DBS 2020-25 Strategy

We began developing our 2020-25 strategy in 2019, and it was key to us that it was ambitious and focused on both the quality of our work and the people that perform the work for us.

We decided to co-create the strategy with our staff and partners, carrying out a wide range of online and face-to-face conversations. During a mid-point review of our strategy, we homed in on 4 main strategic priorities, as well as 4 main strategic objectives that we want to focus on for the remainder of our strategy.

Our 4 strategic priorities are:

  • Quality
  • Value for money
  • Diversity and inclusion
  • Sustainability

Our 4 strategic objectives are:

  • SO1: Customer Experience
  • SO2: Technology
  • SO3: Making a Difference
  • SO4: Our People and Organisation

Our progress

In addition, we have also made some significant progress towards the 3 key strategic priorities that we identified in our initial 2020-25 strategy – Quality, People, and Profile.

Quality:

Just one recent example of us working towards our Quality priority is completing the transition to new suppliers for our technology and customer contact centre. This has allowed us to provide even better customer services, along with making efficiency savings, as our new contact centre contract means that we have been able to reduce call-handling charges.

People:

Some recent achievements in this space include introducing remote access to our system, so we can give even more staff the option to work remotely. With more of our staff able to work remotely, this enables us to reduce estate footprints, and make efficiency savings. We also launched our refreshed reward and recognition policy so that we can ensure colleagues are fairly rewarded for going above and beyond.

Profile:

Our recent achievements in this area include several external campaigns that served to raise awareness of DBS, and we also hosted the second DBS Conference, aimed at partner organisations, and those in safeguarding roles. We’re making excellent progress towards achieving what we set out in our strategy. During our 2023 mid-point review, we found that 90% of our deliverables were on target, and as a result of this, the refresh resulted in a more ambitious strategy for the remaining period.

Our organisation is transforming for the better, focusing on our priorities, working towards our strategic objectives, and is in a strong position for the future.