Ivy Rehab Network reviews

Overwhelming Caseloads: One of the primary challenges faced by therapists at Ivy was the excessively high patient caseloads. With 60-80 patients per week per therapist, it becomes incredibly difficult to provide quality care and dedicate sufficient time to each individual. This heavy workload hampers the ability to offer personalized attention and compromised patient outcomes. Inaccessible Professional Development: Despite the existence of professional development programs, the demanding caseloads make it nearly impossible for clinicians to take full advantage of these opportunities. The excessive patient load leaves little room for additional commitments, limiting their ability to enhance their skills and stay updated with the latest advancements in the field. Bureaucracy and Productivity Focus: Ivy has multiple layers of bureaucracy which can be extremely frustrating. Therapists find themselves frequently entangled in bureaucratic processes, which diverts their attention away from patient care. Moreover, the organization's primary emphasis appears to be on increasing productivity rather than ensuring the well-being of patients and staff, leading to a diminished quality of care. Detachment of Management: A significant issue with Ivy was the noticeable detachment of middle and upper-level management from the clinicians and patients. Decision-making processes may not adequately consider the insights and experiences of those directly involved in patient care. This lack of connection can create frustration, hinder effective communication, and result in suboptimal clinic operations. Any clinic director or therapist trying to advocate for themselves was seen as a problem employee. An annual leadership conference each year had role playing conversations to help managers deal with employee concerns and was geared to gain employee alignment with corporate rather than understanding the issues in a clinic or patient care. Salary Considerations: While the annual salary may be above average, it is important to factor in the number of patients clinicians are expected to see each day, as well as the additional time required for documentation after hours. When considering these factors, the actual compensation may not be as impressive as it initially appears. This can lead to feelings of undervaluation and contribute to burnout. High Turnover: A concerning trend observed at Ivy is the significant turnover in support staff, clinical staff, and management. This revolving door of personnel introduces instability and disrupts team cohesion. The main reasons cited for this high turnover include burnout, stress, and a poor organizational culture that fails to prioritize the well-being and satisfaction of its employees. Many times employees did not feel excited about new hires because they didn’t expect them to be around for long.

For starters, please be aware that when you sign on here, the culture around taking breaks or taking lunch is non-existent. What I mean by this is that there is no scheduled lunch hour or scheduled break periods, it's more so that you are supposed to take lunch during the less busy part of the day, ASSUMING that will happen. Otherwise, if you took a look at our schedule, you would see that we have patients scheduled each hour and half hour, with no blocks in the schedule for a break. How is this ok? For the amount of work I was doing, the pay could be much more competitive. I mean, on average our therapists were seeing 2-4 (at one point 6!)patients per hour, which is NOT normal or ok, yet it is encouraged by the company because it will make them more money (while our pay remains stagnant). This creates a negative experience for the patient because they do not get to have as much attention as they deserve and are paying for, and it leads to burnout for the physical therapist! Our clinic in particular was also pretty disorganized, like for example if one of our (many) patients was late or came in at the wrong time, we still saw them because we have cultivated this coddle culture for our patients. Also, we have a policy that if someone no shows or cancels last minute, we charge them a no-show fee, but our CD and PC never implemented it because no one has the heart to say "no" to our patients. The boundary setting could be a lot better and should have been encouraged by our manager.