Resources

The Napa Group provides a variety of proprietary resources as part of our strategy, leadership and organizational development services for clients. Napa Reviews are timely whitepapers and reports that present The Napa Group's expertise and perspectives on current issues and trends in higher education, fundraising and business and non-profit management. Our expanded Napa Research capabilities provide comprehensive custom data and thoughtful market-focused analytics to assist organizations in maturing programs, structures and business models to fulfill emerging or potential market needs.


Making a Difference: Alumni Associations Rally on Behalf of Higher Education

March 2011 - Download PDF

Alumni advocacy for public higher education is a rising priority in alumni relations programs as state and federal budget cutbacks force public colleges and universities to retrench. Concerned about the value of their degrees, the quality of the workforce, regional economic strength and U.S. competitiveness, alumni are increasingly visible on the frontlines, especially in state capitals. Alumni power is making a difference.


What are best practices in alumni advocacy?

April 2011 - Read More


Alumni Association Funding Models: Summary Findings from 20 Universities

November 2010 - Download PDF

As university and alumni association funding resources become tighter and continue to change, one of the front-burner questions today is: “What is the best funding model for our alumni relations activities?” This survey of 20 public and private institutions also includes analytics on several trends that are impacting alumni relations programming priorities, association structuring, communications and mission and vision. Through comprehensive strategic planning, many associations are tackling these interrelated questions to position themselves for growth and stability for the future.


Trends & Best Practices in Alumni Associations

July 2010 - Download PDF

Trends & Best Practices in Alumni Communications

July 2010 - Download PDF

Our year-long strategic planning project with the University of Tennessee Alumni Association provides a model for the “reenvisioned alumni organization” – it is relevant to alumni engagement interests and behaviors of today, market-driven and, as such, creates a solid case for institutional investment in alumni relations programs.
Download PDF of our presentation at the 2010 CASE Summit for Advancement Leaders


Individual Talent Will Reshape the New Workforce

March 2010 - Download PDF

While much uncertainty remains in the post-recession economy, one trend is clear. Many previous jobs will not exist again as companies resist returning to “what was” and, instead, invest in flexible staffing approaches to optimize productivity. They are augmenting core fulltime staff with special just-in-time expertise at lower costs and leveraging technology to limit staff expansion.


Rethinking Volunteerism as a Workforce Growth Strategy

January 2009 - Download PDF

The financial belt-tightening caused by the recession is forcing nonprofits, from large universities to community organizations, to review their workforce strategies. Already there are plenty of examples of hiring freezes, salary caps and reconsideration of open positions. It seems that these fixed "people costs" are always the first to go. While they may be the fastest way to decrease costs, such cuts can seriously compromise earlier investments and reduce the ability to invest in key growth areas.


Balancing Mission and Market in Higher Education in the 21st Century

January 2007 - Download PDF

Princeton’s decision not to raise tuition for the first time in four decades is an in-your-face example of the growing winner-take-all positioning in higher education. Colleges and universities like Princeton with top-of-mind prestige and mega-endowments inevitably win bright faculty and talented students. They can afford to dip into their billion-dollar-plus endowments to do something radical, such as holding the line on tuition decreases, thus making decisions that will impact the rest of the higher education marketplace.


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