Not at this time

Staff B units with 2 nurses

N/AN/A

More incentive to go above and beyondBetter response times from senior managementClear recognition of problems and communication of the plan to fix themNone at

Staff more appropriately, staff for acuity, do not try to save the corporation money and line the pockets of the c-suite by understaffing, underpaying and subjecting staff to unsafe workplace conditions.Staff more appropriately or this facility will continue to have a huge employee turnover and poor staffing retention!

Staffing for intake nurse. Having intake nurse some days/nights and some nights none changes the rhythm of work.None

Employee safety doesn’t feel like a concern here, but I am unsure how to improve it, as it seems the persons in charge of safety rarely make changes or listen to concerns. Some MHTs need reminders of what is acceptable, as they create non-therapeutic environments for patients with poor attitude, yelling, and using explicit language, as well as simply ignoring their responsibilities.As previously stated, LBH does not create a theraputic environment conducive to healing. There are frequent interruptions throughout the day that can be mitigated if there were more clear schedules and guidelines employees could follow; the schedules as posted are rarely followed, with many employees refusing to do the work as assigned. With so many interruptions, it is nearly impossible to create a therapeutic environment in which a patient can take in the information being presented to them. With MHTs yelling in the background of sessions, therapists pulling individuals out of groups, housekeeping taking out trash during groups, it is nearly impossible for patients to be attentive and learn. Attendance is an issue in the eyes of corporate, but why would a patient want to join a group if they are constantly distracted or yelled at my staff?

I was a victim of sexual harassment in my department and HR was there to handle the situation timely.

I work the weekend Baylor and it would be nice to have the CNO work a weekend to see the staff. We know the CNO job is a Monday through Friday, but one weekend a month would be nice. This also allows us to speak with him about concerns. We really don’t have the management support we need on this shift. Maybe weekend HR services too, I know HR to my understanding comes in for overnight staff in the morning, but what about the weekend staff, once a month is good too for a few hours.

1.Establish sound security teams that have primary responsibility for codes and other tasks in the building that complement the whole program. Having people whom work together to resolve crisis as a priority will improve how codes are handled and responded to. It will reduce trauma and injury for all.2. Allow people with demonstrated time and consistency with the company to establish more control over their schedule to keep a solid schedule.3. Create a float pool of trained staff who are contacted via our company who have the sole purpose of coverage for staff needing off. This reduces the stress on the employee and gives the agency access to more available people who aren’t exhausted and burnt out