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.
The Advancement team continues to evolve into its support role for Vision 2020. When current open positions are filled in the next three months, we will be fully and effectively staffed to take on the challenges of increased fundraising for the years to come. Our data functions are improving thanks to good work and a new Director of Advancement Services. As the pipeline of donors grows through quality data, identification, relationship building, and cultivation, so will our opportunity for increased funding.
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.
Alumni Engagement is determined by the number of donors, event attendees, and volunteers (less duplication) divided by the number of Alumni of record. To date, more than 45 alumni events have been held with a little over 1200 alumni in attendance and almost 500 alumni volunteers. Our number of alumni of record has increased from 24,729 to 25,031. The percentage of alumni engagement will be reported in July after the fiscal year closes.
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.
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