Come November, some 300 New York University (NYU) law graduates will descend on Dublin. They'll be here to attend a conference organised for the school's international alumni - that's the non-US citizens living overseas. A highlight of the event will be a banquet at Dublin's Royal Hospital, Kilmainham. "It's something we do every two years in a different location," explains Debra LaMorte, assistant dean of development and alumni relations at NYU School of Law. "We have approximately 2,000 overseas alumni living all over the world. Because our law school is a global one, we feel it's important to have a presence in the international community. "We aim to provide a substantial conference featuring members of our law faculty, combined with social activities and opportunities to network."

When it comes to higher-education fundraising, nobody does it as well as the American universities. Last year, NYU law school raised $30 million. "We raise between $20 million and $30 million annually," LaMorte explains, "and we hope to see that continue to grow as more alumni realise the importance of giving back to the institution." With an enrolment of 17,000 undergraduates, 18,500 graduate and professional students and 50,000 continuing-education students, NYU is one of the largest private universities in the world. "We need to raise funds to support the excellent educational opportunities we provide for our students," LaMorte notes. At NYU, the professional schools - including business, medicine and law - all have their own fundraising staff who work with alumni, foundations and corporations to raise cash.

At NYU law school alone, some 20 staff work in development and alumni relations. "We have a completely integrated office," she says. "We organise reunions and events for our donors. Our job is to make the donors feel that their gift is one of the most significant things they have done." Much third-level fundraising in the US is based on campaigns. "We sit down with the faculty, students and board of trustees and do a strategic plan to determine the institution's needs - we may need a new building or to develop a particular curricular programme, which will require hiring staff," LaMorte explains.

"Everyone participates in developing a strategic plan. We then set a campaign goal and determine a time frame in which to accomplish our goal - usually about five to seven years." NYU law school has just completed an endowment campaign which will fund extra staff, increase financial aid for students and develop new programmes. "Our original goal was £125 million over a five-year period. We reached this two years ahead of schedule, increased our goal to $175 million and actually raised $185 million within the time frame. "It's the largest campaign in the history of legal education," she says. The US has long enjoyed a history of philanthropy, and the government there permits tax deductions on charitable donations. "Through their giving, people receive a lot of recognition and prestige," LaMorte comments. "If a person is perceived to be philanthropic, his status in the community is increased." Nonetheless, fundraising remains a difficult job.

NYU law school has been successful for two reasons. First, alumni appreciate the educational opportunities offered by the school and the salaries and prestige their qualifications have brought. Second, giving money specifically to support legal education is seen as an act of social responsibility, a support for the rule of law. Keeping the connection with graduates is vital to fundraising. Indeed, while they are still students there are programmes aimed at making them understand the importance of supporting their universities. "You have to ensure that they are aware that they have an obligation to make sure that future generations of students have the same opportunities available to them," LaMorte says. If the state withdraws its support from third-level education, graduates need to be ready to fill the breach, she notes.

Broad-based, relatively small-scale support is essential, since it accustoms people to the notion of giving. "We have 6,000 alumni who contribute a total of $3 million annually in gifts of between $100 to £1,000. But that support is very important to our effort. You need to develop fundraising strategies at all levels - for major gifts and for broad-based annual giving. Graduates may start by giving $50, but if you get them interested you can move them up. "Getting graduate support is a lifetime's investment for an institution. We don't see it as too much trouble or not worth the effort."

NYU law school holds an annual reunion to which up to 2,000 alumni turn up. "It's not money-making," LaMorte says. "It's about bringing them back and keeping them engaged with the academic community."

FOR THE FUTURE, the development and alumni office is targeting two groups who have been below-average donors - younger alumni and women. In order to attract more female donors, LaMorte is planning seminars on how to invest and manage portfolios.

"We hope to assist women to become more confident about their finances - and that this will translate into a higher level of philanthropy."

For younger alumni, the office will endeavour to provide them with greater career-change opportunities and services. "We're going to increase the level of career-counselling resources so that we can provide a better service to alumni. We want our alumni to regard the law school as a friend, so they stay involved and engaged. There's no immediate gain, but we see it as an investment in the future."