Risk Management

Key risks:

- Inadequate human capital
- Inadequate infrastructure
- Stakeholder resistance
- Excessive, unpredictable demands on resources

We have identified two dimensions of risk that MAF needs to manage – the risks for MAF in effectively contributing to its outcomes and the risks that could prevent MAF from delivering on its strategic priorities. These risks together with the mitigating strategies are outlined in Tables 1 and 2.

Table 1: MAF's Key Risks

Key Risks

In priority order:
1. Inadequate human capital.
2. Inadequate infrastructure.
3. Stakeholder resistance.
4. Excessive, unpredictable demands on resources.

Mitigation Strategies

Implementation of the recommendations of the corporate, financial management, information technology and human resources reviews.
Development of policy capability.
Development of MAF's knowledge management infrastructure.
Improved communications planning.
Integration of the financial accountability framework into business practice.
Further development of the subcommittee structure supporting the executive board.
Implementation of an organisational development strategy.
Implementation of the Biosecurity Strategy.
Delivery of the Māori strategy.
Enhancement to the planning and processes associated with MAF's managing for outcomes programme.
Establishment of further stakeholder consultative forums.

Table 2: Key Risks Associated with MAF's Strategic Priorities

Risks	Mitigation
Growth and Innovation
Perception that the agribusiness and forestry sectors lack growth potential. Growth and innovation work focuses on short-term issues rather than on longer-term/strategic issues. Limited MAF resources.	Participation in the GIF Development Working Group and GIF Steering Group. Focus contribution on issues of greatest significance to the sectors and where MAF can have the greatest impact.
Trade Liberalisation
Loss of key personnel. Limited MAF resources.	Succession planning. Focus contribution on WTO negotiations and CEP agreements.
Water Allocation Policy
Wide range of economic, environmental, cultural and recreational stakeholder interests to be accommodated. Availability of skills and experience. Limited MAF resources.	Enhance relationships with collaborators as part of the Sustainable Development Programme of Action. Establish Māori and stakeholder Reference Groups. Target recruitment and retention initiatives and priorities. Focus contribution on the Sustainable Development Programme of Action.
Land Access
Perceived and actual impacts on property rights. Reaching a shared view across agencies and stakeholders on how to address land access issues and the approach to be taken. Adequacy of resources devoted to project. Effectiveness of communications to stakeholders.	Develop a policy framework for the balancing of public access and private property rights. Work with other agencies on problem definition and intervention logic. Develop a stakeholder communications strategy. Monitor the project.
Domestic Food Regulatory Programme
Availability of resources and skilled people. Rejection of the proposed programme by the affected industries. A major food safety event requires a rethink of the proposed programme.	Develop programme to ensure adequate trained people are available. Develop consultation and communication plan. Emergency response planning for food safety events is ongoing.
Biosecurity Strategy
Significant restructuring, process re-engineering, culture change and capability development required. Pressure on business as usual and potential need to deal with new incursions.	Project team established to undertake the initial implementation work. Preparation of a Capability Development Plan. Monitor business pressures. Defer implementation if a major incursion occurs.
Māori Strategy
The strategy is not seen as an integral component of MAF's core work. Ability to upskill current staff to be able to implement the MAF Māori strategy.	Ensure that the strategy is integrated into work programmes. Recruitment and upskilling of current staff. Develop in-house training programme.
MAF Capability
Inadequate processes and strategy to ensure traction on key MAF issues and initiatives. Ability to attract and retain staff of the appropriate calibre. Corporate infrastructure is inadequate for business and MAF-wide needs.	Implement effective programme/project management processes. Make MAF a desirable place to work and implement targeted recruitment and training. Implement the 2004 corporate review, currently underway, and specific corporate functions initiatives.

Contact for Enquiries

Strategy and Performance Group
Ministry of Agriculture and Forestry
Pastoral House
25 The Terrace
PO Box 2526, Wellington

Tel: +64 4 894 0100
Fax: +64 4 894 0738 Contact this person