RONALD MCDONALD HOUSE CHARITIES OF EASTERN WISCONSIN INC

Our Primary Goal is to serve more families through the following ways:

1. REACH MORE FAMILIES and provide temporary housing and other programs to keep families together and support the health and well-being of children.

2. EXPAND OUR FOOTPRINT and establish a Family Room Program within one of our partner hospitals.

3. CREATE A MORE DIVERSE AND INCLUSIVE Work environment to better reflect the families we serve. We have identified the following specific strategies and objectives as being critical in helping us achieve these 3 main goals:

A. Solidify RMHC® Eastern WI as a workplace and volunteer place of choice through greater diversity, inclusion and employee engagement. A current priority for RMHC® Eastern WI is learning more about diversity and inclusion with a goal of having a more diverse staff, Board of Directors and volunteer base that reflects the families we serve. This includes intentional planning and recruiting for RMHC® Eastern WI's future employee and volunteer needs, training and personal development opportunities, as well as volunteer stewardship.

B. Expand the current House to increase the number of guest rooms, communal and program space so that we can better serve our families and work to ensure that NO FAMILIES ARE TURNED AWAY.

C. Enhance and add programs both within the RMHC® Eastern WI main House Program as well as develop external programs to expand mission reach. This includes exploring new programs to further engage families who stay at the House, as well as expanding external programs such as our Hospitality Cart Program and the Ronald McDonald Family Room at Rogers Behavioral Health. RMHC® Eastern WI is exploring how it can provide Milwaukee area families support and encourage health and wellness programs.

Objective #1: Be Inclusive in Mission and Reach
• Broaden the reach of RMHC services for family stays and within the facility
o Successfully complete House expansion and transition of operations into new space
o Establish and execute a process to better inform and engage past guest families and beneficiaries, creating more RMHC ambassadors to help drive our mission
o Incorporate inclusive and diverse family resources throughout RMHC
o Evaluate guest family eligibility requirements, including distance and health status
o Evaluate RMHC day service opportunities for families who otherwise do not qualify to stay at RMHC
o Evaluate and expand guest family resources and support programs
o Evaluate and expand transportation services for guest families.
• Develop an RMHC culture of inclusion through education and intentional efforts
o Identify & Develop appropriate EDI training for staff and volunteers
o Intentionally recruit & foster a more diverse board, staff and volunteer base
• Continue to strengthen relationships that broaden our reach outside the House
o Expand external relationships with those of diverse cultures and abilities
o Strengthen existing community relationships and population health efforts to expand service outreach within the community
o Identify and develop appropriate behavioral health training for staff and volunteers

Objective #2: Build and Retain Staff, Volunteers, Facilities and Services that meet the changing needs of RMHC and its families
• Develop a succession plan for known and unexpected turnover of key positions
• Maintain processes and procedures to best manage RMHC facility needs
• Increase Connectivity to RMHC stakeholders through new technologies
• Strengthen Hospital partner relationships
• Evaluate Staff benefits to attract and retain employees, making RMHC an employer of choice

Objective #3: Sustain Long-Term Financial Stability
• Continue to enhance the Development Team for current and future financial needs
• Develop a focused donor strategy for current and future needs
• Increase outreach and visibility in the community
• Continue focus on expense management and financial accountability

RMHC®-Eastern Wisconsin is financially strong, has no long-term debt and has a solid financial philosophy in place along with having established leadership in our CEO, Leadership Team, and our Board of Directors. We have a diverse donor base, including corporations, individuals, and foundations as well as the support from McDonald's, our mission partner.

The internal Leadership Team has a combined 100+ years of nonprofit management and development experience, while our 23-member board is comprised of leading local business, professional and community leaders.

Our staff of 18 full-time and 21 part-time employees is very dedicated to the RMHC® mission, and many have a personal connection to RMHC®. The same can be said for our Volunteer base which is 350+ strong and dedicated 27,598 hours of service in 2022 alone (despite the disruptions caused by COVID).

RMHC® is grateful to have a strong network of community partners including Kohl's, Northwestern Mutual, and Sensient Technologies, Inc., who have been extremely generous with their gifts of time, talent and financial support.

With the combined talents of our staff, volunteers, board and community partners, we have put together strong programming that supports the 1,830+ family stays (2,950+ pre-COVID), including:

- Art & Music Therapy - Pet Therapy
- Hospitality Cart - Rock the House (Live Music)
- Creative Arts Therapy - Family Garden Education
- Kids Can Cook
- Healthy Meal Program

RMHC continues to focus on stewarding existing and potential donors and continuously improving our already robust fundraising events and programs, which include Chef’s Dinner, Golf Classic, Gala, Holiday Boutique, our Pop Tab Program and several other creative initiatives designed to inform, engage and inspire supporters.

Utilizing our strong governance, operational management and care for donor dollars, we have developed a strong plan for maximizing our time and resources to meet our goals and objectives.

Our Ronald McDonald House proudly said yes to 1,835 families in 2022, who stayed a total of 15,953 days while their 1,891 patient-children were being treated at our partner hospitals. This is an 82% increase in the number of families we served compared to the year before. We continue to be responsive to the changing needs of our families, meeting each challenge with a unique combination of head and heart. We're proud of our decision to stay open in 2020-21 during the worst days of the COVID crisis so that we could continue to serve families in need. And we continued to grow our mission and vision reach – consistent with our strategic plans, especially in the following areas:

House Expansion: From December 2018 to March 2020, almost 400 families were delayed for 277 days due to occupancy. With the completion of our 3rd House expansion in 20 years in 2022, we can now provide 14 new and more spacious long-term guest rooms for those families who expect to stay 60+ days for their children’s treatment. This will allow us to “YES” to more families as we continue to return to pre-COVID occupancy rates.

Our Growing Commitment to EDI. Our 2022 expansion also includes multi-ability indoor and outdoor recreational and gathering spaces to give all our families the special spaces they deserve, and that everyone feels included in our community of support. Our EDI initiative, launched in 2020, includes an EDI Committee consisting of 4 staff, 1 leadership team member & 1 board member. Their efforts have been instrumental in helping us establish EDI training from expert EDI consultants, opportunities for individual & staff EDI development activities, and the transformation of our House chapel into a more inclusive “Reflection Room.” Our Board has also increased its diverse representation to 39% women and 9% BIPOC. And our staff has also increased to 5% BIPOC. We are also in the process of launching a paid internship program for diverse students who are interested in careers in human services and nonprofit charitable organizations. Our internship program has been a valuable resource for us to recruit permanent staff, including 1 leadership team member. And we are also developing relationships with other diverse organizations and EDI-committed groups to help us increase the diversity of our staff, board & volunteers.

In 2021, we opened our first Ronald McDonald Family Room at Rogers Behavioral Health (RBH). The Family Room concept is a welcoming, home-like space where families can connect with other families facing similar challenges, grab a snack, watch a movie, do laundry, play together or simply relax during long treatment days. As one of the world’s first Ronald McDonald Family Rooms that’s partnered with a behavioral health hospital, we are proud to support families that still confront societal stigmas about mental health, and to let them know that they are not alone as we embrace them with our RMHC hospitality.