kaiser Permanente
Kaiser Permanente: An Integrated Delivery Health care System
Abstract
Kaiser Permanente is a managed care facility that provides services across the health care continuum. Over the years the organization has continually made efforts toward improvements since it was first founded in 1945. These improvements generate a series of successes that set Kaiser apart from similar organizations. But, just as any health care delivery system, Kaiser has faced challenges in the past, present and may continue to do so in the future. In this paper I will explain what attributes to the success of Kaiser Permanente and some of the challenges they face.
Kaiser Permanente is an integrated managed care facility that became open to the public in 1945. Presently, the organization operates 35 hospitals in California, Oregon and Hawaii. There are three entities that make up the Kaiser Foundation: the Kaiser foundation Hospital, the Kaiser Foundation Health plan and the Permanente Medical Groups. According to one of the company’s websites, Kaiser’s mission is to provide “affordable, high-quality health care services to improve the health of our members and the communities we serve. This long-term internal operational strategy, when executed fully and consistently, will differentiate us from other healthcare organizations” (http://www.sdnsec.org)
As published in the August 2012 San Diego Business Journal, Kaiser believes the way they deliver health care differs from other organizations. One reason being is that they play every position across the care field, from providing the insurance to delivering the health care and health related services. Another explanation derives from their continued innovative efforts to improve efficiency, such as: information continuity, peer reviews, care coordination and providing easier access to care. (San Diego Business Journal August 2012)
The information continuity effort made by Kaiser has resulted in electronic
Abstract
Kaiser Permanente is a managed care facility that provides services across the health care continuum. Over the years the organization has continually made efforts toward improvements since it was first founded in 1945. These improvements generate a series of successes that set Kaiser apart from similar organizations. But, just as any health care delivery system, Kaiser has faced challenges in the past, present and may continue to do so in the future. In this paper I will explain what attributes to the success of Kaiser Permanente and some of the challenges they face.
Kaiser Permanente is an integrated managed care facility that became open to the public in 1945. Presently, the organization operates 35 hospitals in California, Oregon and Hawaii. There are three entities that make up the Kaiser Foundation: the Kaiser foundation Hospital, the Kaiser Foundation Health plan and the Permanente Medical Groups. According to one of the company’s websites, Kaiser’s mission is to provide “affordable, high-quality health care services to improve the health of our members and the communities we serve. This long-term internal operational strategy, when executed fully and consistently, will differentiate us from other healthcare organizations” (http://www.sdnsec.org)
As published in the August 2012 San Diego Business Journal, Kaiser believes the way they deliver health care differs from other organizations. One reason being is that they play every position across the care field, from providing the insurance to delivering the health care and health related services. Another explanation derives from their continued innovative efforts to improve efficiency, such as: information continuity, peer reviews, care coordination and providing easier access to care. (San Diego Business Journal August 2012)
The information continuity effort made by Kaiser has resulted in electronic
Bibliography: 2. San Diego Business Journal Best Places to work and HR Professional Of The Year Awards Supplement, August 20, 2012 v33 i34 pS29(1) 3 6. Kaiser Family Foundation HRET Survey of Employer-Sponsored Health Benefits, 2013 Summary of findings. August 2013. Page 2. Accessed 10-10-13 7