Risk Management Policy

1. Statement of Policy

Dyfed-Powys Police undertake a systematic approach to dealing with uncertainty which involves the identification, analysis, control, and monitoring of risk. Risk management activities are designed to achieve the best possible outcomes and reduce uncertainty of outcomes.

Enterprise Risk Management is a more integrated approach to risk management which draws together the management of all types of risks and moves away from a silo-based approach, allowing for a view of the interrelated risk portfolio of the organisation.

Risk management will be an integral part of the Force’s change, planning, and management processes. An effective system of risk management will deliver the following outputs.

• Compliance with legislation, regulations, and other mandatory regulations
• Provides assurance to internal and external governance groups that risks are being effectively controlled
• Ensures decision-making is informed and risk based
• Achieves effective and efficient processes throughout the organisation
• Supports organisational resilience and the achievement of objectives

In doing so, the benefits of effective risk management include.

• better targeting of resources
• better achievement of Force objectives
• successful delivery of innovative projects and change
• better service delivery
• protection / enhancement of reputation
• lower risk related costs, (insured and uninsured)
• fewer unanticipated disruptions or events
• fully informed decision making – fewer subjective assumptions, appropriate understanding of risks and controls, objective consideration.

This police applies (but is 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

Risk is defined as the “effect of uncertainty on objectives[1]”. Risks can be positive or negative, i.e., they can be opportunities or threats.

Risk management is defined as; “coordinated activities to direct and control an organisation with regard to risk¹”.

Dyfed-Powys Police will use the National Decision Model as its default decision making tool and as the framework for managing risk. The Model is informed by the Association of Chief Police Officer’s 10 “Risk Principles”, which are adopted by Dyfed-Powys Police.

The Authorised Professional Practice, developed by the College of Policing, can be accessed online, and covers all areas of policing via key subject areas. For risk management, there are two relevant sections:

Risk – introduces risk management and the 10 “Risk Principles”.

Risk | College of Policing

National Decision Model – the process to be used in making informed, risk-based decisions in all areas of operational activity, planning, and business support.

National decision model | College of Policing 

Dyfed-Powys Police Risk Management Framework sets out the basis for the principles and approaches to risk management which are to be adhered to throughout Dyfed-Powys Police.

[1] ISO 31000: 2009 Risk Management - Principles and Guidelines

3.  Powers and Policy/Legal Requirements

This policy sets out the arrangements that are in place to manage risks, to facilitate effective, clear direction and to support achievement of compliance with legislation, statutory obligations, and good practice standards. It will achieve this by:

• ensuring the Force’s risks are managed in compliance with legislation and the Force’s risk appetite
• providing a risk management framework to ensure consistency of approach around the management of risk
• encouraging a proactive approach to risk management
• promoting a well-managed and informed risk management process and improve the quality of decision making
• ensuring the Force’s assets are safeguarded (people, information, property, finance, and reputation)

This policy is supported by the Force document, Risk Management Framework.

The roles and responsibilities of the parties involved in delivering against this policy are set out below.

The Senior Manager Governance and Change shall be responsible for:

• overseeing the corporate approach to risk management
• ensuring the creation and maintenance of the corporate and dynamic risk registers
• leading on Risk matters on the Force Executive Board.

The Risk Management Advisor , through the Force

Executive Board shall be responsible for the following in relation to risk management:

• creation of the Force risk registers
• co-ordination of risk management across the Force, including where appropriate links with external partners and other bodies
• making appropriate advice and training on risk management available to all officers and staff
• supporting business area leads to ensure that risk management records and procedures are properly maintained, decisions are recorded, and that clear audit trails exist in order to ensure openness and accountability
• monitoring the outcomes of the Force’s internal controls through key indicators
• reviewing the resources needed to deliver effective risk management
• development of best practice on risk management by reference to risk management standards, published guidance and comparisons with other organisations.

The Senior Manager Governance and Change is responsible for this policy.

In fulfilling the aims and objectives of this policy the Force will be doing the right thing in the right way and touches upon some of the nine Code of Ethics Policing principles:

• Accountability and Integrity – the policy is clear and ensures integrity within its purpose
• Fairness – the policy is lawful and proportionate and respectful of the rights of individuals
• Leadership – the policy contains clearly defined responsibilities
• Objectivity – the policy promotes equality and diversity considerations wherever possible and is not unlawfully or unfairly discriminatory

4.  Take action and review

The Force Risk and Business Continuity Officer, in consultation with the Senior Manager Governance and Change, will undertake monitoring of the policy, either reporting it as still “fit for purpose” or submitting a revised draft for approval by the Force Executive Board, to enable it to undertake an annual review, (see below).

The review and any revisions will take account of:

• The policy’s effectiveness, as assessed by the Force Executive Board and internal / external audit
• Any changes to legislation / Home Office Guidance
• Challenges to the policy
• Any identified inefficiencies in relation to implementation.

The policy will be formally reviewed by the Senior Manager, Governance and Change within published timescales for Force policies.

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: November 2023