Innovation in Human Services Staffing: How One IDD Provider is Rethinking Workforce Retention

By Nate Beers

In the small town of Latrobe, PA, a provider called Artemis Supports is doing something most IDD organizations don’t.

They’re putting direct support professionals (DSPs) at the center of their business model—not just in mission statements, but in real, structural ways.

How?

For starters, they built a profit-sharing model where DSPs don’t just earn a paycheck—they share in the financial success of the organization. And while most IDD leaders spend their days in meetings, Artemis requires its leaders to work direct care hours so they stay connected to the realities of frontline work.

It’s different. It’s bold. And it’s working.

Julie Bisi, the founder of Artemis Supports, didn’t come into this field just to follow the same old blueprint. Instead, she asked:

"What if we actually designed a provider agency that worked for staff—not just for leadership?"

The result? Lower turnover, stronger engagement, and a workforce that actually wants to stick around.

Rethinking “Person-Centered” to Include Staff

For years, the IDD field has pushed for person-centered services—care that’s tailored to the unique needs of individuals.

But too often, we fail to extend that same thinking to our workforce.

Instead of designing jobs that make sense for the people doing them, we often:

• Stick to outdated policies because "that's just how we’ve always done it."

• Ignore frontline frustrations until they turn into full-blown turnover problems.

• Focus solely on compliance while forgetting that no DSP stays for compliance alone.

If we’re serious about retention, we have to stop acting like DSPs are just interchangeable workers. They’re not. They’re the heartbeat of this field.

And when organizations take the time to innovate for their workforce, like Artemis Supports has done, the results speak for themselves.

Three Keys to Innovation in Human Services Staffing

So how can IDD providers rethink staffing models and build organizations where people actually want to work?

Here are three takeaways from Artemis Supports’ approach:

1. Reward Staff in Meaningful Ways

Most DSPs don’t get performance-based rewards outside of an annual “Hey, great job” email. But when staff see a clear link between their effort and tangible rewards, retention improves. Profit-sharing isn’t realistic for nonprofits, but performance-based bonuses, additional PTO, or other creative incentives can be.

2. Keep Leadership Connected to Frontline Work

One reason DSPs feel unheard? Their bosses don’t understand their job. By requiring leaders to spend some time in direct care, Artemis ensures decision-makers stay grounded in what DSPs actually experience every day. Even small changes—like leadership rounding, shadowing shifts, or direct feedback loops—can help close this gap.

3. Challenge the “That’s Just How It Is” Mentality

The biggest enemy of innovation? Doing things the way they’ve always been done. The best leaders question policies, listen to frontline workers, and have the courage to change things when something isn’t working.

What’s One Thing You Can Change?

Julie Bisi and Artemis Supports didn’t wait for someone else to fix workforce challenges—they built solutions into their business model.

And here’s the reality: You don’t have to overhaul your entire organization to start innovating.

• Could you introduce small incentives for DSP performance?

• Could you rethink how leadership stays engaged with frontline staff?

• Could you take one frustrating policy and finally do something about it?

The best providers are the ones that never stop reimagining what’s possible for both the people they serve and the people doing the work.

Because at the end of the day, staff-centered workplaces create better person-centered services.

So—what’s one thing you’ll do differently?

(PS. Want to hear the full scoop on Artemis Supports? The full interview with Julie is featured on Episode 21 of the podcast.)