Health—General & Rehabilitative

Operation Access

Bridging the Healthcare Gap

aka Operation Access

San Francisco, CA

Mission

Operation Access's mission is to enable Bay Area health care providers to donate vital surgical and specialty care to people in need.

Staff and board share a vision of promoting health care equity for people facing barriers to care in our communities. We are guided by the principles that every person should have access to specialty care when they need it, physicians and nurses want to give back to their local community and the entire community is well served when those most vulnerable receive care.

Ruling Year

1993

Principal Officer

Mr. Jason Beers

Main Address

1119 Market Street Suite 400

San Francisco, CA 94103 USA

Keywords

medical volunteerism, uninsured, working poor, access to medical care, health equity, elective surgery

EIN

94-3180356

 Number

6804512458

Cause Area (NTEE Code)

Health Treatment Facilities (Primarily Outpatient) (E30)

Cancer (G30)

Eye Diseases, Blindness and Vision Impairments (G41)

IRS Filing Requirement

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

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Social Media

Programs + Results

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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

Donated surgical, specialty, and diagnostic care in the San Francisco Bay Area

Where we workNew!

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

Average number of days between a request for services and an actual meeting with a service provider

TOTALS BY YEAR
Population(s) served

Adults,

Minorities,

Economically disadvantaged, low-income, and poor people

Related program

Donated surgical, specialty, and diagnostic care in the San Francisco Bay Area

Context notes

OA measures program efficiency using the median number of days between a community clinic patient referral and an appointment with a specialist.

Number of volunteers

TOTALS BY YEAR
Population(s) served

Adults,

Minorities,

Economically disadvantaged, low-income, and poor people

Related program

Donated surgical, specialty, and diagnostic care in the San Francisco Bay Area

Context notes

OA relies on the work of a large network of medical volunteers who donate their time and expertise to treat OA’s clients.

Number of adults receiving colorectal cancer screening based on most recent guidelines

TOTALS BY YEAR
Population(s) served

Adults,

Minorities,

Economically disadvantaged, low-income, and poor people

Related program

Donated surgical, specialty, and diagnostic care in the San Francisco Bay Area

Context notes

OA coordinates colonoscopies to prevent and/or detect disease when community clinics identify a patient with above-average risk for colon cancer.

Number of clients who report general satisfaction with their services

TOTALS BY YEAR
Population(s) served

Adults,

Minorities,

Economically disadvantaged, low-income, and poor people

Related program

Donated surgical, specialty, and diagnostic care in the San Francisco Bay Area

Context notes

The percentages of satisfied clients for each year are: 99% in 2014; 98% in 2015; and 98% in 2016.

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?

Our goals are:
1. To coordinate donated specialty care for clients who need, but cannot afford, such services;
2. To promote volunteerism among doctors, nurses, and other health professionals in the Bay Area; and
3. To provide culturally competent case management in the language of the client in order to navigate the client through the health care system without the use of an emergency room.

To achieve our goal of coordinating care, OA staff staff screen clients for financial and clinical eligibility; qualified patients are then matched with an appropriate physician. OA's patients are either integrated into volunteer physicians' daily schedules or seen at Saturday surgery sessions, in which a large all-volunteer team of physicians, nurses and technical staff treat patients.

To achieve our goal of promoting volunteerism, OA staff recruit all necessary volunteers (average 20 - 100 volunteers), and coordinate surgery session logistics with hospital administration. OA staff schedule tests, procedures, and pre- and post- operation appointments and ensure that there is continuity of care with the patient's community clinic.

To achieve our goal of providing culturally competent case management, OA staff arranges on-site interpretive services, volunteer and contract, to ensure high-quality care for the patient (88 percent of appointments required a medical interpreter over the past 12 months). OA's culturally competent case management procedures result in high patient compliance (over 96 percent of clients presented on-time and prepared for their appointments over the past 12 months), which contributes to positive health outcomes and satisfying experiences for our medical volunteers.

Nine full-time program staff members implement services in OA's nine-county service area. Each is fluent in Spanish and English and each has a deep understanding of the unique healthcare situation, social determinants of health, and political landscape in the counties for which he or she is responsible. Core job functions include partnership development, logistical coordination of medical volunteers, community clinic outreach, client eligibility, care coordination, patient navigation, and the arrangement of interpretive services.

OA uses survey data to evaluate client, volunteer, and clinic experiences. All patients receive a survey after their medical procedure that assesses service satisfaction, health outcomes, and quality of life impact. Volunteer physician satisfaction surveys elicit feedback about program processes and procedures. Finally, OA surveys community clinic partners to measure the quality of OA services and OA's ability to meet community health needs. Additionally, the OA Board of Directors uses a Strategic Scorecard to monitor organizational performance, reviewing performance indicators at bi-monthly Board meetings.

This year,
What have and haven't they accomplished so far?

This year, Operation Access will provide more than 1,400 services to uninsured, low-income Bay Area residents who need, but cannot afford coverage for, such services. Demand for our services has increased significantly in the past two years, and we have responded to the demand by increasing services.

In the coming year, OA aims to expand its program in Solano County, respond to higher levels of need in several other areas, and continue to develop its new oral surgery pilot program. With additional partnership and funding for care coordination, we can expand to meet these community health needs.

External Reviews

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Financials

Operation Access

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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?

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?

Yes

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

Race & Ethnicity

Sexual Orientation

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Volunteers.

Disability

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Volunteers.

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