When leadership thinks about budgets, retention, or training, the cost of not supporting DSPs rarely appears in spreadsheets. But make no mistake—it exists, and it’s significant. It shows up in the people who leave, in the strain on those who remain, and in the quality of support that clients experience every day.
Consider this scenario: A DSP has been working with a team for five years. She knows the routines, the preferences, the challenges, and the subtle cues that make support effective. But she is constantly juggling staffing shortages, inconsistent communication, and lack of recognition. One day, she resigns. Suddenly, a critical piece of institutional knowledge walks out the door. The new DSP who replaces her has to start from scratch, while the rest of the team absorbs additional responsibilities.
This is the hidden cost. It doesn’t show up as a line item in a budget, but it manifests as turnover, burnout, and diminished morale. It manifests as decreased consistency in care, mistakes, and increased stress for everyone on the team. Families notice. DSPs notice. Leaders notice—but often too late.
Supporting DSPs proactively—through regular check-ins, meaningful recognition, and practical resources—is not a “nice-to-have.” It is an investment in stability. It reduces turnover, increases staff engagement, and improves outcomes for the people served. Every time leadership ignores support, the hidden cost grows.
Takeaway: Treat support for DSPs as essential infrastructure, not optional overhead. The budget may not reflect it, but the success of your program depends on it.
Add comment
Comments