Fighting poverty often carries high risks. We have to protect our staff, safeguard our finances and make sure the money we spend reduces poverty. We try to ensure a high and consistent level of management everywhere we work, however difficult the conditions.
We manage risk at four levels: corporate, divisional, country and project. Monitoring and reporting risk is an essential part of assessing our performance at all levels.
The MB is responsible for corporate level risk. It keeps the Corporate Risk Register (CRR), with each risk owned by an individual Director-General (DG). Risks are reviewed and updated quarterly. Changes that need more urgent attention are raised at the weekly meetings of DGs and Directors, or by special meetings at any time. The MB sets the risk policy for DFID and gives guidance to Directors and management.
Directors manage risk at division level. A comprehensive risk review is part of the annual Divisional Performance Framework (DPF) process. There are further reviews every six months. Changes needing more urgent action can be raised to MB level at any time through the DGs.
Country office risks are set out in Country Plans that typically cover a three-year period and are reviewed annually. A risk assessment is part of every Country Plan. Country offices report directly to divisions every month and can upgrade specific risks at any time.
Project/programme risks are identified at the design stage and are set out in our standard log-frame. We review them each year in the life of a project or programme. Project management, including risk, is reviewed quarterly and when active will be reported on at weekly management meetings. All our projects are ranked as high, medium or low risk, with management action and monitoring to match.
We channel some of our cash aid through the finance ministries of developing country governments. This is often referred to as ‘Poverty Reduction Budget Support’ (PRBS). We always weigh up the risk of financial losses through a ‘Fiduciary Risk Assessment’ (FRA) in the programme’s early stages. The findings feed into any discussions with our partner countries on reform, short-term safeguards and programme design. An ‘Annual Statement of Progress’ (ASP) shows how we are tackling the main fiduciary risks identified in the FRA, including the risk of corruption. The ASP is part of the submission package sent to Ministers who decide our aid commitments for future years.
Our emergency planning at both central and country levels focuses on reducing risk. We recognise the need to protect poor people and minimise their exposure to natural disasters. Central teams provide advice and support in disaster risk management.
Staff security and safety are a high priority and require special attention in a number of countries. All offices have comprehensive risk management plans which are regularly reviewed and updated. DFID’s Security Section in London oversees reviews of all stand-alone offices and works with other Departments (mainly the Foreign and Commonwealth Office (FCO)) to make sure our shared offices overseas are secure. The MB receives reports on security reviews and ensures plans are adequately resourced. IT security matters are also centrally supported.
DFID’s Internal Audit Department (IAD) provides an independent and objective opinion to the Accounting Officer and DFID managers on risk management, control and governance.
In relation to risk management, IAD reviews the policies, procedures and operations to ensure the appropriate assessment of risk. DFID’s Audit Committee (AC) oversees the work of IAD, including monitoring risk management for financial resources. This includes fraud and fiduciary risk. IAD reports and AC papers are provided to the MB.
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