The Jefferson Center is committed to serving its community and providing personalized care for almost 30,000 Coloradans each year, through a continuum of counseling, medication, substance use treatment; housing; wellness programs; prevention services and more.
In times of tragedy, such as a school or workplace incident, natural disaster, or other crisis, Jefferson Center staff responds with immediate support, education and ongoing resources.
They partner with Colorado Crisis Services to provide 24/7 crisis services, walk-in crisis centers; mobile teams; and other resources for those struggling with mental health issues. Substance use patients can access the Jefferson Center’s 24/7 withdrawal management detox program for safety and connection to ongoing support services.
Their 700 dedicated employees work to provide the necessary resources to manage difficult times.
“The work that our team does every day truly makes a positive impact in the lives of others. When treated with dignity and respect, and offered the right treatment, services, and supports, people struggling with mental health conditions, addictions, or those struggling with homelessness have the opportunity to thrive,” said Dr. Kiara Kuenzler, President and CEO.
Jefferson Center also works with other organizations and programs to meet its clients’ basic needs. “We know that without a safe place to live, food, and other necessities, it’s really difficult to focus on mental health or substance use needs.”
Center employees are deeply connected in their community, and are involved in more than 120 community boards, work groups, task forces, and committees addressing mental health challenges.
“We’re at the table where these conversations happen and see ourselves as not only a provider of services, but a partner in finding solutions to address the complex needs of our communities and the people we serve,” said Kuenzler.
Meeting pandemic challenges
When the pandemic hit, Jefferson Center staff quickly converted to providing telehealth services.
The center quickly learned that telehealth offered a way to stay engaged with clients and provided opportunities to reconnect with people who had stopped care due to transportation or childcare issues. Today, Jefferson Center sees about 30 percent of its clients virtually, in addition to clients having the option for in-person services.
The pandemic and the isolation it caused created new mental health challenges and exacerbated existing ones, Kuenzler said.
“The folks we’re seeing have more acute, complex needs. For some, their needs were unmet during the pandemic. Others face new challenges, and the care or resources they need is different, more intensive,” she said. “We are constantly evolving to be responsive to these changing needs. It makes a difference.”
Protecting those who provide care
The Jefferson Center knows it’s crucial to protect the mental health of its employees. “The people on our team are here because they are passionate about our mission, and they invest in their work through their time, energy and heart. This work is both challenging and incredibly meaningful, and we must take care of our team who care so much for others” Kuenzler said. That’s why it gives every employee a paid hour per week to use how they choose.
Using a hybrid work schedule, when possible, also helps ease employee stress, as do regular self-care classes like yoga and wellness classes on topics ranging from nutrition to quitting smoking to improving sleep.
An employee lead initiative offers employee self-care stations in their offices, that provide opportunities to create moments of Zen, from stretching bands and aroma therapy hand lotion to mini-sand gardens and adult coloring books.
Retaining and recruiting employees
Like other healthcare employers, particularly in the aftermath of the pandemic, the Jefferson Center sometimes struggles with turnover and the need to recruit new employees. They have a deep commitment to creating an engaging, supportive and flexible workplace culture that has kept turnover well below the average rates in the healthcare field.
That’s why the Jefferson Center, which has been named a Denver Post Top Workplace for 11 years, works to set itself apart from its competition by providing hiring bonuses, relocation allowances, and bonuses for employees who successfully refer a new hire.
It also welcomes back “boomerang” employees who return to Jefferson Center after moving or taking time off to work for another employer.
“The fact that they come back is significant,” Kuenzler says. “It shows the impact of working in a culture where we really care and put people first.”
The news and editorial staffs of The Denver Post had no role in this post’s preparation.
