Strategic Plan

In January 2012, the Foundation Board of Directors and staff began a collaborative strategic-planning process that included an internal assessment of the organization and external research to benchmark performance and identify best practices. Through this process, a striking new vision for the Foundation emerged that foregoes the shelter of modest goals, instead recognizing the opportunity to build an extraordinary new level of support for LSU. It is a twofold vision composed of two goals

  • Increase the amount of total annual fundraising from the current $30 million per year average over the last 10 years to over $60 million per year by 2016.
  • Increase the LSU Foundation endowment from $330 million to $425 million by 2016 and to $680 million by 2022.
Realizing these goals will require nothing less than a transformation of the current organization and operations of the Foundation, the following strategic priorities identify the investments and changes required to deliver and sustain this new level of performance.

PRIORITY ONE: Invest in People

  • TALENT MANAGEMENT - Recruit, hire and develop top talent throughout the organization.
  • CORPORATE AND FOUNDATION RELATIONS - Dedicate more resources to identifying and building relationships with organizations that have an interest in LSU.
  • PRINCIPAL GIFTS - Identify and engage donors who can have a transformational impact on LSU.
  • REGIONAL OFFICE - Build a new base(s) of operation to advance relationships with donors.
  • CAREER TRACKS - Create attractive growth and advancement opportunities to retain top talent.
  • REWARDING PERFORMANCE - Establish a culture of excellent performance.
  • DEVELOPMENT SUPPORT - Make personnel investments that enable development officers to focus on fundraising.
PRIORITY TWO: Redesign Organization and Operations
  • DEVELOPMENT SUPPORT FUNCTIONS - Migrate administrative functions to development support staff for better standardization and increased economies of scale.
  • MAXIMIZE INTERIM WORKSPACE - Reorganize existing leased space and secure ancillary workspace in the interim.
  • LONG-TERM SPACE NEEDS - Secure space that establishes the LSU Foundation’s identity and provides long-term space that meets the requirements of future growth.
  • ADDITIONAL REVENUE STREAMS - Continue to identify and explore additional sources of revenue that will enable the Foundation to fully fund its growth and mission of providing private financial support to LSU, the LSU AgCenter, the LSU Law Center and the LSU System Office.
  • GIVING ANALYTICS - Perform analysis of entire alumni base and identify affinity factors that drive donor engagement and propensity to give.
  • PRODUCTIVITY TOOLS - Provide development officers with greater real-time intelligence into donors and alumni.
  • GOAL SETTING - Establish goals that are jointly developed and adhered to among the LSU Foundation and the colleges/units on all campuses.
  • PERFORMANCE METRICS - Specify organizational benchmarks for performance that give development officers greater visibility into their individual and unit-level performance.
PRIORITY THREE: Strengthen Cross-Campus Collaboration
  • JOINT DEVELOPMENT AGREEMENTS - Develop formal commitments with the colleges and units that are specific and clearly state how the LSU Foundation will support development efforts.
  • WELL-ALIGNED FUNDRAISING GOALS - Match the goals of the campuses with the resources and priorities of the LSU Foundation.
  • CULTURE OF GIVING - Work with campuses, students, faculty and staff to raise visibility regarding the mutually beneficial value of academic giving and enhance donors’ and prospective donors’ propensity to give.
PRIORITY FOUR: Execute Large-Scale Fundraising Efforts
  • ENDOWMENT GIVING - Increase endowment giving and emphasize long-term value to donors.
  • PRINCIPAL GIFTS - Strategically seek out and secure multi-million dollar gifts that enable donors to make transformational impacts on a campus(es).
  • CAMPUS-WIDE AND CROSS-CAMPUS INITIATIVES - Expand focus on major campus-wide and cross-campus initiatives, such as The Energy Law Institute; Patrick F. Taylor Hall/Engineering Building; Admissions and Recruiting Center and Career Services; Business Education Complex; helping the LSU AgCenter provide Louisiana residents with research-based educational information to improve their lives and economic well-being; and support for faculty and undergraduate and graduate students.
  • PLANNED GIVING - Expand efforts to partner with donors who would like to include LSU in their estate plans.
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