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 |
||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 5,027,268 | 3,248,262 | 3,350,680 | 3,804,559 | 3,986,119 | 19,416,888 |
| 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 | 5,027,268 | 3,248,262 | 3,350,680 | 3,804,559 | 3,986,119 | 19,416,888 |
| 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) .. | 2,320,271 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 17,096,617 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 5,027,268 | 3,248,262 | 3,350,680 | 3,804,559 | 3,986,119 | 19,416,888 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 7,176 | 24,712 | 2,908 | 613 | 546 | 35,955 |
| 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.).. | 103,134 | 64,715 | 55,318 | 126,704 | 98,007 | 447,878 |
| 11 | Total support. Add lines 7 through 10 | 19,900,721 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (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) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (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 on 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) |
||||
| 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) |
||||
| 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): |
|||||
| 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 2022 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-2022 |
(iii) Distributable Amount for 2022 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2022 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2022 (reasonable cause required-- explain in Part VI).
See instructions. |
||||
| 3 Excess distributions carryover, if any, to 2022: | ||||
| a From 2017....... | ||||
| b From 2018....... | ||||
| c From 2019....... | ||||
| d From 2020....... | ||||
| e From 2021....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2022 distributable amount | ||||
|
i
Carryover from 2017 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2022 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2022 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2022, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
||||
|
6
Remaining underdistributions for 2022. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
||||
|
7 Excess distributions carryover to 2023. Add lines 3j and 4c. |
||||
| 8 Breakdown of line 7: | ||||
| a Excess from 2018..... | ||||
| b Excess from 2019..... | ||||
| c Excess from 2020..... | ||||
| d Excess from 2021..... | ||||
| e Excess from 2022..... | ||||
| 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: | 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). |
| Software ID: | |
| Software Version: |