The Power of Partnership: How Gonzaga's Academic and Athletic Fundraising Teams Drive Institutional Success

In a time of immense disruption within both college athletics and higher education, universities are learning that the key to success, particularly in fundraising, lies in collaboration. Specifically, the alignment between athletics and academic fundraising teams has become an essential strategy for advancing institutional goals. As both the financial landscape and societal attitudes toward athletics and higher education continue to evolve, schools like Gonzaga University are emerging as leaders in demonstrating how these departments can work together to bolster both athletic and academic growth.

The Disruption of College Athletics and Higher Education

Over the last few years, NCAA athletics has experienced transformative disruption. Landmark legal cases, such as O’Bannon v. NCAA (2014),  Alston v. NCAA (2020) and House v. NCAA (2020), have dramatically altered the landscape of college sports. The Alston case, for instance, ruled that NCAA rules prohibiting athletes from receiving compensation beyond scholarships were in violation of antitrust laws, leading to a shift in the notion of amateurism in college sports. This ruling set the stage for the explosion of NIL (Name, Image, and Likeness) deals, allowing athletes to profit from their personal brand. The House case furthered the shift by challenging the NCAA’s authority over compensation limits for athletes. The settlement includes $2.57 billion in damages for former student-athletes dating back to 2016, as well as a new revenue sharing model going forward. Starting in 2025, the NCAA will be required to share a portion of its revenue with athletes. Specifically, the NCAA is expected to allocate up to 10% of its annual revenue to athletes. This will be distributed among Division I athletes, with the exact allocation formula to be determined, but it is expected to be based on factors like sport and the athlete's participation in NCAA competitions. This revenue-sharing model reflects a significant shift in how the NCAA compensates athletes, especially considering the growing push for NIL rights and compensation for student-athletes. The requirement to share a portion of the NCAA's revenue comes as part of the settlement's broader effort to provide financial benefits and a more equitable framework for athletes.

Moreover, the rise (and challenge) of the transfer portal has made college athletics resemble a professional sports model, with athletes transferring freely between programs for “better” opportunities, with many comparing the portal to the visions of the old “Wild West.” These roster management changes have forced institutions to grapple with the increased costs of running competitive athletics programs and question whether they can continue to afford such operations and overall institutional commitments given all the other challenges higher education faces. As athletes move freely between institutions, with very little, if any restrictions, the financial and logistical demands on athletic departments, and ultimately the central institution, have become more acute. In addition to the financial challenges the transfer portal poses on college athletics, the portal also creates inherent complexities with recruiting, team unity, roster management/longevity and other non-financial (more qualitative) characteristics of what was once important in amateur college athletics.

At the same time, the financial model of college athletics has become more professionalized, specifically for football and men’s and women’s basketball. Schools are fighting to secure favorable TV deals, sponsorships, and conference memberships. Conference realignment—where teams have switched conferences (often with no strategic geographic consistency) at an unprecedented rate—has become a frequent occurrence in the past few years. Notable shifts, such as USC and UCLA’s move to the Big Ten, and SMU’s addition to the ACC, underscore the financial pressures that schools face to remain competitive. Gonzaga’s move to the new Pac-12 conference in 2026 also reflects the evolving strategy to capitalize on enhanced financial and brand opportunities. These shifts destabilize traditional athletic revenue streams and expense formulas, while at the same time should significantly enhance new revenue opportunities for a university.

On top of this, many colleges are grappling with shifting public perceptions about the value of a degree. With tuition rates rising and student debt soaring, many families are questioning whether the financial investment in higher education has an adequate return on investment. This societal questioning of the value of a degree puts pressure on universities to prove their worth, and this is where athletics plays a crucial role. High-profile athletic programs can significantly boost a school’s public image and draw attention to the academic and cultural offerings of the institution which can generate much coveted enrollments.

The Importance of Well-Funded Athletics Programs

In this new era of disruption, it is essential for colleges to ensure that their athletics departments remain financially healthy in order to stay competitive. A successful athletics program not only raises the profile of the school but can also provides a significant return on investment, often driving increased enrollment, brand recognition, and donor support. Schools like Gonzaga have demonstrated how a strong athletics program enhances both the athletic and academic profile of the university, benefiting both sides of the institution.

But as much as athletics can be the "front porch" of a university—drawing attention and fostering excitement—it is equally important that athletics remain aligned with the university’s broader educational mission. Athletics should not overshadow the academic and cultural aspects of the institution. A strong athletics program can enhance and elevate the university’s reputation, creating a symbiotic relationship between the two sides of the university.

In the face of these challenges, universities are also grappling with how to raise funds effectively. The rise of collectives, which can direct donations (donors) away from the institution to compensate athletes through NIL arrangements, has added complexity to fundraising efforts for athletics programs. Institutions are now tasked with asking athletic donors to support programmatic needs, operational costs, and—on top of all that—compete with the new demand for (legal) athlete compensation. Balancing these priorities without overwhelming donors is a key challenge.

As Gonzaga has found, fundraising opportunities are not limited to direct ticket or transactional gifts. One such initiative is the Zags360 program, which focuses on the health and well-being of student-athletes. Programs like this not only support athletics, but also demonstrate the university's commitment to the holistic development of its athletes, thus strengthening the overall case for philanthropy across the institution.

How Gonzaga Thrives Through Collaboration

Gonzaga University provides an excellent model of how athletics and academic fundraising teams can work together seamlessly to foster institutional growth. With both men’s and women’s basketball teams consistently ranked nationally, and strong Olympic sports programs, Gonzaga has demonstrated how a well-executed collaboration between these two advancement divisions can enhance both the athletic and academic profile of the university.

1. Leadership Alignment and Trust One of the keys to Gonzaga's success is the close collaboration between leadership in athletics and university advancement. At Gonzaga, our Vice President of Advancement and Director of Athletics communicate on a regular basis as cabinet members and encourage their senior staff members to work closely together. At Gonzaga the Assistant Vice President of Development (me), along with the Senior Associate Athletics Director for Revenue Generation, meet weekly to align on strategy. By ensuring regular, open communication, we are able to keep both departments focused on shared goals and institutional priorities, allowing us to seamlessly address donor needs and strengthen the university’s overall brand. It is also important that the governing board and university president support the importance that athletics brings to an institutional brand.
2. Strategic Donor Engagement At Gonzaga we have also implemented a strategy for handling dual donors—those who support both academic and athletic initiatives. By designating a single point of contact for donors, Gonzaga minimizes confusion and ensures a streamlined experience. It is important that the main point of contact invite other gift officers (and leaders) into the conversation when needed, ensuring the donors have a full menu of options to consider supporting. All gift officers within both athletics and academics are trained to understand the priorities of both academics and athletics, allowing them to provide comprehensive, well-rounded support to donors. Furthermore, as we strategize how to best work with a donor, we consider who the best contact should be. It might be a coach, athletic director, vice president, dean or even a faculty member. We set aside our own agendas to ensure we provide the donor with the best experience possible.
3. Blended Giving Approaches At Gonzaga, fundraisers embrace a blended giving approach, recognizing that athletics support can often serve as a gateway for donors to support broader academic and institutional needs. By focusing not only on cash gifts but also on pledges and estate gifts, Gonzaga ensures that donors understand that they can give to multiple, not just one initiative and through different channels. This collaborative approach ensures that giving to one side of the university translates into broader institutional growth, ultimately supporting the academic mission as well as athletics. This is specifically important at Gonzaga as our athletic priority points are important to many donors. These points are important when it comes to conference tournament and post season access to tickets and preferred seating. At Gonzaga, dollars towards athletic and academic priorities are recognized at different levels, so it is important to understand what a donor is trying to achieve to help them piece the blended giving puzzle together.
4. Educational Cross-Training Fundraisers in both athletics and academics should be equipped with knowledge about each other’s areas of expertise and styles. This enables academic fundraisers to engage with athletics-focused donors early in the conversation, helping them understand the larger picture of the university’s priorities. Conversely, athletics fundraisers should be well-versed in the academic priorities of the university, allowing them to steer donors toward the best-fit initiatives. This cross-training ensures that all fundraisers have the competence to handle initial donor conversations and appropriately “hand off” when needed, especially if gift officers have different engagement styles. If done properly, gift officers can compliment each other to close gifts. We ensure that each team is included in divisional meetings, updates and other important informational sessions.
5. Commitment to Relationship-Based Fundraising It is important to avoid the trap of “transactional fundraising”—a short-sighted model that focuses solely on immediate returns such as only athletics tickets or “access” of some type. Instead, fundraising strategy should be relationship-focused, aiming to build long-term, sustainable partnerships with donors. By working together, athletics and academic fundraisers are able to steward relationships in a way that benefits the entire university, ensuring that donors are cultivated with care and that their giving is aligned with an institution’s broader goals. Given how hard it is to procure and retain donors, the view towards building authentic long-term relationships is extremely important.
6. Relationship Management Guidelines It is important to ensure that an organization has a set of guidelines informing how to best manage the complexities of donor relationships. As universities become more and more layered and, at times, isolated in silos (specifically with fundraising efforts), it is important to have a north star when it comes to how to best manage a donor’s experience and journey with the organization. Now is the time to ensure your organization has relationship management guidelines, as well as to update them if they already exist. At Gonzaga our relationship guidelines help us focus on:

·       Advancing the mission of Gonzaga University by matching donor interest to institutional priorities

·       Building and advancing lifelong relationships with donors on behalf of GU through meaningful conversations

·       Fostering a culture of donor-centric fundraising

·       Building a sustainable pipeline of prospects that will sustain the fundraising vitality for years to come

·       Promoting a culture of collaboration and teamwork, working together to achieve shared goals

·       Fulfilling the mission of creating and fostering lifelong attachment and inspiring leadership investment in GU

Summary: Gonzaga's Model of Integrated Success

Gonzaga University’s success in both athletics and academic fundraising exemplifies the power of collaboration. The institution has managed to leverage its athletic success to drive growth across both its academic and athletic programs, resulting in a strong, national brand. Key lessons from Gonzaga’s approach include:

• Leadership Alignment: Close communication between athletic and advancement leadership ensures shared goals and strategies, enhancing the overall donor experience.
• Strategic Donor Engagement: A single point of contact minimizes confusion for donors, while comprehensive knowledge sharing ensures that fundraisers can speak to both academic and athletic needs.
• Blended Giving Approaches: Gonzaga capitalizes on the synergistic relationship between athletics and academics, blending current gifts, pledges, and estate planning to build long-term relationships.
• Commitment to Relationship-Based Fundraising: The university’s emphasis on building long-term, impactful donor relationships drives sustainable success across both divisions.
• Relationship Management Guidelines: At Gonzaga University, we believe that effective relationship management enables us to raise more private support. Successful and authentic relationship management guidelines create loyal donors and volunteers who will continue to give and serve the University throughout their lifetime.

As college athletics continues to evolve, schools like Gonzaga show that the future lies in integrated fundraising strategies that foster collaboration, not competition, between athletics and academics. With strong leadership, a unified donor strategy, and a commitment to the broader university mission, athletics and academic fundraising can become powerful drivers of institutional success—ensuring that universities remain competitive, relevant, and capable of meeting the challenges of tomorrow.

Next month I will focus on how advancement professionals can best support deans, provosts and presidents.