Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 2,794,216 | 2,758,885 | 5,027,268 | 3,248,262 | 3,350,680 | 17,179,311 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 2,794,216 | 2,758,885 | 5,027,268 | 3,248,262 | 3,350,680 | 17,179,311 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | 4,881,900 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 12,297,411 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 2,794,216 | 2,758,885 | 5,027,268 | 3,248,262 | 3,350,680 | 17,179,311 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 11,703 | 2,561 | 7,176 | 24,712 | 2,908 | 49,060 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 12,258 | 64,913 | 103,134 | 64,715 | 55,318 | 300,338 |
| 11 | Total support. Add lines 7 through 10 | 17,528,709 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2020 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2020 |
(iii) Distributable Amount for 2020 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2020 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2020: | ||||
| a From 2015....... | ||||
| b From 2016....... | ||||
| c From 2017....... | ||||
| d From 2018....... | ||||
| e From 2019....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2020 distributable amount | ||||
|
i
Carryover from 2015 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2020 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2020 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2020, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2020. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2021. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2016..... | ||||
| b Excess from 2017..... | ||||
| c Excess from 2018..... | ||||
| d Excess from 2019..... | ||||
| e Excess from 2020..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|---|
| Part II, Section B, Line 10: | Other income includes gross income from fundraising events and miscellaneous income. |
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| Form 990, Part III, Line 4a, Program Service Accomplishments: | We were operating at full occupancy, serving 84 families per night. Our share-a-meal program was booked months in advance for volunteers to cook meals at all of our houses. Our Annual Appetite for the Arches was almost sold out by the end of February and we were ahead of the financial goal with many sponsors already committed for support throughout the year. On March 6, 2020, we were notified that COVID-19 was spreading rapidly and we needed to rethink our business model to accommodate for the children and families who were currently staying in our houses, as well as how we were going to move forward. On March 12, 2020, a mandate was sent down from RMHC global to immediately cease accepting new families until further notice. We reached out to the CDC and our three pediatric hospital partners to set up communications as we navigated the unknown of COVID-19 together. As an organization, our number one priority was the health and well-being of our families and staff. We remained focused on that commitment. Daily and twice-daily calls were set up among the staff. Zoom was no longer a novelty - it was the norm. Operation staff went into full disinfectant mode. Our kitchen and all gathering areas were shut down and blocked off to families until further notice. Thermometers, sanitation gels, masks, and all PPE resources were expedited to the houses. Volunteers were contacted to let them know not to report. Staff began to prepare meals while restaurants and grocery stores were recruited to ensure our families would be provided meals. All office staff were sent home to work remotely. Throughout the month of March, occupancy rates began to drop. The families we were serving were leaving as their children were being released from the hospitals. The census at the hospitals were dropping with the hold on elective surgeries, and travel becoming almost non-existent. However, we did know there were still a few families who needed our services more than ever. We teamed with our hotel partners to negotiate rates for our Organization to continue to underwrite stays for those families who needed RMH. Our staff delivered meals, snacks, and comfort kits daily to the families at the hotels to continue to deliver our mission. The first of July, COVID-19 cases spiked in our market and it was discovered in our houses. At that point, our RMHCCF Board of Directors made the difficult decision to temporarily close our houses (the first time in our 23 year history) for the health and safety of our families and staff members. We created a detailed reinstatement plan to help ensure all protocols and guidelines were being followed as to how and when we were bringing new families into the houses, utilizing hotels and all other resources, to continue to operate with the highest level of safety measures in place as possible. We reopened all three Ronald McDonald Houses mid-August bringing new families in at a 25% capacity rate. Overall, with all the fear, anxiety, and unknown that 2020 brought to the world, we are proud as an Organization - our number one priority always was and continues to be - the health and well-being of our families and staff. Our families, staff, Board of Directors, and donors remained strong, persistent, and supportive. We ended up finishing project 2020, along with many other tasks. We completed our new website with a virtual tour, updated policy handbooks, completed a volunteer training video, implemented our events (virtually and reengineered), and introduced a new Hospitality Cart program. We served 951 families (in the RMH's and in hotels), provided three meals a day to all families and exceeded our 2020 budget goal. Our RMH program still does not look the same as a year ago, however, we are currently operating at 50% occupancy, (a reflection of the hospital's lower census during the pandemic) and our commitment to the mission continues. We look forward to 2021 and the opportunity to share our history with the community as we celebrate our 25th anniversary in Central Florida. Looking back will help rejuvenate and reconnect us as we revisit our past and reengineer for our future. Our history begins with the first RMH in Central Florida opening on December 13, 1996 on the campus of AdventHealtth for Children (at the time Florida Hospital for Children) with 13 bedrooms. We expanded to 22 bedrooms in 1998. The second house opened on the campus of Arnold Palmer Children's Hospital in 2003 with 22 bedrooms. In 2006 we expanded to provide 37 bedrooms. With the opening of our third Ronald McDonald House and the 2nd phase expansion, we now serve 84 families each night. We offer a Ronald McDonald House on each of the three pediatric hospital campuses in Orlando, just minutes, door to door, from house to hospital. Each of the houses offer a welcoming, comforting, clean, and safe environment. Each house provides a bedroom and a private bath. Although the illnesses of the children vary from neo-natal to pediatric cancer, and many others - 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. A staff member is on site 24-hours a day, 7 days a week, 365 days a year. They are there to assist and support families during their toughest of times. They provide the listening ears and strong shoulders whenever needed. The only requirements to stay at the RMH's in Orlando are: 1) to complete an application with a referral from the child's physician and 2) to complete a background check for approval. There is no cost to families. We receive approximately 2.5% of our revenue from guest family donations. (During COVID-19 we have added screening requirements regarding travel and current health conditions.) Through 2020, we have served more than 33,000 families from 67 countries, 50 states, and 67 counties in Florida. 51% of our families come from Central Florida. The highest number of families come from the following five counties: Brevard 20%, Volusia 8%, Lake 7%, Orange 4% and Osceola 5%. Before COVID-19, over 12,000 volunteers worked in the houses, with special events, community projects, and others cooking meals throughout the year, donating more than 33,000 hours to help provide support and comfort to our families in medical crisis. Volunteers from corporations, civic organizations, and community groups participated in our share-a-meal program throughout the year. Lunch and dinner was served each day at all three RMH's. Volunteers came to the houses with groceries they purchased and prepared meals for our families. At noon and again at 6:30 p.m. each day, families knew that there would be a nutritious, home-made meal waiting for them. Although the share-a-meal program does not exist as it once did, our donors and staff continue to provide meals to our families. Supporters have underwritten meals from local restaurants for delivery to the houses, donated gift cards to restaurants and local grocery stores, and McDonald's owner/operators have contributed product for our staff members to use to prepare casseroles and other comfort foods for the families when necessary. Families do not have to worry about cooking or cleaning up, they can immediately return to the hospital to visit their child. We have expanded our snack pack program and comfort cart offerings to all families staying at the Ronald McDonald houses, utilizing our RMHCCF family gathering rooms, and/or have a child being treated within the pediatric hospitals. The snack packs provide nutritional treats for families during the long days by their children. The comfort kits offer toiletries and gifts of comfort to help with their long stay. We look forward to the day that we can, once again, invite our community back into the houses to tour, volunteer, and share their talents. Until that time, we encourage you to go to our website www.rmhccf.org - take a virtual tour of our houses, find out what events are happening and how you can get involved. Join our Cornerstone Society or adopt-a-room - support family stays, donate snacks, or other in-kind items. Call any of our staff members -or email- (listed on the website) to discuss opportunities for individuals, organizations, and companies to best align with their interests and expertise. The Central Florida Community has embraced the Ronald McDonald House program and its purpose; keeping families close, providing comfort and care to families who are going through the toughest of times, the illness of their child. The Ronald McDonald House serves families who are in medical crisis. The Ronald McDonald Houses are made of brick and mortar, however, we call each of them the house that love built, because it is all the time, talent, and treasure of the Central Florida Community who help to serve the children and families in need. |
| 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) 70,202. |
| 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). |
| Software ID: | |
| Software Version: |