# data[].attributes.headline
criticality of well-coordinated, recovery driven leadership

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criticality of well-coordinated, recovery driven leadership

# data[].attributes.body
We are facing current difficulties with recruitment and retention of staff, which probably signals underlying or unidentified challenges that need to be addressed.

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assets and conditions that can carry us forward

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assets and conditions that can carry us forward

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Talented, curious workforce

...and necessity gives birth to invention.

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Conditioned reactivity; informational and decisional silos; hopelessness

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What if critical staffing continues to hemorrhage? How will we recruit and keep the right personnel? How will we plan for an expanded mission (service of persons in maximum security treatment)?

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Together we can.

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During this pandemic we have had to become "reactive" in decision making.  While this was necessary, it is time to be more proactive in planning for the future and the difficulties that we have already identified.  

# data[].attributes.subject
During this pandemic we have had to become "reactive" in decision making.  While this was necessary, it is time to be more proactive in planning for the future and the difficulties that we have already identified.  

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KSH has a long history of providing excellent, innovative care. 

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KSH has a long history of providing excellent, innovative care. 

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Recruitment of staff with limited resources.

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Recruitment of staff with limited resources.

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How can we attract and retain new employees if we cannot offer competitive pay in all department and positions?

# data[].attributes.subject
How can we attract and retain new employees if we cannot offer competitive pay in all department and positions?

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Stay positive and set some realistic, attainable goals.

# data[].attributes.subject
Stay positive and set some realistic, attainable goals.

# data[].attributes.body
Need to become re-acquainted with recovery philosophy and principles, and review existing management practices and enhance & strengthen them, in order to embrace and enable recovery. With a strong management foundation, we can support a recovery-based environment.

# data[].attributes.headline
Becoming well-coordinated & recovery driven

# data[].attributes.subject
Becoming well-coordinated & recovery driven

# data[].attributes.body
During the Pandemic, we responded well, but out of necessity, became fragmented, reactive, and everything became "urgent". We need to regain our focus on planned activity, embedding recovery into all we do.  Why at this time?  Because continuing to be in react mode will increase ambiguity, uncertainty, low morale, and could increase turnover.  We must "change the tires" while the vehicle is moving.  Waiting until the Pandemic ends is not a good option.

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What must the environment look like for staff to WANT to stay with KSH? We know pay is an issue, but what are all the other things we can do, to portray ourselves as an attractive workplace, where people want to stay long term?

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Perhaps collaborate more with other State Hospitals on common interests

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Our work session will be successful if we come away with 1) a good list of strengths, weaknesses, opportunities, and threats as an inventory of items to work on going forward, and 2) a high level of energy and commitment to continuing development of a detailed operations plan for KSH.

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Lack of accountability for actions that have very serious implications for patients among direct-care staff

Limited understanding and appreciation for our mission among direct-care staff

Inconsistent support and intervention from Client Rights

Severely fractured working relationships between departments. In certain cases the relationships between departments and staff can be described as toxic and destructive.

Lack for forensic knowledge/sophistication among clinical staff which results in violations of patient rights and loss of reputation for quality client care among stakeholders

Lack of incentive programs to help with staff satisfaction, morale and decrease turnover rates

Specialized units not functioning in specialized ways i.e. open units, neuropsych, and multicultural.

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Extremely niche client population. We don't have to be jacks of all trades. Just the master of one.

Time. For the amount of time we have with the average client, we should be able to completely maximize treatment in every way including discharge planning

A growing focus and energy for discharge and community reintegration among clinical staff

Nurse practitioners! Half cost, double the work.

Talent among the workforce. We have some seriously talented, thoughtful and dedicated staff throughout the hospital.

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We have gotten away from our focus, mission and vision during the pandemic. At the start of the pandemic the focus was survival and keeping folks safe; approaching treatment from a safety perspective. In doing so our vision and focus moved from Recovery to safety. At present we have a better grasp on the pandemic and it is time to turn our attention back to creating a community of respect, healing and recovery. This will not only assist our patients in their recovery journey it will allow an environment for our staff to experience increased job satisfaction.

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Commitment, dedication of our staff, as well as a passion for the work we do. Strong values and morals.

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A younger workforce with different work ethics and expectations. The need to strengthen our team approach to problem solving and treatment. To be one united facility and not silo teams and departments.

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Workforce concerns, the lack of individuals working or wanting to work.  The agencies ability to offer competitive salaries.

I believe we can create a positive shift in our environment.  The atmosphere and culture can change with team work, common goals, vision and mission.

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We are transparent, honest and respectful of each others ideas. Agree to disagree and compromise.