for Sarah, being a part of the Girl Scout movement, among the first national youth‐serving organization to publicly declare a commitment to being an antiracist organization, challenges her to create a better future for all girls in her daughter's generation. Simultaneously, as a community leader committed to advancing equity through philanthropy, she is mindful of her own ongoing process of self‐reflection, learning, and discovery for what it means to lead with an equity lens.
Core Fundraising Tenants within Organizations
Another component of a philosophy of fundraising is developing an awareness of the relationship of fundraising to the organization and field of fundraising. The following tenants are core components of professionalized fundraising that can be incorporated into a person's philosophy.
The Case for Support
Fundraising rests on the case for support (Rosso 1991; see Chapter 13). Fundraising is never an end in itself: It must be based on the case for support. The privilege to ask is made legitimate by the mission, the goals of a nonprofit organization, and by the contribution the organization makes to the public good. Put another way, the organization has a right to ask because it fulfills a community need, not because the organization has a budget shortfall or “to keep the lights on.” The highest importance in fundraising is the ultimate beneficiary, that is, the client, student, family, or group whose life is changed for the better because of the organization's programs.
Philanthropy is stimulated by a vision for the future that improves on the present. Organizations exist to fulfill that vision. A philosophy of fundraising must take into account that fundraising is based on this rationale; it is not an end in itself.
Culture of Philanthropy
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!”
Integration
Fundraising is an organizational process designed to engage donors and potential donors with the organization's case, mission, goals and objectives, and its vision for the future. Fundraisers design and orchestrate this process involving themselves and others in carrying out the work. A personal philosophy of fundraising informs approaches toward structuring fundraising itself, integrating it into organizational leadership and management decision‐making, and involving others in the process. Fundraising must be institutionalized; it must be integrated into the management structure of the organization. Otherwise, fundraising risks becoming disconnected from the mission and case for support. Otherwise, a culture of philanthropy cannot develop; otherwise fundraising becomes an end in itself.
Gene has always insisted that as a fundraiser he be taken seriously. He has insisted that fundraisers be involved in decisions that impact the ability of the organization to attract philanthropy. And he has insisted that fundraisers be well informed professionals who take a professional stance on matters pertaining to fundraising in the management of the organization. These commitments began with principles of fundraising and philanthropy, but also with individual reflection about actions required of fundraisers themselves.
Confidence in the Work
Among most important components of a philosophy of fundraising is one's attitude toward fundraising. Rosso's (1991) call for fundraisers to “substitute pride for apology” remains as relevant today as 30 years ago. In other words, there is no need to be sorry about asking for money and inviting gifts. Instead, fundraising is proud and honorable work enabling positive change and opportunity in society. Those who do not believe in the values being promoted by the case for support, those who see fundraising as an end in itself risk seeing fundraising as begging. Those who do not believe that the beneficiaries are worthy of support risk mistaking fundraising for being about the money rather than the cause. Those who do not understand that giving and volunteering bring joy to donors and volunteers may see fundraising as diminishing others, as taking something away, as getting people to act against their better judgement.
There are many attributions for the phrase “It's better to give than to receive.” Here is how Maya Angelou (1993) put it: “… I have found that among its other benefits, giving liberates the soul of the giver… . The giver is as enriched as is the recipient, and more important, that intangible but very real psychic force of good in the world is increased” (15). In short, a philosophy of fundraising must be based on confidence that fundraisers help donors and volunteers find fulfillment through generosity to others.
Ethical Grounding
No philosophy of fundraising can be complete without attention to the ethics of fundraising and philanthropy (see Chapter 2). The “Code of Ethical Standards” of the Association of Fundraising Professionals is a good beginning. Specialized fields such as healthcare and education provide ethical perspectives as well. Commitment to a code of ethics, understanding of more general philosophical approaches to ethics, and tools for handling ethical dilemmas must undergird the individual philosophy of fundraising.
Voluntary Action
Payton (1988) defined philanthropy as “voluntary action for the public good.” The case for support is about community benefit. But the philosophy of fundraising must also consider that philanthropy is a voluntary activity. This was one of the key pillars of Rosso's (1991) philosophy as the gentle art of teaching others the joy of giving. Fundraisers cannot pressure potential donors and must educate board members, staff, and volunteers not to push potential donors based on relationships, reciprocity, financial situations, or other factors that make it difficult for them to act freely.
Professional Responsibility
