2024-05-15T10:25:38-05:00 2023-12-31 204193611 Batts Morrison Wales & Lee PA 801 North Orange Avenue Suite 800 Orlando FL 32801 990 2023-01-01 593211250 Ronald McDonald House Charities of Central Florida Inc RONA 4072060957 1030 N Orange Avenue Suite 105 Orlando FL 32801 John Petrakis Interim Executive Officer 4072060957 2024-05-01 1 John Petrakis 999009999 0 Michele M Wales P00428093 4077706000 2024-05-01 2 AAL1 IAL1 2023 2023-04-26 12:10:37Z John Petrakis 1030 N Orange Avenue Suite 105 Orlando FL 32801 4112760 0 X rmhccf.org X 1993 FL The mission of the organization is to find, create, and support programs that directly improve the health and well-being of children and families.Ronald McDonald House (RMH) is the cornerstone program of Ronald McDonald House Charities of Central Florida (RMHCCF). The Ronald McDonald House program provides a home away from home for families with seriously or chronically ill, or critically injured children being treated at pediatric hospitals in Orlando. 30 30 43 7184 0 0 3986119 3821774 75975 45450 546 30759 -82746 -37511 3979894 3860472 0 0 0 0 1700316 1843064 0 0 438837 1848453 2073232 3548769 3916296 431125 -55824 15803695 15800167 237779 178819 15565916 15621348 X The mission of the organization is to find, create, and support programs that directly improve the health and well-being of children and families. 0 0 3277963 0 90854 RMHCCF celebrated its 27th anniversary in 2023. This past year marked the second year of our CEO, Clay Osburne. The RMHCCF Leadership team invested time and resources into the four strategic pillars of Dream Team, Strategic Partnerships, Sustainability, and World Class Experiences along with appropriate metrics and comparison data from similar chapters. The organization saw occupancy rates over 65% and climbing as well as a new event, The Block Party, come to fruition. They relaunched the Cornerstone Society and created the Junior Cornerstone Society. In addition, RMHCCF honored their founding CEO, Lou Ann DeVoogd, with the creation of the Lou Ann DeVoogd Society for planned gifts.(See Schedule O for Continuation) 3277963 1 1 0 0 0 0 0 0 0 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 0 1 43 1 0 0 0 0 0 1 1 0 0 0 0 0 0 X 30 30 0 0 1 0 0 0 0 1 1 0 0 1 1 1 1 1 1 1 1 0 FL X X X Coleen Newton 4072060957 1030 N Orange Avenue Suite 105 Orlando FL 32801 Eric Reed Chairman 2.00 X X 0 0 0 Liza Donselaar Past Chairman 2.00 X X 0 0 0 Christina Kennedy First Vice-Chair 1.00 X X 0 0 0 Daniel Smith Second Vice-Chair 1.00 X X 0 0 0 Jeff Justen Director (began 1/23) 1.00 X 0 0 0 Justin Williams Director 1.00 X 0 0 0 Abbye Alexander Director 1.00 X 0 0 0 Raquel Asa Director (end 8/23) 1.00 X 0 0 0 Orlando Alancastro Director (began 1/23) 1.00 X 0 0 0 Melissa Crowley Director 1.00 X 0 0 0 Clayton Crofoot Director (began 1/23) 1.00 X 0 0 0 Don Fones Director (began 1/23) 1.00 X 0 0 0 Kim Hawkins Director 1.00 X 0 0 0 Sarah Milford Director (began 1/23) 1.00 X 0 0 0 John Petrakis Director 1.00 X 0 0 0 Alan Rhine Director 1.00 X 0 0 0 Traci Woods Director 1.00 X 0 0 0 Gary Capton Director (end 4/23) 1.00 X 0 0 0 Keyne Johnson MD Director (end 12/23) 1.00 X 0 0 0 Nimit Kapoor Director 1.00 X 0 0 0 Andrea Kennedy Director (began 1/23) 1.00 X 0 0 0 Travis Damon Director 1.00 X 0 0 0 Justin Foley Director 1.00 X 0 0 0 Kevin Potapow Director 1.00 X 0 0 0 Jamie Poulos Director (began 1/23) 1.00 X 0 0 0 Carrie Grant Director (end 1/23) 1.00 X 0 0 0 Edie Waddell Director 1.00 X 0 0 0 Steve Weisz Director (began 1/23) 1.00 X 0 0 0 Ashley Williams Director (began 1/23) 1.00 X 0 0 0 Chad Tinetti Director 1.00 X 0 0 0 Elyse Starling Director (began 1/23) 1.00 X 0 0 0 Brian McInis Director 1.00 X 0 0 0 Brandon DeGal Director (began 1/23) 1.00 X 0 0 0 Chris Alsip Director (began 6/23) 1.00 X 0 0 0 Clay Osburne President/CEO 50.00 X 188429 0 19165 John Yuzzolin Treasurer 1.00 X 0 0 0 Shenele Bright Ex-Officio (began 1/23) 1.00 X 0 0 0 188429 0 19165 1 0 1 0 0 451717 3370057 234172 3821774 Room Revenue 900099 45450 45450 45450 30759 30759 200132 451717 252288 -52156 -52156 Miscellaneous Income 900099 14645 14645 14645 3860472 90854 0 -52156 207595 155696 10380 41519 1380348 1091182 87997 201169 20315 16630 1489 2196 112107 88090 6966 17051 122699 96398 7619 18682 23300 18640 4660 39680 26946 6367 6367 5835 5835 73231 45186 23116 4929 390555 356767 7884 25904 49617 26903 11357 11357 34260 23982 10278 536251 536251 83811 83811 Printing & Publishing 234273 227716 6557 Repairs & Maintenance 205879 205879 House Program & Suppl. 160785 160785 Cleaning Supplies 110610 110610 125145 25131 1568 98446 3916296 3277963 199496 438837 319852 1702929 2402226 1024473 171146 81722 435023 482632 18290419 7237660 11430558 11052759 610774 961115 434116 494537 15803695 15800167 124209 115728 113570 63091 237779 178819 X 14957536 15110218 608380 511130 15565916 15621348 15803695 15800167 X -55824 111256 X X 0 1 X 1 0 X 3248262 3350680 3804559 3986119 3830534 18220154 3248262 3350680 3804559 3986119 3830534 18220154 1938573 16281581 24712 2908 613 546 30759 59538 64715 55318 126704 98007 214777 559521 18839213 263215 0.86420 0.85910 X Part II, Section B, Line 10: Other income includes gross income from fundraising events and miscellaneous income. RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 23835 100000 2946 315 126465 27971 -3884 252 23835 24578 3655 263 27971 21919 2874 215 24578 18649 3474 204 21919 1.00000 0.00000 0.00000 1 0 394013 394013 15984710 5728640 10256070 1851244 1448568 402676 60452 60452 0 11052759 4351992 127976 111256 239232 4112760 -252288 -252288 3860472 4296560 127976 127976 4168584 -252288 -252288 3916296 Part V, Line 4: The Organization's endowment fund is a board-designated endowment which is intended to be used for the ongoing expenses of operating the Organization's house locations. Part XI, Line 2d - Other Adjustments: Net investment gains/(losses) 111,256. Part XI, Line 4b - Other Adjustments: Fundraising Event Expenses -252,288. Part XII, Line 4b - Other Adjustments: Fundraising Event Expenses -252,288. Appetite for the Arches 177770 142216 35554 671 11704 4328 29887 Golf Classic 154900 97587 57313 2272 63405 2 319179 211914 107265 3092 4430 39043 93456 651849 451717 200132 3763 16134 45643 186748 252288 -52156 X X X X 0 0 0 0 0 0 0 0 0 Clay Osburne President/CEO 188429 0 0 0 0 0 18795 0 370 0 207594 0 0 0 X 145330 Fair Market Value X 393 88642 Fair Market Value X Tix/Gift Cards 1 200 Fair Market Value 0 0 1 0 Part I, Column (b): The Organization is reporting at Part I, Column (b) the number of contributions, as the number of items contributed is not reasonably determinable given the nature of the contributed items. Form 990, Part III, Line 4a, Program Service Accomplishments: Lastly, the team birthed the Steve and Linda Weisz Endowment Fund with an initial deposit of $100,000 to ensure sustainability. The first House was built on the campus of Advent Health for Children (Florida Hospital at the time) and opened on December 13, 1996, with 13 bedrooms (expanded to 23 in 1998). The second House was built on the campus of Orlando Health (Arnold Palmer Children's Hospital and Winnie Palmer Hospital for Women & Babies) in 2003 with 22 bedrooms (expanded to 37 in 2006), and the third House was built on the campus of Nemours Children's Health with 15 bedrooms (expanded to 24 in 2019). As we celebrated the growth of RMHCCF, we were reflective of the more than 42,000 families served in our history. Each family has a different story of their journey with their ill child, yet all with the experience of staying at one of our Ronald McDonald Houses. We celebrated the vibrant Central Florida community, the importance of advanced pediatric healthcare, and the role RMHCCF plays in helping to provide family-centered care to assist with the healing process. We celebrated the reimplementation of our full volunteer program. We have volunteers who gave so much more than their time. This included the countless RMH Share-A-Meal groups who planned, shopped, prepared, and served three meals a day for families 365 days a year. We successfully transitioned our executive officers, entire board of directors and key initiative committee members who served with passion over the last year. We recognized and strengthened our resolute team members who provided the daily compassion needed, and we celebrated McDonald's Owner/Operators and all our generous stakeholders who lead our efforts in the Round Up program and the Chicken McNuggets Bundle. These programs continue to make the Ronald McDonald House program a reality for the community. In fact, the Round Up program increased almost 200% in 2023 thanks to their efforts and a strategic McDonald's relationship manager hire. As we entered 2023 with continued focus on our four imperatives and strategic plan, we celebrated the past, assessed the present, and embraced the future. Our houses were completely opened and available for pre-covid experiences with the families, team members, and volunteers. We served just under 2,000 families- who stayed an average of almost 10 days in 2023, compared to 1,530 families averaging 10.9 days per stay in 2022, and 1,165 families at 12.4 days in 2021. Our volunteer program was fully operational for serving opportunities. We saw an increase in our volunteer numbers and hours equating to over $83,000 saved for the organization. Our Share A Meal program continued to see an increase in meals served with over 1,011 served between our 3 houses. Local restaurants continued to support us with premade meals throughout the year, and we collaborated with Second Harvest Food Bank and 4Roots, purchasing meals and receiving fresh produce at a reduced price. We were able to provide our families three meals a day with the help of our generous community. We were able to introduce four more Ronald McDonald House Hospitality Carts into three area hospitals. The cart, decorated as a fun and friendly Ronald McDonald House, visited the pediatric units with necessities, gifts, and snacks for the children and families. The hospitality carts combined served 14,640 families in 2023. Our Gathering Room at Arnold Palmer Hospital remained opened as a respite for families - although, at limited times and occupancy. Once again, we assessed each line item in the budget with emphasis on the property reserve and in-kind opportunities moving forward with two aging Houses and increased capacity to our overall RMHCCF programs. Under the guidance of the finance committee, we continued to move $25,000 a month towards our property reserve fund to prepare for future capital needs. We raised and spent over $120,000 to update and maintain our two elevators in the Arnold Palmer Hospital for Children house and the Advent Hospital house. We continued to focus on diversifying and increasing our revenue streams. Individual giving is still our number one priority. We enriched our giving programs, providing more opportunities for friends and supporters to become engaged with our organization. We added a Senior Gift Officer to steward and cultivate our Cornerstone Society members. Our key initiative committee continued to expand its reach, developing young leaders, and engaging them with RMHCCF while having fundraising funds through their three main events. Our Appetite for the Arches was in a new venue and continues to be our signature event. This event, along with our new event (The Block Party) and golf tournament (new venue), helped us to meet our financial goals. The team did sunset the Ride 5K which had served us so well for years but had run its course. The Sporting Clays event was moved to January and had great success. Overall, the organization landed financially healthy, exceeding the budget goal exceeding budget by almost 10%. We invested in our team, professional development, Keeping Families Close tours, and community partnerships. Our Round Up program and the Nugget Bundle consistently beat our budgeted numbers and offer us consistency and stability in our budgeting process. Our mission partner, McDonalds, continues to support us in incredible ways enabling us to meet the needs of our families. After 27 years of capital campaigns to build capacity to meet the needs of our growing community, the organization is still debt-free at the end of 2023. In addition, we transitioned our office into two separate office spaces saving us approximately $30,000 per year. This allows RMHCCF to continue concentrating on the next phase of the organization's lifecycle - expanding reach, while enhancing the individual and planned giving programs while building an endowment to guarantee the long-term health and sustainability of the charity. These programs will allow RMHCCF to serve more families in the nine outlying markets of Central Florida, providing a respite for families during their long day(s) within the hospital. Through 2023, the organization has served 42,000 families from 67 countries, 50 states, and 67 counties in Florida. Forty-seven percent (44%) of our families come from Central Florida. The largest number of families in 2023 came from the following five counties: Brevard, Volusia, Lake, Marion, and Osceola. Expansion of RMHCCF programs will help provide family-centered care to those that are not in need of a Ronald McDonald House yet need a respite while their child is in medical crisis and being treated at the local hospitals. We encourage, and need, our community to get involved with our programs. Our staff and volunteers offer House tours. A tour of the RMH allows supporters to see firsthand, the importance of our mission. The Central Florida community has embraced the Ronald McDonald House program and its purpose; keeping families close for more than 27 years - providing closeness, comfort and care to families who are in medical crisis and going through the toughest of times, the illness of their child. The Ronald McDonald Houses are built of brick and mortar; however, we call each one of them the house that love built , because of the time, talent, and treasure of the Central Florida community, which helps to serve the children and families when they need us most - the illness of their child. Ronald McDonald House Charities (Global) will celebrate its 50th year anniversary this year. We anticipate a few small changes to our messaging and strategy, but the same continued programs Central Florida has learned to expect. They hired a new CEO, Katie Fitzgerald, and she has been instrumental in the organization's growth and improvements. We look forward to another successful 2024 with expanded reach of family-centered care to as many children and families as possible in Central Florida. Form 990, Part VI, Section A, line 4 The Organization's bylaws were updated during the year ended December 31, 2023. Such updates included adjustments to the Organization's time period in which elections of directors must be made and presented to the board. Moreover, directors now may not miss more than 75% of board meetings during the fiscal year rather than 3 board meetings as was noted previously. In addition, a section was added to address board meetings by remote communication, indicating that remote participation still constitutes presence. Form 990, Part VI, Section B, line 11b The Organization's top management official and top financial official each review the Form 990 prior to its filing with the IRS. A copy of the final Form 990 is also provided to the voting members of the Organization's governing body prior to its filing with the IRS. Form 990, Part VI, Section B, line 12c The Organization's conflict of interest policy is distributed to each member of the Organization's governing body and its officers on an annual basis. Each such individual provides an annual disclosure statement indicating that they have received, read, understood and agreed to comply with the policy. Any questions, concerns, or potential conflicts of interest are discussed by the Board as needed under the terms of the policy. Form 990, Part VI, Section B, line 15 An independent committee of the Board of Directors annually reviews and approves the compensation levels of the CEO, officers and key employees. The deliberations and decisions of the committee are contemporaneously substantiated. The committee utilizes comparability data in its deliberations; updated comparability data is generally obtained every two to three years. Form 990, Part VI, Section C, line 19 The Organization provides, upon request, copies of its Articles of Incorporation, bylaws, conflict of interest policy, and its financial statements. Form 990, Part XI, line 9: Net investment gains/(losses) 111,256. Form 990, Part XII, Line 2c: The Organization's Board of Directors, or a committee thereof, assumes responsibility for the oversight of the audit of its financial statements and the selection of an independent accountant. This process has not changed from the prior year. Form 990, Part XI, Line 9: The Organization recognizes gains and losses on its investment assets pursuant to ASC 321-10-35 (mark-to-market).