Housing, Shelter

MAGDALENA MINISTRIES INC

HOME, HELP, HOPE

aka Magdalena House

San Antonio, TX

Mission

Magdalena House is a transitional neighborhood of homes that serves mothers and their children who have fled dangerous and abusive lives. We provide transformation through education, nurturing community, and programming. We offer hope and cultivate lasting change in mothers and their children by providing: • A safe neighborhood of transitional homes and loving community for each family. • Support for pursuit of accredited education (ESL, GED, college). • Parental strengthening, on-site counseling and diverse enrichment programming. • Case Management and wraparound services to support families with their legal, health care, financial and daily needs so each mother and child may flourish.

Ruling Year

2009

Executive Director

Rev. Denise Barker

Main Address

P.O. Box 692041

San Antonio, TX 78269 USA

Keywords

housing, shelter, domestic violence, human trafficking, education

EIN

80-0251526

 Number

8021458917

Cause Area (NTEE Code)

Other Housing Support Services (L80)

Family Violence Shelters and Services (P43)

IRS Filing Requirement

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Social Media

Programs + Results

What we aim to solve

Families that are victims of crime are vulnerable, at a higher risk of becoming homeless or being unable to support themselves, and exist in a crisis survival mode. They have a desperate need for 1) safety and security, 2) the opportunity to stabilize their lives mentally, emotionally, and physically, and 3) the opportunity to build resiliencies and change factors in their lives so that neither mother nor child are easily victimized in the future. If nothing changes for these families, the children and following generations are very likely to fall into the same cycles of abuse. The obstacles that prevent mothers with children from successfully recovering from victimization include violence in their community and in their relationships, lack of stability, poverty, and lack of education. They are unable to heal from past trauma until they have immediate needs (food, shelter, clothing) met, feel safe, and obtain counseling that allows them to address the trauma experienced.

Our Sustainable Development Goals

Learn more about Sustainable Development Goals.

1 2 3 4 5 8

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

Individual and Family Development

Transitional Shelter and Wraparound Services

Education Support

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of children and youth who have received access to stable housing

TOTALS BY YEAR
Population(s) served

Children and youth (0-19 years),

Infants to preschool (under age 5),

Non-adult children

Related program

Transitional Shelter and Wraparound Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context notes

This metric varies depending on how many children are in each of the the families served and the length of time each family stays.

Number of households that obtain/retain permanent housing for at least 6 months

TOTALS BY YEAR
Population(s) served

Families,

Victims and oppressed people,

Homeless people

Related program

Transitional Shelter and Wraparound Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of personal development plans in place

TOTALS BY YEAR
Population(s) served

Females,

Victims and oppressed people

Related program

Individual and Family Development

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context notes

All heads of family develop a personal development plan at intake. After the initial care plan, families revise their plan at the end of each semester (3x/yr) to include education & family strengths.

Number of treatment and support plans that specify how individual and family strengths will be used and developed

TOTALS BY YEAR
Population(s) served

Females,

Victims and oppressed people

Related program

Individual and Family Development

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of families served

TOTALS BY YEAR
Population(s) served

Victims and oppressed people

Related program

Transitional Shelter and Wraparound Services

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context notes

Number of families served varies depending on length of stay of each family. We increased capacity in 2018 to serve 8 families at once, and again in 2019 to serve 12 families at once.

Number of clients participating in educational programs

TOTALS BY YEAR
Population(s) served

Females,

Economically disadvantaged, low-income, and poor people,

Victims and oppressed people

Related program

Education Support

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context notes

Women participate in GED preparation classes, ELS classes, and/or college level classes, depending on their individualized plan for their education.

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 they accomplished so far and what's next?

Our overall goal is to equip and empower families with the tools and resources to break out of cycles of abuse and neglect. This transformation is only possible when undergirded with long-term stable housing. We aim for these results: 1) Mothers and children find safety, stability and nurturing. 2) Mothers and children flourish academically, physically, mentally and emotionally. 3) Mothers are able to nurture their children and develop family resiliency against future adversity.

by offering safe homelike transitional shelter and loving community for each family, requiring participation in accredited education, parental support and diverse Enrichment Programming, providing professional, financial and daily needs for each mother and child to flourish, and empowering each resident to recognize and use their God-given talents to improve their community. We will achieve our goal by living and encouraging the residents to live by these strategies and guidelines: We will engage in authentic, life-changing relationships while honoring acceptable boundaries. We will practice hospitality with justice to one another, the stranger, the poor, the oppressed through provision of safe refuge, dignity, unconditional love and compassionate accountability. We will govern and operate with effective stewardship and fiduciary responsibility to ensure a vital future of serving mothers and their children. We will use evidence-based programming in order to transform each family during their stay at Magdalena House. Our staff will be trained in trauma informed care.

Since 2007, we have offered safe, loving, home-like shelter for 112 mothers and children who have typically stayed 12-24 months. Our staff offer 24/7 support to create a home-like environment, full of hope and accountability for these families. We rely on over 250 volunteers, many with professional skills, who contribute over 3,000 hours/year. Rev. Denise Barker is the Founder and Executive Director of Magdalena House. She has 13 years of experience in running and staffing Magdalena House. With her civil engineering background, she brings strong attention to detail and project management. She is an ordained deacon in the United Methodist Church who has served in multiple roles on staff at University United Methodist Church and Spring Creek United Methodist Church in the past 25 years. She has a B.S. in Structural Engineering from the University of Illinois and a M.S. in Theology from Austin Presbyterian Theological Seminary. She is an original member of the Alamo Area Coalition Against Trafficking and has served on city-wide task forces on issues of child abuse, domestic violence and human trafficking. Corinne Kurth has been the Program Director at Magdalena House since 2017. She is a Licensed Professional Counselor - Supervisor and Advanced Certified Trauma Practitioner, holding a Master's degree in counseling from UTSA. She has been in practice 17 years in a variety of settings including schools, a mental health crisis unit, a child and adolescent inpatient psychiatric facility, the Children's Bereavement Center of South Texas and private practice. She has specialized training in bereavement and traumatic loss as well as vast experience treating children with emotional and behavioral difficulties and serious mental health diagnoses. Mary Sanders has been the Development Director at Magdalena House since 2014. She works closely with our bookkeeper, our Executive Director, and our Board Treasurer to ensure the financial management of grants. Her previous work experience includes 5 years of consulting at the accounting firm Deloitte. Magdalena House partners with several other agencies to provide services. We partner with Methodist Healthcare Ministries and Depelchin Children's Center to provide parental coaching. We partner with Methodist Healthcare Ministries Wesley Nurses, the Texas Diaper Bank, San Antonio College Services for Women and Non-Traditional students, Restore Education, Texas Rio Grande Legal Aid, Head Start. We are active members of the Alamo Area Coalition Against Trafficking. Magdalena House is governed by a dedicated Board of Directors. The Board consists of community leaders, business owners, and CEOs who believe in the organization as bring their connections and work ethic to benefit the organization. The major revenue stream, the annual gala, is chaired and executed by a vibrant Gala Committee. They secure donations and sponsorships in order to make the event incredibly successful.

Magdalena House will evaluate progress based on objective and subjective criteria self-reported from residents in their weekly meetings with the Program Director and through a formal covenant review process three times a year. Residents will make progress in their education by taking proper classes, establishing goals, reaching those goals, and graduating. Success will be achieved if 75% of residents who leave will have reached their education goals, and learned pertinent life skills in order to improve their lives and the lives of their children. Additionally, success will be measured by growth in self-sufficiency, resiliency,parenting skills and in holistic wellness, as measured by hours of services received and evidence based evaluations, including the Arizona Self-Sufficiency Matrix, the Protective Factors Survey (PFS-2), and the PHQ-9. Success is also dependent on the continued fiscal stability of the organization. As more staff is hired, more funding is required. Success will be achieved as long as the organization maintains a balanced budget.

Since inception, the organization has served 116 women and children. Each family is allowed to stay with the organization until the mother completes her educational goals. Over 75% of the mothers who have invested in the program (stayed over six months) have completed significant educational milestones such as their GED, ESOL program, Associate's Degree, Bachelor's Degree or certified training. In 2018/2019, we completed construction of a family wellness center and two new homes and renovated our original home. With this new space, we have tripled the numbers of families we serve. We have also expanding the amount of services, such as counseling and play therapy, which are provided on-site, thus reducing the barriers for families to avail themselves of these services. Our long-term goal is to build four additional homes and provide services for 28 families at a time.

External Reviews

Awards

Recognized in their first annual conference for the exemplary work done in providing social services to trtafficking victims 2008

South Texas Anti-Trafficking Coalition

Financials

MAGDALENA MINISTRIES INC

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Operations

The people, governance practices, and partners that make the organization tick.

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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

BOARD ORIENTATION & 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?

No

CEO OVERSIGHT

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

No

ETHICS & 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?

No

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Sexual Orientation

This organization reports that it does not collect this information.

Disability

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity