Building Financial Capability Services Guidelines...2018/06/25 · • designing services and physical facilities in a way that supports accessibility to services for clients •

Building Financial Capability Services

Guidelines Last updated 25 June 2018

Building Financial Capability Services Guidelines | Last updated 25 June 2018 | Page 2 of 47

Contents

1. About these Guidelines ............................................................................................... 4

What are these Guidelines for? ...................................................................................... 4

How should these Guidelines be used? ......................................................................... 4

Will these Guidelines be revised? .................................................................................. 4

Changes in this edition at a glance ................................................................................. 5

Where can you go for more information? ........................................................................ 6

Providing feedback ......................................................................................................... 6

2. Relationships ............................................................................................................... 7

Relationship principles ................................................................................................... 7

Cultural responsiveness ................................................................................................. 7

Good practice approach ................................................................................................. 8

3. About Building Financial Capability ........................................................................... 9

What are the outcomes we want to achieve? ................................................................. 9

What are the principles of Building Financial Capability services to deliver the optimum client experience? ........................................................................................................ 10

What are the Building Financial Capability services?.................................................... 11

Who are the services targeted to? ................................................................................ 12

Who is involved? .......................................................................................................... 12

4. Service delivery .......................................................................................................... 14

Where do Providers fit in the big picture? ..................................................................... 14

How do people access these services? ........................................................................ 14

How do providers engage with people? ........................................................................ 15

How do providers work with other agencies? ............................................................... 16

Providing staff support .................................................................................................. 17

Charging for services ................................................................................................... 17

Family Services Directory ............................................................................................. 17

5. Core services ............................................................................................................. 18

Financial mentor services ............................................................................................. 18

MoneyMates – group support ....................................................................................... 20

BFC Plus ...................................................................................................................... 20

The Financial Plan of Action ......................................................................................... 22

6. Key elements of practice ........................................................................................... 23

Strengths-based approach ........................................................................................... 23

Client-centred and whānau-centred approaches .......................................................... 25

Financial mentor practice ............................................................................................. 25

MoneyMates practice ................................................................................................... 26


7. Measuring results and reporting ............................................................................... 28

Evaluation programme ................................................................................................. 28

Provider Results Dashboards ....................................................................................... 28

Results Measurement Framework ................................................................................ 29

What reports are required by the Ministry? ................................................................... 29

Service Result Measures ............................................................................................. 30

Client Outcomes Measurement Tool ............................................................................ 32

Reporting the Client Outcomes Measurement Tool results ........................................... 33

Definition of client ......................................................................................................... 34

Sessions - units of measure ......................................................................................... 34

Sessions and non-contact time .................................................................................... 36

Provider obligations ...................................................................................................... 37

‘No show’ clients .......................................................................................................... 37

‘Closed’ clients ............................................................................................................. 37

Appendix One – Model Provider Report and Performance Measures ........................... 39

Appendix Two – Results Measurement Framework ....................................................... 43

Appendix Three – Client Outcomes Measurement Tool ................................................. 44

Appendix Four – Provider Feedback Form ..................................................................... 47


1. About these Guidelines

What are these Guidelines for?

These Building Financial Capability Services Guidelines (“Guidelines”) are for the Providers

that the Ministry of Social Development (“the Ministry”) contracts with to provide Building

Financial Capability services.

Outcome Agreements with providers for these Building Financial Capability services require

that they are delivered in accordance with these Guidelines. The Guidelines form part of the

Outcome Agreement.

These Guidelines provide:

• a set of practice principles to guide service delivery

• an outline of service delivery and practice

• a resource tool to help providers deliver services consistently

• a resource tool to assist providers in meeting the desired service outcomes

• a way for the Ministry to improve its responsiveness to feedback regarding changes

to the service delivery component of the Outcome Agreement.

How should these Guidelines be used?

The Guidelines set the minimum standard for service delivery, from which each Provider can

develop a service that reflects their philosophical base, incorporating local need and the

culture within which they work.

Will these Guidelines be revised?

This is a living document and will be updated over time to take Provider feedback into

account. Ministry staff will keep Providers informed of editions, updates and changes. These

changes will be listed in one place so that Providers can easily update themselves at a

glance (see page 5).


Changes in this edition at a glance

General revisions reflect the progress made since 2017 (e.g. future tense has changed to

present tense in some places) and to rationalise duplicated material, particularly on the

financial mentor, MoneyMates and BFC Plus services. Specific changes are listed below.

Page Item Comment

7 Link to Code of Funding Practice information deleted

Website not available

11 Previous footnote 1 deleted; new footnote 1 added on BFC Plus

Updated to reflect the BFC Plus co-design

11 New MoneyMates description No change to requirements; clarifies the role of peer leaders

13 New Oranga Tamariki-Ministry for Children section

Clarifies our respective roles

16 Provider/Work and Income section removes the requirement for an ‘agency referral form’

Changes to the Work and Income referral process may supersede this requirement

17 Sections on ‘staff support’ and ‘charging for services’ added to Provider requirements

No change to requirements; this is existing text moved from previous edition page 26 for clarity

17, 19 Staff training includes NBFCCT roles New requirement to ‘work towards’ NBFCCT training

18 New Section 5 ‘Core Services’ includes the former Appendix One – financial mentor services

No changes to requirements; text rearranged for clarity

19 ‘Money management’ deleted from the financial mentor specialist interventions

Financial mentors are not funded to supply Money Management (except as part of a BFC Plus contract)

21 Money Mates Fund deleted Fund closed

21 New definition of BFC Plus client group Updated to match the BFC Plus co-design

23 Existing practice content grouped into new Section 6 ‘Key elements of practice’

No changes to requirements; duplicate material rationalised (c.f. previous edition p 21)

27 New section on using the MoneyMates resources

Clarifies existing practice

27 New footnote 5 on MoneyMates training Definition of ‘training’ added

28 New Section 7 ‘Measuring results and reporting’

Section 5 in the previous edition

28 New sections on the BFC Evaluation and Provider Results Dashboards

Updated to reflect BFC development; no new requirements

33 Effectiveness measure achievement scores clarified

Added information from the Client Outcome Tool Provider Guide

34 New section: Sessions – units of measure, definitions and standards

New Sessions definitions and standards, as consulted with the sector at the March-May 2018 hui

35 New section on non-contact time No change to requirements; clarification of the reporting and use of non-contact time

36 New section on provider obligations (incl. no-show and closed clients)

No changes to requirements; existing material re-grouped

38 Former Appendix One – financial mentor services, deleted

Merged into new Section 5

38 New Appendix One New model form and explanatory notes, consulted on at the March-May 2018 hui

42 Result Measurement Framework updated Individual Client Level Data deleted


Where can you go for more information?

For further information on these Guidelines please contact your Contract Manager identified

in your Outcome Agreement.

Providing feedback

Feedback on the Guidelines is welcome at any time and can be sent to the Ministry national

office using the attached Feedback Form (See Appendix Four).


2. Relationships

Relationship principles

Both parties to the Outcome Agreement shall collaborate to ensure the services are effective

and accessible. Both parties recognise that the service is a joint endeavour, in which both

parties have a shared goal to achieve positive benefits for the Building Financial Capability

services target group.

The following principles guide all our dealings under the Outcome Agreement. Both parties

agree to:

• act honestly and in good faith

• communicate openly and in a timely manner

• work in a collaborative and constructive manner

• recognise each other’s responsibilities

• encourage quality and innovation to achieve positive outcomes.

Both parties shall appoint contract managers who will be responsible for effectively

managing the contract relationship between us, by providing assistance and support as

required.

Details of the contract managers nominated by both parties are set out in the Outcome

Agreement.

Cultural responsiveness

Both parties recognise the needs of all people, including Māori, Pacific, ethnic communities

and all other communities, to have services provided in a way that is consistent with their

social, economic, political, cultural and spiritual values.


Good practice approach

Both parties support the development of good practice in the delivery of the service. This

includes:

• using current good practice approaches, taking into account the local context,

community and the knowledge and skills relevant to the purpose and focus of this

service

• being client focused, including:

- involving clients appropriately in decisions about the delivery of the support they

receive

- recognising the importance of cultural responsiveness in service delivery

• designing services and physical facilities in a way that supports accessibility to

services for clients

• using a collaborative approach across services and agencies where possible

• regularly reviewing, reflecting and monitoring of the effectiveness of the service,

including client, staff and external feedback, and changing and modifying practice in

response

• using formal feedback processes for reporting purposes and ensuring that clients are

aware of how information they provide will be used. This includes obtaining

permission from the client to discuss or share their details with creditors, external

agencies or other third parties, as provided by the Privacy Act 1993

• providing relevant training, professional development and (where appropriate)

supervision, and utilising appropriate resources and support

• engaging with a ‘community of practice’ to share ideas, information and build

professional practice knowledge.


3. About Building Financial Capability

The Ministry of Social Development funds the delivery of Building Financial Capability

services aimed at building the financial capability and resilience of New Zealanders

experiencing financial hardship.

Building Financial Capability in New Zealand is a priority for the Government. The National

Strategy for Financial Capability (June 2015) aims to improve the wellbeing of people, their

families and whānau, reduce hardship, increase investment and grow the economy.

The services:

• take into account the diverse and complex needs of New Zealanders experiencing

hardship

• recognise the importance of engaging families, whānau and communities

• deliver a seamless and empowering experience for clients that is consistent and

collaborative across the board.

What are the outcomes we want to achieve?

In funding Building Financial Capability services the Ministry aims to build the financial

capability and resilience of people, their families and whānau experiencing hardship. It will

do this through:

• people, their family and whānau have their basic needs protected, for example,

access to power, rent and food

• people, their family and whānau are connected to the right services and supports that

they need, when they need them

• people’s longer-term financial capability is improved. This includes:

- the ability to set goals

- increased confidence, competence and coping skills

- robust financial decision-making skills

- effective management of finances including savings (within their income level)

- smart use of debt and financial products

- involvement in resource and/or income generation activities

- knowledge of the support that is available

http://www.cffc.org.nz/financial-capability/national-strategy/

http://www.cffc.org.nz/financial-capability/national-strategy/


• clients are enabled to access appropriate financial products and services when and

how they need them

• clients who are in debt will be supported to reduce debt when they are able.

In turn, these outcomes will contribute to the longer term outcomes for New Zealanders

experiencing hardship of:

• reduced unproductive debt

• reduced stress caused by financial problems

• increased short and long term savings

• improved financial confidence and capability

• improved resilience to cope with financial shocks

• improved financial and material well-being.

With the ultimate goal of:

• improved well-being of people, their family and whānau

• improved opportunities and life outcomes for tamariki

• improved social and economic inclusion.

What are the principles of Building Financial Capability services to deliver the

optimum client experience?

Client-centred and embedded with learning

Empowering people works best when processes and services are meaningful and actively

help people build their own financial capability.

Integrated and connected

Services are integrated across the social sector, easy to navigate, continuously improved

and focused on client outcomes. People get the right support, when and how they need it.

Culturally relevant and responsive

Services and initiatives recognise that there are differing approaches and understanding of

financial capability. Delivery is meaningful across a range of cultures.

Accessible when needed

Services are easily accessible, appropriate, and can respond to people’s cultural contexts,

languages, diversity and personal situations, including any impairments or disabilities.


Strengths-based and aspirational

We celebrate and build on people’s small and large successes (which may be non-financial).

Our language and approaches are future-focused and we support resource generation and

debt reduction.

Whānau-centred approach

We work with people’s natural supports including family, whānau, peers, local communities

and social and health navigators for behaviour change through and with these relationships.

What are the Building Financial Capability services?

Building Financial Capability services are being progressively introduced. The Ministry aims

to develop with the sector a consistent set of services that is adaptable to reflect the needs

of the clients accessing services and support.

Core services include:

• financial mentors – with a focus on empowering people and making connections to

ensure people get the right support.

• ‘MoneyMates’ – group support (with peer leadership), based on evidence of the

effectiveness of sharing and learning together as a group.

• BFC Plus1 – an intensive service aimed at people with multiple and complex needs.

These services are supported by:

• a Financial Plan of Action – a resource for people, their family and whānau to record

and track their goals, supported (where necessary) by a financial mentor.

• strengthened and consistent Work and Income referral and communication practice.

• Community Finance lending which provides safe, affordable credit to people, families

and whānau on low incomes.

• MoneyTalks – a new and multi-modal helpline connecting people free of charge to

existing BFC services.

• The Generator – a community initiative aimed at generating prosperity through

community action and enterprise in New Zealand communities that are most

vulnerable to poverty.

1 BFC Plus is an interim service as the Ministry is working with the sector to co-design a new model for delivering

services to these clients. New contracts using a new service specification will be in place from 1 July 2019. The

Guidelines will be updated to include the results of this work as appropriate.


Providers can be contracted to provide one or more of the Building Financial Capability

services. Where a client is receiving more than one service with more than one Provider, it is

expected that the providers delivering the services will work closely together.

Who are the services targeted to?

Services are targeted to people, their families and whānau in New Zealand who are

experiencing financial hardship and need help with their financial situation. The focus is on

household finances not business or commercial finances.

Financial hardship is defined as having insufficient resources to meet basic needs, and thus

being excluded from a minimum acceptable way of life in one’s own society.

The services will take into account the nature of financial hardship - that it is a situation in

time, that people can slip in and out of hardship at different stages of their lives, and that

they are part of a whole system of influences.

Who is involved?

The client

The client is at the centre of all services. The client is defined as a person or family / whānau

who agree to engage with the Provider regarding their financial situation through Building

Financial Capability services. These services recognise that people are the experts in their

own lives, and clients’ expertise should be recognised and valued in order to make long term

sustainable behaviour change.

The Provider

The role of the Provider is to:

• employ and support competent staff capable of delivering a high quality service

• operate a viable service which is able to support all staff and professional

development, in accordance with Ministry Accreditation Standards and these

Guidelines

• ensure appropriate community collaboration and networking links are made to

support clients

• actively participate in any regional networking, information sharing and knowledge

building activities


• develop and maintain effective collaborative working relationships with local Work

and Income sites

• participate in training and up-skilling activities to keep up to date with financial

capability information

• measure the outcomes that clients are achieving through the services, and seek to

continuously improve on these

• ensure systems and processes are in place to utilise and report on funds and

outcomes in line with the Outcome Agreement and these Guidelines.

Providers are required to use a strengths-based approach that is both client and whānau

centred.

The Ministry of Social Development

The role of the Ministry is to:

• approve providers

• make referrals and provide information where the service is specifically contracted for

referrals from the Ministry

• seek continuous improvement of service delivery, including updating of these

Guidelines.

Oranga Tamariki–Ministry for Children

The role of Oranga Tamariki–Ministry for Children (Oranga Tamariki) is to carry out the

contract and relationship management functions of the Outcome Agreement on behalf of the

Ministry. These functions include:

• Negotiation and contract development

• Receipt and assessment of provider returns

• Invoicing and payments

• Monitoring of service delivery

• Relationship management.

Social Sector Accreditation

Providers delivering Building Financial Capability services are required to meet Level Four,

Ministry of Social Development Accreditation Standards. Providers are required to maintain

their Accreditation level according to the Ministry’s relevant Approval and Accreditation

Standards.

https://www.msd.govt.nz/what-we-can-do/providers/approvals/accreditation-standards.html


4. Service delivery

Where do Providers fit in the big picture?

The Providers of Building Financial Capability services help people their family and whānau

achieve their financial goals, and gain control of their lives to make long term positive

changes, through access to financial advice, support, education and mentoring.

Providers are key contributors to the success of Building Financial Capability services. To

achieve positive outcomes for people, their family and whānau, providers must deliver

services that assist clients to:

• feel supported and able to connect with their community and local services

• develop and acquire new skills

• be confident and motivated

• access support when needed

• feel safe.

How do people access these services?

People can self-refer to Building Financial Capability services or be referred. Referral may

come from other community organisations, government agencies or anywhere else.

Work and Income will play a key role as they will identify clients who would benefit from

using Building Financial Capability services and encourage them to engage.

Clients may transition from one type of Building Financial Capability service to another.

Clients can do MoneyMates at the same time as financial mentoring or BFC Plus. However,

clients cannot receive financial mentoring and BFC Plus at the same time.


How do providers engage with people?

Underpinning the Building Financial Capability services is an approach2 to engage and work

with people, their families and whānau:

Manaakitanga

• host people, their family and whānau in a way that empowers them, and removes

barriers to participate

• encourage and celebrate success, big and small

Whānaungatanga

• establish meaningful relationships in culturally appropriate ways – and engage in a

way that builds trust

• work with people, their family and whānau from a cooperative position

Tino Rangatiratanga

• people, their family and whānau have autonomy to decide how and when they

participate – they co-design and co-decide their journey

• people, their family and whānau define their goals, and work with financial mentors to

achieve them

Mana

• people, their family and whānau are experts in their own lives – ensure the balance

of power through all interactions

• people, their families and whānau lead the conversation and their journey

Ako

• learning is a two-way process - relationships are about learning from each other.

2 The Approach is derived from the whānau-centric framework presented by the Southern Initiative at the Design

Symposium, Wellington July 2016.


How do providers work with other agencies?

Building Financial Capability services are integrated with other support systems and

agencies, such as Work and Income.

The Provider builds connections, network, collaborate and maintain effective relationships

with other relevant services and stakeholders. This includes community and social service

agencies that are able to provide complementary assistance to clients as appropriate to their

needs. Referrals to and from these agencies should be encouraged.

The Provider should use, where relevant, existing service coordination mechanisms such as

Whānau Ora collectives, Children’s Teams, Iwi Authority social service arms and other social

service networks.

Each Provider should have a referral process in place; this will include information to be

distributed throughout their community so that other agencies and clients know how to

access the service, and so that people are able to self-refer to the service.

How do Providers and Work and Income work together?

Building Financial Capability includes strong, consistent collaboration with Work and Income

case managers, with client consent. Clear lines of communication and feedback loops with

Work and Income will support continuous improvement.

Work and Income and Providers work together to create a consistent, streamlined service

where the focus is on strengths-based financial planning. This will be done by:

• a consistent practice and approach for referring clients to Building Financial

Capability services

• Work and Income staff have knowledge and resources about Building Financial

Capability services to talk to clients at the right time

• robust communication channels between Providers and Work and Income.

Feedback to Work and Income on the outcomes of their referrals is crucial to ensure strong

and consistent collaboration. Collaboration will be agreed locally, and could take place

through meetings, via email or phone calls, through regular networking meetings, or another

channel deemed appropriate to both parties.


Reports to the Commerce Commission

Where the Provider becomes aware of issues for clients that indicate their rights may be

breached under the Fair Trading Act or the Credit Contract and Consumer Finance Act, the

Provider will discuss this breach with the client, and ask if they would like to have a report

registered with the Commerce Commission. Permission from the client is required as

provided by the Privacy Act 1993. Such a report may be made:

• by the client

• by the Provider on behalf of the client

• by the Provider, with the client being kept anonymous.

More information is available on the Commerce Commission’s website:

http://www.comcom.govt.nz/the-commission/making-a-complaint/

Providing staff support

The Provider will:

• ensure all staff, including volunteers, hold essential core skills and knowledge

relevant to their client caseload

• work towards ensuring staff are appropriately trained by the National Building

Financial Capability Charitable Trust to deliver BFC services

• ensure access to relevant on-going training

• provide staff, including volunteers, with regular supervision, monitoring, support and

mentoring.

Charging for services

The Provider will not charge clients for Building Financial Capability services.

Family Services Directory

Throughout the term of an Outcome Agreement with the Ministry, Providers must ensure that

their organisation is listed in the Ministry’s Family Services Directory

(http://www.familyservices.govt.nz/directory) and that necessary information is updated when

required.

http://www.comcom.govt.nz/the-commission/making-a-complaint/

http://www.familyservices.govt.nz/directory


5. Core services

Core Building Financial Capability provision is through three distinct services – financial

mentor services, MoneyMates, and BFC Plus – using a Financial Plan of Action.

These services:

• encourage people, their family and whānau to manage their personal financial

resources in ways that enhance their wellbeing

• provide support to people, their family, whānau and communities to help alleviate the

harm that can arise from escalating financial problems

• increase the levels of financial knowledge and capability in the community

• build the capacity of people, their family and whānau to identify issues and help

themselves when financial difficulties arise

• build connections and networks to support and sustain positive changes.

Financial mentor services

Financial mentor services are particularly relevant for people, their family and whānau with

an immediate crisis that requires assistance, or on-going financial management questions,

concerns or challenges.

For some people, financial mentors may only provide minimalist guidance and advice. In

more complex cases, financial mentors may take a wider role in supporting and empowering

clients to become more financially capable and make long-term change.

Financial mentor profile

Financial mentors will be empathetic, have cultural understanding, experience and practices

that are appropriate for the local population, be able to coach and empower in a strengths-

based way, be open-minded and non-judgemental.

The financial mentor will navigate and network the system and have connections with key

groups, especially Work and Income case managers, social services and debt agencies. The

financial mentor will be a key person to help a client navigate the financial and support

system to meet their needs using a strengths-based approach.

Financial mentor practice

When a client seeks support or assistance, the Provider will first assess the client’s needs

and agree with them to provide one or all of the following:


• assistance and support to address immediate crisis financial situation(s)

• assistance and support to address on-going, chronic financial problems

• specialist interventions.

Financial mentoring will be based on the Financial Plan of Action and may include:

• client’s options during an immediate crisis such as: eviction notice or food shortage

• referral to other community / social service agencies including access to a food bank

• options and support concerning access to a benefit or other entitlements

• assisting clients to identify ways to increase their income or build their resources

(including non-financial) to improve their financial position

• providing information and resources (e.g. ‘self-help’ booklets and guides)

• insights about income and expenditure patterns and ways to reduce spending

• building an understanding of the client’s financial situation / general situation

including review of relevant documents, debt schedule, cash flow and support to

develop a sustainable ‘budget’

• options and advice about banking systems, general credit advice and options, e.g.

checks before signing a contract

• supporting the client with creditor negotiation, including client-related advocacy if

required, and related repayment plans

• options concerning employment and other income opportunities, legal / consumer

rights and options

• options and assistance with respect to identifying and addressing elder abuse

(specifically financial).

The Provider may supply specialist interventions in relation to, for example:

• insolvency

• No Assets Procedures (NAPs)

• Summary Instalment Orders (SIOs)

• mortgagee sales, complex contracts, etc.

• significant financial issues related to mental health, addiction, literacy, disability etc.

In providing specialist interventions the Provider should ensure that:

• the staff involved have had specific training and hold relevant qualifications (including

those offered by the National Building Financial Capability Charitable Trust) where

applicable

• there are suitable governance and administration systems in place to manage the

higher risks involved

• clients are not being taken advantage of.


MoneyMates – group support

Money Mates is a support programme for groups that builds their financial capability and

resilience.

It is aimed at specific groups of people who are repeatedly experiencing financial hardship,

or who may be more likely to encounter financial difficulty, or who want to learn financial

management and budgeting skills.

MoneyMates meetings give participants opportunities to talk openly about money and

finances, their options and behaviours - not necessarily specific details of their own debt.

Some group members may use MoneyMates to transition from one-to-one mentoring to

building networks and better financial independence

Structure

Participants work in groups of 4-8 people3 over several weeks to gain control over their

financial lives to make lasting behaviour change. They learn together in a structured

programme, covering a range of financial issues from basic confidence, through to

establishing priorities and goals, debt reduction and safer borrowing, up to ways to generate

income and resources for long-term security.

Peer leadership

Over time, graduates of MoneyMates may advance to become facilitators of MoneyMates

groups. The concept of a peer led approach, and peers sharing and learning together at a

group level has proven success in both large and small communities.

BFC Plus (interim service)

Building Financial Capability Plus (BFC Plus) is an intensive service aimed at people with

multiple and complex needs. All descriptions of the service below use the current interim

service specification.

Delivery of BFC Plus is similar to financial mentoring, with the difference being the client

group and the possibility of all forms of money management being used. References to the

delivery of financial mentoring services throughout this document are also relevant to the

delivery of BFC Plus.

3 See ‘Sessions – units of measure’ on page 34 for more information on group sizes.


BFC Plus clients

BFC Plus focuses on the following types of clients, as a broad definition of ‘vulnerable’:

• Clients presenting with high crisis, e.g. drug and alcohol addictions, chronic mental

health, trespassed from Work and Income, prisoners transitioning back into the

community

• Clients with multiple and complex needs who are disadvantaged in several of the

following life domains: income, material wellbeing, health, housing, employment,

safety and social connectedness4

• Clients dealing with multiple services (e.g. Oranga Tamariki–Ministry for Children and

Children’s Teams, family violence services and those that need respite from stress

while learning how to manage money) to address multiple crises in their lives

• Those experiencing sudden change in circumstances and are therefore feeling

vulnerable

• Clients who are vulnerable to being taken advantage of/financial abuse

• Clients where money management is a possible solution.

Money management

Money management refers to a situation where a financial mentor takes over responsibility

for managing client money to ensure client financial obligations such as debts and bills are

met. Clients and financial mentors agree on a budget first. Money Management is intended

to help clients who have difficulty in managing their finances. In practice, money

management is often used to help clients who are challenged by addiction, mental health,

intellectual disabilities, and financial abuse.

Interim service to 30 June 2019

Providers are contracted to continue service provision in the interim to clients with multiple

and complex needs while the Ministry and the sector co-design a longer-term service. This

process will enable us to better understand the needs of clients using BFC Plus (including,

but not limited to some form of money management) so that we can ensure services best

meet the needs of this client group. New services will start from July 2019. At that time,

these Guidelines will be updated.

4 Social Policy Evaluation and Research Unit. (2017). Patterns of multiple disadvantage across New Zealand

families http://www.superu.govt.nz/sites/default/files/Familes%20and%20Whanau%202017%20Multiple%20disadvantage%20reportf.pdf

http://www.superu.govt.nz/sites/default/files/Familes%20and%20Whanau%202017%20Multiple%20disadvantage%20reportf.pdf

http://www.superu.govt.nz/sites/default/files/Familes%20and%20Whanau%202017%20Multiple%20disadvantage%20reportf.pdf


The Financial Plan of Action

The Financial Plan of Action is a resource for people, their family and whānau to record and

track their goals, supported (where necessary) by a financial mentor. It is a simple, paper-

based document that is easy to update and keep front of mind.

With the support of a financial mentor, clients will be able to:

• understand their financial position

• record their short, medium and longer term goals

• own and drive their plan and journey to financial capability and resilience

The Financial Plan of Action is client-owned; and used to support and record strengths-

based conversations between them and their financial mentor. These conversations can

cover a range of topics, including the broader support the client may require to achieve their

goals.

Use in MoneyMates

People who are part of a MoneyMates group may also choose to share their experience of

using a financial plan and discuss options and solutions for issues they have struck while

trying to achieve their goals. MoneyMates participants who don’t have a plan may be

inspired to work with a financial mentor to develop one of their own.


6. Key elements of practice

Underpinning the approach to delivery of services is the belief that clients, their family and

their whānau are the experts in their own lives and have control over their own journey to

becoming financially capable.

This approach to service delivery includes:

• evidence based good practice approaches

• the social and cultural context of the community

• engaging in a client-led and whānau focused way, including:

- people, families and whānau co-deciding the delivery of the support they receive

- recognising the importance of cultural responsiveness in service delivery

- designing accessible services

• work with other services and agencies for a collaborative, integrated and holistic

approach

• regular review, reflection and monitoring of practice and service, including use of the

Client Outcomes Measurement Tool and other client, staff and external feedback;

and changing and modifying practice in response

• formal feedback processes for reporting purposes and that clients know how

information they provide will be used.

• relevant training, professional development and (where appropriate) supervision; and

appropriate resources and support

• encouraging a ‘community of practice’ to share ideas, information and build

professional practice knowledge.

Strengths-based approach

Building Financial Capability services should utilise a strengths-based support approach.

This approach focuses on the people’s strengths to help them achieve their goals.

Acknowledging the client’s strengths and working with these is the starting point for positive

change. It also reminds the client that they have the inherent capability, and helps to build on

their strengths. This allows the client the opportunity to see solutions rather than just

problems. It builds the client’s capability and resilience to respond to on-going changes and

challenges.


A strengths-based approach does not attempt to ignore problems or difficulties. It aims to

identify clients’ strengths and the resources they may need to achieve their goals.

A strengths-based approach includes:

• a focus on client resources, capabilities, knowledge, abilities, motivations,

experience, intelligence.

• client goal setting that includes client voice

• client led plans

• case notes include client voice, client optimism, self-efficacy, client agency

• strategies for wellbeing are client initiated

• clients negative thoughts are reframed

• practice is solution focussed

• relationship between client and financial mentor is collaborative

• feedback from clients about how to improve on services received through the Client

Outcomes Measurement Tool is acknowledged and taken into account

• financial mentor encourages/facilitates the client to formulate own solutions

• financial mentor connects client to their own possibilities for their future, opens door

to possibilities, sees clients as their own expert in their own life

• financial mentor has the capacity to empower and is able to reframe negative stories.

Principles of a strengths-based approach

• a belief that every person has potential and it is their unique strengths and

capabilities that determines their journey, not their limitations

• focus on strengths and abilities, not labels – and see challenges as opportunities

• a belief that change is inevitable – everyone wants to succeed in some way

• positive change occurs through trusted and authentic relationships. All people need

to feel and be appreciated – it is a transactional and facilitating process of supporting

change and capability building

• a person’s perspective of their reality is central. Valuing and starting the change

process with what’s important to that person is integral

• people will have more confidence to achieve their goals when they start with things

they are familiar with, and ways that have already worked for them

• capability building is a dynamic, life long journey.


Client-centred and whānau-centred approaches

Aligned with strengths-based approaches, Building Financial Capability services are client

and whānau centred. This means that the needs of clients, their family and whānau are at

the centre of services to ensure they receive the right support.

Being client-centred ensures clients drive their journey, learning and change. This

recognises that people are capable and responsible for determining their own lives.

A whānau-centred approach refers to a culturally grounded, holistic approach in which

Providers are focused on improving the wellbeing of whānau and addressing individual

needs within a whānau context.5 It recognises the complexities of families and whānau and

the importance of creating an environment where whānau strengths are endorsed, whānau

ownership of solutions and actions are encouraged and authentic relationships between

whānau and Providers are the norm. Whānau should have the opportunity to extend their

own resources and expertise while also addressing the needs of individual members.

By placing clients, their family and whānau needs at the centre of services, and building on

the strengths and capabilities already present, whānau will build the capability to prevent

crises, be resilient and respond to challenges, and invest in their futures.

Financial mentor practice

Financial mentors (including BFC Plus) work with clients to:

• help them identify their aspirations, and develop their strength based financial plan,

including develop a plan to achieve their goals and help reduce any immediate

pressure

• support and empower them to navigate local financial and social services as

appropriate; including clear communication with Work and Income

• support and empower them to negotiate reduced payments (where relevant) and

generate additional resources (where possible).

Financial mentors may also refer people to other social services depending on their needs,

for example mental health services, substance abuse, gambling addiction programmes,

violence programmes.

5 Te Puni Kōkiri (2015): ‘Understanding whānau-centred approaches’ https://www.tpk.govt.nz/documents/download/1025/understanding-whanau-centred-approaches.pdf

https://www.tpk.govt.nz/documents/download/1025/understanding-whanau-centred-approaches.pdf


Financial mentors will support people according to their needs, as appropriate. On-going

support for clients will be built up through peer, whānau and community networks with the

continuing support of the financial mentor if required.

When a person seeks support or assistance, either through referral or self-referral the

Provider will first assess their needs and agree with them to provide one or all of the

following:

• assistance and support to address immediate crisis financial situation(s)

• assistance and support to address on-going, chronic financial problems

• specialist interventions (e.g. focused specialised support).

In providing specialist interventions the Provider will need to ensure that:

• staff involved are trained and hold relevant qualifications (including those offered by

the National Building Financial Capability Charitable Trust) where applicable,

• there are suitable governance and administration systems in place to manage high

risks involved

• clients are not being taken advantage of.

The Provider will deliver services at a frequency and for the duration needed to achieve the

client’s goals.

The Provider will document and review service provision, progress and results achieved with

the client, for any service duration that exceeds 12 months of on-going intervention.

MoneyMates practice

MoneyMates group meetings enable participants to talk openly about money and finances,

particularly options and behaviours, not necessarily specific details of their own debt.

Content delivered in the meetings may include, for example:, goals and savings, managing

debt, budgeting and future planning, credit and consumer rights, opportunities to build

financial resilience by increasing income, resources, and community support.

Participants can:

• learn more about money, debt, financial products, loans and growing their resources

• learn from other people who are in similar situations to them, share their own insights

and knowledge with others and build support networks with people going through the

same experiences

• build up their networks with whānau and their community


• engage with activities as they work towards financial capability, including

brainstorming ways to generate additional income or resources

• access other information and support such as online forums, helplines, the Sorted

website or other tools that can assist people improve their knowledge and manage

their finances.

Group leadership

MoneyMates groups are led by a Provider’s staff and/or volunteers (e.g. financial mentors)

as facilitators initially. There will be at least one trained facilitator and additional facilitators

may be added if the group requires this.6 Over time, Providers should build the capability of

clients and inspire them to take leadership roles in future MoneyMates groups.

Group size

A group typically comprises 4 to 8 people (minimum of 4) and can be more, depending on

the group make up and provider approach.7

Group duration

Time should be allowed between each group meeting to enable clients to reflect, put the

learning into practice in their own lives and share their learning with family/whānau/ others.

The average group duration would be 8 Sessions over 8 weeks.

Resources

Providers should use the MoneyMates guide for facilitators (Second edition, July 2017

edition or later) in their delivery. The guide outlines the consistent approach expected of the

service and provides 10 modules of resources. There is no requirement to use all 10

modules, and material from other sources may be used if the group requires additional

resources. The Ministry recognises that clients are the experts in their own lives, and thus

MoneyMates groups should have the flexibility to include information requested by the

clients themselves.

6 ‘Training’ offered by the National Building Financial Capability Charitable Trust will initially include financial

mentor and strengths-based training or equivalents; over time Providers should assist facilitators to complete the

MoneyMates Facilitator training and other MoneyMates training as it becomes available.

7 See ‘Sessions – units of measure’ on page 34 for more information on group sizes.


The MoneyMates guide for facilitators is available to download in various formats from the

Ministry’s website at: https://www.msd.govt.nz/what-we-can-do/providers/building-financial-

capability/moneymates.html

7. Measuring results and reporting

The Ministry needs to understand who is using the Building Financial Capability services it

funds, and to demonstrate that the services have a positive impact on clients, their families

and whānau.

Providers’ collection of consistent and standardised data contributes to building the evidence

base about the services’ effectiveness, and the outcomes that are being achieved.

Evaluation programme

To help us understand service effectiveness, the Ministry commissioned a five-year

evaluation of BFC services through to July 2022. This is being undertaken by Malatest

International through a series of evaluations of the services and initiatives, community case

studies, Provider Result Dashboards, and an impact evaluation.

The objectives of the evaluation include:

• Targeting: to assess the extent to which services are well targeted to building the

financial capability and resilience of the New Zealanders experiencing the highest

levels of hardship.

• Client experience: to assess how well services are working for those who are

receiving the services.

• Effectiveness: to examine the effectiveness of services in building the financial

capability and resilience of New Zealanders experiencing hardship.

• Impact and Return on Investment: to review the long term impact and return on

investment of services for New Zealanders experiencing hardship.

More information is available on the Ministry’s website at:

http://www.msd.govt.nz/what-we-can-do/providers/building-financial-capability/evaluation-of-bfc-

services.html

Provider Results Dashboards

Providers can opt in to receive Provider Results Dashboards. These will enable them to:

https://www.msd.govt.nz/what-we-can-do/providers/building-financial-capability/moneymates.html

https://www.msd.govt.nz/what-we-can-do/providers/building-financial-capability/moneymates.html

http://www.msd.govt.nz/what-we-can-do/providers/building-financial-capability/evaluation-of-bfc-services.html

http://www.msd.govt.nz/what-we-can-do/providers/building-financial-capability/evaluation-of-bfc-services.html


• learn what difference they are making to their client’s lives by knowing who is being

reached/not reached by each service and the results being achieved

• continuously improve their services based on the high quality analysis regularly

carried out during the course of the evaluation.

The Provider Results Dashboard mainly reports findings based on data from the National

Building Financial Capability Charitable Trust Client Voices database. Dashboards are

provided six-monthly to providers who wish to receive them and who:

• use the Client Voices database for all their Building Financial Capability clients

• use the Client Outcomes Measurement Tool pre and post intervention with every

client

• sign an agreement to share their de-identified data from the Client Voices database

with Malatest International.

More information is available on the Ministry’s website:

http://www.msd.govt.nz/what-we-can-do/providers/building-financial-capability/bfc-provider-results-

dashboard.html

Results Measurement Framework

The Results Measurement Framework (RMF) is a measurement system that links

performance measures in Provider Outcome Agreements to the bigger results we are

seeking. The Ministry has developed an RMF for Building Financial Capability services.

The RMF has two levels - the population level - which covers high level Government

priorities, and the performance level - which looks at individual providers, programmes /

services and client results. The data is backed up by a Narrative Report, which forms part of

the Outcome Agreement.

More information on the RMF is available on the Ministry’s website at

https://www.msd.govt.nz/about-msd-and-our-work/work-programmes/community-investment-

strategy/results-measurement-framework.html

More information on RBA is available at:

http://www.business.govt.nz/procurement/for-agencies/buying-social-services/results-based-

accountabilitytm-rba/

http://www.msd.govt.nz/what-we-can-do/providers/results-based-accountability/index.html

Your Contract Manager will also be able to assist and provide further information on RBA.

What reports are required by the Ministry?

http://www.msd.govt.nz/what-we-can-do/providers/building-financial-capability/bfc-provider-results-dashboard.html

http://www.msd.govt.nz/what-we-can-do/providers/building-financial-capability/bfc-provider-results-dashboard.html

https://www.msd.govt.nz/about-msd-and-our-work/work-programmes/community-investment-strategy/results-measurement-framework.html

https://www.msd.govt.nz/about-msd-and-our-work/work-programmes/community-investment-strategy/results-measurement-framework.html

http://www.business.govt.nz/procurement/for-agencies/buying-social-services/results-based-accountabilitytm-rba/

http://www.business.govt.nz/procurement/for-agencies/buying-social-services/results-based-accountabilitytm-rba/

http://www.msd.govt.nz/what-we-can-do/providers/results-based-accountability/index.html


Reporting is required to meet the contractual obligations set out in the Outcome Agreement.

Reporting is necessary to ensure accountability to Government for the funding provided

under the Outcome Agreement. The Ministry has agreed on the quantity and nature of the

services the funding supports, and is required to report to Government that this has been

achieved.

The following must be completed and sent to your nominated Contract Manager on or before

the dates set out in the Outcome Agreement:

• service result measure reporting (in line with the RMF Performance Level) are to be

reported to the Ministry through your regular Provider Return Reports attached to the

Outcome Agreement and listed below.

A Model Provider Return Report and Performance Measures (with explanatory notes) which

provides more guidance on reporting Sessions, no-shows and ‘closed’ clients is attached as

Appendix One.

The RMF for Building Financial Capability service is attached as Appendix Two.

Service Result Measures

The Provider will use the Client Outcomes Measurement Tool to assist them to report on the

service result measures shown overleaf.


Type of

measure Measures (during the reporting period)

Information

collected

through

Quantity How much?

• # of new clients referred

o Of the total new clients referred, # of clients who started

the service

o Of the clients who started the service, # of clients who

closed

Service result

measure

reporting

• # of individual client (financial mentor) Sessions

• # of group (MoneyMates) Sessions

Quality How well?

• Of the clients who closed, # of clients who provided formal

‘client satisfaction’ feedback

• Of the clients who provided client satisfaction feedback, # who

reported they were satisfied or very satisfied with the service

Result Measures Is anyone better off?

Of the clients who closed:

• and who presented with debt, the # who reduced their total

debt (comparing pre and post intervention)

• # who report being better able to meet their families / whānau

basic needs and obligations (comparing pre and post

intervention)

• # who report having greater financial confidence and capability

(comparing pre and post intervention)

• the # with most of their goals achieved, or evidence of ability to

achieve their goals without further support

Narrative Reporting to support the data:

1. What is the ‘story behind the data’? (e.g. environmental factors that could affect

client results including issues, gaps, overlaps and trends)

2. What are your areas for improvement towards achieving better results for clients

(continuous improvement)?

3. Who are your partners that help you achieve results, and what joint activities have

you participated in?

4. What combination of services do you think is most effective for your clients (if

applicable)?

5. Provide examples of strategies or practices used to encourage ‘hard to reach’

clients to engage

6. Provide an explanation of the variances (if any) between volumes contracted and

volumes delivered

Service

result measure

reporting


Client Outcomes Measurement Tool

A BFC Client Outcomes Measurement Tool (also called ‘Client Check In form’) is attached

as Appendix Three.

The purpose of the tool is to enable standardised and consistent tracking of client results, so

that we can measure ‘apples with pears’, and so providers and the Ministry can continuously

improve services to clients.

The tool aligns with the measures in the Results Measurement Framework, and is built into

the Client Voices database. It records the client’s own assessment of the service and their

situation, and enables providers to report to the Ministry on results for clients, pre and post

intervention.

Using the Client Outcomes Measurement Tool

To enable consistent and standardised measurement across BFC services we strongly

recommend that this tool be the ‘default’ feedback form for all BFC providers.8

There is a minimum standard, and recommended practice for use of the Client Outcomes

Measurement Tool.

• The minimum standard to enable your reporting to the Ministry on pre and post

intervention change is that you use the ‘about our situation’ page at the beginning

and end of a client case; and the ‘about our service’ page at the end of a client case.

• Recommended practice is that the first page of the tool ‘about our situation’ is used

face to face at the beginning of every meeting; and the ‘about our service’ is used

face to face at the end of every meeting with the client.

Using the ‘about our situation’ page at the beginning of every meeting will mean that the

Client Outcomes Measurement Tool will help to support conversations between the worker

8 We expect that a small number of providers may have alternative client outcomes measurement systems in

place, meaning it would not be logical to use the Client Outcomes Measurement Tool (COMT). For example, larger-scale providers which have robust client measurement systems in place.

If this is the case for your organisation, please notify the Ministry on [email protected] (copying your Contract Manager) so we can discuss:

- your proposed alternative system,

- whether an exemption to use of the BFC COMT is appropriate,

- and, if yes, to plan how consistent and standardised measurement, in line with the BFC COMT, will be maintained using the alternative system.

mailto:[email protected]


and client that draw out meaning about the stories are behind their ratings, and how the

client is feeling about their situation.

Using it every meeting will also mean that the client’s progress over time can be tracked (or

even charted), enabling the client to see the progress they are making, and to celebrate

success. It also means that you will be able to report on outcomes, even if a client becomes

a ‘no-show’.

Using the second page of the tool ‘about our service’ provides information about the quality

of the service and allows for direct and timely feedback with the worker that privileges the

‘client as expert’ in their feedback about how well the service is working for them, and how

the service can better meet their needs. To enable this requires trust building and an

approach of the client being the expert about the service that will best meet their needs.

Reporting the Client Outcomes Measurement Tool results

The tool is designed to enable you to report a client’s pre and post intervention positive or

negative changes to determine whether results have been achieved.

Because the tool is recording self-reported pre and post intervention change for the client

about their situation, we expect that there will be no result achieved for clients who are either

one-off, or clients who do not, or will not complete the form. Therefore you should report N/A

for these clients.

Achieving the effectiveness measure

The four questions on the ‘about your situation’ page enable providers to answer the BFC

result measure: “Is anyone better off?” When you are reporting on your contract on this, you

should report any increase in client score in each of the four measures between your first

and your last meeting with the client.

If you show an increase of 1 or more in a measure, you have achieved that measure.

Achieving the service quality measure

The three questions on the ‘about our service’ page enable providers to answer the BFC

quality measure: “of the clients who provided client satisfaction feedback, # who were


satisfied or very satisfied with the service”. When you are reporting on your contract on this,

you should report the average of the three measures from your last meeting with the client.9

If the average is ‘7’ or above, you have achieved this measure.

More information about the Client Outcomes Measurement Tool

A Model Provider Report and Performance Measures (with explanatory notes) which

provides more guidance on linking the Result Measures to the Client Outcomes

Measurement Tool results is attached as Appendix One.

More information is available in the Client Outcomes Measurement Tool Provider Guide.

A downloadable copy of the Client Outcomes Measurement tool is also available.

Definition of client

A client is defined as an individual or family / whānau who agree to engage with the Provider

regarding their financial situation through Building Financial Capability services. Typically,

this is someone who engages with financial mentoring, BFC Plus, or MoneyMates services.

‘Client’ may encompass family and whānau or others deemed by that person as relevant to

that person’s economic circumstances and the financial mentoring or MoneyMates services

provided.

Sessions - units of measure

The contracted volume measure for Building Financial Capability services is ‘Sessions’. As

at 1 July 2018, the Session rate for financial mentoring and MoneyMates services is set at

$95.23. The Session rate for BFC Plus is set at $108.37.

Requirements for a Session

A financial mentoring, BFC Plus, or MoneyMates Session has four characteristics.

All four, as defined below, must be present for a Session to be recorded:

A BFC Session is:

A substantial face to face Meeting

9 For example, client scores of 9+5+7=21. Divide this by 3 to get 7. This result would achieve the service quality

measure.

http://www.msd.govt.nz/documents/what-we-can-do/providers/building-financial-capability/training/client-outcomes-measurement-tool-provider-guide.pdf

http://www.msd.govt.nz/documents/what-we-can-do/providers/building-financial-capability/training/client-outcomes-measurement-tool.docx


With a client or clients

That provides strengths-based support

That contributes to achieving the BFC results

The underlined terms are defined overleaf.


Definitions

Meeting (financial mentors and BFC Plus)

A Meeting is a single face-to-face interaction between a client and a financial mentor.

Exception: Non-physical meetings can be used if the client’s needs (eg. health, remoteness, availability) mean these are required. These meetings can include video conferences, or telephone calls with or without video.

Meeting (MoneyMates) A Meeting is a face-to-face interaction between a group of clients (minimum of 4 clients) and a MoneyMates facilitator.

A Meeting should be reported as one Session regardless of the number of clients who attend or the meeting length.

Exception: Additional facilitator/s may be added if the Provider considers the group requires this. Add a Session for each meeting that additional facilitators attend (i.e. 3 facilitators = 3 Sessions).

Exception: The minimum group size is 4, but if a MoneyMates meeting is scheduled and fewer than 4 clients attend follow this procedure:

• 2 or 3 clients: continue with meeting and count as a MoneyMates Session

• 1 client: continue and count as a financial mentor Session

• In both cases, you should also develop a plan of action to restore attendance to the minimum group size.

Substantial Meetings should be approximately one hour duration.

Exception: Meeting length may be varied if client circumstances require.

Meetings shorter than 15 minutes cannot be counted as Sessions.

Client or clients as defined on page 34 of these BFC Services Guidelines

Strengths based support as defined on page 23 of these BFC Services Guidelines

The BFC results as defined on page 31 of these BFC Services Guidelines

Sessions and non-contact time

In addition to a meeting, a Session includes non-contact time. Totalled together this provides

an indicative three hour time period. The ratio is one hour of contact time, more or less, to

two hours of non-contact time, more or less.

There is no contractual obligation to record non-contact time. Non-contact time might

include administration or liaison work on behalf of a client, or general research, supervision,

training, administration and/or liaison with colleagues and other agencies.


Provider obligations

BFC services should be oriented towards achieving client-led results. Providers should use

their discretion over the use of the three hour time period to achieve optimal client-led

results.

The Ministry expects Providers will use ‘overs and unders’ principles fairly when

reporting Sessions.

Providers should balance client meetings which exceed one hour with meetings shorter than

one hour. The Ministry also appreciates that the ratio of contact time to non-contact time

may vary between clients, or vary as needed throughout a client’s case management, and

expects this will also provide balance when reporting Sessions.

‘No show’ clients

The Ministry understands that last-minute cancellations and ‘no shows’ are unavoidable, and

it can be very hard to fill this Session space.

We also recognise that a ‘no show’ requires less than the full time available in a Session.

While there is likely to be some face-to-face time lost, there could be pre- and post-

appointment work required. Therefore, any cancellation or ‘no show’ that occurs within 24

hours of the Session should be quantified as 0.5 Session (one half of a Session). For

reporting purposes, a completed Session equals two ‘no shows’. This should be supported

by details of ‘no shows’ in your Provider Return narrative report.

As we refine the referral process with Work and Income we expect the number of Work and

Income clients that are ‘no shows’ to decline. We also expect that there will be a number of

clients that are difficult to engage with and envisage that you will develop strategies to

engage these hard to reach clients, to mitigate possible ‘no shows’. Over the period of the

contract, we will monitor the incidence of ‘no shows’ as well as the associated issues which

should also be captured in your reporting.

‘Closed’ clients

A client should be recorded as ‘closed’ when:

• they have completed their plan / achieved the goals they set with their financial

mentor, and they no longer require support

• they have completed a MoneyMates group and no longer require further support


• they have failed to turn up for a period of time, and the Provider considers it

appropriate to close their file.

If a client is accessing both MoneyMates and financial mentoring, then count them as a

client just once until they ‘close’. Through your Outcome Agreement, you will also be

recording the number and type of Sessions (financial mentoring or MoneyMates) the client is

attending.

A Model Provider Report and Performance Measures (with explanatory notes) which

provides more guidance on reporting Sessions, no-shows and ‘closed’ clients is attached as

Appendix One.

Appendix One – Model Provider Report and Performance Measures (with explanatory notes)

Performance Measures (during the reporting period) NOTES Quantity of service 1 Nov 20XX to 1 March 20XX

1 Nov 20XX to 31 July 20XX

Quantity of service (i.e. the number of sessions available to you) will be input by your Contract Manager

These numbers are cumulative

through the year so can’t get smaller

1. Sessions

1.1 Total number of Sessions Total must = financial mentor + MoneyMates

1500 500 1490

1.2 Number of individual client Sessions Count financial mentor Sessions only Can include 0.5 sessions [no-shows within 24 hours]

Report actual # of financial mentor Sessions 310.5 890

1.3 Number of group Sessions Count MoneyMates Sessions only Can include 0.5 sessions [whole group cancelled within 24 hours]

Report actual # of MoneyMates Sessions 189.5 600

2. Referrals and clients

2.1 Total number of new clients referred Includes all referrals to you in this period, including MSD, referrals from other agencies and clients who self-refer ('walk-ins')

Report actual # of referrals from all sources including self-referrals

280 510

2.2 Of the total referrals received, record the number of clients who started service

This # should be less than referrals. The difference between those referred and those who started service would be your client no-shows.

Report actual # of clients 180 300

2.3 Of the clients who started the service, record the number who closed

This # may not relate to ‘Clients who started service’ as some clients will be from previous reporting periods


3. Results | Client situation

3.1 Of the clients who closed, the number who reported being better able to meet their families or whānau basic needs and obligations

Use Client Outcomes Measurement Tool [COMT] Question 1 "I/we have enough to meet our basic needs and obligations"

Report actual # of clients who showed a pre>post score increase of 1 or more

69 135

3.2 Of the clients who closed, and who presented with debt, the number who reduced their debt

Use COMT Question 2 "I/we feel in control of any debt")

50 100

3.3 Of the clients who closed, the number who reported having greater confidence and capability

Use COMT Question 3 "I/we can confidently manage our finances")

61 95 Must be a number, not a %


3.4 Of the clients who closed, the number with most of their goals achieved, or evidence of ability to achieve their goals without further support.

Use COMT Question 4 "I/we are on track to achieve our goals" )

69 126

4. Results | Client satisfaction

4.1 Of the clients who closed, report the number who provided formal client satisfaction feedback

(use COMT client satisfaction Questions 5,6,7 – total these together into one average score: the average must be 7 or above)


4.2 Of the clients who provided formal client satisfaction feedback, record the number who reported that they were satisfied or very satisfied with the service

Report actual # of scores of 7 or above

79 138

Must be a number, not a %


Appendix to Outcome Agreement — Provider Report and Performance Measures

Provider name

Report due dates

Signed by

Date

Name

Position

Description of Service Performance Measures (during the reporting period) Quantity of service …. to …. …. to ….

Building Financial Capability

The delivery of one to one Financial Mentoring and MoneyMates peer-led group support. For clients who are experiencing financial hardship, with the aim of enabling them to become more financially capable, gain control over their financial lives, and make long-term change.

Mentoring supports and empowers clients to identify their aspirations, and develop a strengths-based financial plan.

MoneyMates enables clients to talk about and de-stigmatise financial hardship, while learning from others.

1. Sessions

1.1 Total number of sessions

1.2 Number of individual client sessions Report actual # of Financial Mentor sessions

1.3 Number of group sessions Report actual # of MoneyMates sessions

2. Referrals and clients

2.1 Total number of new clients referred Report actual # of referrals from all sources incl. self-referrals

2.2 Of the total referrals received, record the number of clients who started service

Report actual # of clients

2.3 Of the clients who started the service, record the number who closed Report actual # of clients

3. Results | Client situation

3.1 Of the clients who closed, the number who reported being better able to meet their families or whānau basic needs and obligations

Report actual # of clients who showed a pre>post score increase of 1 or more

(must be a number not a %)

3.2 Of the clients who closed, and who presented with debt, the number who reduced their debt

3.3 Of the clients who closed, the number who reported having greater confidence and capability


3.4 Of the clients who closed, the number with most of their goals achieved, or evidence of ability to achieve their goals without further support.

4. Results | Client satisfaction

4.1 Of the clients who closed, report the number who provided formal client satisfaction feedback

Report actual # of clients (must be a number not a %)

4.2 Of the clients who provided formal client satisfaction feedback, record the number who reported that they were satisfied or very satisfied with the service

Report actual # of client scores of 7 or above


Appendix Two – Results Measurement Framework


Appendix Three – Client Outcomes Measurement Tool

[Provider Name]

Building Financial Capability services – Client Check-in Form10

Checking in: About your situation

Your name: Date:

(Please circle 0 – 10) No Sometimes Yes

I / we have enough to meet our basic needs and

obligations

0 1 2 3 4 5 6 7 8 9 10

I / we feel in control of any debt 0 1 2 3 4 5 6 7 8 9 10

I / we can confidently manage our finances 0 1 2 3 4 5 6 7 8 9 10

I / we are on track to achieve our goals 0 1 2 3 4 5 6 7 8 9 10

Overall my / our situation is:

(optional comment)

10 This information helps us to improve our services to you and others, and will help inform our reporting to the Ministry of Social Development (MSD) on the funding we have received for this service. MSD may use the information about our overall results with all of our clients for monitoring and evaluation purposes. None of the information we provide to MSD will identify you individually.



[Provider Name]

Building Financial Capability services – Client Check-in Form

Checking in: About our services

Your name: Date:

(Please circle 0 – 10) No Sometimes Yes

I / we felt listened to, understood and respected 0 1 2 3 4 5 6 7 8 9 10

The [service / group / meeting] met our needs and

expectations

0 1 2 3 4 5 6 7 8 9 10

I / we are better able to deal with the issues we wanted

help with

0 1 2 3 4 5 6 7 8 9 10

What did we do well?

(optional comment)

What could we improve on?

(optional comment)


Appendix Four – Provider Feedback Form

Provider Feedback Form

Please email to your Contract Manager or [email protected]

Name of service

Summary of, and reasons

for, suggested change

Topic Reference (section/page) Suggested change/description

Contact name: Position:

Provider name:

Provider email:

Provider phone: Date submitted:

mailto:[email protected]

Documents

Building Financial Capability Services Guidelines...2018/06/25 · • designing services and physical facilities in a way that supports accessibility to services for clients •