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DPMC’s operating environment has become increasingly complex in recent years. Under the MMP electoral system, coalition and minority governments create a challenging environment for policy management and for the coordination of decision-making processes. There are now much greater expectations within government – as well as from the general public, stakeholders, and political allies – about consultation and input into policy making.
In this environment, it has become increasingly important for DPMC to take account of links with other areas of government activity and to consider the longer-term implications of particular policies. This requires a good understanding of the wider trends and influences on New Zealand’s social and economic performance, its culture and heritage, its human and physical capital, and its natural environment.
DPMC maintains a risk-management framework which it regularly reviews, subsequently updating its key mitigation strategies. The March 2008 review has revealed some changes to our probable risk profile for 2008/09 and the following four years. Risk factors that were identified include: our ability, within available resources, to provide the appropriate level of support to government during and immediately after the 2008 general election; increasing expectations by stakeholders that DPMC take the lead in certain policy initiatives; the use of contractors to resource some key functions; issues surrounding management of conflicts of interest; the conservation and refurbishment of Government House Wellington; and changes in DPMC senior management and the subsequent loss of experience.
The reputation and credibility of the department is at stake when key risks are not managed appropriately.
To maintain our good reputation and credibility, we need to ensure that DPMC: