Mission: Since our founding in 1978, Ronald McDonald House® New York has provided temporary lodging and care for more than 35,000 families while their child battles cancer.

When families must travel to New York City for the advanced cancer treatment they can't get anywhere else, they can find a loving place to stay at our House. We're proud to provide a supportive, caring place that keeps families close when they need each other most.

Located on East 73rd Street in Manhattan and in close proximity to 8 major cancer treatment centers, Ronald McDonald House New York welcomes children and families from across the country and the world. The House can accommodate 95 families including 6 post-transplant suites.

We offer families additional support through wellness programs, tutors, music, art, transportation, activities for siblings, holiday and birthday parties, and camaraderie.

Ronald McDonald House New York is a 501(c)(3) organization, with an IRS ruling year of 1978, and donations are tax-deductible.

Is this your nonprofit? Access your Star Rating Portal to submit data and edit your profile.


Contact Information

  https://www.rmh-newyork.org/

 405 East 73rd Street
New York NY 10021 

  212-639-0100


You are viewing this organization's new Charity Navigator profile page. To view the legacy version, click here.

Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Good

This charity's score is 81.42, earning it a 3-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019, the latest year published by the IRS.

This organization has issued a response to this ratingView this organization’s historical ratings.


Back to Top

Star Rated Report

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Program Expense

Program Expense Ratio

63.4%


The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).


This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

10.2%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

26.2%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

8.9%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.29


The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.


Source: IRS Form 990

Working Capital Ratio

7.22 years


Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.


Source: IRS Form 990

Program Expense Growth

6.58%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

(Less)

Partial

Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Ruth Browne, President & CEO

$518,844 (2.91% of Total Expenses)


Current CEO and Board Chair can be found in the Leadership & Adaptability report below.

Source: IRS Form 990 (page 7), filing year 2019

Business Master File Data

Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website


Activities:

Other health services (BMF activity code: 179)

Other housing activities (BMF activity code: 399)


Foundation Status:

Organization which receives a substantial part of its support from a governmental unit or the general public   170(b)(1)(A)(vi) (BMF foundation code: 15)


Affiliation:

Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)

Data Sources: IRS Forms 990

The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them. Charities may submit their own pandemic responses through their nonprofit portal.


Ronald McDonald House New York reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity

  • Grants Received

  • Balance Sheet


How COVID-19 impacted the organization's operations financially:

Revenue was less than expected as fundraising was impacted by the pandemic. Another impact was that there was a reduction in expenses as well as program and fundraising costs. Our organization also changed some fiscal admirative practices. Some new virtual and electronic administrative processes were developed due to having less foot traffic in our facility and the increase in remote working capabilities based on job responsibilities.


How COVID-19 impacted the organization's delivery of programs:

We immediately pivoted our programs, services, and activities in March 2020. We created Programs to Go: Enrichment Program Bi-Weekly Series, Hospitality to Go, Wellness-Caring Crates and Go Snack Packs. The programs were scheduled on a consistent and reliable basis. Programs and experiences are age-appropriate, enriching, and informative and aimed at keeping families close and engaged, particularly while in isolation and patient bedside. We promoted active learning through hands-on experiences available and tailored to each family and individual. A virtual live stream/asynchronous viewing component to all programs allowed us to meet the needs of those children/caregiver not able to leave their hospital bed, creating an inclusive environment. We adjusted our meal program by procuring donated meals from community partners to serve families at the House daily breakfast, lunch, and dinner, and our staff has brought these meals directly to families’ doors through contactless meal delivery.


How this organization adapted to changing conditions caused by COVID-19:

The uncertainty caused by the pandemic was disconcerting, but we soon realized that the House’s strong foundation had prepared us to navigate the new reality imposed by COVID-19. Although our Board had approved RMH-NY’s strategic plan before the pandemic, it provided us with two essentials for adjusting to life in the time of COVID-19: security and flexibility. Confronting each COVID-19 challenge with intention and creativity, we were pro-active in charting our way forward so that the House’s future would be decided by us instead of for us. Pivoting wasn’t always easy, but with some fine-tuning, the House continued to provide our families with a seamless circle of support. The RMH-NY team adapted to the demands of social distancing. From hosting our programs and events digitally instead of in person to providing our residents with COVID Care Kits, we implemented each change with the intention of easing the burden of the families we serve and keeping them safe.


Innovations the organization intends to continue permanently after the pandemic:

Our programs are so successful that we plan on incorporating them Post COVID into our mainstream programs. We expanded our reach amid the coronavirus outbreak, partnering with hospitals across New York City’s five boroughs, creating virtual programs: Musical Magic, Breathe in Breathe Out and a special curated program with Broadway Inspirational Voices. RMH-NY’s Program Team also assembled and delivered special hybrid packages to patients (children) and caregivers.


Official Charity Response


Ronald McDonald House New York provides care, support and services to families battling pediatric cancer and other serious illnesses within our House on East 73rd Street in Manhattan, as well as in partnering hospitals across the five boroughs. We are focused on addressing the social determinants of health, ensuring health equity among vulnerable and at-risk populations in New York City, and keeping families close to each other and the treatment their children need. •Our organization has served more than 59,000 pediatric cancer patients and their families over the past 40 years, throughout all five boroughs of New York City (the Bronx, Brooklyn, Manhattan, Queens and Staten Island), in addition to families across every state in the U.S. and around the world. Approximately 40% of families who stay at our House are international. • Ronald McDonald House New York’s 11-story, 79,000 square-foot House features 95 guest rooms – including six post-transplant suites – four full guest kitchens, complimentary laundry facilities, two outdoor terraces, private libraries, a dining room, living room, playroom, AOL Media Lounge, a wellness center and a 24-hour reception desk. • At Ronald McDonald House New York, we know that social determinants of health have a tremendous impact on an individual’s recovery from an illness – and unfortunately, these circumstances are largely responsible for health inequities. Research shows that while 20% of a person’s recovery from illness is based on clinical care, 80% is socially determined. Ronald McDonald House New York addresses these social factors and advances health equity by providing economic and financial assistance, food and nutrition, early childhood development, music and arts, transportation, peer-to-peer support, education, language access, culturally competent programming, and wellness services.  Less than two decades ago, approximately 80% of children staying at the House during treatment did not make it; today, 80% survive and thrive. • Our programs extend well beyond the confines of the House, as we have a strong presence in each of the five boroughs and continue to grow and strengthen our organization’s impact across New York City. We are committed to ensuring that all families – especially those in lower-income communities – have access to the critical resources and care they need to overcome serious pediatric illnesses. • We are reaching our hand out into the New York City community, providing support to local families outside of the House who need us most. Through partnerships with eight leading healthcare systems, we serve families with children undergoing treatment for cancer as well as other serious illnesses at New York City hospitals through various initiatives, and we continue to expand our offerings. •To provide health equity and support services to vulnerable and at-risk populations in New York City, Ronald McDonald House New York initiated a firsttime partnership with NYC Health + Hospitals, the largest public healthcare system in the United States. This partnership is particularly significant, as it addresses the social determinants of health in low-income neighborhoods and communities of color across New York City’s five boroughs that are often overlooked. o Designed to support families with hospitalized children, the Hospitality Carts stroll the hospital hallways with healthy treats, refreshments and personal care items. The Hospitality Carts are currently located at the Hospital for Special Surgery and NewYork-Presbyterian / Weill Cornell Medical Center.  •The Ronald McDonald Family Room at NYC Health + Hospitals/Kings County provides support to family members and caregivers of hospitalized children. The program offers laundry services, favorite foods, personal items, relaxation sessions, mail delivery and more, enabling families to focus on what is most important: their time together and beating cancer. ? As the Ronald McDonald Family Room remains closed due to COVID-19, we have pivoted to serve families at Kings County through meal deliveries to the NICU, PICU and pediatric units. Ronald McDonald House New York is currently developing plans to build additional respite centers in other major New York City hospitals that will significantly expand our care and support to families as they experience the most difficult fight of their lives.  •Ronald McDonald House New York’s Family Support Services offers families bedside support at the hospital. Through the Bedside Program, a dedicated team member from the Family Support team will travel to the hospital to provide oneon-one support for families. • Ronald McDonald House New York ensures children get the opportunity to be kids first and patients second. Our programs help provide children and their families with a sense of normalcy after treatment through various services, including wellness programs, educational tutors, music, art, transportation, activities for siblings, holiday and birthday parties, specialized support groups, a bereavement program and more. 

Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
6/1/20212019 81.42
12/1/20202018 77.69
5/1/20202018 77.61

This organization received multiple star ratings within this fiscal year, due to an update to it's Accountability and Transparency data and/or the receipt of an amended Form 990.

4/1/20192017 77.17
4/1/20182016 79.31
7/1/20172015 82.76
7/1/20162014 81.55
6/1/20162013 78.36
Rating Version: 2.0
6/1/20152013 82.06
4/1/20142012 83.21
4/1/20132011 80.32
4/1/20122010 86.07
9/20/20112009 88.09
Rating Version: 1.0
3/1/20112009 83.43
3/1/20102008 81.50
11/1/20082007 81.68
12/15/20072006 82.53
2/1/20072005 89.91
3/1/20062004 80.85
1/5/20052003 71.69
12/1/20032002 74.20
10/15/20022001 71.84

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

Not Currently Scored

Ronald McDonald House New York cannot currently be evaluated by our Encompass Rating Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.

Learn more about Impact & Results.

Do you work at Ronald McDonald House New York? Join the waitlist for an updated Impact & Results score.


Back to Top

Additional Information

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Largest Programs

Largest Programs



Ronald McDonald House New York reported its three largest programs on its FY 2019 Form 990 as:


$8,567,302

Spent in most recent FY

75%

Percent of program expenses


RMDH OF NEW YORK FOCUSES ON KEEPING FAMILIES CLOSE WHILE PEDIATRIC PATIENTS RECEIVE OUTPATIENT TREATMENT AT OUR 13 PARTNERING HOSPITALS. THE LARGEST PROGRAM AT RMDH OF NEW YORK IS TO PROVIDE A LOW COS ... (More)


$1,764,346

Spent in most recent FY

15%

Percent of program expenses


THE RMDH OF NEW YORK EDUCATION AND FAMILY ACTIVITIESPROGRAM CONSISTS OF COMPREHENSIVE EDUCATION PROGRAMS, SUPPORT PROGRAMSAND DOG THERAPY PROGRAMS. THE CORE EDUCATIONAL PROGRAM CONSISTS OF AFTER SCHOO ... (More)


$606,940

Spent in most recent FY

5%

Percent of program expenses


WITH OVER 9,000 VOLUNTEERS, THE VOLUNTEER PROGRAM AT RONALD MCDONALD HOUSE NEW YORK PROVIDES INTEGRAL SUPPORT TO OUR FAMILIES AND THE HOUSE. OUR CORPORATE & COMMUNITY GROUP VOLUNTEER PROGRAM ENLISTS O ... (More)


...   Leadership & Adaptability


This score provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.


Leadership & Adaptability Score

100

out of 100

The score earned by Ronald McDonald House New York is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


Back to Top

Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


Ronald McDonald House New York provides temporary housing for pediatric cancer patients and their families in a strong, supportive, and caring environment which encourages and nurtures the development of child-to-child and parent-to-parent support systems.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


Maintain the historical objective of RMH-NY to provide a “home away from home” for families and children impacted by pediatric cancer, and now to include NYC children and their families with other compatible pediatric illnesses. The mission of the House is now broadening. Our focus had been on servicing the pediatric oncology population targeted outside of NYC. Our new long-term strategy now includes leveling the playing field within NYC – with a goal to advance health equity for families with medically complex children. To do that, we are investing in the advancement of health equity by critically addressing social determinants of health throughout our New York City communities.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: Growth: Enhance the house for families during and after their stay. Expand through a network of Respite Centers based on the need for services in offsite locations to support kids and families in NYC.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Two: Evolution: Work with priority partners to refine the continuum of services, including establishing a “Virtual House” Platform.

Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.


Goal Three: Sustainability: Diversify funding sources. , through digital fundraising, grant procurement and other means focused on the organization's capacity to attend to the social determinants of health.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

100% of staff complete Clifton Strengths Assessment and receive introductory training and information. Leadership attend a 2-day workshop on Employee Engagement using Gallup’s framework. RMH-NY has an Internal Strengths/Development Coach working with new managers and emerging talent. RMH leadership participate in RMHC, global, educational series including courses and discussions on leadership and DEI. Leadership attend Internal training sessions including a leadership book club, DEI discussions, engagement and recognition. Leaders participate in AFP-NYC Professional Advancement presentations. RMH-NY has a Board of Associates as a non-policy making volunteer committee comprised of individuals in the community who have access to resources that further the House's mission. The BOA rely on their members’ passionate creativity to coordinate individual and team based projects that will assist with fundraising, service to families and mentoring relationships.

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Raising Awareness

  • Community Building

What are this organization’s external mobilizaton efforts?

RMH-NY works closely with our 16 partner hospitals to ensure that our services align with current protocols. As treatment protocols change, we adjust accordingly because RMH-NY is 100% focused on meeting the challenges and needs of the families. The House’s work extends to the community with our family rooms at Kings County Hospital in Brooklyn and Elmhurst Hospital in Queens. These provide an oasis of support at the nation’s largest public hospital system. RMH NY leadership participates in RMHC, global, educational series presentations on leadership and DEI with other non Profits. Leadership also presents at AFP-NYC Professional Advancement events and Change for Good events with other non profits. Cause marketing examples include point of sale at a register or an online promotion, creating a social media campaign that rewards clicks or views with a donation to RMH-NY. Opportunities exist for campaigns around Childhood Cancer Awareness Month Giving Tuesday, and World Cancer Day.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


The fear and uncertainty caused by the pandemic were disconcerting, but we soon realized that the House’s strong foundation had prepared us to navigate the new reality imposed by COVID-19. Although our Board had approved RMH-NY’s strategic plan before the pandemic, it provided us with two essentials for adjusting to life in the time of COVID-19: security and flexibility. Confronting each COVID-19 challenge with intention and creativity, we were pro-active in charting our way forward so that the House’s future would be decided by us instead of for us. Pivoting wasn’t always easy, but with some fine-tuning, the House continued to provide our families with a seamless circle of support. The RMH-NY team adapted to the demands of social distancing. From hosting our programs and events digitally instead of in person to providing our residents with COVID Care Kits, we implemented each change with the intention of easing the burden of the families we serve and keeping them safe. The pandemic also prompted RMH-NY to focus more intently on meeting the needs of a broader population, specifically families living in New York City. For example, we have eliminated the criteria that families must reside a minimum of 50 miles away to qualify for temporary lodging at the House. We have always nurtured strong relationships with our hospital partners, but in 2020 we reinforced RMH-NY’s status as valued partners in addressing the social determinants of health. By providing our partners with services that they were unable to offer during the pandemic. RMH-NY was recognized not only as a place to stay but an essential element of the treatment protocol for children with cancer.

Source: Nonprofit submitted responses

Additional Information

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Organization Leadership

Organization Leadership


Ruth Browne

President & CEO

Robert Grubert

Chairman Of The Board

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

100

out of 100

The score earned by Ronald McDonald House New York is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of an organization's Culture and Community by measuring its Constituent Feedback practices (see report below). Constituent Feedback data provides 100% of the basis for the initial evaluation of the Culture & Community Beacon.


Back to Top

Culture & Community Report

100

of 100 points

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Constituent Feedback

Constituent Feedback

Full Credit


This organization reported that it is collecting feedback.


Here's how this organization is listening and learning from the people they serve:


How is your organization collecting feedback from the people you serve?

Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person)


How is your organization using feedback from the people you serve?

To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve


With whom does your organization share the feedback you got from the people you serve?

The people we serve, Our staff, Our board, Our funders, Our community partners


What challenges does your organization face in collecting feedback from the people you serve?

It is difficult to get the people we serve to respond to requests for feedback, We don't have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, Other means


Briefly describe a recent change that your organization made in response to feedback from the people you serve.

On to the onset of COVID-19, an increase of families have expressed a need for mini-refrigerators within their rooms. We were able to collect that data to inform our decision making in what type and how we are able to include that in our families guest rooms. This project is still ongoing however RMH-NY is looking forward to seeing how it comes to fruition and know it will positively impact our families.



Methodology


Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective. We've partnered with GuideStar by Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Charity Navigator awards full credit for this Beacon to every nonprofit that is eligible for an Encompass Rating that completes the survey, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. This data is not evaluated for quality at this time. Validation will be added in future iterations of this Beacon.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

The Giving Basket is having a some issues. If you wish to donate, please refresh the page. If the problem persists contact us and include your Cart ID: Not Assigned