Janus Developmental Services, Inc. 
STRATEGIC PLAN 2024-2027
Goals and Objectives

Goal 1: Services

Area of Focus 1. Service Provision Changes: 

The State of Indiana will no longer support the service provision of “sheltered workshop” in the coming years.  Janus must, therefore, transition away from the “sheltered workshop” model and instead find creative, compliant ways to establish on-site employment opportunities for individuals who struggle to maintain community employment. We must continue to promote inclusive employment opportunities for participants to the fullest extent possible and desired. 

Objective 1: Conduct research on alternative service models that align with state guidelines and support inclusive employment opportunities. A detailed report outlining the pros, cons and feasibility of the models will be prepared. 

Objective 2: Based upon the report in Objective ONE, Janus will launch a pilot program for an on-site employment opportunity that is designed to be inclusive and accessible for individuals who face challenges in maintaining community employment.

Objective 3: The success of the pilot program will be evaluated based on participant/stakeholder satisfaction and compliance with state regulations. 

Objective 4: Following the successful pilot and evaluation phase, Janus will fully transition away from 14-c, sub-minimum wage options and establish a new model with new employment opportunities across all relevant service areas. This will include scaling up successful programs, discontinuing non-compliant activities and continuously seeking innovative ways to support our participants in achieving their employment goals.

Area of Focus 2. Service Expansion: Consider expanding services to include options such as life skills training, cooking and nutrition programs, sports, fitness, wellness activities, academic skills, volunteerism and therapies, including recreational therapy, behavior therapy, music therapy, speech therapy, etc. The community and staff survey results included a wealth of suggestions. Refer to those documents for additional ideas. 

Objective 1: Janus will leverage current data to determine the preferences of the people we serve, their caregivers and the wider community regarding our available service options. The financial viability and staff support requirements of these options will be evaluated. 

Objective 2: Based on the options selected in Objective ONE, Janus will expand its service offerings to include a comprehensive suite of programs designed to enhance the well- being and development of those we serve. 

Goal 2: Communication

Area of Focus 3. External Communications: Bolster awareness of the Janus brand within the community and the multi-county area, update and maintain the organization’s website, establish and foster corporate partnerships and explore the use of a variety of external advertisement options to increase public awareness. A parent/guardian newsletter was also recommended.

Objective 1: To create and implement a comprehensive external communications plan that establishes marketing priorities, encompassing specific target audiences, the most effective communication channels, a branding analysis and the messaging strategies that yield the greatest benefits to the financial health, service delivery and overall reputation of Janus.

Objective 2: The implementation of tactics outlined in the comprehensive external communications plan. 

Objective 3: Conduct a comprehensive audit of Janus's current website to evaluate its functionality and effectiveness in conveying a clear and impactful message. Recommend the optimal course of action, based on the audit findings, which may involve either rebuilding the website or implementing modifications to ensure seamless functionality and enhanced message clarity. 

Objective 4: Identify, develop and expand community partnerships to establish stronger connections and collaborations that align with and support Janus’ strategic priorities. By expanding our network of partnerships, we aim to leverage the collective expertise and resources of our community to enhance the lives of the people we serve.

Point of Consideration: Corporate partnerships are to be specifically sought after for their potential financial and material support.

Area of Focus 4. Internal Communications: Staff indicated a desire for improved internal communications in the form of a central calendar and the use of a regularly published newsletter to communicate important events. The newsletter can also be leveraged to enhance the positive culture at Janus through the inclusion of celebrations and to inform of upcoming training and (re)certifications such as CPR/First Aid. On the staff survey, concerns were shared in regard to communication issues pertaining to difficulties with prompt responses to staff questions and concerns. 

Objective 1: Establish, disseminate and reinforce clear expectations and protocols for internal communication among Janus leadership and staff members. We aim to foster a culture of effective and efficient communication by establishing standard practices and promoting adherence.

Objective 2: Creation of a central online calendar that allows staff members easy access to information regarding upcoming Janus events and activities.

Objective 3: Create a regularly published internal newsletter to communicate important events, training opportunities and the many positive aspects of the organization. 

Goal 3: Financial Stewardship

Area of Focus 5. Finance and Fundraising: As Janus prepares for a capital campaign beginning in 2024, attention is needed to deepen existing donor relationships as well as to broaden our philanthropic reach, highlighting donor cultivation, stewardship and legacy giving. Janus will also continue to explore funding opportunities such as grant funding and corporate partnerships that will support Janus’ mission and vision. Long-term goals could include reducing Janus’ dependence on governmental grant funding. Janus will maintain a strong Case For Support document and ensure fund development strategies are pursued and communicated. Fund development capacity building will need to continue through ongoing education and application of best practices (policies, activities, tracking, etc.). 

Objective 1: Create a comprehensive fundraising and revenue generation plan that outlines strategic initiatives, diverse funding streams and targeted campaigns to ensure a sustainable and diversified financial base for Janus. operations, programs and facility needs. 

Objective 2: As Janus prepares for a capital campaign beginning in 2024, the organization must deepen existing donor relationships as well as broaden our philanthropic reach, highlighting donor cultivation, stewardship and legacy giving. This donor engagement will incorporate the four-phase fundraising concept of: 1) Identify, 2) Cultivate, 3) Secure and 4) Honor. 

Objective 3: Janus will also continue to explore funding opportunities such as grant funding and corporate partnerships that will support its mission and vision. 

Objective 4: Janus will maintain a strong Case For Support document and will ensure fund development strategies are pursued and communicated. It will be necessary to continue increasing our fund development capacity through ongoing education and application of best practices (policies, activities, tracking, etc.). 

Objective 5: Manage Janus’ financial resources with transparency, accountability and responsibility to effectively achieve the organization’s goals and mission.

Goal 4: Employee Development, Recruitment & Retention

Area of Focus 6. Staff and Employee Development: Goals in this area include bolstering recruitment and retention efforts, providing staff development opportunities and expanding staff appreciation efforts. Suggestions included partnering with educational institutions and developing innovative and interactive training programs that allow current staff to enhance their skills. Enhanced retention efforts for current staff should be implemented. Succession planning and cross-training of essential personnel are needed to ensure stability and continuity of services for participants. 

Objective 1: An intentional recruitment effort must be enhanced to attract requisite high-quality staff members. 

Objective 2: Implement a “Culture of Appreciation” across Janus that celebrates and supports the growth and accomplishments of our staff members, ultimately boosting morale and cultivating a positive culture.  We aim to continue to develop and expand these initiatives to create an environment that values and recognizes the contributions of all employees.

Objective 3: Develop and implement a plan for professional development for leadership and staff members. 

Objective 4: Create a strategic succession plan for senior staff positions to help maintain quality leaders and organizational continuity. 

Objective 5: A system must be developed to cross-train essential personnel to ensure stability and continuity of services for participants.

Goal 5: Facilities, Grounds, Infrastructure & Safety 

Area of Focus 7. Building Project: A capital campaign is imminent for which goals and action steps need to be outlined including specifics of the building project itself. It is highly important that the first phase of this project be completed within the next three years. Strategic decisions about building use must align with action steps and goals related to service expansion, provision, finance, transportation and land use.

Objective 1: A comprehensive building plan must be created, outlining the building project’s specifics, including project goals and action steps.

Objective 2: The implementation of tactics outlined in the comprehensive building plan.

Objective 3: Evaluate physical security aspects across all facilities and events and propose policy changes and the adoption of best practices where needed. Our objective is to do our very best to keep those we serve, our staff and our community safe.

Area of Focus 8. Land Use: The Land Use Committee is already hard at work in this area. However, their work is integral to Janus’s overall Strategic Plan and thus must be listed as an area of focus. This committee will make important decisions about how to use the land that Janus currently owns, which could involve selling the land or retaining it for future development projects. 

Objective 1: The Land Use Committee must decide how to use the land that Janus currently owns, which could involve selling the land or retaining it for future development projects.

Goal 6: Expansion of Board of Directors

Area of Focus 9. Board of Directors: The Executive Board of the Janus Board of Directors has plans and processes in place for the identification of potential future board and committee members as dictated by the bylaws. The retention of expertise in Janus’ leadership is essential to their overall success, so it must be listed as an area of focus. Current board members are encouraged to provide names of  potential committee or board members to the Director of the Board for consideration.

Objective 1: The Executive Board of the Janus Board of Directors will act upon its current plans and processes for identifying potential future board members and committee members as dictated by the bylaws.

Goal 7: Transportation 

Area of Focus 10. Transportation Services: Janus would like to continue enhancing transportation services to best meet the community’s needs. The Strategic Plan should include an evaluation of current opportunities and identify action steps to ensure effective, efficient transportation services are offered in a manner that aligns with the community’s needs and applied resources. The partnership structure with Hamilton County Express and the branding strategies should be evaluated.

Objective 1: Evaluation of current opportunities to ensure effective, efficient transportation services are offered in a manner that aligns with the community’s needs and applied resources. 

Objective 2: Evaluate the partnership structure with Hamilton County Express with special consideration given to branding strategies.