Statement of Intent 2006 - Forecast Output Performance Statements

The output expenses within each of the proceeding Votes have been placed in alphabetical order, so that they are consistent with The Estimates of Appropriations. The order of the output expenses within Vote: Social Development is outlined below.

Vote: Social Development

For the year ending 30 June 2007

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- to middle-income people access to affordable primary health services.

Scope

The scope of this output expense involves administering the Community Services Card. This service is 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 volume of applications and renewals of Community Services Cards to be processed in 2006/2007 is expected to be 165,000.

Performance Information

2004/2005 Result	Performance measures	Standard 2005/2006	Standard 2006/2007
85.1%	Quality The percentage of all calls to the Community Services Card centre answered within 20 seconds will be no less than:	85%	85%
95.4%	Timeliness The percentage of initial applications and those requiring validation processed within two working days of receipt will be no less than:	90%	90%
95.7%	Accuracy The percentage of Community Services Card entitlement assessments accurately completed as determined by regulation will be no less than:	90%	90%

Departmental output expense

Community Service Card

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	5,797	5,797	5,728
Department	36	36	36
Other
Total Revenue	5,833	5,833	5,764
Total Expense	5,833	5,833	5,764
Net Surplus/(Deficit)	-	-	-

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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. Debt is identified as either recoverable assistance, provided to beneficiaries in times of specific hardship; or as a result of overpayments through Ministry or client error; abuse or fraud. This output expense supports the achievement of the Ministry’s outcomes by ensuring agreed repayments are promptly negotiated and collected in a way that maximises the return to the Crown and reflects the former beneficiaries current circumstances.

Scope

This output expense includes managing the collection of non-current debts caused through:

• Recoverable assistance
  • Special Needs Grants (recoverable)
  • advances
• System integrity related debt
  • overpayments generated by Ministry or client error or oversight
  • Liable Parent Contribution and Maintenance
  • debt arising from fraud and 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

The Ministry is developing a Ministry wide Debt Strategy to reduce the negative impact of debt on people’s ability to participate in the social and economic life of their communities.

The strategy will identify clear outcomes and activities that are intended to prevent, minimise and mitigate the negative impacts of:

• debt related to the integrity of the benefit system (errors, abuse and fraud)
• debt related to recoverable assistance (where people have debt relating to advances from the benefit system)
• multiple state agency debt (where people owe money to more than one state agency) and
• private sector debt (where people have problems managing their debts with private sector organisations).

As part of its actions, the Ministry will develop and test ways to monitor and measure progress towards the achievement of the Debt Strategy outcomes, and will include appropriate measures in the 2007/2008 Statement of Intent.

2004/2005 Result	Performance measures	Standard 2005/2006	Standard 2006/2007
$72.903m	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	$71m-$75m
$4.858m	Actual collection of Student Allowance debt and fraudulent Student Loan debt is expected to be:	$5m - $5.6m	$5m - $5.6m
83.0%	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%

Departmental output expense

Debt Management - Former Beneficiaries

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	19,024	19,024	19,272
Department	180	180	180
Other
Total Revenue	19,204	19,204	19,452
Total Expense	19,204	19,204	19,452
Net Surplus/(Deficit)	-	-	-

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Output Expense: Family and Community Services

Description

Through this output expense the Ministry provides services to strengthen families and communities. This output expense contributes primarily to the Ministry’s high-level outcomes for Families and Whanau, and for Communities, Hapu and Iwi. The services in this output expense contribute to these outcomes by building the knowledge and capability of families and communities, by supporting programmes that build resilience and safety, and by promoting social cohesion and participation in communities.

The Family and Community Services (FACS) service line leads and co-ordinates services to families and communities across New Zealand.

Scope

The scope of this output expense includes:

• The leadership, facilitation and planning processes that contribute to enhanced social outcomes for families, young people and communities. This output contains generic planning and co-ordination of social services for families, young people and communities at a local, regional and national level. It also includes developmental work on specific services led out of National Office prior to implementation.
• The provision of information and advice that assists families, young people and communities to access services and develop knowledge. This output contains the delivery of information and advice to families, young people and communities through websites, directories and helplines.
• The management of preventative social services programmes. This output contains the delivery of social services related programmes to families, young people and communities by Family and Community Services, and the administration and funding of the delivery of social services through third parties, usually non-government organisations. It includes Departmental and Non-Departmental funded services.

Activities include:

	Families	Communities
Leading, facilitating and planning	Strengthening Families Family Services National Advisory Council Service Development	Heartland Services Local Services Mapping Service Development
Provision of information and advice	211 Helpline National Directory FamilyWeb	211 Helpline National Directory FamilyWeb
Management of social services programmes	Delivery of programmes for families including: SKIP Family Start Family support programmes (ex CYF) Family violence prevention programmes: Family Violence Intervention Programme Child Witnesses of Family Violence Elder Abuse and Neglect Prevention Changing Attitudes and Behaviours Well Child Pilot SAGES Improving outcomes for young people	Delivery of programmes for communities including: Settling In: Refugee and Migrant Strong Pacific Families Communities Initiative Fund Funding of National and Umbrella Groups NGO Study Awards NGO Capability

Performance Information

2004/2005 Result	Performance measures	Standard 2005/2006	Standard 2006/2007
New measure in 2006/2007	Timeliness The percentage of community profiles developed through Local Services Mapping that result in an action plan within 12 months of publication will be no less than:	New measure in 2006/2007	90%
	Quantity/Quality The Ministry of Social Development provides facilities and co-ordination services to Heartland Service Centres to the satisfaction of agencies and clients:1
New measure in 2006/2007	the average number of government agencies operating out of Heartlands Service centres on a monthly basis will be no less than:	New measure in 2006/2007	19
New measure in 2006/2007	the average number of clients using Heartlands Service centres on a monthly basis will be no less than:	New measure in 2006/2007	7,000

Provision of Information and Advice

2004/2005 Result	Performance measures	Standard 2005/2006	Standard 2006/2007
New measure in 2006/2007	Quantity The average number of monthly visits to the National Directory will be no less than:	New measure in 2006/2007	1,000
New measure in 2006/2007	Timeliness The time taken to action requests received from providers to update their details on the National Directory will be no more than:	New measure in 2006/2007	5 working days

Management of social services programmes

2004/2005 Result	Performance measures	Standard 2005/2006	Standard 2006/2007
New measure in 2006/2007	Timeliness The percentage of payments to providers that are made on time (according to contract arrangements) will be no less than:	New measure in 2006/2007	95%
New measure in 2006/2007	Quality The proportion of contracts meeting standards outlined in the Treasury Guidelines for Contracting with Non-Government Organisations for Services Sought by the Crown will be no less than:	New measure in 2006/2007	100%

Departmental output expense

Family and Community Services

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	18,149	18,149	25,008
Department	90	90	90
Other
Total Revenue	18,239	18,239	25,098
Total Expense	18,239	18,239	25,098
Net Surplus/(Deficit)	-	-	-

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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, Hapu and Iwi.

Social Services Policy Advice

Social services policy advice output provides high-quality policy advice that supports and strengthens strong families and communities and improves outcomes for children and young people, working age people, older people, families and communities. 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 supports government agencies to develop effective relationships with community, voluntary and tangata whenua organisations so that policy advice and service delivery is effectively delivered. The key functions of the Office include:

• facilitating strong collaboration between Government and the community and voluntary sector
• documenting and promoting good practice models of collaboration between government and the community and voluntary sector
• providing advice and support to the Minister for the Community and Voluntary Sector.

Office for Disability Issues

The Office for Disability Issues leads work to enhance the participation of disabled people in society. The key functions of the Office include:

• supporting the Minister for Disability Issues
• providing policy advice on disability issues, including:
  • leading strategic policy development across Government
  • maintaining an overview of, and contributing to a disability perspective to, policy development by other agencies
  • meeting formal international obligations, for example as a member country of the United Nations
  • promoting, monitoring and reporting on progress of the New Zealand Disability Strategy within Government and the wider community
  • building strong relationships with the disability sector.

Social Research and Evaluation

Through this output the Ministry provides an ongoing programme of evaluation, social research, monitoring, forecasting, and data analysis. The Ministry actively promotes 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, 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, and New Zealand Superannuation.

Purchase and Monitoring

Through this output the Ministry provides purchase advice and monitoring services to the Minister for Social Development and Employment, to improve the effectiveness, efficiency and value for money in social service delivery agencies, and to monitor the delivery of services against requirements set by Government.

The Ministry is responsible for providing purchase advice and monitoring services relating to the:

• 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 statements of intent and output agreements
• quarterly reporting to the Minister on the performance of delivery agencies against their output agreements, and the assessment of any delivery risks
• special projects related to service delivery performance
• service reviews at Ministers’ 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

2004/2005 Result	Policy, Research and Evaluation Performance measures	Standard 2005/2006	Standard 2006/2007
Standard met	Quantity and Timeliness Policy advice and research and evaluation 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	Standard met2
Standard met	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	Standard met3
Process are complied with	Quality4 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:5	Processes are complied with	Processes are complied with in at least 90% of cases
Revised measure in 2006/2007	Technical robustness An external independent review of the Ministry of Social Development's policy advice confirms that it meets acceptable standards based on pre-determined criteria:	Revised measure in 2006/2007	Standard met6
Standard met	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
Standard met	Feedback7 Feedback from government stakeholders indicates that the Ministry of Social Development is effectively leading policy development on social development issues which advance the Ministry's vision of an inclusive New Zealand:	Standard met	Standard met8

 

2004/2005 Result	Purchase and Monitoring performance measures	Standard 2005/2006	Standard 2006/2007
Revised measure in 2005/2006	Quantity9 Provide advice on agency statements of intent, output agreements:10	6	5
Revised measure in 2005/2006	Provide monitoring reports on each agency's quarterly performance report against their statements of intent, output agreements: 11	24	20
Standard met	Quality Advice and reports will meet the quality characteristics described in the Ministry of Social Development's Quality Management System:12	Quality characteristics met	Quality characteristics met
Revised measure in 2005/2006	Timeliness Purchase advice will be delivered to Ministers within negotiated deadlines:13	100%	100%
Revised measure in 2005/2006	Draft Statements of Intent, Output Agreements or Output Plans are reviewed and commented on by:14	May 2006	May 2007
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

 

2004/2005 Result	Ministerial Servicing performance measures	Standard 2005/2006	Standard 2006/2007
95.0%	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%
100.0%	The percentage of written 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 2005/2006	Timeliness The percentage of draft Ministerial replies to be completed within 20 working days of receipt by the Ministry, unless otherwise agreed:	95%	95%
Revised measure in 2006/2007	Information for oral parliamentary questions will be provided to the Minister's office within the timeframe they specify:	Revised measure in 2006/2007	100%
100.0%	The percentage of written parliamentary questions will be answered by the time as specified by Minister's office:	100%	100%

Departmental output expense

Policy and Purchase Advice

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	40,800	40,800	36,033
Department	1,388	1,388	1,388
Other
Total Revenue	42,188	42,188	37,421
Total Expense	42,188	42,188	37,421
Net Surplus/(Deficit)	-	-	-

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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 employment. 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 will:

• work in partnership with industry to identify skill and labour shortages
• develop labour market opportunities for job seekers
• 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 job seekers to develop skills and knowledge relevant to labour market opportunities
• actively working with industry to identify employment opportunities for job seeking clients
• matching job seekers 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.

Key Priority: Sustainable Employment

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. New result measures for sustainable employment were introduced by the Ministry in 2004/2005 that seek to demonstrate the move to generating sustainable employment outcomes for the Ministry’s clients.

Performance Information

2004/2005 Result	Performance measures15	Standard 2005/2006	Standard 2006/2007
36.5%	Getting clients into work The proportion of job-seeking clients in receipt of a core benefit who exit into employment will be:	35%	35%
36.8%	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%
40.4 weeks	Clients remaining in work longer The 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
66.0%	The proportion of job-seeking clients who exited into employment and achieved six months continuous employment will be:16	58%	58%

Departmental Output Expense

Services to Minimise the Duration of Unemployment and Move People into Work

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	231,924	231,924	250,310
Department	1,481	1,481	1,481
Other
Total Revenue	233,405	233,405	251,791
Total Expense	233,405	233,405	251,791
Net Surplus/(Deficit)	-	-	-

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Output Expense: Services to Protect the Integrity of the Benefit System

Description

Through this output expense the Ministry provides services to minimise errors, fraud and abuse of the benefit system by:

• identifying problems that may undermine the integrity of the benefit system
• raising awareness of the consequences of non-compliance
• preventing, detecting, and investigating benefit fraud
• sanctioning those who commit benefit fraud.

Scope

The scope of this output expense includes:

• undertaking programmes aimed at preventing errors, fraud and abuse
• helping clients to be aware of their entitlements and obligations and comply with those obligations
• early detection of fraud 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.

Specific activities include:

• Supporting System and Policy Design:
  • using experience from operational activities to support policy design and service delivery.
• Early Intervention Strategy & Prevention:
  • using 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
  • undertaking data matching to detect clients who are receiving or have been receiving entitlements to which they are not eligible 17
  • encouraging the timely notification of changes in clients’ circumstances during Client Review Process by issuing entitlement review forms to randomly-selected clients
  • carrying 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.

Performance Information

The Ministry is implementing a new outcomes framework to support the integrity of the benefit system and ensure that people receive their correct entitlement to social security assistance.

The outcomes framework supports the Ministry wide Debt Strategy (which is discussed further in the Debt Management Output Expense) and underpins a strong response to any integrity problems. It identifies clear outcomes that will drive the Ministry’s approach to:

• minimising the opportunity for error, abuse and fraud
• reducing clients’ propensity or ability to commit abuse and fraud
• minimising debt related to error, abuse and fraud and
• maximising the recovery of debt in a way that reflects clients’ circumstances.

As part of its actions, the Ministry will develop and test ways to monitor and measure progress towards the achievement of the benefit integrity outcomes, and will include appropriate measures in the 2007/2008 Statement of Intent.

2004/2005 Result	Result measures	Standard 2005/2006	Standard 2006/2007
No standard included	The percentage of clients aware of the consequences of committing benefit fraud will exceed:	70%	75%
New measure in 2005/2006	The change of circumstances notification for clients contacted through the Early Intervention Strategy will exceed:	15%	15%
New measure in 2006/2007	All change of circumstances notifications arising out of Early Interventions will be notified to the appropriate case manager to ensure clients receive correct entitlement within:	New measure in 2006/2007	5 working days
New measure in 2005/2006	Of the cases that we prosecute, the proportion of successful prosecutions concluded will exceed:	85%	85%

Departmental output expense

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	35,928	35,928	36,526
Department	300	300	300
Other
Total Revenue	36,228	36,228	36,826
Total Expense	36,228	36,228	36,826
Net Surplus/(Deficit)	-	-	-

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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, 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.

Services to Provide Income Support and Other Assistance to Eligible People

The average number of working age beneficiaries18 in 2006/2007 is expected to remain under 300,000.

Performance Information

Implementation of the Ministry wide Debt Strategy (refer to the Debt Management – Former Beneficiaries Output Expense), will also, as part of that initiative, develop appropriate measures for the 2007/2008 Statement of Intent, for this area.

2004/2005 Result	Performance measures	Standard 2005/2006	Standard 2006/2007
91.3%	Quality The percentage of clients satisfied with the level of service provided by contact centres will be no less than:	85%	85%
82.8%	The percentage of clients satisfied with the level of service provided by case managers will be no less than:	85%	85%
87.9%	Timeliness The percentage of entitlement assessments completed within five working days will be no less than:	85%	85%
90.8%	Accuracy The percentage of entitlement assessments completed accurately will be no less than:	90%	90%
96.0%	Debt Management19 The percentage of current debtors20 repaying debt will be no less than:	90%	90%

Departmental output expense

Services to Provide Benefit Entitlements and Obligations to Working Age Beneficiaries and to Promote Self-Sufficiency.

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	245,343	245,343	227,273
Department	8,185	8,185	8,185
Other	4,349	4,349	4,349
Total Revenue	257,877	257,877	239,807
Total Expense	257,877	257,877	239,807
Net Surplus/(Deficit)	-	-	-

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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 2006/2007 is expected to be 495,000. The average number of superannuitants in 2005/2006 was expected to be 480,000.

Performance information - Services to Seniors

2004/2005 Result	Performance measures	Standard 2005/2006	Standard 2006/2007
85.7%	Timeliness The percentage of entitlement assessments completed within five working days shall be no less than:	85%	85%
93.2%	Accuracy The percentage of entitlement assessments completed accurately will be no less than:	92%	92%
94.3%	Quality The percentage of clients satisfied with the level of service provided will be no less than:	90%	90%

Performance Information - International Services

2004/2005 Result	Performance measures	Standard 2005/2006	Standard 2006/2007
93.6%	Accuracy The percentage of entitlement assessments completed accurately will be no less than:	92%	92%
Revised measure in 2006/2007	Timeliness The percentage of applications for payment overseas finalised within 30 working days:21	Revised measure in 2006/2007	90%
Revised measure in 2006/2007	The percentage of review actions, including correspondence, that are completed within five working days will be no less than:	Revised measure in 2006/2007	90%
95.6%	The percentage of all incoming calls that are answered within 20 seconds will be no less than:	90%	90%
New measure in 2005/2006	Satisfaction The percentage of independently surveyed clients satisfied with the level of service and information provided will be no less than:	85%	85%

Departmental output expense

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	35,844	35,844	36,340
Department	366	366	366
Other
Total Revenue	36,210	36,210	36,706
Total Expense	36,210	36,210	36,706
Net Surplus/(Deficit)	-	-	-

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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 Whänau. 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.

The StudyLink service line manages the delivery of Student Allowance and Student Loan services. Student Allowance and Student Loan policy is primarily the responsibility of the Ministry of Education. A protocol between the Ministry of Social Development, the Ministry of Education, the Inland Revenue Department and the Tertiary Education Commission defines the roles and responsibilities of each agency for the Student Allowance and Loan programmes. The Ministry also works 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
• administering grants and scholarships for students participating in tertiary education.

Student Allowances and Student Loans

Student Allowances

• The volume of Student Allowance applications approved in 2006/2007 is expected to be in the range of 57,000 to 62,000 (from a total of between 80,000 to 85,000 applications received).
• The volume of Student Allowance applications approved in 2005/2006 was expected to be in the range of 66,000 to 71,000 (from a total of between 89,000 to 94,000 applications received).

Student Loans

• The volume of Student Loan accounts established in 2006/2007 is expected to be in the range of 186,000 to 191,000 (from a total of between 236,000 to 241,000 applications received).
• The volume of Student Loan accounts established in 2005/2006 was expected to be in the range of 155,000 to 160,000 (from a total of between 194,000 to 199,000 applications received).

Performance Information

2004/2005 Result	Client Satisfaction Measures	Standard 2005/2006	Standard 2006/2007
86.7%	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%
80.6%	The percentage of independently surveyed students satisfied with the level of service from StudyLink staff will be no less than:	85%	85%
80.7%	The percentage of independently surveyed institutions that are satisfied with the level of service from StudyLink staff will be no less than:	85%	85%
98.0%	The percentage of independently surveyed users of the On Course programme who found the programme information valuable will be no less than:	90%	90%
92.0%	The percentage of New Zealand secondary schools contacted that will participate in one or more components of the On Course programme will be no less than:	90%	90%

 

2004/2005 Result	Timeliness performance measures	Standard 2005/2006	Standard 2006/2007
98.0%	Student Allowances The initial entitlement assessment for a Student Allowance will be completed within five working days of application receipt:	95%	95%
97.6%	Student Loans The initial entitlement assessment for a Student Loan will be completed within three working days of application receipt:	95%	95%

 

2004/2005 Result	Accuracy performance measures	Standard 2005/2006	Standard 2006/2007
98.0%	Student Allowances The percentage of students who receive their correct Student Allowance entitlement on their first payment will be no less than:	94%	95%
99.7%	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%

Departmental output expense

Service to students

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	32,063	32,063	31,320
Department	125	125	125
Other
Total Revenue	32,188	32,188	31,445
Total Expense	32,188	32,188	31,445
Net Surplus/(Deficit)	-	-	-

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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. This is achieved 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 a 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
• leading, facilitating and contributing to ‘whole of government’ regional and local social development initiatives
• identifying social, economic and infrastructural issues of high priority to the regions; communicating these priorities to Wellington and facilitating progress through government agency’s work programmes
• communicating Governments big picture priorities to the regions.

Performance Information

2004/2005 Result	Performance measures	Standard 2005/2006	Standard 2006/2007
Standard met	Quantity and Timeliness 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	Standard met22
Processes are complied with	Quality23 Process An audit shows that the Ministry of Social Development's policy processes as outlined in the Quality Management System have been followed:24	Processes are complied with	Processes are complied with in at least 90% of cases
Revised measure in 2006/2007	Technical robustness An external independent review of the Ministry of Social Development's policyadvice confirms that it meets acceptable standards based on pre-determined criteria:	Revised measure in 2006/2007	Standard met25
Standard met	Feedback26 Feedback from government stakeholders indicates that the Ministry of Social Development is effectively leading policy development on social development issues which advance the Ministry's vision of an inclusive New Zealand:	Standard met	Standard met27
Standard met	RegionalSocial 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 2006	Consultation completed by 30 April 2007

Departmental output expense

FINANCIAL PERFORMANCE	2005/2006		2006/2007
(Figures are GST exclusive)	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	4,491	4,491	2,879
Department	52	52	52
Other
Total Revenue	4,543	4,543	2,931
Total Expense	4,543	4,543	2,931
Net Surplus/(Deficit)	-	-	-

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1 These Heartland Services measures were developed as quantity measures but also as a proxy for quality. As attendance is voluntary, the assumption made is that if the services are not useful neither the agencies nor the clients would visit the centres.
2 Standard met means that we received confirmation from the Minister via his office that advice has been delivered in accordance with a key priorities annual plan.
3 Standard met means that we received confirmation from the respective Ministers via their offices that advice has been delivered in accordance with a work programme.
4 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.
5 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).
6 The standard for this measure is based on a continuum of: standard not met, standard met and standard exceeded.
7 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.
8 The standard for this measure is based on a continuum of: standard not met, standard met and standard exceeded.
9 As a result of its merger with the Department of Child, Youth and Family Services, the Ministry no longer provides advice on CYF’s Statement of Intent and quarterly report.
10 In addition in 2006/2007 the standard for this measure was revised to take into account the Ministry’s merger with Child, Youth and Family. This measure also excludes the preparation of the Ministry’s own output plan.
11 In 2006/2007 the standard for this measure was revised to take into account the merger with Child, Youth and Family.
12The 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).
13This measure has been expanded in 2005/2006 to include all Ministers that the Ministry provides purchase and monitoring advice to.
14 This measure has been expanded in 2005/2006 to include Statements of Intent.
15 For the purposes of these measures, a job-seeker is defined as a client who is actively seeking full time employment i.e. 30 hours or more per week.
16 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.
17 Data matching also provides information to support investigations and prosecutions.
18 Working age means aged 18-64 years. This reflects the entitlement age range for most income tested benefits. Includes Unemployment Benefit, Unemployment Benefit – Hardship, Independent Youth Benefit, Domestic Purposes Benefits – Sole Parents, Domestic Purposes Benefit – Caring for the Sick and Infirm, Domestic Purposes Benefit – Women Alone, Sickness Benefit, Sickness Benefit – Hardship, Emergency Maintenance Allowance, Invalid’s Benefit, Widow’s Benefit and Emergency Benefit.
19 Refer to the Output Expense: Debt Management – Former Beneficiaries for information on the work the Ministry is undertaking over the next year in relation to measuring and reporting performance in this area.
20 Current debtors are those clients who are currently in receipt of a benefit and have a debt with the Ministry.
21 This measure has been revised in 2006/2007 to reflect the time taken to determine individual eligibility, from date of receipt with International Services.
22 Standard met means that we received confirmation from the Minister via his office that advice has been delivered in accordance with a key priorities annual plan.
23 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.
24 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).
25 The standard for this measure is based on a continuum of: standard not met, standard met and standard exceeded.
26 Stakeholders include:
- the Minister for Social Development and Employment and the Minister’s office
- other government agencies.
27 The standard for this measure is based on a continuum of: standard not met, standard met and standard exceeded.

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