Impact Report 2020

Mission 2020
Strategic Plan
Highlights

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While we may have been impacted by COVID-19 during 2020, that didn’t stop us from delivering upon our Mission 2020 long-term strategic goals. Over the past five years we have worked hard together to develop the RMHC brand and strengthen our service offering — with our achievements evidence of our resilience, focus, belief and drive.

Impact

We set ourselves a target to reach 60% more families from our 2015 level and have surpassed that target.


  • In 2020, we provided care, comfort and security for 36,000 families across the country despite the immense challenges and restrictions of COVID-19
  • We have clarified the criteria for establishing our Family Rooms across a variety of hospital types and sizes: we know where they are most needed, where they should be located and where we have a clear direction for growth with our RMHC Chapters, our hospital partners and our families
  • We have expanded our Family Room Program and opened new facilities in the John Hunter Hospital NICU, Wagga Wagga Hospital, Perth Children’s Hospital, Townsville Hospital and Wollongong Hospital
  • To reach more families with seriously ill and injured children we trialled our very first RMHC Hospitality Cart at the Mt Isa Hospital in August 2019 with outstanding success and positive feedback
  • We have identified and developed a pathway for addressing the gaps in our existing Programs and are focused on developing future initiatives to better support the emotional wellbeing of our families, the transition back to home for our families and more broadly promoting our National Learning Program and Family Retreats

Money

Our aim remains as always: reduce our own costs while increasing our fundraising efforts.


  • The adoption of the online Funraisin Platform brought annual savings of up to $130,000 and will continue to benefit the organisation in the years ahead
  • We developed a comprehensive National and local Bequest Program to support sustainable long-term income for future Mission delivery
  • In 2020 RMHC Australia acquired more than 12,000 supporters for the organisation while continuing to invest and grow our supporter base
  • Our partner McDonald’s® introduced new initiatives to support RMHC including the Kiosk Round-Up, the mymacca’s® App donation, and the trial of Tap ‘N Go donation units
  • The Charity Champions program has seen representatives from each of the McDonald’s corporate office departments working on ways to support our charity
  • McDonald’s IT Department secured RMHC Internet Access Hardware and services to the value of $35,000 (estimated at $200,000 over three years)
  • McDonald’s Safety Team provided best practice safety and security advice and support to 11 RMHC Chapters — and assisted in the successful rollout of Donesafe, an incident reporting software
  • The McDonald’s Finance Department created the House Optimisation Tool for use by Chapter Boards to allow effective measurement of fundraising expenses against revenue
  • The McDonald’s IT department brokered an agreement to install Telstra Fibre internet to all our Program locations, saving the Charity $6.5Million over 5 years.
  • By improving our donor journey, collaborating and leveraging our founding partner support, we have seen fantastic growth in our fundraising revenue across RMHC Australia and all 11 Chapters which rose from $21m in 2015 to $32M in 2020.

Power

Fully funded development opportunities designed to provide RMHC Chapter staff and volunteers with a learning experience they otherwise would not have been able to access.


  • For the third year running we have increased our investment in Learning and Development Scholarship opportunities for our staff by 5% compared to 2017, ensuring our people have all they need to deliver exceptional levels of care and support
  • The scholarships included Executive Coaching sessions for senior staff with eight one-on-one coaching sessions with a qualified Executive Coach
  • We introduced staff and volunteer engagement surveys assisting Chapters to better understand and support their people
  • Our Volunteers’ Conference 2019 helped us to recognise our volunteers’ efforts and the 82,000 hours they have given to our Houses and Family Rooms each year

Alignment

As a federated system it is important that we unite and look at ways we can save money and improve our services collectively.


  • Our National Privacy Policy and Manual has been implemented to ensure the information we hold about staff, volunteers, families and the RMHC system is stored safely and securely
  • We have simplified our IT environment to promote a more centralised management of business processes across Chapters to support the increased efficiency of Program delivery
  • We have implemented our National Risk Policy Framework to develop best practice processes and systems across the organisation — which has been adopted by every RMHC Chapter
  • We implemented MYOB EXO and Office 365 giving us one communication system across the Charity
  • 10 Chapters are now moving to a CRM system to enhance fundraising needs

Champions

At RMHC our highest priority is the safety of our families, staff and volunteers.


  • We have embedded safeguarding children and young people compliance across all our systems — all staff, volunteers and Board members must now undertake online training about how to keep our young people safe whilst in our Programs
  • Senior leaders have finalised a framework to embed this important set of values and culture across the organisation
  • Our ongoing roll-out of a culture of continuous improvement that is benchmarked against national standards has continued with 100% of Chapters achieving Australian Childhood Foundation (ACF) accreditation readiness
  • Our first Social Return on Investment (SROI) Study has been completed showing that for every $1 invested, up to $3.60 in social economic value is returned — a 360% return on investment
  • SROI revealed 88% of our families said the House helped them feel less stressed or anxious; 94% of families believe their child’s education benefitted from the National Ronald McDonald Learning Program; and 90% of families experienced improved physical wellbeing when using our Family Rooms

Talk

One of our most powerful assets is the strength of our brand.


  • We developed our National Promotional Plan to increase the public’s understanding that we require donations to help fund our Programs and that we are an independent charity
  • The Promotional Plan included RMHC’s first dedicated paid media budget, advertising and development of consistent and compelling brand assets which can be used by our whole system
  • Positivity and familiarity with RMHC brand increased from 70% to 74% in 2020 despite the restrictions in activities due to the COVID-19 pandemic*
  • We have seen a positive shift in brand comprehension and fundraising through improved website traffic and donations, as well as an uplift in McDonald’s restaurant revenue
  • Since launching our Promotional Plan, we have received over $3.5M in bonus media support across TV, Digital, Outdoor and Print
  • In 2019 we were ranked the 7th Most Trusted Charity in Australia*

*AMR Trusted Charities Index 2020 & 2019