Clinical systems change on a nearly annual basis, and changes in direction are often not accompanied by sufficient training to implement them in a timely fashion or are rolled out unevenly across the organization. Life/work balance is frequently talked about, but rarely implemented; Fraser frequently demands its employees include the company as part of their personal identity even outside of scheduled hours (though this has been true of many non-profits that I've worked at). Over time, the company has shifted to a more inflexible and regimented model, to the detriment of clients, clinicians, and the communities that they seek to serve; it seemed at the time that I left that the idea was for clinicians and locations to be interchangeable while maximizing value provided to the company rather than value provided to the client. Management support for circumstances that may require exceptions to company policy is, again, inflexible to non-existent. Client scheduling expectations are high, and a large number of supports/systems are tied to productivity (percentage of client hours scheduled/seen versus target numbers).
