NA

Anesia Clark

There staff

Communication and follow up. Often the focus is on the bigger more immediate issues to the detriment of the smaller seemingly less important issues of keeping everyone involved in patient's care as well as patient's family members(with ROI) apprised of important occurences and information. Vital to the overall perception of the hospital.

Understanding that the number of patients we have seen throughout a shift does not determine how much work we have done. The workload can be heavy, and understanding that the job takes a lot of time is important. It's difficult to feel like I've done what I could during my shift only to be told that I'm useless. We do not control how many good or bad referrals come through in a given shift. Regardless, I and others are stressed when we're being pressured to find people and this amount of pressure could put staff in a dangerous position.

Organization, hiring caring nurses, and MHT's with Psych experiences.

Management should make the hospital an attractive place to work by taking the following steps;1. Take a critical look at staff reminurations.2. Instil discipline in the workplace3. Hold staff accountable for their actions and inactions.4. To ensure that staff doesn't turn the hospital into their bedrooms or play grounds.

Giving housekeeping a better pay. Housekeeping is the least paid and do the MOST work in the facility. Everyone says how much they appreciate us but treated with very little respect. We work very hard to keep hbm clean even did great when dmh came and no appreciation was shown. Our supervisor is fantastic but hbm as a whole needs to do better when it comes to our department. We work so hard for us not to be treated fairly or even has benefits like other departments we don’t get weekend pay and when we speak up no one but our supervisor listens. You will start loosing good housekeepers

RESPECT! Fair pay for certain departments Communication sincere appreciation treat employees like they are wanted at hbm Make people want to come to work and want to invite others to work for the company HBM has a bad reputation and needs to be better as a team. Starting from the top people are afraid to speak up because of the fear of losing their jobs

While there have been noticeable improvements in several areas, the clinical department still needs significant work. Although staffing numbers have improved compared to last year, increased staffing does not always translate into better support. At times, some employees are present but not fully engaged, which places additional strain on others. In addition, some staff feel overworked and undercompensated, which can contribute to burnout and lower-quality work across departments.There are also concerns about the performance review process. Evaluations are sometimes completed by individuals who do not directly work with or regularly observe employees. This can result in reviews that feel “safe” enough to avoid termination but low enough to limit pay increases. As a result, performance can feel based more on attendance than on actual job performance or quality of care.Therapists are expected to run groups at consistent times each day, but this does not always happen due to workload. Group topics can also overlap with the WRAP curriculum, making sessions feel repetitive and less engaging. In addition, there seems to be limited support or programming for patients who stay longer. At times, patients are coerced to retract a 3-day notice but then feel frustrated when the level of care they receive does not meet expectations.There have also been efforts that improve the environment but are not consistently maintained. For example, the prize cart for groups was effective in increasing patient engagement but is no longer used regularly. Supplies were once consistently stocked but have become less reliable over time, and even items like yoga mats are sometimes left in poor condition, which affects the overall patient experience.While it is understood that this is also a business, at times it feels like patient care is not fully prioritized. Some patients are treated in an “in and out” manner, and those who stay longer can become overlooked with limited ongoing support or intervention. This also seems to be reflected in employee turnover, with new staff frequently joining and others leaving shortly after, creating a cycle that impacts consistency and care.