The DSP Problem
It has been a long while since my
last post. In fact, the last blog
created a wonderful stir among the little community that reads my stuff. I am about to make another potential
stir. I am ready. Hope you are as well…
For the past few months I have
heard a few leaders of human services organizations that employ direct support
professionals refer to something called, “The DSP Problem.” The theory behind
the DSP Problem is that because direct support professionals are unqualified,
undertrained, apathetic, unreliable and overall entry level pawns in a game
that the issue of turnover, morale, abuse and neglect rests on the shoulders of
the lackluster workforce. Human service
leaders are looking to correct the DSP Problem by increasing pay, improving
training and finding “better” direct support professionals? The problem can be solved simply. Right?
I believe NOTHING is further from
the truth. I do not feel that there is
a “DSP Problem”. The 4 million people who currently provide direct support in the United
States are very committed and professional people doing their great
work, unspectacularly, everyday. They
help make the idea and notion of community living possible for many vulnerable and alienated fellow citizens.
The direct support professionals, aside from a scant few, are not the
problem.
There is a “Leadership
Problem”. There are some wonderful and
amazing leaders in our field. I know
many of them personally, and likely if you are reading this, you are probably a leader
with whom I agree and respect. The
leaders in our field that refer to a “DSP Problem”, in my opinion, are finally
beginning to see the vital role that direct support professionals have in the
lives of the people they support. States, municipalities, and organizations are now putting direct support professionals in a slightly more
positive light and subsequently addressing the emerging profession of direct
support by raising the expectations of the field. Competencies for direct support professionals
are being recognized and created. Direct support professionals are beginning to be
developed, educated and recognized as PROFESSIONAL. This is a new day for DSPs but we should not
view the situation as a “DSP Problem”.
I think the best solution for the
“Leadership Problem” is to let the evolution of direct support take it's course! Everyday, I have a great privilege
to meet and work with direct support professionals. I see their talent and skill. I see the passion they have for their
craft. Most importantly, I see first
hand what they do to improve the outcomes for people they support. As managed care organizations and
accreditation bodies like CQL (Council on Quality and Leadership) and NADSP (The National Alliance for Direct Support Professionals) continue to raise a bar for direct
support, and as personal outcomes become the primary focus of our work, the
leadership in our field will have to follow suit. On that note, I work with closely several organizations throughout the country that are helping direct support professionals achieve a national credential. (By the way they never referred to the "DSP Problem")!
Yes, there is a direct support workforce
crisis (that was predicted 25 years ago by researchers and scholars) but the
warnings were not listened to. We will
need 1 million direct support workers by 2022. That said, with all the developing
educational opportunities and career ladder options that are being established
by progressive leadership in this country, we will see the “Leadership Problem”
improve. Thanks to direct support
professionals and what they do each day to improve the lives of the people they
support, leaders in the field (including me) will be humbled, will be
inspired and most of all see there was never a “DSP Problem”. We will learn from the DSPs who help create a
world we everyone belongs. They will lead us.
Happy Thanksgiving. This year please make sure to thank a direct support professional.
