social worker

service coordinator

clinical psychologist

specialist

nurse consultant

Redwood Coast Regional Center


My experience working at Redwood Coast Regional Center as the Network Administrator was, without question, one of the worst jobs I’ve ever had. I was the only IT person responsible for six office locations, and the only other IT staff, the person who originally hired me, quit just two months into my employment. That alone should say a lot.

The entire technical environment was outdated, unstable, and constantly breaking. Everything ran on old, failing on-prem servers that crashed multiple times a day, yet there was endless resistance to moving anything to the cloud. Despite the massive workload and constant emergencies, the pay was shockingly low for what was expected.

What made the job truly unbearable, though, was the work culture. While a few people were decent, many were part of a clique-based environment where disrespect was normal. I was regularly spoken to in degrading ways, belittled, and berated. The repeated “we’re a family here” line was a major red flag, and it showed, because the atmosphere felt more like a dysfunctional family than a professional workplace.

What made it even worse was the hypocrisy. I disclosed to my direct supervisor and multiple directors that I am autistic and have sensory issues, something that should matter greatly at a regional center that claims to support people with disabilities, including autism. Instead of receiving even basic understanding or accommodations, my needs were completely ignored.

Overall, I would strongly advise anyone, especially anyone in IT or anyone with disabilities, to avoid this place. The systems are outdated, the workload is unreasonable, the leadership is unresponsive, and the culture is extremely unhealthy. This was genuinely one of the most stressful and demoralizing jobs I have ever had.

The company has a strong and compelling vision that, on paper, is both inspiring and ambitious. Unfortunately, that vision was not reflected in how employees were treated or how internal operations were run.

During my time there, it became apparent that the organization’s values were not consistently upheld, especially by those in senior leadership. While front-line employees were held to high standards, inappropriate behavior from upper management often went unchecked, creating a culture where accountability was not applied evenly. This lack of consequences for those in leadership roles significantly impacted morale and contributed to a high turnover rate across multiple departments.

The work environment was further strained by a “cliquish” culture that made it difficult for new employees or those outside of inner circles to feel included or supported. Constructive feedback was often discouraged, and there was little room for open dialogue or psychological safety.

Despite these challenges, I worked with many talented and passionate individuals who truly wanted to make a difference. It’s clear the potential is there if leadership commits to genuine cultural reform—especially one that prioritizes transparency, accountability, and employee well-being alongside its mission.

Advice to Management:
Invest in leadership development and enforce consistent accountability at all levels. Build a culture of trust and inclusion that reflects the values in the company’s vision—not just for clients or customers, but for the people who work there every day.


I worked at RCRC for several years and under a number of different managers and directors. The work itself is very rewarding and meaningful. You can really help members of the community access the necessary services they need.  Through the years management and directors seem to have gotten further and further away from the meaning of their “vision”. The culture and environment of the office is beyond toxic and upper management takes no accountability for this and even actively engages in the toxic behaviors. Caseloads are much higher than the state mandates and training is basically nonexistent from management. Service coordinators are required to train new staff while keeping on top of their caseload which is an unmanageable task. When reports are overdue management takes no accountability for the fact that caseload is over the state mandated number and blame staff for being inefficient and lacking time management skills. Any positive feedback you will get comes directly from the clients you serve and rarely from management. 

Incredibly rewarding job making a difference in the lives of people who are underserved.
All aspects of the regional center are surrounding service coordination. 
Biggest challenge is the disconnect from management to service coordinator in my opinion. No coordinated training program and consistency in how new folks are trained or treated. Depending on how your caseload was previously managed, you may be attempting to catch up for months (possibly years). 
Must continually advocate for yourself and discrepancies across service coordination. The regional center has not hired enough case workers to allow service coordinators to effectively serve clients or reduce extremely high caseloads. Caseloads are much higher than the law mandates caseloads to be. 
Incredible benefits such as PTO, health insurance, retirement, paid holidays, sick time, etc...I wouldn't be able to justify working in this envir without those things 
CO-workers are generally supportive and always willing to listen, another perk of this job. 

What is the best part of working at the company?
The opportunity to help make positive changes in the lives of individuals with intellectual disabilities—the camaraderie and support of the team of colleagues—the beautiful historic building and views of Old Town Eureka and the bay. 

What is the most stressful part about working at the company?
Helping make a difference in the lives of individuals with intellectual disabilities.

What is the work environment and culture like at the company?
Some of the teams are very supportive, fun and caring. The top of the organization can be insensitive and righteous.

What is a typical day like for you at the company?
Wading through endless emails and phone messages, communicating and meeting (inside and outside the office) with clients and their teams, writing reports and purchases, and endless paperwork. Breaks are encouraged, and there are lots of friendly coworkers to take a stroll through Old Town Eureka with.

I came to RCRC because I am passionate about the mission and vision of the organization. At the core, everyone who works for RCRC does so from a place of values and heart. Most of the people are incredibly good people. Sadly, people who want to give back are often taken advantage of in our healthcare, education and social service systems. Much of the disadvantages of working at RCRC are rooted in the larger issues of being under a bureaucratic government organization. However, RCRC also has an underlying issue with rewarding bad behavior of a few employees instead of building up the morale of the whole team at large. The organization cares deeply about client wellbeing but does not always extend this to employees. It does not often feel safe to voice concerns. All that being said, there are good medical, time off and related benefits. Some positions are more autonomous and have more flexibility. The goal of improving company culture is there but lacks follow through at this time. 

Like all jobs there are things that ebb and flow.  You take the good with the bad.  There are network issues but the IT works on things immediately, and doesn’t stop until it’s fixed.    There are periods of a high turnover, which job doesn’t have that?  Service coordinators work together to address clients needs are being met the best we can with the resources we have available.   There is room for advancement when the appropriate person is deserving.  HR is trustworthy and approachable.  Would I like to get paid more?  Who wouldn’t?  No one goes into a non profit agency to get rich.  If you do, then your heart is not in it and you don’t deserve to be there.  

There is a lot of work and it’s often stressful. You are expected to be able to manage your own schedule and keep track of what has already been done and what still needs to be done. You are expected to find things that need to be done instead of being told what to do. 

Almost everyone I’ve met here truly believes in the vision of this organization. It’s a wonderful place to support developmentally disabled people and their families (both biological and chosen families). 

Typical day:  Fast-paced, high-pressure, large caseload, deadlines

What I learned: How much I value structure, clear expectations, and proper training.

Management: Well-intentioned but overwhelmed and unfortunately unable to provide the support I needed.

Culture: Mission-driven but strained due to understaffing and high turnover.

Hardest part: I was told I'd receive 9 months of training but I had nearly double the legally mandated caseload by the end of my first month. I was given serious responsibilities without the support or preparation to do the job effectively.

Most enjoyable: I truly enjoyed connecting with clients and wanted to make a difference in their lives.

Fast paced, never ending but extremely meaningful work.  High case loads, but that’s expected in this field.  Some of the processes could use improvement that would benefit employees, but also would benefit clients as efficiency and productivity would increase.  There is some disconnect between management and providing person centered care.  However, it’s clear their responsibilities lie with the bottom line and allocation of funding.  It’s a demanding job that is frustrating at times, but absolutely rewarding everyday.  

Top Job Titles	Average Salary
Social worker 16 salaries reported	$5,432 per month
Service coordinator 10 salaries reported	$65,194 per year
Clinical psychologist 2 salaries reported	$117,210 per year
Specialist 17 salaries reported	$6,032 per month
Nurse consultant 2 salaries reported	$7,959 per month

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