Kaiser Permanente ( KP ) is an American managed conservation consortium, based in Oakland, California, United States, founded in 1945 by industrialist Henry J. Kaiser and doctor Sidney Garfield. Kaiser Permanente consists of three distinct but interdependent entity groups: Kaiser Foundation Health Plan, Inc. (KFHP) and its regional operating subsidiaries; Kaiser Foundation Hospital; and the regional Permanente Medical Group. In 2017, Kaiser Permanente operates in eight states (Hawaii, Washington, Oregon, California, Colorado, Maryland, Virginia, Georgia) and the District of Columbia, and is the largest managed care organization in the United States.
As of October 2017, Kaiser Permanente has 11.7 million health plan members, 208,975 employees, 21,275 doctors, 54,072 nurses, 39 medical centers and 720 medical facilities. On December 31, 2016, the Foundation Foundation's non-profit Health Foundation and Kaiser Foundation Hospital entities combined combined $ 3.1 billion in net income at $ 64.6 billion in operating income. Each Permanente Medical Group operates as a separate non-profit partnership or professional company in its respective territory, and while no publicly available financial results are respectively primarily funded by reimbursement from the respective Kaiser Foundation Health Plans entity entity. KFHP is one of the largest nonprofit organizations in the United States.
The quality of KP care has been highly assessed and is associated with a strong emphasis on preventive care, doctors are paid rather than paid on a fee-for-service basis, and attempts to minimize the time patients spend in high-cost hospitals with caution. planning their stay. However, Kaiser has had disputes with unions, repeatedly facing civil and criminal charges for forgery of records and dumping of patients, actions faced by regulators over the quality of care provided, especially for patients with mental health problems, and have faced criticism. of activists and actions of the regulator over the size of its cash reserves.
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Structure and governance
Kaiser Permanente provides care in eight areas in the United States. Two or three (four, in the case of California) different legal entities but interdependent form the Kaiser system in each region. This structure was adopted by physician and leader Kaiser Permanente in 1955.
Government
Each Kaiser Permanente entity has its own management and governance structure, although all structures are interdependent and cooperative for the most part. There are some non-profit affiliates registered with the U.S. Internal Revenue Service. According to the questions in the 990 governance form, the Kaiser Foundation Hospitals and the Kaiser Foundation Health Plan do not have members with the power to appoint or elect council members, meaning that the council itself nominates and appoints new members.
Chairman and CEO George Halvorson retired in December 2013, having served since 2002.
On November 5, 2012, the board of directors announced that Bernard J. Tyson, Kaiser's president and chief operating officer for the past two years, will replace Halvorson - the first time an African American was appointed to that position.
National structure
The two types of organizations that make up each regional entity are:
- Kaiser Foundation Health Plans (KFHP) works with employers, employees and individual members to offer prepaid health plans and health insurance. The health plan is not profitable and provides the infrastructure for and invests in the Kaiser Foundation Hospital and provides tax-free shelter for non-profit medical groups.
- Permanente Medical Groups is a physician-owned organization, which provides and arranges medical care for members of the Kaiser Foundation Health Plan in each region. The medical group is a non-profit partnership or professional company and receives almost all of their funds from the Kaiser Foundation Health Plans. The first medical group, The Permanente Medical Group (TPMG), was formed in 1948 in Northern California. The permanent physician becomes a shareholder in TPMG after three years in the company.
In addition, Kaiser Foundation Hospitals operates medical centers in California, Oregon, Washington and Hawaii, and outpatient facilities in the remaining Kaiser Permanente region. The hospital foundation is not profitable and relies on the Kaiser Foundation Health Plan for funding. They also provide infrastructure and facilities that benefit nonprofit medical groups.
Regional entity
Kaiser Permanente is managed through eight areas, including one parent and six subordinate health plan entities, one hospital entity, and nine separate and affiliated medical groups:
In addition to regional entities, in 1996, the Permanente Medical Group which later became twelve formed the Permanente Federation, a separate entity, focusing on standardizing care and patient performance under one name and policy system. Around the same time, The Permanente Company is also hired as a vehicle to provide investment opportunities for the Permanent Medical Group profit. One of the efforts of the Permanente Company is Kaiser Permanente Ventures, a venture capital company that invests in emerging medical technologies.
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History
Initial years
The history of Kaiser Permanente dates back to 1933 and is a small hospital in the city of Desert Center, California. At that time, Henry J. Kaiser and several other large construction contractors have formed an insurance consortium called Indemnity Industries to meet their workers' compensation obligations. Dr. Sidney Garfield has just completed his residency at the USC Los Angeles County Health Center at a time when jobs are scarce; fortunately, he was able to get a contract with Indemnin Industri to care for 5,000 construction workers who built the Colorado River Waterway in the Mojave Desert. Shortly thereafter, Garfield's new hospital was in difficult financial circumstances (with increased debt and three unpaid staff), in part because of Garfield's desire to treat all patients regardless of paying ability, and his insistence on completing the hospital. enough so that critically injured patients can be stabilized for a long trip to a full-service hospital in Los Angeles.
However, Garfield won more than two Industrial Indemnity executives, Harold Hatch and Alonzo B. Ordway. It was Hatch who proposed to Garfield a specific solution that would lead to the creation of Kaiser Permanente: Industrial Indemnity would pay a premium of 17.5%, or $ 1.50 per worker per month, to cover work-related injuries, while each worker would contributed five cents per day to cover unrelated injuries. Later, Garfield also rewarded Ordway with a general notion of upfront payment for industrial healthcare, and explained that he did not know much about other similar health plans except for Ross-Loos Medical Group.
Hatch's solution allowed Garfield to bring his budget back to the positive, and experimented with providing a wider service to workers other than pure emergency care. As the waterworks ended and the project closed, Garfield had paid off all his debts, supervised ten doctors in three hospitals, and controlled the financial reserves of $ 150,000.
Garfield returned to Los Angeles for further study at County-USC with a view to entering into private practice. However, in March 1938, Consolidated Industries (a consortium headed by the Kaiser Company) started work on a contract for the upper half of the Grand Coulee Dam in Washington state, and took over responsibility for thousands of workers who had worked for different. consortium construction in the first half of the dam. Edgar Kaiser, Henry's son, is in charge of the project. To smooth the relationship with the workers (who had been badly treated by their previous employers), Hatch and Ordway persuaded Edgar to meet with Garfield, and in turn Edgar persuaded Garfield to visit the Grand Coulee site. Garfield then agreed to reproduce at Grand Coulee Dam what he had done on the Colorado River Aqueduct project. He soon spent $ 100,000 to renovate the dilapidated Mason City Hospital and employ seven doctors.
Unlike the workers at Garfield's first project, many of the workers at Grand Coulee Dam have brought their dependents with them. Unions immediately forced the Kaiser Company to expand its plans to cover dependents, resulting in a dramatic shift from industrial medicine to family practice and allow Garfield to formulate some of Kaiser Permanente's basic principles. It was also during this time that Henry Kaiser personally became acquainted with Garfield and established a friendship that lasted until Kaiser's death.
World War II
In 1939, the Kaiser Company began working on several large shipbuilding contracts in Oakland, and by the end of 1941 would have controlled four major shipyards on the West Coast. During 1940, the expansion of the American defense industry complex in preparation for World War II resulted in a large increase in the number of employees at the Richmond shipyard. In January 1941, Henry Kaiser asked Garfield to make an insurance plan for Richmond workers (this was just a contract negotiation with an insurance company), and a year later Kaiser asked Garfield to duplicate Richmond what he did in Desert Center and Mason City.. Unlike the other two projects, the resulting entity lived after the construction project that gave birth to it, and it is the direct ancestor of Kaiser Permanente today.
On March 1, 1942, Sidney R. Garfield & amp; The partners opened their offices in Oakland to provide care to 20,000 workers, followed by the opening of the Permanente Health Plan on 1 June. From the very beginning, Kaiser Permanente is very supportive of preventive medicine and seeks to educate its members about maintaining their own health.
In July, the Permanente Foundation was formed to operate Northern California hospitals that would be linked to outpatient health plans, followed soon after by the creation of the Northern Permanente Foundation for Oregon and Washington and the Southern Permanente Foundation for California. Permanente's name comes from Permanente Creek, which runs through Henry Kaiser's Kaiser Permanent Cement Plant in Black Mountain in Cupertino, California. Kaiser's first wife, Bess Fosburgh, liked the name. The abandoned Oakland facility was modernized when the 170-bed Permanente Hospital opened on August 1, 1942. Three weeks later, Richmond Field Hospital 71-bed was opened. Six first aid stations were set up in the shipyard to treat industrial accidents and minor illnesses. Each first-aid post has an ambulance ready to take the patient to the field surgery hospital if necessary. Stable patients can be transferred to larger hospitals for healing care. Northern Permanente Hospital opened two weeks later to serve workers at the Kaiser shipyard in Vancouver, Washington. Dockers are paid seven cents per day for comprehensive health care coverage; and within a year the shipyard's health plan employs sixty doctors at a salary of between $ 450 and $ 1,000 per month. These doctors founded the California Physicians Service to offer the same health protection to the shipyard workers' families. In 1944, Kaiser decided to continue the program after the war and open it to the general public.
Meanwhile, during the war years, the American Medical Association (AMA) (which opposes care organizations that are managed from the outset) tries to damp demand for managed care by promoting the rapid expansion of Blue Cross and the Blue Shield provider network of choice organizations.
The Courage to Heal , a novel by KP Community History Paul Bernstein, MD, is based on Garfield's life story, his struggle with AMA, and the origins of the Kaiser Permanente.
Postwar growth
In 1948, Kaiser founded the Henry J. Kaiser Family Foundation (also known as the Kaiser Family Foundation), a private, non-profit, private operations foundation that focuses on the major health care issues facing the nation. The Foundation, which is not associated with Kaiser Permanente or Kaiser Industries, is an independent voice and source of facts and analysis for policy makers, the media, the health care community, and the general public.
The end of World War II brought a major downturn in Kaiser Permanente membership; for example, 50,000 workers had left the northern California yard in July 1945. Membership split over 17,000 for the entire system but then jumped back to 26,000 within six months as Garfield aggressively marketed his plans to the public. Sidney Garfield & amp; Partners are sole proprietorship, but in 1948, it was reorganized into a partnership, Permanente Medical Group.
During this period, a large amount of growth came from union members; unions saw Kaiser Permanente's care as more affordable and comprehensive than what was available at the time from private doctors under the cost-for-service system. For example, Fortune magazine has reported in 1944 that 90% of the US population can not afford health care cost per service. Kaiser Permanente membership increased to 154,000 in 1950, 283,000 in 1952, 470,000 in 1954, 556,000 in 1956, and 618,000 in 1958.
From 1944 onwards, both Kaiser Permanente and Garfield fought many attacks from the AMA and various countries and the local medical community. Henry Kaiser came to defend Garfield and his health plan.
In 1951, the organization obtained its current name when Henry Kaiser unilaterally directed the guardians of the health plan, the hospital foundation, and the medical group to add his name to Permanente. However, doctors in the Permanente Medical Group deeply resented the implications that they were directly controlled by Kaiser, and managed to force him to step down in connection with their part of the organization. In the same year, Kaiser Permanente also started experiments with large-scale multiphas screening to identify unknown conditions and to facilitate known treatments. At the same time, although no one questions his medical competence, Garfield's shortcomings as an executive become clearer as the organization grows beyond its ability to manage it well.
Henry Kaiser became fascinated with the health care system created for him by Garfield and began managing directly Kaiser Permanente and Garfield. This resulted in a financial disaster when Kaiser invaded the new Walnut Creek hospital; Continuous intermedding results in significant friction at every level of the organization. The situation was not helped by Kaiser's marriage to the head of the administrative nurse Garfield (who had helped take care of Kaiser's first wife on her deathbed), convinced Garfield to marry the nurse's sister, and then after Garfield moved next to him. Clifford Keene (who will eventually serve as president of Kaiser Permanente) later recalls that this arrangement resulted in a rather dysfunctional and aggressive family that handled Kaiser Permanente.
Keene was an experienced Permanente physician who Garfield had personally employed in 1946. During 1953 he had attempted to get a job in US Steel, but on the morning of December 5, 1953, with internal tensions deteriorating day by day, Garfield met with Keene. at the Mark Hopkins Hotel in San Francisco and asked him to turn around the organization. It took Keene 15 years to realize that Kaiser had forced Garfield to ask Keene to be his successor. Due to the chaos on the board, Keene initially took over with the vague title of Executive Associate, but it soon became clear to everyone that he was actually in charge and Garfield was becoming a lobbyist and "ambassador" to the HMO concept.
However, even with Garfield relieved of the day-to-day management tasks, the underlying problem of authoritarian management style Henry Kaiser continues. After several tense confrontations between doctors Kaiser and Permanente Medical Group, the doctors met with Kaiser's main adviser Eugene Trefethen in the Kaiser private area near Lake Tahoe on 12 July 1955. Trefethen came up with the idea of ​​a contract between the medical group and the health plan and the hospital foundation which will assign roles, responsibilities, and financial distribution. Trefethen, already a successful lawyer, continued a successful career with Kaiser Permanente and in retirement became a famous vintner.
While Keene and Trefethen struggled to repair the damage from Kaiser's micromanagement and ineffective Garfield management, Henry Kaiser moved to Oahu in 1956 and insisted on expanding Kaiser Permanente to Hawaii in 1958. He quickly destroyed what should be a simple project, and only the last-minute intervention by Keene and Trefethen in August 1960 prevented the total disintegration of the Hawaiian organization. In that year, Kaiser membership has grown to 808,000.
Managed maintenance period
After overseeing the successful transformation of Kaiser Permanente from the Henry Kaiser healthcare experiment into a large-scale company, Keene retired in 1975. In 1976, his membership reached three million. In 1977, the six areas of Kaiser Permanente had become federally qualified health care organizations. Historians now believe that President Richard Nixon specifically had Kaiser Permanente in mind when he signed the Health Care Organization Act of 1973, as the organization mentioned in the Oval Office's discussion of the Act, in which John Ehrlichman characterizes Kaiser's philosophy as follows: "All incentives lead to fewer medical treatments, because the less care they provide, the more money they make." In 1980, Kaiser acquired a non-profit group practice to create the Mid-Atlantic region, including the Districts of Columbia, Maryland, and Virginia. In 1985, Kaiser Permanente expanded to Georgia.
Regional evolution
In 1990, Kaiser Permanente provided coverage for about a third of the inhabitants of San Francisco and Oakland; the total membership of Northern California is over 2.4 million.
Elsewhere, Kaiser Permanente did not do it either, and his geographical footprint changed significantly in the 1990s. The organization spins or closes posts in Texas, North Carolina, and Northeast. In 1998, Kaiser Permanente sold his operations in Texas, where the reported problem became so severe that the organization directed his lawyers to try to block the release of the Texas Department of Insurance report. This encourages state attorney general to threaten to revoke the organization's permission. Kaiser Permanente closed his health plan in Charlotte and Raleigh-Durham in North Carolina four years later. The organization also sold its unfavorable Northeast division in 2000. The Ohio Division is sold to Catholic Health Partners in 2013.
In 1995, Kaiser Permanente celebrated his fiftieth anniversary as a public health plan. Two years later, national membership reached nine million. In 1997, the organization formed an agreement with AFL-CIO to explore a new approach to the relationship between management and labor, known as the Labor Management Partnership. Entering the new millennium, competition in managed care markets is increasing dramatically, raising new concerns. The Southern California Permanente Medical Group sees a decline in the level of new members as other managed care groups, notably DaVita HealthCare Partners, is growing.
KP HealthConnect
In 2002, Kaiser Permanente abandoned his efforts to build his own clinical information system with IBM, write-off some $ 452 million in software assets. The failure of this information technology led to major changes in the organization's approach to digital recording. Under George Halvorson's direction, Kaiser looked closely at two medical software vendors, Cerner and Epic Systems, eventually selecting Epic as the primary vendor for the new system, branded KP HealthConnect. Although Kaiser's approach shifted to "buy, not build," the project was unprecedented for the civil system in size and scope. Deployed across eight regions for six years and costing more than $ 6 billion, by 2010, it was the largest civilian electronic medical record system, serving more than 8.6 million Kaiser Permanente members, executed at a cost of more than half a million dollars per doctor.
International reputation
At the beginning of the 21st century, the NHS and the UK Department of Health became impressed with several aspects of Kaiser's operations, and embarked on a series of research involving several health care organizations in the UK. Visits occur and suggestions adopt some KP policies currently active. The management of the hospital bed-beds by KP, by means of integrated management inside and outside the hospital and monitoring progress on the path of care has spawned similar engineering trials in eight regions of the UK.
In 2002, a controversial study by California-based academics published in the British Medical Journal comparing Kaiser with the British National Health Service, found Kaiser to be superior in some respects. Furthermore, a group of health policy academics who are experts at the NHS publish competing analyzes claim that Kaiser's costs are actually much higher than the NHS and for a younger and healthier population.
Quality care
At California Healthcare Quality Report Card 2013 Edition, Kaiser Permanente's Northern California and the Southern California region, Kaiser receives four of the four possible stars in the National Nursing Standards Meeting. North and South Kaisers also receive three of the four stars in their HMO Member Level. KP's performance has been linked to three practices: First, KP places a strong emphasis on preventive care, reducing costs in the future. Second, the doctor is paid rather than paid per service, which eliminates the main incentive for doctors to perform unnecessary procedures. Third, KP tries to minimize the time spent by patients in high-cost hospitals by carefully planning their stay and by transferring care to an outpatient clinic. This practice resulted in lower cost per member, cost savings for KP and greater physician attention to patients. A comparison with the National Health Service in the United Kingdom found that patients spent 2-5 times more time in NHS hospitals compared to KP hospitals.
In June 2013, the California Managed Health Care Department (DMHC) imposed a $ 4 million fine, the second largest in agency history, against Kaiser for not providing adequate mental health care to its patients. Alleged violations of California's timely access legislation include the failure to accurately track waiting times and track doctor availability amid inconsistent evidence of electronic records and papers. It was also discovered by DMHC that patients received written material circulated by Kaiser asking them to seek care, violations of state and federal law. DMHC also issued a stop and stop order for Kaiser to end the practice. DMHC conducted a follow-up investigation published in April 2015. The report found Kaiser has put in place systems to better track how patients are treated, but still has not solved the problem by actually providing mental health care in accordance with state and federal law. The Kaiser challenge on this front is exacerbated by a long and unresolved labor dispute with a trade union representing the therapist.
Kaiser appealed the findings, orders, and penalties, and attempted to keep the process closed, but in September 2014, in the face of an administrative judge's order to keep the process open, and facing the beginning of public testimony, Kaiser withdrew an appeal and paid $ 4 million. It also issued a statement that denies many errors. Kaiser faces ongoing inspections by DMHC and three class action lawsuits related to issues identified by DMHC.
Historical issues
In 2006 Kaiser completed five cases due to the alleged dumping of patients - the sending of homeless patients to other institutions or organizations to avoid expensive medical treatments - between 2002 and 2005. Los Angeles city officials have filed a civil and criminal lawsuit against Kaiser Permanente for dumping patient, which is the first act of its kind that has been taken by the city. The city's decision to sue Kaiser Permanente was reportedly affected by a security camera recording, allegedly showing a 63-year-old patient, wearing a hospital gown and sandals, wandering to a mission on Skid Row (the recording is clearly featured in the 2007 Michael Moore documentary Sicko ). At the time the complaint was filed, city officials said that 10 other hospitals were being investigated for similar problems. Kaiser solved his case, paid $ 5,000 in a civil fine and agreed to spend $ 500,000 on services for the homeless. During the same period, the Office of the Inspector General of the Department of Health and Human Services completed 102 cases against US hospitals that resulted in payment of money to the agency.
In 2004, Northern California Kaiser Permanente started an in-house program for kidney transplants. Before opening the transplant center, Northern California Kaiser patients will generally receive transplants at medical centers associated with the University of California (UC San Francisco and UC Davis). Upon opening the transplant center, Kaiser requires its transplant candidate members in Northern California to get the service exclusively through the internal KP transplant center.
When operating, the Kaiser program has a 100% survival rate, which is better than other transplant centers. However, patients who need a kidney are less likely to offer. Northern California Kaiser conducted 56 transplants in 2005, and twice as many patients died while waiting for the kidney. At another California transplant center, more than twice as many people received kidney than died during the same period. Unlike other centers, the Kaiser program does not perform risky transplants or use organs donated from parents or other high-risk people, who have poorer outcomes. Northern California Kaiser closed the kidney transplant program in May 2006. As before, Northern California Kaiser is now paying for pre-transplant and transplant treatment at other hospitals. This change affects about 2,000 patients.
Research and publishing
Kaiser operates a Research Division, which annually conducts between 200 and 300 studies, and the Center for Health Research which in 2009 had more than 300 active studies. Kaiser's bias against prevention is reflected in areas of interest - vaccines and genetic studies are particularly prominent. This work is funded primarily by other federal, state, and non-Kaiser institutions.
Controversy
Mandatory arbitrage
To withhold costs, Kaiser requires an agreement by the plan holder to file a malpractice claim to the patient to an arbitration rather than filing a suit through the court system. This has sparked some contradictions.
Wilfredo Engalla is a noteworthy case. In 1991, Engalla died of lung cancer nearly five months after submitting a written request for arbitration. The California Supreme Court found that Kaiser had a financial incentive to wait until after Engalla died; his partner can earn $ 500,000 from Kaiser if the case was advocated while he was alive, but only $ 250,000 after he died. The Taxpayer and Consumer Rights Foundation believes that Kaiser continues to oppose HMO arbitration reforms.
Watchdogs has accused Kaiser of abusing power imbalances inherent in the arbitration system. Kaiser is involved in many cases whereas customers will usually be involved in one and Kaiser can unilaterally refuse arbitrators, so they can choose a company-friendly arbitrator over those who decide to support the customer. As a large organization, Kaiser can also spend more money for lawyers and orators than customers, giving them more profit. In response to criticism, Kaiser established the Office of Independent Administrators (OIA) in 1999 to oversee the arbitration process. The extent to which this office is actually independently has been questioned.
Patients and consumer interest groups sporadically seek to file lawsuits against Kaiser Permanente. Recent lawsuits include the 1999 attempt by Gary Rushford to use evidence from a doctor to lie to overturn an arbitration decision.
In one case, Kaiser sought to extend the scope of his arbitral agreement significantly by stating that it should be able to force nonsignatories for its member contracts into arbitration, simply because the third party is alleged to have caused an injury to a Kaiser Member which Kaiser later allegedly aggravated through his medical malpractice. The California District Court of Appeals for the First District does not accept the argument: "There is no written agreement - or pre-existing relations or powers to contract other parties that may replace arbitration agreements sitting in equity can not force third parties nonsignatories to mediate their disputes. "
Unions
While Doctors of Medicine (M.D.) and Osteopathic Medical Doctors (D.O.) are partners in a group of nonprofit doctors, many employees are members of various trade unions and unions, depending on their role and service area.
CA's operating KP is the target of four labor strikes in 2011 and 2012 - two (September 2011, January 2012) involving more than 20,000 nurses, mental health providers, and other professionals. The National Health Workers Union (NUHW) has accused Kaiser of deliberately delaying negotiations while earning $ 2.1 billion in 2011 and paying CEO George Halvorson $ 9 million per year. Workers are dissatisfied with the proposed changes to pensions and other benefits.
On November 11, 2014, up to 18,000 nurses broke down at KP hospital in Northern California for Ebola protection and patient care standards during union contract talks. 21 hospitals and 35 clinics in the San Francisco Bay Area affected.
Cashback
Jamie Court, president of the Taxpayer and Consumer Rights Foundation said that Kaiser's retained earnings are proof that Kaiser's policies are too expensive and health insurance regulations are needed.
State insurance regulations require that insurance companies maintain a minimum amount of cash reserves to ensure that they are able to fulfill their obligations; the amount varies by the insurer, based on the risk factors, such as the investment, how many people are insured, and other factors; some states also have restrictions on how large the reserve is.
Kaiser has been criticized by state activists and regulators for the size of his cash reserves. By 2015, it has $ 21.7 billion in cash reserves, which is about 1,600% the amount required by California state regulations. Its reserves have become an advertising target by Consumer Watchdog which supports Proposition 45 in 2014 elections in California. By the end of 2010 Kaiser saved $ 666 million in reserves, which is about 1,300% of the minimum required under Colorado state law. The funds are in Kaiser's risk-based capital account, which is held to pay for disaster or major projects. In 2008, Colorado regulators required Kaiser to spend its reserves; after the negotiations, Kaiser agreed to spend $ 155 million in reserves to lend to clients and build clinics in underserved parts of the country.
See also
- Heather O'Rourke (1975-1988) - a child actress who fell sick in 1987 and misdiagnosed by hospital doctor Kaiser Permanente. He died on February 1, 1988 and lawsuits soon followed.
References
External links
- Official website
- The Permanente Federation, which represents the Permanente Medical Group
- Search all Kaiser hospitals in CA Healthcare Atlas A project by OSHPD
- Nightly News with Brian Williams Reports of the successful Kaiser Permanente initiative include a statement by Louise Liang who falsely associates the discovery of Vioxx to KP HealthConnect even though it has not been used for production in Northern California.
- The Homepage Health Administration Responsibility Project of the group that looks into managed care and its failures, contains links to some pages about issues involving Kaiser Permanente
Source of the article : Wikipedia
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