Mission: The Ronald McDonald House of Chapel Hill provides a home-away-from-home for families of children who are receiving health services at area hospitals. The House offer ... (More)

Ronald McDonald House of Chapel Hill is a 501(c)(3) organization, with an IRS ruling year of 1984, and donations are tax-deductible.

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Contact Information

  http://www.rmhch.org

  101 Old Mason Farm Road
Chapel Hill NC 27517 

  919-913-2040


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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.




Exceptional

This charity's score is 93.57, earning it a 4-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.

View this organization’s historical ratings.


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Star Rated Report

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Program Expense

Program Expense Ratio

82.2%


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

8.9%


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

8.8%


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

0.6%


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

$0.15


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

6.21 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

4.14%


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 can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. 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)

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

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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



Liz Snyder, Former Executive Director

$73,819 (3.41% of Total Expenses)


Heather Shanahan, Executive Director

$43,678 (2.02% 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 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 of Chapel Hill reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Grants Received

  • Balance Sheet


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

We are grateful that we were able to remain open throughout the pandemic, however we were required to follow protocols set forth by Ronald McDonald House Charities Global in an effort to maintain the health and safety of our guest families and staff. From March 11, 2020 - August, 2020, we were unable to accept new guest families. When we began accepting families again, it was at 25% capacity, negatively impacting our revenue. Historically, we have qualified for grant revenue from NC counties we support, but fewer families disqualified us from those opportunities. We had gotten off to a great start with an individual donor campaign in late 2019 that would have carried us through 2020, but with so much uncertainty in the world, it was a difficult time to make those asks. Finally, our development model has historically been well-supported by in-person events. We had to shift to a virtual Gala, cancel our fall "foodie" fundraiser in favor of an online auction, cancel our Clay Shoot.


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

We were unable to accept new guest families from March 11 - August, 2020. Additionally, our Family Room at UNC Children's Hospital remained closed until January 2021. When we were able to reopen rooms at the RM House, it was at a reduced capacity to allow for social distancing and adequate ability to clean and sanitize. We provided hotel referrals for families we were unable to support. Our common areas were closed, so we shifted meal service to packaged meals that guests could eat in their rooms. We provided grocery service for guests in apartments. Many of the programs we would offer families for respite care were cancelled or shifted to virtual delivery platforms. We began to see families suffering from food insecurity in the hospital and in the greater community. We shared multiple pallets of food with UNC Children's Hospital to distribute to families. We also provided food to the Chapel Hill Carrboro school system for distribution, as well as to local food banks.


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

With our kitchens and common areas closed, we had made guest rooms more like apartments. We added mini fridges to each room and gave each family dishes and cleaning supplies to be more self-sufficient in their rooms. We stocked grocery staples in rooms and turned our front desk into a concierge station. Local restaurants were very supportive and often donated individually packaged meals, and many of our volunteer meal groups purchased meals for families since they could not cook on premise. We implemented rigorous cleaning protocols and sanitized all high-traffic areas every three hours. We sent any staff with underlying health issues to work remotely, and moved to a blocked schedule system of "team A" and "team B" so that we would have business continuity in the event of a positive case and the need to quarantine. We devoted a great deal of energy to supporting the well being of families as they could not come together for emotional support in the hospital or in our space


Innovations the organization intends to continue permanently after the pandemic:

We made the transition to a paperless check in process for guest families during COVID. This allows families to check in prior to arrival, or use a tablet for check in at our facility. We are blessed with beautiful outdoor facilities and a one-acre courtyard garden. We have added new furniture for seating, dining al fresco and games, which everyone has really enjoyed. We will definitely retain these additional spots for respite. We have incorporated activity kits for families to use in their rooms, as well as TV's that can checked out by families (usually we only have TV's available in common areas).


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
2/1/20212019 93.57
12/20/20192018 94.14
8/1/20192017 92.98
5/1/20192017 91.44

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

4/1/20192017 89.35
3/1/20182016 92.56
5/1/20172015 88.18
6/1/20162014 85.40
Rating Version: 2.0
6/1/20152013 82.37
2/1/20142012 86.75
9/1/20132011 83.36
8/1/20132011 80.37

...   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 of Chapel Hill 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 of Chapel Hill? Join the waitlist for an updated Impact & Results score.


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Additional Information

Unscored

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Largest Programs

Largest Programs



Ronald McDonald House of Chapel Hill reported its largest program on its FY 2019 Form 990 as:


$1,806,569

Spent in most recent FY

100%

Percent of program expenses


THE MISSION OF THE RONALD MCDONALD HOUSE OF CHAPEL HILL, INC. IS TO PROVIDE A "HOME-AWAY-FROM HOME" FOR FAMILIES OF SERIOUSLY ILL OR INJURED CHILDREN WHO MUST TRAVEL FROM ACROSS NORTH CAROLINA AND BEY ... (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 of Chapel Hill 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.


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Leadership & Adaptability Report

100

of 100 points

Mission

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


The mission of the Ronald McDonald House of Chapel Hill is to provide a "home away from home" for families of seriously ill or injured children who must travel across NC and beyond for specialized medical treatment at an area hospital.


Source: Nonprofit submitted responses

Vision

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


Our vision is to care for families in life-altering moments, during the days and months that children spend in area hospitals. Our programs will allow families to spend additional time with a sick child, help ease their financial burdens, provide a sense of normalcy, and keep families together during times of medical crisis.


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: Create a centralized repository and document retention policies for all RMHCH records, files, documents, contracts, financial data and employee records by 12/31/2021.

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


Goal Two: Develop three (3) new Guest/Family engagement programs to support families in our socially distanced environment during and after COVID-19.

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


Goal Three: Develop and implement strategies to offer a greater level of support to planned giving platform. Implementation completed by 12/31/2021.

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

Our organization participated as a group in a robust DEI program, as well as follow up programs from HBCUs. Additionally, our staff completed required training to allow us to become a certified Healthcare Hospitality House. Our team participates in ongoing training to stay current on nonprofit law and accounting practices.

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

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

We participate in learning opportunities through the NC Center for Nonprofits and the National Charitable Gift Planners association. Our Sr Director of Ops serves on the national board of the Healthcare Hospitality Network. We participate in numerous focus groups through RMHC Global and are members of two local Chambers of Commerce. We are very active on social media: Facebook, LinkedIn, Instagram and TikTok. We engage a very large individual and volunteer support group. We greatly value our partnership with UNC Health and the learning opportunities we have through this relationship and our proximity and support from UNC.

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.


Service and support to our guest families during these difficult times has been our true north. Additionally, we have remained critically aware of the fact that if any members of our staff or guest families became ill, we would need to suspend operations for a period of time. We began masking and cleaning protocols, distancing and not assembling long before these steps were required, and assembled an extremely complex plan for a phased reopening as we return to normal conditions. This plan was submitted to RMHC Global's team of health care experts and epidemiologists for approval. We have focused on creating a culture of care for families during a time which has been very isolating. We developed a program for NICU families, our largest % of guests called "A Personal Touch." This consisted of additional room enhancements that greeted families upon arrival. As the weather has cooperated, we have encouraged families to seek healing in nature. Our facility has beautiful restorative spaces, which our professionally landscaped, one-acre courtyard garden serving as the heart of our property. Generous volunteer groups purchased additional furniture, we purchased large umbrellas for shade, we have outdoor games for families to play, and we have provided outdoor concerts and ice cream trucks. We have delivered inspirational notes to families, and covered our entrance with inspirational messages. We turned our Family Room at UNC Children's Hospital into a "grab and go" food distribution point, and have remained responsive to food insecurity in our community by supporting external groups who were equipped to distribute resources.

Source: Nonprofit submitted responses

Additional Information

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Organization Leadership

Organization Leadership


Heather Shanahan

Executive Director

Matt Coward

President

...   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

Not Currently Scored

Ronald McDonald House of Chapel Hill is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback data. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.

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.


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Culture & Community Report

Unscored

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Constituent Feedback

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.


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 award every nonprofit that completes the Candid survey full credit for this Beacon, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. Although the data is not evaluated for quality at this time, future iterations of this Beacon will include third party or other data that will serve to validate the information provided by the nonprofit.

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.

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