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Northern Arizona University Athletics Master Plan 15 January 2007FINAL DRAFT

EXECUTIVE SUMMARY

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ATHLETICS MASTERPLANEXECUTIVE SUMMARY

FINAL DRAFT REPORTDECEMBER 10, 2007

UPDATED JANUARY 15, 2008

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INTRODUCTION

Northern Arizona University wishes to elevate its status and perception amongst it geographic rival institutions, particularly those in the Big Sky Conference, in which it competes in football, basketball and other sports. The University has appointed a 25-member Presidential Task Force on Athletic Facilities to assess current and future athletic facilities on campus.

The Presidential Task Force on Athletic Facilities, chaired by Mason Gerety, Dean of The W.A. Franke College of Business, held its fi rst meeting on August 15, 2007. The Task Force will submit a fi nal draft report to the President on December 10, 2007, with preliminary draft reports submitted on October 10 and November 9.

Purpose

The Report analyzes the status of the University’s NCAA athletic programs as they relate to their respective facilities, as well as on campus intramural activities/events and their impact on athletics. The University is in a

constant state of gauging its athletic program as it relates to Title IX, and will be conducting an ‘Interest and Ability’ survey to aid in determining which sports to compete on an intercollegiate level. The report also analyzes comparable institutions, recently completed facilities, and identifi es key elements and initiatives from each that could be applicable to Northern Arizona University.

NAU would like to examine the potential additional opportunities that might be created through the development of a new arena and the renovation and/or demolition of the Walkup Skydome.

The results of this analysis will be used as a baseline of information to generate a series of Athletic Facilities Master Plan concepts that will include order of magnitude costs, market projections, revenue potential and fi nancing options.

NAU occupies 738 acres of land in Flagstaff, Arizona. The campus location at the crossroads of Interstates 17 and 40 places the university at the front door of Flagstaff. The northern border of the campus is adjacent to

the Central Business District of Flagstaff.

Methodology:

President’s Mission Statement for the Athletics Task Force:

Provide the student-athlete the facilities and resources to not only compete, but excel at their chosen sport.

The above statement implies a mission-driven Athletics Master Plan that accomplishes the following goals:

Address the immediate concerns of the campus’ existing athletic facilities.Identifi es a 3-5 year plan for new facilities and necessary additions to existing campus facilities.Explore and determine longer term aspirations such as outdoor football facilities.

University Mission:

Provide an outstanding undergraduate residential education strengthened by research,

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graduate and professional programs, andsophisticated methods of distance delivery.http://www4.nau.edu/president/mission2.asp

Athletic Department Mission:

Support a quality educational experience while providing competitive NCAA Division I athletic opportunities as representatives of Northern Arizona University

Lumberjack Athletic Association Mission: The Lumberjack Athletic Association is a non-profi t organization and the offi cial booster club of Northern Arizona University Athletics. Its objectives are to raise funds for student-athlete scholarships, promote public awareness and attendance at games, and generate enthusiasm and community support for intercollegiate athletics. http://nau.newtier.com/index.php?module=subjects&func=viewpage&pageid=80

Background

Northern Arizona University has attempted on numerous past occasions to initiate interest

to upgrade its athletic facilities. In particular, two of the most recent instances are listed below, and the items shown are included and itemized in the Strategies section of this Study.

The current Athletic Director generated the following list in 2003, “A Vision – 20 goals by 2020”, where 15 of the 20 items listed are facility related. The costs listed are estimates, and are not scientifi c or validated.

NAU Facility Needs (Published 2003)

In 2003, NAU conducted a study entitled “Planning for the Future: Intercollegiate Athletics at Northern Arizona University”. A section of that report outlined NAU facility needs, which are listed below, and also addressed in the Strategies section of this report.

Convention Center on NAU campus under NAU control, to include a new basketball arena.Renovate Lumberjack Stadium, to include locker rooms and training room for women’s soccer, men/women’s track, and tennis. Currently, this is a major Title IX issue.

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Replace wooden fl oor in Joseph C. Rolle Activity Center. Trainers are experiencing high incidents of shin splints and stress fractures with student athletes on the old fl oor. Install a new synthetic fi eld turf for intramural activities and provide lights for maximal utilization by NAU students. Install a new sound system in the Skydome when the new scoreboard is installed. The current sound system is inadequate and was the fi rst phase of a three-phase installation that was never completed. Resurface tennis courts. Services for events. Consider adding sky boxes in the Skydome for additional revenue opportunities.Consider building an NAU golf course in conjunction with the PGA golf association and place the operation under the direction of the School of Hotel and Restaurant Management.

SummaryTo date, the highlighted items have been, or are scheduled to be, fully or in part implemented, by the University.

In some cases, the current state of affairs has regressed recently with the outdoor tennis courts being converted to surface parking.

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The current Athletic Director generated the following list in 2003, “A Vision - 20 goals by 2020”, where 15 of the 20 items listed are facility related. The costs listed are estimates, and are not scientifi c nor validated.

The current Athletic Director generated the following list in 2003, “A Vision - 20 goals by 2020”, where 15 of the 20 items listed are facility related. The costs listed areestimates, and are not scientifi c nor validated.

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EXECUTIVE SUMMARY

In the Fall of 2007, Northern Arizona University (NAU) initiated an Athletics Master Plan the purpose of which was to:

Assess the current state of athletic facilities on campus Provide an analysis of the competitive context within which NAU competes for student athletesPrepare a strategic plan in order to address required facility improvements (for both new and existing facilities)Provide a projection of anticipated costs for such improvementsPrepare a preliminary outline for fi nance and funding scenarios.

In order to complete this Master Plan, NAU procured the services of Ayers Saint Gross Architects and Brailsford & Dunlavey (ASG/B&D). It should be noted too that the Athletics Master Plan was conducted concurrently with a feasibility study for campus wellness and recreation which, though a distinct programmatic and planning effort, is out of necessity integrally linked to some

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of the strategies described within this effort. Throughout the study, the consultant team worked closely with the Presidential Task Force on Athletic Facilities, chaired by Mason Gerety, Dean of The W.A. Franke College of Business. This effort is the culmination of work dating back several years and shall establish the framework for how to address future improvements, each of which may require some additional study, planning, and feasibility analysis in order to reach fruition.

In 2003, NAU published a study titled “Arizona Board of Regents Planning for the Future: Intercollegiate Athletics at Northern Arizona University”. This study was augmented by a planning document titled “A Vision - 20 goals by 2020”. In concert, each document provides part of a continuum of effort which outlines the mission of collegiate athletics at NAU and the goals and objectives of projected improvements. Therefore, this Master Plan is intended to be consistent with the basic goals and objectives as identifi ed in them. The guiding spirit of this Master Plan is that project recommendations be “mission driven” to the extent that they further NAU’s commitment to providing student athletes,

coaches, and professional staff with the requisite improvements to achieve excellence both on and off the fi eld of play.

Achieving Excellence in NAU’s Athletics – a Mission Driven Focus

The Athletics Master Plan identifi ed a series of objectives that may be summarized as follows:

Provide basic facility improvements to existing facilities that enable student athletes to practice, play, and compete in a safe, competitive, and exciting environment;Provide new facility recommendations that enable NAU to recruit and retain excellent student athletes and coaches;Provide an overall NAU athletics physical plan that enhances the athlete and fan experience alike;Provide facilities that enable revenue generating opportunities to thrive and fl ourish to further strengthen the campus athletics programs and their future, and;Provide facilities that foster the spirit of the NAU student athlete and that possess enhanced academic resources to permit NAU student athletes to achieve

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academic success.

In order to accomplish these objectives, each component of the study, as outlined below, is integral to helping to shape the recommendations herein.

Methodology

The Master Plan recommendations, while shaped within the mission objectives, are each informed by the separate components of the overall study. Essentially, these components had key stakeholder participation in the form of subcommittees so that during the course of the Master Plan, input, direction, and guidance could remain consistent with NAU’s intentions. Though a more expansive analysis is provided within the body of this report, they are defi ned as follows:

Current State of AffairsState of the ArtStrategic Plan, Projected Costs, and Project PhasingFinancial and Funding StrategiesNext Steps

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Current State of Affairs

Purpose - this effort assesses the physical environment in which NAU performs its athletic functions. Therefore, the existing physical condition, layout, geographical location, and utilization were analyzed.

Findings – across the board, the physical condition of the existing facilities was found to be in need of upgrading or outright demolition. Though maintained as well as might be expected, the facilities within the Skydome, the Rolle Activity Center, Wall Aquatic Center, and other areas suffer from a variety of ailments:

The need for space has outpaced the volume available to serve the variety of functions required of them.The physical condition of the facilities detracts from the fan and athlete experience (and possibly compromises safety).The facilities offer precious little in terms of fan amenities and revenue generating opportunities.

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The following summaries describe the state of each facility:

J. Walkup Skydome

In the case of the Skydome, the coach’s offi ces are organized along each concourse and are literally jammed into the side and underside of the seating bowl within the venue. Each offi ce function is essentially compromised by the lack of space, headroom, and location which would, if properly confi gured, enable the coaches and staff to effectively manage their team’s respective activities.The existing press box currently lacks the technology, access and amenities to aid and promote the Athletic Program. Coaches, staff, and the media must hand carry media and scouting equipment and computers up a series of steep stairs and catwalks to reach the Press Box. Once there, users are cramped, and there is not enough electrical power nor technology to support their needs.The fi eld of play is in need of replacement. It has deteriorated, is relatively diffi cult to maneuver during transition, and

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compromises the safety of players due to its condition. Locker room spaces are organized cheek-by-jowl and often have multiple use groups requiring their use. For instance, local high school teams who use the facility for games, preclude NAU athletes from accessing facilities.Strength & conditioning areas are vastly undersized. Amongst its competitors, NAU ranks near the bottom in terms of square feet of such space per athlete providing approximately 14 sq.ft./athlete while Eastern Washington provides over 30 sq.ft./athlete.Athletic training space is undersized and necessitates the provision of additional taping tables etc in corridors outside of locker rooms. This causes increased waiting times and compromises both the game day preparation of athletes and reduces the amount of time they might otherwise commit to practice, study, or other activities.Fan amenities are lacking. The Skydome plan has concourses which are not adjoined to one another, have too few opportunities for concessions and other

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revenue generating functions, and do little to contribute to an enjoyable atmosphere.The seating bowl does not properly address the need for adequate ADA/accessible seating. Further, the seats themselves were designed specifi cally for the Skydome and are deteriorating and diffi cult to maintain and replace. The Skydome offers very little in terms of club seating and has no suites to speak of. The opportunity to market NAU sports and to provide gradients of atmosphere for the regular fan to the corporate executive is non-existent. This represents a missed revenue generating opportunity.

Rolle Activity Center

Rolle is unable to effectively support the variety of demands placed upon it. The men’s and women’s basketball teams have limited practice times due to the necessity to sandwich such time between Academic PES and campus recreation users. The wood courts are stressed by the sheer volume of use thereby placing

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athletes at risk due to a deteriorating surface. Lastly, there is essentially no dedicated team area or lockers for athletes to focus, prepare, and otherwise effectively maintain a competitive edge.Though mentioned above, it is important to emphasize that the utilization of Rolle forces athletes to practice within time frames that leave little to no time for focused transition between activities, often cause multiple groups to be using it simultaneously, and stresses the student athlete by causing practice times to be curtailed as a result.The Rolle Activity Center, as a venue for collegiate athletics, is not conducive to achieving excellence especially in terms of men’s and women’s basketball. It does not act as a facility to help recruit athletes or coaches and certainly does not provide the type of fan experience desired for a collegiate athletic program.

Wall Aquatic Center

The Wall Aquatic Center has numerous defi cits. Aside from its obvious mechanical ailments, the venue is

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stressed in terms of the sheer volume of users desiring time in the water. As a strategic asset for NAU, the Wall Aquatic Center plays an integral role in the high altitude training for athletes worldwide. As such, in terms of the quantity of space, the quality of space, and the confi guration of lanes, Wall is in need of attention. While these comments focus on collegiate athletics and the high altitude training function, Wall is certainly not able to effectively provide time for recreational swimmers across the general campus population.

Other FacilitiesWomen’s soccer, though able to play on a fi eld (at Lumberjack Stadium) considered excellent, does not posses dedicated team areas or facilities in which to foster excellence for the program.Though recognized nationally for excellence, track & fi eld’s competition and practice areas require attention. The track at Lumberjack Stadium and Hilltop throwing areas are deteriorated and require repair / replacement.

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Absent FacilitiesMen’s and Womens’ tennis, though able to use space within the Fieldhouse, effectively has no dedicated area or courts for its athletes on campus.An additional women’s outdoor fi eld sport may be added as a championship sport in the Big Sky Conference, and future Title IX needs will dictate that NAU adds this sport to its program, yet there currently is no on-campus venue to accommodate such a sport.The Women’s golf team has no on campus practice or competitive facility, although this is not unusual among NAU’s peer institutions.

State of the Art

Purpose - this effort examines the competitive environment within which NAU competes for athletes and coaches. With a focus on its Big Sky competitors, this portion of the study also examined other venues with desirable attributes.

The State of the Art Sub-Committee explored issues pertaining to “what do we want?” The

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answer to this question is informed by the work of the Current State of Affairs Sub-Committee, where it answers the question “What do we need?”

Not all aspects of the studied facilities apply to NAU’s needs or the thrust of this Master Plan. Salient programmatic elements have been extracted from each explored facility to create a “shopping list” of sorts which to aids in developing an outline program for each NAU facility or initiative within an existing facility.

The following mechanisms were employed to gather and distill information as it relates to other comparable institution’s athletic facilities.

Comparable InstitutionsCoaches/Administration feedbackStudent/Athlete Focus GroupInspirational facilities studiesFacility Tours

This exercise generated a list of recommendations for each facility that have been incorporated into phasing for each specifi c facility.

These case studies also permitted the consultant team and the various subcommittees to identify

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the various projects to be included within the Master Plan for eventual implementation. Though not listed in order of priority or in terms of projected phasing, they are as follows:

SkydomeLife Safety / ADA improvementsAthletic UpgradesFan amenity upgradesNew Skydome addition / Arena Phase I

Rolle Activity Center upgradesMulti-sport Facility

Women’s soccer facilitiesTrack & Field facilitiesTennis Facilities and competition area

Lumberjack Stadium upgradesFootball practice fi eldsNew Women’s Sport Expansion

Due to Title IX, a womens’ outdoor fi eld sport is a likely candidate for inclusion within NAU’s athletic offerings. The project concept is intentionally vague in order to permit NAU the fl exibility to respond to other women’s sport expansion needs as they may arise.

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Hill Top upgradesA new ArenaA new outdoor football facility

Strategic Plan, Projected Costs, and Project Phasing:

Purpose - this effort was reliant upon the fi ndings of the Current State of Affairs and State of the Art sections and especially upon the numerous stake-holder working sessions which enabled the consultant team to develop a comprehensive understanding of the needs and wants for NAU athletics, a prioritized strategy for addressing those identifi ed areas of focus, a timeline for implementation, and realistic (if not conservative) projections of capital expenditures. It should be noted that a preliminary market analysis was conducted to examine the market support for a proposed arena on NAU’s campus. The NAU and the Flagstaff market is well positioned to be able to effectively support a public assembly / arena facility of between 5,000 to 6,500 seats. Though further analysis will be required to correctly gauge the most desirable confi guration of such a facility, the consensus is that a multi-purpose facility

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that is able to house basketball competition and the host of other events that could be attracted is the wisest course of action. The likelihood of attracting multiple events, partnering with a private operator, fostering partnerships with the local community, and fostering a venue that provides an attractive venue for the greater Flagstaff area while serving the needs of NAU, is enhanced by the provision of a fl exible multi-use facility.

The following table(s) provides a prioritized illustration of each specifi c program of proposed improvements.Financial and Funding Strategies

Purpose – in order to provide facility improvements that are not entirely reliant upon subsidies in order to function, the consultant team identifi ed a series of strategies for augmenting fi nancial support for the construction and operations of new and improved athletic facilities.

As mentioned above, this study was conducted concurrent with a separate analysis of a proposed wellness and campus recreation center. During the course of that study,

Athletic Facilty DispositionPhase Venue Demolish Renovate Build Projected CostIA Sky Dome $12,392,114IB Multi-Sport Facility $9,820,856IC Football Practice Fields $5,250,000

ID Hill Top $161,700

IE Rolle Activity Center $2,898,756

IF Wall Aquatic Center $1,303,100

IIA Lumberjack Stadium $798,761IIB Arena Phase I $20,283,072IIC Future Expansion $4,739,896

IIIA New Arena $86,022,775IIIB Sky Dome $4,610,051IIIC Lumberjack Stadium $3,735,858

IVA Sky Dome $14 068 659IVA Sky Dome $14,068,659IVB Outdoor Tennis Courts $681,224

IVC New Aquatic Center UNPRICED

* Includes locker rooms for Womens’ Tennis, Soccer, Track and Field, the Center for High Altitude Training (HASTC).

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students voiced strong support to fund, via dedicated student fees, the capital necessary to construct and operate approximately $60 million worth of improvements. These improvements, though for the benefi t of all NAU students, permit NAU athletics to benefi t by eliminating the need for NAU students to contribute to the scheduling problems and general wear and tear on facilities that might otherwise be dedicated for athletic use. Case in point, as noted above, Rolle provides limited practice times due to the need for campus recreation and PES activities to occur. The student support for campus recreational facilities provides the court space and practice fi elds to mitigate (if not eliminate) the non-athlete utilization of Rolle. The students have, in effect, “gone to bat” for facility improvements and have agreed to signifi cant fees with which to fund said improvements. Due to this student fi nancial support, it is necessary to seek additional means with which to fund and fi nance the array of athletic facility improvements identifi ed.

The University already has developed relationships within the Flagstaff corporate

community and has a track record of maintaining positive relations with its corporate partners. The Flagstaff community has a stated and maintained interest in partnering with NAU to improve its offerings from both a community quality of life and economic impact perspective. Further, a signifi cant portion of the proposed improvements are to address facility defi ciencies that could be considered within the State’s obligation to help support.

The scope of this study did not permit a detailed analysis of projected funding levels from different entities; nevertheless, the consultant team identifi ed areas of focus to help bolster the effort to fund the program of improvements. Therefore, the following identifi es the areas of focus for additional funding sources:

State AppropriationThe State of Arizona has a stated interest in helping to maintain a quality educational environment for all its students regardless of their chosen institution. Collegiate athletics is a vital component of

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the overall collegiate educational experience. Collegiate athletics plays a signifi cant role in helping to recruit and retain students in general by enhancing the campus quality of life that students seek.This Athletics Master Plan has projected approximately $210.7m in improvements in 2007 dollars. Of this number, approximately $60m is almost entirely to address deteriorated facilities that require attention in order to function and to remain safe and viable. This aggregates to approximately 28% of the entire program of improvements. Of the balance, approximately $70m has been identifi ed for the proposed arena project which will permit existing facilities to remain viable longer by eliminating the over-taxation of their physical condition. Further, this project will provide both a community and economic benefi t to the Flagstaff regional market. Facility improvements, perhaps especially within the Skydome are required, due in no small measure,

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Planning Design Construction OccupyPhase Venue Project Duration Start Complete Duration Start Complete Duration Start Complete

IA Sky Dome Life Safety/Athletics Upgrades 4 Mos Jan-08 May-08 6 Mos Jun-08 Dec-08 7 Mos Dec-08 Jul-09 Summer 09IB Multi-Sport Facility New Tennis Bldg/Parking 2 Mos Jan-08 Mar-08 7 Mos Apr-08 Nov-08 10 Mos Nov-08 Aug-09 Fall 09IC Football Practice Fields New Turf & Support Bldg 1 Mos Dec-07 Jan-08 4 Mos Jan-08 May-08 4 Mos May-08 Aug-08 Summer 08

ID Hill Top Cage & Throwing Circles 1 Mos Dec-07 Jan-08 1 Mos Jan-08 Feb-08 1 Mos Feb-08 Mar-08 Spring 08IE Rolle Activity Center Floor, Locker Rooms 2 Mos Jan-08 Mar-08 7 Mos Apr-08 Nov-08 10 Mos Nov-08 Aug-09 Fall 09IF Wall Aquatic Locker Rooms, HVAC 4 mos Dec-07 Mar-08 8 Mos Apr-08 Dec-08 8 Mos Jan-09 Aug-09 Fall 09

IIA Lumberjack Stadium Demolition 1 Mos Feb-10 Mar-10 2 Mos Apr-10 Jun-10 2 Mos Jun-10 Aug-10 NAIIB Arena Phase I Sky Dome Addition 3 Mos Mar-09 Jun-09 10 Mos Jul-09 May-10 15 Mos May-10 Aug-11 Fall 11IIC Future Expansion Women's outdoor sports 4 Mos Jan-09 May-09 6 Mos Jun-09 Dec-09 6 Mos Dec-09 Jun-10 Spring 11

IIIA New Arena Arena Phase II 9 Mos May-09 Feb-10 10 Mos Jul-10 May-11 15 Mos May-11 Aug-12 Fall 12IIIB Sky Dome Fan Amenities 5 Mos Apr-11 Sep-11 6 Mos Oct-11 Mar-12 5 Mos Mar-12 Aug-12 Fall 12IIIC Lumberjack Stadium New Seating/amenities 3 Mos Oct-11 Jan-12 6 Mos Feb-12 Aug-12 7 Mos Aug-12 Mar-13 Spring 13

IVA Sky Dome Final Renovations 3 Mos Oct-12 Jan-13 6 Mos Feb-13 Aug-13 7 Mos Aug-13 Mar-14 Spring 14IVB Multi-Sport Facility New Outdoor Tennis Courts 2 Mos Jan-13 Mar-13 3 Mos Apr-13 Jul-13 3 Mos Aug-13 Nov-13 Spring 14IVC New Aquatic Center

NAU Athletics Master Plan ~ Proposed Schedule

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due to the physical degradation and life safety compliance issues they possess. Crowded concourse areas, the lack of proper fan facilities, the lack of proper ADA seating areas, and deteriorated systems (e.g., HVAC and roof systems).For example, approximately $11m in costs have been identifi ed to improve the Wall Aquatic Center purely to address failing systems in the building and its envelope. Approximately $16m in costs have been identifi ed in the Skydome to address similar issues ranging from roof replacement to life safety issues. In fact, the approximately $17.5m in cost identifi ed for the proposed “Arena Phase I” will enable the University to properly address the functional defi ciencies of the Skydome itself.Lastly, as noted above, the student support for recreational improvements does in fact include approximately $2m of work to repair the deteriorated roof of the existing fi eldhouse facility.

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Therefore, some form of State support should be considered in order to assist the University in its efforts to improve existing facilities and to create new improvements that further its ability to provide an excellent university experience.

Local Municipal SupportSimilar to those issues noted above, the greater Flagstaff region, and Flagstaff in particular, has a stated interest in effectively partnering, from a fi nancial perspective, to assist NAU in funding facility improvements. From a community quality of life perspective, NAU athletic facilities provide a place for local high school competition that should be considered enviable. Both the University and the municipality have a shared obligation to provide attractive and safe facilities.New events that can be attracted to NAU, especially in a multi-use arena, represent a positive economic impact to the region. Strategic

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partnering here, whether from a capital contribution or an on-going operations perspective should be considered.

Major DonorsNAU has established a strong track record in seeking donor money for the development of facilities. The W.A. Franke College of Business set a new standard in terms of accessing major donor support for its own development.NAU should aggressively seek major donor support for the provision of athletic facility improvements.

NAU Corporate PartnersEnhanced facilities shall provide the Flagstaff corporate community an added benefi t with which to entertain, foster positive economic growth, and otherwise support NAU athletics.Expanding these relationships in order to seek a range of partnering programs should be considered.

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Lumberjack Village ~ Proposed Buildout Skydome Village ~ Proposed Buildout

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Naming Rights and SponsorshipsThough this category must be developed in concert with a comprehensive approach, it represents a signifi cant area for seeking funding for both capital and operational expenditures. Though naming rights is likely to represent a more modest sum due to the lack of large scale audiences and broadcast capabilities, sponsorships should be considered from the macro to the micro scale. Everything from the venue name to specifi c items should be considered fair game for sponsorship opportunities. Lockers, brick paving, strength & conditioning equipment and a host of other items and areas must be considered.The strategy for this effort must be developed within a framework that integrates the broad range of possibilities that may exist. For example, if pouring rights are sought, a campus wide agreement that is consistent with other program areas must be considered.

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For example, if the campus has an agreement with Pepsi but the Olympic high altitude training areas are affi liated with Coca Cola, then NAU should revisit its agreement with Pepsi and examine alternatives that may permit it to leverage the relationship for added value.

Next Steps

This study has brought to light several projects that need to be addressed immediately. There is a sense of urgency, as well as positive momentum, that has been generated through the discussions in the fi ve Workshops. Consensus throughout the Task Force has been accomplished on the prioritizing, phasing, costing, and overall fi ndings. There are a series of “next steps” that are beyond the scope of this Master Plan for Northern Arizona University to either track or execute, as listed below:

Prepare marketing materials for doner solicitationsInitiate all work in Phase IConduct a comprehensive strategic plan

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for project fi nancingConduct outreach and evaluation of State Appropriation opportunitiesConduct outreach and evaluation of Flagstaff municipal partneringPrepare a comprehensive funding strategy for program components of each identifi ed projectConduct Donor Feasibility Study

Initiate planning study for Arena Phase I & II (Dome Addition & New Arena)

Finalize fi nancing planBusiness PlanConcept Development

Track and report on status and disposition of existing elementary school east of the Dome

Conduct Precinct Study for each athletic village to identify:

SequencingRelated projects that require coordination

The proper execution of this Master Plan will require a coordinated effort with each of the components identifi ed above having an

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informative role with other major steps. The comprehensive strategic plan for fi nancing is central to this effort and will require a marketing and outreach plan that properly identifi es all possible funding sources with allocations for realistic funding targets. On the major donor side, this will entail the production of detailed programming documents coupled with proposed imagery of the projects. On the State and Municipal appropriation side, this will require a concerted effort with NAU leadership in combination with those individuals or entities within the public sector that are in a position to identify real and tangible partnering opportunities.

This Master Plan represents the culmination of several years of planning and effort. It is a refl ection of the values instilled within the NAU mission for academics, athletics, and the campus community as a whole. Each identifi ed project and its proposed phase represents an achievable plan and timeline in order to move forward with success into the future. Each identifi ed project is consistent with the Mission Driven Focus identifi ed above and will enable NAU to move forward

with the confi dence that its athletic facilities are indeed a refl ection of its core values and mission as an institution of higher learning.

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