More in-depth training about what “person centered, trauma informed care” actually means.

Stacey

Stay consistent with changes like for example at one point all units were getting new MHT activity supply. Then they run low it doesn’t really get replaced.Before giving someone a new job see if it will actually fit by asking staff that consistently work with them how that person works for ex to make things less like a popularity contest maybe ask what are some core strengths this person has, or characteristics. Look back into past unit surveys that supervisors do as a reference to the unit. Or even look to a person that has worked on the unit for a while Seniority can go a long way but sometimes is over looked.Better communicationThere could be more variety in activity therapy. Sometimes it can be repetitive groups overlap and patients lose engagement. Would be nice to bring in maybe music therapy or have yoga more often mixed in or dancing or something. The dog that was brought in was a nice touch but the owner doesn’t always keep up with maintenance and this affects the patients experience. The timing of pet therapy also is not during the assigned activity therapist time this was addressed with the leader Adid and no changes were made. Yes it is only 1 day a week but it conflicts with regular scheduling.Some therapist and other group leaders seem exhausted and not very engaging at times it may be because the work load conflicting with group so they don’t always give 1000% and leads to less engagement and shorter groups which can be ineffective for patients to actually learn coping skills to keep them safe and future re hospitalization.Due to lack of communication there has been several times when a report has been made about a staff being an inappropriate fit for unit and the person will still be staffed on the unit. It causes everyone to be at risk!!!!!!! This has been an issue in more than one unit.Cleanliness isn’t consistent throughout the hospital. It is not all on the custodians this is also for staff in general it goes from bathrooms to break room.In past question already reported there is still a safety concerns into the back hallway on second floor of 2C the door should be locked to the staircase.The follow up of things happening should have immediate intervention from supervisors and even work orders as quick as actions taken the following work day rather than waiting for something to happen like the basket ball court incident.Sometimes staff get upset with patients being patients as in rooms being locked for several hours by maintenance after the job was already finished earlier in the day. It is a nuisance to have to repeat work but patients come for help and them being locked out for hours can cause room for follow up issues.When your leader doesn’t follow the proper protocols and procedures it becomes confusing on who to report to. Yes there is a process for people to get removed from the hospital or fired but things that directly involve safety should be taken serious and getting those people out sooner make sure patients are safe and happy.

1. Policies reviewed and matched across the departments2. Hire with experience. ( a body is not just a body)3. Move people from department to department to see if maybe somewhere isn't doing too well in one, may be able to excell or help more in another

Jenn Moreno

I would like to encourage management to try the bottom-top approach in designing of work tools which are mostly used by staff on the units. The staff should be the main contributor in such documents as they will also be able to take ownership during it implementation. For example, some of the unit schedules were just changed by one or two supervisory staff without the involvement of the core unit staff. During it implementation, it has constantly created conflicts between MHTs and patients who desire to have some time between schedule activities for their own personal relaxation. Example is the schedule on unit 2A which is so crowded with out any breathing space for patients.I would like to encourage management to recognize staff who have been impacting the lives of patients for more than 5 years. They deserve to be remunerated more.I would also encourage management to reconsider doing an annual evaluation for each staff during which staff get a raise based on their evaluation. This is what the first CNO used to do, but for sometimes, I have not witness any raise after an annual assessments.

No improvement

Samuel Lombardo

None

Krystal N MHT