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Top Company 2023: Health Care

Now in its 36th year, ColoradoBiz magazine’s Top Company Awards program recognizes businesses and organizations based in Colorado or with a significant presence in the state that are leading the way in their fields, as demonstrated by financial performance, notable company achievements and community engagement.

To be considered, Top Company entrants submitted applications throughout the year online at ColoradoBiz.com. From those entries, which numbered in the hundreds, the magazine’s editorial board narrowed the field to three finalists (in most cases) in each industry category. A judging panel made up of area business leaders and ColoradoBiz staff then met to compare notes on the finalists and decide winners in 14 industries plus the Startup category, for companies in business four years or less.

Congratulations are in order not only to the 41 winners and finalists profiled on the following pages, but to all the companies that took the time to tell us about their achievements and obstacles surmounted over the past year that make them worthy of Top Company consideration.

READ: Fall 2023 Issue — Top Company Awards, Inside the CHIPS and SCIENCE Act, and More

WINNER

Good Day Pharmacy

Loveland, CO

Website: www.gooddaypharmacy.com

David Lamb and his pharmacist wife, Nancy, bought their first drug store in Loveland in 1985. 

Good Day Pharmacy has grown across Northern Colorado from there, and now operates 12 pharmacies in Loveland as well as Fort Collins, Greeley, Yuma, Eaton and Wellington. Across its entire footprint, the company has 133 employees. 

“Though much of our concerted effort remains behind the scenes, it manifests in our ability to improve patient health, simplify medication management for the patient and cultivate strong community bonds,” says President and COO Joseph Poling, Pharm.D. “Our unique blend of cooperative teamwork and innovative service delivery positions us as a formidable force in the health-care community.” 

The steady expansion continued with the acquisition of Prospect Apothecary, a sterile compounding facility in Longmont, in April 2023. Poling says there are plans for additional deals in the future. 

Good Day leaders and employees staff the “Ask a Pharmacist” booth at the 9HealthFair and raise money for numerous health-care nonprofits. “By collaborating with various organizations and participating in community events, we aim to create a better and healthier environment for everyone,” Poling says. 

The numbers back this up: In 2022 alone, Good Day administered 14,827 vaccinations, collaborating with local businesses, senior retirement communities and facilities, and jails and correction centers to organize vaccination clinics. 

Poling says staffing is one of the company’s biggest challenges, and Good Day has fostered an inclusive culture with clear career paths for its employees. “We also encourage restful time off, as we understand the necessity of a well-rested team to maintain our high standards of service,” Poling says. “Our prudent staffing practices ensure our team isn’t overburdened, thereby preventing medication errors and maintaining the level of service that sets us apart.” 

The strategy continues to pay off, as annual revenue grew by more than 20 percent in 2022. “We’re fortunate to have established a loyal customer base in the communities we serve, and we don’t take that for granted,” Poling says. 

FINALISTS

2nd Home Community

Aurora, CO

Website: www.2ndhomecommunity.com

2nd Home Community is “an adult day care center like no other” for the aging population in Colorado. The company’s facilities aim for a welcoming atmosphere and offer exercise and yoga sessions, music, dancing, facials and pedicures. The staff regularly takes clients on field trips for picnics, and even chaperoned a small group to Mexico for a few days. 

CEO Haneen Omar, along with 2nd Home Community, was recognized in the United States Congressional record in 2021 for providing high-quality care and helping to demarginalize the community the company serves.  

2nd Home has grown from 60 employees in 2019 to 300 employees in 2022 as revenue more than tripled. The company now encompasses four locations (including 1st Choice Life Skills Academy to assist clients with intellectual and developmental disabilities) in Aurora, and there are plans for more.  

Keeping up with demand has required an aggressive recruitment and retention strategy, which the company has tackled by increasing pay rates and benefits, providing flexible paid time off, and adding an employee referral incentive program. 

Leiters Health

Englewood,

Website: www.leiters.com

Leiters Health is an FDA-registered 503B outsourcing provider of sterile compounded pharmaceuticals. The company supplies IV bags, vials, syringes and other products to customers like physician offices, hospitals and surgery centers. The business started as a family-owned pharmacy in California in 1926 but closed its brick-and-mortar location in 2015 to focus on outsourcing. 

Leiters came to Colorado after the ownership group acquired another compounding pharmacy in Englewood. The company moved its headquarters to Colorado in 2016 and subsequently launched a 60,000-square-foot facility to handle the large-batch volumes the market needs. 

Since operations commenced there, the company has had its share of challenges — and opportunities for growth. “When a large competitor exited the market unexpectedly, Leiters stepped in and increased production volumes significantly to provide products for patients,” says President and CEO Joseph Cosgrove. 

With “10 of the most well-known health systems” in the country as strategic investors in Leiters, annual revenue jumped by more than 50 percent in 2022. “Marketing and product innovation has been a catapult for the company’s differentiation strategy,” Cosgrove says, citing a target to quadruple the business by 2028. 

As Boomers Age, Developers Ramp Up for ‘Gray Tsunami’

Baby boomers have influenced trends for more than seven decades and continue to do so as more enter their senior years. And the impact is significant when it comes to senior living communities.

Born from 1946 to 1964, the oldest of the post-World War II generation is now estimated at about 73 million people in the U.S., with the oldest boomers turning 76 this year, according to the U.S. Census Bureau.

Knowing how many boomers there are — and where they’re located — is important as lawmakers decide how to spend money on public services. It’s also important for companies that develop senior living properties and facility operators to understand what’s ahead so they can plan for it.

But because of COVID-19-driven supply chain issues, labor shortages and rising cost of building materials, developers significantly slowed construction of senior living communities from 2020 to 2021. Seniors also left facilities in droves during the pandemic to avoid contracting the virus, which spreads rapidly in communal settings.

“We’ll start to see the impact of baby boomers in 2027 to 2028,” said John Sweeney Jr., leader of National Senior Housing at CBRE. “We do have some time to prepare for that. But if we don’t build for five or six years, it’s going to be a problem. Demand will ramp up in the latter part of this decade.”

In Colorado, it’s not just people getting older that’s impacting the number of seniors in the state. People moving here to be closer to their children also are driving the number of older adults up. Last year, the Front Range gained 28,000 new residents from in-migration, according to data from the Colorado State Demography office.  

READ — Telehealth to Play Key Role as Geriatric Population Soars

While new senior living projects were on hiatus during the pandemic, developers are starting to ramp up construction. There are 10 projects in the works along Colorado’s Front Range, but challenges such as labor, material and financing costs continue to impact margins, said John Hauber, CEO of Haven Senior Investments. 

“Haven Senior Investments continues to get calls from investors around the country inquiring about the senior housing market, and we’ve seen an uptick in the interest in the active adult development environment,” Hauber said. “Developers are adapting to the coming wave of aging baby boomers with a new crop of living developments. Capital providers also are waking up to the varied needs of this cohort.” 

But as times change, so do the expectations and tastes of people looking for communities where they can comfortably age.  

“Developers are experimenting with nontraditional models such as intergenerational communities. Everybody is trying to figure out the secret sauce — what the senior housing consumer wants now and in the future,” Hauber said. “Developers must design communities that cater to what boomers want. What we believe they want is a sense of community, activities and a feeling that they are living a purposeful life.”

READ — Aging Smarter: Denver Doctor Gives Tips for Better Brain Health

There are seven types of senior living facilities:

Independent living: Designed for seniors who want the benefits of a community while maintaining freedom.

Residential care homes: For people who don’t need 24-hour assistance but may need some help with daily activities such as transportation or medication distribution.

Respite services: Support for the caregiver whose family member wants to stay in their home.

Assisted living: Provides on-call staff, trained chefs and scheduled activities for people who need a little more help.

Memory care: Round-the-clock care in a safe and secure environment for people with dementia and Alzheimer’s disease.

Skilled nursing: Staffed with in-house nurses, doctors and other medical professionals to provide 24-hour medical care and a high level of assistance for people with medical conditions.

Retirement communities: Vary from age-restricted active adult communities to leisure communities that provide great amenities and social platforms.

The senior housing sector that’s seeing the most activity are active adult communities — a sort of hybrid between multifamily and senior housing.  

The U.S. active adult (55+) community market was estimated at $565.3 billion in 2021 and is expected to reach $587.7 billion this year, according to Grand View Research. It’s anticipated it will expand at a compound annual growth rate of 4.01% between 2022 and 2032 because of the increasing demand from baby boomers, reduction in the stigma of retiring and growing interest of investors. 

In general, new senior living facilities, whether they’re independent or assisted living, are more modern with higher ceilings and targeted amenities that seniors want, Sweeney said.  

Those looking for a senior living community for either themselves or a loved one have a lot to sift through. Do they want independent or assisted living? Memory care or skilled nursing?  

Hiring a company like Denver-based Colorado Senior Care Advisors to act as an advocate can help with navigating that process.  

While the COVID-19 pandemic saw people pulling back from senior living facilities, Colorado Senior Care owner Rick Bloeman said the industry is bouncing back.  

Colorado Senior Care Advisors meets with its clients to perform a physical evaluation and a need assessment, Bloeman said. Things like age, diseases or other vulnerabilities that must be taken care of over the next five to 10 years are part of the equation. 

The company also conducts continual evaluations of the communities in metro Denver to provide its clients with the most recent information available. Factors it considers include location, cost, levels of care available, cleanliness, amenities and activities, medical care and caregiver/patient ratios.  

“We look at staffing and the health care — you’re going in there for the care,” Bloeman said. “If you have one person trying to take care of 15 to 20 people at night and two need to go to the bathroom at the same time, what are you going to do? People are paying for the help, but they can’t get the care they need. 

“Any place can have a beautiful chandelier, but what’s behind the curtains is what counts.” 

Caregivers’ compensation and turnover both for caregivers and executive directors should be taken into consideration when evaluating a senior living facility, whether it’s memory care or independent or assisted living. 

“The health care is the most important piece of the puzzle,” said Bloeman, who started the company 12 years ago because his sister needed help and he was frustrated with the system.  

For some seniors, moving into a retirement community is an option. For others, home care is the solution. Either way, it’s expensive and needs to be part of everybody’s financial plan. 

Jody Gastfriend, a principal with national health-care research and consulting firm Health Management Associates, said doing research about what’s available and ways to pay for it before you actually need to move into a senior community is a critical part of ensuring you or your family member is cared for in a stable environment. 

“People need to plan ahead financially to pay for long-term care, whether it’s at-home care or in a senior living facility,” said Gastfriend. “Get long-term care insurance or apply for Medicaid or save for it. The sooner you learn about it, the better off you are.” 

5 ways to make the most of technology during health care open enrollment

The COVID-19 pandemic has significantly affected how many of us live and work, accelerating the adoption of technology for everything from grocery shopping to workout routines. Health care has been no exception, with technology reshaping how many people select–and use–their health care benefits.

In most cases, the practice of employees gathering in a conference room to review health plan options is a distant memory. Even before COVID-19, technology was transforming how many employers select and offer health benefits to employees, simultaneously improving access to information while putting added responsibility on employees to make more informed decisions.

New technologies can help with those efforts. With the COVID-19 pandemic underscoring the importance of providing people with access to health care benefits, information and services, employers are in a unique position to help simplify the health care experience for employees, support their well-being and potentially curb costs.

As millions of Americans make health care benefit decisions during the fall’s open enrollment, here are five technology-related tips Colorado employers should consider now and in the future:

1. Make Virtual Care a Priority

COVID-19 was a watershed moment for tele-health, with the use of remote care surging dramatically since the pandemic started. While many people have returned to in-person care, some medical treatments, such as for urgent and behavioral health care services, continue to stay at or above pre-pandemic levels.

To help employees access care remotely, it is important to offer health plans that include coverage for virtual care, including options for tele-health visits with their own doctors and 24/7 access to national care providers.

As we’ve seen, virtual care can be a more convenient and affordable way for people to visit with a doctor about various health issues, ranging from urgent and routine care, ongoing chronic condition management, behavioral health, and specialty care such as oral, eye and hearing health.

2. Add Digital Fitness Apps

Most U.S. employers offer well-being programs, many of which include financial incentives for healthy activities such as walking, going to the gym or meeting certain health benchmarks (e.g., cholesterol levels, body mass index or non-nicotine use). To make these programs even more useful, some employers and health plans are now including access to digital fitness apps at no additional cost, helping people start–or enhance–their at-home fitness routines.

With some people hesitant to return to public gyms due to concerns about contracting COVID-19, offering employees digital fitness apps is an increasingly popular option to help individuals stay active while staying safe.

3. Adopt Remote-Patient Monitoring Programs

Remote-patient monitoring programs and so-called digital therapeutics are becoming increasingly sophisticated, helping people and care professionals make more data-driven treatment decisions while driving greater personal engagement.

While these approaches can vary, some integrate virtual care, wearable devices, and artificial intelligence to remove barriers to care, customize treatments and help people–and care professionals–make decisions based on real-time data.

These resources may help prevent disease complications, while helping some people avoiding the need for emergency or hospital care.

For instance, some are providing people with type 2 diabetes with integrated tools that include a continuous glucose monitor, activity tracker, app-based notifications, and one-on-one coaching and support. The goal is to help encourage healthier lifestyle decisions, such as food choices, movement, and sleep patterns, while reducing spikes in blood sugar levels and, in some cases, even achieving type 2 diabetes remission.

4. Make Sense of Big Data

Big data is a buzzword for information that is only meaningful if employers can make sense of it and apply it accordingly. To that end, employers may now have important access to online resources that can enable managers to analyze and make sense of health data, accounting for aggregate medical, prescription and specialty claims, demographics, and clinical and well-being information.

This can provide an analytics-driven roadmap to help employers implement tailored clinical management and employee-engagement programs, which may help improve health outcomes, offer industry-specific health programs, mitigate expenses, and help employees take charge of their health.

Likewise, predictive analytics is being used to help address social determinants of health, such as access to nutritious food and affordable housing. With research suggesting that various social barriers impact up to 80% of a person’s health, some employers are investing in programs that use data to proactively identify people with these issues and then connect them to community resources for support.

5. Bundle Benefits

While many people may focus on medical coverage during open enrollment, it is important that employees avoid overlooking specialty benefits such as vision, dental, hearing and accident protection. In fact, a recent UnitedHealthcare survey found that 81% of respondents said having access to specialty benefits is “important.”

Plus, companies that combine medical coverage with specialty benefits through a single health care company may be able to leverage data to help improve health outcomes, flag gaps in care, drive productivity, and reduce costs[1]. Some “bundle and save” programs enable employers to save up to 4% on medical premiums through improved health outcomes and operational simplification.

By considering these tips, employers can use technology to help increase employee retention and satisfaction, while building a culture of well-being amid COVID-19 and moving forward.

Dr Donna Oshea Headshot Dr. Donna O’Shea is the chief medical officer of population health at UnitedHealthcare.

[1] Review of the impact of the UnitedHealthcare integrated approach on Key and National Account customers, 2018

Emerging health care strategies for employers

Even as COVID-19 cases decline, the pandemic has changed various aspects of how many Coloradans earn a living, ushering in an era of remote working and virtual team meetings.

While encouraging a healthier workforce has long been a priority for employers, the pandemic has sparked a renewed focus for many organizations.

Medical care ranks as the second largest expense (behind salaries) for employers. Encouraging a healthier workforce may be vital to helping reduce absenteeism and presenteeism, both of which may sap productivity and make an employer less competitive.

Complicating matters is an evolving workforce with new priorities for health benefits and work-life balance, plus a changing regulatory landscape with new requirements at the state and federal levels.

While employees are now using their 2021 benefits, employers in Colorado are making health benefit decisions for 2022.

Here are three strategies to consider to help meet the health care needs of employees amid COVID-19 and moving forward:

Help Address Social Determinants

Employers have historically focused on helping improve access to medical care for employees, but social determinants of health, such as housing, access to nutritious food and lack of transportation, influence up to 80% of a person’s health.

With that in mind, some employers are investing in programs to help address social determinants of health, seeking to help resolve life factors that may affect overall well-being.

Efforts may help employees access low- or no-cost community resources, which may enable people to save on utility bills, prescription drug expenses and even home repair costs; find low-cost, easy-to-use transportation to medical appointments; determine Medicaid eligibility (depending on income); and find local support groups for issues such as depression or anxiety.

Expand Access to Virtual Care and Remote-Patient Monitoring

Most large employers offer at least some type of virtual care benefit to their employees, so it may be helpful to expand coverage for these types of visits and enhance employee awareness of this technology. Company and HR leaders should continue to evaluate the virtual care options currently available to employees through their health plan, local care providers or other virtual service providers.

To help make these resources more convenient, some options give employees 24/7 access to virtual visits that may provide medical advice related to a variety of health issues, including allergies, COVID-19, rashes or seasonal flu.

For employees with specific health conditions, such as type 2 diabetes, new remote-patient monitoring resources may offer access to potentially helpful technologies, including continuous glucose monitors, activity trackers and personalized coaching.

By helping provide employees with technology that may offer nearly real-time data to help customize care, employers can support better health outcomes, reduce out-of-pocket employee costs and lower the total cost of care.

Integrated Medical and Specialty Benefits

Many employees may value specialty benefits, such as vision, dental, hearing and disability plans, and employers can offer them with little or no additional cost. In fact, a recent UnitedHealthcare survey found that 84% of employees said having vision and dental benefits is “important.”

With growing evidence of a link between overall health and oral, eye and hearing health, and disability and absence care, including in connection to various chronic medical conditions, offering specialty benefits may help encourage whole-person health for employees. Plus, just like with bundled home TV, internet and phone packages, some health care companies are enabling employers to integrate medical benefits with specialty plans.

These bundled benefit programs may enable employers to save on medical plan premiums, while simplifying the administrative process, including a single invoice for payment and website login for employees. Rather than having medical, dental, vision and financial coverages administered on different platforms, a bundled approach may enable employers to save time and money – which may help improve health outcomes for employees.[1]  

Employers are in a unique position to help improve the health and well-being of employees. By considering these emerging health benefit trends, employers may help support the well-being of employees amid COVID-19 and as the pandemic wanes.

Dr Donna Oshea Headshot Dr. Donna O’Shea is the chief medical officer of population health management at UnitedHealthcare.

Tips to help make the most of your health plan in 2021

Last year was a difficult year as the COVID-19 pandemic swept through our country, impacting families and communities nationwide. The health challenges of the pandemic also provided a crucial reminder about the importance of health care.

For many Colorado residents, new health plan benefits began in January. If this is your situation, now is the perfect time to learn how to maximize this year’s health benefits, which may help improve your health and possibly save money.

Consider the following tips to help you take charge of your health and get the most out of your plan in 2021.  

  • Understand health insurance concepts. Review common health insurance terms like premium, deductible and copay. This may help you better understand your plan and how your costs are calculated. Insurance plans differ depending on the providers you see and how much you pay for services. Remember, in-network providers are contracted with your health insurer to provide services at a lower cost, so consider checking whether your current health care providers are in your network before making an appointment. Out-of-network providers may cost more and lead to higher out-of-pocket costs for you.
  • Schedule preventive services. Be proactive by taking advantage of preventive services that are often covered by your insurance, like an annual physical, mental health screening or flu shot. Scheduling these appointments with your primary care doctor may help prevent health problems before they arise.
  • Check your behavioral health coverage. Some insurers, such as UnitedHealthcare, offer behavioral health care programs that can range from treatment for substance use, eating disorders, anxiety and stress, with a goal of helping to improve your overall well-being. For example, an on-demand emotional support mobile app called Sanvello® is available to help you cope with stress, anxiety and depression.
  • Take advantage of telehealth visits. A popular health care choice, especially during the COVID-19 pandemic, has been telehealth or virtual visits, which enable people to connect 24/7 with a health care provider via a smartphone, tablet or personal computer. They may be an easier, more affordable way to talk to a doctor about common health issues. Log in to your health plan’s member portal to check availability.
  • Explore your options for wellness programs. Many health plans now offer discounts and other incentives for working out, walking, signing up for an online health coaching program, lowering your cholesterol, or avoiding nicotine. Incentive-based wellness programs are designed to reward people for making healthier choices. Check with your insurer or employer to see what programs are available to you.
  • Review your prescription coverage. Check to see what’s covered under your prescription drug plan by logging into your health plan’s member portal or by calling the phone number on your ID card. Your plan will show medication costs and coverage and help you locate a network pharmacy. It also helps to ask about generic medication options. In many cases, generic medications contain the same active ingredients as their brand-name counterparts, and they may save you money.
  • Apply for a child medical grant. Some charitable organizations, such as the UnitedHealthcare Children’s Foundation (UHCCF), provide child medical grants to middle- and low-income families who don’t qualify for Medicaid. Families can receive up to $5,000 annually per child ($10,000 lifetime maximum per child) and do not need to have insurance through UnitedHealthcare to be eligible.

Since 2007, UHCCF has awarded more than 25,000 grants valued at over $54 million to children and their families across the United States. Families can read eligibility criteria and complete an online application at www.uhccf.org.

Becoming familiar with your new health plan — especially at the start of a new year — is one way to help you be proactive when it comes to your health. For more health and wellness information, visit UHC.com.

Dr. David Severance Dr. David Severance is the Chief Medical Officer of UnitedHealthcare of Colorado.

Four ways COVID-19 is changing health care–now and in the future

As Colorado and the nation continue to navigate the deep impacts of COVID-19, one thing seems certain—the pandemic has changed the way many of us have traditionally viewed and engaged with the health care system.

Many times, crises create an urgency to speed up innovations to meet consumers’ demands and provide convenience. COVID-19 has led to a few emerging trends that may usher in permanent changes to the ways we access health care.

1. Telehealth is here to stay.

Telehealth wasn’t new prior to COVID-19, but fewer people were using it before the pandemic. Now many health insurance plans have encouraged the use of virtual visits as an alternative to visiting health care facilities in person, and we’re seeing adoption accelerate.

Even specialty care is leveraging telehealth through prenatal visits, and more recently UnitedHealthcare has made physical, occupational and speech therapies available.

The push toward contactless care is likely to continue through virtual appointments in primary care, urgent care, disease management and behavioral health.

2. More people will receive care at home.

Similar to how telehealth enables efficient and accessible care at home, the response to the pandemic has created momentum around the concept of a patient’s home as a site for medical services. This idea relies heavily on the adoption of technology and advanced digital tools. Some areas where home-health is advancing are chronic disease management and infusion services.

For example, diabetes and congestive heart failure are two chronic conditions that can currently be monitored with the help of digital remote-monitoring tools like continuous glucose monitors (CGM) and activity trackers. Members can sync their devices to track progress, check their health data in real time, send and receive messages from a nurse care coach and share progress with their doctor. This helps address long periods of ongoing care.

And for patients who need certain medications, home infusion services may be a dependable way to reduce public exposure risk, especially during COVID-19. Typically, a nurse will come to the home and train the patient or caregiver on how to administer the drug. When infusion services are performed in the home, it may help patients receive the critical therapies they need without having to manage the travel and logistical concerns associated with leaving home to visit a clinic or hospital.

Moving the site of care to the home may also be an opportunity to save money by avoiding the overhead costs of an in-patient hospital setting. By improving continuity of care, patients may be able to avoid adverse events that may lead to readmissions to the hospital. We could also see more oncology care being moved to the comfort of the home. This would be especially important for patients who are immunocompromised and still need treatment.

3. The role of a pharmacist is changing.

Pharmacists play an important role beyond medication management in a care team. When doctor’s offices were closed or not available, some pharmacists could fill a gap in care.

Even before the crisis, some states had expanded the scope of practice for pharmacists. A few states have given pharmacists limited prescribing authority, and more than 800 pharmacists in the United States are board-certified in infectious diseases.

Pharmacists are also integrating more with behavioral health. We’re starting to look at a few things, including how we can help individuals with medication adherence and screening for depression through some of our pharmacies. But similar to the momentum around telehealth and home-based care, there’s an evolving definition of what being a pharmacist can mean.

4. Americans may live healthier lifestyles.

COVID-19 represents a convergence of current and long-term threats to the health of individuals and their families. Several chronic conditions — many of which are preventable and can be treated — are risk factors for falling severely ill to COVID-19. In addition, maintaining a strong immune system is seemingly more important than ever to avoid contracting or overcoming the coronavirus.

In addition, there’s a heightened awareness that cleanliness and hygiene practices can keep people healthier and avoid the spread of disease — expanding the notion of good health to include cleanliness of the things people interact with each day.

If the momentum continues to shift toward greater health ownership, the pandemic has brought forth advances that could support this renewed focus on health and well-being.

Looking ahead

COVID-19 has changed several aspects of health care, some for the better. These trends can help increase flexibility, convenience and access and may help more people get the care they need to live healthier lives.

Dr. David Severance is the Chief Medical Officer, UnitedHealthcare of Colorado and Wyoming.

Kaiser Permanente becomes first carbon-neutral health system in the U.S.

Kaiser Permanente, the nation’s largest integrated, nonprofit health system, has become the first health care system in the United States to achieve carbon-neutral status.

With its longstanding commitment to improving conditions that lead to poor health, Kaiser Permanente has prioritized sustainability to contribute to and catalyze a green future free of the extreme climate conditions currently harming so many Americans.

This move to carbon neutrality eliminates the organization’s 800,000-ton annual carbon footprint, the equivalent of taking 175,000 cars off the road. The U.S. health care industry overall is responsible for roughly 10 percent of the country’s greenhouse gas emissions.

“As wildfires rage across the Western U.S., we can all see that the health impacts of climate change are not abstract or far in the future — they are here today, and they disproportionately impact the most vulnerable among us,” said Greg A. Adams, chairman and CEO of Kaiser Permanente. “We must recognize, for example, that the pollution that leads to respiratory illnesses and is linked to higher mortality rates from COVID-19, disproportionately impacts Black and low-income communities. In order to create a healthier, more sustainable path forward, we must address the inseparable issues of climate and human health as one.”

Climate change causes many conditions that drive poor health, including damaging extreme weather events such as wildfires, hurricanes, and droughts, increased rates of asthma and respiratory diseases, and the spread of infectious diseases such as malaria and Zika virus.

“As physicians, climate change is absolutely in our lane — let’s educate ourselves, our patients, and our communities,” said Imelda Dacones, MD, president and CEO of Northwest Permanente Medical Group. “As a world, we will develop vaccines and effective medicines to treat the COVID-19 pandemic. Climate change, on the other hand, is a public health crisis where there will be no point of return if we don’t act today.”

Certified by the CarbonNeutral Protocol, the milestone comes as Kaiser Permanente has for decades embraced renewable energy and embedded sustainable practices throughout its business operations. The certification applies to its Scope 1 emissions (direct emissions from sources it owns or controls) and Scope 2 emissions (emissions attributable to the electricity it consumes), as well as select Scope 3 emissions (emissions from sources it does not directly own or control), including corporate travel.

In order to reach this milestone, Kaiser Permanente first improved energy efficiency in its buildings, installed on-site solar power, and made long-term purchases of new renewable energy generation.

Kaiser Permanente then invested in carbon offsets to counter the currently unavoidable emissions from the natural gas power that heats and cools its hospitals. The carbon offsets were chosen for their strong health benefits. One project funds clay pot water filters in Guatemala that avoid burning wood or gas to boil water, and also reduce fatal childhood waterborne diseases. Another project prevents Indonesian peatland from conversion into high-pollution palm oil production while funding a floating health clinic for riverside communities.

“We are proud of this accomplishment, but the urgency and scale of climate change require even greater and more widespread innovation,” said Ramé Hemstreet, vice president of operations for Kaiser Permanente’s National Facilities Services, and chief energy officer. “As we set our sights on new goals, we hope our example inspires others in our industry to do the same.”

Looking forward, Kaiser Permanente will expand its focus by reducing its Scope 3 footprint, including its supply chain. The organization will identify a Science-Based Target for additional emissions reductions in 2021.

“To have the necessary impact on the health of our climate and communities, we must continue to set and achieve bold, audacious environmental goals,” said Bechara Choucair, MD, senior vice president and chief health officer at Kaiser Permanente. “We must commit to doing the difficult work of decarbonizing our supply chain to greatly broaden our contribution to a carbon-free economy.”

Top Company 2020: Health Care

Top Co Acp 2020 Hirez Img 9449
Mount Evans Home Health Care

In its 33rd year, ColoradoBiz‘s Top Company honors the Colorado companies that have drive, determination, a vision and a plan and are ultimately making the state a better place to live and work. These three companies – one winner and two finalists – represent the 2020 Top Companies in Health Care. 

Winner

Mount Evans Home Health Care

Evergreen 

Anyone who needs care can get it from Mount Evans, which offers home health and hospice care, palliative care, counseling and more for Jefferson, Clear Creek, Gilpin and Park counties — an area covering more than 3,500 square miles.

“Our generous donors allow us to make sure no one is ever turned away,” President and CEO Keri Jaeger says. “Mount Evans is often recognized for the hospice care we provide, but many people don’t know that we are the largest health care provider in the Denver foothills.”

The 40-year-old nonprofit offers direct patient care, multiple family platforms, frequent support groups, a children’s grief summer camp and other forms of companionship care. In 2018, Mount Evans clocked 11,018 home health visits, 6,834 hospice visits and 541 palliative care visits, and its volunteers contributed 12,685 hours. Its children’s grief program, Camp Comfort, has served 1,500 children since 1995.

“We remain a unique health care provider in a rapidly changing world of payment models, care delivery systems and regulatory reforms,” Jaeger says. “Although the rate of change is relentless, what has not changed, nor will ever change, is our commitment to serving our neighbors in the mountain communities the way we would want our own loved ones to be cared for.”

Mount Evans offers skills classes and a support group for caregivers of those with Alzheimer’s and other dementias. Other support groups focus on suicide prevention and loss and caregivers of other terminal and chronic conditions.

Seniors receive free foot and blood pressure checks through Mount Evans, which actively participates in quarterly networking meetings for agencies serving elders in the mountain area. Mount Evans makes a biennial support journey to its sister hospice in Africa and sponsors a July 4th 5K Freedom Run that draws 1,000 runners.

Finalists

Hero Practice Services

Colorado Springs

Hero Practice Services has a simple goal: to serve as many children in need as possible. Already, Hero’s offices have helped more than one million children gain access to health care.

Through community partnerships, Hero has set up mobile vision and dental teams to conduct everything from basic vision screenings to fluoride applications on kids’ teeth. In 2018, Hero partnered with Von’s Vision, the nonprofit organization founded by Denver Bronco Von Miller, which provides vision screenings and eyeglasses to kids in need across the Front Range. As Von’s exclusive lens provider, Hero’s Colorado Springs lab has provided more than 300 free pairs of glasses. Hero’s doctors and vision techs volunteer their time to conduct vision screenings and full eye exams for children from 15 participating Denver elementary schools and two Denver Boys and Girls Clubs.

Hero supports the annual “Give Kids A Smile” initiative of the American Dental Association Foundation that provides free children’s dental service every February. In 2020, Hero provided more than $308,000 worth of dental care to 213 kids.

AllHealth Network

Englewood 

AllHealth Network provides mental health and substance use services to 18,000 people each year at 11 locations throughout Arapahoe and Douglas counties. The nonprofit also has clinicians co-located in schools, jails and with local law enforcement partners.

To adapt to challenges during the COVID-19 pandemic, AllHealth Network now provides services via telephone and video conference, and substance use and depression Intensive outpatient programs are available via telehealth.

AllHealth recently launched the MOSAIC Center for Positive Living Depression Intensive Outpatient Program, the first of its kind in Colorado, offering individualized treatment in addition to group therapy, multi-disciplinary teams and medically integrated care. It previously created the Like Minds Movement, which focuses on elevating and normalizing the conversation around mental health throughout the community. The Like Minds “Speakers Series” kicked off in 2018 with an event featuring tech entrepreneur Brad Feld sharing his personal mental health struggles.