Crittenton Center dba Crittenton Children's Center
10918 Elm Avenue
Kansas City MO 64134
Web and Phone Contact
Telephone (816) 765-6600
Mission Statement
Crittenton Children's Center is a faith-based, not for profit organization dedicated to providing the highest quality innovative behavioral health services to children and families as part of the Saint Luke's Health System.
CEO/Executive Director Margaret K Donnelly
Board Chair Ryan C. Brunton
Board Chair Company Affiliation Husch Blackwell, LLP
History and Background
Year of Incorporation 1896
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Mission Statement Crittenton Children's Center is a faith-based, not for profit organization dedicated to providing the highest quality innovative behavioral health services to children and families as part of the Saint Luke's Health System.
Background Statement

Since its establishment in the Kansas City River Market area in 1896 as the Florence Crittenton Home, Crittenton Children’s Center has been a vital leader in provision of child welfare services. Throughout our history Crittenton has remained structured as a free-standing, not-for-profit entity dedicated to the safety, health and welfare of children and families. Charles Crittenton, founder, was a New York businessman driven to serve children by the memory of his beloved daughter, Florence, who died of scarlet fever at the age of 4.

The initial focus of Kansas City's Florence Crittenton Home was to provide maternity care and adoption services throughout the greater Kansas City community and into rural Kansas. This was done in collaboration with the orphan train relocation program which ended in the 1920s, and marked the beginning of regionally organized foster care in America. Throughout our history, Crittenton Board and staff have actively participated in leading public dialogue regarding the critical needs of our children and the community at large. One pivotal organizational decision came from such discussions in the early 1960s when the Missouri Division of Family Services identified the need to provide residence for emotionally troubled girls. DFS requested Crittenton to provide this care and so Crittenton residential programming was begun.

Consistent with the notable success of our residential treatment outcomes, the community later turned to Crittenton for a new need: psychiatric hospital services specifically designed for children. In 1979, Crittenton opened the region's first free-standing psychiatric hospital for children and adolescents serving both boys and girls. New facility structures and more outdoor access was required to ensure the clinical success of these programs, and so the opening of the hospital coincided with the move to our current wooded, tranquil 96-acre campus adjacent to Longview Lake in southeast Kansas City, Missouri.

In the years since this move Crittenton has continued to develop nationally acclaimed depth of expertise in treatment of children with mental health concerns as well as substance abuse disorders. We also provide foster care and adoption services, in-home services, and outpatient diagnostic and treatment options, while pioneering development of the Trauma Smart® model of resilience and featured the New York Times and PBS NewsHour.

Impact Statement
Agency Accomplishments:

In 2015, 6,000+ children were served in Crittenton programs. We are a regional resource caring for children from across Missouri and Kansas, as well as from other states to access highly specialized programs.

Crittenton psychiatric hospital and residential treatment programs use only evidence-based therapies that achieve patient outcomes exceeding national benchmarks. This results in children able to successfully navigate relationships and function well in school and community settings. “You took the time to treat my child as an individual, not a diagnosis,” “I’m really grateful for the car egiven to our family as a whole”.  Personalized care is very important.

Crittenton outpatient and community-based programs yield family stability and healthy homes, preventing the need for more intensive treatment and reducing child abuse and neglect. In 2015, Crittenton’s foster care program significantly exceeded Missouri statewide goals for child safety, achieving permanent home placements and preventing re-entry into the foster system. Also, 96% of children in Intensive In-home stayed safely in their homes and didn't require inpatient care.

Crittenton’s Trauma Smart model is proven effective via study in schools in Kansas City and 26 Missouri counties. Improved academic achievement, fewer children requiring clinical treatment and increased caregiver confidence and behavior management skill achieves national attention. Trauma Smart is now  set to reach more than 20,000 children in 6 more states.

Agency Goals:
  • Continue to advocate for improved community access to top     quality mental health intervention at all levels of care.
  • Develop and expand Crittenton programs in ways that maintain highest quality outcomes as measured by national benchmarks.
  • Continue campus renovations necessary for optimal safety and comfort of patients, visitors and staff.
Needs Statement

  1. Expand Outpatient and Chemical Dependency-Intensive Outpatient Programs to address unmet community need, including establishment of electronic medical record to facilitate integrated/seamless interface with Crittenton inpatient service providers, $900,000 annually.
  2. Increase frequency of donor communications while adding new supporters of scholarships for children/families with no means to pay for care, as well as for the necessary educational and social/emotional development interventions required by children but not otherwise compensated, overall annual impact approximately $1,723,617.
  3. Remodel medical and nursing treatment areas within the Crittenton Hospital and update facility and furnishings in children’s inpatient treatment/living areas to assure a comfortable and productive treatment environment, $1,000,000 one-time capital expense.
  4. Further invest in research and advancement of Trauma Smart® model implementation in early education and elementary schools, in support of regional and federal regulatory and legislative initiatives.
  5. Improve public awareness of Crittenton programs across the Greater Kansas City metropolitan area as well as regionally.

Service Categories
Mental Health Treatment
Psychiatric Hospitals
Areas of Service
MO - Jackson County
MO - Clay County
MO - Platte County
KS - Wyandotte County
KS - Johnson County
MO - Eastern Jackson Co
MO - Jackson County Urban Core
KS - Lawrence
CEO/Executive Director/Board Chair Statement

We have more than 6,000 reasons to pursue excellence in everything we do. In 2015, that is how many children were counting on us to provide them safety, hope and a foundation for a better future. A responsibility we take very seriously.

We believe every child deserves a chance to reach their potential. It energizes our commitment to providing opportunities for children in Kansas City and across our region to receive the best services for their specific needs. Our exemplary outcomes and satisfaction data is only surpassed by our staff’s passion for helping children and families create a path to a better future.

This requires patience, compassion and persistence for solutions. Crittenton is a place where experience and innovation thrive. Whether we are maximizing staff expertise through continued training or providing education and skill building opportunities for school personnel and families, everything we do is about achieving success for children.
This year we formed new partnerships and experienced tremendous growth of the Trauma Smart® and Foster Care programs. Expanding Crittenton’s service excellence to benefit more children, families and communities is both humbling to realize the widespread need and inspiring as we see children and families flourishing with practical support and care. From board members to the unit staff, we champion daily for the health of our children and betterment of our community. We are grateful for your interest and investment in our mission. As we move forward, we continue to be inspired by the thousands of children, families and the community we serve. We hope you will join us for this very important endeavor!
Description Residential patients (ages 13-18) suffer from severe emotional disturbance, with a primary diagnosis from Axis I of the DSM. Their lives have been marked by unsuccessful intervention in multiple community-based settings for a year or longer. They struggle to function with severe depression, bipolar disease, anxiety disorder and trauma-induced conditions such as physical and sexual abuse and neglect of primary needs. Co-occurring substance abuse disorders, symptoms of high aggression and general social dysfunction are common. Crittenton exclusively uses evidence-based therapy interventions. Residential treatment minimizes repeated episodes of inpatient treatment and social/academic failures, enabling the child to begin down a road of personal success in their relationships, school performance and overall well-being.
Program Budget $5,563,385.00
Category Mental Health, Substance Abuse Programs, General/other Residential Mental Health Treatment
Population Served People/Families with of People with Psychological Disabilities, At-Risk Populations,
Short-Term Success
  1. 90% of residential youth will increase functioning as measured on all domains of the McLean/Harvard Basis-24.
  2. Crittenton Basis-24 resident scores will meet or exceed the benchmark for all participating U.S. peer agencies (N=19).
  3. When family resources exist, 90% of families will actively participate in treatment of residential youth, with reported satisfaction scores at least 4 on a 5-point scale.
Long-Term Success
  • Residential youth will be discharged to home-based or independent living settings, able to successfully function within the contexts of family, school/work and community. 
  • Families and caregivers involved in treatment programming with residential youth will expand their repertoire of self-help and social-emotional skills in ways that are supportive of successful youth and family functioning.
Program Success Monitored By
  • Each resident's individual treatment progress is monitored weekly by the treatment team, facilitated by the child's therapist and inclusive of the child, family input and medical staff expertise. Goals and challenges are discussed.
  • Monthly formal treatment reviews track progress trends and provide opportunity for planning of post-discharge goals and needed resources. These reviews include the treatment team (above) and community resource representatives.
  • Basis-24 is completed by the therapist and caregiver at admission and discharge. De-identified information is submitted to McLean Hospital, Harvard Medical School for analysis and report.
  • Various additional measures of progress specific to individual youth needs are completed and included in progress review and measurement; i.e. psychological testing, medical condition monitoring.
  • Discharges are recorded by therapist/case manager and entered onto a spreadsheet for analysis of post-discharge stability.
Examples of Program Success
  • Crittenton residents' Basis 24 annual overall progress (difference reported from admission to discharge) is .92 compared to national benchmark peers avg. score of .47   Improvements during treatment are measured across 6 domains: self-harm behaviors (Crittenton .85/Benchmark .45); depression relief (Crittenton 1.08/Benchmark .66); relationships/interpersonal skills (Crittenton .64/Benchmark .28); emotional lability relief (Crittenton 1.04/Benchmark .52); psychosis relief (Crittenton .62/Benchmark .21); substance abuse progress (Crittenton .51/Benchmark .35).
  • 100% of youth and families increased their awareness of stabilizing resources in the community 
  • 92% of residents achieved treatment progress in a safe and supported living environment.
Crittenton’s Adolescent Chemical Dependency Intensive Outpatient Program serves middle school and high school aged young people (12-19 years old) who are experiencing debilitating problems in their lives associated with their use of alcohol or other drugs. The 6-8 week program treats the young person, as well as their family, as the family is also affected by the use of alcohol or drugs.
Evidence-based and trauma-informed therapies are employed: The Hazelden Teen Matrix Model is foundational; also incorporated is Motivational Enhancement Therapy (MET), 12-Step Program, Family Systems family therapy, Dialectical Behavior Therapy (DBT) and other defined cognitive approaches. These treatment methods and the program activities are shown to have a high level of efficacy through research supported by the National Institute on Drug Abuse (NIDA).
Upon completion of CD-IOP program, participants (youth and families) engage in After Care activities and therapies. This continues until youth are comfortably and successfully functioning in their daily life relationships and routines. 
Program Budget $96,000.00
Category Mental Health, Substance Abuse Programs, General/other Substance Abuse
Population Served Alcohol, Drug, Substance Abusers, At-Risk Populations,
Short-Term Success
  • 65% with no drug or alcohol use within 6-8 weeks of intake
Long-Term Success
  • Clients will successfully complete the Intensive portion of the Adolescent CD-IOP by achieving sobriety
  • Clients will successfully complete 75% of the assigned written work
  • AfterCare clients who have successfully completed the Intensive portion of the Chemical Dependency-Intensive Outpatient component will maintain sobriety
  • AfterCare clients who have successfully completed the Intensive portion of the Chemical Dependency-Intensive Outpatient component will be productive members of the community (regular school attendance, improved academic confidence and improved academic performance (grades).
Program Success Monitored By
  • Pre and Post Tests.  Data analyzed annually
  • Urine/Serum drug screens/breathalyzers are administered randomly every 2-10 days depending on drug of choice.  Self/guardian report accepted in After Care portion of the program
  • The Matrix Model written treatment worksheets on client's treatment plans while in the program.  75% goal
  • AfterCare clients' pursuit of education, trade school, work status or volunteering status is gathered at each attendance or communication.
Examples of Program Success
  • 75% has no drug use within 6-8 weeks of intake.
  • After Care program results were 75%.
  • 85% pursued employment or volunteering between first and last dates of service.
Living a full and complete life involves maintaining both our mental and physical health. Crittenton’s Healthy Lifestyles program provides activities to achieve this integration. Goals and objectives target improved fitness levels, general health and self esteem through regular physical activity and nutrition education, encouraging health management and exposure to new social and recreational activities and family resource gatherings to promote healthy communities, leisure activities and social interaction.  

Residential youth participate in a focused fitness regimen 2- 3 times per week, utilizing cardiovascular equipment, weight training and group/team activities. With safety in mind at all times, youth utilize indoor and outdoor recreation spaces, fitness equipment, free weights, instructional videos and other recreational activities to negate the impact of the risk factors to which they are exposed by nature of their conditions. 
Cultural and other leisure pursuits are also incorporated such as playing and listening to music as individuals and in groups, drawing and various creative arts, gardening, fishing, dance and personal hobbies such as reading and writing poetry.
Program Budget $205,238.00
Category Mental Health, Substance Abuse Programs, General/other Childhood Mental Health Disorders
Population Served K-12 (5-19 years), ,
Short-Term Success
  • All outcomes are tracked monthly and compared to prior week’s progress so that participants are able to see some progress usually after a few weeks.
  • Outcomes are compared to national standards
Long-Term Success
  • Reduce body fat to a healthy level for each individual
  • Increase Healthy Fitness Zone
  • Exposure to 8-10 new leisure activities
  • Increased family connectedness through family resource gatherings
Program Success Monitored By
  • Exercise instructor measures physical fitness outcomes once a month
  • Expressive Therapy staff document youth progress in all leisure and expressive activities, as well as participating weekly in youth treatment team meetings and monthly overall reviews
  • Youth and families rate their individual and collective progress to develop healthy and fulfilling lifestyles, supportive of health relationships and overall success.  
Examples of Program Success
  • Youth and families report via satisfaction surveys a high level of awareness and priority for maintaining a well-rounded, physically and mentally healthy lifestyle. They appreciate and actively incorporate new skills and interests in their lives, noting this as an essential contribution to treatment success.
  • Decrease in body fat per person was an average of 2%.
  • Increased Healthy Fitness Zone by an average of one fitness zone per participant.

Children admitted Crittenton's psychiatric hospital program are experiencing acute distress associated with organic mental illness and/or severe emotional disturbance from traumatic experiences such as physical and/or sexual abuse, untreated mental illness or substance abuse in their homes, incarceration of a family member, or separation from primary caregiver. At the time of admission there is high risk for harm to themself or others.  

While hospitalized, an accurate diagnosis will be achieved via medical and psychological tests which may or may not include medication. Patients will also be actively engaged in evidence-based therapies targeted to achieve rapid stabilization, improved personal insight, attachment and engagement in family relationships, and acquisition of new coping skills to facilitate independent modulation of emotions in safe and socially successful ways. Family members and other caregivers are welcomed as essential participants in treatment and discharge plans.
Program Budget $5,771,164.00
Category Mental Health, Substance Abuse Programs, General/other Mental Health Treatment
Population Served K-12 (5-19 years), People/Families with of People with Psychological Disabilities,
Short-Term Success
  • Hospital patient re-admissions within 30-days will not exceed 12%.
  • Hospital patients will engage with outpatient providers (medical and therapy) within 7 days of discharge and ongoing as necessary to sustain stability outside of the hospital.
  • Treatment notes and discharge plan will be developed with patient and family, and shared with next level of care providers within 24 hours of discharge.
Long-Term Success
  • Hospital patients will improve their behavior and emotional functioning as measured by the mean for all patients assessed (ages 14-18 years old) on the Basis 24 (McLean Hospital Instrument recommended by JCAHO). Scores will increase which will indicate an improvement in behavior and functioning.
Program Success Monitored By
  • Crittenton Quality Improvement manager will oversee the gathering, documentation and reporting of hospital-specific data necessary to accurately gauge patient health and stability, ie. CMS Hospital-Based Inpatient Psychiatric Services measures (HBIPS) and Healthcare Effectiveness Data and Information Set (HEDIS).
Examples of Program Success
  • Crittenton patient re-admission within 30 days is currently 8% over a rolling 12-month period. In insurer programs where the full Crittenton continuum of services is allowed, this drops to 3%.
  • 100% of residents who were assessed (n=) were averaged across Basis 24 Overall Improvement scores for Crittenton hospital patients and when compared to the mean for all 271 participating peer agencies fell at or above that mean.
Trauma Smart is a model developed by Crittenton professionals beginning in 2007, now nationally featured in outlets such as the New York Times and PBS NewsHour. It is intended to reduce the negative impact of trauma and violence in society by strengthening patterns of resilience among children and the adults who care for them.
Trauma Smart supports entire early childhood and school communities to establish a lasting culture of health and resilience by improving the skills of all caregivers. This is achieved via a common base of understanding and effective skills/tools designed to improve relationships. Adult self-care, particular attention to grief and loss, and incorporation of latest trauma impact research is included.
Through common goals and skill sets, both individual and collective health is addressed. Trauma Smart is a universal intervention targeting the interpersonal relationships, while also being accessible to provide more intensive intervention for those in need. 
Program Budget $215,032.00
Category Mental Health, Substance Abuse Programs, General/other Mental Health, Substance Abuse Programs, General/other
Population Served Children and Youth (0 - 19 years), At-Risk Populations, Poor,Economically Disadvantaged,Indigent
Short-Term Success
  • Partner communities will demonstrate statistically significant increases in trauma-informed attitudes and interaction, as measured by valid tools such as CLASS and ARTIC.
  • Professionals participating in Trauma Smart training will demonstrate ability to apply concepts in their work via post-training practical test.
  • In cases where Crittenton provides the therapy services, internalized and externalized symptom reduction will be substantial as measured by normed and validated tools, ie. Achenbach Child Behavior Checklist.
Long-Term Success

Objective 1 – Parents, school personnel and other caregivers will consistently utilize data-driven and validated responses to traumas that negatively impact children's growth and development.

Objective 2 – Through mastery of new skills, peer mentorship and culture/operational change, each community will attain the skills necessary for Trauma Smart philosophy to become self-sustaining.

Program Success Monitored By
  • Administration of trauma-informed measures of interpersonal interaction and organizational culture such as CLASS and ARTIC, as appropriate by setting.
  • Children who received intensive treatment services were assessed with the C-TRF (1.5-5). Treatment results as reported by the C-TRF (Teacher Report)
  • Reported by parents and measured by the Achenbach CBCL (1.5-5) (parent report) administered pre/post treatment.
  • Pre/post knowledge tests administered before/after each training module
Examples of Program Success

  • CLASS scores measuring productivity and quality of learning environment interaction among adults and with children has increased each year, achieving statistically significant growth and sustained change.
  • Per Achenbach scores for children receiving individual therapy with Crittenton therapists, 100% of children exhibiting internalized symptoms (ie. withdrawn, somatic complaints) moved from clinical range of concern to normal range before advancing to the next grade. Likewise, 67% of children exhibiting externalized symptoms (ie. aggression, impulsivity) also moved from clinical range of concern to normal range.
  • Parent surveys measure satisfaction with assessment, treatment and parent willingness to recommend HS-TS services to others. All scores ranged between 4.55 and 4.86 on a 5 point Likert scale.


CEO Comments
It is a point of pride and privilege for Crittenton to address the behavioral health needs of children, adolescents and their families across the Greater Kansas City area and, now, throughout the Midwest. Crittenton programs are effectively employing therapies sanctioned as evidence-based practice (EBP). This is important as it improves treatment consistency and quality and, we believe federal bodies will soon mandate EBP for clients benefiting from government supported health plans. Crittenton started by training and implementing 5 different therapy modalities which allows clinicians options in order to apply the best method for each case. 
The application Crittenton developed for Head Start programs is being replicated across the state of Missouri in 26 counties. Crittenton is well known to referral sources in the region for the intensity and quality of care delivered in all program areas. Staff tenure out-paces industry norms by far, creating high levels of stability and staff expertise. This, in addition to the scope of medical access (doctors, nurses, ancillary services), allows Crittenton to treat cases with the highest level of complexity and seriousness.
Treatment outcomes are measured across all programs, quantifying improvement of clinical symptoms and social/emotional functioning levels. Third-party evaluators use tools such as the Maryland Hospital Quality Indicators (compares 250 psychiatric hospitals nationwide) and the Harvard McLean Basis 32 measures of effective Residential treatment. Crittenton outcomes meet or exceed national norms, with particular strengths in psychoses, impulsive/addictive behaviors, depression, and successful daily living and role functioning skills.
Crittenton’s strong working relationships with partners such as Children’s Mercy Hospital, Hickman Mills School District, Kansas SRS, Missouri Children’s Division, Department of Mental Health, and numerous individual colleagues and agencies, are essential to clients’ long-term success.
Executive Director/CEO
Executive Director Margaret K Donnelly
Term Start Apr 2018
Co-CEO/Executive Director
Term Start 0
Compensation Last Year
Former CEOs
Dr. Stephen Churchill Feb 2001 - Dec 2008
Gary Watson Jan 1997 - Feb 2001
Senior Staff
Title Chief Nursing Officer
Title Senior Director, Therapy Services
Title Chief Financial Officer
Experience/Biography Willard Staron attended Wisconsin State University – Whitewater from 1966 through 1970 earning a Bachelor of Business Administration degree with a major in accounting and minor in economics. From 1970 to present, he has held auditing positions and financial administrative positions of increasing responsibility. Most of his experience in financial administration has been with not for profit corporations specializing in behavioral health care. He joined Crittenton Children’s Center as Chief Financial Officer in October 2004.
Title Sr. Director, Community Based Programs
Title Medical Director
Paid Full-Time Staff 290
Paid Part-Time Staff 61
Volunteers 620
Paid Contractors 0
Retention Rate 88%
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non-Management Formal Evaluation Yes
Non-Management Formal Evaluation Frequency Annually
Plans & Policies
Organization Has a Fundraising Plan Yes
Organization Has a Strategic Plan Yes
Management Succession Plan Yes
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
Current collaborators include: Children's Mercy Hospitals and Clinics, Hickman Mills School District, COMBAT, MidAmerica Regional Council, the Missouri Coalition of Children's Agencies, Pediatric Associates, Tri-County MHC, Johnson and Wyandotte County Mental Health Centers, Family Courts, Family Conservancy, Jackson County Mental Health Fund, Missouri Department of Mental Health, Missouri Department of Social Services-Children's Division, Missouri Department of Youth Services, multiple health insurers contracting for managed Medicaid and commercial insurance plans, United Way of Greater Kansas City, myriad of social service agencies across Missouri and Kansas, The National Crittenton Foundation, multiple local, regional and national foundations.
External Assessment and Accreditations
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Behavioral Health Care Accreditation2010
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Hospital Accreditation2007
Centers for Medicare and Medicaid Services (U.S. Department of Health and Human Services) - Medicare Certification 2001
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Behavioral Health Care Accreditation2013
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Hospital Accreditation2013
Best in ClassInstitute for Diversity in Health Management2014
Featured during the National Children's Mental Health Day Luncheon and national webcast for effectively integrating mental health, child welfare and education strategies.HHS/SAMHSA2015
Government Licenses
Is your organization licensed by the government? Yes
Board Chair
Board Chair Ryan C. Brunton
Company Affiliation Husch Blackwell, LLP
Term May 2016 to May 2017
Board Members
Chase Bean Tnemec Company
Ryan Brunton Husch Blackwell Sanders
Carolyn Downham Lockton, Inc.
Eileen Duggan M.D.Crittenton Medical Director
Norman Heisler M.D.Crittenton Medical Staff President
Janine M. Hron Crittenton Chief Executive Officer
Jolie Justus Shook, Hardy & Bacon
Jim Neunuebel UBH
Erika Ramirez Federal Reserve Bank of Kansas City
Charles Robb Saint Luke's Health System
Sarah Ruane Wagstaff & Cartmell, LLP
Kirk Schnurbusch Coca-Cola Enterprises
Nancy Seelen Community Volunteer
Jabari Wamble Office of the US Attorney-Dept. of Justice
Marge Williams Ed.DCommunity Volunteer
Susan Wilson University of Missouri-Kansas City
Corey Ziegler Greater Kansas City Community Foundation
Board Demographics - Ethnicity
African American/Black 3
Asian American/Pacific Islander 0
Caucasian 13
Hispanic/Latino 1
Native American/American Indian 0
Other 0
Board Demographics - Gender
Male 7
Female 10
Unspecified 0
Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 78%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 6
Standing Committees
Fiscal Year Start Jan 01, 2016
Fiscal Year End Dec 31, 2016
Projected Revenue $31,057,541
Projected Expenses $30,898,689
IRS Letter of Exemption
Foundation Comments
  • FY 2015, 2014, 2013: Financial data reported using IRS Form 990.  
  • Audited financial statements from St. Luke's Health System also provided.
  • Foundations/corporate revenue line item may include contributions from individuals.
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
Government Contributions$788,963$770,565$735,710
Individual Contributions------
Investment Income, Net of Losses$372,713$431,667($78,621)
Membership Dues$0$0$0
Special Events$72,202$84,055$61,122
Revenue In-Kind$0$0$0
Expense Allocation
Fiscal Year201520142013
Program Expense$25,893,160$23,692,673$22,187,970
Administration Expense$3,599,083$3,302,115$3,232,418
Fundraising Expense$121,952$116,180$72,004
Payments to Affiliates------
Total Revenue/Total Expenses1.051.001.06
Program Expense/Total Expenses87%87%87%
Fundraising Expense/Contributed Revenue4%5%3%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$24,229,275$22,968,767$23,012,129
Current Assets$20,507,840$19,016,850$18,883,710
Long-Term Liabilities$811,541$680,759$702,534
Current Liabilities$1,466,628$1,662,157$1,708,013
Total Net Assets$21,951,106$20,625,851$20,601,582
Short-Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities13.9811.4411.06
Long-Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets3%3%3%
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar Amount --Robert Wood Johnson Foundation $736,104Robert Wood Johnson Foundation $505,289
Second Highest Funding Source & Dollar Amount --Jackson County Community Mental Health Fund $500,000Jackson County Mental Health Community Fund $480,500
Third Highest Funding Source & Dollar Amount --Healthcare Foundation of Greater Kansas City $277,235Healthcare Foundation of Greater Kansas City $147,920
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years No
Organization Comments

Although the economy is generally improving, a large number of families still find themselves without any insurance, or with insufficient coverage to support their needs. The result is a continued increase in the number of children and families requiring care but with no means to pay for it. In 2014, Crittenton provided over $2 million in charity care. Crittenton’s dedication to serving the needs of children and families remains steadfast in the wake of State and Federal budget cuts that have resulted in decreased mental health resources throughout the community. We continue to focus our efforts on increasing efficiency to decrease costs. Philanthropic funds from local foundations, individuals and corporations create programmatic opportunities that would not otherwise exist including nutrition and fitness programming, horticulture therapy, career counseling and neurological programs to advance children’s memory, attention and processing abilities.

Organization Name Crittenton Center dba Crittenton Children's Center
Address 10918 Elm Avenue
Kansas City, MO 64134
Primary Phone (816) 765-6600
Contact Email
CEO/Executive Director Margaret K Donnelly
Board Chair Ryan C. Brunton
Board Chair Company Affiliation Husch Blackwell, LLP
Year of Incorporation 1896