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Child Care Resource Center (CCRC, 2021). Parent input: Child care decision-making and impact of COVID-19 on families (Report to California Health and Human Services as part of CCRC’s Preschool Development Grant). https://uploads-ssl.webflow.com/6144f94f4e0442569d951eba/62d1bf716200b16ec92a5b1a_Child%20Care_ Covid-19%20Impact.pdf
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Malik, R., Hamm, K, Schochet, L. et al. (2018). America’s child care deserts in 2018. Center for American Progress. Retrieved from https://www.americanprogress.org/article/americas-child-care-deserts-2018/ Mendez, J. L., Crosby, D. A., & Siskind, J. (2018). Disparities in early care access by race and income. In Closing the opportunity gap for young children (pp. 45–67). National Academies Press. 409
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Magnuson, K. A., & Duncan, G. J. (2022). Inequality in early care experienced by US children. Early Childhood Research Quarterly.
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Early Education
and Development
Local Planning Council
San Bernardino County Superintendent of Schools
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1 Proposal: Burbank Child Care Needs
Assessment
Proposal developed by the Child Care Resource Center
and presented to the City of Burbank
May 25, 2026
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2 Child Care Landscape and Need
The benefits of child care for children’s development are well-documented. The Heckman Equation (2017), which synthesizes decades of research, demonstrates that high -quality programs for children ages 0 –5 yield significant economic and social returns by fostering early skill development. Research conducted on programs in the San Fernando Valley further highlights how local early care and education programs provide social, academic, and health supports while empowering parents to serve as their child’s first teacher (Child Care Resource Center, 2024).
The child care sector also supports parents’ ability to get a job, keep a job, get a better job, work more hours, pay their bills, and be the kind of parent they want to be (Child Care Resource Center, 2025) . Conversely, research by KPMG (October, 2025) shows that the shortage of child care options has doubled over the past 15 years, leading to an estimated $1.44 billion in lost work hours in 2024—a substantial productivity loss for businesses.
As the workforce faces challenges from an aging population and declining birth rates, businesses will increasingly struggle to find qualified workers. Without sufficient affordable child care, parents are unable to participate fully in the labor market, reducing the availability of young working parents and weakening the overall workforce.
Affordable, high-quality child care has become increasingly difficult to access. In California, the pandemic forced the closure of 10,000 child care programs, eliminating at least 18,000 spaces and worsening an already limited supply (Boyd -Barrett, 2022). The financial burden is equally daunting: child care often costs more than college tuition, yet families face these expenses during the stage of life when earnings are typically at their lowest.
As of January 2023, weekly child care costs in Burbank range from $200 to $500. By federal standards, care is considered affordable if it consumes no more than 7% of a family’s income (Malik, 2019). According to the California Child Care Resource and Referral Network (Network, 2023), the cost for an infant in a family child care home is $1,232 per month and $975 for a preschooler in a center. To meet the threshold of child care not exceeding 7% of a family’s income, they would need to earn $378,000.
The City of Burbank acknowledges the strain caused by limited availability and rising costs.
A 2023 report found that fewer than ten child care programs serve children from transitional kindergarten through middle school (“Burbank Unified School District C hild Care Options, ” 416
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3 2023). This underscores the urgent need for expanded child care resources to support working families.
The City of Burbank: Demographics
Burbank is a mid -sized city nestled in the eastern side of 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. The city is home to a diverse population where 55% are non-Hispanic white, 23.6% Hispanic or Latino, 11.8% Asian, 3.1% Black or African American, 4.2% two or more ra ces, 1.9% some other race, 0.4% American Indian or Alaska Native, and 0.04% are Native Hawaiian or other Pacific Islander (“U.S. Census Bureau, 2020 American Community Survey 5 Year Estimates, ” 2022). Data USA (2023a) also shows that English, Spanish, and Armenian are the most common primary languages spoken in the community. This data will help guide the outreach and recruitment for this project.
Of Burbank’s 103,411 residents, 18,966—or 18.4%—are children under the age of 18 living in local households (“U.S. Census Bureau, 2020 American Community Survey 5 -Year Estimates, ” 2022). Among them, 2,910 are under the age of three, and 3,525 are between ages three and five (“U.S. Census Bureau, 2020 American Community Survey 5 -Year Estimates, ” 2022). Many of these children require access to child care while their parents work or attend school.
Household composition data shows that most children live in married -couple households (74.3%), followed by single-mother households (19.0%) and single-father households (3.2%) (“U.S. Census Bureau, 2020 American Community Survey 5-Year Estimates, ” 2022). Poverty rates are notably higher among children in single -parent households compared to those in married households.
In addition, 2,874 children under 18 —representing 15.1% of the city’s youth —live in households receiving some form of public assistance. Within this group, 50.5% reside in single-mother households, 48.3% in married-couple households, and 1.2% in single-father households (“U.S. Census Bureau, 2020 American Community Survey 5 -Year Estimates, ” 2022). The data highlights that single -mother households in Burbank rely on public assistance programs at the highest rate. This suggests a pressing need for expanded support services, particularly child care resources, to better serve these families. 417
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4 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). Th e exception is single-mother families whose median income is significantly below that figure (“U.S. Census Bureau QuickFacts: California, ” 2022).
According to Data USA (2023b), of those assessed for poverty status, 10.7% of those in Burbank were determined to live below the poverty line. Compared to the rest of the United States, the City of Burbank has a larger percentage of households who earn less than $20,000, a smaller per centage of households who make $20,000 to $100,000 and a larger percentage of households who make over $100,000/ year. Therefore, although the median income approaches $100,000/ year, this does not describe the diversity of households in the community who are likely to be struggling to afford daily, basic needs (Data USA, 2023b).
Females age 25-34 are the largest demographic group living in poverty in Burbank. The most common racial groups living below the poverty line in Burbank were White, followed by Hispanic.
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. As is the case for many cities, income disparities exist between married families and single-household families, and between single-mother and single-father households. These data illustrate that Burbank is not isolated from the challenges of poverty seen throughout the state. Given the diversity of families by race/ethnicity, income, marital status, and age of children, data should be collected on these demographic dimensions and disaggregated when possible, to assess differential needs in subgroups. This can facilitate targeted programming and recommendations to maximize impact.
The City of Burbank: Employment and Housing
The City of Burbank estimates that daytime employment now exceeds 130,000 jobs, far outpacing the approximately 45,000 housing units available. This disparity has created a significant “jobs-to-housing imbalance. ” In response, the City Council in 2019 set a target of constructing 12,000 new residential units by 2035 (Associates, 2022). 418
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5 To support this effort, Burbank recently updated and certified its Housing Element Policy for 2021–2029 (Associates, 2022). This document outlines the community’s housing needs and establishes goals and policies to meet them. Among these priorities is the promotion of affordable housing projects that integrate community-serving amenities—such as child care facilities and family resource centers—through the Neighborhood Revitalization program.
The city also intends to strengthen its ongoing partnership with the Burbank Housing Corporation (BHC). Through this collaboration, BHC will continue acquiring and managing affordable housing while providing neighborhood assets including child care centers, after- school programs, and community gardens (Associates, 2022).
Prior Child Care Needs Assessment for the City of Burbank The prior child care needs assessment conducted by the Child Care Resource Center (2023) for the City of Burbank included an analysis of public and internal administrative data, surveyed parents who work or live in Burbank about their child care needs (N=525) and preferences, and survey ed key employers and other stakeholders in Burbank . Parents reported that although their annual incomes were above $100,000/ year, the cost of living and the cost of child care prevent them from economic mobility and cause th em to live paycheck-to-paycheck. The assessment also found that the number of child care spaces in Burbank is insufficient for meeting the needs of children under age six years residing in Burbank, with only 36% of children having access to a licensed child care space. Families are in need of financial assistance for child care, full-time child care spaces, and spaces for infants and toddlers. Single-mother households were the most constrained by a lack of affordable child care spaces. Additionally, the prior assessment reported a “jobs-to-housing imbalance” (e.g., 130,000 jobs, which exceeds the 45,000 housing units in the city). When parents were searching f or child care options, the top search criteria included health and safety, cleanliness, standards of quality and if the child care provider was licensed. The following recommendations were suggested in the final report:
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. 419
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6 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.
Several changes have occurred since the publication of this report. For example, increased investments in subsidized child care (e.g., recommendation #4) ha ve waned both at the state and federal level. Reductions in supportive services (e.g., housing, food, and health care supports) are constraining families ’ budgets more than a few years ago. Additionally, the prior report was not funded to a level that would allow for a mixed-methods evaluation that would facilitate a deeper understanding of challenges an d opportunities faced by parents, employers and departments in the City of Burbank. With additional support, a more in-depth analysis can be conducted that would yield more concrete and actionable recommendations.
Proposed Project Purpose
The purpose of this proposed project is t o develop a comprehensive and methodologically sound assessment that will accurately measure child care demand and supply, identify gaps in access and affordability across neighborhoods and demographics , and r ecommend targeted, actionable strategies to expand access and affordability. This work is proposed by an organization with extensive expertise in child care and community needs assessment work, the Child Care Resource Center.
Background and Expertise of the Child Care Resource
Center (CCRC)
Incorporated in 1976, the current mission of the Child Care Resource Center (CCRC) is to cultivate child, family, and community well -being. Since Dr. Michael Olenick became President and CEO in 2003, the agency has grown to include over 1,400 professional staff working from more than 30 locations with a budget for FY26 of $789M to serve more than 100,000 children, families and child care providers across the 22,5000-square-mile service 420
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7 areas of the Antelope, San Fernando, and Santa Clarita Valleys as well as the entirety of San Bernardino County.
The agency has built strong partnerships with community organizations, positioning itself as a distinctive leader in the child care field. Current programs include home visiting, workforce development, family engagement, subsidized child care, Head Start a nd Early Head Start, and more. Beyond these direct services, CCRC strengthens its impact through events for the distribution of basic needs , fundraising initiatives, and social enterprises. In addition, CCRC’s Government Relations team in Sacramento levera ges the work conducted by the Research Division to build support and drive action, ensuring improved outcomes for children and families across California.
CCRC’s Research Division
CCRC is deeply committed to data -driven decision -making, supported by its Research Division, which ensures the strategic use of data to drive innovation, efficiency, and sustainability. Established in 2001 with a single staff member, the division has grown to oversee more than 20 projects serving both internal and external clients. Its work spans Continuous Quality Improvement, piloting new programs for statewide implementation, advancing operational excellence, and shaping policy and advocacy. External projects have been funded by organizations such as the Blue Shield of California Foundation, the California Department of Education, the California Department of Social Services, First 5 California, First 5 Los Angeles, First 5 San Bernardino, the Heising -Simons Foundation, the Keck Foundation, the Parsons Foundation, the California Community Foundation, and the San Bernardino County Superintendent of Schools. Importantly, the division grounds its methods in community expertise to ensure findings and recommendations are relevant and actionable. Projects have ranged from local initiatives (e.g., a single DCFS office) to countywide and statewide studies. A sample of prior child care and early childhood needs assessments can be found linked here: https://www.ccrcca.org/resources/research- evaluation/
The division is skilled at piloting new programs to take to scale. One notable success is the Emergency Child Care Bridge Program for Foster Children. Initially piloted locally by CCRC’s Research Division, the program was scaled statewide through partnersh ips with CCRC’s Government Relations Division and multiple local and state partners. Written into statute, it now serves thousands of foster families across California. The program’s evaluation is available here : https://www.ccrcca.org/publications/2022/ece/emergency-child-care- program/#p=1
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8 The division also conducts semi -annual client needs assessments across Northern Los Angeles County and San Bernardino County, alongside specialized studies for external funders. For example, First 5 Los Angeles contracted CCRC to examine the unique challenges faced by home -based child care providers and the families who rely on them.
Parents and providers participated in surveys, focus groups, and interviews, ensuring representation across geographic, racial, and linguistic communities. The resulting recommendations are now being implemented by First 5 LA, with ongoing input from provider advisory groups established by CCRC. The full report is available here :
https://www.first5la.org/article/the-landscape-of-home-based-child-care-in-los-angeles- county/
Similarly, CCRC completed a parent needs assessment for pre -kindergarten in San Bernardino County, engaging families and community partners to better understand perceptions of Universal Prekindergarten, child care needs, and decision -making factors.
The fi ndings are currently guiding a communications campaign to engage families, with CCRC continuing to support evaluation efforts. The final report is currently with the Communications Division of San Bernardino County Schools and is not yet available to share.
Beyond needs assessments, the division applies advanced data analytics to inform policy.
For instance, a brief analyzing child care rates against inflation was presented to legislators in Sacramento, highlighting the need for further increases to sustain the workforce. That brief can be found here: https://uploads-
ssl.webflow.com/607785c82c0c2c3efe5e77bb/622789432597a6d23147e7da_2022-RMR- Brief-compressed.pdf
Another project examined the role of subsidized child care in local economic development, connecting findings to employer engagement and federal advocacy. This work was brought to Congressional representatives in Washington, DC . This resource is available here:
https://www.ccrcca.org/wp-content/uploads/2025/03/2025-Employers-Supported-by- Government-Subsidized-Child-Care-4.pdf
The Research Division also leverages GIS technologies to visualize data through interactive maps and dashboards, helping stakeholders identify service gaps across districts and communities. These tools allow filtering by congressional, state senate and assembly, county supervisorial, city council, school district, city and county boundaries. These data are used in collaboration with decision makers who represent constituents in these geographies to facilitate data -driven decision-making regarding child care. View the 422
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9 dashboards here :
https://ccrc.maps.arcgis.com/apps/dashboards/0a5c108cacf34e20a1e4ecef62bb0c8a.
Another recent GIS project analyzed both administrative data and publicly available census data to illustrate the disparities in those who live in child care deserts . These efforts inform stakeholders of which groups face the greatest disadvantages and therefore need increased resources and outreach efforts. This allows program designers and decision -makers to target programs and funding to those who would benefit the most, ensuring that valuable resources have the greatest impact and are not wasted. This w ork is linked here:
https://gis.ccrcca.org/portal/apps/storymaps/stories/de1394ef734345fa859dc8cb44f224c 2 The sample of projects listed above illustrates the skill of CCRC’s Research Division in 1) engaging and facilitating projects and research with those who have lived experience in the community and other key stakeholders, 2) inclusive and culturally relevant data collection and analyses, 3) data analytics that ground theory in lived experience, 4) data visualization techniques and reporting methods that are easily digestible with a clear message and foster the development of policy and programming that yields maximum impact. Through this work, CCRC ensures that research not only generates knowledge but also drives meaningful action to improve outcomes for children, families, and communities.
Sampling, Outreach and Stakeholder Engagement
Establish Steering Committee. The first phase of any successful project begins with collaborative planning. To launch this effort, CCRC will partner with staff from the City of Burbank to establish a core Steering Committee. This committee will meet regularly with CCRC to review projec t progress, track milestones, address questions, and provide guidance on overall implementation.
CCRC will deliver consistent updates to the Steering Committee, which will work jointly to define project goals, identify data sources, and refine or approve outreach strategies, data collection tools, deliverables, and timelines. In addition, the committe e will identify community partners, local organizations, employers, and City of Burbank departments to engage in the project. City staff will play a key role in facilitating connections with these groups and individuals, ensuring broad collaboration and community involvement. 423
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10 Engaging Communities Through Outreach and Recruitment . Research can be designed to either fully represent every demographic group, as in a census, or to take a targeted approach that focuses on specific groups to ensure diverse voices and experiences are included. While census projects provide comprehensive da ta, they are resource - intensive and costly. Targeted approaches, by contrast, are more practical and commonly used when assessing community landscapes, needs, and gaps. This proposal will adopt a targeted outreach and recruitment strategy.
CCRC will work closely with the Steering Committee to develop this outreach and recruitment plan. The plan will identify target groups, outline outreach methods, and specify materials to be used. To ensure findings are both relevant and valid, CCRC will pr ioritize diversity and representation among study participants. Together with the Steering Committee, CCRC will select groups for data collection (initial suggestions are included in this proposal). When subgroup data is available —such as income, language, or race/ethnicity—a community grid will be created to evaluate how representative the study sample is.
The CCRC Communications Division will design outreach materials in collaboration with the Steering Committee, including flyers, email content, and lists of partners and venues for distribution. All materials will be reviewed and approved by the City, and t ranslated with back-translation into Spanish and Armenian to ensure language accuracy for parents and child care providers. Finally, the Steering Committee will support CCRC’s Research Division in engaging key community stakeholders to help disseminate out reach and recruitment materials effectively.
Data Collection Tools, Methods and Analyses
The optimal approach to understanding the landscape of needs, gaps and opportunities is a multi-method approach that uses quantitative, qualitative, and visual data gathered from a wide variety of stakeholders. Data will be gathered from published literature as well as available data on residents, employers, community-based organizations, and departments within the City to describe those who are impacted by and those who can play a role in improving the child care landscape in the City of Burbank. Census and other open -source data will be gathered to describe families and the economic, housing, and employment situations they face and navigate on a daily basis.
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11 Administrative Data. CCRC will access and analyze child care administrative data to better understand the landscape and gaps in services in Burbank. This includes information on families currently receiving subsidized child care, those waiting for services, and the child care providers themselves. Data on subsidy recipients will illustrate the types of services being d elivered, while data on families waiting for care will highlight existing gaps.
Comparing service data with demographic information will furt her reveal which groups are disproportionately disadvantaged and in need of additional resources. Previous CCRC research has shown that families living in poverty, households with infants and toddlers, non-white families, and single parents are more likely to face child care deserts.
Analysis will also examine the types of providers used by families with subsidies, offering insight into the choices parents make when they have greater “purchasing power. ” These findings will help the City of Burbank understand parental preferences and in form future planning.
Administrative data will be used to create maps of child care deserts across the city. This will draw on CCRC’s internal systems, including data on subsidized families and licensed providers (both centers and home -based programs). It will also incorporate information on providers available to all families, including those who pay out of pocket. Public data sources, such as census data, will be integrated to assess inequities in the distribution of child care deserts among different groups.
The final report will note important limitations. For example, families who pay privately for care often rely on license -exempt arrangements —such as Family, Friend, and Neighbor care—which are difficult to track and not captured in centralized systems. Sim ilarly, programs like Transitional Kindergarten (supported by the California Department of Education) and Head Start (operated by delegate agencies) lack comprehensive provider lists. These gaps in data availability will be acknowledged to ensure findings are interpreted with appropriate context.
Community Input: Surveys. Online survey tools will be developed and reviewed in collaboration with the Steering Committee. These surveys will explore key topics such as child care needs, preferences, gaps, and opportunities. By engaging directly with parents and providers who have lived experience and are closest to the challenges, the results and recommendations will be more relevant and have greater potential for sustainable change. 425
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12 Parents across the community will be invited to participate, including those currently receiving subsidized child care and those on waiting lists—groups CCRC can readily access through its administrative records. To broaden outreach, surveys will also be p romoted through social media. All survey tools will be translated and back -translated into Spanish and Armenian to ensure language accuracy and accessibility. Each survey will include opt - in language for participants interested in joining follow-up focus groups.
A separate online survey will be designed for child care providers operating in the City of Burbank. This tool, also reviewed by the Steering Committee, will capture challenges from both the business perspective (e.g., enrollment and retention) and the fam ily perspective.
Providers across licensed center -based programs, licensed home -based programs, and legally license -exempt care (such as Family, Friend, and Neighbor arrangements) will be included, with CCRC again leveraging its administrative lists for ou treach. Like the parent survey, this tool will be translated and back -translated into Spanish and Armenian and will feature opt-in language for focus group recruitment.
Community Input: Focus Groups. While surveys provide valuable insights from larger groups, they often lack the depth needed to fully understand community experiences. To complement the quantitative survey data, CCRC will conduct focus groups with a subset of parents and child care provi ders. These qualitative discussions will enrich survey findings, highlight key themes, and generate more concrete, actionable recommendations.
Two parent focus groups are proposed—one in English and one in Spanish. Based on CCRC’s prior experience, recruiting participants from the Armenian-speaking community has proven difficult; therefore, surveys will serve as the primary method of input for this group.
In addition, three focus groups will be held with child care providers: one in English with center-based directors or staff, one in English with home -based providers (licensed and unlicensed), and one in Spanish with home -based providers (licensed and unli censed).
Protocols for both parent and provider focus groups will be developed and shared with the Steering Committee for review and feedback, ensuring alignment with project goals and community needs.
Community Input: Key Informant Interviews (KIIs). Key Informant Interview (KII) protocols will be developed to assess child care needs, gaps, and opportunities, and shared 426
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13 with the Steering Committee for review and input. KIIs will be conducted with three groups:
local employers and businesses, community -based organizations (CBOs), and staff from the City of Burbank. For City staff, additional questions will address faciliti es and zoning considerations.
It is anticipated that approximately five KIIs will be held with each group, for a total of no more than 15 interviews. The Steering Committee will help determine the final number of interviews per group and will provide recommendations for participants, a s well as introductions and connections to ensure effective engagement.
Data Analyses, Interpretation and Development of
Recommendations
Data Analyses
When community voices are excluded, programs and policies often become irrelevant, fiscally unsound, and harmful to the very groups that most need involvement and opportunity. Actively uplifting and incorporating community perspectives ensures that initiatives remain relevant, financially sustainable, and capable of producing outcomes that foster strong, thriving communities. For this reason, the project team is committed to an equity-focused research process, modeled after the framework outlined by Andrews , et al. (2019).
This framework involves four key steps:
1. Understanding communities – Engage stakeholders at every stage to ensure research questions reflect the community’s actual concerns, while maintaining awareness of implicit biases.
2. Guiding research methods – Collaborate with stakeholders to shape the questions asked and the methods used to collect information.
3. Grounding data interpretation in lived experience – Apply a Grounded Theory approach, deriving codes directly from the data rather than researcher assumptions.
Disaggregate data and involve community members in interpreting findings whenever possible.
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14 4. Disseminating findings and driving action – Share results back with the community and prioritize recommendations that lead to concrete policy and program improvements.
By following these steps, the project team ensures that results are rooted in community expertise, maximizing both relevance and impact for the populations of greatest interest.
Survey data will be exported from JotForm, the platform used to collect the survey, to Excel and analyzed using SPSS (Statistical Package for Social Sciences). Analysis of the survey data included appropriate descriptive statistics for the question type (f requencies/ percentages for categorical or ordinal data, averages/ medians for interval data).
Appropriate group testing will also be conducted (e.g., chi -square or Fisher’s Exact for categorical or ordinal data and t -tests for interval data). Group -based comparisons will be conducted on a subset of demographics that will be determined by the Steering Committee (e.g., poverty, child age, home language, race as possibilities). Group differences will be presented only when they are statistically significant at p<.05 or lower.
Analysis of the focus group and Key Informant Interview (KII) data will proceed in the following steps: 1. Data sensitization. All focus groups and KIIs will be recorded via Zoom and transcribed via Otter.ai to ensure the ability to add necessary detail to the notes taken during each session. Coders will select, read, and re-read a small representative sample of notes to allow for a clear understanding of the content and to formulate initial themes and high-order categories. 2. Coding. All notes and transcripts will be uploaded into the qualitative data analysis software MAXQDA® .
Coding will proceed deductively from the study’s goals to directly address the study’s core areas of focus. Coders will also read the notes inductively to generate new themes that may only indirectly address the study questions but nevertheless provide important new insights that further the evaluation objectives. Analysis will thus proceed iteratively between deductive and inductive approaches.
Coders will initially code approximately 10% of the qualitative data. These coded notes will then be triangulated to review the coding, and to group and identify themes. This process produces a standardized codebook (i.e., analytical framework) against which the remainder of the qualitative data will be coded. To ensure the validity of the analysis, inter -rater reliability testing will be conducted to compare coding across coders.
The iterative approach between inductive and deductive coding allows for both a structure to the final codes and results that reveal themes relevant to the participants. Because the participants have lived experiences that should be honored and reflected in the results, 428
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15 Grounded Theory will guide the development of codes that may not have occurred from the original set of codes based on the study's goals. Use of Grounded Theory ensures a greater likelihood that results are relevant to the intended recipients of program and policy change and honors their voice rather than merely the voice of the funder or researcher.
Facilitating Community Interpretation and Development of Recommendations
Two community convenings will be held with key stakeholder groups (e.g., one with parents and child care providers and one with employers, CBOs and City staff). A subset of results will be presented to gather feedback on the results, hone the interpretations of the data, and begin to craft recommendations. This will ensure that the interpretation of results and development of recommendations are relevant and meaningful to the communities that would be affected by future programs and policies . To ensure optimal engagement, the information provided at each convening will be tailored to the target audience. For instance, providers and parents will be presented with information in a more narrative-based format, while employers, CBOs and City staff would be presented with more data visualizations .
These convenings will allow the research team to assess if the data collected from the surveys, focus groups, and key informant interviews align with the experiences of a broader audience. These events will also provide the team with additional input on interpretation and recommendations based on the results. The final convening for interpretation of results and gathering of suggested recommendations based on the results will be conducted with the Steering Committee.
Development of Dissemination Resources
Four primary dissemination products will be developed to share findings and recommendations.
1. Comprehensive Report – This document will include background information, data collection tools, methods, results, and policy and funding recommendations that connect findings to practical actions (such as zoning or development strategies, partnership models, and potential fu nding sources). It will also feature a technical appendix with a list of data sources and references. The draft report will be reviewed by the Steering Committee and City Communications staff, who will provide consolidated feedback to CCRC (in one document ). Revisions will be incorporated 429
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16 within two weeks, after which CCRC’s Communications Division will finalize the designed report within an additional two weeks.
2. Executive Summary Brief – Designed for broader dissemination, this brief will highlight the background, key findings, and recommendations from the full report. It will be designed by CCRC’s Communications Division to ensure accessibility and clarity for a wider audience.
3. Online GIS Maps – Hosted by CCRC, these interactive maps will illustrate child care services and gaps across the City of Burbank. Analyses will highlight the groups most disadvantaged by the disparity between service needs and available resources, providing a visual tool for understanding inequities.
4. PowerPoint Slide Deck – This presentation will summarize the study’s background, tools and methods, results, and recommendations. Developed by CCRC’s Research Team and designed by CCRC’s Communications Division, the slide deck will be presented to the Steering Committee by CCRC’s Research Team.
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17 Detailed Timeline and Deliverables
Activity Deliverable Timeline
Planning Months 1-2
Establish Steering Committee
members
List of Committee members
Establish key Collaborative Partners
(e.g., additional reviews and
participation)
List of partners
Establish meeting calendar – CCRC
and City of Burbank (City)
Calendar of meetings
Clarify/ refine project goals, activities,
milestones, deliverables
Revised project plan/ proposal
Begin literature review Literature review/ report intro Develop outreach grid to evaluate
diversity and representation
Outreach grid
Develop outreach and recruitment
materials targeted to specific groups
(e.g., social media, flyers, email
language) with CCRC Communications
Outreach materials
Review and approval of outreach
materials by City of Burbank
Approval notice (e.g., email)
Translate and back-translate subset of
outreach and recruitment materials
into Spanish and Armenian (with CCRC
Communications)
Translated outreach and
recruitment materials
Study Tool Development Months 2-5
Develop multi-language on-line survey
tools for parents and child care
providers
Survey links
Translate and back -translate for
language equivalency all surveys into
Spanish and Armenian
Translated surveys
Develop multi-language focus group
protocols for parents and child care
providers
Focus group protocols
Translate and back -translate for
language equivalency all protocols into
Spanish
Translated focus group protocols
Develop separate Key Informant
Interview (KII) protocols for employers,
KII protocols
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18 community-based organizations, and
City of Burbank Department staff
Data Collection Months 6-11
Collect administrative data on city,
demographics, economics, housing,
employment, industries, internal
CCRC data on child care (families,
providers)
Data visualizations (e.g., tables
and figures)
Pull list of parents receiving subsidized
child care, parents on waitlists, and
child care providers in the City of
Burbank
Lists (internal use only due to PII)
Distribute outreach materials and
survey links to parents and providers
Survey links
Based on opt -in from surveys, recruit
for and implement focus groups with
parents and child care providers
Schedule of focus groups
Schedule and implement KIIs with
employers, CBOs, and City staff
Schedule of KIIs
Data Analysis Months 12-15
Conduct QA on survey data
Conduct GIS mapping of child care
deserts and which community groups
are affected most by child care deserts
(e.g., child age groups, poverty, non -
traditional hour workers, single
parents, race/ ethnicity groups,
language groups)
Child care desert map
Conduct child care affordability
analysis
Figure/ table on child care
affordability in the City of Burbank
Conduct projections of housing and
population growth
Figure/ table projecting housing
and population growth
Analyze parent survey data (translate
open-ended responses) ; test for
differences by income, race, language
Data tables with frequencies,
means; disaggregate s presented
only when there is a significant
group difference
Analyze provider survey data (translate
open-ended responses); test for
differences by income, race, language
Data tables with frequencies,
means; disaggregates presented
only when there is a significant
group difference
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19 Translate and transcribe focus group
data from parents and child care
providers
Transcripts (internal use only due
to PII)
Develop codes for parent and provider
focus groups using Grounded Theory
Codes
Code parent and provider focus groups Summary of codes and responses Develop codes for KIIs (employers,
CBOs, and City staff)
Codes
Code KIIs (employers, CBOs, and City
staff) using Grounded Theory
Summary of codes and responses
Recruit for and hold two sense making
sessions with the community (parents/
providers and employers, CBOs, City
staff)
List of main interpretations and
recommendations
Hold sense -making session ,
presenting study results with Steering
Committee
PPT slide deck; data handouts
Dissemination Resources Months 16-18
Report draft and Executive Summary
Brief draft to Steering Committee for
feedback
Draft report
Draft Executive Summary/ Brief
Feedback from Steering Committee
and City Communications – 2 weeks
Report and Brief with feedback
Final draft report and final draft of
Executive Summary Brief – 2 weeks
Final draft report and brief with
feedback incorporated
Designed report and Executive
Summary Brief (with CCRC
Communications) – 2 weeks
Final designed report
Final designed Brief
Final review of report and brief by City
Communications
GIS maps GIS map
PPT slide deck PPT slide deck
Final presentation to stakeholders Report, brief, PPT
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20 Project Budget and Timeline
PLANNING: MONTHS 1
Title Hours Hourly Rate Total
Research Director 8 IN KIND
Role: Guide project, attend meetings (City and internal), set agendas
Policy Research Manager 32 $115 $3,680
Role: Attend meetings (City and internal), supervise staff, literature review, develop outreach grid
Policy Research Analyst II 32 $75 $2,400
Role: Attend meetings (City and internal), literature review Data Science and Innovation Manager 8 $115 $920
Role: Attend meetings (City and internal), supervise staff Sr GIS Analyst 8 $90 $720
Role: Attend meetings (City and internal), plan for maps, affordability and projection analyses
Social Media Supervisor 8 $80 $640
Role: attend meetings (City and internal), develop social media and other outreach, translate into Spanish and
Armenian
Subtotal $8,360
STUDY TOOL DEVELOPMENT: MONTHS 2-5
Research Director 16 IN KIND
Role: Guide project, attend meetings, provide feedback on tools
Policy Research Manager 160 $115 $18,400
Role: Attend meetings, supervise staff, oversee
development of surveys for parents and providers, focus group protocols, KII protocols, oversee translation and back-translation
Policy Research Analyst II 160 $75 $12,000
Role: Attend meetings, assist with tool development
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21 Data Science and Innovation Manager 16 $115 $1,840
Role: Attend meetings, supervise staff, review GIS,
analyses, survey tools
Sr GIS Analyst 40 $90 $3,600
Role: Attend meetings, begin developing GIS maps,
affordability and projection analyses
Data Science and Innovation Sr. Analyst 40 $90 $3,600
Role: Attend meetings, assist with survey tool
development
Social Media Supervisor 6 $80 $480
Role: attend meetings, launch social media outreach and monitor social media hits
Subtotal $39,920
DATA COLLECTION: MONTHS 6-11
Research Director 24 IN KIND
Role: Guide project, attend meetings, provide feedback on data collection
Policy Research Manager 240 $115 $27,600
Role: Attend meetings, supervise staff, conduct/ oversee data QA, oversee and conduct launch of surveys and
focus groups for parents and providers, KIIs with
employers, CBOs, and City staff
Policy Research Analyst II 240 $75 $18,000
Role: Attend meetings, conduct focus groups and KIIs
(including transcripts, translation), distribute study
incentives to parents, providers, and CBOs
Data Science and Innovation Manager 96 $115 $11,040
Role: Attend meetings, supervise staff, help oversee
administrative data and survey data collection, oversee GIS, affordability and trend analyses
Sr GIS Analyst 96 $90 $8,640
Role: Attend meetings, finalize administrative data
analyses and create figures/ tables, develop GIS maps,
affordability and projection analyses
Data Science and Innovation Sr. Analyst 60 $90 $5,400
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22 Role: Attend meetings, pull list of survey recipients, assist with survey tool deployment and monitoring (eg., ID of
bots)
Subtotal $70,680
DATA ANALYSES: MONTHS 12-15
Research Director 24 IN KIND
Role: Guide project, attend meetings, provide feedback on analyses, co -lead sense -making session with Steering
Committee
Policy Research Manager 240 $115 $27,600
Role: Attend meetings, supervise staff, oversee and
implement analyses of survey, focus group and KII data; guide development of codes for qualitative data; set up data visualization templates; Co -lead sense -making
session with Steering Committee
Policy Research Analyst II 240 $75 $18,000
Role: Attend meetings, finalize transcripts and
translations, lead qualitative analyses
Data Science and Innovation Manager 96 $115 $11,040
Role: Attend meetings, supervise staff, help oversee
survey analyses, oversee GIS, affordability and trend
analyses; Co -lead sense -making session with Steering
Committee
Sr GIS Analyst 96 $90 $8,640
Role: Attend meetings, finalize administrative data
analyses, GIS maps, affordability and projection analyses Data Science and Innovation Sr. Analyst 60 $90 $5,400
Role: Attend meetings, assist in analysis of survey data Subtotal $70,680
DISSEMINATION RESOURCES: MONTHS 16-18
Research Director 120 IN KIND
Role: Guide project, attend meetings, co -develop final dissemination products and co-present final products
Policy Research Manager 240 $115 $27,600
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23 Role: Attend meetings, supervise staff, finalize any remaining data visualizations, co-develop and co-present final products
Data Science and Innovation Manager 96 $115 $11,040
Role: Attend meetings, supervise staff, co -develop and co-present final products
Sr GIS Analyst 96 $90 $8,640
Role: Attend meetings, finalize GIS maps
Communications Design Manager 4 $120 $480
Role: Review and approve all designed products
Communications Design Specialist 22 $75 $1,650
Role: Design report, brief and PPT slide deck
Subtotal $49,410
PROJECT SUBTOTAL $239,050
ADMINSTRATIVE COSTS (10%) $23,905
PROJECT TOTAL $262,955
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24 References
Andrews, Kristine, et al. (2019). How to Embed a Racial and Ethnic Equity Perspective in Research Practical Guidance for the Research Process: A Child Trends Working Paper.
Accessed 1 Jan 2021 from https://cms.childtrends.org/wp- content/uploads/2019/09/RacialEthnicEquityPerspective_ChildTrends_October2019.pdf Associates, K. W. (2022). Burbank 2021-2029 Housing Element . Accessed 7 Jan 2023 from https://www.burbankhousingelement.com/wp-content/uploads/2022/08/Draft-Housing- Element_redlined-2022.pdf
Boyd-Barrett, C. (2022). California Has a Child Care Crisis. How Finding It - and Paying for It - Can Be a Nightmare. The Fresno Bee . Accessed 7 Jan , 2023 from https://healthpolicy.usc.edu/article/california-has-a-childcare-crisis-how-finding-it-and- paying-for-it-can-be-a-nightmare/
Burbank Unified School District Child Care Options. (2023). Accessed 7 Jan, 2023, from https://www.burbankusd.org/Page/2021
Child Care Resource Center (2023). Burbank Child Care Recommendations. https://www.ccrcca.org/publications/2024/research/Meeting-Needs-of-Burbank- Families.pdf
Child Care Resource Center. Head Start: Investing in the Future Success of Families . 2024. https://www.ccrcca.org/wp-content/uploads/2025/04/2024-CCRC-Head-Start-Impact.pdf Child Care Resource Center. CCRC’s Programs Help Families Thrive. 2025, www.ccrcca.org/wp-content/uploads/2023/10/2025-Impact-of-Child-Care-Access.pdf Data USA (2023a). “Los Angeles County (Central) --Burbank City PUMA, ca | Data USA. ” Datausa.io, 2023, datausa.io/profile/geo/los -angeles-county-central-burbank-city-puma- ca. Accessed 26 Oct. 2025.
Data USA (2023b). “Burbank, ca | Data USA. ” Datausa.io, 2023, datausa.io/profile/geo/burbank-ca?redirect=true#economy. Accessed 26 Oct. 2025.
Malik, R. (2019). Working Families Are Spending Big Money on Child Care . Center for American Progress.
Nestler, Matthew. “The Great Exit. ” KPMG, 2025, The great exit: Accessed 26 Nov. 2025. 438
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25 Network (California Child Care Resource and Referral Network). 2023 California Child Care Portfolio: Los Angeles County . 2023. https://rrnetwork.org/research/child_care_portfolio.
Accessed 26 Nov. 2025.
“The Heckman Equation -Home Page. ” The Heckman Equation , 2017, www.heckmanequation.org. Accessed 1 Nov. 2025.
U.S. Census Bureau (2022), 2020 American Community Survey 5 Year Estimates.
U.S. Census Bureau QuickFacts: California. (2022). Accessed 8 Feb, 2023, from https://www.census.gov/quickfacts/fact/table/CA/BZA210220
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Child and Infant Care
Needs Assessment
AUGUST 11, 2026
PARKS AND
RECREATION
440
Current Childcare Landscape
Previous Assessments Identified:
• Limited licensed childcare shortages
• Limited infant care availability
• Affordability challenges for families
• Long waitlists across providers
• Limited care during non-traditional work
hours
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2023 Assessment
• A childcare assessment was prepared by
the Child Care Resource Center (CCRC)
on behalf of the YMCA in 2023.
• Assessment established baseline
understanding of childcare needs
and identified service gaps
Limitations of 2023 Assessment:
Focused primarily on current
conditions
Limited long-term demand forecasting
Opportunity for broader community
and employer engagement
3 442
Potential Assessment
• A comprehensive citywide analysis of:
Childcare availability and capacity
Affordability and accessibility
Geographic service gaps
Future childcare demand
Workforce and demographic trends
4 443
Assessment Approach
• CCRC proposes a data-driven process
including:
Community outreach
Parent and provider surveys
Focus groups
Employer and stakeholder interviews
Demographic and economic analysis
GIS mapping (Geographic Information
Systems)
Policy recommendations
5 444
Project Deliverables
• The assessment would include:
Comprehensive final report
Executive summary
Interactive GIS mapping
Childcare gap analysis
Implementation strategies
Council presentation of findings
6 445
Potential Project Overview
• Estimated Cost
Approximately $269,000
• Estimated Timeline
Approximately 18 months
• Potential Outcomes
Accurate and up to date data
Future planning tools
Policy guidance
Partnership opportunities
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Staff Recommendation
Note and File; or
Continue exploring a potential agreement
with CCRC
Refine the assessment scope
Evaluate implementation considerations
Provide Council with a budget
discussion paper for consideration
during the FY 2027–28 Budget process
8 447
@Burbank_Parksandrec
Questions?
Diego Cevallos
Assistant Parks and Recreation Director
[email protected]
818.238.5300
448