Riverview Psychiatric Center

Message from the Superintendent (April 04, 2006)

"The interval between the decay of the old and the formation and establishment of the new constitute a period of transition which must always necessarily be one of uncertainty, confusion, error, and wild and fierce fanaticism." - John C. Calhoun

In the past week, many direct care staff chose to meet face-to-face with Laura Fisher and Brian Daskivich. In all, 49 staff directly participated and a number of others likely participated indirectly through discussing ideas with co-workers who brought those to the meetings directly.

Now that there has been a little time to reflect on everything described to Laura and Brian in those interviews, some initial follow up seems necessary.

First, for those who took the opportunity to talk to Laura and Brian, thank you.

Second, the main objective was to understand and accurately capture the perspectives of the people participating related to safety--that was certainly accomplished.

Third, a broad-range of ideas, issues and concerns were identified. The next step will be for leadership groups to consider the input offered, set priorities and take care of "first things first". In this light, generally, issues fall into three major categories. (a) Clarification of expectation or process, (b) Education and Training Implementation, and (c) Staffing.

Fourth, in an organization that involves about 450 people at any given time (staff and clients), there are always going to be differing opinions about how to go about doing things and what is a best course of action, regardless of who is in charge. This does not mean your perspective was not heard or considered. Even at an administrative level, there are parameters and limits within which choices can be made. If you are uncertain as to why a particular decision was made, please ask your supervisor to explain the rationale to you. If their answer does not make sense to you, ask to discuss with their supervisor, and so on. I do understand that understanding and agreement are different things. However, if for some reason, after you have sought to understand the rationale for a decision through your supervisor (or after that, their supervisor), and do understand the rationale but for some reason can not or will not support the decision made, please think carefully about your own reasons for that, and discuss with your supervisor. It is possible he, she, or you are missing something.

Fifth--with the above in mind, please do ask questions of your supervisors. There are any number of internal processes for your ideas to be considered: shift meetings, staff meetings, any number of committees you can route your input to, hospital-wide forums, union representation, and collective bargaining. Please use those appropriate to the issue at hand. Given the breadth and depth of some of the ideas discussed in the interviews this past week, I wonder how many of these had been discussed face-to-face with the immediate supervisor, and of those, how many led to some reasonable response. In terms of process, please do seek to resolve things that come up with your immediate supervisor. When things are not effectively resolved at that level, consider going to your supervisors' supervisor, and so on. The reason for this is that unit leaders can make better and more informed decisions if they hear your ideas, thoughts and questions from you directly. When it comes to work processes, please discuss with your direct supervisor or PSD, and if you don't feel your ideas are getting adequate consideration then contact me. I will likely ask whom you have already discussed the issue with. If there is any supervisor that should have been consulted before me on the issue, I will likely engage them in our discussion. It is my hope other leaders in the organization make use of a similar process.

Last but not least, thank you all for all you have done, and do on a daily basis, and will continue to do in the future. I see this hospital doing great work. I also appreciate that the amount of change has been great, especially in the last two years--and that there has not been much of an opportunity to process that. Our mission has tremendous purpose. Our vision is sound. Although it may not be evident to everyone all the time, decisions concerning this hospital are made in an attempt to improve the lives of those we serve and those that serve.

As Always,

Thank you for your hard work.

David S. Proffitt

"Laugh at yourself, but don't ever aim your doubt at yourself. Be bold. When you embark for strange places, don't leave any of yourself safely on shore. Have the nerve to go into unexplored territory." - Alan Alda

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Riverview Psychiatric Center

Message from the Superintendent (April 04, 2006)

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