Statement of Intent 2005 - Executive Summary
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This 2005 Statement of Intent sets out the Ministry of Social Development’s priorities for the next three years, as we work towards improved social outcomes for all New Zealanders. It describes our strategic aim and our high-level outcomes, along with the contributing outcomes that will inform the basis of our work programme.
What is social development?
Social development is a process of co-ordinated social change that promotes the wellbeing of the population as a whole and of disadvantaged groups within it. It aims to improve wellbeing across a range of areas such as social assistance, health, education, employment and safety, and it takes a whole-of-life approach to improving outcomes.
Social protection and investment are the key elements of social development. Social protection is about providing a safety net for people facing difficulties, while social investment provides the foundation for positive outcomes in the future.
The priorities and strategies outlined recognise that successful social development involves:
- ensuring that social and economic interventions support each other and are sustainable
- supporting individuals, families and communities to develop and deliver their own solutions
- focusing on the whole package of needs, strengths, and issues for individuals, families, and communities
- taking a whole of life perspective
- government working in partnership with local authorities, with the community and voluntary sector, and with the private sector to develop ‘joined-up’ local services
- developing solid evidence about what works and regularly monitoring New Zealanders’ wellbeing
- ensuring there is flexibility to respond to regional and local needs.
Our outcomes framework
Our outcomes framework describes the outcomes we seek to achieve for all New Zealanders. We have five high-level outcomes for the key population groups and institutions we work with and one high-level strategic aim of leading social development. Our framework supports our whole-of-government, whole-of-life approach to social development.
Outcomes framework diagrams
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Our focus for the next three years
For our strategic aim and each of our outcome areas we have identified a series of priorities that we will focus on for the next three years. These priorities are:
- Leading Social Development - co-ordinating and monitoring progress against Opportunity for All New Zealanders - a high-level summary that shows how government agencies will continue to work together to promote social wellbeing, strengthening our ability to lead social development at both the national and regional level and continuing to monitor social wellbeing.
- Children and Young People - implementing an early intervention programme for vulnerable children and their families, and strengthening care and protection services for children and young people.
- Working Age People - reducing the number of working-age benefit recipients; implementing the Working for Families package that aims to make it easier for people to work and raise a family; continuing the preparatory work for the launch of the Single Core Benefit in 2007; and enabling clients who are ill, have disabilities or are caring for children to plan for eventual participation in work as their circumstances allow.
- Older People - promoting and monitoring the New Zealand Positive Ageing Strategy; reducing barriers to employment for older people; improving the way in which we provide services to older people including the development of an internet portal to improve access to services; co-ordinating a cross-government programme of research to identify ways to respond to the opportunities and challenges of an ageing population; and managing and expanding the national network of Elder Abuse and Neglect Prevention Services.
- Families and Whanau - strengthening early intervention for vulnerable children, strengthening care and protection services and strengthening family violence prevention, intervention and post-support services.
- Communities, Hapu and Iwi - enhancing government agencies’ relationships with the community and voluntary sector, helping the community and voluntary sector to build its capability and ensuring community-based services are consistent, effective and accessible.
Strengthening our capabilities
Over the last year the Ministry has made changes to support its strategic outcomes approach at the policy, service delivery and corporate levels. Over the next three years our work to build our capability will focus on:
- taking a strategic approach to recruitment to ensure we can address skill shortages and attract the people we need for the future
- further strengthening our strategic leadership capability by identifying and developing our future leaders
- building structures, frameworks and programmes to further develop staff capability and organisational performance.
Risk and evaluation
The Ministry’s evaluation, audit and risk management programmes will ensure that we remain fully accountable to our clients, the Government, our stakeholders, and the public of New Zealand.
- The information we gather through our research and evaluation will continue to identify how our work is making a difference to social outcomes, and what changes we can make if needed.
- Our audits are designed to provide assurance over:
- the reliability and integrity of information
- compliance with policies, procedures, plans and regulations
- the safeguarding of assets and property
- the economical and efficient use of resources
- the achievement of objectives and deliverables.
- Our risk management programme will ensure that, as part of standard management practice, we identify, evaluate, address, and monitor all risks.
