I wanted to like this job because the mission on paper sounds meaningful, but the day-to-day reality felt driven more by maximizing billable outputs than providing sustainable, person-centered support.
Over time, the focus increasingly shifted to productivity metrics and billing volume. Care coordinators were pressured to document and bill at the highest level possible, even when it felt misaligned with what clients actually needed in the moment. Instead of being supported to deliver quality care coordination, staff were frequently micromanaged—scrutinized for time, notes, and billing—while workloads continued to grow.
Caseloads increased significantly (in my experience, they more than doubled), without the staffing, training, or operational support to match. That meant constant urgency, less time for meaningful client engagement, and a feeling that we were set up to fail: asked to do more, faster, with fewer resources.
A major concern was staff safety. Field expectations were not consistently paired with realistic safety planning. I personally encountered environments that felt unsafe (weapons present, active substance use, high-risk conditions, and other safety issues). The expectation to continue face-to-face visits despite clear safety red flags created a culture where staff felt their wellbeing was secondary to “getting the visit done.”
I also became uncomfortable with the way vendor relationships and service referrals were handled. There appeared to be heavy preference toward certain community agencies for PSS services, and it sometimes felt like those partnerships were prioritized over whether a referral was truly the best fit for the client.
