Skip to Content
You are here: Home › About us › Reports › Statement of Intent › Statement of Intent 2004-05 › Statement of Intent - 2004 - Part 1
About us
E pa ana ki Te Tari Taake

Statement of Intent - 2004 - Part 1

Mitigating risk by strengthening governance - pages 41-42

Our governance structures are designed to ensure that activities and processes:

  • align to our strategic direction and outcomes
  • consider risks and opportunities and ensure appropriate mitigation strategies are developed and implemented
  • are appropriately prioritised within our resources
  • are appropriately planned and approved-this is a key control point
  • are appropriately controlled.

Our Senior Management Team is the primary governance board through which strategic direction is set, accountabilities for translating that direction into operational initiatives assigned and results are monitored to ensure that objectives, outcomes and outputs are achieved. Supporting the Senior Management Team in that role are our:

  • Business Initiatives Governance Board (BIGB)-this is a major recent addition to our governance structure. It provides effective governance over business initiatives and projects that were previously reported through line management. Significant effort has gone into the development of this Board and the resulting improved disciplines will see improvement in the delivery of initiatives and general functioning of the organisation.
  • Information Technology Governance Board (ITGB)-governance over our technology strategy and associated projects.
  • Risk and Assurance Committee-assurance to the Commissioner on aspects of the effective and efficient discharge of his statutory responsibilities and accountabilities through a committee that includes independent members.
  • Human Resources Strategy Group-governance over human resource strategy and the implementation of project and initiatives within that strategy.
  • Strategic Property Planning Group-governance over accommodation needs both now and in the future.

Risk and assurance

During 2003-04 we refocused our Internal Audit group onto risk and assurance matters. A significant output of this new group is a revised risk management policy. It reinforces senior management expectations for actively using risk management as a business improvement tool.

A framework for risk management is also being finalised that provides greater context to the application of risk management within the department. The framework incorporates a strategic importance ranking process to direct the level of risk and assurance effort necessary to provide assurance over any strategic or operational initiative, activity or project.

The Risk and Assurance group is also contributing to the development of our governance structures through:

  • Reviewing our Risk and Assurance Committee Charter to ensure that it meets best practice, particularly within the New Zealand public service, and that the appropriate information is being provided to ensure that the Committee has the opportunity to discharge their responsibilities.
  • Supporting the governance boards through improved systems of risk management and project quality assurance.

Further areas of development will include:

  • the further integration of risk management concepts into daily management activity
  • formally reviewing and integrating risk management into our planning process.

Mitigating risks to our outcomes

Each outcome that Inland Revenue contributes to has one or more associated risks that are mitigated through a range of departmental initiatives outlined in earlier sections of this Statement of Intent. For example, without adequate capability Inland Revenue cannot deliver against its outcomes. Therefore the risks regarding sufficient capability are mitigated by initiatives such as leadership enhancement, e-enablement, enhanced technical capability and enhanced performance management and remuneration initiatives.

Grey outline box with round corners.
Other pages in: Statement of Intent - 2004 - Part 1
Grey outline box with round corners.

 

 

 


Date published: 16 Nov 2004

Back to top


Individuals & Families

Businesses

Non-profit organisations

International