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 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.
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.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
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 TeamThe Association & Foundation