Dosh Strategy for 2022-23

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Dosh Strategy for 2022-23

Dosh’s mission continues to be for people to have more control and independence over their money. More particularly, Dosh’s purpose is to empower, give voice to and enable everyone with a learning disability to be more independent and have more control over their money to live the life they choose.


Our 10 Commitments for Dosh in 2022-23

Dosh 10 Commitments for 2022/23

  • We make ‘commitments’ because we are committed to doing what we say we will do. (we are not in the business of ‘wishing’ or ‘hoping’)
  • We ‘Endeavour’ (showing real intent to see things through to the end because ‘trying’ doesn’t cut it for Dosh)

  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.

We will  evaluate risks and identify potential risks for our Dosh colleagues. .

We will evaluate risks and identify potential risks to our ‘business’ and company.

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.

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.

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 and Consolidation (in specific areas and regions of Great Britain) 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

  Understanding the relationship between actions, impact, and outcomes through data and information we gather

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


We will regularly evidence and report on our endeavours to meet each of these commitments.  We will do this through:


  • Chairpersons Report to the Thera Trust Board
  • MD Reporting to the Dosh Board
  • Social Impact Reporting to Thera Trust
  • Weekly to the Dosh Team via the end of week Dosh Newsletter