BURBAN K CEN TER
STAGE PROPOSAL
A COLLABORATIVE, COMMUNITY -
CENTERED ARTS SPACE IN THE HEART
OF BURBANK
1 WE ALL CARE ABOUT YO UTH
AND YOUTH EDUCATION, THE
ARTS IN O UR C O MMUNITY, AND
OUR L OCAL ECONOMY
2 3
O UR VIS IO N
ACCESSIBLE, AFFORDABLE, AND
DIVERSE ARTS AND EDUCATIONAL
PROGRAMMING FOR ALL.
FAIR AND EQUITABLE
ACCES S TO THE BURBANK
CEN TER S TAG E
4 1. REVEN UE S HARIN G
2. OPERATIONAL EXCELLEN CE
3. MAXIMIZ ED OCCUPANCY
5 REVEN UE
S HARIN G
6 SEUSSICAL: A CASE STUDY
“With so much time, work, and energy having gone into
b rin gin g Se u s s ic a l t o effervescent li fe on the Colony stage, i t’ s a shame the show runs j ust one week end.
T here’ s no better entertai nment value today and
tomorrow for kids, parents, and grandparents to share
than Conundrum’ s Seussi cal.”
–Steven Stanley, Stage Scene L A
“ Forty talented performers and the magi c of Dr. Seuss fill the Colony T heatre stage as i t’ s never been fi lled before i n Seussi cal T he Musi cal, a song -and -dance -packed treat for ki ds and adults of all ages.”
REVENUE SHARING
7 REVENUE SHARING
DESIGNATED COMMUNITY SHOW
WHERE CHILDREN AND ADULTS WERE
ABLE TO PARTICIPATE REGARDLESS OF
THEATER BACKGROUND AND
EXPERIENCE.
4 0 VOLUNTEER CAST MEMBERS
INC LUDING 8 C HILDREN
1 5 vol unteer crew members
1 0 pai d desi gners/musi ci ans
SEUSSICAL: A CASE STUDY
8 SEUSSICAL: A CASE STUDY
REVENUE SHARING
9 49%
20 %
SEUSSICAL: A CASE STUDY
REVENUE SHARING
10 PERCENTAGE OF
TICKET REVENUE THAT
GOES TO VENUE COST
T heater Cost Per
Da y
Cost Per
H al f D ay
(4 hours)
Te c h
Da ys
(Fu ll)
Te c h
Cost
2 Shows
(H al f D ays)
2 Shows
(Fu ll Da ys )
To t a l Pe r
Week
Greenhouse $2,600 $1,800 4 $10,400 $3,600 $5,200 $19,200 Colony $3,450 $1,300 4 $13,800 $2,600 $6,900 $23,300
Burbank Y $1,300 $650 4 $5,200 $1,300 $2,600 $9,100
REVENUE SHARING
11 Our proposed rental rate model i s 25% less than other comparable venues across L A .
W e assume most renters wi ll choose our revenue shari ng model, whi ch i s capped at 30% of thei r ti cket sales , i nstead of a typi cal flat -rate rental.
REVENUE SHARING
12 $26,800 TICKET SALES
-
$19,200 RENTAL FEE
=
$7 , 600 L E F T O V E R
$26,800 TICKET SALES
-
$23,300 RENTAL FEE
=
$3,500 L E F T O V E R
$26,800 TICKET SALES
-
$9,100 RENTAL FEE
=
$1 7 , 700 L E F TOVE R
GREENHOUSE
72%
COL ONY
87%
THE Y
34%
OPERATIONAL
EXCELLEN CE
13 OPERATIONAL EXCELLENCE
14 C HIEF
EXECUTIVE
OFFICER
C HIEF O PERATING
OFFICER
C HIEF
DEVELOPMENT
OFFICER
DIRECTOR OF
COMMUNITY
IMP AC T
DIRECTOR OF
FAC ILITY
OPERATI ONS
DIRECTOR OF
CHILD & YOUTH
DEVELOPMENT
GENERAL HO URLY
STAFFING
P AYRO LL
ACCOUNTING,
BOOKKEEPING
LEGAL AND
RELATED
CONSULTING
C USTO DIAL
SERVICES
COMMUNITY ARTS
DIRECTOR
( FULL TIME)
TECHNI CAL
DIRECTOR
( FULL TIME)
Exis t ing Y St a ff Ne w St a ff+
MEMBERSHIP &
GUEST SERVICES
OPERATIONAL OVERHEAD
BRYAN SNODGRASS,
TREASURER & COFOUNDER
NIKKI YATES ,
SECRETARY & DEI
JESS JANI,
MARKETING
CONUNDRUM BOARD OF DIRECTORS
J ORDAN KAISER,
C O MMUNIC ATIO NS
J ACKIE BRENNEMAN,
VP
LISA SEDARES,
PRESIDENT & MD
MIKE BOWERS,
PRODUCTI ON
BOBOL A AK ERSON,
BURBANK W&P
EDDIE ARNOLD, DLP
CONSULTING GROUP
TAYLOR BERCINI, BURBANK
CHAMBER OF COMMERCE
NOVA BRIGHT- W ILLIAMS,
THE TREVOR PROJ ECT
J OSEPH CASTANO, INSTASURE
INSURANCE SERVICES
EZRA EVANGELISTA,
HATHAWAY- SY CAMORES
C HILD & FAMILY SERVIC ES
KEVIN G RAY, C ITY O F
BURBANK, INFORMATION
TECHNOLOGY
SAM KIM, BOARD CHAIR,
BURBANK FIRST UNITED
METHODIST CHURCH
OSCAR MACIAS, GLENDALE
UNIFIED SC HO O L DISTRIC T
P AMELA MARC ELLO ,
HOLLYWOOD BURBANK
AIRPORT
MAGGIE MCELDOWNEY,
WARNER BRO S.
STEVEN MORA,
METROPOLITAN CULINARY
SERVICES
KELLY P EÑA, BRAND, S TRATEG Y
& CONSUMER INSIGHTS
CONSULTANT
PRAVEEN RAJ ASEKHAR,
BANK OF AMERICA
ROBERTA REYNOLDS,
HOLLYWOOD PRESBYTERIAN
MEDICAL CENTER (RETIRED)
DAWN ROTH LINDELL,
BURBANK WATER AND
POWER
STEVE SAUCEDO, HOL L Y WOOD
BURBANK AIRPORT POLICE
DEPARTMENT
MALISSA STRONG,
ESPN
TERRY WALKER,
PROVIDENCE SAINT J OSEPH
MEDICAL CENTER
CHRIS WEBER, UCLA
ANDERSON SCHOOL OF
MANAGEMENT
Y BOARD OF DIRECTO RS
KIMBERLINA WHETTAM,
KIMBERLINA WHETTAM &
ASSOCIATES
LEADERSHIP & GOVERNANCE
OPERATIONAL EXCELLENCE
15 • REVENUE SHARING MODEL
• INCREASED REVENUE
• NO LONGER OPERATING AT A
DEFECIT
HORACE MANN CHILD DEVELOPMENT
CENTER: A CASE STUDY
OPERATIONAL EXCELLENCE
16 92NY CASE STUDY
OPERATIONAL EXCELLENCE
17 MAXIMIZ ED
OCCUPANCY
18 MAXIMIZED OCCUPANCY
19 BLACKBOX
LOBBY DANCE ROOM
REHEARSAL ROOM
FREQUENT PROGRAMMING
MAXIMIZED OCCUPANCY
20 REVENUE SHARING WITH THE CITY
MAXIMIZED OCCUPANCY
SECTION 8.1 PROPOSED BASE RENT AND REVENUE SHARING & SECTION 8.4
DETAILED REVENUE/EXPENSE ESTIMATES FOR FIVE YEARS
Low Risk
MO DEL 1
B ase rent of
$2 , 000/month
plus 1 0 % o f a ll n e t
revenue
MO DEL 2
30 % o f a ll n e t
revenue wi th a
guaranteed mi ni mum
of $2, 500 per month
OR
Moderate Risk
21 SAMPLE PROGRAMING CALENDAR
MAXIMIZED OCCUPANCY
22 MAXIMIZED
OPPORTUNITIES
2 4, 000
HOURS
5 SP ACES
SAMPLE PROGRAMING CALENDAR
MAXIMIZED OCCUPANCY
23 SAMPLE PROGRAMING CALENDAR
MAXIMIZED OCCUPANCY
24 SAMPLE PROGRAMING CALENDAR
MAXIMIZED OCCUPANCY
25 SAMPLE PROGRAMING CALENDAR
MAXIMIZED OCCUPANCY
26 SAMPLE PROGRAMING CALENDAR
MAXIMIZED OCCUPANCY
27 SAMPLE PROGRAMING CALENDAR
MAXIMIZED OCCUPANCY
28 29
CITY COUNCIL VISION STATEMENTS
BURBANK IS ALSO A CENTER FOR
COMMUNITY EVENTS AND
PROGRAMS RUN BY LO C AL
COMMUNITY GROUPS AND
NONPROFITS
TAKAHASHI
BURBANK WILL BE A COMMUNITY THAT IS
ACCESSIBLE TO OUR RESIDENTS, BUSINESSES,
AND STAKEHOLDERS . Our vi brant busi ness
communi ty . . .expandi ng e xis t in g
opportunities to l ive and work in our
communi ty .
SC HULTZ
Burbank is a city that embraces
the future with growth and
devel opment that will keep the
city economically viable.
MULLINS
BURBANK MAKES ITS RENTER
POPULATION FEEL WELCOME AND
VALUED , WHICH IN TURN INCREASES
THE NUMBER OF FAMILIES LIVING
AND WORKING IN BURBANK .
PEREZ
BURBANK IS A HOME FOR
ALL PEO PLES O F ALL
BAC KG RO UNDS .
ANTHONY
Afford a b ilit y Ac c e s s ib ilit y
GrowthDive rs it y
CONCL USION &
Q&A
30 1. THE CITY HAS BEEN BURNED BY 3 RD PARTY CONTRACTORS BEFORE. WHAT TRACK RECORD DO YOU HAVE WITH THE
COMMUNITY TO SHOW YOU CAN BE A TRUSTED PARTNER?
31 • 9 di verse ameni ti es i n the
c u rre n t Y b u ild in gs
• Partnershi ps wi th BUSD
and Provi dence St. Joseph
• Monthly communi ty events
• A nnual attendance of
1 65, 000
2. WHY IS A LIVE THEATER IN BURBANK DIFFERENT FROM OTHER MUNIC IPAL THEATERS?
32 62%
ARE ARTS
CREATORS
3 34%
SEE 3+ ARTS
EVENTS A MONTH
93%
WANT MORE ARTS
IN BURBANK
3 . BURBANK CENTER STAGE IS A UNIQUE PERFORMING ARTS VENUE IN THE CI TY OF BURBANK . HOW WOUL D Y OU DESCRI BE Y OUR OVERAL L VISIO N FO R THIS C REATIVE SP AC E? W HAT ARTISTIC MO DES AND
STY L ES WI L L Y OU I NCORPORATE I NTO THE DESI GN AND OPERATI ON O F THE FAC ILITY?
33 Diversity Accessib ility Afford ab ility Growth
4 . FINANC IAL STABILITY AND LO NG - TERM FISCAL HEALTH ARE KEY PRIORITIES
FOR THE CITY OF BURBANK IN SEARCHING FOR A PARTNER TO OPERATE BURBANK CENTER STAGE. HOW WOULD YOU DESCRIBE YOUR FINANCE PLAN? WHAT WI L L BE Y OUR PRI MARY SOURCES OF REVENUE? HOW WI L L Y OU WORK TO MITIGATE GROWING COSTS IN FUTURE YEARS OF OPERATION? 34 35
5 . EACH OF THE RESPONSES TO THE RFP OFFERS A UNIQUE VISION FOR THE FUTURE OF PERFORMANCE ARTS IN THE CITY OF BURBANK. WHAT DO
YOU BELIEVE IS UNIQUE OR OTHERWISE SETS YOU APART FROM OTHER APPLICANTS SEEKING TO OPERATE BURBANK CENTER STAGE?
36 • REVEN UE S HARIN G
• OPERATIONAL EXCELLEN CE
• MAXIMIZ ED OCCUPANCY
EXP ANDING O UR C O MMUNITY IMP AC T
A nnual l y A vai l abl e H ours Per Space (H ol i days Not I ncl uded) Y Facilities
Multipurpose Room 4,524
Ray Sence Room (Dance Studio) 2,964
BCS Facilities
Mainstage
Day 2,912
Evening 2,548
Black Box/Rehearsal
Day 2,912
Evening 2,548
Lobby Bar/Performance
Day 2,912
Evening 2,548
T otal H ours = 23, 868
34 %
37 ONLY 1/3 GOES
TO VENUE COST
6 . GIVEN THE STATE OF THE THEATRE, DO YOU HAVE ANY PLANS FOR
RENOVATI ON OF THE SPACE AND WHAT I S Y OUR OVERAL L VI SI ON AND FINANCIAL PLAN FOR ONGOING MAINTENANCE AND UPKEEP?
38 C APITAL IMPRO VEMENT
PROJ ECT TO FUND THE
FOLLOWI NG PROJECTS:
• BAR UPGRADE AND INSTALLATION - $6,500
• LOBBY FLOORING AND INSTALLATION - $25,000
• CONVERTING UPSTAIRS REHEARSAL SPACE INTO
BLACK BOX THEATER - $30,000*
• MAINSTAGE ANTICIPATED UPGRADES AND
PURCHASES - $75,000*
• SIGNAGE - $10,000
A B O U T $1 50, 000
TOTAL INVESTED
INTO THE SPACE
YEAR 1
7. BURBANK IS AN INC REASINGLY DIVERSE C ITY, W HAT IS YO UR
C O MMITMENT AND VISIO N TO INC LUDE DIVERSITY, EQ UITY, AND INC LUSIO N IN THE THEATRE? W HO DO YO U ENVISIO N
PARTNERING ON WITH THIS AND WHY?
39 BOTH THE Y AND CONUNDRUM HAVE DEEP EXISTING COMMITMENTS TO
DIVERSITY, EQUITY AND INCLUSION IN ALL FACETS OF OUR OPERATIONS, AS WELL AS DIVERSE LEADERSHIP ON BOTH BOARDS OF DIRECTORS. 8 . THIS PROCESS HAS BEEN A CHALLENGING ONE, REQUIRING WORKING
WITH CITY STAFF, FACING UNEXPECTED OBSTACLES, AND MANY
DEL AY S. I F Y OU ARE AWARDED THI S CONTRACT, HOW DO Y OU PL AN TO
CONTINUE WORKING WITH CITY STAFF, WITH COMMUNITY PARTNERS,
AND WITH THE OTHER APPLICANTS WHO DID NOT GET THE CONTRACT
IN A WAY THAT SATISFIES THE COLLABORATIVE AIM OF THE CURRENT AND FUTURE CULTURAL ARTS MASTER PLAN?
40 41
GREENHOUSE
AFTER
HOURS
THE
COLONY
PROFESSIONAL
THEATRE
COMP ANIES
COMMUNITY
THEATRE
COMP ANIES
BURBANK
CULTURAL
ARTS
COMMISSION
BURBANK
CHAMBER
OF
COMMERCE
PRODUCERS
STAGE
MANAGERS
MUSICIANS
DESIGNERS
EDUCATORS
TECHINCAL
DIRECTORS
DIRECTORS
WORKIN G
ARTISTS
HOBBY
ARTISTS
AUDIENCES
CHILDREN
YO U N G
ADULTSBUSINESSES
FAMILIES
WO RKIN G
PROFESSIONALS
SENIORS
COMMUNITY
P ARKS
AND REC
CITY
COUNCIL
9 . IT IS POSSIBLE THAT WE MAY FACE ANOTHER UNEXPECTED
HARDSHIP LIKE COVID THAT WE CANNOT PREDICT. HOW HAVE
YOU ADAPTED TO CHALLENGES IN THE PAST, AND WHAT IS YOUR
PLAN FOR ADJ USTING AND BEING AGILE IN THE FACE OF AN
UNPREDICTABLE FUTURE?
42 10 . FOR THE FIRST TIME IN OUR CITY'S HISTORY, ARTS IS NOW PART OF OUR ECONOMIC PLAN UNDER TOURISM. BURBANK HAS THE POTENTIAL TO BE THE VALLEY DESTINATIO N FO R ARTS AND C ULTURE. HO W W ILL YO U
PARTNER WITH THE CITY STAFF, THE CHAMBER OF COMMERCE, OTHER
BUSINESSES, THE DOWNTOWN PBID, AND THE CULTURAL ARTS
COMMI SSI ON TO I NCREASE OUTSI DE AWARENESS OF Y OUR PROGRAMS AND BRING TOURISM TO OUR CITY TO EXPERIENCE THE ARTS?
43 WE WILL HARNESS OUR COMBINED MARKETING
PROWESS TO P O SITIO N THE BURBANK CENTER
STAGE AS A WORLD CLASS ARTS HUB BEFITTING
THE MEDIA CAPITAL OF THE WORLD.
B etween the Y and Conundrum we have a fol l owi ng of nearl y 1 0, 000 peopl e
who al l care about arts and communi ty i n B urbank.
44 1 1 .HOW DO YOU BELIEVE LIVE THEATRE PROGRAMS FOR KIDS AND
YOUTH CAN POSITIVELY IMPACT THEIR PERSONAL DEVELOPMENT
AND ENGAGEMENT WITH THE ARTS, AND WHAT INNOVATIVE
APPROACHES OR STRATEGI ES DO Y OU ENVI SI ON TO MAK E THESE PROGRAMS MORE APPEALING AND EFFECTIVE?
45 1 2.WHAT KEY FINANCIAL PLANNING AND MANAGEMENT
RESP O NSIBILITIES DO YO U C O NSIDER ESSENTIAL FO R
SUCCESSFULLY RUNNING A LIVE THEATRE, AND CAN YOU SHARE
AN EXAMPLE OF A FINANCIAL CHALLENGE YOU HAVE
ENCOUNTERED IN THE PAST AND HOW YOU ADDRESSED IT?
46 FINANC IAL
PLANNING
THEATER
MANAGEMENT
OVERCOMI NG
CHALLENGES
1 3.WHAT STRATEGIES AND INITIATIVES DO YOU PLAN TO IMPLEMENT
TO FOSTER COL L ABORATI ON WI TH L OCAL PERFORMI NG ARTS GROUPS,
AND HOW WILL YOU ACTIVELY ENGAGE THE BURBANK COMMUNITY TO ENSURE A STRONG AND LASTING CONNECTION WITH THE THEATER? 47 CURRENT
COMMUNITY
SUPPORTERS
48 BACKUP
21 events per
month sol d at
8 0 % ca p a city
w ith $2 0 tickets
at a revenue
share rate of
30% to break
even
not i ncl udi ng
other revenue
sources (ba r,
other spa ces)
49