Agenda packet — Burbank City Council, August 11, 2026 (part 3 of 4)

Jailer B.1304
BCEA
0433
06/21/26 Police/Fire
Non Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5197.14
2398.68

29.98 44.97
5327.08
2458.65

30.73 46.10
5460.24
2520.11

31.50 47.25
5596.74
2583.11

32.29 48.44

5736.66
2647.69

33.10 49.65
5880.10
2713.89

33.92 50.88
6027.08
2781.73

34.77 52.16
6177.77
2851.28

35.64 53.46
6332.21
2922.56

36.53 54.80

6490.51
2995.62

37.45 56.18
6652.77
3070.51

38.38 57.57
6819.09
3147.27

39.34 59.01
6989.58
3225.96

40.32 60.48
7164.32
3306.61

41.33 62.00

Junior Engineering Aide-BWP B.1371
BCEA
0434
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5263.05
2429.10

30.36 45.54
5394.61
2489.82

31.12 46.68
5529.49
2552.07

31.90 47.85
5667.72
2615.87

32.70 49.05

5809.42
2681.27

33.52 50.28
5954.65
2748.30

34.35 51.53
6103.52
2817.01

35.21 52.82
6256.10
2887.43

36.09 54.14
6412.51
2959.62

37.00 55.50

6572.82
3033.61

37.92 56.88
6737.14
3109.45

38.87 58.31
6905.58
3187.19

39.84 59.76
7078.22
3266.87

40.84 61.26
7255.17
3348.54

41.86 62.79

Kennel Attendant B.1149
BCEA
0460
06/21/26 Fac/Grounds
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4216.29
1945.98

24.32 36.48
4321.70
1994.63

24.93 37.40
4429.75
2044.50

25.56 38.34
4540.49
2095.61

26.20 39.30

4654.00
2148.00

26.85 40.28
4770.35
2201.70

27.52 41.28
4889.60
2256.74

28.21 42.32
5011.85
2313.16

28.91 43.37
5137.15
2370.99

29.64 44.46

5265.59
2430.27

30.38 45.57
5397.21
2491.02

31.14 46.71
5532.15
2553.30

31.92 47.88
5670.45
2617.13

32.71 49.07
5812.21
2682.56

33.53 50.30

Laborer B.1051
BCEA
0468
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3791.73
1750.03

21.88 32.82
3886.52
1793.78

22.42 33.63
3983.68
1838.62

22.98 34.47
4083.28
1884.59

23.56 35.34

4185.35
1931.70

24.15 36.23
4290.00
1980.00

24.75 37.13
4397.25
2029.50

25.37 38.06
4507.17
2080.23

26.00 39.00
4619.85
2132.24

26.65 39.98

4735.34
2185.54

27.32 40.98
4853.72
2240.18

28.00 42.00
4975.08
2296.19

28.70 43.05
5099.45
2353.59

29.42 44.13
5226.93
2412.43

30.16 45.24

Land Surveyor M.2274
BMA
0469
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9723.22
4487.64

56.10 84.15

0.00 0.00

0.00 0.00
12786.02
5901.24

73.77 110.66

Landfill Leadworker B.1617
BCEA
0473
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6992.48
3227.30

40.34 60.51
7167.31
3307.99

41.35 62.03
7346.50
3390.69

42.38 63.57
7530.14
3475.45

43.44 65.16

7718.40
3562.34

44.53 66.80
7911.37
3651.40

45.64 68.46
8109.14
3742.68

46.78 70.17
8311.88
3836.25

47.95 71.93
8519.68
3932.16

49.15 73.73

8732.66
4030.46

50.38 75.57
8950.98
4131.22

51.64 77.46
9174.75
4234.50

52.93 79.40
9404.11
4340.36

54.25 81.38
9639.22
4448.87

55.61 83.42

Landfill Supervisor M.1904
BMA
0474
06/21/26 Streets/Refuse
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9049.08
4176.50

52.21 78.32

0.00 0.00

0.00 0.00
11899.53
5492.09

68.65 102.98

Landscape Services Supervisor B.1580
BCEA
0478
06/21/26 Fac/Grounds
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6996.10
3228.97

40.36 60.54
7171.00
3309.69

41.37 62.06
7350.27
3392.43

42.41 63.62
7534.04
3477.25

43.47 65.21

7722.39
3564.18

44.55 66.83
7915.44
3653.28

45.67 68.51
8113.32
3744.61

46.81 70.22
8316.17
3838.23

47.98 71.97
8524.06
3934.18

49.18 73.77

8737.17
4032.54

50.41 75.62
8955.59
4133.35

51.67 77.51
9179.50
4236.69

52.96 79.44
9408.97
4342.60

54.28 81.42
9644.20
4451.17

55.64 83.46

Landscape and Forestry Services
Superintendent
Z.2132
Z-Group
0259
06/21/26 Fac/Grounds
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12213.00
5636.77

70.46 105.69

0.00 0.00

0.00 0.00
16060.09
7412.35

92.65 138.98

Law Office Administrator Z.1572
Z-Group
0479
06/21/26 Rec/Gen Admin
Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6426.12
2965.90

37.07 55.61

0.00 0.00

0.00 0.00
8450.35
3900.16

48.75 73.13

Lead Client Technology Specialist M.1033
BMA
0450
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7754.93
3579.20

44.74 67.11

0.00 0.00

0.00 0.00
10197.72
4706.64

58.83 88.25

Lead Data Engineer M.1313
BMA
0043
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11364.21
5245.02

65.56 98.34

0.00 0.00

0.00 0.00
14943.96
6897.21

86.22 129.33

26-29,732
118

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 21 of 45 ends

Lead Jailer B.1017
BCEA
0037
06/21/26 Police/Fire
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5550.37
2561.71

32.02 48.03
5689.13
2625.75

32.82 49.23
5831.35
2691.39

33.64 50.46
5977.14
2758.68

34.48 51.72

6126.58
2827.65

35.35 53.03
6279.74
2898.34

36.23 54.35
6436.73
2970.80

37.14 55.71
6597.65
3045.07

38.06 57.09
6762.58
3121.19

39.01 58.52

6931.64
3199.22

39.99 59.99
7104.93
3279.20

40.99 61.49
7282.56
3361.18

42.01 63.02
7464.62
3445.21

43.07 64.61
7651.24
3531.34

44.14 66.21

Lead Network Engineer M.1035
BMA
0552
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10289.41
4748.96

59.36 89.04

0.00 0.00

0.00 0.00
13530.57
6244.88

78.06 117.09

Lead Systems Engineer M.1082
BMA
0082
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10435.86
4816.55

60.21 90.32

0.00 0.00

0.00 0.00
13723.17
6333.77

79.17 118.76

Lead Technology Product Manager M.1318
BMA
0046
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10257.74
4734.34

59.18 88.77

0.00 0.00

0.00 0.00
13488.93
6225.66

77.82 116.73

Legal Assistant B.1031
BCEA
0024
06/21/26 Legal
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5820.01
2686.16

33.58 50.37
5965.53
2753.32

34.42 51.63
6114.66
2822.15

35.28 52.92
6267.52
2892.70

36.16 54.24

6424.21
2965.02

37.06 55.59
6584.83
3039.15

37.99 56.99
6749.45
3115.13

38.94 58.41
6918.17
3193.00

39.91 59.87
7091.13
3272.83

40.91 61.37

7268.41
3354.65

41.93 62.90
7450.13
3438.52

42.98 64.47
7636.37
3524.48

44.06 66.09
7827.28
3612.59

45.16 67.74
8022.97
3702.91

46.29 69.44

Legal Secretarial Clerk B.1266
BCEA
0481
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4602.00
2124.00

26.55 39.83
4717.05
2177.10

27.21 40.82
4834.98
2231.53

27.89 41.84
4955.86
2287.32

28.59 42.89

5079.75
2344.50

29.31 43.97
5206.74
2403.11

30.04 45.06
5336.91
2463.19

30.79 46.19
5470.34
2524.77

31.56 47.34
5607.10
2587.89

32.35 48.53

5747.28
2652.59

33.16 49.74
5890.95
2718.90

33.99 50.99
6038.24
2786.88

34.84 52.26
6189.19
2856.55

35.71 53.57
6343.91
2927.96

36.60 54.90

Legal Secretary B.1365
BCEA
0480
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5080.03
2344.63

29.31 43.97
5207.02
2403.24

30.04 45.06
5337.19
2463.32

30.79 46.19
5470.64
2524.91

31.56 47.34

5607.40
2588.03

32.35 48.53
5747.58
2652.73

33.16 49.74
5891.28
2719.05

33.99 50.99
6038.54
2787.02

34.84 52.26
6189.52
2856.70

35.71 53.57

6344.26
2928.12

36.60 54.90
6502.86
3001.32

37.52 56.28
6665.43
3076.35

38.45 57.68
6832.06
3153.26

39.42 59.13
7002.86
3232.09

40.40 60.60

Legislative Analyst M.1938
BMA
0483
06/21/26 Rec/Gen Admin
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9239.01
4264.16

53.30 79.95

0.00 0.00

0.00 0.00
12149.30
5607.37

70.09 105.14

Liability Claims Coordinator M.1629
BMA
0485
06/21/26 Rec/Gen Admin
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7071.76
3263.89

40.80 61.20

0.00 0.00

0.00 0.00
9299.38
4292.02

53.65 80.48

Librarian B.1490
BCEA
0486
06/21/26 Library
Non Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5927.55
2735.79

34.20 51.30
6075.75
2804.19

35.05 52.58
6227.63
2874.29

35.93 53.90
6383.33
2946.15

36.83 55.25

6542.90
3019.80

37.75 56.63
6706.48
3095.30

38.69 58.04
6874.14
3172.68

39.66 59.49
7046.00
3252.00

40.65 60.98
7222.15
3333.30

41.67 62.51

7402.70
3416.63

42.71 64.07
7587.75
3502.04

43.78 65.67
7777.45
3589.59

44.87 67.31
7971.88
3679.33

45.99 68.99
8171.19
3771.32

47.14 70.71

Library Assistant B.1290
BCEA
0488
06/21/26 Library
Non Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4853.79
2240.21

28.00 42.00
4975.12
2296.21

28.70 43.05
5099.51
2353.62

29.42 44.13
5227.00
2412.46

30.16 45.24

5357.67
2472.77

30.91 46.37
5491.61
2534.59

31.68 47.52
5628.89
2597.95

32.47 48.71
5769.62
2662.90

33.29 49.94
5913.87
2729.48

34.12 51.18

6061.71
2797.71

34.97 52.46
6213.26
2867.66

35.85 53.78
6368.59
2939.35

36.74 55.11
6527.80
3012.83

37.66 56.49
6690.99
3088.15

38.60 57.90

Library Associate B.1029
BCEA
0489
06/21/26 Rec/Gen Admin
Non Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4045.08
1866.96

23.34 35.01
4146.20
1913.63

23.92 35.88
4249.85
1961.47

24.52 36.78
4356.11
2010.51

25.13 37.70

4465.00
2060.77

25.76 38.64
4576.63
2112.29

26.40 39.60
4691.05
2165.10

27.06 40.59
4808.33
2219.23

27.74 41.61
4928.54
2274.71

28.43 42.65

5051.76
2331.58

29.14 43.71
5178.03
2389.86

29.87 44.81
5307.49
2449.61

30.62 45.93
5440.18
2510.85

31.39 47.09
5576.18
2573.62

32.17 48.26

26-29,732
119

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 22 of 45 ends

Library Division Manager M.1691
BMA
0929
06/21/26 Library
Non Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8827.87
4074.40

50.93 76.40

0.00 0.00

0.00 0.00
11608.63
5357.83

66.97 100.46

Library Monitor B.0875
BCEA
0490
06/21/26 Safety/Inspection
Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3469.35
1601.24

20.02 30.03
3556.09
1641.27

20.52 30.78
3645.01
1682.31

21.03 31.55
3736.11
1724.36

21.55 32.33

3829.52
1767.47

22.09 33.14
3925.26
1811.66

22.65 33.98
4023.39
1856.95

23.21 34.82
4123.97
1903.37

23.79 35.69
4227.08
1950.96

24.39 36.59

4332.75
1999.73

25.00 37.50
4441.08
2049.73

25.62 38.43
4552.10
2100.97

26.26 39.39
4665.90
2153.49

26.92 40.38
4782.55
2207.33

27.59 41.39

Library Operations Supervisor B.0682
BCEA
0494
06/21/26 Library
Non Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5390.67
2488.00

31.10 46.65
5525.43
2550.20

31.88 47.82
5663.56
2613.95

32.67 49.01
5805.15
2679.30

33.49 50.24

5950.27
2746.28

34.33 51.50
6099.04
2814.94

35.19 52.79
6251.51
2885.31

36.07 54.11
6407.81
2957.45

36.97 55.46
6567.99
3031.38

37.89 56.84

6732.20
3107.17

38.84 58.26
6900.49
3184.84

39.81 59.72
7073.02
3264.47

40.81 61.22
7249.84
3346.08

41.83 62.75
7431.08
3429.73

42.87 64.31

Library Page/PT B.0681
BCEA
0493
06/21/26 Rec/Gen Admin
Non Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3348.15
1545.30

19.32 28.98
3431.85
1583.93

19.80 29.70
3517.65
1623.53

20.29 30.44
3605.59
1664.12

20.80 31.20

3695.73
1705.72

21.32 31.98
3788.11
1748.36

21.85 32.78
3882.82
1792.07

22.40 33.60
3979.89
1836.87

22.96 34.44
4079.38
1882.79

23.53 35.30

4181.36
1929.86

24.12 36.18
4285.91
1978.11

24.73 37.10
4393.05
2027.56

25.34 38.01
4502.88
2078.25

25.98 38.97
4615.46
2130.21

26.63 39.95

Library Section Manager M.1038
BMA
0487
06/02/26 Library
Non Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8156.61
3764.59

47.06 70.59

0.00 0.00

0.00 0.00
10725.93
4950.43

61.88 92.82

Library Services Director E.0074
Exec
0491
06/21/26 Library
Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

15573.05
7187.56

89.84 134.76

0.00 0.00

0.00 0.00
20478.55
9451.64
118.15
177.23

Lifeguard B.0704
BCEA
0507
06/21/26 Recreation
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3691.29
1703.67

21.30 31.95
3783.59
1746.27

21.83 32.75
3878.16
1789.92

22.37 33.56
3975.12
1834.67

22.93 34.40

4074.50
1880.54

23.51 35.27
4176.36
1927.55

24.09 36.14
4280.77
1975.74

24.70 37.05

0.00 0.00

Lifeguard-Instructor B.0753
BCEA
0508
06/21/26 Recreation
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4060.59
1874.12

23.43 35.15
4162.10
1920.97

24.01 36.02
4266.17
1969.00

24.61 36.92
4372.81
2018.22

25.23 37.85

4482.14
2068.68

25.86 38.79
4594.20
2120.40

26.51 39.77
4709.06
2173.41

27.17 40.76

0.00 0.00

Line Mechanic I.6006
IBEW
0515
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10741.51
4957.62

61.97 92.96

0.00 0.00

0.00 0.00
11278.61
5205.51

65.07 97.61

0.00 0.00

11842.52
5465.78

68.32 102.48

0.00 0.00

0.00 0.00
12434.65
5739.07

71.74 107.61

0.00 0.00

0.00 0.00
13056.38
6026.02

75.33 113.00

0.00 0.00

0.00 0.00
13709.22
6327.33

79.09 118.64

0.00 0.00

0.00 0.00
14394.66
6643.69

83.05 124.58

0.00 0.00

Line Mechanic Apprentice I.8990
IBEW
0516
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8061.02
3720.47

46.51 69.77
8780.74
4052.65

50.66 75.99
9500.49
4384.84

54.81 82.22
10220.21
4717.02

58.96 88.44

10939.96
5049.21

63.12 94.68
11659.68
5381.39

67.27 100.91
12379.40
5713.57

71.42 107.13

0.00 0.00

Line Mechanic Apprentice I.9990
IBEW
0516
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9500.49
4384.84

54.81 82.22
10076.26
4650.58

58.13 87.20
10652.05
4916.33

61.45 92.18
11227.84
5182.08

64.78 97.17

11803.63
5447.83

68.10 102.15
12379.40
5713.57

71.42 107.13

0.00 0.00

Line Mechanic Apprentice-G I.8994
IBEW
0518
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8544.62
3943.67

49.30 73.95
9307.52
4295.78

53.70 80.55
10070.45
4647.90

58.10 87.15
10833.36
5000.01

62.50 93.75

11596.28
5352.13

66.90 100.35
12359.19
5704.24

71.30 106.95
13122.09
6056.35

75.70 113.55

0.00 0.00

26-29,732
120

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 23 of 45 ends

Line Mechanic Apprentice-G I.9994
IBEW
0518
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10070.45
4647.90

58.10 87.15
10680.78
4929.59

61.62 92.43
11291.11
5211.28

65.14 97.71
11901.44
5492.97

68.66 102.99

12511.76
5774.66

72.18 108.27
13122.09
6056.35

75.70 113.55

0.00 0.00

Line Mechanic Supervisor I.6007
IBEW
0517
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13212.38
6098.02

76.23 114.35

0.00 0.00

0.00 0.00
13872.99
6402.92

80.04 120.06

0.00 0.00

14566.65
6723.07

84.04 126.06

0.00 0.00

0.00 0.00
15294.98
7059.22

88.24 132.36

0.00 0.00

0.00 0.00
16059.72
7412.18

92.65 138.98

0.00 0.00

0.00 0.00
16862.71
7782.79

97.28 145.92

0.00 0.00

0.00 0.00
17705.85
8171.93
102.15
153.23

0.00 0.00

Line Mechanic Supervisor-G I.6107
IBEW
0519
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

14005.10
6463.89

80.80 121.20

0.00 0.00

0.00 0.00
14705.36
6787.09

84.84 127.26

0.00 0.00

15440.62
7126.44

89.08 133.62

0.00 0.00

0.00 0.00
16212.65
7482.76

93.53 140.30

0.00 0.00

0.00 0.00
17023.28
7856.90

98.21 147.32

0.00 0.00

0.00 0.00
17874.46
8249.75
103.12
154.68

0.00 0.00

0.00 0.00
18768.17
8662.23
108.28
162.42

0.00 0.00

Line Mechanic-G I.6106
IBEW
0513
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11385.94
5255.05

65.69 98.54

0.00 0.00

0.00 0.00
11955.23
5517.80

68.97 103.46

0.00 0.00

12553.00
5793.69

72.42 108.63

0.00 0.00

0.00 0.00
13180.66
6083.38

76.04 114.06

0.00 0.00

0.00 0.00
13839.69
6387.55

79.84 119.76

0.00 0.00

0.00 0.00
14531.66
6706.92

83.84 125.76

0.00 0.00

0.00 0.00
15258.25
7042.27

88.03 132.05

0.00 0.00

Litigation Paralegal Z.1912
Z-Group
0520
06/21/26 Legal
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8748.50
4037.77

50.47 75.71

0.00 0.00

0.00 0.00
11504.29
5309.67

66.37 99.56

Locker Room Attendant B.0434
BCEA
0523
06/21/26 Recreation
Exempt
9410
40 HRLY
40 O.T.

20.85 31.28

0.00 0.00

20.85 31.28

Mail Room Assistant B.0383
BCEA
0524
06/21/26 Rec/Gen Admin
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3393.50
1566.23

19.58 29.37
3478.32
1605.38

20.07 30.11
3565.29
1645.52

20.57 30.86
3654.43
1686.66

21.08 31.62

3745.78
1728.82

21.61 32.42
3839.42
1772.04

22.15 33.23
3935.40
1816.34

22.70 34.05

0.00 0.00

Management Intern (M) M.1022
BMA
0527
06/21/26 Rec/Gen Admin
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3914.32
1806.61

22.58 33.87

0.00 0.00

0.00 0.00
5147.33
2375.69

29.70 44.55

Management Secretary Z.1432
Z-Group
0528
06/21/26 Rec/Gen Admin
Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5884.30
2715.83

33.95 50.93

0.00 0.00

0.00 0.00
7737.86
3571.32

44.64 66.96

Management Services Director E.0078
Exec
0529
06/21/26 Rec/Gen Admin
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

16363.27
7552.28

94.40 141.60

0.00 0.00

0.00 0.00
21517.71
9931.25
124.14
186.21

Manager Communication Systems M.2120
BMA
0537
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

14421.55
6656.10

83.20 124.80

0.00 0.00

0.00 0.00
18964.36
8752.78
109.41
164.12

Manager Customer Service Operations M.2027
BMA
0540
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11525.63
5319.52

66.49 99.74

0.00 0.00

0.00 0.00
15156.22
6995.18

87.44 131.16

26-29,732
121

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 24 of 45 ends

Manager Electrical Distribution M.2347
BMA
0541
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

17045.19
7867.01

98.34 147.51

0.00 0.00

0.00 0.00
22414.43
10345.12
129.31
193.97

Manager Electrical Distribution-G M.2400
BMA
0530
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

18067.38
8338.79
104.23
156.35

0.00 0.00

0.00 0.00
23758.61
10965.51
137.07
205.61

Manager Electrical Equipment M.2219
BMA
0538
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

15196.05
7013.56

87.67 131.51

0.00 0.00

0.00 0.00
19982.80
9222.83
115.29
172.94

Manager Energy Control Center M.2225
BMA
0542
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

18233.04
8415.25
105.19
157.79

0.00 0.00

0.00 0.00
23976.46
11066.06
138.33
207.50

Manager Security Systems M.1023
BMA
0545
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

14863.62
6860.13

85.75 128.63

0.00 0.00

0.00 0.00
19545.65
9021.07
112.76
169.14

Manager Technology M.1024
BMA
0546
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

14863.31
6859.99

85.75 128.63

0.00 0.00

0.00 0.00
19545.26
9020.89
112.76
169.14

Manager Telecommunications M.2268
BMA
0532
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13482.45
6222.67

77.78 116.67

0.00 0.00

0.00 0.00
17729.42
8182.81
102.29
153.44

Manager Transmission & Distribution
Engineering
M.2461
BMA
0531
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

16013.81
7390.99

92.39 138.59

0.00 0.00

0.00 0.00
21058.16
9719.15
121.49
182.24

Manager Water Engineering-Planning M.2372
BMA
0533
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

15207.81
7018.99

87.74 131.61

0.00 0.00

0.00 0.00
19998.27
9229.97
115.37
173.06

Manager Water Production-Operations M.2203
BMA
0536
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

14797.53
6829.63

85.37 128.06

0.00 0.00

0.00 0.00
19458.75
8980.96
112.26
168.39

Marketing Associate M.2155
BMA
0543
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10576.78
4881.59

61.02 91.53

0.00 0.00

0.00 0.00
13908.46
6419.29

80.24 120.36

Marketing Manager M.2226
BMA
0245
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11925.01
5503.85

68.80 103.20

0.00 0.00

0.00 0.00
15681.38
7237.56

90.47 135.71

26-29,732
122

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 25 of 45 ends

Metal Worker B.1714
BCEA
0544
06/21/26 Fac/Grounds
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6960.94
3212.74

40.16 60.24
7134.96
3293.06

41.16 61.74
7313.35
3375.39

42.19 63.29
7496.17
3459.77

43.25 64.88

7683.59
3546.27

44.33 66.50
7875.66
3634.92

45.44 68.16
8072.55
3725.79

46.57 69.86
8274.37
3818.94

47.74 71.61
8481.22
3914.41

48.93 73.40

8693.25
4012.27

50.15 75.23
8910.59
4112.58

51.41 77.12
9133.35
4215.39

52.69 79.04
9361.69
4320.78

54.01 81.02
9595.73
4428.80

55.36 83.04

Motor Sweeper Operator B.1425
BCEA
0560
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5313.56
2452.41

30.66 45.99
5446.39
2513.72

31.42 47.13
5582.55
2576.56

32.21 48.32
5722.10
2640.97

33.01 49.52

5865.17
2707.00

33.84 50.76
6011.79
2774.67

34.68 52.02
6162.09
2844.04

35.55 53.33
6316.14
2915.14

36.44 54.66
6474.04
2988.02

37.35 56.03

6635.89
3062.72

38.28 57.42
6801.80
3139.29

39.24 58.86
6971.84
3217.77

40.22 60.33
7146.12
3298.21

41.23 61.85
7324.79
3380.67

42.26 63.39

Municipal Records Clerk B.1360
BCEA
0561
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5229.97
2413.83

30.17 45.26
5360.70
2474.17

30.93 46.40
5494.73
2536.03

31.70 47.55
5632.10
2599.43

32.49 48.74

5772.89
2664.41

33.31 49.97
5917.21
2731.02

34.14 51.21
6065.15
2799.30

34.99 52.49
6216.77
2869.28

35.87 53.81
6372.19
2941.01

36.76 55.14

6531.50
3014.54

37.68 56.52
6694.78
3089.90

38.62 57.93
6862.16
3167.15

39.59 59.39
7033.72
3246.33

40.58 60.87
7209.54
3327.48

41.59 62.39

Network Engineer M.1034
BMA
0551
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8947.32
4129.53

51.62 77.43

0.00 0.00

0.00 0.00
11765.72
5430.33

67.88 101.82

Network Support Analyst I B.1416
BCEA
0554
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5643.13
2604.52

32.56 48.84
5784.20
2669.63

33.37 50.06
5928.80
2736.37

34.20 51.30
6077.02
2804.78

35.06 52.59

6228.95
2874.90

35.94 53.91
6384.69
2946.78

36.83 55.25
6544.29
3020.44

37.76 56.64
6707.91
3095.96

38.70 58.05
6875.59
3173.35

39.67 59.51

7047.50
3252.69

40.66 60.99
7223.69
3334.01

41.68 62.52
7404.28
3417.36

42.72 64.08
7589.38
3502.79

43.78 65.67
7779.11
3590.36

44.88 67.32

Network Support Analyst II M.1579
BMA
0555
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7386.60
3409.20

42.62 63.93

0.00 0.00

0.00 0.00
9713.38
4483.10

56.04 84.06

Network Support Analyst III M.1799
BMA
0556
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9219.54
4255.17

53.19 79.79

0.00 0.00

0.00 0.00
12123.67
5595.54

69.94 104.91

Network Support Analyst IV M.1923
BMA
0557
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10926.50
5043.00

63.04 94.56

0.00 0.00

0.00 0.00
14368.34
6631.54

82.89 124.34

Offset Press Operator B.1220
BCEA
0571
06/21/26 Rec/Gen Admin
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4316.39
1992.18

24.90 37.35
4424.31
2041.99

25.52 38.28
4534.92
2093.04

26.16 39.24
4648.28
2145.36

26.82 40.23

4764.50
2199.00

27.49 41.24
4883.60
2253.97

28.17 42.26
5005.69
2310.32

28.88 43.32
5130.84
2368.08

29.60 44.40
5259.11
2427.28

30.34 45.51

5390.60
2487.97

31.10 46.65
5525.35
2550.16

31.88 47.82
5663.49
2613.92

32.67 49.01
5805.09
2679.27

33.49 50.24
5950.21
2746.25

34.33 51.50

Operating Systems Analyst I M.1614
BMA
0576
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6978.25
3220.73

40.26 60.39

0.00 0.00

0.00 0.00
9176.40
4235.26

52.94 79.41

Operating Systems Analyst II M.1745
BMA
0577
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7953.53
3670.86

45.89 68.84

0.00 0.00

0.00 0.00
10458.89
4827.18

60.34 90.51

Operating Systems Analyst III M.1881
BMA
0578
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8933.75
4123.27

51.54 77.31

0.00 0.00

0.00 0.00
11747.88
5422.10

67.78 101.67

26-29,732
123

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 26 of 45 ends

Painter B.1460
BCEA
0575
06/21/26 Fac/Grounds
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5394.81
2489.91

31.12 46.68
5529.68
2552.16

31.90 47.85
5667.91
2615.96

32.70 49.05
5809.61
2681.36

33.52 50.28

5954.87
2748.40

34.36 51.54
6103.74
2817.11

35.21 52.82
6256.32
2887.53

36.09 54.14
6412.73
2959.72

37.00 55.50
6573.06
3033.72

37.92 56.88

6737.38
3109.56

38.87 58.31
6905.82
3187.30

39.84 59.76
7078.46
3266.98

40.84 61.26
7255.43
3348.66

41.86 62.79
7436.80
3432.37

42.90 64.35

Painter Leadworker B.1539
BCEA
0580
06/21/26 Fac/Grounds
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6019.76
2778.35

34.73 52.10
6170.26
2847.81

35.60 53.40
6324.52
2919.01

36.49 54.74
6482.62
2991.98

37.40 56.10

6644.69
3066.78

38.33 57.50
6810.81
3143.45

39.29 58.94
6981.09
3222.04

40.28 60.42
7155.61
3302.59

41.28 61.92
7334.49
3385.15

42.31 63.47

7517.86
3469.78

43.37 65.06
7705.79
3556.52

44.46 66.69
7898.45
3645.44

45.57 68.36
8095.90
3736.57

46.71 70.07
8298.31
3829.99

47.87 71.81

Parking Analyst M.1714
BMA
0588
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7713.05
3559.87

44.50 66.75

0.00 0.00

0.00 0.00
10142.67
4681.23

58.52 87.78

Parking Control Officer B.1231
BCEA
0591
06/21/26 Safety/Inspection
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4525.11
2088.51

26.11 39.17
4638.23
2140.72

26.76 40.14
4754.19
2194.24

27.43 41.15
4873.03
2249.09

28.11 42.17

4994.86
2305.32

28.82 43.23
5119.75
2362.96

29.54 44.31
5247.73
2422.03

30.28 45.42
5378.92
2482.58

31.03 46.55
5513.39
2544.64

31.81 47.72

5651.23
2608.26

32.60 48.90
5792.52
2673.47

33.42 50.13
5937.32
2740.30

34.25 51.38
6085.76
2808.81

35.11 52.67
6237.90
2879.03

35.99 53.99

Parking Control Supervisor B.1380
BCEA
0590
06/21/26 Safety/Inspection
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5395.00
2490.00

31.13 46.70
5529.88
2552.25

31.90 47.85
5668.13
2616.06

32.70 49.05
5809.83
2681.46

33.52 50.28

5955.08
2748.50

34.36 51.54
6103.96
2817.21

35.22 52.83
6256.55
2887.64

36.10 54.15
6412.97
2959.83

37.00 55.50
6573.28
3033.82

37.92 56.88

6737.62
3109.67

38.87 58.31
6906.06
3187.41

39.84 59.76
7078.72
3267.10

40.84 61.26
7255.67
3348.77

41.86 62.79
7437.06
3432.49

42.91 64.37

Parking Permit Technician B.0618
BCEA
0592
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5504.48
2540.53

31.76 47.64
5642.09
2604.04

32.55 48.83
5783.16
2669.15

33.36 50.04
5927.72
2735.87

34.20 51.30

6075.92
2804.27

35.05 52.58
6227.82
2874.38

35.93 53.90
6383.52
2946.24

36.83 55.25
6543.10
3019.89

37.75 56.63
6706.68
3095.39

38.69 58.04

6874.34
3172.77

39.66 59.49
7046.20
3252.09

40.65 60.98
7222.37
3333.40

41.67 62.51
7402.92
3416.73

42.71 64.07
7587.99
3502.15

43.78 65.67

Parking Services Manager M.1715
BMA
0593
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10867.05
5015.56

62.69 94.04

0.00 0.00

0.00 0.00
14290.16
6595.46

82.44 123.66

Parks and Recreation Director E.0080
Exec
0598
06/21/26 Recreation
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

17363.91
8014.11
100.18
150.27

0.00 0.00

0.00 0.00
22833.53
10538.55
131.73
197.60

Payroll Technician I B.1308
BCEA
0602
06/21/26 Financial
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4968.41
2293.11

28.66 42.99
5092.62
2350.44

29.38 44.07
5219.93
2409.20

30.12 45.18
5350.43
2469.43

30.87 46.31

5484.20
2531.17

31.64 47.46
5621.31
2594.45

32.43 48.65
5761.84
2659.31

33.24 49.86
5905.88
2725.79

34.07 51.11
6053.54
2793.94

34.92 52.38

6204.86
2863.78

35.80 53.70
6359.99
2935.38

36.69 55.04
6518.98
3008.76

37.61 56.42
6681.96
3083.98

38.55 57.83
6849.01
3161.08

39.51 59.27

Payroll Technician II B.1363
BCEA
0603
06/21/26 Financial
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5238.91
2417.96

30.22 45.33
5369.89
2478.41

30.98 46.47
5504.14
2540.37

31.75 47.63
5641.74
2603.88

32.55 48.83

5782.79
2668.98

33.36 50.04
5927.35
2735.70

34.20 51.30
6075.53
2804.09

35.05 52.58
6227.43
2874.20

35.93 53.90
6383.11
2946.05

36.83 55.25

6542.68
3019.70

37.75 56.63
6706.27
3095.20

38.69 58.04
6873.90
3172.57

39.66 59.49
7045.76
3251.89

40.65 60.98
7221.91
3333.19

41.66 62.49

Permit Coordinator M.1488
BMA
0604
06/21/26 Safety/Inspection
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6363.41
2936.96

36.71 55.07

0.00 0.00

0.00 0.00
8367.88
3862.10

48.28 72.42

Permit Technician B.1428
BCEA
0605
06/21/26 Safety/Inspection
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5504.48
2540.53

31.76 47.64
5642.09
2604.04

32.55 48.83
5783.16
2669.15

33.36 50.04
5927.72
2735.87

34.20 51.30

6075.92
2804.27

35.05 52.58
6227.82
2874.38

35.93 53.90
6383.52
2946.24

36.83 55.25
6543.10
3019.89

37.75 56.63
6706.68
3095.39

38.69 58.04

6874.34
3172.77

39.66 59.49
7046.20
3252.09

40.65 60.98
7222.37
3333.40

41.67 62.51
7402.92
3416.73

42.71 64.07
7587.99
3502.15

43.78 65.67

26-29,732
124

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 27 of 45 ends

Pipefitter B.1630
BCEA
0614
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7375.07
3403.88

42.55 63.83
7559.46
3488.98

43.61 65.42
7748.43
3576.20

44.70 67.05
7942.16
3665.61

45.82 68.73

8140.71
3757.25

46.97 70.46
8344.22
3851.18

48.14 72.21
8552.83
3947.46

49.34 74.01
8766.64
4046.14

50.58 75.87
8985.82
4147.30

51.84 77.76

9210.46
4250.98

53.14 79.71
9440.71
4357.25

54.47 81.71
9676.72
4466.18

55.83 83.75
9918.65
4577.84

57.22 85.83
10166.63
4692.29

58.65 87.98

Pipefitter Apprentice B.7999
BCEA
0613
06/21/26 Utilities
Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6608.31
3049.99

38.12 57.18
7116.63
3284.60

41.06 61.59
7624.96
3519.21

43.99 65.99
8133.30
3753.83

46.92 70.38

8641.62
3988.44

49.86 74.79
9149.96
4223.06

52.79 79.19

0.00 0.00

Pipefitter-Operator B.1703
BCEA
0616
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7964.82
3676.07

45.95 68.93
8163.94
3767.97

47.10 70.65
8368.04
3862.17

48.28 72.42
8577.25
3958.73

49.48 74.22

8791.66
4057.69

50.72 76.08
9011.47
4159.14

51.99 77.99
9236.74
4263.11

53.29 79.94
9467.66
4369.69

54.62 81.93
9704.35
4478.93

55.99 83.99

9946.97
4590.91

57.39 86.09
10195.64
4705.68

58.82 88.23
10450.53
4823.32

60.29 90.44
10711.81
4943.91

61.80 92.70
10979.58
5067.50

63.34 95.01

Plan Check Engineer M.1752
BMA
0617
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8337.77
3848.20

48.10 72.15

0.00 0.00

0.00 0.00
10964.16
5060.38

63.25 94.88

Plan Check Manager M.1753
BMA
0618
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11673.13
5387.60

67.35 101.03

0.00 0.00

0.00 0.00
15350.16
7084.69

88.56 132.84

Planning Manager M.2150
BMA
0265
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12935.56
5970.26

74.63 111.95

0.00 0.00

0.00 0.00
17010.26
7850.89

98.14 147.21

Planning Technician B.0619
BCEA
0619
06/21/26 Safety/Inspection
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5287.06
2440.18

30.50 45.75
5419.25
2501.19

31.26 46.89
5554.73
2563.72

32.05 48.08
5693.59
2627.81

32.85 49.28

5835.92
2693.50

33.67 50.51
5981.82
2760.84

34.51 51.77
6131.36
2829.86

35.37 53.06
6284.66
2900.61

36.26 54.39
6441.76
2973.12

37.16 55.74

6602.81
3047.45

38.09 57.14
6767.89
3123.64

39.05 58.58
6937.08
3201.73

40.02 60.03
7110.50
3281.77

41.02 61.53
7288.28
3363.82

42.05 63.08

Police Administrator Z.2209
Z-Group
0638
06/21/26 Police/Fire
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13569.70
6262.94

78.29 117.44

0.00 0.00

0.00 0.00
17844.15
8235.76
102.95
154.43

Police Cadet B.0936
BCEA
0639
06/21/26 Police/Fire
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3529.87
1629.17

20.36 30.54
3618.12
1669.90

20.87 31.31
3708.55
1711.64

21.40 32.10
3801.29
1754.44

21.93 32.90

3896.32
1798.30

22.48 33.72
3993.71
1843.25

23.04 34.56
4093.57
1889.34

23.62 35.43
4195.90
1936.57

24.21 36.32
4300.79
1984.98

24.81 37.22

4408.32
2034.61

25.43 38.15
4518.52
2085.47

26.07 39.11
4631.49
2137.61

26.72 40.08
4747.28
2191.05

27.39 41.09
4865.97
2245.83

28.07 42.11

Police Captain Z.2388
Z-Group
0641
06/21/26 Police/Fire
Non Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

17396.93
8029.35
100.37
150.56

0.00 0.00

0.00 0.00
22876.95
10558.59
131.98
197.97

Police Chief E.0092
Exec
0644
06/21/26 Police/Fire
Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

21498.04
9922.17
124.03
186.05

0.00 0.00

0.00 0.00
28269.91
13047.65
163.10
244.65

Police Communications Manager M.1021
BMA
0036
06/21/26 Police/Fire
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10480.04
4836.94

60.46 90.69

0.00 0.00

0.00 0.00
13781.26
6360.58

79.51 119.27

26-29,732
125

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 28 of 45 ends

Police Lieutenant P.2164
BPOA
0648
06/21/26 Police/Fire
Non Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13357.87
6165.17

77.06 115.59
13691.82
6319.30

78.99 118.49
14034.13
6477.29

80.97 121.46
14384.98
6639.22

82.99 124.49

14744.60
6805.20

85.07 127.61
15113.22
6975.33

87.19 130.79
15491.04
7149.71

89.37 134.06
15878.31
7328.45

91.61 137.42
16275.29
7511.67

93.90 140.85

16682.16
7699.46

96.24 144.36
17099.20
7891.94

98.65 147.98
17526.69
8089.24
101.12
151.68
17964.85
8291.47
103.64
155.46

0.00 0.00

Police Officer P.1761
BPOA
0651
06/21/26 Police/Fire
Non Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9104.81
4202.22

52.53 78.80
9332.42
4307.27

53.84 80.76
9565.75
4414.96

55.19 82.79
9804.88
4525.33

56.57 84.86

10050.00
4638.46

57.98 86.97
10301.24
4754.42

59.43 89.15
10558.77
4873.28

60.92 91.38
10822.76
4995.12

62.44 93.66
11093.31
5119.99

64.00 96.00

11370.65
5247.99

65.60 98.40

0.00 0.00

Police Officer - Detective Assignment P.1893
BPOA
0637
06/21/26 Police/Fire
Non Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9424.63
4349.83

54.37 81.56
9660.26
4458.58

55.73 83.60
9901.75
4570.04

57.13 85.70
10149.30
4684.29

58.55 87.83

10403.03
4801.40

60.02 90.03
10663.10
4921.43

61.52 92.28
10929.69
5044.47

63.06 94.59
11202.92
5170.58

64.63 96.95
11483.01
5299.85

66.25 99.38

11770.07
5432.34

67.90 101.85
12064.33
5568.15

69.60 104.40
12365.95
5707.36

71.34 107.01
12675.09
5850.04

73.13 109.70

0.00 0.00

Police Records Manager M.2002
BMA
0649
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10506.97
4849.37

60.62 90.93

0.00 0.00

0.00 0.00
13816.68
6376.93

79.71 119.57

Police Records Technician B.1281
BCEA
0652
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4981.77
2299.28

28.74 43.11
5106.31
2356.76

29.46 44.19
5233.97
2415.68

30.20 45.30
5364.82
2476.07

30.95 46.43

5498.94
2537.97

31.72 47.58
5636.41
2601.42

32.52 48.78
5777.33
2666.46

33.33 50.00
5921.76
2733.12

34.16 51.24
6069.81
2801.45

35.02 52.53

6221.54
2871.48

35.89 53.84
6377.09
2943.27

36.79 55.19
6536.51
3016.85

37.71 56.57
6699.92
3092.27

38.65 57.98
6867.42
3169.58

39.62 59.43

Police Records Technician Supervisor B.1480
BCEA
0650
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6077.50
2805.00

35.06 52.59
6229.45
2875.13

35.94 53.91
6385.19
2947.01

36.84 55.26
6544.81
3020.68

37.76 56.64

6708.43
3096.20

38.70 58.05
6876.13
3173.60

39.67 59.51
7048.04
3252.94

40.66 60.99
7224.25
3334.27

41.68 62.52
7404.84
3417.62

42.72 64.08

7589.96
3503.06

43.79 65.69
7779.72
3590.64

44.88 67.32
7974.22
3680.41

46.01 69.02
8173.58
3772.42

47.16 70.74
8377.92
3866.73

48.33 72.50

Police Recruit U.1400
Unrep
0653
06/21/26 Police/Fire
Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8194.33
3782.00

47.28 70.92

0.00 0.00

0.00 0.00
8194.33
3782.00

47.28 70.92

Police Sergeant P.2008
BPOA
0654
06/21/26 Police/Fire
Non Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10949.60
5053.66

63.17 94.76
11223.33
5180.00

64.75 97.13
11503.92
5309.50

66.37 99.56
11791.52
5442.24

68.03 102.05

12086.30
5578.29

69.73 104.60
12388.46
5717.75

71.47 107.21
12698.18
5860.70

73.26 109.89
13015.62
6007.21

75.09 112.64
13341.01
6157.39

76.97 115.46

13674.55
6311.33

78.89 118.34
14016.41
6469.11

80.86 121.29
14366.82
6630.84

82.89 124.34
14725.99
6796.61

84.96 127.44

0.00 0.00

Police Technician B.1189
BCEA
0646
06/21/26 Police/Fire
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4544.43
2097.43

26.22 39.33
4658.05
2149.87

26.87 40.31
4774.49
2203.61

27.55 41.33
4893.85
2258.70

28.23 42.35

5016.20
2315.17

28.94 43.41
5141.61
2373.05

29.66 44.49
5270.16
2432.38

30.40 45.60
5401.91
2493.19

31.16 46.74
5536.96
2555.52

31.94 47.91

5675.37
2619.40

32.74 49.11
5817.26
2684.89

33.56 50.34
5962.69
2752.01

34.40 51.60
6111.76
2820.81

35.26 52.89
6264.55
2891.33

36.14 54.21

Power Plant Maintenance Supervisor I.6008
IBEW
0656
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9548.37
4406.94

55.09 82.64

0.00 0.00

0.00 0.00
10025.77
4627.28

57.84 86.76

0.00 0.00

10527.08
4858.65

60.73 91.10

0.00 0.00

0.00 0.00
11053.42
5101.58

63.77 95.66

0.00 0.00

0.00 0.00
11606.10
5356.66

66.96 100.44

0.00 0.00

0.00 0.00
12186.40
5624.49

70.31 105.47

0.00 0.00

0.00 0.00
12795.73
5905.72

73.82 110.73

0.00 0.00

Power Plant Maintenance Trainee I.8993
IBEW
0659
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5825.95
2688.90

33.61 50.42

0.00 0.00

0.00 0.00
6866.30
3169.06

39.61 59.42

0.00 0.00

7906.67
3649.23

45.62 68.43

0.00 0.00

0.00 0.00
8426.84
3889.31

48.62 72.93

0.00 0.00

0.00 0.00
8426.84
3889.31

48.62 72.93

0.00 0.00

Power Plant Maintenance Trainee I.9993
IBEW
0659
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6866.30
3169.06

39.61 59.42

0.00 0.00

0.00 0.00
7490.51
3457.16

43.21 64.82

0.00 0.00

8322.80
3841.29

48.02 72.03

0.00 0.00

0.00 0.00
8322.80
3841.29

48.02 72.03

0.00 0.00

0.00 0.00
8322.80
3841.29

48.02 72.03

0.00 0.00

26-29,732
126

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 29 of 45 ends

Power Plant Mechanic I.6011
IBEW
0658
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7763.25
3583.04

44.79 67.19

0.00 0.00

0.00 0.00
8151.41
3762.19

47.03 70.55

0.00 0.00

8558.98
3950.30

49.38 74.07

0.00 0.00

0.00 0.00
8986.92
4147.81

51.85 77.78

0.00 0.00

0.00 0.00
9436.27
4355.20

54.44 81.66

0.00 0.00

0.00 0.00
9908.08
4572.96

57.16 85.74

0.00 0.00

0.00 0.00
10403.49
4801.61

60.02 90.03

0.00 0.00

Power Plant Operator I.6012
IBEW
0660
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8155.53
3764.09

47.05 70.58

0.00 0.00

0.00 0.00
8563.32
3952.30

49.40 74.10

0.00 0.00

8991.47
4149.91

51.87 77.81

0.00 0.00

0.00 0.00
9441.06
4357.41

54.47 81.71

0.00 0.00

0.00 0.00
9913.11
4575.28

57.19 85.79

0.00 0.00

0.00 0.00
10408.75
4804.04

60.05 90.08

0.00 0.00

0.00 0.00
10929.21
5044.25

63.05 94.58

0.00 0.00

Power Plant Operator Trainee I.8991
IBEW
0665
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6120.36
2824.78

35.31 52.97

0.00 0.00

0.00 0.00
7213.27
3329.20

41.62 62.43

0.00 0.00

8306.20
3833.63

47.92 71.88

0.00 0.00

0.00 0.00
9399.11
4338.05

54.23 81.35

0.00 0.00

0.00 0.00
9399.11
4338.05

54.23 81.35

0.00 0.00

Power Plant Operator Trainee I.9991
IBEW
0665
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7213.27
3329.20

41.62 62.43

0.00 0.00

0.00 0.00
8743.37
4035.40

50.44 75.66

0.00 0.00

9508.40
4388.49

54.86 82.29

0.00 0.00

0.00 0.00
9508.40
4388.49

54.86 82.29

0.00 0.00

0.00 0.00
9508.40
4388.49

54.86 82.29

0.00 0.00

Power Plant Shift Supervisor I.6009
IBEW
0655
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10169.71
4693.71

58.67 88.01

0.00 0.00

0.00 0.00
10678.18
4928.39

61.60 92.40

0.00 0.00

11212.09
5174.81

64.69 97.04

0.00 0.00

0.00 0.00
11772.69
5433.55

67.92 101.88

0.00 0.00

0.00 0.00
12361.33
5705.23

71.32 106.98

0.00 0.00

0.00 0.00
12979.40
5990.49

74.88 112.32

0.00 0.00

0.00 0.00
13628.36
6290.01

78.63 117.95

0.00 0.00

Power Production Engineer M.2265
BMA
0669
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13350.72
6161.87

77.02 115.53

0.00 0.00

0.00 0.00
17556.20
8102.86
101.29
151.94

Power Production Manager M.2224
BMA
0662
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

17874.46
8249.75
103.12
154.68

0.00 0.00

0.00 0.00
23504.93
10848.43
135.61
203.42

Power Resources Manager M.2199
BMA
0663
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

16361.82
7551.61

94.40 141.60

0.00 0.00

0.00 0.00
21515.80
9930.37
124.13
186.20

Power Resources Planning Associate I B.1190
BCEA
0059
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8001.65
3693.07

46.16 69.24
8201.68
3785.39

47.32 70.98
8406.73
3880.03

48.50 72.75
8616.90
3977.03

49.71 74.57

8832.31
4076.45

50.96 76.44
9053.14
4178.37

52.23 78.35
9279.44
4282.82

53.54 80.31
9511.43
4389.89

54.87 82.31
9749.22
4499.64

56.25 84.38

9992.95
4612.13

57.65 86.48
10242.79
4727.44

59.09 88.64
10498.84
4845.62

60.57 90.86
10761.31
4966.76

62.08 93.12
11030.35
5090.93

63.64 95.46

Power Resources Planning Associate II B.1191
BCEA
0060
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9304.25
4294.27

53.68 80.52
9536.87
4401.63

55.02 82.53
9775.29
4511.67

56.40 84.60
10019.66
4624.46

57.81 86.72

10270.15
4740.07

59.25 88.88
10526.92
4858.58

60.73 91.10
10790.09
4980.04

62.25 93.38
11059.84
5104.54

63.81 95.72
11336.33
5232.15

65.40 98.10

11619.75
5362.96

67.04 100.56
11910.23
5497.03

68.71 103.07
12208.00
5634.46

70.43 105.65
12513.19
5775.32

72.19 108.29
12826.02
5919.70

74.00 111.00

Power Supply Scheduler B.1911
BCEA
0612
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9411.20
4343.63

54.30 81.45
9646.48
4452.22

55.65 83.48
9887.65
4563.53

57.04 85.56
10134.84
4677.62

58.47 87.71

10388.21
4794.56

59.93 89.90
10647.91
4914.42

61.43 92.15
10914.11
5037.28

62.97 94.46
11186.98
5163.22

64.54 96.81
11466.65
5292.30

66.15 99.23

11753.30
5424.60

67.81 101.72
12047.14
5560.22

69.50 104.25
12348.31
5699.22

71.24 106.86
12657.02
5841.70

73.02 109.53
12973.46
5987.75

74.85 112.28

Power System Operator I.6027
IBEW
0664
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12265.85
5661.16

70.76 106.14

0.00 0.00

0.00 0.00
12879.14
5944.22

74.30 111.45

0.00 0.00

13523.10
6241.43

78.02 117.03

0.00 0.00

0.00 0.00
14199.25
6553.50

81.92 122.88

0.00 0.00

0.00 0.00
14909.22
6881.18

86.01 129.02

0.00 0.00

0.00 0.00
15654.69
7225.24

90.32 135.48

0.00 0.00

0.00 0.00
16437.42
7586.50

94.83 142.25

0.00 0.00

26-29,732
127

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 30 of 45 ends

Power System Operator Supervisor I.5026
IBEW
0670
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

15087.00
6963.23

87.04 130.56

0.00 0.00

0.00 0.00
15841.37
7311.40

91.39 137.09

0.00 0.00

16633.44
7676.97

95.96 143.94

0.00 0.00

0.00 0.00
17465.09
8060.81
100.76
151.14

0.00 0.00

0.00 0.00
18338.34
8463.85
105.80
158.70

0.00 0.00

0.00 0.00
19255.28
8887.05
111.09
166.64

0.00 0.00

0.00 0.00
20218.03
9331.40
116.64
174.96

0.00 0.00

Power System Operator Trainee I.5025
IBEW
0920
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9204.95
4248.44

53.11 79.67

0.00 0.00

0.00 0.00
10848.70
5007.09

62.59 93.89

0.00 0.00

12492.44
5765.74

72.07 108.11

0.00 0.00

0.00 0.00
13478.68
6220.93

77.76 116.64

0.00 0.00

0.00 0.00
14300.54
6600.25

82.50 123.75

0.00 0.00

Power System Operator Trainee I.6025
IBEW
0920
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11670.56
5386.41

67.33 101.00

0.00 0.00

0.00 0.00
12328.05
5689.87

71.12 106.68

0.00 0.00

12821.19
5917.47

73.97 110.96

0.00 0.00

0.00 0.00
13478.68
6220.93

77.76 116.64

0.00 0.00

0.00 0.00
14300.54
6600.25

82.50 123.75

0.00 0.00

Principal Accountant M.1899
BMA
0668
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9561.96
4413.21

55.17 82.76

0.00 0.00

0.00 0.00
12573.97
5803.37

72.54 108.81

Principal Civil Engineer (M) M.2272
BMA
0679
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13825.46
6380.98

79.76 119.64

0.00 0.00

0.00 0.00
18180.48
8390.99
104.89
157.34

Principal Civil Engineer (Z) Z.2310
Z-Group
0678
06/21/26 Engineering
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13825.46
6380.98

79.76 119.64

0.00 0.00

0.00 0.00
18180.48
8390.99
104.89
157.34

Principal Civil Engineer-BWP M.2271
BMA
0680
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13825.26
6380.89

79.76 119.64

0.00 0.00

0.00 0.00
18180.22
8390.87
104.89
157.34

Principal Clerk B.1361
BCEA
0667
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5603.00
2586.00

32.33 48.50
5743.08
2650.65

33.13 49.70
5886.66
2716.92

33.96 50.94
6033.82
2784.84

34.81 52.22

6184.66
2854.46

35.68 53.52
6339.28
2925.82

36.57 54.86
6497.77
2998.97

37.49 56.24
6660.20
3073.94

38.42 57.63
6826.71
3150.79

39.38 59.07

6997.38
3229.56

40.37 60.56
7172.32
3310.30

41.38 62.07
7351.63
3393.06

42.41 63.62
7535.41
3477.88

43.47 65.21
7723.80
3564.83

44.56 66.84

Principal Client Technology Specialist M.1032
BMA
0687
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8990.00
4149.23

51.87 77.81

0.00 0.00

0.00 0.00
11821.85
5456.24

68.20 102.30

Principal Communications Network
Engineer
M.1027
BMA
0050
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13482.45
6222.67

77.78 116.67

0.00 0.00

0.00 0.00
17729.42
8182.81
102.29
153.44

Principal Data Engineer M.1314
BMA
0044
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12923.11
5964.51

74.56 111.84

0.00 0.00

0.00 0.00
16993.88
7843.33

98.04 147.06

Principal Electrical Engineer M.2200
BMA
0790
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13344.83
6159.15

76.99 115.49

0.00 0.00

0.00 0.00
17548.44
8099.28
101.24
151.86

26-29,732
128

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 31 of 45 ends

Principal Engineer-Traffic M.2273
BMA
0685
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13825.26
6380.89

79.76 119.64

0.00 0.00

0.00 0.00
18180.22
8390.87
104.89
157.34

Principal Engineering Technician M.1302
BMA
0791
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10408.97
4804.14

60.05 90.08

0.00 0.00

0.00 0.00
13687.79
6317.44

78.97 118.46

Principal GIS Specialist M.1991
BMA
0040
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10108.84
4665.62

58.32 87.48

0.00 0.00

0.00 0.00
13293.13
6135.29

76.69 115.04

Principal Network Engineer M.1036
BMA
0553
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11832.82
5461.30

68.27 102.41

0.00 0.00

0.00 0.00
15560.16
7181.61

89.77 134.66

Principal Plan Check Engineer M.1986
BMA
0683
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10861.65
5013.07

62.66 93.99

0.00 0.00

0.00 0.00
14283.08
6592.19

82.40 123.60

Principal Planner M.2031
BMA
0676
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10682.73
4930.49

61.63 92.45

0.00 0.00

0.00 0.00
14047.80
6483.60

81.05 121.58

Principal Power Engineer M.2221
BMA
0672
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13344.83
6159.15

76.99 115.49

0.00 0.00

0.00 0.00
17548.44
8099.28
101.24
151.86

Principal Power Resources Planner M.1316
BMA
0062
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13634.83
6293.00

78.66 117.99

0.00 0.00

0.00 0.00
17929.80
8275.29
103.44
155.16

Principal Power System Operator M.2195
BMA
0681
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

15764.95
7276.13

90.95 136.43

0.00 0.00

0.00 0.00
20730.91
9568.11
119.60
179.40

Principal Systems Engineer M.1083
BMA
0083
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12196.41
5629.11

70.36 105.54

0.00 0.00

0.00 0.00
16038.27
7402.28

92.53 138.80

Principal Technology Product Manager M.1319
BMA
0047
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12156.95
5610.90

70.14 105.21

0.00 0.00

0.00 0.00
15986.38
7378.33

92.23 138.35

Principal Transportation Planner M.1029
BMA
0016
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10682.73
4930.49

61.63 92.45

0.00 0.00

0.00 0.00
14047.80
6483.60

81.05 121.58

26-29,732
129

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 32 of 45 ends

Principal Utility Accounting Analyst M.1972
BMA
0682
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9480.68
4375.70

54.70 82.05

0.00 0.00

0.00 0.00
12467.11
5754.05

71.93 107.90

Principal Utility Business Systems
Analyst
M.1019
BMA
0686
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10760.34
4966.31

62.08 93.12

0.00 0.00

0.00 0.00
14149.85
6530.70

81.63 122.45

Program Specialist B.1370
BCEA
0684
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4886.27
2255.20

28.19 42.29
5008.42
2311.58

28.89 43.34
5133.64
2369.37

29.62 44.43
5261.97
2428.60

30.36 45.54

5393.53
2489.32

31.12 46.68
5528.36
2551.55

31.89 47.84
5666.57
2615.34

32.69 49.04
5808.23
2680.72

33.51 50.27
5953.44
2747.74

34.35 51.53

6102.27
2816.43

35.21 52.82
6254.84
2886.85

36.09 54.14
6411.21
2959.02

36.99 55.49
6571.48
3032.99

37.91 56.87
6735.78
3108.82

38.86 58.29

Property and Evidence Technician B.1020
BCEA
0039
06/21/26 Police/Fire
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4887.89
2255.95

28.20 42.30
5010.09
2312.35

28.90 43.35
5135.33
2370.15

29.63 44.45
5263.72
2429.41

30.37 45.56

5395.30
2490.14

31.13 46.70
5530.20
2552.40

31.91 47.87
5668.46
2616.21

32.70 49.05
5810.16
2681.61

33.52 50.28
5955.41
2748.65

34.36 51.54

6104.30
2817.37

35.22 52.83
6256.90
2887.80

36.10 54.15
6413.33
2960.00

37.00 55.50
6573.67
3034.00

37.93 56.90
6738.01
3109.85

38.87 58.31

Public Information Specialist M.1717
BMA
0697
06/21/26 Rec/Gen Admin
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8663.42
3998.50

49.98 74.97

0.00 0.00

0.00 0.00
11392.40
5258.03

65.73 98.60

Public Safety Facility Technician B.1482
BCEA
0645
06/21/26 Fac/Grounds
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5709.19
2635.01

32.94 49.41
5851.93
2700.89

33.76 50.64
5998.22
2768.41

34.61 51.92
6148.18
2837.62

35.47 53.21

6301.88
2908.56

36.36 54.54
6459.42
2981.27

37.27 55.91
6620.92
3055.81

38.20 57.30
6786.43
3132.20

39.15 58.73
6956.11
3210.51

40.13 60.20

7130.00
3290.77

41.13 61.70
7308.25
3373.04

42.16 63.24
7490.95
3457.36

43.22 64.83
7678.23
3543.80

44.30 66.45
7870.18
3632.39

45.40 68.10

Public Works Director E.0084
Exec
0695
06/21/26 Engineering
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

17784.91
8208.42
102.61
153.92

0.00 0.00

0.00 0.00
23387.15
10794.07
134.93
202.40

Public Works Journeyman B.1418
BCEA
0698
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5416.86
2500.09

31.25 46.88
5552.28
2562.59

32.03 48.05
5691.08
2626.65

32.83 49.25
5833.36
2692.32

33.65 50.48

5979.20
2759.63

34.50 51.75
6128.68
2828.62

35.36 53.04
6281.88
2899.33

36.24 54.36
6438.94
2971.82

37.15 55.73
6599.91
3046.11

38.08 57.12

6764.92
3122.27

39.03 58.55
6934.03
3200.32

40.00 60.00
7107.38
3280.33

41.00 61.50
7285.07
3362.34

42.03 63.05
7467.20
3446.40

43.08 64.62

Public Works Supervisor M.1903
BMA
0703
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9049.08
4176.50

52.21 78.32

0.00 0.00

0.00 0.00
11899.53
5492.09

68.65 102.98

Purchasing Manager M.2061
BMA
0701
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11894.37
5489.71

68.62 102.93

0.00 0.00

0.00 0.00
15641.10
7218.97

90.24 135.36

Purchasing Manager Z.1934
Z-Group
0704
06/21/26 Financial
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11894.37
5489.71

68.62 102.93

0.00 0.00

0.00 0.00
15641.10
7218.97

90.24 135.36

Rangemaster B.1489
BCEA
0710
06/21/26 Police/Fire
Non Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6321.23
2917.49

36.47 54.71
6479.27
2990.43

37.38 56.07
6641.25
3065.19

38.31 57.47
6807.28
3141.82

39.27 58.91

6977.47
3220.37

40.25 60.38
7151.91
3300.88

41.26 61.89
7330.70
3383.40

42.29 63.44
7513.96
3467.98

43.35 65.03
7701.81
3554.68

44.43 66.65

7894.36
3643.55

45.54 68.31
8091.72
3734.64

46.68 70.02
8294.02
3828.01

47.85 71.78
8501.37
3923.71

49.05 73.58
8713.90
4021.80

50.27 75.41

26-29,732
130

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 33 of 45 ends

Real Estate and Project Manager M.2464
BMA
0702
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10334.68
4769.85

59.62 89.43

0.00 0.00

0.00 0.00
13590.09
6272.35

78.40 117.60

Records Manager (M) M.1756
BMA
0709
06/21/26 Rec/Gen Admin
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7435.46
3431.75

42.90 64.35

0.00 0.00

0.00 0.00
9777.63
4512.75

56.41 84.62

Records Manager (Z) Z.1795
Z-Group
0708
06/21/26 Rec/Gen Admin
Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9398.42
4337.73

54.22 81.33

0.00 0.00

0.00 0.00
12358.93
5704.12

71.30 106.95

Records Technician B.1030
BCEA
0025
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5229.97
2413.83

30.17 45.26
5360.70
2474.17

30.93 46.40
5494.73
2536.03

31.70 47.55
5632.10
2599.43

32.49 48.74

5772.89
2664.41

33.31 49.97
5917.21
2731.02

34.14 51.21
6065.15
2799.30

34.99 52.49
6216.77
2869.28

35.87 53.81
6372.19
2941.01

36.76 55.14

6531.50
3014.54

37.68 56.52
6694.78
3089.90

38.62 57.93
6862.16
3167.15

39.59 59.39
7033.72
3246.33

40.58 60.87
7209.54
3327.48

41.59 62.39

Recreation Coordinator B.1445
BCEA
0720
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5273.28
2433.82

30.42 45.63
5405.10
2494.66

31.18 46.77
5540.23
2557.03

31.96 47.94
5678.75
2620.96

32.76 49.14

5820.71
2686.48

33.58 50.37
5966.22
2753.64

34.42 51.63
6115.37
2822.48

35.28 52.92
6268.25
2893.04

36.16 54.24
6424.97
2965.37

37.07 55.61

6585.61
3039.51

37.99 56.99
6750.23
3115.49

38.94 58.41
6918.99
3193.38

39.92 59.88
7091.96
3273.21

40.92 61.38
7269.28
3355.05

41.94 62.91

Recreation Leader B.1124
BCEA
0712
06/21/26 Recreation
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3689.60
1702.89

21.29 31.94
3781.85
1745.47

21.82 32.73
3876.38
1789.10

22.36 33.54
3973.30
1833.83

22.92 34.38

4072.64
1879.68

23.50 35.25
4174.45
1926.67

24.08 36.12
4278.82
1974.84

24.69 37.04
4385.79
2024.21

25.30 37.95
4495.42
2074.81

25.94 38.91

4607.81
2126.68

26.58 39.87
4723.01
2179.85

27.25 40.88
4841.07
2234.34

27.93 41.90
4962.10
2290.20

28.63 42.95
5086.16
2347.46

29.34 44.01

Recreation Services Manager M.1816
BMA
0715
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9738.82
4494.84

56.19 84.29

0.00 0.00

0.00 0.00
12806.56
5910.72

73.88 110.82

Recreation Supervisor B.1571
BCEA
0721
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6996.86
3229.32

40.37 60.56
7171.78
3310.05

41.38 62.07
7351.07
3392.80

42.41 63.62
7534.84
3477.62

43.47 65.21

7723.21
3564.56

44.56 66.84
7916.29
3653.67

45.67 68.51
8114.21
3745.02

46.81 70.22
8317.05
3838.64

47.98 71.97
8524.99
3934.61

49.18 73.77

8738.10
4032.97

50.41 75.62
8956.57
4133.80

51.67 77.51
9180.47
4237.14

52.96 79.44
9409.99
4343.07

54.29 81.44
9645.24
4451.65

55.65 83.48

Recycling Coordinator M.1928
BMA
0718
06/21/26 Streets/Refuse
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9529.76
4398.35

54.98 82.47

0.00 0.00

0.00 0.00
12531.61
5783.82

72.30 108.45

Recycling Specialist M.1774
BMA
0719
06/21/26 Streets/Refuse
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7310.36
3374.01

42.18 63.27

0.00 0.00

0.00 0.00
9613.11
4436.82

55.46 83.19

Redevelopment Project Manager M.2108
BMA
0726
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11503.74
5309.42

66.37 99.56

0.00 0.00

0.00 0.00
15127.41
6981.88

87.27 130.91

Release Train Engineer Z.1433
Z-Group
0160
06/21/26 Info Sys
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12208.82
5634.84

70.44 105.66

0.00 0.00

0.00 0.00
16054.59
7409.81

92.62 138.93

26-29,732
131

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 34 of 45 ends

Revenue Manager Z.2389
Z-Group
0390
06/21/26 Financial
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11748.82
5422.53

67.78 101.67

0.00 0.00

0.00 0.00
15449.68
7130.62

89.13 133.70

Right of Way Specialist B.1805
BCEA
0728
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7906.08
3648.96

45.61 68.42
8103.72
3740.18

46.75 70.13
8306.33
3833.69

47.92 71.88
8513.98
3929.53

49.12 73.68

8726.84
4027.77

50.35 75.53
8945.00
4128.46

51.61 77.42
9168.62
4231.67

52.90 79.35
9397.85
4337.47

54.22 81.33
9632.78
4445.90

55.57 83.36

9873.61
4557.05

56.96 85.44
10120.46
4670.98

58.39 87.59
10373.46
4787.75

59.85 89.78
10632.79
4907.44

61.34 92.01
10898.62
5030.13

62.88 94.32

Security Guard B.1201
BCEA
0748
06/21/26 Safety/Inspection
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4635.17
2139.31

26.74 40.11
4751.05
2192.79

27.41 41.12
4869.82
2247.61

28.10 42.15
4991.57
2303.80

28.80 43.20

5116.37
2361.40

29.52 44.28
5244.27
2420.43

30.26 45.39
5375.39
2480.95

31.01 46.52
5509.77
2542.97

31.79 47.69
5647.50
2606.54

32.58 48.87

5788.71
2671.71

33.40 50.10
5933.42
2738.50

34.23 51.35
6081.75
2806.96

35.09 52.64
6233.80
2877.14

35.96 53.94
6389.63
2949.06

36.86 55.29

Senior Accountant B.1849
BCEA
0749
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8327.56
3843.49

48.04 72.06
8535.74
3939.57

49.24 73.86
8749.13
4038.06

50.48 75.72
8967.86
4139.01

51.74 77.61

9192.06
4242.49

53.03 79.55
9421.86
4348.55

54.36 81.54
9657.42
4457.27

55.72 83.58
9898.85
4568.70

57.11 85.67
10146.31
4682.91

58.54 87.81

10399.98
4799.99

60.00 90.00
10659.98
4919.99

61.50 92.25
10926.48
5042.99

63.04 94.56
11199.63
5169.06

64.61 96.92
11479.63
5298.29

66.23 99.35

Senior Administrative Analyst (M) M.1817
BMA
0750
06/21/26 Rec/Gen Admin
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8261.24
3812.88

47.66 71.49

0.00 0.00

0.00 0.00
10863.52
5013.93

62.67 94.01

Senior Administrative Analyst (Z) Z.1865
Z-Group
5750
06/21/26 Rec/Gen Admin
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8261.24
3812.88

47.66 71.49

0.00 0.00

0.00 0.00
10863.52
5013.93

62.67 94.01

Senior Animal Control Officer B.1531
BCEA
0751
06/21/26 Safety/Inspection
Non Exempt
7720
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6182.61
2853.51

35.67 53.51
6337.15
2924.84

36.56 54.84
6495.58
2997.96

37.47 56.21
6657.97
3072.91

38.41 57.62

6824.44
3149.74

39.37 59.06
6995.04
3228.48

40.36 60.54
7169.91
3309.19

41.36 62.04
7349.16
3391.92

42.40 63.60
7532.89
3476.72

43.46 65.19

7721.22
3563.64

44.55 66.83
7914.25
3652.73

45.66 68.49
8112.11
3744.05

46.80 70.20
8314.91
3837.65

47.97 71.96
8522.78
3933.59

49.17 73.76

Senior Assistant City Attorney Z.2511
Z-Group
0753
06/21/26 Legal
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

15906.35
7341.39

91.77 137.66

0.00 0.00

0.00 0.00
20916.83
9653.92
120.67
181.01

Senior Buyer M.1944
BMA
0761
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10584.88
4885.33

61.07 91.61

0.00 0.00

0.00 0.00
13919.14
6424.22

80.30 120.45

Senior Civil Engineer M.2147
BMA
0767
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11918.34
5500.77

68.76 103.14

0.00 0.00

0.00 0.00
15672.61
7233.51

90.42 135.63

Senior Civil Engineer-BWP M.2148
BMA
0768
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11918.34
5500.77

68.76 103.14

0.00 0.00

0.00 0.00
15672.61
7233.51

90.42 135.63

Senior Civil Engineering Assistant B.1809
BCEA
0774
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7921.40
3656.03

45.70 68.55
8119.43
3747.43

46.84 70.26
8322.41
3841.11

48.01 72.02
8530.47
3937.14

49.21 73.82

8743.74
4035.57

50.44 75.66
8962.33
4136.46

51.71 77.57
9186.39
4239.87

53.00 79.50
9416.03
4345.86

54.32 81.48
9651.44
4454.51

55.68 83.52

9892.72
4565.87

57.07 85.61
10140.04
4680.02

58.50 87.75
10393.54
4797.02

59.96 89.94
10653.39
4916.95

61.46 92.19
10919.72
5039.87

63.00 94.50

26-29,732
132

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 35 of 45 ends

Senior Civil Engineering Associate M.1980
BMA
0775
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9830.15
4536.99

56.71 85.07

0.00 0.00

0.00 0.00
12926.66
5966.15

74.58 111.87

Senior Clerk B.1204
BCEA
0778
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4570.78
2109.59

26.37 39.56
4685.05
2162.33

27.03 40.55
4802.18
2216.39

27.70 41.55
4922.23
2271.80

28.40 42.60

5045.28
2328.59

29.11 43.67
5171.42
2386.81

29.84 44.76
5300.71
2446.48

30.58 45.87
5433.22
2507.64

31.35 47.03
5569.05
2570.33

32.13 48.20

5708.28
2634.59

32.93 49.40
5850.98
2700.45

33.76 50.64
5997.25
2767.96

34.60 51.90
6147.18
2837.16

35.46 53.19
6300.86
2908.09

36.35 54.53

Senior Code Compliance Inspector B.1779
BCEA
0819
06/21/26 Safety/Inspection
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8091.24
3734.42

46.68 70.02
8293.52
3827.78

47.85 71.78
8500.87
3923.48

49.04 73.56
8713.38
4021.56

50.27 75.41

8931.22
4122.10

51.53 77.30
9154.49
4225.15

52.81 79.22
9383.36
4330.78

54.13 81.20
9617.94
4439.05

55.49 83.24
9858.40
4550.03

56.88 85.32

10104.86
4663.78

58.30 87.45
10357.47
4780.37

59.75 89.63
10616.41
4899.88

61.25 91.88
10881.82
5022.38

62.78 94.17
11153.87
5147.94

64.35 96.53

Senior Collections Specialist M.1658
BMA
0779
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7578.22
3497.64

43.72 65.58

0.00 0.00

0.00 0.00
9965.37
4599.40

57.49 86.24

Senior Communications Technician I.6014
IBEW
0780
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9845.01
4543.85

56.80 85.20

0.00 0.00

0.00 0.00
10337.25
4771.04

59.64 89.46

0.00 0.00

10854.11
5009.59

62.62 93.93

0.00 0.00

0.00 0.00
11396.82
5260.07

65.75 98.63

0.00 0.00

0.00 0.00
11966.67
5523.08

69.04 103.56

0.00 0.00

0.00 0.00
12565.00
5799.23

72.49 108.74

0.00 0.00

0.00 0.00
13193.25
6089.19

76.11 114.17

0.00 0.00

Senior Conduit Mechanic I.6015
IBEW
0783
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10205.76
4710.35

58.88 88.32

0.00 0.00

0.00 0.00
10716.05
4945.87

61.82 92.73

0.00 0.00

11251.85
5193.16

64.91 97.37

0.00 0.00

0.00 0.00
11814.44
5452.82

68.16 102.24

0.00 0.00

0.00 0.00
12405.16
5725.46

71.57 107.36

0.00 0.00

0.00 0.00
13025.44
6011.74

75.15 112.73

0.00 0.00

0.00 0.00
13676.69
6312.32

78.90 118.35

0.00 0.00

Senior Conduit Mechanic-G I.6115
IBEW
0782
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10816.61
4992.28

62.40 93.60

0.00 0.00

0.00 0.00
11357.43
5241.89

65.52 98.28

0.00 0.00

11925.31
5503.99

68.80 103.20

0.00 0.00

0.00 0.00
12521.58
5779.19

72.24 108.36

0.00 0.00

0.00 0.00
13147.66
6068.15

75.85 113.78

0.00 0.00

0.00 0.00
13805.03
6371.55

79.64 119.46

0.00 0.00

0.00 0.00
14495.28
6690.13

83.63 125.45

0.00 0.00

Senior Construction Inspector B.1311
BCEA
0049
06/21/26 Safety/Inspection
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7511.57
3466.88

43.34 65.01
7699.36
3553.55

44.42 66.63
7891.85
3642.39

45.53 68.30
8089.14
3733.45

46.67 70.01

8291.36
3826.78

47.83 71.75
8498.64
3922.45

49.03 73.55
8711.11
4020.51

50.26 75.39
8928.90
4121.03

51.51 77.27
9152.11
4224.05

52.80 79.20

9380.91
4329.65

54.12 81.18
9615.45
4437.90

55.47 83.21
9855.82
4548.84

56.86 85.29
10102.21
4662.56

58.28 87.42
10354.78
4779.13

59.74 89.61

Senior Control Operator I.6020
IBEW
0837
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8853.00
4086.00

51.08 76.62

0.00 0.00

0.00 0.00
9295.65
4290.30

53.63 80.45

0.00 0.00

9760.42
4504.81

56.31 84.47

0.00 0.00

0.00 0.00
10248.44
4730.05

59.13 88.70

0.00 0.00

0.00 0.00
10760.88
4966.56

62.08 93.12

0.00 0.00

0.00 0.00
11298.91
5214.88

65.19 97.79

0.00 0.00

0.00 0.00
11863.87
5475.63

68.45 102.68

0.00 0.00

Senior Electrical Engineer M.2162
BMA
0789
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12010.35
5543.24

69.29 103.94

0.00 0.00

0.00 0.00
15793.61
7289.36

91.12 136.68

Senior Electrical Service Planner B.1887
BCEA
0799
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8809.02
4065.70

50.82 76.23
9029.24
4167.34

52.09 78.14
9254.98
4271.53

53.39 80.09
9486.36
4378.32

54.73 82.10

9723.50
4487.77

56.10 84.15
9966.60
4599.97

57.50 86.25
10215.77
4714.97

58.94 88.41
10471.15
4832.84

60.41 90.62
10732.93
4953.66

61.92 92.88

11001.25
5077.50

63.47 95.21
11276.29
5204.44

65.06 97.59
11558.19
5334.55

66.68 100.02
11847.16
5467.92

68.35 102.53
12143.32
5604.61

70.06 105.09

Senior Electrician I.6016
IBEW
0798
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10063.28
4644.59

58.06 87.09

0.00 0.00

0.00 0.00
10566.44
4876.82

60.96 91.44

0.00 0.00

11094.76
5120.66

64.01 96.02

0.00 0.00

0.00 0.00
11649.50
5376.69

67.21 100.82

0.00 0.00

0.00 0.00
12231.98
5645.53

70.57 105.86

0.00 0.00

0.00 0.00
12843.57
5927.80

74.10 111.15

0.00 0.00

0.00 0.00
13485.75
6224.19

77.80 116.70

0.00 0.00

26-29,732
133

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 36 of 45 ends

Senior Engineer-Traffic M.2006
BMA
0804
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11918.34
5500.77

68.76 103.14

0.00 0.00

0.00 0.00
15672.61
7233.51

90.42 135.63

Senior Engineering Technician B.1832
BCEA
0800
06/21/26 Engineering
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8157.74
3765.11

47.06 70.59
8361.67
3859.23

48.24 72.36
8570.71
3955.71

49.45 74.18
8784.99
4054.61

50.68 76.02

9004.60
4155.97

51.95 77.93
9229.72
4259.87

53.25 79.88
9460.47
4366.37

54.58 81.87
9696.98
4475.53

55.94 83.91
9939.41
4587.42

57.34 86.01

10187.88
4702.10

58.78 88.17
10442.58
4819.65

60.25 90.38
10703.64
4940.14

61.75 92.63
10971.24
5063.65

63.30 94.95
11245.52
5190.24

64.88 97.32

Senior Environmental Engineer M.1787
BMA
0802
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13405.84
6187.31

77.34 116.01

0.00 0.00

0.00 0.00
17628.69
8136.32
101.70
152.55

Senior Executive Assistant to the City
Manager
Z.1635
Z-Group
0745
06/21/26 Rec/Gen Admin
Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7205.45
3325.59

41.57 62.36

0.00 0.00

0.00 0.00
9475.16
4373.15

54.66 81.99

Senior Fleet Maintenance Technician B.1499
BCEA
0801
06/21/26 Equipment
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6164.08
2844.96

35.56 53.34
6318.17
2916.08

36.45 54.68
6476.15
2988.99

37.36 56.04
6638.04
3063.71

38.30 57.45

6803.98
3140.30

39.25 58.88
6974.09
3218.81

40.24 60.36
7148.44
3299.28

41.24 61.86
7327.15
3381.76

42.27 63.41
7510.34
3466.31

43.33 65.00

7698.08
3552.96

44.41 66.62
7890.55
3641.79

45.52 68.28
8087.80
3732.83

46.66 69.99
8289.99
3826.15

47.83 71.75
8497.26
3921.81

49.02 73.53

Senior Food Services Aide B.1108
BCEA
0803
06/21/26 Recreation
Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3851.49
1777.61

22.22 33.33
3947.78
1822.05

22.78 34.17
4046.47
1867.60

23.35 35.03
4147.63
1914.29

23.93 35.90

4251.33
1962.15

24.53 36.80
4357.62
2011.21

25.14 37.71
4466.56
2061.49

25.77 38.66
4578.21
2113.02

26.41 39.62
4692.68
2165.85

27.07 40.61

4809.98
2219.99

27.75 41.63
4930.23
2275.49

28.44 42.66
5053.49
2332.38

29.15 43.73
5179.83
2390.69

29.88 44.82
5309.33
2450.46

30.63 45.95

Senior GIS Specialist B.0385
BCEA
0030
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8910.07
4112.34

51.40 77.10
9132.83
4215.15

52.69 79.04
9361.15
4320.53

54.01 81.02
9595.17
4428.54

55.36 83.04

9835.04
4539.25

56.74 85.11
10080.92
4652.73

58.16 87.24
10332.94
4769.05

59.61 89.42
10591.27
4888.28

61.10 91.65
10856.06
5010.49

62.63 93.95

11127.46
5135.75

64.20 96.30
11405.64
5264.14

65.80 98.70
11690.79
5395.75

67.45 101.18
11983.05
5530.64

69.13 103.70
12282.64
5668.91

70.86 106.29

Senior Groundskeeper B.1403
BCEA
0805
06/21/26 Fac/Grounds
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5869.63
2709.06

33.86 50.79
6016.38
2776.79

34.71 52.07
6166.79
2846.21

35.58 53.37
6320.97
2917.37

36.47 54.71

6478.98
2990.30

37.38 56.07
6640.96
3065.06

38.31 57.47
6806.97
3141.68

39.27 58.91
6977.17
3220.23

40.25 60.38
7151.58
3300.73

41.26 61.89

7330.38
3383.25

42.29 63.44
7513.63
3467.83

43.35 65.03
7701.48
3554.53

44.43 66.65
7894.01
3643.39

45.54 68.31
8091.37
3734.48

46.68 70.02

Senior Instrument Controls Technician I.6026
IBEW
0808
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11262.44
5198.05

64.98 97.47

0.00 0.00

0.00 0.00
11825.56
5457.95

68.22 102.33

0.00 0.00

12416.84
5730.85

71.64 107.46

0.00 0.00

0.00 0.00
13037.68
6017.39

75.22 112.83

0.00 0.00

0.00 0.00
13689.56
6318.26

78.98 118.47

0.00 0.00

0.00 0.00
14374.06
6634.18

82.93 124.40

0.00 0.00

0.00 0.00
15092.76
6965.89

87.07 130.61

0.00 0.00

Senior Librarian B.1567
BCEA
0815
06/21/26 Library
Non Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6501.78
3000.82

37.51 56.27
6664.32
3075.84

38.45 57.68
6830.92
3152.73

39.41 59.12
7001.69
3231.55

40.39 60.59

7176.74
3312.34

41.40 62.10
7356.16
3395.15

42.44 63.66
7540.07
3480.03

43.50 65.25
7728.57
3567.03

44.59 66.89
7921.79
3656.21

45.70 68.55

8119.82
3747.61

46.85 70.28
8322.82
3841.30

48.02 72.03
8530.88
3937.33

49.22 73.83
8744.17
4035.77

50.45 75.68
8962.76
4136.66

51.71 77.57

Senior Library Assistant B.1381
BCEA
0816
06/21/26 Library
Non Exempt
8838
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5343.37
2466.17

30.83 46.25
5476.94
2527.82

31.60 47.40
5613.88
2591.02

32.39 48.59
5754.21
2655.79

33.20 49.80

5898.08
2722.19

34.03 51.05
6045.52
2790.24

34.88 52.32
6196.67
2860.00

35.75 53.63
6351.58
2931.50

36.64 54.96
6510.38
3004.79

37.56 56.34

6673.14
3079.91

38.50 57.75
6839.95
3156.90

39.46 59.19
7010.97
3235.83

40.45 60.68
7186.23
3316.72

41.46 62.19
7365.89
3399.64

42.50 63.75

Senior Lifeguard B.0900
BCEA
0821
06/21/26 Recreation
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4514.01
2083.39

26.04 39.06
4626.87
2135.48

26.69 40.04
4742.53
2188.86

27.36 41.04
4861.09
2243.58

28.04 42.06

4982.62
2299.67

28.75 43.13
5107.20
2357.17

29.46 44.19
5234.86
2416.09

30.20 45.30

0.00 0.00

26-29,732
134

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 37 of 45 ends

Senior Line Mechanic I.6017
IBEW
0822
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11546.06
5328.95

66.61 99.92

0.00 0.00

0.00 0.00
12123.37
5595.40

69.94 104.91

0.00 0.00

12729.54
5875.17

73.44 110.16

0.00 0.00

0.00 0.00
13365.99
6168.92

77.11 115.67

0.00 0.00

0.00 0.00
14034.30
6477.37

80.97 121.46

0.00 0.00

0.00 0.00
14736.02
6801.24

85.02 127.53

0.00 0.00

0.00 0.00
15472.82
7141.30

89.27 133.91

0.00 0.00

Senior Line Mechanic-G I.6117
IBEW
0823
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12239.85
5649.16

70.61 105.92

0.00 0.00

0.00 0.00
12851.84
5931.62

74.15 111.23

0.00 0.00

13494.43
6228.20

77.85 116.78

0.00 0.00

0.00 0.00
14169.16
6539.61

81.75 122.63

0.00 0.00

0.00 0.00
14877.61
6866.59

85.83 128.75

0.00 0.00

0.00 0.00
15621.49
7209.92

90.12 135.18

0.00 0.00

0.00 0.00
16402.58
7570.42

94.63 141.95

0.00 0.00

Senior Litigation Paralegal Z.1866
Z-Group
0824
06/21/26 Legal
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10060.79
4643.44

58.04 87.06

0.00 0.00

0.00 0.00
13229.93
6106.12

76.33 114.50

Senior Manager - BWP Water Systems M.1037
BMA
0825
06/21/26 Rec/Gen Admin
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

17236.38
7955.25

99.44 149.16

0.00 0.00

0.00 0.00
22665.83
10461.15
130.76
196.14

Senior Plan Check Engineer M.1847
BMA
0832
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10151.07
4685.11

58.56 87.84

0.00 0.00

0.00 0.00
13348.66
6160.92

77.01 115.52

Senior Planner M.1961
BMA
0833
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9487.77
4378.97

54.74 82.11

0.00 0.00

0.00 0.00
12476.40
5758.34

71.98 107.97

Senior Power Plant Mechanic I.6019
IBEW
0836
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8345.31
3851.68

48.15 72.23

0.00 0.00

0.00 0.00
8762.59
4044.27

50.55 75.83

0.00 0.00

9200.71
4246.48

53.08 79.62

0.00 0.00

0.00 0.00
9660.73
4458.80

55.74 83.61

0.00 0.00

0.00 0.00
10143.77
4681.74

58.52 87.78

0.00 0.00

0.00 0.00
10650.97
4915.83

61.45 92.18

0.00 0.00

0.00 0.00
11183.51
5161.62

64.52 96.78

0.00 0.00

Senior Power Resources Planner B.1192
BCEA
0061
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11486.82
5301.61

66.27 99.41
11773.99
5434.15

67.93 101.90
12068.36
5570.01

69.63 104.45
12370.06
5709.26

71.37 107.06

12679.31
5851.99

73.15 109.73
12996.30
5998.29

74.98 112.47
13321.19
6148.24

76.85 115.28
13654.23
6301.95

78.77 118.16
13995.58
6459.50

80.74 121.11

14345.48
6620.99

82.76 124.14
14704.11
6786.51

84.83 127.25
15071.70
6956.17

86.95 130.43
15448.51
7130.08

89.13 133.70
15834.72
7308.33

91.35 137.03

Senior Property and Evidence Technician B.1018
BCEA
0038
06/21/26 Police/Fire
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5376.65
2481.53

31.02 46.53
5511.07
2543.57

31.79 47.69
5648.85
2607.16

32.59 48.89
5790.07
2672.34

33.40 50.10

5934.80
2739.14

34.24 51.36
6083.18
2807.62

35.10 52.65
6235.26
2877.81

35.97 53.96
6391.15
2949.76

36.87 55.31
6550.92
3023.50

37.79 56.69

6714.70
3099.09

38.74 58.11
6882.57
3176.57

39.71 59.57
7054.62
3255.98

40.70 61.05
7230.99
3337.38

41.72 62.58
7411.76
3420.81

42.76 64.14

Senior Rangemaster-Armorer M.1850
BMA
0840
06/21/26 Police/Fire
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8119.00
3747.23

46.84 70.26

0.00 0.00

0.00 0.00
10676.49
4927.61

61.60 92.40

Senior Recreation Leader B.1272
BCEA
0847
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4329.02
1998.01

24.98 37.47
4437.25
2047.96

25.60 38.40
4548.18
2099.16

26.24 39.36
4661.89
2151.64

26.90 40.35

4778.43
2205.43

27.57 41.36
4897.88
2260.56

28.26 42.39
5020.34
2317.08

28.96 43.44
5145.83
2375.00

29.69 44.54
5274.49
2434.38

30.43 45.65

5406.35
2495.24

31.19 46.79
5541.51
2557.62

31.97 47.96
5680.05
2621.56

32.77 49.16
5822.05
2687.10

33.59 50.39
5967.61
2754.28

34.43 51.65

Senior Secretary B.1348
BCEA
0846
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5340.79
2464.98

30.81 46.22
5474.32
2526.61

31.58 47.37
5611.17
2589.77

32.37 48.56
5751.46
2654.52

33.18 49.77

5895.24
2720.88

34.01 51.02
6042.62
2788.90

34.86 52.29
6193.70
2858.63

35.73 53.60
6348.53
2930.09

36.63 54.95
6507.24
3003.34

37.54 56.31

6669.93
3078.43

38.48 57.72
6836.68
3155.39

39.44 59.16
7007.59
3234.27

40.43 60.65
7182.78
3315.13

41.44 62.16
7362.36
3398.01

42.48 63.72

26-29,732
135

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 38 of 45 ends

Senior Security Guard B.1299
BCEA
0849
06/21/26 Safety/Inspection
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5194.93
2397.66

29.97 44.96
5324.80
2457.60

30.72 46.08
5457.92
2519.04

31.49 47.24
5594.38
2582.02

32.28 48.42

5734.24
2646.57

33.08 49.62
5877.58
2712.73

33.91 50.87
6024.53
2780.55

34.76 52.14
6175.13
2850.06

35.63 53.45
6329.51
2921.31

36.52 54.78

6487.76
2994.35

37.43 56.15
6649.93
3069.20

38.37 57.56
6816.18
3145.93

39.32 58.98
6986.59
3224.58

40.31 60.47
7161.27
3305.20

41.32 61.98

Senior Survey Aide B.1807
BCEA
0853
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7982.30
3684.14

46.05 69.08
8181.88
3776.25

47.20 70.80
8386.41
3870.65

48.38 72.57
8596.08
3967.42

49.59 74.39

8810.97
4066.60

50.83 76.25
9031.25
4168.27

52.10 78.15
9257.04
4272.48

53.41 80.12
9488.46
4379.29

54.74 82.11
9725.67
4488.77

56.11 84.17

9968.81
4600.99

57.51 86.27
10218.02
4716.01

58.95 88.43
10473.47
4833.91

60.42 90.63
10735.31
4954.76

61.93 92.90
11003.70
5078.63

63.48 95.22

Senior Test Technician I.6021
IBEW
0861
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10336.32
4770.61

59.63 89.45

0.00 0.00

0.00 0.00
10853.14
5009.14

62.61 93.92

0.00 0.00

11395.80
5259.60

65.75 98.63

0.00 0.00

0.00 0.00
11965.59
5522.58

69.03 103.55

0.00 0.00

0.00 0.00
12563.87
5798.71

72.48 108.72

0.00 0.00

0.00 0.00
13192.08
6088.65

76.11 114.17

0.00 0.00

0.00 0.00
13851.67
6393.08

79.91 119.87

0.00 0.00

Senior Transportation Planner M.1030
BMA
0019
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9487.77
4378.97

54.74 82.11

0.00 0.00

0.00 0.00
12476.40
5758.34

71.98 107.97

Senior Tree Trimmer B.1402
BCEA
0865
06/21/26 Fac/Grounds
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5869.63
2709.06

33.86 50.79
6016.38
2776.79

34.71 52.07
6166.79
2846.21

35.58 53.37
6320.97
2917.37

36.47 54.71

6478.98
2990.30

37.38 56.07
6640.96
3065.06

38.31 57.47
6806.97
3141.68

39.27 58.91
6977.17
3220.23

40.25 60.38
7151.58
3300.73

41.26 61.89

7330.38
3383.25

42.29 63.44
7513.63
3467.83

43.35 65.03
7701.48
3554.53

44.43 66.65
7894.01
3643.39

45.54 68.31
8091.37
3734.48

46.68 70.02

Senior Utility Accounting Analyst M.1880
BMA
0867
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8609.19
3973.47

49.67 74.51

0.00 0.00

0.00 0.00
11321.09
5225.12

65.31 97.97

Senior Utility Business Systems Analyst M.1018
BMA
0866
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9146.28
4221.36

52.77 79.16

0.00 0.00

0.00 0.00
12027.36
5551.09

69.39 104.09

Senior Utility Locator B.1089
BCEA
0987
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6271.98
2894.76

36.18 54.27
6428.78
2967.13

37.09 55.64
6589.48
3041.30

38.02 57.03
6754.24
3117.34

38.97 58.46

6923.09
3195.27

39.94 59.91
7096.16
3275.15

40.94 61.41
7273.57
3357.03

41.96 62.94
7455.41
3440.96

43.01 64.52
7641.79
3526.98

44.09 66.14

7832.83
3615.15

45.19 67.79
8028.65
3705.53

46.32 69.48
8229.37
3798.17

47.48 71.22
8435.12
3893.13

48.66 72.99
8645.98
3990.45

49.88 74.82

Senior Video Production Associate B.1587
BCEA
0127
06/21/26 Rec/Gen Admin
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6496.56
2998.41

37.48 56.22
6658.97
3073.37

38.42 57.63
6825.46
3150.21

39.38 59.07
6996.08
3228.96

40.36 60.54

7171.00
3309.69

41.37 62.06
7350.27
3392.43

42.41 63.62
7534.02
3477.24

43.47 65.21
7722.37
3564.17

44.55 66.83
7915.44
3653.28

45.67 68.51

8113.32
3744.61

46.81 70.22
8316.14
3838.22

47.98 71.97
8524.06
3934.18

49.18 73.77
8737.15
4032.53

50.41 75.62
8955.59
4133.35

51.67 77.51

Senior Water Plant Mechanic B.1667
BCEA
0869
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8407.64
3880.45

48.51 72.77
8617.83
3977.46

49.72 74.58
8833.26
4076.89

50.96 76.44
9054.11
4178.82

52.24 78.36

9280.46
4283.29

53.54 80.31
9512.47
4390.37

54.88 82.32
9750.28
4500.13

56.25 84.38
9994.03
4612.63

57.66 86.49
10243.89
4727.95

59.10 88.65

10499.97
4846.14

60.58 90.87
10762.48
4967.30

62.09 93.14
11031.54
5091.48

63.64 95.46
11307.34
5218.77

65.23 97.85
11590.02
5349.24

66.87 100.31

Senior Water Plant Operator B.1669
BCEA
0868
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8407.64
3880.45

48.51 72.77
8617.83
3977.46

49.72 74.58
8833.26
4076.89

50.96 76.44
9054.11
4178.82

52.24 78.36

9280.46
4283.29

53.54 80.31
9512.47
4390.37

54.88 82.32
9750.28
4500.13

56.25 84.38
9994.03
4612.63

57.66 86.49
10243.89
4727.95

59.10 88.65

10499.97
4846.14

60.58 90.87
10762.48
4967.30

62.09 93.14
11031.54
5091.48

63.64 95.46
11307.34
5218.77

65.23 97.85
11590.02
5349.24

66.87 100.31

Sign Language Interpreter B.1141
BCEA
0875
06/21/26 Rec/Gen Admin
Exempt
9410
40 HRLY
40 O.T.

50.10 75.15

0.00 0.00

50.10 75.15

26-29,732
136

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 39 of 45 ends

Skilled Worker B.1287
BCEA
0882
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4800.42
2215.58

27.69 41.54
4920.44
2270.97

28.39 42.59
5043.44
2327.74

29.10 43.65
5169.52
2385.93

29.82 44.73

5298.76
2445.58

30.57 45.86
5431.23
2506.72

31.33 47.00
5567.01
2569.39

32.12 48.18
5706.18
2633.62

32.92 49.38
5848.83
2699.46

33.74 50.61

5995.06
2766.95

34.59 51.89
6144.93
2836.12

35.45 53.18
6298.57
2907.03

36.34 54.51
6456.02
2979.70

37.25 55.88
6617.43
3054.20

38.18 57.27

Social Services Coordinator B.1316
BCEA
0884
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4629.54
2136.71

26.71 40.07
4745.26
2190.12

27.38 41.07
4863.91
2244.88

28.06 42.09
4985.50
2301.00

28.76 43.14

5110.13
2358.52

29.48 44.22
5237.90
2417.49

30.22 45.33
5368.85
2477.93

30.97 46.46
5503.05
2539.87

31.75 47.63
5640.64
2603.37

32.54 48.81

5781.64
2668.45

33.36 50.04
5926.20
2735.17

34.19 51.29
6074.34
2803.54

35.04 52.56
6226.20
2873.63

35.92 53.88
6381.85
2945.47

36.82 55.23

Social Services Program Supervisor-
Nutrition
B.1707
BCEA
0879
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7754.72
3579.10

44.74 67.11
7948.59
3668.58

45.86 68.79
8147.30
3760.29

47.00 70.50
8350.98
3854.30

48.18 72.27

8559.76
3950.66

49.38 74.07
8773.77
4049.43

50.62 75.93
8993.10
4150.66

51.88 77.82
9217.93
4254.43

53.18 79.77
9448.38
4360.79

54.51 81.77

9684.59
4469.81

55.87 83.81
9926.69
4581.55

57.27 85.91
10174.86
4696.09

58.70 88.05
10429.23
4813.49

60.17 90.26
10689.97
4933.83

61.67 92.51

Social Services Supervisor B.1518
BCEA
0881
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6415.87
2961.17

37.01 55.52
6576.27
3035.20

37.94 56.91
6740.67
3111.08

38.89 58.34
6909.20
3188.86

39.86 59.79

7081.92
3268.58

40.86 61.29
7258.98
3350.30

41.88 62.82
7440.44
3434.05

42.93 64.40
7626.45
3519.90

44.00 66.00
7817.12
3607.90

45.10 67.65

8012.55
3698.10

46.23 69.35
8212.86
3790.55

47.38 71.07
8418.19
3885.32

48.57 72.86
8628.64
3982.45

49.78 74.67
8844.36
4082.01

51.03 76.55

Solid Waste Leadworker B.1616
BCEA
0736
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6992.48
3227.30

40.34 60.51
7167.31
3307.99

41.35 62.03
7346.50
3390.69

42.38 63.57
7530.14
3475.45

43.44 65.16

7718.40
3562.34

44.53 66.80
7911.37
3651.40

45.64 68.46
8109.14
3742.68

46.78 70.17
8311.88
3836.25

47.95 71.93
8519.68
3932.16

49.15 73.73

8732.66
4030.46

50.38 75.57
8950.98
4131.22

51.64 77.46
9174.75
4234.50

52.93 79.40
9404.11
4340.36

54.25 81.38
9639.22
4448.87

55.61 83.42

Solid Waste Supervisor M.1795
BMA
0738
06/21/26 Streets/Refuse
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9049.08
4176.50

52.21 78.32

0.00 0.00

0.00 0.00
11899.53
5492.09

68.65 102.98

Solid Waste Truck Operator B.1219
BCEA
0737
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4691.98
2165.53

27.07 40.61
4809.29
2219.67

27.75 41.63
4929.51
2275.16

28.44 42.66
5052.75
2332.04

29.15 43.73

5179.09
2390.35

29.88 44.82
5308.55
2450.10

30.63 45.95
5441.28
2511.36

31.39 47.09
5577.30
2574.14

32.18 48.27
5716.73
2638.49

32.98 49.47

5859.66
2704.46

33.81 50.72
6006.15
2772.07

34.65 51.98
6156.30
2841.37

35.52 53.28
6310.20
2912.40

36.41 54.62
6467.96
2985.21

37.32 55.98

Solid Waste Utility Worker B.1481
BCEA
0725
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5766.26
2661.35

33.27 49.91
5910.41
2727.88

34.10 51.15
6058.17
2796.08

34.95 52.43
6209.62
2865.98

35.82 53.73

6364.87
2937.63

36.72 55.08
6523.99
3011.07

37.64 56.46
6687.09
3086.35

38.58 57.87
6854.25
3163.50

39.54 59.31
7025.61
3242.59

40.53 60.80

7201.26
3323.66

41.55 62.33
7381.29
3406.75

42.58 63.87
7565.83
3491.92

43.65 65.48
7754.96
3579.21

44.74 67.11
7948.85
3668.70

45.86 68.79

Special Activity Leader B.1126
BCEA
0886
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3787.01
1747.85

21.85 32.78
3881.69
1791.55

22.39 33.59
3978.74
1836.34

22.95 34.43
4078.21
1882.25

23.53 35.30

4180.15
1929.30

24.12 36.18
4284.65
1977.53

24.72 37.08
4391.77
2026.97

25.34 38.01
4501.58
2077.65

25.97 38.96
4614.11
2129.59

26.62 39.93

4729.47
2182.83

27.29 40.94
4847.70
2237.40

27.97 41.96
4968.88
2293.33

28.67 43.01
5093.12
2350.67

29.38 44.07
5220.43
2409.43

30.12 45.18

Special Project Crew Leader B.1106
BCEA
0890
06/21/26 Fac/Grounds
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4178.01
1928.31

24.10 36.15
4282.46
1976.52

24.71 37.07
4389.54
2025.94

25.32 37.98
4499.26
2076.58

25.96 38.94

4611.75
2128.50

26.61 39.92
4727.04
2181.71

27.27 40.91
4845.21
2236.25

27.95 41.93
4966.35
2292.16

28.65 42.98
5090.50
2349.46

29.37 44.06

5217.77
2408.20

30.10 45.15
5348.22
2468.41

30.86 46.29
5481.93
2530.12

31.63 47.45
5618.97
2593.37

32.42 48.63
5759.43
2658.20

33.23 49.85

Storekeeper B.1248
BCEA
0913
06/21/26 Financial
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4740.28
2187.82

27.35 41.03
4858.79
2242.52

28.03 42.05
4980.26
2298.58

28.73 43.10
5104.75
2356.04

29.45 44.18

5232.39
2414.95

30.19 45.29
5363.19
2475.32

30.94 46.41
5497.27
2537.20

31.72 47.58
5634.70
2600.63

32.51 48.77
5775.58
2665.65

33.32 49.98

5919.96
2732.29

34.15 51.23
6067.97
2800.60

35.01 52.52
6219.66
2870.61

35.88 53.82
6375.16
2942.38

36.78 55.17
6534.54
3015.94

37.70 56.55

Stores Helper B.1150
BCEA
0917
06/21/26 Financial
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4293.68
1981.70

24.77 37.16
4401.02
2031.24

25.39 38.09
4511.04
2082.02

26.03 39.05
4623.82
2134.07

26.68 40.02

4739.43
2187.43

27.34 41.01
4857.91
2242.11

28.03 42.05
4979.35
2298.16

28.73 43.10
5103.84
2355.62

29.45 44.18
5231.44
2414.51

30.18 45.27

5362.22
2474.87

30.94 46.41
5496.27
2536.74

31.71 47.57
5633.68
2600.16

32.50 48.75
5774.54
2665.17

33.31 49.97
5918.88
2731.79

34.15 51.23

26-29,732
137

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 40 of 45 ends

Street Maintenance Leadworker B.1618
BCEA
0916
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6992.48
3227.30

40.34 60.51
7167.31
3307.99

41.35 62.03
7346.50
3390.69

42.38 63.57
7530.14
3475.45

43.44 65.16

7718.40
3562.34

44.53 66.80
7911.37
3651.40

45.64 68.46
8109.14
3742.68

46.78 70.17
8311.88
3836.25

47.95 71.93
8519.68
3932.16

49.15 73.73

8732.66
4030.46

50.38 75.57
8950.98
4131.22

51.64 77.46
9174.75
4234.50

52.93 79.40
9404.11
4340.36

54.25 81.38
9639.22
4448.87

55.61 83.42

Supervising Account Clerk B.1353
BCEA
0922
06/21/26 Financial
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4873.27
2249.20

28.12 42.18
4995.10
2305.43

28.82 43.23
5119.96
2363.06

29.54 44.31
5247.97
2422.14

30.28 45.42

5379.16
2482.69

31.03 46.55
5513.65
2544.76

31.81 47.72
5651.49
2608.38

32.60 48.90
5792.78
2673.59

33.42 50.13
5937.60
2740.43

34.26 51.39

6086.04
2808.94

35.11 52.67
6238.18
2879.16

35.99 53.99
6394.14
2951.14

36.89 55.34
6553.99
3024.92

37.81 56.72
6717.86
3100.55

38.76 58.14

Supervising Clerk B.1256
BCEA
0933
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4819.47
2224.37

27.80 41.70
4939.96
2279.98

28.50 42.75
5063.46
2336.98

29.21 43.82
5190.06
2395.41

29.94 44.91

5319.80
2455.29

30.69 46.04
5452.79
2516.67

31.46 47.19
5589.11
2579.59

32.24 48.36
5728.84
2644.08

33.05 49.58
5872.06
2710.18

33.88 50.82

6018.87
2777.94

34.72 52.08
6169.35
2847.39

35.59 53.39
6323.57
2918.57

36.48 54.72
6481.67
2991.54

37.39 56.09
6643.69
3066.32

38.33 57.50

Supervising Offset Press Operator B.1294
BCEA
0937
06/21/26 Rec/Gen Admin
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4647.78
2145.13

26.81 40.22
4763.98
2198.76

27.48 41.22
4883.08
2253.73

28.17 42.26
5005.17
2310.08

28.88 43.32

5130.30
2367.83

29.60 44.40
5258.54
2427.02

30.34 45.51
5390.02
2487.70

31.10 46.65
5524.76
2549.89

31.87 47.81
5662.89
2613.64

32.67 49.01

5804.46
2678.98

33.49 50.24
5949.56
2745.95

34.32 51.48
6098.30
2814.60

35.18 52.77
6250.77
2884.97

36.06 54.09
6407.03
2957.09

36.96 55.44

Sustainability Officer Z.1431
Z-Group
0010
06/21/26 Utilities
Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

13788.60
6363.97

79.55 119.33

0.00 0.00

0.00 0.00
18132.01
8368.62
104.61
156.92

Systems Engineer M.1081
BMA
0081
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8990.00
4149.23

51.87 77.81

0.00 0.00

0.00 0.00
11821.85
5456.24

68.20 102.30

Technical Support Analyst I B.1338
BCEA
0942
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4977.85
2297.47

28.72 43.08
5102.31
2354.91

29.44 44.16
5229.86
2413.78

30.17 45.26
5360.62
2474.13

30.93 46.40

5494.62
2535.98

31.70 47.55
5631.99
2599.38

32.49 48.74
5772.78
2664.36

33.30 49.95
5917.10
2730.97

34.14 51.21
6065.04
2799.25

34.99 52.49

6216.67
2869.23

35.87 53.81
6372.08
2940.96

36.76 55.14
6531.37
3014.48

37.68 56.52
6694.65
3089.84

38.62 57.93
6862.03
3167.09

39.59 59.39

Technical Support Analyst II B.1468
BCEA
0943
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5667.74
2615.88

32.70 49.05
5809.42
2681.27

33.52 50.28
5954.67
2748.31

34.35 51.53
6103.52
2817.01

35.21 52.82

6256.12
2887.44

36.09 54.14
6412.53
2959.63

37.00 55.50
6572.84
3033.62

37.92 56.88
6737.16
3109.46

38.87 58.31
6905.58
3187.19

39.84 59.76

7078.22
3266.87

40.84 61.26
7255.17
3348.54

41.86 62.79
7436.56
3432.26

42.90 64.35
7622.46
3518.06

43.98 65.97
7813.04
3606.02

45.08 67.62

Technical Support Analyst III M.1623
BMA
0945
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7041.10
3249.74

40.62 60.93

0.00 0.00

0.00 0.00
9259.06
4273.41

53.42 80.13

Technical Support Analyst IV M.1819
BMA
0947
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8564.23
3952.72

49.41 74.12

0.00 0.00

0.00 0.00
11261.97
5197.83

64.97 97.46

Technology Product Manager M.1317
BMA
0045
06/21/26 Info Sys
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8492.40
3919.57

48.99 73.49

0.00 0.00

0.00 0.00
11167.50
5154.23

64.43 96.65

Test Technician I.6023
IBEW
0950
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9614.84
4437.62

55.47 83.21

0.00 0.00

0.00 0.00
10095.61
4659.51

58.24 87.36

0.00 0.00

10600.37
4892.48

61.16 91.74

0.00 0.00

0.00 0.00
11130.38
5137.10

64.21 96.32

0.00 0.00

0.00 0.00
11686.91
5393.96

67.42 101.13

0.00 0.00

0.00 0.00
12271.26
5663.66

70.80 106.20

0.00 0.00

0.00 0.00
12884.82
5946.84

74.34 111.51

0.00 0.00

26-29,732
138

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 41 of 45 ends

Test Technician Apprentice I.8970
IBEW
0951
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7215.50
3330.23

41.63 62.45
7859.74
3627.57

45.34 68.01
8503.99
3924.92

49.06 73.59
9148.23
4222.26

52.78 79.17

9792.47
4519.60

56.50 84.75
10436.70
4816.94

60.21 90.32
11080.94
5114.28

63.93 95.90

0.00 0.00

Test Technician Apprentice I.9970
IBEW
0951
06/21/26 Utilities
Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7988.59
3687.04

46.09 69.14
8503.99
3924.92

49.06 73.59
9019.38
4162.79

52.03 78.05
9534.76
4400.66

55.01 82.52

10050.17
4638.54

57.98 86.97
10565.56
4876.41

60.96 91.44
11080.94
5114.28

63.93 95.90

0.00 0.00

Test Technician Supervisor I.6022
IBEW
0949
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11827.18
5458.70

68.23 102.35

0.00 0.00

0.00 0.00
12418.53
5731.63

71.65 107.48

0.00 0.00

13039.46
6018.21

75.23 112.85

0.00 0.00

0.00 0.00
13691.43
6319.12

78.99 118.49

0.00 0.00

0.00 0.00
14376.01
6635.08

82.94 124.41

0.00 0.00

0.00 0.00
15094.82
6966.84

87.09 130.64

0.00 0.00

0.00 0.00
15849.56
7315.18

91.44 137.16

0.00 0.00

Tire Maintenance Worker B.1221
BCEA
0952
06/21/26 Equipment
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4668.56
2154.72

26.93 40.40
4785.26
2208.58

27.61 41.42
4904.90
2263.80

28.30 42.45
5027.51
2320.39

29.00 43.50

5153.20
2378.40

29.73 44.60
5282.03
2437.86

30.47 45.71
5414.09
2498.81

31.24 46.86
5549.44
2561.28

32.02 48.03
5688.17
2625.31

32.82 49.23

5830.39
2690.95

33.64 50.46
5976.14
2758.22

34.48 51.72
6125.56
2827.18

35.34 53.01
6278.68
2897.85

36.22 54.33
6435.65
2970.30

37.13 55.70

Traffic Control Journeyman B.1389
BCEA
0954
06/21/26 Streets/Refuse
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5040.53
2326.40

29.08 43.62
5166.55
2384.56

29.81 44.72
5295.70
2444.17

30.55 45.83
5428.11
2505.28

31.32 46.98

5563.81
2567.91

32.10 48.15
5702.91
2632.11

32.90 49.35
5845.47
2697.91

33.72 50.58
5991.61
2765.36

34.57 51.86
6141.40
2834.49

35.43 53.15

6294.95
2905.36

36.32 54.48
6452.31
2977.99

37.22 55.83
6613.62
3052.44

38.16 57.24
6778.96
3128.75

39.11 58.67
6948.44
3206.97

40.09 60.14

Traffic Engineering Manager M.2466
BMA
0955
06/21/26 Engineering
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

14680.34
6775.54

84.69 127.04

0.00 0.00

0.00 0.00
19304.65
8909.84
111.37
167.06

Traffic Signal Maintenance Supervisor M.1905
BMA
0956
06/21/26 Streets/Refuse
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9049.45
4176.67

52.21 78.32

0.00 0.00

0.00 0.00
11900.03
5492.32

68.65 102.98

Traffic Signal Operations Specialist B.1808
BCEA
0957
06/21/26 Streets/Refuse
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7576.25
3496.73

43.71 65.57
7765.64
3584.14

44.80 67.20
7959.79
3673.75

45.92 68.88
8158.78
3765.59

47.07 70.61

8362.75
3859.73

48.25 72.38
8571.81
3956.22

49.45 74.18
8786.12
4055.13

50.69 76.04
9005.77
4156.51

51.96 77.94
9230.91
4260.42

53.26 79.89

9461.68
4366.93

54.59 81.89
9698.22
4476.10

55.95 83.93
9940.69
4588.01

57.35 86.03
10189.21
4702.71

58.78 88.17
10443.94
4820.28

60.25 90.38

Traffic Signal Technician B.1666
BCEA
0968
06/21/26 Utilities
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6199.92
2861.50

35.77 53.66
6354.90
2933.03

36.66 54.99
6513.78
3006.36

37.58 56.37
6676.63
3081.52

38.52 57.78

6843.55
3158.56

39.48 59.22
7014.63
3237.52

40.47 60.71
7190.00
3318.46

41.48 62.22
7369.74
3401.42

42.52 63.78
7554.00
3486.46

43.58 65.37

7742.84
3573.62

44.67 67.01
7936.41
3662.96

45.79 68.69
8134.82
3754.53

46.93 70.40
8338.20
3848.40

48.11 72.17
8546.66
3944.61

49.31 73.97

Transportation Management Center Manager M.2081
BMA
0959
06/21/26 Streets/Refuse
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9908.43
4573.12

57.16 85.74

0.00 0.00

0.00 0.00
13029.58
6013.65

75.17 112.76

Transportation Operations Supervisor B.1517
BCEA
0963
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5867.66
2708.15

33.85 50.78
6014.36
2775.86

34.70 52.05
6164.71
2845.25

35.57 53.36
6318.85
2916.39

36.45 54.68

6476.82
2989.30

37.37 56.06
6638.73
3064.03

38.30 57.45
6804.70
3140.63

39.26 58.89
6974.80
3219.14

40.24 60.36
7149.18
3299.62

41.25 61.88

7327.91
3382.11

42.28 63.42
7511.12
3466.67

43.33 65.00
7698.88
3553.33

44.42 66.63
7891.37
3642.17

45.53 68.30
8088.64
3733.22

46.67 70.01

Transportation Planning Manager M.1028
BMA
0015
06/21/26 Comm Dev
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12935.56
5970.26

74.63 111.95

0.00 0.00

0.00 0.00
17010.26
7850.89

98.14 147.21

26-29,732
139

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 42 of 45 ends

Transportation Scheduler B.1383
BCEA
0970
06/21/26 Recreation
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5127.14
2366.37

29.58 44.37
5255.32
2425.53

30.32 45.48
5386.68
2486.16

31.08 46.62
5521.36
2548.32

31.85 47.78

5659.40
2612.03

32.65 48.98
5800.88
2677.33

33.47 50.21
5945.90
2744.26

34.30 51.45
6094.55
2812.87

35.16 52.74
6246.91
2883.19

36.04 54.06

6403.09
2955.27

36.94 55.41
6563.16
3029.15

37.86 56.79
6727.24
3104.88

38.81 58.22
6895.42
3182.50

39.78 59.67
7067.80
3262.06

40.78 61.17

Transportation Services Driver B.1148
BCEA
0962
06/21/26 Recreation
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4058.71
1873.25

23.42 35.13
4160.17
1920.08

24.00 36.00
4264.17
1968.08

24.60 36.90
4370.77
2017.28

25.22 37.83

4480.06
2067.72

25.85 38.78
4592.06
2119.41

26.49 39.74
4706.85
2172.39

27.15 40.73
4824.52
2226.70

27.83 41.75
4945.14
2282.37

28.53 42.80

5068.77
2339.43

29.24 43.86
5195.49
2397.92

29.97 44.96
5325.36
2457.86

30.72 46.08
5458.51
2519.31

31.49 47.24
5594.96
2582.29

32.28 48.42

Transportation Services Manager M.1857
BMA
0960
06/21/26 Recreation
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10867.05
5015.56

62.69 94.04

0.00 0.00

0.00 0.00
14290.16
6595.46

82.44 123.66

Treasurer Technician B.1364
BCEA
0964
06/21/26 Financial
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5238.91
2417.96

30.22 45.33
5369.89
2478.41

30.98 46.47
5504.14
2540.37

31.75 47.63
5641.74
2603.88

32.55 48.83

5782.79
2668.98

33.36 50.04
5927.35
2735.70

34.20 51.30
6075.53
2804.09

35.05 52.58
6227.43
2874.20

35.93 53.90
6383.11
2946.05

36.83 55.25

6542.68
3019.70

37.75 56.63
6706.27
3095.20

38.69 58.04
6873.90
3172.57

39.66 59.49
7045.76
3251.89

40.65 60.98
7221.91
3333.19

41.66 62.49

Tree Trimmer B.1305
BCEA
0965
06/21/26 Fac/Grounds
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4898.21
2260.71

28.26 42.39
5020.67
2317.23

28.97 43.46
5146.18
2375.16

29.69 44.54
5274.84
2434.54

30.43 45.65

5406.70
2495.40

31.19 46.79
5541.88
2557.79

31.97 47.96
5680.42
2621.73

32.77 49.16
5822.44
2687.28

33.59 50.39
5968.00
2754.46

34.43 51.65

6117.19
2823.32

35.29 52.94
6270.12
2893.90

36.17 54.26
6426.88
2966.25

37.08 55.62
6587.56
3040.41

38.01 57.02
6752.24
3116.42

38.96 58.44

Tree Trimmer Helper B.0919
BCEA
0966
06/21/26 Fac/Grounds
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3899.39
1799.72

22.50 33.75
3996.87
1844.71

23.06 34.59
4096.80
1890.83

23.64 35.46
4199.22
1938.10

24.23 36.35

4304.21
1986.56

24.83 37.25
4411.81
2036.22

25.45 38.18
4522.12
2087.13

26.09 39.14
4635.15
2139.30

26.74 40.11
4751.05
2192.79

27.41 41.12

4869.82
2247.61

28.10 42.15
4991.57
2303.80

28.80 43.20
5116.35
2361.39

29.52 44.28
5244.27
2420.43

30.26 45.39
5375.37
2480.94

31.01 46.52

Urban Forester M.1858
BMA
0969
06/21/26 Rec/Gen Admin
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7477.80
3451.29

43.14 64.71

0.00 0.00

0.00 0.00
9833.31
4538.45

56.73 85.10

Utility Accounting Analyst B.1670
BCEA
0972
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6616.42
3053.73

38.17 57.26
6781.82
3130.07

39.13 58.70
6951.38
3208.33

40.10 60.15
7125.15
3288.53

41.11 61.67

7303.29
3370.75

42.13 63.20
7485.88
3455.02

43.19 64.79
7673.01
3541.39

44.27 66.41
7864.85
3629.93

45.37 68.06
8061.45
3720.67

46.51 69.77

8263.00
3813.69

47.67 71.51
8469.57
3909.03

48.86 73.29
8681.31
4006.76

50.08 75.12
8898.35
4106.93

51.34 77.01
9120.80
4209.60

52.62 78.93

Utility Business Systems Analyst B.0620
BCEA
0971
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7501.87
3462.40

43.28 64.92
7689.41
3548.96

44.36 66.54
7881.64
3637.68

45.47 68.21
8078.70
3728.63

46.61 69.92

8280.65
3821.84

47.77 71.66
8487.68
3917.39

48.97 73.46
8699.86
4015.32

50.19 75.29
8917.37
4115.71

51.45 77.18
9140.30
4218.60

52.73 79.10

9368.80
4324.06

54.05 81.08
9603.04
4432.17

55.40 83.10
9843.10
4542.97

56.79 85.19
10089.17
4656.54

58.21 87.32
10341.41
4772.96

59.66 89.49

Utility Facilities Supervisor I.6031
IBEW
0657
06/21/26 Utilities
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8442.68
3896.62

48.71 73.07

0.00 0.00

0.00 0.00
8864.83
4091.46

51.14 76.71

0.00 0.00

9308.07
4296.03

53.70 80.55

0.00 0.00

0.00 0.00
9773.47
4510.83

56.39 84.59

0.00 0.00

0.00 0.00
10262.14
4736.37

59.20 88.80

0.00 0.00

0.00 0.00
10775.25
4973.19

62.16 93.24

0.00 0.00

0.00 0.00
11314.01
5221.85

65.27 97.91

0.00 0.00

Utility Line Mechanic I.6024
IBEW
0974
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9237.24
4263.34

53.29 79.94

0.00 0.00

0.00 0.00
9699.08
4476.50

55.96 83.94

0.00 0.00

10184.05
4700.33

58.75 88.13

0.00 0.00

0.00 0.00
10693.24
4935.34

61.69 92.54

0.00 0.00

0.00 0.00
11227.91
5182.11

64.78 97.17

0.00 0.00

0.00 0.00
11789.31
5441.22

68.02 102.03

0.00 0.00

0.00 0.00
12378.77
5713.28

71.42 107.13

0.00 0.00

Utility Line Mechanic-G I.6124
IBEW
0973
06/21/26 Utilities
Non Exempt
7539
Monthly
Bi-Weekly
40 HRLY
40 O.T.

9792.66
4519.69

56.50 84.75

0.00 0.00

0.00 0.00
10282.31
4745.68

59.32 88.98

0.00 0.00

10796.41
4982.96

62.29 93.44

0.00 0.00

0.00 0.00
11336.24
5232.11

65.40 98.10

0.00 0.00

0.00 0.00
11903.04
5493.71

68.67 103.01

0.00 0.00

0.00 0.00
12498.20
5768.40

72.11 108.17

0.00 0.00

0.00 0.00
13123.11
6056.82

75.71 113.57

0.00 0.00

26-29,732
140

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 43 of 45 ends

Utility Locator B.1087
BCEA
0977
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5674.33
2618.92

32.74 49.11
5816.18
2684.39

33.55 50.33
5961.58
2751.50

34.39 51.59
6110.63
2820.29

35.25 52.88

6263.40
2890.80

36.14 54.21
6419.99
2963.07

37.04 55.56
6580.47
3037.14

37.96 56.94
6744.99
3113.07

38.91 58.37
6913.62
3190.90

39.89 59.84

7086.45
3270.67

40.88 61.32
7263.62
3352.44

41.91 62.87
7445.21
3436.25

42.95 64.43
7631.33
3522.15

44.03 66.05
7822.12
3610.21

45.13 67.70

Utility Project Manager M.1303
BMA
0961
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10682.30
4930.29

61.63 92.45

0.00 0.00

0.00 0.00
14047.22
6483.33

81.04 121.56

Utility Worker B.1086
BCEA
0975
06/21/26 Equipment
Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3978.95
1836.44

22.96 34.44
4078.45
1882.36

23.53 35.30
4180.39
1929.41

24.12 36.18
4284.91
1977.65

24.72 37.08

4392.03
2027.09

25.34 38.01
4501.84
2077.77

25.97 38.96
4614.37
2129.71

26.62 39.93
4729.73
2182.95

27.29 40.94
4847.98
2237.53

27.97 41.96

4969.19
2293.47

28.67 43.01
5093.40
2350.80

29.39 44.09
5220.74
2409.57

30.12 45.18
5351.26
2469.81

30.87 46.31
5485.05
2531.56

31.64 47.46

Veterinarian M.2109
BMA
0976
06/21/26 Police/Fire
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

12841.51
5926.85

74.09 111.14

0.00 0.00

0.00 0.00
16886.57
7793.80

97.42 146.13

Veterinary Technician B.1271
BCEA
0984
06/21/26 Safety/Inspection
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4767.06
2200.18

27.50 41.25
4886.22
2255.18

28.19 42.29
5008.38
2311.56

28.89 43.34
5133.59
2369.35

29.62 44.43

5261.95
2428.59

30.36 45.54
5393.48
2489.30

31.12 46.68
5528.32
2551.53

31.89 47.84
5666.53
2615.32

32.69 49.04
5808.18
2680.70

33.51 50.27

5953.39
2747.72

34.35 51.53
6102.22
2816.41

35.21 52.82
6254.78
2886.82

36.09 54.14
6411.17
2959.00

36.99 55.49
6571.44
3032.97

37.91 56.87

Video Production Associate B.1252
BCEA
0700
06/21/26 Rec/Gen Admin
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

4648.30
2145.37

26.82 40.23
4764.52
2199.01

27.49 41.24
4883.62
2253.98

28.17 42.26
5005.72
2310.33

28.88 43.32

5130.86
2368.09

29.60 44.40
5259.13
2427.29

30.34 45.51
5390.60
2487.97

31.10 46.65
5525.37
2550.17

31.88 47.82
5663.52
2613.93

32.67 49.01

5805.11
2679.28

33.49 50.24
5950.23
2746.26

34.33 51.50
6098.97
2814.91

35.19 52.79
6251.46
2885.29

36.07 54.11
6407.74
2957.42

36.97 55.46

Video Production Supervisor M.1704
BMA
0126
06/21/26 Rec/Gen Admin
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7533.63
3477.06

43.46 65.19

0.00 0.00

0.00 0.00
9906.72
4572.33

57.15 85.73

Warehouse Manager-BWP M.2005
BMA
0979
06/21/26 Financial
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10900.07
5030.80

62.89 94.34

0.00 0.00

0.00 0.00
14333.58
6615.50

82.69 124.04

Water Maintenance-Construction
Superintendent
M.2202
BMA
0990
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

14797.53
6829.63

85.37 128.06

0.00 0.00

0.00 0.00
19458.75
8980.96
112.26
168.39

Water Meter Mechanic B.1679
BCEA
0989
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7744.23
3574.26

44.68 67.02
7937.82
3663.61

45.80 68.70
8136.27
3755.20

46.94 70.41
8339.67
3849.08

48.11 72.17

8548.17
3945.31

49.32 73.98
8761.87
4043.94

50.55 75.83
8980.92
4145.04

51.81 77.72
9205.45
4248.67

53.11 79.67
9435.57
4354.88

54.44 81.66

9671.48
4463.76

55.80 83.70
9913.26
4575.35

57.19 85.79
10161.08
4689.73

58.62 87.93
10415.12
4806.98

60.09 90.14
10675.49
4927.15

61.59 92.39

Water Plant Mechanic B.1540
BCEA
0997
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7375.07
3403.88

42.55 63.83
7559.46
3488.98

43.61 65.42
7748.43
3576.20

44.70 67.05
7942.16
3665.61

45.82 68.73

8140.71
3757.25

46.97 70.46
8344.22
3851.18

48.14 72.21
8552.83
3947.46

49.34 74.01
8766.64
4046.14

50.58 75.87
8985.82
4147.30

51.84 77.76

9210.46
4250.98

53.14 79.71
9440.71
4357.25

54.47 81.71
9676.72
4466.18

55.83 83.75
9918.65
4577.84

57.22 85.83
10166.63
4692.29

58.65 87.98

Water Plant Operator B.1538
BCEA
0991
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7375.07
3403.88

42.55 63.83
7559.46
3488.98

43.61 65.42
7748.43
3576.20

44.70 67.05
7942.16
3665.61

45.82 68.73

8140.71
3757.25

46.97 70.46
8344.22
3851.18

48.14 72.21
8552.83
3947.46

49.34 74.01
8766.64
4046.14

50.58 75.87
8985.82
4147.30

51.84 77.76

9210.46
4250.98

53.14 79.71
9440.71
4357.25

54.47 81.71
9676.72
4466.18

55.83 83.75
9918.65
4577.84

57.22 85.83
10166.63
4692.29

58.65 87.98

26-29,732
141

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 44 of 45 ends

Water Quality Analyst B.1835
BCEA
0992
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8562.54
3951.94

49.40 74.10
8776.60
4050.74

50.63 75.95
8996.00
4152.00

51.90 77.85
9220.90
4255.80

53.20 79.80

9451.43
4362.20

54.53 81.80
9687.71
4471.25

55.89 83.84
9929.92
4583.04

57.29 85.94
10178.16
4697.61

58.72 88.08
10432.61
4815.05

60.19 90.29

10693.43
4935.43

61.69 92.54
10960.76
5058.81

63.24 94.86
11234.77
5185.28

64.82 97.23
11515.66
5314.92

66.44 99.66
11803.55
5447.79

68.10 102.15

Water Quality Manager M.1031
BMA
0994
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

11589.74
5349.11

66.86 100.29

0.00 0.00

0.00 0.00
15240.51
7034.08

87.93 131.90

Water Service Planner B.1804
BCEA
0993
06/21/26 Utilities
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

8104.29
3740.44

46.76 70.14
8306.89
3833.95

47.92 71.88
8514.57
3929.80

49.12 73.68
8727.44
4028.05

50.35 75.53

8945.63
4128.75

51.61 77.42
9169.27
4231.97

52.90 79.35
9398.50
4337.77

54.22 81.33
9633.46
4446.21

55.58 83.37
9874.30
4557.37

56.97 85.46

10121.15
4671.30

58.39 87.59
10374.17
4788.08

59.85 89.78
10633.55
4907.79

61.35 92.03
10899.37
5030.48

62.88 94.32
11171.85
5156.24

64.45 96.68

Water Supervisor I.6028
IBEW
0995
06/21/26 Utilities
Non Exempt
7520
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10421.58
4809.96

60.12 90.18

0.00 0.00

0.00 0.00
10942.64
5050.45

63.13 94.70

0.00 0.00

11489.79
5302.98

66.29 99.44

0.00 0.00

0.00 0.00
12064.28
5568.13

69.60 104.40

0.00 0.00

0.00 0.00
12667.48
5846.53

73.08 109.62

0.00 0.00

0.00 0.00
13300.86
6138.86

76.74 115.11

0.00 0.00

0.00 0.00
13965.90
6445.80

80.57 120.86

0.00 0.00

Welder B.1648
BCEA
0999
06/21/26 Fac/Grounds
Non Exempt
9420
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6505.59
3002.58

37.53 56.30
6668.22
3077.64

38.47 57.71
6834.92
3154.58

39.43 59.15
7005.81
3233.45

40.42 60.63

7180.96
3314.29

41.43 62.15
7360.47
3397.14

42.46 63.69
7544.49
3482.07

43.53 65.30
7733.09
3569.12

44.61 66.92
7926.43
3658.35

45.73 68.60

8124.59
3749.81

46.87 70.31
8327.71
3843.56

48.04 72.06
8535.89
3939.64

49.25 73.88
8749.30
4038.14

50.48 75.72
8968.03
4139.09

51.74 77.61

Work Trainee I B.0615
BCEA
0944
06/21/26 Recreation
Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3180.45
1467.90

18.35 27.53
3259.97
1504.60

18.81 28.22
3341.48
1542.22

19.28 28.92
3425.00
1580.77

19.76 29.64

3510.63
1620.29

20.25 30.38
3598.40
1660.80

20.76 31.14
3688.36
1702.32

21.28 31.92

0.00 0.00

Workers' Compensation Administrator M.1965
BMA
0988
06/21/26 Safety/Inspection
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

10488.44
4840.82

60.51 90.77

0.00 0.00

0.00 0.00
13792.29
6365.67

79.57 119.36

Workers' Compensation Representative II B.1217
BCEA
0985
06/21/26 Safety/Inspection
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

6834.71
3154.48

39.43 59.15
7005.57
3233.34

40.42 60.63
7180.70
3314.17

41.43 62.15
7360.23
3397.03

42.46 63.69

7544.23
3481.95

43.52 65.28
7732.83
3569.00

44.61 66.92
7926.17
3658.23

45.73 68.60
8124.31
3749.68

46.87 70.31
8327.43
3843.43

48.04 72.06

8535.61
3939.51

49.24 73.86
8749.00
4038.00

50.48 75.72
8967.73
4138.95

51.74 77.61
9191.91
4242.42

53.03 79.55
9421.71
4348.48

54.36 81.54

Workers' Compensation Representative III M.1705
BMA
0986
06/21/26 Safety/Inspection
Non Exempt
9410
Monthly
Bi-Weekly
40 HRLY
40 O.T.

7686.06
3547.41

44.34 66.51

0.00 0.00

0.00 0.00
10107.18
4664.85

58.31 87.47

Workers' Compensation and Risk
Management Representative I
B.1334
BCEA
0023
06/21/26 Safety/Inspection
Non Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

5166.74
2384.65

29.81 44.72
5295.92
2444.27

30.55 45.83
5428.30
2505.37

31.32 46.98
5564.02
2568.01

32.10 48.15

5703.12
2632.21

32.90 49.35
5845.69
2698.01

33.73 50.60
5991.83
2765.46

34.57 51.86
6141.63
2834.60

35.43 53.15
6295.16
2905.46

36.32 54.48

6452.55
2978.10

37.23 55.85
6613.86
3052.55

38.16 57.24
6779.22
3128.87

39.11 58.67
6948.70
3207.09

40.09 60.14
7122.42
3287.27

41.09 61.64

Youth Employment Assistant B.0495
BCEA
0980
06/21/26 Rec/Gen Admin
Exempt
8810
Monthly
Bi-Weekly
40 HRLY
40 O.T.

3387.43
1563.43

19.54 29.31
3472.13
1602.52

20.03 30.05
3558.92
1642.58

20.53 30.80
3647.89
1683.64

21.05 31.58

3739.10
1725.74

21.57 32.36
3832.57
1768.88

22.11 33.17
3928.38
1813.10

22.66 33.99

0.00 0.00

Youth Employment Coordinator B.1027
BCEA
0981
06/21/26 Rec/Gen Admin
Exempt
9410
40 HRLY
40 O.T.

29.28 43.92

0.00 0.00

29.28 43.92

Youth Employment Junior Team Leader B.0616
BCEA
0982
06/21/26 Rec/Gen Admin
Exempt
9420
40 HRLY
40 O.T.

20.35 30.53

0.00 0.00

20.35 30.53

26-29,732
142

CITY OF BURBANK
Salary Listing by Title As of August 11, 2026

Job Title
Grade
Group/Unit
CTC#
Effective
Date
Job Series
Civ Serv Exempt
WC Code SALARY STEPS
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Page 45 of 45 ends

Youth Employment Team Leader B.0845
BCEA
0983
06/21/26 Rec/Gen Admin
Exempt
9420
40 HRLY
40 O.T.

24.42 36.63

0.00 0.00

24.42 36.63

Youth Services Worker B.0382
BCEA
0977
06/21/26 Recreation
Exempt
8810
40 HRLY
40 O.T.

19.27 28.91

0.00 0.00

19.27 28.91

26-29,732
143
1 STAFF REPORT
DATE: August 11, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joseph McDougall, City Attorney
Patrick Prescott, Community Development Department Director SUBJECT: Approval of a Budget Amendment to the Fiscal Year 2026-27 Adopted Budget Appropriating Funds for Environmental Review of SB 79 Transit Oriented Development Stop Zoning in Burbank

RECOMMENDATION
Approve a Budget Amendment to the Fiscal Year (FY) 2026-27 Adopted Budget Appropriating Funds for California Environmental Quality (CEQA) review of transit- oriented development (TOD) stop zoning as mapped by Southern California Association of Governments (SCAG) pursuant to Senate Bill 79 (SB 79), which designated unplanned and unstudied density and increased height limits around transit stops in the City of Burbank.

BACKGROUND
SB 79 was signed by the Governor on October 10, 2025, and took effect July 1, 2026.

The law is intended to facilitate transit-oriented housing development by establishing new development standards near qualifying transit facilities such as the proposed stations along the North Hollywood to Pasadena Bus Rapid Transit Project (BRT). As a result, SB 79 densities along the BRT, particularly along Olive Avenue, present significant challenges related to development intensity, utilities, infrastructure, capacity and environmental review, and introduce complexity to ongoing local planning efforts. Newly imposed impacts will have significant environmental effects that must be analyzed and considered under the California Environmental Quality Act (CEQA).

On January 30, 2026, and February 17, 2026, the City formally requested Metro, the lead agency for BRT, to commence subsequent environmental review under CEQA to Consent Calendar
Item #3
determine potentially significant environmental impacts around any SB 79 "transit- 144
2 oriented development stops" located within the City. Metro declined to undertake any further CEQA review for the BRT and has initiated litigation against the City on the issue.

On March 3, 2026, the City requested SCAG, as the lead agency for development and adoption of SB 79 TOD maps, conduct CEQA review of impacts associated with increased density and height limits, which arise from TOD stop designations. SCAG declined and subsequently adopted TOD stop maps on July 2, 2026.

DISCUSSION
SCAG developed its SB 79 Approach and Methodology, through a discretionary process that varies from both SB 79 and the Department of Housing and Community Development’s (HCD) SB 79 Advisory Clarifications on Definitions for Metropolitan Planning Organizations. Materially, SCAG adopted SB 79 TOD stop zoning radii without evaluating the extent of new development potential or assessing potential adverse environmental impacts associated with this new development potential.

The City is nearing completion of three Specific Plan projects and continues work on a fourth, each creating a vision and standards for future growth and development in different parts of the City. An Environmental Impact Report has been prepared for each Specific Plan evaluating potential environmental impacts from new development potential.

However, SCAG’s SB 79 TOD zoning creates a new swath of incongruent development potential that must be quantified, evaluated and mitigated to ensure utilities, infrastructure and community services can keep pace. Because Metro declined to do additional environmental review of the BRT, and SCAG declined to do any environmental review of their SB 79 mapping project, City staff must now commence the analysis necessary to evaluate SB 79 TOD zoning impacts and develop programmatic mitigation measures necessary to protect the community and inform comprehensive infrastructure planning and implementation efforts already underway in the four Specific Plans.

ENVIRONMENTAL REVIEW
This staff report is for informational purposes as it only seeks funding to undertake environmental review pursuant to the California Environmental Quality Act (CEQA) of SB 79 Transit Oriented Development Stop Zoning in Burbank and has no potential for resulting in a direct or indirect physical change to the environment and falls outside the definition of a “project” under the CEQA and is therefore not subject to CEQA pursuant to Section 15378 of Title 14 of the California Code of Regulations.

FISCAL IMPACT
Staff requests Council authority to amend the FY 2026-27 Adopted Budget by appropriating $200,000 for consulting services from account number 001.ND000.30010.0000.000000.00000 (General Fund, Non-Departmental, Unassigned Fund Balance) to expenditure account number account 001.CD31A.62085.0000.25394 145
3 (General Fund.Planning.Other Professional Svcs.SB79 Program EIR) to conduct CEQA review of SCAGs SB 79 mapped areas in Burbank.

CONCLUSION
Staff recommends a budget amendment of $200,000 to appropriate funds to conduct environmental review and associated technical studies of SCAG’s SB 79 TOD zoning.

ATTACHMENTS
None.
146
1 STAFF REPORT
DATE: August 11, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Kimberley Clark, City Clerk
BY: Yasleen Robinson, Intermediate Clerk
SUBJECT: Appointment to Fill One Vacancy on the Board of Building and Fire Code Appeals for an Unexpired Term

RECOMMENDATION
Appoint one member to the Board of Building and Fire Code Appeals (Board) to fill an unexpired term ending July 31, 2028.

BACKGROUND
All Board, Commission, and Committee (BCC) Members shall be appointed by a three- fifths (3/5) vote of all Council Members and serve without compensation from the City. No person shall serve on more than one BCC at the same time. Vacancies on a BCC occurring during the term of office shall be filled within 90 days from the date the vacancy occurs. Any person appointed to fill a vacancy shall hold office for the remainder of the unexpired term and must complete the term before applying to serve on another board, commission, or committee. In addition, all applicants must reside within the jurisdictional boundaries of the City of Burbank (per Burbank Municipal Code (BMC) §§ 2-1- 404, 2-1- 405, 2-1-406, and 2-1-407).

Once a vacancy is established, the City Clerk advertises the vacancy for 30 days, accepts applications, and provides the applications received to Council for consideration.

Applicants can submit up to two applications to BCCs, indicating their first and second choice.

CITY CLERK’S
OFFICE
Reports to Council
Item #1
147
2 The established voting process allows for each Council Member to vote as many times as there are vacancies on the BCC being considered; the applicants receiving a majority of the votes in the first round are either appointed or move into the second round, if necessary. The process continues for as many rounds as are necessary to attain the correct number of applicants to fill each vacancy.

Boar
d of Building and Fire Code Appeals
The Board of Building and Fire Code Appeals shall serve as an advisory board appointed by the City Council and shall have the following powers and duties: to hear and determine appeals from decisions of the Assistant Community Development Director -Building Official regarding the suitability of alternative materials and types of construction required by the Building Code and interpretations of the Building Code; to hear and determine appeals from any decision, order or notice signed or renewed by the Fire Marshal regarding the suitability of alternate materials, methods of construction, or operation under the Fire Code and interpretations of the Fire Code; to prepare and recommend for adoption by the Council, rules and regulations for the conduct of its heari ngs and investigations; to recommend for adoption by the Council, a schedule of fees for appeals to the Board; and, to recommend to the Council, amendments to the Building Code or Fire Code.

DISCUS
SION
On June 24, 2026, the City Clerk's Office began advertising and accepting applications for one vacancy on the Board for an unexpired term ending July 31, 2028, created by the resignation of Board Member Carol-Ann Coates.

To obtai
n qualified candidates, a Notice of Vacancy was advertised through the following:
• City we
bsite
• City Council meeting announcements
• All social media platforms managed by the City Clerk’s Office • Press releases sent to the Burbank Leader and MyBurbank.com • Notices posted on the City Hall Bulletin Board
• Community groups and organizations
• Constant Contact email notification
The deadl
ine for submitting applications to the City Clerk’s Office was Friday , July 24, 2026, at 5:00 p.m. The City Clerk’s Office received one application: Ernest Dellinger. 148
3 ENVIRONMENTAL REVIEW
This activity has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment and, as such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs § 15378.

FIS

CAL IMPACT
There is no fiscal impact associated with this item.

CONCLUS
ION
The City and the community both realize substantial benefits from civic involvement.

Appointments to the B oards, Commissions, and C ommittees help encourage public participation in the governmental process and ensure Burbank residents have a voice.

ATTACHM
ENTS
Attachment 1 – Applications and Resumes
Attachment 2 – Description of CDBG Committee
149
Attachment 1

Applications and Resumes
150
151
152
AB 1234 Training
Some Boards, Commissions, and Committees may receive City reimbursement for attending trainings or conferences. Therefore, under State Law, all members of the Board of Library Trustees, Burbank Water and Power Board, Infrastructure Oversight Board, Planning Commission, and Police Commission must receive at least two hours of ethics training, as prescribed by the Fair Political Practices Commission, within one year of appointment and once every two years thereafter.

First Choice
FIRST choice for Board/Commission/Committee appointment:

Board of Building and Fire Code Appeals
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position.
12 years of working with the Building Codes as a Building Inspector for the City of Burbank More than 15 years working as a General Contractor
What are your goals in serving on this Board/Commission/Committee? To fairly interpret the Building Codes and Fire Code while serving the citizens of Burbank Second Choice
SECOND choice for Board/Commission/Committee appointment:

N/A
Describe any qualifications, experience, and education, as well as any technical or professional background you may have relative to the duties of this position
What are your goals in serving on this Board/Commission/Committee? Supplemental Questions (Infrastructure Oversight Board Only) Acknowledgment
Ernest L Dellinger
153
154

Attachment 2

Burbank Municipal Code
§ 2-1-414: Board of Building and
Fire Code Appeals

155

2-1-414: Board of Building and Fire Code Appeals

A. ESTABLISHMENT AND COMPOSITION OF BOARD; QUALIFICATIONS.

There is hereby created a Board of Building and Fire Code Appeals consisting of five (5) members qualified by experience and training to pass upon matters pertaining to building construction and fire prevention.

B. SECRETARY OF THE BOARD.

The Board shall have two (2) secretaries. The Assistant Public Works Director -Building Official shall serve as Secretary to the Board with respect to appeals from the Building Code. The Fire Chief shall serve as Secretary to the Board with respect to appeals from the Fire Code. Neither shall be a member of the Board nor vote on any appeal but may be present during the Board’s deliberations and may participate in all debates and discussions.

C. POWERS AND DUTIES OF BOARD
The Board of Building and Fire Code Appeals shall have the following powers and duties:

1. To hear and determine appeals from decisions of the Assistant Community Development Director -Building Official regarding the suitability of alternative materials and types of construction required by the Building Code and interpretations of the Building Code;

2. To hear and determine appeals from any decision, order or notice signed or renewed by the Fire Marshal regarding the suitability of alternate materials, methods of construction, or operation under the Fire Code and interpretations of the Fire Code;

3. To prepare and recommend for adoption by the Council, rules and regulations for the conduct of its hearings and investigations;

4. To recommend for adoption by the Council, a schedule of fees for appeals to the Board; and,

5. To recommend to the Council, amendments to the Building Code or Fire Code. [Formerly numbered Section 2- 56; renumbered by Ord. No. 3058, eff. 2/21/87; Amended by Ord. No. 3733, eff. 12/21/07; 2595.]

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1 STAFF REPORT

PARKS AND

RECREATION
DATE: August 11, 2026
TO: Justin Hess, City Manager
FROM: Marisa Garcia, Parks and Recreation Director
BY: Diego Cevallos, Assistant Parks and Recreation Director SUBJECT: Update on Child and Infant Care Needs Assessment

RECOMMENDATION
1) Note and file; or
2) Direct staff to further explore a potential agreement with the Child Care Resource Center (CCRC) to develop a comprehensive Child and Infant Care Needs Assessment for the City of Burbank (City), continue refining the proposed scope of work and implementation considerations, and return to Council with funding considerations as part of the Fiscal Year 2027-28 Budget process.

BACKGROUND
At the September 10, 2024, City Council (Council) meeting, then Vice Mayor Tamala Takahashi requested a first -step report exploring the potential formation of a Child and Infant Care Task Force (Task Force). The proposed Task Force would examine the City’s current child and infant care needs, assess the availability and affordability of care, identify barriers to access, and consider how childcare could be integrated into the “15- minute Connected Communities” concept, particularly within the Downtown Civic Center area.

On June 10, 2025, Council received a first -step staff report outlining the historical background of the City’s former Child Care Committee and identifying potential next steps related to child and infant care planning efforts. At that meeting, Council did not recommend establishing a Task Force and instead expressed interest in receiving additional information regarding the current childcare landscape and needs within the City Reports to Council
Item #2
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2 additional information to support future consideration of childcare- related efforts, including: the cost of a comprehensive Child and Infant Care Needs Assessment; the 1991 Child Care Master Plan (Attachment 1); Meeting the Needs of Burbank Families A Child Care Needs Assessment (Attachment 2); a high-level overview of current childcare providers and system capacity within the City (Attachment 3); and an assessment of how comparable cities are addressing childcare needs through policy and program implementation (Attachment 4).

The June 2025 first -step report also referenced a 2023 Child Care Needs Assessment prepared by the CCRC on behalf of the Burbank YMCA. That assessment identified childcare challenges in Burbank, including shortages in licensed childcare spaces, affordability constraints, limited infant care availability, long waitlists, and a lack of flexible childcare options for working families. While the assessment provided valuable insight into the City's existing childcare landscape, it has several limitations in that it was primarily focused on current conditions and did not include comprehensive forecasting of future childcare demand based on anticipated residential development, demographic change, employment trends, or long-term population growth. In addition, the assessment included limited employer engagement and a more limited analysis of underserved populations, workforce impacts, and future service needs.

Based on Council direction, staff has continued evaluating opportunities to further assess childcare needs and has received a proposal from CCRC for a comprehensive Child and Infant Care Needs Assessment.

DISCUSSION
CCRC is a nonprofit organization with extensive experience conducting childcare and early childhood research, community needs assessments, policy analysis, and data visualization projects throughout California. CCRC submitted a proposal to conduct a comprehensive Child and Infant Care Needs Assessment for the City of Burbank (Attachment 5).

The proposed assessment would provide updated and comprehensive information regarding the availability, accessibility, affordability, and geographic distribution of childcare services in Burbank. The study would evaluate childcare gaps affecting infants, toddlers, preschool-aged children, school-aged youth, and families requiring care during non-traditional work hours. It would also assess disparities affecting low -income households, single- parent households, multilingual communities, and children with special needs.
prior to considering future organizational or policy actions. Council also reques ted 158
3 CC
RC proposes a mixed-methods approach combining quantitative and qualitative data collection and analysis, including:
• Collaboration with City stakeholders, in partnership with City staff, to guide and advance the work of the initiative;
• Community outreach and stakeholder engagement efforts; • Surveys of parents and childcare providers;
• Focus groups with parents and providers;
• Key i nformant interviews with employers, community -based organizations, and City staff;
• Analysis of demographic, housing, employment, and childcare administrative data; • Geographic Information Systems (GIS) mapping to identify childcare deserts and service gaps;
• Childcare affordability analyses and population growth projections; and • Development of policy recommendations and implementation strategies.

The pr
oposal includes engagement efforts to ensure broad community participation, with outreach materials and surveys translated into Spanish and Armenian to support accessibility and inclusion. As part of the proposed deliverables, CCRC will be asked to prepare:
• A comprehensive final report;
• An executive summary brief;
• Interactive GIS mapping tools;
• Data visualizations and childcare gap analyses; and
• Presentation materials summarizing findings and recommendations.

The pr
oposed project timeline is approximately 18 months from initiation through final presentation to Council. The total estimated cost is $26 9,000, which includes research, engagement, GIS mapping, analysis, reporting, and administrative costs.

The propos
ed assessment would provide updated data to better understand current and future childcare needs, service gaps, affordability challenges, and opportunities for partnerships and policy development. The study will also strengthen the City’s data foundation for future discussions regarding childcare initiatives, land use considerations, and workforce support strategies.

Bas
ed on the significant cost of the proposed assessment, staff recommends that Council direct staff to continue exploring a potential agreement with CCRC and include funding considerations as a budget discussion paper during the Fiscal Year 2027- 28 Budget process. Considering this item during the budget process will allow Council to evaluate the proposed expenditure along with other City priorities and consider whether the project aligns with the City’s budget priorities. In the meantime, staff will contin ue refining the scope of work, including consideration of disability-related accommodation needs as part 159
4 of t
he assessment, evaluating implementation considerations, and identifying potential funding sources.

ENVIRONMENTAL REVIEW
This report is an administrative activity related to a potential expenditure and has no potential for resulting in a direct or reasonably foreseeable indirect physical change to the environment. As such, it falls outside the definition of a “project” under the California Environmental Quality Act (CEQA) and is therefore not subject to CEQA review pursuant to § 15378 of Title 14 of the California Code of Regulations (CEQA Guidelines).

SCAL IMPACT
There is no immediate fiscal impact associated with this report. Should Council direct staff to move forward with the assessment at a later date, the total estimated cost is $269,000, which includes research, engagement, GIS mapping, analysis, reporting, and administrative costs.

CONCL
USION
The City continues to support access to quality, affordable childcare for Burbank families, employers, and the community. While the full extent of current and future childcare needs evolve, existing assessments identify opportunities to potentially expand capacity and improve access, particularly for infant care and for families with non- traditional work schedules.

Bas
ed on the significant cost of the proposed assessment, staff recommends that Council direct staff to continue exploring a potential agreement with CCRC and evaluate funding considerations through the Fiscal Year 2027-28 Budget process. In the interim, s taff will continue refining the scope of work, including consideration of disability -related accommodation needs as part of the assessment, evaluating implementation considerations, and identifying potential funding sources. Consideration of this item during the budget process will allow Council to evaluate the proposed expenditure alongside other City priorities and determine whether the project aligns with the City’s budget priorities.

ATT

ACHMENTS
Attachment 1 – 1991 Child Care Master Plan
Attachment 2 – Meeting the Needs of Burbank Families; A Child Care Needs Assessment Attachment 3 – Burbank Child Care Directory Compiled by The Burbank Child Care Committee 2009/ 2010
Attachment 4 – San Bernardino County Child Care Needs Assessment Attachment 5 – Burbank Child Care Needs Assessment Proposal 160
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Meeting the Needs of
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A Child Care Needs
Assessment
June 2023 CCRC Office of Strategic Engagement
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Acknowledgements
This research and report were made possible through the support of LeSar Development Consultants and the encouragement of Mary Cutone, Director at the Burbank YMCA. We’d also like to thank the members of the Office of Strategic Engagement, a partnership of the Communications, Government Relations, and Research Divisions who contributed to this report. From Research, Sandy Upson, Patrick Stanley, and Mackenzie Wright for help with survey development, report writing, and data analysis; Francisco Solis for his GIS work and data analysis of CCRC child care and U.S. Census data; and Billy Erdenebaatar for his analysis of CCRC family data. We would like to thank Government Relations, Patrick MacFarlane and Yvonne Perez, for contributing to the report writing and providing state and federal child care policy updates. Lastly, thank you to our Communications team, Felix Bada for report design, Rachel Leeper, and Yesenia Rodriguez for communications support and survey distribution.

More importantly, we would like to thank the families who live or work in Burbank, California who took the time to provide insight into their child care needs and challenges through our survey. They inspired us to produce this report and without their insights this would not have been possible.

For questions about this report, please contact:

Sandy Upson at [email protected] or Patrick Stanley at [email protected]. 241
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2 Table of Contents
Executive Summary �� 4 Research Questions �� 6 Methodology �� 6 Semi-Structured, Informal Interviews .................................................................................................................................................................................................................. 6 Literature Review ......................................................................................................................................................................................................................................................... 7 Parent Survey ............................................................................................................................................................................................................................................................... 8 Public and CCRC Administrative Data ................................................................................................................................................................................................................. 8 Limitations ...................................................................................................................................................................................................................................................................... 9 Findings/Data Analysis �� 10 Overview of Burbank Demographics .................................................................................................................................................................................................................. 10 What is the current policy and budgetary landscape that can affect access to child care? ......................................................................................................... 13 Current Supply & Demand for Child Care ................................................................................................................................................................................................ 13 The Cost of Care in Burbank and Los Angeles County ....................................................................................................................................................................... 14 To what extent can Burbank YMCA engage Burbank employers and stakeholders to address the lack of access, if there is a need? ...................... 15 Working Population in Burbank ................................................................................................................................................................................................................... 16 Type of Employers Engaged .......................................................................................................................................................................................................................... 17 The Need for Child Care in Burbank .......................................................................................................................................................................................................... 18 What types of child care services do parents in Burbank access, value, and desire (including but not limited to program type, hours, location, expertise, affordability, services)? ...................................................................................................................................................................................................................... 19 Program Type and Location .......................................................................................................................................................................................................................... 19 Affordability and Financial Assistance ...................................................................................................................................................................................................... 21 Additional Services for Families to Access ............................................................................................................................................................................................ 23 Challenges and Barriers .................................................................................................................................................................................................................................. 25 How many infant care spaces are available to meet the demand for infant care in Burbank? ...................................................................................................26 Recommendations �� 27 Summary �� 28 Bibliography �� 30 Appendices �� 32 Appendix 1. Survey Questions ...............................................................................................................................................................................................................................32 Demographics ......................................................................................................................................................................................................................................................32 Employment .........................................................................................................................................................................................................................................................32 Child Care Setting ............................................................................................................................................................................................................................................. 33 Financial Assistance for Child Care ............................................................................................................................................................................................................ 34 Commute ............................................................................................................................................................................................................................................................. 35 Contact Information .......................................................................................................................................................................................................................................... 35 Redirect Page ...................................................................................................................................................................................................................................................... 36 242
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Appendix 2. Burbank Needs Assessment Survey Data ............................................................................................................................................................................... 37 Survey Qualitative Data .................................................................................................................................................................................................................................... 37 Survey Quantitative Data .............................................................................................................................................................................................................................. 58 Appendix 3. Burbank Map ..................................................................................................................................................................................................................................... 64 Appendix 4. Additional U.S. Census Data ....................................................................................................................................................................................................... 65 Median Individual Incomes ........................................................................................................................................................................................................................... 65 Language ............................................................................................................................................................................................................................................................. 66 School Enrollment ............................................................................................................................................................................................................................................ 66 Foster Care Children ........................................................................................................................................................................................................................................ 67 243
Meeting the Needs of Burbank Families
4 Executive Summary
Access to affordable child care is vital to ensure the healthy social and emotional development of young children as well as the economic growth of the community. In the first few years of a child’s life 700 to 1,000 neural connections form every second (“The State of Early Care and Education in Los Angeles County, ” 2017).

While the years between birth and age 5 are critical for brain development, most important is how parents and caregivers interact with young children during this time (Melnick, Ali, Gardner, Mier, & Wechsler, 2017).

Children who participate in high-quality early care and education programs show improvements in many key facets of child development: social-emotional competencies (self-regulation, strong coping and problem- solving skills, and positive social connections), cognitive ability (executive functioning and language), and academic achievement (literacy, mathematics, and science) (Melnick et al., 2017). As the first few years of a child’s life are critical for brain development, high-quality early care and education programs can significantly improve various aspects of a child’s social development. In addition, when parents are able to find affordable, quality care for their children, they are more likely to enter the workforce and contribute to the economic vitality of the community. Therefore, access to affordable child care is crucial for both the healthy development of young children and the economic growth of the community, but studies have shown there is not enough spaces to meet the demand for child care and there is a high need for more child care spaces, particularly in the City of Burbank.

Concerned parents, child care providers, and stakeholders in the City of Burbank convened to discuss the child care challenges they were facing, which led to the formation of the Burbank Infant Group. The Burbank Infant Group is a group of regional leaders, led by the Burbank Community YMCA, that works to identify strategies for raising awareness of infant care shortages in Burbank and to engage local stakeholders in addressing the child care challenges affecting Burbank families, which was further impacted by the pandemic. The City of Burbank is a hub for motion picture and entertainment related industries, which has made the city a major employment center in the San Fernando Valley. Burbank is also home to other prominent employers such as Burbank Unified School District, the City of Burbank, Hollywood Burbank Airport, and Providence St. Joseph Medical Center. The Burbank Infant Group is unique in that it has created a partnership with many regional leaders, but this partnership is only possible if the entertainment industry and other prominent employers in Burbank actively participate. By doing so, the Burbank Infant Group can effectively change the child care landscape in Burbank and promote the economic growth of the community.

In the coming years, the Burbank landscape will undergo numerous changes. The City of Burbank is projected to increase housing developments, the workforce, and transit projects (Associates, 2022). With a projected increase in the city's population, we expect that more families will move to Burbank, which will impact the need for more child care spaces. But these were changes that were already in place prior to the pandemic. The pandemic—as we know—changed so much of how we interact with others, where we work (from our homes or in our offices part time), and it even impacted the need for child care. To learn more about the impact the pandemic had on child care and what is in store for the City of Burbank, the Child Care Resource Center (CCRC) Research team conducted a needs assessment utilizing public data, CCRC’s subsidized child care data, a meta-analysis on publicly available literature around Burbank housing development and child care programs in California, and developed a parent survey to receive insight on child care needs and preferences directly from families who work or live in Burbank. 244
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The Burbank Needs Assessment findings indicate that families who live or work in Burbank face many of the same challenges and barriers families across California face, regardless of their income. Analysis of U.S.

Census publicly available data revealed that families in Burbank make a median annual income of $106,000, while the median annual income for residents in Los Angeles County is $76,000 (“U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2022). However, participants in our survey remarked that although their annual incomes are above $100,000, the cost of living in Burbank and the cost of child care are so high that it continues to prevent them from economic mobility as they live paycheck to paycheck. Second, CCRC data showed that there are not enough child care spaces available in Burbank to meet the needs of the children under six residing in Burbank, with only 36% of children having access to child care. There is a need for not only financial assistance for child care services but also additional services such as programs that provide care for families who work full time as well as part time, services for single-parent households, additional child care spaces and facilities to reduce the long waitlists, and infant care spaces to meet the current needs of families and the projected needs of future families. Overall, our survey found the most important criteria to participants when seeking care were ensuring the safety and health of their child while in care, the cleanliness of the environment meets parents’ standard of quality, and the provider is licensed.

Although important, the quality of the education and curriculum were not as high a priority for participants.

Most alarming were our findings around single-mother households living in Burbank. We found that single- mother households need the most assistance and are utilizing public assistance the most. Single mothers spent 20% of their income on child care, and well below the median income in California and the lowest in Burbank with an annual income of $55,000. Our survey found there were 84 single, widowed, or divorced parents who live in or work in Burbank and 13% shared they were struggling financially to afford the cost of child care. In addition, our survey found 49% of participants indicated they were eligible for child care and meet the new income limit for statewide financial assistance for child care; 97% of eligible participants said they would apply. Lastly, our needs assessment reviewed infant care spaces. Our data showed that almost half (48%) of participants had not used licensed infant care in the last two years, and 36% of participants that were seeking care had been on a waiting list for infant care. The Burbank Child Care Needs Assessment report indicates that there is a clear need for more support from the city to address child care services and availability.

Based on our findings, we recommend that the Burbank Infant Group take these next steps to improve access to child care services and financial assistance for child care:

1. Build on their relationships and connections with city stakeholders to address concerns facing families in Burbank and those who work in Burbank.

2. Offer financial assistance to single-parent households, low-income, and families earning wages above the financial assistance threshold.

3. Invest in additional services for families who are hybrid or part-time workers such as open facilities that provide a variety of hours or type of care options.

4. Leverage new state and federal funding. The American Rescue Plan invested $24 billion in child care and added 200,000 child care spaces through the Alternative Payment Program. 245
Meeting the Needs of Burbank Families
6 Purpose of the Bridge Program
Research Questions
As housing developments in the City of Burbank are projected to increase, the Burbank YMCA expressed interest in a child care needs assessment to better understand the child care needs and challenges of families with children ages five and under, who live or work in the Burbank. The following research questions were crafted to address the objective of this project and obtain the necessary data for analysis and inference.

Research Questions Data Collection Methods
How many infant care spaces are available to meet
the demand for infant care in Burbank?
Administrative data
Semi-structured, Informal Interviews
To what extent can Burbank YMCA engage Burbank
employers and stakeholders to address the lack of
access, if there is a need?
Parent survey
What types of child care services do parents in Bur-
bank access, value, and desire (including but not
limited to program type, hours, location, expertise,
affordability, services)?
Parent survey
What is the current policy and budgetary landscape
that can affect access to child care?
Budget and policy review
Methodology
The analytical methods used to answer our research questions included conducting literature reviews on the current child care landscape in Burbank, a review of new Burbank housing developments and other child care programs and resources in Burbank, semi-structured interviews with Burbank YMCA and community partners, a parent survey distributed to current and future parents working or living in Burbank, and an analysis of public data and financial assistance (subsidized child care) data from CCRC.

In the fall of 2019, the Burbank YMCA convened a group of community members and informally developed the Burbank Infant Group. Members of the Burbank Infant Group included Burbank YMCA, Stratiscope, City of Burbank Parks & Recreation Department, UCLA Health, Providence St. Joseph Medical Center, First 5 LA, Burbank Unified School District, CCRC Government Relations Manager, and CCRC Senior Policy Research Analyst. Monthly meetings were held at Burbank YMCA to discuss what could be done to address the need for infant care spaces. However, these meetings were deferred due to the COVID-19 pandemic that put a halt to in-person meetings. Nonetheless, this group was a critical element in bringing this study to fruition and helped inform the research questions. Once the research questions were developed and the study was Semi-Structured, Informal Interviews
TABLE 1. RESEARCH QUESTIONS USED TO GUIDE THE BURBANK NEEDS ASSESSMENT 246
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underway, the team held weekly meetings to develop the survey, collect data, conduct literature reviews, analyze data, and begin report writing. Monthly meetings with the Burbank YMCA Director took place to provide status updates, clarify any concerns, and request feedback. For example, during these meetings with the YMCA, we received feedback on the paid advertisements that were used on social media to promote the survey. In addition, these meetings were used to draft a list of companies in Burbank willing to send out the survey to their employees.

Literature reviews were conducted to guide our research questions and to gather information on what impact new housing developments in Burbank will have on child care needs. First, we used the findings from the literature review to guide the development of the parent survey. Literature reviews on other child care surveys done in the past were used to formulate our questions.

Across the nation, affordable and quality child care spots are becoming more challenging to find. In California, the pandemic caused the closure of 10,000 child care programs and a loss of at least 18,000 child care spaces, exacerbating the already existing shortage of options (Boyd-Barrett, 2022). Cities such as San Mateo, a city in the bay area, has also experienced the effects of a child care shortage with the demand for spaces exceeding availability by 29% (“Study Finds San Mateo County Is Experiencing a Severe Child Care Shortage, ” 2023).

Over the past three years, child care rates have increased to reflect market rates in the City of Burbank. As of January 2023, the price of child care in Burbank can range from $200 to $500 a week. Child care is considered affordable if it costs 7% or less of a family’s income (Malik, 2019). A family with an infant in a family child care home and a preschooler in a center would need to make at least $341,000 a year to meet that definition, according to the California Child Care Resource and Referral Network (Network, 2019).

The City of Burbank has felt the pressure of rising demands for child care coupled with rising child care costs in the last few years. The City of Burbank offers less than ten child care options for children in transitional kindergarten through middle school (“Burbank Unified School District Child Care Options, ” 2023). For example, Around the Bell, a child care program in Burbank, serves transitional kindergarten to 5th grade children at $100-$130 a week, the Boys & Girls Club serves Transitional Kindergarten to middle school children at $50-$200 a week, After School Daze serves school-age children at $155-$329 a week, the YMCA which supports 1st and 2nd graders and is free to qualifying students, and the Burbank Child Care Center which is run through a church and supports children ages 2 to 5 (“Burbank Unified School District Child Care Options, ” 2023). The Burbank Housing Corporation also offers child care through their child development centers available to low-income residents.

Literature Review
“
The early education center is too expensive in Burbank, and I have three kids. The hours are too late opening up at 8 am and I go into work at 7:40 am. Access to information to early care should be more available and affordable for families. Not everyone in Burbank are home owners.
” – Parent
247
Meeting the Needs of Burbank Families
8 The city estimates the daytime employment is currently over 130,000 jobs which exceeds the 45,000 housing units in the city. This has created a “jobs-to-housing imbalance” that in 2019 the City Council set a goal to build 12,000 residential units by 2035 (Associates, 2022). In addition to increasing the housing units in the City of Burbank, the city recently updated and certified their Housing Element Policy document for the years 2021-2029 (Associates, 2022). The report identifies the housing needs of the community and the City’s plan for achieving the needs through goals and policies. The identified housing goals and policies will be implemented through various programs. One of Burbank’s goals is to facilitate the development of affordable housing projects to include community-serving uses such as child care and family resource centers through the Neighborhood Revitalization program. The city plans to continue its partnership with the Burbank Housing Corporation (BHC) to purchase and manage affordable housing in the community and to provide neighborhood assets including child care centers, after-school activity centers, and community gardens (Associates, 2022).

Parent Survey
To understand the child care needs of current and potential families in Burbank, an online survey via JotForm was distributed to key employers in Burbank, stakeholders, and on social media. The survey, offered in both English and Spanish, inquired about parents’ child care needs, what they value and desire in a child care program, and opportunities for improving child care accessibility in Burbank. The online survey aimed to reach current or future parents who live or work in Burbank and are parents to children ages six and under. The survey instrument comprised of 40 questions (see Appendix 1 for survey questions) and yielded 525 responses.

To reach a broader population of those living or working in Burbank, CCRC Communications team created two variations of outreach flyers to circulate on Facebook via a paid advertisement. This paid advertisement was listed for two non-consecutive weeks and reached over 6,000 unique individuals.

The online survey was also distributed to families who live or work in Burbank via CCRC Blackboard messenger, which is used to communicate with CCRC families and providers. Lastly, our partners at the YMCA and CCRC Government Relations team connected with key stakeholders and top Burbank employers to distribute the survey to their employees.

The online survey was a crucial element of the Burbank Needs Assessment because of its wide reach to current and future parents that live and work in Burbank that would otherwise have been challenging to produce through other means. The online survey addressed 2 of the 4 research questions proposed in this report and was integral in addressing the needs of Burbank families.

Public and CCRC Administrative Data
For comparative analysis, we included public data gathered from the U.S. Census’ American Community Survey data as well as CCRC administrative financial assistance (or subsidy) data. The public data analysis allows us to draw inferences from data that already exists, whereas CCRC data will help us compare the cost of child care information derived from the survey to what CCRC already collects. We gathered data from public sources to build a demographic profile for Burbank residents. Most of the data is from the U.S.

Census. Their American Community Survey (ACS) 5-year estimates for 2020 are the most comprehensive datasets available, offering a variety of tables on topics such as population, language, income, and poverty. 248
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Lastly, Burbank falls under CCRC’s service area, so we utilized CCRC’s internal data from November 2022 on families and children receiving subsidized child care. Using CCRC data, we were able to calculate descriptive statistics for Burbank children such as age and the type of care they received. The data also included information on providers located in Burbank and other information such as the type of providers (child care center, family child care home, etc.), and their availability. Using this data, we were able to assess the current child care landscape in Burbank like the number of providers by type and the gap between the number of spaces or spaces and the number of children in the community.

Limitations
Conducting a needs assessment on child care is no small undertaking. Given the limited time available to conduct this study and the limited resources, there were limitations. First, there is no centralized database on the number of child care spaces available at any given time in California that is publicly accessible. We know how many spaces are allocated for those child care programs that are licensed with the State of California (for example, one child care program can be licensed for 8 spaces or 14 spaces), but not how many are currently being used, as that information fluctuates. Aside from this, data on unlicensed child care programs, also known as licensed exempt, are generally not tracked consistently, but are widely used given that they include family, friends, or neighbors (FFN) care and relative caregivers (aunt, uncles, grandparents, etc.). Therefore, we used CCRC data because we have access to and own this data for our service areas, which includes Burbank, allowing us to make informed analysis based on the data we have available on both unlicensed and licensed care. Second, we are not equipped with the resources to conduct a projection on the population growth in Burbank. To address this, we researched literature around housing development and programs projected to begin in Burbank in the years ahead. Third, although our survey advertisement was targeted to specifically reach Burbank residents, and those interested in becoming parents in the next few years or are currently parents, it is impossible for us to know what percentage of the entire Burbank population we reached.

Counterfeit submissions in our survey also had to be identified and removed. While our survey was structured in a way to reduce submissions from those who did not reside in Burbank or work in Burbank, we received many counterfeit submissions. One reason we believe this occurred was because of the incentive attached to our survey. We offered a chance to win a $50 gift card selected at random to ten participants. After tracing IP addresses, we found many submissions from other countries. During the data cleaning process, our team conducted a thorough review of all submissions to determine their validity based on the following criteria: 1) whether participants lived or worked in Burbank, 2) if participants had children or were considering having children in the near future, and 3) if their provided zip code and IP address met these criteria. Despite culling over 2,000 errant submissions, we still met our goal of over 500 legitimate survey responses from parents living or working in Burbank. 249
Meeting the Needs of Burbank Families
10 Overview of Burbank Demographics
FIGURE 1. BURBANK SURVEY BURBANK POPULATION BY RACE AND ETHNICITY Findings/Data Analysis
Our findings are comprised of a compilation of data we received from our survey, data collected from CCRC financial assistance data, as well as findings from U.S. Census data. Before we delve into the Burbank Needs Assessment findings, we must first understand the Burbank landscape.

Burbank is a mid-sized city located in the San Fernando Valley. Its population of 103,411 residents makes Burbank the 14th largest city in Los Angeles County (“U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2022). There are 24,710 families in Burbank, of which 9,815 have children under 18 years of age. In terms of race and ethnicity, 55% of the population is non-Hispanic white, 23.6% is Hispanic or Latino, 11.8% is Asian, 3.1% is black or African American, 4.2% is two or more races, 1.9% is some other race, 0.4% is American Indian or Alaska Native, and 0.04% is Native Hawaiian or other Pacific Islander (“U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2022).

When reviewing the demographics of those who completed the survey, we found very similar results. Our survey demographics showed 47% of participants identifying as non-Hispanic white, 17% Hispanic or Latino, 11% Asian, 6% black or African American, and 9% two or more races. Although, a majority of those living in Burbank identifies as non-Hispanic white, we see a growing Hispanic or Latino population (17%) and a sizable Asian American population (11%).

Out of the 103,411 Burbank residents, 18,966 (or 18.4%) are under the age of 18 living in Burbank households (“U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2022). There are 2,910 children under the age of three and 3,525 children are between the ages of three and five (“U.S.

Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2021). According to our survey findings (which includes both living in and working in Burbank populations), 55% of children were between the ages of three to six and 21% of children age two and under.

0.4%
American Indian
or Alaska Native
Asian Black Hispanic
or Latino
Native Hawaiian
or Other Paci/f_ic
Islander
Source: U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table B03002; Burbank Needs Assessment Survey. CCRC. November 2022.

Two or More
Races
White
6%

11.8% 11%

3.1% 6%

23.6%
Roughly half of the Burbank population by race and ethnicity identi/f_ies as white and about a quarter identi/f_ies as Hispanic or Latino. 17%

0.04% 0%

4.2%
9%

55.0%
47%
Census Burbank Needs Survey
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Regarding participants’ marital status, we found that 81% are married, 11% single, 4% divorced, less than 1% are widowed, and 3% did not wish to disclose. In comparison, public data showed that many children live in married-couple households (74.3%), followed by children living in single-mother households (19.0%), and single-father households (3.2%) (“U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2022). Seeing the percentage of single-parent households and publicly available data on children under six’s poverty rate illustrates that Burbank is not isolated from the challenges we see throughout our state regarding family type and poverty.

FIGURE 2. BURBANK SURVEY PERCENT OF CHILDREN BY AGE GROUP “
Lack of access to affordable quality childcare has been my biggest struggle as a single, full-time working mother in Burbank.
” – Parent
A review of publicly available data on poverty of children, among married households compared to single-parent households in Burbank, finds that children under six in single-mother households are generally worse off than single-father households by nearly 25%. The poverty rate for children in married or coupled households is less than 4%. While the poverty rate among children under six is relatively low, there are still many children living in households receiving some form of public assistance, such as social security income (SSI), cash public assistance income, or Supplemental Nutrition Assistance Program (SNAP). In fact, 2,874 (15.1%) of children under the age of 18 live in a household receiving some form of public assistance. Within this group, 50.5% live in single-mother led households, 48.3% in married- couple households, and 1.2% live in single-father led households (“U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2022). Clearly, the data shows that families led by single-mother households in Burbank are utilizing public assistance programs at a higher rate than any other group, and that there may be additional help needed, especially in services to assist with child care. 0 to 2 3 to 4 5 to 6 7 to 12 13 and older Missing
21%
28%
Fifty-/f_ive percent of the children reported in our survey were ages 3 to 6.
27%
18%
4%
1%
Age Group of Children
Percentage of Children
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Meeting the Needs of Burbank Families
12 Finally, we reviewed publicly available data on income for those residing in Burbank. The median income for all family types with children under 18 years is $106,117 (“U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2022). For married-couple families the median income is $123,333, for single-mother families the median income is $53,292, and single-father families the median income is $90,417. The data shows that families in Burbank have a median income that is above the California median household income of $84,100 (“U.S. Census Bureau QuickFacts: California, ” 2022). The exception is single- mother families whose median income is significantly below that figure (“U.S. Census Bureau QuickFacts:

California, ” 2022).

In summary, the City of Burbank is home to approximately 20,000 children under the age of 18 years old and of the nearly 20,000 children in Burbank, 3,000 of them are under the age of three years old and 3,500 are between the ages of three and five. Burbank has a wide discrepancy of income between married families and single-household families, with another notable discrepancy between single- mother and single-father households. The data presents that Burbank is not isolated from the challenges we see throughout our state regarding family type and poverty. There may be additional help needed, especially regarding services to help care for children. Ultimately, we provide this overview of Burbank’s demographic data to help understand how the City of Burbank and the YMCA can better assist families in need of child care.
“
Child care is expensive and the criteria is crazy for assistance, because even if you make over 100k, with rent, food, medical insurance, it’s difficult paying a $1000 monthly. ” – Parent
All Household Types Married-Couple
Households
Single-Mother
Households
Source: U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table S1903.

Single-Father
Households
$106,117
In Burbank, the median annual income for a single-mother household is 40% less than single-father households.
$123,333
$53,292
$90,417
FIGURE 3. MEDIAN ANNUAL INCOME OF FAMILIES WITH CHILDREN UNDER 18 IN BURBANK 252
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What is the current policy and budgetary landscape that can affect access to child care?
The current supply of child care providers and spaces is valuable information in understanding access to child care and how it has and can inform the current policy and budgetary landscape. In Burbank, according to CCRC data from late 2022, there was a total of 175 providers. Licensed providers can be center based or family child care programs, and of these licensed providers, 39% were child care centers and 34% were family child care. The remaining 27% were license-exempt providers. License-exempt providers are commonly referred to as unregulated and informal child care providers who provide care for “children from only one other family” in addition to their own children and are typically family members, friends, or neighbors (“Types of Child Care in California, ” 2023a). There is no max number of children license-exempt providers can care for as the rule is they may only care for children from one family (this could range anywhere from one child to multiple children in one family) (“Types of Child Care in California, ” 2023b).

The 91 licensed providers in Burbank had a total of 2,342 child care spaces for children under age six.

Furthermore, of these spaces, 1,870 were allocated to child care centers and 472 were family child care spaces (Financial Assistance Data on Families, Children, & Providers in Burbank, California, 2022). Using U.S. Census data to determine the number of children aged six and under, we found that there were at least 6,430 children under six in Burbank (“U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2022). As shown in Figure 4, the number of children under age six significantly outweighs the number of available licensed spaces. Only 36% of children under age six in Burbank have access to child care; that is roughly 4,093 children under age six without access to licensed child care. As a result, CCRC data and U.S. Census data alone show us there is a need for more child care spaces for children under six.

Current Supply & Demand for Child Care
“
I hope in the future that Burbank can boost the amount of available spots for children in their afterschool programs as well as their child care facilities.
” – Parent
FIGURE 4. NUMBER OF LICENSED CHILD CARE SPACES VS NUMBER OF CHILDREN 0 TO 6 IN BURBANK Licensed Spaces for Children Under 6
Source: CCRC Financial Assistance Data on Families, Children, & Providers. 2022. *U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table B09001.

Child Under 6*
2,342
64% of children 6 and under do not have access to
licensed child care spaces in Burbank.
6,435
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Meeting the Needs of Burbank Families
14 Recent studies conducted by other child care advocates and agencies have run cost of care estimates, and unsurprisingly, they find that the average cost of child care in Los Angeles County (and statewide) is expensive. For infants, the annual cost of child care ranges from $12,372 at family child care homes to $18,912 at child care centers (California Child Care Resource & Referral Network, 2021). For preschoolers, the annual cost ranges from $10,800 at family child care homes to $12,732 at child care centers (The 2021 Child Care Portfolio: Los Angeles County, 2023). Additionally, Insight Center’s Family Needs Calculator found that more than 33% of households in California did not earn enough to sufficiently meet their basic needs and that child care costs accounted for more than half of their household budget (Price & Villarosa, 2021). The U.S. Department of Labor finds that in Los Angeles County, the median cost of center-based preschool is nearly $14,000 annually (“Childcare Prices by Age of Children and Care Setting, ” 2022). What we are finding is that child care prices are quickly rising, and access is becoming more limited.

Given that the median annual income for families in Burbank with children under 18 is $106,117, the average family in Burbank is spending at least 10% of their income on child care per child. Families with children under 18 led by single-mother households are spending an even higher portion of their income by at least 20%. One parent wrote, “the cost of childcare is so high, especially with multiple children that it is making it almost impossible to work and have quality childcare if you don’t have [a] family [member] that can help. Childcare for two small children ends up costing as much [as] or more than an average person’s salary. Affordable childcare for people who don’t qualify for subsidized childcare would be amazing. ” The COVID-19 pandemic highlighted the essential need for child care and resulted in record-high funding for publicly funded child care and early learning programs. Due to the policy and budget landscape of 2020, we are now starting to see those investments in local communities where there are more funds available for families and programs.

The American Rescue Plan, signed in July 2021, invested $24 billion in child care funding nationwide (“American Rescue Plan Funds Provided a Critical Lifeline to 200,000 Child Care Providers – Helping Millions of Families to Work, ” 2021). At the state level in California, the Governor and state legislature have committed to investing those American Rescue plan funds to expand access to child care. Additionally, the 2021-22 state budget added 200,000 child care spaces through the Alternative Payment Program and included a statewide expansion of Transitional Kindergarten for all 4-year-olds at school district sites (The 2023-24 Budget: Child Care Proposals, 2023). California also enacted the Child Care and Development Infrastructure Grant Program, which includes $250 million in grants for child care facility development (“Child Care and Development Infrastructure Grant Program, ” 2023). However, the current policy and budget landscape in 2023 is more complicated due to inflation and changing political dynamics. A potential economic downturn could have an impact on the state’s ability to keep pace with its current funding levels for child care and early learning programs. The City of Burbank, including Burbank Unified School District, and Burbank community-based organizations, can leverage available funding to serve more children and families and provide more access to child care. Burbank should engage local child care businesses to share information about open enrollment in subsidized child care options.

Burbank should also work with the school district to integrate state funded child care options for their elementary school families and to find ways towards providing discounts or assistance for public service employees in the city.

The Cost of Care in Burbank and Los Angeles County
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FIGURE 5. ANNUAL COST OF FULL-TIME LICENSED CHILD CARE IN LOS ANGELES COUNTY “
With cost of living so high, assistance needs to be more accessible to the [$]100,000 to [$]150,000 family salary range.
” – Parent
To what extent can Burbank YMCA engage Burbank employers and stakeholders to address the lack of access, if there is a need? Through our survey and our partnership with the Burbank YMCA, we found that it was possible to engage Burbank employers and stakeholders to address the need for child care in their community. First, we were able to reach employees at Burbank Unified School District, Burbank Water & Power, Walt Disney Inc., NBC, Warner Bros., and other companies and local city agencies. Secondly, we were able to learn about the child care needs of Burbank residents and those who work in Burbank through our survey. The high response rate demonstrated that child care is a priority to working families in Burbank. We heard from many parents through this survey, some were even city employees. Lastly, we know the pandemic affected every aspect of society as we know it, and child care was no exception. The ability for child care agencies such as Burbank YMCA and CCRC to partner and engage employers to act on addressing the needs of the community is remarkable and should encourage others to do the same. Thus, the following section will discuss employees’ working situation, which top employers were engaged, and ways in which Burbank YMCA may leverage employment information and their workers to address the need for child care.

Child Care Centers
Source: California Child Care Resource & Referral Network. (2021).

The 2021 Child Care Portfolio: Los Angeles County.

Family Child Care Homes
$18,912
$12,732
$10,800
The annual cost of an infant in full-time, center-based care is $6,180 more than the cost of care for a preschooler in center-based care. $12,372
Infant Preschool
“
If the City could provide, low- or no-cost child care for City employees, it would not only be a tremendous help, but a great recruitment and retention tool.
” – Parent
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Meeting the Needs of Burbank Families
16 As our state moves towards healing from the pandemic, many changes made during the pandemic to reduce the risk of exposure to COVID-19 remain - including working remotely. To better understand how these shifts have impacted child care needs, we gathered information regarding survey participants’ working status. For example, we asked questions regarding their employment status (full time, part time, or unemployed), working office status (full-time remote, full-time in the office, hybrid, etc.), and industry.

The survey found that 79% of participants were full-time employed, 14% part-time employed, and 6% unemployed.

Working Population in Burbank
“
It would be great if Burbank had a location that did whole days part time. For instance[s] 2-3 days a week. ” – Parent
When we analyzed public data, we found there are 53,095 workers living in Burbank. At least 36% of these residents work within the city. The remaining 64% of residents commute outside of the city for work. We also found that women are marginally more likely than men to remain within the city for work. At least 37% of female workers and 34% of male workers worked within the city. Recognizing whether Burbank residents work in or outside of Burbank is valuable information that can help Burbank YMCA determine whether new child care facilities are needed.

Next, we reviewed participants’ working situation—whether they work full time in the office, fully remote or at home, or in a hybrid situation where they commit a few days a week in the office and the rest at home or remote. We found that 18% of participants work remotely, 51% work full time in the office, and 31% of participants are in a hybrid situation. The 18% of participants that are fully remote and the 31% of participants that are hybrid may impact the need for child care since many parents now have the opportunity to work at home and care for their children themselves. In fact, we asked participants this and found that 20% of participants do work from home and provide care for their children.

In Burbank, there are 45,982 workers aged 16 and over who do not work at home and commute to their workplace. Their commute to work begins at different times throughout the day. Eighty-two percent of workers depart for work in the morning. At least 10% of workers depart for work during the midday.

Workers departing for work in the evening or night hours make up 8%.

Lastly, we analyzed CCRC families receiving child care in Burbank; of the 108 families who reported work hours, 35.2% reported working part time and 64.8% reported working full time. We provided data around the work hours of families because they may indicate the type and hours of child care families need. Some parents shared their sentiments regarding the hours of care in our survey, illustrating that the hours of operations for child care is a challenge for some parents. 256
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FIGURE 6. BURBANK RESIDENTS WORKING WITHIN OR OUTSIDE OF BURBANK CITY BOUNDARIES “
The other options for child care in campus don’t even take kinder unless the[y] are late start so what are working parents supposed to do with the kids for the 8-9:30 hour before the start [of] late bird tk. ” – Parent
The top four industries reported on the survey were Arts, Entertainment, and Recreation (13%), Educational Services (13%), Health Care and Social Assistance (13%), and Professional, Scientific, and Technical Services (8%). Burbank is home to many arts and entertainment companies. Our data from the survey supports this, with 33% of participants currently working for companies within these industries.

In fact, the top five employers referenced the most often in the survey were City of Burbank, Burbank Unified School District, Walt Disney Company, Kaiser Permanente, and Warner Brothers. Table 2 lists the employers of those who live or work in Burbank and completed our survey.

Type of Employers Engaged
Source: U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table B08008. 36%
64%
Over 60% of Burbank residents work outside of Burbank.

Worked in Burbank
Worked outside of Burbank
FIGURE 7. TOP EMPLOYMENT INDUSTRIES REPORTED BY PARTICIPANTS FROM BURBANK SURVEY 0 3 6 9 12
13%
13%
13%
8%
6%
6%
6%
4%
4%
4%
The top 3 industries represented in the survey were health care and social assistance; education services; and arts, entertainment, and recreation.

Arts, Entertainment, and Recreation
Educational Services
Health Care and Social Assistance
Professional, Scienti/f_ic, and Technical Services
Manufacturing
Accomodation and Food Services
Finance and Insurance
Public Administration
Management of Companies and Enterprises
Utilities
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Meeting the Needs of Burbank Families
18 TABLE 2. TOP EMPLOYERS REPORTED ON BURBANK SURVEY
The Top Employers Represented in the Survey
City of Burbank
Burbank Unified School District
The Walt Disney Company
UCLA
Kaiser Permanente
Warner Brothers
Burbank Water and Power
County of Los Angeles
Children’s Hospital of Los Angeles
Burbank Police Department
Los Angeles Unified School District
Netflix
McDonald's
Northeast Valley Health Corp.

Following the employment status questions, questions regarding child care needs were proposed to determine what survey participants deemed as important factors when accessing their child care needs.

Throughout this report we saw how inaccessible child care is to many working-class families in Burbank.

Not only are the annual prices for child care high, but also the lack of available spaces and the hours of operations make finding child care challenging. There were 525 participants who live or work in Burbank, and our survey data showed that 69% of participants had their children in care, while 31% did not. For those who did not have care, 81% were looking for care. Upon further analysis of those who were not seeking care, we found that 37% of participants were not seeking care because their partner or spouse provides care for their child full time and 23% of participants had a grandparent or relative provide care. Many of those Burbank families shared their struggles with long waitlists, finding part-time care programs, and extremely high cost. Thus, we know beyond a doubt that there is a high need for child care in Burbank. Next we will share some of the services parents in Burbank currently access, what they value, and their desires for what could be done to promote access to child care in Burbank.

The Need for Child Care in Burbank
“
The locations that offer better care have very long waiting lists. The cost of care is high. ” – Parent
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What types of child care services do parents in Burbank access, value, and desire (including but not limited to program type, hours, location, expertise, affordability, services)?
Sixty-nine percent of total survey participants currently have their children enrolled in child care.

According to those who selected their child is currently enrolled in care, 87% shared their children are enrolled in a child care center or a home-based child care program. The vast majority of these families receive care in Burbank (85%). For children receiving care outside of Burbank, the top cities they receive child care were Glendale (27%), North Hollywood (7%), Toluca Lake (5%), Van Nuys (7%), and Los Angeles (5%). This data confirms our findings from another question. When asked how far participants were willing to drive to their child’s child care program from their home or their work place, 81% shared they are willing to drive 10 miles or less. Given the geographic location of Burbank, it is of no surprise of the children not receiving care in Burbank, that many of them receive care in neighboring cities. When asking about child care location preference, we found that 35% of participants preferred their child care to be located at the midpoint between their home or place of employment. While 34% preferred their child’s child care to be near home and 17% selected near their place of employment. Only 11% preferred their child care to be located near a relative and 3% near the child’s or their sibling’s school.

Program Type and Location
Drawing on our findings from the survey as well as public data, we analyzed Burbank families’ preferences on program type and distance from home to care, additional services needed, and challenges and barriers families face finding and accessing child care.
“
I would like to see Childcare programs like the County has for employees. On-site childcare and financial assistance programs.
” – Parent
FIGURE 8. PERCENT OF CCRC FAMILIES RECEIVING CARE IN BURBANK Source: CCRC Financial Assistance Data on Family, Children, & Providers. 2022.

Live in
Burbank,

37.1%
Live outside
of Burbank,

62.9%
More than 60% of CCRC families receiving child care
in Burbank are not Burbank residents.
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20 We also reviewed current usage by parents receiving subsidized child care spaces. There were 256 families receiving child care in Burbank with assistance from CCRC (Financial Assistance Data on Families, Children, & Providers in Burbank, California, 2022). Thirty-seven percent lived in Burbank and 63% lived outside of Burbank. For the 256 families receiving child care in Burbank, many were getting care from different types of providers. Fourteen families had two different providers, making 270 the total number of providers used by families. When the number of providers used was broken down by type, 57% were child care centers, 33% were family child care (FCC), 10% were family, friends, and neighbor (FFN).

FIGURE 9. TYPE OF CHILD CARE CCRC FAMILIES RECEIVE IN BURBANK FIGURE 9. TYPE OF CHILD CARE

CCRC FAMILIES RECEIVE IN BURBANK
0 10
20 30
40 50
60 Source: CCRC Financial Assistance Data on Family, Children, & Providers. 2022.

37.1%
Child Care Centers Family Child Care Homes Family, Friend, and Neighbors

62.9%

62.9%
A majority of children receiving care in Burbank are
attending a center-base location.
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There are many aspects of care that are important when considering different child care options, but one that is of upmost importance in any city is the monthly cost of child care. There were 364 survey participants who selected ‘Yes’ when asked if they currently have child care were also asked how much they spend monthly on child care. Thirty-five percent of participants shared they spend between $1,000 to $1,499 a month on child care. While 20% spend between $1,500 to $1,999 a month on child care.

Figure 10 illustrates the distribution of survey participants’ response to the monthly cost of care. What the survey data illustrates is that at least 3 out of 4 survey participants spend $1,000 or more on child care a month and almost 40% spend $1,500 or more on child care per month. Similarly, we asked 126 participants who did not have child care, how much they were willing to pay for care. We found that of those participants without care for their child, 36% were only willing to spend between $500 to $999 per month on child care, while 24% were willing to spend between $1,000 to $1,499 per month. Very few of these participants were willing to spend more than $3,000 per month for child care. As mentioned earlier, the annual cost of child care in Los Angeles County can range from anywhere between $12,000 to $18,000 annually, which many participants confirmed in our survey. For example, one parent shared, “we need more facilities that are affordable and/or subsidized. Last I checked (pre-pandemic) when my daughter was in pre-k, the monthly cost for a full-time daycare in Burbank was over $1500. ” We learned through our informal interviews with members of the Burbank Infant Group that subsidized child care only recently began accepting care for four-year-old children. Considering the high cost of care, there may be a need to accept subsidized child care for four-year-old children in Burbank, especially for families who make over the income limit for financial assistance. Families in Burbank who do make over the income limit for subsidized child care still undergo financial hardships; with the high cost of care and the cost of living in Burbank, many families over the income limit are still living paycheck to paycheck and struggle to make ends meet. A parent from our survey shared the hardship their family faces in the following passage:
“Cost of living in Burbank is very high and because my husband and I are above the income threshold, we do not qualify for any type of resources. However, we live in a 2 bedroom apartment and can’t afford to move because the rental market is outrageous. We also don’t qualify for any assistance because of our income, so truly we are living paycheck to paycheck hoping we can make it to the next month. It’s sad that deductions are not included when looking at someone’s income and it should be because the amount of taxes/deductions that CA takes out are God awful. It would be nice to include some type of housing or childcare assistance for those of us who work hard but are constantly overlooked at because our income is “too high”!! $150,000 (no deductions included) isn’t anything if you look at all you spend in a year to live. (Rent)42,000+(childcare)12,000 = [$]54,000. That’s literally my yearly salary, so all I do is work to pay for childcare and rent, how sad is that. I do appreciate the opportunity to express my challenges and really hope that things begin to change for families like mine. We give too much to receive so little. ” Affordability and Financial Assistance
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Meeting the Needs of Burbank Families
22 In addition to the cost of child care, the survey asked participants questions regarding needing financial assistance (or subsidy) for child care. We first asked participants if they have ever applied for financial assistance for child care and 59% of participants shared that they had not applied. In 2022, the income eligibility for child care financial assistance was adjusted to $82,102 for a family of three and $95,289 for a family of four (The 2023-24 Budget: Child Care Proposals, 2023). To ensure that participants were aware of the new income eligibility for child care financial assistance, the survey asked if participants were eligible—49% of participants were eligible. For those eligible, 97% of participants said they would apply for financial assistance. Regardless, our survey indicates that many families in Burbank make over $100,000 annually, but continue to struggle to pay rent, child care, and support their families.

FIGURE 11. CHILD CARE BUDGET FOR BURBANK SURVEY PARTICIPANTS WITHOUT CHILD CARE 0 5
10 15
20 25
30 35
40 Source: CCRC Financial Assistance Data on Family, Children, & Providers. 2022. 19%
$0 - $499 $500 -$999 $1,000 - $1,499 $1,500 - $1,999 $2,000 -$2,4999 $2,500 -$2,999 $3,000 -$3,499 $3,500+ Unknown 36%
24%
10%
4% 4% 2% 0% 2%
For participants who did not currently have care, 60% were willing to spend between $500 - $1,500 per month on child care.

FIGURE 10. MONTHLY COST OF CHILD CARE PER CHILD FOR BURBANK SURVEY PARTICIPANTS 0 5
10 15
20 25
30 35

37.1%
$0 - $499 $500 -$999 $1,000 - $1,499 $1,500 - $1,999 $2,000 -$2,4999 $2,500 -$2,999 $3,000 -$3,499 $3,500+ Unknown 21%
35%
20%
9%
4% 4%
2% 0.3%
Nearly 50% of survey participants spend between $1,000 - $2,000 monthly on child care.
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“
My priority with childcare is safety. To feel at ease about child care, I look for a facility that takes safety top of mind which includes, locks, gates and limiting public visitors. Also, with Covid-19 continuing being a daily threat and harmful to little bodies, cleanliness is also something I take serious and is important to me and my family. ” – Parent
The level of service provided, the program location, and other programmatic aspects of a child care program are also valuable to current parents and future parents seeking child care. We asked participants to rate the importance of their child’s safety and health while at a child care program, the location of the program, the cleanliness of the facility, option for live camera viewing, cost of the program, if the provider is licensed, and the curriculum used at the program. These questions were developed based on other child care surveys CCRC has conducted in the past, both in partnership with other stakeholders and in-house surveys sent to our parents and providers. Overwhelmingly, 93% of participants ranked their child’s safety and health as ‘Very Important. ’
Additional Services for Families to Access
FIGURE 12. BURBANK SURVEY TOP CRITERIA FOR FAMILIES WHEN SEEKING CHILD CARE Source: CCRC Financial Assistance Data on Family, Children, & Providers. 2022. 24%
10%
4% 4%
Child’s safety and health
Location
of the
child care
facilityCleanliness
of the child
care facility
Provider is
licensed
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24 The next most important criteria about child care programs for participants was the cleanliness of the child care facility (86%). We also asked participants if having their child care program licensed was important; we found that 79% shared it was ‘Very Important. ’ When ranking the important of location, two out of three participants stated that location was ‘Very Important. ’ However, the cost of the child care program, the curriculum used at their child care program, and the option for live camera viewing were still important to participants, but not as important as child’s safety, cleanliness of the facility, provider being licensed, and location. Although, we asked participants to rank among the list provided, we wanted to ensure participants shared other preferences that are important to them. When asked what else is important to participants regarding their child care decisions, 146 participants shared their input. Thirty- six percent of participants stated that the quality of the child care staff is very important to them. In addition, participants shared that a flexible schedule is also important, with 19% of participants expressing scheduling and availability as important factors when seeking child care. Lastly, 15% of participants mentioned nutrition and the variety of food options available to their child as important. Overall, we found that the most important criteria to participants when seeking care is ensuring their child is with a provider who prioritized the health and safety of the child, the cleanliness of the environment, and a provider that is licensed as the most important. The quality of the education and the cost was important, but not necessarily as important as a safe environment. When asked what the City of Burbank can do better to assist, participants shared that more financial assistance should be available to more than just the lowest earners (37%) and expressed the need for more child care options—including after and before school care and partial-care options (14%). Table 3 illustrates the additional items participants included in the survey that were not addressed in the ranked criteria.

Please explain what the City of Burbank could do to better assist you in your child care needs�
Affordable child care or financial assistance 37%
More child care spaces 16%
More options for after school, before school, or partial care 14% Flexible time 12%
Additional on-site or at work child care provided by employer 8% The need for infant care spaces 5%
Wants more information regarding child care opportunities 4% More attention to children with special needs 2%
Additional standards or regulation 2%
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Lastly, our survey also sought additional information from families with children who have disabilities or had received special education diagnosis and services. We found from our survey that 23% of participants shared their child received special education diagnosis and services; we did not ask if their children had special needs. However, we still heard from parents from our survey regarding their concerns about placing their child in a program due to their child’s special education diagnosis and services. One parent wrote, “I would love to put my daughter in an after-school program but I worry that the caretaker will not know how to handle her when she has meltdowns or when she does things that are not “age appropriate. ” She has special needs and it is very subtle. ” In comparison, we found with U.S. Census data, there are roughly 19,000 children under 18 in Burbank and nearly 400 (2.1%) of these children have a disability.

The most common disability is cognitive difficulty (40.4%), followed by self-care difficulty (27%), vision difficulty (24.4%), hearing difficulty (4.4%), and ambulatory difficulty (3.8%). Although, only 2% of the child population in Burbank has a disability, it would be prudent to provide services that address the needs of all children. We recommend this because there may be children who do not live in Burbank but receive care in Burbank such as the 23% of participants from our survey who has shared their child has received a special education diagnosis or service.

FIGURE 13. U.S. CENSUS TYPES OF DISABILITY FOR CHILDREN UNDER 18 IN BURBANK There are challenges and barriers that many parents face when looking for child care especially for families who work or live in Burbank due to the high cost of living in the city. As the data show, cost is a significant barrier, even for those who make over $100,000 annually. Compounded by the high cost of living and high rent, many families spend half of their income on rent and child care alone. Families in our survey expressed the need for affordable child care and financial assistance from the city to help families in need. Not only is the cost a barrier, but also the location of the program and quality of care. Finding child care with available spaces that are near home or near one’s workplace is difficult. There are usually two-year long waitlists, no availability that meet parents’ working schedules, or finding a provider who is licensed (and meets quality standards) to care for their children. In fact, we heard from parents that the most important criteria for them when seeking child care is the safety and health of their child while in Challenges and Barriers
0 10
20 30
40 50
Source: U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table S1810.

4.4%

24.4%
Hearing diﬃculty Cognitive diﬃcultyVision diﬃculty Ambulatory diﬃculty Self-care diﬃculty

40.4%

3.8%

27.0%
In Burbank, 40% of children under 18 has
cognitive diﬃculty.
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26 care. Many families struggle with trusting someone outside of the family to care for their child, therefore, it is paramount that Burbank invest in child care facilities that can ensure the safety of the children in their care. Lastly, finding care that can address the needs of children with special needs or disability is a challenge some families face. While many parents who live or work in Burbank may appear to be financially stable, they face many of the same challenges and barriers any family looking for child care may face.
“
Our biggest challenge has been finding quality aftercare for our son who is in Kindergarten because he finishes school at 11:25 every day. We have him in a local daycare after school, but it is not high quality. We are on waitlists for 4 different after care programs, including YMCA.
” – Parent
How many infant care spaces are available to meet the demand for infant care in Burbank?
Apart from wanting to know more about child care financial assistance, the Burbank YMCA was also interested in the need for infant care. First, we were interested in knowing how many participants had used licensed infant care in the last two years. There were 525 participants who live or work in Burbank and 164 of these families had children newborn to two years of age. We found that 48% had used licensed infant care. In addition to seeking infant care, we found that 36% of participants had been on a waiting list for infant care. For the 36% of participants who were on the waiting list, 29% were still waiting for care.

When analyzing CCRC data, we found that there were 567 infant care spaces in Burbank. Two hundred and sixty-one of these spaces were allocated to child care centers while 306 were for family child care.

In fact, 4% of participants voiced their concerns regarding the lack of infant care spaces in Burbank.

Participants felt the City of Burbank could do better to assist participants with their infant care needs.

One parent shared their concerns stating, “There are not enough care facilities for young children (under 2). The waiting lists may be as long as a year. As soon as the pregnancy occurs, the family needs to start looking for the child care without even knowing what the needs of their future child would be. ” “
The cost of child care is extremely expensive and don’t have enough programs for infants. ” – Parent
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The Burbank child care needs assessment provides an overview of the current child care preferences of Burbank families and those who work in the Burbank community. Our study finds that Burbank not only needs more spaces for child care, but there is also a need for different types of child care such as programs that better suit a working families’ eight-hour work-day schedule or additional services for children with special needs. To address the needs of families working or living in Burbank, we have composed a list of recommendations based on the findings of this community assessment:

First, we recommend that Burbank continue to build on their connections with city stakeholders, city employers, and major entertainment companies to address concerns facing families in Burbank and those who work in Burbank. Our work with the Burbank YMCA and our capability to engage Burbank employers and stakeholders to address the need for child care in their community is testament to how vital collaboration and partnership is in a city such as Burbank.

Second, we suggest Burbank work with their partners to provide financial assistance to single-parent households, low-income households, and families making above the financial assistance threshold. Not only did we find that there were many families eligible for financial assistance in Burbank, but we also received many responses regarding the need for financial assistance from those who do not qualify for the new child care eligibility. Many shared their concerns that the cost of living in Burbank is too high and that even with two incomes, they still struggle to make ends meet.

Third, we believe investing in additional services for families who are hybrid or part-time employees would be highly beneficial to families who were impacted by the pandemic. We also heard from families that over two-year long waitlists were a barrier to child care, thus opening additional facilities that provide a variety of hours or type of care options would be valuable to these families in need of support.

Finally, the political state of our country and local government puts Burbank in a unique position to leverage new child care funding. The child care and child education field has received an influx of dollars to help families and businesses that were impacted by the pandemic. The American Rescue Plan provided $24 billion in child care and increased child care spaces by 200,000 for the Alternative Payment Program nationally. The results found in this report should be used to help improve access to child care services so that all Burbank families have access to the support they need.

Recommendations
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28 • Access to affordable child care is vital to ensure the healthy social and emotional development of young children, as well as the economic growth of the community. • The years between birth and age 5 are critical for brain development, and how parents and caregivers interact with young children during this time makes a difference in all future learning, behavior and health (Melnick et al., 2017).
• Children who participate in high-quality early care and education programs show improvements in many key facets of child development: social-emotional competencies, cognitive ability, and academic achievement.
• The Child Care Resource Center (CCRC) Research team conducted a needs assessment utilizing public data and developed a parent survey to receive insight on child care needs and preferences directly from families who work or live in Burbank.
• The survey was distributed to key employers in Burbank, stakeholders, and on social media. The survey instrument comprised of 40 questions and generated 525 responses. • Our findings are comprised of a compilation of data we received from our survey, data collected from CCRC financial assistance data, as well as findings from U.S. Census data. • In the survey, participants shared that although their annual incomes are above $100,000, the cost of living in Burbank and the cost of child care are so high that it continues to prevent them from economic mobility as they live paycheck to paycheck.
• Second, CCRC data showed that there are not enough child care spaces available in Burbank to meet the needs of the children under six residing in Burbank, with only 36% of children having access to child care.
• There is a need for not only financial assistance to child care services but also additional services such as programs that provide care for families who work full time as well as part time, services for single- parent households, additional child care spaces and facilities to reduce the long waitlists, and infant care spaces to meet the current needs of families and the projected needs of future families. • Overall, our study found the most important criteria to participants when seeking care were ensuring the safety and health of their child while in care, the cleanliness of the environment meets parents’ standard of quality, and the provider is licensed.
• Most alarming were findings around single-mother households in Burbank, with 20% of their income spent on child care, and making well below the median income in California. • The Burbank Child Care Needs Assessment report indicates that there is a clear need for more support from the city to address child care services and availability. • The city estimates the daytime employment is currently over 130,000 jobs which exceeds the 45,000 housing units in the city. This has created a “jobs-to-housing imbalance” and with so many proposed developments coming to fruition in the next several years, in 2019 the City Council set a goal to build 12,000 residential units by 2035 (Associates & Inc., 2022). • As a result, affordable and quality child care is becoming increasingly challenging to find. The COVID-19 pandemic highlighted the essential need for child care and resulted in record-high funding for publicly funded child care and early learning programs. • Our study finds that Burbank not only needs more spaces for child care, but there is also a need for different types of child care such as programs that better suit a working families’ eight-hour work-day schedule or additional services for children with special needs.

Summary
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• Based on our findings, we recommend that the Burbank Infant Group take these next steps to improve access to child care services and financial assistance for child care:

1. Build on their relationships and connections with city stakeholders to address concerns facing families in Burbank and those who work in Burbank.

2. Offer financial assistance to single-parent households, low-income, and families earning wages above the financial assistance threshold.

3. Invest in additional services for families who are hybrid or part-time workers, such as open facilities that provide a variety of hours or type of care options.

4. Leverage new state and federal funding. The American Rescue Plan invested $24 billion in child care and added 200,000 child care spaces through the Alternative Payment Program. 269
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30 American Rescue Plan Funds Provided a Critical Lifeline to 200,000 Child Care Providers – Helping Millions of Families to Work. (2021). Retrieved February 15, 2023, from https://www.whitehouse.gov/ briefing-room/statements-releases/2022/10/21/fact-sheet-american-rescue-plan-funds-provided-a- critical-lifeline-to-200000-child-care-providers-helping-millions-of-families-to-work/ Associates, K. W. (2022). Burbank 2021-2029 Housing Element.

Boyd-Barrett, C. (2022). California Has a Child Care Crisis. How Finding It - and Paying for It - Can Be a Nightmare. The Fresno Bee. Retrieved from https://healthpolicy.usc.edu/article/california-has-a-child- care-crisis-how-finding-it-and-paying-for-it-can-be-a-nightmare/ Burbank Unified School District Child Care Options. (2023). Retrieved January 7, 2023, from https://www. burbankusd.org/Page/2021
California Child Care Resource & Referral Network. (2021). Los Angeles County Family & Child Data.

Child Care and Development Infrastructure Grant Program. (2023). Retrieved March 15, 2023, from https:// www.cdss.ca.gov/inforesources/child-care-and-development/infrastructure-grant-program Childcare Prices by Age of Children and Care Setting. (2022). Retrieved February 10, 2023, from U.S.

Department of Labor website: https://www.dol.gov/agencies/wb/topics/childcare/price-by-age- care-setting
Financial Assistance Data on Families, Children, & Providers in Burbank, California. (2022). Child Care Resource Center (CCRC).

Malik, R. (2019). Working Families Are Spending Big Money on Child Care. Center for American Progress.

Melnick, H., Ali, T. T., Gardner, M., Mier, A., & Wechsler, M. (2017). Understanding California’s Early Care and Education System. Learning Policy Institute.

Network, C. C. C. R. & R. (2019). Licensed Child Care Costs. Retrieved January 26, 2023, from Licensed Child Care Costs website: https://rrnetwork.org/assets/general-files/Child-Care-Costs-2020.pdf Price, A., & Villarosa, A. (2021). The Cost of Being Californian. Insight Center.

Study finds San Mateo County is experiencing a severe child care shortage. (2023). Retrieved January 25, 2023, from Study finds San Mateo County is experiencing a severe child care shortage website: https:// www.rwcpulse.com/local-news/familylifestyle/study-finds-san-mateo-county-is-experiencing-a-severe- child-care-shortage-6383981
The 2021 Child Care Portfolio: Los Angeles County. (2023). California Child Care Resource & Referral Network.

The 2023-24 Budget: Child Care Proposals. (2023). Retrieved from https://lao.ca.gov/Publications/ Report/4672#:~:text=The%202021%E2%80%9122%20budget%20agreement The State of Early Care and Education in Los Angeles County. (2017). Retrieved March 14, 2023, from First 5 LA website: https://www.first5la.org/article/the-state-of-early-care-and-education-in-los- angeles-county/
Bibliography
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Types of Child Care in California. (2023a). Retrieved March 9, 2023, from https://www.cdss.ca.gov/ inforesources/child-care-licensing/resources-for-parents Types of Child Care in California. (2023b). Retrieved March 9, 2023, from https://www.cdss.ca.gov/ inforesources/child-care-licensing/resources-for-parents U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates. (2022).

U.S. Census Bureau QuickFacts: California. (2022). Retrieved February 8, 2023, from https://www.census. gov/quickfacts/fact/table/CA/BZA210220
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32 Demographics

1. Do you live or work in Burbank?
 Yes
 No

2. Are you a parent with children between the ages of 0 to 6?  Yes
 No

3. What is your marital status?
 Single
 Married
 Divorced
 Widowed
 Prefer not to answer

4. How would you describe your race/ethnicity?
 American Indian or Alaskan Native
 Asian or Asian American
 Black or African-American
 Hispanic origin or Latino/a
 Native Hawaiian or Pacific Islander
 White
 Prefer not to answer

5. How many children live in your household?

6. What are the ages of your children?

7. What is your ZIP code?
Employment

1. What city is your company’s headquarter located in?

2. Who is your employer?
APPENDIX 1. Survey Questions
Appendices
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3. What industry are you working in?
 Accommodation and Food Services
 Administrative and Support and Waste Management and Remediation Services  Agriculture, Forestry, Fishing and Hunting
 Arts, Entertainment, and Recreation
 Construction
 Educational Services
 Finance and Insurance
 Health Care and Social Assistance
 Information
 Management of Companies and Enterprises
 Manufacturing
 Mining
 Other Services (except Public Administration)
 Professional, Scientific, and Technical Services
 Public Administration
 Real Estate Rental and Leasing
 Retail Trade
 Transportation and Warehousing
 Utilities
 Wholesale Trade

4. Describe your current working situation.
 Fully remote work
 Full-time in the office
 Hybrid
Child Care Setting

1. Do you currently have child care for your children?

2. Do you take your child to a child care location such as a child care center or family child care home?

3. Do you have relatives or other close friends provide child care for you on a regular basis?

4. Are you planning to seek child care for your child(ren)?

5. Does your child currently attend child care in Burbank?

6. In what city does your child attend child care?

7. What is the reason for not seeking care for your child? ☐ Partner or spouse cares for my child(ren) full-time
☐ Grandparents or relative provides care for my child(ren) ☐ We hire someone who provides care for my child(ren)
☐ I work from home and provide care for my child(ren)
☐ Other

8. How much does your child care cost monthly?
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34 9. How much are you willing to pay monthly for child care? Please rate the importance of the items below when seeking child care for your current or future child:

10. Are there any other items missing from the question above that ARE very important in your child care decision-making process?

11. Has your child received special education related diagnosis and service?  Yes
 No
 Not applicable
Financial Assistance for Child Care
Subsidized child care programs provide financial assistance for families to obtain licensed child care centers, licensed family child care homes, or license-exempt care. Many of these programs are based on household size and income eligibility. There are many types of subsidized child care programs, including:

CalWORKs Stage 1-3, Alternative Payment Program, Migrant Alternative Payment Program, Bridge Program, Children with Severe Disabilities, California State Preschool Program, Head Start, General Child Care and Development, Family Child Care Education Home Networks, etc.

1. Have you previously applied or plan to apply for financial assistance for child care?  Yes
 No

2. In 2022, the income eligibility for child care financial assistance is $82,000 for a family of three and $95,289 for a family of four. Knowing this information, does your family qualify for child care financial assistance?
 Yes
 No

3. Would you apply for child care financial assistance?

4. Please state in the space provided the reason you are not interested in child care financial assistance.

5. Have you used licensed child care for a child under the age of two in the last two years?  Yes
 No
Very important Somewhat important Not important
Child’s safety and health
Cleanliness of facility
Cost
Curriculum
Location
Option for live camera viewing
Provider is licensed
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6. If you were seeking infant care for your child under the age of two, was there a waiting list?  Yes
 No
 Not applicable

7. Did you succeed in receiving child care?
 Yes
 No
 Other

8. Is the City of Burbank doing enough for your child care needs?  Yes
 No

9. Please explain what the City of Burbank could do to better assist you in your child care needs.

Commute

1. How do you commute to work?
 Public Transit
 By car
 Bike/Walk
 Rideshare or carpool

2. Where do you prefer your child care to be located?
 Home
 Place of employment
 Midpoint from home and work
 Close to relatives/caregiver
 Other

3. How far are you willing to drive to your child’s child care from your home or place of employment?  < 10 miles
 15 – 20 miles
 > 21 miles

4. Is there anything else you would like to share with us regarding your child care needs or concerns regarding future child care needs?
Contact Information
To be entered to win our raffle prize, we will need your name, phone number, and email. This will ONLY be used to contact you if you are selected as the prize winner.

1. Would you be interested in a follow-up conversation regarding your child care needs in Burbank? Y/N First Name, Last Name
Email
Phone Number

2. If the opportunity arises, do we have your permission to contact you regarding your child care needs in Burbank?
 Yes
 No
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36 Redirect Page
Thank you for your interest!
Thank you for your interest in our survey, however, the survey is only for parents with children between the ages of 0 to 6 or future parents who work or live in Burbank.

We hope you have a wonderful day!
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APPENDIX 2. Burbank Needs Assessment Survey Data
Survey Qualitative Data
Is there anything else you would like to share with us regarding your child care needs or concerns regarding future child care needs?
Survey Question: Is there anything else you would like to share with us regarding your child care needs or concerns regarding future child care needs? A special fund for childcare services is suggested.

Activity forms and actual life
affordable child care and activities
Affordable child care is very hard for families to come by. The waitlists for many existing childcare facilities within Burbank are incredibly long, daunting and discouraging Affordable childcare please.

Afraid the child will be too young to adapt and will not get enough attention As long as you can take good care of the children, and have a good education, including the food needs to be tailored
Attention should be paid to the safety of children
Before school care needs to be expanded. For parents that need to be at work earlier or have a longer commute, drop off at 8am is too late.

Build multiple forms of support and services.

Care about learning
Child care costs
Child care is expensive and the criteria is crazy for assistance, because even if you make over 100k, with rent, food, medical insurance, it's difficult paying a $1000 monthly child care needs to be more affordable. i'd love for my two girls to go to an after school program but they're just too expensive for me at the moment.

Child development is important
Children are products of their environment. In this special era, we can't help but worry about whether the children of the COVID-19 generation will be affected physically and psychologically.

Children's pick -up safety
With everything that is seen in the newspaper, it would be good to put more surveillance in the schools
consistent staff is appreciated
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38 Cost is too high, the annual amount to qualify for aid is too low.

Emotional care for children
Flexible and affordable options would really help! Thank you! Food safety is also important
Food safety, place health safety
Formulate differentiated subsidy standards according to family income; To meet the conditions of the family to issue "childcare vouchers", in the form of payment in kind to reflect the universality of benefits
Good environment
have a healthy diet
Have more summer programs for kids TK-high school as an option. Last year my 12yr old sat home ebcsyse the Ymca didn't do a summer program for older kids. The gap of 6th through high school is left out of activity. What happened to the Instructor in Training that used to be done? Health and safety of children
Healthy Foods
Hi! I am a single mother who extremely in need of financial help get in a child care. I filled an application about getting child care financial aid but never heard anything back Hook teachers and other district employees up!
hope the staff in the nursery are professionally trained and qualified to get certificates. I hope they are all caring and take care of the children as their own children. Children's safety must be ensured and parents can rest assured only by caring for their children. Children's health should be paid attention to.

How to apply for financial assistance and explaining the income qualifications in a more clear manner.

We may qualify once credits are in and for net income, but probably not for gross income. This is why the previous question is difficult to answer.

I am hoping there will more options in burbank that are not out of date and dont cost an arm and a leg. Friendly staff and qualified staff.
• play based, nature exposure everyday
• Clean clean clean not out dated and dirty
• have a system to make sure to avoid spreading germs
• good communication between school and parents
• fun place to play and learn for toddlers
I am looking for child care for infants
I am very worried that today's children have gradually lost interest in learning, do not learn children's future is worrying.

I applied for ccrc years ago but never got a word, maybe more updates? 278
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I believe the threshold for financial need should be lowered so that more families qualify. My family is right on the cusp and would not qualify, yet it is nearly impossible to afford rent and childcare in Burbank with our income, and I are strongly considering leaving Burbank to find someplace more affordable to live.

I don't need him to learn how well, I hope he can play happily at this time I hope in the future that Burbank can boost the amount of available spots for children in their afterschool programs as well as their child care facilities.

I hope the child care center has good safety measures for the children I hope the facilities are good and the service is good
I hope the teachers are better
I hope to find a great location when I have a baby
I spent more time with her growing up
I wasn't aware of my childcare options in Burbank aside from my employer childcare. It would be helpful for more outreach and visibility for those starting to look for care in Burbank.

I would appreciate if I get on the child care. Thank you I would love for more home based childcare options.

I would love something more flexible, like a drop in daycare.

If I place my child I would like all staff to be certified and trained. Also for the curriculum to be developmentally appropriate for the age of my child, including toys and materials.

I'm afraid I won't see my kids
I'm afraid the child will think I can't have his favorite snacks I'm unsure of what the options are for next school year (2023 - 2024) when my child begins TK at elementary school. My 2nd grade daughter does BGC on-site at her school, but I don't believe they offer that for TK kids.

I'm worried that childcare can't properly take care of my child's physical and mental health as well as the child's safety
improve after school programs
Infants under the age of 3 do not have the basic ability of self-care and need more individualized care and care full of maternal love or affection. Compared with institutional care, "adjacent care" can not only provide a familiar and warm environment and stable attachment objects, but also provide infants with more attention and interaction.

It is very difficult to find child care in Burbank. Would appreciate a community resource list available. No one seems to have that.

It would be great if Burbank had a location that did whole days part time. For instance 2-3 days a week.

Or if they offered drop in rates.
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40 It's hard to juggle kids and work
It's too expensive! To pay for childcare for 2 children is insanely expensive, but necessary as someone who works in person. We have no choice but to pay the price, but it's hard! It's too expensive. Right now, it makes more sense for me to stay home than to pay for childcare. Which now is forcing me to leave the career I love and start to work from home doing something I don't love.

And that's not fair.

I've researched some facilities and other parents have commented that the wait lists are long.

Kindergarten schedule is really tough on working parents.

Lack of access to affordable quality childcare has been my biggest struggle as a single full time working mother in Burbank.

Let the children grow up healthily
Long hour care is needed
Making it more available for parents. If you don't register quickly enough, you get shut out of options.

More after school programs on school campus
More low cost options for newborns and more options that have part time childcare available. Financial assistance for those whose income is under 200,000 should be considered.

More options for special education services before kindergarten.

My daughter went to Monterey child care. We were very happy, but disappointed that she had to leave the day she turned 2. It made the transition to preschool very challenging. Continuity of care from 3 mo - TK is critical. Finding infant care was incredibly challenging.

My son is at Disney Elementary and my daughter will start K there next year. We've been very disappointed with the lack of after school care options - especially for Kindergarten. Other elementary schools seem to have more options and it is critical that the city ensures access to the same programs at all schools.

My priority with childcare is safety. To feel at ease about child care, I look for a facility that takes safety top of mind which includes, locks, gates and limiting public visitors. Also with Covid-19 continuing being a daily threat and harmful to little bodies, cleanliness is also something I take serious and is important to me and my family.

My work subsidizes child care costs, Approx 40%.

NAEYC certification is a plus.

Nowadays, children are excessively addicted to electronic products, but what they get from these electronic products is not learning knowledge, which wastes their time and wastes their perfect brains. I hope that more games can be developed for children to exercise their brains.

Nowadays, children are excessively addicted to electronic products, but what they get from these electronic products is not learning knowledge. I hope that the animation in the future can let children learn in happiness.
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Nowadays, children are excessively addicted to electronic products, but what they get from these electronic products is not learning knowledge. It is hoped that more games can be developed for children to exercise their brains.

Once students are in public school, the support system for TK/K is lacking and not available to all for full time employed parents.

One of the main concerns is the cost of good quality child care. The cost is equal to or exceeds a mortgage, especially with more than one child. If both parents want/need to work, most of their paycheck goes to pay for child care. So, even if a family exceeds the income limits to qualify for assistance, they could still be struggling financially to make ends meet.

Options for full time, part time, and drop in rates are important.

Our family attends the summer camp at YMCA. We have had a really wonderful experience is there. my suggestion is that the camp staff continues to attend continuing education. Sometimes there is a discrepancy with how each camp staff handles situations.

Partial day care options.

Pay and experience should be competitive so attrition rates are good.

Pay attention to food hygiene and safety
Please consider cost!
Provide financial aid
Safe and healthy living
Suggested in the original kindergarten based on the opening of nursery classes, the government to give some preferential policy support, so that these childbearing families do not worry about taking care of children difficult, practical for the sake of childbearing families. It will be a good thing for the people to solve their difficulties.

Summer care is super challenging. It is nearly impossible to get into the Burbank Parks & Rec camps (and I try every year at the minute it opens- the only year we got in was 2020 at the height of COVID).

Plus you cannot use them if your child is on the younger side and starting kinder in the fall since kids have to be five and one-half.

Teachers should have love
That is an excellent idea that YMCA communicate with CCRC.

The after school services for elementary age is not affordable at all elementary schools.

The City of Burbank should offer free childcare as an employee benefit for those who are not allowed remote work. Remote workers get these beneficial working conditions and can care for their children at home. We should get an at-work childcare benefit.

The cost is extremely high, especially at places like the Y, and the quality of care givers/teachers can only match what they're offering for a salary, which is no where near enough. Pay the teachers more, hire more experienced educators and care givers then it makes sense why we're paying what we do. 281
Meeting the Needs of Burbank Families
42 The cost would definitely be more of a concern if we had more than one child. While we do not qualify for financial assistance, we would unlikely be able to continue with YMCA should we have another child.

The environment around the childcare facility is safe
The option of childcare provided in Burbank are very limited and just one of them currently offers financial aid
The staff is caring. Patience,
The waitlists are very long for certain facilities. Most people hear about childcare through word of mouth, friends, etc. Perhaps there could be a database that parents could easily access that could be filtered using different criteria to help parents find and acquire childcare. If there is already such a database then more should be done to promote that.

Their should be more child care community centers available in all areas and it should be available even to lower class citizens
There are not enough care facilities for young children (under 2). The waiting lists may be as long as a year. As soon as the pregnancy occurs, the family needs to start looking for the child care without even knowing what the needs of their future child would be. For the parent, it feels like there are no right in the relationship with a child care facility, the only thing a parent can do is to take the kid out of that facility and look for a new one, no mechanism to enforce rules within current facility. And in a situation of both parents working full-time and lack of other relatives that can provide child care, it may not be an option. Another big struggle is that some private child care facilities do not give the parents to read the contract till the application fee (non-refundable) is paid and not telling the parents in advance about their vacation policy, for example. As a parent I pay application fee and then learn that this facility has more vacations a year than I have, which means I have to take unpaid vacation days (if my employer allows me to) and again, there is no way for me to cancel the application and get the refund.

There needs to be more options available in Burbank for working families with special needs children under the Kindergarten age. Low Cost and with full time hours.

There's nothing I want to share
Thr podcast- NO ONE IS COMING TO SAVE US is about this. Please help!! Three-year-old children are naughty, often make trouble at home, but he's very insecure, how can I solve Today's children are too addicted to electronic devices, but what they get from these devices is not learning knowledge.

Too far. Worried about safety
We have been very lucky.

We have declined after school care as we felt it was a bit of a precious commodity and wanted the spot to go to someone with more need. Had we felt we weren't taking a precious spot we probably would have enrolled our child in after school care.

We must pay attention to personal safety and food safety We need quality care. It is difficult but we have cobbled together a nanny, ATB, family, but other families are really struggling.
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We use around the bell through BUSD FYI.

We will set up inclusive childcare institutions and bring them under the supervision of education departments
When infants cannot solve problems in the process of active self-construction, they will have emotional breakdown. When they always fail, they will appear clingy, afraid of students, poor independence and other manifestations. Can the teacher handle the situation well at this time When they were young, my kids attended BUSD's Horace Mann preschool. It was a wonderful experience. We started in the infant class and continued until TK. I feel very lucky we had that opportunity. Burbank needs more programs like that.

Whether the child care provider is licensed and able to pay attention Will the staff be angry, abrasive or moody with the children, too many children packed into a small space, too few staff and children left unattended
With regards to child care for school-aged children, we definitely prefer programs that are located at the school rather than ones where the kids are bussed to a center.

Worried about his language skills
Would be nice to have a discount for multiple children in child care. Love it when there is food provided and would be willing to pay for it.

Would love to have an opportunity to match our kids with an affordable childcare center.

Yes I am elder child is going to Kindergarten next year and I am seeking for some afterschool program in Glendale or Burbank area that child care could cover while I am working. M Yes, I hope there can be affordable childcare services or programs in Burbank in a near future. It’s hard having to think and decide wether I stay home to take care of my child or go to work to pay for my bills and rent
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Meeting the Needs of Burbank Families
44 Please explain what the City of Burbank could do to better assist you in your child care needs.

Please explain what the City of Burbank could do to better assist you in your child care needs� A lot of aspects of the child care in private child care facilities are not regulated or not enforced. For example, there was time in my child care facility when kids didn't go outside for months, despite the good weather (not too hot or rainy) and good air quality. And there was nothing I could do about it.

I kept asking the caregiver to bring kids outside, but she kept making excuses. And this occurred during COVID-19 times, spending time outside as much as possible would be a great way to prevent the spread.

Affordable child care, flexible hours.

Affordable prices and more daycare options
After care is hard to get for kindergarten.

After school care for my 12 year old.

Better information and resources on available childcare facilities, and provide subsidies for child care.

Better options for after school and summer care for kids. Including better hours that are commensurate with two adults working full time.

Budget
Burbank could use more accredited and licensed daycare centers, that are NOT religiously affiliated, particularly for infants and young toddlers. We so appreciated the YMCA CDC! Burbank is heavily populated with wealth meaning they do not offer many assistance programs for the lower income families.

Burbank should explain the income threshold for applying for financial assistance and explain whether the income is gross or net because that's what makes a difference in qualifying for aid.

BUSD doesn't offer as many programs at Jefferson and are always waitlisted.

City should encourage and support construction of more licensed child care facilities for residents of the City. The current wait lists for high quality childcare are long. My child received a spot for child care only due to a temporary reduced demand for child care in mid 2020'due to COVID. The city could offer development incentives (increased density) to new residential or commercial developments who provide child care, and impose development fees to other developments to help non profit organizations develop new child care facilities. The city could also allow higher affordable housing densities in exchange for those developments providing lower cost child care services as part of the programs offered to affordable housing recipients.

Concerned about kindergarten (when we start in September 2023) will only be for 3 hours a day 284
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Cost of living in Burbank is very high and because my husband and I are above the income threshold, we do not qualify for any type of resources. However we live in a 2 bedroom apartment and can't afford to move because the rental market is outrageous. We also don't qualify for any assistance because of our income, so truly we are living paycheck to paycheck hoping we can make it to the next month. It's sad that deductions are not included when looking at someone's income and it should be because the amount of taxes/ deductions that CA takes out are God awful. It would be nice to include some type of housing or childcare assistance for those of us who work hard but are constantly overlooked at because our income is "too high"!! $150,000(no deductions included) isn't anything if you look at all you spend in a year to live. (Rent)42,000+(childcare)12,000=54,000. That's literally my yearly salary, so all I do is work to pay for childcare and rent, how sad is that. I do appreciate the opportunity to express my challenges and really hope that things begin to change for families like mine. We give too much to receive so little.

Could use more childcare options
Does not apply. I have relatives for child care.

Even though I do not meet the eligibility for financial assistance, I still would like options for financial assistance. It is still a struggle to afford tuition on a monthly basis.

Expanded affordable after school care
Facilitate more child care facilities (especially infant care) within the City of Burbank at reasonable prices.

Financially support the opening of more early childhood care spots (0-2) Free after school programs for school aged children are impossible to get into.

Good childcare is hard to find, and it's so expensive. Also concerns about my options when school is closed but I still need to work
Have more affordable child care and activities for the children.

Haven't been offered assistance as a Burbank Residence and this is the first time hearing of it.

Help set up more spots for children under 2
Hours do not work with my work schedule
I am not aware of any available childcare provided by the City of Burbank.

I believe child care is expensive in Burbank. Not to mention the extra food we need to pack for children.Many child cares in Burbank are not subsidized. Waiting list takes too long.

I don't know or have any resources other than CCRC which I've applied to and are waiting. I work and live in Burbank and have to drive outside of Burbank to a nanny because it's very expensive in Burbank.

I feel like the financial assistances and how to seek this assistance for Child care should be made available to us as parents. Especially if it is known that the family is using Medi-Cal and WIC for their families.
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Meeting the Needs of Burbank Families
46 I have applied for child care with CCRC and no response.

I have heard nothing about getting help with child care. I asked the school and they didn't offer any info.

I have reached out to all of the afterschool programs affiliated with Roosevelt Elementary and it is either too costly or there are no available spots for my children. I feel like the afterschool programs cater to a wealthier demographic in Burbank.

I haven't used their resources. I wouldn't know.

I like the program that my son attends but it is expensive. Another part of the problem is that the school day is too short. I hope Burbank can work it out with the teachers to provide normal school days for the students
I think Burbank should prioritize its residents first then people employed in the city of Burbank and so forth
I think the city does a lot and all of it is deeply appreciated. I know there could be more opportunities for more families that have much harder situations than we do. I am proud of what Burbank does.

I think the school district needs more partners and needs to offer huge discounts for their employees.

Often we don't need child care past 4 PM but have to pay for it until 6 PM. BUSD should want it's employees to have their children in Burbank so they feed directly to our k-12 schools and help enrollment. Having some benefits and reasonable child care for BUSD and city employees would encourage this.

I want services at the school. ATB is over $550 a month and we only go 2/3 days a week. Too expensive for us for only 5 hours a week. ASD for kinder is off site.

I wish Burbank City has more child care spots
I wish there was an option for I don't know! I don't know how the city of Burbank is involved, and I don't know what resources may be available to me via the city of Burbank to subsidize childcare or help me find care
I wish there were more low income child care services
I work for the City of Burbank Full Time. I plan to start a family within the next 2-5 years. Finding affordable, quality childcare is very important to me as I am 30 yrs old and make an average salary at the supervisor level. I am looking for some place clean, in Burbank, with diverse teachers and quality learning curriculum. City of Burbank employees could possibly receive free or discounted childcare.

I would like the city to provide a stipend for child care services I would like to get a financial assistance for my child. To get in a daycare in my area. My income qualifies for an assistance
I would like to see Childcare programs like the County has for employees. On-site childcare and financial assistance programs.

I would love a more affordable infant care option through the city. 286
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I would love to find a school:
• CLEAN & Safe
• don't allow kids that have cold to come to school to avoid spreading germs • Play based but still teaches stuff
• Arts and crafts
• Lot of nature time
• Teachers are kind and nice and good communication to parents • live cam would be nice
I would love to put my daughter in an after school program but I worry that the caretaker will not know how to handle her when she has meltdowns or when she does things that are not "age appropriate" She has special needs and it is very subtle.

Ideally, I would like a City of Burbank publicly funded child care center. (and would like federally funded child care centers)
If I can get a grant
If the City could provide, low- or no-cost child care for City employees, it would not only be a tremendous help, but a great recruitment and retention tool.

I'm not aware of any programs that fit my budget.

Income limits for assistance need to be increased to match cost of living in Burbank.

Infant and child care availability for those not necessarily meeting imcome assistance requirements.

Cost of living is expensive here and being just above the eligibility doesn't negate a need for affordable child care.

Infant and toddler care is impossible to find, unless an older sibling is already in the same program.

It does not feel like there are many viable child care options for full-time working parents. Most child care organizations close well before normal business hours are over or only operate part-time for certain age groups, which makes it difficult for parents to rely solely on child care organizations. We use a combination of child care facilities, private nanny, and relatives to help watch our two children while both parents work.

It's too costly for child care and school hours are less than other schools. Which means I have to pay more for child care for more time
I've found that most childcare in the area don't have space and the ones that have space are extremely expensive. Our family doesn't qualify for financial assistance. But the cost of childcare for 2 children causes financial hardship
Just wish it was more affordable and wait lists weren't an issue.

Kindergarten is part time in BUSD. I am a head of household solo parent working full time. There are only two option available to me at Disney Elementary--Around the Bell and YMCA. Neither presently offer any financial assistance and I cannot afford either. I bring my child home midday and he's stuck at home alone unsupervised while I continue to work. It's had a detrimental impact on his social and academic development. And is stressful for me.

Less of a waitlist, expand child care
287
Meeting the Needs of Burbank Families
48 Long wait list with a down payment
Low cost daycare for all.

Maintain Kinder after school care on school campuses. Prior to this year there were many kinder families stuck without after school options.

Make it clear what all our options are, including what financial assistance is available More affordable after school care where there's not a waitlist.

More affordable child care
More affordable summer options for older kids. Burbank parks and recreation is immediately full when registration opens
More ATB style spots at the school site. We are ok, but others desperately need it.

More child care centers. Horace Mann is unaffordable.

More cost efficient child care.

More facilities to choose from.

More families should be helped
More financial aid
More flexibility in scheduling
More lower-medium income program availability
More options especially for TK/K students that end school day well before most services. Only option for care is Around the Bell.

More qualified institutions could be established
More services for elementary age with better pricing. Better pricing.

More slots
My daughter will be starting kindergarten in 2023. I assumed that kindergarten would be the same number of hours as grades 1-5 and was disappointed to see that it is only a few hours a day, and therefore childcare will still be a substantial cost for our family since we will need to pay for half day care someplace.

My grandson is currently under my care and is attending a Burbank school. My provider is my husband, his grandfather. He was receiving money from CCRCCA and has been discontinued due to my income.

We are in need of continuing help with daycare expenses and are hoping this program can help us.

Thank you!
My wife and I both leave for work before 6am and most child care does not start that early. My wife and I work with hundreds of coworkers that also start early and leave their houses well before 6 but there is very limited options for kids to start at child care that early. 288
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Need more communication
Don't know if anything service from city of burbank
Need more options available for kindergarten students. There are limited options to accommodate the students short school hours. Most child care starts when elementary students are out of school which is much later in the day.

Need more preschool and TK options
No availability in programs on campus
Not enough affordable options. Long waiting lists on the preferred programs Not enough available information.

Not enough information
Not enough resources on seeking daycare and financial assistance e Not sure what can be provided
Open more childcare centers rather than the "home" type ones. More along the lines of the Peter McGrath child development center and make them affordable for all Burbank residents, not just those under the BHC Burbank Housing Program.

Our biggest challenge has been finding quality aftercare for our son who is in Kindergarten because he finishes school at 11:25 every day. We have him in a local daycare after school, but it is not high quality.

We are on waitlists for 4 different after care programs, including YMCA.

Provide employee child care.
-Provide Employer Provided Back-Up care for their employees. Many employers implement this and my previous employer paid for up to 9 days of back-up care per year.

Provide more affordable options for child care or more information on child care assistance. I was on a waiting for 2 years for child care with the burbank schoo district.

Provide more quality, affordable child care options.

Provide more spaces for infant care, which particularly challenging to find. Consider co-locating child care facilities with senior center to allow for inter-generational activities. Also need better after school options - especially for Kindergarten.

Provide on site child care
Provide quality low cost childcare
provide subsidies for child care
Provide subsidized child care or priority placement for City of Burbank employees Providing early access to child education
reduced child care options have been very limited as a single mom working part time. 289
Meeting the Needs of Burbank Families
50 Subsidized rates, or extend public kindergarten to younger age children.

Support providers and offer broader financial assistance. Childcare offered for few hours on an evening weekend for "parents night out" once a month would be wonderful. More summer camp childcare programs would help families in the city.

The BUSD does not offer ANY preschool options besides the SEED program. My child qualifies for the SEED (special ed) services but the hours of operation for the SEED program is only 2.5 hours a day. This does NOT work for working parents and sometimes a Nanny or driver is not an options financially. There MUST be a better option available for full time working parents that is ran by the school district for SPED services under the Kindergarten age.

The City of Burbank should not have sold Horace Mann to YMCA. YMCA does not teach the children.

The rate of turnover is extremely high. Lack of education in addition to the lack of celebration of any holidays is terrible. My child didn't want to eat the food they provided and they withheld her food until only 5 min left of snack/lunch time so she was starving even though we told the "teacher" every time but the constant turnover no one knew and they kept doing it. The HM YMCA has seen mass leaving of the original parents in fact, they all have left due to how terrible the child care is. We don't need people to just watch our children. We need them to actually care and educate our children.

The City of Burbank should provide free child care to all City employees.

The City's program through parks and recs seems to allow only a very small portion of kids to participate. There are far more children than the programs can support. Also limitations around hours make it difficult for parents with long work commutes.

The cost of child care is extremely expensive and don't have enough programs for infants The cost of childcare is so high, especially with multiple children that it is making it almost impossible to work and have quality childcare if you don't have family that can help. Childcare for two small children ends up costing as much or more than an average persons salary. Affordable childcare for people who don't qualify for subsidized childcare would be amazing.

The early education center is too expensive in Burbank and I have three kids .the hours are too late opening up at 8 am and I go into work at 7:40 am . Access to information to early care should be more available and affordable for families . Not everyone in Burbank are home owners .

The list is always long and always closed, no opportunity to get help until the child reached kindergarten age
The locations that offer better care have very long waiting lists. The cost of care is high.

The main child care centers in Burbank don't offer half days so if I want to send my kid there I need to pay for full time even though I wouldn't use it.

The only option for Special Education services before Kindergarten is not accessible for working parents due to the school's part-time hours.

The rest of the family can be taught about child care
The school district is not helpful nor does the school district itself offer enough child care options at all 290
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The wait lists are so long, with a lot of searching and digging required to find out where to start is very overwhelming. Mom-friends ended up guiding me in the end, but it would be better if the city had a cohesive site for all questions and links.

There aren't enough options. Every childcare option seems to have a waiting list.

There aren't enough spaces in the options that we have, and those options are limited or aren't resources I would ever use. I'm very protective and I don't trust a stranger driving my kid around, so there need to be more school resources. If they can fit all the kids at school during the day, they can fit a lot more than they do AFTER school currently.

There aren't many options for low income households to help with child care or school programs.

There has never been affordable childcare in Burbank. Every place is over 1200 monthly. I have never received placement for my first born who is no 11 either.

There is no financial assistance. When I applied for subsidized child care, I never got a response back.

Burbank doesn't seem to care much about mid/low income people.

There need to be more options and most importantly affordable options of childcare so parents can continue working in their career. In my opinion, childcare should be also supported by the city/state to support gender equality.

There needs to be more centers. Of the options, there were only 3 that I felt comfortable with and the wait list was excessively long.

There should be more affordable child care center in Burbank especially after school child care There should be more morning day care for working parents.

There should be more public school pre k options versus paying so much for full day child care and learning environments. Even when they get to kinder the fact that it is half day and you have to get on the around the bell waitlist that is 2yrs of waiting is ridiculous. The other options for child care in campus don't even take kinder unless the are late start so what are working parents supposed to do with the kids for the 8-9:30 hour before the start late bird tk. Rent is high here and parents need more reasonably priced options. The partial day childcare is still expensive where we might as well sign up for full day.

There shouldn't be wait lists at the Elementary school programs. And kindergarten should be a longer day. My son was at preschool full time so he's used to going all day.

They don't offer any program to help pay for daycare. The prices for child care in Burbank are very expensive. I even have to pay for before and after school programs that are from the Burbank district and they are expensive they don't fall anywhere in my budget. I have to look outside Burbank in order to find cheaper childcare and it's farther away for me to pick up my child after work.

They don't provide enough affordable options. I can't afford to pay a mortgage's worth towards childcare. I'm a teacher and I don't even get priority registration, let alone a discount.

They should offer free or discounted childcare as a benefit.

Too expensive and not supportive of single parents or low income families We could not find a place that had immediate openings
291
Meeting the Needs of Burbank Families
52 We need more facilities that are affordable and/or subsidized. Last I checked (pre-pandemic) when my daughter was in pre-k, the monthly cost for a full-time daycare in Burbank was over $1500, with the exception of 1 place.

It's practically cheaper to have an au pair than to send them to pre-school/daycare. Also, many daycares have weird hours (like 9-3) which does not work for parents who work full time.

We need more onsite childcare facilities especially at the elementary schools. My kiddo is not attending TK because we don't have any before or after school care on-site. We are stuck in regular childcare until childcare at school becomes available.

We need more Options
We need more options!!
When I was seeking care for my oldest (which is now about 10 years ago), there were few if any options for children under the age of 2. I'm hoping that's better now, but I ended up choosing a preschool in Glendale since I couldn't find a good option in Burbank. I also think that it can be very hard to find preschools and I know many parents on waiting lists, so more public information to help find preschools would be useful, and of course more spots!
When it comes to after school care, there's not enough options. I have 2 kids attending Disney elementary and the only option (ATB) that is available is too expensive. ASES has a waiting list. For child care and preschool, we are happy with the preschool we found but it took many tours and some luck because we were able to enroll our 2 year old because 2 kids were leaving to go to Kindergarten. If not, we would of been on the waiting list.

When my children were of child care age there were not enough cost effective quality sites in Burbank.

I had two boys 18 months apart and even with two full time incomes we took a big financial hit with paying tuition. Teddy Bear preschool was somewhat affordable but not high quality curriculum though fantastic care. We made too much money for financial aid but barely enough to cover childcare and all our other costs. Once they went to kinder there was no after care for them since the elementary school only offered after school care for 1st grade and higher. Burbank needs to do more for families With cost of living so high, assistance needs to be more accessible to the 100,000 to 150,000 family salary range
Would like to receive more information about current and future childcare opportunities. This information doesn't seem to be freely available as far as I can tell. would love for an after school spot to be available to my child automatically instead of vying for spots.

Longer child care hours would also be great.
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Are there any other items missing from the question regarding what is most important in your decision-making that ARE very important in your child care decision-making process? Are there any other items missing from the question above that ARE very important in your child care decision-making process?
A facility that provides healthy snacks or meals.

A healthy diet, a safe space
Ability to accommodate special needs
ability to get in - ie not on a wait list
Access to outdoor facilities
Accommodation for children.

Accreditation, Teacher Quality
After school care available
Age range of grouped kids, peer interactions (do my kids have friends there?), Flexibility of schedule appropriate cooked food in child care
Atmosphere
Attentiveness to Children and good personality fit for parents & children.

Attitude of staff
Availability and hours of operation
Availability, hours
Background screening
Background Tested
Background, livescan
Brand
Broaden his horizons
Care
Caretaker is trained to be able to handle a child with autism caring caretakers
Celebrating holidays, birthdays, etc. Teaching the children, not just babysitting them like YMCA does.
child education
293
Meeting the Needs of Burbank Families
54 Child to teacher ratio
Clear and frequent communication about child’s progress, accessibility to teachers and director, as well as the relationships and rapport built with teachers and staff is vital. Lack of rapport will lead me to avoid a place. My child needs to be important and feel part of the childcare family otherwise there is no point in registering my child into any program.

Comfort of facility: welcoming, warm people
Communication from the staff. Policies on Vaccinations. First Aid training for their staff members Communication with parents
Community relations
COVID protocols
Dietary safety and nutrition
Diverse socialization
Diversity in the teachers
do they provide food; is potty training necessary
Early drop off time and late pick up, ex: 7am-6:30pm
ease of communication with facility
Ease of commute. After school programs at school allow us not to transport kids in between facilities Education level of staff
Emergency protocol( earthquakes/fires/)
Employee Information
Enough teachers or assistants
Entry protocol
Experience and patience with kids
Experience of childcare providers
Experience of providers, ability to adapt environment to child's needs Experience of staff and care givers and who they are as people, how is their emotional intelligence? And is this taught to the kids?
Financial assistance programs offered
flexible hours
Flexible terms - for example pay for the days you need and not by the month or week. I usually only need childcare a couple times a week, and with most facilities charging a mandatory monthly or weekly fee, it is more cost effective to take a day off work.
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Food Safety
Food Safety for Children
food safety issue
Food section
food.

Give him more life hacks
Good Healthy Meals
Good reviews
Grow up with her
Growth Environment
Gut feeling
Hours
Hours - open by 7am and until 6pm
Hours (early and after care)
Hours and availability (consistently)
hours and food
hours available for care before and after school
Hours child care is open
hours of care
Hours of facility
hours of operation -- full day
Hours of operation (full day care), personality of care providers, teacher/child raio, outdoor space Hours of operation, consideration/support for special needs Hours of operation, including full day coverage
Hours of Operations, Homework Support
Hours of outside activity
hours to accommodate working parents (6:30am - 6:30pm)
How large facility is and number of children being cared for.

How many people are working there
295
Meeting the Needs of Burbank Families
56 how toe environment feels, how do the children look who are there, how is there art displayed, how are children redirected from a "bad" habit
I haven't thought of anything else
I need to know that there are good people caring for my child If they have friends or classmates there.

Inclusiveness and multiculturalism, ongoing teacher training, active communication with parents.

Instalaciones seguras para los niños
Is it close to home
Kindness, reliability and training of care takers
knowing about prior incidents and number a children in care/class Languages available
Level of care provided
Meals
need clean and helpful teachers who communicate well with parents and are nice to kids Number of children paper room
number of children to caregiver
Number of children to provider ratio
Nursing staff qualification certification
Nuturing environment that teaches kindness
Open time and close time of facility
Opportunities for character development
Part time or Drop in Availability
Photos
Photos and updates on what they are doing during the day. If snacks or meals are provided/included in cost.

Physical and mental health
Pick up and drop off of children
Play based learning
Provide lunch
Provide meals
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Provided lunches.

Qualified staff
Quality of staff
Quality of teachers
Quality of teaching
Quality rating of the facility
Ratio of teachers to kids
Regular communication with staff
requiring helpers or anyone in the facility to have undergone a background check / screening Responsiveness of staff
Security features
Social emotional learning, how they handle neurodiverse children Staff background and personality
Staff demeanor (warm, nurturing), time/space for children to play, explore, have fun Staff who are trained in positive discipline and are inclusive of all families Staff- workers skills and qualifications.

Stimulation of interest
Support for special needs
Take her to more places
Teacher - Child relationship
Teacher personality and demeanor
Teacher Qualifications; Options for Provided Lunch
Teacher quality
Teachers
teacher's background & education
Teachers meet educational criteria
The teacher's kind
They now offer healthy habits classes and STEM programs Transparency of center
297
Meeting the Needs of Burbank Families
58 Are you planning to have a child within the
next two years?
Yes 6
What is your marital status?
Divorced 4%
Married 81%
Prefer not to answer 3%
Single 11%
Widowed 0.6%
How would you describe your race/ethnicity?
American Indian or Alaskan Native 6%
Asian or Asian American 11%
Black or African-American 6%
Hispanic origin or Latino/a 17%
Native Hawaiian or Pacific Islander 0%
White 47%
Two or more races and ethnicity 9%
Prefer not to answer 4%
How many children live in your household?
1 42%
2 42%
3 12%
4 3%
5 0%
0 0%
Survey Quantitative Data
Age of children
Age Group of Children
0 to 2 21%
3 to 4 28%
5 to 6 27%
7 to 12 18%
13 and older 4%
Missing 1%
What is your employment status?
Full-time employed 79%
Not employed 6%
Part-time employed 14%
Student 0.8%
Undisclosed 1.0%
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What industry are you working in?
Arts, Entertainment, and Recreation 13%
Educational Services 13%
Health Care and Social Assistance 13%
Professional, Scientific,
and Technical Services
8%
Manufacturing 6%
Accommodation and Food Services 6%
Finance and Insurance 5%
Public Administration 4%
Management of Companies
and Enterprises
4%
Utilities 4%
Retail Trade 3%
Construction 3%
Information 3%
Other Services
(except Public Administration)
3%
Real Estate Rental and Leasing 2%
Administrative and Support and Waste
Management and Remediation Services
1%
Transportation and Warehousing 1%
Agriculture, Forestry, Fishing
and Hunting
1%
Mining 0%
Wholesale Trade 0%
None of the above 6%
Describe your current working situation
Full-time in the office 51%
Fully remote work 18%
Hybrid 31%
(Conditional: Those who said NO to do does
your child currently attend child care in
Burbank?) In what city does your child attend
child care?
Glendale 27%
North Hollywood 7%
Van Nuys 7%
Los Angeles 5%
Panorama City 5%
Sun Valley 5%
Toluca Lake 5%
Arcadia 2%
Arleta 2%
Carson 2%
Eagle Rock 2%
Fayetteville 2%
Harbor City 2%
La Cañada Flintridge 2%
La Crescenta 2%
Monterey Park 2%
Montrose 2%
Santa Clarita 2%
Stevenson Ranch 2%
Sylmar 2%
Valencia 2%
Miscellaneous 5%
299
Meeting the Needs of Burbank Families
60 Do you currently have child care for
your children?
No 13%
Yes 13%
(Conditional: those who said YES to do you
currently have child care) Do you take your
child to a child care location such as a child
care center or family child care home?
No 13%
Yes 87%
(Conditional: those who said YES to do
you currently have child care) Do you have
relatives or other close friends provide child
care for you on a regular basis?
No 57%
Yes 43%
(Conditional: Those who said NO to do you
currently have child care) Are you planning to
seek child care for your child(ren)?
No 19%
Yes 81%
(Conditional: Those who said YES to do you
currently have child care) Does your child
currently attend child care in Burbank?
No 15%
Yes 85%
(Conditional: Those who said NO to are you
planning to seek child care for your children)
What is the reason for not seeking care for
your child?
Grandparents or relative provides care
for my child(ren)
23%
I work from home and provide care for
my child(ren)
20%
Other 20%
Partner or spouse cares for my
child(ren) full-time
37%
(Conditional: those who said YES to do you
currently have child care for your children)
How much does your child care cost
monthly?
Cost of Care Range
$0 - $499 5%
$500 - $999 21%
$1,000 - $1,499 35%
$1,500 - $1,999 20%
$2,000 - $2,499 9%
$2,500 - $2,999 4%
$3,000 - $3,499 4%
$3,500+ 2%
Unknown 0%
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(Conditional: those who said No to do you
currently have child care for your children)
How much are you willing to pay monthly for
child care?
$0 - $499 19%
$500 - $999 36%
$1,000 - $1,499 24%
$1,500 - $1,999 10%
$2,000 - $2,499 4%
$2,500 - $2,999 4%
$3,000 - $3,499 2%
$3,500+ 0%
Unknown 2%
(Conditional: those who said No to do you currently have child care for your children) How much are you willing to pay monthly for child care?
>> Child's safety and health >> Location
Not Important 0.19% Not Important 36%
Somewhat Important 7% Somewhat Important 24%
Very Important 93% Very Important 10%
>> Cleanliness of facility >> Option for live camera viewing Not Important 0.57% Not Important 27%
Somewhat Important 14% Somewhat Important 32%
Very Important 86% Very Important 41%
>> Cost >> Provider is licensed
Not Important 4% Not Important 4%
Somewhat Important 31% Somewhat Important 17%
Very Important 65% Very Important 79%
>> Curriculum
Not Important 4%
Somewhat Important 38%
Very Important 58%
301
Meeting the Needs of Burbank Families
62 Have you previously applied or plan to
apply for financial assistance for child care?
No 59%
Yes 41%
In 2022, the income eligibility for child care
financial assistance is $82,102 for a family
of three and $95,289 for a family of four�
Knowing this information, does your family
qualify for child care financial assistance?
No 51%
Yes 49%
(Conditional: Those who answered YES
to does your family qualify for child care
financial assistance) Would you apply for
child care financial assistance?
No 3%
Yes 97%
(Conditional: Those who answered NO to
would you apply for financial assistance)
Please state in the space provided the
reason you are not interested in child care
financial assistance �
I am interested, but there is a barrier for me in
that I have tried to do it before and failed, and I
don't want to invest more time just to fail again.

Not needed at the moment since partner is
home full time with children
Creo es muy importante para el desarrollo de
mis hijos, pasar tiempo con nosotros como
padres y poderles dar un cimiento fuerte y
sólido como familia.

I am rich
I never qualify
Have you used licensed child care for a child
under the age of two in the last two years?
No 48%
Not applicable 11%
Yes 42%
If you were seeking infant care for your
child under the age of two, was there a
waiting list?
No 31%
Not applicable 33%
Yes 36%
(Conditional: Those who answered YES
to seeking infant care waiting list) Did
you succeed in receiving child care?
No 29%
Yes 71%
Has your child received diagnosis and
services related to special education?
No 67%
Not applicable 10%
Yes 23%
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Is the City of Burbank doing enough for
your child care needs?
No 33%
Yes 67%
How far are you willing to drive to your
current or future child’s child care from your
home or place of employment?
< 10 miles 81%
> 21 miles 2%
15 - 20 miles 17%
How do you commute to work?
Working Remote 6%
Public Transit 9%
By car 61%
Bike/Walk 4%
Rideshare or carpool 2%
Two or more methods 17%
Misc. 0%
Doesn't work 1%
Where do you prefer your child care to
be located?
Midpoint from Home or Work 35%
Near Home 34%
Near Place of Employment 17%
Close to Relatives 11%
Child's or Siblings' School 3%
All of the Above 0%
Near School or Near Home 0%
Unsure 0%
Are there any other items missing from the
question above that ARE very important in
your child care decision-making process?
staff/ teacher related (quality,
screening, licensed, communication)
36%
flexible schedule, hours of
availability, location
19%
food, health, snack related 15%
safe space, atmosphere, number of
children to provider ratio
10%
learning skills, education, curriculum 8%
special needs or accomodations 3%
cleanliness of facility, covid, emergency
protocols
2%
financial assistance 2%
misc. 5%
Please explain what the City of Burbank
could do to better assist you in your child
care needs �
Affordable child care or financial
assistance
37%
More child care spaces 16%
More options for after school, before
school, or partial care
14%
Flexible time 12%
Additional on-site or at work child care
provided by employer
8%
The need for infant care spaces 5%
Wants more information regarding child
care opportunities
4%
More attention to children with special
needs
2%
Additional standards or regulation 2%
303
Meeting the Needs of Burbank Families
64 APPENDIX 3. BURBANK MAP
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A Child Care Needs Assessment
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There were 59,162 people in Burbank ages 16 year and over with earnings. The median individual income for a worker was $46,576 a year. For a worker who worked full-time, year-round, that figure was $63,768.

When broken down by gender, male workers who worked full-time, year-round earned $70,509 compared to their female worker counterparts who earned $57,101.

When we break down the median individual income for workers ages 25 and over by educational attainment, we see the figure go from $29,557 for workers with less than a high graduation to $74,362 for workers with a graduate or professional degree.

Median Individual Incomes
APPENDIX 4. ADDITIONAL U.S. CENSUS DATA
$0
$20,000
$40,000
$60,000
$80,000
Source: U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table S2001.

4.4%

24.4%
Total Men Women

40.4%

3.8%

27.0%
Median Individual Incomes
Median individual income for all workers 16 years and over Median individual income for full-time, year-round workers 16 years and over $0
$20,000
$40,000
$60,000
$80,000
Source: U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table S2001. $29,557
$51,577
$37,374
All Workers Less than high
school graduate
High school
graduate
(includes equivalency)
Some college or
associate’s
degree
Bachelor’s
degree
Graduate or
professional
degree
$45,353
$62,256
$74,362
Median Individual Income for Workers Ages 25 and Over
by Educational Attainment
305
Meeting the Needs of Burbank Families
66 Of the 97,972 people in Burbank who are age 5 and over, 58.1% speak only English at home, 15% speak Spanish, 16.4% speak other Indo-European languages, 8.3% speak Asian & Pacific Island languages, and

2.1% speak other languages.

Of the 14,662 children ages 3 to 17 enrolled in school, 82.5% attend a public school and 17.5% attend a private school.

In married couple households, of the 10,638 children, 81.9% attend public schools and 18.1% attend private schools. In single father households, of the 625 children, 92.5% attend public schools and 7.5% attend private schools. In single mother households, of 3,294 children, 82.2% attend public schools and 17.8% attend private schools.

Language
School Enrollment
Source: U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table S1601.

English Only,

58.1%
Asian & Paci/f_ic Island languages,

8.3%
Other
languages,

2.1%
Spanish,

15.0%
Languages Spoken at Home
Other
Indo-European languages,

16.4%
Source: U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table S0901.

17.5%

82.5%
Children Ages 3 to 17 by Enrolled School Type.

Public
Private
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A Child Care Needs Assessment
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Of the 18,966 children under 18 living in households, 17,657 (or 93.0%) are children of the householder, while 667 (or 3.5%) of children are grandchildren, 317 (or 1.7%) are other relatives, and 355 (or 1.9%) are foster children or unrelated children.

When disaggregating the number of children who are children of the householders, 94.5% are biological children, 2.6% are adopted children, and 2.9% are stepchildren.

Foster Care Children

0.0%

20.0%

40.0%

60.0%

80.0%
100.0%
Source: U.S. Census Bureau. 2020 American Community Survey 5-year estimates, Table B09018.

93.0%

3.5%
Own child Grandchild Other relatives Foster child or other unrelated child

1.7% 1.9%
Children Under 18
by Relationship to Householder
307
Meeting the Needs of Burbank Families
68 308
A Child Care Needs Assessment
69 2023 |
© CCRC and Creative Bridge. All Rights reserved.
ccrcca.org | 866-67-4KIDS
CCRC cultivates child, family and community well-being.

CCRC is a Non-Profit 501(c)(3) 95-3081695
309
Meeting the Needs of Burbank Families:

A Child Care Needs Assessment
CCRC Office of Strategic Engagement
FUNDED BY: LESAR DEVELOPMENT CONSULTING
IN PARTNERSHIP WITH: BURBANK YMCA
310

BURBANK

CHILD CARE DIRECTORY

Compiled by

The Burbank Child Care Committee
2009 / 2010
311

312

BURBANK CHILD CARE COMMITTEE MISSION STATEMENT

The Burbank Child Care Committee acknowledges that child care is an es- sential element of an environment that supports and sustains family life while supporting economic growth. The goals of the Committee are to serve as a resource, identify child care needs and promote the availability of safe, high-quality, accessible and affordable child care in Burbank, both to residents and to commuting employees. Further, the Committee shall make recommendations on child care policy to the Burbank City Council

The Burbank Child Care Committee prepared this directory to assist those seeking licensed child care in the City of Burbank.

Every attempt was made to include all current facilities in this directory and to provide accurate information. The information printed was pro- vided by each individual facility. Inclusion in this listing is in no way an endorsement of any particular facility by the Burbank Child Care Com- mittee.

The Child Care Committee encourages parents to utilize the information printed in this guide to assist them with evaluating a program and choos- ing the appropriate care for their children. Parents are urged to phone the facilities and plan a visit before enrolling their child in a program.

PLEASE NOTE: It the responsibility of the parent to research each facili- ty to ensure that the program meets your needs and expectations. 313

Name of School/Center: WESTMINISTER PRESBYTERIAN

PRESCHOOL

Address: 542 N. Buena Vista, Burbank, CA 91505

Telephone Number: (818) 841-3741

Director’s Name: Lisa Caparco / Khaty Fallah

Number of years in Operation: 38

Type of Ownership: Non-profit

Ages Served: 2.5 years to 5 years

Hours of Operation: M,W,F - 9:00 a.m.-12:00 p.m. &
12:30 p.m.-3:30 p.m.

T,TH - 9:00 a.m. – 12:00 p.m. only

Months of Operation: 10 months and 7 week summer session

Child-Adult Ratio: 6:1

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Our only requirements are parent conferences. Parents can volunteer for any party, activity or special event.

Brief description of Center’s philosophy about education and child development:

We are a developmental school. It is important to build self-esteem by expos- ing a child to hands-on experiences. Children learn at their own pace. We have Chapel and learn about God’s love.

Other Information:

Must be potty trained (no pull-ups)
Snacks provided by parents

47 314

Name of School/Center: VILLAGE CHRISTIAN PRESCHOOL CENTER

Address: 3306 W. Victory Blvd., Burbank, CA 91505

Telephone Number: (818) 843-4468

Director’s Name: Kathleen Ramirez

Number of years in Operation: 9

Type of Ownership: Church/Non-Profit

Ages Served: 2 years – thru pre-kindergarten

Hours of Operation: 7:00 a.m. to 6:00 p.m., Mon. - Fri.

Months of Operation: All year

Child-Adult Ratio: 8:1

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

No requirements, however, parents are encouraged to participate in many dif- ferent activities and regular special events. Conferences are on an as needed basis.

Brief description of Center’s philosophy about education and child development:

Our aim is to develop the total personality of each child providing an education- al experience of lasting value, which would include cognitively, physically, so- cially, emotionally, and spiritually in a developmentally appropriate program.

Other Information:

Morning & Afternoon Snacks Served
Website: www.villagechurchburbank.org

46 - TABLE OF CONTENTS -
State Licensing Information ................................ ................................ ................................ .. 1 Special Programs................................ ................................ ................................ ................. 2 Child Care Resource Center ................................ ................................ ................................ 3 Checklist for Parents Seeking Care ................................ ................................ ...................... 4 Elements of Quality ................................ ................................ ................................ .............. 5 ABC School House ................................ ................................ ................................ .............. 7 BCR ................................ ................................ ................................ ................................ ..... 8 BHC Housing Corp ................................ ................................ ................................ .............. 9 Boys and Girls Club of Burbank ................................ ................................ ........................ 10 Burbank Children’s Academy ................................ ................................ ............................. 11 Burbank Child Care Center ................................ ................................ ................................ 12 Burbank Edu-Care Preschool ................................ ................................ ............................. 13 Burbank Community YMCA Preschool Child Development Center ................................ ..... 14 Burbank Community YMCA School Age Child Care Program ................................ ............ 15 Burbank Community YMCA Middle School Program ................................ .......................... 16 Burbank First United Methodist Church Nursery School ................................ ..................... 17 Burbank Montessori Academy ................................ ................................ .......................... 18 Burbank Park, Recreation & Community Services Dept. / AfterSchool Daze ...................... 19 Burbank Temple Emanuel Pre-Nursery School ................................ ................................ .. 20 Burbank Unified School District Bret Harte Children’s Center ................................ ............. 21 Burbank Unified School District Emerson Children’s Center ................................ ............... 22 Burbank Unified School District Extended Day Care ................................ .......................... 23 Burbank Unified School District Horace Mann Child Care Center ................................ ....... 24 Burbank Unified School District Teen/Mother Program ................................ ....................... 25 Burbank Unified School District State Preschools ................................ .............................. 26 Burbank Unified School District Washington Children’s Center ................................ .......... 27 Kendren Burbank ................................ ................................ ................................ ............... 28 Kedren Magnolia ................................ ................................ ................................ ................ 29 Killgore Kiddie Kamp ................................ ................................ ................................ .......... 30 Mary Alice O’Connor Family Center ................................ ................................ ................... 31 Media Center Montessori Infants and Toddlers ................................ ................................ .. 32 Media Center Montessori Infants and Toddlers #2 ................................ ............................. 33 Media Center Montessori Infants and Toddlers #3 ................................ ............................. 34 Media Center Montessori Preschool ................................ ................................ .................. 35 Media Center Montessori Preschool #2................................ ................................ .............. 36 Montessori Children’s Academy ................................ ................................ ......................... 37 Music Box Preschool & Kindergarten ................................ ................................ ................. 38 New Generation Preschool & Kindergarten ................................ ................................ ........ 39 Our Children’s Place Cooperative Preschool ................................ ................................ ...... 40 Rainbow School ................................ ................................ ................................ ................. 41 Study Circle Preschool & Kindergarten ................................ ................................ .............. 42 Teddy Bear Preschool ................................ ................................ ................................ ....... 43 Travis Weaver Children’s Center................................ ................................ ........................ 44 Village Christian Infant/Toddler Center ................................ ................................ ............... 45 Village Christian Preschool Center ................................ ................................ ..................... 46 Westminister Presbyterian Preschool ................................ ................................ ................. 47 315

Name of School/Center: VILLAGE CHRISTIAN

INFANT/TODDLER CENTER

Address: 3216 W. Victory Blvd., Burbank, CA 91505

Telephone Number: (818) 843-5766

Director’s Name: Kathleen Ramirez

Number of years in Operation: 11

Type of Ownership: Church/Non-Profit

Ages Served: 6 weeks to 2 years

Hours of Operation: 7:00 a.m. to 6:00 p.m., Mon. - Fri.

Months of Operation: All year

Child-Adult Ratio: Infants 3:1 Toddler 4:1

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

No requirements, however, parents are encouraged to participate in many dif- ferent activities and regular special events. Conferences are on an as needed basis.

Brief description of Center’s philosophy about education and child development:

Other Information:

Snacks in the morning and afternoon
We are a Christian preschool.

Website: www.villagechurchburbank.org

45 316

Name of School/Center: TRAVIS WEAVER CHILDREN’S CENTER

Address: 521 E. Olive Ave., Burbank, CA 91501

Telephone Number: (818) 843-0911

Director’s Name: Leslie Rese

Number of years in Operation: 16 years

Type of Ownership: Church, Non-Profit

Ages Served: 5 years to 12 years.

Hours of Operation: 7:00 a.m. – 6:00 p.m., Mon. - Fri.

Months of Operation: All year

Child-Adult Ratio: 14:1

Meals are provided by home. Daily afternoon snack is provided.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

We do not have any parental requirements, but we encourage frequent commu- nication between parents and staff. Conferences are only on an as-needed basis. We also welcome parental involvement at field trips and other special events. We have several family events throughout the year in conjunction with First Presbyterian Church of Burbank.

Brief description of Center’s philosophy about education and child development:

We are committed to providing a safe and fun environment that meets chil- dren’s needs socially, emotionally, cognitively, and spiritually. We want every child to feel affirmed, accepted, and loved when they enter our doors in the morning, and when they leave in the evening. Special care is given to support parents through communication between parent, child, and teacher.

Other Information:

We provide snacks daily, as well as time for homework, recreation, arts and crafts, and reading. Gymnastic classes just add. Once a week we have chapel time where children learn about God’s love. We offer a full-time summer day camp program with various field trips weekly. Child care is also provided for Burbank Schools and St. Robert Bellarmine Elementary School on pupil free days. We provide transportation to area schools including, but not limited to:

Edison, Emerson, Jefferson, Miller, Roosevelt, Stevenson, and St. Robert Bel- larmine.

44 State Licensing Information

Most child care facilities in California must be licensed by the state Depart- ment of Social Services (DSS) Community Care Licensing Division. Ques- tions regarding licensing may be referred to DSS at (323) 981 -3350. Li- censing insures minimum health and safety standards but does not guaran- tee high quality. Centers which have been accredited by the National Academy of Early Childhood Programs meet standards which are higher than licensing. A list of accredited centers may be obtained by calling (800) 424-2460 or visiting NAEYC.ORG on the web.

Types of Licensed Programs

Current information regarding licensed family child care providers may be obtained by calling the Child Care Resource and Referral Cen- ter at (818) 717-1000 (see page 3).

Family Child Care Homes

A Small Family Child Care Home is: Child care provided in the care giver’s own home, licensed for a capacity of either 6 or 8. If licensed for 6, no more than 3 may be infants, or 4 infants only (0 to 2) years). If licensed for 8, 2 children must be at least 6 years of age and no more than 2 may be infants.

A Large Family Child Care Home is: Child care provided in the care giver’s own home, licensed for a capacity of either 12 or 14. If licensed for 12, no more than 4 may be infants (0 to 2 years). If licensed for 14, 2 chil- dren must be at least 6 years of age and no more than 3 may be infants.

Child Care Centers

Non-residential care for more than twelve children. Centers can be private for-profit, private non-profit, or publicly funded. Licensed capacity is specif- ic to the center and is shown on the license posted in the center.

In general, state law requires at least one adult for every twelve preschool - age children or one adult for every four infants.
1 317

Special Programs
Head Start

Head Start centers are administered by non -profit organizations and/or school districts. Usually they receive both Federal and State funds. This program generally includes a combination of educational, health, nutrition, and social services targeted for families of limited income.

Intervention Services for Children with Special Needs

The Burbank Unified School District encourages Burbank parents of infants or toddlers who believe their child has a disability to contact the Special Ed- ucation Department of the school district at (818) 729-4449. A multi discipli- nary team of educators and other professionals will evaluate and assess the needs of the child. If the child is determined to be eligible for early inter- vention services, the team will develop either an Individualized Family Ser- vice Plan or an Individualized Education Plan that will address the child ’s developmental needs. These services are available at no cost to the par- ents.

Financial Assistance and Subsidized Programs for Child Care

In many cases, the State Department of Education is responsible for admin- istering and regulating subsidized childcare arrangements. However, the demand for subsidized child care far exceeds availability and it is common for the Child Care Resource and Referral Center to have long waiting lists.

To obtain additional information call (818) 717-1000.
2 Name of School/Center: TEDDY BEAR PRESCHOOL

Address: 906 South Main St., Burbank, CA 91506

Telephone Number: (818) 846-7837

Director’s Name: Nan Pai Orlandi

Number of years in Operation: 20

Type of Ownership: Private

Ages Served: 2 years to 6 years
(also after school care for school age children)

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 12:1

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes x No How many? All

Parent participation opportunities and/or requirements:

Parent participation is always welcome.

Back-to-school night and school programs
Workdays are not required.

Brief description of Center’s philosophy about education and child development:

It is our desire to give a child time to grow, to help the child develop a strong sense of self to allow the child to develop from within and to provide an environ- ment that is clean, safe, orderly and stable. The children learn through routine, art, music, and movement.

Other Information:

Dance and gymnastics classes available; We potty train; The school provides two snacks; before and after school care from McKinley school.

43 318

Name of School/Center: STUDY CIRCLE PRESCHOOL &

KINDERGARTEN

Address: 310 E. Alameda, Burbank, CA 91502

Telephone Number: (818) 842-1166

Director’s Name: Martha Cohen

Number of years in Operation: 5

Type of Ownership: Incorporated

Ages Served: 2 years to Kindergarten

Hours of Operation: 6:30 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 12:1

Meals are provided by the school.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Only as needed during Special Events, Fieldtrips, Holiday Functions, and Par- ent Conferences.

Brief description of Center’s philosophy about education and child development:

Try to come as near as possible to creating a home-like environment.

Other Information:

Computer, music and karate classes offered, field trips.

Toilet training not required.

Two snacks offered daily by center.

Academic curriculum preparing for 1st grade.

Hot lunches served.

42 Child Care Resource Center

Childcare Resource Center (CCRC) assists parents, at no charge, to locate and select the best care for their children from newborn to 14 years of age.

They also provide the following services:

• Administers several subsidized programs to assist families with child- care expenses.
• Employers can receive resource and referral assistance in meeting the dependent care needs of their employees.
• Resource materials for child care providers.
• Sponsor of Head Start Programs.

CCRC is a private, non-profit agency fully dedicated to improving the quality and availability of child care. To obtain referral information call (818) 717- 1000 or visit their website at www.ccrcla.org
3 319

Checklist for Parents Seeking Child Care
• Do I feel comfortable in this place? Are the children involved and hav- ing fun? Do the adults treat children with respect?

• How do the adults handle misbehavior?

• Is the environment pleasant, inviting and reasonably clean? Is there a variety of equipment indoors and out - and is it in good repair?

• Is part of the program planned to give the child the choice of a variety of activities? Does the program allow for active and quiet play?

• What is the adult/child ratio?

• Is the Center licensed by the state?

• Is the program accredited by the National Association for the Educa- tion of Young Children (NAEYC)? [preschools only]

• What is served for snacks and meals? Is it nutritious?

• Is there a TV? If so, how and when is it used? How is the use super- vised?

• Are fees and operation policies clearly explained by a brochure or in an interview?

• What kind of insurance coverage is there? Liability? Accident?

• What is the educational and experiential background of the director or child care provider? What is the philosophy about education and child development? From your observation, is that philosophy being fol- lowed?

• Do parents and staff members have the opportunity to exchange infor- mation about children? In what ways are parents involved with the program? Are parent conferences provided? Parent meetings?

• Does it seem that the adults encourage the children to feel good about them selves? To become aware of the rights of others? To solve problems? To be creative? To identify and express feelings? To grow and develop as human beings - physically, socially, emotionally and intellectually?

• Is this the right place for my child?
4 Name of School/Center: RAINBOW SCHOOL

Address: 1817 W. Burbank Blvd., Burbank, CA 91506

Telephone Number: (818) 845-1103

Director’s Name: Kathy Paskwietz

Number of years in Operation: 27

Type of Ownership: Private-proprietary

Ages Served: 2 years to 5 years

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 7:1

Hot lunch provided by school.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

No requirements; conferences on request; spring dance; graduation tea.

Brief description of Center’s philosophy about education and child development:

Early reading program & development of children as they go.

Other Information:

Two nutritious snacks served morning and afternoon.

We toilet train.
41 320

Name of School/Center: OUR CHILDREN’S PLACE

BURBANK COOPERATIVE PRESCHOOL

Address: 3715 Pacific Ave., Pacific Park,
Burbank, CA 91505

Telephone Number: (818) 238-5405

Director’s Name: Shaya Akobian

Number of years in Operation: 16

Type of Ownership: Non-profit, parent owned/operated

Ages Served: 2 years, 9 months to 5 years

Hours of Operation: 9:00 a.m. - 12:00 p.m., Mon.-Fri.

Months of Operation: Late August through June

Child-Adult Ratio: 3:1

Allergen-free, organic menu provided by the program.

Toilet learning not required.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Our Children’s Place is a parent owned and operated cooperative where par- ents are required to assist the teacher two to four times per month. Parents are required to attend quarterly membership meetings, and are expected to partici- pate in other school activities such as a fund raiser, field trips and picnics.

Brief description of Center’s philosophy about education and child development:

Our program was founded on three basic principles: cooperation, communica- tion and celebration. Our objective is to create a unique environment where learning and play go hand-in-hand, all the while celebrating our children’s uniqueness, their sense of wonder, humor, compassion and optimism. Our goal is to provide a place where self-esteem, creativity and being a good citizen are the highest priorities. Our Children’s Place provides that environment—where children feel safe, loved and comfortable expressing themselves.

40 Elements of Quality

Parents visiting a childcare facility should observe the following points to assist them with evaluating the quality of the program.

Staff: Staff members should have college course work in child development and early childhood education, experience and on going training.

Teacher-Child Ratios and Group Size: Both teacher-child ratio and group size must be small enough to provide individualized attention for all chil- dren.

Observe:
• Teachers listening and conversing with children on a one-to-one basis. • Teachers talking to children at child’s level.
• Teachers using positive methods of discipline.
• Teachers offering children many choices.
• Teachers comfortable in handling young children ’s behavior in respectful and appropriate ways.

Parent Involvement: Parents should be fully informed about the Center ’s philosophy, policies, and daily activities that affect their child.

Consider:
• An open-door policy for parent visitation.
• A variety of opportunities for parent involvement.
• A variety of methods such as newsletter, bulletin boards and regularly scheduled conferences.

Physical Environment: Both indoor and outdoor areas should provide:
• Safe well maintained equipment.
• Opportunities for vigorous, outdoor play with age appropriate equipment. • Opportunities for play with activities that promote small muscle develop- ment and eye-hand coordination

Program: Curriculum should be based on sound educational principles.

Consider:
• Balance of self chosen and teacher-directed activities. • Balance of indoor and outdoor play.
• Balance of vigorous and quiet activities.
• Variety of manipulative toys, blocks, art materials, and books of good literary quality.
• Opportunities for dramatic play and musical activities. • Opportunities for creativity, experimentation, problem -solving and deci- sion making.

5 321

6 Name of School/Center: NEW GENERATION PRE-SCHOOL &

KINDERGARTEN

Address: 3821 W. Victory Blvd., Burbank, CA 91505

Telephone Number: (818) 846-5531

Director’s Name: Nahid Golbai

Number of years in Operation: 56

Type of Ownership: Private-proprietary

Ages Served: 18 months - 5 years

Hours of Operation: 6:30 a.m. - 6:00 p.m., Mon. - Fri.

Months of Operation: All year

Child-Adult Ratio: 8:1 18 months/ 12:1 19 months and up

Meals provided by home or school, you have a choice. Caterer brings hot lunches if children have not brought food from home.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

As needed - not a set policy.

Brief description of Center’s philosophy about education and child development:

We CARE - Commitment, Attention, Respect, Education

Other Information:

Excellent curriculum, with fine, dedicated staff. We offer computer classes, gymnastics, and music lessons
39 322

Name of School/Center: MUSIC BOX PRE-SCHOOL &

KINDERGARTEN

Address: 720 S. Main St., Burbank, CA 91506

Telephone Number: (818) 848-0206

Director’s Name: Rimma Chookhachian

Number of years in Operation: 45

Type of Ownership: Private-proprietary

Ages Served: 2 years to 6 years

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 12:1 in all ages, except kindergarten 15:1

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Parent conferences when necessary.

Volunteers for special events.

Brief description of Center’s philosophy about education and child development:

We are a preschool. Our program is a readiness program for kindergarten. We prepare the children so they will have an easy transition and do well in school when they leave. Our goal is to make them happy and feel good about them- selves.

Other information:

We take children in diapers and we potty train them.. All of our teachers are accredited teachers and have more than the required classes to teach pre- school. We serve two snacks a day (juice/milk with snack). We offer dance, music and computer classes.

38 Name of School/Center: ABC SCHOOL HOUSE

Address: 4102 W. Victory Blvd. Burbank, 91505

Telephone Number: (818) 842-8466

Director’s Name: Bernadette Perera

Number of years in Operation: 46

Type of Ownership: Private-proprietary

Ages Served: 2 years to 6 years

Hours of Operation: 6:45 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 8:1

Meals are provided by school.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

No requirements, conferences are scheduled if needed or requested.

Brief description of Center’s philosophy about education and child development:

Our purpose as a school is to provide a program of social development to help each child be comfortable socially and be acceptable to others; to have him/her develop self-reliance, initiative and flexibility; to strengthen his/her self- confidence by making the child feel worthwhile in their endeavors.

Other information:

Extracurricular activities offered include music, gymnastics, dance and comput- ers. Snacks provided. Central heating and air conditioning. 7 323

Name of School/Center: BCR
(AKA - Burbank Center for the Retarded)

Address: 230 E. Amherst Dr., Burbank, 91504

Telephone Number: (818) 843-4907

Director’s Name: Lonna Grant

Number of years in Operation: 45

Type of Ownership: Private-Nonprofit Corporation

Ages Served: children 6-17 yrs; adults 18 yrs & older

Hours of Operation: 9:00 a.m. - 6:00 p.m., Mon.-Fri.

Day care: 9:00 - 2:00
Extended care: 2:00 - 6:00

Months of Operation: All year
(All Holidays are observed and winter recess)

Child-Adult Ratio: children 5:1; adults 8:1

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Assist in fund raising events (approx 3 times annually).

8 Name of School/Center: MONTESSORI CHILDREN’S ACADEMY

Address: 2400 W. Burbank Blvd., Burbank, CA 91506

Telephone Number: (818) 842-1812

Director’s Name: Waheeda Hamid, Director

Number of years in Operation: 20

Type of Ownership: Private

Ages Served: 2 years to 6 years

Hours of Operation: 6:30 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 9:1 - Seven Teachers and One Aide

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? 75%

Parent participation opportunities and/or requirements:

Parent conferences are available.

Brief description of Center’s philosophy about education and child development:

Montessori individual attention and work with children’s ability. Teach patience and build up a proper foundation.

Other information:

Accredited Montessori Teachers; snacks are available.

Montessori Children’s Method, dancing, computers, and gymnastics.

Introduces Spanish. Center will assist with toilet training.

Center provides half and full day programs through Kindergarten

37 324

Name of School/Center: MEDIA CENTER MONTESSORI
PRESCHOOL #2

Address: 1601 W. Magnolia Blvd., Burbank, CA 91506

Telephone Number: (818) 558-1480

Director’s Name: Nevrik Satamian

Number of years in Operation: Since 1995

Type of Ownership: Incorporated

Ages Served: 2 years to 5 years and 9 months

Hours of Operation: 7:30 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 6:1 for 2 year olds
12:1 above 2 years of age

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? 3

Parent participation opportunities and/or requirements:

Parent meetings held quarterly.

Potluck events held for Thanksgiving, Mother’s Day and Father’s Day and Graduation Day.

Brief description of Center’s philosophy about education and child development:

To teach the child to be self sufficient and to build self-esteem.

Montessori Method is child centered.

Other information:

Snacks offered 2 times a day. French, Spanish language, arts, crafts, karate, ballet, piano and tap dance offered.

36 Name of School/Center: BHC Child Development Center

Address 2300 N. Ontario St., Burbank, CA 91504

Telephone Number: (818) 565-3572

Director’s Name: Jamie Patrick
Evelyn Contreras

Number of years in Operation: 4

Type of Ownership: Burbank Housing Corporation/ Non-Profit

Ages Served: Infants (6 weeks) to 5 years

Hours of Operation: 7:00 a.m. – 6: 00 p.m.

Months of Operation: Year Round

Child-Adult Ratio: 4:1 Infant/toddler; 6:1 2 years; 10:1 Preschool

Meals are provided by home and hot lunches are available.

Does staff have current First Aid and CPR certification? Yes xx No___ How many? All

Parent participation opportunities and/or requirements:

Parent participation is voluntary.

Brief description of Center’s philosophy about education and child development:

Child-centered.

Other information:

Personalized curriculum designed by experts
Experienced/Caring Staff
Unique summer programs
Full week & part week care available
Low income rates available
9 325

Name of School/Center: BOYS & GIRLS CLUB OF BURBANK AND

GREATER EAST VALLEY AFTERSCHOOL

ENRICHMENT PROGRAM

Address: 2244 N. Buena Vista St. (Main Office)
Operate at 10Elementary School Sites
And 1 Middle School program at Luther School.

Telephone Number: (818) 842-9333

Director’s Name: Shanna Warren

Number of Years in Operation: 14

Type of Ownership: Private / Non-profit

Ages Served: 6 years to 18 years

Hours of Operation: Club: 2:00 p.m. – 7:00 p.m. Mon. – Fri.

School sites: 2:00-6:00 p.m. Mon-Fri

Months of Operation: All year

Child – Adult Ratio: 16:1

Meals/Snacks: After school snacks are provided.

Lunch program offered during winter and sum-
mer breaks.

Does staff have current First Aid and CPR certification? Yes xx No __ How Many? All

Parent participation opportunities and/or requirements:

Parent involvement and frequent communication with staff is encouraged.

Brief description of Center’s Philosophy about education and child development:

To provide an Afterschool enrichment program concentration on each child’s individual needs based on information received from their teachers and curriculum advisor. Activities include Homework Time, Computer Classes, Arts & Crafts Classes, Games, Reading, and Outdoor Recreational Activities. 10 Name of School/Center: MEDIA CENTER MONTESSORI PRESCHOOL

Address: 3711 W. Clark Ave., Burbank, CA 91505

Telephone Number: (818) 558-3602

Director’s Name: Nevrik Satamian

Number of years in Operation: Since 1992

Type of Ownership: Incorporated

Ages Served: 2 years to 5 years 9 months

Hours of Operation: 7:30 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 2 yrs - 6:1
3&4 yrs – 10 or 12:1

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Parent meetings held quarterly.

Potluck events held for Thanksgiving, Mother’s Day, Father’s Day and Graduation Day.

Brief description of Center’s philosophy about education and child development:

To teach the child to be self sufficient and to build self-esteem.

The Montessori Method is child centered.

Other information:

Snacks offered 2 times a day. French, Spanish language, arts, crafts, karate, piano and dance offered.
35 326

Name of Center: MEDIA CENTER MONTESSORI
INFANT AND TODDLER #3

Address: 3717 W. Clark, Burbank, CA 91506

Telephone Numbers: (818) 558-3602

Director’s Name: Nevrik Satamian

Number of years in Operation: Since November 2007

Type of Ownership: Incorporated

Ages Served: 6 weeks to 30 months

Hours of Operation: 7:30 a.m. – 6:00 p.m.

Months of Operation: All year

Child-Adult Ratio: 4:1 Infants 6:1 Toddlers

Meals are provided by home.

Does staff have current First Aid and CPR Certification? Yes xx No __? How Many? All

Parent participation opportunities and/or requirements? No

Brief description of Center’s philosophy about education and child development:

To provide a warm, safe, happy, loving, and learning atmosphere for our chil- dren. Play is a child’s work.

Other information:

Snacks in the afternoon.

We do take them in diapers, but frown on pull-ups.

We do have a regular class time each morning consisting of learning numbers, letters, colors, and shapes.

34 Name of School/Center: BURBANK CHILDREN’S ACADEMY

Address: 332 E. Valencia Avenue, Burbank, CA 91502

Telephone Number: (818) 841-2378

Director’s Name: Syed M. Husaini
(Substitue: Naseem F. Husaini)

Number of years in Operation: 19

Type of Ownership: Private

Ages Served: 2 years to 6 years

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 12:1

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? 2

Parent participation opportunities and/or requirements:

No requirements

Brief description of Center’s philosophy about education and child development:

The objective for having our school is to provide total development of the child 2 through 6 years of age by: 1) Social and educational development- learning to play with other children, sharing materials, group experiences and basics of English, Mathematics and Science. 2) Motor and physical development- exer- cise, rest, health and nutritional aspects and 3) Aesthetic development, paint- ing, drawing, clay, models.

Other Information:

Non-potty trained accepted.

Morning and afternoon nutritious snacks provided.

Clean/safe environment and air-conditioned comfort.

Limited class size, Warm and friendly atmosphere

11 327

Name of School/Center: BURBANK CHILD CARE CENTER

Address: 900 N. Glenoaks Blvd., Burbank, CA 91502

Telephone Number: (818) 953-7186

Director’s Name: Yessy Beltrm

Number of years in Operation: 12

Type of Ownership: Church related, non-profit

Ages Served: years to 5 years

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 15:2

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? 4

Parent participation opportunities and/or requirements:

Orientation meeting.

Parent conferences when necessary.

Parent involvement encouraged.

Brief description of Center’s philosophy about education and child development:

To provide a developmentally appropriate environment for learning while main- taining a biblically motivated foundation for growth. Activities are age appropri- ate and allow for exploration and discovery.

Other Information:

Toilet training is not required.

Provides daily snacks.
12 Name of Center: MEDIA CENTER MONTESSORI
INFANT AND TODDLER #2

Address: 1409 W. Magnolia, Burbank, CA 91506

Telephone Numbers: (818) 558-3602

Director’s Name: Nevrik Satamian

Number of years in Operation: Since November

Type of Ownership: Incorporated

Ages Served: 6 weeks to 30 months

Hours of Operation: 7:30 a.m. – 6:00 p.m.

Months of Operation: All year

Child-Adult Ratio: 4:1 Infants 6:1 Toddlers

Meals are provided by home.

Does staff have current First Aid and CPR Certification? Yes xx No __? How Many? All

Parent participation opportunities and/or requirements? No

Brief description of Center’s philosophy about education and child development:

To provide a warm, safe, happy, loving, and learning atmosphere for our chil- dren. Play is a child’s work.

Other information:

Snacks in the afternoon.

We do take them in diapers, but frown on pull-ups.

We do have a regular class time each morning consisting of learning numbers, letters, colors, and shapes.

33 328

Name of Center: MEDIA CENTER MONTESSORI

INFANT AND TODDLER

Address: 1605 W. Magnolia, Burbank, CA 91506

Telephone Numbers: (818) 558-3602

Director’s Name: Nevrik Satamian

Number of years in Operation: Since 2002

Type of Ownership: Incorporated

Ages Served: 6 weeks to 30 months

Hours of Operation: 7:30 a.m. – 6:00 p.m.

Months of Operation: All year

Child-Adult Ratio: 4:1 Infants 6:1 Toddlers

Meals are provided by home.

Does staff have current First Aid and CPR Certification? Yes xx No __? How Many? All

Parent participation opportunities and/or requirements? No

Brief description of Center’s philosophy about education and child development:

To provide a warm, safe, happy, loving, and learning atmosphere for our chil- dren. Play is a child’s work.

Other information:

Snacks in the afternoon.

We do take them in diapers, but frown on pull-ups.

We do have a regular class time each morning consisting of learning numbers, letters, colors, and shapes.
32 Name of School/Center: BURBANK EDU-CARE PRESCHOOL

Address: 1709 W. Victory Blvd., Burbank, CA 91506

Telephone Number: (818) 845-1833

Director’s Name: Marie Olivelle

Number of years in Operation: 25

Type of Ownership: Private

Ages Served: 2 years to 6 years

Hours of Operation: 6:30 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 12:1

Breakfast, hot lunch and afternoon snack are provided by the school.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Parents volunteer during field trips and school parties. Parent conferences are held once a year.

Brief description of Center’s philosophy about education and child development:

The school recognizes the fact that each child is a unique individual with his or her own patterns and timings of growth, personality, learning style and family background. The school is a safe and nurturing environment.

Other information:

Our focus is on the whole child and his development into a child with positive self esteem. Daily programs are developmentally appropriate. Potty training is available. Computer lab, gymnastics and music specialist programs are of- fered.

13 329

Name of School/Center: BURBANK

COMMUNITY YMCA PRESCHOOL

CHILD DEVELOPMENT CENTER
(NAEYC ACCREDITED)

Address: 332 San Jose. Burbank, CA, 91502

Telephone Number: (818) 562-5461

Director’s Name: Mary Cutone

Number of years in Operation: 23

Type of Ownership: Private, non-profit

Ages Served: 18 months to 5 years

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 4:1 6:1 7:1 8:1
18-30 mos. 2- 3 yrs 3- 4 yrs 4- 5 yrs

Daily morning and afternoon snack is provided by school.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Parent participation is always welcome. We have an active Parents’ Group to assist in social and fundraising events. Parent/Teacher conferences are held two times a year and attendance is also encouraged at all special events (Family Open House, Holiday Program, and Field Trips)

Brief description of Center’s philosophy about education and child development:

The center is planned to meet the needs of families, both children and their parents. The positive development of each child’s self esteem and self image is a priority. Activities to help foster positive relationships with children and adults, to develop physical skills, to promote problem-solving as well as cognitive and verbal skills are emphasized.

Other Information:

The program is NAEYC accredited. Two healthy snacks are provided with milk and the monthly snack menus are posted. Curriculum includes music, art, movement education, summer swim classes, cooking, science, and reading/ math readiness activities. Financial assistance available. 14 Name of School/Center: MARY ALICE O’CONNOR FAMILY CENTER

Address: 401 N. Buena Vista St., Burbank, CA 91505

Telephone Number: 818-846-1063

Director’s Name: Christine Theodoropoulos

Number of years in Operation: 1

Type of Ownership: Managed by: Burbank Housing Corporation Operator: Knowledge Learning Corporation

Ages Served: Infants (6 weeks) to 5 years

Hours of Operation: 6:30 a.m. – 6: 30 p.m.

Months of Operation: Year Round

Child-Adult Ratio: 4:1 Infant/toddler; 6:1 2 years; 8:1 Preschool

Meals can be provided by home or school.

Does staff have current First Aid and CPR certification? Yes xx No___ How many? All

Brief description of Center’s philosophy about education and child development:

The philosophy at Mary Alice O’Connor Family Center is that children learn to play. All classes have a curriculum that is followed. Teachers all have a degree.

Other Information:

Morning and afternoon snacks is provided.
31 330

Name of School/Center: KILLGORE KIDDIE KAMP

Address: 2207 W. Burbank Blvd., Burbank, CA 91506

Telephone Number: (818) 842-1006

Director’s Name: Pamela Loguzzo, Armonda Garcia,
Maria Hanks

Number of years in Operation: 36

Type of Ownership: Private proprietary

Ages Served: 2 years to 5 years

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon.-Fri.

Months of Operation: All year

Child-Adult Ratio: 10:1

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Brief description of Center’s philosophy about education and child development:

To provide a warm, safe, happy, loving and learning atmosphere for our chil- dren. Play is a child’s work.

Other information:

Snacks in the afternoon.

We do take them in diapers, but frown on pull-ups.

We do have a regular class time each morning consisting of learning numbers, letters, colors, and shape.
30 Name of School/Center: BURBANK COMMUNITY YMCA SCHOOLA- GE CHILD CARE PROGRAM (State Licensed)

Address: 332 E. San Jose. Burbank, CA 91502

Telephone Number: (818) 562-5461

Director’s Name: Mary Cutone/Bryan Snodgrass

Number of years in Operation: 23

Type of Ownership: Private, non-profit

Ages Served: Grades K-8th grade

Hours of Operation: Before School Care: 7:00 a.m. – 9:00 a.m., After School Care: School release time:
6:30p.m., Monday - Friday

Months of Operation: Late August through June
A wide variety of summer camps available
June-Aug.

Child-Adult Ratio: 12:1

Daily afternoon snack provided by childcare program.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Parent conferences are available upon request. Family events for program participants are held twice each year. Parents are welcome and encouraged to volunteer and/or observe the program.

Brief description of Center’s philosophy about education and child development:

Other information:

Transportation is provided to and from most Burbank elementary schools. Daily activities include small group times, homework time, activity centers, outdoor games, creative arts, crafts, gym and swim time. We also offer Fun Clubs.

These are enrichment programs with specialized instruction in a number of are- as (karate, gymnastics, advanced art, drama, etc.) Holiday Camps are offered when school is out. Financial assistance available
15 331

Name of School/Center: BURBANK COMMUNITY YMCA MIDDLE

SCHOOL PROGRAM
—Adventure Club (State Licensed)

Address: 332 E San Jose, Burbank, CA 91502

Telephone Number: (818) 562-5461

Director’s Name: Mary Cutone/Bryan Snodgrass

Number of years in Operation: 11

Type of Ownership: Private, non-profit

Ages Served: Grades 6 - 8

Hours of Operation: 3:30 - 6:30 p.m., Mon.-Fri.

Months of Operation: Late August - June

Child-Adult Ratio: 12:1

Daily afternoon snack provided by Adventure Club.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Transportation is provided from all three Burbank Middle Schools (Luther, Muir and Jordan) to the YMCA. A healthy snack is provided and "Homework Time" is sched- uled daily. Occasionally field-trips are planned.

Financial assistance available.
16 Name of School/Center: KEDREN MAGNOLIA-HEAD START

PROGRAM

Address: 2828 W. Magnolia Blvd., Burbank CA 91502

Telephone Number: (818) 567-4682

Director’s Name: Lupe Varady, Site Supervisor

Number of years in Operation: 23

Type of Ownership: Federal/State Funding

Ages Served: 3.5 years to 5 years

Hours of Operation: 3 Sessions available Monday-Friday
8:00-11:30 a.m (Breakfast provided);
12:00 -3:30 p.m. (Lunch& snack provided);
3:45 -7:15 p.m. (Dinner & snack provided)

Months of Operation: August through June

Child-Adult Ratio: 15:1 + 1 assistants

Meals are provided by school.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

We encourage parents to participate in classroom or special activities. Confer- ences are held once a month.

Brief description of Center’s philosophy about education and child development:

Hands-on experience, focus on socialization with the idea of preparing the child to enter kindergarten.

Other information:

Meals two times a day per session.

Serve low income families.

Multicultural enrollment.

29 332

Name of School/Center: KEDREN BURBANK-HEAD START

PROGRAM

Address: 221 S. Sixth Street, Burbank CA 91501

Telephone Number: (323) 777-1411

Director’s Name: Lupe Varady, Site Supervisor

Number of years in Operation: 23

Type of Ownership: Federal/State Funding

Ages Served: 3.5 years to 5 years

Hours of Operation: 3 Sessions available Monday-Friday
8:00-11:30 a.m (Breakfast provided);
12:00 -3:30 p.m. (Lunch& snack provided);
3:45 -7:15 p.m. (Dinner & snack provided)

Months of Operation: August through June

Child-Adult Ratio: 15:1 + 1 assistants

Meals are provided by school.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

We encourage parents to participate in classroom or special activities. Confer- ences are held once a month.

Brief description of Center’s philosophy about education and child development:

Hands-on experience, focus on socialization with the idea of preparing the child to enter kindergarten.

Other information:

Meals two times a day per session.

Serve low income families.

Multicultural enrollment.
28 Name of School/Center: BURBANK FIRST UNITED METHODIST

CHURCH NURSERY SCHOOL

Address: 700 N. Glenoaks Blvd., Burbank, CA 91502

Telephone Number: (818) 848-3233

Director’s Name: Regina Martin

Number of years in Operation: Since 1958

Type of Ownership: Church related, non-profit

Ages Served: 2 years 9 months to 5 years

Hours of Operation: Mon/Wed/Fri: 9:00a.m. to 12:00p.m. 4 yr.

Tue/Thurs: 9:00a.m. to 11:30a.m 3 yr

Months of Operation: Late August to June

Child-Adult Ratio: 7:1

Daily snack is provided by school and/or home.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Opportunities for parents include annual Fathers’ Saturday, Parent Participation Days, Parent Discussion Groups, Parent Library and Parent-Teacher Confer- ences.

Brief description of Center’s philosophy about education and child development:

The program provides opportunities for social, emotional, cognitive and physical growth through developmentally appropriate activities. Each child is thought of as an individual and encouraged to learn to think for him/herself and to develop a positive self-image.

Other information:

The program has been accredited since December 1987. Children need to be toilet trained.

Lunch Program provided 12 pm - 1pm on Mon/Wed/Fri and 11:30am-12:30pm Tues/Thurs. An addition fee of $6 per lunch.
17 333

Name of School/Center: BURBANK MONTESSORI ACADEMY

Address: 217 N. Hollywood Way, Burbank, CA 91505

Telephone Number: (818) 848-8226

Director’s Name: Kit Curry

Number of years in Operation: 23

Type of Ownership: Private-proprietary

Ages Served: 2 years - 5 years, 5 years - 9 years

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon. - Fri.

Months of Operation: All year

Child-Adult Ratio: 9:1 Preschool 8:1 School Aged

Meals are provided by home.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

There are no requirements, but parents are encouraged to participate. Parent conferences are held twice a year and more often if needed or requested.

Brief description of Center’s philosophy about education and child development:

To develop a child ’s independence, initiative, self -confidence, self -discipline, self-esteem and social awareness in a happy, relaxed and stimulating environ- ment.

Other information:

Center will assist with toilet -training. After 3 years old child must be toilet trained. Morning and afternoon nutrition provided. Spanish language class, dance and song are part of the curriculum. Extracurricular classes available include dance, computers, and music.

18 Name of School/Center: BURBANK UNIFIED SCHOOL DISTRICT WASHINGTON CHILDREN’S CENTER

Address: 2207 W. Winona Ave., Burbank, CA 91505

Telephone Number: (818) 558-5545

Director’s Name: Paula Lamar, Center Supervisor

Number of years in Operation: over 50 years

Type of Ownership: School District

Ages Served: 3 years to 8 years

Hours of Operation: 6:30a.m. - 5:30 p.m., Mon. – Fri.

Months of Operation: All year

Child-Adult Ratio: 8:1 24:1 Pre-school (1 teacher, 2 aides) 14:1 28:1 School age (1 teacher, 2 aides)

Meals are provided by the school. Program offers both subsidized and full cost schedule.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Parent participation is encouraged.

Brief description of Center’s philosophy about education and child development:

The center provides a rich and nurturing environment that offers activities that advance the child socially, emotionally, physically, and intellectually with and emphasis on literacy.
27 334

Address: Edison - 921 N. Keystone, Burbank, CA 91506

Telephone Number: (818) 729-4424 Edison

Director’s Name: Audrey Brooks, Center Supervisor

Number of years in Operation: 14

Type of Ownership: State funded / operated by the school district

Ages Served: 3 and 4 year olds

Hours of Operation: 1st Session: 8:00a.m. - 11:00a.m.
2nd Session: 12:15p.m. - 3:15p.m.

Months of Operation: September to June

Child-Adult Ratio: 8:1 24:1 (1 teacher, 2 aides)

Snacks are provided by the school. Program is free if family meet state eligibility.

Does staff have current First Aid and CPR certification? Yes xx No How many? 50%

Parent participation opportunities and/or requirements:

Parent participation is encouraged.

Brief description of Center’s philosophy about education and child development:

The center provides a rich and nurturing environment that offers activities that advance the child socially, emotionally, physically, and intellectually with and emphasis on literacy.

26 Name of School/Center: BURBANK

PARK, RECREATION &

COMMUNITY SERVICES DEPARTMENT

AFTERSCHOOL DAZE

Address: 8 Elementary school sites
Verdugo Recreation Center
(Services Roosevelt & Stevenson School)
Olive Recreation Center
(Services Disney School)

Telephone Number: (818) 238-5378

Director’s Name: Jenny Griffin

Number of years in Operation: 17

Type of Ownership: City of Burbank

Ages Served: K through 5th Grades

Hours of Operation: After School – 6:00p.m. Mon. - Fri.

Months of Operation: Late August through June

Child-Adult Ratio: 15:1

No meals are offered during the after school program. Occasional snacks provided by program. However, parents are welcome to send a snack with their child each day.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Parent involvement and frequent communication with staff is encouraged.

Brief description of Center’s philosophy about education and child development:

To provide a safe and caring environment for school age children, offer a varie- ty of recreational and educational activities, which interest and challenge chil- dren, and to promote the social, physical and cognitive development of the chil- dren.

Other information:

The Burbank Park, Recreation & Community Services Department offers day camps at their recreation centers for school age children during winter, spring, and summer vacations.

19 335

Name of School/Center: BURBANK TEMPLE EMANUEL PRESCHOOL

Address: 1302 N. Glenoaks Blvd., Burbank, CA 91504

Telephone Number: (818) 845-1734 Pre-school # (818) 845-6601

Director’s Name: Carol Miller

Number of years in Operation: 52

Type of Ownership: Temple (non-profit)

Ages Served: 2 years to 5 years

Hours of Operation: 9:00 a.m. - 3:00 p.m., Mon. - Fri.

Extended Hours 7:45 a.m. - 5:30 p.m.

Half Days 9 – 12 noon
Full Days 9 – 3 p.m.

Afternoon care for preschool and
kindergarten-age children until 5:30 p.m.

Months of Operation: 12 months
Nine week summer program available

Child-Adult Ratio: 7:1

Meals are provided by home. Two snacks provided by school.

Does staff have current First Aid and CPR certification? Yes xx No How many? 7

Parent participation opportunities and/or requirements:

We have regular parent conferences and parents are welcome to visit the school at any time.

Brief description of Center’s philosophy about education and child development:

Our program is based on the needs and interests of the developing preschool- er. Our curriculum is designed to promote self - expression, self - awareness, creativity, sharing and cooperation, problem solving, social and cultural aware- ness and just plain fun.

Other information:

Non-discrimination, open to the community.

20 Name of School/Center: BURBANK UNIFIED SCHOOL DISTRICT

TEEN/MOTHER PROGRAM

Address: 1915 Monterey Ave., Burbank, CA 91506

Telephone Number: (818) 558-5451

Director’s Name: Audrey Brooks, Center Supervisor
Ann Brooks, Principal

Number of years in Operation: 18

Type of Ownership: School District

Ages Served: 6 weeks to 3 years (preschool)

Hours of Operation: 7:00 a.m. - 2:00 p.m.

Months of Operation: Year round

Child-Adult Ratio: 3:1

Meals are provided by school. Program is free.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Teen mothers are enrolled in the high school, participate in parenting classes and spend time in the nursery.

Brief description of Center’s philosophy about education and child development:

The center provides a rich and nurturing environment that offers activities that advance the child socially, emotionally, physically, and intellectually with and emphasis on literacy.

Name of School/Center: BURBANK UNIFIED SCHOOL DISTRICT

STATE PRE-SCHOOLS

25 336

Name of School/Center: BURBANK UNIFIED SCHOOL DISTRICT

HORACE MANN CHILD CARE CENTER

Address: 3401 Scott Rd., Burbank, CA 91505

Telephone Number: (818) 558-5540

Director’s Name: Paula Lamar, Center Supervisor

Number of years in Operation: 23

Type of Ownership: Operated by the school district, supported by parent fees.

Ages Served: 3 months to pre-kindergarten

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon. - Fri.

Months of Operation: All year

Child-Adult Ratio: 4:1 Infants; 6:1 Toddlers; 8:1 Pre-schoolers

Meals can be provided by home or school, you have a choice.

Does staff have current First Aid and CPR certification? Yes xx No How many? 50%

Parent participation opportunities and/or requirements:

Parents are very active with Horace Mann Parent Association.

Brief description of Center’s philosophy about education and child development:

The center provides a rich and nurturing environment that offers activities that advance the child socially, emotionally, physically, and intellectually with and emphasis on literacy.

24 Name of School/Center: BURBANK UNIFIED SCHOOL DISTRICT BRET HARTE CHILDREN’S CENTER

Address: 1421 N. Ontario, Burbank, CA 91505

Telephone Number: (818) 558-5530

Director’s Name: Audrey Brooks, Center Supervisor

Number of years in Operation: over 50 years

Type of Ownership: School District

Ages Served: 3 years to 11 years

Hours of Operation: 6:30 a.m. - 6:00 p.m.

Months of Operation: All year

Child-Adult Ratio: School Age: Pre-school:
14:1 - Adult 8:1 - Adult
28:1 - teacher 24:1 - Teacher

Program offers both subsidized and full cost fee schedule.

Meals provided by school for subsidized care. Meals can also be provided for full cost participants for an additional charge.

Does staff have current First Aid and CPR certification? Yes xx No How many? 50%

Parent participation opportunities and/or requirements:

Parent involvement and participation are encouraged.

Brief description of Center’s philosophy about education and child development:

The center provides a rich and nurturing environment that offers activities that advance the child socially, emotionally, physically, and intellectually with an emphasis on literacy.

21 337

Name of School/Center: BURBANK UNIFIED SCHOOL DISTRICT
EMERSON CHILDREN’S CENTER

Address: 700 E. Cypress Ave., Burbank, CA 91501

Telephone Number: (818) 558-5535

Director’s Name: Audrey Brooks, Center Supervisor

Number of years in Operation: over 60 years

Type of Ownership: School District

Ages Served: 3 years to 8 years

Hours of Operation: 6:30 a.m. - 5:30 p.m., Mon. - Fri.

Months of Operation: All year

Child-Adult Ratio: 8:1 24:1 Preschool (1 teacher, 2 aides) 14:1 28:1 School age (1 teacher, 2 aides)

Meals are provided by the school. Program offers both subsidized and full cost schedule.

Does staff have current First Aid and CPR certification? Yes xx No How many? All

Parent participation opportunities and/or requirements:

Parent participation and involvement are encouraged.

Brief description of Center’s philosophy about education and child development:

The center provides a rich and nurturing environment that offers activities that advance the child socially, emotionally, physically and intellectually with an em- phasis on literacy.

22 Name of School/Center: BURBANK UNIFIED SCHOOL DISTRICT

EXTENDED DAY CARE-BEFORE/AFTER
SCHOOL

Address: 11 elementary school sites
Administrative Offices located at 1900 West Ol-
ive Ave., Burbank, Ca 91506

Telephone Number: (818) 729-4424

Director’s Name: Ardyth Jensen, Receptionist
Goldie Bemel, Director

Number of years in Operation: 22

Type of Ownership: School District, State Subsidized and fee based

Ages Served: 5 years to 11 years

Hours of Operation: 7:00 a.m. - 6:00 p.m., Mon. - Fri.

Months of Operation: All year

Child-Adult Ratio: 14:1 28:1 School age (1 teacher, 1 aide)

Snacks are provided by school.

Does staff have current First Aid and CPR certification? Yes xx No How many? 20

Parent participation opportunities and/or requirements:

Parents are active at each latchkey site.

Brief description of Center’s philosophy about education and child development:

The center provides a rich and nurturing environment that offers activities that advance the child socially, emotionally, physically, and intellectually with an emphasis on literacy.

23 338
Parent Perspecti ves to Inform
San Bernardino County’s
Universal PreKindergarten
Mixed Delivery System
Prepared for the San Bernardino County Local Planning Council Universal PreKindergarten Mixed Delivery Local Level Workgroup 2025
Early Education
and Development
Local Planning Council
San Bernardino County Superintendent of Schools
339
2 | SB UPK Mixed Delivery Needs Assessment
340
SB UPK Mixed Delivery Needs Assessment | 3
Acknowledgments
The authors would like to thank the San Bernardino County Local Planning Council Universal PreKindergarten (UPK) Mixed Delivery Local Level Workgroup who provided input on the research design, outreach for the parent survey, and interpretation of data for the needs assessment. The authors are also grateful to members of the CCRC Research Division for their GIS work, survey development, data analysis and report writing and to members of the CCRC Communication Division for developing the outreach strategy and tools for this work and for the design of the report. This report would not have been possible without the participation of the families of young children in San Bernardino County, California. The time invested by these families to provide insight into their child care needs, challenges, and basic family needs through their participation in the survey and parent interviews is greatly appreciated.

This project was made possible through funding from the California Department of Education’s Universal PreKindergarten Mixed Delivery Planning Grant. We extend our sincere appreciation for this support which enabled the development of this countywide needs assessment to strengthen the UPK mixed delivery system and support families in San Bernardino County.

For questions about this report, please contact:

Elaina Holley, San Bernardino County Superintendent of Schools at [email protected] or Olivia Pillado, Child Care Resource Center at [email protected].

Report authored by Child Care Resource Center.
341
4 | SB UPK Mixed Delivery Needs Assessment
Contents
Executive Summary ..................................................................................................6 Introduction............................................................................................................ 10 Project Goals and Research Questions ...................................................................12 Methodology .......................................................................................................... 12 Sampling and Outreach .......................................................................................13 Data Collection Methods and Analyses ..............................................................14 Parent Survey...................................................................................................14 Key Informant Interviews ................................................................................14 Survey Data Analyses .......................................................................................15 Limitations .......................................................................................................15 Results and Discussion ...........................................................................................16 Research Question 1: Who are the families of three- and four-year-old children in San Bernardino County and how can San Bernardino County prepare to support them in a UPK mixed delivery system? ..................................................16 Demographic Information ...............................................................................16 Research Question 2: What are families’ child care needs and plans for their three- and four-year-old children as they become eligible for Transitional Kindergarten? .....................................................................................................24 Current Child Care Use and Future Needs .......................................................24 Parental Search for Care ..................................................................................29 What Parents Know About Transitional Kindergarten .....................................35 Challenges in Finding Care ...............................................................................38 Enrollment in Publicly Funded Preschool or Transitional Kindergarten ...........40 Research Question 3: What basic needs do families of three- and four-year-old children in San Bernardino County have and how can San Bernardino County support families so that children can thrive as they transition to preschool and beyond? .............................................................................................................. 46 Employment ....................................................................................................47 342
SB UPK Mixed Delivery Needs Assessment | 5
Families Participating in Support Programs .....................................................48 Food Needs ......................................................................................................49 Housing Needs .................................................................................................51 Family Access to Medical and Dental Insurance ..............................................53 Family Well-being ............................................................................................53 Discussion and Recommendations .........................................................................54 Recommendation 1: Provide one centralized location for ECE program information that includes comprehensive information to support parents in making informed decisions for their families. .....................................................54 Recommendation 2: Strengthen the early care and education workforce in San Bernardino County to ensure the provision of high-quality care that aligns with the needs, priorities, and preferences of families. .............................................55 Recommendation 3: Implement comprehensive, multi-faceted strategies to address geographic barriers to accessing child care that meets the diverse needs of families in San Bernardino County. .................................................................56 Recommendation 4: Design and implement targeted strategies to strengthen the early care and education system in San Bernardino County by ensuring it is linguistically responsive to Spanish-speaking families. .......................................57 Recommendation 5: Cultivate family well-being by ensuring children in all child care arrangements have access to comprehensive services including support for the provision of basic needs such as food. .........................................................59 Appendices ............................................................................................................. 60 Appendix A. Demographic Information of Key Informants .................................60 Appendix B. Key Informant Interview Questions ................................................62 Appendix C. Data Governance and Security, Quality Assurance, and Validation of Survey Data ......................................................................................................... 64 Appendix D. Input from the LPC UPK Mixed Delivery Local Level Workgroup on Report Recommendations ..................................................................................66 References .............................................................................................................. 70 343
6 | SB UPK Mixed Delivery Needs Assessment
Executive Summary
An established body of work shows lasting results of participation in high-quality early care and education (ECE) programs. Therefore, investing in high-quality ECE is vital for ensuring positive individual and community outcomes. California has a wide array of ECE options offered through the “mixed delivery system,” ensuring the state can meet the diverse needs of children and families. Nevertheless, it is a complex system that often leaves parents confused about the available options for their children. The priority of providing preschool access universally for three- and four-year-old children through a mixed delivery system led California to release the Universal PreKindergarten (UPK) Mixed Delivery Planning Grant.

As part of the grant, the San Bernardino County Local Planning Council (LPC) secured the services of Child Care Resource Center (CCRC) to assess parents’ priorities, needs, and gaps in access to care for their three- and four- year-old children and then engage the community and partners to create a mixed delivery system that meets the needs of the County’s children and families. Information from this assessment will be used to plan for the expansion of high-quality UPK through a mixed delivery system in San Bernardino County.

Three research questions were used to guide this work: 1) Who are the families of three- and four-year-old children in San Bernardino County and how can San Bernardino County prepare to support them in a UPK mixed delivery system? 2) What are families’ child care needs and plans for their three- and four-year-old children as the children become age-eligible for preschool and Transitional Kindergarten (TK)? and, 3) What basic needs do families of three- and four-year-old children in San Bernardino County have and how can San Bernardino County support families so their children can thrive as they transition to preschool and beyond? The needs assessment employed a mixed methods approach with a parent survey (n=601), Key Informant Interviews (KIIs) with parents (n=14), and GIS work overlaying data with San Bernardino County population data. 344
SB UPK Mixed Delivery Needs Assessment | 7
With a geography spanning more than 20,000 square miles, San Bernardino County is the largest county in the contiguous United States. Home to approximately 2.2 million residents, the County includes 570,238 children, with 39% of households reporting at least one child under the age of 18. Participation in the needs assessment closely mirrored the diverse population of San Bernardino County, including regional and demographic characteristics. Participants of this survey identified as Latino (65%), White or Caucasian (29%), Black or African American (8%), Asian or Asian American (4%), American Indian or Alaskan Native (2%), Native Hawaiian or Pacific Islander (1%), or of multiple ethnicities (9%). A majority of the parents who completed the survey identified English (80%) or Spanish (19%) as their primary home language.

Survey and interview data revealed the complexities parents face when navigating the child care system. The process of finding and enrolling in care is difficult, and there is no centralized, accessible source of information for families and information about child care can be inconsistent and incomplete. Parents often rely on word- of-mouth and online sources. Geographic access also poses challenges. Families shared that child care options are limited in their immediate areas, a concern supported by GIS mapping from CCRC, which identifies multiple child care deserts across San Bernardino County, even when license-exempt care is included.

Language barriers add another layer of difficulty for Spanish-speaking families. Compared to English-speaking respondents, Spanish-speaking parents were
less likely to use brochures or online resources,
and less likely to be aware of the early
care options available to them, particularly
Transitional Kindergarten. They also placed a
higher value on having caregivers who speak
their home language, emphasizing the need for
culturally and linguistically responsive services.

Given that 32% of San Bernardino County’s
population speaks Spanish, addressing this
need is essential for equitable access to early
care and education.

Regardless of background, parents identified
the following as the most important
characteristics of care: well-trained and
experienced caregivers, affordability, and
convenient location. Many parents noted
that while they had heard of TK, they lacked a
clear understanding of what it entails. Families
frequently described the need to create a
patchwork of various sources of information
and care arrangements to meet their needs.

This study also found that most families require
care for 21 hours or more per week, and over
40% use care during non-standard hours,
further underscoring the need for flexible and accessible child care options.

When asked what would make the process easier, parents suggested tools such as a checklist of enrollment requirements, an easy-to-navigate website, and access to an enrollment specialist to guide them through the process. Notably, Spanish-speaking parents more frequently cited the need for enrollment specialists. 345
8 | SB UPK Mixed Delivery Needs Assessment
Given the importance of family well-being to optimal child development, a key goal of San Bernardino County Superintendent of Schools (SBCSS) and the Workgroup is to support the basic needs of the families of San Bernardino County. Families in the County face a range of challenges that underscore the need for increased support to promote stability and well-being. The living wage for a family in the County is approximately $96,553, significantly higher than the median household income of parents participating in the survey, which was between $35,001 and $50,000. Furthermore, 77% of families reported participating in at least one public assistance or support program, while 14% of parents identified as unemployed or underemployed. Basic needs continue to be a concern for many families. Sixty percent of respondents reported some level of need for food assistance, and one in four families indicated a need for both food and housing support. These material hardships appear to contribute to heightened levels of stress among families: 57% of parents reported feeling stressed or overwhelmed, and 36% expressed concerns about their child’s behavior at home and / or in child care settings.

Five recommendations emerged from the results of the needs assessment and are intended to enhance and guide San Bernardino County’s ability to support families in a UPK mixed delivery system.

Recommendation 1: Provide one centralized location for ECE program information that includes comprehensive information to support parents in making informed decisions for their families.

Recommendation 2: Strengthen the early care and education workforce in San Bernardino County to ensure the provision of high-quality care that aligns with the needs, priorities, and preferences of families.

Recommendation 3: Implement comprehensive, multi-faceted strategies to address geographic barriers to accessing child care that meets the diverse needs of families in San Bernardino County.

Recommendation 4: Design and implement targeted strategies to strengthen the early care and education system in San Bernardino County by ensuring it is linguistically responsive to Spanish-speaking families.

Recommendation 5: Cultivate family well-being by ensuring children in all child care arrangements have access to comprehensive services including support for the provision of basic needs such as food. 346
SB UPK Mixed Delivery Needs Assessment | 9
347
10 | SB UPK Mixed Delivery Needs Assessment
Introduction
Research shows lasting results of attending high-quality preschool programs including closing the opportunity gap between children with more versus fewer advantages, long-term health outcomes including reduced cardiovascular disease, increased economic productivity and reduced crime (Heckman Equation, n.d). Investing in high-quality early care and education is therefore vital to positive individual and community outcomes.

California has a vast array of early care and education program options to meet the needs of families and their children. These options are often referred to as the “mixed delivery system.” Parents have a wide range of options including licensed center-based and licensed or legally license-exempt home-based child care with some centers located on public school campuses and others in the surrounding community. While most parents pay for child care from their family budget, others qualify for subsidized child care or have access to free programs that are universal and do not require parents to income-qualify. One of the programs that is open to all parents and does not require them to qualify based on income is Transitional Kindergarten (TK) (Early Edge California, n.d.). California’s Expanded Learning Opportunities Program (ELOP) is a state-funded initiative that provides no-cost or low-cost before-school, after-school, intercession, and summer learning opportunities for students in transitional kindergarten through 6th grade (California Department of Education, n.d.). Additionally, Head Start, Early Head Start, and Early Head Start-Child Care Partnerships are federally funded programs that offer center or home-based options to parents who qualify based on established criteria (Head Start California, n.d.). Parents who qualify for voucher-based programs (CalWORKs Stage 1, 2, and 3, Alternative Payment Program, and Migrant Alternative Payment Program) can choose care in privately owned licensed centers, licensed family child care, or license-exempt care (California Department of Social Services, n.d.). Parents who meet specific qualifications can also access care at child care centers or family child care home fducation networks through direct contracts including General Child Care and Development, Migrant Child Care and Development Programs, Children with Severe Disabilities, Family Child Care Home Education Networks, and California State Preschool Programs. This wide range of programs in California ensures the state can meet the diverse needs of children and families. However, it also illustrates the complexities of the mixed delivery system of child care, often leaving parents confused about the available options for their children. 348
SB UPK Mixed Delivery Needs Assessment | 11
The priority of providing preschool access universally for three- and four-year-old children through a mixed delivery system led California to release the Universal PreKindergarten (UPK) Mixed Delivery Planning Grant.

As part of the grant, San Bernardino County Local Planning Council (LPC) secured the services of Child Care Resource Center (CCRC) to assess the needs and gaps in access to care for their three- and four-year-old children. Informati on from this assessment will be used to plan for the expansion of high-quality UPK through a mixed delivery system in San Bernardino County.

CCRC is a large non-profi t family resource center providing whole-child whole-family services across a 22,500 square mile service area of Northern Los Angeles County and the enti rety of San Bernardino County with partnerships across the state of California. The CCRC Research Division has extensive experience conducti ng community-based research to drive data-informed decisions and support strategic planning. CCRC Communicati ons is highly experienced in connecti ng with the community and developing tools to support partners in reaching the community of interest for any given focus, ensuring equitable access to services.

CCRC worked closely with San Bernardino’s Local Planning Council - UPK Mixed Delivery Local Level Workgroup to plan for the countywide needs assessment and fulfi ll the goal of community engagement and partnerships to create a mixed delivery system that meets the needs of the County’s children and families. CCRC’s Research and Communicati ons teams parti cipated in the workgroup facilitati ng multi ple acti viti es designed to leverage the group’s experti se and knowledge about the community of San Bernardino County, quality care and educati on, and families. As shown in Figure 1, planning began in April 2024 with initi al meeti ngs and work to design the survey. The workgroup provided input on prioriti es for the content of the survey and on the outreach strategy. Outreach materials, survey and interview tools were developed, translated and back-translated in the summer and fall of 2024. The survey was disseminated in January 2025 and was open for a month. Parent interviews were conducted between March and April, engaging parents who opted to parti cipate in the interviews aft er completi ng the survey. Data analysis of the survey was conducted between March and April with results shared during a sense-making session with the workgroup in April 2025. The fi nal analyses, including the analysis of the interviews were completed between April and June. A draft of the report and recommendati ons was completed in June 2025. Recommendati ons were shared and discussed with the workgroup in June 2025 to obtain their feedback.

Figure 1. Pro�ect Timeline
April - December
2024
Planning with
the LPC UPK
Mixed Delivery
Local Level
Workgroup
Survey
disseminati on
Parent
interviews
Data analysis,
GIS work with
survey and
populati on
data
Sensemaking
session with

LPC UPK
Mixed Delivery
Local Level
Workgroup
Report
presentati on
January - February
2024
March - April
2025
March - April
2025
April 2025 June
2025
349
12 | SB UPK Mixed Delivery Needs Assessment
Project Goals and Research Questions
The mission of SBCSS is to transform lives through education. Working in collaboration with school districts, families, community partners and other agencies, SBCSS provides leadership advocacy and services to ensure equitable, innovative, and inspiring educational practices. This endeavor is essential to the quality of life and economic vitality of communities. SBCSS has the goal of creating a mixed delivery system that meets the needs of the County’s children and families and commissioned a countywide needs assessment to achieve this goal (San Bernardino County Superintendent of Schools, 2022). The research questions guiding this work include:

Research Question 1: Who are the families of three- and four-year-old children in San Bernardino County and how can San Bernardino County prepare to support them in a UPK mixed delivery system? Research Question 2: What are families’ child care needs and plans for their three- and four-year-old children as the children become age-eligible for preschool and Transitional Kindergarten? Research Question 3: What basic needs do families of three- and four-year-old children in San Bernardino County have and how can San Bernardino County support families so that children can thrive as they transition to preschool and beyond?
Methodology
This needs assessment employed a mixed methods approach with a parent survey, Key Informant Interviews (KII) with parents, and GIS work overlaying survey data with San Bernardino County population data. Parents’ voices were central to this needs assessment as their lived experiences most closely reflect the community.

Programs that are designed from the “user” perspective are more likely to be relevant for the recipient, effective, cost-efficient and have the greatest likelihood of achieving the goals of the program. Where applicable, local, state or national data are included to paint a picture of the landscape and full context within which families live.

The LPC UPK Mixed Delivery Local Level Workgroup was deeply involved with all steps of the process. Starting in April 2024, the CCRC Research Team met with the workgroup on a bimonthly basis to plan the assessment, develop the survey, key informant interviews, and develop the outreach strategy and materials. After data collection started, the CCRC Research Team met with the workgroup to gather input on the preliminary findings and recommendations. The Research Team regularly facilitated activities and discussions to keep the group updated on progress and elicit feedback.
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Sampling and Outreach
The CCRC Communicati ons team designed the outreach material ensuring consistent branding so the survey could be widely distributed across San Bernardino County and reduce the possibility that parents would complete the survey multi ple ti mes if they received it from multi ple sources. CCRC’s Communicati ons Division developed a Communicati ons Toolkit consisti ng of email templates and fl yers in English and Spanish tailored for direct communicati on to parents, email templates to engage community partners in the process of disseminati ng the survey, and graphics, hashtags, and taglines to be used in the distributi on of the survey via social media including Facebook, X, and Instagram. These materials were reviewed by the Communicati ons Team at SBCSS and approved to ensure alignment with SBCSS communicati ons guidelines. An example of one of the communicati ons tools is presented in Figure 2.

Connecti ons and partnerships across the County were leveraged to disseminate the survey and resulted in a wide reach of families across the County. The toolkit was shared with the workgroup who then outreached to their community partners. In additi on, CCRC who serves San Bernardino County also engaged in direct outreach to families by posti ng on social media (Facebook and Instagram) and distributi ng emails to parents of three- and four-year-old children who receive fi nancial assistance for child care through CCRC or who had previously sought out child care through CCRC’s Resource and Referral program.

Figure 2. Sample Social Media Post in the Parent Survey Outreach 351
14 | SB UPK Mixed Delivery Needs Assessment
Data Collection Methods and Analyses
Parent Survey
The parent survey was a main component of the needs assessment and integral in reaching a wide audience across San Bernardino County. It was designed in two main parts to mitigate the potential for non-participation due to the extensive length of the full survey. The first section of the survey was designed to query parents about their current and future use of child care, decision-making, and challenges and supports in accessing early care and education programs. This first part of the survey included questions on parents’ current and future use of child care, where parents seek information, and what factors play into their decision-making on child care. This section of the survey was designed based on a literature review and existing tools used by UPK researchers and program developers in California (First 5 Orange County, personal communication, May 2024; Learning Policy Institute, personal communication, May 2024). This ensured relevance to the UPK system and comparability to other findings in the future. The first part of the survey was 59 questions long. Questions from this section will help guide communications about UPK programing as well as the development of the UPK mixed delivery system.

The second part of the survey focused on family basic
needs including employment, food, housing, and other
support for families. The basic needs section consisted of questions currently used to connect families to
services in multiple programs at CCRC. This part of
the survey included an additional 6 questions. The
workgroup was interested in understanding basic needs
because of the deep desire and goal of meeting not
just the educational needs, but the holistic needs of the families in the County.

Validity of the survey instrument was tested through cognitive interviews with two parents during the development of the survey to ensure that the questions were clear, accurate, and interpreted as intended to elicit the information needed for the analyses. Minor modifications were made to the survey based on parental feedback received during the cognitive interviews. The survey was developed in English and translated into Spanish and back-translated into English to ensure language equivalency. The survey was administered using Jotform (Jotform, Inc., 2025), an on-line form-building platform which allows parents to complete the survey in either of the two languages, English or Spanish.

Parents received one entry into a $50 gift card drawing by completing the first part of the survey (early care and education needs and preferences) and were given an additional survey drawing entry if they chose to complete the second part of the survey (basic needs assessment). A total of ten gift cards were awarded. The survey was active from January 2025 through February 2025. Survey entries were monitored and tracked daily to ensure that the project reached the minimal number of survey responses needed to conduct the analyses and that the distribution of participants by region, primary home language, and ethnicity was proportional to that of the population in San Bernardino County. Outreach strategies were amplified for Spanish-speaking participants when early monitoring of incoming survey responses showed an under-representation of participants from the Spanish-speaking community.

Key Informant Interviews
Fourteen parents took part in the Key Informant Interviews (KII). When completing the survey, parents had the opportunity to opt for further research. This resulted in a pool of parents from which to recruit for the 352
SB UPK Mixed Delivery Needs Assessment | 15
interviews. A recruitment matrix was developed to include a diversity of voices. This process ensured that parents from all four regions of the County, parents who spoke English or Spanish, parents across multiple household income levels, levels of education, and experiences with child care were represented. Once the matrix was completed, the CCRC Research Team reached out to the parents by telephone and email to invite them to participate. See Appendix A for a full description of the KII participants’ backgrounds.

All interviews were conducted in either English or Spanish via Zoom phone (Zoom Video Communications, Inc., 2021), recorded in Zoom, and transcribed via Otter.ai in Zoom. Each parent received a $125 gift card for their participation in a one-hour interview.

The interviews were analyzed using Dedoose (SocioCultural Research Consultants, LLC, 2021), a web- based software designed for qualitative and mixed-methods research data analysis. This tool allows for the organization of data from the survey and interviews. A content analysis of the data was conducted and is presented throughout the report with quotes from parents highlighted to illustrate themes central to the analyses of this report. KII questions are included in Appendix B.

Survey Data Analyses
For information on data governance and security, quality assurance, and validation of survey data, see Appendix C.

To ensure a sufficient sample size to detect group differences, a series of a priori power analyses were conducted using G*Power 3.1 (Faul et al., 2009) to determine the required sample sizes for each primary research question. Separate analyses were performed for each planned statistical test, including chi-square tests of independence. For each analysis, power was set at 0.80 and the alpha level at 0.05. Effect size estimates were based on prior literature and standard conventions (e.g., Cohen’s w = 0.15 for chi-square). The results indicated that the minimum required sample sizes ranged from 200 to 346 participants across tests. The final sample size (N = 601) exceeded all thresholds, ensuring adequate power to detect the expected effects.

Where meaningful and applicable, group analyses for the following were conducted by region (Valley vs. North Desert, East Desert, Mountain), by parent home language (English and Spanish), and by parent generational status (Generation Z or later, Millennial, Generation X or Prior). Quantitative data were analyzed using IBM SPSS Statistics for Windows (Version 27.0; IBM Corp., 2021).

Limitations
There is no centralized database to reach all families in San Bernardino County who have three- and four- year-old children. Therefore, partnerships throughout the County were leveraged to reach as many families as possible. Agencies who are part of the LPC and LPC UPK Mixed Delivery Local Level Workgroup worked with their own organizations, outreaching to their partners to disseminate information about the survey and distribute the survey. In addition, CCRC distributed the survey to families of three- and four-year-old children who receive financial assistance for child care or who called for child care resource and referral services in the prior year. Results show that the survey had wide reach across the County. However, it is possible that information about the survey did not reach a portion of the population of parents in the County who have three- and four-year-old children, specifically those who may not already be connected to the public school system. To gauge what percentage of this survey’s response constituted parents who have engaged with the public school system the survey asked if they ever had a child enrolled in public school and 73% had. Therefore 27% of survey respondents were not previously connected to the public school system. However, there is no way of knowing how many families of three- and four-year-old children this survey did not reach. 353
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Results and Discussion
The results in this report are organized around the three research questions. Data from all relevant sources are interwoven as they apply to each theme discussed in the report. Quotes from parents are included throughout to illustrate and highlight relevant themes and to contextualize data from the survey. To protect families’ identities no names are used and minimal descriptions of the families are provided with the quotes.

Research Question 1: Who are the families of three- and four- year-old children in San Bernardino County and how can San Bernardino County prepare to support them in a UPK mixed delivery system?
To support families in a UPK mixed delivery system, we must first understand who the families are and where they reside. There is a comprehensive body of research supporting the fact that familial experience with the early care and education system varies by demographic characteristics such as race and ethnicity, language, income, and parent education and by location (Magnuson & Duncan, 2022; Mendez & Suskind, 2018; Chaudry et al, 2023; Paschall, Madill, & Halle, 2021).

Demographic Information
This survey received a total of 601 valid responses from families across San Bernardino County. While a few caregivers who responded to the survey identified as adopted parents, step parents, foster parents, and grandparents, a majority (93%) identified as biological parents, as seen in Table 1. In addition, 93% of the participants were female. For the purposes of this report, all caregivers will be referred to as parents.

Table 1. Parent Characteristics
Relation to the Child Percent of Participants (n=601)
Biological parent 93%
Adopted parent 3%
Foster parent 2%
Stepparent, Grandparent, Other Caregiver 2%
Where families live can significantly affect families’ experiences with the early care and education system by impacting accessibility to programs and the cost of care. For example, families who live in more urban areas frequently have more access to early care and education programs than parents in more rural areas. There are areas across the country that are considered child care deserts, areas where there is an insufficient supply of licensed child care to meet the demand in that geography. In the United States, more than half of all Americans lived in areas classified as child care deserts in 2018 (Malik et al, 2018). In San Bernardino County, only 16.8% of children ages 0-5 years with all available parents in the workforce have access to a licensed child care space while 23.9% have access to care when considering both licensed and unlicensed care (CCRC, n.d.). Where families live also affects their child care arrangements. That is, families living in rural areas are less likely to use center-based preschool programs than families living in more urban areas (Center for American Progress, 2019).

With a geography that spans over 20,000 square miles, by area, San Bernardino County is the largest county in the contiguous United States (U.S. Census Bureau, n.d.). The County is commonly divided into four distinct areas: Valley Region, North Desert Region, Mountain Region, and East Desert Region. The greatest percent 354
SB UPK Mixed Delivery Needs Assessment | 17
of the population resides in the Valley Region (72%),
followed by the North Desert Region (22%), with lower
proportions of the population in the Mountain (7%)
and East Desert Region (2%) (San Bernardino County
Community Indicators, n.d.).

Due to the County’s size and geography, families may
have different experiences with accessing early care and education programs based on where they live. Therefore, having proportionate representation from families
in each of the four different regions of the County
participate in this survey was critical to ensure parent perspectives from across the County were included.

As seen in Table 2, the proportion of parents
responding to the survey by region closely aligns with
the distribution of the County’s population across the
four regions. The largest portion of the survey responses received were from the Valley Region (54%) which is the most populated region of the County and is comprised of Fontana, San Bernardino, Ontario, Colton, Rialto, and Rancho Cucamonga. The next largest group of surveys were returned by parents from the North Desert Region (36%) comprised of cities such as Apple Valley, Fort Irwin, Hesperia, and Victorville. Families from the Mountain Region, representing Big Bear, Crestline, Lake Arrowhead, Running Springs, and Wrightwood comprised 7% of the survey responses and families from the East Desert Region representing Yucca Valley and Morongo Valley made up 2% of the survey responses.

Table 2. Survey Responses by County Region
County Region Percent of
Participants (n=601)
San Bernardino
County*
Valley Region
Fontana, San Bernardino, Ontario, Colton,
Rialto, Rancho Cucamonga
54% 72%
North Desert Region
Apple Valley, Fort Irwin, Hesperia, Victorville 36% 22% Mountain Region
Big Bear, Crestline, Lake Arrowhead, Running
Springs, Wrightwood
7% 3%
East Desert Region
Yucca Valley, Morongo Valley 2% 3%
*Source: San Bernardino County Community Indicators, n.d. 355
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Race and Ethnicity
An extensive body of research illustrates disparities in families’ experiences with the ECE system based on their race or ethnicity and language. Black, Latino, and Native American families are more likely to live in child care deserts (CCRC, n.d.; Malik & Hamm, 2017). Black and Latino families spend a higher proportion of their income on child care and have less access to child care subsidies (Malik & Hagler, 2017; Crosby, Mendez, & Barnes, 2019; Center for Law and Social Policy, 2014). Families whose primary language is not English have limited availability of early childhood educators who communicate in their language, have less access to outreach and enrollment materials in an accessible language, and have lower participation in public child care assistance programs, including Head Start and State Preschool than their English-speaking counterparts (Schumaker, 2019).

As illustrated in Table 3, the greatest proportion of parents completing the survey identified as Hispanic or Latino (65%). The next largest groups identified as White or Caucasian (29%), Black or African American (8%), Asian or Asian American (4%), American Indian or Alaskan Native (2%), or Native Hawaiian or Pacific Islander (1%). Nine percent selected multiple categories. The proportion of parents in each race or ethnic category who completed a survey closely mirror the population in San Bernardino County, suggesting good representation of the survey respondents across these groups.

Table 3. Parent Race and Ethnicity
Race / Ethnicity Survey Parents
(n=596)
San Bernardino
County*
Hispanic or Latino 65% 56%
White or Caucasian 29% 25%
Black or African American 9% 9%
Asian or Asian American 4% 9%
American Indian or Alaskan Native 2% <1%
Native Hawaiian or Pacific Islander 1% <1%
Multiple categories selected 9%
Note: Participants were able to select multiple categories. Therefore, the sum of the percentages is greater than 100%. *Source: U.S. Census Bureau, 2024
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Primary Home Language
Having a firm understanding of the linguistic needs of the community is paramount to providing linguistically responsive services. Language may play a role in parents’ access to the ECE system and in promoting equitable participation in ECE programs. According to the U.S. Census, 59% of the population reports English as their primary language and 32% of the population reports Spanish as their primary language in San Bernardino County. See Table 4.

Of the participants completing the survey, 80% reported English as their main home language, followed by Spanish (19%), and other languages (2%). The other languages included Chinese (Mandarin), Tagalog, Arabic, Farsi, Punjabi, Portuguese, and Korean. Parents also reported their child’s primary home language and for most parents (95%), child’s home language was the same as their own home language. In instances where there were language differences between children and parents, parents reported English as their child’s primary home language but not as their own.

Compared to the population in the County, the survey had an overrepresentation of parents reporting English as their primary language and an underrepresentation of parents reporting Spanish as their primary home language. It is possible that the outreach efforts did not reach as many Spanish-speaking families as intended and this should be kept in mind for future outreach regarding the UPK mixed delivery work.

Table 4. Primary Home Language
Primary Home Language Survey Children
(n=597)
Survey Parents
(n=597)
San Bernardino
County*
English 83% 80% 59%
Spanish 16% 19% 32%
Other 1% 2% 8%
*Source: U.S. Census Bureau, 2024
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Parent and Child Age
In 2021, San Bernardino County was home to approximately 570,238 children, accounting for 26% of the overall population of 2.2 million people. In terms of households, 39% of households had at least one child.

Of the child population, 85,967 children (15%) were between the ages of birth and two-years-old, 89,304 (16%) were ages three- to five-years-old, and 394,967 (69%) were between the ages of six- and 17-years-old.

Population projections indicate that the number of children in the County is expected to remain relatively stable through 2060, with an estimated 541,769 children residing in the County by that year (Kidsdata.org, 2021).

This survey focused on three- and four-year-old children and included screening questions to exclude families who did not have a child within the age groups of interest. However, a group of completed surveys for two- year-old children was received and included in the analyses. This determination was made in collaboration with SBCSS because parents of two-year-olds also share in the experience of finding early care and education programs for their children and may seek early care and education programs for a child who is approaching three-years-old. In instances where parents had multiple children within the target age range for this survey, parents were asked to focus on the oldest of their children in the age range. As a result, 53% of parents reported on a four-year-old child, 43% on a three-year-old child, and 4% on a two-year-old child. Thirty-four percent of parents have at least one other child between the ages of 0-5 years old and 71% of parents have another child between 6-18 years old as seen in Table 5. Parents who completed a survey ranged in age from 21- to 73-years-old and a majority were between the ages of 30-39 years old as seen in Table 6.

Table 5. Age of Focus Child
Child Age (n=601) Percent of Children
2 years old 4%
3 years old 43%
4 years old 53%
Parents with additional children 0-5 years 34%
Parents with additional children 6 years and older 71%
Table 6. Parent Age
Parent Age (n=601) Percent of Parents
21-29 years old 16%
30-39 years old 59%
40-49 years old 22%
50-59 years old 2%
60 years old or more <1%
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Marital Status
There are key impacts of marital status on families of young children. Married families typically have dual income earners which tend to have higher incomes than single-parent households (U.S. Census Bureau, 2024) which buffers children from financial hardship. And marital status is deeply tied to household living arrangements. That is, households with married marital status tend to have more than one adult present and tend to be dual-income households (Bureau of Labor Statistics, 2020). In San Bernardino County, 58% of children live in households where two parents are present, 28% live in households with single mothers, 9% live in households with single fathers, 5% live in households where no parents are present, but other relatives are, and 0.9% of children live in households where no parents or other relatives are present (Kidsdata.org, 2021). While not a direct comparison, in San Bernardino County, 67% of children live in households in which the parent is married or living with a partner, 18% in households with a parent who is never married, not living with a partner, 3% in households where the parent is divorced, and less than 1% in households in which the parent is widowed as illustrated in Table 7.

Table 7. Parent Marital Status
Parent Marital Status (n=601) Percent of Parents
Married or living with a partner 67%
Never married, not living with a partner 18%
Divorced 3%
Widowed <1%
Prefer not to answer 11%
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Educational Level
The parents who completed the survey had a higher educational attainment than that documented for the population in San Bernardino County. In 2022, 82% of adults 25 years or older had a high school diploma or higher in San Bernardino County, compared to 91% in this sample. In addition, 23% of adults 25 years or older had a bachelor’s degree or higher, compared to 30% in this sample. See Table 8. The median educational achievement was some college, and the mode was some college. Higher educational attainment is related to multiple child socioeconomic and health outcomes. For example, the National Center for Education Statistics (NCES, 2023) found that children with college-educated parents are significantly more likely to complete high school and enroll in postsecondary education than children whose parents have lower educational attainment.

In addition, parental education has an influence on family income which affects child nutrition, healthcare access, and overall well-being. Research from the Urban Institute in 2023 showed that higher parental education reduces child poverty risk by 40% (Urban Institute, 2023). Hence, supporting parents with their child care needs through a mixed delivery system is essential not only for working parents but is also a key resource for parents to achieve educational success.

Table 8. Highest Educational Achievement
Education Level (n=601) Percent of Parents
No high school or some high school 7%
High school diploma / GED 18%
Vocational or Trade school 9%
Some college 22%
Associate degree (AA, AS) 12%
Bachelor’s degree (BA, BS) 19%
Advanced degree (Master’s degree or above) 11%
Prefer not to answer 2%
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Household Income
According to the MIT Living Wage Calculator (February 2024), a single adult with one child living in the Riverside-Metro-Ontario, California region must earn approximately $96,553 a year to earn a living wage. This reflects the minimum income required to meet the minimum standards to live in San Bernardino County while being self-sufficient and takes into account the cost of food, child care, healthcare, housing, transportation, and other basic needs. In comparison, in San Bernardino County the median household income was $82,184 a year and $135,000 a year in California (U.S. Census Bureau, n.d.). Among survey participants, the median household income was $35,001-$50,000 a year, well below the County and state medians. Additionally, 74% of families participating in the needs assessment reported an annual household income less than $85,001, placing the majority of families below the regional living wage threshold for a family comprised of one child and one working adult. See Chart 1.

Chart 1. The median yearly household income of $35,001-$50,000 for survey participants was well below the minimum living yearly wage of $96,553 for a family of one working adult and one child in San Bernardino County.

SB minimum living
wage $96,553
$15,000 or less
8%
10%
14%
20%
13%
9%
8%
14%
4%
$15,001 - $25,000$25,001 - $35,000$35,001 - $50,000$50,001 - $65,000$65,001 - $85,000$85,001 - $100,000$100,001 or more Not Known
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Research Question 2: What are families’ child care needs and plans for their three- and four-year-old children as they become eligible for Transitional Kindergarten?
To gain insight into parents’ current use and future needs for child care, parents were asked about their child care arrangements at the time of the survey and about their child care arrangements in the future. To focus parents on a date in the future, parents were asked about their child care arrangements for the upcoming school year, starting August 2025. Parents provided information on the early care and education setting (license-exempt, licensed family child care home, center-based), days and time of day of care, and number of hours during which their child was in care during the time of the survey (current) and what they would need in the future (August, 2025).

During the data analysis process information parents provided was coded into categories to designate child care that took place during standard hours and non-standard hours. Standard hours of care included weekday mornings and afternoons between the hours of 8am and 6pm. Non-standard hours of care included between the hours of 6pm and 8am and during weekends based on the categorization used in prior research (NSECE, 2015). To determine whether parents had variable schedules, they were also asked if their schedule varied week to week.

Current Child Care Use and Future Needs
Early Care and Education Setting
Overall, 76% of all parents reported that they had non-parental child care arrangements for their child, while 24% reported their child was not in child care. Charts 2 and 3 illustrate the arrangements by age of child and for overall group. Overall, 61% of parents shared their child was in center-based care, 12% reported their child received care in a family, friend, and neighbor setting, and 9% reported licensed family child care as one of their arrangements. Out of all parents who reported that they had child care arrangements for their child, 10% reported concurrent child care arrangements, that is, use of two or more child care settings for their child.

Parents reported concurrent care for 13% of two-year-olds 11% of three-year-olds, and 9% of four-year-olds.

The percent of children in concurrent care parents reported in this needs assessment was higher than the 5% found in a recent landscape analysis of home-based care in Los Angeles County (Child Care Alliance of Los Angeles, 2023) and lower than the 26% of parents in California reported in recent work by the Learning Policy Institute (Wang, V., 2025).

Several patterns emerged in both current and anticipated use of child care. During both timeframes, less parents reported non-parental care for two-year-olds than for the other two age groups with parents reporting only parental child care arrangements for 64% of two-year-olds currently and 59% in the future. For three- and four- year-old children a majority reported center-based care currently (54% and 69%, respectively) and in the future (60% and 76%, respectively). For 70% of parents, the need for child care will not change in August 2025. Eighteen percent reported that their needs would be different and 15% indicated that they were not sure yet of their future child care arrangements. Indeed, multiple parents who participated in the KIIs shared that they were working through multiple factors to make a decision on the child care arrangements for their child. These factors included which child care option would be best for their child, whether the hours offered in child care options available to the family would suit their needs, and considering whether to choose an option that would allow their younger child to attend the same school as their older children. 362
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“I’m sti ll trying to fi gure out what to do. He
is supposed to be enrolled in TK, in 2 weeks,
and the TK program is like down the street
from the house but it’s only a 3 to 4 hour
program…So, in order to put him in that
type of classroom environment, I have to
fi nd child care either before or aft er.”
~ Parent of a 3-year-old
Chart 2. Over three quarters of parents (76%) have their child in at least one non-parental child care setti ng with 61% in a center-based setti ng. (n=601) Chart 3. Eighty percent of parents anti cipate using at least one non-parental child care setti ng with 68% planning to use center-based care. (n=601) 2-year-olds
64%
14%
9%
18%
33%
9% 10%
1% 2% 2%
54%
14%13% 9%
69%
24%
12% 9%
61%
3-year-olds 4-year-olds Total
Only in parental care
Family, friend, neighbor
Family child care
Other
Center-based care
(including preschool)
2-year-olds
59%
14%
9%
23%
28%
10% 11%
3% 2% 2%
60%
12%13%10%
76%
20%
12%10%
68%
3-year-olds 4-year-olds Total
Only in parental care
Family, friend, neighbor
Family child care
Other
Center-based care
(including preschool)
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Hours of Care
The number of hours and timing of care needed by parents was consistent between current and anticipated future use. Notably, as presented in Chart 4, 50% of parents indicated that they would need care for 21 hours a week or more equating to over 4 hours a day, which exceeds the hours typically offered by half-day preschool center-based programs. This gap in care availability was a prominent theme in KIIs, where parents expressed challenges in securing sufficient hours of care to accommodate work and school schedules. These findings highlight the critical role of home-based providers, such as family child care and license-exempt caregivers, who often serve as essential support in bridging the gap between formal program hours and families’ actual care needs.

Two parents described the challenge they faced with the limited number of hours of care offered through a preschool and TK program:
“If we could have done preschool that was
more like 6 hours, that would have been
a lot more convenient. It’s not convenient.

But we make it work. It’s a 3-hour program
Monday through Friday. So, we try. We do
our best when we make it work. But it’s
inconvenient, really.”
~ Parent of a 3-year-old
“And so that’s why TK is going to be really
hard for me because I know that it’s only
like a 3- or 4-hour program. And that is
definitely not going to work in my schedule.

But everyone says that you should put him
in TK. It’s hard because it’s not a full day
schedule. It’s not a workday schedule.”
~ Parent of a 3-year-old
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In response to this challenge, parents frequently create a patchwork of child care consisting of multiple arrangements that they eloquently described in the KIIs. One parent described how she was able to piece together child care because one of the parents in the family had the flexibility to move the child from one child care setting to another. She also shared, however, that the family would not always have that flexibility. In this example, a parent described how they pieced together center-based preschool (state preschool) care with license-exempt care:
“In order to put him in that type of classroom
environment I have to find child care either before or
after. So, my thought was to keep him in his current
care in the morning and then have him transported
in the afternoon to a TK program and then have a
family member or someone pick him up when the TK
program is over. And I think that’s like 3:30, or 4. And then from there or a babysitter, somebody to pick
him up, so then they could watch him ‘till the end of
my schedule until the end of my day. So that’s kind of
what I’ve come up with so far.”
~ Parent of a 3-year-old in Head Start
Chart 4. Half of parents reported a need for 21 hours of care or more for their child in the future. That is, more than 4 hours of child care per day.
1-10
hours
16%
12%
11-20
hours
21-30
hours
31-40
hours
More than
40 hours
Current (n=396) Future (n=496)
27%24%
30%
38%
21%18%
7%8%
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Schedules of Care
The need for child care during non-standard hours varies significantly among families. Research indicates that families with lower incomes, single-parent households, and parents who work full-time are more likely to require care outside of traditional hours, that is, between 6pm and 8am or on weekends (Borton, Datta, & Ventura, 2021). Chart 5 shows that 40% of parents in the current needs assessment reported currently utilizing child care during non-standard hours, and 42% anticipated needing such care in the future. The chart shows that more than 90% needed care during standard hours. The combination of these two results illustrates that some parents who use standard hours care also need non-standard hours care (e.g., those who need an early drop off time that extends into the traditional hours of a workday). This illustrates the need for extended hours of care within the mixed delivery system. These findings are consistent with a recent landscape analysis conducted in Los Angeles County, which found that 43% of families reported using child care during non- standard hours (Child Care Alliance of Los Angeles, 2023).

In San Bernardino County, the most common period of non-standard care use and anticipated need is during the early morning hours of 6am and 8am. Notably, 85% of parents who use care during non-standard hours currently rely on it during this time frame, and 72% expect to need it in the future. These findings highlight the critical importance of offering early care and education opportunities during early morning hours to better align with families’ scheduling needs.

Chart 5. There is great overlap between current and future schedule needs with over 40% of parents reporting a need for non-standard hours.
42%40%
Standard Hours Non-standard Hours Variable Hours
11%11%
93%94%
Current (n=396) Future (n=496)
366
SB UPK Mixed Delivery Needs Assessment | 29
Parental Search for Care
Research consistently demonstrates that parents consider a range of factors when selecti ng child care, and that the decision-making process is both multi faceted and dynamic (CCRC, 2021; Weber, 2011). Families weigh practi cal considerati ons such as locati on, operati ng hours, and cost, along with programmati c elements including the quality of early care and educati on, the learning environment, and characteristi cs of the staff , parti cularly cultural and linguisti c alignment (NSECE, 2019; UnidosUS, 2022). Given the complexity of this process, gaining a deeper understanding of where and how parents seek child care, what specifi c att ributes they prioriti ze, and the informati on they encounter during their search at the local level could provide valuable insights. Such knowledge can help improve support and resources available to families navigati ng the child care landscape.

How Parents Search for Child Care
A literature review conducted by OPRE in 2024 (OPRE, 2024) found that parents rely on trusted sources of informati on such as family, friends, and other close contacts as well as the internet for informati on about child care and early educati on programs. Through this needs assessment, parents completi ng the survey and those parti cipati ng in the KIIs provided informati on on their search for care.

Parents completi ng the survey were asked who their sources of informati on were when seeking out informati on about preschool programs, specifi cally. As illustrated in Chart 6, the most frequently cited source was word-of-mouth with 50% of parents reporti ng this, followed by on-line sources such as social media and Google (42%), and through school (27%). Twenty-fi ve percent of parents reported learning about preschool programs through community sources such as community events, community centers, and family resource centers. Finally, 24% shared that they learned about preschool programs through print media such as brochures and fl yers. While Chart 6 represents diff erent source categories, parents were asked individually about each source and analyses were conducted to detect group diff erences in sources of informati on.

Stati sti cally signifi cant diff erences were detected for brochures such that parents whose primary home language is Spanish were less likely to select that source of informati on than parents whose primary home language is English (χ2 (df=1, N=585) = 14.62, p<.001) with 32% of parents with English as a home language reporti ng this and 16% of parents with Spanish as a home language. This fi nding may be a result of a disparity in accessible print media with less accessibility in Spanish.

Chart 6. Word of mouth, on-line sources, and school were the most frequently cited sources of informati on to learn about preschool programs. (n=601) Stati sti cally signifi cant diff erence between language groups at *p<.001. 50%Word-of-mouth (Provider, family/friend,
parent group, religious institution)
On-line (Social media, website, Google)
School (Open house, child’s school)
Print (Brochures*, /f_lyers)
Community (Community event,
community center, FRC)
42%
27%
25%
24%
367
30 | SB UPK Mixed Delivery Needs Assessment
During the KIIs, parents were asked about the sources of information they used when searching for child care for their three- and four-year-old children. The interviews mirrored the survey data that word-of-mouth and internet searches were among the most frequently relied upon sources. Specifically, 57% of parents identified the internet as a tool or source of information in their child care search. However, this reliance varied by language: 80% of English-speaking parents cited the internet, compared to only 33% of Spanish-speaking parents.

This disparity is consistent with broader patterns of unequal digital access. For example, in California, Latino Dual Language Learners (DLLs) are more than twice as likely as their non-DLL peers to reside in households without internet access, 12% versus 5%, respectively (Migration Policy Institute, 2021). Such disparities in digital connectivity may significantly limit access to critical information about ECE programs for certain families, particularly those with limited English proficiency.

Parents described their use of the internet as a source of information when searching for child care:
“I Googled; I searched on the Internet.

Then I called around to them to get more
information.”
~ Parent of a 3-year-old
“I searched on the internet, and they gave
me information and I went directly to the
district to know how to do things.”
~ Parent of a 4-year-old
“We used Google Maps initially saw that there was a daycare pretty close to me and then compared it to CCRC’s online referral service to see if it was going to be covered by CCRC, and when I saw that they were reached out to them and started getting on boarded. But initially it was through Google maps.” ~ Parent of a 3-year-old
368
SB UPK Mixed Delivery Needs Assessment | 31
One parent described going to her friend group on Facebook for advice:
“I sti ll use Facebook. So, I went on there and asked. I’m part of this Mom’s group on Facebook. I just asked on there if there was any preschool or Head Start program that I could put my child in at 3 years old. And I was just given informati on about that specifi c preschool.”
~ Parent of a 3-year-old
Several parents described having complete trust in their friends and family and not expanding their search beyond what was recommended by the person they trusted. This was especially true if a trusted source was a child care provider or early care and educati on program that they had personally used and more prominent with parents citi ng Spanish as their home language.

One parent described asking a prior child care provider:
“Our previous babysitt er who watched my child when he was a baby. She let me know that that was available to apply for because her son went through it, and she qualifi ed through it.

So, I was told through my other friend and our old babysitt er.” ~ Parent of a 3-year-old
“My mom takes my brother there. So, then that’s why it was easy to fi nd that place.”
~ Parent of a 3-year-old
369
32 | SB UPK Mixed Delivery Needs Assessment
Parents who had already gone through a search process or had an older child in the school system had an easier time navigating and finding child care. When asked if there was any information that was difficult to find, they were less likely to share that they had experienced any challenges in finding information. “I don’t know if it was really difficult,
because I have 4 children. So, with
him it wasn’t really difficult, because
I kind of knew what I was doing.”
~ Parent of a 4-year-old
“Well, I mean, it was kind of evident we were kind of at an advantage, because our older daughter was still in preschool…. And so, it was easy. We were very happy with her sister’s program, and really wanted my younger child to do Head Start as well... We didn’t have to go searching for anything in particular for her, because we were already kind of immersed in the program through home base Early Head Start….”
~ Parent of a 3-year-old
“The main reason we went with the program was
first of all the expense. It’s a whole lot cheaper than all of the other places that we’ve looked at, and then
my child already had a history with them.”
~ Parent of a 3-year-old
370
SB UPK Mixed Delivery Needs Assessment | 33
Most Important Aspects of Care
Understanding what aspects of care are important to parents and their families is paramount in providing access to early care and education programs that fit families’ needs. Parents completing the survey were asked to select the three aspects of care that were most important to them in searching for care for their three- or four-year-old. Parents most frequently selected well-trained, experienced educators or caregivers (70%), affordable care (61%), and convenient location (56%), as one of their top three most important factors in choosing care, as illustrated in Chart 7.

Statistically significant differences between language groups at *p<.01 and **p<.001.

Chart 7. Qualified staff, affordable care, and convenient location were the top 3 most important factors in choosing care for their 2-, 3- and 4-year-old children. 70%
72%
58%
61%
65%
41%
56%
55%
60%
37%
36%
42%
19%
20%
15%
14%
13%
13%
11%
5%
4%
8%
2%
1%
1%
9%
34%
Total (n=601)
Well-trained, experienced
educators/caregivers*
Aﬀordable**
Convenient location
Desired schedule
Able to enroll right away
Educators / caregivers / staﬀ speak the
same language as my family**
Inclusive learning environment with
support for children with disabilities
Share my family’s
cultural/racial background
Other
English (n=473)
Spanish (n=112)
371
34 | SB UPK Mixed Delivery Needs Assessment
There were statistically significant differences by language for three aspects of care: 1) educators, caregivers, and staff speak the same language as the family, 2) well-trained, experienced educator and caregivers, and 3) affordable care. Parents with Spanish as their primary home language were more likely than parents with English as their primary home language, to select educators, caregivers, or staff speak the same language as the family as one of their top three important aspects in their decision-making (χ2 (df=1, N=585) = 48.13, p<.001). This may stem from multiple factors. One, the availability of programs with fluent Spanish-speaking staff might be limited, resulting in the need to intentionally search for this aspect of care. Communication is an important factor in developing strong partnerships between parents and early childhood educators and parents may specifically seek out early childhood programs with staff that can speak their language.

In addition, parents may also seek out a caregiver that is able to support their children in the child’s home language to maintain the language and the culture (Guzman et al., 2018).

Parents with English as their home language were more likely to select well-trained, experienced educators / caregivers (χ2 (df=1, N=585) = 9.59, p<.01) and affordable care (χ2 (df=1, N=585) = 21.91, p<.001) as child care priorities than parents with Spanish as their primary home language. It’s not necessarily that parents whose home language is not English do not seek out qualified staff, however, there may be a hierarchy of needs expressed here. Parents with Spanish as their home language may give higher priority to the language accessibility offered by programs who can connect with them in their preferred language.

Data from the KIIs mirrored survey data, highlighting the significance of location in parents’ child care decision- making. Proximity was not only a matter of convenience and accessibility but also an opportunity for families to strengthen ties within their local community. Parents emphasized that having child care located near their homes enabled them to reduce commuting time, engage in other responsibilities or activities, and ensured their children remained within a familiar and supportive environment. Additionally, nearby care facilitated greater accessibility for extended family or community members and allowed children to engage in their educational journey within the same neighborhoods in which they reside.

A couple of parents described the convenience of child care in proximity:
“Yes, exactly. It was closer, and I had
more time to look after the other
children.”
~ Grandparent of a 4-year-old
“My family helps me sometimes. Like if
I can’t go. My family picks him up. This
location is easier.”
~ Parent of a 3-year-old
372
SB UPK Mixed Delivery Needs Assessment | 35
One parent described how choosing nearby care offered an opportunity to strengthen ties to her child’s community:
“I wanted to make sure she went to a school where she could see familiar faces, kids that were playing in our community. So, she will have friends. So, I looked at the two closest schools that work close to my house because I mentioned to you earlier too, that I was looking for distance.”
~ Parent of a 4-year-old in TK
What Parents Know About Transitional Kindergarten
To gain insight into parents’ awareness and knowledge about TK specifically, parents were asked if they had heard about TK. Sixty-six percent of the parents completing the survey indicated that they have heard about TK as shown in Chart 8. This proportion is similar to state and local findings from the RAPID Survey Project which found that 65% of families in California and 64% of families in LA County were aware of TK based on the survey conducted in December 2024 (RAPID Survey Project, 2025).

There were language disparities in parents’ awareness of TK in both the survey and interviews. Parents with Spanish as their primary home language were less likely to have heard about TK than parents with English as their primary home language (χ2 (df=1, N=585) = 3.72, p<.05) with 68% of parents in the English group having reported this compared to 58% of parents in the Spanish group. In the KIIs the difference was even more striking with 88% of parents in the English group having heard of TK but only 33% percent of parents in the Spanish group indicating an awareness.
*Statistically significant difference between language groups at p<.05. Los Angeles and California data are from the RAPID-California Survey (RAPID Survey Project, 2025).

Chart 8. Overall, at 66% parents’ awareness in San Bernardino County is similar to awareness in Los Angeles County and statewide. However, awareness is signficantly less in the Spanish-speaking community in San Bernardino with 58% reporting awareness.

All Survey
Parents (n=601)
*58%
Survey Parents
English (n = 473)
Survey Parents
Spanish (n=112)
Los Angeles
County
California
64%
*68%66% 65%
373
36 | SB UPK Mixed Delivery Needs Assessment
Overall, the KIIs highlighted a need for further information about TK. While a majority of parents heard about TK, parents did not always have clarity on what TK was, how it differs from preschool and kindergarten, when children are age-eligible to participate, what the income requirements are, or where it is offered.

Parents who were somewhat familiar with TK wanted to know more details about specific TK programs, such as the curriculum offered.

A few parents shared that they did not have complete clarity on what TK is:
“I really just only know that it
is right before kindergarten.

I don’t know anything other
than that. I’ve heard about it
from the Preschool Department
and Head Start, but that’s it.
~ Parent of a 4-year-old
“I’m still kind of confused. What’s the difference between preschool, TK, and kindergarten? All of it confuses me. I’ve heard of TK, but I don’t really know much of a difference between preschool and TK. Are they all the same thing?...

I don’t know if they offer TK here at the elementary, or where it would be if they even offer it.”
~ Parent with no current plan to send their child to TK Parents have questions about the requirements:
“I know that at that point she would qualify for TK. I haven’t been fully up to date on the information for that, like what area she can go to. But I know it’s something she qualifies for. But I also need to be mindful because right now she has a speech impediment. So, she’s going to speech therapy, and I also need to make sure she is mature enough…. I want to make sure she is not going to be outpaced by her peers…So do we go into transitional kindergarten? Do we wait another year of let you catch up?” ~ Parent who is not sure yet about sending her child to TK “Basically. Yes, the thing for this coming year is the generalist who worked with us asked us if we were going to put my child in transitional kindergarten at the school where my older child attends. … But my husband and I agreed that we really wanted our child to stay in Head Start as long as possible.

And because we really like the program. And we’ve heard and understood kind of mixed things about TK. TK is actually a big reason why I wanted to do this interview, because I think that there’s kind of a gap between preschool. I don’t know about other preschools, paid preschool was not really an option for us, so we were super grateful when we learned we were eligible for Head Start, because we really wanted the kids to go to preschool. And that was the way it was going to happen for us, you know.” ~ Parent of a 4-year-old in Head Start
374
SB UPK Mixed Delivery Needs Assessment | 37
Another parent who has her child in TK shared the concerns that she has heard from other parents:
“I don’t know but I mean I have the fortune that I have my husband and me, but a lot of the moms that have their children in TK are single moms and a common problem that I found with them is the hours that the programs are off ered. A lot of them have to go to work at 7 or 8 and there’s nothing that early for them. And I understand that it will mean that the program will have to open at 5 or 6 in the morning for this mom to go to work. And then a lot of them have to stay aft er hours aft er closing ti me. And there’s no one to pick up in that case. So, I see problems like with transportati on or programs that don’t run that late for them.”
~ Parent of a 4-year-old in TK
This needs assessment also evaluated parents’ sources of informati on on TK. Of the parents who have heard of TK, the greatest proporti on heard about it from the school district (59%) followed by a friend or family member (33%), and teacher, counselor, or another provider (24%) as presented in Chart 9. This contrasts with the prior fi nding that the top resources used for general child care search were word of mouth and internet searches.

There were no language or generati onal diff erences in parental sources of informati on on TK.

Chart 9. Parents have heard about TK from multi ple sources with a majority (59%) having learned of TK through the school district.
59%School district
Friend or family member
Teacher, counselor, or other provider
Community-based organization
Social Media
The news
Other
33%
7%
24%
5%
5%
2%
One parent described getti ng a list of preschool programs from a less common source, her doctor’s offi ce. The informati on this parent received included informati on on the TK program that she ulti mately chose for her child:
“I received the informati on in the wellness visit. They have a questi onnaire asking about how you are doing as a mother and then if anything concerns you about your daughter. And I checked the boxes that I was overwhelmed. That I wasn’t doing very well. So, on top of the daycare programs, they also off er counseling programs I can look into.” ~ Parent of a 4-year-old in TK
375
38 | SB UPK Mixed Delivery Needs Assessment
Challenges in Finding Care
To support families in mitigating or breaking down barriers to child care access, this study assessed challenges faced by parents in their search for child care and enrolling their child in preschool (if they have already had that experience). The key themes that emerged through the interviews were challenges with location and challenges in the dearth of information available to parents during the child care search.

Location
One of the main challenges that surfaced during the KIIs was location. Parents described limited accessibility because there were not enough programs to fit their needs, either because there were none in specific areas or those that were available were at full capacity or did not fit the family’s needs.

Three parents described this challenge:
“I used to live in Ontario…and so it’s limited over here. Like everybody’s kind of going to the same [child care provider]. And then that’s why, even if you can’t even tell if it’s a bad one, because they’re still full too.”
~ Parent of a 4-year-old in the North Desert Region
“It’s so limited where we live. That comes with living in a more rural area. When I speak to a lot of my colleagues, because they work down the hill, in a more metropolis area they have a lot more options.

Whereas up here we’re just so limited… We just don’t have that much up here to be able to choose from.” ~ Parent of a 3-year-old in the Mountain Region
“I think the challenges just really have been the amount of programs that are available in this area are small. It’s a short list. It’s not very long. I work in LA County, so of course that county is just as big as this one, but I think it’s smaller. But with the amount of people space and just it, it seems like this county just doesn’t have as many opportunities or resources that LA does. I always try to compare it and try to figure out what could be the differences. But I can’t. I just know that for me, being here as a parent trying to get quality child care. I just don’t feel like there’s a lot of options that are here in the area.”
~ Parent of a 3-year-old in the Valley Region
This lack of available programs points to the need to expand early childhood education programs capacity in specific regions of the County and a need to ensure that parents are aware and informed of all available options. 376
SB UPK Mixed Delivery Needs Assessment | 39
Limited Information About Programs
Although parents are interested in what the programs have to offer their children, including activities and curriculum, and in details such as information about the staff, many of the parents expressed that they were unable to easily find detailed information about the child care programs they were researching. “It doesn’t tell you how they function, what their rules are or what their goals are. Are they a learning center? Are they a more arts and crafty center? Are they just there to keep your kids alive? Every one of those has a purpose. But you just get this very simple list, and it would be nice to kind of see the list and kind of have pictures right there just to have all the information, easily accessible.

Like I said, a lot of the smaller ones don’t have websites or don’t have the information available on the Internet. And sometimes it can be hard getting a hold of somebody through the phone.” ~ Parent of a 3-year-old
“I think part if it is that it’s overwhelming because you’re not given a lot of information about the programs. You have to do it yourself. And you just kind of have to do your own research. If they don’t provide that information on any of the lists that were given to me. Nothing said, they focus on this, the size classes. There were no details other than the name and contact information. And where they were located. That was it.”
~ Parent of a 4-year-old in TK
“The curriculum was difficult to find because it’s not a lot. And sometimes it’s not offered online through the website. I’d have to call to, to get it, to get the information… But once I was able to call and talk to somebody or get the tour, then I was able to get all of my questions answered, and then really figure out how the program would benefit or work it for our family, or if it wouldn’t.” ~ Parent of a 3-year-old
377
40 | SB UPK Mixed Delivery Needs Assessment
Enrollment in Publicly Funded Preschool or Transiti onal Kindergarten Plans to Enroll in Publicly Funded Preschool
Parents were asked if they planned to enroll their children in publicly funded preschool when their children become age- eligible. A subset of parents indicated that their children were already in preschool. Overall, 84% of parents reported that they would enroll their child in a publicly funded preschool when age-eligible. There were diff erences by language group such that parents who have Spanish as their home language were more likely than parents who have English as their home language to indicate that they plan to enroll their child in publicly funded preschool (χ2 (df=1, N=305) = 4.15, p<.05). See Chart 10.

In additi on, parents in the Valley Region, the most densely populated region in the County, were more likely than parents in the other regions of the County to report that they would enroll their child in publicly funded preschool. Specifi cally, 90% of parents in the Valley Region reported this compared to 82% in the other regions combined (χ2 (df=1, N=305) = 4.13, p<.05).

Parents provided reasons for why they plan or do not plan to enroll their child in publicly funded preschool, or reasons why they were unsure. Parents who plan to enroll their child in publicly funded preschool frequently provided multi ple reasons for wanti ng to enroll their child with 70% of parents citi ng more than one reason. The most frequently cited reasons were because enrolling them in publicly funded preschool would prepare their child for kindergarten (56%), they have an older child who already att ends the site where the parent would enroll a younger child in publicly funded preschool (50%), and because it is the most aff ordable opti on (50%).

The main reasons parents do not plan on enrolling their children in publicly funded preschool were because they want to keep their child in their current child care arrangements (47%), the school district does not off er before or aft er school care (23%), or they want to keep their child in the same child care arrangements as other children in their family (21%). Parents who were unsure about enrolling their child in publicly funded preschool were unsure because they want to keep their child in their current child care arrangement (33%), the child is not pott y-trained (27%), or they are not sure when their child would be eligible (21%).

Chart 10. Eighty-four percent of parents plan on to enroll their child in publicly-funded preschool when they are age-eligible.
84%
82%
90%
16%
18%
10%
All Parents (n=305)
Yes Not Sure / No
English (n =246)
Spanish (n=59)
84%
planning to enroll
their child in publicly
funded preschool
378
SB UPK Mixed Delivery Needs Assessment | 41
Prior Challenges in Enrolling Children in Preschool
Parents who completed the survey were asked if they ever att empted to enroll a child in preschool. Parents were then asked if they had experienced any challenges in enrolling a child. Twenty- three percent of parents reported a challenge in enrolling children in publicly funded preschool in the past. Of those who reported a challenge in the past, the greatest challenges reported were the complicated registrati on process (39%), lack of availability of the program they wanted (38%), and concerns about ti ming, such as half-day vs. full-day (33%). See Chart 11. No language or geographical diff erences were detected.

Chart 11. Complicated registrati on process, lack of availability, and concerns on ti mingwere the most frequently cited challenges in enrolling children in preschool. (n=84) 14%
18%
13%
12%
29%
33%
38%
39%
27%
26%
Complicated registration process
Lack of availability of program wanted
Concerns about timing (half-day vs. full-day)
Didn’t know what programs were available
Lack of before or after school care
Concerns about cost of programs
Concerns about support for a child who
is learning multiple languages
Concerns about too little focus on child’s learning
Concerns about meeting special
needs for their child
Other
23%
reported a challenge
in enrolling children
in publicly funded
preschool
379
42 | SB UPK Mixed Delivery Needs Assessment
Supports to Enroll in Publicly Funded Preschool
Underuti lizati on of publicly funded preschool and TK in California is well-documented (Saucedo, 2024; Hill, Prunty, & Hsieh, 2022), parti cularly in Lati no families who are disproporti onately underrepresented in TK programs (Slovick et al, 2024). Underuti lizati on is due to multi ple factors including limited school capacity and barriers such as transportati on and lack of access to wraparound services. This needs assessment identi fi ed not having a central locati on for informati on regarding early care and educati on as a signifi cant challenge for parents. To identi fy support that could miti gate factors that serve as barriers or impede enrollment in a publicly funded preschool, parents were asked to report on support that would be helpful to them. Parents selected the following: a checklist of things needed to enroll (49%), an easy-to-use website (43%), and an enrollment specialist to walk parents through the process (33%) as the top three supports. This is illustrated in Chart 12.

Stati sti cally signifi cant diff erences between language groups at *p<.01.

There was a language diff erence with parents whose home language is Spanish more likely to select having an enrollment specialist to walk through the process as a support that would be helpful in enrolling in publicly funded preschool (χ2 (df=1, N=585) = 7.00, p<.01). Parents with English as their home language were more likely than parents with Spanish as their home language to select an easy to use website as a support that would be helpful (χ2 (df=1, N=585) = 7.00, p<.01) and a checklist of things needed to enroll (χ2 (df=1, N=585) =

6.51, p<.01).

Chart 12. Parents cited checklist of items needed, easy to use website, and enrollment specialist to walk through the process as the top supports that would be useful to enroll in publicly funded preschool. 49%
38%
52%
43%
46%
32%
33%
31%
44%
33%
31%
36%
28%
27%
29%
25%
23%
23%
21%
22%
21%
29%
3%
4%
1%
24%
30%
Total (n=601)
Checklist of things needed to enroll
Easy to use website*
Enrollment specialist to walk through the process*
Site tour with the school Director/Administrator
Way to enroll in multiple programs at once
Database to /f_ind programs to
meet their child’s needs
Information sessions with prospective schools
Family workshops
Other
English (n=473)
Spanish (n=112)
380
SB UPK Mixed Delivery Needs Assessment | 43
Support to Transiti on to Public Preschool
Logisti cal Supports
Parents were asked what support would be helpful to their child in transiti oning to public preschool. The largest group of parents reported that support with daily routi nes such as handwashing (35%), transportati on between home and public preschool (26%), and pott y training and toileti ng (25%) would be helpful. As seen in Chart 13, there were signifi cant diff erences between the English and Spanish group where more parents in the Spanish group than parents in the English group reported needing support in medical care for physical / annual well-visits (χ2 (df=1, N=585) = 15.47, p<.001) and for transportati on between home and public preschool (χ2 (df=1, N=585) = 4.99, p<.05).

Chart 13. Parents cited daily routi nes such as handwashing, transportati on between home and public preschool, and pott y training and toileti ngas the top three supports in transiti oning to preschool. 35%
35%
34%
26%
24%
34%
25%
25%
23%
20%
20%
18%
16%
15%
18%
5%
5%
3%
6%
4%
3%
5%
3%
5%
Total (n=601)
Daily routines such as handwashing
Transportation between home
and public preschool*
Potty training and toileting
Transportation between child care and school
Naptime
Medical care for child immunizations
Medical care for child annual physical/well-visit**
Other
English (n=473)
Spanish (n=112)
Stati sti cally signifi cant diff erences between language groups at *p<.05 and **p<.001. 381
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Areas of Needed Support for Children
Understanding parental concerns about their child also sheds light on additi onal supports needed to help successfully transiti on children to preschool. Parents were asked about concerns regarding specifi c aspects of their child’s development. Thirty-nine percent of parents cited at least one concern, as seen in Chart 14. Of the 61% of parents who cited a concern, 62% cited concerns with language development and speech, 57% with behavioral, social, or emoti onal development, and 29% cited concerns with their child’s development in the ability to learn, think, and problem-solve as outlined in Table 9. Given the largest group of parents expressed concerns with their children’s language development and speech, equipping staff with the capacity to support children in this area will help ensure that children thrive. Research supports the importance of early language and speech development on children’s cogniti ve, social, and academic outcomes (Snow, Burns & Griffi n, 1998).

Do not have a concern
61%
Have a concern
39%
Chart 14. Thirty-nine percent of parents reported at
least one concern about their child. (n=601)
Table 9. Parental Concerns About their Children
Concern (n=234) Percent of Parents
Language development and speech 62%
Behavioral, social, emoti onal development 57%
Development in their ability to learn, think, and problem solve 29% Physical development 9%
Vision 8%
Hearing 6%
Note: Parti cipants were able to select multi ple categories. Therefore, the sum of the percentages is greater than 100%. 382
SB UPK Mixed Delivery Needs Assessment | 45
All concerns addessed
55%Some concerns addressed
24%
Unsure
8%
Not addressed
13%
Chart 15. Forty-fi ve percent of parentsreported that not all of their concerns about their child were addressed or they were not sure if concerns were addressed. (n=234) 383
46 | SB UPK Mixed Delivery Needs Assessment
Research Question 3: What basic needs do families of three- and four-year-old children in San Bernardino County have and how can San Bernardino County support families so that children can thrive as they transition to preschool and beyond?
For children and their families to thrive, their fundamental needs including access to food, stable housing, and healthcare must be adequately met. Research clearly demonstrates that basic material hardship can affect child and family well-being via multiple interrelated pathways. This includes direct pathways such as food insecurity leading to nutritional deficits in children that contribute to slow or compromised learning and development. In addition, indirect pathways can occur when families’ inability to meet their basic needs results in parental emotional distress, which adversely affects children’s emotional well-being. Indeed, the RAPID Survey Project found that higher levels of household material hardship are associated with lower developmental scores and higher levels of emotional distress for parents, which were then associated with higher levels of emotional distress in children (Liu and Raikes, 2025).

Hence, to support families with what they need most to help children thrive it is vital to understand the context within which families in San Bernardino County live. As described in the Survey Development section of this report, the second part of the survey consisting of questions regarding family basic needs was optional and of the 601 families who completed the first part of the survey, 294 families also completed the section on family basic needs. Therefore, results around family basic needs are based on the responses of these 294 participants. 384
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Employment
Employment often provides a primary source of income contributing to family economic stability, enabling families to meet their basic needs such as food, shelter, transportation, child care, and healthcare. Adverse outcomes are typically mediated by financial strain, psychological stress, family conflict, and reduced access to resources as a result of unemployment or underemployment (Conger & Donnellan, 2007; Kalil & Ziol-Guest, 2005; Bianchi & Milkie, 2010). When reporting employment status for themselves, 14% of parents reported a status where support in employment may be wanted or needed. When reporting their partners’ status, 9% indicated a status that may warrant additional support. See Table 10. While 21% of parents and 8% of partners were not actively seeking employment (stay-at-home parent or employed and works adequate hours) at the time of the survey, this does not preclude the potential need for professional development assistance in the future. Additionally, underemployment, including working for wages insufficient to meet the regional living wage, represents another significant challenge. Given the high cost of living in San Bernardino County it is important to assess and consider how parents can be supported in improving their earning potential through targeted workforce development, job training, or educational opportunities.

Table 10. Parental Employment
Parental Employment Parent
(n=601)
Partner
(n=601)
Stay-at-home parent (not seeking employment) 21% 8%
Employed and works adequate hours 51% 57%
Temporarily unemployed, or works less hours than needed 7% 6% Does not have a job / needs one 7% 3%
Does not work because they are unable to do so 5% 1%
Prefers not to answer or does not have a partner 9% 24% Other 4% 1%
“Everything is getting more expensive. So, we just need both of us to be working.” ~ Parent of a 4-year-old in TK
385
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Families Parti cipati ng in Support Programs
Parents who completed the needs assessment were asked about their parti cipati on in social support programs.

Parents’ responses indicated that 77% of the families who completed this porti on of the survey were parti cipati ng in at least one program listed. The largest group parti cipated in Special Supplemental Nutriti on Program for Women, Infants, and Children (WIC) with 54% reporti ng parti cipati on in the program. Thirty- nine percent were parti cipati ng in free or reduced lunch for at least one child, 38% in Supplemental Security Income (SSI), 36% in Supplemental Nutriti on Assistance Program (SNAP , Cal Fresh, food stamps, EBT), and 6% in Temporary Assistance for Needy Families (TANF, welfare, cash aid).

Chart 16. Seventy-seven percent of families parti cipated in at least one familysupport program. (n=294) 24%
36%
39%
38%
54%
6%
77%
Special Supplemental Nutrition Program
for Women, Infants, and Children (WIC)
Supplemental Security Income (SSI)
Free or reduced lunch for at least one child
Supplemental Nutrition Assistance Program
(SNAP , Cal Fresh, food stamps, EBT)
Temporary Assistance for Needy Families
(TANF, welfare, cash aid)
Currently participate in at least
1 of the above programs
Not currently participating in any
386
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Food Needs
Food insecurity, defined as “limited or uncertain availability of nutritionally adequate and safe foods or limited or uncertain ability to acquire acceptable foods in socially acceptable ways.” (Wunderlich & Norwood, 2006).

Food insecurity has been identified as a powerful stressor for families, with significant negative implications for child health and development. These include adverse impacts on physical, social, cognitive, and behavioral development, independent of poverty. It can affect the child’s physical, mental, social, and psycho-emotional development through direct impacts of poor dietary intake and indirectly through parental mental health which may mediate the relationship between household food insecurity and suboptimal child development (Perez-Escamilla & Pinheiro de Toledo Vianna, 2012).

Food insecurity has been a growing concern at the national, state, and local level with rates climbing noticeably after dipping during the height of the COVID-19 pandemic. In the United States, 13.5% of all households were food insecure at some point during 2023, up from 12.8% in 2022 (U.S. Department of Agriculture, 2025). In California, 22% of households faced food insecurity in 2024 with more dire statistics for families with children such that 27% of all households with children were food insecure during the same time period (California Association of Food Banks, n.d.). In San Bernardino County, food insecurity was lower than the national and state average at 9.6% for households and 14.9% for children (Stacker, 2022).

In this needs assessment, 60% of families had some level of food need. That is, when asked what their circumstances were around food, only 40% reported that they are able to meet their basic food needs without help. Twenty-five percent met food needs with some help, 31% reported they got most of their food from a food bank or SNAP , and 4% shared that their family often does not have enough food or a way to cook it or prepare it as seen in Chart 17.
60%
reported a food
need
25%
reported a food
and housing need
60%
reported a food
need
25%
reported a food
and housing need
387
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The data on the percentage of families who require help in meeti ng their food needs is staggering. It is more disconcerti ng when coupled with data the RAPID Survey Project (2025) has gathered on caregivers’ access to essenti als from food pantries. In December 2024, the RAPID Survey Project found that one in four parents with children under the age of 6 looked for support at food pantries one or more ti mes during the year and in additi on to accessing food, caregivers used food pantries to cover necessiti es such as soap, diapers, and wipes.

However, caregivers cited challenges in accessing food pantries which included not being able to access food that is nutriti ous. However, not all families who could use food pantries used them because families believe others may need the pantries more than they do or families feel embarrassed or ashamed to access food pantries or banks. There is also a lack of informati on on available food pantries.

The need for support in accessing food was also evident in the KIIs as parents shared that rising costs of everything, including food, impacted their families’ fi nancial stability. One parent shared how losing a social safety net program that she previously qualifi ed for impacted her family’s ability to access food. “We lost WIC because my husband just started working, so he makes too much, even though we don’t make any money…. I haven’t been able to work since August of last year. And my husband by himself makes too much, so we lost WIC. We can’t aff ord to go grocery shopping on a regular basis, so I go to a food bank every single week. And that is prett y much where we get our food.” ~ Parent of a 3-year-old and a newborn
Collecti vely, the data underscore the importance of supporti ng families in accessing food resources essenti al to their overall well-being and long-term stability.

Chart 17. Sixty percent of families reported
a need for food. (n=294)
Meet basic food needs without any help
Meet basic food needs with some help
Get most of food from a food bank or SNAP
Often does not have enough food
or a way to cook/prepare it
40%
25%
4%
31%
388
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Housing Needs
According to the U.S. Department of Housing and Urban Development (HUD), households are considered cost- burdened when they spend more than 30% of their income on rent, mortgage payments, and other housing costs and are severely cost-burdened when they spend more than 50% of their income on housing costs. In the United States nearly half of the renter households for whom the rent burdened was calculated are considered cost burdened (Census.gov, 2024). Locally, in San Bernardino County, 47% of renti ng households were cost burdened (San Bernardino Indicators, n.d.). In terms of dollar amounts, asking rents in San Bernardino County have increased 29% between 2019 and 2024. Renters need to earn 2.4 ti mes the minimum wage or a total of $6,687 per month to aff ord the average monthly rent of $2,006 in the County (California Housing Partnership, 2025). For homeowners in the Riverside-San Bernardino metro area, the mortgage-to-income rati o reached

67.8% in early 2025 and purchasing power weakened such that 59% of households could aff ord an entry-level home in the County, compared to 69% in 2020 (San Bernardino County Community Indicators, n.d.).

While the needs assessment did not ask specifi cally about costs related to housing, families were asked about their percepti on of housing need. Many families (70%) reported that their housing is stable and meets their needs, 25% shared that housing is stable but does not meet their needs, 3% are at risk of evicti on or are in short-term housing, and 2% live in unsafe housing. See Chart 18.

Chart 18. Thirty percent of families
have a housing need. (n=294)
Housing is stable and meets needs
Housing is stable, but does not meet needs
At risk of eviction/in short-term housing
Living in unsafe housing
70%
25%
2%3%
389
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Because there is a chain reacti on of hardship where one form of economic stress such as high rent can cascade other economic diffi culti es and the eff ects of multi ple hardships at once can magnify their impact (Kolluri, 2017), this study examined the co-occurrence of food and housing needs. In other words, what percentage of families are experiencing at least one of the two hardships? Meeti ng basic food needs with some help, getti ng most of their food from a food bank or SNAP , or oft en not having food or a way to cook or prepare food were coded as having a food need. Having housing that was stable but did not meet families’ needs, being at risk of evicti on or in short-term housing, or living in unsafe housing were coded as having a housing need. Results showed that 62% of families were experiencing at least one of the two basic needs of food or housing and one quarter (25%) experienced both food and housing needs. See Chart 19.

Chart 19. A quarter of families are experiencing both a need for food and housing. (n=294) No need
Food need only
Housing need only
Both food and housing need
38%
33%
25%
4%
“By mid-month, I have no money left , and practi cally everything goes to food and necessiti es, because it’s not just for the children. We have to pay the electricity. We have to pay the water; we have to pay the gas. There are many things in the house that have to be paid. And if we don’t pay everything, well, they have no electricity, no gas, no water, and the bills have gone up too much, and I don’t have enough money.”
~ Grandparent of a 3-year-old
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Family Access to Medical and Dental Insurance
Data from this needs assessment on access to medical and dental insurance aligned with that reported from families across California. According to data from the U.S. Census American Community Survey as cited on kidsdata.org, 97% of children ages 0-5 in California and in San Bernardino County had health insurance coverage compared to 95% of the children in the survey and 90% of parents. While this level of informati on was not collected from survey families, it is notable that in California 52% of the children and in San Bernardino 44% of the children had insurance through public coverage such as Medi-Cal or the Children’s Health Insurance Program (CHIP). See Table 11. This underscores the necessity of public investments in reducing what would otherwise be widely disproporti onate access to health insurance, especially for the most vulnerable, young children. In terms of dental coverage, the numbers were slightly lower with 91% of parents reporti ng having dental coverage for their child and 82% of parents reporti ng this for themselves.

Table 11. Percent of Parents and Children �ith Health Insurance Coverage Populati on Insured Insured – Private
Coverage
Insured – Public
Coverage
Survey parents (n=294) 90% n/a n/a
Survey children (n=294) 95% n/a n/a
San Bernardino County ages 0-5 years 97% 49% 52%
San Bernardino County ages 6-18 years 95% 48% 51%
California children ages 0-5 years 97% 59% 44%
California children ages 6-18 years 96% 58% 44%
Source of San Bernardino County and California data, kidsdata.org Family Well-being
Understanding parents’ and children’s well-being is also a vital part of designing an early educati on system to support families. In this sample, parents cited feeling stressed or overwhelmed, challenging child behaviors at home and/or in child care, and feeling anxious, mad, or sad as the top three family well-being concerns with 57%, 36% and 17% of parents reporti ng this, respecti vely. See Chart 20.

Chart 20. Feeling stressed or overwhelmed, child behaviors, and feeling anxious, mad, or sad were parents’ most frequently cited concerns. (n=294) 1%
12%
17%
36%
57%
5%
2%
Feeling stressed or overwhelmed
Child behaviors at home and/or in child care
Feeling anxious, mad, or sad
Child seems angry or sad
Maintaining children safely at home
Concern parent and their partner argue too much
Concern parent or someone else they know
is thinking of hurting themselves
391
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Discussion and Recommendations
Five recommendations emerged from results of the needs assessment survey and interviews as well as input from the LPC UPK Mixed Delivery Local Level Workgroup stakeholders. These recommendations are intended to enhance and guide San Bernardino County’s ability to support families in a UPK mixed delivery system.

Recommendation 1: Provide one centralized location for ECE program information that includes comprehensive information to support parents in making informed decisions for their families.

Findings from this study contribute to the growing body of literature highlighting the complexity of the child care search process for families. The data show that parents rely on a range of resources when seeking early care and education options, with word-of-mouth recommendations and internet searches emerging as two of the most commonly used sources. While many parents reported using the internet, no specific website was consistently referenced, suggesting a lack of centralized or definitive online information source.

In addition to the diversity of sources used, this study revealed a widespread lack of comprehensive, easily accessible information that parents need to make well-informed decisions about child care. Parents expressed a desire for details on program activities, curriculum, and staff qualifications, elements that are often missing or inconsistently provided across existing platforms of information.

Given the reliance on online resources, the development of a centralized, multilingual website that offers comprehensive, up-to-date information on available ECE programs would be a critical support. Such a platform would need to be adequately resourced to maintain current data and provide content in multiple languages, including Spanish, to help mitigate existing disparities in information access and ensure equitable engagement across diverse communities.
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Recommendation 2: Strengthen the early care and education workforce in San Bernardino County to ensure the provision of high-quality care that aligns with the needs, priorities, and preferences of families.

The presence of well-trained, experienced educators and caregivers is a top priority for parents in San Bernardino County, with 70% identifying it as one of the three most important factors in selecting child care for their three- or four-year-old children. In addition to staff qualifications, parents frequently cited the quality of child activities and the overall program environment as key considerations in their decision-making process.

These findings underscore the critical importance of ensuring that the early care and education workforce is equipped to create and sustain enriching, developmentally appropriate learning environments that support children’s growth and align with parental expectations.

Supporting the ECE workforce is essential, particularly for immigrant educators and those with limited English proficiency, who often bring valuable linguistic and cultural competencies needed to serve California’s diverse families. However, these workforce members may face their own language-related barriers when entering or advancing within the field. Targeted support is necessary to ensure they can fully participate in and contribute to the ECE sector.

Moreover, workforce capacity challenges are already evident. According to a 2023 report by the Learning Policy Institute, four-fifths of Lead Education Agencies (LEAs) in California reported insufficient numbers of qualified staff to implement TK programs effectively (Leung-Gagné et al., 2023). These shortages highlight the urgency of developing and investing in strategies to expand and strengthen the workforce to meet the demands of Universal PreKindergarten implementation.
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Recommendati on 3: Implement comprehensive, multi -faceted strategies to address geographic barriers to accessing child care that meets the diverse needs of families in San Bernardino County.

Geographic locati on plays a criti cal role in families’ decisions about child care. In this study, 56% of parents identi fi ed locati on as one of the top three most important factors when selecti ng a child care arrangement.

Parents emphasized the practi cal importance of proximity, noti ng that having care opti ons near home or work provided convenience and peace of mind, parti cularly in the event that they needed to access the program during the day.

However, geographic barriers pose signifi cant challenges for many families in San Bernardino County. Feedback from parents revealed that they had diffi culti es in accessing care in certain regions, parti cularly with respect to center-based programs and those that serve infants and toddlers. The County’s vast geography, including sparsely populated or rural areas, contributes to an uneven distributi on and availability of services. Additi onally, several areas remain child care deserts even when accounti ng for license-exempt opti ons in the region.

To address these geographic dispariti es, it is necessary to implement comprehensive, multi -faceted strategies that strengthen both the supply and accessibility of child care across the County. Expanding and supporti ng the local early care and educati on workforce is a key approach, parti cularly in underserved regions where investment in provider capacity can help increase the availability of high-quality, licensed programs.

Improving the visibility and discoverability of existi ng programs is also essenti al. Parents need clear, accurate, and localized informati on to make informed choices. Developing a centralized, countywide website that houses informati on about all available early childhood programs, ideally with an integrated GIS-based search tool would signifi cantly improve families’ ability to locate care opti ons near their homes, workplaces, or along commuti ng routes. Integrati ng TK sites into existi ng platf orms at the two Child Care Resource and Referral agencies that serve San Bernardino County would substanti ally increase accessibility of the full range of early care and educati on programs for parents.

By addressing these geographic barriers through a coordinated strategy that enhances provider capacity, expands program visibility, and leverages technology, San Bernardino County can bett er ensure that all families, regardless of where they live, have equitable access to early care and educati on that meets their needs. 394
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Recommendation 4: Design and implement targeted strategies to strengthen the early care and education system in San Bernardino County by ensuring it is linguistically responsive to
Spanish-speaking families.

Language plays a pivotal role in facilitating equitable access to early care and education and is a key factor in ensuring meaningful participation among diverse families. In San Bernardino County, findings from this community assessment reveal persistent language-related barriers that disproportionately impact Spanish- speaking families. Compared to their English-speaking counterparts, Spanish-speaking parents reported lower awareness of TK and were less likely to use brochures or online platforms to seek ECE information. These patterns suggest systemic shortcomings in how information is disseminated and underscore the need for linguistically responsive outreach and communication strategies.

Ensuring linguistic responsiveness goes beyond the enrollment process and must be embedded throughout the ECE experience. If families face challenges accessing accurate, comprehensible information at the point of entry, it raises concerns about whether programs are equipped to support them effectively once they are enrolled. Moreover, the lack of sustained, culturally, and linguistically appropriate communication may further marginalize families and hinder their engagement in their child’s early learning journey. These recommendations align with the intention of SBCSS: “By addressing systemic educational inequity, SBCSS believes we can continue to improve upon a county culture that values the diverse backgrounds of all students and see differences as assets to the learning environment rather than obstacles to overcome to teach them,” and their stated goals for ensuring equitable and inclusive access and service for all students and their families.1 To address these challenges, it is essential to design and implement targeted strategies that strengthen the ECE system’s responsiveness to Spanish-speaking families. It is recommended that these strategies include expanded investment in high-quality translation and interpretation services, ensuring that all critical program information is accessible in Spanish. Additionally, many parents expressed a desire for personalized support, such as having a specialist guide them through the enrollment process, highlighting the importance of staffing and resourcing models that facilitate one-on-one assistance.

It is recommended that local early childhood educators be supported in building their capacity to engage Spanish-speaking families through professional development, culturally responsive practices, and community partnerships. Investments should be made in the ECE workforce, which already has the capacity to serve children in accessible languages but does not have the means to engage in professional development to enhance their own skills and build their capacity. Engaging trusted cultural intermediaries can help build bridges with Spanish-speaking communities, not only addressing language barriers but also fostering trust and promoting long-term engagement.

By prioritizing linguistic responsiveness within ECE systems and services, San Bernardino County can better meet the needs of its Spanish-speaking families and promote equitable outcomes for all children. 1 https://www.sbcss.net/superintendent/equity-and-access 395
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Recommendation 5: Cultivate family well-being by ensuring children in all child care arrangements have access to
comprehensive services including support for the provision of basic needs such as food.

It is recommended that the workgroup expand its membership to include partners outside the early care and education field to leverage resources across the County for the benefit of children and families.

Findings from both public data and this needs assessment underscore the critical importance of addressing the basic needs of families to support child and family well-being. In this study, 60% of families reported some level of food insecurity, and 25% indicated a need for both food and housing assistance. Such material hardships are well-documented risk factors for adverse child outcomes, and addressing them is essential to creating the stable, supportive environments children need to thrive in any early care and education setting.

When families lack consistent access to necessities such as food and housing, parental stress increases, which can, in turn, negatively impact children’s development and emotional health. This is especially relevant in San Bernardino County, where 57% of parents reported feeling overwhelmed or stressed. These findings highlight the urgent need for comprehensive, family-centered support integrated within the early care and education system.

To advance this goal, it is recommended that the workgroup expand its membership to include partners from sectors beyond ECE, such as housing, food security, and healthcare to collaboratively develop strategies and leverage resources that promote family well-being. Ensuring that all children, regardless of their child care arrangement, have access to comprehensive services, including support for basic needs like food is essential to achieving equitable outcomes for young children and their families. 397
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Appendices
Appendix A. Demographic Information of Key Informants
Characteristic Percent
Primary Home Language
English 57%
Spanish 43%
San Bernardino Region
Valley 50%
North Desert 36%
East Desert 7%
Mountain 7%
Child Age
2 years old 7%
3 years old 64%
4 years old 29%
Has another 0-5 year old child 4%
Has at least one child 6-18 years old 50%
Relationship to Child
Biological parent 93%
Grandparent 7%
Parent Gender
Female 100%
Parent Age
21-29 years old 29%
30-39 years old 36%
40-49 years old 29%
60 years or older 7%
Marital Status
Married or living with a partner 79%
Never married, not living with a partner 21%
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Characteristic Percent
Race or Ethnicity
Hispanic or Latino 57%
White or Caucasian 29%
Black or African American 21%
American Indian or Alaskan Native 7%
Multiple Ethnicities 14%
Annual Household Income
$15,000 or less 7%
$15,001 to $25,000 14%
$25,001 to $35,000 29%
$35,001 to $50,000 7%
$50,001 to $65,000 7%
$65,001 to $85,000 14%
$85,001 to $100,000 7%
$100,001 or more 14%
Highest Education Level
No high school or some high school 14%
High school diploma or GED 14%
Vocational or Trade School 7%
Some college 21%
Associate degree (AA, AS) 7%
Bachelor’s degree (BA, BS) 14%
Advanced degree (Master’s degree or above) 21%
399
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Appendix B. Key Informant Interview Questions

1. How did you learn about the survey you completed regarding your child care and family’s needs? [Probe to ask about modality, where or who the invitation was received from] Thank you. For the next few questions, I’m going to shift to ask you about your children and their child care arrangements.

2. How many children do you have and what are their ages?

3. Several of the questions will focus on your oldest three- or four-year-old child. What is the name of your three- or four-year-old? [If they have multiple three- and four-year-old children, focus on the oldest].

4. The next question will be about the child care arrangements that you have for your children. I’ll be using a very specific definition of child care. Specifically, I’m defining child care as time where children are in someone’s care other than a parent or legal guardian, for 5 hours or more a week on a regular basis. This may include preschool or TK. What child care arrangements do you have for your children?

5. Thinking back to when you were looking for child care for [name of oldest three- or four-year-old], how did you go about doing that?
a. What information did you look for?
b. Where did you look for information?
c. What information, if any, was difficult to find?

6. Thinking back to when you were looking for child care for [name of oldest three- or four-year-old], a. What went well during that search? Were there any resources that were particularly helpful to you in your search? What were those?
b. What was challenging in your search? Was there anything that was missing or you wish you had during your search? What was that?

7. After your search, what child care or early education options did you feel were available to you for [name of three- or four-year-old]?

8. What were the reasons you chose the child care and early education arrangements that you selected for [name of three- or four-year-old]?
a. Which of these was the most important to you in making the decision you made? b. Was there a different program or arrangement that you would have preferred and can you tell me about that?
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9. Thinking about the next school year, what are your plans for [name of three- or four-year-old] later in August?
a. [If not sure] What are you currently considering?
i. During what days and times would you need care for [name of three- or four-year-old]? b. [If no TK or preschool] During what days and times will [name of three- or four-year-old] be in child care and who will be taking care of him / her?
c. [If preschool or TK] During what days and times will [name of three- or four-year-old] be in TK / preschool?
i. What preschool program [TK, State Preschool, Head Start, private preschool] will you be enrolling your child in?
ii. Will [name of three- or four-year-old] be in child care before or after preschool or TK?

10. [If child care arrangements differ from prior arrangements] Why different, or why the change? a. How did you go about your search for [name of child’s] TK or preschool?

11. [If child not in TK] Have you heard about Transitional Kindergarten or TK? a. [If yes] Where have you heard about Transitional Kindergarten or TK and what do you know about it?
In the next few questions, I’ll be focusing on needs that families may have to help their family thrive. We are asking you and other families in San Bernardino County these questions so that we can share with the funder of this work, San Bernardino County Superintendent of Schools about the need in San Bernardino County to better support families of young children.

12. At certain times, some families worry about general things, like food, clothing, housing, employment, or medical care. Sometimes it can be hard to meet those needs without help. Is there anything that you feel that you or your family need support with right now? We appreciate you sharing this information with us as this is invaluable to us helping inform San Bernardino County of Superintendent of Schools of what the community need is so that we can better advocate for programs for families in the future.

13. What is something that you hope to see [name of three- or four-year-old] gain or learn in preschool?

14. What makes you happy about your family? Is there anything specific that has been going well for you? [Probe if needed, this could be anything from relationships that you have with each other, areas such as education, employment, finance, which may be going particularly well for you.] 401
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Appendix C. Data Governance and Security, Quality Assurance, and Validation of Survey Data
Data Governance and Security
All data collected, including survey and recordings of KIIs, were stored on secure servers at CCRC. Folders that store the data have strict permission and access settings that allow only authorized users in the CCRC Research Division to view and access the data. Electronic data were de-identified by creating a link file where a participants’ names and contact information were removed, each participant was then assigned a unique ID, and this ID linked the contact information file with the anonymized survey and interview files.

Quality Assurance and Validation of Survey Data
Measures to ensure that only valid survey submissions were included in the dataset for this study were taken throughout the process starting from the design of the tools through the analysis of the data.

Guardrails and attention checks were embedded into the surveys when they were built in Jotform to ensure responses that were not feasible were disallowed as entries in the surveys. For example, lower and upper limits were set for fields such as year born to exclude responses that were outside the realm of possibility.

Attention checks took the form of embedded multiple-choice questions with simple directives. For example, “The following question has been added for data control purposes only. Please select ‘B’ below.” If participants failed to respond correctly to attention checks, their survey responses were reviewed for exclusion. After the survey launched, entries were monitored in real time to ensure the survey was functioning correctly and that any issues that arose were rectified immediately.

Measures were also taken to validate the data after it was submitted to prevent the inclusion of data that could have potentially been fraudulent. The process used to review the data was systemized using the REAL (Reflect, Expect, Analyze, and Label) framework (Lawlor, Thomas, Guhin, et al, 2021) which informed the determinations to exclude or include specific survey submissions in the dataset for analyses.

Reflection on potential vulnerabilities of the survey and built-in design elements to avoid fraud: Because the survey link had been distributed widely, including via social media postings, it was necessary to carefully review the data as the survey may have been vulnerable to fraud in order to receive the incentive for participating in the survey, entry into a drawing for $50 Target gift cards. Measures such as requiring participants to provide their name, telephone number, and either an email address or a physical address to be eligible for the gift card drawings were put in place. To ensure confidentiality, this identifying information was removed from the data file used for data analysis after the data verification process was complete. All gift cards for this work were funded through CCRC.

Expectation of data, identification of specific patterns, and review of irregular data: Data identified as irregular were examined. For example, some initial survey submissions indicated that parents had 10-20 children in each age group, a number beyond what would be expected or perceived as realistic. Additionally, some IP addresses connected to submissions were outside of the country and numerous surveys included invalid area codes.

Analysis of the data for patterns: Additionally, several patterns were identified indicating that submissions may have been fraudulent, including multiple surveys with almost the same exact responses, multiple submissions entered at almost the same exact time, errors in names where last names were repeated, a specific pattern in email addresses provided, and other anomalies. 402
SB UPK Mixed Delivery Needs Assessment | 65
Identification and determination of valid survey submissions: Finally, criteria to uniformly identify and remove fraudulent submissions from the analytic data set were developed. No single piece of information alone was used to determine whether a record was valid or not. As patterns were analyzed, each submission was marked to indicate whether it fit any of the potentially fraudulent patterns and determinations were made regarding which submissions to include and exclude. Data were always evaluated by at least two reviewers.

Data were reviewed to identify potential duplicates. As potential duplicates were identified, they were reviewed, and determinations were made about which submissions to include or exclude. While this data was not deemed fraudulent, a concerted effort to remove duplicates was made to ensure that the data were not skewed by multiple responses from the same individuals. In total, 972 responses were received and 601 were deemed valid and unduplicated responses included in the analysis. 403
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Appendix D. Input from the LPC UPK Mixed Delivery Local Level Workgroup on Report Recommendations
The UPK Mixed Delivery Local Level Workgroup met on June 9, 2025, to discuss initial recommendations from this needs assessment and begin developing strategies based on the recommendations. This is a summary of the discussion and activity during that meeting.

Recommendation 1: Provide one centralized location for ECE program information that includes comprehensive information to support parents in making informed decisions for their families.

What could your
organization do
to address this
recommendation?
Leverage existing digital platform such as those maintained by local school districts, First 5 San Bernardino, and San Bernardino County Superintendent of Schools by enhancing them to include clear, accessible, and regularly updated information on ECE programs. Develop a centralized and dedicated website to serve as a comprehensive hub for ECE program information, ensuring it is cross- linked with existing agency websites to increase visibility and ease of access for families. In addition, employ a multi-channel outreach strategy that incorporates both social media and printed materials featuring QR codes placed in key community locations to promote the centralized website and streamline access to essential resources. Utilize the communication reach of First 5 San Bernardino and partner agencies to disseminate detailed and user-friendly information about available preschool options. Include a comprehensive Frequently Asked Questions (FAQ) section that clearly outlines the differences among early learning programs, such as Head Start, CSPP , and TK. To further support families, consider integrating a customer service feature such as a live chat or multilingual helpdesk to assist parents in real time with navigating enrollment, eligibility, and program selection.

How can these
findings or
recommendations
inform the UPK
Mixed Delivery
Campaign the
workgroup will be
embarking on?
Leverage cross-sector partnerships and collaborative networks to promote and disseminate timely, relevant resources that support families in navigating ECE options. Ensure that all staff, including instructional and support personnel, are well-informed about available programs and trained to communicate effectively with families in culturally and linguistically responsive ways. Additionally, allocate funding to strengthen digital outreach by enhancing the accessibility and visibility of information related to preschool options and eligibility requirements. This includes providing multilingual content and integrating user-friendly tools, such as QR codes, to facilitate easy navigation and meaningful engagement across diverse family populations.

Leverage partnerships and collaborations by cross-promoting resources that provide relevant and timely information for families. Ensure that all staff, including instructional and support personnel, are well-informed about available resources and equipped to communicate effectively with families in linguistically and culturally accessible ways.
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SB UPK Mixed Delivery Needs Assessment | 67
With additional
resources, how could
this recommendation
be implemented?
What resources
would you need?
Develop an integrated, centralized system to enhance family access to ECE resources and support services. This includes the creation of a comprehensive, user-friendly website that provides detailed information about UPK and other ECE programs, including eligibility criteria, program features, and educational philosophies. The platform should incorporate a GIS-based mapping tool that allows families to view program locations in relation to school district boundaries, facilitating informed decision-making based on proximity and service availability. To ensure the site remains current and accurate, assign dedicated personnel to manage ongoing content updates and data maintenance. The system should include a robust data management infrastructure capable of reflecting real-time changes in program availability and service offerings. In addition, implement a bilingual parent information helpline (a “411” system) staffed by trained English and Spanish-speaking operators who can guide families through available resources and support their navigation of the ECE system. To further enhance service coordination, establish an interagency tracking mechanism that monitors family engagement with programs, evaluates whether their needs have been met, and flags cases requiring follow-up ensuring continuous, responsive support across the County. Finally, leverage existing partnerships and collaborative networks to promote awareness of the platform and proactively address common questions and concerns from families.

Recommendation 2: Strengthen the early care and education workforce in San Bernardino County to ensure the provision of high-quality care that aligns with the needs and preferences of families.

What could your
organization do
to address this
recommendation?
Provide free professional development opportunities to the ECE workforce with a focus on evidence-based practices for creating high-quality learning environments for three- and four-year-old children.

How can these
findings or
recommendations
inform the UPK
Mixed Delivery
Campaign the
workgroup will be
embarking on?
Utilize existing partnerships and funding streams to implement a comprehensive professional development plan for the ECE workforce. Allocate resources to communicate workforce qualifications and quality indicators to families in accessible ways.

With additional
resources, how could
this recommendation
be implemented?
What resources
would you need?
Allocate funding to enhance family engagement and increase awareness of the qualifications and quality of the ECE workforce. Support the professional growth of ECE providers by offering comprehensive training on essential topics such as social-emotional development, addressing challenging behaviors, and other foundational areas of early childhood education.
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68 | SB UPK Mixed Delivery Needs Assessment
Recommendation 3: Implement comprehensive, multi-faceted strategies to address geographic barriers to access- ing child care that meets the diverse needs of families in San Bernardino County.

What could your
organization do
to address this
recommendation?
Create a regularly updated database that allows parents to search and filter early care and education programs based on key criteria such as location, program type, and other relevant factors.

How can these
findings or
recommendations
inform the UPK
Mixed Delivery
Campaign the
workgroup will be
embarking on?
Fund support for opening child care sites in child care deserts. Develop a website with site contact information and an interactive map for parents to filter by location.

With additional
resources, how could
this recommendation
be implemented?
What resources
would you need?
Develop one central website that allows parents to search for preschool and/or child care options by filtering for location, number of open slots, ratings.

Leverage community partners to disseminate information about the website.

Consider community agencies such as movie theaters, doctor’s offices, outside of the direct service ECE field to share the information.

What could your
organization do
to address this
recommendation?
Ensure all materials and information shared is offered in at least English and Spanish. Provide support for bilingual staff.

How can these
findings or
recommendations
inform the UPK
Mixed Delivery
Campaign the
workgroup will be
embarking on?
Ensure website and any communication material that is developed are available in Spanish. Include consideration for home languages other than English and Spanish.

With additional
resources, how could
this recommendation
be implemented?
What resources
would you need?
Fund Spanish speaking staff or community resource specialists to provide support for Spanish speaking families, including funding for staff to learn Spanish.

Leverage respected/well-known community sources like social media influencers or doctors’ offices to help share information in Spanish about preschool programs.
406
SB UPK Mixed Delivery Needs Assessment | 69
Recommendation 5: Cultivate family well-being by ensuring children in all child care arrangements have access to comprehensive services including support for the provision of basic needs such as food.

What could your
organization do
to address this
recommendation?
Include information and links to community resources for families such as food banks, WIC, SNAP on agency websites.

How can these
findings or
recommendations
inform the UPK
Mixed Delivery
Campaign the
workgroup will be
embarking on?
Collaborate with community resource partners to share information on what is available in the County. Work together to support families’ basic needs, by hosting food banks or resource fairs where multiple needs are addressed.

With additional
resources, how could
this recommendation
be implemented?
What resources
would you need?
Advocate with legislators to address community needs at the policy level. Work with community resources to offer new ways to meet families’ basic needs, such as offering weekly/monthly/quarterly food banks or food boxes families can take home from child care programs. Provide information and staff to support families where they can access resources.
407
70 | SB UPK Mixed Delivery Needs Assessment
References
Bianchi, S. M., & Milkie, M. A. (2010). Work and family research in the first decade of the 21st century. Journal of Marriage and Family, 72(3), 705–725.

Bureau of Labor Statistics. (2020, January–February). Comparing characteristics and selected expenditures of dual- and single-income households with children. Monthly Labor Review. Retrieved from https://www.bls. gov/opub/mlr/2020/article/comparing-characteristics-and-selected-expenditures-of-dual-and-single-income- households-with-children.htm
California Association of Food Banks. (n.d.). Food insecurity data. Retrieved May 1,2025 from https://www. cafoodbanks.org/food-insecurity-data/
Center for American Progress (2019). 5 facts to know about child care in Rural America. https://www. americanprogress.org/article/5-facts-know-child-care-rural-america/ California Department of Education. (n.d.). Expanded Learning Opportunities Program (ELO-P). https://www. cde.ca.gov/ls/ex/elopinfo.asp
California Department of Social Services. (n.d.). Child care and development programs. https://www.cdss. ca.gov/inforesources/child-care-and-development/child-care-and-development-programs California Housing Partnership. (2024). San Bernardino County 2024 affordable housing needs report. https:// chpc.net/wp-content/uploads/2024/05/San-Bernardino_Housing_Report.pdf California Housing Partnership. (2025). San Bernardino County 2025 affordable housing needs report. https:// chpc.net/resources/san-bernardino-county-housing-need-report-2025/ Center for Law and Social Policy. (2024, June). New analysis of access to child care subsidies, Head Start finds disparate access by race, ethnicity, and state. CLASP .

Burbank City CouncilAugust 11, 2026

Burbank City Council
August 11, 2026