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Status of Women in new zealand
New Zealand's 6th CEDAW report to the United Nations has been released.
What risks does the Ministry need to manage to deliver these outcomes effectively?
This section describes our risks and opportunities and our plans to manage them well.
It is essential the Ministry has a well-developed understanding of risks, and processes to manage them. Among other things it will allow:
- more effective and transparent decisions
- the effective allocation and use of resources
- creativity and innovation
- improved capacity for flexibility and 'nimbleness' when faced with competing obligations
- the effective delivery of work programmes.
Prioritisation has been given to those risks that would have the greatest impact. To do this, risks are considered within the context of what is important for the Ministry, those critical components necessary for the Ministry to meet its roles and responsibilities.
The risk categories identified in the table below capture these critical components.
The major risks and mitigation strategies are noted below. Many of these risks can be turned into opportunities. For example, the challenge to capability caused by the high turnover characteristic of small agencies forces thinking about more creative ways of accessing capability - and this presents an opportunity to use networks and partnerships to ensure delivery of quality policy advice. Strategic risks are therefore predominant. This analysis leads the Ministry to focus on thinking and analytical capability knowledge and relationships.
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RISK CATEGORY |
EXPLANATION |
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Reputation/credibility |
Ability to maintain/strengthen the Ministry's reputation/credibility now and into the future; political, current and future stakeholders. |
|
Identification of priorities |
Actively identifying and doing the 'right' things now and into the future. This refers to both strategic and operational priorities. |
|
Delivery of priorities |
Delivering on the 'right' things within time, cost and quality parameters now and into the future. This not only refers to the delivery of strategic priorities but also operational obligations. |
|
Resources/capability |
Ability to effectively manage resources and maintain appropriate levels of capability now and into the future. Relates to human capital, financial, infrastructure, information technology, and knowledge management. |
|
Information/evidence |
Quality and availability of information/evidence to support our business needs, particularly as it relates to the ability to provide quality policy advice. |
|
Organisational culture |
Ability to maintain/strengthen organisational health: behaviours, messages, communications. |
Strategic risks are predominant. This analysis leads the Ministry to focus on thinking and analytical capability knowledge and relationships.
Operational risks are well managed through quarterly analysis of risk and opportunity through unit reporting.
Project risks are managed through good project management practice and clear sponsorship.
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THE MAJOR RISKS |
RISK MITIGATION STRATEGIES |
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RISK 1: PRIORITISATION FAILURE That the work of the Ministry fails to focus on the policy work that will make the biggest difference for women and wastes opportunities. |
Use evidence: develop the way knowledge and information is managed. Prioritisation process: refine the process of selecting priorities and gain a reputation for doing it well. Political interface: maintain quality discourse with the Minister so that the Ministry's work can reflect the priorities of the government and its Minister. |
|
RISK 2: ANALYTICAL CAPABILITY That the Ministry will be unable to maintain and foster capability in strategic and analytical thinking in critical policy areas. |
Retention: work for retention through active management, leadership and development, and capturing knowledge before people leave. Development: growing staff and attracting high-calibre analysts. Reputation: ensure culture, management and development of staff are very attractive. Mindset: seen as part of a team in the public sector, partnerothers for analysis, use contractors who mentor staff. Quality of thinking: set a premium on strategic and analytical thinking through leadership and training. |
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RISK 3: INFLUENCE THROUGH UNIQUE VALUE That the Ministry cannot engage public sector departments to work with the Ministry by failing to bring adequate and unique value to assist in achieving shared outcomes. |
Stakeholder engagement: engage with women and communities who can bring actual experience into the policy processes. Communication: develop communication capabilities, written and oral, in all staff. |
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RISK 4: INFORMATION NOT AVAILABLE OR Use evidence NOT COMMUNICATED If people do not receive accurate information about ongoing issues for women and the overall benefit of working to improve the status of women, important progress on the work programme may be slowed down. |
Use evidence: use compelling information to illustrate ongoing inequalities and the social and economic consequences. Reframing: articulate how a focus on women helps all New Zealanders - including men and children - shift from 'victim' focus to wider social and economic benefit. Communication: explain more widely to people the benefits of investments in improving outcomes for women. |
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