Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 30,188,001 | 25,828,761 | 8,965,239 | 8,828,576 | 8,143,206 | 81,953,783 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 30,188,001 | 25,828,761 | 8,965,239 | 8,828,576 | 8,143,206 | 81,953,783 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | 81,953,783 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 30,188,001 | 25,828,761 | 8,965,239 | 8,828,576 | 8,143,206 | 81,953,783 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 1,335,731 | 470,726 | 898,486 | 925,883 | 1,201,108 | 4,831,934 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 1,888,959 | 71,602 | 69,851 | 2,030,412 | ||
| 11 | Total support. Add lines 7 through 10 | 88,826,767 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
|||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2018 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2018 |
(iii) Distributable Amount for 2018 |
|
|---|---|---|---|---|
|
1
Distributable amount for 2018 from Section C, line 6 |
||||
|
2
Underdistributions, if any, for years prior to 2018 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2018: | ||||
| a From 2013....... | ||||
| b From 2014....... | ||||
| c From 2015....... | ||||
| d From 2016....... | ||||
| e From 2017....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2018 distributable amount | ||||
|
i
Carryover from 2013 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2018 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2018 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2018, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2018. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2019. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2014...... | ||||
| b Excess from 2015..... | ||||
| c Excess from 2016..... | ||||
| d Excess from 2017..... | ||||
| e Excess from 2018..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|---|
| SCHEDULE A, PART II, LINE 10, EXPLANATION OF OTHER INCOME: | OTHER INCOME - 2014 AMOUNT: $ 1,888,959. 2017 AMOUNT: $ 71,602. 2018 AMOUNT: $ 69,851. |
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 4A | REAL ESTATE OPERATIONS: UNDER THIS DIVISION VARIOUS MISSION DRIVEN DEVELOPMENT ACTIVITIES OCCUR INCLUDING: MULTI-FAMILY, COMMERCIAL AND SINGLE FAMILY CONSTRUCTION, SINGLE FAMILY SELF-HELP HOUSING AND ACTING AS A GENERAL CONTRACTOR ON PROJECTS. 1. MULTIFAMILY APARTMENTS: PROVIDING AFFORDABLE RENTAL UNITS HAS BEEN A MAJOR COMPONENT OF CPLC'S AFFORDABLE HOUSING EFFORTS. CPLC CURRENTLY OWNS AND MANAGES MORE THAN 2,650 APARTMENT UNITS THROUGHOUT THE STATE OF ARIZONA HOUSING 3,975 RESIDENTS. THESE UNITS OFFER RENTS AND DEPOSITS THAT ARE MANAGEABLE FOR LOW-INCOME AND/OR ELDERLY RESIDENTS. MOST OF THE PROPERTIES ARE NEWLY REFURBISHED AND SOME OFFER AMENITIES SUCH AS FREE LEARNING CENTERS FOR ADULT LEARNING AND AFTERSCHOOL PROGRAMMING FOR CHILDREN, EXPANSIVE PLAYGROUNDS AND REGULAR SOCIAL ACTIVITIES. 2. NEIGHBORHOOD STABILIZATION PROGRAM: IN 2010, AS THE LEAD AGENCY IN A 13-MEMBER CONSORTIUM OF NON-PROFIT COMMUNITY DEVELOPMENT ORGANIZATIONS, CHICANOS POR LA CAUSA INC., (CPLC) WAS AWARDED A U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD) NEIGHBORHOOD STABILIZATION II (NSP2) AWARD IN THE AMOUNT OF $137-MILLION TO STABILIZE COMMUNITIES IMPACTED BY HOME FORECLOSURE AND ABANDONMENT. CPLC, AS THE LEAD AGENCY, IMPLEMENTED THE PROGRAM ACTIVITIES AND PROTOCOLS FOR THE 13 NON-PROFIT ENTITIES ACROSS EIGHT STATES WHICH INCLUDE NOT ONLY ARIZONA, BUT CALIFORNIA, ILLINOIS, PHILADELPHIA, COLORADO, TEXAS, MARYLAND, NEW MEXICO, AND THE DISTRICT OF COLUMBIA. CPLC'S RESPONSIBILITY AS THE LEAD AGENCY UNDER THE NSP2 PROGRAM INCLUDES MANAGING ALL FUNDS OF THE GRANT, ENSURING ALL ACTIVITIES MEET REGULATORY COMPLIANCE ACCORDING TO THE TERMS OF THE GRANT AND REPORTING. THE CONSORTIUM HAS IDENTIFIED FOUR (4) ELIGIBLE ACTIVITIES UNDER THE NSP2 PROGRAM WHICH ARE AS FOLLOWS: - ESTABLISH FINANCING MECHANISMS FOR THE PURCHASE AND REDEVELOPMENT OF FORECLOSED UPON HOMES AND RESIDENTIAL PROPERTIES. - PURCHASE AND REHABILITATE HOMES AND RESIDENTIAL PROPERTIES THAT HAVE BEEN ABANDONED OR FORECLOSED UPON. - ESTABLISH LAND BANKS FOR HOMES AND RESIDENTIAL PROPERTIES THAT HAVE BEEN FORECLOSED AND DEMOLITION OF BLIGHTED STRUCTURES - REDEVELOP DEMOLISHED OR VACANT PROPERTIES AS HOUSING SINCE THE AWARD OF $137,107,133 WAS GIVEN ON JANUARY 2010, THE LEAD AGENCY (CPLC) AND MEMBERS OF THE CONSORTIUM ACQUIRED OVER 1,000 SINGLE FAMILY HOMES FOR REHAB AND RESALE IN 7 STATES AND THE DISTRICT OF COLUMBIA. THE CONSORTIUM HAS OBLIGATED AND/OR EXPENDED OVER $225 MILLION DOLLARS OF ALLOCATED FUNDS WHICH INCLUDES GENERATING MORE THAN $100 MILLION IN PROGRAM INCOME. THE CONSORTIUM HAS ACQUIRED, REHABBED OR REDEVELOPED AND SOLD OR RENTED OVER A 1,000 OF THESE SINGLE FAMILY UNITS. IN ADDITION, THE CONSORTIUM HAS ALSO ACQUIRED SEVERAL MULTIFAMILY PROPERTIES WHICH TOTAL 1,200 UNITS. MEMBERS OF THE CONSORTIUM HAVE CONTINUED TO LEVERAGE THE SUCCESS OF THE NSP2 PROGRAM TO COMPLETE NEW CONSTRUCTION, ACQUIRE, REHAB, MANAGE, RESELL AND OBTAIN ADDITIONAL AFFORDABLE HOUSING PROPERTIES WITH MANY OTHER GRANT AND COMMUNITY INITIATIVES. 3. SINGLE FAMILY HOMES: CPLC HAS STABILIZED NEIGHBORHOODS BY PROVIDING HOME OWNERSHIP OPPORTUNITIES TO NEARLY 40 PEOPLE ANNUALLY CREATING WEALTH THROUGH HOME OWNERSHIP. EDUCATION TOWARDS SUSTAINABLE OWNERSHIP REMAINS A PRIORITY TO CPLC. WE ARE COMMITTED TO ASSIST LOW, MODERATE AND MIDDLE INCOME HOME BUYERS BY OFFERING SAFE, HABITABLE AND EFFICIENT HOMES AT AFFORDABLE PRICES. WE WANT TO ASSIST FAMILIES AND INDIVIDUALS ACHIEVE THEIR DREAM OF PURCHASING A HOME. |
| FORM 990, PART III, LINE 4B | SOCIAL SERVICES AND EDUCATION: 1. EARLY HEADSTART AND MIGRANT HEADSTART EARLY HEAD START AND MIGRANT HEAD START CHICANOS POR LA CAUSA EARLY CHILDHOOD DEVELOPMENT (CPLC ECD) PROGRAMS PROMOTE SCHOOL READINESS FOR CHILDREN AND FAMILIES THROUGHOUT ARIZONA. CPLC ECD IS FOCUSED ON MEETING THE EDUCATION AND CHILDCARE NEEDS OF FAMILIES AND FOSTERING FAMILY SELF-SUFFICIENCY THROUGH THE PROVISION OF SUPPORTIVE CARE AND DEVELOPMENTALLY APPROPRIATE EARLY CHILDHOOD EDUCATION SERVICES TO CHILDREN UNDER FIVE YEARS OLD. CPLC'S FIRST HEAD START GRANT WAS AWARDED IN 1996 WHEN THE AGENCY BECAME THE STATEWIDE GRANTEE FOR MIGRANT & SEASONAL HEAD START WITH 301 FUNDED SLOTS. IN 2000, THE AGENCY WON A SECOND GRANT TO PROVIDE EARLY HEAD START SERVICES IN SOUTH CENTRAL PHOENIX WITH 52 FUNDED SLOTS. AS OF TODAY, BOTH PROGRAMS HAVE GROWN WITH MIGRANT & SEASONAL HEAD START HAVING 930 FUNDED SLOTS AND EARLY HEAD START HAVING 112 FUNDED SLOTS. CPLC ECD FAMILIES REPRESENT AN UNDERSERVED POPULATION WITH MOUNTING CHALLENGES: POVERTY, HOUSING SHORTAGES, UNEMPLOYMENT, HEALTH CONCERNS, HAZARDOUS WORKING CONDITIONS, POOR NUTRITION, AND A HOST OF CULTURAL AND LANGUAGE BARRIERS. COLLABORATING WITH COMMUNITY PARTNERS WHO SHARE CPLC'S COMMITMENTS TO ALL FAMILIES IN NEED, ECD TURNS THE TIDE, PROVIDING AN ARRAY OF SERVICES TO SUPPORT THE HEALTH, WELL-BEING, AND FUTURE EDUCATIONAL SUCCESS OF YOUNG CHILDREN. WITHIN ARIZONA'S AGRICULTURAL COMMUNITIES, MIGRANT AND SEASONAL FARM WORKING FAMILIES FACE ADDITIONAL OBSTACLES AS THEY STRUGGLE TO FIND ACCESS TO HEALTH CARE, SOCIAL SERVICES, HOUSING, TRANSPORTATION AND EDUCATION. MANY FAMILIES STRUGGLE TO CARE FOR CHILDREN WITH DISABILITIES AND MENTAL HEALTH CHALLENGES. THEREFORE, CPLC ECD MIGRANT & SEASONAL / MIGRANT & EARLY HEAD START (MSHS AND MEHS) SERVICES ARE PROVIDED IN THOSE AREAS WHERE HANDPICKED AND ROW CROPS ARE MOST PREVALENT. PROGRAM CENTERS PROVIDE FULL-DAY FULL YEAR SERVICES AND CHILDREN ARE TRANSPORTED TO THE CENTERS DAILY ON BUSES WHICH MEET HEAD START PROGRAM PERFORMANCE STANDARDS (HSPPS) FOR SAFETY. CPLC ECD IS THE SOLE GRANTEE FOR MIGRANT & SEASONAL HEAD START IN THE STATE OF ARIZONA, PROVIDING SERVICE TO 930 CHILDREN AGES 0 TO 5 YEARS OLD IN THE COMMUNITIES OF YUMA, SOMERTON, SAN LUIS, ELOY, WILLCOX, SURPRISE AND QUEEN CREEK. CPLC ECD EARLY HEAD START (EHS) IS FUNDED TO SERVE 112 CHILDREN AGES 0-3 WITH A FOCUS ON PREGNANT AND PARENTING TEENS. THE SERVICE AREA INCLUDES THE PHOENIX, MURPHY, WILSON & ROOSEVELT ELEMENTARY SCHOOL DISTRICTS AND THE TOWN OF QUEEN CREEK. 2. ELDERLY SERVICES: CPLC ADDRESSES THE NEEDS OF ARIZONA'S GROWING SENIOR POPULATION THROUGH A COMPREHENSIVE, CENTER BASED PROGRAM THAT OFFERS ADVOCACY AND CASE MANAGEMENT SERVICES. THIS PROGRAM IS CENTERED ON THE SOCIAL AND NUTRITIONAL NEEDS OF OUR SENIORS. THIS FOCUS CONSISTS OF DAILY ACTIVITIES TO PROMOTE SOCIAL, EMOTIONAL, HEALTH AND WELLNESS, CONGREGATE MEALS, AND HOME DELIVERED MEALS. THIS PROGRAM ANNUALLY SERVES OVER 400 ELDERLY CLIENTS LIVING IN ITS 162-UNIT FACILITY IN WEST PHOENIX. TO QUALIFY, RESIDENTS MUST BE 62+. EARN LESS THAN 30% OF THE AREA MEDIAN INCOME OF $49,328. ALMOST NINE OUT OF TEN RESIDENTS ARE HISPANIC. THE PROGRAM USES HOLISTIC SOLUTIONS THAT ADDRESS NON-MEDICAL ISSUES TO BOOST RESIDENTS WELL-BEING AND OVERALL HEALTH. ACCORDING TO A STUDY FUNDED BY THE ROBERT WOOD JOHNSON FOUNDATION, RESIDENTS INVOLVED IN THE SOCIAL ACTIVITIES AT THE CENTER ARE LESS LIKELY TO BE DEPRESSED AND CLAIM THEY ARE BETTER ABLE TO MANAGE THEIR CHRONIC DISEASES LIKE ARTHRITIS AND DIABETES. THE FACILITY, WHICH DID NOT OFFER NURSING SERVICES, IS IN THE PROCESS OF LAUNCHING AN ELDERLY HOME HEALTH CARE PROGRAM ON-SITE. 3. CPLC FAMILY IMMIGRATION SERVICES: CPLC HAS BEEN ACCREDITED WITH THE DEPARTMENT OF JUSTICE SINCE 1980 TO PROVIDE LEGAL IMMIGRATION SERVICES IN SOMERTON, AZ. RECENTLY, THE ORGANIZATION HAS ALSO BEEN RECOGNIZED FOR ACCREDITATION IN TUCSON, AZ. THE TUCSON IMMIGRATION SERVICES PROGRAM HELPS FAMILIES AND INDIVIDUALS NAVIGATE THE COMPLEX IMMIGRATION SYSTEM. THE PROGRAM OFFERS THESE SERVICES THROUGH KNOWLEDGEABLE, ACCREDITED INDIVIDUALS; AT AN AFFORDABLE COST. OUR GOAL IS TO REUNITE FAMILIES DIVIDED BY INTERNATIONAL BORDERS, HELP ELIGIBLE INDIVIDUALS IN THIS COUNTRY APPLY FOR IMMIGRATION BENEFITS, OR APPLY FOR CITIZENSHIP, WHILE MAKING SURE THESE INDIVIDUALS ARE NOT VICTIMS OF SCAMS OR POOR REPRESENTATION THROUGH THE RAMPANT ISSUE OF NOTARIO FRAUD" IN OUR COMMUNITY. THIS PROGRAM OFFERS A BROAD RANGE OF SERVICES DESIGNED TO FIT THE NEEDS OF EVERY FAMILY OR INDIVIDUAL GOING THROUGH THE IMMIGRATION PROCESS. IN FY 2019, CPLC FAMILY IMMIGRATION SERVICES WERE ABLE TO SERVE 2,521 CLIENTS ON THEIR PATHWAY TOWARDS BECOMING U.S. CITIZENS. RESULTS FROM A CLIENT SATISFACTION STUDY CONDUCTED IN FY 2019 IN THE SOMERTON OFFICE, DEMONSTRATED A STRONG TRUST TOWARDS CPLC IMMIGRATION AND ITS ABILITY TO SERVE THE COMMUNITY. CLIENTS THAT TRIED USING A DIFFERENT IMMIGRATION SERVICE TO PROCESS THEIR CASES ULTIMATELY STATED THAT CPLC UNDOUBTEDLY OFFERS A BETTER EXPERIENCE, BETTER PRICES AND FASTER PROCESSING. ALL PARTICIPANTS AGREED THAT IT IS CREDIBLE, RELIABLE AND HONEST. THIS CAN BE SUBSTANTIATED BY CPLC'S NET PROMOTER SCORE, WHICH IS A METRIC THAT QUANTIFIES CUSTOMER LOYALTY OF 81%. THIS SCORE IS HIGHER THAN THE BENCHMARK OF 70% FOR OTHER SOCIAL SERVICES ORGANIZATIONS. 4. WORKFORCE SOLUTIONS: IN OPERATION FOR 33 YEARS, THE WORKFORCE SOLUTIONS PROGRAM IS TO "EMPOWER ECONOMIC MOBILITY THROUGH WORKFORCE DEVELOPMENT AND AS SUCH, PROGRAMMING AIMS TO EMPOWER MEMBERS OF THE COMMUNITY TO ACHIEVE SELF-SUFFICIENCY THROUGH SERVICES THAT HELP DEFINE AND LAUNCH CAREER PATHWAYS WHILE ADDRESSING BARRIERS TO EMPLOYMENT. SERVICES INCLUDE WALK-IN JOB SEARCH ASSISTANCE AND RESUME DEVELOPMENT AT THE CPLC ENGAGEMENT CENTER; VOCATIONAL TRAININGS IN BANKING/FINANCE, CUSTOMER SERVICE, AND RETAIL; GED AND COMPUTER SKILLS PROFICIENCY CLASSES; JOB FAIRS AND HIRING EVENTS; PAID INTERNSHIPS; AND CASE MANAGEMENT. CPLC WORKFORCE SOLUTIONS SUPPORTS THE LOCAL ECONOMY BY UPSKILLING CLIENTS WITH SKILL SETS DESIRED BY LOCAL EMPLOYERS, IN ADDITION TO FACILITATING JOB PLACEMENTS. IN 2019, CPLC WORKFORCE SOLUTIONS PROVIDED THESE EMPLOYMENT AND TRAINING SERVICES TO APPROXIMATELY 4,174 CLIENTS. 5. THE FAMILY ASSISTANCE PROGRAM (EMERGENCY SERVICES) CPLC OFFERS SERVICES TO THOSE WHO NEED IT MOST THROUGH THE FAMILY ASSISTANCE (FORMERLY KNOWN AS EMERGENCY ASSISTANCE) PROGRAM. THE CPLC FAMILY ASSISTANCE PROGRAM ACTS AS THE TRIAGE HUB (SIMILAR TO ARIZONA 211) FOR CPLC SOCIAL SERVICES, PROVIDING SERVICES FOR THE SAFETY NET POPULATION IN THE FORM OF RESOURCE NAVIGATION, FUNERAL ASSISTANCE, ARIZONA PUBLIC SERVICE UTILITY ASSISTANCE, AND SNAP OUTREACH/ENROLLMENT. IN FY 2019, FAMILY ASSISTANCE HELPED ALMOST 1,000 (951) HOUSEHOLDS WITH ELECTRIC UTILITY ASSISTANCE. CPLC'S PRIMARY DATA FROM FY 2019 FOUND THAT CLIENTS WHO REQUEST TRIAGE SERVICES PREDOMINATELY REQUIRE ACCESS TO HEALTHCARE, UTILITY ASSISTANCE, AND/OR BEHAVIORAL/MENTAL HEALTH SERVICES. IN FY 2019, THE FAMILY ASSISTANCE PROGRAM WAS ABLE TO SUPPORT AND PROVIDE SERVICES TO 1,235 FAMILIES. 6. HOUSING & HOUSING COUNSELING: HOUSING COUNSELING PROVIDES PROGRAMS INCLUDING HOMEBUYING FOR FIRST TIME BUYERS AND CLIENTS WHO ARE RE-ENTERING THE HOUSING MARKET, FINANCIAL EDUCATION, MORTGAGE DEFAULT, AND RENTAL ASSISTANCE (TUCSON ONLY). HOUSING COUNSELING PARTNERS WITH OTHER CPLC PROGRAMS TO IDENTIFY CLIENTS WHO WOULD BENEFIT FROM FINANCIAL EDUCATION PROVIDED BY HOUSING COUNSELING. IN 2019, HOUSING COUNSELING RECEIVED A GRANT TO EDUCATE YOUNG ADULTS ON THE FUTURE WEIGHT OF THEIR FINANCIAL CHOICES. SERVICES ARE OFFERED ONE ON ONE, ONLINE, IN WORKSHOPS, AND COLLEGE CAMPUSES. HOUSING COUNSELING SERVED 4,203 CLIENTS IN FY 19. ADDITIONALLY, CPLC PROVIDED PERMANENT SUPPORTIVE HOUSING TO 100 CLIENTS. 7. PARENTING ARIZONA CHICANOS POR LA CAUSA'S PARENTING ARIZONA SERVES FAMILIES THROUGH NUMEROUS SERVICES TO ADDRESS RISK FACTORS AND TO HELP PARENTS AND CHILDREN THRIVE TOGETHER. THE HOME VISITATION PROGRAM PROMOTES HEALTH, OPTIMAL DEVELOPMENT, AND SCHOOL READINESS FOR CHILDREN UNDER THE AGE OF FIVE. THE HEALTHY FAMILIES PROGRAM AIMS TO REDUCE CHILD ABUSE IN THE FAMILIES, AND PROMOTES POSITIVE PARENTING AND HEALTHY CHILD DEVELOPMENT. FURTHERMORE, THE FAMILY PRESERVATION SERVICES PROVIDE THE MOST AT-RISK POPULATION THE SUPPORT THEY NEED TO IMPROVE THEIR PARENTING SKILLS AND QUALITY OF LIVING THROUGH PERSON-CENTERED CARE AND ASSESSMENT. PARENTING ARIZONA PREDOMINATELY SERVES LOW-INCOME FAMILIES AND CHILDREN WHO REQUIRE A FAIR AMOUNT OF EXTRA SOCIAL SERVICES. IN FY 2019, PARENTING ARIZONA IMPACTED 31,072 INDIVIDUALS THROUGH DIRECT, INDIRECT, AND OUTREACH SERVICES. ALMOST HALF OF CLIENTS DIRECTLY SERVED REPORTED BEING HISPANIC, WITH 20% OF CLIENTS NOTING THAT THEIR PRIMARY LANGUAGE WAS SPANISH. |
| FORM 990, PART III, LINE 4B CONTINUED | PARENTING ARIZONA CONTINUED: A MAJORITY OF FAMILIES REPORTED HAVING A FEMALE HEAD OF HOUSEHOLD AND 44% OF CLIENTS WERE CONSIDERED "HIGH NEED," WITH 23% HAVING "MULTIPLE HIGH NEEDS." RESULTS FROM PARENTING ARIZONA'S FY 2019 ANNUAL PROGRAM EVALUATION SPEAKS TO THE SUCCESSES OF CHILDHOOD DEVELOPMENT INTERVENTION. IN FY 2019, 80% OF SCREENED CHILDREN DEMONSTRATED IMPROVED SCORES IN AT LEAST ONE OF THE DEVELOPMENTAL DOMAINS ASSESSED (COMMUNICATION, GROSS MOTOR, FINE MOTOR, PROBLEM SOLVING, AND PERSONAL-SOCIAL). IN THE COCONINO HOME VISITATION PROGRAM, 84% OF CHILDREN SAW IMPROVEMENTS IN AT LEAST ONE DOMAIN IN THE SOUTH PHOENIX HOME VISITATION PROGRAM. PARENTING ARIZONA ALSO HAS A PROGRAM-WIDE GOAL OF INCREASED LITERACY AMONG CHILDREN AND FAMILIES AND ENCOURAGES PARENTS/GUARDIANS TO READ TO THEIR CHILDREN AND MAKE THE READING EXPERIENCE ENJOYABLE. WITHIN PARENTING ARIZONA'S FAMILY RESOURCE CENTER, 95% OF GUARDIANS REPORTED READING TO THEIR CHILDREN BETWEEN 1-7+ TIMES A WEEK, WITH 46% OF GUARDIANS READING TO THEIR CHILDREN BETWEEN 31-60+ MINUTES. FURTHERMORE, ALMOST ALL CHILDREN (91%) PARTICIPATING IN THE FAMILY RESOURCE CENTER ASKED THEIR GUARDIAN TO READ TO THEM WITHIN THE LAST WEEK OF BEING SURVEYED. 8. FAMILY EMPOWERMENT AND EDUCATION: FAMILY EMPOWERMENT INCLUDES PROVIDING SERVICES AT ITS DROP IN CENTERS FOR SCHOOL AGED YOUTH. THE PROGRAM PROVIDES GED, ESL AND TUTORING TO YOUTH AND THEIR FAMILIES. THE PROGRAM ALSO PROVIDES SOCIAL SERVICES, REFERRALS TO OTHER SERVICES AND A COMPUTER LAB FOR FAMILIES TO USE FOR HOMEWORK, FIND JOBS OR GET TRAINING.THE FAMILY EMPOWERMENT PROGRAMS DIRECTLY SERVED OVER 370 PEOPLE IN FY 2019. THE CENTERS BUILD UP THEIR COMMUNITIES BY PROVIDING TOOLS TO EMPOWER CLIENTS. CENTERS OFFER PROGRAMS, BUT ALSO ALLOW FOR DROP IN SERVICES. PROGRAMS ARE AVAILABLE FOR ADULTS AND YOUTHS IN GED, ESL, FINANCIAL LITERACY, AND YOUTH GROUPS, DROP IN SERVICES INCLUDE A COMPUTER LAB FOR HOMEWORK OR JOB SEARCHING/TRAINING, AFTER SCHOOL TUTORING FOR YOUTH, A SECURE PLAYGROUND FOR YOUNGER CHILDREN, AND REFERRALS TO OTHER SERVICES. COMMUNITY CENTERS PARTNER WITH OTHER CPLC PROGRAMS TO PROVIDE HEALTH SERVICES IN THE FORM OF CHECK-UPS AND EXERCISE PROGRAMS. CENTERS ALSO PARTNERS WITH LOCAL GROCERS TO PROVIDE FOOD PANTRY SERVICES FOR THE COMMUNITY. THE CENTER ALSO OFFERS COMMUNITY OUTREACH EVENTS INCLUDING THANKSGIVING AND CHRISTMAS DINNERS. ABC 15, SANDERSON FORD/LINCOLN AND WALMART HOSTED THE 19TH ANNUAL OPERATION SANTA CLAUS CHARITY DRIVE THAT TOOK PLACE FROM NOVEMBER 14TH TO DECEMBER 19TH, 2019. 40+ VOLUNTEERS WERE TASKED WITH COLLECTING TOYS, UNLOADING AND SORTING OF TOYS, AND PROMOTING OF THE CAMPAIGN. CHICANOS POR LA CAUSA WAS A BENEFICIARY OF THE THOUSANDS OF TOYS, CLOTHING ITEMS, PACKAGED FOOD ITEMS AND MONETARY DONATIONS THAT WERE DONATED BY THE COMMUNITY IN THE VARIOUS DROP OFF LOCATIONS. THE CPLC COMMUNITY CENTER RECEIVED AND HANDED OUT 350 TOYS TO THE FAMILIES IN THE SURROUNDING COMMUNITY AND OVER $20,000 OF THE FUNDS RAISED WILL BE USED TO MAKE FACILITY IMPROVEMENTS SUCH AS A SECURITY AND OUTDOOR LIGHT SYSTEM AND FOOD PANTRY EXPANSION. IN FY 2019 THE CENTERS WERE ABLE TO SERVE 563 CLIENTS WITH DIRECT SERVICES. 9. YOUTH SERVICES: YOUTH SERVICES OFFERS PROGRAMS TO HIGH SCHOOL AGED YOUTH IN SCHOOLS DURING SCHOOL HOURS IN TUCSON, AZ. THE PROGRAMS USE CULTURALLY RELEVANT TEACHING TECHNIQUES AND TOPICS TO EMPOWER YOUTH WITH PROBLEM SOLVING SKILLS, COPING FROM STRESS IN POSITIVE WAY, AND POSITIVE ATTITUDE TOWARD THEMSELVES. YOUTH SERVICES USES HARM REDUCTION MODELS FOR EDUCATION ON SUBSTANCE ABUSE AND PREVENTING HIGH-RISK BEHAVIORS AND SECURES YOUTHS' CULTURAL IDENTITY BY FINDING HOW THEY ARE INTERCONNECTED WITH FAMILY, FRIENDS, CLASSMATES, TEACHERS AND THEIR COMMUNITY. YOUTH SERVICES DIRECTLY SERVED 971 YOUTHS IN FY 19. THE NAHUI OLLIN PROGRAM FOCUSES ON DECREASING HIGH-RISK BEHAVIORS AMONG HIGH SCHOOL STUDENTS BY FOCUSING ON THEIR INTERCONNECTEDNESS TO THEIR FAMILY, FRIENDS, CLASSMATES, TEACHERS, AND COMMUNITY. AFTER THE PROGRAM, MORE STUDENTS BELIEVED THEIR CHOICES CAN HAVE A NEGATIVE IMPACT ON THEIR COMMUNITY (43%, UP FROM 12%) AND STUDENTS FOUND THEIR CLASSMATES ARE MORE WILLING TO PROTECT COMMON PROPERTY (57%, UP FROM 31%), STAND UP FOR RIGHT AND WRONG (58%, UP FROM 37%), AND ACCEPTING PEOPLE FOR WHO THEY ARE (82%, UP FROM 67%). THE TOWARDS NO DRUG (TND) CURRICULUM WAS ALSO TAUGHT IN THE NAHUI OLLIN PROGRAM AND IT FOCUSED ON PREVENTING DRUG ABUSE BY DEVELOPING AND TESTING PREVENTION BASED STRATEGIES FOR UPPERCLASSMEN IN HIGH SCHOOL. AFTER THE PROGRAM, A SIGNIFICANT AMOUNT OF STUDENTS DECREASED THEIR ALCOHOL INTAKE TO 0 TIMES (78%, UP FROM 31%), 92% OF STUDENTS REPORTED THEY HAVE NOT TRIED CIGARETTES, 98% OF STUDENTS HAVE NOT TRIED COCAINE, 99% OF STUDENTS HAVE NOT TRIED OTHER DRUGS (HEROIN) AND 100% OF STUDENTS HAVE NOT TRIED STIMULANTS. |
| FORM 990, PART III, LINE 4C | INTEGRATED HEALTH SERVICES - IHHS CPLC OFFERS OUTPATIENT BEHAVIORAL HEALTH SERVICES TO FAMILIES, ADULTS, CHILDREN, AND ADOLESCENTS, SHELTER, COMMUNITY-BASED SERVICES, CASE MANAGEMENT, AND LEGAL SERVICES FOR WOMEN WHO ARE VICTIMS OF DOMESTIC VIOLENCE, AND HIV SCREENING, CASE MANAGEMENT, PSYCHOSOCIAL SERVICES, AND PREP/PEP NAVIGATION FOR INDIVIDUALS WHO ARE LIVING WITH HIV/AIDS AND/OR ARE AT RISK OF BECOMING INFECTED. IN FY 2019, IHHS IMPACTED 66,114 PEOPLE THROUGH DIRECT, INDIRECT, AND OUTREACH SERVICES. 63% OF IHHS CLIENTS REPORT BEING OF HISPANIC DESCENT. 83% OF IHHS CLIENTS ARE CURRENTLY UTILIZING ARIZONA'S MEDICAID SERVICES, AND 94% OF IHHS CLIENTS ARE BELOW 100% OF THE FEDERAL POVERTY LINE. 1. CPLC CENTRO DE LA FAMILIA (CDLF) CDLF IS A PROVIDER OF COMMUNITY-BASED BEHAVIORAL HEALTH SERVICES FOR OVER 30 YEARS AND CURRENTLY OPERATES AN OUTPATIENT BEHAVIORAL HEALTH CLINIC IN PHOENIX, SPECIALIZING IN SERVICES TO YOUTH, ADULT, AND PERSONS LIVING WITH HIV. CENTRO DE LA FAMILIA PROVIDES COMPREHENSIVE, CULTURALLY COMPETENT SERVICES TO ADULTS, CHILDREN, AND ADOLESCENTS OF LOW TO MIDDLE-INCOME FAMILIES WITH A FOCUS ON LATINO AND OTHER MINORITY POPULATIONS. SERVICES ARE DELIVERED AT THE CENTERS AS WELL AS IN HOMES, SCHOOLS, AND OTHER COMMUNITY-BASED LOCATIONS. THESE SERVICES INCLUDE INDIVIDUAL, MARRIAGE, GROUP AND FAMILY COUNSELING AND INCLUDE PSYCHIATRIC EVALUATIONS AND MEDICATION MANAGEMENT SERVICES IN ACCORDANCE WITH THE CHILD AND FAMILY TEAM MODEL OF CARE. CENTRO DE LA FAMILIA SERVES OVER 1,000 INDIVIDUALS, CHILDREN AND FAMILIES EACH YEAR. CPLC'S CENTRO DE LA FAMILIA HAS SUCCESSFULLY ESTABLISHED A COMPREHENSIVE SERVICE DELIVERY SYSTEM INCLUSIVE OF OUTPATIENT AND PSYCHIATRIC SERVICES. CDLF CURRENTLY PROVIDES SUBSTANCE ABUSE INTENSIVE OUTPATIENT SERVICES. CENTRO DE LA FAMILIA IS CURRENTLY ACCREDITED THROUGH THE COMMISSION ON ACCREDITATION OF REHABILITATION FACILITIES (CARF). RECENTLY, CDLF WAS GRANTED SAMHSA FUNDING FOR THE "TREATMENT FOR INDIVIDUALS EXPERIENCING HOMELESSNESS" PROGRAM. IT WAS CREATED TO TARGET INDIVIDUALS WHO ARE CURRENTLY EXPERIENCING HOMELESSNESS AND HAVE CO-OCCURRING SUBSTANCE USE DISORDERS AND SERIOUS MENTAL ILLNESS WITHIN PHOENIX, ARIZONA'S MARYVALE NEIGHBORHOOD. WITHIN THE FIRST YEAR OF THE TIEH PROGRAM (2019), 152 UNDUPLICATED INDIVIDUALS WERE OUTREACHED AND 71 INDIVIDUALS WERE ENROLLED IN THE PROGRAM. 100% PARTICIPANTS HAD A COMPREHENSIVE ASSESSMENT, WERE PROVIDED ANNUAL PREVENTATIVE CARE, AND WERE DETERMINED AND ENROLLED IN INSURANCE. 25% OF CLIENTS ARE STILL RECEIVING MENTAL HEALTH AND HOUSING SERVICES THROUGH CPLC WHILE THEY ARE GAINING SELF-SUFFICIENCY. 2. CENTRO ESPERANZA THE CENTRO ESPERANZA PROGRAM PROVIDES PSYCHIATRIC EVALUATIONS, MEDICATION MANAGEMENT, CASE MANAGEMENT, REHABILITATION SERVICES, PEER SERVICE, EMPLOYMENT SERVICES, HOUSING SERVICES, INDIVIDUAL AND GROUP COUNSELING SERVICES FOR ADULTS DIAGNOSED WITH A SERIOUS MENTAL ILLNESS. IN FY 2019, ESPERANZA DIRECTLY SERVED 1,441 CLIENT AND HAS CONSISTENTLY SERVED A SIMILAR NUMBER SINCE 2016. 3. CPLC LUCES RYAN WHITE PART A SERVICES & ARIZONA DEPARTMENT OF HEALTH SERVICES THE CPLC LUCES PROGRAM HAS FIVE COMPONENTS UNDER RWPA THAT INCLUDE: MEDICAL CASE MANAGEMENT, SUPPORTIVE CASE MANAGEMENT, MENTAL HEALTH, SUBSTANCE ABUSE, AND PSYCHOSOCIAL SUPPORT FOR INDIVIDUALS LIVING WITH AN HIV/AIDS DIAGNOSIS. THE CPLC LUCES PROGRAM, UNDER RWPA, PROVIDES SERVICES TO ALL INDIVIDUALS LIVING WITH HIV/AIDS IN MARICOPA COUNTY. THE CPLC LUCES PROGRAM HAS TWO COMPONENTS UNDER ADHS: PREP & PEP NAVIGATION AND BEHAVIORAL HEALTH INTERVENTIONS. CPLC LUCES, UNDER ADHS, PROVIDES PREP & PEP SERVICES TO PREVENT HIV TRANSMISSION FOR INDIVIDUALS AT HIGH RISK. CPLC LUCES, UNDER ADHS BEHAVIORAL HEALTH INTERVENTIONS, PROVIDES SERVICES TO HIV POSITIVE AND HIV NEGATIVE INDIVIDUALS. THE VAST MAJORITY OF THE CLIENTS THAT LUCES PROVIDES SERVICES TO ARE LATINO INDIVIDUALS WHO ARE PREDOMINANTLY SPANISH-SPEAKING AND WHO ARE UNINSURED OR UNDERINSURED. IN FY 2019, LUCES IMPACTED 3,784 LIVES THROUGH DIRECT, INDIRECT, AND OUTREACH SERVICES TO HELP IMPROVE HEALTH OUTCOMES AND MAKE OUR COMMUNITY A SAFER PLACE TO LIVE. AMONG NEW CLIENTS TESTED FOR VIRAL LOADS FOR THE FIRST TIME IN FY 2019, 79% OF CLIENTS WERE VIRALLY SUPPRESSED/UNDETECTABLE. AT THEIR MOST RECENT VIRAL LOAD COUNT, HOWEVER, 92% OF LUCES CLIENTS WERE VIRALLY SUPPRESSED/UNDETECTABLE; WHICH WAS A STATISTICALLY SIGNIFICANT CHANGE (P<05) FROM PRE TO POST. 4. CORAZON CORAZON IS A CARF-ACCREDITED, LICENSED LEVEL II RESIDENTIAL SUBSTANCE ABUSE TREATMENT CENTER FOR MEN OVER THE AGE OF EIGHTEEN. CORAZON HAS BEEN PROVIDING SERVICES TO THE COMMUNITY SINCE 1983. IN MAY 2015 A HOSPITAL STEP DOWN PROGRAM WAS ADDED TO SERVE BOTH MEN AND WOMEN DIAGNOSED WITH A SERIOUS MENTAL ILLNESS POST PSYCHIATRIC HOSPITALIZATION. THE CENTER CURRENTLY HAS 50 BEDS FOR RESIDENTIAL SUBSTANCE ABUSE TREATMENT AND 10 BEDS FOR THE HOSPITAL STEP DOWN PROGRAM. THE CENTER SPECIALIZES IN PROVIDING SUBSTANCE ABUSE TREATMENT IN AN ENVIRONMENT THAT IS CULTURALLY SENSITIVE AND INCLUSIVE. CORAZON UTILIZES A VARIETY OF TREATMENT MODALITIES, INTEGRATING IDENTIFIED BEST PRACTICES WITH TRADITIONAL HEALING ACTIVITIES. CORAZON PROVIDES THE TOOLS NECESSARY FOR THE MEN TO BE SUCCESSFUL AS THEY PURSUE A LIFELONG CHALLENGE TO LIVE FREE OF SUBSTANCE ABUSE. IN THE HOSPITAL STEP DOWN PROGRAM THE FOCUS IS ON WELLNESS AND RECOVERY, AND PROVIDES A TRANSITIONAL SAFE PLACE TO BE FOR THOSE STEPPING DOWN FROM A HOSPITAL SETTING. IN FY 2019, CORAZON IMPACTED 1,622 PEOPLE THROUGH DIRECT, INDIRECT, AND OUTREACH SERVICES. OF 708 CLIENT RECORDS COLLECTED IN FY 2019 FOR DIRECT SERVICE, 60% OF PARTICIPANTS SUCCESSFULLY GRADUATED FROM CORAZON'S SUBSTANCE USE PROGRAM. 5. DE COLORES DE COLORES IS A DOMESTIC VIOLENCE SHELTER THAT SERVES WOMAN AND CHILDREN FLEEING VIOLENT RELATIONSHIPS. THE SHELTER WAS OPENED IN 1986 WITH 16 BEDS. TODAY DE COLORES HAS 52 BEDS FOR THE CRISIS PROGRAM AND 16 BEDS FOR THE TRANSITIONAL LIVING PROGRAM. THE STAFF IS BI-CULTURAL/BI-LINGUAL AND IT IS THE ONLY DOMESTIC VIOLENCE PROGRAM IN MARICOPA COUNTY THAT SPECIALIZES IN CULTURALLY AND LINGUISTICALLY SPECIFIC SERVICES FOR HISPANIC VICTIMS OF DOMESTIC VIOLENCE. THE PROGRAM PROVIDES ALL OF THE BASIC NEEDS FOR THE FAMILIES LIVING IN THE CRISIS PROGRAM. FOR THE FAMILIES LIVING IN THE TRANSITIONAL PROGRAM THE SHELTER PROVIDES APARTMENTS AND TRAINING THAT WILL ASSIST THEM AS THEY BEGIN THEIR JOURNEY TOWARD HEALING AND INDEPENDENCE. IN FY 2019, DE COLORES IMPACTED 8,246 CLIENTS THROUGH DIRECT, INDIRECT, AND OUTREACH SERVICES. DE COLORES PUTS A SPECIAL EMPHASIS ON INCREASING SELF-SUFFICIENCY AND DV KNOWLEDGE WHILE RECEVING SERVICES. IN FY 2019, UPON EXIT, 74% OF CLIENTS WHO WERE INTERVIEWED MADE AN IMPROVEMENT IN AT LEAST ONE SELF-SUFFICIENCY DOMAIN. TWO DOMAIN INCREASES (FOOD SECURITY AND HOUSING) WERE STATISTICALLY SIGNIFICANT FROM PRE TO POST-TESTING. ADDITIONALLY, UPON EXIT, WOMEN REPORTED HAVING AN INCREASED KNOWLEDGE ABOUT THEIR RIGHTS UNDER THE VIOLENCE AGAINST WOMEN ACT AND HAVING KNOWLEDGE ON HOW TO RECEIVE LEGAL SERVICES FOR DOMESTIC VIOLENCE. RECENTLY, DECOLORES WAS AWARDED A GRANT TO PROVIDE FOUR APARTMENTS (20 BEDS) RESERVED FOR THE CITY OF PHOENIX FIRST RESPONDERS TO REFER HOMELESS FAMILIES IN NEED OF EMERGENCY CRISIS SHELTER. WITHIN ITS FIRST YEAR, DE COLORES HELPED PROVIDE EMERGENCY SHELTER TO 48 FAMILIES (195 PARENTS, ADULTS, AND CHILDREN). OF THE 43 FAMILIES WHO HAD EXITED THE PROGRAM IN JUNE 2019, 91% WERE SUCCESSFULLY PLACE OR DIVERTED TO EITHER PERMANENT HOUSING OR A TRANSITIONAL SHELTER. ALMOST EVERY 2 IN 3 FAMILIES WERE DIVERTED TO A MORE PERMANENT RESIDENCE (MOST NOTABLY A PERMANENT APARTMENT). |
| FORM 990, PART VI, SECTION A, LINE 2 | ALBERTO ESPARZA AND MIKE ESPARZA HAVE A FAMILY RELATIONSHIP. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 IS PREPARED BY ACCOUNTING STAFF AND CPA FIRM, THEN REVIEWED BY THE VICE PRESIDENT OF FINANCE, FOR ACCURACY AND CONSISTENCY, WITH THE CPLC FINANCIAL STATEMENTS. IT IS THEN GIVEN TO CPLC'S CFO FOR DISCUSSION AND REVIEW. ONCE APPROVED BY THE FINANCE COMMITTEE, THE FORM 990 TAX RETURN IS PRESENTED TO THE CPLC'S BOARD OF DIRECTORS FOR REVIEW AND APPROVAL PRIOR TO FILING. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE CONFLICT OF INTEREST REQUIRES AN ANNUAL DECLARATION BY ALL BOARD MEMBERS AND KEY STAFF. WE ADHERE TO THE CODE OF CONDUCT GUIDELINES IN THE OMB A110 CIRCULAR. ALL POTENTIAL CONFLICTS ARE REVIEWED BY THE BOARD OF DIRECTORS. ANY BOARD MEMBER OF CPLC'S BOARD WHO HAS A POTENTIAL CONFLICT OF INTEREST IN A SPECIFIC ACTION OF THE BOARD UNDER CONSIDERATION AT A MEETING IS EXPECTED TO EXCUSE THEMSELVES FROM ANY INFLUENCE ON SUCH ACTION. SINCE EVERY SITUATION AND CIRCUMSTANCE CANNOT BE ANTICIPATED OR DISCLOSED IN ADVANCED, CPLC RELIES UPON THE HONESTY AND INTEGRITY OF EACH INDIVIDUAL TO COMPLY WITH THIS PROTOCOL. |
| FORM 990, PART VI, SECTION B, LINE 15 | COMPENSATION IS CONDUCTED IN ACCORDANCE WITH THE IRS SAFEHARBOR PROVISIONS BEGINNING WITH AN IRS INTERMEDIATE SANCTIONS REASONED ANALYSIS REVIEW AND CERTIFICATION BY AN INDEPENDENT COMPENSATION CONSULTANT SUPPORTING TOTAL COMPENSATION FOR PRESIDENT AND CEO AND EXECUTIVE KEY EMPLOYEES. RECOMMENDATION FOR PRESIDENT AND CEO IS PROVIDED TO THE BOARD, AND THE BOARD REVIEWS, SETS AND APPROVES THE COMPENSATION. THE PROCESS IS DOCUMENTED IN THE MEETING MINUTES AND IS DONE ON AN ANNUAL BASIS. RECOMMENDATION FOR THE EXECUTIVES IS PROVIDED TO THE PRESIDENT & CEO WHO REVIEWS, SETS AND APPROVES THE COMPENSATION ON AN ANNUAL BASIS. THE MOST RECENT YEAR THIS PROCESS WAS FOLLOWED WAS 2019. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON REQUEST. |
| FORM 990, PART VI, SECTION A, LINE 1A | THE ORGANIZATION HAS AN EXECUTIVE COMMITTEE THAT SHALL HAVE AUTHORITY TO ACT ON BEHALF OF THE GOVERNING BODY. THE EXECUTIVE COMMITTEE SHALL CONSIST OF THE CHAIRPERSON OF THE BOARD, THE VICE CHAIRPERSON OF THE BOARD, THE SECRETARY OF CORPORATION AND THE TREASURER OF CORPORATION. THE BOARD OF DIRECTORS WILL APPOINT, FROM AMONG ITS DIRECTORS, AN EXECUTIVE COMMITTEE WHICH SHALL SERVE AT THE PLEASURE OF THE BOARD OF DIRECTORS AND SHALL BE SUBJECT TO THE CONTROL AND DIRECTION OF THE BOARD OF DIRECTORS. THE EXECUTIVE COMMITTEE SHALL HAVE AUTHORITY TO ACT ONLY DURING THE INTERVALS BETWEEN MEETINGS OF THE BOARD OF DIRECTORS. THE EXECUTIVE COMMITTEE SHALL POSSESS AND MAY EXERCISE THE AUTHORITY OF THE BOARD OF DIRECTORS IN THE MANAGEMENT OF THE ORDINARY BUSINESS AFFAIRS OF CORPORATION, EXCEPT FOR THE PROHIBITIONS CONTAINED IN SECTION 6.1. NOTWITHSTANDING THE GENERALITY OF THE FOREGOING AND THE PROHIBITIONS CONTAINED IN SECTION 6.1, THE EXECUTIVE COMMITTEE SHALL HAVE THE POWER AND AUTHORITY TO GUARANTY ANY OF THE DEBTS OF CORPORATION. |
| FORM 990, PART XI, LINE 9: | IMPAIRMENT LOSS ON REAL ESTATE HELD FOR SALE -360,055. |
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