Lakehead University Advancement - Philanthropic & Alumni Plan (2026-2031)
S.W.O.T.
STRATEGIC THEMES
Financial Sustainability:
Implementing University Advancement’s Philanthropic & Alumni Plan
Expanding Student Opportunities & Success:
Establishing and Implementing Philanthropic Networks
Sustainable Economic & Community Development & Entrepreneurship:
Leveraging Lakehead Alumni
Lakehead University respectfully acknowledges its campuses are located on th Indigenous Peoples.
Lakehead Thunder Bay is located on the traditional lands of the Fort William First Nation, Signatory to the Robinson Superior Treaty of 1850. Lakehead Orillia and Barrie STEM Hub are located on the traditional territory of the Anishinaabeg which include the Ojibwe, Odawa, and Pottawatomi nations, collectively known as the Three Fires Confederacy The Chippewa Tri-Council First Nations of Beausoleil First Nation, Chippewas of Rama and Georgina Island First Nation are all signatories to the Williams Treaty. We also recognize the HuronWendat peoples who lived in the territory prior to the middle of the 17th century.
Lakehead University acknowledges the history that many nations hold in the areas around our campuses and is
Land Acknowledgment ThunderBay
Orillia
Leadership
Gillian Siddall President & Vice-Chancellor
Robert Lamb External Member, Board of Governors
Paul Popo-Ola President, Alumni Association Board of Directors
Michael den Haan Vice-President, University Advancement
At Lakehead, our strength comes from the people who stand with us alumni, donors, and community partners. Through my work with these friends of the University, I have seen how their commitment opens doors for students, enabling innovative programs like the Gichi Kendaasiwin Constellation and the Collaborative Doctor of Veterinary Medicine It is precisely the collaborative nature of these bold initiatives that brings them to life This partnership-driven approach aligns closely with Lakehead’s allowing our impact to expand naturally, carrying local lessons and solutions far beyond our region
Shaping the EvoLUtion: 2025–2030 Strategic Plan,
Advancement is not only about growth, but about growing wisely, with ambition grounded in responsibility Looking ahead, Lakehead’s mission will shape how Advancement supports teaching, research, and student success in ways that respond to real societal needs The focus is on strengthening the University’s capacity to educate ethical, innovative problem solvers while ensuring that growth is sustainable and aligned with the communities we serve Approached this way, advancement becomes a clear commitment to the kind of future Lakehead intends to help create
When I graduated from Lakehead, I became part of an amazing extended family more than 75,000 alumni across 108 countries. We stay connected through everyday moments: a conversation at a chapter gathering, a note from an Alumni Ambassador, or cheering side-by-side at a Thunderwolves game These connections nurture a sense of both belonging and responsibility, and often grow into meaningful relationships that inspire support through mentorship, career opportunities, and giving that uplifts students, alumni, and their communities around the world This incredible network, and the wonderful achievements and support it inspires, is what makes Lakehead for Life!
The work of University Advancement is deeply rooted in lifelong relationships which have been nurtured over time through purposeful engagement with the University’s mission Staying in close conversation with all who are part of the Lakehead community, from graduates to partners who invest in our students and programs, helps us understand and address needs as they arise Utilizing technology as a way to meaningfully augment our efforts leaves us more valuable time to listen closely and to uncover opportunities Over the coming five years we are focused on building bold, visionary initiatives that are designed to deliver lasting, positive impact for students and the world they will help shape
ExecutiveSummary
The University Advancement team, along with volunteers and the University community, work together to bridge Lakehead’s mission with alumni, donors, and partners who are keen to make a difference
The goal over the next five years is to ignite the passion of our alumni, donors and partners to invest $10 million annually in fueling bold change that transforms lives in our communities and ripples across the world. EvoLUtion
Success starts with visionary opportunities Over the next 5 years, Lakehead University's core priorities include:
PRIORITY
Achievement Program
Scholarships, Bursaries and Awards
Gichi Kendaasiwin Constellation
Orillia Campus Expansion
5-YEAR FUNDRAISING GOAL
$10M (approved)
$10M (pending approval)
$2M (approved) (pending feasibility)
University Advancement will also continue to support additional important initiatives such as food security, athletics, and other faculty/department-focused projects
We will continue to integrate our talents in the areas of fundraising, alumni and community engagement, and donor experience to meet the goal by:
1 Presenting visionary opportunities (mission, cases for support)
2. Engaging alumni and community (connect to convert)
3 Growing communities of supporters (alumni, donors, partners)
4 Inspiring lifelong relationships (with exceptional donor and alumni experiences)
Students are our inspiration. Alumni, donors, and partners provide the fuel for student success. Together, we will transform University Advancement at Lakehead University over the next five years.
LIFELONG RELATIONSHIPS
COMMUNITIES OF SUPPORTERS
ENGAGEMENT OPPORTUNITIES
VISIONARY OPPORTUNITIES
Vision,Mission,Values
University Advancement is grounded in the same vision, mission, values, and beliefs that guide the University as a whole This shared commitment ensures our priorities and partnerships move in step with the institution’s 5-year plan, advancing the University’s goals with purpose and integrity.
Vision
To empower a local and global sustainable future through transformative learning and community partnership
Beliefs
Values Mission
To be a comprehensive university that cultivates ethical and innovative thinkers and problem solvers
We believe our students, staff and faculty make Lakehead University different.
Integrity
Community
Belonging
Curiosity
Reconciliation
We believe that our students want an innovative comprehensive university where they have the highest chance of success
We believe that our students have the passion and drive to realize their dreams and succeed.
We believe that our students want the intellectual freedom to pursue the unconventional
We believe in the diversity that comes from our students, staff and faculty of many cultures and nations.
We believe that our students, staff and faculty are passionate about both their own individuality and their communities
Donor Investment in Action
Gakina Awesiinyag, the large animal education facility for the new Collaborative Doctor of Veterinary Medicine Program, under construction, Jan 2026
Purpose
University Advancement (UA) supports the University’s strategic plan by cultivating and stewarding relationships that generate philanthropic investment for institutional priorities, student awards, and financial aid
Aligned with Lakehead’s 2025–2030 strategic plan, UA is committed to transforming regions and communities while reinforcing the University’s position as a leading comprehensive research-intensive university. Our work is embedded within the framework, particularly across the following three strategic themes:
Financial Sustainability
Expanding Student Opportunity & Success
Sustainable Economic & Community Development and Entrepreneurship
Through donor and alumni generosity, UA drives annual and legacy giving, fosters alumni engagement and community partnerships, and builds relationships via a structured philanthropic pipeline Our strategic plan recognizes the Board of Governors, Alumni Association Board, and alumni network as key advocates for advancing student success and community development, while philanthropic engagement with donors serves as a critical catalyst for the University’s goals of expanding student opportunity and strengthening financial stability.
Graduate Jamie Manitowabi, Honours Bachelor of Commerce
CultureCode
A culture code is a shared set of principles and expectations that shape how a group works together It guides everyday decisions and interactions, helping people understand what is valued while keeping the organization aligned as it grows.
University Advancement Team Culture Code
Adaptability Respect Trust Connection
Wolfie poses with members of the UA team.
L–R: Kaitlyn Chovancak, Amy Silvaggio, Mark Tilbury, Gillian Sgambelluri, Anna Gagliardi, Anna Sampson
AreasofExpertise
University Advancement drives efforts to support philanthropy by qualifying, cultivating, engaging, and securing major gifts through strategic relationships and communication resources Donor experiences guide interactions and provide personalized, meaningful recognition Annual giving focuses on broader outreach to meet immediate needs through more public and general outreach channels. Alumni and community engagement connects graduates to Lakehead through communications, programs, events, and volunteer opportunities
University Advancement’s areas of expertise and ownership include:
ALUMNI & COMMUNITY ENGAGEMENT
Alumni & Donor Data Strategy
Ensure accurate, well-segmented alumni and donor data is used strategically to maximize engagement and giving, including targeted input on event guest lists aligned with event objectives.
Alumni Recognition
Celebrate alumni achievements to reinforce pride, inspire engagement, and strengthen the University’s reputation and reach
Alumni Communications
Deliver targeted, meaningful and distinct communications that deepen alumni connection, pride, and lifelong support of University priorities
Alumni & Community Events
Create high-impact experiences that strengthen lifelong affinity, advocacy, and ideally result in philanthropic support
Sponsorships & Community Engagement
Build mutually beneficial partnerships that elevate the University’s profile and align community investment with institutional goals.
Case for Support Development
Craft compelling, evidence-based cases that translate University priorities into donor-ready opportunities for philanthropic giving FUNDRAISING
Campaign Brand Development
Establish a clear, consistent campaign identity that strengthens institutional reputation and inspires philanthropic engagement
Community Events
Host inclusive, mission-driven events that build connections, highlight impact, and foster philanthropic support
Donor Acquisition
Drive broad-based philanthropic support that delivers measurable and online giving campaigns aligned with institutional needs, inviting new donors into the Lakehead family
DONOR EXPERIENCE
Donor Recognition & Stewardship
Leverage a donor matrix to guide giving thresholds and tailored recognition that expresses gratitude, fosters loyalty, and encourages continued philanthropic investment, including oversight of donor signage, a virtual donor wall, and three major donor outreach initiatives annually
Impact Storytelling & Digital Campaigns
Develop engaging web and digital content that communicates donor and alumni impact, shares compelling stories of University initiatives, and supports strategic fundraising priorities, including crowdfunding and targeted online campaigns.
Social Media Communications
Expand reach and engagement by showcasing alumni, donor impact, and University priorities across digital platforms.
Donor Events
Deliver strategic, mission-focused events that inspire confidence, showcase impact, and encourage ongoing philanthropic investment
UATeam
Meghan Hanbury Associate Director, Annual Giving and Student Aid
Samantha Lennon
Annual Giving and Student Aid Associate, GTA
Rebbeca Truax Associate VicePresident
Amy Silvaggio Research Analyst
Allison Louth Director, Philanthropy
Gillian Sgambelluri Development Officer, Major Gifts
Cassandra Hauck Development Associate
V
of External
Committee
Anna Gagliardi Executive Assistant
Lynn Hurrell Director, Donor Experience and Advancement Services
Anna Sampson Coordinator, Advancement Communications
Jen McKenzie Manager, Advancement Services
Mark Tilbury Director, Alumni and Community Engagement Alumni Association
Amber Saville Alumni and Community Engagement Specialist
Jacquie Kent Alumni and Community Engagement Officer
Patrick Berube Coordinator, Donor Experience
Elisabeth Blair Writer, Donor Experience
Kaitlyn Chovancak Gift and Database Administrator
Vacant Alumni and Community Engagement Officer
Diane Robnik Alumni Engagement Specialist
L: Wolfie and UA team member Gillian Sgambelluri Top: UA team members Cassandra Hauck and Jacquie Kent
Momentum&Milestones (2020–2025)
The launch of a $70 million campaign in January 2020 marked a turning point for University Advancement While the years that followed brought truly unforeseen challenges, the team worked together to achieve impressive results.
Through an expanded speakers’ platform featuring high-calibre speakers such as the Rt Hon David Johnston, Valerie Pringle, and Bob McDonald, the Alumni Association deepened alumni connection and helped double alumni engagement over five years. This momentum was reinforced in 2025 with the signing of a new Memorandum of Understanding (MOU) between the Alumni Association and Lakehead University, strengthening global alumni engagement
Donors continued to show up for students. Lakehead’s Scholarships, Bursaries and Awards program remains the largest among universities of similar size, and Giving Tuesday has consistently demonstrated the power of focused, targeted appeals providing a blueprint for future initiatives
Visionary cases inspire visionary gifts, as demonstrated by two transformative commitments: $10 million from Stu and Kim Lang to the Collaborative Doctor of Veterinary Medicine and $15 million from the County of Simcoe to support the Orillia expansion These extraordinary acts of generosity show what can be achieved when faculties and departments work together around a shared vision.
Throughout this period, the University Advancement team demonstrated that leadership is collective Careful and extensive groundwork enabled the 2026 implementation of Blackbaud Raiser’s Edge NXT, improving how information is gathered and shared and creating new opportunities to build and sustain relationships. Through co-led projects and the Facilitators Group, the team delivered outcomes driven by a shared commitment to students and the University’s mission
The June 2025 ground blessing for the Collaborative Doctor of Veterinary Medicine offered a glimpse of what lies ahead Building on a strong record of achievement, University Advancement is ready to pursue ambitious goals for the Gichi Kendaasiwin Constellation, the Achievement Program, and Scholarships, Bursaries and Awards advancing opportunity and impact for years to come.
L-R: Dan Adams, Vice President of Indigenous Banking Services at BMO, speaks at the Research and Innovation Awards of Excellence Gala at which Lakehead’s partnership with BMO was celebrated; Dr Todd Randall and Allison Louth bookend three representatives from OSPCA for a CDVMP site tour; Michael den Haan, Vice President of University Advancement, with Elder Gene at the Ground Blessing for Gakina Awesiinyag
8GreatGoals
EvoLUtion,
Organized around the pillars of these 8 Great Goals demonstrate how UA’s priorities support and strengthen Lakehead University’s 5-year plan
Revise existing AEM model within RENXT context and desire to connectto-convert (26/27) New AEM model implemented and new goal determined (26/27)
Amounts indicate current and future 5-year average
Amounts indicate current and future 5-year capacity
$1 84M GK + $0M AP + $2 78MSBA + $0M for projects less than $250k and projects still to be determined
$10M GK + $2M AP + $10M SBA + $500k for projects less than $250k
Number of donors during the specified fiscal year who gave for the first time, or again after more than five years since their previous gift
The number of donors during the specified fiscal year who also gave a gift of any type during the previous year
The percentage of donors who had increased the total value of their donations in the specified fiscal year compared to the previous fiscal year This does not include acquired (new) donors
Canadian average
MetricsofSuccess
Through the implementation of this plan, UA aims to improve in the following areas (which also overlap with the 8 great goals):
Financial Sustainability
Approved UA 5-Year Plan
Approved 5-year fundraising production goal strategic plan-aligned to approved projects
Approved 5-year alumni and community engagement goals aligned to strategic plan
Approved budget aligned with fundraising production and alumni engagement goals, including a technology budget that supports the UA 5-Year Plan goals
Total amount raised by April 30, 2031 will align with the UA 5-Year Plan, capacity, and approved
Expanding Student Opportunities & Success
Prospect pipeline of 233 (yearly average)
Total pipeline value of $40M+ annually
A 3:1 ratio of major gift solicitations to confirmed gifts
300–350 meaningful donor interactions per year
3–5 follow-up actions per community, alumni, and University-led event through connect-to-convert strategy
Total annual production of $10M (rolling average); 5-year revenue projections will grow to meet this target
Annual donor surveys to measure engagement and satisfaction
Acquisition rate is 9 5%–10% (average annual growth) (growing from 260 to 450 new donors over 5 years)
Retention
Sustainable Economic and Community Development & Entrepreneurship
Engaging and Leveraging Lakehead Alumni
Number of engaged alumni
Number of Board, Chapter, and Committee volunteers (Alumni Association and University)
Number of Student Experience volunteers
Number of Event attendees
Alumni donors (current year)
Alumni donors (Lakehead Loyal consecutive year giving)
“I
S.W.O.T.Analysis
The University Advancement team is committed to ongoing improvement. The following demonstrates how the team will maximize opportunities and limit the impact of weaknesses.
Strengths
Experienced staff: 14 staff have 10+ years of experience
Large alumni base: over 33,000 engaged based on 3pillar scale (communication, participation, giving)
Strong Scholarships, Bursaries & Awards program
Opportunities
Digital fundraising
Social media
Enhanced web presence
News coverage re-purposed
Plan to Maximize
1 JQ review of outdated job descriptions
2. Continue to support PD opportunities
3. Involve staff in onboarding and training opportunities
4 Targeted alumni appeals to support fundraising goals and community development goals
5 Focus on the Ambassador Program
6. Diversify opportunities for alumni engagement and involvement
7. Relaunch a $10M goal using data to advise on what areas to direct support (recruitment/retention goals)
8 Use student financial aid fundraising to support Faculties and address specific student needs
Plan to Leverage
1. Develop and carry out a year-round digital donor recognition schedule
2 Utilize AIM funds to grow donor acquisition
3 Maintain accurate alumni contact information through ongoing research and address update initiatives
4. Support consistent messaging and schedule with a yearly calendar
5. Utilize RE NXT giving platform to improve the user experience
6 Revise the general "donate" navigation pages to improve donor experience
7 Improve user experience for alumni and friends visiting the site
8. Procure an app to enhance alumni engagement
9 Utilize the media coverage generated by Marketing and Communications (over 200 stories in 2024/2025)
Weaknesses Plan To Limit Impact
1 Increase writing support
Staffing & resource capacity
Limited social media
Lack of donor acquisition (Call Centre not replaced)
2. Provide research, analytics, communications, and donor experience services across UA (this also supports consistency of processes)
3 Leverage external vendor support where appropriate
4 New development support focused on case growth
5 Focus resources on highest impact activities (short- and long-term)
6. One communications plan, centralized messaging, increased donor storytelling
7 Utilize communications & media generated by Marketing and Communications
8. Utilize digital media consultancy support to establish benchmarking
9 In 2026, research University/College call centre programs and acquisition programs to determine feasibility
10 Utilize Alumni engagement scores (data) to increase the mid-level prospect pipeline
11. Utilize targeted appeals as an address update and engagement tactic, and ensure a variety of targeted appeals that approach different segments of the database
12 Build a strong acquisition strategy into UA 5-Year Plan
13. One UA 5-Year plan with accompanying Alumni, Fundraising, and Donor Experience support documents (see Appendix)
14 Standardized research, analytics, pipeline management, and donor experience processes
15. Implement a culture of over-sharing information so all staff are aware of UA activities
Threats
Competition with other charities
LU not seen as a charity
Plan to Mitigate
1. Develop key donor messaging based on donor targets and priority fundraising projects; leverage appropriate communication channels (i e social, email, targeted appeals, etc) to deliver the right message
2 Increase social media presence
3 Digital/social media appeals
4. Targeted appeals to reach all current and past donors (within a prescribed period)
5 Support staff to participate in appropriate community activities
6 Utilize events and community activities to connect with prospects through a defined relationship-based connect-to-convert strategy
7. Partner with other charities (e.g., United Way, Orillia Hospital Foundation, etc.)
8 Celebrate donor giving utilizing a mix of public celebrations and social media (the power of annual gifts and recurring giving)
9. Promote donor-funded projects
Siloed team
Strategic Theme
“As
long as the grass is green and the rivers flow and the sun shines, this school [CDVMP] will be here.”
Implementation of the Philanthropic & Alumni Plan (2026–2031) is at the heart of University Advancement’s commitment to UA including staff, volunteers, and board members is dedicated to supporting the University’s strategic priorities by aligning fundraising and engagement goals with approved projects that advance UA communicates both the needs of students and the solutions that advance the educational, social, and economic priorities of Northwestern Ontario and Simcoe County.
Goal
Shaping the EvoLUtion
EvoLUtion
Shaping the EvoLUtion
Develop and implement a 5-year Plan that supports Guided by project-based campaign priorities, the plan enables UA to act nimbly, completing and initiating both short-term (under five years) and long-term (over five years) fundraising initiatives
Elder Gene Nowegejick at the Ground Blessing for Gakina Awesiinyag, June 2025
Objectives
Align fundraising and engagement goals with the University’s strategic plan
Set goals that balance resource capacity with approved fundraising targets
Connect alumni engagement initiatives directly to strategic priorities
Leverage technology to optimize operational efficiency, expand alumni engagement, and strengthen philanthropic
Strategies & Tactics
Strengthen Fundraising Goal-Setting for Sustainable Growth
Ensure all new fundraising initiatives adhere to the fundraising goal-setting policy and process
Leverage the Advancement Investment Model
Prioritize AIM allocations toward initiatives demonstrating the highest ROI
Conduct quarterly BERC reviews of fundraising capacity and goal attainment
Advance Alumni Engagement and Philanthropic Participation
Implement the Alumni Engagement Plan with a focus on increasing participation and giving
Utilize alumni engagement metrics to foster deeper relationships, leveraging workplace partners, and convert engagement into philanthropic investment
Optimize Operational Effectiveness
Evaluate and implement new technologies to analyze, advance digital outreach, and increase donor/alumni participation, aligned with ROI criteria
Metrics of Success
Approved Philanthropic & Alumni Plan 2026-2031 (UA 5-Year Plan)
Approved 5-year fundraising production goal strategic plan-aligned to approved projects
Approved 5-year alumni and community engagement goals aligned to strategic plan
Approved budget aligned with fundraising production and alumni engagement goals, including a technology budget that supports the UA 5-Year Plan goals
Total amount raised by April 30, 2031 will align with UA 5-Year Plan, capacity, and approved fundraising goals
The Executive Committee and Board of Governors approve a minimum of $20M in campaign project cases
Required technology is in place to support an effective alumni engagement scoring system integrated with relevant external-facing departments (e.g., Research & Innovation, Careers and Co-op)
Overview
Students are at the heart of donor interest Lakehead’s commitment to student success, paired with a clearly defined vision through provides a compelling answer to how donors can make a difference. A well-articulated need, a clear and credible solution, and effective deployment of philanthropic investment are essential to delivering the 5-Year Plan. By defining priorities with clarity and building long-term relationships grounded in respect, UA will mobilize the partners needed to realize and ensure a strong future for the University
Goal
Shaping the EvoLUtion, EvoLUtion
Establish and implement philanthropic networks to connect individuals, corporations, organizations, and foundations committed to the transformative power of education with students, alumni, faculty, and leaders driving change culminating in inspired, transformative giving and lifelong relationships.
Achievement Program (AP) students at AP summer camp
Objectives
Secure approval of fundraising goals for each project
Develop visionary, fully realized cases for support that inspire and activate giving
Establish a Gift Chart and pipeline aligned to each project’s fundraising target
Deliver meaningful interactions that advance the relationship through qualification, cultivation, solicitation, and stewardship
Leverage dynamic University communications materials to strengthen donor engagement
Implement a donor acquisition strategy that exceeds attrition
Strategies & Tactics
Establish a Local Philanthropic Network Focused on Access to Education
1.1. 1 2 1 3 1 4 1.5.
Develop and track connect-to-convert metrics, including new prospects added to the pipeline
Embed a defined connect-to-convert strategy within each engagement activity, including identified prospects and targeted follow-up meetings
Engage Board (volunteer) members to participate in events and help facilitate introductions
Align accountabilities with donor interactions and relationship advancement
Implement a digital acquisition strategy
Implement a Local Philanthropic Network that Supports Access to Education
Require briefing and call notes for all substantive donor interactions
Develop and deploy impact reports and communications materials to support cultivation, solicitation, and stewardship
Establish and execute a multi-year planned giving strategy
Integrate the connect-to-convert strategy into University, alumni, and community events
Design and deliver meaningful donor experiences informed by donor feedback
Organize and Activate Appeals
MARKETING STRATEGY
Broad based mass solicitations
Recurring (monthly) giving
MID-LEVEL STRATEGY
Customized, scalable engagement
Planned giving (personalized), with solicitation methods aligned to the marketing strategy 2.1. 2.2. 2 3 2 4 2.5.
Commemorative giving, which may require personalized outreach
EVENT STRATEGY
Third-party events (internal and external)
LEADERSHIP, PRINCIPAL, MAJOR GIFTS STRATEGY
Highly personalized proposals
* Note gifts that are given unprompted are stewarded to convert to long-term relationships
Increase donor giving from 13% to 17% Metrics of Success
Prospect pipeline of 233 (yearly average)
Total pipeline value of $40M+ annually
A 3:1 ratio of major gift solicitations to confirmed gifts
300–350 meaningful donor interactions per year
3–5 follow-up actions per community, alumni, and University-led event through connect-to-convert strategy
Total annual production of $10M (rolling average); 5-year revenue projections will grow to meet this target
Annual donor surveys to measure engagement and satisfaction
Acquisition rate is 9 5%–10% (average annual growth) (growing from 260 to 450 new donors over 5 years)
Retention rate: Grow donor retention from 44%–55% over five years
Overview
For over 60 years, Lakehead alumni have been key partners in the University’s success and impact. Today, nearly 75,000 alumni across more than two-thirds of the world’s countries reflect the global reach of Lakehead University Carrying forward their exceptional and unconventional university experiences, alumni serve as advocates, ambassadors, and supporters We will engage this worldwide network to actively support current students and recent graduates while fostering philanthropic investment in the University’s mission.
Goal
Building on the Alumni Association’s vision of an engaged global community, we will deepen and strengthen alumni relationships to advance the ambitions of Over the next five years, we will leverage Lakehead’s vast alumni network to connect global expertise with local initiatives, and expand experiential and work-integrated learning opportunities as graduates transition into the workforce. The ultimate goal is to inspire philanthropic support for Lakehead University
EvoLUtion
Participants at the Lakehead Indigenous Students’ Association annual Powwow
Strengthen relationships with already-engaged alumni
Connect and engage alumni with the University and Alumni Association for the first time
Convert alumni engagement into support for University priorities and initiatives
Inspire alumni to contribute philanthropically through their time, talent, and resources
Engage alumni to enhance the student experience through WIL opportunities, support for career transitions, and post graduate employment opportunities
Strategies & Tactics
1 1 1 2 1.3. 1.4. 1 5 1.6. 2 1 2 2 2.3. 1 2.
Engage Lakehead's vast alumni network to connect global expertise with local initiatives
Re-launch the Alumni Ambassador Program with specific expectations & objectives
Develop a skillset map of our engaged alumni, specifically Ambassadors
Collaborate with campus partners to identify local initiatives needing support
Number of Board, Chapter, and Committee volunteers (Alumni Association and University)
Number of Student Experience volunteers
Number of Event attendees
Alumni donors (current year)
Assumptions
Revise the Alumni Engagement Metrics model and fully integrate tracking into RENXT Spring 2026
Successful recruitment for the vacant Alumni Engagement Officer position by May 1, 2026
Full alignment of the Alumni Association’s strategic priorities with the UA 5-Year Plan
Support for enhanced technology to facilitate alumni engagement opportunities
Gratitude
Lakehead University just celebrated sixty years of transformational impact on students and the communities of Northwestern Ontario and, more recently, Simcoe County Throughout those six decades, philanthropic support has been a key part of that transformation. As Lakehead University looks ahead to its next chapter of impact, the work of building communities of purpose through intentional, strategic fundraising and engagement is critical to the future it aspires to create. This UA 5-Year Plan guides the next five years of philanthropic and alumni/community engagement work
The plan's success is grounded in the collaboration of many talented people, including the professional staff of University Advancement, whose energy, ideas, and day to day commitment brought this plan to life Thanks are due as well to the Lakehead University Board of Governors and Board Committee volunteers, whose guidance, thoughtful questions, and steady support have shaped the plan in meaningful ways. This plan reflects the care, creativity, and belief in a shared future that each of you brings to this work.
SummaryofReports
The UA 5-Year plan includes a detailed road map of objectives, strategies, and tactics. Crucial to the plan is UA’s commitment to accountability This accountability is rooted in metrics of success demonstrated by the following reports:
Production (one-time gifts and pledges) (reported to UA team, University Executive and BERC)
Production (one-time gifts and pledges) by Case: Approved Cases (reported to UA team, University Executive, and BERC)
Capacity: Currently raised (and the amount that can be received in new projects) (BERC)
Donor Acquisition (reported to UA team and BERC)
Retention rate (reported to
and
Increased giving (% of donors who increased annual giving)
Total alumni donors Engaged
Establishing and leveraging philanthropy: # in pipeline vs goal (University Executive)
Total value of the pipeline vs pipeline value goal (University Executive)
Supporting Documentation
Alumni & Community Engagement
Alumni Overview (Board Plan)
Community Engagement Plan
Planned Giving Plan (to be developed in 2026/2027)
Donor Experience
Donor Experience Overview (matrix etc.)
Stewardship Plan
Event and publication, social media calendar (or overall calendar)
Supporting University Advancement
Budget overview (expense 5-year projections)
Shaping the EvoLUtion: Lakehead University’s 2025–2030 Strategic Plan
Lakehead University’s Academic Plan
Lakehead University Research Plan
Event seed list overview Policies
University Advancement Culture Code
AIM (Advancement Investment Model)
Fundraising Goal Setting
Gift Acceptance
Sponsorship
Naming
Appendix:Definitions
Term
Advancement Investment Model (AIM)
Alumni Ambassador Program
Alumni Engagement
Alumni Engagement Score
Annual Donor Acquisition
Annual Giving
Balanced Capacity
BERC
Campaign (Philanthropic Campaign Plan)
Case for Support
Connect-to-Convert Strategy
Cultivation
Designation
Definition
A model that invests in the growth of advancement capacity and budgets. It specifically supports the costs of receiving, managing, and stewarding gifts by reserving a modest portion of expendable gifts (non-endowments) to invest in fundraising and engagement growth.
Structured volunteer initiative engaging alumni as advocates, connectors, and mentors supporting recruitment, engagement, experiential learning, and philanthropy.
Meaningful interaction between alumni and the University across communication, participation, and giving.
Data-informed measure tracking alumni activity to guide segmentation, outreach, and pipeline growth Scoring is based on participation (volunteerism, events), communications (valid contact information, opening communication), and giving (donations).
The number of donors during the specified fiscal year who gave for the first time, or again after more than five years since their previous gift.
Broad-based fundraising focused on recurring, digital, targeted and mid-level appeals.
Balance between staff resources and fundraising projects
The Board External Relations Committee is a Standing Committee of the Lakehead University Board of Governors, with the primary role of advancing the University's interests in alumni engagement, community engagement, government relations, philanthropy, and external communications
Structured, multi-year fundraising initiative with defined priorities, strategies & tactics, and measurables, including revenue targets for a defined time period
Strategic, evidence-based document articulating need, solution, project budget, and fundraising goal
The philosophy of connect-to-convert utilizes events and community engagement as a method to feed the pipeline. It involves crafting events and/or experiences that highlight Lakehead’s vision, invite appropriate prospects, and utilize the development team to engage with guests and activate next steps.
Relationship-building activities that deepen donor understanding and readiness before solicitation
Specific fund, project, or priority to which a donor directs their contribution
Term Definition
Digital Acquisition Strategy
Donor Acquisition
Donor Experience
Donor Matrix
Donor Retention (Lifelong Giving)
Donor Retention Rate
EvoLUtion (2025–2030 Strategic Plan)
Experiential / Work-Integrated Learning (WIL)
Gift Chart
Impact Reporting
Leadership Gifts
Lifetime Giving
Major Gifts
Meaningful Donor Interaction
Mid-Level Giving
Pipeline (Prospect Pipeline)
Planned Giving
Principal Gifts
Broad-based appeals that utilize a technology to secure donations It is often used as an acquisition strategy.
Process of securing first-time donors Defined as anyone who has not donated in the past five years
Ensures lifecycle continuity and stewardship excellence by helping donors feel valued, informed and connected to Lakehead
Framework outlining recognition levels and stewardship practices based on giving thresholds that ensure consistent practices.
The number of donors during the specified fiscal year who also gave a gift of any type during the previous year
Percentage of donors who continue giving year over year.
Lakehead University’s institutional strategic plan guiding academic, research, community, and advancement priorities
Structured opportunities integrating academic study with practical workplace or community experience
Planning tool identifying the number and size of gifts required to achieve a fundraising goal.
Structured communication demonstrating how donor giving helps to achieve defined outcomes
$100,000 to $999,999 donations
Cumulative total of a donor’s contributions to the University.
$25,000 to $99,999 donations
Intentiona actions that progress the relationship from identification to solicitation
Structured segment between annual and major giving involving scalable personalization Gifts between $5,000 and $24,999
Portfolio of qualified prospects at various stages of identification, cultivation, solicitation, and stewardship. The pipeline corresponds to the gift chart to understand how many prospects are required (at each giving level) to achieve the goal
Future-oriented philanthropic commitments arranged through estate planning vehicles These can include bequests, annuities, and life insurance
$1M donations and above
Term
Production (Fundraising Production)
Definition
Total revenue secured through cash and pledges within a defined reporting period
Prospect
Qualification
RE NXT (Blackbaud Raiser’s Edge NXT)
Return on Investment (ROI)
Rolling Average (Revenue Target)
Segmentation
Solicitation
Stewardship
S W O T Analysis
Third-Party Event
An individual, corporation, foundation, or organization identified as having philanthropic potential. They are often identified by LIA (Link, Interest, Ability) and are scored with a maximum of 5 points per category
Process of confirming a prospect’s LIA (Link, Interest, Ability)
A constituent relationship management (CRM) system used to track engagement, pipeline activity, and reporting metrics
Measure comparing fundraising revenue generated relative to expenses or resource allocation. ROI is used for appeals analysis.
The multi-year averaging method used to measure performance across major gift cycles
Strategic division of alumni and donor audiences based on shared characteristics or engagement levels
Formal request for philanthropic support aligned with donor readiness and approved priorities.
Ongoing communication demonstrating impact, expressing gratitude, and strengthening long-term relationships
Strategic framework assessing Strengths, Weaknesses, Opportunities, and Threats
Externally organized event raising funds or awareness in support of the University.
