Supporting Your Work as a DSP Amid Staffing Realities

DSPs are the backbone of community‑based services for people with intellectual and developmental disabilities (I/DD). Yet, many organizations are facing serious staffing headwinds that affect not only recruitment and retention, but also the daily work you do to support others.

For years, DSP turnover has hovered around 40%, with some agencies reporting as many as one in eight positions vacant. Low wages contribute — but the challenge runs deeper.

In collaboration with ANCOR, Relias released the 2025 DSP Survey Report to dig into key drivers of DSP job satisfaction. The findings show that DSPs who feel valued, have growth opportunities, and receive strong supervision are more likely to stick with their organization and be engaged in service delivery.

Why Appreciation Matters

Recognition makes a tangible difference. In our survey, 76% of DSPs said it’s very or extremely important to get acknowledgement from their supervisor; and 64% said they prefer that recognition privately. That same private recognition figure held steady from past years. But when asked how satisfied they were with how their organization shows appreciation, only 51% said they were somewhat to completely satisfied. That shows us a gap: feeling appreciated doesn’t always match how organizations recognize you.

So what can organizations do? Simple steps like scheduling regular one‑on‑one check‑ins, having supervisors explicitly thank DSPs for the work they do, and personally connecting with staff can really help improve culture and retention.

Career Advancement Counts

DSPs want growth. In our 2025 survey, 78% said they’d be moderately to extremely more likely to stay if their organization offered strong advancement programs. Yet 31% said their organization didn’t offer any career‑advancement programs (up from 26% in 2023). Within those that did, satisfaction fell to 37% in 2025 (down from 43% in 2023). DSPs told us what matters most: professional ladders, certificate or degree assistance, mentor/supervisor tracks and leadership programs.

For organizations, this means building visible pathways: what comes next after front‑line DSP? What training or mentorship will help? Even modest investments here can signal to DSPs that they, and their career growth, matter to the organization.

Supervision and Respectful Culture

Survey results show that DSPs who are comfortable providing feedback and working under supportive supervision are far more likely to stay. Only 54% of such professionals reported feeling comfortable giving feedback (down from 59% in 2023). When staff feel locked out of communication, frustration and turnover increase.

Respecting DSPs as professionals — and aligning your leadership, supervision, and culture around that — matters not just morally, but operationally.

The Staffing Reality Impacting Your World

Here’s where the bigger service‑system picture comes into view. According to ANCOR’s report, The State of America’s Direct Support Workforce Crisis 2025:

• 88% of providers experienced moderate or severe staffing shortages in the past year.
• 62% of providers reported turning away new referrals because of inadequate staffing.
• 29% of providers discontinued programs or service offerings due to staffing issues.
• 52% of providers are now considering further cuts to programs if recruitment and retention don’t improve.

If your organization is juggling heavy workloads, program delays, or service cuts, it’s not just you — it’s the system you’re navigating.

What You Can (and Should) Do

For DSPs:

• Speak up about what matters to you—recognition, growth, supervision.
• Ask: “What career path do I have here?”
• Request regular feedback and one‑on‑one time with your supervisor.
• Stay connected with peers and advocacy within your organization — your voice influences culture.

For your organizational leaders:

• Build a recognition system (e.g., one‑on‑one check‑ins, supervisor‑driven thank‑you notes).
• Map out clear career paths for DSPs early and communicate them effectively.
• Make feedback mechanisms safe, visible, and regular so DSPs feel heard.
• Monitor pressures on service delivery tied to staffing — because when staffing falters, quality and access suffer, and DSPs feel it first‑hand.

Final Thoughts

DSPs do the critical work of supporting people’s independence and dignity. By implementing purposeful strategies that support staff well-being, organizations can strengthen DSP retention and, by extension, the quality of services for people with I/DD.

Jordan Baker is the Content Marketing Manager at Relias.