1. THE FUTURE OF THE ARVADA CENTER FOR THE ARTS AND HUMANITIES

2.  Background Established in 1976 through the efforts of the City of Arvada, Arvada Historical Society and dedicated local citizens. The Arvada Center is currently a department of the City of Arvada.  Mission To inspire the residents of our region to live and learn creatively by experiencing the performing arts, educational programs, and historical exhibits.  Vision The Arvada Center offers its patrons the opportunity to develop an improved understanding of themselves and their environment through a direct experience with the arts.

3.  Hosts 350,000+ visitors annually  Encompasses 144,000 square feet of theater, gallery, classroom and banquet space  Ranked the 8 th -largest Denver-area cultural attraction (Denver Business Journal 2012)  Operates on an annual budget of $11,000,000 and is one of the larger employers of creative people in the state of Colorado About Continued…

4.  Produces a seven-play professional theater season along with children’s theater, concerts and dance in the 526-seat Main Stage and 226-seat Black Box Theaters  Manages three dedicated gallery spaces hosting 12+ exhibitions annually that are free and open to the public seven days a week  Presents Summer at the Center, an impressive line ‐ up of national touring acts and local cultural events in its 1,600 ‐ seat outdoor amphitheater  Offers over 700 classes and camps each year in the performing and visual arts, and the humanities  Hosts 70,000 students annually for Arts Day and other school-based programs  Utilizes 325 volunteers who contribute nearly 27,000 hours annually

5.  As a department of the City of Arvada, the Arvada Center receives significant financial and service support from the City  As the Center has grown and matured into a regional facility, City Council has made the commitment to examine the structure of the Center and determine how to best maintain the mission and values of this important institution

6.  This commitment included a 2012 study conducted by the Kellogg Organization to explore the current operational structure of the Arvada Center  The conclusion of the study recommended the Arvada Center change its current model in order to ensure long-term sustainability and growth  In June 2012, findings from the Kellogg Organization were presented to City Council and the Arvada Council for the Arts and Humanities including the recommendation that an Ad Hoc Task Force be created to explore next steps. TheEvaluation Continued… The Evaluation Continued…

7.  Both Councils endorsed the creation of the Task Force and plans moved forward  The City Council established the Arvada Center Ad Hoc Task Force  The Task Force consisted of two City Councilmembers, the Chair of the Arvada Council for the Arts and Humanities, Arvada community members, individuals from the Denver area business, arts and philanthropic communities as well as the City Manager and Executive Director and COO of the Arvada Center The Evaluation Continued…

8.  Focus Statement: “The Ad Hoc Task Force will formulate recommendations to the Arvada City Council about what changes should be made to the Arvada Center’s existing organizational structure to develop the professional and volunteer leadership necessary to sustain and support the growth of the Arvada Center as a valuable and relevant regional asset.”

9.  The Ad Hoc Task Force met monthly for four months beginning February 19, 2013 with the final meeting May 21, 2013  Over the four meetings, the Task Force examined the current operating structure of the Center and structures of similar arts and culture organizations across the country  The consensus of the Task Force was that the best structure for the Center was a public / private partnership with a new emphasis on private participation in both funding and management TheProcessContinued… The Process Continued…

10.  This hybrid approach is designed to combine the strengths of an on-going partnership with the City with those of a more traditional non-profit organization  The Task Force presented its findings and recommendations at a City Council Workshop on August 12, 2013 TheProcessContinued… The Process Continued…

11.  The recommendations include: o That a new Arvada Center non-profit be formed that will, be responsible for the day-to-day operations of the Center o Establishment of a self-perpetuating board of directors responsible for the strategic direction and oversight of the Center o Continued City ownership and maintenance of the buildings and land o Relocation of existing City Hospitality functions currently operating within the Center. Hospitality will continue operations at the Center until a new location is determined o Transferring the Executive Director and (over time) all those who report to him, to employees of the new non-profit organization, rather than city employees o An operating and lease agreement between the City and the new Arvada Center non-profit will be developed in 2014. This agreement will define the expectations and responsibilities of the two entities. TheProcessContinued… The Process Continued…

12.  The Task Force recommendations position the Arvada Center for continued success as the operations become more aligned with the programming growth the Center has experienced in recent years  The new organizational model will bring the Center more into alignment with cultural organizations of similar size and budget  The Task Force recommendations will allow the opportunity to secure additional funding while building better relationships in the philanthropic community

13.  The new structure will allow the City to stabilize its cash contribution to the Center in future years  The City will still be a significant source of funding and essential services support for the Center and will remain the owner of the land and building  The Scientific and Cultural Facilities District (SCFD) will still be a significant source of funds for the Center The Outcome Continued…

14.  The Task Force recommendations will commit the entire facility and grounds to mission-based programming that will benefit the Center’s patrons for years to come  The new structure allows the City to focus on core services while maintaining the Center for the community and region The Outcome Continued…

15.  The Arvada Center executive management team will provide a report to City Council regarding the outcome of the public meetings  The Arvada Center Foundation Board of Directors will be identified and formed  A draft operating and lease agreement will be drafted and presented to City Council for approval in 2014  A Conventions Facilities and Services Master Plan will be completed, in collaboration with the Community, and published by December 31, 2015

16.  If the Task Force recommendations move forward, what community values and interests need to be included in any agreement that defines the operations of the Arvada Center?  Other questions and comments?

17.  Arvadacenter.org/about-the-center  Call: 720-898-7200  Email: info@arvadacenter.org