MANA de San Diego
Empowering Latinas at every stage of their lives
MANA de San Diego
EIN: 33-0821060
as of November 2023
as of November 13, 2023
Mission
The mission of MANA de San Diego (MANA) is to empower Latinas through education, leadership development, community service, and advocacy. MANA promotes and supports Latina educational achievement at all levels; enhances Latina leadership skills through community activism and structured leadership opportunities; empowers Latinas to have a voice in local, state and national decisions; promotes a healthier Latina community; addresses social concerns; and collaborates with a broad network of partners.
Ruling year
1998
Executive Director
Ms. Inez Gonzalez Perezchica
Main address
404 Euclid Ave Suite 308
San Diego, CA 92114 USA
Formerly known as
San Diego MANA
EIN
33-0821060
Student services
Leadership development
Women's rights
Population served
Women and girls
Ethnic and racial groups
Economically disadvantaged people
At-risk youth
NTEE code
Student Services and Organizations (B80)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990-N.
Tax forms
Communication
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
Pre-COVID19 pandemic one in five Latinas in San Diego County , nearly 100,000, lived in households below the poverty level. MANASD seeks to transform communities by empowering Latinas to achieve upward mobility and a better quality of life. MANASD’s programs address the need for academic and career advancement opportunities for Latinas. Latinos continue to be one of the fastest growing populations: 34% of San Diego County residents of all ages are Latino (US Census); nearly 50% of students (CA Dept. Education). Yet, many Latinas struggle to complete high school, pursue higher education, support their families, find consistent work and move up the ladder at work. MANA addresses these issues through effective programs that show Latinas what they are capable of, help them set goals for their future, guide them to take the necessary steps to accomplish their goals and provide a continuum of support through middle and high school, college and their professional careers.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Hermanitas Youth Leadership Mentor Program
Hermanitas supports Latina youth from at-risk backgrounds to earn a high school degree and pursue higher education through mentorship, educational workshops and college preparation activities. Through its Hermanitas Tias component, MANA supports Hermanitas graduates to earn their college degree through resiliency training, ongoing support and connection, and access to resources. Hermanitas was founded in 1987 and is now the largest program of its kind in the nation. It was awarded the best Hermanitas program nationwide by MANA National in 2007 and recognized as a "Bright Spot" in Hispanic Education by the White House Initiative in Educational Excellence for Hispanics in 2015.
65-70 at-risk Latina youth in middle and high school and 40-50 Hermanitas youth in college are served each year. All Hermanitas seniors graduate high school on time and either enter college or have a defined career path due to the skills, confidence and support gained through the program.
Scholarship Program
The Scholarship Program was established in 1991 to provide financial assistance to Latinas enrolled in institutions of higher education. In an effort to promote higher education within the Hermanitas® Program, qualified hermanita graduates are awarded first year college scholarships.
In 2021, MANA awarded $62,000 in scholarship assistance to deserving candidates pursuing associates, bachelors, masters or doctoral degrees.
Latina Success Program
The Latina Success Program includes the Latina Success Conference, which promotes professional and personal growth for Latina professionals, career exploration, and networking with local companies. It is offered every other year, serving 500 Latina professionals in 2021. MANASD also hosts various workshops and networking events throughout the year all aimed at providing the tools for Latinas to succeed.
Latina Success Leadership Program
MANA's Latina Success Leadership Program helps Latina professionals advance in the workplace and increase their representation in professional and managerial jobs and in elected offices. The program consists of four workshops annually, presented by the Center for Creative Leadership (ranked 1st in leadership education), to Latina professionals, and is designed to increase civic engagement, empower participants to achieve their goals, expand their ability to grow a professional network and build their personal brand, and cultivate personal resiliency and assertiveness. Breakout sessions are integrated into the program so that attendees build a network of personal career mentors and business relationships that will help further their career growth. 40 Latina professionals are served each year.
Last year MANA added the MentHERship program to match Latina Success participants with Latina mentors.
College Success Program
The College Success Program is a continuation of our Hermanitas program. 55 students receive ongoing support through college so that they are more likely to complete their degree and have the education and skills necessary to compete for high demand jobs. This is done through monthly virtual workshops and mentorship from our volunteers the Tias (Aunts in Spanish).
Where we work
Affiliations & memberships
Affiliate/Chapter of National Organization (i.e. Girl Scouts of the USA, American Red Cross, etc.) - Affiliate/chapter 1986
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of program participants who receive a secondary school diploma or GED
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents, People of Latin American descent, At-risk youth
Related Program
Hermanitas Youth Leadership Mentor Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
100% of Hermanitas seniors graduate high school on time and attend college or have a defined career path. Most students start in middle school and continue through high school. 65-70 served yearly.
Number of first-entry undergraduate program students who identify themselves as 'visible minorities'or 'non-white'
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, People of Latin American descent, At-risk youth
Related Program
Hermanitas Youth Leadership Mentor Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Hermanitas participants develop the knowledge, skills, and confidence they need to become competitive college applicants and succeed in college through workshops, college-prep activities & mentoring.
Number of youth who have a positive adult role model
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, People of Latin American descent, At-risk youth
Related Program
Hermanitas Youth Leadership Mentor Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Hermanitas are paired with a mentor. This is a one-on-one mentorship program. Hermanitas alumnae are mentored with volunteers during their college years.
Number of youth who demonstrate leadership skills (e.g., organizing others, taking initiative, team-building)
This metric is no longer tracked.Totals By Year
Related Program
Hermanitas Youth Leadership Mentor Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
At least 90% of Hermanitas participants develop leadership skills through community service, participation in Girl Scouts and through the planning and implementation of leadership events.
Number of clients who complete job skills training
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, People of Latin American descent
Related Program
Latina Success Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Latina Success Conference: offered every other year with over 400 people attending.
Number of job skills training courses/workshops conducted
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, People of Latin American descent
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Includes Latina Success Leadership Program and networking sessions held each year.
Number of graduates enrolled in higher learning, university, or technical/vocational training
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, Young adults, Ethnic and racial groups
Related Program
Hermanitas Youth Leadership Mentor Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Hermanitas graduates currently attending college and engaged through Hermanitas Tias. Tias launch: 2017.
Total number of volunteer hours contributed to the organization
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
In 2018, 414 volunteers dedicated 7,049 hours. Reduction in volunteer hours reflects MANA’s ongoing transition from a volunteer-led to staff-led organization.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
MANA's goal is to improve the well-being and self-sufficiency of Latina students and professionals across San Diego County.
What are the organization's key strategies for making this happen?
MANA's strategy is to empower Latinas to succeed academically and professionally by providing a continuum of programs and services that educate and support San Diego Latinas at every stage of their educational and professional journey, starting in middle school.
MANA promotes and supports Latina educational achievement at all levels; enhances Latina leadership skills through community activism and structured leadership opportunities; empowers Latinas to have a voice in local, state and national decisions; promotes a healthier Latina community; addresses social concerns; and collaborates with a broad network of partners.
MANA's strategy will lead to higher educational and professional attainment and community participation for Latinas in San Diego, which directly contributes to self-sufficiency at the individual level and a more qualified and diverse pool of professional talent at the community level.
What are the organization's capabilities for doing this?
MANA is uniquely positioned as San Diego's premier resource for Latinas and is known for its reliability, accountability and trustworthiness throughout San Diego County. MANA invests in enduring relationships with key community organizations in a spirit of collaboration and collective impact to ensure that MANA understands and responds to the Latina community's most urgent needs through education, leadership development, community service, and advocacy.
What have they accomplished so far and what's next?
MANA has made great progress building the necessary infrastructure and capacity to achieve its goals. Notable accomplishments:
• Strategic Plan—Developing five-year plan (2023-2028) to address growth and sustainability.
• Program Expansion—Expanded the Hermanitas program to support Hermanitas graduates in college and increased the frequency of its Latina Success Leadership Program to every year in response to overwhelming demand for Latina-focused professional development training.
• Budget—Increased the yearly budget to nearly one million (2022).
• Advocacy—Created an Advocacy Committee to ensure the Latina voice is heard in social, political and economic arenas and that MANA has a more prominent role in local efforts.
• Awards—MANA was awarded the FBI Director’s Community Leadership Award in 2017 and the 2018 Chapter of the year from MANA National.
This year, MANA will develop and implementation a new strategic plan, evaluation plan and marketing plan. MANA’s Board of Directors and staff are committed to creating a strategic plan to guide sustainable organizational growth, an evaluation plan to monitor impact at the individual, program, and organizational level and to track participants over time, and a marketing plan to improve community engagement, outreach and education. MANA’s mission and vision will guide the development of each plan, ensuring that all goals and priorities related to organizational growth, marketing and evaluation align and drive progress changing the trajectory for local Latinas.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify bright spots and enhance positive service experiences, To inform the development of new programs/projects, To strengthen relationships with the people we serve
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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 act on the feedback we receive
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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, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is hard to come up with good questions to ask people, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
21.24
Months of cash in 2022 info
20.3
Fringe rate in 2022 info
10%
Funding sources info
Assets & liabilities info
Financial data
MANA de San Diego
Balance sheetFiscal Year: Jan 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Jun 30
This snapshot of MANA de San Diego’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $11,915 | $40,656 | $40,687 | $270,012 | $86,385 |
| As % of expenses | 2.0% | 5.8% | 5.8% | 32.1% | 18.8% |
| Unrestricted surplus (deficit) after depreciation | $9,294 | $40,517 | $39,671 | $268,996 | $85,071 |
| As % of expenses | 1.5% | 5.7% | 5.7% | 32.0% | 18.5% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $571,570 | $1,024,995 | $701,736 | $1,090,782 | $312,042 |
| Total revenue, % change over prior year | 20.6% | 79.3% | -31.5% | 55.4% | -71.4% |
| Program services revenue | 7.9% | 8.1% | 5.3% | 2.6% | 6.2% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | -0.6% | 0.7% | 1.1% | 1.1% | -2.2% |
| Government grants | 0.0% | 0.0% | 0.0% | 9.7% | 0.0% |
| All other grants and contributions | 92.7% | 91.2% | 93.6% | 86.6% | 96.0% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $604,492 | $706,100 | $700,349 | $840,182 | $459,308 |
| Total expenses, % change over prior year | 11.9% | 16.8% | -0.8% | 20.0% | -45.3% |
| Personnel | 37.2% | 31.4% | 44.2% | 36.3% | 41.6% |
| Professional fees | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Occupancy | 4.0% | 4.2% | 5.9% | 4.9% | 5.2% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 58.8% | 64.5% | 49.9% | 58.8% | 53.1% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $607,113 | $706,239 | $701,365 | $841,198 | $460,622 |
| One month of savings | $50,374 | $58,842 | $58,362 | $70,015 | $38,276 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $4,383 | $0 | $0 | $0 |
| Total full costs (estimated) | $657,487 | $769,464 | $759,727 | $911,213 | $498,898 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 7.5 | 7.3 | 12.1 | 13.1 | 20.3 |
| Months of cash and investments | 7.5 | 7.3 | 12.1 | 13.1 | 20.3 |
| Months of estimated liquid unrestricted net assets | 5.6 | 5.4 | 6.1 | 9.0 | 18.6 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $375,674 | $430,131 | $705,227 | $913,750 | $775,976 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $700 | $263,189 | $34,200 | $31,000 | $31,300 |
| Gross land, buildings, equipment (LBE) | $21,141 | $25,525 | $25,525 | $25,525 | $25,525 |
| Accumulated depreciation (as a % of LBE) | 100.0% | 83.4% | 87.4% | 91.3% | 96.5% |
| Liabilities (as a % of assets) | 5.7% | 4.2% | 9.4% | 3.7% | 4.1% |
| Unrestricted net assets | $279,838 | $320,355 | $360,026 | $629,022 | $714,093 |
| Temporarily restricted net assets | $89,500 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $61,360 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $150,860 | $429,099 | $389,799 | $370,387 | $136,736 |
| Total net assets | $430,698 | $749,454 | $749,825 | $999,409 | $850,829 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Inez Gonzalez Perezchica
Number of employees
Source: IRS Form 990
MANA de San Diego
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
MANA de San Diego
Board of directorsas of 10/26/2023
Board of directors data
Ms. Claudia Rempel
Venus Molina
Chief of Staff, City of San Diego – Council District 2
Claudia Rempel
Board President, Operations Manager, American Medical Response
Maria Benitez
Board Vice President, Division Human Resources Manager, Republic Services
Patricia Campos
Board Secretary, Director of Branch Network, California Coast Credit Union
Yvette Elizalde
Board Treasurer, Research Analyst, ESG Strategies and Diverse Managers, Meketa Investment Group
Arcelia N Magaña
General Counsel, Attorney at Law Jackson Lewis P.C.
Elizabeth Alonso
Senior Counsel San Diego Gas and Electric Company
Cristina De La Torre
Data Quality and Evaluation Manager Survivors of Torture International
Janessa Goldbeck
CEO Vet Voice Foundation
Lucero Chavez
City of San Diego – Council District 2
Mary Anne Pintar
Chief of Staff Rep. Scott Peters – CA – 52
Elizabeth Ramirez
Chief Executive Officer Chicano Federation
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? Yes -
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
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
Gender identity
Sexual orientation
Disability
No data
Equity strategies
Last updated: 07/13/2023GuideStar 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
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
- Contractor and/or Paid Preparer data for 2022, 2021, 2020
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