15 Minutes with a Fundraiser - Becky Williams

Becky Williams, Director of Development at Tate, recently spent some time talking to Richmond Associates about her 14 year career in fundraising.  Becky shared insights into her career, fundraising in the current economic climate, and gave advice to aspiring development professionals.

 

Richmond Associates: How did you first get into fundraising?

Becky Williams: Like most people, I got into fundraising by chance.  I had a desire to work in the arts, specifically in theatre production and the performing arts.  I started as a prospect researcher at the Royal College of Art and quickly progressed to become a fundraising officer.  In this role I had to learn quickly and climb a steep learning curve given the newness of the department and the small size of the fundraising team.

After two years at the Royal College of Art I took a position at the Almeida Theatre in North London.  Here I was responsible for developing the friends/patrons giving schemes, trust-based fundraising, and planning events to bring in high level gifts.  It was in this role that I really began to learn about major gifts.

After two years at the Almeida Theatre, I went back to the higher education sector at King’s College London.  One of the highlights of my experience at King’s was operating in a senior level role at a well-established institution.  This was a new experience for me, having previously worked in rather smaller organizations, and gave me exposure to fundraising across a complex organization on a wide range of initiatives. 

After eight years at King’s College London, I made the personal decision to move back into the art world, and took up my current position as Director of Development at Tate.  I was attracted by the ambitious campaign that Tate was preparing to launch.  In a way, I feel like my move to Tate has brought my career full circle and back to my original desire to work in the arts.

RA: What motivates you in your role?

BW: I am motivated by the fact that I help individuals who are brilliant in their respective fields do what they do.  While I am not an expert in the fields that I fundraise for, I believe in the value of what those people are doing and I enjoy being able to make their work possible.  It is great to be in the creative Tate environment, and I get a buzz from the opportunity to interact with artists, curators, and experts in the art world.

I am also motivated by hitting a target and raising money.  I think it must be the case that fundraisers are motivated by numbers and not scared by them.  Bringing in a big gift is a huge thrill for me, as is when a member of my team secures a donation of whatever size.

RA: What do you find the most challenging about being a fundraiser?

BW:  One of the things that brought me back into fundraising in the arts is the very thing that I find most challenging, which is that the organization’s future depends totally on fundraising.  Only 40% of Tate’s annual income is from government funding; all of the additional funds and any support for new activity need to be raised.  The money we are raising is absolutely crucial, and it is that which I find most challenging, but also most inspiring.


RA: Who have you learned the most from about fundraising?

BW: I don’t think I can pick one person whom I have learned the most from during my career, as I have taken different things from different people at each stage.  I believe that people need inspiration from a variety of places and people, and from both colleagues and donors. 

I am also a big believer in the mentor/mentee relationship. 


RA: How have you seen the fundraising profession change in your working life? 

BW:  I think the industry has become more professional and sophisticated.  People approach their fundraising careers differently now than they did when I started.  Organizations like hospitals and universities have identified giving streams that are crucial to their existence and established development teams which are at the heart of those organizations in a way that they were not 10 or 15 years ago.  Also, as more jobs have been created in the fundraising sector, and the sector has grown, I think standards of performance have risen – which is a very good change.

I also think the industry has become more global with expertise being shared across sectors and countries.  Many UK organizations look at the US and Canada as fundraising models and recruit fundraisers from abroad, but we are also seeing UK fundraisers moving east.


RA: How do you think it will continue to develop in the next 5 to 10 years?

BW:  I think the industry will become even more global.  At Tate we are working with donors from all over the world, some of whom are not known in the UK philanthropy market and who are new to it.  This presents us with a lot of opportunity, but also a broad set of challenges.  It is important that my team and I learn, adapt, and understand how to cultivate and manage donors from different cultures who might have different experiences and motivations.


RA: If there was one thing you could improve about the state of fundraising in the UK, what would it be? 

BW:  I think the UK still has a way to go to create an intrinsic philanthropic culture.  Fundraisers and philanthropists must keep trying to promote an environment of giving.

In the US, citizens are brought up to play a part in their community and giving is a part of the US national character.  That is still not the case in the UK and I think it is the toughest challenge we face right now.

However, I do think we are making headway.  Perhaps changing people’s attitudes toward giving is a generational shift and will develop over time.  I hope the work we are all doing as fundraisers will help change those attitudes and encourage people to give.


RA: What would you say to someone thinking about getting into fundraising for the first time?

BW:  Go for it – it’s a great job!  I think people need to use their networks and talk to as many colleagues in the sector as possible to understand the opportunities across all the fundraising sectors.  Clearly recruitment consultants like Richmond Associates or professional organizations like CASE [Council for the Advancement and Support of Education] provide important gateways into the industry.  People considering a career in fundraising should seek both formal and informal advice and opinion, and then when they are in that first fundraising job, I would say use your colleagues in the organization or across the sector to get professional and peer support.

RA: In contrast, what advice would you have for mid-career professionals looking to advance their fundraising careers?

BW:  Regardless of the stage of your career I think it is important to use colleagues and professional networks to identify the kinds of roles you might be interested in, and to understand how you can develop your own skills and experience in such a way that you are ready for the next move.  I think fundraising is a very supportive profession that is rapidly growing, and talking to more senior colleagues about next steps is always really worthwhile. 


RA: What are the personal attributes one needs to be a successful fundraiser?

Be intuitive about people

Enjoy people and understand what makes them tick

Be personally motivated

Be able to communicate well

Have an open mind

Be driven by results


RA: How has the current economic climate changed your fundraising strategy, if at all?

BW:  I don’t think that the economic climate has hugely changed Tate’s strategy.  However, we do have to respond appropriately to the environment.  My team and I are learning to understand and adapt quickly, the situation is still changing and how our donors and funders are feeling is changing.  We have to anticipate that and be responsive in all our cultivation and solicitation activities.

I do not feel at all gloomy about the donor market; conversations over the last few months have given us confidence and encouragement that people still believe in what Tate is doing.  I do not think the rest of the fundraising market, in higher education or the charity sector, is in a totally doom and gloom scenario either.  I think that the economic environment means that now every gift is hard won, which in turn promotes creativity in our fundraising and challenges the team to really think hard about what we’re doing and how we’re doing it.  In my opinion, now is the time when we’ll see some really great fundraising.