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Treasury:2941945v1
Office of the Deputy Prime Minister
Office of the Minister of State Services Chair Cabinet Committee on State Sector Reform and Expenditure Control
BETTER PUBLIC SERVICES RESULTS: 2014 MID-YEAR PROGRESS REPORT
Purpose
1 This paper reports on progress on Better Public Services (BPS) Results and proposes the publication of progress in July 2014.
Executive summary 2 The BPS Results continue to show good progress, with Result 1 (reduce long-term
welfare dependence), Result 5 (increase the proportion of 18 year olds with NCEA Level 2), and Result 6 (increase the proportion of 25 to 34 year-olds with NZQF Level 4 or above) improving their ratings of progress towards target from Yellow to Green. In Result 7, two of the 2017 targets, reduced total crime and youth crime, have now been met.
3 Results 3, 4 and 9 are not yet on track to achieve their targets. For rheumatic fever, higher levels of detection may be causing an increase in cases in the short term; this is also a future possibility for assaults on children. For Result 9, improvements have yet to show through the data. More is being done to get these three Results on track.
4 Much of the success of the Results approach relies on collective impact. At one
level this means that agencies are working together more effectively to successfully address cross-cutting issues. At another level, collective impact is achieved by putting clients/customers at the centre of the design and delivery of services, particularly where the customer journey crosses agencies.
5 While collective impact has improved, much of this is at the margins. A step change
is needed to improve collective impact as part of core business. For cross-agency work this requires the emphasis to shift from club-funding arrangements to more sustainable funding approaches that provide certainty over a longer time-frame through shifts in baseline funding; from achievement of agency transformational goals to alignment with system transformation goals; and from agency leadership to sector and system leadership. The paper describes how these shifts are being made, and the system barriers that need to be addressed to allow a step change.
6 The paper provides examples of local-level governance and involvement of
customers in design that begins to put citizens at the centre of service delivery. The
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step change here is to have more policy and funding decisions driven locally, and to explore further what could be done by using place and population lenses.
7 Greater focus on system stewardship is supporting the behavioural changes needed
to achieve the BPS Results. Support for chief executives to provide system leadership is starting to impact, particularly for Results 9 and 10 where system-wide transformation is the goal. The Result 9 and 10 Blueprints, which outline the vision for transformation of interaction with government, will be considered alongside this progress report.
8 Three aspects of a strengthening learning culture are also supporting Results
achievement - use of data and information to drive better services and local actions; innovation in service delivery to better meet the needs of users and communities; and learning what works through research, evaluation and review.
9 Ministers are asked to publicly announce the progress on BPS Results in July.
Background
10 On 17 February 2014, following reference from EGI, Cabinet considered the 2013 end-year progress report on BPS Results and agreed to announce Results progress, noting that, while good progress continues to be made in all Result areas, with some Results ahead of milestones to achieve targets, agencies still face difficult challenges to achieve targets, particularly in the Vulnerable Children Result area. [CAB Min (14) 5/7].
11 Cabinet also noted that, during 2014, more focus was expected on improving multi-
agency governance in Result areas; greater use of local data on target achievement to inform and drive local actions (including compiling and releasing data for Auckland, such as a dashboard); innovation in service delivery to better meet the needs of users and communities; and further external review of arrangements agencies have put in place to achieve BPS Results.
12 A summary of progress for each BPS Result area, including the current data trends
and forecast target achievement, is provided in Annex 1. The following sections provide an analysis of overall progress, comment on areas of focus for 2014 and indicate the next steps for the Results approach.
Progress towards targets 13 Headlines are:
• Result 1, Result 5 and Result 6 have improved their ratings from Yellow to Green.
• In Result 7, two of the 2017 targets have now been met. • Results 3, 4 and 9 are not yet on track to achieve their targets
Getting to Green – on track to achieve the target 14 Results 7 and 8: The Reducing Crime and Re-offending Result area has been
Green from the start of the programme. Reduction in crime is a world-wide phenomenon, attributed to a range of (contested) factors such as a more scientific approach to reducing crime and re-offending, better technology, population ageing and a better sense of what initiatives make the most difference to crime prevention.
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15 Over and above the global trends, the Justice sector in responding to the BPS target
has made significant inroads. Of particular note is the fact that the latest BPS data shows a statistically significant reduction in violent crime, and also in the re-offending rate of those who have been in prison (rather than on community sentences). These areas have hitherto been harder to budge.
16 For the Justice sector, what appeared to be stretch targets when they were first set
in 2012 have already been met and exceeded in two areas (total crime and youth crime). And while it is impossible to precisely determine the impact of individual actions by the Justice sector to this success, it is likely the following have had an impact: • Collaborative leadership of the justice sector ‘pipeline’ by Ministers and chief
executives, with a genuine shared vision of the future, supported by clear expectation of joint action to achieve it, which extends to the front-line
• A shift from a single agency to a sector focus in planning, funding and taking action, underpinned by organisational and structural changes by core agencies
• Focused interventions at the front-line, within the justice sector and in collaboration with others
17 The sector is not resting on its laurels. It is learning from successful ways of
operating in pilot areas and rolling these approaches out across the country. It is also focused on tapping the capability and resources of other agencies and NGOs (particularly in health, education and welfare), and the energy and knowledge of local bodies and community groups, to achieve better results.
18 Despite the sector’s excellent progress, achieving further gains will be harder as we
move closer to the targets. Reaching the violent crime and re-offending targets by 2017 will require focus on identifying and implementing promising actions that will deliver tangible change.
19 Result 3: Infant immunisation has also been green from the start. This was a well-
established programme when the Results began, and has benefited from the approach taken by Vulnerable Children result area that considers family welfare, education and health needs together.
20 For this report, three more Results (1, 5 and 6) have gone to Green. The rating
criteria are attached as Annex 3. 21 Result 1: Reducing long-term welfare dependence has gone to Green because:
• Over the past year the group continuously receiving jobseeker support for more than one year has reduced by 6,434 (8.5%), accelerating the trend from the previous year and well on track to target.
• Other indicators also point to target success, in particular: o almost half of the exits from benefit through the Work Focused Case
Management service, were from the BPS target group; o fewer clients are entering the BPS target group; o clients are staying in employment for longer; and o the unemployment rate is forecast to reduce further.
• Welfare Reform changes are now bedded in and part of business as usual. The investment approach targets key groups of clients who are either in, or at risk of becoming part of the BPS target group. Under Welfare Reform,
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changes such as the introduction of Work Focused Case Management are now bedded into usual practice.
22 But the hard work continues to ensure success for those who are further away from
the labour market. To date, most reductions in the BPS target group have come from regions with strong labour markets such as Auckland and Canterbury. We are expecting economic growth to broaden into other regions where significant numbers of people on Jobseeker benefits reside. In addition, the Health and Disability sub-group (within the long-term Jobseeker population) is increasing in proportion. In anticipation of this, MSD is implementing initiatives to serve the needs of this group as a complement to the one-on-one service provided by work focused case managers.
23 MSD received $100 million over 4 years in Budget 2014 to cover a package of core
employment services to achieve outcomes for high-liability clients, to maintain liability reductions and to improve employment outcomes.
24 Result 5: Increase the proportion of 18 year olds with NCEA level 2 or equivalent
qualification has gone to Green because: • The 2013 result is 78.6% of 18 year olds had NCEA Level 2 or equivalent,
exceeding the 2013 target of 77.9%. • Māori and Pasifika achievement is improving at a faster rate than overall (from
the 2011 baseline, the percentage point increase for Māori is 6.2%; Pasifika 5.9%; overall rate 4.3%).
• Over the past 18 months, schools have set their own targets for NCEA Level 2 achievement. This focus on results has been successful, together with intensive work with schools and other providers to target and support students who were not expected to achieve NCEA Level 2 and to retain them in education.
25 Result 6: Increasing the proportion of 25-34 year olds with qualifications at Level 4
or above has gone to Green because: • Lead indicators such as participation and completion rates of young people in
Level 4 or higher qualifications are on track to meet the target. • Completion of Level 4 or higher qualifications by 22 year olds increased from
32% in 2011 to 35% in 2013. • The current annual average to March 2014 is 54.5%, up from 53.8% in the
year to December 2013. The Household Labour Force Survey (HLFS) on which the indicator is based shows the 55% target has been met in three of the last four quarters to March 2014.
26 As well as improvements in the performance of the tertiary education system,
changes to the qualification question in the HLFS have contributed to the improvement in qualification attainment. In June 2013, Statistics New Zealand updated the HLFS qualification question in line with best practice and other Statistics New Zealand surveys to improve accuracy. This methodology change has led to improved reporting and categorising of qualification attainment.
27 Given that the indicator data is trending towards achieving the target ahead of 2017,
the Ministry of Education is analysing the current and projected trends, including the impact of data measurement changes, with a view to recalibrating the Result 6 target before the next BPS Results progress report.
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Yellow – on track, but changes not yet embedded 28 Result 2: Actions taken, particularly with community groups, is steadily increasing
ECE participation, with promising gains for population groups with a lower participation rate, particularly Maori and Pasifika. At this stage participation is projected to increase, but more intense effort is required to meet the target with the cohort of children starting school in 2016. Data analysis identifies that an annual increase of 0.8 percentage points is needed to meet the target, double the percentage point increase for the year ending March 2014. Furthermore, increases in the prior participation rate do not necessarily guarantee that the rate will remain high in later periods, because each year a completely different cohort of children start school, therefore continued effort is required annually. Social change is critical to ensure that all families and whānau demand and engage with early learning to achieve the 98% goal.
29 $155.7 million over four years to 30 June 2018 was provided in Budget 2014 to
support increases in the number of children attending ECE and the number of hours they are attending. This includes $53.6 million to increase ECE funding rates.
30 Result 10: Achieving the 70% target for Result 10 is dependent on the
implementation of key initiatives. While it is on track to be close to target, momentum faltered a little in the last quarter.
Amber – Progress, but issues to resolve 31 Result 3: Rheumatic Fever hospitalisation rates increased in 2013 compared to
2012. Possible reasons for this include statistical volatility due to small numbers, more people being diagnosed with rheumatic fever due to increased awareness, or a true increase. Higher surveillance of at risk populations and much awareness raising work has been undertaken and this is likely to continue to contribute to previously missed cases being identified and hospitalised. The programme has broadened in the last 12 months to prevent and treat strep sore throats in schools and community settings especially in Auckland. The expanded services became operational after the last data point however, so have not had time to have an effect on the trend. Budget 2014 initiatives currently being designed and implemented provide $5 million each year for two years with a focus on ensuring that antibiotic courses are completed and that prevention, treatment and awareness raising activities are expanded outside Auckland.
32 The Rheumatic Fever Prevention Programme is extending the phase focusing on
preventing rheumatic fever. This includes tackling wider issues like household crowding. To get the traction to progress preventive action on a wider scale a stronger focus on governance at the cross-agency level will be undertaken through the Social Sector Forum.
33 Result 4: Assaults on children is trending downwards (2% in the past year), but the
trend needs to decline more steeply to achieve the target. Substantiated physical abuse figures are strongly influenced by the level of notifications of concern to Child, Youth and Family. Notifications can be influenced by people’s willingness to report their concerns and society’s tolerance of physical punishment of children, as well as the actual number of children being maltreated. In the short term the number of substantiated physical abuse claims could increase as the actions to raise awareness of child abuse may increase notifications of concern. Key programmes, such as the Children’s Action Plan, are still in relatively early stages of
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implementation, so it is too early to tell what impact they might have on meeting the target.
34 MSD received funding for 2014/15 only to cover the Vulnerable Children Bill
implementation ($2.5M) and the Care Strategy ($13.7M). The Care Strategy will invest in caregivers to improve placement stability and outcomes for high priority children and young people in care.
35 Result 9: There is some evidence that business dealings with some government
agencies has improved (particularly on-line), but this has not translated to improved scores across all of government from the reference group of businesses on which the indicator is based. One explanation for this is that as improved ways of doing business are introduced there is often an increase in transaction costs initially, followed by substantial benefit over the medium term as the changes bed-in. Central agency support for Results 9 and 10 is currently focused on achievement of the system transformation goals outlined in the Blueprints and the Government’s ICT strategy.
What we are doing to improve the achievement of BPS Results? 36 The focus on a small number of results with targets is having an impact on how the
state sector operates, particularly for cross-agency work, but challenges remain. This section describes the challenges, how agencies are responding, the role of central agencies in supporting this work, and how we might take collective impact further.
On-going challenges 37 Overview of challenges and response:
• As Result areas push for stronger collective impact they strive to find more effective ways of operating, particularly in cross agency governance and funding, at both national and local levels.
• Arrangements to work more effectively horizontally are being put in place, but these often run counter to existing vertical accountabilities for funding and delivery.
• The challenge facing many of the Result areas now is to shift collaborative practice from the margin to the core of their business.
• Central agencies have a key role to support this shift, which is essential to taking Results achievement to a sustainable level, and are working closely with Results 4, 9 and 10 in particular.
• Improving governance of cross-agency work is now firmly on the agenda of State Services chief executives as part of their system leadership role.
• Central agencies are strengthening the requirement for Four Year Plans (4YPs) to provide greater certainty of resource allocation for sector and system work.
38 In the social sector, we need leadership and governance that addresses current
challenges such as co-production and getting to the heart of client-centred service delivery. The ways we have done business in the past, such as developing policy propositions in National Office and consulting on them, is not necessarily fit for purpose in complex social policy environments.
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39 We also need to avoid governance clutter - adding governance groups to address each cross-sector issue has become unwieldy and is unsustainable in the longer term.
40 Results 9 and 10 have also found cross-agency work difficult. There are several
agencies with different priorities or conflicting drivers, working at different speeds. The contributing agencies have full work programmes and providing people and time for cross-agency work can be a struggle. In addition, getting agencies to chip-in venture capital or implementation funding is difficult, particularly where the benefits are all-of-system, or don’t sit with the agency incurring the cost. There are also transactional costs to working across agencies – coming to agreement and making decisions take time, and many decisions need to go to the top of the chain in each agency.
41 These Results have been operating on the basis of club funding - agreement by
agencies to contribute from their baselines to the cost of backbone programmes run by other agencies. Club funding only works if all of the agencies who benefit contribute, and some agencies have not been able to sustain their commitment. As programmes mature, more agencies are likely to participate, and there will be more variety in the nature of agency relationship with the programmes. Accounting for these diverse patterns of participation in a club funding model will be increasingly challenging, and there is an urgent need to move to funding arrangements that are easier to put in place and have longer term certainty.
42 While seed funding has reduced the demand for club-funding and helped accelerate
business case development, progressing to the next phase requires agencies to re-prioritise their own programmes to build shared solutions and continue to bear the cost of public good benefit, even if this does not offset their agency investment. Lack of certainty about upfront and ongoing operational funding and capital is a hand-brake on progress.
43 Collaboration across agencies in service design and delivery, and involving third
parties and intermediaries, requires new operating models to be developed that recognise this more horizontal partnership approach. The Result 9 and 10 programmes include this focus, aiming to develop new ways of working together that achieve the right balance of agility and assurance by the internal governance structures within agencies.
44 In addition, in the context of a partnership approach with customers, more agile and
flexible ways are needed to quickly deliver the multitude of small changes, such as smart phone apps, that developers can create within a matter of weeks. These approaches are not necessarily supported by more traditional procurement regimes and multiple layers of decision-making.
What we are doing to address barriers 45 Venture capital funding: BPS Seed Funding has helped address the venture capital
issue, providing $11.030 million for Results 9 and 10 to date (excluding the current funding round), largely for business case development. Business cases have been more complex to deliver than originally envisaged, but the first tranche of business cases are emerging now and some are being implemented.
46 Agreed future state: Delivering across-agency services requires a longer term view
than 2017. Consequently, both Results 9 and 10 have produced their respective
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visions (or Blueprints) which are to be considered by Cabinet on 7 July. A key focus for Result 10 is the delivery of digital services, while Result 9 has taken a more multi-channel approach in response to business needs. Together with Government’s ICT Strategy, the two Result Blueprints align to support the future integrated online service delivery where appropriate, and assist in the development of aligned operating models.
47 Making cross-agency work easier: While agencies have been making progress in
working together to deliver Results, we are aware that getting to decisions and implementing them often takes more effort, time and cost than we would like. To address this, we have commissioned central agencies to provide advice on the drivers of high transaction costs from agencies working together, and potential solutions, including consideration of special purpose vehicles. This work will report to the State Sector Reform Ministers in August. Central agencies are also advising us on emerging cross-funding issues (including joint Treasury-DIA work on the baseline problems facing the GCIO), and how Ministers might address them in the context of Budget 2015 strategy.
48 Furthermore, under the leadership of the Social Sector Forum, and within the
context of the Social Sector Integration project, social sector and central agencies are working together to find solutions for improved and efficient governance of cross-government projects. This work includes understanding the barriers to horizontal governance and the options available to address those barriers, identifying the transactional costs of cross agency work and deciding what national level governance might be needed for community-led decision making. Substantive progress in the work is expected by September.
49 Improved Budget processes: Central agencies are also strengthening the Four Year
Planning (4YP) process to make clearer our expectations that the BPS Results are to be integrated into agency planning in a way that provides greater certainty of resource allocation to sector and system work. 4YPs should explain individual agency commitments to sector and system changes in Result and other cross-cutting areas, including how resources, workforce and assets are being re-prioritised to achieve sector and system outcomes, over what timeframe. We are meeting with chief executives later in July to discuss our expectations for 4YPs.
How we might take collective impact further
50 The BPS Results programme started with a focus on getting agencies to collaborate
more effectively by focusing on results they could only achieve through their combined action. As actions matured there has been growing awareness that the Results can only be achieved by tapping into the energy and resources of non-government agencies and community groups, and this is an on-going focus of the Results work. More recently, we have become increasingly interested in how a Results approach can be applied through different (not agency-centric) lenses such as population and place.
Population lens 51 Much of the cross-agency work to achieve BPS Results in the social sector is
focused on improving outcomes for population groups such as children aged 0–5, youth, Maori and Pasifika.
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52 Currently, multiple agencies are separately funded to provide services for an aspect of work with an at-risk group. To meet client needs, agencies then try to integrate separate service delivery streams. An example is the focus on youth not engaged in education, training or work (NEET). To achieve the NCEA Level 2 Result, the Ministry of Education works with the Department of Corrections to re-engage youth offenders with the education system, and with parts of MBIE and MSD (particularly the Youth Service) to engage them in work. Equally, because youth engaged in education, training or work are less likely to re-offend, this cross-agency work also supports the achievement of Results 7 and 8.
53 Similarly, in the Vulnerable Children area, achievement of the Results requires the
agencies responsible for this set of Results to work together, particularly with an at-risk 0-5 cohort, providing an integrated approach to ECE provision, health checks and care and protection services.
54 We think there may be better ways to achieve collective action with population
groups that are exposed to poor outcomes. We have learnt from the investment approach used in the Welfare reforms that taking a more granular population level understanding of specific population groups can better target investment to areas of need. Similarly, the Analytics and Insights work by the Corporate Centre and Statistics NZ enables us to better understand how our interventions are impacting on individuals and population groups, and thus how we should change the way we intervene and/or the intervention mix. We have asked Treasury to progress the thinking in this area, and will report on further actions in the next BPS Results progress report.
Place lens 55 We are also keen to get a stronger results approach and collective action at a local
level in some of our biggest cities, where issues are shaped by the particular place where they occur, and solutions need to be tailored so that they work in these places.
56 A start has been made on this in Auckland, where the Auckland Plan has been
aligned, where appropriate, to the Government’s priorities for Better Public Services. Most recently, the Auckland Social Sector Leaders Group has completed a stocktake of social sector activities in Auckland in order to provide a consolidated view of key government initiatives in Auckland (commissioned by the Social Sector Forum). This will provide the basis for a better understanding of the full range of activities across social sector government agencies, and support discussions with the Auckland Council about these activities. In addition, officials are exploring further options for monitoring progress in Auckland, including whether there are supporting measures that can provide early indicators of good progress on government priorities, or areas of potential risk.
57 MBIE is also seeking BPS Seed Funding to explore and implement in Auckland
radical, innovative solutions to five public sector, cross agency challenges trialling co-design methodologies. If funded, a Co-design Lab would be established to focus on solving key challenges for government which are present to a larger extent in Auckland than New Zealand as a whole.
58 These initiatives build on existing collaborative programmes in Auckland. For
example, Justice sector initiatives in Auckland include a programme to reduce Family Violence that will have positive impacts on Results 4, 7 and 8. The
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programme is led by the Justice sector and MSD, and involves the Auckland Councils and the region’s DHBs.
What’s working well 59 Many of the challenges outlined above are not new, and because they are
embedded in our public management system they can be difficult to address. That said, the Results approach has begun to find new ways of working and improved outcomes for New Zealanders are being achieved through: • Collective impact from agencies working effectively together where there is
strong cross agency leadership, governance and joint funding arrangements • Collective impact at the front line from involving communities and NGOs in the
decision-making • Increasing focus on system stewardship • Innovation in service delivery • Learning what works and applying it to programmes • Use of data and information to drive better services and local actions.
Collective impact
60 The Justice sector continues to reap the benefits of having strong cross-agency
leadership, governance and funding arrangements that allow Justice sector Ministers and chief executives to take joint action to achieve Result 7 and 8 targets. Integrated funding and planning approaches include: • The Justice sector Fund, which has seen $83.9 million redistributed from
contributing agency baselines to projects of strategic importance to the Justice sector over the past two years.
• The Justice sector Four Year Plan - an integrated sector strategy that outlines priority actions to achieve outcomes in five strategic areas. The plan is supported by sector data.
61 The Social sector is also having success in achieving better collective impact at both
the national and local level. For example, the governance and external monitoring arrangements for Result 1 (reducing long-term welfare dependence), recently reviewed by SSC, found that the arrangements made a positive contribution to achieving the welfare target. It pointed to clear, objective leadership, especially by the board chair and chief executive of MSD, effective analysis, and commitment of the parties to get it to work as key factors in success.
62 Collective impact in the Social sector is beginning to be achieved at the front line by
working with communities. The Vulnerable Children Result area is developing stronger local governance involving communities. The new operating model for Children’s Teams, for example, has a strong local governance focus with an escalation path both within the regions and nationally for complex cross-boundary issues where a mix of local, regional and national services are required. Local representation on Children’s Team governance groups typically includes local representatives of the government agencies and NGO representatives (for example iwi, Whanau Ora Collectives and social and health/disability NGOs).
63 The next step is to build a sustainable structure for communities to take on more
leadership, responsibility and decision making power around what and how services are delivered locally. The Social Sector Forum commenced the Social Sector Integration project late last year. Based on learnings from the Social Sector Trials,
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the project will inform decisions on how and when communities deliver, or influence delivery of local social services. A report from the project providing recommendations that will shape the future of community-led decision making was considered by Cabinet on 25 June 2014.
64 Also in the Vulnerable Children Result area, funding for collective impact is
beginning to be scaled up. Faced with the roll-out of another eight Children’s Teams by June next year, the Vulnerable Children’s Board has adopted a new approach to funding across boundaries. The Board now oversees financial management of the Vulnerable Children’s Budget Package for 2014/15, including funding held by MSD for the Children’s Action Plan and tagged funds held in other Votes. The Children’s Action Plan received $16.3 million in Budget 2014 to enable cross-sector development of a future operating model for the Children’s Action Plan and the introduction of eight new Children’s Teams.
65 Result 9 is gaining momentum through progressively stronger collaboration by chief
executives and their agencies that contribute to the Result, particularly evident in development of the New Zealand Business Number (NZBN). The concept of a unique business number had struggled to get off the ground until the BPS programme strengthened the mandate for cross-agency work in 2012. Since the business case was approved in March 2013, NZBNs have been allocated to companies, new services have been created and Cabinet has agreed to policy work that would extend NZBNs to other businesses. Momentum has grown across Result 9 agencies, while other agencies are now engaging to co-design the shared services to implement NZBN.
System stewardship 66 Greater focus on system stewardship is occurring in Result areas where delivering
on some initiatives requires an all-of-state sector system approach and requires engagement beyond the core Result agencies. In Result 9 for example, the transport and education sectors have both signalled an interest in using the NZBN.
67 For both Results 9 and 10 there is increasing recognition that the boundaries
between individuals as citizens and individuals working on behalf of business overlap in some areas, although business interactions with government tend to be more complex and there is a higher level of compliance burden. It makes sense to develop systems that support the two customer groups, utilise the same service delivery infrastructure and processes where practical, and provide seamless customer experiences. The Result 9 and Result 10 Blueprints identify the areas of alignment and difference and also align with the ICT Strategy and Action Plan where appropriate.
68 For Result 10, achieving the transformation envisaged is greater than simply
achieving the 70% target measure. The end game is system transformation - improved interactions between individuals and government, particularly in the on-line environment. This transformation therefore extends beyond the eight agencies directly involved in Result 10, and provides a vision of integrated services around all customers and their needs.
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Innovation in service delivery 69 Results 9 and 10 have used several innovation approaches to support
improvements through service design. For example, Inland Revenue (IR) worked with Creative HQ, a government funded business incubator and accelerator, to run a competition that crowdsourced ideas for smart phone applications that better meet customer needs. IR has now gone to market seeking a vendor to build the winning idea by September 2014.
70 In the Justice sector, a methodology developed in the Hutt Valley that enabled the
frontline to collaborate meaningfully in a sustainable way has now been rolled out in three new ‘Flagship’ locations. The focus is on improving how the justice sector works together, and with local NGOs and public sector agencies to improve services to the community. As part of this, a joined-up case management approach to help break the cycle of intergenerational offending is being trialled.
71 The Boosting Skills and Employment Result area is finding innovative ways to
engage with students and provide information on study options and careers. The information held in datasets showing the outcomes of study are now provided using online interactive tools and smartphone apps that students can more easily access and engage with to get the information they need.
Learning what works 72 Result 9 has used findings from a business reference group and from other
customer research to inform the Roadmap, particularly the use of a multi-channel approach to service delivery. Ongoing business customer research has identified key ‘pain points’ to guide the selection and prioritisation of initiatives in the Roadmap.
73 Customer research by Result 10 indicated customers are not currently at the centre
of government digital services, and they experience significant pain points in having to integrate government services for themselves across agencies, often between digital and non-digital channels (e.g. contact centres). The research findings inform the Result 10 Blueprint, which articulates a shared vision for government digital services, where they are designed with the customer at the centre, and integrated around life events or stages rather than organised around agency boundaries.
74 Evaluation has shaped service design in the Vulnerable Children Results area. The
Social Sector Forum is testing “Improvement Methodology” which uses continuous small scale tests of change to drive improvement. Using on-going reflection and evaluation techniques, learning from innovation is accelerated to improve practice and enhance service results. Two pilot projects are underway in the areas of ECE and Rheumatic Fever.
75 The Corporate Centre is developing an evaluation framework and approach for
State sector reform, including the BPS Results approach. The approach will inform the ongoing evaluation of reform progress by the Corporate Centre with a view to enhancing our evidence base and the quality of our advice over time.
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Use of data and information to drive better services and local actions 76 Information about BPS results has been placed on www.data.govt.nz, which links to
the agency webpages containing Result datasets. Data is broken down by the regions and used by the lead agencies where available to guide local actions.
77 Identifying and acting on local pressure points plays an increasingly important part in
achieving the Results. A pressure point for immunisation for example is to get babies immunised in the highest deprivation areas of New Zealand. DHBs are beginning to use local data to target newborn enrolment with a GP, discuss non-enrolment at local multi-disciplinary team meetings and ensure follow-up.
78 Similarly, data on current levels of free access to primary care is being used by the
Rheumatic Fever Prevention Programme to target the best sites for further rapid response clinics. Data on hospital admissions for similar conditions are being used to target referrals to the Auckland wide healthy homes initiative (AWHI) regions.
79 An Early Learning Information System using a National Student Number is being
rolled out to get better data on ECE participation. From 2015, the system will begin to identify geographical and population patterns in enrolment and transience that will be used to better target efforts to raise ECE participation.
80 Achievement of the NCEA Level 2 target relies on effective use of data. For
example, performance and demographic data is used to identify which schools the Ministry of Education needs to work with to raise NCEA Level 2 achievement. Similarly, work in Youth Guarantee Networks and Partnerships is based on understanding current performance of schools and providers involved in the network and identifying how this could be improved.
81 In the Justice sector, agencies have been using local data to reinforce agency
efforts at the frontline. For example, the Ministry of Justice and Police work closely to identify the names of 14- 16 year olds with recent burglary or theft convictions (who are more likely to go on to have a lengthy criminal career) in order to target prevention initiatives.
82 The Justice sector also launched Datalab in March to enable easier access to
Justice Sector data by members of the public. The tool allows the public to research based on many variables such as region or type of offence and create graphics displaying results and trends. The tool will allow New Zealanders to see first-hand the progress being made and increase transparency and confidence in the Justice sector.
Public reporting on progress 83 Cabinet has asked for progress on all BPS Results to be publicly reported annually
[CAB Min (13) 2/10]. Progress on Results was last publicly reported in February this year, following Cabinet consideration of the report.
84 Progress in the last six months has shown a trend of steady improvement for most
Results. The Government could take the opportunity to publicise progress by releasing the report following Cabinet consideration. This would reinforce the current practice of publicly reporting Results progress every six months.
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85 We propose that progress on BPS Results be announced by the Prime Minister in July, with Ministers and chief executives responsible for Results also taking opportunities to describe progress made in their areas. The announcements will refer to the BPS web-page on the SSC website, which includes a snapshot of progress for all Results (attached as Annex 2). Once progress on Results has been announced, this Cabinet paper, including Annex 1, would be released on the State Services Commission’s website.
Consultation 86 This paper has been prepared by the State Services Commission and Treasury.
Result lead chief executives have been consulted in the preparation of this paper, along with Statistics New Zealand. The Department of the Prime Minister and Cabinet and the Office of the Auditor General have been informed.
Financial Implications 87 Implementation plans to achieve Results have been factored into Four Year Plans
and form part of the priorities for Budget 2014. Human Rights 88 This work has no human rights implications. Legislative Implications 89 There are no legislative implications. Regulatory Impact Analysis 90 Regulatory impact analysis requirements do not apply. Gender Implications 91 This work has no gender implications. Disability Perspective 92 There are no disability implications. Publicity 93 See the section on Public reporting on progress above Recommendations 94 It is recommended that the Committee:
1 note that on 17 February 2014, Cabinet: [CAB Min (14) 5/7]: 1.1 considered the 2013 end-year progress report on BPS Results and
agreed to announce Results progress, noting that, while good progress continues to be made in all Result areas, with some Results ahead of milestones to achieve targets, agencies still face difficult challenges to achieve targets, particularly in the Vulnerable Children Result area
Page 15
1.2 noted that, during 2014, more focus was expected on improving multi-agency governance in Result areas; greater use of local data on target achievement to inform and drive local actions (including compiling and releasing data for Auckland, such as a dashboard); innovation in service delivery to better meet the needs of users and communities; and further external review of arrangements agencies have put in place to achieve BPS Results
1.3 agreed to announce Results progress in February 2014
2 note that the BPS Results continue to show good progress, with Results 1, 5 and 6 improving their ratings of progress towards target from Yellow to Green; and in Result 7, two of the 2017 targets have now been met
3 note that much of the success of the Results approach relies on collective
impact, by agencies working together to address cross-cutting issues and by putting clients and customers at the centre of the design and delivery of services
4 note that, while collective impact has improved, much of this is at the margins,
and a step change is needed to improve collective impact as part of core business
5 note that Corporate Centre work to support improved collective impact will
report progress to State Sector Reform Ministers in coming months, including work to make cross-agency governance and funding easier; to find better ways to deliver services for population groups that are exposed to poor outcomes; and to better integrate BPS Results into agency Four Year Plans
6 note that greater focus on system stewardship is supporting the behavioural
changes needed to achieve the BPS Results
7 note that a strengthening learning culture also supports Results achievement, in particular the use of data and information to drive better services and local actions; innovation in service delivery to better meet the needs of users and communities; and learning what works through research, evaluation and review
8 agree to announce results progress in July 2014
9 agree to release this Cabinet paper, including Annexes, following the public
communication of progress on Results Hon Bill English Hon Dr Jonathan Coleman Deputy Prime Minister Minister of State Services Date: ___/___/___ Date: ___/___/___
In20
16,9
8%of
child
ren
star
ting
scho
olw
illha
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ucat
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eeke
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ver
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nt im
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oth
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duce
the
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denc
eof
Anne
x 1:
Prog
ress
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BPS
Resu
lts, J
une
2014
part
icip
ated
inqu
ality
early
child
hood
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atio
ng
gg
pp,
for
mor
eth
an12
mon
ths,
by30
%,f
rom
78,0
00in
April
2012
to55
,000
by20
17
y20
17
Prog
ress
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ards
targ
et
Prog
ress
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ards
targ
etY
Prog
ress
tow
ards
targ
etA
rate
s so
that
95%
of e
ight
-m
onth
s-ol
ds a
re fu
lly
imm
unise
d by
Dec
embe
r 201
4 an
d m
aint
ain
this
thro
ugh
to
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7.
Redu
ce th
e in
cide
nce
of
rheu
mat
ic fe
ver b
y tw
o th
irds
to 1
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ases
per
100
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pe
ople
by
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Rheu
mat
ic F
ever
A
Imm
unisa
tion
Prog
ress
tow
ards
targ
ets
G
Num
bero
fpeo
ple
cont
inuo
usly
rece
ivin
gJo
bsee
kerG
Num
ber o
f peo
ple
cont
inuo
usly
rece
ivin
g Jo
bsee
ker
Supp
ort (
JS) f
or m
ore
than
12
mon
ths
85%
90%
95%
100%
Imm
unis
atio
n co
vera
ge fo
r chi
ldre
n at
8 m
onth
s
Targ
et 9
5%co
vera
ge
by D
ecem
ber
2014
91%
cove
rage
at
Mar
ch 2
014
Mai
ntai
nat
95%
th
roug
hto
Ju
ne
2017
Wha
t the
da
ta te
lls u
s
Wha
t the
da
ta te
lls u
sTh
e ea
rly ch
ildho
od e
duca
tion
prio
r-pa
rtic
ipat
ion
rate
was
95.
9 pe
r ce
nt fo
r the
12
mon
ths t
o M
arch
201
4. T
his w
as u
p by
0.4
pe
rcen
tage
poi
nts f
rom
95.
5 pe
r cen
t for
the
year
end
ed M
arch
20
13
75%
80%
Jun-08Sep-08Dec-08Mar-09Jun-09Sep-09Dec-09Mar-10Jun-10Sep-10Dec-10Mar-11Jun-11Sep-11Dec-11Mar-12Jun-12Sep-12Dec-12Mar-13Jun-13Sep-13Dec-13Mar-14Jun-14Sep-14Dec-14Mar-15Jun-15Sep-15Dec-15Mar-16Jun-16Sep-16Dec-16Mar-17Jun-17Sep-17Dec-17
2017
In th
e 12
mon
ths t
o M
arch
201
4, 3
,111
chi
ldre
n ex
perie
nced
su
bsta
ntia
ted
phys
ical
abus
ea
20
%de
crea
seon
the
year
toW
hat t
he d
ata
tells
us
The
targ
et g
roup
redu
ced
by 3
,749
(5.2
%) o
ver t
he q
uart
er
follo
win
g th
e se
ason
al p
eak
in D
ecem
ber 2
013.
The
Wor
k Re
ady
grou
p co
ntrib
uted
the
mos
t to
the
redu
ctio
n, fa
lling
by
2,10
0 ov
er th
e qu
arte
r. Th
e He
alth
, Con
ditio
n &
Disa
bilit
y gr
oup
redu
ced
by 1
,649
ove
r the
qua
rter
.O
ver t
he p
ast y
ear t
he B
PS ta
rget
gro
up h
as re
duce
d by
6,4
34
2013
.Th
e gr
owth
in th
e na
tiona
l rat
e ne
eds t
o be
hig
her t
o be
on
trac
k fo
r rea
chin
g th
e 98
per
cen
t goa
l by
the
end
of 2
016;
how
ever
, st
rong
gro
wth
in p
rior p
artic
ipat
ion
by p
riorit
y gr
oups
is d
rivin
g gr
owth
in th
e na
tiona
l rat
e.Pe
rcen
tage
poi
nt in
crea
se in
prio
r par
ticip
atio
n by
prio
rity
child
ren
June
201
2 to
Mar
ch 2
014
(Jun
e ba
selin
e da
ta)
subs
tant
iate
d ph
ysic
al a
buse
, a 2
.0 %
dec
reas
e on
the
year
to
Mar
ch 2
013.
Whi
le th
ese
num
bers
tend
to fl
uctu
ate,
the
rece
nt
flatt
ened
tren
d ap
pear
s to
cont
inue
.
This
is eq
uiva
lent
to 2
.88
child
ren
out o
f 100
0 co
mpa
red
to 2
.96
in th
e ye
ar to
Mar
ch 2
013.
Thi
s age
-adj
uste
d po
pula
tion
base
d ra
te a
ppea
rs to
be
trac
king
the
sam
e as
the
head
line
mea
sure
su
gges
ting
popu
latio
n flu
ctua
tions
are
not
hav
ing
an e
ffect
. A
revi
sed
fore
cast
ana
l ysis
show
s the
fore
cast
from
Mar
ch 2
014
to
YE Ju
ne
2012
YE Ju
ne
2013
YE M
arch
20
14%
poi
nt
h
91%
of 8
-mon
th o
lds w
ere
fully
imm
unise
d in
the
Mar
ch 2
014
qtr.
This
exce
eds t
he h
ealth
targ
et g
oal o
f 90
% c
over
age
by Ju
ly 2
014.
The
prov
ision
al in
cide
nce
rate
for r
heum
atic
feve
r ini
tial
hosp
italis
atio
ns fo
r the
201
3 ca
lend
ar y
ear i
s 4.3
per
100
,000
(194
ho
spita
lisat
ions
). Th
e 20
13 ra
te re
pres
ents
an
incr
ease
com
pare
d to
th
e 20
12 c
alen
dar y
ear r
ate
of 3
.7 p
er 1
00,0
00 (1
68
Wha
t the
da
ta te
lls u
s
Wha
t ha
s ha
ppen
ed fo
r NZe
rsDu
ring
the
Mar
ch 2
014
quar
ter t
here
wer
e 4,
317
exits
from
W
ork
Focu
sed
Case
Man
agem
ent,
an in
tens
ive
one-
to-o
ne
case
man
agem
ent s
ervi
ce fo
r clie
nts a
t risk
for l
ong
wel
fare
de
pend
ency
.
Wha
t ha
s ha
ppen
ed fo
r NZe
rs
py
gg
py
,(8
.5%
).
Wha
t ha
s ha
ppen
ed fo
r NZe
rs
ybe
low
er th
an th
at fr
om Ju
ne 2
011
(BPS
bas
elin
e), h
owev
er b
oth
rem
ain
with
in th
e 95
% c
onfid
ence
inte
rval
so th
ese
diffe
renc
es
cann
ot y
et b
e as
sum
ed to
be
signi
fican
t.
The
Roto
rua
and
Wha
ngar
eiCh
ildre
n’s T
eam
s are
mak
ing
a St
imul
atin
g de
man
d th
roug
h co
mm
unity
eng
agem
ent
The
Early
Lear
ning
Task
forc
eco
ntin
uest
ofin
din
nova
tive
way
sto
2012
2013
2014
chan
ge
Māo
ri90
.992
.393
.02.
1Pa
sifi
ka86
.788
.689
.93.
2Lo
w S
ES88
.690
.491
.42.
8
hosp
italis
atio
ns).
Not
e: W
hile
we
trac
k pr
ogre
ss to
war
ds th
e ta
rget
us
ing
hosp
ital d
ischa
rges
, the
num
ber o
f cas
es co
nfirm
ed to
hav
e rh
eum
atic
feve
r aft
er fo
llow
-up
revi
ew is
low
er.
Wha
t ha
s ha
ppen
ed fo
r NZe
rs
Ther
e w
ere
a fu
rthe
r 1,8
35 e
xits
from
ben
efit
for l
ong-
term
JS
clie
nts w
ith a
ben
efit
dura
tion
over
one
yea
r thr
ough
the
less
in
tens
ive
Wor
k Se
arch
Sup
port
(for
clie
nts t
hat n
eed
less
in
tens
ive
supp
ort t
o fin
d em
ploy
men
t). C
lient
s with
hig
her
dura
tion
afte
r com
plet
ing
trai
ning
cour
ses a
nd c
ase
man
agem
ent s
ervi
ces a
re st
airc
ased
clos
er to
the
labo
ur
mar
ket w
here
they
are
mor
e ab
le to
con
duct
thei
r ow
n jo
b se
arch
.
Imm
unis
atio
nFo
r exa
mpl
e, si
nce
last
Oct
ober
Lak
es D
HB h
as c
hang
ed th
e ne
wbo
rn
enro
lmen
t pro
cess
to in
crea
se a
dmin
istra
tion
supp
ort i
n th
e
diffe
renc
e in
thre
e im
port
ant w
ays:
child
ren
rece
ive
supp
ort a
nd
serv
ices
ear
lier,
a m
ore
in-d
epth
ass
essm
ent p
rovi
des m
ore
com
plet
e in
form
atio
n ab
out t
he c
hild
and
wha
t the
y ne
ed, a
nd th
e se
rvic
es w
rapp
ed a
roun
d ea
ch c
hild
and
thei
r fam
ily/w
hāna
uch
ange
and
ada
pt a
s the
ir ne
eds e
volv
e.M
SD h
as c
ompl
eted
the
Soci
al W
orke
rs in
Sch
ools
(SW
iS)
expa
nsio
n pr
ogra
mm
e, in
crea
sing
the
num
ber o
f dec
ile1-
3 sc
hool
s re
ceiv
ing
a SW
iSse
rvic
e fr
om 2
85 to
673
. All
deci
le1-
3 pr
imar
y
The
Early
Lear
ning
Tas
kfor
ce co
ntin
ues t
o fin
d in
nova
tive
way
s to
prom
ote
early
lear
ning
and
par
ticip
atio
n in
ECE
in c
omm
uniti
es
whe
re e
ngag
emen
t is l
ow, e
spec
ially
by
prio
rity
grou
ps.
This
incl
udes
:•P
rom
otin
g ea
rly le
arni
ng a
t Rat
ana
cele
brat
ions
–Th
e Ea
rly
Lear
ning
Tas
kfor
ce ra
n a
Tam
arik
iZon
e at
the
annu
al R
atan
ace
lebr
atio
ns, p
rovi
ding
ear
ly le
arni
ng a
ctiv
ities
for t
amar
ikia
nd
info
rmat
ion
for p
aren
ts. W
hāna
uen
gage
d in
lear
ning
act
iviti
es
ld
hh
ldh
hll
Wor
k an
d In
com
e is
ensu
ring
that
clie
nts c
an fi
nd e
mpl
oym
ent
befo
re th
ey re
ach
one
year
on
bene
fit. W
e ha
ve in
crea
sed
the
num
ber o
f clie
nts t
hat e
xit f
rom
ben
efit
befo
re th
ey re
ach
the
long
-ter
m JS
gro
up, w
hile
ach
ievi
ng re
duct
ions
for c
lient
s in
the
targ
et g
roup
.Cl
ient
s are
also
stay
ing
in e
mpl
oym
ent f
or lo
nger
. Evi
denc
e sh
ows t
hat 6
9.7
per c
ent o
f JS
clie
nts,
with
a d
urat
ion
over
one
ye
ardo
notr
etur
nto
bene
fitw
ithin
thre
em
onth
sofe
xitin
g
KEY
On
trac
kO
n tr
ack
GFo
reca
st T
arge
t Ac
hiev
emen
t
YO
n tr
ack,
but
cha
nges
not
yet
em
bedd
edO
n tr
ack,
but
cha
nges
not
yet
em
bedd
ed
ppp
mat
erni
ty u
nits
to e
nsur
e al
l new
born
s are
enr
olle
d w
ith a
GP.
For
ch
ildre
n st
ill n
ot si
gned
up
with
a G
P,La
kes D
HB d
iscus
ses t
hese
ch
ildre
n at
mul
ti-di
scip
linar
y te
am (M
DT) m
eetin
gs a
nd c
ontin
ues t
o fo
llow
them
up.
A
plan
is re
quire
d fo
r eac
h of
thes
e ch
ildre
n to
do
ever
ythi
ng p
ossib
le to
get
them
imm
unise
d by
thei
r mile
ston
e ag
e.
Rheu
mat
ic F
ever
79
ded
icat
ed o
pen
acce
ss ra
pid
resp
onse
clin
ics h
ave
been
rolle
d ou
t by
the
thre
eAu
ckla
ndm
etro
DHBs
and
Capi
tal&
Coas
tDHB
Durin
g
scho
ols n
ow h
ave
an h
ave
an a
lloca
ted
soci
al w
ork
prov
ider
.al
ongs
ide
thei
r chi
ldre
n in
a se
ttin
g w
here
they
nat
ural
ly co
me
toge
ther
. Thi
s spa
ce a
ttra
cted
hun
dred
s of w
hāna
uan
d th
eir
tam
arik
i, an
d re
ceiv
ed m
uch
posit
ive
feed
back
. •B
ette
r inf
orm
atio
n fo
r par
ents
–W
e ar
e pr
ovid
ing
fron
tline
staf
f, pa
rent
s, w
hāna
uan
d co
mm
uniti
es w
ith in
form
atio
n to
un
ders
tand
how
ear
ly le
arni
ng a
nd p
artic
ipat
ion
in q
ualit
y EC
E ca
n gi
ve c
hild
ren
a st
rong
er st
art i
n ed
ucat
ion.
Thi
snow
incl
udes
ra
dio
adve
rtise
men
ts in
seve
n la
ngua
ges.
Pro
mot
iona
l mat
eria
l is
year
, do
not r
etur
n to
ben
efit
with
in th
ree
mon
ths o
f exi
ting
from
ben
efit.
Thi
s has
incr
ease
d fr
om 6
8.6
per c
ent a
t the
be
ginn
ing
of th
e ye
ar.
Wor
k an
d In
com
e ar
e al
so w
orki
ng w
ith m
ore
clie
nts i
n th
e JS
gr
oup,
with
89.
3 pe
r cen
t of c
lient
s eng
aged
in fu
ll-tim
e w
ork-
rela
ted
inte
rven
tions
. RA
Prog
ress
, but
iss
ues t
o re
solv
ePr
ogre
ss, b
ut i
ssue
s to
reso
lve
Urg
ent a
tten
tion
requ
ired
Urg
ent a
tten
tion
requ
ired
Yby
the
thre
e Au
ckla
nd m
etro
DHB
s and
Cap
ital &
Coa
st D
HB. D
urin
g M
arch
, a to
tal o
f 1,2
31 h
igh
risk
(Mâo
ri, P
acifi
c, q
uint
ile 5
) 4-1
9 ye
ar
olds
pre
sent
ed w
ith a
sore
thro
at a
t prim
ary
care
ope
n ac
cess
rapi
d re
spon
se se
rvic
es.
As a
t 31
Mar
ch 2
014,
trai
ned
com
mun
ity w
orke
rs
have
eng
aged
with
ove
r 625
0 fa
mili
es a
nd n
early
20,
000
indi
vidu
als
thro
ugh
hom
e vi
sits a
nd co
mm
unity
eve
nts i
n th
e Au
ckla
nd a
nd
Wel
lingt
on re
gion
s to
deliv
er th
e Pa
cific
Eng
agem
ent S
trat
egy.
bein
g in
clud
ed in
free
info
rmat
ion
pack
s for
new
mot
hers
, whi
ch
reac
h ov
er 9
5% o
f par
ents
of a
ll ne
w-b
orn
babi
es.
Part
icip
atio
n pr
ogra
mm
eTh
is pr
ogra
mm
e of
fers
a ra
nge
of in
itiat
ives
to in
crea
se
part
icip
atio
n in
ECE
. As
at 3
0 M
arch
201
4, 9
,356
chi
ldre
n ha
d en
rolle
d in
ECE
thro
ugh
the
prog
ram
me.
By Ju
ne 2
017,
redu
ce th
e cr
ime
rate
by
15%
, red
uce
the
viol
entc
rime
rate
by20
%,r
educ
eth
eyo
uth
crim
e55
%of
25to
34-y
ear-
olds
will
have
aqu
alifi
catio
nat
leve
l4or
abov
eby
2017
85%
of 1
8 ye
ar o
lds w
ill h
ave
achi
eved
NCE
A le
vel 2
or
aneq
uiva
lent
qual
ifica
tion
in20
17Re
duce
the
re-o
ffend
ing
rate
by
25%
by
2017
5In
crea
se p
ropo
rtion
of 1
8 ye
ar
old
s with
NC
EA L
27
68
Incr
ease
pro
porti
on o
f 25-
34
year
old
s with
NZQ
F L4
or
abov
e
Red
uce
the
rate
s of t
otal
cr
ime,
vio
lent
crim
e an
d y
outh
cr
ime
Red
uce
reof
fend
ing
the
viol
ent c
rime
rate
by
20%
, red
uce
the
yout
h cr
ime
rate
by
25%
leve
l4or
abov
eby
2017
an e
quiv
alen
t qua
lific
atio
n in
201
7
Prog
ress
tow
ards
targ
etPr
ogre
ss to
war
ds ta
rget
Prog
ress
tow
ards
targ
etG
Prog
ress
tow
ards
targ
etG
Jun-
1198
61,
000
1,50
0Ta
rget
838
te per ople
Jun-
1130
.1
Mar
14
253035
ending
GG
TARG
ET56
%
58%
60%
90100
Wha
tthe
da
tate
llsus
Wha
tthe
da
tate
llsus
Mar
-14
832
0
500
,
0910
1112
1314
1516
17
Total crime ra10,000 peo
Jun-
11
109
100
150
rate oer ople
26.3
Ta
rget
22.5
05101520
0910
1112
1314
1516
17
Composite re-offerate
46%
48%
50%
52%
54%
50607080
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Wha
t the
da
ta te
lls u
s
Wha
tha
sha
ppen
edfo
rNZe
rs
The
com
bine
d re
-offe
ndin
g ra
te h
as d
ecre
ased
by
12.2
% si
nce
June
20
11. T
his r
educ
tion
mea
ns a
ppro
xim
atel
y 2,
242
few
er o
ffend
ers
than
in th
e ye
ar e
ndin
g Ju
ne 2
011,
resu
lting
in fe
wer
vic
tims,
less
lo
ss o
f hum
an p
oten
tial a
nd, o
ver t
ime,
gre
ater
abi
lity
to re
inve
st
into
oth
er a
reas
. Ove
rall,
the
re-o
ffend
ing
rate
is o
n tr
ack
to a
chie
ve
a 25
% re
duct
ion
in re
-offe
ndin
g by
201
7.
Wha
t the
da
ta te
lls u
sW
hat t
he d
ata
tells
us
Mar
-14
97Ta
rget
87
-50
0910
1112
1314
1516
17
Violent crime 10,000 peo
Jun-
1132
630
0
400
Targ
et24
4
rate per g people
The
2013
resu
lt is
78.6
%of
18
year
old
s had
NCE
A L2
or e
quiv
alen
t, ex
ceed
ing
the
2013
targ
et o
f 77.
9%.
Māo
ri an
d Pa
sifik
aac
hiev
emen
t is i
mpr
ovin
g at
a fa
ster
rate
than
ove
rall,
as s
et o
ut
belo
w. Pe
rcen
tage
of 1
8 Ye
ar o
lds w
ith N
CEA
L2 2
011–
2013
In 2
013,
53.
8% o
f 25–
34 y
ear o
lds h
ad a
qua
lific
atio
n at
Leve
l 4 o
r ab
ove,
up
from
52.
6% in
201
2. In
the
year
to M
arch
201
4, it
was
54
.5%
. Cha
nges
in Ju
ne 2
013
to th
e Ho
useh
old
Labo
ur F
orce
Su
rvey
’s q
ualif
icat
ion
ques
tion,
whi
ch im
prov
ed th
e ac
cura
cy o
f re
spon
ses t
o th
e qu
estio
n, m
ay h
ave
cont
ribut
ed to
the
incr
ease
. W
hat’s
need
ed:
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
% 2
011
% 2
013
% p
oint
cha
nge
All
743
786
43
All m
easu
res a
re o
n tr
ack
and
a re
vise
d yo
uth
crim
e ta
rget
of 2
5%
di
(5%
)l
hd
iS
bSi
J20
11
Wha
t the
da
ta te
lls u
s
Educ
atio
n, tr
aini
ng, e
mpl
oym
ent,
reha
bilit
atio
n an
d re
-inte
grat
ion
serv
ices
for o
ffend
ers h
as b
een
signi
fican
tly in
crea
sed
to fu
rthe
r re
duce
re-o
ffend
ing
volu
mes
. W
orki
ng P
rison
shas
bee
n su
cces
sful
ly im
plem
ente
d at
3 si
tes.
By
June
201
4 al
l elig
ible
offe
nder
s will
be
enga
ged
in a
stru
ctur
ed 4
0-ho
ur w
eek
of e
mpl
oym
ent,
educ
atio
n an
d re
habi
litat
ion
activ
ities
. 4
mor
e sit
es w
ill jo
in th
is in
itiat
ive
in Ju
ly 2
014.
Wha
t ha
s ha
ppen
ed fo
r NZe
rsM
ar-1
422
9
0
100
200
0910
1112
1314
1516
17
Youth crime r10,000 young
How
we
are
achi
evin
g pr
ogre
ss to
war
ds th
e ta
rget
•Int
ensiv
e w
ork
with
scho
ols a
nd o
ther
pro
vide
rs to
supp
ort
stud
ents
who
wer
e no
t exp
ecte
d to
ach
ieve
NCE
A L2
to re
tain
th
emin
educ
atio
n.Pr
ovid
erse
stab
lish
trac
king
and
mon
itorin
g
Wha
t’s n
eede
d:
Mai
ntai
n or
incr
ease
the
prop
ortio
n of
you
ng p
eopl
e en
rolle
d in
a
qual
ifica
tion
at L
evel
4 a
nd a
bove
: The
leve
l of 1
9 ye
ar o
lds
enro
lled
in q
ualif
icat
ions
at L
evel
4 a
nd a
bove
has
bee
n m
aint
aine
d at
47%
ove
r 201
2 an
d 20
13.
M
ore
youn
g pe
ople
com
plet
ing
qual
ifica
tion:
The
pro
port
ion
of
22 y
ear o
lds c
ompl
etin
g a
qual
ifica
tion
at Le
vel 4
and
abo
ve
incr
ease
d fr
om 3
2% in
201
1 to
35%
in 2
013.
All
74.3
78
.64.
3
Māo
ri57
.1
63.3
6.2
Pasif
ika
65.5
71
.45.
9
redu
ctio
n (w
as 5
%) w
as la
unch
ed in
Sep
tem
ber.
Sinc
e Ju
ne 2
011,
to
tal c
rime,
vio
lent
crim
e an
d yo
uth
crim
e ha
ve d
ropp
ed 1
6%, 1
1%
and
30%
resp
ectiv
ely.
Thi
s mea
ns th
at th
e Ju
stic
e Se
ctor
has
now
ac
hiev
ed tw
o of
it’s
BPS
targ
ets.
The
reco
rded
crim
e ra
te is
now
at i
ts
low
est l
evel
in o
ver 3
0 ye
ars.
Corr
ectio
ns h
as p
artn
ered
with
Hou
sing
NZ
tose
e a
min
imum
of
150
hous
es re
furb
ished
ove
r the
nex
t 5 y
ears
. Si
nce
July
201
3 m
ore
than
8,5
00 p
rison
ers h
ave
rece
ived
em
ploy
men
t and
trai
ning
op
port
uniti
es in
pris
on, w
ith 2
24 p
rison
ers b
eing
pro
vide
d w
ith
cons
truc
tion
trai
ning
to a
ssist
in th
e Ca
nter
bury
rebu
ild.
Mor
e th
an
600
priso
ners
hav
e pa
rtic
ipat
ed in
the
Rele
ase
to W
ork
prog
ram
me
since
1 Ju
ly 2
013.
Expa
nded
lite
racy
and
num
erac
y tr
aini
ngis
on tr
ack
to b
e de
liver
ed
In th
e ye
ar e
ndin
g M
arch
201
4, th
ere
wer
e ne
arly
59,
566
few
er
Wha
t ha
s ha
ppen
ed fo
r NZe
rsW
hat h
as h
app
ened
for N
Zers
them
in e
duca
tion.
Pro
vide
rs e
stab
lish
trac
king
and
mon
itorin
g sy
stem
s to
iden
tify
stud
ents
’ nee
ds, a
nd d
evel
op in
divi
dual
le
arni
ng p
rogr
amm
es to
ach
ieve
NCE
A L2
. In
201
3, 1
,506
of t
hese
st
uden
ts a
chie
ved
NCE
A L2
(660
Māo
ri an
d 25
8 Pa
sifik
ast
uden
ts).
•Wor
k w
ith sc
hool
s and
tert
iary
pro
vide
rs to
dev
elop
rele
vant
and
m
eani
ngfu
l lea
rnin
g pr
ogra
mm
es b
ased
on
the
Voca
tiona
l Pa
thw
ays,
lead
ing
to N
CEA
L2 a
nd b
eyon
d.
•Pro
vide
stud
ents
with
mor
e ch
oice
abo
ut w
here
and
how
they
ca
nst
udy
and
lear
nto
achi
eve
NCE
AL2
incl
udin
g10
000
plac
esin
Mon
itor t
he im
pact
of n
et m
igra
tion
on re
achi
ng th
e ta
rget
Net
-mig
ratio
n flo
ws i
ndic
ate
New
Zea
land
is re
tain
ing
and
attr
actin
g m
ore
peop
le a
ged
25–3
4 ye
ars,
with
a n
et-m
igra
tion
rate
of 2
.0%
in th
e ye
ar to
Mar
ch 2
014,
up
from
0.8
% in
201
3.
Stre
ngth
enin
g in
form
atio
n av
aila
ble
for s
tude
nts
•Stu
dent
s are
abl
e to
acc
ess i
nfor
mat
ion
on th
e sa
lary
and
p
yy
gto
alm
ost 3
,000
pris
oner
s thi
s yea
r.Pr
oven
reha
bilit
atio
n pr
ogra
mm
es h
ave
been
exp
ande
d or
in
trod
uced
, and
trea
tmen
t for
offe
nder
s with
dru
g an
d al
coho
l pr
oble
ms h
as b
een
expa
nded
. O
ver 1
7,00
0 al
coho
l and
dru
g tr
eatm
ent i
nter
vent
ions
hav
e be
en d
eliv
ered
ove
r the
last
9 m
onth
s.Th
e in
trod
uctio
n of
the
‘Out
of G
ate’
serv
ice
(fund
ed b
y th
e JS
F)
ensu
res o
ffend
ers h
ave
read
y ac
cess
to th
e re
inte
grat
ion
supp
ort
they
need
asth
eyle
ave
priso
nM
ore
than
100
0of
fend
ersh
ave
crim
es (4
,515
few
er v
iole
nt cr
imes
), an
d 1,
993
few
er y
outh
cou
rt
appe
aran
cest
han
in th
e ye
ar e
ndin
g Ju
ne 2
011,
mea
ning
thou
sand
s fe
wer
vic
tims a
nd im
prov
ed p
ublic
safe
ty.
Fron
tline
staf
f are
enc
oura
ged
to b
e in
nova
tive
whe
n ta
cklin
g lo
cal
issue
s. In
Wai
kato
, the
Inte
grat
ed O
ffend
er P
reve
ntio
n an
d Su
ppor
t (IO
PS) p
roje
ct b
etw
een
Polic
e an
d Co
mm
unity
Pro
batio
n w
orks
with
re
cidi
vist
dish
ones
ty o
ffend
ers t
o re
solv
e of
fend
ing.
The
Eas
t Coa
st
Fla g
ship
is ru
nnin
g a
proj
ect w
ith th
e Sa
fer T
aira
whi
tiCo
mm
unity
can
stud
y an
d le
arn
to a
chie
ve N
CEA
L2, i
nclu
ding
10,
000
plac
es in
Yo
uth
Guar
ante
e fe
es-fr
ee p
lace
s in
tert
iary
edu
catio
n an
d 4,
500
plac
es in
Tra
des A
cade
mie
s. S
tude
nts i
n th
ese
prog
ram
mes
are
m
ore
likel
y to
ach
ieve
NCE
A2.
•Wor
k w
ith e
duca
tion
prov
ider
s, in
dust
ry, i
wi,
loca
l bod
ies,
co
mm
unity
gro
ups,
and
par
ents
/fam
ily a
nd w
hāna
uto
supp
ort
them
to e
xpec
t NCE
A L2
ach
ieve
men
t, re
tent
ion
in e
duca
tion,
and
pr
ogre
ssio
n to
furt
her e
duca
tion.
Fili
tt
hl
tk
tth
itht
tiid
d
yem
ploy
men
t out
com
es o
f stu
dy to
info
rm th
eir c
hoic
es.
•Occ
upat
ion
Out
look
, an
over
view
of j
ob d
eman
d, li
kely
inco
mes
, an
d tr
aini
ng re
quire
men
ts fo
r 50
care
er o
ptio
ns, c
an b
e ac
cess
ed
onlin
e an
d vi
a a
smar
tpho
neap
p.Ex
pand
ing
and
impr
ovin
g ap
pren
tices
hips
•The
New
Zea
land
App
rent
ices
hip
has b
een
intr
oduc
ed, w
ith st
udy
at a
min
imum
of L
evel
4, a
nd e
xten
ded
age
elig
ibili
ty.
• Opp
ortu
nitie
swith
intr
ades
wer
eex
pand
edfo
rMāo
rian
dth
ey n
eed
as th
ey le
ave
priso
n. M
ore
than
1,0
00 o
ffend
ers h
ave
rece
ived
this
serv
ice
since
it st
arte
d in
Oct
ober
201
3.g
pg
pj
yTr
ust f
ocus
ing
on e
duca
tion,
alc
ohol
and
dru
g an
d em
ploy
men
t iss
ues t
o re
duce
the
harm
ful b
ehav
iour
of g
ang
mem
bers
. Au
ckla
nd is
a k
ey fo
cus f
or th
e se
ctor
. Ini
tiativ
es a
ddre
ssin
g lo
cal
chal
leng
es a
re b
eing
supp
orte
d, su
ch a
s a m
ulti-
agen
cy ta
skin
g an
d co
ordi
natio
n pr
oces
s in
Wai
tem
ata
(led
by P
olic
e) w
hich
targ
eted
tw
o fa
mili
es in
volv
ed in
pro
lific
offe
ndin
g ac
ross
Auc
klan
d, re
sulti
ng
in re
duce
d of
fend
ing
in b
oth
fam
ilies
and
impr
oved
leve
ls of
en
gage
men
tacr
ossj
ustic
ean
dso
cial
sect
orag
enci
es
Wha
t ha
s ha
ppen
ed fo
r NZe
rsKE
YO
n tr
ack
On
trac
kG
Fore
cast
Tar
get
Achi
evem
ent
YO
n tr
ack,
but
cha
nges
not
yet
em
bedd
edO
n tr
ack,
but
cha
nges
not
yet
em
bedd
ed
KEY
•Fac
ilita
te sc
hool
s to
wor
k to
geth
er, w
ith te
rtia
ry p
rovi
ders
and
th
eir c
omm
uniti
es to
pro
vide
stud
ents
with
a w
ider
rang
e of
le
arni
ng p
rogr
amm
es th
roug
h Yo
uth
Guar
ante
e N
etw
orks
and
pa
rtne
rshi
ps.
•In
2013
, the
equ
ival
ent o
f an
addi
tiona
l 2,7
30 1
8 ye
ar o
lds h
ad
achi
eved
NCE
A L2
due
to th
e in
crea
sed
achi
evem
ent r
ate
for
NCE
AL2
from
2011
to20
13
Opp
ortu
nitie
s with
in tr
ades
wer
e ex
pand
ed fo
r Māo
ri an
d Pa
sifik
aw
ith a
n ad
ditio
nal 3
,000
trai
nees
by
2017
. •B
udge
t 201
4 en
able
d a
furt
her 6
,000
app
rent
ices
to g
ain
the
Appr
entic
eshi
p Re
boot
. In
tota
l, 20
,000
app
rent
ices
and
thei
r em
ploy
ers w
ill re
ceiv
e su
bsid
ies f
or to
ols o
r off-
job
cour
se c
osts
.
•Mon
thly
new
App
rent
ices
hip
enro
lmen
ts a
re c
urre
ntly
24%
hi
gher
in 2
014
than
in 2
012.
Ex
pans
ion
of te
rtia
ry st
udy
oppo
rtun
ities
•Bac
helo
rdeg
ree
enro
lmen
tsfo
r18
24ye
arol
dsw
ere
5%hi
gher
enga
gem
ent a
cros
s jus
tice
and
soci
al se
ctor
age
ncie
s.
Vict
ims a
re ce
ntra
l to
the
stra
tegi
c arc
hite
ctur
e of
the
just
ice
sect
or.
The
Lead
ing
Just
ice
Sym
posiu
m fo
cuss
ed o
n vi
ctim
s, a
nd a
num
ber o
f ac
tions
hav
e be
en id
entif
ied
whi
ch th
e ju
stic
e se
ctor
inte
nds t
o ta
ke
forw
ard.
Of t
he 5
3 cl
ient
s who
rece
ived
Saf
e@Ho
me,
98.
15%
re
port
ed n
o fu
rthe
r ass
aults
. The
Vic
tim S
uppo
rt ru
n (a
nd M
oJfu
nded
) enh
ance
d ho
mic
ide
supp
ort s
ervi
ce h
as re
ceiv
ed e
xcel
lent
po
sitiv
e fe
edba
ck in
its i
nitia
l sta
ges
RAPr
ogre
ss, b
ut i
ssue
s to
reso
lve
Prog
ress
, but
iss
ues t
o re
solv
e
Urg
ent a
tten
tion
requ
ired
Urg
ent a
tten
tion
requ
ired
Y,
gy
,g
yN
CEA
L2 fr
om 2
011
to 2
013.
•T
his i
ncre
ase
is eq
uiva
lent
to a
n ad
ditio
nal 8
40 M
āori
18 y
ear o
lds
and
an a
dditi
onal
408
Pas
ifika
18 y
ear o
lds.
•T
hese
you
ng p
eopl
e ar
e no
w m
ore
able
to p
rogr
ess t
o fu
rthe
r ed
ucat
ion
and
trai
ning
and
ent
er a
nd p
rogr
ess i
n th
e w
orkf
orce
.•Y
oung
peo
ple
have
mor
e ch
oice
abo
ut w
here
and
wha
t to
lear
n.•S
choo
ls an
d pr
ovid
ers a
re m
ore
focu
sed
on ra
ising
ach
ieve
men
t.
•Bac
helo
r deg
ree
enro
lmen
ts fo
r 18-
24 y
ear o
lds w
ere
5% h
ighe
r in
201
3 th
an 2
010.
•I
ncre
ased
fund
ing
for,
and
prom
otio
n of
, eng
inee
ring
to su
ppor
t 50
0 ad
ditio
nal g
radu
ates
per
yea
r fro
m 2
017.
•T
he e
xpan
sion
of A
UT’
s Sou
th C
ampu
s in
Man
ukau
to o
ver 1
,000
EF
TS in
201
4 pr
ovid
es a
dditi
onal
tert
iary
edu
catio
n op
port
uniti
es
with
in a
com
mun
ity w
ith lo
wer
edu
catio
nal a
ttai
nmen
t.
Busin
ess c
osts
from
dea
ling
with
go
vern
men
twill
redu
ceby
25%
byGo
vern
men
t ser
vice
s to
busin
essw
illha
vesim
ilark
ey
9N
Z bu
sines
ses h
ave
a on
e-st
op
onlin
e sh
op fo
r all
gove
rnm
ent
advi
ce &
supp
ort
10N
ew Z
eala
nder
s can
co
mpl
ete
thei
r tra
nsac
tions
w
ith g
over
nmen
t eas
ily in
a
dig
ital e
nviro
nmen
tAn
ave
rage
of 7
0 pe
r cen
t of N
ew Z
eala
nder
s’ m
ost c
omm
on
tran
sact
ions
with
gov
ernm
ent w
ill b
e co
mpl
eted
in a
dig
ital
envi
ronm
ent b
y 20
17 –
up fr
om 2
9.9
per c
ent f
rom
bas
elin
e.
gove
rnm
ent w
ill re
duce
by
25%
by
2017
, thr
ough
a y
ear-
on-y
ear
redu
ctio
n in
effo
rt re
quire
d to
w
ork
with
age
ncie
s
busin
ess w
ill h
ave
simila
r key
pe
rfor
man
ce ra
tings
as l
eadi
ng
priv
ate
sect
or fi
rms b
y Ju
ly 2
017,
an
d bu
sines
ses w
ill b
e ab
le to
co
ntrib
ute
to th
is th
roug
h an
on
line
feed
back
syst
em fr
om Ju
ly
2013
Prog
ress
tow
ards
targ
etPr
ogre
ss to
war
ds ta
rget
YA
Prog
ress
tow
ards
targ
et
Perc
eptio
n of
eff
ort t
o in
tera
ct w
ith g
over
nmen
t com
pare
d w
ith th
e pr
ivat
e se
ctorA
410%
388%
43.4
%
60%
80%
100%
Ove
rall
upta
ke a
nd p
roje
ctio
ns (a
vera
ge %
of 1
0 se
rvic
es)
Abu
sines
sref
eren
cegr
oup
now
expa
nded
toco
vero
ver1
200
busin
esse
s
Wha
t the
da
ta te
lls u
s
32.4
%
38.6
%41
.0% 36
.9%38
.8%
42.0
%
0%20%
40% Ju
n-12
Feb-
13O
ct-1
3Ju
l-14
Mar
-15
Nov
-15
Jul-1
6M
ar-1
7De
c-17
Actu
alM
ost L
ikel
yW
orst
cas
eBe
st ca
se
Wha
t the
da
ta te
lls u
sTh
e pe
rcen
tage
of N
ew Z
eala
nder
s cho
osin
g to
tran
sact
with
gov
ernm
ent
digi
tally
dro
pped
by
1.4%
in th
e la
st q
uart
er d
own
to a
n av
erag
e of
42%
., bu
t the
re is
a 1
% in
crea
se co
mpa
red
to th
e sa
me
perio
d fo
r 201
3. T
he
quar
terly
resu
lt is
now
on
the
proj
ecte
d tr
ack,
hav
ing
prev
ious
ly b
een
on
the
best
cas
e tr
ack.
6 m
onth
ly p
roje
ctio
ns co
mpl
eted
in D
ecem
ber s
how
ed th
e m
ost l
ikel
y
A bu
sines
s ref
eren
ce g
roup
, now
exp
ande
d to
cov
er o
ver 1
,200
bus
ines
ses,
as
sists
in m
easu
ring
prog
ress
aga
inst
Res
ult 9
targ
ets l
ooki
ng a
t the
pe
rcei
ved
effo
rt o
f int
erac
ting
with
gov
ernm
ent.
Tak
ing
a ba
se o
f 100
for
the
effo
rt o
f dea
ling
with
gov
ernm
ent i
n 20
12, t
he e
ffort
in 2
013
was
102
(n
o st
atist
ical
ly si
gnifi
cant
chan
ge).
Thos
e w
ho p
erce
ived
a d
ecre
ase
in
effo
rt ci
ted
the
impr
oved
abi
lity
to in
tera
ct o
nlin
e an
d ot
her i
mpr
ovem
ents
in
syst
ems a
nd p
roce
sses
. B
y co
mpa
rison
, the
effo
rt o
f dea
ling
with
priv
ate
ente
rpris
es (b
anki
ng, i
nsur
ance
, tel
ecom
mun
icat
ions
and
pow
er) w
as ra
ted
85Th
ego
alof
a25
%re
duct
ion
inef
fort
by20
17w
ould
requ
irea
Wha
t ha
s ha
ppen
ed fo
r NZ
busin
esse
s
digi
tal u
ptak
e w
as 6
6.5%
by
Dec
2017
. Th
e ne
xt p
roje
ctio
ns a
re d
ue in
July
th
is ye
ar a
nd w
ill re
flect
the
first
set o
f act
ions
agr
eed
to b
y ag
enci
es th
at
wer
e ex
pect
ed to
driv
e th
e di
gita
l upt
ake
abov
e 70
% b
y De
cem
ber 2
017.
Ac
hiev
ing
the
70%
targ
et is
like
ly to
be
depe
ndan
t on
the
impl
emen
tatio
n of
key
initi
ativ
es, s
uch
as p
rovi
ding
IR n
umbe
rs d
igita
lly a
s par
t of t
he w
ork
Visa
pro
cess
(with
the
risk
bein
g th
at th
is in
itiat
ive
may
not
be
impl
emen
ted
prio
r to
2017
).Fi
gure
s are
subj
ect t
o se
ason
al v
aria
tions
and
ther
efor
e w
ill c
ontin
ue to
85.T
he g
oal o
f a 2
5% re
duct
ion
in e
ffort
by
2017
wou
ld re
quire
a
gove
rnm
ent s
core
of 7
5 or
low
er, w
hich
is lo
wer
than
the
curr
ent p
erce
ived
ef
fort
of d
ealin
g w
ith th
e pr
ivat
e se
ctor
.
Empl
oyer
Reg
istra
tion:
The
new
Em
ploy
er R
egist
ratio
n Se
rvic
e, w
hich
allo
ws
com
pani
es to
regi
ster
as a
n em
ploy
er w
ith In
land
Rev
enue
at t
he sa
me
time
thi
tth
ith
Ci
Offi
bit
Wha
t ha
s ha
ppen
ed fo
r NZe
rs
gues
ae
subj
eco
seas
oa
aa
osa
de
eo
eco
ueo
fluct
uate
from
one
qua
rter
to th
e ne
xt a
nd w
ill re
flect
this
durin
g th
e ye
ar.
Pass
port
App
licat
ions
Fas
ter a
nd E
asie
rTh
e O
nlin
e Re
new
al S
ervi
ce is
mak
es it
eas
y fo
r New
Zea
land
ers t
o ap
ply
for
a pa
sspo
rt fr
om w
ithin
New
Zea
land
and
abr
oad.
An
Onl
ine
Phot
o Ch
ecke
r im
plem
ente
d in
Janu
ary
has h
ad a
pos
itive
impa
ct o
n on
line
upta
ke, a
nd
“i
hfi
il
d”i
f60
%75
%f
li
KEY
Fore
cast
Targ
etAc
hiev
emen
t
as th
ey in
corp
orat
e th
eir c
ompa
ny o
n th
e Co
mpa
nies
Offi
ce w
ebsit
e, w
as
laun
ched
on
11 M
arch
201
4. S
ince
the
laun
ch m
ore
than
1,3
50 e
mpl
oyer
s ha
ve u
sed
the
serv
ice.
Low
er su
rvey
bur
den
for b
usin
ess:
Bet
wee
n 20
02 a
nd 2
012
the
num
ber o
f bu
sines
ses s
urve
yed
by S
tatis
tics N
Z de
crea
sed
by 5
1% (f
rom
268
000
to
131
000
busin
esse
s), w
ith a
furt
her 2
5% re
duct
ion
fore
cast
by
2021
. T
he
redu
ced
com
plia
nce
burd
en a
rises
from
cha
nges
to h
ow b
usin
esse
s are
se
lect
ed, i
nfor
mat
ion
shar
ing
betw
een
agen
cies
and
impr
oved
stat
istic
al
seen
“rig
ht fi
rst t
ime
uplo
ads”
incr
ease
from
60%
to 7
5% o
f onl
ine
appl
icat
ions
rece
ived
.Tr
ial o
f You
nger
Peo
ple
Usin
g Sm
artG
ate
Smar
tGat
ew
as in
trod
uced
in 2
009
and
has n
ow b
een
used
by
8.3
mill
ion
arriv
ing
and
depa
rtin
g pa
ssen
gers
. A
tria
l lat
e la
st y
ear t
o ex
tend
Sm
artG
ate
for p
asse
nger
s age
d 12
to 1
5 sa
w a
n av
erag
e 54
0 of
thes
e yo
ung
pass
enge
rs
use
Smar
tGat
e, re
sulti
ng in
aq
reco
mm
enda
tion
to lo
wer
the
age
limit
to 1
2.Re
alM
elo
gin
for O
nlin
e Se
rvic
es fo
r Sen
ior S
ervi
ces &
Wor
k an
d In
com
eA
On
trac
kO
n tr
ack
GFo
reca
st T
arge
t Ac
hiev
emen
t
Pb
il
Pb
il
YO
n tr
ack,
but
cha
nges
not
yet
em
bedd
edO
n tr
ack,
but
cha
nges
not
yet
em
bedd
ed
tech
niqu
es.
The
Join
t Bor
der M
anag
emen
t Sys
tem
( JBM
S) -
Trad
e Si
ngle
Win
dow
(T
SW)
has b
een
up a
nd ru
nnin
g sin
ce A
ugus
t 201
3 w
ith 5
25 0
00
tran
sact
ions
pro
cess
ed to
20
June
. TS
W is
now
pro
cess
ing
over
35%
of
inw
ard
tran
sact
ions
and
100
% o
f out
war
d m
essa
ges t
o cu
stom
ers.
Onl
ine
tax
retu
rns a
nd e
GST:
MyI
Rup
take
cont
inue
s to
incr
ease
and
1.7
m
peop
le n
ow re
gist
ered
to u
se th
is se
cure
, onl
ine
serv
ice
for f
iling
thei
r tax
an
d GS
T re
turn
s. A
s at A
pril
2014
, 29%
of a
ll GS
T cu
stom
ers h
ad fi
led
thei
r La
st D
ecem
ber,
the
Real
Me
logi
n fo
r Wor
k an
d In
com
e’s O
nlin
e Se
rvic
es
wen
t liv
e, re
quiri
ng S
enio
r Ser
vice
s & W
ork
and
Inco
me
clie
nts t
o ha
ve a
Re
alM
elo
gin
to a
pply
onl
ine
for f
inan
cial
ass
istan
ce o
r NZ
Supe
r, or
to
acce
ss M
y Ac
coun
t. B
y th
e en
d of
Mar
ch 2
014,
64,
907
Real
Me
logi
ns h
ad
been
crea
ted.
Whi
le th
e nu
mbe
r of l
ogin
s is s
till s
igni
fican
tly b
elow
the
num
bers
who
use
d th
e pr
evio
us o
nlin
e lo
gin
syst
em, t
he n
umbe
r of R
ealM
elo
gins
is e
xpec
ted
to in
crea
se, w
ith a
con
sequ
ent i
ncre
ase
in d
igita
l upt
ake.
RAPr
ogre
ss, b
ut i
ssue
s to
reso
lve
Prog
ress
, but
iss
ues t
o re
solv
e
Urg
ent a
tten
tion
requ
ired
Urg
ent a
tten
tion
requ
ired
p,
retu
rns t
hrou
gh th
e eG
STse
rvic
e on
myI
R(>
1.1m
retu
rns s
ince
eGS
Tw
as
laun
ched
in S
epte
mbe
r 201
2).
Supp
ort f
or N
ZBN
: Pub
lic co
nsul
tatio
n in
Mar
ch/A
pril
on o
ptio
ns fo
r ex
tend
ing
cove
rage
of t
he N
ZBN
to o
ther
bus
ines
ses,
indi
cate
d ag
reem
ent
from
88%
of t
he su
bmiss
ions
rece
ived
that
sole
trad
ers a
nd p
artn
ersh
ips
shou
ld b
e al
loca
ted
an N
ZBN
. Thi
s will
requ
ire le
gisla
tion.
AVERAGE RATE OF TRANSACTIONS COMPLETED IN A DIGITAL ENVIRONNMENT
CHILDREN EXPERIENCING PHYSICAL ABUSERHEUMATIC FEVERINFANT IMMUNISATION
JOB SEEKER SUPPORT BENEFITS - 12 MONTHS + EARLY CHILDHOOD EDUCATION PARTICIPATION
18-YEAR-OLDS ACHIEVEMENT OF NCEA L2 25- TO 34-YEAR-OLDS WITH NZQF L4 QUALIFICATIONS CRIME RATE
RE-OFFENDING RATE
REDUCTION IN COST TO BUSINESS FROM DEALING WITH GOVERNMENT
REDUCING WELFARE DEPENDENCE SUPPORTING VULNERABLE CHILDREN
SUPPORTING VULNERABLE CHILDREN
BOOSTING SKILLS AND EMPLOYMENT
REDUCING CRIME
REDUCING CRIME
IMPROVING INTERACTION WITH GOVERNMENT
INCREASE PARTICIPATION IN ECE
REDUCE ASSAULTS ON CHILDRENINCREASE INFANT IMMUNISATION AND REDUCE RHEUMATIC FEVER
INCREASE PROPORTION OF 18-YEAR-OLDS WITH NCEA L2
INCREASE PROPORTION OF 25- TO 34-YEAR-OLDS WITH NZQF L4 OR ABOVE
REDUCE THE RATES OF TOTAL CRIME, VIOLENT CRIME AND YOUTH CRIME
REDUCE RE-OFFENDING NZ BUSINESSES HAVE A ONE-STOP ONLINE SHOP FOR ALL GOVERNMENT ADVICE AND SUPPORT
NEW ZEALANDERS CAN COMPLETE THEIR TRANSACTIONS WITH GOVERNMENT EASILY IN A DIGITAL ENVIRONMENT
REDUCING LONG-TERM WELFARE DEPENDENCE1 2
3 4
7
108 9
5 6
ANNEX 2
25
50
75
100
2010 2011 2012 2013 2014 2015 2016 20170
15
30
45
2010 2011 2012 2013 2014 2015 2016 2017
0
400
800
1,200
2010 2011 2012 2013 2014 2015 2016 201745
50
55
60
2010 2011 2012 2013 2014 2015 2016 201755
70
85
100
2010 2011 2012 2013 2014 2015 2016 2017
0
1,250
2,500
3,750
2010 2011 2012 2013 2014 2015 2016 20170
1.5
3
4.5
2010 2011 2012 2013 2014 2015 2016 201770
80
90
100
2010 2011 2012 2013 2014 2015 2016 2017
91
94
97
100
2010 2011 2012 2013 2014 2015 201645,000
60,000
75,000
90,000
2010 2011 2012 2013 2014 2015 2016 2017
20
50
80
110
2010 2011 2012 2013 2014 2015 2016 2017
No. %
% No.
Cases per
100,000
%Per 10,000population%
%%
%
TARGET
TARGET
TARGET
TARGET
TARGET
TARGET TARGET TARGET
TARGET TARGETTARGET
URGENT ATTENTION REQUIRED
PROGRESS, BUT ISSUES TO RESOLVE
ON TRACK, BUT CHANGES NOT YET EMBEDDED
ON TRACK
The delivery of better public services is squarely focused on getting the State sector to deliver better results and improved services for New Zealanders. The Government has set 10 challenging results and targets to achieve over five years. This snapshot presents progress as at February 2014.See more information about the delivery of better public services and these 10 results on www.ssc.govt.nz/better-public-services
SNAPSHOT OF PROGRESS ON BETTER PUBLIC SERVICESRESULTSJULY 2014
1
Annex 3: BPS Results reporting – Criteria for rating forecast target achievement Green
On track
1 The lead indicator data are reliable and at, or ahead of, the trend-line forecast to meet the target over at least the previous two quarters
2 All other significant indicator data provide confidence that the target will be met
3 Actions taken to reach the target are embedded and there are indications that these actions are successful
Yellow
On track, but changes not yet embedded
1 The lead indicator data are at, or ahead of, the trend-line forecast to meet the target over at least the previous quarter
2 Other indicator data provide some confidence about target achievement
3 Planning for actions needed to reach the target is advanced and funding has been committed. Significant action has already been taken, but it is too early to determine success
Amber
Progress, but issues to resolve
1 The lead indicator data are either: • Not yet showing a trend; or • Unreliable/volatile; or • Below the trend line forecast to meet the target
2 Other indicator data do not yet provide confidence that the target will be met
3 Actions have been planned to reach the target, and some actions are
underway, but these are insufficient to reach the target. Significant issues to resolve, particularly around sustainable funding and joint agreement to action.
Red Urgent attention required
1 The lead indicator data are either unavailable or below the trend line forecast to meet the target
2 Other indicator data do not provide confidence that the target will be met
3 External intervention is needed to resolve issues
Note: Criteria 1 & 2 are based on indicator data that show progress towards the target. Criterion 3 is based on the maturity of actions taken to achieve sustainable progress. All three criteria should be met for the rating to apply.