Media Village

Burbank, California

Project Type: Mixed-Use/Multi-Use

Case No: C032013

Year: 2002

SUMMARY A vertically integrated, family-owned development company that offers design, development, construction, and real estate management services undertook the redevelopment of a distressed, but centrally located and desirable, parcel in downtown Burbank, California, and built a mid-rise, mixed-use project on its 2.5 acres (one hectare). Uses include a 486-space parking area on three interior levels; 57,000-square-foot (5,295-square-meter) ground-level retail, restaurant, and office space; and 147 units of affordable housing for seniors on three stories above. Interspersed throughout are 71,250 square feet (6,619 square meters) of open-air public spaces.

FEATURES

Mixed uses, with each use type taking advantage of its relationship to the street Efficiency of vertical integration of development company Affordable housing for seniors in a downtown area Promotion of pedestrian activity with plazas and colonnades Integration with community Media Village

Burbank, California

Project Type: Mixed-Use/Multi-Use

Volume 32 Number 13

July-September 2002

Case Number: C032013

PROJECT TYPE

A vertically integrated, family-owned development company that offers design, development, construction, and real estate management services undertook the redevelopment of a distressed, but centrally located and desirable, parcel in downtown Burbank, California, and built a mid-rise, mixed-use project on its 2.5 acres (one hectare). Uses include a 486-space parking area on three interior levels; 57,000-square-foot (5,295-square-meter) ground-level retail, restaurant, and office space; and 147 units of affordable housing for seniors on three stories above. Interspersed throughout are 71,250 square feet (6,619 square meters) of open-air public spaces.

SPECIAL FEATURES

Mixed uses, with each use type taking advantage of its relationship to the street Efficiency of vertical integration of development company Affordable housing for seniors in a downtown area Promotion of pedestrian activity with plazas and colonnades Integration with community

PROJECT ADDRESS

260 East Magnolia Boulevard Burbank, California 91502

OWNER/DEVELOPER

Gangi Development Company 6252 Honolulu Avenue Suite 200 Glendale, California 91214 818-247-2414 Fax: 818-247-7259 www.gangidevelopment.com

ARCHITECT

Mark Gangi, AIA 6252 Honolulu Avenue Suite 200 Glendale, California 91214 818-247-2414 Fax: 818-247-7259 www.gangidevelopment.com

LANDSCAPE ARCHITECT

Larry Tison 214 East Broadway Suite D Glendale, California 91205 818-241-9169 Fax: 818-247-5827

STRUCTURAL ENGINEER Group M Engineers P.O. Box 471 Canoga Park, California 91305 818-313-8680 Fax: 818-313-8681 [email protected]

MECHANICAL ENGINEER

PALI Engineering 400 South Beverly Drive Beverly Hills, California 90212 310-277-1800 Fax: 310-277-0514

ELECTRICAL ENGINEER

Zacharias Vorgias 232 North Lake Avenue Pasadena, California 91101 626-577-0449 Fax: 626-577-0538

GENERAL CONTRACTOR

Gangi Builders 6252 Honolulu Avenue Suite 200 Glendale, California 91214 818-247-2414 Fax: 818-247-7259 www.gangidevelopment.com SITE DESCRIPTION

Downtown Burbank was the original center of the production sector of the Hollywood entertainment industry; Warner Brothers, Disney, Columbia Pictures, and NBC all had their primary studios there. But as the studios sought more space—more readily available in outlying areas of Burbank and the eastern end of San Fernando Valley—the central business district experienced disinvestment and became a neglected downtown.

Burbank’s rectilinear street grid is bisected by the Golden State Freeway, now Interstate 5. The commercial district remains north of the interstate, a major north/south corridor in southern California. Though industry thrived in Burbank due to the rise in the entertainment industry and the local presence of Lockheed Aircraft—now called Lockheed Martin—the city fell victim to urban sprawl, and downtown consequently suffered. An early antidote was the city’s promotion of the eight-block Golden Mall, started in 1969, an unsuccessful attempt at a pedestrian mall. It was reopened to cars in 1989. In 1970, the Burbank Redevelopment Agency (BRA) was formed, and in the early 1990s, the 41-acre (16.6-hectare) Media Center Mall, a major retail mall anchored by IKEA and Virgin Records, and including an AMC multiplex cinema, was completed. Media Center Mall paved the way for additional downtown redevelopment, similar to the way Third Street and Old Pasadena revitalized the downtowns of Santa Monica and Pasadena, respectively.

One of these new downtown developments was Media Village, formerly the site of a Pic’N’Save, a regional grocery chain. Facing Media Center Mall, the site is bounded by East Magnolia Boulevard, Third Street, and Palm Avenue, and occupies two-thirds of the block. A 20-foot-wide (six-meter-wide) public-easement alley, owned by Media Village, separates the site from the remainder of the block, which comprises single-level retail properties facing San Fernando Road. The site slopes 5 percent from Third Street to the alley.

DEVELOPMENT PROCESS

The 212-acre (86-hectare) City Centre Redevelopment Area, which encompasses Media Center Mall and the commercial district at the heart of Burbank’s central business district north of the Golden State Freeway, also included the declining Pic’N’Save parcel that Media Village now occupies. The BRA purchased the land in 1995, and issued a request for proposals for its redevelopment among five private developers. Gangi Development Company (Gangi), in nearby Glendale, was one of them. Gangi had been seeking its first suitable downtown mixed-use development opportunity, believing that the firm’s experience as a successful developer of multifamily projects and low- to mid-rise commercial office buildings was applicable to mixed-use projects. Such a project not only would diversify its real estate portfolio, but it also would, the firm’s principals believed, contribute to the community and be a major source of work in the future.

After the initial round of proposals, the leading candidate dropped out, and Gangi was chosen to negotiate exclusively for the development rights. Gangi faced a number of obstacles, not the least of which was presented by Media Center Mall. It was constructed in the middle of the City Centre Redevelopment Area, its very size bisecting Burbank Village. With anchors at each end, Media Center Mall offered no pedestrian through-way. IKEA, one of the anchors, proved to be a resounding success, drawing customers from throughout the region, but there was no easy way for those customers to shop anywhere but in Media Center Mall. As with many indoor malls, the concept had not been embraced by southern California’s retail consumers. Gangi resolved to make Media Village the opposite of an indoor mall, with retail spaces facing the street, and to make the project a retail destination.

With Media Center Mall on one side, not promising much in the way of spillover customers, Media Village could look only to the other side, toward San Fernando Road, the major commercial corridor in downtown Burbank. There, too, retail customers were sparse. Big-credit retailers, such as Barnes & Noble, were more interested in San Fernando Road than they were in smaller mixed-use developments such as Media Village, but tenants were not leasing there either because of a scarcity of parking. Here, too, Gangi resolved to correct a negative feature, with more than adequate parking in its project, which Gangi expected would attract shoppers from the San Fernando Road retail corridor.

A city statute required that all entitlements be in place before the city would turn over ownership of the parcel to the private developer. Because the BRA had already targeted the parcel for redevelopment, there was a minimum of regulatory obstacles for Gangi to overcome. The provision of affordable housing for seniors was a primary requirement; in assembling the parcel for Media Center Mall, the city years earlier had used up all its setaside funds for affordable seniors’ housing, and was faced with the possibility of having to return the amount to the state if the former Pic’N’Save site was not developed for lower-income seniors. Thus, on a site that should have accommodated primarily retail uses, Gangi started with the affordable seniors’ housing as the primary mandate.

The primary objection that citizen observers raised was Gangi’s proposal to combine in one project a street-level nightclub with housing for seniors above. The developer pointed out that the surrounding properties were also zoned for nightclubs. Gangi convinced all parties that by preempting such a development with a nightclub under its own roof, the developer would be able to control and mitigate its potential impact on seniors’ housing with creative engineering and quality construction. Gangi attributes Media Village’s success to two characteristics: its mixed-use development strategy and the vertical integration of all development activities within a single entity. Gangi Development Company is a three-generation family-owned firm established in 1947. The founder’s son is now chief executive officer and his three sons are principals in charge of real estate/finance, architecture, and legal affairs. Each son has a professional graduate degree in his field, and the father heads up the contracting business, which continues to bid competitively on projects in which Gangi is not the developer. The firm, billing itself as a “unified team of professionals,” realizes economic savings by keeping the entire gamut of development activity in house, streamlining decision making and operational processes. The projects in which Gangi has applied this integrated approach—from ownership and planning to design, construction, and property management—have ranged in type and scope from seniors’ housing and retail developments to custom homes and new communities. In addition to building services and construction management, Gangi offers independent services in land development, architecture, planning, real estate, financing, and property management. The firm’s structure differs from that of typical design-build development firms because it is led by architectural considerations in its development decisions.

DESIGN AND CONSTRUCTION

Media Village occupies virtually its entire site at grade level, which pitches 11 feet (3.4 meters) from the upper side (Third Street) to the lower (now a pedestrian alley). The slope exposes an additional level to the street at the lower side, allowing grade-level entrances for each use, while being separated at different levels. At street level is retail space, and on the second level, which is exposed to daylight, is commercial office space. At the core of this second level is 100-space structured parking for residents. Above these commercial layers are three levels of residential units, in a U-shaped arrangement along the perimeter on three sides, surrounding a courtyard open to the sky and to Magnolia Boulevard. Below grade is Burbank’s first subterranean parking garage, comprising 486 public spaces.

Construction costs for underground parking were minimized by creatively eliminating two high-cost items usually associated with it: wall-shoring and ventilation systems. Wall-shoring was avoided by stepping the outside structure of the foundation wall away from property lines, thereby maintaining enough space so that the ground would not collapse around them without the shoring during construction. An “ABC slot-cutting” excavation method—involving the excavation, construction, and backfilling of three vertical A, B, and C slots in succession—eliminated costly earth-moving and off-site hauling. Finally, stacked ramps between the three subterranean parking levels function as a large-scale duct system, eliminating the need for mechanically powered fresh-air exchangers. Access to the public parking is from Palm Avenue.

The street-level retail spaces are set back from the sidewalk by colonnades and plazas, giving shade and shelter to storefronts and pedestrians. The colonnades form regular bays, allowing for flexible merchant space that can be configured for 700 to 30,000 square feet (65 to 2,787 square meters). The Third Street elevation, which includes the residential entry, faces a high-rise building, and is landscaped and set back an additional 20 feet (six meters) from the sidewalk. Facing East Magnolia Boulevard and Media Center Mall across the street are two 60-foot-tall (18-meter-tall) towers, connected but volumetrically disengaged from the rest of the building. They flank the opening to the residential level courtyard above the retail level, and one of them, turned diagonally to the street/building grid, marks the corner of the building. Between the towers is a two-level sunken public plaza, 55 by 150 feet (16.8 by 46 meters), that accommodates seating space for a sports bar, and at the towers’ bases, a Mexican café and a cigar/hookah bar. This arrangement permits patrons to be adjacent to outdoor smoking spaces, which by state law are the only places smoking is permitted in public. On the level above the cigar/hookah bar is a cigar lounge, which, because it is private, may be indoors.

At the northernmost corner of the property, at Third and Magnolia, is a 5,271-square-foot (490-square-meter) putting green associated with one of the tenants, a golf fitness center. The area is not fenced off or gated, and it is a welcome open-space amenity that produces income while helping to soften the solid volume of the building at the corner.

The through-alley, formerly used for trash pickup for the properties that back up to it, was turned into a pedestrian paseo, enlivened with banners, paving stones, and planted and potted foliage. Now trash pickup is restricted to morning hours, and movable bollards are used to block vehicular entry at other times. What was once an undesirable retail location has been made into a ballet studio, which offers outdoor performances in its courtyard. The studio’s spaces face the paseo with floor-to-ceiling glass walls, allowing parents and passersby to watch the school’s exercises.

A preengineered concrete forming system cut construction time and expense. The post-tensioned concrete slab floors, nine inches (23 centimeters) thick at the parking structure and the paved open-air terrace above, attenuate noise levels, buffering the residential units from the music of the nightclub below. On this 115-by-220-foot (35-by-67-meter) terrace are large, above-ground planters that delineate multiple smaller courtyards; the planters are designated for residents’ use as private gardens. The residential units are configured along open-air, single-loaded corridors, with the corridors facing the central terrace. These circulation corridors act as wide balconies overlooking the courtyard, affording the residential units cross-ventilation, and gathering spaces for the residents, appropriate for the mild southern California weather. On the street side, each residential unit has a private covered balcony.

At Third Street, the residential component is at street level. A motor court provides direct access to the residential level, as well as a vehicular entrance to the residential parking immediately below. Security was a primary concern; because the only residential entrance is located a block-long walk away and around the corner from the nightclub entrance, the residents have not noticed untoward traffic. (The exposed, open-air stairways, which appear more to be sculptural elements, are exit stairs only—a requirement of the fire code.) When Media Village opened, the city bus system established a stop at the motor court, further linking residents to the downtown. The provision of less than one parking space per residential unit has been justified, as many residents have been able to forego car ownership given such easy pedestrian access to downtown and public transit access to other parts of greater Los Angeles.

Most of the residential units are one-bedroom units; there are 27 two-bedroom end units, and in the towers. The one-bedroom units are 12.5 feet (3.8 meters) wide, and they are configured to take advantage of the single-loaded corridor scheme. Although double-loaded corridors are typically arranged with the bathroom and kitchen facing the corridor, with a bedroom and living room at the exterior wall, Media Village’s one-bedroom units have the bedrooms facing the exterior, just off the private balcony. Living rooms face the open-air corridor and the courtyard, promoting socialization among units, with the bonus feature of an additional exterior wall for daylighting. In between the outer bedroom and the interior living room are the bathroom and the kitchen sharing the drainage-waste-venting and supply risers. The two-bedroom units are similar, except that as end units, an additional bedroom with windows can be fitted in at the end elevations.

The use of conventional wood-framing for the residential levels saved more construction costs. The fire and building codes mandated Type I (noncombustible) construction for the lower two residential levels, and Type V (one-hour) for the third level. Exterior walls are finished with stucco on lath. In harmony with the Bauhaus-modern style of architecture, minimal reglets mark the expansion joints along a modular grid. The stucco finish and expansion joint grid continue down to grade level, where the stucco is applied to either concrete block or steel stud frames.

TENANTS

The name Media Village trades on its proximity to its neighbor across the street, Media Center Mall, and its location in Burbank Village. Indeed, Media Village extends the village concept by functionally adding to the mixed-use appeal of Media Center Mall, and by contributing much-needed housing to downtown Burbank.

In addition to the vertical integration of the developer that Gangi cites as one reason for Media Village’s success, the developer credits its mixed uses. The mixture of tenants diversifies the income stream and spreads operating expenses. The diversity enriches the village feel and adds to the multidimensional activity of downtown.

Gitana, a 20,000-square-foot (1,858-square-meter) restaurant, is the major retail tenant, offering food throughout the day. At night, it turns into a sports bar, nightclub, pool hall, and cigar bar. Additional restaurants include Picanha, a Brazilian grill and steakhouse; Café Asia; and Lupita’s Kitchen, a Mexican café. They serve not only Media Village residents and office tenants, but also workers nearby, such as those at Cartoon Network, a cable television content provider, which leased an entire office building adjacent to Media Village. Other tenants include a ballet studio, the aforementioned golf fitness training center, a tanning spa, and a computer training facility.

Because of the use of low-income housing federal tax credits and city-issued tax-exempt bonds to finance development, the residential units are restricted to senior citizens over age 62 with incomes no greater than 60 percent of the county’s median income. “We have a tendency to isolate older people,” says Frank Gangi, president of Gangi Development. “They love downtown life. They love to see people and to connect with others.” Not only do Media Village’s residents live in the midst of downtown, but also they are not isolated by their economic status, as they enjoy a prime downtown location. Media Village’s 144 available units represent 14 percent of the below-market-rate housing in Burbank.

The BRA estimates that 110 permanent jobs have been created by the Media Village development, which has contributed significantly to the sort of nighttime activity that downtowns need.

FINANCING

By statute, the parcel was valued by an independent appraiser; in this case, it was appraised at $1.4 million. Gangi paid $2 million; the $600,000 premium bought Gangi some financing concessions from the BRA that allowed the developer to start the project with a downpayment of $1 million and a subordinated second trust deed of $1 million at 7 percent simple interest for two years. When retail leasing was completed, Gangi obtained a permanent loan, which paid off the BRA.

Development costs were financed through a combination of low-income housing tax credits ($4.5 million) and BRA-issued tax-exempt housing bonds ($5 million). A local commercial bank’s letter of credit collateralized the bond issue, absolving the BRA of any liability. The BRA also paid $4.5 million in capital, and promised to pay pro rata operating expenses, for the additional 300 spaces of the public garage that the city requested that Gangi add, in excess of the 186 spaces required by zoning requirements. Gangi is liable for operating losses, though so far there have been none.

The housing component has been fully leased since leasing began in April 1999 before the units were available, with 300 qualified tenants on the current waiting list. It grosses $75,000 per month, and expenses have been lower than the pro forma because of the low turnover of the units, and the lack of need for advertising.

The retail component was 80 percent leased at opening—due to soft conditions in the Burbank retail sector, but still outperforming the market—but is now fully occupied. Picanha, the Brazilian steakhouse, has been so successful that it is paying percentage rent. Together, the office and retail components gross $100,000 per month in lease income.

EXPERIENCE GAINED

Although Media Village could only have been developed for affordable seniors’ housing as its primary use—because the city placed it as a condition for development rights—the project’s success suggests that as market-rate housing, it would have garnered rents at least three times the amount Gangi is limited to collecting. Mark Gangi, vice president for architecture, observes that not only can developers not indulge themselves in “what-ifs”—particularly in this case, in which affordable seniors’ housing was a fait accompli—but also developers should be pleased to have virtually zero vacancy at any time, with over a 200 percent waiting list.

At the time the entire project was completed in January 2000, 80 percent of the commercial space was leased, equaling the absorption rate of the neighborhood. Since then, the entire project has been 100 percent leased, despite a laggard vacancy rate in Burbank Village. The developer sought tenants that would serve the neighborhood, rather than tourists and out-of-region consumers. It proved to be the right mix for Burbank Village, which by itself is not the destination that Third Street Promenade and Old Pasadena are. The success of Media Village hinged on the developer's creating tenants where necessary, and attracting those that would enhance the village concept.

The experience that Gangi gained from Media Village has given the development firm the confidence and credibility to pursue a new product type: institutional development. As museums have become public centers, providing new services such as gift shops, food courts, and hands-on learning centers—in addition to traditional institutional uses such as curation, laboratories, and galleries—they have come to resemble mixed-use centers. The similarities have enabled Gangi to develop a 60,000-square-foot (5,574-square-meter), $66 million Water Museum in Hemet, California, for the Metropolitan Water District, the water authority for the Los Angeles metropolitan region. (Michael B. Lehrer, a professor of architecture at the University of Southern California, is joint venturing the architectural design with Gangi.) The Media Village experience also reinforced the suitability of Gangi’s business model to development products of all sorts: its vertical integration gives the company a competitive advantage as a low-cost producer of housing and commercial projects. PROJECT DATA LAND USE INFORMATION Site area (acres/hectares): 2.54/1.03 Gross building area (square feet/square meters): 405,228/37,646 Public parking spaces: 486 Residential parking spaces: 100 Floor/area ratio: 3.7

LAND USE PLAN Use Acres/Hectares Percentage of Site Building 1.91/0.77 75 Landscaping/open space 0.63/0.26 25 (not including landscaped roof areas) Total 2.54/1.03 100

OFFICE INFORMATION Net leasable area (square feet/square meters): 14,555/1,352 Percentage of net leasable area occupied: 100 Number of tenants: 5 Average tenant area (square feet/square meters): 2,911/270 Average annual rent (per square foot/per square meter): $24.75/$266.25 Average length of lease: 5 to 8 years Typical term of lease: Modified gross

RETAIL INFORMATION Gross leasable area (square feet/square meters): 40,656/3,777 Percentage of leasable area occupied: 100 Number of tenants: 9 Average annual rents (per square foot/per square meter): $20.66/$222.40 Average length of lease: 5 to 10 years Typical term of lease: Triple net

Tenant Classification Number of Stores (Square Feet/Square Meters) Food service 4 12,193/1,133 Home furniture 1 1,168/109 Home appliances/electronics 1 2,475/230 Personal services 1 2,176/202 Recreation/community 1 6,744/627 Other 1 15,900/1,477 Total 9 40,656/3,777

RESIDENTIAL INFORMATION Net leasable area (square feet/square meters): 81,594/7,580

Average Area (Square Feet/Square Unit Type Meters) Number Leased One bedroom 483/45 118 Two bedroom 914/85 19 Two bedroom (tower) 738/69 6 Two bedroom (senior tower) 1,178/109 2 One bedroom (janitor) 225/21 2 Total 147

DEVELOPMENT COST INFORMATION Acquisition Cost: $2,000,000

Site Improvement Costs: $1,277,100 Excavation: 400,000 Grading: 80,000 Sewer/water/drainage: 22,000 Paving: 25,000 Curbs/sidewalks: 450,000 Landscaping/irrigation: 94,100

Construction Costs: $10,300,568 Superstructure: 6,584,126 HVAC: 344,577 Electrical: 898,051 Plumbing/sprinklers: 850,568 Elevators: 165,000 Fees/general conditions: 800,000 Finishes: 584,000 Graphics/specialties: 16,790 Miscellaneous: 57,456

FF&E: $437,000

Soft Costs: $3,436,195 Architecture/engineering: 618,000 Project management: 300,000 Leasing/marketing: 600,000 Legal/accounting: 75,000 Taxes/insurance: 191,366 Title fees: 15,000 Construction interest and fees: 1,346,826 Miscellaneous: 290,000

Total Development Cost: $15,450,295

DEVELOPMENT SCHEDULE Planning started: January 1996 Site purchased: January 1997* Construction started: March 1997 Sales/leasing started: April 1999 Project completed: January 2000

*Burbank BRA does not transfer ownership until all entitlements are in place.

DIRECTIONS

From Los Angeles International Airport: Media Village is generally in a northeast direction, 29 miles away by car. Bear right at airport exit onto South Sepulveda Boulevard (California Highway 1). At Imperial Highway (Route 105), go east. At Route 110, go north toward Los Angeles. At Golden State Freeway (Interstate 5), go north toward Sacramento. Exit at Olive Avenue, and merge with East Angeleno Avenue. At South First Street, take a left. At East Magnolia Boulevard, turn right. Media Village is on the right-hand side, at 260 East Magnolia Boulevard, between Second and Third streets.

Driving Time: 45 minutes in nonpeak traffic.

From Burbank Airport: Media Village is generally in a southeast direction, 4.5 miles away by car. At airport exit, turn left onto West Empire Avenue. At North Victory Place, turn right. Bear right onto North Victory Boulevard. At West Magnolia Boulevard, turn left. As it crosses over Golden State Freeway, Magnolia becomes East Magnolia Boulevard. Media Village is on the right-hand side, at 260 East Magnolia Boulevard, between Second and Third streets.

Driving Time: Ten minutes in nonpeak traffic.

David Takesuye, report author David Takesuye, editor, Development Case Studies David James Rose, copy editor Joanne Nanez, online production manager

This Development Case Study is intended as a resource for subscribers in improving the quality of future projects. Data contained herein were made available by the project's development team and constitute a report on, not an endorsement of, the project by ULI-the Urban Land Institute.

Copyright © 2002 by ULI-the Urban Land Institute 1025 Thomas Jefferson Street, N.W., Suite 500 West, Washington D.C. 20007-5201 Media Village faces Magnolia Boulevard and Media Center Mall, above which this aerial shot was taken. Magnolia Boulevard slopes from Third (at left) to Second (beyond right) streets. A pedestrian paseo separates Media Village from the low-rise retail properties facing San Fernando Road. Two 60-foot towers frame the upper-level, open-air courtyard that opens to Magnolia Boulevard. Along palm Avenue, sloping down from Third Street, is a colonnade set back from the sidewalk, sheltering storefronts and pedestrians from the southern sun. The level above the colonnade contains office space at the perimeter, and residential parking at the core. Above that level are three levels of residential units, with open-air balconies facing the street. Shown here is the end elevation facing the pedestrian paseo, with open fire-exit stairs forming a sculptural element within the stucco-faced exterior walls of the building volume. Along Third Street, the residential levels rise from grade level, allowing for easy access to the seniors' housing units via a motor court and a public bus stop. Visible in this aerial view is the open-air residential terrace opening to Magnolia Boulevard at right. Below the residential terrace shown is a level of residential parking. Above-grade planters contain landscaping, some of which are available to residents to cultivate. Flanking the terrace opening to Magnolia Boulevard are two towers, which include retail space at grade and residential units above. The open-air circulation spines surrounding the terrace reflect the southern California lifestyle that the mild weather promotes. Media Village is credited with adding another dimension to the nightlife activities available in revitalized downtown Burbank. The yellow awnings of the nightclub Gitana mark a lively outdoor space that is equally busy by day and at night. Site plan. The site is bounded by Magnolia Boulevard (at top) and (moving clockwise) by Third Street, palm Avenue, and the pedestrian paseo paralleling Second Street. Across Magnolia Boulevard from Media Village is Media Center Mall, downtown Burbank's major retail mall.