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Statement of Intent 09/12

Strategic direction

Overview of how the Department contributes to the Government's strategic direction

Growing the New Zealand economy in order to deliver greater prosperity, security and opportunities to all New Zealanders

The Government is working towards growing the New Zealand economy in order to deliver greater prosperity, security and opportunities to all New Zealanders. The building and housing sector is a key part of the economy and is critical to economic recovery and growth. The building and construction sector contributes to around 5 percent of GDP, and in November 2008 it employed approximately 176,000 New Zealanders. Housing is a key component of the infrastructure needed to support the successful growth of Auckland and New Zealand's other growing cities.

Combined housing costs absorb around 23 percent of household income. They are also the main part of both household assets and debts, and have significant implications for employment, labour mobility and consumption levels through wealth and multiplier effects. The sector influences a wide range of occupations, from builders and local authorities to real estate agents, property investors and mortgage providers. All New Zealanders are affected by the quality, affordability and supply of residential and commercial buildings. They are also affected by the contribution these make to successful communities, towns and cities.

The Government's involvement in the housing sector is changing and recognises the impact building and housing has on economic, social and environmental outcomes. Building and housing are a core infrastructure component to support wider economic and social objectives. The Department is taking a lead role in providing advice that takes a broader cross-sector view of these issues. It is grounded in strong sector relationships and working with Housing New Zealand Corporation and other agencies on the broader policy objectives for housing.

The Department's role in delivering an effective regulatory regime for the building and housing sector, and its provision of policy advice, is important to enabling the sector to perform well. A productive, well-performing building and construction sector will be an important factor in growing New Zealand's economy, as what happens in the building and construction sector has a ˜multiplier effect' on the wider economy. The level of activity and the productivity of the sector will be an important contributor to New Zealand's economic recovery and growth.

The Government's priorities for the building and housing sector

The Government's medium-term priorities for the building and housing sector set the strategic context for the Department's operations:

to ensure ongoing confidence and investment in the building and construction sector as this is critical in terms of economic activity, jobs and skill retention
to drive down the regulatory costs associated with building without compromising building quality and to remove unnecessary regulation that adds cost and delivers little benefit
to get better results from the Government's investment in resolving weathertightness issues
to support and encourage improved productivity across the building and construction sector
to improve the way liability works in relation to building work
to ensure ongoing confidence and investment in the housing sector as this is critical in terms of economic activity, jobs and skill retention
to maintain the supply of housing at a reasonable level to ensure New Zealanders' housing needs are met and major supply issues do not start to emerge in the short to medium term
to see more effective management of the state housing asset and better use of the social housing stock.

The Government's specific priorities for 2009 are as follows.

Reducing regulatory and compliance costs through:
- streamlining and simplifying the consenting process and reducing overall costs of building controls
- better efficiency and effectiveness and delivery of results from building sector reforms in relation to builder licensing, building consenting authority accreditation and product certification
- removing unnecessary building control regulation, and increasing the focus on information and education
- investigating the potential for an online national consenting system.
Reviewing the liability framework for the building sector and considering the possible use of Home Warranty Insurance.
Developing an alternative approach to weathertightness with greater emphasis on getting homes fixed ie, more effective approach to resolving claims.
Increasing innovation in the housing market, including regulatory and non-regulatory initiatives designed to increase the supply of affordable housing and broaden the range of options for consumers.
Removing barriers and supporting options to enhance the supply of affordable housing and better urban development, particularly in Auckland. This will contribute to and support the Government's infrastructure investment in the housing sector.
More efficient use of state housing assets by better management of stock and better use of assets.
Upgrading current Housing New Zealand Corporation stock and the construction of new housing.

The Department's contribution

The Government's priorities for the sector will be achieved by:

simplifying regulation of building and construction
simplifying regulation of building and housing standards and systems
continuing to ensure public safety and good quality buildings that perform in the New Zealand environment
lifting consumer awareness and supporting well-informed consumers to participate with increased confidence in the housing and building market
providing information and services to support dispute resolution
providing policy advice on a range of options and approaches to increase housing supply and improve affordability
conducting research and evaluation, and providing technical advice on building designs, systems and trends
improving monitoring and advice to Ministers on the performance of Housing New Zealand Corporation and its delivery of social housing objectives.

In giving effect to our regulatory functions it is important that the right balance is struck between costs, benefits and performance to ensure building failures such as leaky homes are not repeated.

The Department's policy advice, regulatory, information and dispute resolution functions are focused on addressing the significant issues facing the building and housing sector and delivering on the Government's priorities for it.

The Department has an important leadership role to play in working with the building and housing sector to lift standards and performance. It must also look ahead and consider how buildings and the built environment can better meet New Zealanders' needs now, and in the future, and how best to respond to changing economic circumstances and social needs.

The following outcome framework shows how the Department's deliverables and strategies link to the overall outcome for New Zealanders, the sector outcomes, and the Government's priorities, together with measures of progress towards achieving these.

The Department is also committed to providing value for money to the Government, sector stakeholders and consumers. An ongoing Value for Money Programme has been implemented to identify cost savings and ways of working smarter to ensure effective use of resources and delivery of services.
We are also confronting a significant drop in third-party revenue from levies, fees and interest income that is requiring careful consideration of priorities and expenditure.

Outcome framework for the Department of Building and Housing

Government goal

To grow the New Zealand economy in order to deliver greater prosperity, security and opportunities to all New Zealanders.

Outcome for New Zealand

A building and housing market that delivers good quality homes and buildings for New Zealanders that contribute to strong communities and a prosperous economy.

Medium-term outcomes

A business-enabling regulatory environment for building and housing that is efficient and effective, ensures public safety and delivers good quality homes and buildings that perform well in the New Zealand environment
An enhanced housing and building market that provides an accessible range of houses and buildings that meet New Zealanders' economic and social needs
A well performing, professional building and housing sector that has the capability and capacity to do a good job
Participants in the building and housing market are well informed, can transact with confidence and are supported to resolve their disputes

Why we are going to do this

The current regulatory environment can be streamlined and made more effective through the removal of barriers to business, and by providing more targeted and consumer-accessible information. Clear and appropriate standards supported by a streamlined, cost-effective regulatory environment will help remove barriers and enable businesses to build good quality homes and buildings.

The building and housing market will perform more effectively if there is access to adequate quality and timely information to inform decision-making. The market will also perform more effectively if supported by effective policies and regulations that enable a wide range of housing choices for consumers that meet their needs.

The building and construction sector is a major component of the economy. Increasing sector productivity and performance will contribute to greater prosperity and better value delivered to homeowners and building owners. Working with the sector to lift skills, and to build capability and capacity to do a good job, will lift productivity. This in turn will assist the delivery of good quality homes and buildings that contribute to strong communities and a prosperous New Zealand economy.

In order to make well-informed decisions and to resolve disputes, people need reliable and timely information and access to appropriate services. Efficient, effective and timely services support the resolution of disputes and will reduce their overall number. This enables the housing and building market to work more effectively and deliver better value to customers.

How we are going to do this

We will work with the sector, stakeholders and consumers in the design and implementation of a streamlined, cost- effective regulatory environment to ensure good quality homes and buildings and public safety.

We will lead development of the research agenda for building science and design for New Zealand We will lead the development of innovative policy and approaches to housing and building supply and affordability for the New Zealand environment.

We will work with the sector and education providers to lift skills and productivity in the building and construction sector so that participants do a good job.

We will work to raise consumer knowledge and awareness through the supply of targeted advice, accessible information and dispute resolution services so consumers can transact with confidence in the building and housing market.

We will design, develop and deliver excellent, integrated, cost-effective and accessible services that are valued by New Zealanders.

We will continue to build the capability to lead and manage a cost-effective and high performing organisation through ongoing development and implementation of our Organisation Development Plan.

What are we going to do

Complete the review of the Building Act 2004 and the regulatory reform process.
Review the approach to resolving weathertight claims so that it is more cost-effective and better focused on repair of properties.
Review and update the Building Code and Standards to ensure they are appropriate and can be cost-effectively applied, are accessible and clear, and more integrated.
Provide information, guidance and advice to the sector to support effective performance.
Monitor and report on the performance of the statutory building control functions of councils to ensure they are cost-effective and enable business investment and activity, and deliver value to customers.
Review the way that liability is distributed in relation to building work.
Provide performance monitoring and investment advice about Housing New Zealand Corporation to the Minister to enable quality decision-making.
Monitor and evaluate sector trends and performance, and publish high quality, timely information on them to enable participants in the sector to make informed decisions.
Provide policy advice on building and housing issues and on housing supply options, including advice on Auckland issues and urban intensification, to ensure issues are effectively addressed.
Provide policy advice on the Residential Tenancies Amendment Bill and the Unit Titles Bill to ensure Ministers have the necessary support to take legislation through the Parliamentary process.
Provide information, advice and guidance that supports consumers and the sector.
Work with other agencies and the sector to develop and implement a building and construction sector skills strategy.
Further refine and develop the licensing system for building practitioners to ensure it delivers benefits at least cost.
Carry out the licensing and auditing of electrical workers and building practitioners.
Develop options to use technology to enhance the consenting system in order to support the streamlining and efficient operation of the building consent process.
Develop an integrated licensing system to deliver more cost-effective services to fee payers.
Develop a broader suite of service options to deliver better value and improved access to customers.
Reduce operating costs.
Provide targeted information and advice to support decision-making.
Manage bond lodgements, refunds and investment.
Provide efficient, effective and timely dispute resolution services.
Carry out statutory functions under the Residential Tenancies Act 1986, Weathertight Homes Resolution Services Act 2006, Unit Titles Act 1972 and Retirement Villages Act 2003.

How will we measure this

Amendments to the Building Act 2004 to provide a more simplified and streamlined approach to building regulation by the end of 2010.
A reduction in the number of buildings requiring consents by the end of 2010.
A 5% reduction in the number of determinations under the Building Act 2004 from 135 (the average for 2005 to 2008) to 128 by 2012.
A reduction in the time to obtain building consents with the aim of 100% of consents processed within the statutory timeframes by 2012 (increased from 83.4% in the quarter ending 28 February 2009).
A high level of Ministerial satisfaction with departmental policy advice.
A high level of Ministerial satisfaction with monitoring and investment advice on Housing New Zealand Corporation.
Reduce the number of sector-related occupations identified as having:
- 'extreme' shortage from 14 building and construction groups in 2007 to 7 in 2012
- 'severe' shortage from 10 building and construction groups in 2007 to 5 in 2012, as measured by the Department of Labour (Skill Shortages: Occupations in Shortage in New Zealand surveys)
Reduce the proportion of building firms identifying labour as the main constraint to growth from 5% (December 2008 quarter in the NZIER Quarterly Survey of Business Opinion) to 3% in 2012.
Increase the number of licensed building practitioners from 534 on 1 April 2009 to 20,000 by 2012.
85% of stand-alone weathertight claimants able to close, commence to repair, or resolve their dispute within 12 months of lodging a WHRS claim, with a 1% improvement annually to 2012.
100% of Body Corporate representatives are able to resolve their WHRS dispute within their agreed targeted timeframe, and this is maintained to 2012.
Reduce the numbers of landlords and tenants who have been involved in at least one tenancy-related problem over the preceding three years. Reduction by 2012 to:
- less than 35% for landlords
- less than 15% for tenants

An annual increase of 5% in the proportion of applications for dispute resolution resolved by mediation out of court, from the audited actual for 2008/09 to 2012.

Achieving our outcomes

All our activities seek to contribute to the overall outcome for New Zealand:

A building and housing market that delivers good quality homes and buildings for New Zealanders that contribute to strong communities and a prosperous economy

We have identified four medium-term outcomes required to achieve the overall outcome for New Zealand. These are:

A business-enabling regulatory environment for building and housing that is efficient and effective, ensures public safety and delivers good quality homes and buildings that perform well in the New Zealand environment.
An enhanced housing and building market that provides an accessible range of houses and buildings that meet New Zealanders' economic and social needs.
A well performing, professional building and housing sector that has the capability and capacity to do a good job.
Participants in the building and housing market are well informed, can transact with confidence and are supported to resolve their disputes.

Our contribution to these outcomes is directed through our operating intentions included in the following pages. The Department's strategies set out how we will contribute to achieving the medium-term outcomes, including working closely with other government and non-government bodies, local government, industry stakeholders and consumers.

The Department's strategies are as follows.

We will work with the sector, stakeholders and consumers in the design and implementation of a streamlined, cost-effective regulatory environment to ensure good quality homes and buildings and public safety.
We will lead the development of the research agenda for building science and design for New Zealand.
We will lead the development of innovative policy and approaches to housing and building supply and affordability for the New Zealand environment.
We will work with the sector and education providers to lift skills and productivity in the building and construction sector so that participants do a good job.
We will work to raise consumer knowledge and awareness through the supply of targeted advice, accessible information and dispute resolution services so consumers can transact with confidence in the building and housing market.

We will design, develop and deliver excellent, integrated, cost-effective and accessible services that are valued by New Zealanders.

We will continue to build the capability to lead and manage a cost-effective and high performing organisation through ongoing development and implementation of our Organisation Development Plan.

Our operating intentions

What are we seeking to achieve?

Medium-term outcome 1

A business-enabling regulatory environment for building and housing that is efficient and effective, ensures public safety and delivers good quality homes and buildings that perform well in the New Zealand environment.

Why are we going to do this?

What are the Government's priorities?

To ensure ongoing confidence and investment in the building and construction sector, as this is critical in terms of economic activity, jobs and skill retention.
To drive down the regulatory costs associated with building without compromising building quality, and to remove unnecessary regulation that adds cost and delivers little benefit.
To get better results from the Government's investment in resolving weathertightness issues.
To improve the way liability works in relation to building work.

What is our framework?

Building Act 2004: building consent authority scheme, building consents, product certification scheme, Department of Building and Housing's statutory functions.
Building Code.
Building Consent Authority Regulations.
Chief Executive Advisory Panel.
Electricity Act 2006 and Regulations.
Licensed building practitioner related rules and regulations.

Who we work with

Who we work with We work collaboratively with our stakeholders to improve building design, and achieve implementation of regulatory reforms and effective delivery of our other services to the building sector. Our stakeholders include:

councils
IANZ (building consent authority accreditation body)
JAS-ANZ (product certification accreditation body) and Australian Building Codes Board
building professionals, building product manufacturers and suppliers
consumers - building professionals, homeowners, building managers
Standards New Zealand, IRRC (International Regulatory Group)
government agencies, BRANZ, Victoria University.

How we are going to do this

We will work with the sector, stakeholders and consumers in the design and implementation of a streamlined, cost-effective regulatory environment to ensure good quality homes and buildings and public safety.

What are we going to do?

Complete the review of the Building Act 2004 and the regulatory reform process.
Review the approach to resolving weathertight claims so that it is more cost-effective and better focused on repair of properties.
Review and update the Building Code and Standards to ensure they are appropriate and can be cost-effectively applied, are accessible and clear, and more integrated.
Provide information, guidance and advice to the sector to support effective performance.
Monitor and report on the performance of the statutory building control functions of councils to ensure they are cost-effective and enable business investment and activity, and deliver value to customers.
Review the way that liability is distributed in relation to building work.

How we will measure this

Amendments to the Building Act 2004 to provide a more simplified and streamlined approach to building regulation by the end of 2010.
A reduction in the number of buildings requiring consents by the end of 2010.
A 5% reduction in the number of determinations under the Building Act 2004 from 135 (the average for 2005 to 2008) to 128 by 2012.
A reduction in the time to obtain building consents with the aim of 100% of consents processed within the statutory timeframes by 2012 (increased from 83.4% in the quarter ending 28 February 2009).

What are we seeking to achieve?

Medium-term outcome 2

An enhanced housing and building market that provides an accessible range of houses and buildings that meet New Zealanders' economic and social needs.

Why are we going to do this?

What are the Government's priorities?

To ensure ongoing confidence and investment in the housing sector, as this is critical in terms of economic activity, jobs and skill retention.
To maintain the supply of housing at a reasonable level to ensure New Zealanders' housing needs are met and major supply issues do not start to emerge in the short to medium term.
To see more effective management of the state housing asset and better use of the social housing stock.

What is our framework?

Building Act 2004
Building Code
Chairing the Housing Supply and Urban Development Co-ordination Group
Government decisions on the Royal Commission on Auckland
Local Government Act 2002
New Zealand Energy Efficiency Conservation Strategy
New Zealand Disability Strategy, and Strategy for Older People
New Zealand Housing Strategy
Resource Management Act 1991
Urban Taskforce.

Who we work with

We work collaboratively with our stakeholders to improve building design, and achieve implementation of regulatory reforms and effective delivery of our other services to the building sector. Our stakeholders include:

central government agencies
industry representatives and sector bodies
BRANZ
architects, building designers
councils - on land availability, district planning and residential zoning
Standards New Zealand.

How we are going to do this

We will lead development of the research agenda for building science and design for New Zealand.

We will lead the development of innovative policy and approaches to housing and building supply and affordability for the New Zealand environment.

What are we going to do?

Provide performance monitoring and investment advice about Housing New Zealand Corporation to the Minister to enable quality decision-making.
Monitor and evaluate sector trends and performance, and publish high quality, timely information on them to enable participants in the sector to make informed decisions.
Provide policy advice on building and housing issues and on housing supply options, including advice on Auckland issues and urban intensification, to ensure issues are effectively addressed.
Provide policy advice on the Residential Tenancies Amendment Bill and the Unit Titles Bill to ensure Ministers have the necessary support to take legislation through the Parliamentary process.
Provide information, advice and guidance that supports consumers and the sector.

How we will measure this

A high level of Ministerial satisfaction with departmental policy advice.

A high level of Ministerial satisfaction with monitoring and investment advice on Housing New Zealand Corporation.

What are we seeking to achieve?

Medium-term outcome 3

A well performing, professional building and housing sector that has the capability and capacity to do a good job.

Why are we going to do this?

What are the Government's priorities?

To ensure ongoing confidence and investment in the building and construction sector, as this is critical in terms of economic activity, jobs and skill retention.
To support and encourage improved productivity across the building and construction sector.

What is our framework?

Building Act 2004: accreditation of councils' building control staff, licensing of building practitioners, administrative support and monitoring of the Building Practitioners Board, Electrical Workers Registration Board, and the Plumbers, Drainlayers and Gasfitters Board
Electricity Act 2006 and Regulations
Productivity Taskforce.

Who we work with

Our success depends on our ability to deliver value-adding services that take account of, and meet the interests and needs of, our primary stakeholders: the Minister for Building and Construction, licensing boards, and local government regulators, together with practitioners involved in licensing and the building sector as a whole.

Our stakeholders include:

sector workers, industry groups and associations including Master Builders, Certified Builders, Building Officials Institute, NZ Society on Large Dams, Institution of Professional Engineers, Design Association, and Architectural Designers
accreditation bodies and licensing boards, and training providers including industry training organisations and the Tertiary Education Commission
public/consumer groups
central and local government and government agencies
others in the building and housing industry such as manufacturers, wholesalers, importers, employers, suppliers and retailers.

How we are going to do this

We will work with the sector and education providers to lift skills and productivity in the building and construction sector so that participants do a good job.

What are we going to do?

Work with other agencies and the sector to develop and implement a building and construction sector skills strategy.
Further refine and develop the licensing system for building practitioners to ensure it delivers benefits at least cost.
Carry out the licensing and auditing of electrical workers and building practitioners.
Develop options to use technology to enhance the consenting system in order to support the streamlining and efficient operation of the building consent process.
Develop an integrated licensing system to deliver more cost- effective services to fee payers.

How we will measure this

Reduce the number of sector-related occupations identified as having:

'extreme' shortage from 14 building and construction groupsin 2007 to 7 in 2012
'severe' shortage from 10 building and construction groups in 2007 to 5 in 2012, as measured by the Department of Labour (Skill Shortages: Occupations in Shortage in New Zealand surveys)

Reduce the proportion of building firms identifying labour as the main constraint to growth from 5% (December 2008 quarter in the NZIER Quarterly Survey of Business Opinion) to 3% in 2012.

Increase the number of licensed building practitioners from 534 on 1 April 2009 to 20,000 by 2012.

What are we seeking to achieve?

Medium-term outcome 4

Participants in the building and housing market are well informed, can transact with confidence and are supported to resolve their disputes.

Why are we going to do this?

What are the Government's priorities?

To get better results from the Government's investment in resolving weathertightness issues.
To ensure ongoing confidence and investment in the housing sector, as this is critical in terms of economic activity, jobs and skill retention.

What is our framework?

Residential Tenancies Act 1986 - information and guidance, mediation services, Tenancy Tribunal
Retirement Villages Act 2003 - information and guidance, Code of Practice, Retirement Commissioner dispute resolution
Unit Titles Act 1972
Weathertight Homes Resolution Services Act 2006 - assessment of claims, mediation on behalf of the Weathertight Homes Tribunal
Housing Corporation Act 1974
Memoranda of Understanding with Housing New Zealand Corporation, Ministry of Justice, and Ministry of Economic Development.

Who we work with

The delivery of tenancy, unit title and weathertight dispute resolution services is shared with the Ministry of Justice. We work closely with them to ensure a seamless service is delivered to the client. We also work with and through a wide range of stakeholders including:

landlords and tenants
retirement village operators and residents
unit title owners and bodies corporate
homeowners
building and housing professionals
Housing New Zealand Corporation, State Housing Appeals Authority
Retirement Commissioner
councils.

How we are going to do this

What are we going to do?

Develop a broader suite of service options to deliver better value and improved access to customers.
Reduce operating costs.
Provide targeted information and advice to support decision-making.
Manage bond lodgements, refunds and investment.
Provide efficient, effective and timely dispute resolution services.
Carry out statutory functions under the Residential Tenancies Act 1986, Weathertight Homes Resolution Services Act 2006, Unit Titles Act 1972 and Retirement Villages Act 2003.

How we will measure this

85% of stand-alone weathertight claimants able to close, commence to repair, or resolve their dispute within 12 months of lodging a WHRS claim, with a 1% improvement annually to 2012 100% of Body Corporate representatives are able to resolve their WHRS dispute within their agreed targeted timeframe, and this is maintained to 2012.

Reduce the numbers of landlords and tenants who have been involved in at least one tenancy-related problem over the preceding three years. Reduction by 2012 to:

less than 35% for landlords
less than 15% for tenants.

An annual increase of 5% in the proportion of applications for dispute resolution resolved by mediation out of court, from the audited actual for 2008/09 to 2012.

Linking deliverables to appropriations and outputs

Click picture for larger image.

How we intend to measure progress

The Department's Outcome Framework and the Operating Intentions set out the changes we expect to see from the Department's interventions and outputs.

Cost-effectiveness of interventions the Department delivers or administers

The Department is focusing on the cost-effectiveness of its interventions at three levels:

our own service delivery systems and processes, and how efficiently we deliver those services
measuring the cost-effectiveness of the individual interventions we administer
overall building and residential tenancy regulatory systems, including the interconnections between the various interventions.

We have undertaken, or have started, the following activities to enable the Department to measure cost-effectiveness:

building consent authority accreditation - a review of the implementation of phase 1 to identify:
- successes to carry forward to phases 2 and 3 of accreditation
- opportunities for scheme improvement
- lessons and opportunities for key stakeholders and other government departments undertaking similar accreditation programmes
a review of our service delivery operating model and any subsequent changes to reduce costs and support timely, cost-effective and accessible services
structured evaluation and monitoring of major reforms to refine and address issues related to cost-effectiveness.

Outcomes and output measurement

The Department has developed measures for the medium-term outcomes for 1 July 2009 onwards. Additionally, the Department has revised the output measures included in the Information Supporting the Estimates for Vote Housing.

Ministerial satisfaction

The Department will measure Ministerial satisfaction through structured conversations with the Minister responsible for the Department and the Minister of Housing to establish satisfaction with the quality of policy advice; in addition, with the Minister of Housing on the quality of our monitoring advice on Housing New Zealand Corporation's performance. These will be used to inform improvements to our performance.

Contents

on this page

Statement of Intent 09/12

Strategic direction

Overview of how the Department contributes to the Government's strategic direction

The Government's priorities for the building and housing sector

The Department's contribution

Outcome framework for the Department of Building and Housing

Government goal

Outcome for New Zealand

Medium-term outcomes

Why we are going to do this

How we are going to do this

What are we going to do

How will we measure this

Achieving our outcomes

Our operating intentions

What are we seeking to achieve?

Medium-term outcome 1

Why are we going to do this?

What are the Government's priorities?

What is our framework?

Who we work with

How we are going to do this

What are we going to do?

How we will measure this

What are we seeking to achieve?

Medium-term outcome 2

Why are we going to do this?

What are the Government's priorities?

What is our framework?

Who we work with

How we are going to do this

What are we going to do?

How we will measure this

What are we seeking to achieve?

Medium-term outcome 3

Why are we going to do this?

What are the Government's priorities?

What is our framework?

Who we work with

How we are going to do this

What are we going to do?

How we will measure this

What are we seeking to achieve?

Medium-term outcome 4

Why are we going to do this?

What are the Government's priorities?

What is our framework?

Who we work with

How we are going to do this

What are we going to do?

How we will measure this

Linking deliverables to appropriations and outputs

How we intend to measure progress

Cost-effectiveness of interventions the Department delivers or administers

Outcomes and output measurement

Ministerial satisfaction