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RONALD MCDONALD HOUSE NONPROFIT SECTOR

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Nonprofit Sector. Ronald McDonald House. Mission statement. “Ronald McDonald House at Stanford creates a home-away-from-home and supportive community for families of children with life-threatening illnesses receiving specialized treatment at local hospitals .”. Nonprofit information. - PowerPoint PPT Presentation

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Page 1: Nonprofit Sector

R O N A L D M C D O N A L D H O U S E

NONPROFIT SECTOR

Page 2: Nonprofit Sector

MISSION STATEMENT

• “Ronald McDonald House at Stanford creates a home-away-from-home and supportive community for families of children with life-threatening illnesses receiving specialized treatment at local hospitals.”

Page 3: Nonprofit Sector

NONPROFIT INFORMATION

• Opened in 1979 becoming the 5th RMH.• Donations make up 85% of funding.• Holds 47 families at full capacity.• 12 full-time staff, 100 volunteers.• Contains: Communal kitchen and dining room,

Children’s Activity Room, Teen Recreation Center, Computer Center, family library, and fitness center.

Page 4: Nonprofit Sector

SUMMARY FINANCIAL INFORMATION

Page 5: Nonprofit Sector

FULL-TIME POSITIONS • COO, Executive Assistant, Development Director, Major Gifts

Officer, Development Officer, Data Coordinator, Events & Communications Coordinator, House Operations Director, Accommodations Manager, Custodial Maintenance Technician, Family Services Director, Volunteer Coordinator, Family Activities Coordinator, Finance Director, Weekend Managers.

Page 6: Nonprofit Sector

AREA OF INTEREST

• Family Services and Programs• Family Service Director – Bri Carpaño-Seoane• Family Activities Coordinator – Sarah Reichanadter

Page 7: Nonprofit Sector

FAMILY SERVICE DIRECTOR INTERVIEW

• Professionalism is not lower in nonprofit, good education is key, learn management philosophies, run like a business, “realize, accept and embrace that you won’t be a millionaire” and don’t get burnt out.• Works close with CPA (financial director),

development director and Executive director.

Page 8: Nonprofit Sector

FAMILY SERVICE DIRECTOR INTERVIEW, CONTINUED

• Over half the families are Spanish-speaking only, some recent immigrants and many undocumented. Entire department is bi-lingual. • “Organizational values” are important and keep

away potential value clashes.• Confidentiality agreements and conflict of interest

statements help prevent legal/ethical issues.

Page 9: Nonprofit Sector

FAMILY SERVICE DIRECTOR INTERVIEW, CONTINUED

• Very stressful job due to:• Small staff• Working with small children• Working through lunch• Working too many hours

• Stress coping mechanisms?• Crying helps her to unwind on the way home• Helpful having an emotionally supportive husband

Page 10: Nonprofit Sector

FAMILY ACTIVITIES COORDINATOR INTERVIEW

• Work with local community groups and families• Corporations like Google• Churches

• Manages activities, families and volunteers• Meals for Munchkins• Arts and Crafts• Community Room

• Educational background• International Relations in Spanish• Specializing in child development

• 3½ years at RMH, 2 years in Mexican orphanage

Page 11: Nonprofit Sector

FAMILY ACTIVITIES COORDINATOR INTERVIEW, CONTINUED

• Works closely with family service director, volunteer coordinator and volunteers.• Speaking Spanish is vital for this nonprofit.• Again, “Organizational values” are held, but

correspondence with hospitals and outside organizations don’t always hold the same values.• Privacy is important in protecting the families. No

pictures, no sharing information, protect the children.

Page 12: Nonprofit Sector

FAMILY ACTIVITIES COORDINATOR INTERVIEW, CONTINUED

• Important skills to have:• Multitasking• Ability to react to the unknown • Flexibility• Working in crisis's• Professionalism• Keep emotions out of it• Be caring• Be compassionate

Page 13: Nonprofit Sector

FAMILY ACTIVITIES COORDINATOR INTERVIEW, CONTINUED

• Working with sick children and their families can be stressful, especially when a death occurs.• Important to:• Not take in too much (keep work and own life separate)• Keep good relationships with staff• Prioritize work to prevent burn out.• Most importantly… BREATHE!