Demonstrating our progress
We used the following indicators in 2016/2017 to demonstrate progress towards achieving our outcomes.
|
Ministry outcome |
Indicator |
2014/15 |
2015/16 |
2016/17 |
Intended trend |
Change since 2015/16 |
|---|---|---|---|---|---|---|
|
More people into sustainable work and out of welfare dependency |
Reduce working-age client numbers by 25%, from 295,000 in June 2014 to 220,000 in June 2018 |
284,960 |
279,806 |
276,041 |
⇓ | ⇓ |
|
Achieve an accumulated actuarial release [10] of $13 billion between June 2014 and June 2018 |
$2.5bn [11] |
$3.8bn [12] |
$5.2bn [13] |
⇑ | ⇑ | |
|
More people are able to participate in and contribute positively to their communities and society |
The percentage of participants who report an improvement in their personal, social and decision-making skills through completion of a youth development opportunity [14] |
|
97.2% |
⇔ | ||
|
The percentage of total youth development opportunities created in partnership with the business and philanthropic sector [15] |
|
12.2% |
⇔ | |||
|
The number of participating SuperGold Card business partners |
8,053 |
8,304 |
8,583 |
⇑ |
⇑ |
|
|
The accurate assessment of Community Services Card and SuperGold Card applications |
99% |
96.9% |
96.9% |
⇔ | ⇔ | |
|
The number of contracted transitional housing places |
1,123 [16] |
⇑ |
||||
|
The number of social housing places |
66,332 [17] |
⇑ |
|
Ministry outcome |
Indicator |
2014/15 |
2015/16 |
2016/17 |
Intended trend |
Change since 2015/16 |
|---|---|---|---|---|---|---|
|
Fewer children and people are vulnerable |
The proportion of children and young people who have been abused/ neglected within six months of a previous finding of abuse/neglect [18] |
12% |
11% |
11% [19] |
⇓ |
⇔ |
|
The proportion of children aged under five years old (who are unable to return home), who are placed with their Home for Life caregiver within 12 months of coming into care |
80% |
77% |
80% [20] |
⇔ |
⇑ |
|
|
The percentage of children and young people in care referred for a Gateway assessment |
65% |
80% |
80% [21] |
⇔ |
⇔ |
|
|
The percentage of children participating in the Family Start programme receiving scheduled Well Child visits |
81% |
82% |
90% [22] |
⇔ |
⇑ |
|
|
The percentage of children aged between 18 months and five years participating in the Family Start programme who are enrolled in early childhood education |
71% |
76% |
72% [23] |
⇑ |
⇓ |
|
|
More communities are strong and thriving |
The percentage of families who report that the Strengthening Families process has helped them get access to the services they needed |
93% |
94% |
97% [24] |
⇔ |
⇑ |
|
The proportion of surveyed community groups that say the It’s not OK campaign has increased their ability to address or prevent family violence |
96% |
93% |
90%* |
⇑ |
⇓ |
* The downturn reflects the likelihood that the results for 2014/2015 and 2015/2016 are less representative of a surveyed community group response. The community groups surveyed change annually, and a truly representative response may not be obtained for some years yet.
|
Ministry outcome |
Indicator |
2014/15 |
2015/16 |
2016/17 |
Intended trend |
Change since 2015/16 |
|---|---|---|---|---|---|---|
|
Fewer children and young people commit crime |
The proportion of young offenders who are in education, training or employment following our intervention |
66% |
67% |
66% [25] |
⇑ | ⇓ |
|
The proportion of child offenders who have a subsequent youth justice referral |
64% |
71% |
67% [26] |
⇓ | ⇓ | |
|
The proportion of victims engaging in family group conferences |
57% |
55% |
55% [27] |
⇔ |
⇔ |
|
|
Fewer people commit fraud and the system operates with fairness and integrity |
The percentage of successfulprosecutions concluded |
96.8% |
96.6% |
96.2%** |
⇔ |
⇓ |
|
The percentage of non-current debt paid in full, or under an arrangement to pay, within four months |
72.3% |
71.1% |
70.3*** |
⇔ |
⇓ |
** A lower number of prosecutions overall over the last two years means that every extra unsuccessful prosecution has had a greater impact on the overall percentage of prosecutions that are successful. This may account for the small percentage decrease over the last two years, as the approach taken to determining whether a prosecution will be undertaken has not changed over this period.
*** Collections work was restricted in 2016/2017 due to a number of debt collection staff being diverted to assist with the Government Emergency Relief Line from November 2016 to January 2017.
Footnotes
[10] An ’actuarial release’ is an estimate of the change in long-term liability of the benefit system resulting from changes in the number of beneficiaries and their likelihood of long-term benefit receipt.
[11] Cumulative actuarial release from June 2014 to 30 June 2015. Source: Ministry of Social Development Quarterly Drivers of Valuation Report April to June 2015.
[12] Cumulative actuarial release from June 2014 to 30 June 2016. Source: Ministry of Social Development Drivers of Long-Term Benefit Dependency April to June 2016 report (in the 2015/2016 Annual Report this source was incorrectly stated).
[13] Cumulative actuarial release from June 2014 to 30 June 2017. Source: Ministry of Social Development Drivers of Long-Term Benefit Dependency April to June 2017 report.
[14] This replaces the previous indicator "More young people are involved in decision-making activities".
[15] This replaces the previous indicator "More young people are involved in community-based projects and activities".
[16] At 30 June 2016 there were 687 contracted transitional housing places.
[17] At 30 June 2016 there were 66,041 social housing places.
[18] Repeat findings of abuse/neglect may relate to an historical event prior to a child or young person coming to our attention.
[19] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
[20] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
[21] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
[22] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
[23] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
[24] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
[24] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
[25] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
[26] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
[27] Result as at 31 March 2017. On 1 April 2017 this responsibility was transferred to Oranga Tamariki.
