# data[].attributes.body
Have annual or bi-annual preceptor classes for RN and ST preceptors to ensure all team members are getting the same information related to best practices when onboarding

# data[].attributes.body
Onboarding process is insufficient. No follow-up after initial orientation session regarding retirement, benefits, etc. Need staff dedicated to assisting employees, not just relying on HR

# data[].attributes.body
Those staff who have been here eons have done A LOT for this organization--training new staff, called in more due to experience or being most qualified, presentations, etc. This is a way of saying thank you and off-setting other costs like parking or childcare

# data[].attributes.headline
role recognition. To work along the thought of caps with names / roles on them, much of the time when I do not recognize a person by name or role, and look at their badge, it is backwards. It would be nice if there was a name tag to add on the back, that provided name and role. NO barcode. That way the badge is never 'backwards'. 

# data[].attributes.subject
role recognition. To work along the thought of caps with names / roles on them, much of the time when I do not recognize a person by name or role, and look at their badge, it is backwards. It would be nice if there was a name tag to add on the back, that provided name and role. NO barcode. That way the badge is never 'backwards'. 

# data[].attributes.body
Mental health is so important. Being given mental health days that are separate from sick days would be helpful especially after an emotional or stressful shift

# data[].attributes.body
Seniority bonuses would be helpful and appreciated.

# data[].attributes.body
More opportunities for professional development and certification compensation for surgical techs, endo techs, anesthesia techs.

# data[].attributes.body
Defined teams that can select their role in the OR for that case.

# data[].attributes.body
offering retention bonuses to employees who have been at UW for a length of time.

# data[].attributes.body
autonomy, trust, involvement of frontline staff in process change

# data[].attributes.body
I think EMH would benefit greatly if we had a Surgical Tech Educator. A lot of information we receive is based around the nurses, which it should be seeing that the information is coming from the nurse educator. A surgical tech educator would be beneficial to all new techs training at EMH.

# data[].attributes.body
Post positions that are call-only positions to assist with maintaining staffing levels and decreasing need to work short if called in overnight.

# data[].attributes.headline
Parking cost prorated to income (multiple tiers)

# data[].attributes.subject
Parking cost prorated to income (multiple tiers)

# data[].attributes.body
feeling valued at work and financial stress

# data[].attributes.body
Inpatient differentials.

More vacation after 5 years. The way it was in the past.

Financial help with parking costs. Pro-rated?

# data[].attributes.body
We used to have the blue and red books that kept everyone accountable for all the cases they needed to know. I feel like this went to the wayside. Staff only want to do their certain team cases. At the UH, this doesn't fit. We are a level 1, we need accountability to stay competent in those more common cases, but there needs to be more support, education and accountability to do this!

# data[].attributes.headline
Call room/space for staff who live more than 45 min away

# data[].attributes.subject
Call room/space for staff who live more than 45 min away

# data[].attributes.body
The price of rent is going UP in Madison. Having an in-hospital space for on-call staff would help keep those who commute long distances

# data[].attributes.body
GROSS for OpTime specifically - what can we stop documenting to save time for RNs

# data[].attributes.headline
Mentor/mentee (formal) pairing for new staff and trainees

# data[].attributes.subject
Mentor/mentee (formal) pairing for new staff and trainees

# data[].attributes.body
Hospital’s attitude of “Anyone is replaceable” is abhorrent. The time, money, and effort it takes to hire and train new staff is not recognized and simply represents poor vision and forethought. Show some loyalty to good employees!!

# data[].attributes.headline
expand Clinical ladder (LEAD) Program to other roles (i.e. STs)

# data[].attributes.subject
expand Clinical ladder (LEAD) Program to other roles (i.e. STs)

# data[].attributes.body
Decrease sense of hierarchy, Feeling valued at work, caps on career mobility.

# data[].attributes.body
Holding all staff including providers to the same level of accountability.

# data[].attributes.body
EMH would benefit from a surgical tech educator. We only have a nurse educator

# data[].attributes.headline
Allowing staff to designate what rooms they prefer to work in and which they hope to avoid

# data[].attributes.subject
Allowing staff to designate what rooms they prefer to work in and which they hope to avoid

# data[].attributes.body
This is interesting, and should be some follow up to find out if there are certain rooms most people avoid and why, then initiatives to change those things :)

# data[].attributes.body
EMH needs to go to teams so everyone feels 100% confident with their skills. This is beneficial to the patients.

# data[].attributes.body
Recognize a hard-working staff by allowing them to choose their OR/assignment for a week - autonomy, retention

# data[].attributes.body
Streamline charting for shorter cases under 60-90 minutes

# data[].attributes.body
we have talked about having an all department picnic to connect outside the workplace.

# data[].attributes.body
Call pay based on years of service, % increase after 5, 10, 15, 20 years

# data[].attributes.body
not always clear what expectations are for roles; job definition/descriptions are not always accurate/updated

# data[].attributes.body
Staff sometimes feel uncomfortable doing certain cases but surgeon pressure to get the case done puts many people in an uncomfortable position and challenges patient safety

# data[].attributes.headline
frontline workers having a say with policy changes.  needs representation from staff who are affected by these changes

# data[].attributes.subject
frontline workers having a say with policy changes.  needs representation from staff who are affected by these changes

# data[].attributes.body
Increased visibility of programs that UW offers that can improve autonomy and professional development. For example, decreasing OR volumes during professional development days so staff can actually attend. It is frustrating that we have this program but are not supported in our work to be able to attend.

# data[].attributes.body
Helps provide input from front line team doing the work

Interaction with CTL/SRTs & Charge team (RN & Anesthesia)

Support services voice (rad tech challenges)

ID equipment conflict

# data[].attributes.body
strengthen relationship with surgeons with better teamsteps. Multi services and call cases require one on one with surgeons.

# data[].attributes.headline
Reduce unnecessary supply opening during cases

# data[].attributes.subject
Reduce unnecessary supply opening during cases

# data[].attributes.body
Determine what supplies we are always pulling, but don't really use. Would save time and reduce waste, and help with supply issues.

# data[].attributes.body
Eliminating incentives, while a cost saver, limits those willing to pick up, creating more staffing constraints.

# data[].attributes.headline
Higher level analysis and dissemination of what leads to case delays

# data[].attributes.subject
Higher level analysis and dissemination of what leads to case delays

# data[].attributes.body
If the real reason for a delay is a lack of CNA staff or processing staff, analyze the cost of increasing their salary to prevent turnover vs the cost of delayed cases/empty OR time

# data[].attributes.body
Having one bank for Sick/Vacation. People are getting all this sick time but when they leave it is not paid out. Which makes people not care if they call in for their shift.

# data[].attributes.body
have staff recognized with lunches with management

# data[].attributes.headline
more incentives offered for long time staff.  ex. over 20 years - no call.

# data[].attributes.subject
more incentives offered for long time staff.  ex. over 20 years - no call.

# data[].attributes.body
Encourage staff schedulers to review case schedule when scheduling staff days-weeks out (are big cases expected, some days heavier)

# data[].attributes.headline
Shadowing different roles within the department

# data[].attributes.subject
Shadowing different roles within the department

# data[].attributes.body
During orientation, having staff shadow eachother's role - i.e. a nurse shadows a tech, scheduler, triage department, pre-op, and procedures. Helps give an opportunity to hear each role's challenges.

# data[].attributes.body
There are software capabilities we aren't using. Tracking instrument and equipment inventory/availability against scheduled cases, creating alerts and hard-stops.

# data[].attributes.body
Create firm stops on when OR schedules can change.

# data[].attributes.headline
Increase FTE/Positions (AFCH needs more in house teams on weekends and evenings)

# data[].attributes.subject
Increase FTE/Positions (AFCH needs more in house teams on weekends and evenings)

# data[].attributes.body
Decrease call burden, decrease stress/multitasking of charge RN, increase job satisfaction/patient safety,

# data[].attributes.body
team communication and expectations in small huddles in the day.

# data[].attributes.headline
Better publicity of Sustainability Practices

# data[].attributes.subject
Better publicity of Sustainability Practices

# data[].attributes.body
Prevent waste on the macro-level, improving cost efficiency and environmental impact

# data[].attributes.body
UW puts up an illusion that it is concerned with well-being of its employees, yet employees are asked to stay late or work beyond their regular hours. Quite the contradiction

# data[].attributes.body
Staffing proactively, not reactively.

# data[].attributes.body
Only allow central schedulers to schedule to the board.

# data[].attributes.body
Streamline pans to include only frequently used stuff

# data[].attributes.body
Have OR team gather w/surgeon for an opportunity to answer/clarify case questions

# data[].attributes.body
Create teams per Service. Not soft teams.

# data[].attributes.body
Not sure where to put this topic but I feel there is no growth for Surgical Techs. There should be more advancement opportunities for Surgical Techs.

# data[].attributes.body
Chose holiday, event or milestone to let me pick my assignment every once and a while

Brings celebrations top of mind

reduces favoritism

gives front line team a voice in every-day decision

# data[].attributes.body
Accountability for providers to be ready for the OR. All things ready to go.

# data[].attributes.body
Everyone has many competing responsibilities in their role. I see physicians, and residents abruptly interrupting other staff when they are performing their role. That makes them feel like their work is less important. Physicians and residents should be taught to use R4P to respectfully communicate with their colleagues so all can complete their responsibilities. This promotes teamwork. And most importantly, patients will notice this.

# data[].attributes.body
Right now staff training for off-shift (3pm-3am or 7pm-7am) are training during the day. They are bounced around to different preceptors. Having a senior nurse or tech who is competent in a variety of different cases (neuro, general, cardiac, etc.) assigned to these staff so they have a core senior person with them to build rapport and trust, would be more helpful than 3-5 different people each week. Then offer an incentive to senior staff who are willing to do all the services with this newbie!

# data[].attributes.body
write what went well during the day or not for all staff on a wipe board in huddle area. learn from the day!

# data[].attributes.body
It is very hard and confusing to submit everything for HR and the Help Desk via The Pulse. It would be nice to be able to call them to ask a simple question.

# data[].attributes.headline
expand shared governance to include additional roles (i.e. STs)

# data[].attributes.subject
expand shared governance to include additional roles (i.e. STs)

# data[].attributes.body
Reduce hierarchy, seat a the table for frontline staff

# data[].attributes.body
Preparing for change that will impact staffing and capacity further in advance and preparing for that change rather than reacting to the change and "seeing how it goes"

# data[].attributes.body
Conflict in the OR often leads to HR reports handled elsewhere, when probably many misunderstandings can be resolved at a local level if we had better training

# data[].attributes.headline
attending surgeon present for first time-out to work out questions earlier

# data[].attributes.subject
attending surgeon present for first time-out to work out questions earlier

# data[].attributes.body
We need a firm stop on when elective cases can be added on

# data[].attributes.body
Often times, surgeons will try to dictate OR cases when they should try to communicate with anesthesia and/or the charge RN. Collaboration is the key to well-functioning, respectable OR culture

# data[].attributes.body
Create a quick look communication board of the important information for that day or changes. This way if you can't attend a Huddle you can still be informed on the changes in real time.

# data[].attributes.body
Staff who complain get assigned less than staff that don't.

Surgeons are too worried about fast turnovers and become quite rude when it takes too long. This increases possibility of imp things being miss and contamination

# data[].attributes.body
Improved understanding of what everyone's roles and responsibilities are. Maybe some cross-functional go and sees? That would improve perspective and maybe answer some of the 'why' behind behaviors and actions.

# data[].attributes.body
Somehow need to identify those surgeons who always have cases running over allotted time and have a way to avoid letting that happen so routinely.

# data[].attributes.body
It would be nice if during open enrollment we could actually meet with someone in person like we use to. It sometimes gets very confusing to figure out all the benefits by yourself.

# data[].attributes.body
Reduce role ambiguity and improve direct communication

# data[].attributes.body
It is insane how much we scrounge for equipment! We are continuously borrowing from each other. Investigate the top 15 pieces of Equipment used for the different departments and invest in more equipment!! This will decrease OR time and increase availability of OR cases. We spend DO MUCH time looking for what we need! Anesthesia needs more ultrasounds! We need more ligasures and Stryker cameras. Do an audit or start tracking how long we wait for critical pieces of equipment!

# data[].attributes.body
HR is impossible to deal with. Have in person

staff at faculties.

# data[].attributes.body
Storage of heavy equipment in more convenient areas/accessibility. Not going up and down elevators or across busy corridors.

# data[].attributes.body
Make issue progress & resolution visible. Even if there isn't a solution at least we know we are being heard and there has been an effort to solve it.

# data[].attributes.body
Providers only want their team members. Question when they do not have one of their people. At AFCH, everyone needs to be able to do most cases. Feel unappreciated in the room when provider asking for their person.

# data[].attributes.body
more focus on the how to fix staffing after a call in and less on the names of the people that called in.

# data[].attributes.body
EMH needs teams. Teams help build confidence, boast moral, and will help eliminate waste (ie wont open unnecessary supplies)

# data[].attributes.headline
Surgeons sending a prebrief for complex cases or when working at a site that is not common for them (i.e. adult surgeon operating at AFCH). Sometimes DPCs aren't adequate.

# data[].attributes.subject
Surgeons sending a prebrief for complex cases or when working at a site that is not common for them (i.e. adult surgeon operating at AFCH). Sometimes DPCs aren't adequate.

# data[].attributes.body
Mutual respect, reduce tension, creates space for questions before the patient is in the room.

# data[].attributes.body
Generate a list of EOL equipment for replacement and have a placeholder for capital requests.

# data[].attributes.body
Need innovative way to staff that allows for call-ins etc.

# data[].attributes.body
I feel sometimes that certain doctors get their way with their surgical schedules. Then they run late and then staff have to stay late or the call team has to come in to do the case. Instead of trying to please the doctor, let's look at the patient and see if this is a case that can wait until the next day.

# data[].attributes.body
create interpersonal relationships between OR staff and Repro. Introduce each service so the staff feel a connection to those who could better understand our OR needs and can better support us. We could in turn support them with better communication.

# data[].attributes.body
When scheduling cases be mindful of the whole perioperative experience. Pre/post and PACU feel like they get forgotten. For example, scheduling cases that we know we don't have inpatient room for. And scheduling late outpatient cases. These have impacts that feel like are not acknowledged.

# data[].attributes.body
Not downgrading someone based on their role.

# data[].attributes.body
Look ahead to see if there are OR gaps and better align staff schedules.

# data[].attributes.body
Before COVID we had surgeons come present to all OR staff about the procedures they love doing. It was great to see and hear the passion they had for their job! Not only did I learn more about the cases that particular doc performed, I learned more about them as a person--where they're from, their hobbies. Also have a question and answer helped build better bridges between staff.

# data[].attributes.body
Having at continuous 6 weeks of schedule vs. getting it at some points only 2 weeks in advance (at the end of the 6 week schedule that was rolled out)

# data[].attributes.body
UW claims to be number one for working moms but places lots of hurdles in the way. lack of pumping space, lack of assignment relief, hard to start a leave with Hartford.

# data[].attributes.body
We are having more and more people call in on the nice weather days. We have been UBER short--managers giving lunches. Bring back the incentivized shifts. We lost all our travelers. Put more money back into your staff.

# data[].attributes.body
Given high turnover, need to aim to essentially over-hire, knowing some will leave, to ensure we meet the staffing needs in order to reach a "critical mass" of staff that will avoid the burnout and stress that leads to more attrition. Need to break the cycle somehow.

# data[].attributes.body
Stop Light case timing

This idea came from another organization.

Create Green, Yellow, Red room overrun times. If the room is green (everything running on time), all learning can continue. If the room is running red (i.e. 60 minutes overrun), then all learning stops (nursing, anesthesia, residents, etc.) to get the room moving and back on time. Yellow room, faculty need to be actively involved in the case to keep things moving.

# data[].attributes.body
Surgical services does not have float support. When we are short staffed, we are responsible for completing the tasks and stay late. If we could create a surgical services float pool that would be helpful.

# data[].attributes.headline
Decrease/eliminate Mandating staff (not sure how to attack this but it hugely impacts a feeling of autonomy for staff in the OR). Being told that you are going to work a double at a moment's notice and have no choice in the matter creates a feeling that the organization "owns me." This is awful. We need to figure out how to reduce this.

# data[].attributes.subject
Decrease/eliminate Mandating staff (not sure how to attack this but it hugely impacts a feeling of autonomy for staff in the OR). Being told that you are going to work a double at a moment's notice and have no choice in the matter creates a feeling that the organization "owns me." This is awful. We need to figure out how to reduce this.

# data[].attributes.headline
quarterly in person meetings between SRT/CTL with Surgeons from the services they are responsible for. It isn't efficient to have staff in the room suggest updates to DPCs (staff don't always know when a practice or change is a one-off vs. a permanent change). It would be great for our surgeon partners to take more accountability for what is on their DPCs and review them more frequently.

# data[].attributes.subject
quarterly in person meetings between SRT/CTL with Surgeons from the services they are responsible for. It isn't efficient to have staff in the room suggest updates to DPCs (staff don't always know when a practice or change is a one-off vs. a permanent change). It would be great for our surgeon partners to take more accountability for what is on their DPCs and review them more frequently.

# data[].attributes.headline
Set a standard call burden and create financial incentives/levers when call burden increases 

# data[].attributes.subject
Set a standard call burden and create financial incentives/levers when call burden increases 

# data[].attributes.body
What does the literature say about this? What is an acceptable call burden, how many days/hours results in burnout? When staff leave other staff simply have to absorb these call hours until someone new is hired and trained (6–8-month process in the OR). On-call requirements/scheduling is an area that has very little regulation, transparency, and protection for staff. Our policy often addresses call by saying it's an "exception" to safe safety rules (i.e. limit on hours worked). As it stands right now, the organization can put me on call in whatever they see fit and change my call burden whenever they see fit and I have no policy to back me up when I want to advocate for myself.

# data[].attributes.body
improved communication, improved familiarity with pans, helps build relationship between SPD and CTLs/SRTs, improved job satisfaction for SPD.