Statement of Intent 2005 - Forecast Output Performance Statements - Vote Social Development
On this Page:
For the year ending 30 June 2006
Output Expense: Services to Provide Benefit Entitlements and Obligations to Working-Age Beneficiaries and to Promote Self-Sufficiency
Description
Through this output expense the Ministry provides income support and services to encourage economic and social inclusion. This output expense contributes primarily to the Ministry’s high-level outcomes for Working Age People and Families and Whanau. Our services under this output expense contribute to these outcomes by enabling working-age people to participate in, and contribute to, society.
To achieve this, we will:
- ensure all clients receive their full and correct entitlements
- help people not in employment to receive the benefits to which they are entitled
- help people in employment know about and access the assistance to which they are entitled
- make work pay through the Working for Families package.
Scope
The scope of this output expense includes:
- providing information on the full range of assistance available so people can apply for assistance for which they might be eligible
- informing people of their rights and obligations when they receive income support
- assessing, verifying and paying income support
- managing people’s needs for income support and other assistance, including responding to changes in people’s circumstances in a timely and appropriate manner
- managing client debt repayments in a way that balances the client’s ability to repay with the need to ensure integrity of the benefit system
- providing individual assistance to those for whom an employment outcome is not an immediate option, for example single parents caring for their children, people who have ill health or people with a disability
- providing information on social, community, and employment services, and referring people to the agencies that best meet their needs.
Working for Families
The Working for Families package announced in Budget 2004 provides new and increased financial assistance for low- and middle-income working families through:
- more help with housing and childcare costs
- increased Family Assistance and a new In-Work payment
- higher income and abatement limits.
The primary focus of Working for Families is to make it easier to work and raise a family.
Services to Provide Income Support and Other Assistance to Eligible People
The average number of working age beneficiaries in 2005/06 is expected to remain under 300,000.
Performance Information
| 2003/04 Result | Performance measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| 91.4% | Quality The percentage of clients satisfied with the level of service provided by contact centres will be no less than: |
85% | 85% |
| 82.7% | The percentage of clients satisfied with the level of service provided by case managers will be no less than: | 85% | 85% |
| 87.6% | Timeliness The percentage of entitlement assessments completed within five working days will be no less than: |
85% | 85% |
| 89.3% | Accuracy The percentage of entitlement assessments completed accurately will be no less than: |
90% | 90% |
| 96.0% | Debt management The percentage of current debtors1 repaying debt will be no less than: |
90% | 90% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 244,004 | 244,004 | 232,345 |
| Department | 6,418 | 6,418 | 7,835 |
| Other | 4,349 | 4,349 | 4,349 |
| Total Revenue | 254,771 | 254,771 | 244,529 |
| Total Expense | 254,771 | 254,771 | 244,529 |
| Net Surplus/(Deficit) | - | - | - |
Output Expense: Services to Minimise the Duration of Unemployment and Move People into Work
Description
Through this output expense the Ministry provides services aimed at assisting job seekers into sustainable employment2. This output expense contributes to the Ministry’s high-level outcome for Working Age People by preparing clients for work, placing clients into employment, and supporting clients while in employment.
To assist clients into sustainable employment we work in partnership with industry to identify skill and labour shortages and to develop labour market opportunities for jobseekers; and we work with communities to enhance labour market development.
Scope
The scope of this output expense includes developing regional employment initiatives and providing tailored case management and contracted employment training to:
- help people who are receiving a benefit and are able to work to enter the workforce and achieve a sustainable employment outcome
- help people who are receiving a benefit and are not able to work immediately, or at all, to become work ready or to participate in their communities.
Assisting people into sustainable employment includes:
- assessing clients’ capability to work
- supporting jobseekers to develop skills and knowledge relevant to labour market opportunities
- actively working with industry to identify employment opportunities for jobseeking clients
- matching jobseekers to appropriate employment opportunities
- providing clients with support once they are placed into employment.
The scope of this output expense also includes assisting disadvantaged communities and groups to recognise and develop their own labour market initiatives and to use their assets to create employment opportunities that lead to self sufficiency and contribute to the local economy.
Performance Information
| 2003/04 Result | Result measures - sustainable employment | Standard 2004/053 | Standard 2005/06 |
|---|---|---|---|
| New measure in 2004/05 | Getting clients into workThe proportion of job-seeking clients in receipt of a core benefit who exit into employment will be: | 35% | 35% |
| New measure in 2004/05 | The proportion of job-seeking clients in receipt of a core benefit with a duration of six months or more, who exit into employment will be: | 36% | 36% |
| New measure in 2004/05 | Clients remaining in work longerThe average cumulative time that job-seeking clients, who exit to work, spend in employment over the course of a year will be: | 36.5 weeks | 36.5 weeks |
| New measure in 2004/05 | The proportion of job-seeking clients who exited into employment and achieved six months continuous employment will be: 4 | 58% | 58% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 224,739 | 224,739 | 265,914 |
| Department | 688 | 688 | 1,376 |
| Other | - | - | - |
| Total Revenue | 225,427 | 225,427 | 267,290 |
| Total Expense | 225,427 | 225,427 | 267,290 |
| Net Surplus/(Deficit) | - | - | - |
Output Expense: Services to Seniors
Description
Through this output expense the Ministry provides services to seniors living in New Zealand and overseas. These services aim to promote self-reliance, positive ageing, and independence for older people. This output expense contributes primarily to the Ministry's high-level outcome for Older People, by providing New Zealand Superannuation and other entitlements, and by providing portability arrangements so New Zealand superannuitants have entitlement regardless of where they choose to live. It also contributes by increasing the network of international social security agreements.
Scope
The scope of this output expense includes:
- assessing, paying and reviewing entitlements for New Zealand Superannuation (NZ Super) and supplementary benefits, grants, allowances and subsidies paid to NZ Super clients or pensioners
- administering and implementing New Zealand’s international social security agreements and general portability and special portability arrangements.
Services to Seniors
The average number of superannuitants in 2005/06 is expected to be 480,000. The average number of superannuitants in 2004/05 was expected to be 475,000.
Performance Information
| 2003/04 Result | Performance measures - NZ Super | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| 89.6% | Timeliness The percentage of entitlement assessments completed within five working days will be no less than: |
85% | 85% |
| 92.3% | Accuracy The percentage of entitlement assessments completed accurately will be no less than: |
92% | 92% |
| 92.9% | Quality The percentage of clients satisfied with the level of service provided will be no less than: |
90% | 90% |
| 2003/04 Result | Performance measures - International Services | Standard 2004/05 | Standard 2005/065 |
|---|---|---|---|
| 96.4% | Accuracy The percentage of entitlement assessments completed accurately will be no less than: |
92% | 92% |
| 83.0% | Timeliness Applications for payment overseas processed within 24 hours will be no less than: |
95% | 95% |
| 95.0% | Review actions processed within five working days will be no less than: | 90% | 90% |
| 90.4% | Correspondence replied to within five working days will be no less than: | 90% | 90% |
| 97.0% | The percentage of all incoming calls that are answered within 20 seconds will be no less than: | 90% | 90% |
| New measure in 2005/06 | Satisfaction The percentage of independently surveyed clients satisfied with the level of service will be no less than: |
New measure in 2005/06 | 85% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 31,257 | 31,257 | 34,789 |
| Department | 168 | 168 | 336 |
| Other | - | - | - |
| Total Revenue | 31,425 | 31,425 | 35,125 |
| Total Expense | 31,425 | 31,425 | 35,125 |
| Net Surplus/(Deficit) | - | - | - |
Output Expense: Services to Protect the Integrity of the Benefit System
Description
Through this output expense the Ministry provides services to minimise fraud through: encouraging voluntary compliance and awareness of the consequences of non- compliance; using preventative barriers and early detection mechanisms; and investigating and sanctioning deliberate fraud.
Benefit Control provides assurance that the integrity of the benefit system provided by the Ministry is protected by preventing, detecting, deterring and sanctioning benefit fraud.
Scope
The scope of this output expense includes:
- helping clients to voluntarily comply and be aware of their obligations
- detecting and preventing fraud early, to mitigate client debt escalation and consequential barriers to their social and economic independence
- investigating irregularities and sanctioning deliberate fraud to deter reoccurrence by the offender, and to signal to others the seriousness and consequences of benefit abuse
- ensuring clients receive their full and correct entitlements.
Specific activities include:
- Early Intervention Strategy & Prevention:
- data matching to detect clients who are receiving or have been receiving entitlements to which they are not eligible6
- Early Intervention interviews and brokerage to ensure clients are receiving their correct and full entitlement, to remind them of their obligations, and to assist them to access additional services where required
- Client Review Process to issue entitlement review forms to randomly-selected clients, encouraging the timely notification of changes in clients’ circumstances
- Selected Client Review to carry out lower level investigations on selected client situations that appear to differ from the information held by the Ministry.
- Investigations and prosecutions:
- the investigation of irregularities in client information and of allegations received from external sources, to detect and assess the overpayment of entitlements and to take follow-up action to deter clients from re-offending
- prosecution action against clients who deliberately commit serious or continuous benefit fraud.
We conduct information matches with the:
- Inland Revenue Department.
- Department of Corrections.
- New Zealand Customs.
- Accident Compensation Corporation.
- Department of Internal Affairs – Deaths and Marriages Registry.
The matches with the Department of Internal Affairs and the Accident Compensation Corporation are new in 2005/06. This is also the first year in which Student Allowance recipients are included in these matches. All the matches are carried out in full compliance with the requirements of the Privacy Act and the Privacy Regulations.
Performance Information
| 2003/04 Result | Result measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| New measure in 2004/05 | The percentage of clients aware of the consequences of committing benefit fraud will exceed: | No standard included in 2004/05 | 70% |
| New measure in 2005/06 | The change of circumstances notification and benefit cancellation rate for clients contacted through the Early Intervention Strategy will exceed: | New measure in 2005/06 | 15% |
| New measure in 2005/06 | The average duration of fraudulent7 overpayments will not exceed: | New measure in 2005/06 | 45 working days |
| New measure in 2005/06 | Of the cases that we prosecute, the proportion of successful prosecutions concluded will exceed: | New measure in 2005/06 | 85% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 34,080 | 34,080 | 30,911 |
| Department | 120 | 120 | 240 |
| Other | - | - | - |
| Total Revenue | 34,200 | 34,200 | 31,151 |
| Total Expense | 34,200 | 34,200 | 31,151 |
| Net Surplus/(Deficit) | - | - | - |
Output Expense: Debt Management – Former Beneficiaries
Description
Through this output expense the Ministry provides debt management services for non-current debt, which is debt owed by former beneficiaries. This output expense supports the achievement of the Ministry’s outcomes by negotiating realistic repayment rates with former beneficiaries, by monitoring the integrity of the benefit system and by returning money to the Crown.
Scope
The collection of non-current debt takes into account the individual’s ability to repay and the management of the Crown’s fiscal risk. We give due consideration to ensuring that debt repayments do not cause undue hardship or jeopardise a client’s ability to stay in employment through unrealistic debt repayment levels. We take a ‘whole-of- organisation’ approach to debt prevention and ensure our staff carry out their duties with due diligence and respect for the rights of clients.
The types of non-current debts collected in this output expense include:
- Special Needs Grants (recoverable)
- advances
- overpayments generated by Ministry or client error or oversight
- Liable Parent Contribution and Maintenance
- debt arising from abuse of the benefit system
- debt arising from Student Allowances and fraudulently received Student Loans
- debt arising from employment-related grants and allowances
The collection of current benefit debt is managed in Output Expense: Services to Provide Benefit Entitlements and Obligations to Working-Age Beneficiaries and to Promote Self-Sufficiency.
Performance Information
| 2003/04 Result | Performance measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| $73.042m | Quantity Actual collection of non-current beneficiary debt, New Zealand Superannuation debt, employment-related grants and allowances debt, liable parent contribution, maintenance debt, and major repairs and advances debt is expected to be: |
$70m - $73m | $70m - $73m |
| $5.251m | Actual collection of Student Allowance debt and fraudulent Student Loan debt is expected to be: | $4.8m - $5.2m | $5m - $5.6m |
| 85% | Quality The proportion of collectable non-current beneficiary debtors on arrangement to pay, or paid in full within four months of debt establishment, will be no less than: |
82% | 82% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 19,390 | 19,390 | 18,854 |
| Department | 77 | 77 | 155 |
| Other | - | - | - |
| Total Revenue | 19,467 | 19,467 | 19,009 |
| Total Expense | 19,467 | 19,467 | 19,009 |
| Net Surplus/(Deficit) | - | - | - |
Output Expense: Community Services Card
Description
Through this output expense the Ministry administers the distribution of the Community Services Card and provides information to the public about the card. This output expense contributes to the Ministry’s high-level outcomes for Children and Young People, Working Age People, Older People, and Families and Whänau. It contributes to these outcomes by reducing the effects of hardship, and by giving low- and middle- income people access to affordable primary health services.
Scope
The scope of this output expense involves administering the Community Services Card. These services are managed by the National Community Services Card Centre, which is a centralised processing unit with a call centre. The centre is responsible for:
- processing applications and reapplications
- ensuring people who are entitled to receive a card know how to apply
- producing and distributing the cards.
The future of the Community Services Card remains under review and is dependent on health sector developments regarding Primary Health Organisations and related services.
Community Services Card
The number of current cards on issue in 2005/06 is expected to be 1,100,000.
The volume of applications and renewals of Community Services Cards to be processed in 2005/06 is expected to be 206,000. The volume of applications and renewals of Community Services Cards to be processed in 2004/05 was expected to be 206,000.
Performance Information
| 2002/03 Result | Performance measures | Standard 2003/04 | Standard 2004/05 |
|---|---|---|---|
| 86.7% | Quality The percentage of all calls to the Community Services Card centre answered within 20 seconds will be no less than: |
85% | 85% |
| 91.4% | Timeliness The percentage of initial applications and those requiring validation processed within two working days of receipt will be no less than: |
90% | 90% |
| 94.3% | Accuracy The percentage of Community Services Card entitlement assessments accurately completed as determined by regulation will be no less than: |
90% | 90% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 5,898 | 5,898 | 7,028 |
| Department | 18 | 18 | 36 |
| Other | - | - | - |
| Total Revenue | 5,916 | 5,916 | 7,064 |
| Total Expense | 5,916 | 5,916 | 7,064 |
| Net Surplus/(Deficit) | - | - | - |
Output Expense: Services to Students
Description
Through this output expense the Ministry provides financial support to New Zealand students who might otherwise be unable to access tertiary education. This output expense contributes to the Ministry’s high-level outcomes for Children and Young People, Working Age People, and Families and Whanau. It contributes to these outcomes by helping people gain qualifications which will improve their employment prospects and by providing support to families who have one or more members studying.
Our StudyLink service line manages the delivery of Student Allowances and Student Loan services. Student Allowance and Student Loan policy is primarily the responsibility of the Ministry of Education. We have a protocol with the Ministry of Education, the Inland Revenue Department and the Tertiary Education Commission that defines the roles and responsibilities of each agency for the Student Allowance and Student Loan programmes. We also work closely with other agencies to ensure effective co-ordination and communication.
Scope
The scope of this output expense includes:
- providing information to help students understand all Student Allowance and Student Loan obligations and entitlements
- assessing, verifying and paying Student Allowances and Student Loans to students
- assisting students to consider all options for funding their study
- providing comprehensive information to students who are considering entering tertiary study.
Student Allowances and Student Loans
Student Allowances
- The volume of Student Allowance applications approved in 2005/06 is expected to be in the range of 66,000 to 71,000 (from a total of between 89,000 to 94,000 applications received).
- The volume of Student Allowance applications approved in 2004/05 was expected to be in the range of 87,000 to 92,000 (from a total of between 116,000 to 121,000 applications received).
- Student Loans
- The volume of Student Loan accounts established in 2005/06 is expected to be in the range of 154,000 to 159,000 (from a total of between 191,000 to 196,000 applications received).
- The volume of Student Loan accounts established in 2004/05 was expected to be in the range of 163,000 to 168,000 (from a total of between 206,000 to 211,000 applications received).
Performance Information
| 2003/04 Result | Timeliness performance measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| 97.0% | Student Allowances The initial entitlement assessment for a Student Allowance will be completed within five working days of application receipt: |
95% | 95% |
| 97.7% | Student Loans The initial entitlement assessment for a Student Loan will be completed within three working days of application receipt: |
95% | 95% |
| 2003/04 Result | Accuracy performance measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| 95.2% | Student Allowances The percentage of students who receive their correct Student Allowance entitlement on their first payment will be no less than: |
94% | 94% |
| 99.4% | Student Loans The percentage of students who receive their correct entitlement (living cost component) on their first payment will be no less than: |
95% | 95% |
| 2003/04 Result | Student Allowances and Student Loans quality performance measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| 94% | The percentage of independently surveyed students satisfied with the level of service provided by the StudyLink contact centre will be no less than: | 85% | 85% |
| 91.7% | The percentage of independently surveyed students satisfied with the level of service from StudyLink staff will be no less than: | 85% | 85% |
| 97.9 | The percentage of independently surveyed institutions that are satisfied with the level of service from StudyLink staff will be no less than: | 85% | 85% |
| 2003/04 Result | Highway to your Future Programme performance measures8 | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| New measure in 2004/05 | The percentage of independently surveyed users of the Highway to your Future programme who found the programme information valuable will be no less than: | 85% | 90% |
| New measure in 2004/05 | The percentage of New Zealand secondary schools contacted that will participate in one or more components of the Highway to your Future programme will be no less than: | 90% | 90% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 30,388 | 30,388 | 40,569 |
| Department | 55 | 55 | 110 |
| Other | - | - | - |
| Total Revenue | 30,443 | 30,443 | 40,679 |
| Total Expense | 30,443 | 30,443 | 40,679 |
| Net Surplus/(Deficit) | - | - | - |
Output Expense: Family and Community Services
Description
Through this output expense the Ministry provides services to families and communities. This output expense contributes to the Ministry’s high-level outcomes for Families and Whanau, and for Communities, Hapu and Iwi. Our services under this output expense contribute to these outcomes by building the knowledge and capability of families and communities, by supporting programmes that build family resilience and safety, and by promoting social cohesion and participation in communities.
Our Family and Community Services service line leads and co-ordinates services to families and communities across New Zealand.
Scope
The scope of this output expense includes:
- delivering programmes and leading co-ordination processes for communities such as Heartland Services, local services mapping, community funding programmes, refugee and migrant service development, and the National Directory
- delivering programmes and leading co-ordination processes for families such as Strengthening Families, SKIP (Strategy with Kids: Information for Parents), Family and Community Helpline pilot, family violence prevention initiatives, and Family Start and other family support funding programmes.
The successful development and delivery of these programmes involves:
- establishing and maintaining partnerships with key stakeholders from central government, local government, non-government organisations and iwi/Maori
- planning for and aligning services at a regional and local level
- providing information for families and communities
- working with communities and providers to strengthen services for parents, and services to prevent violence within families and address the harm that it does
- building the capability of community-based providers
- administering funding programmes to support community-based services, including services planning, provider development, and the management of funding agreements and contracts.
Key Establishment Milestones
Family and Community Services was established on 1 July 2004. Some of its services are still in an establishment phase, in particular those providing information services to families. From 1 July 2005, Family and Community Services will take on new responsibilities, including the administration of Non-Departmental Output Expense funded programmes.
Key establishment milestones for these new responsibilities include:
- Information for families:
- completing a pilot of the Family Helpline and, subject to a favourable evaluation, laying the foundation for a nationwide service as funding becomes available
- establishing a families’ knowledge base on the family services website.
- Funding/contracting:
- ensuring the capability to manage Non-Departmental Output Expense funding is available
- managing the transfer of responsibilities from the Department of Child, Youth and Family Services with minimal disruption to service providers and their clients.
Performance Information
| 2003/04 Result | Performance measures9 | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| New measure in 2004/05 | Family and Community Services Quantity Conduct local services mapping exercises:10 |
20 | 25 |
| New measure in 2004/05 | Quality Local services mapping exercises will meet the quality characteristics described in the Family and Community Services Mapping Guidelines:11 |
100% | 100% |
| New measure in 2004/05 | Heartlands Services Quality Government departments operating out of Heartlands Service centres are satisfied with the facilities and co-ordination services provided by the Ministry of Social Development: |
90% | 90% |
| New measure in 2004/05 | Stakeholders are satisfied with the access to government services via Heartlands Service centres:12 | 80% | 0% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 10,602 | 10,602 | 15,243 |
| Department | 37 | 37 | 75 |
| Other | - | - | - |
| Total Revenue | 10,639 | 10,639 | 15,318 |
| Total Expense | 10,639 | 10,639 | 15,318 |
| Net Surplus/(Deficit) | - | - | - |
Output Expense: Social Development Leadership
Description
Through this output expense the Ministry provides social development leadership that contributes to the Ministry’s strategic aim of leading social development. We do this through the provision of strategic social policy advice and through regional social development leadership.
Scope
The scope of this output expense includes:
- monitoring and reporting on the social wellbeing of New Zealanders
- using the social development approach to support policy decision making from a ‘whole of government’ perspective
- providing Government with evidence-based advice on current strategies and initiatives
- developing medium and long-term policy proposals relating to significant and cross-sectoral social policy issues
- bringing together research and evaluation evidence on key social policy issues for Government
- jointly co-ordinating social research through the Social Policy Evaluation and Research (SPEaR) committee
- facilitating the development of regional social development strategies
- providing input to local authorities' Long Term Council Community Plans
- leading, facilitating and contributing to ‘whole-of-government’ regional and local social development initiatives
- contributing to building capacity and capability at a local level.
Performance Information
| 2003/04 Result | Performance measures | Standard 2004/05 | Standard 2005/06 |
|||
|---|---|---|---|---|---|---|
| Work programme agreed | Quantity Policy advice will be delivered in accordance with a key priorities annual plan agreed with the Minister for Social Development and Employment. |
Advice is delivered in accordance with the annual plan | Advice is delivered in accordance with the annual plan | |||
| New measure in 2004/05 | Quality13 Process An audit shows that the Ministry of Social Development's policy processes as outlined in the Quality Management System have been followed.14 |
Processes are complied with | Processes are complied with | |||
| New measure in 2004/05 | Technical robustness An external independent review of the Ministry of Social Development's policy advice confirms that it meets pre-determined best practice criteria. |
Standard met | Standard met15 | |||
| New measure in 2004/05 | Feedback16 Feedback from stakeholders indicates the Ministry of Social Development is effectively leading policy thinking on social development issues which are in line with the Ministry's vision of an inclusive New Zealand. |
Standard met | Standard met17 | |||
| 100% | Timeliness Policy advice will be delivered to the Minister for Social Development and Employment within negotiated deadlines: |
100% | 100% | |||
| Timeliness standard met | Quarterly reports against the key priorities annual plan will be provided to the Minister for Social Development and Employment. | No more than 7 weeks from the end of the quarter | No more than 7 weeks from the end of the quarter18 | |||
| Revised measure in 2004/05 | Regional Social Development and Employment Plans Regional Commissioners for social development will consult with their communities and staff to provide the Minister for Social Development and Employment with annual regional plans that state the strategic aims for each region for the following year |
Consultation completed by 30 April 2005 | Consultation completed by 30 April 2006 | |||
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 4,531 | 4,531 | 5,056 |
| Department | 26 | 26 | 52 |
| Other | - | - | - |
| Total Revenue | 4,557 | 4,557 | 5,108 |
| Total Expense | 4,557 | 4,557 | 5,108 |
Output Expense: Policy and Purchase Advice
Description
Through this output expense the Ministry provides social sector policy advice, research and evaluation, purchase and monitoring advice and Ministerial services. This output expense contributes to the Ministry’s high-level outcomes for Children and Young People, Working Age People, Older People, Families and Whänau, and Communities, Hapü and Iwi.
Social Services Policy Advice
Social sector policy advice supports and strengthens strong families and communities and improves outcomes for children and young people, working age people and older people.
This advice informs decisions on:
- the care and protection of children and the successful transition of young people to adulthood
- social and employment assistance and incentives to encourage participation in sustainable employment and in society
- positive ageing and retirement income issues
- better social outcomes for people with disabilities
- programmes that encourage the development of well-functioning and supportive families
- strengthening community infrastructure and investing in the community and voluntary sector.
Office for the Community and Voluntary Sector
The Office for the Community and Voluntary Sector ensures that government policy and service delivery effectively supports community, voluntary and tangata whenua organisations in achieving their objectives. The key functions of the Office are cross-sectoral policy development and advice and acting as a contact point for the community and voluntary sector on sector-wide issues. The Office provides support and reports to the Minister for the Community and Voluntary Sector, as agreed in a separate service agreement between that Minister and the Chief Executive of the Ministry of Social Development.
Office for Disability Issues
The Office for Disability Issues provides policy advice and related services for the Minister for Disability Issues. It leads, monitors and promotes the New Zealand Disability Strategy, provides policy advice on disability issues and leads strategic and cross-sectoral disability policy across government. It also provides Ministerial servicing and support for the Minister for Disability Issues, as agreed in a separate service agreement between that Minister and the Chief Executive of the Ministry of Social Development.
Social Research and Evaluation
We provide an ongoing programme of evaluation, social research, monitoring, forecasting, and data analysis. We actively promote research and evaluation findings, and promote social sector research and evaluation capability and capacity-building projects. This helps to ensure that:
- the Government’s social investment strategies are based on sound evidence
- the New Zealand public and key stakeholders understand the key social issues and trends, along with their causes and consequences
- the wider social research and evaluation community develops its capability and capacity
- the scope of the social research and evaluation output includes:
- promoting and expanding the evidential base of information for social policy decision making
- identifying and assessing the implications of enduring and emerging social issues for policy advice
- assessing the effectiveness, impact and delivery of particular government policies and programmes, and assisting in their development
- building an understanding of the dynamics surrounding the delivery of social assistance and employment assistance
- developing and improving social assistance data/information
- undertaking operational research, performance monitoring and analysis of the Ministry’s service delivery relationships, including with clients, employers, students and call centre users
- preparing fiscal forecasts for Government expenditure on social assistance benefits.
Purchase and Monitoring
We provide purchase advice and monitoring services to the Minister for Social Development and Employment and the Associate Minister for Social Development and Employment (CYF), to improve effectiveness, efficiency and value for money in social service delivery agencies, and to monitor the delivery of services against requirements set by government.
We are responsible for providing purchase advice and monitoring services relating to the:
- Department of Child, Youth and Family Services.
- Retirement Commissioner.
- Children’s Commissioner.
- New Zealand Artificial Limb Board.
- Families Commission.
- Social Worker Registration Board.
The scope of the purchase advice and monitoring services includes:
- strategic purchase advice on the extent to which services contribute to government outcomes and results
- advice on the efficiency and cost effectiveness of services
- advice on new programmes and spending, particularly Budget proposals
- advice about the development of the Minister’s Output Plans (or Output Agreements)
- quarterly reporting to the Minister on the performance of delivery agencies against their Output Plans (or Output Agreements), and the assessment of any delivery risks
- special projects related to service-delivery performance
- service reviews at the Minister’s request
- facilitating effective working relationships with relevant agencies.
Ministerial Servicing
Through this output the Ministry provides Ministerial, advisory, support and administrative services to or on behalf of the Minister for Social Development and Employment and Ministerial advisory committees and groups.
The scope of the Ministerial servicing output includes:
- replies to Ministerial correspondence
- speeches, briefing notes, reports and other information as required
- replies to parliamentary questions
- replies required by legislation (includes Ombudsman, Official Information Act, and Privacy Commissioner)
- advisory support and information for Ministers as required in Cabinet committees, select committees and Parliament.
Performance Information
| 2003/04 Result | Policy, Research and Evaluation performance measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| Standard met | Key priorities Policy, research and evaluation advice will be delivered in accordance with a key priorities annual plan agreed with the Minister for Social Development and Employment. |
Advice is delivered in accordance with the annual plan | Advice is delivered in accordance with the annual plan |
| Revised measure in 2004/05 | Policy advice from the Office for Disability Issues and the Office for the Community and Voluntary Sector will be delivered in accordance with a work programme that is agreed with their respective Ministers. | Advice is delivered in accordance with the work programme | Advice is delivered in accordance with the work programme |
| New measure in 2004/05 | Quality19 Process An audit shows that the Ministry of Social Development's policy and research processes as outlined in the Quality Management System have been followed.20 |
Processes are complied with | Processes are complied with |
| New measure in 2004/05 | Technical robustness An external independent review of the Ministry of Social Development's policy advice confirms that it meets predetermined best practice criteria. |
Standard met | Standard met21 |
| New measure in 2004/05 | Social research and evaluation reports Internal and/or external reviewers critically appraise the quality and content of social research and evaluation reports that are intended for publication. |
Quality reviewed | Quality reviewed |
| New measure in 2004/05 | Feedback22 Feedback from stakeholders indicates the Ministry of Social Development is effectively leading policy thinking on social development issues which are in line with the Ministry's vision of an inclusive New Zealand. |
Standard met | Standard met23 |
| 100% | Timeliness Policy and research and evaluation advice will be delivered to the Minister for Social Development and Employment, and the Ministers for Disability Issues and the Community and Voluntary Sector as appropriate, within negotiated deadlines. |
100% | 100% |
| Timelinessstandard met | Quarterly reports against the key priorities annual plan will be provided to the Minister for Social Development and Employment. | No more than 7 weeks from the end of the quarter | No more than 7 weeks from the end of the quarter24 |
| 2003/04 Result | Purchase and Monitoring performance measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| Revised measure in 2005/06 | Quantity Provide advice on agency Statements of Intent, Output Agreements or Output Plans:25 |
Revised measure in 2005/06 | 6 |
| Revised measure in 2005/06 | Provide monitoring reports on each agency's Quarterly Performance Report against their Statements of Intent, Output Agreementsor Output Plans: | Revised measure in 2005/06 | 2426 |
| Standard met | Quality Advice and reports will meet the quality characteristics described in the Ministry of Social Development's Quality Management System.27 |
Quality characteristics met | Quality characteristics met |
| Revised measure in 2005/06 | Timeliness Purchase advice will be delivered to Ministers within negotiated deadlines:28 |
Revised measure in 2005/06 | 100% |
| Revised measure in 2005/06 | Draft Statements of Intent, Output Agreements or Output Plans are reviewed and commented on by:29 | Revised measure in 2005/06 | May 2006 |
| Timeliness standard met | Quarterly Reports are reviewed. | Within 20 working days of receipt of the final agency report | Within 20 working days of receipt of the final agency report |
| 2003/04 Result | Ministerial Servicing performance measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| 95.3% | Quality The percentage of ministerial drafts provided for the Minister's signature where error could have been avoided will be no less than: |
95% | 95% |
| 98.9% | The percentage of parliamentary question drafts provided for the Minister's signature where error could have been avoided will be no less than: | 100% | 100% |
| Revised measure in 2005/06 | Timeliness The percentage of draft Ministerial replies to be completed within 20 working days of receipt by the Ministry, unless otherwise agreed:30 |
Revised measure in 2005/06 | 95% |
| Revised measure in 2005/06 | The percentage of oral parliamentary questions will be answered by the time as specified by Minister's office:31 | Revised measure in 2005/06 | 100% |
| 100% | The percentage of written parliamentary questions will be answered by the time as specified by Minister's office: | 100% | 100% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 36,706 | 36,706 | 36,678 |
| Department | 911 | 911 | 1,088 |
| Other | - | - | - |
| Total Revenue | 37,617 | 37,617 | 37,766 |
| Total Expense | 37,617 | 37,617 | 37,766 |
| Net Surplus/(Deficit) | - | - | - |
Output Expense: Information Technology Services to the Department of Child, Youth and Family Services
Description
Through this output expense the Ministry provides basic information management and integration services to the Department of Child, Youth and Family Services (CYF). This output expense allows the Ministry to provide core IT infrastructure to CYF through the Social Sector Infrastructure (SSI) network. It also allows the Ministry to provide advice to CYF on IT trends and delivery impact assessments, to monitor performance, and to negotiate common contracts such as cellular and software contracts.
Scope
The scope of this output expense involves providing IT services to the Department of Child, Youth and Family Services, as set out in the agreed Service Level Agreement.
Performance Information
| 2003/04 Result | Performance measures | Standard 2004/05 | Standard 2005/06 |
|---|---|---|---|
| 100% | Quantity Availability Wide Area Network (WAN) Availability. |
99% | 99% |
| Standard met | Access32 Scheduled downtime for A and B sites.33 |
A sites - no more than 4 hours per site per monthB sites - no more than 8 hours per site per month | A sites - no more than 4 hours per site per monthB sites - no more than 8 hours per site per month |
| Revised measure in 2004/05 | Unscheduled downtime - unplanned outage duration (minutes).34 | A sites - no more than 4 hours per site per monthB sites - no more than 8 hours per site per month | A sites - no more than 4 hours per site per monthB sites - no more than 8 hours per site per month |
| 100% | Event and fault management Priority 'A' response to calls to IT helpdesks. |
99% within 30 minutes | 99% within 30 minutes |
| Revised measure in 2004/05 | Performance and capacity management Central Processing Unit (CPU) utilisation does not exceed 60% capacity.35 |
95% of the time | 95% of the time |
| 98.7% | Network and server administration Scheduled back-ups completed overnight. |
97% | 97% |
Total Output Expense Cost
| FINANCIAL PERFORMANCE (Figures are GST exclusive) | 2004/2005 | 2005/2006 | |
|---|---|---|---|
| Budgeted $000 | Estimated Actual $000 | Budgeted $000 |
|
| Revenue | |||
| Crown | 33 | 33 | 33 |
| Department | 12,500 | 12,500 | 12,500 |
| Other | - | - | - |
| Total Revenue | 12,533 | 12,533 | 12,533 |
| Total Expense | 12,533 | 12,533 | 12,533 |
| Net Surplus/(Deficit) | - | - | - |
1 Current debtors are those clients who are currently in receipt of a benefit and have a debt with the Ministry.
2 Sustainable Employment focuses on getting people into employment, spending longer periods in employment, having shorter transition periods between jobs, and having the opportunity to move into higher-quality jobs over time.
3 The standards for 2004/05 are based on an average of the Ministry’s performance over the last six years ending December 2003. The six-year average has been used because it covers periods of positive and negative change in the economic and labour market environments and a variety of employment-related policy changes.
4 This measure is acknowledged as a proxy measure by the Ministry as the reference ‘into employment’, and the associated extended period of monitoring for the measure, means that these results could capture instances where the actual ‘employment’ outcome is contributed to by other circumstances outside of the Ministry’s control.
5 Specialist Services has started a review of performance measures in International Services to align measurement and outcomes more effectively. As a result, the standards for these measures have not been increased this year. Rather, the focus is on maintaining the existing levels, while identifying appropriate strategies and measures to reflect the Ministry’s shift to an outcome-focused approach and identifying possible gains as part of the realignment process. The expected result is a more efficient and effective outcome-focused approach to client delivery.
6 Data matching also provides information to support investigations and prosecutions.
7 Fraud refers to a violation of a civil or criminal statute and involves intentional misrepresentation of facts for the purpose of obtaining unauthorised benefits from a programme; the misrepresentation may involve either the deliberate provision of incorrect facts or the deliberate failure to provide correct facts.
8 Surveys for the Highway to your Future programme measures are conducted over the school year (April to October) rather than the financial year.
9 A number of functions are transferring to Family and Community Services (FACS) or are under establishment. For the 2006/07 SOI FACS will be developing performance measures covering:
- funding administration and contracting
- provision of information to families and communities
- developments with communities and providers to strengthen services for families and communities.
10 The Local Services Mapping exercises consist of:
- a community profile and stocktake of existing services and programmes
- a consultation process with government funders and NGO/community organisations on the appropriateness and targeting of programmes and services, gaps and overlaps
- a report that outlines the local needs and priorities that will assist funders to make decisions on funding over future funding periods
- the development and implementation of an action plan to improve local services.
11 The quality characteristics in the Family and Community Services Mapping Guidelines are based on three key phases: developing the community report, developing a community action plan and implementation.
12 Stakeholders include individual clients, local bodies and significant community organisations.
13 The work in relation to the audit, review or survey for these measures will be conducted during the year and reported on an annual basis.
14 The quality characteristics in the Ministry’s Quality Management System are based on decision making (defining, debating and deciding) and communication (capturing issues, convincing and confirming).
15 The standard for this measure is based on a continuum of: standard not met, standard met and standard exceeded.
16 Stakeholders include:
- the Minister for Social Development and Employment and the Minister’s office
- other government agencies
- external stakeholders.
17 The standard for this measure is based on a continuum of: standard not met, standard met and standard exceeded.
18 The standard for this measure coincides with the production of the quarterly reports against the Ministry’s Output Plan to the Minister for Social Development and Employment.
19 The work in relation to the audit, review or survey for these measures will be conducted during the year and reported on an annual basis.
20 The quality characteristics in the Ministry’s Quality Management System are based on decision making (defining, debating and deciding) and communication (capturing issues, convincing and confirming).
21 The standard for this measure is based on a continuum of: standard not met, standard met and standard exceeded.
22 Stakeholders include:
- the Minister for Social Development and Employment and the Minister’s office
- the Associate Ministers for Social Development and Employment
- the Ministers for Disability Issues and for the Community and Voluntary Sector and their offices
- other government agencies
- external stakeholders.
23 The standard for this measure is based on a continuum of: standard not met, standard met and standard exceeded.
24 The standard for this measure coincides with the production of the quarterly reports against the Ministry’s Output Plan to the Minister for Social Development and Employment.
25 This measure has been expanded in 2005/06 to include Statements of Intent and Output Agreements. This measure also excludes the preparation of the Ministry’s own Output Plan.
26 This measure has been expanded in 2005/06 to include Statements of Intent and Output Agreements.
27 The quality characteristics in the Ministry’s Quality Management System are based on decision making (defining, debating and deciding) and communication (capturing issues, convincing and confirming).
28 This measure has been expanded in 2005/06 to include all Ministers that the Ministry provides purchase and monitoring advice to.
29 This measure has been expanded in 2005/06 to include Statements of Intent.
30 This measure has been revised in 2005/06 to encompass agreements that may be made between the Ministry and the Minister.
31 Refer to the above footnote.
32 Scheduled downtime refers to outages that are within the control of the Information Systems Co-ordination Unit (ISCU). They include events such as a site being taken down due to maintenance or hardware failure.
33 ‘A’ sites are priority sites and include core processing centres (all metro areas and telecommunications). ‘B’ sites are satellite sites.
34 Unplanned outages are outside the control of the ISCU. They include events such as power cuts due to workmen cutting cables and natural disasters (storms and floods etc).
35 This measure indicates that for 95% of the time the servers are running at no more than 60% CPU capacity.
