GOAL FOR TODAY Review Naropa’s strategic plan for approval

NAROPA UNIVERSITY Strategic Plan “Deliver Distinction With Excellence” September 19, 2008

GOAL FOR TODAY Review Naropa’s strategic plan for approval
Vote to approve the strategic plan

WORKFLOW AND TIMELINE Work Module Jan Feb Mar Apr May Jun Jul Aug Sep
Develop a baseline Review all relevant planning work underway Perform student survey Analyze analogous institutions Perform financial modeling Define Naropa’s strategic direction Develop criteria for assessing Naropa’s facilities-related decisions Lay out an action plan Meet with “Meta”-team Meet with broader group of key constituents Meet with Naropa’s board (1) (1) (1) Today These meetings will be held by phone

AGENDA 8:30 – 10:00am Summary of Naropa’s strategic plan
10:00 – 10:30am Break / contemplative practice 10:30am – 12:00pm Review of key targets 12:00 – 1:00pm Lunch and contemplative practice 1:00 – 5:00pm Discussion Facilities Advancement Additional discussions as necessary

STRATEGIC PLANNING EFFORTS WERE LAUNCHED TO CHART THE NEXT STAGE OF NAROPA’S DEVELOPMENT A Key Element of the Planning Process was its Inclusiveness Board Meta team Action committees Stewardship Senior staff Broader community meetings Mission statement development Interviews, focus groups, facilitated meetings Strategic themes & goals Add’l data gathering & analysis Strategic direction Performa HE Stewardship Wellspring Consulting Senior staff Action committees Planning-related efforts have been going on for four years, and there is mounting urgency to move to action

A STRATEGIC PLAN DRIVES ALIGNMENT AND ACTION
Strategic initiatives Strategic objectives Mission Action steps Who What When Performance metrics to measure activity and results

NAROPA’S CURRENT POSITION
Naropa University has key strengths and opportunities to draw upon A unique position in the educational landscape coupled with a strong heritage Highly dedicated and passionate faculty, staff, and trustees, all strongly committed to Naropa’s mission A growing interest in contemplative practice in the greater society However, amidst these strengths and opportunities are clear challenges for Naropa Naropa requires greater financial stability both as an institution and as a workplace Compensation is quite low vs. other relevant institutions Faculty are overburdened and increasingly fatigued by their role Staff turnover has been high in recent years which erodes stability Faculty, staff and students express a strong desire for a greater level of community

IN SERVICE OF ITS MISSION(1), NAROPA SEEKS TO FULFILL SEVERAL ADDITIONAL OBJECTIVES
Provide an intimate educational experience for students with small class sizes and close relationships between students and teachers Provide students with skills that will enhance their effectiveness in the broader world Make a Naropa education accessible to students of all economic means Compensate faculty and staff at a level comparable to peers at similar institutions Provide a strong community experience that nurtures and develops all participants Model a sustainable working and learning environment through its facilities and its practices See Mission Statement included in the appendix for reference

SUCCESSFUL SMALL-CLASS-SIZE PEERS DIFFER FROM NAROPA ON AT LEAST ONE OF THREE DIMENSIONS Higher Tuition, Larger Endowment, and/or Larger Enrollment Undergrad Tuition ($) Bennington: 13 Hampshire: 16 Kalamazoo: 17 Lesley: 14 Higher Tuition Elon: 22 Naropa: 14 Warren Wilson: 14 Larger Endowment Columbia College: 17 Numbers behind school names indicate average class size Bubble size: Undergraduate enrollment 500 5000 Larger Enrollment 2005 Endowment / Expenses

RECAP OF MAY MEETING Following a meta-team meeting where detailed information and analyses were shared and discussed, a strategic framework and supporting rationale were presented Discussions were oriented around four questions Do you support Naropa’s niche strategy: “Deliver distinction with excellence?” Do you support the collection of components that define how Naropa will deliver distinction with excellence? Do you support the measures – as a group – that Naropa will use to fund its strategic direction? Do you support the summary statement of Naropa’s strategy as revised through our two day retreat? At the end of the meeting the assembled group agreed unanimously on the conceptual framework of the strategic plan with more detailed planning work to come in the summer

WORK SINCE MAY Detailed facilities analyses were conducted building on Action Committee F’s work to Assess capacity as aligned with strategic plan growth projections Flesh out the sequencing and financing of new construction as outlined in the strategic plan An action plan was developed through many iterations with senior staff and executive committee trustees to lay out a path to realizing the strategy V12 was sent to you The action plan will continue to be reviewed through progress reports and will evolve as necessary Detailed financial projections were created to assess the general feasibility of the plan The snapshot financials shared in May were simply a first cut and did not provide timing details Many detailed conversations and iterations occurred to estimate the investments required so that the meta-team and senior staff could be comfortable that the plan was feasible

THE STRATEGIC FRAMEWORK WAS BUILT AROUND A FEW FUNDAMENTAL PRINCIPLES
The view that Naropa needs to be a larger institution without being more fragmented and that it needs to realize a higher net revenue from its students and donors That the above steps are needed to create sustainability for the university, its faculty, and its staff and that sustainability is critical for Naropa to continue to fulfill its mission and to expand its impact Finally, to be able to grow and gain a higher net revenue from donors and students, Naropa needs to develop and deliver a clearer story of distinctiveness This framework has remained essentially the same since May Shown on the following pages, italics indicate any changes since May

DELIVER DISTINCTION WITH EXCELLENCE Strategic Framework (1 of 4)
Naropa will pursue a strategic position which builds upon and enhances its distinctiveness Clearly define Naropa’s distinctiveness and what it delivers Find and enroll more students who are truly seeking what Naropa offers Deliver distinction with excellence Note: Differences from the May framework are indicated by italics

To deliver distinction with excellence, Naropa will: Create mechanisms to build community Invest to create community on all campuses – including a new student community and learning center Acquire additional student housing Strengthen the educational experience Clarify and enhance Naropa’s approach to contemplative education Broaden Naropa’s foundational undergraduate curriculum Replace academic facilities at Arapahoe, upgrade academic facilities at other campuses Expose students to a greater diversity of perspectives and cultures Provide enhanced support for students facing Naropa’s introspective challenge Be more intentional in preparing graduates to thrive and make a difference Invest in faculty and staff Raise faculty and staff salaries over five years, towards a target of the 50th percentile of peer institutions Invest in training and development Grow the institution Grow residential enrollment to fill the current capacity of Naropa’s facilities Grow online low residency programs Make major facilities and infrastructure investments to support growth Note: Differences from the May framework are indicated by italics; “Grow the institution” used to read “Grow the institution in two phases” and the supporting dashpoints had indicators of order (first, second); The alteration was made to accommodate all of the facilities investments under the third dashpoint and also to include infrastructure in the third dashpoint to recognize the need to plan for technology investments at Naropa

Pursue a balanced portfolio of measures to make the university financially sustainable: Raise net tuition by a combination of maintaining Naropa’s tuition rate growth just above inflation, and decreasing the undergraduate discount rate by several percentage points Increase the average class size by 10% by department or program and, subsequently, creatively restructure ranked faculty teaching responsibilities in order to gain a 10% increase Possibilities might include reducing the number of class preparations per faculty member while increasing the unit value of courses; restructuring the calendar; or allowing faculty variable course loads over multiple years Restructure extended studies to achieve financial success, better serve the greater community, and work collaboratively with Advancement to meet the fundraising goals of the university Use clarity of purpose and specific initiatives defined through Naropa’s strategic plan to boost net fundraising revenue […] Building on past work, establish a small board/staff/faculty team that will explore innovative ideas for Naropa’s future – with the goal of enhancing Naropa’s distinction and delivery of excellence Part of this group’s charter will be to look for strategic alliances with other institutions to achieve Naropa’s mission Financial measures must be reassessed each year to reflect current economic conditions The overall strategic plan should undergo a major review and reassessment after 5 years Note: Differences from the May framework are indicated by italics

To jumpstart this strategy, Naropa will utilize, as necessary, $1-2M of cash from: Proceeds from the sale of Sangha House Unused bond proceeds in place for the Nalanda campus Recent bequests and other segregated funds Note: Differences from the May framework are indicated by italics

REVIEW OF KEY TARGETS On the next set of pages is an overview of the work conducted since May and the outcomes of that work There is additional supporting data available for your review in the appendix on each of these topics We seek to review all five target areas in the next 90 minutes and use the time after lunch to return to any topics that require further detail and discussion The priorities for the afternoon discussion will be determined based on the review of the five areas and the perceived levels of comfort or question

ENROLLMENT RELATED TARGETS AND BACKGROUND
In May, aspirational enrollment targets were discussed that were based on industry and analog research – 5% for undergrad, 3% for grad, 15% for online low residency Since May, iterations were conducted with senior staff to modify the targets to remain aspirational but be somewhat closer to what they saw as feasible and to quantify investments that would be required to achieve that growth The outcome Growth ramping over 3 – 5 years to targets of 5% for undergrad, 3% for grad, 10% for online low residency Tuition increases remained the same (6.5%) and the undergraduate discount rate now ramps down over 5 years to 25% Investments included in new online low residency programs, admissions and marketing to help spur growth, and academic affairs to support improvements in Naropa’s offering

FACULTY AND STAFF RELATED TARGETS AND BACKGROUND
In May, targets for compensation increases were discussed based upon interviews and additional input received from the community, benchmarking, and analog interviews emphasizing the need to invest in faculty In addition, as part of the package of financial levers, two elements of efficiency which would somewhat increase faculty load were discussed: increasing class size and increasing teaching responsibilities Since May, further work has been conducted to flesh out the implementation of the efficiency elements The outcome Compensation philosophy has remained constant with core faculty and staff targeted at the 50th percentile over 5 years and adjunct faculty increases paralleling overall staff increases which brings them above the 50th percentile The workload increases have been staggered: the class size increase being implemented in FY10 and the teaching load increase in FY13

FACILITIES OUTLINE (1 of 2)
In May, the desire and need for facilities were indicated as a student community and learning center, upgraded academic facilities, and additional student housing Since then Detailed facilities analyses were conducted to assess capacity and to more fully estimate the financial implications of the proposed facilities Discussions were had regarding sequencing of facilities and planning including a master plan A concern was raised regarding Naropa’s technological infrastructure and the need to plan better for technology expenses

FACILITIES OUTLINE (2 of 2)
The outcome Three major facilities projects are included in the plan sequenced as follows: a build-out of the space at Nalanda, a student community and learning center at Arapahoe, and a new academic building at Arapahoe With these three buildings, the enrollment growth contained in the plan and for the future are accommodated A merger of the Paramita and Nalanda campuses at Nalanda is proposed as a hypothesis for master planning work A master plan will be conducted to build upon this work and an academic enrollment plan is being developed to confirm and flesh out the details of the new facilities Estimated construction costs – including upfront and ongoing payments – have been appropriately incorporated into the financial projections Action steps regarding planning for future technology investments have been added

ADVANCEMENT RELATED TARGETS
In May, a first-cut model for advancement contribution was used which indicated an 8% increase over the full $1M base that advancement has traditionally raised This $1M base included both restricted and unrestricted dollars Since then, a proposed campaign with investments and more aggressive targets has been developed with an estimate of what portion of the total funds (restricted and unrestricted) might be applicable to strategic plan expenses In meetings with the Budget & Finance committee of the Board, a desire was expressed to understand the implications on the overall plan if the aspirational advancement goals were not fully realized The outcome An aspirational advancement plan with a request for clear commitments is outlined and one plausible fallback scenario has been developed to help create boundaries and increase comfort levels

OVERVIEW OF STRATEGIC PLAN FINANCIAL PROJECTIONS
In May, a picture of investments and revenues was provided to give a sense of plan feasibility at a ballpark level Since then, a financial projection has been constructed to assess the overall feasibility of the strategic plan Originally based on FY07 financials, it has been updated to build off of the recently completed FY09 budget These projections are for the purposes of testing financial feasibility at a summary level and do not replace the annual budgeting process The financial projections show a profit and loss statement that balances including the build-up of monies to cover upfront facilities payments Significant detail on these projections has been shared with the meta-team, senior staff, and the budget & finance committee The working projection itself has been shared with Naropa finance

Do you support the strategic plan for Naropa University as laid out in this document on pages 12 – 16 And as informed by data, analysis, and discussions related to the key targets? Do you commit as an individual to do your part in furthering the strategic plan?

MOVING FORWARD Today, the formal strategic planning process draws to a close The strategic plan content along with the financial projections will be used as a guideline for further planning and budgeting work on an annual basis The execution and evolution of the strategic plan will continue forward The budget process will be started earlier than in previous years Additional financial training is being provided to budget team members Details of the 2010 budget will be developed in light of the direction laid out by the strategic plan, as well as evolving realities Many efforts by staff, faculty and trustees, guided by the action plan, will be made in service of achieving the strategic plan objectives The action plan and progress will be reviewed and continually refined

APPENDIX Section Page(s) Naropa mission statement
Summary financials and footnotes Backup and financial detail for targets Enrollment-related targets Faculty and staff related targets Facilities targets including discussion of accelerated timeline Advancement-related targets including jumpstart funds and discussion of requirements Action planning and metrics Additional strategic plan displays 28 29 – 35 36 – 39 40 – 44 45 – 53 54 – 66 67 – 77 75 – 77

MISSION STATEMENT Naropa University
Inspired by the rich intellectual and experiential traditions of East and West, Naropa University is North America's leading institution of contemplative education. Naropa recognizes the inherent goodness and wisdom of each human being. It educates the whole person, cultivating academic excellence and contemplative insight in order to infuse knowledge with wisdom. The University nurtures in its students a lifelong joy in learning, a critical intellect, the sense of purpose that accompanies compassionate service to the world, and the openness and equanimity that arise from authentic insight and self-understanding. Ultimately, Naropa students explore the inner resources needed to engage courageously with a complex and challenging world, to help transform that world through skill and compassion, and to attain deeper levels of happiness and meaning in their lives. Drawing on the vital insights of the world's wisdom traditions, the University is simultaneously Buddhist-inspired, ecumenical and nonsectarian. Naropa values ethnic and cultural differences for their essential role in education. It embraces the richness of human diversity with the aim of fostering a more just and equitable society and an expanded awareness of our common humanity. A Naropa education—reflecting the interplay of discipline and delight—prepares its graduates both to meet the world as it is and to change it for the better.

PROJECTED INCOME STATEMENT (1 of 2)
Summary financials PROJECTED INCOME STATEMENT (1 of 2) These numbers are financial projections for the strategic plan and not budgeted commitments Note: Underlying these financials is an assumed inflation rate of 4.5%; Footnotes are on subsequent slides; While projections are shown for 10 years, underlying assumptions should be reviewed every year for economic feasibility and should undergo a major strategic review and reassessment after 5 years Source: Naropa Finance; Naropa Financial model v36; Wellspring analysis

PROJECTED INCOME STATEMENT (2 of 2)
Summary financials PROJECTED INCOME STATEMENT (2 of 2) These numbers are financial projections for the strategic plan and not budgeted commitments Note: Underlying these financials is an assumed inflation rate of 4.5%; Footnotes are on subsequent slides; While projections are shown for 10 years, underlying assumptions should be reviewed every year for economic feasibility and should undergo a major strategic review and reassessment after 5 years Source: Naropa Finance; Naropa Financial model v36; Wellspring analysis

BACKUP FOOTNOTES FOR SUMMARY OF REVENUE PROJECTIONS
Summary financials BACKUP FOOTNOTES FOR SUMMARY OF REVENUE PROJECTIONS Category includes all program-specific revenue is therefore not the same as “Tuition and Fees, net of Scholarships” line on Naropa’s audited financials Includes summer and academic year; grows at the rate of undergraduate tuition increases and enrollment growth Includes summer and academic year; does not include online low-residency grad programs; grows at the rate of graduate tuition increases and enrollment growth Includes summer and academic year; grows at the rate of graduate tuition increases and online low residency enrollment growth Includes non-degree tuition, which grows at the rate of tuition growth; includes other miscellaneous fees and revenues, which primarily grow with inflation Includes interest earned on Naropa’s cash assets; grows at the rate of inflation Includes Extended Studies tuition and miscellaneous other program-specific revenue; FY09 value models Academic Affairs estimates of overall profitability; revenues in FY10 equal to expenses to simulate a break-even situation, and revenues exceed expenses thereafter by $50K to simulate a small profit; Investments may need to be made to launch new programs within Extended Studies – such investments, should they exceed any surplus generated by existing programs, would need to be offset by focused fundraising (e.g. a grant to support such a launch) Includes housing income from Snow Lion, as well as earned income from items such as laundry, parking and copying, and other miscellaneous revenues; primarily grows at the rate of inflation Includes the cash contribution from the endowment, calculated each year by the Finance department as 5% of the endowment’s average value over the previous three years; assumes no annual contributions to the endowment are made over and above return on investment; FY09 value reflects budgeted amount; Advancement provided a more detailed series of expenses and targets, these are included on the next page, as a result, the advancement revenue is not shown here for FY10 onward Project revenue from previous years, assumed as part of Naropa Finance FY09 budget

BACKUP FOOTNOTES FOR SUMMARY OF EXPENSE PROJECTIONS (1 of 2)
Summary financials BACKUP FOOTNOTES FOR SUMMARY OF EXPENSE PROJECTIONS (1 of 2) Growing at the rate of core compensation increases and enrollment growth; values reflect the net salary expense after accounting for additional faculty to accommodate growth and for efficiency gains due to increased class size and teaching load; All years use a 20.7% benefit rate based on FY09 budget Growing at the rate of adjunct compensation increases and enrollment growth; values reflect the net salary expense after accounting for additional faculty expenses to accommodate growth and for efficiency gains due to increased class size and teaching load; benefits calculated at 10% of salary expenses; includes honorarium Growing at the rate of staff compensation increases; All years use a 20.7% benefit rate based on FY09 budget; additional staff positions are included in the additional strategic plan net expenses line (line 14) Includes personnel-related expenses such as travel, meals, and recruiting; grows at the rate of enrollment growth and inflation Includes general overhead such as IT contracts, insurance, legal fees, etc.; grows at the rate of enrollment growth and inflation, with a portion growing at a decreased rate in order to realize cost benefits associated with growth (scale) Includes debt service (cash), landscaping, maintenance, etc.; grows at the rate of enrollment growth and inflation, with a portion growing at a decreased rate in order to realize cost benefits associated with growth (scale) Includes work study, field trips, counseling, and other non-personnel program-related expenses; primarily grows at the rate of enrollment growth and inflation; work study revenue and expenses held constant to reflect changes in the federal program

BACKUP FOOTNOTES FOR SUMMARY OF EXPENSE PROJECTIONS (2 of 2)
Summary financials BACKUP FOOTNOTES FOR SUMMARY OF EXPENSE PROJECTIONS (2 of 2) Includes Extended Studies expenses; FY09 value models Academic Affairs estimates of overall profitability; revenues in FY10 equal to expenses to simulate a break-even situation, and revenues exceed expenses thereafter by $50K to simulate a small profit; Also known as the “reserve”; FY09 uses actual value in Naropa’s budget; subsequent years grow proportional to overall budget (including strategic plan expenses) The sum of additional strategic plan expenses; includes ongoing costs of debt service for new facilities but does not include upfront, one-time payments for facilities; also includes additional Advancement expenses tied to the Advancement revenue targets on line 16 (footnote 23) Includes the net value of jumpstart funds used toward strategic initiatives; FY09 includes $60K already approved by Naropa’s Board for use against salary increase commitments Targets provided by the Advancement Department; Assumes that an average of 50% of raised funds will be applicable to strategic plan expenses (either because they are unrestricted funds or if they are restricted funds, the restriction is applicable to strategic plan expenses) over the time period of the plan Adjustment to remove budgeted Advancement revenue and incorporate Advancement Department estimates for total revenue Funds built up to cover facilities upfront, one-time payments; assumes that any surplus shown here will be accumulated to cover upfront, one-time facilities payments as needed Intended to show the amount (restricted and/or unrestricted) that Naropa will need to raise in order to cover the down payments of the facilities included in the plan; these amounts are needed in the year shown, but can be raised over any period of years prior

Summary financials DETAIL ON STRATEGIC PLAN INVESTMENTS Corresponding to Line 14 of Summary, Footnotes on Next Page These numbers are financial projections for the strategic plan and not budgeted commitments Source: Naropa senior staff; Naropa Financial model v36; Wellspring analysis

FOOTNOTES FOR STRATEGIC PLAN INVESTMENTS
Summary financials FOOTNOTES FOR STRATEGIC PLAN INVESTMENTS Dollars for additional staff support, some positions already identified, others unspecified; see backup slides for more detail Investment to support additional admissions activity from the faculty to support growth Investment in the PR budget for faculty/staff media training, national promotions and events Additional investment in admissions to support growth Investment to update and revamp curriculum (e.g. curricular planning, market/comparative school analysis, faculty stipends, short-term faculty hire or retraining) Includes such costs as program director, course development costs, costs of accreditation, etc. Additional funds (beyond what has traditionally been budgeted) to support training and development for faculty and staff including diversity training and development for faculty Additional funds (beyond what has traditionally been budgeted) to provide student support including funds for diversity initiatives and staffing to help increase Naropa’s offerings and increase retention Additional funds (beyond what has traditionally been budgeted for IT and facilities) to help support greater technology academically or administratively and / or to support “curb appeal” efforts, whichever is deemed more critical or more strategically valuable in a given year One-time expense to establish Naropa’s marketing position and branding image Additional funds to build a stronger bridge to Naropa’s alumni including events which connect alumni to current students Funds required for outside consultant to formulate a high level facilities master plan; based on a rough estimate from Art Lidsky of $75-120K Debt service costs (cash-based) of new facilities; assumes a 20 year loan at 4% (Source: Naropa Finance); building cost assumptions include 7.5% annual growth in construction costs over the original estimates which were provided in 2008 dollars Additional investments in staff and materials to support advancement efforts; current profile assumes a build-up to a comprehensive campaign, to be adjusted depending on results from campaign feasibility study

GROWTH RATES REPRESENTED BY THE PLAN Online Low Residency Growth
Enrollment targets GROWTH RATES REPRESENTED BY THE PLAN Undergraduate Growth Graduate Growth Online Low Residency Growth Planned annual enrollment growth: 5%(1) Undergraduate applications have seen significant growth in the last several years (25% increase in the last year) Specific actions to increase the attractiveness of Naropa’s educational experience are included in the strategic plan New or improved facilities Broadened curriculum Specific efforts at improving retention building on work done by the ad hoc retention committee Planned annual enrollment growth: 3%(1) Other similar institutions have seen strong growth – CIIS at >14% 3% growth returns grad enrollment in 2010 to 2007 levels Specific actions to increase the attractiveness of the educational experience are included in the strategic plan Build stronger community and new or improved facilities Review and enhance curriculum over time Planned annual enrollment growth: 10%(1) Growth of overall online education is substantial Specific actions and funds are included to add staff for online instructional development, perform targeted market research, and develop new courses and programs In the event that growth does not look feasible in the future for individual departments, an alternative pathway to achieving similar results could be taken through merging or eliminating departments, increasing departmental efficiency through average course size increases, or other means of increasing efficiency Annual growth is ramped gradually to these rates to reflect the time necessary for the strategic plan actions to gain traction

ENROLLMENT TARGET DETAIL
Enrollment targets ENROLLMENT TARGET DETAIL These numbers are financial projections for the strategic plan and not budgeted commitments Source: Naropa senior staff; Naropa Financial model v36; Wellspring analysis

Enrollment targets DETAIL ON LOW RESIDENCY PROGRAM INVESTMENTS Included in Strategic Plan Investments These numbers are financial projections for the strategic plan and not budgeted commitments Needs assessment for all three programs is assumed to occur at one time to save costs by aggregating Instructional developer is assumed to begin in FY09 to help revamp current online curricula The program director for program one is budgeted to be hired sometime in FY09 after the completion of the needs assessment Programs two and three assume that their “Year 1” in which the needs assessment occurs happens in FY09; therefore only three additional years are necessary for full program development Note: While these numbers indicate development of a full program, growth in online enrollment could potentially be gained earlier than at the end of each program development cycle through various means: including offering individual classes or offering multiple classes as a certificate; additionally, if undergraduate online course development were pursued, it would most likely progress down a path of individual course development (vs. full program development); also, the length of this cycle of development is driven in large part by the current NCA restrictions which could potentially be lightened or lifted in 09-10 Note: All costs are inflated from assumptions provided on backup slide; for detail on assumptions, see backup slide Source: Naropa Academic Affairs and Distance Learning; Naropa Financial model v36; Wellspring analysis

ASSUMED LOW RESIDENCY PROGRAM DEVELOPMENT
Enrollment targets ASSUMED LOW RESIDENCY PROGRAM DEVELOPMENT One-time cost: ‘08 dollars ($K) Ongoing cost: ’08 dollars ($K) Expense / Description Year 1 Year 2 Year 3 Year 4 Needs assessment Assess need and market for new programs Program director 1/4 FTE for each program, oversees program development and ongoing implementation Academic course devt. 12 courses per program Cost paid to faculty is $2.5K per course Devpt. assumed to occur largely in year 2 – costs allocated as 75% in yr 2, 25% in yr 3 Instructional development 1/2 FTE to prepare content for web delivery Marketing costs (one-time costs spread over 3 years)(1) Acquisition of library/reference materials Required for accreditation application NCA site visits Only necessary if program requires visit from NCA 10-15 -- 30 29 5 -- 13 25 (1) Marketing assumptions include $13K in year 4; $10K in year 5; and $5.5K in year 6 to continue supporting program through launch Source: Naropa Academic Affairs and Distance Learning; Wellspring analysis

Faculty / staff targets
DETAIL ON NEW STAFF POSITIONS TO SUPPORT GROWTH Included in Strategic Plan Investments (Line 14 on Proj. Inc. Statement) These numbers are financial projections for the strategic plan and not budgeted commitments Indicates positions for new staff in future plan years to support ongoing growth; these positions are as yet unspecified Uses the average salary for FY09 ($39.3K); annual increases match the increases of the overall staff salary pool As the positions targeted for FY09 have not yet been hired, a partial year’s salary has been assumed for FY09 Benefits are assumed at 20.7% based on FY09 budget Note: New staff positions involved in online low residency program development and in advancement are included in the strategic plan investment lines for those categories Source: Naropa finance; Naropa senior staff; Naropa Financial model v36; Wellspring analysis

CORE FACULTY COMPENSATION INCREASES IN PLAN OCCUR CONCURRENTLY OR BEFORE INCREASED LOAD Ranked Faculty Compensation indexed to FY08 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 Class size increases by ~10% Core teaching load increases These numbers are financial projections for the strategic plan and not budgeted commitments Note: This curve sets a plan of raising faculty salaries to meet the 50% of peer institutions by FY14. Ranked faculty compensation increases include an inflation assumption of 4.5% per year. Planned increases should be re-evaluated annually taking into account actual inflation and changes to the national average of faculty salaries at peer institutions. Actual increases will vary based on these re-evaluations.

ADJUNCT FACULTY COMPENSATION AND STAFF COMPENSATION ALSO INCREASE IN THE STRATEGIC PLAN Adjunct Faculty Compensation indexed to FY08 (1) Total Staff Compensation indexed to FY08 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 These numbers are financial projections for the strategic plan and not budgeted commitments Note: This sets a plan of raising adjunct and staff salaries to meet or exceed the 50% of peer institutions by FY14; total staff compensation indicates the pool of funds available for all staff and does not reflect an equal increase for all staff positions as current staff salaries differ in terms of how they compare to the 50th percentile Adjunct faculty compensation increases and staff compensation increases include an inflation assumption of 4.5% per year. Planned increases should be re-evaluated annually taking into account actual inflation and changes to the national average of faculty salaries at peer institutions. Actual increases will vary based on these re-evaluations.

FACULTY ASSUMPTIONS USED IN FINANCIAL PROJECTIONS Corresponding to Lines 8a. and 8b. of Summary These numbers are financial projections for the strategic plan and not budgeted commitments New faculty indicates total growth or the net of new faculty and faculty that have left or retired Includes benefits Direct savings are estimated as the adjunct salary associated with a reduction of 117 course credits due to consolidation of sections to realize a 10% increase in average class size; additional savings are implicit in the need for fewer core faculty going forward Direct savings are estimated as the equivalent adjunct salary for the 2 credits per core faculty increase; Core faculty assumed at 60 plus the cumulative new core faculty shown here; additional savings are implicit in the need for fewer faculty going forward; a conservative 70% realization of these savings is modeled Includes benefits; Adjunct benefits calculated as 10% of salary expenses Source: Naropa Finance; Naropa Financial model v36; Wellspring analysis

DETAIL ON TRAINING AND DEVELOPMENT FUNDS
Faculty / staff targets DETAIL ON TRAINING AND DEVELOPMENT FUNDS These numbers are financial projections for the strategic plan and not budgeted commitments Source: Naropa Finance; Naropa Financial model v36; Wellspring analysis

Facilities targets THREE MAJOR FACILITIES PROJECTS ARE INCLUDED AS PART OF THE STRATEGIC PLAN Sequenced Over Time (1 – 2 – 3) (1) 1. Build-out of unused space at Nalanda 2. Community and Learning Center at Arapahoe 3. New Academic Building at Arapahoe Key benefits: Completes the original vision of Nalanda Facilitates community by providing dedicated space Gives arts departments and other departments relocated to Nalanda(2) room to grow Sequencing rationale: Funds exist and are earmarked to cover most of the cost It provides swing space for future construction projects It lightens the facilities burden at Arapahoe, the most heavily utilized campus It can be completed relatively quickly to generate impact Key benefits: Is a powerful sign of Naropa’s progress and direction Facilitates community Aids recruitment and retention Provides space for support services and faculty/staff offices(3) Sequencing rationale: Later timing allows for several years to raise dedicated funds Meets a felt need – was often cited during internal interviews May take Naropa some time to plan and prepare for this new building Key benefits: Increases and improves academic space and offices Will aid recruitment and retention efforts Sequencing rationale: New classroom space is not immediately necessary Later timing allows several years to raise dedicated funds Designing the building after sustained growth allows better understanding of future demand Not including a possible merger of Paramita and Nalanda campuses, which is discussed later in these materials Recent provisional thinking suggests that Music BA and Traditional Eastern Arts would be likely candidates to move to Nalanda and gain space through the Nalanda build-out High level design recommendations currently include cafeteria and gathering space, offices, a new bookstore, etc.

Projected Residential Enrollment and Facilities Capacity
Facilities targets PROJECTED ENROLLMENT GROWTH CAN BE ACCOMMODATED WITHIN THIS FACILITIES PLAN Projected Residential Enrollment and Facilities Capacity Number of students Complete new Academic Building(2) Complete build- out of Nalanda(1) Capacity of facilities(3) Residential student enrollment projected in the strategic plan Assuming the addition of 6 usable classrooms with the Nalanda build-out Assuming the net addition of 3 usable classrooms (some are replaced, for a net of 3 new classrooms) with the Academic Building Capacity utilization calculations assume a 63% maximum utilization Note: Capacity values only include the portion of hard-to-schedule rooms that were utilized in Fall 2007; no additional capacity was assumed for those rooms Note: All capacity figures use Fall 2007 classroom usage figures to calculate a classroom hours per student value, and are altered to incorporate a 10% increase in Naropa’s class size; therefore the ~1,400 student capacity shown in Fall 2007 includes the 980 students that semester, the ~290 additional students that could be accommodated in unused space, and ~125 due to the 10% increase in class size (assuming all existing classrooms can hold an additional 10% of students) Source: Naropa Operations department; Wellspring assumptions and analysis

Facilities targets IN ADDITION, NAROPA WILL ANALYZE THE POSSIBILITY OF CONSOLIDATING TO TWO CAMPUSES There Appears to Be Solid Interest in Such a Move(1) Merging the Paramita and Nalanda campuses is attractive for a number of reasons A merged campus will increase community and reduce the burden of supporting multiple campuses The merged campus also creates value by strengthening the graduate community and allows for some sharing of resources between departments that would now be co-located Selling Paramita frees up immediate cash and, potentially, some debt capacity, to use toward other buildings Nalanda is well positioned to expand The planned Nalanda build-out will add 12.7K square feet within the existing building About 40K - 50K additional square feet could be built on Nalanda property(2) Naropa should seek to finalize this decision by February of 2009 The Paramita community should be engaged to determine what their physical resource needs would be in moving to Nalanda and what would be required to execute the move successfully The financial feasibility and implications will need to be examined A final decision to merge Paramita and Nalanda would require that the facilities sequencing be re-evaluated with this additional piece Based on indications by people on the meta-team and on senior staff Rough estimate by Operations department; Naropa would need to pursue its plans with the City to ensure this possibility

INVESTMENTS IN NEW FACILITIES WILL BE SEQUENCED(1)
Facilities targets INVESTMENTS IN NEW FACILITIES WILL BE SEQUENCED(1) A merger of Paramita and Nalanda campuses is not shown, as the decision has yet to be made Overall cost estimate from Operations department, includes architectural, design and contracting fees; Assuming a 12.7K sqft building, the total cost is $1.6M Assuming a 17K sqft. building, at $230/sqft, plus 30% for architectural, design and contracting fees Assuming a 9.5K sqft building, at $230/sqft, plus 30% for architectural, design and contracting fees Represents 20% cash downpayment for the community and learning center; 30% for the academic building; Excess value or equity in existing property: based upon current assessment ~$1.5M excess value is estimated - of which $820K (55%) is assumed to meet the 30% requirement as indicated by the bank for the Nalanda build-out and the community and learning center Cash-based; represents principal, interest and fees (not depreciation) Indicates timeframe of planning and construction Note:All facilities costs are calculated to include a 7.5% annual inflation in construction costs; cost estimates and timing based on Operations department estimates; Cost estimates reflect Naropa’s commitment to sustainable building and LEEDS silver standards Source: Naropa Operations; Interview with Chuck Lief; Wellspring analysis

Community and Learning Center
Facilities targets FINANCING STRUCTURE ASSUMED FOR FACILITIES INVESTMENTS Used to Make Financial Projections Community and Learning Center Nalanda build-out Academic Building Cost of building estimated in FY08 Planned construction yr.(1) Cost when built(2) Proceeds from Nalanda bond Subtotal Down-payment(4) Amount financed Resulting annual debt service (cash-based)(5) $1,400K FY2011 $1,620K $980K(3) $640K -- $47K $5,100K FY2012 $6,300K -- $1,260K $5040K $367K $2,800 FY2014 $4,100K -- $1,230K $2,870 $210K Indicates beginning of a roughly 2 year planning, design and building phase; Nalanda build-out assumed to occur in 1 year Assumes annual construction cost inflation of 7.5% on the base cost of the building at the end of FY08 To approximate modest returns on this money accrued before its use in FY10 an interest rate of 4.5% was used Equity requirements of bank are 30%; Nalanda build-out and Community & Learning Center leverage excess value in existing property as a portion of the equity requirements; Community and Learning Center numbers assume a 20% down payment and the Academic Building assumes a 30% down payment Assuming a 20 year repayment period and a 4% interest rate; principal payments, interests and fees (not depreciation) included in these figures Note: Naropa will need to perform a more thorough analysis of its debt capacity (in dialogue with the bank) in order determine its eligibility for these loans Source: Naropa Finance and Facilities, discussions with Chuck Lief; Wellspring analysis

Facilities targets RECALL THAT THE PROFILES OF INSTITUTIONS EMERGING SUCCESSFULLY FROM FINANCIAL DISTRESS EMPHASIZED FACILITY INVESTMENT The profiles of institutions handling financial distress held an interesting observation – that those that had emerged successfully all indicated an investment in facilities and those that failed indicated facilities in disrepair Northeastern invested in facilities despite the financial crisis because “improving campus facilities would be the best way to quickly attract new students to the institution”(1) “You can build a building in two years, but you can’t boost up faculty and programming that quickly. New buildings get immediate results”(1) Elon evidenced a willingness to take risks “Built, renovated, and leased 27 new buildings” within a decade Took on debt to finance changes Goddard devoted “a new energy and dedication to revitalizing the campus buildings” While these observations should not be taken as conclusive, they should be remembered as facilities sequencing and timing is discussed New facilities can help spur growth and mark a renewal Chronicle of Higher Education

THE MASTER PLAN SHOULD BUILD UPON AND FURTHER EXISTING WORK
Facilities targets THE MASTER PLAN SHOULD BUILD UPON AND FURTHER EXISTING WORK Background Starting Assumptions Planned to follow the academic enrollment growth plan Guidance from Art Lidsky Ideally occurs over a school year (start in Sep, end in May) Possible to accomplish it by the end of this spring semester Assumes planner can become familiar with the information already in hand in mid-late fall and the enrollment plan is done by the first of the year Assumes a presentation at the May meeting, sufficient for the board to act, followed up with written material during the summer months Assumes as givens – items that are essentially non-negotiable Build-out of unused space at Nalanda Some facility to accommodate student and learning center functions Significant improvements in academic facilities at Arapahoe Assumes the following as starting hypotheses – items that should be included in analysis and reasoning provided if not included in final plan Consolidation of Paramita and Nalanda campuses at Nalanda Music and Traditional Eastern Arts as two departments accommodated in build-out at Nalanda

Facilities targets CURRENT FACILITIES TIMELINE OUTLINED IN THE STRATEGIC PLAN ACTION PLAN AND FINANCIALS Step Begin date End date Academic enrollment growth plan Master plan Nalanda build-out Student community and learning center(1) Academic building(1) Consolidation of campuses Already begun Sep 2009 May 2010 Sep 2011 Sep 2013 Not yet planned Dec 2008 (barebones) Apr 2009 (full plan) May 2010 Sep 2011 Sep 2013 Sep 2015 Not yet planned (1) These dates are as currently outlined and final dates would be dependent on the master plan and advancement plans and performance

ACCELERATED FACILITIES TIMELINE
Facilities targets ACCELERATED FACILITIES TIMELINE Step Begin date End date Academic enrollment growth plan Master plan Nalanda build-out Student community and learning center Academic building Consolidation of campuses Already begun Oct 2008 May 2009 TBD Not yet planned Dec 2008 (barebones) Apr 2009 (full plan) Jul 2009 Sep 2010 TBD Not yet planned Sequencing and timing to be determined by master plan and advancement plan

ADVANCEMENT AND JUMPSTART FUND TARGETS
Advancement targets ADVANCEMENT AND JUMPSTART FUND TARGETS These numbers are financial projections for the strategic plan and not budgeted commitments Based on the 2006 average return on higher education endowments with total values less than $25M (source: Chronicle of Higher Education) At the end of given fiscal year; 2007 value provided by Naropa finance; subsequent years calculated by adding additional endowment contributions and return on investment, and then subtracting 5% of a three-year moving average 2007 value given by Naropa Finance; subsequent years calculated as 5% of the endowment’s average value over the previous three years Portion of funds indicated by Naropa’s Board for potential use against strategic plan investments; earmarked for use at Nalanda campus Portion of funds indicated by Naropa’s Board for potential use against strategic plan investments; standard Board policy has been to use toward capital investments; however, with Board approval, can be used toward other strategic objectives; FY09 value includes $60K already committed toward salary increases Source: Naropa Financial model v36; Wellspring analysis

ADVANCEMENT INVESTMENTS AND TARGETS IN STRATEGIC PLAN ($K) (1 of 3)
Advancement targets ADVANCEMENT INVESTMENTS AND TARGETS IN STRATEGIC PLAN ($K) (1 of 3) These numbers are financial projections for the strategic plan and not budgeted commitments Note: Costs are inflated using 4.5% assuming that original Advancement estimates were provided in FY09 dollars Source: Naropa Advancement Department; Wellspring analysis

ADVANCEMENT INVESTMENTS AND TARGETS IN STRATEGIC PLAN ($K) (2 of 3)
Advancement targets ADVANCEMENT INVESTMENTS AND TARGETS IN STRATEGIC PLAN ($K) (2 of 3) These numbers are financial projections for the strategic plan and not budgeted commitments Note: Costs are inflated using 4.5% assuming that original Advancement estimates were provided in FY09 dollars Source: Naropa Advancement Department; Wellspring analysis

ADVANCEMENT INVESTMENTS AND TARGETS IN STRATEGIC PLAN (3 of 3)
Advancement targets ADVANCEMENT INVESTMENTS AND TARGETS IN STRATEGIC PLAN (3 of 3) These numbers are financial projections for the strategic plan and not budgeted commitments Note: Costs are inflated using 4.5% Source: Naropa Advancement Department; Wellspring analysis

SUMMARY OF KEY NEEDS IDENTIFIED BY ADVANCEMENT OFFICE TO MEET TARGETS
Advancement targets SUMMARY OF KEY NEEDS IDENTIFIED BY ADVANCEMENT OFFICE TO MEET TARGETS The Board’s giving capability and engagement in fundraising must increase Need the board to commit to and to some degree drive the development and implementation of plans for increasing its membership’s financial depth, giving and recruitment capability, and fundraising engagement level Advancement recommends this being spear-headed by 6-8 members of the board External relations staff investments need to occur within the timeframe envisioned Naropa will identify discreet fundraising priorities within the next two months and articulate these priorities in case-statements to be used in fundraising – suggested priorities are The overall strategic plan – including a summit to engage high potential donors about the plans and Naropa’s objectives The build-out of the Nalanda campus, ideally including a commitment from the university as to which departments will be accommodated in the new space Other investments targeted in the strategic plan including professional development and online program development Scholarships

OUTLINE OF A FALL-BACK SCENARIO
Advancement targets OUTLINE OF A FALL-BACK SCENARIO The baseline strategic plan scenario outlines significant investments and corresponding returns for advancement Monies to be received from existing anonymous bequest are not explicitly included in plan but assumed to be used to help advancement hit their targets of applicable dollars To provide some boundaries, a fall-back scenario is outlined here Removes advancement targets and investments and assumes $450K as advancement applicable dollars in FY09 growing at 4.5% / year to reflect inflation Uses the anonymous bequest explicitly as jump start funds To make revenues match expenses, the following changes were made Reduction in “Augmented support for students” in FY 10 and 11 20% reduction across all strategic plan investments Change in salary profiles Increase over 5 years consistent Slight decrease in first 4 years ( percentage points decreased), increase in 5th year This scenario is not intended to indicate the exact path Naropa should take but to help provide boundaries or “rails” between which the annual budget will unfold while trying to realize as much of the aspirational baseline as possible

ADVANCEMENT REVENUES APPLICABLE TO STRATEGIC PLAN OR OPERATING BUDGET
Advancement targets ADVANCEMENT REVENUES APPLICABLE TO STRATEGIC PLAN OR OPERATING BUDGET Baseline scenario Fall-back scenario These numbers are financial projections for the strategic plan and not budgeted commitments Source: Naropa advancement department; Naropa financial model v36; Wellspring analysis

JUMP START FUNDS ASSUMED IN EACH SCENARIO
Advancement targets JUMP START FUNDS ASSUMED IN EACH SCENARIO Baseline scenario Fall-back scenario These numbers are financial projections for the strategic plan and not budgeted commitments Note: Footnotes in previous sections Source: Naropa advancement department; Naropa financial model v36; Wellspring analysis

STRATEGIC PLAN INVESTMENTS ASSUMED IN BASELINE SCENARIO
Advancement targets STRATEGIC PLAN INVESTMENTS ASSUMED IN BASELINE SCENARIO These numbers are financial projections for the strategic plan and not budgeted commitments Note: Footnotes in previous sections Source: Naropa finance and senior staff; Naropa financial model v36; Wellspring analysis

STRATEGIC PLAN INVESTMENTS ASSUMED IN FALLBACK SCENARIO
Advancement targets STRATEGIC PLAN INVESTMENTS ASSUMED IN FALLBACK SCENARIO These numbers are financial projections for the strategic plan and not budgeted commitments Note: Footnotes in previous sections Source: Naropa finance and senior staff; Naropa financial model v36; Wellspring analysis

Advancement targets FINANCING STRUCTURE ASSUMED FOR FACILITIES INVESTMENTS IN EACH SCENARIO Baseline scenario Fallback scenario Cost when built(1) Down-payment(2) Amount financed Resulting annual debt service (cash-based)(3) % of excess value leveraged(4) $6,300K $1,260K $5040K $367K 55% $6,300K $900K $5400K $393K 79% Assumes annual construction cost inflation of 7.5% on the base cost of the building at the end of FY08 Baseline scenario and fallback scenario assume a 20% down payment Assuming a 20 year repayment period and a 4% interest rate; principal payments, interests and fees (not depreciation) included in these figures Assumes excess value as estimated in summer of 2008 of $1.5M and that $190K of that value is used to cover down payment for the Nalanda build out (this would be a down payment to cover the amount of funding necessary after the $980K bond proceeds are used) Note: Naropa will need to perform a more thorough analysis of its debt capacity (in dialogue with the bank) in order determine its eligibility for these loans Source: Naropa Finance and Facilities, discussions with Chuck Lief; Wellspring analysis

PROJECTED INCOME STATEMENT FOR FALLBACK SCENARIO (1 of 2)
Advancement targets PROJECTED INCOME STATEMENT FOR FALLBACK SCENARIO (1 of 2) These numbers are financial projections for the strategic plan and not budgeted commitments Note: Underlying these financials is an assumed inflation rate of 4.5%; Footnotes are on subsequent slides; While projections are shown for 10 years, underlying assumptions should be reviewed every year for economic feasibility and should undergo a major strategic review and reassessment after 5 years Note: Footnotes in previous sections Source: Naropa Finance; Naropa Financial model v36; Wellspring analysis

PROJECTED INCOME STATEMENT FOR FALLBACK SCENARIO (2 of 2)
Advancement targets PROJECTED INCOME STATEMENT FOR FALLBACK SCENARIO (2 of 2) These numbers are financial projections for the strategic plan and not budgeted commitments Note: Underlying these financials is an assumed inflation rate of 4.5%; Footnotes are on subsequent slides; While projections are shown for 10 years, underlying assumptions should be reviewed every year for economic feasibility and should undergo a major strategic review and reassessment after 5 years Note: Footnotes in previous sections Source: Naropa Finance; Naropa Financial model v36; Wellspring analysis

ACTION PLAN OVERVIEW INDICATING INVESTMENTS OF TIME AND EFFORT
Action plan & metrics ACTION PLAN OVERVIEW INDICATING INVESTMENTS OF TIME AND EFFORT Strategic objectives FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 Clearly define Naropa’s distinctiveness and what it delivers (8 action steps) Find and enroll more students who are truly seeking what Naropa offers (5 action steps)(1) Deliver distinction with excellence: Create mechanisms to build community (6 action steps) Strengthen the educational experience (45+ action steps) Invest in faculty and staff (12 action steps) Grow the institution in two phases(30+ action steps) Pursue a balanced portfolio of measures to make the university financially sustainable (30+ action steps) Time duration of initial action steps On-going work(2) Additional steps for “Find and enroll more students…” are under “Grow the institution in two phases”; Facilities action steps associated with building community and strengthening the educational experience are consolidated under the objective “Grow the institution in two phases” On-going work includes further reviews and improvements

SAMPLE ACTION PLAN PAGE
Action plan & metrics SAMPLE ACTION PLAN PAGE Step Key person accountable Key additional involvement Completion date (EOM) Create mechanisms to build community Invest to create community on all three campuses: Build a new student community and learning center on Arapahoe campus and additional community opportunities at the Paramita and Nalanda campuses Pursue programmatic opportunities to build community Develop a plan or structure for enhancing community - consider establishing a community-building representative or chair on each campus or utilizing an action committee Tom Coburn Sr. Staff Oct 08 Establish guidelines, boundaries, and decision-making processes for these representatives or committee to work within Develop programs to enhance community on each campus as well as across the three campuses Community reps or action committee chair Feb 09 and ongoing

SUCCESS REQUIRES CONCERTED EFFORT FROM THE ENTIRE COMMUNITY
Action plan & metrics SUCCESS REQUIRES CONCERTED EFFORT FROM THE ENTIRE COMMUNITY Faculty Staff Trustees Engage actively in strategic plan objectives of “Create mechanisms to build community” and “Strengthen the educational experience” Actively support growth through assistance in recruiting and retaining students Seek ways to create efficiencies Engage actively in strategic plan objectives that impact your role Actively support growth and efficiency Engage actively in fundraising Participate in recruiting new trustees and students Participate actively through Board committees in relevant strategic objectives See following slides for detail Members of faculty, staff, and Trustees will all participate in the strategic objective on innovation: “Building on past work, establish a small board/staff/faculty team that will explore innovative ideas for Naropa’s future – with the goal of enhancing Naropa’s distinction and delivery of excellence”

Strategic Objectives (paraphrased to fit)
Action plan & metrics BOARD COMMITTEES WILL HAVE OVERSIGHT OF ACTION PLAN SECTIONS AS SHOWN (1 of 2) Senior Staff will Report to Board Committees on Progress Board Committees Action Plan Section Budget & Finance Develop-ment Enrollment Mgmt Academic Affairs Strategic Objectives (paraphrased to fit) Outreach Clearly define Naropa’s distinctiveness and what it delivers Find and enroll more students who are truly seeking what Naropa offers Deliver distinction with excellence: Create mechanisms to build community Strengthen the educational experience Invest in faculty and staff Grow the institution in two phases Pursue a balanced portfolio of measures to make the university financially sustainable Raise net tuition Increase the average class size by 10% and restructure ranked faculty teaching responsibilities in order to gain a 10% increase Restructure extended studies Boost net fundraising revenue Establish a small board/staff/faculty team that will explore innovative ideas for Naropa’s future I II III IV V VI VII VIII and IX X XI XII X X X X X

Strategic Objectives (paraphrased to fit)
Action plan & metrics BOARD COMMITTEES WILL HAVE OVERSIGHT OF ACTION PLAN SECTIONS AS SHOWN (2 of 2) Senior Staff will Report to Board Committees on Progress Board Committees Action Plan Section Student Journey Endow-ment Campus Planning Vision & Planning Strategic Objectives (paraphrased to fit) Clearly define Naropa’s distinctiveness and what it delivers Find and enroll more students who are truly seeking what Naropa offers Deliver distinction with excellence: Create mechanisms to build community Strengthen the educational experience Invest in faculty and staff Grow the institution in two phases Pursue a balanced portfolio of measures to make the university financially sustainable Raise net tuition Increase the average class size by 10% and restructure ranked faculty teaching responsibilities in order to gain a 10% increase Restructure extended studies Boost net fundraising revenue Establish a small board/staff/faculty team that will explore innovative ideas for Naropa’s future I II III IV V VI VII VIII and IX X XI XII X X X X

METRICS SUPPORT EACH STRATEGIC OBJECTIVE (1 of 2)
Action plan & metrics METRICS SUPPORT EACH STRATEGIC OBJECTIVE (1 of 2) Strategic Objective Metrics Clearly define Naropa’s distinctiveness and what it delivers Find and enroll more students who are truly seeking what Naropa offers Deliver distinction with excellence: Create mechanisms to build community Strengthen the educational experience Invest in faculty and staff Grow the institution Use research tools such as focus groups and surveys to assess improvement(1) Same metrics as “Grow the institution” below Use annual benchmarking to assess progress against salary targets Growth numbers, broken down by undergrad, grad, online low residency and further broken down by department Enrollment Applications Retention rate Constituencies that should be researched are students (undergraduate, graduate, online low residency), staff, faculty (core and adjunct); alumni and prospective students should also be researched although the mechanisms and frequency might vary from the previous groups; Topics that should be assessed include: the clarity of Naropa’s distinctiveness and the clarity of what skills graduates should have, the current impression of the sense of community, and the clarity of the contemplative approach

METRICS SUPPORT EACH STRATEGIC OBJECTIVE (2 of 2)
Action plan & metrics METRICS SUPPORT EACH STRATEGIC OBJECTIVE (2 of 2) Strategic Objective Metric Pursue a balanced portfolio of measures to make the university financially sustainable Raise net tuition Increase the average class size by 10% and restructure ranked faculty teaching responsibilities in order to gain a 10% increase Restructure extended studies Boost net fundraising revenue Establish a small board/staff/faculty team that will explore innovative ideas for Naropa’s future Net tuition revenue, broken down by undergrad, grad, and online low residency Average class size Broken down by undergrad, grad, online low residency Further broken down by department Extended studies measures Net surplus/deficit from Extended Studies Number of unique Boulder community members impacted Overall contribution to advancement ($ and/or number of new supporters introduced) Dollars raised Unrestricted Restricted for strategic plan purposes Results of the team’s work Presentation of innovative ideas to the Board Ultimate adoption of innovative ideas generated by the team

REVIEW PROCESS FOR THE STRATEGIC PLAN
Action plan & metrics REVIEW PROCESS FOR THE STRATEGIC PLAN What is reviewed Who is involved When the review occurs Action plan progress and key metrics Deeper review of one third of action plan at each meeting (agenda to be established in advance) Progress on relevant sections of action plan and relevant metrics Higher level review of progress on the strategic plan and performance on key metrics Senior staff Key faculty Board committees Representative staff Board University President and senior staff, as appropriate Once every other month during a senior staff meeting Frequency determined by frequency of Board committee meetings Three times a year, at board meetings Operational review Detailed board oversight and review Overall board level review Not only should all of the strategic plan goals and actions be reviewed through this process, but all other actions and decisions taken by the university should also be reviewed with the strategic plan goals in mind

KEY CHANGES EXPECTED (1 of 2) As a Result of Naropa’s Strategic Plan
Additional displays KEY CHANGES EXPECTED (1 of 2) As a Result of Naropa’s Strategic Plan From… To… Somewhat ad hoc development and implementation of contemplative education A lack of coherence between different approaches used at the University No shared definition of the skill sets Naropa’s students should gain Limited investment in staff and faculty, reflected in Very low faculty compensation High staff turnover Limited training and development opportunities A physical layout of three campuses that poses barriers to Naropa’s sense of community An intentional and coordinated approach to contemplative education, including A delineation of various approaches and how they interrelate A defined set of skills and knowledge that graduates receive Stronger investment in staff and faculty through compensation and training Potentially two campuses with practices and facilities that foster a stronger sense of community among Naropa’s students and faculty Long term review of unified campus feasibility

KEY CHANGES EXPECTED (2 of 2) As a Result of Naropa’s Strategic Plan
Additional displays KEY CHANGES EXPECTED (2 of 2) As a Result of Naropa’s Strategic Plan From… To… Virtually no growth in enrollment over the last several years A fragmented department structure created in part as a result of past growth or attempts at growth An Extended Studies arm that has been unprofitable and spread thin Growth in existing programs Moderate residential enrollment growth Addition of online low residency programs in high market growth areas to spur strong online low residency growth Reduction in departmental fragmentation, particularly where size or growth potential is not high Revamped Extended Studies with increased programmatic focus and positive financial contribution

Additional displays NAROPA’S COMMUNITY WILL BE ENHANCED Through Several Aspects of This Strategy Design and construction of new facilities Use of programmatic approaches The process of strategic planning itself Community spaces are explicitly addressed in the build-out of Nalanda as well as the construction of a Community & Learning Center at Arapahoe The potential merger of Paramita and Nalanda would significantly enhance the interactions between the departments on those two campuses The inclusion of more faculty office space can increase the campus presence of faculty and encourage greater interaction In the design of the buildings themselves, community interaction can be emphasized Adjustments to campus schedules will be evaluated to facilitate greater community Efforts will be spurred on each individual campus to envision and enact specific activities that foster community Community engagement has been increased throughout the strategic planning process as different facets of the community were brought together through focus groups, meetings, and action committees The focus provided as a result of strategic planning can often increase a sense of common purpose and community – with everyone pulling in the same direction

GOAL FOR TODAY Review Naropa’s strategic plan for approval

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GOAL FOR TODAY Review Naropa’s strategic plan for approval

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