One IDD Provider Invested Big in Their Employees. Then This Happened.
In the world of intellectual and developmental disabilities (IDD) services, it's easy to believe that high turnover, low engagement, and chronic staffing gaps are just part of the job. But what if they’re not?
That’s the question Nick Filarelli, Executive Director of Core Services of Northeast Tennessee, and the leadership team quietly answered through action. In a recent interview, Nick shared how his agency has defied the odds—not with flashy programs or gimmicks, but with relentless commitment to their people.
The story of Core Services isn’t just heartening—it’s a clear, replicable roadmap for other providers who want to break out of survival mode and build something stronger.
And it all starts with what they were willing to change.
The “Before” Every Leader Will Recognize
Just a few years ago, Core Services looked like many other IDD agencies:
Staff turnover was high. More than one-third of employees had been on the job less than a year.
Tensions between staff and leadership were real. There was a noticeable “us vs. them” divide.
Even the physical space reflected the culture. A part of the main office was off-limits to frontline staff unless they had special permission.
If that feels familiar, it’s because many of us have experienced it. These dynamics are often brushed off as the cost of doing business in human services.
But Core Services refused to settle.
The Turning Point: Investing Before the Results Came
Nick and the leadership team made a strategic—and gutsy—choice. They committed to deep, consistent investment in their staff, even if it meant blowing past the training budget.
“Before we were in a position where we had low overtime and low vacancies,” Nick shared. “We recognized that this big, expensive investment in our staff…was going to pay off.”
For multiple years, they went substantially over budget on training and development, focusing on:
Credentialing and advancement for DSPs
Leadership development at all levels
Cultural change initiatives
They didn’t just tell staff they mattered—they showed it, even when the payoff wasn’t immediate.
And it worked.
How They Reinvented the Culture (And Got Buy-In Along the Way)
Culture change is a buzzword, but Core Services gave it teeth. They started with structural changes that sent a powerful message:
They scrapped the “off-limits” office area and opened up the workspace to everyone.
They implemented an authentic open-door policy—not just in theory, but in daily practice.
They created multiple feedback loops for staff to offer real-time suggestions, including:
Anonymous pulse surveys
Direct prompts for input on leadership and agency decisions
A now-legendary “Stupid Rules” form, where employees can point out policies that don’t make sense
That last one became a cornerstone of their transparency efforts. And more importantly, they acted on the feedback they received—demonstrating that staff voices weren’t just heard, but valued.
The “After” Picture Is a Game-Changer
Today, Core Services looks like a different organization:
Only 10% of staff have been there less than a year.
Their number of credentialed NADSP III DSPs has increased ten times.
Their vacancy rate hovers around 3%—a figure many agencies can only dream of.
They’ve built a culture where tenure, engagement, and excellence reinforce each other.
Perhaps most powerfully, this transformation has allowed them to raise expectations across the board—not from a place of pressure, but from a place of empowerment. When staff are deeply supported and clearly valued, they show up differently. And they stick around.
What You Can Take from This (Even if You’re Just Getting Started)
Nick’s story isn’t about overnight wins. It’s about disciplined, strategic change. And if you’re an IDD leader, here’s what this means for you:
Invest before it feels “safe.” You won’t get extraordinary results from ordinary investment. Betting on your staff—even when budgets are tight—is the move.
Kill the “us vs. them” culture. Look for any literal or symbolic barriers that divide staff from leadership. Tear them down.
Don’t just open the door—invite feedback in. Create specific, ongoing ways for staff to share their experiences and suggestions. And then respond.
Build a culture that supports performance. You can raise the bar—but only after you've raised the support.
Culture is the strategy. Most problems labeled as “turnover” or “engagement” issues are actually culture problems. Core Services solved for that—and the metrics followed.
Final Thought
The success story of Core Services proves that there’s no silver bullet—but there is a proven path: Invest deeply, listen humbly, and lead with courage. The ROI? A team that shows up, levels up, and sticks around.
🔗 Watch the full interview with Nick Filarelli here
🔗 Learn more about Core Services of Northeast Tennessee
