This is important because i had never missed a day or been late and i feel like i am being mistreated

Having one technician per unit (open and special care), instead of one for both units, will ultimately benefit the entire unit by increasing safety and creating a better environment for everyone. Furthermore, sufficient staffing will allow staff to have more time to assist and comfort patients and will let technicians also be able to greater assist nurses. With more assistance, nurses will be able to provide better care to their patients. Lastly, sufficient staffing will prevent burnout in all staff, therefore possibly decreasing overall call outs and turn over rates. For reference that Mcdermott is insufficiently staffed, Boys town has a ratio of 1 psychiatric technician per 6-8 patients (according to their psychiatric tech job application). On their website this number is stated to ensure a constant safe ratio of staff to patients and allows technicians to consistently provide the highest quality of care. According to California Law “(13) The licenses nurse-to-patient ratio in a psychiatric shall be 1:6 or fewer at all times. For purposes of psychiatric units only, “licensed nurses” also include psychiatric technicians in addition to licensed vocational nurses and registered nurses. Licensed vocational nurses, psychiatric technicians, or a combination of both, shall not exceed 50 percent of the licensed nurses on the unit.” At Mcdermott there is 1 tech for up to 21 patients and two psychiatric units. This number includes special care, a unit which has a higher acuity and requires significantly more attention. According to the job description of a Mental Health Technician at CHI our main job is described as to assist patients with their individuality, self-expression, acknowledging and accepting responsibility for psychological and behavioral patterns, participate in admission procedures, orient patient and family to unit, lastly, perform basic tasks such as vitals. Rounding is not listed, nor prioritized as the main job function in the description. Electronic rounding for two units is time consuming and only leaves a few minutes between each round. A few minutes is hardly enough time to get a patient necessary items, such as toiletries, let alone have a conversation with them and work on all the other factors described in the job explanation. The mission of CHI emphasizes human dignity and social justice while creating healthier communities. The core values include reverence, integrity, compassion and excellence, and the spiritual mission is to address each patients spiritual and emotional needs as well as physical. Working towards CHI’s mission while understaffed and in unsafe conditions is impracticable, unsustainable and unjust to patients and employees. https://www.boystownhospital.org/services/behavioral-health/psychiatric-inpatient-care https://govt.westlaw.com/calregs/Document/I8612C410941F11E29091E6B951DDF6CE?contextData=%28sc.Default%29&transitionType=Default

We, the undersigned workers of Jimmy John's are concerned about the COVID-19 Health Crisis, and are worried about how our current work situation is putting us and others directly in harm’s way. We do not feel it is safe to be allowing customers to continue coming into the lobby when the CDC and medical community agree that we have not yet even reached the peak of this crisis. Even with the precautions that management has taken to make things safer, the reality is that our stores are mostly small enclosed spaces, COVID-19 is highly contagious, and cases in Indiana are continuing to rise by the hundreds each day. Also, our state does not have regularly accessible testing so the actual number of confirmed cases and deaths are likely far higher than what they are reported as now. We understand that sales are down, but we believe that management must put the lives of its customers and staff over its own profit. If one of us gets sick and is unable to take paid time off or the lobby is opened then they have significantly greater risk of spreading the virus to the rest of the staff and to customers. We cannot in good conscience put ourselves, our families, and our customers at even greater risk by keeping the lobby open and increasing the amount of direct contact that could likely spread the virus further. The close contact at the register and in the lobby means that anyone taking orders and drivers returning from deliveries come well within six feet of many customers and put both parties at risk.

“Models show that if 80 percent of people wear masks that are 60 percent effective, easily achievable with cloth, we can get to an effective R0 of less than one. That’s enough to halt the spread of the disease.” https://www.theatlantic.com/health/archive/2020/04/dont-wear-mask-yourself/610336/ We can do our part to slow the spread of covid-19 by requiring customers to wear masks in order to receive service at Starbucks stores. Starbucks already requires partners to wear masks, but this is only protecting others from employees and is doing nothing to protect employees from customers and does not protect customers from each other. Starbucks China requires customers to wear masks before entering stores, we can and should do the same here in North America.

It is to protect both the employees and the customers from potentially catching anything and it keeps everyone safe. The workers should not have to be put at more risk just because a customer does not want to wear a mask.

Across most industries, “essential employees” are on the front lines of the Coronavirus crisis, supporting our communities and ensuring people continue to have access to services and resources. This includes the employees of the Portland Public School system, including the Campus Security Agents keeping campuses safe and Nutrition Services employees who are still making meals for food insecure kids to pick up while they are learning from home. Like many workers across the state, our Nutrition Services employees and Campus Security Agents are stepping up to support our communities during this crisis. While most of their coworkers are thankfully able to stay safely at home with full pay due to Governor Brown’s Executive Order, many are risking exposure to make sure that students won’t go hungry. In addition to the risk of exposure to COVID-19, these dedicated employees are constantly exposed to the elements, working outdoors in weather that is often rainy and cold. These employees should be recognized for this effort by receiving an Incentive Pay differential for their work during this state of emergency. These workers are putting themselves at extreme risk to help us, many with low-wages and few benefits. It is time that we as a community come together to support them and provide them with an Incentive Pay differential to compensate them for the risks they are taking. They continue to do the work that all of us depend on, and while many of us have the luxury to work from home, they are going out everyday to keep our kids safe and fed.

This is a hard and confusing time for all of us; but when we ask questions seeking clarity, 1 of 3 things happens: 1."We'll get back to you" or "I don't know", 2. Different supervisors provide different information, 3. We get policed for our "tone" and told not to ask questions (this is the most infuriating). Even if we don't like the answers, we deserve the truth: be it about COVID cases and available PPE, about the safety of re-sterilization, or, about how much the system received in CARES act and other funding from the federal government to offset the recent losses.

We are being told that we are essential to the economy and thus cannot benefit from the CARES act which is only for workers furloughed or laid off. Still, CHECKNGO explicitly denied us any kind of fair compensation that would reflect this essential worker position and, even full time, our wage is way below what CARES unemployment benefits are today. WE WANT TO BE PAID A WAGE HIGHER THAN CARES ACT UNEMPLOYMENT BENEFITS

As long-term care workers, we're facing unprecedented challenges right now, and we come to work every day to provide quality care for our residents. We're glad our employer sees that, but we should be treated fairly in how our hard work and dedication are recognized.

On April 6th and 7th, Grinnell College announced grants to help student workers who have lost essential income because they can no longer work. However, many workers have reported receiving grants that were much too small for their needs. What were their processes to determine these grants? In the economic downturn and widespread chaos of this pandemic, we have the right to transparency in the decisions that are affecting our financial status. Furthermore, there is no appeal process for student workers whose grants do not accurately reflect their needs. To the Grinnell College administration, a few hundred dollars here and there may not seem significant. To a displaced student worker with mounting debt and a shattered income, any dollar amount makes a difference. Many Grinnell students rely on their work not just to pay tuition, but for rent and food, and now that they don’t have the opportunity to work, their need is urgent.

Employees deserve to feel safe. As a "sales driven" company district and store managers have many reasons to not follow optional procedures as it can effect their bonus payments. Employees have become frustrated, angry, scared, or just plan overwhelmed by the changing policies and lack of enforcement. No guarentee of pay has been made which leaves employees feeling like they just endanger themselves to earn a living. We ask that all store employees have a say in optional policies. If one employee is not comfortable then no one should be able to side step the policy. We ask that curbside is clarified that no one has to load paint into a customer's vehicle if they are not comfortable. We ask that a barrier is set up to prevent customers from opening or crowding doors. We ask that the company offer employees leave with a guarentee that they will have a job when they come back. We ask that a portal for concerns be opened with a guaranteed response from someone hire than district management to discourage district management from intimidating employees.

Workers in the call centers must use shared headsets, shared work spaces and work within 6 ft of each other with no cleaning supplies. Headsets and work stations are not cleaned in-between use. All workers who can work from home need to be sent home immediately to work. In the meantime more cleaning supplies must be supplied to the workers who must report to the call centers and social distancing must be observed.