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"In our work, it's essential to have people you can lean on. That's why the Emergency Department Director Leadership Academy (EDDLA) is so valuable. When we come together, we create a community," said Brandie Cherry, RN, BSN, MHA, Director, Emergency Services and Hospital-Based Services, Kaiser Permanente Sacramento. Every October, 21 emergency department (ED) directors from Kaiser Permanente Northern California gather for the EDDLA, a full-day, in-person program aimed at enhancing leadership skills and promoting collaboration. October 2025 marked the third year of the EDDLA. "As the creator and facilitator of the EDDLA, my goal is to create intentional space for ED directors to focus on leadership growth beyond daily operational demands and to strengthen connections across the region," stated Tracy Broce, DNP, RN, CNS, CEN, Regional Director, Strategy and Programs, The Permanente Medical Group. Investing in growth to keep KP the best The 2025 EDDLA focused on strengthening leadership skills, improving communication, and promoting resilience. A highlight of the event was a presentation from a chief administrative officer on communicating effectively with senior leaders. Directors learned practical strategies for framing ideas and highlighting their impact. "I left the EDDLA with actionable tips — like using data to craft compelling narratives, choosing action‑oriented language, and creating attention‑grabbing headlines," said Cherry. Kimberly Adams, MSN, RN, former ED service line director, Kaiser Permanente Roseville Medical Center, has attended the academy since its inception and continues to find the content valuable. She noted that topics such as financial stewardship are especially essential for ED leaders. "The academy gave me a clearer understanding of how to meet financial parameters without compromising patient care," Adams said. "We explored the organization's financial landscape and learned how to make informed decisions that balance efficiency with high‑quality care." Sharing knowledge, building community Emphasizing the value of informal connection, Broce explained, "We set aside an hour for lunch so directors can relax and talk about things unrelated to work." Lunch included informal activities, such as one director leading a painting activity. "Each participant created a canvas to take home—it was a wonderful way to spark creativity and strengthen team bonds," Broce said. Leadership development Last year, the academy introduced survival stories, a session where directors shared strategies for maintaining balance in high‑pressure roles. As part of this session, Adams led "Surviving to Thriving," highlighting resilience, staff alignment, and trust — lessons shaped by her leadership during the COVID‑19 pandemic. She also recommended incorporating the Omotenashi principle, a Japanese cultural concept that emphasizes anticipating others' needs before they are expressed, into ED's processes. "The Omotenashi principle helps create a psychologically safe environment that promotes a sense of belonging and trust," Adams said. To better anticipate employees' needs, Adams suggested that EDs proactively develop FAQs or quick-reference guides ahead of major projects or initiatives. Providing these resources in advance can help reduce uncertainty and ease the transition for new staff. She also shared several practical resilience strategies, including taking occasional full days off to unplug, pausing to breathe before responding to stressful…

Postpartum hemorrhage (PPH) is a serious condition defined by excessive bleeding of the birthing patient after childbirth, resulting in blood loss of 1 liter or more. PPH is the second leading cause of pregnancy-related deaths, according to the California Department of Public Health. “We knew we wanted to reduce the chance of hemorrhage with postpartum patients. It’s one thing to hear the numbers, and it is another thing to see the impact hemorrhages have on our patients,” said Hannah Fox, RN, perinatal quality nurse consultant, Kaiser Permanente San Francisco (KPSF). Seeing the impact of PPH cases at the KPSF Medical Center, the Perinatal Patient Safety Committee & Quality Department is focused on initiatives to reduce PPH rates, especially among patients who undergo cesarean deliveries. The team recently shared this evidence-based project at the Research and Innovation Academy conference to highlight how they are implementing new procedures and processes to reduce the hemorrhage rate and its effects. Focused efforts and teamwork “By fostering strong teamwork and promoting timely interventions, our team has significantly improved outcomes, reduced mortality and morbidity, and enhanced care quality for birthing people,” said Jessi Ford, MBA, BSN, RN, RNC-OB, maternal child health nursing director, KPSF. KPSF’s approach includes structured checklists, team huddles, staff education, and regular simulations to prepare for real-world scenarios. For example, to help reduce PPH rates, the committee included the use of a secondary intravenous (IV) line on the checklists. “The use of a second IV line helps patients who experience a hemorrhage and need additional fluids,” said Nancy Rivera, DNP, MSN, CNS, RN, perinatal clinical nurse specialist, KPSF. Routine audits of the checklists help track performance and identify opportunities for ongoing improvement. “It’s inspiring to know that our strategies and tools are making a real difference,” states Rivera. “They allow us to focus on sustainability and future success.” A key part of this success is prioritizing the voices of frontline nurses. Their insights help proactively find risks and implement preventive strategies before a hemorrhage occurs. Impact and outlook Within one year, KPSF’s PPH rate dropped by 2.3%. “To see the drive and change to reduce our hemorrhage rates is rewarding,” said Fox. “Every percentage point drop means we’ve successfully prevented a patient from experiencing a hemorrhage,” she concluded.