registered nurse

technician

licensed practical nurse

therapist

counselor

Northpoint Recovery Holdings, LLC

On paper the Imagine by Northpoint program appears wonderful. There are many amazing therapist and support staff who provide excellent care and concern for clients. These staff members are the backbone of the entire operation. Individual benefits are wonderful, however; family benefits are costly. 

Counselors are expected to carry a caseload of 12 to 16 adolescents. The expectation is that these counselors visit with each of these clients once a week for individual counseling sessions while in PHP and once every other week while in IOP. Counselors are also expected to complete 10 to 12 hours of group therapy weekly as well. There is only one staffing a week to staff clients needs and clinical concerns that is 30 minutes in length. Although the clinical assessor completes biopsychosocial assessments counselors are also expected to complete these assessments sometimes almost weekly. Counselors too are responsible for aftercare into the community after completion of PHP and IOP programming, likewise; any contact with parents, CPS, or extra support is not included in the weekly schedule leaving very little time to complete each task. The strict schedule, as well as many unforeseen events daily make it very difficult to work without the effects of burnout. The organization will pay for LCPC or LCSW supervision, however; there are some limitations.

The turnover rate is extremely high. Most employees leave within a few months leaving the remaining counselors and clinical staff to maintain their designated caseload, as well as the caseload of the counselor who left. There is not real accountably for leadership in maintaining and retaining employees. For example, if the receptionist quits than it is the responsibility for the other staff to complete their duties, as well that of the receptionist who quit until someone new is hired (which can be several weeks). Also, if the education staff is not in the building or they quit; support staff are now responsible for educational tasks with no extra compensation. Taking time off is easy but returning to work can be difficult seeing one can have over five individual sessions and several hours of group therapy in one day to maintain the workload upon return. 

Some employees work on their lunchbreaks to avoid overtime. Imagine by Northpoint is a partner company of Northpoint Recovery and Ashwood Recovery. Employees may be asked to go work for either of these two entities despite signing contracts as employees of Imagine. This happens often because both organizations struggle to maintain employees too. Ironically, employees of Imagine cannot attend Northpoint CEU events due to being unable to get time off even though these events are free for community members.

Management rarely works the floor, such as leading groups, and does not have a designated caseload (unless employees quit, then management is forced to intervene and will maintain a caseload). There have been times where management are the only ones in the building who have time to take a lunchbreak. Counselors are also expected to work two evenings a week to run a 2-hour IOP group from 4:30pm to 6:30pm. A typical workday is 8 to 4, however; counselors will be required to work two days a week from 10am to 7pm. Despite this, the facility is closed on Saturday and Sunday, which allows for weekends off. 

Imagine could be a wonderful asset to the community. There are many wonderful individuals who do all they can to make the community a better place and provide best practice mental healthcare to teens. However, management is more concerned with making money as opposed to developing and implementing long-term solutions the longstanding problems.


In my experience, this organization operates within a highly metrics-driven model that can feel misaligned with clinical workflows in a high-acuity setting. Expectations are heavily centered around productivity, which can be challenging to balance with documentation and client care needs.

Standards commonly referenced in the field, including those associated with The Joint Commission and American Society of Addiction Medicine, often allow 25–35 minutes for ASAM documentation to support accuracy and compliance.

Within this structure, clinicians are generally expected to complete both sessions and documentation within roughly one hour total, with about 15 minutes available for documentation. This timeframe does not appear to account for transitions between clients, coordination with other departments, or unexpected clinical needs.

To illustrate the gap:

A caseload of 12 clients × 35 minutes per note = 420 minutes (7 hours) needed for documentation
The structure provides closer to 180 minutes total

This leaves a difference of approximately 240 minutes, which can create pressure to complete documentation within a significantly reduced timeframe.

At the same time, individual sessions are scheduled at 38–45 minutes with a high-acuity population, where clients may be withdrawing, dysregulated, or in crisis. In practice, sessions do not always align neatly with fixed timeframes, which can create tension between clinical needs and scheduling expectations.

The model includes an 80/20 split (client-facing vs. administrative work) while also requiring staff to remain under 40 hours, which can make it difficult to complete all responsibilities within expected timeframes. There is also limited protected time for group preparation, despite expectations to facilitate regularly.

From an operational standpoint, some policies may contribute to staff strain, including automatic lunch deductions regardless of whether a break is taken, inconsistent break practices, and a transition from paid holidays to PTO. For pre-licensed clinicians, supervision is described as a benefit, though it may include a required commitment period or repayment component if leaving early. Supervision may also occur while staff are required to remain onsite but are not clocked in.

From a client perspective, there can be variability in communication, billing clarity, and access to family involvement. Some clients express confusion around billing or program communication, and family sessions may be limited by scheduling constraints. Clients may also experience sessions as time-limited due to the structured schedule. Processes tied to alumni engagement and feedback may feel structured for some participants.

Overall, this is a fast-paced environment with strong peer support and meaningful clinical exposure, though the structure may not always align with clinical workflows in a way that feels sustainable long-term.

When I first started at Ashwood Recovery it was an amazing story to be a part of. The people I worked with were friendly (for the most part) and the owner was the nicest guy you could ever meet. He dealt with business in a one on one manner and mentored me because he wanted to see me succeed. When I first started at Ashwood, it was a family ran business, making it more intimate, therefor giving me the story I needed to really care about my job and how I ran the front desk. All in all Ashwood was a great place to work and I believe strongly in how they help recovering addicts. 
The only thing that was not the best at my time of employment was the management. The manager was not fit for the job and ran the place only thinking of herself and brought a lot of drama to the table. I strongly believe that she was the reason that Ashwood was not a fun place to work by the time I got let go, which is sad because it was thriving when I arrived. 
A typical day at work for me was running the front desk which, included multiple various tasks from paperwork, taking phone calls, working with Excel & Word, filing, checking clients in and running miscellaneous errands to taking samples from clients and documenting them in our computers system. 
I learned a lot from Ashwood, one of the lessons being on how not to manage a place if I were to ever become a manager. But I also, in a weird way learned to not judge a book by its cover. All of these clients coming in were the nicest of people and were so caring and loving but were just dealt a bad hand in life and didn't have the resources to deal with it. I made it my mission while working there to help these people see that I was there to help, even though I was just a receptionist I wanted to be their beacon of hope when they walked through those doors, and I can happily say that I think I did just that. 
The hardest part of the job is watching when they slip up and relapse. it's a hard thing to watch. Paperwork, filing, all the job tasks are not as hard as watching someone relapse and trying to be there even just as a receptionist to help pick up the pieces and give them the hope that they need to be able to get up and try again. 
This job was my life. It had a huge impact on me not only professionally but also personally, and if it were my choice, I would still be there. It gave me reason every morning to go to work and be there for these people because they counted on me. I felt needed, I felt like I was finally giving back in a way that I had been searching for my whole life. For that, I will always thank Ashwood Recovery.

My experience at Northpoint involved inconsistent leadership, unclear expectations, and limited support. When I sought guidance, concerns were often redirected or met with dismissive responses, yet I was still expected to meet standards that had not been well defined. This created a stressful environment where accountability remained with clinicians despite a lack of clarity. At times, it felt like corporate practices contributed to a sense of fear among staff and across departments, making collaboration and asking for help more difficult. Corporate leadership often speaks down to staff and uses passive aggressive comments, I've experienced it first hand several times.  I struggle with this experience from leadership because of the field we are in, which is Mental Health. 

Communication from leadership was frequently inconsistent, with direction that could later be reframed or denied, which created confusion and a sense of being misled. During my time there, the corporate HR department also departed abruptly, which added to concerns about stability and transparency. Overall, it often felt like staff were expected to meet demands without the structure or support needed to do so effectively. In my experience, the organization would benefit from stronger transparency, consistent communication, and more reliable support for staff.

Northpoint has provided me with opportunities to grow both professionally. A typical day involves collaborating with teams across multiple departments, solving operational challenges, supporting staff, and working to ensure services are delivered effectively. The work is fast-paced and requires adaptability, communication, and a commitment to continuous improvement.
One of the most valuable things I have learned at Northpoint is leadership. I've had the opportunity to develop my skills in operations, communication, while working alongside talented professionals who are committed to serving others.
The culture is built around caring for people and supporting one another. The most enjoyable part of the job is working with dedicated coworkers who genuinely want to make a difference in the lives of others.
A major reason for my growth has been the leadership I've received. My Executive Director, is a true mentor and compassionate leader. He leads by example and invests in people. My direct leadership has also played a significant role in my development. They have the heart of a teacher, provide meaningful coaching, and genuinely care about helping employees succeed rather than simply managing tasks.
The hardest part of the job can be balancing competing priorities in a rapidly changing environment.

When I started working at Northpoint I felt invigorated. It was what I dreamed about for a long time. Soon the luster wore off and I found myself at a nothing special job. The hardest part is they pride themselves on being employee focused, but that is not my experience there. I am not sure how or why there was an influx of positive reviews all within a close timeframe. Most of the employees I spoke with seem disenfranchised with the whole company, so I have no clue were so many glowing reviews came from. It is a for profit which means they are nicer than some places, but also means they do things that seem more money driven than patient driven. I hate hypocritical things, so the idea of working at a place that holds themselves up as a new way of doing things but are a nicer version of the same status quo stresses me out.

Ideas and suggestions for improvement seem to stall. There is no interest in making staff actual stakeholders in this company, financially or organizationally. So, when the CEO sends out things that say Northpoint Partners it seems disingenuous. Everything is routed through their HQ in Boise, so I never really saw the CEO or met him. Made me feel insignificant even though the patients would often tell us how important we are. Which is interesting to be appreciated by the people that matter the most our patients, but never seem to get genuine connection from our leaders.

It is a job and just a job, not unlike any other nursing job. Nothing special no matter how hard they claim it is.

I spend 4 hours a day, 5 days a week as an RN helping teens learn about physical and mental health; monitoring known health conditions; teaching about and monitoring nutrition and sleeping habits; managing acute illness and injuries. I love it. I am learning how to be "THE" medical provider at our location and determine safety of keeping the teen at program vs advising guardian to take to UC/ER or send home with guardian.

Management has been great. I have had much freedom in helping develop the nursing position and give feedback on current policies and procedures.

The culture is amazing. Everyone is free to bring their gifts and talents and personalities to the table in order to help these teens.

Hardest part of the job is the emotional toll of working with teens in mental health. They have been through hard things, and make choices that are not healthy for them. Also,  as a new facility, there is constant change in protocol and paperwork, but it is communicated well, and even as the dust settles, I believe we are the best NOCO has to offer to our teens.

Working with teens has been a blessing. All of my coworkers seem to have a heart for teens. We can challenge them, love them, guide them, and let them challenge and change us as well.

I worked for the Clinical Assessment department for a year.
As a Clinical Assessor, a typical day involves completing BPS assessments for adolescents and adults seeking treatment for substance use and mental health disorders. Responsibilities include completing assessments and documentation, reviewing client needs for placement in outpatient and residential levels of care, communicating with multidisciplinary teams across the organization.
With support, I've been able to improve my skills in clinical decision-making, crisis assessment, resource identification, communication, and advocacy.  
Management has been collaborative and supportive with the role and advocating for the team and clients.  
The hardest part of the job is navigating barriers to treatment, including insurance limitations, availability of services and working across different states and meeting their clinical needs/documentation.  
The most enjoyable part of this job has been helping individuals and families take the first step toward recovery and watch see them grow and hear about their experiences. It is nice to see clients come back and choose Northpoint again if they experience a decline in their recovery. 

Management culture (Onsight and off sight)  felt deeply unethical and misaligned with counseling values. Little to no support or training and transparency and trust in leadership were major concerns. I consulted three different attorneys that stated i had a lawsuit against management due to their practices within the counseling team. I was there for almost one year, and there was 75% of turn over with in the counseling team during my short duration, several of which walked out of their job due to having a "breaking point." 
If you are a counselor who values ethical practice, transparency, and clinical integrity, I would strongly urge you to approach this organization with caution and ask very direct questions before accepting a role.

What is the best part of working at the company?
Honestly there wasn’t a best part to working there. Communication was lacking, short staffed, they would change your schedule or give your hours away without telling you. 

What is the most stressful part about working at the company?
They would change your schedule and take your hours and give them to other staff without discussing it with you. Short staffed almost all of the time. There is t any resources when management is gone. Med ordering was horrible and patients would have to go without when their meds weren’t stocked. 

What is the work environment and culture like at the company?
Negative, staff management, patients… work ethic was lacking overall staff wise. Lack of professionalism in multiple specialities ( therapy, nursing, support staff)

What is a typical day like for you at the company?
Get report and then it was usually you and one other nurse or maybe 2 to at times over 30 patients to do assessments and pass meds and vitals and possible admits and discharges and labs/tests. Not an ideal situation sometimes depending on patient ratio.

Top Job Titles	Average Salary
Registered nurse 117 salaries reported	$39.98 per hour
Technician 81 salaries reported	$20.61 per hour
Licensed practical nurse 64 salaries reported	$33.66 per hour
Therapist 88 salaries reported	$36.01 per hour
Counselor 16 salaries reported	$36.72 per hour

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