0 5 4 3 0
Workers' Compensation Division
Number of workers’ compensation claims filed 22 29 16 7 7
Number of lost work days due to workers’
compensation injuries 475 400 565 165 26
106
KEY HUMAN RESOURCES DIVISION BUDGET CHANGES
The Human Resources Divison (General Fund) budget increase of $39,000, or 2.7%, reflects a fiscally
stable program for the upcoming year. Personnel costs are decreasing by $75,000, or 8.0%, primarily
due to certain staff time being allocated to the Workers’ Compensation Division Fund. Due to the
duties of the position, 10% of the Human Resources Director position is being allocated to the Risk
Management – Employment Program. Overall, the non-personal budget increased by $113,000, or
28.2%, mainly due to labor relations, employee litigation assistance, and other miscellaneous
professtional contractrual services expenses. There are no significant changes to the internal services
cost allocaion.
HUMAN RESOURCES DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 936,642 861,310 (75,332) -8.0%
Non-Personnel Costs 401,757 515,034 113,277 28.2%
Internal Services 107,551 108,723 1,172 1.1%
Total Appropriation 1,445,950 1,485,067 39,117 2.7%
Sources of Funds
Charges for Svc - ISF 45,000 45,000 0 0.0%
General Fund 1,400,950 1,440,067 39,117 2.8%
Total Funding 1,445,950 1,485,067 39,117 2.7%
HUMAN RESOURCES – WORKERS’ COMPENSATION
The Human Resources Department administers a workers’ compensation program that complies
with federal and state law. Workers’ compensation programs provide benefits in the event an
employee is injured at work and other conditions are met. Workers’ compensation benefits cover
medical care and treatment, temporary disability benefits, permanent disability benefits,
vocational rehabilitation benefits, and death benefits for sustained work-related injuries and
illnesses. Benefits are administered through a process of self-administration, with a right of
appeal to the Workers’ Compensation Appeals Board, the California Appellate Courts, and the
California Supreme Court. The law also provides for preventive measures in the form of safety
laws and administrative rules.
The Human Resources Department oversees both the benefits administration and the preventive
measure components of workers’ compensation. The preventive measures are found in the City’s
107
Injury and Illness Prevention Program (IIPP). The IIPP includes a system for ensuring that
employees comply with safe and healthy work practices, for communicating with employees the
policies on safe work practices, for maintaining forms for reporting unsafe conditions, for
emergency action plan procedures, and for establishing labor/management safety committee
meetings. The Human Resources Department ensures safety training programs are conducted,
workplace inspections are performed annually, unsafe work conditions and potential hazards are
corrected, and the safety committee meets regularly.
The City’s Workers’ Compensation program is operated as an internal service fund and provides
for the cost of services and claims associated with all City programs and services. Accordingly,
its costs are allocated to all departments based on the historical frequency and severity of claims
incurred.
KEY WORKERS’ COMPENSATION DIVISION BUDGET CHANGES
The Workers’ Compensation program budget is increasing by $78,000, or 7%. This increase is
primarily driven by a $129,000 increase in personnel costs, reflecting the reallocation of certain
staff time from the General Fund; a $10,000 increase in Other Post-Employment Benefits (OPEB);
and a $7,000 increase in cost allocation. These increases are partially offset by a $68,000 decrease
in claims liabilities expenses.
WORKERS’ COMPENSATION DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 0 128,669 128,669 -
Non-Personnel Costs 1,107,950 1,050,111 (57,839) -5.2%
Internal Services 0 7,255 7,255 -
Total Appropriation 1,107,950 1,186,035 78,085 7%
Sources of Funds
Charges for Svc - ISF 855,950 1,034,339 178,389 20.8%
Interest Income - ISF 86,500 120,000 33,500 38.7%
Workers Comp - ISF 165,500 31,696 (133,804) -80.8%
Total Funding 1,107,950 1,186,035 78,085 7.0%
108
CITY OF BURLINGAME, CALIFORNIA
LIBRARY
109
Citizens of
Burlingame
City Council
City
Commission City Manager City Attorney
City Clerk
Community
Development
Director
Finance
Director &
Treasurer
Human
Resources
Director
City Librarian Police Chief
Parks &
Recreation
Director
Director of
Public Works
LIBRARY
Librarian III
Adult Services
1.0)
Librarian I/II (3.5)
Librarian I/II (3.0)
Library Assistant I/II
(0.50)
Library AssistantIII
(1.0)
Library AssistantIII
(1.0)
Library
Technica
Services
Manag(1.0)
Library AssistantI/II
(1.0)
Administrative Assistant I/II (2)
Building Maintenance Worker (1)
Graphic Artist (1)
Library Technical
Services Manager
(1.0)
Circulation
Supervisor
(1.0)
Librarian III
Children
Services (1.0)
Librarian III
Adult Services
(1.0)
Library
Assistant III
(1.0)
Librarian I/II (1.0)
Library
Assistant I/II
(1.0)
Library
Assistant I/II
(1.0)
Library
Assistant III
(1.0)
Library
Assistant I/II
(1.0)
Library
Assistant III
(1.0)
Library
Assistant I/II
(0.50)
Librarian I/II (3.0)Librarian I/II (3.5)
110
LIBRARY
DEPARTMENT MISSION
The Burlingame Public Library is a place where
all are welcome to enjoy, learn, create, gather,
support, and just relax. The Library encourages
inclusion and welcomes diversity; fosters literacy
and life-long learning; facilitates free and easy
access to information; builds community and
nurtures innovation; and protects privacy and
preserves intellectual freedom.
DEPARTMENT OVERVIEW
The Library has four major program areas: Adult Services; Circulation; Children, Teen, and
Easton Branch; and Technical Services and IT. Staff members in all four program areas have been
working to create lasting partnerships and better working relationships with other City
departments such as Fire, Police, and Parks and Recreation to better serve the Burlingame
community.
The Adult Services Division provides professional guidance and access to information via library
collections, electronic resources, and instruction. This Division selects print, media, and electronic
resources to meet library user needs and offers technical education, including basic computer
education and instruction on library databases, library e-services, and the online catalog. Adult
Services staff members also provide a variety of programming, including author talks, small
business and career planning, historical discussions, book clubs, computer and technology
assistance, and art collaborations and docent lectures. Additional services include outreach to the
homebound, volunteer programs, and inter-library loans.
Circulation Services provides first-class customer service in the circulation of library materials;
maintains circulation by creating and editing library accounts, billing records, and inventory
control; shelves books and pulls hold-transfers; and provides training and management of
Library Aides and Library Assistants. This Division manages the Automated Materials Handling
(AMH) system, which was installed to streamline the return of materials, increase patron
satisfaction with instantaneous updating of their accounts, and reduce staff injuries.
The Children, Teen, and Easton Branch Services Division provides recommendations to readers
and facilitates access to information. The Division also promotes effective use of the Library
through a wide variety of programs, including Baby, Toddler, Pre-School, and special language-
specific story-times; author events; special programs; college preparation programs for teens; and
a Teen Advisory Board. Children Division staff put a great deal of effort into the yearly Summer
Reading program to promote literacy and help slow “summer slide”. Staff members promote the
Library’s services through local school outreach, community groups, and material selection.
111
Additional services include supporting local schools by providing class visits both in the Library
and in school and by providing special privilege teacher cards.
The Technical Services Division maintains the Library’s print (including magazines and
newspapers) and AV collections with three main areas of focus: acquisitions (purchasing
materials), cataloging (description of materials), and processing (labeling of materials). This
Division ensures that the nearly 1500 items that staff orders each month are properly classified,
labeled, and on the shelf in a timely manner. This Division is also responsible for supervising the
Lower Level Information Desk and the adjoining Tech Lab.
The IT staff provides support for all of the Library’s hardware, software, and network-related
issues. In addition, IT staff coordinates with the Peninsula Library Area Network (PLAN, the
Peninsula Library System consortium’s IT department) as well as City IT contractors to
implement new technology and train staff in new protocols.
KEY BUDGET CHANGES
The Library Department’s proposed budget is set to increase by $406,000, or 6.0%. Personnel costs
will increase by about $236,000,or 5.3%, due to regular contractual wage increases for both full-time
and part-time employees, as well as associated benefit costs. The increase of $80,000, or 5.9%, for
non-personnel costs is due to an increase in the Department’s OPEB (retiree medical benefits) cost
allocation of $18,000, an increase of $29,000 in supplies, a $40,500 increase in utilities cost, and a
decrease of of $8,000 in contactual services. The departmental costs for internal services are
increasing by $89,221, or 9.0%, to cover the additional IT and Facilities services provided direclty to
the Main and Easton brach locations.
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 4,434,506 4,670,690 236,184 5.3%
Non-Personnel Costs 1,349,980 1,430,125 80,145 5.9%
Internal Services 987,999 1,077,220 89,221 9.0%
Total Appropriation 6,772,485 7,178,035 405,550 6.0%
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Sources of Funds
General Fund 10,000 10,000 0 0.0%
Charges for Svc - Hillsborough 796,572 764,672 (31,900) -4.0%
Charges for Svc - General Fund 5,965,913 6,403,363 437,450 7.3%
Total Funding 6,772,485 7,178,035 405,550 6.0%
112
DEPARTMENT STAFF
FY2025
Adopted
FTE
FY2026
Budget
Request
+ / -
Change in
FTE
Full-Time Equivalents (FTE)
Administrative Assistant I/II 2.00 2.00 0.00
Building Maintenance Worker 1.00 1.00 0.00
Circulation Supervisor 1.00 1.00 0.00
City Librarian 1.00 1.00 0.00
Graphic Artist 1.00 1.00 0.00
Librarian I/II 7.50 7.50 0.00
Librarian III 2.00 2.00 0.00
Library Technical Services Manager 1.00 1.00 0.00
Library Assistant I/II 3.50 3.50 0.00
Library Assistant III 3.00 3.00 0.00
Total FTE 23.00 23.00 0.00
DEPARTMENT STATISTICS
FY 20-21* FY 21-22* FY 22-23* FY 23-24* FY 24-25
Estimated *
Population served 37,340 37,340 37,444 37,924 38,000
Registered borrowers 27,462 28,198 30,314 31,279 31,500
Population registered 74% 76% 80% 82% 82%
Items circulated 413,750 628,472 684,503 715,024 720,000
Children’s items 190,768 338,034 378,810 375,324 376,000
Teen Items 13,287 22,509 22,678 21,883 22,000
E-media 88,177 83,134 70,538 105,873 125,000
Circulation per capita (entire population) 11 17 18 19 19
Circulation per child/teen patron 32 53 50 55 56
Library visits 4,937
June 15-30 only 155,037 250,336 289,919 297,000
113
FY 20-21* FY 21-22* FY 22-23* FY 23-24* FY 24-25
Estimated *
Visits to library website 113,085 82,556 86,925 113,078 100,000
Programs offered 565 737 742 983 1,065
Program attendance 19,442 20,096 22,545 28,910 30,000
Physical items in library collection 218,456 218,841 220,180 220,756 221,500
DEPARTMENT PERFORMANCE MEASURES
FY 20-21* FY 21-22* FY 22-23* FY 23-24* FY 24-25
Estimated *
Kindergarten card drive n/a 139 181 200 200
Story time attendance 10,476 6,499 7,843 11,667 12,000
Children's summer reading club 354 682 899 864 900
Librarian visits at schools n/a 179 153 146 150
Class visits at library 3 6 66 65 65
* Many statistics have been affected by Library closures due to the COVID-19 pandemic.
114
PARKS AND RECREATION
115
Citizens of
Burlingame
City Council
City
Commission City Manager City Attorney
City Clerk
Community
Development
Director
Finance
Director &
Treasurer
Human
Resources
Director
City Librarian Police Chief
Parks &
Recreation
Director
Director of
Public Works
PARKS AND RECREATION
ManagementAnalyst
(.75)
Parks
Maintenance
Leadworker (3)
ParksMaintenance
Worker I/II(9)
Irrigation Repair
Specialist (1)
Tree Worker(2)
Tree Maintenance
Worker (1)
Parks
Superintendent
/City Arborist (1.0)
Admin. Assistant
II (2.0)
Recreation
Manager (1.0)
Recreation
Supervisor (4.0)
Recreation
Coordinator (4.0)
Office Assistant
I/II (2.0)
Parks Supervisor
(1.0)
Parks Leadworker
(4.0)
Parks Maintenance
Worker I/II (9.0)
Irrigation Repair
Specialist (1.0)
Equipment
Mechanic (1.0)
Tree Worker (2.0)
Parks Supervisor
(1.0)
Tree
Leadworker
(1.0)
Tree
Maintenance
Worker (2.0)
116
PARKS AND RECREATION DEPARTMENT
DEPARTMENT MISSION
The Burlingame Parks and Recreation Department is creating a better community to live and play
through quality recreational environments, enriching opportunities, and empowering people.
DEPARTMENT OVERVIEW
The Parks and Recreation Department includes the
Parks, Recreation, and Aquatics Divisions. The
Department is responsible for offering a wide
variety of programs, classes, and events and
maintaining open spaces, parks, athletic fields,
playgrounds, fitness equipment, and the landscape
of City facilities and the City’s urban forest, which
includes City park trees and City street trees.
Through the hard work of Department staff and support from the City Council and community,
the City has retained the distinction of being named a Tree City USA by the Arbor Day
Foundation for 46 consecutive years. The Department manages the contracts for Topgolf, Gabriel
& Daniel’s Mexican Grill, various parking agreements at Murray Field, the Burlingame Aquatics
Club (BAC), the San Mateo Union High School District, the Lions Club, a Washinton Park cell
tower lease, and the Carriage House. Department staff also supports the Beautification
Commission, the Parks and Recreation Commission, the Youth Advisory Committee, the Parks
and Recreation Foundation, and the Senior Advisory Committee.
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 6,943,552 7,635,633 692,081 10.0%
Non-Personnel Costs 4,800,022 5,713,091 913,069 19.0%
Internal Services 3,301,836 3,092,497 (209,339) -6.3%
Capital Outlay 207,000 125,000 (82,000) -39.6%
Total Appropriation 15,252,410 16,566,221 1,313,811 8.6%
Sources of Funds
Charges for Svc - General Fund 4,200,000 4,802,900 602,900 14.4%
General Fund 11,036,410 11,746,321 709,911 6.4%
Parking Fund 16,000 17,000 1,000 6.3%
Total Funding 15,252,410 16,566,221 1,313,811 8.6%
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DEPARTMENT STAFF
FY 2025
Adopted
FTE
FY 2026
Budget
Request
+ / -
Change in FTE
Full-Time Equivalents (FTE)
Administrative Assistant II 2.00 2.00 0.00
Equipment Mechanic 1.00 1.00 0.00
Irrigation Repair Specialist 1.00 1.00 0.00
Office Assistant I/II 2.00 2.00 0.00
Parks Maintenance Worker I/II 8.00 9.00 1.00
Parks Superintendent / City Arborist 1.00 1.00 0.00
Parks Supervisor 2.00 2.00 0.00
Parks & Recreation Director 1.00 1.00 0.00
Parks Maintenance Leadworker 4.00 4.00 0.00
Recreation Coordinator I/II 4.00 4.00 0.00
Recreation Manager 1.00 1.00 0.00
Recreation Supervisor 3.00 4.00 1.00
Tree Leadworker 1.00 1.00 0.00
Tree Worker 2.00 2.00 0.00
Tree Maintenance Worker 2.00 2.00 0.00
Total FTE 35.00 37.00 2.00
DEPARTMENT STATISTICS
FY 20-21 FY 21-22 FY 22-23 FY 22-23
FY 24-25
Estimated
Recreation Program Participants
Preschool 179 1,320 1,358 1,489 3,000
Youth/Teen Enrichment 2,006 3,858 6,404 6,600 6,700
Youth/Teen Sports 1,984 3,896 1,451 1,513 1,800
Adult Enrichment/Sports 1,165 3,458 2,496 2,400 3,200
Mature Adult (includes weekly drop-in
programming) 869 2,162 176 518 8,000
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FY 20-21 FY 21-22 FY 22-23 FY 22-23
FY 24-25
Estimated
Recreation Rentals
Picnic 107 275 357 409 350
Building 0 15 391 726 3,400
Outdoor Class Park Space 361 275 148 251 182
Tennis Courts (including COVID
reservations and a new scheduling system
that tracks usage differently)
8,000 12,000 0 2,001 2,200
Community Garden Beds 22 22 22 22 22
Bocce Ball Courts 23 42 96 90 140
Parks Services
Tree Plantings 280 336 252 350 550
Tree Removals 194 317 323 1,096 505
Tree Trimmings 1,332 1,427 1,350 3,521 2,350
Permit Applications 119 55 147 43 57
Emergency Call Outs 19 93 66 48 43
PARKS AND RECREATION DEPARTMENT
PARKS DIVISION
The Parks Division’s responsibilities are divided into four areas: Administration, Facilities and
Equipment Maintenance, Landscape Maintenance, and Tree Maintenance.
The Administration team works to support the daily operations of line staff and required City
governance. This team processes Private Protected Tree Permits, City-Tree Work Plans, increased
public notification requirements, invoices, and public inquiries. The team also administers all
aspects of public contracting including, bidding, award, and management. Finally, the staff
ensures compliance with all required agencies; directs the work of City staff and contractors by
providing work orders and guidance created through site evaluations and operation of asset
management software; and remains the frontline conduit for communication with the public
through phone, email and website communication.
The Parks Division’s Facilities and Equipment Maintenance Crew installs, inspects, and
maintains playground equipment, hardscape, and site furnishings; installs and repairs irrigation
systems and maintains the City’s computerized central irrigation system; prepares City athletic
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fields for use by numerous softball, baseball, soccer, and lacrosse leagues; and performs routine
and emergency maintenance on the Department’s small engine equipment.
The Landscape Maintenance Crew maintains turf and landscaping in all parks, medians, parking
lots, City-owned right-of-way, Burlingame and Broadway Avenue Business districts, and other
City-owned facilities; provides sustainable landscaping in selected locations; maintains plant
materials in the nursery; services restrooms, trash receptacles, and pathways in City parks;
prepares and maintains athletic fields for user groups; and provides weed and exterior pest
control at all City facilities.
The Maintenance Crew and the Landscape Crew maintain the following areas and equipment:
• 62 acres of landscape maintenance
• 22 City parking lots
• 48 median street islands
• 7 City building landscapes
• 6 large parks with athletic fields
• 9 neighborhood parks and tot lots
• Mills Canyon Wildlife Area
• Bayside Community Garden
• Skyline Open Space Park
• Bayside Dog Park
• Ray Park Dog Park
• Burlingame Ave. landscaping & trees
• Broadway and overpass trees and landscape
• California Roundabout
• Meta campus (City land only)
• Bayfront Bird Sanctuary
• Sanchez Creek
• 3 bocce ball courts
• 7 tennis courts and 15 pickleball courts
• 6 basketball courts
• 11 baseball and softball fields
• 16 miscellaneous game courts
• 125 + pieces of playground equipment
• 4 adult fitness equipment clusters
• 9 restroom locations
• 13 grandstands and bleachers
• 25+ pieces of rolling equipment
• 50+ pieces of power tools/equipment
• 15+ miscellaneous areas
• Green infrastructure on City streets
The Tree Maintenance Crew ensures the protection of people and property through the
maintenance or removal of hazardous trees; promotes the health and vigor of City-owned trees
through a program of inspection, grid pruning, and tree health maintenance; and plants trees
where others have been removed and in areas where the need for a new tree exists. With contract
support, the crew maintains over 14,000 City street trees and more than 1,700 open space/City
park trees with over 330 distinct tree species. The City tree canopy covers approximately 274
acres, or 7.8%, of the total land area and 71% of the City’s total streets and sidewalk area.
While each Crew has its primary responsibilities, the Parks Division staff has been trained in each
maintenance area, allowing for a well-coordinated storm response team. The response is
prioritized by life safety, property damage, and public thoroughfare access. During storm events,
Parks staff is called upon to maintain a coordinated response to protect these prioritized service
areas. Significant outreach and customer service are provided to educate the public on the balance
of benefits and risks trees present.
The Parks Division also works with the Public Works Department on the sidewalk replacement
program and with the Community Development Department on planning and building projects;
updates and maintains the street tree inventory management system; coordinates the issuance
and inspection of private tree removals; represents the City on tree-related issues with Caltrain
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and Caltrans; and meets and works with the City Council, the Parks and Recreation Commission,
the Beautification Commission, other public agencies, City departments, and the general public.
KEY PARKS DIVISION BUDGET CHANGES
The Parks Division’s proposed personnel budget reflects an increase of $286,000, or 6.6%, due to
the scheduled salary increases for employees and associated benefits. This proposed budget also
includes an additional full-time Parks Maintenance Worker position.
Non-personnel costs in the Parks Division increased by $495,000, or 22.3%, due to the contractual
services budget for fiscal year 2025-26 increasing by $410,000 (as compared to $830,000 in the
prior year) for the primary purpose of tree and landscape maintenance. Internal services will
decrease by $296,000, or 10.9%, largely due to a special insurance allocation.
PARKS DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 4,333,768 4,619,787 286,019 6.6%
Non-Personnel Costs 2,218,521 2,713,943 495,422 22.3%
Internal Services 2,719,987 2,424,075 (295,912) -10.9%
Capital Outlay 182,000 0 (182,000) -100.0%
Total Appropriation 9,454,276 9,757,805 303,529 3.2%
Sources of Funds
Charges for Svc - General Fund 260,000 286,000 26,000 10.0%
General Fund 9,178,276 9,454,805 276,529 3.0%
Parking Fund 16,000 17,000 1,000 6.3%
Total Funding 9,454,276 9,757,805 303,529 3.2%
PARKS AND RECREATION DEPARTMENT
RECREATION DIVISION
The Recreation Division provides recreation and leisure opportunities and community support
to Burlingame and surrounding communities. The Division offers programs for all sectors of the
population, from pre-school children to senior citizens, families, schools, and local non-profit
agencies. The Recreation Division’s programs allow individuals to improve their health and
fitness, pursue life-long learning, enjoy outdoor areas within the city, and socialize with other
community members. The Community Center also provides community support services
through referrals and spaces to work, meet, and visit.
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The Recreation Division’s operations encompass Administration, Pre-school, School-age/Teen
Enrichment, School-age/Teen Sports, Adult Enrichment and Sports, Mature Adults, Facilities,
and Special Programs/Events. In addition to City General Fund support, the Department relies
on user fees, volunteers, donations, and the support of other community groups to provide
facilities, activities, and programs that make Burlingame a special place to live, work, and play.
The Division works closely with the two school districts and local community organizations to
provide excellent programs and facilities to “create a better community in which to live and play
through quality recreational environments, enriching opportunities, and empowering people.”
These organizations include the American Youth Soccer Organization, Burlingame Girls Softball,
Burlingame Soccer Club, Burlingame Youth Baseball Association, Coyotes Youth Lacrosse,
Burlingame School District, Our Lady of Angels School, Adult Education, Burlingame High
School, Mercy High School, St. Catherine of Siena School, Burlingame/SFO Chamber of
Commerce, The San Francisco Peninsula, the Lions Club, the Business Improvement Districts,
and AARP.
The Recreation Division offers a popular array of youth activities, including the Village Park pre-
school program, camps, music, art, foreign language, sports, fitness, ballet, gymnastics, drop-in
programs, and playgrounds. With the ability to use Burlingame School District facilities, the
Recreation Division also offers a wide range of programming for school-age students and teens,
including sports programs and classes on school sites. Through the Burlingame School District’s
Extended Learning Opportunity Program (ELOP) grant, the Division has provided access to
Enrichment classes for students who previously faced financial barriers to participation. This
initiative has increased enrollment among historically underrepresented students and
contributed to a record-low number of class cancellations. In Fall 2024, only five classes across all
seven schools were canceled due to low enrollment—an unprecedented achievement.
In addition, the Recreation Division supports the Youth Advisory Committee (YAC), which
advises the Parks and Recreation Commission on matters relevant to Burlingame’s youth and
teen populations. The 2024-2025 initiatives included Civic Engagement, Sustainability, and
Home Economics. These are accomplished by interviews with the Mayor and a Parks and
Recreation Commissioner, a parks cleanup day, and offering classes such as sewing.
Programming for adults has been growing. Programs are offered in the following areas: softball,
basketball, tennis, first aid/CPR, music, art, performing arts, foreign languages, ping pong,
pickleball, fitness programs, bridge, specialty workshops, and various drop-in programs. In
January 2025, the Peninsula Health Care District awarded the Recreation Division a $50,000 grant.
This grant has facilitated the expansion of senior programming through the Let the Sunshine In
initiative. This program fosters social connection and engagement by offering seniors subsidized
access to nature excursions, cultural experiences, historical explorations, and community events.
Throughout the year, Senior programming also includes weekly free bingo, free movies, various
tours and trips, free blood pressure screenings, computer classes, a driver safety program, and
free tax preparation. The Division also offers monthly events, including partnerships with local
dining establishments, entertainment, and festive themes.
The Recreation Division also organizes and manages several special events, including the Annual
Holiday Tree Lighting, Winterfest and Winter Market, Movies in the Park, Music in the Park,
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Family Campout, Royal Ball, and volunteer and contractor appreciation events. In addition, the
Recreation Division has supported the annual Pet Parade on Broadway, the Fall Fest on Howard
Avenue, and Burlingame on the Ave.
The Community Center provides spaces for community meetings, trainings, private rentals
(parties, weddings, etc.), and party package rentals. In addition, staff opened a drop-in
playground for community use during inclement weather. The new Community Center has a
backup generator and solar power, enabling it to remain open during power outages and provide
a space for community members to continue to work and use Wi-Fi as needed.
KEY RECREATION DIVISION BUDGET CHANGES
The Recreation Division’s personnel costs are increasing by $406,000, or 15.6%, due to an
additional full-time Recreation Supervisor position and scheduled salary increases and associated
benefits.
An increase in non-personnel costs of $230,000, or 11.2%, is primarily due to the set up and
activation of Town Square and other contractual services. Internal services costs are increasing
by $87,000, or 14.9%, due to IT and facilities cost allocations. Capital outlay includes $100,000 for
the Holiday Tree in Town Square.
RECREATION DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 2,609,784 3,015,846 406,062 15.6%
Non-Personnel Costs 2,059,501 2,289,148 229,647 11.2%
Internal Services 581,849 668,422 86,573 14.9%
Capital Outlay 0 100,000 100,000 -
Total Appropriation 5,251,134 6,073,416 822,282 15.7%
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Sources of Funds
Charges for Svc - General Fund 3,800,000 4,200,000 400,000 10.5%
General Fund 1,451,134 1,873,416 422,282 29.1%
Total Funding 5,251,134 6,073,416 822,282 15.7%
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PARKS AND RECREATION DEPARTMENT
AQUATICS DIVISION
The Aquatics Division works with the San Mateo Union High School District (SMUHSD) via a
joint-use agreement for maintaining, operating, and using the Burlingame High School (BHS)
pool. From 2016 to the start of the pool renovations in July 2018, the City and the private
Burlingame Aquatic Club (BAC) supported the facility by paying 78% of the annual maintenance
and operating expenses and 50% of capital expenses. The initial renovations included removing
and replacing the deck, removing and replacing the pool finish, and replacing the interior lights
with LED fixtures. However, shortly after the renovations started, SMUHSD’s contractor
discovered various problems with the pool, including corrosion of the rebar at multiple locations
and improper concrete coverage. The District Board subsequently voted to rebuild the pool rather
than repair it, and work restarted in May 2019 after the District received the necessary State
approvals to proceed.
The City and the District negotiated and approved a 20-year agreement in 2019. The agreement
includes the City’s contribution of $2.7 million to the Aquatic Center reconstruction. The City’s
share of maintenance and operations expenses for FY 2024-25 is 74/26% and 50/50% for capital
expenses.
The Aquatics Division contracts with BAC to provide a full range of aquatic programming
opportunities for the Burlingame community. Programming includes swimming lessons, swim
teams, water polo, water safety classes, arthritis classes, fitness classes, lap and recreational
swimming, and competitive programming at the BHS pool.
BAC continues to rebuild its programs after COVID-19 and is enhancing its programming. BAC
reimburses the City for its maintenance and operations costs paid to the District, with the
community and competitive programming paying their fair share of the allocated costs. BAC
does not reimburse the City for capital expenses. BAC also receives an annual subsidy from the
City for community programming such as learn-to-swim classes, lap swim, recreational swim,
and fitness classes.
KEY AQUATICS DIVISION BUDGET CHANGES
The Aquatics Division’s non-personnel budget will increase by $188,000, or 36.0%. This is due to
general increases to services, maintenance, water consumption, and utilities.
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AQUATICS DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Non-Personnel Costs 522,000 710,000 188,000 36.0%
Capital Outlay 25,000 25,000 0 0.0%
Total Appropriation 547,000 735,000 188,000 34.4%
Sources of Funds
Charges for Svc - General Fund 140,000 316,900 176,900 126.4%
General Fund 407,000 418,100 11,100 2.7%
Total Funding 547,000 735,000 188,000 34.4%
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POLICE
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POLICE DEPARTMENT
DEPARTMENT MISSION
The members of the Burlingame Police Department are dedicated to serving
the community by providing safety, security, and confidence through
excellence in policing.
DEPARTMENT OVERVIEW
The Police Department consists of 40 sworn officers
and 20 professional full-time staff positions within
three divisions and several bureaus and units,
including Patrol, Investigations, and Administrative
Services. The Department is responsible for protecting
the City’s residents, businesses, and visitors by
patrolling roughly six square miles using cars,
bicycles, motorcycles, and foot patrols. The
Department is a progressive department that
embraces collaborative and guardian-style policing.
The Department partners with nonprofits LifeMoves
and Star Vista for outreach to the unhoused community, ensures that all officers receive Crisis
Intervention Training, utilizes the San Mateo County Mental Health Assessment and Referral
Team on a majority of calls involving persons in crisis, and collects stop data per the Racial and
Identity Profiling Act (RIPA). The Department also works collaboratively with the City Council,
the City Manager’s Office, other City departments, and the community to address crime, property
damage, quality of life issues, and inclusion.
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 17,201,817 17,745,183 543,366 3.2%
Non-Personnel Costs 3,629,392 3,763,122 133,730 3.7%
Internal Services 2,161,585 2,577,466 415,881 19.2%
Capital Outlay 27,000 229,940 202,940 751.6%
Total Appropriation 23,019,794 24,315,711 1,295,917 5.6%
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FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Sources of Funds
General Fund 20,525,184 21,652,938 1,127,754 5.5%
Permits & License - General Fund 82,600 94,600 12,000 14.5%
Charges for Svc - General Fund 58,000 65,000 7,000 12.1%
State Grants 215,000 215,000 0 0.0%
Measure I 214,541 237,643 23,102 10.8%
Fines and Forfeitures 670,000 660,000 (10,000) -1.5%
Parking Fees 2,100,000 2,200,000 100,000 4.8%
Monthly Parking Permits 120,000 120,000 0 0.0%
EV Charging Station Revenues 30,000 40,000 10,000 33.3%
Interest Income - Parking Enterprise 52,000 175,000 123,000 236.5%
Total Funding 24,067,325 25,460,181 1,392,856 5.8%
DEPARTMENT STAFF
FY2025
Adopted
FTE
FY2026
Budget
Request
+ / -
Change in
FTE
Full-Time Equivalents (FTE)
Administrative Assistant II 1.00 1.00 0.00
Police Services Manager 1.00 1.00 0.00
Communications Dispatcher I/II 7.00 7.00 0.00
Parking Enforcement Officers 4.00 4.00 0.00
Parking System Technician 2.00 2.00 0.00
Police Captain 1.00 1.00 0.00
Police Chief 1.00 1.00 0.00
Police Clerk I/II 4.00 4.00 0.00
Police Lieutenant 2.00 2.00 0.00
Police Officer 30.00 30.00 0.00
Police Sergeant 6.00 6.00 0.00
Training Coordinator 1.00 1.00 0.00
Total FTE 60.00 60.00 0.00
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DEPARTMENT STATISTICS
*Calendar Year 2020 2021 2022 2023 2024
Calls for service 45,872 43,706 43,787 44,699 53,096
Total crimes reported 2,434 2,202 2,220 2,159 2,253
Total arrests 601 624 532 473 540
Total vehicle accidents 200 199 252 343 281
Moving citations issued 1,421 2,264 1,856 1,687 1,961
Average calls per officer 1,147 1,093 1,095 1,117 1,324
Average calls per dispatcher 6,553 6,244 6,255 6,381 7,585
Five-year average calls for service 42,386 42,817 43,240 43,945 46,232
Five-year average annual calls per officer 1,070 1,076 1,081 1,099 1,156
Five-year average annual calls per dispatcher 6,055 6,117 6,177 6,277 6,605
Traffic stops 3,413 4,548 3,567 3,460 3,727
Incident reports 3,751 3,536 3,523 3,513 3,775
POLICE DEPARTMENT - POLICE DIVISION
The Police Division includes Patrol, Traffic, Investigations, Records, and Property and Evidence.
The Patrol Division provides core law enforcement functions,
including uniform patrol, crime prevention, traffic enforcement,
preliminary criminal investigations, special weapons and tactics, and
overall public safety, through enforcement of state laws and local
ordinances. Officers respond to calls for service, provide self-initiated
activity, and interact with citizens on respective beats.
The Traffic Bureau is part of the Patrol Division and is responsible for traffic enforcement,
investigations of traffic collisions, Driving Under the Influence
enforcement, parking enforcement, vehicle abatement, and supervision
of the crossing guard program. The Traffic program promotes the safe
and orderly flow of traffic throughout Burlingame and ensures
compliance with the City's posted speed limits, truck routes, and traffic
safety signs. The Traffic Bureau also oversees grants from the State
Office of Traffic Safety.
The Investigations Division works with other divisions and bureaus in the Police Department to
provide quality service to Burlingame’s residents and business community by conducting follow-
up investigations designed to identify persons involved in committing crimes. The Investigations
Division also spearheads the Department’s efforts against human trafficking.
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The Records Bureau is responsible for maintaining custody of official police records and reports,
including making the appropriate entries into the Records databases. The bureau provides public
access to police records according to State law and administers the clerical functions relative to
updating arrest warrant status and recording and responding to civil and criminal subpoenas
and Subpoena Duces Tecum (production of evidence). The bureau also provides crime analysis
and telephone operator functions for the Department.
The Property and Evidence Unit is responsible for all items the Department holds as evidence or
seized property. This unit ensures that property and evidence are returned to the rightful owner
or are auctioned as required by law.
KEY POLICE DIVISION BUDGET CHANGES
The Police Division’s proposed operating budget increased by $1.0 million, or 5.4%, mainly due
to increases in personnel costs, internal services allocations, and capital outlay. Personnel costs
are projected to increase by $431,000, or 3.0%, due to scheduled salary increases and associated
benefits.
Non-personnel costs increased by $63,000, or 2.5%, largely due to a $44,000 increase in contractual
services. The remaining increase includes $10,000 for equipment maintenance contracts and
$9,000 for supplies. Internal services allocations increased by $347,000, or 19.3%, mainly due to
higher charges for computer, insurance and vehicle services cost allocation. Capital outlay
increased by $347,306, or 19.3%, due to the need to replace in-car computers that have exceeded
their service life. The Police Department currently has three computers that are over eight years
old and in need of replacement.
POLICE DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 14,551,240 14,982,311 431,071 3.0%
Non-Personnel Costs 2,488,626 2,551,797 63,171 2.5%
Internal Services 1,795,466 2,142,772 347,306 19.3%
Capital Outlay 27,000 194,940 167,940 622.0%
Total Appropriation 18,862,332 19,871,820 1,009,488 5.4%
Sources of Funds
General Fund 18,247,191 19,224,577 977,386 5.4%
Permits & License - General Fund 82,600 94,600 12,000 14.5%
Charges for Svc - General Fund 58,000 65,000 7,000 12.1%
Fines and Forfeitures 45,000 35,000 (10,000) -22.2%
State Grants 215,000 215,000 0 0.0%
Measure I 214,541 237,643 23,102 10.8%
Total Funding 18,862,332 19,871,820 32,102 0.2%
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POLICE DEPARTMENT - COMMUNICATIONS
The Communications Bureau is responsible for all functions related to receiving, prioritizing,
monitoring, and facilitating the response to externally generated emergency and non-emergency
calls for public safety services. Communications personnel utilize a computer-aided dispatch-
based system to enter, categorize, and dispatch all Department calls for service and record-
keeping activities and to store pertinent law enforcement information. Other Communications
Bureau functions include data entry into appropriate National Crime Information Center (NCIC)
and California Law Enforcement Telecommunications System (CLETS) based systems used for
tracking wanted or missing persons, stolen property, warrant verification, and local databases
related to court orders. Communications Bureau personnel are also responsible for activating the
Rapid Notify emergency notification system and SMCAlert.
KEY COMMUNICATIONS BUDGET CHANGES
The proposed personnel budget for the Communications Division increased by $61,000, or 3.5%,
due to scheduled salary increases and associated benefit costs. The increase in non-personnel
costs is consistent with increases in contract services and utility costs. The internal services cost
increased by $19,000, primarily due to increases in IT cost allocations.
COMMUNICATIONS BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 1,729,349 1,790,356 61,007 3.5%
Non-Personnel Costs 283,597 308,534 24,937 8.8%
Internal Services 97,804 116,505 18,701 19.1%
Total Appropriation 2,110,750 2,215,395 104,645 5.0%
Sources of Funds
General Fund 2,110,750 2,215,395 104,645 5.0%
Total Funding 2,110,750 2,215,395 104,645 5.0%
POLICE DEPARTMENT – PARKING ENFORCEMENT
Parking Enforcement Officers provide enforcement for all parking-related issues such as permit
parking, parking for the disabled, and fire lane violations as well as respond to requests for
services. The Parking Enforcement personnel help ensure safe and orderly parking around
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schools, in commercial districts, and on all city streets. Removal of abandoned vehicles is also a
primary responsibility of the Parking Enforcement Officers.
KEY PARKING ENFORCEMENT BUDGET CHANGES
Overall, there are no significant changes in the proposed budget for Parking Enforcement. The
$30,000, or 4.9%, increase in the personnel budget is mainly due to scheduled salary increases and
associated benefit costs. The Parking Enforcement Division’s revenues remain stable.
PARKING ENFORCEMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Personnel Costs 611,930 641,797 29,837 4.9%
Non-Personnel Costs 130,393 136,189 5,796 4.4%
Internal Services 49,920 60,010 10,090 20.2%
Total Appropriation 792,243 837,966 45,723 5.8%
Sources of Funds
Citation and fines 625,000 625,000 0 0.0%
General Fund 167,243 212,966 45,723 27.3%
Total Funding 792,243 837,966 45,723 5.8%
POLICE DEPARTMENT – PARKING ENTERPRISE
The Parking Enterprise Fund relates to the maintenance and upkeep of the City’s parking lots
and metering equipment and the collection of metered parking and pay-by-space revenue. Any
excess revenues accumulated in the fund are used to provide funding for future parking facilities
and parking meter replacements and upgrades.
To provide a more appropriate matching of revenue and expenses, the cost of the City’s parking
enforcement activities was moved to the General Fund in the fiscal year 2015-16 budget. Metering
and parking meter collection activities were retained by the Parking Enterprise Fund.
KEY PARKING ENTERPRISE BUDGET CHANGES
The proposed personnel budget increased by $21,000, or 6.9%, due to scheduled salary increaes
and associated benefit costs. Non-personnel costs have increased by $40,000, or 5.5%, primarily
due to higher equipment maintenace contract costs. The allocation of internal services rose by
$40,000, or 18.2%, mainly due to an increase in the Facilities allocation. Capital Outlay increased
134
by $35,000 to fund necessary upgrades to existing Ventek pay-by-space equipment. The update
includes tap to pay hardware and software for the current machines.
Parking Enterprise revneues are projected to increase by $233,000 or 10.1% in fiscal year 2025-26,
while overall revenue levels remain stable.
PARKING ENTERPRISE BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 309,298 330,749 21,451 6.9%
Non-Personnel Costs 726,776 766,602 39,826 5.5%
Internal Services 218,395 258,179 39,784 18.2%
Capital Outlay 0 35,000 35,000 -
Total Appropriation 1,254,469 1,390,530 136,061 10.8%
Sources of Funds
Parking Fees 2,100,000 2,200,000 100,000 4.8%
Monthly Parking Permits 120,000 120,000 0 0.0%
EV Charging Station Revenues 30,000 40,000 10,000 33.3%
Interest Income - Parking Enterprise 52,000 175,000 123,000 236.5%
Total Funding 2,302,000 2,535,000 233,000 10.1%
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136
PUBLIC WORKS
137
Management
Assistant(1)
Deputy
Director of
Public Works
Operations(1)
Assistant
Public Works
Director (1)
Administra
ti ve
Assistant
(1)
AssociateCivil
Engineer (2)
Automotiv
e
Mechanic
(2)
Office
AssistantI/II
(1)
Maintenanc
e
Electrician
(1)Facilities
Maintenan
ce Worker
(2)
Water
Quality
Supervisor(1)
Water Maintenance
Leadworker(1)
Water Maintenance
Leadworker(2)
Utility
Inspector(1)
Citizens of
Burlingame
City Council
City
Commission City Manager City Attorney
City Clerk
Community
Development
Director
Finance
Director &
Treasurer
Human
Resources
Director
City Librarian Police Chief
Parks &
Recreation
Director
Director of
Public Works
Management
Assistant (1.0)
Deputy Director
of Public Works
(1.0)
Assistant Public
Works Director
(1.0)
Water Division
Manager (1.0)
Water Quality
Supervisor(1.0)
Streets & Sewer
Division Manager
(1.0)
Water
Supervisor(1.0)
Streets & Sewer
Supervisor(2.0)
Lead Water
System Operator
(2.0)
Water Quality &
Meter
Leadworker (1.0)
Water Service &
Operation
Technician (1.0)
Water System
Operator (5.0)
Utility Inspector
(1.0)
CCTV
Leadworker (1.0)
Instrumentation
Mechanic
Technician (1.0)
Traffic Sign Paint
Leadworker (1.0)
Lead Street & Sewer
Collection System
Operator (4.0)
Street & Sewer Coll
System Operator
(6.0)
Admin. Assistant I
(1.0)
Senior Civil
Engineer (5.0)
Associate
Engineer (2.0)
Transportation
Engineer (1.0)
Sr. Public Works
Inspector (1.0)
Public Works
Inspector (1.0)
Engineering
Technician II (2.0)
Facilities
Maintenance
Worker (2.0)
Facilities
Leadworker (1.0)
Maintenance
Electrician (1.0)
Facilities & Fleet
Manager (1.0)
Lead Equipment
Mechanic (1.0)
Equipment
Mechanic (1.0)
Office Assistant
I/II (1.0)
Senior
Management
Analyst (1.0)
GIS Coordinator
(1.0)
PUBLIC WORKS
Facilities
Supervisor (1.0)
Environmental
Regulatory Compliance
Manager (1.0)
Fleet Supervisor
(1.0)
Street & Sewer Coll
System Operator
Trainee (7.0)
Water System
Operator Trainee
(2.0)
Admin. Assistant
I/II (1.0)
138
PUBLIC WORKS DEPARTMENT
DEPARTMENT MISSION
The Public Works Department’s mission is to provide quality services with commitment, courtesy, and
pride. In partnership with the Burlingame community, the Department strives to offer cost-effective and
environmentally responsible services in the areas of design, construction, operation, and maintenance
of public works infrastructure critical to the health and safety of the community and to make Burlingame
a beautiful and vibrant city in which to live and work.
DEPARTMENT OVERVIEW
The Public Works Department includes seven major divisions: Engineering, Facilities, Sewer, Streets
and Storm Drainage, Vehicle and Equipment Maintenance, Water, and Wastewater Treatment Plant.
The primary function of the Department is to provide essential public health and safety services to the
community including:
- High-quality drinking water
- Sewer collection system maintenance
- Wastewater treatment
- Safe roads and sidewalks
- Storm drainage improvements and flood protection
- Traffic signals maintenance
- Street lights maintenance
- Parking facilities maintenance
- Building facilities maintenance
- Fleet maintenance
The Public Works Department is responsible for implementing the City’s Capital Improvement
Program including upgrades to aging infrastructure. In addition, the Department reviews plans and
inspects construction of public improvements to serve new private residential, commercial, and
industrial developments. The Department also reviews and processes encroachment permits for work
done in the City right-of-way by private contractors and utility companies.
139
DEPARTMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 13,509,056 14,421,585 912,529 6.8%
Non-Personnel Costs 22,277,049 23,968,625 1,691,576 7.6%
Debt Service 4,361,132 4,375,533 14,401 0.3%
Internal Services 4,879,464 5,477,019 597,555 12.2%
Capital Outlay 751,226 3,865,100 3,113,874 414.5%
Total Appropriation 45,777,927 52,107,862 6,329,935 13.8%
Sources of Funds
Charges for Svc - General Fund 1,614,000 1,574,000 (40,000) -2.5%
Charges for Svc - ISF 4,516,041 4,819,900 303,859 6.7%
Charges for Svc - Landfill 540,000 550,000 10,000 1.9%
Charges for Svc - Sewer 14,960,000 15,125,000 165,000 1.1%
Charges for Svc - Solid Waste 736,000 736,000 0 0.0%
Charges for Svc - Water 20,000,000 20,000,000 0 0.0%
Charges for Svc - Outside Agencies 1,832,900 1,750,000 (82,900) -4.5%
General Fund 8,195,945 9,122,096 926,151 11.3%
Grants & Contributions 65,000 65,000 0 0.0%
Interest Income 579,000 1,078,000 499,000 86.2%
Other Revenue 178,000 190,000 12,000 6.7%
Parking Fund 90,000 92,000 2,000 2.2%
Reserves (575,163) 2,636,551 3,211,714 -558.4%
Total Funding 52,731,723 57,738,547 5,006,824 9.5%
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DEPARTMENT STAFF
Full-Time Equivalents (FTE) FY2025 Adopted
FTE
FY2026 Budget
Request
+ / - Change
in FTE
Administrative Assistant I/II 1.00 2.00 +1.00
Asst. Public Works Director 1.00 1.00 0.00
Associate Civil Engineer 2.00 2.00 0.00
CCTV Leadworker 1.00 1.00 0.00
Deputy Director of Public Works Operations 1.00 1.00 0.00
Director of Public Works 1.00 1.00 0.00
Engineering Technician 2.00 2.00 0.00
Environmental Regulatory Manager 1.00 1.00 0.00
Equipment Mechanic 1.00 1.00 0.00
Lead Equipment Mechanic 1.00 1.00 0.00
Facilities and Fleet Divisions Manager 1.00 1.00 0.00
Facilities Leadworker 1.00 1.00 0.00
Facilities Maintenance Worker 2.00 2.00 0.00
Facilities Supervisor 1.00 1.00 0.00
Fleet Supervisor 1.00 1.00 0.00
GIS Coordinator 0.00 1.00 +1.00
Maintenance Electrician 1.00 1.00 0.00
Senior Management Analyst 1.00 1.00 0.00
Management Analyst 1.00 0.00 -1.00
Management Assistant 1.00 1.00 0.00
Office Assistant I/II 1.00 1.00 0.00
Public Works Inspector 1.00 1.00 0.00
Instrumentation Maintenance Technician 1.00 1.00 0.00
Senior Civil Engineer 5.00 5.00 0.00
Senior Public Works Inspector 1.00 1.00 0.00
Lead Street Maintenance & Sewer Collection
System Operator 4.00 4.00 0.00
Street & Sewer Division Manager 1.00 1.00 0.00
Street Maint. & Sewer Collection System Operator 6.00 6.00 0.00
Street Maint. & Sewer Collection System Operator
7.00 7.00 0.00
Street & Sewer Supervisor 2.00 2.00 0.00
Traffic Sign & Paint Leadworker 1.00 1.00 0.00
Transportation Engineer 1.00 1.00 0.00
Utility Inspector 1.00 1.00 0.00
Water Division Manager 1.00 1.00 0.00
Lead Water System Operator
3.00 3.00 0.00
Water System Operator 5.00 5.00 0.00
Water System Operator Trainee
2.00 2.00 0.00
Water Quality Supervisor 1.00 1.00 0.00
Water Service & Operations Technician 1.00 1.00 0.00
Water Supervisor 1.00 1.00 0.00
Total FTE 68.00 69.00 +1.00
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DEPARTMENT STATISTICS
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Estimated
Engineering
Major studies conducted 22 23 24 25 24
Streets, sidewalks, and storm drainage projects
undertaken 26 26 27 27 27
Sewer projects undertaken 17 18 18 18 17
Water projects undertaken 15 17 17 17 17
Parks projects undertaken 4 5 4 6 6
Miscellaneous projects undertaken 13 13 13 14 14
Private development projects reviewed 150 190 210 220 156
Facilities
Buildings maintained 26 27 28 28 28
Help desk tickets addressed 357 404 650 402 425
Sewer
Customer service calls 602 728 775 684 533
Mains cleaned 379,633 438,108 400,000 176425 192342
Laterals repaired and replaced 19 22 25 34 29
Mains repaired and replaced (feet) 88 78 900 6402 5424
Pumps repaired 1 13 2 2 1
Private laterals inspected 91 87 45 64 72
Closed circuit television (miles of mains) 18 14 15 21 14
Manholes replaced - 3 5 0 0
Lateral maintenance completed (each) 2,143 3,882 1720 1412 1259
Lateral maintenance completed (feet) 32,145 83,781 4,300 85,360 72,479
Root foaming completed (mains in feet) 28,440 32,474 60,342 26,811 30,092
142
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Estimated
Streets & Storm Drainage
Streets swept (miles) 3,392
3,965
4,000 3,199 3,249
Debris removed (cubic yards) 5,332
5,134
5,000 2,506 1,886
Streets repaired (square feet) 28,200
7,397 15,000 26,487 15,000
Regulatory signs repaired and replaced 307 181 250 232 89
Striping (feet) 3,915
1,200
3,800 2,231 971
Pavement markings 775 552 600 852 925
Sidewalk Pavers repaired (in square feet) 657
2,050
1,500 137 300
Sidewalk and curbs repaired (concrete in square
feet) 43,000 40,373 55,832 34,226 40,000
Storm drain pipes cleaned (feet) 784
3,527
3,000 1,902 468
Catch basins cleaned 734 923 800 303 309
Creeks cleaned and debris removed (each/tons) 3/200 3/325 4/400 2/164 3/450
Vehicle & Equipment
Vehicles & Equipment serviced (preventive
maintenance) 745 620 656 797 645
Miscellaneous repairs made (minor repairs) 539 617 826 839 1,000
Vehicles smog tested 25 28 26 8 7
Vehicles and equipment maintained 260 261 265 271 273
Emergency road service calls 61 37 59 52 64
Water
Water purchased (in billion gallons) 1.20 1.19 1.25 1.20 1.20
Customer service calls made 472 453 480 474 405
Meters replaced 438 333 350 218 408
Main and valves repaired 22 30 25 20 17
Valves exercised 534 1,458 850 400 900
143
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Estimated
Services repaired 14 21 20 10 8
New services installed 32 26 25 20 15
Fire hydrants serviced or repaired 232 545 370 250 380
Fire hydrants replaced 1 2 2 1 10
Water quality tests conducted 1,198 586 586 608 788
Water mains flushed (miles) 101 3 60 50 30
Backflow devices tested 11 11 11 11 11
Fire flow test performed 70 74 65 46 58
Wastewater Treatment Plant
Minimum flows - million gallons day (MGD) 2 1.9 2.5 1.85 1.85
Average flows - (MGD) 2.3 3.3 4.4 2.78 2.84
Maximum flows - (MGD) 20.1 19 25.4 15.42 15.42
Biological oxygen demand (BOD) – average lbs/day 5,500 7,018 9,357 7,366 12,301
Total suspended solids (TSS) – avg lbs/day 5,800 7,960 10,613 11,357 14,011
DEPARTMENT PERFORMANCE MEASURES
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Estimated
Limit construction change orders to 10% or less of
the contract for 80% of the CIP projects (not
including increases in scope of work)
92% 100% 100% 100% 100%
Maintain a citywide average PCI (Pavement
Condition Index) score of at least 65 78 77 77 77 75
Complete 70% of Facilities Help Desk tickets within
3 days of receipt, excluding requests that require
ordering specialty parts
77% 77% 77% 58% 70%
Make initial response to Streets/Sewer/Water
service calls within an average of 30 minutes or less 30 mins 29 mins 30 mins 29 mins 28 mins
144
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Estimated
Make initial response to investigate and prioritize
pothole and sidewalk complaints within 48 hours
90% of the time
100% 100% 100% 100% 95%
Complete 95% of the vehicle services and minor
repairs within one working day 90% 90% 90% 95% 90%
Complete 90% of scheduled preventative
maintenance for vehicles in the month they are
due
85% 85% 95% 100% 90%
Complete 95% of the water service installation
requests within 10 working days 100% 100% 100% 100% 100%
Meet State and Federal regulatory water quality
standards for drinking water by attaining a minimal
of 95% of samples free from total coliform
100% 100% 100% 100% 100%
PUBLIC WORKS DEPARTMENT- ENGINEERING DIVISION
The Engineering Division is responsible for providing engineering services and implementing the
following key programs: Capital Improvement Program (CIP), Development Review for Impacts on
City Infrastructure, Traffic Safety, and Administration.
The Division is responsible for developing and implementing the CIP and ensuring that CIP projects
are planned, designed, and constructed in a timely, safe, functional, aesthetic, and economical manner.
The following infrastructure areas are covered in the CIP: water system, sanitary sewer system, storm
drainage system, street resurfacing program, sidewalk/ADA ramp program, street lighting system,
traffic signals, signage and pavement markings, facility improvements, and the Wastewater Treatment
Plant.
The Engineering Division works closely with the Community Development Department to perform
plan-checking services for private development projects that impact City infrastructure to ensure
compliance with codes and regulations. The Division reviews plans and processes encroachment
permits for work within the public right-of-way. The Division is also responsible for reviewing and
processing subdivision and parcel maps.
The Division serves as liaison to the Traffic, Safety and Parking Commission to address traffic safety
and parking-related matters and performs traffic studies and analyses to address traffic-related
problems. Responsibility for applying for and administering grant funding for transportation-related
projects also lies in this Division.
The Division provides general engineering services to the City Council, City departments, and
Commissions as needed. The Engineering Division coordinates with Commute.org to manage the City
shuttle program; maintains City maps and utility records; and coordinates work performed by Caltrain,
145
Caltrans, and the San Mateo County Transportation Authority within Burlingame to ensure compliance
with City requirements.
KEY ENGINEERING DIVISION BUDGET CHANGES
The Engineering Division’s personnel budget increased by $190,000, or 6.3%, mainly due to scheduled
salary increases and associated benefits. Non-personnel costs increased by $96,000, or 11.8%. This is
primarily due to the increase in contractual services, Other Post-Employment Benefits (OPEB) cost
allocation, and other operating expenses. Internal Services increased by 8.4% due primarily to an
increase in allocations city-wide for serveral internal services funds, especially for IT/Admin support
and employment insurance cost allocation.
ENGINEERING DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 3,049,490 3,240,790 191,300 6.3%
Non-Personnel Costs 808,253 903,872 95,619 11.8%
Internal Services 405,624 439,742 34,118 8.4%
Capital Outlay 9,000 0 (9,000) -100.0%
Total Appropriation 4,272,367 4,584,404 312,037 7.3%
Sources of Funds
Charges for Svc - General Fund 1,614,000 1,574,000 (40,000) -2.5%
General Fund 2,658,367 3,010,404 352,037 13.2%
Total Funding 4,272,367 4,584,404 312,037 7.3%
PUBLIC WORKS – FACILITIES MAINTENANCE DIVISION
The Facilities Division is responsible for providing maintenance services to City building facilities,
including City Hall, the Libraries, the Parks Yard, the Police Station, the Public Works Corporation Yard,
the Community Center, fire stations, and parking garages. The Division is also responsible for the
oversight and administration of the custodial services contract.
The Division operates as an internal service fund. The Facilities and Fleet Divisions Manager is a
resource on facilities remodeling, rehabilitation, and new construction projects and helps determine the
need for and recommend capital improvements for City facilities. The Division performs preventive
maintenance on major building systems on a regular, predetermined schedule. The maintenance
components include heating, ventilation, and air conditioning systems, electrical distribution for
lighting and control systems, security and fire systems, building pumps, and building generators.
146
KEY FACILITIES MAINTENANCE DIVISION BUDGET CHANGES
The overall budget for the Facilities Division increased by $147,000, or 5.9%. Personnel costs remain
comparable to the current year because of savings from employees electing to enroll in less expensive
health plans. The non-personnel budget increased by $108,000, or 7.6%, primarily due to the increase in
the janitorial services and maintenance contracts. The janitorial services contract increased by $31,000.
The increase of $21,000 in maintenance contracts is mainly for the fire sprinkler head replacements for
the Police Department, Fire station 34, and various other locations. An estimated 1,000 fire sprinkler
heads need to be replaced. Another key budget change for non-personnel costs is the increase of $35,000
in utilities costs. The increase of $22,000 in capital outlay is for the purchase of a lift to provide safe
working platforms for working at locations higher than 24 feet. This unit will be dedicated to the
Community Center.
FACILITIES MAINTENANCE DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 992,084 994,309 2,225 0.2%
Non-Personnel Costs 1,415,149 1,522,760 107,611 7.6%
Internal Services 89,548 104,361 14,813 16.5%
Capital Outlay 0 22,000 22,000 -
Total Appropriation 2,496,781 2,643,430 146,649 5.9%
Sources of Funds
Charges for Svc - ISF 2,496,781 2,643,430 146,649 5.9%
Interest Income 0 33,000 33,000 -
Reserves 0 (33,000) (33,000) -
Total Funding 2,496,781 2,643,430 146,649 5.9%
PUBLIC WORKS – LANDFILL FUND
The Landfill Fund finances the costs associated with the long-term monitoring requirements of the
closed City landfill located on Airport Boulevard. The State requires that a dedicated fund be set aside
for the purposes of landfill monitoring and maintenance. The Regional Water Quality Control Board
and the Bay Area Air Quality Management District require regular sampling and analysis of
groundwater and monitoring of methane gas around the landfill site. The Public Works Department’s
Engineering Division provides the oversight and management of landfill post-closure monitoring
services. Revenues from a 5% surcharge on solid waste rates is transferred and used to fund the long-
term, state-required testing and monitoring of water quality and volatile gases from the landfill.
147
KEY LANDFILL FUND BUDGET CHANGES
The proposed budget for the Landfill Division increased by $34,000, or 9.8%. The increase of $3,800 in
personnel costs is due to scheduled salary increases and associated benefit costs. Non-personnel costs
increased by $30,000 mainly due to the increase in contractual services ($24,000). The contractual
services are mainly for the landfill gas monitoring and groundwater testing for regulatory compliance
at the landfill.
LANDFILL FUND BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 88,119 91,902 3,783 4.3%
Non-Personnel Costs 256,678 286,289 29,611 11.5%
Internal Services 2,620 3,131 511 19.5%
Total Appropriation 347,417 381,322 33,905 9.8%
Sources of Funds
Charges for Svc - Landfill 540,000 550,000 10,000 1.9%
Interest Income 25,000 45,000 20,000 80.0%
Total Funding 565,000 595,000 30,000 5.3%
PUBLIC WORKS – SEWER MAINTENANCE DIVISION
The Sewer Maintenance Division is responsible for providing operation and maintenance services
related to the sewer collection system. The sewer collection system consists of 81 miles of gravity sewers,
31 miles of lower laterals, six miles of force mains, and eight lift stations. The Division also provides
services to convey sewage from the Town of Hillsborough and a portion of unincorporated San Mateo
County to the Wastewater Treatment Plant for its treatment and disposal.
The Sewer Division crew responds to complaints in connection with sewer problems and attempts to
resolve the issue. This includes emergency response related to sewer main and lower lateral blockage
relief.
The Sewer Division performs preventative cleaning of the entire collection system every three years to
prevent line blockages due to grease, roots, and other debris. The Division performs regular inspections
of the sewer system using Closed Circuit Television (CCTV) cameras. Data captured from CCTV
inspections is entered into a Computerized Maintenance Management System and is evaluated for
maintenance needs and Capital Improvement Projects.
148
The Sewer Division is responsible for repairing broken sewer mains and lower laterals as part of the
Sewer System Management Plan. The Division also performs rehabilitation of manholes and cleanouts
in order to prevent storm water infiltration into the system.
The Sewer Division checks pump stations daily and performs preventative maintenance as required.
This includes repairing and/or replacing damaged parts. In addition, the Division treats and maintains
the pump station wet wells by utilizing bacteria cultures to dissolve grease deposits in wet wells and
connecting pipe systems.
The Sewer Division is also responsible for the oversight and certification of Sewer Lateral Tests involved
in the sale of private properties or remodel of residential and commercial properties. The Division also
inspects underground sewer lateral installations, main connections, and cleanout installations by
private contractors for residential, commercial, and industrial properties.
KEY SEWER MAINTENANCE DIVISION BUDGET CHANGES
The overall budget for the Sewer Maintenance Division increased by $222,000, or 2.9%, for FY 2025-26.
Personnel costs increased by $107,000, or 3.6%, which is consistent with scheduled salary increases and
associated benefit costs. In addition, the Senior Management Analyst position was reallocated to reflect
a 50/50 split between the Sewer and Water Divisions, while 17% of an Administrative Assistant position
was added to the Sewer Division.
A decrease of $44,000 in capital outlay is mainly due to the inclusion in last year’s budget of a one-time
special procurement for a backup sewer pump for the 710 Airport sewer lift station and a replacement
of an old compressor that is mainly to assist in emergencies and maintenance operations, which is
utilized by sewer and street operations.
SEWER MAINTENANCE DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 2,957,889 3,065,323 107,434 3.6%
Non-Personnel Costs 1,357,841 1,441,577 83,736 6.2%
Internal Services 955,684 996,472 40,788 4.3%
Debt Service 2,292,959 2,327,068 34,109 1.5%
Capital Outlay 92,000 48,000 (44,000) -47.8%
Total Appropriation 7,656,373 7,878,440 222,067 2.9%
Sources of Funds
Charges for Svc - Sewer 11,509,943 11,331,101 (178,842) -1.6%
Interest Income 220,000 380,000 160,000 72.7%
Total Funding 11,729,943 11,711,101 (18,842) -0.2%
149
PUBLIC WORKS – SHUTTLE BUS PROGRAM
The Burlingame Shuttle Bus Program, administered by the Engineering Division, provides public
transportation services aimed at reducing traffic congestion during peak commute hours. The City
coordinates with regional transportation agencies to offer these shuttle services. As part of a regional
traffic congestion management effort in San Mateo County, Commute.org provides management and
contract administration for the commuter shuttles. Below is a summary of the four shuttle services:
Bayside Commuter Shuttle (BAY)
Prior to the COVID-related service reductions, the Bayside Commuter Shuttle operated with two
vehicles and experienced very high ridership. It served employees in the Rollins Road and Bayshore
Airport Boulevard areas, connecting them to the Millbrae BART Intermodal Station during peak
commute hours. This shuttle is funded 75% by the San Mateo County Transportation Authority
(SMCTA) and 25% by City funds.
Millbrae-Burlingame Commuter Shuttle (MBC)
Previously, two separate shuttles, the North Burlingame Shuttle and the Broadway Train Station
Shuttle, served different areas. The North Burlingame Shuttle connected residents and employees in
North Burlingame, including the Sisters of Mercy and Mills-Peninsula Hospital, to the Millbrae BART
station. The Broadway Train Station Shuttle operated between the Broadway Caltrain Station and the
Millbrae BART station and was funded by the Peninsula Corridor Joint Powers Board (JPB). These two
routes have since been combined into the Millbrae-Burlingame Commuter (MBC) Shuttle, which is
funded 75% by SMCTA and 25% by City funds.
Burlingame Point Shuttle (BPT)
A third shuttle service is operated by Meta to transport riders between the Millbrae BART Intermodal
Station and the Meta campus. This service, which operates along the Burlingame Point route, is fully
funded by Meta through its property manager.
Hotel/Downtown Shuttle
Before the COVID-19 pandemic, this shuttle provided daily service between Burlingame hotels and the
Burlingame Avenue and Broadway commercial districts during lunch and dinner hours. It was
primarily used by hotel guests for dining and shopping. This service, which is currently not in operation,
was funded by contributions from local hotels, the Business Improvement Districts, and the City. It was
managed by the San Mateo County/Silicon Valley Convention and Visitors Bureau, now known as The
San Francisco Peninsula. A return date for this shuttle has not yet been determined.
KEY SHUTTLE PROGRAM BUDGET CHANGES
The proposed budget for the Shuttle Program increased by $26,000, or 31.1%, due to the increase in
contractual services for the Bayside Commuter Shuttle.
150
SHUTTLE PROGRAM BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Non-Personnel Costs 83,500 109,500 26,000 31.1%
Total Appropriation 83,500 109,500 26,000 31.1%
Sources of Funds
General Fund 18,500 44,500 26,000 140.5%
Grants & Contributions 65,000 65,000 0 0.0%
Total Funding 83,500 109,500 26,000 31.1%
PUBLIC WORKS – SOLID WASTE FUND
The City is a member of the South Bayside Waste Management Authority (SBWMA), a joint powers
authority that contracts with Recology and South Bay Recycling for solid waste collection and disposal,
inert recyclable materials collection, and yard and organic waste collection and composting for over
6,600 Burlingame customer accounts. A Councilmember represents the City on the SBWMA Board,
while the Finance Director and Sustainability Program Manager serve on the Technical Advisory
Committee. A portion of the fees charged for garbage collection and disposal is used to fund certain
City activities associated with these solid waste services, accounted for in the Solid Waste Fund. These
activities include cleaning downtown sidewalks, parking lots, and public trash receptacles. The Solid
Waste Fund also retains a rate stabilization reserve to fund anticipated shortfalls experienced in the
collection, recycling, and disposal services mentioned above.
The largest source of monies for the Solid Waste Fund is revenues from garbage collection fees. In recent
years, the cost of solid waste services has exceeded these customer revenues, requiring draws on the
fund’s rate stabilization reserve. On December 4, 2023, the City Council approved a five-year rate
increase for calendar years 2024-28 to prevent the depletion of the rate stabilization reserve within the
City’s Solid Waste Fund.
151
KEY SOLID WASTE FUND BUDGET CHANGES
The overall budget for the Solid Waste Fund increased by $143,000, or 17.2% for FY 2025-26. The personnel
costs increased by $120,000, or 23.4%, due to scheduled salary increases and associated benefits. Another
key factor in the increases for personnel costs is the 40% reallocation of the 0.75 FTE Sustainability Program
Manager position to the Solid Waste Fund due to the nature of the projects. Although contractual services
increased by $22,000, the net increase in non-personnel costs is only $18,000 due to a decrease of $8,000 in
other operating expenses.
SOLID WASTE FUND BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 511,384 631,124 119,740 23.4%
Non-Personnel Costs 100,683 118,406 17,723 17.6%
Internal Services 218,708 224,481 5,773 2.6%
Total Appropriation 830,775 974,011 143,236 17.2%
Sources of Funds
Charges for Svc - Solid Waste 736,000 736,000 0 0.0%
Interest Income 45,000 75,000 30,000 66.7%
Reserve 49,775 163,011 113,236 227.5%
Total Funding 830,775 974,011 143,236 17.2%
PUBLIC WORKS – STREETS AND STORM DRAINAGE DIVISION
The Streets and Storm Drainage Division is responsible for providing operation and maintenance
services related to the streets and storm drainage system, which includes 84 lane miles of streets, 116
miles of sidewalks, over 6000 signs, 50 miles of storm drain systems and creeks, and five pump station
facilities.
The Division performs street repair services including excavations, backfills, restorations, and pothole
repairs. The Division works closely with the Engineering Division to identify sidewalk, curb, and gutter
problems to be addressed as part of the Capital Improvement Program. The Division performs
temporary sidewalk repairs including ramping and grinding of uneven surfaces to prevent tripping
hazards.
The Division also works closely with the Engineering Division to install and maintain street signage,
striping, and pavement markings as required by regulations. The Division utilizes outside contractors
to perform traffic signal maintenance services.
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The Division maintains and performs regular cleaning of creeks, channels, catch basins, trash capture
devices, and pipe systems. In addition, the Division performs maintenance services to pump stations to
ensure proper functioning during rain storms to prevent flooding.
The Division also performs street sweeping services for all residential, commercial, and industrial areas.
Street sweeping is performed six days a week in the Downtown and commercial areas; in residential
areas, streets are swept once a week during the winter (leaf) season, and every other week during the
summer season. The Division also cleans City-owned parking lots in the Burlingame Avenue and
Broadway Downtown commercial areas and power washes sidewalks in the Burlingame Avenue and
Broadway Downtown districts.
KEY STREETS AND STORM DRAINAGE DIVISION BUDGET CHANGES
The Streets and Storm Division budget increased by $550,000, or 9.8%, for Fiscal Year 2025-26. The
increase of $87,000 in personnel costs is mainly due to scheduled salary increases and associated benefit
costs. Another key budget change to personnel costs is the addition of 17% of the Administrative
Assistant position. Non-personnel costs increased by $155,000, or 8.5%. This is mainly due to increases
in contractual services ($49,000) and the $40,000 contribution to One Shoreline for sea level rise work.
Internal Services increased by $362,000, or 17.4%, mainly due to increases from the general liability
insurance cost allocation ($304,000). The decrease of $54,000 in capital outlay is primarily due to the
special one-time procurements of the air compressor, which was split between Streets and Sewer, an
electric paint spray system, and a portable litter vacuum that is utilized to assist in bike lane
maintenance.
STREETS AND STORM DRAINAGE DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 1,635,707 1,722,563 86,856 5.3%
Non-Personnel Costs 1,825,081 1,980,146 155,065 8.5%
Internal Services 2,079,290 2,441,283 361,993 17.4%
Capital Outlay 69,000 15,200 (53,800) -78.0%
Total Appropriation 5,609,078 6,159,192 550,114 9.8%
Sources of Funds
Parking Fund 90,000 92,000 2,000 2.2%
General Fund 5,519,078 6,067,192 548,114 9.9%
Total Funding 5,609,078 6,159,192 550,114 9.8%
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PUBLIC WORKS – VEHICLE AND EQUIPMENT MAINTENANCE DIVISION
The Vehicle and Equipment Maintenance Division is responsible for providing vehicle maintenance
services to the City’s fleet system. The City fleet consists of 126 vehicles and trucks and 145 pieces of
equipment operated by the Public Works, Parks & Recreation, Police, Library, and Community
Development Departments.
The Division is also responsible for managing the City fleet of vehicles, rolling stock, and fueling system,
and all regulatory requirements related to the fleet and fueling system. The Division purchases vehicles
and rolling equipment based on replacement evaluation criteria and schedules. In addition, the Division
manages, monitors, and maintains the City fueling station, which serves the City fleet as well as the
Police and Burlingame CCFD Fire stations. Vehicle and Equipment Maintenance is operated as an
internal service fund.
KEY VEHICLE AND EQUIPMENT MAINTENANCE BUDGET CHANGES
The proposed budget for the Vehicle and Equipment Maintenance Division increased by $3.3 million
for Fiscal Year 2025-26. The personnel costs for the Vehicle and Equipment Maintenance Division
increased by $109,000, or 15.1%, mainly due to scheduled salary increases and associated benefit costs
as well as the addition of a 17% allocation of the new Administrative Assistant position to the division.
The increase of $32,000 in internal services is primarily due to the increases in general liability insurance
cost allocation ($20,000).
The capital outlay is anticipated to be $3.4 million, which is almost a $3.2 million increase compared to
the prior year and is primarily due to the need to replace multiple vehicles that are due for replacement
based on the City’s policy and to comply with the Advanced Clean Fleets requirements. The total is
anticipated to be $2.9 million. The replacements will include a street and sewer backhoe truck ($180,000),
a tree crew boom truck ($550,000), a water VacCon 63 truck ($700,000), and a sewer VacCon 85 truck
($850,000). In addition, the Streets, Sewer, and Water Divisions will replace some of their vehicles with
EVs, at an estimated cost of $519,000.
VEHICLE & EQUIPMENT MAINTENANCE BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 722,738 832,200 109,462 15.1%
Non-Personnel Costs 380,279 389,486 9,207 2.4%
Internal Services 130,305 162,324 32,019 24.6%
Capital Outlay 225,000 3,414,000 3,189,000 1417.3%
Total Appropriation 1,458,322 4,798,010 3,339,688 229.0%
Sources of Funds
Charges for Svc - ISF 2,019,260 2,176,470 157,210 7.8%
Interest Income 64,000 115,000 51,000 79.7%
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Reserves (624,938) 2,506,540 3,131,478 -501.1%
Total Funding 1,458,322 4,798,010 3,339,688 229.0%
PUBLIC WORKS – WATER MAINTENANCE DIVISION
The Water Maintenance Division is responsible for providing services related to the operations and
maintenance of the City’s drinking water distribution system. The drinking water distribution system
consists of 100 miles of pipes, six metered connections with the San Francisco Public Utilities
Commission, six pump stations, and seven storage reservoirs and appurtenances. The City receives its
drinking water from the Hetch Hetchy Regional Water System and distributes it to the Burlingame
community through the local distribution system. The City also provides drinking water to a portion
of unincorporated San Mateo County known as Burlingame Hills.
In compliance with California Water Resources Control Board regulations and the California
Department of Public Health Services, the Water Division regularly collects and analyzes water quality
samples and ensures that the City’s water meets or exceeds State and Federal water quality standards.
The Division also coordinates with the San Mateo County Environmental Health Services Department
to manage the Cross Connection Control Program and ensures that all backflow devices meet the State
and County’s Department of Health standards.
The Water Division conducts a bi-annual program to clean the water distribution system to remove
sediment from the water mains and improve water quality. The Division performs inspections and
repairs of fire hydrants, makes repairs as a result of water main leaks, and replaces pipes as needed. The
Division exercises and indexes all water main valves and installs residential services for new
development projects.
The Division investigates water leaks on public and private properties; rechecks meter readings; and
performs turn-offs, turn-ons, and other related investigations. The Division is also responsible for
performing water-meter reads in the city every two months and testing and calibrating water meters
regularly to ensure accurate meter readings.
The Division performs daily pump station inspections; inspecting the pump systems, pressure reducing
valves, pump control valves, and appurtenances to ensure they are properly functioning, and performs
maintenance as needed.
155
KEY WATER MAINTENANCE DIVISION BUDGET CHANGES
The proposed personnel budget for the Water Maintenance Division increased by $292,000, or 8.2%,
mainly due to scheduled salary increases and associated benefit costs. Part of the increase is due to the
reallocation of 50% of the Senior Management Analyst position to the Water Division, whereas it was
allocated 100% in the Sewer Division in prior years. Another factor in the increase is the addition of 33%
of the Administrative Assistant position.
Non-personnel costs increased by $879,000, or 7.8%, primarily due to the increase in contractual services
and cost of water purchases. Contractual services increased by $218,000 mainly due to the increase of
$100,000 for the Hillside Reservoir tree maintenance. This contract is to remove one large tree and
provide maintenance on the remaining trees. The increase of $69,000 in system software and support is
another factor in the increase in contractual services. The cost of water purchases is anticipated to rise
by $603,000, or 6.4%. Internal services increased by 107,000, largely due to the increases in IT computer
and general liability insurance cost allocations.
WATER MAINTENANCE DIVISION BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Employee Costs 3,551,645 3,843,374 291,729 8.2%
Non-Personnel Costs 11,245,301 12,124,589 879,288 7.8%
Internal Services 983,184 1,089,790 106,606 10.8%
Debt Service 1,938,301 1,943,701 5,400 0.3%
Capital Outlay 21,926 34,200 12,274 56.0%
Total Appropriation 17,740,357 19,035,654 1,295,297 7.3%
Sources of Funds
Charges for Svc - Water 20,000,000 20,000,000 0 0.0%
Interest Income 225,000 430,000 205,000 91.1%
Other Revenue 178,000 190,000 12,000 6.7%
Total Funding 20,403,000 20,620,000 217,000 1.1%
PUBLIC WORKS – WASTEWATER TREATMENT
The City’s Wastewater Treatment Plant treats domestic, commercial, and industrial wastewater by
removing hazardous elements and pollutants and then disposes of the treated effluent in a manner that
does not harm the environment. The Wastewater Treatment Plant treats wastewater discharged by all
City customers including residential, commercial, and industrial properties. The Wastewater Treatment
Plant also treats a portion of the Town of Hillsborough and unincorporated San Mateo Couty, known
as Burlingame Hills, wastewater conveyed through the Burlingame sewer collection system.
156
The Wastewater Treatment plant is a Class IV activated sludge plant. The Regional Water Quality
Control Board issues a discharge permit that sets forth minimum treatment requirements. The current
NPDES permit became effective on January 1, 2024, and expires on December 31, 2028. The plant is
operated through a contract with Veolia Water North America Operating Services, Inc. After treatment,
the effluent is pumped to a sub-regional, de-chlorination plant in South San Francisco and released into
the San Francisco Bay using a deep-water outfall located north of San Francisco International Airport.
The dewatered sludge is trucked off site to a sanitary landfill or a land application.
KEY WASTEWATER TREATMENT BUDGET CHANGES
The proposed non-personnel budget increased by $288,000, or 6.0% for Fiscal Year 2025-26. This is
primarily due to the increase of $278,000 in contractual services because of the annual CIP adjustment
to the base contract as well as the adjustment for electricity. The decrease in debt service and capital
outlay resulted in an increase of $261,000 for the overall budget for Fiscal Year 2025-26.
WASTEWATER TREATMENT BUDGET SUMMARY
FY2025
Adopted
Budget
FY2026
Budget
Request
+ / -
Change in $
+ / -
Change in %
Appropriations
Non-Personnel Costs 4,804,284 5,092,000 287,716 6.0%
Debt Service 129,872 104,764 (25,108) -19.3%
Internal Services 14,501 15,435 934 6.4%
Capital Outlay 334,300 331,700 (2,600) -0.8%
Total Appropriation 5,282,957 5,543,899 260,942 4.9%
Sources of Funds
Charges for Svc - Sewer 3,450,057 3,793,899 343,842 10.0%
Charges for Svc - Outside Agencies 1,832,900 1,750,000 (82,900) -4.5%
Total Funding 5,282,957 5,543,899 260,942 4.9%
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158
Capital Improvement Program – Five Year Capital Plan
Capital Improvement Plan Definitions
Citywide Five-Year Summary Plan by Major and Minor Program
Facilities Capital Improvement Plan
Parks and Trees Capital Improvement Plan
Parking and Garages Capital Improvement Plan
Sewer Capital Improvement Plan
Storm Drain Capital Improvement Plan
Streets Capital Improvement Plan
Water Capital Improvement Plan 159
160
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
The Burlingame community depends on reliable City infrastructure that fosters a safe
environment in which to live and work. The Public Works Department is tasked with creating
long-lasting improvements to aging infrastructure, facilities, and streets to sustain the quality of
life that all residents and members of the business community can enjoy. The Parks and
Recreation Department coordinates major renovations to City parks and trees.
The Capital Improvement Program (CIP) is a multi-phase, multi-year endeavor consisting of
seven subprograms:
PARKS AND TREES
The Parks and Trees Capital Improvement Program ensures the safety and quality of 25 parks,
1,702 park trees, and 14,428 street trees. The program includes major repairs and replacement of
all playground equipment, sports fields, lighting, fencing, and paving.
PARKING AND GARAGES
The City maintains approximately 22 parking lots, including two parking structures. The Parking
and Garages Capital Improvement Program includes improvements and upgrades to parking
surfaces, meters and pay stations, striping, landscaping, and ancillary equipment such as wheel
stops, parking banners, and signage.
STREETS
The City operates and maintains 84 miles of streets, 116 miles of sidewalks, 2,077 streetlights
(owned by the City and Pacific Gas & Electric), and 19 City-owned traffic intersection signals.
This includes several miles of bike lanes and pedestrian facilities. The Streets Capital
Improvement Program includes annual improvements to streets, sidewalks, curbs and gutters,
and ADA ramps. Traffic-related improvements such as signal upgrades, signage, and pavement
markings are also part of this program.
STORM DRAIN
The City operates and maintains approximately 50 miles of storm drainage system, including
seven creeks/watershed areas with open and closed channel systems and over 1,500 catch basins.
The Storm Drain Capital Improvement Program includes replacements of and upgrades to the
City's aging storm drainage facilities, including pipes, pumps, and catch basins, to provide long-
lasting flood protection, improve public safety, and reduce pollution.
161
WATER
The City operates and maintains over 100 miles of potable water system with six storage
reservoirs. The City provides water services to Burlingame residents and businesses as well as
the residents of Burlingame Hills, an unincorporated area of San Mateo County. The Water
Capital Improvement Program improves the water distribution system and ensures system
reliability, water quality, fire protection flows, and storage capacity.
SEWER COLLECTION AND TREATMENT
The City operates and maintains approximately 130 miles of sanitary sewer system and eight
pump stations. The City provides sewer collection and treatment services to Burlingame
residents and businesses as well as conveys and treats the wastewater for the Town of
Hillsborough and portions of Burlingame Hills (in unincorporated San Mateo County). The
Sewer Capital Improvement Program focuses on improvements to the aging collection system
and Wastewater Treatment Plant to improve overall system reliability and operation; reduce
future maintenance; and provide environmental benefits by minimizing the occurrence of
overflows.
CITY FACILITIES AND OTHER MULTI-YEAR PROJECTS
The City maintains approximately 470,000 square feet of building space. The Facilities Capital
Improvement Program includes improvements to City-owned buildings such as City Hall, the
Parks Yard, the Public Works Corporation Yard, the Police Station, City libraries, the fire stations,
and the Community Center. The Facilities Capital Improvement Program focuses on both minor
and major repair and replacement of these significant City-owned buildings.
From time to time, the City will embark on projects that may span multiple years, such as the
update of the City’s General Plan several years ago. Appropriations and multi-year budget needs
are also accounted for in this program.
162
163
CITYWIDE CIP BY MAJOR & MINOR PROGRAM General Fund
Other Revenue
& Grants Gas Tax Measure A Measure I SB 1
Sewer Rates
(City)
Storm Drain
Fee
Water Rates
(City)Parking Fund
Total New FY26
Appropriations
*in thousands (000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
A. FACILITIES CAPITAL IMPROVEMENT PROGRAM
Improvements 100 0 0 0 0 0 0 0 0 0 100
Minor Upgrades 2,900 600 0 0 0 0 0 0 0 0 3,500
Miscellaneous (General Plan Update)0 0 0 0 0 0 0 0 0 0 0
SUBTOTAL 3,000 600 0 0 0 0 0 0 0 0 3,600
B.PARKING & GARAGES CAPITAL IMPROVEMENT PROGRAM
Improvements 0 0 0 0 0 0 0 0 0 500 500
SUBTOTAL 0 0 0 0 0 0 0 0 0 500 500
C.PARKS & TREES CAPITAL IMPROVEMENT PROGRAM
Tree Management and Replacement 30 0 0 0 0 0 0 0 0 0 30
Citywide Parks Paving, Courts, Pathways 0 0 0 0 0 0 0 0 0 0 0
Citywide Playgrounds and Resilient Resurfacing 180 0 0 0 0 0 0 0 0 0 180
Citywide Parks Fencing 50 0 0 0 0 0 0 0 0 0 50
Citywide Parks Lighting 1,100 0 0 0 0 0 0 0 0 0 1,100
Parks Safety, Maintenance and Improvements 300 0 0 0 0 0 0 0 0 0 300
Aquatics Facility 0 0 0 0 0 0 0 0 0 0 0
Major Improvements 200 0 0 0 0 0 0 0 0 0 200
SUBTOTAL 1,860 0 0 0 0 0 0 0 0 0 1,860
D.SEWER CAPITAL IMPROVEMENT PROGRAM
Studies 0 0 0 0 0 0 100 0 0 0 100
Sewer Main Rehabilitation 0 0 0 0 0 0 3,000 0 0 0 3,000
Miscellaneous Sewer Repairs 0 0 0 0 0 0 0 0 0 0 0
Pump Stations 0 0 0 0 0 0 600 0 0 0 600
Treatment 0 0 0 0 0 0 848 0 0 0 848
Miscellaneous 0 0 0 0 0 0 250 0 0 0 250
SUBTOTAL 0 0 0 0 0 0 4,798 0 0 0 4,798
E.STORM DRAIN CAPITAL IMPROVEMENT PROGRAM
Studies 0 0 0 0 0 0 0 25 0 0 25
Stormwater Quality Improvements 0 0 0 0 0 0 0 0 0 0 0
Capacity Improvements - Easton Creek 0 0 0 0 0 0 0 0 0 0 0
Capacity Improvements - Mills Creek 0 0 0 0 0 0 0 0 0 0 0
Capacity Improvements - Burlingame Creek 0 0 0 0 0 0 0 0 0 0 0
Capacity Improvements - Sanchez Creek, Terrace & Laguna 0 0 0 0 0 0 0 0 0 0 0
Capacity Improvements - El Portal Creek, Trousdale & Gilbreath 0 0 0 0 0 0 0 0 0 0 0
Neighborhood Area 0 0 0 0 0 0 0 1,500 0 0 1,500
Bridge & Storm Culvert Improvements 0 0 0 0 0 0 0 0 0 0 0
Pump Stations 0 0 0 0 0 0 0 500 0 0 500
SUBTOTAL 0 0 0 0 0 0 0 2,025 0 0 2,025
F.STREETS CAPITAL IMPROVEMENT PROGRAM
Studies 0 150 0 0 0 0 0 0 0 0 150
Paving & Reconstruction 0 500 850 0 500 800 0 0 0 0 2,650
Traffic 0 180 0 920 0 0 0 0 0 0 1,100
Railroad Improvements 0 0 0 0 0 0 0 0 0 0 0
Downtown Improvements 0 250 0 0 0 0 0 0 0 0 250
Bike & Pedestrian Improvements 0 460 0 490 0 0 0 0 0 0 950
Lighting & Poles 100 200 0 0 0 0 0 0 0 0 300
Sidewalks, Curbs & Gutters 0 500 100 200 500 0 0 0 0 0 1,300
SUBTOTAL 100 2,240 950 1,610 1,000 800 0 0 0 0 6,700
G.WATER CAPITAL IMPROVEMENT PROGRAM
Planning 0 0 0 0 0 0 0 0 375 0 375
Storage 0 0 0 0 0 0 0 0 150 0 150
Transmission Pipelines 0 0 0 0 0 0 0 0 350 0 350
Pipelines Rehabilitation 0 0 0 0 0 0 0 0 1,000 0 1,000
Pump Stations 0 0 0 0 0 0 0 0 500 0 500
Water Quality & Dechloramination 0 0 0 0 0 0 0 0 100 0 100
Supervisory Control & Data Acquisition (SCADA)0 0 0 0 0 0 0 0 50 0 50
Miscellaneous Improvements 0 0 0 0 0 0 0 0 1,150 0 1,150
SUBTOTAL 0 0 0 0 0 0 0 0 3,675 0 3,675
TOTAL, CITYWIDE CAPITAL IMPROVEMENT PROGRAM $4,960 $2,840 $950 $1,610 $1,000 $800 $4,798 $2,025 $3,675 $500 $23,158
** Available Existing Funding - balance as of January 31, 2025 Project Budget Reports unless adjusted in Mid-Year Budget Amendment.
5-Year and beyond CIP totals include other revenue sources and grants
164
** Available Existing
Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
(264)0 (264)52,929 (164)100 2,600 1,600 100 4,236 20,000 24,236
8,523 0 8,523 12,429 12,023 3,050 1,025 700 700 17,498 11,000 28,498
13,112 0 13,112 16,644 13,112 0 0 0 1,400 14,512 5 14,517
21,371 0 21,371 82,002 24,971 3,150 3,625 2,300 2,200 36,246 31,005 67,251
1,599 0 1,391 7,028 1,891 500 500 500 500 2,991 1,500 4,491
1,599 0 1,391 7,028 1,891 500 500 500 500 2,991 1,500 4,491
245 0 245 521 275 80 30 130 30 545 0 545
239 0 239 538 239 100 100 100 100 639 0 639
1,106 0 1,106 2,018 1,286 230 180 180 780 2,656 0 2,656
164 0 164 297 214 50 50 50 50 414 0 414
0 0 0 235 1,100 1,400 500 0 0 3,000 0 3,000
1,982 18 2,000 4,537 2,300 450 500 450 500 4,200 1,450 5,650
1,491 0 1,491 2,760 1,491 0 0 0 0 1,491 0 1,491
11,999 (18)11,981 22,962 12,181 1,150 200 200 200 13,931 3,000 16,931
17,227 0 17,227 33,868 19,087 3,460 1,560 1,110 1,660 26,877 4,450 31,327
2,282 0 2,282 2,953 2,382 2,500 0 0 0 4,882 2,000 6,882
5,553 0 5,553 8,269 8,553 3,463 1,662 2,000 3,492 19,170 116,743 135,913
40 0 40 40 40 0 0 0 0 40 0 40
174 0 174 1,167 774 5,379 2,439 6,929 439 15,959 2,205 18,164
6,416 0 6,416 11,701 7,264 8,000 15,000 9,000 9,000 48,264 5,000 53,264
2,901 0 876 3,239 1,126 0 0 0 0 1,126 0 1,126
17,366 0 15,341 27,369 20,139 19,342 19,101 17,929 12,931 89,442 125,948 215,390
800 0 800 800 825 150 150 150 150 1,425 0 1,425
1,399 0 1,399 5,691 1,399 0 0 0 0 1,399 0 1,399
908 0 908 1,083 908 0 0 0 0 908 0 908
1,471 0 1,471 1,476 1,471 0 0 0 0 1,471 0 1,471
11,080 0 11,080 12,637 11,080 1,500 1,100 2,100 2,100 17,880 0 17,880
0 0 0 0 0 0 0 0 0 0 0 0
150 0 150 150 150 0 0 0 0 150 0 150
6,619 0 6,619 13,259 8,119 1,500 2,700 2,700 1,500 16,519 0 16,519
1,754 0 1,754 2,907 1,754 3,000 1,500 0 0 6,254 0 6,254
618 0 618 6,323 1,118 0 0 0 0 1,118 0 1,118
24,798 0 24,798 44,325 26,823 6,150 5,450 4,950 3,750 47,123 0 47,123
7,056 2 7,058 8,346 7,208 10,100 10,050 50 50 27,458 1,000 28,458
4,273 0 4,273 8,016 4,273 2,300 2,350 2,350 2,400 13,673 24,000 37,673
3,177 0 3,177 4,711 4,277 450 450 450 450 6,077 3,500 9,577
4,940 0 4,940 7,725 4,940 292,000 0 0 0 296,940 0 296,940
507 0 507 3,353 757 0 0 0 0 507 0 507
8,146 (2)8,144 14,264 9,094 1,300 1,300 1,300 1,300 14,294 13,500 27,794
3,482 0 3,482 3,889 3,782 4,500 2,000 2,000 0 8,624 3,000 11,624
2,271 0 3,720 5,997 5,020 1,100 1,100 1,100 1,100 6,949 10,000 16,949
33,853 0 35,302 56,302 39,352 311,750 17,250 7,250 5,300 374,523 55,000 429,523
145 0 145 1,045 520 50 50 50 50 720 8,783 9,504
62 0 62 202 212 500 1,500 1,500 1,500 5,211 10,800 16,011
100 0 100 100 450 1,200 0 0 0 0 12,383 13,583
4,654 0 4,654 21,458 5,654 7,450 3,950 3,950 4,450 25,454 25,632 51,086
577 0 577 800 1,077 0 0 0 0 1,327 0 1,327
47 0 47 150 147 50 50 50 50 347 0 347
160 0 160 597 210 0 0 0 0 210 500 710
4,407 0 4,407 7,280 5,557 850 950 950 1,050 9,357 2,300 11,913
10,153 0 10,153 31,632 13,828 10,100 6,500 6,500 7,100 42,627 60,398 104,481
$126,367 $0 $125,582 $282,525 $146,090 $354,452 $53,986 $40,539 $33,441 $619,828 $278,301 $899,585
5 YEAR CIP PLAN
165
FACILITIES CAPITAL IMPROVEMENT PROGRAM General Fund
Impacts Fees &
Other Revenue
Total New FY26
Appropriations
*in thousands (000)(000)(000)
A. IMPROVEMENTS
a-1 Community Center *0 0 0
a-2 City Hall 0 0 0
a-3 Police Station 0 0 0
a-4 Fire Department 0 0 0
a-5 Parks Corporation Yard 0 0 0
a-6 Aquatic Center 0 0 0
a-7 Main Library 0 0 0
a-8 Easton Library HVAC Improvements & Upgrades 0 0 0
a-9 Citywide Facility Master Plan 0 0 0
a-10 Citywide Minor Building Facilities 100 0 100
SUBTOTAL 100 0 100
B.MINOR UPGRADES
b-1 Communications and IT Modernization 0 0 0
b-2 City Hall Boiler 0 0 0
b-3 Library PLP 0 0 0
b-4 Police Records Management System 0 0 0
b-5 Fire Station 35 Rehabilitation - Phase 2 400 0 400
b-6 Police Station Fuel Tank Removal and Replacement 0 0 0
b-7 Parking Lots Resurfacing 0 0 0
b-8 Parking Lots Resurfacing (FS35) 0 0 0
b-9 Facilities ADA Improvements 0 0 0
b-10 Stormwater Pollution Prevention Plan for Facilities 0 0 0
b-11 Fuel Pump Station Improvements at Corp Yard 0 0 0
b-12 New Financial System 0 0 0
b-13 Backup Recovery Server for City IT 0 0 0
b-14 Fire Station 35 Communications Tower Relocation 0 0 0
b-15 Facilities CIP Program Management 50 0 50
b-16 Library HVAC & EMS (Energy Management System) Upgrade 0 0 0
b-17 Parks Corporation Yard Improvements - Design 0 0 0
b-18 Fire Station 35 Traffic Signal Upgrades 0 0 0
b-19 PW Corporation Yard EMS Upgrade 250 0 250
b-20 Police Dept Jail/Sleeping Quarters 0 0 0
b-21 Washington Park Grandstands 0 0 0
b-22 City Facilities Roof Replacement Fund 300 0 300
b-23 PW Corporation Yard Roof Replacement Project 0 0 0
b-24 Fire Station 34 Renovations 0 0 0
b-25 Donnelly Parking Garage Elevator 0 0 0
b-26 PD ADA & Sally Port Improvements - Phase 1 0 0 0
b-27 PD Women's Bathroom Expansion/Locker Rooms Renovations - Phase 2 0 0 0
b-28 Fire Station 34 HVAC design 1,200 0 1,200
b-29 Police replacement of emergency radio infrastructure 250 0 250
b-30 Police replacement of dispatch consoles 250 0 250
b-31 ADA Transition Plan 0 0 0
b-32 EV Chargers at Corp Yard 0 0 0
b-33 Fire Station 34 - Misc Improvements 0 0 0
b-34 Library Elevator Modernization 0 600 600
b-35 Security Access Card Upgrade Project 200 0 200
b-36 CCFD Fire Station 36 Bathroom Remodel and Accessibility Upgrade Project 0 0 0
SUBTOTAL 2,900 600 3,500
C.MISCELLANEOUS
c-1 General Plan Update 0 0 0
c-2 North Rollins Rd Specific Plan 0 0 0
c-3 Town Square (See Parks tab)0 0 0
c-4 Grandstand 0 0 0
c-5 Depot 0 0 0
c-6 Golf Center 0 0 0
c-7 Village Park 0 0 0
c-8 Donnelly Parking 0 0 0
c-9 Library, Highland Garage and Corp Yard Solar Project 0 0 0
SUBTOTAL 0 0 0
TOTAL, FACILITIES CAPITAL IMPROVEMENT PROGRAM $3,000 $600 $3,600
** Available Existing Funding - balance as of January 31, 2025 Project Budget Reports unless adjusted in Mid-Year Budget Amendment.
5-Year and beyond CIP totals include other revenue sources and grants
166
** Available
Existing Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
(414)0 (414)52,259 (414)0 0 0 0 (414)0 (414)
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 20,000 20,000
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 1,500 1,500 0 3,000 0 3,000
0 0 0 0 0 0 1,000 0 0 1,000 0 1,000
1 0 1 100 1 0 0 0 0 1 0 1
149 0 149 571 249 100 100 100 100 649 0 649
(264)0 (264)52,929 (164)100 2,600 1,600 100 4,236 20,000 24,236
85 0 85 85 85 0 0 0 0 85 0 85
55 0 55 55 55 0 0 0 0 55 0 55
(0)0 (0)13 (0)0 0 0 0 (0)0 (0)
16 0 16 95 16 0 0 0 0 16 0 16
138 32 170 138 570 0 0 0 0 570 0 570
57 0 57 1,001 57 0 0 0 0 57 0 57
56 100 156 700 156 0 0 0 0 156 0 156
100 (100)0 100 0 0 0 0 0 0 0 0
445 0 445 552 445 100 100 100 100 845 0 845
34 0 34 39 34 0 0 0 0 34 0 34
8 0 8 112 8 0 0 0 0 8 0 8
86 0 86 815 86 0 0 0 0 86 0 86
27 0 27 70 27 0 0 0 0 27 0 27
293 0 293 300 293 0 0 0 0 293 0 293
161 0 161 350 211 100 100 100 100 611 0 611
23 (23)(0)573 (0)0 0 0 0 (0)0 (0)
265 0 265 275 265 0 0 0 0 265 5,000 5,265
32 (32)0 50 0 0 0 0 0 0 0 0
705 23 728 810 978 0 0 0 0 978 0 978
20 (20)(0)609 (0)0 0 0 0 (0)0 (0)
50 0 50 50 50 0 0 0 0 50 0 50
694 0 694 700 994 300 300 500 500 2,594 3,000 5,594
1,500 0 1,500 1,500 1,500 0 0 0 0 1,500 3,000 4,500
170 0 170 170 170 500 500 0 0 1,170 0 1,170
208 0 208 365 208 0 0 0 0 208 0 208
1,195 20 1,215 1,200 1,215 0 0 0 0 1,215 0 1,215
150 0 150 150 150 1,850 0 0 0 2,000 0 2,000
200 0 200 200 1,400 0 0 0 0 1,400 0 1,400
250 0 250 250 500 0 0 0 0 500 0 500
100 0 100 100 350 0 0 0 0 350 0 350
100 0 100 100 100 25 25 0 0 150 0 150
525 0 525 525 525 175 0 0 0 700 0 700
377 0 377 377 377 0 0 0 0 377 0 377
0 0 0 0 600 0 0 0 0 600 0 600
0 0 0 0 200 0 0 0 0 200 0 200
400 0 400 0 400 0 0 0 0 400 0 400
8,523 0 8,523 12,429 12,023 3,050 1,025 700 700 17,498 11,000 28,498
0 0 0 1,409 0 0 0 0 0 0 0 0
162 0 162 481 162 0 0 0 0 162 0 162
9,950 0 9,950 11,755 9,950 0 0 0 0 9,950 0 9,950
0 0 0 0 0 0 0 0 1,000 1,000 0 1,000
0 0 0 0 0 0 0 0 100 100 0 100
0 0 0 0 0 0 0 0 100 100 0 100
0 0 0 0 0 0 0 0 100 100 0 100
0 0 0 0 0 0 0 0 100 100 5 105
3,000 0 3,000 3,000 3,000 0 0 0 0 3,000 0 3,000
13,112 0 13,112 16,644 13,112 0 0 0 1,400 14,512 5 14,517
$21,371 $0 $21,371 $82,002 $24,971 $3,150 $3,625 $2,300 $2,200 $36,246 $31,005 $67,251
5 YEAR CIP PLAN
167
PARKING & GARAGES CAPITAL IMPROV PROGRAM General Fund Parking Fund
Total New FY26
Appropriations
*in thousands (000)(000)(000)
A. IMPROVEMENTS
a-1 City Parking Lot Resurfacing 0 0 0
a-2 City Parking Lot Resurfacing (C & G)0 500 500
a-3 Downtown Smart Parking Meters 0 0 0
a-4 Parking Structure in Lot N 0 0 0
a-5 Wayfinding Signage Improvements 0 0 0
a-6 Electric Vehicle Charging Stations 0 0 0
a-7 Donnelly Parking Garage Elevator Improvements 0 0 0
a-8 Parking Meters 5G Upgrade Program 0 0 0
a-9 CaliEVIP Donnelly Parking Garage Charging 0 0 0
SUBTOTAL 0 500 500
TOTAL, PARKING & GARAGES CAPITAL IMPROVEMENT PROGRAM $0 $500 $500
** Available Existing Funding - balance as of January 31, 2025 Project Budget Reports unless adjusted in Mid-Year Budget Amendment.
5-Year and beyond CIP totals include other revenue sources and grants
168
** Available
Existing Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
607 (400)207 1,910 207 250 250 250 250 1,207 1,000 2,207
0 400 400 0 900 0 0 0 0 0 0 0
58 0 58 1,073 58 0 0 0 0 58 0 58
121 0 121 2,830 121 0 0 0 0 121 0 121
99 0 99 110 99 0 0 0 0 99 0 99
172 0 172 277 172 250 250 250 250 1,172 500 1,672
208 0 0 365 0 0 0 0 0 0 0 0
21 0 21 150 21 0 0 0 0 21 0 21
313 0 313 313 313 0 0 0 0 313 0 313
1,599 0 1,391 7,028 1,891 500 500 500 500 2,991 1,500 4,491
$1,599 $0 $1,391 $7,028 $1,891 $500 $500 $500 $500 $2,991 $1,500 $4,491
5 YEAR CIP PLAN
169
PARKS & TREES CAPITAL IMPROV PROGRAM General Fund
Total New FY26
Appropriations
*in thousands (000)(000)
A. TREE MANAGEMENT AND REPLACEMENT
a-1 Eucalyptus Tree Management 0 0
a-2 Annual Tree Replacement Program 30 30
a-3 ECR Tree Management 0 0
SUBTOTAL 30 30
B.CITYWIDE PARKS PAVING, COURTS, PATHWAYS
b-1 Citywide Parks Paving, Courts and Pathway Improvements 0 0
SUBTOTAL 0 0
C.CITYWIDE PLAYGROUNDS AND RESILIENT RESURFACING
c-1 Murray 0 0
c-2 Primrose Playground Renovation - Lot J 0 0
c-3 Trenton 0 0
c-4 Playground Replacement 100 100
c-5 Playground Resilient Surfacing 80 80
c-6 Laguna 0 0
SUBTOTAL 180 180
D.CITYWIDE PARKS FENCING
d-1 City Parks Fencing 50 50
SUBTOTAL 50 50
E.CITYWIDE PARKS LIGHTING
e-1 Washington Small Ball Field Lighting 600 600
e-2 Bayside LED Field Lighting 500 500
SUBTOTAL 1,100 1,100
F.PARK SAFETY, MAINTENANCE AND IMPROVEMENTS
f-1 Park Safety Maintenance and Improvements 0 0
f-2 Parks Picnic Tables, Benches and Fountains 0 0
f-3 Trash Receptacles per SB 1383 0 0
f-4 Central Irrigation Controller 0 0
f-5 Dog Park Improvements 0 0
f-6 Washington Park Restrooms 0 0
f-7 Murray Field Synthetic Turf Replacement Fund 150 150
f-8 Mill Canyon Maintenance 0 0
f-9 Cuernavaca Park Improvements 0 0
f-10 Cuernavaca Synthetic Turf Replacement Fund 150 150
f-11 Mill Canyon Slide Repairs 0 0
f-12 Athletic Fields Renovation (Citywide Parks) 0 0
SUBTOTAL 300 300
G.AQUATICS FACILITY
g-1 Aquatic Boiler Replacement 0 0
g-2 Pool Deck Replacement and Resurfacing 0 0
SUBTOTAL 0 0
H. MAJOR IMPROVEMENTS
h-1 Parks Yard and Murray Field Storage 0 0
h-2 Burlingame Square Caltrain Station Mobility Hub 0 0
h-3 Burlingame School District Synthetic Turf Replacement Fund 200 200
h-4 Double Batting Cage at Bayside/Washington Park 0 0
h-5 Ray Park Field Renovations 0 0
h-6 Cuernavaca Field Renovations and ADA Improvements 0 0
h-7 Bayside Park Parking Lot and Pathway ADA and EV Charging Imp.0 0
h-8 Washington Park Playground and Sports Court 0 0
h-9 Public Art 0 0
h-10 Town Square Public Plaza 0 0
SUBTOTAL 200 200
TOTAL, PARKS & TREES CAPITAL IMPROVEMENT PROGRAM $1,860 $1,860
** Available Existing Funding - balance as of January 31, 2025 Project Budget Reports unless adjusted in Mid-Year Budget Amendment.
5-Year and beyond CIP totals include other revenue sources and grants
170
** Available Existing
Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
146 0 146 287 146 50 0 50 0 246 0 246
50 0 50 175 80 30 30 30 30 200 0 200
50 0 50 60 50 0 0 50 0 100 0 100
245 0 245 521 275 80 30 130 30 545 0 545
239 0 239 538 239 100 100 100 100 639 0 639
239 0 239 538 239 100 100 100 100 639 0 639
36 0 36 315 36 0 0 0 0 36 0 36
(53)0 (53)193 (53)0 0 0 0 (53)0 (53)
50 0 50 50 50 50 0 0 600 700 0 700
249 0 249 262 349 100 100 100 100 749 0 749
86 0 86 333 166 80 80 80 80 486 0 486
738 0 738 865 738 0 0 0 0 738 0 738
1,106 0 1,106 2,018 1,286 230 180 180 780 2,656 0 2,656
164 0 164 297 214 50 50 50 50 414 0 414
164 0 164 297 214 50 50 50 50 414 0 414
0 0 0 235 600 400 500 0 0 1,500 0 1,500
0 0 0 0 500 1,000 0 0 0 1,500 1,500
0 0 0 235 1,100 1,400 500 0 0 3,000 0 3,000
121 5 126 484 126 100 100 100 100 526 0 526
128 0 128 276 128 50 50 50 50 328 0 328
200 0 200 200 200 0 0 0 0 200 0 200
45 0 45 261 45 50 50 50 50 245 0 245
17 0 17 53 17 0 50 0 50 117 0 117
29 0 29 150 29 0 0 0 0 29 0 29
900 0 900 900 1,050 150 150 150 150 1,650 1,450 3,100
217 0 217 250 217 50 50 50 50 417 0 417
13 0 13 50 13 0 0 0 0 13 0 13
0 0 0 0 150 0 0 0 0 150 0 150
147 0 147 1,500 147 0 0 0 0 147 0 147
166 13 179 413 179 50 50 50 50 379 0 379
1,982 18 2,000 4,537 2,300 450 500 450 500 4,200 1,450 5,650
60 60 60 60 0 0 0 0 60 0 60
1,431 0 1,431 2,700 1,431 0 0 0 0 1,431 0 1,431
1,491 0 1,491 2,760 1,491 0 0 0 0 1,491 0 1,491
29 0 29 100 29 50 0 0 0 79 0 79
(63)0 (63)1,217 (63)0 0 0 0 (63)0 (63)
850 0 850 1,200 1,050 200 200 200 200 1,850 3,000 4,850
86 0 86 779 86 0 0 0 0 86 0 86
38 (13)25 1,428 25 0 0 0 0 25 0 25
670 0 670 3,594 670 0 0 0 0 670 0 670
291 0 291 362 291 900 0 0 0 1,191 0 1,191
5 (5)(0)2,317 (0)0 0 0 0 (0)0 (0)
145 0 145 210 145 0 0 0 0 145 0 145
9,950 0 9,950 11,755 9,950 0 0 0 0 9,950 0 9,950
11,999 (18)11,981 22,962 12,181 1,150 200 200 200 13,931 3,000 16,931
$17,227 $0 $17,227 $33,868 $19,087 $3,460 $1,560 $1,110 $1,660 $26,877 $4,450 $31,327
5 YEAR CIP PLAN
171
SEWER CAPITAL IMPROVEMENT PROGRAM Sewer Rates
(City)
Total New FY26
Appropriations
*in thousands (000)(000)
A. STUDIES
a-1 Geo Based Information System Upgrade 25 25
a-2 Force Main Sewer Study, including Freeway Crossings 0 0
a-3 SFO 39" Force Main Relocation Feasibility Study 0 0
a-4 Wastewater Collection System Master Plan 0 0
a-5 NBSU Forcemain Leak Evaluation and Repair 0 0
a-6 Smoke Testing of Sewer Mains 0 0
a-7 Wastewater Discharge Reduction and Reclaimed Water Supply Project 0 0
a-8 Nutrient Removal Update - BACWA Reports 75 75
SUBTOTAL 100 100
B.SEWER MAIN REHABILITATION
b-1 Mitten Force Main Bypass 0 0
b-2 Easton Addition Subdivision Sewer Rehabilitation 0 0
b-3 Ray Park Subdivision Sewer Rehabilitation 0 0
b-4 Industrial Park Sewer Rehabilitation 0 0
b-5 1740 Rollins Road Pump Station Forcemain Project 0 0
b-6 El Camino Avenue Sewer Rehabilitation 0 0
b-7 Rehab of Summit Drive Pipeline 0 0
b-8 Sewer Main Capacity Improvements at Alpine, Palm, Easton, Adeline, and Trousdale 2,000 2,000
b-9 Gravity Mains Improvements along Mitten Avenue, Gilbreth, and Stanton 1,000 1,000
b-10 R&R Projects within the City 0 0
b-11 I&I Source Detection Program 0 0
b-12 Other Pipeline Projects 0 0
b-13 Rerouting Easton Creek Sewer Line 0 0
b-14 Perform Repairs Identified by Smoke Testing 0 0
SUBTOTAL 3,000 3,000
C.MISCELLANEOUS SEWER REPAIRS
c-1 Annual Citywide Spot Repair Project 0 0
SUBTOTAL 0 0
D.PUMP STATIONS
d-1 1740 Rollins Road Sewer Pump Station 0 0
d-2 1000 Rollins Pump Station Recommended Improvements 0 0
d-3 Mitten Road Lift Station -Design 0 0
d-4 Gilbreth Road Lift Station - Design 600 600
d-5 Airport PS Recommended Improvements 0 0
d-6 Hyatt PS Recommended Improvements 0 0
SUBTOTAL 600 600
172
** Available
Existing Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
0 0 0 0 25 0 0 0 0 25 0 25
62 0 62 97 62 0 0 0 0 62 0 62
198 (198)(0)220 (0)2,500 0 0 0 2,500 0 2,500
80 (75)5 636 5 0 0 0 0 5 2,000 2,005
741 273 1,014 750 1,014 0 0 0 0 1,014 0 1,014
202 0 202 250 202 0 0 0 0 202 0 202
998 0 998 1,000 998 0 0 0 0 998 0 998
0 0 0 0 75 0 0 0 0 75 0 75
2,282 0 2,282 2,953 2,382 2,500 0 0 0 4,882 2,000 6,882
43 0 43 165 43 0 0 0 0 43 0 43
0 0 0 0 0 200 0 0 0 200 0 200
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0
5,010 1,339 6,349 5,296 6,349 0 0 0 0 6,349 0 6,349
0 (1,339)(1,339)2,308 (1,339)0 0 0 0 (1,339)0 (1,339)
0 0 0 0 0 500 0 0 0 500 0 500
0 0 0 0 2,000 0 0 0 0 2,000 0 2,000
0 0 0 0 1,000 1,088 0 0 0 2,088 0 2,088
0 0 0 0 0 0 0 0 0 0 77,849 77,849
0 0 0 0 0 80 30 0 0 110 0 110
0 0 0 0 0 1,095 132 0 3,492 4,719 34,894 39,613
0 0 0 0 0 500 1,500 2,000 4,000 2,000 6,000
500 0 500 500 500 0 0 0 0 500 2,000 2,500
5,553 0 5,553 8,269 8,553 3,463 1,662 2,000 3,492 19,170 116,743 135,913
40 0 40 40 40 0 0 0 0 40 0 40
40 0 40 40 40 0 0 0 0 40 0 40
174 0 174 1,167 174 0 0 0 0 174 0 174
0 0 0 0 0 439 439 439 439 1,756 1,535 3,291
0 0 0 0 0 600 2,000 2,102 0 4,702 0 4,702
0 0 0 0 600 4,300 0 4,388 9,288 0 9,288
0 0 0 0 0 0 0 0 0 0 670 670
0 0 0 0 0 40 0 0 0 40 0 40
174 0 174 1,167 774 5,379 2,439 6,929 439 15,959 2,205 18,164
5 YEAR CIP PLAN
173
SEWER CAPITAL IMPROVEMENT PROGRAM Sewer Rates
(City)
Total New FY26
Appropriations
*in thousands (000)(000)
E.TREATMENT
e-1 GBT Buld. Condition Assessment 0 0
e-2 WWTP Master Plan and Improvements 0 0
e-3 Rollins Road Pump Replacement (#3&4) 0 0
e-4 Rollins Road Lift Station Pumps (#6,#1,#2,#5)0 0
e-5 RRLS Force-main 20 year condition assessment 0 0
e-6 Secondary Clarifier Turntable Replacement B 0 0
e-7 Secondary Clarifier Turntable Replacement C 0 0
e-8 Secondary Clarifier Turntable Replacement D 0 0
e-9 Pump Final Effluent Pumps (#1,#2,) 0 0
e-10 Replace Temporary Co-Gen Hot Water Heating Loop 0 0
e-11 Site Safety Upgrades and Structural, piping, Infrastructure Surf. Rehab. 0 0
e-12 Aeration and Sec. A & B Assessment 0 0
e-13 Digester Equipment Building and Digester 1 and 2 Pre-Design 0 0
e-14 Rollins LS Pumps #1, #2, and #5 Replacement 0 0
e-15 Main Switchgear Breaker Replacement 0 0
e-16 Headworks Channel Assessment 0 0
e-17 Co-Generator and Co-Generator Engine Replacement 0 0
e-18 WWTP Process Piping 0 0
e-19 WWTP Lift Station Pump 0 0
e-20 Digester No. 2 Cleaning 0 0
e-21 Gravity Thickener Rehabilitation under Replacement 0 0
e-22 Repair Damaged Concrete Structutres at and near Primary Effluent Wet-well 0 0
e-23 Digester Equipment Building, Digester 2, and Sludge Handling Bldg. Design 0 0
e-24 Future WWTF CIP 0 0
e-25 Headworks Channel Repair 0 0
e-26 RRLS Manual Bar Screens Jet Wash System 0 0
e-27 Biosolids Trailer Yard Jockey 0 0
e-28 Lift Station Pump #2 Replacement 110 110
e-29 Upgrade Plant SCADA 76 76
e-30 Rehab Dewatering Bldg Fire Protection System 162 162
e-31 WWTP Flare Replacement Fund 500 500
SUBTOTAL 848 848
F.MISCELLANEOUS
f-1 SCADA System Upgrade 0 0
f-2 Large Main CCTV 0 0
f-3 Sewer Details and Specifications Update 0 0
f-4 Roof Replacement at PW Corp Yard - See facilities 0 0
f-5 EV Chargers at the Corp Yard - See facilities 0 0
f-6 PW Corporation Yard EMS Upgrade - See facilities 250 250
SUBTOTAL 250 250
TOTAL, SEWER CAPITAL IMPROVEMENT PROGRAM $4,798 $4,798
** Available Existing Funding - balance as of January 31, 2025 Project Budget Reports unless adjusted in Mid-Year Budget Amendment.
5-Year and beyond CIP totals include other revenue sources, grants and SRF loans
174
** Available
Existing Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
5 YEAR CIP PLAN
160 0 160 160 160 0 0 0 0 160 0 160
13 0 13 1,244 13 1,000 0 0 0 1,013 0 1,013
2 0 2 100 2 0 0 0 0 2 0 2
335 0 335 463 335 0 0 0 0 335 0 335
72 0 72 75 72 0 0 0 0 72 0 72
175 0 175 175 175 0 0 0 0 175 0 175
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0
154 0 154 321 154 0 0 0 0 154 0 154
95 0 95 100 95 0 0 0 0 95 0 95
64 0 64 251 64 0 0 0 0 64 0 64
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 136 0 0 0 0 0 0 0 0
78 0 78 167 78 0 0 0 0 78 0 78
575 0 575 575 575 0 0 0 0 575 0 575
30 (30)0 75 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0
0 (22)(22)1,523 (22)0 0 0 0 (22)0 (22)
0 0 0 0 0 0 0 0 0 0 0 0
125 0 125 125 125 0 0 0 0 125 0 125
0 0 0 0 0 0 0 0 0 0 0 0
400 0 400 400 400 0 0 0 0 400 0 400
867 22 889 2,541 889 0 0 0 0 889 0 889
0 0 0 0 0 7,000 15,000 9,000 9,000 40,000 0 40,000
3,100 30 3,130 3,100 3,130 0 0 0 0 3,130 5,000 8,130
70 0 70 70 70 0 0 0 0 70 0 70
100 0 100 100 100 0 0 0 0 100 0 100
0 0 0 0 110 0 0 0 0 110 0 110
0 0 0 0 76 0 0 0 0 76 0 76
0 0 0 0 162 0 0 0 0 162 0 162
0 0 0 0 500 0 0 0 0 500 0 500
6,416 0 6,416 11,701 7,264 8,000 15,000 9,000 9,000 48,264 5,000 53,264
157 0 157 390 157 0 0 0 0 157 0 157
14 0 14 14 14 0 0 0 0 14 0 14
0 0 0 0 0 0 0 0 0 0 0 0
1,500 0 0 1,500 0 0 0 0 0 0 0 0
525 0 0 525 0 0 0 0 0 0 0 0
705 0 705 810 955 0 0 0 0 955 0 955
2,901 0 876 3,239 1,126 0 0 0 0 1,126 0 1,126
$17,366 $0 $15,341 $27,369 $20,139 $19,342 $19,101 $17,929 $12,931 $89,442 $125,948 $215,390
175
STORM DRAIN CAPITAL IMPROVEMENT PROGRAM Storm Drain Fee
Total New FY26
Appropriations
*in thousands (000)(000)
A.STUDIES
a-1 Program Management 0 0
a-2 Asset Studies and Master Plan 0 0
a-3 Geo Base Information System Upgrade 25 25
SUBTOTAL 25 25
B.STORMWATER QUALITY IMPROVEMENTS
b-1 California Roundabout Project (storm facilities)0 0
b-2 Large Diameter Storm Drain Cleaning 0 0
SUBTOTAL 0 0
C.CAPACITY IMPROVEMENTS - EASTON CREEK
c-1 Outfall Pipeline, Marsten PS to SF Bay 0 0
c-2 Easton Creek Lining 0 0
c-3 Easton Creek/El Portal Creek Levee Improvements 0 0
SUBTOTAL 0 0
D.CAPACITY IMPROVEMENTS - MILLS CREEK
d-1 Mills Creek Improvements 0 0
d-2 Plan for Easton Creek, Mills Creek, and Sanchez Creek Cleaning and Flap Gates Improve 0 0
d-3 Clearing Vegetation to Improve Capacities 0 0
SUBTOTAL 0 0
E.CAPACITY IMPROVEMENTS - BURLINGAME CREEK
e-1 Burlingame Creek Bypass 0 0
e-2 Ralston Creek Improvements 0 0
e-3 Rollins/US 101 - Crossing 0 0
e-4 Rollins Area Collection System 0 0
e-5 New Rollins Pump Station 0 0
e-6 Burlingame Avenue Storm Drainage Improvement 0 0
SUBTOTAL 0 0
F.CAPACITY IMPROVEMENTS - SANCHEZ CREEK, TERRACE & LAGUNA
f-1 Terrace Creek Improvements 0 0
SUBTOTAL 0 0
G.
g-1 0 0
CAPACITY IMPROVEMENTS - EL PORTAL CREEK, TROUSDALE & GILBRETH
El Portal Creek at Bayshore Highway Flap Gate Project
SUBTOTAL 0 0
H.NEIGHBORHOOD AREA
h-1 Neighborhood Storm Drain Project #12 0 0
h-2 Easton Drive Drainage Improvements 0 0
h-3 Neighborhood Storm Drain Project #13 0 0
h-4 Neighborhood Storm Drain Project #14 0 0
h-5 Neighborhood Storm Drain Project #15 0 0
h-6 Neighborhood Storm Drain Project #16 0 0
h-7 Neighborhood Storm Drain Projects #17 1,500 1,500
h-8 Neighborhood Storm Drain Projects 0 0
h-9 Embankment Improvements along Gilbreth Road 0 0
h-10 Downtown Burlingame Avenue Streetscape Storm Drain Improvements 0 0
SUBTOTAL 1,500 1,500
I.BRIDGE & STORM CULVERT IMPROVEMENTS
i-1 Easton Creek Bridge Repair 0 0
i-2 Culvert Crossing Repairs 0 0
i-3 Culvert Crossing Repairs Phase 2 0 0
i-4 Improvements along El Camino Real 0 0
i-5 Culvert Crossing Repairs Phase 3 0 0
SUBTOTAL 0 0
J.PUMP STATIONS
j-1 Pump Station Improvements / 1740 Rollins & Cowan PS 0 0
j-2 1740 Rollins Road/842 Cowan Repairs 0 0
j-3 SCADA System Upgrade 0 0
j-4 Cal-Grove PS VFD's 0 0
j-5 Cowan/Rollins Pumps Rebuild 500 500
SUBTOTAL 500 500
TOTAL, STORM DRAIN CAPITAL IMPROVEMENT PROGRAM $2,025 $2,025
** Available Existing Funding - balance as of January 31, 2025 Project Budget Reports unless adjusted in Mid-Year Budget Amendment.
5-Year and beyond CIP totals include other revenue sources and grants
176
** Available
Existing Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY6-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
150 0 150 150 150 150 150 150 150 750 0 750
650 0 650 650 650 0 0 0 0 650 0 650
0 0 0 0 25 0 0 0 0 25 0 25
800 0 800 800 825 150 150 150 150 1,425 0 1,425
0 0 0 3,629 0 0 0 0 0 0 0 0
1,399 0 1,399 2,063 1,399 0 0 0 0 1,399 0 1,399
1,399 0 1,399 5,691 1,399 0 0 0 0 1,399 0 1,399
0 0 0 23 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0
908 0 908 1,060 908 0 0 0 0 908 0 908
908 0 908 1,083 908 0 0 0 0 908 0 908
200 0 200 200 200 0 0 0 0 200 0 200
526 0 526 526 526 0 0 0 0 526 0 526
746 0 746 750 746 0 0 0 0 746 0 746
1,471 0 1,471 1,476 1,471 0 0 0 0 1,471 0 1,471
682 0 682 682 682 0 1,100 2,100 2,100 5,982 0 5,982
0 0 0 0 0 1,500 0 0 0 1,500 0 1,500
4,062 0 4,062 4,215 4,062 0 0 0 0 4,062 0 4,062
3,197 0 3,197 3,260 3,197 0 0 0 0 3,197 0 3,197
3,136 0 3,136 3,355 3,136 0 0 0 0 3,136 0 3,136
3 0 3 1,125 3 0 0 0 0 3 0 3
11,080 0 11,080 12,637 11,080 1,500 1,100 2,100 2,100 17,880 0 17,880
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0
150 0 150 150 150 0 0 0 0 150 0 150
150 0 150 150 150 0 0 0 0 150 0 150
16 0 16 1,600 16 0 0 0 0 16 0 16
0 0 0 435 0 0 0 0 0 0 0 0
971 0 971 2,065 971 0 0 0 0 971 0 971
2,154 0 2,154 2,817 2,154 0 0 0 0 2,154 0 2,154
1,829 0 1,829 1,850 1,829 0 0 0 0 1,829 0 1,829
1,499 0 1,499 1,500 1,499 0 0 0 0 1,499 0 1,499
0 0 0 0 1,500 0 0 0 0 1,500 0 1,500
0 0 0 0 0 1,500 1,500 1,500 1,500 6,000 0 6,000
0 0 0 0 0 0 1,200 1,200 0 2,400 0 2,400
150 0 150 2,993 150 0 0 0 0 150 0 150
6,619 0 6,619 13,259 8,119 1,500 2,700 2,700 1,500 16,519 0 16,519
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 1,079 0 0 0 0 0 0 0 0
1,754 0 1,754 1,828 1,754 0 0 0 0 1,754 0 1,754
0 0 0 0 0 1,500 1,500 0 0 3,000 0 3,000
0 0 0 0 0 1,500 0 0 0 1,500 0 1,500
1,754 0 1,754 2,907 1,754 3,000 1,500 0 0 6,254 0 6,254
(565)0 (565)4,540 (565)0 0 0 0 (565)0 (565)
99 (99)0 392 0 0 0 0 0 0 0 0
157 0 157 390 157 0 0 0 0 157 0 157
217 0 217 250 217 0 0 0 0 217 0 217
709 99 808 750 1,308 0 0 0 0 1,308 0 1,308
618 0 618 6,323 1,118 0 0 0 0 1,118 0 1,118
$24,798 $0 $24,798 $44,325 $26,823 $6,150 $5,450 $4,950 $3,750 $47,123 $0 $47,123
5 YEAR CIP PLAN
177
STREETS CAPITAL IMPROVEMENT PROGRAM General Fund Impact Fees
Other Revenue &
Grants Gas Tax Measure A Measure I SB 1
Total New FY26
Appropriations
*in thousands (000)(000)(000)(000)(000)(000)(000)(000)
A. STUDIES
a-1 Traffic & Transportation Studies 0 100 0 0 0 0 0 100
a-2 City Monument Master Plan 0 0 0 0 0 0 0 0
a-3 Traffic/Pedestrian Safety Improvments 0 0 0 0 0 0 0 0
a-4 Shuttle Demand Study 0 0 0 0 0 0 0 0
a-5 El Camino Real Stakeholder Process 0 50 0 0 0 0 0 50
a-6 Lyon Hoag Neighborhood Traffic Calming 0 0 0 0 0 0 0 0
a-7 Old Bayshore Highway Streetscape Improvements 0 0 0 0 0 0 0 0
a-8 Broadway Corridor Signal Interconnect Study 0 0 0 0 0 0 0 0
a-9 Vision Zero Action Plan 0 0 0 0 0 0 0 0
a-10 Transportation Demand Management Strategic Plan Project 0 0 0 0 0 0 0 0
a-11 Geo Base Information System 0 0 0 0 0 0 0 0
SUBTOTAL 0 150 0 0 0 0 0 150
B.PAVING & RECONSTRUCTION
b-1 Annual Street Resurfacing Program 2026 0 500 0 850 0 500 800 2,650
b-2 Annual Street Resurfacing Program 2025 0 0 0 0 0 0 0 0
b-3 Annual Street Resurfacing Program 2024 0 0 0 0 0 0 0 0
b-4 Annual Street Resurfacing Program 2023 0 0 0 0 0 0 0 0
b-5 Future Street Resurfacing Program 0 0 0 0 0 0 0 0
b-6 Pavement Management system 0 0 0 0 0 0 0 0
b-7 Thermoplatic Pavement Marking - Citywide 0 0 0 0 0 0 0 0
SUBTOTAL 0 500 0 850 0 500 800 2,650
C.TRAFFIC
c-1 City-Wide Traffic Signal Upgrade 0 0 0 0 150 0 0 150
c-2 Traffic Signal Interconnect System Software Upgrade 0 0 0 0 0 0 0 0
c-3 Gateway Signs (El Camino Real)0 0 0 0 0 0 0 0
c-4 Bayshore Signal Pole & Mastarm Replacement 0 0 0 0 0 0 0 0
c-5 Hoover School - Sidewalk Project 0 0 0 0 0 0 0 0
c-6 Oak Grove/Carolan Traffic Signal Improvements 0 0 0 0 0 0 0 0
c-7 Citywide Pedestrian Improvements (RRFB, AB413)0 0 0 0 150 0 0 150
c-8 Downtown Broadway Intersections Improvements 0 0 0 0 0 0 0 0
c-9 Citywide Traffic Calming Improvements 0 0 0 0 300 0 0 300
c-10 Floribunda/Almer/Bellevue Intersection Design 0 0 0 0 0 0 0 0
c-11 Bay Trail Improvements @ Airport and Beach - Design 0 0 180 0 220 0 0 400
c-12 Chapin Streetscape & Stormwater Treatment 0 0 0 0 0 0 0 0
c-13 Green Infrastructure Streetscape & Stormwater Treatment 0 0 0 0 0 0 0 0
c-14 CA Drive Congestion Management Video Detection 0 0 0 0 0 0 0 0
c-15 Hillside Drive Traffic Calming 0 0 0 0 100 0 0 100
SUBTOTAL 0 0 180 0 920 0 0 1,100
D.RAILROAD IMPROVEMENTS
d-1 Bayswater Avenue North Lane Crossing 0 0 0 0 0 0 0 0
d-2 Railroad Grade Separation at Broadway 0 0 0 0 0 0 0 0
SUBTOTAL 0 0 0 0 0 0 0 0
E.DOWNTOWN IMPROVEMENTS
e-1 Burlingame Ave Streetscape/Downtown Improv.0 0 0 0 0 0 0 0
e-2 Burlingame Ave District Parking Improvement/Studies 0 0 0 0 0 0 0 0
e-3 Burlingame Ave Intersection Rehabilitation Project 0 250 0 0 0 0 0 250
SUBTOTAL 0 250 0 0 0 0 0 250
F.BICYCLE & PEDESTRIAN IMPROVEMENTS
f-1 California Drive Complete Streets 0 0 0 0 0 0 0 0
f-2 Rollins and Bloomfield Radar Speed Warning Signs 0 0 0 0 0 0 0 0
f-3 Lyon Hoag Neighborhood Traffic Calming - Phase 1 0 0 0 0 0 0 0 0
f-4 Lyon Hoag Neighborhood Traffic Calming - Phase 2 0 150 0 0 0 0 0 150
f-5 California Drive Bike Facility - (Broadway to Juanita)0 0 0 0 0 0 0 0
f-6 Burlingame Station Pedestrian Improvements 0 0 0 0 0 0 0 0
f-7 Murchison, Trousdale and Davis Bike Lane Project 0 0 0 0 0 0 0 0
f-8 CA Drive Class I Bike Imp. (Broadway to Murchison)0 0 0 0 0 0 0 0
f-9 CA Drive Class I Bike Imp. (Oak Grove to Burlingame Ave)0 0 0 0 100 0 0 100
f-10 Transit Station Bike and Ped Improvements (Design)0 0 160 0 140 0 0 300
f-11 MTC Quick Strike Pedestrian Safety Grant Project 0 0 0 0 0 0 0 0
f-12 Bike Blvds Phase I (Paloma Neighborhood)0 0 0 0 0 0 0 0
f-13 Bike Blvds Phase II 0 0 0 0 0 0 0 0
f-14 North Rollins Road Bike & Ped Improvements 0 0 0 0 0 0 0 0
f-15 South Rollins Road Traffic Calming Project 0 150 0 0 0 0 0 150
f-16 Occidental Ave Bike and Ped Improvements 0 0 0 0 250 0 0 250
f-17 Bike Ped Master Plan Improvements 0 0 0 0 0 0 0 0
SUBTOTAL 0 300 160 0 490 0 0 950
178
** Available
Existing Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
157 0 157 501 257 50 50 50 50 457 500 957
46 0 46 150 46 0 0 0 0 46 0 46
0 0 0 102 0 0 0 0 0 0 500 500
80 0 80 80 80 0 0 0 0 80 0 80
101 0 101 301 151 50 0 0 0 201 0 201
(2)2 (0)220 (0)0 0 0 0 (0)0 (0)
5,525 0 5,525 5,700 5,525 10,000 10,000 0 0 25,525 0 25,525
200 0 200 200 200 0 0 0 0 200 0 200
840 0 840 860 840 0 0 0 0 840 0 840
110 0 110 110 110 0 0 0 0 110 0 110
0 0 0 123 0 0 0 0 0 0 0 0
7,056 2 7,058 8,346 7,208 10,100 10,050 50 50 27,458 1,000 28,458
0 0 0 0 0 0 0 0 0 0 0 0
2,891 1,163 4,054 2,900 4,054 0 0 0 0 4,054 0 4,054
484 (420)64 2,350 64 0 0 0 0 64 0 64
769 (743)26 2,498 26 0 0 0 0 26 0 26
0 0 0 0 0 2,300 2,350 2,350 2,400 9,400 24,000 33,400
18 0 18 28 18 0 0 0 0 18 0 18
112 0 112 240 112 0 0 0 0 112 0 112
4,273 0 4,273 8,016 4,273 2,300 2,350 2,350 2,400 13,673 24,000 37,673
105 0 105 422 255 200 200 200 200 1,055 500 1,555
37 0 37 37 37 0 0 0 0 37 0 37
0 0 0 44 0 0 0 0 0 0 0 0
199 0 199 200 199 0 0 0 0 199 0 199
515 (515)(0)900 (0)0 0 0 0 (0)0 (0)
943 0 943 1,150 943 0 0 0 0 943 0 943
408 515 923 750 1,073 100 100 100 100 1,473 0 1,473
150 0 150 150 150 0 0 0 0 150 0 150
224 0 224 355 524 100 100 100 100 924 0 924
150 0 150 150 150 0 0 0 0 150 0 150
150 0 150 150 550 0 0 0 0 550 0 550
0 0 0 108 0 0 0 0 0 0 3,000 3,000
92 0 92 92 92 50 50 50 50 292 0 292
204 0 204 204 204 0 0 0 0 204 0 204
0 0 0 0 100 0 0 0 0 100 0 100
3,177 0 3,177 4,711 4,277 450 450 450 450 6,077 3,500 9,577
125 0 125 125 125 0 0 0 0 125 0 125
4,815 0 4,815 7,600 4,815 292,000 0 0 0 296,815 0 296,815
4,940 0 4,940 7,725 4,940 292,000 0 0 0 296,940 0 296,940
150 0 150 2,993 150 0 0 0 0 150 0 150
357 0 357 361 357 0 0 0 0 357 0 357
0 0 0 0 250 0 0 0 0 0 0 0
507 0 507 3,353 757 0 0 0 0 507 0 507
36 (36)(0)492 (0)0 0 0 0 (0)0 (0)
12 (12)0 60 0 0 0 0 0 0 0 0
110 (110)0 480 0 600 600 600 600 2,400 0 2,400
0 108 108 0 258 0 0 0 0 258 0 258
116 0 116 2,611 116 0 0 0 0 116 0 116
(49)66 17 840 17 0 0 0 0 17 0 17
754 0 754 1,000 754 0 0 0 0 754 0 754
300 0 300 300 300 0 0 0 0 300 0 300
2,026 0 2,026 2,100 2,126 0 0 0 0 2,126 0 2,126
293 0 293 300 593 0 0 0 0 593 0 593
22 (18)4 548 4 0 0 0 0 4 0 4
61 (61)(0)388 (0)0 0 0 0 (0)0 (0)
0 61 61 0 61 0 0 0 0 61 500 561
3,391 0 3,391 3,900 3,391 0 0 0 0 3,391 0 3,391
577 0 577 630 727 0 0 0 0 727 0 727
497 0 497 615 747 0 0 0 0 747 0 747
0 0 0 0 0 700 700 700 700 2,800 13,000 15,800
8,146 (2)8,144 14,264 9,094 1,300 1,300 1,300 1,300 14,294 13,500 27,794
5 YEAR CIP PLAN
179
STREETS CAPITAL IMPROVEMENT PROGRAM General Fund Impact Fees
Other Revenue &
Grants Gas Tax Measure A Measure I SB 1
Total New FY26
Appropriations
*in thousands (000)(000)(000)(000)(000)(000)(000)(000)
G.LIGHTING & POLES
g-1 Citywide Streetlight Improvements 0 0 0 0 0 0 0 0
g-2 Citywide Streetlight Masterplan 0 200 0 0 0 0 0 200
g-3 El Camino Real Rule 20A Utility Undergrounding ($18M 0 0 0 0 0 0 0 0
g-4 Broadway Arch Sign Lighting Improvements 100 0 0 0 0 0 0 100
SUBTOTAL 100 200 0 0 0 0 0 300
H.SIDEWALKS, CURBS & GUTTERS
h-1 Sidewalk and ADA Improvements 2020 0 0 0 0 0 0 0 0
h-2 Sidewalk and ADA Improvements 2021 0 0 0 0 0 0 0 0
h-3 Sidewalk and ADA Improvements 2023 0 0 0 0 0 0 0 0
h-4 Sidewalk and ADA Improvements 2024 0 0 0 0 0 0 0 0
h-5 Sidewalk and ADA Improvements 2025 0 0 0 0 0 0 0 0
h-6 Sidewalk and ADA Improvements 2026 0 500 0 100 0 500 0 1,100
h-7 Wilborough Sidewalk Improvement Project (Design)0 0 0 0 200 0 0 200
h-8 future Sidewalk Project 0 0 0 0 0 0 0 0
SUBTOTAL 0 500 0 100 200 500 0 1,300
TOTAL, STREETS CAPITAL IMPROVEMENT PROGRAM $100 $1,900 $340 $950 $1,610 $1,000 $800 $6,700
** Available Existing Funding - balance as of January 31, 2025 Project Budget Reports unless adjusted in Mid-Year Budget Amendment.
5-Year and beyond CIP totals include other revenue sources and grants
Item d-2 Railroad Grade Separation at Broadway assumes $15M contribution from the City
180
** Available
Existing Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
5 YEAR CIP PLAN
24 0 24 431 24 0 0 0 0 24 3,000 3,024
0 0 0 0 200 0 0 0 0 0 0 0
3,458 0 3,458 3,458 3,458 0 0 0 0 0 0 0
0 0 0 0 100 4,500 2,000 2,000 0 8,600 0 8,600
3,482 0 3,482 3,889 3,782 4,500 2,000 2,000 0 8,624 3,000 11,624
(188)188 0 840 0 0 0 0 0 0 0 0
285 (285)1,448 1,457 1,448 0 0 0 0 1,448 0 1,448
599 (599)(0)1,300 (0)0 0 0 0 (0)0 (0)
475 (475)0 1,300 0 0 0 0 0 0 0 0
1,100 0 1,100 1,100 1,100 0 0 0 0 1,100 0 1,100
0 1,171 1,171 0 2,271 0 0 0 0 0 0 0
0 0 0 0 200 0 0 0 0 0 0 0
0 0 0 0 0 1,100 1,100 1,100 1,100 4,400 10,000 14,400
2,271 0 3,720 5,997 5,020 1,100 1,100 1,100 1,100 6,949 10,000 16,949
$33,853 $0 $35,302 $56,302 $39,352 $311,750 $17,250 $7,250 $5,300 $374,523 $55,000 $429,523
181
WATER CAPITAL IMPROVEMENT PROGRAM Water Rates
(City)
Total New FY26
Appropriations
*in thousands (000)(000)
A. PLANNING
a-1 Recycled Water and Well Water Distribution Planning 0 0
a-2 Geo Base Information System Upgrade 25 25
a-3 Regional Water Supply Studies/Modeling 50 50
a-4 2020 Urban Water Management Plan 0 0
a-5 2025 Urban Water Management Plan 100 100
a-6 2025 American Water Infrastructure Act 100 100
a-7 2025 Water and Sewer Rate Study 100 100
SUBTOTAL 375 375
B.STORAGE
b-1 Emergency Storage Tank Expansion 0 0
b-2 Mills Storage Tank Study 0 0
b-3 Mills Storage Tank Replacement 150 150
SUBTOTAL 150 150
C.TRANSMISSION PIPELINES
c-1 Howard - Primrose to Carolan 0 0
c-2 Train Track Xings (4)0 0
c-3 Easton Turnout to Easton Pump Station 0 0
c-4 Highline Project 350 350
SUBTOTAL 350 350
D.PIPELINES REHABILITATION
d-1 Emergency Water Main Replacement 0 0
d-2 South ECR WMR, Phase 1 Sanchez to Barroilhet 0 0
d-3 Glenwood and Burlingame Height Subdivision - South ECR WMR, Phase 2 0 0
d-4 Burlingame Park Subdivision - South ECR WMR Phase 3 0 0
d-5 West Burlingame Terrace - South ECR WMR Phase 4 0 0
d-6 Central Burlingame Terrance - Easton Add. and Bur. Terrace WMR Proj. Phase 1 600 600
d-7 East Burlingame Terrance - Easton Add. and Bur. Terrace WMR Proj. Phase 2 0 0
d-8 Burlingame Gardens - Easton Add. and Burlingame Terrace WMR - Phase 2&3 400 400
d-9 Broadway and Neighborhood - Easton Add. and Bur. Terrace WMR Proj. Phase 4 0 0
d-10 El Camino Real at Adeline 0 0
d-11 Howard and Bloomfield 0 0
d-12 Bayswater and Victoria 0 0
d-13 Broadway Grade Separation 0 0
d-14 Ray Park/Easton Fire Flow Improvement, Phase 1, 2 & 3 0 0
d-15 Alturas and La Mesa 0 0
d-16 2100 Block of Trousdale 0 0
d-17 Industrial Area (Steel Valves) Prevention Program 0 0
d-18 Mills Canyon Crossing 0 0
d-19 El Prado Road (Canyon to Summit)0 0
d-20 Unincorporated Areas 0 0
d-21 Valdivia and Hayward Drive 0 0
d-22 Oakgrove/Burlingame/Washington Park/Rollins Road Subdivision 0 0
d-23 Replace Riveted Steel on Loma Vista 0 0
SUBTOTAL 1,000 1,000
E.PUMP STATIONS
e-1 Trousdale Pump Station Improvements 500 500
e-2 Skyview Reservoir Pump Upgrades 0 0
e-3 Sisters of Mercy Pump Station 0 0
SUBTOTAL 500 500
F.WATER QUALITY & CHLORAMINATION
f-1 Unidirectional Flushing Program 100 100
SUBTOTAL 100 100
182
** Available
Existing Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
19 0 19 163 19 0 0 0 0 19 8,732 8,751
0 0 0 0 25 0 0 0 0 25 0 25
101 0 101 657 151 50 50 50 50 351 50 401
12 (12)0 75 0 0 0 0 0 0 0 0
0 12 12 0 112 0 0 0 0 112 1 113
14 0 14 150 114 0 0 0 0 114 0 114
0 0 0 0 100 0 0 0 0 100 0 100
145 0 145 1,045 520 50 50 50 50 720 8,783 9,504
51 0 51 102 51 0 0 0 0 51 7,300 7,351
10 (10)0 100 0 0 0 0 0 0 2,000 2,000
0 10 10 0 160 500 1,500 1,500 1,500 5,160 1,500 6,660
62 0 62 202 212 500 1,500 1,500 1,500 5,211 10,800 16,011
0 0 0 0 0 0 0 0 0 0 4,223 4,223
0 0 0 0 0 0 0 0 0 0 4,080 4,080
0 0 0 0 0 0 0 0 0 0 4,080 4,080
100 0 100 100 450 1,200 0 0 0 0 0 1,200
100 0 100 100 450 1,200 0 0 0 0 12,383 13,583
376 0 376 1,227 376 50 50 50 50 576 500 1,076
(9)9 (0)5,397 (0)0 0 0 0 (0)0 (0)
0 0 0 3,421 0 0 0 0 0 0 0 0
416 (416)0 4,150 0 0 0 0 0 0 0 0
556 556 3,737 556 0 0 0 0 556 0 556
3,315 0 3,315 3,525 3,915 0 0 0 0 3,915 0 3,915
0 0 0 0 0 0 0 0 0 0 0 0
0 407 407 0 807 7,000 0 0 0 7,807 0 7,807
0 0 0 0 0 400 3,500 0 0 3,900 0 3,900
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 400 3,500 0 3,900 0 3,900
0 0 0 0 0 0 0 400 4,000 4,400 0 4,400
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 400 400 7,432 7,832
0 0 0 0 0 0 0 0 0 0 2,000 2,000
0 0 0 0 0 0 0 0 0 0 1,000 1,000
0 0 0 0 0 0 0 0 0 0 1,000 1,000
0 0 0 0 0 0 0 0 0 0 1,000 1,000
0 0 0 0 0 0 0 0 0 0 800 800
0 0 0 0 0 0 0 0 0 0 2,000 2,000
0 0 0 0 0 0 0 0 0 0 1,700 1,700
0 0 0 0 0 0 0 0 0 0 4,000 4,000
0 0 0 0 0 0 0 0 0 0 4,200 4,200
4,654 0 4,654 21,458 5,654 7,450 3,950 3,950 4,450 25,454 25,632 51,086
117 0 117 200 617 0 0 0 0 617 0 617
0 0 0 0 0 0 0 0 0 250 0 250
460 0 460 600 460 0 0 0 0 460 0 460
577 0 577 800 1,077 0 0 0 0 1,327 0 1,327
47 0 47 150 147 50 50 50 50 347 0 347
47 0 47 150 147 50 50 50 50 347 0 347
5 YEAR CIP PLAN
183
WATER CAPITAL IMPROVEMENT PROGRAM Water Rates
(City)
Total New FY26
Appropriations
*in thousands (000)(000)
G.SUPERVISORY CONTROL & DATA ACQUISITION (SCADA)
g-1 SCADA & RTU's for turnouts 0 0
g-2 SCADA System Upgrade 50 50
SUBTOTAL 50 50
H.MISCELLANEOUS IMPROVEMENTS
h-1 Water Meter Replacement 400 400
h-2 Water Service Replacement 0 0
h-3 Valve Replacement Project 200 200
h-4 Hillside and Skyview Site Improvements 0 0
h-5 Hillside and Skyview Roof Replacement 0 0
h-6 Miscellaneous Painting 0 0
h-7 Advanced Metering Infrastructure (AMI)0 0
h-8 PW Corporation Yard EMS Upgrade - see facilities 250 250
h-9 Roof Replacement at PW Corp Yard - See facilities 0 0
h-10 EV Chargers at the Corp Yard - See facilities 0 0
h-11 Alcazar and Donnelly Tanks Rehabilitation 300 300
SUBTOTAL 1,150 1,150
TOTAL, WATER CAPITAL IMPROVEMENT PROGRAM $3,675 $3,675
** Available Existing Funding - balance as of January 31, 2025 Project Budget Reports unless adjusted in Mid-Year Budget Amendment.
5-Year and beyond CIP totals include other revenue sources and grants
184
** Available
Existing Funding Transfers
Total Available
Existing, Net of
Transfers
Total Adopted
Project
Appropriations to
Date
Total FY26 Need
(Existing + New)
FY27
Need
FY28
Need
FY29
Need
FY30
Need
FY26-30
Need Total
FY30+
Need
Total
FY26-30+
Need
(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)(000)
5 YEAR CIP PLAN
3 0 3 207 3 0 0 0 0 3 500 503
157 0 157 390 207 0 0 0 0 207 0 207
160 0 160 597 210 0 0 0 0 210 500 710
59 0 59 1,685 459 400 400 400 400 2,059 1,500 3,559
47 0 47 175 47 0 100 100 200 447 400 847
109 0 109 400 309 100 100 100 100 709 400 1,109
0 0 0 355 0 50 50 50 50 200 0 200
16 0 16 280 16 0 0 0 0 16 0 16
3 0 3 50 3 0 0 0 0 3 0 3
1,444 0 1,444 1,500 1,444 300 300 300 300 2,644 0 2,900
705 0 705 810 955 0 0 0 0 955 0 955
1,500 0 1,500 1,500 1,500 0 0 0 0 1,500 0 1,500
525 0 525 525 525 0 0 0 0 525 0 525
0 0 0 0 300 0 0 0 0 300 0 300
4,407 0 4,407 7,280 5,557 850 950 950 1,050 9,357 2,300 11,913
$10,153 $0 $10,153 $31,632 $13,828 $10,100 $6,500 $6,500 $7,100 $42,627 $60,398 $104,481
185
186
Appendix
Summary of Community Funding Awards
187
188
Organization Awarded
Amount
Burlingame Historical Society $2,440.00
Burlingame Neighborhood Network 4,480.00
CALL Primrose Center 14,310.00
Citizens Environmental Council - Burlingame 3,250.00
Community Gatepath 3,240.00
CORA 4,300.00
County of San Mateo Jobs for Youth 610.00
Health Right 360 400.00
Hillbarn Theatre, Inc.280.00
HIP Housing 4,760.00
Legal Aid Society of San Mateo County 940.00
Life Steps Foundation 770.00
LifeMoves 7,300.00
Mission Hospice & Home Care 700.00
Mom's Against Poverty 1,750.00
Music at Kohl Mansion 540.00
Nami 2,840.00
Ombudsman Services of San Mateo County, Inc.4,020.00
PARCA 980.00
Peninsula Choral Association DBA Peninsula Girls Chorus 530.00
Samaritan House - Core Services 5,500.00
Samaritan House/Safe Harbor/Winter Shelter 5,240.00
Silicon Valley Bicycle Coalition 1,080.00
Sonrisas Dental 2,720.00
Star Vista 1,380.00
Sustainable San Mateo County 2,200.00
Villages of San Mateo County 1,600.00
Woman's Coaching Alliance 1,840.00
Totals:$80,000.00
CITY OF BURLINGAME
COMMUNITY GROUP FUNDING
FISCAL YEAR 2025-26
189
190