Human Services

Ciudad De Angeles, Inc.

aka Ciudad de Angeles, Inc.

Marietta, GA


Ciudad de Angeles provides a safe and healthy environment based on Christian principles for orphaned, abandoned, abused, and needy children living in Mexico. The home raises children to become Christian adults who are responsible citizens in their local communities.

Ruling Year


Executive Director

James Maclaskey

Main Address

5240 Roswell Rd NE

Marietta, GA 30062 USA


Christian, children, orphans, Mexico, Cozumel, abandoned, abuse, church of Christ, child abuse, orphan





Cause Area (NTEE Code)

Children's and Youth Services (P30)

Youth Development Programs (O50)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Programs + Results

What we aim to solve New!

Recruiting and retaining qualified child care staff, in order to serve more children. Housing for 18+ year olds in our Transition Program.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Ciudad de Angeles IAP

Where we workNew!

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Ciudad de Ángeles – 2015-17 Strategic Plan Goals

Caring for Our Children - Level of Service:
Develop and maintain strong relationship with Christ.
Give Angels exposure to vocational opportunities.
Meet minimum education requirements (high school graduation).
Address special education needs.
Provide counseling and therapy based on level require by each individual situation.
Instill a strong work ethic.
Establish and maintain Plans of Service for each child.

Caring for Our Children - Transitional Living:
Review the successes and challenges of the Transition Program and refine the program as needed.
Provide for post high school education.
Address continuing education needs of transition students.

Developing Our Staff:
Review/revise job descriptions, structure, and salary/benefits.
Fill house parent vacancies.
Develop and implement training curriculum for staff.
Provide ongoing training.

Growth and Expansion - Facilities:
Determine priorities and begin next phase of campus development (Infrastructure, New Transition House, Child Development Center, Staff Housing, Multipurpose Building, Central Commissary/Kitchen, Guest Housing)
Identify major maintenance projects (window replacement, absorption wells, extractor fans)

Growth and Expansion - Children:
Develop relationship with DIF Yucatan (Merida) and/or DIF Morelos (Cuernavaca)
Reopen Casa 1
Fill vacancies from Transition Students
Fill Casa 6

Growth and Expansion - Location:
Evaluate Cuernavaca and recommit or identify alternative location
Hire staff to train in Cozumel
Consider housing options
Do preliminary legal work
Contact DIF
Launch second location

Hire Christian house parents.
Promote regular Bible study and local church involvement.
Use local resources and visiting mission teams for vocational awareness.
Secure funds and enroll as many children as possible in private school.
Identify and recruit qualified staff.
Provide regular counseling for children as needed.
Establish various funding opportunities (Child Sponsorships, Education Fund, Healthcare Fund, Campus Development Fund, Angel Development Fund, and Special Funding (events, legacy funding, grants).

We will use a network of existing supporters to help spread the word about our work and needs. Executive Director, Director, and Board Members will be available for in person contact to explain our mission and funding opportunities.

Via regular monitoring and review of our goals by Executive Director, Director, and Board Members.

Success in the following areas:
Provide a safe and healthy environment.
Provide for physical, emotional, and spiritual needs of our children.
Secure full sponsorship for our children.
Fill staff vacancies.
Implement staff training procedures and operations manual in Cozumel.
Add children as we have openings and available staff.
Secure additional funding to provide private education.
Secure additional funding for extraordinary healthcare issues.
Secure funding for campus development.

We have 40 children in our care.
Our Board has recently revised our Strategic Plan, which provides the structure for our operational goals.
Casa 6 has been completed.
We are establishing a broader network to identify qualified staff.
We have secured a full-time counselor, administrative assistant, and construction supervisor.
We currently have a shortage of direct child care staff (house parents and relief workers).
Additional funding sources are needed for our 2017 operating budget and campus development.

External Reviews


Ciudad De Angeles, Inc.

Fiscal year: Jan 01 - Dec 31

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  • Address, phone, website and contact information
  • Forms 990 for 2016, 2016 and 2015
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The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2016, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


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?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?