Intelligence Management Policy

1. Statement of Policy

The aim of this policy is to give Dyfed-Powys Police (DDP) personnel the understanding of Intelligence management and governance within the organisation.

Applies (but not limited) to: All categories of Dyfed-Powys Police officers and staff, whether full-time, part-time, permanent, fixed term, temporary (including agency staff, associates and contractors), seconded staff and volunteers. Police Officers, staff and volunteers accessing and using Force assets and property must have due regard to the contents of this policy.

 

2. Policy Scope

This policy will cover the ownership and structure of intelligence development within Dyfed-Powys Police.

The Director of Intelligence is responsible for the intelligence processes and procedures within Dyfed-Powys Police.

HDPP personnel are tasked with submitting intelligence logs in line with the current force control strategy areas, these are;

Domestic Violence

Rape and Sexual Offences

Illicit Drugs

The Force Intelligence Bureau (FIB) is responsible for the review of this policy as the core role of the FIB is that of intelligence matters.

This policy effects all officers, staff and volunteers that submit, process and review intelligence within their day-to-day roles in the organisation.

 

3. Powers and Policy/Legal Requirements

Intelligence development processes allow decisions to be made regarding management of threat, harm and risk. It also allows for considerations of tactical options to manage risk or develop intelligence.

Intelligence Management within DPP complies with the College of Policing Authorised Professional Practice in relation to intelligence development;

Intelligence management | College of Policing

Intelligence is information that is collected, recorded, evaluated, retained, analysed, disseminated, and tasked for a policing purpose. A policing purpose may include one or a combination of the following;

• Protecting life and property
• Preventing the commission of offences
• Preserving law and order
• To bring offenders to justice
• To support any duty or responsibility of the police arising from common or statue law

DPP follow the nationally recognised 3x5x2 intelligence grading model - Intelligence report | College of Policing

DPP personnel are responsible for the submission of intelligence logs within the Niche intelligence environment.

The Force Intelligence Bureau is responsible for the processing, research and development of intelligence logs.

The LPA Superintendents are responsible for chairing the monthly threat and tasking meeting.

The Director of Intelligence (DOI) is responsible for chairing the monthly Force Intelligence and Development group.

The Assistant Chief Constable is responsible for chairing the monthly Force Tactical and Co-Ordination Group.

 

4.  Options and Contingencies

Information processed as intelligence is collecting in one of 3 ways;

• Routine Collection
• Tasked Information
• Volunteered Information

DPP personnel should consider the type of information that may be available and the likelihood of it having value as intelligence, based on the intelligence requirement (Control Strategy). Collection will be managed by using intelligence collection plans to ensure that it remains focused. This will not prevent staff from submitting information for a policing purpose that is not contained in a current intelligence requirement.

DPP personnel performing roles in the intelligence arena will either have completed or are working towards completion of the relevant Intelligence Professionalisation Programme (IPP) associated with their role.

The national decision making model or NDM is utilised when making decisions - Intelligence report | College of Policing

The Code of Ethics apply to this policy;

• Courage – DPP Personnel are encouraged to make decisions and document them accordingly. Managing threat, harm, and risk is a key part of intelligence management and displaying courage in making those decisions.
• Public Service – Intelligence priorities first and foremost involves keeping the public safe from harm. This also includes building public trust and confidence by providing an excellent service.
• Respect and Empathy – Encouraging, listening to and understanding the views of others is key to good quality intelligence processes.

 

 

 

5.  Take action and review

The Intelligence policy will be reviewed by the Director of Intelligence (DOI) on a yearly basis, taking views from the stakeholders such as ACPO, LPA Commanders, CID SMT, Deputy Director of Intelligence and FIB DI.

The DOI chairing the monthly force Intelligence Development group will seek feedback from those attending if the processes and procedures are successful or not and if there are any recommendations.

 

CODE OF ETHICS CERTIFICATE OF COMPLIANCE

This policy has been drafted in accordance with the Code of Ethics and has been reviewed on the basis of its content and the supporting evidence and it is deemed compliant with that Code and the principles underpinning it.

HUMAN RIGHTS ACT CERTIFICATE OF COMPLIANCE

This policy has been drafted in accordance with the Human Rights Act and has been reviewed on the basis of its content and the supporting evidence and it is deemed compliant with that Act and the principles underpinning it.

EQUALITY IMPACT ASSESSMENT

Section 4 of the Equality Act 2010 sets out the protected characteristics that qualify for protection under the Act as follows: Age; Disability; Gender Reassignment; Marriage and Civil Partnership; Pregnancy and Maternity; Race; Religion or Belief; Sex; Sexual Orientation.

The public sector equality duty places a proactive legal requirement on public bodies to have regard, in the exercise of their functions, to the need to:

• eliminate discrimination, harassment, victimisation, and any other conduct that is unlawful under the Act;
• advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it;
• foster good relations between persons who share a relevant protected characteristic and persons who do not share it.

The equality duty applies to all protected characteristics with the exception of Marriage and Civil Partnership, to which only the duty to have regard to the need to eliminate discrimination applies.

Carrying out an equality impact assessment involves systematically assessing the likely or actual effects of policies on people in respect of all the protected characteristics set out above. An equality impact assessment should be carried out on any policy that is relevant to the public sector equality duty. 

EQUALITY IMPACT ASSESSMENT COMPLETED: October 2024