Concordia Place
Nonprofit profile at a glance
- EIN
- 320033719
- IRS 990 coverage
- 2012–2024
- Forms available
- Form 990 2024
- Location
- Chicago, IL, USA
- Phone
- 7734631600
- Rating
- 78
- Verdict
- SUPPORTED
- Rating confidence
- Moderate
- Sector
- Child Day Care
Reported finances
- Revenue
- $10,120,479
- Expenses
- $9,876,571
- Assets
- $8,892,073
- Liabilities
- $5,245,467
Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.
Leadership & pay
18 people listed
Executive titles in this filing
- GRACE ARAYA (PRESIDENT/CEO)
Highest reported compensation
- GRACE ARAYA (PRESIDENT/CEO): $212,819 total reported compensation
- REVEREND NICHOLAS ZOOK (DIRECTOR): $148,286 total reported compensation
- KIKI COLLIAS (VP STRATEGIC INITATIVES): $139,494 total reported compensation
Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
Concordia place's continuum of programs support families throughout their children's development, from the neonatal period through college entry: home visiting for expecting parents and infants, early childhood education and care for children ages six weeks to five years, school-age 365 after-school and summer programming for children ages 5-12, and teen leadership programs for 13 to 18-year-olds. Concordia place's four centers in chicago's avondale, north center, ravenswood, and old irving park neighborhoods serve over 1,000 children and youth each year. This includes over 690 children in the early childhood education and care program, over 70 families in the home visiting program, over 110 children in the school-age 365 after-school and summer program, and over 170 youth in the teen leadership program.
What it reported doing in 2024
Children's programsearly childhood education & careexperienced and accredited teachers nurture children's learning, curiosity, and independence with fun and educational activities that support their cognitive, social, and physical development. In fy25, concordia place served over 690 children ages six weeks to five years, across four sites. All four sites are accredited by the national association for the education of young children (naeyc), a national standard that identifies quality, research-based early learning programs. Fewer than 10% of childcare programs across the country have naeyc accreditation, demonstrating concordia's commitment to high-quality practices. Concordia place's qualified teachers, all of whom have degrees in education, understand developmental milestones: if children have any issues or delays, they are detected early, activities are adjusted for their needs, and additional supports are implemented as necessary. As a result, children who might have been at risk of academic or developmental delays arrive at kindergarten prepared for future academic success. Through a play-based curriculum, concordia's teachers help students prepare for future academic and personal success by gaining diverse knowledge and skills, including math and counting, speech and language, social interactions, and fine and gross motor skills. To measure these skills, concordia place utilizes the teaching strategies gold assessment system, the benchmark for early childhood programs, which measures student achievement across six developmental areas: social/emotional, physical, language, cognitive, literacy, and math. Of the concordia students transitioning to kindergarten in fy25, 90% met or exceeded standards for all six developmental areas. This shows that teachers are academically and socially preparing students for kindergarten and beyond. Home visitingin concordia place's home visiting program, four early childhood experts provide twice-per-month one-on-one meetings to expecting parents and parents with children up to age three, enhancing the mental, physical, and emotional health of the entire family. Home visitors teach parents how to prepare their infants for future growth by ensuring that families have the resources necessary to provide a learning-rich environment for their children. Utilizing the parents as teachers curriculum, home visitors support expecting mothers and new parents by helping them understand the biological and psychological processes of pregnancy and teaching them about the critical stages of child development. Home visitors also refer new mothers experiencing postpartum depression to advocate aurora health's moving beyond depression program, as well as to their doula program for birthing and postpartum support. In fy25, concordia served over 70 families through home visiting, nearly doubling the number served the previous year. To qualify for home visiting, families must be chicago residents, qualify as low-income, and receive wic or snap benefits. Many of the families served through home visiting are incredibly under-resourced, with over 55% experiencing homelessness or living in unstable housing situations. Concordia's program is also culturally relevant for the majority-latino population served - all of our home visitors are bilingual in english and spanish and share the cultural backgrounds of the families they work with. School-age 365concordia's afterschool and summer program for 5- to 12-year-olds, school-age 365 blends recreation and education, enabling children to continue their school-day learning in a nurturing and warm environment. Through art, games, cooking, music, drama, and sports, children learn socialization, team building, problem-solving, and communication skills. All participants receive a nutritious snack and support to help them complete their homework. In addition to homework help, children engage in academic activities and projects with reading and writing, science, math, social st
Operating model
- Revenue model
- Earned-program. 62% of the money available for current operations came from fees and other program revenue.
- Distribution model
- Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
- Includes noncash contributions: Reported contributions include donated property or goods.
The verdict
SUPPORTED - A large share of available resources goes toward mission work and the filed numbers largely add up. Fundraising costs are high for each dollar raised and expenses are high relative to revenue.
Rating breakdown
- Financial Efficiency: 72
- Transparency & Controls: 79
- Accountability: 91
- Sustainability: 38
- Growth: 100
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 77.1%; rating input score 77
- Program expense ratio: 78.8%; rating input score 79
- Fundraising efficiency: $5.92 raised per $1 spent on fundraising; rating input score 24; 24th percentile among comparable filings
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 62nd percentile among comparable filings
- Pay-setting controls: 3 of 6 controls in place; rating input score 50
- Compensation committee: Missing
- Independent consultant: Missing
- Other Form 990s reviewed: Pass
- Written employment contract: Missing
- Compensation survey or study: Pass
- Board or committee approval: Pass
- Foreign activity oversight: Limited
- Grant itemization coverage: Limited
- Major donor itemization: Yes; rating input score 100
- Related-party transparency: Limited
Accountability
- Independent voting board: 84.6%; rating input score 85; 18th percentile among comparable filings
- Governance controls: 9 of 9 controls in place; rating input score 100
- Conflict-of-interest policy: Pass
- Whistleblower policy: Pass
- Document-retention policy: Pass
- CEO compensation review process: Pass
- Other executive compensation review process: Pass
- Form 990 shared with the board: Pass
- Board meeting minutes documented: Pass
- Audit committee oversight: Pass
- Independent financial-statement audit: Pass
Sustainability
- Operating margin: 2.4%; rating input score 44; 44th percentile among comparable filings
- Total-asset coverage ratio: 0.9; rating input score 32; 32nd percentile among comparable filings
- Liabilities to assets ratio: 0.59; rating input score 23; 23rd percentile among comparable filings
- Officer compensation ratio: 6.3%; rating input score 41; 41st percentile among comparable filings
Growth
- Program expense growth: 8.4% per year; rating input score 100; 63rd percentile among comparable filings
- Revenue growth: 8.1% per year; rating input score 100; 65th percentile among comparable filings
- Asset growth: 14.2% per year; rating input score 100; 79th percentile among comparable filings
Details
- Where the money goes: 77.1% of revenue deployed · 78.8% of spending went to programs
- Governance: 11 of 13 board members independent · 9 of 9 filing controls reported
- Programs: 2 filed program accomplishments · $7.8M in reported program spending
- Leadership: top reported pay $213K · 18 people listed · 3 of 6 pay-setting controls reported
- Consistency: 33 of 34 current checks pass · 1 finding to review
- Schedules: 8 filed schedules · includes major donors and executive pay
- Filing history: 13 filing years from 2012 to 2024
- Contacts: How to reach this organization
- Money network: 4 filed money-flow records
- Related organizations: 1 filed related-organization link
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- High — Financial Efficiency: Fundraising efficiency scored 24/100.
- Moderate — Sustainability: Operating margin scored 44/100.
- Moderate — Sustainability: Total-asset coverage ratio scored 32/100.
- Moderate — Transparency & Controls: Schedule A contributions reconciliation did not reconcile in the filed values.
- High — Sustainability: Liabilities to assets ratio scored 23/100.
- Moderate — Sustainability: Officer compensation ratio scored 41/100.