PLATINUM2024

MAGDALENA MINISTRIES INC

HOME, HELP, HOPE

aka Magdalena House   |   San Antonio, TX   |  www.maghouse.org

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Mission

Magdalena House is a neighborhood of transitional homes that serves mothers and their children who have fled dangerous and abusive lives. We provide transformation through education, nurturing community, and programming.

Ruling year info

2009

Executive Director

Rev. Becca McNitzky

Main address

P.O. Box 692041

San Antonio, TX 78269 USA

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EIN

80-0251526

NTEE code info

Other Housing Support Services (L80)

Family Violence Shelters and Services (P43)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

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, physically, and economically, 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 programs

SOURCE: Self-reported by organization

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

Individual and Family Development

At Magdalena House, our dual generation programming is structured to help each mother and her children flourish and develop resiliencies to prevent future victimization. Each family receives tailored case management, enrichment programming, counseling/play therapy, and parental coaching.

Program staff help each mother develop short and long term goals individualized to her needs and those of her family for her time at Magdalena House. They work one-on-one with each mother on strengths development, goal setting, addressing obstacles, conflict resolution and holistic wellness.

Through weekly Enrichment programming, families develop the social, relational, physical and financial skills needed to ensure the well-being and integrity of their family.

Magdalena House offers on-site counseling and play therapy to all resident families to help them deal with the trauma these individuals have experienced. We work with agencies to offer on-site parental coaching for each family.

Population(s) Served
Victims and oppressed people
Single parents
Families
Economically disadvantaged people

Within our neighborhood of transitional homes, we provide safe, secure, long-term shelter to women and children escaping violent situations such as domestic violence, human trafficking, and homelessness. Our 24-7 staff offers love, encouragement, and accountability, and ensures a safe, stable environment.

We provide wraparound support services for these mothers and children. We cover unmet needs of food, clothing, childcare and transportation. We coordinate legal services, health services and social services for each family.

While most shelters limit stay to 2 years or less, we permit families to stay as long as mothers make progress towards their educational goal. Families benefit from this longer period of stability which provides more time to heal from trauma and develop family resiliency.

Population(s) Served
Victims and oppressed people
Families
Single parents
Homeless people

We support each resident mother in enrolling in accredited educational programs and successfully completing these programs. Mothers may choose to work on their GED, certification programs, ESL program, associate's degree, and/or bachelor's degree. We assist women in exploring and pursuing academic goals tailored to their interests. We support them though the education process with mentoring, academic coaching and constant encouragement. We cover any unmet education cost, including tuition, transportation, books, and other academic needs not covered by loans and scholarships. Additionally, we cover accredited child care and after school care costs so that mothers may attend school full time.

This focus on academics allows women to achieve academic goals they previously could not imagine. Over 75% of mothers who stay over 18 months complete significant educational milestones that transform their lives.

Population(s) Served
Women and girls
Victims and oppressed people
Economically disadvantaged people
Single parents

Where we work

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

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

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

This metric is no longer tracked.
Totals By Year
Population(s) Served

Children and youth, Non-adult children, Economically disadvantaged people, Victims of crime and abuse

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 amount of family turnover occurring each year.

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

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families, Economically disadvantaged people, Victims of crime and abuse, Women and girls

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 families served and the amount of family turnover occurring each year.

Number of personal development plans in place

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Economically disadvantaged people, Victims of crime and abuse, Single parents

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 and revise this plan each semester. Some families may not be in residence long enough to create. This metric mirrors # of families.

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

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Victims of crime and abuse, Economically disadvantaged people, Single parents

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 and revise this plan each semester, focusing on strengths. Some families may not be in residence long enough to complete.

Number of families served

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people, Victims of crime and abuse, Families

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, family turnover and capacity. 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

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Economically disadvantaged people, Victims of crime and abuse, Single parents

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.

Number of bed nights (nights spent in shelter)

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families, Economically disadvantaged people, Victims of crime and abuse

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.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

Our overall goal is to equip and empower families with the tools and resources to break out of cycles of abuse and neglect. Mothers and children will find safety and security at Magdalena House (MH). Mothers and children will have the opportunity to recover and flourish physically, psychologically, and emotionally. Families will gain protective factors and the self-confidence to break out of the cycle and abuse and deal with future adversity.

OBJECTIVES:

1. To ensure that 100% of families at MH receive basic needs of safe shelter, food, and clothing for the length of their stay.

2. To provide 24/7 staffing to ensure the safety of the families and to offer emotional support.

3. To provide individualized support to each family to meet their goals and specific needs for themselves and their children, as set forth in their tri-annual covenant agreements.

4. To ensure families receive trauma-informed counseling, holistic wellness services, referrals to outside resources and supportive social service agencies as needs arise.

5. To provide peer support groups for adults focused on topics of emotional and physical health and wellness. For children, to provide peer groups focused on social emotional learning skills. For families, to provide informal peer support gatherings to build community and social connection and mother-child activities to build stronger attachments.

6. To provide referral to evidence-based parenting programs.

7. To see improvement for 75% of mothers in most markers of wellness and stability between resident intake and annual calendar year end (see assessments below).

8. To provide mothers with the opportunity to make progress towards their academic goals so that they may complete a degree or academic program that empowers them with a stronger sense of self and with the ability to gain employment that will support their family economically.

1. Ensure our shelter and supportive facilities are safe, secure, and well-maintained; that food, clothing and household resources are provided.
2. Assess comprehensive needs for each resident at intake and again each month during Direct Care staffing meetings to ensure that staff is working program-wide to fully support each residents needs.
3. Remain fully staffed with a flexible, continually trained team who embody best practices. Direct care and advocacy staff will be onsite round-the-clock and will provide intentional, defined, calendared, relational interactions with clients on an ongoing basis.
4. Ensure that residents create tri-annual covenants (individualized-self determined goals) and provide individualized support as needed to assist residents in meeting their goals. Individual covenants will be reviewed tri-annually to celebrate progress and hold clients accountable to the dreams they have envisioned for themselves. Staff will provide an expectation of success and achievability.
5. Ensure our contracted therapists are effective and accessible to our clients through solicitation of feedback and evaluation of observed results.
6. Secure individuals and agency partners to lead a variety of peer groups and classes that fall into the realm of a holistic wellness approach.
7. Use the Patient Health Questionnaire-9 depression module (PHQ-9), PTSD Checklist for DSM-5 (PCL-5), Protective Factors Survey-2 (PFS-2), and the Lifeworks Self Sufficiency Matrix to assess the clients progress towards wellness, development of protective factors, and self-sufficiency.
8. Ensure that our Direct Care and advocacy staff are trained in best practices for Trauma Informed Care, the impact of ACEs, cultural competency, and the psycho-social-emotional needs of victims of crime.
9. Help mothers enroll in full-time accredited education and apply for financial aid, identifying funding sources, and supplement funding as needed.
10. Mentor and support mothers pursuing full-time accredited education, help them navigate challenges.
11. Help mothers select and enroll in quality early childhood education, childcare, afterschool care or summer camp and apply for funding, supplementing funding as needed. (Childcare is essential for mothers to be able to pursue education.)
12. Provide families with shelter and wraparound services as long as the mother is pursuing her educational goal.
13. Connect mothers to evidence-based parenting education (Parents as Teachers or Triple P) and provide space for parental coaching on-site.
14. Provide community activities and opportunities to bring families together and build healthy relations.
15. Provide enrichment programming for school-aged children focused on socio-emotional learning.
Provide mothers with the option for their child to pursue play therapy or music therapy onsite to improve their regulation skills
16. Support families as they launch from the program to find employment and safe housing.

Since 2007, we have offered safe, loving, home-like shelter for over 160 mothers and children. In our 17th year of operation, Magdalena House continues to leverage the strengths of our staff to best serve our residents. Each member of our staff employs best practices in providing Trauma Informed Care. All staff receive training on trauma-informed care and cultural competency. We rely on over 250 volunteers, many with professional skills, who contribute over 3,000 hours/year.

Our Executive Director, Becca McNitzky, has been on staff since 2019. In her previous roles, she worked intensively with residents, guiding them through every step of pursuing post-secondary education, coordinating peer support groups, and overseeing parenting programming, referrals, the launch program, and collaborative relationships with other organizations. She holds a Master of Divinity from Duke Divinity School with undergraduate work in English and education, and is an ordained Deacon in the Methodist church.

Corinne Kurth has been the Director of Resident Care at Magdalena House since 2017. She is a Licensed Professional Counselor - Supervisor and Advanced Certified Trauma Practitioner. She has over 25 years of experience 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.

Director of Program and Partnerships, Quanesha Carman, has 6 years of experience working with diverse family populations navigating trauma and disabilities through Operation Homefront.

We collaborate with Methodist Healthcare Ministries (MHM) for their Parents as Teachers and MELD parent education programs, Wesley Nurse program and Wesley Health and Wellness Center. We join with the MHM Parenting Coordinator monthly for client staffings to make sure the needs of each family are met. We likewise collaborate with Depelchin Childrens Center for their Triple P parent education program.

We are collaborating with the Ecumenical Center, the certifying entity for the South Texas Trauma Informed Care Crisis Consortium, to complete the Level 1 Trauma Informed Certification process. We also regularly participate in South Texas Trauma Informed Care Consortium meetings.

We participate in working groups with Alamo Area Coalition Against Trafficking, Bexar County County Collaborative Commission on Domestic Violence and Alliance to House Everyone Membership Council (formerly San Antonio Regional Alliance for the Homeless) to provide well-coordinated support services to survivors of domestic violence and trafficking.


Since inception, the organization has served over 160 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 18 months) have completed significant educational milestones such as their GED, ESOL program, Associate's Degree, Bachelor's Degree or certified training.

In 2023, all adult clients saw improvement in most markers of wellness and stability between intake and the end of the year. 100% of women who created self-determined goals reported progress in achieving their goals. Results from the PHQ-9 Depression Scale reflected the mothers' increased sense of wellbeing and reduced depression. Results from the PCL-5 (PTSD Checklist for DSM 5) showed that mothers who had scores signifying PTSD symptoms at intake reported drastically improved scores after a year.

Families were successful in increasing family protective factors to prevent child abuse and neglect. Of 2023 clients completing the Protective Factors Survey (PFS-2) 60% reported growth since intake in family functioning and resilience, which indicates how well families can manage stress and challenges of life. 80% reported growth in social supports, those connections to others who can provide emotional support and help solve problems.
Families made strong progress toward self-sufficiency. At intake, mothers scored at or close to "vulnerable" on the Arizona Self Sufficiency Matrix; one year later, all scored at or above the safe range and 66% they scored at the "building capacity" range. Specific self-sufficiency areas where these mothers as a whole moved the needle significantly in a positive direction included safety, community involvement, social relations, mental health, healthcare and mobility. 2023 success is consistent with family success in improving wellness and stability in the past several years.

A current resident shared, "Over the past nine months, I have consistently shown up for therapy, delving into the wreckage of my past and facing the feelings I had run from for so long. I enrolled in the parenting program, where I am learning how to best support my family . . . Magdalena House is not just a place; it is my sanctuary, my harbor of peace in the storm. It is the solid ground beneath my feet that has allowed me to build a foundation for re

In 2018/2019, we completed construction of a family wellness center and two new homes. With this new space, we tripled the numbers of families we served. We also expanded on-site services of counseling and play therapy.

Our long-term goal is to build three additional homes and provide services for 24 families at a time. We are completing construction of a Family Empowerment Center in mid-2024 to meet needs of current and future families.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to get honest feedback from the people we serve

Financials

MAGDALENA MINISTRIES INC
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Operations

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

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Connect with nonprofit leaders

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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MAGDALENA MINISTRIES INC

Board of directors
as of 02/14/2024
SOURCE: Self-reported by organization
Board chair

Mr. Matt Jackson

Valero Energy Corporation

Term: 2023 - 2024

Denise Barker

Rio Texas Conference of the United Methodist Church

Greg Stroud

Security Service Federal Credit Union

John Barbieri

UBEO

Jeanne Tousley

Valero Energy Corporation

Kelly Thompson

K Thompson Homes

Bill Harrison

TASA Risk Solutions

Matt Countryman

Lane and Countryman

Matt Jackson

Valero Energy Corporation

Dave Koury

retired

Vanessa Kenon

UTSA

Sheri Best

HEB

Pam Wood

UT Health Systems

Chris Callaway

UBEO

Jodye Young

Royce & Young PC

Amy Thomas

DMCA

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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? No
  • 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? No

Organizational demographics

SOURCE: Self-reported; last updated 2/13/2024

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
White/Caucasian/European
Gender identity
Female

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 02/23/2022

GuideStar 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

Data
  • 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.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.