The University will build a culture of philanthropy by engaging students, alumni and friends in the life, work and support of the institution.

Advancement will develop and execute a plan to cultivate increased giving from alumni, community and trustees. Over the next two years, the University will develop the structure and processes to implement a major comprehensive campaign that will support the short- and long-term strategic goals of the University while also strengthening our endowment.

In this planning effort, we emphasize alumni engagement. We look to our alumni to stay connected and involved with our community both on campus and with one another across the country and around the world. Alumni have a special affinity for the institution that is grounded in their experiences on campus. We desire to foster that good will to advance the University in myriad ways.

Build an Advancement organization that supports the strategic initiatives of the University and delivers increased engagement for all its constituencies.

The University will build an Advancement organization that supports the strategic initiatives of the University and delivers increased engagement in the long-term support of the institution for all its constituencies.

As economic pressures continue to mount, we must look at diverse sources of funding, such as philanthropy, as a supplement to tuition revenue. An advancement organization that builds lifelong relationships with alumni and friends of the University will sustain us in good times and bad.

3.1 Updates

The Advancement team continues to improve toward supporting the priorities of Vision 2020. Our Alumni Relations and Annual Giving staff continue to engage more alumni, friends, and donors in the life of the institution through chapter events, academic and athletics annual giving, while the Advancement Services team continues to clean and process data, making our work more efficient and timely.

We are seeing an increase in Planned Giving over previous years and the major gifts team is making discovery visits, building new relationships, closing gifts and sharing the news of the priorities of the institution. A new Assistant Vice President for Development begins work in January 2019. This management team position will provide the leadership necessary to take our Major Gifts efforts to new levels and close gifts in support of Vision 2020 priorities.

Build a “best in class” advancement organization driven by the donor life cycle, engaging the students, alumni, donors and friends in support of the institution.

Create and communicate a case for support based on the strategic initiatives of the University that will inspire philanthropic support.

Leverage analytics and new Raiser’s Edge NXT software to better understand potential donors and prepare for managing a significant fundraising effort for University of Lynchburg.

  • Increased quality of interaction with donors and potential donors
  • Increased reporting of expectations and outcomes for initiatives related to the strategic plan
  • Increased stewardship of our donors
  • Increase opportunities for more and larger giving
  • Increased pipeline of potential major gifts donors through active and technology-based annual giving practices
  • Increased engagement activities in Alumni Relations
  • Growth of endowment as a strategic need of the University
  • Success in capital fundraising projects
  • Increase in amount raised for annual fund
  • Increase in giving to senior class fundraising efforts
  • Increased student involvement in local and on-campus philanthropic activities

Increase the proportion of engaged alumni to 20 percent.

The University will increase the proportion of engaged alumni to 20 percent.

Engaged alumni maintain a deep affinity and connection with the University through volunteerism, communication, and philanthropy. It is clear that our ongoing cultivation and stewardship of alumni and friends must be a priority.

3.2 Updates

During the first half of the fiscal year,1688 alumni have engaged with the University in one or more of three avenues: volunteering, attending events and/or making a gift. We are on track to improve over last year’s final number of 3039 engaged alumni.

Increase the number of programming options at Homecoming, Westover, and chapter events with the goal of increased attendance and satisfied attendees.

The University and the Alumni Association will revitalize the chapter structure, resulting in more participation in, and support for, chapter-level regional and on-campus events.

Determine the top 15 chapter areas, recruit leaders for the chapter, engage in proper training, and send a AR representative to attend each event.

Offer a regional event/weekend with faculty who speak on a current topic in two key areas (combines several chapter areas.)

Offer a Council training weekend for all alumni volunteers.

Put a system in place for tracing chapter and campus alumni events for comparison and evaluation in June.

Alumni Office will track and measure number of volunteers, number of events and attendance. Advancement will track and measure giving and percentage of giving.

  • Increased rates of alumni participation at events and giving to annual and major gifts initiatives of the University
  • Engagement with 20% of Lynchburg Alumni of Record
  • Engagement defined as involvement in University activities on- and off-campus and philanthropic giving
  • Activity tracking
  • Numbers of events held
  • Increased numbers of alumni volunteers
  • Increased overall attendance at alumni-focused events
  • Increased percentage of alumni who give to the University
  • Monitoring of alumni satisfaction with events

Advancement and Career Services to connect alumni and students.

Advancement will partner with Career Services to build the Lynchburg network, connecting alumni and students.

While it is clear that career services must be integrated into the academic life of our current students, it is important also that our advancement effort focus on career service as they relate to alumni. whether it be for internships, job placements, or simple mentoring, alumni of the University can and should be called upon to interact with our students.

3.3 Updates

469 alumni returned to campus to speak in the classroom, speak at Hornet to Hornet, or have volunteered to career assist. This compares to 388 in fiscal year 2017-2018.

Bring alumni back to campus to share their expertise with students.

Partner with departments to consolidate data from many areas on campus with the goal of all data going into the Raiser’s Edge database.

Engage with the DPT, PA, EdD Leadership and master’s level alumni to build loyalty to the University and to support students that follow.

  • Increased number of events featuring student and alumni networking
  • Improved data in Raiser’s Edge
  • Increased number of programs that involve graduate students and alumni
  • Increased number of alumni-sponsored internships
  • Increased engagement between alumni and prospective students
  • Increased enrollment due to alumni engagement, activity, and stewardship

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