All Care Health

Simplifying Health Care While Strengthening Communities

With a community-first approach, all roads lead to progressive health care and positive outcomes

AllCare Health has spent more than three decades proving that health care can be both locally driven and forward-looking. Based in southern Oregon, the organization began as a small independent physician association and has since grown into a coordinated care organization that insures nearly half the population in multiple southern Oregon  Counties while also offering a Medicare plan and provider support services.

“Our roots are really in supporting independent providers to stay independent and in being local while meeting community health and well-being needs,” says Max Janasik, Chief Executive Officer of AllCare Health. “Part of the benefit of being locally oriented is that you can really pinpoint those areas that have the most impact, rather than trying to guess from the outside what people actually need.”

That philosophy has shaped AllCare’s evolution into an organization that not only supports providers but also collaborates deeply with community organizations. The company now addresses social factors such as housing, food insecurity, and transportation—critical needs that impact health outcomes just as much as medical care itself.

Building success through comprehensive support

AllCare has always been grounded in a commitment to the providers who own the organization. ‘We have always been, since AllCare started, focused on our independent providers. They are our core. They own AllCare. And it is essential for us that they are successful,’ says Donna Duval, Senior Vice President of Provider Services.

To that end, AllCare offers a wide range of management services, from billing and financials to HR and legal support. Providers also benefit from affordable access to electronic health records through AllCare’s e-health services, as well as value-based metrics assistance. The organization’s medical group, owned collectively by providers, extends these supports while ensuring patients have timely access to care.

Duval highlights the recent launch of a walk-in clinic designed to meet urgent needs on the same day. “We needed a way to have our patients be treated quickly and efficiently. Opening that walk-in clinic has been very successful for patient care.”

Recruitment is another area where AllCare steps in to assist providers. In rural regions, attracting and retaining medical professionals can be a challenge. By offering robust support services and promoting the organization’s mission-driven culture, AllCare helps bring much-needed talent into its communities.

Serving a diverse and underserved market

Operating in rural Oregon presents unique challenges—and opportunities—for AllCare. With an annual revenue of $472 million, the organization plays an outsized role in multiple regions including nearly half of Josephine County’s population is insured through AllCare.

“The health in this area is not all that great, and it is a very poor area,” Janasik explains. “That helps us on one hand with a B-Lab score because we serve the folks who have it the hardest. From a market share perspective, in Josephine County, we are the only Medicaid provider. In other areas where we face competition, we still insure about half the population we serve.”

That reach comes with responsibility. Josh Balloch, Vice President of Health Policy and Communication, stresses the company’s guiding principle. “We really put our patients and our members at the focus of what we are doing. Our motto is making health care work for you, and that means making it work for the community first, not just for us as an organization.”

Access, particularly in geographically isolated areas, is another driving force. Freddie Sennhouser, Chief Innovation Officer, points to clinics established in rural areas that had previously gone without reliable care. “Access is an issue not just to providers but also to transportation. We staffed a clinic north of us in an area where, sometimes, it is treacherous to get to the next big city. Bringing medical care directly to those members is key.”

Sennhouser adds that some areas become cut off entirely due to snow, landslides, or wildfires. “Having local access to health care is vital—it can be life or death. That is why we focus on access as paramount.”

The organization also relies heavily on its community advisory councils, composed of members who provide direct feedback on programs and services. “They give us very specific feedback that we can operationalize,” says Sennhouser. One recent example was adapting provider search capabilities to include disability access features, from wheelchair-enabled scales to dental chairs that support larger weights.

Navigating regulation with patient-centered solutions

Balancing regulatory requirements with community needs is another area where AllCare has found ways to innovate without compromising its mission.

“We definitely follow the regulations, but we try to do so in a patient-centered way,” Janasik explains. A recent housing benefit is a case in point. Rather than outsourcing implementation immediately, AllCare designed a streamlined in-house system that made it easier for members to apply. “It resulted in rapid uptake from our members,” he notes, contrasting AllCare’s success with other organizations that struggled by relying solely on external partners.

A workplace culture aligned with B Corp values

AllCare’s designation as a Certified B Corporation has not been a reinvention, but rather a validation of its long-standing culture. “The benefit corporation model didn’t necessarily change us,” Balloch explains. “We had always been provider-focused and patient-focused. The B Corp structure just fit what was already going on inside of AllCare and helped us refine it further.”

Sennhouser agrees. “The B Corp actually came to us after we were already functioning like one. We scored 136.5 points, which is truly phenomenal. Very few companies in our field reach that level.”

Attracting and retaining staff in rural Oregon requires more than competitive salaries. “To survive in a rural area where it is hard to recruit people with the expertise we need, you have to make sure they are in a good place and want to stay,” Sennhouser explains. The B Lab certification has become an advantage in recruitment, drawing professionals who want to work for a company with proven ethical standards and community commitment.

Duval shares a tangible example: “We recently recruited two new providers who had choices across the United States. One of them could have been picked anywhere, but she chose AllCare because of our mission and the fact that we are a B Corp. That makes a real difference.”

Partnerships that strengthen community care

Collaboration is central to AllCare’s ability to deliver on its promises. Duval emphasizes the importance of supporting providers through every stage of their careers. “Between our MSO services and the AllCare Medical Group, we have likely kept providers in the community who otherwise would have left. That means our patients and members continue to receive care from familiar, trusted professionals.”

Partnerships extend beyond providers to local businesses and nonprofits. “We usually try first to look at what we can do locally,” Duval says. “And when we do reach out, we seek companies with values and missions aligned to ours.”

Sennhouser recalls a housing initiative that succeeded thanks to an unexpected partner. “We found a local software company that had never worked in health care but knew landlords very well. By collaborating, we built a system that has made the housing benefit a success. It was local innovation applied to a pressing community need.”

The organization also provides seed funding to groups like Mint, a street medicine initiative founded by a retired provider. With AllCare’s early support, Mint has expanded significantly, delivering care to some of the most vulnerable residents.

Balloch notes that this approach reflects the coordinated care model at its best. “We are not just engaging with established companies. We are helping to build the systems and the infrastructure that our communities need. In some ways, we are flying the plane while building it—but that is how local accountability is supposed to work.”

Recognition rooted in results

For AllCare, external recognition is welcome but not the goal. “We do great work, and if recognition comes, that’s fine. But the driver is supporting our members, providers, and community organizations,” says Janasik.

Sennhouser highlights the difference between awards and the rigorous B Lab certification. “An award might recognize excellence in a single area for one year. With B Lab, you are measured across the board, and you must recertify every three years. That shows consistent high performance at all levels.”

Balancing technology and human care

As the health care industry embraces automation and artificial intelligence, AllCare is mindful of preserving the human connection that defines its model.

“It is obvious that more automation and AI are happening everywhere,” Janasik reflects. “But health care is still a personal experience. You want to speak to your doctor or provider, and that will continue.”

Sennhouser adds that the organization resists the temptation to replace human interaction with technology simply for efficiency’s sake. “We could automate a lot, but instead we have live people answering calls, and our lobby is always filled with people seeking services. For many of our members, face-to-face interaction is the best way to get help.”

That commitment, leaders agree, will remain a key differentiator for AllCare as the industry evolves. By blending innovation with compassion, the organization ensures that technology enhances rather than replaces the personal touch.

A model for ethical, community-based care

Through three decades of growth, AllCare Health has demonstrated that health care can be equitable, sustainable, and deeply rooted in the community. From supporting independent providers to investing in housing and food security, the organization’s impact extends well beyond traditional clinical boundaries.

“Our focus has always been on making health care work for our members and our community,” Janasik says. That focus, backed by B Corp certification and a culture of accountability, positions AllCare as a model for how health care organizations can align business success with ethical responsibility.

At A Glance

Who: AllCare Health

What: A physician-led organization dedicated to making healthcare simpler, more affordable, and community-focused.

Where: Southern Oregon

Website: https://www.allcarehealth.com/