DSP Programs Produce Results At Core Services Of Northeast Tennessee

Posted on September 2, 2025

In September 2021, CQL highlighted numerous initiatives from Core Services of Northeast Tennessee, which address issues affecting the direct support professional (DSP) workforce. These include areas like recruitment, retention, professional development, wages, and more. During National Direct Support Professional Recognition Week in 2025, we’re checking in with Core Services of Northeast Tennessee for an update about their DSP initiatives. 

Submitted By: Nicholas Filarelli, Executive Director, Core Services of Northeast Tennessee

I feel strongly that we’ve benefitted from being a “learning organization.” A core belief in person-centered principles must be intrinsic to all levels of your organization; both for persons supported and DSPs. This is non-negotiable. 

We have also always believed that happy, stable, and well-trained staff result in a better quality of life for people receiving services. Additionally, happier people = happier staff. The result is a virtuous cycle which benefits all. 

All of this has further reinforced DSP retention, DSP satisfaction, and overall well-being for persons supported. Employees perform at their best when they are satisfied in both their personal and professional life, including being financially comfortable from receiving adequate wages. Employee satisfaction surveys indicate DSP satisfaction is higher now, than at any time previously. 

Core Services’ DSP Initiatives

Here are some initiatives that have contributed to our success in addressing DSP workforce issues.

Advocacy Councils

Everyone (staff, admin team, persons-supported, family, medical providers, etc.) must be listened to and allowed to participate in the organization’s management. More perspectives result in a stronger agency. 

Our advocacy councils (The DSP Council and Self-Advocate Council) have allowed staff and persons supported to provide feedback, assist in the development of policy, and participate in the management of the organization. We’ve used their input to make major policy and organizational changes. This has created buy-in and resulted in vast improvements to matters important to DSPs and persons receiving services. 

Wages

We strive to pay our employees a living wage. DSPs have the option to leave and work at various other industries, earning more than we can afford to pay giving our funding limitations. Our starting base wage has increased to $17.00 per hour with the opportunity to earn a $2.00/hour shift differential for nights and weekends. The average base wage for DSPs (not including shift differentials) is $19.43/hour. 

Employee Retention

Employee retention continues to be a challenge in an economic environment where every industry is desperate for employees. Despite significantly lower turnover rates and decreased hiring costs, we continue to spend a large part of our finite budget on hiring and training costs, replacing staff when they leave. At present, we have no vacant positions, although this varies slightly as DSPs leave and new DSPs are brought onto the team.

Overtime

Lowered overtime costs and reduced training expenses – resulting from increased employee retention and a more efficient use of the workforce through tools like Enabling Technology – have allowed us to be competitive with other local businesses and to keep up with a growing cost of living. Overtime rates currently average 8%.

Credentialing

To entice talented DSPs to work for our agency, and to stay, we have to offer incentives other than money. Our goal is to continue to “professionalize” the DSP role, offering education and credentialing opportunities. Currently, 70% of our DSP hold some type of professional credential: 

• NADSP: 34% in total – 28% hold NADSP’s DSP-III Certification 
• SHIFT Enabling Technology: 12% 
• SHIFT Employment First: 66%

Demonstrating Respect

The importance of treating employees with respect is woven throughout our agency culture. A person-centered approach to DSPs is as important as it is with the people receiving services. This is a non-negotiable for all Core Services administrative members, DSP colleagues, and associated entities. We’ve also striven to provide DSPs with autonomy: giving them the tools to do their job with minimal interference from management and trusting them to do it well.  

Some Guidance For Implementation

• Create Advocacy Councils allowing staff and persons supported to participate in the management of the organization. 
• Solicit frequent feedback from all stakeholders: staff surveys, family surveys, POM interviews with persons supported. Use these tools to make frequent adjustments. 
• Offer and incentivize credentialing opportunities. There is a direct correlation between a DSP’s professional development and the likelihood of long-term employment. 
• Utilize alternate methods of support to maximize workforce efficiency: Enabling Technology to promote independence, ensuring people aren’t being “over-supported” and allowing the agency to reallocate DSPs to those who require greater in-person support. 
• Encourage DSP representation at conferences and other professional development opportunities. 
• Focus on lives, not services. Keep it simple: What does someone’s ideal life look like and how do we get there? Happy people = happy staff = happy people 

About Core Services of Northeast Tennessee

Core Services of Northeast Tennessee is a non-profit organization supporting people with intellectual and/or developmental disabilities in the greater Johnson City area. They offer a range of services involving supported living, employment, technology, respite, personal assistance, funds management, nursing, and more. Core Services of Northeast Tennessee is licensed by the State of Tennessee Department of Health and Tennessee Department of Aging and Disability (DDA). 

You can learn more about Core Services of Northeast Tennessee by visiting the organization’s website: https://www.coreservicestn.com/ 

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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.