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At the Sacramento Medical Center, Christine Nguyen, RN was preparing a patient for discharge when she noticed part of their face drooping.  Trusting her instincts and training, Christine initiated a Rapid Response Team call to act on her suspension that the patient was having a stroke. Her prompt action led to the patient immediately receiving a CT scan, which confirmed the stroke and resulted in medication being administered without delay. The patient was later discharged without any paralysis or effects from the stroke. “Christine’s keen attention to detail, expertise and swift response ensured the patient could return home at their baseline, still able to enjoy life with their family,” said Esperanza Chavez, MSA, BSN, RN, NEA-BC, Chief Nurse Executive at the Sacramento Medical Center. “Christine's response to the patient exemplifies the High Reliability Organization (HRO) principle of preoccupation with failure.” This principle involves a continuous concern with the possibility of failure and the commitment to identify and address any potential issues promptly. “In HROs, even small deviations from the norm are taken seriously, and staff members are trained to recognize and respond to early signs of potential problems,” added Chavez. In addition to preoccupation with failure, the principles of HRO are sensitivity to operations; reluctance to simplify; resilience; and deference to expertise. Ace Delosantos, BSN, RN,  pictured above with Chavez, staff nurse IV, 5th floor telemetry unit, Unit Practice Council chair teaches HRO and Daily Management System (DMS) workshops. “HRO and DMS connect our day-to-day work with Kaiser Permanente’s goals and takes our nursing practice to the next level,” he said. Nurses play a vital role in achieving a high reliability culture by actively identifying and reporting potential safety hazards, promoting open communication, and advocating for patient safety at every level of care. For example, a nurse in the main operating room at the Roseville Medical Center noticed something incorrect about a patient’s consent form posing a potential risk to patient safety. The nurse spoke up and they stopped the line until the issue was addressed. Debbie Reitter, DNP, RN, CNS, NEA-BC, pictured at left, Chief Nurse Executive at the Roseville Medical Center says, “When nurses show up with a HRO mindset, they are better advocates for their patients and their safety.”

“If we can take care of ourselves and pause and reflect on why we became a nurse, it helps us enter a patient's environment ready to take on whatever challenge we are met with,” said San Jose Medical Center Nurse Manager, Bernice Yale, BSN, RN, (pictured above) of integrating Caring Science and the 10 Caritas Processes into her professional practice and educating others as a Caritas Coach. Caring Science, introduced 15 years ago to Kaiser Permanente Northern California nurses, is the practice of caring for someone on a deeper emotional level, which helps nurses, patients, families, and health care team members build stronger connections. Nurses grow and find greater purpose in their work when they experience special moments of caring and connections. The 10 Caritas Processes, intended to help people move beyond task-based practices and toward more authentic, caring practices, guide the Caring Science practice. San Rafael Medical Center Continuum Nurse Manager and Caritas Coach, Gail Sims, DNP, RN, says incorporating them into huddles, staff meetings and trainings, “promote an atmosphere of compassion and loving kindness in our daily interactions.” Yale shares that integrating Caring Science into practice has helped her team care for one another, which positively impacts patient care. “When we all come to work, ready to work and provide care as a team, our patients get the best care from all of us.” By focusing on this caring foundation, nurses help ensure that their work is of high quality and safe, which positively affects the patient's healing process, their experience, and the best possible outcomes in clinical care. Micro practices of Caring Science, offered through the Kaiser Permanente Caring Science Academy, such as HeartMath, Healing Circles and the Equine Leadership Program, provide nurses with opportunities to discover tools within to strengthen their nursing practice. “I’ve realized that compassion, resilience, and connection are tenets I’ve naturally embraced in my daily work,” said Paul Jorge Dizon, MSN, RN, CMSRN, PMH-BC, a clinical practice consultant at the Fremont Medical Center and HeartMath Certified Trainer. “It has also inspired me to extend the same level of care to my peers by intentionally fostering a positive, healing environment and energetic connections that nurture a thriving workplace.” For Redwood City Labor and Delivery nurse, Amanda Sayaseng, BSN, RN, embracing the principles of Caring Science has gone beyond her role as a nurse and has helped in her personal life. “It has allowed me to cultivate deeper compassion and empathy towards myself and others. I've deepened my practice of self-care and loving-kindness, which has significantly improved my emotional well-being.”  

In a pivotal study, San Rafael Emergency Department (ED) leaders Tina J. Vitale‑ McDowell, MSN, RN, CPEN, PECC, and Dana Sax, MD, have brought to light critical insights into the accuracy of triaging pediatric patients in the ED. Their research, published in JAMA Pediatrics, reveals a troubling trend: nearly 60% of pediatric ED visits are over triaged, and 7% are under triaged, leading to significant consequences for patient safety, throughput, and the quality of care. Through their collaborative efforts, Vitale‑McDowell and Sax are championing improvements in pediatric care that are essential for protecting our young patients. “This work is vital to support pediatric readiness and care in our EDs,” said Vitale‑McDowell. “It underscores our ethical responsibility to improve pediatric triage and ensure the safety of our most vulnerable population.” A collaborative effort is now underway involving Regional Quality, Maternal Child Health, Pediatric Emergency Medicine, and the Division of Research to further examine the impacts of mistriage. To understand the challenges faced during triage, front‑line staff from all 21 Northern California ED facilities are providing their insights. “Emergency department triage is inherently a very challenging job. Triage nurses are asked to make triage assignments with limited time to take a history or review a chart, while simultaneously managing a busy waiting room and acting as the liaison between the waiting room and the back of the ED,” explained Sax. “We are learning more about how triage is currently done, how it impacts patient outcomes and ED operations, and we can better support our front‑line triage nurses in this difficult but critically important task of sorting patients on ED arrival.” The focus ahead will be on refining triage processes to better safeguard patient safety and reduce health care disparities. The insights gained from these initiatives are instrumental in supporting our triage nurses, enhancing the care we provide to pediatric patients. “This collaborative work is paving the way for more accurate and equitable care in our emergency departments, ensuring that every child receives the attention they need when they need it most,” said Vitale‑McDowell.

Kaiser Permanente Santa Rosa Medical Center is recognized nationally for its nursing excellence and providing patients with exceptional care by receiving the highly-sought after American Nurses Credentialing Center (ANCC) Magnet Recognition® on January 29, 2025. Kaiser Permanente Santa Rosa is the first hospital in Sonoma County and only the third Kaiser Permanente Northern California hospital to receive this prestigious designation. Magnet designation is the highest credential a health care organization can achieve. Less than 10% of hospitals in the United States have earned Magnet Recognition, considered the gold standard for nursing excellence, quality care, and innovations in nursing practice. To achieve Magnet Recognition, Kaiser Permanente Santa Rosa demonstrated nursing excellence by outperforming national benchmarks in the areas of quality, safety, care experience, and nursing engagement; a set of rigorous criteria created by the ANCC. The designation is renewed every 4 years. The designation reaffirms Kaiser Permanente’s ongoing commitment to the work underway at its Northern California hospitals to consistently deliver superior patient care and outcomes, demonstrate professional growth opportunities and recognition of nurses, support nurse retention, and attract and retain outstanding professional talent. Achieving Magnet Recognition required the participation of all nurses at the Santa Rosa hospital and interprofessional team members. “This was a commitment made by all of our front-line nurses and care teams to be engaged in this work so we can continue to provide our patients and members with the high-quality, exceptional care they expect of us,” said Kaiser Permanente Santa Rosa Chief Nursing Executive and Chief Operating Officer Vicky Locey, DNP, MBA, RN, NEA-BC,  “Achieving this designation took a tremendous amount of work and a desire from everyone to set a high standard of nursing excellence throughout the hospital.” The magnet journey at Kaiser Permanente Santa Rosa started in December 2021. Through a continued focus on nurse recognition, training, and professional development, Kaiser Permanente Santa Rosa demonstrated its commitment to meeting or exceeding magnet criteria. The hospital’s Nursing Professional Certification rate was 14% in 2020 and increased to 20% by 2024. In addition, nurses with bachelor’s degrees or higher rose from 29% in 2020 to 58% in 2024, which is above the threshold for excellence according to magnet standards. As part of the process for the designation, a three-day site visit was conducted last November. Not only were nurses involved but also hospital leaders, physicians, and community and business representatives. This is an important distinction for our patients and members, for our entire medical center and for our community, which will continue to benefit greatly from the excellent nursing care we provide every day,” said Abhishek Dosi, senior vice president and area manager of Kaiser Permanente Santa Rosa. “We are proud to be among the top hospitals in the United States recognized for our nursing excellence and remain committed to demonstrating quality and safe nursing practices as we deliver superior care to those we serve.”

Nominations are now open for the 2025 Extraordinary Nurse Awards! Each of our Kaiser Permanente nurses is extraordinary – tell us which nurse inspires you! Nominate a colleague for one of our 34 coveted annual awards by Feb. 14, 2025. This is a great chance to recognize our nurses who provide outstanding care to our members and the communities we serve. All Kaiser Permanente Northern California nurses are eligible including RNs and LVNs who work for KFH/HP and TPMG. The 2025 Extraordinary Nurse honorees will be celebrated during Nurses Week at an in-person reception in Livermore.  Click here to complete the nomination form. There is a 200 word minimum on all nominations. Once you have your nomination ready, the form only takes a few minutes to complete!  Need inspiration? Learn about our 2024 Extraordinary Nurse Award recipients here. 2025 Extraordinary Nurse Award categories: Nursing Staff: Appointment and Advice Call Center Advanced Practice (including NPs and CNSs) Care Coordination (PCCCN) Continuum (Hospice, Home Health and Skilled Nursing) Emergency Department Clinical Adult Services Maternal Child Health Nursing Professional Development (NPDs and Nurse Educators) Perioperative Services Medical Offices or Outpatient Services Nurse Leader: KFH Nurse Leader of the Year (Assistant Nurse Manager, House Supervisor, Manager, Director, CNE, Quality Leader, etc.)  KFH Emerging Nurse Leader (KFH Nurse leaders in their role for less than 2 years including Assistant Nurse Managers, Managers, Directors, CNE, Quality Leader, etc.) TPMG Nurse Leader of the Year (TPMG Department Managers, Service Directors, DONCP) TPMG Emerging Nurse Leader (TPMG Nurse leaders in their role for less than 2 years including Department Managers, Service Directors, etc.) Continuum Nurse Leader of the Year (COCSD, Nurse Leaders in Home Health, Hospice, Skilled Nursing, Rehab)  Friend of Nursing: Direct Care Partner (PCT, UA, EVS, etc.) Inter-professional Colleague (MD, PT, PharmD, etc.) Thank you for taking the time to nominate a colleague!

“Success occurs when opportunity meets preparation” are words which guide Sarah Abdolcader, MSN, RN, CNL, NEA-BC, pictured above, as a mentor to nurses and emerging nurse leaders at Kaiser Permanente. “I want to share options within what they want and get them on the path towards the future they see for themselves,” she said. “They have the seeds and desire to grow, I just help cultivate it.” Abdolcader, a clinical practice consultant for the Northern California Patient Care Services (PCS) team, is one of 175 mentors who participated in the 2024 cohort of the KP Nurse Leader Mentoring program. The mentoring program has nearly tripled in participants from the 34 participants in the first cohort in late 2022. “Mentoring is one of the hallmarks of professional practice with experienced nurses and nurse leaders contributing to the professional growth of others by sharing their nursing journey experience,” said Jodi Galli, MSN, RN, NE-BC, Northern California PCS Program Manager, Nurse Scholars Academy and Academic Relations. The program contributes to nurse satisfaction, retention, and succession planning as nurses and nurse leaders transition into their practice, specialty areas, and seek to develop their leadership skills, according to Galli. Santa Rosa Assistant Nurse Manager, Tasaday Lewis, BSN, RN, who is mentored by Galli, says the program has helped her grow as a leader, and improve her communication and approach with direct reports and hospital leadership. She also enjoys that the program has given her a perspective beyond the medical center she works in and provides new opportunities to take on pilot programs with potential impact across the region. “We speak about managing a unit, par levels, and staffing budgets, but I also now have a better understanding of Kaiser Permanente’s incredible reach and feel a part of the bigger picture,” said Lewis, a 10-year Kaiser Permanente nurse. Medical centers are also creating mentoring programs to help support the development of their local nursing teams. In South Sacramento, the Professional Development Council launched their local mentoring program over the summer. The first cohort matched 12 new nurses with more experienced colleagues, and they are looking to expand in 2025. Nancy Madden, BSN, RN, CAPA, CPAN, a South Sacramento perioperative department staff nurse IV and chair of their Professional Development Council says the program is mutually beneficial for both nurse mentors and mentees. “Mentees feel supported knowing they have someone they can go to for advice, and guidance to help them achieve their development goals, such as reaching the next step in the clinical ladder, and mentors are satisfied sharing their knowledge and supporting the next generation of nurses.” “The continuous cycle of paying it forward through mentoring and contributing to the professional growth of our nurses exemplifies excellence and the extraordinary practice of Kaiser Permanente nurses,” said Galli. “I am so grateful for this experience,” added Lewis. “I signed up to be a mentor and excited to be able to help others.” Nurse leader mentoring programs are available for both frontline staff nurses and nurse leaders…

“After learning the advantage of decreasing incidences of error in medication administration, nurses appreciate the new system,” said Jovie Jabla, RN, staff nurse IV, of the B-Braun Large Volume Pump/KP HealthConnect Integration project. The project, which started in early 2024 in outpatient infusion clinics across Northern California, supports a culture of high reliability and is part of Kaiser Permanente’s ongoing investment to enhance care-related technology to assist nurses in delivering safe and high-quality care to patients. The smart pump interoperability/auto-programming is now being enabled in emergency departments, adult and pediatric general and intensive care units, and maternal child settings (excluding NICU) across the region and will be live at all NCAL facilities by summer 2025, according to David Boyd, DNP, RN, CNS, CPHIMS, NI-BC, Regional Director for Nursing Informatics. “Medication use, in particular, medication infusions, are an area where safety technologies help nurses and care teams deliver best practice and reduce the potential for error and unintended patient harm,” he said. Multiple published studies have demonstrated that this technology has led to safer administration of intravenous medications by improved drug library compliance, increased accuracy of smart pump programming, increased documentation in the electronic medical record, decreased alert overrides, and reduced total medication errors. Admitting there was some skepticism and resistance to a process change, Jabla, pictured above, shares nurses she works with at the Richmond Medical Center, one of the pilot sites for the rollout, are seeing the benefits of the new system and improved efficiencies. “With pump integration nurses do not need to go through the whole library of medication lists to find the appropriate setting in administering medications,” Jabla said. Orders are input by the physician and verified in the patient’s electronic health record, and the infusion pumps are auto programmed directly from the record. “By using this technology, it eliminates the need for the nurse to manually program the medication,” said Boyd. “As a result, increasing safety benefits to the patient by reducing potential for manual entry error.”

Make it a best practice to regularly check your email. There you’ll find information on professional development opportunities, educational events, important nurse-related news, and much more! Further, the new annual peer feedback process requires you use your KP email. Easily check your email from any shared workstation by using webmail.kp.org.  Don't forget to log out of webmail once you're done checking your email. Need help getting your email reactivated? Follow these steps below while using a KP device. Note: You may be required to enter your NUID and single sign-on password a few times while initially getting started.  Step 1: Log in to www.Microsoft365.com Click on your KP email address if it automatically appears and go to Step 3. Or select ‘Use another account.’ Step 2: Enter your KP email address and hit next. Step 3: Microsoft 365 will open. Select the Apps icon from the column on the left and select Outlook. Click New mail in upper left corner, and send an email to a colleague. Going forward, you can simply log into webmail.kp.org to check your email. If these instructions do not work for you, please submit a ticket using KP Service Now for help getting your account activated.

“Vivek has been my mentor from the beginning, teaching, guiding, and assisting me with everything I needed to become a successful nurse practitioner,” said Amber Luu, NP at Kaiser Permanente Antioch Medical Center. Vivek Venkatakrishnan, MD, FACP, was named a Friend of Nursing – Interprofessional Colleague for the 2024 Extraordinary Nurse Award program. He is an internal medicine physician at the Kaiser Permanente Antioch Medical Center and has been with Kaiser Permanente for nearly four years. Inspiration for Health Care “I come from a family of doctors and grew up hearing wonderful stories about my grandfather, a former army doctor. My parents were general practitioners in a small village in India and were deeply respected and adored by their patients. Their dedication and compassion inspired me to pursue a career in health care,” said Venkatakrishnan. “I am inspired by my colleagues, who remain calm and supportive whenever I need help. Together, we share a common goal: to provide the best care for our patients at Kaiser Permanente,” he added. Leading with Purpose “Leading with purpose means taking each day as it comes and not overthinking things, even on tough days, because I know tomorrow will be better,” shared Venkatakrishnan. Delivering Care Excellence “While performing a shoulder injection on a patient, I needed assistance,” said Luu. “Vivek confirmed that my injection placement was correct, and then stayed to help calm the patient, offering reassurance that they were in good hands,” said Luu. “The empathy he demonstrates daily towards patients and as a mentor makes him extraordinarily deserving of this award,” Luu added.