DBS Strategy 2020 25 - Making Recruitment Safer - Gov.uk
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DBS Strategy 2020 - 25 Making Recruitment Safer ‘The DBS is an established organisation with a clear role and remit, and long-standing ways of working.’
2
Our Purpose
DBS STRATEGY 2020 - 25
Protecting the public by helping employers
make safer recruitment decisions and by
barring individuals who pose a risk to
vulnerable groups from working and volunteering
in certain roles.
Our Vision
Making Recruitment Safer. By being a visible,
trusted and influential organisation, providing an
outstanding quality of service to all our customers
and partners. Where our people understand the
important safeguarding contributions they make
and feel proud to work here.
‘Providing an
outstanding
quality of
service to all
our customers
and partners.’
3
Chairman’s Foreword
DBS STRATEGY 2020 - 25
T
he Disclosure and to the strategy. As a result, we
Barring Service Board have a strategy that reflects a
began the process very strong consensus on our
of producing this five-year purpose, vision, values and
strategy during the summer priorities. This is a considerable
of 2019. It was important to achievement and one of which
us that the strategy would be we are rightly proud. To ensure
ambitious and focused on we deliver on our commitments
quality and people. we have also introduced new
Through the delivery of governance arrangements
this strategy the DBS will that will equip us to lead the
ensure that the organisation implementation of the strategy
continues to develop and through to 2025.
thrive, provide services of the Quality is at the heart of
highest standards, and thereby this strategy. Everything we
make a real contribution to do over the next five years
the national safeguarding will contribute to playing our
arena. At the outset the DBS role in ensuring that, through
Board took a major decision our products and services,
in deciding that we would employers have the necessary
‘cocreate’ this strategy with our information to make safe
staff and partners, embarking recruitment decisions. Our role
on a wide-ranging set of both now is to make sure that we
online and face to face ‘Big deliver the strategy and we will
Conversations’ that resulted work tirelessly to ensure that
in over 40,000 contributions we do.
Dr Gillian Fairfield,
Chairman
4
Chief Executive’s Introduction
DBS STRATEGY 2020 - 25
T
he DBS is a national processes, and use
organisation undertaking technology to enhance our
a unique role. We issued work. We cannot deliver this
6 million certificates last year plan on our own and we
and maintain two Barred Lists will work closely with our
of over 77,000 people. We partners, both strategically
employ over 1,000 staff and operationally to make
to deliver these services. recruitment safer. We will also
Our work provides create the conditions through
significant protection to the smarter working, better staff
public. Quality must be at the development and a more
core of what we do; quality in inclusive and diverse workforce
the products we supply and to improve our performance.
quality in the decisions that we This strategy has been
make. Our strategic plan will written at a point in time. It
further improve an already well outlines the direction of travel
performing organisation. and the key priority areas
It will modernise the services we will focus on. Each year
we provide, the way we work it will be refreshed through
and the way we interact with the production of an annual
our partners. Business Plan which will
The strategy contains a describe how we will take
number of practical actions the actions that deliver our
that will enable the DBS to strategy for that year.
make tangible improvements I will focus my efforts to
to our service to the public. ensure we deliver this over
We will improve the way our the next five years on behalf of
services are accessed, the the Board, our workforce and
speed and efficiency of our the public.
Eric Robinson,
Chief Executive
5
Our Strategic Priorities
DBS STRATEGY 2020 - 25
Quality Profile
Provide high quality, reliable, Raise awareness of the DBS
consistent, timely and accessible and the services we offer,
services for our customers. keeping people informed
through our communications,
Embrace technology to drive to increase public understanding
improvements to the quality of and confidence in our
our work. organisation.
People Be a respected and trusted
Develop a talented and diverse organisation, working with our
workforce that understands how partners to play an influential
their contributions help to achieve role in the environment in which
our objectives. we operate.
Build a flexible, vibrant and
contemporary workplace where
our staff will be able to do their
jobs using modern ways of
working that are smart and which
promote OneDBS.
‘We respect
and value
everyone, and we
recognise and
appreciate each
other’s efforts.’
6
Our Values & Behaviours
We Work Together
We collaborate, we actively
SUBJECT TEXT
listen, learn and share
information with our colleagues
throughout the DBS and with
our external partners.
We respect and value everyone,
and we recognise and
appreciate each other’s efforts.
We are transparent, we
communicate clearly, openly
and with transparency in all our
interactions at work.
We Act with Integrity
We are accountable, we take
responsibility for our actions
and decisions and follow
through on our promises.
We make sure that we treat all
our colleagues fairly.
We behave with professionalism,
seeking to do the right thing.
We are customer-focused, we
put the needs of our customers
first in all of our actions at work,
making sure that we deliver the
best possible service for them.
We Pursue Excellence
We challenge ourselves to be
creative and explore new ways
of working so that we can
provide the best possible service
to our customers.
We always seek to produce
our best quality work,
consistently and accurately.
7
Purpose of this document
DBS STRATEGY 2020 - 25
T
he purpose of this strategy focusing on the activities
is to set out the direction for planned.
the DBS, identifying planned The strategy is aimed at our
activity to improve the effectiveness partners, customers and our
of the organisation and our people, so that everyone has a
contribution to Making Recruitment clear understanding of our route
Safer. Each year we will produce of travel and the changes we
a more detailed Business Plan, plan to make.
8
Our context
DBS STRATEGY 2020 - 25
T
he DBS is an established improving our use of
organisation with a clear technology this must now
role and remit, and long- be accelerated. Many public
standing ways of working. The and private organisations
world around us is changing operate smarter working
rapidly and we must now arrangements resulting in
respond to this context and in retaining staff and attracting
addition, sharpen our processes new talent to their workforce.
for horizon scanning and gaining Research also shows that such
insight, to ensure we embark arrangements result in an
on a continuous journey of increase in productivity. The
improvement over the next five DBS is quite traditional in its
years. The DBS has a lower current approach and must
national profile than our role address this.
requires us to have. This ranges Whilst there are
from a lack of awareness among contextual issues that are
employers of their duty to refer known, some are not,
certain cases to Barring, eligibility for example, what the
for disclosure certificates and Independent Inquiry into
a low strategic profile with key Child Sexual Abuse may
stakeholders. It is important to recommend, how government
rectify this to ensure we capture policy may change or what
all relevant referrals. new technology could become
Technology continues to available. However, we have
evolve, and the public now attempted to futureproof the
want to access services digitally strategy by concentrating
and hold information on their on delivering significant
smartphones and tablets. The improvements to the quality of
DBS technology is dated, our our work. Our annual review
‘This ranges services are hard to access and annual business plans will
from a lack of electronically, and our Disclosure allow us to be able to adapt to
certificates are still produced on any significant changes in our
awareness
paper. While we are continually operating environment.
among employers
of their duty to
refer certain cases
to Barring, eligibili-
ty for Disclosure
certificates and a
low strategic
profile with key
stakeholders.’
9
Who we are and what we do
DBS STRATEGY 2020 - 25
T
he DBS delivers Disclosure protect people in our society
and Barring functions on while ensuring proportionality
behalf of government. This and protecting the rights of
includes DBS checks for England, individuals. We do this by
Wales, Jersey, Guernsey and the providing relevant information,
Isle of Man and Barring functions and where necessary, making
for England, Wales and Northern barring decisions to help
Ireland. We carry out this work from employers make safer recruitment
bases in Darlington and Liverpool. decisions. The DBS issues four
The DBS was created in levels of certificates of criminal
2012 under the provisions of records, known as disclosure or
the Protection of Freedoms Act DBS checks, and we operate a
2012. We are a non-departmental system of updating certificates
public body (NDPB) accountable through our Update Service. We
to Parliament through the also bar individuals from working
Secretary of State for the Home in certain circumstances. Our
Office. We provide an important work is funded by the fees from
service helping to safeguard and our disclosure customers.
‘We provide
an important
service helping
to safeguard
and protect
people in our
society while
ensuring
proportionality
and protecting
the rights of
individuals.’
10THE STRATEGY
Basic DBS Check
This is available for any position
or purpose and will contain details
of convictions and conditional
cautions that are considered to
be unspent.
SUBJECT TEXT
Standard DBS Check
Standard certificates are
available for specific roles outlined
in legislation. They show unspent
and spent convictions, cautions,
reprimands and warnings held
on the Police National Computer,
subject to filtering rules.
Enhanced DBS Check
This is the highest level of
check available to anyone
involved in work with vulnerable
groups, and other positions
involving a high degree of trust.
Enhanced certificates contain
the same information as the
Standard certificate, with the
addition of relevant local
police force information.
Enhanced with Barred
List Check
An Enhanced check with Barred
Lists, shows the same as an
Enhanced check plus whether
the applicant is in the lists of
those barred from working with
children of vulnerable groups,
where the role is in Regulated
Activity. We make informed
decisions about whether an
individual should be barred from
engaging in Regulated Activity
with children and/or adults and
maintain the Children’s and
Adults’ Barred Lists. We make
informed decisions as to whether
it is appropriate to remove a
person from a barred list.
11Strategic Priority:
DBS STRATEGY 2020 - 25
Quality, Objective One
We will provide high quality, reliable, consistent,
timely and accessible services for our customers.
Why is it important? compliant with any revised
Quality is at the heart of everything legislation.
we do. Our partners and
customers want us to improve 3. Introduce Barring and
our delivery so they can rely upon Safeguarding Improvements
a fast and accurate service. In We will continue to develop and
order to fully meet the needs of enhance our Barring service
our customers we need to make ensuring our robust and timely
accessing the DBS easier and keep decisions are made accurately.
them informed. Our staff have We will deliver changes
said they are keen to understand to improve the way Barring
what it is our customers need and is organised, its profile, our
want so they can help to improve relationship with our partners,
all of our products. the way the service is
accessed and the processes
How will we do it? for dealing with all cases.
1. Develop a New Vision for 4. Develop our Insight and
our Customer Journey for all Intelligence
Services We will consolidate all our data
We will understand who our within our new data warehouse,
customers are and the journey they bringing together all of our
go on in accessing our products. business, management and
This will allow us to develop a performance information into
plan to improve the quality of our one place.
service and modernise the way This will enable us to develop
those services are provided. This insight and intelligence to identify
will include significant product trends, advance our research
development and improved access programme and help the DBS
through assistive technology, easy continuously improve.
read, and for people where English
is not their first language. 5. Introduce a new
Barring Portal
2. Implement Legislative Change We will redesign the barring
We will carry out the necessary portal making it more user-
IT and process changes to be friendly for our customers to
12DBS STRATEGY 2020 - 25
access, ensuring we receive We will know we have
‘Quality is at good quality barring referrals succeeded when...
the heart of and a reduction in the volume We have developed a new
everything we do. of paper referrals. operating model for the
services we provide and have
Our partners and
6. Introduce a New delivered this over five years.
customers want Approach to Marketing DBS
us to improve our We will produce a Marketing Legislative change is
delivery so they Plan for the DBS to enable us embedded into what we do.
can rely upon a to better promote and develop
fast and accurate our products. Improvements in performance
for all our services are
service.’
7. Enhance our work on tangible and sustainable. Our
Equality, Diversity and complaints and appeals are
Inclusion reduced, and our performance
We will enhance representation metrics have improved.
of relevant groups in the
changes to our work. We will Our insight and intelligence are
reduce the language barriers being used to help us improve
to our service particularly for our service delivery.
those where English is not
their first language. Quality metrics have improved,
and error rate decreased.
13Quality, Objective Two
DBS STRATEGY 2020 - 25
We will embrace technology to drive improvements
to the quality of our work.
Why is it important? How will we do it?
Our customers want easy
access to services using mobile 1. Transfer to new Technology
technology. Our current IT will not and Customer Contact
meet this need and we will need Centre Suppliers
to improve our technology to We will transfer to two new
enable us to speed up our suppliers, one to take over our
processes and be able to adapt technology contract the other to
quickly in the future. manage our Contact Centre.
Our people want us to As a result of this change, we
embrace modern technology and will control the architecture of our
ensure they have the right tools technology platforms for the first
to provide excellent services. time in our history. The transition
Our current systems require of these services will initially be
significant modernisation and there on a like-for-like basis in order to
is a heavy reliance on paper rather preserve service continuity, with
than digital products. the ability and intention to iterate
and improve in the near future.
‘We will update
our platform for
Standard and
Enhanced DBS
checks to ensure
that we are able to
continue to provide
a reliable and
efficient service
to our customers.’
14THE STRATEGY
2. Disclosure Platform Refresh
We will update our platform for
Standard and Enhanced DBS
checks to ensure that we are
able to continue to provide a
reliable and efficient service to
SUBJECT TEXT
our customers. This work has
already started with the
current supplier and will be
completed by our IT partner.
3. Technology Delivery
We will change the way
technology is delivered across
the business. We will move away
from large, single outsourcing
arrangements which will see us
separate our technology estate
in order to remove the need
for large technology platform
replacement programmes. This
enables us to decide whether
an individual technology
service should be insourced or
outsourced, depending on the
suitability of a service rather than
the platform as a whole.
4. Our Target Operating Model
We will develop a new operating
model to equip us to provide
services in an effective way.
We will have succeded when...
We are working effectively with
new suppliers and are able to
deliver change collaboratively.
We have improved our disclosure
system.
We are in control of meeting
our technology requirements.
We are a service that is based
on modern customer-focused
technology.
15Strategic Priority:
DBS STRATEGY 2020 - 25
Our Profile, Objective Three
We will raise awareness of the DBS and the
services we offer, keeping people informed through
our communications, to increase public
understanding in our organisation.
Why is this important? be raised for us to be known
Feedback from our customers as a professional and trusted
is that they struggle to access organisation. We know that not
DBS information and that our all cases that require a barring
information is not always user- referral to us reach us. We
friendly. While our customer need to ensure our customers
satisfaction surveys are largely know when and how to refer.
positive, we know we can improve Internally we recognise the need
the information we provide about to improve our communication
our services. Our customers want which will encourage a OneDBS
to be able to access services approach to support our staff.
digitally using mobile technology
and we want to provide a simple How will we do It?
digital one-stop shop to access
all disclosure and barring services 1. New Website
and information. We acknowledge We will develop an improved
that our profile with the general website with greater autonomy
public and employers needs to and functionality that is
16currently available, in order 5. Internal Communication
DBS STRATEGY 2020 - 25
to communicate effectively We will design a
with the public and external communications framework
partners. We will undertake that ensures we communicate,
research to understand our interact and engage with our
customers’ needs, ensure staff so they are kept informed
the website is user-friendly about all aspects of our work.
and that all our information is
easily accessible. The website 6. Staff Participation
will also facilitate transactional and Engagement
services and the ability to refer We will implement a new staff
to the DBS. engagement plan that will give
colleagues opportunities to
2. New Customer Technology have continuous involvement
We will launch mobile in how the organisation
technology that will provide progresses. We will develop a
information about our services, model that gives the DBS the
eligibility of checks and service chance to have more authentic
levels, acting as a digital guide conversations with our staff, so
to the DBS. they feel they are being listened
to and involved.
3. New Intranet
We will introduce an intranet 7. Image
that enables our people to We will develop our image and
access the information they strengthen our brand in order
need. We will undertake user to establish our identity as a
research to determine what our recognisable organisation in the
requirements are, work with our safeguarding community.
commercial team and suppliers This will involve using
to find the most appropriate creative concepts to make our
product, and then develop it to information more accessible
our specification. and understandable.
We will then carry out a
phased rollout, adopting and We will know we have
driving a cultural change to use succeeded when...
this new tool effectively. We have increased awareness
‘We acknowledge
of the DBS and promoted the
that our profile 4. External Campaigns role the organisation plays in
with the general We will create strategic ‘Making Recruitment Safer’.
public and communication campaigns,
employers needs based on information and We have increased our staff
to be raised for analysis, to target different satisfaction.
areas and promote the DBS
us to be known
products. This will raise Number of online and relevant
as a professional awareness of the DBS and referrals have increased.
and trusted allow us to better safeguard
organisation.’ vulnerable groups in society.
17Our Profile, Objective Four
DBS STRATEGY 2020 - 25
We will become a respected and trusted
organisation, working with our partners to play an in-
fluential role in the environment in which we operate.
Why is this important? understand their needs, grow
Our success in delivering our our profile and improve the
strategy is dependent on quality of our services.
working with our partners in a
collaborative way. 2. We will Restructure to
During our discussions with Deliver the Partnership Plan
key partners, they have made We will bring together
it clear that they want a closer the different teams in our
relationship with the DBS to help organisation that oversee our
shape the future of how we provide work with various partners and
our service so that their needs are create one function that can
reflected. coordinate and deliver our
From our outreach work it is plan, ensuring our relationships
clear that many employers do with partners are productive and
not understand their duty to refer meaningful.
to barring and our data supports
this. Without the right referrals at 3. We will Introduce
the appropriate time we are unable Regional Outreach Workers
to bar an individual and prevent We will provide advice and
them from working with vulnerable guidance on eligibility for, and the
groups. correct use of, the DBS products
We need to work with our and services to employers,
partners to raise awareness about voluntary organisations, referring
the duty to refer and enable us organisations and those we
to fulfil our statutory function. seek information from in relation
During the cocreation of this to referrals.
strategy our staff strongly echoed We will raise awareness of
this view. the DBS in each region and act
as the point of contact for all
How will we do it? things DBS.
1. We will Develop a new 4. We will Develop our
Partnership Plan Relationship with the Home
A new plan will be agreed to help Office and other Government
the DBS better manage all our Departments
relationships with key partners. We will work with colleagues
We will work with our partners to across government, learn from
18DBS STRATEGY 2020 - 25
them and share best practice conference for customers
‘We will provide in our work. This will include and partners to showcase the
advice and sharing our research outcomes changes we will deliver and
guidance on and where appropriate any changes in safeguarding
publishing our findings. that impact our work.
eligibility for, and
the correct use of, 5. We will Develop a Work 8. We will Develop and
DBS products and Programme with Registered Implement an Intelligent
services to Bodies and Responsible Client Function
employers, Organisations We will manage our
voluntary organi- We will develop an ambitious relationships with all our
work programme with the suppliers more effectively
sations, referring
Registered Bodies, Umbrella through a new function to
organisations and Bodies and Responsible drive value for money from
those we seek Organisations to improve the these contracts and ensure
information from in quality of our services to the innovation in delivery of our
relation to referral.’ public and ensure they have a products and services.
voice in the changes we plan
to deliver. We will know we have
succeeded when...
6. We will Develop a We have increased our
Work Programme with the collaboration and effectiveness
Police with our partners.
We will develop an agreed
work programme with the The number of barring referrals
Police to optimise our working have increased.
relationship.
This will consider what work Improvements in performance
we currently send to the police for all our services are tangible
and how the work is managed and sustainable across our
within the police, in order to end-to-end process.
speed up the delivery of the
results of their considerations.
7. We will Host an Annual
DBS Conference
We will organise an annual
19Strategic Priority:
DBS STRATEGY 2020 - 25
Our People, Objective Five
We will develop a talented and diverse workforce that
understands how their contributions help to achieve
our objectives.
Why is it important? 2. We will Create a new
To successfully deliver this strategy Human Resources (HR) and
we need to be an effective and Organisation Development
efficient organisation. We need to Team
attract and retain skilled staff to We will build on the current
continue to develop our business. HR resource and capability for
Our people have lots of ideas organisation development, with
and suggestions and want to the academy, and to assist the
have a voice in our future. They organisational culture change.
recognise, that in order to be
able to do their jobs to the very 3. We will Implement a new
best of their ability. they need to Pay Policy
continuously develop their skills. A pay policy will be implemented
We need a new culture that which allows us to address
promotes OneDBS, is open and discrepancies in pay and then
inclusive, encourages innovation, build a sustainable model for
creativity and celebrates diversity, the future. This will result in our
moving the DBS forward year people having the opportunity to
on year. move through pay scales as they
develop their skills. We will work
How will we do it? with government to deliver this.
1. We Will Develop a DBS 4. We will Implement a
Academy new Reward and Recognition
We will develop a DBS academy Scheme
that will focus on co-ordinating A reward and recognition
all activity on learning and scheme will be developed that
development. This will include acknowledges and recognises
developing an accreditation the achievements of our people,
scheme for specific roles and making them feel valued.
ensuring continuous development
of our people. 5. We will Implement a New
HR System, Metis
We will transition to a new HR
system, Metis, which will allow
20DBS STRATEGY 2020 - 25
staff and managers to self- work is managed efficiently
‘We will develop a serve. Metis will also provide and delivers the outcomes.
DBS academy that new functionality to support
will focus on learning activities, talent 8. Enhancing our work
management, and workforce on Equality, Diversity and
co-ordinating all
planning. We will work with Inclusion
activity on learning government on this. We will enhance representation
and development.’ of relevant groups in the
6. New Organisational changes to our work ensuring
Structure our people have equal access
We will embed a new to opportunities and ensuring
Senior Management and fair treatment.
organisational structure to
ensure this strategy can be We will know we have
delivered. Our senior succeeded when...
managers will embrace our Our overall staff engagement
new values and behaviours index has improved.
to help us support our people
through the changes ahead. Have a more diverse workforce.
7. New Business Change We have a better trained and
and Transformation Function supported workforce.
Set Up
We will create a fit-for-purpose Our culture fits better with our
transformation function to Values and Behaviours.
manage the exciting projects
and plans we have for the next Metis is implemented.
five years. This will ensure our
21Our People, Objective Six
DBS STRATEGY 2020 - 25
We will build a flexible, vibrant and contemporary
workplace where our staff will be able to do their jobs
using modern ways of working that are smart and
which promote OneDBS.
Why is it important? How will we do it?
The DBS operates from two
sites with most staff working in a 1. We will Agree a Smarter
traditional office environment. Working Policy
We want to be an organisation A new policy will be developed
where flexibility is the default. We to underpin the DBS moving to a
will have the tools to allow our staff fully operational smarter working
to work remotely in a way that arrangement. The policy will
aids recruitment and retention and include information on areas
encourages increased productivity. such as security and working
We will have cutting edge, modern hours, managed by outcome.
facilities and accessible technology
which gives everyone what they
need to be effective.
‘We will have
cutting edge,
modern facilities
and accessible
technology which
gives everyone
what they need to
be effective.’
22THE STRATEGY
2. We will Implement Remote
working Arrangements in
Darlington and Liverpool
The Smarter Working Policy will
identify the flexibility that each
member of staff will have in being
SUBJECT TEXT
able to work from home, the
office or another building.
3. We will Redesign our
Darlington and Liverpool
Offices
We will modernise our spaces
to include collaborative spaces,
modern facilities and a better
working environment.
4. We will Introduce a Staff
Wellbeing Plan
We will develop an integrated
staff wellbeing plan to
support the new ways of
working. This will promote
mental and physical health,
and support staff to achieve
greater wellbeing.
5. An Innovative Green Plan
We will develop and
implement a sustainable work
environment which is cost-
efficient. This includes how
we can reduce wastage and
improve our workspace so that
it inspires and attracts our staff,
and the provision of electric
charging points.
We will know we have
succeded when...
We have increased staff
satisfaction with their working
environment.
Our productivity has improved.
We generate less waste.
23Supporting Our Strategy
DBS STRATEGY 2020 - 25
Governance of applications for checks and
The Board will oversee the Update Service subscriptions
delivery of this strategy and will received each year. Fees for
work closely with the Home Office Standard and Enhanced DBS
in doing so. The Board has set up checks and the Update Service
a Change Committee which will allow volunteer applications to
meet regularly to assure the be processed free-of-charge.
strategy’s progress. Similar The fee income generated from
arrangements are in place at checks also funds our Barring
executive level. We will review the operation.
strategy after three years and make We will set a budget within
any necessary adjustments based each annual Business Plan which
on our progress and external will include the costs for delivery
environment. of this strategy. Over the period
of the plan we will regularly
Transformation and Programme review our fees to ensure that
Management our costs are aligned, and that
A new Business Change and we are adhering to the principles
Transformation Directorate is of managing public money.
being set up to secure the right We recognise there is a
capacity and capability to deliver cost for our services borne by
this strategy and to ensure the employers and individuals, and
right programme and project we aim to improve our efficiency
management arrangements are in so that we can reduce our fees
place to deliver the key priorities. over the course of the strategy.
Finance and Funding Reporting on Delivery
We are funded by the fees from our In each year’s Business Plan
disclosure customers. Our income the Board will agree a set of
is dependent upon the volumes targets and measures to monitor
24our progress in delivering products and services and the DBS STRATEGY 2020 - 25
‘This DBS strategy the strategy. We will report range of actions we will take
is ambitious and our progress through our to deliver this. The next five
focused on quality, Annual Report and Accounts. years will be a journey of
Both our publications will be continuous improvement and
profile and people.’ available through our website. will see significant and positive
change. We will continue to
Conclusion look to the future and ensure
This DBS strategy is ambitious that we never fall behind.
and focused on quality and Our ultimate aim is to enable
people. It provides clarity of employers to make safer
our purpose, vision, strategic recruitment decisions. We
priorities and objectives, how look forward to working with
we will behave and the values our staff, our partners and the
we embody. It sets out what public to ensure that the DBS
we want to achieve in order plays its role in this important
to improve the quality of our safeguarding arena.
25Our Strategy on a Page
DBS STRATEGY 2020 - 25
W
e have developed a reflect what we plan to deliver
simple visual to show our in the remaining years of the
vision, strategic priorities, strategy. A more detailed version
objectives and our initial high level will be produced and published
plan of work. Our initial focus has in our annual Business Plan each
been on what we will deliver in the year showing our specific
first few years of this strategy. We actions and changes that will
will update this visual in 2023 to be delivered in that timeframe.
YEAR 1 YEAR 2 YEAR 3 - 5
1.2 Maintain
1.1 Develop a New
1.1 Implement a New
Vision for our Customer
Legislative Change.
1.2 Continue to maintain
Legislative Change. Making
Vision for our Customer
Journey for all Services.
1.4 Develop
Journey for all Services. 1.4 Continue to
develop our Insight 3.1 Continue to Recruitment Safer
our Insight and
DBS 2025
1.3 Embed Barring and Intelligence. Improve the Website.
Intelligence. 2.3 Technology
1.2 Implement and Safeguarding 3.2 Continue to improve
Deliver reliable, Deliver.
Legislative Change. Improvements. Customer Technology.
consistent timely and
1.5 Introduce 2.4 Implement our
accessible services 3.5 Continue to embed
a new Barring 2.2 Embed Target Operating
for all our customers. 1.3 Introduce Barring Internal Comms.
Portal. Platform Refresh. Model.
and Safeguarding 3.4 Continue to
Improvements. 2.3 Continue to develop External
2.3 Transition to Transition to Service 3.5 Embed Campaigns.
4. Continue to learn
Service Buy or Buy or Build Internal Communications. to learn from our
Build approach. approach.
3.4 Develop further External Campaigns. partners.
2.1 Transfer to
new Technology and 2.4 Develop our
Customer Contact Target Operating 3.2 Embed new 3.3 Itterate
QU
Centre Suppliers. Model. Customer Technology. Intranet. 4.1 Implement a
5.1 Continue to
new Partnership Plan.
AL
evaluate and learn
2.2 Platform Refresh. 3.5 Enhance Internal 3.1 New Website. 4.3 Evaluate our from our workforce.
Embrace technology Communications. 4.4 Build on our
ITY
Regional Outreach
to drive improvements Relationship with
3.1 Devleop a Workers.
in the quality of our work. 3.6 Continue to Embed the Home Office and
new Website.
4.5 Continue to work other Government
Staff Engagement.
with Registered Bodies Departments to 5.1 Launch a
3.2 Develop a new
3.7 Develop new DBS and Responsible support policy. DBS Academy.
Customer Technology.
branding. Organisations.
4.6 Implement
5.2 Enhance our
a Work Programme
3.4 Introduce External Campaigns. 4.1 Develop a new Human Resources
with the Police.
Partnership Plan. and Organisation 6.3 Implement new
3.3 Develop a Development Team.
Raise awareness of 4.2 Restructure design of Darlington
New Intranet. 4.4 Continue to develop our
the DBS and the services to Deliver the and Liverpool Offices.
Relationship with the Home
we offer by keeping people Partnership Plan.
Office and other
informed through our 6.5 Refresh
4.3 Introduce Regional Government Departments.
communications, to increase our Green Plan and
Outreach Workers.
public understanding 5.1 Develop a deliver against a
in our organisation. 4.6 Develop a Work
4.5 Develop a Work Programme DBS Academy. stretch target.
Programme with the
with Registered Bodies and Police. 5.2 Create a new 5.5 Continue to embed
Responsible Human Resources a new HR System, Metis.
Organisations. and Organisation
4.7 Host an Development Team. 5.8 Enhance our work on 6.1 Agree a Smarter
PR Annual DBS
Conference.
Equality, Diversity and Inclusion. Working Policy.
OF
5.3 Implement a new
Pay Policy. 5.6 Implement a new 6.2 Implement
IL
Be a respected and trusted Remote working 6.4 Introduce a
Organisational Structure.
E organisation, working with our
partners to play an influential
5.4 Implement a new Arrangements
in Darlington and
Staff Wellbeing
Plan.
Reward and Recognition 5.7 Implement a new
role in the environment in which Liverpool.
Scheme. Business Change and
we operate. 6.5 Develop
Transformation 6.3 Redesign an ambitious
Function Set Up. our Darlington and Green Plan.
Liverpool Offices.
Develop a talented and diverse
workforce that understands how
their contributions help to achieve
our objectives. Build a flexible and vibrant
workplace where our staff will be able
to do their jobs using modern ways of
working that are smart and promote
#OneDBS
PEOPL
E
This document will be updated in 2023.
2627
Find out more about DBS Visit our website at: www.gov.uk/dbs Find us on our various social media platforms: Twitter: @DBSgovuk LinkedIn: Disclosure and Barring Service (DBS) Youtube: Disclosure and Barring Service Contact us: Liverpool PO BOX 165, L3 1QY
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