Recognition is hard-won for many charities. But for long-standing organisations, a familiar name can sometimes obscure the full extent of the work being done behind it. In a sector grappling with cost-of-living pressures, regional inequity and rising demand for wraparound support, the question is no longer whether communities know who you are, but whether they understand what you make possible.
For Ronald McDonald House, that has meant looking carefully at identity, legacy and the evolving needs of families whose lives are disrupted by a child’s illness or injury.
Barbara Ryan, Chief Executive Officer at Ronald McDonald House, speaks with Third Sector about the organisation’s rebrand, the idea of “family infrastructure”, and what it takes to evolve a much-loved charity name without losing sight of its roots.
Ronald McDonald House is one of Australia’s most recognised charity names. What does it take to decide that recognition alone isn’t enough, and that it’s time to evolve?
“For over four decades, the Ronald McDonald House name has been closely associated with supporting families in times of need. That recognition is something we’re incredibly grateful for, and it comes with a real sense of responsibility.
At the same time, we reached a point where we gently asked ourselves: do people fully understand the breadth of what we do today?
While many recognise our name, not everyone is aware of the wider network of support behind it. We’re much more than a place to stay. We provide Family Rooms inside hospitals, Family Retreats, education support programs, and Hospitality Carts bringing essential items and friendly volunteer support to the hospital bedside. Together, these form a connected system of care for families throughout their child’s healthcare journey.
This evolution isn’t about changing who we are — it’s about making sure our identity reflects the full picture of the support we provide for families. Today, we walk alongside nearly 90,000 families each year across 56 programs nationwide. Our global rebrand is about helping more people understand that impact, so they can see the difference they’re helping to make.
Our modernised brand has also united us across Australia and the world. In Australia, it represents our Ronald McDonald House network — a collection of 11 independently run, state-based organisations — as one unified team, offering the same quality of essential services to families with ill and injured children, no matter where they live.”
“Family infrastructure” is a bold reframe. What does that shift mean in practice for the families you serve and for how you ask donors and corporates to see you?
“For families, it simply means support that adapts to where they are in their journey. A family might stay in one of our Houses near the hospital, spend time in a Family Room during treatment, and later use a Family Retreat to rest and reconnect. We also support children’s learning when school is disrupted. We try to be there in the moments that matter, in different ways.
For donors and corporates, it’s a way of reflecting the role they play in a broader system of care. Their support helps make it possible for families to stay close together during very difficult times, which we know can make a meaningful difference to their wellbeing and experience throughout their healthcare journey.
It also reflects the reality many regional families face. Travelling long distances for specialist care can bring significant emotional and financial pressure. Our role is to help ease some of that burden through a connected network of support. In that sense, it’s less about a single service, and more about being part of a wider ecosystem that families rely on.”
Cost-of-living pressure is hitting regional families hardest. How is that changing who comes through your doors, and what they need from you?
“Our recent research shows just how challenging things are becoming, particularly for regional and rural families. Many parents tell us that if their child needed specialist treatment away from home, it would place a significant strain on their family finances.
We’re seeing that pressure reflected in the families who come to us. It’s not only the cost of accommodation or travel — it’s the ripple effects, like time away from work, caring for siblings, and the emotional weight of being far from home during treatment.
Because of this, the support families need is often broader than they first expect. Our ‘Family Stays’ approach is about recognising that fuller picture. At its heart, our role is simply to help families stay together and feel supported while their child is receiving care. For many, that support makes a very real difference during an incredibly difficult time.”
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There’s an awareness gap you’re trying to close: people know the name but don’t fully understand the service. How much has that gap been costing you in fundraising and community support?
“That gap is something we’re very mindful of. While we support nearly 90,000 families each year, we know there are still families who aren’t aware of the support available to them, and communities who may not see the full scope of what we do.
It also means that at times, the scale of our work isn’t fully understood by potential supporters or partners. That can make it harder to build awareness of the need and the opportunity to help.
Our rebrand and ‘Family Stays’ campaign are really about gently closing that gap. By better explaining what family infrastructure means in practice, and the range of support across our 56 programs, we hope to make it clearer who we are and how we help.
Ultimately, it’s about ensuring families know where to turn, and that more people can see how they might play a part in supporting them.”
What was the hardest internal conversation you had to have before committing to rebranding?
“One of the more sensitive conversations was around legacy. Many of our long-serving team members and board have helped build and protect the Ronald McDonald House name over many years. That recognition means a great deal, so it was natural for there to be questions about what a change might mean.
What we came back to, consistently, was that this evolution is built on that legacy, not separate from it. The organisation has grown and changed over time, and this is simply a reflection of where we are today and the families we now support.
We also spent time really listening to the data around need, particularly in regional areas. That helped ground the conversation in the reality of families’ experiences and the importance of continuing to adapt to meet them where they are.”
What does success look like in three years, and how will you know the rebrand has actually worked?
“First and foremost, success will be about understanding. We’d hope that when people hear Ronald McDonald House, there’s a clearer sense of the full range of support we provide, and families feel confident in knowing what’s available to them.
We’d also look at whether more families, particularly in regional areas, are finding and accessing support earlier in their journey, and whether partners and supporters feel more connected to the role they can play.
Over time, success would also be reflected in our ability to reach more families and expand support where it’s needed most. We have a bold ambition to double the number of families we support by 2030, and we think our ‘Family Stays’ campaign, as well as new brand look and feel, will help us do that.
But at the heart of it, the most important measure remains simple: helping families stay together when they need it most, and ensuring they feel supported through that experience.”
Third Sector invites other leaders across the NFP and social impact sector to share the turning points, lessons and leadership decisions shaping their work. Submit your story via our submission form here.
Ritchelle is Content Team Manager at Akolade, producing stories for Australia's not-for-profit sector at Third Sector.
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