The organization has outgrown the operational style of a startup but is struggling to make the necessary system changes to be efficient and supportive of the work. In attempt to mature, the organization has bloated the size of the leadership team and shrunk the number of folks who provide professional development and coaching while the org actively tries to grow number of teachers and schools served.
The org relies on their PMs, who are predominantly passionate former educators, to go above and beyond their job description to compensate for the low quality of existing program resources. Pay for these positions is significantly lower than what these educators would earn in school systems. As a result the churn of program managers due to burn out is high.
The internal culture of the organization is toxic. While the program managers are tasked with helping teachers empower their students to disrupt systems of oppression and helping admin change the culture of the school to accommodate student voice, program managers are either fired or pushed out when they voice dissent or problems they're experiencing within the organization. When performance improvement plans are put into place, they set up the employee to fail using unachievable metrics.
Despite having strong rhetoric around DEI, the sole culture strategy seems to be to love-bomb new employees so that they feel like the culture is supportive. However, when they begin to struggle due to the aforementioned issues, the organization has no systems in place to handle intra-team conflict or formal grievances effectively and in a timely manner. They're dismissive of critique especially around dis/ability and inclusion.
The health insurance is not great with $50 copays for services that neurodivergent employees would need to access regularly.
