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~-~ <br />Work PlanlPerformance Measures <br />Summary <br />According to Ronald McDonald House (RMH) Charities and local North Carolina hospitals, there s a <br />need in the surrounding counties for low-cost or free temporary, housing & basic needs (food) for <br />non-local families of hospitalized, critical pediatric patients. Families have to spend an average of <br />$r5o/day for a regular motel room and meals or have to stay in thew cars, hospital lobbies or <br />waiting rooms, Families would be in a strange place, with amotel-room type setting, limited access <br />to food, to socialization and to community information. To help meet this need, RMH Charities <br />established a local Ronald McDonald House, operated mainly through volunteers, Without them, <br />management would have to hire staff at a cost of approximately $So,ooo a year. <br />RMH is a 20,000 square-foot, free-standing, non-profit residential facility with 3o bedrooms and <br />private baths. It has a common kitchen for guests to prepare meals and socialize along with quiet <br />areas for fellowship, According to its Volunteer Director, its services rely on ahigh-quality volunteer <br />base to aid with operations, patient contact, guest relations, volunteer recruitment, maintenance and <br />community information, <br />-This volunteer pool provides stability and consistency so staff can focus on direct services such as <br />programming, fundraising and operations. <br />- Their investments of time, energy, commitment and reliabffity make the environment positive and <br />easy for' new volunteers to join. It presents a setting for families to feel safe and to share fellowship.. <br />- RMH has a low staff to client ratio equivalent to '7 full-time staff:rzoo families (2-3 family <br />members) annually. (Ronald McDonald House) <br />Page 48 <br />