Wearing Several Hats as a Co-Director

Written by Anna Jefferson, C0-Director at New Writing South and 2025/26 Fundraising Fellow

Being Co-Director of New Writing South (NWS), a small literature development organisation with an ambitious artistic programme, means wearing numerous hats, often simultaneously, which I’m sure is a familiar story for many working in the cultural sector.

From fundraiser to programmer, line manager to networker, and a strategic thinker to a caterer having to rush out to buy sandwiches for artists before an event – no two days are the same.

Finding the Balance

Getting the balance right between delivery and strategic planning can be a challenge; being able to find this balance has been one of the most rewarding aspects of the Arts Fundraising & Philanthropy Fellowship. Having the opportunity to share experiences with like-minded peers about what we need to do, so our organisations not only survive but thrive, has been extremely helpful.

New Writing South began as a cohort of playwrights working out of the original founder’s front room. Now a National Portfolio Organisation, and turning 25 this year, NWS has grown in size, reach, and ambition and currently delivers two annual literature festivals: The Coast is Queer, supporting LGBTQ+ writers, and Forthwrite, championing women writers over 50, as well as a host of writer development opportunities, from industry days to playwriting schemes and masterclasses. The organisation exists to nurture, amplify and celebrate the voices of writers who are underrepresented in mainstream publishing and theatre.

Adapting to Change

But to successfully deliver a strong, resilient programme, constant adaptability is paramount. The current socio-economic climate has sharpened the challenges faced by small arts organisations: rising costs, increased competition for funding, shrinking capacity, and growing pressure on artists and audiences alike. In this context, resilience is not just about endurance, but rather about being flexible, responsive, and willing to rethink how we work, without losing sight of why we exist.

For us, adaptability means exploring new ways to programme, to partner, and to fundraise while remaining firmly rooted in our core values of inclusion, equity and creativity. Fundraising shouldn’t be something that merely sits alongside the work, but interwoven in every decision. Without the funding, the work can’t take place, and the organisation ultimately ceases to exist. Yet similarly, chasing funding for projects that don’t reflect our values or complement the existing programme only leads to more work and a strain on capacity.

Looking Forward

As we mark our 25th anniversary, we are looking at where we have come from and where we wish to go. Articulating our organisation’s story is imperative and should be at the heart of what we do as a creative writing organisation. I am also a playwright and novelist, so storytelling is an important part of my day-to-day!

The discussions around an organisation’s story is something that has come up repeatedly throughout the Fellowship – how it is the foundation of our cases for support, how we communicate to our funders, how we stand behind our decision making and how we connect to our communities. For a small organisation, storytelling is a vital tool. If we want funders, partners, and beneficiaries to continue investing in us, we need to communicate our impact with confidence, honesty and ambition.

Being part of the Arts Fundraising & Philanthropy Fellowship programme has been an invaluable part of this journey. Beyond the skills and knowledge, the opportunity to meet peers, share experiences and support one another has been profoundly affirming.

In a sector that is currently under immense pressure, that sense of collective learning and mutual encouragement has strengthened my own resilience as a leader.

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