Consultants urge phased activation, fundraising study and software upgrades for Arvada Center

Consultants from Turner and Townsend Heery presented findings to Arvada leaders, saying The Arvada Center is fundamentally strong but needs targeted, phased changes to accommodate demand and grow contributed revenue.

"The staff are really the center's greatest asset," said Jenna Buhler, lead for the firm's cultural projects practice, during the presentation. Buhler summarized the study's focus on organizational structure, programming and education, fundraising and facility use and said the team conducted on-site visits, multi-year financial reviews and peer benchmarking.

The consultants reported roughly 12,000 annual participants in classes and camps and outreach reaching nearly 70,000 school children, and said education programming is near capacity. Buhler noted the main stage is the primary driver of ticket revenue and that fiscal year 2026 showed strong sales for productions including Frozen and Come From Away. She cautioned that FY26 includes special circumstances and should not automatically be treated as a new baseline.

The consultants recommended several near-term steps: coordinate removal or relocation of the Haines Cabin to free adjacent programming space; pilot activation of a ballroom with low capital investment and a measured, multi-year phased approach; perform a formal fundraising-capacity study; undertake compensation benchmarking and structured onboarding to improve retention; and evaluate venue-management software to increase operational efficiency. "We recommend research it, see what the options are, figure out where it works into budget," Buhler said about software implementation.

A board member who spoke after the presentation reported a positive reception at the board's meeting and said members felt validated by the findings. During questions, a council member pressed for historical-society involvement in any plan to move the Haines Cabin, saying the historical society owns the cabin and should be part of relocation planning. Buhler and the presenters agreed stakeholders should be convened to identify a new site and maintenance plan.

When asked about capital feasibility and past campaigns, the consultants said the organization did not pursue a capital campaign in the immediate years after the pandemic and recommended starting with lower-cost changes while studying the feasibility of a larger renovation later. On economic impact, Buhler suggested using the Americans for the Arts online calculator for a baseline estimate and noted a fuller study could be done if the city or board decides to invest in one.

The presentation also touched on board succession and fundraising strategy: Buhler recommended mapping board competencies to identify gaps as leadership changes, strengthening mid-level donor pipelines and setting realistic timelines for corporate giving results. Speakers said the new CEO will start with a two-week overlap, become CEO on July 1, and has begun meetings with staff and board members.

The presentation closed with the consultants praising staff commitment and urging measured, data-driven steps rather than rapid expansion. No formal motions or votes were recorded during the session; next steps described included stakeholder meetings on the Haines Cabin, commissioning a fundraising-capacity study, and exploring venue software and compensation benchmarking.