Concordia Place is located in Chicago, IL. The organization was established in 2003. According to its NTEE Classification (P33) the organization is classified as: Child Day Care, under the broad grouping of Human Services and related organizations. As of 06/2021, Concordia Place employed 166 individuals. This organization is an independent organization and not affiliated with a larger national or regional group of organizations. Concordia Place is a 501(c)(3) and as such, is described as a "Charitable or Religous organization or a private foundation" by the IRS.
For the year ending 06/2021, Concordia Place generated $8.7m in total revenue. This organization has experienced exceptional growth, as over the past 6 years, it has increased revenue by an average of 10.4% each year . All expenses for the organization totaled $6.7m during the year ending 06/2021. While expenses have increased by 6.5% per year over the past 6 years. They've been increasing with an increasing level of total revenue. You can explore the organizations financials more deeply in the financial statements section below.
Form
990
Mission & Program ActivityExcerpts From the 990 Filing
TAX YEAR
2021
Describe the Organization's Mission:
Part 3 - Line 1
CONCORDIA PLACE PROVIDES EDUCATION, ENRICHMENT, AND HANDS-ON EXPERIENCES FOR YOUNG CHILDREN, YOUTH, TEENS AND PARENTS. ALIGNED WITH ITS MISSION TO CREATE INVOLVED COMMUNITIES WHERE ALL OUR NEIGHBORS CAN GATHER, LEARN, AND GROW," CONCORDIA PLACE OFFERS A RICH, MULTI-FACETED DIVERSITY. SINCE ITS CREATION IN 1981, CONCORDIA HAS GROWN PHYSICALLY AND PROGRAMMATICALLY TO OPERATE FOUR CENTERS AND SERVE CHILDREN AND FAMILIES ACROSS THE CHICAGO AREA.
Describe the Organization's Program Activity:
Part 3 - Line 4a
CHILDRENS PROGRAMSEARLY CHILDHOODCONCORDIA OPERATES FOUR EARLY CHILDHOOD CENTERS TO PROVIDE QUALITY LEARNING AND DEVELOPMENT OPPORTUNITIES FOR CHILDREN AND SERVES THE WHOLE FAMILY THROUGH PARENT EDUCATION AND SUPPORT. YOUNG CHILDREN BUILD A FOUNDATION FOR LEARNING THROUGH PURPOSEFUL PLAY. WITH A FOCUS ON EACH CHILD'S OVERALL DEVELOPMENT, THE PROGRAMS INCORPORATE TEACHER-DIRECTED AND CHILD-INITIATED ACTIVITIES THAT BUILD BOTH COGNITIVE AND MOTOR ABILITIES, TEACH SOCIAL SKILLS, ENCOURAGE POSITIVE SELF-IMAGES, AND FOSTER A LOVE OF LEARNING. THE DEVELOPMENTALLY APPROPRIATE CURRICULUM FOLLOWS THE ILLINOIS EARLY LEARNING AND DEVELOPMENT STANDARDS AND PROVIDES PARENT INVOLVEMENT ACTIVITIES, WHICH ARE THE KEYSTONES OF OUR CHILDREN'S PROGRAMS.EACH CLASSROOM MEETS OR EXCEEDS STATE REQUIRED STAFF-CHILD RATIOS. TEACHERS HAVE DEGREES IN EDUCATION, EARLY CHILDHOOD EDUCATION, OR CHILD DEVELOPMENT. CONCORDIA EVALUATES EARLY CHILDHOOD PROGRAMS BY MEASURING PROGRESS OF EACH CHILD AS WELL AS AT A CLASSROOM OVERALL IN MEETING CRITICAL MILESTONES. TEACHING STRATEGIES GOLD IS THE RESEARCHED-BASED METHODOLOGY THAT INFORMS INSTRUCTION, PROMOTING 36 LEARNING OBJECTIVES THAT ARE STRONG PREDICTORS OF FUTURE SUCCESS. TEACHERS OBSERVE EACH CHILD'S DEVELOPMENT AND DOCUMENT PROGRESS AND LEARNING OVER TIME, COMMUNICATE WITH FAMILIES, AND FACILITATE COMMUNICATION AND STRATEGIES AROUND ANY POTENTIAL AT-RISK AREAS. AS A RESULT, CHILDREN WHO MIGHT HAVE BEEN AT RISK OF ACADEMIC FAILURE, ARRIVE AT KINDERGARTEN PREPARED FOR FUTURE ACADEMIC SUCCESS.EVALUATING THE CHILDREN'S PERFORMANCE AND GROWTH OVER THE FY21 SCHOOL YEAR DEMONSTRATED 97% OF CHILDREN TRANSITIONING INTO KINDERGARTEN FROM CONCORDIA PLACE PRESCHOOL MET OR EXCEEDED STANDARDS IN SIX DEVELOPMENTAL AREAS.CONCORDIA OPERATES 10 HOURS A DAY, YEAR-ROUND SO THAT PARENTS HAVE THE ABILITY TO WORK AND PURSUE OPPORTUNITIES FOR THEIR FAMILIES. 100% OF PARENTS REPORTED THAT CONCORDIA PLACE'S YEAR-ROUND, FULL-DAY PROGRAMMING WAS IMPORTANT TO THEIR FAMILY.WE USE A SLIDING SCALE TUITION MODEL, LEVERAGE THE CHILD CARE ASSISTANCE PROGRAM (CCAP) FUNDING FOR ELIGIBLE LOW-INCOME FAMILIES, AND OFFER SCHOLARSHIPS TO ENSURE THAT WE SERVE FAMILIES FROM A WIDE ARRAY OF ECONOMIC LEVELS. IN FY21, CONCORDIA SERVED 431 CHILDREN 6 WEEKS TO 5 YEARS OLD. ALL FOUR CENTERS WERE OPEN FOR IN-PERSON LEARNING AND CARE.A CONCORDIA PLACE GUIDING PRINCIPLE IS "A PLACE OF EXCELLENCE, AND AS OF FEBRUARY 2022, ALL FOUR CENTERS HAVE ACHIEVED ACCREDITATION BY THE NATIONAL ASSOCIATION FOR THE EDUCATION OF YOUNG CHILDREN (NAEYC). THIS IS A RIGOROUS, VOLUNTARY PROCESS THAT HAS BECOME THE BENCHMARK OF QUALITY. THE MULTI-STEP PROCESS TYPICALLY TAKES 2 YEARS OR MORE TO COMPLETE; IT IS COMPREHENSIVE WITH OPERATIONS POLICIES AND PROCEDURES, PROGRAMMING PRACTICES, AND OBSERVATIONS FROM THE CLASSROOMS. HOME VISITINGOUR PERSONALIZED, HOME VISITING PROGRAM OFFERS CHILD DEVELOPMENT AND PARENTING SUPPORT FOR EXPECTANT MOTHERS AND FAMILIES WITH YOUNG CHILDREN UNDER THREE YEARS OLD. SERVICES ARE FREE TO INCOME-ELIGIBLE FAMILIES.CONCORDIA PLACE LAUNCHED THIS NEW PROGRAM IN JANUARY 2020, RIGHT BEFORE THE PANDEMIC SHUTDOWN, YET IT HAS DEVELOPED AND GROWN AS WE REACH OUT TO CLINICS, DENTAL OFFICES, WOMEN'S SHELTERS, AND OTHER COMMUNITY SERVICE ORGANIZATIONS. THIS PROGRAM FOSTERS RESILIENCE, STRENGTHENS THE FAMILY CORE, AND HELPS FAMILIES THRIVE. FAMILIES RECEIVE BIWEEKLY VISITS BY A TRAINED FAMILY SUPPORT SPECIALIST TO PROVIDE THEM WITH SUPPORTS THAT INCLUDE ONE-ON-ONE PARENTAL TRAINING, POSITIVE PARENTING TECHNIQUES, DEVELOPMENTALLY APPROPRIATE MATERIALS AND ACTIVITIES, AND BY OFFERING REFERRALS AND CRISIS SUPPORT AS NEEDED. THE ULTIMATE OUTCOMES OF THIS EVIDENCE-BASED PROGRAM ARE TO HELP END THE CYCLE OF POVERTY BY PROMOTING POSITIVE CHILD AND MATERNAL HEALTH AND WELLNESS, AS WELL AS SUPPORTING CHILD DEVELOPMENT AND SCHOOL READINESS, IMPROVE FAMILY FUNCTIONING AND SELF-SUFFICIENCY, ENCOURAGE POSITIVE PARENT-CHILD INTERACTIONS AND STRATEGIES TO PREVENT CHILD ABUSE AND MALTREATMENT.SCHOOL-AGE 365 SCHOOL-AGE 365 THOUGHTFULLY WEAVES LEARNING IN WITH SOCIAL AND RECREATIONAL ACTIVITIES DURING AFTER SCHOOL AND SUMMER CAMP PROGRAMS THAT ENRICH THE LIVES OF CHILDREN 6-12 YEARS OLD. IN ADDITION TO HOMEWORK HELP, CHILDREN ENGAGE IN ACTIVITIES AND PROJECTS WITH READING AND WRITING, SCIENCE, MATH, SOCIAL STUDIES AND ART COMPONENTS THAT ALIGN WITH THE ILLINOIS LEARNING STANDARDS. THE CHILDREN ALSO BENEFIT FROM PHYSICAL FITNESS AND HEALTHY, NUTRITIONAL SNACKS AND MEALS. IN FY21, CONCORDIA SERVED 114 CHILDREN, OF WHICH NEARLY 70% WERE FROM LOW-INCOME FAMILIES, 54% FROM SINGLE-PARENT FAMILIES, AND 51% FROM DUAL LANGUAGE HOUSEHOLDS. IN JUNE 2020, GOVERNOR PRITZKER ALLOWED LICENSED CHILD CARE TO RESUME OPERATIONS ALTHOUGH WITH MUCH SMALLER GROUP SIZES. CONCORDIA PLACE SUMMER CAMP FOR JUNE - AUGUST 2020 WAS A FULL DAY, IN-PERSON EXPERIENCE. CONCORDIA PLACE ADDED SIGNIFICANT HEALTH AND SAFETY PRECAUTIONS SO STUDENTS COULD BE TOGETHER AND HAVE FUN WHILE ENJOYING EDUCATIONAL PROJECTS, INCLUDING GEOGRAPHY AND STEAM LEARNING. CHILDREN ALSO ENJOYED SAFE, SOCIAL ACTIVITIES AND LOCAL WALKING TRIPS TO PARKS AND PLAYGROUNDS.
COMMUNITY PROGRAMSTEEN LEADERSHIP CONCORDIA PLACE TEEN LEADERSHIP SUPPORTS TEENS AGES 13-18 FROM UNDER-RESOURCED FAMILIES, TRANSITION INTO ADULTHOOD WHILE KEEPING THEM OFF THE STREETS AND SAFE FROM RISKY ACTIVITY. EIGHTY FIVE PERCENT OF OUR TEENS ARE FROM EXTREMELY LOW TO LOW-INCOME HOUSEHOLDS. THE PROGRAM ENGAGES TEENS IN DEVELOPING LEADERSHIP SKILLS THAT BUILD SELF-CONFIDENCE TO HELP THEM DEAL WITH LIFE CHOICES AND CHALLENGES. TEENS HAVE OPPORTUNITIES FOR SELF-DISCOVERY AND PERSONAL ACHIEVEMENT, DEVELOPING TEAMWORK AND LEADERSHIP SKILLS, AND INSPIRE A COMMITMENT TO COMMUNITY SERVICE. IN FY 21, TEEN LEADERSHIP SERVED 122 TEENS. TYPICALLY, WE SERVE 225 TEENS, BUT DUE TO SCHOOL CLOSURES FROM THE PANDEMIC WHICH AFFECTED OUR PROGRAM OFFERINGS, OUR NUMBERS WERE LOWER. TEENS COME FROM 25 MIDDLE AND HIGH SCHOOLS ACROSS CHICAGO.CONCORDIA PLACE TEEN LEADERSHIP OFFERS FOUR PROGRAMS: EMERGING LEADERS AT CONCORDIA, EMERGING LEADERS IN SCHOOL, RUCKUS ENTREPRENEURS, AND SUMMER EMERGING LEADERS, OUT OF SCHOOL TIME (OST).EMERGING LEADERS: IN TWO LOCAL GARDENS, PAID TEEN APPRENTICES (14 -18 YEARS) ARE ENGAGED IN URBAN GARDENING. LEARNING THE FUNDAMENTALS OF ORGANIC GARDENING INTRODUCES TEENS TO LIFE SCIENCES AND ECOLOGY, INCLUDING GROWING CYCLES, PLANT FAMILIES, SOIL TYPES, AND ECOSYSTEMS. THEY ARE ALSO RESPONSIBLE FOR MAINTAINING COMPOSTING BINS THAT DEVELOPS ENVIRONMENTALLY RESPONSIBLE BEHAVIORS, IN ADDITION TO AN AWARENESS OF HOW THEIR ACTIONS AFFECT THE NATURAL WORLD AROUND THEM. IN OUR SEED-TO-PLATE INITIATIVE, TEENS RESEARCH HEALTHY RECIPES AND PREPARE NUTRITIOUS MEALS USING THE PRODUCE GROWN FROM THEIR OWN GARDENS. EMERGING LEADERS ENRICHMENT CLASS AT CARL VON LINNE CHICAGO PUBLIC SCHOOL: DURING THE SCHOOL YEAR, MIDDLE-SCHOOL STUDENTS (12 -14 YEARS) GET TO STEP OUTSIDE OF THE CLASSROOM WITH OUR COMMUNITY GARDEN SPACE. THIS OUTREACH PROGRAM PROVIDES LOCAL CPS STUDENTS WITH WEEKLY EMERGING LEADERS CURRICULUM CLASSES AT THEIR SCHOOL. MIDDLE-SCHOOL STUDENTS LEARN LEADERSHIP THROUGH ECOLOGY: PLANT BASICS AND GROWING CYCLES, PLANTING AND HARVESTING THEIR OWN VEGETABLES, EXPANDING VOCABULARY AND THEIR CONCEPT OF LOCAL WHILE HELPING MAINTAIN THE OUTSIDE GARDEN SPACE. STUDENTS GET THE OPPORTUNITY TO ENGAGE IN LEARNING LEADERSHIP FUNDAMENTALS THROUGH A VARIETY OF SERVICE-LEARNING ACTIVITIES THAT THEY CAN BRING HOME TO THEIR FAMILIES. SOME SUCH FUNDAMENTALS ARE GROWING IN LIMITED SPACE, COMPOSTING, RECYCLING AND LEARNING TO RECOGNIZE POLLINATORS.RUCKUS ENTREPRENEURS: PAID INTERNS (16-18 YEARS) OPERATE A SOCIAL ENTERPRISE BUSINESS THAT CRAFTS, PRODUCES, MARKETS, AND SELLS ALL-NATURAL BODY CARE PRODUCTS (WWW.RUCKUSTEENS.ORG). TEENS ARE RESPONSIBLE FOR THE IN-HOUSE PRODUCTION OF SOAPS, SHEA BALMS, DEODORANTS, LIP BALMS AND FACEMASKS, USING LOCALLY GROWN HERBS AND OTHER NATURAL INGREDIENTS. INTERNS LEARN THE MANY ASPECTS OF OPERATING A SOCIALLY RESPONSIBLE BUSINESS SUCH AS PRODUCT RESEARCH AND DEVELOPMENT, PRODUCTION AND QUALITY CONTROL, PACKAGING AND DISTRIBUTION, SMALL BUSINESS FINANCE SKILLS OF PRODUCT COST BREAKDOWNS ALONG WITH SALES AND MARKETING. SUMMER EMERGING LEADERS OUT OF SCHOOL TIME (OST): THE NINE-WEEK SUMMER PROGRAM TEENS (13 -18 YEARS) ASSIST IN THE PLANTING AND MAINTENANCE OF OUR TWO LOCAL GARDENS. THE TEENS LEARN ABOUT NUTRITION AND HEALTHY FOOD CHOICES BY USING THE HARVESTED PRODUCE AND DEVELOP THEIR CULINARY SKILLS. FIELDTRIPS THROUGHOUT THE AREA REINFORCE HEALTHY CHOICES AND THE VALUE OF THE LOCAL ECOSYSTEM. TEENS CONTRIBUTE BACK TO THE COMMUNITY THROUGH SERVICE LEARNING PROJECTS OF COMMUNITY CLEAN-UP WALKS, SPENDING TIME WITH SENIOR CITIZENS EACH WEEK ALONG WITH ART PROJECTS, PEACE CIRCLES AND TEEN LED DISCUSSIONS TO BUILD CONFLICT RESOLUTION SKILLS.IN SUMMER, 2020 THE TEEN PROGRAMS WERE VIRTUAL. TEEN INSTRUCTORS FOR EMERGING LEADERS GUIDED TEENS WITH COOKING ACTIVITIES, ART PROJECTS, AND DISCUSSIONS ON FOOD JUSTICE, CURRENT EVENTS, AND PEACE CIRCLES. TEENS ALSO DID COMMUNITY SERVICE CLEAN-UPS IN THEIR OWN COMMUNITIES.IN SUMMER, 2021 THE TEEN PROGRAMS UTILIZED GOOGLE CLASSROOMS WITH THE ADDITION OF ATTENDING WEEKLY "FIELD TRIPS" TO OUR WHIPPLE SITE TO DO WORK IN-PERSON PLANTING AND MAINTENANCE OF OUR TWO LOCAL GARDENS AND IN-HOUSE PRODUCTION OF RUCKUS PRODUCTS. FOOD CULTURE WAS A CURRENT TOPIC IN THE APPRENTICESHIP PROGRAMS AND PRODUCTION THE MAIN PRIORITY OF THE INTERNS.ADULT ENRICHMENT- ENGLISH AS A SECOND LANGUAGE: CONCORDIA PLACE COLLABORATES WITH CITY COLLEGES OF CHICAGO, HARRY S. TRUMAN COLLEGE (TRUMAN) TO PROVIDE ADULT ENGLISH AS A SECOND LANGUAGE (ESL) CLASSES TO HELP ADULTS BRIDGE LINGUISTIC BARRIERS. WE NORMALLY HOLD FOUR 16-WEEK IN PERSON SESSIONS WITH CLASSES THAT MEET TWO TIMES WEEKLY, BUT DUE TO THE PANDEMIC, CLASSES CHANGED TO VIRTUAL IN FY21. TRUMAN PLANS TO RESUME IN PERSON CLASSES IN 2022.HEALTH, FOOD ACCESS, AND SAFETY IN AVONDALE: CONCORDIA PLACE AND ADVOCATE AURORA HEALTH CONTINUED ITS PARTNERSHIP THROUGH THE AVONDALE FAITH AND HEALTH COMMUNITY COLLABORATIVE TO IMPROVE THE HEALTH OUTCOMES IN THE AVONDALE COMMUNITY, INCLUDING THE SOCIAL CONDITIONS THAT AFFECT THE HEALTH OUTCOMES OF THE COMMUNITY AS A WHOLE. DURING THE PANDEMIC, THE COLLABORATIVE TURNED ITS FOCUS TO ADDRESS THE TREMENDOUS NEED FOR FOOD ACCESS AND IMMEDIATE COMMUNITY NEEDS. IT CONTINUES FOOD POP UPS TO OFFER FOOD BOXES, MASKS, AND INFANT SUPPLIES, AS WELL AS HOT MEALS AT COMMUNITY DINNERS. IN FY21, MEALS, FOOD, DIAPERS AND CLEANING SUPPLIES WERE GIVEN TO OVER 11,000 PEOPLE AND MORE THAN 6,000 MASKS WERE DISTRIBUTED.
Name (title) | Role | Hours | Compensation |
---|---|---|---|
Brenda Swartz President/ceo | OfficerTrustee | 40 | $160,926 |
Reverend Nicholas Zook Chair | OfficerTrustee | 15 | $0 |
Dan Formeller Church Representative | OfficerTrustee | 2 | $0 |
Debra Pickett Vice Chair | OfficerTrustee | 2 | $0 |
Andrew Waters Treasurer | OfficerTrustee | 2 | $0 |
David Pinkerton Director | Trustee | 2 | $0 |
Vendor Name (Service) | Service Year | Compensation |
---|---|---|
Childcare Careers Temporary Substitute Services | 6/29/20 | $171,101 |
Gourmet Gorilla Student Prepared Meals | 6/29/20 | $138,890 |
Childcare Careers Temporary Substitute Services | 6/29/20 | $171,101 |
Gourmet Gorilla Student Prepared Meals | 6/29/20 | $138,890 |
Childcare Careers Temporary Substitute Services | 6/29/20 | $171,101 |
Gourmet Gorilla Student Prepared Meals | 6/29/20 | $138,890 |
Statement of Revenue | |
---|---|
Federated campaigns | $0 |
Membership dues | $0 |
Fundraising events | $0 |
Related organizations | $0 |
Government grants | $3,679,469 |
All other contributions, gifts, grants, and similar amounts not included above | $384,888 |
Noncash contributions included in lines 1a–1f | $9,536 |
Total Revenue from Contributions, Gifts, Grants & Similar | $4,064,357 |
Total Program Service Revenue | $4,640,685 |
Investment income | $7,637 |
Tax Exempt Bond Proceeds | $0 |
Royalties | $0 |
Net Rental Income | $0 |
Net Gain/Loss on Asset Sales | $0 |
Net Income from Fundraising Events | $0 |
Net Income from Gaming Activities | $0 |
Net Income from Sales of Inventory | $0 |
Miscellaneous Revenue | $0 |
Total Revenue | $8,737,678 |
Statement of Expenses | |
---|---|
Grants and other assistance to domestic organizations and domestic governments. | $0 |
Grants and other assistance to domestic individuals. | $0 |
Grants and other assistance to Foreign Orgs/Individuals | $0 |
Benefits paid to or for members | $0 |
Compensation of current officers, directors, key employees. | $200,400 |
Compensation of current officers, directors, key employees. | $60,121 |
Compensation to disqualified persons | $0 |
Other salaries and wages | $4,156,783 |
Pension plan accruals and contributions | $16,236 |
Other employee benefits | $153,914 |
Payroll taxes | $392,072 |
Fees for services: Management | $0 |
Fees for services: Legal | $0 |
Fees for services: Accounting | $26,088 |
Fees for services: Lobbying | $0 |
Fees for services: Fundraising | $0 |
Fees for services: Investment Management | $0 |
Fees for services: Other | $78,193 |
Advertising and promotion | $38,426 |
Office expenses | $43,294 |
Information technology | $47,920 |
Royalties | $0 |
Occupancy | $662,813 |
Travel | $52 |
Payments of travel or entertainment expenses for any federal, state, or local public officials | $0 |
Conferences, conventions, and meetings | $0 |
Interest | $20,545 |
Payments to affiliates | $0 |
Depreciation, depletion, and amortization | $132,278 |
Insurance | $24,405 |
All other expenses | $87,056 |
Total functional expenses | $6,710,372 |
Balance Sheet | |
---|---|
Cash—non-interest-bearing | $75,938 |
Savings and temporary cash investments | $2,623,800 |
Pledges and grants receivable | $534,972 |
Accounts receivable, net | $277,230 |
Loans from Officers, Directors, or Controlling Persons | $0 |
Loans from Disqualified Persons | $0 |
Notes and loans receivable | $0 |
Inventories for sale or use | $0 |
Prepaid expenses and deferred charges | $37,565 |
Net Land, buildings, and equipment | $1,239,219 |
Investments—publicly traded securities | $0 |
Investments—other securities | $0 |
Investments—program-related | $0 |
Intangible assets | $0 |
Other assets | $15,087 |
Total assets | $4,803,811 |
Accounts payable and accrued expenses | $612,761 |
Grants payable | $0 |
Deferred revenue | $256,558 |
Tax-exempt bond liabilities | $0 |
Escrow or custodial account liability | $0 |
Loans and other payables to any current Officer, Director, or Controlling Person | $0 |
Secured mortgages and notes payable | $308,522 |
Unsecured mortgages and notes payable | $92,267 |
Other liabilities | $878,525 |
Total liabilities | $2,148,633 |
Net assets without donor restrictions | $2,584,770 |
Net assets with donor restrictions | $70,408 |
Capital stock or trust principal, or current funds | $0 |
Paid-in or capital surplus, or land, building, or equipment fund | $0 |
Retained earnings, endowment, accumulated income, or other funds | $0 |
Total liabilities and net assets/fund balances | $4,803,811 |
Over the last fiscal year, we have identified 2 grants that Concordia Place has recieved totaling $16,000.
Awarding Organization | Amount |
---|---|
J R Albert Foundation Inc Naperville, IL PURPOSE: GENERAL OPERATING | $15,000 |
Mary V Duffy Charitable Foundation Chicago, IL PURPOSE: CHARITABLE | $1,000 |
Organization Name | Assets | Revenue |
---|---|---|
Baby Fold Normal, IL | $27,364,116 | $17,486,637 |
Day Care Resources Inc Tremont, IL | $2,117,943 | $17,941,943 |
Centers For New Horizons Inc Chicago, IL | $7,305,979 | $16,275,139 |
Sal Family And Community Services Moline, IL | $8,918,922 | $19,104,520 |
Learning Grove Inc Covington, KY | $12,030,181 | $15,031,851 |
Carole Robertson Center For Learning Chicago, IL | $14,277,174 | $18,327,901 |
Children And Families Of Iowa Des Moines, IA | $18,712,609 | $16,514,094 |
Operation Breakthrough Inc Kansas City, MO | $30,816,270 | $15,851,429 |
Henry Booth House Chicago, IL | $2,336,796 | $13,372,384 |
Mary Crane League Chicago, IL | $2,658,190 | $10,239,399 |
Guadalupe Center Inc Kansas City, MO | $11,857,971 | $9,741,504 |
Encompass Early Education And Care Inc Green Bay, WI | $8,419,390 | $8,397,899 |