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Orlando FL | IRS ruling year: 1996 | EIN: 59-3211250
Ronald McDonald House Charities of Central Florida (RMHCCF) finds, creates and supports programs that directly improve the health and well being of children and fami ... (More)
Ronald McDonald House Charities of Central Florida (RMHCCF) finds, creates and supports programs that directly improve the health and well being of children and families. Our cornerstone program, the Ronald McDonald House (RMH), provides a home-away-from-home that offers comfort and care to families of children being treated at local hospitals and medical facilities. There are two Ronald McDonald Houses in Orlando; one is located on the campus of Florida Hospital for Children and the other is on the campus of Arnold Palmer Medical Center. (Less)
Great
This charity's score is 90%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 90% Accountability & Finance, 10% Leadership & Adaptability. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 5/1/2021 | 2019 | 88.82 |  |
| 2/1/2020 | 2018 | 91.85 | |
| 12/21/2018 | 2017 | 91.33 | |
| 4/1/2018 | 2016 | 91.69 | |
| 5/1/2017 | 2015 | 91.64 | |
| 6/1/2016 | 2014 | 92.85 | |
| Rating Version: 2.0 | |||
| 12/22/2015 | 2014 | 94.58 | |
| 3/1/2015 | 2013 | 89.96 | |
| 2/1/2015 | 2013 | 88.81 | |
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. | |||
| 12/20/2013 | 2012 | 91.14 | |
| 5/1/2013 | 2011 | 92.63 | |
| 4/1/2012 | 2010 | 90.87 | |
| 9/20/2011 | 2009 | 91.00 | |
| Rating Version: 1.0 | |||
| 4/1/2011 | 2009 | 87.93 | |
| 6/1/2010 | 2008 | 90.42 | |
| 2/1/2009 | 2007 | 75.19 |  |
| 12/1/2007 | 2006 | 77.99 | |
| 12/15/2006 | 2005 | 72.43 | |
| 1/1/2006 | 2004 | 89.38 | |
| 1/5/2005 | 2003 | 87.02 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Ronald McDonald House Charities of Central Florida is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Ronald McDonald House Charities of Central Florida has earned a 89% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| 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:
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| 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.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
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
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| 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:
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) | |
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
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 9.00% - 7.5/10 ptsLiabilities to Assets Ratio - 9.00% - 7.5/10 pts
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
Working Capital Ratio - 4.00 years - 10/10 ptsWorking Capital Ratio - 4.00 years - 10/10 pts
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
Fundraising Efficiency - $0.14 - 7.5/10 ptsFundraising Efficiency - $0.14 - 7.5/10 pts
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
Administrative Expense Ratio - 4.10% - 10/10 ptsAdministrative Expense Ratio - 4.10% - 10/10 pts
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 Expense Ratio - 15.40% - 5/10 ptsFundraising Expense Ratio - 15.40% - 5/10 pts
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
Program Expense Ratio - 80.40% - 8.68/10 ptsProgram Expense Ratio - 80.40% - 8.68/10 pts
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
Program Expense Growth - 4.51% - 5.52/10 ptsProgram Expense Growth - 4.51% - 5.52/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. 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
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
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
Lou Ann DeVoogd, President, CEO
$123,377 (3.38% 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 2020
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:
Gifts, grants, or loans to other organizations (BMF activity code: 602)
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)
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 search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Ronald McDonald House Charities of Central Florida) or EIN (593211250) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. 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, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Ronald McDonald House Charities of Central Florida reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Staffing
How COVID-19 impacted the organization's operations financially:
For revenue, the organization's special events were most affected by the COVID-19 pandemic. In 2019, the revenue from special events was nearly $800,000 but dropped to $515,000 in 2020 when most of the events had to go virtual. It did increase to $608,000 in 2021 and we anticipate being at $685,000 in 2022. But these numbers are still far below pre-pandemic numbers. Corporate and foundation giving also suffered as many organizations shifted their giving to organizations on the front-lines of the pandemic and organizations providing basic needs such as food assistance. Fortunately, individual giving did increase as our core supporters were driven to support the mission. And PPP funding was secured to fill the gap from other revenue streams. Throughout 2020, we instituted a hiring freeze to control personnel costs and furloughed select staff for a limited time. Thankfully, we lifted that in 2021 and are now at full capacity for staffing.
How COVID-19 impacted the organization's delivery of programs:
In 2019, we served 2,391 families at a Ronald McDonald House in Orlando, and underwent a full refurbishment of two houses and an expansion in the third. We increased our capacity to 84 bedrooms and improved efficiencies which would allow us to serve more families with a quicker turnaround. We anticipated serving nearly 3,000 families in 2020 with these improvements. Unfortunately, the pandemic changed our plans. We served 891 families in 2020 and 1,165 families in 2021. We also had to completely suspend our volunteer programs, which includes the Share-A-Meal Program where volunteers come and cook lunch and dinner daily for the families. Because of this, we had to purchase meals and food so that our families could still benefit. We implemented a plan for phasing in reentry with 25% capacity, followed by 50% capacity, 75% capacity, and then full capacity. We were finally able to bring back volunteers in January 2022 and opened to full capacity in April 2022,
How this organization adapted to changing conditions caused by COVID-19:
During COVID-19, our operations changed quite dramatically but the need for our services continued to be critical for the families. We cautiously phased in our operations and are happy to be at full capacity currently. But during that time, we instituted social distancing guidelines with signage on the floor identifying six foot distance markers. We installed plexi barriers at the front desk to create a clear partition between guests and staff. We put in hand sanitizer stations throughout the houses. We required every person in the houses to wear a mask at all times outside of their bedrooms. We closed all the common areas, including sitting areas, family rooms, and the kitchen to families requiring them to eat in their bedrooms. We also instituted a thorough sanitization and cleaning program for all areas of the houses.
Innovations the organization intends to continue permanently after the pandemic:
We will keep the hand sanitizer stations throughout the houses and the cleaning and sanitization practices and procedures will remain in place. Because we are dealing with families who have immunocompromised children, it is critical that we provide the safest and healthiest environments for them.
Not Currently Scored
Ronald McDonald House Charities of Central Florida cannot currently be evaluated by our 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.
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Ronald McDonald House Charities of Central Florida reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Housing and Support for Ill and Injured Children
Ronald McDonald House Charities of Central Florida cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
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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Ronald McDonald House Charities of Central Florida has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon 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.
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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Our Mission Ronald McDonald House Charities of Central Florida finds, creates, and supports programs that directly improve the health and well-being of children and families. Our Purpose Our cornerstone program, the Ronald McDonald House, provides a home away from home for families with children receiving treatment at hospitals and medical facilities in Orlando. Before the Ronald McDonald Houses, parents were sleeping in their cars or in chairs in the waiting room, eating out of vending machines, or bearing the expense of impersonal hotel rooms.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
A world where all children have access to medical care and their families are supported and actively involved in their children's care.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: World Class Experience Refine, improve, and deliver a world class hospitality experience that fosters family healing in an environment of quality and safety.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Strategic Partnerships Renew, establish, and cultivate our strategic partnerships that, in turn, strengthen RMHCCF. Expand our demographic, geographical, and digital sphere of influence and reach.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Sustainability Grow and align our donor base with our strategic initiatives. Increase our ability to be stable in crisis and set the organization up with passive income for the next generation.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
RMHCCF strongly encourages staff to participate in community organizations and workshops available to nonprofit and corporate personnel. Most notably, the Edyth Bush Institute for Philanthropy and Nonprofit Leadership is a key resource to the Central Florida nonprofit community. RMHCCF team members have earned certificates in Nonprofit Management, Leadership Practice, Volunteer Management, and more. Team members have also participated in The Allstate Foundation Nonprofit Leadership Center's Executive Leadership Program. RMHCCF covers the costs of participating in these programs. In addition, team members at all levels serve on and lead planning committees which include developing the strategic plan, creating a new performance review, and organizing staff outings. RMHCCF adopts a "team of teams" mentality so that everyone feels included and encouraged.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
RMHCCF seeks to engage in strategic partnerships throughout the community with this being one of the four pillars of our strategic plan. First, we partner with our three pediatric hospital partners to ensure a world class experience for our families, and that the care they receive is seamless with their medical treatment. Team members are active participants, leaders, and presenters with organizations such as the Edyth Bush Institute, which also serves as a vehicle for sharing and collaborating with other nonprofits. RMHCCF has also participated in the Victory Cup Initiative (VCI), a storytelling competition that brings multiple nonprofits together to master their messaging and to learn from each other. This has been a valuable tool for idea sharing in workshops. Finally, RMHCCF has a comprehensive marketing and branding annual campaign through platforms like Facebook (10,000+ followers), Instagram (1,500+ followers), and LinkedIn (1,300+ followers).
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The biggest change over the last year is the leadership of the organization. After 25 years, the founding President & CEO retired bringing in new leadership for the first time in the organization's history. The original CEO built the organization from the ground up, including three Ronald McDonald Houses on three separate pediatric hospital campuses, making Orlando just one of six cities nationally to achieve this. Her work set the organization up for success and made RMHCCF one of the most recognizable nonprofit brands in the Central Florida market. The new CEO has already built upon this with a goal of making RMHCCF Central Florida's charity of choice. This includes a strategic plan with four key pillars, including: 1) Dream Team ... 2) Sustainability ... 3) Strategic Partnerships ... 4) World Class Experience. With this plan in place, it has been key to engage the community in active listening and participation to elevate the organization to higher levels. This has involved strengthening existing partnerships and engaging prospects through our mission and meaningful tours of the houses. RMHCCF is also planning to expand its programs across the nine county Central Florida region by bringing the Hospitality Cart program to other hospitals in those counties. These carts bring the comforts of the Houses directly to the families in the hospitals but who may not need to stay in the Houses. Through this program, we can support more families and raise the awareness of our programs and missions to more people. This will, in turn, generate more support from the community. By making Ronald McDonald House Charities of Central Florida the charity of choice for the community, the organization will navigate through economic downturns and ensure that its doors remain open 365 days a year.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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