Unorganized - Buyer Concern Housing Employee Review

Supportive environment, Diverse and Professional

Pay could be increased to match cost of living

There are no Pros to the this agency unless you’re a developer.

Concern has significantly changed, and not for the better. What was once a supportive and positive workplace has become rigid, outdated, and increasingly disconnected from the realities of modern case management and workforce needs. Leadership remains rooted in pre-COVID practices, showing little willingness to adapt to current standards such as hybrid or remote work options, alternative scheduling (e.g., 12-hour shifts to ensure consistent coverage), or the use of technology that once worked effectively in the field. Suggestions from staff are routinely dismissed, regardless of their practicality or proven success in the past. Case managers are being pushed to the point of burnout, carrying caseloads of 28–35 individuals with serious mental illness while being expected to provide weekly, meaningful support. This expectation is unrealistic and undermines both staff well-being and client care. The situation is further exacerbated by inconsistent overtime policies—some team members are permitted overtime while others are not, despite performing the same role. Having one team under two managers who are rarely aligned only deepens confusion and inequity. Workplace standards are applied unevenly. Some employees are permitted to work remotely at will, while others are reprimanded for not being physically present in the office. These inconsistencies extend even to leadership, including supervisors who are frequently absent yet face no accountability. This creates resentment and sends a clear message that expectations are selective, not universal. There is a noticeable lack of community within the agency. Employees are left to fend for themselves in an environment dominated by micromanagement rather than support. Retention remains a serious issue, yet leadership continues to rely on an unnecessarily burdensome hiring process that deters potential candidates—particularly younger applicants who are eager to learn but lack prior experience. Instead of training and developing new talent, the agency filters them out entirely. Training for existing staff is minimal and outdated, relying largely on old online modules that no longer reflect current field realities. Meanwhile, resources are directed toward expanding buildings and new projects without ensuring there is adequate staff to support them. Technology that once supported field staff—such as mobile clock-in/out—has been removed, forcing employees to drive long distances simply to log their time, all while receiving no support for vehicle maintenance or access to company vehicles. Financial practices have also placed case managers in untenable positions. Clients may remain housed for years while accumulating significant arrears, sometimes exceeding $30,000. Case managers are then expected to recover these funds and teach financial independence, despite having no authority over eviction decisions. This contradiction has contributed to the agency’s current financial strain, shifting the burden onto staff who were never hired to act as debt collectors. The result is an agency riddled with vacancies. Some departments are operating with a fraction of the staff they require, while others openly speculate about who will resign next. This is not sustainable, and it is deeply disappointing to witness the decline of an organization that was once genuinely fulfilling to work for.