Communication, staffing, building the employee morale, safety

Higher Pay

Increase staff paySupplying enough patients needs like soap, laundry detergent and soapListening to staff needs especially medical needs of the staffHaving enough staff coverage for all the units by employing nurses and other essential staff membersSuppling staff with Menus during holidays like July 4th and other holidays to boast staff morales

Mental Health Days Paid Flexing not taking away from PTO HoursI feel unheard and disrespected by both staff (including MHTs) and leadership. I have ongoing concerns regarding workplace culture, including gossip, perceived favoritism, and staffing issues that impact morale and teamwork.I also have concerns that safety and workflow issues are not consistently addressed in a timely manner. In some cases, scheduling practices and unit assignments appear to contribute to tension rather than reduce it. For example, MHTs sometimes arrive and immediately choose preferred assignments or areas, while as a lead I am often assigned to 1:1 observation while still being expected to manage additional responsibilities such as stocking and maintaining unit supplies.This combination of role expectations and unit dynamics creates an unsafe and unsustainable workload and contributes to feelings of being unsupported in my leadership role.My scheduled days off are often necessary for mental health recovery due to the ongoing stress of the work environment. I am also concerned that when vacation time is flexed or utilized, it is not consistently replenished, which impacts my ability to maintain adequate rest, recovery, and work-life balance.

Offering a minimum of 2 hours of pay for scheduled PRN shift. Provides updates and progress on changes implemented based on employee feedback, offer more cross training opportunities, update computer equipment. UR could benefit from double monitors due to the amount of applications they are required to utilize daily.

Suggestion- Consider pay increase across the board

The overhead paging is out of control, and is disruptive to the therapeutic effectiveness of groups, as well as the overall well-being of patients. The frequency, volume (sound), and unprofessionalism on display weaken any positive experiences patients and staff have. Too many groups have been disrupted during critical or vulnerable times, which defeats the purpose of treatment.Permitting patients to smoke while at the facility creates a chaotic and dangerous environment. Some staff use cigarettes to manipulate behaviors, e.g., attending groups, while patients often act out, aggressively and destructively, until they get what they want. None of it is professional, appropriate, or safe. Allowing patients to smoke not only causes too many problems than they're worth, staff find themselves purchasing cigarettes for patients only to keep them calm and not be reimbursed.Programming is inconsistent, ineffective, and rigid. Unit schedules are infrequently adhered to by unit staff, as well as other departments. The curriculum dictated to us, which we had no say or part in developing or contributing to, is not always applicable to the population of our hospital or what patients are asking for. However, we are not permitted to be flexible with topics due to the way treatment is being tracked and reported. The focus on the number of patients attending groups rather than whether or not patients are receiving treatment relevant to their needs, gives the appearance that the numbers are the real goal, not the patients. Additionally, we are NEVER given any rationale or context for why programming is changed or why certain curriculum is implemented. Without this, we're left to attempt to explain and defend programming to patients.Night staff appear to be paid more than day staff, despite day staff doing far more for patients and having many more hours of contact than night staff.Social Services department staff are each doing the jobs of at least 2 roles. If there were therapists running groups and documenting notes, and other staff conducting assessments, interviews, finding housing, etc., they would have more time to spend with patients.Overall, I don't know why RIM is constantly struggling. In my time here, there has been frequent turnover in leadership and patient-facing staff. But the issues persist, especially with retaining staff and minimizing attrition. I know that in my department, we speak so often of our dreams and what RIM could be. But we also know the reality of where we work and that we have no power to make changes. So we do the best we can out of desperate necessity.

There's a lot. Protection for the staff is key

Better pay, cash out PTO at the end of the year, security for both patients and staffs safety

CompetencePunctualityTeamworkSafety