2022-05-13T15:48:11-05:00 2021-12-31 204193611 Batts Morrison Wales & Lee PA 801 North Orange Avenue Suite 800 Orlando FL 32801 990 2021-01-01 593211250 Ronald McDonald House Charities of Central Florida Inc RONA 4072060957 1030 N Orange Avenue Suite 105 Orlando FL 32801 Lou Ann DeVoogd President/CEO 4072060957 2022-04-20 1 Lou Ann DeVoogd 999009999 Kaylyn A Varnum P01691975 4077706000 2022-04-20 3 AAL1 IAL1 2021 2022-09-23 18:48:47Z Lou Ann DeVoogd 1030 N Orange Avenue Suite 105 Orlando FL 32801 3990795 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. 28 28 40 957 0 0 3350680 3804559 35047 58917 2908 613 -31629 -39099 3357006 3824990 0 0 0 0 1307338 1358504 0 0 302802 1876963 1691311 3184301 3049815 172705 775175 14978346 15414463 572476 174807 14405870 15239656 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 2592220 68098 RMHCCF celebrated its 25th anniversary in 2021. Although we were unable to implement all our in-person events as planned due to COVID, we were able to tell our story, highlighting our milestones utilizing social media and support from our media and mission partners. Each month we focused on a different aspect of the charity's growth, such as the opening of our three RMHs - one on the campus of each of the three local pediatric hospitals in Orlando. The first House was built on the campus of AdventHealth for Children (Florida Hospital at the time) and opened on December 13, 1996, with 13 bedrooms (expanded to 23 in 1998). (See Schedule O for Continuation) 2592220 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 40 1 0 0 0 0 0 1 1 0 0 0 0 0 0 X 28 28 0 0 0 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 Liza Donselaar Chairman (ended 12/2021) 1.00 X X 0 0 0 Ryan Shaughnessy First Vice-Chair (ended 12/2021) 1.00 X X 0 0 0 Eric Reed First Vice-Chair 1.00 X X 0 0 0 Dan Henn Treasurer 1.00 X X 0 0 0 Christina Kennedy Second Vice-Chair 1.00 X X 0 0 0 Abbye Alexander Director 1.00 X 0 0 0 Raquel Asa Director (began 01/2021) 1.00 X 0 0 0 Melissa Crowley Ex-Officio (began 1/2021) 1.00 X 0 0 0 Bill Drake Director 1.00 X 0 0 0 Kim Hawkins Director 1.00 X 0 0 0 Jenise Osani Director 1.00 X 0 0 0 John Petrakis Director 1.00 X 0 0 0 Alan Rhine Director 1.00 X 0 0 0 Astryd Rosa Director 1.00 X 0 0 0 Daniel Smith Director 1.00 X 0 0 0 Traci Woods Director 1.00 X 0 0 0 Gary Capton Director 1.00 X 0 0 0 Keyne Johnson MD Director 1.00 X 0 0 0 Nimit Kapoor Director 1.00 X 0 0 0 Pete Matulis ended 052021 Director 1.00 X 0 0 0 Travis Damon Director 1.00 X 0 0 0 Justin Foley Director 1.00 X 0 0 0 Robin Muzeka Director 1.00 X 0 0 0 Kurt Smith Director 1.00 X 0 0 0 John Yuzzolin Director 1.00 X 0 0 0 George Ninan Director 1.00 X 0 0 0 Jason Meder Director 1.00 X 0 0 0 Kevin Potapow Director (began 01/2021) 1.00 X 0 0 0 Mike Yontz Director 1.00 X 0 0 0 Carrie Grant Director 1.00 X 0 0 0 Lou Ann DeVoogd President/CEO 50.00 X 148012 0 24501 148012 0 24501 1 0 1 0 0 433768 279272 3091519 71660 3804559 Room Revenue 900099 58917 58917 58917 613 613 118138 433768 165805 -47667 -47667 Miscellaneous Income 900099 8568 8568 8568 3824990 68098 0 -47667 172514 129385 34503 8626 1000332 799335 45055 155942 16736 13527 267 2942 77852 62504 2575 12773 91070 72195 5921 12954 19348 15478 3870 46739 31403 7668 7668 8554 8554 65552 40131 21051 4370 362498 325700 8586 28212 12305 9245 1530 1530 6250 4375 1875 15345 15345 566638 566638 65957 65957 Printing & Publishing 233455 221681 11774 Repairs & Maintenance 200763 200763 Miscellaneous 50002 9488 40514 Public Relations 15171 11972 3199 22734 12576 1730 8428 3049815 2592220 154793 302802 287822 408500 1105146 1714102 19386 4064 248982 385920 18144891 6334897 12271208 11809994 575739 636293 470063 455590 14978346 15414463 157708 145737 29070 414768 0 572476 174807 X 13862574 14759373 543296 480283 14405870 15239656 14978346 15414463 X 775175 58610 X X 0 1 X 1 0 X 2758885 5027268 3248262 3350680 3804559 18189654 2758885 5027268 3248262 3350680 3804559 18189654 1944052 16245602 2561 7176 24712 2908 613 37970 64913 103134 64715 55318 126704 414784 18642408 352851 0.87140 0.70160 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 24578 3655 263 27971 21919 2874 215 24578 18649 3474 204 21919 19672 -765 257 18649 17081 2835 244 19672 1.00000 0.00000 0.00000 1 0 394013 394013 15722053 4858732 10863321 1937745 1385085 552660 91080 91080 0 11809994 4190396 140991 58610 199601 3990795 -165805 -165805 3824990 3356610 140991 140991 3215619 -165805 -165805 3049814 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) 58,610. Part XI, Line 4b - Other Adjustments: Fundraising Event Expenses -165,805. Part XII, Line 4b - Other Adjustments: Fundraising Event Expenses -165,805. Appetite for the Arches 153725 126784 26941 4083 636 22222 Ride for Ronald 147274 145868 1406 8625 922 33250 3 250907 161116 89791 5549 9935 33488 47095 551906 433768 118138 14174 14018 35046 102567 165805 -47667 X X X X 0 0 0 0 0 0 0 0 0 Lou Ann DeVoogd President/CEO 148012 0 0 0 0 0 6084 0 18417 0 172513 0 0 0 Part II, Column (D): Nontaxable benefits for Lou Ann DeVoogd includes $4,083 of employee-paid pre-tax health insurance premiums. X 1 2000 Fair Market Value X 33506 Fair Market Value X 121 15811 Fair Market Value X Tix/Gift Cards 47 20343 Fair Market Value 1 0 1 0 Part I, Column (b): The Organization is reporting at Part I, Column (b) the number of contributors, as the number of contributions is not reasonably determinable given the nature of the contributed items. Form 990, Part III, Line 4a, Program Service Accomplishments: 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 36,000 families we 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 more than 14,000 volunteers who gave their time, including the countless RMH Share-A-Meal groups who planned, shopped, prepared, and served three meals a day for families 365 days a year. We honored the board chairs, directors and key initiative committee members who served with passion over the years. We recognized the resolute staff members who provided the comfort and care each day, and we celebrated McDonald's Owner/Operators and all our generous stakeholders who gave their time, talent, and treasure to make the Ronald McDonald House program a reality for the community. We entered 2021 with cautious optimism. Although COVID cases were decreasing, we continued to follow the protocol from our learnings in 2020. We remained steadfast in our efforts to care for as many families as possible who came to the Ronald McDonald House in need. We moved forward with a phased approach - operating between 50-70% occupancy levels, as well as working with local hotels for any overflow or unprecedented circumstances. We served 1,165 families- who stayed an average of 12.4 days in 2021, compared to 951 families averaging 10.5 days per stay (during COVID) in 2020 and 2,391 families at 8.7 days in 2019. Our volunteer program opened at reduced numbers for both in-house and events. Our Share-A-Meal program remained internal with a handful of volunteers and staff members preparing dinners from donated food and gift card contributions. Local restaurants supported us with premade meals throughout the year, and we collaborated with Second Harvest Food Bank, purchasing meals at a reduced price several times a week. We were able to provide our families three meals a day with the help of our generous community. Protocols did bring new opportunities. We were able to introduce the Ronald McDonald House Hospitality Cart into two of the 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. 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. We were successful in completing our refurbishing of the RMH on the campus of AdventHealth, as well as the RMH on the campus of Orlando Health. All bedrooms at both Houses were updated with standardized and streamlined dcor, while extending the art project to every bedroom to complete a calm and comfortable feeling for families. New and uniform furniture, updated bedding, fresh paint, and light and toilet fixtures have brightened and enhanced both Houses. Improvements including refreshed landscape, irrigation maintenance, and lighting were also completed in 2021. We continued to focus on diversifying and increasing our revenue streams. Individual giving was our number one priority, capitalizing on the tools and resources we invested in throughout the years. We enriched our giving programs, providing more opportunities for friends and supporters to become engaged with our organization. We increased our Cornerstone Society donations by 200 and increased our Adopt-A-Room program to 61 from 57 annual commitments, while enhancing our direct mail strategy. Our key initiative committee continued to expand its reach, developing young leaders, and engaging them with RMHCCF while having fun raising funds. Our Appetite for the Arches Gala was revamped in 2021 to provide two separate evenings - one in the spring and the other in the fall, both held outside for safety measures. The two events proved successful, exceeding the goal, as did all others that we were able to hold. We moved to outdoor venues - retooling each event. Overall, the organization landed financially healthy, exceeding the budget goal by $1.2M. After 25 years of capital campaigns to build capacity to meet the needs of our growing community, the organization is debt-free at the end of 2021. This milestone enables RMHCCF to concentrate 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. 2022 will be the year to rebuild our successful programs. We look forward to opening our Houses to 100% capacity, welcoming back our volunteers, our Share-A-Meal providers, and a full-staff to continue to deliver our RMHCCF mission. Moving forward, the priority of the organization is to continue to provide three Ronald McDonald Houses, just minutes door-to-door, to all pediatric hospitals in Orlando. Each House offers a caring staff around-the-clock to welcome families to a comfortable, clean, and safe environment with a bedroom and a private bath, 24-hour access to a fully stocked kitchen and pantry, dining room, gathering rooms, laundry facilities, and computers. Although the illnesses of the children vary from neo-natal to pediatric cancer, and many, many more, one thing each family has in common, and can share with one another, is the worry, concern, and love of their child; they support one another within the Ronald McDonald House. We will also focus on expanding the Family Room and Hospitality Cart programs into other markets of Central Florida. 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 2021, the organization has served 36,000 families from 67 countries, 50 states, and 67 counties in Florida. Forty-seven percent (47%) of our families come from Central Florida. The greatest number of families in 2021 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 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 25 years - providing 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. We look forward to another successful 25 years with expanded reach of family-centered care to as many children and families as possible in Central Florida. 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) 58,610. 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).