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THE MISSION OF LAS CUMBRES IS TO PROVIDE QUALITY SERVICES, PUBLIC AWARENESS, AND INTEGRATED COMMUNITY SUPPORTS FOR CHILDREN, ADULTS, AND FAMILIES FACING SOCIAL, EMOTIONAL, AND/OR DEVELOPMENTAL CHALLENGES.
Source: IRS Form 990 (Tax Year 2023)
Source: IRS e-Filed Form 990 (from the IRS e-File system), Tax Year 2022
Total Revenue
▼$7.7M
Program Spending
90%
of total expenses go to program services
Total Contributions
$2.3M
Total Expenses
▼$7.8M
Total Assets
$4.5M
Total Liabilities
▼$1.6M
Net Assets
$2.9M
Officer Compensation
→$357.9K
Other Salaries
$4.3M
Investment Income
$79.7K
Fundraising
▼N/A
Source: USAspending.gov · Searched by organization name
Total Federal Funding
$11.2M
Awards Found
13
Department of Health and Human Services
$1.9M
WINGS: WALKING IN GRACE WITH SURVIVORS OF TORTURE PROGRAM
Department of Health and Human Services
$1.6M
PROJECT CORAZ?N: INNOVATING CHILD TRAUMA TREATMENT FOR NORTHERN NEW MEXICO - LAS CUMBRES COMMUNITY SERVICES WILL PROVIDE TRAUMA-FOCUSED TREATMENT TO CHILDREN AGES 0-18 AND THEIR FAMILIES ACROSS FOUR COUNTIES IN NORTHERN NEW MEXICO. EVIDENCE-BASED PROGRAMS (EBPS) WILL BE DELIVERED IN A STAGED TREATMENT DESIGN TO ADDRESS A RANGE OF TRAUMATIC STRESSORS, WITH FOCUS ON COMPLEX TRAUMA. THE PROJECT WILL IMPROVE ACCESS TO EBPS FOR SPECIAL POPULATIONS, SUPPORT ADVANCED TRAINING, AND GROW THE CHILDREN’S BEHAVIORAL HEALTH WORKFORCE IN A DESIGNATED MENTAL HEALTH PROVIDER SHORTAGE AREA. POPULATIONS: THE MAJORITY OF FAMILIES IN THE REGION ARE HISPANIC/LATINO AND NATIVE AMERICAN. CHILDREN REFERRED TO LCCS EXPERIENCE HIGH RATES OF ACES, COMPLEX TRAUMA, AND PARENT-CHILD SEPARATION RELATED TO POOR SOCIAL DETERMINANTS OF HEALTH, UNRESOLVED INTERGENERATIONAL AND RACIAL TRAUMA, AND EXPOSURE TO CYCLES OF INTERPERSONAL VIOLENCE AND SUBSTANCE MISUSE. GAPS IN CARE WILL BE ADDRESSED FOR THE FOLLOWING SPECIAL POPULATIONS: LATIN AMERICAN IMMIGRANT FAMILIES, UNACCOMPANIED MINORS, AND NEWLY-ARRIVED ASYLUM SEEKERS; CHILDREN IN KINSHIP OR FOSTER CARE; AND FAMILIES IN SUBSTANCE USE RECOVERY. STRATEGIES/INTERVENTIONS: LCCS WILL OFFER AN INNOVATIVE TREATMENT MODEL INCLUDING ENHANCED PRE-TREATMENT AND INTAKE, AND CUSTOMIZED STAGES OF TREATMENT THAT FIRST ADDRESS SAFETY, STABILITY, AND REGULATION PRIOR TO TRAUMA PROCESSING AND RELATIONSHIP REPAIR. AN INTEGRATED ARRAY OF EBPS WILL BE OFFERED TO FAMILIES WITH COMPLEX NEEDS THROUGH A COMBINATION OF INDIVIDUAL, FAMILY, AND GROUP THERAPY. THESE INCLUDE CHILD-PARENT PSYCHOTHERAPY, TRAUMA-FOCUSED COGNITIVE BEHAVIORAL THERAPY, AND DIALECTICAL BEHAVIOR THERAPY; CHILD-CENTERED PLAY THERAPY AND CIRCLE OF SECURITY PARENTING™ WILL ALSO BE OFFERED AS PROMISING PRACTICES. MODIFICATIONS TO THESE EBPS WILL BE IDENTIFIED AND IMPLEMENTED FOR SPECIAL POPULATIONS AND TO IMPROVE CAPACITY TO TREAT RACIAL TRAUMA IN COORDINATION WITH OTHER NCTSN CENTERS. THE CLINICAL WORKFORCE WILL BE GROWN THROUGH ADVANCED TRAINING AND TRAUMA STEWARDSHIP PRACTICES AND THROUGH INITIATIVES WITH INSTITUTIONS OF HIGHER LEARNING AND GOVERNMENTAL ENTITIES. GOALS AND MEASURABLE OUTCOMES: DIRECT SERVICE GOALS WILL AIM TO IMPROVE ENGAGEMENT, ENROLLMENT, AND EFFICACY OUTCOMES FOR FAMILIES EXPERIENCING COMPLEX TRAUMA AND PARENT-CHILD SEPARATIONS; RESOLVE SYMPTOMS OF TRAUMATIC STRESS, AND REPAIR/STRENGTHEN CAREGIVER-CHILD RELATIONSHIPS. EBP MODIFICATION GOALS AND WORKFORCE INITIATIVES WILL AIM TO INCREASE ACCESS TO CARE AND IMPROVE RETENTION RATES OF EXPERIENCED CLINICIANS. THESE GOALS WILL BE MEASURED THROUGH QUARTERLY, BI-ANNUAL, AND ANNUAL PROJECT MILESTONES. STANDARD SCREENING AND ASSESSMENT TOOLS WILL BE ADMINISTERED AT PERIODICITY AND UTILIZED TO MEASURE TREATMENT OUTCOMES. FOUNDATIONAL AND ADVANCED TRAINING TRACKS WILL BE DESIGNED AND IMPLEMENTED FOR CLINICIANS. INTENSIVE SUPERVISION AND TRAUMA STEWARDSHIP STRATEGIES WILL ALSO BE ENHANCED TO IMPROVE CLINICIAN JOB SATISFACTION AND RETENTION. CUSTOMIZED INTERNSHIPS AND COURSEWORK WILL BE OFFERED THROUGHOUT THE COURSE OF THE PROJECT TO SUPPORT REGIONAL WORKFORCE GROWTH. NUMBERS SERVED: 150 CHILDREN AND THEIR FAMILIES IN YEAR 1, 175 IN YEAR 2, AND 200 IN EACH OF YEARS 3-5 TO TOTAL 925 OVER THE PROJECT’S 5-YEAR COURSE.
Department of Health and Human Services
$1.6M
AN EVIDENCE-BASED TRAUMA-INFORMED PRACTICE MODEL
Department of Health and Human Services
$1.5M
HEART- HEALING EARLY ADVERSITY THROUGH RESILIENCE AND TREATMENT
Department of Health and Human Services
$944K
ADULT SERVICES INCLUSION PROJECTS
Department of Health and Human Services
$857.5K
REFUGEE STRONG: SUPPORTING TRAUMA SURVIVORS STAR PROGRAM
Department of Health and Human Services
$800K
HEART- HEALING EARLY ADVERSITY THROUGH RESILIENCE AND TREATMENT
Department of Health and Human Services
$600K
PROJECT ROOTS-NM: RELATIONSHIP-CENTERED TRAUMA TREATMENT FOR CHILDREN AND FAMILIES - THROUGH PROJECT ROOTS-NM, LAS CUMBRES COMMUNITY SERVICES (LCCS) WILL EXPAND ACCESS TO EVIDENCE-BASED TRAUMA TREATMENT FOR CHILDREN AND THEIR CAREGIVERS ACROSS A FIVE-COUNTY NORTH-CENTRAL NEW MEXICO SERVICE REGION. LCCS WILL DELIVER A CONTINUUM OF RELATIONSHIP-CENTERED BEHAVIORAL HEALTH SERVICES THAT TREAT THE COMPLEX EFFECTS OF TRAUMATIC STRESS, STRENGTHEN CAREGIVER-CHILD RELATIONSHIPS, AND RESTORE FAMILY RECOVERY CAPITAL AND HEALTHY DEVELOPMENTAL TRAJECTORIES. PROJECT ROOTS-NM WILL SERVE CHILDREN AND FAMILIES RESIDING IN TAOS, RIO ARRIBA, LOS ALAMOS, SANTA FE, AND BERNALILLO COUNTIES, A SERVICE REGION WITH AN ESTIMATED POPULATION OF APPROXIMATELY 923,625. THIS GEOGRAPHICALLY DIVERSE REGION ENCOMPASSES URBAN, RURAL, FRONTIER, AND TRIBAL COMMUNITIES WITH PERSISTENT BEHAVIORAL HEALTH WORKFORCE SHORTAGES AND LIMITED ACCESS TO SPECIALIZED CHILDHOOD TRAUMA TREATMENT. THESE LONGSTANDING WORKFORCE SHORTAGES AND GEOGRAPHIC BARRIERS LEAVE MANY CHILDREN WITH COMPLEX TRAUMA AND THEIR CAREGIVERS WITHOUT TIMELY ACCESS TO SPECIALIZED TREATMENT DURING THE MOST CRITICAL PERIODS OF DEVELOPMENT. PROJECT CLINICIANS WILL SERVE 200 CHILDREN, YOUTH, AND TRANSITION AGE YOUTH (TAY) IN YEAR 1, 220 ANNUALLY IN YEARS 2-4, AND 180 IN YEAR 5, REPRESENTING APPROXIMATELY 850 UNDUPLICATED CHILDREN AND YOUTH OVER THE FIVE-YEAR PROJECT PERIOD. PRIORITY POPULATIONS INCLUDE INFANTS, CHILDREN, ADOLESCENTS, TAY, AND THEIR CAREGIVERS WHOSE HEALTHY DEVELOPMENT AND FAMILY FUNCTIONING HAVE BEEN DISRUPTED BY TRAUMATIC STRESS INCLUDING CHILD MALTREATMENT, FAMILY VIOLENCE, CAREGIVER MENTAL ILLNESS OR SUBSTANCE USE DISORDERS, GRIEF AND LOSS, FAMILY SEPARATION, JUSTICE OR CHILD WELFARE SYSTEM INVOLVEMENT, AND OTHER COMPLEX NEEDS REQUIRING RELATIONSHIP-CENTERED, DEVELOPMENTALLY RESPONSIVE INTERVENTION. A COMPREHENSIVE CONTINUUM OF EVIDENCE-BASED, SPECIALIZED CHILDHOOD TRAUMA TREATMENT SERVICES WILL BE DELIVERED ACROSS CLINIC-, HOME-, SCHOOL-, COMMUNITY-BASED SETTINGS, AND VIA TELEHEALTH. RATHER THAN RELYING ON A SINGLE INTERVENTION, CLINICIANS WILL INTEGRATE EVIDENCE-BASED PRACTICES TO ADDRESS EACH CHILD AND FAMILY'S STRENGTHS, DEVELOPMENTAL NEEDS, TRAUMATIC EXPERIENCES, AND TREATMENT GOALS. CORE INTERVENTIONS INCLUDE CHILD-PARENT PSYCHOTHERAPY (CPP), CIRCLE OF SECURITY PARENTING™ (COS-P), CHILD-CENTERED PLAY THERAPY (CCPT), ART THERAPY, TRAUMA-FOCUSED COGNITIVE BEHAVIORAL THERAPY (TF-CBT), DIALECTICAL BEHAVIOR THERAPY (DBT), AND EYE MOVEMENT DESENSITIZATION AND REPROCESSING (EMDR). THIS FLEXIBLE TREATMENT MODEL ENABLES CLINICIANS TO MATCH EVIDENCE-BASED INTERVENTIONS TO EACH FAMILY'S UNIQUE CLINICAL NEEDS WHILE MAINTAINING FIDELITY TO BEST PRACTICES. PROJECT ROOTS-NM WILL STRENGTHEN THE REGIONAL CHILDHOOD TRAUMA WORKFORCE THROUGH INTENSIVE TRAINING, MODEL-SPECIFIC CONSULTATION, DIFFERENTIATED SUPERVISION, FIDELITY MONITORING, AND IMPLEMENTATION SUPPORT. LONGSTANDING CROSS-SYSTEM PARTNERSHIPS AND ACCESS TO ANCILLARY WRAPAROUND SERVICES WITHIN LCCS WILL STRENGTHEN REFERRAL PATHWAYS AND IMPROVE ACCESS TO SPECIALIZED TREATMENT AND COORDINATED SERVICES. TOGETHER, THESE EFFORTS WILL EXPAND REGIONAL CAPACITY TO DELIVER HIGH-QUALITY, SPECIALIZED CHILDHOOD TRAUMA TREATMENT, ENSURING THAT MORE CHILDREN AND FAMILIES RECEIVE TIMELY, RELATIONSHIP-CENTERED CARE.
Department of Justice
$360K
LAS CUMBRES COMMUNITY SERVICES (LCCS) WILL PILOT A PROJECT TO HOUSE NEWLY-ARRIVED IMMIGRANT AND REFUGEE FAMILIES IDENTIFIED AS SURVIVORS OF TORTURE (SOT) IN ALBUQUERQUE, NEW MEXICO. ELIGIBLE FAMILIES WILL BE ENROLLED IN THE EXISTING LCCS PROGRAM, WALKING IN GRACE WITH SURVIVORS OF TORTURE (WINGS), DEDICATED TO PROVIDING COMPREHENSIVE WRAPAROUND SERVICES FOR SOTS RESIDING IN NEW MEXICO. CURRENT CLIENTS INCLUDE MIGRANTS FROM CENTRAL AND SOUTH AMERICA, MEXICO, THE NEAR EAST, AND CENTRAL AFRICA; THE MAJORITY RESETTLE IN THE ALBUQUERQUE AREA. THIS GRANT WILL SUPPORT THE DEVELOPMENT OF A TRANSITIONAL HOUSING PROGRAM FOR UNHOUSED WINGS CLIENTS, SPECIFICALLY THOSE WHO ARE IDENTIFIED AS MOST VULNERABLE DUE TO PREGNANCY, HAVING YOUNG CHILDREN AND/OR SIGNIFICANT MEDICAL CONCERNS. NEWLY-ARRIVING FAMILIES WITH THESE CIRCUMSTANCES ARE NOT SUITABLE FOR SHELTER SETTINGS, AND/OR ARE UNABLE TO REMAIN IN SHELTER OR OTHER LIMITED HOUSING OPTIONS LONG ENOUGH TO AFFORD THEIR OWN HOUSING. THROUGH A MASTER LEASE OR A COLLABORATION WITH A PROPERTY MANAGEMENT COMPANY, CLIENTS WILL BE HOUSED FOR 3-6 MONTHS WHILE THEIR WORK AUTHORIZATIONS ARE PROCESSED, JOB SKILLS ARE GAINED, URGENT NEEDS ARE STABILIZED, TRAUMA-INFORMED MENTAL HEALTHCARE IS ESTABLISHED, AND OTHER HOLISTIC SOCIAL SERVICES RENDERED AS NEEDED. CLIENTS WILL THEN TRANSITION TO INDEPENDENT HOUSING IN ORDER FOR THEM TO ACHIEVE SELF-SUFFICIENCY. OVER THE TWO-YEAR COURSE OF THIS PROJECT, LCCS ANTICIPATES HOUSING 125-150 INDIVIDUALS IN 7-10 APARTMENTS. A TEAM OF FOUR EXISTING LCCS WINGS EMPLOYEES WILL OVERSEE THE PROJECT. AS A RESULT OF THIS CRITICAL SUPPORT, VULNERABLE WINGS FAMILIES WILL NO LONGER BE AT-RISK OF HOMELESSNESS. WITH THIS BASIC NEED MET, FAMILIES CAN FOCUS ON RECOVERY, HEALING, AND BECOMING CONTRIBUTING MEMBERS OF THEIR NEW COMMUNITY.
Department of Health and Human Services
$333K
EXPANDING KINSHIP SERVICES: SUPPORTING GRANDPARENTS RAISING GRANDCHILDREN IN NORTHERN NM
Source: Federal Audit Clearinghouse (fac.gov)
Total Audits
7
Clean Audits
6
Material Weakness
Yes
Noncompliance Issues
No
| Year | Status | Financial Report | Federal Expenditure | Low Risk | Accepted |
|---|---|---|---|---|---|
| 2025 | Clean | Unmodified (Clean) | $1.9M | Yes | 2026-03-31 |
| 2024 | Clean | Unmodified (Clean) | $980K | Yes | 2025-03-28 |
| 2023 | Clean | Unmodified (Clean) | $1M | No | 2024-03-29 |
| 2022 | Clean | Unmodified (Clean) | $1.2M | No | 2023-03-29 |
| 2021 | Clean | Unmodified (Clean) | $1.2M | No | 2022-06-13 |
| 2020 | Material Weakness | Unmodified (Clean) | $842.5K | No | 2021-03-30 |
| 2019 | Clean | Unmodified (Clean) | $1M | No | 2020-03-31 |
Financial Report
Unmodified (Clean)
Federal Expenditure
$1.9M
Financial Report
Unmodified (Clean)
Federal Expenditure
$980K
Financial Report
Unmodified (Clean)
Federal Expenditure
$1M
Financial Report
Unmodified (Clean)
Federal Expenditure
$1.2M
Financial Report
Unmodified (Clean)
Federal Expenditure
$1.2M
Financial Report
Unmodified (Clean)
Federal Expenditure
$842.5K
Financial Report
Unmodified (Clean)
Federal Expenditure
$1M
Tax Year 2022 · Source: IRS e-Filed Form 990
Individuals serving as officers, directors, or trustees of the organization.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other |
|---|
Source: IRS Publication 78, Auto-Revocation List & e-Postcard Data
Tax-deductible contributions: Yes
Deductibility code: PC
Sources: IRS e-Filed Form 990 (XML) & ProPublica Nonprofit Explorer
Scroll →
| Year | Revenue | Contributions | Expenses | Assets | Net Assets |
|---|---|---|---|---|---|
| 2023 | $7.7M | $2.3M | $7.8M | $4.5M | $2.9M |
| 2022IRS e-File | $7.7M | $2.3M | $7.8M | $4.5M | $2.9M |
| 2021 | $6.6M | $2.5M | $6.5M | $4.7M | $3.2M |
| 2020 | $6.5M | $2.4M | $6.3M |
Sources: ProPublica Nonprofit Explorer & IRS e-File Index
| Tax Year | Form Type | Source | Documents |
|---|---|---|---|
| 2024 | 990 | IRS e-File | |
| 2023 | 990 | DataIRS e-File | PDF not yet published by IRSView Filing → |
| 2022 | 990 | DataIRS e-File |
Financial data: IRS e-Filed Form 990 (Tax Year 2022)
Leadership & compensation: IRS e-Filed Form 990, Part VII (Tax Year 2022)
Federal grants: USAspending.gov (live)
Organization info: IRS Business Master File
Tax-deductibility: IRS Publication 78
| Total |
|---|
| Stacey Frymier | Executive Te | 40 | $96.6K | $0 | $10.1K | $106.7K |
| Amanda Bissell | COO | 40 | $91.7K | $0 | $0 | $91.7K |
| Linnea Moreno | Dir - Infant | 40 | $84.5K | $0 | $0 | $84.5K |
| Nanette Martinez | Dir - Adult | 40 | $75K | $0 | $0 | $75K |
| John Schroeder | President | 1 | $0 | $0 | $0 | $0 |
| Michael Hill | VP & Treasur | 1 | $0 | $0 | $0 | $0 |
| Ellen Trabka | Secretary | 1 | $0 | $0 | $0 | $0 |
Stacey Frymier
Executive Te
$106.7K
Hrs/Wk
40
Compensation
$96.6K
Related Orgs
$0
Other
$10.1K
Amanda Bissell
COO
$91.7K
Hrs/Wk
40
Compensation
$91.7K
Related Orgs
$0
Other
$0
Linnea Moreno
Dir - Infant
$84.5K
Hrs/Wk
40
Compensation
$84.5K
Related Orgs
$0
Other
$0
Nanette Martinez
Dir - Adult
$75K
Hrs/Wk
40
Compensation
$75K
Related Orgs
$0
Other
$0
John Schroeder
President
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Michael Hill
VP & Treasur
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Ellen Trabka
Secretary
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Members of the governing board. Board members often serve without compensation.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other | Total |
|---|---|---|---|---|---|---|
| Mustafa Chudnoff | Member | 1 | $0 | $0 | $0 | $0 |
Mustafa Chudnoff
Member
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
| $3.9M |
| $3M |
| 2019 | $6M | $4.1M | $5.9M | $3.5M | $2.8M |
| 2018 | $5.6M | $901.3K | $5.6M | $3.3M | $2.7M |
| 2017 | $5.3M | $614.9K | $5.5M | $3.4M | $2.7M |
| 2016 | $5M | $353.9K | $5.1M | $3.5M | $2.7M |
| 2015 | $4.7M | $390.2K | $4.7M | $3.5M | $2.8M |
| 2014 | $4.5M | $409.8K | $4.7M | $3.7M | $2.9M |
| 2013 | $4.7M | $862.8K | $4.8M | $3.7M | $2.9M |
| 2012 | $5.2M | $725.3K | $4.9M | $3.7M | $2.9M |
| 2011 | $5.2M | $787.1K | $5.1M | $3.4M | $2.6M |
| 2021 | 990 | Data | PDF not yet published by IRS |
| 2020 | 990 | Data | PDF not yet published by IRS |
| 2019 | 990 | Data |
| 2018 | 990 | Data |
| 2017 | 990 | Data |
| 2016 | 990 | Data |
| 2015 | 990 | Data |
| 2014 | 990 | Data |
| 2013 | 990 | Data |
| 2012 | 990 | Data |
| 2011 | 990 | Data |
| 2010 | 990 | — |
| 2009 | 990 | — |
| 2008 | 990 | — |
| 2007 | 990 | — |
| 2006 | 990 | — |
| 2005 | 990 | — |
| 2004 | 990 | — |
| 2003 | 990 | — |
| 2002 | 990 | — |
| 2001 | 990 | — |