AMISTADES INC
AMISTADES INC
EIN: 20-5274049
as of October 2024
as of October 15, 2024
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
The Mayahuel Prevention Consortium - II
The Mayahuel Prevention Consortium II is a community-based substance abuse prevention coalition with a focus on primary prevention. Through training, technical assistance, and mentoring, this coalition collectively develops, disseminates, and evaluates community-based prevention and education materials related to fentanyl, counterfeit pills, and psychostimulants affecting the rural border community of Douglas, Arizona. By collaboratively working on substance abuse prevention activities and community education, the consortium will continue strengthening substance abuse prevention efforts. This project is funded through the State Opioid Response (SOR) Substance Abuse Coalition Leaders of Arizona (SACLAZ).
Familia Adelante
The Familia Adelante Program targets at-risk Latino youth, 10-14 years old and their parents through a two-generational approach in three Tucson school districts: Sunnyside Unified School District, Tucson Unified School District and Chicanos Por La Causa schools. Familia Adelante is a dynamic, culturally-responsive education-community prevention program to address the rising rates of substance abuse, acculturation trauma, and behavioral health problems. The first goal is to increase parental and youth awareness by increasing education about the devastating risks and public health problems caused by the abuse of alcohol, tobacco and other drugs. The second goal of the program is to increase parent and youth collaboration opportunities for prosocial involvement in the community. Program activities focus on improving communication, stress management, substance abuse education, HIV/AIDS education, suicide and bullying education, and improved study skills for youth.
Caras De Esperanza
Funded by the Centers for Disease Control (CDC), CARAS de Esperanza is a youth-centered prevention program focusing on youth in several Tucson middle schools. The program focuses on educating and preventing the use of prescription medications, opioids, and psychostimulants. The goals of the program are to reduce and change the culture of substance abuse among Latino youth. Program staff utilize the Razalogia Community Outreach Framework, Jerry Tello’s Finding your Sacred Purpose, Rx 360 toolkits, and trauma-informed care to empower youth to make change within themselves and their community.
Mayahuel Prevention Consortium
The Mayahuel Prevention Consortium (MPC) is funded by the Substance Abuse and Mental Health Administration's (SAMHSA) Strategic Prevention Framework Partnership Grant. The goal of the consortium is to prevent and reduce the progression of substance misuse and potential obstacles while enhancing prevention capacity and infrastructure at the community and state levels. MPC has adopted three evidence-based strategies and community-defined best practices to address the issues of alcohol/underage drinking, marijuana, and opioid misuse within Latino youth and adults.
Por Vida
The Por Vida Program will enhance system infrastructure capacity to support and sustain culturally and generationally responsive substance abuse and HIV/STI prevention and screening/testing services to the Latino youth and young adults in Pima County. Por Vida seeks to improve services for those at highest risk of HIV and substance use disorders and implements a navigation approach: community health workers, neighborhood navigators and peer support specialists. Youth engagement and adult participation is established through educational sessions which utilizes the Cuidate and Too Good for Drugs curriculums. Both curriculums implement innovative, culturally and generationally responsive prevention and navigation approaches to serve Southern Arizona’s Latino Gen Z population (13-24) in Pima County.
Si Se Puede II
Si Se Puede is also an opportunity to build comprehensive prevention, treatment, and recovery infrastructure supporting the rural community of Coolidge, Arizona, and is funded by the Health Rural Services Administration. Coolidge was selected as the target area because it is a HRSA-designated rural service area and is experiencing a documented and dramatic increase in SUD/OUD. At the same time, there is a rising influx of first-generation Mexican Americans whose cultural, ethnic, and language differences often prevent them from seeking treatment.
Pinal County Latino Opioid Consortium
This program seeks to expand and increase access to MAT services for opioid use disorder to address medically underserved Latino communities; ensure timely treatment engagement for those with dual-diagnosis, and support individuals with OUD re-entering the community following incarceration through an existing consortium of health/behavioral health providers in Pinal County, Arizona. Project partners will expand current outreach strategies to focus on reaching Latinos and special populations currently underserved and/or at risk for OUD and to more intensively engage providers in culturally-responsive service provision. Providers will only use grant funds for services to individuals not covered by public or commercial health insurance; individuals for whom coverage has been formally determined to be unaffordable, or for services not sufficiently covered by an individual's health insurance plan.
ConeXiones
ConeXiones is a psychostimulant and opioid prevention program that covers Cochise County, focusing on Douglas, Bisbee, Sierra Vista, Tombstone, Benson, and Wilcox. In addition, this program has a Bi-National aspect with Mexico, hence the name ConeXiones, as it connects Mexico and the United States together at the border in prevention and communication. Funded by HRSA, this program also has a treatment and recovery aspect to fully support the community members who have addiction issues. ConeXiones works closely with Mayahuel Prevention Consortium II when it comes to coalition involvement, training, and community outreach.
Justica Juntos
Justicia Juntos (Justice Together) is a new initiative that will increase heat resiliency in disproportionately affected, Latino-dominant communities of Tucson, Arizona. Justicia Juntos will develop a youth climate coalition, train Latino climate advocates, and build two Climate Resilience Hubs to provide safe spaces for residents to cool down, build connections, and access resources. Project partners include the Arizona, Center for Empowerment, Living United for Change (LUCHA Arizona), Chispa Arizona, and City of Tucson Mayor, Regina Romero.
Mayahuel Edible Garden Project
Funded by the United States Department of Agriculture (USDA), and based in Douglas, AZ, this project addresses the longstanding inequity in fresh food access and disappearing knowledge and appreciation of cultural indigenous farming practices. The Mayahuel Edible Garden Project is a catalyst to begin gardening practices and farm to table concepts to youth as early as age 10; incorporating local and seasonal foods into school meals; and re-introducing youth and adults to their indigenous and Latino-relevant foods and historically sustainable farming practices. It is believed that the success of this project will lead to larger garden and farm to school efforts statewide.
Where we work
Awards
Bright Spots in Hispanic Education 2015
White House Initiative on Advancing Educational Equity for Hispanics
Affiliations & memberships
UNIDOSUS 2017
National Compadres Network 2019
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of participants attending course/session/workshop
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This data represents how our program reach members of Douglas both directly and indirectly.
Total number of grants awarded
This metric is no longer tracked.Totals By Year
Population(s) Served
Ethnic and racial groups, Families, Parents, At-risk youth
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Total dollar amount of grants awarded
This metric is no longer tracked.Totals By Year
Population(s) Served
Ethnic and racial groups, At-risk youth, Families, Parents
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Goal 1: Institute operations and procedures that maximize the agency’s human and financial resources and keep the agency continually prepared for growth and sustainability.
GOAL 2: Implement high quality, data-driven services and programs that achieve agency mission and vision and can adapt to meet the changing needs of the community.
Goal 3: Maintain a robust and diverse funding base that supports the direct and indirect operations of the agency.
GOAL 4: Maintain a full and active board that understands its role, demonstrates support for the agency’s work, and ensures stability and sustainability.
Goal 5: Expand agency go to status in effectively giving voice to Chicano history, traditions, and culture.
Goal 6: Promote the spiritual, mental, emotional and physical health of employees and board.
What are the organization's key strategies for making this happen?
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
The people we serve tell us they find data collection burdensome
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
0.55
Months of cash in 2023 info
1.7
Fringe rate in 2023 info
24%
Funding sources info
Assets & liabilities info
Financial data
AMISTADES INC
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
This snapshot of AMISTADES INC’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2020 | 2021 | 2022 | 2023 |
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Unrestricted surplus (deficit) before depreciation | -$26,522 | -$123,059 | $109,541 | $37,570 | $254,917 |
As % of expenses | -3.5% | -12.2% | 9.5% | 2.2% | 11.9% |
Unrestricted surplus (deficit) after depreciation | -$29,104 | -$123,345 | $109,458 | $37,520 | $253,774 |
As % of expenses | -3.8% | -12.2% | 9.5% | 2.2% | 11.9% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $740,058 | $935,978 | $1,216,296 | $1,806,278 | $2,350,330 |
Total revenue, % change over prior year | -14.5% | 0.0% | 29.9% | 48.5% | 30.1% |
Program services revenue | 33.3% | 9.3% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.0% | 69.5% | 81.1% | 91.6% |
All other grants and contributions | 66.7% | 90.7% | 30.5% | 14.9% | 1.3% |
Other revenue | 0.0% | 0.0% | 0.0% | 4.0% | 7.1% |
Expense composition info | |||||
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Total expenses before depreciation | $765,449 | $1,010,832 | $1,154,614 | $1,738,292 | $2,140,120 |
Total expenses, % change over prior year | -16.7% | 0.0% | 14.2% | 50.6% | 23.1% |
Personnel | 45.3% | 46.6% | 48.9% | 46.3% | 44.8% |
Professional fees | 11.4% | 28.8% | 30.7% | 27.9% | 31.3% |
Occupancy | 6.9% | 3.8% | 3.6% | 2.5% | 5.1% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 36.3% | 20.8% | 16.9% | 23.3% | 18.8% |
Full cost components (estimated) info | 2018 | 2020 | 2021 | 2022 | 2023 |
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Total expenses (after depreciation) | $768,031 | $1,011,118 | $1,154,697 | $1,738,342 | $2,141,263 |
One month of savings | $63,787 | $84,236 | $96,218 | $144,858 | $178,343 |
Debt principal payment | $0 | $0 | $1,329 | $81,114 | $0 |
Fixed asset additions | $0 | $0 | $0 | $5,714 | $0 |
Total full costs (estimated) | $831,818 | $1,095,354 | $1,252,244 | $1,970,028 | $2,319,606 |
Capital structure indicators
Liquidity info | 2018 | 2020 | 2021 | 2022 | 2023 |
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Months of cash | 1.6 | 2.5 | 2.2 | 1.5 | 1.7 |
Months of cash and investments | 1.6 | 2.5 | 2.2 | 1.5 | 1.7 |
Months of estimated liquid unrestricted net assets | 0.6 | 0.9 | 1.9 | 1.5 | 2.6 |
Balance sheet composition info | 2018 | 2020 | 2021 | 2022 | 2023 |
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Cash | $105,098 | $210,953 | $208,388 | $210,520 | $309,226 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $47,516 | $38,024 | $83,571 | $112,836 | $225,502 |
Gross land, buildings, equipment (LBE) | $30,703 | $24,503 | $8,425 | $12,214 | $12,214 |
Accumulated depreciation (as a % of LBE) | 69.0% | 73.1% | 22.8% | 0.4% | 9.8% |
Liabilities (as a % of assets) | 66.1% | 43.9% | 36.5% | 22.0% | 53.6% |
Unrestricted net assets | $47,214 | $80,628 | $190,086 | $227,606 | $481,380 |
Temporarily restricted net assets | $10,434 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $10,434 | $65,275 | $17,416 | $47,832 | $3,125 |
Total net assets | $57,648 | $145,903 | $207,502 | $275,438 | $484,505 |
Key data checks
Key data checks info | 2018 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and Chief Executive Officer
Claudia Jasso
Number of employees
Source: IRS Form 990
AMISTADES INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
AMISTADES INC
Board of directorsas of 01/19/2024
Board of directors data
Mr. Carlos Gonzalez
Retired Educator
Carlos Gonzalez
Retired Educator
Ricardo M. Jasso
Amistades, Inc.
Juan Ibarra
The Catholic University of America
Manuel Medina
Multicultural Associates
Blanca Varela
Community Activist
Miguel Flores
Holistic Wellness Counseling and Consultant Services
Steve Torres
Pima County
Claudia Jasso
Amistades, Inc.
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 10/13/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.