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CITY OF SIMI VALLEY
MEMORANDUM
June 9, 2025
TO: City Council
FROM: Office of the City Manager
SUBJECT: APPROVAL OF THE SIMI VALLEY CULTURAL ARTS CENTER FISCAL YEAR 2025-26 OPERATING BUDGET AND OPERATING PLAN
STAFF RECOMMENDATION
The Simi Valley Arts Commission recommends that the City Council approve the Simi Valley Cultural Arts Center Fiscal Year (FY) 2025-26 Operating Budget and Operating Plan.
BACKGROUND AND OVERVIEW
The Simi Valley Cultural Arts Center (CAC) FY 202 5-26 Operating Budget (Exhibit 1, page 5) and Operating Plan (Exhibit 2, page 10) were reviewed by the Simi Valley Arts Commission (Arts Commission) at its April 16, 2025, meeting. The Arts Commission is recommending that the City Council approve the CAC Budget and Operating Plan.
Should the City Council approve the FY 2025-26 CAC Operating Budget and Plan, Staff will update the Special Revenue Fund (CAC Fund 295) in the City Adopted Budget to reflect the final revenues and expenditures as shown in Exhibit 1.
On May 9, 2022, the City Council approved a modification to the CAC’s financial operating structure, allowing the CAC to retain 100% of its revenues and discontinue the reimbursement to the City for 1.5 FTE positions and 10% of Earned Income for a five - year period. In lieu of these reimbursements, the CAC would reallocate funds toward achieving the goals and objectives outlined in the Cultural Arts Center’s Strategic Plan.
These goals include sustained funding of the Performing Arts Recovery Grant program to allow greater access to the CAC for local non-profit and arts organizations; the creation of a C itywide c ultural funding grant program; diversifying programming, including expanding multicultural programming opportunities; enhancing marketing efforts; developing arts education programs at the CAC; and increasing arts opportunities for Simi Valley residents. These funds would allow the CAC to support local arts partner organizations and continue to offer affordable arts education opportunities to youth of all ages. In addition, the reallocation of these funds will further assist in the CAC’s recovery from the impacts of COVID-19.
The CAC’s budget is adopted annually and monitored regularly by the Arts Commission, City Manager’s Office staff, and audited by Fiscal Services staff.
AGENDA ITEM NO.
Consent (2)
2 21/05-25
FINDINGS AND ALTERNATIVES
FY 2024-25 Operating Budget
Overall, the CAC anticipates a net income of $14,080 for FY 2024-25 based on estimated revenues of $633,335 and estimated expenses of $619,255.
An analysis of Total Income shows vigorous anticipated Box Office Income of $ 473,975 due in large part to the popularity of Annie, White Christmas, Ragtime, and anticipated strong ticket sales for Hairspray. Additionally, increas es to the ticket surcharge and handling fees have contributed to the overall boost in Box Office revenue.
FY 2025-26 Operating Budget
The proposed FY 202 5-26 CAC operating budget projects gross revenue of $686,500 and gross expenses of $6 49,150. This proposed budget for the forthcoming fiscal year projects a net income of $37,350.
Significant progress has been made in restoring audience attendance at the CAC , with many performances and concerts now approaching pre-pandemic levels . However, rentals still remain lower than pre-pandemic norms and remain heavily dependent on the Performing Arts Recovery grant subsidy. The proposed FY 2025-26 budget reflects a commitment to steadily returning the CAC to pre-COVID levels in attendance, box office and rental income.
The General Fund supports five full- time staff positions assigned to the CAC, includ ing the Community Services Manager, Assistant Community Services Manager, Office Assistant II/Administration, Office Assistant II/Box Office, and Technical Coordinator. The City also provides administrative support , operational oversight, and ongoing facility maintenance, consistent with other City -run facilities and programs. The following provisions have been incorporated into the CAC’s proposed Operating Budget:
• $46,000 is budgeted for capital replacement costs related to programming operations. Capital expenditures within this line item are approved and monitored by the Arts Commission as part of the CAC’s FY 202 5-26 Capital Improvement Program, which was approved by the Arts Commission at its February 19, 202 5, meeting.
• The CAC maintains the Contingency/Performance Fund Account with a balance estimated to remain at $38,802. The Contingency/Performance Fund Account is a separate restricted account accessed only for financial emergencies and to expand programming to support more expensive higher risk ventures and cultural programs that the CAC could not otherwise afford. Pursuant to Arts Commission policy adopted on March 5, 2003, the Arts Commission will be informed of any expenditure from the Contingency/Performance Fund and approved in advance.
Overall, the proposed FY 2025-26 Operating Budget maintains a commitment of providing high quality programming, while generating positive Net Income. These surplus funds are 3 21/05-25
reserved to support emergency needs , special programming, and the replacement of aging or obsolete equipment.
FY 2025-26 Operating Plan
The CAC’s comprehensive FY 2025-26 Operating Plan (Exhibit 2) identifies goals for the upcoming fiscal year. This document serves as its “Annual Business Plan.” The FY 2025- 26 programming goals include:
• Strategic Cultural Planning and Advocacy
o Collaborate with the Simi Valley Arts Commission to develop a Master Cultural Plan, ensuring a comprehensive approach to arts and cultural initiatives.
o Lead efforts to steward arts and cultural programs that enrich the community and support local artists.
o Create an updated five-year Strategic Plan for the CAC.
• Partnership Development
o Identify, establish and strengthen local and regional partnerships to promote regional arts initiatives.
o Facilitate cross-sector collaborations to enhance cultural programming and funding opportunities.
o Mentor, educate, and inspire the next generation of arts leaders across the region.
• Industry Engagement and Thought Leadership
o Continue to participate in ReFrame Ventura County Arts Workshops and events, contributing to discussions on the economic and creative impact of arts and culture.
o Explore helping to establish a Ventura County arts coalition to unify efforts across the region.
• Funding and Resource Development
o Serve as a resource for the Ventura County Arts and Culture Investment Fund, supporting funding strategies that benefit local arts organizations. o Advocate for increased investment in arts and cultural initiatives at the local, county and state levels.
• Regional Arts Leadership and Advocacy
o Engage in regional arts workshops to discuss arts advocacy, funding strategies, and the challenges facing nonprofit arts organizations. o Contribute to regional dialogues on sustaining and expanding arts and culture programming in diverse communities.
These initiatives reflect a commitment to advancing arts and culture through strategic leadership, collaboration, and advocacy.
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The CAC’s financial operating structure, combined with its marketing and programming efforts, have kept the CAC self -reliant and should continue to enhance its future growth and development.
The Cultural Arts Center’s budget will be included as part of the City’s FY2025-26 Budget. Following City Council action, the adopted budget documents will be posted on the City’s website.
The following alternatives are available to the City Council:
1. Approve the Simi Valley Cultural Arts Center’s F iscal Year 2025-26 Operating Budget and Operating Plan;
2. Provide staff with alternate direction.
The Arts Commission recommends Alternative No. 1.
SUGGESTED CITY COUNCIL MOTION
I move to approve the Simi Valley Cultural Arts Center’s F iscal Year 2025-26 Operating Budget and Operating Plan.
SUMMARY
In March of 2002, the City Council approved the current financial operating structure for the CAC. The CAC has operated successfully under this structure, building up modest reserves and investing in its capital infrastructure. On May 9, 2022, the City Council approved to modify the current financial operating structure to allow the CAC to retain 100% of its revenues and discontinue the current reimbursement structure for a five-year period. The Arts Commission reviewed the Cultural Arts Center FY 202 5-26 Operating Budget and Operating Plan at its April 16, 2025, meeting and is recommending that the City Council approve the Operating Budget and Operating Plan as part of the City’s annual budget process.
____________________________________
Luis Garibay
Assistant City Manager
Prepared by: Anna M. Medina, Deputy Community Services Director
INDEX Page
Exhibit 1 – CAC FY 2025-26 Operating Budget ............................... 5 Exhibit 2 – CAC FY 2025-26 Operating Plan ................................. 10 YEAR-END PROPOSED Budget
FINAL BUDGET PROJECTIONS VARIANCE BUDGET
2024-25 2024-25 2024-25 2025-26 Notes
INCOME
4000 Box Office Income
4010 Service Charges
4011 Ticket Surcharge $18,000 $20,500 $2,500 $22,500
4012 Ticket Printing/Box Office Services $0 $0 $0 $0
4015 Handling Fee $25,000 $35,000 $10,000 $38,000
4016 Provider Credit Card Fees $12,000 $12,150 $150 $14,000 Total Service Charges $55,000 $67,650 $12,650 $74,500 BN1 4040 Box Office Sales (Gross)
4020 Box Office $360,000 $405,000 $45,000 $415,000
4025 Box Office Share the Arts $1,000 $325 ($675) $500
4030 Box Office Gift Certificates $2,500 $1,000 ($1,500) $1,000 Total Box Office Sales (Gross) $363,500 $406,325 $42,825 $416,500 BN2 Total Box Office Income $418,500 $473,975 $55,475 $491,000 4100 Classes and Camps Income $35,000 $32,000 ($3,000) $35,000 4200 Contribution/Fundraising Income
4210 Sponsorships $1,500 $0 ($1,500) $1,000
4220 Miscellaneous Income/Donations $7,500 $7,000 ($500) $7,500 4230 Foundation Contributions $38,000 $38,135 $135 $40,000 4240 City Employee Payroll Deductions $200 $100 ($100) $100 4255 Fundraisers $5,000 $1,000 ($4,000) $2,500
Total Contribution/Fundraising Income $52,200 $46,235 ($5,965) $51,100 4400 Grants
4425 COVID Relief $0 $0 $0 $0
4450 Share the Arts $2,500 $2,750 $250 $3,000
4475 Grants Miscellaneous $25,000 $6,500 ($18,500) $20,000 Total Grants $27,500 $9,250 ($18,250) $23,000 BN3
Fiscal Year 2024-25 & 2025-26 BUDGET REPORT
SIMI VALLEY CULTURAL ARTS CENTER OPERATING BUDGET
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EXHIBIT 1
5 YEAR-END PROPOSED Budget
FINAL BUDGET PROJECTIONS VARIANCE BUDGET
2024-25 2024-25 2024-25 2025-26 Notes
Fiscal Year 2024-25 & 2025-26 BUDGET REPORT
SIMI VALLEY CULTURAL ARTS CENTER OPERATING BUDGET
4500 Rental Fee Income
4510 Cleaning/Damage Income $900 $150 ($750) $400
4530 Rental Fees - Mainstage Theater $32,000 $25,000 ($7,000) $30,000 4540 Rental Fees - MPR/DownStage $3,250 $1,665 ($1,585) $2,500 Total Rental Fee Income $36,150 $26,815 ($9,335) $32,900 BN4 4600 Concessions
4610 Cnc's - Gallery/CD Sales $700 $720 $20 $750
4620 Cnc's - Beer/Wine $5,000 $6,795 $1,795 $7,500
4630 Cnc's - Food/Soft Drinks $4,000 $5,400 $1,400 $6,000 4640 Cnc's - Promotional Items $1,000 $0 ($1,000) $1,000 Total Concessions $10,700 $12,915 $2,215 $15,250
4700 Advertising Income $3,000 $500 ($2,500) $1,500
4800 Reimbursed Technical Costs
4820 Other Reimbursed Tech Income $1,000 $1,550 $550 $1,750 4830 Technical Staff Costs $27,000 $18,000 ($9,000) $20,000 BN4 4840 Reimbursed Equipment Rental
4841 Electrics Surcharge (Lamp Usage) $1,000 $700 ($300) $750 4842 LCD Projector $500 $1,180 $680 $1,250
4844 Spotlight Rental Income $1,000 $265 ($735) $500
4845 Piano Rental Fee $500 $200 ($300) $500
4846 Microphone Rentals $12,000 $9,700 ($2,300) $12,000 Total Reimbursed Equipment Rental $15,000 $12,045 ($2,955) $15,000 Total Reimbursed Technical Costs $43,000 $31,595 ($11,405) $36,750 BN4 4900 Interest Income $300 $50 ($250) $0
TOTAL INCOME $626,350 $633,335 $6,985 $686,500
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6 YEAR-END PROPOSED Budget
FINAL BUDGET PROJECTIONS VARIANCE BUDGET
2024-25 2024-25 2024-25 2025-26 Notes
Fiscal Year 2024-25 & 2025-26 BUDGET REPORT
SIMI VALLEY CULTURAL ARTS CENTER OPERATING BUDGET
EXPENSE COSTS
5000 Special Events (MPR/DownStage, Receptions) $7,000 $7,800 $800 $8,000 5100 Artists Fees $75,000 $103,880 $28,880 $105,000 BN5 5300 Concession Supplies
5320 Cnc's Supplies -Promo. Items $500 $0 ($500) $500
5340 Cnc's Supplies - Gallery/CD Sales Payout $800 $700 ($100) $750 5360 Cnc's Supplies - Food $1,750 $3,000 $1,250 $3,300
5380 Cnc's Supplies - Beer/Wine $1,250 $1,500 $250 $1,800 Total Concession Supplies $4,300 $5,200 $900 $6,350
5400 Supplies
5410 Operating & Miscellaneous $10,000 $16,000 $6,000 $17,500 5420 Equipment Rentals $2,000 $700 ($1,300) $1,000
5430 Technical Supplies
5431 Lighting Supplies $1,000 $500 ($500) $1,000
5432 Sound Supplies $3,000 $2,500 ($500) $3,000
5433 Gallery Supplies $4,000 $300 ($3,700) $2,500
5434 Costumes/Wigs/Makeup Supplies $7,000 $8,500 $1,500 $10,000 5435 Props Supplies $5,000 $2,000 ($3,000) $4,000
5436 Set Supplies $8,000 $5,000 ($3,000) $7,500
Total Technical Supplies $28,000 $18,800 ($9,200) $28,000 Total Supplies $40,000 $35,500 ($4,500) $46,500
5500 Provider Payments (Total Box Receipts) $225,000 $205,000 ($20,000) $200,000 5600 Advertising/Marketing
5610 Postage & Delivery $250 $325 $75 $300
5620 Printing/Playbills/Tickets $1,000 $1,000 $0 $1,000 22/05-25
7 YEAR-END PROPOSED Budget
FINAL BUDGET PROJECTIONS VARIANCE BUDGET
2024-25 2024-25 2024-25 2025-26 Notes
Fiscal Year 2024-25 & 2025-26 BUDGET REPORT
SIMI VALLEY CULTURAL ARTS CENTER OPERATING BUDGET
5630 Advertising/Marketing $12,000 $7,000 ($5,000) $10,000 Total Advertising/Marketing $13,250 $8,325 ($4,925) $11,300 5700 Contract Labor $70,000 $98,000 $28,000 $100,000 BN5 5800 Performing Arts Recovery Fund Payout $50,000 $23,850 ($26,150) $35,000 BN6 TOTAL EXPENSE COSTS $484,550 $487,555 $3,005 $512,150
GROSS PROFIT $141,800 $145,780 $3,980 $174,350
FIXED EXPENSES
6100 Capital Replacement $47,000 $52,000 $5,000 $46,000 BN7 6300 Credit Card Service Fees
6350 Credit Card Discount Fees $20,000 $17,000 ($3,000) $22,500 6360 Service Fees (Bank Charges) $1,300 $700 ($600) $1,000 Total Credit Card Service Fees $21,300 $17,700 ($3,600) $23,500 6400 Dues/Licenses/Permits
6410 Dues and Subscriptions $5,000 $28,000 $23,000 $32,500 6420 Licenses & Permits $20,000 $30,000 $10,000 $30,000 6430 Miscellaneous $2,000 $500 ($1,500) $1,000
Total Dues/Licenses/Permits $27,000 $58,500 $31,500 $63,500 BN8 6600 Office Expenses $4,000 $3,500 ($500) $4,000
TOTAL FIXED EXPENSES $99,300 $131,700 $32,400 $137,000
NET INCOME $42,500 $14,080 ($28,420) $37,350
Balance Est. Balance
July 1, 2024 Credits/Interest Debits June 30, 2025
$38,802 $0 $0 $38,802CONTINGENCY/PERFORMANCE FUND
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8 BUDGET NOTES:
BN1 - The estimated surplus is a result of raising the ticket surcharge and handling fees from $2/ticket to $3/ticket.
BN2 - The extreme popularity of Annie , White Christmas and Ragtime , plus anticipated strong ticket sales for Hairspray boosted Box Office Income.
BN3 - Several grant opportunities that were anticipated did not materialize in Fiscal Year (FY) 2024-25. The CAC anticipates two potential grants from the California Arts Council in FY 2025-26 for operational/programming support and the Young Artists Playground programs.
BN4 - The CAC lost several anticipated renters this year (Panic Productions, Dance Creations, and Serendipity Dance) which negatively affected several areas including Mainstage Rentals, Concessions Sales, Technical Staff Reimbursement, and Reimbursed Equipment Rentals.
BN5 - Categories 5100 Artist Fees and 5700 Contract Labor greatly exceeded original budget projections due to unanticipated costs of musicians, actors and artistic staff for Beehive which replaced the empty spot left by Panic Productions, payments for labor fees not budgeted for the CAC's two front of house contractors, and additional staffing costs involved in DownStage cabaret events to fill programming gaps.
BN6 - Less applications were received for the Performing Arts Recovery Grant with the loss of several anticipated renters.
BN7 - The seating replacement and reupholstery project costs of $42,000 put capital replacement costs over the original budget.
BN8 - The estimated overage in 6400 Dues/Licenses/Permits reflects changes to correctly categorize ThunderTix monthly subscription fees that were previously included as 6300 Credit Card Fees. In addition, this amount includes an estimated $10,000 - $15,000 in pre-paid licensing fees for the fall and holiday shows for 2025. 22/05-25
9 G E T I N V O L V E D
Fiscal Year 2025-26
Operating Plan
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EXHIBIT 2
10 Table of Contents
Mission Statement - page 1
Initiatives and Achievements FY 2024-25 - page 2
Programming - page 3 - 4
Programming Goals FY 2025-26 - page 5
Marketing FY 2025-26 - page 6
Community Engagement Statistical Overview - page 7
Community Engagement Goals FY 2025-26 - page 8
Inclusion, Diversity, Equity and Accessibility - page 9 - 10 IDEA Goals - page 11
Facility Profile - page 12
Facility Usage in 2024 - page 13
Strategic Plan Update - page 14 - 16
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11 Mission Statement
To develop, support, and encourage cultural
activities and educational programs to enhance the
quality of life of the citizens of Simi Valley and
surrounding communities.
The Simi Valley Cultural Arts Center (SVCAC)
provides a multipurpose facility and presents
performances of music, theater, dance, film, popular
entertainment, as well as space for conferences,
meetings, seminars, and workshops.
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12 commitment to inclusivity, the SVCAC continued to thrive as a v ibrant cultural destination in Fiscal Year 2024-25.
Initiatives and Achievements
Fiscal Year 2024-25
Strengthen collaborative efforts with fellow arts organizations, performing arts venues, and local producers to help navigate the recovery and rebirth of the arts post COVID: The Simi Valley Cultural Arts Center (SVCAC) remain s committed to strengthening and stabilizing local arts organizations by providing opportunities for collaboration and income generation. The Performing Arts Recovery Grant has been a crucial resource in aiding struggling arts groups while encouraging them to rebuild their financial and organizational infrastructure. Over $26,000 has been awarded t o local arts groups, nonprofits, and artists, enabling greater access to SVCAC facilities and services.
Expand the Performing Arts Recovery Grant program outreach to encourage a wider array of diverse programming being presented at the SVCAC: A total of $26,000 has been awarded by the Ad Hoc Grants Committe e and of the total awarded amount, $24,748 was disbursed. Simi Valley Cultural Association dba Actors’ Repertory Theatre of Simi was awarded $15,000 toward their season of productions including Parade, Annie and White Christmas. Daylyn Paul’s Femme Faire was awarded $1,000 toward their one day event and Music RX Org was awarded $1,000 for their Keith Borden Concert. The Organic Mind was awarded $1,000 toward their Health and Wellness Conference. Susan Mastrolonardo was awarded $947 toward their Piano Recital. Stage 1 Music was awarded $1,000 fo r their music recital. ARTS Youth Theater Program was awarded $4,801 toward their two (2) day production of Guys and Dolls Jr.
Continue to increase diversity in programming, outreach, artistic staffing, casting and other areas to ensure maximum inclusivity and access to arts engagement opportunities for the community: To advance its commitment to inclusivity, diversity, equity, and accessibility, the SVCAC has made great strides in incorporating diverse voices and perspectives across its programming. This includes productions such as In The Heights, Ragtime, Hairspray, Parade, Concert Series, Hispanic Heritage Festival, Tesoro Exhibit, Colors of India, Sunday Night Comedy at the Center, Open Mic Night, and YAP Workshops. The SVCAC actively seeks to develop multicultural events and programming to further represent the diverse community of Simi Valley and its surrounding areas. In addition, the SVCAC is actively inclusive in casting and artistic/production staffing selection.
Continue to find ways to expand the Young Artists Playground (YAP) Arts Education program to potentially include bringing after school programs into the schools: The SVCAC continues to strengthen its Young Artists Playground (YAP) Youth Arts in Education program by offering new opportunities for creative exploration. YAP expanded to include a Monday-After School Arts Camp for children aged 5-14, in addition to its established Summer Camp program. Additionally, the SVCAC’s YAP program is working with local school districts to explore the possibility of expanding YAP’s youth education programs into classrooms. These initiatives provide valuable arts education and foster creative growth among youth in the community.
Expand the DownStage Cabaret Series programming and expand the use of the DownStage Theater and Multipurpose Room in order to provide additional opportunities for presenting varied arts experiences: The SVCAC has successfully expanded the DownStage Cabaret Series and increased the use of the DownStage Theater and Multipurpose Room to offer a variety of performing arts experiences. The SVCAC hosted three sold-out Broadway an d Beyond Cabaret series and a successful two-night run of The Fat Girl's Guide to Life, Sex, and Everything In Between by writer and director Ariella Fiore. Additional community events, such as Line Dancing with Carol Thomsen and the Winter Art Market's Hot Chocolate, Art Making, Pictures with Santa, Paint & Sip, and Open Mic further highlight the versatility of the DownStage Theater. As programming continues to evolve, this intimate and adaptable venue remain s a cherished community asset.
The SVCAC remains committed to fostering artistic excellence, supporting local artists, and providing diverse cultural experiences for the community. Through ongoing partnerships, innovative programming, and a page 2
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13 The SVCAC is dedicated to the belief that the arts are an indispensable element of a thriving and meaningful
community, and art events and arts education should be
available to all.
The SVCAC’s arts and culture programming is inspired by our energetic community, the geography in which our
organization is situated, and the unique history of our region. When we are willing to consider ideas and art
together, we are learning to acknowledge and respect
the histories that bind us together, and the changing
world that surrounds us.
Programming
Image by Mer Young from
the Tesoro Exhibit at SVCACpage 3
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14 The Simi Valley Cultural Arts Center (SVCAC) operates across four physical areas that work together to fulfill its programming mission: the David Ralphe Main Stage Theater, the DownStage Theater/Multipurpose Room, the Gary Thomas Gallery, and the SVCAC Outdoor Grounds. In 2024, the SVCAC extended its arts and culture programming throughout the community by partnering with organizations such as the Simi Valley Public Library, Moorpark College, Simi Valley Art Association, Adam’s Forge, Rancho Simi Recreation and Park District, Ventura County Arts Council, Simi Valley Chamber of Commerce, and the County of Ventura Arts and Culture Department.
From 1996 through 2024, the SVCAC hosted over 12,675 events, including musicals, plays, concerts, line dancing, festivals, school productions, children’s theater, film series, graduations, celebrations of life, meetings, receptions, seminars, and more.
The SVCAC's diverse programming also includes youth initiatives, special events, outdoor festivals, and visual art exhibits displayed in the Gary Thomas Gallery and pop-up galleries throughout the community.
In 2022, the SVCAC introduced the Young Artists Playground (YAP) Youth Education program, offering summer camps and Saturday morning workshops in the performing and visual arts for young artists ages 5 to 14. The program has grown significantly, increasing from four students in the 2022 Summer Theater Camp to 30 students enrolled in the 2024 Summer Theater Camp. In 2024, YAP expanded its offerings to include an off-site family workshop and a Monday After- School Program.
The SVCAC continued to revitalize its gallery offerings in 2024, presenting a series of art exhibits featuring local and regional artists both at the SVCAC and through pop-up community galleries.
In addition, the SVCAC also proudly collaborated with the Simi Valley Cultural Arts Center Foundation to produce the hugely successful 2024 Hispanic Heritage Festival, which took place inside and outside the SVCAC’s building. More than 1,000 visitors celebrated the rich and diverse cultural heritage and presence of Ventura County’s Hispanic community.
Programming Continued
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15 Programming Goals
FY 2025-26
Strategic Cultural Planning and Advocacy
Collaborate with the Simi Valley Arts Commission to develop a Master Cultural Plan, ensuring a comprehensive approach to arts and cultural initiatives.
Lead efforts to steward arts and cultural programs that enrich the community and support local artists.
Create an updated five-year Strategic Plan for the SVCAC.
Partnership Development
Identify, establish and strengthen local and regional partnerships to promote regional arts initiatives.
Facilitate cross-sector collaborations to enhance cultural programming and funding opportunities.
Mentor, educate, and inspire the next generation of arts leaders across the region.
Industry Engagement and Thought Leadership
Continue to participate in ReFrame Ventura County Arts Workshops and events, contributing to discussions on the economic and creative impact of arts and culture.
Explore helping to establish a Ventura County arts coalition to unify efforts across the region.
Funding and Resource Development
Serve as a resource for the Ventura County Arts and Culture Investment Fund, supporting funding strategies that benefit local arts organizations.
Advocate for increased investment in arts and cultural initiatives at the local, county and state levels.
Regional Arts Leadership and Advocacy
Engage in regional arts workshops to discuss arts advocacy, funding strategies, and the challenges facing nonprofit arts organizations.
Contribute to regional dialogues on sustaining and expanding arts and culture programming in diverse communities.
These initiatives reflect a commitment to advancing arts and culture through strategic leadership, collaboration, and advocacy.
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16 Marketing
FY 2025-26
The Simi Valley Cultural Arts Center (SVCAC) will maintain a multifaceted marketing strategy to promote its diverse programming, affordable offerings, rental opportunities, community outreach, and inclusive environment. This strategy aims to strengthen the SVCAC’s relationship with audiences, performers, volunteers, and renters while expanding its regional presence and fostering community engagement.
A Comprehensive Marketing Approach:
The SVCAC will continue to utilize a broad array of marketing channels, including:
Print Media: Regular advertisements and articles in local and regional publications.
Digital Outreach: Active engagement through the SVCAC’s website ( www.simi-arts.org), newsletters, and online publications.
Broadcast Media: Strategic use of radio and television to highlight key events and opportunities.
Social Media: Increased presence on platforms such as Facebook, X (Twitter), Instagram, and TikTok.
Special Promotions: Collaborate with local businesses and organizations to offer unique incentives and marketing efforts.
Expanding Advertising Efforts:
Enhance advertising in local and regional print media to not only promote programming and rental availability but to position the SVCAC as a prime venue for business and community events.
Collaborate with nonprofit and arts organizations to promote the Performing Arts Recovery Grant, encouraging them to utilize the SVCAC for their events.
Community and Organizational Outreach:
Foster relationships with other theatrical and cultural organizations in the greater Los Angeles area to amplify the SVCAC’s reach through cooperative promotions.
Collaborate with the Simi Valley Cultural Arts Center Foundation and other community groups to increase public awareness of the SVCAC’s unique resources and activities.
Offer technical assistance and consulting services to organizations that promote and enrich the arts within the Simi Valley community.
Enhancing Digital Engagement:
Continue to grow the SVCAC’s email subscriber base, providing regular updates on programming, special promotions, and rental opportunities.
Increase the impact of social media engagement by sharing dynamic content, audience testimonials, behind-the-scenes insights, and collaborative promotions.
Accessibility and User Experience:
Finalize and launch a new, fully ADA-compliant website to ensure accessibility for all users, enhancing the online experience and making information about the SVCAC more readily available.
Through these comprehensive marketing efforts, the SVCAC aims to solidify its position as a cultural hub, increase community participation, and provide valuable opportunities for performers, organizations, and the public alike.
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17 Through increased social media posts and advertising, the Simi Valley Cultural Arts Center (SVCAC) expanded community engagement and reach throughout the United States. In 2024, the SVCAC's social media presence grew significantly, reaching over 6,400 followers on Facebook, 12,069 followers on Instagram, 332 followers on X (Twitter) and 26,200 followers on TikTok. The SVCAC's website attracted over 30,000 unique visitors in 2024, while the Eblast subscriber base surpassed 13,300.
To support struggling arts partners recovering from the financial impact of COVID-19 and to encourage their return to renting the Center, the SVCAC launched the Performing Arts Recovery Grant. This program subsidizes rental costs for qualified local nonprofits and arts or educational organizations. Initially funded with $75,000, the program secured an additional $100,000 in Fiscal Year 2022-23, extending the granting period through Fiscal Year 2024-25. In 2024 alone, the Performing Arts Recovery Grant Program awarded $26,000 in subsidies, enabling nonprofit and arts organizations to present musical theater, dance, multicultural music, and other events at the SVCAC.
In 2024, the SVCAC produced or presented over 675 events across its various venues, including the David Ralphe Main Stage Theater, DownStage Theater/Multipurpose Room, Gary Thomas Gallery, and the exterior grounds.
While attendance remains slightly below pre-pandemic levels, more than 28,000 visitors came through the SVCAC throughout the year. The SVCAC continues to foster a vibrant arts community and remains committed to providing accessible cultural programming for the region.
Community Engagement
Statistical Overview
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18 In Fiscal Year 2025-26, the SVCAC will continue to rebuild audience engagement and attendance through an enhanced social media presence, targeted promotions, and the expansion of arts and cultural programming in both breadth and depth.
Through the Performing Arts Recovery Grant, the SVCAC will incentivize long- standing arts partners to continue utilizing the Center while actively seeking new and diverse programming and partnership opportunities. These combined efforts will reinforce the SVCAC's reputation for providing quality, diverse programming.
Additionally, the SVCAC will explore new ways to expand community access to arts and culture. This will include hosting pop-up gallery events and fostering collaborations with organizations such as the Senior Center, the Simi Valley Art Association, the Rancho Simi Recreation and Park District, the Simi Valley Public Library, the Simi Valley Chamber of Commerce, the Simi Valley Cultural Arts Center Foundation, and others.
Together, these initiatives will drive progress toward the goals outlined in the SVCAC’s strategic plan, strengthening community engagement and enhancing cultural enrichment throughout the region.
REBUILD
RECOVER
EXPAND
Community Engagement
Goals FY 2025-26
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19 Inclusion,
Diversity,
Equity, and
Accessibility
Our Commitment:
The Simi Valley Cultural Arts Center (SVCAC) recognizes the importance of Inclusion, Diversity, Equity, and Accessibility (IDEA). The SVCAC believes in the transformative power of the arts to enrich lives and revitalize communities and that engaging in the arts is essential to the human experience and should be available to all. We also recognize the true value and the critical role that diversity serves in helping our theater and community thrive.
We are committed to create and sustain a diverse, inclusive, and equitable space where everyone feels valued and respected regardless of gender, age, race, ethnicity, national origin, sexual orientation, gender identity, education, socioeconomic status, political affiliation, or ability.
We believe that all voices deserve an opportunity to be heard and we strive to provide a safe environment to share ideas. We understand that a vibrant, thriving arts venue requires balancing creative/diverse programming with the cultivation of inclusive practices and strategies as well as the development of a diverse team who share in these values. We believe this is a continuous evolution. With respect for the original caretakers of the land, we recognize that the SVCAC currently inhabits the land of the Micqanaqa’n and Chumash Nations. We honor the sacred lands of all indigenous peoples.
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20 Recognizing, respecting, and
celebrating the wide range of
human experiences, identities,
and creative expressions that
differ from our own and extend
beyond the groups with which
we identify. This includes
embracing diverse artistic voices,
cultural traditions, and
storytelling methods that reflect
the richness of our communities.
By fostering an inclusive cultural
landscape, we create space for all
perspectives to be seen, heard,
and valued.
SIMI VALLEY CULTURAL ARTS
CENTER’S IDEA PHILOSOPHY
IS BASED ON THE FOLLOWING:
Embracing, respecting, and
celebrating the diverse
backgrounds, experiences, and
talents that each individual brings
to artistic and cultural spaces. We
are committed to creating an
environment where everyone feels
valued, heard, and empowered to
contribute. By fostering a sense of
belonging and mutual respect, we
ensure that all voices and
perspectives are welcomed and
reflected in the cultural narratives
we share.
INCLUSION DIVERSITY
EQUITY ACCESS
Committing to identifying and
addressing inequities in access,
resources, and opportunities to
ensure full and fair participation
for all. This means actively
removing barriers, fostering
inclusive practices, and
supporting diverse artistic and
cultural expressions. By
prioritizing equity, we strive to
create a cultural landscape where
everyone, regardless of their
background or identity, has the
opportunity to engage, create,
and thrive.
Ensuring that everyone,
regardless of physical, emotional,
socioeconomic, or developmental
barriers, has meaningful access to
artistic and cultural experiences.
This includes removing obstacles,
providing accommodations, and
creating welcoming
environments where all
individuals can engage with,
participate in, and benefit from
the arts. By prioritizing access, we
open the door for diverse
communities to share in the
transformative power of cultural
expression.
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21 IDEA Goals
CREATE: Foster and maintain a diverse, inclusive, and equitable environment where everyone feels valued and respected, regardless of gender, age, race, ethnicity, national origin, sexual orientation, gender identity, education, socioeconomic status, political affiliation, or ability.
PRESENT: Deliver programming that centers on inclusion and diversity, promotes cultural activities, and enhances the quality of life for the citizens of Simi Valley and surrounding communities.
ESTABLISH: Position the Simi Valley Cultural Arts Center (SVCAC) as the leading arts education resource in Simi Valley by expanding arts education opportunities and strengthening support for emerging artists.
REINFORCE: Affirm the arts as a vital and necessary part of life in Simi Valley by increasing arts and creative engagement opportunities throughout the community. Through these efforts, the SVCAC aims to inspire creativity, foster cultural dialogue, and strengthen community connections for all residents.
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22 183-Seat David Ralphe Main Stage Theater
Multipurpose Room/DownStage Theater
Gary Thomas Gallery for the Visual Arts
Dressing rooms
A catering kitchen
State of the art sound, lighting and technical equipment 1,800-square-feet of storage facilities
Outdoor grounds and onsite parking
Facility Profile
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23 Facility Usage in 2024
Gallery Off Site Outdoor Grounds
Main Stage DownStage/MPR
DownStage/MPR
58.7%
Main Stage
26.6%
Gallery
9.8%
Off Site
4.4%
Outdoor:
CraftFest, Hispanic Heritage
Festival and Winter Art Market
took place on the SVCAC
Grounds. The SVCAC saw 463
Vendor applications, 195
Vendors on-site and over 2,000
visitors.
Main Stage:
180 Events took place in the
SVCAC’s David Ralphe Theater
and nearly 16,000 patrons
bought tickets for SVCAC
events, which took place on the
Main Stage!
Gary Thomas Gallery:
Throughout 2024, the SVCAC’s
Gary Thomas Gallery displayed
over 113 pieces of artwork, held
three opening receptions and
exhibited the work of 40 local
and regional artists.
DownStage/Multipurpose
Room (MPR)
397 Events took place in the
SVCAC’s DownStage/MPR
Theater in 2024. This room is
highly trafficked and is used as a
performance, rehearsal, and
audition space and more.
Offsite/Community:
The SVCAC has partnered with
Adam’s Forge, the Simi Valley
Public Library, Moorpark
College, Rancho Simi
Recreation and Park District,
and the YMCA to help present
creative programming in the
Simi Valley community.
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Outdoor Grounds
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24 Quality of Life
The SVCAC made significant strides in diversifying its programming and expanding its audience base. These efforts brought the center closer to its goal of reflecting Simi Valley's demographics.
Key achievements include:
The Organic Mind Wellness Conference: A nonprofit event focusing on Hindu traditions such as mindfulness, yoga, music, and Ayurveda.
Music Rx Organization’s Keith Borden Concert: Dedicated to improving lives through live musical experiences for individuals with chronic illness or depression.
In The Heights: A production featured a predominantly Latino cast and creative team, and highlighted the SVCAC’s commitment to empowering underrepresented voices.
The Fat Girl’s Guide to Life, Sex, and Everything In Between: A one-woman show by Queer Latina artist Ariella Fiore, which fostered audience engagement through post show talkbacks.
Winter Art Market: Featured 65 arts and crafts vendors, including nonprofits like Art Trek, and the Simi Valley Art Association, drew approximately 500 attendees.
Hispanic Heritage Festival: SVCAC collaborated with the SVCAC Foundation on a new community event, which featured 58 Latino-owned businesses and performances by Danza Azteca Xoshipilli, Mariachi Zapopan, Danzas Peruanas, and Teatro Aztlan – CSUN, attracted approximately 1,000 visitors.
Sustainability
The SVCAC and City staff collaborated with the Simi Valley Cultural Arts Center Foundation on significant cultural events. These initiatives attracted new supporters, generated revenue, and increased community awareness. The Foundation also participated in recurring events such as CraftFest and the Winter Art Market, creating additional fundraising opportunities. The following key actions underscore the SVCAC's dedication to financial efficiency, transparency, and sustainable community-focused operations.
Key sustainability measures include:
Collaborated with the Foundation to develop diverse fundraising events, including the Spotlight Gala Awards, Hispanic Heritage Festival, and Colors of India.
Transitioned to Heartland Payment Systems to reduce credit card processing fees and improve transaction efficiency.
Collaborated with Dream Warrior Group to develop a new, ADA-compliant website to enhance visitor accessibility and the user experience.
Secured a waiver from the City Council on the required 10% reimbursement to the General Fund through FY 2027-28, enabling the SVCAC to focus on revenue growth and long-term cost recovery goals.
Strategic Plan Update
The Simi Valley Cultural Arts Center’s (SVCAC) Five-Year Strategic Plan was adopted by City Council in 2021. Great progress was made in Fiscal Year 2024-25 in achieving the six Strategic Priorities of the Plan.
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25 Strategic Plan Update Continued:
Programming
The SVCAC broadened its programming by introducing diverse productions and free community events, reflecting a commitment to inclusivity and cultural enrichment.
Key programming highlights include:
Broadway and Beyond: Ms. Cast: An innovative production featured an all-female or non-binary cast.
Tribute Concerts: Honored iconic artists such as The Coasters, The Drifters, Ray Charles, and Selena.
Free Community Events: Included Winter Art Market, and the Environments Exhibit Event, which combined visual arts, live music, and spoken word performances.
Tesoro Art Exhibit: Highlighted works by Chicano and Indigenous artists to celebrate cultural diversity.
The SVCAC strengthened its Youth Arts Education programs through the Young Artists Playground (YAP) curriculum, with plans to expand into local schools and become a preferred vendor for homeschool organizations.
Marketing, Outreach and Community Partnerships
The SVCAC amplified its community engagement through active participation in local events such as the Fall Simi Valley Street Fair and the Volunteer Fair at the Boys and Girls Club. The YAP program also contributed to the Snowfest Event hosted by the Rancho Simi Recreation and Park District.
Key marketing achievements include:
Expanded partnerships and offered inclusive programming to increase visibility.
Maintained a strong social media presence with over 6,400 Facebook followers, 12,069 Instagram followers, and 26,200 TikTok followers.
Leveraged paid advertisements and articles in the Simi Valley Acorn to reach broader audiences. page 15
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26 Strategic Plan Update Continued
Facility and Experience
The SVCAC remains committed to creating a welcoming environment aligned with Simi Valley's small-town charm.
Key initiatives to enhance the visitor experience include:
Maintained a 100% satisfaction rate from audience members through exceptional customer service and facility upkeep.
Expanded the volunteer Ambassador program through community outreach and referrals, fostered a sense of community and provided a warm presence at events.
Collected positive feedback via verbal and written responses, as well as post-event surveys, reinforcing the SVCAC’s commitment to providing a clean, inviting space.
Arts Leadership and Advocacy
The SVCAC actively engages with regional and national arts organizations to contribute to arts advocacy and policy development.
Key leadership initiatives include:
Collaborated with the Simi Valley Arts Commission to develop a Master Cultural Plan, ensuring a comprehensive approach to arts and cultural initiatives.
Lead efforts to steward arts and cultural programs that enrich the community and support local artists.
Established partnerships with the County of Ventura and the Ventura County Arts Council.
Participated in the inaugural ReFrame Ventura County Arts Summit, focusing on the economic and creative impact of arts and culture.
Contributed to the formation of a Ventura County arts coalition and served as panelists for the Ventura County Arts and Culture Investment Fund.
Engaged in a national arts management conference to discuss arts advocacy and the challenges faced by nonprofit arts organizations.
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