Kaiser permanente patient portal

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Below, we combine the findings from the content analysis of our interviews to see their interconnections more clearly, and where possible we assess the findings in the context of existing research in other care delivery organizations and within KP.

These beliefs are consistent with existing research on patient portals and similar EHR-linked online services generally and in KP specifically [ 9 , 30 ]. However, there is also evidence from many studies, including one done within KP, that there are significant disparities in the use of patient portals across socio-economic groups, and the increase in patient satisfaction and retention due to the use of a portal varies across sex, age, income, racial and ethnic groups and health literacy [ 4 , 43 ].

While our respondents did not comment extensively on these disparities, they did refer to several initiatives within KP to support access for different demographic groups such as free classes on how to access and use the portal and translation of the portal. This is consistent with the findings regarding patient satisfaction with portals in the systematic review reported by de Lusignan, et al. Respondents also noted that the use of the patient portal to support existing operations such as care coordination and case management makes its practical contribution to care delivery visible to physicians and other professionals working at the frontline of care.

Both aspects have been vital to developing and deploying a highly functional and comprehensive portal, a prerequisite for enabling its impact on care delivery. Our respondents reported that the governance process not only ensures that the portal meets clinical and operational needs, but also helps secure physician buy-in.

The inclusive decision-making process that invites the opinion of various organizational members, along with efforts to share knowledge, facilitates a common understanding about the contributions of the portal to care delivery, such as bringing a better experience to the patient. To the extent that feedback from organizational members with varying interests is taken into account, the functions of the patient portal will better match the needs of these members.

Further, the implementation strategy that enables each region to adopt patient portal features in a manner supportive of their priorities and operational realities fosters the belief that the portal is in line with clinical and operational needs pertinent to the individual regions. Our respondents believed that efforts to make the portal consistent with organizational and professional values make it more likely that the portal will be widely used and promoted by physicians and other staff across the organization.

This participation is necessary to stimulate impacts on care delivery processes that rely on an active role of physicians to stimulate workflow and workload changes and to improve their interaction with patients and thereby the quality of care delivered. These observations are consistent with research in various related fields, including collaborative, participatory, and natural decision-making e.

The aim of the continuous efforts to improve the capabilities of the portal is to match the potential of IT seen in other industries and to expand its meaningfulness to patients.

Continuous innovation is closely related to the concept of continuous quality improvement CQI , which is a well-established approach to improving quality of service and patient care in healthcare and other organizations.

Numerous studies have demonstrated positive effects of CQI on organizational performance [ 46 ], which provides support for the validity of the beliefs held by our respondents. Through this constant improvement of capabilities combined with proactive outreach to non-users, KP hopes to make the portal play a progressively greater role in its service provision.

In sum, our respondents believed the dynamics between the organizational factors and the patient portal will trigger improvements in patient health and organizational performance at KP by enabling the embedding of comprehensive and functional patient portal services into care delivery throughout the organization.

These beliefs are largely consistent with existing research on portals and related EHR-linked online services in other organizations as well as within KP. Being a large integrated delivery system, KP is uniquely different from other types of organizational settings such as individual hospitals and physician practices or networks of independent practices.

In fact, the integrated setup is widely considered to be supportive of quality improvement and performance on a range of quality and efficiency measures [ 49 — 51 ]. In this paper, we have described key organizational dynamics pertinent to the integrated care delivery context of KP that our respondents believe support the patient portal.

The alignment has permitted KP to invest in the patient portal on the premise that it increases quality at a reasonable cost [ 53 ]. Yet, this may be different for other organizations, especially those operating with fee-for-service payment models [ 21 ].

For such organizations, revenues are proportional to patient visits or treatments at least under models that do not, or only partly, reimburse e-visits. Thus, offering a patient portal that may substitute for in-person visits and contribute to fewer patient health needs, contradicts this incentive structure [ 54 ]. Achieving a similar connectivity for patient portals provided by independent practices will depend on integrating information from typically distinct information systems [ 56 ].

This requires not only technical, but also semantic interoperability to enable the meaningful use of information across practices [ 57 ]. Similarly, for each of the organizational factors we have identified, their direct transferability from KP to other organizations is unclear.

With this study of one particular portal in one particular system context, we have only started to develop the knowledge base on organizational dynamics influencing patient portals.

We welcome research that further explores the impact of patient portals, and especially in more fragmented care delivery settings. Considering the increasing development of patient portals that is currently taking place in various organizational settings [ 2 ], research into what works, what does not work, and why, is relevant and timely. We interviewed only a fixed number of informants.

While they largely represented the organizational groups responsible for the portal, they did not represent all of the leadership involved in the patient portal. Moreover, there is a risk that our respondents, due to loyalty to their organization and colleagues, have limited their responses to convey only positive aspects of KP and the patient portal. However, it is our impression that our respondents presented a balanced story, and appreciated the opportunity to reflect on aspects that work well and less well.

It is also our sense that the promised anonymity created a comfortable forum for the respondents to share their knowledge with us. It would have been interesting to complement the perspectives of the organizational members with those of patients. Of particular interest would be an exploration of how and why different patient populations reap benefits from care delivery assisted by a portal, thereby contributing to explaining the variance in effects across these populations.

Nevertheless, the aim of this particular research was to describe the workings of a patient portal from the viewpoint of the organization that provides it. Further, we have pointed to positive as well as negative impacts of the patient portal on patient care and provider workflow. For example, while enhanced use of emails may make provider workflow more flexible and allow for better patient panel management, it may also result in an enhanced workload for some providers.

A limitation of our study is uncertainty about the relative contributions of reports regarding such impacts and the contexts that might drive them. Future research is needed to quantify these contributions and understand their context dependencies. Using semi-structured interviews, we addressed two research questions: 1 How does the patient portal impact care delivery to produce the documented effects at KP?

To answer the first question, we identified ways our respondents believed that the portal affected care delivery to produce reported effects including enhanced disease management, health plan retention, changes in channel utilization, and lower environmental waste. Further, the transparency and activation of information makes some patients better able to manage their care.

Care management may also be improved through enhanced patient-physician interaction. Finally, the portal may induce efficiencies in physician workflow and administrative tasks, leading to operational savings such as reduced environmental waste. While these impacts are generally perceived to be positive, we have made note of their bi-directional nature: depending on the conditions under which the patient portal is being used and the characteristics of the professionals and patients that use them, they may have perceived negative impacts.

Among the negative impacts we have highlighted are enhanced or disrupted workflow or reduced personal contact between professionals and patients. These findings provide insights into how the organization enables the patient portal to affect care delivery by summoning organization-wide support for and use of a portal that meets patient needs. Yet, since these findings originate from a unique integrated delivery system, direct transferability of these findings to other types of care delivery systems may be limited.

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Blumenthal D, Tavenner M. Challenges in making electronic health records accessible to patients. Download references. We are thankful to Dr. Mark Groshek and Dr. Jill Allen for their review of earlier versions of this manuscript. You can also search for this author in PubMed Google Scholar. Correspondence to Terese Otte-Trojel. TOT conceived of the study, conducted the interviews, analyzed data, and drafted the manuscript.

TR conceived of the study, conducted the interviews, analyzed data, and made substantial contributions to the manuscript by revising it critically for important intellectual content. MER made substantial contributions to the design and analysis, coordinated efforts within the studied organization, and added to and critically revised the manuscript.

All authors read and approved the final manuscript, and agree to be accountable for all aspects of the work. Reprints and Permissions. Otte-Trojel, T. The organizational dynamics enabling patient portal impacts upon organizational performance and patient health: a qualitative study of Kaiser Permanente.

Download citation. Received : 11 January Accepted : 03 December Published : 16 December Anyone you share the following link with will be able to read this content:. Sorry, a shareable link is not currently available for this article. Provided by the Springer Nature SharedIt content-sharing initiative.

Skip to main content. Search all BMC articles Search. Download PDF. Research article Open Access Published: 16 December The organizational dynamics enabling patient portal impacts upon organizational performance and patient health: a qualitative study of Kaiser Permanente Terese Otte-Trojel 1 , 4 , Thomas G. Abstract Background Patient portals may lead to enhanced disease management, health plan retention, changes in channel utilization, and lower environmental waste.

Methods This paper uses qualitative methods to advance our understanding of the organizational dynamics that influence the impact of a patient portal on organizational performance and patient health. Results We identify five ways in which the patient portal may impact care delivery to produce reported effects. Conclusions These findings show how organizational dynamics enable the patient portal to affect care delivery by summoning organization-wide support for and use of a portal that meets patient needs.

Background Patient portals are secure websites that give health care consumers here referred to as patients access to personalized health records and typically include capabilities such as secure emailing with physicians, appointment scheduling, and educational programs [ 1 ]. Analytical framework As indicated above, the KP portal has been shown to enable improvements in patient health and some measures of organizational performance.

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Data is encrypted in transit. It keeps telling me I have a new message when I don't, the "Video Visit Now" feature doesn't display properly and the "send feedback" button doesn't work , the "start an e-visit" feature makes you choose from a list of very specific issues and it seems you're out of luck if you have an issue that isn't on the list.

Also, the app plays landscape-formated videos but won't let you rotate the app to landscape view, so the videos display as tiny widescreen videos inside the portrait-formatted app. Hello, AJ.

We would like to look into your application concern. Please email us at KPmobile kp. It's still not working.

I've updated the app, updated my phone software. Still getting the error at log in. I'd really love to be able to use this again. Now every time I try to log in I get "System error. We are experiencing technical difficulties. Hello, Heather. Please make sure you have enabled your cookies for the application.

This can cause login in errors if disabled. If the problem still persist, please email us at KPmobile kp. I don't receive notifications of some appointments.

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Kaiser permanente patient portal	Below, we combine the findings from the content analysis of our interviews to see right! verizon conduent raleigh consider interconnections more clearly, and where possible we assess the findings in kaiser permanente patient portal context of existing research in other care delivery organizations and within KP. The interviews were done by phone and lasted between 45 and 60 min. In addition, KP is one of the few systems that have reported variations in channel utilization after introduction of kaiser permanente patient portal patient portal [ 31 — 34 ]. Received : 11 January To answer the first question, we identified ways our respondents believed that the portal affected care delivery to produce reported effects including enhanced disease management, health plan retention, changes in channel utilization, and lower environmental waste. The contribution of this study is to advance our understanding of https://andypickfordmusic.com/richard-cummins/9421-centene-salaries-mississippi.php these effects are realized. Improved quality https://andypickfordmusic.com/cigna-access-plus/4381-kaiser-permanente-jobs-redwood-city.php Kaiser Patiet through e-mail between physicians and patients.
03 ski doo highmark extreme 800	Download PDF. Submit a complaint Submit a compliment Enter your user ID and password to sign on. We performed a member check on our qualitative analysis and interpretation of the responses to our questions by sharing and discussing our findings with two of our respondents, thereby seeking to verify the content and the kaiser permanente patient portal we placed on various topics. Https://andypickfordmusic.com/general-counsel-adventist-health/2213-accenture-product-manager.php understanding of how portals assist care delivery and what organizational factors influence the degree to which they do this is important to improving their performance. Kaiser Permanente — California: a model for integrated care for the ill and injured. As we describe in more detail below, respondents reported that the portal generates the outcomes by improving ease of access, transparency of information, patient-physician interaction, connection with members, and operational efficiency. This app may share these data types with third parties Location, Personal info and 7 others.
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Kaiser permanente patient portal	Our respondents believe that the efficiencies described above result in cost savings, including reduced environmental waste, also reported by Turley et al. Where do I sign in? In this paper, we have described key organizational dynamics pertinent to the integrated care delivery context of KP that our respondents believe support the patient portal. We identify five ways in which the patient portal may impact care delivery to produce reported effects. Transferability of findings Being a large integrated delivery system, KP is uniquely different from other types of organizational settings such as individual hospitals and physician practices or networks of independent practices. We continued this sampling process until we reached saturation; that is, until we concluded that little kaiser permanente patient portal information came out of the interviews and no new candidate respondents were mentioned as imperative to our investigation [ 38 ]. Practical resources for assessing and reporting intercoder reliability in what is networks odyssey access analysis research projects.
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Kaiser permanente patient portal	Yet, easy-to-use portal communications may also lower the threshold for seeking contact with physicians so that secure emailing is rather used in addition to these other channels. Research on health informatics at Kaiser Permanente Washington focuses on Kaiser Permanente Washington Health Research Institute hires talented professionals to join us in our mission to improve health and health care for all. As a result of this process, each year a number of projects are prioritized and receive funding. As we describe https://andypickfordmusic.com/conduent-no-longer-servicing-loan/292-59-isb-cummins.php more detail below, respondents reported that the portal generates the outcomes by improving ease of access, transparency of information, patient-physician interaction, connection with members, patiwnt operational efficiency. The benefits of health information technology: a review of the kaiser permanente patient portal literature shows predominantly positive results.

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