Staffing Problems and Failing Infrastructure

Staffing issues and high turnover was a constant refrain in the mid-1960’s in Maine’s institutional system. In 1965 it was determined that Maine’s turnover rate in this industry was twice the national average.

“Robert B. Richard observed that this has its effect not just on the management but also on the patients. ‘…this makes Pineland ‘a broken home’. Twelve hundred ‘slow thinkers’ have to readjust…time and time again to new parents…The aides engaged in direct patient care…must of necessity revert to simple custodial care, and where are we? Back to 1955.’” (Lewiston Evening Journal, September 30, 1965)

Newspaper clipping from the Lewiston Evening Journal, February 2, 1963 – Black and white photo of basement room with mats on cement floor, ladder on wall — Lewiston Evening Journal, February 2, 1963

In 1967, the Legislative Research Committee put out a report detailing both the staffing issues and other fundamental problems at Pineland.

Text: In spite of recent salary increases, those employees who care for the mentally 111 and retarded are among the lowest paid in the State--yet, they have direct influence on the patients since they are in constant contact with them. The work week for aides, or male attendants, is 44 hours: often working ll consecutive days out of 14. Typically, they work 8 days with one off; 7 days on and 2 off; 7 days on and 3 off; and back to 8. — 1967 Legislative Report of Department of Mental Health and Corrections

Text: Also high on the priority list is the need for adequate fire protection. Most of the buildings are 2 or 2 1/2 story structures, and Pineland is located a good distance from any municipal fire department. The need for adequate fire protection equipment is obvious. There will be requests made for other necessities and I only mention these in view of their importance. — 1967 Legislative Report of Department of Mental Health and Corrections

This report also showed the impacts of life in an institution on the people who lived there.

Text: Many of the patients in these 3 institutions are existing for reasons that the body is stronger than the mind, but Pineland seems somewhat more tragic than the state hospitals as there are so many children and young patients. There are those who sit hugging their knees, staring straight ahead, unseeing reality, the boy banging his head as if to rid himself of something undesirable, and the aide rushing to prevent injury; the retarded little redhead of 5 who looks at you, throws her head back and laughs, and is tied with white cloth to keep her from straying. — 1967 Legislative Report of Department of Mental Health and Corrections

That same year, Pineland staff quit en masse over issues of pay and long hours, leaving the institution with even fewer aides and attendants. State Representative Peter Snowe called on the Governor to convene a special session of the Legislature in response. “In one building alone, housing more than 160 patients, were only three attendants. These attendants, or aides, are very much underpaid and overworked. Many of them…are working in excess of 70 hours a week with no overtime pay.” (Lewiston Daily Sun, August 31, 1967).

Newspaper clipping from the Lewiston Evening Journal, August 14, 1967 – Headline: Pineland Officials Admit Numerous Staffers Planning to Quit Next Month; Will Leave Future of Institution in Doubt — Lewiston Evening Journal, August 14, 1967

Theme Alert!

Workforce Crisis

The bulk of the labor that supports people with developmental disabilities has historically been done by “low wage” earners – high school graduates or those with associate degrees working for minimum wage or very close to it. In addition to “low wages”, society at large can view the job as low skilled and akin to “babysitting.” In addition to a lack of workers to fill the shifts and perform the vital tasks, those that are employed in this field often feel undervalued and overworked. Expectations are low – and services suffer as a result. People with developmental disabilities often don’t get the supports they need from the staff hired to serve them – and the behaviors and reactions that may occur with this lack of support can then lead to abuse and neglect, including an overdependence on traumatic interventions like restraint.

Good direct care providers are also promoted to “supervisor” roles without the training and skills needed to support direct care workers (as the skillset of the two jobs are not the same.) Of course, this assumption of the skills is simply untrue. The lack of value placed on those doing this essential work has led to labor shortages again and again.