AHRC NYC Program Embraces Feedback And Growth For DSPs 

Posted on September 6, 2024

Submitted By: Michael Weinberg, Sr. Vice President of Residential Services, AHRC New York City

After two years, AHRC New York City’s Staff Development Initiative (SDI) has proven to be an innovative and effective way to improve performance while making a positive impact with our teams, as well as with the people we support. The SDI provides open and continuous feedback for our direct support professionals (DSPs) through the use of well-defined rubrics associated with key performance indicators. DSPs work with frontline supervisors to determine areas of growth and opportunities for improvement and advancement, collaboratively establishing SMART goals and empowerment strategies.  

The Impact On The Organization

The SDI has not only proven to be an innovative and effective way to improve work performance, but the consistent feedback model – based on clear, concise, and agreed-upon standards (rubrics) – has improved communication, staff relations, and retention. In addition, while DSP feedback has been positive, the people receiving supports and services where we have implemented the SDI also report frequent and increased positive interactions. 

The Impact On DSPs

This initiative provides clear goals, and feedback is seen as positive and constructive, to build up and recognize improvements and strengths. As DSPs work with frontline supervisors to determine areas of growth, and opportunities for improvement and advancement, the SDI process of feedback is seen as collaborative and supportive. DSPs are compensated for reaching an agreed-upon level of excellence and given the opportunity to pursue the training and mentoring of other DSPs, whether they chose to pursue a management track. 

“SDI has helped me grow to be an even better support staff.”

– DSP, AHRC New York City

Steps To Implement A Similar Initiative

We designed the SDI to provide continuous feedback, so the first action step must be a commitment to the work that needs to be done upfront, acknowledging that traditional feedback and performance appraisals are not the answer. Next, there must be a concerted effort to develop well-defined rubrics and empowerment strategies that will be the basis of the SDI.  

Once established, this needs to be further discussed with frontline supervisors and administrative teams. It will require an upfront investment of time in order to establish SMART goals collaboratively, as well as the observations that will be the basis of more intentional and objective feedback. The investment in time and energy must be seen as an investment in staff. This is critical for the first group piloting the SDI, as it will set the tenor for future implementation. Establishing a team of SDI mentors, who are available to the teams piloting the initiative, would also be an important step in replicating this model. 

Here’s a summary of the steps that organizations can take to implement their own SDI model: 

1. Harness an understanding and commitment to the SDI model 
2. Develop clearly-defined rubrics. We all know what excellent work looks like, so you should define it. Eliminate the guess work 
3. Once rubrics are established, develop empowerment strategies 
4. Invest the time to train teams on rubrics, empowerment strategies, and the importance of collaboration and feedback 
5. Allow time for frontline supervisors to participate in the process, to work on their own rubric(s) and empowerment strategy, so they can gain first-hand experience in receiving positive feedback 
6. Provide a support team to those piloting the SDI, to clarify questions or concerns. They will support the teams and the initiative 
7. Develop timeframes to assess progress and build in opportunities for frontline supervisors to provide feedback, as well as obtaining feedback from DSPs 
8. Allow space for feedback from frontline supervisors and DSPs to improve and shape the initiative for your organization 
9. Share progress and feedback from teams piloting the SDI throughout the organization, and specifically with the next teams that will participate in the process 

Challenges You May Encounter

There is a commitment that needs to be made in terms of rubric and empowerment strategy development and upfront training. The time needed to develop your organization-specific goals are an investment in your staff – both DSPs and frontline supervisors. 

“SDI has made me a better supervisor.”

– Frontline Supervisor, AHRC New York City

In addition, before implementing the SDI with a new team, you need to address the fact that consistent and specific feedback will take time. It is a given. The time, however, is now being used intentionally. It’s an investment in supporting each DSP to successfully reach their goals.  

While these can be viewed as individual goals, highlighting the overall progress of the team and the positive impact on the people supported is essential. 

About AHRC New York City 

AHRC New York City works to advocate for people with intellectual and developmental disabilities to lead full and equitable lives. The organization’s vision is a socially just world where the power of difference is embraced, valued and celebrated. 

We’re fiercely committed to achieving equity for people with intellectual and developmental disabilities in New York City. At AHRC New York City we support more than 15,000 people annually under our guiding principle of equity for people with disabilities. We uphold the highest standards in supporting people to lead full and equitable lives and are part of a social justice movement grounded in our common humanity. Our 5,000 staff are devoted to the highest levels of excellence and innovation in all aspects of their work to actively create a world where the power of difference is embraced, valued and celebrated. 

You can learn more about AHRC New York City by visiting the organization’s website: https://www.ahrcnyc.org/ 

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Since 1969, CQL | The Council on Quality and Leadership has been a leader in working with human service organizations and systems to continuously define, measure, and improve quality of life and quality of services for youth, adults, and older adults with intellectual and developmental disabilities, and psychiatric disabilities. CQL offers accreditation, training, certification, research, and consultation services to agencies that share our vision of dignity, opportunity, and community for all people.