2023-05-10T07:42:28-05:00 2022-12-31 204193611 Batts Morrison Wales & Lee PA 801 North Orange Avenue Suite 800 Orlando FL 32801 990 2022-01-01 593211250 Ronald McDonald House Charities of Central Florida Inc RONA 4072060957 1030 N Orange Avenue Suite 105 Orlando FL 32801 Clay Osburne President/CEO 4072060957 2023-05-02 1 Clay Osburne 999009999 0 Kaylyn A Varnum P01691975 4077706000 2023-05-02 2 AAL1 IAL1 2022 2023-04-26 12:10:37Z Clay Osburne 1030 N Orange Avenue Suite 105 Orlando FL 32801 4160647 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. 22 22 42 2258 0 0 3804559 3986119 58917 75975 613 546 -39099 -82746 3824990 3979894 0 0 0 0 1358504 1700316 0 0 393139 1691311 1848453 3049815 3548769 775175 431125 15414463 15803695 174807 237779 15239656 15565916 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 2954313 0 85113 RMHCCF celebrated its 26th anniversary in 2022. This past year marked the first year of our new CEO (Chief Encouragement Officer), Clay Osburne. The RMHCCF Leadership team created the four strategic pillars of Dream Team, Strategic Partnerships, Sustainability, and World Class Experiences along with appropriate metrics and comparison data from similar chapters. For the first time since 2019, the organization saw each fundraising event, marketing event, programs in full swing, and an over 60% occupancy rate. (See Schedule O for Continuation) 2954313 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 2 0 1 42 1 0 0 0 0 0 1 1 0 0 0 0 0 0 X 22 22 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 Eric Reed Chairman (began 1/22) 1.00 X X 0 0 0 Liza Donselaar Past Chairman 1.00 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 Dan Henn Treasurer (ended 12/22) 1.00 X X 0 0 0 Abbye Alexander Director 1.00 X 0 0 0 Raquel Asa Director 1.00 X 0 0 0 Melissa Crowley Director 1.00 X 0 0 0 Bill Drake Director (ended 9/22) 1.00 X 0 0 0 Kim Hawkins Director 1.00 X 0 0 0 Jenise Osani Director (ended 12/22) 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 (ended 12/22) 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 Travis Damon Director 1.00 X 0 0 0 Justin Foley Director 1.00 X 0 0 0 Robin Muzeka Director (ended 3/22) 1.00 X 0 0 0 Kurt Smith Director (ended 12/22) 1.00 X 0 0 0 John Yuzzolin Director 1.00 X 0 0 0 George Ninan Director (4/22) 1.00 X 0 0 0 Jason Meder Director (ended 12/22) 1.00 X 0 0 0 Kevin Potapow Director 1.00 X 0 0 0 Mike Yontz Director (ended 12/22) 1.00 X 0 0 0 Carrie Grant Director 1.00 X 0 0 0 Edie Waddell Director (began 1/22) 1.00 X 0 0 0 Chad Tinetti Director (began 1/22) 1.00 X 0 0 0 Brian McInis Director (began 1/22) 1.00 X 0 0 0 Brandon DeGel Ex-Officio (began 1/22) 1.00 X 0 0 0 Clay Osburne President/CEO (began 1/22) 50.00 X 154253 0 27504 154253 0 27504 1 0 1 0 0 452801 237902 3295416 150071 3986119 Room Revenue 900099 75975 75975 75975 546 546 89415 452801 180753 -91338 -91338 Miscellaneous Income 900099 8592 8592 8592 3979894 85113 0 -91338 181757 136317 36352 9088 80182 60137 16036 4009 1224379 960332 58608 205439 21119 16688 2675 1756 78831 61948 3396 13487 114048 88823 8417 16808 19772 15818 3954 75951 48931 13510 13510 6527 6527 66323 41126 20372 4825 395529 360271 8227 27031 29194 17086 6054 6054 13180 9226 3954 544274 544274 78507 78507 Repairs & Maintenance 186606 186606 Printing & Publishing 182076 168710 13366 House Program & Suppl. 124819 124819 Miscellaneous 95156 43140 52016 30539 7372 1371 21796 3548769 2954313 201317 393139 408500 319852 1714102 2402226 4064 171146 385920 435023 18131967 6701409 11809994 11430558 636293 610774 455590 434116 15414463 15803695 145737 124209 29070 113570 174807 237779 X 14759373 14957536 480283 608380 15239656 15565916 15414463 15803695 X 431125 -104865 X X 0 1 X 1 0 X 5027268 3248262 3350680 3804559 3986119 19416888 5027268 3248262 3350680 3804559 3986119 19416888 2320271 17096617 7176 24712 2908 613 546 35955 103134 64715 55318 126704 98007 447878 19900721 328664 0.85910 0.87140 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 27971 -3884 252 23835 24578 3655 263 27971 21919 2874 215 24578 18649 3474 204 21919 19672 -765 257 18649 1.00000 0.00000 0.00000 1 0 394013 394013 15822249 5295431 10526818 1823917 1345526 478391 91788 60452 31336 11430558 4194018 138236 -104865 33371 4160647 -180753 -180753 3979894 3867758 138236 138236 3729522 -180753 -180753 3548769 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) -104,865. Part XI, Line 4b - Other Adjustments: Fundraising Event Expenses -180,753. Part XII, Line 4b - Other Adjustments: Fundraising Event Expenses -180,753. Appetite for the Arches 171390 142230 29160 3800 3471 28891 Ride for RMHCCF 171598 161302 10296 6464 396 50748 2 199228 149269 49959 5866 6700 18972 55445 542216 452801 89415 12330 10500 22839 135084 180753 -91338 X X X X 0 0 0 0 0 0 0 0 0 Clay Osburne President/CEO (began 1/22) 154253 0 0 0 0 0 8316 0 19188 0 181757 0 0 0 Part II, Column (D): Nontaxable benefits for Clay Osburne includes $14,047 of employee-paid pre-tax health insurance premiums. X 42525 Fair Market Value X 1 6500 Fair Market Value X 281 95713 Fair Market Value X Tix/Gift Cards 21 5333 Fair Market Value 0 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 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 40,000 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 to our new board chair and 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 staff 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. As we entered 2022 with new leadership, 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 1,530 families- who stayed an average of 10.9 days in 2022, compared to 1,165 families averaging 12.4 days per stay in 2021, and 951 families at 10.5 days in 2020. Our volunteer program was fully operational for serving opportunities. We saw an increase in our volunteer numbers and hours, but still not back up to pre-COVID numbers. Our Share A Meal program continued to see an increase in meals served with over 296 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. Protocols did bring new opportunities. We were able to introduce the Ronald McDonald House Hospitality Cart into two of the hospitals and manufacture four more to be deployed in 2023. 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 11,086 families in 2022. 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 began to move $25,000 a month towards our property reserve fund to prepare for future capital needs. We did have minor repairs needed from the two hurricanes in 2022 and we are in the process of updating our elevators in the houses at Arnold Palmer Hospital for Children and the Advent Hospital. We continued to focus on diversifying and increasing our revenue streams. Individual giving was our number one priority. We enriched our giving programs, providing more opportunities for friends and supporters to become engaged with our organization. We added 56 new 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 returned to one evening (instead of 2 smaller evenings to accommodate Covid protocols). This event, along with our Ride 5K and golf tournament, helped us to meet our financial goals. The Sporting Clays event had to be postponed to 2023 due to Hurricane Nicole. Overall, the organization landed financially healthy, exceeding the budget goal by almost $1,000,000. We were able to secure ERC funding at $237,000 in 2022. This marks the end of the government stimulus money which we received over $800,000 from 2020-2022. We invested in our team, professional development, Keeping Families Close tours, and community partnerships. After 26 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 2022. 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. In 2023, we will grow our hospitality cart program (a minimum of 4 more servicing Orange and Volusia counties), utilize an improved technology infrastructure, and build relationships to maintain or lower costs and increase revenue through Round Up and individual giving. We aim to increase our number of volunteers and hours. We aim to have a hospitality cart in each of our 9 counties by 2025 to increase the number of families we serve and increase volunteer engagement. 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. In each house, the caring staff welcomes 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. These facilities allow us to "keep families close" through "family centered care". 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 2022, the organization has served 40,000 families from 67 countries, 50 states, and 67 counties in Florida. Forty-seven percent (47%) of our families come from Central Florida. The largest number of families in 2022 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 26 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. We look forward to another successful 2023 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) -104,865. 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).