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Tag: Burbank

  • Providence Saint Joseph Medical Center Acquires Pioneering Imaging Technology for Use During Surgery

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    Providence Saint Joseph Medical Center is among the first hospitals in California to deploy innovative ultra-high-resolution imaging in the operating room so that surgeons see excised tissue at the cellular level—right during surgery.

    The newly acquired optical coherence tomography (OCT) uses light to create cross-sectional 3D images of tissue microstructures at 10 times the resolution of ultrasound and X-ray and 100 times the power of magnetic resonance imaging (MRI). This resolution, combined with an imaging depth of 2 mm, is ideal for evaluation of tumor margins.

    For example, in the case of breast cancer, breast tumors cannot always be seen or felt, leaving surgeons to rely on pathology after surgery to definitively determine whether all diseased tissue has been removed. This can mean waiting up to 10 days for lab results to show whether cancer remains and another surgery is required.

    “With the addition of ultra-high-resolution imaging in the operating room, I can gain further intraoperative insight about margin status to help guide my surgical resection of breast cancer,” said Dr. Nicketti Handy, a breast surgical oncologist at Providence Saint Joseph’s Roy and Patricia Disney Family Cancer Center. “If I can look at what I’ve removed and see disease at the cellular level, I can better understand if I’ve taken enough breast tissue or need to remove more. That gives me—and my patient —peace of mind.”

    While formal surgical pathology evaluation remains critical for final confirmation, new technologies such as OCT offer valuable information in real-time to assess tumor margins and help surgeons make informed, immediate decisions.

    “Additional surgeries can take an incredible emotional toll on patients,” added Handy. “We want to use all the tools available at the time of their operation to minimize the need for further surgery.”

    About Providence Saint Joseph Medical Center

    Providence Saint Joseph Medical Center in Burbank, California, is a nationally recognized, 383-bed, not-for-profit hospital founded in 1943 by the Sisters of Providence. Home to the Roy and Patricia Disney Family Cancer Center and the Howard and Hycy Hill Neuroscience Clinic, Saint Joseph is part of Providence, a 52-hospital health system with a comprehensive range of services across Alaska, California, Montana, New Mexico, Oregon, Texas and Washington. For more information visit: providence.org/saintjoseph. 

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  • City of Burbank Adopts Ordinance to Clarify Parking Restrictions Near Intersections

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    On August 26, 2025, the Burbank City Council adopted an ordinance amending Title 6, Chapter 1 of the Burbank Municipal Code (BMC) to align with California’s new statewide “daylighting” law, Assembly Bill (AB) 413. The ordinance ensures consistency between the City’s existing parking standards and the new state law, which took effect on January 1, 2025. 

    AB 413 prohibits parking within 20 feet of the approach to a crosswalk, and within 15 feet where curb extensions are present. In other words, parking is prohibited in the area directly in front of the crosswalk as a driver is driving toward it. The new law is designed to improve safety by increasing visibility at intersections and reducing potential conflicts between drivers and pedestrians. 

    Burbank’s own daylighting ordinance has been in place since 1979. Under the BMC, parking is prohibited within 15 feet of intersection corners, within 25 feet of stop signs and traffic signals, and in any location deemed hazardous by the City when marked with red curb. These local restrictions remain unchanged. However, many smaller residential intersections and other locations do not have red curb markings. At these locations, the new state law now applies. 

    Two rules now guide drivers when parking near intersections: 

    1. Parking at red curb zones remains prohibited as stated in the current BMC. 
    1. Even without a red curb, parking is prohibited within 20 feet of the approach to a crosswalk under AB 413. This restriction applies whether or not the crosswalk is painted, as state law considers any corner with a curb ramp or stop sign to be a crosswalk. 

    For AB 413 violations, the City’s initial focus will be on education and warnings to help drivers adjust to the new law. Parking Enforcement will continue to cite vehicles parked in red curb zones. 

    To support this effort, the City will launch an outreach campaign that includes a dedicated webpage, social media posts, informational videos, and community engagement through the Burbank Police Department. 

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  • Burbank Housing Corporation Opens Applications for At-Large Board Position

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    The Burbank Housing Corporation (BHC) will begin accepting applications for its At-Large Board Member position starting Tuesday, September 2, 2025, at 8:00 a.m. This is an opportunity for dedicated individuals to contribute their skills, experience, and leadership to advancing affordable housing and community programs in Burbank.

    About BHC
    Burbank Housing Corporation (BHC) is a private, non-profit community housing developer providing affordable housing and resident services to low- and moderate-income households in Burbank, CA. Since 1997, BHC has positively impacted local neighborhoods and offered essential programs that support residents and families.

    BHC is guided by a nine-member volunteer Board of Directors, with members appointed from key segments of the Burbank community, including the Chamber of Commerce, Wesley Senior Housing, the City of Burbank, and BHC residents.

    Board Member Qualifications
    The ideal candidate will have a strong interest in affordable housing and a commitment to serving the Burbank community. Candidates must:

    • Live or work in Burbank (Current BHC residents are not eligible for this position)
    • Be 21 years of age or older
    • Be fluent in English
    • Demonstrate integrity and ethical leadership
    • Bring skills, expertise, or experience to further BHC’s mission
    • Attend bi-monthly board meetings on the 4th Tuesday every other month at 5:00 pm
    • Represent BHC at community events and outreach activities

    How to Apply
    Applications will be available for download beginning September 2, 2025, at 8:00 a.m. on the BHC website: www.burbankhousingcorp.org/blog/2025board

    Completed applications must be submitted by Wednesday, October 1, 2025, at 4:00 p.m. PST via email to info@burbankhousingcorp.org.

    Following the application period, the BHC Staff & Board Committee will review all submissions. Selected candidates will be invited to interview and share their vision for affordable housing in Burbank.

    Join BHC in shaping the future of housing in our community!

    Chamber

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  • Letter to the Editor: Resident Wants Local Politicians to Deliver a No Vote on SB79

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    SB79 WILL DESTROY NEIGHBORHOODS AND WILL NOT SUBSTANTIALLY INCREASE TRANSIT RIDERSHIP

    SB79 is a proposed State law that would encourage developers to buy up single-family homes within ½ mile of a major transit stop and replace them with high-density market-rate or luxury apartments or condos.  At the State Assembly Local Government Committee public hearing held on July 16, 2025, the bill’s sponsor, Bay Area Senator Scott Wiener, opened his remarks by identifying transit as the driving force for the increased density goals of SB79, saying:

    This is really what this bill, bottom line is about, is when we are making significant public investments in public transportation – we’re making these very significant taxpayer investments in public transportation – are we going to actually build enough housing around them so that people can walk to them and use them and we can have the ridership we need for them to succeed?”

    So, neighborhoods are going to be destroyed in order to try and generate sufficient ridership to justify the large expenditures of taxpayer dollars for transit that the public prefers not to ride.  Metro spends about $1.7-$2.1 billion dollars a year in capital costs, and another $1.87-$2.2 billion a year in operating costs.  The BRT for example will cost upwards of $317 million dollars to have a dedicated bus lane, rather than Metro just operating a standard bus on the route, and because the BRT is unlikely to have sufficient ridership, the State wants to developers to tear down single-family homes along the alignment and replace them with high-density apartments.  As presented, SB79 is a case of trying to make people serve transit, rather than transit serve people.  But will SB 79 actually help to increase transit ridership?  The answer is: probably not. 

    Who Are The Typical Transit Riders

     According to us Access and Income in LA County (2021), bus riders in the LA region tend to be lower income:

    According to LA Metro, the median and mean household incomes of bus riders in the County of Los Angeles in 2019 was $17,975 and $27,723 respectively with 57% of riders living below the poverty line. The agency reported in 2019 that the median and mean income for rail riders was $27,723 and $45,421 with 38% of riders living below the poverty line. In addition to the socioeconomic statistics, Metro reported that 66% of bus riders are Latinx and 15% are Black/African American. While it is clear that transit riders as a whole in Los Angeles have lower-incomes, bus riders in particular are more socioeconomically vulnerable than their rail rider counterparts.

     Transit Ridership Has Been Decreasing – Why?

    SB79 is theoretically an attempt to prop-up transit systems which were experiencing decreasing ridership even before the pandemic.  In today’s post-pandemic world, more people work from home, transit is perceived as unsafe, there are ever-more extreme heat days, there are more attractive options such as uber or car ownership, and people worry about disease transmission in confined or dirty spaces, so transit is not appealing.

    On the Metro system, the number of unlinked passenger trips per year has fallen from 476.3 million in 2013 down to 276.3 million in 2023, according to Metro’s Annual Agency Profile submitted to the Federal Transit Administration.  An Unlinked Passenger Trip (UPT) is the number of passengers who board public transportation vehicles. Passengers are counted each time they board vehicles no matter how many vehicles they use to travel from their origin to their destination. 

    Studies of decreasing transit ridership such as Falling Transit Ridership: California and Southern California, have examined a number of factors.  According to Falling Transit Ridership:

    We examine patterns of transit service and patronage over time and across the region, and consider an array of explanations for falling transit use: declining transit service levels, eroding transit service quality, rising fares, falling fuel prices, the growth of Lyft and Uber, the migration of frequent transit users to outlying neighborhoods with less transit service, and rising vehicle ownership. While all of these factors probably play some role, we conclude that the most significant factor is increased motor vehicle access, particularly among low-income households that have traditionally supplied the region with its most frequent and reliable transit users.

    So, even if SB79 was effective in generating a concentration of low-income housing around transit, that is unlikely to cure the problem of decreasing transit ridership in the greater Los Angeles region. 

     SB79 Will Not Produce The Low-Income Housing Needed to Increase Transit Ridership

    However, SB79 will not produce much in the way of low-income housing.  SB79 will let developers build 5-6 story buildings at a density of 100 dwelling units per acre within ¼ mile of BRT stops and 80 dwelling units per acre within 1/4-1/2 mile on single-family lots.  The first 10 units on any lot are exempt from affordability requirements and units in an SB79 project can be an average of 1,750 square feet (sf) in size.

    By way of comparison, the Pickwick Project has a site density of just under 19 dwelling units per acre.    According to the Pulte Homes website, the Pickwick units are 1,725-1,830 square feet (sf) in size.  Pickwick’s 1,725 sf units sells for $1,358,990.  SB79 is not affordable or low-income housing legislation.

     Most lots along the BRT alignment are 5,500 – 8,000 sf in size.  So, on a 6,000 sf lot within ½ mile of a BRT station a developer could put 10 units of 1,500 sf, or 10 units of 1,750 sf on a 7,000 sf lot without needing to provide any low-income or affordable housing and this would be consistent with SB79.  SB79 is not affordable housing legislation and is not designed to produce low-income housing.  

    Market-Rate And Luxury Housing Does Not Generate Transit Ridership

    While a stated goal of the bill is to increase public transit ridership, its focus on building market-rate and luxury housing works against that goal since it will not house the very people who rely the most heavily on public transportation.  According to page 5 of a 2019 study, Falling Transit Ridership: California and Southern California:

    The average resident of the SCAG-region made about 35 transit trips in 2016, but the median resident made none. Only a minority of the population rides transit very frequently or even occasionally. About two percent of the population rides transit very frequently (averaging 45 trips/month), another 20 percent of the population rides transit occasionally (averaging 12 trips/month), and more than three-quarters of SCAG-region residents ride transit very little or not at all (averaging less than 1 trip/month). Heavy transit use, moreover, is concentrated among the low-income population, and especially low-income foreign born residents.

    According to the Southern California Association of Governments’ (SCAG)  Connect SoCal 2024 Performance Assessment Results, in 2019 only 3.4% of work trips and 3.6% of all trips were by transit.  Given that SB79 allows for the construction of 10 large market rate or luxury units on a single-family lot, with no provision of affordable housing, and only requires a minimal amount of affordable housing for developments of 11 or more units which must provide only 7% extremely low-income, or 10% very low-income, or 13% low-income units, SB79 is unlikely to substantially increase the share of trips in the region which are by transit.  Developers like to maximize profits and rents and are therefore likely to include low-income housing in their developments.

    SB79’s obsessive focus on “securing” transit riders to raise the return on transit investment is not only badly misplaced but unachievable given that little or no affordable housing will result from the bill as amended on July 16.  SB79 actually works against increasing transit trips by undermining the ability of cities to meet their much higher low-and-moderate-income housing targets in their Housing Elements or to implement their transit-oriented development policies which are designed to result in a much larger share of low income and affordable housing.  Developers will instead invest in 10-unit SB79 housing and avoid provision of low-income housing units. 

    If SB79 is serious about generating transit ridership it would need to be amended to require that each SB79 development match the low-income percentage targets assigned by the State, in each local jurisdiction’s Housing Element.  For Burbank that target is 29.1% very-low income, and 16.2% low income and 16.1% moderate income, leaving 38.7% of units to be above moderate income.  Failure to require meaningful low-income housing production is a “tell” that SB79 is not about helping transit. 

    So, Who Does SB79 Benefit?

    SB79 will replace stable single-family neighborhoods with high-density market rate and luxury apartments and condos, which may or may not include parking.  It is unlikely to significantly increase transit ridership since few of the units produced will be low-income.  SB79 will, however, decrease homeownership in California to the benefit of developers, real estate speculators and large rental companies, and drive up the cost of single-family homes as families compete with developers for these houses.  The units produced will be exempt from rent control for their first 15 years.  Developers will likely produce SB79 housing rather than comply with City Housing Element policies designed to increase the area’s share of low-income and affordable housing.  Given the densities allowed by SB79, SB79 development will likely impact local services and infrastructure.  There are limitations on how much of the infrastructure costs imposed by this development can be charged to the SB79 developments, leaving taxpayers to hold the bag.  Developers benefit, and Burbank residents and families loose.  Don’t buy the SB79 hype; SB79 is designed to benefit developers at the cost of neighborhoods. 

    Help keep Burbank, Burbank.  Please contact your State Representatives and ask them to vote against SB79.  You can find your State Representatives at:  https://findyourrep.legislature.ca.gov

     For Burbank, contact:


    Susan O’Carroll
    Burbank

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  • Interim Superintendent Macias Gives Update on School Facilities Oversight Committee Selections

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    (Photo By Ross Benson)

    The Burbank Unified School District (BUSD) leadership team acknowledges that we did not meet the statutory deadline to establish and appoint the School Facilities Oversight Committee as required under California Education Code Section 15278. Specifically, the District was obligated to form this committee within 60 days of entering the November 2024 election results into the official record at a Board meeting.

    While the Board formally recognized the passage of Bond Measure ABC on January 16, 2025, and initial outreach to interested applicants began on April 15, 2025, the process regrettably stalled thereafter. This delay does not reflect the level of professionalism, openness, or responsiveness our community deserves, and for that, we offer our sincere apologies.

    We extend a heartfelt apology to the Burbank community and to our Board of Education members. We recognize the importance of timely and accountable governance, especially when it comes to oversight of public funds and facilities planning. Corrective actions have now been implemented to ensure this process moves forward with integrity and urgency.  

    To that end, we are reopening the application period for the School Facilities Oversight Committee, beginning Monday, August 25, 2025, and closing on Friday, September 5, 2025 at 4:30 p.m. All previous applicants will be automatically included in the new applicant pool, unless we are notified otherwise.  Updated application information and selection process will be shared publicly on Monday, August 25th through our District website and communication channels.

    We remain committed to rebuilding trust and ensuring that our community has a strong voice in the stewardship of our school facilities. 

    Thank you for your continued engagement and partnership.

    In partnership,

    Dr. Macias
    Interim Superintendent

    1. What is the Measure ABC Oversight Committee?

    The Oversight Committee is a citizen-led advisory group established by the Burbank Unified School District Board of Education to monitor the expenditure of bond funds approved under Measure ABC. Its purpose is to ensure public accountability and fiscal responsibility in the use of those funds.

    2. Why was the committee created?

    The committee was formed in accordance with Proposition 39 and California Education Code Sections 15278–15282. It serves to:

    • Represent community interests in school construction and renovation
    • Ensure bond proceeds are used appropriately
    • Issue annual reports to the public

    3. What are the committee’s main responsibilities?

    • Review monthly expenditure reports
    • Monitor progress and timelines of bond-funded projects
    • Present interim and annual reports to the Board
    • Ensure no bond funds are used for salaries or operating expenses
    • Promote transparency through public records and website updates

    4. Who can serve on the committee?

    Members must:

    • Be at least 18 years old and a California resident
    • Not be a BUSD employee, vendor, contractor, or consultant
    • Represent specific stakeholder groups, including:
      • Business organizations
      • Senior citizens’ groups
      • Taxpayer organizations
      • Parents and PTA members
      • General community members

    5. How many members are on the committee?

    The committee must have at least seven voting members. The Board may also appoint up to:

    • 10 Alternates (non-voting)
    • 9 Ex-Officio Members (non-voting observers)

    6. How are members selected?

    The Board appoints members after a public nomination process. Vacancies are filled through the same process, with attention to maintaining representation across stakeholder categories.

    7. How long do members serve?

    Terms are typically two or three years, with a maximum of three consecutive terms. Members may be removed for cause, including non-attendance or failure to meet eligibility requirements.

    8. Are committee members paid?

    No. All committee members serve voluntarily and are not compensated.

    9. How often does the committee meet?

    Regular meetings are held at least monthly, including an annual organizational meeting in June. All meetings are open to the public and follow the Brown Act.

    10. What support does the District provide?

    BUSD provides:

    • Meeting space and materials
    • Technical and administrative support
    • Access to financial and project reports
    • Public posting of minutes and reports

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  • Letter to the Editor: BUSD Administrator Responds to Opinion Piece

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    Letter to the Editor:

    I’m writing in response to your editorial posted on myBurbank last night. While I fully intend to address the issues currently facing the district, I’m not in a position to do so just yet. However, I would like to correct several inaccuracies in your OpEd in case you want the Burbank community to have a more complete and accurate picture.
     
    First, thank you for noting that you found me pleasant during our podcast meeting. The feeling was mutual, and I truly appreciated the opportunity you provided me to advocate for the much-needed funding our schools deserve.
     
    I. My Time in Ojai
     
    I served in Ojai for four years and thoroughly enjoyed my time there. It’s a remarkable community, and I valued my work with both the Board and the staff. I’m unclear why you stated that “people in Ojai have remained mute on the subject” and then implied I may have been forced out. That suggestion is categorically false.
     
    Please let me know whom you contacted that remained “mute,” as I continue to stay in touch with the current superintendent, Sherrill Knox, and several board members. I reached out to Dr. Knox this morning; she confirmed that you have not contacted her or anyone else in the district, and she laughed at the absurdity of what you implied.
     
    A simple Google search would show that local papers announced my resignation on January 10th, and I remained superintendent for more than 6 additional months. It was not a sudden exit. I accepted new employment on December 16, 2018 notified the Board soon thereafter and notified the community as soon as we returned from Winter Break. However, to help give the District time to identify my successor I worked for the District for seven more months. I had two years remaining on my contract and consistently received stellar performance reviews. In fact, I was offered one of my former positions—Assistant Superintendent of Business and Administrative Services—two years ago, but I declined out of loyalty to Burbank.
     
    II. My Time in Texas
     
    You incorrectly stated that I was in Texas for only one year. I served there for three years, from 2019 to 2022. My decision to accept that position was not professionally driven, but rather deeply personal, involving my spouse and children.
     
    One of my children required extensive medical care for a rare condition, resulting in over 25 hospital visits to Scottish Rite Hospital in Dallas—widely regarded as the premier facility for treating that condition. After three years of care, my child was given a clean bill of health, and we returned to California.
     
    When I moved to Texas, I signed a three-year employment contract. In my final year, I was offered a new three-year contract with a significant increase in salary, leave benefits, and other fringe perks. However, I chose to conclude my initial term and return to my home in Ventura County. I continued to consult for the school for a time after stepping down to help them with their transition.
     
    III. The Accounting Error
     
    Let me reiterate: I did not “blame” Ms. Kutka for any wrongdoing. My apology—available at the 2:28 mark of the Board meeting video from June 15, 2023—was for making her feel as though I had attacked or impugned her reputation. I clearly stated that was never my intent.
     
    The day after that board meeting, I called her to request a private conversation in hopes of improving our relationship, recognizing her importance to both the district and the broader community. I’m unsure why the narrative persists that I placed blame on her. If you can point to any instance—how, when, or where—I did so, I would appreciate it.
     
    To be clear: the error occurred on July 21, 2022—five months before I began working for the district. An employee in the fiscal department (not Ms. Kutka) made an improper journal entry for an accrual and failed to log it in the standard workbook used to track such entries, making it very difficult to trace. This was a mistake, not an act of malice.
     
    The books for the 2021–22 fiscal year were fully closed before I arrived (as required by law to go to the Board by September 15), so I had no reason to inspect the prior year for a one-sided journal entry.
     
    However, the error was discovered during the same budget year in which I began.
     
    I’m more than willing to sit down with you, Ms. Kutka, or any CPA or school finance expert to walk through the details—what the error was, who made it, why it wasn’t caught during budget revisions, and more. These are all public records, so you don’t need to take my word for it.
     
    I will conclude by assuring you that I look forward to the day we can more candidly discuss what has occurred within the District over the past 12 months. However, I am not able to just yet.
     
    Andy Cantwell

    Chief Administrative Officer, Burbank Unified School District

    The post Letter to the Editor: BUSD Administrator Responds to Opinion Piece appeared first on myBurbank.

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  • Burbank Students Launch Podcast to Empower Young Women

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    “Shhh it’s for the girls”, a catchy, simple, yet impactful phrase that inspired Alessandra and Rio to start a podcast. What began as a whisper has now become a tool for girls in their school community and beyond to have a much needed voice. Burbank students Alessandra Khatchaturian and Rio Bechet, both juniors at the International School of Los Angeles in Burbank, CA are leaving an impact beyond the classroom with their podcast Shh It’s For The Girls. Alessandra Khatchaturian, a sixteen-year-old first-generation Armenian American, is enrolled in the International Baccalaureate program. Rio Bechet, also a host of the podcast, is sixteen of Brazilian, French and Asian heritage, pursuing the rigorous French Baccalaureate. Together, they bring a unique blend of cultural perspectives, academic excellence, and creative vision to Shh It’s for the Girls.

    “What does it mean to be a female student in the world today?” Through 5 minute interviews with girls ranging from 6th grade to teachers, the duo attempts to understand an eternal question. Slip ups, laughter, and positivity allow the pair to navigate a range of topics from the danger of group mentality, mental health, forgotten women, skincare, internalized misogyny, and so much more.The podcast reflects a broad but also personal range of experiences; the goal is to shine a light on the diversity of the female student body whilst voicing their perspectives. Directed by the duo themselves, this podcast is designed as a welcoming, honest dialogue that tackles issues young female students often face but do not have the opportunity to share and discuss in depth, especially as minors in a school setting.

    Their “Forgotten Women Series”, adds a more serious undertone. Instead of interviewing people, every other episode, the pair research influential women who have been disregarded and neglected from mainstream narratives, such as Rosalind Franklin, the scientist who discovered the double helix structure of DNA, or Norma McCorvey, the original instigator of Roe v Wade .

    Alessandra and Rio wanted to create an environment where the girls at LILA can speak freely, support each other and most importantly, lift each other up. What began as a fun lunch time project, transformed into a full production driven by purpose and intent, as well as the growing realization that change is necessary, and possible. When recording, the duo directs every element, from scripting and recording, to editing and interviewing. Additionally, they run a growing Instagram account @shhitsforthegirls, where they share updates and inspiring quotes of the week by many empowering women. The account not only promotes their content but serves as a space for interaction and community-building. Each episode feels like a conversation between friends—but with the weight and insight of serious issues explored through a thoughtful lens.

    Both Rio and Alessandra continue to remain active in leadership as well as service work, and Shh It’s for the Girls is a natural extension of their shared mission to educate, inform, and empower all female voices. As their podcast continues to flourish, the duo hopes to expand their audience, invite more guest speakers and continue building an environment and community that reminds young women their voice is important and they are never too young to spark a change.

    Listen to the podcast on Spotify: Shh It’s for the Girls Follow on Instagram: @shhitsforthegirls 

    Providence Saint Joseph Medical Center

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  • Dodgers Catcher Dalton Rushing to Host Youth Baseball Camp at Burbank High School

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    The City of Burbank Parks and Recreation Department is proud to announce a special opportunity for local youth athletes. Dodgers catcher Dalton Rushing will host an exclusive Youth Baseball Camp in Burbank on Thursday, August 28, 2025, at Burbank High School, 902 N. 3rd St., Burbank, CA 91502.

    The one-day camp, scheduled from 4:30 p.m. to 8:30 p.m., is open to boys and girls ages 6–13. Participants will receive hands-on instruction directly from a professional athlete, with a focus on skill development, teamwork, and building confidence both on and off the field.

    “We are thrilled to bring this unique experience to the young athletes in our community,” said Marisa Garcia, Parks, Recreation, and Community Services Director for the City of Burbank. “Opportunities like this not only inspire kids to improve their game but also teach valuable lessons about leadership and teamwork.”

    Space is limited and expected to fill quickly. Families are encouraged to register early to secure their spot. Register Here

    More information on drop-in sports can be found at www.Burbankca.gov/ParksAndRec or by calling 818-238-5300.

    Chamber

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  • Burbank City Hall Fountain Reopens

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    (Photo by Ross A Benson)

    On a sweltering August morning, Burbank’s iconic City Hall Fountain splashed back to life, transforming from a drought-silenced relic into a gleaming symbol of community resilience.

    Vice Mayor Tamala Takahashi and Councilmembers Zizette Mullins and Christopher Rizzotti didn’t just cut a ribbon — they celebrated a comeback. “This is one of Burbank’s most recognizable and beloved landmarks,” Takahashi told a crowd of 70 supporters jockeying for a bit of shade under the trees. “It’s one of the uniting features of our city that brings us all together.”

    Befitting the city known as “The Media Capital of the World,” the Burbank City Hall fountain has Hollywood credentials, starring in “The Rockford Files” and “Beverly Hills, 90210.” But its real fame? Being Burbank’s living room — a stage for everything from solemn vigils to jolly holiday celebrations.

    City Hall Fountain Ribbon Cutting

    Temporarily shut down in 2022 during California’s severe drought, the fountain underwent a comprehensive renovation that began in April 2025. As Takahashi explained, “We turned it off to conserve water, but we didn’t want it to stay turned off forever.”

    The renovation project focused on several key improvements, such as new hydraulics, improved waterproofing, repair of decorative tiles and iconic glazed terracotta fish spouts, installation of a new pump station and subterranean vault, and new hydraulics and a lighting system. “I encourage everyone to drive by in the evening and see how the lights bring new life and beauty to this beloved centerpiece of our city,” Takahashi said.

    “Most importantly,” Takahashi noted, “the Fountain has been repiped to run on recycled water instead of potable water, keeping it beautiful while placing sustainability front and center.”

    The renovation involved multiple city departments, including Burbank Water and Power, Public Works, and Parks and Recreation. Takahashi gave special recognition to Public Works Director Ken Berkman, praising him for completing the project just before his retirement as a “wonderful final contribution to the city of Burbank.”

    “This fountain is more than just water and tile,” Takahashi emphasized. “It is a centerpiece of our city and our community… a symbol of our shared identity.”

    She added, “For those of us fortunate enough to be a part of this community, the fountain’s greatest role wasn’t on TV, it’s in our own lives – moments when we walked or drove past, pausing to admire the beauty of this building and its fountain.”

    Designed in 1941 by architects William Allen and George W. Lutzi, Burbank City Hall exemplifies the classic Moderne architectural style, with its decorative fountain serving as a centerpiece. According to Don Baldaseroni, a Burbank Heritage Commissioner since 2000, the building and fountain were dedicated in 1943 and have since been recognized on both the National Register of Historic Places and California Register of Historical Resources. The structure has continuously served as the city’s administrative center since its completion.

    City Hall Fountain Ribbon Cutting

    Among the crowd were city leaders including City Clerk Kimberley Clark, City Manager Justin Hess, Assistant City Manager Courtney Padgett, City Attorney Joseph MacDougall, Police Chief Rafael Quintero, Fire Chief Danny Alvarez, Parks and Recreation Director Marisa Garcia, and Burbank Chamber CEO Jamie Keyser-Thomas. Field representatives from the offices of Senator Caroline Menjivar and Assemblyman Nick Schultz attended as well.

    The fountain’s revival came with a price tag of $1,185,735, according to an April 2025 Staff Report included in the City Council’s April 8 meeting materials. In April 2025, the City Council approved a contract with ARC Construction Inc., which included a construction bid of $988,112, a 15% contingency of $148,217, and a 5% potential schedule escalation of $49,406.

    (Photo by Ross A Benson)
    (Photo by Ross A Benson)
    (Photo by Ross A Benson)
    (Photo by Ross A Benson)
    (Photo by Ross A Benson)
    (Photo by Ross A Benson)
    UCLA Health

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    Lynn Lipinski

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  • Obituary: John (Jack) Reardon

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    John (Jack) Reardon

    John Reardon, also known as Jack, passed away peacefully at the age of 88 after years of various health struggles and heart failure.

    Born December 9, 1936, he grew up in Chicago, IL, where he loved telling stories of his times getting into mischief as a kid and spending time with his dad. He began working at Pittsburgh Plate Glass and found quick success as a salesman. As much as he loved the bustling city of Chicago, he had dreams of escaping the bitter winters and headed to sunny Southern California.

    By way of recommendation of some of his PPG Chicago contacts, he sought and was hired by North Hollywood Glass as a salesman. It was there that he met who became his wife, Patricia.

    They were married September 21, 1968, at the North Hollywood First United Methodist Church and not long after, bought their house in Burbank, John started his own glass company, Clearview Glass of Canoga Park, CA.

    He was a very active member of the Burbank community. He was a member of the Elks Lodge, an usher for the Burbank First United Methodist Church, an active committee member and volunteer for Burbank on Parade, he was on the founding board of the Burbank Boys and Girls Club and twice held the position of President of the Burbank Sunrise Kiwanis Club. He was a dedicated father and friend.

    Although he sold his glass business, he remained a salesman in the glazing field until 2015 when his health issues prevented him from returning to work.

    Studying genealogy and traveling with his family were his passions. He and Patricia worked hard to be able to take the family on many vacations. They were able to visit more than half of the United States, Mexico, Canada, the Caribbean, and Ireland. Several cruises to Alaska and multiple trips to Hawaii with his grandchildren were among his favorite trips.

    He was always quick to impress upon people that you must live every day as if it’s your last, and that family is everything. He was the eldest of four children, two girls and two boys, one of his sisters had predeceased him.

    John is survived by his wife, Patricia, and their two daughters, Julie (Jesus) and Kerri. He is also survived by his five grandchildren, twins John and Tommy, their younger sister Patricia, Will, and Ruby.

    BurCal Apartments8715

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    Community Contributor

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  • Letter top the Editor: Resident Says it is Time For Action on the BUSD Board

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    Letter to the Editor:

    (Editor’s note: the following was sent to the Burbank Board of Education)

    As I continue to carefully follow the missteps of the BUSD, it is time for the BUSD Board to act in the best interest of the children, parents, teachers and tax payers.

    1. Considering the FACT that the almost $500 million Bond Oversight Committee selection has not occurred and is EIGHT MONTHS behind the State mandated timeframe and the District has already spent millions of Bond Funds, without an oversight committee, I am suggesting that the BUSD Board reopen and advertise the process for qualified applicants, since one of the board members claimed that she was not comfortable with the depth of knowledge and qualifications of the list provided. During this period, any and all Bond expenditures must be suspended until the committee is seated and brought up to date. I reiterate, a Bond Oversight Committee is mandatory prior to spending any bond dollars.
    2. It is now time to release Andy Cantwell from his duties at the District with Just Cause. Under his management and supervision your tax dollars and the process to oversee them has been reckless. An $11 million dollar accounting error, almost nonexistent credible and succinct reviews of consulting contracts and pay warrants and the failure to assemble a Bond Oversight Committee within the State mandated timeframe. Even though this Board JUST gave him a new contract on July 1, 2025, he can be released without a six figure severance if let go for JUST CAUSE and there is a very strong case for such.
    3. The BUSD Board has appointed Oscar Macias as the Interim Superintendent. This man has deep and established roots in BUSD and is highly regarded in the community and among past and present educators, administrators and community leaders. It is time to have this BUSD Board allow this professional to lead and manage the operations of our Burbank Unified School District. I have seen his work, first hand and my Special Education teacher/daughter holds him in very high regard. Please allow your Superintendent to guide you and put this wounded District back on the right track. It is time to renew trust in our BUSD school operations. Children, teachers, parents and taxpayers matter. It is time to do the right thing.

    Michael Hastings
    Burbank

    Providence Saint Joseph Medical Center

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    Letters to the Editor

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  • Eric Adams Resumes Placing Mentally Ill People Into Audience Of ‘The Tonight Show’ Against Their Will

    Eric Adams Resumes Placing Mentally Ill People Into Audience Of ‘The Tonight Show’ Against Their Will

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    NEW YORK—Issuing a controversial directive regarding the city’s unhoused population, Mayor Eric Adams announced Wednesday that New York would resume the involuntary placement of mentally ill individuals in the audience of The Tonight Show. “The safest place for these troubled New Yorkers to be is in a television studio where they can hear an opening monologue of topical jokes delivered by Jimmy Fallon,” said Adams, pushing back against critics who argued that the forcible entertainment of people with severe, untreated mental disorders was a violation of their rights, and that the long-running late-night show did not have the resources necessary to keep the city’s homeless mildly amused. “That’s why I’m authorizing police to remove the mentally ill from our streets and subways and relocate them to Rockefeller Center, where they can be tranquilized by large, regular doses of lightweight celebrity interviews. If we can just keep them applauding when the sign says ‘applause,’ then we can keep them from committing crimes.” Adams went on to acknowledge that while many in The Tonight Show’s new audience would suffer from psychological disturbances that caused them to laugh at inappropriate times, the same was true of Jimmy Fallon.

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