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Development at Scale: Pipeline Strategies that Work
As our industry continues to face increasing goals in dollars raised and impact delivered while navigating headwinds in donor counts, many organizations are struggling with balancing “what’s next” with “what’s important right now.” Proper strategy and allocation of human and financial resources toward growing the pipeline of annual leadership donors and major gift prospects is becoming more important than ever to increase one-to-one engagement, solicitations and stewardship to build relationships at scale.

Join Leah Sveen and Dr. Nicholas Linde from the University of Nebraska Foundation for practical guidance and strategies on the identification, engagement and qualification of donor segments and how to build programming that taps into possible donor segments to grow the base of qualified donors through personalized engagement at scale.

Leah Sveen Leah Sveen 
Director, DXO

Leah leads annual leadership giving and pipeline development efforts for the University of Nebraska’s four-campus system. Leah also created the GIFT Academy, a training program for frontline fundraisers at the University of Nebraska Foundation that focuses on the fundamentals for developing relationships at scale. Under Leah’s leadership, pipeline development programs have won regional and national recognition while fortifying the growth and development of annual leadership donors to the University of Nebraska.

Nicholas Linde Nicholas Linde
Vice President of Advancement, University of Nebraska Foundation

Nick leads system-wide fundraising initiatives including corporate engagement, foundation relations, gift planning, donor relations, regional development, pipeline development, annual campaigns and marketing for the University of Nebraska Foundation. Nick’s career spans nearly 20 years in frontline fundraising, alumni engagement and leadership roles at private universities, regional public universities and comprehensive university systems.

Learning Objectives
  • Discuss strategies for identifying underserved populations, including high wealth non-donors, high wealth annual donors, and milestone PG prospects.
  • Design alignment of discovery/qualification work, including expectations for follow up, how to approach the work and what it looks like.
  • Describe the findings from the University of Nebraska Foundation’s work in these areas, with step-by-step results and effectiveness.
Audience Levels
Level 4 ‐ Senior/experienced Mid‐Career (develop deep expertise in your discipline and your understanding of other disciplines)
Level 5 ‐ Expert Seasoned Professional (develop an understanding of the role advancement plays in executing higher‐level institutional strategy)
Level 6 ‐ Leadership/Transforming Seasoned Professional (contribute with work that is more strategic than managerial and maintain a multidisciplinary understanding and portfolio)
CASE Competencies
Strategic Thinking
Employs methods and processes to view a situation, assess factors, and create effective implementation plans with measurable results (Align strategy with action, critical thinking, innovative problem solving, change management, adaptability to complexity, strategic planning, understanding data and context, strategic stakeholder engagement)

Leading with vision and credibility, to effectively manage self, others and resources to achieve organizational impact. The ability to define what the future should look like, align people with that vision, and influence others through authenticity and inspiration to make the vision happen despite obstacles. (Entrepreneurial, models’ engagement in advancement, manages ambiguity, future focused, executive presence, perseverance, courageous communicator, continuous learning)
Availability: On-Demand
Credit Offered:
1.25 CFRE Credits
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