Statement of Intent 2008-11 Managing in a Changeable Operating Environment The risk management approach underlying the Ministry’s Risk Management Programme is based on the Australia-New Zealand Risk Management Standards (AS/NZS 4360) (Standards Australia and Standards New Zealand 2004). Parts of these Standards are cross referenced in the Ministry’s Risk Management Guidelines for staff. The key objectives of risk management at the Ministry are to ensure: an environment where all employees will assume responsibility for managing risk risk management practices are embedded in decision-making processes risks faced by the Ministry are identified and assessed using a consistent approach risks are documented, monitored and managed using a consistent approach risks are prioritised and resources for management allocated appropriately. Each of the Ministry’s directorates has a nominated risk administrator who facilitates the co-ordination and administration process of risk reporting within their directorate. Risk administrators are also responsible for ensuring that information about their directorate’s risks in the Ministry’s Risk Management Register is up to date, and for providing the Ministry’s Risk and Assurance Group with their directorate’s monthly risk report. Each Directorate’s monthly risk report is approved by the directorate’s Deputy Director-General. Directorates’ risks are incorporated into their monthly report to the Executive Leadership Team, with any key risks being highlighted. Monthly reporting of risks to the Director-General and Executive Leadership Team is overseen by the Ministry’s Risk and Assurance Group. The Ministry’s Audit, Finance and Risk Committee reviews the Ministry’s risks on a bi-monthly basis. As the Ministry is a large organisation with a diverse range of responsibilities and objectives, it faces a range of day-to-day and strategic risks. Each risk has mitigation strategies in place. Mitigation strategies are varied depending on each individual risk and can include both existing practices (controls) and future actions (treatments). While the Ministry has a robust risk management process in place, the recent changes to the organisational form have provided the opportunity to reassess the strategic risks and mitigation strategies which will fall into five groups. External environment risks relate to political and sector issues, public and central government expectations, and legislation. Internal environment risks relate to organisational structure and culture, achievement of internal Ministry goals, and fiscal and litigation risk. Reputation and integrity risks are risks that may result in changed perceptions of the Ministry. Information risks relate to the reporting and management of information. Processes risks relate to the Ministry’s business processes and systems. Over the coming year we will further build on the risk management process with enhanced reporting and analysis. Emergency preparedness The Ministry has key statutory and non-statutory emergency preparedness obligations, which require the Ministry to: be capable of continuing to function to the fullest extent possible in an emergency have the capability and capacity to respond in an emergency as required provide leadership and co-ordination for the health sector in planning for, preparing, and responding to a health emergency lead the all-of-government response to a national health emergency, such as a pandemic. The emergency preparedness work programme is strongly focused on increasing the capability and capacity of the health sector to deal with health emergencies. The Ministry maintains strong links with a number of other government agencies in delivering our emergency management responsibilities. Back to top

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