Disease, Disorders, Medical Disciplines

SAN ANTONIO AIDS FOUNDATION

  • San Antonio, TX
  • www.sanantonioaids.org

Mission Statement

The mission of the San Antonio AIDS Foundation is to prevent the spread of HIV and provide comprehensive services to individuals affected by HIV/AIDS.

Main Programs

  1. Residential Specialty Care Nursing and Hospice Program
  2. Medical and Social Case Management
  3. HIV and STD Prevention Education
  4. Hot Meal Program
  5. Transitional Housing for Homeless People with HIV/AIDS
  6. HIV testing, outreach and condom distribution
Service Areas

Self-reported

Texas

The San Antonio AIDS Foundation (SAAF) principally provides services to those persons with HIV/AIDS living in a twelve county area: Atascosa, Bandera, Bexar, Comal, Frio, Gillespie, Guadalupe Karnes, Kendall, Kerr, Medina and Wilson counties.  We are the largest AIDS Service Organization in South Texas.

ruling year

2004

Chief Executive Officer since 2015

Self-reported

Ms. Cynthia Nelson

Keywords

Self-reported

HIV/AIDS, Hospice/Specialty Care Nursing, Prevention Education, HIV Testing, Case Management, Housing and Rental Assistance

Notes from the Nonprofit

We are guided by the belief that HIV/AIDS is a disease and those affected by this disease should receive compassion and understanding. We are committed to providing medical care for persons with HIV/AIDS, and education and testing to help prevent the spread of HIV. SAAF advocates a harm reduction philosophy believing that all individuals with HIV need compassionate services, including food and shelter, irrespective of their circumstances and practices.

SAAF exists to provide dignity and comfort to individuals infected with HIV and AIDS. SAAF supports the provision of services without discrimination on any basis, including but not limited to race, ethnicity, age, sex, gender, sexual orientation, marital status, religion, handicap, immigrant status, national origin, and criminal background.

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EIN

74-2427853

 Number

6527354322

Physical Address

818 East Grayson Street

San Antonio, 78208

Contact

Cause Area (NTEE Code)

AIDS (G81)

Services to Promote the Independence of Specific Populations (P80)

Other Housing, Shelter N.E.C. (L99)

IRS Filing Requirement

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

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

In 2016, SAAF will celebrate its 30th consecutive year of operation, including its
congregate dining program, which has been part of the organization since its inception. SAAF provides a full continuum of care: residential HIV/AIDS hospice/nursing care, transitional housing for homeless adults with HIV, hot meal congregate dining (3 meals per day, 7 days per week, 365 days per year), medical transportation, dental care, case management, early intervention services,
tenant-based rental assistance, emergency financial assistance, monthly food bank, HIV/ syphilis testing, condom distribution, and HIV/STD prevention education. SAAF's goal is to provide clients with quality and compassionate care in a one-stop/comprehensive setting to reduce client burden.

In addition to providing on-going services, SAAF was awarded a major grant from the Texas Department of State Health Services in 2012 to do targeted testing, condom distribution and link those who test HIV+ to HIV medical care and on-going case management.  This funding has greatly expanded our HIV testing capacity. We acquired (by donation) a mobile unit in 2013 thus increasing our reach and impact. We go out to college campuses and the community and provide free HIV and STD testing. The unit is the first in San Antonio/Bexar County. In 2011, SAAF expanded its dining capacity at least 2 fold, to be able to feed 88 people at a seating.  This expansion was critical to provide room for the over 52,000 hot meals that were served to the HIV community that year. We have been awarded various grants that support our hot meal program of 3 hot meals per day, 7 days per week.

Programs

Self-reported by organization

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

Program 1

Residential Specialty Care Nursing and Hospice Program

SAAF's residential AIDS hospice program has been in existence since 1986.  In 1995 SAAF's mission was changed to include HIV and its license was changed to Special Care Facility and AIDS Hospice.  SAAF has 36 beds, but given high patient acuity and patients admitted on isolation due to MRSA and C. Diff., can provide quality care for up to 28 adult men and women.

Category

Population(s) Served

Adults

Gays/Lesbians

Disabled, General or Disability Unspecified

Budget

$1,191,255.00

Program 2

Medical and Social Case Management

SAAF provides primary case management to persons with HIV/AIDS.  Case managers assist clients in accessing medical and dental care, as well as other social service and entitlement programs.  Within SAAF's case management program is a HOPWA (HUD) funded long-term tenant based rental assistance for People with AIDS.

Category

Human Services

Population(s) Served

People With Aids (pwas)

Disabled, General or Disability Unspecified

Physically Disabled nec

Budget

$863,400.00

Program 3

HIV and STD Prevention Education

SAAF's prevention education program, You're the Cure was originally funded by the United Way in 1992.  It provides HIV Prevention Education along with riveting testimonials by persons who are living with HIV/AIDS to some 18,000 participants in 17 school districts in Bexar and surrounding counties. 

Category

None

Population(s) Served

Youth/Adolescents only (14 - 19 years)

None

None

Budget

$164,367.00

Program 4

Hot Meal Program

SAAF's hot meal program has been in place since its founding in 1986.  SAAF provides free, hot, nutritious meals 3 times a day every day to anyone who is HIV positive.  Meal menus are reviewed by a registered dietitian for nutritional appropriateness for the client's needs.  This meal program assures that clients have food which is so critical for dosing of their medications; provides respite from the elements; provides social interaction opportunities; and saves clients money who are on limited incomes.  In 2009 SAAF provided approximately 45,000 hot meals to over 450 unduplicated clients

Category

Food, Agriculture & Nutrition

Population(s) Served

People With Aids (pwas)

Budget

$229,669.00

Program 5

Transitional Housing for Homeless People with HIV/AIDS

SAAF purchased, equipped, staffed and opened a transitional housing program in July 2009.  SAAF opened this facility due to the sudden closing of the only HIV-dedicated shelter in the county.  The transitional housing program provides quality and comfortable housing with case management services for up to 90 days for men, women and transgender persons who are homeless and have HIV/AIDS.  The program works with residents to secure an income through either work or disability and to locate low income housing.  The house can accommodate up 20 individuals.  It is fully handicapped accessible and ADA compliant.

Category

Housing

Population(s) Served

Homeless

Budget

$152,070.00

Program 6

HIV testing, outreach and condom distribution

This program provides free rapid HIV testing Monday through Saturday. Testing is offered at our principal site or provided throughout San Antonio and Bexar County in our Mobile Testing Unit. In 2012, SAAF tested over 4,000 individuals at risk and identified about 1% as positive. 95% of positives are linked to medical care and related services.

Category

Health Care

Population(s) Served

Gays/Lesbians

People Living with HIV or AIDS - PLWHA

None

Budget

$300,000

Results

Self-reported by organization

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.

1. Number of students receiving information on HIV/AIDS and STDs

Target Population
Adolescents (13-19 years), Adults, At-risk youth

Connected to a Program?
HIV and STD Prevention Education
TOTALS BY YEAR
Context notes for this metric

2. Number of HIV-infected people receiving medical case management

Target Population
People with HIV/AIDS

Connected to a Program?
Medical and Social Case Management
TOTALS BY YEAR
Context notes for this metric

3. Number of meals served to people living with HIV/AIDS

Target Population
People with HIV/AIDS

Connected to a Program?
Hot Meal Program
TOTALS BY YEAR
Context notes for this metric

4. Number of people tested for HIV

Target Population
At-risk youth, General/Unspecified

Connected to a Program?
HIV testing, outreach and condom distribution
TOTALS BY YEAR
Context notes for this metric

5. Number of men who have sex with men tested for HIV

Target Population
LGBTQ people

Connected to a Program?
HIV and STD Prevention Education
TOTALS BY YEAR
Context notes for this metric

Charting Impact

Self-reported by organization

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

  1. What is the organization aiming to accomplish?
    Our vision is a community free of HIV. Our aim is to meet the community need to provide a continuum of care for individuals with HIV/AIDS. SAAF has always adapted to fit the evolving needs of the community in order to best serve and accomplish our mission, while not duplicating services offered by other agencies. Predominantly, the individuals with the poorest health outcomes come from a variety of oppressive situations, including poverty and homelessness. Various environmental factors impinge on their success in care. SAAF has always recognized this and has worked to address HIV care in a holistic way. Client success is realized through SAAF's enduring commitment to offering a comprehensive set of services that are seamless integrated into a patient-centered service delivery model. As a result, SAAF continues to expand its services and refine its processes.
    Moving towards a community-focused approach, SAAF aligns its efforts with national, state, and local goals. SAAF has always championed a client-centered approach to service delivery. Because of this, the agency has been able to continuously adapt in order to meet the needs of the community. Additionally, this approach has allowed SAAF to build a deep sense of trust and safety from the San Antonio community and surrounding counties, which has been crucial for developing long term success for clients. However, the HIV field has been advancing further and further, leading many national/international organizations to call for the end of the epidemic through the use of the latest public health tools. This call to action has been taken up by many national organizations and built into the National HIV/AIDS Strategy; however, these goals have not been translated to the local level effectively. In order to ensure that SAAF is making a strong impact on these population health measures, SAAF must modify its client-centered approach to delivering services in a way that aligns with population health outcomes. By developing a stronger data-driven quality management system, SAAF will be able to refine its services to better address the real-time state of the San Antonio community.
    With both expanded services and a shift in outcome measures, SAAF aims to deliver a comprehensive set of services utilizing a data-driven, community-focused, and client-centered service delivery model, making significant improvements on the local treatment cascade and community viral load.
  2. What are the organization's key strategies for making this happen?
    The primary methods to achieving SAAF's goal to make large, measurable, and positive impacts on the San Antonio treatment cascade is accomplished through the following: 1) expand existing services and grow new services in order to deliver continuous support to clients regardless of their need, 2) make strong gains in efficiency as well as effectiveness by implementing powerful new quality/outcome measures, and 3) further develop a seamless service model that is coordinated across services and client-centered. By reaching these objectives, SAAF will be able to have a constant feedback loop in which community measures will directly inform the expansion/improvement of SAAF's services. Additionally, SAAF will have the internal measures necessary to drastically improve efficiency and align service provision with external community outcomes. In essence, these strategic moves will allow SAAF to more fully center clients and the San Antonio community at large within the agency's service model and success criteria. With a seamless model and robust quality initiatives, SAAF will expand its capacity to grapple with the larger issues facing the HIV community in San Antonio.
    The first objective to reach SAAF's goal is to expand and grow services that will create a full continuum of care for clients. One example of this is the establishment an outpatient clinic and on-site pharmacy. With this, many out-of-care clients receive services at SAAF and are comfortable with the agency. With an on-site clinic, SAAF will be able to work more closely with these clients in order to establish adherence to medical care and, ultimately, viral suppression. Because of this large expansion, SAAF will also need to ensure that there are supportive services available for clients, such as assistance with health insurance enrollment, health insurance premium assistance, and enrolling into medication assistance programs. For the other two objectives, SAAF plans to streamline its system utilizing software solutions that will afford greater data collection and more efficient processes. With this system, SAAF will be able to measure community-level outcomes and adopt them as success measures such as the percentage of clients with viral suppression.
    From these initiatives, SAAF seeks to maintain its current services and refine them for further excellence, ensuring quality care for all clients. In order to continue providing these critical services, SAAF must develop diversified funding for the agency. With decreasing availability of funding opportunities, non-profits including SAAF have had to increase efficiency and find new methods to fund services. From this, SAAF plans to begin billing insurers for services, especially clinical services. However, a majority of the clients that SAAF serves are either uninsured or underinsured and live in poverty. As a result, there will always be a need for grant funding to support those clients that have the greatest need.
  3. What are the organization's capabilities for doing this?
    SAAF has a large number of services available to clients. These services are spread across the entire continuum of care. Together, with the collaboration of other agencies, SAAF is able to support clients in all services that they need. With nearly 30 years of experience, SAAF has refined its processes to provide the highest quality of service for clients. Even though SAAF has not had the capacity to analyze this success in detailed measures, a large percentage of clients that access services at SAAF are able to achieve viral suppression. This success has made SAAF the leading agency for HIV services in the San Antonio area. However, SAAF wishes to extend this success to those that escape all current measures. These individuals are the hardest hit and are practically invisible in the community since they are not connected to care or access limited services. In order to reach these clients, SAAF must provide a more complete range of services. The collaborations that have shown success are barriers to care and serve as potential areas to lose clients. By offering the full range of care for clients, SAAF will be able to support these more vulnerable clients from the beginning to full viral suppression. Fortunately, SAAF already has a long history working with vulnerable populations and has already seen success. Finally, the more detailed data-driven measures will assist SAAF in finding those clients that have been left out of past measures.
  4. How will they know if they are making progress?
    SAAF's goals are focused on and informed by the overarching objective to measure SAAF's impact in the community at both an agency level and service level. Adding this data driven lens to all levels of the organization will allow SAAF to track progress and quality in new ways. From its inception, SAAF has filled the needs of the community and adapted to stay relevant. Throughout this history, the primary impetus for these changes has been client feedback and through observed trends in client need. SAAF still utilizes these methods to this day. This serves as one means with which SAAF will be able to assess its goal progress. A critical success factor for SAAF's goals is the creation of a seamless, client-centered service delivery model. Each client's experience at SAAF is crucial for measuring progress for this objective. However, in order to develop a more complex quality management framework, SAAF will create agency outcome measures that directly reflect community impact. Each department is then held accountable for their own contribution toward reaching these outcomes. Because each service represents its own part of the care continuum, the contribution of each department will be measured differently. With a unified approach toward a measureable goal, SAAF will be able to track progress easily and with enough detail to understand and address issues at any level of the organization.
  5. What have and haven't they accomplished so far?
    SAAF has made large strides towards its goal. In order to make room for future expansion, SAAF purchased a second location. Predominantly, the prevention staff members were moved to this new location. Located deeper into the East side of San Antonio than SAAF's main location, the new building gives testing staff close access to the most vulnerable populations in San Antonio. Beyond minor reconfigurations of the building, SAAF was able to open the doors for testing and EIS services within the first few weeks. Since the opening, SAAF has seen a dramatic upswing in the number of walk-ins for HIV testing.
    SAAF has acquired a software system for all client files. This system will eliminate any errors in data as well as give SAAF robust reporting capabilities for tracking progress on outcome measures. Throughout the process of creating the solution with the software company, SAAF has been able to find methods that will create easy, efficient, and automated processes. By building out all of SAAF's services in the program, the software will ensure a seamless integration across all services, maximizing the level of support that SAAF can give to clients. Additionally, the capture of so much service history and client information will allow SAAF to measure agency-wide and department-specific goals.
Service Areas

Self-reported

Texas

The San Antonio AIDS Foundation (SAAF) principally provides services to those persons with HIV/AIDS living in a twelve county area: Atascosa, Bandera, Bexar, Comal, Frio, Gillespie, Guadalupe Karnes, Kendall, Kerr, Medina and Wilson counties.  We are the largest AIDS Service Organization in South Texas.

Social Media

Funding Needs

SAAF needs funding for our residential skilled nursing/hospice program and for our transitional housing program for people with HIV/AIDS.    SAAF is also in need of operational support.   SAAF also seeks funding for our residential hospice/skilled nursing program and our residential transitional housing program.  In both cases funding is needed for both staff salaries and program operations.

Affiliations + Memberships

United Way Member Agency

Videos

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External Reviews

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

SAN ANTONIO AIDS FOUNDATION
Fiscal year: Jan 01-Dec 31
Yes, financials were audited by an independent accountant.

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Operations

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

SAN ANTONIO AIDS FOUNDATION

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
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Chief Executive Officer

Ms. Cynthia Nelson

BIO

Cynthia Nelson's career spans more than 30 years in a variety of healthcare leadership roles in management, administration and fundraising at Baylor College of Medicine (BCM) in Houston. She was selected as the President to lead the San Antonio AIDS Foundation in October 2015. During her time with BCM she worked closely with a nationally recognized team responsible for research and treatment focused on HIV testing, adherence to retroviral therapy and retention in HIV care at the Health Services Research & Development Center of Innovation in Quality Effectiveness and Safety, a joint program with the Department of Veteran Affairs and BCM. Additionally in Houston, TX, Cynthia served as Director of Research Services at Texas Children's Cancer Center, Administrator of the Department of Family Medicine and Administrator of the Huffington Center on Aging. Most recently she was the Executive Director at Wildlife Rescue and Rehabilitation, Inc., in San Antonio.

STATEMENT FROM THE Chief Executive Officer

"Founded in 1986, the San Antonio AIDS Foundation (SAAF) has served thousands of people and has positively impacted the lives of people with HIV and AIDS. SAAF has a rich legacy and a passionate, hardworking staff who: deliver healthcare in our specialty care and hospice unit, offer free 60-second testing and counseling, case management to provide support services to link clients in a continuum of care, and a team who provides factual, timely presentations to schools, corporations and other agencies. In 2016 we celebrate 30 years of being the largest licensed Department of State Health Services HIV/AIDS specialty care facility in Texas. Our clients - the men and women living with HIV and AIDS - and their families are the reason SAAF exists. Until there is a cure, we need new resources to help us meet the demand for services."

Governance

BOARD CHAIR

Tony Era

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. Self-reported by organization

Yes

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?

Yes

CEO OVERSIGHT

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

Yes

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?


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).

Gender
This organization reports that it does not collect this information for Volunteers.
Race & Ethnicity
This organization reports that it does not collect this information for Volunteers.
Sexual Orientation

This organization reports that it does not collect this information for Volunteers.

Disability

This organization reports that it does not collect this information for Volunteers.

Diversity Strategies
Yes
We track retention of staff, board, and volunteers across demographic categories
No
We track income levels of staff, senior staff, and board across demographic categories
No
We track the age of staff, senior staff, and board
No
We track the diversity of vendors (e.g., consultants, professional service firms)
No
We have a diversity committee in place
No
We have a diversity manager in place
No
We have a diversity plan
No
We use other methods to support diversity