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Our Key Performance Indicators
Our outcomes framework (presented on page 15) shows how we measure progress towards our strategic direction Te Pae Tawhiti – Our Future.
We use 16 KPIs to collectively monitor progress towards our 10 impact statements. Nine impact statements have associated quantitative KPIs and the 10th is evaluated using a qualitative approach KPI.
Our KPIs are aligned with our Statement of Intent 2022–2026. For each of the 15 quantitative KPIs we have signalled how we are progressing towards our desired direction or standard, which is either:
- a long-term trend (for example, to decrease average overpayment debt), or
- a minimum level of performance (for example, employment programme effectiveness is no less than 90 percent).
10 out of 15 quantitative KPIs on track
In 2024/25, 10 of our 15 quantitative KPIs (66.7 percent) were judged to be ‘on track’. This compares with 12 out of 15 (80 percent) in 2023/24. We also have one qualitative approach KPI which is not included in this count. Our performance against these KPIs is outlined in Figure 5.
The on track indicator compares the 2024/25 result against the desired direction or standard. For assessment against a desired direction (i.e. increase or decrease) the 2024/25 result is compared with the 2023/24 result.
We assess progress against the 10th impact statement, ‘improve our contribution to business and regional development’, using a qualitative approach KPI to demonstrate the range of ways we support and encourage business and regional development.
Our KPIs measure progress against our long-term impacts with performance intended to improve over time. We regularly review our KPIs and desired directions or standards to ensure they align with our strategic direction. Alongside our new Strategic Intentions 2025–2029, we have updated our suite of KPIs from 1 July 2025. We will report against these in our Annual Report 2026.
Figure 5: Key Performance Indicators
Status indicators
|
On track |
☑ |
|
Off track |
☒ |
Impact statement: Improve sustainable employment outcomes
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
|
Client outcome: Sustainable exits into employment (Notes 1 and 2) |
No less than 55% | All clients: 62.7% | All clients: 62.5% | All clients: 63.4% | ☑ |
| Māori: 53.9% | Māori: 56.1% | Māori: 55.1% | ☑ | ||
| Pacific: 62.1% | Pacific: 60.9% | Pacific: 62.0% | ☑ |
Client outcome measures the percentage of clients who have exited a main benefit during the calendar year for reason of employment, following an employment intervention, and who did not access a main benefit again in the following six months.
The standard for this KPI was met for all clients, including Māori and Pacific peoples. Over the last three years sustainable exits have remained consistent and performance has been regularly above standard. This shows that we are continuing to use our employment tools and services to support clients to prepare for, find and stay in work.
Despite challenging economic conditions MSD continues to support clients into sustained employment. Maintaining a job reduces the number of people returning to a benefit and supports improved long-term outcomes for these clients.
Impact statement: Improve sustainable employment outcomes
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Future reliance: Estimated average future years on a main benefit (Notes 3 and 5) |
Decrease | All clients: 13.6 | All clients: 13.4 | All clients: 14.3 | ☒ |
| Māori: 16.2 | Māori: 16 | Māori: 16.9 | ☒ | ||
| Pacific: 14.8 | Pacific: 14.3 | Pacific: 15.4 | ☒ |
Future reliance measures the average number of future years each working-age main benefit client is estimated to be supported by a main benefit, until age 65.
The results are estimated by the Social Outcomes Model, which uses data from many agencies and economic assumptions to model how people move through the benefit system over their lifetimes.
The direction for this KPI was increasing for all clients, including Māori and Pacific peoples.
The three main contributors to performance not moving in the desired direction was because the latest findings from the model reflect:
- less favourable economic forecasts, including higher unemployment rates
- a higher proportion of people who exited a main benefit returned to a main benefit than projected last year
- a slightly lower proportion of people exited Jobseeker Support – Health Condition or Disability than projected in last year’s model.
Impact statement: Improve sustainable employment outcomes
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Effectiveness: Employment programmes (Notes 4 and 5) |
No less than 90% | Programmes: 94.5% | Programmes: 94.4% | Programmes: 94.9% | ☑ |
Effectiveness measures the percentage of Employment Assistance (EA) programmes rated ‘effective’ or ‘promising’ using MSD’s evaluation model.
The standard for this KPI was met. Over the last three years the proportion of investment in effective programmes remained consistent and above standard.
EA programmes aim to help people to prepare for, find and stay in work. Effectiveness is based on whether participants experience better outcomes as a direct result of participating in an intervention, compared with if they had not participated.
Impact statement: Improve people’s readiness for work, including through training and education
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Effectiveness: Benefit exits following work-readiness intervention (Notes 1 and 2) |
No less than 2,500 | All clients: 2,919 | All clients: 2,880 | All clients: 3,777 | ☑ |
Effectiveness measures the number of main benefit exits during the calendar year for reason of employment, following a work-readiness intervention. Work-readiness interventions are external services that help remove barriers to a client becoming ready for work. This measure does not include employment case management.
The standard for this KPI was met and performance has remained above standard over the last three years. In 2024/25, there was an increase of almost 900 people (31 percent) who exited a main benefit into work following a work-readiness intervention compared to 2023/24.
This KPI is a subset of our wider ‘exits from a main benefit for reasons of employment, following an employment intervention’ Estimates measure (see page 92) and the broader ‘exits into work’ numbers reported in MSD’s Benefit Fact Sheet on our website.
Impact statement: Improve our contribution to business and regional development
We assess progress against this KPI using a qualitative approach to demonstrate the range of ways we support and encourage business and regional development.
See the case study on page 39 for an example of how MSD partners with businesses across New Zealand to help them find the right people for their jobs.
Impact statement: Improve awareness of and access to support
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Timeliness: End-to-end time to receive a financial benefit | Decrease | All clients: 14 | All clients: 14.1 | All clients: 14.4 | ☒ |
| Māori: 12.9 | Māori: 12.9 | Māori: 13.1 | ☒ | ||
| Pacific: 14 | Pacific: 13.9 | Pacific: 13.7 | ☑ |
Timeliness measures the average number of working days taken to pay working-age main benefit clients, from the first date of contact to the first date of payment. This includes the time taken for clients to provide all relevant information, which is outside MSD’s control, and the time taken by MSD to process the application.
The direction for this KPI was increasing for all clients and Māori but has decreased for Pacific peoples. This has been consistent over the last three years.
During challenging economic times more people apply for main benefits. Almost 224,500 main benefits were granted in 2024/25, an increase of more than 16,000 (7.9 percent) from 2023/24. This increases demand for our frontline services and impacts on our ability to maintain our processing timeliness (see page 93).
Timeliness is also impacted by the time taken for clients to provide their information. To support our clients, we offer a range of channels for submitting information and regularly assess the usability and functionality of MyMSD to make it easier for clients to inform us of changes.
In 2024/25, we made enhancements to our client operating model, focusing on improvements to our new application process and increasing face-to-face interaction, to clearly communicate what is required from the client at the start of the application process.
Impact statement: Improve effectiveness of support
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Accuracy: Accurate benefit entitlement assessments (Note 6) | No less than 95% |
All clients: 82.7% |
All clients: 77.6% |
All clients: 78.8% |
☒ |
|
Māori: 82.4% |
Māori: 74.8% |
Māori: 78.9% |
☒ | ||
|
Pacific: 80.4% |
Pacific: 74.1% |
Pacific: 75.1% |
☒ |
Accuracy measures the percentage of working-age benefit entitlement assessments that are processed correctly based on a representative sample of completed applications.
MSD did not meet this KPI. Our accuracy performance remains below our standard for all clients, including Māori and Pacific peoples, but this has improved from 2023/24.
There are a range of factors that contribute to our benefit entitlement accuracy results, including case complexity, staff having to navigate multiple frontline systems, and the need to strengthen our internal capability and quality supports. This is particularly prevalent in some supplementary payments such as Disability Allowance and Temporary Additional Support (TAS). This is where we have the most opportunity to improve.
During 2024/25, we increased our focus on quality assessments, developed consistent guidelines and processing standards for TAS, and supported staff capability through increased collaboration and knowledge sharing.
We also implemented an accuracy improvement plan with an initial focus on TAS as this is a high-impact area for volume and complexity.
Following the first phase of the plan we are starting to see improvements in performance. We will continue to work to improve assessment accuracy, so our clients receive accurate entitlements.
Impact statement: Improve effectiveness of support
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Debt: Average overpayment debt (Note 7) | Decrease |
All clients: $2,850 |
All clients: $2,948 |
All clients: $3,040 |
☒ |
|
Māori: $3,248 |
Māori: $3,370 |
Māori: $3,497 |
☒ | ||
|
Pacific: $3,296 |
Pacific: $3,389 |
Pacific: $3,461 |
☒ |
Debt measures the average amount of overpayment debt per client (current and former) for people who have overpayment debt with MSD.
The direction for this KPI is increasing. The average overpayment debt per person continues to increase year on year despite MSD’s overall debt recovery also continuing to increase. Challenging economic circumstances impact the ability of those with debt to sustain repayments.
MSD is aware of the impacts of overpayment debt on clients' wellbeing and continues work on ensuring that no new debt is created. Where debt exists, MSD is engaging with clients to encourage and support manageable and sustainable repayment arrangements. This is supported by increasing staff capability around debt management conversations and improved self-service options for those who have exited the benefit system.
Impact statement: Improve support to people, whānau and families in hardship or insecure housing
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Effectiveness: Housing support resolution (Notes 8, 9, 10 and 11) | No less than 70% |
All clients: 88% |
All clients: 90.3% |
All clients: 92.1% |
☑ |
|
Māori: 86.5% (Disclosure 1) |
Māori: 89.1% (Disclosure 1) |
Māori: 90.9% |
☑ | ||
|
Pacific: 88.7% (Disclosure 1) |
Pacific: 89.6% (Disclosure 1) |
Pacific: 92.0% |
☑ |
Effectiveness measures the percentage of people who are not on the Housing Register, or have not received an Emergency Housing Grant, 90 calendar days after receipt of a Housing Support Product (HSP). HSPs provide financial assistance to vulnerable households to help them obtain or maintain a tenancy.
The standard for this KPI was met. Over the last three years we have seen continued improvement in effectiveness across all clients, including Māori and Pacific peoples.
Increasing the scope and adequacy of HSPs has allowed us to continue to support people out of emergency and transitional housing. We have continued to utilise HSPs in conjunction with supporting pathways out of emergency housing and into viable alternatives such as private rentals or social housing.
Impact statement: Improve support to people, whānau and families in hardship or insecure housing
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Timeliness: Time taken to be placed on the Public Housing Register (Notes 8, 12 and 13) | No more than 30 working days |
All clients: 27 |
All clients: 25 |
All clients: 17 |
☑ |
|
Māori: 27 |
Māori: 27 |
Māori: 17 |
☑ | ||
|
Pacific: 27 |
Pacific: 23 |
Pacific: 20 |
☑ |
Timeliness measures the average working days to have a live application placed on the Public Housing Register from first requesting assistance with emergency housing.
The standard for this KPI was met. Over the last three years we have seen continued improvement in timeliness for all clients, including Māori and Pacific peoples, with the greatest improvement occurring in 2024/25.
The introduction of the Priority One category on the Public Housing Register has enabled us to support more families with children out of emergency housing and into social housing. We also continue to focus on ensuring that all clients in emergency housing have a public housing assessment conducted in a timely manner.
Impact statement: Improve how we connect and partner
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
|
Partner experience: Partnering for youth development (Note 14) |
No less than 80% | Providers: 95% | Providers: 98.5% | Providers: 95.3% | ☑ |
Partner experience measures the percentage of providers who report that interacting with the Ministry of Youth Development (MYD) was a ‘good’ or ‘very good’ experience.
The standard for this KPI was met and performance has been consistently above standard over the last three years. The positive rating reflects MYD’s increased relational approach, which includes:
- quality, early and consistent communication
- timely support and guidance
- field visits and understanding of provider perspectives.
Impact statement: Improve the safety and strength of people, whānau, families and communities
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Client experience: Satisfaction with services addressing family violence | No less than 80% | All clients: 96.6% | All clients: 95.4% | All clients: 96.2% | ☑ |
Client experience measures clients’ satisfaction with the addressing family violence services they received.
The standard for this KPI was met. Over the last three years satisfaction has remained consistent and performance has been regularly above standard.
Family Violence Response Services has a flexible model which enables providers to deliver a range of responses that meet the needs of people in their communities, including providing counselling, social work support and Kaupapa Māori programmes. The result indicates that this approach to service delivery successfully meets the diverse needs of victims/survivors.
Impact statement: Improve the safety and strength of people, whānau, families and communities
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
|
Client experience: Effectiveness of services addressing sexual violence |
No less than 80% |
All clients: 91.4% |
All clients: 88.6% |
All clients: 86.8% |
☑ |
Client experience measures clients’ rating of the effectiveness of the services addressing sexual violence they received.
The standard for this KPI was met. Over the last three years the effectiveness rating has decreased but remains above standard.
There was ongoing demand for Sexual Violence Crisis Support Services in 2024/25. The result indicates that the range of supports that victims/survivors receive through the service continues to meet their needs, including having access to a specialist crisis support worker 24/7, and face-to-face and remote crisis counselling.
Impact statement: Improve equity of outcomes, particularly for Māori
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Equity: Ethnicity cohort data across our KPIs (Māori and Pacific peoples initially) | Increase |
Māori: 4/9 |
Māori: 6/9 |
Māori: 5/9 |
☒ |
|
Pacific: 4/9 |
Pacific: 7/9 |
Pacific: 6/9 |
☒ |
Equity is measured by the number of KPIs that are on track for Māori and Pacific peoples. Ethnicity data is not available for some KPIs for a variety of reasons, such as limitations due to contracting arrangements. Data was available for nine of our KPIs this year.
The direction for this KPI decreased for both ethnicity cohorts. In 2024/25, four KPIs were off track for all clients and Māori. Three of these KPIs were off track for Pacific peoples, with end-to-end time to receive a financial benefit on track for Pacific peoples.
Te Pae Tata and Pacific Prosperity contribute through progressing collaborative relationships and collective action across MSD. This helps build a shared commitment to improving social and wellbeing outcomes for Māori and Pacific peoples.
Impact statement: Improve people’s trust and confidence in the welfare system
| KPIs | Direction/Standard | 2022/23 | 2023/24 | 2024/25 | On Track |
|---|---|---|---|---|---|
| Client trust: Net trust score (scored from ‑100 to +100) | Increase |
All clients: 43.3 |
All clients: 46.3 |
All clients: 48.1 |
☑ |
|
Māori: 34.1 |
Māori: 36.4 |
Māori: 36.8 |
☑ | ||
|
Pacific: 45 |
Pacific: 47.8 |
Pacific: 51.4 |
☑ | ||
| Client experience: Overall service score (scored from 0 to 10) | Increase |
All clients: 8 |
All clients: 8.1 |
All clients: 8.2 |
☑ |
|
Māori: 7.8 |
Māori: 7.9 |
Māori: 8.1 |
☑ | ||
|
Pacific: 7.9 |
Pacific: 8.1 |
Pacific: 8.3 |
☑ |
Client trust and experience is measured through our Heartbeat survey, which is sent to clients following their engagement with MSD (see page 49).
The direction for both KPIs was increasing. Over the last three years we have seen continued improvement in trust and experience ratings across all clients, including Māori and Pacific peoples.
Client experience scores were also high for our largest client groups, with overall service scores of 8.6 for New Zealand Superannuation recipients and 8.3 for Jobseeker Support clients in 2024/25.
These results show that our clients trust, and have positive interactions with, MSD.
Disclosure 1: In 2024/25, MSD identified an error in how the ethnicity cohort results for this KPI were calculated. This has meant that previous ethnicity cohort results have been underreported. These are corrected figures and differ from what was publicly reported in MSD’s 2023 and 2024 Annual Reports.
Note 1: MSD offers several main benefits such as Jobseeker Support, Supported Living Payment and Sole Parent Support.
Note 2: Clients will appear multiple times if they exit a main benefit multiple times and have been assessed for pre-exit activity each time. As the measurement of clients not accessing a main benefit again is taken six months after each exit, those included in this count have exited a main benefit within the calendar year rather than the financial year. This is to show a full financial year result for these measures.
Note 3: These estimates consider the historical, current and estimated future dynamics of the benefit system. The result is an average figure across all main benefit types. Changes to the dynamics of the benefit system will impact the estimated future years on benefit in different ways for different benefit types. For example, year-on-year increases in the rate at which people exit the benefit system into sustainable employment would reduce the average estimated future years on a main benefit for Jobseeker Support – Work Ready clients.
Note 4: Employment Assistance programmes aim to help people prepare for, find and stay in work. Effectiveness is measured against up to five outcome domains: net income earned, time in employment, highest qualification gained, time in corrections services, and income support expenditure. An ‘effective' rating means that the intervention has significant positive overall impacts on one or more outcome domains, and no negative impacts for any other domain. ‘Promising' indicates that the intervention is expected to have a significant positive overall impact over the medium-to-long term.
Note 5: These results are not official statistics. They have been created for research purposes from the IDI. For more information about the IDI please visit: www.stats.govt.nz/integrated-data/. The results are based in part on tax data supplied by Inland Revenue to Stats NZ under the Tax Administration Act 1994 for statistical purposes. Any discussion of data limitations or weaknesses is in the context of using the IDI for statistical purposes and is not related to the data’s ability to support Inland Revenue’s core operational requirements.
Note 6: ‘Benefit’ refers to the main and supplementary benefits that MSD offers, such as Jobseeker Support and Accommodation Supplement.
Note 7: Overpayment debt is established when a person has received payments to which they were not entitled. Also, in some cases, overpayments are identified as a result of receiving new client information from other Crown agencies. When MSD identifies an overpayment, it is reviewed to determine whether the debt is recoverable as set out in section 362 of the Social Security Act 2018 and regulation 207 of the Social Security Regulations 2018. As at 30 June 2025, there were 449,733 current and non-current clients with overpayment debt.
Note 8: The Housing Register is a record of New Zealanders who are not currently in social housing and who have been assessed as being eligible.
Note 9: Emergency Housing Grants (previously called Emergency Housing Special Needs Grants) help individuals and families with the cost of staying in short-term accommodation if they are unable to access a contracted transitional housing place.
Note 10: HSPs are individual products that provide financial assistance for clients needing help to obtain and retain rental housing. Most HSPs are recoverable grants, which include moving costs, bond and rent in advance. Some HSPs are non-recoverable grants, including transitions to alternative housing, which is an incentive payment for clients who are ready and able to move out of social housing and into alternative housing.
Note 11: To avoid double counting, people who may have gone onto the Housing Register and moved into social housing (or emergency housing) in the 90 calendar days after receipt of an HSP will be counted only as being in social housing or emergency housing.
Note 12: The Public Housing Register (also known as the Social Housing Register) is a record of New Zealanders who are in need of social housing and comprises a Housing Register and a Transfer Register.
Note 13: The Transfer Register is made up of people already in social housing, but who have requested and are eligible for a transfer to another property.
Note 14: Data for this measure is collected through quarterly provider reporting. The ratings are: ‘very bad', ‘bad', ‘neither bad nor good', ‘good' or ‘very good'.