Dosh’s 10 Commitments
Our 10 commitments for 2022 /2023
- Project 2000
The Dosh Board and Managers met in November 2021 to work on their company strategy from 2022 – 2025: identifying our goals, the strategies necessary to accomplish those goals and the internal performance management system that will be used to monitor and evaluate progress. To encapsulate this strategic direction Dosh will launch ‘Project 2000’ to get Dosh ready to support 2000+ people in three years
- Wellbeing and Diversity
Supporting staff wellbeing, diversity awareness and engagement. We believe our employee wellbeing can directly improve the mental and physical health of the workforce, with general health being linked to increased levels of productivity, performance and retention and reduced absence.
In 2022/23 we will celebrate diversity, ensure wellness & wellbeing and active engagement with our colleagues, and regularly ask them how they are feeling. We will look at our systems and processes to keep our colleagues safe when supporting people.
- Access to Money
Promoting better access to money for the people we support
We will look to create better access to spending money and cards for people we support who may not have capacity for banking/spending and inclusion in digital and online payments and spending.
We will carry out research into banking products which will empower the people we support to have quick and more responsive access to their money when they need it.
- Quality Assurance
Knowing we are doing a good job and ensuring consistency and quality as we grow
We will review our quality strategy and introduce specific roles in the team to take a lead on managing and developing quality across Dosh.
We will work with The Quality Company during 2022/23 on new Quality Assurance protocols which put the people we support at the centre of everything we do
- Risk Management – for people we support and our company
Making smart business decisions and being well managed
We will identify safeguarding risks to people we support with their money and seek to mitigate harm to the people we support.
We will evaluate risks and constraint based on their context after establishing the context of each potential risk.
We will develop our business and management policies and operational processes including when someone is no longer supported or passes away, how we deal with complaints and how we report our performance. This will give clear oversight so that we make conscious, clearly recorded decisions.
7. Leadership & Management
We will continue to build self-leadership and self-organising teams to enable dynamic and flexible leadership, growth, and development.
All of our team members are involved in communications and connections with colleagues, stakeholders, commissioners, families, and the people we support, and we consider each one of them to be a Leader.
Our colleagues have been recruited for their values, beliefs and competencies and their desire to make a difference to the life of a person with a learning disability. We are a democratic company, and each member has an opportunity to make an input, contribution and change to the way we support people and the way our company is directed.
- Co-Production
If Dosh is to deliver successful services and support, we must understand the needs of the people we support and engage them closely in the design and delivery of those services.
The TLAP National Co-production Advisory Group says the following about co-production:
‘Co-production is not just a word, it is not just a concept, it is a meeting of minds coming together to find shared solutions. In practice, co-production involves people who use services being consulted, included, and working together from the start to the end of any project that affects them. When co-production works best, people who use services and carers are valued by organisations as equal partners, can share power and have influence over decisions made’.
Co-production is an approach where people, family members, carers, organisations, and commissioners work together in an equal way, sharing influence, skills, and experience to design, deliver and monitor services and projects.
Co-production acknowledges that people who use social care and health services (and their families) have knowledge and experience that can be used to help make services better, not only for themselves but for other people who need them, which could be any one of us at some time in our lives.
Real co-production means that people are truly involved in planning and designing services from the very beginning.
We will work with people and those who are significant in their lives to make this happen in 2022-23.
- Finance – Quality and Affordability
We will continue to exercise caution and control over our Budget and Budgetary management during 2022-23
We will continue to review how we monitor, evaluate and report on our management accounts, so that we become financially stronger and more sustainable. Dosh will also consider Growth vs Consolidation during this business cycle.
We will look at ways of making our support and services affordable for the people we support while catering for peoples unique and specialised needs.
- Social Impact – Empowering People to lead fuller lives and reaching their full potential. We will make a significant, positive change that addresses a pressing social challenge.
For Dosh creating social impact will be the result of a deliberate set of activities with a goal matching this definition. We will fully align our social impact management and reporting with Thera Trust
- Support to Thera Trust
We will add value to Thera Trust
This will include:
- Research and pilot projects
- Impact management – we will provide physical and logistical resources as and when needed
- Social media – we will promote Thera companies’ media at every opportunity
- Membership of committees and communication groups
- Leadership Development and Training
- Input into policies & procedures
- Supporting ‘Open Innovation’ and collaboration across the Group
