PLATINUM2024

Willamsburg Area Medical Assistance Corp.

aka Olde Towne Medical and Dental Center   |   Williamsburg, VA   |  www.oldetownemedicalcenter.org

Mission

Olde Towne Medical and Dental Center will assure access to quality health and wellness care to the residents and workforce of the Greater Williamsburg community.

Notes from the nonprofit

Olde Towne Medical & Dental Center is provides a comprehensive range of primary and specialty services for its patients through actively building collaborations and partnerships across the region. Referrals are made on a continuous basis with follow-up to ensure that quality care is provided when and where needed. Since the onset of the Covid-19 pandemic, the focus on innovative technologies has accelerated with different models of tele-medicine and tele-dentistry being implemented and tested. In addition, OTMDC is currently exploring several models for integrated health care focused on primary care and mental health with the goal of caring for the whole person.

Ruling year info

1993

Executive Director

Aaron L. Thompson

Main address

5249 Olde Towne Rd Suite D

Williamsburg, VA 23188 USA

Show more contact info

Formerly known as

Olde Towne Medical Center

EIN

54-1663905

NTEE code info

Ambulatory Health Center, Community Clinic (E32)

Health Treatment Facilities (Primarily Outpatient) (E30)

Community Health Systems (E21)

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

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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?

Programs

Operating Programs include
Primary Care Medical Clinic: open M-W-F from 9-5; Tues and Thurs. from 7-7. Walk-in Appointments also available.

Walk-in Immunization Clinic: staffed by volunteers is offered every Tues from 9-11 and 2-4. No appointment is necessary.

Dental Clinic: services are offered 35 hrs. per week by a part time Dentist and supplemented by volunteers.

The pre-natal clinic is open on Wednesdays andThursdays by appointment.

Population(s) Served
Adults

Where we work

Awards

Lilypad Award 2020

Virginia Office of State Rural Health

Affiliations & memberships

Virginia Community Health Care Association 2022

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 patients maintaining adequate blood glucose

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

People with diseases and illnesses, Adults

Related Program

Programs

Type of Metric

Context - describing the issue we work on

Direction of Success

Holding steady

Context Notes

Controlling blood sugar through meal planning, proper exercise and possibly taking medication are essential in any diabetes management plan. Patients receive education on why this is important.

Number of clinic visits provided

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

Adults, Children and youth, People with disabilities, Chronically ill people, Pregnant people

Related Program

Programs

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In FY2021, the number of patient visits averaged 888 visits per month. The onset of the COVID-19 pandemic continues to affect the total number of patients coming to Olde Towne for services.

Number of people treated for diabetes

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

Adults

Related Program

Programs

Type of Metric

Context - describing the issue we work on

Direction of Success

Increasing

Context Notes

Diabetes is a serious chronic disease that exacerbates other health conditions.

Number of dental procedures performed

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

Adults, Children and youth, People with disabilities, Chronically ill people

Related Program

Programs

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

COVID-19 has affected the number of dental patients, especially in FY2020. In July 2021, Medicaid was further expanded to cover more comprehensive dental benefits. Hence, the increase in FY2021.

Number of prescriptions filled

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

Adults, Children and youth, People with disabilities, People with diseases and illnesses, Substance abusers

Related Program

Programs

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

These are prescriptions filled through the Medication Access Program which provides brand name medications from pharmaceutical companies at little to no cost for eligible patients.

Number of children receiving medical services

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

Children and youth

Related Program

Programs

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

OTDMC serves the full spectrum of ages, from prenatal mothers-to-be to post-partum mothers to seniors.

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.

The primary goal of Olde Towne Medical & Dental Center is to assure access to quality health & wellness care to the residents and workforce of the greater Williamsburg community. Our sub-goals include the following:
1) Increase access of patients to primary and specialty care through an expansion of telehealth visits and the expansion of partnerships with other health providers;
2) Increase overall community awareness of OTMDC and the services offered;
3) Continue to nurture and grow community partnerships to increase reach to underserved and disadvantaged individuals and families in the greater Williamsburg community;
4) Track and benchmark clinical performance measures to other safety-net providers;
5) Increase access to mental health services for the underserved by evaluating various evidence-based models of behavioral health integration for implementation; and
6) Enhance support for social needs for the underserved.

OTMDC will employ the following strategies to achieve the goals outlined above:
1) To increase access to primary and specialty care, OTMDC will evaluate the best way to incorporate current advances in telehealth into future practice. We will enhance patient access to transportation from our current location to/from support services. Most importantly, we will improve access to specialist referrals through telehealth and the building of new partnerships with other relevant providers. To enhance the patient-provider relationship, multilingual candidates for all hiring positions will be sought.
2) To increase community awareness of OTMDC, Olde Towne plans to increase its frequency/reach of print/digital marketing along with increasing its representation in community groups and collaborative. A written plan will be developed for social media engagement with appropriate metrics.
3)Partnerships will be expanded by identifying targeted employers to care for underserved groups in the workforce. A significant portion of the workforce in the greater Williamsburg community are low-wage and/or part-time, they are also uninsured or underinsured.
4) Clinical performance measures will continue to be developed and tracked to ensure the highest quality care is provided. A dashboard for use in benchmarking, peer review, and quality improvement efforts will be developed.
5) Evidence-based models for behavioral health integration with primary care are currently being evaluated for implementation at Olde Towne. Appropriate grants are being identified as potential sources of funding.
6) Support for social needs entails a strategy to formalize a care coordination program with oversight by a clinical social worker/case manager to increase access to social care. Referrals to needed services will continue to made. However, having a designated case manager or social worker on the primary care team should improve overall effectiveness.

As a public-private partnership, OTMDC enjoys the support of greater Williamsburg's 3 local jurisdictions, along with variety of foundations, individual contributors, local businesses, and the faith community. A highly professional primary care team comprised of family nurse practitioners, several physicians and dentists, and medical assistants have been in place for a number of years. Within the past 2 years, OTMDC has been re-organized with a new CEO, medical center director and dental center director being hired. The culture of OTMDC is one in that supports Olde Towne's core values while increasing collaboration and transparency between all departments. All team members are empowered to take initiative to advocate for patients and colleagues alike.

OTMDC if proud of its many accomplishments, to date. Over the past 28 years, OTMDC has increased its services into a fully functioning healthcare center offering a wide range of comprehensive and specialty services. Our greatest accomplishment is that today, OTMDC includes a medical practice, dental practice, diagnostic lab and Medication Access Program (MAP) for patients that re underserved in the healthcare system due to financial limitation.

Some specific accomplishments within the past two years, include:

In 2020, OTMDC, a rural health clinic serving 3 local jurisdictions and surrounding areas, was recognized as one of the top rural primary care practices in the U.S. according to the Lilypad Awards, the first and only ranking program for our nation's nearly 4,500 Rural Health Clinics. The Lilypad Awards recognize the Rural Health Clinics that outperform their rural primary care practice in terms of efficiency and operational excellence. Olde Towne was the only Rural Health Clinic recognized in Virginia and one of five clinics in the northeastern U.S. In 2020 when the pandemic hit, OTMDC adapted fairly quickly to continue to provide medical care to its patients, in spite of not being able to see patients in the usual manner. Instead, telecommunications technology was rapidly adopted to provide a form of care that did not require physical presence or a physical examination. Through the use of curbside consultation Olde Towne providers were able to dispense and provide needed injections and later, vaccinations to its patients. This protocol has continued and is being further developed at Olde Towne, and now includes tele-dentistry. In 2021, when the COVID vaccine became available, OTDMC distributed over 400 Moderna COVID-19 vaccines in the community.

As a key part of its specialty referral process (a key part of assuring access to health and wellness care), OTMDC has developed over 30+ collaborations in the community. These collaborations encompass a number of health care organizations, community educational organizations, community service organizations, and religious institutions.

During Fiscal Year 2020-2021, Olde Towne saw 7,685 separate patients with 11,017 total patient visits. Of these, 8,952 were medical visits and 2,065 were dental visits. This averages 918 visits per month. 62% of these patients were uninsured.

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 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 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, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve

Financials

Willamsburg Area Medical Assistance Corp.
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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

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Willamsburg Area Medical Assistance Corp.

Board of directors
as of 04/02/2024
SOURCE: Self-reported by organization
Board chair

Mr. Christopher James

Retired

Term: 2019 - 2023

Caleb Rogers

The City of Williamsburg

Wendy Evans

The City of Williamsburg

Camilla Buchanan, M.D., M.P.H.

Retired

Sharon Marchelya

Ben Puckett

Christopher James

Retired

Ramon Rodriguez, M.D., JD

Brian Fuller

Director of Comm. Services, York County

Walter Zaremba

York County Board of Supervisors

Cheryl A. Fields, CPA

Janice Fowler

Rana Graham-Montaque, DDS

Scott Herr

Rashid Jones

Stacy Kern-Scheerer, JD, MPH

Christine Payne

Henry Ranger, PharmD

Frank Sisto

Retired

Melissa Tucker

Amanda S. Ulishney

Townebank

Adria Vanhoozier

Riverside Doctors Hosp., Wmbg.

Jonathan Weiss

Shannon Woloszynowski

House of Mercy

Ruth Larson

JCC Board of Supervisors

Cheryl Cochet

James City County

Donna Patno

Sentara Wmbg. Regional Medical Ctr

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? 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

SOURCE: Self-reported; last updated 1/5/2022

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
Black/African American
Gender identity
Male

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 01/31/2022

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 have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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.