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SAN ANTONIO AIDS FOUNDATION

San Antonio, TX   |  www.sanantonioaids.org

Mission

To eliminate new HIV and sexually transmitted infections by providing equitable access to education prevention, and sexual healthcare, and to improve the health and quality of life of people living with HIV or AIDS.

Notes from the nonprofit

We are guided by the belief that all people have access to health care that is respectful and without stigma. We are committed to providing medical care for persons with HIV/AIDS, promoting sexual health and wellness, and education and testing to help prevent the spread of HIV and other STIs. SAAF exists to provide dignity and comfort to individuals living 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.

Ruling year info

2004

Chief Executive Officer

Dr. Cherise Rohr-Allegrini

Main address

818 East Grayson Street

San Antonio, TX 78208 USA

Show more contact info

EIN

74-2427853

NTEE code info

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.

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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?

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.

Population(s) Served

SAAF's HIV and STI education program has provided programs in Bexar County schools since 1992. It includes the most up to date information presented within the guidelines of the Texas Education Agency.  The program reaches more than 15,000 students across the county annually. The team also participates in focus groups and educational outreach at area colleges and universities, correctional facilities, and community organizations.

Population(s) Served
Adults
Adolescents
LGBTQ people
Heterosexuals

SAAF's Congregate Hot Meal program has been in place since its founding in 1986.  SAAF provides nutritious meals 3 times a day, 365 days/year to people living with HIV.   This meal program assures that clients have access to healthy food which is so critical for dosing of their medications; provides respite from the elements; provides social interaction opportunities; and saves money for those who are on limited incomes.  In 2021, SAAF provided approximately more than 25,000 Hot Meals to 370 clients.

Population(s) Served
Economically disadvantaged people

SAAF operates the only housing dedicated to people living with HIV. 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 chronically homeless and are living with HIV/AIDS.  The program works with residents to secure an income through either work or disability and to locate affordable housing.  The house can accommodate up 15 individuals and has a room set aside for transgender clients.  It is fully handicapped accessible and ADA compliant.

Population(s) Served
People with HIV/AIDS
Women
LGBTQ people
Men and boys
Homeless people

This program provides free HIV, Syphilis, Gonorrhea, and Chlamydia testing Monday through Saturday. Testing is offered at our principal site and HIV and Syphilis testing is offered throughout San Antonio and Bexar County with our Mobile Testing Unit. In 2021, SAAF tested over 3,500 individuals at risk and diagnosed 41 new HIV infections. Individuals with a new diagnosis are linked to medical care and related services at SAAF. SAAF conducted nearly 3,500 Syphilis tests (132 positive), and 1,665 gonorrhea and chlamydia tests with a total of 316 diagnosed in 2021.

Population(s) Served
Adults
Adolescents
LGBTQ people
Men and boys
Women and girls

SAAF’s HIV clinical care adheres to Ryan White Standards of Care as well as the HIV Primary Care guidelines created by the United States Public Health Service. The goal of HIV primary care is to ensure that patients are prescribed an antiretroviral therapy (ART) that best suits them and to monitor their path to full viral suppression. Secondary to this goal, HIV primary care works to address symptoms and side effects as well as develop overall wellness for ensured success of ART. In partnership with ASP Cares Pharmacy, SAAF offers an on-site pharmacy for clinic patients, clients, and community members.

Population(s) Served

SAAF provides Tenant Based Rental Assistance (TBRA) through HOPWA and Permanent Supportive Housing (PSH) through HUD. TBRA includes housing for families where at least one individual is living with HIV, providing rental assistance up to the federal housing limit allowed. PSH provides housing for single individuals who have been chronically homeless and living with HIV. Both these programs help to provide stability which in turn helps individuals with HIV adhere to their medication regimen, leading to suppressed viral load.

Population(s) Served
Adults
Ethnic and racial groups
LGBTQ people
Economically disadvantaged people
Adults
Ethnic and racial groups
LGBTQ people
Economically disadvantaged people

Where we work

Affiliations & memberships

United Way Member Agency 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 students receiving information on HIV/AIDS and STDs

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

Adolescents, Adults, At-risk youth

Related Program

HIV and STI Education

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of HIV-infected people receiving medical case management

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

People with HIV/AIDS

Related Program

Medical and Social Case Management

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of meals served to people living with HIV/AIDS

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

People with HIV/AIDS

Related Program

Congregate Hot Meals and Food Bank

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of people tested for HIV

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

At-risk youth, Adults

Related Program

HIV testing, outreach and condom distribution

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of men who have sex with men tested for HIV

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

LGBTQ people

Related Program

HIV and STI Education

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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 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.

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.

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.

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.

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 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 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 act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback

Financials

SAN ANTONIO AIDS FOUNDATION
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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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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • 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.

SAN ANTONIO AIDS FOUNDATION

Board of directors
as of 09/06/2022
SOURCE: Self-reported by organization
Board chair

Fermin Parra

Fermin Parra

Walgreens, Pharmacy & Retail Operations

Robert Boedecker

Hill Country Foot Surgeons, PA; Sourth Texas Foot Surgeons

Gregory Bolds

Retired, Austin Public Health Department

Emad Abdallah

HEB

Sandra Guerra

WellCare KY

Anne Zanikos

Anne Zanikos Art Conservation

Robert Garcia

Robert Garcia CPA, PLLC

Shanda Esquivel

City of San Antonio

Jonathan Nungaray

Teach for America

George Perez

San Antonio Metro Health District

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 4/22/2022

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
Hispanic/Latino/Latina/Latinx
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 04/22/2022

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 review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • 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.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • 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.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.