CONCOVE BOARD MEETING MINUTES – 17 NOVEMBER 2021
NEXT MEETING: WEDNESDAY 15 DECEMBER 2021, TIME / DATE TBC
WELCOME AND ADMIN ATTENDEES: Co-Chairs
Phil Hokianga, Graham Burke
Board Members
Heather MacKay, Amos Kamo, Honor Columbus, Martin Carroll, David Fabish,
Pamela Bell
General Manager
Bharti Raniga
In Attendance
Vanessa Nash (ConCOVE Executive Assistant)
Apologies
Honor Columbus left the meeting at approximately 10am.
Craig West, Nick Clayton
AGENDA:
Whakatau and Karakia
Given by Phil.
Administration Register of Interests
No new interests.
Minutes of last meeting
Confirmed by David Fabish, seconded by Heather MacKay.
Correspondence
Nil
Actions Table
Risk Register
Taken as read in Board pack. No comments / additions.
Board-Only Time
Occurred
Closing Karakia
Given by Phil
1. Board Only Time
Held 9.00am – 10.00am.
2. General Manager’s Monthly Report
a.
Finances
included in report
b.
Activity
included in report
c.
Recruitment
included in report
d.
Projects
included in report
October was challenging with extended lockdown. Well-being related issues for staff. Support was
provided. Managed to retain productivity.
Annual plan submitted 1 September. TEC have had a debrief session with Bharti. Calum was happy with
the report. Mentioned note around seeking conversation with potentially doing other topics e.g. Covid, or
gaps in industry – Calum’s feedback was that this is within ConCOVE’s scope, however, additional funding
is not available.
Financials – tracking very well, actual spend $849k vs budget of $2m. Minimal event related expenditure
and staff salaries.
Latest funding instalment received October 8.
Ethics approval process for projects is underway with MIT.
Staff resourcing very difficult. Difficult to recruit right people with their salary expectations.
Bharti discussed interviews that have been held so far, and plan A/B/C for other options. Plan C would be
temporary / short term solution only. Consultation with the team taken place.
Salary expectations in industry have increased in last 12 months. There is budget for this.
Diversity project – Diversity Works are working on a project with Construction Accord which finishes in
March/April next year. A lot of overlap – opportunity to sit on it for a few months, contract Diversity
Works to take over Diversity project? Early in new year have a korero with them and see if we can have a
partnership model? Initiate contact for korero now. Bharti to initiate now, prior to leaving.
It was noted that Bharti has resigned –ConCOVE will be recruiting for a new Director.
3. General Business
Quality Management Plan –
Purpose - for our staff to identify improvement opportunities.
Taken as read in Board pack.
Need more understanding of expectations for team, how are we setting standards for them to deliver to,
Understand quality from point of protocols around research, missing quality around how we deliver to the
purpose of ConCOVE.
How is it that we are succinct, balancing academia and industry, applicable to intended audience,
balancing practicality with research content, how delivering into our purpose and end goal of connecting
to WDC goals.
Piece in middle missing from this document. This is an academic / research focused Quality Management
Plan – is this covered in the stakeholder engagement plan? What is our focus, lens, to make this document
really useful? Not a bigger, broader document, more focused, succinct, lens of its intended usefulness at
the beginning.
Quality Management Plan was requested as projects have been offline a couple of times, such as at Lit
Reviews, needed guidance that they are scoped properly, staying online, focusing on priority groups.
Advisory Group’s focus not in this – becoming sources of research. Need multiple sources of lenses to
look at work, not just academic.
Interested in more detail around panel, industry, academic – important that what we are coming up with
feedback from Advisory Group’s, as well as lens of ‘is this meeting the purposes ConCOVE is set up for’.
At beginning of document – it says this is a detailed strategy, would be good to add in the above concepts
in the abstract at the start to focus the staff on what we are trying to achieve. The go to document rather
than having a strategy somewhere else. Few bullet points.
Martin and Pam to email points.
Bharti to send redrafted document out.
Stakeholder Engagement Plan –
Written with team and their feedback.
Taken as read in Board pack.
Starting to take shape.
Ecosystem is still not hitting the mark. Need to be clear about data in / research findings out. Context
diagram for RoVE is critical.
Stakeholder engagement should be front and centre on website. Could do more to make ecosystem clear,
check flow of arrows, add descriptions. Pam to send email with questions.
Page 16 – a lot of monthly meetings, look at priorities. More of a deep dive with subgroup identified.
Who is critical or not critical, how we will keep them informed / alive / onboard.
Appendix - What is most efficient method of stakeholder engagement – CRM? More coordinated,
efficient, digitally enabled way of being transparent.
Why wasn’t marketing and communications person in on this document? Dom has been on leave. Mani
stepped in to help.
Career framework produced by BRANZ a few years ago should be mentioned. Nothing in here that maps
those careers / scope. Organisation chart to map organisations across the sector, all industry associations,
PTE’s, Polytecs in sector etc – all missing.
Advisory Group’s included in people we are looking to for research – in conflict to their purpose.
Stakeholder identification and assessment – mistakes, people with just first names, misclassified, wrong
organisations. Quite a bit of tidying up needs to be done. RoVE map – arrows have been interchanged
with data and outputs – needs improvement.
Stakeholder assessment map – good, but need to see other industry organisations so we can see the gaps
of who we are missing.
SWOT analysis brief – extensive risk register that we could populate SWOT analysis with to inform why we
are engagement, where, mitigate risks.
Missing cohesive approach to engagement / plan. What is the purpose of engagement, how going to stop
revolving door, an assault of brand awareness, sustainability, gender, upskilling etc – how does it join and
position our engagement in a way that we are respectful of our industry partners. Elements are there.
It’s not ConCOVE as a whole that engages with stakeholders, it’s the projects. Different people need to
talk to different people at different times.
Overall brand of ConCOVE is also attended to in a structured way. There are two layers to this – project –
most of actual mahi engagement takes place, then high level brand things, linked together.
All Project Leads are sitting together and coordinating meetings, designing communication in a way so it is
coordinated.
No CRM in place. Can investigate through MIT. Sales Force or look at something bespoke for ConCOVE’s
purposes? (Action Register #150).
Feedback received via email –
On page 7, it notes that I'm doing a PhD on teaching sustainability for engineers in construction.
This isn't the subject area of my study - could this please be removed.
Page 13 - 'Central Govt' and 'Academic Institutes': Would it be possible to have the govt
institution/academic institute in brackets beside peoples names ? Would be good to get an
understanding of where these contacts are from. For the academic institutes it looks like they are
all from the North Island.
Do we have a contact with the National Association of Women in Construction [NAWIC]? Maybe
one of our advisory group members? If not, this would be a valuable stakeholder to build a
relationship with.
Research Methodology Paper -
Put together by ConCOVE team.
Taken as read in Board pack.
Martin will send thoughts via email.
Timelines, 2.1 says would be completed by Feb 2022. Achievable? Yes. Draft.
Support use of Board champions in this area.
Through client / customer lens – what is the problem this piece of work is trying to solve?
To create clarity amongst projects, when thinking of way to do interview, surveys, how are they going to
support themselves in recommendation reports, best practices etc.
Sound strategies behind these with Martin. Standardise thinking.
Before we go to our clients, we know we are doing it the right way. This document is missing the
translation of what is the problem we are solving, specific approach, how it will be focused.
Martin hasn’t met with all project teams yet, but with teams he has met with, usual desire to leap ahead,
pleased to see they are looking to use a mix method approach so won’t leap at a problem from one angle
only. Still a way to go. Explained to team do upfront work first before doing surveys, understand it first.
Better than a few months ago.
Ensure definition well defined. Sustainability – Amos has put Teresa in touch with Kaianga Ora contact –
Alex.
Dave had a good meeting with Tony and Mahrukh about Entry. Board champions have important role on
keeping projects focused. Listened to feedback eg Asian community, work models.
Entry – find it hard to see how Entry will have a report of all problems by May.
Concern Advisory Groups are being used as main source of research.
Concern rushing in, do we have a map of entry level programmes in the market? How do we know which
ones are providing good return on investment, students staying on etc. Don’t see how will achieve it
through individual interviews, concerned industry won’t take report seriously.
Unsure why have to come up with conclusion so soon, we have four years, get meaningful data.
Missing group – SME’s.
Stakeholder engagement plan mapping into this, associations mentioned through documents don’t
appear in stakeholder engagement plan.
Anything coming out next year can’t be recommendations, should be a draft, tested with industry
partners.
No analytical framework sitting behind – once we get data, how do we synthesise this, want to see this
area beefed up.
Feedback via email -
Please correct Vertical Horizons – Horizonz throughout the research methodology paper and
future documentation. Also check Chart on page 28 - may need some adjustment.
General –
Bharti to take feedback on Stakeholder Engagement Plan, Quality Management Plan and Research
Methodologies paper to the team and come back to Board. (Action Register #151).
Financials – columns / rows / headers didn’t make sense? Relook at formatting issue. Reformatting
financial report at the moment, will be ready for December meeting. (Action Register #149).
ConCOVE Members accepted - Rachel Evans, Geoff Kindred, Julie Purcell, Garry Ivill. (Decision Register
#44).
If Dom is not working – how do we get information to Dom re trade shows, key events etc. Come through
Bharti and Vanessa. Bharti has frequent conversations with Dom and will keep him updated. Board to
send ideas for these to us.
Recognition of Bharti’s resignation and contribution.
Phil – Bharti, on behalf of board, thank you for all your efforts, everything you have contributed, feel for
everyone in Auckland and the situation they are in.
Martin – tautoku this as well. Noted receipt of resignation. Martin and Bharti to work through detail, will
then let people know. Note that the Board is aware of the concerns and issues that Bharti wanted the
Board to be aware of, the conversations have taken place. Will talk in coming days about where to from
here.
Bharti thanked the Board for this opportunity, and wished ConCOVE very well in the future.
ConCOVE Board Action Register
Item
Person
Due Date
Status (In progress
Responsible
or Closed)
< click on the filter button to untick closed so that the register will only show in progress items
76 Offer roles for Project Leads.
Bharti
Ongoing
In progress
Update – Three project leads have started. Still looking
for Entry Project Lead and Diversity. Job descriptions
waiting to go out.
Update - recruitment for Career Progression and Diversity
under way. Ads out in Seek, interviews have begun.
77 Offer roles for Researchers.
Bharti
Ongoing
In progress
Update – Four researchers have started. Looking for
Diversity.
Update - Diversity Researcher advertisement is out,
interviews have commenced.
88 Marketing person to work on grassroots level
Dom
30-Nov-21
In progress
engagement.
Update - stakeholder engagement plan draft has been
reviewed with Board Members. Bharti working on
Version 2 now.
103 Map out when we feed back into WDC's so we can
Bharti
Ongoing
In progress
communicate how we plan to translate research into
action (feedback loop / flow chart). Stakeholder
engagement piece - how and when.
Update - will follow after Phil and Graham meet. Update
13/10 - have met. Don’t see need to have WDC on our
Board. 3 tiered understanding – Bharti doing a MoU. Will
need to run past TEC (funding condition was to have a
WDC person on our Board). Had meeting with DCE from
Te Pukenga about how to engage – very positive. Making
progress.
Update - Bharti has engaged with WDC CEO and Executive
Team. WDC and ConCOVE will now work in collaboration
with projects. Bharti and Phillip are setting out strategy
for engagement. Second meeting planned for early
December to be organised by Phillip.
109 Share research methodology with the Board.
Researchers
10-Nov-21
In progress
Update - Each project will have its own method. Share
good common practices, but method needs to be fit for
objectives of the project. Be good to understand balance
between industry / academic and have consistency.
Update - Research methodology has been reviewed with
Martin, and will be shared with Board in November Board
pack.
112 Bharti to ask Kim Ulberg for list of TEC funded research.
Bharti
15-Dec-21
In progress
Update - have asked, waiting for reply. Bharti to discuss
with TEC at next meeting.
115 Arrange for ConCOVE representation to be at upcoming
Dom
Ongoing
In progress
Trade Shows (touch base 3 - 4 months before they run)
121 Amos to connect Teresa with Ngai Tahu.
Amos / Bharti /
15-Dec-21
In progress
Update - introductions with Iwi are being done when
Phil
personal connections, need a plan for connecting with Iwi,
working with Maori Advisory Group. Amos, Phil, Craig can
come back to us on this to give advice and direction and
come back to Bharti. ConCOVE to write iwi engagement
strategy and put together in a wider national plan.
Update - Bharti to work with Phil to create Iwi
engagement strategy. Draft due 15 December 2021.
122 Project leads to get closer with Board Member project
Project Leads
17-Nov-21
In progress
champions regarding strategies and objectives with
projects.
Update - broaden now, invite the Board to have a debrief
on focus areas. Bharti to come back and present the flow
of how we intend to do this going forward.
Update - Documents sent to Board October 2021. Bharti
to present at next Board meeting.
127 Create a criteria for decision making for ConCOVE
Bharti
15-Nov-21 In progress
Members. Bharti to contact other organisations about
their criteria as a benchmark.
135 ConCOVE email address to external people? Bring up at
Dom / Vanessa
Ongoing
In progress
next meeting. Dom to give feedback. Get something from
MIT IT.
Update - ConCOVE staff have concerns with this
approach. To be discussed.
138 Meeting with Kim Ulberg re Covid project. To be framed Bharti, Phil,
15-Dec-21
In progress
up and sent to Board prior.
Graham
Update - request sent to TEC for meeting to discuss this
topic.
142 Bharti to provide Board with QA Paper .
Bharti
15-Nov-21
In progress
Update - QA plan shared with Board Co-Chairs, document
will be shared with Board at November meeting.
148 Offer Cultural Competency Training to Board Members
Bharti
Ongoing
In progress
and Advisory Groups, if they wish to attend
149 Bharti to provide new financial reporting format. Graham Bharti, Graham, 10-Nov-21
In progress
and other Board Members to assist with creating new
Phil
format.
Update - new format being worked on by finance, will be
presented prior to next Board Meeting.
150 Investigate a CRM system for ConCOVE
Bharti
17-Dec-21
In progress
Bharti to take feedback on Stakeholder Engagement Plan, Bharti
15-Dec-21
In progress
Quality Management Plan and Research Methodologies
paper to the team and come back to Board.
151
ConCOVE Board Decision Register
25 Charter document approved and passed
9-Apr-21
Board group email
26 Women's Advisory Group - 12 members selected, group formed
16-Apr-21
Board group email
27 ConCOVE Member accepted - Paul Merson
16-Apr-21
Board group email
28 ConCOVE Member accepted - Doug Leef
29-Apr-21
Board group email
29 ConCOVE Members accepted - Andrew Cowan, Jacqui Neilson, Bruce
5-May-21
Board group email
Whittaker, Mike Grumball
30 Maori Advisory Group - 10 members selected, group formed
5-May-21
Board group email
31 Proverb agreed on - "The role of the skilled (pūkenga) wayfinder is to know the 5-May-21
Board group email
start, envision the destination and chart the journey."
32 ConCOVE Members accepted - Simon Carroll, Harp Davenport, Isaac Liava'a,
12-May-21
Board meeting
Kieren, Matthew Fiso, Sadegh Aliakbarlou, Teresa Poli
33 Pasifika Advisory Group - 7 members approved, yet to make a decision
12-May-21
Board meeting
regarding Mark.
34 Mark Talanoa approved as a Pasifika Advisory Group Member
25-May-21
Board group email
35 ConCOVE Members accepted - Maurice Ridler, Wayne Kohi, Andrew Olsen,
27-May-21
Board group email
Adrienne Miller, Ian Chamberlain, Ian Satherley, Megan Darby, Craven Wetere,
TJ Daly
36 Change to diversity project description - "Identify and understand the barriers 1-Jun-21
Board group email
for the diverse range of people entering …"
37 ConCOVE Members accepted - Michelle Miranda, Pete Sleeman, Joanne Verry, 16-Jun-21
Board group email
Michael Braggins, Adrienne Miller, Joseph Rosendaal, Darren Stanton, Andrew
Donohue, Stuart Hindley, David O'Connor, Jay Vaai, Manu Palelei, Mahrukh
Khan, Mani Saini, Mark Talanoa, Graham Burke, Vanessa Veart-Smith, Vanessa
Nash, Saia Finau Latu, Dennis Keys, Wendy Baker, Nigel Sun, Sue Brotherton,
Theresa Rongonui, Pauline Sutton, Liz Watson, Claire Johnson, Minas
Liarokapis, Wayne Maynard, Kingsley Hannah, Linda Aumua, Saba Shaffakat,
Travis Timoko, Marion Nieuwland, Dave Watson, Terri-Ann Berry, Katherine
Hall, Courtenay Hurt-Suwan, Sarah Toase, Tash Nansen, Terekino Vaireka,
James MacKay
38 Change Disruption project title to 'Disruptive Technology' - vote occurred, no 16-Jun-21
Board meeting
change. To remain as 'Disruption'.
39 ‘Tuhura: Concove - The next generation of construction education.’ - Maori
21-Jul-21
Board group email
name for ConCOVE approved by the Board.
40 ConCOVE Members accepted - Danny Reily, Robert de Roo, Carl Rankin,
31-Aug-21
Board group email
Norman Kete, Craig Thorne, Robbie Paul, Liletina Vaka, Paul Hallahan, Ruth
Berry, Andrew McNaught, Steve Kennedy, Dani Mao, Gary Whittaker, Zeno
Park
41 Option B for ConCOVE Tuhura Logo voted in.
15-Sep-21
Board meeting
42 Final ConCOVE Tuhura logo approved.
13-Oct-21
Board meeting
43 Acceped resignation from Bharti Raniga, General Manager
17-Nov-21
Board meeting
44 ConCOVE Members accepted - Rachel Evans, Geoff Kindred, Julie Purcell, Garry 17-Nov-21
Board meeting
Ivill
Name of CoVE
Co
:
nCOVE
Name of Lead T
MIT
EO:
Report:
ConCOVE Risk Register
Date:
17.11.21
Description of
Risk Management
Potential cause(s) of
Level of Risk
risk
Consequence
Level of Risk
Approach
the risk
Likelihood
Level of Risk
(post Risk
Person
Risk
No. ["Risk of …
Risk Type
s
acceptable to
[What is being done
Timeframe
Comments from Board Meeting
[What could cause the
(Currently)
(Currently)
Management
Responsible
Status
resulting in ……
(Currently)
Board
to manage the
risk to occur?]
action)
"]
risk?]
Risk of
Roles going out on
inadequate
seek, reaching out to
industry contacts and
Project Lead
resource to
Operational
Delay in recruitment
recruitment team.
General
13/10 - Still short two project leads - potentially 3 (Career Framework). Keeping these two
6
Moderate
Possible
Medium
High
Interim - tony doing
Medium
28-Feb-21
Open
positions on hold under other 3 are bedded down? Bharti doing Lit Review for Diversity to
undertake
Capability
process
Manager
entry. Board and
progress it and meet timelines. Graham feels strongly we focus on current projects?
required work
Advisory Group to
in March/April
assist recommending
people.
2021
Risk of
Reduce - a) Task
stakeholders
Board Members to
engage with
13/10 - While still recruiting and projects learning – converting interest into action in projects.
not being
Leave at high until people are firmly engaged. Bharti - should be resolved in 3 months. Roles
stakeholders, b)
engaged,
Poor awareness of
Board Co-
going out on seek, reaching out to industry contacts and recruitment team. Interim - Tony doing
implement the Stkhldr
resulting in
ConCOVE in
entry. Board and Advisory Group to assist recommending people. 13/10 update - engagement
Engmt/Comms Plan.
chairs,
with South Island, need to start adapting, great to have plans in place about how we will engage
poor
construction and
Need descriptions of
Board
should the North continue to be disconnected. Alternative engagement approaches needed. Pivot
8
Reputational
Major
Likely
Low
High
Medium
Open
Open
participation in
education sectors
projects, FAQ's,
Members,
to digital. Stakeholder reporting - each month, who has Bharti been engaging with. Overview.
Doesn't just sit with Bharti - engagement around projects we have stood up, wider network that
ConCOVE
Low interest in
talking points, how we
General
fit in with WDC etc
needs to be engaged rather than just Advisory Groups. Ensure those connections into projects
projects and
ConCOVE's mandate
Manager
are being fostered by Bharti or actively sought by Project Leads. Need a decent stakeholder
urgently. After scope
engagement plan / map. Need overarching plan, and each project plan. Join a CIC meeting?
poor support of
reset with Martin,
Join with Vertical Horizons.
ConCOVE in
Bharti will advise plan
general
to the Board.
13/10 - Need to up game on online engagement. Avoid being on radars for extension of timeframe due to Covid.
Develop an action plan for how we are going to work through this. Impacts on design of projects themselves,
particularly diversity project - industries need to learn how to live / work under restrictions, will have an impact on
priority groups. Disruption project - should we be looking at urgently investigating how VE can pivot to meet
needs of industry in Covid environment? TEC purpose for CoVES - second point is 'how education is delivered' -
perfect opportunity to do prototyping in this space? As much as it relates to training, can't think of why this isn't
in our scope. Find a value adding niche. Redesign projects to factor Covid in. A lot of engagements cancelled
because people are too busy, training could be paused for some time. A lot of work about digitial online learning -
Risk of another
Accept - remote
could leverage off this. If we can analyse whole ecosystem in NZ for online learning capability, look at collab at
what was a silo'd industry into best practice. Join the dots and make recommendations to industry ASAP, if
COVID-19
working, central
acceptable to TEC and funding. Covid is not going to go away. On job learning may suffer due to businesses
database.
needing to do what they have to, to stay viable. Focus 5 - 10 years out changing before our eyes. Response to
lockdown,
Everyone working
Covid - accelerate and challenge what we consider to be priorities, what is important for business at this time in
resulting in
really well
the workstream. Engagement piece will guide us. Where are they hurting, what is it we can participate in?
What is industry telling us they are going to do about this, how does ConCOVE partner and function as leaders
difficulties for
transitioning in and
General
in this disrupted space? Action - change of focus in distruption project. Comms with TEC if agree this is our
the General
Operational
Community
Almost
out of office, working
Manager
strategy, a strategic plan to focus on Covid and challenges currently facing. Next step - small group of Board to
9
Minor
Low
High
Low
Ongoing
Open
Managerate and Capability
transmission
Certain
from home. Board
Board Co-
sit with Te Pukenga and TEC, 5 projects originally designed, Covid is a disruption we need to pivot towards, can
Meetings online. We
you work with us to redesign the projects to properly face this, without overlapping. Forecast extension of time.
Board to work
Chairs
Action - Phil, Graham, Martin, Bharti to go to TEC in first instance. Frame up better and share with Board
haven’t been doing
before going to TEC. Quite a change of direction - how does it affect current work done in the distruption project
together in-
national consultations
to pivot towards Covid outcomes that will benefit industry? Current outcomes still relevant. Instead of a
person, and
to date – this will test
redeployment, make sure context and lens of Covid is brought into the project - visibly address it. Relevance of
Covid be present in all projects. Building resilience into projects to deal with a changing environment. All
with the
the way we work, and
projects still have validity, align with view we should talk to clients about whether Covid itself creates a new and
this risk.
immediate project to be helpful in this space. Already groups doing this - ConCOVE could help? Strategically
stakeholders.
position ourselves as a resource for the sector that can pivot at short notice as needs require. Action - Talk to
TEC immediately, talk to key clients and go from there. Faciliatation and filling gaps. May need to think about
what projects we divest - budget was to be used on the 5 projects, if divert to doing something here and now,
what other projects do we pair back or cut, drop or delay, or go to an external funding source - TEC? Funding
agreement, section in there 'what other funding we have taken on' - we are able to go over and above what we
have agreed to do with TEC, as long as we deliver what we have agreed to TEC. Can't commercialise as we
don't own IP. Can be from government or private.We aren't on track with current 5 projects, can we deliver
another one?
Reduce - Board,
General Managerate,
PM's and Advisory
Groups being
provided very clear
verbal and written
information on the
Risk that scope
Board not being
scope of ConCOVE's
of ConCOVE's
clear on scope
mandate and each of
Concern that we focus too closely on thing and miss bigger
mandate
General Managerate
the projects
Co-Chairs,
context. Will take time to have confidence in. Will be here
creeps,
not being clear on
Schedule updates
Operational
with these groups to
General
for a year. What is mandate creep? As we have been
16 resulting in un-
scope
Major
Likely
Medium
Medium
Low
Ongoing
Open
Capability
remind them of the
Manager,
defining and redefining projects, trying to capture what we
focussed work
Project Managers not
original scope to.
MIT Host
need to. Actually being effective, need to deliver tangible
and
being clear on scope
Minimise / correct
products at end.
compromised
Advisory Groups not
deviation. Plan
outcomes
being clear on scope
forward to do a six
monthly scope check.
Service vs project
lead – mitigate with
being transparent
with Board. Work
with Martin to rescope
it working well.
Risk that
Reduce - Ensure
ConCOVE is
Comms activity
seen as being
reinforces the
'academic'
organisation's
Industry having a
mandate and
rather than
pre-conceived idea
emphasises Board and
General
17 'industry'
Reputational
Major
Possible
Low
Medium
Low
1-Jan-23
Open
that this will be an
staff industry
Manager
focussed,
academic exercise
credentials/
making
experience
industry
Our point of difference
is our projects are
engagement
industry lead.
more difficult
Risk that
Reduce - Ensure
ConCOVE is
ConCOVE's office
Comms activity
perceived as
being physically
reinforces the
organisation's
being Auckland
based in Auckland
nationwide mandate
or Wellington-
ConCOVE General
and schedule industry
centric,
Managerate staff
activity across the
General
18
Reputational
Minor
Possible
Low
Medium
Low
1-Jan-23
Open
resulting in
being Auckland-
country. Project leads
Manager
difficulty
based
being advertised
across New Zealand.
securing
Alternate Board
Bharti and Project
nationwide
meetings based in
Leads moving into
industry
Auckland
South Island with
engagement.
engagement
Risk of not
being able to
clearly identify
potential
Learners,
Operational
No existing database
Reduce - seek active
General
19
Moderate
Possible
Low
Medium
input from industry,
Low
1-Jul-21
Open
making it
Capability
available
Manager
schools, MBIE, MSD
difficult to
include them in
our Stakeholder
engagement
Reduce - Work with
MIT's data security
policy and protocols
Risk of data
Deliver strong training
security being
for all ConCOVE staff
compromised
Poor security
who will be working
and information
protocols in place
with data. Privacy
General
20
Reputational
Major
Possible
Low
Low
Low
Ongoing
Open
given on the
Poor training of staff
laws updated, need a
Manager
condition of
working with data
policy / systems /
protocols in place
anonymity is
(items from MIT
released
automatically). Add
password to database
file.
Reduce - Ensure
ConCOVE's office
Comms activity
Board Co-
being physically
reinforces the
Risk of
Chairs,
based on an MIT
organisation's
ConCOVE being
mandate and
Board
21
Reputational
campus; Bid led by
Minor
Possible
Low
Medium
Low
1-Jan-23
Open
seen as MIT-
independence. MIT
Members,
MIT, MIT email
hosting us is an
centric
General
addresses, MIT
opportunity - risk still
Manager
systems & resources
exists until ConCOVE
is more visible.
Risk that
Project milestones
ConCOVE
are missed
Reduce - Strong
General
22
Reputational
Moderate
Possible
Low
Medium
project management
Low
Ongoing
Open
doesn't deliver
Stakeholder comms
Manager
and strong SE comms
the outcomes
are not kept current
Reduce - Strong
Not doing a full
environmental scan at
'environmental scan'
the start of each
Risk of
prior to commencing
project
Operational
Still high as we are early in projects. 13/10 - on top of this. Katherine Hall set up, keep on top of
Strong SE with other
General
23 replicating the
project
Minor
Possible
Low
High
Low
Ongoing
Open
it. Opportunity to partner, rather than duplication. Identify what other projects are being done.
Capability
players around
Manager
work of others
Not engaging with
Central Government. Amos and Graham to discuss after.
possible co-design.
other players in
Diversity Worx project
collaborative manner
an issue. Meeting
planned to discuss.
Reduce - plan and
Risk that
deliver regular comms
ConCOVE
Poor SE comms
to Members and
Members don't
provide opps for
General
24
Reputational
leading to low
Moderate
Possible
Low
Medium
Low
Ongoing
Open
feel they get
input. Need a plan
Manager
engagement
keeping members
'value' out of
engaged from
belonging
industry perspective.
Poor understanding
Risk that the
and/or poor
Advisory
communication of
Operational
General
25 Groups are
the roles of the
Moderate
Possible
Low
Medium
Low
1-Jun-21
Open
Capability
Manager
unclear on their
groups by the
mandate
General Manager or
Board
Risk that we
may not be
seen as diverse
Lack of female
Have Teresa as a
General
27
Reputational
Moderate
Possible
Low
Medium
Low
1-Jun-21
Open
Pam advised to leave this
with all male
applicants
project lead now.
Manager
Project Leads to
date.
Reputational
risk exists for
all ConCOVE
Continually
Board Co-
Staff, Board
Poor behaviour and
highlight at risk
Chairs /
28 Members,
Reputational
actions causing
Moderate
Possible
Low
Low
Low
Ongoing
Open
behaviours to the
General
Members and
disrepute.
Board
Manager
Advisory Group
Members in
their behaviour
