Statement of Intent 2006 - Leading Social Development
Strategic Aim
A whole-of-government approach to achieving the Government’s social vision.
Context
Social Development
Social development is about promoting the wellbeing of the population as a whole, across a range of areas such as social assistance, health, education, employment and safety. It is about helping people in need, while also assisting them to be self-reliant.
Successful social development depends on a number of factors:
- Social and economic policies need to reinforce each other and be sustainable over time.
- Government activity influences how well families and communities function. To improve social outcomes, government needs to exert its influence in ways that help individuals, families and communities to take responsibility for their own wellbeing.
- Early intervention can tackle poor personal and social outcomes before they become complex and entrenched.
- Taking a whole-of-life perspective allows all age groups to be considered.
- To help people access our services, we need a “no wrong door” approach with a “single face” for the Ministry at local and regional levels.
- Maintaining social protection for individuals and their families is essential, but to achieve better outcomes over time, we need to tilt spending towards social investment.
- Addressing critical social issues and improving social outcomes, requires work at the regional as well as the national level. To be effective, services need to be well co-ordinated, responsive and flexible enough to enable local solutions to local problems.
- Services and support are strengthened where government agencies, local government and the community and voluntary sector work well together.
- Research and evaluation are essential to building our knowledge of what works, and measuring progress in improving the wellbeing of New Zealanders.
- We can also learn by sharing best practice service models with other agencies in New Zealand and with our international counterparts.
The Ministry’s Contribution to Social Development
To bring about a whole-of-government approach to social development and to achieve the Government’s priorities, we are leading areas where we have responsibility. We are also working collaboratively across the government sector to support other agencies to achieve their outcomes. Our leading social development work supports the Government’s Managing for Outcomes initiative which aims to encourage a more strategic outcome based approach to departmental planning and reporting.
Our contribution to social development involves:
- promoting social sector collaboration
- building the evidence base for the social sector outcomes
- providing sound policy advice on cross-sectoral issues
- bringing the voice of communities to policy and service development
- understanding the impacts of social, cultural and economic change
- monitoring and reporting on social wellbeing
- leading and contributing to whole-of-government regional and local social development initiatives
- identifying issues of importance to the regions, and facilitating their progress through government agency work programmes
- communicating government’s big picture priorities to the regions.
These activities outline what we will do to achieve our strategic aim, as set out in the following diagram:
How MSD is leading Social Development
| What we do | How we do it |
|---|---|
| Co-ordinate policy development across the social sector, including the alignment of social outcomes |
We do this by:
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Provide a well-developed evidence base that leads to:
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We do this by:
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| Identify, analyse and provide sound policy advice on cross-sectoral policy issues |
We do this by:
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| Facilitate and promote collaboration among social sector service delivery agencies at the regional and local level |
We do this by:
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| Monitor and understand the impacts of social, economic and cultural change, and report on social wellbeing. |
We do this by:
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Co-ordinate policy development across the social sector, including the alignment of social outcomes
Co-ordinating social sector policy development means that we work closely with other agencies, nationally and locally, to develop policies and provide services in a well-integrated, complementary way.
Families – Young and Old
The Ministry demonstrates leadership within the families – young and old theme, ensuring that initiatives to strengthen and support families are co-ordinated across the broad social sector, and achieve the government’s goal that all families, young and old, have the support and choices they need to be secure and reach their full potential within our knowledge based economy.
Health, Education, Social Development and Justice Chief Executives’ Group
Our Chief Executive chairs the Health, Education, Social Development and Justice Chief Executive group (HESDJ).
HESDJ chief executives are supporting the adoption of best practice in interagency collaboration throughout New Zealand regions through visits and regional fora. HESDJ works at a national strategic level, identifying ways for agencies to work collaboratively on policy, research, evaluation and service delivery across the breadth of government social policy interests. The Group also provides an oversight of the strengthening families programme. HESDJ chief executives will provide leadership in aligning interagency work to support the Government’s three priority themes.
Social Reporting Bill
The Social Reporting Bill would introduce legislation requiring future governments to regularly publish reports on social outcomes in New Zealand, what Government actions would improve social outcomes and progress in implementing those actions. Such legislation would align social actions at a high level and promote understanding and transparency. The Ministry will support the introduction and passage of the Bill.
Social Services Cluster
The Cluster provides a mechanism for co-ordination and collaboration of social services, policy and delivery.
The benefits of co-ordinated actions have also been achieved through the Social Services Cluster, which aims to better integrate the services of:
- the Ministry of Social Development
- the Department of Child, Youth and Family Services (which will merge with the Ministry of Social Development from 1 July 2006)
- Housing New Zealand Corporation
- the Department of Building and Housing.
In 2005/2006 the Cluster Chief Executives developed and confirmed an outcomes framework that articulates what the Cluster aims to achieve. Overall the Cluster aims to improve the social and economic outcomes for all New Zealanders, through strong and resilient families and vibrant and stable communities.
The Cluster enables us to develop practical and effective ways of working together at a national and local level. We are committed to working with each other, and with other government and non-governmental agencies in the social sector, to help bring about the best possible outcomes for all New Zealanders.
Our commitment to working together recognises that our clients often have multiple needs that are best addressed together, instead of being dealt with separately by different agencies.
Cluster projects include:
- one-stop-shop Housing New Zealand Corporation and Work and Income site in Auckland, delivering joined up social assistance, employment and housing services to mutual clients
- ensuring the cluster agencies’ services are well integrated with Housing New Zealand Corporation’s community renewal projects to improve outcomes in disadvantaged areas
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a co-ordinated approach to the delivery of social assistance, employment and housing services for 16-18 year olds transitioning from Child, Youth and Family to independence.
Promoting cross-sectoral work
The Ministry also:
- chairs the Strategic Social Policy Senior Officials Group, which provides a regular forum to co-ordinate cross-sectoral policy developments
- provides second-opinion advice to the Chair of the Cabinet Social Development Committee on all Cabinet Papers with social development implications
- works across the government sector to support initiatives aimed at improving the relationship between government agencies and the community and voluntary sector
- leads several cross-sectoral strategies.
Provide a well-developed evidence base that leads to:
- improved understanding of complex social issues
- high quality advice on social development
- innovative, creative and flexible solutions to social development issues
Good, reliable and robust information is essential for effective social development. Government interventions in people’s lives must be effective and grounded in what works. Research contributes to social development by increasing our knowledge about the state of the nation, social and economic trends, and issues that need government action. It provides information about major transitions in people’s lives and the factors that help people fulfil their potential. Research also helps us to assess the impacts of change on different groups over time.
As part of leading social development, the Ministry is committed to building the social policy evidence base so that all social policies are grounded in evidence about what works.
The Social Report
On behalf of the Government, we monitor how well New Zealanders are doing in improving their wellbeing through our work on The Social Report.
The Social Report shows how people are coping in 10 domains of wellbeing, such as education, health, living standards, work and safety. It lets us compare our progress with other OECD countries and identify priority areas for action. We are also able to compare New Zealanders’ wellbeing across regions. The new regional and local data allows us to get a picture of the state of wellbeing that exists across New Zealand. We will continue to monitor New Zealanders’ wellbeing over the next three years.
Sharing Knowledge and Best Practice
We undertake a range of activities that build shared knowledge and best practice. Some examples of this work are outlined below.
| Centre for Social Research and Evaluation (CSRE) | The Centre works to build the evidence base for each of our five outcome areas. Real time research and evaluation enables us to make improvements to our programmes as they happen. The Centre also provides research and evaluation support across the wider social sector. |
| Social Policy Evaluation and Research Committee – (SPEaR) |
We provide secretariat support for SPEaR. SPEaR helps ensure that research and evaluation support Government’s social policy priorities. Our Chief Executive reports to joint ministers (Social Services and Employment; Statistics; and Research, Science and Technology) on behalf of SPEaR. |
| Social Policy Research and Evaluation Conference | Every two years we host the Social Policy Research and Evaluation Conference, with the next one being held in 2007. It will be the largest social policy conference in Australasia and will focus on “connect, engage and stimulate”, with four subthemes – social investment, global context for social policy, social dynamics and enduring social challenges. It will provide opportunity for the government and non-government organisations sector, academic and research community to share ideas and experience and learn about best practice “on the ground”. |
| Publications | We produce comprehensive and regular social reporting through The Social Report and publications such as The Living Standards Report, The Social Policy Journal, and The Statistical Report. |
| Financial forecasting | We provide a five-year forecast of the expenditure on benefits and other unrequited expenditure, as well as providing estimates of the fiscal impact of social assistance policy initiatives and adjustments. |
| Social Development Symposia | We promote the value of evidence as an essential basis for good policy, supporting high quality debate with senior people in government, non-government organisations and businesses in a series of Social Development Symposia on important current social issues. |
| Improved Community-Government Relationship Good Practice in Action Workshops | We convene an ongoing series of seminars and workshops, lead by other government agencies and involving non-government stakeholders, to share information about what works in building effective engagement between Government and the community and voluntary sector. |
Identify, analyse and provide sound policy advice on cross-sectoral policy issues
The Ministry assists the Government to determine its social priorities by:
- providing advice on social issues arising from social and economic changes in New Zealand and internationally
- co-ordinating a high-level summary of the Government’s social strategies and action plans
- working with the Government to develop responses to critical social issues.
This involves aligning core business to support the Government’s three priorities: economic transformation, families – young and old, national identity.
Progressing critical issues across the whole social sector
Making progress to improve critical issues across the whole social sector requires effort from multiple government agencies. It is our role to co-ordinate this work. In 2004, the Government identified five critical social issues in Opportunity for All New Zealanders. These draw from the findings in The Social Report.
Over the next three to five years the Ministry will continue to lead two of the priority areas identified for interagency action:
- preventing family violence, and abuse and neglect of children and older persons
- increasing opportunities for people to participate in sustainable employment (in collaboration with the Department of Labour).
We will also contribute to work with other agencies in the remaining three priority areas:
- improving education achievement among low socio-economic groups (lead agency: Ministry of Education)
- promoting healthy eating and healthy activity (lead agency: Ministry of Health)
- reducing tobacco, alcohol and other drug abuse (lead agency: Ministry of Health).
Social Futures
If we are to succeed socially as a country, we need to have a better grasp on the future challenges and opportunities facing New Zealand. Our social futures work aims to increase the quality of thinking about social outcomes and key influences on those outcomes, particularly those we currently know least about.
Cross-sectoral strategies
Many cross-sectoral strategies target specific population groups. We will continue to lead work to advance:
- Reducing Inequalities
- The New Zealand Positive Ageing Strategy
- The New Zealand Disability Strategy
- Te Rito: New Zealand Family Violence Prevention Strategy.
Reducing Inequalities
We have the lead responsibility for co-ordinating the Government’s Reducing Inequalities policy. The policy requires government agencies to incorporate the objectives of reducing inequalities into their core business and report on reducing inequalities in Statements of Intent and Annual Reports.
The Office for Senior Citizens
The Office for Senior Citizens promotes and reports progress work on The New Zealand Positive Ageing Strategy. Further information about the work that the Office for Senior Citizens carries out can be found in our Older People’s section and at it’s website www.osc.govt.nz.
The Office for Disability Issues
The Office for Disability Issues leads work to develop and implement The New Zealand Disability Strategy by:
- identifying activity, issues, trends and outcomes for disabled people and their families
- ensuring agencies comply with their obligations to the Strategy, and reporting to Ministers, Parliament and to the public on progress
- promoting, informing, influencing and improving understanding of disability issues and The New Zealand Disability Strategy.
We support the Minister for Disability Issues to report on the progress of the New Zealand Disability Strategy to Parliament each year.
The Office for Disability Issues also leads or participates in cross-sectoral work for disabled people. Key pieces of work include:
- the United Nations Conventions on the Rights of Disabled People, aiming to make disability issues more visible within human rights and to ensure the needs and circumstances of people with disabilities are addressed. In partnership with people with disabilities, the Office for Disability Issues and the Ministry of Foreign Affairs and Trade are playing a lead role in supporting the development of this convention
- the Review of Long-Term Disability Support Services – aiming to improve systems for providing disability support services, so that they are consistent with the New Zealand Disability Strategy, are simpler and easier to access, more co-ordinated and fairly distributed, more flexible, and result in improved outcomes for disabled people and their families
- a review of support for family caregivers of disabled people.
More information on the work of the Office for Disability Issues can be found on its website www.odi.govt.nz
The Office for the Community and Voluntary Sector
The Office for the Community and Voluntary Sector implements the Statement of Government Intentions for an Improved Community-Government Relationship.
The Office for the Community and Voluntary Sector carries out this function by:
- implementing the Good Practice in Action seminar series
- monitoring the community-government relationship and reporting on progress to relevant Ministers and the Community and Voluntary Sector
- supporting community sector-led work to develop a mechanism to facilitate engagement across the sector on shared, strategic issues, and to bring this understanding, knowledge and experience to engagement with Government
- partnering with community and philanthropic representatives, Statistics New Zealand and academic researchers, and internationally with the Johns Hopkins University (Baltimore, USA), to undertake a study that will provide a clear picture of the nature and extent of the New Zealand non-profit sector activity and a view of the size and economic contribution of the sector.
More information on the work the Office for the Community and voluntary Sector is involved in can be found on its websites www.ocvs.govt.nz, www.goodpracticeparticipate.govt.nz, and www.goodpracticefunding.govt.nz
Facilitate and promote collaboration among social sector service delivery agencies at the regional and local level
To improve social outcomes for all New Zealanders we need to co-ordinate both regionally and nationally.
Leading and co-ordinating social services
We recognise that some local issues are better addressed at the local level, where programmes and services can be tailored to fit local needs. Over the next three years, we will:
- improve our flexibility and capability to quickly resolve issues raised by frontline staff
- lead and co-ordinate services for families and communities
- establish Family Violence Co-ordinators in each region, who will ensure that people affected by family violence can access the support and information they need
- work with other government agencies to address the five critical social issues identified in Opportunity for All New Zealanders
- work with other government agencies to find solutions to the issue of youth gangs in South Auckland
- find ways to work with clients who have a debt to more than one agency.
These changes mean we will be able to boost research and evaluation undertaken at the local level, improve our understanding of regional issues, develop strong collaborative regional and local networks and ensure that national policy has a regional perspective.
Enhancing our regional capacity and capability
In order to lead and co-ordinate social services effectively at the regional level, we need to ensure staff based in the regions have the right capability and capacity.
We have strengthened the capacity of our regional offices to lead social development through expanding the role of our Regional Commissioners for Social Development. They work across the social sector, with other government agencies, with businesses and with community and voluntary organisations.
To back the expanded role of Regional Commissioners, we have established the roles of Regional Social Development Manager, Regional Policy Advisor, Regional Planner, and Regional Assurance Officer.
These roles involve:
- Social Development Managers: working with government and non-government agencies to develop regional social development projects.
- Regional Policy Advisor: provides policy support for the Regional Commissioners and for the wider Ministry, bringing regional issues and experience to the national policy agenda, and “painting the big picture” for the regions.
- Regional Planners: supporting Regional Commissioners for Social Development in their whole-of-government strategic planning in the regions.
- Regional Assurance Officers: strengthening our risk and assurance oversight at the regional level.
To demonstrate that we are working effectively together as a Ministry at the regional level, we have expanded our Regional Plans to highlight our social development activity, through all work carried out by the Ministry in each region, providing stakeholders with an understanding of opportunities to engage with us.
Through the work of our Regional Social Policy group and its network of regionally located Policy Advisors, we are:
- strengthening the data and information available to support regional plans and initiatives
- providing a mechanism for capturing and linking up emerging policy issues across regions to ensure those are addressed at the national level.
In the Auckland region, we have established a youth development team to develop regional youth policy and lead and contribute to local youth projects. In the next year we will establish youth development teams in three further regions.
Monitor and understand the impacts of social, economic and cultural change, and report on social wellbeing
To improve decision making on social priorities, programmes and services we need to continue to develop ways to monitor, understand and report on social wellbeing. Regular reporting of social wellbeing, and its contributing factors such as social, economic and cultural change, contributes to co-ordinated and aligned strategies and activities across the sector.
Our regular analysis and monitoring of change and wellbeing is distilled into The Social Report, one of our foundation tools for leading social development. Each year, The Social Report identifies how New Zealand is changing over time, where we are performing well or poorly, and what our future policy priorities need to be. It presents how well regions are doing, and what changes are affecting each of our outcome groups.
We will continue to produce The Social Report each year, and to monitor progress on the issues identified.
We will also continue to monitor and report on the Living Standards research programme, which provides a snapshot of the living standards of all New Zealanders. Future development of this programme includes working towards an understanding of factors associated with variation in New Zealanders living standards such as: health; education; social networks and support; life history; marital dissolution; financial history and current living arrangements.
Our capability for whole-of-government social development
Our ability to be successful in leading social development depends heavily upon our people, their knowledge, and the quality of our relationships with government and non-government agencies and stakeholders.
To further our work in this area, we will:
- strengthen our leadership role
- improve our knowledge through effective data analysis, research and evaluation - and share this with other agencies
- test new ways of working in partnership
- attract and retain staff with the skills to engage effectively.
Strengthen our leadership role
- develop systems and practices that support us to take a long-term view of social sector priorities
- build our capability and leadership at a regional level involves promoting an integrated whole-of-Ministry approach, which supports the State Services development goals for co-ordinated state agencies and accessible state services. To do this we are strengthening the capability and specialist skills in the regions and providing support to our Regional Commissioners for Social Development.
Improve our knowledge through effective data analysis, research and evaluation – and share this with other agencies
- assist government in the monitoring of social priorities and strategies through The Social Report, Social Policy Journal, The Statistical Report and our Living Standards research programme
- continue improving our knowledge of effective research and evaluation methodologies, and ensuring the evidence we gather feeds into our policy advice and service delivery
- continue monitoring new services to evaluate the effectiveness and efficiency of delivery on a ‘real time’ basis
- develop the mechanisms we use to share our information and research findings with other government agencies, academics and non-government agencies – both regionally and nationally.
Test new ways of working in partnership
- enhance collaboration between policy and delivery clusters for instance, through our recently established cross Ministry networks (the Older People’s network and the MSD Youth network) and through the Emerging Policy Issues Senior Officials Group (EPISOG) which provides regional and frontline staff with an opportunity to have input into the policy process
- work with other government agencies and non-government agencies at the regional level to deliver and improve services to New Zealanders and to build stronger communities.
Attract and retain staff with the skills to engage effectively
- Recruit and develop staff to ensure they have excellent policy and knowledge building skills and the relationship and communication skills to engage effectively in cross-sectoral work. This will ensure our people are able to take leadership roles where required and to keep the trust and confidence of our stakeholders.
