n/a

space, appearance of space. functioning equipment and bathrooms within the space.

* Air conditioning.* Material to keep patients positively engaged throughout the day.* training on how to communicate and interact with patients with special needs such as autism, turrets etc.* more staff to elevate attentiveness to patient needs.* Additional evening snacks (alot of patients get increased appetites after evening medications)

When I first started working here, I had high hopes and was genuinely excited to be part of the company. While I truly value and appreciate my immediate team, I have increasingly found myself dreading coming to work due to the ongoing stress, workload demands, and lack of support. It is discouraging to feel that concerns raised repeatedly by frontline staff are not resulting in meaningful change, especially when many employees are deeply invested in both patient care and the success of the program.The current workload expectations for therapists feel unsustainable and have significantly contributed to staff burnout. In addition to our primary clinical responsibilities, therapists are expected to manage duties such as serving meals, marketing the program throughout the hospital daily, completing intakes and discharges, documenting approximately 36 group notes per day, participating in treatment planning, and facilitating groups for physicians and other departments. The volume and variety of responsibilities make it difficult to maintain a manageable workload while also providing high-quality patient care.A major concern among staff is the feeling that repeated requests for support or workload adjustments are not being meaningfully addressed. Many therapists have communicated feeling overwhelmed and unsupported, yet there appears to be little follow-through or acknowledgment from leadership. Additionally, there is a perception that concerns raised by staff are often dismissed or met with defensiveness rather than collaborative problem-solving. This has contributed to low morale and a growing disconnect between frontline staff and administration.There is also significant concern regarding staff retention and turnover. Therapists frequently leave due to burnout, and many current staff members genuinely care about the program and have offered constructive suggestions for improvement. Unfortunately, it often feels as though employee feedback is not valued or incorporated into decision-making. There is tremendous potential within this program, but it often feels as though mental health treatment is approached primarily from a numbers perspective rather than with full consideration of the complexities involved in working with patients experiencing severe mental health challenges. Frontline staff often have valuable insight into ways to improve both patient care and program outcomes, and greater collaboration and responsiveness from leadership could improve morale, retention, and overall effectiveness of the department.

Mental health days off

Consistency across policies.

Compensation of staff that perform above their peers. It would really help retaining good staff, IE 1-2 social workers are well above the rest and 1 UM

Food

N/A ; More experience required to give a substantive response.

Updating the building more