Heart-wrenchingly disappointing - Care Delivery Equip Employee Review

Personnel Management Concerns: • The occurrence of multiple abrupt terminations within the care delivery team, including the DEIB director, followed by the appointment of a replacement, notably a white woman. It is notable that those dismissed predominantly belonged to marginalized groups. Issues in Recruitment and Administration: • Instances of misleading recruitment practices and administrative inconsistencies, exemplified by: o Misrepresentation regarding client-facing hours, initially stated as 20 per week but later clarified as an average, potentially reaching up to 26 hours. o Offering a 10% annual bonus during recruitment, subsequently revoking eligibility for hires made after October 1 of the year. o Initially permitting the maintenance of a private practice alongside employment, then enforcing an External Work Policy mandating disclosure and approval, with rejection resulting in closure of the practice or termination of employment. Patient Care and Provider Expectations: • Absence of acuity stratification in patient admission protocols, leading to the expectation for providers to assume liability for individuals who may require hospitalization, medically or psychiatrically, if not confined to a hospital bed. Training Deficiencies and Treatment Expectations: • Inadequate training provisions for less prevalent eating disorders and an unrealistic expectation for providers to address all co-occurring conditions, regardless of severity or quantity. Leadership Deficiencies: • Demonstrable lack of emotional intelligence and maturity among leadership, resulting in the employment of manipulative tactics such as gaslighting (DARVO) within feedback forums. These behaviors permeate throughout the organizational hierarchy, eventually effecting all employees through their direct leads. Staff Turnover Impacts: • Frequent turnover and subsequent onboarding of providers, resulting in a lack of continuity and collaboration within care teams, adversely affecting patient care by subjecting them to multiple therapists during treatment. Reactive Leadership Dynamics: • A prevailing reactive approach from leadership, characterized by inadequate attempts to address issues as they arise, perpetuating a cycle of ineffectual crisis management.