Marian Frattarola-Saulino, Co-Founder and Executive Director of Values Into Action, offers this reflection on a recently published article in the NLCDD Bulletin, written by Rachel Milano-Davis, Chief Operating Officer with Values Into Action.
March gives us an opportunity to pause and reflect. It’s both Developmental Disabilities Awareness Month and Women’s History Month—two observances that invite us to think about whose stories we lift up, whose contributions we recognize, and how we create communities where everyone belongs. And in times as complex as the ones we’re living through, these reminders feel more important than ever. They call us to keep working toward acceptance, equity, and inclusion—not just in words, but in practice.
Rachel’s article in the NLCDD Bulletin speaks directly to this.
She highlights the importance of building an organizational culture where these values aren’t aspirations but expectations.
Her writing resonated with me for several reasons. First, at Values Into Action, we have always worked to welcome everyone—people who choose us for support and people who choose to work alongside us. To be true to that commitment, we must see each person as more than a label or a job title. “Person with a disability,” “direct support professional,” “community support facilitator,” “supports broker,” “housing resource specialist”—these titles describe roles, but they do not define the fullness of who any of us are.
Second, Rachel’s message reinforces something essential to our humanity: we are responsible to one another. Caring about our neighbors, near and far, is part of what holds us together. Ignoring that responsibility weakens the very fabric of our interdependence.
We have more power than we sometimes realize. We can do more than watch when colleagues struggle to meet basic needs. We can choose to use our power—individually and organizationally—with intention.
My hope, and the work I commit to every day, is to lead an organization that uses its power and resources responsibly: to care about each of us and to care for each of us. Rachel’s words remind us why this work matters, and why it must continue.
As you read Rachel’s article, I invite you to reflect on your own role in shaping a more inclusive and compassionate community.
Ask yourself: Where can I show up more fully? How can I use my voice, my position, or my resources to strengthen our shared commitment to equity and belonging?
Marian Frattarola-Saulino
Rachel’s key ideas that challenge leaders to center humanity, trust, and care in everyday leadership choices:
- Staff well‑being and service quality are inseparable.
- Care is not a ‘nice‑to‑have’ — it’s a leadership responsibility.
- Direct Support Professionals are the backbone of services — and too often the least supported.
- In challenging times, leadership choices shape trust and resilience.
- Everyday leadership actions matter more than ever.
- Sustainable services require cultures that value people, not just programs.
- You can’t support whole lives without supporting the workforce.
- Building a culture of care is how organizations endure uncertainty.
- Leadership grounded in humanity is leadership built to last.