Case Study: Rhythmix Music

Case Study: Rhythmix Music



Rhythmix is a music and social welfare charity that provides opportunities for music making to people in challenging circumstances. The charity successfully applied to join the first cohort of Fundraising Culture Change in 2017.  Rhythmix’s main objectives through the programme were to develop internal and external dialogue about their organisation, positioning it to attract support from individual giving and particularly major donors. The organisation approached this change through developing its brand identity and messaging. 

 

"The process was a very individual experience." Mark Davyd, Chief Executive Officer

Both the Staff and Trustee teams were convened to work on developing this work. As a successful charity the aims were not to reinvent the wheel, but to be less reliant on the advocacy of a group of individuals, and to streamline their case for support and messaging as one voice, organisation- wide. Cause4worked with the group to articulate back to the organisation the key components of their messaging and to really think about what made them stand out and distinctive from others.

Rhythmix found the process extremely useful in supporting the charity to develop a sense of ownership around the messaging, particularly with limited time available to come together as staff and Trustees outside of Board meetings. Cause4creating the space and allowing them space to experiment was highly valuable to the wider team.  

The charity has already started to refine how they talk about the charity, inspired by the outcomes of the Fundraising Culture Change programme. Rhythmix were also successful in being awarded a Catalyst grant from Arts Council England, and because of the success of the programme, they’re now reviewing how to capitalise on this award to accelerate their development.  

"I can't advocate for Michelle strongly enough. Her delivery has been as close to perfect as possible." 

They describe their journey as A to B to C+ and the impact is particularly prevalent at board level. The Culture Change process also led them to identify a need for new talent and they have recruited a number of new board members through the process. The long-term challenge of how relevant this intervention was will be tested further down the line. Whether change and long-term approach has been achieved. Mark Davyd CEO says, “A real strength of the programme has been giving the organisation a safe space to have some difficult conversations”. 

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