Our commitments to you

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Our Dosh Promise

The 8 Pillars of Trust

Our Values

Our 10 Commitments for 2022 / 2023


Our Dosh Promise





We asked people we support what was important to them and used what they said to write the Dosh Promise. We use it to make sure we are supporting people in the way they want.

This video tells you all about the Dosh Promise.


activities icon I will be able to use my money to do the things I want.
involve icon I can be as involved as I want in my money.
choice icon I will spend my money in the way that I want.
understand icon I will get the information I want about my money in a way I can understand.
advocate icon I will have my own financial advocate who visits me, knows what I like and listens to what I want.
support icon My financial advocate will give me support and information to help me manage my money.
tell icon Dosh will tell me about my money, what they are doing and answer any questions I have.
safe icon Dosh will help me to keep my money safe.

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The 8 Pillars of Trust


1. Character 

For Dosh this means doing what is right over what is easy, and each team member has this characteristic; staying true to our values, doing what is right. There are often occasions when colleagues are up against it and the situations can feel insurmountable. It is always at this point they find the energy and determination to persevere in-order to get the best outcome for the people they support.

2. Compassion

All team members think beyond themselves when they consider their work and how they will support people and their colleagues. They care! Our team members write stories for our Board of Directors (and we share them on our website) about how they have made a difference in another person’s life through their work.

3. Clarity

We are clear about what our mission is: “to support people to be more independent and have more control over their money” and we share our ‘Dosh Promise’. A set of standards by people with learning a learning disability (which we are assessed on by the people we support as part of our Annual Review). People know what is included in our service and we detail this in our Information Guide and on our website. We are clear about the benefits of our support and service to people with a learning disability.

4. Consistency

Dosh work to a number of key performance indicators (KPIs) which our team members regularly report on and which our Board of Directors monitor and evaluate. These KPIs are based on what people we support think are important to them. Working in this way ensures we consistently support people across the country to deliver the same service.

5. Competency

You will not be surprised to read that supporting people with welfare benefits is complex. Government changes are fluid and if we are to support people to maximise their money it is important our team members are not just recruited for their values and positive attitudes, but are competent.

Our Financial Advocates often come from a Banking and or Benefits background. They take their continued professional development seriously: staying fresh, relevant and capable. They know how to share their learning with those they support.

6. Contribution

To build trust you need to contribute and our team members’ contributions are their results for the people they support:

During our Annual Reviews, 97% of people we support said they were happy with Dosh Support and 98% of people told us they can choose how they spend their money to do the things they want.

Migrating from Disability Living Allowance (DLA) to Person Independent Payments (PIP) the team has gone up by 350K for people supported

The weekly income for new people supported have risen by £51.62 per week

Average savings increased by £4,616, in their first year of support with Dosh.

7. Connection

We prioritise building trust with the people and communities we work with. We devote time to building relationships which we hope will last for many years. We do this by becoming part of a person’s circle of support (their network) and we speak up for people when they can not speak for themselves.

We also seek out collaborations with other organisations.

 8. Commitment

Our team members have a selfless commitment to the people they support; standing with them through adversity. They care about what is really needed and as a company we find ways to measure this through our Annual Reviews.

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Our Values



Our Values

  • We care about the well-being and success of every person we work with and support
  • High standards are a way of life. We pursue excellence in everything we do.
  • We make a difference in every community we serve.
  • We respect and listen to our people.
  • We empower our people to make decisions that improve their work and benefit the people we support and our company.

Our Values are aimed towards each other and the people we support.   We do not differentiate.

Why Values?

  • Values influence people’s behaviour and serve as criteria for evaluating the actions of others.
  • They have a great role to play in the conduct of life.
  • They help in creating norms to guide day-to-day behaviour.
  • The values of a culture may change, but most remain stable during one person’s lifetime. The Dosh Values have been constant for the last 12 years
  • Defining your values and then living by them can help you and your colleagues feel more fulfilled

How we deliver them:

  • We consult with the people we support and set standards that they feel are important.
  • They drive our behaviour and our interactions with the people we support and each other
  • We regularly talk about our Values with each other, either on a one-to-one basis or as part of team.
  • We challenge each other – are we adhering to our values? (they are an internal reference about what is good)
  • A set of qualitive goals we strive to achieve each year (which is included in our business plan and regularly assessed).
  • We do what is right over what is easy.

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Our 10 commitments for 2022 /2023

  1. 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

In 2022/23 we will meet our objectives set out in the Project Implement Document for Project 2000.

  1. 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

  1. 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.

  1. 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

  1. Risk Management – for people we support

                                                            – for 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.

  1. 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.

  1. 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.

  1. 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

  1. 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

  1. 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

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