Pr
oposal for Sublease, Management and
Operation of the Burbank Center Stage:
RFP No. PR2023-45025-1019.
Burbank Community YMCA
Attachment 2
2 Febr
uary 8, 2023
The C
ity of Burbank
Parks and Recreation Department
Re:
RFP NO. PR2023-45025-1019
Dear
City of Burbank,
It
is with pleasure that I submit the attached proposal to manage and operate the Burbank Center Stage in partnership with Conundrum Theatre Company. A YMCA-City of Burbank partnership would utilize a revenue sharing model to provide educational, social, cultural, and recreational activities to our community. With a keen focus on inclusion, this partnership’s management of the Burbank Center Stage would benefit community members, local businesses, audiences, producers, and artists. in an inclusive model that benefits residents, producers, performers, artists, audiences and more.
Wi
th almost 100 years of experience serving the needs of the local community, the Burbank YMCA has the capability and dedication to ensure first class management of the premiere theatrical venue in our city. Located across the street from the Burbank Center Stage, the Burbank Community YMCA (Y) is a flourishing non- profit organization that has successfully managed and operated the Horace Mann Children’s Center in a similar revenue sharing model with the Burbank Unified School District (BUSD). The Y also partners with BUSD to develop and manage an innovative summer school-camp hybrid program created to close the academic opportunity gap. The Y partners with Providence to provide social and recreational activities for members in the LGBQTIA+ community and exercise and educational programs for those who are at high risk for disease.
Thank
you for the opportunity to submit this proposal. It is an honor to be considered for this partnership with the City to combine the performing and visual arts with social, cultural, educational, and recreational activities in Burbank.
If
you have any questions, please do not hesitate to contact me. This proposal is valid for ninety (90) days from submittal.
Si
ncerely,
Mary
Cutone
President/CEO
Burbank Community YMCA
321 E.
Magnolia Blvd.
Burbank, CA 91502
818-845-8551 ext. 225
[email protected]
3 2. Table of Contents
2. Table of Contents 3
3. Executive Summary 12
4. Qualifications – Identification 14
4.1 Burbank Community YMCA Qualifications 14
4.1.1 Legal Information 14
4.1.2 Social Media Information 14
4.1.3 Mission Statement 14
4.1.4 Diversity, Equity, and Inclusion Statement 14
4.1.4.1 Social Impact Center (SIC) 15
4.1.4.2 YMCA’s Operationalizing Diversity Inclusion Global (DIG) Strategies 15
4.1.5 Conflicts of Interest 16
4.1.6 Previous Contracts with the City 16
4.2 Conundrum Theatre Company Qualifications 16
4.2.1 Legal Information 16
4.2.2 Social Media Information 16
4.2.3 Mission and Vision Statements 16
4.2.4 Diversity, Equity, and Inclusion (DEI) Statements 17
4.2.4.1 Ensuring our organization reflects our community 17
4.2.4.2 Color-conscious and non-traditional casting 17
4.2.4.3 Creating and maintaining safe spaces 17
4.2.4.4 Being accountable to our performers and patrons 17
4.2.5 Conflicts of Interest 17
4.2.6 Previous Contracts with the City 17
5. Qualifications – Previous Operating Experience 18
5.1 Burbank Community YMCA 18
5.1.1 Experience Working with Public Entities on a Rental Agreement Basis 18
5.1.2 Experience Operating and Managing Similar Facilities 18
5.1.2.1 The Burbank Community YMCA 18
5.1.2.1.1 Amenities 18
5.1.2.1.2 Annual Schedule of Events 19
5.1.2.2.2.1 Community Circles - Monthly 21
5.1.2.2.2.2 Pancake Breakfast: May 7, 2022 21
5.1.2.2.2.3 Pride Prom: June 10, 2022 21
4 5.1.2.2.2.3 Pride Panel: June 17, 2022 21
5.1.2.2.2.4 Trunk o Treat: October 14, 2022 22
5.1.2.2.2.5 Turkey Trot: November 26, 2022 22
5.1.2.2.2.6 Ready to Wrap: December 9, 2022 22
5.1.2.2.2.7 Holiday Tree Lot: November-December 22
5.1.2.2.2.8 MLK Jr. Day of Giving: January 22
5.1.2.1.3 Annual Attendance and Description of the Environment 22
5.1.2.1.4 Operating Plan 23
5.1.2.2 Burbank YMCA Child Development Center (CDC) 24
5.1.2.2.1 Amenities 24
5.1.2.2.2 Annual Schedule of Events 24
5.1.2.2.3 Annual Attendance and Description of the Environment 24
5.1.2.2.4 Operating Plan 25
5.1.2.3 Horace Mann Child Development Center 25
5.1.2.3.1 Amenities 26
5.1.2.3.2 Annual Schedule of Events 26
5.1.2.3.3 Annual Attendance and Description of the Environment 26
5.1.2.3.4 Operating Plan 26
5.1.2.4 Emerson Elementary and Luther Middle School 26
5.1.2.4.1 Amenities 27
5.1.2.4.2 Annual Schedule of Events 27
5.1.2.4.3 Annual Attendance and Description of the Environment 27
5.1.2.4.4 Operating Plan 27
5.1.2.5 Brace Canyon Park 27
5.1.2.5.1 Amenities 28
5.1.2.5.2 Annual Schedule of Events 28
5.1.2.5.3 Annual Attendance and Description of the Environment 28
5.1.2.5.4 Operating Plan 29
5.1.2.6 The Annex at Providence St. Joseph Medical Center 29
5.1.2.6.1 Amenities 29
5.1.2.6.2 Annual Schedule of Events 29
5.1.2.6.3 Annual Attendance and Description of the Environment 29
5.1.2.6.4 Operating Plan 29
5.1.3 Future Programming 29
5.1.4 Demographics 31
5 5.1.5 Operating Budget over the Last Three Years 32
5.2 Conundrum Theatre Company 33
5.2.1 Programming Background (2015-2022) 33
5.2.1.1 2015-2019 33
5.2.1.2 2020-2021 33
5.2.1.3 January-June of 2022 34
5.2.2 2022-2023 Season 34
5.2.3 Little Riddles Program 35
5.2.4 Other Community Programs 36
5.2.4.1 Piano Nites 36
5.2.4.2 Workshops 36
5.2.4.3 Committees 36
5.2.4.4 Social Events 37
5.2.5 Future Programming and Operating Plan 37
5.2.6 Annual Attendance (2019-2022) 37
5.2.7 Demographics 38
5.2.8 Operating Plan 40
6. Qualifications – Governance Information and Key Leadership 41
6.1 Burbank Community YMCA 41
6.1.1 Highest Ranking Paid Employees 41
6.1.1.1 Mary Cutone 41
6.1.1.2 Bryan Snodgrass 41
6.1.2 Board Chair 42
6.1.3 Board Members 42
6.1.4 Board Committees 43
6.2 Conundrum Theatre Company 43
6.2.1 Highest Ranking Volunteers 43
6.2.1.1 Lisa Sedares 43
6.2.1.2 Jackie Brenneman 44
6.2.2 Board Chair 44
6.2.3 Board Members 45
6.2.4 Board Committees 45
7. Qualifications – Financial Information 47
8. Financial Statement and Proposed Financial Terms 48
9. Proposed Business Plan 49
6 9.1 Summary Business Statement 49
9.2 Anticipated Calendar of Events 49
9.3 Description of Anticipated Local Partnerships 54
9.3.1 Existing Partnerships 54
9.3.2 Anticipated Partnerships 54
9.3.2.1 Arts Organizations 54
9.3.2.1.1 Musicians at Play 54
9.3.2.1.2 NCo Creations 54
9.3.2.1.3 Terrible Adult Chamber Orchestra (TACO) Los Angeles 54
9.3.2.1.4 The Victory Theatre Center 54
9.3.2.1.5 New Musicals Inc (NMI) 55
9.3.2.1.6 Thespihonest Theatre Company 55
9.3.2.1.7 L.A. Contemporary Dance Company/Stomping Ground LA 55
9.3.2.1.8 The Nitecap 55
9.3.2.1.9 Art Time Presents 55
9.3.2.1.10 Burbank Unified School District (BUSD) 55
9.3.2.1.11 Woodbury University 55
9.3.2.1.12 PFLAG 56
9.3.2.1.13 Burbank Human Relations Council (BHRC) 56
9.3.2.1.14 Y Service Club 56
9.3.2.1.15 GALAS 56
9.3.2.1.16 Somos Familia Valle (SFV) 56
9.3.2.1.17 VocArte 56
9.3.2.1.18 A Star Is Born Parent & Me 56
9.3.2.1.19 14/48 Hollywood 57
9.3.2.1.20 Burbank Arts and Education Foundation 57
9.3.2.1.21 The StageCrafts 57
9.3.2.2 Individual Artists/Community Members 57
9.3.2.2.1 Hon. Anthony J. Portantino 57
9.3.2.2.2 Roberta Grande Reynolds 57
9.3.2.2.3 Dan Gonda 57
9.3.2.2.4 Jonny Perl 58
9.3.2.2.5 Bianca Turner 58
9.3.2.2.6 Laser Malena-Webber 58
9.3.2.2.7 Matthew Namik 58
7 9.3.2.2.8 Amy Storkel 58
9.3.2.2.9 Angelique Fustukjian 58
9.3.2.3 Local Business 58
9.3.2.3.1 Providence Saint Joseph Medical Center 58
9.3.2.3.2 Burbank Public Library 59
9.3.2.3.3 Lusanet Collective 59
9.3.2.3.4 Rotary Club of Burbank 59
9.3.2.3.5 Finney’s Crafthouse 59
9.3.2.3.6 Urban Press Winery 59
9.3.2.3.7 Hilton Burbank 59
9.3.2.3.8 Los Angeles Valley College (LAVC) Rainbow Pride Center 60
9.3.2.3.9 FitHappensLA 60
9.3.2.3.10 MOCEAN 60
9.3.2.3.11 Burbank Chamber of Commerce 60
9.3.2.3.12 Over/Under Public House 60
9.3.2.3.13 Dunkin’ Burbank 60
9.4 Target Visitor Profile 61
9.5 Estimated Admission Price Levels for Programming 61
9.6 Estimated Rental Fees 62
9.6.1 Standard and Nonprofit Rental Rates for Events Open to the Public 62
9.6.2 Community/Civic Group Rentals 62
9.6.3 Private/Commercial Rentals Not Open to General Public 62
9.7 Staffing and Security Plan 63
9.8 Anticipated Governance 64
9.9 Description of Concessions and Services 65
9.10 Facility Maintenance Plan 65
9.11 Marketing Plan 65
9.11.1 Local/Regional Promotion and Outreach 65
9.11.1.1 Electronic Media 65
9.11.1.2 Print Display Advertising 66
9.11.1.3 Local Outreach 66
9.11.3 Public Relations and Rebranding Plans 66
9.11.3.1 Opening Event 66
9.11.4 Strength, Weakness, Opportunities, and Threat (SWOT) Analysis 66
10. Assumptions 68
8 10.1 Benchmarking of Similar Venues in the LA Metropolitan Area 68
10.2 Analysis of Market Demand 68
10.3 Potential Program Partnerships 69
10.3.1 Conundrum Theatre Company 69
10.3.2 BUSD, Burbank Community Dental Clinic, Noon Lions, and Public Library 69
10.3.3 Providence 70
10.3.4 Woodbury University 70
10.3.5 Showcase Basketball 70
10.3.6 Kiwanis Club of Burbank 70
10.3.7 Kiwanis Literacy Club of Burbank 70
10.3.8 Burbank Public Library and Burbank Human Relations Council 70
10.4 Anticipated Facility Alterations 70
10.4.1 Burbank Bar Rental Fee Assumptions 71
10.4.2 Bar Installation/Upgrade Assumptions 71
10.4.3 Lobby Flooring Installation Assumptions 71
10.4.4 Blackbox, Lighting, and Sound Assumptions 71
10.4.4.1 Black Box/Rehearsal Space 71
10.4.4.2 Main Stage 72
10.4.5 Outdoor Signage Assumptions 72
10.5 Other YMCA Models 72
10.5.1 YMCA Theatre Operators 72
10.5.2 YMCAs and City Partnerships 73
10.6 Reasons to Invest in Theatre 73
10.6.1 Benefits of Drama Education 74
10.6.2 How Art Works System Map 74
10.6.3 Why Theatre Is Important 75
11. Sublease and Operating Agreement 76
Appendix A: Proof of Good Standing with California Secretary of State (The Y) 77 Appendix B: Tax Exemption Status (The Y) 77
Appendix C: Proof of Good Standing with California Secretary of State (Conundrum) 80 Appendix D: Tax Exemption Status (Conundrum) 81
Appendix E: Conundrum’s Past Performances 83
Appendix F: The Y facilities site plans, dimensions, and photographs 94 Burbank Community YMCA Main Building 94
Child Development Center 100
9 Horace Mann Child Development Center 103
Learn, Grow, Thrive (Emerson Elementary/Luther Burbank Middle) 106 Brace Canyon Park 108
The Annex 109
Appendix G: Venue Benchmarking 110
Venues With Over 200 Seats 110
Venues With Under 100 Seats 112
Appendix H: Letters from Partners 117
Arts Organizations 117
Musicians at Play 117
NCo Creations 119
The Victory Theatre Center 120
New Musicals Inc 121
GALAS 122
Thespihonest Theatre Company 123
LA Contemporary Dance Company/Stomping Ground LA 124
The Nitecap 125
Somos Familia Valle 126
Art Time Presents 127
TACO LA 128
VocArte 129
A Star Is Born Parent & Me 130
14/48 Hollywood 131
Burbank Arts and Education Foundation 132
The StageCrafts 133
Individual Artists/Community Members 134
Senator Anthony J. Portantino 134
Dan Gonda 135
Jonny Perl 136
Bianca Turner 137
Laser The Boy/The DoubleClicks 138
Roberta Grande Reynolds 139
Matthew Namik 140
Amy Storkel 141
Angelique Fustukjian 142
10 Local Businesses 143
Lusanet Collective 143
Rotary Club of Burbank 144
Finney’s Crafthouse 145
Urban Press Winery 146
Hilton Burbank 147
Los Angeles Valley College (LAVC) Rainbow Pride Center 148 FitHappensLA 149
MOCEAN 150
Burbank Chamber of Commerce 151
Over/Under Public House 152
Dunkin’ Burbank 153
Appendix I: Burbank Demographics 154
Appendix J: Agreement between BUSD and the Y 156
Appendix K: Agreement between Learn, Grow, Thrive and BUSD 164 Appendix L: Brace Canyon Lease Agreement 168
Appendix M: The Annex 175
Appendix N: Form 990s for the Y Years 2019-2021 187
Appendix O: Audits 188
Appendix P: Learn, Grow, Thrive Lease Agreement 189
Appendix Q: Compliance Matrix 197
Figure 1 The YMCA's Diversity Inclusion Global Strategies ................................................................. 15 Figure 2 Social Impact Center Programming for January 2023 ............................................................ 19 Figure 3 Group Exercise Schedule for January 2023 ........................................................................... 20 Figure 4 Lap and Training Pool Schedule for January-March 2023 ...................................................... 21 Figure 5 Map of Burbank Center Stage and the Burbank Community YMCA ....................................... 23 Figure 6 Monthly Enrollment for CDC Programs in 2020 ...................................................................... 24 Figure 7 Monthly Enrollment for CDC Programs in 2021 ...................................................................... 24 Figure 8 Monthly Enrollment for CDC Programs in 2022 ...................................................................... 25 Figure 9 Monthly Enrollment for Horace Mann Programs in 2021 ........................................................ 26 Figure 10 Monthly Enrollment for Horace Mann Programs in 2022 ...................................................... 26 Figure 11 Brace Canyon Park Schedule of Events .............................................................................. 28 Figure 12 Conundrum's Increasing Market Demand since 2021 .......................................................... 38 Figure 13 Age Demographics of RENT Audience Members ................................................................ 39 Figure 14 Race & Ethnicity Demographics of RENT Audience Members ............................................. 40 Figure 15 Gender Demographics of RENT Audience Members ........................................................... 40 Figure 16 The Y's Organizational Chart ............................................................................................... 63 Figure 17 Conundrum SWOT Analysis ................................................................................................ 66 11 Figure 18 How Art Works System Map ................................................................................................ 74
Table 1 The Y's Annual Attendance from 2019-2022 ........................................................................... 22 Table 2 Y Membership from 2019-2022 ............................................................................................... 23 Table 3 The Y's Revenue and Expenses from 2019-2022 ................................................................... 23 Table 4 LGT's Annual Attendance from 2019-2022 .............................................................................. 27 Table 5 Summer Camp Annual Attendance from 2019-2022 ............................................................... 28 Table 6 Burbank Household Income .................................................................................................... 31 Table 7 Burbank Head of Household Age ............................................................................................ 31 Table 8 Burbank Ethnicity .................................................................................................................... 32 Table 9 Burbank Household Unit Status .............................................................................................. 32 Table 10 Burbank Length of Residence ............................................................................................... 32 Table 11 The Y's Revenue and Expenses from 2019-2022 ................................................................. 32 Table 12 Conundrum's Audience Attendance from 2019-2022 ............................................................ 37 Table 13 Conundrum's Revenue and Expenses from 2019-2022 ........................................................ 41 Table 14 Y Board Members ................................................................................................................. 42 Table 15 Y Board Committees ............................................................................................................. 43 Table 16 Conundrum Board Members ................................................................................................. 45 Table 17 Conundrum Board Committees ............................................................................................. 45 Table 18 The Y's Detailed Revenue and Expenses for 2019-2022 ......... Error! Bookmark not defined.
Table 19 Conundrum's Detailed Revenue and Expenses for 2019-2022 Error! Bookmark not defined.
Table 20 The Y's Detailed Revenue and Expense Estimates for the First Five (5) Years - Option 1 ............................................................................................................... Error! Bookmark not defined.
Table 21 The Y's Detailed Revenue and Expense Estimates for the First Five (5) Years - Option 2 ............................................................................................................... Error! Bookmark not defined.
Table 22 Conundrum's Detailed Revenue and Expense Estimates for the First Five (5) Years ...... Error! Bookmark not defined.
Table 23 Anticipated Number of Events at the Burbank Center Stage for Five Years .......................... 52 Table 24 Anticipated Number of Attendees at the Burbank Center Stage for Five Years ..................... 53 Table 26 Burbank Center Stage Proposed Rental Rates ..................................................................... 62 Table 27 Burbank Center Stage Private/Commercial Rental Rates...................................................... 63 Table 28 Blackbox/Rehearsal Space Upgrade Assumptions ............................................................... 71 Table 29 Main Stage Upgrade Assumptions ........................................................................................ 72
12 3. Executive Summary
The Burbank Community YMCA (henceforth referred to as “the Y”) has been a center for educational, cultural, social and recreational activity since it opened its doors in 1924. We are uniquely qualified to oversee operations of the Burbank Center Stage due to our close proximity to the Burbank Center Stage and intimate knowledge of the Burbank community and reputation as a safe community space
1. This proposal outlines a community center that encourages arts investment in Burbank and strongly benefits the local economy and improves quality of life for residents. A steady slate of desirable programming in a centrally-located space will bring consumers to our businesses, keep streets safe, and support our vibrant, diverse business community. In short: when city governments invest in arts and culture initiatives, city economies grow and so do strong communities.
This proposal is supported by several local businesses as well as Senator Portantino 2 and the Burbank
Chamber of Commerce. Every audience member who chooses to go to a show, movie or event at the Burbank Center Stage, will also likely choose a nearby restaurant or bar before or after the show. And given the Burbank Center Stage’s central location, audiences are also likely to visit the many shops in the mall and downtown Burbank, making the theater an accessible hub for residents, businesses and other stakeholders. The central location also encourages use of public transportation and walking, lowering local emissions. Not only would we give the people who live and work in Burbank ample opportunities to spend more time and money in our city, but research shows that the arts bring employment, tourism, tax revenue, and customers, lifting local businesses and making communities safer
3. Strong local arts programs also bring new businesses to communities, lifting economic equality and filling local office buildings.
The Y has successfully managed programs in partnership with the Burbank Unified School District, Woodbury University, Showcase Basketball, Conundrum Theatre Company, the Burbank Library, Kiwanis, and many others. In 2021, the Y opened the Social Impact Center, the first LGBTQIA+ resource center in Burbank, fully managed and operated within the Y’s walls. Our 99 year history in this community and growing demand for community-centered programming is why the Y is responding to the City’s request for proposal for sublease, management, and operation of the Burbank Center Stage.
This further strengthens the Y’s strategic plan to be seen as a 21st century community center for all; it aligns with our mission of body, mind, and spirit and fits in with the Y’s broader mission as part of our strategy to create a new Y model. This opportunity also allows the Y to maximize our community impact and programming in partnership with the City of Burbank.
The Y’s operational and programming expertise will be complimented by a partnership with Conundrum Theatre Company (henceforth referred to as “Conundrum”), a Burbank-based nonprofit community theater, as the resident artist/anchor tenant to provide a significant percentage of accessible, inclusive, and affordable arts programming and arts educational programs to activate the Burbank Center Stage as a buzzing cultural arts hub. Both the Y and Conundrum draw upon their existing and anticipated partnerships with other organizations to create a year-round center for community events beyond theatrical programming, such as film, visual arts, community and social events, special speakers, and diversity, equity, and inclusion run by local community groups and nonprofits. The Y and Conundrum
1 https://communityrecmag.com/the-burbank-community-ymca-a-safe-space/ 2 See Section 9.3.2.3 Local Businesses and Appendix H: Letters from Partners 3 See Section 10.6 Reasons to Invest in Theatre
13 have strong reputations for being inclusive and collaborative not only with artists and volunteers, but with local businesses and other arts organizations. Our reputations attract many volunteers and audience members who share a vision for community-based arts programming. Most importantly, by pairing an established community organization with an established community arts organization, this proposal expands the effectiveness and impact of each group, in a way no theater group or pure community group could do alone.
The greater Los Angeles area is challenged when it comes to finding a venue that can support arts and audiences in a sustainable way. As a result of the Equity 99-seat waiver program, the vast majority of theaters in Los Angeles are under 99 seats, making it difficult to bring in large audiences. In addition, most of these spaces are unable to book for long runs, furthering the challenges to breaking even and meeting audience demands. Larger spaces are even more restricted as they are dedicated to major Broadway tours/productions (Pantages, Ahmanson) or are home to their own production companies and not open to outside groups (Antaeus Theatre Company, Pasadena Playhouse, A Noise Within).
Further, most of the venues are for-profit and therefore look for the highest spender rather than focusing on creating community-driven programming. This dearth of affordable venues leaves arts and community groups with very few options when booking a show. Booking a show in a small (and often expensive) space means a reduced ability to serve enough interested community members due to short runs and low seat count. Booking a large and incredibly expensive venue means requiring incredibly high ticket prices just to break even, which prices out key segments of the local community.
As a result, quality, affordable programming is almost impossible to find in Los Angeles, and theaters across the valley are closing.
The Y’s proposal presents a sustainable way to support the arts by boldly shifting away from a flat-rate rental model and instead allows for flexibility through revenue sharing, expanding opportunities for meaningful participation in our community. Los Angeles is full of arts nonprofit organizations putting on a variety of programming that need a home in which to perform. As these other arts organizations share a percentage of their revenue with the Y, the Y in turn will share a percentage of our revenue with the City of Burbank in a fiscally responsible model. This increased accessibility allows for diverse programming to be available to all, benefiting the arts organizations and community groups as well as the communities they serve.
Through consistent educational, cultural, social, and recreational programming provided by the Y, Conundrum, and many other partner arts organizations, the Burbank Center Stage will be alive with community and opportunities, including but not limited to workshops, internships, summer camps, movie nights, piano bar nights, plays, theater productions, improv and stand up comedy nights, and special events.
Art and cultural or community groups largely exist not for profit but for community benefit, creating a home for all people of all backgrounds. Through this proposal, we show how we plan to build a true community hub for arts and education in the heart of Burbank.
14 4. Qualifications – Identification
The Y and Conundrum are partnering on this proposal and therefore Section 4.1 will discuss the Y’s qualifications and Section 4.2 will discuss Conundrum’s qualifications.
4.1 Burbank Community YMCA Qualifications
4.1.1 Legal Information
The Y is a 501(c)(3) nonprofit organization. The legal name is Young Men’s Christian Association of Burbank, California (“Burbank Community YMCA”). The legal address is 321 E. Magnolia Blvd., Burbank, CA 91502. The Y was established in 1924 and has been in operation for ninety-nine years.
The IRS-issued Employer Identification Number is 95-1664139. The Y is independently owned and operated by its local board of directors.
See Appendix A for proof of good standing with the California Secretary of State and Appendix B for tax exemption status.
4.1.2 Social Media Information
The official website is www.burbankymca.org and the following social media accounts with a combined following of 5,914 are listed below :
● Facebook:
○ www.facebook.com/BurbankCommunityYMCA
○ www.facebook.com/BurbankCommunityYMCAChildDevelopmentCenter ○ www.facebook.com/SocialImpactCenter
○ www.facebook.com/BurbankYMCATurkeyTrot
○ www.faceook.com/BurbankYMCAlgt
● Instagram:
○ www.instagram.com/BurbankYMCA
○ www.instagram.com/SocialImpactCenter
○ www.instagram.com/Burbank_YandG
● Twitter: www.twitter.com/BurbankYMCA_CA
4.1.3 Mission Statement
The Y’s mission is to provide people of all ages lifelong opportunities to become stronger in spirit, mind and body.
4.1.4 Diversity, Equity, and Inclusion Statement
The Y is made up of diverse people of all ages and from every walk of life working side by side to strengthen communities. Together, we work to ensure that everyone has the opportunity to reach their full potential with dignity. Our core values are caring, honesty, respect and responsibility- they guide everything we do.
15 4.1.4.1 Social Impact Center (SIC)
In 2021, the Social Impact Center (SIC) opened Burbank’s first and only LGBTQIA+ Resource Center designed for individuals of all ages with a focus primarily on middle school and high school youth. The SIC provides a safe space for youth to learn life skills, attend workshops, and improve their mental health in a variety of programming. It is a place that allows individuals of all ages a place to connect, build relationships, and make a change within the community. With partnerships already in place with the local school district, hospital, and library, this center is a new accomplishment that leads Burbank into a new, bold future.
The Social Impact Center’s mission is to help all individuals find their true colors while molding the next generation of change-makers. Our communities are strongest when everyone feels safe, valued, supported and able to reach their full potential with dignity and love.
4.1.4.2 YMCA’s Operationalizing Diversity Inclusion Global (DIG) Strategies The Y follows the YMCA of the USA recommendations for operationalizing diversity, inclusion, and global strategies which is based on the principle that infusing diversity, inclusion & global principles, practices and strategy will strengthen a Y and its ability to operate in and serve our increasingly diverse and changing communities. The Diversity Inclusion Global (DIG) Strategies are built upon understanding how to integrate systems-change and systems-thinking into local Ys strategic planning.
Systems shape how organizations operate and how decisions are made; and systems are largely determined by written policies, or existing practices and procedures.
YMCAs that apply DIG principles to inform their systems are then able to better ensure their YMCAs relevance to the community, as well as its potential for long-term sustainability. Research and experience have shown that YMCAs fundamental systems fall into six primary areas of operational growth. Focusing on designing fair and inclusive policies, practices, and procedures in these six areas of opportunity results in social impact and change for the better. An organizational commitment to DIG and these strategies are foundational to furthering their equity and antiracism journeys.
Figure 1 The YMCA's Diversity Inclusion Global Strategies
16 4.1.5 Conflicts of Interest
The Y currently has three Board members who work as City employees: Kevin Gray, Bobola Akerson and Dawn Roth Lindell.
4.1.6 Previous Contracts with the City
There are no previous or current contracts between the Y and the City of Burbank.
4.2 Conundrum Theatre Company Qualifications
4.2.1 Legal Information
Conundrum is a 501(c)(3) nonprofit organization. The legal name is Conundrum Theatre Company, INC. Other names include “Conundrum Theatre Co,” “CTC,” and “Conundrum.” The legal address is 1928 N. Niagara St., Burbank, CA 91505. Conundrum was established in 2015 and has been in operation for eight years. The IRS-issued Employer Identification Number is 47-2424334.
See Appendix C for proof of good standing with the California Secretary of State and Appendix D for tax exemption status.
4.2.2 Social Media Information
The official website is www.conundrumtheatreco.com and the following social media accounts with a combined following of 2,500 are listed below:
● Instagram: https://www.instagram.com/conundrumtheatreco/ ● Facebook: https://www.facebook.com/conundrumtheatreco/ ● Twitter: https://twitter.com/CTCburbank
● TikTok: https://www.tiktok.com/@conundrumtheatreco
4.2.3 Mission and Vision Statements
Conundrum’s mission is to generate opportunities for experienced actors with traditional day jobs to create, produce, and perform in innovative, high-quality theatrical productions in Los Angeles County while building a collaborative, diverse community of writers and actors.
The artistic goals of Conundrum are to:
● Produce classic, lesser-known musicals and plays with contemporary staging to create an exciting and affordable experience for audience members ● Seek out, cultivate, and produce original musicals and plays from Southern California artists ● Offer educational workshops and classes in acting, singing, dancing, directing, and more
Conundrum’s vision is to create inclusive, affordable, and quality arts for the community by creating a central arts hub that is accessible for all participants involved, including audience members, educators, students, performers, and creators.
17 4.2.4 Diversity, Equity, and Inclusion (DEI) Statements Conundrum’s full DEI statement is below as well as publicly available on our website4.
4.2.4.1 Ensuring our organization reflects our community We envision Conundrum as a theatre company where equity is apparent in every facet of our operations. From our casts and production teams to our Board of Directors, we seek to proactively recruit artists that as a collective look like the diverse community we serve.
4.2.4.2 Color-conscious and non-traditional casting
Our casting notices indicate when a character’s race, ethnicity, sexual orientation, gender identity and/or other identity is relevant to the story, and we cast actors who share those identities. We actively cast against type and encourage actors to think outside the box in terms of their fit for roles where personal characteristics are irrelevant, particularly those that have been traditionally played by white cisgendered non-disabled performers.
4.2.4.3 Creating and maintaining safe spaces
We actively cultivate safe, inclusive environments in our productions and ensuring members of our community feel welcomed and affirmed is always our top priority.
4.2.4.4 Being accountable to our performers and patrons We recognize that DEI efforts are never perfect and must constantly evolve. Input from diverse voices at all levels of our organization makes our art better and, more importantly, makes us better humans.
4.2.5 Conflicts of Interest
Conundrum has no conflicts of interest with the City of Burbank.
4.2.6 Previous Contracts with the City
There are no previous or current contracts between Conundrum and the City of Burbank.
4 https://www.conundrumtheatreco.com/diversity-equity-inclusion 18 5. Qualifications – Previous Operating Experience
The Y and Conundrum are partnering on this proposal and therefore Section 5.1 will discuss the Y’s qualifications and Section 5.2 will discuss Conundrum’s qualifications.
5.1 Burbank Community YMCA
5.1.1 Experience Working with Public Entities on a Rental Agreement Basis The Y currently has a current revenue-sharing contract with Burbank Unified School District (BUSD) to operate an infant, toddler and preschool facility at the Horace Mann Child Development Center as defined in Section 5.2.1.3. In addition, the Y annually enters into a rental agreement contract with BUSD to operate our Learn, Grow, Thrive summer school/summer camp program at one of BUSD’s elementary schools as defined in Section 5.2.1.4. The Y also annually rents Brace Canyon Park from the City of Burbank for their summer day camp programming as defined in Section 5.2.1.5. Also, the Y managed The Annex from Providence St. Joseph Medical Center, a small space that allowed additional group exercise and personal training opportunities for hospital patients as defined in Section 5.2.1.6.
5.1.2 Experience Operating and Managing Similar Facilities The Y has experience successfully concurrently managing multiple educational and recreational facilities. Details outlining the locations, amenities, example annual programming, and operating plans can be found in the sections below. Like our proposal for the Burbank Center Stage, each of the facilities below utilizes the Y’s expertise in operations, community partnerships, and diverse, sustainable programming for the community.
5.1.2.1 The Burbank Community YMCA
The Y is located at 321 E. Magnolia Blvd., Burbank, CA 91502. It has been owned and operated since 1924. See Appendix F for site plan, dimensions, size/capacity, and photographs of the facility.
5.1.2.1.1 Amenities
The amenities at the Y are outlined below.
a. Numerous recreational activities for members of all ages b. Social Impact Center: the first LGBTQIA+ resource center in Burbank that provides social, cultural, and educational programming for youth and their families c. Aquatics center with two heated pools
d. Indoor basketball gym
e. Complimentary childcare
f. Fitness equipment
g. Complimentary space for community partners, including Kiwanis Literacy Club of Burbank, Kiwanis Club of Burbank, and Conundrum Theatre Company, and more h. Affordable rental space for local businesses, including Curative, Apple+, Disney+, and more i. A programming partnership with Showcase Basketball that uses a revenue sharing model with the Y to offer affordable basketball lessons to the community 19 5.1.2.1.2 Annual Schedule of Events
The Y operates Monday-Friday from 6am-9pm and Saturday from 8am-5pm. The Social Impact Center operates Monday-Friday from 3pm-6pm.
See Figures 2-4 for examples of our regular monthly and weekly programming. Swim lessons in Figure 4 encompass group swim lessons and private lessons for children ages six months to 14 years old. See the following sections for special events.
Figure 2 Social Impact Center Programming for January 2023
20 Figure 3 Group Exercise Schedule for January 2023
21 Figure 4 Lap and Training Pool Schedule for January-March 2023
5.1.2.2.2.1 Community Circles - Monthly
Community Circles is presented by the Y, the Burbank Public Library, and the Burbank Human Relations Council. Members of the Burbank community meet monthly to learn, share and explore issues of justice, equity, diversity and inclusion. Each facilitated conversation presents an individual or societal story highlighting underrepresented voices and identities, followed by sharing of personal reflections and a supportive exploration of how individuals and the community can connect, embrace differences and make sure Burbank is welcoming.
5.1.2.2.2.2 Pancake Breakfast: May 7, 2022
Created by the Y Service Club, this annual event provides Y families a morning of delicious pancakes and other breakfast items. A community of families comes together to support the Y’s programs.
5.1.2.2.2.3 Pride Prom: June 10, 2022
This was the first, and soon-to-be annual, event where middle school and high school youth could attend “prom” in a safe and inclusive setting. The Y transformed their basketball gymnasium into an evening to remember with lighting, music, and more.
5.1.2.2.2.3 Pride Panel: June 17, 2022
In partnership with the Burbank Public Library, LGBTQIA+ panelists from the Burbank community came together in the Y’s Social Impact Center to talk about allyship and how our community can come together to better support those who need it most.
22 5.1.2.2.2.4 Trunk o Treat: October 14, 2022
An annual event where the Y’s parking lot is transformed into a spooktacular Halloween event. Vendor booths, car decorating contests, family games, food, and more are offered to the Burbank community.
5.1.2.2.2.5 Turkey Trot: November 26, 2022
This is the Y’s annual Thanksgiving 5K/10K walking or running event. With 2,000-3,000 Burbank Y members, local residents, and dedicated runners from the Los Angeles area, participants descend upon the streets of downtown Burbank to enjoy an event filled with fitness, family, friends and fun! Proceeds support the Y’s Financial Assistance Program, a program that makes it possible for everyone, regardless of means, to enjoy Y programs and services.
5.1.2.2.2.6 Ready to Wrap: December 9, 2022
An annual event where the Burbank community donates and wraps over 200 holiday gifts together in an event setting filled with music and fun. All gifts are then donated to youth in the foster care system.
5.1.2.2.2.7 Holiday Tree Lot: November-December
The Y’s Service Club sells holiday trees annually. The last two years have been hosted in the Y’s main facility parking lot on the corner of 3rd and San Jose. Proceeds go to support the Y’s programming.
5.1.2.2.2.8 MLK Jr. Day of Giving: January
The Y hosts an annual day of service as a way of giving back to our community. This January, we helped to clean up some of the nature trails at Stough Canyon Park. We also unveiled a special memorial bench on one of the trails for our beloved member, Nancy Proffitt.
5.1.2.1.3 Annual Attendance and Description of the Environment See below for the annual attendance breakdown by year at the Y. Demographic information can be found in Section 5.1.5 Demographics and Appendix I: Burbank Demographics.
Table 1 The Y's Annual Attendance from 2019-2022
2019 2020 2021 2022
Attendance 294,369 63,847 78,951 165,211
The Y is located in Downtown Burbank, right across from the Burbank Town Center and three minutes walking distance to the Burbank Center Stage as shown in Figure 5. See Table 2 below for the annual breakdown of membership from 2019-2022.
23 Figure 5 Map of Burbank Center Stage and the Burbank Community YMCA
Table 2 Y Membership from 2019-2022
2019 2020 2021 2022
Adults 1,141 672 470 545
Child 135
Family 5,187 3,205 2,293 2,411
Live Well Adult 50
Live Well Senior 32
Seniors 581 358 245 254
Students 272 151 111 72
Two Adult 34 66 14
Youth 371 174 219
Teen 119
Virtual Only 7 4 3
Rock Steady Boxing 31
5.1.2.1.4 Operating Plan
A brief overview of the Y’s revenues and expenses can be found below in Table 3. For more detailed information, see Section 7.
Table 3 The Y's Revenue and Expenses from 2019-2022
24 2022 2021 2020 2019
Gross Revenue $6,250,251.39 $5,429,194.91 $3,818,867.63 $6,275,961.32 Total Expenses $6,701,225.36 $5,340,386.72 $4,220,327.99 $6,435,272.00 Change in Net Assets -$199,564.71 $88,808.19 -$401,460.36 -$159,310.68 EBITDA $151,116.10 $450,989.79 -$22,928.12 $254,161.15
5.1.2.2 Burbank YMCA Child Development Center (CDC)
The Y’s Child Development Center (CDC) is located at 322 E. San Jose Ave., Burbank, CA 91502. It has been owned and operated since 1986. See Appendix F for site plan, dimensions, size/capacity, and photographs of the facility.
5.1.2.2.1 Amenities
The Y provides early childhood education to children from six weeks through five years. We provide children with learning experiences using a play-based model of teaching with principles and practices that originate from the Reggio Emilia Method. The facility includes seven classrooms and a full-size commercial kitchen. The program is accredited by the National Association for the Education of Young Children. In addition, the Y provides after school care such as homework support, healthy snacks, arts and humanities, outdoor games, sports, science and special interest clubs such as theater, music, and cooking. There are also optional extra-curricular activities offered including basketball and swimming.
5.1.2.2.2 Annual Schedule of Events
The CDC is open Monday-Friday from 7am-6pm. Daily schedules vary but consist of indoor and outdoor play times, snack and lunch, enrichment activities, and more.
5.1.2.2.3 Annual Attendance and Description of the Environment The CDC is located next to the main Y facility on San Jose Avenue. See Figures 6-8 below for the annual breakdown of membership from 2020-2022.
Figure 6 Monthly Enrollment for CDC Programs in 2020
Figure 7 Monthly Enrollment for CDC Programs in 2021
25 Figure 8 Monthly Enrollment for CDC Programs in 2022
5.1.2.2.4 Operating Plan
See Section 5.2.1.2.4 Operating Plan for the Y’s general operating plan which includes the Child Development Center.
5.1.2.3 Horace Mann Child Development Center
The Horace Mann Child Development Center is located at 3401 Scott Rd., Burbank, CA 91504. The Y has operated this facility since July 2021. The current agreement is for five years and allows for a contract extension at the end of the term. See Appendix K for a copy of the agreement for use of the school facilities between BUSD and the Y.
The facility use agreement is for five rooms at $2,310 per room, totaling $11,550 per month. A custodial charge of $10/hour x 11 hours/day x number of days/month is charged at approximately $2,300 per month. See Appendix F for site plan, dimensions, size/capacity, and photographs of the facility.
26 5.1.2.3.1 Amenities
The Horace Mann Child Development Center provides early childhood education to children from 6 weeks through 5 years. We provide children with learning experiences using a play-based model of teaching with principles and practices that originate from the Reggio Emilia Method. Includes five classrooms, a multi-purpose room, and a kitchen.
5.1.2.3.2 Annual Schedule of Events
The Horace Mann Child Development Center is open Monday-Friday from 7am-6pm. Daily schedules vary but consist of indoor and outdoor play times, snack and lunch, enrichment activities such as gymnastics, toddler music and movement, and preschool fitness.
5.1.2.3.3 Annual Attendance and Description of the Environment Horace Mann Child Development Center is located in Burbank near Brace Canyon Park. See Figures 9 and 10 below for the annual breakdown of membership from 2021 and 2022. 2019 and 2020 are not applicable because the Y began managing the facility in 2021.
Figure 9 Monthly Enrollment for Horace Mann Programs in 2021
Figure 10 Monthly Enrollment for Horace Mann Programs in 2022
5.1.2.3.4 Operating Plan
See Section 5.2.1.2.4 Operating Plan for the Y’s general operating plan which includes the Horace Mann Child Development Center. The public agency of the facility during our operation/management is the BUSD, Peter Knapik, Director of Elementary Education, 1900 W. Olive Avenue, Burbank, CA 91506, 818-729-4482.
5.1.2.4 Emerson Elementary and Luther Middle School
Emerson Elementary is located at 720 E. Cypress Ave., Burbank, CA 91501. Our Learn, Grow, Thrive (LGT) program has been operated annually at Emerson Elementary for the past several years. It has previously been operated at both Miller and Edison Elementary for over ten years. In addition to Emerson in 2022, the Y and BUSD expanded to offer a second location at Luther Middle School, located at 3700 Jeffries Ave., Burbank, CA 91505. See Appendix F for site plan, dimensions, size/capacity, and photographs of the facility. See Appendix P for copies of the facility lease agreements.
The Y pays custodial fees as part of the use agreement.
27 5.1.2.4.1 Amenities
We manage six classrooms at Emerson Elementary and two classrooms at Luther Middle School. We also manage all bathrooms, staff/lounge areas, and playgrounds. The LGT program uses curriculum provided by Scholastic and BellXcel. The program is unique to Burbank and offered at no-cost to families who qualify.
5.1.2.4.2 Annual Schedule of Events
The LGT program at Emerson Elementary (and recently at Luther Middle School) runs for seven weeks in the summer from 7:30am-5:30pm. The program has been held at Emerson Elementary for the past several years but has previously been operated at both Miller and Edison Elementary. After two years of pandemic restrictions and school closures, scholars in the seven-week program were able to increase their literacy skills by 2.5 months and increase their math skills by 3.0 months. The program is more than literacy and mathematics lessons; it is building the confidence to help young scholars believe in their own ability to learn. When a child believes they are not capable of learning and hate school because of it, it is an enormous hurdle to overcome.
5.1.2.4.3 Annual Attendance and Description of the Environment In partnership with the BUSD, the Y operates LGT, a summer learning camp designed to mitigate summer learning loss in a fun, creative way for children from low-income households who are behind in school. Emerson Elementary is located in Burbank. One hundred percent of the scholars in our 2022 LGT program reported that they had a “growth mindset.” Families were also incredibly happy with the program with 100% reporting that their child enjoyed the program and that they would recommend it.
See Table 4 below for the annual breakdown of membership from 2019-2022. Note that 2020 had zero attendance due to the COVID-19 pandemic.
Table 4 LGT's Annual Attendance from 2019-2022
2019 2020 2021 2022
Attendance 161 0 46 54
5.1.2.4.4 Operating Plan
See Section 5.2.1.2.4 Operating Plan for the Y’s general operating plan which includes LGT. The public agency of the facility during our operation/management is the BUSD, Peter Knapik, Director of Elementary Education, 1900 W. Olive Avenue, Burbank, CA 91506, 818-729-4482. See Appendix P for a copy of the land use agreement.
5.1.2.5 Brace Canyon Park
The Y offers the only fully accredited summer camp in Burbank, renting Brace Canyon Park. That means that not only do we offer amazing activities, adventures and learning experiences, but we all meet the most rigorous standards for organization, safety, health and program development. The park is located at 2901 Haven Way, Burbank, CA 91504. See Appendix L for a copy of the facility lease agreement.
The Y pays approximately $7,500 annually as part of the use agreement. 28 5.1.2.5.1 Amenities
Amenities include a playground, basketball courts, ball fields, picnic tables, and restrooms.
5.1.2.5.2 Annual Schedule of Events
The Y has robust programming as part of their annual summer camp. Some highlights include bi- weekly trips to McCambridge Pool, weekly field trips, enrichment activities, teambuilding and more. The Y hosts an end-of-summer BBQ on the last day of camp for families to enjoy. See Figure 11 below for an example schedule of events.
Figure 11 Brace Canyon Park Schedule of Events
5.1.2.5.3 Annual Attendance and Description of the Environment The Y operates their successful, accredited summer camp at Brace Canyon Park in Burbank, CA. It is an outdoor environment that hosts numerous activities. The Y utilizes every possible space available at the park. Large areas of grass become sports fields and picnic tables become art stations.
See Table 5 below for the annual breakdown of enrollment from 2019-2022.
Table 5 Summer Camp Annual Attendance from 2019-2022
2019 2020 2021 2022
Attendance 536 43 94 176
29 5.1.2.5.4 Operating Plan
See Section 5.2.1.2.4 Operating Plan for the Y’s general operating plan which includes summer camps.
The public agency of the facility during our operation/management is the City of Burbank Parks and Recreation Department, 150 N. Third Street, Burbank, CA 91506, 818-238-5300. See Appendix P for a copy of the land use agreement.
5.1.2.6 The Annex at Providence St. Joseph Medical Center Prior to the pandemic, the Y provided groups exercise, personal training, and health education classes at “The Annex”, a space provided by Providence St. Joseph Medical Center. The Y staffed the facility and oversaw equipment purchases as needed. The Annex space was reconfigured by the hospital during the pandemic, but the Y and Providence continue to collaborate on Doc Talk educational workshops hosted at the main Y facility. See Appendix M for a copy of the facility lease agreement.
There were no fees to pay as part of the use agreement.
5.1.2.6.1 Amenities
The following services were provided by the Y at The Annex:
● Physical exercise classes for the general public with primary focus on the local community. ● Wellness activities, such as health education classes, which promotes and encourages improved physical health.
● Complimentary services provided at the Y.
5.1.2.6.2 Annual Schedule of Events
Classes were provided Monday-Friday with no less than three classes a week. Each class ran from 30 minutes to 1 hour with a maximum capacity of 25 people per class.
5.1.2.6.3 Annual Attendance and Description of the Environment Annual attendance for this program is not available as members of The Annex were also members of the Y. The Annex was located at 3413 W. Pacific Ave., Burbank, CA 91505.
5.1.2.6.4 Operating Plan
See Section 5.2.1.2.4 Operating Plan for the Y’s general operating plan which includes all membership revenue. The public agency of the facility during our operation/management is Providence St. Joseph Medical Center, attention Terry Walker, 501 S. Buena Vista St., Burbank, CA 91505. See Appendix P for a copy of the land use agreement.
5.1.3 Future Programming
The Y plans to expand program outreach in 2023 and the stage environment, along with a host of other smaller opportunities, will allow us to perform or learn at the Burbank Center Stage. Upcoming programming includes:
● Youth Institute summer camp for youth in the foster care system: started at the YMCA of Greater Long Beach, the program “uses technology as an integral mechanism for promoting positive youth development”. As part of Burbank’s Social Impact Center, the program consists of a week in an outdoor camping environment, and then two-three additional weeks of filmmaking 30 and graphic design. By working with our partners and Warner Bros. and Nickelodeon, it is our hope to get the program funded so youth can participate at no cost. The completed film project would be screened at the Burbank Center Stage if the proposal is approved. ○ Goals of the program include:
■ Improve academic achievement and stimulate interest in post-secondary education among low-income, culturally-diverse, middle school and high school youth
■ Improve the technology, career, leadership and decision-making skills of these youth to promote readiness for post-secondary education or career entry after graduation
■ Promote bonding to pro-social adults and community attachment among youth to ensure that they remain engaged in their schools and communities ■ Develop social and emotional skills in youth through multiple group and individual learning experiences
● Reach and Rise: this program is a national, therapeutic mentoring program that matches adult volunteer mentors with young people. A key feature of the program is the inclusion of parents in the mentoring process, from matching their child to an appropriate mentor, to setting goals for the mentoring relationship. The Burbank Center Stage programming will allow mentoring opportunities as part of this new program at the Y. This program is already pre-funded thanks to grants received from Providence St. Joseph Medical Center. ○ Goals of the program include:
■ Offer over-stressed families a resource to help meet their children’s needs ■ Provide youth with positive, growth-inducing relationships with adults through the mentoring process
■ Make a difference in a child’s life
● Healthy Weight and Your Child: this program is an evidence-based lifestyle change intervention designed to address childhood obesity by empowering children and families through education, healthy eating and physical activity. The program is geared toward the whole family, engaging children and adults in nutrition education and physical activity to elicit positive change and to help families learn skills to live a healthier lifestyle long-term. Burbank Center Stage would allow additional space for programming and workshops for the family and community.
This program is already partially funded thanks to a grant received from the Community Foundation of the Verdugos.
○ Goals of the program include:
■ Reduce a child’s body mass index and waist circumference ■ Reduce sedentary behaviors
■ Increase physical activity
■ Improve self-esteem
● Welcoming Week: the Y has always wanted to participate in this national YMCA program but has never had the space and resources to do so; however, managing and operating the Burbank Center Stage would allow for this social and cultural celebration to happen annually in Burbank. Welcoming Week, happening around the second week of September each year, celebrates the movement of communities that fully embrace newcomer immigrants and their contributions to the social fabric of our country. Ys across the country plan in person events to help immigrant and U.S.-born neighbors connect and celebrate what unites us as a community. This is an annual opportunity for the Y, in partnership with the City departments and 31 local businesses, to provide a variety of performing and visual arts performances, restaurant/food experiences and more focused on social and cultural communities. ● Power Scholars Explorers–Expansion: Like Learn, Grow, Thrive, Power Scholars Explorers (PSE) is dedicated to helping children overcome the academic challenges brought on by the pandemic. This afterschool program utilizes a BellXcel curriculum and is offered during the school year from Monday through Friday from 2:45pm-6:00pm. Students participate in homework support, mindfulness training to support social emotional learning, and small group subject instruction. Since the pandemic hit all children in our community, PSE casts a wider net and will be available to any child and family needing academic support. In keeping with the LGT model, children from low-income families will participate in the program free of charge, while children from more affluent families will pay a fee to help cover the costs of the program. PSE launched its pilot classroom in September 2022 and is expected to serve 100 students by August 2023.
5.1.4 Demographics
The Y surveyed its members in 2015, providing important demographic information in relation to the Primary Market Area (PMA). The results of the survey are below in Tables 6-10 below. Additional information can be found in Appendix I: Burbank Demographics.
Table 6 Burbank Household Income
PMA Members
Under $15,000 12.2% 5.6%
$15,000-$24,999 10.7% 7.0%
$25,000-$34,000 9.8% 6.6%
$35,000-$49,999 13.9% 12.1%
$50,000-$74,999 18.1% 22.0%
$75,000-$99,999 12.4% 18.7%
$100,000-$149,999 13.5% 16.1%
Over $150,000 9.4% 11.9%
Median Household Income $56,911 $71,250
Table 7 Burbank Head of Household Age
PMA Members
<25 3.0% 1.9%
25-34 16.2% 9.1%
35-44 21.0% 22.0%
32 45-54 22.4% 22.8%
55-64 16.7% 20.4%
65+ 20.7% 23.9%
Table 8 Burbank Ethnicity
PMA Members
Caucasian 72.1% 73.6%
African American 2.4% 2.4%
Alaskan/Native American 0.4% 0.4%
Asian 11.1% 11.9%
Pacific Islander 0.1% 0.1%
Other 13.9% 11.7%
Hispanic 25.9% 21.0%
Table 9 Burbank Household Unit Status
PMA Members
Owner-Occupied 40.9% 54.8%
Table 10 Burbank Length of Residence
Members
<1 Year 11.2%
1-5 Years 24.7%
5.1-10 Years 19.2%
>10 Years 45.0%
5.1.5 Operating Budget over the Last Three Years
A brief overview of the Y’s revenues and expenses can be found below in Table 11. For more detailed information, see Section 7.
Table 11 The Y's Revenue and Expenses from 2019-2022
33 2019 2020 2021 2022
Total Revenue $6,275,961.32 $3,818,867.63 $5,429,194.91 $6,250,251.39 Total Expenses $6,435,272.00 $4,220,327.99 $5,340,386.72 $6,701,225.36 Change in Net Assets -$159,310.68 -$401,460.36 $88,808.19 -$199,564.71 Remove Depreciation $297,371.75 $268,244.00 $251,409.26 $251,409.26 Remove Interest Expense $116,100.08 $110,288.24 $110,772.34 $99,271.55 EBITDA $254,161.15 -$22,928.12 $450,989.79 $151,116.10
5.2 Conundrum Theatre Company
5.2.1 Programming Background (2015-2022)
5.2.1.1 2015-2019
Conundrum is not a rental operator, but has produced a regular schedule of events since its founding in 2015. Conundrum began by partnering with local businesses to program small, staged readings of lesser-known shows in innovative, immersive locations, such as Lincoln Beer Company, The Stage Restaurant, and local wine bars. Over the years, Conundrum has produced cabarets, showcases, readings, original musicals, festivals, and full-scale productions at a number of venues in the greater Los Angeles area, with a specific focus in Burbank. Some highlights include a four-week run of Funny Girl as part of the Colony’s 2016 season at the Burbank Center Stage and sold out performances of other shows including Dogfight, Chess, Pajama Game, and Putting It Together. Additional information is available at Conundrum's website.
5 5.2.1.2 2020-2021
During the COVID-19 pandemic, Conundrum innovated by producing original, made-for-remote, fifteen- minute musicals that were written, recorded, and edited remotely by members of the Conundrum board and community members. They were then released on YouTube and all social media platforms. The first was COVID Baking Competition
6 in April 2020 and Quarantine Breakup7 in December 2020. These helped keep the Conundrum momentum up during a time when live performances weren’t possible as well as provided a much-needed creative outlet to theater lovers who were stuck in their homes. In January 2021, Conundrum produced a reading of an original musical on Zoom, Yes! It’s Rocket Science!, written by a Conundrum board member. Rocket Science featured actors from across the country, including people who found us on TikTok or online during the pandemic and then became members of our community, and in some cases board members.
Conundrum was also the first Burbank-based company to do a live, safe performance in April 2021.
This event, a Social Impact Drive-In Concert, was a collection of social justice themed songs that raised
5 https://www.conundrumtheatreco.com/past-productions
6 https://youtu.be/U_T_aKy-SBA
7 https://youtube.com/playlist?list=PLFJRdjk4XOs-anbX9S3P_3Zxskcw-cLUH 34 over $1,000 for the grand opening of the Y’s Social Impact Center. Conundrum continued partnerships with local businesses, focusing on those most impacted by the COVID-19 pandemic. Sold out performances of Into the Woods at Lincoln Beer Company and a fully staged production of Fun Home at the Victory Theatre Center provided much needed audience and revenue for our partners at a critical time. In a time when all other theater companies were closing their doors, Conundrum grew. In a time when all other theater companies were conserving their resources, Conundrum gave to the community.
5.2.1.3 January-June of 2022
In the beginning half of 2022, Conundrum accomplished the following:
● February: Participated in the Burbank Cultural Arts Commission virtual artist showcase “Songs in the Key of Burbank” with many other local Burbank arts organizations. ● April: Produced “Wine & Cheesy Love Songs”, a cabaret in partnership with a local wine bar showcasing members of our community.
● May: Produced a “Weekend of One Acts” festival at the Two Roads Theater featuring twelve one act plays, selling out an entire weekend of shows in May 2022. Of the twelve plays, ten were original works submitted by local artists and two were published works. Each work was paired with a local director, some for whom this was their first directing opportunity. This festival brought in members of the community together who are interested in plays as well as musicals, many who have become active and key volunteers in the 2022-2023 season. ○ Multiple plays, actors, and directors received nominations in the 2022 Regional Los Angeles Broadway World Awards
■ Five plays were nominated for Best Play
■ Four plays/musicals were nominated for Best New Play or Musical ■ Five actors were nominated for Best Performer in a Play ■ Three directors were nominated for Best Direction of a Play ● June:
○ Andrew Lippa’s The Wild Party in concert at two separate venues, the Whitefire Theatre and the Burbank Center Stage. This musical was chosen due to the complex nature of both the story and the music, which is why it was performed as a concert piece. It included a six-piece live band and over twenty community members in the cast. ■ Multiple plays, actors, and directors received nominations in the 2022 Regional Los Angeles Broadway World Awards
● Four actors were nominated for Best Performer in a Musical ● Five actors were nominated for Best Supporting Performer in a Musical ○ Programmed a free series of Musical Mondays summer camp/workshops for at-risk youth in partnership with the Social Impact Center.
● Year-Round: All shows rehearsed locally in Burbank at the Y’s facilities and Social Impact Center.
5.2.2 2022-2023 Season
Conundrum’s inaugural 2022-2023 season began this past fall. Originally scheduled for 2020-2021, this season was pushed back due to the COVID-19 pandemic. The season includes a variety of shows with large and small casts, focused on themes of inclusivity.
Conundrum’s season includes:
35 ● Cabaret, produced at the El Portal Theatre in North Hollywood in September, 2022 with a medium-sized cast and a five-piece live band. This show sold out a weekend of shows and kicked off our first season. Cabaret explores the dark and heady life of Bohemian Berlin as Germany slowly yields to the emerging Third Reich.
○ Multiple actors and directors received nominations in the 2022 Regional Los Angeles Broadway World Awards
■ Two actors were nominated for Best Performer in a Musical ■ Three actors were nominated for Best Supporting Performer in a Musical ■ The director was nominated for Best Direction of a Musical ■ The costume designer was nominated for Best Costume Design of a Play or Musical
■ The choreographer was nominated for Best Choreography of a Play or Musical ● RENT, produced at the Broadwater Main Stage in Hollywood in December, 2022 with a large, double cast in order to give more featured performing opportunities to the community, and including a five-piece live band. This show sold out two weekends of shows. RENT is a rock opera based on the opera La Boheme that highlights the LGBTQIA+ community and the struggles of the HIV/AIDS epidemic.
● Seussical, the designated community show for people ages 6-100 where the intention is to cast everyone who auditions, taking place at the Burbank Center Stage in March/April, 2023. This show will have a large cast of forty-plus people and a live band of at least six musicians.
Seussical is a fantastical, magical show about beloved Dr. Seuss stories like “The Cat in the Hat” and “Horton Hears a Who”, in which the powers of friendship, loyalty, family and community are challenged and emerge triumphant.
● Little Shop of Horrors is being produced at the Victory Center Theatre in Burbank in May, 2023.
This show, which features a score by the legendary team of Alan Menken and Howard Ashman (Disney’s Beauty and the Beast, Aladdin and The Little Mermaid) will have a smaller cast size and a live band to bring this beloved sci-fi work to Burbank audiences.
In addition to the four main shows of the season, Conundrum will be producing a cabaret in June 2023 and the second installment of the Little Riddles summer theater camp in July 2023.
5.2.3 Little Riddles Program
The Little Riddles Program for young Conundrum members was established in the summer of 2022 and kicked off with an inaugural summer musical theater camp in partnership with the Y’s Child Development Center.
Little Riddles chose The Little Mermaid, Jr. as a first show because of the diversity and inclusion possibilities in terms of casting and imagination. For example, a child of any age, race, or gender can be a sea creature. Seventeen children signed up for the camp, and Conundrum provided scholarships to those who couldn’t pay the full fee. The Little Mermaid, Jr. was nominated for Best Theatre for Young Audiences Production in the 2022 Regional Los Angeles Broadway World Awards. See pictures and testimonials from the camp in Appendix E.
The COVID-19 pandemic increased a need for mental health awareness, especially in childhood years.
Conundrum saw children suffer in the past two years with depression, anxiety, and social distancing that has caused isolation. In addition, many local arts education programs are being cut from local 36 schools in Burbank and the surrounding Los Angeles area. Conundrum set a goal to teach youth the fundamentals of theatre (acting, stagecraft, dance, etc.), while helping improve their mental health by creating a summer theater camp as well as after school arts programming.
In the camp, children learned how to use their emotions when acting, addressing issues of depression.
Anxiety was addressed with tools to deal with nerves when putting on a show. These experiences not only inspired the next generation of artists, but helped bridge the gap from their suffering during the heart of the pandemic to this new normal that we will see in society. By bringing children together, we helped address the community's need for mental health and wellness.
Thirty-five percent of children who participated in The Little Mermaid, Jr. returned for Conundrum’s free youth audition workshop and Seussical auditions in January 2023.
5.2.4 Other Community Programs
Conundrum hosts a variety of other community programs and events free of charge to anyone who wants to participate.
5.2.4.1 Piano Nites
Conundrum’s “Piano Nites” take place once a month in partnership with the Nitecap in Burbank. The goals of the program are to create a safe, inclusive space where people can try out new material with a live pianist, build community, and socialize with other musical theater lovers in the Burbank area.
Attendance has steadily increased, causing the evenings to increase from two to three hours in order to accommodate the growing demand of people who want to perform.
5.2.4.2 Workshops
Conundrum began a series of workshops in 2023 that will take place quarterly. The first workshop, Audition 101, was a success with twelve children signed up for the youth portion of the workshop and twenty-seven adults signed up for the adult portion. The Audition 101 workshop included singing/vocal coaching, a dance call, and cold reads in an encouraging environment to help develop skills and provide a space where people could ask questions and learn about the audition process from qualified instructors.
A survey went out to Conundrum members in 2022 to gauge interest in the workshops generally as well as to collect suggestions for future workshops.
5.2.4.3 Committees
Conundrum has numerous committees as defined in Section 6.2.4 that include the community in key leadership roles and give them volunteer opportunities outside of acting in shows. ● Theatrical Exploration Committee: This committee researches plays and musicals that fit Conundrum’s mission and present them to the Board of Directors as options for future season programming. In addition, this committee reads and evaluates new work submissions for original programming opportunities. Meetings are monthly or as needed. ● Production Committee: This committee is composed of board members, designers, and volunteers with key roles in the logistics of producing theatrical productions, such as costumes, set design, props, music, and management. Volunteers can join the committee on a year-long 37 or per show basis. Meetings are weekly during show production and monthly outside active programming.
● Fundraising Committee: This committee is responsible for brainstorming multiple revenue streams such as events, corporate sponsorships, individual donations, grants, and season ticket/membership models and making recommendations to the Board of Directors. Meetings are as needed.
● Business Committee: The business committee was largely responsible for reorganizing the board in 2020-2021. It also convenes as needed to work on strategic planning for the organization, such as five-year plans, mission, and vision statements.
5.2.4.4 Social Events
Conundrum hosts social events for the community such as holiday parties, karaoke nights, and volunteer appreciation events. These events provide a way to give back to our community for their hard work and dedication fulfilling Conundrum’s mission.
5.2.5 Future Programming and Operating Plan
Conundrum’s goals for next season are to expand musical programming to include more performances of each show, creating more performance opportunities for actors and more opportunities for audiences to come see the shows to meet our increasing demand as evidenced by fully sold out runs of each show. In addition, Conundrum plans to continue producing festivals, including plays into the regular season, workshopping new works submitted by the community, and expanding Piano Nites to be weekly instead of monthly. Finally, Conundrum intends to expand the Little Riddles program to include programming for children ages 0-5, 6-17, and young adults 18-24.
5.2.6 Annual Attendance (2019-2022)
Attendance has steadily increased over the last three years, going from no attendance in 2020 (due to COVID) to the most recent production of RENT bringing a total of 727 audience members. In between, we’ve had cabaret shows with attendance under 50, special events like our Weekend of One Acts Festival (194 attendees) and The Wild Party in Concert (157 attendees) and full productions. Our attendance rate is astounding given the pandemic during most of the below period. See Table 12 below for a full breakdown of productions and attendance. The most growth has occurred in full scale productions over the last two years which can be seen in Figure 12.
Table 12 Conundrum's Audience Attendance from 2019-2022 Event/Show Name Date Venue # of
Performances
%
Sold
Total
Attendance
Dogfight Jun ‘19 Lincoln Beer Company 1 95% 95
Putting It Together Dec ‘19 Lincoln Beer Company 1 60% 60 Covid Baking Competition Apr ‘20 YouTube n/a n/a 1.1k Views Quarantine Breakup Dec ‘20 YouTube n/a n/a 880 Views
Yes, It’s Rocket Science! Jan ‘21 Zoom 1 n/a 50
38 Social Impact Drive In Apr ‘21 YMCA Parking Lot 2 90% 105 Into The Woods Aug ‘21 Lincoln Beer Company 2 91% 183
Miscast Cabaret Oct ‘21 LA Connection Comedy
Theatre
1 78% 39
Fun Home Nov ‘21 Victory Center Theatre 4 56% 180
Wine & Cheesy Apr ‘22 Vintage Wine Bar 2 56% 34
Weekend of One Acts May ‘22 Two Roads Theatre 4 96% 194 The Wild Party Jun ‘22 Burbank Center Stage &
Whitefire Theatre
2 55% 157
Little Riddles The Little
Mermaid Jr.
Jul ‘22 Victory Center Theatre 1 90% 72
Cabaret Sep ‘22 El Portal Theatre 4 100% 334
RENT Dec ‘22 Broadwater in Hollywood 8 100% 727
Figure 12 Conundrum's Increasing Market Demand since 2021
5.2.7 Demographics
Conundrum’s shows have primarily been in the Burbank area, with occasional branching out to North Hollywood and Hollywood due to the unaffordability and unavailability of theater rentals in Burbank.
Given Conundrum’s strong ties to Burbank, performing in the area is ideal for our artists and audiences.
In fact, audiences for Conundrum’s most recent production of RENT in Hollywood indicated on a post- show survey that they would like to see more Conundrum performances in Burbank.
39 Conundrum is the fastest growing community theater organization in Burbank. We have worked with many other local theater venues, including the Burbank Center Stage, the Victory Theatre Center, and the Nitecap. There are many other small theaters in the immediate area, many of which have closed during the COVID-19 pandemic. See Section 10 for more information on the competitive environment.
Burbank’s 2021 demographics are shown below
8:
● Population: 105,401
● Age and Sex
○ Persons 65 and over, percent: 15.6%
○ Persons 18-64, percent: 60.6%
○ Female persons, percent: 51.4%
● Race and Hispanic Origin
○ White alone, percent: 67.2%
○ Black or African American alone, percent: 3.1%
○ American Indian and Alaska Native Alone, percent: 0.7% ○ Asian alone, percent: 11.7%
○ Two or More Races, percent: 10.4%
○ Hispanic or Latino, percent: 23.8%
See Figures 13-15 for Conundrum’s demographic information taken from a survey of audience members at our most recent production of RENT.
Figure 13 Age Demographics of RENT Audience Members
8 U.S. Census Bureau QuickFacts: Burbank city, California. (n.d.). Census Bureau QuickFacts. https://www.census.gov/quickfacts/fact/table/burbankcitycalifornia/PST045221
40 Figure 14 Race & Ethnicity Demographics of RENT Audience Members
Figure 15 Gender Demographics of RENT Audience Members
Conundrum’s audience demographics are slightly more racially and ethnically diverse than those of Burbank overall. However, Conundrum’s mission centers on diversity and inclusion, so the goal is to continue drawing more diverse audiences to performances, events, and workshops.
See Section 9.4 for more information on Conundrum and the Y’s target visitor profile.
5.2.8 Operating Plan
A brief overview of Conundrum’s revenues and expenses can be found below in Table 13. For more detailed information, see Section 7.
41 Table 13 Conundrum's Revenue and Expenses from 2019-2022 2019 2020 2021 2022
Gross Revenue $5,736.81 $3,373.83 $21,393.69 $78,803.36 Noncash Contributions $5,736.81 $561.72 $19,393.69 $0
Total Assets $0 $0 $1,000 $2,500.00
Program Expenses $4,581.72 $468 $11,467.68 $47,933.45
Total Expenses $4,581.72 $468 $11,467.68 $61,659.04
Net Revenue $1,155.09 $2,905.83 $9,926.01 $17,144.32
6. Qualifications – Governance Information and Key
Leadership
The Y and Conundrum are partnering on this proposal and therefore Section 6.1 will discuss the Y’s qualifications and Section 6.2 will discuss Conundrum’s qualifications.
6.1 Burbank Community YMCA
6.1.1 Highest Ranking Paid Employees
6.1.1.1 Mary Cutone
The Y’s highest-ranking paid employee is Mary Cutone, the President/CEO. Her telephone number is 818-845-8551 ext. 225. Her email address is [email protected]. She started in her current role in June 2016.
Mary Cutone graduated from the University of California at Los Angeles with a degree in Theatre and subsequently earned a Master of Arts in Education and a teaching Credential from Pepperdine University and a Master of Arts in Organizational Leadership from Woodbury University. Prior to joining the Y, Cutone’s professional experience included serving as the Director of Family Ministry for the Burbank First United Methodist Church; as an elementary school teacher for the Pasadena Unified School District; and in marketing and sales for Weyerhaeuser Company. She began her YMCA career in 2009 as the Child Development Director.
6.1.1.2 Bryan Snodgrass
The second highest-ranking paid employee is Bryan Snodgrass, the Vice President/COO. His telephone number is 818-845-8551 ext. 348. His email address is [email protected]. He started in his current role in June 2016.
Bryan graduated from the University of Northern Colorado with a degree in Theatre Directing. He is the co-founder of Conundrum and currently serves as the Treasurer on their Board. He is also a member of 42 the Burbank Board of Library Trustees, serves on the City’s Domestic Violence Task Force as well as the Burbank Care Coordination team. He began his YMCA career in 2005.
6.1.2 Board Chair
The Proposer’s Board Chair is Sam Kim. His telephone number is 213-407-3429. His email address is [email protected]. He started in his current role as Chief Volunteer Officer in January 2022. He is the Senior Pastor at Burbank First United Methodist Church.
6.1.3 Board Members
See Table 14 below for a list of the Y’s Board members, pronouns, description of expertise, and retirement status.
Table 14 Y Board Members
Name Pronouns Description of Expertise Retired
Bobola Akerson She/Her Burbank Water and Power No
Eddie Arnold He/Him DLP Consulting Group No
Taylor Bercini He/Him Burbank Chamber of Commerce No
Chris Bright She/They The Trevor Project No
Joseph Castano He/Him Instasure Insurance Services No
Ezra Evangelista He/Him Hathaway-Sycamores Child & Family Services No Kevin Gray He/Him City of Burbank, Information Technology No Romik Hacobian He/Him Media City Design and Consulting No Sam Kim He/Him Board Chair, Burbank First United Methodist Church No Oscar Macias He/Him Glendale Unified School District No Pamela Marcello She/Her Hollywood Burbank Airport No
Maggie McEldowney She/Her Warner Bros. No
Steven Mora He/Him Metropolitan Culinary Services No
Kelly Peña She/Her Brand, Strategy & Consumer Insights Consultant No Praveen Rajasekhar He/Him Bank of America No
Roberta Reynolds She/Her Hollywood Presbyterian Medical Center No Dawn Roth Lindell She/Her City of Burbank, BWP No
43 Ron Rothacher He/Him Easy Turf, Inc. Yes
Steve Saucedo He/Him Hollywood Burbank Airport Police Department No Malissa Strong She/Her ESPN No
Terry Walker He/Him Providence Saint Joseph Medical Center No Chris Weber He/Him UCLA Anderson School of Management No Kimberlina Whettam She/Her Kimberlina Whettam & Associates No
6.1.4 Board Committees
See Table 15 below for a list of the Y’s Board committees.
Table 15 Y Board Committees
Committee Name Committee Members
Facility Project Joe Castano, Steve Mora, Kimberlina Whettam, Sam Kim, Eddie Arnold, Alice Anderson, Paul Custer, Ed Crouch, Mary Cutone Finance Kevin Gray, Joe Castano, Ezra Evangelista, Donna Martley, Neal Newman, Jonathan Taylor, Bryan Snodgrass, Mark Skeehan, Mary Cutone
Board Governance Kelly Pena, Roberta Reynolds, Terry Walker, Mary Cutone, Doris Umemoto
Social Impact Center Chris Weber, Ezra Evangelista, Kelly Pena, Bobola Akerson, Roberta Reynolds, Maggie McEldowney, Rob Rodriguez, Bryan Snodgrass, Mary Cutone, Ava Alexandar
Fund Development Sam Kim, Joe Castano, Pamela Marcello, Steve Mora, Ava Alexandar, Mary Cutone
Financial Audit Steve Mora, Joe Castano, Sam Kim, Mark Skeehan, Louis Hamel Executive Sam Kim, Joe Castano, Kevin Gray, Roberta Reynolds, Chris Weber, Mary Cutone
6.2 Conundrum Theatre Company
6.2.1 Highest Ranking Volunteers
6.2.1.1 Lisa Sedares
Conundrum’s highest-ranking volunteer is Lisa Sedares, President/Resident Music Director. Her telephone number is 602-228-6158. Her email address is [email protected]. She started in her current role in January 2020.
44 Lisa Sedares is a full-time aerospace engineer and project leader at the Aerospace Corporation working with NASA’s Jet Propulsion Laboratory. She has dual bachelor’s of science degrees from Capitol Technology University in astronautical engineering and electrical engineering. She then went on to complete a masters in music (piano performance) from Towson University and a masters in science in space systems engineering from Johns Hopkins University. During the pandemic, she completed her MBA. At work, she is responsible for the verification and validation of requirements for the NASA-ISRO Synthetic Aperture Radar (NISAR) mission, scheduled to launch in 2024. In music, her background in classical and collaborative piano has led her through roles of increasing responsibility such as accompanist, choir director, and music director/composer. Lisa volunteers with Conundrum as their president and resident music director, as well as other organizations such as FIRST Robotics and the Smithsonian. In her free time, she is writing a musical about rocket science.
6.2.1.2 Jackie Brenneman
Conundrum’s second highest-ranking volunteer is Jackie Brenneman, Vice President/Co-Founder. Her telephone number is 707-815-7936. Her email address is [email protected]. She started in her current role in January 2015.
Jackie Brenneman has built a career at the center of arts, communities and business. Jackie works as the Executive Vice President and General Counsel at the National Association of Theatre Owners, the largest trade body representing global movie theaters to governments and in Hollywood. In that role, Jackie spearheaded passage of the Shuttered Venue Operators Grant, which brought over $16 billion in aid to live venues, movie theaters and museums during the COVID pandemic. Jackie is also President of the Cinema Foundation, a first of its kind all industry group dedicated to advancing the moviegoing experience. In that role, Jackie led the implementation of National Cinema Day, a $3 movie day that brought over 8.1 customers to the movies in a single day, leading to identical promotions in over a dozen countries across the globe. In her roles, she has worked directly with Academy Award winning filmmakers, studio chairs, cinema technology companies, state and federal government officials, and movie theater owners of all sizes.
Jackie is also deeply invested in the local arts in Burbank. As co-founder of Conundrum Theater Company, Jackie ensured that the company would bring high-quality theater to Burbank, while offering local non-acting professionals the chance to participate in creative projects. As part of this mission, Jackie and the leadership team also worked to partner with local businesses including Lincoln Beer Company, The Nitecap, The Stage Restaurant, and the Y to bring performances to their spaces, benefitting both the business and the theater company.
Finally, Jackie is a proud member of the Burbank Cultural Arts Commission where she has led a series of mixers which bring artists and elected officials to local businesses to find new ways to partner and grow together. Jackie believes that arts are central to prosperous communities and that the best use of Burbank Center Stage is a model that blends arts, education and community events to create a cultural hub for Burbank creators and audiences.
6.2.2 Board Chair
Conundrum’s current board chair is Lisa Sedares. She started in her current role as Board Chair in January 2020. Her background is described above in Section 6.2.1.1. 45 6.2.3 Board Members
See Table 16 below for a list of Conundrum’s Board members, pronouns, description of expertise, and retirement status.
Table 16 Conundrum Board Members
6.2.4 Board Committees
See Table 17 below for a list of Conundrum’s Board committees.
Table 17 Conundrum Board Committees
Committee Name Committee Members
Theatrical Exploration Committee Adrian Genesius Barron, Bianca R. Turner, Bryan Snodgrass, Jackie Brenneman, Kylie Buckles Hall, Mike
Bowers, Matthew Namik
Production Committee Angelique Fustukjian, Felicia Cantu, Jordan Kaiser, Katie Iannitello, Lisa Sedares, Nia Heinrich, Ryver
Townsend, Whitney Vigil
Executive Committee Lisa Sedares, Jackie Brenneman, Bryan Snodgrass, Nikki Yates
Fundraising Committee Bryan Snodgrass, Jean Chadwick, Lisa Sedares, Rebecca Kelly-Garcia, Whitney Vigil
Business Committee Lisa Sedares, Amanda Shields, Bryan Snodgrass, Jackie Brenneman
Name Pronouns Description of Expertise Retired
Lisa Sedares, President She/Her The Aerospace Corporation, Civil Space No Jackie Brenneman, Vice
President
She/Her National Association of Theatre Owners,
General Counsel and Executive Vice President
No
Nicole Yates, Secretary and
DEI Chair
She/Her Keen Independent Research, Arts Consultant No
Bryan Snodgrass, Treasurer He/Him Burbank Community YMCA, VP/COO No Jess Jani, Marketing She/Her AV Squad, Producer No
Mike Bowers, Production He/Him Picture Shop, Client Services Manager No Jordan Kaiser, Membership She/Her Sony Pictures Entertainment, Global Publicist No Kate Clarke, Education She/Her Voice Over Actor and Arts Educator No 46 47
7. Qualifications – Financial Information
Please see hardcopy provided in the envelope marked “Confidential” for financial information about the Burbank Community YMCA and Conundrum Theatre Company.
48 8. Financial Statement and Proposed Financial Terms
Please see hardcopy provided in the envelope marked “Confidential” for financial statement and proposed financial terms.
49 9. Proposed Business Plan
9.1 Summary Business Statement
The Y and Conundrum will revitalize the arts in Burbank, creating a vibrant, centralized place for Burbank locals to gather after work and a safe space for community members to create and experience a variety of educational, cultural, social, and recreational arts programming. Within five years, the Y will establish the facility as the arts center of Burbank where high-quality and accessible theatrical, dance, and musical performances, after-school educational programs, summer arts camps, visual arts galleries, adult and youth workshops, and nightlife regularly occur, supporting the local economy, surrounding businesses, and other community organizations based in Burbank. In addition, a subset of civic, cultural, and community events will be made free to the general public. Our proposal is measured in impact. Our goal is to measure opportunities for artists and Burbank residents to be active in their communities, drive local economy, drive tourism, and more, all in an effort to enrich the community.
Each space inside the facility will be maximally utilized to have concurrent opportunities for community involvement. Plans within the five years include:
● Converting the rehearsal space upstairs to a black box theater ● Transforming the lobby into a piano bar where the Burbank community can gather and socialize ● Offering rooms to local community groups for meetups and places for educators to teach lessons, such as piano, voice and acting
● Creating a rotating art gallery throughout the lobby featuring local artists
The 10-15 year vision is a fully-realized community arts center with continual programming, engagement from the Burbank community, and ongoing collaboration with other community arts organizations. Our vision is that the revenue-positive operation of the facility creates a sustainable model to bring other arts and theater organizations to produce in Burbank. Many theaters and arts spaces have been unable to get back on their feet post COVID-19 due to the rising production costs associated with creating art, as evidenced by the recent closures of many theaters in the NoHo Arts District, and the privatization of the Alex Theatre and loss of the Glendale Centre Theater. Notably, after going private the Alex Theatre seems to have shifted to private rentals with less than 5 nights of programming on average for each of the next six months
9. Our long-term vision is to cultivate the skills
of Burbank residents through educational programs and opportunities that may not otherwise be available to them.
9.2 Anticipated Calendar of Events
The Y and Conundrum will provide educational, cultural, recreational, and social programs to the Burbank community with additional programming through partnerships and rentals with community/civic organizations and private/commercial clients. Partnerships are discussed in Section 9.3, however the categories of events produced is listed below:
● Events produced by Operator include co-produced events between the Y and Conundrum that are open to the general public.
9 https://alextheatre.org/events
50 ● Events promoted by Operator, produced by Renter include other companies renting our space for their productions/performances that are open to the general public which are included in our marketing plan, Section 9.11. See Section 9.6 for more details on rental rates and revenue sharing for renters.
● Rentals to community/civic groups include organizations holding events that are free of charge to the general public.
● Rentals to private/commercial clients include organizations holding events that are closed to the general public.
Tables 23 and 24 outline the proposed anticipated number of events and anticipated number of attendees at the Burbank Center Stage for five years, including descriptions of the events, which organizations would produce them, and in which location inside the venue they would be held. A more detailed overview of the anticipated events can be found below, both from the anchor tenant Conundrum and outside rentals in the mainstage, rehearsal/black box, and gallery/lobby spaces.
1. Theatre: Conundrum, the resident artist/anchor tenant, will provide an average of seven performances per year consisting of four musicals and three plays. One of these musicals will be a large, inclusive community show for children and adults of all ages. The Burbank Center Stage will also house Conundrum’s annual One Acts Festival, cabarets/showcases, staged readings, piano nites, and youth/adult workshops. Additional theatrical productions by guest theatre companies will also be provided.
2. Visual Arts: The lobby areas will house a rotating visual arts gallery, featuring local artists as well as celebrating cultural celebrations, such as Black History Month, Pride Month, and more.
3. Music: Partnerships with local artist groups such as Musicians At Play and VocArte will bring concert-focused performances to the Burbank Center Stage. In addition, individual artists such as The Doubleclicks and other local Burbank artists and bands can perform on an ongoing basis in the main stage, rehearsal/black box, and lobby spaces.
4. Dance: Partnerships with dance education programs, local troupes, and professional groups will bring classes, workshops, and performances to the mainstage and rehearsal/black box on a regular basis.
5. Film/Video: Independent films will be shown in the rehearsal/black box theatre space with larger films and film festivals will be presented in the main stage. The addition of a bar in the lobby will showcase “Movie Musical Mondays.” The Y’s Social Impact Center would also showcase regular movie screenings as part of their ongoing diversity and inclusion programming.
6. Improv/Comedy: Partnerships with local improv troupes and comedians can provide programming that showcase emerging talent within the Burbank community.
7. Bar: The installation of a bar in the lobby will provide drink service for the programming of the facility. This includes 168 different events throughout the year (trivia nights, musical mondays, singer showcases) that will hold approximately 50 people per event. Additional bar attendance is attributed to audience members' participation pre- and post-show at the bar.
8. Education: Educational programs for youth and adults include contributions form both Conundrum and other arts partners. Conundrum’s Little Riddles summer theatre camps, in- school/after-school programming, workshops, and technical internships provide educational opportunities for children ages 0-17 and young adults ages 18-24. Other educational opportunities include partnerships with BUSD schools, vocational programs, and lessons/classes in voice, piano, and dance.
51 9. DE&I and Cultural Events: Monthly programming based on DE&I events such as Black History Month, Pride Month, Disability Awareness Month, Women’s History Month, Asian American Pacific Island Month, and more will be scheduled through the the aforementioned theatrical, musical, visual arts, dance, educational, and film/tv programming.
10. Miscellaneous: When not being used for arts programming, the spaces at the Burbank Center Stage can be utilized for miscellaneous activities such as community meetups, discussions, social events, and special events that directly benefit the Burbank community. Partnerships include civic and community organizations such as the Burbank Cultural Arts Commission, Kiwanis, Rotary Club, and more.
Many of these program offerings address multiple goals in educational, cultural, social, and recreational programming. For example, Conundrum’s Little Riddles summer theater camp and after school education programs address education as well as social and recreational opportunities for youth.
52 Table 18 Anticipated Number of Events at the Burbank Center Stage for Five Years
53 Table 19 Anticipated Number of Attendees at the Burbank Center Stage for Five Years
Note: Attendance numbers based on 212 for the Main Stage, 40 for the Rehearsal/Blackbox, and 50 for the Gallery/Lobby
54 9.3 Description of Anticipated Local Partnerships
9.3.1 Existing Partnerships
See Section 10.3 for a complete list of existing partnerships.
9.3.2 Anticipated Partnerships
In addition to existing partnerships, the Y and Conundrum have identified a number of potential partnerships with other arts organizations, individual artists, and local businesses. A brief description of each partner is found below. Letters of support can be found in Appendix H.
9.3.2.1 Arts Organizations
9.3.2.1.1 Musicians at Play
Musicians at Play is dedicated to providing access to music education and appreciation in order to engage, elevate, educate, and employ students through career pathway training and apprenticeships.
Our potential partnership with them includes big band concerts and jazz programs on a monthly basis to engage the Burbank community. In addition, members of the AFM47 union support this proposal as the Burbank Center Stage provides a performance venue for musicians.
9.3.2.1.2 NCo Creations
NCo Creations is a nonprofit education and production corporation dedicated to spotlighting contemporary cultural issues through a combination of music, theatre, dance, and film. NCo provides opportunities for a diverse array of performance artists to confront their fears and channel their emotions into their work. After all, the human experience is ultimately what defines and connects us.
9.3.2.1.3 Terrible Adult Chamber Orchestra (TACO) Los Angeles The Terrible Adult Chamber Orchestra - Los Angeles (TACO LA) is fiscally sponsored by the Social Good Fund (EIN TAX ID: 46-1323531). Their mission is to provide a casual and inclusive environment for all levels of musicianship. Their purpose is to create fun gatherings with low pressure, no judgments, and to build community through our love for music-making.
9.3.2.1.4 The Victory Theatre Center
The Victory Theatre Center’s mission is to develop new plays, produce world premieres & significant revivals by American playwrights, and to foster the emergence of new talent. Their vision is to create community through theatre. They are an inclusive, multi-disciplinary venue that champions and challenges artists to move audiences with new works from new voices through dramaturgy and theatrical world premieres. These events serve as an intellectual and emotional touchstone of expression; a place where audiences can share in a deeper sense of humanity. There is possibility for partnership and collaboration on new works events like Conundrum’s Weekend of One Acts festival, utilizing both the Burbank Center Stage space and the expertise of both theater organizations. 55 9.3.2.1.5 New Musicals Inc (NMI)
New Musicals Inc., hosts many programs which support new musicals in development. They develop several dozen musicals each year for producers and writers all around the country through table readings, workshops, concerts, and occasional productions. Their academic wing, the Academy for Musical Theatre, offers courses, both online and live in Los Angeles, for professional musical theatre writers. A partnership with the Burbank Community YMCA and Conundrum could be beneficial in bringing new works to the community.
9.3.2.1.6 Thespihonest Theatre Company
Thespihonest is a theatre company founded in 2016 with the goal of bringing Shakespeare to people who don't fit the traditional Shakespearean mold. They aim to facilitate discussion on social, political, and environmental issues through the medium of theatre.
9.3.2.1.7 L.A. Contemporary Dance Company/Stomping Ground LA The L.A. Contemporary Dance Company (LACDC) is a community-minded, non-profit repertory company devoted to the creation and promotion of cutting edge contemporary dance by Los Angeles artists. Stomping Ground LA (SGLA) is a community arts center for people to gather and create. They believe everyone is creative and should have the opportunity to express themselves in the arts. SGLA provides a safe space for the development, creation, and sharing of artistic work by both professionals and the communities they serve. The point of contact for these two organizations is Kate Hutter Mason.
A letter of support from Ms. Mason can be found in Appendix H.
9.3.2.1.8 The Nitecap
The Nitecap is an up-and-coming comedy club in the heart of Burbank that was recently featured in the LA Times article “The 60 Best Places to see Stand Up Comedy in L.A.” Conundrum and the Nitecap have an existing partnership for monthly piano nites on the second Thursday of each month.
9.3.2.1.9 Art Time Presents
Art Time Presents is a home for artists across all art mediums who identify as women, non-binary, transgender, or gender-non-conforming
for collaboration and community building. Art Time is a community where artists can share and create new work through different themes. They produce new musical theater, plays, films, sketches, improv, comics, music, visual art, and other mediums by underrepresented gender identities. Art Time Presents members have been in multiple Conundrum productions and the Burbank Center Stage could provide a place for them to perform.
9.3.2.1.10 Burbank Unified School District (BUSD)
The Y currently has a partnership to manage their Horace Mann Child Care Center as well as the Learn, Grow, Thrive program during the summer as defined in Section 10.3. By managing the Burbank Center Stage, the Y and Conundrum would offer internship opportunities for youth in BUSD’s music and theatre programs. Many of these arts education programs have been eliminated across Burbank and Los Angeles schools, and the Y would be able to provide hands-on learning experiences.
9.3.2.1.11 Woodbury University
The Y’s prior partnership with Woodbury University can be found in Section 10.3. The Burbank Center Stage space would allow the Y and Conundrum to offer internship opportunities for Woodbury students in several key departments: fashion design, graphic design, filmmaking, marketing, and more. It is the 56 goal to offer class credit or paid internship opportunities for these students so they can add to their resume prior to graduation, creating early opportunities in the fields they’re studying.
9.3.2.1.12 PFLAG
PFLAG is the nation’s first and largest organization to support LGBQTIA+ people. The Y’s current partnership with PFLAG can be found in Section 10.3. The Burbank Center Stage would allow an increase in programming and support services such as workshops, film screenings, and talkbacks with people in our community, allowing this organization to expand locally and increase their network of support. The point of contact for PFLAG is Roberta Reynolds, local PFLAG founder and former BUSD School Board Member, [email protected]
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9.3.2.1.13 Burbank Human Relations Council (BHRC)
The Y’s current partnership with BHRC can be found in Section 10.3. The Burbank Center Stage would allow this partnership to grow by offering consistent space for BHRC to host workshops, theatrical performances, and larger discussion forums.
9.3.2.1.14 Y Service Club
The Y Service Club is a nonprofit organization that hosts community projects and volunteer opportunities in support of the YMCA. The Y Service Club would be able to use additional space at the Burbank Center Stage to provide theatrical fundraisers that they would like to do but currently don’t have the space, as well as create volunteer opportunities for the community. The point of contact for the Y Service Club is Carolyn English, Board Chair, [email protected] .
9.3.2.1.15 GALAS
The Gay And Lesbian Armenian Society is a nonprofit organization that seeks to serve and unite LGBTQ people of Armenian descent in Los Angeles and beyond. They support the Y and Conundrum’s proposal for the Burbank Center Stage.
9.3.2.1.16 Somos Familia Valle (SFV)
Somos Familia Valle is a San Fernando Valley community-based organization created and led by local, low-income, first-generation college students who are lesbian, gay, bisexual, trans, queer or other sexual and gender minorities (LGBTQ+) people of color. SFV is dedicated to support, empower, train, and mobilize families and allies for racial, gender, environmental, and economic justice. They promote LGBTQ-affirming homes, safer schools, and healthier communities through our values: a commitment to being our authentic selves, community compassion and integration, family courage, bilingual health education, intersectionality, and cultural humility. SFV supports the Y and Conundrum’s proposal for the Burbank Center Stage. The point of contact for the organization is Kevin Al Perez, (818)-669-2535, [email protected]
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9.3.2.1.17 VocArte
VocArte is a chamber vocal group based in Burbank led by Tom Pease. Mr. Pease supports the Y and Conundrum’s proposal for the Burbank Center Stage.
9.3.2.1.18 A Star Is Born Parent & Me
A Star is Born brings Broadway music to young ears along with wonderful and educational games and lessons. Through music they teach rhythm, dance, colors, singing and more. They use instruments, 57 bubbles, scarves, parachutes, rhythm sticks, shakers and the occasional costume piece to create a magical world for budding Broadway stars.
9.3.2.1.19 14/48 Hollywood
14/48 Hollywood is “The World’s Quickest Theater Festival,” where 14 plays are written, cast, directed, rehearsed, scored, designed, and premiered in 48 hours. A partnership between 14/48 and the Burbank Center Stage would include providing the festival multiple locations in the same building where separate rehearsals can take place, culminating in a weekend of performances on the main stage. The points of contact for this organization are Benjamin McFadden and Jessica Martin.
9.3.2.1.20 Burbank Arts and Education Foundation
The mission of the Burbank Arts & Education Foundation is to engage and inspire the community to invest in meeting the diverse educational needs of every BUSD student. The organization was created on October 1, 2020, after the Burbank Educational Foundation and the Burbank Arts for All Foundation merged to create a singular, unified voice for Burbank students. The point of contact for this organization is Arthur St. Germain, (818) 621-3278, [email protected] .
9.3.2.1.21 The StageCrafts
The StageCrafts provides well-equipped, clean, and safe venue rentals for Los Angeles performing artists. The organization is run by Jenn and Gregory Crafts. Jenn is an actor, director, theatre educator, arts administrator, props designer, and critically acclaimed producer. She is a St. Olaf graduate. Curly Girl. Formerly of Stages Theatre Company in Hopkins, MN. Now Co-Founder and Artistic Director of Theatre Unleashed. Board Member of the Hollywood Fringe Festival. Gregory is an award-winning actor and producer, published playwright, and critically acclaimed lighting designer. He is an Emerson grad. Co-Founder & Managing Director of Theatre Unleashed. 2nd Vice President of the Theatre Producers of Southern California, Former Board Member of the Hollywood Fringe Festival. Their contact information is [email protected] .
9.3.2.2 Individual Artists/Community Members
9.3.2.2.1 Hon. Anthony J. Portantino
The State Senator Anthony J. Portantino for the California 25th District supports the Y and Conundrum’s proposal for the Burbank Center Stage. His letter of support can be found in Appendix H.
9.3.2.2.2 Roberta Grande Reynolds
Roberta Grande Reynolds is a former Burbank Council PTA President, former First District PTA Reflections Chairperson, former BUSD Board of Education Member, and current board of directors’ member at the Y who supports the Y and Conundrum’s proposal for the Burbank Center Stage.
9.3.2.2.3 Dan Gonda
Dan Gonda is a reed player in the Los Angeles area who has performed in multiple Conundrum shows since 2016 including Funny Girl, The Wild Party, and Cabaret and supports Conundrum and the Y’s proposal as it helps create more jobs for musicians in Burbank and the valley. 58 9.3.2.2.4 Jonny Perl
Jonny Perl is a pianist, music director, producer, and arts educator in the Los Angeles area who has performed at Conundrum’s Piano Nites as well as music directed the recent production of RENT. He supports Conundrum and the Y’s proposal as it brings more arts and education opportunities to Burbank and the surrounding area.
9.3.2.2.5 Bianca Turner
Bianca Turner is a singer, actor, and dancer in the Los Angeles and Boston area who has performed in Conundrum’s Into The Woods, The Wild Party, and choreographed Cabaret. She supports Conundrum and the Y’s proposal as it brings more inclusive performance opportunities to Burbank and the surrounding area.
9.3.2.2.6 Laser Malena-Webber
Laser Malena-Webber, stage name Laser the Boy and member of The Doubleclicks, is a local singer/songwriter. Laser wrote Teaching a Robot to Love which was produced through the Hollywood Fringe Festival. It won many local awards including the 2022 Los Angeles Broadway World awards and Hollywood Fringe Festival awards. In addition, Laser tours and performs locally at venues such as the Roguelike Tavern. Laser supports Conundrum’s mission and the Y’s proposal as it will bring more inclusive performance opportunities to Burbank.
9.3.2.2.7 Matthew Namik
Matthew Namik is a writer, director, artist, and community member involved in Conundrum Theatre Company who has participated in the Weekend of One Acts festival, Cabaret, RENT, and is assistant director for Seussical. He supports the Y and Conundrum’s proposal due to consistent programming of accessible theatre and being home to community members yearning for a place to learn and grow.
9.3.2.2.8 Amy Storkel
Ms. Storkel is the Founder and Owner, Director, Producer, Editor of Sidestilt Films
10. They have made
many short films/documentaries. Their most recent documentary was a documentary about Pez and it hit top 10 on Netflix and 100% on Rotten Tomatoes. As a Burbank-based business owner and mother to two daughters involved in the arts, she supports the Y and Conundrum’s proposal for the Burbank Center Stage.
9.3.2.2.9 Angelique Fustukjian
Angelique Fustukjian is a Burbank-based actor, writer, and producer. She has been involved in a number of Conundrum’s productions, including the Weekend of One Acts Festival, Cabaret, RENT, and Seussical. She supports the Y and Conundrum’s proposal as it brings in more opportunities to Burbank.
9.3.2.3 Local Business
9.3.2.3.1 Providence Saint Joseph Medical Center
The Y’s current partnership with Providence is described in Section 10.3. The Burbank Center Stage would allow additional space for diversity and inclusion programming for the Social Impact Center and create a space for larger health workshops and discussions led by the hospital.
10 www.sidestilt.com
59 9.3.2.3.2 Burbank Public Library
The Y’s current partnership with the Library can be found in Section 10.3. Burbank Center Stage would allow an additional space for the Library to show their regular film screenings and author talkbacks.
9.3.2.3.3 Lusanet Collective
Lusanet Collective is a creative hub and retail space in Downtown Burbank launched by Lusine Simonyan and Anet Abnous, two business owners with a vision of connecting founders and creators with opportunities to network, create, and promote their businesses through every stage of development and growth. As entrepreneurs themselves, Lusine and Anet have encountered the highs and lows of transforming their passions into professional pursuits and possess a variety of experiences gained by developing, launching, and expanding their own businesses. With those experiences in mind, Lusanet Collective aims to resolve the challenges faced by small and growing businesses. With the Y and Conundrum, the Lusanet Collective will be able to reach more members of the community and partner on shopping events and artist displays in the gallery/lobby area. Both of our organizations will gain access to new audiences and critical resources that can elevate our businesses and brands and enable us to discover new partnerships with investors, manufacturers, and developers.
9.3.2.3.4 Rotary Club of Burbank
The Rotary Club of Burbank Noon has been in existence since 1923. Since that time the club has had thousands of members representing many professions. Although the individual members have varied throughout their 99-year-old organization, the one thing they all have always had in common is their passion to give back to the community through service. They welcome members of all ages (18 yrs and beyond), professions, ethnicity, genders, etc. It is their diverse membership that truly makes them unique and their varied skills come together to help the Burbank Community and the club to thrive. The Rotary Club of Burbank supports the Y and Conundrum’s proposal.
9.3.2.3.5 Finney’s Crafthouse
Finney's Crafthouse is a family-owned American tavern built for good times. Their globally-inspired menu features more than 50 made-from-scratch favorites, from shareable appetizers, entree salads, and specialty tacos, to flatbread pizzas, hot wings, gourmet sandwiches and signature burgers. Their location in Downtown Burbank makes it a great choice for people wanting to get a good meal before or after a performance at the Burbank Center Stage.
9.3.2.3.6 Urban Press Winery
Located in the heart of downtown Burbank, when you step inside Urban Press you will feel like you have been transported to a bustling tasting room in Italy. From their beautiful dining room to our sun- soaked patio, a visit to Urban Press is guaranteed to be the perfect venue for any event. Whether it be a romantic date night or a fun girl's night out, they have a little something for everyone. Their location makes it a great choice for people wanting to get a good meal before or after a performance at the Burbank Center Stage.
9.3.2.3.7 Hilton Burbank
The Hilton Garden Inn in Burbank is only a half mile from the Burbank Town Center and Burbank Center Stage. Many of our Conundrum’s productions, being community based, draw families of performers in from places such as Maryland, Arizona, Utah, Alabama, Kentucky, Oregon, Washington, 60 and more to show their support. Regular productions from the Y and Conundrum will bring in more tourism and more guests to the Hilton.
9.3.2.3.8 Los Angeles Valley College (LAVC) Rainbow Pride Center The LAVC Rainbow Pride Center is a safe and all-inclusive space open to all students, faculty and staff regardless of their sex, gender identity and/or sexual orientation. The primary contact is Natalie Guerrero, Counselor/Coordinator, at (818) 947-2389 or [email protected].
9.3.2.3.9 FitHappensLA
FitHappensLA is a local personal training, coaching, and bootcamp organization that supports the Y and Conundrum’s proposal. The primary contact is Brooke Purdy, owner and longtime Burbank resident, at (818) 370-7468.
9.3.2.3.10 MOCEAN
MOCEAN is an advertising agency based in Los Angeles and Burbank, CA. For over two decades, MOCEAN has been a leader in the world of entertainment marketing and beyond. From top-grossing Hollywood studios to traditional networks and emerging media, our clients include Disney, Marvel, Fox, Warner Bros. Netflix, FX, and CNN. Their staff of over 160 editors, producers, writers, animators, designers, directors and strategists has earned more than 150 major industry awards, including a PromaxBDA Award for Agency of the Year and multiple Grand CLIO’s. No matter the scope of your vision or the size of your brand, we have the resources to keep your message moving. MOCEAN supports the Y and Conundrum’s proposal for the Burbank Center Stage. The point of contact is Craig Murray, [email protected]
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9.3.2.3.11 Burbank Chamber of Commerce
The Burbank Chamber of Commerce provides advocacy, resources, and connections to be the leading public policy advocate for business, promote economic growth, be a strategic partner in initiatives that enhance and preserve the quality of life in the Burbank community, and provide valued services to our members. The Chamber supports the Y and Conundrum’s proposal for the Burbank Center Stage.
9.3.2.3.12 Over/Under Public House
Over/Under Public House is a local restaurant in Downtown Burbank that serves American fusion cuisine. Their vintage vibes and multiple screens allow for a great place to grab dinner and a drink before a show. They support the Y and Conundrum’s proposal for the Burbank Center Stage due to the amount of business that Conundrum already brings in just from rehearsing at the Y.
9.3.2.3.13 Dunkin’ Burbank
Dunkin’ is America’s favorite all-day, everyday stop for coffee, espresso, breakfast sandwiches and donuts. The world’s leading baked goods and coffee chain, Dunkin’ serves more than 3 million customers each day. With 50+ varieties of donuts and dozens of premium beverages, there is always something to satisfy your craving. Dunkin’ is proud to serve Burbank, CA for all breakfast and snacking needs. They support the Y and Conundrum’s proposal for the Burbank Center Stage. 61 9.4 Target Visitor Profile
Historically, theatergoers and participants in the arts more broadly have been largely white, older audiences with disposable income. Our programming focuses on changing the demographics of the typical arts patrons, targeting younger and more diverse audiences. Recent survey information from Conundrum’s RENT (referenced in Section 5.2.7) shows that this is possible and effective, given that our audiences tend to be more diverse and younger than the general population of Burbank.
Following the trend of the greater Los Angeles area, Burbank is becoming more diverse in terms of race, ethnicity, gender, education level, and career, among other factors. Arts programming both creates and responds to diversity by broadening participation, with many local arts nonprofits telling diverse stories using intentional and inclusive casting. Conundrum and the Y will continue hosting programming consistent with our missions that emphasize diversity, equity, and inclusion as well as partnering with organizations that have similar values. We think about DEI broadly, so we ensure that our events remain accessible by offering affordable ticket prices, free parking, and accommodations for disabilities. In addition, our educational programming targeting youth as well as adults ensures that people of all ages can enjoy the arts.
9.5 Estimated Admission Price Levels for Programming
The Y and Conundrum’s goal is to provide affordable art to the general public. Average admission prices would range from $10-$30 with discounts and season ticket packages available, making it affordable for the entire family. We will also strongly encourage external rental partners to make their ticket prices affordable for the local community through incentives in the rental agreements (i.e., better rates for those who meet our community programming standards). By keeping ticket prices affordable, it is assumed that audience members will spend more at local restaurants and businesses while they are in the Burbank area.
The Burbank Center Stage provides an opportunity for increased Burbank community partnerships. As part of the Y’s corporate membership plan, discounted tickets would be offered as an additional incentive to join the Y. By offering discounts to the Burbank Center Stage as part of current Y partnerships, it would create additional participation in the space, additional local economy/revenue for local businesses, and further solidify a partnership between the Y, the City of Burbank, and local businesses. Corporate memberships are already in place for the following organizations:
1. BUSD Burbank Police
2. Burbank Firefighters
3. Providence St. Joseph
4. Local clergy
5. The Walt Disney Company
6. Entertainment Partners
7. Hilton Garden Inn
8. IVM Billing
9. Burbank Noon Kiwanis
10. The Trust
11. Veterans
The Y also sees an opportunity to provide free tickets to the Burbank Center Stage to many of our local nonprofit participants who otherwise would not be able to afford tickets. Members of Home Again LA, Boys and Girls Club, Family Service Agency, and more would receive a set number of free tickets to Conundrum performances as well as performances by other organizations who elect to set aside a certain number of their tickets for the community. These efforts increase the reach of the performing and visual arts in the community.
62 9.6 Estimated Rental Fees
Rental fees shall be based upon the renting organization. Discounts will be provided based upon factors such as nonprofit status, affordable ticket prices, and if the renting organization’s events will benefit the Burbank community.
9.6.1 Standard and Nonprofit Rental Rates for Events Open to the Public Nonprofit and Standard rates apply to all companies that rent the space for events open to the public.
For many renters, the Y will offer revenue sharing options with rates that may vary based on accessibility metrics including average ticket price. The rates below assume ticket sales goals that meet or exceed these metrics, with the possibility of “catch up” payments where applicable to meet daily minimums. To attract a wide range of producers to the Burbank Center Stage, rates in Table 25 reflect a nonprofit rate of at least a 25% discount over average rate for venues of similar size as shown in the assumptions in Section 10.1.
Table 20 Burbank Center Stage Proposed Rental Rates
Nonprofit Rates Standard Rates
Weekday Weekend Weekday Weekend
Full
Day
Half
Day
Full
Day
Half
Day
Full
Day
Half
Day
Full
Day
Half
Day
Main Stage $1,300 $650 $1,500 $750 $2,000 $1,000 $2,300 $1,100 Black Box / Rehearsal Space $290 $200 $300 $225 $400 $250 $500 $275 Gallery/Lobby $300 $150 $350 $175 $400 $200 $450 $225
9.6.2 Community/Civic Group Rentals
The Y will offer local community and civic groups the opportunity to utilize the space for free as a way for the Y to reinvest back into our community. Some possible complimentary rental events include but are not limited to the following and will depend upon other contracted programming:
● Use by City of Burbank at least five (5) times per year ● Cultural Arts Commission mixers or festivals as negotiated ● At least one (1) event per quarter where event producer agrees to donate all proceeds to a Burbank nonprofit organization
9.6.3 Private/Commercial Rentals Not Open to General Public Events not open to the public will be charged at negotiable rental rates depending on the needs of the renter. Table 26 reflects proposed average rates for private/commercial rentals.
63 Table 21 Burbank Center Stage Private/Commercial Rental Rates Weekday Weekend
Full Day Half Day Full Day Half Day
$4,000 $2,000 $5,000 $2,500
9.7 Staffing and Security Plan
The Y would hire two full-time employees: one as a Community Art Director of the space and one as a technical director. The Community Art Director would oversee daily operations, rental agreements, facility promotions, and community outreach. The Technical Director would oversee lighting and sound equipment, working with rentals to ensure proper use of all technical equipment. The employees would be part of the Y’s current Community Impact department, overseen by Robert Rodriguez. As an extension of the Community Impact department, this ensures that all programming will consist of educational, recreational, social and cultural activities that best represent the community. See Figure 16 for the Y’s proposed organizational chart.
Figure 16 The Y's Organizational Chart
64 The Y is committed to employing all appropriate strategies for anticipating and controlling crisis situations to protect members, staff, volunteers, and property and to prevent the interruption of program services and operations. Similar to security measures already in place, the Y will install security cameras at both entrances at Burbank Center Stage. The Y will be responsible for keys to the building, documenting and signing out keys to rental groups on an as needed basis. The Y has an existing Safety and Risk Management Committee that meets monthly. The Committee is responsible for maintaining the Emergency Action Plan and program, providing contingency plans for response to emergencies that could harm members, participants, personnel, property, and reputation. The Y’s extensive emergency action plan is in place for all three of their current facilities: their main Y facility, the Y Child Development Center, and the Horace Mann Child Care Center. Key components have plans in place for:
● Media and subpoena response
● Emergency procedures for:
○ Fire
○ Earthquake
○ Flood
○ Power Failure
○ Extreme Heat
○ Thunderstorms and Lightning
○ Disease outbreak
○ Viral/Pandemic outbreak
○ Transportation Infrastructure
Failure
○ Handling blood and bodily fluids
○ Handling hazardous waste
○ Handling a bomb threat
○ Handling unauthorized persons
○ Suspicion of violence
○ Active shooter
○ Lockdown (reverse evacuation)
○ Intruders
The Y also has an emergency drill schedule in place. The Child Development Center and Horace Mann Child Development Center have monthly fire drills, an annual evacuation drill, and an annual lockdown drill. The main Y facility has bi-annual fire drills and an annual lockdown drill. Our full Emergency Action Plan can be provided upon request.
9.8 Anticipated Governance
Governance would fall under the Y’s current Board of Directors. The Y would also create an advisory board to help steer the creative efforts of the space in its initial years, consisting of members from the Burbank Cultural Arts Commission, BUSD, and more.
Conundrum also has a board of directors responsible for governing Conundrum’s mission of inclusivity and arts programming. Conundrum’s board includes Y executive Bryan Snodgrass who will ensure seamless alignment of missions of both organizations.
Both Conundrum and the Y are committed to cultivating diverse boards. Burbank Center Stage allows multiple opportunities for interested community members to volunteer for committees, increase donor support, join advisory boards and more. Board members will be largely selected from these supporters who have demonstrated interest in the missions of the organizations and capacity to provide valuable new insights to the existing board.
65 9.9 Description of Concessions and Services
As part of capital improvements, a bar would be installed in the lobby area of the Burbank Center Stage, providing refreshments, snacks, and alcoholic/non-alcoholic beverages. The bar would be owned and operated by an outside vendor who will then pay rent to the Y on a monthly basis. We would also partner with vendors such as Urban Press Winery and Lincoln Beer Company to provide people with local products.
The hours of operation for the bar will be flexible and based on programming. This allows for audience members to grab a drink and socialize before and after all performances. In addition, it opens the Burbank Center Stage space daily for people to peruse the rotating art gallery, participate in Piano Nites and lobby performances, and more. This becomes a social spot for Burbank locals interested in the arts.
9.10 Facility Maintenance Plan
The Y would provide onsite cleaning and maintenance as part of their current facility operations, and a nightly cleaning crew would be provided to ensure a first-class, clean facility at all times. Daily walkthroughs by managers and key leadership will be performed by staff and documented with any maintenance or cleaning issues that need to be addressed. The Y will also use their weekly Total Quality Checklist, performed by mid-level management, to provide an “outside” perspective on maintenance and cleanliness issues that should be addressed. More information about the Y’s Facility Maintenance Plan can be provided upon request.
9.11 Marketing Plan
Much of the marketing and communications operations would be absorbed into the Y’s current marketing department. All events and opportunities will be cross promoted across all the Y and Conundrum’s existing social media and electronic platforms. Consistency in promotions is critical in developing a participant base for the Burbank Center Stage and must include local and regional promotion, an opening event, and rebranding plans. We also propose that the City promote Burbank Center Stage programming through their own marketing platforms.
9.11.1 Local/Regional Promotion and Outreach
9.11.1.1 Electronic Media
The Y will take aggressive steps to promote the Burbank Center Stage as THE place for all cultural and social events in Burbank. Recent polls show 20% of our audiences discovered us through social media, making it the strongest of our marketing assets. We plan to use our social media presence to promote the piano bar and all entertainment offerings, which has proven effective in driving crowds into the space. We will also do an aggressive marketing plan to promote the space to rental groups and other theatrical companies in the Los Angeles region. With local theaters closing in Los Angeles, North Hollywood, and other surrounding areas, the Burbank Center Stage will be promoted as THE place for groups to perform.
66 9.11.1.2 Print Display Advertising
Consistent advertising in the Burbank Leader and other local print media will further promote the space as well as the entertainment offerings.
9.11.1.3 Local Outreach
The Y and Conundrum will ensure a large presence at local events hosted by other nonprofits and city/business organizations as well as working with other organizations as described in Section 9.3.
9.11.3 Public Relations and Rebranding Plans
The Burbank Center Stage will need to be rebranded in partnership with the City. Our community knows the space as “The Colony” due to the Colony occupying the Burbank Center Stage for the past twenty years. Marketing and promotions in electronic and print media will address the reason for the name change, why the Y with Conundrum as the resident artist is the perfect organization to manage and operate the space, as well as the importance of the space to provide educational, social, cultural, and recreational programming in the community.
9.11.3.1 Opening Event
A large, opening event will allow the Burbank Center Stage to be seen in a new light and allow for a fun, fundraising opportunity for the space. This will go hand-in-hand with our rebranding efforts so we can introduce the space as an exciting and unique cultural amenity in Burbank.
9.11.4 Strength, Weakness, Opportunities, and Threat (SWOT) Analysis See Figure 17 below for Conundrum’s current business model SWOT analysis.
Figure 17 Conundrum SWOT Analysis
67 68
10. Assumptions
Section 10 below covers research and assumptions made to support Section 9. Much of the information can be found in more detail in various appendices that are referenced within.
10.1 Benchmarking of Similar Venues in the LA Metropolitan Area See Appendix G for information on similar venues in the Los Angeles metropolitan area. Theaters researched include community theaters, professional theaters, Burbank and North Hollywood theaters, and theaters of similar sizes. Categorization, location, size, programming, admission proxies, and rental fees have been addressed where applicable.
10.2 Analysis of Market Demand
Nationally, spending on entertainment, including plays, musical theater, recreational club fees and memberships, and recreational lesson fees has exceeded pre-pandemic levels. Between 2015 and 2019, American consumers spent an average of just over $3,00011 on these types of entertainment and in 2021, entertainment spending was over $3,500.12 Although entertainment spending in the Los Angeles metropolitan statistical area is slightly lower than average, likely due to the higher-than- average spending on housing, it still follows the same national trend, indicating that demand for arts and recreational programming is increasing.
Data collected by Conundrum and the Y support this trend and show that our arts and recreational programming specifically is experiencing increased demand in Burbank. Referenced in Figure 12 of Section 5.2.6, Conundrum has sold out the most recent two productions (Cabaret and RENT) and has experienced exponential growth in audience size since the company’s inception. Seussical, Conundrum’s upcoming community show that was chosen to provide opportunities for artists of all ages to be involved, has about 40 people involved and is expected to sell out given the high community involvement. The Y has rebounded since the start of the pandemic and more than doubled its annual attendance rate between 2021 and 2022. With expanded offerings at Burbank Center Stage, the Y and Conundrum project just over 27,000 visitors in the first year of the sublease and will grow to more than 30,000 visitors in the fifth year.
Meeting the demand for arts and recreational programming by creating the vibrant, active community space the Y and Conundrum are proposing will have several tangible benefits for Burbank, including:
● More jobs;
● Increased tourism;
● Safer communities;
● Tax revenue; and
● Customers to local businesses.
11 Bureau of Labor Statistics (2021). Average annual expenditures and characteristics of all consumer units, Consumer Expenditure Surveys, 2013-2020. https://www.bls.gov/cex/tables/calendar-year/mean/cu-all-multi-year- 2013-2020.pdf
12 Bureau of Labor Statistics. (2022). Average annual expenditures and characteristics of all consumer units, Consumer Expenditure Surveys, 2021-2021. https://www.bls.gov/cex/tables/calendar-year/mean/cu-all-multi-year- 2021.pdf
69 We detail these benefits in Section 10.6.
Due to limitations in the availability and affordability of venues, Conundrum has performed in other locations throughout the Valley, primarily North Hollywood. Much of our core audience attended those shows, but in a recent audience feedback survey, many audience members expressed a desire to see more Conundrum performances in Burbank. This indicates that the Burbank community feels a sense of pride in the arts and hopes to keep local arts organizations local. The Burbank YMCA has been a fixture of the local community for nearly a century and continues to grow its membership and programmatic offerings. Together, the Y and Conundrum are ideally positioned to meet the market demand for high-quality, varied arts and recreational programming that attracts the diversifying community.
10.3 Potential Program Partnerships
Both the Y and Conundrum have built relationships with other nonprofit organizations, arts organizations, individual artists, businesses, and partners. This section will describe existing partnerships that can be expanded to encompass programming at Burbank Center Stage. In addition, we have identified a number of new partnerships that can be found in Section 9.3. We have entered into preliminary discussions with all of these organizations.
10.3.1 Conundrum Theatre Company
Conundrum is the resident community theater company providing a significant portion of the educational, cultural, social, and recreational programming in this proposal and therefore is the primary partner in this proposal.
Conundrum has a strong reputation for being inclusive and collaborative with local businesses and other arts organizations. Their commitment to high-quality, inclusive theater continuously draws audiences. Conundrum’s board members, production teams, casts, and audiences have personally patronized our businesses and continue to add value to the local economy. See Appendix C for articles, photos, and testimonials from Conundrum’s recent performances.
10.3.2 BUSD, Burbank Community Dental Clinic, Noon Lions, and Public Library The Y has several partnerships already in place. In partnership with the BUSD, the Y runs Learn, Grow, Thrive, a summer learning camp designed to mitigate summer learning loss in a fun, creative way for children from low-income households who are behind in school. The Y has successfully run this program for over ten years, and they are looking to expand their programming and partnership in the new school year to offer the program year-round. BUSD provided $180,000 in funding to partially fund this program in 2022. Other Burbank organizations, such as the Burbank Community Dental Clinic, Burbank Noon Lions, and the Burbank Public Library provide programming and resources for the youth in this program. This already existing partnership with BUSD allows the Y to develop programming at the Burbank Center Stage that will provide youth in our schools educational, cultural, social and recreational opportunities. Technical theatre internships, acting/music/dance workshops, and summer camps will provide BUSD students the chance to experience the arts firsthand. 70 10.3.3 Providence
In partnership with Providence, the Y collaborated on their Live Well program, a health and wellness program targeted for people with pre-existing health conditions. This partnership has now shifted and the Y offers Rocksteady Boxing. Funded by the hospital, the program “gives people with Parkinson’s disease hope by improving their quality of life through a non-contact boxing-based fitness curriculum.” In addition, Providence has given the Y $400,000 in the past three years to provide health and wellness education for LGBTQIA+ youth in our Social Impact Center.
10.3.4 Woodbury University
Prior to the pandemic, the Y had an annual partnership with Woodbury University to oversee their summer camp Architecture and Fashion Design programs. With youth ranging from grades 3-8, the program offered a chance to learn from Woodbury students in conjunction with Y programming.
10.3.5 Showcase Basketball
In partnership with Showcase Basketball, the Y continues to teach the sport it invented in 1891.
Showcase Basketball provides high level basketball training in a fun, positive setting, accomplished by:
● Focusing on long-term growth over short-term gratification ● Treating families like family
● Caring more about the person rather than the player
● Encouraging mistakes
● Prioritizing effort, attitude, character, and teamwork ● Treating every task professionally and with attention to detail ● Focusing on the greater good
10.3.6 Kiwanis Club of Burbank
The Y hosts the weekly meetings of the Kiwanis Club of Burbank, often known as “Burbank Noon Kiwanis”. These meetings have been held at the Y for over 50 years.
10.3.7 Kiwanis Literacy Club of Burbank
Recently, the Y created a space for the Kiwanis Literacy Club of Burbank to store books donated to youth in need all across the country. The Y converted an unused space to allow for delivery, packaging, and storage of all materials as part of their youth outreach program to increase literacy skills.
10.3.8 Burbank Public Library and Burbank Human Relations Council The Y also currently partners with the Burbank Public Library and Burbank Human Relations Council to host “Community Circles”, a monthly discussion program that educates and facilitates discussion in our community about race and diversity.
10.4 Anticipated Facility Alterations
See Section 8 for detailed descriptions of anticipated facility alterations. 71 10.4.1 Burbank Bar Rental Fee Assumptions
According to LoopNet, there are currently five available bar retails spaces available for renting in Burbank. The locations, square footage, and price per square foot are listed below:
● 220-222 S. Glenoaks Blvd.: 1,251 square feet at $52.20 sf/yr = $5,441.85/month ● 2900 San Fernando Blvd.: 7,000 square feet at $36.00 sf/yr = $21,000/month ● 164 E. Palm Ave.: 1,485 square feet at $74.76 sf/yr = $9,251.55/month ● 210-212 E. Orange Grove: 1,015 square feet at $78.00 sf/yr = $6,597.50/month ● 3500 W. Olive Ave.: 1,000-104,232 square feet at $57.60-$58.80 sf/yr = $4,800- $510,736.80/month
10.4.2 Bar Installation/Upgrade Assumptions
Based on photos supplied by the City, the cost supplied would cover new cabinet doors and trim for top and bottom cabinets, new counter and bar tops, refinishing existing cabinets and bar surface. Cost also includes general labor, material and overhead: $6,500
10.4.3 Lobby Flooring Installation Assumptions
Based on the photos supplied by the City and the cost of reflooring the Y, the cost supplied would cover removal of existing flooring, surface preparation, new flooring, baseboard installation, and all applicable fees. Material to be used would be slip resistant vinyl flooring. Material costs have increased 45% since mid-2022, so an additional 5% material cost increase has been included: $25,000
10.4.4 Blackbox, Lighting, and Sound Assumptions
10.4.4.1 Black Box/Rehearsal Space
Converting the rehearsal space to create a rehearsal/blackbox space include the following upgrades and cost assumptions in Table 27 below.
Table 22 Blackbox/Rehearsal Space Upgrade Assumptions
Anticipated Cost
Painting $6,000
Flooring $10,000
Pipe/Drape $2,000
Chairs/Seating $2,000
Lighting Equipment (second hand/used) $7,000
Sound Equipment (second hand/used) $3,000
Total $30,000
72 10.4.4.2 Main Stage
If the Colony Theatre Company removes their lighting and sound equipment but any fixtures remain in the Burbank Center Stage, Table 28 below shows the cost assumptions based on these purchases.
Table 23 Main Stage Upgrade Assumptions
Anticipated Cost
Backstage upgrades (paint, carpet, etc.) $20,000
Lighting Equipment $5,000 - lightboard
$10,000 - stage lighting
$4,000 - accessories (barn doors, gels, etc.)
Sound Equipment $10,000 - speakers, monitors, etc.
$10,000 - body mics
$5,000 - soundboard
$3,000 - stand mics
$3,000 - cabling, misc.
Total $75,000
10.4.5 Outdoor Signage Assumptions
Based on the anticipated size of the sign, we have estimated $10,000 for removing the Colony signage and replacing it with the new theater name.
10.5 Other YMCA Models
10.5.1 YMCA Theatre Operators
The West Side YMCA, located at 10 West 64th Street in New York, between Lincoln Center Plaza and Central Park, operates the Marjorie S. Deane Little Theater. It is a 145-seat proscenium space that provides “live performances, industry showcases, professional performances, film screenings, board meetings, lectures, readings, rehearsals, workshops and more. It is a non-profit, Off-Broadway Theater exists to:
● Encourage the creative spirit in young people.
● Empower, educate, and maximize the potential of the young people and emerging artists. ● Serve our community by providing affordable and high-quality professional arts performances, programming, training, and education.
● Create and launch new and innovative works that inspire, entertain, and reflect our diverse community.
● Further the YMCA of Greater New York’s mission of building healthy bodies, healthy minds, and healthy spirits.”
Another theatre space in New York called the Theater at the 14th Street Y, is run by the Young Men’s Hebrew Association. The mission of the space focuses on social awareness and change through big picture narrative. They support “the creation of new art and culture by placing artists at the heart of the 73 14th Street Y community, and specifically by providing the space, time and resources needed to create new work.” In its 2015-1016 season, the Y had over 205 performances and 12,825 audience members.
In 2016, they “launched its first ever, fully curated Theater/Dance Series, moving away from a strictly “rental” model and into an organization that co-presents work. The 14th Street Y endeavors to be true incubators of artists and hopefully reduce the financial strain NYC independent artists feel in producing their work.”
10.5.2 YMCAs and City Partnerships
The YMCA of the Pikes Peak Region, in partnership with the City of Colorado Springs, operates and manages the Cottonwood Creek Family Center YMCA. The facility houses an indoor wave pool, a spiral water slide, a lazy river and numerous recreational activities. The facility is free for YMCA members, and nonmembers pay day rates between $10-$40.
The Kirkwood Family YMCA in Missouri partnered with the city of Kirkwood to operate their community center. The partnership has the City maintaining ownership of the center, but the YMCA manages all other operations and programs of the space.
In 2006, the YMCA of Santa Clara Valley and their city agreed to cooperatively operate the city’s new Centennial Recreation Center. The space “was built to promote multi-generational interaction and advance the physical well-being of [their] community. As partners, the city and YMCA…provide high quality health and fitness, youth, teen, family, and senior programs for Morgan Hill residents and the surrounding community to enjoy!”
10.6 Reasons to Invest in Theatre
There has been significant research demonstrating the multiple positive impacts of a robust investment in arts programming.
● Arts bring employment: Industries that are planning relocation or expansion place great emphasis on a healthy cultural climate. In a past survey conducted by the Joint Legislative Committee on Cultural Affairs, 99% of the chief executive officers who were questioned stated that the availability of cultural activities in an area is an important consideration in choosing a new location. More arts mean more jobs.
● Arts bring tourism: The Travel Industry Association of America was commissioned by Partners in Tourism to add a series of questions to its January 2001 National Travel Survey. The purpose was to determine the length of time that travelers extend their trips because of cultural activities or events. According to the results, 2/3 (65%) of American adult travelers say they included a cultural, arts, heritage, or historic activity or event while on a trip of 50+ miles, one-way, in the past year. This equates to 92.7 million cultural travelers. Of particular relevance, surveyed travelers chose live theater (23%), art galleries (21%), heritage or ethnic festivals (20%), and music concerts (19%) as key cultural events during travel—all events proposed by the Y. ● Arts make communities safer: Communities with arts and culture organizations are seen as safer by their residents; they bring residents closer together, and the arts act as a bridge between the community and police.
● Arts bring tax revenues to cities: The arts and culture generate tax revenue far beyond any government investment, adding dollars to city coffers and helping city budgets. For example, the 74 arts constitute a bigger share of America’s GDP than construction or agriculture. And on average, for every dollar invested into the nonprofit arts, six dollars in taxes are generated. ● Arts bring customers: Arts also lift surrounding businesses. Every audience member who chooses to go to a show, movie or event at the Burbank Center Stage will also likely choose a nearby restaurant or bar before or after the show. Given the central location, these guests are also likely to visit the many shops in the mall and downtown Burbank. A steady slate of desirable programming in a centrally located space will bring consumers to our businesses. This is a thrilling prospect as we all work to recover from the pandemic’s lasting impact.
10.6.1 Benefits of Drama Education13
Drama education boosts social, emotional, and cognitive outcomes through developing of oral language skills, building self-confidence and self-esteem, boosting reading, writing and comprehension skills, improving social skills, nurturing self-expression and emotional regulation, enhancing self- concept, promoting sophisticated moral reasoning, training critical listening skills, fostering growth, encouraging empathy, developing problem-solving skills, inspiring intercultural sensitivity, enhancing creative thinking, building conflict-resolution skills and independence, increasing resilience to stress, and reducing problem behavior.
10.6.2 How Art Works System Map14
The National Endowment for the Arts produced a system map about how art works (Figure 18) at a human, community, and societal level. Creation and participation in the arts benefits individuals cognitively and emotionally, communities economically and civically, and creates a broader societal capacity to innovate and express ideas. Creation and participation in the arts however cannot occur without robust arts infrastructure and education/training. Our proposal ensures both the infrastructure and education and training required for Burbank residents to create and participate in art in our community.
Figure 18 How Art Works System Map
13 Spicer, N. (2021, July 23). 21 Evidence-Based Benefits of Drama and Theater Education. WeTheParents. https://wetheparents.org/drama-benefits
14 https://www.arts.gov/sites/default/files/How-Art-Works_0.pdf
75 10.6.3 Why Theatre Is Important15
Theatre enriches the minds of those who participate in it and those who consume it by increasing empathy and connection to community, influencing introspection, and increasing development.
Diverse, inclusive theater opens participants and audiences to differing perspectives, changing attitudes towards racial discrimination, income inequality, welfare, corporate regulations, wealth redistribution, and affirmative action. It also influences charitable giving. As arts education programs are cut or decreased in Burbank and the greater Los Angeles area, small arts nonprofits often step up to fill in the gaps, providing a place for learning, discovery, and understanding.
15 Popescu, C. (2022, March 27). Why Theatre Is Important. Luminato Festival Toronto. https://luminatofestival.com/blog-why-theatre-is-important/ 76 11. Sublease and Operating Agreement
Please find below a high-level list of suggested questions or issues. We would anticipate discussing these same matters during negotiations if our bid is selected. The below list is not a comprehensive list of the comments and issues we may need to address.
Furthermore, we have not listed below minor revisions that we might make to the sublease agreement for which we do not expect there to be substantial differences between the parties. Please let us know if you have any questions or want to discuss further.
1. Early Termination. We would like to discuss whether such a right is appropriate, and under what conditions (e.g., for cause). For example, as discussed in greater detail in Section [ ] of the RFP response, we anticipate an initial period of investment before our theater operations a generate a profit (which would thereafter be shared); early termination by the City during this period, absent a material default or similar event, would be counterproductive.
2. City Maintenance and Capital Expenditures. We note the placeholder in 7(b) and Exhibit C for capital repairs that the City will be responsible for, and more generally look forward to more specifically delineating which capital and maintenance costs the City will retain.
3. Conditions of City Usage. We gladly accept that the City would like to retain the right to use the premises for a certain number of days (and appreciate the provisions regarding payment for services required by such usage). We expect that additional details and parameters of such usage will be fleshed out in negotiation.
4. Inherited Contracts. We will need to understand the costs and obligations related to any existing 2023 contracts that we will be inheriting.
5. Permits/Licenses. We understand and accept in principle our obligation to attain all permits/licenses necessary to operate. However, as part of our later diligence, we would expect to develop a comprehensive understanding of the scope of this obligation, including those permits/licenses for which the City’s cooperation may be helpful.
6. Redevelopment of the Mall. As we understand that the mall in which the Center Stage is located may be redeveloped in the future, we will want to understand to the extent possible the likelihood and timing of such redevelopment, and provide for such potentiality in the sublease (including provisions to ensure that we are made whole for any investment whose payoff or expected useful life is cut short).
7. Historical Maintenance Costs. As part of our diligence to understand the scope of our obligations under the Master Lease and REA, we would ask to review available records documenting past maintenance obligations and costs incurred by Colony.
77 Appendix A: Proof of Good Standing with California
Secretary of State (The Y)
Appendix B: Tax Exemption Status (The Y)
78 79
80 Appendix C: Proof of Good Standing with California
Secretary of State (Conundrum)
81 Appendix D: Tax Exemption Status (Conundrum)
82 83
Appendix E: Conundrum’s Past Performances
“I like that you are an outlet for
people with traditional 9-5 jobs
who still yearn to be on stage.”
“I have seen Conundrum
performances in the past and
am excited about the high
caliber of artists who work with
the company. The
contemporary staging is also
very interesting to me.”
“I love the inclusivity and
diversity in your projects and
casting, that is a mission I align
with!”
“I grew up doing theatre and I
really resonate with high quality
performances as trained
experienced artists who also
have day jobs. I love the
inclusivity and artistry that
conundrum strives to maintain
and celebrate.”
“I love theatre, I love your
diversity, your accessibility
and overall awesomeness.”
“I saw your production of RENT
and have heard glowing
reviews from the cast members
about their enjoyment in it! I like
Conundrum’s commitment to
diversity and inclusion in the
musical theater space and
would love to be part of your
group.”
“I love the idea of
collaboration, diversity, and
education, especially
education in the arts, and
Conundrum incorporates all of
these keywords that I strive to
work for and by every day!”
“What resonates is the
emphasis put on diversity of all
representations. Everyone is
integral to the overall landscape
of Conundrum, and I find that
very cool.”
“After seeing your recent
production of Rent, I resonated
deeply with the diversity of the
cast, and how you practice
nontraditional casting.”
“I would love the chance to get
back into acting on the stage
and have a new creative outlet
beyond my daily work.”
“I am a new transplant to LA
from New York and have
enjoyed finding a home in the
valley. I currently teach music
privately, however I leave my
nights open to make new
friends, make art, and tell
stories.”
“I love the safe and inclusive
environment Conundrum
creates and find it to be
wonderful for creating and
performing as a newcomer.”
“I have seen a few of the
productions The Conundrum
has put on and they have all
been amazing! I would love to
be a part of this amazing
company and meet new
people. The friends that I've
gotten to see in your
productions have only told me
“The entire Conundrum Theater
Mission statement resonates
with me. We are all creatives
with a passion for the arts -
and no matter what we do for
income the arts will always be a
part of our lives - and even
sometimes part or all of our
income! I appreciate that
“I am an artist who advocates
heavily for the creation of
accessible, diverse, and
inclusive theater spaces. I
believe that theater is for all and
everyone who wants to have
access to it, and I see that type
of work in Conundrum- Like the
fact that you welcome artists
84 such great things and I would
love to experience what they all
have, as well as putting on a
great show! I love how there are
so many opportunities you
provide for actors to build new
skills and just grow. Although I
haven't attended your piano
night ... yet. Conundrum already
feels like a safe place and I
would love to be apart of that : )”
Conundrum puts out lesser
known works and original works
for the public as well as offering
artists the opportunity to
collaborate.”
who may have a different day
job does a lot for the
community- It makes it
accessible and that opens
doors for many of us! Overall,
your commitment to establish
relationships with your
community is something that I
am interested in.”
“I am really drawn to
Conundrum Theatre because
like your mission statement
mentions you are accepting to
all, so am I. I have been an ally
to many of my friends in the
LGBTQ+ community and am
open to being friends with all
walks of life.”
“I have been turned down for
roles because of my ethnicity
and have never fit into the
white/European descent type
role. I love that this theatre
company strives to push
boundaries.”
“I love theater and feel like this
is a safe community to get a
start in. It is also an affordable
experience for my friends and
family to be able to see my
work!”
“I like that it’s shows done by
the community for the
community.”
“I like that you offer classes
and workshops for the
community, as I'm looking to get
back into musical theatre and
am excited to increase my
skills”
“What I love most about the
Conundrum mission is the
commitment to diversity, being
a POC performer myself. I also
love the educational aspect as I
am always looking for new
environments to learn from!”
“The thing that stuck out to me
was the statement of bringing
high quality productions to
people who normally couldn't
afford it. I thought that was
really cool. Especially as
someone who uses
performance as their emotional
outlet, I think it's so important
that we share that with people
who need it."
“I’m finding that my mental
health takes a toll when I don’t
have a creative outlet and I
think a lot of us actors feel this
way. Conundrum seems like a
great and understanding place
that allows us to hone our craft
while continuing to pay the
bills!”
“The mission of Conundrum is
incredible to me. As a lifelong
performer who ended up
working on the corporate side of
entertainment after college, I
never thought I would have the
opportunity to be on stage
maybe ever again. The idea of
having a space dedicated to
individuals who love theater but
chose a different path is
wonderful and a community I
would love to be a part of.”
“I have been following the
Conundrum Instagram page for
some time now after
“I absolutely love your
commitment to color
“As a Latinx person, it can be
really difficult to take the stage
due to theatres still following
85 recommendation from a friend
and the positivity and passion
through the posts of recent
projects, events, and workshops
made me really want to audition
for a show.”
conscious casting and non
traditional casting!”
traditional routes that don’t cater
to diversity. Although this is
changing, this still very much is
present in many community
theatres and beyond.”
“I was very impressed by recent
performances of 'Rent’ and
‘Cabaret’. As an audience, I felt
those shows were presented
with love and passion, it
moved my heart. I really love
the fact that Conundrum theatre
is opening the door and being
equal for everyone.”
86 87
88 89
Burbank Leader Wild Party Article:
https://burbankleader.outlooknewspapers.com/2022/07/07/conundrum-theatre-company-gets-wild-with-new-musical/
90 91
"I had the pleasure to work with Conundrum as their guitar player for their 2021 production of Fun Home. The musical director Lisa Sedares was an absolute joy to work with. The entire cast and crew were some of the most talented and professional players I have ever done a show with. I look forward to the next time they need a guitarist!" -Ken Lasaine "What a beautiful and extremely moving performance. I felt it all." - Audience Member
92 93
Social Impact Center Drive In Concert
https://outlooknewspapers.com/Burbank-YMCA-conundrum-theatre-fundraiser/ https://myburbank.com/burbank-community-ymca-celebrates-opening-of-first-lgbtqia-resource-center-in-the-citys- history-with-ribbon-cutting-ceremony/
94 Appendix F: The Y facilities site plans, dimensions, and photographs
Burbank Community YMCA Main Building
95 96
‘
97 98
Photograph of the outside of the main YMCA building
Photograph of the inside of the main YMCA building
Photograph of the pool facilities inside the main YMCA building
99 Photograph of one of the workout spaces inside the main YMCA building
Photograph of the Social Impact Center inside the main YMCA building
100
Child Development Center
101
102
Photograph of the outside of the Child Development Center
Photographs of children playing inside and outside of the Child Development Center
103
Horace Mann Child Development Center
104
Photograph of the front of the Horace Mann Child Development Center
Photograph of the back of the Horace Mann Child Development Center
105
Photographs of the outside of the Horace Mann Child Development Center
106
Learn, Grow, Thrive (Emerson Elementary/Luther Burbank Middle)
Photograph of the outside of Emerson Elementary
Photograph of the outside of Luther Burbank Middle School
107
Photographs from the Learn, Grow, Thrive program
108
Brace Canyon Park
Photographs of the facilities at Brace Canyon Park
109
The Annex
Photograph of the inside of the Annex
Photograph of the kitchen inside the Annex
Photograph of the inside of the Annex
110
Appendix G: Venue Benchmarking
Venues With Over 200 Seats
Name Category Location Seat
Count Programming Average Admission Prices Rental Fees
Minimum
Average
Daily
Rate
Website
“Landmark
Theater”
Operator Beverly
Hills
2000 N/A N/A $1,000/hr with
6 hour
minimum
$6000.00 https://www.peerspace.co
m/pages/listings/62cf3a6
82499a10273b86034?sor
t_order=1
“Iconic
Hollywood
Theater”
Operator Hollywood 200 N/A N/A $650/hr with 4
hour minimum
$2600.00 https://www.peerspace.co
m/pages/listings/614abb6
08c75a3000c3b66c4?sor
t_order=4
“Vintage
Downtown
Inglewood
Theater”
Operator Inglewood 300 N/A N/A $400/hr with 4
hour minimum
$1600.00 https://www.peerspace.co
m/pages/listings/5fc7caa
e23b751000c09aa29?sor
t_order=2
Colony Theater Equity Burbank 266 The Colony continues to produce and program innovative, cutting edge
shows and events appropriate for all
ages, while being a launching pad for
Broadway and Off- Broadway shows,
as well as a performing destination for
LA and Broadway's brightest stars and
productions, a space for top casting
directors to cast, filmmakers to shoot,
and the community to engage.
Ticket prices for upcoming production
of Calvin Berger are $55.
$10,000/week
or $1,500/day
$1,500.00 https://www.colonytheatr
e.org/
El Portal Theater:
Mainstage
Operator North
Hollywood
360 Variety of different shows, from
comedy to live music to solo shows to
plays or musicals. Variety of rental
purposes.
$25-40 on average, but some shows
have tickets ranging from $65-90
Mainstage
single day:
$3,500 plus
labor
$3,500.00 https://elportaltheatre.co
m/
111
Canyon Theatre
Guild
Community Santa
Clarita
277 9-show season. Classic big musicals
mixed with some lesser known
comedies. They also have youth
workshops, costing approx $350 each.
Their upcoming shows tickets range
from $25-50; it is not a part of their
season. The show after that, which is
a part of their season, has $19
student tickets and $23 adult tickets.
They also offer
memberships ranging
from $99-$1,000.
Venue not
open to
outside renters
N/A https://www.canyontheat
re.org/
Morgan Wixson Community Santa
Monica
225 A cultural hub providing a wide
ranging, fully inclusive theatrical
experience for the community. Mix of
adult only and youth productions. Also
offer performing arts workshops
(mainly for kids but one for adults as
well) costing $300-425 per a
"semester." They run out of their own
venue that they own.
General admission for their upcoming
show ranges from $12-15. It says they
offer subscriptions/memberships but
it's a dead link on their site.
Does not allow
public
performances
from other
producing
companies
N/A https://www.morgan-
wixson.org/
AVERAGE
DAILY RATE $3040.00
25%
DISCOUNTED
DAILY RATE
$2280.00
112
Venues With Under 100 Seats
Name Category Location Seat
Count Programming Average Admission Prices Rental Fees
Minimum
Average
Daily Rate
Website
Actors Co-Op
Theatre Company
Equity Los
Angeles
99 Christian Theatre with equity
membership (so AEA members
can perform without a contract).
Spring season has two plays.
Company members can also
produce shows and they have
mention of shows that can tour to
you.
Their upcoming co-op (member
produced) show is $10 +$1 fee.
Their plays from the main season
do not have ticket prices listed yet.
N/A N/A https://www.actorsco-
op.org/
Greenway Court
Theatre/Greenway
Arts
Alliance/Fairfax
High School
Theater
Equity Los
Angeles
99 Greenway has opened its door to
many main-stage productions,
weekly open mic poetry, festivals
and world premieres that have
moved to larger venues and
toured across the country.
Greenway also hosts student
productions, internships and
workshops through the Greenway
Institute for the Arts.
Currently has an open mic poetry
every Tuesday w/ a $10 donation
N/A N/A https://greenwaycourtth
eatre.org/
Fountain Theatre Equity Los
Angeles
83 Year-round season of fully-
produced plays, presenters of
Flamenco in Los Angeles, and
educational outreach programs.
Their upcoming show runs 28
performances with tickets
available for $27.50-49 including
fees and $5 for parking (cash).
They also offer a "fountain theatre
flex pass" that comes with free
parking, vip seatings, and 4 tickets
to use as they please with no
restrictions, blackouts, fees, or
expiration dates for $120
N/A N/A https://www.fountainthe
atre.com/
113
Kentwood Players
at Westchester
Playhouse
Community Los
Angeles
80 Since 1950 Kentwood Players has
been presenting high quality
theatre at affordable prices. We
performed at various venues
throughout the 1950’s but
Westchester Playhouse became
our home in 1961. Our theater
has undergone many
improvements and modifications
throughout the last 60+ years.
Come to our theater and check
out one of our latest
improvements - our brand new air
filtration system generating
comfort and safety in all seasons!
N/A N/A https://www.kentwoodpl
ayers.org/
Skylight Theatre New Works Los
Angeles
70 Most recent season produced
three world premiere plays. They
also have various opportunities
available for new playwrights to
have a community and get their
work produced. Goal is to be a
launching ground for new artists
(playwrights?).
Their most recent event was free.
It states on their site they have a
limited number of $20 discount
tickets during their normal season,
so it's safe to assume tickets are
usually more than $20.
N/A N/A https://skylighttheatre.or
g/
El Portal Theater:
Forum
Operator North
Hollywood
74 Variety of different shows, from
comedy to live music to solo
shows to plays or musicals.
Variety of rental purposes.
$25-40 on average, but some
shows have tickets ranging from
$65-90
Monroe
Forum:
$1000/day
plus labor
$1000.00 https://elportaltheatre.c
om/
“Theater Stage
and Auditorium
with large LED
Screen”
Operator San
Gabriel
70 N/A N/A $150/hr with
5 hour
minimum
$750.00 https://www.peerspace.
com/pages/listings/632
a65bea88a46000f75c9
9b?sort_order=9
Victory Center
Theater
New Works Burbank 93 They have their own shows they
produce and rent the theatre out,
it appears mainly for other
theatrical productions. They also
have an acting studio, offering two
classes that meet weekly or twice
a week and two classes that are
offered twice yearly.
Their upcoming mainstage has
$25 general admission and $40
preferred seating. No upcoming
shows in little victory, so prices are
n/a.
$560 per
performance,
$40 an hour
for Rehearsal
$560.00 https://www.thevictoryth
eatrecenter.org/
114
Broadwater Operator Hollywood 99 Home of Sacred Fools theater company and affiliated with the
Hollywood Fringe Festival.
Many rentals such as one person
shows, showcases, full on musical
or play productions, movie nights,
comedy, improv, readings, etc.
Ticket prices range based on the
production house that rents the
space, $10-$40 in December-
March.
$550
(discounted
flat rate for
the entire
day)
$250-$350
(evening
rates for
Mon-Thu)
$575
(evening
performance)
$425
(matinee
performance,
flat mid-week
rate)
$500.00 https://www.thebroadw
aterla.com/
“Elegant and
Affordable
Theater”
Operator North
Hollywood
60 N/A N/A $100/hr with
4 hour
minimum
$400.00 https://www.peerspace.
com/pages/listings/617
7853f84ac33000eae29
60?sort_order=14
“Enchanting
Theatre in
Larchmont Village”
Operator Larchmont
Village
50 N/A N/A $100/hr with
4 hour
minimum
$400.00 https://www.peerspace.
com/pages/listings/5a5
7ecd98f71e2b1006aa3
56?sort_order=15
Two Roads
Theatre
Operator North
Hollywood
58 Equity-waiver playhouse,
available for professional plays
and productions, live comedy and
music shows, film screenings,
seminars, classes, workshops,
private parties and more.
Ticket prices range based on the
production house that rents the
space, upcoming shows in
January and February are $25.
$250 for
matinee slot,
$500 for
evening slot,
4 hours per
slot
often willing
to negotiate
$375.00 http://www.lifebookactin
g.com/tworoadstheater/
115
Zephyr Theatre Operator Hollywood 74 Hosting plays, musicals, reading, meetings, auditions, screenings,
comedy, improv, filming, and
performance-based classes.
Ticket prices range based on the
production house that rents the
space, $20-$25 in January and
February.
$2200 a
weekend
which
includes 3
performance
s a weekend
and a week
of daytime
tech prior to
opening
Additional
costs:
security
deposit
($500) plus
two types of
insurance
$315.00 https://www.zephyrthea
tre.com/
“Noho Arts District
Theatre”
Operator North
Hollywood
60 N/A N/A $100/hr with
3 hour
minimum
$300.00 https://www.peerspace.
com/pages/listings/635
76bf9ab68cd000ef144f
6?sort_order=33
LA Connection
Comedy
Improv Burbank 80 Improv shows, classes, and
workshops. Can also rent the
theatre for "Reservations/
Birthdays/ Group Rates/ Camps/
Corporate Events/ Kids/ Teens/
Adult/ Performance Groups."
All upcoming shows are $10 $200/day $200.00 http://laconnectioncome dy.com/
“Black Box
Theatre in East
Hollywood”
Operator Hollywood 99 N/A N/A $99/hr with 2
hour
minimum
$198.00 https://www.peerspace.
com/pages/listings/5bd
223adbfec8d000c4c69
7a?sort_order=6
“Beverly
Grove/Fairfax
Intimate 50 Seat
Theater”
Operator Central LA 50 N/A N/A $95/hr with 2
hour
minimum
$190.00 https://www.peerspace.
com/pages/listings/628
cc6b3c986d7000e9885
ec?sort_order=11
“Black Box
Theatre In The
Heart Of Sherman
Oaks”
Operator Sherman
Oaks
45 N/A N/A $80/hr with 2
hour
minimum
$160.00 https://www.peerspace.
com/pages/listings/62b
d5fe1fa7311000e2291
6f?sort_order=9
“Intimate Black
Box Theater”
Operator Hollywood 50 N/A N/A $79/hr with 2
hour
minimum
$158.00 https://www.peerspace.
com/pages/listings/5a9
61d162022f55600ce40
a6?sort_order=1
AVERAGE DAILY
RATE
$393.29
116
25%
DISCOUNTED
DAILY RATE
$294.96
117
Appendix H: Letters from Partners
Arts Organizations
Musicians at Play
118
119
NCo Creations
120
The Victory Theatre Center
121
New Musicals Inc
122
GALAS
123
Thespihonest Theatre Company
124
LA Contemporary Dance Company/Stomping Ground LA
125
The Nitecap
126
Somos Familia Valle
127
Art Time Presents
128
TACO LA
129
VocArte
130
A Star Is Born Parent & Me
131
14/48 Hollywood
132
Burbank Arts and Education Foundation
133
The StageCrafts
134
Individual Artists/Community Members
Senator Anthony J. Portantino
135
Dan Gonda
136
Jonny Perl
137
Bianca Turner
138
Laser The Boy/The DoubleClicks
139
Roberta Grande Reynolds
140
Matthew Namik
141
Amy Storkel
142
Angelique Fustukjian
143
Local Businesses
Lusanet Collective
144
Rotary Club of Burbank
145
Finney’s Crafthouse
146
Urban Press Winery
147
Hilton Burbank
148
Los Angeles Valley College (LAVC) Rainbow Pride Center
149
FitHappensLA
150
MOCEAN
151
Burbank Chamber of Commerce
152
Over/Under Public House
153
Dunkin’ Burbank
154
Appendix I: Burbank Demographics
155
156
Appendix J: Agreement between BUSD and the Y
157
158
159
160
161
162
163
164
Appendix K: Agreement between Learn, Grow, Thrive and BUSD
165
166
167
168
Appendix L: Brace Canyon Lease Agreement
169
170
171
172
173
174
175
Appendix M: The Annex
176
177
178
179
180
181
182
183
184
185
186
187
Appendix N: Form 990s for the Y Years 2019-2021
Please see hardcopy provided in the envelope marked “Confidential” for financial information about the Burbank Community YMCA and Conundrum Theatre Company.
188
Appendix O: Audits
Please see hardcopy provided in the envelope marked “Confidential” for financial information about the Burbank Community YMCA and Conundrum Theatre Company.
189
Appendix P: Learn, Grow, Thrive Lease Agreement
190
191
192
193
194
195
196
197
Appendix Q: Compliance Matrix
Title
Section V -
Proposal
Structure
Section VII -
Selection Process
YMCA Proposal
Section
Compliant?
(Yes/No) Comments
1. Cover Letter
Provide a cover letter describing the Proposer, the name and address of the entity submitting the proposal, and the name, address, telephone number, and email of the person or persons who will serve as the Proposer’s principal contact person authorized to make representations on behalf of the Proposer. The letter must bear the signature of the person having proper legal authority to make the proposal for the entity. V.1 1 Yes
2. Table of Contents
Provide a table of contents listing the individual sections of the proposal and their corresponding page numbers. V.2 2 Yes
3. Executive Summary
Provide a 1-2 page overview of the entire proposal describing the most important elements of the proposal and summarize key benefits of the proposal for the Burbank community, including but not limited to how the proposed use will provide educational, cultural, social, or recreational activities to the general public. V.3 3 Yes
4. Qualifications - Proposer Identification
Organization/Proposer Legal name and address V.4.a.i
VII.2.a Qualifications and Prior
Experience of Proposer (10
points)
i. Experience and qualifications
of Proposer in managing and
operating similar facilities will
be considered, as well as
overall financial health of the
Proposer’s organization,
management and governance
structure, and key leadership.
4.1.1, 4.2.1 Yes
EIN – IRS issued Employer Identification Number V.4.a.ii 4.1.1, 4.2.1 Yes Year established V.4.a.iii 4.1.1, 4.2.1 Yes
Legal form of company (partnership, corporation, nonprofit, etc.) and years in business. Include documentation showing all members or partners in the company structure.
V.4.a.iv
4.1.1, 4.2.1 Yes
Proof of good standing with the California Secretary of State Appendix A, Appendix C Yes If tax-exempt, proof of federal, state, and/or local tax-exempt status, including any determination/verification by the Los Angeles County Office of the Assessor of property tax-exempt status Appendix B, Appendix D Yes 198
If Proposer is a wholly-owned subsidiary of a parent company, provide the legal name and form of the parent company. V.4.a.v 4.1.1, 4.2.1 Yes Official website, if available V.4.a.vi 4.1.2, 4.2.2 Yes Social Media accounts (as available) – Facebook, Twitter, Instagram, etc. V.4.a.vii 4.1.2, 4.2.2 Yes Mission Statement, if available V.4.a.viii 4.1.3, 4.2.3 Yes Vision Statement, if available V.4.a.ix 4.2.3 Yes
Identification of any possible conflicts of interests; past or pending litigation with the City or any other public or private entity; and any past or pending civil or criminal investigations, including any past or pending litigation related to the Burbank Center Stage, ONNI BURBANK TOWN CENTER LLC, CAPREF Burbank LLC, or the Burbank Town Center. V.b 4.1.5 Yes Previous Contracts with City - The Proposer shall submit a list of any project contract awards or amendments awarded by the City to the Proposer in the last three (3) years. The list shall include a short description of the project, brief summary of the project scope of work, award date, completion date, City project manager, and contract value. V.c n/a Yes
5. Qualifications - Proposer's Previous Operating Experience Any relevant experience working with public entities on a rental agreement basis. V.5.a
VII.2.a Qualifications and Prior
Experience of Proposer (10
points)
i. Experience and qualifications
of Proposer in managing and
operating similar facilities will
be considered, as well as
overall financial health of the
Proposer’s organization,
management and governance
structure, and key leadership.
5.1.1, 5.2.1.3, 5.2.1.4 Yes
Any relevant experience operating and managing a similar facility. For each facility, please provide: V.5.b 5.1.2 Yes
Location, site plan, and photographs; V.5.b.i Appendix F Yes Facility dimensions, size/capacity, and amenities; V.5.b.ii Appendix F, 5.1.2.1.1,
5.1.2.2.1, 5.1.2.3.1,
5.1.2.4.1, 5.1.2.5.1,
5.1.2.6.1 Yes
Rental timeline/length of agreement and any contract extensions; V.5.b.iii Appendix J, Appendix K,
Appendix L, Appendix M,
Appendix P Yes
Rental fees payable; V.5.b.iv
5.2.1.3, 5.2.1.4, 5.2.1.5,
5.2.1.6 Yes
Description of the most recent annual schedule of events, including dates when such schedule was in effect; V.5.b.v
5.1.2.1.2, 5.1.2.2.2,
5.1.2.3.2, 5.1.2.4.2, Yes
199
5.1.2.5.2, 5.1.2.6.2,
5.2.1.3, 5.2.2, 5.2,3,
5.2.4 Annual attendance/visitors at the facility during the last three (3) years that Proposer operated/managed the facility; V.5.b.vi
5.1.2.1.3, 5.1.2.2.3,
5.1.2.3.3, 5.1.2.4.3,
5.1.2.5.3, 5.1.2.6.3, 5.2.6 Yes
General description of the environment in which the facility operated, such as population size, demographic characteristics, competitive environment, etc.; V.5.b.vii 5.1.4, 5.2.7 Yes
Operating plan including key operating features, such as: Operating budget (revenues and expenses) during the last three (3) years that Proposer managed/operated the facility; V.5.b.viii
5.1.2.1.4, 5.1.2.2.4,
5.1.2.3.4, 5.1.2.4.4,
5.1.5, 5.2.5, 5.2.8 Yes
Copy of land use agreement (lease or other) if applicable; V.5.b.ix Appendix J, Appendix K,
Appendix L, Appendix M,
Appendix P Yes
Management/owner and landlord/public agency contact (if applicable) of the facility during Proposer’s operation/management of the facility. V.5.b.x Appendix J, Appendix K,
Appendix L, Appendix M,
Appendix P Yes
6. Qualifications – Proposer’s Governance Information and Key Leadership Proposer’s highest ranking paid employee (CEO, Executive Director, etc.).
Provide full name, title, telephone number, email address, date when started in current role (month and year), and brief description of professional background. V.6.a
VII.2.a Qualifications and Prior
Experience of Proposer (10
points)
i. Experience and qualifications
of Proposer in managing and
operating similar facilities will
be considered, as well as
overall financial health of the
Proposer’s organization,
management and governance
structure, and key leadership.
6.1.1, 6.2.1 Yes
Proposer’s Board Chair, if applicable. Provide full name, title, telephone number, email address, date when started in current role (month and year), and brief description of professional background. V.6.b 6.1.2, 6.2.2 Yes If applicable, provide a listing of all Board Members including a brief description of their areas or professional expertise, whether current or retired (e.g. law, accounting, health care, academic, etc.). V.6.c 6.1.3, 6.2.3 Yes If applicable, provide a listing of all Board Committees. V.6.d 6.1.4, 6.2.4 Yes
7. Qualifications – Proposer’s Financial Information
One (1) copy of CPA firm-audited (or CPA firm-reviewed) annual financial statements for the Proposer’s most recent fiscal year and two (2) previous years; V.7.a
VII.2.a Qualifications and Prior
Experience of Proposer (10
points) Appendix O Yes
200
Tax returns (or Schedule C if a sole proprietorship) for the most recent fiscal year and two (2) previous years. Please redact any personal information such as a social security number, etc. V.7.b
i. Experience and qualifications
of Proposer in managing and
operating similar facilities will
be considered, as well as
overall financial health of the
Proposer’s organization,
management and governance
structure, and key leadership.
n/a n/a
Form 990 (if tax-exempt) for the most recent fiscal year and two (2) previous years. V.7.c Appendix N Yes
Summary of operating revenues and expenses in the most recent fiscal year and two (2) previous years, broken out per revenue and expense area. If total operating expenses exceeded total revenue in any of the last three (3) years, explain the reason for the deficit, indicate the size of any endowment, and steps taken to address the shortfall. V.7.d 7.1, 7.2 Yes State whether the Proposer has filed for bankruptcy in the last ten (10) years and provide any other relevant financial information. V.7.e 7.1 Yes
8. Financial Statement and Proposed Financial Terms
Specify key financial components of the proposal related to the management and operation of the Facility. This should include proposed monthly rental fee or other revenue sharing terms with the City, cost and revenue projections, and the Proposer’s financing strategy. At a minimum, this should include the following: V.8
VII.2.b Proposed Use and
Business Plan (20 points)
i. Quality and nature of
proposed programming for the
Facility will be considered, as
well as financial and
operational viability of the
proposed business plan and its
long- term potential to maintain
the Burbank Center Stage as a
vibrant center for educational,
cultural, social, and recreational
activity for Burbank residents.
ii. Identify any business plans to
reinvest proceeds to support
educational, cultural, social,
and recreational activity for the
community.
iii. Identify any business plans
to provide subsidies in the form
of reduced rates to resident
nonprofit groups.
8 Yes
The proposed rent, including base rent, participation rent, proposed escalations, rent features, revenue sharing, and/or other significant features of the sublease. The final rental fee or financial arrangement with the City will be negotiated and confirmed during contract negotiations with the selected Operator and will remain valid for the initial contract term of five (5) years. The rate may be subject to renegotiation prior to any contract extension. V.8.a 8.1, 8.3 Yes
Provide detailed operating revenue and expense estimates for the first five (5) years of operation. V.8.b 8.3, Table 19, Table 20 Yes An overview of the financing and/or fundraising plan to support Facility operations in the first five (5) years of operation (limit 500 words or less), including: V.8.c 8.1 Yes
Anticipated income from admissions V.8.c.i 8.3 Yes
Anticipated income from community/civic group rentals, if applicable V.8.c.ii 8.3 Yes Anticipated income from private/commercial rentals, if applicable V.8.c.iii 8.3 Yes Anticipated Board giving, if applicable V.8.c.iv 8.1 Yes 201
Estimated donations from individuals, corporations, and foundations, if applicable V.8.c.v
VII.2.d. Proposed Rate (10
Points)
i. The competitiveness of the
proposed monthly rate
(including revenue sharing and
capital investments, as may be
applicable) payable to the City
for the use of the Facility will be
considered.
8.1 Yes
Brief outline of any anticipated fundraising events, galas, etc., if applicable V.8.c.vi 8.1 Yes If applicable, include a brief description of and rationale for any initial or future capital investment, facility alterations, or building improvements the Proposer would make within the first five (5) years of operations to reflect the needs of the proposed programming and Facility usage, including estimated capital costs and strategies for financing (limit 500 words or less). V.8.d 8.2, 10.4 Yes
9. Proposed Business Plan
Outline a preliminary Business Plan for the Facility, and how Proposer will provide educational, cultural, social and recreational activities to the general public. Business Plan should include, at a minimum, the following: V.9 VII.2.b Proposed Use and
Business Plan (20 points)
i. Quality and nature of
proposed programming for the
Facility will be considered, as
well as financial and
operational viability of the
proposed business plan and its
long- term potential to maintain
the Burbank Center Stage as a
vibrant center for educational,
cultural, social, and recreational
activity for Burbank residents.
ii. Identify any business plans to
reinvest proceeds to support
educational, cultural, social,
and recreational activity for the
community.
iii. Identify any business plans
to provide subsidies in the form
of reduced rates to resident
nonprofit groups.
VII.2.d. Proposed Rate (10
Points)
i. The competitiveness of the
proposed monthly rate
(including revenue sharing and
9 Yes
A summary business statement including the Proposer’s vision for the Facility for the next 5 years and the next 10-15 years (limit 400 words or less). V.9.a 9.1 Yes
Anticipated calendar of events in the first five (5) years of operation. For a sample table see Exhibit E. V.9.b 9.2, Table 21 Yes
Description of anticipated local partnerships, if applicable (artistic, co- production, community partnerships, etc.), including a brief statement of support from each potential partner (limit 250 words or less per partner), with full name, title, and contact details (telephone and email). V.9.c 9.3 Yes Brief description of target visitor profile based on proposed programming. V.9.d 9.4 Yes Estimated total attendance levels in the first five (5) years of operation. For a sample table see Exhibit F. V.9.e 9.2, Table 22 Yes
Estimated admission price levels for programming (if applicable). V.9.f 9.5 Yes Estimated rental fees for community/civic group rentals and private/commercial rentals (if applicable). V.9.g 9.6 Yes General staffing and security plan, including a basic organizational chart and a brief outline of duties and responsibilities. V.9.h 9.7 Yes Anticipated governance and/or Board structure if applicable, including a brief statement on the Proposer’s strategy for cultivating new Board members (limit 250 words or less). V.9.i 9.8 Yes
202
A description of the concessions and services that would be offered at the Facility, if any. V.9.j
capital investments, as may be
applicable) payable to the City
for the use of the Facility will be
considered.
9.9 Yes
Statement on Facility maintenance plan and quality standards. V.9.k 9.10 Yes Overview of the Marketing Plan for the Facility (limit 500 words or less), including any Public Relations and/or (re)branding plans as applicable V.9.l 9.11 Yes
10. Assumptions
Please provide details of your analysis that support your assumptions in your proposed business plan, such as attendance levels, admission price levels, anticipated number of rentals, etc. Provide supporting documentation at the end of your Proposal as appropriate. The analysis/supporting documentation may include, but is not limited to: V.10
VII.2.c Business Plan
Assumptions (10 Points)
i. The extent and depth of
research to support market
assumptions in the proposed
business plan will be
considered, as well as the
quality of the analysis to
determine realistic goals and
projections in the business
plan.
10 Yes
Benchmarking of similar venues in the Los Angeles metropolitan area, their programming, admission prices and/or rental fees and average annual attendance. V.10.a 10.1 Yes
Average annual
attendance for other
venues is not included
because it is not
publicly available.
Analysis of market demand for the proposed schedule of events/rentals. V.10.b 10.2 Yes Details and results of any preliminary discussions with potential program partners, co- producers or co-promoters for mainstage events and performances and/or for educational and community programs in the Facility. V.10.c 10.3, 9.3.2, Appendix H Yes
If the Proposer anticipates any Facility alterations in the first five (5) years of operation, provide details of any analysis conducted to support the projected capital costs. V.10.d 10.4 Yes
11. Sublease and Operating Agreement
Specify all proposed exceptions/modifications to the proposed Sublease and Operating Agreement between the selected Operator and the City, a copy of which is provided in Exhibit G. If proposing
exceptions/modifications, Proposer must include the following: V.11 11 Yes A red-lined version of the Sublease and Operating Agreement that clearly tracks all proposed changes (additions, deletions, modified language, or new provisions), and V.11.a 11 Pending
Written documentation providing an explanation/rationale for each individual change proposed, including both the rationale for proposing the change and the proposed benefit to the City for accepting the change. V.11.b 11 Yes