The Potential of the Auxiliary–Advancement Relationship

As auxiliary programs grow in scale and impact, they are opening up an unexpected opportunity for schools: new pathways for donor engagement.

Historically, auxiliary programs and advancement offices have often operated in separate lanes; but schools are discovering the power of closer collaboration between these teams. By working together intentionally, auxiliary and advancement can unlock new resources, strengthen program development and fundraising efforts, and identify opportunities to engage donors in ways that support both mission and sustainability.

Early on in my career as a Head, I received some wisdom from a major donor. He said that he gives the school money and will continue to do so, but he felt discouraged. Every year, he was being solicited to support the “annual fund” or a new initiative. He knew we would ask year after year, dependent on his gifts to stay open, which was not exciting to him or sustainable for the school. He said he would rather invest in a business we could operate that would perpetually generate revenue.

A Natural Partnership

Auxiliary programs connect schools with audiences that advancement teams may not traditionally reach: summer families, community organizations, local businesses, and program participants who may have little interaction with the school during the academic year. These communities represent a largely untapped donor pool. When I was the Head at Breakwater, about a third of our annual fundraising came from this audience or was connected to our auxiliary efforts—there is potential.

In some cases, individuals first connected through auxiliary programs may eventually transition into major donors.

By coordinating strategies, auxiliary and advancement leaders can identify potential supporters within these communities and thoughtfully engage them over time. In some cases, individuals first connected through auxiliary programs may eventually transition into major donors.

Collaboration is especially important when schools are planning capital improvements. By including auxiliary leadership in early planning conversations, we can help ensure that new facilities are designed with year-round use in mind and that opportunities to monetize those spaces through auxiliary programming are fully considered. Auxiliary and Summer Directors need to be at the table—they are the ones who will see business opportunities early on.

Rethinking How We Engage Summer Families

Summer families present a particularly interesting opportunity and challenge for advancement teams. Many summer participants have a positive and meaningful experience on campus but may have limited exposure to the broader mission of the school. As a result, they may feel disconnected from a traditional annual fund appeal.

Some schools have also found success inviting families to donate unused program refunds or deposits toward scholarship funds, turning a potentially divisive moment into an opportunity for generosity.

When considering new approaches to engagement, one possible strategy is to create a fund specifically designed for auxiliary constituents—something like a “Community Fund” or “Hometown Fund.” While the fund may still support operating expenses, the messaging can focus on initiatives that resonate with summer families and community members.

Examples might include:

• Scholarships for under-resourced students to attend summer programs

• Capital improvements that enhance the summer experience, such as ropes course elements, buses for field trips, or upgrades to recreational facilities

• Support for summer staff development and compensation

• Funding for community events hosted by the school

• Initiatives that share school resources with the wider community, such as public swim times or shared athletic facilities

Some schools have also found success inviting families to donate unused program refunds or deposits toward scholarship funds, turning a potentially divisive moment into an opportunity for generosity.

Sometimes, advancement departments see this as a distraction or small money not worth pursuing. I always saw it as low-hanging fruit from a donor pool that advancement wasn't going to tap anyway. Now, I am even seeing auxiliary departments take on this fundraising dimension. In any case, all the funds go towards the school’s bottom line. 

Donors Are Looking for Entrepreneurial Thinking

Like my story above, many major donors are business minded and increasingly interested in supporting initiatives that demonstrate long-term sustainability—and auxiliary programs offer compelling potential for this. An appeal framed around seed funding for a revenue-generating program or a capital improvement that can be monetized over time can be particularly attractive to donors who appreciate entrepreneurial thinking.

These types of investments signal that a school is not simply asking for support to cover expenses, but is actively working to build new models for sustainability.

An appeal framed around seed funding for a revenue-generating program or a capital improvement that can be monetized over time can be particularly attractive to donors who appreciate entrepreneurial thinking.

Investment in auxiliary programs is on the rise—both start-up funding for schools building new programs and growth funding for schools looking to strengthen established ones. We're also seeing growing donor interest in supporting SPARC's work directly, whether that's helping a school develop a strategic plan for auxiliary or participate in an accelerator program. Donors see these as flywheel investments: the initial funding compounds over time and, in many cases, pays for itself.

A Strategic Opportunity

By creating an intentional engagement strategy for auxiliary audiences, schools can open the door to new donor communities, new partnerships, and new resources. When auxiliary and advancement leaders collaborate, they can transform program participants into long-term supporters and ensure that the growth of auxiliary programs also strengthens the broader mission of the school.

It may be a relationship that schools don't traditionally prioritize. But it is becoming one that no school can afford to overlook.

For additional insight about this topic, members can see Mattingly Messina’s excellent webinar on SPARC Connect titled “Auxiliary and Advancement: A Deeper Partnership" or sign up for our November webinar "Creating a Win-Win Partnership Between Auxiliary Programs and Advancement."