Westminster City Council
SUBJECT
Title
Rose Center Study and Operational Model Recommendations Prepared by TheatreDNA.
End
From: Christine Cordon, City Manager
Requested by: Administration
Prepared by: Shaunna Hunter, Senior Management Analyst
____________________________________________________________
RECOMMENDED ACTION
Recommendation
A. Receive and file the Rose Center Study prepared by TheatreDNA; and
B. Provide direction as necessary regarding a preferred implementation process.
end
BACKGROUND
The Rose Center is situated within the Westminster Civic Center which includes City Hall, Westminster Police Department, Community Services Building and Senior Center, Orange County West Justice Center, and Orange County Library. It was developed under the direction of Westminster City Council and opened in 2006. The facility was designed to increase community access to high-quality performance arts and cultural experiences, while providing a rental venue for corporate networking, holiday gatherings, and weddings.
The Rose Center is comprised of a Performance Theater Complex complete with 398 seats, multiple dressing rooms, full theatrical lighting and audio systems, a lobby, and public restrooms. The Rose Center also has a large banquet facility with a ballroom, ideal for weddings, quinceañeras, and holiday gatherings but it can be subdivided for more intimate events. It includes a large outdoor patio, commercial kitchen with ample storage for tables, chairs, and appliances. The Rose Center is adjacent to various public parking options that provide ample spaces for both the theater and ballroom patrons at one time.
Rose Center Management
Since the Rose Center opened, the City has contracted both the management of the theater and the ballroom to third-party vendors; however, building maintenance is conducted by the Public Works Department. The theater is and has been managed by a non-profit entity, Friends of Abbey Centre, dba Friends of the Rose Center Theater. The Ballroom was initially managed by Crystal Rose Catering, and most recently by Mastroianni Family Enterprises, dba Jay’s Catering. The agreements with both entities expired in 2024 and they have operated on a month-to-month basis with no changes to the terms of their agreements. Jay’s Catering terminated its agreement to operate in August 2025.
While the Rose Center has been under third-party management, the City has continued to support the Rose Center facility at an annual operating loss of approximately $50,000. While total building maintenance and utility costs fluctuate each year, these expenses were largely offset by rental revenue received from Jay’s Catering. As of August 2025, however, Jay’s Catering’s terminated agreement has resulted in a loss of $11,500 in monthly rental revenue, or $138,000 annually. Consequently, the City’s operating loss is now projected to increase to approximately $180,000 per year.
Table 1 provides a fiscal year breakdown of all utilities, phone line, and maintenance system repair costs. Table 2 shows the rental revenue received from Jay’s Catering for each fiscal year. Please note that the facility was closed during portions of 2020 and 2021 due to COVID-19.
Table 1: Maintenance and Utility Cost by Fiscal Year
Table 2: Rental Revenue Received from Mastroianni Family Enterprises
Rose Center Study
Prior to the expiration of the current agreements, Council recommended obtaining an outside firm to evaluate and analyze the Rose Center operations, prior to deciding on the future operational model.
TheatreDNA was selected from a list of qualified consultants to complete the Rose Center Study. With a project timeline of four months, TheatreDNA initiated the following study components:
• Material Document Review
• Needs & Utilization Analysis
• Community Outreach and Stakeholder Engagement
• Competitor Analysis in the Region
• Operational Analysis & Governance Structure Analysis with RFP Review
• Business & Operations Planning
• Final Recommendations and Presentation of Findings
TheatreDNA conducted 32 stakeholder interviews; received 195 responses to the citywide survey; held bi-weekly project check-in meetings with City staff; met onsite with Jay's Catering and Rose Center Theater; toured and evaluated the facility; toured Westminster with the Economic Development Manager; and met with council members, commissioners, educators, and community groups. Jay's Catering and Rose Center Theater provided access to their internal operational documents, profit and loss statements, and rental user group contact information. They met separately to provide more in-depth analysis of their respective operations.
After completion of their review and analysis of all documents, TheatreDNA prepared the Rose Center Planning Study Final Report (Attachment 1) and the Rose Center Planning Study Final Report - Condensed Summary (Attachment 2) for council review and discussion at a study session. The final study, along with all appendices, is posted on the City website.
The final report was presented to City Council on October 15, 2025, at the Rose Center Study Session (Attachment 3).
The following is a summary of operational management recommendations:
• Theater Side: TheatreDNA recommends that the City continue to contract with the Friends of the Rose Center as the venue operator if they agree to a more equitable operator agreement and invests in more staff. Should the City contract with the Friends of the Rose Center for ongoing services, the City will need to create a capital improvement plan to begin phasing out old performance equipment with newer systems that belong to the City. As an alternative, if the City does not wish to continue to contract with the Friends of the Rose Center, TheatreDNA recommends creating a classification “Resident Theatre Company” which provides the Friends of the Rose Center with priority bookings and a space to perform throughout the year.
• Catering Side: After thorough analysis, TheatreDNA recommends that the City begin in-house operational management of the ballroom facility. To manage the ballroom, TheatreDNA recommends increased staff levels to accommodate the rental sales of the space, maintenance, and event management. TheatreDNA provided (in the full report) a forecast model of potential revenue from event sales and commission from vendors. There are initial start-up costs and differed maintenance tasks that must be completed before opening the venue.
Since Jay’s Catering terminated its agreement with the City, staff has received approximately three to four rental inquiries per week for use of the ballroom. To manage these inquiries, staff created a dedicated email address, RoseCenter@westminster-ca.gov, and are maintaining an interest list for future contact once the City finalizes a management plan for the ballroom.
Capital Improvements
After 20 years, the Rose Center needs a capital investment from the City. The Public Works Department collected estimates for the known improvements needed, but a formal facility assessment would provide a clear picture of the capital investment needed. TheatreDNA is preparing a quote for this service.
Repairs Needed:
• Replace and/or repair roof - TBD
• Repair HVAC system - TBD
• Replace flooring in ballroom facility - $75,000
• Replace AV system in ballroom - $40,000
• Repair damage to ceiling tiles - TBD
• Repaint Ballroom ceiling - TBD
• Update restrooms - TBD
• Replace facility lighting to LED - $40,000
• Build and furnish a Bridal Room from existing ballroom facility storage - TBD
• Begin to replace theatrical audio and lighting equipment - TBD
If Council provides direction on a preferred implementation process, staff will bring back a formal report, including, but not limited to, facility maintenance and improvement costs determined through a formal facility assessment.
FISCAL IMPACT
None.
LEGAL REVIEW
The City Attorney’s Office has reviewed as to form.
CONCLUSION
The TheatreDNA study offers a comprehensive analysis based on community engagement, stakeholder interviews, and a detailed review of data provided by current operators and City records. The study has provided the City Council with the findings and recommendations to ensure the equitable use of the facility and to realign cost recovery models to match current vision for the facility. An additional facility assessment is needed to determine the actual cost to conduct the repairs and maintenance needed at the Rose Center.
ATTACHMENTS
1. Rose Center Planning Study Final Report
2. Rose Center Planning Study Final Report - Condensed Summary
3. TheatreDNA Council Presentation
REVIEWED BY
Erin Backs, Finance Director
City Attorney’s Office
Christine Cordon, City Manager