What should I do if I have a medical emergency?
If you have a medical emergency, immediately go to the nearest hospital or any facility that can give you the care you need.2 In the United States, you can call 911.
Always use the emergency services available where you are. You don’t have to get approval first to get emergency or urgent care.
If you get care from a non–Kaiser Permanente provider, call us once your condition is stable to let us know you’ve received emergency care or have been admitted to a hospital. If appropriate, the doctor treating you can call instead.
If you’ve been hospitalized and need post-stabilization care, you’ll need approval first. Your call starts this process and helps protect you financially.
What if I have an urgent medical condition that isn't an emergency?
Getting care in a Kaiser Permanente service area
- Visit a Kaiser Permanente urgent care clinic location. Find urgent care locations by visiting kp.org/locations or calling the Away from Home Travel Line at 951-268-3900 (TTY 711).1
Getting care outside a Kaiser Permanente service area (United States/outside of the United States)
- Go to the nearest hospital or any facility that can give you the care you need. We’ll cover urgent care at non–Kaiser Permanente facilities anywhere in the United States while you are temporarily outside of your service area.
Getting care in a state without Kaiser Permanente providers.
What do I do if I'm hospitalized while away from home?
Whether you need emergency care or a hospital stay, the Away from Home Travel Line at 951-268-3900 (TTY 711)can offer you advice and assistance.1
If you get care from a non–Kaiser Permanente provider, call us once your condition is stable to let us know you've received emergency care or have been admitted to a hospital. If appropriate, the doctor treating you can call instead.
If you need to be hospitalized for poststabilization care, you'll need to contact us for approval first. Your call starts this process and helps protect you financially.
How do I see a doctor when I’m in another Kaiser Permanente service area?
Before getting care in another Kaiser Permanente area, you’ll need a travel Health/Medical Record number. Call the Away from Home Travel Line at 951-268-3900 (TTY 711),1 and we’ll give you a Health/Medical Record number to use while you’re visiting.
What if I’m going to spend a lot of time in the area I’m visiting?
If you’ll spend a lot of time in the area you’re visiting, like for work or school, call 877-300-9371 (TTY 711), Monday through Friday, 8 a.m. to 5 p.m. Pacific time. We’ll help you set up another kp.org account that’s tied to your travel Health/Medical Record number so you can track and manage your Kaiser Permanente care while you’re away from home.
When you get home, you’ll use your home Health/Medical Record number to get care and sign in to kp.org.
What if I run out of medication during my trip?
If you're not in a Kaiser Permanente service area, you can get your medication refilled at a local pharmacy as long as you have refills left on your prescription.
When you go to the pharmacy, please have the following information ready:
- Your Kaiser Permanente Health/Medical Record number. If you have a home and travel number, use the number from the area where you got your prescription.
- Your current pharmacy's name and phone number
- Your prescribed medication's name, strength, and directions for use
- The name and phone number of the doctor who gave you the prescription
Once the local pharmacy has this information, they'll call your Kaiser Permanente pharmacy to transfer your prescription. You'll need to pay for the medication and file a claim for reimbursement later.3
If you're in a Kaiser Permanente service area, call the Away from Home Travel Line at 951-268-3900 (TTY 711).1
- We'll help you find a pharmacy nearby.
- Depending on your plan, you may need to pay for your medication upfront and file a claim for reimbursement later.3
- You'll also need to pay any copays, coinsurance, or deductible payments you would pay at home.
How do I get urgent care in a state without Kaiser Permanente providers?
As a Kaiser Permanente member, you have many ways to get care away from home. Email your doctor’s office with nonurgent questions, meet your personal doctor by phone or video4, or connect with a health care professional 24/7 for medical advice.
If you need urgent care in a state without Kaiser Permanente providers, go to the nearest MinuteClinic® (in select CVS and Target stores), Concentra urgent care center, or urgent care facility.
For care at a MinuteClinic® or Concentra urgent care center, you’ll be charged your standard copay or coinsurance. Be sure to bring your home Kaiser Permanente ID card and a method of payment.
For urgent care at an urgent care location or retail clinic other than a MinuteClinic® or Concentra urgent care center, you’ll be asked to pay up front for services you receive and you’ll need to file a claim for reimbursement.
Note: If you get urgent care at a MinuteClinic® or Concentra urgent care center within a state that has Kaiser Permanente providers, you’ll be asked to pay up front for services you receive and you’ll need to file a claim for reimbursement.
What states have Kaiser Permanente providers?
Kaiser Permanente provides care in many states across the country, including all or parts of:
- Washington, D.C.
Facilities in Oregon/Washington
Expanded network available to Eugene and Springfield residents
Coming Soon: Innovation in Beaverton and Tanasbourne
Westside Medical Center
Sunnyside Medical Center
Where to get care in Eugene-Springfield
With many affiliated providers and facilities in the Eugene-Springfield area, we offer access to more options for care and services when and where you need them. We are proud to partner with many local providers, including PeaceHealth, Eugene Urgent Care, Slocum Center for Orthopedics & Sports Medicine, Pacific Women’s Center, and more. You may need a referral for some specialties based on your benefit plan.
Quality dental care
Keep your smile healthy with the growing dental network in Lane County. Members may visit the conveniently located Kaiser Permanente Valley River Dental Office, and those on Dental Choice (PPO) plans also have access to a network of over 120 dental providers in Lane County. And, combining dental coverage with our medical coverage is a great way to experience Kaiser Permanente’s uniquely coordinated approach to care.
Choose the right doctor
If you already have a personal doctor (also called a primary care provider), check kp.org/finddoctors to see if they are part of the Kaiser Permanente network.
Ready to select a new Kaiser Permanente or PeaceHealth doctor? Visit kp.org/finddoctors or call the New Member Welcome Desk at 1-888-491-1124 (TTY 711). Once you’ve decided on a doctor, we can help you schedule your first appointment with a Kaiser Permanente doctor or connect you to a PeaceHealth patient coordinator who can help you with scheduling.
*Members on Kaiser Permanente individual and family plans effective January 1, 2019 or later. Kaiser Permanente Senior Advantage (HMO) plans are not currently offered in Lane County.
This spring, Kaiser Permanente has two developments under way: a new Beaverton Medical and Dental Office and an expansion of Sunset Dental Office in Tanasbourne (Hillsboro). They will be the first facilities in the Northwest to realize Kaiser Permanente’s vision for the future: person-centered care for body, mind, and spirit, powered by innovation.
The new Beaverton Medical and Dental Office, which will replace the current facility that opened nearly 50 years ago, combines innovative use of space with state-of-the-art technology to improve all aspects of your visit. It is slated to open in spring 2019.
The expansion of Sunset Dental Office will incorporate specialty care medical services into a location conveniently near Kaiser Permanente Westside Medical Center. Our new medical and dental office is planned to open in spring 2018.
Learn More >
The last time a hospital was built in Washington County, it was 1972. For a place that’s known for the latest technology, it’s about time that things changed. With all the advancements in the last 40 years, health care today needs more than great doctors. It needs integrated care, the newest technology, and a facility that lives up to the environment that surrounds it. Thanks to our new medical center, that’s now a reality.
Westside Medical Center is home to our regional centers for hip and knee replacement and robotic surgery.
Just two years after its founding, the Center for Heart and Vascular Care at Kaiser Sunnyside Medical Center earned the highest possible rating from the Society of Thoracic Surgeons based on performance data for heart bypass surgery.*
The Society of Thoracic Surgeons is a nonprofit organization that represents some 6,400 surgeons, researchers, and allied health professionals worldwide. It’s an elite group that bases its ratings on more than 4.5 million surgical records.
They know what it takes to help their patients get healthy, happy, and active again.
Sunnyside is home to Kaiser Permanente Northwest Center for Heart and Vascular Care. We’re also Kaiser Permanente’s Regional Center for Adult Cancer Care, neurosurgery, and most nonemergency inpatient surgeries.
*Based on an analysis of national data covering the period from July 2011 through June 2013.
American integrated managed care company
Headquarters (the Ordway Building) in downtown Oakland
|Type||Consortium of for-profit and not-for-profit entities.|
|Founded||July 21, 1945; 76 years ago (1945-07-21)|
|Founders||Henry J. Kaiser|
Sidney R. Garfield
Oakland, California, U.S.
District of Columbia
Health Plan and Hospitals CEO
Imelda Dacones, M.D.,
Chair, National Permanente Executive Committee
see section below
|Revenue||$88.7 billion USD (2020)|
|$2.2 billion USD (2020)|
Number of employees
|304,220 employees (including 63,847 nurses and 23,597 physicians as of 2021)|
Kaiser Permanente (; KP), commonly known simply as Kaiser, is an Americanintegrated managed careconsortium, based in Oakland, California, United States, founded in 1945 by industrialist Henry J. Kaiser and physician Sidney Garfield. Kaiser Permanente is made up of three distinct but interdependent groups of entities: the Kaiser Foundation Health Plan, Inc. (KFHP) and its regional operating subsidiaries; Kaiser Foundation Hospitals; and the regional Permanente Medical Groups. As of 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.
Kaiser Permanente is one of the largest nonprofit healthcare plans in the United States, with over 12 million members. It operates 39 hospitals and more than 700 medical offices, with over 300,000 personnel, including more than 80,000 physicians and nurses.
Each Permanente Medical Group operates as a separate for-profit partnership or professional corporation in its individual territory, and while none publicly reports its financial results, each is primarily funded by reimbursements from its respective regional Kaiser Foundation Health Plan entity. KFHP is one of the largest not-for-profit organizations in the United States.
KP's quality of care has been highly rated and attributed to a strong emphasis on preventive care, its doctors being salaried rather than paid on a fee-for-service basis, and an attempt to minimize the time patients spend in high-cost hospitals by carefully planning their stay. However, Kaiser has had disputes with its employees' unions; repeatedly faced civil and criminal charges for falsification of records and patient dumping; faced action by regulators over the quality of care it provided, especially to patients with mental health issues; and faced criticism from activists and action from regulators over the size of its cash reserves.
Structure and governance
Kaiser Permanente provides care throughout eight regions in the United States. Two or three (four, in the case of California) distinct but interdependent legal entities form the Kaiser system within each region. This structure was adopted by Kaiser Permanente physicians and leaders in 1955.
Each entity of Kaiser Permanente has its own management and governance structure, although all of the structures are interdependent and cooperative to a great extent. There are multiple affiliated nonprofits registered with the U.S. Internal Revenue Service. According to Form 990 governance questions, Kaiser Foundation Hospitals and Kaiser Foundation Health Plan do not have members with the power to appoint or elect board members, meaning that the board itself nominates and appoints new members.
James A. Vohs was appointed CEO in 1978 and chairman in 1980, and he would serve until his retirement in 1992. He was the first chairman to not be a member of the Kaiser family.
David M. Lawrence served as chairman and CEO until his retirement in 2002.
George Halvorson became the chairman and CEO until his retirement in December 2013.
On November 5, 2012, the board of directors announced that Bernard J. Tyson, Kaiser's president and chief operating officer for the last two years, would replace Halvorson, marking the first time an African American was appointed as chairman. Tyson died in November 2019. Greg A Adams assumed the role of chairman and CEO in December 2019.
As of 2021, Kaiser Permanente had 12.5 million health plan members, 216,776 employees, 23,597 physicians, 63,847 nurses, 39 medical centers, and 724 medical facilities. As of December 31, 2018, the nonprofit Kaiser Foundation Health Plan and Kaiser Foundation Hospitals entities reported a combined $2.5 billion in net income on $79.7 billion in operating revenues.
The two types of organizations which make up each regional entity are:
- Kaiser Foundation Health Plans (KFHP) work with employers, employees, and individual members to offer prepaid health plans and insurance. The health plans are not-for-profit and provide infrastructure for and invest in Kaiser Foundation Hospitals and provide a tax-exempt shelter for the for-profit medical groups.
- Permanente Medical Groups are physician-owned organizations, which provide and arrange for medical care for Kaiser Foundation Health Plan members in each respective region. The medical groups are for-profit partnerships or professional corporations and receive nearly all of their funding from Kaiser Foundation Health Plans. The first medical group, The Permanente Medical Group (TPMG), formed in 1948 in Northern California. Permanente physicians become stockholders in TPMG after three years at the company.
In addition, Kaiser Foundation Hospitals (despite the plural name, a single legal entity) operates medical centers in California, Oregon, and Hawaii, and outpatient facilities in the remaining Kaiser Permanente regions. The hospital foundation entity is not-for-profit and relies on the Kaiser Foundation Health Plans for funding. It also provides infrastructure and facilities that benefit the for-profit medical groups.
Kaiser Permanente is administered through eight regions, including one parent and six subordinate health plan entities, one hospital entity, and nine separate, affiliated medical groups:
Various legal entities serve the areas of the US where Kaiser operates: California (the largest two), Colorado, Georgia, Hawaii, mid-Atlantic, Pacific Northwest, and Washington.
In addition to the regional entities, in 1997, the then-twelve Permanente Medical Groups created The Permanente Federation LLC, a separate entity, which focuses on standardizing patient care and performance under one name and system of policies. Around the same time, The Permanente Company was also chartered as a vehicle to provide investment opportunities for the for-profit Permanente Medical Groups. One of the ventures of the Permanente Company is Kaiser Permanente Ventures, a venture capital firm that invests in emerging medical technologies.
The history of Kaiser Permanente dates to 1933 and a tiny hospital in the town of Desert Center, California. At that time, Henry J. Kaiser and several other large construction contractors had formed an insurance consortium called Industrial Indemnity to meet their workers' compensation obligations. Sidney Garfield had just finished his residency at Los Angeles County-USC Medical Center at a time when jobs were scarce; he was able to secure a contract with Industrial Indemnity to care for 5,000 construction workers building the Colorado River Aqueduct in the Mojave Desert. Soon enough, Garfield's new hospital was in a precarious financial state (with mounting debt and the staff of three going unpaid), due in part to Garfield's desire to treat all patients regardless of ability to pay, as well as his insistence on equipping the hospital adequately so that critically injured patients could be stabilized for the long journey to full-service hospitals in Los Angeles.: 19–26
However, Garfield won over two Industrial Indemnity executives, Harold Hatch and Alonzo B. Ordway. It was Hatch who proposed to Garfield the specific solution that would lead to the creation of Kaiser Permanente: Industrial Indemnity would prepay 17.5% of premiums, or $1.50 per worker per month, to cover work-related injuries, while the workers would each contribute five cents per day to cover non-work-related injuries. Later, Garfield also credited Ordway with coming up with the general idea of prepayment for industrial health care and explained that he did not know much at the time about other similar health plans except for the Ross-Loos Medical Group.
Hatch's solution enabled Garfield to bring his budget back into the positive, and to experiment with providing a broader range of services to the workers besides pure emergency care. By the time work on the aqueduct concluded and the project was wrapped up, Garfield had paid off all of his debts, was supervising ten physicians at three hospitals, and controlled a financial reserve of $150,000.
Garfield returned to Los Angeles for further study at County-USC with the intent of entering private practice. However, in March 1938, Consolidated Industries (a consortium led by the Kaiser Company) initiated work on a contract for the upper half of the Grand Coulee Dam in Washington state, and took over responsibility for the thousands of workers who had worked for a different construction consortium on the first half of the dam. Edgar Kaiser, Henry's son, was in charge of the project. To smooth over relations with the workers (who had been treated poorly by their earlier employer), Hatch and Ordway persuaded Edgar to meet with Garfield, and in turn Edgar persuaded Garfield to tour the Grand Coulee site. Garfield subsequently agreed to reproduce at Grand Coulee Dam what he had done on the Colorado River Aqueduct project. He immediately spent $100,000 on renovating the decrepit Mason City Hospital and hired seven physicians.
Unlike the workers on Garfield's first project, many workers at Grand Coulee Dam had brought dependents with them. The unions soon forced the Kaiser Company to expand its plan to cover dependents, which resulted in a dramatic shift from industrial medicine into family practice and enabled Garfield to formulate some of the basic principles of Kaiser Permanente. It was also during this time that Henry Kaiser personally became acquainted with Garfield and forged a friendship which lasted until Kaiser's death.
World War II
In 1939, the Kaiser Company began work on several huge shipbuilding contracts in Oakland, and by the end of 1941 would control four major shipyards on the West Coast. During 1940, the expansion of the American defense-industrial complex in preparation for entrance into World War II resulted in a massive increase in the number of employees at the Richmond shipyard. In January 1941, Henry Kaiser asked Garfield to set up an insurance plan for the Richmond workers (this was merely contract negotiation with insurance companies), and a year later Kaiser asked Garfield to duplicate at Richmond what he had done at Desert Center and Mason City. Unlike the two other projects, the resulting entity lived on after the construction project that gave birth to it, and it is the direct ancestor of today's Kaiser Permanente.
On March 1, 1942, Sidney R. Garfield & Associates opened its offices in Oakland to provide care to 20,000 workers, followed by the opening of the Permanente Health Plan on June 1. From the beginning, Kaiser Permanente strongly supported preventive medicine and attempted to educate its members about maintaining their own health.
In July, the Permanente Foundation formed to operate Northern California hospitals that would be linked to the outpatient health plans, followed shortly thereafter by the creation of Northern Permanente Foundation for Oregon and Washington and Southern Permanente Foundation for California. The name Permanente came from Permanente Creek, which flowed past Henry Kaiser's Kaiser Permanente Cement Plant on Black Mountain in Cupertino, California. Kaiser's first wife, Bess Fosburgh, liked the name. An abandoned Oakland facility was modernized as the 170-bed Permanente Hospital opened on August 1, 1942. Three weeks later, the 71-bed Richmond Field Hospital opened. Six first aid stations were set up in the shipyards to treat industrial accidents and minor illness. Each first aid station had an ambulance ready to rush patients to the surgical field hospital if required. Stabilized patients could be moved to the larger hospital for recuperative care. The Northern Permanente Hospital opened two weeks later to serve workers at the Kaiser shipyard in Vancouver, Washington. Shipyard workers paid seven cents per day for comprehensive health care coverage, and within a year, the shipyard health plan employed sixty physicians with salaries between $450 and $1,000 per month. These physicians established California Physicians Service to offer similar health coverage to the families of shipyard workers. In 1944, Kaiser decided to continue the program after the war and to open it up to the general public.
Meanwhile, during the war years, the American Medical Association (AMA) (which opposed managed care organizations from their very beginning) tried to defuse demand for managed care by promoting the rapid expansion of the Blue Cross and Blue Shieldpreferred provider organization networks.
Courage to Heal, a novel by KP Historical Society President Paul Bernstein, MD, is based on the story of Garfield's life, his struggles with the AMA, and the origins of Kaiser Permanente.
In 1943, Henry J. Kaiser and Dr. Sidney R. Garfield opened a 50-bed hospital, housing six physicians for the 3000 employees and their families at the new Kaiser Steel Mill in Fontana, California, offering a pre-paid health care plan for $0.60/week for adults, and $0.30/week for children. In 1945, the Kaiser Permanente health plan was opened to the public.
In 1948, Kaiser established the Henry J. Kaiser Family Foundation (also known as Kaiser Family Foundation), a U.S.-based nonprofit, private operating foundation focusing on the major health care issues facing the nation. The Foundation, not associated with Kaiser Permanente or Kaiser Industries, is an independent voice and source of facts and analysis for policymakers, the media, the health care community, and the general public.
The end of World War II brought about a huge plunge in Kaiser Permanente membership; for example, 50,000 workers had left the Northern California yards by July 1945. Membership bottomed out at 17,000 for the entire system but then surged back to 26,000 within six months as Garfield aggressively marketed his plan to the public. Sidney Garfield & Associates had been a sole proprietorship, but in 1948, it was reorganized into a partnership, Permanente Medical Group.
During this period, a substantial amount of growth came from union members; the unions saw Kaiser Permanente care as more affordable and comprehensive than what was available at the time from private physicians under the fee-for-service system. For example, Fortune magazine had reported in 1944 that 90% of the U.S. population could not afford fee-for-service health care. Kaiser Permanente membership soared to 154,000 in 1950, 283,000 in 1952, 470,000 in 1954, 556,000 in 1956, and 618,000 in 1958.
From 1944 onward, both Kaiser Permanente and Garfield fought numerous attacks from the AMA and various state and local medical societies. Henry Kaiser came to the defense of both Garfield and the health plans he had created.
In 1951, the organization acquired its current name when Henry Kaiser unilaterally directed the trustees of the health plans, hospital foundations, and medical groups to add his name before Permanente. However, the physicians in the Permanente Medical Group deeply resented the implication that they were directly controlled by Kaiser, and successfully forced him to back off with respect to their part of the organization. That same year, Kaiser Permanente also began experiments with large-scale multiphasic screening to identify unknown conditions and to facilitate treatment of known ones. Simultaneously, although no one questioned his medical competence, Garfield's deficiencies as an executive were becoming apparent as the organization expanded far beyond his ability to manage it properly.
Henry Kaiser became fascinated with the health care system created for him by Garfield and began to directly manage Kaiser Permanente and Garfield. This resulted in a financial disaster when Kaiser splurged on the new Walnut Creek hospital; his constant intermeddling led to significant friction at every level of the organization. The situation was not helped by Kaiser's marriage to Garfield's head administrative nurse (who had helped care for Kaiser's first wife on her deathbed), convincing Garfield to marry the sister of that nurse, and then having Garfield move in next door to him. Clifford Keene (who would eventually serve as president of Kaiser Permanente) later recalled that this arrangement resulted in a rather dysfunctional and combative family in charge of Kaiser Permanente.
Keene was an experienced Permanente physician whom Garfield had personally hired in 1946. During 1953 he had been trying to get a job at U.S. Steel, but on the morning of December 5, 1953, with internal tensions worsening 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 become his replacement. Due to the chaos on the board, Keene at first took control with the vague title of Executive Associate, but it soon became clear to everyone that he was actually in charge and Garfield was to become a lobbyist and "ambassador" for the HMO concept.
However, even with Garfield relieved of day-to-day management duties, the underlying problem of Henry Kaiser's authoritarian management style continued to persist. After several tense confrontations between Kaiser and Permanente Medical Group physicians, the doctors met with Kaiser's top adviser, Eugene Trefethen, at Kaiser's personal estate near Lake Tahoe on July 12, 1955. Trefethen came up with the idea of a contract between the medical groups and the health plans and hospital foundations that would set out roles, responsibilities, and financial distribution. Trefethen, already a successful attorney, went on to a successful career with Kaiser Permanente and in retirement became a famous vintner.
While Keene and Trefethen struggled to fix the damage from Kaiser's micromanagement and Garfield's ineffectual management, Henry Kaiser moved to Oahu in 1956 and insisted on expanding Kaiser Permanente into Hawaii in 1958. He quickly ruined what should have been a simple project, and only a last-minute intervention by Keene and Trefethen in August 1960 prevented the total disintegration of the Hawaii organization. By that year, Kaiser membership had grown to 808,000.
Managed care era
Having overseen Kaiser Permanente's successful transformation from Henry Kaiser's health care experiment into a large-scale self-sustaining enterprise, Keene retired in 1975. By 1976, membership reached three million. In 1977, all six of Kaiser Permanente's regions had become federally qualified health maintenance organizations. Historians[who?] now believe then President Richard Nixon specifically had Kaiser Permanente in mind when he signed the Health Maintenance Organization Act of 1973 since the organization was mentioned in an Oval Office discussion of the Act, where John Ehrlichman characterized Kaiser's philosophy thus: "All the incentives are toward less medical care, because the less care they give them, the more money they make." In 1980, Kaiser acquired a nonprofit group practice to create its Mid-Atlantic region, encompassing the District of Columbia, Maryland, and Virginia. In 1985, Kaiser Permanente expanded to Georgia.
By 1990, Kaiser Permanente provided coverage for about a third of the population of the cities of San Francisco and Oakland; total Northern California membership was over 2.4 million.
Elsewhere, Kaiser Permanente did not do as well, and its geographic footprint changed significantly in the 1990s. The organization spun off or closed outposts in Texas, North Carolina, and the Northeast. In 1998, Kaiser Permanente sold its Texas operations, where reported problems had become so severe that the organization directed its lawyers to attempt to block the release of a Texas Department of Insurance report. This prompted the state attorney general to threaten to revoke the organization's license. Kaiser Permanente closed health plans in Charlotte and Raleigh-Durham in North Carolina four years later. The organization also sold its unprofitable Northeast division in 2000. The Ohio division was sold to Catholic Health Partners in 2013.
In 1995, Kaiser Permanente celebrated its fiftieth anniversary as a public health plan. Two years later, national membership reached nine million. In 1997, the organization established an agreement with the AFL-CIO to explore a new approach to the relationship between management and labor, known as the Labor Management Partnership. Going into the new millennium, competition in the managed care market increased dramatically, raising new concerns. The Southern California Permanente Medical Group saw declining rates of new members as other managed care groups flourished.
In 2002, Kaiser Permanente abandoned its attempt to build its own clinical information system with IBM, writing off some $452 million in software assets. This information technology failure led to major changes in the organization's approach to digital records. Under George Halvorson's direction, Kaiser looked closely at two medical software vendors, Cerner and Epic Systems, ultimately selecting Epic as the primary vendor for a new system, branded KP HealthConnect. Although Kaiser's approach shifted to "buy, not build," the project was unprecedented for a civilian system in size and scope. Deployed across all eight regions over six years and at a cost of more than $6 billion, by 2010, it was the largest civilian electronic medical record system, serving more than 8.6 million Kaiser Permanente members, implemented at a cost exceeding a half million dollars per physician. As of 2020 KP HealthConnect supports 12.2 million members.
Early in the 21st century, the NHS and UK Department of Health became impressed with some aspects of the Kaiser operation and initiated a series of studies involving several health care organizations in England. Visits occurred and suggestions of adopting some KP policies are currently active. The management of hospital bed-occupancy by KP, by means of integrated management in and out of hospital and monitoring progress against care pathways has given rise to trials of similar techniques in eight areas of the UK.
In 2002, a controversial study by California-based academics published in the British Medical Journal compared Kaiser to the British National Health Service, finding Kaiser to be superior in several respects. Subsequently, a group of health policy academics who were experts on the NHS published a competing analysis claiming that Kaiser's costs were actually substantially higher than the NHS and for a younger and healthier population.
Quality of care
In the California Healthcare Quality Report Card 2013 Edition, Kaiser Permanente's Northern California and Southern California regions, KP received four out of four possible stars in Meeting National Standards of Care. KP North and South also received three out of four stars in Members Rate Their HMO. KP's performance has been attributed to three practices: First, KP places a strong emphasis on preventive care, reducing costs later on. Second, its doctors are salaried rather than paid per service, which removes the main incentive for doctors to perform unnecessary procedures. Thirdly, KP attempts to minimize the time patients spend in high-cost hospitals by carefully planning their stay and by shifting care to outpatient clinics. This practice results in lower costs per member, cost savings for KP and greater doctor attention to patients. A comparison to the UK's National Health Service found that patients spend 2–5 times as much time in NHS hospitals as compared to KP hospitals.
In June 2013, the California Department of Managed Health Care (DMHC) levied a $4 million fine, the second largest in the agency's history, against Kaiser for not providing adequate mental health care to its patients. Alleged violations of California's timely access laws included failures to accurately track wait times and track doctor availability amid evidence of inconsistent electronic and paper records. It was also found by the DMHC that patients received written materials circulated by Kaiser dissuading them from seeking care, a violation of state and federal laws. DMHC also issued a cease and desist order for Kaiser to end the practices. DMHC conducted a follow up investigation which published in April 2015. The report found Kaiser had put systems in place to better track how patients were being cared for but still had not addressed problems with actually providing mental health care that complied with state and federal laws. Kaiser's challenges on this front were exacerbated by a long, unresolved labor dispute with the union representing therapists.
Kaiser appealed the findings, the order, and the fine, and sought to keep the proceedings closed, but in September 2014, in the face of the administrative judge's order to keep the proceedings open, and facing the beginning of public testimony, Kaiser withdrew the appeal and paid the $4 million. It also issued a statement which denied much of the wrongdoing. Kaiser faces ongoing inspections by DMHC and three class-action lawsuits related to the issues identified by the DMHC.
In 2006 Kaiser settled five cases for alleged patient dumping—the delivery of homeless hospitalized patients to other agencies or organizations in order to avoid expensive medical care—between 2002 and 2005. Los Angeles city officials had filed civil and criminal legal action against Kaiser Permanente for patient dumping, which was the first action of its kind that the city had taken. The city's decision to charge Kaiser Permanente reportedly was influenced by security camera footage, allegedly showing a 63-year-old patient, dressed in hospital gown and slippers, wandering toward a mission on Skid Row (this footage was prominently featured in the Michael Moore 2007 documentary Sicko). At the time that the complaint was filed, city officials said that 10 other hospitals were under investigation for similar issues. Kaiser settled the case, paying $5,000 in civil penalties and agreeing to spend $500,000 on services for the homeless. During that same period, the Department of Health and Human Services' Office of the Inspector General settled 102 cases against U.S. hospitals that resulted in a monetary payment to the agency.
In 2004, Northern California Kaiser Permanente initiated an in-house program for kidney transplantation. Prior to opening the transplant center, Northern California Kaiser patients would generally receive transplants at medical centers associated with the University of California (UC San Francisco and UC Davis). Upon opening the transplant center, Kaiser required that members who are transplant candidates in Northern California obtain services exclusively through its internal KP-owned transplant center.
While it was in operation, the Kaiser program had a 100% survival rate, which is better than other transplant centers. However, patients who needed a kidney were less likely to be offered one. Northern California Kaiser performed 56 transplants in 2005, and twice that many patients died while waiting for a kidney. At other California transplant centers, more than twice as many people received kidneys than died during the same period. Unlike other centers, the Kaiser program did not perform riskier transplants or use donated organs from elderly or other higher-risk people, which have worse outcomes. Northern California Kaiser closed the kidney transplant program in May 2006. As before, Northern California Kaiser now pays for pre-transplant care and transplants at other hospitals. This change affected approximately 2,000 patients.
Research and publishing
Kaiser operates a Division of Research, 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 toward prevention is reflected in the areas of interest—vaccine and genetic studies are prominent. The work is funded primarily by federal, state, and other outside (non-Kaiser) institutions.
Kaiser has created and operates a voluntary biobank of donated blood samples from members along with their medical record and the responses to a lifestyle and health survey. As of November 2018, the Kaiser Permanente Research Bank had over 300,000 samples, with a goal of 500,000. De-identified data is shared with both Kaiser researchers and researchers from other institutions.
Kaiser Permanente Bernard J. Tyson School of Medicine
Main article: Kaiser Permanente Bernard J. Tyson School of Medicine
Kaiser Permanente announced its plan to start a medical school in December, 2015, and the school welcomed its inaugural class in June, 2020. The vision for the school is to redesign physician education around the pillars of patient-centered care, population health, quality improvement, team-based care, and health equity.
Mark Schuster, MD, PhD was named the medical school's Founding Dean and CEO in 2017. The Kaiser Permanente Bernard J. Tyson School of Medicine was renamed from the Kaiser Permanente School of Medicine in November 2019 in honor of late Kaiser Permanente Chairman and CEO Bernard J. Tyson. The medical school received preliminary LCME accreditation in February 2019 and is expected to receive full LCME accreditation by 2023. The school will waive all tuition for the full four years of medical school for its first five classes.
In order to contain costs, Kaiser requires an agreement by planholders to submit patient malpractice claims to arbitration rather than litigating through the court system. This has triggered some opposition.
Wilfredo Engalla is a notable case. In 1991, Engalla died of lung cancer nearly five months after submitting a written demand for arbitration. The California Supreme Court found that Kaiser had a financial incentive to wait until after Engalla died; his spouse could recover $500,000 from Kaiser if the case was arbitrated while he was alive, but only $250,000 after he died. The Foundation for Taxpayer and Consumer Rights contends that Kaiser continues to oppose HMO arbitration reform.
Watchdogs have accused Kaiser of abusing the power imbalance inherent in the arbitration system. Kaiser engages in many cases whereas a customer will usually engage in just one and Kaiser can reject any arbitrator unilaterally, thus they can select company-friendly arbitrators over those that rule in favor of customers. As a large organization, Kaiser can also afford to spend much more on lawyers and orators than the customer, giving them more advantages. In response to criticisms, Kaiser established an Office of Independent Administrators (OIA) in 1999 to oversee the arbitration process. The degree to which this office is actually independent has been questioned.[third-party source needed]
Patients and consumer interest groups sporadically attempt to bring lawsuits against Kaiser Permanente. Recent lawsuits include Gary Rushford's 1999 attempt to use proof of a physician lie to overturn an arbitration decision.
In one case, Kaiser attempted to significantly expand the scope of its arbitration agreements by arguing it should be able to force nonsignatories to its member contracts into arbitration, merely because those third parties had allegedly caused an injury to a Kaiser member which Kaiser had then allegedly exacerbated through its medical malpractice. The California Court of Appeal for the First District did not accept that argument: "Absent a written agreement—or a preexisting relationship or authority to contract for another that might substitute for an arbitration agreement—courts sitting in equity may not compel third party nonsignatories to arbitrate their disputes."
While Doctors of Medicine (M.D.) and Doctors of Osteopathic Medicine (D.O.) are partners within the for-profit physician groups, many employees are members of various unions and guilds, depending on their role and service area.
KP's California operations were the target of four labor strikes in 2011 and 2012 — two (September 2011, January 2012) involved more than 20,000 nurses, mental health providers, and other professionals. The National Union of Healthcare Workers (NUHW) has accused Kaiser of deliberately stalling negotiations while profiting $2.1 billion in 2011 and paying its CEO George Halvorson $9 million annually. The workers were dissatisfied with proposed changes to pensions and other benefits.
On November 11, 2014, up to 18,000 nurses went on strike at KP hospitals in Northern California over Ebola safeguards and patient-care standards during union contract talks. 21 hospitals and 35 clinics in the San Francisco Bay Area were affected.
In fall 2018, Kaiser Permanente and the Alliance of Health Care Unions reached a Tentative Agreement on a national, 3-year collective bargaining agreement that covers nearly 48,000 unionized Kaiser Permanente health care workers in 22 union locals. The negotiations, which began in May, were among the largest private-sector contract talks in the United States this year. The deputy director and commissioners of the Federal Mediation and Conciliation Service attended the sessions. This agreement went far beyond the traditional contract issues of wages and benefits to include provisions to strengthen the groundbreaking labor-management partnership between Kaiser Permanente and the Alliance, at the senior leadership level as well as the front-line level. This includes 3,600 unit-based teams — jointly led by pairs of managers and union-represented employees — that are delivering significant improvements in the areas of quality, affordability, service and work environment on behalf of Kaiser Permanente members and patients.
Jamie Court, president of the Foundation for Taxpayer and Consumer Rights has said that Kaiser's retained profits are evidence that Kaiser policies are overpriced and that health insurance regulation is needed.
State insurance regulations require that insurers maintain certain minimum amounts of cash reserves to ensure that they are able to meet their obligations; the amount varies by insurer, based on its risk factors, such as its investments, how many people it insures, and other factors; a few states also have caps on how large the reserves can be.
Kaiser has been criticized by activists and state regulators for the size of its cash reserves. As of 2015, it had $21.7 billion in cash reserves, which was about 1,600% the amount required by California state regulations. Its reserves had been a target of advertising by Consumer Watchdog supporting Proposition 45 in California's 2014 elections. At the end of 2010 Kaiser held $666 million in reserves, which was about 1,300% of the minimum required under Colorado state law. Those funds were in Kaiser's risk-based capital account, held to pay for disasters or major projects. In 2008, the Colorado regulator required Kaiser to spend down its reserves; after negotiations Kaiser agreed to spend $155 million of its reserves giving credits to its clients and building clinics in underserved parts of the state.
Kaiser has been fined nearly $500k, more than any other health care employer in California, by Cal/OSHA for its violations regarding patient and staff safety following outbreaks of COVID-19 in Kaiser hospitals across California, though primarily in the Bay Area. Kaiser is responsible for more than 10% of all COVID violations in California. A COVID-19 outbreak sickened 92 people at Kaiser San Jose Medical Center on Christmas Day 2020. Kaiser San Leandro received the largest portion of fines, nearly $90k, for delays in reporting COVID infections and for failure to ration medical equipment according to pandemic regulations.
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- ^Cal Matters - State fines Kaiser $499K for COVID worker safety violations
- ^KTVU - San Leandro Kaiser hit with fresh fines; KP comprises 10% of California COVID citations
- ^Kaiser San Jose Patients Test Positive for Coronavirus After Christmas Day Outbreak
- ^San Jose Inside - Even Before Recent Outbreak, San Jose Kaiser Faced Steep Fines for Covid Safety Violations
- ^KQED - California Fines Kaiser $499K for COVID-19 Worker Safety Violations
What states have Kaiser Permanente hospitals?
Click to see full answer.
Likewise, people ask, how many Kaiser Permanente hospitals are there?
Kaiser Permanente includes 38 hospitals, 618 medical offices, 16,942 physicians, 48,701 nurses and 174,259 employees. Kaiser Permanente is led by Chairman and CEO Bernard J. Tyson. Kaiser Permanente has an annual operating revenue in excess of $50 billion.
Similarly, can you go to any hospital with Kaiser insurance? Go to the nearest hospital or any facility that can give you the care you need. We'll cover urgent care at non–Kaiser Permanente facilities anywhere in the United States while you are temporarily outside of your service area.
People also ask, does Kaiser cover out of state?
International Travel: Kaiser Permanente generally doesn't pay providers outside the United States directly. You may want to get extra travel insurance for your trip. If you need assistance while traveling internationally, call the Away from Home Travel Line at 951-268-3900.
What hospital can I go to if I have Kaiser insurance?
If you have Kaiser coverage, you must get your services at Kaiser, including medical, OB/GYN, vision, and prescriptions. However, if you have a medical or psychiatric emergency, you may go to the nearest hospital for emergency care, even if it is not a Kaiser hospital.
Have kaiser states hospitals what
The nation’s leading not-for-profit, integrated health plan, Kaiser Permanente makes a difference in the lives of members, patients, and communities across the country. With 39 hospitals and more than 694 medical office buildings in 8 states and the District of Columbia, there is a large variety of opportunities and environments in which you can shape the future of care.WashingtonOregonColoradoCaliforniaHawaiiWashington, D.C.VirginiaGeorgiaMaryland
- HR Service Center, Alameda1451 Harbor Bay Parkway
- Orange County-Anaheim Medical Center3440 E. La Palma Avenue
- Antioch Medical Center4501 Sand Creek Road
- Kern County Administrative and Medical Offices5055 California Avenue
- Baldwin Park Medical Center1011 Baldwin Park Boulevard
Baldwin Park 91706
- Downey Medical Center9333 E Imperial Highway
- Fontana Medical Center9961 Sierra Avenue
- Fremont Medical Center39400 Paseo Padre Parkway
- Fresno Medical Center7300 North Fresno Street
- South Bay Medical Center25825 S Vermont Avenue
Harbor City 90710
- Orange County-Irvine Medical Center6640 Alton Parkway
- Antelope Valley Administrative and Medical Offices 615 W Avenue L
- Lincoln Medical Offices1900 Dresden Drive
- West Los Angeles Medical Center6041 Cadillac Avenue
Los Angeles 90034
- Los Angeles Medical Center4867 Sunset Boulevard
Los Angeles 90027
- Modesto Medical Center4601 Dale Road
- Manteca Medical Center1777 W Yosemite Avenue
- Moreno Valley Medical Center27300 Iris Avenue
Moreno Valley 92555
- Oakland Medical Center3600 Broadway
- Northern California Regional Administrative Offices1950 Franklin
- 1800 Harrison 1800 Harrison
- Ordway Building1 Kaiser Plaza
- Kaiser Center300 Lakeside Drive
- Ontario Medical Center2295 South Vineyard Avenue
- Panorama City Medical Center13651 Willard Street
Panorama City 91402
- Southern California Regional Administrative Offices393 E. Walnut Street
- Pleasanton Medical Offices7601 Stoneridge Drive
- KPIT Pleasanton Campus4460 Hacienda Drive
- Redwood City Medical Center1150 Veterans Boulevard
Redwood City 94063
- Richmond Medical Center901 Nevin Ave.
- Riverside Medical Center10800 Magnolia Avenue
- Roseville Medical Center1600 Eureka Road
- Sacramento Medical Center2025 Morse Avenue
- South Sacramento Medical Center6600 Bruceville Road
- Point West Medical Offices1650 Response Road
- Zion Medical Center4647 Zion Ave.
San Diego 92120
- San Francisco Medical Center2425 Geary Boulevard
San Francisco 94115
- San Jose Medical Center250 Hospital Parkway
San Jose 95119
- San Leandro Medical Center2500 Merced Street
San Leandro 94577
- Sidney R. Garfield Health Care Innovation Center 590 Whitney Street
San Leandro 94577
- San Rafael Medical Center99 Montecillo Road
San Rafael 94903
- Santa Clara Medical Center700 Lawrence Expressway
Santa Clara 95051
- Santa Rosa Medical Center401 Bicentennial Way
Santa Rosa 95403
- South San Francisco Medical Center1200 El Camino Real
South San Francisco 94080
- Stockton Medical Offices7373 West Lane
- Union City Medical Offices3555 Whipple Road
Union City 94587
- Vacaville Medical Center1 Quality Dr.
- Vallejo Medical Center975 Sereno Drive
- Walnut Creek Medical Center1425 S Main Street
Walnut Creek 94596
- Walnut Creek Data Center501 Lennon Lane
Walnut Creek 94598
- Woodland Hills Medical Center5601 De Soto Avenue
Woodland Hills 91365
- Hidden Lake Medical Offices7701 Sheridan Blvd.
- Smoky Hill Medical Offices16290 E Quincy Ave.
- Aurora Centrepoint Medical Offices14701 East Exposition Ave.
- Central Support Services 16601 E. Center Tech Pkwy.
- Waterpark I Administration Building 2500 S. Havana St.
- Waterpark II Administration Building2530 S. Parker Rd.
- Waterpark III Administration Building2550 S. Parker Rd. S400
- Baseline Medical Offices580 Mohawk Dr.
- Castle Rock Medical Office4318 Trail Boss Dr.
Castle Rock 80104
- Arapahoe Medical Offices5555 E Arapahoe Rd.
- Southern Colorado Regional Administrative Office1975 Research Parkway, Ste 250
Colorado Springs 80920
- Regional Administration Building 1975 Research Pkwy., Suite 250
Colorado Springs 80247
- Briargate Medical Office Building4105 Briargate Pkwy.
Colorado Springs 80920
- Highline Behavioral Health Center10350 E. Dakota Ave.
- Lowry Administration Building 7901 E. Lowry Ave
- Stapleton Support Services11000 E. 45th Ave
- Legacy Highlands Administration Building 10065 E. Harvard Ave
- Franklin Medical Offices2045 Franklin St.
- Skyline Medical Offices1375 E 20th Ave.
- East Denver Medical Offices10400 East Alameda Ave.
- Colorado Regional Administrative Offices10350 East Dakota Ave.
- Edwards Medical Office56 Edwards Village Blvd
- 2 Greenwood 6560 Greenwood Plaza Boulevard
- Englewood Medical Offices2955 S Broadway
- Evergreen Medical Office2942 Evergreen Parkway
- Frisco Medical Office226 Lusher Court
- Fort Collins Medical Offices2950 E. Harmony Rd., Suite 190
Ft. Collins 80528
- Greeley Medical Office Building2429 35th Ave.
- Highlands Ranch Medical Offices9285 Hepburn St.
Highlands Ranch 80129
- Rock Creek Medical Offices250 Exempla Circle
- Lakewood Medical Office8383 West Alameda Ave.
- Ken Caryl Medical Offices7600 Shaffer Pkwy.
- Southwest Medical Offices5257 S Wadsworth Blvd.
- Lone Tree Multi-Specialty Center10240 Park Meadows Dr.
Lone Tree 80124
- Longmont Medical Offices2345 Bent Way
- Loveland Medical Offices4901 Thompson Pkwy.
- Parker Medical OfficesParker Medical Offices
- Pueblo North Medical Offices3670 Parker Blvd. Suite 200
- Westminster Medical Offices11245 Huron St.
- Wheat Ridge Medical Offices4803 Ward Rd.
Wheat Ridge 80033
- Exec Center and Med Office Behavioral Health70 Executive Center II
4851 Independence St. Suite 270
Wheat Ridge 80033
- Alpharetta Medical Center3550 Preston Ridge Rd.
- Brookwood at Peachtree Medical Office1745 Peachtree St., Ste. U
- Georgia Regional Administrative OfficesNine Piedmont Center
- Cascade Medical Center1175 Cascade Pkwy.
- Cumberland Medical Center2525 Cumberland Pkwy.
- Glenlake Medical Center20 Glenlake Pkwy.
- Pershing Point Plaza1375 Peachtree St. NE
- West Cobb Medical Center3640 Tramore Pointe Pkwy.
- Forsyth Medical Office1400 Northside Forsyth Dr., Ste. 350
- Downtown Decatur Medical Office201 West Ponce de Leon Avenue, Suite A
- Gwinnett Medical Center3650 Steve Reynolds Blvd.
- Southwood Medical Center2400 Mount Zion Pkwy.
- TownPark Medical Center750 TownPark Ln.
- Lawrenceville Medical Office455 Philip Boulevard, Suite 130
- Stonecrest Medical Center8011 Mall Pkwy.
- Panola Medical Center5440 Hillandale Dr.
- East Cobb Medical Office1205 Johnson Ferry Road, Suite 107
- Henry Towne Centre Medical Center1125 Towne Centre Village Dr.
- Sugar Hill-Buford Medical Center1435 Broadmoor Blvd.
Sugar Hill 30518
- Crescent Medical Center200 Crescent Centre Pkwy.
- Pearlridge Clinic98-1005 Moanalua Road, Suite 1000
- Hilo Clinic1292 Waianuenue Avenue
- Mapunapuna Medical Office2828 Paa Street
- Moanalua Medical Center3288 Moanalua Road
- Hawaii Kai Clinic6700 Kalanianaole Highway, Suite 111
- Honolulu Medical Office1010 Pensacola Street
- Hawaii Regional Administrative Offices711 Kapiolani Boulevard
- Behavioral Health Services – Ala Moana1441 Kapiolani Boulevard, Suite 1600
- Dole Service Center680 Iwilei Road
- Ohohia Support Services531 Ohohia Street
- Kahuku Clinic56-565 Kamehameha Highway
- Kailua Clinic201 Hamakua Drive, Building B
- Kona Medical Office74-517 Honokohau Street
- Waimea Clinic67-1185A Mamalohoa Highway
- Ko'olau Medical Office45-602 Kamehameha Highway
- Kapolei Clinic599 Farrington Highway
- Kihei Clinic1279 S Kihei Road, #120
- Kula Clinic and Kula Hospital100 Keokea Place
- Lahaina Clinic910 Wainee Street
- Lanai Community Hospital627 7th Street
Lanai City 96763
- Lihue Clinic4366 Kukui Grove Street, Suite 101
- Nanaikeola Clinic87-2116 Farrington Highway
- Wailuku Medical Office80 Mahalani Street
- Maui Lani Medical Office55 Maui Lani Parkway
- Maui Memorial Medical Center221 Mahalani Street
- Maui Lani Elua Clinic75 Maui Lani Parkway
- Waipio Medical Office94-1480 Moaniani Street
- Annapolis Medical Center888 Bestgate Rd.
- City Plaza Medical Center10 Hopkins Plaza
- Woodlawn Medical Center7141 Security Blvd.
- Beltsville Warehouse 10121 Bacon Drive
- Burtonsville, MD Optical Lab4000 Blackburn Lane Ste. 180
- Columbia Gateway Medical Center7070 Samuel Morse Dr.
- Frederick Medical Center7190 Crestwood Blvd.
- Gaithersburg Medical Center655 Watkins Mill Rd.
- Germantown Medical Center20407 Seneca Meadows Pkwy.
- South Baltimore County Medical Center1701 Twin Springs Road
- Prince George's Medical Center6525 Belcrest Rd.
- Kensington Medical Center10810 Connecticut Ave.
- Summit Medical Center10500 Summit Ave.
- Kensington Parkway Physical Therapy Center 10410 Kensington Parkway
- Largo Medical Center1221 Mercantile Ln.
- Towson Medical Center1447 York Rd.
- Severna Park Medical Center8028 Ritchie Hwy.
- Shady Grove Medical Center1396 Piccard Dr.
- Mid-Atlantic States Regional Administrative Offices2101 East Jefferson St.
- Garrett Building Administrative Offices11921 Bournefield Way
Silver Spring 20904
- Cardiology and Vascular Care Services1400 Forest Glen Rd., Ste. 300
Silver Spring 20910
- Silver Spring Medical Center12201 Plum Orchard Dr.
Silver Spring 20904
- Marlow Heights Medical Center5100 Auth Way
- Camp Springs Medical Center6104 Old Branch Ave.
Temple Hills 20748
- White Marsh Medical Center4920 Campbell Blvd.
White Marsh 21236
- Beaverton Medical Office4855 SW Western Ave.
- Beaverton Dental Office4855 SW Western Ave.
- Aloha Dental Office17675 SW Tualatin Valley Hwy.
- Murrayhill Medical Office11200 Murray Scholls Place, Suite 100
- Brookside Center10180 SE Sunnyside Rd.First FL, Wing A
- Sleep Lab Days Inn9717 SE Sunnyside Rd. 3rd Floor
- Clackamas Eye Care12100 SE Stevens Ct. Suite 106
- Clackamas Dental Office10209 SE Sunnyside Rd.
- Mt. Scott Medical Office9800 SE Sunnyside Rd.
- Mt. Talbert Medical Offices10100 SE Sunnyside Rd.
- Sunnybrook Medical Office9900 SE Sunnyside Rd.
- Kaiser Sunnyside Medical Center10180 SE Sunnyside Rd.
- One Town Center10163 SE Sunnyside Rd. Suite 490
- Eastman Parkway Office1550 NW Eastman Pkwy. Suite 100
- Gresham Dental Office360 NW Burnside Rd.
- Sunset Dental Office19075 NW Tanasbourne Dr.
- Westside Medical and Specialty Center2875 NW Stucki Avenue
- Hillsboro Medical Office5373 W Baseline Road
- Sunset Medical Office19400 NW Evergreen Pkwy.
- Keizer Station5940 Ulali Drive
- Lake Road Nephrology Center6902 SE Lake Rd., Ste. 100
- Interstate Medical Office West3325 N Interstate Ave. (Main)
- Interstate Medical Office South3500 North Interstate Ave.
- Central Interstate Medical Office3600 N Interstate Ave.
- Interstate Medical Office East3550 North Interstate Ave.
- Northwest Regional Administrative Offices500 NE Multnomah Street
- Mother Joseph Plaza9427 SW Barnes Rd.
- Gateway Medical Office1700 NE 102nd Ave
- Center for Health Research3800 N. Interstate Ave.
- North Interstate Dental Office 7201 N. Interstate Ave.
- Rockwood Dental Office822 NE 181st Ave.
- Eastmoreland Dental Office5025 SE 28th Ave.
- Glisan Dental Office10102 NE Glisan St.
- Grand Avenue Dental Office1314 NE Grand Ave.
- Rockwood Medical Office19500 SE Stark St.
- North Lancaster Dental Office2300 Lancaster Dr. NE
- Skyline Dental Office5135 Skyline Road S.
- West Salem Medical Office1160 Wallace Rd. NW
- North Lancaster Medical Office2400 Lancaster Dr. NE
- Skyline Medical Offices5125 Skyline Rd. South
- Tigard Dental Office7105 SW Hampton St.
- Tualatin Medical Office19185 SW 90th Ave.
- Ashburn Medical Center43480 Yukon Dr.
- Burke Medical Center5999 Burke Commons Rd.
- Penderbrook Medical Center12011 Lee-Jackson Hwy.
- Fair Oaks Medical Center12255 Fair Lakes Pkwy.
- Fairfax Imaging Center8261 Willow Oaks Corporate Dr.
- Merrifield Behavioral Health Center8550 Lee Hwy. Suite 300
- George Mason Square Annex101 West Broad St.
Falls Church 22046
- Falls Church Medical Center201 N Washington St.
Falls Church 22046
- Fredericksburg Medical Center1201 Hospital Dr.
- Loudoun Medical Center19450 Deerfield Ave.
- Manassas Medical Center10701 Rosemary Dr.
- Reston Medical Center11445 Sunset Hills Rd.
- Springfield Medical Center6501 Loisdale Ct.
- Woodbridge Medical Center14139 Potomac Mills Rd.
- Bellevue Medical Center11511 N.E. 10th Street
- Factoria Medical Center13451 SE 36th Street
- Northshore Medical Center11913 NE 195th Street
- Bremerton Behavioral Health Services 555 Pacific Avenue, Suite 202
- Burien Medical Center140 S.W. 146th Street
- Everett Medical Center2930 Maple Street
- Federal Way Medical Center301 S. 320th Street
Federal Way 98003
- Kent Medical Center26004 104th Avenue SE
- Longview–Kelso Medical Offices1230 Seventh Ave.
- Longview Dental Office1230 Seventh Ave.
- Lynnwood Medical Center20200 54th Ave. W.
- Olympia Medical Center700 Lilly Road NE
- Port Orchard Medical Center1400 Pottery Ave.
Port Orchard 98366
- Poulsbo Medical Center19379 7th Avenue NE
- Puyallup Medical Center1007 39th Avenue SE
- Redmond Medical Center at Riverpark15809 Bear Creek Parkway, Suite 100
- Renton Medical Center275 Bronson Way NE
- Kaiser Permanente Renton Administrative Campus2715 Naches Ave. SW, P.O. Box 9010
- Kaiser Permanente Washington Health Research Institute (KPWHRI)1730 Minor Ave.
- Seattle Two Union Executive Offices601 Union Street
- Rainier Medical Center5316 Rainier Avenue S.
- Northgate Medical Center9800 4th Avenue N.E.
- Capitol Hill Campus201 16th Ave. E.
- Downtown Seattle Medical Center1420 5th Ave., Suite 375
- Silverdale Medical Center10452 Silverdale Way NW
I called the same day that I found a vacancy, and they made an appointment for me. On the appointed day, I arrived for an interview. I was taken to a small room and told to wait.
Nana bathes in it, revels in its strength and power. And he can no longer live without him. This energy is her drug, with the help of which she can continue to create. But all these faces merge into one smiling.