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Sacramento Medical Center has once again proven its excellence in advanced stroke care. The Joint Commission has recertified it as a Comprehensive Stroke Center, a distinction held by only 211 hospitals nationwide. Since earning this prestigious designation in 2017, the hospital has maintained it, solidifying its role as a major referral center for advanced stroke care locally and within Northern California. 

A rigorous review by the Joint Commission surveyors followed the Comprehensive Stroke Center designation. The survey team noted several best practices, including: 

• Physician outreach to stroke patients 7 days post-discharge. 

• A dedicated patient care coordinator and social worker. 

• The Wellness After Stroke class and journey to Magnet status. 

• A pilot in the Neuro Unit to provide patients with blood pressure cuffs and education upon discharge. 

This achievement reflects the hospital’s strong culture of interdisciplinary collaboration, which is essential to delivering and maintaining the highest standard of care for patients requiring advanced medical and surgical stroke treatment. Jason Murray, MSN, RN, Quality Nurse Consultant for Stroke, highlighted the staff’s dedication to quality stroke care, stating, “Our team is committed to delivering exceptional outcomes for stroke patients. Maintaining a prestigious designation requires us to adhere to and exceed the highest standards of advanced stroke care. We are not just checking boxes—our patient outcomes are the true measure of our success.” 

Neuro Clinical Nurse Specialist Almaz Haile, MSN, RN, CCNS, CNS, highlighted the importance of interdisciplinary collaboration, adding, “Every department plays a critical role—from the Emergency Department, Interventional Radiology, and Pharmacy to the ICU and Transport teams. This coordinated effort ensures we deliver care promptly and effectively when every second counts.” 

The Patient Care Services (PCS) Day Away is a quarterly event designed for Assistant Nurse Managers, Managers, House Supervisors, Nursing Professional Development Specialists, and Directors to engage in learning, reflection, and team-building activities. Led by the Chief Nursing Executive, this event serves as a professional and leadership development platform through networking, skill-building, and exposure to diverse perspectives. 

During the Day Away, participants take part in interactive learning activities, including presentations, role-playing exercises, and team-building sessions. Leaders are encouraged to step outside their comfort zones by presenting on unfamiliar topics, conducting literature reviews, and sharing leadership insights. Departments are tasked with facilitating Day Away sessions, creatively enhancing each event through unique themes, games, activities, and interactive elements. 

Guest speakers—accomplished leaders from diverse industries—are invited to share their leadership journeys, providing new perspectives beyond health care. These talks highlight the challenges, inspirations, and sense of purpose inherent in leadership roles. 

Nurse leaders may face unique situations daily, from addressing clinical questions to interpreting policies. In the Day Away, a scenario based on an event that occurred in the hospital is presented and each participating team is required to do a role-playing on how they will address the scenario. These exercises are both instructive and entertaining, allowing participants to actively practice critical skills such as conflict resolution, communication, and providing feedback in a fun way. After each role-play, the directors facilitate debriefing sessions to offer constructive feedback and refine leadership strategies for addressing the scenarios presented. 

“Regardless of your position or years of experience, professional and leadership development is an ongoing process for all leaders,” says George Tutu, MSN, RN, Nursing Professional Development Director. “This event is also a valuable platform for nurse leaders to share perspectives and solutions to issues impacting their departments and staff. Each unit leaders faces unique situations but there are commonalities in the principles used on how situations are addressed or approached.”  

Filipinos comprise 1% of the U.S. population. During the COVID-19 pandemic, Filipino nurses working on the frontlines, even though they made up only 4% of the nursing workforce, comprised 30% of COVID-19 nurse deaths despite facing a resurgence of anti-Asian hate.  

In the celebration of the Asian Pacific Islander (API) Month and Nurses Week, the Greater Sacramento Equity, Inclusion, and Diversity hosted a special event to honor the contributions of Filipino American nurses. On May 15, 2024, Kaiser Permanente employees and physicians were invited to a complimentary screening of the documentary Nurse Unseen, a film highlighting Filipino nurses’ experiences during the pandemic. The documentary examined the historical context that led to the substantial presence of Filipino nurses in the U.S. The film also highlighted stories of humanity and resilience during the pandemic.   

Following the screening, a virtual panel discussion was conducted, moderated by Esperanza Chavez, MSA, BSN, RN, and the Chief Nursing Executive of Sacramento. Chavez reflected on the film and Filipino American nurses’ contributions to the U.S. health care system. “This documentary brings to light the stories of minority nurses, who have long been part of the backbone of health care in the U.S. Their dedication, resilience, and compassion are often unsung, but their impact is immeasurable. “It also highlights the stories of nurses who bravely cared for patients during the pandemic despite the uncertainties and how their culture shaped their resilience.”  

 The panel also featured the film’s director and producer, as well as Sacramento Medical Center’s Ace Delos Santos BSN, RN, and Staff Nurse IV -5th floor. During the discussion, Ace shared the challenges faced by Filipino Nurses at the bedside, away from their families, and facing the impact of the pandemic on nursing care. The event offered an opportunity to reflect on stories about resilience, culture, and diversity in nursing.  

As one of the nation’s leading health care providers, Kaiser Permanente values its diverse workforce and is committed to fostering a work environment that recognizes cultural heritage and supports the well-being of all employees and patients it serves. 

Leadership succession planning is imperative for organizational stability and serves as a structure for staff development and career advancement. The 2024 U.S. Bureau of Labor Statistics RN Occupational Outlook report states that an average of 194,500 annual openings for nurses will be projected by 2033. This increase in nursing job demands may also imply the need to prepare nurses to fill vacancies from retirement and turnover in leadership roles.   

 Nursing Professional Governance Councils (PGC) at Kaiser Permanente Sacramento are unit-based and hospital-wide structures that empower clinical nurses with oversight and autonomy over nursing practice. The structure also serves as a platform for clinical nurses to build leadership skills in key areas, such as communication, problem-solving, decision-making, facilitation, and relationship-building. In their role as chairpersons, committee leads or members, clinical nurses learn how to navigate challenges that affect their practice at the bedside, leading quality initiatives, engaging their peers, and making impactful decisions.   

 “At Kaiser Permanente Sacramento, we support our PGC chairs and committee leads as they assume their roles by offering workshops and mentorship,” explains Joel Mallari, DNP, RN, ACNS-BC, NEA-BC, Magnet Program Director. “The PGC workshops teach them foundational skills on meeting facilitation, structured problem solving, data appreciation, and decision making. We also included leadership development presentations on our monthly PGC Day agenda to supplement learning and skill building. In addition to structured training, every council is mentored by a nurse leader. Council chairs have touch-based meetings with their council mentors to review meeting agenda, seek feedback, or consultations about projects until they are more confident to be independent.”    

While not all clinical nurses involved in council work aspire to formal leadership roles, some discovered new career paths. Recently appointed Assistant Nurse Managers credited their experiences leading council work on their professional growth. 

Elisaden Samier, BSN, RN, CCRN, now an Assistant Nurse Manager (ANM) in the Intensive Care Unit (ICU), related her leadership growth to her role as the ICU Unit Practice Council Chair. “Leading committees, driving quality initiatives, and applying evidence-based practice prepared me for the challenges of my new role,” she shared. In her former role, Elisaden was engaged in council decision-making, team collaboration, and communication, which are essential skills as she transitioned to her ANM role. 

Similarly, Aileen Icmat, MSN, RN, CCRN, ANM of the Post Anesthesia Care Unit, highlights her leadership development journey. While chairing the ICU’s HAPI Committee, she was exposed to work related to cross-department collaboration, resource management, and project implementation. “These experiences shaped my ability to lead effectively as an ANM,” Aileen explains. She also emphasizes the value of tools used in the council work like A3 and KATA in identifying root causes, engaging staff, and fostering a culture of problem-solving. 

Structures such as Professional Governance Councils and mentorship programs help to build leadership skills and open career growth opportunities for clinical nurses. Supporting leadership development at all levels of nursing practice is essential for elevating the profession, improving outcomes, and ensuring organizational stability.  

Patient experience is an essential aspect of measuring quality care. To enhance this part of care delivery at the Sacramento Medical Center, Esperanza Chavez, MSA, BSN, RN, Chief Nurse Executive led the implementation of interdisciplinary daily leader rounding—an initiative designed to build meaningful connections among leaders, patients, families, and staff.  

Leaders from nursing, ancillary services, and administrative departments conducted daily patient visits to engage with patients, families, and frontline staff. A rounding debrief follows, enabling leaders to escalate concerns, implement quick solutions, celebrate successes, and address barriers, such as service delays or communication gaps. This process also promotes accountability, real-time problem-solving, and a culture of meaningful actions.  

“We are receiving feedback from patients that they feel heard and valued, with many highlighting exceptional staff efforts,” Keith Weaver, MSN, RN, NEA-BC, Area Care Experience Leader, noted, “This process also gives us a chance to hear directly from patients not only about their concerns for service improvement but also the incredible work of our staff—they deserve the recognition.”  

Reflecting on the program’s impact, Chief Nurse Chavez emphasized, “Interdisciplinary rounding isn’t about checking in—it’s about showing up, breaking down barriers, and celebrating the extraordinary people behind our care. It is also about engaging all leaders whose work may not be in direct patient care, but making things happen for clinicians to do their work effectively. Over time, this initiative will help us drive improvements in the patient experience, strengthen interdisciplinary collaboration, and enrich the hospital’s mission to provide high-quality care.”