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Support, serve and preserve

Our strategic priorities

In 2025, the Association of Graduates and the Air Force Academy Foundation came together to form the U.S. Air Force Academy Association & Foundation.

Click here for the Joint Strategic Plan

Together, we are united by a shared mission and vision, aligned in our strategic priorities and core values. The strategic priorities outlined on this page represent a comprehensive joint strategy spanning 2023 to 2028.

The Association & Foundation are governed by separate boards of directors and guided by a dedicated team of individuals who exemplify the spirit and values of our organization. We invite you to learn more about who we are and what we stand for.

Our mission

Together, we support the Academy, serve our graduates and preserve the heritage of the institution.

To be an Association and Foundation of influence and impact, supporting the Academy’s enduring mission of developing leaders of character for the nation, and providing a lifetime of service to the Long Blue Line.

Our vision

Strategic priorities

The strategic priorities outlined on this page represent a comprehensive joint strategy spanning 2023 to 2028.

Engagement

Engagement

Cultivate lifelong relationships and provide valued service to the Academy and our graduates

How do we accomplish this?
Create and foster lifelong connections between the Long Blue Line and the Academy

Metrics

Grow membership across the entire Long Blue Line

  • Metric: Achieve 85% membership of all graduates by 2028
  • Metric: Achieve 25% participation in the 2027 AOG election
  • Metric: Increase the breadth of Class Advisory Senate participation

Revitalize and reinvest in graduate chapters and affinity programming

  • Metric: Host a chapter leadership conference and recraft chapter support program in 2026
  • Metric: Conduct CEO review and report to board on chapter program enhancements by early 2026

Inform and engage cadet parents and families

  • Metric: Increase Family Plan Memberships to 2,500 families by 2028
  • Metric: Increase the visibility of directed support for cadet programs
  • Metric: Create an AOG satellite location in Arnold Hall by 2028
  • Metric: Conduct a cadet/parent/family survey in 2027

Reconnect disengaged graduates and activate NextGen participation

  • Metric: Capitalize on the Class of 1970 Reunion Endowment, focused on expanding the impact of the 10- and 20-year reunions
  • Metric: Begin an 18-month reunion planning schedule
  • Metric: Bring all reunion webpages into the new website by 2027
  • Metric: In 2026, host at least two NextGen engagements and develop a NextGen activation plan
Serve our graduates and families at critical moments throughout their lifetime

Metrics

Provide support during firstie transition and first assignments

  • Metric: Continue to enhance cadet engagements and the Firstie Departure program
  • Metric: Capture 85% of contact information prior to graduation for increased communication with and improved support of new second lieutenants

Offer meaningful career services and career transition support

  • Metric: Establish a career ombudsman office by 2028
  • Metric: Create a program to help graduates transitioning to Guard or Reserve status by 2027

Serve graduates and their families with funeral support

  • Metric: Continue raising an endowment for Next of Kin office – $3 million by 2028
  • Metric: Enhance the reach and distribution of Here’s A Toast in 2026 and beyond, working to endow all or a portion of a print issue for every graduate by 2028
Preserve and celebrate the Academy’s heritage and the accomplishments of the Long Blue Line

Metrics

Promote awards programs, while preserving their prestige and impact

  • Metric: Expand the depth of nominations for all awards
  • Metric: Complete Distinguished Graduate Memorial in 2026

Expand and activate heritage archives

  • Metric: Add a full-time heritage officer to increase support for maintaining the AOG collection by 2028
  • Metric: Begin planning for a graduate museum as part of renovating Doolittle Hall

Develop and promote the renovated Doolittle Hall and the Heritage Trail

  • Metric: Complete the design of Doolittle Hall and raise initial gifts by 2027
  • Metric: Add major nodes to the Heritage Trail through class giving by 2030
Philanthropy

Philanthropy

Enhance financial strength and stability to advance the Academy and sustain our mission

How do we accomplish this?
Prepare for a comprehensive campaign to launch in 2028

Metrics

Raise support for key Academy priorities and map priorities for future campaign

  • Metric: Erdle Field (baseball stadium), DeBerry Endowment, Tuskegee Memorial and other established and future priorities
  • Metric: Conduct a feasibility study in 2027

Increase awareness, engagement and participation among all constituents

  • Metric: Increase annual participation to 20% by 2028
Grow resources available to sustainably fund ongoing operations

Metrics

Increase funding to cover a greater share of operating costs

  • Metric: Increase Founding Director Fund to $35 million by 2028
  • Metric: Increase annual fund revenue to $3.25 million by 2028
  • Metric: Increase sponsorship revenue to $1 million by 2028

Establish restricted endowments for specific operating activities

  • Metric: Meet a goal of $10 million by 2028 (Next of Kin, Checkpoints, tailgates and reunions)
Expand support from successive generations of donors

Metrics

Activate the NextGen Advisory Council to initiate new philanthropic relationships

  • Metric: Host a series of strategic events engaging and building philanthropic support from the next generation
  • Metric: Increase the number of Sabre Society donors in NextGen by 50% by 2028
  • Metric: Support Academy entrepreneurs programs

Strengthen and expand class giving

  • Metric: Create a structured plan for life cycle of giving by class year
  • Metric: Deploy class connections to raise annual participation rates

Build breadth and impact of volunteers in support of the entire mission of the Association & Foundation and the Academy

  • Metric: Establish a volunteer support office by 2027
Stewardship

Stewardship

Responsibly manage gifted time, talent, treasure and relationships

HOW DO WE ACCOMPLISH THIS?
Accept, invest and steward gifts precisely as donors intend

Metrics

Provide accurate and timely reporting on all gifts annually

  • Metric: Send all stewardship reports by April 1 and all gift receipts and acknowledgments within 48 hours of gift receipt

Improve the Academy gift request, acceptance and reporting process

  • Metric: Require proper use of gifts/distributions within one year of transfer to Academy
  • Metric: Require annual reporting on the use and impact of gifts
Invest all human and financial resources smartly to maximize return and impact

Metrics

Maintain strong financial and management controls

  • Metric: Achieve clean annual audit and filing 990 for both organizations, published annually
  • Metric: Implement an enterprise-wide risk assessment and management program by 2027

Manage investment portfolios responsibly and uphold priorities for best use of available resources

  • Metric: Uphold the FMIP of both organizations
  • Metric: Create a process with the Academy and boards for quarterly grantmaking and notification
Nurture strong relationships with the Academy and partner organizations

Metrics

Deepen operating partnerships with the Academy and supporting organizations

  • Metric: Conclude a comprehensive MOU with the Falcon Foundation and AFAAC by 2026
  • Metric: Create and launch a USAFA Roadshow with Academy partners

Secure and maintain enhanced special status as supporting organizations

  • Metric: Secure enhanced special status in 2027 NDAA
Communication

Communication

Tell the story of our Academy, our graduates and our mission with our words and actions

HOW DO WE ACCOMPLISH THIS?
Enhance and safeguard the brand and reputation of the AOG and Foundation

Metrics

Ensure the brand is relevant and consistent in look, feel and voice

  • Metric: Drive the ongoing rebranding of AOG and Foundation to enhance and strengthen organizational identity and impact
  • Metric: Develop and implement new usafa.org website features

Conduct a mission-focused merchandise strategy and provide world-class customer service to all constituents, including at events and engagements

  • Metric: Maintain the operating margin/increase the quality of products
  • Metric: Create a constituent relations front office that is the main source of information and enhance constituent response
Share the story of the Academy and our graduates in varied and effective ways

Metrics

Create engagement and instill pride through compelling stories about graduates and the Academy across all platforms

  • Metric: Develop tailored communication strategies for seven decades of graduates
  • Metric: Enhance legacy class programming and events
  • Metric: Develop and fully implement a comprehensive program to track and announce promotions, appointments, confirmations and achievements by end of 2026
  • Metric: Elevate production, content and audience strategy toward a sponsorship plan for the Long Blue Leadership podcast by 2027
  • Metric: Increase measurable social media engagement through data-informed content and messaging, platform-specific strategies and two-way communication that strengthens our brand

Tell stories about USAFA’s rich history and heritage

  • Metric: Ensure the usafa.org website has dedicated pages for all awards, with profiles of award recipients, and graduate accomplishments in 2026
  • Metric: Create the capability to record and host online class oral histories for all classes by 2028
  • Metric: Deliver immersive history and heritage stories in Checkpoints (at least one per issue) and Heritage Minute videos and podcasts
Maintain readiness for successfully navigating crises and adverse developments

Metrics

Establish and maintain a crisis communications plan

  • Metric: Review and update crisis and issues management communications plan in 2026

Carry out proper succession planning for key leadership roles

  • Metric: Prepare a formal succession plan for review by both boards in 2026
Organizational Excellence

Organizational Excellence

Recruit, retain and develop top-level talent

HOW DO WE ACCOMPLISH THIS?
Continually compete to retain talent

Metrics

Support competitive pay and benefits and meaningful recognition programs

  • Metric: Conduct an updated compensation survey in 2027
  • Metric: Enhance employee recognition programs and support with Flight Crew

Provide ongoing training and professional development for staff and supervisors

  • Metric: Build a professional development training series for employees of all levels by 2027
Foster a culture of professionalism and high performance and an environment of innovation

Metrics

Strengthen staff and board composition with leading talent and experience

  • Metric: Boards and staff represent the best capabilities of the Long Blue Line and the nonprofit profession
  • Metric: Conduct biannual board self-evaluations

Actively seek feedback through staff evaluations and periodic surveys

  • Metric: Conduct an employee survey in 2026
Exhibit our core values in everything we do

Metrics

Provide comprehensive onboarding for new employees, including introduction to senior leadership

  • Metric: Roll out a new onboarding plan that educates employees on the organization and the Academy by 2026

Encourage and reward demonstration of core values and incorporate them in the annual evaluation process

Core Values

Trust & Honesty

Trust and honesty are the foundation of our organization. When we lead with positive intentions and mutual respect, we accomplish great things as a team and for the mission.

Personify Excellence

Professionalism is not just a trait; it’s our signature. We strive for exceptional quality, continuous improvement and nothing short of excellence in every endeavor.

Many Talents, One Team

Our success requires teamwork. Every team member brings value and unique contributions to our organization and the mission that unites us. As teammates, we invest in each other, and our organization invests in us.

Enjoy the Flight

We spend a significant amount of our lives together on this journey. Let’s have fun along the way!

Meet the Team

Get to know the team that helps make Association & Foundation programs and services possible for graduates, cadets and our greater comumity.

Meet our Team

The Association & Foundation

719.472.0300 Engage@usafa.org