Rehab – Productivity Metrics Lead To Wage and Hour Law Violations, Low Morale, Turnover

By Jackie Lombard

Let’s be clear. No one is saying employees should not be accountable or productive in the OHSU rehab department,

Accountability/productivity is measured by billing CPT codes or “units”. Units can only be billed for direct patient care. They are a volume measurement and do not account for value or quality of service or work.

A problem with the OHSU rehab productivity standard and the system for measuring productivity is that it does not accurately account for the value of the work that cannot be captured by a unit but is none the less required of therapists and desired by the organization. This type of work includes things like documentation, program development, provider conferences, multi-disciplinary rounds, patient care conferences, professional development, teaching, research, publication, administrative tasks and mentoring. The time allocated or allowed for this work is insufficient under the current productivity standard and budget.

Another problem is that the OHSU rehab productivity system in no way accounts for quality as measured by patient functional outcomes or kindness or patience or compassion.

These problems, and attempts to fix them with management, have real negative consequences. First, meeting the productivity standard is a requirement for precepting students and for approval for some types of paid continuing education. The inaccurate productivity system limits professional development of therapists and limits opportunities for education of the next generation of therapy providers. It denies rehab therapists participation in activities essential to and at the core of professionalism.

Second, therapists have been put on work plans or performance improvement plans because they didn’t meet the productivity standard. These therapists are not lazy, or fraudulent, or incompetent in patient care delivery. In fact, they are some of the most skilled, devoted, ethical and hardworking therapists in the department. They are those often tasked with program development or administrative roles essential to OHSU. But they simply don’t bill enough units. And they can’t account for the value of their work any other way. The result of a work plan or even the threat of a work plan is the creation of a chronic ethical dilemma; meet productivity by focusing on billing units above all else or face termination and the inability to support yourself and your family.

A third problem is that questions about the productivity system and barriers to meeting productivity put forth to management go either unacknowledged or disregarded. For example; one manager failed to acknowledge 3 separate emails listing barriers to meeting productivity provided over a 6 week period. The barriers were offered in response to the manager’s request and the emails included solutions to the barriers. The manager finally responded to the last email with “Wow, a lot of ideas”. Another example is that several requests to substantiate the source of the productivity benchmark have simply been ignored. Trying to improve the system is then perceived as futile.

What’s more, expressing concern or opinion about the productivity standard or system of measurement is labeled as “not positive”, “disappointing” and “not team oriented” by management. These labels are discouraging and demoralizing to say the least.

Persistent feelings of futility, discouragement, ethical distress, job insecurity and professional ineffectiveness result in physical, emotional and psychological injury. This harm leads to provider burnout and illness. Is it any wonder that some are tempted to work off the clock to increase productivity and avoid this pain?
OHSU should care about and protect the health and well being of its employees. It is not enough for OSHU rehab management to send email reminders to not skip breaks or lunch or work off the clock while maintaining an inaccurate and unsubstantiated productivity standard and system.

Please, OHSU leadership, make a system that fairly accounts for value and quality, not just volume.

44 thoughts on “Rehab – Productivity Metrics Lead To Wage and Hour Law Violations, Low Morale, Turnover”

  1. 100% true and accurate. Demoralizing and a way to erode a professional’s sense of worth. I have even been told by a director to bill fraudulently in order to increase units billed. Wrong on so many levels. We need change!

  2. Thank you for highlighting such an important topic.

    Quantity over quality services can be detrimental to many of our patient populations.

    The amount of pressure placed on therapists due to not being able to meet these standards of practice has driven away talented and dedicated therapists from OHSU.

    There are other ways to measure therapeutic outcomes in patients that do take longer to generate data but offer more ethical guidelines.

  3. You and your colleagues in Pediatrics are not alone. Therapists working the Adult side of OHSU hospital have had the same experience. Thank you for sharing .

  4. Thank you for sharing some insight into the work environment in the rehab department at OHSU. Many of us fellow therapists echo these very thoughts: what we bring to the institution is so much more than can ever be measured simply by units billed. Supposedly, this is what the organization insists it stands for – imagine, inspire, engage, and excel right? Shame on OSHU, the “best hospital in Oregon”, for rewarding management’s efforts to prioritize the bottom line over quality patient care.

    1. I echo this comment wholeheartedly. We are supposed to be the premier hospital in the region, providing the most up to the minute evidence based care. Our upper Management can’t support the one measure that has been proven throughout the years of research to provide favorable outcomes from patients across the spectrum of illness and injury. Our patients and staff deserve so much better.

  5. As someone who has been through physical therapy, I cannot fathom how this could or should ever be measured by quantity of throughput. Quality of treatment, both physically and emotionally, are critical to success. Having the patience and skill to push someone through a sometimes horribly painful process and to keep their patient’s spirits up is vital to recovery.
    Once again, OHSU seems to be focused only on the bottom line. Nothing World Class is achieved without a focus on Quality of Care.

  6. Having been a patient and received the benefit of Rehab Services, I am distressed that this is occurring within our membership. Being forced to clock out unpaid while at work is outrageous!

  7. Unfortunately, the poor team environment was one reason I chose not to work at OHSU inpatient PT when looking for a job in Portland and went with Providence instead. I hope things turn around as there are some excellent individual clinicians.

  8. I can assure you that as a former OHSU employee who left nearly five years ago–and served as a Supervisor for a short period of time prior to my departure–these allegations are not new, and from the comments I read, the situation in the Rehab department only seem to be getting worse. I am terribly saddened by this.

    Prior to my departure in 2014, I was so morally and ethically distressed that I crafted a letter outlining my concerns to Joe Ness, who at the time was in a different position than his current role as senior vice president and chief operating officer of OHSU. Joe’s response was simply, “I’m happy for you. Take care, Joe.” The short, curt response told me everything I needed to know about the seriousness with which my concerns were taken. I found Joe’s response both disheartening and laughable, since he was responsible for professional and support service units. To know that Mr. Ness is now the COO of OHSU is even more disheartening, since I know for a fact he turned a blind eye to not only my moral distress, but also to that of a fellow supervisor who departed less than 8 months after me.

    To Jackie’s point, not only have therapists been put on work plans or performance improvement plans but during my tenure, Supervisors were also put on work plans because they advocated on behalf of their staff and were tasked with increasing an already demanding productivity standard. At one of my 1:1 meetings with Mrs. Amos she said, “If it were up to me, I would replace the whole department with contract staff; contract workers get the work done.” To say I was appalled at the flippant attitude with which Mrs. Amos regarded her staff was an understatement. I was in disbelief at what I was hearing; that she viewed hard-working employees as disposable and easily replaceable.

    As a graduate of OHSU’s Healthcare Management program, I find it deplorable that OHSU leadership tolerates an environment rife with dysfunction lead by a Director who consistently manages by manipulation. I am now at a highly functional healthcare organization free of the signs and symptoms of repeated psychological manipulation and threats.

    I stand with my former OHSU colleagues! They have tolerated enough cruelty, moral and ethical distress and manipulation from dysfunctional leadership both from directly within Rehabilitation, as well as tolerated by Mr. Ness. Please, OHSU Senior leadership, listen to what has been going on for years.

  9. I have been a patient at OHSU for more than a decade. Both of my sons were born at OHSU and have had all of the healthcare provided by OHSU. I choose OHSU, because I believed it to be the best in Portland. I wanted the best care, provided by the best people in Portland. But now it’s clear to me that as soon as you look above the level of the actual care providers, you find people like Ms. Amos and her cronies, who care more about their budget than the quality of care my family receives. They destroy and push out great technicians, the “best people” that my family relies on. We are but commodities to them and looked at as bills that haven’t been mailed yet. It makes me sick and has me running toward a new provider. To know that former employees have been shrugged off when asking for help and change in the dept by senior leadership, is infuriating. Shame on Mr. Ness and those who are charged with ensuring that OHSU is the best and lives up to their claims, mottos and marketing. You need to be what we, the Portland community, think you are, not another heartless corporation that chews up employees for the bottom line.

  10. First off, a few things that keep me at OHSU are my wonderful co-workers and the patient populations we get to serve. It really is a great place to learn and grow. However, we are not encouraged to fully reach our potential or give the best to our patients. Frequent conversations regarding productivity and the threats that come with it are demoralizing. Those who do go above and beyond by establishing relationships are often made to regret it. My hope is that these uncomfortable working conditions change so that we can continue to provide the care we want and the care that patients deserve without the stress and harassment.

  11. This is so disheartening to hear. I work as a nurse in an adult ICU at OHSU and our P.T.s are a crucial part of our treatment team. The patients in my particular unit are extremely ill, both chronically and acutely, and generally require a great deal of time and staff in order to mobilize. The therapists I work with ROUTINELY go above and beyond to make sure their patients get the services they need in order to ultimately discharge from the hospital and be safe in doing so. We hear so much about the importance of patient satisfaction in our unit and this issue of productivity standards does not seem to ensure patient satisfaction nor does it seem to promote employee satisfaction. I hope management can see how devastating this practice will prove to be for the safety and well-being of our patients when they can no longer retain the incredibly skilled therapists that they currently employee.

  12. Wow, and I bet the first thing out of management mouths were ” “We had no idea this was going on.” and the second ” We have no money ” presented with solid evidence they would something like ” This is a few managers not fully understanding the contract and laws, billing ” this is a classic case of why unions are needed in this country.
    I hope the union isnt going to stop when the leadership offers up a few low end supervisors , sounds like a full purge is needed.
    United we stand.

  13. Therapists are so much more than units of service! As you can see by people’s reluctance to put their names on these comments, therapist’s are afraid to voice these concerns publicly for fear of retaliation. I applaud Jackie for putting these concerns that we all share in writing. These are the kind of issues that make me question my ability to work at OHSU long term despite loving what we do and the patients we serve.

  14. First my heart goes out to the rehab professionals who give their lives to this profession, patient population and institution.
    They do not deserve this treatment.
    One would hope that if approached professionally with valid, objective points upper management would make positive, sustainable changes or oust those making poor choices for their own benefit. Keeping good, well-trained therapists and keeping their job satisfaction high benefits all (less training of new staff, higher quality care, return patients, high motivation of therapists to perform/go above and beyond). It sounds like financial incentives are becoming the primary goal… if so this can not be sustainable in the area or with rehab professionals.

  15. I personally know so many top-knotch quality therapists in this very department who have been called out, punished, and demoralized over not meeting productivity. This arbitrary number of “productivity” reflects nothing about the quality of patient care. So many aspects of being a good therapist-of going above and beyond-involve tasks/time which may not be “billable.” Management does not care. OHSU does not care. These productivity expectations are only creating a toxic work environment, not contributing to quality patient care, and are discouraging professional development. It’s a disgrace because the rehab dept at OHSU has many remarkable, talented, hard working therapists who should be being praised instead of being stressed and harassed about some bogus and frankly unrealistic standard.

  16. It is my hope with the changing of the upper OHSU leadership, has actions as these are uncovered and are confirmed in any department that the abusive “leadership” is removed without fanfare or any type of compensation or letters of reference. If any union member did anything close to this shady they would be escorted off the hill with bugles playing and drums beating.

  17. Focus on quantity only will have such negative long term effects. Especially with PT, quality is so important! It is hard for hospitals and corporations to find a balance between quantity & quality but they can’t ignore that both are necessary. It is my hope this spurs change within OHSU and for those professionals in the rehab department.

  18. Well written and obvious heart felt summary of what sounds like a long standing issue that is not being fully appreciated within the organization. Hopefully your efforts will help raise the priority level.

  19. Thank you all for sharing. I can’t express how validating it feels to read this posting and some of these comments. As an acute care clinician on the OHSU rehabilitation team I echo all the aforementioned remarks. I too fear that OHSU is not a place I can set the roots of my career due to mismanagement and lack of support. I love the work I do and I strive to be the best therapist I can be everyday. An academic institution like OHSU should be the perfect place to develop into a master clinician, however in my experience the longer you stay the less support you are given. Experienced therapist are expensive, I suppose. I think OHSU can do better! United we stand.

  20. I would like to applaud these posts. Like E above, I too am a former rehab employee who served as a supervisor for a short time.
    I observed how Mrs. Amos had a complete disregard for the clinicians who work for OHSU.

    When I approached her about the unreasonable productivity standard she had set, she responded the the therapists could just focus on evaluations of patients because that would earn them higher units of service and not worry about subsequent treatments that the patients so badly needed.

    Mrs. Amos also once told me what her boss, a traveling Administrator, said to her. “Connie, do you know what your peers say about you? They say you will always make it to the top. But you will climb over dead bodies to do it.” Mrs Amos told me this with pride. It was at that moment I knew I would leave OHSU.

    I am sad to know that this is still the culture and environment at OHSU. The clinicians and the patients deserve better.

    I stand with OHSU therapists.

  21. Yikes, so glad AFSCME is bringing this to light. Hope OHSU hears them now. Sad it takes such a push to get management to listen o reason.

  22. Bad management is the #1 reason people choose to leave their jobs. The attitude and pride in the reputation Mrs. Amos has apparently earned from that attitude, as expressed in a previous comment, has no place in any work setting much less in a health care work setting.

    Thank you all for telling your stories and having the courage and commitment to continue to provide high quality care under such difficult conditions. Our union stands with you all.

  23. I have worked as a therapist at OHSU for many years and have witnessed a long history of putting profit over quality patient care time and time again. I stand with my co-workers and hope to see some changes in management. It is sadly long over due.

  24. I’m proud of the rehab team coming together to fight for fair treatment and quality patient care. Thank you all for sharing your stories! We stand united!

  25. I’ve worked in the ICU and acute care alongside many hardworking, professional, and dedicated practitioners in rehab services. Their work is crucial to getting our patients out of the ICU and discharged from the hospital. They are integral members of our team and we can’t give our patients the best care without them. I can’t imagine the stress and demoralization they are feeling in this work environment. They are professionals who deserve respect for the important work that they do! In addition, my own practice has benefitted greatly from members of this department. I remember when I was a student nurse almost 8 years ago, Jackie Lombard helped me ambulate a vented patient in the ICU. It made a huge impression on me as a new practitioner that has helped me do a better job caring for my patients. These professionals are out there making a difference and they don’t deserve such a toxic, usafe, and stressful work environment.

  26. Coming to work for the OHSU rehab department was something I was very proud of until realizing the complete lack of support there is from the management level. As such a reputable establishment, OHSU needs to take action against the mistreatment of the whole rehab staff. I stand with all my colleagues.

    1. This is such a sad situation for new staff members to find themselves! Also why we have high turn over with newer employees and some other positions stay empty and without applicants for very long time. When the stink of our department is now so wide throughout the local rehab scene, something needs to change!

  27. The benefit of our OHSU rehab specialists is unmeasurable. They are INCREDIBLE and an invaluable member of the critical care team! As an ICU RN, I am totally grateful for all the hard work and expertise they provide and am disappointed to hear they are being treated this way. Not only is OHSU harming their relationship with their employees, they are threatening the successful outcomes of their patients.

  28. I am so proud of my colleagues for standing up for better patient care standards as well as better treatment. OHSU is regarded as a leading hospital in the region and the institution should be setting an example of quality care and ethical work standards. This management has done a better job at setting an example for exactly how to meet the bare bones of patient needs and generate high turnover with staff. Former therapists have said that they were surprised and disappointed by Connie’s response to their leaving OHSU. One rehab employee told her that Connie seemed excited for her to be leaving OHSU after all the time and dedication she had put into her work. This is just proof that management views rehab employees as dispensable, but the truth is that we’ve lost so many excellent therapists due to poor management and the word is out that working under this management is demoralizing, unsupportive, and negative. Management has remarked that hiring new staff when there are openings has been challenging. We reap what we sew.

  29. Has management or HR commented or done anything yet? I bet not there probably continuing to ignore it thinking it’ll go away at some point like they typically do. I am with the green machine. I hope that these employees and Afscme do not settle for a few supervisors heads on a platter like they did with the housekeepers. This department needs a total overhaul, productivity should be about the patients not about the dollars coming in and Employees should be able to access training and education in a fair way not because they are a favorite. This used to be a good place to work, now I am embarrassed when stories like this come out. I hope that afscme will ask the rest of us to help, I know I will anyway I can.

  30. Sadly, I find none of this surprising. Not only because of the many friends and family that work at OHSU in the rehab department, but because issues of public employees being pushed to work well beyond their contract without pay are prevalent throughout our state. As a teacher, with ever growing class sizes and constant cuts to education budgets, I see this every day at every level below district administration (and PPS even made cuts–albeit they arguably cut the positions that would most negatively effect educators–in their district office last year).

    Our unions and our willingness to stand as one are our best avenue for change. I love what you all are doing here with this blog in an effort to spread the word. And if the time comes, I hope you’ll reach out to your sisters and brothers in other unions in the state. I assure you, we will support you.

    In the meantime, feel free to join other public employees on Facebook at Oregon Public Employees United. We are mostly educators and tend to focus on school funding, but welcome the voices and input of all. The reality is, we are all struggling with similar issues, from our over-worked and underpaid custodial sisters and brothers, to our graduate students fighting for union recognition, to our highest paid educators and rehab specialists.

    Keep up the good work and keep standing tall in your fight for better working conditions! Solidarity!!

    1. Thank you for reaching out and showing your support. I’ve been doing this work for 35 years or more and it never fails to move me when people from other walks of life step up to share their experience and support workers they’ve never met. Union solidarity is real and it’s important.

  31. For those of us who have experienced being ‘calling into the office’ to be reprimanded for not meeting the unreasonable productivity standards and for doing things that we know are part of our professional duty, the fear and mistrust of management are real and it haunts me. I never know when I’ll be called out and be scolded for doing things that I feel are important for the quality and safety of patient care. We are told by our managers to minimize chart reviews before seeing a patient, limit interdisciplinary collaboration such as going to unit rounds or family care conferences, spend no more than 30 minutes a week coaching a full time student, and don’t help out on things on the unit if they are not billable, just to name a few examples. That goes against what we promise our patients, which is to work together to provide the best care we can. As a result, it leads to low morale and high turnover as management basically is saying the quality of patient care does not matter. It is a toxic environment, and so many excellent therapists have left because of this. I’m so glad we have so many amazing colleagues in the department who supports one another, but this practice that has gone on for years needs to stop. I truly hope publicly shining more light to this will lead to positive changes.

  32. As an on-call acute therapist, I am glad these issues are finally being shared outside our department. Thank you to those who raised initial concerns to the union and everyone who continues to comment and support us. The fear of retaliation is so strong, as we’ve seen it among our group over and over!
    I had many opportunities to take a regular FTE/position in our department, but ultimately never followed through due to the holstile environment and lack of support set by management.
    It is hard to believe upper OHSU Administrators will pay heed to our concerns, considering this has been going on for so long! Their bonuses (our managers included) come well before patient care needs.

  33. Sadly, this is not the first time I’ve heard of managers being unresponsive to employees’ needs. I am tired of telling employees I can help them and then not be able to do so because there’s no agency that holds these managers accountable. If there is, they’re not doing their job.

  34. I was the Pediatric Rehab Supervisor at OHSU/Doernbecher and worked for Connie Amos for two years and with Joe Ness for one year. OHSU advertised itself as a place that fostered trust, creativity, accountability and transparency. This couldn’t have been farther from the truth under Connie’s questionable managerial practices and Joe Ness’ complicit enabling of those practices.

    I apologize for the long post, but this needs to be shared.

    Productivity Metrics are important. Jackie articulated this point from a staff perspective perfectly. As a supervisor, I wanted my department to be able to deliver care in way that was based on best practices, safety, and collaboration. I understand and support the need for growth and sustainability. I wanted them to be productive and they wanted to be productive. I also knew from experience that Pediatric Rehab departments rarely had productivity standards given the fact that we worked with kids, often very sick kids. I attempted to educate her around pediatric rehab (given that she has absolutely no experience around pediatrics, nor did she make any efforts to truly understand the department’s unique challenges). I contacted all of the Pediatric Rehab departments associated with hospitals nationwide that participated in benchmarking productivity. This include Mattel Children’s in Los Angeles, Boston Children’s and a several other premier children’s hospitals across the nation. They all said the same thing: pediatric staff don’t have productivity standards. Having worked in pediatrics for over ten years and across a variety of settings, I knew why. Kids that come to Doernbecher are sick. Often, they are very sick. Kids are not going to follow directions and participate in rehab the way that adults will. They will be in pain from surgery. They will be sick from chemo. They will be in tests. In general, they will not be as available for rehab as adults. In addition, infants in the NICU need developmental therapy but cannot tolerate a large amount of handling at a time. Pediatric therapists and pediatric supervisors know this. Connie Amos is neither yet she insisted on establishing productivity standards for pediatric rehab therapist. At one point, she considered cutting PT and OT time in the NICU because of such low productivity. There is a wealth of documented evidence on the importance of pediatric rehab in the NICU. I fought to maintain our presence because I knew that cutting developmental services in the NICU was negligent at best and malpractice at worst.

    Another aspect around productivity that Connie Amos was unable to grasp was the importance of standardized test in pediatrics. She could not grasp that, at times, administering standardized tests took 2-3 sessions. These tests provide vital information about areas where the child is gaining skills and areas where they are falling behind. This is vital in setting appropriate goals. To cut back on administering standardized tests in order have more billable units with another child would go against the standards of care in pediatrics. Connie Amos decided to have a rehab practitioner from Women’s Health attempt to educate the Pediatric Rehab staff on documentation strategies. My staff was already employing these strategies. What Connie did by choosing this route was to dismiss the pediatric rehab’s special skills as well as being completely oblivious to the fact that strategies that are successful in Adult Rehab will not translate to Pediatric Rehab. Again, pediatric therapists and supervisors know this.

    Connie also directed that 90% of outpatient schedules be filed. This was an ambitious goal and most pediatric rehab supervisors would know why it’s not an attainable goal. Most parents work and cannot take off time every week in the middle of the day to bring their kids up the hill for appointments. In addition, parents do not want to pull their kids out school for large chunks of time for weekly appointments. Connie went one step further and wanted a specific mix of appointments. Evaluations are reimbursed at a higher rate than follow up treatments. It’s one of the reasons that adult outpatient clients have such a tough time getting in for treatment: the schedules are clogged with new evals. She wanted the same for pediatric rehab.

    She directed the supervisors to send out emails to our staff as a group, sharing individual productivity (identified by employee ID). Those staff members that did not meet productivity standards for a certain amount of time were not to be approved for continuing education reimbursement.

    The thing that cemented my decision to leave was when Connie paged me around 7 pm one night stating that she saw an infant on a speech therapist’s schedule but that the child did not have authorization for the appointment from their insurance company. I shared that the child had just been discharged from the NICU that evening and needed to be seen first thing in the morning because the child was at risk for major medical issues around difficulty feeding. She stated that this would be reflected in my annual review. I knew at that moment that I could not work for an organization that puts money over a child’s well-being.

    I met several times with HR and contacted Joe Ness when I felt things were getting rather grave. I gave Joe specific examples. The last meeting that I had with Joe Ness, he stated that Connie and I were not seeing eye to eye and this may not be the place for me. Initially, I was stunned. As I had time to reflect, I realized he was right. A place the fosters team splitting, retaliation, hostile work environments, and places profits over care for their patients and support for and retention of their staff was not the right place for me. Looking back, I can say with full confidence that Connie Amos has used a weak managerial style of intimidation and retaliation, fully supported by Joe Ness. Both should be held accountable.

    I stand with the rehab staff at OHSU/Doernbecher. I hope that the organization will finally do the right thing by the staff.

  35. Thanks B for sharing your experience. Peds is still working through the same issues. Connie has effectively ensured that 90% of pediatric schedules are filled. The argument is that we have a 30% cancellation rate, but often all 9 patients in an 8 hour day show up.

    The NICU continues to be minimally staffed. We currently have 28 contracted hours of therapy coverage for a 46 bed unit. One of the therapists works 10 hours over her FTE to try to get to as many babies in a week as possible. The NICU therapists report that sometimes it’s weeks between sessions for babies due to high census and limited staff.

    Management’s lack of understanding of the pediatric world is gravely affecting our patient population. Doernbecher is highly regarded in the community and surrounding areas, but we could be so much better! Children’s hospitals around the country regard therapists as an important and integral part of the patient experience, and yet across the board we can’t meet the needs of our populations. This is a tragedy for the children who benefit from therapeutic services and the families who rely on Doernbecher to provide the best possible care.

    OHSU should look at the research behind the money that is saved when therapies are actively involved and able to meet the needs of the patients.

    1. Anonymous, this makes me sad. What Connie has always failed to understand and value around rehab is something that Jackie stated: value-added practices that are not billable. When schedules are filled to 90% and all 9 show up, you have no time to document. Yet you have documentation time limits. When you do not enter documentation in a timely fashion, Connie contacts you or your supervisor. You are then counseled on timely documentation. This forces you to work off the clock to complete documentation. It affects your well being, resulting in how effectively you deliver care and it also gives an inaccurate representation of your true workload. Your true workload is not of interest to Connie Amos. Her reputation for this type of hostile, micro-aggressive, willfully ignorant type of management style is very well known in the community (and has been for quite some time). Unfortunately, DCH is now also absorbing this negative reputation around wait times and being shuffled around in rehab therapy due to lack of continuity of care. I hear so many families groan about having to go to OHSU/DCH. They often choose Shriner’s or Randall’s. Establishing a good reputation takes time. Connie decimates it on a regular basis. The organization lost the trust of its employees quite some time ago when Connie Amos was allowed to go unchecked by all of her previous immediate supervisors (including Joe Ness). Winning back trust will take time and effort. I do not see OHSU leadership willing to invest the time, effort, and the change in rehab structure that is required. That makes me sad, because I know firsthand the stellar quality of care that Pediatric and Adult Rehab therapists provide. Just know that many ex-OHSU/DCH staff stand beside you.

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