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A strong organizational “culture of philanthropy” exists when fostering philanthropy is everyone's responsibility from the board of directors to the CEO to program staff, and not the sole duty of fundraising staff (Gibson 2016; Joyaux 2015). Recognizing fundraising as a total organizational effort, planned and led by fundraising staff, can generate higher job satisfaction for fundraisers and improves fundraising outcomes (Axelrad 2015; Crumpton 2016; Whitchurch and Comer 2016).

A culture of philanthropy also depends on a deeper tenet. Philanthropy (and fundraising) must be seen as a legitimate source of revenue for an organization as it fulfills societal roles of philanthropy. People within the organization may require coaching and resources to demystify fundraising and understand philanthropic giving before embracing a shared philanthropic responsibility. Acceptance of philanthropy as a legitimate source of support is the beginning of acceptance of one's role in fundraising, of engaging potential donors with the organization's case for support, its mission, goals, and objectives.

In a culture of philanthropy, fundraisers develop plans that orchestrate involvement of board members, volunteers, the CEO, and other staff in the fundraising process. Most agree that involvement of the board is essential to fundraising success (see Chapter 20). As with fundraising success in general, assuring board acceptance of philanthropy and participation in fundraising is essential for the culture of philanthropy and subsequent engagement of other volunteers and staff members in fundraising.

A philosophy of fundraising incorporates examination of the culture of philanthropy and how to articulate that to others. At the most elemental level, fundraisers and their allies are called to embrace philanthropy as a legitimate source of support for a worthy cause. As a leader, Sarah finds this philosophy gives her strength to reiterate to the board: “We deserve to ask!”