MBC has declined in ways that directly affect staff safety, training quality, and overall consistency of services. Basic resources are severely limited: more than 25 therapists often share a few partially functioning laptops, there is only one staff bathroom, and sanitation issues involving spills and bodily fluids are slow to be addressed and not always cleaned thoroughly. Water shut-offs occur, filtered water is only accessible in one area, and ongoing problems with pests and mold in shared spaces create an unhealthy environment. When the ABA building was sold, most therapists lost dedicated workspaces and now complete documentation in student areas with little privacy or access to materials. The toy supply is minimal, disorganized, and largely unusable.
Training is inconsistent and often inadequate. New staff are frequently trained by individuals who have limited experience, minimal preparation, or little familiarity with the client. This creates significant variability in programming, data collection, assessment practices, and behavior plan implementation. High-risk behaviors are not consistently managed or supported, putting both staff and clients in avoidable situations that could escalate. Schedules change multiple times a day, breaks rarely happen, and staff are regularly placed with unfamiliar clients without meaningful instructions or backup. Promised support is unreliable, and follow-up after incidents is often superficial or absent.
Communication with administration is challenging. Raising concerns does not feel safe or productive, as feedback is rarely acted on and can result in negative treatment. Decisions around workload, assignments, and staff support appear inconsistent and at times unfair. HR presence is limited, the nurse is rarely visible, and incident reports are often incomplete or inaccurate. Administration is mostly seen during brief walk-throughs, with the majority of communication coming from generalized memos rather than direct involvement.
Graduate students should be cautious. Supervision is inconsistent, required hours are difficult to secure, and tasks often do not align with the competencies needed to become a BCBA. Delays in signatures or supervision hours are common. Turnover across departments is extremely high, with many employees leaving within their first year due to the lack of structure and support.
Overall, the organization is struggling with resource shortages, inconsistent procedures, weak training systems, and limited administrative accountability. Job seekers and families should be aware of these issues before making decisions about employment or services.
