Project information

The ViVA Experience

"Resilience - the capacity to experience massive change and yet still maintain the integrity of the original"

ViVA is developing its business model to become a resilient organisation in the rapidly changing funding environment. The goal is to make or future rather than defend our past.

Up to two years

Charity information

sinfonia ViVA

sinfonia ViVA logo
  • Need


    In November 2009 ViVA identified the need to develop plural funding streams to support its core work during the difficult financial climate and beyond. Key to achieveing this is to maintain the quality level of the current programme. A skills & resource shortage was identified which could not be met within current reources of the organisation. The Orchestra is detremoned to help itelf as much as possible during the tightening of public funding, reudcing its depnedence on direct project funding.


    The project will provide seed corn funding to put in place the resources to develop new ares of activity such as arts based training, delivering activity for third parties such as the public sector and corporate hospitality though a new organisational vehicle which will in turn covenant its surpluses to the Orchestra providing a new revenue stream. After two years this new vehicle will be self sustaining.

  • Aims

    Aim 1

    The aim is to secure new funding streams to support the core activity of the Orchestra.


    » Establish a new structure explicitly focused on developing commercial work using the Orchestra's skills, but not work it would manage in its core work

    Success will be demonstrated by the successful establishment of the new structure and activity, its profitability and self sufficiency and fit with the original organisation.

  • Impact


    The major long term change will be the existence of a new funding structure and stream to complement the traditional grants and sponsorships. The new vehicle will be self sustaining after two years of seed corn funding, covenanting substantial money to the core organisation. This will lead to increased core activity including further cutting edge creative education activity. This increased activity will be measured using the annual statistics on performances and engagement which ViVA produces.


    The risk is that the work could divert attention from the Orchestra's key role within the east Midlands and beyond as a music provider of quality and imagination. This has been discussed with current funders.

    The approach to the project - setting up a new structure to run alongside the current one will ensure separation of mission. The other factor in dealing with this risk is the increase in skills & resources in the team to help deliver the extra activity resulting form the new work strand


    ViVA has excellent reporting procedures in place. All donors will be given a personal contact within the organisation. regular updates on the work's impact will be given and reports on activity along with financial information will be distributed on an annual basis.

  • Budget

    Budget - Project Cost: £70,000

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      Amount Heading Description
      £40,000 Core staffing Providing extra perosn to help deliver increased activity over two years
      £30,000 Freelance Consultant to Deevelop the commercial arm/activities
  • Background


    The work will be based in the Orchestra's offices in Derby. However, the impact will be felt across the whole of the East Midlands which fits with ViVA's role as a regional resource.


    There are two areas of benefit. The first is those with whom the new structure will engage directly - buisnesses - helping them address management and traing issues in a creative way, enpowering their employees.

    The second is those people who enagge with the Orchestra though its education and performance activity. Young people, often from disadvantaged backgrounds, will have the opportunity to develop social and creative skills which will benefit them as they progress through their lives.

  • Why Us?

    Why Us?

    ViVA has a reputation for thinking beyond the confines of a traditional orchestra. Its management and players accept that their role is very different from traditional people in these jobs. It has been working on this development project since November 2009, predating a lot of the current thinking influencing the public finding debate. The Orchestra has a long tradition of successful project management and delivery so has numerous skills available to it.

    Read more about the Charity running this project.


    Peter Helps

    Chief Executive of ViVA will take on the role of overseeing the development of this work & its integration into the structure of the new organisation